2012-2015 Strategic Plan

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.

Coquitlam in 2021 will be a community of neighbourhoods within a vibrant, urban city where people choose to live, learn, work and play.

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.

• Treat people fairly
• Build organizational and community capacity
• Inform, involve and inspire
• Innovate to sustain community quality of life

As a rapidly growing City, efficient and effective transportation systems, including public transit (rapid transit), streets, bicycle routes and pedestrian facilities, parking and travel demand management measures continues to be a top priority for the City. The Strategic Transportation Plan, endorsed by Council in early 2012, provides a framework for developing Coquitlam’s transportation system over the next 20 years.

Ensuring that the community is serviced with the right level and right type of public facilities and amenities is another key priority. As the Parks, Recreation and Culture Services department develop their long-range plans, analyzing the current inventory of community facilities and amenities and identifying future needs is a key priority.

The growing and changing population continues to create new demands for our recreation and cultural services. The Parks, Recreation and Culture Services department will continue the development of its strategic plans based on a model that incorporates community needs, analysis of current services provided both by the City and available through community organizations, and long-term options to fill the gaps.

As one of the fastest growing cities in British Columbia, managing growth in a sustainable way continues to be a priority. As part of our commitment to Metro Vancouver’s Regional Growth Strategy, Council is working towards building a city with an appropriate mix of housing that will support a population of 224,000 by 2041.

The City has pledged to reduce corporate greenhouse gases by 30% by 2015. Coquitlam has also joined 61 other BC municipalities in signing the Climate Action Charter which commits the City to achieve carbon neutral operations by 2021. We are well under way with the implementation of our Corporate Energy Management Plans and Community Greenhouse Gas Reduction Strategy.

Coquitlam’s continuous growth challenges the City’s ability to meet the increasing demands on its services, while maintaining reasonable taxation levels. Employing best practices and shared services, finding operating efficiencies within the organization, developing new partnerships for the provision of services, facilitating and encouraging other organizations in the delivery of programs, and finding creative and innovative solutions to stakeholder demands are all ways the City seeks to improve services to the community.

The City recognizes that there are limited tax dollars and the challenge facing our organization is to balance labour and other operational costs with public expectation of receiving the same or enhanced service levels. We must manage the community’s expectations while absorbing costs for environmental and social issues that have historically been dealt with by other levels of government.

The City’s primary responsibility is to manage its service priorities in a way that meets community expectations. Ensuring that the community is aware of, consulted, and engaged on important decisions that effect the long-term development of their City is a key priority for Council and staff. We will continue to try and effectively dialogue with all our residents to ensure we are meeting their expectations.

• Develop complete, well connected neighbourhoods.
• Enhance travel within and between neighbourhoods by building high quality transportation facilities and improving the quality of streets as a place for people.
• Create a balanced system of facilities, parks and amenities to enhance connectivity and belonging within neighbourhoods.
• Encourage a suitable mix of housing in our neighbourhoods.
• Support the continued operations and refinement of the fire/safety, crime prevention and emergency response preparedness programs.
• Protect and enhance the unique history, heritage and character of our neighbourhoods.
• Facilitate cultural and recreational experiences that foster interaction, connection, and a sense of belonging to neighbourhoods and communities.
• Collaborate with other organizations that support the physical and emotional health of our residents and enhance the overall social-wellbeing of the community.

• New and updated area or neighbourhood plans based on a more efficient, timely process that delivers focused, effective policy level plans.
• New multi-modal transportation infrastructure connecting and within urban centres and school areas.
• Development of the rapid transit line and station areas.
• Major street network improvements and ongoing pavement rehabilitation.
• Transit accessibility improvements and wayfinding plan. Develop parks, recreation and culture infrastructure in step with community growth and re-development.
• Acquisition of parkland as identified in the City’s neighbourhood and capital plans.
• Development of open gathering spaces, and community places that support both informal and programmed experiences.
• An updated strategy promoting housing affordability.
• Development policies and incentives that result in growing Coquitlam’s housing stock and range of housing choices.
• Work with the Province to protect and preserve the Riverview lands.
• New cultural and recreational programs that promote community interaction and bring residents together at the neighbourhood level.
• Explore opportunities to partner with the school district, health authority and community based groups that provide services which improve the social wellness of the community.

