2016-2020 Port Coquitlam Financial Plan.Indd

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

BRITISH COLUMBIA, CANADA 2016-2020 City of Port Coquitlam Financial Plan

www.portcoquitlam.ca/budget Table of Contents

Introduction Reader’s Guide 1 2016-2020 Capital Program City Profi le 2 Introduc on 132 Financial Plan Overview Financial Summaries 133 Infrastructure Categories 136 2016 Budget Message 8 Funding 138 Plan Background 9 Opera ng Impacts of the Capital Program 138 Future Outlook 11 Project Details by Category 139 Expenditure Levels 12 Tax Impact 13 Appendices Restricted Reserves 15 Appendix A – Business Planning and Budget Consolidated 2016-2020 Financial Plan 16 Guidelines 180 Appendix B – Financial Plan Development Revenues and Timetable 181 2016 Revenues 18 Appendix C – Financial Management Policy 182 Property Tax 18 Appendix D – Corporate Strategic Plan 187 User Fees 20 Appendix E – Organiza on and Commi ee Structure 191 Interest Income 21 Appendix F – Organiza on Chart and Staffi ng Levels 192 Grants in Lieu of Taxes 22 Appendix G – Municipal Funds 193 Appendix H – Glossary 194 Enhancements, Savings and Service Level Changes Overview 24 Enhancements 24 Savings and Effi ciencies 26 Department Business Plans Introduc on 28 Offi ce of the Chief Administra ve Offi cer 30 Corporate Support 34 Development Services 49 Engineering & Public Works 64 Solid Waste U lity 84 Water U lity 87 Sewer U lity 92 Finance 97 Fire & Emergency Services 101 Human Resources 109 Recrea on 113 RCMP 127

City of Port Coquitlam Reader’s Guide

The Reader’s Guide is intended to provide the reader with a 2. Revenue brief descrip on of the contents of each major sec on of the This sec on provides an overview of the sources of document. revenue for the City and policies around how the City acquires the funds needed to pay for the numerous The Financial Plan provides detailed funding requirements services it provides. over the next fi ve years and also serves as: 3. Savings and Service Level Changes • A Policy Document, that outlines the fi nancial policies This sec on contains a summary of all of the opera ng (Appendix C) that guides the development of the plan; savings and service level changes which were adopted by • An Opera ons Guide, that helps staff manage day- Council for the 2016 fi scal year in order to balance rising to-day opera ons by providing fi nancial and policy costs with community priori es. Departments were informa on and by iden fying fi nancial and staffi ng asked to propose effi ciencies that could be sustained resources available to provide services; and over me. • A Communica ons Device, that gives all readers a 4. Departmental Business Plans comprehensive look at the services provided by the City This sec on includes Business Plans for each City and the costs and revenues related to those services. department and the RCMP Detachment. The Business Plans contain informa on about the department its fi ve- The fi nancial summaries within this document detail the year fi nancial plan and related strategies and goals for City’s total budget for the fi scal year of 2016. This includes 2016. Financial informa on for major non-department the addi on of one- me expenses and decision packages budgets is also listed here. endorsed by Council. However, the subsequent years of 2016-2019 include only a “base”. The base budget refl ects 5. Capital Program revenue and expense required to maintain the same levels This sec on contains a summary of all of the capital of service (including infl a onary costs) as provided in 2015, expenditures budgeted for the 2016-2020 period. as well as any known changes due to growth and/or service Also included are individual project descrip ons. level changes approved by Council. Departments were asked to iden fy funding sources for these projects as well as include the ongoing opera ng Document Organization costs. The document is separated into six major sec ons. 6. Appendices Explana ons of each of these sec ons are as follows: This sec on includes a variety of informa on that may be useful to Council or the public in assessing the 1. Overview fi nancial plan proposal and/or understanding the City’s This sec on is intended to provide the reader with an fi nancial situa on, policy and prac ces. understanding of the City’s overall fi nancial posi on and highlights cost drivers and issues with the proposed 2016-2020 Financial Plan.

2016-2020 Financial Plan 1 City Proﬁ le

City Snapshot

Located in the heart of Metro Vancouver, British Columbia

Incorporated 29.17 km2 1913 March 7, 1913 total land area

2015 DEMOGRAPHICS

GOVERNANCE 61,000 3,438 271 23,300 people business licences hectares of parks private City Council & trails dwellings

WHAT PORT COQUITLAM IS KNOWN FOR

Leader in waste Traboulay Family-friendly PoCo Pride management PoCo Trail 7 members of Council provide leadership, set policies and establish budgets Structure

Chief Administrative Ofﬁ cer

Hometown of Using Quaint downtown & Corporate Support Terry Fox technology to small-town charm Development Services engage citizens Engineering & Public Works Finance Port Coquitlam is a happy, vibrant, safe community with Fire & Emergency Services VISION healthy, engaged residents and thriving businesses, supported by sustainable resources and services. Human Resources Recreation We strive to do it right by researching, planning, MISSION building and executing well-balanced solutions. RCMP

2 City of Port Coquitlam City Proﬁ le

Economic Snapshot

CONSTRUCTION PERMIT VALUE Total $ value – new construction BUSINESS STATISTICS Total $ value – improvements $120 million Business licences issued $100 million 3,117 Source: 2011 Bylaw $80 million 2012 3,204 Services $60 million 2013 3,178 $40 million 2014 3,261 $20 million 2015 3,438 $0 2011 2012 2013 2014 2015 0 1000 2000 3000 Top sectors based on 2015 licences NEW CONSTRUCTION IMPROVEMENTS 2015: 2015: $94.2 MILLION $12.7 MILLION

Institutional Institutional Structure or ($9 mill) Multi-familyy ($1.3 mill) Home-based General Out-of-town pool ($0.09 (764) (761) Gen. Contractor mill) ($52.9 mill)) Multi-family Industrial ($0.45 mill) (664) Industrial ($4.5 mill) Single/two ($14.8 mill) family ($1.6 mill) Commercial ($3.5 mill) Accessory ($0.07 mill) Manufacturing Professional Retail Accessory Commercial (250) Person (196) (169) ($0.2 mill) ($4.8 mill) Single/two family ($13.7 mill) RESIDENT STATISTICS Port POPULATION AND DWELLINGS Coquitlam BC

Source: Statistics • 93% are Canadian citizens Population in 2011 56,342 4,400,057 Canada - 2006 • 29% were born outside of Canada Population in 2006 52,687 4,113,487 and 2011 Census Note: Census • 68% say English is mother tongue 2006 to 2011 population change (%) 6.9 7.0 population estimates are not consistent with municipal Total private dwellings 2011 21,533 1,945,365 and regional • Average no. of persons/family: 2.7 estimates. Total private dwellings 2006 19,689 1,788,474 • 78% of homes are owned

Population density per sq. km 2011 1,931.3 4.8 Population density per sq. km 2006 1,826.4 4.4 • 90% at same address 1 year ago Land area (square km) 29.17 922,509.29 • 63% at same address 5 years ago

AGE DISTRIBUTION • 55% have some post-secondary education Ages Male Female % %

* Percentage distribution All 28,035 28,310 100.0%* 100.0%* • Median household income: based on 0-14 years 5,115 4,695 17.4% 15.3% published $72,563 totals, both 15-24 years 4,240 3,695 14.1% 13.2% sexes. Source: • 66.2% are employed Statistics 25-44 years 7,655 8,140 28.0% 29.0% Canada - 45-64 years 8,435 8,680 30.4% 29.0% 2011 Census. 65+ years 2,605 3,105 10.1% 13.5% Source: Statistics Canada, 2011

2016-2020 Financial Plan 3 City Proﬁ le

City Services

City Council represents the ci zens of Port Coquitlam, provides leadership, establishes City policies and priori es, and reviews and establishes budget levels. Repor ng directly to Council is the Chief Administra ve Oﬃ cer (CAO). Seven City departments report to the CAO: • Corporate Support • Development Services • Engineering & Opera ons • Finance • Fire & Emergency Services • Human Resources • Parks & Recrea on Policing Services are provided by the Coquitlam RCMP.

The City of Port Coquitlam is strategically located in the heart of Metro Vancouver, B.C.

4 City of Port Coquitlam City Proﬁ le

Community Budget Priorities The City once again had a high level of public par cipa on in These themes emerged from the results: its budget consulta on process in 2016. • 73% of taxpayers believe they are ge ng good value for their tax dollars. In February, the City mailed highlights of the proposed • Ci zens are most sa sfi ed with these City services: fi re budget to every home and businesses and provided and emergency, parks and trails, policing, and waste addi onal budget informa on in print and online to collec on. encourage public feedback. In total, 476 people fi lled out • Ci zens are very pleased with the level and type of surveys or provided other forms of feedback. budget informa on provided to them. Residents were asked whether they feel they are ge ng • The condi on of City roads and the amount of li er in good value for their dollar for City services, as well as the City are signifi cant concerns. targeted ques ons related to budget decisions for 2016. • There is a strong desire for sidewalk and crosswalk improvements across the City. • Ci zens would like to see food, music and entertainment fes vals in Port Coquitlam.

Selected Results from Budget 2016 Survey

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2016-2020 Financial Plan 5 City Proﬁ le

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6 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Financial Plan Overview

www.portcoquitlam.ca/budget Financial Plan Overview

2016 Budget Message

The 2016-2020 Financial Plan is based on the Business These priori es will change as the needs of the community Planning and Budget Guidelines, adopted in 2014 by the evolve. The current three priori es are: Finance and Intergovernmental Commi ee, which includes • Develop the organiza on, increase employee all members of City Council. The guidelines refl ect Council’s engagement and improve customer service, desire for the City to run as effi ciently as possible, in order • Maximize the life of infrastructure assets (e.g. roads to both meet community needs and address the public’s and buildings) and save for their replacement, and decreasing appe te for higher municipal taxes. • Plan for the new Community Recrea on Complex to Direc on provided by the guidelines included the following: replace aging recrea on facili es in the downtown area. • An addi onal 1% tax increase was to be included for long- Other Factors Aff ec ng the Plan term infrastructure replacement (see page 14 under Long- In addi on to Council priori es, a variety of other factors affect term Infrastructure). each year’s plan, both posi vely and nega vely. For 2016, • Department business plans must show how budgets and over $400 thousand in savings and effi ciencies were iden fi ed work plans address Council’s priori es (see below). to help off set new expenditures. Expenses increased due to • The City’s Department Heads were to iden fy two key labour contract obliga ons, the addi on of four RCMP offi cers areas or processes to undergo a Con nuous Improvement for a new uniformed unit and saving for the new recrea on Assessment (CIA) in 2016. (CIAs scru nize current ac vi es complex. The City also con nued to dedicate an addi onal 1% and seek opportuni es for improvement.) of tax revenue for future infrastructure replacement. This is in • Budget decision packages were to include a ra onale to accordance with the Budget Guidelines. support requests for new programs, projects and staff. • All vacant full- me posi ons would be subject to a detailed Priori es for the Coming Year review by a Corporate Management Team subcommi ee In 2016, the City will be fi nalizing the project details, costs prior to being fi lled. and ming for the new Community Recrea on Complex Council’s decisions regarding scope and phasing of this The complete guidelines can be viewed in Appendix A. project will have a signifi cant impact on the City’s long term fi nancial picture. Determining the short-term and long- term Council Priori es implica ons of Council’s decision has been a key staff priority Since 2013, Council has directed staff to focus on three since 2014 and con nues into 2016 and beyond. priori es that grew from the Corporate Strategic Plan. The Strategic Plan has a large number of direc ons and desired Another priority for 2016 is conduc ng Con nuous outcomes; targe ng a few priori es at a me enable the City Improvement Assessments on City func ons, as directed to meet its goals more eff ec vely. by the Budget Guidelines. As the City moves through the CIA process, it is cri cal that staff monitor the fi nancial implica ons of any recommended changes.

8 City of Port Coquitlam Financial Plan Overview

Strategic Plan Port Coquitlam adopted the Vision 2020 Corporate Strategic Plan in 2011. The plan outlines the community’s vision for the future and will guide the City’s policy, opera ons and ﬁ nancial decisions through to 2020. Vision 2020 is as follows: Port Coquitlam is a happy, vibrant, safe community of healthy, engaged residents and thriving businesses supported by sustainable resources and services.

Sustainability of the City’s fi nances will ensure the services enjoyed by the residents today will be there for future genera ons. Sustainability requires diffi cult decisions to balance current aff ordability with long-term pressures. These decisions occur annually during the fi nancial plan prepara on process, budget delibera ons, public consulta on and fi nal approval.

Regulatory Requirements The Community Charter also directs City Council to engage In accordance with the laws of Bri sh Columbia through the the public in a consulta on process prior to adop on of the Community Charter, municipali es must prepare a fi ve-year proposed fi nancial plan. fi nancial plan each year. These plans must be adopted by municipal Councils before May 15 and they are required to For more details on the Financial Planning Process please iden fy the proposed expenditures, funding sources, and consult Appendices A, B and C. transfers to or between funds.

Corporate Financial Goal

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

2016-2020 Financial Plan 9 Financial Plan Overview

Budget Best Practices

The Government Finance Offi cers Associa on of the United These guidelines assess how well the City’s budget serves States and Canada (GFOA) has established the Dis nguished as a policy document, a fi nancial plan, an opera ons guide Budget Presenta on Award to encourage governments to and a communica on device. Budget documents must be prepare budget documents of the highest quality to meet profi cient in all four categories to receive this award. the needs of decision-makers and residents. Each budget The City believes our current budget process con nues to document submi ed is evaluated using a comprehensive conform to program requirements, and it is being submi ed evalua on checklist and those which are judged profi cient to GFOA to determine its eligibility for another award. receive the award (www.gfoa.org). The Government Finance Offi cers of the United States and The City of Port Coquitlam received a Dis nguished Budget Canada is a non-profi t professional associa on serving 17,500 Presenta on Award from the Government Finance Offi cers fi nance professionals throughout North America. The GFOA’s Associa on for the 2015-2019 Financial Plan for the 18th Dis nguished Budget Presenta on Award Program is the only year. na onal awards program in governmental budge ng. To receive this award, the City had to sa sfy interna onally recognized guidelines for eff ec ve budget presenta on.

10 City of Port Coquitlam Financial Plan Overview

Future Outlook The City will con nue to face a number of challenges in the future, the most signifi cant of which is to provide sufficient funding to maintain and replace the City’s infrastructure and facili es. Commonly referred to as the “infrastructure gap”, the diff erence between an cipated replacement costs and available funding is not unique to our City, as many ci es around the world have insuffi cient funds to replace their aging infrastructure. News reports have highlighted ci es that have seen failures of their bridges, tunnels, roads, facili es and water and sewer systems. City funds are also required to support today’s needs for our mul -faceted municipal services. Pressures from the community highlight the need for upgrades to exis ng facili es and expansion of services for growth. The Corporate Financial Goal sets the City’s fi nancial direc on of long-term fi nancial sustainability. Port Coquitlam has adopted a proac ve and fi nancially prudent strategy of saving for the future replacement of infrastructure assets – including roads, buildings and equipment – while establishing plans and prac ces to maximize their lifespan.(e.g. preventa ve maintenance). Council created a Budget and Infrastructure subcommi ee to the Finance and Intergovernmental Commi ee in 2014 to review our budge ng process and to develop a more sustainable model for planning and funding infrastructure. Based on its feedback, the 2016-2020 Financial Plan was presented in a form that is more easily understood by both Council and taxpayers. In 2016 the subcommi ee will con nue to develop a long range capital plan that defi nes what projects will be undertaken and to what standard, and includes a strategy for funding infrastructure.

The ﬁ nancial content in this document was prepared based on informa on available at the me of Financial Plan development and supported by management es mates. The Financial Plan is not audited.

Certain prior year ﬁ gures have been re-classiﬁ ed to conform with the presenta on adopted for the current year. These amounts are presented for compara ve purposes.

The City prepares its Financial Plan in accordance with Part 6 of Bri sh Columbia’s Community Charter. The City uses an accrual basis of accoun ng for its ﬁ nancial repor ng except where this basis diﬀ ers from provincial legisla on.

2016-2020 Financial Plan 11 Financial Plan Overview

2016 Budgeted Operating Expenditures

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

Ongoing Expenditures 2016 % of Total Policing $14,717,900 19.02% Recrea on 12,962,918 16.75% Engineering & Public Works 12,482,774 16.13% Fire & Emergency Services 10,733,950 13.87% Water U lity 6,989,100 9.03% Sewer U lity 5,454,403 7.05% Corporate Support 4,089,100 5.28% Finance 3,575,500 4.62% Development Services 3,309,997 4.28% Solid Waste U lity 1,841,500 2.38% Human Resources 934,900 1.21% Oﬃ ce of the CAO 291,900 0.38% TOTAL $77,383,942 100%

12 City of Port Coquitlam Financial Plan Overview

Impact of Taxes & Utilities on an Average U lity User Fees Residential Property Water, sewer and solid waste (garbage/green cart) levies are Port Coquitlam property owners pay separate property tax fl at annual user fees, and are the same for each single-family and u lity bills. The amounts for both bills are combined in dwelling. Townhouse and apartments have lower water and the charts below to show the full impact on a household. sewer rates, and do not pay a garbage levy because they are not required to use City collec on services. Mul -family Property Taxes complexes and are charged a garbage fee if the complex and The City’s residen al property tax rates in 2016 increased by City agree to have the City provide the collec on service. 2.99% for the average residen al property. The levies are approved by Council prior to the approval of These calcula ons use the 2015 value of an average residen al the Financial Plan to meet billing deadlines in early 2016. property, including both single-family and mul -family dwellings. The proposed property tax rate will be applied There was no increase to any of these fees in 2016. equally on a percentage basis to all property classifi ca ons. The City’s Cost Recovery Policy states that user fees are to See the Enhancements, Savings & Effi ciencies sec on on be set to recover the full cost of services, unless Council pages 24-26 for decisions that aff ected these fi gures. determines a subsidy is in the general public interest. The policy is detailed in Appendix C.

Average Residential Property** Assessed at $521,410 2015 2016 $ Change Property Tax 1,754.21 1,806.64 52.43 Water Levy 427.00 427.00 - Sewer Levy 306.00 306.00 - Garbage Levy * 182.30 182.30 - TOTAL 2,669.51 2,721.94 52.43 * Not applicable to strata proper es ** Includes both single-family and mul -family dwellings

2016-2020 Financial Plan 13 Financial Plan Overview

Fund Structure The City’s Financial Plan and Financial Statements are consolidated and include the accounts of all funds in the City. Inter-fund transac ons and balances are eliminated from the fi nancial statements but are included as internal recoveries between departments for budge ng purposes. A fund is a fi scal en ty of balanced accounts used by governments to control common fi nancial ac vi es.

General Fund The General Fund is the primary opera ng fund used to manage a majority of the City’s fi nancial resources and obliga ons. Some of the services that are provided from this fund include policing; fi re services; recrea on programs and facili es; and solid waste. Water Fund The Water U lity is a user pay u lity that supplies water services to the proper es in the City and is funded from user Statutory Reserves may only be used as authorized by the fees. Community Charter and the related Council Bylaw. City Sewer Fund reserves are further detailed on the next page. This is also a user pay u lity that provides sanitary sewer Surplus funds are the result of past budget surpluses services to proper es and is funded from user fees. (i.e. where actual revenues have been in excess of actual expenditures) and may be used for any municipal capital or Financial Position (Reserves and Surplus) opera ng purpose as authorized by Council. Currently, the The City has Reserve Funds (Statutory Reserves) that are City uses its surplus to fi nance opera ons prior to tax and authorized by the Community Charter and/or City bylaw. The u lity collec ons and, based on availability, to fund one- me purpose of se ng aside reserves is to provide funding for opera ng and capital items. various an cipated future expenditures to ensure suffi cient funds are available when required and where possible to avoid the need to incur debt.

Debt and Debt Limits The maximum amount of debt that may be held by The Financial Plan includes an annual cost of interest a municipality is restricted by its ability to repay that and principal payments of $1,478,300. The City’s debt debt (both interest and principle). This is represented is minimally aﬀ ected by changes in borrowing interest as a Liability Servicing Limit and is set by the Provincial rates. Therefore any risk to a rising Prime interest rate is Government in the Community Charter. The current limit low. for 2016 is $23.3 million (of which the City is servicing $1.4 million).

Gross Outstanding Annual Annual Interest Total Annual Project Expira on Lender Rate Debt Debt Principal Payment Payment

Coast Meridian October, MFA $25,000,000 $22,241,280 $445,800 $1,032,500 $1,478,300 4.13% Overpass 2039 of BC

14 City of Port Coquitlam Financial Plan Overview

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

Actual Budgeted Budgeted Balance at From (To) Balance at Uses & 12/31/2015 Reserve 2016 12/31/2016 Funding Source Ameni es (431,560) 15,400 (416,160) Funding collected in the development process to provide for social housing needs. Ar ﬁ cial Field - (82,800) (82,800) Arts & Culture - 20,000 20,000 Major maintenance type projects (e.g. roof replacement, HVAC systems) on all Building Maintenance (2,991,083) 290,200 (2,700,883) civic buildings. Reserve to be phased out, projects in this category to be funded from Recrea on Reserve. Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Informa on Systems. Funds are used primarily for the purchase of replacement Cart Replacement 148,800 148,800 equipment with the excep on of the IS por on which is available for new equipment and so ware. Cemetery Expansion (55,356) 120,700 65,344 Funding collected from cemetery sales to fund future cemetery expansion. Community Recrea on (696,935) (995,100) (1,692,035) Funding for replacement of the exis ng Port Coquitlam Recrea on Complex. Complex Funding source is property taxes. Downtown Parking (2,820,964) (56,400) (2,877,364) Funding collected in the development process to provide for future parking. Elec on - (21,800) (21,800) Environmental & Solid For Solid Waste projects. Funding source is property taxes. Waste (545,100) 75,000 (470,100) Federal Gas Tax (437,102) (213,800) (650,902) Fire Vehicle Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Informa on Systems. Funds are used primarily for the purchase of replacement and Equipment (294,400) (294,400) equipment with the excep on of the IS por on which is available for new Replacement equipment and so ware. Funding for as yet undetermined capital projects/programs. This also includes General Capital (4,965,860) (1,151,800) (6,117,660) the contribu ons from the Federal Gas Tax program. Informa on Systems - 17,700 17,700 Funding for new capital works that exceed the limits prescribed in the City's Land Sale (15,274,954) 4,124,300 (11,150,654) Financial Policy for use of capital funding envelopes. Funding source - land sales and voluntary internal repayments. LED Replacement (22,000) (22,000) Long Term General Funding for replacement of capital assets including, but not limited to, buildings, (16,562,152) (3,404,500) (19,966,652) transporta on infrastructure, water infrastructure, sewer infrastructure. This Infrastructure reserve is expected to help to address the signiﬁ cant Infrastructure Gap. Long Term Sewer Infrastructure - (536,500) (536,500) Long Term Water Infrastructure - (703,200) (703,200) Parks & Recrea on (638,559) 214,800 (423,759) City por on of all Parks and Recrea on projects. Funding source - property taxes. Parks and Recrea on Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Informa on Systems. Funds are used primarily for the purchase of replacement Vehicle and 40,000 40,000 equipment with the excep on of the IS por on which is available for new Equipment equipment and so ware. Public Safety Building (270,105) 153,900 (116,205) City por on for capital improvements to Public Safety Building. Public Works Special (2,301,838) (40,400) (2,342,238) Interest earned on $2 million principal allocated for minor Public Works projects. Capital Principal not available for use as per establishing bylaw. Subsidiary accounts maintained for Public Works, Parks, Fire equipment and Public Works Vehicle (9,659,899) (351,900) (10,011,799) Informa on Systems. Funds are used primarily for the purchase of replacement & Equipment equipment with the excep on of the IS por on which is available for new equipment and so ware. RCMP (1,183,476) 400,000 (783,476) City por on of all Roads and Drainage projects. Funding source primarily Roads & Drainage (7,587,109) 878,800 (6,708,309) property taxa on, also includes funding from TransLink for Major Road Network maintenance. Roads (MRN) - 141,400 141,400 Sewer Capital - 480,000 480,000 City por on of all Sewer projects. Funding source - u lity fees. Sewer Infrastructure (2,915,871) (655,400) (3,571,271) City por on of all Sewer projects. Funding source - u lity fees. Sewer Tax Stabiliza on - (80,000) (80,000) Water Infrastructure (37,031) (779,800) (816,831) City por on of all Water projects. Funding source - u lity fees. Water Rate Stabiliza on - (81,500) (81,500) Opera ng (2,483,475) (2,483,475) Parkland acquisi on (1,156,001) (1,156,001) Total $(73,014,430) $(2,350,300) $(75,364,730)

2016-2020 Financial Plan 15 Financial Plan Overview

Consolidated 2016-2020 Financial Plan The 2016-2020 Financial Plan is summarized below. This chart iden ﬁ es all major revenues and expenses by opera ng department.

Prior Year Revenues 2015 2016 2017 2018 2019 2020 Taxa on $(58,445,300) $(60,771,500) $(63,070,800) $(65,400,600) $(67,761,500) $(70,154,100) Corporate Support (1,086,300) (1,010,500) (1,010,500) (1,010,500) (1,010,500) (1,010,500) Finance (1,418,000) (668,000) (668,000) (668,000) (668,000) (668,000) Development Services (1,100,000) (889,000) (889,000) (889,000) (889,000) (889,000) Policing (680,600) (30,600) (30,600) (30,600) (30,600) (30,600) Fire Services (21,600) (21,600) (21,600) (21,600) (21,600) (21,600) Recrea on (3,958,500) (3,465,200) (3,465,200) (3,465,200) (3,465,200) (3,465,200) Engineering & Public Works (1,594,300) (1,152,200) (1,152,200) (1,152,200) (1,152,200) (1,152,200) Solid Waste U lity (2,914,500) (2,977,500) (2,977,500) (2,977,500) (2,977,500) (2,977,500) Water (10,983,300) (11,017,400) (11,017,400) (11,017,400) (11,017,400) (11,017,400) Sewer (7,638,900) (7,799,600) (7,799,600) (7,799,600) (7,799,600) (7,799,600) Interest Revenue (1,600,000) (1,675,000) (1,675,000) (1,675,000) (1,675,000) (1,675,000) Grants, DCC, etc. (4,061,900) (3,987,900) (3,118,700) (3,118,700) (3,118,700) (3,118,700) Tax Penal es & Interest (325,000) (138,400) (138,400) (138,400) (138,400) (138,400) Developers’ Contribu ons (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) (1,000,000) Misc. Revenues (44,500) - - - - - Total Revenues $(96,872,700) $(96,604,400) $(98,034,500) $(100,364,300) $(102,725,200) $(105,117,800)

Expenditures Corporate Support $3,847,500 $4,089,100 $4,170,900 $4,254,300 $4,339,400 $4,426,100 Finance 3,437,000 3,575,500 3,647,000 3,719,900 3,794,300 3,870,100 Oﬃ ce of the CAO 462,000 291,900 297,700 303,700 309,800 316,000 Human Resources 888,200 934,900 953,600 972,700 992,200 1,012,000 Development Services 3,089,400 3,310,000 3,272,300 3,337,700 3,404,500 3,472,600 Fire Services 10,460,200 10,733,900 10,908,100 11,126,300 11,348,800 11,575,800 Policing 14,010,100 14,717,900 15,012,200 15,312,300 15,618,500 15,931,100 Recrea on 16,648,700 12,962,900 12,701,100 12,955,100 13,214,200 13,478,500 Engineering & Public Works 6,667,100 12,384,300 12,347,500 12,594,500 12,846,400 13,103,300 Solid Waste U lity 1,034,700 1,841,500 1,878,300 1,915,900 1,954,200 1,993,300 Water 9,146,300 6,989,100 7,128,900 7,271,500 7,416,900 7,565,200 Sewer 6,507,700 5,454,400 5,373,000 5,480,500 5,590,100 5,701,900 Debt Interest Expense 1,032,500 1,032,500 1,032,500 1,032,500 1,032,500 1,032,500 Amor za on 12,900,000 13,500,000 14,100,000 14,800,000 15,500,000 16,200,000 Total Expenditures $90,131,400 $91,817,900 $92,823,100 $95,076,900 $97,361,800 $99,678,400

Net Revenue (Expenditure) $(6,741,300) $(4,786,500) $(5,211,400) $(5,287,400) $(5,363,400) $(5,439,400)

Alloca ons (From) To Financial Equity Surplus $(2,882,500) $- $- $- $- $- Reserves 9,458,800 (613,700) 8,332,900 9,108,900 9,884,900 10,660,900 Capital expenditures 11,619,200 17,454,400 9,532,700 9,532,700 9,532,700 9,532,700 Capital contributed by developers 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Debt repayment – principle por on 445,800 445,800 445,800 445,800 445,800 445,800 Amor za on (12,900,000) (13,500,000) (14,100,000) (14,800,000) (15,500,000) (16,200,000)

Financial Plan Balance $- $- $- $- $- $-

16 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Revenues

www.portcoquitlam.ca/budget Revenues

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

"(, 2016 Ongoing Revenue $$, Taxa on and other levies $ 60,771,500 "!, U lity charges 21,222,600 $&, Sale of services 3,661,600 !", Contribu ons 3,332,600 $), Other revenue 3,169,200 Investment income 1,675,000 Permits and licences 978,200 Penal es and ﬁ nes 138,400 ##%, Total Ongoing Revenue $ 94,949,100 '%!,

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

18 City of Port Coquitlam Revenues

Port Coquitlam property taxes per capita ($576) are 20% lower than average in Metro Vancouver ($719).

2016 Municipal Residential Property Taxes Per Capita

Metro Vancouver average $719 Port Coquitlam Source: Ministry $576 of Community, Sport and Cultural Development

Property Tax Distribution The City may set diﬀ erent tax rates for each property classiﬁ ca on to a ain a reasonable tax distribu on. In Port Coquitlam, the 2016 tax distribu on policy will result in residen al proper es contribu ng 58% of property taxes, and non-residen al contribu ng 42%. The 2016 average for Metro Vancouver municipali es was residen al proper es contribu ng 60% of property taxes and non-residen al contribu ng 40%.

2016 Property Tax Distribution Rates Property Class Mill Rate Residen al 3.4649 U lity 40.0000 Suppor ve Housing 3.4649 Light Industrial 12.6988 Business 11.0992 Seasonal 14.7629 Source: City of Port Coquitlam Farm Land 23.7702 Tax Rates Bylaw

2016-2020 Financial Plan 19 Revenues

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

Summary of Fees (‘000s) 2015 2016 2017 2018 2019 2020 Water Rates $10,965 $11,586 $11,586 $11,586 $11,586 $11,586 Sewer Rates 7,639 8,128 8,128 8,128 8,128 8,128 Recrea on 3,959 3,465 3,465 3,465 3,465 3,465 Solid Waste Collec on 3,127 3,190 3,190 3,190 3,190 3,190 Engineering & Public Works 1,382 1,152 1,152 1,152 1,152 1,152 Corporate Support 1,071 1,011 1,011 1,011 1,011 1,011 Development Services 1,100 889 889 889 889 889 Finance - 578 578 578 578 578 RCMP 681 31 31 31 31 31 Fire Services 22 22 22 22 22 22 Divisions Total: $29,946 $30,052 $30,052 $30,052 $30,052 $30,052

Average Residential Property – Utility Fees

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

* Not applicable for strata proper es

20 City of Port Coquitlam Revenues

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

2016 Municipal Residential Property Taxes and &/$((( Utility Fees for an Average Residential Property

&.$((( Metro Vancouver average $3,761 Port Coquitlam &-$((( $3,168

&,$(((

&+$(((

&*$(((

&)$(((

* Based on an average single-family dwelling valued at $650,270 in 2016. Source for chart: Ministry of Community, Sport and Cultural Development

Interest Income The City pools its available cash from various funds and invests in ﬁ nancial instruments in accordance with the City’s investment policy included in the City’s Financial Management Policy (Appendix C). Interest income con nues to remain steady, however is at lower than desired levels due to low market rates and lower reserve balances due to infrastructure spending (Coast Meridian Overpass). It is an cipated that as reserves are replenished, interest revenue will increase. However, future infrastructure spending (Community Recrea on Complex) is an cipated to decrease reserve levels and reduce interest income in coming years.

2016-2020 Financial Plan 21 Revenues

Grants in Lieu of Taxes The City receives grants in lieu of property taxes from: • Proper es owned by the Federal or Provincial Governments or their agencies. • Private u li es opera ng within Port Coquitlam at the rate of 1% of the u li es revenue from within the City. Es mates are based on expecta ons of the variables used to calculate the amount to be charged to these bodies. There is an expected increase in grants in lieu from Provincial bodies as they are calculated using the tax rate changes for the general rates. In addi on, there is an expected decline in private u li es company grants as they are based on reported revenue which has been declining in recent years due to increased compe on in the private sector. Overall, the changes are expected to oﬀ set resul ng in a sta c amount of grants in lieu for the next ﬁ ve-year period.

Grants in Lieu of Taxes

% $ # " ! ! " # $ %

22 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Enhancements, Savings & Efﬁ ciencies www.portcoquitlam.ca/budget Overview

The 2016 budget was built around three main priori es for their replacement, and to plan for the Community and a variety of other factors (described on pages 8-9). Recrea on Complex on 15 acres of City land in the The three priori es are: to develop the organiza on in downtown that include the Port Coquitlam Recrea on order to improve customer service, to maximize the life of Complex and former works yard. infrastructure assets (e.g. roads and buildings) and save

$ cost / % cost/ 2016 ARP ARP increase / decrease Base tax rate (with commitments, including 1% of tax $1,484,000 $77.24 2.54% revenue set aside for long-term infrastructure replacement) Enhancements 673,500 35.05 1.15% Savings and eﬃ ciencies (408,700) (21.27) -0.70% Adjusted tax rate $1,748,800 $91.02 2.99% Since 2010, the City has been ARP = average residen al property saving an addi onal 1% of tax revenue each year for long-term infrastructure replacement. Ongoing Enhancements These projects were funded through 2016 taxes. $ cost / % cost/ 2016 cost ARP ARP

Four police oﬃ cers for a new unit to increase $304,000 $15.82 0.52% visibility and target crime hotspots

Save for new Recrea on Complex in downtown Port 292,500 15.22 0.50% Coquitlam Four new police oﬃ cers formed a New Environmental Planner posi on 50,000 2.60 0.09% new Uniformed Crime Reduc on Unit, with three more oﬃ cers to Proac ve bridge inspec ons and maintenance 12,500 0.65 0.02% be added in 2017.

So ware to improve eﬃ ciency in preparing Council 10,000 0.52 0.02% mee ng agendas and minutes

New two-page property tax no ces that enhance 4,500 0.23 0.01% informa on for taxpayers

Total $673,500 $35.04 1.16%

ARP = average residen al property

The City con nues to plan and save for a new Community Recrea on Complex in downtown Port Coquitlam.

