business plan overview - port coquitlam · 2017. 12. 6. · business plans overview . city of port...

Business Plans Overview

City of Port Coquitlam | 2017 – 2018 Financial Plan 5-1

BUSINESS PLAN OVERVIEW The following table provides an overview of the sections contained within the business plans. Section Description

Focus How this department/division contributes to the City’s vision of “a happy, vibrant, safe community of healthy engaged residents and thriving businesses supported by sustainable resources and services”

Environmental Scan Identifies the internal and external influences that impact the department/division. The Factor lists the driver and the implication outlines the impact and the “so what”

Staffing Levels

An organization chart is provided with a summary of the headcount broken down between exempt and unionized staff and the payroll component of the personnel budget attributable to each employee group. Employees who are shared between divisions are split based on the percentage of time that they work in each area. For example, a computer operator in Finance (75% see page 5-127 of the budget material) is shared with Communications (25% - see page 5-123). Note that the headcount does not represent full time equivalents, only the peak number of employees forecasted to be in the City in 2017. Labour dollars reported do not include decision packages or increases for Council, Exempt and CUPE, pending CUPE negotiations; these budgets are currently grouped under fiscal services.

Ongoing Operating Budget

The Ongoing Operating Budget section includes three components: Graph of operating expense budgets with actuals for comparison Graph of Ongoing Operating Budget as a percent of total departmental operating

expenses across the city. Detailed budgets for revenues, expenses and internal allocations with actuals for

comparison. Of note: The net budget line on each detailed budget spreadsheet represents the amount of the Ongoing Operating Budget funded from general taxation. 2017 actuals represents balances as at November 3, 2017. These amounts do not reflect year-end adjustments. Certain revenue budgets in 2017/2018 have been reclassified resulting in a decrease in other revenue offset by an increase to sale of services, contributions, and permits and licenses.

Significant Changes Explanations are provided for major increases/decreases in the 2017/2018 budget compared to 2016.

Business Plans Overview

5-2 City of Port Coquitlam | 2017 – 2018 Financial Plan

Section Description

Work Plan Deliverables Work plan deliverables are separated into 4 categories: Council’s three priorities: Infrastructure, Community Recreation Complex, Livable

Community; and Other which includes initiatives that will be undertaken to be in compliance with

new legislation or to gain efficiencies in day-to-day operations in order to either reduce costs and/or provide better service.

Each initiative outlines the major activities undertaken to achieve the initiative, the estimated timeframe those activities would occur, and any interdependence between other departments. Although a department may be listed as an interdependence in one work plan, if it isn’t considered to be a “boulder” for the other department, it won’t be listed in the other department’s work plan. The initiatives only focus on work that extends beyond the day-to-day operations. Where recommended decision packages from section 6 have a workplan implication, these have been included in this section.

Measures and Indicators YTD figures represent most recent figures available for 2017.

Business Plans Office of the CAO


OFFICE OF THE CAO

FOCUS

The Chief Administrative Officer (CAO) works with Council to establish the City’s vision, plans and priorities. The CAO oversees the implementation of the vision, plans and priorities by ensuring effective policies (including financial policies) are in place and adhered to, and by providing leadership that enables an engaged and productive municipal workforce. The CAO is the staff liaison to the Finance and Intergovernmental Committee and the Revenue sub-committee. Externally, the CAO chairs the Metro Vancouver Labour Relations Function Oversight Committee (LRFOC) and the Integrated Partnership for Regional Emergency Management (IPREM) and is a member of the Regional Administrators Advisory Committee (RAAC.) ENVIRONMENTAL SCAN

Factor Implication

Employee retention and attraction The city, like many, many employers, has an aging workforce. Retirements across the region are creating opportunities. There are more good jobs than good people. The city needs to focus attention on retention, knowledge transfer and attraction strategies.

Increasing public expectations The city has limited resources that are unable to match the public’s growing expectations – particularly in the realm of instant communication and service through social media and technology. Demand for festivals/events and specialized/personalized recreation services is also increasing.

The challenge to maintain focus There are many opportunities available to us and many issues to address. By concentrating resources we can make significant strides. Diluting efforts results in minimal progress and frustration for both council and staff.

Aging infrastructure The city should be spending more than we currently do on the maintenance and rehabilitation of our existing infrastructure. This under investment will compound over time and will be further exacerbated by the addition of new assets.

The desire for new with the need to care for the existing

Council and staff recognize the tension between balancing the desire for new amenities with the need to maintain, rehabilitate and replace our existing assets.



STAFFING LEVELS

Department Heads

Chief Administrative Officer

Executive Assistant to CAO and Council

Director of Development Services

Director of Engineering & Public Works

Director of Recreation

Fire Chief

Director of Finance

Director of Corporate Support

Director of Human Resources

Mayor and Council

Staff Advisory Team

Total Headcount 1

$ 281,100

Exempt 1

$ 281,100

Unionized 0

$ - ONGOING OPERATING BUDGET

279 286 306

264 239

-

2016 2017 2018

Total Expenses (in Thousands)

Budgeted Expenses Actual Expenses

0.4%

99.6%

Percent of City Expenses

Department

Remainder ofCity



Significant Changes

• 2018: Employment contract adjustment $13,000 WORK PLAN DELIVERABLES

Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Oversee the

development of a city-wide asset management plan and 10 year capital plan

a.1 The activities and deliverables are set out in the Engineering & Public Works and Finance workplans. My job is to monitor the progress of the activities, support and enable their delivery and, ensure there is regular reporting to Council on progress.

Q4 2018 Engineering & Public Works, Finance, Recreation

Budget Ac tual Budget YTD Ac tual Draft Budget

2016 2016 2017 2017 2018

RevenuesSale of services - - - (1,200) -

Total Revenues -$ -$ -$ (1 ,200)$ -$

Expenses

Payroll expense 255,300 253,000 261,500 226,900 281,100

Other personnel costs 12,600 7,100 12,700 5,600 12,700

Contracted and other services 9,900 3,600 10,000 3,300 10,200

Materials and supplies 1,100 - 1,000 3,100 1,000

Telephone, utilities and rent - 600 600 - 600

Total Expenses 278,900$ 264 ,300$ 285 ,800$ 238 ,900$ 305 ,600$

Net O perating Budget 278,900$ 264 ,300$ 285 ,800$ 237 ,700$ 305 ,600$



Category Council Priority Details The following initiatives are undertaken in support of Council’s Community Recreation

Complex priority Initiative Major Activities Timeframe Interdependence a Oversee the

detailed design and initial phases of construction of the community recreation complex

a.1 The activities and deliverables are set out in the workplans of many departments. My job is to monitor the progress of the activities, support and enable their delivery and, ensure there is regular reporting to Council on progress.

2017-2021 Development Services, Engineering & Public Works, Finance, Recreation

Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Land Strategy

a.1 Participate in discussions to understand what the City wishes to achieve through the acquisition and disposition of municipally-owned lands.

Q3 2017 Corporate Support, Development Services, Engineering and Public Works, Finance

a.2 Support the implementation of the strategy to achieve the above goals.

2018 Corporate Support, Development Services, Engineering and Public Works, Finance

b KFN relationships b.1 Explore and act on ways to strengthen relationships

2017-2018 Development Services

c Oversee the execution of the multiple specific projects that comprise the livable community priority area

c.1 The activities and deliverables are set out in the workplans of many departments. My job is to monitor the progress of the activities, support and enable their delivery and, ensure there is regular reporting to Council on progress.

2017-2018 Corporate Support, Development Services, Engineering & Public Works, Recreation

Category Council Priority Details The following initiatives are undertaken to be in compliance with new legislation or to gain

efficiencies in day-to-day operations in order to either reduce costs and/or provide better service

Initiative Major Activities Timeframe Interdependence a CUPE Negotiations a.1 Conclude Collective Bargaining 2017 Employer’s Bargaining

Committee b Support Council

direction in responding to KFN land claim

b.1 Dependent on whether the approach the city takes – a negotiated or court mandated resolution

2017-2018 Development Services, Engineering & Public Works

c Increase capability and engagement

c.1 Implement performance planning for CUPE supervisors

Q4 2017 Human Resources



levels of employees

c.2 Support formal development opportunities such as BCIT cohort, supervisory cohort

2017-2018 Human Resources

c.3 Oversee Staff Advisory Team (SAT) 2017-2018 Human Resources c.4 Continue to work with staff to build

capacity, improve customer service and develop a positive working culture

2017-2018 All departments

Category New Details The following initiatives are additions made after business plans were initially presented in

December 2016. Some initiatives were requested by Council while some are outcomes of other decisions, circumstances or opportunities.

Initiative Major Activities Timeframe Interdependence a Increased financial

oversight a.1 Amended processes and increased

analysis and oversight of financial transactions

Q2 2018 All departments

b Implement CUPE CA changes

b.1 Implement Class specification review, update CA language and housekeeping

Q4 2018 Bargaining Committee, All Departments except Fire

c Safety Culture Analysis and Injury Management Initiative

c.1 Review and assess in partnership with WorkSafe BC


d Employee Theft d.1 Investigation & Resolution Q 1&2 2017 CAO, Finance, HR d.2 Media Management and other issues Q2 2017 Finance & Corporate

Support e Commercial

Contracts e.1 Transit Shelter Advertising, Digital

Signage, CMO Crossing Q 1&2 2017 Engineering & Public Works

f Opportunities f.1 Smart Cities 2018 Corporate Services f.2 Exploration of soccer field partnership Q3 2017 Development Services,

Engineering & Public Works

Business Plans RCMP


RCMP

FOCUS

The Coquitlam RCMP jurisdiction includes the communities of Anmore, Belcarra, Coquitlam and Port Coquitlam—a permanent resident population of more than 200,000 citizens augmented by the thousands who visit for work, education and recreation. In 2016, the Coquitlam RCMP team consisted of 248 police officers, 100.83 FTE civilian staff and thousands of volunteers in programs like Auxiliary Constables, Block Watch and Victim Services. Our civilian staff, police officers and volunteers work under the direction of an integrated leadership team of RCMP and civilian managers that also works closely with staff and elected officials in the City of Port Coquitlam. From 24/7 response-to-calls and criminal investigations to strategic initiatives focused on preventing crime, reducing crime and connecting with citizens, the Coquitlam RCMP team works hard to make Port Coquitlam a happy, vibrant, safe community of engaged residents and thriving businesses. ENVIRONMENTAL SCAN

Factor Implication

Junior Workforce The Coquitlam RCMP detachment has welcomed almost 60 new cadets over the past two years. The influx of junior members will require an increased focus on frontline supervision, mentorship and training for the near future.

Public Expectations Public expectations related to the accountability, transparency and accessibility of their police service have been climbing over the past few years. Expectations are particularly high in the realm of communication. Demand for innovations and adaptations such as faster release of information, 24/7 monitoring of social media platforms, and the ability to report criminal incidents online or via social media is expected to continue growing.

Policy, legislative and regulatory change

The last few years have brought large-scale change to the profession of policing due to factors such as revisions to the RCMP Act, the development of provincial policing standards in British Columbia and the implementation of new tools and technologies into frontline policing. This trend is expected to continue into 2017 and beyond with a provincial election on the horizon and several public safety related initiatives on the federal legislative agenda.

Community growth As Metro Vancouver’s Northeast Sector continues to grow in accordance with community and regional planning targets, the size and composition of the communities in our jurisdiction is shifting. These shifts present opportunities as well as challenges as we work to achieve our strategic priorities.

Business Plans RCMP


STAFFING LEVELS

Manager Police Services & Operations

Operations

Officer in Charge

Operations Support

Civilian Police Services

Client Services/Strategic Planning

Police Administration

Professional Standards

Traffic ServicesCommunity Policing/

Victim Services

LMD Integrated Services

General Investigations

Criminal Intelligence

General Duty

Community Programs and Administration

ONGOING OPERATING BUDGET

* YTD figures appear low due to timing of when invoices are received

14,718 15,445 15,264 14,084

8,004

-

2016 2017 2018



19.1%

80.9%


Department

Remainderof City

Business Plans RCMP


Significant Changes

• 2017: Contract inflation and addition of new officers $763,500 • 2017: Decrease in public safety building contract $36,200 • 2018: Contract decrease due to revision of cost estimates and lower cost share $312,000 • 2018: Increase in public safety building contract $127,500 • 2018: Reduced revenue due to reduced grow-op activty $10,200

WORK PLAN DELIVERABLES

Category Other Details The following initiatives are undertaken to be in compliance with new legislation or to gain


Initiative Major Activities Timeframe Interdependence a Enhance Public

Safety a.1 Reduce criminal activity related to the

three tenets of crime reduction – prolific offenders, hotspots & crime causation factors

2017-2018

a.2 Reduce collisions related to high risk groups & contributing factors

2017-2018

a.3 Reduce the impact of high volume & high 2017-2018


2016 2016 2017 2017 2018

RevenuesSale of services (20,400) (45,300) (20,400) (25,900) (20,400)

Contributions (650,000) (639,400) (640,000) (600,500) (640,000)

Other revenue (10,200) - (10,200) - -

Total Revenues (680,600)$ (684 ,700)$ (670 ,600)$ (626 ,400)$ (660 ,400)$

Expenses

Contracted and other services 14,717,900 14,084,300 15,444,600 8,003,800 15,264,100

Total Expenses 14,717,900$ 14 ,084,300$ 15 ,444,600$ 8 ,003,800$ 15 ,264,100$

Internal Charges (Rec overies)Transfer From Reserve (400,000) - (500,000) - (500,000)

Total Internal Charges (Rec overies) (400,000)$ -$ (500 ,000)$ -$ (500 ,000)$

Net O perating Budget 13,637,300$ 13 ,399,600$ 14 ,274,000$ 7 ,377,400$ 14 ,103,700$

Business Plans RCMP


risk non-crime calls for service on police resources

b Promote Community Engagement

b.1 Increase participation in police volunteer programs

2017-2018

b.2 Increase positive interactions between our team & the citizens we serve

2017-2018

b.3 Communicate effectively with the citizens we serve regarding policing & public safety issues

2017-2018

c Achieve Organizational Excellence

c.1 Invest in training & developing our team 2017-2018 c.2 Enhance frontline client service 2017-2018 c.3 Practice efficient, effective human

resource management 2017-2018

INDICATORS & MEASURES

Indicator/Measure 2013 2014 2015 2016

2017 YTD

Injury/fatal collisions 110 113 121 101 68 Break & Enter (All) 312 371 374 284 238 Auto Theft (All) 696 873 1,247 883 621 Robbery (All) 36 37 34 30 19 *2017 YTD Represents T2 stats

Business Plans Engineering & Public Works


ENGINEERING & PUBLIC WORKS The Engineering & Public Works Department provides and maintains essential municipal services and infrastructure, including the transportation network, parks and trails, vehicles, waste collection, and the sewer and water network. ORGANIZATIONAL CHART

Manager of Infrastructure Planning


Manager of Capital Projects

Manager of Public Works

Park Services ManagerSection Manager,

Streets DivisionSection Manager,

Fleet and Solid WasteSection Manager,

Utilities


25,848 26,425 27,258 25,708

22,575

-

2016 2017 2018



34.8%

65.2%


Department

Remainder ofCity

Business Plans Engineering and Public Works


Administration 4%

Infrastructure Planning

4% Capital Projects

1%

Public Works - Streets 12%

Public Works - Parks 14%

Public Works - Fleet 7% Public Works -

Solid Waste 9%

Public Works - Water 27%

Public Works - Sewer 22%

Division Breakdown


2016 2016 2017 2017 2018

Engineering & PW Administration 1,169,400 1,137,800 1,176,000 1,025,100 1,215,500

Engineering - Infrastructure Planning 1,011,600 723,500 930,600 794,400 1,064,300

Engineering - Projects 524,100 358,200 376,800 335,200 373,300

Public Works - Streets 3,241,400 3,927,900 3,380,600 2,736,400 3,350,900

Public Works - Parks 3,669,300 3,785,200 3,661,500 3,138,100 3,795,100

Public Works - Fleet 1,726,000 1,718,100 1,770,800 1,629,700 1,804,900

Public Works - Solid Waste 2,045,700 1,924,800 2,258,200 1,592,200 2,525,000

Public Works - Water 7,001,400 6,999,300 7,191,200 5,906,700 7,238,100

Public Works - Sewer 5,459,500 5,133,600 5,679,500 5,416,600 5,891,100

Total Expenses 25,848,400$ 25 ,708,400$ 26 ,425,200$ 22 ,574,400$ 27 ,258,200$

Business Plans Engineering & Public Works Administration


ENGINEERING & PUBLIC WORKS ADMINISTRATION

FOCUS

This area is responsible for overall management of the Department of Engineering & Public Works. Staff in this area also support the Transportation Solutions and Public Works Committee, Budget and Infrastructure Committee, Finance and Intergovernmental Committee, and Revenue Committee. They also participate in Regional Committees and working groups (REAC), and the Tri-City’s Transportation Task Force. ENVIRONMENTAL SCAN

Factor Implication Employee retention and attraction Significant retirements and turnover of young middle managers and as a

result the department will be focused on recruitment, professional development and knowledge transfer. Finding qualified candidates to fill key vacancies has been challenging. The ability to deliver on Council’s priorities will be heavily dependent on filling these positions.

Limitations in reclassifying CUPE positions

Union and employer do not agree on rights when job descriptions change, as a result, positions are not being posted, specifications do not reflect organizational needs.

Aging infrastructure This continues to be a top issue for the department. We will continue to support the work of the budget and infrastructure committee to create a long range capital plan that will meet the long term needs of the community.

Contracting capacity As the city increases the value of our capital program to begin to address the infrastructure backlog, we will be trying various ways to ensure we are receiving multiple bids. However as the region also increases the volume of work available, the contracting industry may take time to adjust.

