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your city. your say.


2013 Budget Highlights

Citizen Input Guide
TaBle of ConTenTs
1 2 4 5 6 7 Introduction Budget Development Process Where Do Your Taxes Go? Income and Services Overview Tax Impact Overview and Service Improvements 8 10 11 12 20 21 Savings and Service Level Changes Capital Projects How Do We Compare? Department and Service Overviews Your Input is Important Comment Sheet

Detachable comment sheet on back page

About Port Coquitlam

Port Coquitlam is a community of 57,000 with a strategic location in Metro Vancouver, a healthy base of businesses, new commercial and industrial areas, 271 hectares of parkland including the 25-km Traboulay PoCo Trail, well-established neighbourhoods, and a strong sense of community spirit known as PoCo Pride. It also has a growing reputation for progressive governance and for its innovative approaches to managing waste, sustainable development and using technology to engage the community. Since it was incorporated on March 7, 1913, Port Coquitlam has experienced significant growth and has strived to remain relevant to the changing times. At the same time, the City has retained its smalltown charm, its authentic historic downtown core, and a tradition of community involvement that sets it apart from other urban cities. Port Coquitlam strives to be a complete community that balances social, environmental and economic values while fulfilling the priorities set by our citizens. We believe our engaged and active citizens make our community a better place. We provide and support a variety of opportunities for citizen involvement, including volunteering, encouraging participation in community events, and seeking public input and feedback on a variety of City decisions and activities. Our annual public consultation on the financial plan is an example of our efforts to engage the community in our Citys governance.
Vision: Port Coquitlam is a happy, vibrant, safe community with healthy, engaged residents and thriving businesses, supported by sustainable resources and services. Mission: We strive to do it right by researching, planning, building and executing wellbalanced solutions.

City services
City Council is the legislative body that represents the citizens of Port Coquitlam, provides leadership, and establishes policies and priorities for Port Coquitlams municipal government. Council reviews and establishes budget levels for civic operations and capital expenditures. Reporting directly to Council is the Chief Administrative Officer (CAO), the coordinating link between Council and staff. The administration of the City is organized into seven departments, led by directors who report to the CAO. City departments include Administration, Corporate Services, Development Services, Engineering & Operations, Fire & Emergency Services, and Parks & Recreation. Policing services are provided by the Coquitlam RCMP.

2013 Budget Highlights

about the financial Plan
The City updates its five-year financial plan every year to ensure the Citys finances are managed responsibly and reflect the priorities identified by the community. The financial plan, which includes the current years budget and taxes, sets out the planned services and initiatives for the next five years and how the City will pay for them. By law, B.C. municipalities must: prepare a five-year financial plan each year, identify proposed expenditures, funding sources and transfers to and between funds, engage the public in a consultation process before adopting the plan, and have the plan adopted by City Council by May 15. Having a financial plan provides City staff with clear direction and the authority to pay for services for Port Coquitlam citizens, and ensures City staff are accountable to the citizens.

opportunities for feedback

This booklet contains information on the proposed 2013-2017 Financial Plan. Council and staff request input from citizens on the proposed plan in the following areas: Service level improvements Savings and service level changes Planned capital projects Overall property tax impact The public consultation period for the 2013-2017 Financial Plan is February 4-15 Following the consultation period, public feedback will be reported to Council for consideration in their final deliberations sessions on the proposed plan. Committee Meeting: March 4 The public may attend and provide comment at the meeting of the Finance and Intergovernmental Committee (which includes all members of Council) on March 4, 4:30 pm in the Heritage Room on the third floor of City Hall.

Public Consultation Period: February 4-15 We encourage our citizens to provide input on the 2013-2017 Financial Plan during the consultation period from February 4-15. Feedback may be provided: Through the Budget Suggestion Box online at, To the Manager of Financial Services, at or 604.927.5443, In writing to City Hall, 2580 Shaughnessy Street, Port Coquitlam, V3C 2A8, By filling out the detachable comment sheet at the back of this booklet and either dropping it off to City Hall or faxing it to 604.927.5403.

