recent awards and recognition strategic plan · 2018-06-29 · recent awards and recognition 2016 y...
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Taxpayer Confidence
86%
Recent Awards and Recognition2016
Y Communities in Bloom – Five
Blooms Silver – National winner,
over 50,000 population
Y International Association of
Business Communicators –
Merit Award – Separate Your
Waste campaign
Y Government Finance Officers
Association – Distinguished
Budget Presentation Award
Y Government Finance Officers
Association – Outstanding
Achievement in Popular Annual
Financial Reporting
Y Government Finance Officers
Association – Canadian Award for
Financial Reporting
Y UBCM Climate Action Awards –
Corporate Category – Corporate
Strategic Energy Management
Plan
Y UBCM Climate Action Awards –
Honourable Mention – Empower
Me Program
Y ESRI Canada – Innovation, GIS
Systems – ICT and Engineering
2017
Y Canadian Institute of Planners
– Best Public Space in Canada –
Town Centre Park
Y Canadian Association of
Municipal Administrators –
Professional Development –
Leading with Purpose Leadership
Program
Y UBCM Community Excellence
Awards – Best Practices,
Excellence in Action – Productivity
Enhancement Using Web Mapping
Y Planning Institute of B.C. 2017
Awards – Honourable Mention –
Housing Affordability Strategy
Y UBCM Community Excellence
Awards – Partnerships,
Honourable Mention –
Community Inspired Climate
Action Program
Y Communities in Bloom – Five
Blooms Silver – International
Competition
Y Government Finance Officers
Association – Outstanding
Achievement in Popular Annual
Financial Reporting
Y Government Finance Officers
Association – Distinguished
Budget Presentation Award
2018
Y BC Top Employer Award
Y Association of Consulting
Engineers – Awards for
Engineering Excellence –
Client of the Year
Y BC Economic Development
Association – Community Project
Award (Community More Than
20,000 Population) – Coquitlam
Business LinQ
Y International District Energy
Association (IDEA) – 2018 IDEA
District Energy Leadership Award
A Vibrant Urban CentreCoquitlam is one of the fastest-growing cities in all of Canada. According to the 2016 Census, Coquitlam’s average population growth from 2012-2016 was 1.96% per year, making it the tenth fastest-growing Canadian city with a population of at least 100,000, and the third fastest-growing in B.C. Population growth of this magnitude brings unique opportunities and challenges to a city which, traditionally, has been considered a suburban community of Vancouver.
Guided by Metro Vancouver’s Regional Growth Strategy, we are working to build an urban, vibrant community where people live, learn, work and play. The city’s growth and consequent increase in density have impacts on the scope and complexity of the services the City provides to the public.
Growth of nearly 2% per year since 2012, and the projected future growth figures for Coquitlam, are driving changes in the housing make-up of our city. The increase in density and growth in the number of residents living in townhouses and apartments leads to increased demand on communal spaces, and City recreational facilities and green spaces are no exception. We can see the impact
of this in the rise in drop-in and membership card admissions to City recreational facilities from 2013-2017, and the sharp increase in attendance at events coordinated by the City’s Events Office. Furthermore, the volume and sophistication of other City services has changed over the past half-decade: for instance, the number of units created by development applications and permits has increased by nearly half, as the mix of housing units moves away from single family homes towards apartments and townhouses.
In just the past two years, Coquitlam has celebrated its 125th anniversary, hosted the Coquitlam 2016 55+ BC Games, built infrastructure to support approximately 10,000 new residents, and constructed or revitalized 17 City parks. The years to come promise to be even more exciting as the City embarks on projects to enhance community amenity space in Maillardville and Burquitlam, build a commercial centre in the Partington Creek area of Northeast Coquitlam and revitalize the City Centre through the adoption of a new area plan. While this new era of growth presents challenges, it also presents opportunities to build and shape the future of Coquitlam, sustaining our high-quality of life for both current and future generations.
Strategic Plan Accomplishment Highlights
Data
not
ava
ilabl
e
88% 88% 86% 86%
2013 2014 2015 2016 2017
(Value for Taxes % Very/Fairly Good)
Source: Ipsos Reid
Taxpayer Confidence
2.95%2.34%2.42% 2.27% 2.13%
2013 2014 2015 2016 2017
(% Tax Increase)
Source: City of Coquitlam
Municipal Taxes
Fire services and Public Works Parks, Trails & Green Spaces and Police
CIT
IZEN
SA
TIS
FAC
TIO
N 98%
95% of residents are very satisfied or somewhat satisfied with City services
98%of residents say their quality of life is good or very good
96%
Source: Ipsos Reid Citizen Satisfaction Survey
Coquitlam at a Glance150,000 people call Coquitlam home
+6,700 licensed businesses operate in our community
1 in 4: over the age of 18 either work or go to school in Coquitlam
40.2 average age of Coquitlam residents (younger than the B.C. average)
44% of Coquitlam residents were born outside of Canada (top three countries: China, South Korea, Iran)
70% of residents over the age of 25 hold a post-secondary degree, diploma or certificate
1: rank of the Coquitlam school district in the Fraser Health Authority in terms of high school completion rates
51,325: total number of private households
72% of residents own their home
$925,800: average MLS selling price for a Coquitlam home (including apartments) at Dec. 31, 2017
$93,837: average household income
HEALTHY, ACTIVE & INVOLVED
An active and vibrant community, Coquitlam is attracting new residents and businesses that appreciate its quality of life, central location in Metro Vancouver and countless opportunities for recreational, cultural and outdoor pursuits. We’re the sixth largest – and one of the fastest-growing – cities in B.C., home to over 150,000 people who rank among the highest in the province in terms of overall health and educational levels.
