HomeMy WebLinkAbout2019-07-16 Workshop Agenda and Reports.pdfmapleridge.ca
His Worship Mayor Michael Morden
and Members of Council
Chief Administrative Officer
July 9, 2019
2226314
Council Workshop
Maple Ridge Town Centre Business Walk
EXECUTIVE
The Economic Development and Civic Property Department (EDCP) is planning partnering with the
Maple Ridge-Pitt Meadows Chamber of Commerce (Chamber) and the Down town Maple Ridge
Business Improvement Association (DMRBIA) to conduct a Business Walk in the Town Centre on
Wednesday, September 11, 2019.
The goal of the Business Walk is to gain insight into the current business climate, opportunities and
challenges for businesses in the Town Centre, and to determine how the City, Chamber and DMRBIA
can more effectively work together to help support and maintain a vibrant Town Centre.
The Business Walk will require approximately 20-25 volunteers to administer and collect a short
questionnaire to the 750 businesses in the Town Centre with a goal of collecting at least 200
completed questionnaires. The volunteers will be formed into teams that could include Mayor and
Council, City staff, Chamber executives and members, DMRBIA executives and members, the local MP
and MLAs, and representatives from Small Business BC, Business Development Canada (BDC),
Women's Enterprise Centre, Futurpreneur, the Rotary Club and other local businesses.
For information only. No motion required.
Business Walks are a widely used business retention and expansion tool designed to quickly
gauge the economic climate of businesses in a specified area. They have been used by a
number of communities throughout the Province including larger communities such as
Kelowna and Abbotsford, and smaller communities such as Quesnel and Pemberton.
Successful Business Walk programs typically involve a partnership between the Mayor and
Council, City Staff, Chamber of Commerce, Business Improvement Association and other
business service providers in the area. These programs use teams of volunteer "walkers" who
visit businesses to administer a short questionnaire on the status of individual businesses and
the local environment in which they operate. The Province of British Columbia and the British
Columbia Economic Development Association promote and support the use of business walks
as an economic development tool.
Doc #2226314 Page 1 of 5
Business Walk questionnaires are typically structured to be brief and conversational. Staff are
currently developing a questionnaire that will focus on the general business climate,
opportunities and challenges facing local businesses, and safety and security in the Town
Centre. Any businesses that require additional assistance can also be identified for follow up
visits to provide one-on-one support.
The proposed Business Walk will focus on businesses in the DMRBIA's catchment area (see
Appendix A.) This area has approximately 750 businesses representing a wide variety of
sectors including retail, food and beverage service, business service, medical and dental
offices, professional services, personal service, technology, automobile service, government
and social service agencies, and technology companies.
Business Walk teams are typically made up of two volunteers who are assigned a specific
walking route that can be completed in about three hours. The volunteer groups will meet at
City Hall on the morning of the Business Walk for a brief training session and to receive their
assigned walking routes. The teams will return to City Hall to return the completed
questionnaires and provide any feedback they received from the businesses on their routes.
Given the large number of businesses in the Town Centre and the amount of area to be
covered, staff are recommend using a two-step process:
1. On September 4, one week prior to the Business Walk, staff from the EDCP and
DMRBIA will distribute the questionnaires to businesses in the Town Centre.
2. On September 11, the day of the Business Walk, the volunteer teams will be assigned
their "walking routes" to pick-up completed questionnaires, ask for additional
comments, and complete any questionnaires as necessary.
Economic Development and Civic Property staff will work with the Information Technology
Department to develop an on-line version of the questionnaire as well.
The primary objectives of the proposed Business Walk are to:
• identify and understand opportunities and challenges for local business,
• increase the awareness of existing business support services and agencies,
• allow the Chamber, MRBIA and other service providers to identify opportunities to develop
new programs and services for local businesses
• assist identified businesses with follow-up support and assistance
• demonstrate the Mayor and Council's support for the business community.