24 City of Port Coquitlam One-time Enhancements

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

Coordinate and host the PoCo Grand Prix cycling event $150,000

Maintenance projects for various City buildings and parks 122,000

Downtown Ac on Plan to revitalize downtown 100,000

Funding for various engineering studies, inspec ons, aerial photography 75,000 A new Fes vals & Events and specialized consul ng Commi ee will plan new civic events for the community. New Fes vals & Events Commi ee to plan new community fes vals 60,000

Funding for posi on to sell adver sing in City publica ons and other 55,000 spaces to generate revenue

Parklets – landscaped outdoor sea ng areas in City streets 30,000

Enhanced exhibits and programming by the Port Coquitlam Heritage and 30,000 Cultural Society

Mural program development to beau fy the City, promote civic pride, 20,000 engage youth and deter graﬃ

Funding to enable the PoCo Sports Alliance to con nue to provide services 18,000 and grow its membership The development of more murals will beau fy the City, promote Feasibility study for rapid transit linking the City with Coquitlam, Maple 15,000 civic pride, engage youth and Ridge and Pi Meadows deter graﬃ . Second annual PoCo Biz Alley business showcase at the May Day Fes val 10,000

Piano project that provides free pianos in outdoor public spaces during the 10,000 summer months

Development of new enhanced property tax no ce 8,500

Professional development in Purchasing Division 6,000

Total (funded through surplus or reserve accounts) $709,500 The second annual PoCo Biz Alley provided free display space for local businesses at the May Day Fes val.

2016-2020 Financial Plan 25 Savings & Efﬁ ciencies

The 2016 budget includes $408,700 in savings and Departments were asked to look closely at their opera ons eﬃ ciencies in order to balance rising costs with community and budgets for opportuni es to reduce costs. priori es.

2016 $ cost / % cost/ savings ARP ARP

Reduc on of contribu on to Road and Drainage Reserve ($210,000) ($10.93) -0.36%

Reduc on of contribu on to Informa on System Reserve ($60,000) (3.12) -0.10%

Reduc on due to Vacant Deputy Director of Parks and Recrea on Posi on ($138,700) (7.22) -0.24%

Total ($408,700) ($21.27) -0.70%

ARP = average residen al property

More than $138,000 in savings was achieved by elimina ng a vacant Recrea on staﬀ posi on a er a department restructuring.

26 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Department Business Plans

www.portcoquitlam.ca/budget Department Business Plans

Introduction Business Plan Contents City departments engage in the business planning process • Department/Division/Sec on Focus in order to clearly defi ne their services and goals as related • Signifi cant Impacts from 2015 to corporate priori es such as the Corporate Strategic Plan • Business Perspec ve/Environmental Scan and Council’s stated priori es. Each major service area • Workplan Highlights – 2016 Deliverables produces a document describing its unique challenges, • Indica ors and Measures accomplishments and goals for the coming year. Business • Opera ng Budget plans are updated and approved by Council on an annual basis as part of the budget process. Corporate Priorities Business Plans: The business plans are oriented around the following corporate priori es: Offi ce of the Chief Administra ve Offi cer 30 Corporate Support 34 Council priori es for 2016 (described on page 8) • Infrastructure Bylaw Services 37 • Community Recrea on Complex planning Communica ons and Administra ve Services 40 • Organiza onal Development (including Customer Service) Corporate Offi ce & Lands 43 Informa on Services 46 Corporate Strategic Plan (described in Appendix D) • Sustainable Future Development Services 49 • Sense of Community Administra on 52 • Economic Strength Building 54 • Community Wellbeing Development Engineering 57 • Strategic Service Delivery Economic Development Ac vi es 60 Planning 61 Engineering & Public Works 64 Administra on 67 Streets 70 Parks 73 Infrastructure Planning 76 Capital Projects 79 Fleet 82 Solid Waste U lity 84 Water U lity 87 Sewer U lity 92 Finance 97 Fire & Emergency Services 101 Administra on 92 Emergency Program 93 Fire Opera ons 94 Fire Preven on 95 Human Resources 109 Recrea on 113 Community Services 103 Facility Services 107 Recrea on 110 RCMP 127

28 City of Port Coquitlam Department Business Plan Summary

The following summary is based on informa on compiled • Carry out Con nuous Improvement Assessments of from the various 2016 department business plans. business licensing and recrea on programming. • Commence collec ve bargaining with CUPE staff , and work Summary of 2016 Business Perspective / with CUPE to ensure union jobs meet current and future Environmental Scan City needs. • Conduct an employee engagement survey. The various City service areas commented on the challenges • Make recommenda ons for the new Living Wage Policy. and pressures of their current business landscapes in rela on to what customers and data are telling them. Strategic Plan: Sustainable Future • Con nue the Offi cial Community Plan update, including Challenges that are common to many of the City’s service Housing Ac on Plan implementa on and review of areas include: agricultural lands, commercial lands, neighbourhood • Effi ciency in an increasingly complex environment planning and infrastructure needs. • Commitment to improvement • Update the Building Bylaw for consistency with building • Social issues regula ons across B.C. • Changing needs in the community • Revise the Subdivision Servicing Bylaw in consulta on with • Day-to-day volume local developers. • Conduct structural repairs on the Coquitlam River Bridge Summary of 2016 Deliverables on Lougheed Highway to add fi ve years to its lifespan. • Review waste collec on zones for opportuni es for The following are brief highlights from 2016 workplans, effi ciency. organized by the Council Priority or Corporate Strategic Plan • Implement a new payroll system through the new cloud- item that the deliverable best supports. based fi nancial system. More details are featured in each of the business plans. • Con nue to work on addressing the impact of increasing medical response calls to Fire & Emergency Services. Council Priority: Infrastructure • Monitor facility energy use and implement energy • Support the Budget & Infrastructure advisory commi ee conserva on projects. in developing a long-range capital planning and funding model. Strategic Plan: Sense of Community • Plan and host the fi rst PoCo Grand Prix pro cycling event. Council Priority: Community Recrea on Complex • Implement a new Cultural Plan for arts and cultural services. • With community consulta on, fi nalize the Recrea on • Launch a new Fes vals Commi ee. Complex design and fi nancing strategy. Strategic Plan: Economic Strength Council Priority: Organiza onal Development & • Improve customer service in fi re and bylaw inspec ons of Strategic Plan: Strategic Service Delivery businesses. • Con nue to oversee and develop ini a ves that improve • Improve access by comple ng Nicola Avenue to link effi ciency and eff ec veness. the Dominion Triangle road network, and designing • Review new process used to develop 2016 budget and upgrades to Pi River Road and McLean Avenue. adjust as necessary for 2017. • Update City website to ensure it fully integrates with mobile devices and exis ng/future online services. • Modernize Freedom of Informa on processes, including the addi on of online requests. • Develop a mobile app to improve access to City services. • Improve effi ciency and customer service with online scheduling of building inspec ons. • Earn Government Finance Offi cer Associa on awards for budge ng and annual fi nancial repor ng. • Introduce a new purchasing policy based on recommenda ons from last year’s Con nuous Improvement Assessment.

2016-2020 Financial Plan 29 John Leeburn, BCOM, MBA OFFICE OF THE CHIEF Chief Administrative Ofﬁ cer 604.927.5410 ADMINISTRATIVE OFFICER [email protected]

Overview

The Chief Administra ve Offi cer (CAO) works with Council to establish the City’s vision, plans and priori es. The CAO oversees the implementa on of the vision, plans and priori es by ensuring eff ec ve policies (including fi nancial policies) are in place and adhered to, and by providing leadership that enables an engaged and produc ve municipal workforce.

30 City of Port Coquitlam Ofﬁ ce of the CAO

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(1,613) $- $- $- $- $- $- Total Revenue $ (1,613) $- $- $- $- $- $-

Expenditure Summary Personnel $450,411 $422,600 $280,900 $286,500 $ 292,200 $298,000 $304,000 Contracted and other 1,961 38,300 9,900 10,100 10,300 10,500 10,700 services Materials and supplies 1,834 1,100 1,100 1,100 1,100 1,100 1,100 Telephone, u li es 2,945 ------and rent Total Expenditures 457,151 462,000 291,900 297,700 303,600 309,600 315,800

Net Opera ng Costs $455,538 $462,000 $297,700 $303,600 $309,600 $315,800 $468,700

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $7.37 $7.48 $4.66 $4.68 $4.71 $4.73 $4.76

$ Change from Previous Year (170,100) % Change -36.82% Operating Summary Property Tax Impact -0.29% # Changes in net opera ng budget from 2015 to 2016 are primarily # due to: $ change % change Inﬂ a on $ 200 0.04% Labour increase 17,200 3.72% Posi on eliminated; funds transferred (158,900) -34.39% to Engineering & Public Works Reduc on in Solid Waste Sales & Public (28,600) -6.19% Engagement func on $ (170,100) -36.82% #

0.43% of Total City Net Budget

2016-2020 Financial Plan 31 Ofﬁ ce of the CAO

Signifi cant Impacts from 2015 • The exponen al use of technology and our customers’ expecta ons that they can do business with the City in The most signifi cant budget impact is a salary transfer of the same way they do business with their bank or on- $158,900 from Offi ce of the CAO to Engineering & Public line retailer. Works. • The public and media’s demands for transparent A one- me project for Mul -family solid waste sales processes, input into civic ac vi es and easy access to ($28,600) is included in 2015, but not con nued for 2016. informa on and results. There are also infl a on increases. • Increasing demand for the city to become more involved in the provision of “social services” to deal Business Perspective/Environmental Scan with the challenges of poverty, mental health and addic on issues. There are a range of external and internal pressures and • Climate change con nues to be a factor in City changes that are aff ec ng how the City operates. opera ons. Extreme weather events are becoming more frequent. The external infl uences include: • The very clear message from taxpayers to control The internal infl uences include: spending and minimize the tax burden. • Employees’ ability to manage the amount and speed of • The gap that exists between the need to replace aging change taking place in the organiza on. infrastructure (roads, pipes, buildings) and the ability to • The organiza on’s over reliance on a small number of pay for these replacements. key people. • The increasing complexity of our work – the growing web of regula ons, the mul -jurisdic onal nature of the work.

32 City of Port Coquitlam Ofﬁ ce of the CAO

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Chief Administra ve Oversee and, as required, par cipate in Offi cer; Community the planning and implementa on of the Council: Rec Centre Q1-Q4 Recrea on Complex Recrea on Centre expansion project. Planning team Chief Administra ve Review process followed to develop 2016 Offi cer; Budget budget (including infrastructure planning) CSP: Financial Health Q2 and Infrastructure and adjust as necessary for 2017. Commi ee Chief Administra ve CSP: Strategic Service Collec ve Bargaining with CUPE Offi cer & Human TBD Delivery Resources Con nue to build a Department Head team Chief Administra ve CSP: Strategic Service that has a strong working rela onship with Offi cer; Department Ongoing Delivery Council. Heads Oversee and par cipate in specifi c ini a ves (Strategic Plans, Con nuous Improvement Council: Organiza onal Chief Administra ve Assessments, culture change, etc.) that Ongoing Development Offi cer con nue to move the organiza on in the desired direc on.

Oversee opportuni es to market Bear Locks Chief Administra ve CSP: Financial Health Ongoing to communi es outside of Port Coquitlam. Oﬃ cer

Oversee and act upon avenues by which the Chief Administra ve City can realize revenue from adver sing and CSP: Financial Health Offi cer; Revenue Ongoing sponsorship. Commi ee Chief Administra ve Oversee the organiza on and delivery of the CSP: Sense of Offi cer; Event Advisory Q1-Q2 inaugural PoCo Grand Prix cycling event Community Commi ee Con nue involvement in regional commi ees including Regional Administrators Advisory Commi ee (RAAC), Labour Rela ons CSP: Strategic Service Chief Administra ve Ongoing Func on Oversight Commi ee (LFFOC) Delivery Offi cer and Integrated Partnership for Regional Emergency Management (IPREM)

2016-2020 Financial Plan 33 Robin Wishart Director of Corporate Support CORPORATE SUPPORT 604.927.5302 [email protected]

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

Overview

Corporate Support encompasses four divisions that support the organiza on as a whole: • Bylaw Services • Communica ons & Administra ve Services • Corporate Oﬃ ce & Lands • Informa on Services

34 City of Port Coquitlam Corporate Support

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Communica ons & $(11,678) $(49,400) $(7,600) $(7,600) $(7,600) $(7,600) $(7,600) Administra ve Services Corporate Oﬃ ce & (10,675) (11,800) (11,800) (11,800) (11,800) (11,800) (11,800) Lands Bylaw Services (1,105,905) (1,009,600) (1,009,600) (1,009,600) (1,009,600) (1,009,600) (1,009,600) Informa on Services (1,220) ------Total Revenue $(1,129,478) $(1,070,800) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000)

Expenditure Summary Communica ons & $954,566 $1,018,700 $1,055,900 $1,076,900 $1,098,500 $1,120,400 $1,142,800 Administra ve Services Corporate Oﬃ ce & Lands 483,551 571,200 630,000 642,600 655,400 668,600 681,900 Bylaw Services 1,129,253 1,179,700 1,211,100 1,235,600 1,260,100 1,285,200 1,310,800 Informa on Services 1,105,506 1,172,900 1,192,100 1,215,800 1,240,200 1,265,000 1,290,400 Informa on Services 1,803 ------Projects Total Expenditures $3,674,679 $3,942,500 $4,089,100 $4,170,900 $4,254,200 $4,339,200 $4,425,900

Internal Charges Communica ons & $- $(15,500) $(45,900) $(45,900) $(45,900) $(45,900) $(45,900) Administra ve Services Corporate Oﬃ ce & Lands - - (83,100) (83,100) (83,100) (83,100) (83,100) Bylaw Services 47,145 43,900 (75,800) (75,800) (75,800) (75,800) (75,800) Informa on Services - - (175,800) (175,800) (175,800) (175,800) (175,800) Total Internal Charges $47,145 $28,400 $(380,600) $(380,600) $(380,600) $(380,600) $(380,600)

Net Opera ng Costs $2,592,346 $2,900,100 $2,679,500 $2,761,300 $2,844,600 $2,929,600 $3,016,300 (Surplus)

3.95% of Total City Net Budget

2016-2020 Financial Plan 35 Corporate Support

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(16,148) $(54,900) $(13,100) $(13,100) $(13,100) $(13,100) $(13,100) Contribu ons (200) ------Permits and licences (1,046,849) (205,200) (205,200) (205,200) (205,200) (205,200) (205,200) Penal es and ﬁ nes (11,156) (18,500) (18,500) (18,500) (18,500) (18,500) (18,500) Other revenue (55,125) (792,200) (792,200) (792,200) (792,200) (792,200) (792,200) Total Revenue $(1,129,478) $(1,070,800) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000) $(1,029,000)

Expenditure Summary Personnel $2,765,503 $2,890,300 $3,035,500 $3,096,200 $3,158,100 $3,221,300 $3,285,700 Contracted and other 733,846 754,300 770,300 785,700 801,400 817,400 833,700 services Materials and supplies 91,285 197,700 198,200 202,200 206,200 210,300 214,500 Telephone, u li es, rent 72,054 65,200 50,100 51,100 52,100 53,100 54,200 Interest and bank charges 11,991 ------Grants and ﬁ nancial (0) 35,000 35,000 35,700 36,400 37,100 37,800 assistance Total Expenditures $3,674,679 $3,942,500 $4,089,100 $4,170,900 $4,254,200 $4,339,200 $4,425,900

Internal charges 47,145 28,400 (380,600) (380,600) (380,600) (380,600) (380,600) (recoveries)

Net Opera ng Costs $2,592,346 $2,900,100 $2,679,500 $2,761,300 $2,844,600 $2,929,600 $3,016,300 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $41.95 $46.93 $42.74 $43.42 $44.10 $44.80 $45.49

$ Change from Previous Year (220,600) Operating Summary % Change -7.61% Property Tax Impact -0.38% Changes in net opera ng budget from 2015 to 2016 are primarily due to: # $ change % change # Inﬂ a on $16,300 0.56% # Labour increases 79,100 2.73% Revenue reduc on in sale of services 41,800 1.44% # Council compensa on increase 24,700 0.85% Posi on Upgrade 20,000 0.69% Miscellaneous 6,500 0.22% Reduc on in Solid Waste Sales & Public (409,000) -14.10% Engagement func on $(220,600) -7.61% #

36 City of Port Coquitlam Corporate Support BYLAW SERVICES

Division Focus

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

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2016-2020 Financial Plan 37 Corporate Support BYLAW SERVICES

Signifi cant Impacts from 2015 large part of the Bylaw Division’s staff resources, with consequent impacts on special projects including The most signifi cant impact is the addi on of an internal parking enforcement and dog off -leash enforcement. charge recovery for services provided to Water, Sewer and • The long-term absence of a Division staff member Solid Waste u li es by Bylaw services ($75,800). There was has impacted service levels in animal control and will also a minor infl a on increase. con nue to do so in 2016. • Maintaining and enhancing service to businesses will Business Perspective/Environmental Scan con nue to be a priority in 2016. The proposed work • Enforcement on homeless camps and nuisance plan contains two projects related to business licensing. behaviours in public spaces is con nuing to draw a

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Complete renova on of Coast Meridian CSP: Community Well- Community Policing Community Police Sta on Being, Strategic Service Q1 Offi ce Manager Delivery Respond to recent case law by developing CSP: Community Well- Bylaw Services Manager Q1 new regula ons for homeless camps in parks Being Enhance Bylaw Services webpage with CSP: Strategic Service Assistant Manager of Q2 Frequently-Asked Ques ons Delivery Bylaw Services Par cipate with Metro Vancouver partners in CSP: Community Well- Community Policing Q3 hos ng 2016 TAGS An -Graffi conference Being Offi ce Manager Research and report on feasibility of CSP: Strategic Service Assistant Manager of adop ng 12-month business licences and Q3 Delivery Bylaw Services pro-rated licence fees Par cipate in Metro Vancouver unifi ed CSP: Strategic Service Bylaw Services Manager Q3 Intermunicipal Business Licence study Delivery Develop bylaw amendments in response to CSP: Community Well- pending Health Canada medical marihuana Bylaw Services Manager Ongoing Being regula ons

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Business licences issued 3,117 3,204 3,178 3,261 3,600 Business licence revenue $775,000 $790,000 $814,040 $819,199 $820,000 Dog licences issued 5,011 5,265 4,488 4,334 5,060 * As of November 20, 2015

38 City of Port Coquitlam Corporate Support BYLAW SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Contribu ons $(200) $- $- $- $- $- $- Permits and licences (1,046,174) (204,000) (204,000) (204,000) (204,000) (204,000) (204,000) Penal es and ﬁ nes (11,156) (18,500) (18,500) (18,500) (18,500) (18,500) (18,500) Other revenue (48,375) (787,100) (787,100) (787,100) (787,100) (787,100) (787,100) Total Revenue $(1,105,905) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600) $(1,009,600)

Expenditure Summary Personnel $874,508 $941,600 $975,800 $995,600 $1,015,400 $1,035,600 $1,056,100 Contracted and other 186,448 154,600 157,900 161,100 164,300 167,600 171,000 services Materials and supplies 29,951 46,500 46,500 47,400 48,300 49,300 50,300 Telephone, u li es, rent 26,354 37,000 30,900 31,500 32,100 32,700 33,400 Interest and bank charges 11,991 ------Total Expenditures $1,129,252 $1,179,700 $1,211,100 $1,235,600 $1,260,100 $1,285,200 $1,310,800

Internal charges 47,145 43,900 (75,800) (75,800) (75,800) (75,800) (75,800) (recoveries)

Net Opera ng Costs $70,493 $214,000 $125,700 $150,200 $174,700 $199,800 $225,400 (Surplus)

Actual Budget Budget Budget Budget Budget Budget Outputs and Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $1.14 $3.46 $2.00 $2.36 $2.71 $3.06 $3.40

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2016-2020 Financial Plan 39 Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Division Focus

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

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Signifi cant Impacts from 2015 people quickly, in par cular during crisis and emergency situa ons. Face to face communica on or direct mail The most signifi cant budget impact is the reduc on in outs also con nue to be cri cal for issues that require revenue by $41,800 from Mayor’s Task Force on Revenue. An behavioural changes. internal recovery for services provided to Water, Sewer and • There is also an increased demand for more integrated Solid Waste u li es by Communica ons & Administra ve online services and two-way communica on from Services has been added ($45,900). Labour increases for residents. Mayor and Council amounted $24,700. There were also • The rate of climate change and extreme weather events minor infl a on increases. con nue to require 24/7 communica ons. • A top priority for the Division con nues to be enhancing Business Perspective/Environmental Scan public outreach and educa on on waste diversion. • Due to external communica ons taking priority, • The Division con nues to fi nd social media a cost improving internal communica ons will be led by eff ec ve and powerful way to reach a large number of Human Resources.

40 City of Port Coquitlam Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) Responsible Comple on and Council Priori es Date Re-develop the City website Council: Customer Manager of Communica ons & Q4 Service, Organiza on Administra ve Services development Develop outreach strategy for waste CSP: Community Well- Manager of Communica ons & Q4 diversion being Administra ve Services Engage public in Community Rec Complex CSP: Infrastructure Manager of Communica ons & Q4 planning Council: Rec Complex Administra ve Services Engage and involve community in PoCo CSP: Sense of Manager of Communica ons & Q3 Grand Prix community Administra ve Services Support communica ons of departmental Council: Customer Manager of Communica ons & Ongoing key projects Service Administra ve Services Develop a corporate social media policy for Council: Organiza on Manager of Communica ons & Q2 staﬀ development Administra ve Services Establish protocols with external agencies to Council: Customer Manager of Communica ons & Q4 improve crisis communica ons Service, Organiza on Administra ve Services development

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* # of ac on requests 100 121 87 104 124 processed # of Council events supported 165 371 228 203 224 Media pickup rate 90% 90% 90% 80% 85% # website visitors each year 514,513 545,481 557,026 539,402 548,635 # of Facebook & Twi er - 5,561 7,936 8,680 11,779 followers # of Instagram followers ----514 GFOA Award for annual ✔✔✔✔✔ repor ng # of e-Update newsle er 1,200 1,390 1,477 1,719 2,167 subscribers * As of November 20, 2015

2016-2020 Financial Plan 41 Corporate Support COMMUNICATIONS & ADMINISTRATIVE SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(4,928) $(44,300) $(2,500) $(2,500) $(2,500) $(2,500) $(2,500) Other revenue (6,750) (5,100) (5,100) (5,100) (5,100) (5,100) (5,100) Total Revenue $(11,678) $(49,400) $(7,600) $(7,600) $(7,600) $(7,600) $(7,600)

Expenditure Summary Personnel $853,186 $877,200 $918,600 $936,900 $955,700 $974,800 $994,300 Contracted and other 58,121 56,200 56,700 57,800 59,000 60,200 61,400 services Materials and supplies 34,023 40,600 40,600 41,400 42,200 43,000 43,900 Telephone, u li es, rent 9,237 9,700 5,000 5,100 5,200 5,300 5,400 Grants and ﬁ nancial (0) 35,000 35,000 35,700 36,400 37,100 37,800 assistance Total Expenditures $954,567 $1,018,700 $1,055,900 $1,076,900 $1,098,500 $1,120,400 $1,142,800

Internal charges - (15,500) (45,900) (45,900) (45,900) (45,900) (45,900) (recoveries)

Net Opera ng Costs $942,888 $953,800 $1,002,400 $1,023,400 $1,045,000 $1,066,900 $1,089,300 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $15.26 $15.43 $15.99 $16.09 $16.20 $16.31 $16.43

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42 City of Port Coquitlam Corporate Support CORPORATE OFFICE & LANDS

Division Focus

For each Council mee ng, Corporate Offi ce This offi ce also uses this program to and Lands is responsible for preparing be er eff ec vely execute the Freedom of the agendas, recording minutes, and Informa on and Protec on of Privacy Act. ensuring no ce requirements as outlined A substan al responsibility of the division in the Community Charter are met. These is the management of the City of Port responsibili es extend further into a Coquitlam’s land por olio. Guided with the legisla ve suppor ng role as this division intent of maximizing the value and u lity also dra s and coordinates policies, of all lands while promo ng the public reports, and bylaws as well as cer fying the interest, services include coordina ng la er. In applicable years, the responsibility the acquisi on and disposi on of real of administra ng civic and school district property as required (e.g. for parks, trails, elec ons and conduc ng public referenda roads and civic uses), obtaining appraisals, also falls onto this offi ce. dra ing relevant bylaws and agreements, Corporate Offi ce & Lands manages and responding to enquiries related to the Lastly, Corporate Offi ce & Lands manages preserves Council, Commi ee, and purchase and sale of City property, and the Board of Variance applica on process corporate records through a records nego a ng rights-of-way and other land- and mee ngs, in order to resolve zoning management and reten on program that related agreements. issues. this division manages.

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Signiﬁ cant Impacts from 2015

The most signifi cant budget impact is the addi on of Development Services Administra on to the Corporate Offi ce an internal charge recovery to recognize Corporate to fund addi onal records management responsibili es. Offi ce support to Water, Sewer and Solid Waste U li es There are also infl a on increases. ($83,100). There was also a salary transfer of $20,000 from

2016-2020 Financial Plan 43 Corporate Support CORPORATE OFFICE & LANDS

Business Perspective/Environmental Scan

• Eff orts to modernize internal agenda management • Freedom of informa on (FOI) and the protec on of processes are ongoing. privacy are ongoing and represent a source of sporadic • Provincial legisla on and municipal best prac ce work for the division. Eff orts to streamline internal FOI requires comprehensive records management and processes are ongoing. email management throughout the organiza on. • Centraliza on and coordina on of land management A comprehensive review of records management within the Corporate Offi ce is a new ini a ve. processes is currently underway.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Complete records management Council: Organiza onal Records and FOIPPA Administrator Q2 review Development CSP: Strategic Service Delivery Implement Agenda Management Council: Organiza onal Assistant Corporate Oﬃ cer Q3 Solu on Development CSP: Strategic Service Delivery Modernize Freedom of Informa on Council: Customer Records and FOIPPA Administrator Q2 processes Service CSP: Strategic Service Delivery Review/improve land management CSP: Strategic Service Manager of Corporate Oﬃ ce and Lands Q4 processes and develop a work plan Delivery for the City’s land management strategy.

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Electronic Agendas 100 61 61 67 62 Bylaws Processed 40 26 45 31 41 Freedom Of Informa on Requests 35 56 48 62 53 Document storage (boxes) - - 800 n/a 887 Board of Variance Applica ons 13 11 25 4 4

* As of November 20, 2015

44 City of Port Coquitlam Corporate Support CORPORATE OFFICE & LANDS

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(10,000) $(10,600) $(10,600) $(10,600) $(10,600) $(10,600) $(10,600) Permits and licences (675) (1,200) (1,200) (1,200) (1,200) (1,200) (1,200) Total Revenue $(10,675) $(11,800) $(11,800) $(11,800) $(11,800) $(11,800) $(11,800)

Expenditure Summary Personnel $377,873 $388,800 $444,000 $452,900 $461,900 $471,200 $480,700 Contracted and other 102,317 180,400 184,900 188,600 192,400 196,200 200,100 services Materials and supplies 2,561 1,100 1,100 1,100 1,100 1,100 1,100 Telephone, u li es, rent 800 900 - - - - - Total Expenditures $483,551 $571,200 $630,000 $642,600 $655,400 $668,500 $681,900

Internal charges - - (83,100) (83,100) (83,100) (83,100) (83,100) (recoveries)

Net Opera ng Costs $472,876 $559,400 $535,100 $547,700 $560,500 $573,600 $587,000 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $7.65 $9.05 $8.53 $8.61 $8.69 $8.77 $8.85

2016-2020 Financial Plan 45 Corporate Support INFORMATION SERVICES

Division Focus

Informa on Services provides the support and ongoing maintenance for the both the computer systems and telephone systems for the City. We coordinate all the various ac vi es that keep our computers running and our communica ons working. Our services are mainly focused on providing effi cient and secure access to the informa on that internal staff need to complete their jobs; this in turn allows the City staff to deliver exemplary services to the public.

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Signiﬁ cant Impacts from 2015

The most signiﬁ cant impact is the addi on of an internal Sewer and Solid Waste u li es by Informa on Services charge recovery to recognize support provided to Water, ($175,800). There were also minor inﬂ a onary impacts.

Business Perspective/Environmental Scan

• Increased ﬁ nancial pressure of the falling Canadian • Increasing internal pressure to develop Business Dollar (most contracts are in USD). Intelligence support with Key Performance Indicators. • Security enhancements are con nuing to consume • Final stages of the Financial System implementa on are division resources. ongoing in Payroll and Human Resources. • Mobile compu ng support ini a ves are expanding.

46 City of Port Coquitlam Corporate Support INFORMATION SERVICES

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Agresso Phase 3 Payroll and Human CSP: Sustainable Future Director of Corporate Q2 Resources implementa on - Financial Health Support; Finance and Informa on Services divisions

Key Performance Indicators and Dashboards CSP: Strategic Service Project Implementa on Q4 (ongoing) Delivery - Stewardship Specialist

Business Directory CSP: Customer Service Project Implementa on Q1 – Beta release to Specialist public

Intranet Technology Refresh CP: Building a Strong Director of Corporate Q2 (ongoing) Organiza on Support

City Website Enhancement CSP: Customer Service Director of Corporate Q3 Support

Server 2012 Upgrades CSP: Sustainable Future Informa on Systems Q4 - Financial Health Analyst

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Internal customers - - 369 409 449 Desktop computers 240 262 265 270 267 Mobile devices 33 47 62 75 144 System servers 55 56 56 52 55 Customer support requests * 2849 2440 2793 2056 1754

* As of September 30, 2015

2016-2020 Financial Plan 47 Corporate Support INFORMATION SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(1,220) ------Total Revenue $(1,220) ------

Expenditure Summary Personnel $659,937 $682,700 $697,100 $711,000 $725,300 $739,800 $754,600 Contracted and other 386,959 363,100 370,800 378,200 385,800 393,500 401,400 services Materials and supplies 22,574 97,400 97,400 99,300 101,300 103,300 105,400 Telephone, u li es, rent 36,036 29,700 26,800 27,300 27,800 28,400 29,000 Total Expenditures $1,105,506 $1,172,900 $1,192,100 $1,215,800 $1,240,200 $1,265,000 $1,290,400

Internal charges - - (175,800) (175,800) (175,800) (175,800) (175,800) (recoveries)

Net Opera ng Costs $1,104,286 $1,172,900 $1,016,300 $1,040,000 $1,064,400 $1,089,200 $1,114,600 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $17.87 $18.98 $16.21 $16.35 $16.50 $16.65 $16.81

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

PLANNING | BUILDING | DEVELOPMENT ENGINEERING

Overview

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

3.44% of Total City Net Budget

2016-2020 Financial Plan 49 Development Services

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Planning $(180,655) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000) Economic (165,984) (161,000) (164,200) (164,200) (164,200) (164,200) (164,200) Development Ac vi es Building (1,275,642) (689,000) (689,000) (689,000) (689,000) (689,000) (689,000) Development (109,045) (150,000) (100,000) (100,000) (100,000) (100,000) (100,000) Engineering Total Revenue $(1,731,327) $(1,100,000) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200)

Expenditure Summary Administra on $286,555 $358,700 $342,500 $349,400 $356,300 $363,500 $370,800 Planning 558,292 566,800 646,000 659,000 672,200 685,700 699,400 Economic Development 216,788 230,900 245,039 233,300 238,000 242,800 247,700 Ac vi es Building 1,255,539 1,139,600 1,200,600 1,224,500 1,249,100 1,273,900 1,299,300 Development 588,215 735,400 730,200 704,100 718,100 732,500 747,200 Engineering Projects 42,498 35,200 145,658 102,000 104,000 106,100 108,200 Total Expenditures $2,947,887 $3,066,600 $3,309,997 $3,272,300 $3,337,700 $3,404,500 $3,472,600

Internal Charges Building $47,777 $67,300 $62,400 $62,400 $62,400 $62,400 $62,400 Development 10,847 10,700 9,800 9,800 9,800 9,800 9,800 Engineering Total Internal Charges $58,624 $78,000 $72,200 $72,200 $72,200 $72,200 $72,200

Net Opera ng Costs $1,275,185 $2,044,600 $2,328,997 $2,291,300 $2,356,700 $2,423,500 $2,491,600 (Surplus)

50 City of Port Coquitlam Development Services

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Taxa on and other $(160,984) $(161,000) $(164,200) $(164,200) $(164,200) $(164,200) $(164,200) levies Sale of services (3,018) ------Contribu ons (4,000) ------Permits and licences (1,409,458) (765,000) (765,000) (765,000) (765,000) (765,000) (765,000) Other revenue (153,866) (174,000) (124,000) (124,000) (124,000) (124,000) (124,000) Total Revenue $(1,731,326) $(1,100,000) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200) $(1,053,200)

Expenditure Summary Personnel $2,626,604 $2,659,100 $2,817,100 $2,873,400 $2,930,900 $2,989,500 $3,049,300 Contracted and other 297,371 387,500 472,897 378,500 386,000 393,800 401,700 services Materials and supplies 10,229 15,200 15,200 15,500 15,800 16,100 16,400 Telephone, u li es, rent 9,516 4,800 4,800 4,900 5,000 5,100 5,200 Interest and bank charges 4,166 ------Total Expenditures $2,947,886 $3,066,600 $3,309,997 $3,272,300 $3,337,700 $3,404,500 $3,472,600

Internal charges 58,624 78,000 72,200 72,200 72,200 72,200 72,200 (recoveries)

Net Opera ng Costs $1,275,184 $2,044,600 $2,328,997 $2,291,300 $2,356,700 $2,423,500 $2,491,600 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $20.63 $33.08 $37.15 $36.03 $36.54 $37.06 $37.58

$ Change from Previous Year 284,397 % Change 13.91% Operating Summary Property Tax Impact 0.49% Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change % change Inﬂ a on $5,500 0.27% Labour increases 109,900 5.38% One-Time Projects for 2016 110,000 5.38% Development Engineering revenue reduc on 50,000 2.45% Posi on upgrades and transfers 48,100 2.35% Adustments to One- me Expenses from (33,303) -1.63% 2015 Change in Internal charges (recoveries) (5,800) -0.28% $284,397 13.91%

2016-2020 Financial Plan 51 Development Services ADMINISTRATION

Division Focus

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

Signiﬁ cant Impacts from 2015

The most signifi cant budget impact is a salary transfer of $20,000 from Development Services Administra on to the Corporate Offi ce. There are also infl a on increases.

