HomeMy WebLinkAbout2024-02-06 Special Council Meeting Agenda and Reports.pdf1.CALL TO ORDER
1.1 Territory Acknowledgement
The City of Maple Ridge carries out its business on the traditional and
unceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen
(qʼʷa:n̓ƛʼәn̓) First Nation.
2.APPROVAL OF THE AGENDA
3.UNFINISHED AND NEW BUSINESS
3.1 BUSINESS PLANNING 20242028
3.1.1. Introduction
3.1.2. Business Planning Framework
3.1.3. Financial Overview
3.1.4. Capital Program Overview
Utilities
Transportation
Parks & Recreation
Protective Services – Fire
Technology
3.1.5. Strategic Priority Projects & Incremental Requests
Liveable Community
Climate Leadership & Environmental Stewardship
Engaged, Healthy Community
Diversified, Thriving Economy
Governance & Corporate Excellence
3.1.6. Engagement Data Summary
3.1.7. Onetime Incremental Requests
3.1.8. Incremental Scenarios
4.ADJOURNMENT
00AM
VirtualOnlineMeetingincludingCouncilChambers
ThemeetingisliYestreaPedandrecordedEytheCityof0apleRidge
City of Maple Ridge
SPECIAL COUNCILAGENDA
FEBRUARY 6,2024
City of Maple RidgeCOUNCIL WORKSHOP AGENDAFebruary 06, 20249:00 AMVirtual Online Meeting including Council ChambersThe purpose of the Council Workshop is to review and discuss policies and other items of interest toCouncil. Although resolutions may be passed at this meeting, the intent is to make a consensus decisionto send an item to Council for debate and vote or refer the item back to staff for more information orclarification. The meeting is live streamed and recorded by the City of Maple Ridge1.CALL TO ORDER1.1 Territory AcknowledgementThe City of Maple Ridge carries out its business on the traditional andunceded territories of the Katzie (q̓ic̓әy̓) First Nation and the Kwantlen(qʼʷa:n̓ƛʼәn̓) First Nation.2.APPROVAL OF THE AGENDA3.UNFINISHED AND NEW BUSINESS3.1 BUSINESS PLANNING 202420283.1.1. Introduction3.1.2. Business Planning Framework3.1.3. Financial Overview3.1.4. Capital Program OverviewUtilitiesTransportationParks & Recreation
Protective Services – Fire
Technology
3.1.5. Strategic Priority Projects & Incremental Requests
Liveable Community
Climate Leadership & Environmental Stewardship
Engaged, Healthy Community
Diversified, Thriving Economy
Governance & Corporate Excellence
3.1.6. Engagement Data Summary
3.1.7. Onetime Incremental Requests
3.1.8. Incremental Scenarios
4.ADJOURNMENT
Doc: 3662177 Page 1 of 8
TO: His Worship Mayor Dan Ruimy MEETING DATE: February 6, 2024 and Members of Council FILE NO: 01-0620-02FROM: Chief Administrative Officer MEETING: Special Council
SUBJECT: Business Planning 2024-2028
EXECUTIVE SUMMARY: The Council Workshop meeting on December 12, 2023, initiated the current phase of the City's business planning process, aligning with the 2024 Business Planning Framework. This meeting featured overviews from each City department, highlighting their core services and achievements from the previous year. The focus now transitions to the implications for the 2024 capital and operating budget, incorporating the Strategic Work Plan (Attachment A) and aligning with the 2024-2028 Financial Overview Report (Overview Report, Attachment B).
The Overview Report provides a detailed financial perspective of the City's proposed 2024-2028 Financial Plan, addressing all tiers of the Business Planning Framework. It includes budget adjustments from the last adopted Financial Plan, detailing revenues, expenses, and reserves crucial for maintaining current services. The report also outlines the Capital Program, Incremental Requests for new budget allocations, and their impact on property tax for the average home.
The Overview Report presents various elements like Enablers & Service Enhancements, Capital Program, and Incremental Request Scenarios. Incremental Requests involve enhancements to existing services or new services, with most requiring funding for staff or programs, except one related to a Council Strategic Priority. These requests are detailed in Appendix B of the attached Financial Overview Report, providing business cases and three scenarios for Council consideration, with potential property tax implications.
The Capital Program, funded within the base budget, addresses infrastructure projects and maintenance for the City's assets. Additionally, the report includes Foundational Initiatives and Objectives and Key Results (OKRs) that shape the strategic direction and key outcomes. The public engagement process, including a Budget Priorities survey and events, influenced the development of scenarios for the 2024 budget, prioritizing areas like Public Safety and Economic Development.
The City seeks Council approval to proceed with the projects and to decide on one of the three incremental request scenarios, impacting the 2024 property tax increase. This decision aligns with the 2023-2026 Council Strategic Plan and considers the Fire Master Plan and changes to RCMP services.
RECOMMENDATION:
THAT Council approve the capital projects listed in Appendix 2 – 2024-2028 Proposed Capital Plan of Attachment B - Financial Overview Report and that the financial implications be included in the 2024-2028 Financial Plan; and further
Doc: 3662177 Page 2 of 8
THAT Council approve listing of one-time incremental requests in Appendix 3 – 2024 Incremental Requests of Attachment B - Financial Overview Report and that the financial implications be included in the 2024-2028 Financial Plan; and further
THAT Council provide direction as to which of three proposed 2024 Incremental Request Scenarios is supported; and further
THAT Council approve the expenditure of Growing Communities Grant for projects listed on page 30 of Attachment B – Financial Overview Report of the Council report titled “Business Planning 2024-2028” of February 6, 2024.
DISCUSSION:
a)Background Context:At the Council Workshop meeting of December 12, 2023, Council received an overview from eachCity department of core services that are provided and accomplishments from the prior year.Building off service area presentations, and aligning with the 2024 Business Planning Framework(Framework) in Figure 1, the business planning process now shifts to considering capital andoperating budget implications for 2024, including the Strategic Work Plan provided in AttachmentA.
Figure 1- Business Planning Framework
Base Budget & Financial Overview Report
The 2024-2028 Financial Overview Report (Overview Report), Attachment B, provides a comprehensive summary of each component of the City’s proposed 2024-2028 Financial Plan, also known as the 2024 Budget. In its entirety, the Overview Report addresses all of the tiers of the Business Planning Framework in shown in Figure 1 above, from a financial lens. The description of each of these tiers is provided in the sections below.
Additionally, the Overview Report details the following:
•All of the proposed budget adjustments from the most recently adopted Financial Plan,capturing the core services component of the Framework including detail of revenues,expenses, and reserves, which enable the City to maintain current services and servicelevels into the future.
Doc: 3662177 Page 3 of 8
•A listing of infrastructure projects, called the Capital Program.
•A list of one-time and ongoing new budget requests, called Incremental Requests, thatstaff have identified. These new budget requests (Incrementals) can be items from thefollowing tiers of the Business Planning Framework: Enablers & Service Enhancements,Foundational Initiatives, orObjectives and Key Results (approved by Council in October2023).
In totality, the Overview Report details how the City intends to pay for everything it plans to do in the coming year and the corresponding property tax impact to the average home.
Business Planning Framework
The framework for this year’s business planning is based on the tiered model shown in Figure 1. The tiers of the framework are as follows:
Core Services Starting at the base of the Business Planning Framework graphic, the core services tier represents the many lines of service and day-to-day activities performed by the City. These core services are the basis of organization’s base budget,
Enablers & Service Enhancements Working up the Business Planning Framework graphic, this tier consists of ongoing Incremental Requests that represent proposed enhancements to existing services as well as new services that the City is proposing. These requests include funding for staff and/or ongoing programs..