Info and feedback:

Budget Development Process

Role of the Corporate strategic Plan
Port Coquitlams Vision 2020 Corporate Strategic Plan was adopted in June 2011. The plan outlines the communitys vision for the future and will guide the Citys policy, operations and financial decisions through to 2020. The Citys budget decisions are aligned with Vision 2020s five strategic outcomes: Sustainable Future this outcome appreciates the need to sustain city services, the environment and the community into the future. It is intended to leave for future generations the means to maintain the services provided today, and to sustain our natural setting and social needs. Sense of Community this outcome appreciates our community spirit. A friendly face on the street, healthy residents and community celebrations identify us and make our City a happy place to live, work and play. Economic Strength this outcome appreciates the business community. It recognizes the importance of the businesses in the City and the benefits realized by our residents and businesses.

Community Well-being these are the services provided by the City to the community. Protective services, utilities and parks are important to our quality of life. Strategic Service Delivery this outcome focuses on the delivery of our municipal services. A balanced approach ensures the service delivery model supports staff and the community.

Corporate financial Goal

That the City work towards full annual funding of operations, maintenance, growth and asset depletion applying the following measures: Limit addition of new services or programs for the next five years. Apply only sustainable service and program cuts to reduce annual tax rate increases. Set funds aside for long term financial needs including the infrastructure gap, growth and opportunities. Pursue revenues to offset funding needs. Apply new revenues to reduce tax rates only if assured, sustainable, stable and incremental. Maintain transparency and accountability to the community by communicating developments with the strategy at each Committee and Council session on the budget. That once the service levels are set, the budget contains the necessary inflationary increases to maintain the remaining services.

2013 Budget Highlights

Budget Development Process

Drivers affecting the financial Plan
Items impacting the proposed tax and utility rate: Purchase of water supply and sewer discharge services from the Metro Vancouver resulted in an increase in water rates of 6.1% and an increase in sewer charges of 3.38%. Staff salary wages and benefits are currently under negotiation with International Association of Fire Fighters (IAFF) and Canadian Union of Public Employees (CUPE). Policing costs, including civilian support, are expected to increase by $584,300 to maintain the current police service levels. Inflation is averaging at 2.1%. Council also set the following direction: That the primary focus of the 2013 Budget be on improving community safety through investment in protective services. That net cost increases for inflation, service level improvements, capital projects, and infrastructure requirements be funded from a balance of services level adjustments and rate increases, as communicated in the 2012 Ipsos Reid survey. That the capital program is comprised of infrastructure renewal and replacement projects in 2013 to reduce the growing infrastructure gap (see below). That new and growth related capital projects be identified, evaluated, prioritized and considered for implementation in future years as funding sources are leveraged and secured.

Did you know? Cities only have three main sources of revenue: property taxes, utility fees and user fees. Taxes make up 93% of City revenue.

future outlook
The Corporate Strategic Plans vision for the future is only possible if we leverage our strengths and address our challenges. The Citys major financial challenge is the infrastructure gap the difference between the reserves set aside to fund maintenance and replacement and the current replacement cost of the depreciated portion of City assets. The City estimates the current gap at $330 million. This gap is not unique to our City, as many cities around the world have not set aside sufficient funds for replacement of infrastructure assets as they deplete. The City has begun to set aside funds for long term needs and our reserves are building. Port Coquitlam has adopted a proactive and financially prudent strategy of funding long-term asset replacement to avoid the much higher costs of repairs, maintenance and replacement should funding be delayed and assets be replaced past the point of optimum renewal. City funds are also required to support todays needs for our multi-faceted municipal services. Pressures from the community highlight the need for upgrades to existing facilities and expansion of services for growth. In 2013, the decision packages for new projects address current community needs and the need for the City to remain current in its technology. There is still much to do as the 2013-2017 Financial Plan continues to move the City in the right direction. New Revenue The City is committed to seeking revenue opportunities to reduce the tax impact on property owners. To that end, we have launched a Revenue Task Force that is anticipated to have a positive impact on revenues in 2014 and beyond.

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Where Do Your Taxes Go?

The City provides a variety of valuable services to the community. Water supply, sewer discharge, solid waste removal, parks, recreation and cultural facilities and programs provide for the health of the community. Fire, police, transportation networks and bylaw services provide for community safety. Development services, transportation networks and environmental services provide for sustainable growth, economic development and land use management. The average single-family dwelling assessed at $526,175 spends approximately $241 per month for a wide range of City services. This is good value when compared to other household costs, such as utilities and strata fees. See how we compare with other cities: page 11.

