Five Year Financial Plan 2006-2010

Document Sample
Five Year Financial Plan 2006-2010 Powered By Docstoc
					CITY OF COQUITLAM


Five Year
Financial Plan
2006–2010
�����������������


���������
��������������
�����������
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Coquitlam Mayor and          BACK ROW
                             Councillor Richard Stuart
City Council
                             Councillor Brent Asmundson
                             Councillor Barrie Lynch
                             Councillor Doug Macdonell


                             FRONT ROW
                             Councillor Lou Sekora
                             Councillor Mae Reid
                             Mayor Maxine Wilson
                             Councillor Louella Hollington
                             Councillor Fin Donnelly




                                                             iii
     CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




     The Government Finance Officers Association of the United States and Canada (GFOA) presented
     a Distinguished Budget Presentation Award to City of Coquitlam, British Columbia for its annual
     budget for the fiscal year beginning January 1, 2005. In order to receive this award, a governmental
     unit must publish a budget document that meets program criteria as a policy document, as an
     operations guide, as a financial plan, and as a communication device.


     This award is valid for a period of one year only. We believe our current budget continues to conform
     to program requirements, and we are submitting it to GFOA to determine its eligibility for another
     award.




iv
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Message from Mayor Maxine Wilson

It is my pleasure to present the 2006-2010 Financial Plan for the City of Coquitlam. This plan is
developed each year with input from the community members on their priorities, and through the
contributions of both staff and Council to develop a budget that addresses these priorities while
balancing the need to keep taxes down. Thanks to these combined efforts, we are again moving
ahead with a financial plan that is very focused on priorities in a manner that will move us towards
a safe and sustainable community.


This plan lays a foundation to ensure that there is money in reserves to update roads every 20 years,
and to address aging infrastructure such as our recreation facilities as needed. It also involves
increased funding to support the RCMP and Fire/Rescue services. This focus reflects the top two
priorities identified by our community – safety and transportation, and Council has invested in
these areas – both in terms of addressing needs today, and in the future.


Supporting a healthy and safe community involves a lot of factors. It’s about public safety – and
we’ve taken more important steps to support this area. It’s about a safe and reliable transportation
system, which is being significantly improved every year. It’s about encouraging healthy living
through convenient and high quality recreational pursuits. And it’s about financial sustainability, so
that we can both pay for those programs and services today – and fund them appropriately in the
future.


I’m very proud of the way this budget is addressing these priorities – and my thanks go to Council
for the many hours of discussion and deliberation that went into establishing this Financial Plan. I
now look forward to seeing projects, programs and services in this plan implemented to benefit our
community in the future.




Maxine Wilson
Mayor




                                                                                                        v
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2005–2009




Table of Contents
Coquitlam Mayor and City Council .. .. .. .. .. .. .. .. .. .. .. .. . iii   Chapter 5—2006 Financial Plan Overview . .. .. .. .. .. .. .. 51
                                                                             Consolidated Statement of Financial Activities
Distinguished Budget Presentation Award . .. .. .. .. .. .. .. . iv
                                                                             Major Fund Balances

Message from Mayor Maxine Wilson.. .. .. .. .. .. .. .. .. .. .. .. v        Consolidated Revenues by Type
                                                                             Grants
Chapter 1—Executive Summary .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 1   Revenues—Sewer and Drainage

Introduction                                                                 Revenues—Water
Governing Policy and Regulatory Requirements                                 Expenditures by Department
The Challenge—Principal Issues Affecting Financial Planning                  Cost to the Average Homeowner in Coquitlam
2006 Five-Year Financial Plan Highlights
Utility Budgets
                                                                             Chapter 6—2006 Five-Year Operating Plan Overview. .. 73
Tax Rates
                                                                             Operating Planning Process
                                                                             2006 Service Changes
Chapter 2—City of Coquitlam Profile.. .. .. .. .. .. .. .. .. .. .. .. 9
                                                                             Financial Impact Per Household
Coquitlam—Thriving City—Rich in History                                      Manager’s Office
The Early Years                                                              Corporate Services
Coquitlam Profile and Demographics                                            Leisure and Parks Services
Population                                                                   Engineering and Public Works
City Council                                                                 Planning and Development
Committee of the Whole                                                       Fire/Rescue
2006 Civic Directory                                                         Police Services—Coquitlam RCMP Detachment
City Organization
Full-Time Equivalent (FTE) Analysis
                                                                             Chapter 7—Five-Year Capital Plan Overview. .. .. .. .. .. 109
                                                                             Sustainability Challenges for Infrastructure
Chapter 3—City Policies and Directions .. .. .. .. .. .. .. .. .. 19
                                                                             Capital Process
Coquitlam Vision and Strategy—Strategic Plan 2003                            2006–2010 Capital Plan
From Vision to Reality                                                       2006 Capital Projects
Business Plan
Coquitlam’s 12 Corporate Objectives
                                                                             Chapter 8—Appendix . .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. .. 119
Tracking Progress Towards Goals
                                                                             Glossary
Financial Policies and Processes
                                                                             City of Coquitlam—Corporate Strategic Plan Survey
                                                                             Financial Plan and Strategic Goals Tracking Survey Questionnaire
Chapter 4—The Financial Planning Process .. .. .. .. .. .. .. 45             City of Coquitlam—Bylaw No. 3728, 2005
Key Budget Assumptions
The Financial Planning Process
Chapter 1

Executive Summary




Introduction

Coquitlam’s 2006 Five-Year Financial Plan (Financial Plan), adopted by City Council in December 2005,
stems from Strategic Plan 2003 and provides the detailed analysis and planning for City revenues and
                                               Charter
expenditures. In compliance with the Community Charter, the Financial Plan is developed through
public consultation, Council direction, and a corporate perspective. The Financial Plan complements
and supports Coquitlam’s Business Plan objectives, which in turn support achieving the strategic
goals for the city.


The Financial Plan incorporates an average property tax increase of 3.15%, a water rate increase
of 14% and a sewer and drainage rate increase of 6%. For an average residential home, the total
municipal property taxes and utility levies will be approximately $1,909, an increase of $89 over the
2005 level. The anticipated property tax rate increase for 2007 through 2010 ranges between 2.1 %
and 3.4%.


The revenues and expenditures identified are necessary to deliver City services and programs to
the standard established by Council as well as addressing the requirements of the Community
Charter and other regulatory bodies. Council has approved initiatives that have been prioritized in
accordance with priorities and issues identified by the community and in a manner that adheres to
the core principles of sustainability.




                                                                                                        1
                CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                Governing Policy and Regulatory                    The Challenge—Principal Issues
                Requirements                                       Affecting Financial Planning

                The Community Charter requires that a Five-        The City of Coquitlam’s principal activities
                Year Financial Plan for both operating and         include the provision of local government
                capital expenditures be adopted by May 15th        services to residents. Services provided
                of the first year of the plan. In addition, the     include police and fire protection, solid waste
                Community Charter directs that the public          collection, management of roads, water,
                must be consulted prior to adoption of the         sanitary   and    storm    sewers    and    parks
                Financial Plan. Accordingly, this Financial        infrastructure, and delivery of leisure and
                Plan has been prepared based on the public         cultural services. The City also acts as a
                consultation completed during the course of        regulatory body with respect to business
                2005. In addition, a Financial Plan telephone      licensing, building permits and inspection,
                survey was completed in 2005 by Ipsos Reid         land use and development planning, and
                involving 400 homes, soliciting information        subdivision approval services. Services such as
                about service preferences, importance and          library and cultural pursuits are provided
                satisfaction.   Once    again    transportation    through other boards and partnerships with
                and public safety are the top priorities for       other governments.
                residents – these priorities are reflected in the
                new initiatives and capital program for 2006       Through the adoption of Regional Context

                in this Financial Plan. Coquitlam recognizes the   Statements, Council has committed to working

                importance of strategic planning and uses its      towards the Growth Management Targets set

                Strategic Plan 2003 to guide decision-making       by the Greater Vancouver Regional District

                and enable the organization to remain focused      (GVRD). This growth rate will increase the

                on the priorities identified by the community.      current population to 206,000 and triple the

                Coquitlam’s Business Plan, City-wide Official       employment base to 71,000 by 2021. This

                Community Plan and Financial Plan flow from         growth will need to be supported by services

                this strategy and provide the details on how       related to transpor tation, utilities, schools and

                City Council and staff will allocate funding       other infrastruc ture that are costly and require

                and implement programs and services.               more than just civic support. There are two
                                                                   pervading factors that influence most of the
                For more details on the Financial Planning         issues facing the City of Coquitlam both in the
                Process, please see Chapter 4.                     near term and distant future. They are
                                                                   sustainability and fiscal reality.




2   CHAPTER 1
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Externally, the City of Coquitlam is faced with      The City of Coquitlam has invested heavily in
consequences as a result of the economic             new capital infrastructure, buildings, roads
challenges of the Federal and Provincial             and underground utilities over the years, but
governments evidenced by:                            needs to develop a better replacement and

•   new or expanded service requirements             maintenance program to provide financial

    as a result of shift in responsibility from      stability. Recognizing the importance of sound

    other levels of government to municipal          sustainability plans for our infrastructure, City

    level;                                           Council has initiated the development of long-
                                                     range financial policies. With these sound
•   the decline in direct financial support of
                                                     goals and community direction established,
    municipal operations; and
                                                     the challenge now facing Coquitlam is how
•   the requirements to provide the
                                                     to manage the significant economic realities
    infrastructure to support the population
                                                     while dealing with:
    growth resulting from senior government
    policy decisions.                                •   public resistance to increases in property
                                                         taxation and user fees;
Internally, as government grants and interest
                                                     •   expectation of the continuance of
rate-sensitive revenues decline, property taxes
                                                         services that have traditionally been
and user fees become the principal funding
                                                         provided;
sources for increased service delivery costs and
maintenance of an expanding infrastructure           •   public opinion ranging from
base. Coquitlam currently operates with                  recommendations to shrink government
residential tax rates that are comparable to             and eliminate non-essential services to
other municipalities of a similar size as well as        demands for more social, cultural and
its neighbours in the Tri-Cities area; however,          recreational services that promote a more
its commercial and industrial tax rates are              balanced and healthy society; and
less competitive. To protect the sustainability
                                                     •   the establishment of future replacement
of its emerging business sector, Coquitlam
                                                         and sustainability policies.
is taking steps to develop a better balance
between industrial and commercial rates and
                                                     In order to continue providing adequate ser-
residential rates. This is a difficult process that
                                                     vices under these conditions, Council will, over
will take time, but it is necessary to provide a
                                                     the next three years, examine and prioritize
more competitive footing for existing business
                                                     City services in order to provide services
and to attract new business.
                                                     acceptable to the public while continuing
                                                     to achieve the longer term vision of making
Coquitlam has also investigated alternative
                                                     Coquitlam a city where people choose to live,
revenue sources and is gradually shifting to
                                                     work and play.
a more comprehensive user-pay approach
in an attempt to become more financially
sustainable.


                                                                                                         3
                CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                2006 Five-Year Financial Plan                        •     Replacement of the Fire/Rescue
                                                                           Department radio communication system
                Highlights
                                                                           ($350,000);

                REVENUES                                             •     Additional funding to support the start-
                                                                           up and operations of the New Poirier
                It is estimated that new growth will generate              Aquatic Facility ($290,000);
                approximately $2 million in additional taxation
                in 2006. It is expected that the additional          •     Increased support for the Coquitlam

                assessment revenue will be driven primarily                Public Library ($63,000);

                by multi-family residential development in           •     Increased support for Place des Arts
                the Town Centre and increased commercial                   ($43,000);
                development.       Mixed-use       high-rises   in
                the Town Centre and Lougheed areas are               •     Increased support for the Evergreen

                anticipated to be developed in the later years             Cultural Centre ($21,000);

                of the Financial Plan. The Financial Plan also       •     Increased support for Place Maillardville
                includes additional traffic fine revenue of                  ($29,000);
                approximately $174,000.
                                                                     •     Increased support for the Coquitlam
                                                                           Heritage Society ($12,000); and
                EXPENDITURES
                                                                     •     Increased mowing frequency for sports
                The Financial Plan incorporates an overall
                                                                           fields ($42,000).
                increase in taxes of 3.15% over 2005
                levels. This increase is a result of inflation,
                                                                     PUBLIC SAFETY
                contractual increases and additional services.
                The additional services include:                     Public Safety is a top priority for new funding

                •   A Crime Reduction Strategy - including           in the 2006 Financial Plan. The RCMP will

                    nine additional RCMP members, a crime            be receiving nine new officers, three new

                    analyst, enhanced civilian and auxiliary         civilian positions and funding for the Regional

                    support, cost shared with Port Coquitlam         Emergency Response Team. Coquitlam’s share

                    (Coquitlam’s share $783,000);                    of these initiatives is $943,000 or 51% of the
                                                                     new initiatives included for 2006.
                •   Funding to support a Regional RCMP
                    Emergency Response Team ($160,000);              The     Fire/Rescue      Department   was    also
                                                                     acknowledged through the funding of a new
                •   Year three of a five year program to
                                                                     radio system. Replacing the radio system was a
                    provide funding for a Comprehensive
                                                                     priority for firefighters and will enhance safety
                    Pavement Rehabilitation Program
                                                                     for both the firefighters and the community.
                    ($730,000);




4   CHAPTER 1
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




A Strategic Plan for the fire services is being      benefit of these facilities with no immediate
completed but the public safety considerations      tax impact. However, over the years these
associated with a new radio system warranted        facilities age and when replacement becomes
having this request approved in advance of the      necessary, no funds had been set aside for
Strategic Plan.                                     this purpose. The use of the City’s Municipal
                                                    Capital Fund (derived from casino revenues)
The RCMP and Fire/Rescue Department                 allows the City to replace or expand those aging
represent a significant part of the overall          facilities again with no immediate tax impact.
budget for the City of Coquitlam.             The   However, to ensure that replacement funds
operating budget for the City of Coquitlam,         are available in the future, Council has made
excluding utilities, is $114 million. The largest   a commitment to contribute an amount to the
department expenditure is the RCMP, with            Coquitlam Legacy Fund for each asset built or
an annual operating budget of $21 million or        replaced in this manner. The calculation of the
18%. The next largest department is the Fire/       legacy fund contribution is based on the value
Rescue Department, with an annual budget            of the asset amortized over the expected asset
of $14.6 million or 13%. In 2005, City Council      life with a nominal interest charge to ensure
also funded an Incident Command Vehicle at          that 20 or 30 years from now, when the asset
a value of $450,000, which is now operational       needs to be replaced, adequate funds are
and assists these departments in the event of       available. Over time, the small tax increases
major emergencies.                                  that result from this prudent financial decision
                                                    will build long-term financial sustainability
City Council has recognized the importance
                                                    into the City’s infrastructure management
of public safety and the valued contributions
                                                    program. The average home in Coquitlam will
made     by    the     RCMP    and    Fire/Rescue
                                                    pay an additional $4.60 in 2006 to help ensure
Department. This is reflected in the funding of
                                                    the funding is in place when civil facilities need
their new requests and base budget in 2006.
                                                    to be replaced or expanded.


S U S TA I N A B L E I N F R A S T R U C T U R E
                                                    C A P I TA L E X P E N D I T U R E P R O G R A M

The City has made significant strides towards
                                                    The proposed capital plan includes $167
long-term infrastructure management in
                                                    million in total spending over the five-year
the 2006 budget by providing additional
                                                    period, which is funded by a combination of
funding for Pavement Rehabilitation and by
                                                    general revenue, DCC’s, grants and reserves.
contributing to the Coquitlam Legacy Fund for
                                                    Over the five years of the plan, $66 million
all assets funded by the Municipal Capital Fund.
                                                    will be spent on the number one priority of
In the past, the City used the proceeds from
                                                    Coquitlam residents - transportation.        This
land sales for the construction of necessary
                                                    significant level of transportation spending
civic facilities.    The result of this financing
                                                    is possible as a result of a number of funding
approach is that the community receives the
                                                    mechanisms that have come into place over


                                                                                                         5
                CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                the past years, including TransLink funding
                for the Major Road Network, the City’s
                                                                 Community Corridor Road Network (CCRN)
                Transportation DCC Program and the City’s
                                                                     – Rehabilitation
                Road Rehabilitation Program. In addition, the
                proposed plan includes $34 million for parks     •   Pavement reconstruction and resurfacing
                and civic facilities and $51 million on water,       on various collector roads including
                sewage and drainage utilities.                       Rochester, Winslow, Foster, Porter,
                                                                     Robinson and Alderson for approximately
                Highlights of the 2006 program include:              $2.6 million.

                Major Road Network (MRN) – Capacity              Local Road Network (LRN)
                Improvements
                                                                 •   Pavement rehabilitation in Maillardville
                •   Intelligent Transportation Systems in            for $2 million.
                    the amount of $450,000 for fibre optic
                                                                 Parks, Open Space and Leisure Facilities
                    communications, enhanced traffic signal
                    controllers and design of an enhanced        A number of projects are included in the 2006
                    Central Traffic Signal Control System; and    Financial Plan. Key projects related to this plan
                                                                 include:
                •   Capacity improvements, such as left turn
                    bays at Como Lake and Porter; Como Lake      •   Civic Facility Renewal Program for $5
                    and Poirier; and United and Burbridge;           million;
                    and
                                                                 •   Parkland Acquisition for $2 million;
                •   Capacity improvement including one
                                                                 •   Town Centre Artificial Sports Field for
                    additional north-bound lane on North
                                                                     $475,000;
                    Road at Lougheed.

                                                                 •   Blue Mountain Park Field Light Upgrade
                Major Road Network (MRN) – Rehabilitation
                                                                     for $300,000;
                •   Pavement reconstruction and resurfacing
                                                                 •   Additional funding for the Town Centre
                    on Lougheed, Brunette, Guildford Way
                                                                     50+ Centre of $850,000;
                    and United Blvd for approximately $1.1
                    million.                                     •   Civic Square design; and

                Community Corridor Road Network (CCRN)           •   Preparation of a Leisure and Parks Master
                – Capacity Improvements                              Plan.

                •   Widening of Rochester, from Marmont to
                    Laurentian, to the collector road standard
                    for approximately $1.3 million.




6   CHAPTER 1
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                      budget in 2006. As a result of anticipated
                                                      future capital costs, the Sewer &

Utility Budgets                                       Drainage Budget proposed includes a
                                                      rate increase of 6.0% for each year of the
The Financial Plan includes budgets for water,        Financial Plan.
sewer & drainage and solid waste utilities that
                                                  •   The 2006 annual Financial Plan for
are self-financing through their respective user
                                                      Solid Waste totals approximately $3.9
rates:
                                                      million. No rate increase is proposed for
•   The 2006 Financial Plan for the Water             2006 to the solid waste levy of $155 per
    Fund totals approximately $14 million             household
    per annum of which $2 million is directed
    towards capital, and $6.6 million to the
    GVWD for water purchase costs. This
    GVWD levy has increased approximately
    17.0% from 2005 levels. This is mainly
    attributable to the funding required for
    the upcoming capital improvements
    related to the Seymour Filtration
    plant. The impact of GVWD water
    purchase costs is approximately 47%
    of the budget for 2006, resulting in
    a proposed rate increase in 2006 of
    14.0% and rate increases ranging from
    3% to 12% in the last four years of the
    plan to accommodate GVWD increases
    anticipated in future years.

•   The 2006 Financial Plan for the Sewer
    & Drainage Fund totals approximately
    $20 million per annum, of which
    approximately $3 million is directed
    towards capital and $7.6 million to
    the GVS&DD for trunk collection and
    treatment costs. The impact of the
    GVS&DD levy on sewer and drainage
    operations is approximately 40% of the




                                                                                                   7
                CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                Tax Rates

                Historically, Coquitlam’s residential tax rate has been one of the lowest in the region; whereas, the
                business class rate has been higher on a comparative basis than other communities. Over the past
                ten years, the City has been making efforts to lessen the impact of tax increases on the commercial
                and industrial classes to reduce the gap between these rates. The Financial Plan has been prepared
                on the basis of a continuation of this practice.


                Specific tax rates must be approved by May 15th of each year. The tax rates bylaw will be presented to
                Council for adoption in the spring of 2006 once final information is received from the BC Assessment
                Authority related the growth in taxation assessment.


                The tax rate bylaw is due to be adopted in May 2006.




                                                                                  2005          2006 Budget
                   MUNICIPAL LEVY                                           $74,969,313             $79,617,000

                   Other Governments
                   School Levy (Current Year Not Available)                 $50,979,694             $55,000,000
                   Greater Vancouver Transportation Authority                 $9,745,084            $11,000,000
                   BC Assessment                                              $1,662,235             $2,000,000
                   Municipal Finance Authority                                    $4,031                  $5,000
                   Greater Vancouver Regional District                        $1,566,861              $1,700,000
                                                                            $63,957,905             $69,705,000

                   TOTAL                                                   $138,927,218            $149,322,000




8   CHAPTER 1
Chapter 2

City of Coquitlam Profile




Coquitlam—Thriving City—Rich in History

                                          With its thriving town centre,
                                          growing retail and business sector
                                          and a host of tourism activities,
                                          Coquitlam is a dynamic city with
                                          a commitment to community-
                                          based living. 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 multiple
                                          recreational facilities. Centered in
                                          the heart of the Lower Mainland,
                                          Coquitlam’s natural advantages
                                          include quick access to downtown
                                          Vancouver and the US border, and
                                          a strong economic base.




                                                                                 9
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 The Early Years                                     Coquitlam Profile and
                                                                     Demographics
                 The earliest residents of this area were the
                 Coast Salish. Although Simon Fraser passed          Coquitlam is ideally situated in the geo-
                 through the region in 1808, European settle-        graphical heart of the Lower Mainland,
                 ment did not begin until the 1860s. Coquitlam       close to Vancouver and the US border. With
                 began as a “place-in-between” and its early         its thriving town centre, growing retail
                 history is one of settlement and agriculture.       and business sector and a host of tourism
                 Growth was slow and steady and, in 1891, the        activities, Coquitlam is leveraging its economic
                 municipality of the District of Coquitlam was       development advantages as a dynamic city
                 officially incorporated. The young municipality      with a commitment to community-based
                 got its first boost in the dying years of the 19th   living. Coquitlam offers the vibrant action
                 century with the opening of Fraser Mills, a         of a growing city combined with a beautiful
                 $350,000, then state-of-the-art lumber mill on      natural setting boasting abundant parks and
                 the north bank of the Fraser River. By 1908, a      green space, along with arts and cultural
                 mill town of 20 houses, a store, post office,        venues and multiple recreational facilities.
                 hospital, office block, barber shop and pool         It is home to Minnekhada Regional Park, the
                 hall had grown around the mill.                     southern portion of the massive Pinecone
                                                                     Burke Provincial Park and Western Canada’s
                 A year later one of the most significant events
                                                                     first botanical garden. As well, its many parks
                 in Coquitlam’s history took place when a
                                                                     and trails include features ranging from picnic
                 contingent of 110 French Canadians arrived,
                                                                     areas and playgrounds to outdoor pools, spray
                 recruited for work at Fraser Mills. With the
                                                                     parks and sports fields. Coquitlam’s arts and
                 arrival of a second contingent in June 1910,
                                                                     culture community is thriving at Evergreen
                 Maillardville was born.
                                                                     Cultural Centre, Place Maillardville, Place
                                                                     des Arts, Mackin House and other cultural
                 Maillardville, named for Father Maillard, a
                                                                     sites representing the area’s rich history and
                 young Oblate from France, was more than just
                                                                     growing arts community. Coquitlam is also a
                 a French-Canadian enclave in Western Canada.
                                                                     hotbed of retail tourism, with the expanded
                 It was a vibrant community, the largest
                                                                     Coquitlam Centre Mall and the United
                 Francophone centre west of Manitoba, and
                                                                     Boulevard home improvement and décor
                 the seed for the future growth of Coquitlam.
                                                                     box store corridor attracting millions of retail
                                                                     tourists each year.


                                                                     Coquitlam’s diverse neighbourhoods each
                                                                     offer a broad range of community services and
                                                                     special amenities. As Western Canada’s oldest




10   CHAPTER 2
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




and largest French community, Maillardville         Population
offers the distinctive charm of French street
signs and turn of the century heritage homes.       Coquitlam’s current population is 121,973 and
Coquitlam’s Town Centre is a newer, 715-            the city continues to see steady growth.
hectare community with more than 9,400
homes and a wide variety of commercial as           2 0 0 1 C E N S U S R E S U LT S
well as civic, cultural and educational services.
The Town Centre is one of Canada’s few              The 2001 Census population of Coquitlam is
city centers where seniors and teenagers go         112,890, a 10.9% census-to-census increase
fishing and the children can watch the salmon        since 1996.
spawning each year. North of the Town Centre
                                                    Coquitlam remains fifth in population within
is Westwood Plateau, featuring 570 hectares
                                                    the Region:
of residential development, two golf courses
and 283 hectares of greenbelt.                      Increase from 1996
                                                                         Population    % Increase
Both Douglas College and Coquitlam College
                                                    Vancouver              545,671              6.2%
offer post-secondary education programs
                                                    Surrey                 347,825             14.2%
in Coquitlam. Coquitlam’s business-friendly
                                                    Burnaby                193,954              8.2%
environment     attracts   the   full-range   of
                                                    Richmond               164,345             10.4%
business interests. From big box stores and
                                                    Coquitlam              112,890             10.9%
major retailers to business and industrial parks
and the entertainment, hospitality and film          Coquitlam continued to be among the fastest
industries. Small, medium and large businesses      growing municipalities in the Region:
thrive in Coquitlam thanks to its ideal location
                                                    Increase from 1996
and dedicated, well-educated workforce.
                                                    Anmore                                     39.9%

Coquitlam—where visitors are welcomed,              Port Moody                                 14.2%

businesses excel and residents are valued.          Surrey                                     14.2%
                                                    Maple Ridge                                12.5%
                                                    Coquitlam                                  10.9%
                                                    New Westminster                            10.8%
                                                    Richmond                                   10.4%
                                                    Port Coquitlam                              9.8%




                                                                                                       11
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 INDUSTRY                                      HOUSEHOLD INCOME


                 Manufacturers (25+ employees) = 25            In Coquitlam there was a 6% decrease in the
                                                               number of private households that have an
                 Some major employers:                         income of less than $20,000 and a 38% increase
                 IKEA                                          in the number of households that have an
                 Art in Motion                                 income of $80,000 or greater. Coquitlam’s
                 The Real Canadian Superstore                  median income for households is $52, 657.
                 Superior Poultry Processors
                 Factors Group of Nutritional Companies Inc.                                1995           2000

                 School District No. 43                        Under $20,000                 19%           15%

                 Riverview Hospital                            $20,000–$39,999               21%           21%

                 Great Canadian Casinos Inc.                   $40,000–$59,999               20%           20%

                 Coca-Cola Bottling                            $60,000–$79,999               17%           15%

                 Canadian Waste Services                       $80,000 and over              24%           29%

                 Westwood Plateau Golf and Country Club
                 Sears Canada
                                                               I M M I G R AT I O N
                 The Bay

                                                               In 2001, 37% of Coquitlam’s population were
                 Schools:
                                                               immigrants; this is up from 32% in 1996 .
                 School District 43—77 Schools from K-12
                 Private Schools
                                                               L ANGUAGE
                 Douglas College (David Lam Campus)
                 Coquitlam College                             The top five languages spoken at home in
                 University—proximity to Simon Fraser          Coquitlam are:
                 University in neighbouring Burnaby
                                                                                            1996           2001
                                                               English                       79%           82%
                                                               Chinese                       10%           10%
                                                               Korean                         2%            3%
                                                               Persian (Farsi)                1%            1%
                                                               Spanish                       0.4%          0.4%




12   CHAPTER 2
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




HOUSING TYPES                                    The Mayor is head of Council and, according to
                                                                              Charter
                                                 Section 116 of the Community Charter, is the
The 2005 median real estate prices in the        Chief Executive Officer of the City. In addition
MLS Housing Price Index for single-family        to having the general powers of a Council
residences are: detached home, $500,606;         member, the Mayor has the following special
attached/townhouses,          $325,821    and    powers:
apartments, $212,499.
                                                 •   to see that law for improvement and
                                  1996   2001
                                                     good government is carried out;
Single-Family Duplex               66%    64%
Low-rise Apartment Buildings       23%    24%    •   to recommend to Council bylaws,
(under 5 storeys)                                    resolutions and measures for peace, order
Townhouse                           7%     8%        and good government within the scope of
High-rise Apartment                 4%     4%        Council’s authority under the Community
Buildings (5 storeys and over)
                                                     Charter;
Total number of                  35,730 40,220
housing units                                    •   to establish Standing Committees
                                                     as deemed appropriate and appoint
                                                     members of Council to same;
City Council
                                                 •   to monitor the conduct of officers and
Coquitlam Council is composed of a Mayor             employees and direct the management
and eight Councillors who are democratically         of City business and affairs, including the
elected and hold office for a three-year term.        suspension of officers and employees, if
Council is the legislative arm of the organi-        necessary;
zation. In Coquitlam, Council establishes the
                                                 •   to discipline officers and employees for
Vision, Mission and Goals for the organization
                                                     negligence, carelessness and violations
through the adoption of the Strategic Plan.
                                                     of duty within the scope of his/her
As well, Council has the responsibility
                                                     authority; and
for exercising virtually all legislative and
administrative    authority   conveyed   upon    •   to return a bylaw or resolution for the
the City by the Province of British Columbia         reconsideration of Council.
through the Community Charter and other
                                                 Together, the Mayor and Council are
statutes. This authority is vested in Council
                                                 ultimately responsible for establishing the
through the adoption of bylaws or resolutions
                                                 policies of the City, for carrying out those
at a duly constituted meeting where a quorum
                                                 policies, and for the general administration of
of Council or otherwise sufficient number of
                                                 civic business.
members are present to meet the requisite
legal requirements of the statutes and
procedural bylaws.