Capital Program The next tier of the Business Planning Framework represents the City’s Capital Projects program. Within the base budget funding envelope, the City delivers infrastructure projects through the 2024-2028 Capital Program, as listed on Page 45 of the Financial Overview Report. The funding details for the Capital Program, internal funding sources and contributions from external agencies is detailed starting on Page 26. These listings includes new infrastructure projects as well as maintenance works for the City’s nearly $2 billion of assets.
OKRs & Foundational Initiatives The OKRs and Foundational Initaitives layers consist of a group of mostly one-time Incremental Requests that will enable the orgianization to (a) operationalize the priorities outlined in Council's 2023-2026 Strategic Plan through the delivery of specific measurable strategic outcomes known as OKRs (Objectives and Key Results)as approved by Council in the fall of 2023, and (b) set the strategic direction for future initiatives (Foundational Initaitives). All but one of the Incremental Requests in these 2 layers represent one-time funding requests.
Incremental Requests, Incremental Scenarios & Public Engagement
One-time and Ongoing Incremental Requests The various Incremental Requests from the “Enablers & Service Enhancements”, “OKRs”, and “Foundational Initiatives” layers of the Business Planning Framework are arranged into one-time and ongoing requests.
This is a relevant distinction since all one-time Incremental Requests do not impact the proposed property tax increase for 2024 and are funded by City and external funding sources. All one-time Incremental Requests are listed on pages 29-30 of Appendix 3 of the Financial Overview Report.
Doc: 3662177 Page 4 of 8
On the other hand, ongoing Incremental Requests have the potential to impact the proposed property taxes, unless a funding source has been identified. For this reason, three scenarios of Incremental Requests, based on community engagement, have been proposed and are provided for Council consideration. A detailed explanation of the scenarios and process are provided later in this report.
All but one of the ongoing Incremental Requests for 2024 are service enhancements or strategic enablers (one ongoing Incremental Request is related to an Objective and Key Result for the Council Strategic Priority of Diversified, Thriving Economy).
All budget requests are included as Appendix 3 to the Financial Overview Report and include a brief business case. Details of the impact to the average home for the range of Incremental Request scenarios is listed on Page 12 of the Overview Report.
Incremental Request Scenarios and Public Engagement The proposed ongoing service enhancements form part of a multi-year strategy that aims to address program funding and staffing levels for priority services. For 2024, staff have developed three scenarios for Council consideration. Scenarios only include ongoing Incremental Requests, as they have a direct impact on the property tax increase, though community engagement included feedback on one-time request as well. Data on one-time requests will inform the internal prioritization of projects over the course of 2024.
The scenarios are informed by public input from the Budget Priorities survey, requirements related to new provincial housing legislation, Council’s approved Objectives and Key Results, and high-priority deliverables arising from recently completed service area master plans. A listing of all ongoing Incremental Request scenarios can be found on page 42 of the Overview Report.
The Budget Priorities survey was conducted to gauge community support for proposed initiatives and service enhancements aligned with the tiers of the Business Planning Framework. Each Council Strategic Priority was supported by one or more packages of investments and actions which would advance a focus area over the next year. The priorities and focus areas were:
-Liveable Community
o Housing Acceleration
o Responsible City Asset Management-Healthy, Engaged Community
o Active Transportation
o Community Activation & Engagement
o Public Safety-Economic Development-Climate Leadership & Environmental Stewardship-Governance & Corporate Excellence
The survey was advertised on the City’s social media channels and in the newspaper. Additionally, three budget pop-up events were held at the Albion Community Centry, Maple Ridge Public Library and Maple Ridge Leisure Centre. Digital and hard copy surveys were accessible, and staff were available to answer any budget-related questions.
Doc: 3662177 Page 5 of 8
During the engagement over 2,500 people were reached by the City’s engagement with 1,249 informed of the process and 460 members of the public responded to the survey. This represents one of the highest participation rates in budget engagement the City has experienced.
It should be noted that due to a system issue, some users were unable to complete a survey online using the City’s Engage Maple Ridge platform. Hard copy and pdf versions of the survey were made available to any users who experienced difficulties using the system. A summary of the engagement data is provided in Attachment C – Budget Priorities Engagement Summary.
Overall, the data indicates that the order of importance for each priority or focus area is: Public Safety, Responsible Asset Management, Economic Development, Housing Acceleration, Active Transportation, Community Activation & Engagement, Climate Leadership & Environmental Stewardship, and Governance & Corporate Excellence. Specifically, safety, asset management and economic development were rated as with high importance by more than 80% of survey respondents. Scenarios were built on this data and these priorities.
Each scenario represents an increasing level of ongoing investment across Council’s Strategic Priorities and focus areas with one exception: Fire Department and Police requests have been separated from the balance of the Public Safety package as a multi-year funding model is being proposed to address the implementation of Phase 1 of the Fire Master Plan and the de-integration of police service from Pitt Meadows.
The proposed funding model, identified on Page 11 of the Financial Overview Report, spreads the property tax increase over three years at a rate of 1.3% per year. The distribution of the increases is already factored into the estimated property tax increase noted in Figure 2 which also notes the total ongoing cost of each scenario.
Strategic Priority Scenario #1 Scenario #2 Scenario #3 Fire & Police (Funding Model in FOR) $3,231,081 $3,231,081 $3,231,081 Public Safety $295,000 $295,000 $295,000 Housing Acceleration $530,000 $530,000 $530,000 Responsible City Asset Management $501,766 $295,000 Diversified, Thriving Economy $145,000 $200,000 Community Activation & Engagement $212,432 $384,432 Governance & Corporate Excellence $200,000 $314,000 $502,000 Total Ongoing Cost $624,171 $6,590,735 $7,005,735 Estimated Property Tax Increase 6.73% 7.70% 8.20%
Figure 2 - Ongoing Incremental Request Scenarios
Scenario #1 is the baseline request which includes all Public Safety and Housing budget requests and critical cyber-security funding. Though below the top three priorities, budget requests related to housing are aligned with the City’s application to the CMHC Housing Accelerator Fund and assist in meeting the City’s obligations under new provincial housing legislation. Roles included in the category can be funded with program dollars pending funding approval. This could reduce the tax impact for 2024-2026, the three years of the program.
Where Scenario #1 is the baseline, Scenario #3 includes all Incremental Requests that are being presented for consideration by City departments. The listing is the result of internal prioritization of operational needs conducted by senior staff. It represents balanced progress across each priority, and organizational needs.
Doc: 3662177 Page 6 of 8
Scenario #2 represents fundamental organizational and strategic needs while incorporating priorities set by the public through the engagement process. Building off Scenario #1, the public identified asset management as the second highest ranking priority with 80% (366) of respondents in support of the proposed actions or wanting additional action to be taken. Therefore all incrementals from the proposed bundle have been included in the scenario. Building further on the data, Economic Development was the third highest ranked priority by the public. Two ongoing requests have been included under the priority, as have one for the focus area of Community Activation & Engagement and two for the priority of Governance & Corporate Excellence. The specific Incremental Requests included in the scenario were selected based on a review of comments provided by the public.
Regional Comparison
To provide context for how each of the property tax increases associated with the scenarios compares to neighbouring jurisdictions proposed or adopted tax increases, Figure 3 ranks each scenario with published increases. The comparison only excludes utility increases and additional levies to provide a reasonable comparison between jurisdictions.