• Citizen perception of quality of life and improvement
• Crime rate, property crimes, calls for service (Police)
• Injury/fatal collisions
• Fire calls for service and fire incident responses
• Housing inventory and mix
• Rental inventory and vacancy rates
• Neighbourhood Associations and Membership

• Focus on neighbourhood commercial development and revitalization.
• Foster local employment opportunities by working with other agencies and groups in promoting a business-friendly climate.
• Support the retention, expansion and attraction of business to strengthen Coquitlam’s economic base.
• Support a vital economy by moving people and goods efficiently and capitalize on major transportation infrastructure.
• Facilitate vibrancy in sport, culture and recreation to enhance economic growth through partnerships, events, festivals, and business development.
• Through a collaborative and holistic approach with citizens and businesses, create an inspiring public realm through public art, and natural and designed spaces, that enhance quality of life and encourages private sector investment.
• Create trade and investment opportunities by building our international relationships and promoting our cultural diversity.
• Leverage community assets to drive investment and job creation.

• Rapid transit oriented development that includes commercial space and creates new employment opportunities around rapid transit stations.
• Policies and incentives that encourage commercial development, revitalization and optimize use of industrial/commercial land.
• New community partnerships that promote and enhance Coquitlam’s businesses and support events.
• Updated economic and tourism materials that reflect Coquitlam’s advantages for businesses, filming and events.
• A renewed economic development strategy and successful business retention and expansion program.
• Senior government support and investment in regional/provincial transportation infrastructure.
• Facilitated by the development of parks and facilities, build capacity for sport tournaments, community events and festivals.
• Pursue event/sport tourism opportunities.
• Effective use of landscaping and public art that enhances streets and City places, including the rapid transit skytrain line.
• Support for international education programs in Coquitlam.
• A plan to enhance and leverage our international relationships.
• Expansion of QNet infrastructure.
• Work with the Province to improve the economic viability of the Riverview lands.

• Construction values and housing starts
• Industrial and commercial floor space
• Business incorporations and business licences
• Filming permits and revenues
• Festivals and events
• QNet fibre utilization
• Tri-Cities Chamber of Commerce membership

• Create a balanced offering of programs and services accessible to all ages, abilities, genders, interests, income levels and cultures.
• Encourage all citizens to be active through a wide-range of recreational activities in our facilities, parks and trails.
• Enhance creativity and cultural experiences through programs, performances, multi-cultural events and festivals.
• Develop a sustainable system of parks and open space that contribute to the ecological, social and economic well-being of our community.
• Support a learning community where residents have access to life-long learning through formal and informal opportunities.
• Develop transportation infrastructure and services to support a healthy environment.

• New programs and amenities to address changing demographics including expanding the reach of older adult programs and services and updating the youth engagement strategy.
• Increase in the variety of no/low cost opportunities.
• Partnerships with other agencies to provide enhanced programs and services.
• Updated long-term plans for the provision of parks, recreation and culture amenities, programs and services.
• Active participation in drop-in programs.
• Outdoor recreation/adventure opportunities
• Work with community partners to increase awareness and participation in arts and culture experiences and opportunities.
• Celebrate and create community legacies from 125th birthday commemoration.
• Support for other organizations that provide learning and cultural opportunities, community festivals and cultural events.
• Outreach initiatives (education and promotion) that increase the use of sustainable modes of transportation.
• Rapid transit station areas that are linked with recreation and civic facilities.
• Implementation of interconnected trails, City-wide greenways, sidewalks and bicycle routes.
• Continue implementation of the school walkability program.