#2226314
Business Walks are a proven business retention and expansion tool used by communities throughout
the Province to gain an insight into the local business climate. They offer a great opportunity to
strengthen relationships with the Chamber of Commerce and DMRBIA, to connect local businesses
with existing support programs, and to identify new opportunities to help businesses in Town Centre
grow and thrive.
Prepared b
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--R-e-viewed
Approved
Appendix A: DMRBIA Catchment Area Map
Maple Ridge Square Dewdney Tnmk Road
clnto "-Ave Momori Park
Sf 119 Av tJ
setklrkAve
NorfllAve 117 Ave
Haney Place Mall Valloy Fair Mall Pioneer Park
TO:
FROM:
mapleridge.ca
His Worship Mayor Michael Morden
and Members of Council
Chief Administrative Officer
MEETING DATE: July 9, 2019
FILE NO: 11-5240-01
Workshop
SUBJECT:
The City has considered and used several different project delivery methodologies to expedite and
deliver on Capital Works projects, from partial or full road closures to extended work hours. Since
2017, the City has participated in a regional taskforce comprised of representatives from other
municipalities, consultants and contractors, to review potential options to streamline and advance
projects efficiently while minimizing the impacts on the public.
Across the industry there are four widely accepted methodologies considered when seeking to
expedite construction project delivery. These include permitting construction 24 hours per day, 7
days a week (24/7), overnight work only, extended day hours, and/or road closures.
In 2015, the City of Toronto ran a pilot test of the four methodologies for 11 projects to assess the
effectiveness of extended construction working hours. Subsequent to that, the City of Surrey
conducted a Contractor Survey in fall 2018 where 25 contractors were surveyed across various sizes
of projects from $1 million to in excess of $10 million. Both approaches produced similar results.
Both municipalities identified similar concerns in that working 24/7 or over night revealed weakness
in the supply chain -both materials and labour. Extended work days were generally found to reduce
the contract duration but resulted in cost premiums for labourers of 15-20%. Road closures were
found to be effective in reducing contract duration but result in impacts on the public. Contractors
noted that flexibility in construction start dates would likely result in lower costs as it allows them to
schedule limited resources. Ultimately, contractors shared that successful project delivery was all
about risk allocation. The more the risk could be shared across all parties, the more effectively the
project could be delivered.
This report is submitted for information.
a) Background Context:
The City has considered and used several different project delivery methodologies to
expedite and deliver on Capital Works projects, from partial or full road closures to extended
work hours. Since 2017, the City has participated in a regional taskforce comprised of
representatives from other municipalities, consultants and contractors, to review potential
options to streamline and advance projects efficiently while minimizing the impacts on the
public.
Both the City of Vancouver and Burnaby were keenly interested to participate due to the
small number of contractors bidding on their project (sometimes only one or two bidders).
Doc#2246344 Page 1 of 3
Page 2 of 3
Approved by:
Concurrence:
fan -Feb 2019 March -May 2019
Figure 1: Lougheed Transit Corridor Study Process
June -Oct 2019 Nov -Feb 2020 Mar · Apr 2020
Page 1 of 4
th
Page 2 of 4
Page 3 of 4
At the June 25, 2019 Council Workshop, Council raised some concerns about the Loug heed Transit
Corridor Study in terms of timeline, Council prio rities, and in-stream applications. This report has
outlined additional info rmation on the draft concept plan elements and outstanding study work. It is
recommended that Council re-affirm the established Lougheed Transit Corridor Study process;
however, an alternative recommendation is also included for Council 's consideration.
Page 4 of 4
mapleridge.ca
See also Cou ncil and Staff Liaison Roles Policy No. 3.10
Policy Statement:
Advisory committees/commissions/panels, and task forces provide opportunities for citizens
to become more actively involved in their commu nity, and for issu es to be considered in
depth. The Cou ncil of the City of Ma ple Ridge will appoint advisory committees/
commissions/ panels and task forces to:
• Provide information and advice to Cou ncil and staff on issues of concern to the
pu blic and the Dis trict City which Cou ncil will consider in its decision making
• Edu cate and raise the aware ness of Cou ncil and staff; and
• Provide recommendations for consideration by Cou ncil and staff.
