2012 annual report - city of port coquitlam

Building Relationships

annual RepoRt 2012foR the fiscal yeaR ended decemBeR 31, 2012

T H E C O R P O R A T I O N O FT H E C I T Y O F

BRITISH COLUMBIA, CANADA

Building relationships3 introductory section

4 Message from the Mayor5 MessagefromtheChiefAdministrativeOfficer6 City of Port Coquitlam Organizational Chart7 PortCoquitlamCityCouncil8 CommunityProfile,VisionandMission9 EconomicSnapshot10 StrategicPlan16 Letter of Transmittal19 department overviews20 AdministrativeServices/OfficeoftheCAO21 CorporateServices22 DevelopmentServices23 Engineering&Operations24 Fire&EmergencyServices25 Parks&Recreation26 PoliceServices

27 Financial section28 Auditors’ReporttotheMayorandCouncil29 ConsolidatedStatementofFinancialPosition30 ConsolidatedStatementofOperations31 ConsolidatedStatementofCashFlows32 ConsolidatedStatementofChangeinNet FinancialAssets33 NotestotheConsolidatedFinancial Statements

45 statistical section (unaudited)46 AverageHomeMunicipalPropertyTaxation and Utility Levies47 AssessedValuesforGeneralMunicipal Purposes47 SummaryofMajorStatutoryReserveFunds48 RevenuesbySource48 Taxes,MajorLeviesandOtherGovernment Collections49 ExpensebyFunction/ExpensebyObject50 CapitalExpendituresandNetDebtPerCapita50 Surplus,AccumulatedSurplus,NetFinancial Assets and Debt51 CapitalExpendituresbyFund51 CapitalExpendituresbySource52 PropertyTaxesLeviedandCollected52 BuildingPermitsandTotalTaxCollection53 PopulationEstimates53 EstimatedHouseholdCostsofCityServices54 Revenue/Expenses55 PrincipleCorporateTaxpayers55 PermissivePropertyTaxExemptions

table of contents

Thethemeforour2012AnnualReportisBuildingRelationships,reflectingoureffortstostrengthenourrelationshipswithinourorganization,withourcitizensandbusinesses,andwithothercommunitiesandpartners.

Weinvolvedthecommunityinthecountdownforour100thbirthday,andreachedouttolocalbusinessesasweinvestigatedwaystomakeourCityabetterplacetodobusiness.Were-establishedourconnectionswithotherTri-Citygovernmentsandlookedmorecloselyathowwecouldbetterengageourstaffandbuildstrongerrelationshipswithinourorganization.

Wetookthepulseofourcommunitythroughsurveysandotherformsofinput,andtookstepstoactonthoseresults.Wealsoworkedwithresidentsandpartnerstohelpaddresstheimportantcommunityissueofbullying.

Ourworkbuildingrelationshipsin2012willhelpprovideastrongfoundationanddirectionaswelooktothefuture.

Thethemeforour2012AnnualReportisBuildingRelationships,reflectingoureffortstostrengthenourrelationshipswithinourorganization,withourcitizensandbusinesses,andwithothercommunitiesandpartners.

Weinvolvedthecommunityinthecountdownforour100thbirthday,andreachedouttolocalbusinessesasweinvestigatedwaystomakeourCityabetterplacetodobusiness.Were-establishedourconnectionswithotherTri-Citygovernmentsandlookedmorecloselyathowwecouldbetterengageourstaffandbuildstrongerrelationshipswithinourorganization.

Wetookthepulseofourcommunitythroughsurveysandotherformsofinput,andtookstepstoactonthoseresults.Wealsoworkedwithresidentsandpartnerstohelpaddresstheimportantcommunityissueofbullying.

Ourworkbuildingrelationshipsin2012willhelpprovideastrongfoundationanddirectionaswelooktothefuture.

A Year in Pictures: TheCityofPortCoquitlamwouldliketothankthephotographerswhoseimagesbroughtlifetothepagesofour2012AnnualReport.

ThisreportisprintedonRollandEnviro100PrintText,whichisFSCcertifiedandmadefrom100%post-consumerwaste.ThecoverisprintedonPacesetterGloss(FSC,30%PCW).

annual RepoRt 2012foR the fiscal yeaR ended decemBeR 31, 2012

PreparedbytheCommunicationsDivisioninconjunctionwiththeFinanceDivision


BRITISH COLUMBIA, CANADA

annual RepoRt 2012

2

canadian award For Financial reporting

TheGovernmentFinanceOfficersAssociationoftheUnitedStatesandCanada(GFOA)awardedaCanadianAwardforFinancialReportingtotheCityofPortCoquitlamforitsannualfinancialreportforthefiscalyearendedDecember31,2011.ThisistheCity’sseventhconsecutiveCanadianAwardforFinancialReporting.

TheCanadianAwardforFinancialReportingprogramwasestablishedtoencouragemunicipalgovernmentsthroughoutCanadatopublishhighqualityfinancialreportsandtoprovidepeerrecognitionandtechnicalguidanceforofficialspreparingthesereports.

InordertobeawardedaCanadianAwardforFinancialReporting,agovernmentunitmustpublishaneasilyreadableandefficientlyorganizedannualfinancialreport,whosecontentsconformtoprogramstandards.

Suchreportsshouldgobeyondtheminimumrequirementsofgenerallyacceptedaccountingprinciplesanddemonstrateanefforttoclearlycommunicatethemunicipalgovernment’sfinancialpicture,enhanceanunderstandingoffinancialreportingbymunicipalgovernments,andaddressuserneeds.

distinguished Budget presentation award

The City of Port Coquitlam received a Distinguished BudgetPresentation Award from the Government Finance OfficersAssociation for its 2012 budget. The award represents asignificantachievementbytheCityandreflectsitscommitmenttomeetingthehighestprinciplesofgovernmentbudgeting.

Toreceivethisaward,theCityhadtosatisfyinternationallyrecognized guidelines for effective budget presentation.TheseguidelinesassesshowwelltheCity’sbudgetservesasapolicydocument,afinancialplan,anoperationsguideand a communication device. Budget documents must beproficientinallfourcategoriestoreceivethisaward.

Thisisthe15thyeartheCityhasreceivedthishonour.

TheGovernmentFinanceOfficersoftheUnitedStatesandCanadais a non-profit professional association serving 17,500 financeprofessionals throughout North America. The GFOA’s DistinguishedBudgetPresentationAwardProgramistheonlynationalawardsprogramingovernmentalbudgeting.

3

intRoductoRy section

annual RepoRt 2012

4

OnbehalfoftheCityofPortCoquitlam,Iampleasedtopresentour2012AnnualReport.Thisyear’s theme is Building Relationships,whichwasacommonthreadinourworkthroughouttheyear.Asyou’llreadonthesepages,wecollaboratedwithandengagedourresidents,businesses,otherjurisdictions,andevenourownorganizationonanumberofoccasionsin2012.

Iseetheresultingrelationshipsthatwerecreatedorstrengthenedasapowerfullegacyforourcommunity.Wonderfulthingscanhappenwhenpeoplewithdifferentbackgroundsandperspectivescometogether.WehaveagreatexampleinourSpiritCommittee.

Representingallaspectsofourcommunity–includingsport,culture,business,theenvironmentandmore–thisgroupofvolunteersoriginallycametogetherforthe2010Olympics.Butthe

bondbetweenthemembersremainedstronglongaftertheOlympicsended,andmanyreturnedin2012tospearheadPortCoquitlam’s100thbirthdaycelebrationsin2013.

Iseethesamekindoflegacygrowingfrommanyofourotherinitiativesin2012.WefacilitatedthecreationofthePortCoquitlamSportAlliance,whichwillreinvigoratethecollectivevoiceofsportinourcommunity,forthebenefitofallofourresidents.WealsohelpedrolloutthenewPortCoquitlamFoundation,whichwillimprovethequalityoflifeforourcitizensbyraisinganddistributingfundsforinitiativesthatarebeyondthescopeoflocalgovernment.

AnotherexampleistheMayor’sTaskForceonBusinessDevelopmentOpportunities,whoseoriginalgoalwastodeterminewhatourCitycandotomakePortCoquitlammorefriendlyforbusinesses.Oneoftheunexpectedlegacieswashowthebusinesscommunitycametogethertonetwork,shareideas,collaborateandultimatelyestablishrelationshipsthatwillnotonlyhelpusserveourbusinessesbetter,butalsoresultinopportunitiesforsomeofourbusinesses.

InOctober,ourcommunitywasdevastatedbythesuicideofAmandaTodd.Butoutofthattragedygrewthecommunity-ledIAmSomeonecampaigntoraiseawarenessaboutbullying.TheCitypartneredinthiseffort,andIbelievetherelationshipsthatdevelopedwillcontinuetobearfruitandmakePortCoquitlamabetterandsaferplaceforourcitizens.

Therelationshipsbuiltin2012arelegaciesthatcan’tbeseenortouched,butwillhavealastingpositiveimpactonourcommunityallthesame.

GregMooreMayor

message From the mayor

city of poRt coquitlam

5

Thethemeofrelationshipsistimelyandfittingforthisannualreport,andfortheCityasawhole.Asyoureadthisreport,you’llseemanyexamplesofimprovedrelationshipsbetweentheCityandourcitizensandotherstakeholders.Notasobvious,butjustasimportant,istheworkwe’vestartedtoenhancetherelationshipswithinourorganization,whichaffectnotonlyourinternalculturebutalsohowweserveandinteractwiththecommunity.

SinceIstartedwiththeCityinSeptember2012,continuousimprovementhasbeenmyprimarymandate.Wedomanythingswellbuttherearealsoopportunitiestodobetter.Aswebeginthisnewchapterinourhistory,oneofourbiggestassetsisthenearuniversalappetiteforchange.Ispentmyfirstsixmonthsgettingtoknowtheorganizationanditspeople–fromMayorandCounciltofront-linestaff–andthereisnoquestioninmymindthattheorganizationisreadytoturnthepageonthepastandwriteourfuturetogether.

Wealsomustbeawarethatwehavelimitedresourcesandthusmustfocusourcontinuousimprovementeffortsonthoseelementsdeemedtobethehighestpriority.Prioritieswillbeidentifiedwithinputfromtwokeysources–ourcustomersandouremployees–andareultimatelyendorsedbyCouncil.

Ourbusinesscustomers,throughtheBusinessDevelopmentOpportunitiesTaskForce,havetoldusthatimprovingourlevelofcustomerserviceisthetoppriority–andtheirnumberonerecommendation.Councilhasendorsedthetaskforce’srecommendationsandstaffarecurrentlyworkingonaplantoimplementthem.

InMay2013wewillbesurveyingouremployeestohearfromthemwhattheCitycandotocontinuallyimproveourservice.TheemployeesurveyisbuiltondecadesofresearchconductedbyExcellenceCanada(formerlyNationalQualityInstitute),whichhasdeterminedthemanyfeaturesandpracticesofhighlyeffectivepublicsectororganizations.

Wewillbeaskingourstaffhowwestack-upagainstthis“ideal”organization,andthenwewillbeengagingthemtoidentifyourtopprioritiesandtheconcretestepsweneedtotaketoaddressthem.

AskingemployeesfortheirinputandideasandthenactingontheirfeedbackwillresultinemployeesfeelingmoreengagedandconnectedtotheCity.Andultimately,ourfocusoninternalrelationship-buildingwillpayoffinbettercustomerserviceandanimprovedrelationshipbetweentheCityandthecommunityweserve.

message From the chieF administrative oFFicer

JohnLeeburn,MBAChiefAdministrativeOfficer

annual RepoRt 2012

6

organizational chart

municipal auditors

Kpmg llp

BanKers

toronto dominion Bank

city council

citizens oF port coQuitlam (residents, property owners, Businesses)

mindy smith, ca-cia, mBa director

divisions: finance, information services, Bylaw & licensing

corporate services department

laura lee richard, mcip director

divisions: Building, planning

development services department

andrew wood, p.eng director

divisions: engineering services, transportation & drainage, solid Waste & Recycling

engineering & 0perations department

nick delmonicofire chief/city emergency coordinator

divisions: administration, public education, emergency preparedness, suppression operations, fire protective services

Fire & emergency services department

Barry Becker director

divisions: Recreation, parks & facilities, parks planning & design

parKs & recreation department

claude wilcottofficer-in-charge

contracted service

policing (rcmp)

John leeburn, mBachief administrative officerdirector, administrative services department

administrative services department

divisions: communications & administrative services, corporate office, human Resources

oFFice oF the chieF administrative oFFicer


7

ElectedeverythreeyearsbythecitizensofPortCoquitlam,CityCouncilisalegislativebodythatprovidesleadershiptotheCity’sgovernment.

PortCoquitlamCityCounciliscommittedtoensuringtheprioritiesoflocalcitizensguideitspoliciesanddecisionsoncivicmatterssuchaslanduseandbudgetsforoperationsandcapitalexpenditures.

CityCouncilismadeupoftheMayorandsixCouncillors,allofwhomareelectedforthree-yearterms.TheMayorchairstheCouncilmeetingsandworkshopsessionsbetweenCouncilmeetings.HeisalsoamemberofallCouncilcommittees.