                                                                                                   13
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Committee of the Whole                             Business and Economic Development
                                                                    Committee
                 Coquitlam has a Committee of the Whole,
                 which is composed of all members of Council.       Addresses topics such as: transportation

                 The Committee’s mandate is to review and           matters pertaining to the City’s commercial

                 make recommendations to Council in the             and industrial areas, the City’s business

                 areas of policy formulation and decisions          community, tourism, accessibility/disability

                 that support the City’s Strategic Goals and        issues and neighbourhood planning.

                 accompanying      strategic   directions.   This
                 Committee structure provides all members           Recreational and Cultural Services
                                                                    Committee
                 of Council with the opportunity to review
                 reports, receive delegations and presentations,    Addresses topics such as: recreational, educa-
                 request additional information and provide         tional and cultural services, parks, trails and
                 direction on each topic area prior to debate       greenspace, entertainment, activities for all
                 and decisions at Council Meeting.                  ages, affordability, tourism and accessibility/
                                                                    disability issues.

                 ADVISORY COMMIT TEES
                                                                    Administrative Services Committee
                 Coquitlam’s Advisory committees are aligned
                                                                    Addresses       topics   such   as:   providing   a
                 with its four strategic goal areas: Live, Work,
                                                                    local perspective in the development and
                 Play, and Leadership. They involve community
                                                                    monitoring of the City’s Balanced Scorecard
                 volunteers appointed by Council, with two
                                                                    and set of community sustainability indicators
                 Council members who sit as Chair and Vice
                                                                    for the City.
                 Chair.


                 Liveable Communities Committee
                 Addresses topics such as: transportation
                 mat ters pertaining to the City’s residential
                 areas, affordable housing, multiculturalism,
                 heritage, neighbourhood planning, accessibil-
                 ity/disability issues, community health and
                 safety and environmental matters.




14   CHAPTER 2
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




2006 Civic Directory         Officials
                             W. Jones
Mayor
                             City Manager
Maxine Wilson
                             T. Wingrove

Councillors                  General Manager, Corporate Services

Brent Asmundson              J. McIntyre
Fin Donnelly                 General Manager, Planning & Development
Louella Hollington
                             Edie Doepker
Barrie Lynch
                             General Manager, Leisure & Parks Services
Doug Macdonell
Mae Reid                     K. Wright
Lou Sekora                   General Manager, Engineering & Public Works
Richard Stewart
                             G. Buchanan
                             Fire Chief
Auditors
KPMG Chartered Accountants   P. Lepine
                             RCMP Superintendent
Banker
Scotia Bank




                                                                           15
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 City Organization

                 The City of Coquitlam has the following operational departments:




16   CHAPTER 2
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Full-Time Equivalent (FTE) Analysis

To be conservative, the City of Coquitlam budgets full staff complement in all departments.
Accordingly, 903.9 full-time equivalents (FTE’s) are budgeted for 2006, including full-time, part-time,
auxiliary, casual staff and RCMP members. Historical comparisons for departmental FTE’s are shown
below:


FULL-TIME EQUIVALENTS (FTE’S) PER DEPARTMENT INCLUDING RCMP MEMBERS
                                                           2003   2003   2004   2004   2005   2005                                                       2006
                                                         BUDGET ACTUAL BUDGET ACTUAL BUDGET ACTUAL                                                     BUDGET
Department                                                  FTE    FTE    FTE    FTE    FTE    FTE                                                         FTE

Manager’s Office                                             23.7                   23.1                   21.5          23.2           21.4    23.9        21.5
Corporate Services                                         80.8                 83.0                    83.5            81.5           85.8    84.3       86.6
Leisure & Parks Services                                   214.7               218.1                   218.6           221.8          221.5    227.0      225.2
Engineering & Public Works                                 136.4               136.3                   136.4           139.1          141.6    140.3       145.1
Planning and Development                                      55.1               52.3                    55.4           52.2           65.4     57.4      64.0
Fire/Rescue                                                141.2               134.9                   142.1           139.0          142.6    135.5      142.6
RCMP                                                       197.5               187.7                   203.2           196.0          209.7    202.7      218.9

                                                          849.4                835.4                   860.7           852.8          888.0    871.1     903.9


As seen in the chart below, this 2006 estimate of 903.9 FTE’s has increased from a budget of 888 FTE
in 2005, 860.7 FTE’s in 2004 and 849.4 in 2003 (including RCMP members):


B U D G E T E D F T E ’ S P E R D E PA R TM E N T 20 03 TO 20 0 6
INCLUDING RCMP MEMBERS

            250



            200


                                                                                                                                                       2003 FTE
            150                                                                                                                                        2004 FTE
                                                                                                                                                       2005 FTE
                                                                                                                                                       2006 FTE
FTE's (#)
            100



            50



             0
                  Manager's Office




                                    Corporate Services




                                                           Leisure & Parks




                                                                                Engineering & Public



                                                                                                        Development




                                                                                                                        Fire/Rescue




                                                                                                                                        RCMP
                                                                                                        Planning and
                                                               Services




                                                                                      Works




                                                                             Department
                                                                                                                                                                   17
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 The increase of 15.9 FTE’s from 2005 to 2006 was as follows:


                             I N C R E A S E I N B U D G E T E D F U L L-T I M E E Q U I VA L E N T S ( F T E )
                                   INCLUDING RCMP MEMBERS FROM 2005 TO 2006
                                                      Annualization of previous
                  Conversion of Auxilliary/Part-      year decisions, 0.5
                  time Staff to Permanent, 2.6




                                                                                              New Permanent Positions, 12.8



                 N E W PE R M A N E N T P O S I T I O N S

                 Police Services                                       6.0 RCMP members

                 Police Services                                       1.0 Crime Analyst

                 Police Services                                       1.0 Clerk Typist 3

                 Police Services                                       0.6 Identification Technician

                 Police Services                                       0.4 Records Clerk

                 Engineering and Public Works                          2.0 Sewer Maintenance Workers

                 Leisure and Parks                                     0.6 Parks Technician

                 Leisure and Parks                                     0.5 Enhanced Mowing - Sports Fields

                 Corporate Services                                    0.7 Veterinary Assistant




18   CHAPTER 2
Chapter 3

City Policies and Directions




Coquitlam Vision and Strategy—Strategic Plan 2003

Coquitlam’s City Council establishes the vision, mission, values and goals for the entire organization.
This direction from Council forms the foundation for the City’s Strategic Plan, Business Plan, Financial
Plan and Citywide Official Community Plan. Because the City government takes its direction from
Council, the organization has city-wide goals and does not develop separate values or vision
statements for individual departments. Instead, each department adheres to the organization’s
values and determines how its specific policies, programs and services should be designed to help
achieve Council’s goals and vision for Coquitlam.


Coquitlam’s Strategic Plan 2003 provides a guide for decision-making and enables the organization to
remain focused on the priorities identified by the community. The Strategic Plan is goal-oriented and
includes the City’s vision, mission, values and four cornerstone goals—Live, Work, Play and Leadership.
The long-range planning for the City of Coquitlam includes financial planning, transportation, a
parks master plan and land-use planning. The City’s other plans, such as the Business Plan, Citywide
Official Community Plan and Five-Year Financial Plan flow from this guide and provide the details on
how City Council and staff will allocate funding and implement programs and services.




                                                                                                           19
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 VISION                                          MISSION


                 The vision for Coquitlam is a community where   We serve the public interest through leader-
                 people choose to live, work and play.           ship, innovation and a focus on community
                                                                 priorities and strengths.
                 Achieving this vision will result in a
                 community:
                                                                 VA L U E S
                 •   Where people choose to live and stay;
                                                                 The following values form an important part
                 •   Where citizens feel safe and secure;        of the City of Coquitlam’s philosophy:

                 •   With a wide range of housing choices;
                                                                 Trust and Fairness
                 •   With ample parkland and natural green
                     space;                                      Employees will be treated fairly and with respect
                                                                 for their professionalism and aspirations.
                 •   Where businesses choose to locate and
                     expand;                                     An organization cannot succeed without
                                                                 a trusting work environment. Trust results
                 •   Where residents can chose to work close
                                                                 from mutual respect, fair treatment and
                     to home;
                                                                 loyalty. Creating and maintaining trust requires
                 •   Where there are transportation choices;     honest dialogue and an ongoing mutual
                                                                 commitment to fairness.
                 •   That provides leisure, educational,
                     cultural and shopping choices close to
                                                                 Pride
                     home;

                 •   Where resources are available to meet the   Our organization will take pride in the
                     current and future social, economic and     community and in our contributions to the
                     environmental needs of the community;       community.

                 •   That is well-served by an effective and     Excellence, high quality service, increased
                     efficient City government; and               levels of personal and professional commit-
                                                                 ment and initiative occur in organizations
                 •   That welcomes everyone, values cultural
                                                                 where staff take pride in their work.
                     diversity and provides opportunities and
                     choices to participate fully in community
                     life.




20   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Staff Development                                  GOALS


Employees will be provided with opportunities      Live
for professional development and training.
                                                   Create a safe and well-served community that

Organizations      that   are   committed    to    abounds with opportunity and capitalizes on

excellence recognize the need to provide           its natural beauty and culture.

continuing opportunities for staff training
                                                       STRATEGIC DIRECTIONS
and professional development at all levels.
People who are trained and motivated                   •   Convenient and Safe Transportation
adapt to change and new challenges and the
                                                       •   Attractive and Affordable Housing
community is better served by a well-trained
work force.                                            •   Celebrate Culture and Heritage

                                                       •   Distinctive Neighbourhoods
Imagination, Innovation and
Recognition                                            •   A Healthy and Safe Community

Employees will be recognized and will be               •   A Beautiful Natural Environment
encouraged and supported in their effort to
deliver improved services by being innovative in   Work
their day-to-day work.
                                                   Support a business-friendly community to
                                                   leverage assets, attract diverse business
In a successful organization, achievements are
                                                   interests and promote balanced living.
recognized and staff are acknowledged for
their contributions to the organization and the
                                                       STRATEGIC DIRECTIONS
community.
                                                       •   Well-managed Transit and

Communication and Participation                            Transportation

                                                       •   Diverse Employment and Business
Employees will be encouraged and supported
                                                           Opportunities
to work as a team for the benefit of the
community.                                             •   Responsible and Involved Business
                                                           Community
Open communication contributes to shared
information, teamwork and adaptability in an           •   Balanced Living

organization. Employees will be kept informed          •   Convenient and Innovative Business
and have the opportunity to participate in the             Services
evolution and development of the organization
and its affairs.                                       •   Business-friendly




                                                                                                  21
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Play                                                      •     Excellence in Customer Service

                                                                           •     Effective and Efficient Service
                 Create and promote a community with
                                                                                 Delivery and Management
                 abundant green space and parks along with a
                 full spectrum of entertainment opportunities              •     Responsible and Accountable

                 including   recreation,      sport   and   cultural
                 pursuits that are accessible, affordable and
                 available for all ages.                               From Vision to Reality

                     STRATEGIC DIRECTIONS                              The key steps for making this Strategic Plan a
                                                                       reality include:
                     •    An Array of Recreational, Educational
                          and Cultural Services                        •   Adopting the vision, mission, values and
                     •    Natural Advantages—Parks, Trails and             goals;
                          Green Space
                                                                       •   Reviewing the Strategic Plan at intervals
                     •    Full Spectrum of Entertainment
                                                                           of three years to keep it current with
                     •    Activities and Events for All Ages               ongoing input from the public;
                     •    Accessible and Affordable
                                                                       •   Developing indicators to evaluate
                     •    Visitors Welcomed                                progress and report to the community
                                                                           and organization periodically and the
                 Leadership                                                progress made;

                 Provide and enable effective and accountable          •   Upholding the policies and guidelines in
                 leadership with a focus on strategic planning             the Citywide Official Community Plan;
                 and policies, responsible fiscal management,
                 innovative and equitable programs, responsive,        •   Updating the Business Plan and Five-Year

                 customer-focused          services   and   positive       Financial Plan to reflect the vision and

                 relationships with the community and other                strategic directions of this Strategic Plan;

                 external organizations.                                   and

                                                                       •   Establishing a corporate philosophy,
                     STRATEGIC DIRECTIONS
                                                                           policies, programs and an organizational
                     •    An Involved and Informed
                                                                           culture that enable the City government
                          Community
                                                                           and its employees to succeed in mapping
                     •    Strategic Thinking with Long-term                a future for Coquitlam.
                          Planning
                                                                       A strategic plan is only effective when people
                     •    Positive External and Internal
                                                                       commit to its purpose and integrate the
                          Relationships
                                                                       vision, mission, values and goals into their
                                                                       daily activities. As such, the successful



22   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




achievement of Coquitlam’s vision will be         Achieving the Business Plan will enable
determined by Council and staff and their         Coquitlam to be a results-oriented organization
shared commitment to achieving the goals          that is driven by defined and measurable
identified in the Strategic Plan 2003.             outcomes tied to the City’s Strategic Plan and
                                                  Council’s vision.
Together, Coquitlam’s strategic planning mea-
sures provide city-wide focus and help to         The Business Plan:
ensure that all areas of the organization are
                                                  •   defines and prioritizes corporate
working towards a shared vision and goals as
                                                      objectives and department activities and
determined by Council.
                                                      projects as per the Strategic Plan;

Copies of Strategic Plan 2003 are available at    •   accommodates a variety of outcome
City Hall and other civic facilities and on the       measurement methodologies including
City web page at www.coquitlam.ca.                    Balanced Scorecard;

                                                  •   ensures that achievement of goals and
                                                      objectives are measurable in terms of
Business Plan
                                                      desired or expected outcomes using the
Coquitlam’s Strategic Plan outlines Council’s         City’s advanced information technologies;
vision for the community and the goals for
                                                  •   uses key indicators to ensure proactive
achieving this vision and its Business Plan
                                                      and ongoing monitoring of achievement
identifies the city-wide objectives that support
                                                      of goals and objectives so that remedial
these goals, determines the priorities for
                                                      action can be taken on a timely basis; and
each objective and provides a means to track
progress on these objectives. The department      •   provides an environment for corporate
objectives will be derived from the corporate         planning, including financial, statistical,
level plan to ensure that each department is          qualitative and activity based measures.
focused on activities that support the overall
                                                  The Business Plan outlines the 12 corporate
goals for the city. The Balanced Scorecard
                                                  objectives that support the Live, Work, Play
approach provides tools to track progress and
                                                  and Leadership goals and identifies the
helps to ensure that Coquitlam’s objectives
                                                  priorities for the upcoming year. This includes
address stakeholder needs and internal process
                                                  day-to-day processes, capital projects and
improvements, as well as financial and staff
                                                  strategic change initiatives designed to
support requirements. The Business Plan also
                                                  improve efficiency and effectiveness within
outlines and defines how the major processes
                                                  the organization.
and projects underway in the organization
align with its objectives, which is used when
setting priorities for decision-making and
resource allocation.



                                                                                                    23
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 The Business Plan provides a critical link between strategy and action, and it has several
                 important benefits:

                 •   Objectives are aligned with long-term goals;

                 •   Enables a more focused organization;

                 •   Strategy is more relevant to daily activities; and

                 •   Enables more effective decision-making.




                 Coquitlam’s 12 Corporate Objectives

                                 A Community where people choose to live, work and play.


                      Stakeholders
                                                Foster Live, Work & Play Opportunities

                                                                                    Recognize &
                                                                                Leverage Our Assets



                      Financial

                                     Grow Our Financial                           Optimize Our
                                        Capabilities                               Resources




                      Internal                       Operational Excellence

                                                                Be Fair &
                                                               Responsive

                                                              Continually
                                                             Improving Our
                                                              Community
                            Innovation                                                    Customer Focus

                            Meet Changing                                                 Understand Current
                               Needs                                                        & Future Needs



                      Foundation

                                                  Enable Our              Deal with the             Develop
                          Live Our
                                               Strategy Through            Changing               Sustainable
                           Values
                                                    People                Imperatives            Infrastucture




24   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




LINKING ACTIONS WITH OBJECTIVES


This chart identifies the primary processes and strategic change initiatives aligned with each objective; however,
it is worth noting that most processes and initiatives support and relate to all the objectives in some manner.


    OBJECTIVE                        DESCRIPTION                                PRIM ARY PROCESSES
 Foster Live, Work &    Identify, develop, sustain and promote         • Recreation & Culture
 Play Opportunities     choices around living, working and playing     • Policy Review & Optimization
                        which are of value to our stakeholders.        • Long-Term Land Use &
                                                                         Community Planning
                                                                       • Parks & Open Space Planning,
                                                                         Development & Maintenance
                                                                       • Utilities Management and Maintenance
                                                                       • Transportation & Traffic Management
 Recognize &            Identify and market our assets such as         • Stewardship of Public Assets
 Leverage Our Assets our infrastructure, natural environment,          • Manage Physical Plant of City of Coquitlam
                        citizens and culture and heritage to
                        attract investors, business, residents
                        and partnership opportunities.
 Grow Our Financial     Generate revenues from new sources,            • Provide Financial Management
 Capabilities           which include investment, grants,              • Stewardship of Public Assets
                        and sponsorships as well as an
                        expanded tax base, to address our
                        need for resources while minimizing
                        the impact on existing taxpayers.
 Optimize Our           Prudently manage costs and align our           • Manage Business of the City of Coquitlam
 Resources              resources with our strategic priorities        • Provide Financial Management
                        to enable the City government to               • Utilities Management & Maintenance
                        respond effectively to increasing and
                        challenging demands for services.
 Be Fair &              Respond effectively to the day-to-day needs    • Protective Services
 Responsive             of internal and external customers with the    • Planning, Development & Building
                        flexibility to accommodate extraordinary          Review, Approval and Inspection
                        circumstances and shifting priorities.         • Regulatory Enforcement
 Continually Improve Strive for continuous improvement in              • Transportation & Traffic Management
 Our Community          all our processes, services and products       • Build Community Relationships
                        to support a community where people
                        choose to work, live and play.




                                                                                                                      25
                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




           OBJECTIVE                       DESCRIPTION                                PRIM ARY PROCESSES
        Meet Changing         Anticipate demands and develop creative         • Planning, Development & Building
        Needs                 solutions to meet emerging needs                 Review, Approval and Inspection
                              and turn opportunities into reality to          • Parks and Open Space Planning,
                              support a sustainable community.                 Development & Maintenance
                                                                              • Transportation & Traffic Management
        Understand Current    Identify and prioritize customers’              • Long Term Land Use Planning
        & Future Needs        current and future needs, and inform            • Provide Financial Management
                              the community through communication
                              and customer relationships to
                              promote mutual understanding.
        Live Our Values       Cultivate and promote a culture where           • Manage the Human Resources
                              trust and fairness, pride, staff development,    of the City of Coquitlam
                              imagination, innovation, recognition,
                              communication and participation are
                              integral to individuals and the organization
                              as a whole to create a positive and
                              responsive work environment.
        Enable Our Strategy   Encourage and enable well-trained,              • Manage the Human Resources
        Through People        motivated and productive employees               of the City of Coquitlam
                              and community members to achieve                • Recreation & Culture
                              Council’s vision for Coquitlam.                 • Build Community Relationships
        Deal with Changing    Adapt and respond to changes                    • Manage the Business of the City
        Imperatives           in the social, physical, economic
                              and regulatory environment.
        Develop               Forecast, plan and implement policies,          • Long Term Land Use Planning
        Sustainable           procedures and activities that support          • Utilities Management & Maintenance
        Infrastructure        the long-term viability of Coquitlam’s          • Stewardship of Public Assets
                              infrastructure to address the health, social,
                              environmental and economic needs of
                              the community today and in the future.




26   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Tracking Progress Towards Goals                    LIVE
                                                   Quality of Life—rating of the overall quality of
Strategic measurement and evaluation of
                                                   life in Coquitlam. 97% of Coquitlam residents
results are important for tracking progress,
                                                   surveyed rate quality of life in Coquitlam as
quantifying and qualifying accomplishments
                                                   good or very good.
and confirming that the organization is moving
forward toward achieving its vision.               WORK
                                                   Employment Opportunities—number of
These outcome measures focus on the
                                                   residents whose employment is based in
performance results on an annual basis and
                                                   Coquitlam. 53% of Coquitlam’s residents are
reflect the success of past or implemented
                                                   employed full-time and 69% of those who
activities and decisions. Alternatively, if
                                                   work or attend school are based either in
targets are missed, these outcome measures
                                                   Coquitlam or a neighbouring municipality.
provide important information that enables
the organization to make adjustments and
                                                   PLAY
examine options to move the organization
                                                   Quality of Leisure Services—rating of parks
back on target towards its goals.
                                                   and leisure programs in Coquitlam. 87%
                                                   of Coquitlam residents say they are highly
To be effective, strategic measures must be
                                                   satisfied with Coquitlam’s recreational and
valid, reliable and understandable. This means
                                                   cultural facilities and 86% are highly satisfied
it is important that any selected measures
                                                   with the City’s recreational and cultural
reflect the specific goal being measured, they
                                                   programs.
must be done systematically to ensure the
collection method is consistent and the results
                                                   LEADERSHIP
should be understandable to both internal and
                                                   Quality of Municipal Services—satisfaction
external audiences.
                                                   level with the quality of services provided

Coquitlam has identified a strategic measure        by the City of Coquitlam. 85% of residents

for each of its goals and will be collecting and   surveyed say they receive good value for

evaluating these measures on an annual basis.      their tax dollars and 93% say they are highly
                                                   satisfied with the overall level and quality of
                                                   services.




                                                                                                      27
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Financial Policies and Processes

                 BASIS OF FINANCIAL PLANNING


                 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 Financial Plan to the City Manager and General Managers. All financial and
                 operational policies relating to accounting practices are adhered to in the development of the Five-
                 Year Financial Plan.


                 BUDGET MONITORING


                 The City monitors its financial performance as it relates to its budget through a quarterly 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.


                 FUNDS OF THE CITY


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




28   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




GENERAL FUND                                      Parks and Trails Services: Provide and
                                                  maintain parks, open space and trails.
The General Fund is the primary fund for most
municipal services. It excludes sewer, drainage   Planning and Development: Provide
and water services which are funded from          community and transportation planning,
specific utility funds.                            environment, and building and development
                                                  approval services.
The General Fund is funded by a number
of revenue sources—the largest of which is        Solid Waste: Weekly collection and disposal
property taxation. This fund provides a number    of solid waste.
of services to the community including:

                                                  SEWER AND DR AINAGE UTILIT Y
Police Services: Enforce laws, prevent
crime and maintain order via the RCMP and         The Coquitlam Sewer and Drainage Utility is
municipal staff.                                  a self-funded entity that operates, maintains,
                                                  regulates and extends sewage collection and
Fire Services: Provide fire suppression,
                                                  storm drainage systems that serve residential,
search and rescue, First Responder and
                                                  commercial      and   industrial   premises   in
non-emergency services.
                                                  Coquitlam. Coquitlam is in the Fraser Sewer-
                                                  age Area (FSA) of the Greater Vancouver
Capital Projects: Construct and rehabilitate
                                                  Sewerage and Drainage District (GVS&DD),
roads, traffic intersections, neighbourhood
                                                  which operates and maintains regional
improvements, parks, trails, recreational and
                                                  systems of trunk sewers, pumping stations
leisure facilities, drainage requirements and
                                                  and sewage treatment plants. Sewage from
public safety projects.
                                                  Coquitlam is conveyed to the regional system

Recreational Programs and Facilities:             for treatment and disposal. The Utility also

Provide programs and maintain recreational        collects and conveys storm water to receiving

facilities.                                       waters to reduce the risk of property damage
                                                  due to flooding and landslides. The Coquitlam
Road Maintenance and Traffic Control:              Sewer and Drainage Utility operates under the
Repair road pavement, signs, streetlights,        mandate of Bylaw No. 3151, 1997—the Sewer
sidewalks, traffic signal, bridges and culverts.   Utility Bylaw—as amended in 2003 by the City
                                                  of Coquitlam Sewerage Amendment Bylaw
Library and Cultural Services: Provide            No. 3596, 2003 that combined the drainage
services through the Library, Evergreen           and sewer system into one utility.
Cultural Centre, Place des Arts, Place
Maillardville, Mackin House Museum and            In 2006, it is expected that sewage will
others.                                           be collected from approximately 42,000
                                                  customers for a total discharge of 21 million
                                                  cubic metres.

                                                                                                     29
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 WAT E R U T I L I T Y                                 liabilities such as to tax appeals and
                                                                       insurance claims. Capital reserves, along with
                 The Coquitlam Water Utility is a self-funded          development cost charges, will be used to
                 entity that delivers water to residential,            finance additional capital projects in future
                 commercial      and     industrial   premises    in   years. Despite the size of these reserves, there
                 Coquitlam for domestic use, irrigation, cooling       are capital needs that have been identified
                 and fire suppression. This Utility is a member of      in the capital planning process for which no
                 the Greater Vancouver Water District (GVWD)           funding sources currently exist.
                 that operates and maintains regional systems
                 of supply works, transmission mains, reservoirs       The level of reserves available for expenditures
                 and treatment facilities. The Coquitlam Water         over the 2006-2010 planning period are in the
                 Utility operates under the mandate of Bylaw           schedule of Reserve Projects shown at the end
                 No. 2973, 1995—the Water Utility Bylaw and            of this chapter.
                 subsequent amendments.
                                                                       The 2006–2010 Capital Plan (Chapter 7),
                 In 2006, it is expected that approximately            includes a number of large projects that were
                 43,000 water customers will be served using           started in 2005 and will continue on into the
                 an estimated water volume of 22 million cubic         2006-2010 budget period. These projects
                 metres.                                               are funded from reserves which will result
                                                                       in a drawdown of the fund balances in 2006

                 TRUST FUNDS                                           to 2010. The following reserve balances will
                                                                       experience significant changes as a result of
                 The Trust Funds have been created to                  project expenditures that meet the criteria for
                 hold assets which are administered as                 which the reserve was intended:
                 directed by agreement or statute for certain
                                                                       •   Land Sale Reserve—funding the Town
                 beneficiaries.
                                                                           Centre facilities;

                 RESERVE FUNDS                                         •   Vehicle Replacement Reserve—funding
                                                                           the ongoing vehicle replacement
                 In conformance with reporting standards of                including replacement fire trucks;
                 the Public Sector Accounting and Auditing
                                                                       •   Building Replacement Reserve— funding
                 Board of the Canadian Institute of Chartered
                                                                           the Poirier Aquatic Facility; and
                 Accountants, reserve transactions are identi-
                 fied   separately      from    expenditures      and   •   Casino Revenue Reserve-Municipal—
                 revenues in portions of the 2006 budget                   funding the Poirier Aquatic Facility,
                 document.                                                 the Poirier Ice Facility and a sportsfield
                                                                           tournament facility in the Town Centre.
                 The City’s operating reserve funds will be
                 used to fund ongoing projects and potential



30   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




LONG RANGE FINANCIAL                                •   The City’s Accumulated Surplus will be
POLICIES                                                maintained at a level appropriate to
                                                        provide working capital, interest earnings
In 2001, based on one of Council’s key goals            and an emergency fund;
to take steps to make Coquitlam financially
                                                    •   The surplus achieved each year, in excess
sustainable, City Management reviewed the
                                                        of the amount required to maintain the
City’s long-range financial needs. The result of
                                                        Accumulated Surplus, will be contributed
this work was a series of financial sustainability
                                                        to an infrastructure reserve to fund
policies. In November of 2001, City Council
                                                        infrastructure renewal;
adopted a number of these policies. These
policies are a significant step toward achieving     •   Revenue received from casino operations
financial sustainability and ensuring municipal          will be contributed to a Capital Legacy
services and infrastructure continue to be              Fund made up as follows:
provided for future generations.
                                                        •   Community Capital Fund, and

The City’s Long-Range Financial Plan is updated         •   Municipal Capital Fund;

periodically to reflect significant directional       •   Savings achieved as a result of debt
changes as determined during Strategic Plan             retirement will be used to increase the
updates.                                                City’s annual contribution to the capital
                                                        program. In 2004, Council has directed
LONG RANGE FINANCIAL                                    this funding to the Municipal contribution
P O L I C I E S—S U M M A RY                            of the Transportation and Parkland DCC
                                                        Program.
The long-range financial planning policies
adopted by City Council in November 2001
                                                    BALANCED BUDGET
include:

•   Increases in operating expenditures will        In compliance with the Community Charter

    be funded through increases in operating        (section 165), the Financial Plan must be

    revenues including property taxes and           balanced. The total of the proposed expendi-

    fees and charges;                               tures and transfers to other funds for a year
                                                    must not exceed the total of the proposed
•   A focus on maintaining core services; new       funding sources and transfers from other
    services will be added when they are fully      funds for the year.
    funded;




                                                                                                     31
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 INVESTMENT POLICY                                 Long-term debt outstanding at the end of
                                                                   2005 was $17.3 million or $153 per capita. The
                 It is the policy of the City of Coquitlam to      City’s debt level is estimated at $16.0 million
                 invest City funds in a manner that will provide   at the end of 2006 increasing to $22.9 million
                 the optimal blend of investment security          by the end of 2010.
                 and return while meeting the daily cash flow
                 demands of the City and complying with the
                 statutory requirements of the Community
                 Charter
                 Charter.