Strategic Plan Accomplishment Highlights
Vision
Coquitlam in 2021 will be a community of neighbourhoods within a vibrant, city where people choose to live, learn, work and play.
Mission
To sustain Coquitlam’s high quality of life for current and future generations, we serve the public interest through leadership, innovation and a focus on community priorities and strengths.
Corporate Values
Organizational values form the foundation for the City’s decision-making framework and relationships with its stakeholders – employees, citizens and customers. The City of Coquitlam strives to be an organization recognized for its excellence in City governance and employee, citizen and customer relations by living its values.
As an organization we will:
Y Treat People Fairly
Y Build Organizational and Community Capacity
Y Inform, Involve and Inspire
Y Innovate to Sustain Community Quality of Life
Strategic Goal 1 – Strengthen Neighbourhoods
Y Completed the Northwest Burke Vision
Y Completed the Pinetree Way
Enhancement Project, including
walkability and cycling infrastructure
improvements along the corridor
Y Reviewed and finalized new residential
parking standards
Y Implemented the Housing Affordability
Strategy, approving over 700 dedicated
rental units in 2017
Y Added over 6,000 new housing units
Y Hosted Coquitlam 2016 55+ BC Games,
attended by over 3,200 athletes and 1,200
volunteers
Y Completed the Burquitlam Lougheed
Neighbourhood Plan, guiding growth
in the neighbourhoods near North and
Clarke roads over the next 20 to 25 years
Strategic Goal 2 – Expand Local Jobs, Local Prosperity
Y Facilitated the expansion of over
20,000 square metres of commercial
space since 2016
Y Expanded the Winter Lights display at
Lafarge Lake, increasing attendance to
over 223,000 in 2017
Y Introduced Coquitlam Business LinQ,
a one-stop shop resource centre
for businesses to receive one-on-
one assistance in navigating the
permitting and regulatory process
Y Engaged local business sponsors,
and supported public art and local
artists, through the installation of
twelve salmon sculptures throughout
the city as part of the Coquitlam 125
anniversary celebrations
Y Increased business access to QNET,
adding over 15,000 metres of fibre in
the past three years
Y Facilitated partnerships to deliver the
opening of the SkyTrain Millennium
Line Evergreen Extension
Strategic Goal 3 – Increase Active Participation and Creativity
Y Registered over 70,000 participants in
City recreation programs in 2017
Y Supported over 150 events since 2016,
with combined attendance of over
300,000 people
Y Completed work on 17 City parks,
including major construction of the
Mundy Field House as well as Leigh,
Rochester, Princeton and Victoria parks
Y Initiated a park revitalization program
(Park Blitz) in the city’s southwest,
upgrading equipment in eight parks since
2016
Y Renovated the Foster Tennis Facility and
Poirier Community Centre, enhancing
their use of space and usability
Y Through the corporate partners program,
facilitated sponsorship of City events
and facilities, including Summer Night
Concerts series and Town Centre Park
Plaza
Strategic Goal 4 – Enhance Sustainability of City Services and Infrastructure
Y Built partnerships with not-for-profit
organizations to deliver affordable
housing solutions for those in need
Y Transitioned solid waste management
system to include weekly green waste
collection and increased diversion rate to
above 70%
Y Achieved provincial Bear Smart status,
becoming the first municipality in Metro
Vancouver to do so
Y Expanded the Town Centre Recycling
Depot services to accept a wider-range of
items and provide longer hours
Y Achieved Climate Leader designation by
demonstrating significant climate action
to reduce emissions.
Strategic Goal 5 – Achieve Excellence in City Governance
Y Received a WorkSafe Recognition Rebate
of $195,000 in 2017 and maintained
experience rating 37% better than
industry standards, saving a further
$444,000 in insurance costs
Y Launched expanded online engagement
platform, Viewpoint, to gather input
from citizens outside of traditional public
consultation methods
Y Through the Business Improvement
Committee, completed 128 initiatives that
enhanced the customer experience and
reduced red tape
Y Undertook a public education campaign,
community forum and targeted
stakeholder engagement on the City’s
Secondary Suite Enforcement program
Y Received Canadian Association of
Municipal Administrators (CAMA) Award
for the City’s Leadership Development
Program, ‘Leading with Purpose’
To implement the Strategic Plan and link it to departmental work plans, the City develops annual Business Plan priorities and budgets to identify the specific actions and resources required to carry out the identified goals and achievements. Progress is monitored on a trimester basis and an annual performance report reviews the accomplishments during the year.