In comparing the three scenarios to the regional rate increases, each scenario falls within the range of the top, middle and bottom third of rankings. This provides Council with a range of options to consider against local comparators. In summary, the City is proposing an ambitious work plan for 2024 with targeted service enhancements and projects that address new housing legislation, public safety needs and advance Council’s Strategic Plan. The Financial Overview Report provides the financial context for where the City funding will be allocated over the next five years to deliver on these priorities. b) Desired Outcome: The purpose of this report is to obtain Council approval to proceed with a listing of one-time operating and capital projects. This will allow for the tender of contracts to optimal pricing for capital projects and advance major initiatives. These components do not affect the property tax increase and will better enable the City to deliver on the 2024 Strategic Work Plan.
Municipality Property Tax Increase
City of Coquitlam 8.92%
CMR Scenario #3 8.20%
City of Pitt Meadows 7.79%
City of New Westminster 7.70%
CMR Scenario #2 7.70%
City of Vancouver 7.50%
Township of Langley 6.88%
CMR Scenario #1 6.73%
City of Mission 6.19%
City of Port Coquitlam 5.58%
Figure 3 - Property Tax Increase Comparison
Doc: 3662177 Page 7 of 8
Staff are also seeking approval to fund projects from the City’s allocation of $16.5M Growing Community Funds. This is the City’s allocation of provincial funding to address infrastructure growth needs. Funding is conditional on Council approval of the projects that will be supported by the grant. Additionally, staff are requesting direction from Council on which of three incremental request scenarios is supported for inclusion in the 2024-2028 Financial Plan (2024 Budget). These service enhancements will have an impact on the 2024 property tax increase. c) Strategic Alignment: The proposed financial plan outlines the base budget for 2024-2028 while proposing one-time projects and ongoing service enhancements that advance the 2023-2026 Council Strategic Plan. Proposed actions and enhancements also consider the implementation of the Fire Master Plan and de-integration of RCMP services from Pitt Meadows. d) Citizen/Customer Implications: A follow-up public engagement on the proposed financial plan will take place in early March. The engagement will consist of an online survey hosted on the Engage Maple Ridge platform with access to hard copy and digital copies of the survey made available to the public. e) Business Plan/Financial Implications: The direction provided by approval of the recommendations of this report will enable the City to build the 2024-2028 Financial Plan and initiate critical capital and strategic projects. Council will next receive the Financial Plan for consideration in April prior to adoption in May. f) Alternatives: Staff have provided Council with three scenarios for service enhancements that build on the City’s base budget. Council have the ability to modify a scenario to include or remove requests which will impact the property tax increase for 2024. At Council’s direction, staff will bring back a financial plan that includes the direction set by way of the scenario supported by Council.
2024
Strategic Work Plan
Liveable Community
Foundational Initiatives
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Provide update on Local Government Act - Bill
26
Community
PlannerPlanning
Corporate Plan Carry-Over In
Progress
75%
Q1 2023
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.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Official Community Plan and Zoning Bylaw
Update - Initial Work
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2025
Recent provincial legislation announcements require the
City to update the Official Community Plan. To complete
the implementaiton of the updated Official Community
Plan, the Zoning Bylaw will also need to be updated. This
work is anticipated to commence in 2024 and complete
by the end of 2025.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostOfficial Community Plan and Zoning Bylaw Update - Initial Work 200,000Project
Page 1 of 10Liveable Community
Liveable Community
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Engage with Development Planning Consulting
Services
Director of
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
2024
Sourcing expertise on a project by project basis to
determine or reaffirm feasibility of proposed development
applications and/or targeted policy implementation.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostDevelopment Planning Consulting Services 100,000Project
Page 2 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Increase housing supply, as measured by permitted units, by 2.5%
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Update Housing Needs Assessment and
Housing Strategy
Manager of
Community
PlanningPlanning
Corporate Plan Found
Milestone In
Progress
40%
Q2 2024
Iniatied in 2023, the City is working on an interim
Housing Needs Assessment, reflective of the provincial
requirements, and developing a refreshed Housing
Strategy that will outline the City's Housing-related work
program over the next few years.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct an incentive program feasibility
assessment
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
In order to incentivise residental development in key
nodes of our community, the City will be exploring a
range of possible incentive programs that could be
introduced into the community over the short and
medium term. The focus of these programs will be on
the development industry.
Develop pre-approved site plans for a range of
housing units
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
To help faciliate "missing middle" forms of residential
development, the City will be developing pre-approved
site and building plans (for select cases) to help
streamline the development process for some forms of
infill housing. This initiative is intended to help incentivize
forms of smaller scale, multi-unit housing into the City's
key growth neighbourhoods.
Page 3 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Increase housing supply, as measured by permitted units, by 2.5%
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Update city-wide density bonusing programs
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Due to recent legislative amendments at the provincial
level, the City's density bonus and associated financial
programs (i.e. Community Amenity Contributions,
Amenity Cost Charges, etc) requires review to ensure
compliance with the legislation. This work item
superceeds older work items also focused on updating
the Community Amenity Contributions and Density
Bonus programs.
Page 4 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Secure 30 below market housing units
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Identify inclusionary zoning options
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The integration of inclusionary zoning requirements for
mixed-use developments around transit corridors has
been identified as a key opportunity to expand housing
choice in key growth areas within the City. Through this
work item, an inclusionary program will be explored that
is reflective of our community need as well as provincial
mandates.
Develop concierge service to facilitate
affordable housing development
Director of
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q1 2025
Developing a concierge service to help faciliate
affordable housing developments within the City has
been identified as a means to further incentivize
affordable housing developments beyond the scope
supported by newly endorsed provincial mandates. This
work item is a collaborative initiative between the
Planning, Engineering and Building Departments.
Page 5 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Increase the multi-unit housing portion of building stock by 4%
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Review parking and mobility requirements for
transit-oriented areas
Planner 2Planning
Corporate Plan Carry-Over In
Progress
5%
Q4 2024
The Off-Street Parking and Loading Bylaw Update,
initiated in 2022, resulted in a modernized draft bylaw
which received First Reading in December 2023. Due to
recent legislative amendments at the provincial level, the
draft Off-Street Parking and Loading Bylaw No.
7970-2023 requires review to ensure compliance with
legislative requirements prior to proceeding for Council
consideration.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct wrap-around servicing assessment for
the Lougheed Transit Corridor Area Plan
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Through this work, the Lougheed Transit Corridor Area
Plan will be evaluated through a low carbon resiliency
lens as it relates to land use and development and
assess the overall street network connectivity with a
focus on the Transit-Oriented Development Nodes,
incorporating an equity lens as to how the residents will
move through the area.
Page 6 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Complete alignment of CMR regulations and policies with Homes for People provincial strategy
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete alignment of City of Maple Ridge
regulations and policies with Homes for People
provincial strategy Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q2 2024
Under the recent legislative changes at the provincial
level, local governments have until June 2024 to update
their regulations and policies to reflect the direction
identified for small scale multi unit housing. This work
item is to update the City's housing policies and
regulations to reflect these changes.
Page 7 of 10Liveable Community
Liveable Community
Objective: Facilitate expanded housing diversity and supply, to promote attainability
Key Result: Establish benchmark timelines for internal City processes and reviews within the development application process
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Establish benchmark timelines for Planning
department processes and reviews within the
development application process Manager of
Development &
Environmental
Services
Planning
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
Through the optimization and transformation of the City's
digital processes, the City will be able to establish
benchmark timelines for development application
processes. This is a multi-functional work item that will
involve the collaboration of the Planning, Engineering
and Building Department. Initial work will be focused on
the Planning Department and will expand as appropriate.