Unless au thority to make decisions has been delegated by Cou ncil to a Committee or
Commission by bylaw, it is not the role of these bodies to establish policy, but to act in an
advisory capacity to Cou ncil. The decision-making responsibility and authority remains with
Cou ncil.
To establish gu idelines for the formation and operation of Committees of Cou ncil.
Committees -Advisory committees, commissions and panels that provide on-going advice of
a policy nature. Committees may also include Tasl< Forces that have responsibility to
consider issues within a bounded time period . Once finished their wo rl<, through resolution
of Council, tasl< forces cease to exist.
Selection Committee -A committee comprised of the Mayor and/or the applicable
committee Cou ncil appointe e(s) and staff liaison(s), if appointed, that reviews applications
for committee positions, interviews selected applicants and makes recommendations to
Cou ncil on appointed positions.
Subcommittee -a su bset of committee members formed by Council resolution to perform an
ongoing role in supporting a committee.
Task force -a subset of committee members or non-committee members formed by Council
resolu tion to perform a specific task. Whe n the task is compl eted. the task force dissolves.
The functions of the committe es of Council are to:
a) respond to issues referred by Cou ncil and staff;
b) listen to and report on the community's views;
c) gather necessary facts, information, and opinions;
d) educate and raise the aware ness of Cou ncil and staff;
e) in the case of advisory committe es/commissions/panels, offer longer term visions of
the community;;
Po licy 3.11
f) provide advice and recommendati ons to Council, staff and the publ ic;
g) raise issues to Counci l and staff that need to be add ressed further.
Commi ttees are expected to:
respond to the iss ues referred by Council and by staff;
within their mandates, raise issues to Council and staff that commi ttee members
believe need to be add resse d;
c) give well-cons idered and timely responses to Council's need for advice;
d) work within the strategic directi ons as outlined in Council's annual busi ness plan;
e) prepare an annual busi ness plan (exclud ing -tas k forces );
�f) __ carry out their work effectively, efficiently, and creatively�
fig) channe l any me dia enqui ries to the Mayor's office .c
Commi ttees can expect from Council and staff:
a) Sufficient information on the issues being add ressed ;
b) consistent and effective staff support (where provided ), withi n the budgetary
li mits of the distriotCity :
c) orientation and training;
d) prompt feedback on the outcomes of their ad vice and recommendation;
e) a commi tment from Council to refer issues for committee consideration as they
arise.
Committees can expect opportunities to:
a) le arn more about their community, and the issues that need to be add ressed;
b) engage with other people in dialogue and debate about the community and its
issues;
c) cre ate broad visions of the community over the longer term;
d) make recommendati ons to Council and staff.
Council acknowledges that it is vital that commi ttee members feel that they are making a
real difference in the life of their community.
Commi ttees will be governed by the bylaw (if any) of the particular commi ttee, the Council
Procedure Bylaw and appli cable provincial and fed eral le gislation.
In considering a new committee, Council wi ll ask:
a) What work needs to be done, or what iss ues need to be cons idered by the
commi ttee?
b) Is the work on-going, or of a more time li mited nature? What are the timeli nes?
c) Is there a need for public involve ment? Why? Who needs to be involved?
d) Are there existing groups within the District City or the community who could
undertake the work or consid er the iss ues?
e) What is the capacity for funding the committee and providing staff support?
a. In ad d ition, Council will give consideration to the make up of the committee in
terms of skills , expertise, and the diversity of interests required.
Committees will be reviewed at leas t once pe r Council term and when considering ad ding a
new commi ttee. and the same questions will be considered .