                 DEBT MANAGEMENT POLICY


                 The City policy is to minimize external debt
                 borrowings and, if required, use existing
                 reserves as a means to internally finance
                 necessary capital expenditures.


                 The 2006-2010 Capital Program includes
                 $12.3 million of debt borrowing for Drainage
                 and Water projects which will be ultimately
                 funded through the collection of utility
                 connection fees. The challenge the City must
                 address is that the utility infrastructure is
                 required in advance of development. The
                 related connection fees will be collected as
                 newcomers connect to the utility system. In
                 order to best match the up-front costs to the
                 related revenue stream, borrowing for these
                 capital projects was included in the Financial
                 Plan.


                 The City’s outstanding debt is for a number of
                 projects including local road improvements,
                 where the costs are shared between the
                 City and the property owners; sanitary
                 sewer improvements and water system
                 improvements.




32   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




PROJECTED DEBT LEVELS 2006 TO 2010
          $30,000,000




          $25,000,000




          $20,000,000




          $15,000,000




          $10,000,000




           $5,000,000




                     $0
                               2006        2007           2008            2009           2010




The projected principal debt and interest payments over the next five years are as follows:


P R O J E C T E D D E B T P R I N C I PA L PAYM E N T S 2 0 0 6 T O 2 0 1 0

                 $1,600,000




                 $1,400,000




                 $1,200,000




                 $1,000,000




                  $800,000




                  $600,000




                  $400,000




                  $200,000




                          $0
                                 2006       2007          2008            2009           2010
  Water Fund                   $176,727   $185,564      $194,842        $204,584       $214,813
  Sewer & Drainage Fund        $191,808   $201,398      $211,468        $222,041       $233,143
  General Fund                 $898,839   $878,052      $921,955        $968,053      $1,016,455




                                                                                                   33
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 P R O J E C T E D D E B T I N T E R E S T PAYM E N T S 2 0 0 6 T O 2 0 1 0

                                  $2,000,000



                                  $1,800,000



                                  $1,600,000



                                  $1,400,000



                                  $1,200,000



                                  $1,000,000



                                   $800,000



                                   $600,000



                                   $400,000



                                   $200,000



                                         $0
                                                  2006         2007         2008              2009       2010
                   Water Fund                  $236,736     $236,736      $236,736       $236,736     $236,736
                   Sewer & Drainage Fund       $250,924     $250,924      $250,924       $250,924     $250,924
                   General Fund                $1,253,020   $1,247,386   $1,247,386      $1,247,386   $1,247,386




34   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




The debt limit is defined as:

(a) 20% of the capital assets of the municipality; and

(b) 20% 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 $376 million in 2006 and remains relatively static over the
five-year financial planning period. This limit far exceeds the budgeted borrowings of $16.0 million
in 2006.


                                 DEBT LIMITS 2006 TO 2010

                                                                                 Additional Borrowing Power
                                                                                 Projected Borrowing
              $450



              $400



              $350



              $300



              $250
(000,000's)




              $200



              $150



              $100



               $50



                $0
                          2006     2007               2008              2009                  2010




                                                                                                              35
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                             LIABILIT Y SERVICING LIMITS 2006 TO 2010


                                                                                           Additional Liability Servicing Available
                                                                                           Projected Liability Payments
                                $35



                                $30



                                $25



                                $20
                  (000,000's)




                                $15



                                $10



                                $5



                                $0
                                      2006            2007            2008              2009                      2010


                 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 $33 million in 2006. The budgeted cost of principal and interest debt payments
                 range from $3.0 to $3.2 million in the 2006-2010 Financial planning period which is far below the
                 allowable limit.




36   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




CITY OF COQUITLAM
RESERVE PROJECTIONS (Funds Available For Use)
                                  2006               2007        2008         2009         2010
GENERAL FUND
Statutory Reserves:
Capital Street Works Reserve               68,350      70,401       72,513       74,688       76,929
  Additions                                 2,051       2,112        2,175        2,241        2,308
  Withdrawals                                 -           -            -            -            -
  Balance @ December 31st                  70,401      72,513       74,688       76,929       79,237

Capital Drainage Works Reserve             10,264      10,572       10,890       11,216       11,553
  Additions                                   308         317          327          336          347
  Withdrawals                                 -           -            -            -            -
  Balance @ December 31st                  10,572      10,890       11,216       11,553       11,899

DCC Drainage Area No. 2                   295,004     303,854      312,969      322,358      332,029
  Additions                                 8,850       9,116        9,389        9,671        9,961
  Withdrawals                                 -           -            -            -            -
  Balance @ December 31st                 303,854     312,969      322,358      332,029      341,990

DCC Parkland Acquisition                 7,363,778   5,246,778    5,236,778    5,712,778    8,223,778
  Additions                              1,843,000   1,970,000    2,456,000    4,491,000    2,133,000
  Withdrawals                            3,960,000   1,980,000    1,980,000    1,980,000    1,980,000
  Balance @ December 31st                5,246,778   5,236,778    5,712,778    8,223,778    8,376,778

DCC Parkland Improvement                   792,403   1,279,015    1,397,571    1,847,528    3,187,944
  Additions                              1,676,612   1,264,555    1,574,957    2,867,416    1,399,633
  Withdrawals                            1,190,000   1,146,000    1,125,000    1,527,000    2,793,000
  Balance @ December 31st                1,279,015   1,397,571    1,847,528    3,187,944    1,794,577

DCC Parkland Interest                    3,190,435   3,379,594    3,536,847    3,701,090    3,910,139
  Additions                                189,158     157,253      164,243      209,048      249,008
  Withdrawals                                  -           -            -            -            -
  Balance @ December 31st                3,379,594   3,536,847    3,701,090    3,910,139    4,159,147

DCC Transportation NE                     183,932     183,932      183,932      183,932      183,932
  Additions                                   -           -            -            -            -
  Withdrawals                                 -           -            -            -            -
  Balance @ December 31st                 183,932     183,932      183,932      183,932      183,932

DCC Transportation West                  4,773,088   4,175,128    4,485,111    4,804,395    4,996,232
  Additions                              2,632,240   2,627,984    2,637,283    2,644,837    2,650,592
  Withdrawals                            3,230,200   2,318,000    2,318,000    2,453,000    2,453,000
  Balance @ December 31st                4,175,128   4,485,111    4,804,395    4,996,232    5,193,823

Land Sale Reserve                       18,582,519   1,961,185    9,154,963   10,606,505   12,238,617
  Additions                              2,418,667   7,458,778    1,586,541    1,632,113    1,681,076
  Withdrawals                           19,040,000     265,000      135,000          -            -
  Balance @ December 31st                1,961,185   9,154,963   10,606,505   12,238,617   13,919,693

Office Machinery Depreciation Reserve      74,468      76,702       79,003       81,373       83,814
   Additions                                2,234       2,301        2,370        2,441        2,514
   Withdrawals                                -           -            -            -            -
   Balance @ December 31st                 76,702      79,003       81,373       83,814       86,329




                                                                                                        37
                            CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




     CITY OF COQUITLAM
     RESERVE PROJECTIONS (Funds Available For Use)
                                       2006            2007         2008         2009         2010
     Parkland Acquisition 5% Reserve       1,132,145   1,257,459    1,386,533    1,519,479    1,656,414
        Additions                            125,314     129,074      132,946      136,934      141,042
        Withdrawals                              -           -            -            -            -
        Balance @ December 31st            1,257,459   1,386,533    1,519,479    1,656,414    1,797,456

     Vehicle Replacement Reserve           9,967,649   1,531,241      518,167      276,551      254,031
       Additions                           1,444,573   1,304,926    1,286,384    1,282,480    1,274,639
       Withdrawals                         9,880,981   2,318,000    1,528,000    1,305,000    1,437,000
       Balance @ December 31st             1,531,241     518,167      276,551      254,031       91,670

     Non-Statutory Reserves:
     Building Maintenance Reserve           838,551     881,166      925,059       970,269    1,016,835
        Additions                           600,615     601,893      603,210       604,566      605,963
        Withdrawals                         558,000     558,000      558,000       558,000      558,000
        Balance @ December 31st             881,166     925,059      970,269     1,016,835    1,064,798

     Building                                96,472     110,531      125,012      139,927      155,290
        Additions                            84,059      84,481       84,915       85,363       85,824
        Withdrawals                          70,000      70,000       70,000       70,000       70,000
        Balance @ December 31st             110,531     125,012      139,927      155,290      171,114

     Building Replacement Reserve          3,399,965   1,461,306    2,121,758    2,802,023    3,502,696
        Additions                            679,341     660,452      680,265      700,673      721,693
        Withdrawals                        2,618,000         -            -            -            -
        Balance @ December 31st            1,461,306   2,121,758    2,802,023    3,502,696    4,224,390

     Capital Reserve                       8,340,689   6,154,345    5,161,172    4,664,586    4,416,293
       Additions                           2,084,000   2,084,000    2,084,000    2,084,000    2,084,000
       Withdrawals                         4,270,345   3,077,172    2,580,586    2,332,293    2,208,147
       Balance @ December 31st             6,154,345   5,161,172    4,664,586    4,416,293    4,292,147

     Casino Revenue Reserve - Community     713,323     713,323      713,323      713,323      713,323
       Additions                            850,000     850,000      850,000      850,000      850,000
       Withdrawals                          850,000     850,000      850,000      850,000      850,000
       Balance @ December 31st              713,323     713,323      713,323      713,323      713,323

     Casino Revenue Reserve - Municipal   11,648,235   5,115,886    5,515,886    5,915,886    6,315,886
       Additions                           5,900,000   5,900,000    5,900,000    5,900,000    5,900,000
       Withdrawals                        12,432,349   5,500,000    5,500,000    5,500,000    4,200,000
       Balance @ December 31st             5,115,886   5,515,886    5,915,886    6,315,886    8,015,886

     Cemetery Equipment Reserve                 377           377          377          377          377
       Additions                                -             -            -            -            -
       Withdrawals                              -             -            -            -            -
       Balance @ December 31st                  377           377          377          377          377

     Commodity Tax Payable                  464,706     432,706      440,706      408,706      416,706
       Additions                              8,000       8,000        8,000        8,000        8,000
       Withdrawals                           40,000         -         40,000          -         40,000
       Balance @ December 31st              432,706     440,706      408,706      416,706      384,706




38   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




CITY OF COQUITLAM
RESERVE PROJECTIONS (Funds Available For Use)
                                  2006          2007             2008             2009             2010
Computer Asset Pool                  17,069                (0)              (0)              (0)              (0)
  Additions                             -              -                -                -                -
  Withdrawals                        17,069            -                -                -                -
  Balance @ December 31st                 (0)              (0)              (0)              (0)              (0)

Computer Infrastructure            1,107,423      574,783        1,006,146        1,471,157           957,041
  Additions                          467,360      431,363          465,010          485,885           508,299
  Withdrawals                      1,000,000          -                -          1,000,000               -
  Balance @ December 31st            574,783    1,006,146        1,471,157          957,041         1,465,340

Coquitlam Legacy Fund                512,999    2,163,964        4,039,350        6,145,890         8,490,519
  Additions                        1,650,965    1,875,386        2,106,540        2,344,628         2,366,983
  Withdrawals                            -            -                -                -                 -
  Balance @ December 31st          2,163,964    4,039,350        6,145,890        8,490,519        10,857,502

DCC Matching Reserve               2,479,542    2,680,583        2,847,778        2,982,434         3,307,889
  Additions                        1,688,332    1,720,195        1,724,656        1,731,455         1,741,204
  Withdrawals                      1,487,291    1,553,000        1,590,000        1,406,000         1,407,000
  Balance @ December 31st          2,680,583    2,847,778        2,982,434        3,307,889         3,642,093

Demolition Reserve                       -             -                -                -                -
  Additions                              -             -                -                -                -
  Withdrawals                            -             -                -                -                -
  Balance @ December 31st                -             -                -                -                -

EAP Program-CUPE                     11,716        9,316            6,916            4,516             2,116
  Additions                          21,600       21,600           21,600           21,600            22,000
  Withdrawals                        24,000       24,000           24,000           24,000            24,000
  Balance @ December 31st             9,316        6,916            4,516            2,116               116

EAP Program-Excluded Staff            8,211       10,211           12,211           14,211            16,211
  Additions                           6,000        6,000            6,000            6,000             6,000
  Withdrawals                         4,000        4,000            4,000            4,000             4,000
  Balance @ December 31st            10,211       12,211           14,211           16,211            18,211

Election Reserve                        -         65,000          130,000              -              65,000
   Additions                         65,000       65,000           65,000           65,000            65,000
   Withdrawals                          -            -            195,000              -                 -
   Balance @ December 31st           65,000      130,000              -             65,000           130,000

Emergency Reserve                    90,129       90,129           90,129           90,129            90,129
  Additions                             -            -                -                -                 -
  Withdrawals                           -            -                -                -                 -
  Balance @ December 31st            90,129       90,129           90,129           90,129            90,129

Employee Suggestion Awards           48,816       47,816           46,816           45,816            44,816
  Additions                             -            -                -                -                 -
  Withdrawals                         1,000        1,000            1,000            1,000             1,000
  Balance @ December 31st            47,816       46,816           45,816           44,816            43,816




                                                                                                                    39
                            CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




     CITY OF COQUITLAM
     RESERVE PROJECTIONS (Funds Available For Use)
                                       2006                2007           2008           2009           2010
     Furniture & Equipment Asset Pool            82,794               0              0              0              0
        Additions                                   -             -              -              -              -
        Withdrawals                              82,793           -              -              -              -
        Balance @ December 31st                       0               0              0              0              0

     Future Expenditure Reserve                2,209,195   2,209,195      2,209,195      2,209,195      2,209,195
        Additions                                    -           -              -              -              -
        Withdrawals                                  -           -              -              -              -
        Balance @ December 31st                2,209,195   2,209,195      2,209,195      2,209,195      2,209,195

     Information Technology Reserve             391,578               0              0              0              0
        Additions                                   -             -              -              -              -
        Withdrawals                             391,578           -              -              -              -
        Balance @ December 31st                       0               0              0              0              0

     Infrastructure Reserve                   10,193,697   6,908,900      7,116,167      7,329,652      7,549,541
         Additions                               252,748     207,267        213,485        219,890        226,486
         Withdrawals                           3,537,545         -              -              -              -
         Balance @ December 31st               6,908,900   7,116,167      7,329,652      7,549,541      7,776,027

     Insurance Reserve                         3,489,161   3,796,835      3,910,740      4,231,063      4,560,994
        Additions                                307,675     313,905        320,322        329,932        336,830
        Withdrawals                                  -       200,000            -              -          200,000
        Balance @ December 31st                3,796,835   3,910,740      4,231,063      4,560,994      4,697,824

     Internal Financing Reserve                 515,182     183,508        198,351        212,219        226,502
         Additions                               68,325      14,843         13,868         14,284          7,800
        Withdrawals                             400,000         -              -              -              -
        Balance @ December 31st                 183,508     198,351        212,219        226,502        234,302

     Inventory Provision                         62,531      62,531         62,531         62,531         62,531
        Additions                                   -           -              -              -              -
        Withdrawals                                 -           -              -              -              -
        Balance @ December 31st                  62,531      62,531         62,531         62,531         62,531

     Joint RCMP Leased Accomodation (ATTF )     275,899     284,176        292,701        301,482        310,526
        Additions                                 8,277       8,525          8,781          9,044          9,316
        Withdrawals                                 -           -              -              -              -
        Balance @ December 31st                 284,176     292,701        301,482        310,526        319,842

     Joint Grant Program-School Grounds          15,000      15,000         15,000         15,000         15,000
        Additions                                   -           -              -              -              -
        Withdrawals                                 -           -              -              -              -
        Balance @ December 31st                  15,000      15,000         15,000         15,000         15,000

     Local Improvement Program Reserve         2,363,173   2,332,568      2,301,045      2,268,577      2,235,134
        Additions                                 69,395      68,477         67,531         66,557            -
        Withdrawals                              100,000     100,000        100,000        100,000        100,000
        Balance @ December 31st                2,332,568   2,301,045      2,268,577      2,235,134      2,135,134

     Methane System Pacific Reach                     0           0         32,037         71,633        111,230
       Additions                                 89,597      89,597         89,597         89,597         89,597
       Withdrawals                               89,597      57,560         50,000         50,000         50,000
       Balance @ December 31st                        0      32,037         71,633        111,230        150,827




40   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




CITY OF COQUITLAM
RESERVE PROJECTIONS (Funds Available For Use)
                                  2006             2007           2008           2009           2010
Pavement Cut Restoration Reserve       38,282        80,030        123,031        167,322        212,942
  Additions                            41,748        43,001         44,291         45,620         46,988
  Withdrawals                             -             -              -              -              -
  Balance @ December 31st              80,030       123,031        167,322        212,942        259,930

Public Safety Reserve                 364,246       200,000        200,000        200,000        200,000
  Additions                               -             -              -              -              -
  Withdrawals                         164,246           -              -              -              -
  Balance @ December 31st             200,000       200,000        200,000        200,000        200,000

Restricted Debt Reserve              1,379,436       79,436         79,436         79,436         79,436
  Additions                                -            -              -              -              -
  Withdrawals                        1,300,000          -              -              -              -
  Balance @ December 31st               79,436       79,436         79,436         79,436         79,436

Ryan House Restoration Reserve                 0              0              0              0              0
  Additions                                -              -              -              -              -
  Withdrawals                              -              -              -              -              -
  Balance @ December 31st                      0              0              0              0              0

Soil Removal Fund                     373,217       228,717        229,217        224,717        245,217
   Additions                          170,000       170,000        170,000        170,000        170,000
   Withdrawals                        314,500       169,500        174,500        149,500         19,500
   Balance @ December 31st            228,717       229,217        224,717        245,217        395,717

Specialized Equipment Reserve          77,462       114,764         99,764        139,764        179,764
  Additions                            70,000        70,000         70,000         70,000         70,000
  Withdrawals                          32,698        85,000         30,000         30,000         30,000
  Balance @ December 31st             114,764        99,764        139,764        179,764        219,764

Telecommunications Infrastructure     147,977       203,166        310,761        421,584        535,731
   Additions                          255,189       307,595        310,823        314,148        317,572
   Withdrawals                        200,000       200,000        200,000        200,000        200,000
   Balance @ December 31st            203,166       310,761        421,584        535,731        653,303

Tile (City Hall)                      158,734       163,273        167,943        172,746        177,687
    Additions                           4,540         4,670          4,803          4,941          5,082
    Withdrawals                           -             -              -              -              -
    Balance @ December 31st           163,273       167,943        172,746        177,687        182,768

TransLink Road Rehabilitation          379,221         4,624          4,624          4,624          4,624
   Additions                         1,258,000     1,258,000      1,258,000      1,258,000      1,258,000
   Withdrawals                       1,632,597     1,258,000      1,258,000      1,258,000      1,258,000
   Balance @ December 31st               4,624         4,624          4,624          4,624          4,624

Waste Utility Reserve - Capital       609,089       282,991        282,991        282,991        282,991
  Additions                               -             -              -              -              -
  Withdrawals                         326,098           -              -              -              -
  Balance @ December 31st             282,991       282,991        282,991        282,991        282,991

Waste Utillity Reserve - Operating    521,988        638,553      1,044,096      1,446,467      1,757,468
  Additions                           119,305        405,543        402,371        311,001        320,143
  Withdrawals                           2,739            -              -              -              -
  Balance @ December 31st             638,553      1,044,096      1,446,467      1,757,468      2,077,611




                                                                                                               41
                           CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




     CITY OF COQUITLAM
     RESERVE PROJECTIONS (Funds Available For Use)
                                       2006          2007        2008        2009         2010
     WCB/Powersmart Reserve               387,791     387,791     387,791     387,791      387,791
       Additions                              -           -           -           -            -
       Withdrawals                            -           -           -           -            -
       Balance @ December 31st            387,791     387,791     387,791     387,791      387,791

     SEWER FUND
     Building Maintenance Reserve         156,586     183,647     210,708     237,769      264,830
        Additions                          27,061      27,061      27,061      27,061       27,061
        Withdrawals                           -           -           -           -            -
        Balance @ December 31st           183,647     210,708     237,769     264,830      291,891

     Future Expenditure Reserve            14,500      14,500      14,500      14,500       14,500
        Additions                             -           -           -           -            -
        Withdrawals                           -           -           -           -            -
        Balance @ December 31st            14,500      14,500      14,500      14,500       14,500

     Insurance Reserve                      3,038       3,288       3,538       3,788        4,038
        Additions                             250         250         250         250          250
        Withdrawals                           -           -           -           -            -
        Balance @ December 31st             3,288       3,538       3,788       4,038        4,288

     Inventory Provision                    1,505       1,505       1,505       1,505        1,505
        Additions                             -           -           -           -            -
        Withdrawals                           -           -           -           -            -
        Balance @ December 31st             1,505       1,505       1,505       1,505        1,505

     Mayfair Sanitary                          -            -           -           -            -
       Additions                               -            -           -           -            -
       Withdrawals                             -            -           -           -            -
       Balance @ December 31st                 -            -           -           -            -

     Total Sewer Operating Reserves       175,629     202,940     230,251     257,562      284,873
        Additions                          27,311      27,311      27,311      27,311       27,311
        Withdrawals                           -           -           -           -            -
        Balance @ December 31st           202,940     230,251     257,562     284,873      312,184

     Connection Fees - Sewer              282,891     315,891     310,891     294,891       527,891
       Additions                          441,000     465,000     556,000     909,000       618,951
       Withdrawals                        408,000     470,000     572,000     676,000     1,035,000
       Balance @ December 31st            315,891     310,891     294,891     527,891       111,842

     Connection Fees - Drainage                506         506         506          506          506
       Additions                         1,800,000   1,800,000   1,788,000          -            -
       Withdrawals                       1,800,000   1,800,000   1,788,000          -            -
       Balance @ December 31st                 506         506         506          506          506

     Restricted Debt Reserve               17,392      17,392      17,392      17,392       17,392
       Additions                              -           -           -           -            -
       Withdrawals                            -           -           -           -            -
       Balance @ December 31st             17,392      17,392      17,392      17,392       17,392




42   CHAPTER 3
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




CITY OF COQUITLAM
RESERVE PROJECTIONS (Funds Available For Use)
                                  2006               2007        2008        2009        2010
Sewer New Reserve                              -            -           -           -           -
  Additions                                    -            -           -           -           -
  Withdrawals                                  -            -           -           -           -
  Balance @ December 31st                      -            -           -           -           -

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    4,211,791   3,016,069   3,408,034   4,004,017   4,502,009
  Additions                              1,500,000   1,900,000   2,300,000   2,500,000   2,700,000
  Withdrawals                            2,695,723   1,508,034   1,704,017   2,002,009   2,251,004
  Balance @ December 31st                3,016,069   3,408,034   4,004,017   4,502,009   4,951,004

Drainage Internal Borrowing Reserve         11,963   2,662,000   1,177,000          -           -
   Additions                            12,200,000   1,800,000   1,788,000          -           -
   Withdrawals                           9,549,963   3,285,000   2,965,000          -           -
   Balance @ December 31st               2,662,000   1,177,000         -            -           -

Total Sewer Capital Reserves             4,538,707   6,026,021   4,927,986   4,330,969   5,061,961
   Additions                            15,941,000   5,965,000   6,432,000   3,409,000   3,318,951
   Withdrawals                          14,453,686   7,063,034   7,029,017   2,678,009   3,286,004
   Balance @ December 31st               6,026,021   4,927,986   4,330,969   5,061,961   5,094,907

WATER FUND
Building Maintenance Reserve               15,381      18,039      20,697      23,355      26,013
   Additions                                2,658       2,658       2,658       2,658       2,658
   Withdrawals                                -           -           -           -           -
   Balance @ December 31st                 18,039      20,697      23,355      26,013      28,671

Future Expenditure Reserve                 17,940      17,940      17,940      17,940      17,940
   Additions
   Withdrawals
   Balance @ December 31st                 17,940      17,940      17,940      17,940      17,940

Insurance Reserve                            9,190      9,790      10,390      10,990      11,590
   Additions                                   600        600         600         600         600
   Withdrawals                                 -          -           -           -           -
   Balance @ December 31st                   9,790     10,390      10,990      11,590      12,190

Internal Financing Reserve                 96,552      96,552      96,552      96,552      96,552
    Additions                                 -           -           -           -           -
   Withdrawals                                -           -           -           -           -
   Balance @ December 31st                 96,552      96,552      96,552      96,552      96,552

Inventory Provision                          6,562      6,562       6,562       6,562       6,562
   Additions
   Withdrawals
   Balance @ December 31st                   6,562      6,562       6,562       6,562       6,562




                                                                                                     43
                             CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




     CITY OF COQUITLAM
     RESERVE PROJECTIONS (Funds Available For Use)
                                       2006                2007         2008         2009           2010
     Total Water Operating Reserves             145,625      148,883      152,141      155,399       158,657
        Additions                                 3,258        3,258        3,258        3,258         3,258
        Withdrawals                                 -            -            -            -             -
        Balance @ December 31st                 148,883      152,141      155,399      158,657       161,915

     Connection Fees - Water                     662,242      440,242      778,242      985,242     1,791,242
       Additions                               1,006,000    1,062,000    1,269,000    2,075,000     1,124,000
       Withdrawals                             1,228,000      724,000    1,062,000    1,269,000     2,075,000
       Balance @ December 31st                   440,242      778,242      985,242    1,791,242       840,242

     Prepaid Watermain Connections Reserve      214,435      214,435      214,435      214,435       214,435
        Additions                                   -            -            -            -             -
        Withdrawals                                 -            -            -            -             -
        Balance @ December 31st                 214,435      214,435      214,435      214,435       214,435

     Prepaid Watermain Surplus                     7,394        7,394        7,394        7,394         7,394
        Additions                                    -            -            -            -             -
        Withdrawals                                  -            -            -            -             -
        Balance @ December 31st                    7,394        7,394        7,394        7,394         7,394

     Restricted Debt Reserve                    101,068      101,068      101,068      101,068       101,068
       Additions                                    -            -            -            -             -
       Withdrawals                                  -            -            -            -             -
       Balance @ December 31st                  101,068      101,068      101,068      101,068       101,068

     Special Water Connections Reserve               -            -            -            -              -
       Additions                                     -            -            -            -              -
       Withdrawals                                   -            -            -            -              -
       Balance @ December 31st                       -            -            -            -              -

     Specific Projects In Progress Reserve     1,991,529    2,697,048    2,248,524    2,074,262     2,137,131
       Additions                               1,000,000      900,000      950,000    1,100,000     1,000,000
       Withdrawals                               294,482    1,348,524    1,124,262    1,037,131     1,068,565
       Balance @ December 31st                 2,697,048    2,248,524    2,074,262    2,137,131     2,068,565

     Water Connections Reserve                   48,693       48,693       48,693       48,693        48,693
       Additions                                    -            -            -            -             -
       Withdrawals                                  -            -            -            -             -
       Balance @ December 31st                   48,693       48,693       48,693       48,693        48,693

     Total Water Capital Reserves              3,025,360    3,508,879    3,398,355    3,431,093     4,299,962
        Additions                              2,006,000    1,962,000    2,219,000    3,175,000     2,124,000
        Withdrawals                            1,522,482    2,072,524    2,186,262    2,306,131     3,143,565
        Balance @ December 31st                3,508,879    3,398,355    3,431,093    4,299,962     3,280,397

     Water Utilities Reserve                    637,470      656,594      676,292      696,580       717,478
       Additions                                 19,124       19,698       20,289       20,897        21,524
       Withdrawals                                  -            -            -            -             -
       Balance @ December 31st                  656,594      676,292      696,580      717,478       739,002

     TOTAL                                   108,770,700   68,706,677   78,010,363   84,611,539    96,533,773
       Additions                              45,159,771   40,173,476   36,127,542   37,704,166    32,861,945
       Withdrawals                            85,223,794   30,869,790   29,526,365   25,781,933    26,312,216
       Balance @ December 31st                68,706,677   78,010,363   84,611,539   96,533,773   103,083,502




44   CHAPTER 3
Chapter 4

The Financial Planning Process




Key Budget Assumptions

ECONOMY


The municipal financial climate in British Columbia has improved in 2006 with new
support from both the Federal and Provincial governments. This increased funding to
municipalities has arisen through the elimination of GST payable to the Federal Government
and a transfer of additional traffic fine revenues from the Province. In spite of this
improved position in 2006, the general economic climate remains challenging in the longer term.
Inflation in Canada and British Columbia has remained stable at approximately 2%. The most
significant cost drivers for the City continue to be labour and other contractual costs which have
increased at a rate greater than inflation. These cost pressures, coupled with increasing demands
placed on the City’s infrastructure and services, place significant demands on financial resources.