Page 8 of 10Liveable Community
Liveable Community
Objective: Improve mobility with safe, sustainable and effective transportation options
Key Result: Install 30 secure bike and micro-mobility lockers within the civic centre area
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Install 30 secure bike and micro-mobility
lockers within the civic centre area
Manager of
TransportationEngineering
Corporate Plan New
Deliverable Not
Started
0%
Q2 2024
The project will provide small storage access for
micro-mobility in the Town Centre area.
Page 9 of 10Liveable Community
Liveable Community
Objective: Develop infrastructure that positions the City to provide accessible and sustainable services while
accommodating growth
Key Result: Develop an Asset Management Strategy
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop an Asset Management Strategy for the
City
Director of
EngineeringEngineering
Corporate Plan Carry-Over In
Progress
25%
Q2 2024
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.
Page 10 of 10Liveable Community
Climate Leadership & Environmental Stewardship
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct a Foodwaste Reduction Pilot Project
Climate Action
& Resiliency
Advisor
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q1 2025
The community's de-centralized waste management
practices creates a challenge in determining the volume
of food waste that enters into traditional waste streams.
Recent estimates indicate that 25-50% of household
waste is organic material that could otherwise be
composted. Annual food waste accounts for over 50
million tonnes of CO2 emissions annually.
A multi-phased pilot project, in partnership with Impact
Canada, is being proposed to distribute countertop
accelerated organics composters. The aim is to gain a
clearer understanding of the potential reduction in
organic material in waste streams through this initiative.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostFoodwaste Reduction Pilot Project 20,000Project
Page 3 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Mitigate and adapt to the impacts of climate change
Key Result: Develop and adopt a Climate Action Plan
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop a Climate Action Plan
Climate Action
& Resiliency
Advisor
Strategic Development,
Communications & Public
Engagement
Corporate Plan Found
Milestone In
Progress
10%
Q1 2025
The contract has been awarded and project will be
launched early in 2024.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete Multi-Hazard Climate Risk and
Vulnerability Assessment
Climate Action
& Resiliency
Advisor
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
This work provides a concise yet comprehensive
evaluation of various climate-related risks and
vulnerabilities faced by a community or region. By
considering multiple hazards, such as extreme weather
events. The assessment offers a holistic understanding
of potential impacts. This information is crucial for
effective climate adaptation planning, and is thus critical
to the development of the Climate Action Plan.
Conduct extreme temperature risk mapping
analysis
Climate Action
& Resiliency
Advisory
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
The project will provide vital data that informs the
multi-hazard climate risk assessment which is
foundational for the Climate Action Plan. Additionally, the
work will support extreme weather response planning in
the near term.
Page 4 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Mitigate and adapt to the impacts of climate change
Key Result: Develop and implement green infrastructure design and maintenance specifications, guidelines, and performance standards
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop and implement green infrastructure
design and maintenance specifications,
guidelines, and perfomance standards Manager of
Infrastructure
DevelopmentEngineering
Corporate Plan Carry-Over In
Progress
0%
Q1 2025
A Request for Qualifications has been developed for
consulting support to develop the criteria.
Page 5 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Reduce municipal and community greenhouse gas emissions in alignment with adopted targets
Key Result: Develop a master plan for reducing the reliance on natural gas for all facilities to reduce energy consumption and implement a solar
energy project
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop master plan to reduce reliance on
natural gas for all facilities
Facilities
Operations
Manager
Parks, Facilities &
Properties
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Reduces reliance on fossil fuels and pathway to
de-carbonization. Funding for this project is included in
the Capital Program.
Implement a solar energy project for a
municipal facility
Director of
Engineering
OperationsOperations
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Reduces electrical and natural gas usage for the facility.
Funding for this project is included in the Capital
Program.
Page 6 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Reduce municipal and community greenhouse gas emissions in alignment with adopted targets
Key Result: Develop framework for climate and resilience as a lens for City decision making
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop a framework for climate and resilience
as a lens for City decision making
Climate Action
& Resiliency
Advisor
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q2 2024
A climate and resilience lens provides a strategic
framework for evaluating policies, projects, and initiatives
through the perspective of climate change impacts and
resilience-building. This approach ensures that
decision-making incorporates considerations for current
and future climate risks, contributing to sustainable
development.
Page 7 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Reduce municipal and community greenhouse gas emissions in alignment with adopted targets
Key Result: Ensure the City is green fleet ready for passenger vehicles & light-duty fleet
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Secure Natural Resource Canada Zero
Emissions Vehicle funding
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q1 2024
Securing senior government funding has the potential to
halve municipal costs for the infrastructure. The City
continually seeks opportunities to source senior
government funding to reduce the burden on local
taxpayers.
Install 20 Level 2 EV fleet chargers
Superintendent
of Electrical
MechanicalOperations
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The first phase of fleet EV charging infrastructure will be
installed in late 2024.
Install 20 Level-2 and 2 Level-3 EV fleet EV
chargers
Superintendent
of Electrical
MechanicalOperations
Corporate Plan New
Deliverable Not
Started
0%
Q3 2025
The second phase of fleet EV charging infrastructure will
be installed in early to mid- 2025
Page 8 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Enhance and protect the health of our natural environment
Key Result: Establish an inventory and baseline of bio-diversity health
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Establish an inventory and baseline of
bio-diversity health
Environmental
PlannerPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
By identifying and measuring the baseline health of the
natural environment within Maple Ridge, it will help us
understand how we are doing and why ecological health
and bio-diversity is so important for overall community
health, for climate change adaptation & resiliency, for
wildlife management, and for numerous other economic,
social, and ecological objectives that the City is
attempting to achieve. The work item will include a
bio-diversity inventory, assessment and evaluation on the
status or condition of its protected areas, connections /
hubs and health as well as diversity of species
throughout the community.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostCommunity Bio-Diversity Inventory and Baseline Health Assessment 100,000Project
Page 9 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Enhance and protect the health of our natural environment
Key Result: Develop a strategy to manage the health of the McKenney Creek system
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop a strategy to manage the health of the
McKenney Creek system
Director of
EngineeringEngineering
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
McKenney Creek is a prominent natural feature that
weaves through the Lougheed Transit Corridor Area. The
"McKenney Creek system" typically refers to the entire
network of streams, creeks, and waterways associated
with McKenney Creek itself. This system plays a
significant role in the local ecology and is known for its
importance in supporting various species of fish,
including salmon and trout.
The purpose of the project is to identify how the system
can be preserved while enabling the development of a
complete community along the Lougheed Transit
Corridor.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostMcKenney Creek System Management Strategy 100,000Project
Page 10 of 11Climate Leadership & Environmental Stewardship
Climate Leadership & Environmental Stewardship
Objective: Enhance and protect the health of our natural environment
Key Result: Complete an Urban Forest Management Strategy
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop an Urban Forest Management
Strategy
Manager of
Parks Planning
& Development
Parks, Facilities &
Properties
Corporate Plan Carry-Over In
Progress
60%
Q1 2024
Consultant team onboarded. Phase 1 public engagement
completed. Draft strategy work ongoing. Completion
targeted for Q1 2024.