Business Plans Engineering and Public Works Administration


STAFFING LEVELS


Manager ofPublic Works

Engineering Clerk

Public Works Clerk(x3)

Engineering Technologist – Public Works

Foreman III

Total Headcount

8 $1,047,100

Exempt 2

$383,900

Unionized 6

$663,200


1,169 1,176 1,216 1,138

1,025

-

2016 2017 2018



1.5%

98.5%


Division

Remainderof City



Significant Changes

• 2017: Re-allocation of internal charges - At the October 17, 2016 meeting of FIG, the Committee directed staff to maintain the existing overhead amounts charged to water and sewer (inclusive of an over allocation of $800,000). Previously this over allocation was budgeted entirely within Engineering and Public Works Administration. To provide a more accurate representation, in 2017 the $800,000 overage has been redistributed proportionally across the overhead budgets of other areas of the City. $697,900

• 2016 & 2017: TSPW Projects / Engineering Studies - The budgets for engineering studies and TSPW Project budget resides within the Engineering & Public Works Administration contracted services budget as a placeholder until allocated to specific projects. A portion of the 2017 budget has not yet been allocated in the financial system. The 2018 budget will be allocated once the projects are defined.

• 2018: There are minor reallocations of existing budgets between line items.


2016 2016 2017 2017 2018

RevenuesSale of services - (40,500) (6,500) (32,900) (49,000)

Other revenue - (2,200) - - -

Total Revenues -$ (42 ,700)$ (6 ,500)$ (32 ,900)$ (49 ,000)$

Expenses

Payroll expense 1,064,500 1,045,400 1,029,400 968,600 1,047,100



Materials and supplies 10,900 12,400 12,900 7,100 13,400

Interest and bank charges - 100 - 100 -

Total Expenses 1 ,169,400$ 1 ,137,800$ 1 ,176,000$ 1 ,025,100$ 1 ,215,500$

Internal Charges (Rec overies)Internal charges (1,230,600) (1,202,300) (483,400) (476,700) (482,300)

Transfer to Reserve - - - - 40,000

Transfer From Reserve (4,500) (4,500) - - -

Total Internal Charges (Rec overies) (1 ,235,100)$ (1 ,206,800)$ (483 ,400)$ (476 ,700)$ (442 ,300)$

Net O perating Budget (65 ,700)$ (111 ,700)$ 686 ,100$ 515 ,500$ 724 ,200$

Business Plans Engineering and Public Works Administration



Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Develop city-wide

asset management plan

a.1 Compile all asset information from different sources into a consolidated system to facilitate planning

Q4 2017 Finance, Recreation

a.2 Draft policy guidelines for asset management plan


a.3 Draft asset management plans


b Develop 10-Year Capital Plan

b.1 Develop list of new capital projects to be undertaken in the next 10 years

Q4 2018 Finance

b.2 Develop list of projects from asset management plans

Q4 2018 Finance

b.3 Review total associated costs and determine a funding strategy

Q4 2018 Finance


Complex priority Initiative Major Activities Timeframe Interdependence a Provide project

management for the Community Recreation Complex Project

a.1 Overall project management and contract administration

2017-2021 CAO, Finance, Recreation, Development Services

a.2 Staff liaison for oversight group 2017-2021 CAO, Finance, Recreation, Development Services

Category Other Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Land Strategy

b.1 Participate in discussions to understand what the City wishes to achieve through the acquisition and disposition of municipally-owned lands.

Q3 2017 CAO, Corporate Support, Development Services, Finance

b.2 Support the implementation of the strategy to achieve the above goals.

2018 CAO, Corporate Support, Development Services, Finance





Initiative Major Activities Timeframe Interdependence a Support Council

and CAO direction in responding to KFN land claim

a.1 Dependent on whether the approach the city takes – a negotiated or court mandated resolution

2017-2018

CAO, Development Services

b CUPE Negotiations

b.1 Conclude Collective Bargaining 2017 Employer’s Bargaining Committee

c Staff training and development

c.1 Oversee the implementation of the Supervisory Development Program and participate as required


c.2 Continue to work with staff to build capacity, improve customer service and develop a positive working culture


d Records Software d.1 Finalize filing structure Q4 2017 All departments d.2 Finalize records management policy and

procedures Q4 2017 All departments

d.3 Implement new records management software in all departments




Initiative Major Activities Timeframe Interdependence a Increased

financial oversight a.1 Amended processes and increased









d Commercial Contracts

d.1 Transit Shelter Advertising, Digital Signage, CMO Crossing

Q 1&2 2017 Engineering & Public Works

e Development of city-owned properties & public right of ways

e.1 Work with proponents for developments that are proposed to include city-owned lands or utilize public right of ways


Business Plans Engineering & Public Works – Infrastructure Planning


INFRASTRUCTURE PLANNING

FOCUS

The Infrastructure Planning Division is responsible for monitoring, managing, planning and improving the City’s infrastructure systems. Staff develops long range plans for infrastructure improvements to support walking, cycling, transit, goods movement, automobile travel, the safe provision of drinking water, sanitary and drainage services. This includes life-cycle analysis to ensure that infrastructure is optimized to support the longest life-span at minimum cost. The section collaborates with both the capital project section and public works. Staff acts as the primary liaison with external agencies such as TransLink, the Coast Mountain Bus Company, the Ministry of Transportation and Infrastructure, ICBC, Metro Vancouver and the RCMP. This liaison function is fundamental to improving services that directly benefit residents, employees, and businesses. Staff in this area also support the Transportation Solutions and Public Works Committee, participate in Regional Transportation Committees and working groups, and the Tri-City’s Transportation Task Force. As well, staff oversees the traffic management of City roads with the installation and operations by other divisions. This includes the traffic signal system, pedestrian crossing controls, on-street parking/stopping restrictions, school access, construction traffic management, and speeding concerns. This division also supports community development by providing land survey services to a variety of customers including internal City customers and private surveyors, consultants and contractors. ENVIRONMENTAL SCAN

Factor Implication Employee retention and attraction Finding qualified candidates to fill key vacancies has been challenging. Our

ability to deliver on Council’s priorities will be heavily dependent on filling these positions.

Aging infrastructure This continues to be a top issue for the department. We will continue to support the work of the budget and infrastructure committee to create a long range capital plan that will meet the long term needs of the community.

Balancing the desire for new with the need to care for the existing

Council and staff recognize the tension between balancing the desire for new amenities. Without careful life cycle planning and budgeting, new and existing infrastructure may not be properly funded when it comes time to maintain, rehabilitate and replace.



STAFFING LEVELS

Manager of Infrastructure Planning

GIS CoordinatorTransportation

Technologist

GIS Analyst(x2)

Instrument Person IProject and Traffic

Technician

Civil Engineer

Engineering Technologist Civil

Total Headcount 9

$ 997,700

Exempt 2

$ 310,800

Unionized 7

$ 686,900


1,012 931

1,064

724 794

-

2016 2017 2018



1.3%

98.7%


Division

Remainder ofCity



Significant Changes


• 2017: Corporate vacancy rate – Actual 2017 budget for Personnel is $976,900. Due to multiple vacancies in this division during 2017, the corporate vacancy amount of $100,000 was applied. 2018 Budget is re-established at the full amount as all positions are now filled.

• 2018: Other personnel costs: Establish required budgets for phone allowance, mileage and required courses that did not previously exist. $13,200


2016 2016 2017 2017 2018


Permits and licences - - - (18,400) (15,000)

Other revenue (12,000) (26,300) - (7,900) (7,000)

Total Revenues (12 ,000)$ (34 ,100)$ (12 ,000)$ (32 ,800)$ (27 ,000)$

Expenses

Payroll expense 957,900 652,000 876,900 731,100 997,700




Telephone, utilities and rent 900 1,300 900 600 1,100

Total Expenses 1 ,011,600$ 723 ,500$ 930 ,600$ 794 ,400$ 1 ,064,300$

Internal Charges (Rec overies)Internal charges (157,600) (156,400) (384,100) (373,600) (383,900)

Total Internal Charges (Rec overies (157,600)$ (156 ,400)$ (384 ,100)$ (373 ,600)$ (383 ,900)$





Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Develop city-wide






a.3 Draft asset management plans Q4 2018 Finance, Recreation b Develop 10-Year

Capital Plan b.1 Develop list of new capital projects to be

undertaken in the next 10 years Q4 2018 Finance


Q4 2018 Finance


Q4 2018 Finance

c Track third-party utility installations

c.1 Transition one-call process for internal crews from Infrastructure Planning to Public Works

Q4 2017

c.2 Become member of BC one-call, and create system for monitoring and permitting road cuts

Q2 2017

e Active Transportation

e.1 Design active transportation routes to Evergreen Line, integration of B Line or better transit sources. Update of traffic calming policy.

Q2 2018

f Kwikwetlem First Nation Service Agreement

f.1 Manage processes leading to a Service Agreement (SA)


f.2 Determine the technical requirements of the SA


f.3 Work with legal team to develop the SA 2017-2018 Development Services g Subdivision

Servicing Bylaw g.1 Replace obsolete bylaw with new one

(carried over from previous years) 2018 Development Services

Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Downtown Action

Plan a.1 Streetscapes, parklets, traffic changes as

required 2017-2018 Development Services















d Transportation d.1 Review and prepare new list of prioritized sidewalk projects

Q4 2017

d.2 Develop list of pedestrian/safety improvement projects

Q4 2017

e No cut policy e.1 Develop no cut policy for newly paved roads

Q2 2018 Development Services

f LED street light conversion

f.1 Develop business case for conversion of existing street lights to LED

Q4 2017

g Coquitlam River Bridge

g.1 Planning study for bridge replacement Q3/Q4 2017

h Street Furniture Agreements

h.1 Secure new transit shelter sites and issue new contract for bench advertising

Q4 2017



2017 YTD

# Lane Closure Permits Issued 121 135 173 327 309 # Traffic signal warrants completed 24 6 1 2 11 # Pedestrian crossing warrants completed

15 20 2 1 9

# of Partnerships with external transportation service providers

20

12

3 4 8

$ value of Partnerships with external transportation service providers

1.0 Million $999,500 $825,500 $855,231 $1,241,400

Business Plans Engineering & Public Works – Capital Projects


CAPITAL PROJECTS

FOCUS

The Capital Projects Team supports the community by designing and coordinating the development, implementation and completion of the Capital Projects approved in the City’s annual 5-year Financial plan for road, water, sewer, drainage and parks infrastructure. The team also prepares construction estimates for future capital projects, maintains historical project costing information, and assists with the recording and valuation of fixed assets for road, water, sewer, drainage and parks infrastructure. ENVIRONMENTAL SCAN

Factor Implication

Increased expectations from the public

Increasing public involvement/notification during capital project design and construction.

Contracting capacity As the city increases the value of our capital program to begin to address the infrastructure backlog, we will be trying various ways to ensure we are receiving multiple bids. However as the region also increases the volume of work available, the contracting industry may take time to adjust.

STAFFING LEVELS

Manager of Capital Projects

Engineering Technologist(x2)

Total Headcount 3

$363,400

Exempt 1

$167,300

Unionized 2

$196,100

Business Plans Engineering & Public Works - Capital Projects



Significant Changes


• 2017: Operating Carry Forward - One-time funds included in the 2017 contracted services budget for an

524

377 373 358 335

-

2016 2017 2018



0.5%

99.5%


Division

Remainder ofCity


2016 2016 2017 2017 2018

Expenses

Payroll expense 349,000 347,300 355,600 317,900 363,400


Contracted and other services 165,500 - 11,600 6,000 -

Materials and supplies 500 1,000 500 100 -

Telephone, utilities and rent - 1,000 - 400 -

Total Expenses 524,100$ 358 ,200$ 376 ,800$ 335 ,200$ 373 ,300$


Transfer From Reserve (59,800) - (11,600) - -

Total Internal Charges (Rec overies) (316,400)$ (256 ,600)$ (274 ,200)$ (262 ,600)$ (262 ,600)$


Business Plans Engineering & Public Works – Capital Projects


operating carry forward for Storm Main Major Repairs. The work has been completed and the operating carry forward is not required in 2018. $11,600


Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Complete Detailed

5-Year Capital Plan

a.1 Complete the listing of capital projects to be undertaken in the next 5 years

Q4 2018

a.2 Review associated cost efficiencies in the 2017 plan and apply to future funding strategy

Q3 2017

b Successful Delivery of the 2016/2017/2018 Capital Plan

b.1 Complete Design Assignments Q4 2017 b.2 Complete Construction Projects Q4 2018



Initiative Major Activities Timeframe Interdependence a Review

Environmental Construction Practices to determine if they can be incorporated into the City’s Capital Projects

a.1 Meet with industry representatives to determine if hot in place asphalt recycling projects are applicable in Port Coquitlam and if this technique can offer cost savings.


Business Plans Engineering & Public Works - Capital Projects














d Transportation Projects

d.1 Design and construct selected sidewalk projects

Q3 2018

d.2 Design and construct selected pedestrian/safety improvement projects

Q3 2018

e Implementation of underground wiring where required by Subdivision Servicing Bylaw

e.1 Work with developers in the Downtown and subdivisions >3 lots to ensure underground wiring is achieved at time of development


e.2 Strategy for Downtown U/G Wiring Q2 2018 Development Services



2017 YTD

# Projects (by Location) 28 30 13 15 14 # Open Houses for Projects 2 2 1 4 4

Business Plans Engineering & Public Works - Parks Services


PARKS SERVICES

FOCUS

The Parks Division provides parks and open space to strengthen our community, provide a cleaner environment and make our city and neighborhoods more attractive places to live and work. In addition, the division provides cemetery operations, community engagement, the donation program (bench, table & tree), special events support and opportunities for learning, sport, fun and relaxation. These public spaces consist of numerous parks, trails, athletic fields, playgrounds, ornamental and urban forestry areas. ENVIRONMENTAL SCAN

Factor Implication Invasive species The division is facing ongoing invasive species challenges from the effects

of the European Chafer beetle and Japanese Knotweed which is causing financial and staffing resource pressures and is necessitating the consideration of other ground treatments.

Employee retention and attraction The division is continuing through a demographic shift of an aging workforce whereby employee health/wellness, professional development and retention/attraction are key priorities.

Climate change Extreme weather events are becoming more frequent causing stresses on available resources for planned or scheduled maintenance activities. Changing weather patterns including wind and rainfall events are requiring emergency response, sea level and flood protection strategies.

Community densification and growth Increased community demands are putting pressure on existing facilities and amenities. Available parkland for future growth is limited given our built environment.

Regional waste reduction initiatives Increased illegal dumping into parks and trails.

Homelessness The division is continuing to struggle with inappropriate use of parks and facilities, vandalism, garbage, litter and used needles.

Business Plans Engineering & Public Works – Parks Services


STAFFING LEVELS

Parks Services Manager

Parks Maintenance, Cemetery, Turf Management,

Playgrounds &Projects Coordinator

Horticulture Supervisor

Irrigation Systems Worker

Urban Forestry Trails Technician

Tree Worker

Gardener II(x2, TS x1)

Parks Maintenance Worker I Water

Parks Maintenance Worker II Mowing

Urban Forestry Trees Technician

Horticulture, Urban Forestry, Grass Cutting

&Special Events Coordinator

Parks Maintenance Worker I

(x2, Casual x3)

Urban Forestry, Grass Cutting & Special Events

Supervisor

Cemetery, Turf Management & Projects

Supervisor

Parks Maintenance Worker

(Casual x7)

Parks Maintenance Supervisor

Parks Maintenance Worker II (x1, TS x1)


(Casual x2)


(x2, Casual x5)

Parks Maintenance Worker II Garbage

Total Headcount 23 plus 17 Casuals

$2,856,400

Exempt 1

$167,300

Unionized 22 plus 17 Casuals

$2,689,100




3,669 3,661 3,795 3,785

3,138

-

2016 2017 2018



4.7%

95.3%


Division

Remainder ofCity


2016 2016 2017 2017 2018


Contributions - (8,900) - (16,100) -

Permits and licences (8,000) - (21,600) (8,700) (21,600)

Other revenue (246,300) (29,000) - (11,000) -

Total Revenues (483,400)$ (619 ,300)$ (483 ,400)$ (514 ,400)$ (523 ,400)$

Expenses

Payroll expense 2,680,600 2,737,900 2,697,900 2,343,700 2,856,400




Telephone, utilities and rent 86,000 114,000 88,700 73,500 51,500

Interest and bank charges - 4,600 - 3,600 4,500

Insurance and claims - 200 - - -

Total Expenses 3 ,669,300$ 3 ,785,200$ 3 ,661,500$ 3 ,138,100$ 3 ,795,100$

Internal Charges (Rec overies)Internal charges 469,800 435,600 479,700 378,900 495,400

Transfer From Reserve (6,800) (4,000) - - (32,600)

Total Internal Charges (Rec overies) 463,000$ 431 ,600$ 479 ,700$ 378 ,900$ 462 ,800$

Net O perating Budget 4 ,132,300$ 4 ,216,800$ 4 ,141,200$ 3 ,517,000$ 4 ,257,900$



Significant Changes

• 2017: Re-allocation of services from Streets to Parks as part of the CIA Shared Services implementation - Transfer in of brush/vegetation control, graffiti removal and pathway maintenance; transfer out of litter collection and disposal. $51,500

• 2018: Re-allocation of services and utility costs from Parks to Facilities - Transfer out of building maintenance services and utility costs based on department restructuring that occurred in a prior year. $84,800

• 2018: Prior Year Cost of Capital for Blakeburn Lagoon Park $123,000 WORK PLAN DELIVERABLES

Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Update Parks

asset inventory a.1 Compile asset inventories in conjunction

with asset life cycles and capital replacement programs

Q1 2018



Initiative Major Activities Timeframe Interdependence a CIA shared

services implementation

a.1 Transition aligned services in conjunction with existing services

Q1 2017

Streets and Solid Waste

a.2 Review service levels, equipment utilization and resource requirements

Q4 2017

Fleet

a.3 Prepare business case for comparison analysis of internal/external services for graffiti removal

Q2 2018 Fleet/Shop and Streets

b Update City Pesticide bylaw

b.1 Update bylaw in accordance with Ministry of Environment Pest Management Regulation changes

Q4 2017 Corporate Support, Development Services

c Implement educational awareness marketing campaign for citizens’ plants & trees

c.1 Update City website providing: alternative plantings and success stories for European Chafer beetle Pollinator plantings Backyard habitat gardens Tree do’s and don’ts

Q4 2017 Corporate Support

d Community Garden

d.1 Explore locations and partnership opportunities for the garden

Q2 2018 Corporate Support, Recreation

e Off leash dog areas

e.1 Explore off leash dog areas & hours Q2 2018 Corporate Support














All departments

d Tree policies and regulations, heritage and significant tree inventories

d.1 Identify updates to policies and bylaws to enhance tree protection and recognition, identify additions to inventories


d.2 Adopt new policies and regulations and update inventories




2017 YTD

# of Requests for Service by area Bears 4 4 0 13 Cemetery 5 7 7 9 Park Buildings 74 98 Moved to

Facilities (Rec)

Moved to Facilities

(Rec) Invasive Species 22 17 18 18 Parks 253 275 226 168 Streets/Garbage & Litter 49 28 20 39 Trails 42 51 40 47 Trees 235 427 438 419

Total # of Requests for Service 725 684 907 749 713 # of Public Education Initiatives 5 2 6 2 7 # of Street Trees Planted 335 140 197 196 154 # of Tree Permits 154 207 209 278 284 # of Special Events Supported 14 13 14 13 15

Business Plans Engineering and Public Works – Streets Operations


PUBLIC WORKS – STREETS OPERATIONS

FOCUS

Streets Operations ensures vehicle and pedestrian traveling surfaces meet the expectations of the community through planned maintenance, rehabilitation and response to emergency needs. Flood control, ditch maintenance, street light\traffic signal maintenance, road markings, sign installation, sidewalk maintenance and asphalt rehabilitation fall under the oversight of this work area. New to Streets is the shift from contracted electrical services to in-house. This Division is responsible for maintenance of the City’s Major Road Network and receives funding from Translink for certain maintenance activities, as well as capital renewal. The total amount received from Translink is shown as revenue in the division, while a portion flows through to a reserve for future works. ENVIRONMENTAL SCAN

Factor Implication Employee retention and attraction The division is continuing through a demographic shift of an aging

workforce whereby employee health/wellness, professional development and retention/attraction are key priorities.