Water & Sewer: $60.25/month

Policing: $39.20/month

Parks & Recreation: $33.34/month

Administrative Services: $24.33/month

Fire & Emergency Services: $24.01/month

Infrastructure Funding: $20.57/month

Engineering Services: $15.97/month

Garbage Collection: $14.69/month

Debt Repayment: $9.04/month

Total: $241.40/month
4 2013 Budget Highlights

Income and Services Overview

Income sources
Taxes, Penalties & Interest 1% Development Services 1% Policing 1% Developers Contributions 1% Corporate Services 2% CIP Funding* 2% Parks & Recreation 5% Engineering 7% Taxation 61% Sewer 8%

Water 11%

* Capital Improvement Program Funding (Grants, Developer Cost Charges

services Provided
Parks & Recreation 21%

Development Services 3%

Administration 5%

Corporate Services 6% Sewer 9%

Policing 18%

Fire & Emergency 11%

Water 12% Engineering & Operations (excluding water and sewer) 15%
Info and feedback: 5

Tax Impact
The tables below show how the proposed plan will affect the average Port Coquitlam home. The water, sewer and solid waste (garbage/green cart) levies are flat annual fees and will be the same for each single-family dwelling. Townhouse and apartments have lower water and sewer rates than single-family dwellings, and they arrange their own garbage collection with private contractors. For this purpose, the average home assessed value is the value of a representative house in 2012 as defined by the Ministry of Community Services. Property taxes for the average single-family dwelling are expected to cost $50.65 (2.63%) more than in 2012, plus $19.29 (1%) for future infrastructure replacement and renewal. The total increase is $53.48 for the average townhouse and $31.38 for apartments. The proposed property tax increase will be applied equally on a percentage basis to all property classifications. Increases for the water and sewer levies are noted in the chart below. For the fourth year, no increase is proposed to the solid waste levy because diversion of waste away from the landfill has helped to offset rising garbage disposal fees. Utility User Fees Water and sewer user fees (including those relating to metered rates and secondary suites) are set and approved by Council prior to the approval of the financial plan in order to meet billing deadlines in early 2013. When establishing these user fees, Council considers the Citys Cost Recovery Policy, which states user fees are to be set to recover the full cost of services, except where Council determines a subsidy is in the general public interest.

average single-family Dwelling assessed at $526,175

Property Taxes Water Levy Sewer Levy Solid Waste Levy Total 2012 $1,927.54 $393.00 $296.00 $176.30 $2,792.84 2013 $1,997.48 $417.00 $306.00 $176.30 $2,896.78 $ Change $69.94 $24.00 $10.00 $$103.94

average Townhouse assessed at $385,444

Property Taxes Water Levy Solid Waste Levy Total 2012 $1,473.98 $345.00 $263.00 $2,081.98 2013 $1,527.46 $391.00 $287.00 $2,205.46 $ Change $53.48 $46.00 $24.00 $123.48

average apartment assessed at $230,706

Property Taxes Water Levy Solid Waste Levy Total 2012 $864.87 $328.00 $249.00 $1,441.87 2013 $896.25 $371.00 $272.00 $1,539.25 $ Change $31.38 $43.00 $23.00 $97.38

2013 Budget Highlights

The 2013 budget was built on three main outcomes. The first was to invest in community safety by supporting additional firefighters and police officers. The second was the need to maintain reasonable tax rate increases, and the third was the need to address the Citys aging infrastructure.

Inflationary Service improvements Savings and service level changes Subtotal Infrastructure replacement levy Total SFD = single family dwelling

$ Overall $/SFD %/SFD Increase/Decrease Increase/Decrease Increase/Decrease $1,393,000 $52.08 2.70% $617,666 $23.14 1.20% -$655,925 -$24.57 -1.27% $1,354,741 $50.65 2.63% $515,000 $19.29 1.00% $1,869,741 $69.94 3.63%

Service Improvements
The following service improvements are proposed: 2013 cost $293,666 $283,700 $33,100 $10,000 -$2,800 $617,666 $ cost /SFD $11.00 $10.63 $1.24 $0.37 -$0.10 $23.14 % cost/SFD 0.58% 0.55% 0.06% 0.02% -0.01% 1.20%

Fire suppression staffing six additional firefighters to improve community safety Police officers two new police officers to improve community safety Electronic mobile fire inspection system to improve inspection efficiency and productivity Economic development activities to support and promote local businesses Advertising and sponsorship sales Total SFD = single family dwelling

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Savings and Service Level Changes

More than $550,000 in savings and service level changes are proposed in order to balance rising costs with community priorities. Departments were asked to propose efficiencies that could be sustained over time. The City recognizes that some of the proposed service level changes will have a visible impact on services to the community. However, these changes are being considered to reduce the increase in tax rates required to meet community needs. Your feedback on the proposed changes is vital to Council balancing community needs with tax increases.