Page 2 of 5 Policy 3.11
Appendix A -Page 3 of 5
Policy 3.11 Co mmittees of Co uncil
Page 3 of 5 Pol icy 3.11
Appendix A-Page 4 of 5
Policy 3.11 Comm ittees of Council
Page 4 of 5 Policy 3.11
Appendix A-Page 5 of 5
Policy 3.11 Comm ittees of Co uncil
d) clarifying when they are stating their personal opinions.
The alternate is encou raged to attend any and all mee tings attended by the pr imary
app o intee: howe ver, the alternate would be attending as a member of the pu blic, to observe
from the ga llery and not participate.
See also Co uncil and Staff Liaison Roles Policy No. 3.10
The Chief Administrative Officer may provide staff su pport on a case-by-case basis. The role
of staff in supporting committees of Council includes:
a) providing information and professional advice;
b) su pporting the chairperson in developing agendas, arranging meetings, and
promoting effective committee fu nctioning;
c) assisting with the preparation reports to Cou ncil;
d) assisting with the creation of the annual Bu siness Plan;
e) providing an annual orientation to Committee members on the wo rk of the
committee, the structure of the DistrictC ity , and Cou ncil's annual Bu siness Plan
and bu dgeting process.
The committees of Council are appointed by and report directly to Council.
a) They are co nsu ltative groups.
b) Cou ncil has the responsibility for making final decisions.
c) Committee members will not misre present themselves as having any au thority
beyond that delegated by Cou ncil.
When responding to an issue that was referred by Cou ncil, committees will submit reports
directly to Cou ncil. Co mmittees will report to Council on their activities at le ast twi-ee-o nce a
year either in writing or by appearing as a delegation at a meeting of Co uncil.
The committees of Co uncil, with the exception of Task Forces, will annu ally su bmit a
Bu siness Plan to Council that is in alignment with Council's strategic directions. The format of
the plan and timelines for submissions will be provided to the committees.
Committee minutes, which record the decisions made at meetings, will be su bmitted to the
Clerk 's Department. Council and the Chief Administrative Officer will consider providing
clerical su pport on a case-by-case basis.
16. Subcommittees and Task Forces
Committee membership co mpo sition and members are selected by Council de liberately to
achieve balanced advice . Since su bcommittees and task forces change this balance, the
formation of these gro ups is to be by Cou ncil resolu tion only. Similarly, a committee that is
not well attended by its full membership on a regu lar basis may requ ire a review to consider
whether it is able to achieve Council's need for balanced and diverse advice. As
su bcommittees and task forces may increase demand on staff suppo rt, a consideration of
that cost will form part of Co uncil's decision.
Policy 3.11
Background
Th e Survey
You are receivingtflis request from the Cify of Mapre Ridge 'because of your role on an Advisory
Committee or Commission. Thank you for your ongoing service to council and staff.
Eartier in tile year, council approved a Strategic Plan for 2019-2022. AtMsory committees and
commissions ltave provided valuable advice and work over many years. From time to time, the
committees and commissions are reviewed to ensure they support the priorities of Council.
To support this review, we have 5 questions to ask about your advisory committee. No
identifying information will be collected, unless you provide it in the comment box at the end of
the survey. We really hope you wm participate.
Thank you.
Question 1
1. Please select the Comm ittee of Council you represent: Details • Agricultural Advisory Committ ...
• Community Heritage Com mis ... Environmental Advisory Com ...
Municipal Advisory Committe ... Public Art Steering Committee Social Pla nning Advisory Com ...
Question 2
2. Please complete the fol lowing statement: My comm ittee hol ds ... More Details
• Too many meetings 0 • An adequate number of meeti .. , 22 • Not enough meetings 7
Question 3 ■
How strongly do you agree with the following statement: Committee members have the
collective skill and experience to fulfill the committee's mandate?*
Mandate:
Provide information and advice to Council and staff on issues of concem to the public and the City which
Council will consider in its decision-making:
Educate and raise the awareness of Council and staff; and
Provide recommendations for considera tion by Council and staff.