Climate change Extreme weather events are becoming more frequent causing stresses on available resources for planned or scheduled maintenance activities. Changing weather patterns including wind and rainfall events are requiring emergency response, sea level and flood protection strategies.

Aging infrastructure Deferring funding of capital road rehabilitation results in increased maintenance costs, increased resident awareness regarding state of infrastructure.



STAFFING LEVELS

Foreman III Streets

Section Manager, Streets Division

Asphalt Foreman II

Trades I

Streets Foreman II

Operations Maintenance Worker

(x5, Casuals)

Equipment Operator IVA(x2)

Truck Driver III(x3)

Truck Driver II(x2)

Electrical Foreman II

ElectricianSignmaker

Sign Installer Trades ICarpenter Trades III

(x2)

Total Headcount 23 plus Casuals

$1,667,600

Exempt 1

$143,400

Unionized 22 plus Casuals

$1,524,200


3,241 3,381 3,351

3,928

2,736

-

2016 2017 2018



4.2%

95.8%


Division

Remainder ofCity



Significant Changes

• 2017: Re-allocation of services to parks and solid waste as part of CIA Shared Services implementation - Transfer out of brush/vegetation control, graffiti removal and pathway maintenance. $164,300

2018: Re-allocation of existing budgets between line items - Existing budget lines have been re-allocated between cost categories to more accurately reflect actual service provision. Contracted and other services budget lines decreased $316,100; Personnel budget lines increased $228,400 (electrical services now performed in house); Materials and supplies budget lines increased $48,900; Telephone, utilities and rent budget lines increased $18,300. Re-allocation of budget lines to Fleet Services and Solid Waste $20,500.

2018: Increased materials and supplies for snow clearing $50,000 2018: Reduction in number of annual traffic signal pole replacements following service level review

$23,000


2016 2016 2017 2017 2018

RevenuesSale of services - (300) (23,700) (1,500) (23,700)

Contributions (807,200) (830,000) (807,200) (547,000) (807,200)

Other revenue (23,700) (2,000) - (4,100) -

Total Revenues (830,900)$ (832 ,300)$ (830 ,900)$ (552 ,600)$ (830 ,900)$

Expenses

Payroll expense 1,432,800 1,639,200 1,449,500 1,497,100 1,667,600

Other personnel costs 800 12,200 800 11,000 800

Contracted and other services 822,900 1,163,100 895,600 383,900 531,300



Total Expenses 3 ,241,400$ 3 ,927,900$ 3 ,380,700$ 2 ,736,400$ 3 ,350,900$


Transfer to Reserve 249,500 320,300 249,500 - 249,500

Transfer From Reserve (16,000) (501,700) (104,000) - (16,000)

Total Internal Charges (Rec overies) 841,800$ 267 ,700$ 684 ,800$ 397 ,400$ 787 ,900$





Category Other Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Develop

comprehensive work program for each activity that aligns with the budget

a.1 Refine service levels for all activities Q3 2017 a.2 Complete scheduling of all activities

aligned with the budget Q3 2017

a.3 Complete standard operating procedures for each activity (i.e. pothole patching)

Q4 2017

b Develop Benchmarks and Key Performance Indicators for key functions

b.1 Create key performance indicators, benchmarks for each activity

Q4 2017

b.2 Ensure accurate field data collection and reporting out of data

Q1 2018



Initiative Major Activities Timeframe Interdependence a CIA shared

services implementation

a.1 Transition aligned services in conjunction with existing services

Q1 2017

Parks and Solid Waste

a.2 Review service levels, equipment utilization and resource requirements

Q4 2017 Parks and Fleet

a.3 Prepare business case for comparison analysis of internal/external services for graffiti removal

Q2 2018 Parks and Fleet

















2017 YTD

# of Illegal Dumping Requests Completed 147 216 304 262 197 Snow/Ice

# of Events mm of snow Hours of Service

-

12 766

14

16.2 435

3

22 534

2

11 2,520

2* 42.2

3,186 Mm of Rainfall 1,452 1,834 1,611 1,667 938 Calls for Service:

Street Sweeping Flooding/Drainage Illegal Dumping Pot Hole Filling

46 94

151 125

73 34

2 96

57 13

273 71

67

8 234 109

47 28

129 32

Sidewalk Repairs 32 25 28 31 29 Calls for Service

Graffiti Cross Walks Curb Maintenance Street Signs Traffic Signs

108

33 45 29

105

31 21 32 34

130

12 19 42 13

113

6

39 31 21

151

3 24

9 12 60

*Environment Canada data only until November 15, 2017.

Business Plans Engineering and Public Works – Fleet Services


PUBLIC WORKS – FLEET SERVICES

FOCUS

Fleet Operations provide fleet repair and welding services for the City, operating two shifts in efforts of minimizing downtime for the fleet. As an internal service provider all charges for operating the fleet operation are incurred in this section, and then distributed to the various departments via monthly or hourly charge out rates. ENVIRONMENTAL SCAN

Factor Implication Change in fleet allocation Fleet pooling has required increased interdepartmental coordination and

change management for the sharing and right sizing of fleet assets.

Greenhouse gas emissions Increased scrutiny on carbon emissions reporting and transition to alternative fuels.

Currency Weak Canadian dollar against U.S Currency increases capital costs for equipment purchases, predominantly in the heavy equipment market.

STAFFING LEVELS

Foreman III Shop

Section Manager, Fleet and Solid Waste

(25%)

Trades III Mechanic (x2)

Trades III Mechanic/Welder

(x2)

Trades III Welder

Total Headcount 6.25

$ 779,300

Exempt 0.25

$ 35,700

Unionized 6

$ 743,600





2016 2016 2017 2017 2018

Expenses

Payroll expense 746,200 493,700 754,600 461,600 779,300

Other personnel costs - 25,900 - 10,500 -



Telephone, utilities and rent - 1,900 - 3,800 -

Insurance and claims 173,200 73,800 177,100 190,800 188,400

Total Expenses 1 ,726,000$ 1 ,718,100$ 1 ,770,900$ 1 ,629,700$ 1 ,804,900$

Internal Charges (Rec overies)Internal charges (2,415,200) (2,378,800) (2,603,500) (2,366,200) (2,692,200)


Total Internal Charges (Rec overies) (1 ,527,900)$ (1 ,513,100)$ (1 ,770,800)$ (2 ,366,200)$ (1 ,804,900)$

Net O perating Budget 198,100$ 205 ,000$ 100$ (736 ,500)$ -$

Significant Changes

• 2017: Re-allocation of Fire fleet reserve transfer from Fleet Services to Fire & Emergency Services as part of the CIA Fleet implementation $184,600

• 2017: Inflation – contracted services, fuel and vehicle insurance $56,500 • 2017: Savings on vehicle disposals $20,000 • 2018: Inflation – contracted services, fuel and vehicle insurance$24,300 • 2018: Savings on elimination of bridge tolls $15,000 • 2018: Re-allocation of existing budgets from Streets to Fleet Services $9,700

1,726 1,771 1,805 1,718 1,630

-

2016 2017 2018



2.3%

97.7%


Division

Remainder ofCity





efficiencies in day-to-day operations in order to either reduce costs and/or provide better service.

Initiative Major Activities Timeframe Interdependence a Develop

comprehensive work program for each activity that aligns with the budget



a.3 Complete standard operating procedures for each activity (i.e. oil changes)

Q4 2018


b.1 Create Key performance indicators, benchmarks for each activity

Q4 2017


Q1 2018

c 2017-2018 Fleet Replacement Program

c.1 Procure fleet assets Q4 2017 & Q4 2018

d 2019-2020 Fleet Replacement Program

d.1 Complete replacement list of vehicles and equipment including right-sizing requirement and cost estimates

Q3 2018

e CIA Fleet Implementation

e.1 Procure Fleet Management Information System

Q4 2017 Corporate Support, Finance

e.2 Implement Fleet Management Information System


e.3 Produce fuel consumption and emissions output reporting


e.4 Issue standardization contract for the procurement of light-duty vehicles


e.5 Amalgamate fleet budgets and reserves Q3 2017 Corporate Support, Finance

Business Plans Engineering and Public Works – Solid Waste


PUBLIC WORKS – SOLID WASTE

FOCUS

The Solid Waste section provide solid waste collection services for all single family residential households and some multi-family residential and industrial, commercial and institutional units across the City. Solid Waste services include curbside garbage, recycling, organics collection and glass collection from depot locations across the City. Also included in Solid Waste section is the Ambassadors who provide outreach and support to the Community. As a result of the implementation of CIA recommendations Solid Waste is now responsible for public waste collection in various locations including the downtown core and bus shelters, as well as street sweeping operations. ENVIRONMENTAL SCAN

Factor Implication Regulatory requirements Increased scrutiny by processors of contamination resulting in potential for

higher disposal costs. Expansion of Extended Producer Responsibility (EPR) programs resulting in increased regulation of products and stewardship. Increased outreach and education to achieve regional diversion goals.

Increased expectations from the public Demand for service level and program changes may result in increased operational expense to deliver new programs.

STAFFING LEVELS

Foreman III Trades & Sanitation

Section Manager, Fleet and Solid Waste

(75%)

Solid Waste Operator (x7)

Ambassador (x2)


$ 1,018,500

Exempt 0.75

$ 106,600

Unionized 10

$ 911,900




2,046 2,258

2,525

1,925 1,592

-

2016 2017 2018



3.2%

96.8%


Division

Remainder ofCity


2016 2016 2017 2017 2018

RevenuesUtility charges (2,424,300) (2,567,400) (2,540,100) (2,669,900) (2,540,000)

Sale of services - (644,700) (553,200) (426,200) (555,300)

Other revenue (553,200) - - - -

Total Revenues (2 ,977,500)$ (3 ,212,100)$ (3 ,093,300)$ (3 ,096,100)$ (3 ,095,300)$

Expenses

Payroll expense 870,800 869,300 975,000 859,800 1,018,500


Contracted and other services 1,157,300 1,010,200 1,257,900 721,000 1,481,200


Telephone, utilities and rent - 200 - 100 -

Insurance and claims - 2,100 - - -

Total Expenses 2 ,045,700$ 1 ,924,800$ 2 ,258,200$ 1 ,592,200$ 2 ,525,000$

Internal Charges (Rec overies)Internal charges 1,368,700 1,427,000 1,387,300 1,389,600 1,418,200


Total Internal Charges (Rec overies) 1 ,572,300$ 1 ,630,600$ 1 ,590,900$ 1 ,389,600$ 1 ,621,800$

Net O perating Budget 640,500$ 343 ,300$ 755 ,800$ (114 ,300)$ 1 ,051,500$



Significant Changes

• 2017: Re-allocation of services from Parks to Solid Waste as part of the CIA Shared Services implementation. Transfer in of litter collection and disposal. $112,800

• 2017: Net increase in tipping fees $46,200 • 2018: Net increase in tipping fees. Garbage $15,500; Green Waste $325,000 • 2018: Consolidation and reduction of budgets for Solid Waste cart maintenance and cart change outs

following service level review $50,000 • 2018: Adjustment to Ambassador Program budget $50,000 • 2018: Re-allocation of existing budgets between line items - Existing budget lines have been re-allocated

between cost categories to more accurately reflect actual service provision. Contracted and other services budget lines decreased $86,100; Personnel budget lines increased $86,100. Re-allocation of budget lines to from Streets to Solid Waste $10,800.





comprehensive Work Programs that align with the budget



a.3 Complete standard operating procedures for each activity (i.e. curbside collection)

Q2 2018



Q4 2017


Q1 2018

c Weekly Organics Collection

c.1 Define program service levels and operational procedures

Q2 2017

c.2 Perform route analysis and adjust collection routes if required

Q3 2017

c.3 Collect organics weekly Q1 2018 d Ambassador

Program d.1 Deliver and report out on program 2017-2018 Corporate Support

e Solid Waste Benchmarking

e.1 Collect data Q2 2017

e.2 Report out on benchmarking data Q2 2018















d Coquitlam Transfer Station – Recycling Depot

d.1 Review and determine strategy for recycling depot related to replacement of the Coquitlam transfer station

Q3 2017

e Develop long-term organics strategy

e.1 Participate in regional strategy for long term organics processing

Q4 2017

e.2 Develop and issue RFP for organics processing

Q4 2017 Finance



2017 YTD

Diversion Rate (%) 63.3 63.3 65.7 66.9 66.0 Solid Waste Calls for Service 1,369 1,872 2,373 1,940 1,022

Business Plans Engineering and Public Works – Water & Sewer


PUBLIC WORKS – WATER & SEWER

FOCUS

The Utilities section is comprised of Water and Sewer Operations. The City of Port Coquitlam purchases bulk treated water from the Metro Vancouver Regional District. Annually the Utilities section safely delivers approximately 9.6 million cubic meters of high quality potable water to its 22,371 serviced customers within the City. Employees in the work area operate, maintain and construct a city-wide transmission and distribution system that delivers safe and reliable drinking water and ensures adequate flows and pressures are maintained for the City’s fire protection needs. Sewer Operations provides an essential service for the collection and disposal of liquid wastewater. Employees in this work area operate, maintain and construct collection infrastructure that mitigates environmental impact as a result of blockages and overflows, and transfer of wastewater to treatment facilities. ENVIRONMENTAL SCAN

Factor Implication

Regulatory requirements Environmental Operator Certificate Program training and certification changes that regulate Utility Operators. Implementation of BC One Call (call before you dig). Drinking Water Management Plan and Water Shortage Response plan guiding our operational work plans

Employee retention and attraction The division is facing demographic shift of an aging workforce, knowledge transfer, staff development and succession planning are of key importance. There is a shortage of certified operators internally and externally to fill Utility Operator vacancies.

Climate change Changing weather patterns leading to the need for water conservation initiatives.



STAFFING LEVELS

Foreman III Utilities

Section Manager, Utilities

Foreman II Water Foreman II SewerForeman II Construction

Trades I Utilities(x2)

Water/Hydrants TRI

Water Operator

Vacuum Truck

Trades I Utilities

Sewer Operator

Trades I Utilities

Water Operator

OMW(x1, Casual x1)

Water Sewer Maint.