IssuesrequiringaCouncildecisiongenerallyappearfirstbeforeoneofthestandingcommitteesofCouncil.ThesearetheCommunitySafetyCommittee,HealthyCommunityCommittee,FinanceandIntergovernmentalCommittee,SmartGrowthCommittee,andTransportationSolutions&PublicWorksCommittee.

Thesecommitteemeetings,alongwithCouncil’stworegularmeetingseachmonth,areopentothepublic.Meeting agendas are available from City Hall or the City’swebsite(www.portcoquitlam.ca/council).

city council

left to right: cllr. glenn pollock, cllr. dean washington, cllr. Brad west, mayor greg moore, cllr. darrell penner, cllr. michael wright, cllr. mike Forrest.

annual RepoRt 2012

8

community proFile

Avibrantcommunityofmorethan57,000people,PortCoquitlamboastsapicturesquenaturalsetting,astrategiclocation,progressivebusinessopportunities,strongcommunityspiritandadedicationtohealthylivingthatoffersanexceptionallivingandworkingenvironmentforpeopleofallagesandlifestyles.

Overthelastseveralyears,theCityhasbeenbustlingwithnewcommercial,institutional,industrialandresidentialdevelopments,manyofwhichareclosetoourhistoricandauthenticdowntowncoreorinnewgrowthareassuchastheDominionTriangle.Tomeettheneedsofourresidents,theCityhasundertakenimprovementstoinfrastructure,transportationandotherservices,includingtheLeighSquareCommunityArtsVillageandtheCoastMeridianOverpass.

Incorporatedasamunicipalityin1913,PortCoquitlamstrivestobeacompletecommunitythatbalancessocial,environmentalandeconomicvalueswhilefulfillingtheprioritiessetbyourcitizens.

Webelieveourengagedandactivecitizensmakeourcommunityabetterplacetolive,workandplay,andweprovideandsupportawidevarietyofopportunitiesforcitizeninvolvement.

PortCoquitlamiscentrallylocatedwithintheLowerMainland,witheasyaccesstoVancouverviaroad,transitandcommuterraillinks.

Thisaccessibility,combinedwiththeavailabilityofaffordableindustrial,commercialandresidentialpropertiesandourcontinuedfocusoneconomicgrowth,hasdrawnalargenumberofprogressiveenterprisestothecommunity.

PortCoquitlamisalsoadesirableandsafeplacetoliveandraiseafamily.Ourresidentshaveaccesstomorethan271hectaresofparklandandanextensivesystemofoutdoortrailsperfectforcycling,hikingandleisurelywalks.

Awidevarietyofhousingchoices,qualityschools,employmentoptions,healthcareservices,shoppingareas,recreationandartsfacilities,andplacesofworshiproundoutthiswarmandcaringcommunity.

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 well-balanced solutions.


9

economic snapshot

construction value

population and dwellings*

port coQuitlam B.c.Populationin2011 56,342 4,400,057Populationin2006 52,687 4,113,4872006to2011populationchange(%) 6.9 7.0Totalprivatedwellings2011 21,533 1,945,365Totalprivatedwellings2006 19,689 1,788,474Populationdensitypersq.km2011 1,931.3 4.8Populationdensitypersq.km2006 1,826.4 4.4Landarea(squarekm) 29.17 922,509.29

* Source: Statistics Canada - 2006 and

2011 CensusNote: Census

population estimates are not

consistent with municipal and

regional estimates.

ages port coQuitlammale Female

% distriBution* port coquitlam B.c.

All 28,295 28,100 100% 100%0-14 5,115 4,695 17.4 15.315-24 4,240 3,695 14.1 13.225-44 7,655 7,655 28 2945-64 8,680 8,435 30.4 2965+ 2,605 3,135 10.1 13.5

age distriBution*

* Distribution based on published totals, both sexes. Source: Statistics Canada -

2011 Census.

year licences issued2008 2,6212009 2,6292010 2,9042011 3,1172012 3,204

Business licences

Source: Bylaw & Licensing Division

year total $ value – new construction

total $ value – repairs & additions

2008 45,825,226 8,186,7422009 35,862,119 16,685,5212010 72,934,972 11,452,9312011 39,475,621 17,294,0982012 87,989,057 16,445,435 summary statistics

Source: Statistics Canada - 2006 & 2011 Census

port coQuitlam

B.c.

Population,2011 56,342 4,400,057Total population 15 yrs & up 46,540 3,722,690Neverlegallymarried(single) 13,135 1,014,270Legallymarried(notseparated) 23,835 1,832,605Separated,stilllegallymarried 1,365 102,035Divorced 2,785 246,515Widowed 1,890 246,515

Total private dwellings occupied 20,650 1,764,635Owneddwellings 14,900 1,145,050Renteddwellings 3,805 493,995

Total no. of census families 15,510 1,238,155Married-couplefamilies 11,710 887,990Common-law-couplefamilies 1,765 160,360Lone-parentfamilies 2,685 189,805

Total private households 20,650 1,764,635Couple(marriedorcommon-law)withchildren 8,205 431,135Couple(marriedorcommon-law)withoutchildren 5,270 532,995One-personhouseholds 4,535 498,925Otherhouseholdtypes 2,640 301,580Average household size 2.7 2.5

Mother tongue: English only 38,575 3,062,430Mothertongue:Frenchonly 595 57,280Mother tongue: Other 16,725 1,236,500

Non-immigrants* 36,880 2,904,240Immigrants* 14,750 1,119,215Before 1991* 7,060 605,6801991 to 2000* 5,645 335,6952001 to 2006* 2,045 177,840Non-permanentresidents* 600 50,925

At same address 1 year ago* 45,225 3,348,275At same address 5 years ago* 29,315 2,067,790

Aboriginal identity population* 905 196,070Non-Aboriginalidentitypop. 51,325 3,878,310

Median income* $28,403 $24,867Males* $37,758 $31,598Females* $21,407 $19,997Medianincomeaftertax* $25,679 $22,785Incidence,low-income* 15.4% 17.3%

Labour force (15+ yrs.)* 30,380 2,226,380Employed* 28,905 2,092,770Participationrate* 72.6% 65.6%Employmentrate* 69.1% 61.6%Unemploymentrate* 4.9% 6%

Education (15 yrs. & over)* 41,850 3,394,910Nocertificate,diploma,degree* 7,260 675,345Highschoolgraduate* 12,715 946,645Tradescertificate* 4,815 368,355Collegediploma* 8,210 565,900Someuniversity* 2,295 184,395University degree* 6,555 654,265* Source: 2006 Census. (2011 Census data for these items not available at time of publication.) Please note: not all subsets are listed for each category for space purposes.

top five sectors:• Home-based• General• Generalcontractor(outoftown)

• Manufacturing• Professionalperson

new construction 2012

repairs and additions 2012


annual RepoRt 2012

10

strategic plan

In June 2011, the City of Port Coquitlam adopted a new CorporateStrategicPlan,dubbedVision2020,toguidetheCity’sfuturedecisionsandactions.

Much had changed andmuch had been achieved in Port CoquitlamsincetheadoptionofourfirstStrategicPlanin2002.Toremainfocusedandrelevant,theCitybegantodevelopanewStrategicPlanin2010.

Theplanwasbuiltonastrongfoundationofcoremunicipalprinciples,sound industry concepts and practices, and extensive communityconsultation.

We reached out to the community in a variety of ways, including astatistically valid telephone survey of residents and businesses, anonlinesurveyandcommentform,focusgroups,stakeholdermeetingsandanopenhouse.WealsoengagedCitystaffinaparallelprocessthatincludedaStaffLiaisonTeam,surveyandworkshops.

Vision 2020 outlines the community’s vision for the future andwillguide theCity’spolicy, operations andfinancialdecisions through to2020asweworktoachievethatvision.

visionSustainable

Future

Strategic Service Delivery

Community Well-being

Economic Strength

Sense of Community

strategic outcomesThefiveoutcomesbelowwillhelpusachieveoursharedvision.

port coquitlam is a happy, vibrant, safe community of healthy engaged residents and thriving businesses supported by sustainable resources and services.

vision 2020


11

strategic outcome: sustainaBle Future

corporate strategic plan

directions 2012 perFormance measures

DevelopplansandtakeactionforthesustainabilityofCityfinances,environmentandsocialresources.

• EstablishedaRevenueTaskForcetolookintonewsourcesofrevenue.• DevelopedaCorporateStrategicEnergyManagementPlanforcivicfacilities.• InitiatedareviewoftheCity’slandstrategyandmanagement.• Maintainedazeroincreaseforthegarbagelevyforthefourthyearby

providingopportunitiesforwastediversiontothecommunity.• Setaside1%ofpropertytaxesforfutureinfrastructurefunding.• ReceivedawardsfromtheGovernmentFinanceOfficersAssociationfor

meetinghighstandardsforbudgetingandfinancialreporting.

Createasustainablecommunity.

• DraftedaRegionalContextStatementtoimplementtheRegionalGrowthStrategy,withspecificattentiontoassessingimpactsoftransitservicesandmeetingvariedhousingneeds.

• Promotedsustainabletransportationbyinstallingthreebussheltersaroundthecommunityandacyclist-activatedsignalonCoastMeridianRoad.

• SupportedEarthHour,theCity-wideGarageSale,theHydeCreekSalmonFestivalandothercommunityenvironmentalinitiativesandevents.

• Workedwithschoolstoincreaserecyclingandfoodscrapscollection.

LeveragetheCity’srelationshipwithlocal,regional,provincialandfederalgovernments.

• PartneredinTransLink’sTravelSmartprogramtopromotesustainabletransportation(e.g.carpooling,transit,cyclingandwalking).

• WorkedwithstakeholdersandtheCityofCoquitlamindevelopingawatershedmanagementplanforMapleCreek.

• WorkedwithBClocalgovernmentsandtheMinisterofJusticeandAttorneyGeneraltoaddressissueswiththeMunicipalPolicingUnitAgreementwiththeRCMPthatledtosigningofthe20-yearagreement.

• Endorsed the regional Drinking Water Management Plan to ensure good qualitydrinkingwaterforthecommunity.

Developastronglobbyfortransitimprovements. • ContinuedtolobbyforafuturerapidtransitextensiontoPortCoquitlam.

Financial HealtH • environmental HealtH • Social HealtH • SuStainable ServiceS

• CompleteandimplementtheMasterTransportationPlantoguidethefuturetransportationnetwork.

• UpgradetheCity’sfinancialsystemsandplanforInformationServicesandtechnologyinthefuture.

• AdoptanewRegionalContextStatementtolinktheOfficialCommunityPlantotheplansforMetroVancouver.

• Adoptgreenbuildingpoliciesandregulationstoencourageenvironmentallyfriendlydevelopment.

goals For 2013

annual RepoRt 2012

12

vision 2020

strategic outcome: sense oF communitycommunity Spirit • community incluSiveneSS / diverSity • community HealtH


Supportandplanforaconnected,happycommunity.

• RejuvenatedtheSpiritCommitteetoplanforCity’scentennialin2013.• Engagedresidentsinavarietyofcommunityfestivals,eventsandvolunteer

opportunities.

Buildcommunitycapacitybysustaining and strengthening volunteerinvolvement.

• LaunchedanAdopt-a-SPOT(Street,ParkorTrail)programthatencouragesresidentstotakeownershipoftheircitybylookingafterasectionofstreet,parkortrail.

• Recognizedlocalvolunteerswithanannualawardsandrecognitionevent.• Helpedimprovethequalityoflifeforlocalresidentsbysupportingthenew

PortCoquitlamCommunityFoundation.

Promoteanactive,healthycommunityandappropriatemodelsthatbenefitanindividual’shealthyliving.

• PartneredwithSchoolDistrict43toofferafter-schoolrecreationprogramsatlocalschools.

• Developeda“60-a-Day”campaignpromotingdailyactivityforchildren.• FacilitatedthecreationofthePortCoquitlamSportAllianceSocietyto

enhancecommunitysport.• Expandedrecreationalopportunitiesforresidentswithanewartificialturf

fieldandoutdoorgymequipmentatandnearGatesPark.• ParticipatedinandpromotedtheregionalBiketoWorkWeekcampaign.

Plan to meet varied needs and encourageinclusiveness.

• ImprovedaccessalongtheTraboulayPoCoTrailbyrepairingpavedportionsthatweredamagedbytreeroots.

• PromotedtheLeisureBuddyprogramthatprovidesadditionalassistancetochildrenwithspecialneedsatrecreationfacilitiesandprograms.

• Completednumerousaccessibilityandmobilityenhancementprojectstoimproveaccessandinclusivenessattrails,parksandrecreationfacilities.

• EngagethecommunityineventsandactivitiesthroughouttheyearcelebratingtheCity’s100thbirthdayanditspast,presentandfuture.

• SupporttheSpiritCommitteeintheplanninganddeliveryofcentennialevents.

• UpgradecommunityrecreationamenitiessuchastenniscourtsandthefacilitiesatLionsPark.

• Launchagoodneighbourprogramthatencouragescitizenstotakeamoreactiveroleinmakingtheircommunityabetterplace.

goals For 2013


13

strategic outcome: economic strength


buSineSS StrengtH • employment • acceSS / tranSportation • agricultural land


Sustainemploymentbyensuringdecisionsaremadetocreate,retainandenhancebusiness.

