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2023 – 2027
CORPORATE PLAN
raft 11/16/2021
FINANCIAL OVERVIEW REPORT
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
1 | P a g e
Table of Contents
INTRODUCTION ........................................................................................................................................2
PROPERTY TAX INCREASES........................................................................................................................3
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ..........................................................5
CHANGES TO PREVIOUS OPERATING BUDGET ..........................................................................................9
INCREMENTAL ADJUSTMENTS ................................................................................................................ 11
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ................................................................................. 14
UTILITIES & RECYCLING ........................................................................................................................... 16
STAFFING ................................................................................................................................................ 18
FINANCIAL SUMMARY BY DEPARTMENT ................................................................................................ 19
CAPITAL PROGRAM ................................................................................................................................ 22
RESERVES SUMMARY ............................................................................................................................. 25
BORROWING .......................................................................................................................................... 31
IMPACT TO THE AVERAGE HOME ............................................................................................................ 32
CONCLUSION .......................................................................................................................................... 33
RECOMMENDATIONS FOR 2023-2027 FINANCIAL PLAN .......................................................................... 34
GENERAL INFORMATION ........................................................................................................................ 35
APPENDIX 1 TAXATION COMPARISONS TO OTHER MUNICIPALITIES ....................................................... 36
APPENDIX 2 2023 – 2027 PROPOSED CAPITAL PLAN ............................................................................... 40
Opening Remarks
The City’s Financial Plan, more commonly known
as the “Budget”, is the outcome of a business
planning process that aligns all business plans and
work plans with Council’s strategic direction.
2023 is the first full year of Council’s term. Council
has started with a strong orientation program
followed by setting their objectives for the next four
years through strategic planning.
Communities are benefiting from one-time grant
dollars from the Province of British Columbia to
help address infrastructure needs. Maple Ridge’s
allocation of these funds is approximately $16.5
million. While the exact criteria of the grant are
unclear, there is a large list of projects that this
could advance. This will be reviewed as part of
business planning discussions with Council and
confirm direction prior to the adoption of the
Budget.
A key part of the business planning process
includes presentations to Council. The annual
process is adapted each year to fit the current
circumstances.
The Financial Plan for the City of Maple Ridge
reflects the financial implications of the services
provided. This document provides an overview of
the 2023-2027 Financial Plan and builds on the
foundation of years of business and financial
planning.
This Financial Plan incorporates an increase in
inflation implications and continues to shrink the
infrastructure deficit through increased funding to
maintain and replace our exiting infrastructure.
In the interest of transparency and accountability,
budget deliberations and business plan
presentations occur at meetings open to the public
and are live streamed and recorded.
This report begins with a discussion of the
legislative framework that we operate within, as
well as the process we go through to develop the
Financial Plan. It then addresses key cost drivers
and financial strategies that are built into the Plan.
The impact of the Financial Plan to the average
home is also highlighted.
While this report is prepared by the Finance
Department, it would not have been possible
without the direction of City Council, Administration
and the support of all other departments.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
2 | P a g e
Introduction
Budgeting is a balancing act between what the City
would like to do and the cost of delivering these
services. The decisions that are made are not just
about the numbers; they affect the programs and
services that citizens depend on every day for their
quality of life.
5-Year Financial Plan
The current business and financial planning
process has been developed over many years. It is
considered a best practice amongst local
government organizations and it is refined each
year.
As required by Section 165 of the Community
Charter, our Financial Plan covers a timeframe of
five years, the year for which it is specified to come
into force and the following four years. Provincial
legislation requires that the Financial Plan Bylaw
be adopted annually.
Council can amend the Financial Plan Bylaw at any
time. It is routinely updated in April or May just
prior to the annual Property Tax Rates Bylaw, which
must be adopted before May 15.
The content of the Financial Plan Bylaw is
prescribed by both the Community Charter and the
Local Government Act. The Bylaw itself does not
provide the typical reader with sufficient
information. That is why we produce this report and
provide departmental workplans as part of the
business planning process.
Balanced Budget: Can’t Run Deficits
The Community Charter specifies that all proposed
expenditures and transfers to Reserves must not
exceed the total of proposed funding sources and
transfers from Reserves. Simply put, this means
that unlike other levels of government, we are not
allowed to run a deficit. If we want to spend money,
we must identify where that money is coming from.
Financial Planning vs Financial Reporting
The City produces two main financial documents:
the Financial Plan and the Financial Statements.
These documents have very different objectives
that are important to be aware of. The Financial
Plan is a forward looking document, covering a five-
year timeframe, setting out what the City plans to
do and how it plans to pay for it. In accounting
terms, the Financial Plan is prepared on a “cash”
basis. In contrast, the Financial Statements are
retrospective documents showing the financial
condition of the City as at December 31 of each
year. The Financial Statements are prepared on an
“accrual” basis, according to accounting guidelines
set by the Public Sector Accounting Board. It is
important for the reader to keep these differences
in mind when reading each of the documents.
Open & Transparent Budget Deliberations
Section 166 of the Community Charter requires
Council to undertake a process of public
consultation before adopting the Financial Plan,
but does not prescribe how to accomplish that. It is
possible to meet the legislated requirement
through a simple advertisement in the local
newspaper inviting comment.
The City is committed to an open and transparent
process, and offers opportunities for citizens and
stakeholders to contribute. We have a dedicated
email: budget@mapleridge.ca and phone line 604-
467-7484, and Council’s budget deliberations are
open to the public. Public feedback is welcome
throughout the year, regardless of the business
planning stage Council and staff are engaged in.
New this year is a public engagement platform; a
description and the link are on page 35 of this
report.
Recently, enhanced efforts for public engagement,
communication and education include: education
sessions on the Financial Plan and the release of
short videos explaining property tax notices and
our Financial Plan. The Open Government Portal
continues to be valuable engagement tool. All of
these resources can be found on the City website
at mapleridge.ca/2600.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
3 | P a g e
Property Tax Increases
Without the Business Planning Guidelines outlining the targeted property tax increase, the
amount of property tax increase proposed has been reduced in the first few years of the
Financial Plan to reflect existing costs only. The incremental costs to improve service levels
along with the property tax implications are shown later under Incremental Requests.
General Purpose Increase: this increase covers the cost of existing services, the cost implications
of collective agreements and other contracts. Inflation pressures will continue to be monitored.
As inflation increases, this puts pressure on this portion of the property tax increase.
Infrastructure Sustainability: this increase goes towards the rehabilitation and replacement of
our existing assets, valued at approximately $2 billion, and is discussed in detail later in the
Report under the Capital Program.
Parks and Recreation Improvement: this increase goes towards improvements in Parks,
Recreation & Culture. This increase funds the operating and debt serving costs of additional
parks and recreation amenities, the 2025-2027 rate increases are associated with the debt and
operating costs of the fourth ice sheet at Planet Ice. The funding of these projects is also reliant
on development revenues.
Water Levy: this portion of the increase goes towards the cost of water services, including those
services provided by Metro Vancouver which are estimated to increase 8.0% on average. An
increase of 4.50% is planned for each year of the Financial Plan.
Sewer Levy: this portion of the increase goes towards the cost of sanitary sewer services,
including those services provided by Metro Vancouver. An increase of 8.50% is planned for each
year of the Financial Plan due to rate increases that average over 18.5% from Metro Vancouver
to fund significant capital investments required to treat the region’s wastewater.
Recycling Services: this portion of the increase goes towards operating the recycling depot as
well as for the blue box service. An increase of 2.75% is planned each year of the Financial Plan.
2020 2021 2022 2023 2024 2025 2026 2027
Property Tax Increases
General Purpose 2.25%2.00%3.60%2.90%3.40%3.00%2.90%2.90%
Infrastructure Replacement 0.70%0.70%0.60%0.80%0.80%1.00%1.00%
Parks and Recreation 0.60%0.60%0.30%0.60%0.60%
Drainage 0.30%0.30%
Total Property Tax Increase 3.85%3.60%3.60%3.50%4.20%4.10%4.50%4.50%
Proposed
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FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
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Property Tax Increases
With this understanding of Council’s approved property tax increases, we turn our minds to a
conceptual overview of the budget.
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire Levy
Town
Centre
Total
Increase
Proposed Plan before Incrementals
2027 2.90%1.00%0.60%4.50%
2026 2.90%1.00%0.60%4.50%
2025 3.00%0.80%0.30%4.10%
2024 3.40%0.80%4.20%
2023 2.90%0.60%3.50%
History
2022 3.60%3.60%
2021 2.00%0.70%0.30%0.60%3.60%
2020 2.25%0.70%0.30%0.60%3.85%
2019 1.90%0.70%0.30%0.60%3.50%
2018 1.53%0.70%0.30%0.45%2.98%
2017 1.90%0.70%0.30%0.25%3.15%
2016 2.10%0.50%0.30%0.25%3.15%
2015 1.92%0.50%0.30%0.25%2.97%
2014 1.90%0.50%0.30%0.25%Inc. in GP 2.95%
2013 2.25%0.50%0.30%0.13%300000 3.51%
2012 3.00%1.00%600,000 4.88%
2011 3.00%1.00%600000 4.99%
2010 3.00%1.00%600,000 5.13%
2009 3.00%1.00%600000 5.18%
2008 3.00%1.00%600,000 5.31%
2007 3.75%600000 1.00%6.18%
2006 3.75%600,000 1.00%6.37%
2005 3.00%600000 1.00%5.77%
2004 3.00% 1.00%4.00%
2003 3.00%1.00%4.00%
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Where Does the Money Come From and Where Does It Go?
Conceptual Overview
From time to time, we hear from citizens asking
why a tax increase is required when there is
additional money coming into the City from new
construction. This section of the Report provides a
conceptual overview of where the City's money
comes from and where it goes.
New Revenue
The following chart shows the revenue coming into
the City. We begin with the taxes that were
collected last year and adjust it for the taxes
coming in from new construction. The new
construction represents the value that was not
taxed previously and we refer to the additional tax
revenue as Growth Revenue.
To this subtotal, we add the additional revenue
requirements approved by Council that were
discussed on the previous page. These include:
▪ The General Purpose component of the increase
is used to cover the cost increases of existing
services (i.e. inflation).
▪ Infrastructure replacement funding
refers to the amount to be invested in
the rehabilitation and replacement of
our existing assets.
▪ The increase for Parks, Recreation &
Culture provides the financial capacity
to implement the previously approved
additional facilities and the associated
debt servicing and operating cost.
There are tax adjustments provided for
assessment appeals and provincial rules
around the tax rate applied to the Utilities
Class. Projected revenue increases are
also included.
An additional $5.8 million in revenue is
expected to accrue to the City in 2023.
Conceptual Overview of New Revenue
Item ($ in thousands)2023 2024 2025 2026 2027
Previous Year's Taxation 98,189 102,989 108,864 114,969 121,884
Growth Rate 1.40%1.50%1.50%1.50%1.50%
Growth Revenue 1,375 1,545 1,635 1,725 1,830
Previous Year's Taxation + Growth 99,564 104,534 110,499 116,694 123,714
Property Tax Increases:
General Purpose 2.90%3.40%3.00%2.90%2.90%
Incremental Requests General Purpose
Infrastructure Replacement 0.60%0.80%0.80%1.00%1.00%
Parks & Recreation Improvements 0.00%0.00%0.30%0.60%0.60%
Total Property Tax Increase 3.50%4.20%4.10%4.50%4.50%
Property Tax Increase 3,485 4,390 4,530 5,250 5,565
Utility Class Cap. & Sup. Adj. Contingency (60)(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 4,800 5,875 6,105 6,915 7,335
Next Year's Taxation Base 102,989 108,864 114,969 121,884 129,219
Increases in Other Revenue 953 160 162 169 173
Increase in General Revenue 5,753 6,035 6,267 7,084 7,508
When Costs Go Up as a Result of Inflation,
Increases Must be Covered within This Line
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Financial Plan 2023 – 2027
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Transfers
The previous section discussed the additional
money coming into the City from tax increases,
fees and charges, as well as new construction.
Now we turn our minds to the demands against
that money.
Reserves are an important part of our Financial
Plan. The contributions to Reserves are
referred to as Transfers and our Financial Plan
relies on Reserves to meet major expenditures.
For example, rather than having to provide full
funding in the year that we need to replace a
fire truck, we try to set aside a smaller amount
each year over the useful life of the vehicle.
This is done by putting money aside every year
in the Equipment Replacement Reserve.
We keep a close eye on these Reserves to
ensure that they are able to meet their
obligations. Annual adjustments are made to
the contributions to these Reserves as
required, and the table below shows
adjustments included in this Financial Plan. A
more complete discussion on our Reserves is
included beginning on page 25 of this report.
Conceptual Overview of Changes to Transfers
Item ($ in thousands)2023 2024 2025 2026 2027
Additional General Revenue available 5,753 6,035 6,267 7,084 7,508
Transfers to Reserves:
Capital Works Reserve (25)(25)(35)(60)(170)
Fire Department Capital (40)(45)(65)(125)(360)
Equipment Replacement Reserve (15)(20)(25)(40)(105)
Parks & Recreation Improvements --(330)(700)(740)
Infrastructure Sustainability Reserve (595)(835)(885)(1,165)(1,235)
General Revenue Funded Capital (net CWR tfrs)(55)(125)(135)(270)(710)
Available after transfers 5,023 4,985 4,792 4,724 4,188
We Use Reserves to Provide Long-Term
Financial Stability
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Financial Plan 2023 – 2027
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Expenditures
After we adjust for the reserve transfers, we must
provide for expected cost increases. Many of
these cost increases are the result of contractual
commitments. An item worth highlighting is the
costs associated with labour.
Keep in mind that this table refers to the
additional funding required above the previous
year. For instance, in the Fire Department, the
2023 costs will increase by $490,000 and will
increase by a further $525,000 in 2024.
As already mentioned, we have little discretion
in funding these items as they are the result of
existing contracts (labour agreements, RCMP
and Fraser Valley Regional Library are some
examples).
After providing for the expenditure changes
there is no or very little ability in the next three
years to address increases to staffing or service
levels.
Conceptual Overview of Expenditure Changes
Item ($ in thousands)2023 2024 2025 2026 2027
Available after transfers 5,023 4,985 4,792 4,724 4,188
Increase in Expenditures:
Labour (excluding Fire Protection)(1,960)(1,900)(1,615)(1,305)(1,350)
Equipment (excluding Fire & Police)(80)(30)(30)(30)(30)
Fire Department (345)(525)(445)(455)(480)
Additional Firefighters (145)--
Policing Contracts (RCMP, ITEAMS)(720)(1,070)(1,240)(1,480)(1,060)
Ecomm (140)(195)(205)(220)(80)
Contracts (SPCA, Library, Arts etc.)(405)(145)(150)(155)(160)
Inflation Allowance -(160)(160)(200)(305)
Software Maintenance (370)(75)(135)(145)(160)
Other Adjustments & Rounding (423)(351)(383)(137)(71)
Available after expenditures -119 14 182 77
Surplus from prior year -119 133 314
General Revenue Surplus -119 133 314 391
There are a number of contracts already in place.
There is little discretion in funding these
commitments.
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FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
8 | P a g e
Some of the Larger Expenditures are Discussed Below:
Labour: This line reflects the financial
impact of wage and benefit cost
increase assumptions. Collective
Agreements for both CUPE and IAFF
are up for renewal.
Fire Department: The evolution of our
Fire Department to include full time
paid responders took place over many
years. The last significant funding
increase was in 2013. Starting in
2020, we hired the first of four
additional firefighters ending in 2023.
The development of a new Fire Master
Plan is underway and is expected to
be presented to council in 2023.
Policing: This line includes the cost for
contracts associated with Police
Services including the RCMP and
regional initiatives including an
Integrated Homicide Team, an
Emergency Response Team, Forensic
Identification, a Dog Unit and a Traffic
Reconstruction Unit.
Library: Maple Ridge is a member of a
regional library system therefore our
costs are affected by a number of
factors. For instance, if one member
city opens up a new library, some of
the costs are direct costs to the
member while other costs are shared
by the entire system. The cost of the
contracted service with the Fraser
Valley Regional Library is expected to
increase by $112,000.
Infrastructure Replacement: In 2008,
Council approved a 1% tax increase to
help maintain our existing
infrastructure. The annual increase
was reduced in 2013 and has
gradually been restored.
Additional discussion on infrastructure
replacement is included on page 29.
Inflation Allowance: The inflation allowance covers
over 1000 items, amounting to approximately
$14.1 million in materials and services, for which
increases are not specifically built into
departmental budgets. An allowance of 2.0% per
year is included in fiscal services to cover
inflationary cost increases. The 2023 Inflation
Allowance has been fully allocated.
Budget Allocations for Growth: A portion of the
additional revenue associated with new
development or growth is used to fund existing
costs, the remainder is allocated as follows in each
of the years 2023 to 2027:
It should be noted that this allocation is subject to
meeting the growth revenue projections.
One question that we are often asked is “Why do
the City's costs increase more than inflation?” In
asking this question, people are often referring to
the Consumer Price Index (CPI). The short answer is
that the CPI refers to the price change of a basket
of goods that includes things like groceries. The
purchases that the City makes are very different
than those purchases that are included in the CPI
basket.
Item ($ in thousands)
General Revenue Fund
Fire Dept. Equipment Mtce. & Capital 50
Operations Department 65
Parks Maintenance 65
Administration and Corporate Services 65
Software Maintenance 40
Planning and Development 33
Engineering Services 33
Parks, Recreation & Culture (PRC)65
General Revenue Total 415
Water Revenue Fund - Maintenance 60
Sewer Revenue Fund - Maintenance 50
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FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
9 | P a g e
Changes to Previous Operating Budget
The next section outlines the changes to this Financial Plan from the one that covered the years 2022 -
2026.
Our last Financial Plan showed a surplus of $400 for 2023. After the changes the surplus is $0.
General Revenue Fund (GRF) Reconciliation of 2023-2027 Financial Plan
Note: The starting Surplus for 2027 is calculated using the assumptions made for 2026.
Explanation of Changes:
1. Tax Rates: Inflationary pressures, reduced
growth of the tax base and new initiatives
will require additional tax revenues.
2. Reserve Transfers: These transfers are
associated with levies for Infrastructure
replacement, Parks and Recreation
Improvements which have been reduced
or delayed in the Financial Plan. Proposed
property tax increases will be revisited
once implementation plans for several
masterplans have been developed.
3. Labour Updates: Due to higher inflation in
the economy labour costs are anticipated
to increase at a faster rate than in the
recent past.
($ in thousands)2023 2024 2025 2026 2027
May Adopted Financial Plan 2022-2026
General Revenue Fund (GRF) Surplus 0 0 0 43 (179)
Changes
Tax Rate Changes (551)(374)(119)1,044 2,336
Reserve Transfer Reductions 896 1,646 1,962 1,487 942
Labour Rates (493)(1,087)(1,449)(1,769)(2,107)
Natural Vacancies 580 598 614 630 647
Additional Staffing (842)(877)(899)(923)(947)
ECOMM Dispatch Net Pitt Meadows Cost Share (393)(409)(425)(442)(460)
Reserve Funding for ECOMM Dispatch Contract 393 273 142 0 0
Fuel Cost Increases (215)(228)(229)(230)(232)
Charges to Water & SewerUtilities 711 753 793 835 878
Review of Revenues and Expenses 512 513 513 513 512
Software Maintenance (324)(355)(443)(542)(652)
Allocate Inflation Provision 155 155 155 155 155
Miscellaneous (111)(161)(145)(139)(146)
Contracted Services (320)(328)(338)(347)(357)
Adjustments 0 119 132 271 570
0 119 133 314 391GRF Surplus before Incremental Adjustments
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
10 | P a g e
4. Natural Vacancies: Labour budget increase
have been partially offset by a provision for
vacancies that occur due to turnover.
5. Additional Staffing: Several positions were
added in late 2022 to address immediate
business needs. Additional detail on the
changes is included in the staffing section
of this report on page 19.
6. ECOMM Dispatch Contract: The cost of
the dispatch contract has gone up to
address increased call volumes and the
inadequate service levels evident in wait
times.
7. Fuel Costs: Since 2020 fuel costs have
increased 79% on average.
8. Charges to Utilities: The overhead costs of
Corporate Services and Administration
were reviewed. The recovery from utilities
for services provided was updated based
on current costs.
9. Review of Revenues and Expenses: All
areas of the organization were reviewed to
adjust budgets. Items such as interest
earning and expenses have been adjusted
based on changes in the economy.
10. Software Maintenance: Software licencing
continues to shift to a subscription model
and the result is increased costs. As
additional systems come on line and older
systems are replaced software costs have
increased.
11. Inflation Provision: The remaining inflation
provision for 2023 was allocated.
12. Contracts: Inflationary pressures have
increased the anticipated costs for several
contracts including Arts Council, Ridge
Meadows Seniors Society, the Agricultural
Society, North Fraser Farmers Market,
SPCA and the Katzie Community and
Seniors Network.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
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Incremental Adjustments
The last section showed that after dealing with existing commitments and policy direction essentially no
funding is available in the next three years. The property tax increases shown were set to provide Council
with the minimum tax increase to maintain existing service levels.
Incremental adjustments represent service level enhancements. When City Senior Management
reviewed the many desires to advance workplans it became evident that only a subset of high priority
initiatives could be supported. These higher priority initiatives have been broken into categories below
and to some degree and placed into tiers. Administration recommends that Base Incremental
Adjustments, One Time Operating Costs and incremental adjustments in both Tier 1 and Tier 2 proceed.
This would result in a property tax increase of 0.88% increasing, taking 2.9% General Purpose to 3.78%
and the total property tax increase to 4.38% in 2023.
If Council decides to advance any of the items int Tier 3, a further property tax increase would be
required. Otherwise, they will be reconsidered as part of the 2024-2028 Business Planning.
The requests that are one-time in nature can be addressed with a funding allocation from Accumulated
Surplus or the Parks & Recreation Improvement Reserve.
Incremental Adjustments with No Additional Property Tax Impact (Recommended)
Item ($ in thousands)2023 2024 2025 2026 2027
General Revenue Surplus before Incrementals 0 119 133 315 392
Recommended Base Ongoing Incremental Adjustments
Utility Engineering - Senior Project Engineer (152)(182)(187)(193)(199)
Design & Construction - Senior Project Engineer (152)(182)(187)(193)(199)
Utility Engineering Technologist Projects (115)(120)(124)(128)(132)
Engineering Technologist of the Day (111)(116)(119)(123)(127)
Supervisor 2 (106)(110)(114)(117)(121)
Water Meter Supervisor 1 (117)(121)(125)(129)(133)
Clerk 2 (71)(73)(76)(78)(80)
Building Official - Plan Reviewer 3 (111)(115)(119)(123)(127)
Building Inspector I (103)(107)(111)(114)(118)
Planning Technician (of the Day)(107)(111)(115)(118)(122)
Climate Action Coordinator (98)(102)(105)(109)(112)
Funding
Utilities 490 533 550 567 585
Capital Funding Allocation 152 182 187 193 199
Building Reserve / Fee Increases 285 296 305 315 325
Planning / Engineering Fee Increases 218 227 234 242 249
Grant Funding 98 102 105 109 112
Subtotal General Revenue Surplus 0 119 133 315 392
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
12 | P a g e
One Time Operating Costs Not Funded from Property Taxes (Recommended)
Tier 1 – Minor Service Level Enhancements (Recommended)
Proposed One-Time Operating Items 2023
One time Costs for Ongoing Positions Listed Above (105)
Strategic Leadership Summits (100)
Strategic Communications & Advocacy Services (90)
Retail Market Analysis (55)
Chamber of Commerce - Funding & Space (115)
Community Safety Consultants (25)
Lock Out Crime Through Environmental Design Program Funding (10)
Communications Marketing Budget (50)
Document Management Strategy (70)
Purchase of Printed Building Code Materials Publication Update (30)
InfoTech Subscription (IT Training & Support)(52)
Implementation of Departmental Review Recommendations (30)
Sponsorship Program Development (125)
Office Space Planning Phase One (125)
Truth & Reconciliation Pathway - Consulting Services (50)
Building Bylaw Update - Consultant & Legal Review Fees (50)
Transfer From Accumulated Surplus 1,082
Site Assessment & Preliminary Design for a Fifth Ice Sheet (200)
Aquatics Feasibility Study (100)
Parks & Recreation Improvement Reserve Funding 300
Impact on General Revenue Surplus -
Item ($ in thousands)2023
Operational Network Support Specialist (125)
Cashier Clerk (79)
Electronic Disclosure Coordinator - Mandated by Province (72)
Security Services Funding (30)
Trails Maintenance Seasonal Labour (45)
Marketing & Communications Assistant move from PT to FT (34)
One time Costs for Ongoing Positions (30)
Surplus Funding 30
Utility Funding 114
Additional 0.27% Tax Increase Required (271)
Revised General Revenue Tax Increase 3.77%
Incremental Cost to Average Home $6.42
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
13 | P a g e
Tier 2 – Strengthening Service Delivery (Recommended)
Tier 3 - Accelerating Investment in Key Priorities (for discussion)
Item ($ in thousands)2023
Human Resources Advisor (LR/ER)(129)
GIS Business Analyst (111)
Technology Facilitator (115)
Digital Marketing & Engagement Coordinator (99)
Municipal Training Coordinator (72)
Accountant 3 (111)
One time Costs for Ongoing Positions (60)
Surplus Funding 60
Utility Funding 22
Additional 0.61% Tax Increase Required (616)
Revised Cumulative Tier 1 & 2 General Revenue Tax Increase 4.38%
Cumulative Incremental Cost to Average Home $14.51
Item ($ in thousands)2023
Gardener & Seasonal Labourers for Maintenance in the Downtown Core (271)
2 RCMP Constables (342)
Neighbourhood Engagement Program (90)
2 Full-Time Bylaw Compliance Officers (215)
Year-Round Park Patrols and related Regulatory Bylaw Enforcement
Enterprise System Enhancement (Financials/HRIS)
Financial Analyst (111)
Continuous Improvement Business Analyst (115)
Project Manager (125)
One time Costs for Ongoing Positions (125)
Surplus Funding 125
Additional 1.27% Tax Increase Required (1,270)
Revised Cumulative Tier 1, 2 & 3 General Revenue Tax Increase 5.65%
Cumulative Incremental Cost to Average Home $30.20
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
14 | P a g e
What Would a Zero Tax Increase Look Like?
There are communities that speak about
having achieved a zero tax increase and
sometimes we’re asked if we could do the
same. The answer is “Yes, absolutely we
could achieve a zero tax increase. The key
thing is, to do it properly.” Here are some
of the methods that can be
counterproductive if used too extensively,
which we advocate against:
Defer Infrastructure Renewal and
Maintenance: Some municipalities reduce
expenditures in this area for short term
savings. This is short-sighted and can
prove to be far more costly in the long
term. Should a watermain not be replaced
in a timely manner, it can result in
significant damage if it bursts, resulting in
a large bill for cleanup.
Use Savings to Cushion Tax Increases in
the Short Run: This approach has also
been used by some municipalities and
while there is nothing wrong with it, there
must be a plan to reduce the reliance on
savings and another plan to replenish it.
The question to ask is “What will you do
when the savings run out?”
Use Unstable Revenue Sources to Fund
Core Expenditures: There is general agreement in
the municipal field that certain revenues, such as
revenue from gaming, can be volatile and should
not be used to fund core expenditures. That is
because revenues can drop off with little advance
warning, creating difficulty in funding the
associated costs. Our own policy on gaming
revenue warns against this, though some
municipalities have used this approach to keep tax
increases down.
Defer Capital Projects: While it is important to take
a look at capital projects and their associated
operating costs, automatically deferring capital
projects can stagnate a city. It is important for the
City to invest in capital projects (so that others will
see those investments and will want to invest too).