Trades I Utilities

Trades I Utilities

Total Headcount 18 plus 1 Casual

$1,102,700

Exempt 1

$139,600

Unionized 17 plus 1 casual

$963,100



ONGOING OPERATING BUDGET - WATER

7,001 7,191 7,238 6,999

5,907

-

2016 2017 2018



9.0%

91.0%


Division

Remainder ofCity


2016 2016 2017 2017 2018


Sale of services (18,700) - (18,700) - (18,700)

Permits and licences - (15,000) - (7,700) -

Penalties and fines (63,100) (79,100) (63,100) (93,400) (63,100)

Other revenue - (5,500) - (1,500) -

Total Revenues (11 ,170,500)$ (11 ,443,000)$ (11 ,483,700)$ (11 ,694,900)$ (11 ,458,700)$

Expenses

Payroll expense 737,600 697,600 742,900 544,600 759,000

Other personnel costs - 3,500 - 4,700 -




Total Expenses 7 ,001,400$ 6 ,999,400$ 7 ,191,300$ 5 ,906,700$ 7 ,238,100$


Transfer to Reserve 2,810,100 2,810,100 2,919,900 - 3,032,900


Net O perating Budget -$ (274 ,500)$ 100$ (4 ,490,600)$ 192 ,400$



Significant Changes

• 2017: Increased cost for water purchase from Metro Vancouver $161,700 • 2018: Increased cost for water purchase from Metro Vancouver $40,700 • 2017: Additional 1% to LTR based on 2016 Water levy $109,900 • 2018: Additional 1% to LTR based on 2017 Water levy $113,000

ONGOING OPERATING BUDGET – SEWER

5,460 5,680 5,891 5,134 5,417

-

2016 2017 2018



7.4%

92.6%


Division

Remainder ofCity



Significant Changes From 2016

• 2017: Increased cost for sewage processing from Metro Vancouver $307,800 • 2018: Increased cost for sewage processing from Metro Vancouver $274,600 • 2017: Additional 1% to LTR based on 2016 Sewer levy $77,800 • 2018: Additional 1% to LTR based on 2017 Sewer levy $81,900


2016 2016 2017 2017 2018


Permits and licences - (20,400) - - -


Total Revenues (7 ,856,400)$ (8 ,073,300)$ (8 ,267,300)$ (8 ,464,400)$ (8 ,230,200)$

Expenses

Payroll expense 288,500 236,900 358,900 280,900 343,700

Other personnel costs - 100 - 600 -




Insurance and claims - 2,400 - - -

Total Expenses 5 ,459,500$ 5 ,133,700$ 5 ,679,500$ 5 ,416,600$ 5 ,891,100$


Transfer to Reserve 1,291,300 1,291,300 1,369,000 - 1,451,000

Transfer From Reserve (186,800) - (79,900) - -


Net O perating Budget -$ (406 ,200)$ (100)$ (1 ,808,800)$ 415 ,400$







comprehensive Work Programs that align with the budget



a.3 Complete standard operating procedures for each activity (i.e. valve maintenance)

Q2 2018



Q4 2017


Q1 2018

c BC One Call c.1 Implementation of BC One Call Process Q1 2017 d Operator Training

and Development d.1 Internal training for succession planning,

supporting staff to get required certifications

Ongoing

e Utility rate sector review

e.1 Analyze consumption data and assess revenue generation by utility

Q2 2017 Finance

f Rain Barrel Program

f.1 Develop Rain Barrel Program and communicate out to residents. Work with Tri-City municipalities to support and promote Rain Barrel Truck Load sale. Residents purchase rain barrels directly from vendor
















INDICATORS & MEASURES – WATER


2017 YTD

Water Consumption (L/Capita Per Day) 427 398 414 407* 421 # of Water Main Breaks/ 100 km of Length 8.5 8.9 8.0 7.5 2.8 $ of capital reinvestment 2.55 M 1.88 M 1.4M 0.3M 1.5M Operating $ /100 km of Watermain length 545 K 478 K 542K 584K 560K Calls for Service:

Water Quality Water On/Off Locate Service Emergency Leak

29 61 22 93

45 56 30

107

29 63 40

128

29 88 49 84

14

100 22 43

* Forecasted consumption as final water invoice not yet received from Metro INDICATORS & MEASURES – SEWER


2017 YTD

# of Connections with Sanitary Flooding/ 1000 Service Connections 3.3 3.1 1.0 1.0 0.0 Calls for Service

Sewer Blockages Plugged Catch Basins Flooding/Urgent Manhole Lids Missing

30 28

6 9

6

16 3 3

31 99 12

5

42 97 12

8

14 33 28

5



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Business Plans Development Services


DEVELOPMENT SERVICES The Development Services Department ensures orderly and safe development within the City. Its administration directs the activities of the Department in keeping with the corporate direction, strategically oversees development processes, provides advice on sustainable land use and development, and guides decisions related to the use of City-owned lands. The Director serves as the City’s liaison with the Kwikwetlem First Nation and is a member of Metro Vancouver’s Regional Planning Advisory Committee and Technical Advisory Committee on Aboriginal Affairs. The Department has three operating divisions: Planning, Building and Development Engineering. ORGANIZATIONAL CHART

Manager of Building


Manager of PlanningManager of Development

Engineering

Information Coordinator


3,014 3,101 3,267

2,797 2,628

-

2016 2017 2018



4.1%

95.9%


Department

Remainder ofCity



STANDARD ONGOING OPERATING BUDGET

DS Administration,

10%

Planning, 25%

Economic Development Activities, 7%

Building, 36%

Development Engineering, 22%

Division Breakdown


2016 2016 2017 2017 2018

DS Administration 318,000 316,200 324,300 278,300 331,700

Planning 635,100 569,800 726,800 593,600 816,900

Economic Development Activities 218,000 207,300 219,300 202,800 220,000

Building 1,176,200 1,130,000 1,163,000 1,009,500 1,186,200

Development Engineering 656,400 568,900 667,800 544,000 711,800

Total Expenses 3 ,003,700$ 2 ,792,200$ 3 ,101,200$ 2 ,628,200$ 3 ,266,600$

Business Plans Development Services - Administration


DEVELOPMENT SERVICES ADMINISTRATION

FOCUS

The Development Services Department ensures orderly and safe development within the City. The Administration Division provides overall direction to the activities of the Department’s three divisions and assesses these activities to ensure they are in keeping with our direction as “One City”. The Division strategically oversees development processes, provides advice on sustainable land use and development, guides decisions related to the use of City-owned lands and contributes to interdepartmental initiatives. The Director is a member of Metro Vancouver’s Regional Planning Advisory Committee and Technical Advisory Committee on Aboriginal Affairs and serves as the City’s liaison with the Kwikwetlem First Nation. The Division also provides an internal and external communication function to ensure accurate and user-friendly customer information is available, facilitates implementation of new technologies, manages existing technologies, develops internal written procedures and oversees records management within the Building Division. ENVIRONMENTAL SCAN

Factor Implication New corporate priority: Livability Revision to overall direction of the Department to focus more on an

outcome of livability than our previous focus on organizational development.

Economic trends in the commercial and industrial markets

Important to monitor what is happening in terms of trends in costs and land uses as we develop policy for commercial and industrial areas.

Employee retention and attraction Loss of productivity due to staff turn-over, lengthy delays in filling vacant positions and needing to under fill positions.

Multiple information systems throughout the city

The Department relies on Tempest for its file management of applications but this system is not integrated with corporate systems such as Laserfiche and the new agenda management systems. There have been a number of new systems introduced in the City and each results in time required to incorporate new processes.



STAFFING LEVELS

Manager of Building


Manager of PlanningManager of Development

Engineering

Information Coordinator

Total Headcount 2

$305,200

Exempt 2

$305,200

Unionized 0 $-


318 324 332 316 278

-

2016 2017 2018



0.4%

99.6%


Division

Remainder ofCity



Significant Changes

There are no Significant Changes. WORK PLAN DELIVERABLES


Complex priority Initiative Major Activities Timeframe Interdependence a Facilitate the

planning, development and regulation of the Community Recreation Complex project (CRCP)

a.1 Support overall project throughout its design and construction phase including public consultation as may be applicable

2017-2021 CAO, Corporate Support, Engineering & Public Works, Finance, Recreation

a.2 Development permit approval for environmental conservation in association with building permit for complex

Q3 2017 CAO, Engineering & Public Works, Finance, Recreation

b Facilitate the planning, development and regulation of the mixed use portion of the CRCP

b.1 Oversee land use planning and analysis for private mixed use components of CRCP project including public consultation as may be applicable

2017-2021 CAO, Engineering & Public Works, Finance, Recreation

b.2 Draft amending bylaws for Council consideration

Q2 2017 CAO, Corporate Support, Engineering & Public Works, Finance, Recreation


2016 2016 2017 2017 2018

Expenses

Payroll expense 291,900 289,300 298,000 269,100 305,200


Contracted and other services 12,800 15,500 13,000 - 13,200

Materials and supplies 1,700 600 1,700 1,600 1,700




Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a OCP Update a.1 Oversee work being undertaken by

Planning Division to ensure the plan embodies direction

2019 CAO, Corporate Support, Engineering and Public Works, Finance

b Land Strategy

b.1 Participate in discussions to understand what the City wishes to achieve through the acquisition and disposition of municipally-owned lands.

Q4 2017 CAO, Corporate Support, Engineering and Public Works, Finance


2018 CAO

c KFN relationships c.1 Explore and act on ways to strengthen relationships

2017-2018 CAO, Corporate Support



Initiative Major Activities Timeframe Interdependence a Support Council

and CAO direction in responding to KFN land claim

a.1 Dependent on which approach the city takes – a negotiated or court mandated resolution

2017-2018

CAO, Engineering & Public Works

b Staff training and development

b.1 Continue to work with staff to build capacity, improve customer service and develop a positive working culture


c Records Software Implementation

c.1 Finalize filing structure Q4 2017 All departments c.2 Finalize records management policy and


c.3 Implement new records management software in all departments




Initiative Major Activities Timeframe Interdependence

a Increased financial oversight

a.1 Amended processes and increased analysis and oversight of financial transactions





c Safety Culture Analysis and Injury Management





Initiative d Development of

city-owned properties & public right of ways

d.1 Work with proponents for developments that are proposed to include city-owned lands or utilize public right of ways


Business Plans Development Services - Building


BUILDING

FOCUS

The Building Division plays a key role in ensuring that the construction, alteration and maintenance of buildings and structures meet the development and building regulations found in City bylaws, Provincial Acts and Codes and National Standards. Its work supports the City’s vision by ensuring that buildings and building activities in our community are safe, healthy, sustainable and accessible. The Division’s staff work with members of the public and the business and development community to ensure both the goals of the builder/owner and the obligations of the City are met. Permits are issued after drawings and other required documents are determined to be acceptable for new construction including additions, alterations, mezzanines, swimming pools, retaining walls and decks; demolitions; repairs and upgrades; changes in use; plumbing, installation of sprinklers and water meters; and related works. Construction is inspected at appropriate stages or, for large projects, monitored to ensure works are in keeping with the permit. Follow-up and enforcement action assists property and business owners to understand and comply with building and licensing regulations. The Source Control Program assists property and business owners to comply with regulations protecting water supply, sewer and drainage systems. ENVIRONMENTAL SCAN

Factor Implication Changing regulations Ongoing training and examinations for Building Officials will be necessary to

keep staff up to date with the widening scope and increased complexity of bylaws, codes and standards. Revisions to the Building and Plumbing Bylaw will be required prior to December 15, 2017 to meet legislation requirements from the Building Act. Updated job descriptions for Building Officials will be required.

Records management Coordination of record keeping between Prospero and Laserfiche will require staff attention. Conversion of existing paper and microfiche records will facilitate easier access to records.

Increased expectations from the public Customers are demanding electronic plan submissions, application and permitting processes which requires system integration and staff to look at creative solutions to meet customers needs..



STAFFING LEVELS

Manager of Building

Permit Review Technician

Building Inspector II(x2)

Plumbing Inspector II(x2)

Property Use Coordinator

Customer Service Representative

Plans Examiner

Building Inspector/Plan Checker I

Building Inspector III

Total Headcount 11

$ 1,141,700

Exempt 1

$ 167,300

Unionized 10

$ 974,400




Significant Changes

There are minor reallocations of existing budgets between line items in 2018.

1,176 1,163 1,186 1,130 1,009

-

2016 2017 2018



1.5%

98.5%


Division

Remainder ofCity


2016 2016 2017 2017 2018

RevenuesSale of services - - (19,000) (21,500) (19,000)

Permits and licences (665,000) (1,347,600) (665,000) (1,583,900) (665,000)

Other revenue (24,000) (59,100) (5,000) (13,600) (5,000)

Total Revenues (689,000)$ (1 ,406,700)$ (689 ,000)$ (1 ,619,000)$ (689 ,000)$

Expenses

Payroll expense 1,132,100 1,077,100 1,118,700 970,100 1,141,700




Telephone, utilities and rent 4,800 1,800 4,800 800 1,000

Interest and bank charges - 10,200 - 7,700 -

Insurance and claims - - - 4,300 -

Total Expenses 1 ,176,200$ 1 ,130,000$ 1 ,163,000$ 1 ,009,500$ 1 ,186,200$


Total Internal Charges (Rec overies) 60 ,900$ 48 ,900$ 58 ,400$ 44 ,800$ 60 ,600$

Net O perating Budget 548,100$ (227 ,800)$ 532 ,400$ (564 ,700)$ 557 ,800$






Initiative Major Activities Timeframe Interdependence a Continue to meet

permit issuance time frame targets

a.1 Review and processing of applications for all types of buildings

2017 (ongoing)

Engineering & Public Works, Fire & Emergency Services

b Business License CIA

b.1 Participate in the CIA review 2017 (ongoing)

Corporate Support, Fire & Emergency Services

b.2 Support Implementation of recommendations

2017 (ongoing)

Corporate Support, Fire & Emergency Services

c Scanning of Building Division Records

c.1 Assembly of new and existing paper files and records

2017 (ongoing)

c.2 Scanning of existing microfilm records 2017 (ongoing)

c.3 Attachment of digital records into the permit management system (Prospero)

2017 (ongoing)

d Building Act Changes

d.1 Revise Building and Plumbing Bylaw

Q1 2018

d.2 Update job descriptions for Building and Plumbing Officials

Q4 2017 Human Resources CUPE

e Rapid Damage Assessment (RDA) Exercises

e.1 Plan and create exercises 2017-2018 Engineering & Public Works, Fire & Emergency Services

e.2 Implementation of plan 2017-2018 Category New Details The following initiatives are additions made after business plans were initially presented in


Initiative Major Activities Timeframe Interdependence a Implement CUPE

CA changes a.1 Implement Class specification review,

update CA language and housekeeping Q4 2018 Bargaining Committee, All

Departments except Fire b Safety Culture

Analysis and Injury Management Initiative

b.1 Review and assess in partnership with WorkSafe BC


c Increased financial oversight

c.1 Amended processes and increased analysis and oversight of financial transactions






2017 YTD

All Permits Issued 643 689 708 714 703* Dwelling Units Constructed 317 421 391 590 177 Building Permit Review times (weeks) New ICIM (Large Buildings) New Houses Alterations ICIM Alterations Houses

12

4 2 2

11

4 2 3

10 3 2 2

12 4 4 2

12 4 4 4

Inspections (building, mechanical, business licence) within 24 hours

All All All All All

Construction Value of Issued Building Permits (Millions)

$72 $132 $108 $155 $91*

*This total excludes the community recreation complex building permit ($102M construction value)

Business Plans Development Services –Development Engineering


DEVELOPMENT ENGINEERING

FOCUS

The Development Engineering Division helps build the community by functioning as the regulating and approving body for subdivision applications and development-related utility works. Management and application of various bylaws related to land development are also undertaken by the Division. Our role is to ensure that the development community provides off-site servicing required for their developments to the specifications and standards established by the City. The customer service staff within the division provides administrative support to both Development Engineering and Engineering and Operations. This group serves the public and development community in the efficient processing of various engineering and development permits, as well as other inquiries. ENVIRONMENTAL SCAN

Factor Implication Employee retention and attraction Loss of productivity due to staff turn-over, lengthy delays in filling vacant

positions, needing to under fill positions and additional time spent on training new staff.

Multiple information systems throughout the city

The Department relies on Tempest for its file management of applications. There have been a number of new systems introduced in the City and each results in time required to incorporate new processes/procedures and to troubleshoot errors and problems.

Economic trends have been encouraging new developers to our market

The active real estate market has brought with it increased inquiries from real estate agents, developers, home owners as well as potential buyers. In addition, inexperienced developers have been placing a strain on staff resources as we need to educate and assist them in fulfilling their development requirements.

Changes in government regulations Changes to regulations will require us to re-assess our procedures (e.g. Metro Vancouver DCC changes).

Business Plans Development Services – Development Engineering


STAFFING LEVELS

Manager of Development Engineering


(x2.5)

Supervisor Design and Technical Services

Engineering Inspector

Land Development Technician

Total Headcount 7

$662,400

Exempt 1

$190,500

Unionized 6

$471,900


656 668 712

569 544

-

2016 2017 2018



0.9%

99.1%


Division

Remainder ofCity



Significant Changes

• 2018: Addition of contracting costs, offset by increased revenue, for downtown development application, as approved in 2017 $30,000


Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a New developer

education a.1 Improve guidelines and educational

material for new developers Q1 2017

b Kwikwetlem First Nation Service Agreement

b.1 Manage processes leading to a Service Agreement (SA)

2017-2018 Engineering & Public Works

Determine the technical requirements of the SA

2017-2018 Engineering & Public Works

Work with legal team to develop the SA 2017-2018 Engineering & Public Works


2016 2016 2017 2017 2018


Permits and licences - (2,100) (25,000) (66,200) (25,000)

Other revenue (100,000) (249,500) - (23,300) -

Total Revenues (100,000)$ (289 ,100)$ (100 ,000)$ (313 ,900)$ (130 ,000)$

Expenses

Payroll expense 637,200 554,500 648,500 538,100 662,400


Contracted and other services 6,500 7,600 6,600 - 36,700

Materials and supplies 400 300 400 - 400

Telephone, utilities and rent - 200 - - -

Total Expenses 656,400$ 568 ,900$ 667 ,800$ 544 ,000$ 711 ,800$

Internal Charges (Rec overies)Internal charges 9,600 8,300 9,100 - 9,400

Total Internal Charges (Rec overies) 9 ,600$ 8 ,300$ 9 ,100$ -$ 9 ,400$


Business Plans Development Services – Development Engineering


Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Records

Management a.1 Training Q1 2017 a.2 Document roles and responsibilities for

team members for completion and closure of activities

Q1 2017

a.3 Continue scanning of microfilm/microfiche records

2017-2018



Initiative Major Activities Timeframe Interdependence a Subdivision

Servicing Bylaw a.1 Replace obsolete bylaw with new one

(carried over from previous years)

Q4 2018 Engineering & Public Works













d No cut policy d.1 Develop no cut policy for newly paved roads


e Implementation of underground wiring where required by Subdivision Servicing Bylaw

e.1 Work with developers in the Downtown and subdivisions >3 lots to ensure underground wiring is achieved at time of development


e.2 Strategy for Downtown U/G Wiring Q2 2018 Engineering & Public Works





2017 YTD

Number of Calls for Service (CFS) inquiries, complaints, requests recorded 4,315 4,744 4,810 4,633 4,869 Number of Permit Applications Reviewed 360 364 215 219 204 Percentage of Applications reviewed in less than 60days 89% 73% 89% 81% 82% Value of Works Processed $2.4M $7.2M $2.0M $5.3M $6.1M

Business Plans Development Services – Planning


PLANNING

FOCUS

The Planning Division provides information, analysis and advice to Council, other departments and agencies, and the public on matters related to the planning and development of the City. In keeping with the Corporate Strategic Plan, Official Community Plan, and Metro Vancouver’s Regional Growth Strategy, the division is concerned with factors important to the municipal quality of life through the integration of land use, economic development, environmental protection, transportation, heritage, social planning and community facilities and services. The division’s primary role is to direct sustainable growth and development by setting appropriate policies and regulations to guide change, implementing effective development application processes and providing excellent customer service. Division staff also provides demographic information and analysis, assist with research requests related to municipal development, coordinate inter-departmental or multi-jurisdictional projects and serve in a liaison capacity with other agencies. The division also supports the business community through outreach and activities including an annual business celebration and business fair. ENVIRONMENTAL SCAN

Factor Implication Keeping up with demand The level of development interest, complexity of proposals, planning for

development of City-owned lands and the Community Recreation Complex Project and ever changing expectations for regulations continue to impact ability to complete long term planning policy work.

