City of coquitlam financial plan 2013

City of Coquitlam British Columbia

Five-Year Financial Plan

Coquitlam Mayor and City Council

BACK ROW Councillor Craig Hodge Councillor Terry O’Neill Councillor Brent Asmundson Councillor Linda Reimer FRONT ROW Councillor Neal Nicholson Councillor Selina Robinson Mayor Richard Stewart Councillor Mae Reid Councillor Lou Sekora

Auditors: KPMG LLP Bank: Scotia Bank

City of Coquitlam British Columbia

Five-Year Financial Plan

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Distinguished Budget Presentation Award

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The Government Finance Officers Association (GFOA) of the United States and Canada presented a Distinguished Budget Presentation Award to City of Coquitlam, BC for its annual budget for the fiscal year beginning January 1, 2012. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, operations guide, financial plan and as a communications device. This award is valid for a one-year period only. We believe our current budget continues to conform to the program requirements and we are submitting it to GFOA to determine its eligibility for another award.

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The Financial Plan for the City of Coquitlam provides the five-year operating and capital budget for the organization. Council has taken a balanced and even-handed approach to the budget deliberations for 2013.

There have been many exceptional projects completed over the last year that will shape this community for many years to come:

Other valued projects include the Partington Creek Community Plan to guide development in a new community hub in the Northeast, several new parks, the revitalization of Mackin Park (one of our oldest parks), the opening of a new YWCA housing development to assist single mothers and their children to get their feet on the ground, and planning for our new Homeless Shelter. These projects speak to this City’s ability to manage its finances in a prudent manner during difficult economic times.

This year’s tax increase is 2.95%. It is the lowest since 2005 and represents the fourth year in a row of declining increases, despite increased costs and services.

Coquitlam’s population will increase significantly in the coming decades due to our excellent quality of life, a stronger economy, a diverse and educated population, and stable public policy. With this in mind, we need to ensure that housing, transportation, and other services meet the needs of our residents. The goal is connected, inclusive, walkable, livable neighbourhoods. This is the most important consideration for our Council in this years’ budget – managing growth and ensuring that roads, recreation, community safety, parks, and planning, are all considered and put in place to ensure

In order to address some of our priorities, we updated our Development Cost Charges Bylaw, which collects funds from developers to help pay for City infrastructure to support the new residents who the development will bring in. It’s important to ensure that development covers its own costs whenever possible, rather than putting the burden of those costs on taxpayers.

This year’s budget will also see an increase in annual contributions to the road rehabilitation program to further catch up on overdue repaving needs across the city.

We are also now 80% of the way towards reaching full funding for the staffing of our new fire hall in the Northeast; these 20 new full-time positions will provide significant safety improvement for this neighbourhood and improve response times across the city. This investment attests to Council’s commitment to enhancing community safety.

For the past 17 years the City has been shifting the taxes between residential and commercial property to make us a more competitive community, with a goal of producing jobs and economic investment in our city.

All of these actions speak to our commitment to contribute to a growing community, and to do so in a way that makes sense and protects our most valuable asset - our quality of life.

Coquitlam is in a great position this year, more than ever before. We have a very low budget increase, we have fiscal planning that accounts for long-term community needs, and we have strong reserves that will permit new amenities in the future.

Located right in the middle of one of the fastest growing regions in Canada, Coquitlam has a busy, vibrant, positive and sustainable future. Our future will benefit from tough, reasoned and balanced decisions that are creative, fiscally-responsible, and that put us in a position to continue to thrive in the coming decades.

Richard Stewart Mayor

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hh The opening of the King Edward Overpass, a much needed improvement of our city’s road network, providing a proper link to the jobs and goods movement associated with the business and industrial area along United Boulevard; hh Our success in securing benefits for Coquitlam out of the multi-billion dollar investment in the Port Mann Bridge replacement; hh The long-awaited start of construction of the Evergreen Line Skytrain; hh The addition of the Lincoln Station to Evergreen – funded largely from development; hh The new City Centre Library, across from the Lincoln Station; and hh Our new Transit-Oriented Development Strategy, to support and manage the anticipated growth to the neighbourhoods around the Evergreen Line stations.

that Coquitlam remains a great place to live, work, study and play.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Message From Mayor Richard Stewart

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Distinguished Budget Presentation Award. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Message From Mayor Richard Stewart. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v Table of Contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii Chapter 1 – Executive Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Chapter 2 – Coquitlam – Thriving City with Community Focus. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Coquitlam Profile and Demographics City Government Overview 2013 City Organization

Chapter 3 – Integrated Planning Framework. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Strategic Planning Business Planning Financial Planning Measuring, Evaluating & Reporting

Chapter 4 – Financial Policies and Fund Structure. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Financial Policies Fund Structure

Chapter 5 – 2013 Financial Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Chapter 6 –

2013 Five-Year Operating Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 2013 Financial Plan City Manager’s Office Deputy City Manager’s Office Fire/Rescue RCMP Coquitlam Detachment Parks, Recreation and Culture Services Engineering and Public Works Planning and Development Strategic Initiatives

Chapter 7 – Five-Year Capital Plan Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81 Sustainability Challenges for Infrastructure Tangible Capital Assets Funding Sources Debt Reserve Funding Capital Process 2013 Capital Projects

Chapter 8 – Appendix . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 99 Gossary of Terms

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The Challenge—Principal Issues Affecting Financial Planning Key Budget Assumptions Consolidated Statement of Financial Activities Major Fund Balances Statement of Cash Flow Consolidated Revenues by Type Taxation Fees, Rates And Charges Grants Investment Income Casino Revenue Other Revenue Revenues—Sewer and Drainage Revenues—Water

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Table of Contents

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City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 1

Executive Summary

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2012 level. The anticipated property tax rate increase for 2014 to 2017 is approximately 3% per year.

The areas of focus in 2013 reflect the community’s priorities – transportation improvement, community safety and sport and recreation. Both the capital projects and increased operational funding align with these objectives. The combined capital funding allocated to transportation, community safety and recreational facilities in the Five Year Financial Plan is $148 million representing 60% of the budget. The 2013 budget includes additional funding for eight firefighters, increased funding for road rehabilitation, operating costs for new infrastructure, as well as several new initiatives such as funding for City Archives and administrative support for Economic Development.

In 2013, the City shifted 1.0% of the tax burden to further support business in Coquitlam. The impact of this policy is a reduction to the business tax rate from the average of 2.95% to 2.34% and an increased rate for residential property uses of 3.34%. This policy has been in place for the past 18 years with a cumulative impact of a 17% shift in the tax burden from business properties to residential properties.

The current Five-Year Financial Plan incorporates an average tax increase of 2.95%, a water rate increase of 4%, sewer and drainage rate increase of 2% and solid waste increase of 2%. For an average residential home, the total municipal property taxes and utility levies will be approximately $2,911, an increase of $95 over the

The City recognizes that, historically, Coquitlam has had residential tax rates in the average range in comparison to other jurisdictions, while our commercial tax rates were comparatively higher. To work toward a more balanced distribution of the tax burden, the City has been shifting the tax burden from residential and commercial property classes.

The revenues and expenditures identified within the Financial Plan are necessary to deliver City services and programs to the standards established by Council, and to address the requirements of the Community Charter and other regulatory bodies. Council has approved initiatives that have been established in accordance with priorities and issues identified by the community and in a manner that adheres to the core principles of sustainability.

This Financial Plan provides an overview of Coquitlam’s community profile and demographics, as well as the City government’s organizational structure and

Executive Summary

Coquitlam’s 2013 Five-Year Financial Plan, adopted

by City Council in December 2012, originates with Coquitlam 2021, 2012-2015 Strategic Plan and provides detailed analysis and planning for City revenues and expenditures. In compliance with the Community Charter, the Financial Plan is developed through public consultation and Council direction along with a Citywide perspective. The Financial Plan also complements and supports Coquitlam’s Business Plan objectives which, in turn, support achieving the City’s strategic goals.

Executive Summary | City of Coquitlam Five-Year Financial Plan 2013 - 2017 2

Executive Summary (continued) governance. Coquitlam also has a number of financial policies that provide for fiscal responsibility and protect its long-term, financial sustainability.

The financial planning process begins with the City’s Strategic Plan and includes community consultation, staff input and deliberations by Council.

The financial details included in this Five-Year Financial Plan are the Consolidated Statement of Financial Activities, the Five-Year Operating Plan Overview and the Five-Year Capital Plan Overview. In each section, Coquitlam provides examples of how this funding allocation supports the goals of the organization, with particular emphasis on the first year of the Five-Year Financial Plan.

Coquitlam reports on its progress towards achieving its strategic goals and how the financial activities and priorities in the budget align with these goals. Together, these components provide a comprehensive report on the City of Coquitlam’s financial planning for the next five years. The result is a well-formulated approach to financial and strategic management that will enable Coquitlam to meet the needs of its community and move toward achieving its vision of a community where people choose to live, learn, work and play.

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Coquitlam – Thriving City with Community Focus

Anmore

West Vancouver

North

Coquitlam

North Vancouver Belcarra Port Moody Vancouver

Port Coquitlam

Burnaby

Maple Ridge

Pitt Meadows

New Westminster

Surrey

Richmond

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Delta

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 2

White Rock

The City of Coquitlam with its parks and trails, housing options, public amenities, strong fiscal footing and progressive municipal government, sets the standard for living in the Lower Mainland.

Well-planned neighbourhoods dominate the landscape with a wide variety of housing options that offer views of the Fraser River and the surrounding mountains. The community is known for its wellmaintained infrastructure and excellent parks and recreation facilities that dot an ever-evolving landscape.

With the launch of the Evergreen Rapid Transit Line construction, an even greater emphasis is being placed on planning this evolving and expanding city. Solid investment is occurring in Coquitlam as a result of residential, commercial, institutional, construction and infrastructure investment dollars.

The city is strategically located in Metro Vancouver with immediate access to an exceptional highway network. The new Port Mann Bridge, expansion of Highway 1, the construction of the Evergreen Line connecting Coquitlam to Vancouver, and millions of construction and infrastructure investment dollars demonstrates that Coquitlam is planning for the future – today.

The electronic highway is available in Coquitlam through a vast fibre-optic network, QNet. This service will drive our technology needs to the world marketplace.

As the community grows, the City continues to invest in projects that align with the City’s strategic goals like the new fire hall in Burke Mountain ensuring a safe community for its residents.

Coquitlam stands above all for lifestyle, public amenities and investment opportunities. The proliferation of new homes and businesses tell us the people agree.

Coquitlam - Thriving City with Community Focus

Langley

Coquitlam Profile and Demographics The earliest residents of the Coquitlam area were the Coast Salish. Although Simon Fraser passed through the region in 1808, European settlement did not begin until the 1860’s. Coquitlam began as a “placein-between” and its early history is one of settlement and agriculture. Growth was slow and steady and, in 1891, the municipality of the District of Coquitlam was officially incorporated. The young municipality got its first boost in the latter years of the 19th century with the opening of Fraser Mills, a state-of-the-art lumber mill on the north bank of the Fraser River. By 1908, a mill town of 20 houses, a store, post office, hospital, office block, barbershop and pool hall had been established around the mill. The following year, one of the most significant events in Coquitlam’s history took place when a contingent of 110 French Canadians recruited for work at Fraser Mills arrived. With the influx of a second contingent in June 1910, Maillardville was established.

Maillardville, named for Father Maillard, a young oblate from France, was more than just a FrenchCanadian enclave in Western Canada. It was a vibrant community, the largest Francophone centre west of Manitoba, and the seed of Coquitlam’s future growth.

Coquitlam at a Glance Coquitlam offers the vibrant action of a growing city combined with a beautiful natural setting boasting abundant parks and green space, along with arts and cultural venues and numerous recreational facilities.

Located on the west coast of North America at the crossroads of the Pacific Rim, Metro Vancouver and the United States, Coquitlam’s central location makes it a key entry port to the interior of BC through the Fraser Valley and into the rest of Canada and the United States. With its convenient access to major transportation and shipping routes added to the abundant available land and its serviced industrial parks, Coquitlam continues to see new growth in the industrial, commercial and retail sectors.

Investors are attracted to Coquitlam’s opportunities for growth. The City’s current population is estimated at 129,716 with a target of 213,000 citizens over the next 15 to 20 years. This growth pattern ensures both an expanding customer base and access to a reliable, welleducated workforce. Employers also acknowledge and appreciate the value of balanced living with convenient access to a broad range of amenities, beautiful parks and hiking trails and a full spectrum of recreational and cultural pursuits. Together, these advantages and assets are attracting new successful ventures to Coquitlam.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Coquitlam - Thriving City with Community Focus

Coquitlam - The Early Years

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Coquitlam is poised for significant growth over the next decade, making it one of the fastest growing municipalities in the Region.

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Housing

Coquitlam’s current population is 129,716 based on the 2012 Municipal estimates reported by the Population Section from BC Statistics. The City is working towards a population target of 213,000 over the next 15 to 20 years.

The March 2013 Housing Price Index produced by the Real Estate Board of Greater Vancouver (REBGV) indicates a benchmark price of $702,800 for a detached dwelling in Coquitlam, $381,400 for an attached/ townhouse unit and $242,300 for an apartment. The benchmark represents a typical property within the market.

Household Income

Immigration and Languages In 2006, 39% of Coquitlam’s population were immigrants. This represents an increase from 37% in 2001 and 32% in 1996.

After English at 72%, the top five languages* spoken most often at home in Coquitlam according to the 2011 Census were: Chinese 11 % Korean 5% Persian (Farsi) 4% Spanish 1% Russian 1% * % of people who gave a single response Source: Statistics Canada, 2011 Census New Immigration and Languages figures from the National Household Survey released in May 2013 have not yet been compiled and reviewed.

2011 61 % 22 % 9% 8% 45,550

Business Community Major Employers in Coquitlam (200 or more) Source: City of Coquitlam Business License Data, February, 2011 Name Description Boulevard Casino Casino Coca-Cola Bottling Ltd. Warehouse Factors Group of Nutritional Companies, Inc. Manufacturer Ikea Retail Sales Jack Cewe Ltd. Manufacturer McDonald’s Restaurants Restaurants Safeway

Retail Sales Save-On Foods Retail Sales Sears Canada Inc. Retail Sales Superior Poultry Processors Ltd. Industrial The Bay Retail Sales The Real Canadian Superstore Retail Sales

Schools: hh hh hh hh

School District #43 Douglas College (David Lam Campus) Coquitlam College Proximity to Simon Fraser University in neighbouring Burnaby

Coquitlam - Thriving City with Community Focus

New household income figures not available until August 2013.

Single-family duplex Low-rise apartment buildings (under 5 storeys) Townhouse High-rise apartment buildings (5 storeys and over) Total number of housing units

Source: 2011 Census

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Between 2000-2005, there was a 22% increase in the number of households with an income of $80,000 or greater, and an 11% decrease in the number of households that have an income of less than $20,000.

Coquitlam’s median income for households within the City is $59,294.

2000 2005 Under $20,000 15% 13% $20,000–$39,999 21% 19% $40,000–$59,999 20% 18% $60,000–$79,999 15% 15% $80,000- $99,999 11% 11% $100,000 and over 18% 24% Source: Statistics Canada

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Population

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Coquitlam - Thriving City with Community Focus

City Government Overview

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City Council

Advisory Committees and Boards

Coquitlam City Council is comprised of a Mayor and eight Councillors who are democratically elected and hold office for a three-year term. City Council is responsible for local government leadership and decision making in the City of Coquitlam, and is granted its powers by the Provincial Government.

The legal framework and foundation for all local governments in British Columbia is set out in the Local Government Act and the Community Charter, which provide City Councils the necessary powers and discretion to address existing and future community needs, the authority to determine the public interest in their community within the established legislative framework and the ability to draw on financial and other resources that are required to support community needs.

Advisory Committees and Boards are created by Council to provide information, well-considered advice, and recommendations for consideration by Council and staff on specific issues of civic concern. Advisory Committees and Task Forces are made up of citizen representatives and one or two Council members appointed by Council. Council adopts Terms of Reference for each Advisory Committee which outlines the Committee’s mandate, term, composition and procedures.

City Council has the authority to enact and enforce bylaws and policies that relate directly to community needs along with the ability to collect taxes and fees to fund those activities and services. City Council is ultimately responsible for establishing the policies of the City of Coquitlam, for carrying out those policies and for the general and overall administration of civic business.

City Council meets as whole on three Mondays a month (with some exceptions), starting with a Councilin-Committee meeting in the afternoon and ending with a Regular Council Meeting that same evening. It is during these meetings that Council adopts the bylaws and policies referred to above. These meetings are open to the public and webcast live via the City’s webstreaming service.

Standing Committees In addition to Council-in-Committee, the Mayor has also established a Finance Standing Committee and Strategic Priorities Standing Committee to address high-level strategic budget and policy decisions. The Mayor serves as Chair of both Committees and the current Acting Mayor (according to the approved schedule) serves as Vice-Chair. These Committees are comprised of all members of Council and meet as required or at the call of the Chair.

For 2013, Council has established the following Advisory Committees: hh Arts and Culture Advisory Committee hh Celebrate Coquitlam Advisory Committee hh Coquitlam River Aggregate Advisory Committee hh Maillardville Commercial and Cultural Revitalization Advisory Committee hh Multiculturalism Advisory Committee hh Riverview Lands Advisory Committee hh Sport Council hh Strategic Investment Advisory Panel hh Sustainability and Environmental Advisory Committee hh Universal Access-Ability Advisory Committee

Statutory Committees Statutory Committees or Boards are established pursuant to a specific enabling statute and have a unique function within the municipal framework.

Statutory Committee membership is determined by the Committee or Board’s enabling legislation.

Following are the City’s Statutory Committees/Boards: hh Board of Variance hh Joint Family Court and Youth Justice Committee hh Library Board hh Parcel Tax Roll Review Panel

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City of Coquitlam Residents Mayor & Council

City Manager P. Steblin

Deputy City Manager

City Clerk J. Gilbert

General Manager Engineering & Public Works B. Susak

General Manager Strategic Initiatives M. Gravelle

RCMP Superintendant C. Wilcott

Manager Community Planning C. Johannsen

Manager Parks & Facilities K. Reinheimer

Manager Transportation Planning C. Mohoruk

Manager Lands & Properties P. Staniscia

Fire Chief Fire/Rescue T. Delmonico

Manager Development Services R. Allueva

Director Planning & Infrastructure K. Houlden

Manager Design & Construction M. Zaborniak

Manager Facilities PLanning & Construction B. Cormack

Manager Corporate Planning M. Hunt

Manager Building Permits - Approvals J. Bontempo

Manager Recreation J. Fordyce

Manager Utility Programs D. Soong

Major External Projects Capital I. Radnidge*

Manager Human Resources R. Price

Manager Building Permits - Inspections D. Vance

Manager Business & Community Services vacant

Director Manager Public Works Division Uitility Programs J.D.Umpleby Soong

Manager Economic Development D. Munro

Manager Environmental Services S. Warriner

Manager Corporate Communications D. McDonald*

* Filled on a contract basis City Solicitor H. Bradfield

Manager Information & Communications Technology R. Adams

Coquitlam - Thriving City with Community Focus

General Manager Parks, Recreation & Culture L. MacKay

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Manager Financial Services S. MacLeod

J. DuMont

General Manager Planning & Development J. McIntyre

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City Organization

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Integrated Planning Framework

strategic planning, business planning, and financial planning.

These processes result in a set of integrated plans that support the overall vision and mission of the City and align activities and resources to achieve the strategic goals and annual business plan priorities set by Council.

1.

Establishes Vision, Mission, Values and Goals for the City of Coquitlam

Provides the Five-Year Finanical Plan including budget for revenues, expenditures and capital projects

Bu s

Identifies high level activities for the organization that align with Strategic Goals and minimize Enterprise Risk. Develops Annual A, B, C Business Plan Priorities.

Integrated Planning Framework

Strate gic

n Pla

3.

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2.

The Strategic Plan describes the City’s aspirations for the future. It is developed with a long timeframe in mind and is updated every three years following the municipal election. It articulates the vision, mission, values and broad strategic goals. Progress of the plan is monitored through an annual review of key performance measures and accomplishments.

The Business Plan translates the high level strategic goals into annual business plan priorities.

The priorities and associated work items are established annually by Council. Trimester Reports inform Council of the progress in implementing these work items. A set of performance measures are reviewed annually to monitor success of the business plan.

Lastly, the Financial Plan provides the resourcing strategy to support the strategic and business plans. Updated annually, it is a five-year plan that includes both operating and capital components.

The primary objective of the planning framework is to implement the City’s vision through integration of its strategic goals, business plan priorities and allocation of resources. The final step in each of the processes is to evaluate achievements which in turn inform the next cycle of planning. The following pages describe each planning and reporting element in more detail.

ancial Plan n i F

1.

2.

3.

The City’s performance is reviewed every four months with a Trimester Report to Council. It includes an update on the progress of the work items under the Business Plan priorities and a review of operating and capital budget variances, labour vacancies, economic indicators including construction and development activities, and major spending during the trimester. The intent of the report is to view the City’s activities and progress balanced with the status of the City’s financial and human resources.

Plan ess in

Coquitlam’s integrated planning framework is comprised of three separate but complementary planning processes:

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 3

Strategic Planning Coquitlam 2021 Strategic Plan 2012-2015 Coquitlam’s 2012-2015 Strategic Plan is goal-oriented and includes the City’s vision, mission, values, strategic goals and directions and anticipated outcomes and results. This plan forms the foundation for all other long-range planning for the City government, including the Business Plan, Financial Plan, Official Community Plans and other targeted plans related to transportation, land use and parks planning. The Strategic Plan includes the following components:

Vision

Strategic Planning Review Process In 2006, Coquitlam’s City Council established a fifteenyear vision, mission, values and goals for the entire organization based upon input from the community, employees and other stakeholders. In 2012, the plan was reviewed and updated to ensure it continues to align with Council’s vision and priorities.

Monitoring Success Measurement of the goals occurs annually with a review of the key performance measures for each goal, and other significant accomplishiments. They are listed on the following pages.

| City of Coquitlam Five-Year Financial Plan 2013 - 2017

n

n Stak e h o l d e r Co n s u l t a t i o

Sca

Coquitlam has identified five strategic goals to support its vision: 1. Strengthen Neighbourhoods; 2. Expand Local Jobs, Local Prosperity; 3. Increase Active Participation and Creativity; 4. Enhance Sustainability of City Services and Infrastructure; and 5. Achieve Excellence in City Governance.

n m e nt al

Coquitlam has four key values to help achieve this goal: 1. Treat People Fairly 2. Build Organizational and Community Capacity 3. Inform, Involve and Inspire 4. Innovate to Sustain Community Quality-of-Life Strategic Goals

E n v i ro

Organizational values are very important and form the foundation for the City’s decision-making framework and relationships with its stakeholders, employees, citizens and customers. By living its values, the City of Coquitlam will be an organization recognized for its excellence in City governance and employee, citizen and customer engagement.

ion

Values

t Council Direc

To sustain Coquitlam’s high quality of life for current and future generations, we serve the public interest through leadership, innovation and a focus on community priorities and strengths.

vey

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Mission

C itiz e n S ur

Integrated Planning Framework

Coquitlam in 2021 will be a community of neighbourhoods within a vibrant urban city where people choose to live, learn, work and play.

S t ra

te g i c P r i o r it i e s

ls s a Go + tion c ri e D

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City of Coquitlam Five-Year Financial Plan 2013 - 2017 |

Strategic Outcome: A community comprised of clean, safe, green and inclusive neighbourhoods that are connected to a convenient and affordable transportation network and vibrant commercial centres where residents can pursue education, recreation, sport and cultural interests that enhance their social wellbeing and strengthen their connection to each other and the community. Neighbourhoods that celebrate their uniqueness, history, heritage and character.

Strategic Directions & 2012 Results Develop complete, well-connected neighbourhoods hh Completion of a Transit-Oriented Development Strategy to provide a vision and guidelines for development along the Evergreen Line corridor. hh Issuance of building permits to create over 1,600 new housing units including 679 in the Southwest, 527 in the Northeast and 401 in City Centre.

Enhance travel with high-quality transportation facilities hh Secured an additional Evergreen Line Station at Lincoln Avenue in partnership with the Province, Morguard (Coquitlam Centre) and the City including funding support from the Federal government. hh Street improvements including 1,000 metres of new sidewalks as part of the PedestrianAccessibility/ Walkability initiative.

Create a balanced system of community amenities hh Park upgrades including Glen Park off-leash dog area, Blue Mountain playground equipment, a new skate park and spray park at Mackin Park and the onset of Hockaday Park construction.

Encourage a suitable mix of housing hh Implementation of the Housing Choices framework with a number of applications processed for infill, single family subdivisions and multi-family triplexes and quadplexes.

Focus on fire/safety, emergency preparedness and crime prevention hh Completion of and put into full-time service the auxiliary Northeast fire station retrofit hh Planning and design for the new permanent fire hall on Burke Mountain. hh Reduction in crime rate as Coquitlam RCMP continues to implement their crime reduction strategy targeting break and enter and theftrelated crimes, as well as focusing on prolific/ priority offenders.