Capital projects including parks, recreation
facilities, water, sewer and drainage systems must
be completed in a timely manner to provide
citizens and businesses the services they need.
Amend Financial Plan Assumptions: The Financial
Plan includes realistic assumptions around
revenue growth, growth in the tax base and cost
increases. By altering these assumptions, tax
increases could be reduced. This may result in
savings having to be used when projected results
don’t materialize. For this reason, this approach is
not recommended.
So What Can We Do to Achieve a Lower Tax Increase or Even No Tax Increase?
Well, the way to do this properly is to look at what is driving the tax increase. In other words, in
what areas are costs going up in? For Maple Ridge, here are the key cost drivers for 2023:
RCMP Costs
2022 2023 Increase
RCMP Contract $22,712,000 $23,829,000 $1,117,000
Comments: The largest changes in the RCMP Contract costs are due to increases in
compensation and RCMP overhead, items that the City has no discretion over.
Additional RCMP members are anticipated over the 5 year term to keep up with a
growing community and the related policing needs.
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FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
15 | P a g e
Infrastructure Maintenance & Renewal
2022 2023 Increase
Annual Contribution $6,507,000 $7,105,000 $598,000
Comments: The City has a substantial infrastructure renewal/maintenance
deficit that we are starting to address, and while the City could continue to
defer, timely maintenance and renewal can help avoid larger expenditures
at a later time.
Fire Department
2022 2023 Increase
Annual Costs $13,506,000 $14,088,000 $582,000
Comments: The largest portion of the increase in the Fire Department is
related to wages and benefits of full-time firefighters that are determined
under a collective agreement. For the department to hold the line in its
increase, it would have to take one truck out of service which would reduce
costs by $550,000. This is not recommended as our response times to calls
for service will increase. Further, the composite model that we have spent
some time developing could be compromised. This increase is the sum of
the Fire Department item in the Conceptual Overview of Expenditures, plus
the $50,000 of growth funding.
Contribution to Reserves
2022 2023 Increase
Fire Department $2,168,000 $2,221,000 $53,000
Comments: The City relies on Reserve Funds to manage large expenditures
and the above-noted increases in contributions were planned for 2023.
These systematic contributions allow us to deal with large capital items
without having to pass large tax increases on to our citizens. As Council is
aware, detailed analysis on all of our Reserves is done to make sure that
the balance is adequate. We do not have to set aside additional money into
Reserves, but Reserves help us smooth the impact of larger costs over time
and remove volatility in fees and charges.
General Inflation, including Labour
2023 Increase
Labour $1,945,000
Inflation No Contingency in 2023
Comments: Most line items in the budget are held to no increase. The
financial impact of contractual agreements is built into the Financial Plan.
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FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
16 | P a g e
Service Level Reductions (Not Recommended)
In addition to making adjustments in the areas where costs are increasing, Council can also consider
service level adjustments. No service level reductions are recommended.
Maple Ridge is a growing community and significant investments are being made to improve the services.
Investments have recently been made in parks and recreation amenities and additional improvements
are being explored both in parks, recreation and culture and other several areas as a function of
reviewing strategic plans and identifying community needs and desires for services.
Our Business Planning methodology involves looking at all that we do to make sure it is being done in the
best way possible. This has resulted in improvements to the efficiency and effectiveness of our services
and in significant savings for our citizens. Strong financial and business planning practices along with
close monitoring of expenses allows us to keep our tax increases to a minimum.
Property Tax Increase Reductions
As noted, reducing property taxes comes at the cost of a reduction in services. To provide additional
perspective, a 1% change in municipal property taxes equates to approximately $25 on the average
home assessed at about $986,000.
Water Rates Reductions
In addition to property taxes, there are utility user fees. The majority of homes pay for municipal water,
provided by the region. The municipality has a practice of rate smoothing. The rate increases could be
artificially paused or reduced; however, the costs will eventually need to be covered through larger future
rate increases as the costs remain the same.
Utilities
Utility user fees form a portion of the levies charged to our taxpayers. The next section provides some
insight into these rates.
Unlike the General Revenue Fund that includes separate reserves for revenue smoothing, capital
purchases and infrastructure replacement, the Water and Sewer Funds use Accumulated Surplus for
these purposes. As we start to set funds aside for water and sewer infrastructure replacement, it may be
worthwhile explicitly earmarking these funds in a reserve in order to be clear about their purpose. Water
and sewer infrastructure have a fairly long life and we are fortunate that our infrastructure is relatively
young. That being said, costs are significant which is why it is important to start building the funds for
their eventual replacement.
There are two graphs shown for each of the water and sewer utilities.
The first graph shows the revenues and expenditures and the impact this has on Accumulated Surplus.
The Accumulated Surplus projected is heavily influenced by regional costs.
The second graph shows how the Accumulated Surplus compares to the accumulated amortization for
City assets. The accumulated amortization is the prorated cost of the portion of assets currently
consumed. For example, if the useful life of an asset is 50 years and it is 25 years old, the accumulated
amortization would be about half of the original cost. The purpose of this graph is to demonstrate the
need to continue to focus on the long term sustainability of critical infrastructure.
The Region also has significant investments in water and sewer assets planned that include upgrades
and replacement resulting in additional funding requirements for each member municipality.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
17 | P a g e
Water Utility Rates
The majority of the Water Utility revenue is from the flat rate water levy and charges for metered water
assessed to individual properties. These revenues cover the costs associated with water purchases and
maintenance and both regional and local capital infrastructure. The 2023 flat rate water fee is
approximately $753, half of which is required for the purchase of water from the Region.
When setting water rates, we need to consider not only our own planned expenditures and infrastructure
requirements, but also those planned by the Region. The Regional District Increased their projected rate
increases for 2023-2027 with an average annual increase of 8.0%. The municipal rate increase has been
set at 4.5% for each of the next five years. The other consideration is funding the replacement of water
infrastructure and how long we take to address this funding gap.
Sewer Utility Rates
The Sewer Utility pays for regional capital expenditures through an allocation model that essentially
spreads rate increases over time to utility ratepayers. Additionally, the utility pays for our local sewer
infrastructure and maintenance requirements. The 2023 sewer fees are approximately $537 per
property. Over the 5 years of the Financial Plan, approximately 65% of sewer fees are required for
regional costs of wastewater treatment.
Any cost impact that new wastewater regulations have on capital investment requirements will be
addressed at the regional level with member municipalities paying their respective portions. The
Region’s most recent five year rate projection is for an average annual increase of 18.5%. The rate
increase for the municipal sewer levy increases by 8.5% for each year in the 2023 – 2027 Financial Plan.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
18 | P a g e
Staffing
Since 2018, the annual change in staffing averages about 11 full-time employees (FTE) per year. The
changes on a 2022 base of 521 positions (FTEs) are listed below. Changes are as follows:
• Manager of Intergovernmental Affairs added January 2023
• Director Strategic Dev, Communications & Public Engagement added January 2023
• Senior Manager, Corporate Communications & Public Engagement added January 2023
• Firefighter added January 2023
• Human Resources Advisor added January 2023
• Manager of Financial Planning added July 2022
• Buyer Clerk added July 2022
• Associate Manager of Building Permits added January 2022
Full Time Equivalent Staffing (Budget)
2018 2022 2023 2023 Vs
2018 Annual %5 Year %
Administration 5.0 5.0 6.0 1.0 4.0%20%
Corporate Communications 3.8 4.5 6.5 2.7 14.2%71%
Economic Development 4.0 5.0 5.0 1.0 5.0%25%
Fire Department 64.4 68.0 69.0 4.6 1.4%7%
Human Resources 7.0 9.0 10.0 3.0 8.6%43%
Legal & Legislative 7.5 7.6 7.6 0.1 0.3%1%
91.7 99.1 104.1 12.4 2.7%14%
CS Administration 1.0 1.0 1.0 - 0.0%0%
Corporate Planning & Consultation 3.5 3.0 3.0 (0.5) -2.9%-14%
Finance 25.9 28.5 29.5 3.6 2.8%14%
Information Technology 20.0 21.0 21.0 1.0 1.0%5%
Police Services 49.0 52.8 52.8 3.8 1.6%8%
99.4 106.3 107.3 8.0 1.6%8%
Engineering Services Administration 0.5 1.0 1.0 0.5 20.0%100%
Engineering 28.0 31.0 31.0 3.0 2.1%11%
Operations 79.3 88.3 88.3 9.0 2.3%11%
107.8 120.3 120.3 12.5 2.3%12%
Administration 1.0 1.0 1.0 - 0.0%0%
Parks & Facilities 41.0 45.8 45.8 4.8 2.3%12%
Recreation & Community Engagement 61.4 73.3 73.5 12.1 3.9%20%
Civic Properties 1.0 1.2 1.2 0.2 4.0%20%
104.4 121.3 121.5 17.1 3.3%16%
P&DS Administration 0.5 1.0 1.0 0.5 20.0%100%
Building 23.8 27.0 28.0 4.2 3.5%18%
Licences & Bylaw 13.5 22.0 22.0 8.5 12.6%63%
Planning 23.0 23.8 23.8 0.8 0.7%3%
60.8 73.8 74.8 14.0 4.6%23%
Grand Total 464.1 520.8 528.0 63.9 2.8%13.8%
RCMP Members 101.0 105.0 106.0 5.0 1.0%5%
Administration
Corporate Services
Engineering Services
Parks, Recreation & Culture
Planning & Development Services
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
19 | P a g e
Financial Summary by Department
Adopted Proposed
All $ in thousands 2022 2023 $% 2024 2025 2026 2027
General Revenue & Taxation
Financial Services - Revenue & Taxation (106,740)(112,608)(5,868)5%(116,710)(122,829)(129,761)(137,113)
Administration
CAO Administration 571 770 199 35%823 843 865 888
Corporate Communications & Public Engagment 607 1,032 425 70%1,079 1,108 1,138 1,169
Economic Development 680 665 (15)(2%)652 672 691 711
Fire Protection 15,503 16,129 626 4%16,764 17,342 18,010 19,001
Human Resources 1,993 2,198 205 10%2,289 2,346 2,404 2,463
Legislative Services 1,563 1,647 84 5%1,695 1,727 1,758 1,793
Mayor & Council 628 648 20 3%664 680 697 716
Total Administration 21,545 23,089 1,544 7%23,966 24,718 25,563 26,741
Corporate Services
CS Administration 382 483 101 26%582 658 735 812
Corporate Planning & Consultation 491 516 25 5%494 509 524 540
Finance 3,089 3,355 266 9%3,505 3,613 3,721 3,832
Fiscal Services 13,122 10,127 (2,995)(23%)13,936 15,637 18,754 22,557
Information Technology 4,419 4,826 407 9%5,044 5,302 5,573 5,860
Police Services 27,375 29,000 1,625 6%30,488 31,742 33,086 34,384
Total Corporate Services 48,878 48,307 (571)(1%)54,049 57,461 62,393 67,985
Engineering Services
ES Administration 274 292 18 7%309 338 381 422
Engineering 2,253 2,281 28 1%2,468 2,557 2,656 2,764
Operations 5,869 6,185 316 5%6,358 6,659 6,808 6,964
Recycling Revenue (4,413)(4,785)(372)8%(4,924)(5,068)(5,217)(5,370)
Recycling Expenses & Transfers 4,413 4,785 372 8%4,924 5,068 5,217 5,370
Sewer Revenue (16,206)(18,489)(2,284)14%(19,992)(21,928)(24,005)(26,318)
Sewer Expenses & Transfers 16,206 18,489 2,284 14%19,992 21,928 24,005 26,318
Water Revenue (21,463)(22,685)(1,222)6%(23,929)(25,245)(26,636)(28,107)
Water Expenses & Transfers 21,463 22,685 1,222 6%23,929 25,245 26,636 28,107
Total Engineering Services 8,396 8,758 362 4%9,135 9,554 9,844 10,150
Parks, Recreation & Culture
PRC Administration 298 329 31 10%438 512 586 661
Parks & Facilities 8,068 8,096 28 0%8,188 8,533 8,879 9,718
Recreation 8,407 8,697 290 3%9,117 9,587 10,050 10,269
Library 3,195 3,307 112 4%3,405 3,507 3,611 3,719
Civic Properties 2,487 2,251 (236)(9%)2,212 2,192 2,146 736
Total PRC 22,455 22,680 225 1%23,360 24,331 25,272 25,103
Planning & Development Services
PDS Administration 368 388 20 5%408 439 483 528
Building 44 81 37 84%157 196 234 271
Licences & Bylaws 1,833 1,968 135 7%2,095 2,195 2,296 2,402
Planning 2,171 2,256 85 4%2,370 2,454 2,535 2,618
Total PDS 4,416 4,693 277 6%5,030 5,284 5,548 5,819
Studies and Projects 1,050 5,080 4,030 384%1,170 1,480 1,140 1,315
Total ($0 is Balanced Budget)- - - - - - -
Proposed Changes Proposed
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
20 | P a g e
Budget Change Explanations
CAO Administration
Manager of Intergovernmental Affairs was
added.
Corporate Communications & Public Engagement
Director of Strategic Development,
Communications & Public Engagement and
Senior Manager Corporate Communications &
Public Engagement positions were added in this
area.
Fire Protection
Cost increases include an additional $145,000
for a firefighter. The last year of a five-year
investment adding an additional firefighter each
year from 2020 through 2023.
Human Resources
An additional Human Resource Advisor position
has been created.
Corporate Services Administration
Divisional Growth of $65,000 per year is
budgeted in this area.
Finance
Positions in purchasing and financial planning
began in July 2022. The contract for audit
services, which was relatively flat for many
years, has seen a significant cost increase.
Information Technology
Software maintenance is increasing by 7% each
year and includes a further $40,000 to address
additional software. In 2023, new subscription
fees have been added for OneMeeting agenda
management software, Voyant Alert
communication software and EngagementHQ
public survey tool. The replacement of the
Amanda system is also adding to cost of
software maintenance.
Police Services
The RCMP contract is increasing at
approximately 4% per year. The 2023 increase
in dispatch services contract through ECOMM
was $400,000 more than previously planned to
address increased call volumes and correct
unacceptable call wait times.
Operations
Divisional Growth of $65,000 per year is
budgeted in this area.
Parks and Recreation Administration
Divisional Growth of $65,000 per year is
budgeted in this area.
Parks and Facilities
Growth of $65,000 per year is budgeted to
maintain additional park and boulevard tree
inventory added in the prior year.
Recreation
Annual operating costs of $500,000 for an
additional ice sheet will be beginning July 2025.
Civic Properties
Increases in rental and parking revenues
resulted in a decreased net cost.
Building
The Building Department has revenues of
$3,200,000 and expenses of $3,285,000. The
change % looks large due to the small net cost
of the department.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
21 | P a g e
Studies and Projects Listing
Adopted
All $ values in 000's (thousands)2022 2023 2024 2025 2026 2027
Information Technology
Local Government Subscription to FME Server - 15 - - - -
Network Traffic Monitoring and Analyzing - 50 50 50 50 50
- 65 50 50 50 50
Engineering
Drainage Flow Monitoring - - 100 - - -
Lower Hammond Dyke Review & Upgrades - 50 - - - -
Road Data and Safety Reviews 80 170 170 170 170 170
Fraser River Escarpment Study and Management Program - 1,000 - - - -
LiDAR Survey (Acquire Detailed Topographic Data)- - - - 100 -
Hillside/Steep Slope Road Design Guidelines - 50 - - - -
Drainage System Analysis & Planning - 100 - - - -
Implications of Climate Change on Stormwater Management - - - 50 - -
Transition from CAD to GIS - 100 - - - -
Drainage System Flushing & CCTV - 150 - - - -
Field Investigations - Drainage - 10 - - - -
Flood Construction Levels - 280 - - - -
Video & Spot Repairs Program - Drainage 145 - 180 200 200 200
Safer School Travel Program 50 50 50 50 50 50
Aerial Topographic Survey Mapping - - - 90 - 25
Audible Signals 5 - - 100 100 150
FG 300 Changeout Program 50 - - 50 50 50
Drainage Master Study - - - 150 - 150
Albion Fairground Drainage Improvement – Feasibility Study - 75 - - - -
Lougheed Transit Corridor Area Plan - Road Network - 100 - - - -
Town Centre Road Network Plan - 100 - - - -
Site Specific Seismic Response Analysis - - - 50 - -
Port Haney Storm Sewer Upgrades Conceptual Design - 75 - - - -
330 2,310 500 910 670 795
Engineering Operations
Thermoplastic Marking 50 50 50 50 50 50
Cottonwood Landfill Monitor 25 25 25 25 25 25
Cottonwood Closure Program 275 2,000 275 275 275 275
Operations Master Plan - 200 - - - -
Operations Soil Management Plan - 100 - - - -
Energy Study - 10 - - - -
Secondary Operations Site Expansion Study - - 50 100 - 50
350 2,385 400 450 350 400
Parks, Recreation & Culture
Public Art Program 70 70 70 70 70 70
PRC Strategies 250 200 150 - - -
Silver Valley Community Centre - Discussion - 50 - - - -
Trail Improvements 50 - - - - -
370 320 220 70 70 70
Total Studies and Projects 1,050 5,080 1,170 1,480 1,140 1,315
Proposed
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
22 | P a g e
Capital Program
Status of 2022 Capital Projects
The budget for the 2022 Capital Works
Program is $200 million, funded by
multiple sources, including approximately
$33.7 million from Development Cost
Charges. The budget in the first year of a
financial plan that is adopted in May is
usually higher than subsequent years
because it includes projects approved in
prior years that are not yet complete, but
are still a priority.
Projects may take several years to deliver
and their progress is often dependent on
many factors. It is important that when
these projects are ready to proceed, they
are in the approved budget with funding
in place. The budget for projects that
have been started is $176 million and
consists of projects that are in various
stages as follows:
Complete or nearly complete 24%
Well underway 34%
Early stages (design/tender) 25%
Early stages of review 17%
The budget for projects not yet started is
approximately $24 million with delays
due to a host of factors including reliance
on other capital work, land acquisition
and strategic or technical delays.
Some examples of larger, previously approved
projects that have extended over one year are:
▪ Parks & Recreation:
▪ Park Acquisitions (various locations)
▪ Albion Community Centre
▪ Silver Valley Neighbourhood Gathering Places
▪ Hammond Community Centre
▪ Additional Ice Sheet
▪ Road & Drainage Works:
▪ 132 Avenue (232-235) Fern Crescent
▪ Abernathy Way
▪ 117 Avenue Corridor Improvements
▪ 240 Street (Lougheed Highway to Dewdney
Trunk Road)
▪ Sewer Works:
▪ 225 Street Pump Station and Forcemain
▪ Water Reservoirs Works:
▪ Watermain Replacements along DTR
▪ 263 Street Pump Station
▪ 236 Street Pump Station
Projects that are not complete at the end of 2022
remain in the Capital Plan. They are reviewed at
year end and the projects, as well as the associated
funding, are carried forward to be included in the
2023 - 2027 Financial Plan Bylaw.
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It is important that when these projects are ready to proceed,
they are in the approved budget and funding is in place.
FINANCIAL OVERVIEW REPORT
Financial Plan 2023 – 2027
23 | P a g e
2023 – 2027 Capital Plan
The five-year Capital Program is $311 million and the 2023 planned capital projects are $52
million, excluding projects that will be carried forward from previous years. It should be noted
that developers will contribute millions in subdivision infrastructure to our community and these
contributions are not included in our Capital Plan. A detailed list of the projects in the five-year
Capital Program is included in Appendix 2.
Proposed Capital Spending by Category
The Highways category has the largest expenditure followed by the Water Utility.
The following table illustrates the sources of funding. The proposed Capital Program is larger in
some years due to projects funded through Development Cost Charges and Water and Sewer
Utility Funds.
Proposed Capital Funding Sources
Key Funding Sources:
Section $ in thousands 2023 2024 2025 2026 2027
Government 4,886 1,867 1,152 457 412
Technology 2,348 2,990 2,226 1,280 1,130
Protective Fire 1,900 - - - -
Protective Police 20 10 - - -
Parks 5,610 1,737 5,905 5,615 7,755
Highways 15,731 18,500 41,795 68,977 10,353
Drainage 2,013 13,453 2,875 2,865 3,535
Sewage 6,826 2,651 8,096 2,651 2,851
Water 12,275 10,290 10,810 9,621 2,805
Grand Total 51,609 51,498 72,859 91,466 28,841
$ in thousands 2023 2024 2025 2026 2027
General Revenue 3,697 5,176 4,513 3,140 3,426
Debt - 10,000 - - -
Capital Works Reserve 600 - - 250 250
Cemetery Reserve 75 - - 75 100
Community Amenity Reserve 210 - - - -
Core Development 546 - - - -
Development Cost Charges 16,833 10,573 36,941 26,296 5,390
Drainage Improvement 766 3,811 1,913 2,000 1,963
Equip Replacement Reserve 4,934 3,327 2,063 1,977 2,082
Gaming 200 200 200 200 200
Grants, LAS, 3rd Parties 1,204 1,182 1,680 37,850 1,500
Infrastructure Sustainability Reserve 6,047 5,996 7,431 9,444 8,574
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 16 28 20 - -
Recycling Reserve 2,600 220 - - -
Sewer Capital 5,219 4,043 6,009 2,215 2,568
Translink 760 - 2,645 - -
Water Capital 7,702 6,742 9,244 7,819 2,588
Grand Total 51,609 51,498 72,859 91,466 28,841
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General Revenue
This represents funding contributed by
general tax levies. If the planned project is
larger or less than the dedicated
proportion of General Revenue funding,
the residual is transferred to or from the
Capital Works Reserve.
Debt
In 2024 there is a plan to borrow $10
million for the Hammond Pump Station.
The debt payment will be funded from
Development Cost Charges and the
Drainage Improvement Reserve.
Previously approved borrowing is
discussed in greater detail later in this
report.
Capital Works Reserve
This reserve fund, established by bylaw, is
designed to fund Capital Projects that
cannot be funded through development
revenues.
Community Amenity Reserve
This reserve, established by bylaw, is
funded through amenity contributions paid
by development. The funds are used to
provide community amenities which are
not able to be funded by Development
Cost Charges.
Development Cost Charges
These are revenues collected from the
development community for specific
capital works required as a result of
development. The types of projects for
which fees can be levied are determined
by provincial legislation and the funds can only be
expended for those projects specifically identified
in the Development Cost Charge Rate Imposition
Bylaw.
Drainage Improvement Reserve
Funding for storm water improvements not
included in Development Cost Charges can be
funded from this source.
Equipment Replacement Reserve
The replacement of existing equipment is funded
through this reserve, contributions to which are
made annually.
Infrastructure Replacement
Annual funding is being used to maintain our
existing infrastructure. With over two billion
dollars of assets, we need to continue this long-
term funding strategy to ensure that service levels
and conditions of our assets do not become a
concern in the long term.
Reserves
The City also has financial resources held in
reserves. These reserves serve to stabilize taxes
and fees and charges by providing funds during
tight years and receiving those funds back during
better years. Reserves shield our customers and
taxpayers from sharp rate increases. A list of all of
our reserves is shown on the following page.
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Reserves Summary
Below is a summary of all City reserves as at December 31, 2021 along with the Projected
Ending Balances as at the end of 2022. A large portion of the balances are committed to capital
projects previously approved by Council that are in progress. The key reserves used in funding
the Capital Program are discussed on the following pages.
$ in thousands
2022 Opening
Balances
Projected Ending
Balances
ACCUMULATED SURPLUS (REVENUE FUNDS)
General Revenue 8,563$ 5,763$
Sewer Revenue 5,967 4,201
Water Revenue 13,707 11,510
28,237 21,475
RESERVE FUNDS
Local Improvement 2,670 2,678
Equipment Replacement 19,583 13,604
Capital Works 16,176 13,470
Fire Department Capital Acquisition 4,095 4,890
Sanitary Sewer 1,227 113
Land 773 777
44,524 35,532
RESERVE ACCOUNTS
Specific Projects - General Revenue 23,647 1,782
Self Insurance 654 703
Police Services 9,747 8,843
Fire Services 485 485
Core Development 1,724 959
Recycling 4,107 2,162
Community Safety Initiatives 773 497
Building Inspections 3,569 3,546
Gravel Extraction 913 906
Community Works (Gas Tax)967 481
Facility Maintenance 448 4
Snow Removal 850 850
Park & Recreation Improvements 5,310 3,921
Cemetery Maintenance 257 107
Infrastructure Sustainability (Town Centre Bldgs)- 350
Infrastructure Sustainability (Road Network)5,415 32
Infrastructure Sustainability (Drainage)3,342 17
Drainage Improvements 5,798 62
Gaming Revenues 2,253 1,437
70,258 27,143
WATER AND SEWER RESERVE ACCOUNTS
Self Insurance - Sewer 172 178
Specific Projects - Sewer 11,762 -
Self Insurance - Water 152 159
Specific Projects - Water 12,868 49
24,955 386
TOTAL RESERVES 139,737$ 63,061$
TOTAL RESERVES AND REVENUE ACCUMULATED SURPLUS 167,975$ 84,536$
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Restricted Revenues
Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected
in advance of specific expenditures
.
$ in thousands
2022 Opening
Balances
Projected Ending
Balances
RESTRICTED REVENUES
Development Cost Charges 21,077 (3,393)
Parkland Acquisition 2,196 207
Albion Amenities - 63
Community Amenities 7,004 7,561
Downtown Parking Facilities 1,000 2,304
Developer Specified Projects 6,806 6,945
38,083$ 13,687$
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Capital Works Reserve
The Capital Works Reserve Fund is intended to assist with funding capital projects, especially
those that cannot be funded from development revenues. Generally, this reserve builds funds for
large projects and is then drawn down. Each year, a percentage of general taxation is added to
this account along with a portion of the proceeds from land sales and other fixed amounts.
Projections of the demands on this account are also prepared. It has been Council’s policy to
keep a minimum reserve balance of 10% of the prior year’s property taxes in this account, to
assist with unforeseen and uninsurable events.
Here is our analysis of the Capital Works Reserve:
Capital Works Reserve Projection
$ in thousands 2023 2024 2025 2026 2027
Estimated Opening Balance 13,469 14,174 14,519 15,464 17,957
Inflows
GRF Annual Transfer 905 929 964 1,026 1,196
Repayment Pool Reno 870 870 870 870 382
Repayment Sustainable Film - 75 75 75 75
Total Inflows 1,775 1,874 1,909 1,971 1,653
Outflows
Planned Capital Expenditures (600)- - (250)(250)
Balance of GCF funded capital (470)(1,529)(964)772 1,218
Total Outflows (1,070)(1,529)(964)522 968
Estimated Ending Balance 14,174 14,519 15,464 17,957 20,578
Min Reserve (10% PY Taxes)9,343 9,819 10,299 10,866 11,449
Unencumbered Balance 4,831 4,700 5,165 7,091 9,129
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Fire Department Capital Acquisition Reserve
Each year a portion of general taxation is transferred to the Reserve to build the financial
capacity required to respond to increasing the fire protection capacity needed as the community
grows. This Reserve was used to pay a portion of the costs related to the (completed) project to
construct Fire Hall No. 4 as well as to repay the associated debt.
Fire Department Capital Acquisition Reserve Projection
Fire Department Equipment Replacement Reserve
Replacement of fire equipment is funded through this Reserve. The recognition of an
appropriate level of funding to provide for growth would not be complete without a discussion
around how we intend to replace those assets. Beginning in 2009, infrastructure sustainability
funds have been allocated to this Reserve. Fire trucks are often kept for 20 years and this
Reserve will build over time to address the scheduled replacements.