Increased expectations from the public The community’s expectations for public consultation and involvement in planning initiatives that acknowledges opportunities offered by social media is constantly evolving and requires innovative approaches and continuous, comprehensive communication.

Diversity of community expectations The positions and expectations held by long-established residents, new residents, developers and businesses on land use and development issues and expectations is increasingly diverse and varied.

High land values Increasingly high land values impact land use and development policies and regulations and challenge our ability to effectively meet the housing demands and needs of the community as well as commercial vitality and the needs of businesses, and these impacts are magnified in the non-profit, cultural, institutional and social housing sectors.

Senior government downloading Senior levels of government continue to expect that the City will take strong roles in addressing complex planning issues including providing affordable and special needs housing, accommodating population change and particularly immigration, reducing the environmental impact of development, protecting the natural environment, providing transportation investments and supporting businesses by streamlining regulations and policies – yet we, as a local governments have not been given the tools or the financial options to achieve the desired goals.



STAFFING LEVELS

Manager of Planning

Planner 2


Planning AnalystPlanner 1Environmental

Coordinator

Total Headcount 6

$ 784,500

Exempt 1

$ 167,300

Unionized 5

$ 617,200


635 727

817

570 594

-

2016 2017 2018



1.0%

99.0%


Division

Remainder ofCity



Significant Changes

• 2017: Addition of 2017 portion of Environmental Planner position as approved in 2016 $50,000 • 2018: Addition of Personnel costs, offset by increased revenue, for processing of downtown

development applications $100,000 • 2018: Remove contracted services intended for 2017 OCP consultation $25,000



Complex priority Initiative Major Activities Timeframe Interdependence a Community

Recreation Complex

a.1 Development review and processes - residential and mixed land uses

2017-2018 Corporate Support, Engineering & Public Works, Recreation

a.2 Public consultation Q1 2017 Corporate Support, Engineering & Public Works, Recreation

a.3 Support sale of lands; adoption of rezoning for developable lands

Q2 2017 Corporate Support, Engineering & Public Works, Recreation


b.1 Participate in discussions to

understandhat the City wishes to achieve Q4 2017 CAO, Corporate Support,

Engineering and Public


2016 2016 2017 2017 2018

RevenuesPermits and licences (100,000) (183,500) (125,000) (369,400) (200,000)

Total Revenues (100,000)$ (183 ,500)$ (125 ,000)$ (369 ,400)$ (200 ,000)$

Expenses

Payroll expense 603,900 548,000 670,300 576,500 784,500



Materials and supplies 1,400 1,400 1,400 600 1,400

Total Expenses 635,100$ 569 ,800$ 726 ,800$ 593 ,600$ 816 ,900$




through the acquisition and disposition of municipally-owned lands.

Works, Finance


2018 CAO

b Downtown Action Plan

b.1 Support Downtown Action Planning Advisory Group in developing an action plan, facilitate work with consultants, liaise with Council and others as required for this project and in developing feasible actions

Q1-Q2 2017

b.2 Implement parklets Q2 2018 Engineering & Public Works b.3 Support implementation of plan 2018

c Northside Commercial Center Plan

c.1 Support consultant and create advisory group for drafting plan

Q1 2018

c.2 Implement parklets 2019 Engineering & Public Works c.3 Support implementation of plan 2019-2020

d Official Community Plan update

d.1 Complete background work and incorporate into draft Plan

Q1 2018 All Departments

d.2 Consult with community Q3 2018 All Departments d.3 Adopt updated Plan 2019 d.4 Implement directions of Plan 2019

e Environmental Strategic Plan update

e.1 Work with Council to identify environmental priorities

Q1 2018 All Departments

e.2 Consult with community Q3 2018 Corporate Support e.3 Adopt updated directions 2019 e.4 Implement updated directions 2019 All Departments

f Tree policies and regulations, heritage and significant tree inventories

f.1 Identify updates to policies and bylaws to enhance tree protection and recognition, identify additions to inventories


f.2 Consult with community Q3 2017 Corporate Support f.3 Adopt new policies and regulations and

update inventories Q4 2017 Engineering & Public Works

g Economic Development

g.1 Undertake review to identify opportunities to enhance employment

2019



Initiative Major Activities Timeframe Interdependence

a Increased financial oversight

a.1 Amended processes and increased analysis and oversight of financial transactions





c Safety Culture c.1 Review and assess in partnership with Q2 2018 All departments



Analysis and Injury Management Initiative

WorkSafe BC

d Recreation facility development on City-owned site

d.1 Review and assess feasibility and siting options for a facility proposed to be developed in partnership with non-profit organization

Q3 2017 CAO, Engineering & Public Works

e Tandem Parking e.1 Amend parking bylaw to limit tandem parking

Q2 2017

f Child care f.1 Develop policy to promote facilities Q3 2017 g Development of

city-owned properties

g.1 Work with proponents for developments that are proposed to include city-owned lands




2017 YTD

Applications aligned with OCP goals 90% 90% 100% 100% 90% Applications being processed 64 58 72 75 73 Benchmark DP application review time n/a n/a 5 months 5 months 6 months

Business Plans Fire & Emergency Services


FIRE & EMERGENCY SERVICES

FOCUS

The department’s focus is to provide safe, efficient and prompt service to all citizens in Port Coquitlam as well as those travelling through or visiting our city. This commitment is captured in our Mission Statement: “Port Coquitlam Fire & Emergency Services is committed to providing the best service to our community through the preservation of life, property, and the environment by providing excellence in response, prevention, education and training.” The Fire & Emergency Services is comprised of five divisions that are responsible for different areas of service:

• Administration • Protective Services & Public Education • Fire Suppression • Training • Emergency Preparedness

ENVIRONMENTAL SCAN

Factor Implication Growth Continued increases in response volume and complexity are having a direct

impact on response times, the ability of staff to ensure training to meet NFPA and other required standards and aspects of inspection and prevention.

New Fire Safety Act New requirements amending the previous Fire Services Act will impact inspections and safety items as reported to the Community Safety Committee last year. The new Act allows cities to develop their own inspection frequencies and compliance fine program based on an individual building risk assessment model.

Currency Major equipment suppliers are all US based which may impact Canadian dollar buying power, specifically in the areas of apparatus and equipment.



STAFFING LEVELS

Administration Support

Deputy ChiefProtective Services

Fire ChiefEmergency Coordinator

Inspector Protective Services

Assistant Chief Training & Development

Deputy Fire Chief(x2)

Emergency Program Officer

Receptionist Clerk/Typist

Fire Fighters(x71)

Captain ProtectiveServices

(x2)

Emergency Program (Volunteers)

Total Headcount 82

$ 11,002,400

Exempt 7

$ 1,146,500

Unionized 75

$ 9,855,900




10,583 11,093 11,853 10,649

9,452

-

2016 2017 2018



14.8%

85.2%


Department

Remainderof City


2016 2016 2017 2017 2018


Contributions - (900) - (1,100) -

Permits and licences - (1,600) - (1,500) -

Other revenue (21,600) (29,400) - (8,400) -

Total Revenues (21 ,600)$ (85 ,700)$ (16 ,600)$ (51 ,200)$ (41 ,600)$

Expenses

Payroll expense 9,899,200 9,943,900 10,383,900 8,844,700 11,002,400





Total Expenses 10,583,100$ 10 ,648,600$ 11 ,092,600$ 9 ,452,000$ 11 ,853,200$

Internal Charges (Rec overies)Internal charges - 2,500 191,900 191,800 196,200

Total Internal Charges (Rec overies) -$ 2 ,500$ 191 ,900$ 191 ,800$ 196 ,200$

Net O perating Budget 10,561,500$ 10 ,565,400$ 11 ,267,900$ 9 ,592,600$ 12 ,007,800$



Significant Changes

• 2017: IAFF contract increase $217,200 • 2017: Re-allocation of Fire fleet reserve transfer from Fleet Services to Fire & Emergency Services as part

of the CIA Fleet implementation $184,600 • 2018: IAFF contract increase $251,300 • 2017: Additional Firefighters $305,000 • 2018: Additional Firefighters $320,000 • 2018: Radio Communications system as approved in 2017 $140,000



efficiencies in day-to-day operations in order to either reduce costs and/or provide better service Initiative Major Activities Timeframe Interdependence a Response &

Resource Allocation Model

a.1 Implement changes as prescribed by Council.

Q1 2019

b E-COMM Radio Communications

b.1 A decision package has been presented, but whether or not the City moves forward with ECOMM, a review of current emergency communication system and evaluate alignment strategies to ensure multi-jurisdictional compatibility and ongoing responder safety is addressed.

Q1 2018

b.2

Complete a financial review based on model analysis recommendations.

Q4 2017

b.3 Implement recommendations Q1 2019 c Review of Current

Training Model c.1 Evaluate and transition current training

model to adopt new industry standards, certification requirements, and alignment with primary incidents received.

Q1 2018

d On-going Business Continuity Awareness/ Training

d.1 Reach out to local business community in regards to pre-disaster recovery planning initiatives.

Q3 2017

d.2 Update Disaster Recovery Directory Q4 2018 e Review Current

Bylaw Inspection Model

e.1 Complete a detailed review of the current inspection model in which to create efficiencies and align with the new Fire Safety Act.

Q2 2017 Corporate Support, Development Services

e.2 Implement recommendations Q4 2017 f Implementation of

an Acting Public Education Officer

f.1 Look at methodologies to integrate an Acting Public Education Officer from fire suppression into an administrative capacity.

Q1 2017

f.2 Development of a community risk Q1 2018



reduction program for the residential segment of Port Coquitlam which will further identify high resource clients and properties.

g Records Software Implementation

g.1 Finalize filing structure Q4 2017 All departments g.2 Finalize records management policy and


g.3 Implement new records management software in all departments








b Safety Culture Analysis and Injury Management Initiative

b.1 Review and assess in partnership with WorkSafe BC




2017 YTD

# Students – Fire Prevention Week 4,494 4,697 4,670 4,678 4,727 # Residents – Hot Summer Nights 505 465 341 596 385 # Incidents 3,478 3,642 4,005 4,030 3,659 # Apparatus Responses 3,876 4,034 4,556 4,774 4,245 # Fires – Structure 55 65 73 65 67 Total Fire Call 154 137 201 145 192 # Medical Calls 1,956 2,056 2,132 2,244 1,864 # Fireworks Permits 41 53 34 28 29 % Compliance for Inspection Program 51% 59% 62% 45% 49% Average suppression travel time (from fire station to scene in minutes/seconds) 4:54 4:17 5:27 6:23 5:46 *2017 YTD is up to October 31st, 2017

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Division Breakdown


2016 2016 2017 2017 2018

Recreation Administration 666,100 548,800 652,900 487,900 659,000

Cultural Development & Community Services 2,737,800 2,440,500 2,871,700 2,539,500 2,912,600

Recreation Services 4,863,200 5,021,600 4,939,500 4,231,000 5,195,000

Facility Services 4,089,400 3,745,900 3,886,400 2,969,500 4,006,900

Total Expenses 12,356,500$ 11 ,756,800$ 12 ,350,500$ 10 ,227,900$ 12 ,773,500$

Business Plans Recreation Administration


RECREATION ADMINISTRATION

FOCUS

This division is responsible for overall management of the Department. The admin support staff team also provides direct customer service, troubleshooting and support for Active Net software users, coordination of on demand work requests for facility maintenance, and centralized booking services for pools, arenas, multiuse rooms, parks and sports fields. ENVIRONMENTAL SCAN

Factor Implication Diversity of community expectations As urban communities become increasingly diverse, recreation

services/facilities must be responsive to a broader range of emerging needs and interests.

Declining physical activity of children & youth

We need to more effectively collaborate/integrate with the sport and education sectors to provide a continuum of sport and physical activity opportunities.

Demand for community events and festivals

Community festivals, performing arts, and cultural events are increasingly capturing the public interest.

Demand for evidence-based and data-driven decision making

Council and Staff want to ensure operating efficiency by learning from best practice research, optimizing the use of new technology and providing informative reports to Council.

New corporate priority: Livability Revision to Department focus on livability rather than our previous focus on organizational development.

STAFFING LEVELS

Director of Recreation

RecreationSupport Coordinator

Recreation Support(x 2)

Business Analyst



Total Headcount 5

$524,700

Exempt 1

$182,700

Unionized 4

$342,000


666 653 659

549 488

-

2016 2017 2018



0.8%

99.2%


Division

Remainder ofCity



Significant Changes

• 2018: Upgraded position from Recreation Admin Support Clerk to Business Analyst following retirement, converted part-time Recreation admin support position to full-time, allocation of budget for training of supervisory level staff (re-allocation and transfer of Personnel budgets from Recreation Services) $55,000

• 2018: Re-allocation of budget lines within the Recreation department due to restructuring within the department. Transfer of Recreation Marketing from Recreation Administration to Cultural Development & Community Services. $59,300


Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Facility

Enhancement Projects

a.1 Support implementation of enhancement projects (including Centennial Pool, Sun Valley Spray Park)

2017-2018


2016 2016 2017 2017 2018


Total Revenues (12 ,500)$ (20 ,500)$ (12 ,500)$ (13 ,400)$ (11 ,200)$

Expenses

Payroll expense 471,100 398,500 470,300 408,600 524,700




Telephone, utilities and rent 3,100 900 3,100 600 3,100

Interest and bank charges 18,700 13,400 18,700 4,200 23,400

Grants and financial assistance - 1,000 - 1,200 -

Total Expenses 666,100$ 548 ,800$ 652 ,900$ 487 ,900$ 659 ,000$

Internal Charges (Rec overies)Internal charges 4,100 100 - - -

Total Internal Charges (Rec overies) 4 ,100$ 100$ -$ -$ -$




and the completion of prioritized facility life cycle work


Complex priority Initiative Major Activities Timeframe Interdependence a

Community Recreation Complex Project

a.1 Work with the staff project team and the contractor’s design/construction team to ensure the functionality of the facility.

Ongoing CAO, Corporate Support, Engineering & Public Works, Development Services, Finance

a.2 Oversee the ongoing engagement of the stakeholder group.


a.3 Lead the department through the construction and transition phases to lessen patron impact, ensure staff and patrons are well informed throughout the design and construction phases


a.4 Compile the FF&E inventory and work with recreation staff, purchasing and facility stakeholders to outfit the building in a cost efficient, functional manner

Ongoing

CAO, Corporate Support, Engineering & Public Works, Development Services, Finance

a.5 Review the staffing needs, prepare operating budgets, policies and procedures


Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Cultural Plan

Implementation a.1 Oversee implementation of the Cultural

Plan including: establishment of Festivals Committee, establishment of Cultural Roundtable and increasing activity in Leigh Square Arts Village

Q4 2018





Initiative Major Activities Timeframe Interdependence a Implement

Registered Recreation Programs CIA recommendations

a.1 Complete CIA and identify CIA implementation work group members and deliverables

Q2 2017

a.2 Implement approved CIA recommendations

Q2 2018

b Aquatic Service Level Review

b.1 Pilot project to test service level review process in recreation dept.

Q4 2017

c PoCo Grand Prix c.1 Work with the Organizing Committee and Race Directors to plan and deliver the 2nd & 3rd annual PoCo Grand Prix

2017-2018 Corporate Support, Engineering & Public Works

d Implementation of Living Wage

d.1 Ensure compliance with new Policy Q1 2017 Finance, Human Resources

e CUPE Negotiations

e.1 Conclude Collective Bargaining Q2 2017 Employer’s Bargaining Committee

f Staff training and development

f.1 Continue to work with staff to build capacity, improve customer service and develop a positive working culture


g Records Software g.1 Finalize filing structure Q4 2017 All departments g.2 Finalize records management policy and


g.3 Implement new records management software in all departments














Business Plans Recreation Services


RECREATION SERVICES

FOCUS

The Recreation Services Division provides a broad range of programs and services in the following areas: pre-school, children, youth, adult/senior, accessibility and inclusion, sport, aquatics, and fitness and wellness. In addition, this division works in partnership with and provides support to multiple community organizations and groups including: the PoCo Grand Prix Organizing Committee, the Wilson Centre Seniors Advisory Board, Port Coquitlam Sports Alliance Society, Tri-City Children’s Accord, local minor sport associations, and a number of non-profit organizations including the Canuck Autism Network and local businesses such as Kids First Physio. The division works on collaborative initiatives with Fraser Health Authority, School District 43, Tri-City After School Committee, Ministry of Children and Families and other social service organizations. The Recreation Services Division is responsible for the day-to-day operation and programming of public recreation facilities including Hyde Creek Recreation Centre, Port Coquitlam Recreation Complex, Centennial Pool, Robert Hope Pool, Routley Wading Pool, Sun Valley Wading Pool/Spray Park, Railside Youth Park and the Bike Skills Park. With the growing concern around public inactivity, the division continues to invest in promoting and providing opportunities to support healthy, active lifestyles. It also recognizes the important role that family events, community engagement, volunteer opportunities, and neighborhoods play in overall community health and wellness. The division continues to work with the community to identify and remove barriers to participation, with a focus on inclusion of vulnerable populations. ENVIRONMENTAL SCAN

Factor Implication Increased expectations from the public There is a growing demand for flexible program options such as: specialized

classes, private lessons and personal training sessions for individuals and teams placing pressure on facility and staff resources.