Integrated Planning Framework

Goal 1 – Strengthen Neighbourhoods

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Integrated Planning Framework

Protect our unique heritage, history and character hh Processing of several Heritage Revitalization Agreements to preserve and restore historic buildings, primarily in the Maillardville neighbourhood. hh The Riverview Lands Advisory Committee, Council and the community provided input into the Province’s Riverview Lands Heritage Conservation Plan. Riverview was included as one of the Top 10 endangered places by Heritage Canada Foundation.

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Collaborate with community organizations that support the health and well-being of residents hh Spirit of Coquitlam and Active Grant programs provided over $400,000 to community organizations for festivals and events, community public art, and new community initiatives that align with the City’s strategic goals. hh Free swim opportunities were provided with sponsorship of Westminster Savings Credit Union with a total of over 1,500 participating.

Facilitate cultural and recreational opportunities that foster interaction and connection hh Held a Multicultural Summer Fair at Spirit Square with more than 1,000 participants. hh Increased the number of Festivals and Events held in Coquitlam by 14% in 2012, including Canada Day, Multicultural Festival, Farmers Markets, BC Highland Games, and Como Lake Fishing Derby.

Canada Day celebration continues to be a major attraction with attendance increasing by 50% in 2012 to 60,000 participants.

Strategic Goal 1: Key Performance Indicators Citizens Quality of Life 95%

2008

98%

2009

99%

96%

2010

2011

96%

2012

% Citizens Rating Quality of Life as Very Good/Good

Change in Quality of Life 29%

22%

21% 14%

2008

2009

17%

13%

2010

2009

2010

2011

2012

76.5

66.5

62.9

58.8

n/a

Police Calls for Service

-

-

39,417

36,305

36,604

Injury/Fatal Collisions

-

-

405

363

376

Fire Response Events

5,805

5,810

5,838

5,728

6,245

Bylaw Complaints Received

3,867

3,766

3,641

3,231

3,689

Rental Vacancy Rate

0.6%

3.0%

2.7%

3.1%

3.2%

Apartments

377

195

480

733

1,008

Townhouses

240

143

288

284

196

Single Family

70

226

138

317

186

Other

125

88

128

215

222

Total

812

652

1,034

1,549

1,612

1,247

1,109

1,588

2,365

2,216

Crime Rate (Crimes per 1,000 people)

Housing (New Units Added)

31% 23%

2008

2011

2012

% citizens say quality of life has improved % citizens say quality of life has worsened

Multiple Family Housing Units

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City of Coquitlam Five-Year Financial Plan 2013 - 2017 |

Strategic Outcome: A prosperous, diverse and local economy.

Strategic Directions & 2012 Results Focus on neighbourhood commercial development hh Revitalization of the Austin Heights commercial area is underway with the renewal of the Bylaw that supports the Business Improvement Association and launch of a new RCMP Business Watch program. hh The first commercial building permit for Northeast Coquitlam was issued for Meridian Crossing a 2-storey commercial building in the Lower Hyde Creek neighbourhood.

Promote a business-friendly climate hh Partnership with the Tri-Cities Chamber of Commerce to offer small businesses training on social media (Social Media Mondays) and online reputation management (for the tourism sector) as well as sponsorship of Small Business Week.

Strengthen our economic base through business retention, expansion and attraction hh Business Retention and Attraction program included over 225 meetings with local businesses, community organizations, commercial/industrial real estate firms and other stakeholder groups.

Support a vital economy with an efficient transportation infrastructure hh Opening of the new Port Mann Bridge and the completion of the King Edward Overpass improves the flow of goods, services and people within Coquitlam.

Facilitate vibrancy in sport, culture and recreation hh The CN Canadian Women’s Open was held in August 2012 giving international attention to Coquitlam. hh Other notable tournaments/events include the CCAA Men’s Soccer Nationals, BC Highland Games, the Women’s Whitecaps Game and Domenic Mobilio Friendship Tournament.

Integrated Planning Framework

Goal 2 – Expand Local Jobs, Local Prosperity

Create an inspiring public realm hh Embrace BC Funding was secured to create a public art piece for the new City Centre Library. hh “Celebrate Coquitlam” Committee was established. hh Staff worked with the Universal Access-Ability Committee on the Rick Hansen 25th Anniversary Celebration to encourage recognition of people who are making a difference in our community.

Integrated Planning Framework

Create international trade and investment opportunities hh The City hosted delegations from Paju, Korea (Sister City) and Foshan, China (Friendship City).

Leverage community assets hh QNet installed over 22,000 metres of new fibre to service a number of new apartment buildings in City Centre as well as to Colony Farms and Port Moody’s City Hall. hh Issuance of 75 filming permits that generated over $50k in revenue.

Strategic Goal 2: Key Performance Indicators Value of Construction $394

$378

$272

$261 $196

2009

2010

2011

2012

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2008

City of Coquitlam Five-Year Financial Plan 2013 - 2017

$ in millions

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Business Licences Issued* 5,585 977 4,608

2008

5,755 1,117 4,638

2009

Renewed

5,935 1,161 4,774

2010

6,043 1,229 4,814

2011

Renewed in 2012

5,932 1,165* 4,767

2012 New

* Due to a change in reporting mechanism, there are approximately 200 renewals for 2012 that have not yet been issued and account for the lower number of renewals.

2008

2009

2010

2011

2012

Residential Construction (millions)

$162.2

$148.6

$233.6

$321.4

$318.7

Non-Residential Construction (millions)

$99.0

$47.3

$38.9

$72.5

$59.8

Housing Starts

1,565

475

1,131

1,442

1,802

Additional Industrial & Commercial m2

7,162

9,219

5,564

16,372

6,127

Business Incorporations

586

545

654

636

684

Permits

-

60

76

66

75

Revenues

-

$94,578

$51,236

$123,809

$53,296

Number

-

29

64

71

81

Participants

-

64,315

88,060

93,357

130,015

15,170

5,270

66,110

22,200

1,612

Filming

Festivals & Events

QNet Fibre Added

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City of Coquitlam Five-Year Financial Plan 2013 - 2017 |

Strategic Outcome: A healthy community that includes the physical, spiritual and emotional wellness of our residents and community.

Strategic Directions & 2012 Results Provide a balanced offering of programs and services for everyone hh Glen Pine and Dogwood Pavilions provided many programs for adults 50 plus - 1,006 registered programs with 11,122 total registrations.

Membership at the Pavilions is approximately 4,116. hh Poirier Youth Centre moved to a more inviting space and daily youth visits increased 60% from an average of 12 visits per day to 30.

Encourage all citizens to be active hh Coquitlam’s recreation facilities provide over 16,000 registered programs for adults, youth and children and range from sports, aquatics, fitness, arts and many other leisure activities. In 2012, there were 66,589 total registrations for programs with 802,950 drop-in admissions.

Enhance creativity and cultural experiences hh Parks, Recreation and Culture supported 81 festivals and cultural events in 2012. The Multicultural Fair in Spirit Square, funded by a grant from the Government of Canada’s Immigration Branch, was attended by more than 1,000 people. The City grew the Canada Day event to 60,000 spectators and attendance at Light the Hall tripled over last year.

Develop a sustainable system of parks and open spaces hh Coquitlam has over 947 hectares of Parks and Natural Areas. Upgrades to parks this year included Glen Park Dog Park and the replacement of the Blue Mountain Park Playground and Picnic Shelters. New park additions include Galloway Park.

Integrated Planning Framework

Goal 3 – Increase Active Participation and Creativity

Support a learning community hh Outdoor recreation programs were introduced

by Parks, Recreation and Culture Services in 2012 including cycling, fishing and adventure camps involving over 1,000 participants. hh Over 800 Coquitlam residents attended HEROS training to learn about emergency preparedness. hh The City expanded its environmental awareness and public education programs including an Invasive Plant Management Program as well as programs at the Inspiration Garden delivered with volunteers.

Build transportation infrastructure that supports a healthy environment hh David Avenue multi-modal improvements were completed and include a new multi-use pathway and bike and pedestrian facilities. hh The City installed approximately 1,000 metres of new sidewalks.

Strategic Goal 3: Key Performance Indicators

4.1

2008

4.5

2009

4.0

2010

4.0

2011

4.0

2012

Average number of times per week citizens engage in 30 minutes of exercise

Citizens Satisfied with Recreation/Culture Opportunities 90%

90%

91%

91%

92%

City of Coquitlam Five-Year Financial Plan 2013 - 2017 16

2008

2009

2010

2011

2012

Admissions to CCAC & PSLC *

719,162

786,603

776,475

802,617

802,950

Registered Program Hours

384,477

398,934

415,070

438,365

426,341

Park Land (hectares)

-

920

936

945

947

96%

93%

95%

94%

96%

60,425

69,475

75,656

77,200

79,800

61,139

68,102

71,651

72,146

79,929

-

610,084

621,087

644,929

556,030

Citizens Satisfied with Parks, Trails & Green Space

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Integrated Planning Framework

Participation in Physical Activity

2008

2009

2010

Citizens satisfied/very satisfied

2011

2012

Evergreen Cultural Centre Visitors Place des Arts Visitors Library Visitors

* CCAC is City Centre Aquatic Complex; PSLC is Poirier Sport & Leisure Complex. “Admissions� includes admission purchased for swimming, skating and fitness facilities.

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City of Coquitlam Five-Year Financial Plan 2013 - 2017 |

Strategic Outcome: Greater capacity and better capability to deliver high quality services that are built on social, environmental and economically-sustainable service models.

Strategic Directions & 2012 Results Explore services improvements through partnerships hh The City participated in a United Way funded TriCities Senior Network Project to look at programs and services that support seniors. hh The Waste Reduction and Recycling School Workshop program, which was initially focused on elementary schools, expanded to include a Middle School Recycling Education program.

Demonstrate responsible public stewardship hh New Pesticide Use Control Bylaw to regulate the cosmetic use of pesticides was passed by Council. hh Appointment of Urban Wildlife summer student position enabled increased Bear Aware education to help prevent human-bear conflicts. hh The City participated in Regional Electrical Vehicle Charging Station Planning Process.

Create an energy efficient community hh Council endorsed the strategies outlined in the Community GHG Reduction strategy in March 2012. hh Increased Green Can outreach with door-to-door educators, events and community presentations.

Results show an increase in the number of households using the program. hh A program to replace street lighting with LED lights is underway.

Minimize the impact of City processes and infrastructure on the environment hh The City contracted with Johnson Controls to retrofit 15 civic buildings to make them more energy efficient. hh The City achieved a 600,000 kwh reduction in electricity through “Carbon Cutters” campaign. hh The City has implemented significant energy conservation projects at all four pools to reduce energy consumption and costs, resulting in a reduction in GHG by 30% from 2008 levels.

Integrated Planning Framework

Goal 4 – Enhance Sustainability of City Services and Infrastructure

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Integrated Planning Framework

Prioritize walking, cycling, transit and other sustainable modes of transportation hh Council endorsed the Strategic Transportation Plan which provides strategies to shift community transportation patterns to more sustainable modes of transportation. hh Council adopted the Transit-Oriented Development Strategy to guide community growth and redevelopment around Evergreen Line stations.

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Support community organizations in their implementation of services, events and programs hh The new City Centre Library was opened to the community. hh Consultation on the design for Place Maillardville was initiated. hh The City extended its lease with the Tri-Cities Chamber of Commerce. hh New operating agreements were negotiated with the groups utilizing major civic cultural facilities.

Use funding strategies that provide high-quality services and infrastructure hh A cross-departmental team lead by Finance reviewed and updated the Development Cost Charges (DCC) program. The new DCC Bylaw was passed by Council in January 2013. hh The City reviewed the various funding strategies available for local government and is in the process of developing new funding mechanisms to support community growth and development.

Strategic Goal 4: Key Performance Indicators Taxpayer Confidence 85%

86%

81%

81%

83%

2008

2009

2010

2011

2012

$180,709

$249,463

$328,323

$331,666

$407,677

0.64

0.64

0.57

0.54

0.53

51.7%

51.5%

52.2%

54.9%

55.0%

Annual Tonnes CO2

-

889

898

1,100

1,137

Cumulative Tonnes CO2

-

889

1,788

2,888

4,025

Annual Water Consumption per Capita

148

155

150

140

140

Animals Reclaimed from Animal Shelter

-

339

369

305

378

Community Grants* 2008

2009

2010

2011

2012

Citizens who believe they get good value for their taxes

Municipal Taxes Per Capita $761

2008

$811

2009

$849

2010

$857

2011

$907

Solid Waste (Tonnes per single family home) Garbage Diversion (% Recycled) Corporate GHG Reduction

2012

Data by Ministry of Community, Sport and Cultural Development

* Grants to sports, cultural and non-profit community organizations funded mainly by Casino revenues

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City of Coquitlam Five-Year Financial Plan 2013 - 2017 |

Strategic Outcome: A strong governance model that is based on the principles of openness, fairness, and accountability and that ensures informed decisionmaking through the organization and draws on the energies of citizen participation and engagement.

Support, encourage and empower employees hh Various training programs were offered to staff including Customer Conflict Resolution, a BCIT Organizational Behaviour course, specialized training for Engineering & Public Works and Parks, Recreation & Culture staff.

Strategic Directions & 2012 Results Maintain prudent financial policies hh The City continues to maintain low tax increases and citizens believe they are getting good value for their property tax dollars. The 2.95% residential tax increase for 2013 is the lowest since 2005 and the fourth year in a row of declining tax increases. hh To minimize cost the City developed an in-house Risk Management of liability insurance.

Develop strategic partnerships and positive working relationships hh Coquitlam worked with the Cities of Port Moody and Port Coquitlam to develop an Intermunicipal Business Licence program for mobile businesses. hh The City partnered with the Province and Morguard to provide a City Centre station on the Evergreen Line. The project also garnered P3 funding support from the Federal government.

Encourage citizen and neighbourhood engagement hh Volunteering provides an important and alternative way for residents to engage in the community by sharing their knowledge and skills through meaningful physical and social interaction.

Volunteering in Parks, Recreation and Culture continues to increase annually and maintains a 82% retention rate. hh The City held several open houses in 2012 at various locations as well as two public Town Hall meetings and public hearings every month. Close to 700 people attended 13 public open houses and workshops about specific City issues or initiatives. hh The City’s 2nd Annual Welcome to Coquitlam event was held in the fall with approximately 450 members of the public participating and 69 volunteers who provided information to the City’s new residents on all facets of the City and its services. hh Social media continues to be a growing trend and the City responded by joining Twitter in 2012. By December 31st the City had 875 Twitter Followers.

Integrated Planning Framework

Goal 5 – Achieve Excellence in City Governance

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Integrated Planning Framework

Focus on service excellence hh Coquitlam’s citizens continue to be satisfied with the overall level and quality of the City’s services.

The largest increase in satisfaction over the previous year was in neighbourhood planning, road maintenance and recycling and garbage services. hh The City implemented a number of e-services for citizens including a new “MyCoquitlam” customer portal, e-billing for utilities and taxes. hh The Engineering & Public Works department was recognized with a Premium Carrier Award for fleet management and an Award of Excellence for Partington Creek Engineering. hh Finance received Government Finance Officer Association awards for budgeting and financial reporting.

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Foster awareness of cultural diversity hh A staff workshop on strategies to engage, connect and communicate with people from many different cultures was attended by staff from all City departments.

Strategic Goal 5: Key Performance Indicators Citizens Satisfied with City Services 92%

2008

95%

2009

95%

96%

2010

2011

94%

2012

Parks, Recreation & Culture Volunteers

2008

2009

2010

2011

2012

30,192

34,010

38,590

51,284

52,945

-

-

-

111

112

Citizens satisfied/very satisfied

Committee Volunteers

Citizens Satisfied with Customer Service

Employee Vacancy Rate (at Dec 31)

8.0%

6.3%

7.3%

6.4%

4.1%

Employee Annual Turnover Rate

17.0%

12.0%

12.0%

9.9%

9.5%

Facebook Friends

-

358

735

1093

1,529

Twitter Followers

-

-

-

-

875

Public Open Meetings

-

-

-

-

13

Business Improvements Completed

-

-

24

37

35

75%

73%

85%

76%

76%

Social Media Contact 2008

2009

2010

2011

Citizens satisfied/very satisfied

2012

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Whereas Coquitlam’s Strategic Plan outlines five major strategic goals for the City, the Business Plan provides the annual action plan for the organization.

The City provides a broad range of services to the community and the Business Plan assists staff in focusing resources, including staff time, on the most important city priorities each year. Council bases the Business Plan priorities on the following criteria: hh strategic goals and directives; hh council priorities; hh public priorities based on Ipsos Reid and general feedback; hh initiatives currently underway and budgeted; and hh required initiatives (externally driven).

The Business Plan Priorities established at the beginning of each year assist staff in focusing resources on the most important tasks that will accomplish the goals in the City’s Strategic Plan. Specifically, the Business Plan Priorities link strategy with action by: hh Ensuring consistency between our strategic goals and departmental work plan priorities; hh Linking our financial plan, including staff time and capital budgets, to those items identified as strategic priorities; and hh Aligning corporate efforts to mitigate key risks and challenges facing the City.

Monitoring Progress Staff work on the priorities during the year and trimester reports prepared for Council summarize their progress. The trimester reports allow Council to track and measure work plan performance in conjunction with budget, labour vacancies and spending. As part of

On an annual basis, operational performance measures are reviewed to ensure that the work items within the Business Plan priorities are accomplishing what was intended.

2013 Business Plan Priorities “A” Priority: Initiatives that are most strongly supported as top priorities for the current year because they meet the majority of the following criteria: Considerable budget impact and/or huuman resource effort; SignificantCouncil or community interest; dependence on external partners; Mandatory or legislated.

“B” Priority: Initiatives that are supported as priorities because they meet some of the above criteria, however, they may be deferred if circumstances throughout the year so dictate; “C” Priority: Initiatives that are important but may be deferred if time and resources are not available.

2012 Business Plan Priorities "A" Priorities Evergreen Line Major Plans and Policy Updates Northeast Coquitlam Initiatives

"B" Priorities Customer Service & Business Improvements Environment, Climate Change, and Sustainable Energy Solid Waste and Recycling Initiatives Southwest Coquitlam Initiatives

“C” Priorities City Centre Initiatives Crime Reduction and Community Safety Fire Protection, Prevention and Emergency Preparedness Key Operational Initiatives

Integrated Planning Framework

Business Planning Process

hh Green: The priority is expected to be achieved within the established timeline and budget. hh Yellow: The priority is somewhat on track but requires some attention to be resolved. hh Red: The priority is not on track.

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Although the City’s budgeted resources are aligned on a departmental basis to facilitate resource management, the Business Plan Priorities assist each manager in determining and assigning the work performed by various staff to ensure that the organization, as a whole, focuses on what is most important. The Business Plan priorities are not meant to capture the day-to-day activities of the organization, but rather those initiatives that are in addition to those duties.

Moreover, the stated priorities ensure that staff time in all areas of the organization are directed toward the most important priorities in addition to the day-to-day responsibilities, and that the City’s support services (i.e. Finance, Clerks, Human Resources) recognize these priorities and provide administrative support accordingly.

the trimester update, each priority is colour coded to signify the following:

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Business Planning

Integrated Planning Framework | City of Coquitlam Five-Year Financial Plan 2013 - 2017 22

Enterprise Risk Management As part of the 2012 business planning process, the City introduced a framework to manage its strategic enterprise risks in a proactive, ongoing and positive manner. While operational risks may arise in relation to specialized areas such as information technology, emergency management, physical safety, legal liability or project management, the intent of enterprise risk management is to understand and manage risk from an organization-wide perspective. It identifies and assesses those risks that are strategic in nature and broadly impact the achievement of the City’s overall corporate objectives.

The definition of risk for the purposes of the Enterprise Risk Management Plan is “the threat that an event or action will adversely affect an organization’s ability to achieve its business objectives and execute its strategies successfully.”

The resulting Enterprise Risk Management plan is a record of each risk currently identified as a significant strategic risk and includes existing and proposed new preventative controls and mitigation strategies. The objectives of this plan are to: hh Provide a more systematic and consistent approach to managing strategic risk; hh Proactively identify, understand and manage the key risks as effectively as possible; hh Promote awareness of these risks in order to manage and mitigate their likelihood and hh impact; hh Integrate risk management into existing planning processes by linking risk mitigation with business plan priorities and departmental work plans.

To align the enterprise risk management plan with existing planning processes, new mitigation strategies identified in the enterprise risk plan have been incorporated into the 2012 Business Plan priorities and will be monitored as part of the trimester reporting process. Other mitigation strategies will proceed as part of ongoing departmental work plans. All strategic risks have a named individual who will monitor the actions identified to mitigate each risk.

An annual review of the top strategic risks will consider any change in circumstances or conditions that may have affected the risks or given rise to new risk or opportunity.

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The City of Coquitlam develops its Five-Year Financial Plan in a manner that follows generally accepted accounting principles (GAAP). The City uses the accrual method of accounting in which revenues and expenses are recognized at the time they are incurred. The budget is prepared on the same basis. The budget is organized by type of operation (i.e. general fund and utility funds), with each operation considered a separate budgeting and accounting entity. Funds are budgeted and reported along departmental lines, with accountability and authority for budgetary approval and amendments resting with Council. Council delegates the authority for actual disbursement and implementation of the Five-Year Financial Plan to the City Manager and General Managers. All financial and operational policies related to accounting practices are adhered to in the development of the Five-Year Financial Plan

Financial Planning Process

1. Identify Community Priorities a.

b. c.

Statistically valid telephone survey of residents provides opportunity to gain feedback on priorities, issues and progress towards goals (results are accurate to a ±4.9 percentage point, 19 times out of 20).

Website survey provides opportunity for general feedback from community.

Public Budget Meeting for community members to provide input and recommendations on programs and services throughout the year.

2. Develop Business Plan Priorities and Align Activities a. b.

Business Plan priorities established by Council, (refer to Page 21).

City processes and projects are reviewed, updated as needed and aligned with objectives as part of the department work plans.

3. Align Financial Plan with Business Plan Priorities a.

4. Review Budget Priorities and Requirements a.

Review operational budget to ensure base budget funding is sufficient for the outlined work plan as defined by the City’s objectives. If insufficient resources exist, the manager must: identify improved cost efficiencies; re-allocate resources; request additional funding; and adjust the assigned work plan to align with existing resources.

5. Cyclical Operational Reviews a.

Beginning in 2009, the City has performed detailed reviews of individual City services on a cyclical basis. The reviews are operational in nature but include a detailed budget review. The reviews may include: Review of business processes to ensure efficient, ethical and effective use of resources.

Options for system and process improvements.

Identification of key performance measures to assess the ongoing success of the function.

Human Resources division and the Information and Communication Technology division will be reviewed in 2013.

Integrated Planning Framework

b.

New budget requests require strategic alignment rationale–how they support Coquitlam’s goals and objectives.

Evaluation of each request is based on Business Plan Priorities.

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The City of Coquitlam’s Financial Plan development process begins with strategic planning and includes public consultation, extensive background briefings for Council and comprehensive discussion sessions that culminate in a proposed Five-Year Financial Plan for Council approval. The process also includes a number of key budget assumptions. Using this as a basis, work plans are developed for each department with resource needs identified. Major capital expenditures are identified on a five-year cycle, with annual reviews and updates. The Five-Year Capital Plan reflects projects consistent with corporate objectives and long-range plans. Together with the Strategic Plan and Business Plan, this approach to financial planning provides for a thorough, strategic focus in the budget deliberations.

Key Steps

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Financial Planning

Ipsos Reid Survey

April 28, 2012

Town Hall Meeting

July 2012

Coquitlam staff submit new budget requests

July 18, 2012

2013 Preliminary Financial Plan Overview

August 2012

Finance department detailed review

September 17, 2012

2013 Financial Plan update

October 1, 2012

Facilities Prioritization Exercise

October 4, 2012

Public Budget Meeting

October 5 to 19, 2012

Online Budget Questionnaire

October 16, 2012

Executive Team Review of the Budget

November 5, 2012

Overview presentation of the Five Year Financial Plan provided to Council for city-wide context. Financial Plan information packages distributed to Council.

November 13 and 14, 2012

Departments and cultural groups deliver presentations on budget requests, including both capital and operating components during regular Council meetings.

November 19, 2012

Financial Planning Workshops with Council

December 3, 2012

1st, 2nd, 3rd readings of the Five-Year Financial Plan given by Council

December 10, 2012

2013-2017 Financial Plan adopted by Council

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April 2012

Budget Monitoring

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Integrated Planning Framework

Financial Planning Process Schedule

The City monitors its financial performance as it relates to its budget through a trimester variance analysis.

Each General Manager provides a detailed analysis of revenues and expenditures as it compares to the approved budget. This regular monitoring provides management and Council time to decide on any changes that might be necessary to ensure the year’s actual revenues and expenditures are within budget.

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Measuring, Evaluating & Reporting The integrated financial planning framework is intended to be one of continuous improvement.