1 2 3
Strongly Disagree Q Q Q
29
Respo nses
4 5
Stro ngly Agree
4.41 Ave rage Rating
Questio n 4
When thi nking about the work of your com m ittee
over the past year, how strongly does that work align
with Council's strategic plan?*
httP-,s:/fwww.maaJ eridge.ca/Docum entCenterMew/22066/20 19-
Stra tegic-Plan-wi th-Matrix-03 19 19
Ve ry Strongly Aligned (Value =S); No Alignmen t (Value =1)
2 3 4 5
No Alignment (�J i) (.l Very Strongly Aligned
Re sponses
Question
4.00 Ave rage Rating
Do you have any fu rther comments/suggest ions that would help either you r comm ittee
and/or other committees of Council?
Appendix B -Page 5 of 6
Survey Results
16. [S PAC] "Not enough consistency in meetings at present. In particular this committee, I
think, needs to meet monthly to have an effective impact. The Committee would be more
effective if there were '"'task force "" su b-committees"
17. [MACA il I feel the committee should be asked for more input BE FO RE design plans are
finalized.
18. [CH C] We need more committee members.
19. [S PAC] "It would be bene ficial to broaden the membership of the SPAC to enhance the
voice, experience and collective skills at the table and to better align with Council
mandate. Those missing from the bylaws include: commu nity social service providers
(such as Commu nity Se rvices, the Child Development Centre, Fraser River Indigenous
Society, etc), Division of Family Practice, provincial government ministries su ch as MCF D,
SD42 staff, more than one FH representative, more than one repre sentative from the
Seniors Network or accessibility committee, representatives from other commu nity
committe es (ie. the Youth Planning Table and the Local Immigration Partnership, fire,
libraries and others. Over the past year, quorum has often not been met. Expanding the
membership and considering changing the time of the meeting to either daytime or
afternoon may help avoid this problem in the future. A broader membership would also
allow for more collective action to address key social issues within the community."
20. [S PAC] "Review of the mandatory membership of the group and how to improve
attendance of those members. It appears commu nity safety is part of this committees
focu s, however there is minimal membership who can address or speak to this issue."
21. [MC] I think it's important to stay within the mandate of the Council and focus on
achievable, relevant goals. Our committee has some excellent members who clearly have
a wealth of knowledge and a commitment to agricu lture and a valuable dedication to this
town, and others who may be too focused on a single issue that is important to them
personally.
22. [MACAil MACAI has done a lot of great work ensu ring the commu nity is Accessible and
Inclusive of all ages and abilities.
23. [ATAC] The committee has just had a turn over of members, and the vision of the
committee is one which su pports improving the overall health of the community and
social connectedness of the residents. I am eager to see how the ATAC can create a
change of behaviour from a carcentric commu nity into one that focuses more on transit,
walking/rolling or cycling.
24. [PAS C] "PASC is a strong contrib utor towards bu ilding community pride and spirit and
also helps commu nity safety with more welcoming pu blic spaces & place making and
intergovernmental relations. Upcoming projects include working with Kwantlen and
Katzie and Urban Indige nous artists such as Gerry Sheena and Manuel Strain. The
mission of PAS C is to strengthen commu nity identity and culture by developing ""spirit of
place "" through the commissioning, collecting, and incorporation of unique works of art,
and in my time on the Committee we have moved forward very effectively in achieving
our mandate. This includes the deve lopment of su pportive policies, strategic directions
and undertaking successful pu blic art projects."
7
rd
(or
Appendix E -Page 4 of 10
Cu rrent Terms of Reference Summary
promotion of agriculture, the protection of farmland and the recognition of the need for food
secu rity.