• Residents participation in physical activity
• Participation in recreation programs
• Admissions to key recreation facilities
• City park land
• Citizen satisfaction with recreational/culture programs
• Evergreen Cultural Centre patrons
• Library visitors
• Place des Arts music and dance registrations
• Enrolment in City learning programs

• Explore service improvements through new opportunities for partnership with community organizations.
• Set high standards and demonstrate responsible public stewardship through social, environmental and economic sustainability practices.
• Create an energy efficient community through conservation of environmental assets, resources and energy by increasing community and organizational awareness and stewardship.
• Minimize the impact of City processes and infrastructure on the environment by reducing the City’s air emissions, material consumption, energy and water usage.
• Manage the City’s transportation system efficiently as the community evolves and prioritize walking, cycling, transit, and other sustainable modes of
  transportation.
• Ensure sustainable, equitable and effective funding strategies to enable the City to provide high quality services and an appropriate level of infrastructure.
• Support the continued viability and sustainability of community organizations in their implementation of services, events and programs to the community.

• New partnerships with other organizations to develop and provide community programs and services based on shared values and understanding.
• Review of various operating and service delivery models to assess their effectiveness and efficiency.
• Strategic use of technology to enhance customer service and advancement of on-line services.
• Policies and practice that retain and preserve the City’s parks and green spaces.
• An updated long-term plan for cemetery services.
• Where feasible, implementation of district energy in new and existing neighbourhood centres.
• New initiatives for community recycling and diversion of organic waste.
• Demonstrated leadership by promotion of sustainable commuting policies for City employees.
  Improved City facility recycling programs.
• Policies to encourage higher performance buildings, passive design and renewable energy.
• Enhanced transit options that integrate with the new rapid transit line.
• Managed parking that promotes sustainable forms of transportation while supporting
  the economic vitality of the City.
• Explore alternate funding models for facilities, amenities, programs and services.
• Review current community grant program.

• Taxpayer confidence
• Municipal taxes per capita
• Garbage volumes and diversion rates
• Corporate and community GHG reduction
• Annual water consumption
• Infrastructure sustainability
• Community grants
• Reclaimed animals from Animal Shelter

• Maintain prudent financial management policies regarding land management, asset replacement and long-range planning and budgeting so that taxpayers’ remain confident that tax dollars are being spent wisely.
• Develop strategic partnerships and positive working relationships with the businesses, community groups and many government organizations who work with, for and in Coquitlam.
• Support, encourage and empower employees by living the City’s values, recognizing success and fostering a positive team environment.
• Encourage citizen and neighbourhood engagement so that residents contribute to the affairs of the whole community.
• Improve customer service and enhance efficiency and effectiveness through innovation, high customer service standards, and a commitment to continuous improvement.
• Foster awareness of diverse cultural groups and encourage increased understanding of different cultures to further enrich the community.
• Demonstrate achievement of plans through accomplishments and measured performance with a focus on results.

• A long-term plan for public facilities and amenities that balances community needs, funding availability and operating efficiencies.
• Informed and prioritized facility maintenance, repair and renewal and an infrastructure sustainability plan.
• Continue to build collaborative partnerships with neighbouring communities, senior levels of government and TransLink.
• Employee training that supports the implementation of strategic directions.
• Enhanced volunteer programs that engage and retain volunteers.
• New public engagement opportunities and initiatives that increase public participation.
• Continued work by the Staff Committee on Business Improvements and Outdated Rules
• Consideration of the City’s cultural diversity when developing new programs, communication materials and staff programs.
• A focussed organization that results in the most effective use of staff time and resources, accomplishment of key projects in a timely and cost effective manner and improved communication and collaboration with City Council and throughout the organization.
• Enhanced corporate performance reporting that reflect strategic plan achievement and the City’s commitment to corporate social responsibility.

• Stakeholder satisfaction with services
• Stakeholder satisfaction with customer service
• Number of volunteers and volunteer retention
• Employee turnover and vacancy rates
• Public participation and civic engagement
• Number of business improvements and outdated rules initiatives