Measuring and evaluating the results of efforts informs the next cycle of planning. A comprehensive Trimester Report is prepared for Council every four months. The Business Plan Priorities and associated work items are reported with a review of operating and capital budget variances, labour vacancies, and major spending during the trimester. It is intended to provide Council with a holistic view of the City’s activities and progress, balanced with the status of financial and human resources.

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Financial Policies and Fund Structure Financial Policies Governing Policy and Regulatory Requirements The Community Charter requires that a Five-Year Financial Plan for both the operating and capital expenditures be adopted by May 15th of the first year of the plan. In addition, the Community Charter directs that the public must be consulted prior to adoption of the Financial Plan.

Long-range Financial Policies

Balanced Budget In compliance with Section 165 of the Community Charter, the City’s Five Year Financial Plan must be balanced. The total of proposed expenditures and transfers to other funds for a year must not exceed the total of proposed funding sources and transfers from other funds for the year.

Investment Policy It is the policy of the City of Coquitlam to invest City funds in a manner that will provide the optimal blend of investment security and return, while meeting the daily cash flow demands of the City and complying with the statutory requirements of the Community Charter.

Debt Management Policy The City’s policy is to minimize external debt borrowings and, if required, use existing reserves as a means to internally finance required capital expenditures. As well, the City adheres to the Debt Limit and Liability Servicing Limit requirements as outlined in the Community Charter.

(Refer to Section on Debt Borrowing in Chapter 7.)

Financial Policies and Fund Structure

The long-range financial planning policies adopted by City Council include: hh Increases in operating expenditures to be funded through increases in operating revenues including property taxes and fees and charges. hh A focus on maintaining core services: new services will be added as, and when, they become fully funded. hh The City’s Accumulated Surplus will be maintained at a level appropriate to provide working capital, interest earnings and an emergency fund. hh The surplus achieved each year, in excess of the amount required to maintain the Accumulated Surplus, will be contributed to an infrastructure reserve to fund infrastructure renewal. hh Revenue received from casino operations will be contributed to a Capital Legacy Fund made up as follows: Community Capital Fund, and Municipal Capital Fund. hh Savings achieved as a result of debt retirement will be used to increase the City’s annual contribution to the capital program. Subsequently, Council directed that this funding form part of the Municipal contribution of the Transportation and Parkland Development Cost Charges (DCC) Program. hh Under the Community Charter, City Council may, by bylaw, establish reserve funds for specified

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hh Based on one of Council’s key goals to take steps to make Coquitlam financially sustainable, City management reviewed the City’s long-range financial needs. The result of this work was a series of financial sustainability policies adopted by Council. These policies are a significant step toward achieving financial sustainability and ensuring municipal services and infrastructure continue to be provided for future generations. The City’s Long-range Financial Plan is updated periodically to reflect significant directional changes, as determined during Strategic Plan updates.

purposes. Money in a reserve fund, and interest earned thereon, must be expended by bylaw only for the purpose for which the fund was established.

If the amount in a reserve fund is greater than required, City Council may, by bylaw, transfer all or part of the amount to another reserve fund. hh The City strives to create and maintain sustainable land based resources, both land inventory and land reserve funds, for the benefit of the community now and in the future. By adhering to the following principles for Strategic Land Management in the City: i. Strategically acquire and dispose of lands in a way that ensures maximum benefit to the community; ii. Establish a Long-Term Land Based resource (reserve) within the existing Land Sales Reserve (LSR) fund to receive land inventory sale proceeds; iii. Set aside a portion of the ongoing land sale proceeds to offset the decrease in land inventory and to be used for strategic acquisition and development of properties; iv. The LSR funds will be available to borrow and repay those funds over a pre-defined period of time with interest; v. Actively pursue opportunities for Public-Private Partnerships as a means to achieve maximum benefit from City lands.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 4

Fund Structure The resources and operations of the City are segregated into: General; Sewer and Drainage Utility; Water Utility; Trust; and Reserve funds for budgeting and accounting purposes. Each fund is treated as a separate entity, as identified in the budget reports provided in this document.

General Sewer and Fund

Drainage Utility

Water Utility

Trust Funds

Reserve Funds

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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Financial Policies and Fund Structure

General Fund

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The General Fund is the primary fund for most municipal services and departments. However, Engineering and Public Works provides services for the General Fund, Sewer and Drainage Fund and Water Fund. (It excludes sewer, drainage and water services which are funded from specific utility funds.) This Fund has a number of revenue sources—the largest of which is property taxation. This fund provides a number of services to the community including: Police Services: Enforce laws, prevent crime and maintain order via the RCMP and municipal staff.

Fire Services: Provide fire suppression, search and rescue, First Responder and non-emergency services.

Capital Projects: Construct and rehabilitate roads, traffic intersections, neighbourhood improvements, parks, trails, recreational and leisure facilities, drainage requirements and public safety projects.

Recreational Programs and Facilities: Provide programs and maintain recreational facilities.

Road Maintenance and Traffic Control: Repair road pavement, signs, streetlights, sidewalks, traffic signals, bridges and culverts.

Library and Cultural Services: Provide services through the Library, Evergreen Cultural Centre, Place des Arts, Place Maillardville, Mackin House Museum and others.

Coquitlam is in the Fraser Sewerage Area (FSA) of the Metro Vancouver Sewerage and Drainage District (MVS&DD), which operates and maintains regional systems of trunk sewers, pumping stations and sewage treatment plants. Sewage from Coquitlam is conveyed to the regional system for treatment and disposal.

The Utility also collects and conveys storm water to receiving waters to reduce the risk of property damage due to flooding and landslides.

Water Utility Fund The Coquitlam Water Utility is a self-funded entity that delivers water to residential, commercial and industrial premises in Coquitlam for domestic use, irrigation, and cooling and fire suppression. The services in this fund are provided by the Engineering and Public Works department. This Utility is a member of the Metro Vancouver Water District (MVWD) which operates and maintains regional systems of supply works, transmission mains, reservoirs and treatment facilities.

Trust Funds The Trust Funds have been created to hold assets which are administered as directed by agreement or statute for certain beneficiaries.

Reserve Funds

Sewer and Drainage Utility Fund

The City’s Operating Reserve Funds will be used to fund ongoing projects and potential liabilities such as tax appeals and insurance claims. Capital reserves, along with development cost charges, will be used to finance additional capital projects in future years. Despite the size of these reserves, there are needs that have been identified in the capital planning process for which no funding sources currently exist. The reserve amounts available for expenditures over the 2013-2017 planning period are in the Schedule of Reserve Projections shown in Chapter 7.

The Coquitlam Sewer and Drainage Utility is a selffunded entity that operates, maintains, regulates and extends sewage collection and storm drainage systems that serve residential, commercial and industrial premises in Coquitlam. The services in this fund are provided by the Engineering and Public Works department.

In conformance with reporting standards of the Public Sector Accounting and Auditing board of the Canadian Institute of Chartered Accountants, reserve transactions are identified separately from expenditures and revenues in portions of the 2013 budget document.

Parks and Trails Services: Provide and maintain parks, open spaces and trails.

Planning and Development: Provide community and transportation planning, environment, building and development approval services.

Solid Waste: Weekly collection and disposal of solid waste.

27

2013 Financial Plan Overview The Challenge—Principal Issues Affecting Financial Planning The City of Coquitlam’s principal activities include the provision of local government services to residents.

Services provided include police and fire protection, solid waste collection, management of roads, water, sanitary and storm sewers and parks infrastructure, along with the delivery of leisure and cultural services.

The City also acts as a regulatory body with respect to business licensing, building permits and inspection, land use, development planning and subdivision approval services. Services such as library and cultural pursuits are provided through other boards and partnerships with other governments.

hh new or expanded service requirements as a result of a shift in responsibility from other levels of government to the municipal level; hh the decline in direct financial support of municipal operations; and hh requirements to provide infrastructure to support the population growth resulting from senior government policy decisions.

Internally, as government grants and interest ratesensitive revenues decline, property taxes and user fees become the principal funding sources for increased service delivery-costs and maintenance of an expanding infrastructure base. Coquitlam currently operates with residential tax rates that are comparable to other municipalities of a similar size as well as its neighbours in the Metro Vancouver area.

However, the City’s commercial and industrial tax rates are less competitive. To protect the sustainability of its emerging business sector, Coquitlam is taking steps to develop a better balance between its industrial and commercial rates and residential rates.

Coquitlam has also investigated alternative revenue sources and is gradually shifting to a more comprehensive user-pay approach in an attempt to become more financially sustainable.

Over the years, the City of Coquitlam has invested heavily in new capital infrastructure including buildings, roads and underground utilities but now needs to develop a better replacement and maintenance program to provide ongoing financial stability. Recognizing the importance of sound sustainability plans for our infrastructure, Council has initiated the development of long-range financial policies. (Refer to Chapter 4 for the list of long-range financial policies ) With sound goals and community direction established, the challenge now facing Coquitlam is how to manage the significant economic realities while dealing with: hh public expectations of receiving the same or even enhanced service levels; hh rising labour costs; hh increasing demands for infrastructure to support a growing community; and hh financial management policies that contribute to future asset replacement and improved financial sustainability of the City.

In order to continue providing adequate services under these conditions, Council will continue to examine and prioritize City services in order to provide services acceptable to the public while continuing to achieve the longer-term vision of making Coquitlam a City where people choose to live, learn, work and play.

2013 Financial Plan Overview

The City of Coquitlam faces consequences because of economic challenges confronting the federal and provincial governments. These include:

In 2013, the City shifted 1.0% of the tax burden to further support business in Coquitlam. The impact of this policy is a reduction to the business tax rate from the average of 2.95% to 2.34% and an increased rate for residential property uses of 3.34%. This policy has been in place for the past 18 years with a cumulative impact of a 17% shift in the tax burden from business properties to residential properties.

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Through the adoption of Regional Context Statements, Council has committed to working towards the Growth Management Targets set by Metro Vancouver. This growth rate will increase the current population to 213,000 over the next 15 to 20 years. This growth will need to be supported by services related to transportation, utilities, schools and other infrastructure that are costly and require more than just civic support. There are two major factors that influence most of the issues facing the City of Coquitlam both in the near term and distant future.

These are sustainability and fiscal reality.

This difficult process will take time, but it is necessary to provide a more competitive footing for existing business and to attract new business.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 5

Key Budget Assumptions Economy

Budget Bylaw Amendment

The municipal financial climate in British Columbia is improved this year. During 2012, development activity stayed at normal levels which assisted the City’s budget in providing increased development fees to help offset the impact of inflation. The budget for 2013 is based on the assumption that development activity will be the same as in 2012. In addition, Development Cost Charges were as forecasted, which enabled the financing of necessary growth related infrastructure.

(For more information on the Financial Plan, please refer to chapter 6.)

As outlined in the Community Charter, the Five-Year Financial Plan is to be adopted by May 15th of the first year of the Plan. At any time, subsequent to the original adoption, an amended financial planning bylaw can be adopted by Council for that year.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

Allowable Inflationary Increases and Budget Reductions

28

The recent years have seen increased pressure on municipalities to reduce costs in order to cut taxes.

The most significant cost driver for the City continues to be labour and other contractual costs which have increased at a rate greater than inflation. The Consumer Price Index (CPI) in the Vancouver area was approximately 1.6% at the time of this budget.

However, the City’s inflation rate is currently uncertain as all City labour contracts for 2013, which make up almost half of the budget, remain unsettled. Cost pressures, together with increasing demands placed upon the City’s infrastructure and services by a growing community challenge the City’s financial resources and organizational capability. Because of these cost pressures, minimal increases are allowed in the base budget for other operating costs. Several new initiatives for 2013, including eight new firefighters, a new City Archive and the increase in Road Rehabilitation Program were enabled through offsetting revenues and additional taxation.

29 Specific tax rates must be approved each year by May 15. The Tax Rates Bylaw will be presented to Council for adoption in the spring of 2013 once final information related to the growth in taxation assessment is received from the BC Assessment Authority.

The tax rate bylaw is due to be adopted in May 2013

2012 Actuals

2013 Budget

Municipal Levy $ 126,832,355 $ 132,397,215 Other Governments School Levy 60,490,335 63,000,000 Greater Vancouver Transporation Authority 12,417,807 15,000,000 BC Assessment 1,958,347 2,000,000 Municipal Finance Authority 6,191 5,000 Greater Vancouver Regional District 1,769,608 1,900,000

Total

$ 76,642,288 $ 203,474,643

$ 81,905,000 $ 214,302,215

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Tax Rates

| 2013 Financial Plan Overview

Consolidated Statement of Financial Activities

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

Years ended December 31 (000’s)

30

2010 2010 2011 2011 2012 2012 2013 Budget Actual Budget Actual Budget Actual Budget

Revenue: Taxation $116,308 $117,224 $122,087 $121,759 $127,043 $126,366 $132,982 Fees, rates and service charges 53,776 56,483 59,075 60,909 64,114 71,714 70,249 Grants and grants in lieu 19,621 23,157 8,939 14,394 9,944 17,084 8,822 Investment income 4,651 3,378 3,045 4,217 3,553 4,438 3,861 Casino revenue 9,000 8,367 9,000 7,423 7,200 7,556 7,200 Municipal land sales - 3,534 0 9,424 0 15,705 0 Cost recoveries 4,725 7,674 6,478 6,951 5,530 8,526 7,004 Penalties and interest on taxes 601 919 861 1,009 836 1,047 906 Other 131 505 80 876 79 1,060 68 Developer’s Contribution * - 30,317 0 34,705 0 27,249 0 Total revenue 208,813 251,558 209,565 261,667 218,299 280,745 231,092

Expenditure: General government 16,336 14,865 15,108 14,995 15,258 15,901 16,346 Police protection 26,759 25,492 28,646 26,592 30,058 28,714 31,112 Fire protection 19,095 19,324 20,206 20,396 21,705 22,060 22,763 Other Protection 2,525 2,399 2,450 2,296 2,322 2,183 2,579 Engineering 23,777 26,148 24,005 27,637 25,186 26,395 25,913 Solid waste 7,740 7,663 8,375 8,223 8,732 8,766 8,764 Planning and development 5,801 5,643 6,048 5,868 6,351 6,371 6,505 Parks, Recreation and Culture 36,481 38,681 37,850 41,162 41,345 43,272 43,253 Water utilty 19,268 17,986 18,981 19,423 20,696 21,050 20,294 Sanitary sewer and drainage 28,176 24,727 19,715 25,258 24,384 24,883 25,154 Contribution to Evergreen Line** - 0 0 0 0 15,412 0

Total Expenditure 185,958 182,928 181,384 191,850 196,037 215,007 202,683

Surplus Before Capital Expenditures 22,855 68,630 28,181 69,815 22,261 65,737 28,408

* Developer’s Contribution are Capital Assets that were built by developer’s at no cost to the City. These assets are now owned and maintained by the City. We started to record these assets in 2008 in order to conform with PSAB 3150 and PSAB 1200. ** Contribution to Evergreen Line is the City’s contribution to the cost of building an additional Skytrain station on Lincoln Ave. The City has applied for and will receive a grant from P3 Canada for approximately $7M to offset this expenditure.

31

Year ended December 31 (000’s)

General Sewer and Fund Drainage Utility

Water Utility

Library

| 2013 Financial Plan Overview

Revenue Taxation $ 114,972 $ 18,010 $ - Fees, rates and service charges 35,840 8,112 26,287 9 Grants and grants in lieu 8,539 0 0 4,776 Investment income 2,853 500 496 12 Casino revenue 7,200 0 0 Municipal land sales 0 0 0 Cost recoveries 6,749 255 0 Penalties and interest on taxes 856 0 0 50 Other 44 0 0 24

Total revenue 177,052 26,877 26,784 4,871

Expenditure

General Government 16,346 0 0 Police protection 31,112 0 0 Fire protection 22,763 0 0 Engineering 25,913 0 0 Solid waste 8,764 0 0 Planning & development 6,505 0 0 Leisure, parks and cultural 42,874 0 0 4,871 Water utilty 0 0 20,294 Sanitary sewer and drainage 0 25,154 0 Debt interest payments 0 0 0 Other 2,579 0 0

Total Expenditure 156,857 25,154 20,294 4,871

SURPLUS BEFORE CAPITAL EXPENDITURE 20,195 1,723 6,490 0

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Major Fund Balances Projected at December 31, 2013

Statement of Cash Flow

City of Coquitlam Five-Year Financial Plan 2013 - 2017 32

2013 Budget 2012 Actual

Net Cash From Operations 28,604

Cash Used to Acquire Tangible Capital Assets (60,600)

Items not involving cash: Depreciation 30,400 Loss on disposal of Capital Asset Developer Built asset

Cash generated from (required for): Decrease (increase) in accounts receivable - Decrease (increase) in prepaid expenses - Decrease (increase) in Inventory - Increase (decrease) in accounts payable and accrued liabilities - Increase (decrease) in deferred revenue - Increase in deposits -

Change in Temporary Investments -

Cash applied to financing transactions New Debt 11,129 Debt Principal Repayments (9,279)

Increase (decrease) in cash 254

Opening cash and temporary investments 121,030

Cash and temporary investments, end of Year 121,284

2013 Budgeted Revenue Sources ($231 Million)

Consolidated Revenues by Type 2013 Budgeted Revenue Sources ($232-million)

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2013 Financial Plan Overview

(000’s)

Casino Revenue 3% Investment Income 2%

Grants 4%

Cost Recoveries & Sundry 3%

Fees, Rates and Service Charges 30%

Taxation 58%

65,737 (37,152) 31,787 (5,268) (27,222) (5,826) 107 (20) 13,395 (1,115) (74) (59,484) 6,700 (10,135) (28,570) 149,600 121,030

33

The primary funding source for city services in the 2013 Financial Plan is taxation at $133 million or 58% of the total revenues on a consolidated basis. This includes a property tax levy increase of $4.9 million made up of approximately $1.7 million from new assessment growth and $3.2 million rate increase to provide for inflation and increased services, for an average property tax increase of $63 per household.

The City’s property tax collection has increased from $101 million in 2010 to $133 million in 2013. The dollar amount of taxation has increased and the City’s dependence on this revenue source has also increased because of the decline in other sources of revenue such as investment income. In 2010, the City received approximately $17 million of grants from senior levels of government and in 2011 and 2012 the City increased its land sales, which reduced the ratio of taxation to total revenue to approximately 50%.

Trends Taxation Trends 2010Taxation - 2013 000’s (000’s)

2010 to 2013

$150,000

70.0% Taxation ($) Taxation as % of Total Revenue

60.0%

$125,000

50.0% $100,000 40.0% $75,000

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Taxation

30.0%

|

20.0%

$25,000

10.0%

$0

0.0% 2010 Actual 2010 Actual

2011 Actual

2012 Actual

2013 Budget

2011 Actual

2012 Actual

2013 Budget

2013 Financial Plan Overview

$50,000

Property Taxation from Development Growth 2010 - 2013 Property taxes have increased approximately $13 million from 2010-2013. Of this increase, a cumulative total of $4.8 million is from development growth in the community which is equivalent to 4.8% property tax increase during the same period. The balance of $8 million in property taxation revenue has been a result of property taxation increases approved by Council.

Property Taxation Development Growth 2010-2013 Property Taxation Development Growth 2010 to 2013 (000’s) Total Residential Revenue Growth

Total Non-Residential Revenue Growth

$2,000,000

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

$1,500,000

34

$1,000,000

$500,000

Property Tax Impact

Property Tax Impact

0.62%

1.5%

Property Tax Impact

Property Tax Impact

1.1%

1.6%

2012

2013

$0

$500,000

2010

2011

Note: During 2010, one of Coquitlam’s major business taxpayers, Catalyst Paper, ceased operations which had a negative impact on the City’s non-residential tax base in 2011.

35

The 2013 Financial Plan includes a total of $70 million in Fees, Rates and Other Charges.

2013 Budgeted Fees, Rates and Charges

2013 Budgeted Fees, Rates and Charges

Other Charges 2.4 M 3%

Admissions 2.4 M 3%

Fees Charged 11.2 M 16%

Solid waste levies 9.5 M 14%

Development Cost Charges 14 M 20%

Rents & other property fees 2.4 M 3%

Water, sewer and drainage user rates 28.3 M 41%

Fees & Charges Trends 2010 to 2013 (000’s) $80,000

Fees, Rates and Service Charges ($) Fees, Rates & Service Charges as % of Total Revenue

40.0% 35.0% 30.0%

$60,000

25.0% $40,000

20.0% 15.0%

$20,000

10.0% 5.0%

$0

0.0% 2010 Actual

2011 Actual

2012 Actual

2013 Budget

2013 Financial Plan Overview

(Refer to page 3 for information on Evergreen Line Construction project.)

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Fees, Rates and Charges Trends 2010 - 2013 The revenue from Fees, Rates and Charges ranges from $56M to $70M. The increase in 2013 is due to Council approved fee increases for water, sewer and drainage user rates and solid waste levies. Each of these utilities is part of a regional system run by Metro Vancouver Regional District (MVRD) and a significant portion of the costs of managing the utility comes from MVRD levies. The rates for each utility have been set based on a blending of the 5-year average MVRD rate increase and the City’s inflationary costs. In 2013, the 5 year MVRD rate increase is 6.3% for water, 3% for sewer and 7.2% for solid waste tipping fees, while the City’s inflationary costs increased by 1%.

The budget for 2013 is also based on the expectation that development activities will remain at the increased level as a result of the Evergreen Line construction.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Fees, Rates And Charges

Grants This funding source includes capital grants that are in progress, annual grants provided to the municipality by TransLink, a Provincial Traffic Fine revenue grant, grants in lieu of taxes, as well as a number of smaller grants.

These estimates are based on applications in progress or on firm estimates provided by the grantor.

As can be seen below, grant revenue increased dramatically in 2010. The City was successful in obtaining Infrastructure Stimulus Grant funding from senior levels of government. A total of $17 million in grant money was approved for King Edward Widening, Schoolhouse Street reconstruction, Southwest Coquitlam Sewer System and Lougheed/Barnet Pavement Rehabilitation. The 2013 budget was based on 2012 levels as the Infrastructure Stimulus Grants were non-recurring grants.

Grant Trends 2010 to 2013 Grant Revenue Trends 2010 Revenue - 2013 (000’s) $25,000

Grants ($) Grants as % of Total Revenue

12.0% 10.0% 8.0%

$15,000 6.0% $10,000 4.0% $5,000

2010 Actual

2011 Actual

2012 Actual

2013 Budget

0.0%

|

$0

2.0%

Investment Income

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 Financial Plan Overview

$20,000

Due to the unprecedented interest rate cuts made by the Bank of Canada in 2009, the City has experienced a substantial reduction in investment income. The 2013 investment income budget was based on the expectation that interest rates would remain low in 2013.

Investment Income Trends 2010 to 2013

Investment Income Trends 2010 - 2013 (000’s) Investment Income ($) Investment Income as % of Total Revenue

$5,000,000

1.8% $4,000,000

1.4% 1.2%

$3,000,000

1.0% 0.8% 0.6%

$2,000,000

0.4% 1.0%

$1,000,000

0.2% 0.0%

$2010 Actual

36

2.0%

2011 Actual

2012 Actual

2013 Budget

37

In October 2001, the City of Coquitlam began to receive revenue from a casino operation. The City receives 10% of the net earnings from casino operations. Casino revenues are variable as a result of new casinos in the region.

In the last few years, casino revenues have steadily declined from $8.4 million in 2010 to $7 million in 2012.

This decline is attributed to increased online gambling and an increase in the number of casinos in the Lower Mainland. The 2013 budget was set based upon the expectation that revenues would continue to decline.

Casino Revenue Trends 2010 - 2013 Casino Revenue Trends 2010 to 2013 (000’s) Casino Revenue ($) Casino Revenue as % of Total Revenue

$10,000,000

4.0% 3.5%

$8,000,000

3.0% 2.5%

$6,000,000

2.0% $4,000,000

1.5% 1.0%

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$2,000,000

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Casino Revenue

0.0%

$0 2010 Actual

2011 Actual

2012 Actual

2013 Budget

Other Revenue The revenue from other sources has been volatile. The increase in 2011 and 2012 was mostly due to an increase in municipal land sales.

Other Revenue Trends Other 2010 - 2013 Revenue Trends 2010 to 2013 (000’s) Other Revenue ($) Other Revenue as % of Total Revenue 10.0%

$20,000

9.0% 8.0%

$15,000

7.0% 6.0% 5.0%

$10,000

4.0% 3.0%

$5,000

2.0% 1.0%

$0

2010 Actual

2011 Actual

2012 Actual

2013 Budget

0.0%

2013 Financial Plan Overview

0.5%

Revenues—Sewer and Drainage Sewer And Drainage Utility Revenues In 2013, the City of Coquitlam will collect $26.9 million in revenues from a number of sources including taxes, user rates, fees and service charges, investment income, and inspection and other fees. This compares with $26.3 million in 2012. The $0.6 million increase in revenue from 2012 to 2013 is due to an increase in sewer frontage tax.

The following graph shows the proportional funding from each of these sources for the 2013 Five Year Financial Plan.