Page 11 of 11Climate Leadership & Environmental Stewardship
Diversified, Thriving Economy
Foundational Initiatives
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Collaborate with post-secondary institutions on
feasibility study to develop and sustain program
training that addresses workforce needs (that
includes Manufacturing)Director,
Economic
Development;
BRE Officer
Economic Development
Corporate Plan Carry-Over In
Progress
80%
Q4 2023
Regular touchpoints with Osier Consulting (Firm tasked
with post secondary service enhancement support) -
report anticipated late fall 2023/ early 2024 - connection
to local major employers, Chamber, Council, Senior City
Leadership. Connection with KPU Curriculum Advisory
Panel re: supply chain. Connection of EDC Board
Member onto panel as well. - continued engagement with
KPU and other post secondaries over 2024 with intent of
MOU for service expansion in Maple Ridge.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Facilitate Downtown Revitalization Initiatives
Director,
Economic
DevelopmentEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Working with the Business Community, Downtown Maple
Ridge Business Improvement Association, Ridge
Meadows Chamber of Commerce, and across City
Departments to activate the downtown and revitalize
activity. Activities may include taskforce engagement,
events, maintenance activities, promotions, placemaking
activities, leveraging events, promotions and campaigns
related to Maple Ridge 150 and BC Summer Games
among others
Page 1 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct Albion Industrial Land Use and
Servicing Analysis
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q2 2025
As Albion Industrial continues to attract investor attention
as a location for new development, drainage analysis
and planning is required to better accommodate future
development. Albion industrial has an opportunity for
re-development into the future however has drainage
constraints which need analysis before the area can be
optimized for new development. There is also a potential
for this analysis to help analyze issues and propose
solutions for drainage constraints for Albion Flats as well.
This project will involve Community Planning, Economic
Development, and Engineering reps from the
organization.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostAlbion Industrial Land Use and Servicing Analysis 60,000Project
Refresh Agricultural Plan
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q2 2025
Update Agricultural Plan to reflect the current agricultural
context and identify opportunities to further support local
agricultural and tourism opportunities.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostRefresh Agricultural Plan 60,000Project
Page 2 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Attract, retain and expand business investment to diversify the tax base and increase local employment
Key Result: Develop an Investment Attraction Strategy for targeted industries, including a value/supply chain strategy for attracting suppliers and
customer businesses based on existing companies in the local economy (i.e., Li-Ion battery value/supply chain)
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct investment attraction analysis and
Implementation plan for targeted industries
Director,
Economic
DevelopmentEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
A formalized investment attraction plan will aid the efforts
to see investment growth in Maple Ridge - this plan
creates a solid foundation for future activities and sets an
action oriented plan for engagement with investment
targets and sectors.
Investment attraction is needed for assessment growth
in Maple Ridge - having a well researched and action
oriented plan will aid activities in the department.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostInvestment Attraction Strategy & Implementation Plan 95,000Project
Page 3 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Attract, retain and expand business investment to diversify the tax base and increase local employment
Key Result: Complete a Business Retention & Expansion (BR&E) Analysis and Implementation Plan
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop business retention and expansion
analysis and implementation plan
Business
Retention and
Expansion
Advisor
Economic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
A formalized Business Retention and Expansion (BRE)
program and implementation plan is needed. Maple
Ridge currently employs best practices however the
overall strategy and actions taken will aid in how we
retain and expand existing businesses more formally.
Having a consistent approach and tracking of activities
with BRE are important for growth and retention of
existing businesses.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostBusiness Retention and Expansion (BR&E) Analysis & Implementation Plan 45,000Project
Page 4 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Expand training and educational options in Maple Ridge to build a skilled workforce that attracts
innovative businesses
Key Result: Create a formal, collaborative partnership with a post-secondary institution (citing the Goal of establishing a physical presence in
Maple Ridge, including through a possible joint venture or public private partnership)
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Pre-work for: Creating a formalized partnership
with a post secondary institution
Director,
Economic
DevelopmentEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q3 2025
No cost item is meant to create meaningful interactions
with post secondary institutions with the target of a
partnership in Q3 2025
Presence of a post secondary institution campus is an
important component of building the community - training
and education, economic vibrancy, and co location
developments are anticipated once the partnership is
announced and acted upon.
Page 5 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Expand training and educational options in Maple Ridge to build a skilled workforce that attracts
innovative businesses
Key Result: Complete a Labour Market and Gap Analysis
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct Labour Market Gap Analysis
Business
Retention and
Expansion
Advisor
Economic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Labour data in Canada is notoriously difficult to obtain on
a local level; utilizing a consultant, the City has an
opportunity to develop a labour profile of the local
community and understand gaps in employment.
Information can be shared with partners and businesses
/ post secondary institutions to better understand the
local labour pool and market
Having current data and information on the local labour
pool and market are a key to future actions related to
investment attraction, Business Retention and
Expansion, post-secondary attraction/partnership.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostLabour Market Analysis 10,000Project
Page 6 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy
Key Result: Implement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences , set the baseline, and improve by
20%
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement Net Promoter Score for Adventure
Hub, Urban Hot Spots, and Farm Fresh
Experiences with a set baseline and improve by
20% by the end of 2025 Tourism
CoordinatorEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2025
Net Promoter Scores help to define those who speak
positively, or promote, experiences or aspects of client
satisfaction. This score will showcase where / what
experiences are being well perceived and others that are
not. The Net Promoter Score will be able to measure
over time how customer experiences are being received
by guests/tourists.
This action will allow the organization to focus on
training, workshops, and promotions based on data with
business owners in each of the tourism focus areas:
Aventure Hub, Urban Hot Spots, and Farm Fresh
Experiences. Focusing on increasing Promoters will also
help overall perceptions about Maple Ridge in the region
and beyond
Page 7 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy
Key Result: Implement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences , set the baseline, and improve by
20%
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement a 'Big Tent' pilot program
Tourism
CoordinatorEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2025
This action will work in tandem with two other Key
Results in this area - Implementing a net promoter score
and event attraction strategy for tourist driven events. As
a way to increase data to showcase the need for event
venue space/ meeting and conference space in the City
of Maple Ridge - this may be used for activations during
Maple Ridge 150 and BC Summer games - however
work will be needed to define location/rent or purchase
tent / and develop a booking system / contract security /
and market the space to community events, regional
meeting and events organizers.
To increase data on the demand for meeting and
convention markets in Maple Ridge, this initiative is also
an opporutnity to further leverage activities in Maple
Ridge and the region to hold supplementary or additional
events to engage the community, tourists, and
businesses broadly. This is a cross departmental item
that will need collaboration across departments for
successful implementation and data tracking.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostBig Tent Pilot Project 150,000Project
Page 8 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy
Key Result: Implement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences , set the baseline, and improve by
20%
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete regulatory review of eco-tourism,
adventure tourism and agri-tourism policies
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2025
Conducting a comprehensive examination of policies
governing nature-based travel, thrilling experiences, and
farm-oriented getaways ensures sustainable
development, safeguards natural habitats, and fosters
economic growth. This review promotes harmony
between tourism and the environment, fostering
responsible practices, enriching local communities, and
enhancing visitor experiences.
Page 9 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy
Key Result: Increase film-based tourism by 10%
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Electrification of Railway Lot for film (from
sustainability initiative started in 2022 (Creative
BC Reel Green Grant)) and continued through
BC hydro incentive offer Film
CoordinatorEconomic Development
Corporate Plan Carry-Over In
Progress
70%
Q4 2023
Reel Green Grant and pre-approval from BC Hydro for
granting - work being done in conjunction with Parks,
Recreation & Culture trail project in the railway lot -
design and potential placement location selected,
awaiting design approvals of park area / trail system and
installation of kiosk in late 2023, early 2024.