• WorkedtomakePortCoquitlamabetterplacetodobusinessbysupportingtheMayor’sTaskForceonBusinessDevelopmentOpportunitiesandoutreachactivitiessuchasabusinesssurveyandBizForumnetworking/inputsession.

• Introducedaninter-municipalbusinesslicencethatallowsmobilebusinesses,suchascontractors,toapplyforasinglelicencefortheentireTri-Cityregion.

• Issuedbuildingpermitsinatimelyfashionforprojectswithaconstructionvalueofmorethan$100million.

FacilitategoodsmovementwithinandthroughtheCity.

• EngagedthecommunityindevelopinganewMasterTransportationPlantoplanforthefutureoftheCity’sroad,pedestrian,cyclingandtransitnetworks.

• ReceivedafourthengineeringindustryawardfortheCoastMeridianOverpass,acriticallinkbetweenthenorthandsouthsidesofthecommunity.

Promotecustomeraccessibilityinbusinessareas.

• FacilitatedconstructionoftheFremontConnectorbetweenthePittRiverInterchangeandDominionAvenue,improvingaccesstothenewDominionTrianglecommercialarea.

• WorkedwithbusinessestopromotecustomeraccessibilitywhileimprovingsafetyandtrafficflownearKingswayAvenueandMaryHillBypass.

Promote the retention and livability ofthelandsintheAgriculturalLandReserve.

• Ongoingliaisonwithpropertyowners,othercommunitieswithagriculturallands,andtheAgriculturalLandCommissioninsupportofthisdirection.

• NolossoflandsintheAgriculturalLandReserve.

• ActonfindingsoftheMayor’sTaskForceonBusinessDevelopmentOpportunities,includinglookingforwaystoimprovecustomerservice.

• InvestigatethelanduseimplicationsoftheplannedLincolnrapidtransitstationontheWestwoodneighbourhood.

• ExploreopportunitiesforgeneratingnewrevenuethroughthenewRevenueTaskForce.

• ExplorewaystoenhancepedestrianaccessthroughtheShaughnessyStreetunderpass.

goals For 2013

annual RepoRt 2012

14

vision 2020

strategic outcome: community well-Beingcommunity SaFety • parkS / natural areaS • waSte management • utility ServiceS


Protectresidents,businessesandproperty.

• Improvedroadsafetybydoublingtheenforcementofdistracteddriversfrom2011andpartneringinMothersAgainstDrunkDrivers’911program.

• Openedalivefiretrainingfacilitytoallowfirefighterstogetcriticalhands-ontraininginPortCoquitlam.

• Recruitedandtrainedfournewfirefighters.• PartneredwiththecommunitytolaunchtheIAmSomeoneanti-bullying

campaigntoaddresstheeffectsofbullyingoncitizens’healthandsafety.• Renewedtheformatoffreecommunityemergencypreparednesscoursesto

encouragemorepeopletotakethistraining.• RespondedtopotentialFraserRiverspringfloodingbydevelopingand

updatingresponseplansandinformingthepublic.

ProvideCityutilityservicestosustainthecommunity’squalityoflife.

• Extendedweeklypickupofgreencartsinthespringandfall.• Installedthree-binwaste-sortingstationsatallCityfacilitiestohelpkeep

foodscrapsandrecyclablesoutofthelandfill.• PromotedwastediversionwithacommunityWaste-LossChallengecontest.• Continuedtoupgradeagingwatermainstopreventpotentialpropertydamage.• UpgradedtheKingswaysanitarypumpstationtoensurereliability.

Valueparksandnaturalareas. • Completedanumberofpark,sportfieldandtrailupgrades.

• Promotediversionofwasteawayfromthelandfillthrougha“BiggestWasteLoser”contestandotherinitiatives.

• Introducemorethan50three-binwaste-sortingstationsinpubliclocationsthroughoutthecommunitytopromotediversionoffoodscrapsandrecyclingawayfromthelandfill.

• ExpandthetrailnetworkwithatrailconnectiononthewestsideoftheCoquitlamRiver.

• ImprovecommunitysafetybyaddingfirefightingandRCMPstaffandresources,andaprogramtoreducetheriskoffireandotherhazardsassociatedwithmedicalmarijuanagrowoperations.

• StudyopportunitiesfortheexpansionofthePortCoquitlamRecreationComplex.

• Implementmobilefireandbuildinginspectionsystemsformoreefficientinspections.

goals For 2013


15

strategic outcome: strategic service delivery


StaFF productivity / eFFectiveneSS • tranSparency • HealtH work environment


Continuetostrengthenpublicconfidenceandtrustinmunicipalservicedelivery.

• Receivedafirstplacebestpracticesawardfortheuseofsocialmediatoconnectwithcitizens.

• BegandevelopmentofaStrategicCommunicationsPlantoimprovehowtheCitycommunicateswithresidents.

• SurveyedresidentsandbusinessesonCityservicedelivery,communicationsandtransportationtoensurefuturedecisionsarealignedwithcommunitypriorities.

• SignedtheMunicipalPolicingUnitAgreementforRCMPservicesandparticipatedinastudythatlookedattheviabilityofaregionalpoliceforce.

Supportastrongteamenvironmentinclusiveofthepublic,Citystaff,andelectedofficials.

• HiredanewChiefAdministrativeOfficerwhowillleadtheCityinaprogressivedirection.

• Conductedawiderangeoftrainingandskillsdevelopmentforstaffinavarietyofdepartments.

• Researchedandplannedforanintranetsiteandstaffnewslettertopromoteinformation-sharingwithintheorganization.

• StartednegotiationsforIAFF(firefighters)andCUPE(Citystaff)collectiveagreements.

Maintainahealthyworkenvironment.

• MaintainedtheCertificateofRecognitionfromtheBCMunicipalSafetyAssociationthatrecognizestheCity’semployeehealthandsafetyprogramsandbringsasavingsinWorkSafeBCfees.

• UpdatetheCitywebsiteanddevelopacontentmanagementstrategytoensurecontentisupdatedinatimelyfashion.

• CompleteandimplementtheStrategicCommunicationsPlantoimprovecommunicationsandinformation-sharingwiththecommunityandwithintheorganization.

• Implementstaffsuccessionplanningandprofessionaldevelopmentopportunities.

• ImplementCouncilmeetingwebcaststoprovideanotheropportunityforcitizenstoengagewiththeircivicgovernment.

• Launchanintranetsiteandothertoolstopromoteinformation-sharingwithintheorganization.

goals For 2013

annual RepoRt 2012

16

letter oF transmittal

www.portcoquitlam.ca

2580 Shaughnessy Street, Port Coquitlam BC, Canada, V3C 2A8Tel 604.927.5213 • Fax 604.927.5402

[email protected]

LETTEROFTRANSMITTAL

May13,2013

MayorandCouncilCity of Port Coquitlam

Iampleasedtoreporttheyear2012sawtheCity’sfinancesimprovefollowingseveralyearsoflargeexpendituresonconstructionprojects.The$135millionCoastMeridianOverpass(CMO)completed in 2010 and the$13.8millionBroadwayReconstructionProject completed in 2011.Theseyearsalso sawcompletionof theCity’sCorporateStrategicPlan. Council’sdirection toaddfundstolongtermreservesfortheinfrastructuregapandrepayinternaldebtcontributedtotheimprovedfinances.

TheVision 2020Corporate Strategic Planwas built on a foundation of coremunicipal servicedeliveryprinciplesandconcepts,layeredwithindustrybestpracticesandtailoredtothecommunityserved. It isastrategicdocumentapprovedbyCouncil, supportedby thecommunity,staffandstakeholdersfollowingextensiveresearch,consultationandplandevelopment.

ThefinancesoftheCitytakedirectionfromtheCorporateStrategicPlanandremainconsistentwithprioryearswhilereservelevelsimprovetosupportsustainableservicedelivery.

ItismypleasuretopresenttoyoutheCity’sFinancialStatementsandAnnualReportforthefiscalyearendingDecember31,2012.ThepurposeofthisreportistopublishtheCity’sauditedFinancialStatementspursuanttoSection167oftheCommunityCharter.

PreparationandpresentationoftheFinancialStatements(Statements)andrelatedinformationinthe2012AnnualReportistheresponsibilityoftheCity.TheStatementswerepreparedinaccordancewithgenerallyacceptedaccountingprinciplesasrecommendedbythePublicSectorAccountingBoard(PSAB)oftheInstituteofCharteredAccountants.

TheCitymaintainsasystemofinternalcontrolsdesignedtosafeguardassetsofthecorporationand toprovide reliablefinancial information. Expendituresand revenuesareanalyzeddailybydepartmentsandfinancestaffandquarterlythroughvariancereports.

CityCouncilensuresmanagementfulfillsitsresponsibilitiesforfinancialreporting,budgeting,andinternalcontrolsandexercisesitsresponsibilitythroughapprovalofbylawsandpoliciesatCouncil;areviewofvariancereportsandfinancialstatementsattheFinanceandIntergovernmental(FIG)CommitteemeetingsanddiscussionswiththeCity’sauditorsinaClosedFIGCommitteemeeting.


17


TheauditfirmofKPMGLLP,appointedbyCouncilhasexpressedtheiropinionthattheStatementspreparedbymanagement,fairlypresentthefinancialpositionoftheCityandtheresultsof2012operationsinaccordancewithPSAB.

MUNICIPAL OVERVIEW

The City provides a complete range of municipal services to residents and local businesses.Servicesincludepolice,fire,water,sewer,transportation,planning,recreationandotherprogramsbenefittingthecommunity.

Where possible, services are cost-shared with other municipalities for cost effective servicedeliveryincludingemergencycommunications,firedispatch,andpoliceservices.

TheCityisdependentontheGreaterVancouverWaterDistrictforthesupplyofwater,theGreaterVancouverRegionalDistrictforthedisposalofsewageandMetroVancouverfortheco-ordinationofcommonserviceswithothermunicipalities.

FINANCIAL OVERVIEW

In2012capitalprojectsconsistedofinfrastructurerenewal,maintenanceandreplacement.TheseexpenseswerecapitalizedtocomplywithPSABrecommendations.

Reportingcapital revenuecontributionson theStatementofOperationswith thecorrespondingcapitalexpensesontheStatementofFinancialPositionweshowalargeannualsurplusintheyear.Thecomponentsofthesurplusincludefundsexpendedoncapitalassets;internaldebtrepayment;reservetransfers;amortizationandgain(loss)onassetdisposal.Amortizationandgain(loss)onassetdisposalarenon-cashitemsandaffectnon-cashequity.Reservetransfersandinternaldebtrepaymentsaretheuseoffundstopayforpastorfuturecommitments.Theresidualbalanceisthecashsurplus(deficit)fortheyear.

TheCityhastakenalong-termapproachtoitsfinancesforasustainablefuture.Thisapproachrequiressettingsufficientfundsasideforreplacementofassetsconsumedintheyearaswellasaddressingthegapcreatedfromunderfundinginprioryears.Aswithmanycitiesintheworld,minimalfundshavebeensetasideinthepastfortheeventualreplacementofourassetsastheyreachtheendoftheirusefullives.TheapproachtakenbytheCitywilltaketimetoimplementandwillbuildCityreservestoaddressupcomingfundingpressuresforinfrastructureinthenextfewdecades.

Positivestepshavebeentakentoaddressthesefuturechallenges.AsshownontheStatementofAccumulatedSurplus,fundsareslowlycollectinginlongtermreservestoaddresstheinfrastructuregap.

annual RepoRt 2012

18


Annual operations have remained constant in the year. Fire and emergency services, policeprotection, water supply, sewer discharge, development, recreation, parks, culture and otherprimaryandsupportservicesweredeliveredtotheresidentsandbusinessesintheCityconsistentwithprioryearswithminoradjustmentsforachangeindemandandmarketconditions.

Followingaglobaleconomicdownturnthatbeganin2008,theeconomyin2012isstillslowinitsrecovery.Thereiscautiousoptimismasdevelopmentrevenueshaveimproved.Interestratesremain low affectingCity investment decisions. Capital costs for large capital projects, haveaffectedreservebalances,deferreddevelopmentcostchargesandhaveaddeddebttotheCity’sfinances.TheCityisnowrebuildingitsfinances.

CONCLUSION

Cityservicesprovide thecommunitywithaqualityof life that includessafetyandprotection,supply of essential services, a sense of community and economic well-being. A long-termapproachtothecity’sfinanceswillensuretheseserviceswillbeavailabletothecommunityintheyearstocome.TheCity’snewCorporateStrategicPlansupportssustainabilityandeffectiveservicedelivery.

Inaddition,followingPSABrecommendationstoquantifythelong-termfinancialneedsoftheCityandtakingstepstofundtheseneedsintheCity’sreserveshasbeenanimportantstepfortheCityinitsgoaltoreachsustainabilityofcityfinances.

Balancingaffordabilityforthecommunitytodayandtomorrowwillcontinuetobeourfinancialchallenge.Theannualfinancialstatementswillmonitorourprogress.

Respectfully,


19

department overviewS

annual RepoRt 2012

20

administrative services

2012 highlights• SubstantiallyrevisedtheFinancialPlan

developmentprocessforCouncilandstaff.• InitiateddevelopmentoftheCity’sfirst

StrategicCommunicationsPlan.• Receivedafirstplacebestpracticesaward

fromtheUnionofBCMunicipalities’forinnovativeuseofsocialmedia.