Fire Department Equipment Replacement Reserve Projection
$ in thousands 2023 2024 2025 2026 2027
Estimated Opening Balance 4,894 6,065 7,321 8,682 10,208
Inflows
Growth Funding 405 455 505 555 605
GRF Annual Transfer 1,452 1,487 1,542 1,657 2,007
Outflows
Debt Repayments (Firehall 4)(686)(686)(686)(686)(686)
Estimated Ending Balance 6,065 7,321 8,682 10,208 12,134
$ in thousands 2023 2024 2025 2026 2027
Estimated Opening Balance 4,080 3,190 4,267 5,455 6,773
Inflows
GRF Annual Transfer 1,010 1,077 1,188 1,318 1,515
Outflows
Planned Capital Expenditures (1,900)- - - -
Estimated Ending Balance 3,190 4,267 5,455 6,773 8,288
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Infrastructure Sustainability
Beginning in 2008, Council directed an annual tax increase of 1% to infrastructure sustainability.
This helps with major rehabilitation and replacement of the City’s assets which currently have a
replacement value estimated in excess of $2 billion. An increase of 0.6% is planned for 2023 a
0.8% in 2024 to 2025 and 1.0% in 2026 to 2027. The table below illustrates the inflows
generated from general taxation and how it has been allocated.
If we look only at the roads component of our infrastructure, the historic annual amount spent on
repaving roads is a fraction of what is required to maintain their condition. Over the past number
of years, we have been able to increase the annual amount dedicated to road maintenance and,
as a result, we are seeing positive results in the condition of our roads, though further funding is
needed to close the gap between current and recommended funding levels. This funding gap
results in deferred maintenance which translates into larger future expenditures to resurface or
perhaps even reconstruct roads.
As we are several years into this funding model, the amounts dedicated to infrastructure are
making an impact; however, we are still a long way away from dedicating the estimated $30
million needed each year to fund the replacement of our infrastructure. The average condition of
our assets will continue to worsen until we build the funding up to $30 million.
Depending on the scope of projects required, one year’s allocation may not meet the funding
requirements. In these cases, funding may be held over until enough has accumulated to allow
the works to proceed, or borrowing may be considered. The chart below highlights the impact
that the property tax increases have had on the infrastructure deficit.
Infrastructure Sustainability Allocation of Funding
$ in thousands 2023 2024 2025 2026 2027
Estimated Opening Balance 1,186 2,632 3,232 2,834 1,417
Inflows
Property Taxes Prior Year 6,507 6,507 6,507 6,507 6,507
Property Tax Increase 597 1,434 2,318 3,485 4,722
Gaming Funds 550 550 550 550 550
Town Centre Incentive 584 584 584 584 584
Total Inflows 8,238 9,075 9,959 11,126 12,363
Outflows
Building Infrastructure Planned (1,590)(1,740)(1,890)(2,040)(2,190)
Fire Dept - Equipment Replacement (600)(675)(750)(825)(900)
Highways ISR Capital Planned (3,199)(4,375)(5,065)(8,318)(6,300)
Drainage Capital Planned (965)(1,210)(2,140)(812)(650)
Information Technology (50)(75)(100)(125)(150)
Major Equipment/Systems Reserve (102)(107)(112)(117)(122)
Salaries (286)(293)(300)(306)(313)
Total Outflows (6,792)(8,475)(10,357)(12,543)(10,625)
Estimated Ending Balance 2,632 3,232 2,834 1,417 3,155
We are making progress on the path to
bridging our infrastructure deficit.
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Capital Funded by Others
The Capital Program includes $1 million of funding each year as a placeholder for Local Area
Services that property owners may petition the City to construct. The cost of these local
improvements is typically recovered over 15 years as a separate charge included on the property tax
bills of benefiting properties. In addition, $123.1 million of grants or other external funding is
planned over the next five years. Projects will be re-evaluated if funding is not secured.
($ in thousands)Contributed $CFO% 2023 2024 2025 2026 2027
240 Street Bridge (North of 124 Ave)36,850 61%500 4,500 - 55,000 -
Abernethy Way Extension (232 St -240 St)2,680 7%7,000 - 31,500 - -
Equipment Purchase - Mobile Stage 125 50%250 - - - -
Fern Cres (236 St - 240 St) (F) Phase 1 125 25%- - 500 - -
Highway 7 Multi Use Path (216 to 220 St)600 23%600 2,000 - - -
Local Area Service - Drain 1,250 100%250 250 250 250 250
Local Area Service - Road 1,250 100%250 250 250 250 250
Local Area Service - Sewer 1,250 100%250 250 250 250 250
Local Area Service - Water 1,250 100%250 250 250 250 250
Memorial Park - Park Improvements 500 16%- - 700 - 2,500
Online Permit Payment Expansion SPLIT 25 100%25 - - - -
Port Haney Waterfront Park - Improvements 550 31%750 - 1,000 - -
RCMP - Furniture Replacement 5 20%15 10 - - -
RCMP - Records Section Workspace Configuration 1 20%6 - - - -
Works Yard Electrical Service Upgrade 360 30%200 500 500 - -
46,821 10,346 8,010 35,200 56,000 3,500
Total Project Cost
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Borrowing
The key elements when considering debt
funding are that the debt payments are being
funded by a secure funding source, the
borrowing capacity exists and the appropriate
public consultation and approval processes are
undertaken.
Borrowing Capacity
Under Community Charter legislation, the
maximum amount of borrowing the City can
undertake is such that the annual cost to
service the debt does not exceed 25% of
revenues, as defined in the legislation. As noted
in our 2021 Annual Report, the unused liability
servicing capacity was $30.6 million.
Short Term Borrowing, under Section 178 of the
Community Charter, is an option for borrowing
for any purpose of a capital nature that can be
repaid within five years. The maximum amount
to be borrowed is $50 multiplied by the
population of the municipality as of the last
census. For this borrowing, no public approval is
required, but approval of the Inspector of
Municipalities is. Currently, we have no
borrowing under this section and a maximum
permitted amount of approximately $4 million.
Ministry and Elector Approval
Borrowing by local governments cannot be
undertaken without approval of the Inspector of
Municipalities. In addition, borrowing requires
an elector approval process in the majority of
cases.
An “approval-free liability zone” exists to allow
borrowing without elector approval as long as
current and proposed servicing costs do not
exceed 5% of the municipal revenue defined in
the legislation.
Elector approval can be sought in one of two
ways. One option is to receive the approval of
electors by holding a referendum, with the
second, and less-expensive method, to
hold an “alternative approval process.”
If more than 10% of the electors
express an opinion that a referendum
should be held, by signing an Elector
Response Form within 30 days of a
second advertising notice, Council
would need to consider whether to
proceed with the planned borrowing
and, if so, a referendum must be held.
Previously Approved Borrowing Still
Unissued
The 2023-2027 Financial Plan includes
debt payments on the following
previously approved projects:
Cemetery Expansion ($1.1 million)
The City is also authorized to borrow
$1.1 million for the expansion of the
cemetery. External borrowing of $2.22
million occurred several years ago after
the first two lots were purchased.
Parks & Recreation ($26.5 million)
Additional Ice Sheet $23.5 million
Other Parks borrowing $3.0 million
Property tax increases were approved to
provide for the debt servicing costs and
the operating costs of the above
projects. In addition, Community
Amenity Charges are relied on to fund
these projects.
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The general property tax increase averages
3.0% per year over the life of this Financial Plan
Impact to the Average Home
It is important to understand what this Financial Plan means to the average home. The assessed
value of the “average home” for the 2022 taxation year was approximately $985,700.
The calculation includes all residential properties comprising both single family homes and
multi-family units such as townhouses and apartments. The following table demonstrates the
impact to a taxpayer based on the “average home.” Service fees include flat rate water, flat rate
sewer, recycling and single-home blue box pickup.
Within the General Purpose average change of 3.0%, existing service levels have been
maintained and several significant cost increases have been accommodated, including
increases in the policing contract, labour costs and Fire Department costs.
The impact of the 3.5% Municipal Property Tax increase is $83.24 in 2023.
Note: Sewer Levy is increasing at 8.5%, parcel charge is $35 in each year. The sewer increase
combines the Levy and the parcel charge, lowering the total increase.
Average Residence Valued at $985,700 2022 2023 2024 2025 2026 2027
Municipal Property Taxes 2,378.30$ 2,461.54$ 2,564.92$ 2,670.08$ 2,790.23$ 2,915.79$
User Fees
Recycling (fixed rate)80.88$ 83.10$ 85.39$ 87.74$ 90.15$ 92.63$
Water (fixed rate)720.55 752.95 786.85 822.25 859.25 897.90
Sewer (fixed rate)497.70 537.05 579.70 626.00 676.25 730.75
Total Property Taxes and User Fees*3,677.43$ 3,834.64$ 4,016.86$ 4,206.07$ 4,415.88$ 4,637.07$
* Does not include collections for others (School, BCAA, GVTA, GVRD, MFA)
2022 2023 2024 2025 2026 2027
Average Home Municipal Levies Increases:
General Purpose 3.60%2.90%3.40%3.00%2.90%2.90%
Infrastructure Replacement 0.60%0.80%0.80%1.00%1.00%
Parks & Recreation 0.30%0.60%0.60%
Total Property Tax Increase %3.60%3.50%4.20%4.10%4.50%4.50%
Recycling Increase %2.75%2.75%2.75%2.75%2.75%2.75%
Water Increase %4.50%4.50%4.50%4.50%4.50%4.50%
Sewer Increase %7.86%7.91%7.94%7.99%8.03%8.06%
Total Property Taxes and User Fees Increase 4.31%4.28%4.75%4.71%4.99%5.01%
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Conclusion
For 2023, the City expects approximately $6.2 million in new revenue, primarily due to property
taxes; comprised of taxes from new development and increases in property taxes. The majority of
the additional revenue is used to fund cost increases for existing services, such as labour and
contracts. A portion of the property tax increase is dedicated to improving the level of
infrastructure replacement. Incremental portion wording
Maple Ridge’s Business Planning culture ensures the business and financial acumen exists to
address current community needs. A phrase that is often used to describe our Business Planning
process is ensuring that we are “Doing the right things right.” This is achieved through looking at
what and how we do things and revisiting these processes to ensure we are getting the most
value out of the time, effort and resources invested.
We continue to face pressures in delivering services to a community that is growing at a brisk
pace. The incremental adjustments, summarized earlier in this report, will assist in starting to
address the implications of the community needs and support the delivery of Council’s Strategic
Plan.
The Province of British Columbia announced onetime funding allocation to assisting with these
cost pressures of growth and infrastructure improvements. Maple Ridge’s portion, approximately
$16.5 million, will allow several significant projects to proceed. These will be incorporated into
the Capital Program based on Council direction.
Significant Future Items not currently addressed in the Financial Plan
There are several work plan items that will result in more detailed implementation plans. Items
that include significant coordinated efforts or investments often require research and careful
consideration of the data to ensure decisions are well informed. When the implementation plans
are considered the funding can also be considered. Examples of significant strategic work
currently underway that will require funding, either from property taxes, or ideally through other
funding sources, include the following:
• Parks and Recreation Master Plan
• Strategic Transportation Plan
• Economic Development Strategy
• Fire Department Master Plan
• Police Services Plan (pending dissolution of joint police services with Pitt Meadows)
• Storm Water Plans
• Asset Management and
• Green Infrastructure Strategy
Not all the information required to make budget decisions exists at any one time. Council can
amend the Financial Plan Bylaw at any time, and once the investments and associated funding
decisions have been made, the Financial Plan can be amended accordingly.
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Recommendations for 2023 – 2027 Financial Plan
The key financial implications of this budget include:
1. General Purpose Property Tax
Increases before incremental
funding; 2.9% in 2023, 3.4% in
2024, 3.0% in 2025 and 2.9% in
2026 to 2027.
2. Infrastructure Sustainability Property
Tax Increase; 0.6% in 2023, 0.8% in
2024 to 2025 and 1.0% in 2026 &
2027.
3. Parks, Recreation & Culture Property
Tax Increase; 0.30% in 2025 and
0.6% in 2026 to 2027.
4. Annual user fee increases for Water
of 4.5%, Sewer of 8.5% and
Recycling Levies of 2.75%.
5. Recommended Incremental
Adjustments, as outlined on pages
11-13. These adjustments result in
an additional increase to the 2023
General Purpose Property Tax of
0.88%. The adjustments are
included in categories of:
• Incremental Adjustments with No
Additional Property Tax Impact,
• One Time Operating Costs Not
Funded from Property Taxes,
• Tier 1 – Minor Service Level
Enhancements and
• Tier 2 – Strengthening Service
Delivery.
6. Capital Program totaling $51.6
million in 2023, $66.5 million in
2024, $72.9 million in 2025, $91.5
million in 2026 and $28.9 million in
2027.
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General Information
Public Input
Each year we invite citizens and stakeholders to provide comment on the Financial Plan. This year’s
budget consultation is being supported by the City’s new public engagement platform, Engage Maple
Ridge. Residents, businesses and anyone who would like to comment on the proposed 2023-2027
Financial Plan can provide input at engage.mapleridge.ca from March 30 to April 14, 2023. A summary of
the feedback received from the public will be presented to Council when it considers the budget at the
Regular Council meeting of April 25, 2023.
In addition, your comments and questions are welcome at any time.
▪ e-mail, address to: budget@mapleridge.ca
▪ voicemail, Budget Hotline: 604-467-7484
▪ in writing, addressed to:
Trevor Thompson, Director of Finance
City of Maple Ridge
11995 Haney Place
Maple Ridge, BC V2X 6A9
Get a copy of the Financial Plan on our website mapleridge.ca
Appendix 1 Taxation Comparisons to Other Municipalities
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Composition of Property Assessment Base
The tax rate charged to the Residential Class is relatively low when compared to the rate charged to the
Business and Industry classes, so we need to keep an eye on the composition of our property tax base.
The following chart shows the residential proportion of the assessment base in area municipalities. The
range is from a low of 74.52% in the City of Langley to a high of 97.04% in West Vancouver. The chart
also shows how this percentage has changed between 2009 and 2022.
Lower Mainland Municipalities
% of Residential Class Property Assessment Values
Most municipalities experienced a reduction in the proportion of the assessment base that is represented
by residential properties. Several municipalities including Mission, Coquitlam and the Township of
Langley saw increases.
Lower Mainland Municipalities
% Change in % of Residential Portion of Property Assessment Values from 2009—2022
One should be careful with conclusions that are reached by looking at this data. For instance, the
changes could simply be the result of market value fluctuations rather than new construction. It is just
one piece of information that should be kept in mind in Council’s deliberations.
Source: BC Assessment, 2009 and 2022 Revised Rolls
Appendix 1 Taxation Comparisons to Other Municipalities
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Survey of 2022 Residential Taxes on Average Single-Family Dwelling
Municipality
Average
Assessed
Value*
Municipal
Taxes
Rank
(lowest to
highest)
Total
Utilities
Municipal
Taxes &
Utilities
Rank
(lowest to
highest)
Notes
Delta 1,349,938 2,746 6 956 3,702 1 2
Pitt Meadows 1,034,819 2,507 3 1,207 3,714 2
Port Coquitlam 1,254,912 2,653 5 1,076 3,729 3
Langley-City 1,211,033 2,498 2 1,257 3,755 4
Langley-Township 1,353,926 2,379 1 1,435 3,814 5
Surrey 1,539,883 2,610 4 1,472 4,082 6 6
Burnaby 1,810,127 2,800 8 1,287 4,087 7 1
Maple Ridge 1,155,828 2,789 7 1,299 4,088 8 7
Mission 1,033,073 2,820 9 1,276 4,096 9 3
Richmond 1,846,416 3,060 12 1,281 4,341 10 (5,6)
Coquitlam 1,531,162 2,975 10 1,467 4,442 11
North Vancouver-City 1,875,885 2,995 11 1,481 4,475 12 4
North Vancouver-District 2,062,901 3,239 13 1,920 5,159 13
Port Moody 1,680,906 3,843 16 1,435 5,278 14 1
Vancouver 2,490,709 3,814 15 1,630 5,444 15
New Westminster 1,424,241 3,718 14 1,979 5,697 16 1
West Vancouver 3,567,565 5,467 17 2,420 7,887 17 (5,6)
Average 1,660,196 3,113 1,463 4,576
Median 1,531,162 2,820 1,435 4,096
Highest 3,567,565 5,467 2,420 7,887
Lowest 1,033,073 2,379 956 3,702
Notes:
Values are rounded.
*
1
2
3
4 Water and Sewer Rates reflect a 5% discount for on time/early payment.
5
6
7
Average Assessed Value determined by using BC Assessment’s 2022 Revised Roll Totals, Property Class Residential Single
Family, divided by number of occurrences. Value has not been adjusted for new construction or supplementary changes.
Water, Sewer, Garbage/Recycling Rates receive 5% discount for on time/early payment.
Drainage Levy Rate/Amount excluded from analysis. According to Mission staff, only approximately 25 homes are charged this
levy - not representative of an average home in Mission.
Water, Sewer, Garbage/Recycling Rates receive 10% discount for on time/early payment.
Sewer and Water are metered and are therefore projected amounts.
Utility Rates include Water, Sewer and Recycling.
Municipal tax rates are averaged.
Appendix 1 Taxation Comparisons to Other Municipalities
Financial Plan 2023 – 2027
38 | P a g e
In the 2022 survey on Residential taxes, we also looked at the tax increases over the past two years
across surveyed municipalities. Tax increases in 2022 ranged from a low of 4.3% in the Township of
Langley to a high of 19% in Mission. The tax increase to the average single-family dwelling in Maple Ridge
was 5.9%
Municipality
2020 2021 2022
Municipal
Taxes Change Municipal
Taxes Change Municipal
Taxes
2-Year
Change
Langley Township 2,170 5.1% 2,281 4.3% 2,379 9.7%
North Vancouver District 2,978 4.0% 3,097 4.6% 3,239 8.8%
Delta 2,488 4.5% 2,599 5.7% 2,746 10.4%
Maple Ridge 2,513 4.8% 2,633 5.9% 2,789 11.0%
Coquitlam 2,649 5.3% 2,789 6.7% 2,975 12.3%
Port Coquitlam 2,359 4.8% 2,472 7.3% 2,653 12.5%
Richmond 2,634 8.1% 2,846 7.5% 3,060 16.2%
Burnaby 2,455 5.5% 2,590 8.1% 2,800 14.1%
Port Moody 3,351 6.0% 3,552 8.2% 3,843 14.7%
West Vancouver 4,884 3.0% 5,030 8.7% 5,467 11.9%
North Vancouver City 2,596 5.3% 2,733 9.6% 2,995 15.4%
Vancouver 3,198 8.5% 3,470 9.9% 3,814 19.3%
Pitt Meadows 2,186 3.8% 2,269 10.5% 2,507 14.7%
New Westminster 3,032 9.6% 3,322 11.9% 3,718 22.6%
Surrey 2,193 3.9% 2,279 14.5% 2,610 19.0%
Mission 2,482 -4.5% 2,370 19.0% 2,820 13.6%
Commercial Taxes
In 2022, we surveyed taxes assessed against the Class 6, Business Other category. which is property
used for offices, retail, warehousing, hotels, etc. One indicator that has been getting some attention these
days is that of the tax multiple. A tax multiple for Business Class 6 is calculated by taking the tax rate
assessed against this Class and dividing it by the Residential Class tax rate. For 2022, our Tax Multiple
was 2.95 (7.1194 Business Class 6 rate divided by 2.4128 Residential Class rate). A lower tax multiple is
preferred by businesses.
Maple Ridge Business Class, Residential Class, Tax Multiple
Year Business Residential Multiple
2015 12.3038 4.4713 2.75
2016 11.8801 4.3761 2.71
2017 10.9322 3.3412 3.27
2018 9.8429 2.9961 3.29
2019 8.9367 2.8326 3.15
2020 8.2156 3.1282 2.63
2021 8.0936 3.0876 2.62
2022 7.1194 2.4128 2.95
Appendix 1 Taxation Comparisons to Other Municipalities
Financial Plan 2023 – 2027
39 | P a g e
This chart shows how our Tax Multiple compares to surveyed municipalities. Our multiple is the ninth
lowest.
Caution should be used in reaching conclusions around multiples because multiples change as a result of
differential changes in property assessed values. Nonetheless, if Council wanted to move towards a
multiple of 2:1, this could be done by shifting the tax burden from the Commercial Class to the
Residential Class. Our budgets are balanced and shifting the tax burden benefits to one class are at the
expense of another.