Business Perspective/Environmental Scan

• Guiding the growth and development of the community • The Department’s ac vi es are guided by the Smart in a period of con nuing high levels of commercial, Growth Commi ee to ensure its work program is in industrial, ins tu onal and residen al ac vi es will accordance with the City’s highest priori es. con nue to be the primary focus of the Department. • Suppor ng integrated redevelopment of the • Enhancing how the Department provides mely, Community Recrea on Complex site and associated eﬀ ec ve and friendly customer service within exis ng land use planning will con nue to be a top priority of resources will be supported by enhanced technical the Director and Manager of Planning. advances (mobile technology; e-inspec on scheduling), staﬃ ng adjustments, “red-tape” reduc ons and con nuing to priori ze development-related ac vity over policy ini a ves.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Date Council Priori es Planning, public consulta on and Council: Infrastructure Community Recrea on Complex Ongoing as development of the Community CSP: Sense of Community, Planning team directed by Council Recrea on Complex and Works Yard Sustainable Future Oversee implemen ng the Council: Customer Service recommenda ons of the Customer Director of Development CSP: Strategic Service TBD (per report) Service Con nuous Improvement Services Delivery Assessment Council: Customer Service Director of Development Adopt temporary building policies & CSP: Strategic Service Services; Manager of Building Q2 regula ons Delivery and Deputy Fire Chief Director of Development Develop enforcement policies Council: Customer Service Services; Manager of Building; consistent with a customer service CSP: Strategic Service Q3 Manager of Bylaw Services and focus Delivery Deputy Fire Chief Support the Smart Growth CSP: Sustainable Future, Director of Development Ongoing Commi ee Sense of Community Services; Division Managers TBD (per Support decisions and ac ons Director of Development an cipated related to development of Indian CSP: Sense of Community Services Kwikwetlem First Reserve 2 Na on proposal)

52 City of Port Coquitlam Development Services ADMINISTRATION

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020

Total Revenue $ - $ - $ - $ - $ - $ - $ -

Expenditure Summary Personnel $282,686 $344,400 $328,000 $334,600 $341,200 $348,100 $355,100 Contracted and other 3,364 12,600 12,800 13,100 13,400 13,700 14,000 services Materials and supplies 502 1,700 1,700 1,700 1,700 1,700 1,700 Interest and bank charges 3 ------Total Expenditures $286,555 $358,700 $342,500 $349,400 $356,300 $363,500 $370,800

Net Opera ng Costs $286,555 $358,700 $342,500 $349,400 $356,300 $363,500 $370,800 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $4.64 $5.80 $5.46 $5.49 $5.52 $5.56 $5.59

2016-2020 Financial Plan 53 Development Services BUILDING

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

Signifi cant Impacts from 2015 The most signifi cant budget impact is from infl a on increases. There is also a small increase in professional development and membership fees due ! to the enactment of the Building Act. !

Business Perspective/ )# $ )( % Environmental Scan • The Province has provided royal % assent to the Building Act. Sec on !" 5 will eliminate local government & ' authority to impose regula ons that are inconsistent with the BC Building Code (e.g., our requirement # for sprinklers at the me of building altera ons). • Through the Building Act, the Province is providing enhanced support which will provide more • Mandatory cer fi ca on for Building • Service improvements will include effi cient responses to Code and Plumbing offi cials will begin addi onal technology, organiza onal inquiries. This will also achieve more in early 2016. Staff may need to changes, focused training, changes consistent applica on of codes and complete addi onal training within to business license processes as well standards throughout the province. a four year me period to obtain the as bylaw and policy amendments. necessary cer fi ca on.

54 City of Port Coquitlam Development Services BUILDING

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Con nue to meet permit issuance Council: Customer Service CSP: Manager of Building 2016 (ongoing) me frame targets Strategic Service Delivery; Economic Strength Review enforcement policies to Council: Customer Service CSP: Manager of Building 2016 (ongoing) defi ne public goals and reduce Strategic Service Delivery (Coordinated with Planning levels of non-compliance and Bylaw Divisions) Implement the recommenda ons Council: Customer Service CSP: Manager of Building TBD (per report) of the Customer Service CIA Strategic Service Delivery (Coordinated with Bylaw Division and Fire and Emergency Services) Mandatory training of Building Council: Organiza onal Manager of Building 2016 (ongoing) Offi cials Development CSP: Strategic Service Delivery Address Building Act changes Council: Customer Service CSP: Manager of Building 2016 (TBD per that restrict the ability to set local Strategic Service Delivery regula ons) building requirements Prepare policy to clarify Council: Infrastructure CSP: Manager of Building 2016 Q2 regula ons for construc on in Sustainable Future (Coordinated with areas subject to fl ooding Infrastructure Planning and Planning Divisions) Complete enhanced website Council: Customer Service CSP: Manager of Building 2016 (ongoing) informa on and communica ons Economic Strength materials

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* All permits issued 545 652 643 689 625 Dwelling units constructed 109 380 317 421 149 Building permit review me (weeks): New ICIM (Large Buildings) n/a** n/a** 12 11 8-10 New Houses n/a n/a 4 4 3 Altera ons ICIM n/a n/a 2 2 2 Altera ons Houses n/a n/a 2 3 2 Inspec ons (building, mechanical, All All All All All business licence) within 24 hours Construc on value of issued $57 $104 $72 $132 $103 building permits ($millions) * As of November 6, 2015 ** Data not tracked in 2011 and 2012

2016-2020 Financial Plan 55 Development Services BUILDING

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Permits and licences $(1,228,803) $(665,000) $(665,000) $(665,000) $(665,000) $(665,000) $(665,000) Other revenue (46,839) (24,000) (24,000) (24,000) (24,000) (24,000) (24,000) Total Revenue $(1,275,642) $(689,000) $(689,000) $(689,000) $(689,000) $(689,000) $(689,000)

Expenditure Summary Personnel $1,232,660 $1,117,800 $1,178,700 $1,202,100 $1,226,200 $1,250,500 $1,275,400 Contracted and other 7,036 7,400 7,500 7,700 7,900 8,100 8,300 services Materials and supplies 3,951 9,600 9,600 9,800 10,000 10,200 10,400 Telephone, u li es, rent 7,729 4,800 4,800 4,900 5,000 5,100 5,200 Interest and bank charges 4,163 ------Total Expenditures $1,255,539 $1,139,600 $1,200,600 $1,224,500 $1,249,100 $1,273,900 $1,299,300

Internal charges 47,777 67,300 62,400 62,400 62,400 62,400 62,400 (recoveries)

Net Opera ng Costs $27,674 $517,900 $574,000 $597,900 $622,500 $647,300 $672,700 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $0.45 $8.38 $9.15 $9.40 $9.65 $9.90 $10.15

! ! !

56 City of Port Coquitlam Development Services DEVELOPMENT ENGINEERING

Division Focus

Development Engineering helps build the community by func oning as the regula ng and approving body for subdivision applica ons and development-related u lity works. Management and applica on of various bylaws related to land development are also undertaken by the Division. Our role is to ensure that the development community provides off -site servicing required for their developments to the specifi ca ons and standards established by the City. The customer service staff within the division provides administra ve support to both Development Engineering and Engineering and Opera ons. This group serves the public and development community in the effi cient processing of various engineering and development permits, as well as other inquiries.

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Signiﬁ cant Impacts from 2015

The most signiﬁ cant budget impact is a reduc on in There were two posi on upgrades which will increase payroll an cipated permit fees/inspec on fees revenue of $50,000. by $10,500. There were also inﬂ a on increases.

2016-2020 Financial Plan 57 Development Services DEVELOPMENT ENGINEERING

Business Perspective/Environmental Scan

• Guiding the growth and development of the community • The development community has con nued with a high in a period of con nuing high levels of commercial, level of ac vity and requests for enhanced customer industrial, ins tu onal and residen al ac vi es services ( ming, informa on, online services, etc.) due con nues to be the primary focus of the Department. to strong market condi ons and the limited availability • Enhancing how the Department provides mely, of developable lands. eff ec ve and friendly customer service within exis ng • The City con nues to experience a high number of resources supported by technical advances (mobile applicants with limited development experience. technology) and stream-lining procedures. The Division seeks to ensure appropriate processes • Policy work was deferred to support the review and and procedures are in place to facilitate clear processing of applica ons due to staff vacancy and the communica on and understanding for all applicants. changes in staffi ng. • Changing goals of the community is resul ng in increasing expecta ons for infrastructure (eg. undergrounding wiring, sidewalks). Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Date Council Priori es Meet applica on approval me Council: Customer Service; Manager of Development Engineering 2016 (ongoing) frame targets (subdivision, oﬀ - CSP: Strategic Service site servicing) Delivery Revise the Subdivision Servicing Council: Customer Service Manager of Development Engineering Ongoing Bylaw in consulta on with (Coordinated with Engineering and development community Public Works Divisions)

Implement the Council: Customer Service Manager of Development Engineering Ongoing recommenda ons of the (Coordinated with Engineering and Customer Service Con nuous Public Works Divisions) Improvement Assessment Implement an online inspec on Council: Customer Service Manager of Development Engineering Q4 request service

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Number of calls for service (CFS): inquiries, complaints, 3797 4192 4315 4744 3998 requests recorded Number of permit 345 377 360 364 325 applica ons received Percentage of applica ons 85% 77% 89% 73% 82% reviewed in less than 60 days Value of works processed** $10.0M $2.0M $2.4M $7.2M $2.2M

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

58 City of Port Coquitlam Development Services DEVELOPMENT ENGINEERING

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(2,218) $ - $ - $ - $ - $ - $ - Other revenue (106,827) (150,000) (100,000) (100,000) (100,000) (100,000) (100,000) Total Revenue $(109,045) $(150,000) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000)

Expenditure Summary Personnel $575,040 $648,600 $683,300 $697,000 $710,900 $725,100 $739,600 Contracted and other 10,394 86,400 46,500 6,700 6,800 7,000 7,200 services Materials and supplies$ 2,650 400- 400 400 400 400 400 Telephone, u li es, rent 131 ------Total Expenditures $588,215 $735,400 $730,200 $704,100 $718,100 $732,500 $747,200

Internal charges 10,847 10,700 9,800 9,800 9,800 9,800 9,800 (recoveries)

Net Opera ng Costs $490,017 $596,100 $640,000 $613,900 $627,900 $642,300 $657,000 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $7.93 $9.65 $10.21 $9.65 $9.73 $9.82 $9.91

2016-2020 Financial Plan 59 Development Services ECONOMIC DEVELOPMENT ACTIVITIES

Division Focus

Economic development ac vi es are undertaken to promote the City of Port Coquitlam as a vibrant place to do business within the region. Ac vi es include funding for the Port Coquitlam Business Improvement Associa on, the Tri-City Chamber of Commerce, the PoCo Best Biz Awards, BizAlley, and many more.

Expenditure Summary Personnel $5,433 $ - $ - $ - $ - $ - $ - Contracted and other 210,739 228,800 242,939 231,200 235,900 240,700 245,600 services Materials and supplies 616 2,100 2,100 2,100 2,100 2,100 2,100 Total Expenditures $216,788 $230,900 $245,039 $233,300 $238,000 $242,800 $247,700

Net Opera ng Costs $50,804 $69,900 $80,839 $69,100 $73,800 $78,600 $83,500 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $0.82 $1.13 $1.29 $1.09 $1.14 $1.20 $1.26

60 City of Port Coquitlam Development Services PLANNING

Division Focus

The Planning Division provides informa on, analysis and advice to Council, other departments and agencies, and the public on ma ers related to the planning and development of the City. In keeping with the Corporate Strategic Plan, Offi cial Community Plan, and Metro Vancouver’s Regional Growth Strategy, the division is concerned with factors important to the municipal quality of life through the integra on of land use, economic development, environmental protec on, transporta on, heritage, social planning and community facili es and services. The division’s primary role is to direct sustainable growth and development by se ng appropriate requests related to municipal development, coordinate policies and regula ons to guide change, implemen ng inter-departmental or mul -jurisdic onal projects and serve eff ec ve development applica on processes and providing in a liaison capacity with other agencies. The division also excellent customer service. Division staff also provides supports the businesses through ac vi es including an annual demographic informa on and analysis, assist with research business celebra on.

Signiﬁ cant Impacts from 2015

The most signifi cant change was the inclusion of a one- me ($30,000). Also included are infl a on increases. budget amount for the Offi cial Community Plan Review

Business Perspective/Environmental Scan

• Complex development proposals, planning for require innova ve approaches and comprehensive development of City-owned lands and the Community communica ons. Recrea on Complex Project will con nue to impact • The changing demands and needs of the community ability to complete planning policy work. and increasingly high land values impact land use and • Effi cient applica on review processes con nue to development policies and regula ons. be challenged by a complex and changing regulatory • Senior levels of government con nue to expect that framework; diff ering posi ons and expecta ons the City will take a strong role in addressing complex held by residents, developers and businesses; and, planning issues including the provision of aff ordable development proposals that do not fi t established and special needs housing, reducing the environmental policy frameworks. impact of development, suppor ng transporta on • The community’s expecta ons for public consulta on investments and suppor ng businesses. and their involvement in planning ini a ves

2016-2020 Financial Plan 61 Development Services PLANNING

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) and Responsible Date Council Priori es Meet applica on approval me frame Council: Customer Service Manager of Planning Ongoing targets CSP: Strategic Service Delivery

Planning, public consulta on and Council: Community Recrea on Community Recrea on Ongoing development of the Community Complex Planning Complex Planning team; Recrea on Complex and Works Yard CSP: Sense of Community, Manager of Planning Infrastructure, Sustainable Future Land use and development planning Council: Infrastructure CSP: Manager of Planning Q1-Q4 (per individual for City-owned lands Sustainable Future, Sense of sites) Community, Economic Strength Oﬃ cial Community Plan, Downtown Council: Infrastructure CSP: Planning Division Q1-Q4 and Northside planning & Sustainable Future, Sense of in conjunc on with consulta on, residen al land use Community, Economic Strength Engineering staﬀ amendments, commercial land use amendment, neighbourhood iden ty infrastructure needs Implement recommenda ons of Council: Customer Service Manager of Planning TBD Customer Service CIA CSP: Strategic Service Delivery, Economic Strength, Community Well-being Tree policies and regula ons Council: Infrastructure CSP: Planner; Parks Division Q2-Q3 Community Well-being Complete Downtown Parking and Council: Infrastructure, Planning Analyst; Bylaw Q2 Compliance Strategy. Customer Service Services CSP: Economic Strength

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Applica ons aligned with 100% 90% 90% 90% 100% OCP goals Applica ons being processed n/a ** n/a ** 64 58 72 Benchmark DP applica on n/a n/a n/a n/a 5 months review me

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

62 City of Port Coquitlam Development Services PLANNING

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Permits and licences $(180,655) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000) Total Revenue $(180,655) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000) $(100,000)

Expenditure Summary Personnel $530,748 $548,300 $627,100 $639,700 $652,500 $665,600 $678,900 Contracted and other 23,455 17,100 17,500 17,900 18,300 18,700 19,100 services Materials and supplies 2,433 1,400 1,400 1,400 1,400 1,400 1,400 Telephone, u li es, rent 1,657 ------Total Expenditures $558,293 $566,800 $646,000 $659,000 $672,200 $685,700 $699,400

Net Opera ng Costs $377,638 $466,800 $546,000 $559,000 $572,200 $585,700 $599,400 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $6.11 $7.55 $8.71 $8.79 $8.87 $8.96 $9.04

2016-2020 Financial Plan 63 Kristen Meersman, P.Eng, MBA ENGINEERING & Director of Engineering & Public Works 604.927.5453 PUBLIC WORKS [email protected]

Overview

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

• Administra on • Parks • Engineering • Fleet • Infrastructure Planning • Solid Waste U lity • Capital Projects • Water U lity • Public Works • Sewer U lity • Streets

# 10.68% of Total City Net Budget (+ %+ '+ &&+

&$+

64 City of Port Coquitlam Engineering & Public Works

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Administra on $(82,018) $ - $ - $ - $ - $ - $ - Engineering - (6,525) (97,000) (12,000) (12,000) (12,000) (12,000) (12,000) Infrastructure Planning Public Works - Streets (758,346) (1,464,000) (1,464,000) (1,464,000) (1,464,000) (1,464,000) (1,464,000) Public Works - Parks (508,412) (483,400) (483,400) (483,400) (483,400) (483,400) (483,400) Total Revenue $(1,355,301) $(2,044,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400)

Expenditure Summary Administra on $969,540 $983,900 $1,242,800 $1,267,700 $1,292,900 $1,318,700 $1,345,100 Engineering - 806,502 856,500 883,800 901,400 919,400 937,800 956,500 Infrastructure Planning Engineering - Projects 523,964 481,800 668,009 620,400 632,800 645,500 658,400 Public Works - Streets 4,164,327 3,974,600 4,106,600 4,188,700 4,272,500 4,357,800 4,445,000 Public Works - Parks 4,055,278 4,135,100 4,119,000 4,095,100 4,177,200 4,260,000 4,346,200 Public Works - Fleet 1,161,182 1,197,800 1,201,700 1,225,700 1,250,200 1,275,100 1,300,600 Projects 64,835 177,400 162,364 48,500 49,500 50,500 51,500 Total Expenditures $11,745,628 $11,807,100 $12,384,273 $12,347,500 $12,594,500 $12,845,400 $13,103,300

Internal Charges Administra on $(1,843,830) $(2,034,300) $(1,229,800) $(1,229,800) $(1,229,800) $(1,229,800) $(1,229,800) Engineering - 9,211 9,100 (157,400) (157,400) (157,400) (157,400) (157,400) Infrastructure Planning Engineering - Projects - - (256,600) (256,600) (256,600) (256,600) (256,600) Public Works - Streets 476,070 672,300 620,400 620,400 620,400 620,400 620,400 Public Works - Parks 839 25,600 (5,100) (5,100) (5,100) (5,100) (5,100) Public Works - Fleet (1,966,310) (2,166,200) (2,162,100) (2,162,100) (2,162,100) (2,162,100) (2,162,100) Total Internal Charges $(3,324,020) $(3,493,500) $(3,190,600) $(3,190,600) $(3,190,600) $(3,190,600) $(3,190,600)

Net Opera ng Costs $7,066,307 $6,269,200 $7,234,273 $7,197,500 $7,444,500 $7,695,400 $7,953,300 (Surplus)

2016-2020 Financial Plan 65 Engineering & Public Works

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $1,592 $ - $ - $ - $ - $ - $ - Sale of services (1,156,822) (229,100) (229,100) (229,100) (229,100) (229,100) (229,100) Contribu ons (8,114) (857,200) (807,200) (807,200) (807,200) (807,200) (807,200) Permits and licences 1,780 (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) Other revenue (236,874) (1,000,100) (915,100) (915,100) (915,100) (915,100) (915,100) Total Revenue $(1,398,438) $(2,094,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400) $(1,959,400)

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

Internal charges (recoveries) (3,324,019) (3,493,500) (3,190,600) (3,190,600) (3,190,600) (3,190,600) (3,190,600) Net Opera ng Costs (Surplus) $7,066,307 $6,269,200 $7,234,273 $7,197,500 $7,444,500 $7,696,400 $7,953,300

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $114.34 $101.44 $115.38 $113.17 $115.42 $117.68 $119.96

Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ Change from Previous Year 968,473 $ change % change % Change 15.45% Inﬂ a on $60,300 0.96% Property Tax Impact 1.66% Labour Increases 210,900 3.36% Posi on Transfer from Oﬃ ce of CAO 158,900 2.53% Adjustments to Internal Recoveries between Departments 149,900 2.39% One-Time Projects for 2016 131,500 2.10% ' Engineering Revenue Reduc on 85,000 1.36% Adustments to One- me Expenses from ' 48,774 0.78% $' prior years Addi onal Opera ng Costs from Prior Year Capital 44,800 0.71% Transfers between E&PW and Solid Waste U lity 37,100 0.59% Increased Parking Lot Maintenance 16,000 0.26% Addi onal City Bridge Maintenance 12,500 0.20% Miscellaneous Opera onal Budget Adjustments 9,400 0.15% !#"' #' $965,074 15.39%

66 City of Port Coquitlam Engineering & Public Works ADMINISTRATION

Division Focus

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

Signiﬁ cant Impacts from 2015

The most signifi cant budget impact is a reduc on in the internal charge recovery for services provided to Water, Sewer and Solid Waste U li es. These recoveries have been distributed to other Engineering divisions to be er refl ect their services. There were also salary transfers of $158,900 from Offi ce of the CAO to Engineering & Public Works and $63,200 from Public Works – Parks, off set by the alloca on of $136,200 to Public Works - U li es. An ongoing decision package was approved in 2015 for TSPW Commi ee ini a ves ($35,000). There were also minor infl a on increases.

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2016-2020 Financial Plan 67 Engineering & Public Works ADMINISTRATION

Business Perspective/Environmental Scan

• Aging infrastructure con nues to be a top issue for the result 2016 will be focused on recruitment, professional department. We will con nue to support the work of development, and knowledge transfer. the budget and infrastructure commi ee to create a • The re-development of the Community Recrea on long range capital plan that will meet the long term Complex con nues to be a top priority, and this is a main needs of the community. area of focus for the Director. • The other major challenge is the aging workforce and a • Increasing pressure for accountability and delivery of large volume of staﬀ re ring. In 2015 we experienced capital projects. signiﬁ cant re rements in the Parks sec on, and as a

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Further integrate staﬀ within the Public Council: Organiza onal Director of Engineering Ongoing Works Division Development and Public Works

Complete Engineering and Public Works re- Council: Organiza onal Director of Engineering Q2 structure and ﬁ ll remaining vacancies Development and Public Works Con nue the Planning and Design of the Council: Infrastructure Community Recrea on Q4 Community Recrea on Complex Complex Planning team Support the Budget and Infrastructure Council: Infrastructure Director of Engineering Q4 Commi ee and Transporta on Solu on and and Public Works Public Works Commi ee Con nue involvement in regional commi ees CSP: Strategic Service Director of Engineering Ongoing including Regional Engineers Advisory Delivery and Public Works Commi ee (REAC), Regional Transporta on Advisory Commi ee (RTAC)

68 City of Port Coquitlam Engineering & Public Works ADMINISTRATION

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(53,618) $- $- $- $- $- $- Other revenue (28,399) ------Total Revenue $(82,017) $- $- $- $- $- $-

Expenditure Summary Personnel $822,234 $885,900 $1,039,400 $1,060,200 $1,081,300 $1,102,900 $1,125,000 Contracted and other 47,095 87,100 192,500 196,400 200,300 204,300 208,400 services Materials and supplies 93,177 10,900 10,900 11,100 11,300 11,500 11,700 Telephone, u li es, rent 3,386 ------Interest and bank 3,648 ------charges Total Expenditures $969,540 $983,900 $1,242,800 $1,267,700 $1,292,900 $1,318,700 $1,345,100 Internal charges (1,843,830) (2,034,300) (1,229,800) (1,229,800) (1,229,800) (1,229,800) (1,229,800) (recoveries) Net Opera ng Costs $(956,307) $(1,050,400) $13,000 $37,900 $63,100 $88,900 $115,300 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $(15.47) $(17.00) $0.21 $0.60 $0.98 $1.36 $1.74

2016-2020 Financial Plan 69 Engineering & Public Works STREETS

Division Focus

Streets Opera ons ensures vehicle and pedestrian traveling surfaces meet the expecta ons of the community through planned maintenance, rehabilita on, and response to emergency needs. Flood control, ditch maintenance, street light and signal maintenance and snow & ice response fall under the oversight of this work area. This division is responsible for maintenance of the City’s Major Road Network and receives funding from Translink for certain maintenance ac vi es, as well as capital renewal. The total amount received from Translink is shown as revenue in the division, while a por on ﬂ ows through to reserve for future works. This sec on also ensures proper maintenance and repair of the City’s signage infrastructure which is required to ensure public safety and maximize the life span of these assets and performs sidewalk maintenance and construc on.

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70 City of Port Coquitlam Engineering & Public Works STREETS

Signiﬁ cant Impacts from 2015

The most signiﬁ cant budget impact was the recogni on of Fleet Inﬂ a on amounts for Streets include $21,900 in u li es for CIA Savings of $48,500 (Vehicle Expenses). There were addi onal electricity and $20,600 for contracted services. opera ng costs from prior year capital of $18,300 as well as an adjustment for parking lot maintenance ($8,000).

Business Perspective/Environmental Scan

This work area is impacted by weather events such as heavy rehabilita on repair (pothole, crack sealing, etc) ditch rainfall and or snow. In addi on to emergency response maintenance and repair, stream upkeep, and street light for these events, staﬀ are required to review and address repair. subsequent maintenance needs such as road surface

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) and Responsible Date Council Priori es Improve Planning and Scheduling CSP: Sustainable Future, Manager of Streets Q4 Processes for Public Works - Streets Strategic Service Delivery Recruitment of Electrical Posi ons CSP: Sustainable Future, Manager of Streets Q2 and Crea on of City Electrical Services Strategic Service Delivery Program

Indicators and Measures

2010 2011 2012 2013 2014 2015 (YTD) * # Illegal dumping requests n/a ** n/a ** n/a ** 147 216 242 completed Snow/ice: # of events n/a ** n/a ** n/a ** n/a ** 14 1 Mm of snow 17 23 7 12 16.2 0 Hours of service 531 807 875 766 435 187 Mm of Rainfall n/a ** n/a ** n/a ** 1,452 1,834 1,098 Calls for Service: Street sweeping 40 56 49 46 73 n/a Flooding/drainage 75 101 93 94 34 15 Illegal dumping n/a n/a 157 151 2 5 Pothole fi lling 92 137 100 125 96 61 Sidewalk repairs 17 25 23 32 25 30 Calls for Service: Graffi n/a ** n/a ** n/a ** 108 31 9 Crosswalks162719332116 Curb maintenance 37 39 27 45 32 37 Street signs 30 28 107 29 34 9 Traffi c signs 86 211 322 105 130 101 * As at November 4, 2015 ** Not collected at the me

2016-2020 Financial Plan 71 Engineering & Public Works STREETS

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $1,592 $- $- $- $- $- $- Sale of services (715,071) ------Contribu ons - (807,200) (807,200) (807,200) (807,200) (807,200) (807,200) Other revenue (44,867) (656,800) (656,800) (656,800) (656,800) (656,800) (656,800) Total Revenue $(758,346) $(1,464,000) $(1,464,000) $(1,464,000) $(1,464,000) $(1,464,000) $(1,464,000)

Expenditure Summary Personnel $1,793,515 $1,383,100 $1,488,600 $1,518,300 $1,548,700 $1,579,600 $1,611,200 Contracted and other 1,400,099 952,400 976,000 995,500 1,015,400 1,035,700 1,056,400 services Materials and supplies 442,695 1,092,500 1,073,500 1,095,000 1,116,900 1,139,200 1,162,000 Telephone, u li es, rent 523,490 546,600 568,500 579,900 591,500 603,300 615,400 Insurance and claims 4,528 ------Total Expenditures $4,164,327 $3,974,600 $4,106,600 $4,188,700 $4,272,500 $4,357,800 $4,445,000 Interal charges 476,070 672,300 620,400 620,400 620,400 620,400 620,400 (recoveries) Net Opera ng Costs $3,882,051 $3,182,900 $3,263,000 $3,345,100 $3,428,900 $3,514,200 $3,601,400 (Surplus)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $62.82 $51.50 $52.04 $52.60 $53.16 $53.73 $54.32

72 City of Port Coquitlam Engineering & Public Works PARKS

Division Focus

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

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Signiﬁ cant Impacts from 2015

The most signiﬁ cant budget impact was the inclusion of one- me Fleet CIA Savings of $31,700 (Vehicle Expenses). Addi onal projects in 2015 which do not occur in 2016 ($181,500). The opera ng costs from prior year capital are $24,000, of this $15,400 Manager of Parks Design and Development was transferred to was labour. There are also inﬂ a on impacts. Engineering & Public Works Administra on ($63,200).

2016-2020 Financial Plan 73 Engineering & Public Works PARKS

Business Perspective/Environmental Scan

• The division is facing an ever increasing impact from the • The division is facing an ongoing demographic shi eff ects of the European Chafer beetle which is causing of an aging workforce. Employee health/wellness, both fi nancial and staffi ng resource pressures. professional development and reten on/a rac on are • Increased densifi ca on and community demand for key priori es. high level services is resul ng in stress and/or overuse • Climate change con nues to be a factor in City on exis ng ameni es. opera ons. Extreme weather events are becoming • The division is con nuing to struggle with challenges more frequent. These events reduce available resources caused by homeless camps on public spaces. for planned or scheduled maintenance ac vi es.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Perform a service level review for Lions Council: Infrastructure CSP: Strategic Manager of Parks Q1 Park in rela on to the newly created park Service Delivery Services ameni es and ongoing homeless challenges Create an Urban Forestry Strategic Plan Council: Infrastructure CSP: Manager of Parks Q4 Sustainable Future and Strategic Services; Manager of Service Delivery Planning Create a Lions Park north reforesta on plan Council: Infrastructure CSP: Manager of Parks Q2 encompassing revegeta on, pathways and Sustainable Future and Strategic Services educa onal opportuni es Service Delivery Complete the installa on of addi onal Council: Infrastructure CSP: Manager of Parks Q1 columbarium burial spaces at the cemetery Sustainable Future and Strategic Services to meet user demands Service Delivery Perform a review of in ground burials Council: Infrastructure CSP: Manager of Parks Q2 assessing the poten al need for alterna ve Sustainable Future and Strategic Services burial sites such as family plots and/or green Service Delivery burials Con nue to work with Tri-City communi es Council: Infrastructure CSP: Manager of Parks Q2 to expand European Chafer Beetle Sustainable Future and Strategic Services awareness, educa on and management Service Delivery alterna ves Develop service levels Council: Customer Service CSP: Manager of Parks Q4 Sustainable Future and Strategic Services; Director of Service Delivery Engineering and Public Works

74 City of Port Coquitlam Engineering & Public Works PARKS

Indicators and Measures

Indicator/Measure 2012 2013 2014 2015 (YTD)* # of requests for service by area Bears n/a ** n/a ** 4 4 Cemetery n/a ** n/a ** 5 7 Park buildings n/a ** n/a ** 74 98 Invasive species n/a ** n/a ** 22 17 Parks n/a ** n/a ** 253 275 Street/garbage and li er n/a ** n/a ** 49 28 Trails n/a ** n/a ** 42 51 Trees n/a ** n/a ** 235 427 Total # of requests for service 676 725 684 907 # of public educa on ini a ves2526 # of street trees planted 174 335 140 197 # of tree permits 158 154 207 209 # of special events supported 9 14 13 14 * As of September 30, 2015 ** Not collected at the me

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(388,133) $(229,100) $(229,100) $(229,100) $(229,100) $(229,100) $(229,100) Permits and licences 1,780 (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) Other revenue (122,060) (246,300) (246,300) (246,300) (246,300) (246,300) (246,300) Total Revenue $(508,413) $(483,400) $(483,400) $(483,400) $(483,400) $(483,400) $(483,400) Expenditure Summary Personnel $2,802,435 $2,834,700 $2,840,900 $2,897,700 $2,955,800 $3,014,900 $3,075,300 Contracted and other 561,684 618,600 594,600 500,300 510,300 519,800 531,100 services Materials and supplies 534,255 558,800 557,200 568,300 579,700 591,300 603,100 Telephone, u li es, rent 96,567 83,100 86,000 87,700 89,500 91,300 93,100 Interest/bank charges 2,549 ------Insurance and claims 57,789 39,900 40,300 41,100 41,900 42,700 43,600 Total Expenditures $4,055,279 $4,135,100 $4,119,000 $4,095,100 $4,177,200 $4,260,000 $4,346,200 Internal charges 839 25,600 (5,100) (5,100) (5,100) (5,100) (5,100) (recoveries) Net Opera ng Costs (Surplus) $3,547,706 $3,677,300 $3,630,500 $3,606,600 $3,688,700 $3,771,500 $3,857,700 Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $57.41 $59.50 $57.90 $56.71 $57.19 $57.67 $58.19

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2016-2020 Financial Plan 75 Engineering & Public Works INFRASTRUCTURE PLANNING

Division Focus

The Infrastructure Planning Division is responsible for monitoring, managing, planning and improving the City’s infrastructure systems. Staff develops long range plans for infrastructure improvements to support walking, cycling, transit, goods movement, automobile travel, the safe provision of drinking water, sanitary and drainage services. This includes life-cycle analysis to ensure that infrastructure is op mized to support the longest life-span at minimum cost. The sec on collaborates with both the capital project sec on and opera ons. Staff acts as the primary liaison with external agencies such as This includes the traffi c signal system, pedestrian crossing TransLink, the Coast Mountain Bus Company, the Ministry of controls, on-street parking/stopping restric ons, school Transporta on and Infrastructure, ICBC, Metro Vancouver and access, construc on traffi c management, and speeding the RCMP. This liaison func on is fundamental to improving concerns. services that directly benefi t residents, employees, and This division also supports community development by businesses. providing land survey services to a variety of customers As well, staff oversees the traffi c management of City roads including internal City customers and private surveyors, with the installa on and opera ons by other divisions. consultants and contractors.