2013 Sewer and 2013 Budgeted SewerBudgeted & Drianage Revenues ($26.9Drainage Million)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

Investment Income 2% Fees and Service Charges 10% User Rates 20%

38

Revenues ($26.9 Million)

Inspections & Other Revenue 2%

Taxation 66%

Sewer And Drainage Tax Revenue The largest source of revenue is the sewer frontage tax which is the flat rate charged to homeowners. In 2013, Council approved an increase of 2% from $358 to $365 per home to support expenditure requirements. The drainage tax revenue per home increased an average of $1 from $48 to $49 per home.

Sewer and Drainage Sewer and Drainage Tax Trends 2010 - 2013Tax Trends 2010 to 2013 (000’s) $20,000

Tax ($) Tax as % of Total Revenue

80.0%

$18,000

70.0%

$16,000 60.0% $14,000 50.0%

$12,000

40.0%

$10,000 $8,000

30.0%

$6,000

20.0%

$4,000 10.0%

$2,000 $0

0.0% 2010 Actual

2011 Actual

2012 Actual

2013 Budget

39

Sewer and DrainageSewer User Rates 2010 - 2013 andTrends Drainage User Rates Trends 2010 to 2013 (000’s)

$6,000

User Rates ($) User Rates as % of Total Revenue

35.0% 30.0%

$5,000 25.0% $4,000

20.0%

$3,000

15.0%

$2,000

10.0%

$1,000

5.0%

$0

0.0% 2010 Actual

2011 Actual

2012 Actual

2013 Budget

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Sewer And Drainage User Rate Revenue The second largest source of revenue is user rates, which includes the flat rate charged to rental units and suites, metered customers, as well as penalty revenue. The revenue in 2013 reflects the 2% increase approved by Council and volume adjustment due to growth in rental units.

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Sewer and Drainage Fees and Service Charges Trends 2010 - 2013 (000’s)

Sewer and Drainage Fees and Service Charges Trends 2010 to 2013 $4,000

Fees and Service Charges ($) Fees and Service Charges as % of Total Revenue

15.0%

$3,500

13.0%

$3,000

11.0%

$2,500

9.0%

$2,000

7.0%

$1,500

5.0%

$1,000

3.0%

$500

1.0%

$0

2010 Actual

2011 Actual

2012 Actual

2013 Budget

-1.0%

2013 Financial Plan Overview

Sewer And Drainage Fees And Service Charges Revenue This revenue source is a result of the connection fees bylaw approved in July 2004. Connection fees are tied to development. Starting in 2012, revenues are higher due to increased development activity particularly in Northeast Coquitlam.

Revenues—Water Water Utilities Revenue In 2013, the City of Coquitlam will collect $26.8 million in revenues from a number of sources including user rates, investment income, and inspection and other fees. The following pie chart shows the proportional funding from each of these sources for the 2013 Five-Year Financial Plan.

2013 Budgeted Water2013 Revenue ($26.8 million) Budgeted Water Revenues ($26.8 Million)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

User Rates 86%

40

Investment Income 2% Inspections & Other Revenue 1%

Fees and Charges 11%

Water User Rate Revenue The largest source of revenue is the user rate which is the flat rate charged to homeowners. In 2013, Council approved a 4% rate increase from $407 to $423 per home to support increased assessments from MVRD’s 5 year average rate increase of 6% in combined with a 1% increase in the City’s inflationary costs.

Water User Rates Trends 2010 - 2013 (000’s)

Water User Rates Trend 2010 to 2013 25,000

User Rates ($) User Rates as % of Total Revenue

100.0%

22,500 80.0%

20,000 17,500

60.0%

15,000 12,500

40.0%

10,000 7,500

20.0%

5,000 2,500 0

2010 Actual

2011 Actual

2012 Actual

2013 Budget

0.0%

41

Water Fees and Service Charges Trends 2010 - 2013 Water Fees and Service Charges Trends (000’s)

2010 to 2013

User Rates ($) User Rates as % of Total Revenue 4,000,000

15.0% 13.0%

3,000,000

11.0% 9.0%

2,000,000

7.0% 5.0%

1,000,000

3.0% 1.0%

0

2011 Actual

2012 Actual

2013 Budget

-1.0%

2013 Budgeted Department Expenditures ($203 million)

2013 Budgeted Departmental Expenditures ($202 Million) Other Protection 1% Water Utilty 10% Sewer & Drainage 12%

Debt Interest Payments & Other 3% General Government 1 7% Engineering 6%

Planning and Development 3%

Leisure, Parks and Cultural 17% Solid Waste 4%

Fire Protection 10%

Police Services 15%

2013 Financial Plan Overview

Expenditures by Department The approved 2013 resource allocation to the various departments is shown below.

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2010 Actual

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Water Fees and Service Charges Revenue This revenue source is a result of the connection fees bylaw approved in July 2004. Connection fees are tied to development. In 2013, revenues are projected to be higher due to increased development activity particularly in Northeast Coquitlam.

Cost for the Average Home in Coquitlam in 2013 The average cost for a home valued at $578,000 is $2,910 (excluding collections on behalf of other government agencies).

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Financial Plan Overview

What each home receives for $2,910:

42

2013 2012

Average Home Value $578,000 $565,000

Utility Bill (March): Water 423 407 Garbage Pick-up & Recycling 349 342 Sub-total: 772 749

Property Tax Bill (July): Sewer & Drainage 414 406 Police Services 421 406 Fire Services 347 334 Capital (Including Debt Payments) 311 300 Recreational Facilities & Programs 199 192 Cultural Services & Community Grants 115 111 Roads Maintenance 102 98 Snow and Ice Control 26 25 Parks & Trails Services 129 124 Planning & Development 27 26 Traffic Control 47 46 Sub-total: 2,138 2,068

Total Collection for City Services: 2,910 2,817

43

2013 Five-Year Operating Plan Overview 2013 Financial Plan The City of Coquitlam continues to grow and prosper with a number of projects underway that will have significant impact and benefit for the future of the City. The long-awaited Evergreen Line is finally coming to Coquitlam and the City has reached an agreement with the Province on the construction of the Lincoln Skytrain Station at Lincoln Avenue with the support of a P3 Canada grant. To complement these external investments, the City will invest $248 million in capital infrastructure to improve transportation, enhance recreational opportunities and expand water, sewer and drainage infrastructure within the City.

In 2013, the City will see some improved support from senior levels of government. Provincial Traffic Fine Revenues are forecasted to remain at 2012 levels of $1.4 million. The recently approved TransLink funding framework resulted in the elimination of the TransLink Minor Capital and Bike programs. This reduction was partially offset by a 33% increase in funding for Operation, Maintenance and Rehabilitation (OMR) from $14,355 to $19,100 per lane km. TransLink provided the option of transferring funds from Rehabilitation to Expansion by municipal request. Based on the belief that it is a priority to take care of what we have, staff have opted for the increase in OMR funding which will result in less funding for expansion of multi-modal road projects.

Council was presented with a range of options for the 2013 Financial Plan which included a base Financial Plan as well as a summary of requests for additional funding.

Included in the Base Budget is $498,000 of operating costs related to the capital program, of which $380,000 is in the General Fund.

2013 Five-Year Operating Plan Overview

The Consumer Price Index (CPI) in the Vancouver area is approximately 1.6% at the time of this budget.

However, the City’s inflation rate is currently uncertain as all of the City’s labour contracts for 2013, which make up almost half of the operating budget, remain unsettled. Cost pressures, together with increasing demands placed upon the City’s infrastructure and services by a growing community challenge the City’s financial resources and organizational capability. It is important to carefully consider our financial choices to ensure that we adequately resource each project without impairing our ability to respond in the future.

The Financial Plan incorporates an overall increase in taxes of 2.95% for 2013. This Financial Plan has been prepared with public consultation completed in accordance with the provisions of the Local Government Act. The public consultation process includes a statistically-valid public opinion survey completed by Ipsos Reid to solicit information from residents about their service preferences and satisfaction levels. In addition, a Budget Survey was posted on the City’s website and the City held a specific meeting on October 4, 2012 to gather feedback as part of the budget process. The top priorities revealed through these consultation processes continue to be transportation, public safety and recreational facilities, which are clearly emphasized in this Financial Plan.

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The municipal financial climate in British Columbia is much improved this year. During 2012, development activity remained robust and is expected to remain the same for 2013. Increased development fees help to offset the impact of inflation, while additional Development Cost Charges help to finance much needed growth-related infrastructure. Increased revenues from assessment growth continue to assist in offsetting the impact of inflation in the City’s budget.

As always, the challenge facing Coquitlam Council is to balance current financial resources to meet the needs of a growing community and its capacity and willingness for increased taxes.

(For more on challenges facing Coquitlam, please refer to Chapter 5.)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 6

2013 Key Budget Drivers The following chart shows the key drivers for the 2013 tax increase of 2.95%. The City’s labour contracts, which make up almost half of the operating budget, is the main driver of the tax increase. Increase in policing costs is another key driver of the tax increase. In 2013, the City added 8 new firefighter positions to staff the Burke Mountain fire station. These costs and other new initiatives were offset by additional revenues from assessment of Coquitlam growthCity and other revenue increases.

2010 Key Budget Drivers

TAX INCREASE %

TAX INCREASE 2.95 %

TAX DECREASE %

Labour Contracts 1.95% Assessment Growth 1.34% Revenue Increase .82%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

RCMP Contract 0.71%

44

Operating Costs for New Infrastructure 0.35% Fleet Costs 0.25% 8 Fire Positions 0.60% Contribution to Pavement Rehab Program 0.22% Reserve Fund Contributions 0.49% Cultural 0.41% Other Adjustments 0.12% Other New Initiatives 0.25% -5

-4

-3

-2

-1

0

1

2

3

4

5

(In Percent %)

Financial Impact Per Household The financial impact of inflationary budget increases and 2013 service level increases is $94 for the average household.

Increased Cost in 2013 to the Average Homeowner in Coquitlam

Increased Cost in 2013 to the Average Homeowner in Coquitlam

$94

TOTAL INCREASE Transportation Services

$2

Planning and Development

$2

Parks & Trails Services

$7

Cultural & Community Grants

$7 $1

Snow and Ice Control

($2)

Roads Maintenance

($1)

Recreational Facilities & Programs

$7

Garbage Pick-up & Recycling

$19

Capital Including Debt

$16

Water

$13

Fire Services Police Services

$15

Sewer & Drainage $-40

$-20

$8 $-

$20

$40

$60

$80

$100

$120

45 The City of Coquitlam budgets for full staff complement in all departments. Accordingly, 1107.6 full-time equivalents (FTEs) are budgeted for 2013, including full-time, part-time, auxiliary, casual staff and RCMP members.

Historical comparisons for departmental FTEs are shown below: Full-Time Equivalents (FTEs) Per Department Including RCMP Members

Department

2010 2010 2011 2011 2012 2012 2013 Budget Actual Budget Actual Budget Actual Budget FTE FTE FTE FTE FTE FTE FTE

Manager’s Office Corporate Services1 Leisure & Parks Services Engineering & Public Works Planning and Development Deputy City Manager (no Fire or Police) Fire/Rescue RCMP Strategic Initiatives

2.1 2.1 2.1 2.0 41.4 41.5 43.4 95.7 96.0 95.6 93.2 0.0 0.0 0.0 277.9 276.6 282.3 278.1 287.5 284.6 290.2 160.0 147.6 160.8 150.5 169.7 163.5 175.3 62.0 57.9 61.0 60.2 65.0 62.8 66.0 23.3 25.6 24.3 25.7 83.7 85.0 84.7 162.3 156.2 164.7 158.0 172.7 168.8 182.3 243.4 229.3 249.0 227.2 252.3 236.0 252.7 6.00 4.7 6.00 6.0 13.00 7.8 13.00 1032.8 995.9 1045.8 1001.0 1085.4 1050.1 1107.6

1. The Corporate Services Department was reorganized in 2012 with the divisions distributed between the Deputy City Manager and the City Manager’s Office.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Employee Base - Full-Time Equivalent (FTE) Analysis

| 2013 Five-Year Operating Plan Overview

Budgeted FTEs Per Department 2011 to 2012 Including RCMP Members 2010-2013 Budgeted FTE's Per Department Including RCMP Members As seen in the chart below, this 2013 estimate of 1107.6 FTEs has increased from a budget of 1085.4 FTE in 2012 (Including RCMP members).

300

2010 2011 2012 2013

250

FTE FTE FTE FTE

200

Change in Budgeted Full-Time Equivalents (FTE) 150 including RCMP Members from 2009 to 2010 100 Budget Reductions, (4.2)

Conversion of Auxiliary to Permanent Positions, 1.5

50 0

Strategic Projects

RCMP

Fire/Rescue

Deputy City Manager (excludes Fire an RCMP)

Planning and Development

Engineering and Public Works

Parks , Recreation & Culture

Corporate Services

City Manager's Office

New Permanent Positions, 11.7 Department

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

FTE's (#)

46

The Full Time Equivalents (FTEs) increased by 22.2 in 2013. Of this total, 16.3 were new positions approved

by Council and 5.9 were due to the conversion of existing auxiliary hours to permanent positions. As the City continues to grow and demand for a variety of new services emerges, reallocation of existing resources is sometimes required as it is not possible to fund every new service demand in the community with a tax increase.

Many of these positions were funded from additional revenue and the reallocation of existing resources to meet emerging needs without a tax impact.

Increase In Budgeted FTEs Including Rcmp Members From 2012 to 2013Â

Increase In Budgeted Fte's Including Rcmp Members From 2012 To 2013 22.2

TOTAL FTE CHANGE FROM 2012 TO 2013 Reclasses and Conversions of Auxiliary to Permanent Positions

5.9 16.3

New Permanent Positions

0

5

10

15

20

25

47

New Positions Deputy City Manager (no Fire or Police) Engineering & Public Works Engineering & Public Works Fire/Rescue Manager’s Office Parks, Recreation & Culture Services Parks, Recreation & Culture Services Total

1.0 1.0 1.0 8.0 1.0 3.2 0.5

Economic Development Assistant Equipment Operator 4 Bylaw Inspector Firefighters Archivist Labourer 2 Work Control Clerk

15.7

Reclasses and Conversions of Auxiliary to Permanent Positions

2013 Five-Year Operating Plan Overview

Animal Shelter Auxiliary Clerk, 2 Attendants and Inspector Communications Assistant Administrative Assistant Maintenance Worker GIS Specialist Labourer Worker Equipment Operator 3 Auxiliary Bylaw Officer Purchasing Contract Administrator Park Attendants Field Arborist and Tree Worker Park Partners Captain Program Leader Planner 1

|

Deputy City Manager (no Fire or Police) 0.5 Deputy City Manager (no Fire or Police) 0.4 Engineering & Public Works (0.5) Engineering & Public Works 1.0 Engineering & Public Works 1.0 Engineering & Public Works 1.0 Engineering & Public Works 1.0 Engineering & Public Works 1.0 Manager’s Office 1.0 Parks, Recreation & Culture Services (0.3) Parks, Recreation & Culture Services (0.6) Parks, Recreation & Culture Services (0.2) Parks, Recreation & Culture Services 0.2 Planning and Development 1.0 Total 6.4

Total 22.2

City of Coquitlam Five-Year Financial Plan 2013 - 2017

New Permanent Positions In 2013 Including Conversions

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

City Manager’s Office

48

he City Manager’s Office in municipal government operates much like an executive office in a corporation, overseeing the broad requirements of the organization with the City Manager as Chief Administrative Officer. The City Manager attends meetings of Council and is responsible for providing advice to Council and executing their decisions. The City Manager works with all the City departments to ensure effective and efficient delivery of City services. Periodically, the City Manager reviews the performance of each department with the General Managers, assisting with problems in the department or in interdepartmental initiatives.

T

The Manager’s Office also directly oversees the City Clerk’s Office and Financial Services.

The City Clerk’s Office provides the primary communications link between City Council, staff and the community including the responsibility for the preparation of the agendas and minutes for Council and Committee meetings; maintenance and access to corporate records including City bylaws; administrative support to Council and its Committees; and local government elections.

Financial Services provides long-term financial planning; annual budget development; property tax and utility calculation and collection; investments; accounting; treasury and cash management; purchasing requirements; and all statutory financial reporting.

2013 Priorities: hh Continue to balance service and budget expectations hh Ensure Coquitlam’s interests are represented in Metro Vancouver issues hh Deliver Council’s key priorities such as parks Recreation and Culture Master Plan, Northeast land management, updated housing affordability strategic and capital projects such as the Northeast Firehall

Key Performance Measures:

City Manager

2007

2008

2009

2010

2011

2012

Citizen’s Rating of Quality of Life

98%

95%

98%

96%

99%

96%

Citizen’s Overall Satisfaction of City Services

96%

92%

95%

95%

96%

94%

Value for Taxes is Good/Very Good

86%

85%

86%

81%

81%

83%

37,458

38,032

39,222

40,429

41,054

41,914

Property Tax Folios

49

City Manager’s Office Expenditures by Type Labour 82%

Manager's

Others 6% Shipping Courier Charges & Postage Office Budgeted Divisional 5%

City Manager’s Office Expenditures by Function

Audit Fees 2% Courses and Memberships Expenditures 1% Consultant and Contractor 2%

City Manager Administration 9%

2013 City of Coquitlam Budget General Operating Department: Manager

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (120) City Manager City Manager Administration Total Division: (120) City Manager

458,581 397,270 439,724 439,724 439,724 439,724 438,173 458,581 397,270 439,724 439,724 439,724 439,724 438,173

Division: (230) City Clerk City Clerk Administration Records Management Legislative Duties Central Mail and Switchboard Total Division: (230) City Clerk

606,498 654,963 659,458 661,818 664,312 666,924 667,733 198,249 176,363 286,971 294,471 294,471 294,471 293,996 246,269 0 150,000 300,000 0 0 300,000 280,375 324,696 327,758 327,758 327,758 327,758 327,570 1,331,392 1,156,022 1,424,187 1,584,047 1,286,541 1,289,153 1,589,299

2013 Five-Year Operating Plan Overview

City Clerk 30%

|

Financial Services 61%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Manager's Office Budgeted Expenditures by Type

2013 City of Coquitlam Budget General Operating Department: Manager

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

Expenditures

50

Division: (270) Financial Services Financial Services Administration 380,012 428,560 427,792 435,292 435,292 435,292 434,272 Accounting 764,338 784,633 788,475 788,475 788,475 788,475 785,811 Revenue Services 929,905 572,666 593,712 593,712 593,712 593,712 592,192 Budgeting 311,084 327,596 320,676 320,676 320,676 320,676 319,487 Purchasing 421,889 418,516 490,707 493,801 497,119 500,535 502,064 Stores 245,162 291,211 291,841 291,841 291,841 291,841 290,965 Total Division: (270) Financial Services 3,052,389 2,823,182 2,913,203 2,923,797 2,927,115 2,930,531 2,924,791 Total Expenditures

4,842,362 4,376,474 4,777,114 4,947,568 4,653,380 4,659,408 4,952,263

Revenues Division: (230) City Clerk City Clerk Administration Records Management Legislative Duties Total Division: (230) City Clerk

(7,916) (7,000) (7,000) (7,000) (7,000) (7,000) (7,000) (7,859) 0 0 0 0 0 0 (245,995) 0 (150,000) (300,000) 0 0 (300,000) (261,770) (7,000) (157,000) (307,000) (7,000) (7,000) (307,000)

Division: (270) Financial Services Financial Services Administration (25,391) (29,500) (55,000) (56,750) (58,500) (60,250) (62,000) Accounting (20,814) (21,000) (21,000) (21,000) (21,000) (21,000) (21,000) Revenue Services (112,431,062) (116,990,881) (122,082,015) (126,629,410) (131,307,035) (136,009,713) (140,701,882) Purchasing (75,212) 0 0 0 0 0 0 Total Division: (270) Financial Services (112,552,479) (117,041,381) (122,158,015) (126,707,160) (131,386,535) (136,090,963) (140,784,882) Total Revenues

(112,814,248) (117,048,381) (122,315,015) (127,014,160) (131,393,535) (136,097,963) (141,091,882)

Net Expenditure (Contribution): (107,971,886) (112,671,907) (117,537,901) (122,066,592) (126,740,155) (131,438,555) (136,139,619)

51

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

Deputy City Manager’s Office

52

he Deputy City Manager assists with the function of and reports to the City Manager’s Office and acts for the City Manager in his absence. The position leads a variety of corporate initiatives such as strategic planning and business planning. The Deputy City Manager provides support for departments in their delivery of a variety of projects and initiatives. This position is responsible for a number of city departments and sections including: Corporate Planning; Legal Services; Information and Communication Technology; Corporate Communications; Economic Development; Emergency Programs; Fire/Rescue Services; Human Resources; and administrative support to the Mayor’s office. The Deputy City Manager is also the City liaison to the RCMP.

T

The Manager Corporate Planning is responsible for coordinating the Strategic Planning and Business Planning processes, which determine the long- and short-term goals and objectives for the organization.

An important part of the process includes working with Council, staff and the public to establish the vision, mission and values for the community and City organization. This position also develops the Strategic Plan that serves as a guide for all other long-range planning for the City such as the Financial Plan and the Citywide Official Community Plan. Included in the Manager Corporate Planning duties is the development of performance measures for each corporate priority and monitoring progress to achieve Council’s goals and vision for Coquitlam. The position also reviews the provision of customer service from an internal and external perspective.

The Legal, Bylaw Enforcement, Business Licensing and Animal Services Division oversee all legal matters for the City, as well as bylaw enforcement and business licensing. In addition, they operate Coquitlam’s Animal Shelter and animal care services, including volunteer coordination at the facility. The City Solicitor is responsible for legal counsel at the City.

The Information and Communications Technology staff support all of the City’s integrated software applications and coordinate telecommunications requirements such as telephones, cell phones and mobile devices. They also provide the technical support to the City’s Internet and Intranet applications. Support is also provided to QNet, a municipal corporation owned by the City of Coquitlam, which enables community access to fibre optics and competitive telecommunications services.

The Corporate Communications Division provides communications support to improve the effectiveness of internal and external communications, including advertising, marketing, media relations, strategic multimedia advice and management of the Print Shop, as well as content development, design and management of the City website.

The Manager Economic Development is responsible for delivering the City of Coquitlam’s Economic Action Plan which focuses on increasing the economic vitality of the City of Coquitlam. The Manager of Economic Development advances these goals collaboratively by marketing the City and working closely with various partners to attract investors and increase employment.

The Manager of Economic Development also represents the City of Coquitlam as a Director on the Metro Vancouver Commerce Initiative.

53

Key Performance Measures:

Deputy City Manager

2008

2009

2010

2011

2012

Customer Contact Satisfaction

75%

73%

85%

76%

76%

Employee Turnover

17.0%

12.0%

12.0%

9.9%

9.5%

Employee Vacancy

8.0%

6.3%

7.3%

6.4%

4.1%

Bylaw Enforcement Notices

5,219

5,477

5,586

7,918

9,554

Online Transactions

23%

24%

25%

29%

52%

1.

Data not collected until 2008.

2013 Five-Year Operating Plan Overview

2013 Priorities: hh Intermunicipal Business License Implementation hh Tourism Materials (Travel Guide) hh Business retention and expansion program hh New desktop computer rollout hh Complete collective bargaining hh Introduce commercial vehicle enforcement hh Streamline business licence bylaw hh Simplify cat adoption process hh Complete rollout of self-service time cards

|

Human Resources is responsible for developing and managing corporate programs that impact employees such as: Recruitment and Selection; Labour Relations; Collective Bargaining; Training; Staff Development; Health and Safety; Payroll; Benefits; and Job Evaluation.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

The Emergency Program Manager is responsible for coordinating the emergency planning of all internal and external resources to address any man-made or natural disaster that may occur in the City. Emergency Preparedness includes the preparation and planning to safeguard the health, safety and welfare of its citizens and to provide effective response and recovery as much as possible. This position is also responsible for the effective use of the emergency operations centres, the organization and preparedness of staff and volunteers, and for the promotion of public and corporate emergency preparedness. This position reports through the Fire Chief to the Deputy City Manager.