• Developedguidelinesforemailmanagementandsoftwarebusinesspractices.

• ImplementedonlinetrainingforHealthandSafety,andRespectfulWorkplacePolicy.

• UsedBCITstudentstoresearchandreviewtheCity’sAttendanceManagementProgram.

• SupportedCouncilparticipationinover300civicandcommunityevents.

stats & Facts• Websitevisits:545,481• NewFacebook/Twitterfollowers:1,194• TotalFacebook/Twitterfollowers:5,561• Mediareleasepickuprate:85%• Numberofmediareleases:90• Freedom of Information requests: 56• Eventssupported:317• Council/committeemeetingssupported:61• Bylawsprocessed:40• Externalstaffhires:65• Jobcandidatesinterviewed:170

TheChiefAdministrativeOfficerexecutespoliciesanddecisionsofCouncilanddirectsandcoordinatestheactivitiesofallCitydepartments.TheCAOconductslong-rangeandcorporateplanning,andoverseesthedevelopmentandproperexpenditureoftheCity’soperatingandcapitalbudgets.CityorganizationalimprovementinitiativesareledbytheCAO.

TheCAOalsodirectstheAdministrativeServicesDepartment,whichincludesthefollowingdivisions.

communications & administrative services• ResponsibleforallinternalandexternalCity

communications.• InformsthepublicofCitynews,initiatives,

programsandopportunitiesforinputviathemedia,variousprintedandonlinetools,anddisplaysandkiosksatcivicfacilitiesandevents.

• Providesmarketing,communicationsandissue-managementsupporttoallCitydepartments.

• ManagesreceptionservicesatCityHall.• ProvidesadministrativesupporttotheOfficeofthe

MayorandCityCouncillors.

corporate oFFice• SupportsandmanagestheCouncilmeeting

processandsupportsStandingCommittees.• ManagesandmaintainsCitybylaws.• Maintainsandprotectscorporaterecords.• Considers/facilitatesaccesstoCityinformation

anddealswithrelatedprivacyissues.• ManagesCitylandholdings,civicelections,Board

ofVarianceandJointFamilyCourtCommittee.

human resources• ChampionstheCity’sinitiativestodevelopa

positiveandengagingorganizationalculture.• Providesspecializedadviceandassistanceto

internalandexternalcustomers,includingCityemployeesandthepublic.

• ProvidessupporttoallCitydepartmentsinrecruitment,labourrelations,occupationalhealthandsafety,humanresourceprograms,traininganddevelopment,benefitadministration,wageand salary administration and many other areas thatinvolveCityemployees.

oFFice oF tHe cHieF executive oFFicer


21

corporate services

2012 highlights• Receivedacleanauditreportfollowing

amajorchangeinlocalgovernmentaccountingrecommendationsandretirementsofseveralseniorfinancestaff.

• ReceivedtheGovernmentFinanceOfficersAssociation’sDistinguishedBudgetPresentationAwardandAwardforFinancialReporting.

• Generatedadditionalrevenueandcollectionfromdoglicences,summonsforpaymenthearings,two-tiermunicipalticketing,andunlicensedbusinesses.

• AssumedadministrativeresponsibilityfortheCommunityPolicingStation.

• LiaisedwiththeTri-Citiesandprovincialauthoritiestodevelopaninter-municipalbusinesslicenceprogram.

• UpgradedtheoperatingsystemandtheOfficesoftwareoneachCitycomputer.

• Continueddevelopmentofvirtualizedservers,whichmakesthebestuseofexistingserverhardwarebyextendingthereachandnumberofservers.

• WorkedwithBClocalgovernmentsandtheMinisterofJusticeandAttorneyGeneraltoaddressissueswiththeMunicipalPolicingUnitAgreementthatledtosigningofthe20-yearagreement.

• DevelopedastudyonalternativepolicingservicemodelsincooperationwithfiveLowerMainlandlocalgovernments.

TheCorporateServicesDepartmentsupportstheCity’sVision2020byprovidingfinancialandtechnologicalsupportfortheservicesenjoyedbythecommunitytodayandexpectedtocontinueintothefuture.ThedepartmentfurtherensuresthesafetyofthecommunitythroughprotectionoflifeandpropertyinitsdeliveryofbylawenforcementservicesandastheprincipalpolicecontactwiththeRCMP.

TheDepartmentadvisesoncorporatedirectionintheareasoffinance,informationsystemsandbylawenforcement.Thedepartmentprovidessupporttootherdepartments;liaiseswithintergovernmentalorganizations;complieswithseniorgovernmentpoliciesandlegislation;andinteractswiththepublic.

Servicesprovidedbythedepartmentinclude:

FinanceFinancialleadershipandstrategy,policyandbylawdevelopment;financialreporting;financialplanning;billingsandcollections;purchasingandriskmanagement;payroll;accountspayable;accountsreceivable;internalauditandotherfinancialfunctions.

inFormation servicesISleadershipandstrategy,networksystems,operationalsoftware;backupandsecurity,personalcomputers,e-mail,internet,telephoneandothersoftwareandhardwareservices.

Bylaw servicesBylawenforcementleadershipandstrategy;bylawenforcement;businesslicenses;animalcontrol,vectorcontrol,communitypolicingadministrationandrelatedservices.

police liaisonPrinciplePoliceContactwithRoyalCanadianMountedPolice.

common oFFice service Officeequipment,insurance,variouscorporatecontractsandothercommonservices.

annual RepoRt 2012

22

development services

2012 highlights• Processedahighvolumeofdevelopment

andbuildingpermitapplications(valueofmorethan$100million),conductedinspectionsandensuredcompliance.

• Oversawmajorprojectsincluding: · FremontVillage · Rivers Edge Business Park · DominionRiverfrontNeighbourhood · LougheedHighwayrezoningfor

highwaycommercialcentre · PittRiverMiddleSchoolandJames

ParkElementarySchoolconstruction · Apartmentsinandadjacenttothe

Downtownincluding115unitsatBurleigh/Chine;48unitsonKellyAvenue;14unitsatMaple/Whyte;and44 units on Fraser

· TownhousesnearDominionAvenue,PrairieAvenueandSalisburyAvenue

• TrainedstaffinevaluationandapplicationofrecentamendmentstotheBCBuildingandPlumbingCodes.Participatedinchangestoregulationsincludingadaptablehousing,subdivisionservicing,soildepositandremoval,anddevelopmentcostchargebylawreviews.

• TookaleadershiproleintheworkoftheMayor’sTaskForceonBusinessDevelopmentOpportunities.

• DraftedaRegionalContextStatementtoimplementtheRegionalGrowthStrategy.

DevelopmentServicesservesCouncilanditscommittees,residents,businesses,propertyowners,builders,designprofessionals,otherdepartments,seniorlevelsofgovernment,andcommunitygroups.

TheDepartment’sadministrationdirectstheactivitiesoftheDepartment,strategicallymanagesdevelopmentprocesses,providesadviceonsustainablelanduseanddevelopmentpolices/regulations,andguidesdecisionsrelatedtothesale/acquisitionofCitylands.

planning division • Processeslanduseapplicationswithinthecontext

ofregionalandmunicipalplans.• Developsandcommunicatesplanningandsocial

planningpoliciesandland-useregulations.• Reviewsbusiness,signage,liquorlicence,

subdivision,andwatercourseapplications.economic development function• Promotesstrengtheningofcommercial,industrial

andagriculturalbusinessesandlanduse.• Maintainsandcommunicatesdemographic,land

useanddevelopmentdata.• Liaiseswithbusinessorganizations.

social planning function• Addresseshousingneeds,homelessnessissues

andthespecialrequirementsofchildren,seniors,andpersonswithdisabilitiesbyguidingapplicantsandservingasanadvocate.

heritage planning function• Developspolicy,maintainsandcommunicates

informationontheCity’sheritage,andliaiseswiththePortCoquitlamHeritageandCulturalSociety.

Building division• Reviewspermitapplicationsandconducts

inspectionsbasedonCityandBCregulations.• Communicatesregulationsandpracticestomeet

buildingpublicsafety,health,energyreduction,waterefficiencyandaccessibilityrequirements.

• Reviewsbusinesslicenceandlanduseapplications;enforceslanduseregulations.

plumbing section function• Reviewsplansandconductsplumbinginspections.• Reviews,inspects,enforcescross-connection,

greaseandoilinterceptorregulations.


23

engineering & operations

2012 highlights• ApprovedtheCity’sfirstairspaceparcel

stratalotdevelopment.• EngagedresidentsinupdatingtheMaster

TransportationPlan.• InstalledthreeCity-ownedbusshelters.• Implementedoperatingmaintenance

policies/practicesfortheCoastMeridianOverpassandBroadwayStreet.

• Expandedweeklygreencartpickup.• Expandedschool-basedfoodscrapsand

recyclingprogram.

stats & Facts• Publicrequestsandinquiries:3,962• PoCoMAPvisits:21,424• After-hourscall-outs:182• Buildingpermitapplications:337• Subdivisionapplications:13(plus9off-site)• Siteprofileapplications:35• Water,sewerandstormconnections:64• Dikesmaintained:17.8km• Roads/lanesmaintained:464km• Watermainsmaintained:213.1km• Sewermainsmaintained:178.3km• Collectionofgarbage,recycling,foodscraps/

yardtrimmings:11,664households• Multi-familyrecyclingcollection:4,554units• Watersupplied:9.1millioncubicmetres• BathroomFixtureProgramrebatesfor

switchingtohigh-efficiencyfixtures:221• Capitalprojects:84,valuedat$6.7million

Engineering&Operationsprovidesandmaintainsanumberofessentialmunicipalservicesandinfrastructureincludingtransportation,roadsanddrainage,environmentalprotection,solidwastecollection,managementoftheCity’sfleet,andrelatedengineeringservicesincludingPoCoMAPandliaisingwithotherlevelsofgovernment,consultants,contractors,staff,specialinterestgroupsandthepublic.

engineering services• Reviews and processes development proposals,

subdivisionandbuildingpermitapplications,andavarietyofotherrequestsandpermitapplicationsforinfrastructurepurposes.

• ManagestheCity’sGISsystem(PoCoMAP)toprovidethepublicandstaffwithmapsandrelatedinformation,andasamunicipalinfrastructuretangiblecapitalassetsmanagementtool.

• ManagesallDepartmentcapitalprojectsandtheCity’slong-rangeinfrastructureprograms/plans.

• MaintainstheCity’sfleetandequipment.• Providesinternalengineeringsurveyservices.• ManagesDepartmentInformationServicesin

conjunctionwiththeCity’sISDivision.

transportation & drainage• Manages,operates,plansandmaintainstheCity’s:

· streetsystem,includingroadsurface,bridges,streetlighting,sidewalks,paths,trafficsignals,andtrafficsignage,

· storm drainage systems, including drainagepump stations, storm mains, catch basins,culverts,streams,anddikes,and

· water distribution and sewage collectionsystems.

• Developsandmanageslong-termplansformajorstreets,commuterroutesanddrainagesystems.

• Managesin-streamworksincludingworkinfish-sensitivewatercourses.

solid waste & recycling• Providesandmanagesgarbage,recyclingand

greenwastecollectionactivities.• Developsnewsolidwasteprogramstomeet

environmentalgoals.• ManagestheCity’sinventoryofsolidwastecarts.

annual RepoRt 2012

24

Fire & emergency services

2012 highlights• Openedanon-sitelivefiretrainingfacility.• UpdatedtheEmergencyOperationsCentre.• BecamearegisteredTrainingPartnerwith

CanadianRedCrosstoensureenhancedFirstResponderTrainingtocrews.

• TookaleadroleindevelopingtheCity’sEnvironmentalSpillResponsePlan.

• CompletedacomprehensiveDepartmentoperationalreview.

• Recruitedandtrainedfournewfirefighters.

stats & Facts• Totalcallsforservice:3,346• Alarmsystemsactivated:95• Carbonmonoxidealarms:7• Burningcomplaints:72• Explosions:2• Totalfires:181

· Structurefires:63 · Vehiclefires:17 · Brush/wildlandfires:63

• Hazardousmaterialscalls:32• Medicalresponse:1,942• Motorvehicleaccidents:394

· Extricationrequired:27• Publicserviceassist:129• Rescues–trench,highangle,confined

space:1• Smoke/unknownodoursreports:29• Wiresdown:43• Firebylawinspections:2,659• Communityparticipationinemergency

preparednesscourses:568attendees

Since1913,Fire&EmergencyServiceshasprovidedemergencyresponsetoourcommunitytoensureasafeplaceforitscitizenstolive,work,andplay.Theseservicesprovideforthepreservationoflife,propertyandtheenvironment,andareessentialtotheCity’sstrategicgoalofcommunitywell-being.

TheroleoftheDepartmenthasevolvedsinceitsinception.Itisnotonlyresponsibleforfireresponse,butresponsetorescuesandotheremergencysituationsincludingmedicalandenvironmentaldisasters,aswellasfireprevention,publiceducationandsupporttoseveralcommunityevents.