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Signiﬁ cant Impacts from 2015

The most signiﬁ cant budget impact is the addi on of an Internal in 2016. There is a small increase for professional development Charge Recovery for services provided to Water and Sewer and memberships for 2016. There are also inﬂ a on impacts. U li es ($165,800). There was a reduc on in revenue of $86,000

76 City of Port Coquitlam Engineering & Public Works INFRASTRUCTURE PLANNING

Business Perspective/Environmental Scan

The current environmental factors driving the Infrastructure Council – Regional Transporta on Strategy ini a ves Planning priori es include: and TransLink’s NE Sector Area Transit Plan (Evergreen • Aging infrastructure is increasing pressure to maintain Line Integra on, etc.) current service levels within exis ng resources. • Par cipa on with the City of Coquitlam transporta on • The requirement for an Asset Management program is ini a ves driven by Coquitlam’s workplan increases pu ng pressure on our ability to acquire grant funding Infrastructure Planning workload (Victoria Drive opportuni es. upgrade, Lincoln Avenue Connector). • Addi onal involvement required to par cipate • Addressing Health Authority direc on and water and protect Port Coquitlam’s interest in regional system upgrades to maintain and improve water quality transporta on ini a ves such as the TransLink Mayor’s standards.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Support the Budget and Infrastructure Council: Infrastructure Director of Engineering and Q4 Commi ee in development of Long CSP: Sustainable future Public Works; Manager of Term Capital Plan Infrastructure Planning Begin planning for Asset Management Council: Infrastructure Manager of Infrastructure Q4 Plans for underground infrastructure CSP: Sustainable future Planning Use Models to improve storm & sanitary Council: Infrastructure Project Technologist Q4 sewer fl ushing, and CCTV videoing CSP: Strategic Service Delivery programs, and tracking of repairs Develop a process to approve and track Council: Infrastructure Manager of Infrastructure Q4 third-party u lity installa ons CSP Sustainable future Planning Evergreen Line Bus Integra on Plan Council: Infrastructure Manager of Infrastructure Q4 CSP: Sustainable future Planning; Transporta on Technologist; Project & Traffi c Technician Prepare updated Traffi c Bylaw #3155 Council: Infrastructure Manager of Infrastructure Q4 CSP: Sustainable future Planning; Transporta on Technologist; Project & Traffi c Technician Par cipate in prepara on of Victoria Council: Infrastructure Manager of Infrastructure Q3 Drive Upgrade Detailed Design with City CSP: Sustainable future Planning; Transporta on of Coquitlam Technologist Work with Coquitlam to update the Council: Infrastructure Director of Engineering and Q4 Inter-Municipal Road Agreement CSP: Strategic Service Delivery Public Works; Manager of Infrastructure Planning Par cipate in Coquitlam’s Lincoln Council: Infrastructure Manager of Infrastructure Q4 Avenue Connector planning study CSP: Sustainable future Planning community

2016-2020 Financial Plan 77 Engineering & Public Works INFRASTRUCTURE PLANNING

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* # Lane closure permits issued 115 113 121 135 110 # Traﬃ c signal warrants completed n/a ** n/a ** 24 6 1 # Pedestrian crossing warrants n/a ** n/a ** 15 20 2 completed # of partnerships with external n/a ** n/a ** 20 12 3 transporta on service providers $ value of partnerships with external n/a ** n/a ** $1 million $999,500 $825,500 transporta on service providers * As of November 9, 2015 ** Not collected at the me

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020

Other revenue $(6,525) $(97,000) $(12,000) $(12,000) $(12,000) $(12,000) $(12,000) Total Revenue $(6,525) $(97,000) $(12,000) $(12,000) $(12,000) $(12,000) $(12,000)

Expenditure Summary Personnel $757,850 $807,500 $834,100 $850,800 $867,800 $885,200 $902,900 Contracted and other 46,150 43,000 42,100 42,900 43,800 44,700 45,600 services Materials and supplies 1,389 4,200 6,700 6,800 6,900 7,000 7,100 Telephone, u li es, rent 1,113 1,800 900 900 900 900 900 Total Expenditures $806,502 $856,500 $883,800 $901,400 $919,400 $937,800 $956,500 Internal charges 9,211 9,100 (157,400) (157,400) (157,400) (157,400) (157,400) (recoveries) Net Opera ng Costs (Surplus) $809,188 $768,600 $714,400 $732,000 $750,000 $768,400 $787,100

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $13.09 $12.44 $11.39 $11.51 $11.63 $11.75 $11.87

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78 City of Port Coquitlam Engineering & Public Works CAPITAL PROJECTS

Division Focus

Capital Projects Division staff support the community by designing and coordina ng the development, implementa on and comple on of the capital projects approved in the City’s annual fi ve-year Financial Plan for road, water, sewer, drainage and parks infrastructure. The division also prepares construc on es mates for future capital projects, maintains historical project cos ng informa on, and assists with the recording and valua on of fi xed assets for road, water, sewer, drainage and parks infrastructure.

Signiﬁ cant Impacts from 2015

The most signifi cant budget impact for 2016 is the addi on of an Professional development and membership amounts were also Internal Charge Recovery to recognize services provided to the increased. There were infl a on eff ects. Water and Sewer U li es ($256,600).

Business Perspective/Environmental Scan

• Increasing public involvement/no ﬁ ca on during • Increasing accountability for asset management and development of the annual capital program, and while sustainable long term funding strategies. capital projects are under construc on. • Con nual pressure to deliver capital program more cost eﬀ ec vely and within Financial Plan melines.

2016-2020 Financial Plan 79 Engineering & Public Works CAPITAL PROJECTS

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Complete 2016 Capital & Road Council: Infrastructure Manager of Capital Projects; Q4 Rehabilita on Projects (refer to Capital CSP: Strategic Service Delivery Engineering Technologists Project sec on in Financial Plan for list of projects) Dra the 2017-2021 Capital Plan Council:Infrastructure Manager of Capital Projects Q3 CSP: Strategic Service Delivery Complete cer fi ca on of Project staff Council: Organiza onal Manager of Capital Projects; Q3 for Master Municipal Construc on Development Engineering Technologists Document Contract Document CSP: Strategic Service Delivery administra on Develop tracking system and key Council: Organiza onal Manager of Capital Projects Q3 performance indicators for evalua ng Development in-house capital project design CSP: Strategic Service Delivery effi ciencies Update historical unit price database for Council: Organiza onal Engineering Technologists Q3 future es ma ng and asset management Development tools CSP: Strategic Service Delivery

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* # Projects (by loca on)n/a45283011 # Open houses for projects n/a n/a 2 2 0 * As of October 30, 2015

80 City of Port Coquitlam Engineering & Public Works CAPITAL PROJECTS

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020

Total Revenue $ - $ - $ - $ - $ - $ - $ -

Expenditure Summary Personnel 521,692 479,000 505,400 515,500 525,800 536,400 547,200 Contracted and other - - 162,109 104,400 106,500 108,600 110,700 services Materials and supplies 920 2,500 500 500 500 500 500 Telephone, u li es, rent 1,353 300 - - - - - Total Expenditures $523,965 $481,800 $668,009 $620,400 $632,800 $645,500 $658,400 Internal charges - - (256,600) (256,600) (256,600) (256,600) (256,600) (recoveries) Net Opera ng Costs (Surplus) $523,965 $481,800 $411,409 $363,800 $376,200 $388,900 $401,800

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $8.48 $7.80 $6.56 $5.72 $5.83 $5.95 $6.06

2016-2020 Financial Plan 81 Engineering & Public Works FLEET

Division Focus

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

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Signiﬁ cant Impacts from 2015 Business Perspective/Environmental Scan

The most signifi cant budget impact is inclusion of an internal A recent review of the corporate fl eet has resulted in the overhead amount from Engineering and Public Works need for this work area to provide fl eet budge ng, fi nancing, Administra on ($50,000). There is a salary transfer of $34,100 analysis and asset inventorying func ons for the en re City. from Engineering and Public Works Administra on to more accurately refl ect the costs of fl eet services. There were also infl a on increases.

82 City of Port Coquitlam Engineering & Public Works FLEET

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date Develop 2017 Fleet Replacement Council: Infrastructure Manager of Fleet and Q4 Program. Solid Waste Implement Con nuous Council: Infrastructure Manager of Fleet and Q1-Q4 Improvement Assessment CSP: Sustainable Future, Strategic Solid Waste recommenda ons Service Delivery Develop indicators and measures Council: Organiza onal Development Manager of Fleet and Q4 CSP: Strategic Service Delivery Solid Waste

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020

Total Revenue $- $- $- $- $- $- $-

Expenditure Summary Personnel $369,350 $525,700 $559,800 $571,000 $582,400 $594,000 $605,900 Contracted and other 171,920 128,500 131,200 133,800 136,500 139,200 142,000 services Materials and supplies 508,262 543,600 510,700 520,900 531,300 541,900 552,700 Insurance and claims 111,650 ------Total Expenditures $1,161,182 $1,197,800 $1,201,700 $1,225,700 $1,250,200 $1,275,100 $1,300,600 Internal charges (1,966,310) (2,166,200) (2,162,100) (2,162,100) (2,162,100) (2,162,100) (2,162,100) (recoveries) Net Opera ng Costs (Surplus) $(805,128) $(968,400) $(960,400) $(936,400) $(911,900) $(887,000) $(861,500)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $(13.03) $(15.67) $(15.32) $(14.72) $(14.14) $(13.56) $(12.99)

2016-2020 Financial Plan 83 Kristen Meersman, P.Eng, MBA Director of Engineering & Public Works SOLID WASTE UTILITY 604.927.5453 [email protected]

Overview

The Solid Waste employees in this sec on provide solid waste collec on services for all single family residen al (SFR) households and some mul -family residen al (MFR) and industrial, commercial and ins tu onal (ICI) units across the City. Solid Waste services include curbside garbage, recycling and organics collec on and glass collec on from depot loca ons across the City.

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84 City of Port Coquitlam Solid Waste Utility

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $(2,342,452) $(2,411,300) $(2,424,300) $(2,424,300) $(2,424,300) $(2,424,300) $(2,424,300) Sale of services (1,874) ------Other revenue (15,440) (503,200) (553,200) (553,200) (553,200) (553,200) (553,200) Total Revenue $(2,359,766) $(2,914,500) $(2,977,500) $(2,977,500) $(2,977,500) $(2,977,500) $(2,977,500)

Expenditure Summary Personnel $886,420 $820,400 $869,600 $887,000 $904,700 $922,800 $941,300 Contracted and other 1,086,742 1,132,600 956,900 976,000 995,500 1,015,400 1,035,700 services Materials and supplies 52,326 18,000 15,000 15,300 15,600 15,900 16,200 Telephone, u li es and 800 ------rent Total Expenditures $2,026,288 $1,971,000 $1,841,500 $1,878,300 $1,915,800 $1,954,100 $1,993,200

Internal charges (recoveries) 1,421,007 1,676,500 1,572,800 1,572,800 1,572,800 1,572,800 1,572,800 Net Opera ng Costs (Surplus) $1,087,529 $733,000 $436,800 $473,600 $511,100 $549,400 $588,500

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $17.60 $11.86 $6.97 $7.45 $7.92 $8.40 $8.88

$ Change from Previous Year (296,200) Changes in net opera ng budget from 2015 to 2016 are primarily due to: % Change -40.41% $ change % change Property Tax Impact -0.51% Interdepartmental transfers $(142,000) -19.37% Adustments to One- me Expenses (50,000) -6.82% from prior years Addi onal MMBC Revenue (50,000) -6.82% Miscellaneous Opera onal Budget (30,000) -4.09% Adjustments Adjustments to Internal Recoveries (24,200) -3.30% between Departments $(296,200) -40.40%

0.64% of Total City Net Budget

2016-2020 Financial Plan 85 Solid Waste Utility

Signiﬁ cant Impacts from 2015 Business Perspective/Environmental Scan

As a result of the Solid Waste Review, a number of expenses This work area is impacted by: have been moved to more appropriate areas with the intent • The regional goal of reaching 70% waste diversion by of capturing only the costs associated with solid waste 2015 and an aspira onal goal of 80% by 2020 impact services. the service delivery and work plans for this area. • Recent changes in provincial recycling regula on The most signiﬁ cant budget impact was the re-alloca on of processes through Mul Material Bri sh Columbia Soil Disposal costs of $105,000 to Water and Sewer U li es. (MMBC) impac ng service and cost to Single-Family A salary transfer of $34,100 also occurred to Public Works and exis ng Muli -Family customers in the City. - Fleet Services. Addi onal labour costs for cart change- • A recent review of the waste composi on has resulted out costs of $30,200. Fleet CIA Savings were realized in the in the need to enhance public outreach and educa on amount of $24,200. There were also Inﬂ a on impacts. on diver ng organics from the garbage stream and Addi onal MMBC Revenues were realized of $50,000 for reducing plas cs contamina on in the recycling and 2016. organics streams. • Poten al solid waste service expansion opportuni es require prepara on and analysis as well as review of the City’s current capacity and opera ons.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date Introduce Planning and Scheduling CSP: Sustainable Future, Strategic Public Works Leadership Q4 Processes for Public Works Service Delivery Team Sec on Manager of Fleet, CSP: Sustainable Future, Strategic Trades and Solid Waste; Zone Op miza on and Resizing Q4 Service Delivery Foreman III Trades & Sanita on

Indicators and Measures

2010 2011 2012 2013 2014 2015 (YTD) * Diversion Rate (%) 60.5 62.5 63 63.3 63.3 66.1 Solid Waste Calls for Service 1,159 1,284 1,456 1,369 1,872 2,066 * As at November 4, 2015

86 City of Port Coquitlam Kristen Meersman, P.Eng, MBA Director of Engineering & Public Works WATER UTILITY 604.927.5453 [email protected]

Overview

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

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2016-2020 Financial Plan 87 Water Utility

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Water Administra on $(11,278,275) $(10,934,600) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) Water U lity - (18,700) (18,700) (18,700) (18,700) (18,700) (18,700) Total Revenue $(11,278,275) $(10,953,300) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500)

Expenditure Summary Water Administra on $22 $- $68,100 $69,500 $70,900 $72,300 $73,700 Water U lity 6,778,417 7,708,700 6,921,000 7,059,400 7,200,500 7,344,500 7,491,400 Water Projects 114 39,500 - - - - - Total Expenditures $6,778,553 $7,748,200 $6,989,100 $7,128,900 $7,271,400 $7,416,800 $7,565,100

Internal Charges Water Administra on $1,215,900 $1,215,900 $1,161,500 $1,161,500 $1,161,500 $1,161,500 $1,161,500 Water U lity 188,751 221,700 209,800 209,800 209,800 209,800 209,800 Total Internal Charges $1,404,651 $1,437,600 $1,371,300 $1,371,300 $1,371,300 $1,371,300 $1,371,300

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

88 City of Port Coquitlam Water Utility

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $(11,178,208) $(10,871,500) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) Sale of services - (18,700) (18,700) (18,700) (18,700) (18,700) (18,700) Penal es and ﬁ nes (98,841) (63,100) (63,100) (63,100) (63,100) (63,100) (63,100) Other revenue (1,225) ------Total Revenue $(11,278,274) $(10,953,300) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500) $(11,170,500)

Expenditure Summary Personnel $620,435 $651,100 $727,800 $742,400 $757,200 $772,300 $787,700 Contracted and other 5,957,273 6,878,000 6,041,000 6,161,800 6,285,000 6,410,700 6,538,900 services Materials and supplies 196,904 219,100 220,300 224,700 229,200 233,800 238,500 Telephone, u li es and 3,941 ------rent Total Expenditures $6,778,554 $7,748,200 $6,989,100 $7,128,900 $7,271,400 $7,416,800 $7,565,100

Internal charges (recoveries) 1,404,651 1,437,600 1,371,300 1,371,300 1,371,300 1,371,300 1,371,300 Net Opera ng Costs (Surplus) $(3,095,069) $(1,767,500) $(2,810,100) $(2,670,300) $(2,527,800) $(2,382,400) $(2,234,100)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $(50.08) $(28.60) $(44.82) $(41.99) $(39.19) $(36.43) $(33.70)

$ Change from Previous Year (1,042,600) Changes in net opera ng budget from 2015 to 2016 are primarily due to: % Change 58.99% $ change % change Property Tax Impact -1.78% Inﬂ a on $1,900 -0.11% Metro Vancouver Water Purchase (857,800) 48.53% cost reduc on Change in Internal charges (66,300) 3.75% (recoveries) Addi onal 1% Transfer to Water Long 112,500 -6.36% Term Infrastructure Addi onal Revenue (mainly due to (217,200) 12.29% growth in new proper es) 2015 Leak Loss Program not implemented in 2015 and will (20,800) 1.18% con nue in 2016 Miscellaneous 5,100 -0.29%

$(1,042,600) 58.99%

2016-2020 Financial Plan 89 Water Utility

Signiﬁ cant Impacts from 2015 Business Perspective/Environmental Scan

As a result of the Water and Sewer Preliminary Rate Review, This work area is impacted by: a number of expenses have been moved to more appropriate • Legisla ve requirements such as the Drinking Water areas with the intent of more accurately capturing the costs Protec on Act and Regional Liquid Waste Resource associated with Water U lity services. Management Plan. • Upda ng the City’s processes and procedures to meet The most signiﬁ cant budget impact is a decrease in the industry best prac ces that guide maintenance of u lity budgeted amount for Metro Vancouver bulk water purchase infrastructure. of $858,000. There is a salary transfer from Engineering & • Fluctua ons in workload due to the reac ve nature of Public Works Admin of $68,100 (50% of Manager of U li es), breaks and blockages of pipes and service connec ons. and a re-alloca on into the Water U lity from Solid Waste • Aging infrastructure is increasing pressure to maintain for Soil Disposal ($52,500). current service levels within exis ng resources. The reduc on package approved from 2015 for the Leak • There is increasing need for water conserva on due Loss & Conserva on Program of $20,800 was reduced in to extreme weather condi ons resul ng from climate 2016. Fleet CIA savings of $16,500 was realized in 2016. change. Adjustments were included in 2016 for water tes ng ($16,000) previously paid by Metro, and increased costs to maintain prior years capital ($2,700).

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date Council: Organiza onal Development Improve Planning and Scheduling Processes Sec on Manager CSP: Sustainable Future, Strategic Q4 for Opera ons of U li es Service Delivery Revise U li es Emergency Response Plan to Sec on Manager CSP: Sustainable Future Q3 include system risk/ triggers and response of U li es CSP: Strategic Service Delivery, Sec on Manager Par cipate in Na onal Benchmarking Q4 Sustainable Future of U li es

Indicators and Measures

2010 2011 2012 2013 2014 2015 (YTD) * Water Consump on (L/Capita 456 429 428 427 398 343 Per Day) # of Water Main Breaks/ 100 - 7.0 7.0 8.5 8.9 3.8 km of Length $ of capital reinvestment - - 1.39 M 2.55 M 1.88 M 1.03 M Opera ng $ /100 km of 535 K 544 K 547 K 545 K 478 K $357 K Watermain length Calls for Service: Water quality 25 21 32 29 45 25 Water on/oﬀ 56 53 48 61 56 54 Locate service 24 28 19 22 30 36 Emergency leak 80 94 100 93 107 56 * As at November 4, 2015

90 City of Port Coquitlam Water Utility

Operating Summary: Water Administration Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $(11,178,208) $(10,871,500) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) $(11,088,700) Penal es and ﬁ nes (98,841) (63,100) (63,100) (63,100) (63,100) (63,100) (63,100) Other revenue (1,225) ------Total Revenue $(11,278,274) $(10,934,600) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) $(11,151,800) Expenditure Summary Personnel $ - $ - $68,100 $69,500 $70,900 $72,300 $73,700 Contracted and other services 22 ------Total Expenditures $22 $ - $68,100 $69,500 $70,900 $72,300 $73,700 Internal charges (recoveries) 1,215,900 1,215,900 1,161,500 1,161,500 1,161,500 1,161,500 1,161,500 Net Opera ng Costs (Surplus) $(10,062,352) $(9,718,700) $(9,922,200) $(9,920,800) $(9,919,400) $(9,918,000) $(9,916,600) Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $(162.82) $(157.26) $(158.25) $(155.99) $(153.79) $(151.65) $(149.57)

Operating Summary: Water Utility Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $- $(18,700) $(18,700) $(18,700) $(18,700) $(18,700) $(18,700) Total Revenue $- $(18,700) $(18,700) $(18,700) $(18,700) $(18,700) $(18,700) Expenditure Summary Personnel $620,435 $651,100 $659,700 $672,900 $686,400 $700,100 $714,100 Contracted and other services 5,957,138 6,838,500 6,041,000 6,161,800 6,285,100 6,410,800 6,538,900 Materials and supplies 178,895 190,000 190,000 193,800 197,700 201,700 205,700 Telephone, u li es, rent 21,949 29,100 30,300 30,900 31,500 32,100 32,700 Total Expenditures $6,778,417 $7,708,700 $6,921,000 $7,059,400 $7,200,700 $7,344,700 $7,491,400 Internal charges (recoveries) 188,751 221,700 209,800 209,800 209,800 209,800 209,800 Net Opera ng Costs (Surplus) $6,967,168 $7,911,700 $7,112,100 $7,250,500 $7,391,800 $7,535,800 $7,682,500 Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $112.74 $128.02 $113.43 $114.00 $114.60 $115.23 $115.87

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2016-2020 Financial Plan 91 Kristen Meersman, P.Eng, MBA Director of Engineering & Public Works SEWER UTILITY 604.927.5453 [email protected]

Overview

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

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92 City of Port Coquitlam Sewer Utility

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sewer Administra on $(7,997,010) $(7,593,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) Total Revenue $(7,997,010) $(7,593,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Expenditure Summary Sewer Administra on $ - $ - $68,100 $69,500 $70,900 $72,300 $73,700 Sewer U lity 4,966,177 5,142,600 5,386,303 5,303,500 5,409,600 5,517,800 5,628,200 Sewer Projects 10,221 85,300 - - - - - Total Expenditures $4,976,398 $5,227,900 $5,454,403 $5,373,000 $5,480,500 $5,590,100 $5,701,900

Internal Charges Sewer Administra on $1,224,600 $1,224,600 $1,162,800 $1,162,800 $1,162,800 $1,162,800 $1,162,800 Sewer U lity 74,857 140,500 106,700 106,700 106,700 106,700 106,700 Total Internal Charges $1,299,457 $1,365,100 $1,269,500 $1,269,500 $1,269,500 $1,269,500 $1,269,500

Net Opera ng Costs $(1,721,155) $(1,000,400) $(1,132,497) $(1,213,900) $(1,106,400) $(996,800) $(885,000) (Surplus)

2016-2020 Financial Plan 93 Sewer Utility

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $(7,883,156) $(7,536,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) Permits and licences (45,441) ------Penal es and ﬁ nes (68,413) (56,800) (56,800) (56,800) (56,800) (56,800) (56,800) Total Revenue $(7,997,010) $(7,593,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Expenditure Summary Personnel $195,402 $263,200 $270,700 $276,100 $281,600 $287,200 $292,900 Contracted and other 4,653,194 4,811,700 5,077,403 4,988,500 5,088,300 5,190,100 5,293,900 services Materials and supplies 107,617 153,000 106,300 108,400 110,600 112,800 115,100 Telephone, u li es and 20,185 ------rent Total Expenditures $4,976,398 $5,227,900 $5,454,403 $5,373,000 $5,480,500 $5,590,100 $5,701,900

Internal charges (recoveries) 1,299,457 1,365,100 1,269,500 1,269,500 1,269,500 1,269,500 1,269,500 Net Opera ng Costs (Surplus) $(1,721,155) $(1,000,400) $(1,132,497) $(1,213,900) $(1,106,400) $(996,800) $(885,000)

Actual Budget Budget Budget Budget Budget Budget Outputs and Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $(27.85) $(16.19) $(18.06) $(19.09) $(17.15) $(15.24) $(13.35)

$ Change from Previous Year (104,097) Changes in net opera ng budget from 2015 to 2016 are primarily due to: % Change 10.41% $ change % change Property Tax Impact -0.18% Inﬂ a on $6,900 -0.69% Adustments to One- me Expenses 101,503 -10.15% from prior years Addi onal Revenue (mainly due to (263,000) 26.29% growth in new proper es) Change in Internal charges (10,300) 1.03% (recoveries) Miscellaneous Opera onal Budget 6,300 0.10% Adjustments Addi onal Opera ng Costs from 2,100 0.03% Prior Year Capital Interdepartmental transfers 52,400 -5.24%

$(104,097) 11.37%

94 City of Port Coquitlam Sewer Utility

Signiﬁ cant Impacts from 2015 Business Perspective/Environmental Scan

As a result of the Water and Sewer Preliminary Rate Review, This work area is impacted by: a number of expenses have been moved to more appropriate • Legisla ve requirements such as the Drinking Water areas with the intent of more accurately capturing the costs Protec on Act and Regional Liquid Waste Resource associated with Sewer U lity services. Management Plan. • Upda ng the City’s processes and procedures to meet The most signiﬁ cant budget impact is a salary transfer from industry best prac ces that guide maintenance of u lity Engineering & Public Works Admin of $68,100 (50% of infrastructure. Manager of U li es). There is a re-alloca on into the Sewer • Fluctua ons in workload due to the reac ve nature of U lity from Solid Waste for Soil Disposal ($52,500). Fleet CIA breaks and blockages of pipes and service connec ons. savings of $10,300 was realized in 2016. Adjustments were • Aging infrastructure is increasing pressure to maintain included in 2016 for increased costs to maintain prior years current service levels within exis ng resources. capital ($2,800). • There is increasing need for water conserva on due to extreme weather condi ons resul ng from climate change.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date Council: Organiza onal Development Improve Planning and Scheduling Processes for Sec on Manager CSP: Sustainable Future, Strategic Q4 Opera ons of U li es Service Delivery Revise U li es Emergency Response Plan to Sec on Manager CSP: Sustainable Future Q3 include system risk/ triggers and response of U li es CSP: Sustainable Future, Strategic Sec on Manager Par cipate in Na onal Benchmarking Q4 Service Delivery of U li es

Indicators and Measures

2010 2011 2012 2013 2014 2015 (YTD) * # of Connec ons with Sanitary Flooding/1000 n/a ** n/a ** 4.0 3.3 3.1 1.8 Service Connec ons Calls for Service: Sewer blockages 32 26 27 30 6 49 Plugged catchbasins 31 43 50 28 16 49 Flooding/urgent 13 9 18 6 3 52 Manhole lids missing 24 26 27 9 3 4 * As at November 4, 2015 ** Not collected at that me

2016-2020 Financial Plan 95 Sewer Utility

Operating Summary: Sewer Administration Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 U lity charges $(7,883,156) $(7,536,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) $(7,799,600) Permits and licences (45,441) ------Penal es and ﬁ nes (68,413) (56,800) (56,800) (56,800) (56,800) (56,800) (56,800) Total Revenue $(7,997,010) $(7,593,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400) $(7,856,400)

Expenditure Summary Personnel $- $- $68,100 $69,500 $70,900 $72,300 $73,700 Total Expenditures $- $- $68,100 $69,500 $70,900 $72,300 $73,700

Internal charges (recoveries) 1,224,600 1,224,600 1,162,800 1,162,800 1,162,800 1,162,800 1,162,800

Net Opera ng Costs (Surplus) $(6,772,410) $(6,368,800) $(6,625,500) $(6,624,100) $(6,622,700) $(6,621,300) $(6,619,900)

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $(109.59) $(103.06) $(105.67) $(104.15) $(102.68) $(101.24) $(99.85)

Operating Summary: Sewer Utility Actual Budget Budget Budget Budget Budget Budget Expenditure Summary 2015 2015 2016 2017 2018 2019 2020 Personnel $195,402 $263,200 $202,600 $206,700 $210,800 $215,000 $219,300 Contracted and other services 4,642,973 4,726,400 5,077,403 4,988,400 5,088,300 5,190,100 5,293,900 Materials and supplies 49,220 85,200 35,800 36,500 37,200 37,900 38,700 Telephone, u li es, rent 78,582 67,800 70,500 71,900 73,300 74,800 76,300 Total Expenditures $4,966,177 $5,142,600 $5,386,303 $5,303,500 $5,409,600 $5,517,800 $5,628,200

Internal charges (recoveries) 74,857 140,500 106,700 106,700 106,700 106,700 106,700

Net Opera ng Costs (Surplus) $5,041,034 $5,283,100 $5,493,003 $5,410,200 $5,516,300 $5,624,500 $5,734,900

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $81.57 $85.49 $87.61 $85.07 $85.52 $86.00 $86.50

96 City of Port Coquitlam Karen Grommada, CPA, CMA Director of Finance FINANCE 604.927.5305 [email protected]

Overview

The Finance Department provides fi nancial services to ci zens, City departments and City Council. The department also supports the other City departments with the safeguarding and administra on of the City’s $700 million of fi nancial and non-fi nancial assets and $90 million of annual opera ng costs. Key func ons performed by the department include corporate fi nancial planning, budge ng and repor ng, fi nancial policy development and implementa on, payroll services, processing accounts payable and receivable, management of investments and banking, levying and collec ng municipal taxes and u lity fees, risk management, oversight of City procurement, inventory and stores.

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2016-2020 Financial Plan 97 Finance

Actual Budget Budget Budget Budget Budget Budget 2015 2015 2016 2017 2018 2019 2020 Revenue Summary Sale of services $(25,666) $- $- $- $- $- $- Other revenue (306,854) (311,800) (317,700) (317,700) (317,700) (317,700) (317,700) Total Revenue $(332,520) $(311,800) $(317,700) $(317,700) $(317,700) $(317,700) $(317,700)

Expenditure Summary Personnel $2,087,491 $2,065,300 $2,171,600 $2,215,000 $2,259,300 $2,304,500 $2,350,600 Contracted and other 388,018 462,035 481,300 490,900 500,700 510,700 520,900 services Materials and supplies 128,693 161,800 166,300 169,600 173,000 176,500 180,000 Telephone, u li es, rent 64,809 80,000 80,000 81,600 83,200 84,900 86,600 Interest and bank 15,318 - 10,000 10,200 10,400 10,600 10,800 charges Insurance and claims 362,530 659,600 666,300 679,600 693,200 707,100 721,200 Total Expenditures $3,046,859 $3,428,735 $3,575,500 $3,646,900 $3,719,800 $3,794,300 $3,870,100 Internal charges (1,102,760) (1,096,900) (733,000) (733,000) (733,000) (733,000) (733,000) (recoveries)

Net Opera ng Costs $1,611,579 $2,020,035 $2,524,800 $2,596,200 $2,669,100 $2,743,600 $2,819,400

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $26.08 $32.69 $40.27 $40.82 $41.38 $41.95 $42.52

$ Change from Previous Year 504,765 % Change 24.99% $ $ Property Tax Impact 0.86% !$ $ Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change % change Inﬂ a on $9,500 0.47% $ Labour increase 79,300 3.93% Change in Internal charges (recoveries) 363,900 18.01% Accoun ng Revenue reduc on 24,100 1.19% Posi on upgrade 19,200 0.95% Miscellaneous 8,765 0.43% 3.73% of Total $504,765 24.98% City Net Budget

98 City of Port Coquitlam Finance

Signifi cant Impacts from 2015 • Increased demand for developing new processes and repor ng tools which will help provide departments Signifi cant budget impacts include a reduc on in the internal with be er access to mely fi nancial informa on charge recovery for services provided to Water, Sewer and Solid and analysis. This will help facilitate be er strategic Waste U li es by the Finance Department. These recoveries decisions. have been distributed to other departments to be er refl ect their • A number of re rements in the department have services. provided opportuni es for new ideas and process A one- me decision package was included in 2015 for Adver sing/ changes, while at the same me presen ng challenges Sales ($33,000) which was not included in 2016. Revenue around knowledge reten on and training new staff up to reduc ons in Accoun ng and a Posi on upgrade were adjusted in full capacity. 2016. There were also minor infl a on increases. • Con nual process changes and improvements within the City rely heavily on the exper se and resources of the Business Perspective/Environmental Scan Finance Department. • Development and support of the Port Coquitlam • The ongoing implementa on of the Agresso Financial Community Founda on and its ini a ves have required System is changing the way we do business. This an increased amount of resources from the Department. includes the automa on of processes and electronic payments. Change management is required for staff , internal and external customers.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Con nue to develop and support Council: Organiza onal Director of Finance; Director Ongoing enhanced ﬁ nancial func ons within the Development of Corporate Support; Finance Enterprise Resource Planning system CSP: Strategic Service Delivery, Managers (Agresso) Sustainable Future Provide ﬁ nancing op ons and analysis for Council: Recrea on Centre Director of Finance Q1-Q4 the Community Recrea on Complex Support the Budget and Infrastructure Council: Infrastructure CSP: Director of Finance; Manager of Q4 Commi ee in improving the budget and Sustainable Future Financial Systems & Processes capital planning processes Implementa on of Purchasing Con nuous Council: Organiza onal Director of Finance; Purchasing Q1-Q4 Improvement Assessment (CIA) Development Manager Recommenda ons CSP: Strategic Service Delivery & Sustainable Future Partner with Communica ons to promote CSP: Strategic Service Delivery, Manager of Revenue & Q2 the use of tax and u lity e-billing Sustainable Future Collec ons; Manager of Communica ons More workplan highlights on next page

2016-2020 Financial Plan 99 Finance

Workplan Highlights – 2016 Deliverables (continued)

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Implement Payroll, Timesheet, and Council: Organiza onal Manager of Financial Systems & Go live Employee Self Service modules for the Development Processes; Assistant Manager of January Enterprise Resource Planning system CSP: Strategic Service Delivery, Payroll 2016 upgrade (Agresso) Sustainable Future Meet applica on requirements for the CSP: Strategic Service Delivery Manager of Accoun ng Services; Q2 2015 Financial Repor ng and 2016 Manager of Financial Systems & Dis nguished Budget Presenta on Awards Processes Con nue involvement in regional CSP: Strategic Service Delivery Director of Finance, Manager of Ongoing commi ees including Regional Finance Revenue & Collec ons, Manager Advisory Commi ee (RFAC), Collectors of Purchasing Forum, Lower Mainland Investment Commi ee, Regional Purchasing Groups

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* Current year taxes outstanding at 1.94% 2.05% 1.70% 1.40% 1.70% December 31 Number of insurance claims 14911912 (lawyer assigned) Number of incidents 38 40 45 45 19 (adjuster/ examiner assigned) % of folios claiming electronic Home 42% 44% 46% 48% 51% Owner Grant Number of invoices processed 11,612 11,686 11,531 12,688 10,117 # of special cheques issued as .40% .39% .46% .42 .28% percentage of total payments Number of tenders, requisi ons, quota ons & request for proposal 37 43 45 60 37 calls processed by Purchasing $ of purchasing card transac ons as 1.76% 1.81% 2.16% 2.27% 2.24% percentage of total purchases * As of October 31, 2015

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

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

Overview

Our focus is to provide safe, eﬃ cient and prompt service to all ci zens in Port Coquitlam as well as those travelling through or visi ng our city. This commitment is captured in our Mission Statement (as stated in our newly adopted 2012 Opera ons Review): “Port Coquitlam Fire & Emergency Services is commi ed to providing the best service to our community through the preserva on of life, property, and the environment by providing excellence in response, preven on, educa on and training.” Fire & Emergency Services is comprised of four divisions: • Administra on • Protec ve Services & Public Educa on • Fire Opera ons (including Training) • Emergency Programs

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2016-2020 Financial Plan 101 Fire & Emergency Services

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Administra on $(23,732) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600) Emergency Programs (2,625) ------Fire Opera ons (14,760) ------Fire Protec ve Services (25,909) (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) Total Revenue $(67,026) $(21,600) $(21,600) $(21,600) $(21,600) $(21,600) $(21,600)

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

Internal Charges Fire Opera ons 1,314 ------

Net Opera ng Costs $9,978,613 $10,223,800 $10,712,350 $10,886,500 $11,104,700 $11,327,200 $11,554,200 (Surplus)

15.81% of Total City Net Budget

102 City of Port Coquitlam Fire & Emergency Services

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(9,550) $ - $ - $ - $ - $ - $ - Other revenue (57,476) (21,600) (21,600) (21,600) (21,600) (21,600) (21,600) Total Revenue $(67,026) $(21,600) $(21,600) $(21,600) $(21,600) $(21,600) $(21,600)