Business Class Tax Multiples, Based on General Municipal Rates
Municipality
2020 2021 2022
Multiple Multiple Multiple Rank
Port Moody 2.0 2.0 2.2 1
Chilliwack 2.0 2.1 2.3 2
West Vancouver 1.8 1.9 2.4 3
Richmond 2.4 2.5 2.4 4
Delta 2.4 2.4 2.5 5
Surrey 2.7 2.7 2.8 6
Langley, City 2.6 2.5 2.9 7
Abbotsford 2.6 2.5 2.9 8
Maple Ridge 2.6 2.6 3.0 9
Pitt Meadows 2.8 2.8 3.0 10
Burnaby 3.1 3.3 3.1 11
North Vancouver, City 2.8 3.0 3.2 12
Port Coquitlam 2.9 3.0 3.2 13
New Westminster 3.4 3.5 3.4 14
Langley, Township 2.0 3.2 3.5 15
Coquitlam 3.2 3.6 3.7 16
Mission 3.6 3.7 4.5 17
Vancouver 2.8 4.9 4.9 18
North Vancouver, District 2.4 2.6 5.7 19
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
40 | P a g e
Government 4,886 1,867 1,152 457 412
BCO/PARK Officer Ford Ranger XL Pick Up Truck 47 - - - -
Business Tower Lifecycle 1,092
Bylaw Minor Capital 6 - - - -
Bylaw Storage Container 5 - - - -
City Office Renos & Equip (Various Locations) 20 - - - -
Equipment Replacement Office 102 107 112 117 122
Minor Capital - City 100 100 100 100 100
Minor Capital - Engineering 15 15 15 15 15
Minor Capital - Gen Government 15 15 15 15 15
Minor Capital - Town Centre 100 100 100 100 100
Operations Centre - Fuel Island Replacement 100 500 - - -
Operations Centre - Works Yard Security - 200 200 - -
Operations Electric Forklift - 50 - - -
Operations Printing Plotter 15 - - - -
Recycling Collection Equipment 100 100 - - -
Recycling Depot - Site Upgrade, paving, expansion of covered area - 120 - - -
Recycling Land Purchase and Site Upgrade 2,500 - - - -
Secondary Operations Site Facility - - 50 50 -
Sustainable Film - Electrification of the Rail Lot (22410 Haney Bypass) 350 - - - -
Vehicle for New Elmec Supervisor 60 - - - -
Works Yard Electrical Service Upgrade (CFO 30%) 200 500 500 - -
Workstation/Desk Replacement (Furniture) 60 60 60 60 60
Technology 2,348 2,990 2,226 1,280 1,130
Application Testing and Development Maintenance Program 30 30 30 30 30
Application Upgrade and Maintenance Program 50 50 50 50 50
ArcGIS Parcel Fabric Software Module 30 - - - -
ArcGIS Urban Implementation 30 - - - -
Asset Management - - 250 250 -
Compliance Software 75 - - - -
Digital Security Infrastructure Management Program 50 50 50 50 50
Disaster Recovery Infrastructure 97 - - - -
Enterprise System Replacement (Financial and HRIS) - 1,000 500 - -
Equipment Replacement - IT 1,072 1,360 791 400 500
Fibre Extensions (various) - - - 250 250
Infrastructure Growth Program 100 100 100 100 100
Meeting Room Collaboration Technology Program 50 50 50 50 50
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
41 | P a g e
Network Traffic Monitoring and Analyzing 50 50 50 50 50
Technology
New User Equipment Program 50 50 50 50 50
Office 365 Implementation Phase 2 50 - - - -
Online Permit Payment Expansion SPLIT (CFO 100%) 25 - - - -
Public Access Community Kiosks 39 - - - -
Radio Repeaters for City Buildings 200 - - - -
Scan Historical Records from Microfiche to Digital Images - 250 250 - -
Special Programing for City Radios 50 - - - -
Transf. Service Connections (Sewer, Water, Drainage) from AMANDA to GIS 100 - - - -
Updated Service Desk Software - - 55 - -
Website and Intranet Update 200 - - - -
Protective Fire 1,900 - - - -
Replace 2 Fire Engines 1,900 - - - -
Protective Police 21 10 - - -
RCMP - Furniture Replacement (CFO 20%) 15 10 - - -
RCMP - Records Section workspace configuration (CFO 20%) 6 - - - -
Parks 5,610 1,737 5,905 5,615 7,755
128 Ave (HH) Neighborhood Park Development - - - 1,200 -
Capital Trail Improvements New 80 80 80 80 80
Cemetery Columbaria Expansion 150 - - 150 -
Cemetery Storage - - - - 100
Community Gardens 30 - 30 - 30
Dog Park Improvements - 150 - - -
Equip Purch - Mobile Stage (CFO 50%) 250 - - - -
Golden Ears Field Washroom - 100 650 - -
Green Infrastructure improvements - - - - 100
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park Improvement - 150 1,200 - -
Jackson Farm Master Plan - - - 40 -
Memorial Park - Park Improvements (CFO 16%) - - 700 - 2,500
Minor Capital - Gen Rec 30 30 30 30 30
Minor Capital Parks Improvements 125 125 125 125 125
MR - Park Improvements (232 and 132) 1,800 - - - 1,800
NE Albion Park Development SE 112 and Lockwood - - - 1,000 -
Park Accessibility Improvements - 250 - 250 -
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
42 | P a g e
Parks
Park Development (232 and 132) River Hamlet School Site - - - 2,000 -
Park Development (DTR and 214) - - - - 800
Park Development (DTR and 214) Demolition & Abatement 70 - - - -
Parks and Facilities Vehicles/ Equipment 280 - - - -
Placemaking Improvements 25 - - - -
Playground Surfacing Improvements 30 30 40 40 40
Port Haney Waterfront Park - Improvements (CFO 31%) 750 - 1,000 - -
Recreation Infrastructure - Improvements 100 100 100 100 100
Recreation Storage 40 - - - -
Silver Valley Neigh Park Completion Phase 1 - 100 1,400 - -
South Haney Park (230 and 113) Development 1,400 - - - -
Sport Facility Improvements - - - - 400
Thornhill Trail Network Improvements 250 - - - -
West Neighborhood Park Improvements - 300 350 400 450
Whonnock Lake Development 1 - 122 - - -
Whonnock Lake Development 2 - - - - 1,000
Highways 15,730 18,500 41,796 68,977 10,353
112 Ave/Kanaka Creek Bridge - - 500 - -
121 Ave 214 St - 216 St Corridor Improvements 300 2,600 - - -
123 Ave Corridor - 203 to Laity Construction - - - 700 -
123 Ave Corridor - Laity to 216 Reconstruction Phase 1 - 3,480 - - -
124 Avenue 244-248 Connection - - - 200 -
136 Ave (224 St - Foreman Dr) Corridor Improvements - - 100 - 700
210 St 200m N of 128 Road and Drainage Improvements - - - 2,358 -
224 St at 124 Ave - Intersection Safety Improvements 300 - - - -
224 St at 132 Ave (N Alouette Bridge) Design 100 250 - - -
224 St at 132 Ave (N Alouette Bridge) Replacement - - - 5,000 -
240 St Bridge (North of 124 Ave) Planning, Design & Construction (CFO 61%) 500 4,500 - 55,000 -
Abernethy Way (240 St - 256 St) Conceptual Design 250 - - - -
Abernethy Way Extension (232 St – 240 St) (CFO 7%) 7,000 - 31,500 - -
Access Culverts 22 22 22 22 22
Bridge Repairs Structure Upgrade 150 150 150 150 150
Cottonwood St and 232 St Sidewalk - - - - 100
Cycling Improvements - - 200 200 200
Dewdney Trunk at 272 St (Kanaka Creek Bridge) - - 2,500 - -
Equip Replacement - Fleet 1,700 1,300 1,100 1,400 1,400
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
43 | P a g e
Highways
Fern Cres (236 St - 240 St) (F) Phase 1 (CFO 25%) - - 500 - -
Hwy 7 Multi Use Path, 216 to 220 St (CFO 23%) 600 2,000 - - -
Kanaka Way (Gilker and 236) Pedestrian Crossing Improvements 100 - 600 - -
Local Area Service - Road (CFO 100%) 250 250 250 250 250
Maple Meadows S Curve 200 100 - - 1,800
Pavement Management 50 - 200 - -
Pedestrian Improvements - - 250 250 250
Private Driveway Crossings 7 7 7 7 7
Road Rehabilitation Program 3,361 3,155 3,487 3,000 5,068
Sidewalk Replacement 90 90 90 90 90
Street Lighting Upgrade Program 500 500 - - -
Streetlight Pole Replace Program 100 100 100 100 100
Traffic Calming Program - - 150 150 150
Traffic Signal Replacements - - 100 100 100
Utility Vehicle for MUP Maintenance 150 - - - -
Drainage 2,013 13,453 2,875 2,865 3,535
116 Ave (203 Ave to Warsley St) Drainage Upgrades - - - 50 -
126 Ave (216 - Grace) - Storm Sewer Replacement 100 900 - - -
228 St (DTR to Lot 175m north) 122-123 (200m) - 30 240 - -
230 St (122 Ave – 123) Ave 160m Storm Replacement 30 270 - - -
Culvert Replacement Program - - 450 450 450
Dewdney Trunk Road (238B St - 240 St) Storm main replacement 600 - - - -
Drainage Replacement Program 86 - - 564 850
Drainage Upgrade Program - - 1,813 1,529 1,963
Flood Abatement N. Alouette Bridge Protec. (224 St and 132 Ave Bridges) 200 - - - -
Gee St (123 Ave - Eagle Ave) 350m Storm Replacement 75 730 - - -
ISMP Watershed Review - - 100 - -
Local Area Service - Drain (CFO 100%) 250 250 250 250 250
Lower Hammond Drainage Trunk Sewer Access & Flushing 100 - - - -
Lower Hammond Pump Station 50 10,000 - - -
Princess St Drainage Pumping Station - 1,250 - - -
Private Storm Sewer Connections 23 23 23 23 23
ROW North of 21000BLK 126th Ave Storm Main Replacement 500 - - - -
Sewage 6,826 2,651 8,096 2,651 2,851
119 Ave 228 St - Lot 22678 - 100m of 200mm San - 20 150 - -
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
44 | P a g e
122 Ave Sanitary Replacement - - - 100 1,050
Sewage
122 Ave (221 St to Dunbar) - 150m Sewer twinning - 30 240 - -
124 Ave (Laity St - 216 St) 670mm of 200mm Sewer Replacement - - - 60 610
126 Ave (216 - Grace) 100 700 - - -
136 Ave Lift Station Improvements 100 - - - -
208 St Sewage Station Replacement - 100 1,500 - -
221 St (122 Ave to Canuck Cres) - 230m Sewer replacement - 40 370 - -
223, 122-DTR (350m) and 122, 223 to 30m west - 60 570 - -
225 St Forcemain and PS Upgrade - Phase 2 4,000 - - - -
228 St, 123 Ave - North of Purdey - 50 700 - -
228 St (DTR to 119 Ave) - 170m San Replacement - 30 270 - -
240 St and Kanaka Creek - Old Siphon Isolation Valve and Pigging Port - - 50 - -
Burnett St (Haney Bypass - Lougheed Hwy) 540m of 250mm Sewer Replacement. - 140 1,360 - -
Canuck Cres; 221 to Gray - 150m Sewer replacement - 30 240 - -
Dewdney Trunk Rd & Burnett St - 119 Ave and 228 St - 380m San Replacement. 60 580 - - -
Fair Grounds Sanitary Replacement - 30 300 - -
Field Investigations - Sewage - 10 - - -
Gee St (123 Ave - Eagle Ave) 350m San Replacement 35 340 - - -
Golf Sewage Pumping Station - - 500 - -
JRW Forcemain (Fairgrounds to River Road) 500 - - - -
Local Area Service - Sewer (CFO 100%) 250 250 250 250 250
Meadow Brook Sewage Station Replacement - - 300 500 -
Private Sewer Connections 41 41 41 41 41
River Rd, 212 St to Anderson Pl, Upsizing 200mm AC Design & Construction. - - 55 600 -
River Rd (West of 240 Street, R084 to R012) Sewer Replacement - 100 300 - -
Royal Cres at 225 St Diversion MH Overbuild (2018) 140 - - - -
SCADA Replacement Program 100 100 100 100 100
Sewage System Rehab and Replacement - - 800 800 800
Skillen/123 Area Sewer Construction - - - 200 -
Steeves Sewage Pump Station Replacement 300 - - - -
Tamarack Lane Pump Station Replacement 1,200 - - - -
Water 12,275 10,290 10,810 9,621 2,805
124 Ave (Laity St - 216 St) Watermain Replacement - - - 150 1,300
132 Ave (220 St to 224 St) Watermain Replacement 150 1,900 - - -
132 Avenue (Balsam to 236 St) 100 1,300 - - -
203 St (Lougheed to Thorne) Watermain Replacement 2,700 - - - -
222 St (DTR to 119 Ave) Watermain Replacement 100 600 - - -
Appendix 2 – 2023 – 2027 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2023 2024 2025 2026 2027
Financial Plan 2023 – 2027
45 | P a g e
232 St North of 136 Ave High Pressure Connection 3,000 - - - -
Water
232 St & 136 Avenue PRV Relocation & Pump Station Decommissioning 50 450 - - -
236 St PS CL Facility & Station Upgrade Concept Plan Phase 2 850 - - - -
240 St (Kanaka Way to 112 Ave) - - 280 - -
248 St Pump Station Upgrades - 800 - 7,200 -
256 St Reservoir Tank Replacement 750 - 6,750 - -
270A St Reservoir Replacement 1,850 - - - -
Bulkfill Stations Pressure Sustaining Valve Installation 125 - - - -
CL2 Equipment Replacement Program 50 50 50 50 50
DTR & 222 St PRV Replacement - - 75 750 -
DTR (246-248) - 50 600 - -
Gas Detectors - Sewer - - - 16 -
Gee St (123 Ave - Eagle Ave) 170m Wat Replacement 30 260 - - -
Grant Mountain Reservoir Twinning 750 2,675 - - -
Kingston St (South of 113B Ave) PRV Replacement - 100 750 - -
Local Area Service - Water (CFO 100%) 250 250 250 250 250
Lougheed Hwy Watermain Corridor Plan - 100 - - -
Marc Road Water System Protection 175 - - - -
Private Water Connections 410 410 410 410 410
PRV Upgrade Program 50 50 50 50 50
DTR & 232 St PRV Replacement - 75 750 - -
SCADA access equipment for Water Department - 50 - - -
Selkirk Ave (222 St - 223 St) 180m of 200mm Watermain Replacement 50 300 - - -
Tamarack Lane - 23300 Block to 23500 Block - - - 500 -
Water Meter R900i Conversion 40 - - - -
Water Meter Replacement Program [p] 35 35 35 35 35
Water Pump Station Upgrades 60 60 60 60 60
Water Remote Security Program 50 50 50 50 50
Water Reservoir Upgrades 50 50 50 50 50
Water Sampling Equipment - 25 - - -
Water System Improvement Program 50 50 50 50 50
Watermain Replacement Program 550 600 600 - -
West St (Dunn to Maple Meadows Way) Watermain Replacement - - - - 500
Grand Total 51,609 51,498 72,859 91,466 28,841
Business Plan 2023-2027 1 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Engineering
Request For: Utility Engineering - Senior Project
Engineer
Submitted By: Director of Engineering
Activities/Purpose:
An important function of the Utility Engineering team is to model the water, sanitary sewer, and
drainage infrastructure to identify infrastructure replacements based upon condition, current
capacity, or future capacity to facilitate development. Accordingly, the City completes master plans
for each of these utilities. Given the scope and scale of these assessments, a new resource is
required to manage these works.
Functions Performed/Degree of Service:
Manage the Utility Master Plans. This includes, scoping reviews, project management, and liaison
with development engineers.
Staff Position:
1 FTE Utility Engineering - Senior Project Engineer
Performance Measure:
Higher quality utility models, strategic infrastructure replacement, increased utility reliability.
Alternatives Considered/Reasons for Not Recommending:
Should this position not be considered, existing staff will be tasked with the model updates,
therefore redirecting them away from development reviews and daily utility management work.
Further, it will mean that developers will need to model a larger scope of work when proposing
infrastructure and will require the City to be reactive to development rather than implementing a
strategic infrastructure renewal approach.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Utility - Senior Project Engineer:
One-time Staff Equipment:
$152,000
10,000
Total $162,000
Business Plan 2023-2027 2 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Engineering
Request For: Design & Construction - Senior Project
Engineer
Submitted By: Director of Engineering
Activities/Purpose:
A Design & Construction - Senior Project Engineer is required to provide mentorship and guidance
to current project staff (Engineering Technologists) and manage large investments such as the
240 Street Bridge Crossing and the Abernethy Way Extension. This will allow the Manager of
Design and Construction to focus on strategic process improvements.
Functions Performed/Degree of Service:
Provide daily guidance and mentorship to Engineering project managers and take the lead on
complex project delivery (240 Street Bridge, Abernethy Way Extension).
Staff Position:
1 FTE Design & Construction - Senior Project Engineer
Performance Measure:
Improved project oversight, reduced project change orders, and timely delivery of projects.
Alternatives Considered/Reasons for Not Recommending:
Should this project not be considered it is recommended that the Capital Plan be revised to align
with available project manager resources. This will result in the deferral of key projects.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Design & Construction -
Senior Project Engineer:
One-time Staff Equipment:
$152,000
10,000
Total $162,000
Business Plan 2023-2027 3 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Engineering
Request For: Utility Engineering Technologist Projects Submitted By: Director of Engineering
Activities/Purpose:
The Engineering Department currently manages three utilities (sanitary sewer, water, drainage)
with two Engineering Technologist Projects. Given the workload associated with managing these
utilities it is recommended that each utility be assigned dedicated staffing. This will increase team
efficiency and allow staff to specialize in one utility rather than deploying a “jack of all trades”
approach.
Functions Performed/Degree of Service:
Each Utility Engineering Technologist Projects will be responsible for a utility. It is proposed that
each of these positions have an Engineering Technologist reporting to them and supporting their
utility. This means each utility will be managed by a team of two. Duties include utility planning,
assessment, capital project scoping, and development reviews.
Staff Position:
1 FTE Utility Engineering Technologist Projects
Performance Measure:
Increased utility reliability, more efficient development reviews, refined capital project scoping,
redundancy for staffing turnover.
Alternatives Considered/Reasons for Not Recommending:
Should this position not be considered, the two existing staff will continue to manage the three
utilities. Given the importance of timely development reviews this means that utility management
will be a lower priority and the city will continue to work reactively rather than strategically.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Utility Engineering
Technologist Projects:
One-time Staff Equipment
$115,000
10,000
Total $125,000
Business Plan 2023-2027 4 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Engineering
Request For: Infrastructure Development - Engineering
Technologist of the Day
Submitted By: Director of Engineering
Activities/Purpose:
In the 2022 Development Services Functional Review it was determined that greater front counter
support was required by professional staff to respond to technical questions in real time. The
report recommended a permanent Planner of the Day; however, given the nature of questions,
staff also recommend a permanent Engineer of the Day. This resource would sit behind the front
counter and be available to support application inquiries. This resource is not intended to respond
to lengthy, time intensive questions where an engineering service review would be more
applicable.
Functions Performed/Degree of Service:
Respond to front counter technical inquiries for small development applications, single family
building permits and highway use permits for access requirements.
Staff Position:
1 FTE Infrastructure Development – Engineering Development Technologist
Performance Measure:
Improved customer service at the front counter.
Alternatives Considered/Reasons for Not Recommending:
Should this position not be considered the existing staff will continue to manage these questions
based on availability.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Engineering Development Technologist:
One-Time Staff Equipment:
$111,000
10,000
Total $121,000
Business Plan 2023-2027 5 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Operations
Request For: Supervisor 2 Submitted By: Superintendent of
Waterworks
Activities/Purpose:
The Water Department is responsible for the operation, maintenance and construction of the
Water System. This position will work along side an existing Supervisor 2. Each Supervisor will
be responsible for their section; Construction Supervision and Maintenance/Operation
Supervision.
Functions Performed/Degree of Service:
After initial instructions, the Supervisor 2 coordinates and supervises the work of several crews,
exercising considerable independent judgement in carrying out and delegating assignments
related to the maintenance and operation of all minor & major assets.
Work assignments are received from a Supervisor 3 or Superintendent who issues assignments,
provides policy guidelines, and periodically reviews completed work as required.
Staff Position:
1 FTE Supervisor 2
Performance Measure:
• Improved accuracy of asset maintenance.
• Improved accuracy of maintenance documentation and recording.
• Improved allocation of utility resources for the efficient completion of maintenance and
operating tasks.
• Strengthened Water Utility structure where staff have a direct report in the field, further
assisting with BMP, safety, task execution, policies and benchmark targets.
Alternatives Considered/Reasons for Not Recommending:
Continue to have Supervisor 3 and Superintendent follow up in field with related tasks. At times
this alternative is reactionary vs proactive given various timelines and priorities. Continues to
repurpose Supervisor 3 and Superintendent available time.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Supervisor 2:
One-time Staff Equipment:
$106,000
10,000
Total $116,000
Business Plan 2023-2027 6 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Engineering Services Department: Operations
Request For: Water Meter Supervisor 1 Submitted By: Superintendent of
Waterworks
Activities/Purpose:
The Water Department is responsible for the operation, maintenance and construction of the
Water System. This position will work alongside the Supervisor 2. The position will be responsible
for the installation, maintenance, revenue collection coordination, and meter reading.
Functions Performed/Degree of Service:
• Oversees the water meter reading and inventory program;
• Audits readings;
• Identifies operational and/or software problems and directs appropriate corrective action;
• Liaises with Finance Department to resolve billing issues;
• Maintains inventory of water meters;
• Requisitions meter repairs and replacements within budget limits.
Staff Position:
1 FTE Water Meter Supervisor 1
Performance Measure:
Improved asset maintenance, documentation, and recording, strengthened Water Utility structure
where staff have a direct report in the field, further assisting with BMP, safety, task execution,
policies, and benchmark targets. Expectations on continuous improvement of asset maintenance,
documentation, and recording.
Performance indicators include:
1. Quarterly reading of 3020 meter across City; (2022 asset inventory)
2. Quarterly repairs of meters (or replacement) prior to next reading cycle;
3. In coordination with superior, prioritization of meter replacement of meters greater than
20 years old;
4. In coordination with superior and Engineering Department, commission of all new water
meters installed through Capital and Development works. Complete all necessary
paperwork, submit to taxation for billing account creation and data collection.
5. Field contact for communication with external departments on collection and evaluation of
Utility Billing data.
6. Field assistance and support for customer billing inquiries and troubleshooting.
7. Field support on DWCP Bylaw education and resident communications.
8. Installation of 60 new water meters yearly; driven from voluntary metering program and
Water Service Bylaw requirement.
9. Integral part in the introduction and maintenance of an AMI (Advanced Metering
Infrastructure) network and cloud-based meter reading software.
Business Plan 2023-2027 7 | P a g e
Alternatives Considered/Reasons for Not Recommending:
Continue to utilize staff time of Water System Work to read, install and repair meters. Work
through challenge with Taxation on billing inquiries and troubleshooting.
Current process is reactionary vs proactive given ongoing priorities.
When permitted, utilize other staff members (challenges are cross training on specialty software
and processes).
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Water Meter Supervisor 1
One-time Staff Equipment:
$117,000
10,000
Total $127,000
Business Plan 2023-2027 8 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning and Development Services Department: Building Services
Request For: Clerk 2 Submitted By: Manager of Building
Department - Process
Optimization, Training
& Client Services
Activities/Purpose:
This role was identified in the Neilson Report, as required to ensure essential administrative
support to the division to contribute to the efficient and professional delivery of permitting and
development services and alleviate clerical task burden of higher function roles/work.
Functions Performed/Degree of Service:
The Clerk would be responsible for all duties related to the movement of permits and supporting
documentation, ensuring all roles are supported for administrative needs where required. The
Clerk is responsible for the department function. The lack of this role has contributed to the
backlog of permit and inspection functions.
Staff Position:
One FTE Clerk 2
Performance Measure:
Successful delivery of building and development services applications and permits, customer
service, and efficient departmental workflow.
Alternatives Considered/Reasons for Not Recommending:
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1 FTE Clerk 2 Position:
One-time equipment:
$70,000
10,000
Total $80,000
Business Plan 2023-2027 9 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning and Development Services Department: Building Services
Request For: Building Official - Plan Reviewer 3 Submitted By: Manager of Building
Department - Process
Optimization, Training
& Client Services
Activities/Purpose:
Increased capacity will provide required support to ensure the intake and processing of only
“complete” building permit application submissions. It is intended that plan checkers take a more
active role to ensure compliance in submissions for building permits. The support to ensure quality
control prior to intake into the permitting system will alleviate frustration for clients and allow a
more streamlined intake process. This is a central role in the success of an accelerated permitting
system. Further, additional support is required to meet proposed permit targets and likely future
legislated requirements.
Functions Performed/Degree of Service:
Quality assurance is required for the intake of all building permit applications that are not
addressed by ‘fast track” program. This role would assess complex plans and function as key
oversight and approval to ensure applicants meet thresholds for completed application packages.
This would allow capacity for plan checking and the front counter support role.
Staff Position:
One FTE Plan Reviewer 3
Performance Measure:
Successful Development and Building Service application/inspection/permitting processing and
delivery.
Alternatives Considered/Reasons for Not Recommending:
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Plan Reviewer 3:
One-time Staff Equipment:
$111,000
10,000
Total $121,000
Business Plan 2023-2027 10 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning and Development Services Department: Building Services
Request For: Building Inspector 1 Submitted By: Director of Building
Services/Chief
Building Official
Activities/Purpose:
Building Services operates with only one Level 1 Building Official. The Building Inspector 1 role
largely serves residential inspections for new homes, additions, decks, accessory buildings, etc.
The increased capacity will provide balance to inspection volumes and allow inspectors to address
other related administrative and enforcement duties. Currently, the inspection support is provided
by higher qualified inspectors, which takes away from work required to manage complex projects.
Functions Performed/Degree of Service:
A Building Inspector 1 performs inspections for single- and two-family projects. This also includes
support to internal and external clients, folder management, and enforcement duties.
Staff Position:
1 FTE Building Inspector 1
Performance Measure:
Successful development of Building Services functions related to applications, inspection, and
permitting. Improved service, responsiveness, efficiency, and capacity.
Alternatives Considered/Reasons for Not Recommending:
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Building Inspector 1:
One-time Staff Equipment:
$103,000
15,000
Total $118,000
Business Plan 2023-2027 11 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning and Development Services Department: Planning
Request For: Planning Technician of the Day (POD Role) Submitted By: Director of Planning
Activities/Purpose:
In 2022, Council initiated a review by Mr. Allan Neilson of Neilson Strategies of the Development
Services Division (Planning, Engineering and Building) regarding aspects of the current development
application process. Implementation of the findings of the review will likely result in the need for a
new Planning Technician front counter position to provide technical advice beyond that of a
Development Service Technician (DST). This new position will reduce overtime requirements of
union staff and allow current development staff to remain focused on expediting the processing of
files with less disruptions.
Functions Performed/Degree of Service:
In keeping with the Division’s long-term commitment to ongoing improvement and efficiency, it has
been identified that the current Planner of the Day (POD) program would be more efficient and
effective with a dedicated resource of a Planning Technician assigned full time to the front counter
role to respond to public inquiries. The current POD program is necessary for public service but does
draw away already stretched planning staff from their primary role of file processing.
Staff Position:
1 FTE Planning Technician
Performance Measure:
This additional staff resource will improve customer service and reduce response times at the front
counter for the general public and development industry. It will also reduce development application
processing times as development staff will no longer have to complete POD responsibilities, thus
allowing them to remain focused on their primary duties of processing development applications.
Alternatives Considered/Reasons for Not Recommending:
Continue to service the front counter with the existing POD system.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
One FTE Planning Technician:
One-time Staff Equipment:
$102,219
10,000
Total $112,219
Business Plan 2023-2027 12 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Corporate Planning
Request For: Climate Action Coordinator Submitted By: Manager of Corporate
Planning
Activities/Purpose:
The proposed role facilitates the development and implementation of corporate and community
climate action initiatives. This includes the development of key corporate policies and providing
best-practice expertise to departments related to sustainability policies. An incumbent would also
represent the City at regional tables pertaining to climate-related topics.
It is recommended that the role is tied to provincial funding from the Local Government Climate
Action Program and associated objectives.
Functions Performed/Degree of Service:
•Annual corporate Greenhouse Gas Emissions reporting
•Develop tool and advocate for data related to annual community Greenhouse Gas inventory
•Develop corporate policies related to climate action
•Provide climate-related research and advisory services to departments
Staff Position:
1.0 FTE Climate Action Coordinator
Performance Measure:
Development of a climate action strategy and implementation plan
Reduction in Greenhouse Gas Emissions
Climate initiatives and policies adopted or implemented
Alternatives Considered/Reasons for Not Recommending:
The City could contract the development of strategy, actions and policy as an alternative to in-
house expertise. However, this method does not address the knowledge gap in subject-matter
expertise which currently exists.
It is proposed that this role be funded from Local Government Carbon Action Program funding.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1.0 FTE Climate Action Coordinator: $98,000
One-time equipment costs: 10,000
Total $108,000
Business Plan 2023-2027 1 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Intergovernmental Affairs
Request For: Strategic Leadership Summits Submitted By: Manager of Intergovernmental
Affairs
Activities/Purpose:
Host three regional summits pertaining to local leadership in climate action, affordable housing
and economic development. These summits represent an opportunity to position Maple Ridge as a
regional leader and advocate for innovative practices in each discipline and to inform the City’s
Strategic direction and create action plans.
Functions Performed/Degree of Service:
Summit functions will require organizing the event and related logistics, sourcing speakers,
subject-matter experts, workshop facilitators, and communications and public relations support.
Funding will cover costs to develop, host and execute these events over the course of 2023.
Staff Position:
Not applicable
Performance Measure:
Delivery of three summits
Enhanced public profile
Strategic Action Plans
Alternatives Considered/Reasons for Not Recommending:
Proposed summits could take place over the course of several years.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Strategic Leadership Summits: $100,000
Total $100,000
Business Plan 2023-2027 2 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Intergovernmental Relations
Request For: Strategic Advocacy & Communications
Services
Submitted By: Manager of Intergovernmental
Relations
Activities/Purpose:
To support the City’s strategic advocacy, communications and issues management on high priority
transportation, infrastructure, economic and housing objectives through advice and tactical
support provided by a consulting service.
Functions Performed/Degree of Service:
Consulting services to support internal stakeholders with advancing strategically aligned City
projects and objectives. Initiatives include advocacy for increased transportation infrastructure
and public transportation services, economic and industrial development, housing development
and supports and funding for recreational amenities.
Strategic issues management and communications support for arising issues.
Staff Position:
Not applicable
Performance Measure:
Advancement of City’s top strategic projects
Development of senior level political and government relationships and engagement
Allocations of government funding for key major projects
Increased profile and brand for City of Maple Ridge
Alternatives Considered/Reasons for Not Recommending:
The services can be provided through internal services. However, internal supports are currently
allocated to operating initiatives.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Strategic Communication &
Advocacy Services:
$90,000
Total $90,000
Business Plan 2023-2027 3 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Economic
Development
Request For: Retail Market Analysis Submitted By: Director, Economic
Development
Activities/Purpose:
A Retail Market Analysis positions Maple Ridge competitively to engage with targeted investment
prospects in the retail sector.
Local retail and market information collection will showcase needed insights to targets, qualified
investment prospects, and investors for their entry into the City of Maple Ridge. The project
includes analysis on: trade area demographics and retail spending (including quantification of
retail expenditure potential and expenditures by category, quantification of sales performance and
commercial lease rates), market analysis on retail supply, local consumer spending trends,
economic leakage (estimating the magnitude of sales outflow and inflow, estimating the
supportable retail floor space over the medium and long term), gaps and market opportunities,
goods and services supply/demand analysis, local citizen engagement on spending behaviours
(qualitative consumer research survey), retail consumer segment delineation, catchment area
definition, supportable retail supply, retail market opportunities (providing a list of target retailers
along with general unit sizes and categories that would enhance the retail offering in Maple
Ridge), retail land use allocation and square footage demand, and others.
A Retail Market Analysis will seek to identify supportable retail supply, the optimal retail role and
function in the local economy, retail market voids, retail land use allocation, retail consumer
behaviour, all in a local (Maple Ridge) retail market context.
Often this information is required for retail businesses to create business cases for investment
into new locations such as Maple Ridge; the intent is to ensure investment targets are converted
to investment prospects, qualified leads, and ultimately into investors for the City of Maple Ridge.
In order to meet the needs of Maple Ridge residents, diversify the local economy, and increase
assessment (as noted in the Maple Ridge Economic Development Strategy) additional information
is required for productive interactions with the retail business community.
Functions Performed/Degree of Service:
A Maple Ridge Retail Market Analysis addresses an information gap for the successful
demonstration of demand in the Municipality and catchment regions. Investment attraction can
continue with investor targets without a Retail Market Analysis; however, those engagements will
be less targeted and will convert less opportunity to investment. In short, a more targeted
demonstration of the retail needs and behaviours of the community will convert more investment
targets into actual investors into the community; additionally, providing viable and sustainable
retail options for the citizenry of Maple Ridge. The Analysis will be coupled with an implementation
plan to target specific retailers which have complementarity with the gathered analysis, which will
increase the retail offerings in Maple Ridge.
Information can also be shared with the local business community, shopping centres, real estate
investment trusts, and developers, among others. The analysis will provide insights to the local
existing business community about opportunities and the growth potential of retail in Maple Ridge;
Business Plan 2023-2027 4 | P a g e
local existing businesses are certainly a part of our retail landscape, and the analysis should
provide insights to our ‘homegrown’ retailers and provide them with additional insights about the
local retail market upon which they can act if they so choose.
Key questions being answered will include:
1. What amount of retail ‘leakage’ from Maple Ridge into the surrounding region is taking
place; What type of spending is being ‘leaked’?
2. What retail is missing from Maple Ridge (assuming latent demand) and what type of retail
do residents want? What retail operators may realistically want to operate in Maple Ridge?
3. Where and how should retail be allocated in Maple Ridge (assuming latent demand and
type of retail noted)?
Staff Position:
Lead – Director of Economic Development; support from Economic Development team,
anticipated consultation with Planning, Engineering, Economic Development Committee, Senior
Leadership and Council.
Performance Measure:
The Project is completed on time and on budget; implementation (investor and target outreach,
awareness building, investment attraction work) begins after the final analysis is received without
immediate impact to budget. As retail attraction efforts continue, assessment growth and
development are anticipated, at which point, targeted business travel may be required
(anticipated medium-term timeframe).