Fire protective services

administration

• Plans,organizesanddirectstheDepartment’sotherdivisions,andcoordinatesallmattersrelatedtostaffing,humanresources,budgetsandpersonnel.

public education• Coordinatesanddeliversavarietyofpublic

educationandawarenessprogramstocitizens.

emergency preparedness (ep) • DevelopsandimplementstheCity’sEPPlan.• OverseestheCityEmergencyOperationsCentre

andtrains/exercisesCityStaff.• DeliverspublicEPcourses/awarenesssessions.• ResponsibleforEPequipment,volunteersand

communications.

emergency services

suppression operations facilities and training• Ensures the training requirements and all

certificationsandoperationalstandardsaremet.• Ensurestheoperation/maintenanceoffacilities.• Responsibleforstaffdevelopment.

operations and fleet• MaintainstheDepartment’sfleetandequipment.• Overseescontracteddispatchservices.• SecuresDepartmentresources.

Fire protective services• Provideslifesafetyandfireprotectionservices.• ConductsCodeandBylawenforcement.• Responsibleforfireinvestigations.


25

parKs & recreation

2012 highlights• Addedanewartificialturffieldand

outdoorgymequipmentatGatesPark.• ImplementedtheAdopt-a-SPOT(street,

parkortrail)program.• Wasrecognizedfor290,000-kwhreduction

throughworkplaceenergyconservation.• Implementedwasteseparationprojectsat

recreationfacilitiesandcivicevents.• Implementedasportfieldupdatewebpage.• DevelopedaCorporateStrategicEnergy

ManagementPlan.

stats & Facts• Treesplanted:174• Recreationactivitiesoffered:1,388• Coursesoffered:12,303• Hoursofprogramming:43,043• Programregistrations:28,529• Servicesutilized:674,555• Grade5/Grade6passes–distributed:576,

utilized:4,160times• Participationinaquaticsprogramsand

services:236,620• Participationinhealth,wellness,sports,

activeprogramsandservices:197,568• Participationinchildrenandyouth

programsandservices:109,225• Library itemsborrowed:398,484• Libraryvisits:197,290• Librarycardholders:20,553• Newlibrarycardsissued:2,903• Libraryprogramattendance:12,218

Parks& Recreation contributes to the quality of lifeandpersonalwellnessofthecommunitybyprovidinga variety of programs, services and facilities. It alsooverseestheTerryFoxLibrary.

recreation services • OperatesHydeCreekRecreationCentre,Leigh

SquareCommunityArtsVillage,PortCoquitlamRecreationComplex,WilsonCentre,TerryFoxLibrary,outdoorandlearnerpools,outdoorgymandyouthskate/bikeparks.

• Providesprogramminginaquatics,skating,sportsandfitness,activeliving,artsandculture,andgeneralprogrammingforchildren,youth,adultsandseniorsofallabilities.

• Coordinatesvolunteerprogramandcivicevents.• SupportsEmergencySocialServices.• Createsopportunitiesforsupportingthegrowth

ofindividuals’abilitiesandincreasingthecommunity’scapacitytoaddressissues.

• Managesleaseholdcontracts(e.g.physiotherapy,retail,massagetherapyandfoodservices).

• Administersfacility/parksbookingsandcashmanagement.

parKs & Facility services

parks section • Responsiblefornumerousparks,trails,athletic

fields,playgrounds,ornamentalandurbanforestryareasandcemeteryoperations,alongwithsupportofthevariouscivicevents.

facilities services section • ResponsiblefortheCity’sFacilitiesLife

CycleandEnergyManagementprograms,theDepartment’sAssetManagementProgram,andprovidingsupporttootherdepartmentstoassistintheoperationandrepairoftheirfacilities.

• Coordinates designated renovation and constructionprojects.

parKs planning & design• Plansanddesignstheopenspacesystemsand

managesimplementationoflargerparkprojects.• CoordinatestheDepartment’scapitalprogram,

parklandacquisitionandenvironmentalconsiderationsrelatedtoparks.

annual RepoRt 2012

26

police services

TheCoquitlamRCMPteamservesajurisdictionthatincludesthevillagesofAnmoreandBelcarraaswellasthecitiesofCoquitlamandPortCoquitlam,apermanentresidentpopulationofmorethan185,000peoplethatisaugmentedbythethousandswhovisitourareaeverydayforbusinessandrecreation.

From24/7emergencyresponseandcriminalinvestigations;tocrimereduction,communityengagementandpartnerships,ourteamisalwaysworkingtobecomemoreeffectiveanddelivertopqualitypoliceservicesthathelpmakePortCoquitlamahappy,vibrantandsafecommunity.

In2012,theCoquitlamRCMPconsistedof211regularmembers,98.33FTEmunicipalemployeesandmorethanathousandvolunteersallworkingunderthedirectionofanintegratedleadershipteamcomprised

ofseniorRCMPofficersandcivilianmanagers.ItalsoparticipatesinregionalservicessuchasIntegratedForensicIdentificationServices(IFIS),IntegratedPoliceDogService(IPDS)andIntegratedCollisionAnalysisandReconstructionService(ICARS).

stats & Facts

Crime Types2011totals

2012totals

% change

Person CrimesAbduction 1 2 100%

Assault 664 735 11%AttemptedMurder 1 2 100%

Murder (1st & 2nd degree) 1 1 0%1 Robbery (w/weapon/to steal firearm) 51 95 86%

1 Robbery (other) 53 59 11%SexualAssault/Offence 68 77 13%

Property CrimesArson 50 60 20%

1 Break & enter (bus.) 431 455 6% 1 Break & enter (other) 127 144 13%

1 Break & enter (res.) 459 604 32%1 Fraud (credit/debit card) 106 117 10%

1 Fraud (identity) 79 80 1%Mischief 1373 1499 9%

Possessionofstolenproperty 106 121 14%1 Theft (identity) 13 11 -15%

Theft (other) 940 1094 16% 1 Theftofvehicle 394 415 5%

1Theftfromvehicle 2119 2077 -2%

data notes and Qualifiers:DataareforCoquitlamRCMPjurisdiction(seeabove.)1 2011&2012CrimeReductionStrategysignalcrimes.Fraud (debit/credit card)offencecode2160-20expiredDec31,2011.2011Fraud(debit/creditcard)statswerecollectedusing2160-20;2012Fraud(debit/creditcard)statswerecollectedusingCCJS:FraudType–CreditCard.Theft of Vehicleoffencecodes2135,2131,&2141wereusedtoobtainvehicletheftstatisticsfor2011duetoBillS-9,TacklingAutoTheftandTraffickinginPropertyObtainedbyCrime.UCRcodechangeswereineffectApril29,2011.Offencecode2135wasusedtoobtain2012vehicletheftstatistics. 2 Theprovincialgovernment’sImmediateRoadsideProhibition(IRP)legislationwasenforcedfromSeptember21,2010untilajudicialrulingonNovember30,2011foundsomeportionsoftheIRPprohibitions

violated the Canadian Charter of Rights and Freedoms.EnforcementoftheIRPlegislationwassuspendedfromDecember1,2011untilare-writtenIRPwasbroughtbackintoforceonJune15,2012.DuringtheIRPsuspension,policeenforcedtheimpaireddrivingsanctionsintheCriminalCode,coupledwiththeAdministrativeDrivingProhibition(ADP).3 ImpairedOperation:impairedbyalcohol&/ordrugs.

CriminalCodeoffencedatawascompiledusingselectPRIMEBCfilesandisnotcomprehensive.Alldataispreliminaryandsubjecttochangebasedoninvestigationalfactorsandrecordsdataqualityprocesses.Incasesofdiscrepancywithprevious/subsequentdata,themostcurrentdatawilltakeprecedence.Datawerecollectedusing“mostseriousoffence”scoringconsistentwithStatisticsCanadaandBCJusticeMinistry(PoliceServicesDivision)datacollectionpractices.

Crime Types2012totals

2012totals

% change

DrugsCocaine(possession) 85 76 -11%

Growoperation 17 21 24%Heroin (possession) 19 36 89%

Methamphetamine (possession) 41 42 2%Cocaine (traffic) 45 59 31%Heroin (traffic) 13 22 69%

Methamphetamine(traffic) 4 7 75%Traffic

Collision(fatal) 2 4 100%Collision (injury/non-fatal) 379 441 16%

Collision (property damage) 785 909 16%DangerousOperation 11 10 -9%3 ImpairedOperation 197 228 16%

Prohibited Driver 122 97 -20%2 Roadside Prohibitions 208 170 -18%

2 Immediate Roadside Prohibitions 613 241 -61%Other

1 Breach(bail/probation) 316 354 12%

27

financial section

annual RepoRt 2012

28

auditors’ report to the mayor and council

INDEPENDENT AUDITORS’ REPORT

To the Mayor and Council of the Corporation of the City of Port Coquitlam

We have audited the accompanying consolidated financial statements of the Corporation of the City of Port Coquitlam, which comprise the consolidated statement of financial position as at December 31, 2012, the consolidated statements of operations, changes in net financial assets and cash flows for the year then ended, and notes, comprising a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Consolidated Financial Statements

Management is responsible for the preparation and fair presentation of these consolidated financial statements in accordance with Canadian public sector accounting standards, and for such internal control as management determines is necessary to enable the preparation of consolidated financial statements that are free from material misstatement, whether due to fraud or error.

Auditors’ Responsibility

Our responsibility is to express an opinion on these consolidated financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the consolidated financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the consolidated financial statements. The procedures selected depend on our judgment, including the assessment of the risks of material misstatement of the consolidated financial statements, whether due to fraud or error. In making those risk assessments, we consider internal control relevant to the entity’s preparation and fair presentation of the consolidated financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the consolidated financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Opinion

In our opinion, the consolidated financial statements present fairly, in all material respects, the consolidated financial position of the Corporation of the City of Port Coquitlam as at December 31, 2012, and its consolidated results of operations, its consolidated changes in net financial assets, and its consolidated cash flows for the year then ended in accordance with Canadian public sector accounting standards.

Chartered Accountants May 13, 2013 Burnaby, Canada


29

consolidated statement oF Financial position

AS AT DECEMBER 31, 2012

2012 2011

FINANCIAL ASSETSCashandcashequivalents $4,415,670 $19,156,847Investments Note2 96,945,934 69,452,030Accountsreceivable Note3 8,358,262 7,585,233Due from other governments Note3 120,233 209,540

109,840,099 96,403,650

LIABILITIESAccountspayable Note4 17,804,486 17,499,884Deferred revenues Note5 8,800,313 9,054,868Developmentcostcharges Note6 16,168,234 13,381,545Post-employmentfuturebenefits Note7 2,637,000 2,483,733Debt Note8 23,596,492 24,082,814

69,006,525 66,502,844

NET FINANCIAL ASSETS 40,833,574 29,900,806

NON-FINANCIAL ASSETSTangiblecapitalassets Note14 624,343,868 615,872,378

Inventories 340,143 383,462Prepaidexpenses 243,252 149,171

624,927,263 616,405,011

ACCUMULATED SURPLUS Note9 $665,760,837 $646,305,817

CommitmentsandContingencies(Note11)

SeeaccompanyingNotestotheConsolidatedFinancialStatements


annual RepoRt 2012

30

consolidated statement oF operations

FOR THE YEAR ENDED DECEMBER 31, 2012

2012Budget

(Unaudited – Note 1c)

2012Actual

2011Actual

REVENUESTaxationandotherlevies $ 53,148,422 $53,223,045 $ 51,408,761Utilitycharges 16,899,900 17,142,437 15,986,605Saleofservices 13,775,200 9,291,771 9,316,520Contributions 8,447,172 16,343,520 26,385,317Investmentincome 325,000 1,599,460 1,377,712Other revenue 876,700 1,860,320 2,060,253 93,472,394 99,460,553 106,535,168

EXPENSES Note15

Engineering&Operations 19,835,564 16,732,490 15,771,176Parks&Recreation 17,422,989 16,104,407 15,507,201PoliceServices 12,946,605 12,205,654 11,682,596GeneralGovernment 8,878,165 8,009,999 8,120,318Fire&EmergencyServices 8,481,031 8,523,834 7,990,827DevelopmentServices 2,203,896 2,116,719 2,030,454WaterOperations 9,964,100 9,072,132 8,804,087SanitarySewerOperations 7,829,500 7,240,298 6,895,857

87,561,850 80,005,533 76,802,516

ANNUAL SURPLUS 5,910,544 19,455,020 29,732,652

ACCUMULATED SURPLUS, beginning of year 646,305,817 646,305,817 616,573,165

ACCUMULATED SURPLUS, end of year $652,216,361 $665,760,837 $646,305,817




31

consolidated statement oF cash Flows


CASH PROVIDED (USED) BY: 2012 2011

OPERATING TRANSACTIONS Annualsurplus $19,455,020 $29,732,652Increaseinnon-cashoperatingitems 2,102,252 4,599,638Itemsnotinvolvingcash:

Non-cashdevelopercontributions (12,560,684) (19,494,583) Amortization 11,214,392 10,771,403Lossondisposals 750,382 537,018Write-downsofTangibleCapitalAssets 1,869,727 187,548Non-cashpensionexpense 153,267 112,000

Cash contributed by operations 22,984,356 26,445,676

FINANCING TRANSACTIONSDebtrepayment (486,322) (471,434)

Cash used in financing (486,322) (471,434)