Expenditure Summary Personnel $9,370,548 $9,537,100 $10,006,600 $10,206,700 $10,410,800 $10,619,000 $10,831,400 Contracted and other 302,630 306,600 349,450 316,000 322,400 328,800 335,400 services Materials and supplies 313,029 357,200 330,100 336,700 343,400 350,300 357,300 Telephone, u li es, rent 29,006 17,400 20,400 20,800 21,200 21,600 22,000 Insurance and claims 29,114 27,100 27,400 27,900 28,500 29,100 29,700 Total Expenditures $10,044,327 $10,245,400 $10,733,950 $10,908,100 $11,126,300 $11,348,800 $11,575,800

Internal charges (recoveries) 1,314 ------Net Opera ng Costs (Surplus) $9,978,615 $10,223,800 $10,712,350 $10,886,500 $11,104,700 $11,327,200 $11,554,200

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $161.47 $165.43 $170.85 $171.17 $172.17 $173.20 $174.27

$ Change from Previous Year 488,550 Changes in net opera ng budget from 2015 to 2016 are primarily due to: % Change 4.78% $ change % change Property Tax Impact 0.84% Inﬂ a on $19,800 0.19% Labour Increases 455,900 4.46% Adustments to One- me Expenses from 12,850 0.13% 2015 $488,550 4.78%

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2016-2020 Financial Plan 103 Fire & Emergency Services

Signifi cant Impacts from 2015 • Preparedness Ini a ves – some of these include working alongside our business community so they The most signifi cant budget impact is from the execu on are self-sustainable, training staff in rapid damage of the IAFF Collec ve Agreement. The signing of the 2012- assessments, and ensuring city staff are trained in 2020 IAFF Collec ve Agreement has been recognized in the emergency response protocols. department’s budget causing signifi cant budgeted labour • Increased fi nancial pressure of the falling Canadian increases. A one- me project budget (Mobile Inspec on Dollar (most fi re equipment/materials are in USD). equipment purchase) was included in 2015 ($26,900) which • Training – increasing call volume impacts to regularly does not appear in 2016. scheduled training – inability to keep up with mandatory training. Business Perspective/Environmental Scan

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

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Comple on Strategic Plan (CSP) Responsible Date and Council Priori es Con nued work to develop business Emergency Program CSP: Sustainable Future Q4 con nuity and sustainability plan Offi cer Review fi re training model to ensure ongoing Council: Organiza onal Deputy Chief; Assistant effi ciencies. Development Chief Training & Q4 CSP: Sustainable Future Development Work with Customer Service CIA to develop Council: Organiza onal Deputy Chief Protec ve Q3 and ensure effi ciencies in customer service Development Services; Fire Chief Con nued work to address medical response concerns and the drain on departmental CSP: Sustainable Future Fire Chief Q2 resources

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* # Students – Fire Preven on Week 4,533 5,573 4,494 4,697 0** # Residents – Hot Summer Nights 305 916 505 465 341 # Incidents 3,179 3,346 3,478 3,642 2,984 # Fires – structure 61 57 55 65 73 # Medical calls 1,882 1,915 1,956 2,056 1,612 Total ﬁ re calls 115 179 154 137 201 # Fireworks permits 60 56 41 53 0** % Compliance for inspec on program 48% 53% 51% 59% 62% Average suppression turnout me (dispatch 1:43 1:26 1:28 sec1:26 1:31 to apparatus enroute in min/sec) Average suppression travel me (from ﬁ re 5 :35 5:38 4:54 4:17 4:20 sta on to scene in min/sec) * As of September 30, 2015

104 City of Port Coquitlam Fire & Emergency Services ADMINISTRATION

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Other revenue $(23,732) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600) Total Revenue $(23,732) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600) $(13,600)

Expenditure Summary Personnel $510,606 $470,000 $489,100 $498,900 $508,900 $519,100 $529,500 Contracted and other 16,342 7,700 24,000 24,500 25,000 25,500 26,000 services Materials and supplies 10,892 7,000 11,700 11,900 12,100 12,300 12,500 Telephone, u li es and 310 ------rent Total Expenditures $538,150 $484,700 $524,800 $535,300 $546,000 $556,900 $568,000

Net Opera ng Costs $514,418 $471,100 $511,200 $521,700 $532,400 $543,300 $554,400

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $8.32 $7.62 $8.15 $8.20 $8.25 $8.31 $8.36

2016-2020 Financial Plan 105 Fire & Emergency Services EMERGENCY PROGRAMS

Expenditure Summary Personnel $17,945 $15,800 $16,800 $17,100 $17,400 $17,700 $18,100 Contracted and other 11,815 7,600 15,600 8,900 9,000 9,200 9,300 services Materials and supplies 21,757 50,700 33,700 34,400 35,100 35,800 36,500 Telephone, u li es and 1,707 2,600 2,600 2,700 2,800 2,900 3,000 rent Total Expenditures $53,224 $76,700 $68,700 $63,100 $64,300 $65,600 $66,900

Net Opera ng Costs $50,599 $76,700 $68,700 $63,100 $64,300 $65,600 $66,900

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $0.82 $1.24 $1.10 $0.99 $1.00 $1.00 $1.01

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106 City of Port Coquitlam Fire & Emergency Services FIRE OPERATIONS

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(8,550) $ - $ - $ - $ - $ - $ - Other revenue (6,210) ------Total Revenue $(14,760) $ - $ - $ - $ - $ - $ -

Expenditure Summary Personnel $8,213,845 $8,454,900 $8,881,600 $9,059,100 $9,240,100 $9,425,200 $9,613,700 Contracted and other 262,351 283,300 289,200 274,700 280,400 285,800 291,600 services Materials and supplies 222,161 207,200 194,300 198,200 202,200 206,200 210,300 Telephone, u li es and 65,304 62,100 60,000 61,200 62,400 63,600 64,900 rent Insurance and claims 29,114 27,100 27,400 27,900 28,500 29,100 29,700 Total Expenditures $8,792,775 $9,034,600 $9,452,500 $9,621,100 $9,813,600 $10,009,900 $10,210,200

Internal charges 1,314 ------(recoveries)

Net Opera ng Costs $8,779,329 $9,034,600 $9,452,500 $9,621,100 $9,813,600 $10,009,900 $10,210,200

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $142.06 $146.19 $150.76 $151.28 $152.15 $153.06 $154.00

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2016-2020 Financial Plan 107 Fire & Emergency Services FIRE PROTECTIVE SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(1,000) $ - $ - $ - $ - $ - $ - Other revenue (24,909) (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) Total Revenue $(25,909) $(8,000) $(8,000) $(8,000) $(8,000) $(8,000) $(8,000)

Expenditure Summary Personnel $628,152 $596,400 $619,100 $631,400 $644,100 $656,900 $670,100 Contracted and other 12,123 8,000 20,650 8,000 8,100 8,300 8,400 services Materials and supplies 19,904 45,000 48,200 49,200 50,200 51,200 52,200 Total Expenditures $660,179 $649,400 $687,950 $688,600 $702,400 $716,400 $730,700

Net Opera ng Costs $634,270 $641,400 $679,950 $680,600 $694,400 $708,400 $722,700

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $10.26 $10.38 $10.84 $10.70 $10.77 $10.83 $10.90

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

Overview

The Human Resources Department serves both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour rela ons, occupa onal health and safety, staﬀ training and development, beneﬁ t administra on, wage and salary administra on and many other areas that involve exis ng and prospec ve City employees. Human Resources is a strategic partner at the senior management table responsible for championing City ini a ves that build on a posi ve and engaging organiza onal culture. By having a posi ve culture, employees are in the best posi on to provide excellent support and service to our ci zens and the business community.

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

1.38% of Total City Net Budget

2016-2020 Financial Plan 109 Human Resources

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Other revenue $(1,514) $- $- $- $- $- $- Total Revenue $(1,514) $- $- $- $- $- $-

Expenditure Summary Personnel $712,383 $756,500 $800,600 $816,600 $832,900 $849,600 $866,600 Contracted and other 127,098 127,700 130,300 132,900 135,600 138,300 141,100 services Materials and supplies 9,247 2,000 2,000 2,000 2,000 2,000 2,000 Telephone, u li es, rent 1,949 2,000 2,000 2,000 2,000 2,000 2,000 Total Expenditures $850,677 $888,200 $934,900 $953,500 $972,500 $991,900 $1,011,700

Net Opera ng Costs $849,163 $888,200 $934,900 $953,500 $972,500 $991,900 $1,011,700

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $13.74 $14.37 $14.91 $14.99 $15.08 $15.17 $15.26

$ Change from Previous Year 46,700 % Change 5.26% Property Tax Impact 0.08% " " Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change % change " Inﬂ a on of Contracted and other $2,600 0.29% services Labour increases 27,900 3.14% Posi on upgrade 16,200 1.82% $46,700 5.25%

110 City of Port Coquitlam Human Resources

Signifi cant Impacts from 2015 • The City is undergoing cultural changes with varying levels of employee acceptance. The most signifi cant budget impact is the posi on upgrade • The employer has been unable to infl uence IAFF wage of one HR Advisor of $16,200. There are also infl a on increases and the union has been very successful in increases. pa ern bargaining; some off sets were achieved in last round of bargaining with IAFF. Business Perspective/Environmental Scan • In order to maintain a compe ve edge, non-monetary benefi ts need to be considered. The marketplace • The City con nues to a ract top talent and has been is changing in that employees are seeking greater able to fi ll posi ons with qualifi ed and competent fl exibility in their work. Core business hours and candidates with the excep on being some hard to fi ll alterna ve worksite arrangements are examples of engineering posi ons. opportuni es to increase employee reten on and • The City is less reliant on sector and regional labour a rac on. force. This is providing a wider talent pool to draw from. • The employer’s ability to create greater fl exibility within the work force is encumbered by the CUPE Collec ve Agreement.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Responsible Comple on Council Priori es Date Council: Organiza onal Director of Human Implement Human Resources module of Agresso Q1 Development Resources Complete Con nuous Improvement Assessment – Council: Organiza onal Human Resources Advisor Q1 Customer Service in Inspec on and Compliance Development CSP: Community Well- Director of Human Develop a Living Wage implementa on plan Q2 being Resources Council: Organiza onal Human Resources Implement Applicant Tracking So ware Q2 Development Assistant Pilot unionized supervisor performance Council: Organiza onal Human Resources Advisor Q2 management program Development Coordinate the update of key class specifi ca ons to Council: Organiza onal Human Resources Advisor Q2 refl ect required knowledge, skills, and abili es Development Director of Human Council: Organiza onal Conclude Collec ve Bargaining with CUPE Resources; Chief Q2 Development Administra ve Offi cer Conduct Con nuous Improvement Assessment – Council: Organiza onal Human Resources Advisor Q3 Business License Process Development Council: Organiza onal Director of Human Establish BCIT Leadership – Cohort #2 Q3 Development Resources Council: Organiza onal Director of Human Distribute employee engagement survey Q4 Development Resources

2016-2020 Financial Plan 111 Human Resources

Indicators and Measures

Indicator/Measure 2011 2012 2013 2014 2015 YTD* # Pos ngs 76 100 82 75 72 # Interviews conducted 126 170 209 144 282 # External hires 42 65 45 56 59 # Internal appointments 40 67 55 33 43 # Grievances ﬁ led 20 11 5 13 14 # Grievances resolved 7 28 3 7 11 # Correc ve ac ons 7 13121113 # Workplace incidents inves gated 17 30 27 18 24 # WorkSafeBC me loss claims 16 30 13 7 16 Time loss workplace injury (days lost) - 684 659 412 379 # No me loss workplace injury incidents 91 90 78 58 72 WorkSafe assessment per $100 of payroll $2.13 $1.61 $1.49 $1.77 $1.95 Experience Ra ng Assessment (WorkSafe BC) 26.8% 13.4% -1.8% 5.9% 2.7%

* As of October 31, 2015

112 City of Port Coquitlam Lori Bowie Director of Recreation RECREATION Phone: 604.927.7907 Email: [email protected]

COMMUNITY SERVICES | FACILITY SERVICES | RECREATION

Overview

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

2016-2020 Financial Plan 113 Recreation

Operating Summary by Division

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Community Services $(15,182) $(14,500) $(12,500) $(12,500) $(12,500) $(12,500) $(12,500) Facility Services (19,200) (6,000) (6,000) (6,000) (6,000) (6,000) (6,000) Recrea on (3,264,593) (3,454,600) (3,524,800) (3,524,800) (3,524,800) (3,524,800) (3,524,800) Total Revenue $(3,298,975) $(3,475,100) $(3,543,300) $(3,543,300) $(3,543,300) $(3,543,300) $(3,543,300)

Expenditure Summary Community Services $826,427 $772,400 $687,700 $701,500 $715,500 $729,900 $744,600 Facility Services 882,579 1,238,170 1,109,332 988,300 1,008,000 1,028,200 1,048,700 Recrea on 10,100,118 10,403,100 10,914,570 11,011,300 11,231,600 11,456,100 11,685,300 Recrea on Projects 196,806 545,030 249,315 - - - - Total Expenditures $12,005,930 $12,958,700 $12,960,918 $12,701,100 $12,955,100 $13,214,200 $13,478,600

Internal Charges Community Services $ - $3,900 $4,100 $4,100 $4,100 $4,100 $4,100 Facility Services 11,686 10,900 (70,900) (70,900) (70,900) (70,900) (70,900) Recrea on 9,852 68,400 53,800 53,800 53,800 53,800 53,800 Total Internal Charges $21,538 $83,200 $(13,000) ($13,000) $(13,000) $(13,000) $(13,000)

Net Opera ng Costs $8,728,493 $9,566,800 $9,404,618 $9,142,800 $9,396,800 $9,655,900 $9,920,300 (Surplus)

13.88% of Total City Net Budget

114 City of Port Coquitlam Recreation

Operating Summary by Type

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Taxa on and other $145 $ - $ - $ - $ - $ - $ - levies Sale of services (3,169,666) (3,355,800) (3,362,800) (3,362,800) (3,362,800) (3,362,800) (3,362,800) Contribu ons (164,643) (171,500) (80,100) (80,100) (80,100) (80,100) (80,100) Other revenue (64,173) (43,100) (102,400) (102,400) (102,400) (102,400) (102,400) Total Revenue $(3,398,336) $(3,570,400) $(3,545,300) $(3,545,300) $(3,545,300) $(3,545,300) $(3,545,300)

Expenditure Summary Personnel $7,188,452 $7,344,500 $7,346,820 $7,461,800 $7,611,000 $7,763,200 $7,918,500 Contracted and other 3,217,137 4,193,900 3,851,498 3,439,400 3,508,200 3,578,400 3,650,000 services Materials and supplies 1,238,579 1,201,200 1,341,000 1,367,800 1,395,200 1,423,100 1,451,600 Telephone, u li es, rent 216,634 180,000 221,900 226,300 230,800 235,400 240,100 Interest/bank charges 122,115 14,400 18,700 19,100 19,500 19,900 20,300 Insurance and claims 1,953 ------Grants and ﬁ nancial 120,098 120,000 183,000 186,700 190,400 194,200 198,100 assistance Total Expenditures $12,104,968 $13,054,000 $12,962,918 $12,701,100 $12,955,100 $13,214,200 $13,478,600

Internal charges (recoveries) 21,861 83,200 (13,000) (13,000) (13,000) (13,000) (13,000) Net Opera ng Costs (Surplus) $8,728,493 $9,566,800 $9,404,618 $9,142,800 $9,396,800 $9,655,900 $9,920,300

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per capita $141.24 $154.80 $149.99 $143.75 $145.69 $147.64 $149.63

$ Change from Previous Year (162,182) Changes in net opera ng budget from 2015 to 2016 are primarily due to: % Change -1.70% $ change % change Property Tax Impact -0.28% Inﬂ a on $85,800 0.90% Labour Increases 140,400 1.47% * One-Time Projects for 2016 248,500 2.60% PoCo Grand Prix - Bike Race 85,000 0.89% &* Recrea on Grant Funding Reduc ons 8,600 0.09% Adustments to One- me Expenses #* (497,282) -5.20% from prior years "* Elimina on of vacant Recrea on posi on due to department (138,700) -1.45% restructuring Adjustments to Internal Recoveries (94,500) -0.99% between Departments $(162,182) -1.70% $%&* !'&*

2016-2020 Financial Plan 115 Recreation COMMUNITY SERVICES

Division Focus

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

Signiﬁ cant Impacts from 2015

The most signiﬁ cant budget impact is from a senior management re rement and restructuring of Parks and Recrea on Divisions ($25,500) and inﬂ a on increases.

116 City of Port Coquitlam Recreation COMMUNITY SERVICES

Business Perspective/Environmental Scan

• The 2014 Na onal Recrea on Agenda emphasized the • Research evidence clearly links the physical and need for recrea on departments to priori ze ac ve social health benefi ts of par cipa on in community living, inclusion and accessibility, connec on to nature, recrea on programs and services with reduced risk natural areas and parks, suppor ve environments that factors for vulnerable individuals and families, increased foster social connectedness, and to grow and sustain community engagement and cohesion, and a sense of the capacity of the recrea on sector. belonging and community pride. • There is increasing value in establishing and maintaining • Recrea on departments are adap ng to: the needs of strong community partnerships with mul ple sectors aging popula ons and specifi cally the unique needs and including educa on, health, sport and community interests of today’s ‘young’ seniors; increasingly busy serving agencies, to collec vely enhance quality of life and sedentary urban lifestyles; eff ec vely engage and and build healthy communi es. empower youth; support early childhood development; • Community fes vals, performing arts, and cultural address aging infrastructure; and manage transi ons in events are increasingly capturing the public interest, key roles as the work force ages. making arts and cultural programming an increasingly • Ongoing implementa on of Ac veNet registra on important community engagement focus within system has changed the way business is done. New recrea on service delivery. processes and staff training are being developed • As urban communi es become increasingly diverse, to: fully u lize the so ware and to ensure accurate recrea on services/facili es must be responsive to transac ons between Ac veNet and Agresso. a broader range of emerging needs and interests. • Suppor ng the redevelopment of the Port Coquitlam Ensuring a welcoming environment, addressing Recrea on Complex will con nue to be a priority and a language, cultural and fi nancial barriers, and building main area of focus for the Director. rela onships with mul ple community groups and members are service delivery priori es.

2016-2020 Financial Plan 117 Recreation COMMUNITY SERVICES

Workplan Highlights – 2015 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Council Responsible Comple on Priori es Date Council: Organiza onal Support the redevelopment of the Port Development Director of Recrea on Ongoing Coquitlam Recrea on Complex CSP: Sense of Community, Strategic Service Delivery Organize and deliver the PoCo Grand Prix Director of Recrea on; cycling event in collabora on with the Council: Customer Service Area Managers; Event Q1 & Q2 Event Advisory Commi ee and community CSP: Sense of Community Advisory Commi ee partners. 2015 senior management re rements Director of Recrea on; Council: Organiza onal provide an opportunity to assess the Area Recrea on Development Ongoing current structure and implement revised Managers; Manager of CSP: Strategic Service Delivery management por olios. Facility Services Council: Organiza onal Complete the Cultural Policy and Plan Development Director of Recrea on; update and begin to implement iden ﬁ ed Q1 & Q2 CSP: Sustainable Future, Area Recrea on Manager strategies. Strategic Service Delivery Council: Organiza onal Con nued implementa on of the ini a ve Development Area Recrea on Managers Ongoing to build customer service staﬀ capacity. CSP: Strategic Service Delivery Research and implement new technology/ so ware such as addi onal modules of Ac veNet, using iPads for the sale/renewal Council: Customer Service of memberships, online registra on and Area Recrea on Manager Q3 CSP: Strategic Service Delivery a endance monitoring, and online booking park and facility ameni es (picnic shelters, courts, etc). Director of Recrea on; Council: Sustainable Future Support the Healthy Community Commi ee Area Recrea on CSP: Strategic Service Delivery, Ongoing of Council Managers; Manager of Sense of Community Facility Services

Indicators and Measures

Indicator/Measure 2012 2013 2014 2015 (YTD)* Financial Assistance Program: 463 / 475 / 493 / $27,075.88 477 / $24,070.96 Applica ons/total subsidy provided $24,668 $30,000 Self-Help Matching Grant Program: $20,000 / $20,000 / $26,423 / $30,000 / Money awarded / community value $97,997 $69,012 $63,987 $456,000** # of Rental Permits 2,122 2,102 2,369*** 1,900

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

118 City of Port Coquitlam Recreation COMMUNITY SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(13,568) $(14,000) $(12,500) $(12,500) $(12,500) $(12,500) $(12,500) Other revenue (1,614) (500) - - - - - Total Revenue $(15,182) $(14,500) $(12,500) $(12,500) $(12,500) $(12,500) $(12,500)

Expenditure Summary Personnel $727,215 $630,400 $543,200 $554,100 $565,100 $576,400 $588,000 Contracted and other 58,360 46,800 46,800 47,700 48,700 49,700 50,700 services Materials and supplies 28,218 75,900 75,900 77,400 78,900 80,500 82,100 Telephone, u li es and 3,393 4,900 3,100 3,200 3,300 3,400 3,500 rent Interest and bank 6,844 14,400 18,700 19,100 19,500 19,900 20,300 charges Grants and ﬁ nancial 2,397 ------assistance Total Expenditures $826,427 $772,400 $687,700 $701,500 $715,500 $729,900 $744,600

Internal charges - 3,900 4,100 4,100 4,100 4,100 4,100 (recoveries)

Net Opera ng Costs $811,245 $761,800 $679,300 $693,100 $707,100 $721,500 $736,200

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $13.13 $12.33 $10.83 $10.90 $10.96 $11.03 $11.10

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2016-2020 Financial Plan 119 Recreation FACILITY SERVICES

Division Focus

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

Signiﬁ cant Impacts from 2015

The most signifi cant budget impacts include one- me projects included in 2015 which will not occur in 2016. These projects, funded from reserve, included the Fraser Health building demoli on ($200,000) and Asbestos Management program ($46,700). There are also infl a on increases. ! Business Perspective/Environmental Scan • As facility infrastructure ages, life cycle maintenance ac vi es become more prominent. This will require propor onally more a en on and resources. • Aging facili es also are triggering a larger number of urgent facility maintenance requests. • The upward pressure of electricity and natural gas prices are increasing the importance of the City’s energy conserva on and building performance. • Increasing challenges related to technology advances and building systems becoming increasingly complex. The division’s focus is to off set this by increased staff training from manufacturers to compliment staff ’s skills.

120 City of Port Coquitlam Recreation FACILITY SERVICES

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Posi on(s) Es mated Strategic Plan (CSP) and Council Responsible Comple on Priori es Date Council: Infrastructure To provide technical support as needed for the Port CSP: Sustainable Future and Facility Services Ongoing Coquitlam Recrea on Complex Expansion project. Strategic Service Delivery To create an energy management payback summary Council: Infrastructure refl ec ng energy savings and budget reduc ons to CSP: Sustainable Future and Facility Services Q2 support future key energy ini a ves. Strategic Service Delivery To standardize the facility service requests process to Council: Customer Service improve service levels on demand maintenance from CSP: Sustainable Future and Facility Services Q3 internal customers. Strategic Service Delivery Council: Infrastructure Complete the Asbestos Management Program CSP: Sustainable Future and Facility Services Q2 updates. Strategic Service Delivery Perform a review of the exis ng janitorial contract Council: Customer Service Facility Services; for effi ciencies and service delivery. Including CSP: Sustainable Future and Q2-Q3 Recrea on Division analysis a staff delivery model. Strategic Service Delivery Review external Facility service providers (i.e., HVAC, Council: Customer Service Plumbing, etc.) and develop standing order service CSP: Sustainable Future and Facility Services Q4 contracts with mul ple vendors. Strategic Service Delivery Council: Infrastructure Annual updates to the Strategic Energy Management CSP: Sustainable Future and Facility Services Ongoing Plan (as part of partnership with BC Hydro). Strategic Service Delivery Expand the role of the Energy Ac on Team from workplace energy conserva on ac vi es and Council: Infrastructure educa on to also include Green and Recycling CSP: Sustainable Future, Facility Services Q2 ini a ves. New group name GREAT (Green Recycling Strategic Service Delivery Energy Ac on Team)

Indicators and Measures

Indicator/Measure 2013 2014 2015 YTD* Electricity savings (%) ** 5.58 4.85 8.64 Natural gas savings (%) ** 7.18 1.10 1.45 Energy grants ($) 99,643 112,080 96,683 Completed energy projects (kWh) 153,000 436,000 90,000 Preventa ve maintenance work orders 3,168 2,695 2,083 Facility service requests 179 212 179 Building capital value (M $) 71.0 72.3 73.8 Building capital projects (M $) 2.3 2.7 2.2 Number of building capital projects n/a 48 53 *As of October 31, 2015 ** Energy comparison to baseline year 2007

2016-2020 Financial Plan 121 Recreation FACILITY SERVICES

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(19,200) $(6,000) $(6,000) $(6,000) $(6,000) $(6,000) $(6,000) Total Revenue $(19,200) $(6,000) $(6,000) $(6,000) $(6,000) $(6,000) $(6,000)

Expenditure Summary Personnel $208,270 $236,300 $223,720 $196,200 $200,000 $204,000 $208,100 Contracted and other 502,547 795,270 650,812 552,600 563,700 575,000 586,400 services Materials and supplies 16,675 20,600 19,300 19,700 20,100 20,500 20,900 Telephone, u li es and 155,087 186,000 215,500 219,800 224,200 228,700 233,300 rent Total Expenditures $882,579 $1,238,170 $1,109,332 $988,300 $1,008,000 $1,028,200 $1,048,700

Internal charges 11,686 10,900 (70,900) (70,900) (70,900) (70,900) (70,900) (recoveries)

Net Opera ng Costs $875,065 $1,243,070 $1,032,432 $911,400 $931,100 $951,300 $971,800

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $14.16 $20.11 $16.47 $14.33 $14.44 $14.55 $14.66

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122 City of Port Coquitlam Recreation RECREATION

Division Focus

The Recrea on Services Division is comprised of the following func on areas: • Children • Health and Wellness • Youth • Aqua cs • Adult and Senior • Community and Civic Services Events • Arts and Cultural • Volunteer Services • Special Popula ons • Customer Service • Ac ve Living and Sport • Maintenance

In addi on, this division acts as a liaison and provides support Centennial Pool, Robert Hope Pool, Routley Wading Pool to the Port Coquitlam Heritage and Cultural Society, the and Sun Valley Wading Pool/Spray Park, RailSide Youth Park Wilson Centre Seniors Advisory Board, Terry Fox Library, Port and the Bike Skills Park. The division is also responsible for Coquitlam Sports Alliance Society, Friends of Leigh Square coordina ng the scheduled use of rooms, arenas, pools, Society, local minor sport associa ons and a number of other outdoor lacrosse boxes, picnic shelters, parks, sport ﬁ elds and non-proﬁ t organiza ons including the Haney Farmer’s Market ball diamonds and overseeing admissions, memberships and Society. The division also provides support to community visit passes to all City-owned recrea on facili es. event task forces, the Spirit Commi ee and coopera ve With the growing concern around public inac vity, the ini a ves with Fraser Health Authority, School District 43, division con nues to invest in promo ng and providing Ministry of Children and Families and other social service opportuni es for ac ve lifestyles. The division also recognizes organiza ons. the important role that fes vals and special events, volunteer The Recrea on Services Division is responsible for the day-to- opportuni es, and neighborhoods play in overall community day opera on and programming of public recrea on facili es health and wellness. The division con nues to work with the including Hyde Creek Recrea on Centre, Port Coquitlam community to iden fy and remove barriers to par cipa on, Recrea on Complex, Leigh Square Community Arts Village, with a focus on inclusion of vulnerable popula ons.

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2016-2020 Financial Plan 123 Recreation RECREATION

Signifi cant Impacts from 2015 • There is con nued focus within the recrea on sector on the value of neighborhood connec vity and gathering The most signifi cant budget impacts include one- me to celebrate and engage in worthwhile community projects included in 2015 which will not occur in 2016. ini a ves and short dura on projects. These projects, funded from reserve, included fi tness and • Mental health, addic on and homelessness issues concession equipment replacement and facility upgrades and contribute to an increase in nusance behaviors, safety technical equipment ($277,500). and security issues within City facili es. The Fraser Valley Library Contract increased by $44,200 over • Volunteer involvement is shi ing to more interest 2015. Grant revenue was adjusted downwards by $8,600 for in short dura on commitments, making it more of a 2016. There were also infl a on increases. challenge to recruit volunteers for event task forces, advisory boards and community sport leadership posi ons. Business Perspective/Environmental Scan • Internal and external communica ons must adapt • There is a growing demand for fl exible program op ons, to advances in technology. Ie. Staff scheduling and specialized classes and personal training sessions for customer no fi ca ons. individuals and teams. This requires a greater focus on • Aging workforce has resulted in the need for succession enhancing the customer experience through service planning to ensure knowledge transfer on ice plant effi ciencies and increased responsiveness to customer repair, pool maintenance and overall facility upkeep. sugges ons/requests. • There is increased emphasis on evidenced based • Child/youth inac vity and obesity con nues to decisions. Development of sta s cal metrics, meaningful increase contribu ng to the overall popula on trend qualita ve indicators and fi nancial analysis for the of decreasing par cipa on in physical ac vity, sport planning within the recrea on sector is required. and ac ve recrea onal pursuits which results in decling community health status and increased demand on the medical system.

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date To support the City’s ini a ve of planning the Council: Infrastructure Area Recrea on redevelopment of the Port Coquitlam Recrea on CSP: Sense of Community, Strategic Ongoing Managers Complex Service Delivery, Sustainable Future To coordinate and deliver the annual PoCo Council: Customer Service Grand Prix bike race in collabora on with the Area Recrea on CSP: Community Well-being, Q1-Q2 event advisory commi ee and community Manager Sustainable Future, Sense of Community partners Council: Organiza onal Development To implement iden ﬁ ed strategies in year one of Area Recrea on CSP: Sustainable Future, Strategic Q1-Q2 the Cultural Policy and Plan update Manager Service Delivery Council: Organiza onal Development To review the model for planning and delivering Area Recrea on CSP: Sustainable Future, Strategic Q3 community and special events Manager Service Delivery, Sense of Community More workplan highlights on next page

124 City of Port Coquitlam Recreation RECREATION

Workplan Highlights – 2016 Deliverables (continued)

Key Goal Alignment to Corporate Strategic Plan Posi on(s) Es mated (CSP) and Council Priori es Responsible Comple on Date To establish recrea on programming criteria that will ensure evidence-based and community Council: Organiza onal Development impact-focused decision making when responding Director of CSP: Sustainable Future, Strategic Q2 to requests for new programs and when adding Recrea on Service Delivery, Sense of Community addi onal programs to accommodate waitlisted patrons, etc To con nue to work with customer service staﬀ Council: Customer Service Area Recrea on to build capacity, improve customer service and Ongoing CSP: Sense of Community Manager develop a posi ve working culture To provide volunteer and staﬀ training on best Council: Organiza onal Development prac ces for working with and programming for Area Recrea on CSP: Sense of Community, Strategic Q4 individuals with disabili es, mental health and Managers Service Delivery addic on issues To con nue with the Ac veNet computer Council: Organiza onal Development Area Recrea on so ware implementa on and ini ate a CSP: Sustainable Future, Strategic Q4 Manager communica ons module (Phase II) Service Delivery, Sense of Community To collaborate with educa on and sport sectors via the Port Coquitlam Sports Alliance Society and School District #43 to align sport opportuni es, Council: Organiza onal Development Area Recrea on build sport delivery capacity, encourage sport CSP: Sustainable Future, Strategic Ongoing Manager par cipa on and collabora vely support a Service Delivery, Sense of Community con nuum of opportuni es from introductory physical literacy to elite compe on Director of Council: Organiza onal Development Develop service levels for aqua c programs and Recrea on; (Customer Service) CSP: Sustainable Q2-Q4 services Area Recrea on Future, Strategic Service Delivery Manager Research and develop key performance indicators Council: Organiza onal Development Area Recrea on and measurement processes for recrea on CSP: Sustainable Future, Strategic Q2-Q4 Managers service delivery Service Delivery

Indicators and Measures

Indicator/Measure 2013 2014 2015 YTD* # Registrants in programs 29,225 30,184 30,000 # Drop-in par cipants 154,327 162,534 170,000 # Membership scans 137,950 129,272 120,000 # Courses oﬀ ered 7,611 5,295 6,000 Leisure Buddy Program – # of Requests / Requests Filled 65 / 61 61 / 59 45 / 45 # Volunteers 368 255 230 % of Volunteers under 18 years of age n/a n/a 52% % of volunteers over the age 55 n/a n/a 17% # of online transac ons 8,454 11,522 12,000 *As of October 31, 2015

2016-2020 Financial Plan 125 Recreation RECREATION

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Taxa on and other $145 $ - $ - $ - $ - $ - $ - levies Sale of services (3,136,898) (3,335,800) (3,344,300) (3,344,300) (3,344,300) (3,344,300) (3,344,300) Contribu ons (123,446) (76,200) (78,100) (78,100) (78,100) (78,100) (78,100) Other revenue (4,394) (42,600) (102,400) (102,400) (102,400) (102,400) (102,400) Total Revenue $(3,264,593) $(3,454,600) $(3,524,800) $(3,524,800) $(3,524,800) $(3,524,800) $(3,524,800)

Expenditure Summary Personnel $6,243,312 $6,477,800 $6,579,900 $6,711,500 $6,845,900 $6,982,700 $7,122,300 Contracted and other 2,504,582 2,711,500 2,902,570 2,839,000 2,895,700 2,953,600 3,012,800 services Materials and supplies 659,014 646,900 783,000 798,700 814,700 831,000 847,600 Telephone, u li es, rent 478,598 446,900 466,100 475,400 484,900 494,600 504,500 Interest and bank 115,271 ------charges Insurance and claims 1,953 ------Grants and ﬁ nancial 97,388 120,000 183,000 186,700 190,400 194,200 198,100 assistance Total Expenditures $10,100,118 $10,403,100 $10,914,570 $11,011,300 $11,231,600 $11,456,100 $11,685,300

Internal charges 9,852 68,400 53,800 53,800 53,800 53,800 53,800 (recoveries)

Net Opera ng Costs $6,845,377 $7,016,900 $7,443,570 $7,540,300 $7,760,600 $7,985,100 $8,214,300

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $110.77 $113.54 $118.72 $118.56 $120.32 $122.10 $123.90

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126 City of Port Coquitlam Sean Maloney Ofﬁ cer in Charge RCMP Main Detachment Ofﬁ ce 2986 Guildford Way, Coquitlam

PUBLIC SAFETY BUILDING | POLICE CONTRACT

Overview

The Coquitlam RCMP jurisdic on includes the communi es of Anmore, Belcarra, Coquitlam and Port Coquitlam—a permanent resident popula on of more than 200,000 ci zens augmented by the thousands who visit for work, educa on and recrea on. In 2015, the Coquitlam RCMP team consisted of 225 police offi cers, 100.83 FTE civilian staff and thousands of volunteers in programs like Auxiliary Constables, Block Watch and Vic m Services. Our civilian staff , police offi cers and volunteers work under the direc on of an integrated leadership team of RCMP and civilian managers that also works closely with staff and elected offi cials in the City of Port Coquitlam. From 24/7 response-to-calls and criminal inves ga ons to strategic ini a ves focused on preven ng crime, reducing crime and connec ng with ci zens, the Coquitlam RCMP team works hard to make Port Coquitlam a happy, vibrant, safe community of engaged residents and thriving businesses.

