ADOPTION OF THE AGENDA

Transcription

1 Committee of Council Special Agenda Council Chambers, 3 rd Floor City Hall, 2580 Shaughnessy Street, Port Coquitlam, BC Tuesday, December 11, 2018 Time: 2:00 p.m. 1. CALL TO ORDER 2. ADOPTION OF THE AGENDA 2.1 Adoption of the Agenda Recommendation: That the December 11, 2018, Special Committee of Council Meeting Agenda be adopted as circulated. 3. RESOLUTION TO CLOSE 3.1 Resolution to Close the December 11, 2018, Special Committee of Council Meeting to the Public Recommendation: That the Special Committee of Council Meeting of December 11, 2018, be closed to the public pursuant to the following subsection(s) of Section 90(1) of the Community Charter: Item 4.1 e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality; Item 4.2 a) personal information about an identifiable individual who holds or is being considered for a position as an officer, employee or agent of the municipality or another position appointed by the municipality; Item 4.3 e) the acquisition, disposition or expropriation of land or improvements, if the council considers that disclosure could reasonably be expected to harm the interests of the municipality; 4. REPORTS Heritage Society Funding Request Recommendation: That Committee approve the funding request of The Port Coquitlam Heritage Society for $35,000 annually in 2019 and 2020, as outlined in the December 11, 2018, staff report, 2019 Heritage Society Funding Request. 4.2 Community Cultural Development Investment Grant Program Fall Intake, 2018 Recommendation: That Committee of Council recommend Council approve the following Community Cultural Development Investment Program grant applications for the amounts listed below: Project and Festival Category Foolish Operations Society - $5,000 Polonez Tri-City Polish Association - $4,000 Art Focus Artists Association - $2,000 Tricities Iranian Mini Soccer Festival - $2,500 Development Category - Community Initiatives Kim Dinh, Vietnamese Moon Festival - $900 1

2 Committee of Council Special Agenda December 11, Asset Management Update Recommendation: None. 5. COUNCILLOR S UPDATE 6. MAYOR S UPDATE 7. CAO UPDATE 8. ADJOURNMENT 8.1 Adjournment of the Meeting Recommendation: That the December 11, 2018, Special Committee of Council Meeting be adjourned. 2

3 2019 Heritage Society Funding Request RECOMMENDATION: That Committee approve the funding request of The Port Coquitlam Heritage Society for $35,000 annually in 2019 and 2020, as outlined in the December 11, 2018, staff report, 2019 Heritage Society Funding Request. PREVIOUS COUNCIL/COMMITTEE ACTION At the January 25, 2016, Budget & Infrastructure Committee meeting, the following motion was passed: That $30,000 for D-R05 Port Coquitlam Heritage Society be included in the 2016 Financial plan for three years, as a one-time enhancement funded from surplus. REPORT SUMMARY The Port Coquitlam Heritage and Cultural Society is requesting $35,000 per year, for a period of two years, , to employ a full time Manager and Curator of the Port Coquitlam Museum and Archives and provide a secure funding base to plan and sustain operations. BACKGROUND The Port Coquitlam Heritage and Cultural Society is a volunteer driven non-profit organization that operates Port Coquitlam s only museum and archives and is dedicated to celebrating and preserving Port Coquitlam s diverse heritage and culture. In 2015, the Society was awarded a Community Cultural Development Investment Program (CCD) Operating Category Grant, for $20,000 per year, for a period of three years, In addition to this, in 2016, Council approved a one-time enhancement, funded from surplus, of $30,000 per year, for a period of three years, This additional funding was to provide the Society with a secure funding base to cover the operating costs for a full-time employee, general overhead and ongoing heritage programming. In 2018, the Society was awarded a CCD grant, for $20,000 per year, for a period of three years, The Society s operating costs to secure a full time Manager and Curator and operate the Port Coquitlam Museum and Archives is $55,000; therefore the Society is requesting an additional $35,000 per year, for a period of two years, to make up the difference. The Society is requesting funding for two years in order to align the timing of the next one-time funding request with the next CCD Operating Grant deadline with the goal to submit one request to address all operating and staffing needs. Report To: Committee of Council Department: Recreation Choose an item. Approved by: Meeting Date: December 11,

4 2019 Heritage Society Funding Request DISCUSSION The Society hired a full-time Museum Coordinator in The current employee, Kelly Brown, has extensive experience and education in the museum field. This specialized knowledge has elevated the services provided by the Society and the Board of Directors has recently promoted Ms. Brown to the role of Manager and Curator of the Museum and Archives. This $35,000 would enable the Society to retain the Manager and Curator needed to: develop long term planning such as the implementation of their new Strategic Plan; update and improve operations, such as redesigning PoCo Heritage s website to a more functional and streamlined design; participate in collaborations with the community to develop exceptional heritage exhibits and events; upgrade the collection management system to a museum specific database program; keep the Museum and Archives open to the public during regular business hours; supervise external exhibits requiring oversight, such as the travelling national exhibition, Terry Fox: Running to the Heart of Canada; engage and communicate regularly with the public at events and over social media to broaden the Society s presence and engagement with the community; expand the Society s capabilities by supervising and managing a greater number of volunteers and seasonal staff; and leverage additional sources of revenue such as the Federal Canada Summer Jobs program. The Society adopted the Strategic Plan in November 2017 and implementation has started with the creation of a dedicated Grant Committee. This Committee has developed a fundraising strategy which includes consistently applying for public sector funding from all levels: municipal, provincial, and federal. Fundraising has begun and the following grants are pending: Funding Organization Amount Requested Term BC Arts Council $5, & 2020 Canada Summer Jobs $15, & 2020 PoCo Community Foundation $5, BC History Digitization Program $15, These grants require either the presence of a full time, permanent employee, and/or monetary matching funds in order to be eligible. A core component of the Society s fundraising strategy is to leverage the funding provided by the City of Port Coquitlam to increase and diversify revenue sources. The pending grants are earmarked for specific projects and/or support staff and cannot be allocated towards operating costs. The PoCo Heritage Museum and Archives has received regional, and British Columbia-wide attention through their recent projects and exhibits, such as Port Coquitlam s Historical Report To: Committee of Council Department: Recreation Choose an item. Approved by: Meeting Date: December 11,