Deputy City Manager Budgeted Expenditures by Type Deputy City Manager’s Office Expenditures by Type

Other 7%

Equipment and Related Charges 4%

RCMP Contract Costs 36% General, Clothing & Safety Supplies 1%

Deputy City Manager’s Office

Deputy Manager's Office Budgeted Expenditures by Function Expenditures

by Function

Deputy City Manager Administration 1%

Police Protection 48%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

Labour 52%

54

Fire Protection 33% Corporate Communications 2% Human Resources 4% Information and Communication Technology - ICT 7%

Coquitlam Emergency Program 1% Economic Development & Public Affairs 0% Legal Services 5%

55

General Operating 2011 2012 2013 2014 2015 2016 2017 Department: Deputy City Manager Actual Budget Budget Budget Budget Budget Budget Expenditures Division: (220) Legal Services Legal Services Bylaw Enforcement Licensing Total Division: (220) Legal Services

943,321 662,564 677,822 684,547 688,132 692,003 694,092 1,691,611 1,542,909 1,771,707 1,648,781 1,658,855 1,666,389 1,667,135 428,006 475,498 513,180 513,180 513,180 513,180 511,761 3,062,938 2,680,971 2,962,709 2,846,508 2,860,167 2,871,572 2,872,988

Division: (240) Information and Communications Technology Information and Communications Technology Administration 288,824 313,324 314,859 314,859 314,859 314,859 313,964 Technical Services 1,925,333 1,827,354 1,836,261 1,890,151 1,901,100 1,924,101 1,926,000 Application Services 1,819,005 1,966,653 2,053,552 2,106,574 2,143,972 2,184,370 2,216,348 Total Division: (240) Information and Communications Technology 4,033,162 4,107,331 4,204,672 4,311,584 4,359,931 4,423,330 4,456,312

Division: (280) Corporate Communications Corporate Communication 937,232 Total Division: (280) Corporate Communications 937,232

1,017,845

1,061,607

1,074,160

1,087,108

1,094,048

1,091,754

1,017,845

1,061,607

1,074,160

1,087,108

1,094,048

1,091,754

Division: (610) Fire Protection Coquitlam Emergency Program 251,431 311,855 303,894 303,894 303,894 303,894 303,419 Fire Administration 1,761,601 1,656,987 1,631,771 1,657,819 1,668,258 1,670,626 1,667,544 Fire Communications 1,125,296 1,106,323 1,140,243 1,119,109 1,137,333 1,148,568 1,147,479 Fire Prevention 731,833 884,168 844,559 846,920 846,920 846,920 844,090 Fire Suppression 14,848,613 16,100,659 16,664,856 16,988,559 17,293,830 17,460,806 17,441,705 Fire Training Division 510,471 426,229 433,200 433,200 433,200 433,200 432,180 Fire Facility Maintenance 292,697 264,286 268,288 270,985 274,020 277,135 280,586 Total Division: (610) Fire Protection 19,521,942 20,750,507 21,286,811 21,620,486 21,957,455 22,141,149 22,117,003

2013 Five-Year Operating Plan Overview

Division: (250) Human Resources Human Resources Administration 1,308,899 1,172,144 1,206,900 1,189,353 1,189,353 1,189,353 1,185,964 Employee Development, Safety & Health 525,076 614,683 704,303 616,487 616,487 616,487 615,050 Benefits & Compensation 505,568 535,789 527,830 533,884 539,775 540,563 538,748 Total Division: (250) Human Resources 2,339,544 2,322,616 2,439,033 2,339,724 2,345,615 2,346,403 2,339,762

|

Division: (620) Deputy City Manager Administration Deputy City Manager Administration 688,271 760,239 796,005 797,816 799,816 797,816 795,152 Total Division: (620) Deputy City Manager Administration 688,271 760,239 796,005 797,816 799,816 797,816 795,152

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

2013 City of Coquitlam Budget Continued General Operating 2011 2012 2013 2014 2015 2016 2017 Department: Deputy City Manager Actual Budget Budget Budget Budget Budget Budget

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Operating Plan Overview

Division: (630) Police Protection Police Administration Operations Community Policing Police Contract Police Facility Management E-Comm Total Division: (630) Police Protection

56

6,871,357 6,597,692 6,235,806 6,272,649 6,293,307 6,305,528 6,294,598 828,767 936,875 930,373 934,894 939,640 944,493 947,085 19,924,797 22,073,227 22,845,874 23,781,617 24,869,167 26,067,193 27,276,283 484,068 501,768 497,594 502,235 506,937 511,739 516,644 123,196 180,000 151,819 151,819 151,819 151,819 151,819 28,232,185

30,289,562

Division: (650) Economic Development and Public Affairs Economic Development 183,735 209,962 Total Division: (650) Economic Development and Public Affairs 183,735 209,962 Total Expenditures 58,999,009 62,139,033

30,661,466

31,643,214

32,760,870

33,980,772

35,186,429

276,919

282,386

284,724

287,091

288,697

276,919 63,689,222

282,386 64,915,878

284,724 66,455,686

287,091 67,942,181

288,697 69,148,097

Revenues Division: (220) Legal Services Legal Services Bylaw Enforcement Licensing Total Division: (220) Legal Services

(54,550) (8,000) (8,000) (8,000) (8,000) (8,000) (8,000) (765,105) (784,570) (969,288) (860,570) (860,570) (860,570) (860,570) (1,496,491) (1,480,500) (1,513,742) (1,480,500) (1,480,500) (1,480,500) (1,480,500) (2,316,146) (2,273,070) (2,491,030) (2,349,070) (2,349,070) (2,349,070) (2,349,070)

Division: (240) Information and Communications Technology Information and Communications Technology Administration (28,042) 0 0 0 0 0 0 Application Services (15,000) 0 0 0 0 0 0 Total Division: (240) Information and Communications Technology (43,042) 0 0 0 0 0 0 Division: (250) Human Resources Human Resources Administration (210,483) (110,000) (110,000) (110,000) (110,000) (110,000) (110,000) Employee Development, Safety & Health (56,633) (70,000) (162,091) (70,000) (70,000) (70,000) (70,000) Benefits & Compensation (2,485) (1,125) (1,125) (1,125) (1,125) (1,125) (1,125) Total Division: (250) Human Resources (269,600) (181,125) (273,216) (181,125) (181,125) (181,125) (181,125) Division: (280) Corporate Communications Corporate Communication (17,626) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000) Total Division: (280) Corporate Communications (17,626) (5,000) (5,000) (5,000) (5,000) (5,000) (5,000)

57

General Operating 2011 2012 2013 2014 2015 2016 2017 Department: Deputy City Manager Actual Budget Budget Budget Budget Budget Budget Division: (610) Fire Protection Coquitlam Emergency Program (1,421) (20,750) (20,750) (20,750) (20,750) (20,750) (20,750) Fire Communications (265,642) (60,000) (18,000) (18,000) (18,000) (18,000) (18,000) Fire Prevention (171,142) (200,415) (120,415) (120,415) (120,415) (120,415) (120,415) Fire Suppression (110,771) (6,000) (6,000) (6,000) (6,000) (6,000) (6,000) Fire Training Division (2,700) 0 0 0 0 0 0 Total Division: (610) Fire Protection (551,676) (287,165) (165,165) (165,165) (165,165) (165,165) (165,165) Division: (630) Police Protection Police Administration Operations (2,374,177) (2,151,016) (1,679,500) (1,679,500) (1,679,500) (1,679,500) (1,679,500) Community Policing (89,736) (85,360) (85,360) (85,360) (85,360) (85,360) (85,360) Police Contract (3,112,038) (3,488,061) (3,549,289) (3,494,000) (3,518,253) (3,546,711) (3,572,595) Police Facility Management (54,717) (55,000) (55,000) (55,000) (55,000) (55,000) (55,000) Total Division: (630) Police Protection (5,630,668) (5,779,437) (5,369,149) (5,313,860) (5,338,113) (5,366,571) (5,392,455) Total Revenues

(8,828,759) (8,525,797) (8,303,560) (8,014,220) (8,038,473) (8,066,931) (8,092,815)

Net Expenditure (Contribution): 50,170,250 53,613,236 55,385,662 56,901,658 58,417,213 59,875,250 61,055,282

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

| 2013 Five-Year Operating Plan Overview

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Fire/Rescue

58

oquitlam Fire/Rescue (CFR) employs over 181 full-time fire suppression, prevention, training, administration and dispatch personnel along with 26 auxiliary fire suppression staff. Emergency response to structure fires is only one of the Fire/Rescue Department’s core roles and responsibilities. Medical emergencies accounts for up to 50% of the emergency responses each year, and all fire fighters and officers are trained through the First Responders program to provide valuable life-saving medical treatments. The service has changed from the early days in that CFR now attends almost any request from the public for assistance, from animal rescues to water leaks.

C

Additionally, CFR provides emergency response to specialized and technical rescues such as those involving heights, industry, confined space, trench and water. Chemical, Biological, Radiation, Nuclear, and Explosives (CBRNE) incidents at railways, trucking or other modes of transport are mitigated by highly trained, equipped and certified personnel operating out of the Austin Fire Station. CFR is one of only a few departments in the province that is trained and equipped to assist with Wildland Interface fires and has been deployed numerous times in aid of other areas and communities.

Within the approved Capital budget of the City is funding for a new Fire Station at the corner of David and Princeton Avenues. The Station design and lot servicing was completed in 2012 and the construction will occur in 2013/14. This station will be built to post-disaster standards and will be of sufficient size to accommodate additional apparatus and staff well into the future in order to meet the anticipated demands from the increased population base.

Also following approval from City Council, CFR is converting the service in the Northeast area of the city to career staffing. The area has been served proudly for many years by dedicated Auxiliary Fire Officers and Fire Fighters. The Burke Mountain Station will be converted to allow 24/7 occupancy for the redeployed Engine and personnel. This will reduce response times to the rapidly growing and expanding neighbourhoods in the Burke Mountain area.

With the increase in staffing due to the 2012 phase of the 3-year program, service will be expanded to provide full-time capabilities on both the Ladder and the Rescue vehicles. This is extremely important to a community of this size with approximately 35 high-rise buildings and numerous others approved or on the drawing board. As well, the community is blessed with numerous improved transportation routes but this increases demand for vehicle rescues and service. The redistribution of personnel to the Rescue vehicle will provide a full and better suite of services on an aroundthe-clock basis.

CFR is very active in promoting Fire Prevention and Education Programs which aid in reducing the number of and severity of fires. Approximately 6,000 citizens benefited from various prevention programs available such as school education, fire extinguisher training, fire reduction instruction, juvenile fire setter interventions and public relation events. Over 5,000 inspections of multi-family residences, industrial, institutional and commercial buildings take place each year. Fire Prevention personnel conduct fire investigations to determine the cause of fires and check building plans for compliance to the Fire Code related to life safety issues.

59

Key Performance Measures:

Fire / Rescue

2008

2009

2010

2011

2012

Dispatch Call Volume

N/A

N/A

N/A

6,808

7,374

Fire Incident Responses

5,805

5,810

5,838

5,728

6,245

Fire Response Times

5.9

6.1

6.2

6.2

6.3

Training Hours

N/A

N/A

N/A

35,364

39,852

Citizen Satisfaction

95%

96%

95%

93%

96%

Note: by NewType measures were implemented in 2011.

Fire Services Budgeted Expenditures

Fire Services Expenditures by Type Labour 85%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 Priorities: hh NE Fire Company (recruiting & training) hh Advanced Technical Training (Rope, Confined Space, Swift Water) hh Vehicle, Equipment & Technology Upgrades hh Succession planning

|

Fire Services Expenditures by Function

Suppression 79%

Prevention 4% Communications 5% Administration 8%

Training Division 2% Fire Facility Maintenance 1% Coquitlam Emergency Program 1%

2013 Five-Year Operating Plan Overview

Equipment and Related Charges Other 10% 2% General, Clothing & Safety Supplies Utilities 2% 1% Fire Services Budgeted Divisional Expenditures

From 24/7 patrol and criminal investigations to community-based education and prevention programs, the Coquitlam RCMP team of sworn police officers, municipal employees and volunteers is committed to delivering top quality, client-focused policing and public safety services to the citizens of Coquitlam.

City of Coquitlam Five-Year Financial Plan 2013 - 2017 60

with the causes of crime and disorder rather than just responding after the fact. The support of stakeholders in local government and community organizations is vital to the success of these approaches.

F

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2013 Five-Year Operating Plan Overview

RCMP Coquitlam Detachment

The City of Coquitlam shares the Coquitlam RCMP’s costs and services with the City of Port Coquitlam; a partnership that provides both communities with effective, efficient and affordable policing.

Focusing on three long-term strategic outcomes— building a strong organization, practicing strategic service delivery, and creating safe, secure communities—the Coquitlam RCMP team’s projects, programs and initiatives fall into the following three categories: 1.

Reactive- and response-oriented policing includes responses to calls by 9-1-1 call-takers and uniformed General Duty and Traffic Services officers, as well as the work of support sections such as Major Crimes and Victim Services. Most of the Coquitlam RCMP team either does this work directly or supports those who do.

2.

Strategic and proactive policing goes beyond policing’s “enforcement” mandate to allow the Coquitlam RCMP team to get involved in dealing

3.

Regional and integrated policing allows Coquitlam RCMP to share information and resources with other law enforcement agencies to address “borderless” public safety such as organized crime and gang violence, as well as access to specialized services that require specific and costly training and equipment such as police service dogs and forensic identification services.

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

2013 Priorities: hh Mental health strategy (dealing with mental health calls) hh Prolific/priority offender management hh Business Liaison/Watch Program hh Road safety education, outreach and enforcement hh Graffiti Management Program hh Volunteer management program hh Youth strategy hh Community surveys/feedback/quality assurance hh Social media strategy

61

Police Services

2008

2009

2010

2011

2012

Break & Enter - Business & Residents

N/A

N/A

1,145

1,027

1,171

Theft from Vehicle

N/A

N/A

551

408

790

Officer per Population Ratio

856

834

856

813

N/A1

Case Load per Officer

65

55

54

59

N/A1

Calls for service

N/A

N/A

39,417

36,305

36,604

Citizen Satisfaction

90%

90%

93%

92%

92%

1: Data is compiled and distributed annually by the BC Ministry of Justice, Police Services Division.

Police Services Police Services Budgeted Expenditures by Type Expenditures by Type RCMP Contract 75%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Key Performance Measures:

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Police Services Expenditures by Function

Utilities 0%

Expenditures

RCMP Police Contract 75%

Community Policing 3% Administration, Dispatch, Records Management & Clerical Support 20%

Radio/Remote Dispatch Levies 0% Facility Management 2%

Labour 23%

2013 Five-Year Operating Plan Overview

Police Services

Other 2% Janitor Expenses 0% Budgeted Divisional Radio Dispatch 0%

Parks, Recreation and Culture Services

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Parks, recreation and cultural properties, programs and services are among the most treasured of the City’s assets and include:

62

Parks, Recreation and Culture Services’ goal is to create exceptional experiences for everyone in Coquitlam by supporting healthy lifestyles and social connection, encouraging the development of new skills and contributing to economic vibrancy, fostering an appreciation of nature, and protecting parks and cultural assets for future generations.

P

City facilities are designed and maintained to create a positive experience whether for organized groups or casual activity. Enjoying a ball game on a summer evening, discovering a scenic walking trail, or attending a cultural event at a favourite park are the kinds of exceptional experiences that create a sense of personal connection to Coquitlam.

Like the outdoor facilities, the City’s recreation centres encourage active participation for all ages and ability levels in friendly, welcoming environments. Whether interests are in heath and fitness, sports, performing arts, swimming, skating, arts and crafts, day camps and more, there is always something new to learn or a new friend to meet through Coquitlam recreation.

The Department is also a key resource for community clubs and organizations including cultural groups who utilize civic facilities and services to deliver a wide range of programs and events such as the Library, Place des Arts, Evergreen Cultural Centre, Mackin House and Place Maillardville.

hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh hh

Cemetery Services City Centre Aquatic Complex Community Centres and Halls Community Grant Programs Emergency Social Services Facility Property Management Facility Use Licenses Film Permits Gardens Major Destination Parks - Mundy and Town Centre 50 Plus Adult Pavilions - Dogwood and Glen Pine Park Design and Maintenance Percy Perry Stadium Playgrounds Poirier Sport & Leisure Complex Protection of Natural Park Areas Recreation Programming Special Events Sport Fields and Courts Spray Parks and Outdoor Pools Trails and Walking Oval Urban Forestry Volunteer Management

2013 Priorities: hh Complete a Parks, Recreation & Culture Master Plan hh Update Sportsfield Strategy hh Develop a Facility Infrastructure Sustainability Plan hh Prepare Northeast Park Plans hh Develop Queenston Park hh Develop Parks Waste Management Strategy hh Explore a YMCA Partnership for a community centre hh Review Governance Model for Place Maillardville hh Prepare Southwest Park Plans hh Develop Riverview Forest Park Bike Trail and Mundy Park/Mariner Bike Skills Trail

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Parks, Recreation & Culture

2008

2009

2010

2011

2012

Total Recreation Admissions

719,162

786,603

776,475

802,617

802,950

Registered Programs (hrs)

384,477

398,934

415,070

438,365

426,341

% Sportsfield Use

85%

89%

97%

91%

86%

Online Registrations

23%

25%

23%

26%

26%

Citizen Satisfaction with: Parks, trails, green space Recreational and cultural opportunities Sports fields

96% 90% 91%

93% 90% 89%

95% 91% 89%

94% 91% 90%

96% 92% 92%

Parks, Recreation and Culture Services Budgeted Expenditures by Type Parks, Recreation & Culture Services Expenditures by Type

Labour 70%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Key Performance Measures:

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Utilities Contractor 6% 6% General & Program Supplies 7%

Parks,Parks, Recreation & Culture Services Recreation & Culture Services Budgeted Divisional Expenditures Expenditures by Function Program Dev, Culture and Business Support 40%

Parks and Facilities 45%

Parks Recreation & Culture Administration 1%

Recreation 14%

2013 Five-Year Operating Plan Overview

Other 5% Equipment Costs 6%

2013 City of Coquitlam Budget General Operating Department: Parks, Recreation & Culture Services

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Expenditures

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Division: (310) Parks, Recreation and Culture Services Admin Parks, Recreation and Culture Administration 368,075 377,042 378,191 378,191 378,191 378,191 377,112 Total Division: (310) Parks, Recreation and Culture Services Admin 368,075 377,042 378,191 378,191 378,191 378,191 377,112

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Division: (320) Planning and Infrastructure Planning and Infrastructure Admin.

138,626 163,449 167,133 158,075 164,220 164,220 163,606 Facilities Operations, Maintenance & Security 717,690 843,371 750,323 750,323 750,323 750,323 749,787 Facilities Management & Construction 244,899 333,250 315,598 311,335 311,335 311,335 310,146 Facility Maintenance 1,477,935 1,682,559 1,842,144 1,853,101 1,872,694 1,889,668 1,897,406 Facilities Maint. West 0 198,276 3,784 3,784 3,829 3,875 790 Planning & Design 641,827 716,482 731,464 736,068 740,829 740,829 738,317 Total Division: (320) Planning and Infrastructure 3,220,976 3,937,387 3,810,446 3,812,686 3,843,230 3,860,250 3,860,052 Division: (330) Parks and Facilities Building Services 1,579,524 1,610,090 1,613,785 1,613,123 1,613,255 1,613,395 1,609,829 Parks and Facilities Administration 192,200 202,048 197,194 197,194 197,194 197,194 196,580 Parks Boulevard Maintenance 0 637 0 0 0 0 0 Cemetery Services 629,358 491,970 510,836 511,711 484,880 476,352 387,553 Urban Parks Operations 595,972 588,235 629,196 623,404 623,512 627,622 626,132 Westwood Plateau Specified Area Maintenance 82,920 95,002 96,252 96,252 96,252 96,252 96,252 Pacific Reach Specified Area Maintenance 105,871 154,578 155,871 155,871 155,871 155,871 155,871 Parks Services Community Programs and Events 16,606 (700) (700) (700) (700) (700) (700) Landscape Management 1,950,419 2,013,718 2,260,001 2,261,645 2,263,100 2,264,625 2,261,442 Sport Services 1,399,060 1,512,122 1,459,409 1,462,553 1,465,382 1,468,342 1,468,270 Infrastructure Maintenance 981,833 1,204,548 1,279,746 1,280,580 1,281,349 1,282,149 1,280,613 Urban Forestry Operations 1,163,865 1,262,993 1,394,713 1,397,834 1,401,047 1,404,410 1,404,955 Sportsfield Coordination 297,605 300,618 305,179 308,136 311,225 311,335 310,735 Total Division: (330) Parks and Facilities 8,995,235 9,435,859 9,901,482 9,907,603 9,892,367 9,896,847 9,797,532

65

Department: Parks, Recreation & Culture Services

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Total Expenditures

26,613,633 27,981,843 28,732,656 28,813,837 28,893,428 28,969,924 28,888,488

2013 Five-Year Operating Plan Overview

Division: (390) Business and Community Services Admin Services 1,323,209 1,390,065 1,409,358 1,409,358 1,409,358 1,409,358 1,407,179 Agreements & Bookings 174,578 178,320 170,756 172,804 174,941 177,064 178,937 Marketing 159,340 158,929 204,111 204,111 204,111 204,111 203,841 Performance Analysis 74,726 77,963 79,964 79,964 79,964 79,964 79,658 Business Services Admin 254,714 258,134 283,387 283,387 283,387 283,387 282,851 Cultural&Community Services 199,259 239,050 214,519 221,848 229,335 231,679 233,240 Community Events 306,390 347,395 335,441 337,556 339,894 342,234 341,698 Community Services 294,185 326,130 334,079 336,762 339,613 342,565 342,029 Total Division: (390) Business and Community Services 2,786,401 2,975,986 3,031,615 3,045,790 3,060,603 3,070,362 3,069,433

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Division: (350) Recreation Recreation Admin 163,829 177,207 177,978 177,978 177,978 177,978 177,364 Poirier Sports Centre-Arenas 1,763,587 1,710,936 1,765,067 1,784,779 1,800,046 1,813,024 1,820,996 Poirier Community Centre 565,878 600,160 474,843 474,843 474,843 474,843 474,342 Dogwood Pavilion 509,573 535,585 546,802 546,802 546,802 546,802 545,711 Planet Ice 712,889 733,445 755,448 755,448 755,448 755,448 755,448 Spani Pool 110 0 0 0 0 0 0 Rochester Pool 1,579 0 0 0 0 0 0 Centennial Activity Center 154,286 166,941 166,652 166,652 166,652 166,652 166,652 Poirier Sports&Leisure Complex Chimo Aquatic 2,333,767 2,208,927 2,318,471 2,333,595 2,345,562 2,356,737 2,359,513 Outdoor Pools 513,582 476,941 531,983 535,883 539,550 543,351 547,290 Community Recreation Admin 99,113 117,259 122,547 124,135 124,135 124,135 123,659 City Centre Aquatics Complex 2,922,664 3,002,585 3,091,602 3,107,630 3,123,844 3,140,668 3,150,992 Pinetree Community Centre 921,577 916,801 908,098 910,391 912,746 913,205 912,115 Victoria Hall 8,488 0 0 0 0 0 0 Summit Community Centre 63,379 64,460 64,699 64,699 64,699 64,699 64,699 Glen Pine Pavilion 508,645 544,322 546,592 546,592 546,592 546,592 545,745 Neighbourhood and Outdoor Recreation 0 0 140,140 140,140 140,140 140,140 139,833 Total Division: (350) Recreation 11,242,946 11,255,569 11,610,922 11,669,567 11,719,037 11,764,274 11,784,359

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

2013 City of Coquitlam Budget Department: Parks, Recreation & Culture Services

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Revenues

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Division: (310) Parks, Recreation and Culture Services Admin Parks, Recreation and Culture Administration (16,816) 0 0 0 0 0 0 Total Division: (310) Parks, Recreation and Culture Services Admin (16,816) 0 0 0 0 0 0

66

Division: (320) Planning and Infrastructure Planning and Infrastructure Admin. 0 0 (15,000) 0 0 0 0 Facilities Operations, Maintenance & Security (486,065) (592,560) (593,560) (593,560) (593,560) (593,560) (593,560) Facility Maintenance (1,615) 0 0 0 0 0 0 Facilities Maint. West (1,938) 0 0 0 0 0 0 Planning & Design 0 0 (90,000) (90,000) (90,000) (90,000) (90,000) Total Division: (320) Planning and Infrastructure (489,618) (592,560) (698,560) (683,560) (683,560) (683,560) (683,560) Division: (330) Parks and Facilities Parks and Facilities Administration (9,000) (9,000) (9,000) (9,000) (9,000) (9,000) (9,000) Cemetery Services (629,358) (491,971) (510,836) (511,711) (484,880) (476,352) (387,553) Urban Parks Operations (15,114) (51,890) (51,890) (51,890) (51,890) (51,890) (51,890) Westwood Plateau Specified Area Maintenance (82,920) (95,002) (96,252) (96,252) (96,252) (96,252) (96,252) Pacific Reach Specified Area Maintenance (105,871) (154,578) (155,871) (155,871) (155,871) (155,871) (155,871) Landscape Management (18,517) (18,000) (18,000) (18,000) (18,000) (18,000) (18,000) Sport Services (41,868) (38,840) (38,840) (38,840) (38,840) (38,840) (38,840) Infrastructure Maintenance (6,895) 0 0 0 0 0 0 Urban Forestry Operations (11,253) (15,350) (4,000) (4,000) (4,000) (4,000) (4,000) Sportsfield Coordination (125,784) (119,500) (145,500) (146,833) (146,833) (146,833) (146,833) Total Division: (330) Parks and Facilities (1,046,579) (994,131) (1,030,189) (1,032,397) (1,005,566) (997,038) (908,239)

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Department: Parks, Recreation & Culture Services

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Division: (350) Recreation Recreation Admin (5,000) (15,000) (21,000) (21,000) (21,000) (21,000) (21,000) Poirier Sports Centre-Arenas (894,682) (864,420) (931,100) (934,966) (934,966) (934,966) (934,966) Poirier Community Centre (256,083) (267,590) (275,170) (275,237) (275,237) (275,237) (275,237) Dogwood Pavilion (341,777) (330,070) (341,910) (342,043) (342,043) (342,043) (342,043) Planet Ice (250,714) (289,631) (289,631) (289,631) (289,631) (289,631) (289,631) Scout Hall (7,682) (6,140) (12,000) (12,000) (12,000) (12,000) (12,000) Centennial Activity Center (92,397) (109,456) (125,000) (125,000) (125,000) (125,000) (125,000) Poirier Sports&Leisure Complex Chimo Aquatic (1,771,801) (1,635,512) (1,704,110) (1,714,277) (1,714,277) (1,714,277) (1,714,277) Outdoor Pools (182,432) (141,699) (147,260) (147,693) (147,693) (147,693) (147,693) City Centre Aquatics Complex (1,868,698) (2,009,748) (2,020,550) (2,021,150) (2,021,150) (2,021,150) (2,021,150) Pinetree Community Centre (667,435) (636,944) (639,803) (639,803) (639,803) (639,803) (639,803) Victoria Hall (16,721) (10,300) (20,200) (20,267) (20,267) (20,267) (20,267) Summit Community Centre (53,960) (49,116) (50,110) (50,110) (50,110) (50,110) (50,110) Glen Pine Pavilion (320,020) (320,274) (330,406) (330,406) (330,406) (330,406) (330,406) Neighbourhood and Outdoor Recreation (5,935) (5,000) (50,000) (50,000) (50,000) (50,000) (50,000) Total Division: (350) Recreation (6,735,336) (6,690,900) (6,958,250) (6,973,583) (6,973,583) (6,973,583) (6,973,583)

Net Expenditure (Contribution):

(8,497,360) (8,579,678) (9,007,089) (9,009,630) (8,982,799) (8,974,271) (8,885,472) 18,116,273 19,402,165 19,725,567 19,804,207 19,910,629 19,995,653 20,003,016

2013 Five-Year Operating Plan Overview

Total Revenues

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Division: (390) Business and Community Services Business Services Admin (63,445) (57,845) (59,145) (59,145) (59,145) (59,145) (59,145) Cultural&Community Services (47,156) (164,242) (164,945) (164,945) (164,945) (164,945) (164,945) Community Events (94,010) (76,000) (92,000) (92,000) (92,000) (92,000) (92,000) Community Services (4,400) (4,000) (4,000) (4,000) (4,000) (4,000) (4,000) Total Division: (390) Business and Community Services (209,011) (302,087) (320,090) (320,090) (320,090) (320,090) (320,090)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Engineering and Public Works

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he Engineering and Public Works Department plans, constructs, maintains and operates the core service systems that supply quality water for drinking and fire fighting, dispose of sanitary sewage and drainage, as well as multi-modal transportation facilities, including roads, bridges, walkways, street lighting and traffic signal systems, and the corporate fleet.