Alternatives Considered/Reasons for Not Recommending:
Not approving the Retail Market Analysis - investment attraction of non-residential development,
specifically retail in this case, will continue regardless of the analysis being approved. The level of
targeted action without the analysis will be limited and more resource intensive to gather, which
will impact conversion rates from targets to investments in the City of Maple Ridge.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Retail Market Analysis: $55,000
Total $55,000
Business Plan 2023-2027 5 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Economic
Development
Request For: Chamber of Commerce – Funding &
Office Space
Submitted By: Director, Economic
Development
Activities/Purpose:
This incremental package supports aims of the Economic Development Department in promoting,
supporting and deploying programs for our local business community. The chamber in partnership
with the City of Maple Ridge will be able to support our local business community, connect and
form relationships all while effectively utilizing staff and financial resources for high quality
programs and events.
Functions Performed/Degree of Service:
Services to include:
• Welcome package for new business,
• Organizing, coordinating and hosting business walks
• Event coordination and execution of an entrepreneurship series for local businesses,
• Coordination and execution of a business expo event,
• Coordination and execution of a women in business event,
• Support for tourism promotion and an additional location of visitor services,
• Home based business networking event,
• City representation provided at no additional cost for chamber events.
Staff Position:
None.
Performance Measure:
Completion of events with baseline data collection on event participation, business walks
completed and information gathered from businesses on needs, gaps, or challenges that need to
be addressed, increased awareness of local business community.
Alternatives Considered/Reasons for Not Recommending:
To only fund specific items from the chamber proposal rather than the entire suite of services.
This would not meet the needs of business retention and expansion programming and additional
ability to promote tourism / visitor services for the City of Maple Ridge.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Chamber of Commerce Fee
for Service $115,000
Total: $115,000
Business Plan 2023-2027 6 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: CSSI
Request For: Community Safety Consultants
Submitted By: Manager of
Community Social
Safety Initiatives
Activities/Purpose:
One more year of funding for the CSSI Consultants.
Functions Performed/Degree of Service:
The two Expert Consultants for the Community Social Safety Initiative have been critical pieces of
the program. They advise on strategy, especially with sensitive community matters. As we know,
the response to homelessness, mental illness, and drug addiction is a very polarized topic and
requires a thoughtful and balanced approach at every turn.
Staff Position:
N/A
Performance Measure:
The CSSI Consultants support each Community Safety measure within Council’s strategic plan.
Alternatives Considered/Reasons for Not Recommending:
Currently, the GL has approximately $25k remaining. This one-time allocation of funding could be
exhausted and the strategic support for the CSSI discontinued.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
One more year of funding for
CSSI consultants:
$25,000
Total $25,000
Business Plan 2023-2027 7 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: CSSI
Request For: Lock Out Crime Through Environmental
Design Program
Submitted By: Manager of
Community Social
Safety Initiatives
Activities/Purpose:
Match funding for Lock Out Crime Through Environmental Design program.
The endorsed Community Social Safety Action Plan directed staff to explore the feasibility of
expanding the Façade Program to include improvements that are in alignment with Crime
Prevention Through Environmental Design (CPTED) principles. A concept plan was developed
in partnership with the Executive Director of the Downtown Maple Ridge Business
Improvement Association (DMRBIA), reviewed by the DMRBIA board, and proved feasible. A
pilot launched in August 2020 achieved significant uptake by the business community.
The program aligns with objectives of the DMRBIA, City Council, the Bylaw Department, and
the Downtown Maple Ridge business community to support elements of environmental crime
prevention through design considerations to encourage a reduction of safety concerns and
incidence of crime in the downtown core.
To date, the program has invested nearly $15k into the business community to improve safety
and security on commercial properties.
Moving forward we may wish to imbed LOCTED into the DMRBIA Bylaw, similar to the Façade
Improvement program.
Functions Performed/Degree of Service:
This program offers businesses within the DMRBIA area a personalized Crime Prevention
Through Environmental Design (CPTED) assessment and the opportunity to apply for a grant
to fund 50% of the cost of the recommended property upgrades (to a maximum of $2000).
The goal of this program is to incentivize business owners to invest in CPTED focused
upgrades, hereby creating a safer streetscape and reducing incidence of crime in the area.
The proposal is for $10,000 in funding towards the granting process to match the funding
offered by the DMRBIA.
Staff Position:
N/A
Performance Measure:
Oversight of the application review and granting will be the responsibility of a DMRBIA Safety
and Security sub-committee with representation from the DMRBIA and City staff. The
Business Plan 2023-2027 8 | P a g e
performance measures will be two-fold:
• Level of investment into the business community infrastructure supporting safety and
security.
• Number of businesses who receive a CPTED assessment and are introduced to the
Community Safety Officers.
Over the longer term, crime mapping metrics may help to demonstrate the effectiveness of the
program, where the impact can be isolated from other crime reduction and safer streetscapes
activities undertaken in the area.
Alternatives Considered/Reasons for Not Recommending:
The alternative to not proceeding with match funding would be to proceed with the program at half
capacity or risk the cancellation of a program that is proving to have a high level of interest from
the business community.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
CSSI- Lock Out Crime
Through Environmental
Design Program:
$10,000
Total $10,000
Business Plan 2023-2027 9 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Corporate
Communications
Request For: Communications Marketing Budget Submitted By: Director of Strategic
Development,
Communications and
Public Engagement
Activities/Purpose:
As the communications department has started engaging with various projects, we have noticed
that in some cases no marketing allocations has been included in the project budgets. Some of
these projects will require engagement and promotion, and as such having a one-time central
marketing budget within communications will allow us to allocate those funds to those projects as
needed. We anticipate this to be one-time funding because we hope that through the new
business partner model (that will be rolled-out by Communications in 2023), project managers
and departments will start including marketing allocations into project budgets.
Functions Performed/Degree of Service:
Public engagement promotion and awareness promotion for projects that affect the community
(advertising in media, boosting posts in social media, etc.).
Staff Position:
None.
Performance Measure:
Post likes
Social Media reach
Alternatives Considered/Reasons for Not Recommending:
Maintain the existing budget allocation and revisit in future year
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Communications Advertising $50,000
Total $50,000
Business Plan 2023-2027 10 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Legal and Legislative
Services
Request For: Document Management Strategy Submitted By: Executive Director,
Legal and Legislative
Services
Activities/Purpose:
With constantly increasing volumes of records, the City requires a consultant to support the
development of a strategy and framework for managing corporate records separate from
digitization of records. The consultant will help identify and manage records to help reduce
redundancies and ensure records remain compliant.
Functions Performed/Degree of Service:
The consultant will assess the current document management system and help create a roadmap
for improved document management protocols. They will help create a detailed and precise
communication to all departments on how to appropriately store, distribute, organize, and destroy
records.
Staff Position:
N/A
Performance Measure:
Improved organization and location methods.
Reduction of irrelevant or redundant records.
Alternatives Considered/Reasons for Not Recommending:
Without an outside perspective, the records will continue to build up taking up valuable office
space and costs associated with storing off-site.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Document Management
Strategy:
$70,000
Total $70,000
Incremental Package Report
Business Plan 2023-2027 11 | P a g e
2023 Proposed Budget
Division: Planning and Development Services Department: Building Services
Request For: Purchase of Printed Building Code
Materials Publication Update
Submitted By: Director of Building
Services/Chief
Building Officer
Activities/Purpose:
It is anticipated that the Province will adopt a new BC Building Code in 2023. The adoption will
require the purchase of print Building and Plumbing Codes for all staff. With the adoption of a new
Code comes updated referenced standards (e.g., CSA, NFPA, ULC, NEBC, etc.)
Functions Performed/Degree of Service:
The Building Code and reference documents provide the technical, prescriptive, and performance
requirements applicable to construction.
Staff Position:
N/A
Performance Measure:
The Building Code and referenced documents set out construction regulations. The Building Code
and referenced documents provide the information necessary to administer the Building Bylaw.
Alternatives Considered/Reasons for Not Recommending:
Although the Building Code is available online, the nature and performance of building official
work requires a hard copy. The hard copy version supports study, note taking, and counter
reference. The referenced documents are not available online and require specific purchase. The
annual budget is currently $3564, which does not cover the cost associated with replacement that
occurs every 5 to 6 years. We need to account for this year's purchase. In addition, we need to
adjust the annual budget moving forward to $6000 per year, with the ability to carry forward.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
One-time Building Code
Publications
$30,000
Total $30,000
Business Plan 2023-2027 12 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Information Technology
Request For: InfoTech Subscription (IT Training and
Support)
Submitted By: Chief Information
Officer
Activities/Purpose:
The primary reason to use InfoTech is to develop proof of concepts. InfoTech has been serving an
extremely demanding IT market of high-profile clients, including top financial institutions, top
media companies and hundreds of small to mid-size companies. InfoTech has become the “go to”
address where companies find and implement technology solutions that are normally accessible
only to large corporations. By subscribing to InfoTech, all these solutions will be available to the
City.
Functions Performed/Degree of Service:
• Unlimited role-based access to all research & project methodologies;
• Access to the info-tech academy online eLearning platform;
• Unlimited software selection content & reports;
• IT leadership development certificate & online training programs;
• Unlimited analyst calls to help with the most challenging projects;
• Access to 100+ research analysts with deep subject matter expertise;
• Full access to all diagnostic benchmarking programs;
• One annual software selection engagement;
• One contract review engagement;
• Over 20 high-impact, single-day consulting engagements delivered online or onsite.
Staff Position:
N/A
Performance Measure:
Implementation of:
• Project Benefits Assessments Dashboards
• IT Scorecard
• Key Metrics Dashboard
• Policy Management Maturity Assessment
• End User Satisfaction Program
• IT Budget Metrics and Benchmarking
• Roll out of HRIS RFP
• Roll out of #SPLIT RFP
Other organizations have had considerable success utilizing InfoTech membership services, such
as significant savings or measured value for implementing IT asset management processes and
ERP support and strategy creation.
Alternatives Considered/Reasons for Not Recommending:
Due to COVID-19 and the changing landscape of Information Technology, the IT Team needs to
Business Plan 2023-2027 13 | P a g e
explore new and innovative ways of providing service. Our traditional approach to managing IT
solutions is working well, however, we are constrained by the number of IT staff allocated to each
key functional area and COVID-19 has increased the workload. Currently, staff have little time to
manage policies, track metrics, etc. due to their ongoing and current commitment to existing IT
systems. If we do not utilize the subscription services of InfoTech, we will continue to struggle to
make progress due to the workload and limited resources. InfoTech can provide us with
assistance and is the only company offering this type of membership and service. A sole source
letter has been provided.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Annual IT Contract Services
Adjustment: $52,460
Total $52,460
Business Plan 2023-2027 14 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning & Development Services Department: Planning
Request For: Implementation of Departmental Review
Recommendations
Submitted By: Director of Planning
Activities/Purpose:
In 2022, Council initiated a review by Mr. Allen Neilson of Neilson Strategies of the Development
Services Division (Planning, Engineering and Building) regarding aspects of the current development
application process. Implementation of the findings of the review will likely result in overtime
requirements of union staff required to assist in implementing the changes. This work will be in
addition to the normal departmental responsibilities of processing applications under the existing
heavy departmental workload.
Functions Performed/Degree of Service:
In keeping with the Division’s long-term commitment to ongoing improvement and efficiency, the
findings of the Neilson report need to be obtained and implications drawn from the changes
proposed, and their implications to the Division’s current structure and processes. The review is
likely to indicate process changes and additional staffing needs which will require funding in 2023.
It is expected that the proposed changes will help to reduce the heavy workloads of file managers
and speed up processing times for clients.
Staff Position:
N/A - Additional hours for existing staff.
Performance Measure:
The resulting recommendations from Mr. Neilson will likely lead to changes in the Division that have
some financial implications and are geared towards process improvements in both the time and
quality of the product delivered to applicants and ease of processing for staff.
Alternatives Considered/Reasons for Not Recommending:
Await completion of the Neilson Report and then assess its implications on Division in 2023.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Additional hours for existing
staff: $30,000
Total $30,000
Business Plan 2023-2027 15 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Recreation &
Community
Engagement
Request For: Sponsorship Program Development Submitted By: Director of Recreation
& Community
Engagement
Activities/Purpose:
The City of Maple Ridge is a growing community with a projected growth trajectory of 150,000 in
the next 20-30 years. As with many growing communities, there are demands for improved and/or
new infrastructure, programming, and services, but with limited financial capacity to meet these
demands. As such, the Corporation needs to find new and innovative ways to offset ongoing
operations, including corporate sponsorship within facilities/programs, etc.
Functions Performed/Degree of Service:
Developing a sponsorship program to support innovative revenue generation to offset costs
associated with ongoing operations will require the support of a consultant skilled in municipal
sponsorship programs. Program development includes:
• Sponsorship inventory asset valuation (IAV);
• Monetization strategy;
• Policy review and refresh;
• Implementation plan.
Staff Position:
None
Performance Measure:
Approved Council policy and program.
Alternatives Considered/Reasons for Not Recommending:
Municipal sponsorship programs for like-sized communities can generate between $500,000 to
$1.5M dollars in revenue to support ongoing operations, which could potentially alleviate a 0.5-
1.5% tax burden for residents.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Sponsorship Program
Development: $125,000
Total $125,000
Business Plan 2023-2027 16 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Corporate Property
Request For: Office Space Planning – Phase One Submitted By: Property Manager
Activities/Purpose:
As a growing municipality with a current population of 90,000+, Maple Ridge’s growth is expected
to reach 150,000 over the next 15-20 years which will require increases in staffing across all
departments to support management of this growth. The City’s staffing complement consists of
both full time (~400) and part time (~200) staff in various administrative and operational work
activities with staff currently spread out over a number of buildings, floors and various office
configurations along with reception, front counter service offerings and an operations yard.
This work represents the first phase of a multiphase initiative and entails auditing, documenting,
and analyzing the City’s existing office and workspace footprint, reporting out on its current
effectiveness and deficiencies, and making recommendations and providing a consistent standard
as to how best the City can maximize its current workspace design to accommodate the
anticipated growth in staff and changes in both workplace culture and future workspace design
given the learnings of the current pandemic and its impact on remote work and the shift towards
shared/community workspaces.
Functions Performed/Degree of Service:
A Request-for Proposals will be prepared and issued in Q1 2023 in order to select a consultant to
undertake the first phase of this initiative. Once selected, the consultant’s anticipated works will
include, but are not limited to:
• Review of CMR’s current sites, policies, organization structure/population;
• Direction Setting with GM/CAO interviews & leadership alignment workshops;
• Work & workforce audit & assessment including work experience survey (all staff),
employee focus groups and stakeholder engagement;
• Workspace review including site tour(s), review of current office floor plans & design
standards;
• Analysis of findings to support development of future workplace strategy, including both
long-term solutions and interim planning with respect to:
o Hybrid impacts (shared spaces, hoteling, remote work)
o Workplace settings & culture
o Consistent office space metrics
• Executive and project team presentations ahead of completion of final/delivered
workplace strategy.
The anticipated works can be expected to be completed within a six-month window.
Staff Position:
No additional staff will be required – the initiative will be led and managed by existing staff within
the Property, Purchasing & Parks and Facilities staff.
Performance Measure:
Final output (report) from the consultant leading towards decision/direction with respect to City’s
current and future office workspace needs.
Business Plan 2023-2027 17 | P a g e
Alternatives Considered/Reasons for Not Recommending:
The alternative is to not fund the engagement of a consultant and defer the work for a future year,
however as staff in all departments are currently pressed for available space, completing the work
in a timely manner will allow for greater overall efficiency and better staff effectiveness and allow
for more effective capital planning.
Note that execution of the final recommendations will require significant capital investments in the
City’s facilities - these projected investments would be articulated in future incremental package
requests and capital plans.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Engagement of Consulting
Agency to undertake Phase
One of CMR’s office and
space analysis: $125,000
Total $125,000
Business Plan 2023-2027 18 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Inter-Governmental Affairs
Request For: Truth & Reconciliation Pathway –
Consulting Services
Submitted By: Manager of Inter-
Governmental Affairs
Activities/Purpose:
Council has prioritized strong relationships as a core value for the City. The proposed funding
request will enable the engagement of services for a consultant to inform the City’s strategy,
approach and a roadmap for advancing municipal Truth and Reconciliation.
Functions Performed/Degree of Service:
Review, Analysis and/or Advice on:
• British Columbia Declaration on the Rights of Indigenous Peoples Act
• Truth and Reconciliation Commission of Canada’s Calls to Action
• Government of Canada’s 10 Principles of Reconciliation
• United Nations Declaration on the Rights of Indigenous Peoples
Establishing an understanding of municipal role and engagement with respect to the above.
Internal and community strategies, education and engagement with local Indigenous Peoples to
identify mutual alignment and opportunities.
Outcomes from the project will include strategies and actions for embedding reconciliation into the
City’s day to day work.
Staff Position:
Not applicable
Performance Measure:
Development of municipal framework for Truth and Reconciliation.
Alternatives Considered/Reasons for Not Recommending:
The proposed project is integral for advancing reconciliation with Indigenous Peoples.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Truth & Reconciliation Pathway –
Consulting Services: $50,000
Total $50,000
Business Plan 2023-2027 19 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning and Development Services Department: Building Services
Request For: Building Bylaw Update Submitted By: Director of Building
Services/Chief
Building Officer
Activities/Purpose:
The Building Bylaw requires an update to address changing practices, updated fee schedules,
organization, alignment with MIABC model, and address departmental enforcement needs. The
financial request is for consultant and legal review in the Bylaw's preparation.
Functions Performed/Degree of Service:
The Building Bylaw is a regulatory tool that provides the authority and direction for the service
delivery. It requires regular review and updates to ensure it remains current, modernized, clear,
and reflects administration needs and best practice.
Staff Position:
Director of Building Services to prepare initial review and draft criteria/requirements. The update
will require concurrence with other departments (e.g., Planning, Engineering, and Bylaws).
Performance Measure:
A new bylaw will better align with building department practice changes and offer greater clarity for
internal and external users. The bylaw will be better organized, which will make expectations and
responsibilities clearer. It is a regulatory requirement for enforcement of the building regulations.
Alternatives Considered/Reasons for Not Recommending:
The Building Bylaw is the administrative tool for enforcing the provincial building regulations and
municipal bylaws. Not correctly drafting the document can put the Corporation at risk by not
properly identifying responsibilities and legal obligations. The alternative is to update the Bylaw in-
house, which will require a significant investment of staff and management time. As building
regulations become increasingly complex, the in-house option could miss addressing changing
legislative requirements and legal precedents.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Consultant and Legal Review: $50,000
Total $50,000
Business Plan 2023-2027 20 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Parks & Facilities
Request For: Phase One: Site Assessment and
Preliminary Design for a Fifth Ice Sheet
Site
Submitted By: Director of Parks &
Facilities and Manager
of Parks Services
Activities/Purpose:
Maple Ridge is a growing municipality with a current population of 90,000+ which is expected to
reach 150,000 residents over the next 20-30 years, requiring increased recreation facilities to
meet demand and community expectations. The draft Parks, Recreation & Culture Master Plan
has identified a community need to create new recreation facilities, including two new ice sheets
as a short-term deliverable. Currently a fourth ice sheet is advancing through the ALC approval
stage at the Albion Fairgrounds site – Planet Ice Facility. To deliver a fifth ice sheet in the short
term, the first phase of work including site assessment, preliminary design and community
engagement needs to advance. A fifth ice sheet could be combined with other recreation
amenities to create a new recreation facility and the fit for a combined facility will be explored as
part of this work.
Functions Performed/Degree of Service:
A Request-for-Proposal will be prepared and issued in 2023 to select a consultant team to
undertake the first phase of this initiative. Once selected, the consultant’s anticipated works will
include, but not limited to:
• Start-Up meeting with client team
• Confirm workplan and schedule
• Define project objectives
• Identify stakeholders and engagement plan (workshops, survey, displays, chatrooms, etc.)
• Confirm key dates and deliverables
• Obtain survey, geotechnical and environmental site information of identified site location
• Identify site opportunities and constraints relative to the proposed facility
• Review and discuss key constraints with city staff
• Provide a conceptual design for the building pending site location and establish basic design
parameters for further consideration
• Work with greater project team to determine requirements for architectural, structural,
mechanical, electrical, and on-boarding site hard and soft costs
• Provide a high-level cost of the proposed project
• Support city staff in providing the data and design information necessary for any grant
applications
• Support the resulting public engagement process with compelling visuals that will facilitate
visioning and public feedback
• Adjust designs as necessary
• Report back to Council
• Issue Final Concept Design Reports
The anticipated work is expected to be completed within 2023.
Staff Position:
No additional staff will be required – the initiative will be led and managed by existing staff within
Business Plan 2023-2027 21 | P a g e
Purchasing and Parks & Facilities.
Performance Measure:
The final report from the consultant will provide valuable information to set a plan in place to
proceed with a decision/direction for Phase Two of the detailed design and construction of a fifth
ice sheet.
Alternatives Considered/Reasons for Not Recommending:
The alternative is to not fund the consultant's engagement and defer the work to a future year;
however, staff do not recommend this as an additional ice sheet is identified as a short-term need
for the community. The first phase of planning and design phase required to move this
recreational infrastructure ahead will require months of work, with second phase of work including
the detailed design, tendering and construction work is anticipated to require over two years.
Note that execution of the final report will require significant capital investment and will be
articulated in future capital packages for Council’s consideration.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Engagement of a consultant
team to undertake Phase
One work for a fifth ice sheet:
$200,000
Total $200,000
Business Plan 2023-2027 22 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Recreation and
Community Engagement
Request For: Aquatics Feasibility Study Submitted By: Director of Recreation &
Community Engagement
Activities/Purpose:
Community consultation and stakeholder engagement for the development of the 2022 PRC
Master Plan identified a new aquatics facility in the top five desired investments for recreation
infrastructure. The development, design and construction of a new aquatics facility will take
several years to complete and begins with a feasibility study. As part of the feasibility study,
aquatics stakeholders and the community will have the opportunity to provide feedback.
Functions Performed/Degree of Service:
The proposed feasibility study will explore the following key factors and will be done with the
support of a consultant well-versed in this work:
• The scale and type of facility that is needed (e.g., indoor or hybrid indoor-outdoor, mix of water
spaces and amenities, etc.);
• Site options and potential land acquisition considerations;
• Impacts on the existing Maple Ridge Leisure Centre pool;
• Future impacts on, and need for, the Hammond Outdoor Pool (this facility is nearing the end of
its lifecycle and decisions on its renewal should be considered based on a broader aquatics
study);
• Costs;
• Amenity synergy opportunities (e.g., fitness, arena, multi-use facility, indoor track, etc.);
• Potential operating models and partnership opportunities.
Performance Measure:
The project is complete, on time and on budget. Recommendations will include location, program
design i.e., indoor or hybrid indoor-outdoor, mix of water spaces and amenities, complementary
amenities, land acquisition considerations etc.
Alternatives Considered/Reasons for Not Recommending:
This is the first important step towards commencing the process for the design and build of a new
aquatics facility.
Financial Request:
One-time ☒ Ongoing ☐
Description of Item 2023
Budget
Aquatics Feasibility Study: $100,000
Total $100,000
Staff Position:
None, one-time funding for a consulting firm.
Business Plan 2023-2027 1 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Information Technology
Request For: Operational Network Support Specialist Submitted By: Chief Information
Officer
Activities/Purpose:
Required for Business/Digital Transformation Initiatives throughout CMR. This role is to support
OT with Operational Support.
Functions Performed/Degree of Service:
• Oversees the performance and use of the City's operational computer and
communications network;
o Assigns user privileges,
o Monitors and analyzes performance,
o Effects changes to increase the system's efficiency,
o Establishes and ensures adherence to object naming conventions.
• Investigates, documents, assesses, and resolves complex network hardware, software,
and operating system problems which affect the performance of the communications
network;
o Liaises with vendor representatives, and communications carriers in resolving
complex problems.
o Oversees the work of staff responsible for resolving less complex computer system
problems.
• Maintains system and network capacity plans;
o Recommends improvements and optimization of computer resources,
o Updates the network operating system and related software as required to achieve
the maximum benefit from enhancements by the vendor.
• Participates in the design or revision of network and communications architecture in
response to changing requirements
o Develops, codes, tests, and maintains specified programs and command
procedures for general use, systems maintenance, and statistical reporting.
• Coordinates the installation of communications hardware and software;
o Oversees the provision of operational services such as system and data backups,
queue management, site and system security, and supplies replenishment.
• Oversees the installation and configuration of new computer equipment, system updates,
and new software and hardware components.
• Establishes and maintains relationships with computer users and provides advice and
assistance to same regarding maximizing the capabilities of the equipment
o Recommends the acquisition of new hardware or software which would further
enhance system performance.
o Provides advice, assistance, and training to users and department staff on
technical matters.
• Keeps abreast of developments in network, communications and computer techniques,
equipment, software, and related matters.
• Prepares and maintains network documentation and a variety of records and statistics
related to the work.
• Supervises and participates in the work of a small group of employees engaged in user
and computer systems support activities.
Business Plan 2023-2027 2 | P a g e
Electrical Mechanical requires support to:
• Maintain network and server infrastructure, firmware updates, Windows updates &
patches etc.
• Invest in cyber security mitigation and monitoring.
• Set up redundancy at FH 4 for the OT network via Nutanix replication and Radio Link
Backups to Grant Hill Tower.
• Setup mirrored SCADA Historian Server on the Corporate Network
• Setup AD and WSUS on Surveillance Network
• Deploy Traffic Signal Central Management System
• Deploy Fiberoptic interconnection of various traffic signals and pump stations [LHW 223-
227 & 225 P/S]
• Evaluate cellular connectivity options for SCADA redundancy at critical sites.
• Support PRC/Bylaws with Voice radio Connectivity within municipal buildings.
Performs related work as required.
Staff Position:
1 FTE Operational Network Support Specialist
Performance Measure:
Performance monitoring and routing assessments will be conducted to ensure corporate and
departmental objectives are met. The performance will also be measured quarterly and based on
the progress and completion of business plan items and projects.
Alternatives Considered/Reasons for Not Recommending:
The city could continue to operate without adding this new position, however, it would then
continue to encounter difficulties managing the service levels currently in use, leaving little room
to adopt IT best practice processes around the delivery and training of information technology
solutions.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1 FTE Operational Network
Support Specialist:
One-time Staff Equipment:
$124,000
10,000
Total $124,000
Business Plan 2023-2027 3 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Finance
Request For: Cashier Clerk Submitted By: Manager of Revenue
& Collections
Activities/Purpose:
We are experiencing an increase in both the volume and types of transactions processed in the
Revenue & Collections Department and in order to maintain customer service levels we anticipate
needing to add additional staff within the next three years.
Functions Performed/Degree of Service:
Adding additional human resources in the Revenue & Collections Department within the next three
years will allow the department to maintain customer services levels as volumes increase.
Staff Position:
1 FTE Cashier Clerk
Performance Measure:
Continued ability to meet increasing operating complexity and volume of transactions.
Alternatives Considered/Reasons for Not Recommending:
We could choose to keep resourcing levels static and not address increasing pressures. This
would mean we are accepting that customer service standards will not be maintained at current
levels in the future.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Ongoing:
Salary Costs (estimated)
One-time:
Furniture & equipment costs
$80,000
10,000
Total $90,000
Business Plan 2023-2027 4 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Police Services
Request For: Electronic Disclosure Coordinator -
Mandated by Province
Submitted By: Manager of Police
Services
Officer In Charge
Activities/Purpose:
This package was presented to Council last year and a request for 1 FTE in 2022 and 1 FTE in
2023 was proposed as per the Provincial timeline and mandate. Council provided 1 FTE position
in 2022 and this incremental is submitted as the final part to the Provincial Mandate for Electronic
Disclosure. By mid-2023 the Provincial timeline will have General Duty members’ Crown
submissions completed electronically.