5 2019 Heritage Society Funding Request Continuum along the Traboulay PoCo Trail (in collaboration with Kwikwetlem First Nation and the City of Port Coquitlam) and the Carol Hubbard Memorial Natural History Exhibit: The Secret Life of Trees (in partnership with PoCo Heritage Trees and the Friends of Leigh Square Society). Their Manager and Curator of the Museum and Archives was invited to co-present at the B.C.M.A. Conference held in Kelowna, October 21-23, 2018, and received a $2,000 bursary from the BCMA in order to attend the conference and the Indigenous Cultural Competencies workshop. The Society anticipates that the additional $35,000 of funding from the City will support PoCo Heritage s mission to celebrate and preserve Port Coquitlam s diverse heritage and culture through community engagement. FINANCIAL IMPLICATIONS Attachment #2 represents data from a survey conducted by the Port Coquitlam Heritage Society of the municipal financial support for heritage societies within the lower mainland. The survey shows that, of the municipalities identified, Port Coquitlam contributes the lowest both as an absolute dollar amount and on a per capita basis. As the request is for a two-year period, one-time funding from the Arts and Culture reserve is recommended. The Arts and Culture reserve has a projected balance of $486 thousand for the end of Should Committee approve the request for $35 thousand, after factoring in other approved expenditures, there would be a residual balance of $451 thousand for 2019 and $386 thousand for OPTIONS (Check = Staff Recommendation) # Description 1 Approve the amount as requested 2 Approve a different amount than requested 3 Reject the request 4 Refer the item back to staff for additional information ATTACHMENTS Attachment #1: Heritage Society decision package Report To: Committee of Council Department: Recreation Choose an item. Approved by: Meeting Date: December 11,

6 2019 Heritage Society Funding Request Attachment #2: June 2017 Comparison of Municipal Support for Heritage Societies Lead author(s): Carrie Nimmo, Lori Bowie, Report To: Committee of Council Department: Recreation Choose an item. Approved by: Meeting Date: December 11,

7 Att#1 Project Title: Port Coquitlam Heritage and Culture Society Budget Request Department Recreation Estimated Starting Quarter 2019 Q1 Project Manager Manager of Cultural Development and Community Services Funding Type One-Time Reference Estimated Ending Quarter 2020 Q4 Estimate of Operating Costs (Savings) Financial Assistance $35,000 $35,000 Total Estimated Operating Costs (Savings) $35,000 $35,000 Funding Sources Arts & Culture Reserve $35,000 $35,000 Total Funding Sources $35,000 $35,000 Project Description The Port Coquitlam Heritage and Cultural Society is requesting $35,000 per year, for a period of two years, , to retain their full time Manager and Curator of the Port Coquitlam Museum and Archives and to provide a secure funding base to plan and sustain operations. The Society hired a full-time Museum Coordinator in The current employee, Kelly Brown, has extensive experience and education in the museum field. This specialized knowledge has elevated the services provided by the Society and the Board of Directors has recently promoted Ms. Brown to the role of Manager and Curator of the Museum and Archives. This $35,000 would enable the Society to retain the Manager and Curator needed to: develop long term planning such as the implementation of their new Strategic Plan; update and improve operations, such as redesigning PoCo Heritage s website to a more functional and streamlined design; participate in collaborations with the community to develop exceptional heritage exhibits and events; upgrade the collection management system to a museum specific database program; keep the Museum and Archives open to the public during regular business hours; supervise external exhibits requiring oversight, such as the travelling national exhibition, Terry Fox: Running to the Heart of Canada; engage and communicate regularly with the public at events and over social media to broaden the Society s presence and engagement with the community; expand the Society s capabilities by supervising and managing a greater number of volunteers and 7