Proposed savings / efficiencies

Administration Corporate planning and team building CAO administration budget Disability management efficiencies Human Resources efficiencies Engineering & Operations Reduce homeless camp clean-up costs resulting from quicker response times Reduce replacement costs by using new technology for sidewalk repairs Reduce maintenance costs through use of asphalt millings for lanes Reduce hydro use from LED streetlights and traffic signals Reduce annual streetlight pole replacement through use of galvanized poles longer lifespan Improve printing and reduce production costs through use of new sign plotter (printer) Reduce ditch cleaning expenses through use of strategic clean-out areas Reduce ditch maintenance from Broadway Street project Reduce barge ramp maintenance by paving Reduce barricade purchases Parks & Recreation Review City graffiti removal services/standards and issue a request for proposals to reduce costs Delete vacant part-time Active Living & Sport Rec Program Assistant position Install automated chemical dispensing system at recreation facilities Provide lifesaving course in-house

2013 savings -$5,000 -$17,000 -$8,500 -$33,000 -$1,400 -$11,800 -$2,000 -$4,000 -$26,900 -$12,000 -$4,000 -$3,000 -$12,700 -$3,000 -$30,000 -$10,000 -$4,000 -$10,000

$ tax reduction /SFD -0.19 -0.64 -0.32 -1.25 -0.05 -0.44 -0.07 -0.15 -1.01 -0.45 -0.15 -0.11 -$0.48 -$0.11 -$1.12 -$0.37 -$0.15 -$0.37

% tax reduction/ SFD -0.01% -0.03% -0.02% -0.06% 0.00% -0.02% 0.00% -0.01% -0.04% -0.02% -0.01% -0.01% -0.02% -0.01% -0.05% -0.02% -0.01% -0.02%

Continued on next page.

8 2013 Budget Highlights

Savings and Service Level Changes

Proposed savings / efficiencies (cont.)
Parks & Recreation (cont.) Tender landscaping maintenance for Coast Meridian Overpass green spaces Adjust technical maintenance staff hours Reduce street tree watering from five days per week to three days per week in June, July and August Total 2013 savings -$5,000 -$5,000 -$9,000 -$217,300 $ tax reduction /SFD -$0.19 -$0.19 -$0.34 -8.15 % tax reduction/ SFD -0.01% -0.01% -0.02% -0.40%

Proposed service level Changes

Corporate Services Insurance for potential legal claims against the City Eliminate vector (pest) control services for private properties Development Services Reduce use of consultant expertise and analysis Engineering & Operations Extend street sign replacement from 7 to 8 years Change in annual funding for environmental projects Reduce annual funding for equipment fleet Parks & Recreation Increase maintenance fees for City-managed row housing to address shortfall in maintenance costs Reduce ball diamond grooming twice/week to once/week Close Hyde Creek Recreation Centre on Sundays at 6 pm currently closes at 9 pm Reduce maintenance staff hours at Port Coquitlam Recreation Complex Eliminate casual recreation leader staff hours for Snow Angels volunteer program Replace spring and summer contracted supervision of bike and skate parks with volunteers Reduce sick/holiday coverage in the administration section Reduction in Leisure Guide production/delivery Reduce weight room staffing at Hyde Creek Rec Centre by 15 hours per week (Monday-Friday, 8-10 am and 9-10 pm) Total

2013 savings -$25,000 -$34,000 -$35,000 -$28,625 -$80,000 -$102,000 -$6,000 -$23,000 -$35,000 -$20,000 -$3,000 -$15,000 -$3,000 -$13,000 -$16,000 -$438,625

$ tax reduction /SFD -0.94 -1.27 -1.31 -1.07 -$3.00 -$3.82 -$0.22 -$0.86 -$1.31 -$0.75 -$0.11 -$0.56 -$0.11 -$0.49 -$0.60 -16.42

% tax reduction/ SFD -0.05% -0.07% -0.07% -0.06% -0.15% -0.20% -0.01% -0.04% -0.07% -0.04% -0.01% -0.03% -0.01% -0.03% -0.03% -0.87%

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Capital Projects
The 2013 Capital Program supports infrastructure renewal, community safety, sports, culture and the environment. Along with infrastructure upgrades and renewal in transportation, water, sewer, equipment and facilities, highlights of this years program include: Exploring and designing a new Shaughnessy Street pedestrian and cyclist underpass, Various trail and athletic park upgrades, Intersection street lighting improvements, and Traffic and pedestrian signal enhancements at several intersections.