                                                                                                    45
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 A L L O WA B L E I N F L AT I O N A R Y           In March 2004, the Fire/Rescue Department
                 INCREASES                                         successfully negotiated the following contrac-
                                                                   tual labour increases:
                 At the time of budgeting for 2006, the rate of
                                                                              Year               Rate Increase
                 inflation within the Province and the Lower
                                                                          January 2003                 2.0%
                 Mainland was approximately 2%. However,
                                                                         December 2003                 1.8%
                 the City of Coquitlam is faced with contractual
                                                                          January 2004                 1.8%
                 increases in excess of inflation for:
                                                                        November 2004                  1.8%
                 •   Contractual labour increases;                        January 2005                 1.5%
                                                                          October 2005                 2.0%
                 •   RCMP (policing) contract increases;
                                                                           April 2006                  2.5%
                 •   Natural Gas and Electricity Rate Increases;
                                                                   An amount estimated for a potential change
                 •   Fuel increases; and                           for 2007-2010 labour costs has been included
                                                                   in the 2006-2010 Financial Plan.
                 •   Water and Sewer Rates.


                 Because of these cost pressures, minimal          BUD GE T BY L AW A ME N DME NT
                 increases are allowed in the base budget for
                                                                                                Charter
                                                                   As outlined in the Community Charter, the
                 other operating costs.
                                                                   Five-Year Financial Plan is to be adopted by
                                                                   May 15th of the first year of the plan. At any
                 U N I O N N E G O T I AT I O N S
                                                                   time, subsequent to the original adoption,
                                                                   an amended financial planning bylaw can be
                 In June 2003, union contract negotiations
                                                                   adopted by Council for that year.
                 were completed at the City of Coquitlam
                 for 2003 to 2006 inclusive. Department
                 budgets (excluding the Fire/Rescue Depart-
                 ment) incorporate the approved contractual
                 labour increases:

                            Year                Rate Increase
                        January 2003                    2.5%
                        January 2004                    2.5%
                        January 2005                    2.5%
                         April 2006                     3.0%




46   CHAPTER 4
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




The Financial Planning Process


                               Strategic Plan

                     Establishes Vision, Mission, Values and Goals
                     for the City of Coquitlam
                                                                              The City of Coquitlam’s Financial
                                                                              Plan development process begins
                                                                              with strategic planning and

                              3 Steps to build                                includes public consultation,
                                                                              extensive background briefings
                              Business Plan
                                                                              for Council and comprehensive
                                                                              discussion sessions that culminate
                                 From Strategic Plan                          in a proposed Five-Year Financial
                                 to Business Plan


                       1
                                                                              Plan for Council approval.
                                   Develop Corporate
                                   Objectives




3 Year                           Balance Corporate
                                 Objectives
Update
                       2           Align objectives within
                                   four perspectives
                                   - Stakeholders, Financial,
                                   Internal, Foundation


                                                                     Annual
                                                                     Review
                                 Identify & Align
                                 Processes and Initiatives

                      3            Identify high-level
                                   activities for organization
                                   and align with objectives




                       Develop Financial Plan

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




                                                                                                              47
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 K E Y S TA G E S I N F I N A N C I A L                 The     survey   results   highlighted     that
                 PL ANNING PROCESS                                      Coquitlam residents rate Coquitlam as
                                                                        providing a high quality of life and good
                 1. Identify Community Priorities                       value for service, as well as openness to tax
                                                                        increases if required to expand or maintain
                     As part of the Financial Plan development,
                                                                        services. Transportation is identified by
                     Coquitlam completes a telephone survey
                                                                        nearly half (41%) of all residents as the
                     of residents to gain feedback on its goals
                                                                        most important issue facing the City, with
                     and services, and to identify community
                                                                        crime and safety concerns as the second
                     issues and priorities. In addition to the
                                                                        critical issue. (22%)
                     statistically-valid telephone survey, the
                     questionnaire is also posted on the                The 2005 survey questionnaire and an
                     Coquitlam website to provide additional            Executive Summary of the results are
                     feedback opportunities. The poll is based          provided in the Appendix on page 126.
                     on a randomly selected sample of
                     Coquitlam residents aged 18 years or older,     2. Establish Strategic Plan Goals
                     and the results are accurate to a ±4.9
                                                                        Every three years Coquitlam updates its
                     percentage          point,           nineteen
                                                                        Strategic Plan. This process includes a more
                     times out of twenty of what the results
                                                                        extensive survey, polling 1200 residents
                     would have been had the entire population
                                                                        aged 18 years or older with sampling from
                     of residents aged 18 or older been
                                                                        the city’s five regional areas. There are also
                     surveyed. The main objectives of the
                                                                        workshops and discussion sessions with
                     research were to:
                                                                        residents.
                     •   Determine issues in need of attention
                                                                        The     discussion   sessions   and      survey
                         from local leaders;
                                                                        responses supported Council’s vision for
                     •   Assess residents’ satisfaction with            Coquitlam along with the importance
                         City services and value for tax dollars        for strong leadership. This community
                         to determine need areas;                       consultation and discussion provided the
                                                                        framework for Coquitlam’s goals—Live,
                     •   Determine priorities with regard to
                                                                        Work, Play and Leadership. The next
                         growth management, transportation
                                                                        Strategic Plan update will be completed in
                         and parks and recreation facilities and
                                                                        2006.
                         programs; and

                     •   Determine preferred financing
                         options.




48   CHAPTER 4
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




3. Develop Business Plan Objectives and               Funding for capital expenditures comes
   Align Activities                                   from a number of sources, including general
                                                      tax revenues (pay-as-you-go financing),
   Based on the four goals for the City,
                                                      statutory and other reserves, operating
   Coquitlam has identified 12 corporate
                                                      reserves, grants, external contributions
   objectives   and    established     priorities
                                                      and borrowed funds. General tax reve-
   for the year. All activities, projects and
                                                      nues available for capital purposes are
   strategic change initiatives are then
                                                      extremely limited. The borrowing of funds
   aligned with these objectives to determine
                                                      for all uses, other than local improvement
   their strategic impact.
                                                      purposes and short-term borrowings,
                                                      requires approval of the residents through
4. Review budget priorities and
                                                      a counter-petition or referendum.
   requirements

   The operating budget is reviewed to ensure       FINANCIAL PL ANNING PROCESS—
   base budget funding is sufficient for the         SCHEDULE
   outlined work plan as defined by the City’s
   objectives. If insufficient resources exist,        Spring 2005
   the manager must:
                                                      Statistically valid telephone survey.
   •   Identify improved cost efficiencies;

                                                      July 2005
   •   Reallocate resources;

                                                      City Council approved the calendar for pre-
   •   Request additional funding; and/or
                                                      paration of the 2006 Five-Year Financial
   •   Adjust the assigned work plan to align         Plan.
       with existing resources.
                                                      Results of the Financial Planning Survey
   The City’s policy is to plan for major capital     were reported to Council.
   expenditures on a five-year cycle, with
   annual reviews and updates. The Five-Year          November 2005
   Capital Plan reflects projects consistent
                                                      Series of meetings with the Executive
   with corporate objectives and long-range
                                                      Team (ET) were held to finalize the Five-
   plans.
                                                      Year Financial Plan for presentation to
                                                      Council.


                                                      November 21, 2005

                                                      Overview presentation of the Five-Year
                                                      Financial Plan provided to Council for city-




                                                                                                     49
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                   wide context. Financial Plan information
                   packages were also distributed to Council
                   members.


                   November 28 and 29, 2005

                   During the Council Committee meetings,
                   General Managers reviewed their depart-
                   mental Financial Plan including both
                   capital and operating components.


                   December 5, 2005

                   The Financial Planning Workshop was
                   held with City Council for Financial Plan
                   discussions.


                   December 12, 2005

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


                   December 14, 2005

                   The 2006 Five-Year Financial Plan was
                   adopted by Council.




50   CHAPTER 4
Chapter 5

2006 Financial Plan Overview




                               51
                                                     CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                     Consolidated Statement of Financial Activities

     Years ended December 31                   2002 Budget         2002 Actual         2003 Budget       2003 Actual        2004 Budget         2004 Actual       2005 Budget         2005 Actual        2006 Budget

     Revenue:

     Taxation                                  $    73,827,565     $    73,076,036     $    77,667,536 $     77,052,630     $    82,161,983 $        81,612,624 $      85,470,261 $        85,304,055 $       90,524,189
     Fees, rates and service charges                37,650,424          32,554,659         36,023,602        31,552,106          37,174,228         34,419,876         39,975,761         40,069,830          44,974,414
     Grants and grants in lieu                       13,334,557          5,552,995          6,948,207          5,542,477          6,861,170          9,242,139         24,480,277         20,594,269              8,113,161
     Investment income                                2,210,495          3,917,028           2,044,471         4,957,641         2,449,624           6,244,142           2,841,534           4,917,517           3,114,738
     Casino revenue                                 3,000,000            4,776,089          4,500,000         6,277,860          5,808,000            7,130,685        7,200,000            6,528,740          7,200,000
     Municipal land sales                                     0          1,967,498                   0       4,979,906                    0           1,950,142                  0                   0                   0
     Cost recoveries                                  4,548,123             614,956         5,506,000          3,736,738             573,371         1,447,062          1,344,660           1,989,016           1,247,890
     Penalties and interest on taxes                   874,000              936,712            971,500          904,956             975,500            845,394            979,500             869,326             920,500
     Other                                               661,115          1,108,979            736,203        1,898,993            590,568           2,337,888             618,258          1,488,834              614,548

     Total revenue                                 136,106,279         124,504,952         134,397,519      136,903,307         136,594,444        145,229,952         162,910,251        161,761,587        156,709,440

     Expenditure:

     General government                             12,769,320           12,341,180        12,937,098       12,096,023          13,732,966          12,827,657           14,383,151       14,249,834           15,055,804
     Police protection                               16,338,621        14,400,855          16,956,706         15,791,292        17,973,664          16,919,169         19,223,406         18,679,662           20,678,417
     Fire protection                                 12,362,881          11,801,105        12,698,247         14,052,187         13,030,861         12,750,733          13,716,879         13,054,714           14,503,071
     Engineering                                      7,253,404           6,954,152          8,330,722         7,419,644          6,885,287          6,289,447          6,920,520          6,860,468             7,087,746
     Solid waste                                      3,963,601            3,713,818        3,947,958           3,741,524         3,867,328         3,685,068             3,571,687         3,543,332             3,672,221
     Planning and development                        4,044,047          3,660,344            4,127,823         3,614,249          4,324,240          3,676,334            5,227,314         4,531,288             5,043,115
     Leisure, parks and cultural                     20,756,151         20,312,520          21,805,301       21,349,655           22,421,572       21,972,003          23,284,860          22,819,713          24,286,227
     Water utilty                                    7,949,596            7,623,455          7,898,523         8,201,374          8,779,508          8,835,199          9,724,906          9,342,463           10,744,891
     Sanitary sewer and drainage                      10,518,275          9,955,217          9,955,337        9,925,863           11,796,819       12,069,166           12,628,821         12,483,381          13,095,333
     Debt interest payments                            3,359,184          3,136,685          3,146,166         2,931,022           2,354,213          2,166,475           1,824,815          1,773,416           1,740,680
     Capital expenditures                            65,175,432        23,665,886          32,631,000        17,936,916         29,318,000         25,884,058          78,614,000          45,743,116         34,482,000
     Other                                              716,998             495,714            799,718           617,694             896,213             63,295            470,344            273,569              354,892

     Total expenditure                             165,207,510         118,060,931         135,234,599      117,677,443         135,380,671        127,138,604        189,590,703         153,354,956         150,744,397

     Net operating activity                        (29,101,231)         6,444,021           (837,080)        19,225,864            1,213,773        18,091,348        (26,680,452)         8,406,631           5,965,043

     Debt principal payments                         (1,477,044)        (2,218,847)        (1,470,509)      (2,602,388)          (1,289,149)        (3,381,136)         (1,313,625)       (1,596,223)          (1,267,374)
     General reserves                                 7,662,929          1,252,000                  0                 0                    0                  0                  0                                      0
     New Debt Issued                                          0                   0                 0                 0                    0                  0        14,774,000                                       0
     Increase (decrease) in financial equity       (22,915,346)           5,477,174        (2,307,589)       16,623,476              (75,376)        14,710,212       (13,220,077)         6,810,408           4,697,669

     Financial equity, beginning of year            74,570,481          74,570,481         80,047,655       80,047,655           96,671,131         96,671,131         111,381,343        111,381,343          118,191,751

     Financial equity, end of year             $    51,655,135 $       80,047,655 $        77,740,066 $      96,671,131     $   96,595,755 $       111,381,343    $    98,161,266     $   118,191,751    $   122,889,420




52               CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Major Fund Balances
Projected at December 31, 2006
                                                                          Sewer and
Years ended December 31                            General Fund         Drainage Utility       Water Utility
Revenue

Taxation                                                $78,884,090            $11,640,099                    $0
Fees, rates and service charges                           23,181,850             7,669,953             14,105,111
Grants and grants in lieu                                  7,807,861                       0                   0
Investment income                                          2,505,794                 375,741             215,203
Casino revenue                                            7,200,000                        0                   0
Municipal land sales                                               0                       0                   0
Cost recoveries                                            1,140,470                107,420                    0
Penalties and interest on taxes                              795,500                       0                   0
Other                                                        534,548                       0                   0

Total revenue                                            122,050,113             19,793,213           14,320,314

Expenditure

General Government                                        15,251,804                      0                    0
Police protection                                         20,678,417                      0                    0
Fire protection                                           14,503,071                      0                    0
Engineering                                                7,087,746                      0                    0
Solid waste                                                3,672,221                      0                    0
Planning & development                                      5,043,115                     0                    0
Leisure, parks and cultural                               23,825,427                      0                    0
Water utilty                                                        0                     0           10,744,891
Sanitary sewer and drainage                                         0            13,095,333                    0
Debt interest payments                                     1,253,020                250,924              236,736
Capital Expenditures                                     28,944,000               3,381,000           2,072,000
Other                                                        354,892                      0                    0

Total expenditure                                        120,613,713             16,727,257           13,053,627

Excess (deficiency) of revenue over expenditures          1,436,400              3,065,956             1,266,687

Debt Principal payments                                   (898,839)                (191,808)            (176,727)
New debt issued                                                    0                      0                    0
Transfer to Land Sale Reserve                            (1,408,583)            (1,839,000)                    0
Transfer to Amortization Reserve                          (1,011,619)              (186,477)            (101,774)
Transfer from Land Sale Reserve                           2,325,000                       0                    0
Transfer from Reserve Funds                               2,544,000                       0                    0
Transfer from General Fund                                         0                 98,000               98,000

Increase (decrease) in financial equity                   2,986,359                946,671             1,086,186

Financial equity, beginning of year                      64,488,970              12,801,216           4,696,509

Financial equity, end of year                           $67,475,329             $13,747,887           $5,782,695




The large percentage increase in financial equity in the water utility is a result of the budgeted
connection fees which are collected as newcomers connect to the utility system. The fees are
budgeted as revenue in 2006 but due to the uncertainty of when they will be collected in the
year, capital expenditures using this funding source are planned for in the year following revenue
collection.




                                                                                                                    53
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Consolidated Revenues by Type

                 In 2006, the City of Coquitlam will collect $156.7 million in revenues from a number of sources
                 including taxation, cost recoveries, fees and service charges, penalties and interest on taxes, grants,
                 investment income and other smaller sources. The following graph shows the proportional funding
                 from each of these sources for the 2006 Five-Year Financial Plan:


                 2006 Budgeted Revenue Sources ($156.7 million)

                                                                                   Cost Recoveries & Sundry
                                                   Casino Revenue         Grants             1%
                                                         5%                5%
                                      Investment Income
                                             2%




                 Fees, Rates and Service Charges
                                                                                                               Taxation
                               29%
                                                                                                                 57%


                                          Penalties & Interest on Taxes
                                                       1%




54   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




TA X AT I O N


The primary funding source for City services in the 2006 Financial Plan is taxation at $90.5 million or
58% of the total revenues on a consolidated basis. The property taxation levy includes an increase of
$5.2 million for City services in 2006, made up of approximately $2.0 million from new assessment
growth and $3.2 million from an average property tax increase of $40 per household.


Since 2003, the City’s property tax collection has increased from $77.0 million in 2003 to $90.5
million in 2006. Although the dollar amount of taxation has increased, the City’s dependence on this
revenue source has stayed relatively even from 56% in 2003 to approximately 58% in 2006.


Taxation Trends 2003 to 2006
$100,000,000                                                                                  70.0%

                                             Taxation ($)
 $90,000,000                                 Taxation as % of Total Revenue
                                                                                              60.0%

 $80,000,000


                                                                                              50.0%
 $70,000,000


 $60,000,000
                                                                                              40.0%

 $50,000,000

                                                                                              30.0%
 $40,000,000


 $30,000,000
                                                                                              20.0%


 $20,000,000

                                                                                              10.0%
 $10,000,000


        $-                                                                                    0.0%
                   2003 Actual         2004 Actual        2005 Actual         2006 Budget




                                                                                                          55
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Property Taxation from Development Growth 2003 to 2006

                 Property taxes have increased approximately $13.5 million from 2003 to 2006. Of this increase, a
                 cumulative total of $5.8 million is from development growth in the community which is equivalent
                 to an 8.2% property tax increase during the same period. The balance of $7.7 million in property
                 taxation revenue has been a result of property taxation increases approved by Council.


                 Property Taxation Development Growth 2003 to 2006


                                     Total Residential Revenue Growth   Total Non-Residential Revenue Growth
                 $2,000,000


                 $1,800,000


                 $1,600,000


                 $1,400,000


                 $1,200,000
                                                                                                                Property
                                                             Property                 Property
                                    Property                                                                       Tax
                 $1,000,000                                     Tax                      Tax
                                       Tax                                                                       Impact
                                                              Impact                   Impact
                                     Impact                                                                       2.8 %
                                                               2.1 %                    1.7 %
                   $800,000           1.7 %


                   $600,000


                   $400,000


                   $200,000


                        $0
                                   2003                      2004                   2005                       2006




56   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




F E E S , R AT E S A N D C H A R G E S


The 2006 Financial Plan includes a total of $45 million in Fees, Rates and Other charges.


2006 Budgeted Fees, Rates and Charges
                                               Admissions   Other Charges
                                                 1.5 M         1.1 M
                                                  3%             2%
                              External Recoveries                      Solid waste levies
                                    1.9 M                                    3.9 M
               Fees Charged           4%                                      9%
                  6.9 M
                   15%




   Connection Fees
       2.3 M
        5%


Development Cost Charges
        5.7 M
         13%                                                                    Water, sewer and drainage user
                                                                                            rates
                                                                                           18.5 M
                           Rents & other property fees
                                                                                             42%
                                     3.1 M
                                      7%




                                                                                                                 57
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Fees, Rates and Charges Trends 2003 to 2006

                 The revenue from fees, rates and charges has increased steadily from $31.5 million in 2003 to $45.0
                 million in 2006.

                 $50,000,000                                                                                30.0%
                                       Fees, Rates and Service Charges ($)

                 $45,000,000           Fees, Rates & Service Charges as % of Total
                                       Revenue
                                                                                                            25.0%
                 $40,000,000


                 $35,000,000
                                                                                                            20.0%

                 $30,000,000


                 $25,000,000                                                                                15.0%


                 $20,000,000

                                                                                                            10.0%
                 $15,000,000


                 $10,000,000
                                                                                                            5.0%

                  $5,000,000


                        $-                                                                                  0.0%
                                    2003 Actual         2004 Actual           2005 Actual   2006 Budget


                 During the 2006 budget process, Council approved fee increases for water, sewer and drainage user
                 rates. The increase in the 2006 budget is also due to development cost charges and connection fees
                 revenue increasing as a result of the expected development in Northeast Coquitlam.




58   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Grants

This funding source includes capital grants that are in progress, annual grants provided to the
municipality by TransLink, a Provincial traffic 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 decreased dramatically from 2005. The 2005 grants received
included funding from Translink of $15 million for the David Avenue connector and $2 million from
the Canada/BC Infrastructure Grant Program for the Poirier Aquatic Centre.


Grant Revenue Trends 2003 To 2006
$22,000,000                                                                                14.0%

                   Grants ($)
$20,000,000        Grants as % of Total Revenue
                                                                                           12.0%
$18,000,000


$16,000,000                                                                                10.0%

$14,000,000

                                                                                           8.0%
$12,000,000


$10,000,000
                                                                                           6.0%

 $8,000,000


 $6,000,000                                                                                4.0%


 $4,000,000
                                                                                           2.0%
 $2,000,000


       $-                                                                                  0.0%
                 2003 Actual         2004 Actual       2005 Actual        2006 Budget




                                                                                                      59
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 INVESTMENT INCOME


                 The 2006 investment income budget was conservatively set during October 2005 based on the
                 expectation that rates would remain low in 2006.


                 Investment Income Trends 2003 To 2006
                 $7,000,000                                                                                   5.0%
                                                                    Investment Income ($)
                                                                    Investment Income as % of Total Revenue   4.5%
                 $6,000,000

                                                                                                              4.0%


                 $5,000,000
                                                                                                              3.5%


                                                                                                              3.0%
                 $4,000,000

                                                                                                              2.5%

                 $3,000,000
                                                                                                              2.0%


                                                                                                              1.5%
                 $2,000,000


                                                                                                              1.0%

                 $1,000,000
                                                                                                              0.5%


                       $-                                                                                     0.0%
                                 2003 Actual        2004 Actual        2005 Actual          2006 Budget




60   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




CASINO REVENUE


In October 2001, the City of Coquitlam began receiving revenue from a casino operation. The first
full year of operation was in 2002. The 2006 budget was based on trend analysis with a conservative
increase over 2005 due to the recent casino expansion.


Casino Revenue Trends 2003 To 2006
$8,000,000                                                                                  6.0%
                  Casino Revenue ($)
                  Casino Revenue as % of Total Revenue

$7,000,000
                                                                                            5.0%


$6,000,000


                                                                                            4.0%
$5,000,000



$4,000,000                                                                                  3.0%



$3,000,000
                                                                                            2.0%


$2,000,000


                                                                                            1.0%
$1,000,000



      $-                                                                                    0.0%
                2003 Actual          2004 Actual         2005 Actual       2006 Budget




                                                                                                      61
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 OTHER REVENUE


                 The revenue from other sources has been volatile. The actual revenue received in 2003 is exceptionally
                 high due to $5 million received for land sales and cost recoveries, the largest of which was received
                 from the Province for providing fire assistance to the interior during the summer months. Actual
                 revenue in 2004 also included land sales of $2 million. In 2006, the Other Revenue budget is
                 conservatively estimated at $2.8 million.


                 Other Revenue Trends 2003 To 2006

                 $12,000,000                                                                                   10.0%


                                                      Other Revenue ($)                                        9.0%
                                                      Other Revenue as % of Total Revenue
                 $10,000,000
                                                                                                               8.0%


                                                                                                               7.0%
                  $8,000,000

                                                                                                               6.0%


                  $6,000,000                                                                                   5.0%


                                                                                                               4.0%

                  $4,000,000
                                                                                                               3.0%


                                                                                                               2.0%
                  $2,000,000

                                                                                                               1.0%


                        $-                                                                                     0.0%
                                   2003 Actual        2004 Actual          2005 Actual       2006 Budget




62   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Revenues—Sewer and Drainage

SEWER AND DR AINAGE UTILIT Y REVENUES


In 2006, the City of Coquitlam will collect $19.8 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 $17.0 million in 2005. The increase from 2005 to 2006 is due to $1.0 million
for connection fees relating to new development, a sewer frontage tax rate increase, and an increase
in user rates. The following graph shows the proportional funding from each of these sources for the
2006 Five-Year Financial Plan:


2006 Budgeted Sewer and Drainage Revenues ($19.8 million)



                                                                                        User Rates
                                                                                          26%

Tax
59%




   Inspections & Other Revenue                                        Fees and Service Charges
                1%                                                              12%
                                 Investment Income
                                        2%




                                                                                                        63
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 S E W E R A N D D R A I N A G E TA X R E V E N U E


                 The largest source of revenue is the sewer frontage tax which is the flat rate charged to homeowners.
                 In 2006, Council approved an increase from $258 to $273 per home to support expenditure
                 requirements. The drainage tax revenue per home increased an average of $2 from $29 to $31 per
                 home.


                 Sewer and Drainage Tax Trends 2003 To 2006
                 13,000,000                                                                                  80.0%
                                                                       Tax ($)
                 12,000,000                                            Tax as % of Total Revenue

                                                                                                             70.0%
                 11,000,000

                 10,000,000
                                                                                                             60.0%

                  9,000,000

                  8,000,000                                                                                  50.0%


                  7,000,000
                                                                                                             40.0%
                  6,000,000

                  5,000,000                                                                                  30.0%

                  4,000,000

                                                                                                             20.0%
                  3,000,000

                  2,000,000
                                                                                                             10.0%
                  1,000,000

                          0                                                                                  0.0%
                                 2003 Actual         2004 Actual        2005 Actual           2006 Budget




64   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




S E W E R A N D D R A I N A G E U S E R R AT E R E V E N U E


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 2006 is reflective of
the 6% increase approved by Council.


Sewer and Drainage User Rates Trends 2003 To 2006

                                                                                           35.0%
                 User Rates ($)
6,000,000        User Rates as % of Total Revenue

                                                                                           30.0%


5,000,000

                                                                                           25.0%


4,000,000
                                                                                           20.0%



3,000,000
                                                                                           15.0%



2,000,000
                                                                                           10.0%



1,000,000                                                                                  5.0%




       0                                                                                   0.0%
               2003 Actual          2004 Actual       2005 Actual         2006 Budget




                                                                                                      65
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 SEWER AND DR AINAGE FEES AND SERVICE CHARGES REVENUE


                 This revenue source is a result of a new connection fee bylaw approved in July, 2004. The increase in
                 the budget in 2006 is due to the development expected in Northeast Coquitlam.