8 Project Description seasonal staff; and leverage additional sources of revenue such as the Federal Canada Summer Jobs program. The Society adopted the Strategic Plan in November 2017 and implementation has begun with the creation of a dedicated Grant Committee. This Committee has developed a fundraising strategy which includes consistently applying for public sector funding from all levels: municipal, provincial, and federal. The following grants are pending: Funding Organization Amount Requested Term BC Arts Council $5, & 2020 Canada Summer Jobs $15, & 2020 PoCo Community Foundation $5, BC History Digitization Program $15, These grants require either the presence of a full time, permanent employee, and/or monetary matching funds in order to be eligible. A core component of the Society s fundraising strategy is to leverage the funding provided by the City of Port Coquitlam to increase and diversify revenue sources. The pending grants are not included in the funding sources in the table above because they are earmarked for specific projects and/or support staff and cannot be allocated towards operating costs. The PoCo Heritage Museum and Archives has received regional, and British Columbia-wide attention through their recent projects and exhibits, such as Port Coquitlam s Historical Continuum along the Traboulay PoCo Trail (in collaboration with Kwikwetlem First Nation and the City of Port Coquitlam) and the Carol Hubbard Memorial Natural History Exhibit: The Secret Life of Trees (in partnership with PoCo Heritage Trees and the Friends of Leigh Square Society). Their Manager and Curator of the Museum and Archives was invited to co-present at the B.C.M.A. Conference held in Kelowna, October 21-23, 2018, and received a $2,000 bursary from the BCMA in order to attend the conference and the Indigenous Cultural Competencies workshop. The Society anticipates that the additional $35,000 of funding from the City will support PoCo Heritage s mission to celebrate and preserve Port Coquitlam s diverse heritage and culture through community engagement. 8

9 Att# 2 The Port Coquitlam Heritage and Cultural Society Comparison of Municipal Support for Heritage Societies June 2017 Per Capital Funding compared to Municipal funding (not including inkind Population Funding Full-time Part-time Municipality Non-profit/Charity name support) (2016) per capita PoCo staff staff Contact info Port Coquitlam The Port Coquitlam Heritage and Cultural Society $50,000 58,612 $ ; ED - Coquitlam Coquitlam Heritage Society $200, ,284 $ % 2 2 Candrina Bailey ; Leslie Pitt Meadows Pitt Meadows Heritage and Museum Society $82,000 18,573 $ % 2 Norman ; ED - Port Moody The Port Moody Heritage Society $82,000 33,551 $ % 2 Jim Millar 2 Maple Ridge The Maple Ridge Historical Society $190,000 82,256 $ % 2 1 Mission Mission District Historical Society $80,000 38,833 $ % 4 White Rock White Rock Museum and Archives Society $125,000 19,952 $ % 8 Summer students ; Museum Director - Val Patenaude Hazel Eason ; Karin Bjerke-Lisle 9

10 Community Cultural Development Investment Grant Program Fall Intake, 2018 RECOMMENDATION: That Committee of Council recommend Council approve the following Community Cultural Development Investment Program grant applications for the amounts listed below: Project and Festival Category Foolish Operations Society - $5,000 Polonez Tri-City Polish Association - $4,000 Art Focus Artists Association - $2,000 Tricities Iranian Mini Soccer Festival - $2,500 Development Category - Community Initiatives Kim Dinh, Vietnamese Moon Festival - $900 PREVIOUS COUNCIL/COMMITTEE ACTION At the Budget and Infrastructure Committee meeting on January 25, 2016, the following motion was passed: That $60,000 for D-R04 Festivals & Events Committee be included in the 2016 Financial Plan, as a one-time enhancement funded from surplus. At the Budget and Infrastructure Committee Meeting on December 13, 2016, the following motion was passed: That $60,000 for Festival Support funded in 2017 from 2016 Festival carryover funds be included in the Financial Plan. At the Budget and Infrastructure Committee Meeting on April 18, 2017, the following motion was passed: That the proposed 2017 Festival Development Work Plan be approved. REPORT SUMMARY The Community Cultural Development Investment Program encourages and supports the development of arts, heritage and cultural activities in Port Coquitlam. Seven applications were received during the 2018 Fall Intake and were assessed by the staff Evaluation Committee. Applications were scored and ranked based on the criteria: project eligibility, project/festival design, benefit to the community, community engagement, accessibility, ability to deliver the program, project evaluation, marketing plan, financial need and financial sustainability. The Evaluation Committee recommended funding five projects totaling $14,400. Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

11 Community Cultural Development Investment Grant Program Fall Intake, 2018 BACKGROUND The Community Cultural Development Investment Program was developed in consultation with the community during the creation of the 2001 Cultural Plan and Policy. It is was designed to provide financial resources to develop arts, cultural and heritage experiences. The grant program application forms were updated in January 2018 to integrate festivals and align with Imagine Port Coquitlam, the City s Cultural Plan, launched in Grant-writing workshops were offered at no charge in January and September 2018 to review the new application process, provide an update on the expanded grant opportunities and offer tips on how to write a successful application. The Community Cultural Development Investment Program includes three categories: Operating for overall operating costs of well-established non-profit organizations (deadline April 30). Project and Festival up to $5,000 for not-for-profit organizations applying for arts, culture, and heritage projects/events (deadline April 30 and September 30). Development: (deadline April 30 and September 30): o Capacity Building Program up to $5,000 for an organization s strategic development; o Professional Development Program up to $1,000 for individual professional development; o Community Initiative Program up to $2,500 for new arts, culture and heritage groups, collectives or individuals who do not have not-for-profit status but who have projects that serve the community. Since updating the application form, promoting the program and offering two grant writing workshops, the total number of applications has increased. The city received a total of seven applications for the fall intake. The average number of applications received in previous fall intakes was two. DISCUSSION The Evaluation Committee reviewed all of the applications using a check list and score sheet based on the program criteria which is clearly outlined in each grant category s application package. The projects that are recommended meet the criteria for funding. The rational for funding recommendations is included in the table below. Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