T

To meet the needs of the citizens of Coquitlam, the Engineering and Public Works Department is comprised of the following divisions: hh hh hh hh hh

Design and Construction Environment Services Infrastructure Planning Public Works Transportation Planning

Engineering and Public Works conducts studies and plans and coordinates the capital works program as it relates to the provision transportation, drainage, water and sewer systems. The department also maintains record drawings and high quality maps of the City. The Coquitlam Engineering and Public Works department is the first agency in Canada to be accredited by the American Public Works Association (since 1998).

Engineering and Public Works is also responsible for the City’s environmental services, including: energy management and climate action; development and implementation of environmental programs, policies and objectives; City-wide waste reduction and recycling; water conservation; and environmental protection.

2013 Priorities: hh Review Parking & Long-term Supply hh Amend Erosion & Sediment Control Bylaw and Review Enforcement hh Functional Transportation Plans for Northeast Coquitlam hh Complete Northeast Drainage, Upper Diversion hh Design Northeast Water System Infrastructure hh Continue City Facilities Energy Retrofit/Upgrade Program hh Pursue City-wide District Energy hh Implement LED Retrofit Pilot Project hh Review Service Offering / Service Level Considerations for Solid Waste & Recycling hh Liaise on Provincial & Regional Disposal Issues hh Brunette Interchange/Brunette Corridor Planning hh Continue Coquitlam Fraser Greenway (Interim) hh Upgrade King Albert, Gatensbury to Blue Mountain Roads hh Develop Functional Plan–Lougheed-Riverview Bike (MUP) Route

69

Engineering & Public Works

2008

2009

2010

2011

2012

Customer Service Requests

5,537

5,147

5,807

5,020

4,545

# Watermain breaks

33

37

21

23

31

# Sanitary spills

1

5

6

2

1

# Watermains cleaned (km’s)

193

125

78

175

81

Sanitary sewers cleaned (km’s)

N/A

38

99

69

77

95% 81% 75%

97% 76% 72%

97% 88% 74%

98% 84% 71%

98% 88% 76%

$631,000

$266,000

$524,000

$519,000

805,000

Citizen Satisfaction with:

Public Works Recycling & Garbage Road Maintenance

Inspection Fee Revenues

Engineering & Public Works Budgeted Expenditures by Fund

Engineering and Public Works Expenditures by Fund

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Key Performance Measures:

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Sewer & Drainage Utility 35%

Engineering & Public Works (General Fund) 19%

Water Utility 33%

Engineering &Works Public Works - General Fund Budgeted Expenditures by Type Engineering and Public Budgeted Expenditures by Type Equipment & Related Charges 12% Labour 30%

Other 14%

Disposal Costs 7%

Fuel 3%

Contractor 28%

Utilities 3% General Supplies 3%

2013 Five-Year Operating Plan Overview

Solid Waste 13%

Engineering & Public Works - General Fund Budgeted Divisional Expenditures Engineering and Public Works Budgeted Expenditures by Function Operations Management & Customer Service 2% Design & Construction 8%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Environmental Services 8% Utility Programs 8% Transportation Services 5%

70

Infrastructure Maintenance 69%

Engineering & Public Works Solidand Waste

by Type Engineering PublicBudgeted Works – SolidExpenditures Waste Budgeted Expenditures by Type Disposal Costs 22%

Other 14%

Labour 3%

Contractor 61%

Engineering &Public Public Works - & Drainage Utility Engineering and Works – Sewer Budgeted Expenditures

by Type Sewer and Drainage Utility Budgeted Expenditures by Type Sewer And Drainage District Levy 43%

Other 26%

Utilities 0% General Supplies 2%

Contributions to Capital Program 11%

Labour Contractor 11% 5% Equipment & Related Charges 3%

Contributions to Capital Program 11%

Engineering & Public Works - Water Utility Budgeted Expenditures by Type

71

Contributions to Capital Program 18%

Water District Purchase Costs 48%

Other 14%

Utilities 1% General Supplies 2%

Labour 11%

Contractor 3% Equipment & Related Charges 3%

2013 City of Coquitlam Budget General Operating Dept.: Engineering & Public Works

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Division: (420) Design and Construction Customer Service 233,205 222,726 223,424 223,424 223,424 223,424 222,664 Administrative Support 193,101 207,834 208,631 208,631 208,631 208,631 207,911 Infrastructure Inspections 686,755 537,406 563,953 563,953 563,953 563,953 561,931 Project Management 476,770 73,011 82,095 85,909 89,952 90,030 87,581 Total Division: (420) Design and Construction 1,589,831 1,040,977 1,078,103 1,081,917 1,085,960 1,086,038 1,080,087 Division: (450) Public Works Service Centre Administration 401,363 501,657 441,282 441,282 441,282 441,282 439,934 Communication 35,826 44,768 45,940 46,198 46,198 46,198 46,122 Site Management, Signs and Carpentry 283,756 47,223 57,120 54,470 55,227 56,021 56,557 Fleet 26,748 0 0 0 0 0 0 Work Control 180,810 251,377 254,529 257,379 260,356 263,445 265,802 Roads 4,696,678 4,982,113 5,116,593 5,138,208 5,154,473 5,168,696 5,175,929 Methane Recovery System 96,404 95,500 96,500 96,500 96,500 96,500 96,500 Traffic Operations 2,978,890 3,074,951 3,190,778 3,228,604 3,263,553 3,293,147 3,320,881 Total Division: (450) Public Works 8,700,474 8,997,589 9,202,742 9,262,641 9,317,589 9,365,289 9,401,725

2013 Five-Year Operating Plan Overview

Division: (410) Engineering Management Operations General Management Administration 233,495 246,721 306,802 308,940 311,434 314,046 315,625 Total Division: (410) Engineering Management 233,495 246,721 306,802 308,940 311,434 314,046 315,625

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Expenditures

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Engineering and Public Works – Water Utility Budgeted Expenditures by Type

2013 City of Coquitlam Budget General Operating Dept.: Engineering & Public Works

2011 Actual

2012 Budget

2013 Budget

2014 Budget

2015 Budget

2016 Budget

2017 Budget

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Division: (460) Transportation Services Transportation Services Management -443 0 0 0 0 0 0 Transportation Planning 565,600 724,361 733,027 739,420 744,646 747,936 745,248 Total Division: (460) Transportation Services 565,157 724,361 733,027 739,420 744,646 747,936 745,248

72

Division: (490) Infrastructure Planning Survey 381,913 385,113 263,151 282,060 285,067 287,452 285,960 Mapping 524,660 540,525 634,881 642,841 648,733 655,051 659,210 Utility Programming 145,089 147,815 148,367 148,367 148,367 148,367 147,830 Total Division: (490) Infrastructure Planning 1,051,662 1,073,453 1,046,399 1,073,268 1,082,167 1,090,870 1,093,000 Division: (160) Environmental Services Environmental Services 748,695 Waste Management 8,741,832 Total Division: (160) Environmental Services 9,490,527 Total Expenditures

862,425 9,220,750

1,097,404 9,541,714

1,046,239 9,775,926

1,055,389 10,012,086

1,061,567 10,250,194

1,064,466 10,877,940

10,083,175

10,639,118

10,822,165

11,067,475

11,311,761

11,942,406

21,631,147 22,166,276 23,006,191 23,288,351 23,609,271 23,915,940 24,578,091

Revenues Division: (420) Design and Construction Customer Service (382) (5,000) (2,000) (2,000) (2,000) (2,000) (2,000) Infrastructure Inspections (518,800) (550,000) (832,329) (832,329) (832,329) (832,329) (832,329) Project Management 0 (2,750) (5,500) (5,500) (5,500) (5,500) (5,500) Total Division: (420) Design and Construction (519,182) (557,750) (839,829) (839,829) (839,829) (839,829) (839,829) Division: (450) Public Works Communication (101,927) (114,150) (114,150) (114,150) (114,150) (114,150) (114,150) Site Management, Signs and Carpentry (4,872) 0 0 0 0 0 0 Fleet (11,637) 0 0 0 0 0 0 Roads (830,287) (691,282) (748,787) (761,424) (774,313) (787,460) (800,870) Methane Recovery System (96,404) (95,500) (96,500) (96,500) (96,500) (96,500) (96,500) Traffic Operations (951,218) (1,052,436) (1,067,785) (1,077,913) (1,088,243) (1,098,781) (1,109,528) Total Division: (450) Public Works (1,996,345) (1,953,368) (2,027,222) (2,049,987) (2,073,206) (2,096,891) (2,121,048) Division: (490) Infrastructure Planning Mapping (20,844) (22,000) (22,000) (22,000) (22,000) (22,000) (22,000) Total Division: (490) Infrastructure Planning (20,844) (22,000) (22,000) (22,000) (22,000) (22,000) (22,000) Division: (160) Environmental Services Environmental Services (126,729) (14,000) (74,000) (74,000) (74,000) (74,000) (74,000) Waste Management (8,741,832) (9,220,750) (9,541,714) (9,775,926) (10,012,086) (10,250,194) (10,877,940) Total Division: (160) Environmental Services (8,868,561) (9,234,750) (9,615,714) (9,849,926) (10,086,086) (10,324,194) (10,951,940) Total Revenues

(11,404,932) (11,767,868) (12,504,765) (12,761,742) (13,021,121) (13,282,914) (13,934,817)

Net Expenditure (Contribution): 10,226,215 10,398,408 10,501,426 10,526,609 10,588,150 10,633,026 10,643,274

73

Sewer & Drainage Operating Dept.: Engineering & Public Works

2011 Actual

2012 Budget

2013 Budget

2014 Budget

2015 Budget

2016 Budget

2017 Budget

2,699,030 2,625,851 5,324,881

3,224,250 2,482,523 5,706,773

3,450,464 2,412,201 5,862,665

3,608,904 2,451,658 6,060,562

3,790,482 2,484,719 6,275,201

4,498,253 2,516,995 7,015,248

4,726,235 2,552,240 7,278,475

18,341,551

18,693,749

20,445,714

21,115,681

21,901,187

22,969,800

18,341,551

18,693,749

20,445,714

21,115,681

21,901,187

22,969,800

Expenditures Division: (450) Public Works Storm Sewerage Sanitary Sewerage Total Division: (450) Public Works

Division: (490) Infrastructure Planning Sewer Infrastructure Management 16,047,210 Total Division: (490) Infrastructure Planning 16,047,210 Total Expenditures

21,372,091 24,048,324 24,556,414 26,506,276 27,390,882 28,916,435 30,248,275

Revenues

(3,414,700) (3,882,437) (3,962,811) (4,281,577) (4,538,718) (4,946,414) (5,109,845) (235,006) (200,000) (250,000) (200,000) (200,000) (200,000) (200,000) (3,649,706) (4,082,437) (4,212,811) (4,481,577) (4,738,718) (5,146,414) (5,309,845)

Total Revenues

(22,583,541) (24,048,324) (24,556,414) (26,506,276) (27,390,882) (28,916,435) (30,248,275)

Net Expenditure (Contribution): (1,211,450) 0 0 0 0 0 0

2013 Five-Year Operating Plan Overview

Division: (490) Infrastructure Planning Sewer Infrastructure Management (18,933,835) (19,965,887) (20,343,603) (22,024,699) (22,652,164) (23,770,021) (24,938,430) Total Division: (490) Infrastructure Planning (18,933,835) (19,965,887) (20,343,603) (22,024,699) (22,652,164) (23,770,021) (24,938,430)

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Division: (450) Public Works Storm Sewerage Sanitary Sewerage Total Division: (450) Public Works

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

2013 City of Coquitlam Budget Water Operating Dept.: Engineering & Public Works

2011 Actual

2012 Budget

2013 Budget

2014 Budget

2015 Budget

2016 Budget

2017 Budget

14,313,714 1,628 14,315,342

15,569,007 (5,667) 15,563,340

15,254,502 (19,077) 15,235,425

17,342,674 (36,511) 17,306,163

19,165,422 (57,264) 19,108,158

20,623,639 (78,670) 20,544,969

21,903,844 (107,605) 21,796,239

6,789,507

8,478,333

8,338,565

8,758,754

9,682,909

10,795,789

6,789,507

8,478,333

8,338,565

8,758,754

9,682,909

10,795,789

Expenditures

Division: (490) Infrastructure Planning Water Infrastructure Management 6,458,591 Total Division: (490) Infrastructure Planning 6,458,591 Total Expenditures

20,773,933 22,352,847 23,713,758 25,644,728 27,866,912 30,227,878 32,592,028

Revenues Division: (450) Public Works Water Infrastructure Maintenance (291,609) (135,670) (180,000) (130,670) (130,670) (130,670) (130,670) Total Division: (450) Public Works (291,609) (135,670) (180,000) (130,670) (130,670) (130,670) (130,670) Division: (490) Infrastructure Planning Water Infrastructure Management (20,808,579) Total Division: (490) Infrastructure Planning (20,808,579) Total Revenues

(22,217,177) (23,533,758) (25,514,058)

(27,736,242) (30,097,208) (32,461,358)

(22,217,177) (23,533,758) (25,514,058)

(27,736,242) (30,097,208) (32,461,358)

(21,100,188) (22,352,847) (23,713,758) (25,644,728) (27,866,912) (30,227,878) (32,592,028)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Division: (450) Public Works Water Infrastructure Maintenance Construction Crew Total Division: (450) Public Works

74

Net Expenditure (Contribution): (326,255) 0 0 0 0 0 0

75

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Planning and Development

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T

Planning for the future needs of the community includes policies and plans for managing urban development and growth. Plans for guiding the growth of Coquitlam incorporate transportation systems, environmental considerations, infrastructure requirements, business and service opportunities, heritage planning and neighbourhood characteristics and amenities. Planning of this scope requires extensive collaboration and research.

Guided by Council’s vision, staff works with other levels of government, the private sector and the public to ensure that the City’s planning and development is consistent with local, regional, provincial and federal plans and projects.

The City of Coquitlam has a Citywide Official Community Plan that includes policies and plans at a general level for the whole City, as well as individual area and neighbourhood plans. By following these plans and policies, Coquitlam can manage growth and change appropriately, so residents and businesses will have the amenities and infrastructure necessary for a safe and desirable community life.

Using these policies and plans as a guide, the Planning and Development Department reviews proposed development projects and advises Council on how and where development should proceed along with specific considerations, such as urban design, heritage and environmental protection, and servicing requirements.

On subdivision, plumbing and building matters, department staff are responsible for approving applications as well as conducting inspections on construction to ensure public safety and consistency and conformance with legislation, City Bylaws and Council policies.

2013 Priorities: hh Develop the Community Amenity Contribution policy/program hh Ongoing policy, procedure and bylaw improvements for application process hh Update Housing Affordability Strategy hh Develop the Regional Context Statement for Regional Growth Strategy hh Implement a Latecomer Policy hh Finalize Partington Creek Neighbourhood Plan hh Initiate Hazel-Harper Vision Process hh Finalize Maillardville Neighbourhood Plan hh Initiate Burquitlam/Lougheed Neighbourhood Plan hh Complete industrial zone consolidation

2013 Five-Year Operating Plan Overview

he Planning and Development Department is responsible for developing a wide range of plans for land use and other City initiatives. The Department is also responsible for processing applications for buildings and subdivisions, site preparation, land use changes and development proposals.

Key Performance Measures:

Planning & Development

2008

2009

2010

2011

2012

Total Building Permits Issued

943

887

964

1,077

1,251

Total Inspections Performed

14,828

14,261

14,832

17,820

19,629

Total Development Applications

369

328

464

539

447

Citizen Satisfaction

79%

80%

79%

68%

78%

Planning and Development Budgeted Expenditures by Type Labour 96%

Other 0% Mileage 1%

Consultant & Contractor 3%

Planning and Development Budgeted Activities Planning and Development Expenditures by Function Development Services 28%

Building Permits 42%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Planning and Development Expenditures by Type

76

Community Planning 21%

Administration 9%

2013 City of Coquitlam Budget General Operating Department: Planning and Development

2011 2012 2013 2014 2015 2016 2017 Actual Budget Budget Budget Budget Budget Budget

Expenditures Division: (510) Planning and Development Administration Planning & Development Administration 547,208 562,082 561,402 561,402 561,402 561,402 559,679 Total Division: (510) Planning and Development Administration 547,208 562,082 561,402 561,402 561,402 561,402 559,679

77

General Operating 2011 2012 2013 2014 2015 2016 2017 Department: Planning and Development Actual Budget Budget Budget Bud get Budget Budget Division: (520) Community Planning Community Planning Total Division: (520) Community Planning

1,236,436

1,205,560

1,297,060

1,306,919

1,311,384

1,315,358

1,314,768

1,236,436

1,205,560

1,297,060

1,306,919

1,311,384

1,315,358

1,314,768

Division: (530) Development Services Development Services Administration 199,217 203,381 207,153 207,153 207,153 207,153 206,515 Development Planning 2,591,937 1,076,492 1,066,540 1,082,678 1,097,724 1,111,987 1,119,410 Development Servicing 434,427 462,406 463,801 463,801 463,801 463,801 462,148 Total Division: (530) Development Services 3,225,581 1,742,279 1,737,494 1,753,632 1,768,678 1,782,941 1,788,073 Division: (540) Building Permits Inspections 910,927 1,122,855 1,249,726 1,251,663 1,251,663 1,251,663 1,247,193 Permits 1,376,396 1,480,704 1,464,516 1,483,456 1,502,211 1,521,774 1,535,921 Total Division: (540) Building Permits 2,287,323 2,603,559 2,714,242 2,735,119 2,753,874 2,773,437 2,783,114 Total Expenditures

7,296,548 6,113,480 6,310,198 6,357,072 6,395,338 6,433,138 6,445,634

City of Coquitlam Five-Year Financial Plan 2013 - 2017

2013 City of Coquitlam Budget

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Division: (510) Planning and Development Administration Planning & Development Administration (16,369) 0 0 0 0 0 0 Total Division: (510) Planning and Development Administration (16,369) 0 0 0 0 0 0 Division: (520) Community Planning Community Planning (66,954) 0 0 0 0 0 0 Total Division: (520) Community Planning (66,954) 0 0 0 0 0 0 Division: (530) Development Services Development Services Administration (21,941) (15,344) (15,344) (15,344) (15,344) (15,344) (15,344) Development Planning (2,224,515) (614,426) (618,426) (618,426) (618,426) (618,426) (618,426) Development Servicing (2,944) (5,518) (5,518) (5,518) (5,518) (5,518) (5,518) Total Division: (530) Development Services (2,249,400) (635,288) (639,288) (639,288) (639,288) (639,288) (639,288) Division: (540) Building Permits Inspections 322 0 0 0 0 0 0 Permits (4,303,832) (4,231,609) (4,327,526) (4,327,526) (4,327,526) (4,327,526) (4,327,526) Total Division: (540) Building Permits (4,303,510) (4,231,609) (4,327,526) (4,327,526) (4,327,526) (4,327,526) (4,327,526) Total Revenues Net Expenditure (Contribution):

(6,636,233) (4,866,897) (4,966,814) (4,966,814) (4,966,814) (4,966,814) (4,966,814) 660,315 1,246,583 1,343,384 1,390,258 1,428,524 1,466,324 1,478,8202

2013 Five-Year Operating Plan Overview

Revenues

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Strategic Initiatives

78

T

he Strategic Initiatives Department manages major internal and external strategic capital projects in Coquitlam. It is also responsible for the management and development of the City of Coquitlam’s large land inventory. The Lands and Properties Division provides policy support and advice to City Council and the organization with regard to acquisition and disposition of city lands. This includes strategic land holdings in the City Centre area and Cityowned properties on Burke Mountain.

Strategic Initiatives provides a centralized approach to project management. Given the broad scope of large infrastructure improvement projects, they regularly involve a number of other areas of the organization, such as transportation planning and construction, facilities management and land management.

This centralized approach facilitates coordinated project management by leveraging the skills and expertise in these individual areas while ensuring comprehensive oversight of major projects in one department.

2013 Priorities: hh Liaise with Province during the design and construction phases of the Evergreen Line hh Refine Pinetree Way, Clarke Rd and North Rd Streetscape plans hh Develop Burquitlam Transportation/Rapid Transit Integrated Plan hh Complete a Covered Multi-Sport Facility Feasibility Study hh Initiate Northeast City-owned lands conceptual work hh Develop 2013 City-owned land strategies hh Complete design, tender and initiate construction of the Burke Mountain Firehall hh Continue to liaise with the Province on the Port Mann/Hwy 1 Project

79

Strategic Initiatives

2008

2009

2010

2011

2012

Land Sale Revenues ($ in millions)

N/A

$0.3

$3.6

$9.4

$15.7

Strategic Initiatives Construction Projects ($ in millions)

N/A

$27.0 M

$31.0 M

-

$6.0 M

Strategic Projects Budgeted Expenditures by Type Strategic Initiatives Expenditures by Type Labour 80%

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Key Performance Measures:

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Consultant and Contractor 5%

Strategic Projects

Strategic Initiatives Budgeted Divisional Expenditures Expenditures by Function Facilities Planning and Construction 36%

Strategic Initiatives Management 40%

Land and Properties 24%

2013 Five-Year Operating Plan Overview

Other 15%

2013 City of Coquitlam Budget General Operating 2011 2012 2013 2014 2015 2016 2017 Department: Strategic Initiatives Actual Budget Budget Budget Budget Budget Budget Expenditures Division (190) Land and Properties 250,420 282,731 294,094 297,969 299,521 299,521 298,545 250,420

282,731

294,094

297,969

299,521

299,521

298,545

Division: (710) Strategic Initiatives Management Strategic Initiatives Administration 379,557 504,595 505,623 505,623 505,623 380,623 500,128 Total Division: (710) Strategic Initiatives Management 379,557 504,595 505,623 505,623 505,623 380,623 500,128 Division: (720) Facilities Planning and Construction Division Facilities Planning and Construction 411,284 460,803 Total Division: (720) Facilities Planning and Construction Division 411,284 460,803 Total Expenditures

445,831

446,311

446,736

447,183

446,329

445,831

446,311

446,736

447,183

446,329

1,041,262 1,248,129 1,245,548 1,249,903 1,251,880 1,127,327 1,245,002

Revenues Division: (190) Land and Properties Land Management Total Division: (190) Land and Properties

(56,628) (76,671) (76,671) (76,671) (76,671) (76,671) (76,671) (56,628) (76,671) (76,671) (76,671) (76,671) (76,671) (76,671)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Operating Plan Overview

Land Management Total Division: (190) Land and Properties

80

Division: (710) Strategic Initiatives Management Strategic Initiatives Administration (95,358) (175,000) (175,000) (175,000) (175,000) (100,000) 0 Total Division: (710) Strategic Initiatives Management (95,358) (175,000) (175,000) (175,000) (175,000) (100,000) 0 Division: (720) Facilities Planning and Construction Division Facilities Planning and Construction (178,131) (163,500) (163,500) (163,500) (163,500) (163,500) (163,500) Total Division: (720) Facilities Planning and Construction Division (178,131) (163,500) (163,500) (163,500) (163,500) (163,500) (163,500) Total Revenues Net Expenditure (Contribution):

(330,117) (415,171) (415,171) (415,171) (415,171) (340,171) (240,171) 711,144 832,958 830,377 834,732 836,709 787,156 1,004,831

81

Five-Year Capital Plan Overview Sustainability Challenges For Infrastructure The City owns infrastructure with a historic value of $1.7 billion. Over time, this infrastructure will need to be replaced at a significantly higher value and additional infrastructure will be required to support a growing community. Although the community’s needs are large, it is estimated that with effective corporate planning and financial policies and direction, the City will continue to operate successfully in a complex and changing world.