2013 Capital Projects

Engineering & Operations Fleet Replacement Special Public Works Reserve Projects Equipment Replacement Projects to be determined Subtotal Road Rehabilitation - Capital Improvements Traffic & Pedestrian Signal Improvements Transportation Infrastructure upgrade Shaughnessy Street Pedestrian/Cyclist Underpass Intersection Street Lighting Improvements Subtotal New Public Works Equipment Sewer Main Repair at Various Locations Sewer Pump Station Upgrading Program Subtotal New Public Works Equipment Water Mains - Cast Iron & AC Replacements High Pressure Water Main Construction Subtotal Servers Personal Computers Storage Network Fiber Optic Network Voice Over Internet Protocol Terry Fox Library Wiring Software Cayenta Subtotal RP * RP RP RP $921,300 $35,000 $145,700 $10,400 $1,112,400 $2,700,000 $190,000 $200,000 $125,000 $30,000 $3,245,000 New RN RN $10,000 $150,000 $305,300 $465,300 New RP RN $10,000 $1,400,000 $403,300 $1,813,300 RN RP RP RP RP RP RN RN $30,000 $60,000 $60,000 $50,000 $100,000 $10,000 $35,000 $800,000 $1,145,000 $371,700 $845,000 $131,500 $1,348,200 $186,500 $186,500 $700,000 $60,000 $760,000 $219,940 $219,940 $10,295,640

Transportation Infrastructure

A tax increase of $19.29 per single-family dwelling (1%) is also proposed to address the Citys future infrastructure replacement needs. This will help the City achieve its goal of long-term financial stability. See page 3 for more about this topic.

Sanitary Infrastructure

Capital Program overview

Project / Program Equipment Transportation Infrastructure Sanitary Infrastructure Water Infrastructure Information Technology Infrastructure Parks Infrastructure Buildings Land Total 2013 Projects $1,872,400 $3,245,000 $465,300 $1,813,300 $1,145,000 $1,348,200 $186,500 $219,940 $10,295,640

Water Infrastructure

Information Technology Infrastructure

Park & Playground Upgrades and Renewals Athletic Field Upgrades Trail Construction & Upgrades Subtotal Building Maintenance Subtotal Fleet replacement Equipment Subtotal Total Land Subtotal Total Capital Projects

Parks Infrastructure

Buildings Fire


* RN = renewal

RP = replacement
2013 Budget Highlights
















2012 Property Taxes

How Do We Compare?

Residential User fees

Info and feedback:

Metro Vancouver average $2,119

Metro Vancouver average $944

2012 Residential User Fees

Port Coquitlam $1,948

Port Coquitlam $865

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2012 owners pay Each year, Port Coquitlam property Property Taxes for Average Single-Family Dwelling recent services. These figures reflect the most lower municipal taxes and user fees (utilities, completed tax year and are based on an average garbage collection, etc.) than the average Metro single-family dwelling valued at $510,628. Vancouver taxpayer for the same or similar City


Department Overview: administration

Communications & Administrative Services 50% Corporate Office 16%

Human Resources 34%

5% of total City budget

admin remainder

2013 budget: $3,675,749

Key Responsibilities
Execute the policies and decisions of City Council. Direct and coordinate the activities of all departments. Communications, legislative and human resources functions.

Communications Services Corporate Office Human Resources & Administrative

2013 Highlights
Engage community in year-long centennial celebrations. Update City website design/content. Launch intranet site to promote more sharing of information among staff. Develop a plan to address retirements and professional development. Complete and implement a Strategic Communications Plan.


2013 Budget Highlights

Department Overview: Corporate services

Information Services 21%

Finance & Administration 56%

Bylaw Services 23%

6% of total City budget

CS rest

2013 budget: $4,698,300

Key Responsibilities
Provide strategic direction and stewardship of City finances, information systems, bylaw enforcement and business licensing. Principal contact with the RCMP. Community Policing.