12 Community Cultural Development Investment Grant Program Fall Intake, 2018 Project Category Applicant Foolish Operations Society The Polonez Tri- City Polish Association Project Description and Rational for Funding Recommendation The Society plans to offer a Paper Playground Program to families of Port Coquitlam with small children for four days in Fall of 2019 or Winter The Paper Playground Program is a playful and interactive dance performance where children are free to join in and explore dance, art, music and projections using a large paper carpet. The proposed performance will explore the theme of water, relating to our City s proximity to rivers and rain forest ecosystem. The Evaluation Committee recommends funding this applicant at the maximum amount because the project is unique, accessible, caters to an underserved market, includes community engagement, clearly articulates benefits to families and the organization has demonstrated that they are capable of producing a successful program. The Polonez Tri-City Polish Association is planning the 14 th Annual British Columbia Polish Festival, formerly known as Polish Culture and Heritage Day. This free festival is to take place in May in Leigh Square and is the largest Polish festival in BC. Activities include art activations, performances, activities for children and traditional Polish food and beverages. The Evaluation Committee recommends funding this project because the Association has demonstrated their ability to deliver a cultural festival attracting a broad audience of over 2,000 people. The funding amount recommended is less than the request because measurement outcomes and evaluation of benefits were not clearly outlined in the application, which resulted in a lower score in this area on the scoresheet. Request Recommended Grant $5,000 $5,000 $5,000 $4,000 Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

13 Community Cultural Development Investment Grant Program Fall Intake, 2018 Art Focus Artists Association Tricities Iranian Mini Soccer Festival Mary Hill Elementary Parent Advisory Council Art Focus is an organization of visual artists that has been actively involved in the community of Port Coquitlam since The Association produces two art shows and ten How to do it art workshops and demonstrations open to the community. Eligible activities are to take place within the City of Port Coquitlam. The materials and supplies for the mural to be installed in the Tri-Cities Kidney Dialysis Centre in Coquitlam is subtracted from this request The Evaluation Committee recommends funding the activities within Port Coquitlam although not at the full request since scores for project design and community benefit were low due to insufficient information. The Tricities Iranian Mini Soccer Festival is planning their 4 th Annual Sizdah Bedar (Nature Day Festival) in Gates Park on March 31, This festival has Iranian roots although it is celebrated by people in many areas including Central and Western Asia. The goal of this festival is to bring together diverse communities to celebrate healthy lifestyles, culture and nature. Expected number of participants is 2,000. Activities include a picnic, soccer games, music, dance and artistic Nowruz Sprouts displays celebrating hope and a new beginning. The Evaluation Committee recommends funding this applicant partially because more information is needed to understand the project timeline, marketing plan and budget. Mary Hill Elementary Parent Advisory Council is proposing an Art Starts performance, a mural and Rocks of Love Garden. The Evaluation Committee does not recommend funding this project because the budget does not show that the project requires City funding. Project details, $3,500 $2,000 $5,000 $2,500 $5,000 $0 Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

14 Community Cultural Development Investment Grant Program Fall Intake, 2018 timeline and anticipated outcomes are missing. Development Category Community Initiative Applicant Description Request Recommended Grant Kim Dinh The applicant is proposing a Vietnamese Moon Festival to take place on September 14, 2019 in Port Coquitlam. The goal of the Festival is to share the knowledge of Vietnamese midautumn $1,800 $900 festivities with Canadian families. Activities include a free lantern making workshop, moon cake making workshop, dragon dance performance and storytelling. The applicant successfully led a Vietnamese Moon Festival in Whitehorse from Ralph Drew The Evaluation Committee recommends funding a portion of the festival to allow the applicant more time to develop capacity and community partners. The festival design, marketing plan and budget for this project require development. Ralph Drew, a local author based in Belcarra, is requesting funding to support his self-published local history book, Coquitlam Chronicles: Historical Crossroads on the Fraser River. This book refers to the Northeast Sector of Metro Vancouver which is Coquitlam and includes Port Coquitlam. Drew s first book, Forest & Fjord: The History of Belcarra was awarded the Lieutenant-Governor s Gold Medal for historical writing in This new work will be a hardcover coffee-table book for the academic community and other historians. Mr. Drew is consulting Port Coquitlam Heritage and Cultural Society who are providing some Port Coquitlam iconic photos from the archives. The Evaluation Committee does not recommend funding this application because it is unclear if this book will be accessible to Port Coquitlam residents. The project time-line, $2,500 $0 Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

15 Community Cultural Development Investment Grant Program Fall Intake, 2018 marketing plan, distribution plan, community benefits and evaluation plan were not included. Staff will contact the unsuccessful applicants and explain why they did not receive funding this year, provide information to strengthen their application and encourage them to submit for a future intake. Staff plan to offer grant writing workshops and information sessions in 2019 to support applicants in developing and strengthening their grant applications. This supports the Cultural Plan goal to build capacity within the community. FINANCIAL IMPLICATIONS 2017 Carry Forward Funding from the Festival Work Plan $20,000 (one-time only funding) 2017 CCD Grant Unspent Funding $14, CCD Grant Annual Funding - Project & Development Categories $25,000 Total Funding for 2018 $59, CCD Grant January 31 Early Intake -$8, CCD Grant Spring Intake -$34, CCD Grant Fall Intake Recommended Funding -$14,400 Remaining CCD Grant Funding for 2018 $2,190 The 2018 approved budget allocation for the Community Cultural Investment Grant Program s Project and Development Categories is $25,000. An additional $34,000 was available for 2018 from the un-awarded funds in 2017 which included the $20,000 carried forward from the 2017 Festival Development Work Plan (one-time only funding). The 2018 operating budget available for this Program totals $59,000. The total for both winter and spring intakes was $42,410 leaving a balance of $16,590 for this intake. The Evaluation Committee recommends awarding a total of $14,400 and rolling over the remaining $2,190 into the 2019 budget. Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