                 Sewer and Drainage Fees and Service Charges Trends 2003 To 2006
                 2,500,000                                                                                    15.0%

                                   Fees and Service Charges ($)
                                   Fees and Service Charges as % of Total Revenue
                                                                                                              13.0%

                 2,000,000
                                                                                                              11.0%



                                                                                                              9.0%
                 1,500,000


                                                                                                              7.0%


                 1,000,000
                                                                                                              5.0%



                                                                                                              3.0%
                  500,000

                                                                                                              1.0%



                         0                                                                                    -1.0%
                                2003 Actual          2004 Actual           2005 Actual      2006 Budget




66   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Revenues—Water

WAT E R U T I L I T I E S R E V E N U E


In 2006, the City of Coquitlam will collect $14.3 million in revenues from a number of sources
including user rates, connection fees, investment income, and inspection and other fees. The
following graph shows the proportional funding from each of these sources for the 2006 Five-Year
Financial Plan:


2006 Budgeted Water Revenue ($14.3 million)
                                          User Rates
                                            92%




        Inspections & Other Revenue                           Connection Fees
                     1%                                            5%

                                          Investment Income
                                                 2%




                                                                                                   67
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 WAT E R U S E R R AT E R E V E N U E


                 The largest source of revenue is the user rates which is the flat rate charged to homeowners. In 2006,
                 Council approved an increase from $225 to $257 per home to support increased assessments due to
                 regional capital expenditures and for increased municipal capital expenditures.


                 Water User Rates Trends 2003 To 2006
                 14,000,000                                                                                  120.0%
                                   User Rates ($)
                                   User Rates as % of Total Revenue

                 12,000,000
                                                                                                             100.0%



                 10,000,000
                                                                                                             80.0%


                     8,000,000

                                                                                                             60.0%

                     6,000,000


                                                                                                             40.0%
                     4,000,000



                                                                                                             20.0%
                     2,000,000




                            0                                                                                0.0%
                                 2003 Actual          2004 Actual       2005 Actual         2006 Budget




                 .




68   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




WAT E R C O N N E C T I O N F E E R E V E N U E


The second largest source of revenue is connection fees. The significant increase in the budget for
2006 over and above prior years is the result of approval of a new connection fee bylaw and the
development expected in Northeast Coquitlam.


Water Connection Fees Trends 2003 To 2006
800,000                                                                                    6.0%
               Connection Fees ($)
               Connection Fees as % of Total Revenue
700,000
                                                                                           5.0%


600,000


                                                                                           4.0%
500,000



400,000                                                                                    3.0%



300,000
                                                                                           2.0%


200,000


                                                                                           1.0%
100,000



      0                                                                                    0.0%
             2003 Actual           2004 Actual         2005 Actual        2006 Budget




                                                                                                     69
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Expenditures by Department

                 The approved 2006 resource allocation to the various departments is shown below:


                 2006 Budgeted Department Expenditures ($116.0 million)
                                                   Debt Interest Payments &
                                                             Other
                                                              2%
                                                   Water Utilty
                                                                                     General Government
                                                      9%
                                                                                             13%
                             Sewer & Drainage                                                       Engineering
                                   11%                                                                  6%

                 Planning and Development
                            4%



                                                                                                         Police Services
                                                                                                              18%

                           Leisure, Parks and Cultural
                                       22%                             Solid Waste    Fire Protection
                                                                            3%              12%




70   CHAPTER 5
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Cost to the Average Homeowner in Coquitlam

The average homeowner in Coquitlam will pay $1,909 (excluding collections on behalf of other
government agencies) to the City in 2006.


What does each home receive for $1,909:

Utility Bill (March):
Water                                                $257
Garbage Pick-up & Recycling                          $155

  Sub-total:                                         $412

Property Tax Bill (July):
Sewer & Drainage                                     $304
Police Services                                      $299
Fire Services                                        $257
Capital (Including Debt Payments)                    $193
Recreational Facilities & Programs                   $138
Cultural Services & Community Grants                  $88
Roads Maintenance                                     $89
Parks & Trails Servcies                               $73
Planning & Development                                $44
Traffic Control                                        $12

  Sub-total:                                       $1,497

Total Collection for City Services:                $1,909




                                                                                               71
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




72   CHAPTER 5
Chapter 6

2006 Five-Year Operating Plan Overview




Operating Planning Process

The programs and services provided by each department (see each department overview) for 2006
exceeded anticipated revenues. This shortfall resulted in a need for the City to continue the past
practice of identifying base budget funding requirements separate from service maintenance
requirements or service change requests. Accordingly, the base budget was confirmed as the cost
to provide the same range of services as provided in 2005. The base budget included the following
allowable increases:

•   Labour and benefit rate increases—Benefit, contract wage and wage cost increases. Additional
    hours were considered a growth requirement or a new request;

•   Annualization—increases resulting from Council decisions in the previous budget year;

•   Natural Gas and Electricity increases—based on historical provider rate increases and current
    levels.

•   Equipment charges—anticipated increases for the operation, maintenance and insurance of
    vehicles as a base budget increase;

•   Metered Utilities (Water and Sewer Rates)—based on increases from the Greater Vancouver
    Regional District; and

Service change requests were presented separately to Council for decision-making purposes. These
included both service enhancement and service maintenance requests that were identified by staff
and Council committees for consideration during the 2006 budget process.




                                                                                                     73
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Service maintenance requests were required to ensure the same level of service or maintenance
                 was provided for the City’s expanding infrastructure and population. Service enhancement requests
                 were new programs or services to expand or enhance existing service levels. During the process,
                 service maintenance requests received priority as they are required to maintain the City’s current
                 service and program standards. Service enhancement requests were grouped according to the City’s
                 strategic directions.


                 BASE BUDGET


                 The most significant cost drivers for the City in the 2006 base budget were labour and other
                 contractual RCMP costs which increased at a rate greater than inflation. There were also large increases
                 experienced for fuel. These cost pressures, coupled with the increasing use of City infrastructure and
                 related services, continue to place significant demands on City financial resources.


                 2006 Base Budget Increases




                 Labour and Benefits
                                                                                                    RCMP Contracts




                                                                                                   Fleet Costs


                                                                                     Contribution to Coquitlam
                                                        Other Contractual              Legacy Fund for asset
                                                                                            replacement
                 2006 Service Changes
                 The Financial Plan incorporates an overall increase in taxes of 3.15% over 2005 levels. This
                 increase is a result of inflation, contractual increases and additional services. The additional
                 services include:

                 •    A Crime Reduction Strategy - including 9 additional RCMP members, a crime analyst,
                      enhanced civilian and auxiliary support, cost shared with Port Coquitlam (Coquitlam’s share
                      $783,000);

                 •    Funding to support a Regional RCMP Emergency Response Team ($160,000);

                 •    Year three of a five year program to provide funding for a Comprehensive Pavement
                      Rehabilitation Program ( $730,000);

                 •    Replacement of the Fire/Rescue Department radio communication system ( $350,000);

                 •    Additional funding to support the start-up and operation of the



74   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




        New Poirier Aquatic Facility ( $290,000);

•       Increased support for the Coquitlam Public Library ($63,000);

•       Increased support for Place des Arts ( $43,000);

•       Increased support for the Evergreen Cultural Centre ( $21,000);

•       Increased support for Place Maillardville ($29,000);

•       Increased support for the Coquitlam Heritage Society ( $12,000); and

•       Increased mowing frequency for sports fields ($42,000).




Financial Impact Per Household

The financial impact of base budget increases, and 2006 service level increases, is $89 for the average
household.


Increased Cost in 2006 to the Average Homeowner in Coquitlam


                  TOTAL INCREASE                                                                           $89


                        Traffic Control                         $2


             Planning & Development                         $(3)


               Parks & Trails Services                           $4

       Cultural Services & Community
                                                            $1
                   Grants

                  Roads Maintenance                             $3


    Recreational Facilities & Programs                          $9


         Garbage Pick-up & Recycling                       $-


                Capital Including Debt        $(11)


                                Water                                              $32


                         Fire Services                               $15


                      Police Services                                      $20


                    Sewer & Drainage                                  $17


                                      $(20)           $-                     $20         $40   $60   $80         $100




                                                                                                                        75
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Manager’s Office                                 AT A G L A N C E …

                                                                 •   Develop and update 3-year Corporate
                 MISSION                                             Strategic Plan and Business Plan

                 Provide corporate leadership and service to     •   HR support, such as recruitment, training
                 realize organizational values and support           and payroll, to City staff
                 Council’s vision for the community.
                                                                 •   Provide economic development liaison
                                                                     and opportunities to attract and retain
                 PURPOSE                                             business and stimulate economic growth

                 The Manager’s Office in municipal govern-        •   Promote tourism for City of Coquitlam
                 ment operates much like an executive
                                                                 •   Provide Emergency Plan management and
                 office in a corporation, overseeing the broad
                                                                     emergency preparedness support for the
                 requirements of the organization, with the
                                                                     community
                 City Manager as Chief Administrative Officer.
                 At the City of Coquitlam, the Manager’s Office
                 also includes Human Resources, Economic
                 Development,     Corporate    Planning   and
                 Emergency Planning.


                 TOWA RDS ACH I E V I N G
                 OBJECTIVES:


                 Primary Corporate Processes:

                 •   Manage the Business of the City

                 •   Manage the Human Resources of the City

                 •   Build Community Relationships

                 •   Policy Review and Optimization

                 •   Protective Services




76   CHAPTER 6
  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




  Manager’s Office
  Budgeted Expenditures By Type

               Courses/Training         Other

  Advertising & Promotions

          Contractor




         Consultant

                                                               Labour




  Manager’s Office
  Budgeted Divisional Expenditures

                                                  Coquitlam Emergency
            Economic Development &                       Program
                 Public Affairs




                                                              Human Resources
City Manager Administration

                             Corporate Planning




                                                                                77
                                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                  2006 City of Coquitlam Budget

     Fund (10)            Gen Optg                Actual        Budget       Budget       Budget       Budget       Budget         Budget
                                                  2004           2005         2006         2007         2008         2009           2010
     Department (110)     Manager

     Expenditures
     Division (120)      City Manager
       City Manager Administration                  360,744       359,729      374,940      377,493      377,521       377,557        377,589
       Economic Development & Public Affairs        413,756       456,538      691,535      372,684      373,251       373,856        374,471
       Coquitlam Emergency Program                  182,527       233,361      274,087      274,255      274,423       274,639        274,831
       Deputy City Manager Administration            34,973             0            0            0            0             0              0

     Total Division (120) City Manager              992,001      1,049,628    1,340,562    1,024,432    1,025,195    1,026,052      1,026,891


     Division (250)      Human Resources
       Human Resources Administration              1,284,198      951,488      907,978      896,048      896,118       896,208        896,288
       Employee Development, Safety & Health         (12,031)     451,929      456,236      459,187      462,254       462,272        462,288
       Payroll                                       271,977      295,088      306,380      309,496      312,712       312,802        312,882

     Total Division (250) Human Resources         1,544,144      1,698,505    1,670,594    1,664,731    1,671,084    1,671,282      1,671,458


     Division (260)      Corporate Planning
       Corporate Planning                           260,673       127,109      130,047      135,096      135,096       135,096        135,096

     Total Division (260) Corporate Planning        260,673       127,109      130,047      135,096      135,096      135,096         135,096


     Total Expenditures                           2,796,818      2,875,242    3,141,203    2,824,259    2,831,375    2,832,430      2,833,445


     Revenues
     Division (120)      City Manager
       Economic Development & Public Affairs       (126,451)     (283,000)    (479,400)    (160,000)    (160,000)    (160,000)       (160,000)
       Coquitlam Emergency Program                  (11,864)      (20,000)     (20,000)     (20,000)     (20,000)     (20,000)        (20,000)

     Total Division (120) City Manager             (138,315)     (303,000)    (499,400)    (180,000)    (180,000)    (180,000)       (180,000)


     Division (250)      Human Resources
       Human Resources Administration              (179,198)     (110,000)    (110,000)    (110,000)    (110,000)    (110,000)       (110,000)
       Employee Development, Safety & Health        (57,871)      (41,000)     (41,000)     (41,000)     (41,000)     (41,000)        (41,000)
       Payroll                                             0       (1,125)      (1,125)      (1,125)      (1,125)      (1,125)         (1,125)

     Total Division (250) Human Resources          (237,069)     (152,125)    (152,125)    (152,125)    (152,125)    (152,125)       (152,125)


     Division (260)      Corporate Planning
       Corporate Planning                           (70,000)             0            0            0            0            0               0

     Total Division (260) Corporate Planning        (70,000)             0            0            0            0            0               0


     Total Revenues                                (445,383)     (455,125)    (651,525)    (332,125)    (332,125)    (332,125)       (332,125)


     Net Expenditure (Contribution):              2,351,434      2,420,117    2,489,678    2,492,134    2,499,250    2,500,305      2,501,320




     Budget Detail by Organization Unit                                                                                              Page 2 of 15
78      CHAPTER 6                                                                                                    Date: 4/28/06 Time: 11:00AM
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Corporate Services                                    through this division. Financial Services staff
                                                      also calculate and levy property taxes, water
                                                      and sewer billing, and collection of other
MISSION
                                                      payments to the City for items such as licenses,
Provide exceptional service to enable Council,        permits and fines.
staff and the public to achieve their goals.
                                                      The    Information       and      Communication
                                                      Technology staff support all of the City’s
PURPOSE
                                                      integrated     software        applications   and

Providing     service   to    both   the   internal   coordinate telecommunications requirements

organization     and    the     community,     the    such as telephones, cell phones and pagers.

Corporate Services Department is integral             They also provide the technical support to the

to ensuring the City operates effectively and         City’s Internet and Intranet applications.

efficiently.
                                                      The City’s Legal, Bylaw Enforcement and

Corporate Services staff are responsible for          Business Licensing staff oversee all legal matters

five key areas—the City Clerk’s Office; Financial       for the City, as well as bylaw enforcement and

Services; Information and Communication               business licensing. In addition, they operate

Technology; Legal, Bylaw Enforcement, Busi-           Coquitlam’s Animal Shelter and animal care

ness Licensing and Animal Services; and               services, including volunteer coordination at

Corporate Communications.                             the facility. The City Solicitor is responsible for
                                                      legal counsel at the City.
The City Clerk’s Office provides the primary
communications link between City Council,             The   Corporate     Communications        Division

staff and the community. City Clerk’s Office           provides communications support to improve

staff are also responsible for the preparation        the effectiveness of internal and external

of the agendas and minutes for Council and            communications, including advertising, media

Committee meetings; maintenance and access            relations, and the City website.

to corporate records including City bylaws;
administrative support to Council and its
Committees; and local government elections.


Financial Services includes long-term financial
planning, annual budget development, in-
vestments, accounting, treasury and cash
management and all statutory financial
reporting. All purchasing requirements such as
tenders and purchase orders are coordinated




                                                                                                            79
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 TOWA RDS ACH I E V I N G              AT A G L A N C E
                 OBJECTIVES:
                                                       •   Coordinate local government elections
                                                           for Mayor, City Council and School Board
                 Primary Corporate Processes:
                                                           Trustees which most recently took place
                 •   Manage the Business of the City       on November 19, 2005

                 •   Policy Review and Optimization    •   Manage corporate documents in
                                                           comprehensive records management
                 •   Regulatory Enforcement
                                                           system
                 •   Stewardship of Public Assets
                                                       •   Provide administrative support and
                 •   Build Community Relationships         advice to Mayor and Council as well as
                                                           advisory Committees and Boards
                 •   Provide Financial Management
                                                       •   Collect, distribute and manage payments
                                                           and billing totalling more than $175
                                                           million

                                                       •   Provide IT support for more than 500
                                                           computers

                                                       •   Coordinate services for more than 800
                                                           telephones, cell phones, and mobile
                                                           devices

                                                       •   Issue an average of 5,400 business
                                                           licences each year

                                                       •   Respond to approximately 3,300 bylaw
                                                           complaints

                                                       •   Provide animal care services for
                                                           approximately 850 animals received at
                                                           Shelter, with an adoption rate of 83% of
                                                           all available animals

                                                       •   Provide online tools resulting in more
                                                           than 8,900 online transactions




80   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Corporate Services
Budgeted Expenditures By Type



                                               Computer Hardware &
                                                           Software
 Labour




                                                     Printing & Photocopy Costs
                                                 Contractor
                                             Mailing & Courier Costs



                                    Other




Corporate Services
Budgeted Divisional Expenditures

    Information &
Communications Technology
                                         Financial Services




City Clerk
                                             Corporate Communications

                                    Administration
                   Legal Services




                                                                                  81
                                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                    2006 City of Coquitlam Budget

     Fund (10)            Gen Optg                   Actual       Budget       Budget       Budget       Budget       Budget         Budget
                                                     2004          2005         2006         2007         2008         2009           2010
     Department (200)     Corporate Services

     Expenditures
     Division (210)      Corporate Services Administration
       Corporate Services Administration               223,665      174,873      178,702      178,702      178,702       178,702        178,702
     Total Division (210) Corporate Services
                                                       223,665      174,873      178,702      178,702      178,702      178,702         178,702
     Administration

     Division (220)      Legal Services
       Legal Services                                  368,442      550,818      562,959      568,485      487,710       487,710        487,710
       Bylaw Enforcement                               757,349      791,367      845,927      854,618      863,639       868,715        871,400
       Licensing                                       417,686      521,131      546,745      547,480      548,215       549,160        550,000

     Total Division (220) Legal Services              1,543,477    1,863,316    1,955,631    1,970,583    1,899,564    1,905,585      1,909,110


     Division (230)      City Clerk
       City Clerk Administration                       426,687      420,243      420,599      422,913      425,327       427,883        427,963
       Records Management                               79,395      116,574      111,570      114,703      118,082       121,684        121,684
       Legislative Duties                                    0      190,700            0            0      156,400             0              0
       Communication and Public Relations              744,316      199,298      208,847      208,917      208,987       209,077        209,157

     Total Division (230) City Clerk                  1,250,398     926,815      741,016      746,533      908,796      758,644         758,804


     Division (240)      Information and Communications Technology - ICT
                                                     (319,371)
       Information and Communications Technology Administration    (308,369)    (287,797)    (287,692)    (287,587)    (287,452)      (287,332)
       Network Services                                687,836       718,867    1,380,565    1,393,286    1,399,733    1,438,749      1,512,104
       Client Services                                 593,543       454,906            0            0            0            0              0
       Application Services                          1,250,477     1,493,641    1,441,327    1,485,164    1,611,693    1,735,561      1,811,210
     Total Division (240) Information and             2,212,484    2,359,045    2,534,095    2,590,758    2,723,839    2,886,858      3,035,982
     Communications Technology - ICT

     Division (270)      Financial Services
       Financial Services Administration               324,334      333,134      347,690      347,900      348,110       348,380        348,620
       Accounting                                      543,477      569,748      578,568      580,743      580,743       580,743        580,743
       Cash Management and Taxation                    259,815      306,456      304,288      304,288      304,288       304,288        304,288
       Budgeting                                       215,149      252,283      257,419      257,419      257,419       257,419        257,419
       Purchasing                                      363,604      344,238      337,474      341,349      341,349       341,349        341,349
       Stores                                          184,849      228,125      231,194      231,194      231,194       231,194        231,194

     Total Division (270) Financial Services          1,891,227    2,033,984    2,056,633    2,062,893    2,063,103    2,063,373      2,063,613


     Division (280)      Corporate Communications
       Corporate Communication                         233,553      979,129     1,014,895    1,017,326    1,017,326    1,017,326      1,017,326
     Total Division (280) Corporate
                                                       233,553      979,129     1,014,895    1,017,326    1,017,326    1,017,326      1,017,326
     Communications

     Total Expenditures                               7,354,804    8,337,162    8,480,972    8,566,795    8,791,330    8,810,488      8,963,537




     Budget Detail by Organization Unit                                                                                                Page 3 of 15
82      CHAPTER 6                                                                                                      Date: 4/28/06 Time: 11:00AM
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                               2006 City of Coquitlam Budget

Fund (10)            Gen Optg                   Actual         Budget         Budget         Budget         Budget         Budget         Budget
                                                2004            2005           2006           2007           2008           2009           2010

Department (200)     Corporate Services

Revenues
Division (210)      Corporate Services Administration
  Corporate Services Administration                (99,983)             0              0              0              0              0               0
Total Division (210) Corporate Services
                                                   (99,983)             0              0              0              0              0               0
Administration

Division (220)      Legal Services
  Legal Services                                   (17,128)        (5,000)        (5,000)        (5,000)        (5,000)        (5,000)        (5,000)
  Bylaw Enforcement                               (345,879)      (329,000)      (342,000)      (342,000)      (342,000)      (342,000)      (342,000)
  Licensing                                     (1,445,548)    (1,330,500)    (1,352,500)    (1,352,500)    (1,352,500)    (1,352,500)    (1,352,500)

Total Division (220) Legal Services             (1,808,556)    (1,664,500)    (1,699,500)    (1,699,500)    (1,699,500)    (1,699,500)    (1,699,500)


Division (230)      City Clerk
  City Clerk Administration                         (4,707)        (7,000)        (7,000)        (7,000)       (7,000)         (7,000)        (7,000)
  Legislative Duties                                      0      (190,700)              0              0     (190,700)               0              0
  Communication and Public Relations                (4,461)              0              0              0             0               0              0

Total Division (230) City Clerk                     (9,168)     (197,700)         (7,000)        (7,000)     (197,700)         (7,000)        (7,000)


Division (240)      Information and Communications Technology - ICT
  Application Services                             (10,000)             0              0              0              0              0               0
Total Division (240) Information and
                                                   (10,000)             0              0              0              0              0               0
Communications Technology - ICT

Division (270)      Financial Services
  Financial Services Administration                (16,863)              0       (45,100)       (45,100)       (45,100)       (45,100)       (45,100)
  Accounting                                       (17,115)       (21,000)       (21,000)       (21,000)       (21,000)       (21,000)       (21,000)
  Cash Management and Taxation                 (78,044,069)   (80,065,167)   (84,469,090)   (88,545,748)   (92,573,986)   (96,007,864)   (99,357,570)
  Purchasing                                       (76,224)       (45,100)              0              0              0              0              0

Total Division (270) Financial Services        (78,154,271)   (80,131,267)   (84,535,190)   (88,611,848)   (92,640,086)   (96,073,964)   (99,423,670)


Division (280)      Corporate Communications
  Corporate Communication                                0         (5,000)        (5,000)        (5,000)        (5,000)        (5,000)        (5,000)
Total Division (280) Corporate                           0         (5,000)        (5,000)        (5,000)        (5,000)        (5,000)        (5,000)
Communications

Total Revenues                                 (80,081,977)   (81,998,467)   (86,246,690)   (90,323,348)   (94,542,286)   (97,785,464) (101,135,170)


Net Expenditure (Contribution):                (72,727,173)   (73,661,305)   (77,765,718)   (81,756,553)   (85,750,956)   (88,974,976)   (92,171,633)




Budget Detail by Organization Unit                                                                                                          Page 4 of 15
                                                                                                                            Date: 4/28/06 Time: 11:00AM    83
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Leisure and Parks Services                          Crunch, the path around Como Lake, 13.5
                                                                     km of trails in Mundy Park and 18 km of
                                                                     trails in Westwood Plateau, offer year-long
                 MISSION
                                                                     opportunities to learn more about our natural
                 Work with the community to create and               environment.
                 support leisure and parks opportunities that
                                                                     In addition to its leisure and parks services, the
                 encourage healthy lifestyles.
                                                                     department is responsible for maintenance
                                                                     management of all City buildings and
                 PURPOSE
                                                                     cemetery operations and it also provides

                 Through programs, services, facilitation, re-       Emergency Social Services such as food and

                 creation facilities, parks and hiking trails,       accommodations for evacuated residents in

                 the City of Coquitlam Leisure and Parks staff       the event of a major disaster.

                 contribute daily to the quality of life and well-
                 being of the community. Leisure programs for        TOWA RDS ACH I E V I N G
                 all ages are offered throughout the year at         OBJECTIVES
                 recreation facilities and through partnerships
                 with schools and other organizations. The           Primary Corporate Processes:
                 City’s recreation facilities—Chimo Pool, City
                                                                     •   Recreation and Culture
                 Centre Aquatic Complex, Dogwood Pavilion,
                 the Sports Centre, Poirier Community Centre         •   Build Community Relationships

                 and Pinetree Community Centre—are fully
                                                                     •   Manage the Physical Plant of the City
                 equipped to offer customers both training
                 programs and a range of leisure activities.         •   Stewardship of Public Assets

                 Seniors enjoy a special club environment
                                                                     •   Parks and Open Space Planning,
                 at Dogwood Pavilion and the Pinetree
                                                                         Development and Maintenance
                 Community Centre, where opportunities for
                 crafts, activities, entertainment and programs
                 are tailored to members’ interests.