CAPITAL TRANSACTIONSCashusedtoacquiretangiblecapitalassets (9,745,307) (12,594,018)Cashreceivedfromdisposalsoftangiblecapitalassets - 586,469

Cash used in capital (9,745,307) (12,007,549)

INVESTING TRANSACTIONSNetpurchaseofinvestments (129,493,904) (199,641,135)Redemptionofinvestments 102,000,000 197,000,000

Cash used in investing (27,493,904) (2,641,135)

INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS (14,741,177) 11,325,558

CASH AND CASH EQUIVALENTS, beginning of year 19,156,847 7,831,289 CASH AND CASH EQUIVALENTS, end of year $4,415,670 $19,156,847



annual RepoRt 2012

32

consolidated statement oF change in net Financial assets


2012Budget

(Unaudited – Note 1c)

2012Actual

2011Actual

AnnualSurplus $ 5,910,544 $19,455,020 $ 29,732,652AcquisitionofTangibleCapitalAssets (20,071,940) (9,745,307) (12,594,018)ContributionofTangibleCapitalAssets (1,000,000) (12,560,684) (19,494,583)AmortizationofTangibleCapitalAssets 13,000,000 11,214,392 10,771,403Write-downsandnetdisposals - 2,620,109 1,311,035Use of inventories - 43,319 69,412Acquisitionofprepaidexpenses - (94,081) (12,359)

INCREASE IN NET FINANCIAL ASSETS (2,161,396) 10,932,768 9,783,542

OPENING NET FINANCIAL ASSETS 29,900,806 29,900,806 20,117,264

CLOSING NET FINANCIAL ASSETS $ 27,739,410 $40,833,574 $ 29,900,806




33

notes to the consolidated Financial statements

1. signiFicant accounting policiesTheCorporationof theCityofPortCoquitlam (the “City”) is incorporatedunder theLocal Government Act of British Columbia.TheCity’sprincipalactivitiesincludetheprovisionoflocalgovernmentservicestoresidentsofthe incorporatedarea.Theseincludeadministrative,protective,transportation,environmental,recreational,waterandsanitarysewerservices.

The consolidated financial statements of the City are prepared in accordance with Canadian generally acceptedaccountingprincipalsasprescribedby thePublicSectorAccountingBoard(“PSAB”)of theCanadianInstituteofCharteredAccountants.

a. Basis of PresentationThe consolidatedfinancial statements comprise theCity’sGeneral,Water, Sewer andReserve funds and thePortCoquitlamCommunityFoundation.Allinter-fundandinter-entitybalanceshavebeeneliminated.

UndertheCommunityCharter,CityCouncilmay,bybylaw,establishreservefundsforspecifiedpurposes:(i)InternallyrestrictedreservesareinaccordancewithCitypolicyandwithbylawsadoptedbyCouncilpursuanttotheCommunityCharter.Thepolicyandbylawsdefinethefundingsourceforeachreserveandtheirusage.(ii) Statutorily restricted reserves are reserves restricted by the provincial government in accordance with theCommunityCharter.Thelegislationdefinesthefundingsourceforeachreserveandtheirusage.(iii)DevelopmentCostChargesarereservesrestrictedbytheLocal Government Act.Thelegislationandbylawsdefinethefundingsourceforeachreserveandtheirusage.

Trust funds are those that are administered for certain beneficiaries. In accordancewithPSAB recommendations,trustfundsarenotincludedintheCity’sconsolidatedfinancialstatements.TrustfundsadministeredbytheCityarepresentedinnote12.

b. Basis of AccountingTheCityfollowstheaccrualmethodofaccountingforrevenuesandexpenses.Revenuesarerecognizedintheyearinwhichtheyareearnedandmeasurable.Expensesarerecognizedastheyareincurredandmeasurableasaresultofreceiptofgoodsandservicesand/orthecreationofalegalobligationtopay.

c. Unaudited Budget InformationTheunauditedbudgetinformationreportedintheconsolidatedstatementofoperationsandtheconsolidatedstatementofchangeinnetfinancialassetsreflectsthe2012FinancialPlanBylawadoptedbyCityCouncilonMay14,2012.

d. Cash and Cash EquivalentsCashandcashequivalentsconsistofcash,highlyliquidmoneymarketinvestmentsandinvestmentswithmaturitiesoflessthan90daysatacquisition.

e. InvestmentsInvestmentsarerecordedatcost.Investmentpremiumsanddiscountsareamortizedoverthetermoftherespectiveinvestment.Aninvestmentiswrittendownwhenthereisalossinthevalueoftheinvestmentthatisotherthanatemporarydecline.

f. Deferred RevenueDeferredrevenueconsistsofprepaidpropertytaxes,utilities,andrecreationprogramfeespaidinadvanceforservicesyettobeprovided.TheCitydefersaportionoftherevenuecollectedfrompermits,licensesandotherfeesandrecognizesthisrevenueintheyearinwhichrelatedinspectionsareperformedorotherrelatedexpendituresareincurred.

Restrictedtransfersfromgovernmentsaredeferredandrecognizedasrevenueintheyearinwhichtherelatedexpendituresareincurred.

Unrestrictedtransfersarerecognizedasrevenuewhenreceived.

YEAR ENDED DECEMBER 31, 2012

annual RepoRt 2012

34

notes to consolidated Financial statements

1. signiFicant accounting policies (cont.)g. Development Cost Charges

Developmentcostcharges,collectedtopayforcapitalprojectsduetobedeveloped,aredeferreduponreceiptandarerecognizedasrevenuewhenthecapitalcostsforwhichtheywerecollectedareincurred.

h. Post-employment Future BenefitsTheCityanditsemployeesmakecontributionstotheMunicipalPensionPlan.Asthisplanisamulti-employeeplan,contributionsareexpensedasincurred. .

Post-employmentbenefitsalsoaccruetoCityemployees.Liabilitiesrelatedtothesebenefitsareactuariallydeterminedbasedonserviceandbestestimatesofretirementagesandexpectedfuturesalaryandwageincreases.Liabilitiesunderthesebenefitsplansareaccruedbasedonprojectedbenefitsastheemployeesrenderservicesnecessarytoearnthefuturebenefits.

i. Long-Term Debt Long-termdebtisrecordedintheconsolidatedfinancialstatementsnetofrepaymentsandactuarialadjustments.

j. Non-financial AssetsNonFinancialAssetsarenotavailabletodischargeexistingliabilitiesandareheldforuseintheprovisionofservices.Theyhaveuseful livesextendingbeyond thecurrentyearandarenot intendedforsale in theordinarycourseofoperations.

Tangible Capital AssetsTangible capital assets are recorded at cost which includes amounts that are directly attributable to acquisition,construction,developmentorbettermentoftheasset.Thecost,lessresidualvalue,isamortizedonastraightlinebasisovertheasset’susefullifeasfollows:

MAjOR ASSET CATEGORY USEFUL LIFE MAjOR ASSET CATEGORY USEFUL LIFELand Notamortized DrainageInfrastructure 25 to 100 yearsParksInfrastructure 3 to 100 years LandImprovements 45 to 100 yearsVehicles,Machinery&Equipment 5 to 25 years WaterInfrastructure 25 to 80 yearsTransportationInfrastructure 10 to 100 years SanitaryInfrastructure 25 to 100 yearsBuildings 20 to 70 years

Amortizationbeginsthemonththeassetisinuseandendswhentheassetisdisposedordecommissioned.Assetsunderconstructionarenotamortizeduntiltheassetisavailableforproductiveuse.

Tangiblecapitalassetsreceivedascontributionsarerecordedatfairvalueatthedateofreceiptandthevaluerecordedasrevenue.

Interestiscapitalizedwheneverexternaldebtisissuedtofinancetheconstructionoftangiblecapitalassets.

Anyleasesfortangiblecapitalassetswhichtransfersubstantiallyallofthebenefitsandrisksincidentaltoownershipofpropertyareaccountedforasleasedtangiblecapitalassets.Allotherleasesareaccountedforasoperatingleasesandpaymentschargedtoexpensesasincurred.

Naturalresources,worksofartandhistoricassetsarenotrecordedasassetsinthesefinancialstatements.

InventoriesInventoriesheldforconsumptionorresalearerecordedatthelowerofcostandreplacementcost.


35


k. Use of EstimatesPreparationoffinancialstatementsrequiresmanagementtomakeestimatesandassumptionsthataffectthereportedamountsofassetsandliabilitiesatthedateofthefinancialstatements,andthereportedrevenueandexpendituresduringthereportingperiod.Significantareasrequiringtheuseofmanagementestimatesrelatetothedeterminationofpost-employmentbenefits,allowancefordoubtfulaccountsreceivable,provisionforcontingenciesandusefullivesoftangiblecapitalassets.Actualresultsmaydifferfrommanagement’sestimatesasadditionalinformationbecomesavailable.Adjustments,ifany,willbereflectedinthefinancialstatementsintheperiodthatthechangeinestimateismade,aswellasintheperiodofsettlementiftheamountisdifferent.

l. Segment DisclosureAsegmentisdefinedasadistinguishableactivityorgroupofactivitiesofagovernmentforwhichitisappropriatetoseparatelyreportfinancialinformationtoachievetheobjectivesofthestandard.FinancialinformationispresentedinsegmentedformatinNote15.

2. investmentsInvestmentshavematuritydatesofmorethan90daysatacquisitionandincludetermdeposits increditunionsanddepositsintheMunicipalFinanceAuthority.Short-termdepositsincludetermdepositsincreditunionswithvaryingmaturity dates from January2013 toDecember2013. Investments are guaranteedby either theProvinceofBCorAlberta.Investmentshaveratesofreturnrangingfrom0.97%to6.49%withvaryingmaturitydatesfromJanuary2013uptoDecember2014.

2012 2011Short-termdeposits $ 73,000,000 $ 46,000,000Governmentbonds 3,657,104 3,433,743MunicipalFinanceAuthorityIntermediateFund 20,288,830 20,018,287

$ 96,945,934 $ 69,452,030

3. accounts receivaBle and due From other governments

2012 2011ACCOUNTS RECEIVABLEPropertytaxandutilityreceivable $ 3,188,335 $ 3,012,910Accountsreceivable 2,357,198 2,001,082Developmentcostchargesreceivable 1,448,280 1,242,708HSTreceivable 545,638 574,313Other 818,811 754,220

8,358,262 7,585,233

DUE FROM OTHER GOVERNMENTSGovernmentofCanada $ 15,536 $ -ProvinceofBC 62,785 49,673City of Coquitlam - 115,173SchoolDistrict#43 41,912 44,694

120,233 209,540

$ 8,478,495 $ 7,794,773

annual RepoRt 2012

36


4. accounts payaBle2012 2011

Accountspayableandaccruedliabilities $ 13,186,789 $ 13,670,332Wagesandbenefitspayable 3,538,814 2,824,934Statutoryholdbacks 309,503 756,581Due to other governmentsProvinceofBC 12,242 73,101MetroVancouver 757,138 174,936

$ 17,804,486 $ 17,499,884

5. deFerred revenuesDeferredrevenuesrelatetoamountsdepositedinadvanceofservicesperformed.

2012 2011

Propertytaxandutilities $ 6,658,652 $ 7,353,376Programsandservices 2,141,661 1,701,492

$ 8,800,313 $ 9,054,868

6. development cost chargesBalance,

beginning of year

Third PartyContributions

Interest Allocation

Capital Expenses

Balance,end of year

AREA 1

Drainage $ 3,520,808 $ 118,121 $ 66,500 ($37,372) $ 3,668,057Transportation 6,409,698 730,502 113,753 (2,999) 7,250,954Parks 3,743,382 678,651 - (619,488) 3,802,545Water 4,148,336 51,452 79,890 - 4,279,678Sanitary 1,268,419 28,374 24,359 - 1,321,152AREA 2

Drainage (1,352,542) 148,137 (24,636) - (1,229,041)Transportation (8,497,651) 1,798,516 (147,049) (65,152) (6,911,336)Parks 1,251,990 26,524 - - 1,278,514Water 919,105 28,084 17,981 - 965,170Sanitary 581,280 28,494 11,476 - 621,250Parks Interest 1,012,954 - 112,443 (4,106) 1,121,291

$ 13,005,779 $ 3,636,855 $ 254,717 ($729,117) $16,168,234Other 375,766 - - (375,766) -TOTAL DEVELOPER CONTRIBUTIONS $ 13,381,545 $ 3,636,855 $ 254,717 ($1,104,883) $16,168,234


37


7. post-employment Future BeneFitsTheCityprovidescertainpost-employmentbenefits,compensatedabsences,andterminationbenefitstoitsemployees.UponleavingtheCity,certainexemptemployees,andUnionemployeesarepaidaseverance.

Theamountrecordedforthesebenefitsisbasedonanactuarialvaluationdonebyanindependentfirmofactuariesusingaprojectedbenefitactuarialvaluationmethodpro-ratedonservices.ThemostrecentactuarialvaluationoftheCity’sfuturebenefitswascompletedasatDecember31,2012.