16 Community Cultural Development Investment Grant Program Fall Intake, 2018 OPTIONS (Check = Staff Recommendation) # Description 1 Recommend to Council to fund each organization as recommended by the Evaluation Committee. 2 Recommend to Council to fund each organization at a level determined by the Committee of Council. 3 Do not fund any of the organizations that requested financial support. Report To: Committee of Council Department: Recreation Approved by: L. Bowie Date: December 11,

17 Asset Management Update RECOMMENDATION: None. PREVIOUS COUNCIL/COMMITTEE ACTION Development of a city-wide asset management plan is included in the approved CAO, Engineering and Public Works, Finance, and Recreation department work plans. Funding for asset management was approved in the Financial Plan. At the May 1, 2018 Finance and Budget Committee, a report was brought forward with information on the Phase 1 asset management work, which includes an asset management assessment, Strategy and Policy (Attachment 1). REPORT SUMMARY This report provides an overview of the 2018 asset management work to date, including an assessment of city assets and asset management practices, and development of an asset management strategy. A draft Asset Management Strategy report dated November 2018 will be provided to Council members on table at the December 11, 2018 Committee of Council meeting; an executive summary of the report is provided as Attachment 2. The draft Strategy report will come forward for discussion as a Committee of Council agenda item in January 2019 in order to allow Council members adequate time for review, and an opportunity to provide input on the strategy prior to finalization. A brochure with key points about the City s asset management program is also included as Attachment 3. BACKGROUND The city currently meets the requirements for financial reporting of the city s assets; however, a systematic, viable and intelligently structured approach to asset management needs to be developed in order to derive the highest value of the city s assets at the lowest total lifecycle cost. Phase 1 (2018) of the City s asset management program includes an assessment of assets and asset management practices, followed by a strategy which identifies the steps and resources required to address gaps and develop an asset management plan. The development of an asset management policy will round out the work in this phase and set the city up for development of asset management plans in Phase 2 (2019). The primary objectives of Phase 1 are to: Assess the City s assets and asset management practices Develop an Asset Management Strategy Develop an Asset Management Policy Report To: Committee of Council Department: Engineering & Public Works Approved by: F. Smith Meeting Date: December 11,

18 Asset Management Update The first two items are complete and presented collectively in the Asset Management Strategy report (see Attachment 2 Executive Summary). Development of these initial pieces lays the critical foundation for a successful asset management program; they are strongly endorsed by other municipalities who are further along in their asset management development, and are also required to access federal asset management grant funding. Further, they provide a benchmark to measure the City s progress over time with development of an asset management program. DISCUSSION Asset management is a strategic priority for the City of Port Coquitlam. In 2018, the City embarked on the first year of a formal, organization-wide asset management journey. The purpose of implementing asset management is to enable informed decision making that maximizes the value derived from the City s assets while minimizing costs over their lifecycle. It provides a guide to decision making about asset funding by determining how much and when to spend on asset maintenance, renewal and replacement. Asset Management Strategy The first half of the Asset Management Strategy report provides an introduction to asset management along with an assessment of the City s current state of assets and asset management practices. Understanding where the City is at with respect to asset management is essential for creating a roadmap to achieve long term goals and objectives. A successful asset management program should build on existing practices, developing structures and processes that fill gaps in order to support sustainable service delivery. The second half of the Asset Management Strategy report focuses on a framework for ongoing development and implementation of an asset management program. An action plan with a list of actions and resource requirements was developed, along with a five year roadmap, to provide direction on priority initiatives and a longer term approach for the City s asset management program development. Asset Management Brochure A brochure was developed to present key messages from the asset management strategy and provide an easy to reference asset management document for public, staff and Council as the city develops its asset management program (see Attachment 3). Key messages from the brochure: The city s infrastructure is aging, which requires additional resources to continue providing expected levels of service to community members Asset management is a best practice for effectively and efficiently utilizing the city s infrastructure Successful asset management requires a multidisciplinary approach with a long term perspective Report To: Committee of Council Department: Engineering & Public Works Approved by: F. Smith Meeting Date: December 11,