                 Leisure and Parks staff are actively involved
                 in parks planning, development and main-
                 tenance to create multiple opportunities for
                 outdoor enthusiasts. In the summer, water
                 spray parks and pools offer fun in the sun.
                 The City’s hiking trails like the new Coquitlam




84   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




AT A G L A N C E …

•   2,304 Seniors’ Centre members

•   868 volunteers in Leisure and Parks Services

•   33,133 hours volunteered in Leisure and Parks Services

•   382,429 hours in registered leisure and aquatics programs

•   399,550 admissions to City Centre Aquatic Complex

•   120,714 admissions to Chimo Pool

•   10,223 admissions to Sports Centre

•   Manage 90 km of trails and 80 active parks and open space (natural areas) of over 2,300 acres

•   Maintain a total of 77 sports fields and ball diamonds




                                                                                                    85
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Leisure and Parks Services
                 Budgeted Expenditures By Type

                                    Labour




                                                                                                 Utilities

                                                                                          Contractor
                                                                                 General & Program Supplies
                                                    Other
                                                                       Equipment Costs




                 Leisure and Parks Services
                 Budgeted Divisional Expenditures

                                                                              Leisure Services




                   Parks & Open Space

                                                                             Business Services
                                                     Facility Maintenance




86   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                  2006 City of Coquitlam Budget

Fund (10)            Gen Optg                     Actual       Budget       Budget       Budget       Budget       Budget         Budget
                                                  2004          2005         2006         2007         2008         2009           2010

Department (300)     Leisure and Parks Services

Expenditures
Division (310)      Business Services
  Business Services Administration                  652,685      727,963      861,088      863,767      864,085       864,407        864,728

Total Division (310) Business Services              652,685      727,963      861,088      863,767      864,085      864,407         864,728


Division (320)      Facility Maintenance
  Facility Management                              1,364,269    1,394,257    1,435,556    1,438,156    1,444,500    1,451,653      1,458,664
  Facility Maintenance                               425,662      467,403      475,401      478,608      481,211      483,914        486,572
  Civic Project Management                            78,714       87,812       89,318       89,441       89,563       89,721         89,860

Total Division (320) Facility Maintenance         1,868,645     1,949,472    2,000,275    2,006,204    2,015,274    2,025,288      2,035,097


Division (330)      Parks and Open Space
  Parks and Open Space                               300,898      333,013      339,284      341,384      342,918      344,075        344,875
  Sportsfield and Courts Maintenance                 854,536      920,739      973,103      980,195      984,708      988,374        991,377
  Parks Boulevard Maintenance                        190,051      246,437      223,950      224,989      225,611      225,804        225,808
  Cemetary Services                                  467,241      430,583      443,435      454,915      466,738      478,916        491,458
  Grounds Maintenance                                150,751      170,683      165,191      165,870      166,275      166,403        166,403
  Parks Maintenance                                2,039,211    2,000,948    2,094,830    2,103,942    2,110,192    2,116,020      2,118,850
  Westwood Plateau Specified Area Maintenance         46,465       45,388       45,388       45,388       45,388       45,388         45,388
  Pacific Reach Specified Area Maintenance            95,627       83,500       81,740       81,412       81,409       81,406         81,406
  Planning and Design Services                       322,020      396,593      407,377      409,211      343,082      343,419        343,419
  Environmental Services                             119,579      127,952      154,079      154,505      154,759      154,836        154,836
  Parks Services Community Programs and Events       110,533       82,003       85,316       85,713       85,949       86,023         86,023
Total Division (330) Parks and Open Space         4,696,913     4,837,839    5,013,693    5,047,524    5,007,028    5,030,665      5,049,844


Division (350)      Leisure Services
  Leisure Services West Administration               260,880      231,137      191,395      191,490      192,324      193,215        194,127
  Leisure Services West-Community Services           234,022      511,192      673,579      673,915      674,251      674,683        675,067
  Poirier Sports Centre                            1,314,319    1,379,045    1,392,516    1,402,614    1,412,018    1,422,349      1,432,886
  Poirier Community Centre                           683,024      727,321      732,790      739,080      745,620      747,097        748,263
  Chimo Pool                                       1,129,029    1,242,974    1,223,900    1,231,469    1,238,717    1,246,357      1,254,178
  Dogwood Pavilion                                   717,770      736,416      755,894      757,490      759,013      760,635        762,269
  Blue Mountain Wading Pool                           29,868       37,760       36,393       36,442       36,483       36,528         36,572
  Blue Mountain Spray Park                            11,680       11,252       10,895       10,941       10,985       11,031         11,076
  Planet Ice                                         483,400      604,984      655,441      655,441      655,441      655,441        655,441
  Scout Hall                                          16,157        8,399        9,878        9,933        9,989       10,046         10,104
  Mackin Pool                                         24,826       31,453       31,247       31,387       31,501       31,622         31,740
  Spani Pool                                         181,854      187,319      187,809      191,462      194,957      197,538        200,179
  Rochester Pool                                      59,301       74,925       71,304       72,211       72,990       73,808         74,629
  Centennial School Activity Center                  114,813      133,066      136,342      137,342      138,342      139,342        140,342
  New Poirier Pool                                         0            0      224,000      290,000      290,000      290,000        290,000
  Leisure Services East Administration               215,236            0            0            0            0            0              0
  Leisure Services East Community Services            44,349            0            0            0            0            0              0
  City Centre Aquatics Complex                     2,869,499    2,992,306    3,023,839    2,976,830    3,004,640    3,026,127      3,048,288
  Pinetree Community Centre                        1,327,749    1,440,254    1,488,766    1,489,223    1,489,684    1,490,838      1,491,361
  Town Centre Spray Park                              15,136       14,459       14,395       14,476       14,527       14,581         14,631
  Town Centre Recreation                               7,119        7,847        8,575        8,762        8,947        9,139          9,339
  Town Centre Stadium                                160,352      206,846      212,710      214,448      215,881      217,973        219,492
  Eagle Ridge Pool                                   135,038      133,287      136,754      138,535      140,121      141,780        143,462
  Panorama Spray Park                                  1,191        2,351        2,422        2,446        2,461        2,478          2,493


Budget Detail by Organization Unit                                                                                                  Page 6 of 15
                                                                                                                    Date: 4/28/06 Time: 11:00AM    87
                                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                       2006 City of Coquitlam Budget

     Fund (10)            Gen Optg                     Actual        Budget        Budget        Budget        Budget        Budget         Budget
                                                       2004           2005          2006          2007          2008          2009           2010

     Department (300)     Leisure and Parks Services

     Expenditures
       Victoria Hall                                       14,867        18,486        19,882        20,063        20,251        20,530         20,734
       Glen Pool                                              888             0             0             0             0             0              0
       Summit Community Centre                             29,528        59,780        54,918        54,918        54,918        54,918         54,918

     Total Division (350) Leisure Services             10,081,896    10,792,859    11,295,644    11,350,918    11,414,060    11,468,054     11,521,590


     Total Expenditures                                17,300,139    18,308,133    19,170,700    19,268,414    19,300,446    19,388,415     19,471,258


     Revenues
     Division (310)      Business Services
       Business Services Administration                    (8,425)       (7,500)       (7,500)       (7,500)       (7,500)       (7,500)        (7,500)

     Total Division (310) Business Services                (8,425)       (7,500)       (7,500)       (7,500)       (7,500)       (7,500)        (7,500)


     Division (320)      Facility Maintenance
       Facility Management                              (656,878)     (692,900)     (710,400)     (710,400)     (710,400)     (710,400)       (710,400)
       Facility Maintenance                              (12,697)             0             0             0             0             0               0

     Total Division (320) Facility Maintenance          (669,575)     (692,900)     (710,400)     (710,400)     (710,400)     (710,400)       (710,400)


     Division (330)      Parks and Open Space
       Parks and Open Space                              (14,838)       (9,000)       (9,000)       (9,000)       (9,000)       (9,000)         (9,000)
       Sportsfield and Courts Maintenance               (116,388)     (174,740)     (168,740)     (168,740)     (168,740)     (168,740)       (168,740)
       Parks Boulevard Maintenance                          (110)             0             0             0             0             0               0
       Cemetary Services                                (467,971)     (430,583)     (443,435)     (454,915)     (466,738)     (478,916)       (491,458)
       Grounds Maintenance                               (18,859)      (18,000)      (18,000)      (18,000)      (18,000)      (18,000)        (18,000)
       Parks Maintenance                                 (43,775)      (40,490)      (19,490)      (19,490)      (19,490)      (19,490)        (19,490)
       Westwood Plateau Specified Area Maintenance       (46,465)      (45,388)      (45,388)      (45,388)      (45,388)      (45,388)        (45,388)
       Pacific Reach Specified Area Maintenance          (95,627)      (83,500)      (81,740)      (81,412)      (81,409)      (81,406)        (81,406)
       Environmental Services                             (1,679)             0             0             0             0             0               0
       Parks Services Community Programs and Events      (22,366)       (4,500)       (4,500)       (4,500)       (4,500)       (4,500)         (4,500)
     Total Division (330) Parks and Open Space
                                                        (828,078)     (806,201)     (790,293)     (801,445)     (813,265)     (825,440)       (837,982)


     Division (350)      Leisure Services
       Leisure Services West Administration               (45,788)      (70,600)      (79,073)      (79,073)      (79,073)      (79,073)       (79,073)
       Leisure Services West-Community Services            (9,595)      (22,540)     (120,540)     (120,540)     (120,540)     (120,540)      (120,540)
       Poirier Sports Centre                             (878,560)     (874,454)     (863,454)     (863,454)     (863,454)     (863,454)      (863,454)
       Poirier Community Centre                          (248,666)     (212,280)     (210,280)     (210,280)     (210,280)     (210,280)      (210,280)
       Chimo Pool                                        (654,434)     (660,473)     (660,473)     (660,473)     (660,473)     (660,473)      (660,473)
       Dogwood Pavilion                                  (326,190)     (308,950)     (317,513)     (317,513)     (317,513)     (317,513)      (317,513)
       Planet Ice                                        (226,195)     (224,539)     (261,596)     (261,596)     (261,596)     (261,596)      (261,596)
       Scout Hall                                          (5,819)       (5,017)       (6,000)       (6,000)       (6,000)       (6,000)        (6,000)
       Spani Pool                                         (89,355)      (76,334)      (78,334)      (78,334)      (78,334)      (78,334)       (78,334)
       Rochester Pool                                     (17,178)      (16,340)      (16,340)      (16,340)      (16,340)      (16,340)       (16,340)
       Centennial School Activity Center                  (64,269)      (67,400)      (67,400)      (67,400)      (67,400)      (67,400)       (67,400)
       Leisure Services East Administration               (18,763)             0             0             0             0             0              0
       City Centre Aquatics Complex                    (1,968,754)   (1,940,865)   (1,973,061)   (1,973,061)   (1,973,061)   (1,973,061)    (1,973,061)
       Pinetree Community Centre                         (614,929)     (573,011)     (593,011)     (593,011)     (593,011)     (593,011)      (593,011)
       Town Centre Recreation                             (32,071)      (28,300)      (26,614)      (26,614)      (26,614)      (26,614)       (26,614)
       Town Centre Stadium                                (49,517)      (45,145)      (45,145)      (45,145)      (45,145)      (45,145)       (45,145)



     Budget Detail by Organization Unit                                                                                                       Page 7 of 15
88      CHAPTER 6                                                                                                             Date: 4/28/06 Time: 11:00AM
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                  2006 City of Coquitlam Budget

Fund (10)            Gen Optg                     Actual        Budget        Budget        Budget        Budget        Budget         Budget
                                                  2004           2005          2006          2007          2008          2009           2010

Department (300)     Leisure and Parks Services

Revenues
  Eagle Ridge Pool                                   (76,875)      (67,000)      (70,000)      (70,000)      (70,000)      (70,000)       (70,000)
  Victoria Hall                                       (8,843)       (7,410)       (7,410)       (7,410)       (7,410)       (7,410)        (7,410)
  Glen Pool                                             (144)             0             0             0             0             0              0
  Summit Community Centre                            (45,521)      (41,473)      (50,473)      (50,473)      (50,473)      (50,473)       (50,473)

Total Division (350) Leisure Services             (5,381,463)   (5,242,131)   (5,446,717)   (5,446,717)   (5,446,717)   (5,446,717)    (5,446,717)


Total Revenues                                    (6,887,541)   (6,748,732)   (6,954,910)   (6,966,062)   (6,977,882)   (6,990,057)    (7,002,599)


Net Expenditure (Contribution):                   10,412,598    11,559,401    12,215,790    12,302,352    12,322,564    12,398,358     12,468,659




Budget Detail by Organization Unit                                                                                                       Page 8 of 15
                                                                                                                         Date: 4/28/06 Time: 11:00AM    89
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Engineering and Public Works                     AT A G L A N C E …

                                                                  •   Collect and classify garbage and
                 MISSION                                              recyclables from 24,000 single family
                                                                      homes and 13,000 multi-family dwellings
                 Committed to excellence in public works.
                                                                  •   Monitor and distribute more than
                                                                      21,000,000 cubic meters of drinking
                 PURPOSE
                                                                      water annually

                 The Engineering and Public Works Department      •   Maintain over 462 km of water main, 15
                 is responsible for the systems that enable the       water pump stations and 8 water storage
                 community to use quality water for drinking          reservoirs
                 and fire fighting, dispose of sanitary sewage,
                                                                  •   Maintain over 420 km of sanitary sewer,
                 drainage, garbage and recyclables, and use
                                                                      17 major pump stations to reliably collect
                 transportation facilities, including roads and
                                                                      more than 19.3 million cubic metres of
                 signal systems.
                                                                      sanitary sewage from 39,000 residential,

                 Engineering and Public Works also coordinates        commercial, industrial and institutional

                 the capital works program as it relates to the       customers

                 construction of new roads, drainage, water       •   Maintain 1,020 lane km of roads (arterial,
                 and sewer systems.      The department also          collector and local)
                 maintains record drawings and high quality
                                                                  •   Provide snow clearing and ice control for
                 maps of the City. The Coquitlam Engineering
                                                                      1,020 lane km of road, 24 hours a day,
                 and Public Works Department is the first
                                                                      seven days per week, as required
                 — and to date only — agency in Canada to
                 be accredited by the American Public Works       •   Maintain over 476 km of drainage
                 Association (since 1998).                            pipelines, 16 km of dikes, 2 flood gates/
                                                                      pumping stations and 115 natural

                 TOWA RDS ACH I E V I N G                             watercourses, providing environmental

                 OBJECTIVES                                           protection, spill response, flood
                                                                      protection and public safety
                 Primary Corporate Processes:
                                                                  •   Manage design and construction of City
                 •   Transportation and Traffic Management             Operation’s Capital Works program of
                                                                      approximately $15 million per year
                 •   Stewardship of Public Assets

                 •   Utilities Management and Maintenance

                 •   Manage the Physical Plant of the City




90   CHAPTER 6
      CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




      Engineering and Public Works
      Budgeted Expenditures By Type


                                                                            Sewer & Drainage Utility
                     Solid Waste




Engineering & Public Works
      (General Fund)



                                                      Water Utility




      Engineering and Public Works—General Fund
      Budgeted Expenditures by Type


                         Labour
                                                                                    Equipment & Related Charges




                                                                                    Contractor
                               Other
                                                                Utilities
                                       Fuel
                                   General Supplies




                                                                                                                  91
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Engineering and Public Works—General Fund
                 Budgeted Divisional Expenditures

                               Infrastructure Maintenance
                                   (Work Control, Fleet,
                                    Roads & Structures)




                                                                                                    Traffic Operations
                           Geomatics

                                         Design & Construction                     Utility Programs
                                        (Inspections and Project
                                             Management)           Operations Management &
                                                                       Customer Service




                 Engineering and Public Works—Solid Waste
                 Budgeted Expenditures by Type

                                                                          Labour         Equipment & Related Charges
                                             Other




                                                                                                           Contractor



                           Disposal Costs




92   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Engineering and Public Works—Sewer & Drainage Utility
Budgeted Expenditures by Type

       Sewer And Drainage District Levy
                                                                                       Contributions to Capital Program




                                                                                                  Repayment to Land Sale Reserve

                                                                                    Labour
                           Other
                                                                             Contractor
                                      Utilities
                                                  General Supplies
                                                            Equipment & Related Charges




Engineering and Public Works—Water Utility
Budgeted Expenditures by Type

                                                            Water District Purchase Costs




         Other

               Utilities                                                                    Contributions to Capital Program
           General Supplies
                                                         Labour
     Equipment & Related Charges
                              Contractor




                                                                                                                                   93
                                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                         2006 City of Coquitlam Budget

     Fund (10)            Gen Optg                       Actual       Budget        Budget       Budget       Budget       Budget         Budget
                                                         2004          2005          2006         2007         2008         2009           2010

     Department (400)     Engineering and Public Works

     Expenditures
     Division (410)      Engineering Management
       Operations General Management Administration        177,754      224,496       234,463      234,477      234,491       234,509        234,525
       Customer Service                                     77,917       84,509        87,664       87,678       87,692        87,710         87,726
     Total Division (410) Engineering
                                                           255,671      309,005       322,127      322,155      322,183      322,219         322,251
     Management

     Division (420)      Design and Construction
       Design                                               103,482      (87,616)            0            0            0            0              0
       Infrastructure Inspections                           544,462      586,209       598,824      599,580      533,115      534,087        534,951
       Project Management                                   137,710      108,178        79,405       79,787       80,168       80,659         81,094
       Waste Management                                   3,893,234    3,906,250     3,946,929    3,978,501    4,010,141    4,115,508      4,155,511
     Total Division (420) Design and                      4,678,887    4,513,021     4,625,158    4,657,868    4,623,424    4,730,254      4,771,556
     Construction

     Division (430)      Geomatics
       Survey                                              175,507      174,169       191,706      194,668      194,855       195,095        195,309
       Mapping                                              96,522      225,312       192,834      192,855      192,876       192,903        192,927

     Total Division (430) Geomatics                        272,029      399,481       384,540      387,523      387,731      387,998         388,236


     Division (440)      Fleet and Garage
       Fleet and Service Centre Administration              79,008      148,012       155,416      157,163      157,177       157,195        157,211
       Communication                                        23,104       27,621        34,958       34,958       34,958        34,958         34,958
       Garage                                                5,458            0             0            0           (0)            0             (0)

     Total Division (440) Fleet and Garage                 107,570      175,633       190,374      192,121      192,135      192,153         192,169


     Division (450)      Infrastructure Maintenance
       Work Control                                         512,192      232,845       235,553      236,164      236,777      237,566        238,267
       Roads and Flood Control                            3,819,003    4,004,453     4,118,726    4,135,283    4,152,382    4,170,028      4,188,581
       Methane Recovery System                               89,597       32,225        33,539       33,658       33,779       33,903         34,029
     Total Division (450) Infrastructure                  4,420,791    4,269,523     4,387,818    4,405,105    4,422,938    4,441,497      4,460,876
     Maintenance

     Division (460)      Traffic Operations Management
       Site Management, Signs and Carpentry                  9,486        59,521        71,595       75,795       79,991       84,941         89,465
       Traffic Operations                                  853,583     1,330,296     1,369,564    1,374,431    1,379,507    1,383,497      1,387,594
     Total Division (460) Traffic Operations               863,069     1,389,817     1,441,159    1,450,226    1,459,497    1,468,437      1,477,059
     Management

     Division (490)      Utility Programs
       Utilitiy Programming                                       0     174,826       178,231      178,231      178,231       178,231        178,231

     Total Division (490) Utility Programs                        0     174,826       178,231      178,231      178,231      178,231         178,231


     Total Expenditures                                  10,598,018   11,231,306    11,529,407   11,593,229   11,586,139   11,720,789     11,790,378




     Budget Detail by Organization Unit                                                                                                     Page 9 of 15
94      CHAPTER 6                                                                                                           Date: 4/28/06 Time: 11:00AM
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                    2006 City of Coquitlam Budget

Fund (10)            Gen Optg                       Actual        Budget        Budget        Budget        Budget        Budget         Budget
                                                    2004           2005          2006          2007          2008          2009           2010

Department (400)     Engineering and Public Works

Revenues
Division (410)      Engineering Management
  Operations General Management Administration            (840)             0             0             0             0             0              0
  Customer Service                                      (3,480)      (21,000)      (21,000)      (21,000)      (21,000)      (21,000)       (21,000)
Total Division (410) Engineering
                                                        (4,320)      (21,000)      (21,000)      (21,000)      (21,000)      (21,000)       (21,000)
Management

Division (420)      Design and Construction
  Infrastructure Inspections                          (109,120)     (135,000)     (135,000)     (135,000)     (135,000)     (135,000)      (135,000)
  Waste Management                                  (3,895,369)   (3,906,250)   (3,946,929)   (3,978,501)   (4,010,141)   (4,115,508)    (4,155,511)
Total Division (420) Design and                     (4,004,489)   (4,041,250)   (4,081,929)   (4,113,501)   (4,145,141)   (4,250,508)    (4,290,511)
Construction

Division (430)      Geomatics
  Survey                                               (20,000)             0             0             0             0             0              0
  Mapping                                              (18,102)      (19,500)      (22,000)      (22,000)      (22,000)      (22,000)       (22,000)

Total Division (430) Geomatics                         (38,102)      (19,500)      (22,000)      (22,000)      (22,000)      (22,000)       (22,000)


Division (440)      Fleet and Garage
  Communication                                      (103,801)     (103,402)     (111,086)     (111,086)     (111,086)     (111,086)       (111,086)
  Garage                                               (5,000)             0             0             0             0             0               0

Total Division (440) Fleet and Garage                (108,801)     (103,402)     (111,086)     (111,086)     (111,086)     (111,086)       (111,086)


Division (450)      Infrastructure Maintenance
  Work Control                                          (1,974)            0             0             0             0             0               0
  Roads and Flood Control                           (1,136,973)    (675,250)     (675,250)     (675,250)     (675,250)     (675,250)       (675,250)
  Methane Recovery System                              (89,597)     (32,225)      (33,539)      (33,658)      (33,779)      (33,904)        (34,029)
Total Division (450) Infrastructure
                                                    (1,228,544)    (707,475)     (708,789)     (708,908)     (709,029)     (709,154)       (709,279)
Maintenance

Division (460)      Traffic Operations Management
  Site Management, Signs and Carpentry                 (2,207)             0             0             0             0             0               0
  Traffic Operations                                 (396,769)     (749,707)     (749,707)     (749,707)     (749,707)     (749,707)       (749,707)
Total Division (460) Traffic Operations              (398,976)     (749,707)     (749,707)     (749,707)     (749,707)     (749,707)       (749,707)
Management

Total Revenues                                      (5,783,233)   (5,642,334)   (5,694,511)   (5,726,202)   (5,757,963)   (5,863,455)    (5,903,583)


Net Expenditure (Contribution):                      4,814,785     5,588,972     5,834,896     5,867,027     5,828,176     5,857,334      5,886,795




Budget Detail by Organization Unit                                                                                                        Page 10 of 15
                                                                                                                           Date: 4/28/06 Time: 11:00AM    95
                                          CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                         2006 City of Coquitlam Budget

     Fund (20)            Sew and Drain Optg              Actual         Budget         Budget         Budget          Budget         Budget         Budget
                                                          2004            2005           2006           2007            2008           2009           2010

     Department (400)     Engineering and Public Works

     Expenditures
     Division (450)      Infrastructure Maintenance
       Drainage and Flood Control                          1,925,091      1,994,647      2,263,299      2,367,841       2,489,606      2,667,735      2,793,515
       Sewer Infrastructure Maintenance                    1,689,489      1,996,540      2,008,589      2,043,965       2,084,485      2,139,556      2,198,512
     Total Division (450) Infrastructure
                                                           3,614,581      3,991,187      4,271,888      4,411,806       4,574,091      4,807,291      4,992,028
     Maintenance

     Division (460)      Infrastructure Management
       Sewer Infrastructure Management                    11,291,633     13,013,557     15,571,325     16,537,438      18,203,181     21,078,762     20,553,927
     Total Division (460) Infrastructure                  11,291,633     13,013,557     15,571,325     16,537,438      18,203,181     21,078,762     20,553,927
     Management

     Total Expenditures                                   14,906,214     17,004,744     19,843,213     20,949,244      22,777,272     25,886,053     25,545,955


     Revenues
     Division (450)      Infrastructure Maintenance
       Drainage and Flood Control                          (143,319)     (3,155,807)    (4,158,595)    (4,316,785)     (4,806,200)    (6,356,496)    (5,010,486)
       Sewer Infrastructure Maintenance                    (341,476)       (200,000)      (200,000)       (50,000)        (30,000)       (30,000)       (30,000)
     Total Division (450) Infrastructure                   (484,795)     (3,355,807)    (4,358,595)    (4,366,785)     (4,836,200)    (6,386,496)    (5,040,486)
     Maintenance

     Division (460)      Infrastructure Management
       Sewer Infrastructure Management                   (14,882,171)   (13,648,937)   (15,484,618)   (16,582,459)    (17,941,072)   (19,499,557)   (20,505,469)
     Total Division (460) Infrastructure                 (14,882,171)   (13,648,937)   (15,484,618)   (16,582,459)    (17,941,072)   (19,499,557)   (20,505,469)
     Management

     Total Revenues                                      (15,366,966)   (17,004,744)   (19,843,213)   (20,949,244)    (22,777,272)   (25,886,053)   (25,545,955)


     Net Expenditure (Contribution):                       (460,752)              0              0              (0)             0              0              (0)




     Budget Detail by Organization Unit                                                                                                               Page 11 of 15
96      CHAPTER 6                                                                                                                      Date: 4/28/06 Time: 11:00AM
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                    2006 City of Coquitlam Budget

Fund (30)            Wat Optg                        Actual         Budget         Budget         Budget         Budget         Budget          Budget
                                                     2004            2005           2006           2007           2008           2009            2010

Department (400)     Engineering and Public Works

Expenditures
Division (450)      Infrastructure Maintenance
  Water Infrastructure Maintenance                    7,658,432      8,358,253      9,387,477     10,935,964     11,494,863     12,276,434      12,707,742
Total Division (450) Infrastructure
                                                      7,658,432      8,358,253      9,387,477     10,935,964     11,494,863     12,276,434      12,707,742
Maintenance

Division (460)      Infrastructure Management
  Water Infrastructure Management                     3,344,700      4,316,766      4,932,837      5,460,186      5,959,242      7,591,565       7,542,009
Total Division (460) Infrastructure
                                                      3,344,700      4,316,766      4,932,837      5,460,186      5,959,242      7,591,565       7,542,009
Management

Total Expenditures                                   11,003,132     12,675,019     14,320,314     16,396,150     17,454,105     19,867,999      20,249,751


Revenues
Division (450)      Infrastructure Maintenance
  Water Infrastructure Maintenance                    (107,776)        (80,670)      (100,670)       (30,670)       (30,670)       (30,670)        (30,670)
Total Division (450) Infrastructure
                                                      (107,776)        (80,670)     (100,670)        (30,670)       (30,670)       (30,670)        (30,670)
Maintenance

Division (460)      Infrastructure Management
  Water Infrastructure Management                   (10,919,340)   (12,594,349)   (14,219,644)   (16,365,480)   (17,423,435)   (19,837,329)    (20,219,081)
Total Division (460) Infrastructure                 (10,919,340)   (12,594,349)   (14,219,644)   (16,365,480)   (17,423,435)   (19,837,329)    (20,219,081)
Management

Total Revenues                                      (11,027,117)   (12,675,019)   (14,320,314)   (16,396,150)   (17,454,105)   (19,867,999)    (20,249,751)


Net Expenditure (Contribution):                         (23,985)             0              0              0              0              (0)             0




Budget Detail by Organization Unit                                                                                                              Page 12 of 15
                                                                                                                                 Date: 4/28/06 Time: 11:00AM    97
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Planning and Development                          The City of Coquitlam has a Citywide Official
                                                                   Community Plan that includes policies and
                                                                   plans at a general level for the whole City, as
                 MISSION
                                                                   well as individual area and neighbourhood
                 Working together to plan and develop a safe       plans. By following these plans and policies,
                 and desirable community.                          Coquitlam can manage growth and change
                                                                   responsibly, and residents and businesses will

                 PURPOSE                                           have sufficient amenities and infrastructure
                                                                   to provide for a safe and desirable community
                 The Planning and Development Department is        life. Using these policies and plans as a guide,
                 responsible for developing a wide range of        the Planning and Development Department
                 plans for land use and other City initiatives     reviews    proposed    development     projects
                 including transportation, heritage and the        and advises Council on how and where
                 environment. The Department is also respon-       they can be built, along with any special
                 sible for handling current applications for       considerations, such as urban design, heritage,
                 buildings and subdivisions, tree cutting, site    the environment and servicing requirements.
                 preparation, land use changes and develop-        On subdivision, plumbing, gas and building
                 ment proposals. Planning for the future needs     matters, department staff are responsible for
                 of the community includes policies and plans      approving applications and inspecting their
                 for managing urban development and growth.        construction, consistent with legislation and
                 Plans must incorporate transportation sys-        Council’s policies.
                 tems, environmental considerations, infra-
                 structure requirements, business and service      TOWA RDS ACH I E V I N G
                 opportunities, heritage planning, and neigh-      OBJECTIVES
                 bourhood characteristics and amenities. Plan-
                 ning of this scope requires extensive colla-      Primary Corporate Processes:
                 boration and research. Guided by Council’s
                                                                   •   Development, Planning and Building
                 vision, staff work with other levels of
                                                                       Review, Approval and Inspection
                 government, the private sector and the public
                 to ensure the City’s planning and development     •   Stewardship of Public Assets
                 are consistent with local, regional, provincial
                                                                   •   Policy Review and Optimization
                 and federal activities.
                                                                   •   Transportation and Traffic Management

                                                                   •   Long-term Land Use and Community
                                                                       Planning




98   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




AT A G L A N C E …

•   Comprehensive Citywide Official
    Community Plan, integrating existing
    area and neighbourhood plans

•   Planning for sustainable development in
    Coquitlam

•   Planning and design of strategic
    transportation initiatives

•   Secure funding from TransLink for road,
    transit and bicycle improvements

•   Environment-related initiatives underway
    include preparation of Watershed
    Management Strategy, Comprehensive
    Landscape Strategy, Greenhouse Gas
    Reduction, Street Tree Management
    Strategy, Impervious Cover Reduction and
    Water Quality Assurance through Cross-
    Connection Control

•   Permitting and inspection for $221
    million in construction in 2005

•   Respond to provincial and regional plans
    and initiatives




                                                          99
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  Planning and Development
                  Budgeted Expenditures by Type


                                                                                 Labour




                               Other
                         Mileage Expense
                                           Consultant




                  Planning and Development
                  Budgeted Divisional Expenditures

                                                                           Development Services




                    Community Planning

                                                Transportation Planning Administration




100   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                2006 City of Coquitlam Budget

Fund (10)            Gen Optg                   Actual        Budget        Budget        Budget        Budget        Budget         Budget
                                                2004           2005          2006          2007          2008          2009           2010

Department (500)     Planning and Development

Expenditures
Division (510)      Planning and Development Administration
  Planning & Development Administration            397,770       602,401       434,207       434,225       434,242       434,265        434,284
Total Division (510) Planning and
                                                   397,770       602,401       434,207       434,225       434,242       434,265        434,284
Development Administration

Division (520)      Transportation & Community Planning
  Transportation Planning                          177,646       333,351       333,649       326,121       326,226       326,361        326,481
  Community Planning                               649,220       976,409       959,702       978,508       986,888       987,023        987,143
Total Division (520) Transportation &              826,866     1,309,760     1,293,351     1,304,629     1,313,114     1,313,384      1,313,624
Community Planning

Division (530)      Development Services
  Development Services Administration              404,377       561,292       588,184       600,823       513,379       513,838        514,246
  Development Planning                             625,218       803,081       825,454       833,792       842,369       842,819        843,219
  West Team Construction                           316,259       399,393       357,626       359,495       361,364       363,767        365,903
  East Team Construction                           352,757       514,732       493,862       499,073       504,516       507,441        510,041
  Development Servicing                            125,156       241,320       215,718       221,511       159,708       160,131        160,507
  Permits                                          625,730       795,335       834,713       853,360       864,920       874,987        881,219
Total Division (530) Development
                                                 2,449,497     3,315,153     3,315,557     3,368,054     3,246,256     3,262,983      3,275,135
Services

Total Expenditures                               3,674,133     5,227,314     5,043,115     5,106,908     4,993,612     5,010,632      5,023,043


Revenues
Division (520)      Transportation & Community Planning
  Community Planning                               (38,500)      (55,250)       (5,250)       (5,250)       (5,250)       (5,250)        (5,250)
Total Division (520) Transportation &
                                                   (38,500)      (55,250)       (5,250)       (5,250)       (5,250)       (5,250)        (5,250)
Community Planning

Division (530)      Development Services
  Development Services Administration              (62,340)       (5,375)       (5,375)       (5,375)       (5,375)       (5,375)        (5,375)
  Development Planning                            (232,597)     (410,780)     (410,780)     (410,780)     (410,780)     (410,780)      (410,780)
  West Team Construction                           (56,656)      (55,600)             0             0             0             0              0
  East Team Construction                        (1,410,733)   (2,007,270)             0             0             0             0              0
  Development Servicing                            (16,386)       (7,225)       (7,225)       (7,225)       (7,225)       (7,225)        (7,225)
  Permits                                          (10,290)             0   (2,062,870)   (2,062,870)   (2,062,870)   (2,062,870)    (2,062,870)
Total Division (530) Development                (1,789,002)   (2,486,250)   (2,486,250)   (2,486,250)   (2,486,250)   (2,486,250)    (2,486,250)
Services

Total Revenues                                  (1,827,502)   (2,541,500)   (2,491,500)   (2,491,500)   (2,491,500)   (2,491,500)    (2,491,500)


Net Expenditure (Contribution):                  1,846,630     2,685,814     2,551,615     2,615,408     2,502,112     2,519,132      2,531,543




Budget Detail by Organization Unit                                                                                                    Page 13 of 15
                                                                                                                       Date: 4/28/06 Time: 11:00AM    101
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  Fire/Rescue                                        •   school education programs;

                                                                     •   instruction on how to prevent fires;
                  MISSION
                                                                     •   information on how to identify risks;
                  Provide a wide scope of emergency services,
                                                                     •   assistance with the development of pre-
                  fire prevention and educational programs
                                                                         incident fire plans; and
                  designed to protect lives and property from
                  the adverse effects of fire, sudden medical         •   participation in public events.
                  emergencies    or    exposure   to   dangerous
                                                                     The Fire/Rescue Department is also required
                  conditions created by people or nature.
                                                                     to carry out inspections of multi-family resi-
                                                                     dences and commercial buildings. They do fire
                  PURPOSE
                                                                     investigations to determine the cause of fires,

                  Providing emergency response to fires is one of     and check building plans for compliance to the

                  the Fire/Rescue Department’s core roles and        Fire Code related to life safety issues.

                  responsibilities in the City. However, the Fire/
                  Rescue Department does much more than              TOWA RDS ACH I E V I N G
                  respond to fires. The City’s firefighters are also    OBJECTIVES
                  highly-trained First Responders for medical
                  emergencies, natural gas leaks, hazardous          Primary Corporate Processes:
                  material incidents, and other highly specialized
                                                                     •   Protective Services
                  rescues such as high angle rescue, industrial
                  rescue, confined space rescue, trench and           •   Build Community Relationship

                  water rescue and wild-land/urban fire special
                  training programs.