2013 Highlights
Upgrade the Citys financial systems. Implement Bylaw Notice Enforcement System for improved municipal ticket collection. Develop an Information Services Strategic Plan. Explore opportunities for generating new revenue. Enhance online services with Council meeting webcasts, online tax statements and online building permit requests.

Finance & Administration Information Services Bylaw Services

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Department Overview: Development services

Planning Division 52% Business Improvement 8% Building Division 40%
Business Improvement Building Division Planning Division

3% of total City budget

DS rest

2013 budget: $2,161,900

Key Responsibilities
Manage the growth and development of the City. Institute sustainable and integrated land use and development application policies. Provide guidance on land use and development matters. Promote economic development. Liaise with First Nations, Business Improvement Association and Chamber of Commerce.

2013 Highlights
Update Regional Context Statement to link Citys Official Community Plan to Metro Vancouver plans. Act on findings of the Mayors Task Force on Business Development Opportunities. Adopt green building policies and regulations that will encourage more environmentally-friendly development. Investigate the potential impact of the Lincoln rapid transit station on the Westwood neighbourhood.

Planning (including Economic Development, Social Planning and Heritage functions) Building (including Plumbing)


2013 Budget Highlights

Department Overview: engineering & operations

Transportation & Drainage 42% Engineering Services 27%

Engineering Services Solid Waste & Recycling Transport & Drainage

Solid Waste & Recycling 31%

15% of total City budget

EO rest

2013 budget: $11,361,000

Key Responsibilities
Municipal infrastructure management and maintenance Transportation planning and operations Environmental planning Solid waste collection Stormwater collection and flood control Engineering customer services Geomatics

2013 Highlights
Complete and implement a new Master Transportation Plan. Promote diversion of waste away from the landfill through a Biggest Waste Loser Contest. Complete a number of neighbourhood improvement projects. Design a new Shaughnessy Street pedestrian and cycling underpass.

Operations Roads, Drainage and Solid Waste Traffic and Transportation Projects and Budgets Infrastructure Planning and Development

Info and feedback:


Department Overview: fire & emergency services

Emergency Services 74% Fire Protective Services & Admin 26%

11% of total City budget

FES rest

2013 budget: $8, 072,600

Key Responsibilities
Protect lives and property of citizens from the adverse affects of fire, sudden medical emergencies and exposure to dangerous conditions or disasters.

Facilities & Training Operations & Training Protective Services & Public Education Emergency Preparedness

2013 Highlights
Hire additional firefighters. Address risk of fire and other hazards in medical marijuana grow operations. Develop and implement a yearly training schedule. Review and develop new recruitment guidelines and testing procedures. Restructure capital plan for fleet apparatus to ensure ongoing sustainability.


2013 Budget Highlights

Department Overview: Parks & Recreation

Outdoor & Learner Pools 2% Parks & Facilities Services 28% Repairs & Maintenance 2% Leigh Square Arts Village 4% Terry Fox Library 10% Community Services & Repairs and Maintenance Admin 14% Leigh Square Arts Village
Outdoor and Learner Pools Terry Fox Library PoCo R Complex and Wilson Centre Portec Coquitlam Hyde Creek RecreaFon Centre Parks & FaciliFes Services Recreation Complex & Wilson Centre 16% Community Services & Admin

Hyde Creek Recreation Centre 24%

21% of total City budget

PR rest

2013 budget: $15,661,321

Key Responsibilities
Provide recreation, fitness, active living, arts and cultural programming. Coordinate volunteers and events. Manage and maintain recreation and cultural facilities, parks and other amenities. Plan and design parks / open space systems. Manage the Citys facility preventative maintenance and lifecycle programs.

2013 Highlights
Support Spirit Committee in planning and delivery of centennial celebrations. Upgrade recreation amenities, including tennis courts, Lions Park washrooms and picnic shelter, and Cedar and Evergreen Park softball diamonds, fields and facilities. Build trail connection on the west side of the Coquitlam River. Begin planning for future expansion of Port Coquitlam Recreation Complex. Install more than 40 public three-bin waste-sorting stations around the City.