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2016-2020 Financial Plan 127 RCMP

Actual Budget Budget Budget Budget Budget Budget Revenue Summary 2015 2015 2016 2017 2018 2019 2020 Sale of services $(24,271) $(20,400) $(20,400) $(20,400) $(20,400) $(20,400) $(20,400) Contribu ons (679,270) (650,000) (650,000) (650,000) (650,000) (650,000) (650,000) Other revenue (23,428) (10,200) (10,200) (10,200) (10,200) (10,200) (10,200) Total Revenue $(726,969) $(680,600) $(680,600) $(680,600) $(680,600) $(680,600) $(680,600)

Expenditure Summary Contracted and other $13,226,983 $13,861,000 $14,717,900 $15,012,300 $15,312,500 $15,618,800 $15,931,200 services Total Expenditures $13,226,983 $13,861,000 $14,717,900 $15,012,300 $15,312,500 $15,618,800 $15,931,200

Net Opera ng Costs $12,500,014 $13,180,400 $14,037,300 $14,331,700 $14,631,900 $14,938,200 $15,250,600

Outputs and Actual Budget Budget Budget Budget Budget Budget Outcomes 2015 2015 2016 2017 2018 2019 2020 Cost per Capita $202.27 $213.28 $223.88 $225.34 $226.85 $228.41 $230.02

$ Change from Previous Year 856,900 % Change 6.50% Property Tax Impact 1.46% 20.72% of Total City Net Budget Changes in net opera ng budget from 2015 to 2016 are primarily due to: $ change % change Inﬂ a on on RCMP contract $544,300 4.13% Contract Increase in Public Safety 45,100 0.34% Building Cost Addi onal RCMP Oﬃ cers 267,500 2.03% $856,900 6.50%

128 City of Port Coquitlam RCMP

Signifi cant Impacts from 2015 progress in several key strategic/proac ve ini a ves has stalled and ac vity levels in almost all signal crime The RCMP Contract had an increase of $544,300 due to types—the of vehicle, the from vehicle, break & contract infl a on factors. An addi onal amount of $267,500 enter (residence, business & other), and robbery—are is required to fund addi onal RCMP offi cers. above both 2014 levels and the 5 year trend line. The Public Safety Building had an increase of $45,100 due to • The cost and complexity of police work con nues to be contract infl a on factors. impacted by external factors like changes to policy and legisla on or judicial decisions. For example, police now need warrants to access cell phones, surveillance video Business Perspective/Environmental Scan and even some physical evidence—adding to the me and expense of inves ga ons. • Community and stakeholder survey results con nue • The ongoing expansion of Metro Vancouver’s Northeast to indicate high levels of public sa sfac on with police Sector; including residen al, commercial and industrial service in Port Coquitlam. development as well as new infrastructure; will • Years of slow police resource growth have necessitated con nue to increase the permanent and ambient an ongoing shi of resources away from strategic/ popula on of our jurisdic on which will lead to proac ve du es in the City of Port Coquitlam in order increases in crime, disorder and calls for police service. to support reac ve/response du es. As a result,

Workplan Highlights – 2016 Deliverables

Key Goal Alignment to Corporate Strategic Posi on(s) Es mated Plan (CSP) and Council Priori es Responsible Comple on Date Reduce: • Crime Coquitlam RCMP • Collisions CSP: Community Well-being Ongoing Offi cer in Charge • The impact of non-police calls for service on police resources Engage: • Employees and volunteers CSP: Strategic Service Delivery CSP: Coquitlam RCMP Ongoing • Partners and stakeholders Sense of Community Offi cer in Charge • Clients and ci zens Strengthen: • Leadership CSP: Strategic Service Delivery CSP: Coquitlam RCMP • Supervision Ongoing Sense of Community Offi cer in Charge • Governance • Opera ons Con nue special projects including Child ID, Community Distracted Driving, Pedestrian Safety, Crime CSP: Community Well-being Ongoing Policing Team Preven on, An -Graffi , Bike Patrol.

2016-2020 Financial Plan 129 RCMP

Indicators and Measures

2015 Indicator/Measure 2010 2011 2012 2013 Jan-Oct Jan-Oct Annual Jan-Oct Annual Jan-Oct Annual Jan-Oct Annual total total total Total Injury/fatal collisions 84 110 104 125 92 110 95 113 97 Break & enter (All) 274 332 312 369 229 282 285 371 317 Auto the (All) 596 696 696 881 629 762 675 873 1,048 Robbery (All) 25 34 36 53 29 34 34 37 33

Please note: All data are based on select PRIME BC ﬁ les and sets the current data set will be given priority. In cases where are not comprehensive. All data are subject to change due discrepancies exist between past and current data sets the to inves ga onal and/or data quality processes. In cases current data set will be given priority. where discrepancies exist between past and current data

Signal Crime (PRIME BC)

130 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Capital Program

www.portcoquitlam.ca/budget 2016-2020 Capital Program

Introduction

The Capital Program provides for maintenance and Capital Expenditure Policy replacement of exis ng capital assets, as well as construc on of new public facili es and infrastructure as required within Items that meet the criteria of capital will be available funds. capitalized and then amor zed over the useful life of the asset. The City has defi ned capital as asset projects owned by the City having useful lives greater than one year and mee ng Capital is defi ned as non-fi nancial assets having the threshold criteria shown below. physical substance that: During 2016, the Budget & Infrastructure advisory commi ee • Are held for use in the produc on or will review the condi on of the City’s infrastructure and supply of goods and services, for rental design a new funding model and plan that will allow the City to others, for administra ve purposes to meet its long-term infrastructure needs in a sustainable or for the development, construc on, and structured way. maintenance or repair of other tangible capital assets; While the advisory commi ee conducts this work, the • Have useful economic lives extending primary focus for the 2016 Capital Program is on essen al beyond an accoun ng period; maintenance, commi ed projects, mul -year ini a ves, and • Are to be used on a con nuing basis; and projects aligning with the City’s Strategy Plan. A new funding • Are not for sale in the ordinary course of model is expected to be in place for the 2017 budget. opera ons. Capital Requirements The City sets aside funds to address the infrastructure funding gap – the diff erence between the amount the City holds in reserves for infrastructure maintenance and replacement and the effi cient amount required to fund these assets as they deplete without incurring debt. City’s Threshold Levels for Capitaliza on Asset Category Threshold Land Always capitalize Land Improvements $20,000 Buildings $20,000 Building Improvements $20,000 Parks Infrastructure $20,000 Vehicles, Machinery & Equipment $10,000 IT Infrastructure $10,000 Water Infrastructure $10,000 Sewer & Drainage Infrastructure $10,000 Transporta on Infrastructure $10,000 Construc on in Progress Always capitalize

132 City of Port Coquitlam 2016-2020 Capital Program

Total Capital Expenditures by Category and Funding

Capital projects are funded by various means, including to new developments. The purpose of DCCs are for new capital reserves, development cost charge reserves, grants, developments to pay for city services rela ng to growth. The and accumulated surplus. The City maintains capital reserve City can apply for grants from a variety of sources to fund funds with the objec ve of se ng funds aside to contribute capital expenditures. Accumulated surplus represents the to future capital expenditures. Development cost charges amount by which city assets exceed liabili es. This surplus (DCCs) are funds acquired from special levies assessed can be used to fund capital expenditures.

2016 2017 2018 2019 2020 2016 APPROVED CAPITAL PROGRAM Vehicles & Equipment $534,500 $1,466,600 $1,466,600 $1,466,600 $1,466,600 Transporta on, Water & Sewer 4,529,200 6,707,400 6,707,400 6,707,400 6,707,400 Infrastructure Informa on Technology Infrastructure 524,500 437,300 437,300 437,300 437,300 Parks Infrastructure 678,875 886,900 886,900 886,900 886,900 Buildings 101,700 34,500 34,500 34,500 34,500 Land Acquisi on 5,000,000 - - - - Total Approved Capital Projects $11,368,775 $9,532,700 $9,532,700 $9,532,700 $9,532,700

FUNDING SOURCES Vehicle & Equipment Reserve $407,500 $1,466,600 $1,466,600 $1,466,600 $1,466,600 Cart Reserve 75,000 - - - - Roads & Drainage Infrastructure 1,626,300 3,465,700 3,465,700 3,465,700 3,465,700 Reserve Sewer Infrastructure Reserve 480,000 795,200 795,200 795,200 795,200 Water Infrastructure Reserve 1,225,100 2,197,000 2,197,000 2,197,000 2,197,000 Informa on Systems Reserve 524,500 437,300 437,300 437,300 437,300 Parks & Recrea on Infrastructure 341,475 886,900 886,900 886,900 886,900 Reserve Translink MRN (Major Road Network) 520,000 249,500 249,500 249,500 249,500 Reserve Cemetery Expansion Reserve 111,000 - - - - Building Maintenance Reserve 57,500 - - - - Public Safety Building Reserve 44,200 34,500 34,500 34,500 34,500 Land Sale Reserve 5,118,100 - - - - Subtotal Reserves $10,530,675 $9,532,700 $9,532,700 $9,532,700 $9,532,700

Highway DCC $385,100 $- $- $- $- Parkland DCC - Interest 44,600 - - - - Parkland DCC - Principal 56,800 - - - - Subtotal DCCs $486,500 $- $- $- $-

Grants $299,600 $- $- $- $- Subtotal Grants $299,600 $- $- $- $-

Accumulated Surplus $52,000 $- $- $- $- Subtotal Accumulated Surplus $52,000 $- $- $- $-

Total Capital Funding $11,368,775 $9,532,700 $9,532,700 $9,532,700 $9,532,700

2016-2020 Financial Plan 133 2016-2020 Capital Program

Detailed Listing for the Capital Program Capital Ref # Replacement 2016 2017 2018 2019 2020 Category* VEHICLES & EQUIPMENT C-E01 Corporate Fleet Replacement RP $407,500 $- $- $- $- C-E04 Solid Waste Cart Purchases New 75,000 - - - - C-E02 Fire Dept - PPE Cleaning Equipment RP 27,000 - - - - Fire Dept - Fuel Storage System C-E05 Firehall #1 RP 25,000 - - - - Vehicles and Equipment TBD - 1,466,600 1,466,600 1,466,600 1,466,600 Vehicles & Equipment $534,500 $1,466,600 $1,466,600 $1,466,600 $1,466,600

TRANSPORTATION, WATER & SEWER INFRASTRUCTURE Pi River Rd/McLean Ave - Mary Hill C-R03 Rd to Taylor St - Road Widening RN $2,374,200 $- $- $- $- Major Road Network (MRN) C-R02 Pavement Rehabilita on RN 660,000 - - - - Argue St Sanitary Sewer Pump C-S01 Sta on Rehabilita on and Upgrading RP 480,000 - - - - C-R04 Nicola Ave Road Extension New 203,000 - - - - C-W02 Water Meter Replacement Program RP 200,000 - - - - Bridge Repairs - Lougheed Hwy C-R05 Eastbound at the Coquitlam River RP 150,000 - - - - Coast Meridian Overpass 5-Year C-R08 Inspec on RP 100,000 - - - - 3400 Block Laﬂ eur St Drainage C-D05 Improvement New 74,000 - - - - Water Main Replacement on C-W01 Rowland St - Kelly Ave South to Lane RN 68,000 - - - - Walkway Ligh ng - Amazon Dr to C-R13 Barberry Dr to Ellis Dr New 60,000 - - - - Shaughnessy Underpass Storm C-D01 Sewer Pump Sta on --- Design RP 50,000 - - - - C-R14 2016 Cycling Improvements New 50,000 - - - - C-R01 Pre-design Engineering New 50,000 - - - - Shaughnessy Underpass Ligh ng C-R15 Replacement RN 10,000 - - - - Transporta on Projects TBD - 3,715,200 3,715,200 3,715,200 3,715,200 Sewer Projects TBD - 795,200 795,200 795,200 795,200 Water Projects TBD - 2,197,000 2,197,000 2,197,000 2,197,000 Transporta on, Water & Sewer Infrastructure $4,529,200 $6,707,400 $6,707,400 $6,707,400 $6,707,400

INFORMATION TECHNOLOGY IT INFRASTRUCTURE Phase 3 Agresso Financial System C-T11 Payroll & HR RN $30,000 $ - $- $- $- C-T02 Tempest Upgrades RN 30,000 - - - - C-T04 PC Replacement RP 30,000 - - - - Server Memory Upgrades - Solid C-T09 State modules RN 30,000 - - - - C-T06 Web Site Overhaul RN 20,000 - - - - C-T01 Tablet replacements RP 20,000 - - - - C-T05 Network Switch replacement RP 10,000 - - - - Applicant Tracking So ware - HR C-T10 Recruitment New 3,000 - - - - IT Infrastructure Projects TBD - 483,200 491,800 500,600 509,600 IT Infrastructure $188,000 $483,200 $491,800 $500,600 $509,600 * New - Capital projects that result in new infrastructure or equipment added to the City’s asset base. Con nued on RP - Capital projects that result in replacing exis ng infrastructure. next page RN - Capital projects that result in both exis ng infrastructure being replaced and addi onal capacity/func onality added.

134 City of Port Coquitlam 2016-2020 Capital Program

Detailed Listing for the Capital Program (cont.) Capital Ref # Replacement 2016 2017 2018 2019 2020 Category* PARKS INFRASTRUCTURE Sun Valley Park - Upgrade Spray C-P09 Park RN $250,000 $- $- $- $- C-P05 Cemetery Development New 100,000 - - - - European Chafer Beetle Turf C-P06ADamage Repairs RP 88,875 - - - - C-P02 Evergreen Park - Playground RP 53,000 - - - - C-P04 Barrier Fencing Replacements RN 49,000 - - - - Cou s Park - Sport Court Retaining C-P07 Wall and Playground Perimeter RN 45,000 - - - - Replacement Gartes Park - Tennis Court C-P12 Resurfacing RP 45,000 - - - - Blakeburn Park - Playground C-P01 Retaining Wall Border RN 37,000 - - - - C-P11 Cemetery Road Works New 11,000 - - - - Parks Infrastructure Projects TBD - 886,900 886,900 886,900 886,900 Parks & Recrea on Infrastructure $678,875 $886,900 $886,900 $886,900 $886,900

BUILDINGS C-PD01 Public Safety Building Three-Year RP $44,200 $- $- $- $- C-F02 City Hall - Main Entrance (West) - RN 32,500 - - - - C-F01 Hyde Creek Hot Tub UV Water New 25,000 - - - - Buildings Projects TBD - 34,500 34,500 34,500 34,500 Buildings $101,700 $34,500 $34,500 $34,500 $34,500

LAND C-P10 Land Acquisi on New $5,000,000 $- $- $- $- Land Acquisi on $5,000,000 $- $- $- $-

Total Approved Capital Projects $11,368,775 $9,532,700 $9,532,700 $9,532,700 $9,532,700

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

2016-2020 Financial Plan 135 2016-2020 Capital Program

Infrastructure Categories The City has the following infrastructure: • 192 km of roadways • 136 km of sidewalks • 6 bridge structures • 1 underpass • 3337 street lights • 54 traffi c signals • 22 footbridges • 996 fi re hydrants Category Descrip ons • 219 hectares of nature/park Land • 192 km of sanitary sewers Includes land purchased or acquired for parks and recrea on, • 217 km of storm sewers building sites, infrastructure (roads, dikes, bridges, etc) and • 210 km of watermains other City purposes. • 2 water pump sta ons • 10 storm pump sta ons Land Improvements • 16,432 water connec ons Includes all long-term improvements to land including • 5,980 manholes parking lots, dikes and environmental compensa on works. • 5,417 catchbasins Buildings • 48 park sites The replacement cost of buildings owned by the City exceeds • 24 playgrounds $66 million. These buildings include City Hall, two Fire Halls, • 27 sportsfi elds Port Coquitlam Recrea on Complex, Hyde Creek Recrea on • trail systems Centre, Terry Fox Library, the Gathering Place, the Opera ons • 22 sport and tennis courts Centre, Simon Fraser Health Unit, the Outlet, the Annex and • 2 major recrea on centres a number of smaller buildings. • 1 arts centre • City Hall The City uses the Land Sale Reserve as a funding source for • 2 Fire Halls the development of Civic Buildings. Expenditures funded • Opera ons Centre from the Land Sale Reserve are repaid with an annual • Cemetery transfer from the general tax levy. In addi on to the above assets there are parks playgrounds Vehicles, Machinery & Equipment and buildings; four outdoor pools; a fl eet of maintenance The City has a fl eet of vehicles, shop and technology and opera ng vehicles & equipment; computer equipment; equipment that assists with delivery of city services to the offi ce furniture & equipment; plus a variety of other community. More specifi cally the City has: proper es including one-third of the police building, police • Fire Equipment – “Quint” fi re trucks, fi re pumper vehicles and equipment. The useful life of these assets varies trucks, a rescue truck and several smaller vehicles. from three years to more than seventy. • Opera ons Equipment – automated garbage pickup The City’s infrastructure is segmented into the following vehicles, dump trucks, backhoes, step vans, welders, asset categories: trailers, cars and pickups. • Parks and Recrea on Equipment – dump trucks, • Land backhoes, mowers, ice machines and pickups. • Land Improvements • Informa on Systems Equipment and So ware – includes • Buildings over 200 PCs, servers, printers, storage units and other • Vehicles, Machinery, Equipment hardware, plus specialized so ware packages for • Water Infrastructure municipali es. • Sanitary Infrastructure • Drainage Infrastructure The City’s Financial Plan includes annual alloca ons to • Transporta on Infrastructure reserves for each of the equipment groups. Funds allocated to • Parks Infrastructure these reserves are from property taxes and u lity user fees.

136 City of Port Coquitlam 2016-2020 Capital Program

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

2016-2020 Financial Plan 137 2016-2020 Capital Program

Funding Envelopes Funding envelopes are the annual property tax alloca on to Funding Envelopes are intended to fund all projects, capital projects. Directors are responsible for managing the including the City’s share of Development Cost Charge special opera ng and capital works within their departments. projects, with the excep on of: Reserves have been established for speciﬁ ed purposes to • Major renova ons, replacements, new addi ons to provide for longer term capital planning. parks, recrea on facili es and civic buildings; and Summary Funding Envelopes: • Bridges, overpasses and underpasses. Category 2016 Capital and Opera ng Reserves Unallocated Capital Funding $2,743,900 The City maintains reserve funds with the objec ve of Envelope Road and Drainage 1,855,300 se ng funds aside to contribute to future capital and special Corporate Fleet 1,078,700 opera ng expenditures. City reserves include Roads and Water 1,098,500 Drainage, Land Sales, Water, Sewer, Recrea on, Equipment, Sewer 582,900 Environment and the Public Safety Building. Federal Gas Tax 210,000 Development Cost Charge Reserves Parks and Recrea on 185,600 Development Cost Charges (DCCs) are funds acquired from IS Equipment 173,000 special levies assessed to new developments. The purpose Ar ﬁ cial Field 73,200 Pubic Safety Building 40,900 of DCCs is for new development to pay for city services Total $8,042,000 rela ng to growth.

Operating Impacts of the Capital Program When construc ng capital projects, there is typically a small Below are lis ngs of the opera ng budget impacts for Capital por on needed for annual maintenance of the new asset. as a result of the 2016-2020 Capital Program.

Ref. Project 2016 2017 2018 2019 2020

C-R03 Pi River Road/McLean Avenue - Mary Hill Rd. to $- $2,600 $2,600 $2,600 $2,600 Total Engineering & Public Works $- $2,600 $2,600 $2,600 $2,600

C-E05 Fire Department - Fuel Storage System Firehall #1 $2,500 $5,000 $7,500 $10,000 $12,500 Total Fire $2,500 $5,000 $7,500 $10,000 $12,500

C-T02 Tempest Upgrades $- $5,000 $5,000 $5,000 $5,000 C-T09 Server Memory Upgrades - Solid State modules - 4,000 4,000 4,000 4,000 C-T10 Applicant Tracking So ware - HR Recruitment - 5,000 5,000 5,000 5,000 Total Informa on Technology $- $14,000 $14,000 $14,000 $14,000

Total Opera ng Impact of Capital $2,500 $21,600 $24,100 $26,600 $29,100

138 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-E01 Project: Corporate Fleet Replacements

2016 2017 2018 2019 2020 Total Capital Costs $407,500 $- $- $- $- $407,500 Funding Sources: Vehicle & Equipment Reserve 407,500 - - - - 407,500

Total $407,500 $- $- $- $- $407,500

Project Description & Estimated Beneﬁ ts

The City operates a City Fleet, which includes the • EQ7002 Turf Aerator - $40,000: This Parks ren ng, leasing, and ownership of the equipment and Department tool to improve soil drainage was vehicles needed to undertake day-to-day opera ons in originally purchased in 2008, and is scheduled for an effi cient and eff ec ve manner. As the equipment replacement in 2016. and vehicles, which are owned by the City, become • Traffi c Signal LEDs - $120,000: LED arrays were too expensive to maintain or become unreliable (and installed in traffi c signals in 2009, and are therefore, are not available when needed), these scheduled for replacement in 2016. vehicles and equipment are replaced. • EQ1112 Pickup Truck - $51,500: This Public Works Department pickup truck went into service in 2006, Replacement of vehicles and equipment include an and was originally scheduled for replacement in assessment of vehicle and equipment condi on, and a 2018. A catastrophic engine failure necessitated cost/benefi t analysis to determine if replacement can be immediate replacement. deferred for one or more years while maintaining low • EQ2039 Loader Backhoe - $152,000: This Public opera ng costs and high in-service availability. Where Works Department backhoe went into service in replacement is required, the func onality of the current 2007, and was originally scheduled for replacement vehicle is reviewed and right-sized if addi onal features in 2015. A catastrophic transmission failure are needed for its intended use, or downsized if some necessitated immediate replacement. features are not needed. Deferring replacement of vehicles and equipment may The Fleet Replacement Program is an integral result in increased opera ng and maintenance costs as component of the City’s Strategic Plan for a Strategic well as addi onal costs due to down me as a result of Service Delivery and a Sustainable Future. The Fleet vehicles and equipment not being available when needed. Replacement Program encompasses all corporate fl eet assets and some specialty loans such as Traffi c Signals. The planned equipment replacements for 2016 include: • EQ0094 Pickup Truck - $44,000: This Fire Department pickup truck went into service in 2005, and was originally scheduled for replacement in 2014.

2016-2020 Financial Plan 139 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-E04 Project: Solid Waste Cart Purchases

2016 2017 2018 2019 2020 Total Capital Costs $75,000 $- $- $- $- $75,000 Funding Sources: Cart Reserve 75,000 - - - - 75,000

Total $75,000 $- $- $- $- $75,000

Project Description & Estimated Beneﬁ ts

This project allows for new solid waste carts to be More carts are primarily required in the new 120L size, purchased for new customers or as required to establish which are currently being introduced to the mul -family the appropriate inventory levels in each of the sizes market. (120L, 240L, and 360L).

140 City of Port Coquitlam 2016-2020 Capital Program FIRE & EMERGENCY SERVICES

Reference # C-E02 Project: Fire Department - PPE Cleaning Equipment

2016 2017 2018 2019 2020 Total Capital Costs $27,000 $- $- $- $- $27,000 Funding Sources: Prior Year Surplus 27,000 - - - - 27,000

Total $27,000 $- $- $- $- $27,000

Project Description & Estimated Beneﬁ ts

The Fire Department is mandated by Worksafe BC to Although these machines are very expensive the provide industrial cleaning of PPE (Personal Protec ve alternate is even more costly. Sending the PPE out to an Equipment) to ensure contaminants and toxic industrial cleaning facility is very expensive and results components harmful to health are removed from the in gear being gone for long periods of me, which would PPE. The Fire Department purchased used industrial necessitate the purchase of a second set of gear to cleaning equipment 21 years ago for $14,000. This set is ensure enough gear for on duty crews at all mes. no longer able to be properly maintained as the models are no longer in existence or parts available.

2016-2020 Financial Plan 141 2016-2020 Capital Program FIRE & EMERGENCY SERVICES

Reference # C-E05 Project: Fire Department - Fuel Storage System Firehall #1

2016 2017 2018 2019 2020 Total Capital Costs $25,000 $- $- $- $- $25,000 Funding Sources: Prior Year Surplus 25,000 - - - - 25,000

Total $25,000 $- $- $- $- $25,000

Project Description & Estimated Beneﬁ ts

When Firehall #1 was built in 1994, an underground fuel on age. Currently the Firehall is set up to run off the storage system was also installed to ensure the ability of holding tank only, which will only allow for 24 hours of the Firehall to remain opera onal during an earthquake or power for the facility in the case of a power outage. This other large scale incident that resulted in loss of power to system has already been directly tested when a recent the facility. The system contains a 2,100 -itre underground wind storm caused a loss of power to the Firehall for 10 tank that supplies diesel fuel to a 600-litre holding tank in hours. the Firehall generator through a series of pipes and pumps. The underground system is being replaced with an above This system supplies fuel to the backup generator in the ground tank to alleviate concerns regarding water table Firehall to ensure the ability to remain self-suffi cient for up contamina on and to facilitate repairs and maintenance to one week. on the tank. The costs for replacement include the cost of A recent failure of the system and subsequent review the new tank, decommissioning of the old tank, permits, conducted by City Facili es staff and an independent and possible disposal of contaminated soil. contractor confi rmed the system is no longer viable based

142 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

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

2016 2017 2018 2019 2020 Total Capital Costs $2,374,200 $- $- $- $- $2,374,200 Funding Sources: Road & Drainage Reserve 1,227,300 - - - - 1,227,300 Water Reserve 667,100 - - - - 667,100 Highway DCC Area 1 187,100 - - - - 187,100 Grants 174,600 - - - - 174,600 Land Acquisi on Reserve 118,100 - - - - 118,100

Total $2,374,200 $- $- $- $- $2,374,200

Project Description & Estimated Beneﬁ ts

This project will complete the sec on of Pi River Road/ In addi on, to meet the City’s subdivision servicing McLean Avenue between Mary Hill Road and Taylor requirements for the City’s 2015 McLean Avenue Street to an arterial standard. The road widening will subdivision, the southern half of McLean Avenue occur on the north side of Pi River Road/McLean fron ng the subdivision and the rear lane will be Avenue and will include pavement widening, curb repaved, and underground hydro/telephone/cable & gu er, sidewalks, and associated street ligh ng. service connec ons will be installed. Retaining walls will also be required. In addi on, the On Pi River Road, the project also includes the exis ng sidewalk and curb & gu er on the south side replacement of the exis ng 150mm diameter water of the street will be repaired or replaced depending main and service connec ons, installa on of addi onal on its condi on, hydro poles will be relocated from hydrants to improve ﬁ re protec on, and a storm sewer the roadway, and where needed, the full width of the with service connec ons. On McLean Avenue, the roadway will be re-surfaced. project also includes installa on of 400mm diameter The project will complete the sidewalk network water supply main, replacement of water service in the area, upgrade the street ligh ng to current connec ons, and installa on of addi onal hydrants. Transporta on Associa on of Canada guidelines, and provide some supply of on-street parking.

2016-2020 Financial Plan 143 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

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

2016 2017 2018 2019 2020 Total Capital Costs $660,000 $- $- $- $- $660,000 Funding Sources: Translink MRN Reserve 370,000 - - - - 370,000 Water Reserve 290,000 - - - - 290,000

Total $660,000 $- $- $- $- $660,000

Project Description & Estimated Beneﬁ ts

This program provides funding for the rehabilita on 150mm water main is undersized, has had three breaks, (repaving the road surface and/or reconstruc ng the full and needs to be replaced with a larger 250mm diameter road structure) of the exis ng Major Road Network (MRN). water main. The MRN within the City currently includes sec ons of The road rehabilita on program is 100% funded by Metro Coast Meridian Road, Broadway Street and Lougheed Vancouver through their annual Opera ons, Maintenance Highway. The average road surface condi on for the City’s and Rehabilita on (OMR) funding program. City maintains MRN streets is 1.5 (1=new; 5=failed pavement). an MRN Reserve of accumulated OMR funding, which is The 2016 MRN program is based on TransLink’s pavement dedicated to this purpose. The program will maintain condi on assessment, which was completed in 2014. the MRN pavements in a “state of good repair” as The loca on for pavement rehabilita on in 2016 is Coast recommended in TransLink’s 2013 Base Plan. Meridian Road from Prairie Avenue to Dorset Avenue, The rehabilita on of the exis ng MRN pavement where the average pavement condi on is fair; paving work infrastructure is an integral component of the City’s includes pavement resurfacing and targeted reconstruc on Strategic Plan for a Sustainable Future. in highly deteriorated areas. In addi on, the exis ng

144 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

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

2016 2017 2018 2019 2020 Total Capital Costs $480,000 $- $- $- $- $480,000 Funding Sources: Sewer Reserve 480,000 - - - - 480,000

Total $480,000 $- $- $- $- $480,000

Project Description & Estimated Beneﬁ ts

The Argue Street sanitary sewer pump sta on was and other systems. This work will ensure that the pump installed in 1993, and now requires rehabilita on and sta on operates eﬃ ciently with as li le oﬄ ine me as upgrading. possible. The project includes any required structural changes to This project meets the objec ves of the City’s Strategic the pump sta on, seismic upgrades, and upgrading of Plan for a Sustainable Future, Economic Strength, and the mechanical, electrical, telecommunica ons, security, Community Well-being.

2016-2020 Financial Plan 145 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R04 Project: Nicola Avenue Road Extension

2016 2017 2018 2019 2020 Total Capital Costs $203,000 $- $- $- $- $203,000 Funding Sources: Highway DCC Area 2 198,000 - - - - 198,000 Road & Drainage Reserve 5,000 - - - - 5,000

Total $203,000 $- $- $- $- $203,000

Project Description & Estimated Beneﬁ ts

Nicola Avenue is a par ally constructed municipal The City also entered into nego a ons with the land collector road. Developers have constructed the east owner to acquire ownership of the road allowance needed and west ends of Nicola Avenue to commercial road to complete the road extension and servicing. Under standards to provide access to the adjacent commercial the agreement the City is responsible for the removal of proper es. However, the centre sec on of this street has the berm and the truck wash within the road allowance, not been constructed, and this has created ongoing traffi c fi lling and preloading the road allowance, and installing conges on. the roadworks, drainage, sidewalks, and street ligh ng to commercial road standards while the Developer will be In 2015 Council approved $540,000 to complete the center responsible for the installa on of the water and sanitary sec on of Nicola Avenue to collector road standards to systems, underground private u li es, and site servicing. improve traffi c circula on within the Dominion Triangle. The 2015 project budget included $112,400 to complete To complete this project, $427,600 will be carried forward the water and sewer mains, and $427,600 for road and from the 2015 budget for road & drainage works with an drainage works, while other poten al project costs such addi onal $203,000 required in 2016 to complete the fi ll as right-of-way acquisi on, environmental compensa on, and preload works. A fi nal li of asphalt will need to be fi ll/preload, and third party u lity costs, were to be in budgeted by the city in the future once the Developer addi on. completes the underground u lity work. During 2015, the City retained a geotechnical consultant The project supports the following objec ves of the to evaluate exis ng ground condi ons and poten al Corporate Strategic Plan: long-term soil se lement. This review determined that • Create a sustainable community the road allowance required 2 to 2.5 meters of preload • Support and plan for a connected happy fi ll for a period of 3 to 4 months prior to undertaking road community construc on, which was not accounted for in the 2015 • Facilitate goods movement within and through the project budget. community

146 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-W02 Project: Water Meter Replacement Program

2016 2017 2018 2019 2020 Total Capital Costs $200,000 $- $- $- $- $200,000 Funding Sources: Water Reserve 200,000 - - - - 200,000

Total $200,000 $- $- $- $- $200,000

Project Description & Estimated Beneﬁ ts

The City of Port Coquitlam u lizes water meters The City currently has 574 meters in service, including 66 for its ins tu onal, commercial, and industrial (ICI) large meters (greater than 2”) and 508 small meters (2” customers to determine the actual amount of water and smaller). Phase 1 of the program was completed used by each customer. The purpose of metering in 2015 with all of the 1.5” and 2” meters older than 20 these customers, as opposed to residen al customers, years of age being replaced. The 2nd and last phase of is that water consump on can vary quite substan ally this program will be to replace the balance of the City’s in these sectors, and therefore a ﬂ at rate system aging small water meters that are older than 15 years of is not considered fair and equitable. Over me as age. This will ensure that the cost for treated water is water meters age, they typically under-report water being distributed fairly and equitably between the City’s consump on rather than over-report consump on. metered and un-metered customers. Nearly 50% of the City’s in-service water meters are This program meets the objec ves of the City’s Strategic more than 15 years old. Plan for a Sustainable Future, Economic Strength, and Community Well-being.

2016-2020 Financial Plan 147 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R05 Project: Bridge Repairs - Lougheed Highway Eastbound at the Coquitlam River

2016 2017 2018 2019 2020 Total Capital Costs $150,000 $- $- $- $- $150,000 Funding Sources: Translink MRN Reserve 150,000 - - - - 150,000

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

Project Description & Estimated Beneﬁ ts

The Lougheed Highway Bridge Eastbound at the Coquitlam cracks, pain ng areas of heavy corrosion with Therma- River is nearing the end of its service life. A 2015 bridge Rust paint, installing fl ashing around truss ver cals at the inspec on completed by Associated Engineering observed sidewalks, and strengthening the severely deteriorated signifi cant structural defects and accelerated deteriora on truss elements to reinstate the structural integrity of the of the bridge since the previous inspec on. Replacement truss. This scope of work is proposed with the assump on of the bridge within fi ve years is recommended. Immediate that the bridge will be replaced in the next fi ve years. repairs are required to maintain the safe opera on of the This project is consistent with Council’s priori es and the bridge un l it can be replaced. City of Port Coquitlam Corporate Strategic Plan to maintain The recommended repairs to maintain safe opera on of goods movement within and through the city and protect the bridge include the sealing of deck joints and concrete residents, businesses and proper es.