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement a circular economy program to
re-purpose film set materials
Film
CoordinatorEconomic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Introducing a sustainable materials reuse initiative for
film sets brings economic and environmental
advantages. It maximizes resource efficiency, curbs
waste, and stimulates local creativity. By repurposing
materials, this program reduces environmental impact,
fosters community collaboration, and cultivates a green,
resilient ethos. Additionally, it attracts film by assisting
productions in achieving industry mandated waste
reduction targets.
Page 10 of 11Diversified, Thriving Economy
Diversified, Thriving Economy
Objective: Explore and maximize tourism opportunities as a means to further diversify the local economy
Key Result: Develop an event attraction strategy for tourist-driven events aligned with community-based events
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop an Event Attraction Strategy for
Tourist-driven Events Aligned with Community
Based Events Tourism
Coordinator /
Manager Arts,
Culture &
Events
Economic Development
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Having an event attraction strategy that reinforces the
new brand is important to solidify for the region and
residents the values of Maple Ridge and the vibrancy of
our community. Internal scoping with multiple
departments and constancy needed between
community-based events organized by the city and can
be complemented by external events.
Attracting events creates positive economic impacts,
provides opporutnity for community events and
celebrations, and can be a marketing tool to reinforce
values stated in the community brand.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostEvent Attraction Strategy 50,000Project
Page 11 of 11Diversified, Thriving Economy
Engaged, Healthy Community
Foundational Initiatives
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop and implement public engagement
framework and toolkit.
Senior Manager
of Corporate
Communication
s and Public
Engagement
Strategic Development,
Communications & Public
Engagement
Corporate Plan Found
Milestone In
Progress
20%
Q2 2024
Research has started of components to include.
Foundational training in the IAP2 framework was
provided to key staff whose role requires engaging with
the public..
Incremental Request Type 2024 Ongoing Cost2024 One Time CostCommunity Engagement Framework/Toolkit Development 15,000Project
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Page 1 of 12Engaged, Healthy Community
Engaged, Healthy Community
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Contract with Community Safety Expert
Consultants
Manager of
Bylaw &
Community
Safety
Bylaw, Licensing &
Community Safety
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The Community Safety Expert Consultants support the
CAO and Director and Manager of Community Safety.
They have been a critical piece of the community safety
service model. They advise on strategy and monitor the
capacity of social services in the community. As we know
the response to homelessness, mental illness, and drug
addiction is complex, and requires a thoughtful and
balanced approach guided by experience and expertise.
These consultants have proven to be very flexible and
able to step in and fill critical gaps in the community, as
we saw during the 2022 winter shelter activation and the
2023 installation of the HUB modular building.
The Community Safety Consultants also serve on the
Hub Governance Group, and the System Leaders Group
for the FAST Table.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostCommunity Safety Expert Consultants 40,000Project
Page 2 of 12Engaged, Healthy Community
Engaged, Healthy Community
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement Heritage Grant Five-Year Pilot
Program
Manager of
Community
PlanningPlanning
Corporate Plan New
Deliverable Not
Started
0%
Q4 2028
The retention of heritage character helps instill
community identity and pride, provides historical
continuity and connection for residents, and promotes a
sense of place for current and future generations.
Heritage conservation is also important economically, as
the protection of heritage resources can protect property
value and provide opportunities for businesses and
tourism. Lastly, conserving heritage buildings supports
sustainable and environmentally conscious development
as heritage buildings embody energy and carbon that
through demolition would produce more energy
consumption for new materials to build replacement
buildings.
This work stems from the 2013 Heritage Plan and is built
on and further supported by the recently endorsed
Heritage Plan 2024 - 2034 as identified under Goal 4:
Support Community Conservation Action 4.3.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostHeritage Grant Five-Year Pilot Program 100,000Project
Develop Heritage Related Event connected to
Maple Ridge 150
Planner 2
(Heritage)Planning
Corporate Plan New
Deliverable Not
Started
0%
2024
The Maple Ridge 150 celebration will be enhanced by
connected heritage events further developing community
pride and engagement. This work item is supported by
the recently endorsed Heritage Plan 2024 - 2034 as
identified under Goal 2: Celebrate the City's Diverse
Heritage Action 2.5. This is a one-time event to further
support the Maple Ridge 150 Celebrations.
Page 3 of 12Engaged, Healthy Community
Engaged, Healthy Community
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement Overnight Security Services in
Downtown Core
Manager,
Bylaw,
Licensing and
Community
Safety
Bylaw, Licensing &
Community Safety
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
Providing for overnight security needs in the downtown of
Maple Ridge - to ensure businesses are able to access
storefronts/entryways which are at times being used for
sleeping, resting, consumption of illicit substances; or
otherwise leaving human and other waste in areas.
This service was piloted in Q4 of 2023, and proved to be
a critical intervention to support the Downtown Maple
Ridge Business Improvement Association. This was a
response to escalating conflicts in the morning between
people experiencing homelessness and business
owners, customers, and responding officers because
people were freely setting up camps, largely around the
23000 block of Lougheed Highway. This intervention had
an immediate impact and improved conditions on the
street.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostOvernight Security Services in Downtown Core 70,430Project
Page 4 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Provide a diversity of inclusive and accessible recreation opportunities
Key Result: Conduct Recreation Facility Accessibility audit to Rick Hansen Guideline standards
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete Recreation Facility Accessibilty Audit
Facilities
Operations
Manager
Parks, Facilities &
Properties
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The project will evaluate how the City's facilities comply
with Rick Hansen guidelines for accessibility. The
standard exceeds what is required as a result of
provincial building code. This project will provide
direction for how City facilities can be enhanced through
lifecycle improvements to increase accessibility.
Page 5 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Provide a diversity of inclusive and accessible recreation opportunities
Key Result: Ensure at least 70% of residents, as measured by households, have access to one free community event within a 15-minute walk of
their home
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Host 3 Rock the Block Events
Manager of
Arts, Culture &
EventsRecreation Services
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The Rock the Block events will incorporate Maple Ridge
150 themes and activate key neighbourhoods around the
community to maximize access to free, accessible
community events within a 15-minute walk of a more
than 70% of the population.
Page 6 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Build and celebrate community pride, strengthening community connections to foster a sense of
belonging
Key Result: Conduct a Recreation Facility Feasibility Study
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Conduct an aquatics feasibility study to
contemplate a second aquatics facility
Manager of
Special ProjectsRecreation Services
Corporate Plan Carry-Over In
Progress
10%
Q3 2024
Consulting firm awarded the study. Project planning and
data gathering in progress. Public engagement
anticipated to commence in January 2024 with project
completion anticipated in Q3 of 2024.
Page 7 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Build and celebrate community pride, strengthening community connections to foster a sense of
belonging
Key Result: Develop and deliver four events to celebrate the 150th Anniversary of Maple Ridge
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Maple Ridge 150 Celebration Events
Manager of
Arts, Culture
and EventsRecreation Services
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The community is celebrating it's 150th anniversary of
incorporation in 2024. The City is planning multiple
neighbourhood and community events to celebrate the
occasion.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostMaple Ridge 150 Celebration Funding 350,000Project
Page 8 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Build and celebrate community pride, strengthening community connections to foster a sense of
belonging
Key Result: Increase participation in City supported volunteer programs by 10%
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop a Volunteer Retention Strategy for BC
Summer Games Volunteers
Business
Systems
Analyst
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q2 2024
The Summer Games is an existing event that will attract
many community volunteers. Retaining volunteers and
directing them to existing opportunities is an efficient
means of supporting community volunteerism.