19 Asset Management Update Port Coquitlam has articulated an approach to continue with development of an asset management program, and to implement actions that will address key priorities Effectively managing the city s assets today will ensure that the city s children can appreciate the same services in the future Ensuring proper maintenance extends the life of the city s assets and reduces the overall tax burden Guiding Principles Creating and implementing an asset management program is a step-by-step journey that takes time and resources. Recognizing that there is a limited flow of funding and staff resources each year, the approach will be strategic and guided by three core principles: 1) Start basic: aim to develop basic information on all assets rather than exhaustive information on a few. 2) Build complexity over time: build on the information each year to develop a robust program over time. 3) Stay focused: there are a variety of models, approaches and software for asset management; follow the plan to address high priority needs first and avoid getting off track. NEXT STEPS The Draft Asset Management Strategy report will be brought forward as an agenda item for discussion at a Committee of Council meeting in January 2019 to solicit feedback from Council prior to finalization. Council will be engaged subsequent to that for a workshop to develop an Asset Management Policy. FINANCIAL IMPLICATIONS Funding for asset management ($200,000) was approved in the Financial Plan. A Union of British Columbia Municipalities (UBCM) grant for $15,000 was recently approved with an additional $10,000 anticipated in 2019 through provincial grant funding. A funding request will come forward as a decision package to support asset management planning in 2019 and continued development of the City s asset management program. ATTACHMENTS Attachment #1: Asset Management Report to the Finance and Budget Committee Attachment #2: November 2018 Asset Management Strategy Executive Summary Attachment #3: Asset Management Brochure Lead author: Melony Burton Report To: Committee of Council Department: Engineering & Public Works Approved by: F. Smith Meeting Date: December 11,

20 Att# 1 Asset Management Assessment, Strategy and Policy RECOMMENDATION: None. PREVIOUS COUNCIL/COMMITTEE ACTION Development of a city wide asset management plan is included in the approved CAO, Engineering and Public Works, Finance, and Recreation department work plans. REPORT SUMMARY This report outlines the Phase 1 asset management work that will be completed in 2018, which includes an Asset Management Assessment, Strategy and Policy. BACKGROUND The City of Port Coquitlam recognizes the need to proactively manage its municipal assets. The city currently meets the requirements for financial reporting; however, a systematic, viable and intelligently structured approach to asset management needs to be developed in order to derive the highest value of the city s assets at the lowest total lifecycle cost. This process will be divided into two main phases. Phase 1 of this process includes an assessment of the current state of the city s assets and asset management practices followed by a strategy which will identify the steps and resources required to address gaps and develop an asset management plan. The development of an asset management policy will round out the work in this phase and set the city up for development of an asset management plan in Phase 2. DISCUSSION Municipalities own the core infrastructure assets that are critical to the quality of life of Canadians and the competitiveness of business in our country. The goal of infrastructure asset management is to meet a required level of service, in the most cost effective manner, through the management of assets for present and future customers. The Federation of Canadian Municipalities defines infrastructure asset management as: "An integrated business approach involving planning, finance, engineering and operations to effectively manage existing and new infrastructure to maximize benefits, reduce risk and provide satisfactory levels of service to community users in a socially, environmentally and economically sustainable manner." With a population of approximately 60,000, the City of Port Coquitlam owns approximately $1.3 billion worth of infrastructure (about $65,000 per household). The City has identified infrastructure as one of its top three priorities. The city is aware that there is a large infrastructure deficit ahead Report To: Finance & Budget Committee Department: Engineering & Public Works Approved by: K. Dixon Date: May 1,

21 Asset Management Assessment, Strategy and Policy and in 2010 Council strategically implemented an annual 1% tax increase to save for the city s future needs. While the city has used some of these funds for replacement of infrastructure already, it needs to be determined how to best spend the remaining and future funds and ensure that appropriate amounts are directed to renewal and replacement relative to investment in new infrastructure. The appropriate life cycle costs need to be considered to ensure the city gets the best value for its dollar from each of its assets. Securing both high value and low cost across infrastructure classes requires a thorough understanding of how assets perform over time, including the optimal time and manner of intervention to take in the form of ongoing maintenance, rehabilitation, or full replacement. Understanding this is vital to providing expected levels of service to residents with minimal downtime. While there is broad consensus on its value to the public, asset management tests all decision makers as they try to meet community expectations. What is needed is an approach to asset management that brings multiple departments together, empowers departmental decision makers, and produces the best value for money. Creating and implementing an asset management program is a step-by-step process of continuous improvement that requires time and resources. With a limited flow of funding each year, staff s approach will be strategic. Staff will start by developing basic information on all assets rather than exhaustive information on a few. Staff can then build on the information each year to develop a robust asset management plan over time. As it is developed, the asset management plan will provide for greater stability in financial and capital planning, more informed decision making regarding investment in assets, and enhanced interdepartmental and inter-jurisdictional collaboration on infrastructure projects. PHASE 1: ASSESSMENT, STRATEGY and POLICY(2018) The primary objectives of Phase 1 are to: Assess the City s assets and asset management practices Develop an Asset Management Strategy Develop an Asset Management Policy CURRENT STATE ASSESSMENT Assets include the physical infrastructure to enable local government service delivery including water and wastewater systems, drainage and flood protection systems, civic facilities, parks, fleet and equipment. The current state assessment provides a basis for knowing the city s assets and their role in service delivery, understanding the resources that are required to sustain assets at current levels of service, and quantifying what infrastructure backlog exists. Report To: Finance & Budget Committee Department: Engineering & Public Works Approved by: K. Dixon Date: May 1,