148 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R08 Project: Coast Meridian Overpass 5-Year Inspection

2016 2017 2018 2019 2020 Total Capital Costs $100,000 $- $- $- $- $100,000 Funding Sources: Road & Drainage Reserve 100,000 - - - - 100,000

Total $100,000 $- $- $- $- $100,000

Project Description & Estimated Beneﬁ ts

The Ministry of Transporta on and Infrastructure U lizing specialized li s or climbing equipment guidelines are widely recognized as the baseline for inspectors will access the bridge cables, piers and steel frequencies of bridge inspec ons and recommends at girders to assess the condi on of all cri cal bridge minimum comple ng a detailed inspec on once every components. Each element is evaluated for material fi ve years. It is especially important to inspect the cables deteriora on, weather and aging eff ects, load-induced and major structural elements early in life to detect distress, and indica ons of overloading. Steel members issues before they become more costly repairs. The are evaluated for signs of corrosion, material loss, Coast Meridian Overpass is six years old and requires cracking, weld defects, missing bolts and bent or a detailed close proximity inspec on. This project will damaged members. Concrete elements are examined verify the bridge is in safe opera ng condi on and for cracking, delamina on, exposed rebar and general iden fy preventa ve maintenance in advance, rather degrada on. than deferring to more costly reac ve repairs in the This project is consistent with Council’s priori es and future. the City of Port Coquitlam Corporate Strategic Plan to A detailed inspec on is a close up, arms reach inspec on maintain goods movement within and through the City of all parts of a structure and may be supplemented by and to protect residents, businesses and property. fi eld tests.

2016-2020 Financial Plan 149 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-D05 Project: 3400 Block Laﬂ eur Street Drainage Improvement

2016 2017 2018 2019 2020 Total Capital Costs $74,000 $- $- $- $- $74,000 Funding Sources: Road & Drainage Reserve 74,000 - - - - 74,000

Total $74,000 $- $- $- $- $74,000

Project Description & Estimated Beneﬁ ts

The City regularly receives complaints from residents street is paved and curbed with a sidewalk along the east- regarding local drainage issues. The Transporta on side boulevard, there is no storm sewer system. Solu ons & Public Works (TSPW) Commi ee considers The scope of work for this project includes installa on smaller drainage issues while larger drainage issues are of 45 meters of storm sewer, installa on of a manhole, considered during the annual Financial Plan budget catch basins, service connec ons, and the replacement of process. This Project was endorsed by the TSPW approximately 35 meters of broken curbing. Commi ee to bring forward to Council. This project supports the following objec ves of the Residents in the 3400 Block Laﬂ eur Street and users of Corporate Strategic Plan: the west-side Coquitlam River trail system have reported ongoing street drainage issues, par cularly during the • Maintain the City’s infrastructure winter months when icing can be a problem. Although the • Create a sustainable community

150 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-W01 Project: Water Main Replacement on Rowland Street - Kelly Avenue South to Lane

2016 2017 2018 2019 2020 Total Capital Costs $68,000 $- $- $- $- $68,000 Funding Sources: Water Reserve 68,000 - - - - 68,000

Total $68,000 $- $- $- $- $68,000

Project Description & Estimated Beneﬁ ts

When Public Works inves gated a complaint regarding a The scope of work for this project includes installa on of wet boulevard at the southwest corner of the Rowland 60 meters of 250mm diameter water main, ﬂ ushing and Street/Kelly Avenue intersec on, they found that the chlorina on of the main, and replacement of exis ng 100mm diameter cast iron water main was leaking service connec ons. due to a number of “pin-hole” failures. Although local This project supports the following objec ves of the repairs were made to the water main, Public Works staﬀ Corporate Strategic Plan: noted that this main was installed in the 1960s and given its current poor condi on, needs to be replaced and • Maintain the City’s infrastructure upgraded with a larger 250mm diameter water main to • Create a sustainable community support the increased residen al density.

2016-2020 Financial Plan 151 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R13 Project: Walkway Lighting - Amazon Drive to Barberry Drive to Ellis Drive

2016 2017 2018 2019 2020 Total Capital Costs $60,000 $- $- $- $- $60,000 Funding Sources: Road & Drainage Reserve 60,000 - - - - 60,000

Total $60,000 $- $- $- $- $60,000

Project Description & Estimated Beneﬁ ts

The pathway between Amazon Drive to Barberry Drive and Installing walkway ligh ng will improve pedestrian/cyclist Barberry Drive to Ellis Drive crosses Cedar Creek to link the safety and increase trail usage. Riverside and Birchland neighbourhoods. This trail is well This project meets the objec ves of the City’s Strategic used by neighbourhood residents and students traveling to Plan for a Sustainable Future and Community Well-being. and from Terry Fox High School.

152 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-D01 Project: Shaughnessy Street Underpass Storm Sewer Pump Station - Design

2016 2017 2018 2019 2020 Total Capital Costs $50,000 $- $- $- $- $50,000 Funding Sources: Road & Drainage Reserve 50,000 - - - - 50,000

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

Project Description & Estimated Beneﬁ ts

The Shaughnessy Street Underpass storm sewer pump The design would include any required structural sta on and associated drainage systems have been over changes to the pump sta on, upgrading of the capacity during several larger storm events in the past mechanical, electrical, security, and other systems, and few years resul ng in localized ﬂ ooding of the underpass upgrading of the associated drainage systems where and addi onal maintenance. found necessary. This project provides for the assessment and design This project meets the objec ves of the City’s Strategic of the storm water pump sta on, which was installed Plan for a Sustainable Future, Economic Strength, and in 1978, and associated drainage systems, with Community Well-being. construc on planned for 2017.

2016-2020 Financial Plan 153 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R14 Project: 2016 Cycling Improvements

2016 2017 2018 2019 2020 Total Capital Costs $50,000 $- $- $- $- $50,000 Funding Sources: Road & Drainage Reserve 50,000 - - - - 50,000

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

Project Description & Estimated Beneﬁ ts

The City’s Master Transporta on Plan and Master Improvements include: Pedestrian & Bicycle Plan provides for the con nuing • cycling lanes on exis ng streets using pavement development of a City-wide Cycling Network to improve markings, public road safety and the movement of pedestrians and • wayﬁ nding and other signage for cyclists, cyclists. • ramps for grade changes, • accessible intersec on crossing controls, and The proposed program provides funding to improve • bicycle racks and storage facili es. exis ng cycling corridors, iden fy new cycling corridors, and provide other improvement to facilitate cycling in and The program meets the objec ves of the City’s Strategic through the City. Plan for Community Safety, Mobility & Access, and Building a Complete Community.

154 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R01 Project: Pre-Design Engineering

2016 2017 2018 2019 2020 Total Capital Costs $50,000 $- $- $- $- $50,000 Funding Sources: Road & Drainage Reserve 50,000 - - - - 50,000

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

Project Description & Estimated Beneﬁ ts

This funding is to allow for work to be done in 2016 scheduled for 2017 and beyond, as they are iden ﬁ ed by to assist in future design work, such as geotechnical the Budget and Infrastructure Commi ee. inves ga ve work, or electrical design, for projects

2016-2020 Financial Plan 155 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-R15 Project: Shaughnessy Street Underpass Lighting Replacement

2016 2017 2018 2019 2020 Total Capital Costs $10,000 $- $- $- $- $10,000 Funding Sources: Road & Drainage Reserve 10,000 - - - - 10,000

Total $10,000 $- $- $- $- $10,000

Project Description & Estimated Beneﬁ ts

This project will improve the ligh ng on the pedestrian This project provides funding to replace the light fi xtures side of the Shaughnessy Street Underpass , by replacing on the pedestrian side of the Shaughnessy Street the exis ng seven (7) light fi xtures on the east side of Underpass only. the underpass with 120 Wa Callisto-120w LED light This project meets the objec ves of the City’s Strategic fi xtures . Plan for Community Safety, a Sustainable Future and for Community Well-being.

156 City of Port Coquitlam 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T11 Project: Phase 3 Agresso Financial System - Payroll and HR

2016 2017 2018 2019 2020 Total Capital Costs $300,000 $- $- $- $- $300,000 Funding Sources: Informa on Systems Reserve 300,000 - - - - 300,000

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

Project Description & Estimated Beneﬁ ts

The third and fi nal phase of the Agresso Financial System This me table has moved ahead so that we are able will be completed in early 2016. to wrap things up in early 2016. It is an cipated that Payroll will be live for the fi rst pay run in January 2016. The last $150,000 for 2016 and $150,000 projected for HR is an cipated to go live in Spring of 2016. The old 2017 will all be required in 2016 as the project is nearing Cayenta fi nancial system will be frozen but kept online comple on. The original total project budget of $1.4M for audit and historic purposes. We an cipate spending that was approved in the fall of 2012 an cipated the as li le as possible keeping the old system running. fi nal comple on occurring in 2017.

2016-2020 Financial Plan 157 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T02 Project: Tempest Upgrades

2016 2017 2018 2019 2020 Total Capital Costs $60,000 $- $- $- $- $60,000 Funding Sources: Informa on Systems Reserve 60,000 - - - - 60,000

Total $60,000 $- $- $- $- $60,000

Project Description & Estimated Beneﬁ ts

Tempest system upgrades totaling $35,000 are required Also, vendor support for the current version of the to upgrade the Business Licensing program and e-Gov Business License system ends in 2016. ini a ves. As a result of the Tempest upgrades, updated Our e-Gov ini a ves allow greater customer self-service Microso upgrades totaling $25,000 are also required. and remote access. This accessibility will con nue We an cipate the Business License system upgrade will to expand and include more of the Development provide many new features and result in mee ng the Engineering staﬀ and all of the Building Inspec on staﬀ , desired outcomes of the City’s Con nuous Improvement along with the ability for developers to check the status Assessment (CIA) process. of inspec ons and request inspec ons online.

158 City of Port Coquitlam 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T04 Project: PC Replacements

2016 2017 2018 2019 2020 Total Capital Costs $50,000 $- $- $- $- $50,000 Funding Sources: Informa on Systems Reserve 50,000 - - - - 50,000

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

Project Description & Estimated Beneﬁ ts

Replacement of 40 older and well used PCs, and a years old. They are running very slow and cause the monitor upgrade to 27-inch monitors to be be er work operators various delays due to the overall slowness of with the new Agresso ﬁ nancial system. their computer. These machines are simply past their normal useful life and are begining to experience regular New machines will increase produc vity for staﬀ who failures of hardware combined with an inability to keep spend the majority of their day working on a computer. up with the newer so ware requirements. Many of the machines to be replaced are more than 5

2016-2020 Financial Plan 159 2016-2020 Capital Program INFORMATION TECHNOLOGY

2016 2017 2018 2019 2020 Total Capital Costs $40,000 $- $- $- $- $40,000 Funding Sources: Informa on Systems Reserve 40,000 - - - - 40,000

Total $40,000 $- $- $- $- $40,000

Project Description & Estimated Beneﬁ ts

For the installa on of more high speed memory in the This will increase computer response me to allow for four (4) primary servers. more eﬃ cient staﬀ computer use.

160 City of Port Coquitlam 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T06 Project: City Website Overhaul

2016 2017 2018 2019 2020 Total Capital Costs $40,000 $- $- $- $- $40,000 Funding Sources: Informa on Systems Reserve 40,000 - - - - 40,000

Total $40,000 $- $- $- $- $40,000

Project Description & Estimated Beneﬁ ts

The City website is due for an overhaul with new for a high-informa on topic. Also, many people now graphics, easier naviga on, and a declu ering of access the City website using mobile devices, and an informa on. The website overhaul will allow for be er overhaul will be a chance to improve naviga on and scalability of the website to allow for rapid capacity readability of the website on mobile devices. expansion of the website if needed in an emergency or

2016-2020 Financial Plan 161 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T01 Project: Tablet Device Replacements

2016 2017 2018 2019 2020 Total Capital Costs $17,000 $- $- $- $- $17,000 Funding Sources: Informa on Systems Reserve 17,000 - - - - 17,000

Total $17,000 $- $- $- $- $17,000

Project Description & Estimated Beneﬁ ts

Tablet devices previously purchased by the City are now These devices are currently used to document agendas almost ﬁ ve (5) years old and need to be replaced. and minutes for City commi ee mee ngs and Council ac vi es as they occur. There are 17 devices that currently need to be replaced.

162 City of Port Coquitlam 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T05 Project: Network Switch Replacements

2016 2017 2018 2019 2020 Total Capital Costs $10,000 $- $- $- $- $10,000 Funding Sources: Informa on Systems Reserve 10,000 - - - - 10,000

Total $10,000 $- $- $- $- $10,000

Project Description & Estimated Beneﬁ ts

Two (2) replacement network switches are required to expand the City telephone system each phone uses a network port), and allows for higher speed connec vity.

2016-2020 Financial Plan 163 2016-2020 Capital Program INFORMATION TECHNOLOGY

Reference # C-T10 Project: Applicant Tracking Software - HR Recruitment

2016 2017 2018 2019 2020 Total Capital Costs $7,500 $- $- $- $- $7,500 Funding Sources: Informa on Systems Reserve 7,500 - - - - 7,500

Total $7,500 $- $- $- $- $7,500

Project Description & Estimated Beneﬁ ts

The City HR Department processes close to 100 unique poten al applicants will also be able to access the status job pos ngs each year with hundreds of poten al of their applica ons, improving customer service. applicants, spending numerous hours per week This type of so ware is widely used in other comple ng this process manually. municipali es and has enabled these organiza ons to An applicant tracking so ware solu on will greatly provide be er customer service and eﬃ ciency. The City reduce administra ve me. As well, hiring managers HR Department can use the me saved by automa ng will have ready access to recruitment informa on, and the process for higher level strategic work.

164 City of Port Coquitlam 2016-2020 Capital Program PARKS

Reference # C-P05 Project: Sun Valley Park - Upgrade Spray Park

2016 2017 2018 2019 2020 Total Capital Costs $250,000 $- $- $- $- $250,000 Funding Sources: Parks & Recrea on Infrastructure 125,000 - - - - 125,000 Reserve Canada 150 Infrastructure Funding Grant 125,000 - - - - 125,000

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

Project Description & Estimated Beneﬁ ts

Sun Valley Spray Park has been iden fi ed for The objec ves of the project are to: enhancement in the next one to fi ve year short-term Update the water management system of the exis ng period. The recommenda on is to “Design and build a water park spray park that will expand, complement and enhance A recircula ng system will eliminate the high potable the water play experience at Sun Valley Park”. The City water being directed to the sanitary sewer system. was successful in receiving funding from the Canada This represents a large amount of chlorinated water 150 Infrastructure Funding Grant Program of up to 50% being deposited into the sanitary system, increasing of the total cost of the project, currently es mated at the required capacity of the pipes and costs of treated $250,000. water. The recircula ng system will treat/reuse the Renova ons, upgrades and expansion are required on water on-site with a small amount of make-up water the 27 year old Sun Valley Spray Park in order to ensure required. This will represent a signifi cant environmental safety for the community, lessen the environmental and cost benefi t by minimizing the volume of water used impact through waste water reduc on, add up to 30% and signifi cantly reducing the cost of the water supply more interac ve water play areas, complemen ng the and disposal of this water through the Metro Vancouver exis ng wading pool and minor enhancements to the sewage treatment facili es. washroom facility to upgrade accessibility standards for Expand the popular water park by 30% people with disabili es. With the popularity of spray parks increasing, a larger The exis ng spray features and concrete pad would stay, park will be able to cater to more children during the adding in three new water features; however, a new over summer months. spray zone and ultra violet secondary water treatment Update the aging infrastructure process would be required as per the Fraser Health Installing and upda ng the controllers and electrical Authority’s code. components will signifi cantly reduce opera ng costs of the system and ensure the spray park is func onal for many years into the future. Relates to the Corporate Strategic Plan direc on Sense of Community and Council’s Infrastructure Priority.

2016-2020 Financial Plan 165 2016-2020 Capital Program PARKS

Reference # C-P05 Project: Cemetery Development

2016 2017 2018 2019 2020 Total Capital Costs $100,000 $- $- $- $- $100,000 Funding Sources: Cemetery Expansion Reserve 100,000 - - - - 100,000

Total $100,000 $- $- $- $- $100,000

Project Description & Estimated Beneﬁ ts

The Port Coquitlam Cemetery has a large demand for The 2016 phase will provide for grading and site internment of remains in the columbarium. Currently improvement to allow the addi onal columbariums to the exis ng columbarium is sold out. The plan allows be installed as they are required. for a phased program to provide 480 niches in seven The funding for this project is from the Cemetery (7) smaller columbariums to meet the needs of the Expansion Reserve Fund, which are fees collected community for the next ten (10) years. through the sale of each internment. The costs of this The 2015 capital budget provided funds for a plan to project are fully recoverable over me, through niche increase the number of columbarium niches and provide sales. a unit to meet the immediate demand. The 2015 Relates to the Strategic Plan outcome Community Well phase will provide one (1), 40 niche columbarium for Being. immediate use.

166 City of Port Coquitlam 2016-2020 Capital Program PARKS

Reference # C-P06A Project: European Chafer Beetle Damage Repairs

2016 2017 2018 2019 2020 Total Capital Costs $88,875 $- $- $- $- $88,875 Funding Sources: Parks & Recrea on Infrastructure 88,875 - - - - 88,875 Reserve

Total $88,875 $- $- $- $- $88,875

Project Description & Estimated Beneﬁ ts

City parks have seen an unprecedented amount of Areas currently impacted include: Chafer Beetle damage given the long hot summer of • Aggie Park 2015 and the inability to water during the key growing • Central Park season and cri cal life-cycle process of the Chafer • Citadel Field Beetle. Given the poten al safety concerns in sport-turf • City Hall and passive areas, grass needs to be re-established to • Gates Park maintain playability of sports ﬁ elds. • Granny Smith Park • McLean Park Costs include removal of damaged turf, re-grading/soil • Minnekhada Field placement and seeding. • Rowland Park • Thompson Park

2016-2020 Financial Plan 167 2016-2020 Capital Program PARKS

Reference # C-P02 Project: Evergreen Park - Playground Retaining Wall and Fall Surface

2016 2017 2018 2019 2020 Total Capital Costs $53,000 $- $- $- $- $53,000 Funding Sources: Parks & Recrea on Infrastructure 23,900 - - - - 23,900 Reserve Parkland DCC - Principal 16,400 - - - - 16,400 Parkland DCC - Interest 12,700 - - - - 12,700

Total $53,000 $- $- $- $- $53,000

Project Description & Estimated Beneﬁ ts

The exis ng wood retaining wall at Evergreen Park is past the pea gravel will reduce the slipping risk, meet current the end of its life cycle and in a serious state of decay. park standards and lessen maintenance requirements. Also, the pea gravel fall surface no longer meets park Relates to the Strategic Plan outcome Community Well standards and requires signiﬁ cant maintenance. Being. A concrete wall will lessen maintenance requirements and have a life cycle of at least 50 years. Replacement of

168 City of Port Coquitlam 2016-2020 Capital Program PARKS

Reference # C-P04 Project: Barrier Fencing Replacements

2016 2017 2018 2019 2020 Total Capital Costs $49,000 $- $- $- $- $49,000 Funding Sources: Parks & Recrea on Infrastructure 22,000 - - - - 22,000 Reserve Parkland DCC - Principal 15,200 - - - - 15,200 Parkland DCC - Interest 11,800 - - - - 11,800

Total $49,000 $- $- $- $- $49,000

Project Description & Estimated Beneﬁ ts

Barrier fencing has been installed throughout the park The concrete fence posts will have a life cycle of at least system to protect pedestrian trails along roadways and 25 years. to deﬁ ne park spaces and prevent vehicle access. This A large por on of the original fencing needs to be feature also encourages healthy outdoor ac vi es. replaced in a phased approach over the next 3 to 5 years. A large por on of the barrier fencing was installed more The 2016 proposal is to replace 300 meters of barrier than 20 years ago and is past its life cycle. The current fencing on the Traboulay PoCo Trail along Argue Street. pressure trea ng available for fence posts only has a life Relates to the Strategic Plan outcome Community Well cycle of 12 years. In response, the City has devised a Being. concrete post with a wooden railing as a replacement.

2016-2020 Financial Plan 169 2016-2020 Capital Program PARKS

Reference # C-P07 Project: Coutts Park - Sport Court Retaining Wall and Playground Perimeter Replacement

2016 2017 2018 2019 2020 Total Capital Costs $45,000 $- $- $- $- $45,000 Funding Sources: Parks & Recrea on Infrastructure 20,300 - - - - 20,300 Reserve Parkland DCC - Principal 13,900 - - - - 13,900 Parkland DCC - Interest 10,800 - - - - 10,800

Total $45,000 $- $- $- $- $45,000

Project Description & Estimated Beneﬁ ts

The exis ng treated wood and mber structures were Concrete will also reduce the slipping risk related to the designed and installed in the 1990s, and are now star ng ro ng wood structures being slimy due to breakdown of to fail as they have exceeded their life cycle. the structure. Maintenance costs will be reduced, and the life cycle of the new structure will be at least 50 years. Replacement with concrete and allan block materials will remove exis ng hazards such as wood splinters and Relates to the Strategic Plan outcome Community Well exposed nails. Being.

170 City of Port Coquitlam 2016-2020 Capital Program PARKS

Reference # C-P12 Project: Gates Park - Tennis Court Resurfacing

2016 2017 2018 2019 2020 Total Capital Costs $45,000 $- $- $- $- $45,000 Funding Sources: Parks & Recrea on Infrastructure 45,000 - - - - 45,000 Reserve

Total $45,000 $- $- $- $- $45,000

Project Description & Estimated Beneﬁ ts

Gates Park tennis courts consist of six (6) full courts and The lines are completely visible, and nets, poles and one (1) prac ce court. The tennis courts are used by the screens are all in good condi on. Although not essen al Port Coquitlam Tennis Club as well as by residents on a for 2016, a resurfacing of the court would be good for ﬁ rst-come, ﬁ rst-served basis. the summer of 2016, and would likely be essen al by 2017. The exis ng surfacing has minor cracks and fading but the tennis courts are in good playable condi on overall.

2016-2020 Financial Plan 171 2016-2020 Capital Program PARKS

Reference # C-P01 Project: Blakeburn Park - Playground Retaining Border

2016 2017 2018 2019 2020 Total Capital Costs $37,000 $- $- $- $- $37,000 Funding Sources: Parks & Recrea on Infrastructure 16,400 - - - - 16,400 Reserve Parkland DCC - Principal 11,300 - - - - 11,300 Parkland DCC - Interest 9,300 - - - - 9,300

Total $37,000 $- $- $- $- $37,000

Project Description & Estimated Beneﬁ ts

The treated wood retaining border around the playground at Blakeburn Park is designed to retain the safety fall surface. This retaining wall border was installed in the 1990s. The border is past the end of its life cycle and is in a serious state of decay. Replacement with a concrete border will remove exis ng hazards such as wood splinters and exposed nails. Concrete will also reduce the slipping risk related to the ro ng wood structures being slimy due to breakdown of the structure. Maintenance costs will be reduced, and the life cycle of the new structure will be at least 50 years. Relates to the Strategic Plan outcome Community Well Being.

172 City of Port Coquitlam 2016-2020 Capital Program PARKS

Reference # C-P11 Project: Cemetery Road Works

2016 2017 2018 2019 2020 Total Capital Costs $11,000 $- $- $- $- $11,000 Funding Sources: Cemetery Expansion Reserve 11,000 - - - - 11,000

Total $11,000 $- $- $- $- $11,000

Project Description & Estimated Beneﬁ ts

As a result of cemetery expansion, a new sec on for To increase accessibility and provide a be er experience in-ground burial plots has been created in the north- for grieving families, a perimeter roadway will be east corner of the property. Access to this area can be installed. This work will be performed by in-house staﬀ . problema c for both staﬀ and grieving families, as the area is grassy and quite wet.

2016-2020 Financial Plan 173 2016-2020 Capital Program RCMP

Reference # C-PD01 Project: Public Safety Building Three-year Interior Painting Project - Year 1: Ground Floor

2016 2017 2018 2019 2020 Total Capital Costs $44,200 $- $- $- $- $44,200 Funding Sources: Public Safety Building Reserve 44,200 - - - - 44,200

Total $44,200 $- $- $- $- $44,200

Project Description & Estimated Beneﬁ ts

A er nineteen years, the Public Safety Building (PSB) is in 2016 Total Capital Cost: $132,000 need of interior patching and pain ng. Port Coquitlam Cost Share (33.45%): $44,200 Coquitlam Cost Share (66.55%): $87,800 The original plan, to paint the en re building in one year, has been reconsidered due to the high cost and Relates to the Corporate Strategic Plan Direc on: workload demands of this plan. The meline of this Sense of Community, Sustainable Future and Council’s project has been extended over a three-year period Infrastructure Priority (2016 to 2018). The ground fl oor will be painted in 2016, followed by the main fl oor in 2017 and fi nally the second fl oor would be painted in 2018.

174 City of Port Coquitlam 2016-2020 Capital Program RECREATION

Reference # C-F02 Project: City - Main Entrance (West) - Accessibility Upgrade

2016 2017 2018 2019 2020 Total Capital Costs $32,500 $- $- $- $- $32,500 Funding Sources: Building Maintenance Reserve 32,500 - - - - 32,500

Total $32,500 $- $- $- $- $32,500

Project Description & Estimated Beneﬁ ts

The last major renova on of City Hall was in 1985. This Op on B: Swing door system built inside the concrete renova on included the current entry points. In order structure (similar to the East entrance). to meet the Building Code of that me, an accessible The project will be awarded through the tender process, entrance door was installed on the East side of the the op on chosen will depend on the outcome of this building. The West entrance currently does not have process. an accessible entrance; however, accessibility ramps do provide improved access from the outside courtyard. In As the building is a heritage building, in addi on to a order to improve customer service for patrons visi ng building permit, a Heritage Altera on Permit would City Hall, we will be renova ng the West entrance to have to be included as part of the process. All design, enhance the accessibility of this well-used entry point. permits, electrical and construc on costs have been allowed for in the budget. Due to the current design of the exis ng doors, accessible door actuators cannot be installed; therefore, As the exis ng doors are not weather sealed due to their a new door system would have to be designed and design, the replacement door system would improve installed to achieve the accessibility requirement at the energy eﬃ ciency of City Hall as the new door system this entrance. This would involve removing the exis ng would be weather sealed reducing heat loss in the colder double glass door system and installing a single door months. system. Two op ons were reviewed which were equal Relates to the Corporate Strategic Plan Direc on: in cost. Sense of Community, Sustainable Future and Council’s Op on A: Glass bi-part sliding doors that would be Infrastructure Priority a ached to the outside of the building and centred on the exis ng concrete structure.

2016-2020 Financial Plan 175 2016-2020 Capital Program RECREATION

Reference # C-F01 Project: Hyde Creek - Hot Tub UV Water Treatment

2016 2017 2018 2019 2020 Total Capital Costs $25,000 $- $- $- $- $25,000 Funding Sources: Building Maintenance Reserve 25,000 - - - - 25,000

Total $25,000 $- $- $- $- $25,000

Project Description & Estimated Beneﬁ ts

Since the comple on of the Hyde Creek Recrea on The benefi ts of ultra violet as a secondary water Centre renova on project in 1995 there has been a treatment are: signifi cant increase in user demands on the hot tub, lap • improves the ability to safely treat against chlorine and leisure pools. The high bather loads and shortened tolerant pathogens such as Cryptosporidium, periods to conduct tradi onal methods of disinfec on • improves water disinfec on processes, (superchlorina ons and backwashes, along with • improves air/water quality, requiring the associated mechanical support systems • increases safety of the environment for staff and to operate at 100%) make it more diffi cult to maintain patrons, proper air/water quality and result in frequent spiking • enhances the quality of the user experience in the of chloramine levels. When chloramine levels spike facility, as a result heavy bather loads, the pool is s ll safe to • reduc on of metal and building infrastructure operate; however, staff and patrons have complained of corrosion, experiencing irrita on to their eyes, skin and respiratory • reduces the need for “shock treatments” to reduce systems. chlorine levels, In 2014, a secondary fi ltra on system was installed in • provides a non-hazardous, non-chemical and green the Leisure Pool with immediate benefi ts. To remain technology solu on, and consistent with improving pool disinfec on and air • cost savings generated by reduced staff and quality, the same system will be installed on the Hot Tub opera ng costs will provide a conserva ve es mate system. The 20 year old Hot Tub pool fi ltra on system of payback on this investment of three years. is a single sand fi ltra on treatment technology. Industry standard now recommends a two system process to Relates to the Corporate Strategic Plan Direc on: Sense meet the growing demands on water/air quality. The of Community and Council’s Infrastructure Priority hot tub pool has been iden fi ed as a major contributor to increased chloramine levels. Installing a secondary ultraviolet disinfec on system on the hot tub pool will enhance our current water treatment process.

176 City of Port Coquitlam 2016-2020 Capital Program ENGINEERING & PUBLIC WORKS

Reference # C-P10 Project: Land Acquisition

2016 2017 2018 2019 2020 Total Capital Costs $5,000,000 $- $- $- $- $5,000,000 Funding Sources: Land Sale Reserve 5,000,000 - - - - 5,000,000

Total $5,000,000 $- $- $- $- $5,000,000

Project Description & Estimated Beneﬁ ts

To provide for land acquisi on and improvements, as Relates to the Corporate Strategic Plan direc on well as professional services related to disposi on of Community Well-Being. City-owned land. Speciﬁ c projects of this nature will be brought forward to Council for approval.

2016-2020 Financial Plan 177 178 City of Port Coquitlam THE CORPORATION OF T H E C I T Y O F

BRITISH COLUMBIA, CANADA

2016-2020 Financial Plan Appendices

www.portcoquitlam.ca/budget MISSING INFO Appendix A – Business Planning and Budget Guidelines

1. Tax adjustment for General Purposes 2016 - staff will 7. Decision packages must include a ra onale to support bring forward 2016 base budgets based on 2015 service requests for new programs/projects/staff . levels. 8. U lity charges (water, sewer, solid waste) will be 2. Tax increase for Long-term Replacement Infrastructure reviewed annually with a view towards using rate 2016 – 1.0%. stabiliza on prac ces to smooth out large fl uctua ons in Metro’s rates. The Metro u lity rates will be fi nalized 3. The 2016 Base Budget will be prepared using a 1.79% in late October. infl a on rate for goods and contracted services. 9. Tax increases for 2016-2020 will be the same as stated in 4. Council-iden fi ed priori es are to be incorporated into the 2015-2019 business planning and budget guidelines, business plans. Divisions must iden fy how their work but will be revisited prior to adop ng the fi nancial plan is contribu ng to progress in the priority areas and how early in 2016. budgets and/or work plans have been adjusted to focus on priority areas. Council’s stated priority areas for 10. Budgets must include opera ng and capital components 2016 are: for a fi ve-year period. · Infrastructure, 11. A public consulta on plan will be developed and · Organiza onal development, implemented. · Recrea on centre expansion/old works yard site 12. Vacant posi on review and management – all full- me development. posi ons that become vacant are subject to a detailed 5. Iden fy poten al ways to increase revenue from new review by CMT subcommi ee, prior to being posted. and exis ng sources (i.e., be crea ve) and ar culate 13. Progress in rela on to each division’s business plan will how you intend to further explore these op ons. be presented to Council in June, 2016. 6. Two key areas or processes will undergo a Con nuous Improvement Assessment (CIA) in 2016.

180 City of Port Coquitlam Appendix B – Financial Plan Development and Timetable

Legislative Requirements • A Budget Highlights booklet was available for distribu on at all city facili es. The Community Charter of Bri sh Columbia requires that • An online budget survey was available, this was the City prepare a fi ve-year Financial Plan. This provincial adver sed through social media and our city’s email legisla on requires that the City undertake a public newsle er. consulta on process prior to adop ng or amending the • Public input opportuni es at a both Finance and Financial Plan. The Financial Plan and any necessary revisions Intergovernmental Commi ee mee ngs and Council thereto must be authorized by bylaw. mee ngs. Annual City Process The online budget survey provides a forum for residents to off er their ideas on how the City can increase effi ciencies, The Financial Plan content and direc on is guided by the generate new revenues, and/or make eff ec ve changes City’s Corporate Strategic Plan (Appendix D). Addi onal to service delivery. Sugges ons or ideas that fell within direc on is provided by the development of Business the scope of what the City provides were reviewed and Planning and Budget Guidelines (Appendix A). These considered for the 2016 budget process. The results of this guidelines iden fy specifi c service area priori es and survey were presented to the Finance and Intergovernmental parameters for taxa on and levy increases for the fi ve-year Commi ee in March. fi nancial cycle. The Corporate Strategic Plan is commonly reviewed and Financial Plan Timetable updated each spring by Council and the annual Financial May Plan Guidelines are established between June and July each year. Prior to approval of the Business Planning and Budget • Finance and Intergovernmental Commi ee approved Guidelines, the Finance & Intergovernmental Commi ee guidelines (Appendix A) and Council Priori es (page 8) holds a public consulta on session to iden fy issues and January desires from the public rela ve to the upcoming fi nancial planning cycle. • Department business plans presented to Finance and Intergovernmental Commi ee As a result of this consulta on, the Commi ee may modify the • Open delibera on sessions held on proposed decision proposed guidelines or provide addi onal direc on to staff for packages and capital plan the prepara on of the Financial Plan. Between November and • Open delibera on sessions held on proposed opera ng December, in the year prior to the fi rst year of the Plan, City and service level changes staff complete a staff proposed Financial Plan for presenta on • Water and Sewer rates bylaws approved to Council. Council subsequently considers the staff plan, amends it as required, and adopts the modifi ed plan, by bylaw, February early in the fi rst year of the Plan. • Dra Financial Plan presented to public for comment Once approved, the tax rate bylaw is prepared and is through budget survey adopted by April or May in the fi rst year of the Plan when tax March assessed values for the year are fi nalized. • Results of public input presented to Finance and Public Consultation Intergovernmental Commi ee The public process for developing the 2016-2020 Financial May Plan began in December 2015, con nued throughout winter and early spring, and concluded in March. Consulta on was • Council approved Financial Plan Bylaw done through several methods: • Council approved Tax Rates Bylaw • Business plan presenta ons were made to both Council and the public. • Open delibera on sessions were held on proposed service level increases and capital proposals. • A Budget at a Glance brochure was mailed to every property in the City of Port Coquitlam.