Vulnerable Populations Mental health, addiction and homelessness issues contribute to an increase in nuisance behaviors, safety and security issues within programs and City facilities. Addressing the needs of vulnerable populations through inclusive recreation opportunities is an ongoing challenge.

Providing meaningful volunteer opportunities for students

We need to develop meaningful and skill building volunteer opportunities for students in aquatics, children’s camps and programs; this is an important recruitment strategy for entry level recreation employment opportunities.

Increased expectations from the public & staff

Internal and external communications must adapt to advances in technology, i.e. Staff scheduling and customer notifications, facility bookings, program registration.

Employee retention and attraction Succession planning across the Division continues to be a priority to ensure knowledge transfer, effective staff training, and mentoring as the workforce ages.



STAFFING LEVELS

Area Recreation Manager, Poco

Recreation Complex

Area Recreation Manager, Hyde Creek

Program Coordinator-Adult

Access

Program Coordinator- Sport

(50%)

R.P.A.(P/T)

R.P.A. (x1)

Food Service Worker

(P/T)

Concession Worker

(Casual x3)

Leader (P/T x2,

Casual x1)

Instructors (Casual

x30)

Attendants (Casual x9)

Program Coordinator

Arenas (50%)

R.P.A.(x1)

Program Coordinator-

Youth Services

R.P.A.(P/T x2)

Leader (P/T x3,

Casual x 13)


Aquatics

R.P.(x1)

Team Lead (P/T x2)

Leader(P/T x26,

Casual x31)



Childrens Services


Health & Wellness

R.P.A. (P/T x2)

Leader(P/T x3,

Casual x4)


R.P.A. (P/T)



Customer Service (50%)

Team Lead (P/T x2)

C.S.A(x2,

P/T x10, Casual x10)

R.P.A. (x2)


Total Headcount 70.5 plus 139 Casuals

$ 4,122,000

Exempt 2

$ 266,200

Unionized 68.5 plus 139 Casuals

$ 3,855,800




4,863 4,940 5,195 5,022

4,231

-

2016 2017 2018



6.5%

93.5%


Division

Remainder ofCity


2016 2016 2017 2017 2018

RevenuesSale of services (3,286,900) (3,347,200) (3,289,700) (2,974,700) (3,364,300)

Contributions (64,000) (91,300) (58,700) (15,900) (58,700)

Other revenue (22,100) (2,300) - (9,500) -

Total Revenues (3 ,373,000)$ (3 ,440,800)$ (3 ,348,400)$ (3 ,000,100)$ (3 ,423,000)$

Expenses

Payroll expense 3,986,300 4,053,600 4,099,300 3,526,300 4,122,000






Insurance and claims - - - 700 -

Grants and financial assistance 35,000 35,400 35,000 34,800 35,000

Total Expenses 4 ,863,200$ 5 ,021,600$ 4 ,939,600$ 4 ,231,000$ 5 ,195,000$

Internal Charges (Rec overies)Internal charges 1,892,300 200 - 100 -

Transfer From Reserve (4,000) - - - -

Total Internal Charges (Rec overies) 1 ,888,300$ 200$ -$ 100$ -$




Significant Changes

• 2017: Living wage increase approved in 2016 $60,000 • 2017: Minor re-allocations of existing budgets Between recreation divisions $18,600 • 2017: Elimination of intradepartmental facility rent transfers $1,892,300 • 2018: Temporary reduction of expenses due to Recreation Complex construction, offset by reduction in

revenues $44,900 • 2018: Upgraded Recreation Admin Clerk to Business Analyst position (transfer of Personnel budgets

from Recreation Services) $55,000 WORK PLAN DELIVERABLES



Recreation Complex

a.1 Support the planning process Ongoing CAO, Corporate Support, Engineering & Public Works, Development Services, Finance

a.2 Assist customers with transitioning through construction phases, facility disruptions and scheduling changes


a.3 Provide support and information to the New Rec Complex Stakeholder Group

Ongoing

CAO, Corporate Support, Engineering & Public Works, Development Services, Finance



Initiative Major Activities Timeframe Interdependence a Continuous

Improvement a.1 Implement approved Recommendations

Identified in the Recreation Programs CIA Report

Q 4 2018

a.2 Develop a framework to guide the Aquatics Core Service Review

Q3 2017

a.3 Complete the Aquatics Core Service Review

Q4 2017

b ActiveNet Upgrades

b.1 Initiate the ActiveNet Communications Module


b.2 Research, develop and automate key performance indicators and




measurement processes for recreation service delivery

c Physical Literacy c.1 Collaborate with education and sport sectors via the Port Coquitlam Sports Alliance Society to enhance community sport delivery, encourage participation, and promote physical literacy. Physical literacy is the motivation, movement skills and confidence to maintain an active lifestyle

Q4 2018

c.2 Develop capacity to fully integrate the Canadian Sport for life/Active for Life Model into Recreation programming

Ongoing

c.3 Develop a marketing and education campaign to promote physical literacy

Ongoing

Corporate Support

d Staff Training & Development

d.1 Provide training for staff working with and programming for vulnerable populations including individuals with disabilities, mental health or addiction issues

2017 Q3

d.2 Provide training for frontline staff to enhance customer service, optimize software use and ensure familiarity with emergency procedures

Ongoing

e Community Garden

e.1 Explore locations and partnership opportunities for the garden


f PoCo Grand Prix f.1 Coordinate and deliver bike race in collaboration with Organizing Committee and community partners

Q3 2018 Corporate Support, Engineering & Public Works

f.2 In collaboration with the BIA, engage local Business for information sharing and participation


f.3 Identify and implement operational efficiencies

Q3 2018 Corporate Support, Engineering & Public Works















d Expand front counter service

d.1 Review and report on the possibilities of expanding the services provided at the front counter of community facilities (dog licenses, property taxes, etc.).

Q3 2017 – Q4 2017

Finance



2017 YTD*

# Registrants in Programs 29,225 30,184 27,954 28,647 18,908 # Drop-in Participants 154,327 162,534 132,045 133,098 109,003 # Membership Scans 137,950 129,272 130,475 134,788 111,198 # Courses Offered 7,611 5,295 5,846 5,638 4,215 Leisure Buddy Program – # of Requests / Requests Filled 65 / 61 61 / 59 51/51 79/74 # Volunteers 368 255 324 477 498 % of Volunteers under 18 years of age n/a n/a 31% 56% 55% % of volunteers over the age 55 n/a n/a 3% 7% 6% # of Online Transactions 8,454 11,522 13,120 14,446 12,867

• YTD represents figures up until August 31st.

Business Plans Recreation – Cultural Development & Community Services


CULTURAL DEVELOPMENT & COMMUNITY SERVICES

FOCUS

The Cultural Development and Community Services Division provides strategic direction, leadership and supervision for the following areas: arts and cultural programing, festivals, community events, City civic events, volunteer resources and community engagement programs. In addition, this division manages the Self-Help Matching Funds, Community Development Investment Grants and Public Art and Mural Program. The division acts as a liaison and provides support to the Port Coquitlam Heritage and Cultural Society, The Terry Fox Library, Friends of Leigh Square Society and the Haney Farmer’s Market Society. The Division is also the liaison for community event task forces, the Terry Fox Theatre, and the Cultural Roundtable. The Cultural Development and Community Services Division is responsible for the day-to-day operations and programming of Leigh Square Community Arts Village facilities including the Gathering Place, Michael Wright Art Gallery, the Band Shell, the Sculpture Yard and the Outlet exhibition spaces, Outdoor Theatre, Work Room and Artist in Residence Room. This division also ensures the marketing, advertisement and promotion of the arts and culture programs, festivals and events and acts as a resource for the Department’s marketing initiatives. ENVIRONMENTAL SCAN

Factor Implication

Increased expectations from the public for communication and marketing via social media

Residents are increasingly relying on social media for information on arts and culture programing as well as entertainment

Volunteer Interests and availability The small pool of volunteers that exist are seeking higher level opportunities. In general, volunteers are want flexible, short-term commitments, requiring us to be more creative in recruitment and placement

Increased desire for community events and festivals

The community has expressed a strong interest in participating in festivals and events



STAFFING LEVELS

Cultural Development &

Community Services Manager

Recreation Program Coordinator-Volunteers

(50%)

Recreation Program Coordinator-Arts & Culture

(P/T)

Recreation Program Coordinator-Community &

Civic Events (P/T)

Recreation Program Leaders(Casual)

Recreation Program Assistant

(P/T)

Recreation Leader(Casual)

Recreation Program Assistant

(x1.6)

Recreation Leaders(Casual)

Total Headcount 6.5 plus Casuals

$730,700

Exempt 1

$133,100

Unionized 5.5

$597,600 ONGOING OPERATING BUDGET

2,738 2,872 2,912

2,440 2,540

-

2016 2017 2018



3.6%

96.4%


Division

Remainder ofCity



Significant Changes

• 2017: Library contract increase $49,500 • 2017:Minor re-allocation of existing budgets between Recreation departments $38,800 • 2018: Library contract increase $26,800 • 2018: Library service enhancement (year round Sunday hours) as approved in 2017 $12,900 • 2018: Additional funding for the Port Coquitlam Sports Alliance as approved in 2017 $16,500 • 2018: Re-allocation of budget lines within the Recreation department due to restructuring within the

department. Transfer of Recreation Marketing from Recreation Administration to Cultural Development & Community Services. $59,300. Transfer from Cultural Development & Community Services to Facility Services $6,700


2016 2016 2017 2017 2018


Contributions (14,100) (15,700) (10,200) (24,500) (12,700)

Other revenue (15,300) (500) (4,000) (1,000) -

Total Revenues (86 ,800)$ (115 ,500)$ (80 ,800)$ (110 ,900)$ (87 ,400)$

Expenses

Payroll expense 653,600 524,200 644,100 552,300 730,700

Other personnel costs 400 8,800 400 9,000 1,200



Telephone, utilities and rent 6,500 4,300 6,800 1,300 400


Insurance and claims - 300 - - -

Grants and financial assistance 40,000 1,000 190,600 46,000 140,000

Total Expenses 2 ,737,800$ 2 ,440,400$ 2 ,871,700$ 2 ,539,500$ 2 ,912,600$

Internal Charges (Rec overies)Internal charges 194,100 1,300 200 4,800 -

Transfer to Reserve - 152,800 - - -

Transfer From Reserve - (63,000) (92,100) - -

Total Internal Charges (Rec overies) 194,100$ 91 ,100$ (91 ,900)$ 4 ,800$ -$






Complex priority Initiative Major Activities Timeframe Interdependence a Relocation of arts

programming a.1 Collaborate with users to transition arts

and cultural programming from the Wilson Centre to Leigh Square Community Arts Village

Q2 -Q4 2017

b Terry Fox Library b.1 Support the Terry Fox Library as needed during construction and through the transition to the new complex

Ongoing

c Advise re: exhibition space for the Terry Fox Exhibit and Sport Hall of Fame

c.1 Input into design concepts to include accessible, functional, interactive and inspired exhibition space suitable for Sport Hall of Fame

Ongoing

Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Festivals a.1 Establish an external Festivals Committee

and support the Committee to achieve its goals

Ongoing

Engineering & Public Works, Finance, Corporate Office

b Cultural Roundtable

b.1 Establish and support a Cultural Roundtable

Ongoing

c Animate Leigh Square

c.1 Increase the number of events, programs and bookings in the Leigh Square Community Arts Village

Ongoing

Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority The

following initiatives are undertaken to be in compliance with new legislation or to gain efficiencies in day-to-day operations in order to either reduce costs and/or provide better service

Initiative Major Activities Timeframe Interdependence a Develop a

marketing plan for City’s arts, culture and recreation services

a.1 Develop effective marketing and promotion strategies, integrate new marketing and digital media approaches and train staff

2017 – Q4 Corporate Support

b Develop Staff Volunteer Leader Program in each

b.1 Designate staff volunteer leaders and provide training

2018 Q4



Program Function Area

c Public Art Program: Murals

c.1 Develop program guidelines, application process and promotion of program.

2018 – Q2

d Piano in the Streets

d.1 Continue and expand program to include performing arts opportunities to highlight local talent and promote the program

2017 - Q3

e Homecoming Concert

e.1 Liaise with organizers to enable event 2017-2018








b.1 Implement Class Specification review, update CA language and housekeeping







2017 YTD

Financial Assistance Program - Applications/Total Subsidy Provided 493 / $27,076 477 / $24,071

1,398 / $28,511

1,648 / $38,551

2,055 / $28,462

Self-Help Matching Grant Program – Money Awarded / Community Value

$20,000 / $69,012

$26,423 / $63,987

$30,000 / $492,178

$6,717 / $7,211

$15,000 / $77,000

# of Rental Permits 2,102 2,369*** 1,647 1,742 1,535

Business Plans Recreation – Facility Services


FACILITY SERVICES

FOCUS

The Facility Services Division maintains and improves City facilities to meet the needs and expectations of public and staff. Through Life Cycle, Energy Management, and the Asset Management Programs, this division ensures a cost-effective approach to strategically planning building infrastructure renewal and implementing opportunities for operational efficiencies. The Division now includes daily building operational maintenance and cleaning. It also monitors and administers the City’s security program for buildings, recommending and implementing improvements as required. Project management services for Facility renovations, in consultation with building users, are also provided. ENVIRONMENTAL SCAN

Factor Implication Aging facility infrastructure As facility infrastructure ages, life cycle maintenance activities become

more prevalent. This will require proportionally more planning, monitoring and strategic resource allocation. Ongoing operational maintenance workload also increases as facilities age.

Expectation for environmental practices

Adoption of environmentally friendly practices including recycling, waste reduction and the use of green cleaning products. Influencing and educating staff and customers to adopt green initiatives is a focus. The upward pressure of electricity and natural gas prices and focus on curbing green-house gas emissions related to climate change are increasing the importance of the City’s energy conservation and building performance initiatives.

Data-driven business decisions using measures and indicators

Facility operation and maintenance metrics jointly form the foundation of preventive maintenance service delivery. Better use of metrics will formulate a more proactive, preventive approach to facility maintenance.

Employee retention and attraction The skill set required for technical and operational maintenance staff is expansive and varied. Currently the City is experiencing difficulty in hiring qualified staff; this is an ongoing concern as senior staff are nearing retirement and opportunities are created in other organizations drawing away our younger staff. Enhanced focus on internal staff development, cross training, and technical training is needed.

Technological advances Technology continues to advance in facility lifecycle tracking and energy management systems resulting in complex systems requiring specific staff training provided by manufacturers. Growing interest in using mobile devices to make it easier to respond to and document customer requests and emergency repairs. Adoption of new technology requires staff training and time for learning.



STAFFING LEVELS

Manager of Facilities

Facility Maintenance Coordinator

Facility Maintenance Supervisor

(x2)

Technical Maintenance Coordinator

Technical Maintenance Worker

(x1, Casual x1)

Facility Service Worker(x4, Casual x4)

Pool Operator (x1)

Area Maintenance Worker

(x3, Casual x2)

Building Maintenance Worker

(x6, P/T x6, Casual x4)

Total Headcount

26 plus 11 Casuals $ 2,358,700

Exempt 1

$ 143,400

Unionized 25 plus 11 Casuals

$ 2,215,300 ONGOING OPERATING BUDGET

4,089 3,886 4,007 3,746

2,970

-

2016 2017 2018



5.0%

95.0%


Division

Remainder ofCity



Significant Changes

• 2017: Elimination of intradepartmental facility rent transfers 2017 $2,090,300 • 2018: Re-allocation of building maintenance services and utility costs from Parks to Facilities due to

restructuring that occurred in a prior year $84,800 • 2018: Re-allocation of building maintenance services and utility costs from Community Policing to

Facility Services $35,500 • 2018: Re-allocation of building maintenance services and utility costs from Cultural Development &

Community Services to Facility Services $6,700 • 2018: Conversion to in-house janitorial services including allocation of living wage costs $47,000


2016 2016 2017 2017 2018


Contributions - 100 - - -

Other revenue - (12,400) - (1,200) -

Total Revenues (6 ,000)$ (52 ,600)$ (56 ,400)$ (55 ,500)$ (56 ,400)$

Expenses

Payroll expense 2,109,600 1,890,200 2,180,800 1,770,100 2,358,700





Total Expenses 4 ,089,400$ 3 ,745,900$ 3 ,886,500$ 2 ,969,500$ 4 ,006,900$

Internal Charges (Rec overies)Internal charges (2,104,700) (56,400) (47,100) (85,500) (41,700)

Transfer to Reserve - - 45,500 - 49,400

Transfer From Reserve (303,100) (270,500) (101,200) - -

Total Internal Charges (Rec overies) (2 ,407,800)$ (326 ,900)$ (102 ,800)$ (85 ,500)$ 7 ,700$





Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Energy Payback a.1 Create summary to reflect energy savings

and cost reductions to support key energy initiatives


b Develop city-wide asset management plan

b.1 Complete evaluation and structural review of city facilities

Q4 2018 Eng & Ops

b.2 Update facility lifecycle plan and provide 5 year recommended projections for inclusion in the Asset Management Plan

Q4 2017



Recreation Complex

a.1 Provide facility and system design feedback as requested

Ongoing CAO, Corporate Support, Development Services, Engineering & Public Works, Finance

a.2 Assist project team, staff and customers with transitioning through construction phases - minimizing facility disruptions and accommodating schedule changes.