                  In addition to these important emergency
                  response requirements, the Coquitlam Fire/
                  Rescue Department is very active in promoting
                  Fire Prevention and Education Programs.
                  Through community liaison initiatives, the Fire
                  Department provides:




102   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




AT A G L A N C E …                              •   Complete approximately 3,500 building
                                                    inspections
•   Respond to an average of 2,300 medical
    emergencies                                 •   Train firefighters totalling more than
                                                    10,000 person hours
•   Provide medical and rescue support
    at approximately 1,200 motor vehicle        •   Respond to approximately 150 special
    accidents                                       operations incidents

•   Respond to an average of 200 structural     •   Respond to approximately 1,000
    fires                                            miscellaneous calls per year, such as
                                                    burning complaints, public assists, refuse
•   Respond to an average of 200 vehicle fires
                                                    fires and investigations
•   Conduct 50 school tours at local fire
    stations, involving 1,000 students and
    promote fire prevention at public events

•   Respond to approximately 6,000 calls
    through 9-1-1




                                                                                                 103
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  Fire Services
                  Budgeted Expenditures by Type

                                                                                         Labour




                                      Other
                                      Utilities
                      General, Clothing & Safety
                               Supplies                              Equipment and Related
                                                                           Charges




                  Fire Services
                  Budgeted Divisional Expenditures

                                                               Suppression




                                                                                                     Training Division
                                              Prevention                                          Facility Maintenance
                                                                             Administration
                                                  Communications




104   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                       2006 City of Coquitlam Budget

Fund (10)            Gen Optg          Actual       Budget       Budget       Budget       Budget       Budget         Budget
                                       2004          2005         2006         2007         2008         2009           2010

Department (610)     Fire Protection

Expenditures
Division (610)      Fire Protection
  Fire Administration                   1,287,024    1,324,240    1,331,774    1,340,271    1,342,333    1,342,351      1,342,367
  Fire Communications                     393,027      419,114      792,935      801,104      809,272      810,910        815,807
  Fire Prevention                         499,743      526,912      489,772      501,309      505,381      513,519        521,658
  Fire Suppression                     10,695,039   11,316,350   11,792,490   11,890,512   11,910,160   11,910,160     11,910,160
  Fire Training Division                  146,936      346,652      347,866      352,606      352,606      352,606        352,606
  Fire Facility Maintenance               250,581      207,870      219,004      223,215      227,444      232,132        236,704

Total Division (610) Fire Protection   13,272,349   14,141,138   14,973,841   15,109,017   15,147,196   15,161,678     15,179,302


Total Expenditures                     13,272,349   14,141,138   14,973,841   15,109,017   15,147,196   15,161,678     15,179,302


Revenues
Division (610)      Fire Protection
  Fire Prevention                        (18,093)     (32,000)     (32,000)     (32,000)     (32,000)     (32,000)        (32,000)
  Fire Suppression                       (33,753)      (4,500)      (4,500)      (4,500)      (4,500)      (4,500)         (4,500)
  Fire Training Division                 (10,000)            0            0            0            0            0               0

Total Division (610) Fire Protection     (61,846)     (36,500)     (36,500)     (36,500)     (36,500)     (36,500)        (36,500)


Total Revenues                           (61,846)     (36,500)     (36,500)     (36,500)     (36,500)     (36,500)        (36,500)


Net Expenditure (Contribution):        13,210,503   14,104,638   14,937,341   15,072,517   15,110,696   15,125,178     15,142,802




Budget Detail by Organization Unit                                                                                      Page 14 of 15
                                                                                                         Date: 4/28/06 Time: 11:00AM    105
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  Police Services—Coquitlam                          TOWA RDS ACH I E V I N G

                  RCMP Detachment                                    OBJECTIVES


                                                                     Primary Corporate Process:
                  MISSION
                                                                     •   Protective Services
                  The Coquitlam RCMP Detachment, proud of its
                  traditions and confident in its ability to meet     At a glance…
                  future challenges, is committed to preserving
                                                                     •   Work towards a safer community by
                  the peace, upholding the law and providing
                                                                         encouraging community involvement in
                  quality police service in partnership with our
                                                                         volunteer programs including Citizens
                  communities.
                                                                         Crime Watch, Speed Watch, the RCMP
                                                                         Auxiliary Program, and Community Police
                  PURPOSE
                                                                         Station volunteers

                  To provide highly trained, top quality policing    •   Invest in youth safety in the community
                  services in Coquitlam, the City hires the RCMP         through School Liaison Program, and
                  on contract and City employees provide the             involvement in various committees, such
                  RCMP with administrative support services.             as those dealing with alternative justice
                  The result is a cohesive partnership that en-          and sexually exploited youth
                  sures the best possible protective services for
                  the City. The Coquitlam RCMP detachment            •   Work with local businesses and

                  provides all standard policing services, includ-       residential complexes to implement

                  ing response to emergency and non-emergency            crime prevention programs such as Crime

                  calls, criminal investigations, counter-attack         Prevention through Environmental Design

                  roadblocks to identify impaired driving and            and Crime Free Multi-Housing

                  other offences, and several traffic safety          •   Through an integrated approach,
                  measures.                                              Coquitlam Detachment utilizes Federal,
                                                                         Provincial and other Lower Mainland
                  The RCMP are also actively involved in crime
                                                                         resources to enhance the level of policing
                  prevention     and    increasing   community
                                                                         services provided to the citizens of
                  awareness and understanding of how to
                                                                         Coquitlam
                  protect people and their property from crime.
                  Through outreach programs, the RCMP and
                  City staff promote strong ties within the
                  community, particularly with youth and other
                  potential at-risk groups.




106   CHAPTER 6
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Police Services
Budgeted Expenditures by Type

                  RCMP Contract




                      Other                              Labour
            Janitorial Expenses        Utilities
                 Radio Dispatch




Police Services
Budgeted Divisional Expenditures

              RCMP Police Contract




                                                                  Facility Management
Community Policing         Administration, Dispatch,
                           Records Management &
                               Clerical Support
                                                       Radio/Remote Dispatch Levies




                                                                                        107
                                           CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                   2006 City of Coquitlam Budget

      Fund (10)            Gen Optg                Actual        Budget        Budget        Budget        Budget        Budget         Budget
                                                   2004           2005          2006          2007          2008          2009           2010

      Department (630)     Police Protection

      Expenditures
      Division (630)      Police Protection
        Police Administration Operations            4,162,610     4,236,043     4,470,667     4,492,866     4,504,702     4,505,302      4,505,872
        Community Policing                            537,361       618,132       653,569       658,186       663,000       665,839        666,095
        Police Contract                            11,708,188    13,798,756    14,958,703    15,748,805    16,398,622    16,931,145     17,480,646
        Police Facility Management                    511,364       513,030       523,768       528,977       534,101       539,436        544,930
        E-Comm                                        168,658       180,000       180,000       180,000       180,000       180,000        180,000

      Total Division (630) Police Protection       17,088,182    19,345,961    20,786,707    21,608,835    22,280,425    22,821,722     23,377,543


      Total Expenditures                           17,088,182    19,345,961    20,786,707    21,608,835    22,280,425    22,821,722     23,377,543


      Revenues
      Division (630)      Police Protection
        Police Administration Operations             (113,085)   (1,018,000)   (1,299,934)   (1,299,934)   (1,299,934)   (1,299,934)    (1,299,934)
        Community Policing                            (70,646)      (69,840)      (70,070)      (70,070)      (70,070)      (70,070)       (70,070)
        Police Contract                            (1,765,603)   (1,968,979)   (1,990,399)   (1,996,078)   (2,002,467)   (2,005,297)    (2,007,322)
        Police Facility Management                    (85,278)      (55,000)      (55,000)      (55,000)      (55,000)      (55,000)       (55,000)

      Total Division (630) Police Protection       (2,034,611)   (3,111,819)   (3,415,403)   (3,421,082)   (3,427,471)   (3,430,301)    (3,432,326)


      Total Revenues                               (2,034,611)   (3,111,819)   (3,415,403)   (3,421,082)   (3,427,471)   (3,430,301)    (3,432,326)


      Net Expenditure (Contribution):              15,053,571    16,234,142    17,371,304    18,187,753    18,852,954    19,391,421     19,945,217




      Budget Detail by Organization Unit                                                                                                 Page 15 of 15
108      CHAPTER 6                                                                                                        Date: 4/28/06 Time: 11:00AM
Chapter 7

Five-Year Capital Plan Overview




Sustainability Challenges for Infrastructure

The City owns infrastructure with a value of approximately $472 million. Over time, this
infrastructure will need to be replaced 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.




                                                                                                         109
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  FUNDING SOURCES


                  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 2006 Five-Year Financial Plan is funded from the following sources:




                                                                                    General Revenue
                                                                                         21%
                                    Sanitary Sewer,
                                         Water &
                                    Solid Waste 31%


                                                              2006 - 2010
                                                             Capital Plan
                                                           Funding Sources
                                                                   ($167 Million)
                                                                                             Reserves &
                                                                                             Trusts 21%
                                        Grants &
                                       Contributions
                                          10%


                                                                   DCC's 18%




                  Capital Process

                  D E F I N I T I O N O F C A P I TA L A S S E T


                  Capital assets provide a benefit to the City 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.



110   CHAPTER 7
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




The City of Coquitlam emphasizes a corporate         This draft capital plan is then reviewed by the
perspective in developing the Five-Year Capital      Standing Committees of Council for their areas
Plan. This provides a balanced review of             of jurisdiction and is amended as directed
submissions to ensure they are consistent with       by these Committees. The finalized plan is
the corporate objectives as outlined in the          presented to Council for review and approval.
Business Plan, Strategic Plan, Official Citywide
Community Plan (OCP) and approved Master             O P E R AT I N G C O S T I M PA C T
Plans.
                                                     Each capital project in the plan is reviewed to
Within this context, teams consisting of staff       assess the impact it will have on the operating
from one or more departments, submit a               budget. Projects providing new infrastructure
prioritized list of projects within the available    will typically require additional expenditures
funding envelope to the Finance Department           each year for operation and maintenance.
who coordinates the submissions. The sum-            Projects which replace or rehabilitate existing
marized project list is then presented to the        infrastructure will typically reduce operating
Executive Team (ET) who evaluate and prioritize      costs, however this does not generally result
the capital projects for the Financial Plan. This    in an overall reduction of operating costs as
prioritization is based on selected criteria with    other aging city infrastructure not replaced is
an emphasis on corporate direction and fit            progressively more expensive to operate and
with City strategies.                                maintain.

The capital evaluation criteria cover the            An additional $425,000 required for new infra-
following    aspects    of   a   capital   project   structure was included in the 2006 Financial
including:                                           Plan. The following capital projects have an
•   Public health and safety.                        operating cost impact in 2006.

•   Support and maintenance of current City
    infrastructure.
                                                     Capital Projects with an
                                                     Operating Cost Impact ($000’s)
•   Economic development impact.
                                                                                  2006 Operating Cost
•   Impact of project on improving                   Poirier Aquatic Facility (2005 project)     $290
    the Community and/or a specific
    neighbourhood.                                   Parkland Acquisition                         $20
                                                     Trail Development Program                    $14
•   Economic payback.
                                                     Roads Enhancement - Lougheed and North
•   Available funding for the operation and          Road                                         $14
    replacement of the investment.                   Roads Enhancement - Rochester, Marmont
                                                     to Laurentian                                $13
•   Synergies with other City projects.
                                                     Parks and Open Space Mgt Plan- Invasives     $10
•   Impact on existing/proposed land uses.           Walton Neighborhood Park Development         $10

•   Environmental impact.                            Left turn bays Como at Porter                 $9
                                                     Park Washroom Upgrade Program                 $8




                                                                                                        111
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                             (continued on next page)
                  (continued from previous page)
                  Left turn bays United at Burbidge               $6
                  Anti-skid paving program                        $6
                  East/West Bike Route, South Coquitlam           $6
                  Traffic Signals - Johnson/Durant                 $6
                  Intelligent Transportation System               $4
                  Sidewalk Program                                $3
                  Hickey Washroom                                 $2
                  Pedestrian Crossing Improvement, Austin
                  at Safeway                                      $2
                  NE McIntyre Creek Bridge                        $2

                  TOTAL                                         $425




                  2006—2010 Capital Plan

                  The 2006—2010 capital expenditure program adopted by Council includes approximately $167
                  million to be expended on a number of types of projects:


                  Capital Expenditure Program 2006 To 2010 ($167 million)
                                                     Park Purchase &
                                                   Development $15.8M
                                                                             Sewer $11.7M


                                                                                      Vehicles & Equipment $9.1M
                  Drainage & Scarps $19.2M

                                                                                            Traffic Flow & Safety $7M


                                                                                               Sportsfields $5.1M

                                                                                                ICT $3.1M

                     Water $20.3M
                                                                                                Civic Facilities $10M


                                                                                               Planning $2.3M
                                                                                             Other $4.2M




                                                              Roads $59M




112   CHAPTER 7
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Capital Expenditure Program 2006 To 2010 ($000’s)


                                2006       2007      2008      2009       2010      Total    %


Civic Facilities                $7,039   $2,049      $294       $295      $295     $9,972   6%
Sportsfields                      $856     $1,054    $1,050      $851     $1,252    $5,063   3%
Park Purchase                  $2,000    $2,000    $2,000     $2,000    $2,000    $10,000   6%
Park Development                 $975      $400      $965      $1,225   $2,194     $5,759   3%
Trails                           $193       $175      $172      $242      $446     $1,228    1%
L&P Other                        $201      $366       $165      $300        $0     $1,032    1%
Roads - MRN Enhancement        $4,229     $3,770    $3,910    $3,907    $3,907    $19,723   12%
Roads - MRN Rehabilitation      $1,166    $1,166    $1,166      $709     $1,166    $5,373   3%
Roads - CCRN Enhancement        $1,300    $1,200    $1,350    $1,500    $1,500     $6,850   4%
Roads - CCRN Rehabilitation     $2,611    $3,410    $4,228    $4,425    $2,301    $16,975   10%
Roads - Local Road Network      $1,997    $1,820    $1,667     $1,927   $2,164     $9,575   6%
Roads - Traffic Flow & Safety    $1,381    $1,450     $1,515    $1,324    $1,324   $6,994    4%
Roads - Other                     $167     $240       $20        $20       $20      $467    0%
Drainage & Scarps               $1,445    $5,340    $4,324    $3,225    $4,855    $19,189   12%
Waste                             $195       $10       $10        $0        $0       $215   0%
Sewer                           $1,936    $2,219    $3,570    $2,433     $1,520   $11,678   7%
Water                           $2,072    $4,121    $5,399    $4,956    $3,767    $20,315   12%
Planning                         $236      $632      $480       $480      $480     $2,308    1%
Information Systems               $615      $615      $615      $615      $615     $3,075   2%
Vehicles & Equipment            $2,544    $2,318    $1,528     $1,305    $1,437    $9,132   5%
Other                           $1,239      $121      $120      $122      $122     $1,724    1%



                               $34,397   $34,476   $34,548    $31,861   $31,365 $166,647 100%




                                                                                                  113
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  2006 Capital Projects                                     PA R K P U R C H A S E A N D
                                                                            DEVELOPMENT ($3.0 MILLION ) :
                  C I V I C FA C I L I T I E S ( $ 7. 0 M I L L I O N ) :
                                                                            Parkland Acquisition
                  Civic Facilities Program                                  Purchase of parkland for current and future

                  Funds have been allocated to start a program              community needs within Coquitlam, as

                  of replacing aging sports and cultural                    approved by Council.

                  facilities. Work is already underway on
                                                                            Park Development
                  expanding the Dogwood Seniors Centre.
                                                                            New park development on Walton Avenue;
                  Town Centre Facilities                                    playground    replacement;     a   new       park

                  Construction and interior design for a seniors            washroom; along with improvements to

                  centre in Coquitlam Town Centre and a civic               furnishings and fencing in existing parks.

                  square.
                                                                            TR AIL DEVELOPMENT AND
                  Seismic Upgrade Program                                   L E I S U R E A N D PA R K S O T H E R
                  A multi-year upgrade program of existing civic            ($ 0.4 MILLION):
                  facilities that were built prior to 1990. This
                                                                            Trail Development
                  program would ensure facilities meet current
                  seismic code.                                             Continuation of the program outlined in the
                                                                            Master Trail Plan to develop or upgrade trails,

                  S P O R T S F I E L D S ( $ 0 .9 M I L L I O N ) :        including planting, signage, fencing, drainage
                                                                            and site furnishings.
                  Sportsfield Strategy Program:
                                                                            Leisure & Parks Masterplan
                  A continuation of the ongoing program to
                  provide funds to upgrade fields throughout the             An update to the current plan approved in

                  City. Sportsfields and ball diamonds upgraded              1998.

                  are used by sport groups throughout the City
                  and provide an improved park experience for               ROADS – M A JOR ROAD NET WORK
                  the neighbourhood.                                        ($5.4MILLION):

                                                                            Pavement Rehabilitation
                                                                            Sections of road on United Boulevard,
                                                                            Como Lake Avenue, Lougheed Highway and
                                                                            Guildford Way.




114   CHAPTER 7
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Lougheed Highway and North Road                      ROADS – LOC AL ROAD NET WORK
Widening the northbound approach of North            ($2.0 MILLION):
Road to provide an additional through lane,
                                                     Pavement Rehabilitation
and a mid-block signal.
                                                     An annual program to rehabilitate pavement
Left Turn Bays                                       in the local road network. Included are roads

United Boulevard at Burbidge, Como Lake              in the Maillardville West neighbourhood.

Avenue at Porter and Poirier.
                                                     ROADS – TR AFFIC FLOW AND
Right Turn Lane                                      SAFET Y ($1.4 MILLION):
Into the West Coast Express station.
                                                     Traffic Signal Program
Como Lake Avenue at Charles Best School              Installation of a pedestrian and vehicle signal
Improvements to address capacity problems            at Johnson and Durant, and upgrade the
when entering and leaving the school.                EMTRAC system for fire truck priority.


Traffic Signal Network Coordination                   Safety and Capacity Improvements

Continuation of the ongoing project to               A program to make modifications at a number
connect traffic signals by fibre optic cable and       of intersections throughout the City to
install a central traffic signal management           improve safety and capacity, including the
system.                                              Johnson/Mariner corridor.


                                                     Sidewalk      and     Pedestrian      Crossing
ROADS – COLLECTOR ROAD
                                                     Improvements
N E T W O R K ( $ 3 .9 M I L L I O N ) :
                                                     Programs to improve pedestrian safety at
Pavement Rehabilitation                              seven locations.

An   expanded      program      to   combat     a
                                                     East/West Bike Route
deteriorating network of collector roads.
Included are sections of road on Dewdney             Addition of bike lanes to sections of Foster.

Trunk,    David   Avenue,     Winslow,     Porter,
                                                     Transit Related Road Improvements
Gabriola, Brada, Rochester, Foster, Pipeline,
Alderson, Robinson and King Edward.                  A program, funded 50% by TransLink, to make
                                                     modifications and improvements at bus
Rochester Avenue                                     stops.

Installation of pavement, curbs and sidewalks
from Marmont to Laurentian.




                                                                                                       115
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  ROADS – OTHER ($ 0.2 MILLION ) :                    Recycling Depot
                                                                      A new depot in North East Coquitlam for the
                  McIntyre Creek
                                                                      recycling of waste materials.
                  Replacement of existing culverts on Quarry
                  Road with a concrete bridge.                        S A N I TA R Y S E W E R ( $ 1 .9 M I L L I O N )

                  City-wide Ortho Photos                              Victoria Drive Forcemain and Trunk Sewer

                  New aerial photography will provide current         Construction from Soball to Rocklin to support
                  information      for    emergency      response,    the development of North East Coquitlam.
                  community and infrastructure planning.
                                                                      Inflow and Infiltration Program

                  DR AINAGE          AND      SCARPS       ($1.4      To identify and eliminate sources of unwanted
                  MILLION):                                           storm water inflow and infiltration in the
                                                                      sanitary sewer system.
                  Hyde Creek Stormwater Diversion Sewer
                                                                      Sewer Structural Rehabilitation
                  Part of an overall drainage system to facilitate
                  development in the Hyde Creek Watershed.            To correct structural deficiencies in the sewer
                  This section is along Glenbrook Street, north       system. Work includes main replacement,
                  of David Avenue.                                    service connection replacement and point
                                                                      repairs, main re-lining and trenchless point
                  Neighbourhood Drainage Rehabilitation               repairs.
                  An   annual    maintenance       and   corrective
                                                                      Electrical and Mechanical Upgrades
                  program that is completed in conjunction
                  with the neighbourhood road program.                To upgrade electrical control panels, kiosks,
                  Typical activities include the excavation and       pumps and associated equipment.
                  repair of pipe, spot liners and pipe relining
                  between manholes.                                   WAT E R ( $ 2 . 1 M I L L I O N ) :

                                                                      Road Program Improvements
                  WA S T E ( $ 0 . 2 M I L L I O N ) :
                                                                      Much of the City water infrastructure is
                  Compost Demonstration Garden                        under road pavement. Correcting known
                  A community demonstration garden which              deficiencies in the water system in advance
                  will promote and educate about backyard             of the road program will reduce the likelihood
                  composting and provide a facility for residents     that the new pavement will have to be
                  to participate in compost gardening.                excavated for future system repairs and
                                                                      upgrades. The Maillardville West area roads
                                                                      are planned to be completed during 2006.




116   CHAPTER 7
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Smith/Regan Water Main
Replacement of mains east of Porter that are
beyond their serviceable life.


Water Meter Replacements
As water meters age they lose accuracy;
meters in excess of 20 years are targeted for
replacement.


OTHER ($4.6 MILLION):

Rapid Transit and Arterial Roadways
Plans
These are part of a series of plans needed to
facilitate development in Coquitlam. They
will be prepared by City staff with specialized
consulting support and an extensive public
consultation process, taking into account
Council’s desire to achieve more sustainable
development.


Information Systems
An ongoing program to upgrade and
maintain current hardware, software and
application requirements.


Vehicles and Equipment
An ongoing program to replace outdated and
aged pieces of equipment and fleet to ensure
functionality and dependability. In 2006, this
includes the fifth unit of a program to replace
six aging fire trucks.


Miscellaneous
This includes the purchase of small assets
and equipment.




                                                          117
Chapter 8

Appendix




Glossary                                             its goals. By using this tool for evaluation,
                                                     planning, analysis and ongoing tracking, the
The following terms are defined specifically for       entire organization is better able to work
use in the Strategic Plan, Business Plan and Five-   towards objectives that support each other and
Year Financial Plan for the City of Coquitlam.       link to the overall strategy. This approach looks
                                                     at four critical service areas when determining
ACCOUNTING PRINCIPLES                                objectives: Stakeholder, Financial, Operational
                                                     and Foundation.
A set of generally accepted principles for ad-
ministering accounting activities and regulat-       BUDGET AMENDMENT
ing financial reporting.
                                                     Significant amendments may be made to
ACCRUAL METHOD OF                                    the approved Five-Year Financial Plan by
ACCOUNTING                                           completion and adoption of a revised Five-
                                                     Year Financial Plan. Other adjustments to the
A method of accounting in which transactions         capital plan may be made per the guidelines
are recognized at the time they are incurred, as     outlined in the City’s Purchasing Policy.
opposed to when cash is received or spent.           This policy states that a change, in excess
                                                     of $100,000, must be reported to and
BAL ANCED SCORECARD                                  approved by Council prior to implementation
                                                     of the requested amendment. Changes to
Balanced Scorecard is a strategic management         departmental operating budgets are at the
tool that helps organizations identify objec-        discretion of the General Manager provided
tives and align them with their strategy in a        these changes occur within the approved
way that recognizes there are many factors           departmental budget.
that influence how well an organization meets


                                                                                                         119
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  C A P I TA L A S S E T                           FINANCIAL PERSPEC TIVE—
                                                                   BAL ANCED SCORECARD
                  Assets of significant value and have a useful
                  life of greater than one year.                   The financial perspective looks to how well
                                                                   Coquitlam is managing its resources in terms

                  C A P I TA L P L A N                             of both efficient use of existing resources and
                                                                   the ability to generate new revenue or other
                  A comprehensive five-year corporate plan          resources.
                  that identifies the proposed capital project
                  expenditures and sources of financing for all     FINANCIAL PLAN
                  departmental projects. Projects within the
                  capital plan are ranked using departmental       Provides the statutory approval to expend
                  and corporate criteria to determine which will   funds, once approved by City Council. Approval
                  be funded. The “funded” portion of the Plan      for the Five-Year Financial Plan is granted on an
                  is accommodated within the given financial        annual basis for operating purposes and for
                  constraints and means of the City, and           the life of capital projects beginning in the first
                  therefore, can be undertaken at the required     year of the Plan period.
                  time.

                                                                   F O U N D AT I O N P E R S P E C T I V E—
                  DEFICIT                                          BAL ANCED SCORECARD

                  The excess of an entity’s liabilities over its   Learning and growth in the organization are
                  assets or excess of expenditures over revenues   captured in the foundation perspective as
                  during a single accounting period.               critical factors required to enable continuous
                                                                   improvement, training, and the ability to

                  DEVELOPMENT COST CHARGES                         respond effectively to change while taking

                  (DCC)                                            steps to prepare for future needs. This
                                                                   also includes the community and corporate
                  A fee imposed on new development to assist in    infrastructure necessary for an effective
                  the funding of growth-related infrastructure.    organization.


                  EXPENDITURE                                      FTE

                  The cost of goods and services received for      Full Time Equivalent staffing positions.
                  both the regular City operations and the
                  capital plan.




120   CHAPTER 8
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




FUND                                                GVS&DD


A fiscal entity of self-balancing accounts which     Greater Vancouver Sewer and Drainage
are segregated for the purpose of providing a       District.
specific service or activity.