The Province of BC mandated via a binding MOU signed between the Province and all police
agencies in BC that disclosure will occur electronically and will include:
• Standard naming convention for all documents/pictures/transcripts/media etc.;
• All these documents must be linked within the databank;
• Tasks created for all documentation.
• Police are required to keep all documents in the native format and convert it to systems
that Crown can view/use.
• All vetting must occur in the first instance.
Police agencies will need to provide disclosure to the Provincial Prosecution Service in a thorough
and indexed electronic package to the Court as a legal requirement which they indicate is
fundamental to the justice system. In 2018, Council provided the detachment with a Disclosure
Clerk for serious crime packages going to Court which was the first phase of the Province’s
mandate. In 2022, as per the Province’s second phase of electronic disclosure, Council provided
another FTE resource to handle the detachment’s supporting units Crown submissions. As
submitted last year, a third FTE resource is required for the third phase of the Provincial roll-out
which has General Duty members’ Crown submissions included in the required electronic format
for disclosure. The work performed by these positions is very detailed and often involves large,
complex, and concise files.
Functions Performed/Degree of Service:
Modern criminal investigations now include large amounts of information, raw data, and electronic
media. Also, police investigations have become more complex and employ an array of techniques
to gather evidence such as judicial authorizations, lengthy strategic interviews, extensive witness
and video canvassing, as well as notebook entries. The final product sent to Crown Counsel is in a
PDF case management file which is set up to be searchable.
Staff Position:
1 FTE Electronic Disclosure Coordinator
Business Plan 2023-2027 5 | P a g e
Performance Measure:
•Providing all police files in an electronic format to Crown Counsel.
•This position will complete the mandate from the Province to all police agencies on
how they submit information to Crown Counsel.
Alternatives Considered/Reasons for Not Recommending:
There are no other alternatives as this is mandated by the Province to all police agencies
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Electronic Disclosure Coordinator: $86,500
Pitt Meadows Cost-Share (15,570)
One-time Staff Equipment: 10,000
Total $80,930
Business Plan 2023-2027 6 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Community Social
Safety Initiative
Request For: Security Services Funding Submitted By: Manager of Bylaws &
Community Safety
Activities/Purpose:
Security services funding for regular patrols of City facilities outside of the downtown core and
daily opening and closing of parks amenities.
Functions Performed/Degree of Service:
The proposed service enhancement enables a security services contractor to perform routine,
after-hours patrols of municipal facilities in East Maple Ridge including Albion Community Centre
and Municipal Operations Centre. In addition, municipal parks and respective amenities would be
opened and closed daily through a service contract.
Staff Position:
N/A
Performance Measure:
As part of the CSSI tiered response model represented on the Community Social Safety
dashboard, we track all security incident files and their geographic concentration on the heat map.
Alternatives Considered/Reasons for Not Recommending:
Current security service levels could remain as is with additional technology added at Operations
to minimize after-hours security incidents. The one-time and ongoing costs for the alternative
service would prove greater than what is proposed in this incremental package.
Financial Request:
One-time ☐ Ongoing ☒
Description of Item 2023
Budget
Increase to CSSI - Security
Services Funding: $30,000
Total $30,000
Business Plan 2023-2027 7 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Parks & Facilities
Request For: Trails Maintenance Seasonal Labour Submitted By: Director of Parks &
Facilities
Manager of Parks
Services
Activities/Purpose:
Maple Ridge’s recreational trails system is highly valued by the community and enjoyed by many
residents and visitors alike as they walk, jog, hike, or ride bikes or horses along a variety of trails.
Since the start of the pandemic there has been a significant increase in trail use resulting in
additional upkeep.
Functions Performed/Degree of Service:
Currently, Parks & Facilities has one Trail Maintenance Worker and one Labourer who maintain 70
kms of recreational trails and 30 kms of park pathways throughout the community and respond to
action requests from trails users regarding vegetation management and trail safety issues. The
trails crew is not currently able to meet our service delivery level of two brushings/trimmings of
trail vegetation twice annually and leaf blowing once annually, as well as trail resurfacing every
five years. The trail maintenance worker conducts trail inspections for maintained trails and trail
bridges annually in accordance with the City’s Infrastructure Inspections Policy. Routine
maintenance and safety deficiencies are addressed through this inspection regime, however, non-
hazardous deficiencies such as trail resurfacing, drainage improvements and resetting of water
bars and culverts, as well as maintenance of signs including new wayfinding signage are not able
to be addressed within current resources.
Additional labour support will enable the Trails Crew to complete the brushing and line trimming of
vegetation along all trails at our current service levels to provide a clear passage throughout the
growing season. Additional labour will also assist in addressing many of the non-hazardous
deficiencies annually.
Inspection for defects and hazards include surface tread, bridges, stair railings and viewing
platforms. Brushing and trimming to keep trails / paths clear of encroaching vegetation. Performs
trail repairs, resurfacing and drainage installation as required.
Staff Position:
0.5 FTE Seasonal Labourer (April to October)
Performance Measure:
The addition of a seasonal labourer to the Trails Maintenance Crew will reduce the number of
action requests received from residents that are related to safety issues, overgrown vegetation
and fallen trees, and increase the trail maintenance satisfaction of neighbouring residents and
trail users.
Business Plan 2023-2027 8 | P a g e
Alternatives Considered/Reasons for Not Recommending:
This past year, a portion of the trails maintenance work was currently undertaken by contracted
service providers and additional work could be included that may result in cost savings. Repairs
and upgrades to trail surfacing and bridges are undertaken by contracted services currently due to
labour capacity constraints. Contract oversight and administration support may be needed should
additional services be contracted. Additional efficiency can be gained using machines to do some
of the ongoing maintenance.
Financial Request:
One-time ☐ Ongoing ☒
Description of Item 2023
Budget
Trails Maintenance Seasonal
Labour 0.5 FTE: $45,000
Total $45,000
Business Plan 2023-2027 9| P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Communications &
Community
Engagement
Request For: Marketing & Communications Assistant
move from PT to FT
Submitted By: Manager of Corporate
Communications
Activities/Purpose:
With the development and deployment of a new website in the 2023 work plan, we will need to
have a full-time back-up for the Digital Marketing & Engagement Coordinator to ensure that we are
able to deliver the website with efficiency and effectiveness while maintaining our workflow for all
other projects that are part of the department workplan. As the new website is developed, there
will be a requirement to have a person cross-trained on the new site to ensure that we have
redundancy in this critical role.
Functions Performed/Degree of Service:
The Marketing & Communications Assistant currently provides backup support for the website and
social media management. As the website project ramps up, that will require focus for the existing
Digital Marketing & Engagement Coordinator to ensure that the project timeline is met. This will
require support from the Marketing & Communications Assistant to ensure that day-to-day work
continues uninterrupted and then cross train on the operating system of the new site to provide
support as we launch the new web portal.
Staff Position:
Add 0.5 FTE to the existing Marketing & Communications Assistant position.
Performance Measure:
The performance measure will be tied to the operation of the existing site and meeting the project
timelines that will be developed as part of the RFP for the City website replacement.
Alternatives Considered/Reasons for Not Recommending:
We could contract the website development work out; however, we need to have the on-site
expertise available on a 24/7 basis.
Financial Request:
One-time ☐ Ongoing ☒
Description of Item 2023
Budget
Annual increase from part-
time to full-time Marketing &
Communications Assistant: $34,000
Total $34,000
Business Plan 2023-2027 1 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Administration Department: Human Resources
Request For: Human Resources Advisor (LR/ER) Submitted By: Executive Director of
Human Resources
Activities/Purpose:
In alignment with our Human Resources Strategic Plan and our corporate value statements,
administrative and advisory support is required each day, for staff and management across our
diverse organization.
The City of Maple Ridge is seeing an increased demand for HR services that include human
resource administration, advisory services and employee and labour relations. In an ever-growing
competitive labour market, these services are needed to ensure that the organization can attract
and retain its employees by providing responsive and timely services, building capacity, and being
recognized as an employer of choice.
The permanent FTE Human Resources Advisor role is critical in supporting Pillars 1-5 of the
Employee and Labour Relations Strategic Plan. More specifically, this role will supplement and
support the current HR Manager in collective bargaining preparation coordination and facilitation
of performance and conflict management within the workplace including grievances, mediations,
facilitations, arbitrations, human rights, investigations, and FOI processes.
As an HR department, it is critical that we have resources to support systems and processes that
enable us to identify and foster talent, both internal and external. Key elements of attracting and
retaining talent include robust programming within recruitment and selection, employee
engagement, and employee relations. By getting these resources to support the City in alignment
with our organizational priorities, we will create a culture that encourages innovation, growth, and
development.
In addition, HR continues to find efficiencies and effectiveness for the last three years, by
streamlining processes “looking under the hood.”
Functions Performed/Degree of Service:
The Human Resources Advisor will be accountable for providing multifunctional advisory and
program support in Labour and Employee Relations programs, allowing greater flexibility and
efficiency. This role will be required to provide confidential support to the HR management team
and various human resource functions as required.
Staff Position:
1 FT Exempt Position – Human Resources Advisor
Performance Measure:
Success will be assessed and measured through project completion, metrics, and feedback from
stakeholders.
Business Plan 2023-2027 2 | P a g e
Alternatives Considered/Reasons for Not Recommending:
The City may elect to remain focused on core operational advisory duties and minimal responses.
In the absence of resources to support organizational priorities and robust programming within
recruitment and selection, employee engagement, and employee relations, the City will not be
able to retain and attract top talent, effectively engage our employees through strategic
programming, loose our current talent and have an impact on both physical and psychological
health and wellbeing of the current HR Management team.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Human Resources Advisor
(on-going): $130,000
Furniture and Equipment
(one time): 10,000
Total $140,000
Business Plan 2023-2027 3 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Information
Technology
Request For: GIS Business Analyst Submitted By: Manager of IT-
Business Solutions
Activities/Purpose:
A GIS Business Analyst is needed to better support the City’s Geographic Information System (GIS),
and to increase the IT department’s ability to undertake and complete a backlog of business plan
projects and operational work. This new position would report to the GIS Coordinator who would
set goals, monitor progress, and assign tasks. This position is urgently needed because of the
greater demands placed on the GIS and related technologies, the need to support the #SPLIT
project, and a growing desire for field-based computing.
Functions Performed/Degree of Service:
This IT professional will be required to perform the following tasks.
• Responds to and resolves applicable service requests from internal and external parties
• Collaborates and works on projects under the direction of the GIS Coordinator
• Monitors IT systems to detect and resolve operating issues
• Participates in activities related to the planning, development, and operation of the City’s
GIS
• Develops and maintains template-based apps and solutions of moderate or medium
complexity
• Undergoes continuous education and training in the field of IT/GIS
• Conducts research as requested and directed by the GIS Coordinator
• Operates applicable software to provide maps and analysis
• Designs, creates, and maintains spatial and non-spatial data
• Prepares project plans for system implementations and upgrades, including preparing
project scope, schedule, resource requirements, deliverables, and budget.
• Supports the creation of business requirements and user needs assessments, determines
technology specifications, develops solutions, designs application interfaces,
troubleshoots applications, corrects technical problems, performs system testing and
quality control monitoring, and provides user training
• Manages and updates internal and external web applications, field applications, and web
maps
• Supports and encourages data and GIS education and awareness across the organization
Staff Position:
1 FTE GIS Business Analyst
Performance Measure:
Performance will be based on the completion of daily tasks (i.e., service requests resolved, server
logs monitored, datasets updated, automations completed, etc.) and meeting timelines for
completing project work.
Business Plan 2023-2027 4 | P a g e
Alternatives Considered/Reasons for Not Recommending:
Outsourcing of work was considered, however it would result in higher costs, delays, and
inefficiencies. It is also difficult to obtain qualified external contractors within the current
marketplace.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1 FTE GIS Solutions Analyst
One-time Staff Equipment:
$111,000
10,000
Total $121,000
Business Plan 2023-2027 5 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Information
Technology
Request For: Technology Facilitator Submitted By: Chief Information
Officer
Activities/Purpose:
Required for Business/Digital Transformation Initiatives throughout CMR.
A technology facilitator works with stakeholders to create a new digital experience by influencing
and coaching staff on how to use various types of software programs efficiently and effectively in
support of business objectives. The Technology Facilitator possesses an in-depth knowledge of
corporate goals and desired objectives of the strategic plan. They work to find market or
technological opportunities, using customer feedback, data, and/or AI, to create and validate a
new technological offering. This role is designed to help bridge the gap between the software and
hardware solutions available and the users they’re intended for.
The technology facilitator understands the products, can discuss their benefits and coach staff to
get the most out of their technology and business workflows. This role is key for all technology
change management processes for rollout of new and updated technology. This role will be
instrumental in promoting digital literacy, skills development, and educational opportunities
pertaining to technology for city staff in all departments. It is important for this role to support
innovation as well. IT needs to focus on technology trends to see where these new innovative
technologies can be applied to create efficiency at the city. This role will be instrumental in
sourcing and documenting new technology for use at the city (e.g., AI, ML, AR/VR, IoT, Robotics,
Tele-presence, etc.) This role will facilitate getting staff involved and interested in doing better with
technology.
Functions Performed/Degree of Service:
• Responsible for the exploration of digital innovations with a focus on improving the
customer journey.
• Work closely with the city’s IT leaders and other stakeholders to conceive and plan the
digital transformation of the organization.
• Coordinate with the business to assess departmental technology needs and
objectives.
• Create, administer, analyze, and report on end user needs assessments and skills
assessments.
• Develop and coordinate an overall software applications and hardware usage training
curriculum for end users of all levels in conjunction with Human Resources.
• Promote a continual learning culture at the city and encourage self-sufficiency in the
application of technology.
• Introduce and operationalize new technology for all city staff.
• Introduce city staff to innovation that can stimulate excitement and bring positive
change (e.g., bring in technology speakers, pilot applications for innovation, etc.)
• Supervise end-to-end delivery of the city’s digital roadmap.
• Ability to coach staff to reach their highest potential through formal training and
informal conversations.
Business Plan 2023-2027 6 | P a g e
Staff Position:
1 FTE CUPE Technology Facilitator
Performance Measure:
Performance monitoring and routing assessments will be conducted to ensure corporate and
departmental objectives are met. The performance will also be measured quarterly and based on
the progress and completion of business plan items and projects.
Alternatives Considered/Reasons for Not Recommending:
The city could continue to operate without adding this new position, however it would then
continue to encounter difficulties managing the service levels currently in use leaving little room to
adopt IT best practice processes around the delivery and training of information technology
solutions.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1 FTE CUPE Technology
Facilitator (est.): $115,000
One-time Staff Equipment: 10,000
Total $125,000
Business Plan 2023-2027 7 | P a g e
2023 Proposed Budget
Division: Administration Department: Communications &
Public Engagement
Request For: Digital Marketing & Engagement
Coordinator
Submitted By: Director, Strategic
Development,
Communications and
Public Engagement
Activities/Purpose:
Expand the scope and scale of the centralized hub of services delivered through the
Communications and Public Engagement Department, and resources required to transition to a
Business Partner service delivery model.
Functions Performed/Degree of Service:
• Business Partner servicing multiple departments.
• Expand scope of services to include support for digital marketing and communications
related to economic development, tourism, and workforce attraction and retention.
• Enhance focus on maintenance of the municipal website, intranet and social media
channels (redundancy in the role, increased responsibilities to ensure that the website
remains relevant/updated/effective).
• Support creation and enable dissemination of multiple new service products including
Council highlights, issues/opportunities document, implementation of departmental
communication plans, Capital Projects Book, etc.
• Maintenance of Engage Maple Ridge Website.
Staff Position:
1 FTE Digital Marketing & Engagement Coordinator
Performance Measure:
Performance measures will be tied to the various deliverables that this role will be involved with,
stemming from the Communications Strategic Plan.
Alternatives Considered/Reasons for Not Recommending:
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Digital Marketing &
Engagement Coordinator - FTE
Salaries:
One-time Staff Equipment:
$99,000
10,000
Total $109,000
Business Plan 2023-2027 8 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Police Services
Request For: Municipal Training Coordinator Submitted By: Manager of Police
Services
Officer in Charge
Activities/Purpose:
As part of an efficiency review by the RCMP and Police Services Manager, it has been identified
that a conversion from a police role to a municipal employee role would be recommended.
Currently, an RCMP regular member is tasked with performing as the detachment’s Training
Coordinator, a position that would be more fiscally responsible for a city employee to do.
Conversion of this position would allow the RCMP member to be redirected to a roadable resource
for the community. This means for the cost of a municipal position, there would be an additional
member resource for the city. An RCMP regular member (all-in) costs approximately $168,000
which can be replaced by a city position estimated at approximately half of that cost.
Functions Performed/Degree of Service:
• Increase to member establishment for partial cost of a member.
• Increase to first responders for the community
• Fiscal responsibility and efficiency
• Improved consistency in the Training Coordinator role
Staff Position:
1 FTE Municipal Training Coordinator
Performance Measure:
• Maintain training records and training schedules to ensure all mandatory RCMP and staff
training is complete,
• Management and tracking of RCMP equipment,
• Ordering of RCMP kit and equipment,
• Coordinate and schedule RCMP and municipal staff training.
Alternatives Considered/Reasons for Not Recommending:
Continue to utilize the RCMP member to provide Training Coordinator duties as there would be no
additional costs to the city.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Municipal Training Coordinator: $79,900
Pitt Meadows Cost-Share (10,200)
One-Time Staff Equipment: 10,000
Total $79,700
Business Plan 2023-2027 9 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Finance Department
Request For: Accountant 3 Submitted By: Director of Finance
Activities/Purpose:
Over the past several years the Finance Department has experienced a significant increase in the
complexity and volume of the work required to meet our statutory financial obligations, in addition
to incremental growth in the volume and complexity of the City’s organizational operations. We
have managed this growth without the addition of resources and reached a point where it is
necessary to increase staffing levels in the Department.
Functions Performed/Degree of Service:
Adding an Accountant 3 will provide the Finance Department with the appropriate resources to
ensure the Department has the continuing capacity to meet the City’s statutory financial
obligations. This includes implementing and maintaining new PSAB Accounting Guidelines and
reporting models, meeting the increasing requirements for information from other levels of
government, such as the information needed for claims submissions for various grants, and
recoveries related to emergency events and mandatory information requirements from Statistics
Canada. In addition to the growth in volume and complexity of requirements of other agencies, we
are seeing a similar growth in the volume and complexity of City operations. Adding this resource
would create the capacity needed by the Finance Department to meet its statutory obligations and
support organizational growth.
Staff Position:
1 FTE Accountant 3
Performance Measure:
Continued ability to meet increasing workloads, both operational and those imposed by other
agencies.
Alternatives Considered/Reasons for Not Recommending:
We could choose to keep resourcing levels static and not address increasing pressures. This
would mean we are accepting the risk that the department will fail to meet its statutory obligations
and not be able to support organizational growth.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Ongoing:
Salary Costs (estimated) $111,000
One-time:
Furniture & Equipment 10,000
Total $121.000
Business Plan 2023-2027 1 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Parks & Facilities
Request For: Skilled Trades Gardener & Seasonal
Labourers for Enhanced Maintenance in
the Downtown Core & the Maintenance
of Existing Services
Submitted By: Director of Parks &
Facilities
Manager of Parks
Services
Activities/Purpose:
Parks Operations Horticulture staff require the addition of one skilled employee and three time-
duration employees to maintain service levels across our parks and municipal sites and provide
an improved service enhancement in the Town Centre.
Functions Performed/Degree of Service:
Under Gaming Revenue Policy No. 5.55, 10% of Gaming revenue is allocated to increase the
maintenance and upkeep in the Town Centre. Since 2011, significant growth of the Town Centre
inventory has occurred. Additional municipal sites have also come online, including the Albion
Community Centre and Fire Hall No. 4, which require significant horticultural work.
With present staffing levels, the horticulture inventory and work plan are a challenge for staff to
maintain.
During key times like bulb planting (and prepping), hanging basket installation, fertilization and
watering, annual display planting, enhancements of annual display gardens, and garden
renovations, the additional staff will assist in completing these tasks. During high summer
workloads particularly, there are not enough staff to provide coverage and complete the workplan.
Enhancements to horticulture will continue to be achieved including the beautification of the
downtown area, turf fertilizing in core park areas (MPP), turf edging along hardscapes and garden
beds, and seasonal mulching.
With the addition of staff, we will be able to complete our Horticulture Maintenance Management
Plan and continue to deliver an enhanced service level within the downtown core.
Staff Position:
2.5 FTE split between 1.0 FTE Tradesperson 1 and 1.5 FTE time duration labourers.
Performance Measure:
Parks and municipal facility grounds horticultural areas are neat and maintained to BCLSA Level
One maintenance standard. Vegetation retains a healthy, normal appearance. The Downtown area
continues to receive an enhanced level of maintenance and upkeep.
Business Plan 2023-2027 2 | P a g e
Alternatives Considered/Reasons for Not Recommending:
A reduction in service level could be considered, with a review of and overall decrease in
horticultural inventory. Focus service areas would be considered during this review. This is not
recommended as horticulture displays and planting areas are an important part of the landscape
fabric, fostering community pride in our parks, downtown roadside areas, and urban plaza spaces.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Ongoing:
2.5 FTE Salary:
$252,000
Fleet Maintenance/Lifecycle
Ongoing total:
19,000
$271,000
One-Time:
Fleet
Misc. Equipment
Apparel
One-time Total:
$75,000
5,000
1,500
$81,500
Total Ongoing and One-Time $352,500
Business Plan 2023-2027 3 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: RCMP
Request For: RCMP Constables Submitted By: Manager of Police
Services
Activities/Purpose:
The Ridge Meadows RCMP increase to establishment has not matched population growth in
recent years. While the RCMP establishment is normally increased annually through a
ratio/formula of 2-1-2 (two regular members in one year, followed by one regular member the
following year and repeated), this ratio increase was halted in 2019 and 2020 to accommodate
other public safety priorities for the City of Maple Ridge. The Ridge Meadows RCMP seeks to
increase their establishment due to many factors separate from the resource challenges they will
face with de-integration. The Ridge Meadows RCMP experiences the highest criminal caseload
burden in the LMD region and has submitted a greater number of Reports to Crown Counsel
(RTCCs) as compared to other jurisdictions (double the RTCC submissions of Langley, North
Vancouver, and Mission).
Additionally, the de-integration of the Ridge Meadows RCMP is expected to be completed in
February 2025, which is when the autonomous Maple Ridge RCMP will form. Through de-
integration, the Ridge Meadows RCMP will lose 23 RCMP member positions - currently funded by
the City of Pitt Meadows. Without an increase to RCMP establishment, policing service levels will
significantly decrease resulting in fewer officers on the road to support with calls for service (9-1-1
and non-emergency files) and a reduction in front-facing units.
In summary, an increase to establishment will allow for the RCMP to maintain adequate, safe, and
effective policing levels not only for post de-integration but also to keep current with population
growth. Further, it is estimated the Constable positions will take approximately 18 months to fill
(from the time of budget approval from the City of Maple Ridge) due to a stringent provincial
approval process and wait times for the new member to be fully trained and arrive at the
detachment – meaning these RCMP positions would likely be filled mid-year of 2024.
Functions Performed/Degree of Service:
• Increase to member establishment;
• Frontline policing resources – 911 and non-emergency calls for service;
• Increase to police responders for the community;
• Increase police response time to the community.
Staff Position:
2 FTE - RCMP Constables
Performance Measure:
Position performance measures to be determined based on the position and role of the Constable
(position based on operational requirement).
Business Plan 2023-2027 4 | P a g e
Alternatives Considered/Reasons for Not Recommending:
• Without an increase to establishment, the future Maple Ridge RCMP will face an 18%
reallocation in member resources to the new Pitt Meadows RCMP.
• Without an increase to establishment, the Ridge Meadows RCMP risk longer response
time to emergency and non-emergency police calls for service.
• Potential loss of speciality police units to maintain frontline – i.e., Traffic Section,
Community Policing Unit and Street/Property Crime Enforcement Unit.
• The City of Maple Ridge may be in a position where several RCMP resources are required
in the 2025 budget year to maintain adequate policing levels (rather than spreading the
resource increases over multiple years).
• There is currently an estimated 18-month wait for RCMP members (from the time of
budget approval to the time the member arrives at the detachment).
Financial Request:
One-time ☐ Ongoing ☒
Description of Item
2023
Budget
Two FTE RCMP Constables:
2 x $171,184 (burdened) $342,368
Total $342,368
Business Plan 2023-2027 5 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Finance
Request For: Financial Analyst Submitted By: Director of Finance
Activities/Purpose:
The Finance Department is ideally positioned to support organizational growth, the
implementation strategies needed for the multiple master plans currently underway, as well as
provide data in support of data driven decision making. Current resourcing levels do not allow us
to do this in a meaningful way, let alone be proactive in our approach to data analysis. Adding a
financial analyst to the Finance Team will allow us to reinvigorate a business partner model that
supports departments through the provision of financial data in an easily consumable format. The
goal is to provide data to managers in a format that would allow them to keep a line of sight on
future business impacts and adjust operational capacity as needed. This meets the growing
demand for clear, consumable financial information that managers are expecting from a strategic
finance service area.
Functions Performed/Degree of Service:
The Financial Analyst will be able to support the organization through leveraging the data in
financial systems to provide managers with relevant information to support their business
operations.
Staff Position:
1 FTE Financial Analyst
Performance Measure:
An increase in financial data available to support strategic business decisions combined with a
decrease in the time required to provide the data.
Alternatives Considered/Reasons for Not Recommending:
Consideration was given to maintaining the status quo until the impact of potential efficiencies
from a new financial system can be assessed. Given the benefit that can be realized by
enhancing the provision of financial data to business areas, maintaining the status quo is not
recommended.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Salary (ongoing): $111,575
Furniture & Equipment (one-time): 10,000
Total $121,575
Business Plan 2023-2027 6 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Corporate Planning
Request For: Continuous Improvement Business Analyst Submitted By: Manager of Corporate
Planning
Activities/Purpose:
The proposed role supports digital transformation and process improvement by providing a
dedicated, technical resource for enhancing existing services through process mapping and
optimization. Currently the City relies on external expertise to provide this scope of services for
projects, including #SPLIT. Future enterprise projects that would benefit from this resource include
Human Resources Information System and financial system replacement projects. The role
provides a complementary skill set to in-house project management staff.
Functions Performed/Degree of Service:
• Develop continuous improvement Centre of Excellence framework
• Implement the framework organizationally
• Lead continuous improvement projects
• Host training sessions for staff
• Advise departments on continuous improvement techniques and methodologies
• Act as a backup to the Business Systems Analyst
Staff Position:
1.0 FTE Continuous Improvement Business Analyst
Performance Measure:
• Cost and time savings
• Improvement in customer service evaluations
• Development of a corporate continuous improvement model
Alternatives Considered/Reasons for Not Recommending:
The new line of service cannot be introduced without sufficient, dedicated resourcing.
Alternatively, additional resources and training could be dedicated to the Information Technology
department in alignment with the existing business model.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1.0 FTE Continuous Improvement
Business Analyst:
$116,500
One-time staff equipment (computer,
chair, phone): 10,000
Total $126,500
Business Plan 2023-2027 7 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Corporate Services Department: Corporate Planning
Request For: Project Manager Submitted By: Manager of Corporate
Planning
Activities/Purpose:
The City of Maple Ridge currently manages projects through a de-centralized methodology
whereby technical staff assume project management responsibilities in addition to being subject
matter experts. The proposed role maintains and educates the organization on homegrown project
management and continuous improvement models. In addition, the role provides additional
capacity for the implementation of a Project Portfolio Management model and adoption of digitally
transformative continuous improvement initiatives.