Ongoing CAO, Corporate Support, Development Services, Engineering & Public Works, Finance



Initiative Major Activities Timeframe Interdependence a Janitorial Services

Review a.1 Complete review and implement

recommendations as approved

Q2 2017

b Implement New Staff Structure

b.1 Support the restructuring of this Division to ensure Facility and Technical staff team collaboration, build capacity and use resources efficiently

Q4 2017

















2017 YTD

Electricity Savings (%) ** 5.58 4.85 6.77%*** 9.09%*** 7.73%*** Natural Gas Savings (%) ** 7.18 1.10 5.68%*** -1.03%*** 8.67%*** Energy Grants ($) 99,643 112,080 $73,246 $26,581 $0 Completed Energy Projects (kWh) 153,000 436,000 n/a n/a n/a Preventative Maintenance Work Orders 3,067 3,138 3,038 2,026* 3,293 Facility Service Requests 113 130 187 250 408 * Due to lack of staffing for Facility Services, tasks were not marked “completed” so the next month’s scheduled tasks would not auto-generate. **Energy comparison to baseline year 2007. ***Energy comparison to baseline year 2011.

Business Plans Human Resources


HUMAN RESOURCES

FOCUS

The Department serves both internal and external customers by providing specialized advice and assistance in all facets of people management including recruitment, labour relations, occupational health and safety, staff training and development, benefit administration, wage and salary administration and many other areas that involve existing and prospective City employees. Human Resources is a strategic partner at the senior management table responsible for championing City initiatives that build on a positive and engaging organizational culture. By having a positive culture, employees are in the best position to provide excellent support and service to our citizens and the business community. ENVIRONMENTAL SCAN

Factor Implication Employee retention and attraction There is a shrinking pool of qualified candidates for many positions due to

greater competition for key positions with corresponding attraction and retention issues. High turn-over of short tenured middle managers is resulting in considerable costs of recruitment and onboarding, discontinuity of projects and day to day work, increased workload on remaining managers and impact on unionized staff when recently hired managers leave Long term vacancies of key management positions has resulted in a loss of specialized expertise, delay of work plan items, and has put a strain on other positions (infrastructure planning, facilities, civil engineer, purchasing, labour relations).

Limitations in reclassifying CUPE positions

Union and employer do not agree on rights when job descriptions change, as a result, positions are not being posted, specifications do not reflect organizational needs.

Organizational development dropped as a Council priority

Less timely progress on efforts that will improve accountability, increase organizational capacity, create training and development opportunities and review systems and processes (CIA).



STAFFING LEVELS

Director of Human Resources

Human Resources Assistant

Senior Human Resources Advisor

Business AnalystHuman Resources

Advisor

Total Headcount 5

$ 609,800

Exempt 5

$ 609,800

Unionized 0

$ -


902 969 981

851

1,027

-

2016 2017 2018



1.2%

98.8%


Department

Remainder ofCity



Significant Changes

There are minor reallocations of existing budgets between line items. WORK PLAN DELIVERABLES


Complex priority Initiative Major Activities Timeframe Interdependence a Support

development of staffing plan for Rec Complex

a.1 Working with Recreation to identify staffing needs and CA implications

Q2 2018

Recreation



Initiative Major Activities Timeframe Interdependence a CUPE

Negotiations a.1 Conclude Collective Bargaining Q2 2017 Bargaining Committee


2016 2016 2017 2017 2018

Expenses

Payroll expense 613,100 523,000 664,000 521,600 673,100




Telephone, utilities and rent 2,000 400 500 200 500

Total Expenses 902,000$ 851 ,600$ 969 ,200$ 1 ,027,200$ 980 ,900$

Internal Charges (Rec overies)Internal charges - - - 100 -

Total Internal Charges (Rec overies) -$ -$ -$ 100$ -$

Net O perating Budget 902,000$ 851 ,600$ 969 ,200$ 1 ,027,300$ 980 ,900$



b Conduct employee engagement survey

b.1 Refresh survey tool Q3 2017 All departments b.2 Administer survey and analyze results Q4 2017

c Employee training and development

c.1 Implement supervisory skills program with Public Works

Q1 2017

c.2 Implement performance planning for CUPE supervisors

Q2 2017

c.3 Continue to work with staff to build capacity, improve customer service and develop a positive working culture

Ongoing

d Review the Attendance Management Program (AMP)

d.1 Review current program and industry best practices for reduced absenteeism and implement findings

Q3 2017

e

Implement “brand PoCo” attraction strategy

e.1 Leverage unique benefits of working for PoCo as part of overall attraction strategy

Q2 2017

f Records Software Implementation

f.1 Finalize filing structure Q4 2017 All departments f.2 Finalize records management policy and


f.3 Implement new records management software in all departments











c Intranet Technology Refresh

c.1 Design platform and develop content for mobile based internal communication platform (PoCoWorks)


d Safety Culture Analysis and Injury Management Initiative

d.1 Review and assess in partnership with WorkSafe BC


e Review of on-boarding and implement efficiency improvements

e.1 Establish a special project that will focus on review of current and best practices to reduce HR staff time required to deliver

Q4 2017*

f Staff Scheduling f.1 Research, and implement jointly for Fire, Q4 2018 Corporate Support



software solution Recreation, HR g HR analytics g.1 Develop HR specific analytics, research

broad municipal best practices Q1 2018

h Deploy HR Agresso module

h.1 Deploy the HR Business Requirements Solution Design Document and re-confirm functionality requirements

Q2 2018 Finance, Corporate Support

i Implement Photo Id

i.1 Capture photos of all employees and establish process for new employee identification


j Supervisor Skills Cohort 2

j.1 Develop curriculum, identify attendees, confirm faculty to deliver, deliver program

Q2 2018 Participating departments

k Employee Theft k.1 Investigation & Resolution Q2 2017 CAO, Finance, HR



2017 YTD

# Postings 82 75 85 124 147 # Interviews conducted 209 144 321 300 384 # External hires 45 56 34 24 74 # Internal appointments 55 33 65 93 80 # Grievances filed 5 13 19 18 6 # Grievances resolved 3 7 17 14 2 # Corrective actions 12 11 14 7 2 # Workplace Incidents Investigated 27 18 24 9 30 # WorkSafeBC time loss claims 13 7 22 10 13 Time loss workplace injury (days lost) 659 412 788 251 442 # No time loss workplace injury incidents 78 58 92 85 134 WorkSafe assessment per $100 of payroll $1.49 $1.77 $1.89 $2.50 $2.59 Experience Rating Assessment (WorkSafe BC) -1.8% 5.9% -5.7% 23.0% 27.5%

Business Plans Corporate Support


CORPORATE SUPPORT Corporate Support brings together services and functions that support the organization as a whole. The department encompasses four divisions:

• Bylaw Services • Community Policing • Communications and Administrative Services • Corporate Office • Information Services

ORGANIZATIONAL CHART


Manager of Corporate Office

Manager Communications &

Administrative Services

Bylaw Services Manager

Information Services Division

Community Police Manager


4,065 4,116 4,202 3,904

3,510

-

2016 2017 2018



5.2%

94.8%


Department

Remainder ofCity



Communications, Legislative and

Admin, 16%

Mayor and Council, 10%

Corporate Office, 15% Bylaw Services,

25%

Information Services, 31%

Community Policing, 3%

Division Breakdown


2016 2016 2017 2017 2018

Communications, Legislative and Admin 651,100 646,200 655,000 529,000 667,200

Mayor and Council 411,300 379,300 411,300 353,500 411,300

Corporate Office 595,500 580,900 611,800 504,100 614,100

Bylaw Services 1,077,200 1,032,300 1,014,000 851,900 1,068,200

Information Services 1,177,100 1,125,200 1,269,400 1,144,600 1,317,500

Community Policing 153,100 139,800 154,700 126,500 123,400

Total Expenses 4 ,065,300$ 3 ,903,700$ 4 ,116,200$ 3 ,509,600$ 4 ,201,700$

Business Plans Corporate Support – Bylaw Services


BYLAW SERVICES

FOCUS

The Bylaw Services Division maintains a safe, healthy, and nuisance-free community for residents and businesses. This is achieved through effective management of City operations in Bylaw Enforcement, Animal Control, Business Licencing, and Vector Control. The division also manages the City’s contracts for Animal Shelter Services and the residential Dog Licence Canvass. The Business Licencing section provides information resources to encourage businesses to establish and maintain operations in Port Coquitlam, and helps to ensure that businesses operate on a level playing field. ENVIRONMENTAL SCAN

Factor Implication Entrenched homeless camps Homeless camps continue to be a major challenge for the City. The demand

for homeless camp enforcement has remained steady due to the challenges posed by “hard-core” campers.

Evolving marijuana regulations

Legislation is changing rapidly requiring the City to adapt. There is a growing belief that the Federal government will soon legalize marijuana for recreational use. This has led to the opening of 2-3 illegal marijuana dispensaries in Port Coquitlam. Dealing with them will require assertive policies and procedures from the Bylaw Division and the RCMP.

Animal control Dog licensing rates are correlated to the dog license canvass. Dogs off leash continue to be an issue.

STAFFING LEVELS

Bylaw Services Manager

Bylaw Enforcement / Animal Control Officer Clerks (x2)

Bylaw Officer II(x4)

Vector Control Worker (0.5)

Total Headcount

10 $ 812,800

Exempt 1

$ 154,900

Unionized 9

$ 657,900




1,077 1,014 1,068 1,032

852

-

2016 2017 2018



1.3%

98.7%


Division

Remainder ofCity


2016 2016 2017 2017 2018

RevenuesContributions - (400) - (500) -

Permits and licences (991,100) (1,066,600) (991,100) (1,095,700) (1,061,100)


Other revenue - (9,400) - (10,200) -

Total Revenues (1 ,009,600)$ (1 ,118,000)$ (1 ,009,600)$ (1 ,125,700)$ (1 ,087,600)$

Expenses

Payroll expense 862,800 819,500 796,700 686,400 812,800





Interest and bank charges - 9,200 - 8,000 -

Total Expenses 1 ,077,200$ 1 ,032,400$ 1 ,014,000$ 851 ,900$ 1 ,068,200$


Total Internal Charges (Rec overies) (76 ,500)$ (62 ,800)$ (121 ,800)$ (106 ,300)$ (120 ,400)$

Net O perating Budget (8 ,900)$ (148 ,400)$ (117 ,400)$ (380 ,100)$ (139 ,800)$





• 2018: Increase to homeless camp cleanup costs based on trend $35,000 WORK PLAN DELIVERABLES



Initiative Major Activities Timeframe Interdependence a Homeless camp

enforcement a.1 Respond to recent case law by

developing new regulations for homeless camps in parks

Q4 2017

b Aggressive Dog Bylaws

b.1 Rewrite the bylaw to address risk factors and present to Council

Q2 2017

c Solid Waste c.1 Enhanced enforcement of solid waste diversion to prevent contamination


c.2 Focus on Bear resistant lock enforcement Q2 2017 Engineering & Public Works d Marijuana

Regulations d.1 Modify City bylaws and practices to

reflect the changing rules Q3 2017 Development Services

e Business Licencing e.1 Licencing flexibility and changes to be reviewed as part of the CIA process


f Off leash dog areas

f.1 Explore off leash dog areas & hours Q4 2017 Engineering & Public Works










c Safety Culture Analysis & Injury Mgmt Initiative







2017 YTD

Business licences issued 3,178 3,261 3,438 3,581 3,772 Business licence revenue $814,040 $819,199 $837,496 $864,478 884,763 Dog licences issued 4,488 4,334 5,218 5,153 5,137

Business Plans Corporate Support – Community Policing


COMMUNITY POLICING

FOCUS

The Community Policing section helps reduce crime in our community by providing residents and businesses with crime prevention information and assistance, and by acting as a communication link with the main RCMP detachment. Graffiti prevention is a major community policing program. ENVIRONMENTAL SCAN

Factor Implication

Coast Meridian CPO Coast Meridian CPO on the northside is underutilized. STAFFING LEVELS

Community Police Manager

Volunteers(50+)

Total Headcount 1

$ 86,400

Exempt 1

$ 86,400

Unionized 0

$ -




Significant Changes

• 2018: Re-allocation of building maintenance services and utility costs from Cultural Development & Community Services to Facility Services $6,700

153 155

123 140

127

-

2016 2017 2018



0.2%

99.8%


Division

Remainderof City


2016 2016 2017 2017 2018

RevenuesContributions - (2,800) - - -

Other revenue - (300) - - -

Total Revenues -$ (3 ,100)$ -$ -$ -$

Expenses

Payroll expense 84,500 87,500 88,200 89,300 86,400




Telephone, utilities and rent 29,300 14,700 29,700 17,900 -

Total Expenses 153,100$ 139 ,700$ 154 ,700$ 126 ,500$ 123 ,400$

Internal Charges (Rec overies)Internal charges - 400 - 700 -

Total Internal Charges (Rec overies) -$ 400$ -$ 700$ -$







Initiative Major Activities Timeframe Interdependence a Uniformed Officer

Patrol a.1 Leverage the dedicated Uniformed RCMP

Officer patrols to address hot spots and emerging issues.

Q4 2017 RCMP

b Graffiti prevention b.1 Proactive graffiti prevention steps and education including the annual audits

Ongoing

c Bicycle patrols c.1 Expand the use and scope of the Bicycle patrols

Q2 2017



2017 YTD

Total Volunteer Hours - - - - 5,693 Total Volunteers - - - 80 Counter Volunteer Interactions - - - 3,304 Bike Patrol / Foot Patrol Volunteer Hours - - - - 512.34 Events / Meetings Hosted - - - - 81

Business Plans Corporate Support – Communications & Admin Services


COMMUNICATIONS & ADMINISTRATIVE SERVICES

FOCUS

The Communications and Administrative Services Division is committed to delivering information to the community in a timely, transparent and accessible way. The Division serves residents by increasing public awareness, participation and engagement in City programs, services and initiatives. This helps the City keep in touch with citizens’ priorities, effectively deliver services that meet the community’s needs, and ensure City services are used and regulations are followed. The Division oversees media relations, crisis communications/issues management, public relations, online and printed resources and provides administrative support to Mayor and Council. ENVIRONMENTAL SCAN

Factor Implication Tell me NOW! With increasing expectations for after-hours communications and to be

first out with communications on the City’s social media channels.

You lost me after 140 characters The Division finds creative ways to get the public’s attention and the right balance of giving enough details without losing people’s interest.

Print is not dead Results from the 2016 Communications survey indicate residents continue to want info from both traditional and online sources.

Where is our money going As taxpayers continue to be cynical about government spending, it’s important we ensure the public is aware of how their tax dollars are at work and the value they are getting.

Protect my privacy Due to CRTC regulation changes, the City is looking at alternative solutions to survey tools as we are no longer able to use online tools that store personal data on non-Canadian servers.

We are all ears There continues to be high participation in surveys and two-way dialogue on the City’s social media channels.



STAFFING LEVELS

Manager of Communications &

Administrative Services

Executive Assistant Administration Clerk Website and

Communications Technician

Communications Liaison (Front Desk)

Computer Operator/Accounting Clerk I

(P/T 25%)


$ 505,600

Exempt 3

$ 327,800

Unionized 2.25

$ 177,800


651 655 667 646

529

-

2016 2017 2018



0.8%

99.2%


Division

Remainder ofCity



Significant Changes

There are minor reallocations of existing budgets between line items in 2018. • 2017: Re-allocation of internal charges - At the October 17, 2016 meeting of FIG, the Committee

directed staff to maintain the existing overhead amounts charged to water and sewer (inclusive of an over allocation of $800,000). Previously this over allocation was budgeted entirely within Engineering and Public Works Administration. To provide a more accurate representation, in 2017 the $800,000 overage has been redistributed proportionally across the overhead budgets of other areas of the City. $17,200

• 2018: There are minor reallocations of existing budgets between line items.


2016 2016 2017 2017 2018


Other revenue (5,100) (10,000) (5,100) - (5,100)

Total Revenues (7 ,600)$ (13 ,200)$ (7 ,600)$ (6 ,700)$ (7 ,600)$

Expenses

Payroll expense 491,900 496,900 494,600 440,900 505,600




Telephone, utilities and rent - 100 - - -

Grants and financial assistance 35,000 35,000 35,000 - 35,000

Total Expenses 651,100$ 646 ,300$ 655 ,000$ 529 ,000$ 667 ,200$







Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Inform public of

major capital projects

a.1 Develop List of Capital Projects. Regularly communicate updates on major capital projects: Roadwork Blakeburn

Ongoing

Engineering and Public Works


Complex priority Initiative Major Activities Timeframe Interdependence a Engage public in

Community Rec Complex planning

a.1 Develop communications strategy to keep public informed and engaged throughout the phases of the new Community Recreation Complex project

2017-2018 CAO, Development Services, Engineering & Public Works, Finance, Recreation

Category Council Priority Details The following initiatives are undertaken in support of Council’s livable community priority Initiative Major Activities Timeframe Interdependence a Communication

Support for Livable community projects

a.1 Involve and inform community about: OCP, Cultural Plan, Downtown Action Plan, Northside Study Area, Street Trees, Master Transportation Plan, Traffic Calming, Parklets

Q4 2018

Development Services, Recreation

Category Council Priority Details The following initiatives are undertaken in support of Council’s infrastructure priority Initiative Major Activities Timeframe Interdependence a Communication

support for many City initiatives

a.1 Involve, inform community on: Public Works Week Chafer Beetle Waste Diversion Canada 150 Emergency Preparedness Week Election


b PoCo Grand Prix b.1 Engage community in 2nd Annual event. Q2 2017 Recreation c Develop social

media strategy c.1 Pilot new social media software system

to improve engagement, cross department use, after hours and emergency communications

Q1 2017 Engineering & Public Works, Recreation

c.2 Develop and implement strategy Q2 2018



d Implement Crisis Communications Plan

d.1 Training exercise to inform staff of crisis communication processes

Q1 2018 Fire &Emergency Services

d.2 Test Crisis Comm Plan as part of incident response plans

2017-2018 All Departments

e Website e.1 Launch new website with integrated online services

Q2 2018

f One City App f.1 Launch one-City App Q1 2018 Category New Details The following initiatives are additions made after business plans were initially presented in














2017 YTD

# of action requests processed 87 104 114 100 95 # of Council events supported 228 203 230 242 201 Media pickup rate 90% 80% 90% 100% 100% # website visitors each year 557,026 539,402 632,670 670,215 599,531 Number of social media followers (Facebook, Twitter)

7,936 8,680 11,779 14,827

16,371 (FB: 9,490 TW:6,881)

Instagram – new - - 514 1,362 1,826 GFOA Award for annual reporting TBC # of E-update newsletter subscribers 1,477 1,719 2,167 2,086 1,985

Business Plans Corporate Support – Mayor & Council


MAYOR & COUNCIL


Significant Changes

There are minor reallocations of existing budgets between line items in 2018.