Page 9 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Promote a vibrant arts and culture community
Key Result: Initiate, through partnership, a Museum Needs Assessment
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Initiate a Museum Needs Assessment
Manager Arts,
Culture, and
EventsRecreation Services
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
This item is a key result for promoting a vibrant arts and
culture community. A project is included in the Capital
Program for this initiative.
Page 10 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Ensure the safety and enhance the well-being of residents
Key Result: Develop a Community Safety Action Plan by Q2 2024
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop a Community Safety Action Plan
Director of
Bylaw,
Licensing &
Community
Safety
Bylaw, Licensing &
Community Safety
Corporate Plan Found
Milestone In
Progress
25%
Q2 2024
As Maple Ridge experiences rapid growth, the pressure
and trains on responders and services is also growing.
The 2023 Homeless Count in Greater Vancouver report
showed that the number of people experiencing
homelessness rose to 135 in Maple Ridge and Pitt
Meadows, which was a 17% increase from the year prior
(Homeless Services Association of BC, 2023).
In order to keep up with the increased demands and
support community safety, we recognize the for sustain
the current services, and evolve the plan based on our
future needs.
Page 11 of 12Engaged, Healthy Community
Engaged, Healthy Community
Objective: Improve community engagement with the City
Key Result: Conduct a participatory budget pilot project
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct a participatory budget pilot project
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
Q1 2024
Participatory budgeting empowers citizens by involving
them directly in the decision-making process for
allocating public funds. This inclusive approach fosters
transparency, accountability, and civic engagement. By
allowing community members to contribute to budget
decisions, it ensures that public resources align with local
priorities and needs.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostParticipatory Budgeting Pilot Project 100,000Project
Page 12 of 12Engaged, Healthy Community
Governance & Corporate Excellence
Foundational Initiatives
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Update Financial Sustainability Policy
Director of
Finance &
Deputy Director
Finance
Finance
Corporate Plan Carry-Over In
Progress
30%
Q2 2024
This is in progress. The scope has been expanded at
Council's direction to Financial Policies. An initial review
with the Finance Committee has been completed and a
check in with the Committee to review work to date and
confirm direction is anticipated in early 2024. Estimated
completion revised to Q2 2024
Design, Develop and Implement Leadership
Learning and Development Strategy
Mgr. Integrated
Talent
Management /
Executive
Director, HR
Human Resources
Corporate Plan Carry-Over In
Progress
60%
Q4 2024
Leadership Strategy developed. Mentorship and
Coaching Program Pilot launched. BCIT and SFU DIAL
Leadership Cohort Initiatives launched and deployed.
Commence Negotiations and Collective
Bargaining with IAFF for 2022 onwards
Executive
Director, HR /
Fire Chief /
CAO / Mgr.
Employee &
Labour
Relations
Human Resources
Corporate Plan Carry-Over In
Progress
40%
Q2 2024
IAFF Collective Bargaining commenced. Moving onto
third Collective Bargaining Session with Metro Vancouver
in October 2023.
Commence Negotiations and Collective
Bargaining with CUPE for 2023 onwards
Executive
Director, HR /
CAO / Mgr.
Employee &
Labour
Relations
Human Resources
Corporate Plan Carry-Over In
Progress
20%
Q2 2024
Collective Bargaining has commenced. Will be a slow
process. One session completed with Deputy CAO and
Metro Vancouver.
Page 1 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Foundational Initiatives
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Design and Develop an Overarching
Resourcing Plan
Executive
Director, HR /
Mgr. Employee
Experience &
Engagement /
CAO
Human Resources
Corporate Plan Carry-Over In
Progress
5%
Q4 2024
Developing overarching resourcing plan
Initiate HRIS requirements gathering and
feasibility study
Executive
Director HR /
Manager, Total
Rewards
Human Resources
Corporate Plan Carry-Over In
Progress
10%
Q4 2024
Completed HRIS component of RFP for Financial
System.
Waiting on IT Steering Committee to prioritize HRIS for
second phase of ERP System.
Design Occupational Health & Safety Strategic
Plan
Executive
Director, HR /
Mgr. Employee
& Labour
Relations
Human Resources
Corporate Plan Carry-Over In
Progress
10%
Q4 2023
Develop and implement annual road map outlined with
deliverable and SMART objectives.
Develop a Communications Strategy to rollout
the 2023 Capital Plan
Senior Manager
of Corporate
Communication
s & Community
Engagement
Strategic Development,
Communications & Public
Engagement
Corporate Plan Carry-Over In
Progress
10%
Q2 2024
Work has started but will carried forward with the
development of the 2024 capital plan. The
communications plan will look at eventually implementing
an interactive map with major capital projects where
members of the community can see where the projects
are happening, images of the projects and additional
information.
Page 2 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Foundational Initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Host two regional Leadership Summits in
Spring and Fall of 2024.
Manager,
Intergovernmen
tal AffairsIntergovernmental Affairs
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
The Summits will build on the new City brand and
continue developing its reputation as a leader in the
Metro Van Region. The Summits represent an
opportunity to engage with the region and local
community, explore innovative practices, build resiliency
by strengthening the City's responsiveness to current
trends, technologies, business and political landscapes.
The Summits will inform progress on the City’s Strategic
Plan and priority initiatives.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostLeadership Summit Events 70,000Project
Develop Archaeological Management Plan
Manager ,
Intergovernmen
tal AffairsIntergovernmental Affairs
Corporate Plan New
Deliverable Not
Started
0%
Q1 2024
An Archaeological Management Plan (AMP) will provide
a city-wide management framework to ensure
consistency in the identification and evaluation of the
archaeological resources, both know and unknown,
within the City’s boundaries.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostArchaeological Management Plan 300,000Project
Page 3 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation
Key Result: Develop an Indigenous Relations and Engagement Strategy
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Develop a Framework for Municipal Truth and
Reconciliation
Manager,
Intergovernmen
tal AffairsIntergovernmental Affairs
Corporate Plan Carry-Over In
Progress
10%
Q4 2023
Intergovernmental Affairs Dept has meet with Economic
Development and Parks, Recreation & Culture to discuss
plans for the Indigenous Relations Strategy.
Intergovernmental Affairs Dept has been exploring
potential consultants and new funding sources to support
the Indigenous Relations Strategy.
Page 4 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation
Key Result: Host two Council relationship-building meetings with Katzie First Nation and Kwantlen First Nation leadership
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Foster deeper relationship building and open
communications through facilitating regular
Council to Council meetings with Katzie and
Kwantlen First Nations.Manager,
Intergovernmen
tal AffairsIntergovernmental Affairs
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The City continues to seek opportunities to build stronger
relations with local Indigenous communities. Council to
Council meetings are am excellent method to advance
joint objectives and enhance communication.
Page 5 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Deliver an exceptional customer experience across City services
Key Result: Develop and implement a strategy, including standards and principles, to provide exceptional customer experiences
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop and implement a customer experience
strategy and framework
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
A customer experience framework helps enhance citizen
satisfaction by providing efficient, user-friendly
interactions with government services, resulting in
improved public perception and trust. By prioritizing the
needs and preferences of residents, the framework can
lead to increased civic engagement and more effective
delivery of public services.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostCustomer Experience Strategy, Framework and Training 50,000Project
Page 6 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Deliver an exceptional customer experience across City services
Key Result: Develop an evaluation framework for ongoing customer experience assessment
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop an evaluation framework for ongoing
customer experience assessment
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q1 2025
Conducted in tandem with the development of customer
experience principles and framework, the project will
allow for empirical measurement to evaluate progress
related to customer experience objectives.