22 Asset Management Assessment, Strategy and Policy A Current State Assessment report will document the City s current asset management practices, procedures, and tools in use at the City and will include an infrastructure report card which summarizes: what assets the city has, where they are located, what they are worth, what they cost and what their expected remaining service life is. ASSET MANAGEMENT STRATEGY An asset management strategy will determine the resources, funding, and schedule required to address gaps identified by the current state assessment. The strategy also identifies a future vision and key objectives for asset management in the City. An Asset Management strategy will: Document the current state of assets and asset management practices Provide a roadmap to prioritize and improve asset information gaps, presented as a stepby-step implementation plan that identifies actions, responsibilities, resources and timescales for achieving key asset management objectives and developing a basic asset management plan Provide a guide to each department to effectively implement asset management by documenting desired asset management practices and the corporate approach to developing and implementing the asset management plan. Identify how other corporate plans for finances, community growth, and sustainability are linked to the asset management plan, and how asset management decision-making is integrated into the organization. Communicate key messages with staff and Council as the foundation for the development of the asset management policy and plan. ASSET MANAGEMENT POLICY The asset management policy is a document that formalizes corporate commitment to asset management. The policy broadly outlines principles and guides the development and implementation of asset management across the organization in a systematic and coordinated way. The asset management policy will identify the connection between community objectives and the management of infrastructure assets; principles to guide decision making about assets and services; the integration of asset management into other documents, plans, and processes; and the organization s approach to asset renewal and financing. Having an asset management policy is critical to ensuring effective long-term implementation of asset management. Report To: Finance & Budget Committee Department: Engineering & Public Works Approved by: K. Dixon Date: May 1,

23 Asset Management Assessment, Strategy and Policy An asset management policy will: Set out clear guidance for council and staff for undertaking the asset management process. This includes corporate goals and objectives and may set up timelines for achieving results. Establish the organization s commitment to asset management and stable, long-term funding for the operation, maintenance, renewal, replacement or decommissioning of infrastructure. Ensure the approach to asset management is integrated throughout the organization and aligned with high level objectives. Provide direction for developing the asset management strategy and asset management plans. PHASE 2: ASSET MANAGEMENT PLAN (2019+) After an asset management strategy and policy is developed, the City will move forward with the development of an asset management plan (AMP). A local government may choose to have an asset management plan for each asset type, and/or a corporate asset management plan that includes all of the assets owned by the organization. An AMP is a tactical document that defines how a group of assets is to be managed over a period of time. The plan describes the characteristics and condition of infrastructure assets, the levels of service expected from them, planned actions to ensure the assets are providing the expected level of service, and financing strategies to implement the planned actions. The plans should consider desired levels of service, alternative scenarios, and risks. Asset management plans provide clear direction on what to do, when to do it and how much it will cost; a plan should also identify the consequences of not doing things. The plan identifies the appropriate sources of funds for activities and informs the development of capital and operating budgets. For example, an AMP outlines the scope, cost and schedule of investments in new infrastructure or infrastructure renewal to be financed from the capital budget and will describe the scope, frequency and cost of operation and maintenance activities to be financed from the operating budget. The asset management plan will: Help plan for and allocate human and financial resources Provide a practical guide to making decisions about assets Support the implementation of the asset management strategy and policy Provide the basis for developing long-term financial plans Report To: Finance & Budget Committee Department: Engineering & Public Works Approved by: K. Dixon Date: May 1,

24 Asset Management Assessment, Strategy and Policy STAFF AND CONSULTING TEAMS A consulting team of planners, engineers, asset management specialists and local government experts has been retained to support the City with the Phase 1 work. A corporate Asset Management (AM) team has been formed with staff representatives from finance, public works, engineering, facilities, parks, recreation, fire services and information systems. The AM team is a working group which supports implementation of the project and provides key information on assets and asset management practices. The AM team will remain after Phase 1 is complete to guide development of Phase 2 and subsequent phases of asset management in Port Coquitlam. The Steering Committee is made up from members of the Corporate Management team who will provide strategic guidance throughout the project. Their role is to review deliverables and information prior to Council, make corporate level decisions when required, and provide input on the Strategy and Policy. NEXT STEPS The Current State Assessment report will be presented to Council before the summer break. A draft Policy will be brought forward in early fall of 2018 and a draft Strategy will be presented to Council in late fall of FINANCIAL IMPLICATIONS Funding for Asset Management Phase 1 work was approved in the capital budget. Lead author: Melony Burton Report To: Finance & Budget Committee Department: Engineering & Public Works Approved by: K. Dixon Date: May 1,

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36 Att# 3 Delivering Sustainable Services in Port Coquitlam Municipal services are essential to maintaining residents quality of life. Continuing to deliver stable services into the future directly supports community growth, our small town charm, and the sense of community that makes Port Coquitlam unique. 36

37 What we know about our infrastructure The City of Port Coquitlam has an asset base of about $1.3 billion in infrastructure that enables the delivery of a broad range of services to approximately 60,000 people. The replacement value tells us what it would cost if we had to replace all of our infrastructure today. Our transportation and drainage systems together make up more than half of our asset base by value. This infrastructure provides the foundation upon which our community has been built. Buildings & Facilities Drainage System Parks & Recreation Transportation Sanitary Sewer System Fleet Water System $26 M $158 M $207 M $5 M $94 M $1.3 B $427 M Key Take-aways: Our infrastructure is aging, which requires additional resources to continue providing expected levels of service to community members Asset management is a best practice for effectively and efficiently utilizing our infrastructure Successful asset management requires a multidisciplinary approach with a long term perspective Port Coquitlam has articulated an approach to continue with development of an asset management program, and to implement actions that will address key priorities Effectively managing our assets today will ensure that our children can appreciate the same services in the future Ensuring proper maintenance extends the life of our assets and reduces the overall tax burden Information Technology $393 M $25 M Most of our infrastructure was built in the 1960s and 1980s-1990s and is beginning to show signs of aging. On average, there is less than half (42%) of the City s infrastructure life remaining. As these assets approach the end of their lives, more resources are required to ensure current services can continue to be delivered at expected levels. 42% Illustrating the complex network of infrastructure assets in a community like ours. 37