Appendix E -Page 6 of 10
Cu rrent Terms of Reference Summary
• -9--L voting members
o One Cou ncil liaison, one alte rnate Council liaison
o ei-gfit-six community at large members appointed by Council
• Majority of voting members present@
• Quarterly or as neededMini mum Quarterly
• Mee tings are held at City Hall, 11995 Haney Place, Maple Ridge. Please see specific dates for
mee ting room location.
From the Bylaw
• To advise Council on matters relating to the long term economic health of the community
From "About the Committee" on the Website
• The Economic Development Committee (EDC) advises Council on matters relating to the
economic well be ing of Maple Ridge and makes recommendations to Cou ncil relat ing to the
economic developme nt of Maple Ridge.
• The EDC is focused on the retention and expansion of existing business and attracti ng new
industrial and commercial investment to create high value, local jobs. In coordination with the
Economic Devel opment Office the EDC may:
o advise Council on matters related to strengthening ou r economy
o provide strategic input for consideration of Council
o contribute to annual business plan and performance measures
o act as an ambassador profi ling economic opportunities in Maple Ridge
• gNine voting members
The committee is made up of representation from:
• City Council
• School District No. 42
• Fraser Health
• Maple Ridge Pitt Meadows Katzie Community Network
• Maple Ridge Pitt Meadows Katzie Seniors Network
• Ridge Meadows RCM P
• A representative of the business community
• Th ree Community-at-Large members
• One Youth (19-25 years) Community-at-Large member
• Majority of voting members prese nt@
Appendix E -Page 10 of 10
Current Terms of Refe rence Summary
• Bi-monthly meetings, or as needed. No meetings in July or August.
• First Wednesday of every second month at 7:00 pm in the Blaney Room, City Hall, 11995
Haney Place
From the Bylaw
To have a Social Policy Advisory Committee to advise Council on the enh ancement of the social well
being of present and future citizens of Maple Ridge.
From "About the Commi ttee" on the Web site
The Social Policy Advisory Commi ttee (S PAC) advises Council on matters relating to social planning
and the social needs, social well-being and social development of the communi ty. How we plan our
cities and neighbourh oods affe cts the health and well-being of individuals and community in the
following ways:
• Our abili ty to get around
• Where and in what type of housing we live
• What food we have access to
• Access to income
• How much and what kind of green space we can play and rest in
• How safe , connected and included we feel in our ne ighbourhoods
• Engagement and sense of belonging
Co mmun ity
Charter
vi). Developer Specified Projects
Charges col lected from the development com munity to assist with the provision of certain
infrastructure works.
The above information and attached schedule are intended to provide an overview of the City 's
financial resources. At the end of 2018 our accumulated surplus in the revenue funds, reserve funds
and accounts total $137.7 million and we have a further $36 .0 million in restr icted revenues. Much
of this amount is held for capital investment in the community. Not included in these amounts are
non-financial resources, such as our land holdings in Silver Valley.
The City has a sound business planning fram ework which includes a series of financial susta inability
policies. The resources outlined in this report were established over many years and assist Council in
managing the City's finances.