Functions Performed/Degree of Service:
• Manage and maintain continuous improvement and project management frameworks
• Maintain corporate project inventory
• Train and advise departments on both frameworks
• Provide dedicated project management to mid-scale corporate projects
Staff Position:
1.0 FTE Project Manager
Performance Measure:
Number of projects with dedicated project managers
Number of continuous improvement projects conducted
Number of training sessions on frameworks
Alternatives Considered/Reasons for Not Recommending:
The proposed role could be replaced by an additional Project Management Professional which
narrows the scope of the role but increases the value of the position. However, given the volume
of major projects being undertaken at the City, there is significant value in staffing a Project
Management Office. Projects such as the replacement of Human Resources Information System,
Financial System, Abernethy Way Extension, 240th St. Bridge, and Building Safer Communities
represent multi-million-dollar projects initiating in the next few years that require dedicated project
management. Currently the organization only staffs a single corporate project manager resource.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
1.0 FTE Project Manager: $124,000
One-time staff equipment (computer,
chair, phone): 10,000
Total $134,000
Business Plan 2023-2027 8 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Parks, Recreation & Culture Department: Recreation &
Community
Engagement
Request For: Neighbourhood Engagement Program Submitted By: Director of Recreation
& Community
Engagement
Activities/Purpose:
Maple Ridge neighbourhoods are unique, each with their own traditions, identities, and connected
places. Neighbourhoods have long been valued centres of community connection, especially in
growing communities such as Maple Ridge. Maple Ridge is home to many individuals and families
who travel for work, sports, and education. Vibrant spaces and bumping places are key to growing
connections in the community and strengthening neighbourhood-level initiatives.
Functions Performed/Degree of Service:
The Neighbourhood Engagement Program will:
• Create new opportunities for residents to celebrate their unique identities;
• Share opportunities to learn about civic and community-led activities that benefit
neighbourhoods;
• Support volunteers and neighbourhood leaders to mobilize and further activate their
neighbourhoods;
• Strengthen and/or build neighbourhood groups to play an active role in hubs.
Staff Position:
One FTE Programmer
Performance Measure:
• Host a minimum of six neighbourhood celebrations.
• Increased number of City volunteers.
• Increased awareness of City initiatives.
• Increased connection/collaboration with existing community associations/groups.
Alternatives Considered/Reasons for Not Recommending:
Financial Request:
One-time ☐ Ongoing ☒
Description of Item 2023
Budget
Neighbourhood Engagement
Programmer: $90,000
Total $90,000
Business Plan 2023-2027 9 | P a g e
Incremental Package Report
2023 Proposed Budget
Division: Planning & Development Services and
Parks, Recreation & Culture
Department: Bylaws & Licensing
Services
Parks & Facilities
Request For: 2 Full-Time Bylaw Compliance Officers
dedicated to Year-Round Park Patrols
and related Regulatory Bylaw
Enforcement
Submitted By: Director of Bylaw &
Licensing
Director of Parks &
Facilities
Activities/Purpose:
Both the Bylaw & Licensing department and the Parks & Facilities department have identified a
need to staff City Bylaw Compliance Officers (BCO’s) for Park patrols and enforcement throughout
Maple Ridge on a full-time basis and particularly through the busy summer season to support a
safe and enjoyable experience for park visitors and reduce impacts to neighbours. These two
BCO’s would be dedicated to enforcing violations in Parks, including public drinking, smoking, loud
music, litter, and graffiti. When these Officers are not patrolling City Parks, they will be assigned
general duty files and assist the other BCO’s on a day-to-day basis.
Functions Performed/Degree of Service:
These two dedicated BCO’s will patrol all City Parks, including Hot Rocks, Crosses Cabins,
Davidson’s Pool, and other problematic areas of the City during peak summer times. Patrols
during the summer would be increased to deal with problematic Parks and unlawful activities
along the Alouette River. These Officers will provide education and enforcement as needed to the
general public and while patrolling Parks, will also identify other issues such as overflowing
garbage bins, graffiti, vandalism, etc.
During the off season, these BCO’s will assist in collecting revenue on overdue dog licences,
canvassing for new dog licences, assist the SPCA Animal Control Officers when required and
conduct general related bylaw duties. These Officers will be able to assist the Parks & Facilities
department with day-to-day functions and be able to attend immediately to emerging issues.
Staff Position:
2 FTE Bylaw Compliance Officers – jointly funded by Bylaw & Licensing Services and Parks &
Facilities.
Performance Measure:
Under the BCO/CSO Letter of Understanding, BCO’s may work from 8:00am until 9:30pm during
the spring/summer months and on weekends. This will allow time for these Officers to attend and
investigate issues occurring in City Parks, during the day and into the late evenings. At this time,
the Bylaw & Licensing department can only provide services for Parks on a case-by-case basis,
which includes multiple complaints from residents throughout Maple Ridge. Also, the Parks &
Facilities department does not have the appropriate staff to attend to these emerging issues.
Should these two positions be funded, the City will be able to provide services to the general
public when it comes to Park property and parking related issues.
Business Plan 2023-2027 10 | P a g e
Alternatives Considered/Reasons for Not Recommending:
An alternative would be to fund 2 full-time positions for one year as a pilot project. After the one-
year completion, we can measure the degree of success to determine if permanent funding is
appropriate.
A second alternative would be to fund 2 full-time positions for 6 months each, to work April to
September yearly. The negative impact regarding this alternative would be having to recruit and
onboard these positions every year.
Financial Request:
One-time ☒ Ongoing ☒
Description of Item 2023
Budget
Two (2) FTE Bylaw Compliance
Officers (BCO’s) for Park
Enforcement ($107,000 per
position) Ongoing: $214,000
Full Uniform, utility belt,
jackets ($1,500 x2) 3,000
Monitor ($300 x2) 600
Computer ($3,800 x2) 7,600
Desk Phone ($800 x2) 1,600
Cell Phone ($400 x2) 800
One-Time Total: $13,600
Total Ongoing and One-Time: $227,600
Economic Development Business Plan
New 2023 Deliverables
ETAAction Item
Collaboration with KPU on post-secondary feasibility study. work with Douglas College and Kwantlen Polytechnic University to develop and sustain program training
that addresses workforce needs (that includes Manufacturing)Q3 2023
Diversified, Thriving EconomyStrategic Priority
Expand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businessesGoal
Rationale Community training, post-secondary growth, labour attraction, workforce development, investment attraction, and business retention and expansion (BRE)
enabler.
Decision to develop a training facility or expand post-secondary into Maple Ridge.PM
Filming Fees and Charges (review and adjustment)Q3 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityGoal
Rationale Filming fees and charges in Maple Ridge are far below regional standard and there is a need to review and adjust fees to reflect the value of local assets, staff
time, processing efforts, and labour required for film permit processing.
Increase to permit revenue from film production while remaining consistent in number of film productions.PM
Scope implementation of Fast-Tracking program for Municipal Development Approvals and Concierge Service Q2 2024
Governance & Corporate ExcellenceStrategic Priority
Deliver an exceptional customer experience across City servicesGoal
Rationale Easing the client path to development success in Maple Ridge will be essential for stable and strong business growth. This initiative will be collaborative with
multiple divisions and departments being engaged.
Establishing a baseline of time and process for permitting and development processes, an increase in timely resolution to permits, and increased
communication with Maple Ridge investment clients.PM
Economic Development Page 1 of 2
New 2023 Deliverables
ETAAction Item
Working with KPU for feasibility study completion for the potential of an additional campus or service offering in Maple Ridge/Pitt Meadows Region.Q4 2024
Diversified, Thriving EconomyStrategic Priority
Expand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businessesGoal
Rationale The potential for post-secondary expansion into Maple Ridge is an economic enabler which will provide additional training and locational advantages for Maple
Ridge. Additional Training opportunities will further develop a skilled workforce for existing and new companies in the region.
Expansion of training opportunities in Maple Ridge; expansion of KPU campus into Maple Ridge (increased tax revenue).PM
Economic Development Page 2 of 2
Fire & Emergency Program Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Update the Fire Department Master Plan Process reset. Consultant retained and work is underway.
Fire Chief
Governance & Corporate
Excellence In Progress
25%
Q2 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Fire & Emergency Program Page 1 of 1
Human Resources Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Initiate HRIS requirements gathering and feasibility
study
Waiting on IT Steering Committee to commence feasibility
study.Executive
Director HR /
Manager, Total
Rewards
Liveable Community Not Started
0%
Q2 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Design and develop exempt performance
management program including change
management, training, and communications plans
Communications and implementation Q2 2023. Training
to support program in Q1 2023. SMART Objective to
commence Q1 2023.Executive
Director, HR /
Mgr., Integrated
Talent
Management /
Mgr., Total
Rewards / Mgr.,
Employee
Experience &
Engagement
Governance & Corporate
Excellence In Progress
90%
Q4 2023
Carry-Over
Ensure the City is
organizationally resilient,
ready to adapt to a changing
environment
Human Resources Page 1 of 3
New 2023 Deliverables
ETAAction Item
Design, Develop and Implement Leadership Learning and Development Strategy Q1 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale To provide holistic framework for succession planning and leadership
Leadership L&D StrategyPM
Deliver on Equity Diversity and Inclusion 2023 Action Plan Items Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale To continue to support the development of an inclusive and diverse workplace.
Completion of 2023 Action Plan ItemsPM
Commence Negotiations and Collective Bargaining with CUPE for 2023 onwards Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale This is a contractual requirement for the Employer and the Bargaining Unit. Necessary for continued services and labour relations.
Ratified Collective AgreementPM
2023 Annual People Report to be published. Apply for Best Employer Award.Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale Deliverable out of the HR Strategic Plan.
People Report/Application - Best Employer AwardsPM
Human Resources Page 2 of 3
New 2023 Deliverables
ETAAction Item
Research, analyze and select Disability Management Provider for Complex cases beyond six weeks to LTD Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale To ensure consistent and fair disability management practices including efficiencies and redistribution of workload.
Selected Disability Management ProviderPM
Commence Negotiations and Collective Bargaining with IAFF for 2022 onwards Q1 2024
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale This is a contractual requirement for the Employer and the Bargaining Unit. Necessary for continued services and labour relations.
Ratified Collective AgreementPM
Human Resources Page 3 of 3
Intergovernmental Affairs Business Plan
New 2023 Deliverables
ETAAction Item
Develop a Framework for Municipal Truth and Reconciliation Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Identify and commit to opportunities for the City to move forward on a path of Truth and ReconciliationGoal
Rationale Maple Ridge sits in the traditional territories of the Katzie and Kwantlen First Nation. Therefore, the City works closely with local Indigenous Peoples in the
delivery of services and projects. The City has a role to play with regard to reconciliation and would benefit from engagement with local Indigenous Peoples to
identify the pathway forward.
Engagement with local Indigenous Peoples and community groups representing their interests
Development of a reconciliation frameworkPM
Intergovernmental Affairs Page 1 of 1
Legal & Legislative Services Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Redraft Council Conduct Policy and Council
Procedure Policy
Ongoing issues with Council meeting processes and the
parameters around interaction between Council members
requires that the existing policies are reviewed and
redrafted in order to allow meetings to function
smoothly/allow for efficient conduct of City business. As
part of this process, a further review will be conducted to
determine if an ethics and integrity commissioner is
appropriate to oversee matters dealing with Council
conduct.
Executive
Director
Governance & Corporate
Excellence In Progress
75%
Q2 2023
Carry-Over
Be accountable to the public
through open and responsive
governance
Transition dyking districts and their future
administration/maintenance from Province to the
City on reasonable terms
The database has been created and requires creation on
report templates to generate easily understandable
summary data Executive
Director
Governance & Corporate
Excellence In Progress
15%
Q4 2023
Carry-Over
Ensure the City is
organizationally resilient,
ready to adapt to a changing
environment
Legal & Legislative Services Page 1 of 1
Strategic Development, Communications & Public Engagement Business Plan
New 2023 Deliverables
ETAAction Item
Climate Action Roadmap - Host 4 workshops (including with staff, community and Council), with the aim of developing alignment around an innovative path
forward for climate action at the City of Maple Ridge, positioning the City as a leader in climate action, and developing a framework for integrating climate action
priorities throughout the organization.
2023
Climate Leadership & Environmental StewardshipStrategic Priority
Mitigate and adapt to the impacts of climate changeGoal
Rationale Climate Action poses a risk to the community. This process will develop a path for how the City will plan to mitigate and adapt to the impacts of climate
change.
Development of a climate action pathway that is developed with input from staff, the community and members of Council, and which will lead to the
development of a broader climate action program.PM
Support Council's Strategic Plan design, branding, community engagement, key messages, rollout and ongoing communications Q1 2023
Governance & Corporate ExcellenceStrategic Priority
Be accountable to the public through open and responsive governanceGoal
Rationale This supports the Strategic direction for the City over the next four years
1. Development of the communications strategy to rollout Council's strategic Plan
2. Rollout of the plan
3. Measuring continued engagement and updates to the plan.
PM
Update Media Communications Policy and implement Council and Staff Training Q2 2023
Strategic Priority
Goal
Rationale A consistent and effective approach to media communications throughout the corporation.
1. Development of the policy
2. Staff and Council trainingPM
Strategic Development, Communications & Public Engagement Page 1 of 2
New 2023 Deliverables
ETAAction Item
Deploy updated website and intranet Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Deliver an exceptional customer experience across City servicesGoal
Rationale The updated website aligns with multiple Council priorities, including supporting a diverse and thriving economy (by promoting maple ridge as a leading
investment destination, highlighting tourism, attracting talent), Governance and Corporate Excellence (by providing customers with more online tools and a
more user-friendly environment for accessing information and conducting business online), and more.
Deployment of the new website by Q4 and tracking the interactions on the new site and doing comparisons to the data from previous years and iterations of
the website to fine tune the site.PM
Reinvigorate the City's Brand Voice and elements of the Visual Identity Q4 2023
Diversified, Thriving EconomyStrategic Priority
Attract, retain and expand business investment to diversify the tax base and increase local employmentGoal
Rationale A refreshed visual identity, voice, tone, value proposition will reinvigorate how the City presents itself, will strengthen messaging and will align with the City's
vision and values.
1. Implementation of the strategy and rolled out across City assets.
2. Results of engagement with the community regarding refreshed brand elements.PM
Customer Service Program - Evaluate, develop and implement cross-functional customer service focused initiatives. Initial projects will look at customer service
standards and technology to enable the capture and provision of timely data needed for enhanced customer experience.Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Deliver an exceptional customer experience across City servicesGoal
Rationale Customer Service is one of Council's strategic priorities, and an important component of overall service delivery.
KPIs to be developed as part of each project.PM
Strategic Development, Communications & Public Engagement Page 2 of 2
Corporate Services Business Plan
New 2023 Deliverables
ETAAction Item
Business/Digital Transformation Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale Develop a corporate strategy/road map for Business/Digital Transformation.
Corporate Business/Digital Transformation Strategy and RoadmapPM
Corporate Services Page 1 of 1
Community Social Safety Initiative Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Implement Security Services
Council increased Security Services for the summer of
2019. A Request for Proposals was finalized in
September 2021 outlining security service needs and
criteria and will go to the market shortly to seek best value
for the best service.
GM Corporate
Services,
Manager CSSI
Engaged, Healthy Community In Progress
95%
Q1 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Building Safer Communities Fund - Youth Prevention
and Intervention Project - Year 1 Deliverables
We hired a Prevention and Intervention Coordinator (PIC).
Following the Federal fiscal year, the PIC will deliver the
work plan, data management plan, programming plan,
communications plan, and operational budget for years
2-3.
Manager of CSSI,
Manager Police
Services,
Manager
Corporate
Planning
Engaged, Healthy Community In Progress
10%
Q1 2023
Found Milestone
Ensure the safety and
enhance the well-being of
residents
Support the Integrated Court project
Phase 1: In Q1 2022, formed an Integrated Court Team
with justice, health and social service agencies that can
provide assertive wrap-around support for individuals with
underlying health and social challenges that often lead to
crime.
The Integrated Court Team will provide more effective and
efficient support to individuals involved in the criminal
justice system. Participation will be voluntary, and support
will be tailored to the needs of the individual.
The Team will engage with its members, other community
agencies and the client to plan, develop and implement
supports focused on improving the client’s overall health
and social stability, therefore decreasing the risk of
recidivism.
Phase 2: show the efficacy and success of the Integrated
Court Team and petition the Courts for access to a
consistent Judge, Crown, and Defense through the setup
of an itinerant virtual court in Maple Ridge.
GM Corporate
Services, RCMP,
Manager CSSI
Engaged, Healthy Community In Progress
75%
Q2 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Community Social Safety Initiative Page 1 of 2
New 2023 Deliverables
ETAAction Item
Year 2 Deliverables for the Building Safer Communities Fund - Prevention and Intervention Programs Q4 2023
Engaged, Healthy CommunityStrategic Priority
Ensure the safety and enhance the well-being of residentsGoal
Rationale Prevention and Intervention measures are intending to address the prevalence of gang and gun violence. This data-informed approach will inform an ongoing
strategy that will be reported back to the Federal Government.
Will be informed by our data collection and management.PM
Community Social Safety Initiative Page 2 of 2
Corporate Planning Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Conduct an update of strategic planning principles
including vision, mission, and values
Facilitator has been contracted to support Council through
the development of strategic objectives for the next four
years. Draft document to be prepared by early Q1 2023,
with adoption complete by the end of the quarter.
Manager of
Corporate
Planning
Governance & Corporate
Excellence In Progress
90%
Q2 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Implement Cityworks: a GIS-centric enterprise
solution for permitting, licencing, land management
and service requests
-Technical RFP developed in Q1 and published in April.
-Q2 to Q3 – proposed solutions reviewed and demo’d
-Q4 – RFP awarded; implementation underway Program
Manager
Governance & Corporate
Excellence In Progress
40%
Q2 2023
Carry-Over
Deliver an exceptional
customer experience across
City services
Building Safer Communities Fund - Youth Prevention
and Intervention Project - Year 1 Deliverables
Continued partnership with City of Maple Ridge
Community Safety and Police Services departments for
the development of a multi-year program.Manager of
Corporate
Planning
Engaged, Healthy Community In Progress
10%
Q2 2023
Found Milestone
Ensure the safety and
enhance the well-being of
residents
Develop a corporate project management framework
Baseline organizational competency has been
documented. Sector best-practices have been identified.
Next steps include the development of future state model
including policy and toolkit.
Program
Manager
In Progress
15%
Q4 2023
Carry-Over
Corporate Planning Page 1 of 2
New 2023 Deliverables
ETAAction Item
Develop requirements to select an enterprise solution(s) to manage the City's financials, payroll and human resources Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale Current systems do not provide the level of automation, functionality, and integration that enables true digital transformation across business processes. New
systems will better integrate with existing enterprise software creating efficiency in workflows and reducing the necessity of manual data entry and
manipulation.
Delivered on time
Number of departments engagedPM
Corporate Planning Page 2 of 2
Finance Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Support the creation of a formal Corporate Asset
Management Plan in alignment with Engineering
Staffing turnover resulted in some delays to this project.
Meetings have restarted in Q3 2021. The timing of
completion is driven by other departments.Director of
Engineering and
Asset
Management
Committee
Governance & Corporate
Excellence In Progress
Q2 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Update Financial Sustainability Policy
This is in progress. The scope has been expanded at
Council's direction to "Financial Policies". An initial review
with the Audit & Finance Committee has been completed
and a check in with the Committee to review work to date
and confirm direction is anticipated in early 2023. See
found milestone note.
Director of
Finance &
Deputy Director
Finance
Governance & Corporate
Excellence In Progress
30%
Q3 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Complete a review of the Purchasing Policy Deliverable for the incoming Procurement Manager.Manager of
Procurement
Governance & Corporate
Excellence In Progress
Q3 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Financial policy review
Report provided to the Audit & Finance Committee on the
various financial policies in use at the City. The
Committee provided comments. Further work will
continue in 2023.
Director of
Finance
Dep. Director of
Finance
Governance & Corporate
Excellence In Progress
40%
Q4 2023
Found Milestone
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Finance Page 1 of 3
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Major DCC Amendment Will follow completion of the various Master Plans and
related implementation strategies.Director of
Finance
Governance & Corporate
Excellence Not Started
Q3 2024
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Finance Page 2 of 3
New 2023 Deliverables
ETAAction Item
Develop requirements to select an enterprise solution(s) to manage the City's financials, payroll and human resources Q2 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityGoal
Rationale Current financial software system is not designed for the local government world and considerable work is needed to meet the existing demands of the
organization. A new system is needed.
Completion of a Request for ProposalPM
Finance Page 3 of 3
Information Technology Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
City Fibre Strategy
Consulting services acquired via Request for Proposal
process. Report of recommendations and findings
presented to Mayor and Council for the 'Connected
Community Strategy' in Q2 2022. Staff is currently
reviewing the findings and will use them to create an
updated Connected Communities Strategy. One of the
recommendations was to hire a Telecommunications
Coordinator to facilitate the enablement and growth of
connectivity within the City. This role has been put forward
in the 2023 business plan by staff.
Chief Information
Officer
Liveable Community In Progress
70%
Q2 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Identify and market partnership opportunities for the
Colocation Facility
Met with 2 consulting groups interested in our Colocation
Facility and business model. Potential cost recovery for
Information technology. This work would move to the
proposed Telecommunications Coordinator position.
Manager
Infrastructure
and Security
Services
Diversified, Thriving Economy In Progress
50%
Q3 2023
Found Milestone
Attract, retain and expand
business investment to
diversify the tax base and
increase local employment
Implement Cityworks: a GIS-centric enterprise
solution for permitting, licencing, land management
and service requests
Implementing a comprehensive solution that includes
functionality for Servicing, Permits, License, Infrastructure
and Ticketing. Selection of solution based on
comprehensive RFP Process. Project has been started.
The City is implementing Cityworks PLL.
Business
Solutions
Manager
Governance & Corporate
Excellence In Progress
30%
Q4 2023
Carry-Over
Deliver an exceptional
customer experience across
City services
Office 365 Adoption
Office 365 was rolled out very quickly due to the COVID-19
Pandemic to enable remote working for staff. This
enabled a remote working environment for all staff. Now
we are circling back and developing a comprehensive
governance, training and cultural shift and organizational
change management model.
Network Analyst
Governance & Corporate
Excellence In Progress
50%
Q4 2023
Carry-Over
Ensure the City is
organizationally resilient,
ready to adapt to a changing
environment
Information Technology Page 1 of 1
Police Services Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Building Safer Communities Fund - Youth Prevention
and Intervention Project - Year 1 Deliverables
Continued partnership with City of Maple Ridge
Community Safety and Corporate Planning departments
for the development of a multi-year program.Manager of
Police Services
Engaged, Healthy Community In Progress
10%
Q1 2023
Found Milestone
Ensure the safety and
enhance the well-being of
residents
New 2023 Deliverables
ETAAction Item
Implement Provincially Mandated Electronic Disclosure for files generated by Frontline RCMP Members Q3 2023
Engaged, Healthy CommunityStrategic Priority
Ensure the safety and enhance the well-being of residentsGoal
Rationale The Provincial Government mandated that all police agencies provide electronically disclosed files to Crown in a phased in approach. The final phase includes
General Duty file submissions using the new format by May 2023. This will require an additional hire in 2023 and an incremental package has been
submitted to achieve this.
Introduction of the new rolePM
Community Consultation for De-integration Q3 2023
Governance & Corporate ExcellenceStrategic Priority
Be accountable to the public through open and responsive governanceGoal
Rationale Conduct community consultation to guide de-integration and the creation of an autonomous Maple Ridge RCMP Detachment and the RCMP strategic plan.
Number of community engagementsPM
Police Services Page 1 of 2
New 2023 Deliverables
ETAAction Item
Plan and Implement an Organizational Structure for an Autonomous Maple Ridge Detachment Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Be accountable to the public through open and responsive governanceGoal
Rationale The Provincial Government gave the City of PM's approval to form their own autonomous detachment and as a result MR is now looking at what the
detachment structure will need to be, and the service delivery required by Mayor and Council for the community.
De-integration of servicesPM
Community Engagement Profile Q4 2023
Engaged, Healthy CommunityStrategic Priority
Improve community engagement with the CityGoal
Rationale The Ridge Meadows detachment will focus on increased branding to build positive community engagement, including in-person engagement opportunities,
communication, and more.
Number of community engagementsPM
Police Services Page 2 of 2
Engineering Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Develop a North and South Alouette Flood Response
Plan
In response to the November 2021 atmospheric river
event, the City has developed a Flood Response Plan for
the Alouette Floodplain. This work includes impacts of
peak flows in the rivers based on projected BC Hydro flow
releases at the Alouette Lake Dam and available weather
forecasts.
Director of
Engineering
Climate Leadership &
Environmental Stewardship In Progress
25%
Q4 2022
Found Milestone
Mitigate and adapt to the
impacts of climate change
Develop Sanitary Sewer Inflow & Infiltration
Reduction Strategy
Sanitary inflow and infiltration flow monitoring is
complete. This information will be incorporated into the
sanitary model and analyzed. The next step will be the
preparation of an Inflow and Infiltration Reduction
Strategy to be presented to Council in Q2 2023.
Manager of Utility
Engineering
Liveable Community In Progress
75%
Q2 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Update Strategic Transportation Plan
The Strategic Transportation Plan (STP) update
commenced in April 2021 with Council endorsement of
the workplan that included an engagement plan for
updating the STP. The process includes five phases and
three interim reports. On July 12, 2022, Council received
the last interim report concluding Phase 4 of the plan.
Phase 5 will conclude with a final STP which will integrate
the findings of Interim Reports #1, 2, and 3, and will be
accompanied by an infrastructure implementation plan
and a corresponding funding strategy. This funding
strategy will be integrated into a City-wide analysis which
will consider the funding requirements and priorities
identified in the various Master Planning initiatives
currently underway.
Manager of
Transportation
Liveable Community In Progress
90%
Q2 2023
Carry-Over
Improve mobility with safe,
sustainable and effective
transportation options
Identification and resolution of Lougheed Highway
corridor requirements in light of the Lougheed
Highway Transit Corridor Land Use Plan and
consideration of rapid transit.
Consideration of Bus Rapid Transit on Lougheed Highway
requires an evaluation of the available road allowance and
what changes are required to the cross-section to
accommodate all transportation modes.
Liveable Community In Progress
25%
Q3 2023
Carry-Over
Improve mobility with safe,
sustainable and effective
transportation options
Engineering Page 1 of 6
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Port Haney Land Use Area Plan
The Port Haney area is a precinct within the Town Centre
Area Plan (TCAP) boundary and is subject to the TCAP’s
land use policies. At the February 8, 2022, Council
Workshop, Council directed staff to take a closer look at
the TCAP policies applicable to the Port Haney area.
Manager of
Infrastructure
Development
Liveable Community In Progress
50%
Q3 2023
Found Milestone
Facilitate expanded housing
diversity and supply, to
promote attainability
Duplex/Triplex Infill Policy
The City is exploring changes to the RS-1 zone to both
regulate the construction of new homes and permit a
broader range of uses that contribute to housing choice,
which aligns with the City’s Housing Action Plan. Issues for
consideration include access as well as utility service
capacity.
Manager of
Infrastructure
Development
Liveable Community In Progress
50%
Q3 2023
Found Milestone
Facilitate expanded housing
diversity and supply, to
promote attainability
Undertake a Water Quality Optimization Program
In coordination with Engineering Operations, a system
wide Water Quality Optimization Program is being
evaluated to review additional measures to manage the
water system as it continues to grow in size and
complexity.