38 Infrastructure asset management Managing our infrastructure assets Asset management is about optimizing the delivery of services to those that live and work in Port Coquitlam, using a coordinated set of activities. It is more than a project or plan: it s a journey and a mindset that persists and evolves over time; it includes tools and systems to change how people think about municipal assets. The ultimate goal is being able to provide services in a sustainable manner both now and into the future. There are seven core elements of asset management, which can be understood as questions that can be answered by doing discreet activities related to asset management*. What do you own? What is it worth? What is its condition? What needs to be done? 7 Core Elements When do you need to do it? How much will it cost? How will you pay for it? Inventory Valuation Condition Assessment Level of Service/AM Plans Life Exp./Risk/ Prioritize Revenue Requirements Long Term Financial Plan * adapted from the federal InfraGuide on Managing Infrastructure Assets (Federation of Canadian Municipalities and National Research Council, 2005) In order to ensure these questions can be answered, and to oversee both the development and implementation of an asset management program, the City has established an Asset Management Team and Steering Committee. The Asset Management Team is comprised of managerial staff from all departments and the Steering Committee includes the City s CAO and departmental Directors. These teams represent the bottom-up and top-down aspects of asset management, respectively. When we talk about assets in a municipal context, we are referring primarily to infrastructure. For example: the water pipes running underground that bring clean water to buildings you use every day; pump stations that assist in conveying stormwater away from roads and properties to prevent flooding; and, bridges that connect us and support mobility throughout our community. To be resilient to the infrastructure challenges ahead, the City is working towards strengthening the organization by embarking on the first year of a formal, organization-wide asset management journey. Asset management is a strategic priority for the City of Port Coquitlam. Continuing with the 2017 theme of Building Our Community, we must take steps to maintain a strong frame and foundation if we are to ensure a solid, sustainable community into the future. Think of asset management as the frame built upon our foundation of infrastructure. Asset management is not new to the City. Staff already practice some aspects of asset management and sustainable service delivery as part of regular decision-making processes. While our current approach has served us well, our asset base is aging and we are entering a new era of infrastructure challenges similar to other communities across the country. The City s assets and staff are currently able to meet service level expectations, but as the asset base ages the demand for staff and financial resources will increase. Port Coquitlam is fortunate to have a solid base of long term staff knowledge, with useful tools in place upon which we can build. All the elements are in place to move ahead with an asset management program. In the short term, the City will need to place priorities on completing condition assessments and developing long-range financial plans to determine whether current resources are sufficient to provide sustainable services to the community into the future. This gives staff the opportunity to explore more creative solutions to balancing needs and costs through extending asset life, replacement, financing, and similar techniques. 38

39 Where we are at with asset management The City of Port Coquitlam recognizes the need to proactively manage its municipal assets. We are takn incremental approach to developing and delivering our program, guided by three core principles: Start basic: aim to develop basic information on all assets, rather than exhaustive information on a few; Build complexity over time: build on information we have each year to develop a robust plan over time; and, Stay focused: there are a variety of models, approaches and tools for asset management; follow the plan to address high priority needs first. Phase 1 of our journey is currently underway, with completion expected by early This involves three components: current state assessment, asset management strategy and asset management policy. Understanding the current state establishes a baseline for informing immediate and longer term priorities. This will also be used to measure our progress over time, and as a benchmark compared to other communities across Canada. A framework was prepared to help formalize asset management governance within Port Coquitlam. It reflects the City s current processes, using best practices to establish a clear direction forward. The Framework will guide a phased in approach to developing additional components of Port Coquitlam s asset management program. It will also be used in implementing the City s program through an ongoing governance model. Asset Planning Port Coquitlam s Framework for Asset Management Project Delivery Operations Leadership Financial Management Data Management Knowledge We know that we are well ahead of many communities as far as: documenting service levels linking budgets directly to service delivery objectives solid base of long-term staff knowledge having existing tools to support decision-making lean & efficient organization strong team cohesion excellent customer service ratings A clear and concise roadmap and action plan have also been developed based on priority initiatives for moving the City s Asset Management Program forward. The current state assessment, framework, roadmap and action plan have been presented in the City of Port Coquitlam Asset Management Strategy report, which is a foundational document for building an asset management program. The Asset Management Policy, currently under development, formalizes the City s commitment to asset management. The policy will provide a link between community objectives/plans and the actions of the asset management team. 39

40 The next part of our journey Phase 2 of the City s Asset Management Program, scheduled to commence in 2019, will focus on developing a corporate Asset Management Plan, or a series of system-level plans, that utilize a consistent format and approach to answer the questions associated with each of the seven essential elements of asset management. The Plan(s) will provide the basis for greater stability in financial and capital planning. Asset Management provides clear direction on what to do, when to do it and how much it will cost. It also clarifies the consequences of not taking action. Managing our assets appropriately today will ensure that current community service needs are met, but also so that we do not compromise the ability of future generations to meet their own needs. 40