Recreation Services Parks & Facility Management Services Parks Planning & Design

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Department Overview: Police services (RCMP)

Public Safety Building 21%

Policing 79%

Public Safety Building Policing

18% of total City budget

Police rest

2013 budget: $13,614,600

Key Responsibilities
Reduce crime and protect citizens from the adverse effects of criminal activity. Identify and address emerging public safety issues. Work in partnership with the City and citizens to ensure Port Coquitlam is a healthy, vibrant and safe community.

2013 Highlights
Add two new police officers. Reduce the resource impact of noncrime calls for service (e.g. mental health issues, graffiti, high-risk youth, crime prevention for businesses) through programs, partnerships and strategies. Continue to conduct education and enforcement campaigns to target high frequency and high risk behaviour by drivers, pedestrians and other road users.


2013 Budget Highlights

Service Overview: Utilities

Utilities are the water and sewer services provided by the City in support of a healthy community. The majority of budgeted expenditures are flow-through costs for water supply and sewer discharge services provided by Metro Vancouver. Sewer 9%

Water 12%

sewer water

21% of total City budget Water Utility

Water Purchased 73%

Operating Costs 27%

Provides a supply of high quality, potable water, at flows and pressures suitable for fire protection.
U"lity Opera"ng Costs Water purchased

2013 Highlights
2013 initiatives include upgrading and replacing older and under-sized watermains and the installation of new mains to ensure adequate flow flor water quality and fire protection.

2013 budget: $8,635,300

sewer Utility
Operating Costs 31% Sewage Treatment 69%

Provides for the collection and disposal of liquid wastes.

2013 Highlights
Sewer u'lity opera'ng costs Sewage treatment

2013 initiatives include sewer main repair at various locations, and upgrading and refurbishing one of the Citys 21 sanitary pump stations.

2013 budget: $6,543,400

Info and feedback:


Your Input is Important

Thank you for taking the time to review the proposed 2013-2017 Financial Plan. Your feedback will be critical in the Citys final deliberations of the plan. A detachable comment sheet has been provided on the next page for your convenience. Alternatively, please review the feedback options provided on page 1. Key Dates Public consultation on proposed February 4-15 2013-2017 Financial Plan Meeting of the Finance and March 4 Intergovernmental Committee Financial Plan Bylaw adoption March 25 and April 8 More Information If you have any further questions, please contact the Citys Manager of Financial Services at or 604.927.5443.

Budget Best Practices

The Government Finance Officers Association of the United States and Canada (GFOA) has established the Distinguished Budget Presentation Award to encourage governments to prepare budget documents of the highest quality to meet the needs of decisionmakers and residents. Each budget document submitted is evaluated using a comprehensive evaluation checklist and those which are judged proficient receive the award. The City received the Distinguished Budget Presentation Award for the 2012-2016 Financial Plan for the fifteenth consecutive year. The City believes our budget process continues to conform to program requirements and will be submitting the current budget for consideration.


2013 Budget Highlights

Comment Sheet
Please provide your comments, then detach the page and submit to the City (see back of booklet for submission information). Additional question and comment space are on the reverse. 1. Do you feel that overall, you get good value for your tax dollars in Port Coquitlam? Excellent Overall Services Water and Sewer Roads Garbage, Recycling and Green Cart Fire Services Police Services Parks Leisure and Cultural Development Services Good Adequate Needs Improvement

p p p p p p p p

p p p p p p p p

p p p p p p p p

p p p p p p p p

2. If you could reduce or eliminate one service currently provided by the City in exchange for lower taxes, what would it be and why?

3. If you could improve one service currently provided by the City, what would it be and why?

4. How much more in taxes are you willing to pay for the improvement you suggested in #3? Please indicate $ per year.

Continued on reverse

We welcome your comments


Use this detachable comment sheet to provide your feedback to the proposed 2013-2017 Financial Plan.

submit your detachable comment sheet and any other financial Plan feedback or questions to the Corporate services Division: Port Coquitlam City Hall, 3rd floor 2580 Shaughnessy Street Port Coquitlam, British Columbia Canada V3C 2A8 Fax: 604.927.5403 Email: Phone: 604.927.5443

Please begin comment sheet on reverse. 5. Please provide your thoughts on the budgets focus of balancing tax rates with service level changes, community safety and investment in the replacement and renewal of infrastructure (see pages 7-9).

6. Use the space below for additional comments on the proposed 2013-2017 Financial Plan:

Your Contact Information (optional)

First and last name: Email address: Phone number:

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