Cather ine Nolan, CPA, CGA
Corporate Contro ller
Acting Chief Administrative Officer
2246115 7 of 8
ACCU MULATED SURPLUS (REVENUE FUNDS)
General Revenue
Sewer Revenue
Water Revenue
RESERVE FUNDS Local Improvement Equipment Replacement Capital Works Fire Department Capital Acquisition Sanitary Sewer Land
RESERVE ACCOUNTS Specific projects -capital Specific projects -operating
Self insurance
Police services Core development Recycl ing Community Safety Initiatives Community development Building inspections
Gravel extraction Community Works (Gas Tax)
Facility maintenance
Snow removal Parks & Rec Improvements
Cemetery mainte nance Infrastructure Sustainability (town centre bldgs) Infrastructure Sustai nabil ity (road network) I nfrastructure Sustai nabi I ity (drai nage)
Drainage Improvements
Critical infrastructure reserve
Infrastructure grants contribution
Gaming revenues
WATER AND SEWER RESERVE ACCOUNTS Self Insurance -Sewer Specific projects -Sewer Self Insurance -Water Specific projects -water
TOTAL RESERVES
2018 2017 2016 2015 $ 11,111,456 $ 10,011,883 $ 9,285,688 $ 9,859,165 $ 8,512,633 8,935,863 8,144,538 6,413,897 13,799,283 12,840,035 11,296,039 8,354,639 33,423,372 31,787,781 28,726,265 24,627,701
2,609,053 15,943,167 8,793,102 10,385,423 1,526,779 312,626 39,570,150
11,697,246
6,017,409 883,464 9,544,606
2,007,045 2,961,575 1,600,000 3,393,078 810,026 401,522 1,841,927 850,061 1,943,482
2 11,890 493,820
2,961,695 1,644,023 1,663,015 131,071
2,135,048 53,192,003
154,385
5,187,320 132,740
5,997,452 11,471,897
2,583,882 15,955,119 11,286,555 9,848,750 1,657,981 307,113 41,639,400
10,931,004 7,966,840 876,550 7,514,809 1,983,902 2,570,239
3,333,243 797,586
25 7,440
2,883,354 850,061
243,487 475,738
2,570,379 1,491,014 1,135,222 195,928 3,557
2,042,881 48,123,234
147,881 3,079,750 126,236 4,539,091 7,892,958
2,565,270 15,143,197 10,727,978 8,404,264 1,636,239
278,896 38,755,844
8,327,760 7,834,360 848,971 7,299,090 1,780,335 2,148,985
3,119,544 762,288
2,441,898 473,061 117,606 373,206 1,673,167 1,311,875 807,108
203,511 3,557 1,336,791 40,863,113
141,377
2,319,380 119,732 2,441,288 5,021,777
2,550,517 13,093,289 11,623,295 7,054,422 1,614,769
275,235 36,211,527
6,143,821 8,397,216 830,351
6,735,888 1,720,419 1,513,787 1,349
2,494,848 727,831 1,840,198
686,015 30,781 329,415 1,710,679 1,522,548
200,923 3,557 779,954 35,669,580
134,873
2,155,690 113,228
2,746,632 5,150,423
2014
18,922,123
7,522,666 l 4,662,448
6,737,009
2,538,017 11,986,081 11,405,241 5,585,277 1,591,334
271,887 33,377,837
4,583,648 7,887,243 832,090 6,023,054 1,511,459 1,179,983 1,330 1,951,137
66 1,008
271,332 1,392,917
686,015 84,810
223,188 1,527,202 372,431 491,678 208,672 3,557 453,492 30,346,246
128,373
2,204,628 106,728
2,579,794 5,019,523 $ 104,234,050 $ 97,655,592 $ 84,640,734 $ 77,031,530 $ 68,743,606
Schedule "A"
Note 14
Schedule 6
TOTAL RESERVES AND REVENUE ACCUMULATED SURPLUS $ 137,657,422 $ 129,443,373 $ 113,366,999 $ 101,659,231 $ 87,665,729
RESTRICTED REVENUES Development cost charges Parkland acquisition Albion Amenities
Community Amenities Downtown parking facilities Developer specified projects
.,., .. : . -',· .. ---• -,_�, �::'-,_'; · .•.. , ,· . ....... --.. -,-,.,,._-,.·,. -.� $ 23,825,079 $ 1,519,696 460,193 3,011,964 730,205
6,449,020
29,546,673 $ 1,163,953 430,498 1,158,156 700,656
6,633,718
26,019,029 $ 412,029 278,568 230,169 327,128
6,134,991
.·.-.. ·¥�---� .,·_,_t 33,971,866 $ 1,203,400 211,160 310,717 5,988,904
37,155,173 1,028,090
291,467 5,720,704
$ 35,996,158 $ 39,633,654 $ 33,401,914 $ 41,686,047 $ 44,195,434
8 of 8
Note 9