2016-2020 Financial Plan 181 Appendix C – Financial Management Policy

Purpose: • Water U lity Fund · Receives water user fees for the distribu on To establish the framework for the overall fi scal management of potable water throughout the community. of the City to support the appropriate, legal and prudent use Also provides reliable water sources for fi re of municipal funds to the benefi t of the City and its residents. protec on. • Sewer U lity Fund Policy: · Receives sewer user fees from the community 1. Defi ni ons for the collec on and disposal of liquid waste. Base Budget – means those revenues and expenses 3. Financial Plan necessary to maintain the same level of service as in General the prior year adjusted: a. The City’s Financial Plan will support and be aligned • For infl a onary and growth impacts; with the City’s Corporate Strategic Plan. • By dele ng non-recurring, or one- me, expenses b. The Financial Plan will establish the level of services and/or revenues; to be provided. Each Department of the City will • By including the full year eff ects of service changes con nue to periodically examine its methods for approved in the prior year, but only in place for part program delivery. Changes which would improve of that year; and produc vity, lower costs, improve services, • By including the eff ects of service/revenue enhance job knowledge and employee safety and changes already approved by the Finance and further communica on with the public will be Intergovernmental Commi ee. implemented when prac cal. c. The Financial Plan must be balanced. This means Budget – A plan of fi nancial opera on comprised of that the total of the proposed expenditures and es mated expenditures for a given period and the transfers to other funds must not exceed the total proposed means of fi nancing the expenditures. of the proposed funding sources (revenues plus Financial Plan – Same meaning as Budget. transfers from reserves or surplus). d. The City will encourage public par cipa on in Fund – a separate accoun ng en ty. the Financial Plan development or amendment Surplus – Annual Opera ng – the amount by which process. revenues exceeds expenditures in a calendar year. e. The City will invest in employees and provide resources to maximize their produc vity. Surplus – Accumulated – the current balance of surplus f. The City will develop and pursue new and crea ve funds retained by the City, which remain undesignated. partnerships with government, community 2. Accoun ng ins tu ons (churches, schools), and community a. The City will follow Canadian generally accepted groups, as well as, private and non-profi t accoun ng principles as prescribed by the Public organiza ons to enhance service to the community. Sector Accoun ng Board (“PSAB”) of the Canadian Calendar Ins tute of Chartered Accountants. The Finance Division shall present a Financial Plan b. The City will have the following Funds to represent Calendar to the Finance and Intergovernmental opera ng and capital ac vi es: Commi ee for approval at the start of the Financial • General Fund Plan development process. · Receives property tax revenues, user fees and other sources of revenue to operate Strategy Administra on, Corporate Services, The Finance and Intergovernmental Commi ee will, Development Services, Engineering, Fire, based on budget es mates, provide a guideline or Parks & Recrea on and Policing. parameters for development of the Financial Plan including an indica on of the desired service levels, Council priori es and property tax/u lity rate change that would be acceptable.

Con nued on next page

182 City of Port Coquitlam Appendix C – Financial Management Policy

3. Financial Plan (cont) f. The City has established annual alloca ons from Development & Document general revenue (referred to as capital funding Department Heads are responsible for: envelopes) to provide funding for capital works. • Providing base budget es mates for the succeeding Capital funding envelopes are established for all calendar year based on an cipated cost increase major infrastructure categories and for some sub- factors provided by Finance or as iden fi ed by the categories. These funding envelopes are expected Department. to fund all of the capital requirements (new and • Providing Financial Plan informa on in the required replacement) for each area except: format. · Bridges, overpasses and underpasses • Providing informa on in accordance with the · Parks and Recrea on new facili es cos ng over approved Financial Plan calendar. $500,000 • Providing Decision Packages either enhancing or · Major renova on or new construc on of Civic reducing the current level of service. Keeping in Buildings. mind that: The annual capital funding envelope alloca on · All funding requests will be made through the is either spent in the year (on respec ve capital budget process. projects) or is transferred to a reserve to be used in · To the extent feasible, personnel cost a future year for the same purpose. Since capital reduc ons will be achieved through a ri on. expenditures fl uctuate from year to year, the use of funding envelopes is intended to smooth, or The Finance Division is responsible for coordina ng annualize, the cost of capital expenditures. all aspects of the Financial Plan process, analyzing department budget informa on, preparing non- Carry forward budgets departmental revenue es mates, assembling the Funding for approved one- me opera ng or capital budget document and assis ng Departments Heads in projects will be carried forward to the following years iden fying budget problems and formula ng solu ons Financial Plan under the following condi ons: and alterna ves. • The project or purchase has been started, and • Only the net unspent amount will be automa cally Improvement Program carried forward. a. The Finance Division will coordinate development Unspent opera ng funds will not be carried forward of a fi ve-year plan for capital improvements and without specifi c approval of the Chief Administra ve update it annually. Offi cer. b. The City will make all capital improvements in accordance with the adopted Capital Improvement Monitoring Program. Department Heads have primary responsibility for c. Capital project proposals will include an es mate monitoring their department’s fi nancial performance. of the impact of the proposed works on the future The Finance Division will submit a quarterly Financial opera ng budget. Once a proposal is approved, Report to the Finance and Intergovernmental future-opera ng costs will be included in opera ng Commi ee as soon as prac cable following June 30th, budget forecasts. September 30th and December 31st providing at a d. The City will strive to maintain all its assets at a level minimum: adequate to protect the City’s capital investment and • an analysis of budgeted versus actual/projected minimize future maintenance and replacement costs. revenues and expenditures; e. Infrastructure (capital requirements) of the City are • a review of capital works focusing on projects/ divided into the following asset categories: items budgeted to cost greater than $100,000 · Roadways & Drainage including an indica on of whether or not the · Water Distribu on System project is proceeding according to schedule. · Sanitary Sewerage System · Civic Buildings (including Recrea on Centres) · Equipment including computers and informa on systems Con nued on next page · Recrea on and Minor Buildings · Other

2016-2020 Financial Plan 183 Appendix C – Financial Management Policy

3. Financial Plan (cont) 5. Cost Recovery Changes User fees will be set to recover the full cost of services Department Head Authority except where the Finance and Intergovernmental Departments Heads may move opera ng budget Commi ee determines that a subsidy is in the general amounts from any line item to any other line item public interest. The following factors will be considered within their departmental opera ng budget provided: when determining whether a subsidy is in the general • That the bo om line (revenues minus expenditures) public interest: for their department is not adversely impacted, and • Who benefi ts from the service? Services that • Budgets are not used for items which otherwise benefi t individuals will generally be subject to a would have been required to be submi ed as a higher cost recovery while services that have a budget enhancement, and large public benefi t will have a lower cost recovery. • Budgets must remain within the same Fund, and • Will the level of demand for a service support full • Monies remaining at the comple on of a special cost recovery? project or one- me funding project are not re- • What prices are others charging for the services? allocated, and • How will the City collect fees charged for a service? • Department Heads are responsible for obtaining In some cases it may be imprac cal for the City approval from the Finance and Intergovernmental to implement fees, as they may be too costly to Commi ee if any service objec ves might not be administer, for example charging a fee for the use achieved as a result of budget transfers. of the Traboulay PoCo Trail. • Will the fee established infl uence behaviour in the Department Heads may transfer capital budget desired fashion? amounts from any line item to any line item within their • Is the client able to pay for the service? departmental capital budget providing: • The project/item proposed is an appropriate use of Full cost includes all direct costs (labour, materials, the monies to be transferred transporta on, facili es and services) and a 15% • That budgets remain within the same Fund. administra ve surcharge. Chief Administra ve Offi cer Authority 6. Cash Management / Investments Approval of the Chief Administra ve Offi cer is required a. The City will select its offi cial banking ins tu on for all inter-departmental opera ng or capital budget through a formal bidding process in order to transfers. provide the City with the most comprehensive, fl exible, and cost-eff ec ve banking services. Finance and Intergovernmental Commi ee Authority b. The City will promptly deposit all funds received. Approval of the Finance and Intergovernmental c. The City’s cash may be invested in any of the Commi ee is required on transfers between opera ng securi es iden fi ed as eligible investments in the and capital budgets or between Funds. Community Charter. Council Approval d. The City will strive to maximize the return on its A bylaw amendment requiring Council approval is investment por olio with the primary objec ve of necessary to authorize budget changes/transfers that safety and liquidity. result in an overall increase in City opera ng and/or e. All investments, except deposits into the Municipal capital expenditures. Finance Authority (MFA) pooled funds, shall be made through an informal bidding process. 4. Revenue The informal bidding process involves the City a. The City will review fees/charges, at a minimum on contac ng investment dealers and obtaining verbal a biennial basis, to ensure that they keep pace with quota ons and placement of the investment based changes in the cost-of-living, as well as, changes in upon the verbal quota ons received. the methods or levels of service delivery. f. The City will follow an aggressive, but sensi ve b. The City will encourage the use of alternate policy, of collec ng all moneys due the City to the revenue sources instead of property taxes. extent that the collec on eff orts are cost eff ec ve. c. General Revenues will not be dedicated for specifi c purposes, unless required by law or generally accepted accoun ng prac ces (GAAP). Con nued on next page

184 City of Port Coquitlam Appendix C – Financial Management Policy

7. Debt Financing 9. Reserves Debt fi nancing for capital expenditures will only be Purpose of Reserves considered for expenditures larger than those covered The purpose of se ng aside reserves is to: within a department’s capital funding envelope. • Provide a source of funds for future capital expenditures. Debt fi nancing for opera ng costs will not be • Provide a source of funding for areas of considered except for temporary short-term borrowing expenditure that fl uctuate signifi cantly from year that may be required from me-to- me for cash fl ow to year (equipment replacement, special building reasons only to fi nance opera ons prior to the annual maintenance, etc.). property tax and levies being collected. • Protect the City from uncontrollable or unexpected 8. Surplus increases in expenditures or unforeseen reduc ons The Community Charter does not allow municipali es in revenues, or a combina on of the two. to budget for an opera ng defi cit (i.e. where • Provide for working capital to ensure suffi cient cash expenditures exceed funding sources). To ensure fl ow to meet the City’s needs throughout the year. this situa on does not occur, revenue projec ons are Judiciously guarded reserves provide Council with an conserva ve and authorized expenditures are closely opportunity to fund unusual one- me costs and provide monitored. The combina on of conserva ve revenue increased fl exibility to off -set unplanned expenditures projec ons and controlled expenditures should produce or revenue shor alls. a modest annual opera ng surplus and will avoid incurring an opera ng defi cit. The City’s reserve funds are all statutory reserves; they are authorized either by the Community Charter and/or Use of Accumulated Surplus by City bylaw. Accumulated surplus is retained: • to reduce the need to borrow temporarily early Capital Reserve in the year before major revenues from annual In 2005, the City established a new “Capital Reserve” property tax and u lity bills are received; and (Bylaw 3496) encompassing many of the former non- • to provide funding in an emergency (e.g. major statutory capital reserves that were held by the City. fl ooding, earthquake, etc.). The inten on is to retain subsidiary reserves within the broad tle of “Capital Reserve” for the following areas: To ensure the Accumulated Surplus is maintained at a reasonable level, the balance in the accumulated • Equipment Replacement with addi onal subsidiary surplus account should be approximately 10% of the accounts for: annual opera ng budget. · Public Works · Parks Example: · Fire Total annual expenditures $110,000,000 · Informa on Systems Less capital expenditures 59,000,000 • Roads and Drainage with addi onal subsidiary Equals total opera ng budget 51,000,000 accounts for: Guideline Maximum Accumulated Surplus $5,100,000 · Downtown Parking Accumulated Surplus funds may be used for: · GVTA Roads • capital expenditures or to increase reserves • Water U lity • con ngencies for items that may arise but are not • Sewer U lity known at the me the annual opera ng budget • Recrea on and minor civic buildings was developed • Environmental Capital • pay off capital debt, including internal borrowings • Public Safety Building (Police Detachment) • stabilize City property tax and u lity rate increases • other items, as City Council deems appropriate. Con nued on next page Staff will facilitate Council’s review of the amount of Accumulated Surplus in the General, Water and Sewer Funds on an annual basis.

2016-2020 Financial Plan 185 Appendix C – Financial Management Policy

9. Reserves (cont) that these reserves be shown on fi nancial statements as Extraordinary Building Maintenance Reserve Fund deferred revenue rather than reserve funds. Authorized in 1991 by Bylaw # 2618. The purpose Opera ng Expense Reserve of this fund is to provide for mely maintenance of In 2005, the City established a new “Opera ng Reserve” all City buildings. Funds for normal/rou ne building (Bylaw 3497) encompassing many of the former non- maintenance are included in the City’s opera ng statutory reserves held by the City. The inten on is budget. Included in the annual opera ng budget is the to retain subsidiary reserves within the broad tle of appropria on of funds to be added to the reserve with “Opera ng Expense Reserve” for the following areas: the main purpose to annualize the cost of extraordinary • Tax Stabiliza on – The purpose of this reserve (non-rou ne) building maintenance. is, at the discre on of the Finance and It is an cipated that funds in this reserve will be completely Intergovernmental Commi ee, to moderate used in 2006/07. Funding for future requirements in this property levy fl uctua ons. Subject to approval of area is included in the annual Recrea on and Minor Civic the Finance and Intergovernmental Commi ee, Buildings Capital Funding Envelope. 15% of the annual surplus will be allocated to this reserve if the reserve balance is below the targeted Public Works Special Capital Expenditure Reserve Fund balance of 2.5% of tax and u lity levies. Authorized in 1990 by bylaw # 2497. This reserve was • Self Insurance - The intent is to use the funds to established with a balance of $2 million with the bylaw assist in covering any self-insured costs incurred requirement being that the interest on the fund balance above the ($250,000) insurance deduc ble. would be used to provide capital funding for local road • Snow and Ice Removal - The purpose of this reserve works or local storm sewer works. Council established is to set aside funds in moderate winters to assist the fund as they observed that small local projects with the costs of snow and ice removal in bad winter could not compete in the annual budget process against years. This is accomplished by including an amount the larger arterial or collector road projects so this in the annual opera ng budget each year for snow funding source for smaller local works was established. and ice removal. At the end of the year any monies Land Sales Reserve remaining are allocated to the reserve; if addi onal The Community Charter (sec on 188(2)(e)) requires funds are required, reserve funds are transferred to that proceeds of the sale of proper es be deposited assist the opera ng budget with the costs. into a reserve and that the funds be used for reducing • Canada/May Day - May Day and Canada Day are debt or for a capital purpose. Annually the net proceeds events run by volunteer Task Forces. Part of that (sales revenue less cost of sales) from the sale of City Task Force’s mandate is to seek out dona ons to land are added to this reserve. support the events. In years when the Task Force successfully exceeds their budgeted fund raising Expenditures, other than land servicing or land needs, funds are added to the reserve to be drawn purchases, from this reserve are repaid to the reserve, down in years when the Task Force does not without interest, over the life of the asset purchased. successfully meet their fund raising budget. The addi on of the annual repayment into the Financial • Arts Heritage and Culture - The City provides Plan may be phased-in over a maximum of three years. funding in the annual budget to support local arts, Major Transporta on Infrastructure Reserve heritage and cultural ac vi es. At the end of the Authorized in 2001 by bylaw 3298. This reserve was year any unspent funds are allocated to the reserve established to accumulate funds for projects iden fi ed to be used for future ac vi es in those areas. in the City’s Major Transporta on Plan. • Elec on - There is an elec on every three years. The City a empts to annualize the cost of the elec on by It is an cipated that funds in this reserve will be alloca ng an amount in each year to the reserve. completely used on the Coast Meridian Overpass project. Responsibility: Development Cost Charge (DCC) Reserves Authorized by the Local Government Act and various City Finance Division bylaws. The purpose of the DCC reserves is to fund the Finance staff will facilitate an annual review of this policy and cost of expanding City infrastructure to accommodate related reserve and surplus balances with the Finance and growth. The Public Sector Accoun ng Board requires Intergovernmental Commi ee.

186 City of Port Coquitlam Appendix D – Corporate Strategic Plan

Successful ci es develop a vision of how they wish to look Principles in the future. They determine community priori es. They Community involvement, City support and external factors align decisions and ac ons with supported and shared goals. will contribute to the successful achievement of Vision 2020. And they adhere to a strategic plan that clearly defi nes the The outcomes: a sustainable future; a sense of community; outcomes and direc ons that will lead to the Vision. economic strength; community well-being; and strategic Much has changed in the world and much has been achieved service delivery are the building blocks to help achieve in the City of Port Coquitlam since the development of our our long term vision that was developed with corporate fi rst Corporate Strategic Plan in 2002. To remain focused knowledge, technical exper se and community and and relevant, our City developed a new Corporate Strategic stakeholder feedback. Plan in 2011. Public consulta on was the cornerstone of this The greatest challenge in the next number of years will process ensuring the new plan refl ects community priori es. be to maintain our exis ng City services for residents and The City of Port Coquitlam’s new Corporate Strategic plan businesses at the levels enjoyed today with a consistent level outlines the community’s vision for the future and will guide of resources. In addi on, social ma ers such as aff ordable the City’s policy, opera ons and fi nancial decisions through housing and the elderly are growing areas of concern. to 2020 as we work to achieve that Vision. Globally, the uncertainty of the natural environment challenges our future.

Vision 2020 Along with a very important role of ensuring the public is Port Coquitlam is a happy, vibrant, safe community informed of municipal services and programs, Vision 2020 of healthy engaged residents and thriving businesses will guide the City in making balanced decisions based on the supported by sustainable resources and services. following principles: Mission Statement • Municipal mandate of core service provision We strive to do it right by researching, planning, • Beneﬁ ts the community as a whole building and execu ng well-balanced solu ons. • Legal obliga ons met and risks mi gated • Cost eﬀ ec ve decisions and ac ons

Strategic Outcomes There are ﬁ ve Strategic Outcomes in the Corporate Strategic Plan that will help achieve a shared Vision.

OUTCOME: OUTCOME: Strategic OUTCOME: Sense of Service Delivery Economic Community Strength

OUTCOME: OUTCOME: Sustainable Community Future Well-being

Con nued on next page

2016-2020 Financial Plan 187 Appendix D – Corporate Strategic Plan

Strategic Outcomes

Sustainable Future 1. Develop plans and take ac on for the sustainability of the City’s ﬁ nances, environment and social resources. 2. Create a sustainable community 3. Leverage the City’s rela onship with local, regional, provincial and federal governments. 4. Develop a strong lobby for transit improvements.

INDICATOR MEASURE • Economic Strategic Plan: development, approval and execu on • Financial Management Policy: development, approval and compliance Financial Health • Investment Strategy: development, approval and compliance • Tracking and responding to increasing number of downloaded and oﬄ oaded responsibili es from senior levels of government.

• Environmental Strategic Plan: compliance, mee ng legislated targets Environmental Health • Number of ini a ves adopted corporately and in the community • Eﬀ ec ve lobbying resul ng in transit improvements

• Social Strategic Plan: development, approval and compliance Social Health • Oﬃ cial Community Plan and Regional Context Statement: upda ng Sustainable Service • Annual quan ﬁ ca on of the infrastructure gap

Sense of Community 1. Support and plan for a connected, happy community. 2. Build community capacity by sustaining and strengthening volunteer involvement. 3. Promote an ac ve, healthy community and appropriate models that beneﬁ t an individual’s healthy living. 4. Plan to meet varied needs and encourage inclusiveness.

INDICATOR MEASURE • Resident Sa sfac on Survey • Events promoted e.g. May Day, Rivers and Trails Fes val etc. Community Spirit • Volunteer involvement, event par cipa on • Volunteer Recogni on Event: a endees

Community • Housing Strategy: development and approval Inclusiveness and • Level of rental housing stock Diversity • Number of par cipants in the leisure access programs

• Number of recrea on and park facili es, service standard • Number of new programs introduced to address demographic, technology, demand, and industry changes Community Health • Community Sport Strategy: endorsement • City Plans: revisi ng and upda ng • Heritage Strategy: implementa on • Feasibility study for recrea on facili es: development Con nued on next page

188 City of Port Coquitlam Appendix D – Corporate Strategic Plan

Strategic Outcomes (cont.)

Economic Strength 1. Sustain employment by ensuring decisions are made to create, retain and enhance business. 2. Facilitate goods movement within and throughout the City. 3. Promote customer accessibility in business areas. 4. Promote reten on and viability of the lands in the Agricultural Land Reserve (ALR). INDICATOR MEASURE • Commercial assessments Business Strength and • Industrial assessments Viability • Business licences

• Master Transporta on Plan: upda ng and implementa on Goods Movement and • Number of kilometres added in the year: cyclist, pedestrian and transit routes Alterna ve Transporta on • Number of transit users

Vehicle Accommoda on • Parking Study: comple on and implementa on ALR Lands Reten on and • Hectares ALR lands retained in City Viability • Agricultural Strategy: development and approval

Community Well-being 1. Protect residents, businesses and property. 2. Provide City u lity services to sustain the community’s quality of life. 3. Value parks and natural areas.

INDICATOR MEASURE • Number of ﬁ res in the year Fire Safety and Emergency • Number of emergency response calls in the year Preparedness • Number of par cipants in the Emergency Preparedness courses • Number of Emergency Opera ons Centre-trained staﬀ and volunteers

Protec on from Criminal • Number of crimes in the year; total, by criminal ac vity Ac vity • Number of traﬃ c ﬁ nes and impaired drives apprehended

• Open space, riparian areas: no net loss Parks and Natural Areas • Parkland per popula on Water Diversion Rate • Percentage of solid waste diverted from landﬁ ll Water Usage • Consump on volume per capita Sewage Disposal • Sewage volume per capita Community Sa sfac on • Resident and Business Sa sfac on Survey

Con nued on next page

2016-2020 Financial Plan 189 Appendix D – Corporate Strategic Plan

Strategic Outcomes (cont.)

Strategic Service Delivery 1. Con nue to strengthen public confi dence and trust in municipal service delivery. 2. Support a strong team environment inclusive of the public, city staff and elected offi cials. 3. Maintain a healthy work environment.

INDICATOR MEASURE • Service benchmarks compared to regional municipalities Team Effectiveness • Resident and Business Satisfaction Survey

• Cost per unit work completed Staff Productivity • Online staff survey

Transparency • Corporate Communications Strategy: development and implementation Healthy Work Environment • Employee Wellness Initiative: development and implementation

To download a complete copy of the Corporate Strategic Plan, visit www.portcoquitlam.ca/vision2020

190 City of Port Coquitlam Appendix E – Organization and Committee Structure

The Port Coquitlam City Council is elected to serve as the The overall objec ves of the Healthy Community Commi ee governing body for the City’s ci zens. The Mayor and six are to enhance Port Coquitlam’s quality of life by nurturing Councillors are elected for three-year terms, which expire at the well being of its ci zens, their communi es and the same me. environments and to help the ci zens grow and reach for their physical, social, emo onal, spiritual and leadership City Council appoints the Chief Administra ve Offi cer who poten als. has the responsibility for administering all City func ons. All City Directors and Department heads report to the Smart Growth Committee Chief Administra ve Offi cer. The Mayor appoints Standing Commi ees to handle a variety of related issues. This commi ee is for integra ng the social, economic These commi ees and their areas of responsibility are: and environmental interests of the City in developing and reviewing policies and programs to manage the physical Community Safety Committee change and growth of the City. It is responsible for reviewing ma ers related to community and economic development The Community Safety Commi ee examines all ma ers such as, but not limited to building inspec ons, downtown related to animal control, bear management, bylaw revitaliza on, industrial and commercial promo on, the enforcement, crime preven on, emergency preparedness, Offi cial Community Plan, strata tle subdivision, street fi re services, RCMP opera ons and vector control. naming, zoning, community health, access/mobility, homelessness, built heritage, mul culturalism, social Finance and Intergovernmental Committee planning and other social issues. This commi ee also acts as the liaison with the Downtown Business Improvement As the senior standing commi ee of Council, the Finance Associa on and Chamber of Commerce. and Intergovernmental (FIG) Commi ee is responsible for reviewing all ma ers referred to the Commi ee that are Transportation Solutions & Public Works related to the overall administra on of the City including Committee human resources, the City’s fi nances (including audit), other government organiza ons, and climate change. This commi ee is responsible for ma ers related to fl ood control, local improvement programs, road improvements, The Mayor created a Budget and Infrastructure advisory sewer and water services, traffi c safety, transporta on, commi ee in 2014 to review our budge ng process and to transit, solid waste and watercourse stewardship. develop a more sustainable model for planning and funding infrastructure. Other Membership Boards or Commissions Other FIG commi ees include the Revenue Commi ee, Metro Vancouver (Board of Directors); Fraser River Port which seeks out revenue-genera on opportuni es to Authority (Advisory Board); Fraser Valley Regional Library; reduce the burden on the taxpayer, and the Con nuous Treaty Advisory Commi ee. Improvement Assessment Commi ee, which oversees in-depth reviews of City services to seek effi ciencies and Local Boards, Commissions and Special improved eff ec veness. Committees Healthy Community Committee Joint Family Court; Zoning Board of Variance; Port Coquitlam Spirit of BC Commi ee; Arts Connect; Municipal Awareness; The Healthy Community Commi ee is responsible for Community Cultural Development Advisory Commi ee; reviewing ma ers pertaining to achievement recogni on, School District #43 - Municipal Liaison; Canada Day; May Day civic fes vals, cultural events, recrea on facility Commi ee; Youth Advisory Commi ee. maintenance and life cycle improvements, leisure ac vi es, open space and sport fi eld planning and maintenance, Terms of reference and mee ng schedules for the various cemetery opera ons, heritage programs, corporate energy commi ees can be found on the City’s website at conserva on, and liaison with a wide scope of community www.portcoquitlam.ca/council based groups.

2016-2020 Financial Plan 191 Appendix F – Organization Chart and Stafﬁ ng Levels

Citizens of Port Coquitlam

City Council

Chief Administrative Ofﬁ cer

Policing Engineering Fire & Corporate Development Human Parks & Services – & Public Finance Emergency Support Services Resources Recreaton RCMP Works Services (Contracted service)

Protective Bylaw Infrastruc- Services & Community Building ture Services Public Edu- Services Planning cation

Capital Fire Facility Communi- Planning cations & Projects Suppression Services Administra- tive Services Development Recreation Public Works Training Engineering Services Corporate Ofﬁ ce & Emergency Lands Program

Information Services

Departmental FTEs (Full-Time Equivalent Employees) 2015 2016 2017 2018 2019 2020 Oﬃ ce of the CAO 2.00 1.00 1.00 1.00 1.00 1.00 Corporate Support 23.90 32.43 32.43 32.43 32.43 32.43 Development Services 17.50 23.60 23.60 23.60 23.60 23.60 Engineering & Public Works 71.00 89.80 89.80 89.80 89.80 89.80 Finance 19.50 22.40 22.40 22.40 22.40 22.40 Fire & Emergency Services 75.00 76.00 76.00 76.00 76.00 76.00 Human Resources 5.00 5.00 5.00 5.00 5.00 5.00 Recrea on 125.46 86.90 86.90 86.90 86.90 86.90 Police Services 98.30 102.30 105.30 105.30 105.30 105.30 Total 438.16 439.43 442.43 442.43 442.43 442.43

192 City of Port Coquitlam Appendix G – Municipal Funds

General Operating Fund Water Operating/Capital Fund This fund is the primary opera ng fund for most City Revenues include Water user fees and contribu ons from ac vi es. developers which fund the opera ons and maintenance of the distribu on system for potable water throughout the Revenues include: community. This includes the purchase of water from the • Property taxa on revenue Metro Vancouver Water District. This system also operates • Recrea on user fees and maintains a reliable water source for fi re protec on. • Senior government grants Also contained in this fund are the fi xed assets including • Development Cost Charges water distribu on infrastructure along with their associated • Garbage/Recycling fees debt and deprecia on. • Other user fees Expenditures include: Sewer Operating/Capital Fund • Administra ve Services Revenues include Sewer user fees and contribu ons from • Corporate Services developers which fund the opera ons and maintenance • Development Services of the collec on system for liquid waste. This includes the • Fire and Emergency Services purchase of liquid waste disposal services from the Greater • Policing (RCMP) Vancouver Sewerage & Drainage District. • Parks and Recrea on Also contained in this fund are the fi xed assets including • Engineering and Opera ons sewer collec on infrastructure along with their associated • Solid Waste Services debt and deprecia on. • Fiscal Services/Debt Repayment Statutory Reserve Funds General Capital Fund City Council must approve, by bylaw, any appropria ons Fixed assets including municipal buildings, recrea on from these statutory funds. More detailed descrip ons are facili es, parks and road infrastructure along with their provided in Appendix C. associated debt and deprecia on. Under most circumstances, withdrawals from the Land Sale Reserve Fund must be replenished.

2016-2020 Financial Plan 193 Appendix H – Glossary

Accoun ng A set of generally accepted principles ESS Emergency Social Services. Principles for administering accoun ng ac vi es Expenditures The cost of goods and services received and regula ng fi nancial repor ng. for both the regular City opera ons and These principles comply with Generally the capital programs. Accepted Accoun ng Principles for Future Capital A reserve fund created by Council to Bri sh Columbia municipali es. - Water U lity ensure there is adequate monies for Accrual An accoun ng method where revenues Reserve Fund acquiring or construc ng water u lity Accoun ng are recognized in the accoun ng period capital assets. in which they are earned and expenses Financial Plan Under Sec on 165 of the Community are recognized in the period in which Charter, following public consulta on, they are incurred. Council must adopt a fi ve-year fi nancial Assessed Value The value calculated for each parcel of plan, by bylaw and before May 15 each real property using appraisal criteria year. The plan must iden fy proposed established by the B.C. Assessment expenditures, funding sources and Authority Each property refl ects market transfers between funds. prices of the land and its improvements Finance and A City appointed commi ee that and recognizes any change of use. Intergovernmental includes all members of City Council. These values are the basis of levying Commi ee (F.I.G.) property taxes. Folio Any property deemed assessable Audit Commi ee See “Finance and Intergovernmental for property tax purposes under Commi ee” the Provincial Assessment Act. It Balanced Budget A balanced budget is where the could be both a single legal parcel revenues and other funding sources or a combina on of proper es with (reserves & surplus) equal the common characteris cs. expenditures. Fraser Valley A regional board which provides library B. C. Assessment This provincial agency, also known as Regional Library services to the City and other member Authority the B.C.A.A., is assigned to appraise and (FVRL) communi es in the Fraser Valley. evaluate all real property within Bri sh F.T.E. Full me equivalent staffi ng posi ons. Columbia. Fund A fi scal en ty of self balancing accounts B. C. Transit The provincial agency responsible for used by governments to control opera ng public transit within Bri sh common fi nancial ac vi es. Columbia. Greater Vancouver A regional district en ty responsible CUPE The Canadian Union of Public Sewerage & for coordina ng common and jointly Employees. Drainage District funded sewage district member Debt Services Annual principal and interest payments (GVS&DD) services. on contracted debt. Greater Vancouver A regional district en ty responsible Development Cost A fee imposed on new development Water District for coordina ng common and jointly Charges (DCC) to assist in the funding of future off (GVWD) funded water district member services. site services (infrastructure) which Fund Balance The amount that assets exceed the is needed, in part, by that new liabili es in an opera ng, capital, development. reserve or trust fund. DFO Federal Government - Department of GAAP An abbrevia on for generally accepted Fisheries & Oceans. accoun ng prac ces, the primary E-Comm An organiza on that provides benchmarks used in accoun ng. emergency communica on services GIS An abbrevia on for Geographical for all public service agencies in Informa on System. southwestern Bri sh Columbia.

194 City of Port Coquitlam Appendix H – Glossary

Grant A fi nancial contribu on to or from Pay-as-you-go A program for funding capital governments. fi nancing expenditures within the annual budget. Grants in lieu of Revenues received from senior Program/ Specifi c sta s cal data that provides taxes governments and other organiza ons , performance quan ta ve and qualita ve which are exempt from property taxes. Indicators performance measurements. Greater Vancouver The regional government agency, also PSAB The Public Sector Accoun ng & Audi ng Transporta on known as “Trans Link”, responsible for Board of the Ins tute of Chartered Authority (GVTA) Coordina ng & opera ng public transit Accountants in the lower mainland of B.C. Reserves Discre onary funds established to pay Goals Broad statements of direc on. They for specifi c projects. iden fy ongoing community needs and Revenues Sources of income received by the the approach taken by the City and City. They include property taxes, fees, departments to manage or sa sfy those grants, permits and licenses, fi nes, needs. grants, interest, etc. ICBC The Insurance Corpora on of Bri sh R.C.M.P. Royal Canadian Mounted Police. Columbia is a Crown Corpora on that School District #43 The local school board serving Port provides basic and op onal vehicle Coquitlam, Coquitlam and Port Moody. insurance, driver licensing services, and road safety programs to residents of the Seniors Waivers A reduc on in u lity fees for seniors Province of Bri sh Columbia over the age of 65. Improvement An annual program of capital and SFD or S.F.D. Abbrevia on for single-family dwelling. Program (IP) special opera ng expenditures. The S.P.C.A. Society for the Preven on of Cruelty to program iden fi es the project and the Animals. source of funding. Special Opera ng Capital items that do not fi t the PSAB MFD or M.F.D. A mul -family residen al housing unit. defi ni on of a capital asset but are not Metro Vancouver A regional district en ty responsible regular opera ng items. Also includes Regional District for coordina ng common and jointly one- me opera ng items. funded regional member services. Tax Rates The annual charges for levying property Was formerly the Greater Vancouver taxes to proper es within the City. Regional District These rates are applied against each M.I.A.B.C. The Municipal Insurance Associa on of $1,000 of assessed value. Bri sh Columbia. U.B.C.M. An organiza on of Bri sh Columbia MoT The BC Ministry of Transporta on. municipali es which lobbies Federal and Provincial Governments to ini ate MoWLP The BC Ministry of Water Land and Air legisla ve changes that will benefi t the Pollu on. member communi es. Municipal Act Legisla on of the province for Variances Diff erences between actual revenues, administering and regula ng the expenditures, and performance ac vi es of municipali es in B.C. indicators from those items targeted in Municipal Finance A provincial agency created to the annual budget. Authority (M.F.A.) coordinate all of the long term WIP or W.I.P. An abbrevia on for works in progress. borrowing requirements of Bri sh Columbia municipali es WCB Workers’ Compensa on Board is a Objec ve Is a specifi c or well-defi ned task provincial body that is responsible for or target that is measurable and administering Occupa onal Health & achievable within a set period of me. Safety Regula ons.

2016-2020 Financial Plan 195 THE CORPORATION OF T H E C I T Y O F 2580 Shaughnessy Street Port Coquitlam, Bri sh Columbia Canada V3C 2A8 Tel: 604.927.5411 Fax: 604.927.5360 BRITISH COLUMBIA, CANADA [email protected] www.portcoquitlam.ca

196 City of Port Coquitlam