Tangible Capital Assets

Funding for capital expenditures comes from a number of sources including general tax revenues, reserves, trust funds, grants, contributions from developers, businesses or partners and borrowed funds. The capital portion of the 2013 Five-Year Financial Plan is funded from the following sources:

Sanitary Sewer, Water & Solid Waste 9% Utility Debt 9%

General Fund Debt 12%

& nts ions Gra tribut n Co 5%

General Revenue 17%

2013 - 2017 Capital Plan Funding Sources ($248 Million)

DCC's 25%

Reserves & Trusts 22%

The City’s outstanding debt represents a number of projects including: local road improvements where costs are shared between the City and the property owners; sanitary sewer improvements; and water system improvements. Outstanding debt at the end of 2012 was $27 million or $235 per capita. The City’s debt level is estimated at $29 million at the end of 2013.

Funding for capital expenditures comes from a number of sources including: general tax revenues, statutory and other reserves, grants, external contributions and borrowed funds General tax revenues available for capital purposes are limited.

The borrowing of funds for all uses, other than local improvement purposes and short-term borrowings, requires approval of the residents through a counter petition or referendum .

2013 Five-Year Capital Plan Overview

Funding Sources

The 2013-2017 Capital Program includes short-term borrowing of $9.2 million for the Burke Mountain Fire Hall and long-term borrowing of $42.9 million for growth-related infrastructure projects in Northeast Coquitlam and City Centre. All of the projects included in this long-term borrowing proposal are infrastructure projects that are necessary to support growth in the community and will be ultimately funded by Development Cost Charge (DCC) collections. Certain infrastructure necessarily precedes development which makes it difficult to finance with the development levies that are collected over time. The use of long-term borrowing spreads the payment stream over time so it can be matched to the DCC revenue stream. This ensures that these community assets will be paid for by future development revenues rather than future tax collections.

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The City of Coquitlam, like all other local governments, was required to meet new financial reporting standards with respect to our Tangible Capital Assets on January 1, 2009. The new standard requires that all physical assets that support municipal services be inventoried and depreciated to reflect the annual cost of asset-use to decision makers and residents. The City embarked on a multi-year project of collecting and reporting the required information to meet the reporting standard and facilitate improved asset management.

Debt

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 7

Projected Debt Levels 2013 - 2017 (000’s)

Projected Debt Levels 2013 to 2017 (000’s) 50,000 45,000 40,000 35,000 30,000 25,000 20,000

10,000 5,000 0 2013

2014

2015

2016

2017

Projected Debt Principal Payments 2013 - 2017 Projected Debt Principal Payments 2013 - 2017 (000’s) (000’s) $14,000 $12,000

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2013 Five-Year Capital Plan Overview

15,000

City of Coquitlam Five-Year Financial Plan 2013 - 2017

$10,000

82

$8,000 $6,000 $4,000 $2,000 $0 Water Fund Sewer & Drainage Fund General Fund

2013 $249 $270 $8,760

2014 $259 $237 $9,067

2015 $252 $115 $7,909

2016 $338 $172 $7,179

2017 $454 $252 $2,049

83

Projected Debt Interest Payments 2013 - 2017 $3,000

$2,500

$2,000

$1,500

$1,000

$500

$0 Water Fund Sewer & Drainage Fund General Fund

2013 $205 $205 $1,422

2014 $262 $237 1,478

2015 $258 $115 $1,474

2016 $399 $199 $1,386

2017 $537 $294 $1,671

(Millions)

Debt Limits 2013 - 2017 (Millions)

Additional Borrowing Power Projected Borrowing

$1,000

$800

$600

$400

$200

$0 2013

2014

2015

2016

2017

2013 Five-Year Capital Plan Overview

Debt Limit 2013 to 2017

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The City’s debt limit as defined by the Community Charter: (a) 20 percent of the capital assets of the municipality (b) 20 percent of the three-year historical average of the value of land and improvements in the municipality. For the City of Coquitlam, this debt limit is $947 million in 2013 and remains relatively static over the five-year financial planning period. This limit far exceeds the budgeted borrowings of $29 million in 2013.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Projected Debt Interest Payments 2013 - 2017 (Thousands) (000’s)

Liability Servicing Limit 2013 to 2017

Liability(Millions) Servicing Limits 2013 - 2017 (In Millions)

Additional Liability Servicing Available Projected Liability Payments $50 $40 $30 $20 $10

2013

2014

2015

2016

2017

The liability servicing limit is set by the Community Charter and is defined as 25% of a municipality’s controllable and sustainable revenues for the previous year. For the City of Coquitlam, this liability servicing limit is $50 million in 2012. The budgeted cost of principal and interest debt payments range from $5 to $12 million in the 2013-2017 financial planning period which is below the allowable limit.

Reserve Funding The 2013-2017 Capital Plan includes the New Burke Mountain Firehall, City Centre District Energy and Facility Retrofit, Place Maillardville Expansion as well as ongoing projects which will continue into the 2013-2017 budget period. Some of these projects are funded from reserves which will result in a drawdown of the fund balances from 2013–2017. The following reserve balances will experience significant changes as a result of project expenditures that meet the criteria for which the reserve was intended:

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Capital Plan Overview

$0

84

hh hh hh hh hh hh hh

Vehicle Replacement Reserve – funding the ongoing vehicle replacement including fire trucks.

Casino Revenue Reserve-Municipal – funding the Burke Mountain Fire Hall.

Land Sale Reserve – funding technical work related to City-owned land.

DCC Parkland Acquisition Reserve – funding parkland acquisitions particularly Northeast Coquitlam.

DCC Drainage Reserve – funding the Northeast Coquitlam Hyde Creek Stormwater Diversion Pipe.

Building Replacement Reserve – funding Place Maillardville.

Infrastructure Reserve – funding City Centre District Energy and Facility Retrofit.

85

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

2013

2014

2015

2016

2017

GENERAL FUND Statutory Reserves: 0 0 - 0

0 0 - 0

0 0 0

0 0 - 0

0 0 - 0

0 0 0

364,252 5,500 - 369,753

369,753 5,583 - 375,336

375,336 5,668 381,004

6,815,936 3,224,297 4,944,000 5,096,233

5,096,233 3,293,339 4,911,000 3,478,572

3,399,015 3,700,420 3,593,000 3,506,435

3,506,435 3,811,432 3,700,000 3,617,867

3,617,867 3,925,775 3,811,000 3,732,643

2,346,241 2,524,842 2,417,000 2,454,083

2,454,083 2,601,157 2,489,000 2,566,240

2,566,240 2,679,771 2,564,000 2,682,011

2,999,424 97,427 - 3,096,852

3,096,852 100,551 - 3,197,403

3,197,403 103,777 3,301,180

586,338 531,560 565,000 552,898

552,898 547,333 503,000 597,231

597,231 560,103 1,057,000 100,334

6,103,921 4,554,715 5,530,935 5,127,700

5,127,700 4,714,850 3,469,203 6,373,348

6,373,348 4,901,750 2,939,203 8,335,896

2013 Five-Year Capital Plan Overview

5,540,621 3,136,315 1,861,000 6,815,936

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Capital Street Works Reserve 81,903 0 Additions - 0 Withdrawals 81,903 - Balance @ December 31st 0 0

Capital Drainage Works Reserve 12,300 0 Additions - 0 Withdrawals 12,300 - Balance @ December 31st 0 0

DCC Drainage Area No. 2 353,496 358,834 Additions 5,338 5,418 Withdrawals - - Balance @ December 31st 358,834 364,252

DCC - Drainage 1,525,081 4,438,771 Additions 2,913,690 3,029,850 Withdrawals - 1,928,000 Balance @ December 31st 4,438,771 5,540,621

DCC Parkland Acquisition 223,374 3,294,374 Additions 3,488,000 3,592,641 Withdrawals 417,000 3,488,000 Balance @ December 31st 3,294,374 3,399,015

DCC Parkland Improvement 271,651 2,241,483 Additions 2,364,832 2,450,758 Withdrawals 395,000 2,346,000 Balance @ December 31st 2,241,483 2,346,241

DCC Parkland Interest 2,835,646 2,905,023 Additions 69,377 94,401 Withdrawals - - Balance @ December 31st 2,905,023 2,999,424

DCC - Sewer 79,896 577,824 Additions 497,929 516,514 Withdrawals - 508,000 Balance @ December 31st 577,824 586,338

DCC Transportation 1,687,487 6,211,948 Additions 4,524,461 4,409,328 Withdrawals - 4,517,354 Balance @ December 31st 6,211,948 6,103,921

City of Coquitlam Five-Year Financial Plan 2013 - 2017

The following is the Schedule of Reserve Projections for 2013 - 2017.

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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2013 Five-Year Capital Plan Overview

86

2013

2014

2015

2016

2017

DCC Transportation Wesbild 886,882 242,576 246,238 249,957 253,731 Additions 8,464 3,663 3,718 3,774 3,831 Withdrawals 652,770 - - - Balance @ December 31st 242,576 246,238 249,957 253,731 257,562

DCC Transportation Beedie - - - - Additions - - - - Withdrawals - - - - Balance @ December 31st - - - -

DCC Transportation Polygon - - 0 0 0 Additions 2,733 0 0 0 0 Withdrawals 2,733 - - - Balance @ December 31st - 0 0 0 0

DCC - Water 30,653 233,634 588,122 985,483 1,276,178 Additions 1,012,980 1,047,488 1,084,362 1,121,695 1,921,660 Withdrawals 810,000 693,000 687,000 831,000 1,114,000 Balance @ December 31st 233,634 588,122 985,483 1,276,178 2,083,838

Land Sale Reserve 40,720,588 22,570,378 43,199,759 88,840,731 105,110,628 Additions 7,135,803 28,459,381 46,720,972 17,349,897 18,870,123 Withdrawals 25,286,013 7,830,000 1,080,000 1,080,000 1,080,000 Balance @ December 31st 22,570,378 43,199,759 88,840,731 105,110,628 122,900,751

Parkland Acquisition 5% Reserve 6,517,270 6,615,680 7,975,015 9,354,875 10,755,571 Additions 1,598,411 1,359,334 1,379,860 1,400,696 1,421,847 Withdrawals 1,500,000 - - - Balance @ December 31st 6,615,680 7,975,015 9,354,875 10,755,571 12,177,418

Vehicle Replacement Reserve 13,188,413 10,073,748 9,866,166 7,641,358 4,891,270 Additions 1,924,313 1,899,418 1,881,191 1,843,912 1,832,118 Withdrawals 5,038,978 2,107,000 4,106,000 4,594,000 656,000 Balance @ December 31st 10,073,748 9,866,166 7,641,358 4,891,270 6,067,388

Non-Statutory Reserves:

Affordable Housing 1,063,907 1,079,972 1,096,280 1,112,834 1,129,638 Additions 16,065 16,308 16,554 16,804 17,058 Withdrawals - - - - Balance @ December 31st 1,079,972 1,096,280 1,112,834 1,129,638 1,146,695

Bonus Density - City Centre Amenities 363,235 409,022 455,500 99,661 604,940 Additions 505,787 506,478 504,160 505,280 512,910 Withdrawals 460,000 460,000 860,000 - Balance @ December 31st 409,022 455,500 99,661 604,940 1,117,850

Bonus Density - Austin Heights Amenities 557,909 566,333 574,885 583,565 592,377 Additions 8,424 8,552 8,681 8,812 8,945 Withdrawals - - - - Balance @ December 31st 566,333 574,885 583,565 592,377 601,322

87

RESERVE PROJECTIONS (Funds Available For Use)

2013

2014

2016

2017

2,151,106 972,384 800,000 2,323,490

2,323,490 974,987 800,000 2,498,477

2,498,477 977,629 800,000 2,676,106

334,433 96,046 70,000 360,479

360,479 96,440 70,000 386,919

386,919 96,839 70,000 413,757

9,470,493 4,069,000 4,735,246 8,804,246

8,804,246 4,069,000 4,402,123 8,471,123

8,471,123 4,069,000 4,235,562 8,304,562

420,000 140,000 - 560,000

560,000 140,000 - 700,000

700,000 140,000 840,000

1,109,821 917,136 850,000 1,176,957

1,176,957 918,150 850,000 1,245,107

1,245,107 919,179 850,000 1,314,285

3,013,295 6,345,347 6,320,386 3,038,255

3,038,255 6,351,212 5,593,486 3,795,981

3,795,981 6,362,653 5,593,486 4,565,149

1,250,119 145,000 10,000 1,385,119

1,385,119 145,000 10,000 1,520,119

1,520,119 145,000 10,000 1,655,119

|

(0) - (0) (0)

(0) - (0) (0)

356,133 455,378 450,000 361,511

361,511 455,459 450,000 366,970

12,049,056 3,229,753 - 15,278,809

15,278,809 3,537,069 - 18,815,878

(0) (0) (0) 366,970 455,541 450,000 372,511 18,815,878 3,636,444 22,452,322

2013 Five-Year Capital Plan Overview

Building Maintenance Reserve 1,813,992 1,981,286 Additions 967,294 969,820 Withdrawals 800,000 800,000 Balance @ December 31st 1,981,286 2,151,106

Building Maintenance Reserve Public Safety Building 316,165 308,774 Additions 95,522 95,659 Withdrawals 102,913 70,000 Balance @ December 31st 308,774 334,433

Capital Reserve 13,467,971 10,802,986 Additions 4,069,000 4,069,000 Withdrawals 6,733,986 5,401,493 Balance @ December 31st 10,802,986 9,470,493

Carbon Offsets Reserve 140,000 280,000 Additions 140,000 140,000 Withdrawals - - Balance @ December 31st 280,000 420,000

Casino Revenue Reserve - Community 978,531 1,043,684 Additions 915,153 916,137 Withdrawals 850,000 850,000 Balance @ December 31st 1,043,684 1,109,821

Casino Revenue Reserve - Municipal 4,716,344 2,337,505 Additions 6,352,857 6,340,096 Withdrawals 8,731,696 5,664,306 Balance @ December 31st 2,337,505 3,013,295

Commodity Tax Payable 980,119 1,115,119 Additions 145,000 145,000 Withdrawals 10,000 10,000 Balance @ December 31st 1,115,119 1,250,119

Computer Asset Pool (0) (0) Additions - - Withdrawals (0) (0) Balance @ December 31st (0) (0)

Computer Infrastructure 1,513,428 350,836 Additions 463,970 455,298 Withdrawals 1,626,562 450,000 Balance @ December 31st 350,836 356,133

Legacy Building Replacement Fund 16,528,197 9,154,346 Additions 2,639,124 2,894,710 Withdrawals 10,012,976 - Balance @ December 31st 9,154,346 12,049,056

2015

City of Coquitlam Five-Year Financial Plan 2013 - 2017

City of Coquitlam

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Capital Plan Overview

88

2013

2014

Legacy Road Replacement Fund 6,614,329 7,620,426 Additions 1,006,097 1,147,323 Withdrawals - - Balance @ December 31st 7,620,426 8,767,748

DCC Matching Reserve 5,889,178 835,567 Additions 1,868,314 1,826,538 Withdrawals 6,921,925 2,348,000 Balance @ December 31st 835,567 314,105

EAP Program-CUPE 75,108 83,858 Additions 48,750 48,750 Withdrawals 40,000 40,000 Balance @ December 31st 83,858 92,608

EAP Program-Excluded Staff 12,248 13,248 Additions 6,000 6,000 Withdrawals 5,000 5,000 Balance @ December 31st 13,248 14,248

Election Reserve 415,673 639,006 Additions 223,333 223,333 Withdrawals - 670,000 Balance @ December 31st 639,006 192,339

Fire Equipment Replacement Reserve 58,353 - Additions - - Withdrawals 58,353 - Balance @ December 31st - -

Furniture & Equipment Asset Pool 77,373 - Additions - - Withdrawals 77,373 - Balance @ December 31st - -

Future Expenditure Reserve 1,268,264 1,268,264 Additions - - Withdrawals - - Balance @ December 31st 1,268,264 1,268,264

Information Technology Reserve 1,198,891 48,990 Additions 9,351 740 Withdrawals 1,159,251 - Balance @ December 31st 48,990 49,730

Infrastructure Reserve 8,620,948 7,305,346 Additions 319,342 308,046 Withdrawals 1,634,944 500,000 Balance @ December 31st 7,305,346 7,113,392

2015

2016

2017

8,767,748 1,290,681 - 10,058,429

10,058,429 1,310,170 - 11,368,599

11,368,599 1,329,953 12,698,552

314,105 2,290,951 2,332,000 273,056

273,056 3,234,171 1,103,000 2,404,227

2,404,227 3,365,033 1,997,000 3,772,260

92,608 48,750 40,000 101,358

101,358 48,750 40,000 110,108

110,108 48,750 40,000 118,858

14,248 6,000 5,000 15,248

15,248 6,000 5,000 16,248

16,248 6,000 5,000 17,248

192,339 223,333 - 415,672

415,672 223,333 - 639,005

639,005 223,333 670,000 192,338

-

-

-

-

-

-

1,268,264 - - 1,268,264

1,268,264 - - 1,268,264

1,268,264 1,268,264

49,730 751 - 50,481

50,481 762 - 51,243

51,243 774 52,017

7,113,392 305,147 500,000 6,918,539

6,918,539 302,205 500,000 6,720,744

6,720,744 299,218 500,000 6,519,963

89

RESERVE PROJECTIONS (Funds Available For Use)

2013

2014

9,358,382 745,087 100,000 10,003,469

2016 10,003,469 754,827 100,000 10,658,296

2017 10,658,296 764,715 100,000 11,323,012

546,379 8,250 - 554,629

554,629 8,375 - 563,004

563,004 8,501 571,505

185,026 2,794 - 187,820

187,820 2,836 - 190,656

190,656 2,879 193,535

1,288,630 519,458 500,000 1,308,088

1,308,088 519,752 500,000 1,327,841

463,745 97,222 40,000 520,968

520,968 97,222 40,000 578,190

578,190 97,222 40,000 635,413

202,997 - - 202,997

202,997 - - 202,997

202,997 202,997

2,387 190,036 190,000 2,423

2,423 190,037 190,000 2,459

2,459 190,037 190,000 2,496

14,013 - - 14,013

14,013 - - 14,013

14,013 14,013

715,626 91,410 - 807,035

807,035 92,790 - 899,826

899,826 94,191 994,017

1,269,507 - - 1,269,507

1,269,507 - - 1,269,507

1,269,507 1,269,507

2013 Five-Year Capital Plan Overview

1,269,461 519,169 500,000 1,288,630

|

Insurance Reserve 8,096,854 8,722,892 Additions 726,037 735,491 Withdrawals 100,000 100,000 Balance @ December 31st 8,722,892 9,358,382

Internal Financing Reserve 396,620 483,213 Additions 86,593 63,165 Withdrawals - - Balance @ December 31st 483,213 546,379

Joint RCMP Leased Accomodation (ATTF ) 179,562 182,274 Additions 2,711 2,752 Withdrawals - - Balance @ December 31st 182,274 185,026

Local Area Service Reserve 1,404,286 1,250,578 Additions 519,894 518,884 Withdrawals 673,602 500,000 Balance @ December 31st 1,250,578 1,269,461

Methane System Pacific Reach 349,300 406,523 Additions 97,222 97,222 Withdrawals 40,000 40,000 Balance @ December 31st 406,523 463,745

Multi-Sport Facility Reserve 202,997 202,997 Additions - - Withdrawals - - Balance @ December 31st 202,997 202,997

New Vehicle Reserve 155,700 2,351 Additions 191,184 190,036 Withdrawals 344,533 190,000 Balance @ December 31st 2,351 2,387

Parking Facilities Reserve 14,013 14,013 Additions - - Withdrawals - - Balance @ December 31st 14,013 14,013

Pavement Cut Restoration Reserve 536,865 625,575 Additions 88,711 90,050 Withdrawals - - Balance @ December 31st 625,575 715,626

Periodic Component Replacement Reserve 1,269,507 1,269,507 Additions - - Withdrawals - - Balance @ December 31st 1,269,507 1,269,507

2015

City of Coquitlam Five-Year Financial Plan 2013 - 2017

City of Coquitlam

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Capital Plan Overview

90

2013

2014

Printing Equipment Replacement Reserve 225,139 354,483 Additions 154,343 156,296 Withdrawals 25,000 25,000 Balance @ December 31st 354,483 485,779

RCMP - Red Serge Classic Reserve 732 732 Additions - - Withdrawals - - Balance @ December 31st 732 732

RCMP - ICBC Grant Reserve 4,008 4,008 Additions - - Withdrawals - - Balance @ December 31st 4,008 4,008

Restricted Debt Reserve 1,934,222 1,934,222 Additions - - Withdrawals - - Balance @ December 31st 1,934,222 1,934,222

Soil Removal Fund 918,954 509,996 Additions 180,708 176,402 Withdrawals 589,667 342,000 Balance @ December 31st 509,996 344,398

Telecommunications Infrastructure 356,853 13,942 Additions 302,779 300,211 Withdrawals 645,689 300,000 Balance @ December 31st 13,942 14,153

Traffic Fines Revenue Reserve 1,329,744 1,829,744 Additions 500,000 500,000 Withdrawals - - Balance @ December 31st 1,829,744 2,329,744

TransLink Road Rehabilitation 190,922 613 Additions 2,047,613 2,088,565 Withdrawals 2,237,922 2,088,000 Balance @ December 31st 613 1,178

Waste Utility Reserve - Capital 590,285 196,389 Additions 5,895 2,965 Withdrawals 399,790 - Balance @ December 31st 196,389 199,355

Waste Utillity Reserve - Operating 5,009,766 5,387,678 Additions 377,912 383,619 Withdrawals - - Balance @ December 31st 5,387,678 5,771,297

2015 485,779 154,693 500,000 140,472

2016 140,472 153,065 25,000 268,537

2017 268,537 154,999 25,000 398,536

732 - - 732

732 - - 732

732 732

4,008 - - 4,008

4,008 - - 4,008

4,008 4,008

1,934,222 - - 1,934,222

1,934,222 - - 1,934,222

1,934,222 1,934,222

344,398 176,318 22,000 498,716

498,716 178,648 22,000 655,364

655,364 181,013 22,000 814,377

14,153 300,214 300,000 14,367

14,367 300,217 300,000 14,583

14,583 300,220 300,000 14,804

2,329,744 500,000 - 2,829,744

2,829,744 500,000 - 3,329,744

3,329,744 500,000 3,829,744

1,178 2,130,336 2,130,000 1,514

1,514 2,172,943 2,173,000 1,457

1,457 2,216,402 2,216,000 1,859

199,355 3,010 - 202,365

202,365 3,056 - 205,421

205,421 3,102 208,522

5,771,297 389,412 - 6,160,709

6,160,709 395,292 - 6,556,001

6,556,001 401,261 6,957,261

91

RESERVE PROJECTIONS (Funds Available For Use)

2013

2014

2015

2016

2017

| 2013 Five-Year Capital Plan Overview

WCB/Powersmart Reserve 254,311 254,311 254,311 254,311 254,311 Additions - - - - Withdrawals - - - - Balance @ December 31st 254,311 254,311 254,311 254,311 254,311

SEWER FUND

Building Maintenance Reserve 349,751 377,435 405,119 432,803 460,487 Additions 27,684 27,684 27,684 27,684 27,684 Withdrawals - - - - Balance @ December 31st 377,435 405,119 432,803 460,487 488,171

Insurance Reserve 2,153 - - - Additions - - - - Withdrawals 2,153 - - - Balance @ December 31st - - - -