Liveable Community In Progress
25%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Commence Lower Hammond Drainage Assessment
& Urban Flood Mitigation Planning
Lower Hammond Drainage Assessment & Urban Flood
Mitigation Planning work is underway. A model has been
completed and the requirements of a new pump station
have been established. Next steps will be to identify
stormwater drainage conveyance capital projects and
revisit the shared dyking and drainage agreement with the
City of Pitt Meadows.
Mgr of Utilities
Liveable Community In Progress
50%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Prioritize and incorporate Integrated Stormwater
Management Plan (ISMP) recommendations into the
Capital Plan
This work is ongoing. Elements from the ISMPs have been
included in the current capital plan. Going forward, a
funding strategy will be integrated into a City-wide analysis
which will consider the funding requirements and priorities
identified in the various Master Planning initiatives
currently underway.
Mgr. of Utilities
Liveable Community In Progress
5%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Engineering Page 2 of 6
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Establish Floodplain Mapping
This work will consider freshet, climate change and sea
level rise to establish floodplain maps and flood
construction levels influenced by the Aloutte River and the
Fraser River.
Director of
Engineering
Climate Leadership &
Environmental Stewardship In Progress
5%
Q4 2023
Found Milestone
Mitigate and adapt to the
impacts of climate change
Engineering Page 3 of 6
New 2023 Deliverables
ETAAction Item
Develop a Group Risk Assessment of the Lougheed Transit Corridor Area Plan Q1 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale The City has proposed to densify the areas between Lougheed Highway and Dewdney Trunk Road as part of the Lougheed Transit Corridor Study. The eastern
edge of this proposed densification area intersects with portions of the Fraser River Escarpment. A group risk assessment is required to better understand the
potential risk and measures available to mitigate these risks if necessary.
Complete the assessment to better understand the potential risk and measures available to mitigate these risks if necessary.PM
Water Structure Rate Review Q2 2023
Governance & Corporate ExcellenceStrategic Priority
Be accountable to the public through open and responsive governanceGoal
Rationale In 2022 the City applied Metro Vancouver's water meter analysis tool for Maple Ridge. This information was utilized to review various water metering scenarios
to inform a water metering strategy evaluation to Council. In Q3 2022 Council adopted revisions to the Water Service Bylaw to require water meters be
installed for all new residential construction as well as during service replacement. As part of this work, Council requested that staff complete a water
structure rate review.
Complete a review of the current water rate structure and propose revisions for Council's consideration.PM
Establish Risk Tolerance Criteria Q2 2023
Engaged, Healthy CommunityStrategic Priority
Ensure the safety and enhance the well-being of residentsGoal
Rationale In addition to the identified slope hazards in the Fraser River Escarpment (FRE), other areas of the City are exposed to geohazards including, but not limited to,
floods, debris flows, landslides, rockfall, tsunamis, earthquakes, liquefaction, and snow avalanches.
Such criteria can be used to guide development policy and be used in emergency management scenarios (e.g., evacuation orders).
Establish Risk Tolerance Criteria for the evaluation of risk of geohazards that could result in life loss to people living or working within a specific area of the
City.PM
Engineering Page 4 of 6
New 2023 Deliverables
ETAAction Item
Support the #SPLIT Transition Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale Support the implementation of the #SPLIT corporate initiative, while ensuring continuous/simultaneous development with other technology opportunities &
improvements.
Support the implementation of #SPLIT.PM
Develop an Asset Management Strategy for the City Q4 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale This project is a multi-phased. In the previous phase an assessment of asset management progress was completed. Accordingly, the next step is to complete
an Asset Management Strategy. Asset Management Strategies include an assessment of the current state of City assets and asset management practices
and will further identify the necessary steps and resources required to address gaps and develop a corporate wide Asset Management Plan.
Complete an Asset management Strategy for the City.PM
Execute Fraser River Escarpment Groundwater Monitoring Plan Q2 2024
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale Seasonal groundwater fluctuations and groundwater divides north of the escarpment are not well defined, and therefore contributing groundwater catchment
to the escarpment is unknown. Through groundwater monitoring, the City will gain a better understanding of the zone of influence and may be able to refine
the Fraser River Escarpment area in future.
Complete groundwater monitoring in order to refine the zone of groundwater influence for the FRE.PM
Engineering Page 5 of 6
New 2023 Deliverables
ETAAction Item
Review and update Sanitary Master Plan Q2 2024
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale The Sanitary Master Plan was last revised in 2016. In a growing community it is best practice to update infrastructure Master Plans every 5 to 7 years. Since
the last update the City has experienced rapid growth and multiple plans/policies have been developed for increased density. A revised Sanitary Master Plan
will utilize the existing hydraulic model to develop flow projections, consider the impact of groundwater Inflow and infiltration, review the current system
condition, and assess the hydraulic capacity of the sewer system. A revised plan will improve development reviews and be used to identify and prioritize
future capital projects.
Completion of an updated Sanitary Master Plan.PM
Engineering Page 6 of 6
Operations Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
225 Street Sewage Station Upgrades
The 225 Street Sewage Pump Station is located at the
intersection of 225 Street and the Haney Bypass and
conveys sewage via the existing south slope force main
west along River Road to Steeves Street where it
discharges into a Greater Vancouver Sewerage and
Drainage District trunk sewer. In order to meet the
long-term needs of the City, both the pump station and
force main are being upgraded to reliably convey
increasing sewer flows. Work will include design, technical
reviews, tender, construction while keeping the station
operational and operations staff have participated in this
review process. The pump station upgrades are
substantially complete, and the force main design is
underway. Operations will continue to operate the
expanded sewage station.
Superintendent
of Electrical
Mechanical
Liveable Community In Progress
90%
Q2 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Update Cottonwood Landfill Closure Plan
Review and update original 2012 Cottonwood Closure
Plan. The review will consider the elements required to
support closure of the Cottonwood Landfill and secure
final signoff by the Province.
Director of
Engineering
Operations
Governance & Corporate
Excellence In Progress
25%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Development of a water quality optimizing program
that captures and monitors water quality in the
extremities of the system
In coordination with Engineering, a City-wide Water Quality
Optimization Program is being evaluated to review
additional measures to manage the water system as it
continues to grow in size. Staff are actively working on
system water sampling, data collection and mapping.
Superintendent
of Waterworks
Liveable Community In Progress
50%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Operations Page 1 of 3
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Complete Street Light LED Conversion project
Conversion of street lighting from High Pressure Sodium
fixtures to LED. This project is being completed in five
annual phases that commenced in 2019. Phase Three
was completed Q3 of 2022 with Phase Four scheduled to
complete in Q4 of 2023 and Phase Five to complete in Q4
of 2024.
Superintendent
of Electrical
Mechanical
Climate Leadership &
Environmental Stewardship In Progress
65%
Q4 2024
Carry-Over
Mitigate and adapt to the
impacts of climate change
Continue Pressure Reducing Valve (PRV) Condition
Assessment review for all Pressure Reducing Valves
(PRV) chambers and components located along
Dewdney Trunk Road and 232 Street
Existing PRV Stations have been assessed for condition
and a study was completed to identify possible system
modifications. A plan for removing redundant chambers is
under development, identifying the level of repairs
required based on the need to handle higher water
pressures from Metro Vancouver. A long-term plan has
been developed to address the removal of redundant
PRV's in addition to repairs and replacement of critical
PRV locations. Work on the proposed plan started in 2020
and is expected to take five years to complete.
Manager of
Utilities,
Engineering
Governance & Corporate
Excellence In Progress
35%
Q4 2025
Carry-Over
Deliver an exceptional
customer experience across
City services
Operations Page 2 of 3
New 2023 Deliverables
ETAAction Item
Install Traffic Signals Fibre Network Q4 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale Connect major road signalized intersections to a fiber network to allow for the installation of a traffic management system to optimize traffic flow and prioritize
emergency vehicle preemption.
Traffic flows are managed better throughout the city.PM
Operations Page 3 of 3
Building Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Implementation of Building Services Review
recommendations
Implementation is being considered under work plan
items.General Manager
Planning &
Development
Services
Chief Building
Official
Governance & Corporate
Excellence In Progress
20%
Q4 2023
Carry-Over
Be accountable to the public
through open and responsive
governance
Update Draft Building Bylaw
Initiated draft bylaw to meet new Municipal Insurance
Association bylaw criteria. Processes are being reviewed
and the updated to reflect building practices and
legislative requirements.
Chief Building
Official
Governance & Corporate
Excellence In Progress
10%
Q4 2023
Carry-Over
Be accountable to the public
through open and responsive
governance
Building Page 1 of 1
Bylaw, Licensing & Community Safety Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Proposed new Non-Medical Cannabis Retail Store at
Unit A 20757 Lougheed Highway
Staff Report dated February 15, 2022, recommending
that the application for a non-medical cannabis retail
store not be supported. Council supported the application
and requested the applicant to obtain a Text Amendment
for re-zoning to remove the buffer between cannabis
stores.
Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
80%
Q1 2023
Found Milestone
Ensure the safety and
enhance the well-being of
residents
Review Wild Safe practices with a purpose to obtain
a Bear Smart designation for the City of Maple Ridge
Wildlife and Vector Control Amending Bylaw No.
7619-2020 and Ticket Information Utilization Amending
Bylaw No. 7621-2020 were adopted. Regular
neighborhood patrols are in place, bear/human
interactions are down, and work is progressing towards
"Bear Smart" Community. Application has been submitted
to the Conservation Officer Service for review on status.
Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
95%
Q2 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Review and renew the SPCA Contract
Staff are working with the SPCA on the review of the
current service agreement. Options will be presented to
Council in early 2023.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
75%
Q2 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Amend Kennel Bylaw to correspond with proposed
regulations in the Zoning Bylaw
This project was put on hold due to COVID-19. Will start
work in mid-2023.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
10%
Q2 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Prepare an options report for Council to consider
enforcement action in Albion regarding street
parking and unlawful property uses
Have met with internal stakeholders and identified the
main issues which may help address the ongoing streets
issues. Have elevated parking enforcement to remove
safety hazards as a stop gap to forwarding an Options
Report to Council.
Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
20%
Q2 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Bylaw, Licensing & Community Safety Page 1 of 2
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Review Supportive Recovery: 2022 Business
Licensing Plan Update
Some initial investigations have started and are currently
under review. The Bylaw department continues to work
with Planning and the Assisted Living Registry to have
these unlicensed Supportive Recovery Homes registered
or shut down.
Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
10%
Q3 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Secondary Suites - Enforcement Report
Staff to provide Council with an update on enforcement
options related to Secondary Suites following the
completion of the Planning Department's Secondary Suite
work.
Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
75%
Q3 2023
Found Milestone
Ensure the safety and
enhance the well-being of
residents
Amend Unsightly Premises Bylaw Work will commence on this bylaw in 2023 and will
include property maintenance regulations.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community Not Started
0%
Q3 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Review current Business Licence Bylaw. Review best
practices of other municipalities. Develop new
bylaw for Council's consideration.
Best practices review and proposed amendments are still
being considered. This project was placed on hold due to
COVID-19.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
25%
Q4 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Amend Animal Control and Licensing Bylaw to align
with other municipalities and SPCA legislation
The SPCA is working with select municipalities to develop
one Animal Control Bylaw that would work for all. Work is
still underway.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community In Progress
15%
Q4 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Review fine amounts for both the Municipal Ticket
Information and Bylaw Notice programs.
This work will include collaboration with department
leaders to determine appropriate fine amounts for all
regulatory bylaws administered by City staff.Director of Bylaw
and Licensing
Services
Engaged, Healthy Community Not Started
0%
Q4 2023
Carry-Over
Ensure the safety and
enhance the well-being of
residents
Bylaw, Licensing & Community Safety Page 2 of 2
Planning Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Review Development Process
The Development Services Function Review report and
findings from the consultant will be presented to Council
on March 28, 2023. Following this work, the
Implementation Strategy will be developed and presented
to Council.
Administration
(Planning &
Engineering
GMs)
Governance & Corporate
Excellence In Progress
95%
Q4 2022
Carry-Over
Deliver an exceptional
customer experience across
City services
Provide update on Local Government Act - Bill 26
Staff provided an update to Council in February 2023 that
included amendments to the Local Government Act and
Community Charter brought into force by Bill 26. Bylaw
and policy amendments will follow this work.Planner 2
Liveable Community In Progress
75%
Q1 2023
Found Milestone
Facilitate expanded housing
diversity and supply, to
promote attainability
Conduct Market Analysis as Input to Community,
Industrial, Residential Land Strategy
Study to be conducted by Coriolis, looking at commercial,
industrial and residential lands in Maple Ridge. Phase One
will be presented to Council in March 2023. Phase Two
will commence in Q2 2023.Planner 2
Liveable Community In Progress
50%
Q3 2023
Found Milestone
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Review single family interface with Town Centre Area
Plan and Lougheed Transit Corridor Area Plan
Scope of work is split into two areas:
1. Cliff Ave Properties2. Selkirk & 119 Ave
Waiting for the completion of the Fraser River
Escarpment study and Coriolis study prior to advancing
these projects.
Planner 2
Governance & Corporate
Excellence In Progress
25%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Port Haney Land Use Policy Review
Public engagement took place in the summer of 2022.
Public engagement outcomes were presented to Council
at the September 27, 2022, Council Workshop for
information. Once additional complementary city studies
are complete, preliminary recommendations, including
any necessary proposed bylaw amendments, will be
brought forward for Council consideration.
Planner 2
Governance & Corporate
Excellence In Progress
50%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Planning Page 1 of 6
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Develop Lougheed Corridor Area Plan
Official Community Plan Amending Bylaw No. 7781-2021
(Lougheed Transit Corridor Area Plan) is going through the
bylaw adoption process. Council deferred Second Reading
and sent it back to staff for changes.
It will be sent for Council consideration of Second Reading
- this is pending the completion of the Coriolis and Fraser
River Escarpment reports.
Planner 2
Liveable Community In Progress
75%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Provide one-year update regarding Electrical Vehicle
(EV) Charging Stations for new apartment
construction including recommendations on further
ways to increase environmental sustainability
An update was provided to Council in Q4 2021 and then
referred to Sustainability. This work will be considered as
part of the Parking & Loading Bylaw review.Planner 2
Climate Leadership &
Environmental Stewardship In Progress
75%
Q4 2023
Carry-Over
Reduce municipal and
community greenhouse gas
emissions in alignment with
adopted targets
Albion Flats Area Plan project
Concept Plan endorsed by Council. Met with Agricultural
Lands Commission to clarify drainage solution.
Commence block exclusion application (if so directed).
This work is pending feedback from the ALC.
Manager of
Community
Planning
Governance & Corporate
Excellence In Progress
50%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Initiate Thornhill Background Study Reports
A land use study, completed in late 2021, looked at a
potential employment future in Thornhill and found that
while there is potential in Thornhill it would likely directly
compete with similar employment demand in the existing
256 Street Industrial Area. On March 29, 2022, an
analysis of the land use study was presented to Council
and staff were directed to proceed with a 256 Street
Industrial Area Strategy (including timelines and
infrastructure requirements); develop a process for the
Thornhill employment lands (including a timeline and
strategy); and seek input on the assessment report from
the Corporate Development and Enterprise Services
Committee. This work is dependent on the Coriolis Report.
Manager of
Community
Planning
Liveable Community In Progress
15%
Q4 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Planning Page 2 of 6
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Silver Valley Area Plan Amendment - School Site
redesignation Pending outcomes of the PRC Master Plan process.
Planner 2
Governance & Corporate
Excellence In Progress
0%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Review Soil Deposit Bylaw (one year review)Awaiting additional permits for data collection.
Planner 1
Climate Leadership &
Environmental Stewardship In Progress
0%
Q4 2023
Carry-Over
Enhance and protect the
health of our natural
environment
Review of Integrated Stormwater Management Plan Assisting Engineering with ISMP components and
coordinating with Planning and Environment Section.Planner 2
Climate Leadership &
Environmental Stewardship In Progress
25%
Q4 2023
Carry-Over
Enhance and protect the
health of our natural
environment
Assist Economic Development with the
implementation of the Economic Development
Strategy
Pending initiation by Economic Development.Manager of
Community
Planning
Diversified, Thriving Economy Not Started
0%
Q4 2023
Carry-Over
Attract, retain and expand
business investment to
diversify the tax base and
increase local employment
Complete Official Community Plan Amendments
Update OCP policies to reflect the endorsed
Transportation Plan, Parks Master Plan and other
corporate strategic plans.Planner 1
Governance & Corporate
Excellence Not Started
0%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Planning Page 3 of 6
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Conduct Scoping Exercise to closely align with Metro
Regional Context Statement
The Metro Vancouver 2050 Regional Growth Strategy was
adopted on February 28, 2023.Planner 2
Governance & Corporate
Excellence Not Started
0%
Q4 2023
Carry-Over
Ensure organization and
financial alignment to
achieve Strategic Priorities
and meet the needs of our
growing community
Review application of density bonus outside of the
Urban Area Boundary Council Resolution to review this topic.
Planner 1
Liveable Community In Progress
25%
Q1 2024
Carry-Over
Facilitate expanded housing
diversity and supply, to
promote attainability
Establish an ALC Council policy for processing ALR
exclusions A report is being prepared for Council's consideration.
Planner 1
Liveable Community In Progress
25%
Q1 2024
Found Milestone
Facilitate expanded housing
diversity and supply, to
promote attainability
Planning Page 4 of 6
New 2023 Deliverables
ETAAction Item
Development Services Function Review – Implementation Plan Q2 2023
Governance & Corporate ExcellenceStrategic Priority
Deliver an exceptional customer experience across City servicesGoal
Rationale The goal of this review is to position the City as a leader in the review and approval of development applications.
Improved customer service experience and departmental efficiencies.PM
Parking and Loading Bylaw Q3 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale To better align the bylaw with best practices accepted in the transportation planning industry and respond to emerging market trends.
An updated bylaw that will be more user-friendly and effective in regulating off-street parking.PM
Develop regulations to permit Secondary Suites in all Single Detached and Ground-Orientated Duplex Zones Q3 2023
Liveable CommunityStrategic Priority
Facilitate expanded housing diversity and supply, to promote attainabilityGoal
Rationale Action identified from 2022 Report - Market Update and Accessory Dwelling Unit Regulatory Options (Found Milestone #10)
Complete public consultation process and present outcomes Council report that includes any recommendations and proposed next steps.PM
Provide update on Local Government Act - Bill 43 "Housing Supply Act"Q3 2023
Liveable CommunityStrategic Priority
Facilitate expanded housing diversity and supply, to promote attainabilityGoal
Rationale To monitor Provincial initiatives related to housing and implement required changes to local regulations.
Present background report to Council with recommendations and proceed with Council direction received.PM
Planning Page 5 of 6
New 2023 Deliverables
ETAAction Item
Update Housing Action Plan Implementation Framework Q4 2023
Liveable CommunityStrategic Priority
Facilitate expanded housing diversity and supply, to promote attainabilityGoal
Rationale The COVID-19 pandemic had significant impacts on both the market and rental housing industry. The HAP Implementation Framework can be updated to
reflect completed work and to reflect more recent housing trends seen in Maple Ridge.
Background report was presented to Council in February 2023 and included potential next steps for consideration. Staff will proceed with Council direction
received from background report and bring any amendments or new pieces of work back to Council. Implementation is ongoing.PM
Present Short-Term Accommodation Engagement outcomes Q4 2023
Liveable CommunityStrategic Priority
Facilitate expanded housing diversity and supply, to promote attainabilityGoal
Rationale At the September 27, 2022, Workshop meeting, a draft regulatory and enforcement framework for permitting short-term accommodations beyond what is
already permitted was presented as part of an engagement plan to seek the community’s feedback on the framework.
Present Council report on outcomes of consultation process, potential options, any recommendations, and proposed next steps.PM
Planning Page 6 of 6
Corporate Property Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Effectively manage the Maple Ridge Business Centre
Undertake a request for proposal process and award the
contract for the management of the Maple Ridge Business
Centre Property
Manager
Governance & Corporate
Excellence In Progress
50%
Q1 2023
Carry-Over
Be accountable to the public
through open and responsive
governance
Develop a Real Estate Strategy to guide investment
and support economic development
City Property inventory and audit completed. Next steps
include determining options to more effectively manage
the City's real estate assets to provide long-term benefits
for Maple Ridge.
Property
Manager
Diversified, Thriving Economy In Progress
25%
Q2 2023
Carry-Over
Attract, retain and expand
business investment to
diversify the tax base and
increase local employment
Corporate Property Page 1 of 2
New 2023 Deliverables
ETAAction Item
Coordinate Office Space Planning Initiative and onboard consultant to undertake space review Q1 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure the City is organizationally resilient, ready to adapt to a changing environmentGoal
Rationale Release of RFP targeted for Q1 2023 - support preparation of same and selection of consultant.
Preparation and Release of RFP document. Selection of proponent to update take contracted works.PM
Corporate Property Page 2 of 2
Parks & Facilities Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Expand the Planet Ice Facility With a Fourth Ice
Sheet
A non-farm use application was submitted to the
Agricultural Land Commission to accommodate the
additional square footage for this building expansion,
based on the schematic design developed with input from
stakeholders. Next steps are to undertake the detailed
design and community engagement.
Engaged, Healthy Community In Progress
25%
Q2 2023
Carry-Over
Provide a diversity of inclusive
and accessible recreation
opportunities
Manage the tender and construction for the
neighbourhood park at 241A Street and 112 Avenue
The detailed design, with neighbourhood input, has been
completed and the park construction was awarded by
Council in July 2022. Park construction started in August
and is anticipated to be completed in Summer 2023.
Manager of
Parks Planning &
Development
Liveable Community In Progress
75%
Q3 2023
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Undertake the design and public engagement for a
Multi-Use Pathway along the Port Haney Waterfront.
Onboard a consultant team to conduct site investigation
and background studies and create a concept plan for an
active transportation alignment with input from the public
and in collaboration with Metro Vancouver. Refine the
concept and complete the detailed design for the delivery
of the "Experience the Fraser" multi-use pathway.
Manager of
Parks Planning &
Development
Engaged, Healthy Community In Progress
40%
Q4 2023
Carry-Over
Provide a diversity of inclusive
and accessible recreation
opportunities
Manage the design and construction of the Ridge
Canoe and Kayak Facility (RCKC) upgrades at
Whonnock Lake
The Ministry of Fisheries has received the City's
application to build a dock and boathouse platform on the
lake. Legal Staff is currently working on lake bottom land
tenure to support the approval of environmental permits.
The detailed design, incorporating stakeholder feedback,
has been completed.
Manager of
Facility
Operations
Engaged, Healthy Community In Progress
50%
Q4 2023
Carry-Over
Provide a diversity of inclusive
and accessible recreation
opportunities
Parks & Facilities Page 1 of 2
New 2023 Deliverables
ETAAction Item
Support the Parks, Recreation, and Culture Master Plan (2023) Implementation, Prioritization and Funding Strategy Development Q2 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale An implementation and prioritization plan is needed to support the advancement of the Parks, Recreation, and Culture Master Plan.
CompletionPM
Develop an Urban Forest Management Strategy Q3 2023
Climate Leadership & Environmental StewardshipStrategic Priority
Enhance and protect the health of our natural environmentGoal
Rationale An Urban Forest Management Strategy will provide guidance to support planning, protection and management of the City's urban forest canopy over a 20 year
time horizon.
Completion of the management strategy.PM
Undertake a Site Assessment and Conceptual Design for a Fifth Ice Sheet Q3 2023
Engaged, Healthy CommunityStrategic Priority
Provide a diversity of inclusive and accessible recreation opportunitiesGoal
Rationale The 2023 Parks, Recreation & Culture Master Plan identifies a need for a fifth ice sheet in the short term to provide additional ice time for ice users and the
community.
A site assessment report and design.PM
Conduct a public consultation process to develop a design concept for the neighbourhood park at Pazarena Place Q4 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale Neighbourhood parks provide important access to recreational amenities and green space within a short walking distance of neighbourhood residents and
facilitate community connections.
Completion of the park design.PM
Parks & Facilities Page 2 of 2
Recreation & Community Engagement Business Plan
Progress Report
Strategic PriorityUpdate & Next StepsAction Item Lead
Deliverable Type StatusGoal
Develop an operating agreement with School District
No. 42 for Albion Community Centre and cesqenela
Elementary
Operating agreement in its final stages and will move
forward to Council and SD42 Trustees in Q2 2023.Director,
Recreation &
Community
Engagement
Liveable Community In Progress
80%
Q2 2022
Carry-Over
Develop infrastructure that
positions the City to provide
accessible and sustainable
services while
accommodating growth
Transition the Public Art guidelines into a policy for
Council endorsement
Onboarded a Consultant; project completion is anticipated
in Q2 2023.Manager, Arts &
Community
Connections
Engaged, Healthy Community In Progress
50%
Q3 2022
Carry-Over
Promote a vibrant arts and
culture community
Recreation & Community Engagement Page 1 of 3
New 2023 Deliverables
ETAAction Item
Develop an Operating Agreement with the Home Show to define Roles, Responsibilities and Funding Level (Home Show, RG Properties, City of Maple Ridge)Q2 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityGoal
Rationale An operating agreement will clearly identify roles and responsibilities of each party as well as the City's financial support of this long-standing community
event.
Council endorsement.PM
Develop a Civic Approach to Neighbourhood Programming Q2 2023
Engaged, Healthy CommunityStrategic Priority
Improve community engagement with the CityGoal
Rationale Improve communication with residents in Neighbourhoods by elevating their voices through celebration, support and activation. Neighbourhood Engagement
Programmer included as an incremental request for 2023.
Measure activations, attendance, follow through on inquires, department engagements.PM
Conduct Fees & Charges Review Q2 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityGoal
Rationale Adjusting fee-for-service rates to reflect operating costs and market conditions re-balances the reliance of general revenue taxation.
Compare rates of Maple Ridge fees with Metro Vancouver municipalities. Incorporate new fees to meet industry trends like film production rates.PM
Support the Development & Delivery of a Neigbourhood Place Making Strategy Q2 2023
Engaged, Healthy CommunityStrategic Priority
Build and celebrate community pride, strengthening community connections to foster a sense of belongingGoal
Rationale Work with Arts & Community Connections Manager to develop and deliver strategy.
Deliver a minimum of six neighbourhood engagement events.PM
Recreation & Community Engagement Page 2 of 3
New 2023 Deliverables
ETAAction Item
Develop an Implementation, Prioritization, and Funding Strategy for the Parks, Recreation & Culture Master Plan Q3 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale To support the advancement of the Parks, Recreation & Culture Master Plan an implementation and prioritization strategy is required including funding
mechanisms, partnerships and land acquisition. (Included as an incremental package for 2023)
Council endorsementPM
Conduct an Aquatics Feasibility Study to contemplate a second aquatics facility Q3 2023
Liveable CommunityStrategic Priority
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthGoal
Rationale This is the first important step towards commencing the process for the design and build of a new aquatics facility.
The project is complete on time and on budget.PM
Develop a Sponsorship Strategy for Parks, Recreation & Culture Assets.Q4 2023
Governance & Corporate ExcellenceStrategic Priority
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityGoal
Rationale Support operational revenue through cash and/or in-kind fees in return for associated commercial potential. (Included as an incremental package for 2023)
Developed inventory of assets with associated exposure value and naming rights. Develop sales package for potential sponsors. Update Sponsorship Policy
as needed.PM
Provide support to the Maple Ridge 2024 BC Summer Games Board of Directors and Deliverables Associated with Hosting the Games.Q4 2023
Engaged, Healthy CommunityStrategic Priority
Build and celebrate community pride, strengthening community connections to foster a sense of belongingGoal
Rationale Provide city expertise and in-kind resources to the Board of Directors to host an outstanding Summer Games experience for athletes, coaches, volunteers and
spectators.
Achieve the identified deliverable target as set out by the BC Games Society.PM
Recreation & Community Engagement Page 3 of 3