411 411 411 379

354

-

2016 2017 2018



0.5%

99.5%


Division

Remainderof City


2016 2016 2017 2017 2018

Expenses

Payroll expense 365,800 340,500 365,800 318,200 365,800


Materials and supplies 4,500 400 4,500 - 300

Telephone, utilities and rent 5,000 200 5,000 - 1,400


Business Plans Corporate Support – Corporate Office


CORPORATE OFFICE

FOCUS

For each Council meeting, the Corporate Office is responsible for preparing the agendas, recording minutes, and ensuring notice requirements as outlined in the Community Charter are met. These responsibilities extend further into a legislative supporting role as this division also drafts, edits and coordinates policies, reports, and bylaws as well as certifies the latter. In applicable years, the responsibility of administrating civic and school district elections and conducting public referenda also falls onto this office. The Corporate Office manages and preserves Council, Committee, and corporate records through a records management and retention program. This office also uses this program to effectively execute the Freedom of Information and Protection of Privacy Act. A substantial responsibility of the Corporate Office is the management of the City of Port Coquitlam’s land portfolio. Guided with the intent of maximizing the value and utility of all lands while promoting the public interest, services include coordinating the acquisition and disposition of real property as required (e.g. for parks, trails, roads and civic uses), obtaining appraisals, drafting relevant bylaws and agreements, responding to enquiries related to the purchase and sale of City property, and negotiating rights-of-way and other land-related agreements. Lastly, the Corporate Office manages the Board of Variance application process and meetings, in order to resolve zoning issues. ENVIRONMENTAL SCAN

Factor Implication Freedom of Information requests The number and scope of freedom of information remains unpredictable.

Implementation of new software Rollout of both agenda management software and records management software is increasing workload in the short-term.

Interdepartmental support Through bylaw, policy, contract and agreement drafting and review, the Corporate Office is providing increased support to other departments.

Centralized land management The Land Portfolio has an increasing workload as the City deals with encroachment agreements, registered easements, purchases and sales.

2018 Election Considerable resources will be needed in the lead up to the 2018 election.



STAFFING LEVELS

Manager, Corporate Office and Lands

Assistant Corporate Officer

Records and FOIPPA Administrator

Corporate Office Support(0.4)

Total Headcount 4

$ 403,200

Exempt 2

$ 262,300

Unionized 2

$ 140,900


595 612 614 581

504

-

2016 2017 2018



0.8%

99.2%


Division

Remainder ofCity



Significant Changes


• 2018: Election funding for the election is drawn from the election reserve. $100,000 • 2018: Reduction of legal services budget based on trend $10,600




Q3 2017 CAO, Engineering and Public Works, Finance


2018 CAO


2016 2016 2017 2017 2018


Permits and licences (1,200) (3,000) (1,200) (2,600) (1,200)

Total Revenues (11 ,800)$ (13 ,000)$ (11 ,800)$ (12 ,600)$ (11 ,800)$

Expenses

Payroll expense 386,300 363,400 394,300 362,800 403,200



Materials and supplies 1,100 300 1,100 3,100 1,100

Total Expenses 595,500$ 581 ,000$ 611 ,800$ 504 ,100$ 614 ,100$








Initiative Major Activities Timeframe Interdependence a Agenda Software

a.1 Rollout software to all committees Q1 2018 a.2 Rollout workflow approvals to senior

staff Q1 2018 All depts

b Lead Records Software Implementation

b.1 Finalize filing structure Q4 2017 All departments b.2 Finalize records management policy and


b.3 Implement new records management software in all departments


c 2018 Election c.1 Prepare for and deliver municipal and school board election.

2017-2018













d FOI Policy d.1 Develop and implement an FOI policy, including publishing costs of FOI requests

Q3 2017



2017 YTD

Electronic Agendas 61 67 77 119 80 Bylaws Processed 45 31 44 42 44 Freedom Of Information Requests 48 62 61 48 61 Document storage (boxes) 800 n/a n/a 759 684 Board of Variance Applications 25 4 4 7 15

Business Plans Corporate Support – Information Services


INFORMATION SERVICES

FOCUS

Information Services provides the support and ongoing maintenance for the both the computer systems and telephone systems for the City. We coordinate all the various activities that keep our computers running and our communications working. Our services are mainly focused on providing efficient and secure access to the information that internal staff need to complete their jobs; this in turn allows the City staff to deliver exemplary services to the public. ENVIRONMENTAL SCAN

Factor Implication Currency Increased financial pressure of the falling Canadian Dollar (most contracts

are in USD). This is causing our software purchases and ongoing support to increase.

Security focus Security enhancements are continuing to consume division resources as there are many rapidly developing issues to deal with.

Mobile computing Mobile computing support initiatives are expanding

Business Intelligence Increasing internal pressure to develop Business Intelligence support with Key Performance Indicators.

Smart Cities

The Internet of Things (I.o.T.) is a system of small networked equipment and sensors. These provide data to central systems which provides greatly enhanced information allowing Cities to become more aware of conditions and make appropriate changes when needed; hence the Smart City concept.

STAFFING LEVELS


Information Systems Co-ordinator

Information Systems Analyst

(x2)

Help Desk/Internet Technician

Project Implementation Specialist

Total Headcount 6

$690,300

Exempt 1

$182,700

Unionized 5

$507,600





• 2017: Re-allocation of internal charges - At the October 17, 2016 meeting of FIG, the Committee directed staff to maintain the existing overhead amounts charged to water and sewer (inclusive of an over allocation of $800,000). Previously this over allocation was budgeted entirely within Engineering and Public Works Administration. To provide a more accurate representation, in 2017 the $800,000

1,177 1,269 1,318

1,125 1,145

-

2016 2017 2018



1.6%

98.4%


Division

Remainder ofCity

Budget Actual Budget YTD Actual Draft Budget2016 2016 2017 2017 2018

RevenuesSale of services - - - (600) -

Total Revenues -$ -$ -$ (600)$ -$

ExpensesPayroll expense 648,500 647,500 659,600 600,600 690,300 Other personnel costs 33,600 19,300 33,600 9,800 32,500 Contracted and other services 370,800 419,100 452,100 490,600 490,700 Materials and supplies 97,400 12,700 97,400 25,300 82,400 Telephone, utilities and rent 26,800 26,600 26,800 18,300 21,600

Total Expenses 1,177,100$ 1,125,200$ 1,269,500$ 1,144,600$ 1,317,500$

Internal Charges (Recoveries)Internal charges (175,800) (175,800) (241,700) (241,400) (241,700)

Total Internal Charges (Recoveries) (175,800)$ (175,800)$ (241,700)$ (241,400)$ (241,700)$

Net Operating Budget 1,001,300$ 949,400$ 1,027,800$ 902,600$ 1,075,800$



overage has been redistributed proportionally across the overhead budgets f other areas of the City. $65,900

• 2017: Increased licensing costs based on prior year capital projects $73,900 • 2018: Job Reclassifications $17,100 • 2018: Increased licensing costs based on prior year capital projects $7,800 • 2018: There are minor reallocations of existing budgets between line items.




Recreation Complex

a.1 Provide facility and system design feedback as requested

2017-2021

CAO, Development Services, Engineering & Public Works, Finance, Recreation



Initiative Major Activities Timeframe Interdependence a Hardware

upgrades a.1 Emergency Operations Centre hardware

upgrades Q3 2017

b System software upgrades

b.1 Server 2012 Upgrades (year 2 of 3) Q4 2018 b.2 Intranet Technology Refresh - Design

platform and develop content for mobile based internal communication platform (PoCo Hub)


b.3 City Website Enhancement Q2 2017 b.4 Tempest software upgrade LaserFiche

integration Q4 2017 Finance and Development

Services b.5 Bylaw mobile ticket upgrade Q4 2017 Finance and Development

Services b.6 LaserFiche Document expansion Q4 2018 All Departments. b.7 Continue Key Performance Indicators and

Dashboards Q4 2018 All departments

b.8 Continue Business Directory Q3 2017 b.9 City Mobile App Q4 2018

c Other department led initiatives

c.1 Agresso Milestone 6 Update Q1 2017 Finance c.2 Agresso Inventory Scanning System Q2 2017 Finance c.3 Agresso Timesheets Q4 2017 Finance c.4 GIS Performance Audit and software

streamlining Q4 2018



c.5 Fleet Management System Q4 2018 Public Works c.6 Tempest software upgrade User

Interface Q4 2017 Finance and Development

Services c.7 Online Permits Q4 2017 Development Services













d Technology Security Audit

d.1 Penetration testing of Website and online services

Q2 2017

e Staff Scheduling software solution

e.1 Research, and implement jointly for Fire, Recreation, HR

Q4 2018



2017 YTD

Internal Customers 369 409 394 391 417 Desktop Computers 265 270 264 267 276 Mobile Devices 62 75 130 186 273 System Servers 56 52 60 64 65 Customer Support Requests 2,793 2,056 2,246 1,982 1,665

Business Plans Finance


FINANCE

FOCUS

The Finance Department provides financial services to citizens, City departments and City Council. The department also supports the other City departments with the safeguarding and administration of the City’s $700 million of financial and non-financial assets and $90 million of annual operating costs. Key functions performed by the department include corporate financial planning, budgeting and reporting, financial policy development and implementation, payroll services, processing accounts payable and receivable, management of investments and banking, levying and collecting municipal taxes and utility fees, risk management, oversight of City procurement, inventory and stores. The Director of Finance holds the Executive Director position of the Port Coquitlam Community Foundation, established by Council to provide avenues for channeling the benevolence, compassion, and generosity of Port Coquitlam citizens and stakeholders for the betterment of the community. Finance supports the Finance and Intergovernmental Committee, in addition to its subcommittees: Budget and Infrastructure, Revenue, and Continuous Improvement. The Department contributes to regional committees including the Regional Finance Advisory Committee, Lower Mainland Collectors group, Lower Mainland Investment group, Vancouver Regional Cooperative Purchasing Group, Metro Vancouver Purchasing Managers Group, BC Municipal Risk Managers. ENVIRONMENTAL SCAN

Factor Implication Increased technology and automation of processes

Time saved in clerical roles, but increased requirement for higher level, analytical roles.

Employee retention and attraction Retirements and staff seeking other opportunities results in vacancies for periods of time, lost knowledge, decreased productivity during training, but provides opportunities to put the right people in the right job.

Aging infrastructure We will continue to support the work of the budget and infrastructure committee to create a long range capital plan that will meet the long term needs of the community while being sustainable.

Increasing demand from taxpayers for transparency

As taxpayers continue to be cynical about government spending, it’s important we ensure the public is aware of how their tax dollars are at work and the value they are getting.

Balancing the desire for new with the need to care for the existing

Puts constraints on financial resources.



STAFFING LEVELS

Manager of PurchasingManager of Accounting

Services

Manager ofFinancial Planning &

Systems

Director of Finance

Manager of Revenue & Collections

Tax Supervisor

Assistant Manager of Payroll

Storekeeper Buyer(x2)

Accounts Payable Clerk

Accounting Clerk II


(75%)


(x2.5)


(P/T)


Payroll Clerk(x2)

Sr. Accountant(x2)

Business Analyst(x2)


(P/T)

Corporate Support


$ 2,275,300

Exempt 6

$ 889,900

Unionized 18.75

$ 1,385,400



Ongoing Operating Budget

3,480 3,514 3,567 3,335

2,567

-

2016 2017 2018



4.5%

95.5%


Department

Remainder ofCity


2016 2016 2017 2017 2018


Permits and licences - (3,700) (20,000) (28,100) (30,000)

Investment income - - - (400) -

Other revenue (287,700) (260,700) (10,600) (17,200) (15,600)

Total Revenues (287,700)$ (424 ,800)$ (294 ,500)$ (243 ,300)$ (309 ,500)$

Expenses

Payroll expense 2,101,200 2,019,000 2,224,100 1,887,400 2,275,300





Interest and bank charges - 12,400 10,000 10,300 12,000

Insurance and claims 666,300 740,000 599,800 195,100 595,600

Total Expenses 3 ,479,800$ 3 ,335,100$ 3 ,513,600$ 2 ,567,200$ 3 ,567,200$

Internal Charges (Rec overies)Internal charges (733,200) (737,700) (1,015,700) (1,016,000) (1,015,700)

Transfer From Reserve - - (9,200) - -

Total Internal Charges (Rec overies) (733,200)$ (737 ,700)$ (1 ,024,900)$ (1 ,016,000)$ (1 ,015,700)$





• 2017: Re-allocation of internal Charges - At the October 17, 2016 meeting of FIG, the Committee directed staff to maintain the existing overhead amounts charged to water and sewer (inclusive of an over allocation of $800,000). Previously this over allocation was budgeted entirely within Engineering and Public Works Administration. To provide a more accurate representation, in 2017 the $800,000 overage has been redistributed proportionally across the overhead budgets f other areas of the City. $278,000

• 2017: Reduction in common office and telephone and insurance $30,000 WORK PLAN DELIVERABLES

Category Council Priority Details The following initiatives are undertaken in support of Council’s Infrastructure Initiative Major Activities Timeframe Interdependence a Develop city-wide



Q4 2017 Engineering & Public Works, Recreation,


Q2 2018 Engineering & Public Works, Recreation,

a.3 Draft asset management plans

Q4 2018 Engineering & Public Works, Recreation

b Develop 10-Year Capital Plan

b.1 Develop list of new capital projects to be undertaken in the next 10 years








recreation complex

a.1 Participate in overall project delivery 2017-2021 CAO, Corporate Support, Development Services, Engineering & Public Works, Recreation

a.2 Secure financing 2017-2018 Corporate Support a.3 Project reporting and analysis 2017-2021 CAO, Corporate Support,

Development Services, Engineering & Public Works, Recreation

a.4 Manage cash flow 2017-2021





Q3 2017 CAO, Corporate Support, Development Services, Engineering and Public Works


2018 CAO



Initiative Major Activities Timeframe Interdependence a

System implementation & upgrades

a.1 Agresso Milestone 6 Update Q2 2017 Corporate Support a.2 Agresso Inventory Scanning System Q3 2018 –


a.3 Agresso Timesheets Q3 2017 – Q4 2019

All departments

a.4 Fleet Management System Q2 2018 Engineering & Public Works a.5 Tempest software upgrade User

Interface Q4 2017 Corporate Support

a.6 Continue to implement & upgrade Activenet

Q1 2018 – Q2 2018

Recreation

a.7 Continue to develop & support enhanced financial functions within Agresso

Ongoing

b Develop corporate performance measures

b.1 Research best practice and consult with departments

Q1 2018 – Q4 2018

All departments

b.2 Implement business processes and systems to capture and report on metrics

Q1 2018 – Q4 2018

Corporate Support

c Purchasing CIA Implementation

c.1 Revise Purchasing Policy Q4 2017 All departments c.2 Review store operations 2017 Engineering & Public Works c.3 Develop purchasing tools for

departments (e.g. instructions/ templates)


d Staff training and development

d.1 Continue to work with staff to build capacity, improve customer service and develop a positive working culture


e GFOA Awards e.1 Meet application requirements for the 2016 and 2017 Financial Reporting Award

Q2 2017 Q2 2018

e.2 Meet application requirements for the 2017 and 2018 Distinguished Budget Presentation Award

Q3 2017 Q3 2018



f

Implementation of Living Wage

f.1 Ensure compliance with new Policy Q1-Q2 2017 Finance, Human Resources, Recreation

g CUPE Negotiations

g.1 Conclude Collective Bargaining 2017 Employer’s Bargaining Committee

h Records Software h.1 Finalize filing structure Q4 2017 All departments h.2 Finalize records management policy and


h.3 Implement new records management software in all departments










Q4 2017 Bargaining Committee, all Departments except Fire




d Expand front counter service

d.1 Review and report on the possibilities of expanding the services provided at the front counter of community facilities (dog licenses, property taxes, etc).

Q3 2017 – Q4 2017

Recreation

e Employee Theft e.1 Investigation & Resolution Q2 2017 CAO & Human Resources INDICATORS & MEASURES


2017 YTD

Current year taxes outstanding at December 31 1.70% 1.40% 1.43% 1.28% 1.36% Number of insurance claims (lawyer assigned) 11 9 15 11 8 Number of incidents (adjuster/ examiner assigned) 45 45 25 41 59 % of folios claiming electronic Home Owner Grant 46% 48% 51% 55% 58% Number of invoices processed 11,531 12,688 11,879 10,206 7,690 # of special cheques issued as percentage of total payments .46% .42% .45% .26% .15% Number of tenders, requisitions, quotations & request for proposal 45 60 38 36 34




2017 YTD

calls processed by Purchasing $ of purchasing card transactions as percentage of total purchases 2.16% 2.27% 2.2% 2.0% 1.5%

business plan overview - port coquitlam · 2017. 12. 6. · business plans overview . city of port...

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