2012-2015 Strategic Plan

Executive Summary

Coquitlam is home to over 128,000 people and is fast becoming a vibrant, regional urban centre. We are committed to carefully managing the City’s future while continuing to deliver the highest level of service to the community through leadership, sustainability and innovation.

We are positioned to experience significant growth over the next 30 years, with the population expected to reach over 220,000 by 2041. This growth will create an expanding customer base for businesses and access to a reliable, well-educated workforce. Together, these advantages and assets are attracting new residents and businesses to Coquitlam.

Coquitlam’s City Council is dedicated to the vision of building a vibrant, urban city which values its diversity and distinctive neighbourhoods. With unprecedented opportunities on the horizon, the City of Coquitlam is committed to carefully managing its future while continuing to deliver the highest level of service to the community.

The intent of this strategic plan is to outline the City’s planning goals at a high level, in a single document, and then communicate in a concise, coherent and simple way: what needs to be done, who is going to do it and what the results will be.  

This document is a foundation for all the other plans, studies, strategies, and policy decisions that will be commenced, continued or completed in the next 3 to 5 years. At the end of this planning cycle, the City will be able to review and evaluate how well we performed in meeting our goals and providing the highest quality of life possible to Coquitlam’s citizens.

 

Mission • Vision • Values

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  • Mission

  • Vision

  • Organizational Values

Strategic Priorities

Service Priorities

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  • Transportation

  • Civic Facilities

  • Recreational and Cultural Opportunities

  • Land Planning and Housing

  • Environment, Energy Management and Solid Waste Reduction

Governance Priorities

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  • Service Delivery Models

  • Financial Sustainability

  • Community Engagement & Participation

Integrated Planning Framework

Coquitlam sets priorities for the future through an Integrated Planning Framework. It has three elements that help the City set budgets, investments, tax levels and service priorities over the years. It is comprised of three separate but complementary planning processes:

  • strategic planning,
  • business planning, and
  • financial planning.

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

The Strategic Plan is the highest level statement of the City’s aspirations for the future. It is developed with a 3-year lifespan and is updated in the year following a municipal election. It outlines the vision, mission, values and broad strategic goals for the City. Progress of the plan is monitored through an annual review of key performance measures.

The Business Plan takes the high level strategic goals and develops annual working priorities. The priorities and associated work items are established annually by Council. Reports brought to Council three times per year inform Council of the progress in implementing the established Business Plan items.

Finally, the Financial Plan provides the financial strategy to support the Strategic Plan and Business Plan goals. Updated annually, it is a five-year plan that includes both operating and capital components.

The Annual Report reviews the previous year results and evaluates whether the City successfully accomplished the goals and strategic direction set out in the Integrated Planning Framework.

Strategic Goal: Strengthen Neighbourhoods

Strategic Outcome

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

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  • Strategic Directions

  • Long-Term Actions

  • Key Performance Indicators

Strategic Goal: Expand Local Jobs, Local Prosperity

Strategic Outcome

A prosperous, diverse and vibrant local economy.

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  • Strategic Directions

  • Long-Term Actions

  • Key Performance Indicators

Strategic Goal: Increase Active Participation and Creativity

Strategic Outcome

A healthy community that includes the physical, spiritual and social wellness of our residents and community.

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  • Strategic Directions

  • Long-Term Actions

  • Key Performance Indicators

Strategic Goal: Enhance Sustainability of City Services and Infrastructure

Strategic Outcome

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

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  • Strategic Directions

  • Long-Term Actions

  • Key Performance Indicators

Strategic Goal: Achieve Excellence in City Governance

Strategic Outcome

A strong governance model that is based on the principles of openness, fairness, and accountability and that ensures informed decision making throughout the organization and draws on the energies of citizen participation.

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  • Strategic Directions

  • Long-Term Actions

  • Key Performance Indicators

Strategic Measures of Success

Strengthen Neighbourhoods

  • Consistently achieve a 95% very good/good quality of life rating from our citizens; and
  • Citizens continue to feel that their quality of life is improving.

Expand Local Jobs, Local Prosperity

  • Maintain the ratio of the City’s commercial/industrial to residential tax base (defined as the assessed property values for property tax purposes); and
  • Increase the percentage of residents working or going to school in Coquitlam.

Increase Active Participation and Creativity

  • Citizens will remain physically active (30 minutes at least 4 times per week); and
  • By 2021, all citizens will be attending, participating, or using our community’s park, recreation, or culture amenities.

Enhance Sustainability of City Services & Infrastructure

  • Achieve a transportation mode share of 75% automobile and 25% other modes by 2021.
  • Reduce community greenhouse gas emissions per capita 30% below 2007 levels by 2021; and
  • Work towards Metro Vancouver’s target of solid waste diversion of 80% by 2021.

Achieve Excellence in City Governance

  • Consistently achieve 95% satisfaction with city services rating from our citizens; and
  • Consistently achieve an 80% rating of citizens feeling that they receive good value for their tax dollars.

Business Plan Priorities and Enterprise Risk

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

The resulting Enterprise Risk Management plan is a record of each risk currently identified as a significant strategic risk and includes existing and proposed new preventative controls and mitigation strategies. The objectives of this plan are to:

  • Provide a more systematic and consistent approach to managing strategic risk;
  • Proactively identify, understand and manage the key risks as effectively as possible;
  • Promote awareness of these risks in order to manage and mitigate their likelihood and impact;
  • Integrate risk management into existing planning processes by linking risk mitigation with business plan priorities and departmental work plans.

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

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