Total Sewer Operating Reserves 351,904 377,435 405,119 432,803 460,487 Additions 27,684 27,684 27,684 27,684 27,684 Withdrawals 2,153 - - - Balance @ December 31st 377,435 405,119 432,803 460,487 488,171

Restricted Debt Reserve (0) (0) (0) (0) (0) Additions - - - - Withdrawals - - - - Balance @ December 31st (0) (0) (0) (0) (0)

Sewer Asset Replacement 2,356,027 2,356,027 2,356,027 2,356,027 2,356,027 Additions - - - - Withdrawals - - - - Balance @ December 31st 2,356,027 2,356,027 2,356,027 2,356,027 2,356,027

Sewer Connections Reserve 14,163 14,163 14,163 14,163 14,163 Additions - - - - Withdrawals - - - - Balance @ December 31st 14,163 14,163 14,163 14,163 14,163

Specific Projects In Progress Reserve 4,867,138 3,933,569 3,666,785 3,533,392 3,266,696 Additions 1,500,000 1,700,000 1,700,000 1,500,000 1,400,000 Withdrawals 2,433,569 1,966,785 1,833,392 1,766,696 1,633,348 Balance @ December 31st 3,933,569 3,666,785 3,533,392 3,266,696 3,033,348

Drainage Internal Borrowing Reserve 426 426 426 426 426 Additions - - - - Withdrawals - - - - Balance @ December 31st 426 426 426 426 426

Total Sewer Capital Reserves 4,881,727 3,948,158 3,681,373 3,547,981 3,281,285 Additions 1,500,000 1,700,000 1,700,000 1,500,000 1,400,000 Withdrawals 2,433,569 1,966,785 1,833,392 1,766,696 1,633,348 Balance @ December 31st 3,948,158 3,681,373 3,547,981 3,281,285 3,047,937

City of Coquitlam Five-Year Financial Plan 2013 - 2017

City of Coquitlam

City of Coquitlam

RESERVE PROJECTIONS (Funds Available For Use)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Capital Plan Overview

92

2013

2014

2015

2016

2017

WATER FUND

Building Maintenance Reserve 34,292 36,950 39,608 42,266 44,924 Additions 2,658 2,658 2,658 2,658 2,658 Withdrawals - - - - Balance @ December 31st 36,950 39,608 42,266 44,924 47,582

Insurance Reserve 7,879 7,879 7,879 7,879 7,879 Additions - - - - Withdrawals - - - - Balance @ December 31st 7,879 7,879 7,879 7,879 7,879

Total Water Operating Reserves 42,171 44,829 47,487 50,145 52,803 Additions 2,658 2,658 2,658 2,658 2,658 Withdrawals - - - - Balance @ December 31st 44,829 47,487 50,145 52,803 55,461

Prepaid Watermain Connections Reserve 5,964 5,964 5,964 5,964 5,964 Additions - - - - Withdrawals - - - - Balance @ December 31st 5,964 5,964 5,964 5,964 5,964

Prepaid Watermain Surplus 311,032 311,032 311,032 311,032 311,032 Additions - - - - Withdrawals - - - - Balance @ December 31st 311,032 311,032 311,032 311,032 311,032

Specific Projects In Progress Reserve 2,424,905 2,212,453 2,106,226 2,053,113 2,026,557 Additions 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Withdrawals 1,212,453 1,106,226 1,053,113 1,026,557 1,013,278 Balance @ December 31st 2,212,453 2,106,226 2,053,113 2,026,557 2,013,278

Total Water Capital Reserves 2,741,900 2,529,448 2,423,222 2,370,108 2,343,552 Additions 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Withdrawals 1,212,453 1,106,226 1,053,113 1,026,557 1,013,278 Balance @ December 31st 2,529,448 2,423,222 2,370,108 2,343,552 2,330,274

Water Utilities Reserve 763,866 0 0 0 0 Additions - 0 0 0 0 Withdrawals 763,866 - - - Balance @ December 31st 0 0 0 0 0 TOTAL

169,643,037

139,910,778

167,588,594

218,831,747

244,222,571

Additions

53,157,660

75,021,979

94,724,227

66,967,888

69,998,660

Withdrawals

82,889,919

47,344,164

43,481,073

41,577,064

39,392,876

Balance @ December 31st

139,910,778

167,588,594

218,831,747

244,222,571

274,828,354

93

Definition Of Capital Assets

Operating Cost Impact Of Capital Projects

Capital assets provide a benefit to the community beyond one year. Such items typically require operating and maintenance expenditures, and may need to be replaced in the future. Examples include infrastructure such as buildings, roads, bridges, water and sewer facilities, as well as vehicles, computer equipment and furniture. The City’s policy is to plan for major capital expenditures on a five-year cycle with annual reviews and updates. The Five-Year Capital Plan presented to Council includes projects that are consistent with corporate objectives and long-range plans.

Each capital project in the plan is reviewed to assess the impact it will have on the operating budget.

Projects providing new infrastructure will typically require additional expenditures each year for operation and maintenance. Projects that replace or rehabilitate existing infrastructure will typically reduce operating costs; however, this does not generally result in an overall reduction of operating costs as other aging City infrastructure not replaced are progressively more expensive to operate and maintain. An additional $499,000 is required for the maintenance of new infrastructure and was included in the 2013 Financial Plan.

Strengthen Neighbourhoods, Grow Local Jobs, Local Prosperity, Increase Active Participation and Creativity, Enhance Sustainability of City Services and Infrastructure, and hh Achieve Excellence in Governance.

The finalized plan is presented to Council for review and approval.

2013 Operating Costs for New Capital Projects (000’s) Parks and Streetscapes Maintenance for New Hardware and Software Maintenance for New Road Construction New Traffic Signals

Maintenance for New Utility Infrastructure Total

$290 48 31 11 380 119 $499

2013 Five-Year Capital Plan Overview

hh hh hh hh

Based on standard unit costs for maintenance for the City’s existing infrastructure extrapolated for the new incentives volume, the following capital projects have an operating cost impact in 2013. For example, estimated cost for each traffic signal is $6,600 and each pedestrian signal is $4,000. In 2013, there was one of each.

|

The City of Coquitlam emphasizes a city wide perspective in developing the Five-Year Capital Plan. This provides a balanced review of submissions to ensure they are consistent with the corporate objectives as outlined in the Business Plan, Strategic Plan, official Citywide Community Plan (OCP) and approved Master Plans.

Within this context, teams consisting of staff from one or more departments submit a prioritized list of projects within the available funding envelope to the Finance Department who coordinates the submissions.

The summarized project list is then presented to the Executive Team who evaluates and prioritizes the capital projects for the Financial Plan. This prioritization is based on selected criteria with an emphasis on corporate direction and fit with City strategies. The City’s strategic goals form the capital evaluation criteria as follows:

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Capital Process

2013 - 2017 Capital Plan The 2013 - 2017 capital expenditure program adopted by Council includes approximately $248 million to be CITY OF COQUITLAM expended on a number of projects.

Capital Expenditure Program 2013 - 2017 ($248 million) Capital Expenditure Program 2013 - 2017 ($248 million) Vehicles & Equipment $14.7M

Park Purchase & Development $29.8M

Sewer $12.9M

Sportsfields $5M

City of Coquitlam Five-Year Financial Plan 2013 - 2017

|

2013 Five-Year Capital Plan Overview

Drainage & Escarpments $29.2M

94

Civic Facilities $21.7M

Water $25.3M

ICT $6.8M Planning $2M Other $10.2M

Roads $90.3M

95

2012 2013 2014 2015 2016 Total 5,162 1,072 3,522 1,937 36 170 5,058 15,228 1,509 - 1,195 2,818 275 225 1,400 610 1,225 4,455 316 - 400 1,365 2,297 1,464

750 833 3,629 2,427 237 173 6,322 20,207 1,148 - 1,195 2,350 75 725 3,100 510 936 4,650 42 - 400 1,365 4,296 1,549

750 915 3,737 2,567 91 170 6,365 3,382 1,117 - 1,195 5,400 175 225 470 610 852 3,445 10 - 400 1,365 4,784 1,559

60,600

51,739

56,919

39,584

750 997 3,849 3,077 51 82 6,408 3,942 1,227 - 1,195 9,400 75 100 1,024 510 1,127 - 10 - 400 1,365 846 2,659

39,094

21,714 4,965 18,077 11,758 667 818 30,533 53,287 6,443 6,853 21,618 775 1,475 9,094 2,350 5,608 18,682 982 2,000 6,825 14,701 8,711

247,936

2013 Five-Year Capital Plan Overview

14,302 1,148 3,340 1,750 252 223 6,380 10,528 1,442 - 2,073 1,650 175 200 3,100 110 1,468 6,132 604 - 400 1,365 2,478 1,480

|

Civic Facilities Sportsfields Park Purchase Park Development Trails PRC Other Roads - Facility Rehabilitation Roads - Facility Expansion Roads - Infrastructure Management Waste Drainage - Facility Rehabilitation Drainage - Facility Expansion Drainage - Infrastructure Management Sewer - Facility Rehabilitation Sewer - Facility Expansion Sewer - Infrastructure Management Water - Facility Rehabilitation Water - Facility Expansion Water - Infrastructure Management Public Safety Planning Information Systems Vehicles & Equipment Other

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Capital Expenditure Program 2013 - 2017 ($000’s)

2013 Capital Projects AMOUNT

DESCRIPTION

Civic & Sports Facilities

14.3M

Funds have been allocated for the new Burke Mountain Fire Station, Place Maillardville expansion and Facility Upgrade Program.

Sports Fields

1.1M

For an improved park experience, ongoing Sportsfield and Sport Court programs maintain sportsfields and ball diamonds used by sport groups and residents throughout the City.

Park Purchase and Development

5.7M

Purchase of parkland for current and future community needs within Coquitlam, as approved

by Council.

Community/Neighbourhood Park Development Northeast Gilley’s Trail Park Development

Roads – Facility Rehabilitation

6.4M

Roads – Facility Expansion

10.5M

|

2013 Five-Year Capital Plan Overview

GROUPS

City of Coquitlam Five-Year Financial Plan 2013 - 2017

96

Roads – Infrastructure Management

1.4M

Drainage – Facility Rehabilitation and Expansion

Local Area Service Program Area and Neighbourhood Plans – Transportation Update Northeast Arterial Roadways – Plan and Design Parking Program Lougheed Riverview Multi-use Pathway - Planning

City Centre Pump Station, Forcemain and Sewer Sanitary Sewer Structural Rehabilitation Wet Well Rehabilitation – Mayfair Grinder Stations Inflow and Infiltration Program

3.4M

Evergreen Streetscapes King Edward Street Overpass Coast Meridian Way, Victoria Drive to David Avenue Coquitlam Fraser Greenway – Central and West Sections King Albert Bicycle Facility, Blue Mountain Street to Gatensbury Street

Storm Sewer Extension, Structural and Hydraulic Assessment Programs Partington Creek Channel Upgrades, Relocation and Diversion Pipe Rochester Ravine Creek Improvements Culvert Upgrade Program Fleet/Starlight Easement Storm Sewer Replacement Roadway Drainage and Icing Rehabilitation

3.9M

Sewer – Facility Rehabilitation and Expansion

Pavement Rehabilitation for Local Road Network and Community Collector Road Network in the following areas: Chilko Drive, Mariner Way to Sharpe Street Pipeline Road, north of Gallette Avenue Schoolhouse Street, Smith Avenue to Como Lake Avenue Upper Victoria Drive, Baycrest Avenue to David Avenue

97 AMOUNT

DESCRIPTION

Water – Facility Rehabilitation and Expansion

8.2M

Other

5.7M

TOTAL

60.6M

Funds have been allocated for Watermain Replacement, Water Repairs, Supply Point Metering and Water Meter Replacements. Facility Rehabilitation or Expansion Programs have been identified for: Northeast Harper Reservoir Schoolhouse Supply Main Northeast Crouch Reservoir Foster Avenue Watermain between North Road and Robinson Street Ongoing program to upgrade and maintain current hardware, software and application requirements.

Ongoing program to replace outdated and aged pieces of equipment and fleet to ensure functionality and dependability Neighbourhood Planning program to assist in planning for growth anticipated over the next 15 years.

Purchase of small assets and equipment Technical Work for Land and Properties

City of Coquitlam Five-Year Financial Plan 2013 - 2017

GROUPS

| 2013 Five-Year Capital Plan Overview

99

Appendix Glossary of Terms The following terms are defined specifically for use in the Strategic Plan, Business Plan and Five-Year Financial Plan for the City of Coquitlam.

DEVELOPMENT COST CHARGES (DCCs)

ACCOUNTING PRINCIPLES

EXPENDITURES

A set of generally accepted principles for administering accounting activities and regulating financial reporting.

The cost of goods and services received for both the regular City operations and the capital plan.

ACCRUAL METHOD OF ACCOUNTING

FINANCIAL PLAN

A method of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent.

Provides the statutory approval to expend funds, once approved by City Council. Approval for the FiveYear Financial Plan is granted on an annual basis for operating purposes and for the life of capital projects beginning in the first year of the Plan period.

BUDGET AMENDMENT

FTE Full-time Equivalent staffing positions.

FUND

FUND BALANCE The cumulative total of the fund’s revenue, expenditures, debt payments, debt proceeds and interfund transfers.

CAPITAL ASSETS Assets of significant value and have a useful life of greater than one year.

CAPITAL PLAN A comprehensive five-year corporate plan that identifies the proposed capital project expenditures and sources of financing for all departmental projects. Projects within the capital plan are ranked using departmental and corporate criteria to determine which will be funded. The ‘funded’ portion of the Plan is accommodated within the given financial constraints and means of the City, and therefore, can be undertaken at the required time.

GAAP Generally Accepted Accounting Principles, which are the conventions, rules and procedures that define accepted accounting practices.

GHG Greenhouse Gas

GENERAL FUND ACTIVITIES Departments that are funded wholly or in part through property tax and user fees.

GOAL CFR

Chemical, Biological, Radiation, Nuclear Explosive

A goal is a specific outcome that the organization strives to accomplish over a 15 – 20-year time frame in order to achieve its vision. The City of Coquitlam has five goals that relate to the cornerstones of its vision – Live, Work, Play and Leadership.

DEFICIT

GRANT

The excess of an entity’s liabilities over its assets or excess of expenditures over revenues during a single accounting period.

A financial contribution to/or from governments.

Coquitlam Fire and Rescue

CBRNE

Appendix

A fiscal entity of self-balancing accounts which are segregated for the purpose of providing a specific service or activity.

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Significant amendments may be made to the approved Five-Year Financial Plan by completion and adoption of a revised Five-Year Financial Plan. Other adjustments to the capital plan may be made per the guidelines outlined in the City’s Purchasing Policy. This Policy states that a change, in excess of $100,000, must be reported to and approved by Council prior to implementation of the requested amendment.

Changes to departmental operating budgets are at the discretion of the General Manager provided these changes occur within the approved departmental budget.

A fee imposed on new development to assist in the funding of growth-related infrastructure.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Chapter 8

GVS & DD

Tangible capital assets

Greater Vancouver Sewerage and Drainage District.

Tangible capital assets are non-financial assets having physical substance that: (i) are held for use in the production or supply of goods and services, for rental to others, for administrative purposes or for the development, construction, maintenance or repair of other tangible capital assets; (ii) have useful economic lives extending beyond an accounting period; (iii) are to be used on a continuing basis; and (iv) are not for sale in the ordinary course of operations.

GVTA Greater Vancouver Transportation Authority.

GVWD Greater Vancouver Water District.

HEROS Home Emergency Response Organization System

HRA Heritage Revitalization Agreements

TAX LEVY MISSION How the organization will work to achieve the vision to sustain Coquitlam’s high quality of life for current and future generations. Coquitlam’s mission is to serve the public interest through leadership, innovation and a commitment to community priorities and strengths.

Appendix | City of Coquitlam Five-Year Financial Plan 2013 - 2017

TAX RATE

Multiple Listing Services provided by realtors from across Canada through the Canadian Real Estate Association.

Municipal property tax revenue is calculated by applying the tax rate to the projected assessment base.

In the context of the property tax calculation, one mill is one thousandth of the assessment base. Additional property tax revenue is generated through an increase in the mill rate and/or growth in the assessment base.

OBJECTIVE

UTILITY OPERATION

An objective is a measurable target that the organization works toward over a one – five year time frame. Coquitlam’s corporate objectives support the achievement of its strategic goals. Coquitlam has 15 corporate objectives, and each department has a work plan that supports these corporate objectives.

A separate City entity providing a service to its customers at rates regulated by City Council.

MLS

100

The total amount to be raised through property and business taxation for purposes specified in the annual Operating Budget.

PROCESS Processes are the repetitive activities that take place throughout the organization—the tasks, responsibilities and day-to-day operations. Some are focused on customers, others are step-by-step practices towards specific outcomes and others are focused on internal operations.

PROJECT A project has a clearly defined start and end point; it is not a repetitive activity.

PSAAB Public Sector Accounting and Auditing Board of the Canadian Institute of Chartered Accountants

RCMP Royal Canadian Mounted Police

RFP Request for Proposal

VISION The ultimate achievement for the City of Coquitlam in the future—what a perfect Coquitlam would look like.

Coquitlam’s vision is to be a community where people choose to live, learn, work and play.

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BYLAW NO. 4367, 2012 A bylaw to adopt the 2013 Five Year Financial Plan WHEREAS:

B.

section 165 of the Community Charter, S.B.C. 2003, c.26 requires that the financial plan must set out the objectives and policies of the municipality for the planning period in relation to the funding sources, the proportion of total revenue from the funding sources, the distribution of property value taxes among property classes and the use of permissive tax exemptions;

C.

section 166 of the Community Charter, S.B.C. 2003, c.26 requires that, before adopting a bylaw under section 165, a council must undertake a process of public consultation regarding the proposed financial plan;

D.

Council for the City of Coquitlam (the “City”) has complied with section 166 of the Community Charter, S.B.C. 2003, c.26;

NOW, THEREFORE, Council for the City in Open Meeting assembled, HEREBY ENACTS AS FOLLOWS: 1.

City of Coquitlam 2013 Five Year Financial Plan Bylaw No. 4367, 2012

This Bylaw may be cited for all purposes as “City of Coquitlam 2013 Five Year Financial Plan Bylaw No. 4367, 2012”.

2.

Adoption of Financial Plan

In accordance with the requirements of section 165 of the Community Charter , S.B.C. 2003, c.26, the financial plan attached as Schedule “A” to this Bylaw is hereby adopted as the financial plan for the City for the period commencing January 1, 2013 and ending December 31, 2017.

In accordance with Circular No. 07:14 – Amendments to Municipal Financial Plans, the financial plan attached as Schedule “B” to this Bylaw shows the proportion of total revenue that comes from different funding sources, the distribution of property taxes among the property classes and the use of permissive tax exemptions.

Appendix

section 165 of the Community Charter, S.B.C. 2003, c.26 requires that every municipality must have a five-year financial plan that is adopted annually, by bylaw, before the annual property tax bylaw is adopted;

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A.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

City of Coquitlam BYLAW

2013– 2017 Financial Plan Bylaw No. 4367, 2012 Page 2

3.

Full Force & Effect

This Bylaw has full force and effect from January 1, 2013 until amended, repealed or replaced.

READ A FIRST TIME this 3rd day of December, 2012.

READ A SECOND TIME this 3rd day of December, 2012.

READ A THIRD TIME this 3rd day of December, 2012.

Appendix

GIVEN FOURTH AND FINAL READING and the Seal of the Corporation affixed this 10th day of December, 2012.

City of Coquitlam Five-Year Financial Plan 2013 - 2017

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____________________________ MAYOR

102

____________________________ CITY CLERK

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103

350,901,366 352,113,853 366,556,836 357,826,048 360,843,155

Note 1: Excludes work-in-progress expenditures approved in previous budgets estimated at $70 M.

Appendix

(350,901,366) (352,113,853) (366,556,836) (357,826,048) (360,843,155)

Expenditures:

Other Municipal Purposes 219,547,797 227,651,747 236,606,504 245,670,954 254,834,476 Debt Payments 11,373,834 11,559,938 9,540,312 8,613,414 3,039,134 Capital Expenditures (Note 1) 60,600,000 51,739,000 56,919,000 39,584,000 39,094,000

Transfers:

Transfer to Other Governments 82,235,000 84,235,000 86,235,000 86,235,000 86,235,000 Transfer to Statutory Reserve 146,500 146,500 146,500 146,500 146,500 Transfer to Land Sale Reserve 2,251,250 2,250,376 2,221,776 2,211,442 2,121,516 Transfer to DCC Matching Fund 1,830,313 1,829,813 2,301,458 2,926,186 3,003,549 Transfer to Coquitlam Legacy Fund 3,316,672 3,701,479 4,086,286 4,438,552 4,868,980 Non-Cash Expenditure of Depreciation (30,400,000) (31,000,000) (31,500,000) (32,000,000) (32,500,000)

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2013 2014 2015 2016 2017 Revenues:

Taxation, net (132,982,215) (138,433,547) (144,041,478) (149,701,009) (155,376,759) Grants & Contributions from Others (11,195,128) (9,742,893) (8,843,112) (9,284,797) (9,276,954) Fees and Service Charges (68,658,454) (70,855,494) (73,369,919) (76,206,561) (78,746,015) Proceeds from Borrowing (11,129,000) (15,909,000) (17,597,000) (3,445,000) (4,000,000) Other (3,893,004) (4,187,530) (4,185,213) (3,983,193) (4,115,763)

Transfers:

Collections for Other Governments (82,235,000) (84,235,000) (86,235,000) (86,235,000) (86,235,000) Transfer from Reserves (26,823,861) (17,167,684) (19,558,410) (16,490,784) (9,735,960) Transfer from DCC’s (13,984,704) (11,582,705) (12,726,704) (12,479,704) (13,356,704)

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Schedule “A” City of Coquitlam 2013 Five Year Financial Plan Bylaw No. 4367, 2012 Consolidated Funds Summary of Revenues & Expenditures 2013 Five Year Financial Plan

Schedule “B” 2013 – 2017 Financial Plan Revenue Plan Objectives and Policies

Sources of Revenue The pie chart below depicts the proportionate share of revenue received from the various funding sources in 2013.

SOURCES OF REVENUE SOURCES OF REVENUE Consolidated Financial Plan 2013

Consolidated Financial Plan 2013

Debt Casino Revenue 5% 3%

Grants 4% Debt

5%

City of Coquitlam Five-Year Financial Plan 2013 - 2017 104

Grants 4% Cost Recoveries & Sundry 3%

Investment Income 2% Taxation 54% Fees, Rates and Service Charges 29%

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Appendix

Investment Casino Revenue Income 3% 2%

Cost Recoveries & Sundry 3%

Fees, Rates and Service Charges 29%

Taxation 54%

Financial Planning Principles, as they relate to Revenue: Growth Pays for Itself - New development should substantially pay for the increased infrastructure required to service it.

User Pay - It is preferable to charge a user fee for services that are identifiable to specific users instead of levying a general tax to all property owners.

Equity - Property owners in Coquitlam should be treated in a fair and consistent manner. The tax calculation methodology must be consistent, transparent, understandable and comparable to neighbouring jurisdictions.

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Property Tax Revenue % by Class PROPERTY TAX REVENUE % BY CLASS 2007 - 2011

PROPERTY TAX REVENUE % BY CLASS 2008 - 2012

(Source: City of Coquitlam Financial Services Department) (Source: City of Coquitlam Financial Services Department) Percent

2008

2009

2010

2011

2012

Percent

70.00

2007

2008

2009

2010

2011

70.00 60.00

60.00 50.00

50.00 40.00

40.00

City of Coquitlam Five-Year Financial Plan 2013 - 2017

Schedule “B”

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30.00

30.00

Appendix

20.00

20.00

10.00

10.00

0.00

0.00

Residential Residential

Commercial Industrial

Industry Commercial

Others Others

In an effort to maintain or strengthen the financial health of the City, it is desirable to attract residential, commercial and industrial development to ensure the City of Coquitlam’s economic and employment base can keep pace with population growth. The financial plan includes a strategy to facilitate commercial and industrial development in conjunction with residential growth.

Coquitlam residents have historically benefited from low-to-mid level residential property taxes in comparison to our neighbours in the lower mainland, while our business-class rates have been among the highest. In an effort to address this historical inequity in tax distribution between residential and business classes, Coquitlam Council has been attempting to lessen the impact of tax increases on business classes by shifting the tax burden each year to other classes, primarily residential. In 2013, Coquitlam continued the 1.0% to further support business in Coquitlam.

The impact of this policy in 2013 is a reduced increase to the business tax rate from the average of 2.95% to 2.34% and an increased rate for residential property uses of 3.34%. This policy has been in place for the past 18 years with a cumulative impact of a 17% shift in the tax burden from business properties to residential properties.

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City of Coquitlam Financial Services Division 3000 Guildford Way Coquitlam, B.C. V3B 7N2 Tel 604.927.3030 Fax 604.927.3035