                                                    G V TA
FUND BALANCE
                                                    Greater Vancouver Transportation Authority.
The cumulative total of the fund’s revenue,
expenditures, debt payments, debt proceeds          GVWD
and interfund transfers.
                                                    Greater Vancouver Water District.

GAAP
                                                    M I L L R AT E
Generally Accepted Accounting Principles,
which    are   the   conventions,     rules   and   Municipal property tax revenue is calculated
procedures that define accepted accounting           by applying the mill rate (rate of taxation) to
practices.                                          the projected assessment base. In the context
                                                    of the property tax calculation, one mill is one

GENER AL FUND ACTIVITIES                            thousandth of the assessment base. Additional
                                                    property tax revenue is generated through an
Departments that are funded wholly or in part       increase in the mill rate and/or growth in the
through property tax and user fees.                 assessment base.


GOAL                                                MISSION

A goal is a specific outcome that the organi-        How the organization will work to achieve
zation strives to accomplish over a 15 to 20        the vision. Coquitlam’s mission is to serve the
year time frame in order to achieve its vision.     public interest through leadership, innovation
The City of Coquitlam has four goals that relate    and a commitment to community priorities
to Live, Work, Play and Leadership.                 and strengths.


                                                    M U LT I P L E L I S T I N G S E R V I C E ( M L S )
GRANT

                                                    The MLS is a real estate listing service provided
A financial contribution to or from govern-
                                                    by realtors from across Canada through the
ments.
                                                    Canadian Real Estate Association.

GVRD


Greater Vancouver Regional District.

                                                                                                           121
                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                  OBJECTIVE                                             PROJECT


                  An objective is a measurable target that the          A project has a clearly defined start and end
                  organization works toward over a one to five-          point; it is not a repetitive activity.
                  year time frame. Coquitlam’s corporate
                  objectives stem from the strategic directions         PSAAB
                  for each goal area. Achieving its objectives
                  enables Coquitlam to reach its goals. Coquitlam       Public Sector Accounting and Auditing Board
                  has 12 corporate objectives, and each                 of the Canadian Institute of Chartered
                  department will have its own objectives that          Accountants
                  relate to and support the corporate objectives.
                  In theory, employees could have a set of              RCMP
                  personal   objectives    that   support       their
                  Division’s objectives, which in turn support          Royal Canadian Mounted Police

                  the departmental and corporate objectives.
                  This helps to ensure everyone within the              S TA K E H O L D E R P E R S P E C T I V E—
                  organization is working together towards the          BAL ANCED SCORECARD
                  same goals.
                                                                        This is the customer perspective—whether
                                                                        customers are internal or external. Objectives
                  O P E R AT I O N A L P E R S P E C T I V E—
                                                                        in this area are designed to enable Coquitlam
                  BAL ANCED SCORECARD
                                                                        to serve its customers by delivering the

                  Coquitlam’s internal processes are considered         services they need. Stakeholders include

                  in the operational perspective, which looks at        taxpayers, business owners, homeowners,

                  how the organization can improve the way it           tenants, seniors, children and staff from other

                  does business and delivers services.                  departments.



                  PROCESS                                               S T R AT E G I C C H A N G E I N I T I AT I V E


                  Processes are the repetitive activities that take     Strategic Change Initiatives are special projects

                  place throughout the organization—the tasks,          that are developed to address a performance

                  responsibilities and day-to-day operations.           gap in the organization so that it can function

                  Some are focused on customers, others                 more effectively. It is work done on the

                  are step-by-step practices towards specific            business, not in the business.

                  outcomes and others are focused on internal
                  operations.




122   CHAPTER 8
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




S T R AT E G I C D I R E C T I O N S                U T I L I T Y O P E R AT I O N


Each of the four goals is supported by six          A separate City entity providing a service to its
strategic directions, which are the factors that    customers at rates regulated by City Council.
directly affect that goal area. As an example,
having “Attractive and Affordable Housing”          VISION
and a “Healthy and Safe Community” are
two factors that have a direct impact on            The ultimate achievement for the City of
Coquitlam’s ability to achieve its “Live” goal to   Coquitlam in the future—what a perfect
make this community a great place to live.          Coquitlam would look like. Coquitlam’s vision
                                                    is to be a community where people choose to

S T R AT E G Y M A P                                live, work and play.


Strategy Map is an outline of the objectives,
how they are prioritized and what areas they
support such as customers, financial needs,
general operations, staff development or
organizational values.


S U S TA I N A B L E C O M M U N I T Y


A community where resources are available to
meet the current and future social, economic
and environmental needs of the community.


TA X L E V Y


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




                                                                                                        123
City of Coquitlam
Financial Plan and Strategic
Goals Tracking Survey
                                  CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Submitted to: City of Coquitlam   A. Methodology and Objectives

                                  These are the findings of an Ipsos-Reid telephone survey conducted on behalf of the City of
                                  Coquitlam between April 19th and 26th, 2005. The poll is based on a randomly selected sample
                                  of 400 Coquitlam residents aged 18 or older. With a sample of this size, the results are considered
                                  accurate to within ± 4.9 percentage points, 19 times out of 20, of what they would have been had
                                  the entire population of Coquitlam residents aged 18 and over been surveyed. These data were
                                  statistically weighted to ensure the sample’s age/gender composition reflects that of the actual
                                  Coquitlam population according to the 2001 Census data.


                                  The primary objective of this study was to track the City of Coquitlam’s progress on some of the key
                                  strategic goals benchmarked during the City’s 2003 Citizen Satisfaction Study. Where appropriate,
                                  results from this most recent survey are compared to previous studies conducted by the City of
                                  Coquitlam, as well as to Ipsos-Reid’s municipal norms.


                                  Specifically, the research was designed to address the following questions:

                                       •    How do citizens rate the quality of life in Coquitlam?

                                       •    What do citizens feel are the most important issues facing their community?

                                       •    Are citizens satisfied with the overall level of service they receive and how do they feel
                                            about some specific services?

                                       •    Do citizens feel they get good value or poor value for their municipal tax dollars?

                                       •    If they have to choose, would citizens prefer tax increases or service cuts?

                                       •    What is the incidence of visiting the City’s website? Why are citizens visiting the City’s
                                            website?

                                       •    What do citizens feel are the most important crime and safety issues facing their
                                            community?

                                       •    How do citizens feel about charging user fees for recreational programs and services?

                                       •    Where do citizens work and what is their current employment profile?


                                  In addition, this year’s survey also explored citizens’ usage and perceptions of the Coquitlam Public
                                  Library. A summary of these results can be found as an Appendix to this memo.




126             APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




B. Detailed Findings

QUALIT Y OF LIFE

Overall, residents appear very happy with the quality of life in the City of Coquitlam, with almost all
(97%) residents rating their quality of life as “very good” or “good”. While positive, the majority of
residents rate their quality of life as “good” (62%) – much fewer say “very good” (35%). Meanwhile,
only 3% of Coquitlam residents rate their quality of life as “poor” (2%) or “very poor” (1%). These
results are essentially unchanged from what was reported in previous years (97% rated their quality
of life as “very good” or “good” in 2004, as did 98% in 2003). Furthermore, perceptions of quality of
life in Coquitlam are on par with what is reported by other municipalities we have surveyed.


Residents who believe that Coquitlam offers a “very good” or “good” quality of life attribute this
positive rating to the fact that they simply “enjoy living there/are happy/have never had any
problems” (13%) or because Coquitlam offers a “convenient/accessible location” (13%). Other
mentions include “low crime rate/safe” (9%), “good amenities” (7%), “nice community/nice place
to live” (6%), “good parks/green spaces” (6%), “City is clean” (5%), and “quiet/peaceful” (5%).


As indicated above, very few residents believe Coquitlam offers a “poor” or “very poor” quality of
life. The few people who do feel this way have very individual reasons for saying so and no trends
can be distilled from the data.


TOP- OF-MIND ISSUES

Although most residents are generally satisfied with their quality of life, the research suggests this
could be improved even further by addressing specific concerns. When asked to identify the most
important local issue facing Coquitlam, 41% of residents point to transportation. More specifically,
they mention “traffic congestion” (12%), “condition of streets and sidewalks” (12%), and “poor
quality/lack of public transit” (6%). Another 9% make general “transportation” mentions.


Meanwhile, other important local issues in the City this year include:

     •    Crime (22%) – primarily includes general mentions of “crime” (8%), “policing/law
          enforcement “ (4%), “public safety” (4%), “drugs” (3%), and “youth problems/delinquency/
          gangs” (3%).

     •    Government services (12%) – primarily includes “healthcare” (7%) and “beautification of
          the City” (2%).

     •    Education (11%) – primarily includes general mentions of “education” (9%).




                                                                                                          127
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 Comparison to previous years shows that transportation has always been the leading top-of-mind
                 concern, although the frequency with which transportation is mentioned has varied (47% in 2003,
                 36% in 2004, and 41% in 2005). Other changes in top-of-mind issues are listed below:

                      •    Concerns over education dropped between 2003 (22%) and 2004 (9%), and continue to
                           remain at the lower level this year (11%).

                      •    While concerns over government services increased between 2003 (3%) and 2004 (15%),
                           they have dropped slightly this year (12%).

                      •    Concerns over taxation and municipal government spending have also dropped this year
                           (12% in 2003, 14% in 2004, and 7% in 2005).

                      •    Environmental concerns appear to be on a downward trend (8% in 2003, 5% in 2004, and
                           4% in 2005).

                      •    Social concerns have oscillated, dropping from 6% in 2003 to 1% in 2004 and then rising
                           to 7% in 2005.


                 Overall, top-of-mind concerns in Coquitlam appear to be largely on par with what is noted in other
                 municipalities, which also identify transportation, crime, and government services as the three
                 most important local issues. However, while Coquitlam residents and those in other municipalities
                 both point to transportation as the leading top-of-mind concern, the proportion of residents
                 mentioning transportation is still considerably higher in Coquitlam than we have seen elsewhere.
                 Two other notable differences relate to the perceived importance of growth and the economy – in
                 both instances, Coquitlam residents are considerably less likely to mention these as important local
                 issues than are residents in other municipalities.


                 S AT I S FA C T I O N W I T H S E R V I C E S

                 Coquitlam residents are very satisfied with City services, both overall and in the two specific areas
                 of service tested. In total, 93% of residents say they are satisfied with the overall level and quality of
                 City services (36% “very satisfied”, 57% “somewhat satisfied”). This is largely unchanged from what
                 has been reported in previous years (96% satisfied in 2004 and 93% satisfied in 2003).


                 As indicated above, satisfaction ratings for specific services are also high. For example, 87% are
                 satisfied with “recreational and cultural facilities” (43% “very satisfied”, 44% “somewhat satisfied”)
                 and 86% are satisfied with “recreational and cultural programs” (40% “very satisfied”, 46%
                 “somewhat satisfied”). Again, these results are consistent with what has been reported previously
                 (satisfaction with recreational and cultural facilities stood at 88% in both 2004 and 2003, while
                 satisfaction with recreational and cultural programs stood at 86% during this timeframe).




128   APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Overall, satisfaction with Coquitlam’s services appears to be higher than we have seen in other
municipalities – this is true for both overall satisfaction and satisfaction with recreational and
cultural facilities specifically (no normative data is available for satisfaction with recreational and
cultural programs).


CRIME AND SAFET Y CONCERNS

When asked about crime and safety concerns, Coquitlam residents point to a number of different
areas rather than any one particular issue. Overall, concerns over “grow-ops” top the list of crime
and safety concerns, mentioned by a total of 18% of residents. Another 16% point to “breaking
and entering”, 12% mention “vandalism”, and 11% mention “drugs”. No tracking data or normative
comparisons are available for this question.


FINANCING

In total, 85% of residents feel they receive good value for their taxes, although this is more
lukewarm (58% “fairly good value”) than intense (27% “very good value”). These results are similar
to what was reported last year when 87% of residents felt they received good value for their taxes.
Comparison to our municipal norms shows that while the combined “very good” and “fairly good”
responses reported by Coquitlam residents is similar to what we’ve seen elsewhere, Coquitlam
residents report a higher than average “very good” score.


Given budgetary pressure, Coquitlam residents demonstrate a preference for increasing taxes
(47%) rather than cutting services (30%). Another 18% say they would prefer neither of these two
options. Further analysis suggests residents would prefer the City to “increase taxes to maintain
services at current levels” (32%) rather than “increase taxes to enhance or expand services” (15%).
When it comes to cutting services, there is a preference for the City to “cut services to maintain
current tax levels” (19%) rather than “cut services to reduce taxes” (12%). Overall, there has been
a decline in residents’ appetite for tax increases over the past couple of years (58% in 2003, 48%
in 2004, and 47% in 2005). Preference for service cuts also dropped this year (32% in 2003, 37% in
2004, and 30% in 2005). On the other hand, there has been a steady increase in the proportion of
residents who would prefer the City to pursue neither of these options (9% in 2003, 11% in 2004,
and 18% in 2005). Meanwhile, comparison of this year’s results to our municipal norms shows that
Coquitlam residents are less likely than those living elsewhere to support tax increases.


This year’s survey also included a couple of questions around user fees (no tracking data or normative
comparisons are available for these questions). In total, three-quarters (74%) of Coquitlam residents
support user fees for recreational programs and services, with 34% saying “strongly support” and




                                                                                                         129
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 40% saying “somewhat support”. Only a quarter (23%) are opposed to user fees (13% “somewhat
                 oppose”, 10% “strongly oppose”). Meanwhile, the majority of residents also support charging lower
                 user fees for certain age groups (such as children and seniors)– in total 86% of residents hold this
                 opinion, compared to only 12% who feel that user fees should be equal across all age groups.


                 WEBSITE

                 Overall, 40% of Coquitlam residents report having visited the City’s website in the last twelve
                 months. While Ipsos-Reid does not yet have a normative score for this particular question,
                 directional evidence suggests this is slightly above average. When visiting the website, residents
                 are most likely to use online tools related to “parks and recreation” (22%). This is followed by those
                 looking for “general information” (19%), “garbage and recycling services and schedules” (14%), and
                 “bill payment” (14%).


                 E M P L OYM E N T S TAT U S A N D L O C AT I O N

                 Overall, half (53%) of Coquitlam’s residents are employed full-time. Meanwhile, 13% are retired,
                 13% are employed part-time, 9% are students, 5% are homemakers, and 4% are unemployed. These
                 findings are consistent with what was noted last year. However, unemployment rates are slightly
                 lower in Coquitlam than in the rest of the Lower Mainland (6.3%) and BC as a whole (7%).


                 Residents who were either employed or students were also asked where they work or attend
                 school. In total, 38% say their employment or school is based in a neighbouring municipality, which
                 is down from 50% in 2004. In comparison, the proportion of residents who work or attend school
                 in Coquitlam has increased to 31% this year (up from 23% in 2004); an increase is also noted in
                 the proportion that work or attend school in Vancouver (29% this year compared to 24% in 2004).
                 While this might suggest there has been a shift in where residents work or attend school, further
                 research is necessary to confirm this finding.




130   APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




Appendix – Library Results

Overall, nearly four-in-ten (38%) Coquitlam residents report using the Coquitlam Public Library at
least once a month. Specifically, 11% visit the library once a week or more, 14% visit two to three
times a month, and 13% visit once a month.


Encouragingly, those who use the library appear to be highly satisfied with the service it provides.
In total, 93% of those who visit the library at least a few times a year say they are either “very
satisfied” (47%) or “somewhat satisfied” (46%) with the library. Only 7% report being dissatisfied
(6% “not very satisfied”, 1% “not at all satisfied”).


When asked for suggestions as to how the Coquitlam Public Library might be improved, 19% of
library users would like to see the library “provide more books”. Another 12% of users would like
the library to be “made larger”.


Meanwhile, those who do not use the Coquitlam Public Library (defined as those who use the
library less than a few times a year) offer several reasons why this is the case. A quarter (25%) say
they “use other libraries”, while one-in-ten indicate they either “prefer to purchase books” (10%) or
they “lack the time” (10%).




                                                                                                        131
City of Coquitlam
Financial Plan and Strategic
Goals Tracking Survey
Questionnaire




                               133
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 City of Coquitlam                                  [IF NONE, CONTINUE. OTHERWISE
                                                                    THANK AND TERMINATE]
                 Quality of Life and
                     Financial Planning                             B.   Do you live in the City of Coquitlam?
                                                                         Yes
                 QUESTIONNAIRE                                           No
                 (APRIL 18, 2005)
                                                                    [IF YES, CONTINUE. OTHERWISE,

                 Hello, this is                   calling   from    THANK AND TERMINATE]

                 Ipsos-Reid. We’re a professional public opinion
                                                                    C.   RECORD GENDER: DO NOT ASK
                 research company calling on behalf of the City
                                                                         Male
                 of Coquitlam [KO-QUIT-LUM]. We are not
                                                                         Female
                 selling anything. The City is looking for your
                 input about the services it provides and its
                 financial priorities. This survey is completely     TOP- OF-MIND ISSUES
                 confidential.                                       AND QUALIT Y OF LIFE


                 (INTERVIEWER NOTE: If inconvenient timing,         1.   In your view, as a resident of the City

                 schedule a call back).                                  of Coquitlam [KO-QUIT-LUM], what
                                                                         is the most important issue facing
                 May I please speak with the person in                   your community, that is the one issue
                 your household 18 and older who most                    you feel should receive the greatest
                 recently had a birthday? Is that you?                   attention from your local leaders?
                      Yes (CONTINUE)                                     [ACCEPT ONE MENTION] Are there any
                      Don’t Know (ASK AGAIN, IF STILL DK/REF             other important local issues? [ACCEPT
                        THEN THANK AND TERMINATE)                        ONE MORE MENTION]
                      No
                      May I speak to that person?                   2.   How would you rate the overall quality

                        (READ INTRODUCTION)                              of life in Coquitlam today? [READ LIST]
                                                                         Very good
                 A.   First of all, does anyone in your household        Good
                 work for… (READ AND RANDOMIZE LIST)?                    Poor
                      The City of Coquitlam [KO-QUIT-LUM]                Very Poor
                      An advertising agency
                                                                    [IF Q2=VERY GOOD OR GOOD, ASK Q3.
                      A radio or TV station
                                                                    OTHERWISE SKIP TO Q4]
                      A newspaper or magazine
                      A market research firm                         3.   Why do you say the overall quality
                      None                                               of life in Coquitlam today is good?
                                                                         [OPEN END – RECORD ONE MENTION]



134   APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




[IF Q2=VERY POOR OR POOR ASK Q4.              LIBR ARY
OTHERWISE SKIP TO Q5]
                                              7.   How often do you use the
4.   Why do you say the overall quality of         Coquitlam Public Library?
     life in Coquitlam today is poor? [OPEN        Would you say [READ LIST]?
     END – RECORD ONE MENTION]                     Once a week or more
                                                   Two to three times a month
CIT Y SERVICES                                     Once a month
                                                   A few times a year
[ASK ALL]                                          Less than once a year
5.   Please tell me how satisfied you are           Not at all
     with each of the following services
                                              [IF Q7=AT LEAST A FEW TIMES A YEAR, ASK
     provided by Coquitlam. Our scale is
                                              Q8 AND Q9. OTHERWISE SKIP TO Q10]
     very satisfied, somewhat satisfied, not
     very satisfied or not at all satisfied.
                                              8.   How satisfied are you with the
     [ALWAYS ASK FIRST] The overall                Coquitlam Public Library? Our scale is
     level and quality of services                 very satisfied, somewhat satisfied, not
     provided by Coquitlam                         very satisfied or not at all satisfied.
     Recreational and cultural facilities          Very satisfied
     Recreational and cultural programs            Somewhat satisfied
                                                   Not very satisfied

POLICING AND SAFET Y                               Not at all satisfied


6.   In your opinion what is the most         9.   How do you think the library could

     important crime and safety issue              be improved? Any other suggestions?

     currently facing Coquitlam? [DO NOT           [ACCEPT UP TO 2 MENTIONS]

     READ LIST – PROBE] [ACCEPT ONE           [IF Q7=LESS THAN ONCE A YEAR/NOT AT
     ANSWER] [RECORD 1ST MENTION              ALL, ASK Q10. OTHERWISE SKIP TO Q11]
     SEPARATELY] Any others? [DO NOT
     READ LIST – PROBE. ACCEPT TWO            10. Why do you not use the library? Any
     OTHER ANSWERS] [RECORD OTHERS]                other reasons? [DO NOT READ LIST
     Can’t think of any/None                       – ACCEPT UP TO 2 MENTIONS]
     Other [Specify]                               Use other libraries
                                                   Not convenient
                                                   Poor collection (specify)
                                                   Poor facilities (specify)
                                                   No interest in the services
                                                   Poor parking
                                                   Other (specify)

                                                                                            135
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                 FINANCIAL PL ANNING                                    Strongly support
                                                                        Somewhat support
                 11. Thinking about all the programs and                Somewhat oppose
                     services you receive from the City of              Strongly oppose
                     Coquitlam, would you say that overall
                     you get good value or poor value for           14. [RANDOMIZE]
                     your tax dollars? Is that very or fairly?
                                                                        Some/other people say that
                     Very good value
                                                                        certain populations, such as
                     Fairly good value
                                                                        children and seniors, should pay
                     Fairly poor value
                                                                        lower user fees than adults.
                     Very poor value
                                                                        Some/other people say that
                 12. Municipal property taxes are the                   everyone should pay the same user
                     primary way to pay for services provided           fees regardless of their age.
                     by the City. Due to the increased cost
                                                                        Which of these statements is closest to
                     of maintaining current service levels
                                                                        your own?
                     and infrastructure, Coquitlam must
                                                                        Lower user fees for certain age groups
                     balance taxation and service delivery
                                                                        Equal user fees across all age groups
                     levels. To deal with this situation, which
                     of the following four options would
                                                                    C O M M U N I C AT I O N
                     you most like Coquitlam to pursue?
                     [READ LIST – ROTATE – PICK ONE]
                                                                    15. Have you been to the City of Coquitlam’s
                     Increase taxes - to enhance
                                                                        website in the last twelve months?
                     or expand services
                                                                        Yes
                     Increase taxes - to maintain
                                                                        No
                     services at current levels
                                                                    [IF Q15=YES, ASK Q16.
                     Cut services - to maintain current tax level
                                                                    OTHERWISE SKIP TO Q17]
                     Cut services - to reduce taxes
                     [DO NOT READ] None
                                                                    16. Which online tools have you used
                                                                        on the City’s website? [OPEN END,
                 13. As you may know, many recreational
                                                                        ACCEPT UP TO TWO MENTIONS]
                     programs and services in the City of
                     Coquitlam are currently paid for through
                     a combination of tax revenue and user
                     fees. Overall, do you support or oppose
                     charging user fees for recreational
                     programs and services?




136   APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




WORK                                         DEMOGR APHICS

17. Which ONE of the following categories    [ASK ALL]
    best describes your current employment   These final questions are for statistical
    status? [INTERVIEWER NOTE: IF            purpose only, and are used to group your
    RESPONDENT MENTIONS MORE THAN            responses with those of other participants.
    1 ANSWER, PROBE FOR BEST] [READ          All information is kept strictly confidential
    LIST - ACCEPT ONE MENTION ONLY]          and is reported in aggregate form only.
    Employed full-time, including
    self employed                            19. In what year were you born? (RECORD

    Employed part-time,                           YEAR - RANGE 1900 TO 1986)

    including self employed
                                             20. Are you either primarily or jointly
    A homemaker
                                                  responsible for paying property
    A student
                                                  taxes or rent in your household?
    Retired
                                                  Yes
    Not currently employed
                                                  No
    Other [DO NOT READ – DO NOT SPECIFY]

[IF Q17=EMPLOYED FULL OR PART-TIME OR        21. Do you have any children under the
STUDENT, ASK Q18. OTHERWISE SKIP TO Q19]          age of 18 living in your household?
                                                  Yes
18. And, is your [IF EMPLOYED, INSERT:            No
    employment; IF STUDENT, INSERT:
    school]… [READ LIST – DO NOT             22. Do you own or rent your
    RANDOMIZE – ACCEPT ONE]                       current place of residence?
    Based in Coquitlam                            Own
    Based in a neigbouring municipality           Rent
    Based in Vancouver
                                             23. How many years have you lived in
                                                  Coquitlam? (IF LESS THAN 1 YEAR
                                                  ENTER 0) (RANGE 0 TO 100)


                                             Thank you for helping us to
                                             complete this survey!




                                                                                            137
                 CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




138   APPENDIX
Financial Plan Bylaw




                       139
                                                                                     City of Coquitlam
                                                                                               BYLAW



                                            BYLAW NO. 3728, 2005

                               A bylaw to adopt the 2006 to 2010 Financial Plan

      WHEREAS:

      A.     section 327 of the Local Government Act, R.S.B.C. 1996, c. 323, as amended (the “Local
             Government Act”) 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;

      B.     section 327.1 of the Local Government Act requires that, before adopting a bylaw under
             section 327, a council must undertake a process of public consultation regarding the
             proposed financial plan;

      C.     Council for the City of Coquitlam (the “City”) has complied with section 327.1 of the Local
             Government Act;

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

      1.     City of Coquitlam 2006 Financial Plan Bylaw No. 3728, 2005

      This Bylaw may be cited for all purposes as “City of Coquitlam 2006 Financial Plan
      Bylaw No. 3728, 2005”.

      2.     Adoption of Financial Plan

      In accordance with the requirements of section 327 of the Local Government Act, 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, 2006 and ending December 31, 2010.

      3.     Full Force & Effect

      This Bylaw has full force and effect from January 1, 2006 until amended, repealed or replaced.




140           APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                2006 – 2010 Financial Plan Bylaw No. 3728, 2005
                                                                                         Page 2




 READ A FIRST TIME this 12th day of December, 2005.
 READ A SECOND TIME this 12th day of December, 2005.
 READ A THIRD TIME this 12th day of December, 2005.
 GIVEN FOURTH AND FINAL READING and the Seal of the Corporation affixed this 14th day of
 December, 2005.


                                            ____________________________
                                            MAYOR

                                            ____________________________
                                            CITY CLERK




                                                                                                  141
                                      CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                                                                              SCHEDULE A


                                                 City of Coquitlam
                                      2006 Financial Plan Bylaw No. 3728, 2005
                                                       Consolidated Funds
                                              Summary of Revenues & Expenditures
                                              2006 to 2010 Five-Year Financial Plan



                                                    2006            2007           2008            2009           2010
      Revenues:

      Taxation, net                              (90,474,189)    (95,335,203) (100,270,445) (104,903,183) (109,225,750)
      Grants & Contributions from Others          (8,782,556)     (7,867,156)   (7,814,156)   (7,819,156)   (7,819,156)
      Fees and Service Charges                   (48,497,782)    (52,017,250)  (54,039,027)  (58,446,270)  (58,597,712)
      Proceeds from Borrowing                            -        (4,842,000)   (5,500,000)   (1,803,000)     (220,000)
      Other                                       (3,131,113)     (3,185,343)   (3,288,238)   (3,416,190)   (3,596,392)

      Transfers:

      Collections for Other Governments           (69,933,000)  (72,933,000)  (75,933,000)  (78,933,000)  (81,933,000)
      Transfer from Reserves                      (14,840,882)   (9,050,029)   (7,218,908)   (6,707,423)   (5,570,670)
      Transfer from DCC's                          (5,686,000)   (5,444,000)   (5,423,000)   (5,960,000)   (7,226,000)
                                                (241,345,522) (250,673,981) (259,486,774) (267,988,222) (274,188,680)




      Expenditures:

      Capital Expenditures (Note 1)               34,397,000     34,476,000      34,548,000      31,861,000     31,365,000
      Other Municipal Purposes                   127,708,699    133,702,503     138,770,849     145,195,546    150,039,146
      Debt Payments                                3,008,054      3,000,060       3,473,544       4,005,938      4,228,428

      Transfers:

      Transfer to Other Governments               69,933,000      72,933,000     75,933,000      78,933,000     81,933,000
      Transfer to Land Sale Reserve                3,247,583       3,324,327      3,362,805       4,433,677      2,903,560
      Transfer to DCC Matching Fund                1,612,074       1,638,494      1,638,494       1,638,494      1,638,494
      Transfer to Coquitlam Legacy Fund            1,439,112       1,599,597      1,760,082       1,920,567      2,081,052

                                                241,345,522     250,673,981     259,486,774     267,988,222    274,188,680




      Note 1: Excludes work-in-progress expenditures approved in previous budgets estimated at $75 M.



142                APPENDIX
CITY OF COQUITL AM FIVE-YEAR FINANCIAL PL AN 2006 –2010




                                                          143