InformationregardingtheCity’sobligationsforthesebenefitsisasfollows:

2012 2011

Accruedbenefitobligation,beginningoftheyear $ 2,736,000 $ 2,624,000Servicecost 155,000 160,000Interestcost 111,000 127,000Benefitpayments (153,000) (226,000)Amortizationofnetactuariallosses (77,000) 51,000Accruedbenefitobligation,endoftheyear 2,772,000 2,736,000Unamortizedactuarialloss (135,000) (252,267)Accruedbenefitliability $ 2,637,000 $ 2,483,733

Theunamortizedactuariallossisamortizedoveraperiodequaltotheemployees’averageremainingservicelifetime.ThesignificantactuarialassumptionsadoptedinmeasuringtheCity’saccruedbenefitliabilityareasfollows:

2012 2011

Discountrates 3.50% 4.00%Expectedfutureinflationrates 2.25% 2.25%Expectedcompensationincreases 2.50% 3.25%

8. deBtTheCityincursdebtthroughtheMunicipalFinanceAuthorityinaccordancewiththeCommunityChartertofinancecertaincapitalexpenditures.The2012interestexpenseis$1,032,500(2011-$1,032,500).Thedebtbalanceisasfollows:

2012 2011

Gross DebtRepayments

and Actuarial Adjustments

Net Debt Net Debt

CoastMeridianOverpass,Bylaw3611,4.13%,due2039 $ 25,000,000 $1,403,508 $ 23,596,492 $ 24,082,814

FuturesinkingfundandprincipalpaymentsonnetoutstandingdebtoverthenextfiveyearsandthereafterarepaidfromtheGeneralFundandareasfollows:

2013 $ 445,7522014 445,7522015 445,7522016 445,7522017 445,752Thereafter 21,367,732

$ 23,596,492

annual RepoRt 2012

38


9. accumulated surplus2012 2011

EQUITY IN FINANCIAL ASSETS

Restricted Reserves:General $ 38,005,534 $ 31,866,547 Water 2,019,467 1,852,612 Sewer 3,367,923 3,261,567

43,392,924 36,980,726 Unrestricted Reserves:General (7,506,995) (10,325,040) Water 3,669,718 2,368,528 Sewer 1,277,927 876,592

(2,559,350) (7,079,920)EQUITY IN NON-FINANCIAL ASSETS

Tangible Capital Assets 624,343,868 615,872,378 Inventory and Prepaids 583,395 532,633

624,927,263 616,405,011

$ 665,760,837 $ 646,305,817

10. pension planTheCityanditsemployeescontributetotheMunicipalPensionPlan(thePlan),ajointlytrusteedpensionplan.TheBoardofTrustees,representingplanmembersandemployers,isresponsibleforoverseeingthemanagementofthePlan,includinginvestmentoftheassetsandadministrationofbenefits.ThePlanisamulti-employercontributorypensionplan.Basicpensionbenefitsprovidedarebasedonaformula.Theplanhasabout176,000activemembersandapproximately67,000retiredmembers.Activemembersincludeapproximately35,000contributorsfromlocalgovernments.

ThemostrecentactuarialvaluationasatDecember31,2009indicateda$1,024millionfundingdeficitforbasicpensionbenefits.ThenextvaluationwillbeasofDecember31,2012withresultsavailablein2013.DefinedcontributionplanaccountingisappliedtothePlanasthePlanexposestheparticipatingentitiestoactuarialrisksassociatedwiththecurrentandformeremployeesofotherentities,withtheresultthatthereisnoconsistentandreliablebasisforallocatingtheobligation,PlanassetsandcosttoindividualentitiesparticipatinginthePlan.

The City paid $2,169,844 (2011 - $2,087,309) for employer contributions to the Plan in fiscal 2012. Employeescontributed$1,769,075in2012(2011-$1,665,513).


39


11. commitments and contingenciesa. TheCity has a contractwith the federal governmentwhereby the federal government providesRoyalCanadian

Mounted Police (RCMP) policing services. RCMPmembers and the federal government are currently in legalproceedingsregardingpayraisesfor2009and2010thatwereretractedforRCMPmembers.AsthefinaloutcomeofthelegalactionandthepotentialfinancialimpacttotheCityisnotdeterminable,theCityhasnotrecordedanyprovisionforthismatterinthefinancialstatementsasatDecember31,2012.

b. The loanagreementswith theGreaterVancouverRegionalDistrictand theMunicipalFinanceAuthorityprovidethat,ifatanytimethescheduledpaymentsprovidedforintheagreementsarenotsufficienttomeettheAuthority’sobligationsinrespectofsuchborrowing;theresultingdeficiencybecomesajointandseveralliabilityoftheCityandtheotherparticipants.

c. AnumberoflegalclaimshavebeeninitiatedagainsttheCityinvaryingorunspecifiedamounts.Theoutcomeoftheseclaimscannotreasonablybedeterminedatthistime.Theamountofloss,ifany,arisingfromtheseclaimswillberecordedintheperiodinwhichthelossisrealized.LiabilityinsuranceiscarriedbytheCity,subjecttoadeductibleof$250,000.TheCityselfinsuresclaimsunder$250,000.

d. TheCityisashareholderandmemberofE-CommEmergencyCommunicationsforSouthwestBritishColumbiaIncorporated (E-Comm)whose services provided include: regional 9-1-1 call centre for the GreaterVancouverRegionalDistrict;WideAreaRadionetwork;dispatchoperations;andrecordsmanagement.TheCityhas1ClassAshareand2ClassBshares.ClassAshareholdersareobligatedtoshareinbothfundingtheongoingoperationsandanyadditionalcostsrelatingtocapitalassets(inaccordancewithacostsharingformula)whileClassBshareholdersarenotobligatedtoshareinfundingofongoingoperatingcosts.Inaccordancewiththemembers’agreement,uponwithdrawalfromE-Comm,classAshareholdersshallbeobligatedtopaytothewithdrawaldateasrequestedbyE-CommtheirshareoftheclassAshareholders’obligationtoanylong-termcapitalobligations,includinganyleaseobligations.ThisincludesanyleaseobligationsorrepaymentsthereofcommittedtobyE-commuptothewithdrawaldate.

e. TheCity provides a share of both the ongoing operations and any additional costs relating to capital assets (inaccordancewithanegotiatedagreement)fortheRCMPbuildinglocatedat2986GuildfordWay,Coquitlam.

12. trust FundsCertainassetshavebeenconveyedorassignedtotheCitytobeadministeredasdirectedbyanagreementorstatute.TheCityholdstheassetsforthebenefitof,andstandsinafiduciaryrelationship,tothebeneficiary.ThefollowingtrustfundisexcludedfromtheCity’sfinancialstatements:

2012 2011

CEMETERY PERPETUAL CARE FUND

Cashbalance,beginningofyear $1,146,049 $1,093,149Netcontributionsreceived(refunded) 39,305 32,088Interest earned 22,463 20,812

Cashbalance,endofyear $1,207,817 $1,146,049

13. comparative FiguresCertaincomparativefigureshavebeenreclassifiedtoconformwiththefinancialstatementpresentationadoptedforthecurrentyear.

annual RepoRt 2012

40


14. tangiBle capital assetsa. AssetsUnderConstruction:Assetsunderconstructionhavingavalueof$2,262,875(2011-$1,654,205)havenotbeen

amortized.Amortizationoftheseassetswillcommencewhentheassetsareputintoservice.

b. ContributedTangibleCapitalAssets:Contributedcapitalassets(includingtransportation,drainage,waterandsanitarysewerassets)havebeenrecognizedatfairmarketvalueatthedateofcontribution.Thevalueofcontributedassetsreceivedduringtheyearis$10,699,542(2011-$19,494,583).


LandParks

Infrastructure

Vehicles, Machinery, Equipment

Transportation Infrastructure

COSTOpeningBalance $ 213,837,028 $ 19,889,502 $ 18,875,940 $ 247,522,651 Add: Additions 2,645,646 1,767,453 1,002,749 6,725,784Add/(Deduct):TransfersfromAUC - 705,633 - 148,399Less:Disposals - 604,170 197,512 1,536,948Less:Write-downs(adjustments) - - - 1,046,236ClosingBalance 216,482,674 21,758,418 19,681,177 251,813,650

ACCUMULATED AMORTIZATIONOpeningbalance - 11,493,408 10,899,820 39,664,288 Add: Amortization - 755,920 1,376,330 4,128,806Less:AccumulatedAmortizationonDisposals - 591,234 197,512 853,609Closingbalance - 11,658,094 12,078,638 42,939,485

Net book value as at December 31, 2012 $ 216,482,674 $ 10,100,324 $ 7,602,539 $ 208,874,165


LandParks

Infrastructure

Vehicles, Machinery, Equipment

Transportation Infrastructure

COSTOpeningBalance $ 204,289,469 $ 19,143,923 $ 18,105,910 $ 236,572,624 Add: Additions 9,547,812 76,709 967,003 7,269,356Add/(Deduct):TransfersfromAUC - 1,034,362 269,960 5,126,343Less:Disposals 253 365,500 466,919 1,446,456Less:Write-downs(adjustments) - (8) 14 (784)ClosingBalance 213,837,028 19,889,502 18,875,940 247,522,651

ACCUMULATED AMORTIZATIONOpeningbalance - 11,182,081 9,851,393 36,386,250 Add: Amortization - 676,827 1,515,346 3,893,984Less:AccumulatedAmortizationonDisposals - 365,500 466,919 615,946Closingbalance - 11,493,408 10,899,820 39,664,288

Net book value as at December 31, 2011 $ 213,837,028 $ 8,396,094 $ 7,976,120 $ 207,858,363


41


Buildings DrainageLand

Improvements Water Sanitary Sewer

Assets Under Construction

(AUC) 2012 Total

$ 35,662,961 $ 81,584,965 $ 20,257,243 $ 67,798,245 $ 55,406,058 $ 1,654,205 $762,488,7982,170 4,968,733 61,241 1,891,148 901,306 2,339,761 22,305,991

- 154,687 - 713,787 - (1,722,506) -- 10,905 - 130,548 21,737 - 2,501,820- 1,042,292 - (205,877) (21,508) 8,584 1,869,727

35,665,131 85,655,188 20,318,484 70,478,509 56,307,135 2,262,876 $780,423,242

13,762,417 24,254,304 4,610,407 25,017,325 16,914,451 - $146,616,4201,017,837 1,242,484 286,805 1,577,873 828,337 - 11,214,392

5,519 - 89,104 14,460 - 1,751,43814,780,254 25,491,269 4,897,212 26,506,094 17,728,328 - 156,079,374

$ 20,884,877 $ 60,163,919 $ 15,421,272 $ 43,972,415 $ 38,578,807 $ 2,262,876 $ 624,343,868

Buildings Drainage Land Improvements Water Sanitary Sewer

Assets Under Construction

(AUC)2011 Total

$ 33,177,727 $ 73,126,745 $ 16,846,405 $ 63,740,491 $ 53,576,974 $ 15,247,901 $733,828,169- 3,150,466 - 1,868,257 1,361,892 7,847,106 32,088,601

3,184,051 5,297,332 3,410,838 2,401,077 503,629 (21,227,592) -698,817 22,055 - 204,871 35,553 - 3,240,424

- (32,477) - 6,709 884 213,210 187,54835,662,961 81,584,965 20,257,243 67,798,245 55,406,058 1,654,205 762,488,798

13,313,613 23,128,636 4,349,191 23,618,272 16,132,518 - $137,961,954978,406 1,135,711 261,216 1,509,843 800,070 - 10,771,403529,602 10,043 - 110,790 18,137 - 2,116,937

13,762,417 24,254,304 4,610,407 25,017,325 16,914,451 - 146,616,420

$ 21,900,544 $ 57,330,661 $ 15,646,836 $ 42,780,920 $ 38,491,607 $ 1,654,205 $ 615,872,378

c. Worksofartandhistoricaltreasures:TheCitymanagesandcontrolssomeworksofartandnon-operationalhistoricalassetslocatedatCitysitesandpublicdisplayareas.Theseassetsarenotrecordedastangiblecapitalassetsandarenotamortized.

d. Write-down(adjustments)oftangiblecapitalassets:Thewrite-downoftangiblecapitalassetsduringtheyearwas$1,869,727(2011-$187,548).

annual RepoRt 2012

42


15. operations By segmentTheCityofPortCoquitlamprovidesawiderangeofmunicipalservicestoitsresidents,businesses,industries,farmsandotherpropertieswithinitsboundaries.Engineeringstructuresandservices,parksandrecreationfacilities,police,generalgovernment,fireandemergency,planninganddevelopment,waterandsanitaryseweraretheoperatingsegmentsoftheCity.TheCity’soperationsandactivitiesareorganizedandreportedbysegmentsbroadlybasedondepartmentalbusinessunits.Thedepartmentsdisclosedinthesegmentedinformation,alongwiththeservicestheyprovide,areasfollows:

Engineering & Operations: Providesandmaintainsanumberofessentialmunicipalservicesandinfrastructureincludingtransportation,roadsanddrainage,environmentalprotection,solidwastecollection,managementoftheCity’sfleetandrelatedengineeringservices.

Parks & Recreation: Supportsasenseofcommunityandcommunitywell-being.Parks,trails,athleticfields,aquatics,skating,sports,fitness,activeliving,arts,culture,andthelibraryalongwithgeneralprogrammingforpeopleofallagesareservicesprovidedforcommunityspiritandhealth.

Police Services:IsasharedservicewiththeCityofCoquitlamthatprotectsthecommunityfromcriminalactivityandensurespublicsafety.Reactive,response-orientedpolicingiscombinedwithstrategic,proactivepolicingtodeliveraneffective,affordablepolicingmodeltothecommunity.

Engineering & Operations

Parks & Recreation

Police Services

General Government

REVENUETaxationandotherlevies $ - $ - $ - $ 53,071,344Utility Rates - - - -SaleofServices 3,239,749 3,601,911 42,395 1,012,441Contributions 11,407,088 991,102 882,728 756,012InvestmentIncome - - - 1,494,652Other Revenue 576,270 12,913 - 1,205,522

$ 15,223,107 $ 4,605,926 $ 925,123 $ 57,539,971

EXPENSESSalariesandBenefits $ 5,382,632 $ 9,385,340 $ 74,879 $ 5,077,273ContractedandOtherServices 3,133,004 2,420,397 11,958,054 1,045,827SuppliesandMaterials 1,194,152 2,819,240 18,084 267,318Amortization 6,333,978 1,479,430 154,637 579,867Interest and Bank Charges - - - 1,039,714LossonDisposalsandWritedowns 688,724 - - -

$16,732,490 $ 16,104,407$12,205,654 $ 8,009,999

Annual Surplus $ (1,509,383) $ (11,498,481) $(11,280,531) $ 49,529,972


43


Fire & Emergency Services

Development Services

Water Operations

Sanitary Sewer Operations 2012 2011

$ - $151,701 $ - $ - $ 53,223,045 $ 51,408,761- - 9,847,126 7,295,311 17,142,437 15,986,605

6,901 1,388,374 - - 9,291,771 9,316,520- - 1,561,614 744,976 16,343,520 26,385,317- - 47,380 57,428 1,599,460 1,377,712

58,965 - 6,650 - 1,860,320 2,060,253 $ 65,866 $ 1,540,075$11,462,770 $ 8,097,715 $ 99,460,553 $ 106,535,168

$7,533,172 $1,833,083 $573,144 $303,074 $30,162,597 $28,760,927412,724 268,027 1,288,647 6,031,996 26,558,676 25,046,523317,666 15,609 5,578,088 69,614 10,279,771 10,096,490260,272 - 1,577,873 828,337 11,214,394 10,771,404

- - - - 1,039,714 1,041,015- - 54,380 7,277 750,381 1,086,157

$ 8,523,834 $ 2,116,719 $ 9,072,132 $ 7,240,298 $ 80,005,533 $ 76,802,516

$ (8,457,968) $ (576,644) $ 2,390,638 $ 857,417 $ 19,455,020 $ 29,732,652

General Government: SupportstheprimaryservicesprovidedbytheCity.Thesesupportservicesinclude,legislative,finance,informationsystems,bylawservices,humanresources,andcommunications.Thesegmentisresponsibleforadoptingbylawsandpolicy;levyingandcollectingtaxesandutilities;acquiring,disposingandmanagingCityassets;maintaininginformationtechnologysystemsandapplications;ensuringeffectivefinancialmanagementandcommunication;administeringcollectiveagreementsandpayroll;emergencyplanningandcorporatetraining;andperformancereporting.

Fire & Emergency Services: ThemandateoftheFire&EmergencyServicesDepartmentistoprotectlife,propertyand the environment through the provision of emergency response, inspections, code enforcement and publiceducation.

Development Services:DevelopmentServicesisresponsibleforpreparinglanduseplans,bylawsandpoliciesforsustainabledevelopmentoftheCityandforreviewingandapprovingnewdevelopmentandbuildingpermitsandinspections.

Water Operations: ThewaterutilityisanessentialservicedeliveredbytheCitytoitsresidentsandbusinessesforthesupplyofhighquality,potablewateratflowsandpressuressuitableforfireprotection.

Sanitary Sewer Operations: ThesanitarysewerutilityisanessentialserviceprovidedbytheCitytoitsresidentsandbusinessesforthecollectionanddisposalofliquidwastes.

annual RepoRt 2012

44

strategic plan

45

statistical section (unaudited)

annual RepoRt 2012

46

average home municipal property taxation and utility levels

$ 4,896

$ 3,770

$ 3,636

$ 3,418

$ 3,394

$ 3,213

$3,138

$ 3,035

$ 3,000

$ 2,922

$ 2,868

$ 2,813

$ 2,745

$ 2,711

$ 2,673

$ 2,597

$ 2,523

$ 0 $ 1,000 $ 2,000 $ 3,000 $ 4,000 $ 5,000 $ 6,000

West Vancouver

Vancouver

North Van. District

New Westminster

Port Moody

Coquitlam

Average

Richmond

Burnaby

North Van. City

Delta

Port Coquitlam

Maple Ridge

Pitt Meadows

Langley Township

Langley City

Surrey

Source:BCMinistryofCommunity,Sport&CulturalDevelopment


47

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

9,000

10,000

2008 2009 2010 2011 2012

Total Land Total Improvements

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

40,000,000

45,000,000

2008 2009 2010 2011 2012

Land Sale Equipment Operating Capital

assessed values For general municipal purposes

summary oF maJor statutory reserve Funds

Source:BCAssessmentAuthorityDollars (000,000)

Source:CityofPortCoquitlamFinanceDivisionDollars

annual RepoRt 2012

48

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

2008 2009 2010 2011 2012

General Purposes Tax Solid Waste Levies Water User Rates Sewer User Rates Collections for Other Governments

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

140,000,000

2008 2009 2010 2011 2012

Taxation Capital Revenues Asset Disposals Utility Revenues City Services and Other Grants

revenues By source

taxes, maJor levies and other government collections

Source:CityofPortCoquitlamFinanceDivision


Dollars

Dollars


49

0

5,000,000

10,000,000

15,000,000

20,000,000

25,000,000

30,000,000

35,000,000

Salaries and Benefits Materials Contracted Services Amortization Other

2008 2009 2010 2011 2012

0

2,000,000

4,000,000

6,000,000

8,000,000

10,000,000

12,000,000

14,000,000

16,000,000

18,000,000

Engine

ering

& O

perat

ions

Parks &

Recreat

ion

Police

Service

s

Genera

l Gov

ernmen

t

Fire &

Emergen

cy Serv

ices

Develo

pmen

t Serv

ices

Water O

perat

ions

Sanita

ry Sew

er Ope

ration

s

2008 2009 2010 2011 2012

expense By Function

expense By oBJectSource:CityofPortCoquitlamFinanceDivision


$80,005,533$68,226,963 $69,162,989 $74,589,869 $76,802,516

ANNUAL TOTALS

$68,226,963 $69,162,989 $74,589,869 $76,802,516

ANNUAL TOTALS

20122008 2009 2010 2011

Dollars

Dollars

$80,005,53320122008 2009 2010 2011

annual RepoRt 2012

50

0

200

400

600

800

1,000

1,200

1,400

1,600

2008 2009 2010 2011 2012

Capital per Capita Net Debt Per Capita

capital expenditures and net deBt per capita

surplus, accumulated surplus, net Financial assets and deBt



Dollars

Dollars

0

100,000,000

200,000,000

300,000,000

400,000,000

500,000,000

600,000,000

700,000,000

Surplus Accumulated Surplus

Net Financial Assets

Gross Debt Net Debt

2008 2009 2010 2011 2012


51

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2008 2009 2010 2011 2012

General Levy Water Levy Sewer Levy Reserve Funds Other

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

2008 2009 2010 2011 2012

General Water Sewer

capital expenditures By Fund

capital expenditures By source



Dollars

Dollars

annual RepoRt 2012

52

0

20,000,000

40,000,000

60,000,000

80,000,000

100,000,000

120,000,000

2008 2009 2010 2011 2012

Building Permits - Total Value Total Tax Collection

property taxes levied and collected

Thousands

2008 2009 2010 2011 2012

CityofPortCoquitlam-tax $40,068 $43,613 $46,926 $49,594 $ 51,408 RegionalDistrict 689 709 744 791 755

BC Assessment 721 765 786 814 821 FinanceAuthority 2 2 2 2 3

SchoolDistrict 22,773 22,940 23,346 23,853 24,369 BC Transit Authority 4,879 5,232 5,384 5,598 5,546

TOTAL CURRENT TAXES LEVIED 69,132 73,261 77,188 80,651 82,902

Currenttaxcollected($) 67,617 71,776 75,306 79,035 81,158 Currenttaxcollected(%) 97.81% 97.97% 97.56% 98.00% 97.90%

Taxarrearsbeginningofyear 1,562 1,987 2,503 2,515 2,182

Taxarrearscollected($) 1,085 1,449 1,765 1,696 1,354 Taxarrearscollected(%) 69.46% 72.92% 70.52% 67.43% 62.04%

TOTAL TAX COLLECTIONS ($) $ 68,702 $ 73,225 $ 77,071 $ 80,731 $ 82,512


Building permits and total tax collection

Source:CityofPortCoquitlamFinanceDivisionDollars


53

55,574

56,511 57,408 57,682

58,517

48,000

49,000

50,000

51,000

52,000

53,000

54,000

55,000

56,000

57,000

58,000

59,000

60,000

2008 2009 2010 2011 2012

$42.08

$59.16

$176.30

$210.87

$217.43

$295.51

$296.00

$348.80

$374.53

$393.00

$399.32

$0 $50 $100 $150 $200 $250 $300 $350 $400 $450

Terry Fox Library


Garbage

Fire & Emergency

Roads, Drainage & Recycling

Capital

Sewer Levy

Policing

Park & Rec. Services

Water Levy

Other Govt. Services

population estimates

Building permits and total tax collection

Source:BCMinistryofCitizens’Services

estimated household costs oF city services For an average single Family residence


annual RepoRt 2012

54

Taxation and other levies 53.51%

Contributions 16.43%

Utility charges 17.24%

Sale of services 9.34%

Investment income 1.61%

Other revenue 1.87%

Taxa$on and other levies

Contribu$ons

U$lity charges

Sale of services

Investment income

Other revenue

General Government 10.01%

Engineering & Operations 20.91%

Water Operations 11.34%

Sanitary Sewer Operations 9.05%

Parks & Recreation 20.13%

Police Services 15.26%

Fire & Emergency Services 10.65%

Development Services 2.65% General Government

Engineering & Opera2ons

Water Opera2ons

Sanitary Sewer Opera2ons

Parks & Recrea2on

Police Services

Fire & Emergency Services


2012 revenue

2012 expenses




55

2012 principal corporate taxpayers

2012 permissive property tax exemptions

REGISTERED OWNER PRIMARY PROPERTY TAXES LEVIEDCanadianPacificRailway Railyard $1,696,632.080697788 BC Ltd ShoppingCentre 1,248,756.71629654 BC Ltd Warehouse Distribution 1,025,501.58KebetHoldingsLtd Miscellaneous 809,656.41MondiProperties Miscellaneous 690,766.08OnniDevelopmentCorp Miscellaneous 542,294.95ArtisPocoPlaceLtd ShoppingCentre 506,816.08CostcoWholesaleCanadaLtd RetailSales 374,371.381510060OntarioInc ShoppingCentre 360,722.56RPMGHoldingsLtd Miscellaneous 356,111.42EscoLimited Manufacturing 337,373.93SyscoCanadaInc Food Distributor 332,900.26WestloFinancialCorp ShoppingCentre 329,067.24DeGobbiIndustriesLtd Miscellaneous 310,761.29HomeDepotHoldingsInc RetailSales 270,945.86ConsolidatedFastfrate(BC)HoldingsInc ShippingCompany 260,653.49SearsCanadaInc Distributor 258,170.82RunnelHoldingsInc ShoppingCentre 255,012.04YenHoyEnterprisesLtd ShoppingCentre 255,012.04566203 BC Ltd Miscellaneous 238,052.11VanseaHoldingsLtd Miscellaneous 222,442.16SunriseInvestmentsInc Miscellaneous 212,837.14JimPattisonDevelopments RetailSales 205,933.69677129 British Columbia Ltd Miscellaneous 197,893.19351623 BC Ltd Warehouse Distribution 182,125.98

$11,480,810

NAME TAX RELIEFPortCoquitlamHeritageandCulturalSociety $1,564HydeCreekStreamkeepers 5,520PortCoquitlamKinsmenClub 6,050Tri-CityWomen'sCentre 6,453VictoryBaptistChurch 8,304SouthsideBaptistChurch 9,483PortCoquitlamSeniorsHousing 10,381CoquitlamChineseEvangelicalFreeChurch 11,737PortCoquitlamPentecostalAssembly 11,858NorthsideFoursquareGospel 18,163BCConferenceofMennoniteBrethrenChurch 20,949VancouverBiblePresbyterian 22,810HopeLutheranChurch 24,749Tri-CityIslamicCentre 25,027FellowshipDeaconryAssociationofBritishColumbia 27,232ForesquareGospel 27,517HawthorneCareCentre 81,554OurLadyofAssumptionRomanCatholicChurchandElementary 83,343ArchbishopCarneyRomanCatholicHighschool 158,260

$560,954

2580 shaughnessy streetport coquitlam, British columbiacanada v3c 2a8

www.portcoquitlam.ca

tel: 604.927.5411fax: [email protected]


2012 annual report - city of port coquitlam

Documents

t h e c o r p o r

fiscal year

netfinancial assets

relationshipsannual