Page 7 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Be accountable to the public through open and responsive governance
Key Result: Ensure that 75% of existing policies have been updated within the last 2 years
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete a Policy Review
Policy
CoordinatorLegislative Services
Corporate Plan New
Deliverable Not
Started
0%
Ongoing
One of Council’s Strategic Priorities is to achieve
governance and corporate excellence, in part, though
effective public policy. A fulsome review of the City’s
policies will be undertaken in 2024 to ensure the policies
in place are still relevant and that new policies are
developed to ensure future goals are achievable.
Page 8 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Be accountable to the public through open and responsive governance
Key Result: Implement an Enterprise Performance Management system (EPM)
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement an Enterprise Performance
Management system
Business
Systems
Analyst
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable In
Progress
10%
Q1 2024
The system will optimize resource allocation and improve
overall operational efficiency. By tracking and measuring
key performance indicators, key results it allows
municipalities to align their strategic goals with
day-to-day activities, leading to better service delivery
and greater transparency in government operations.
Page 9 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Develop and implement an enhanced risk management program
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop a Risk Management framework to
enable the development of a program
Manager of
Corporate
Planning and
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q3 2026
A risk management framework provides a structured
approach to identify, assess, and mitigate potential risks,
helping to protect public assets and financial resources.
By proactively managing risks, municipalities can
enhance fiscal responsibility, ensure the continuity of
essential services, and build greater resilience to
unforeseen challenges.
Page 10 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Develop a records management program
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Complete development of a records
management framework
Director of
Legislative
ServicesLegislative Services
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
A records management framework is essential for local
governments, ensuring legal compliance, accountability,
and operational efficiency. By maintaining a clear trail of
decision-making and quick access to information, it
enhances transparency and streamlines daily operations.
The framework also preserves institutional memory,
mitigates risks through disaster recovery plans, and
optimizes resources, leading to cost savings. In
summary, it empowers local governments to make
informed decisions, build public trust, and navigate
governance effectively.
Page 11 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Develop a business continuity program
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Facilitate the development of a Business
Continuity Program
Manager of
Corporate
Planning and
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q1 2025
Implementing a business continuity program in
municipalities ensures that essential public services can
continue to operate even in the face of disasters or
disruptions, safeguarding the well-being of residents.
This proactive approach enhances disaster
preparedness, minimizes downtime, and ultimately
strengthens the municipality's ability to respond
effectively to crises.
Page 12 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Conduct one Emergency Operations Centre exercise
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Conduct one Emergency Operations Centre
exercise
Assistant Fire
Chief -
PreventionFire & Emergency Program
Corporate Plan New
Deliverable Not
Started
0%
Q4 2024
The Emergency Operations Centre is a critical
community resource provided by the City to respond to
emergent threats. Ensuring that EOC staff have regular
and ongoing training results in more effective response
during an emergency. This deliverable is also associated
with Key Result under the Governance and Corporate
Excellence prioirity.
Page 13 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Deploy a continuous improvement program and conduct training with a cohort of staff
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Implement a continuous improvement Centre
of Excellence
Manager of
Corporate
Planning and
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
A continuous improvement program is essential to
enhance the quality and efficiency of public services
while responding to changing community needs and
minimizing waste. It fosters a culture of employee
engagement, innovation, and data-driven
decision-making, ultimately leading to improved service
delivery and increased satisfaction among residents.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostContinuous Improvement Program Development & Training 55,000Project
Page 14 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure the City is organizationally resilient, ready to adapt to a changing environment
Key Result: Develop an Inter-Governmental Relations strategy for advocacy to attract senior government investment in key infrastructure
initiatives
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Develop an Intergovernmental Relations
Strategy for advocacy to attract senior
government investment in key infrastructure
initiatives and to enhance communications and
relationship building with other levels of
government, governmental agencies and
stakeholders.
Manager,
Intergovernmen
tal AffairsIntergovernmental Affairs
Corporate Plan New
Deliverable In
Progress
0%
Q2 2024
This action is critical to achieving the objectives of the
City's Strategic Plan goals and priorities across
departments. It is fundamental to adhering to the
Strategic Plan's principle of relationship building and
with-it identification of partnership opportunities.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostIntergovernmental Relations Strategy and Implementation 150,000Project
Page 15 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our
growing community
Key Result: Review and consolidate City fees and charges into a single bylaw with annual review dates
New 2024 Deliverables
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusRationale
Review and consolidate Building department
and Police Services fees
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q2 2024
This project represents the first phase of adding all
remaining fees to the consolidated bylaw.
Review and consolidate Soil Removal, Tree
Protection and Highway & Traffic fees
Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q3 2024
This project represents the second phase of adding all
remaining fees to the consolidated bylaw.
Review and consolidate Fire Protection,
Cemetery, Water Service and Sewer Service
fees Manager of
Corporate
Planning &
Consultation
Strategic Development,
Communications & Public
Engagement
Corporate Plan New
Deliverable Not
Started
0%
Q1 2025
This project represents the final phase of adding all
remaining fees to the consolidated bylaw. An update to
fees currently in the Fees & Charges Bylaw will be
conducted concurrently.
Page 16 of 17Governance & Corporate Excellence
Governance & Corporate Excellence
Objective: Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our
growing community
Key Result: Complete a major Development Cost Charges review
Progress Report
DepartmentInitiative
Lead
Deliverable TypePlanning Tier
StatusUpdate & Next Steps
Major DCC Amendment
Director of
FinanceFinance
Corporate Plan Carry-Over Not
Started
0%
Q4 2025
Will follow completion of the various Master Plans and
related implementation strategies.
Incremental Request Type 2024 Ongoing Cost2024 One Time CostMajor Development Cost Charge Update 75,000Project
Page 17 of 17Governance & Corporate Excellence
raft 11/16/2021
Financial Plan 2024 – 2028
1 | P a g e
Table of Contents
OPENING REMARKS .............................................................................................................................2
INTRODUCTION ....................................................................................................................................3
PROPERTY TAX INCREASES .................................................................................................................4
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ...........................................5
CHANGES TO PREVIOUS OPERATING BUDGET ................................................................................9
INCREMENTAL ADJUSTMENTS ........................................................................................................ 11
IMPACT TO THE AVERAGE HOME .................................................................................................... 13
CAUTION USING TEMPORARY PROPERTY TAX INCREASE MITIGATION MEASURES ............. 14
UTILITIES & RECYCLING ..................................................................................................................... 15
STAFFING ............................................................................................................................................. 18
FINANCIAL SUMMARY BY DEPARTMENT ...................................................................................... 19
CAPITAL PROGRAM ............................................................................................................................ 22
RESERVES SUMMARY ......................................................................................................................... 25
BORROWING ....................................................................................................................................... 31
CONCLUSION ....................................................................................................................................... 32
PUBLIC CONSULTATION .................................................................................................................... 33
APPENDIX 1 PROPERTY TAX RATE INCREASE HISTORY ............................................................ 34
APPENDIX 2 2024-2028 PROPOSED CAPITAL PLAN ................................................................... 35
APPENDIX 3 2024-INCREMENTAL REQUESTS .............................................................................. 40
Financial Plan 2024 – 2028
2 | P a g e
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 was 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.
Progress on Council’s Strategic Plan is made
through delivering on the Strategic Work Plan.
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 2024-2028 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.
The Province passed legislation that will increase
residential density with the intent of addressing
housing affordability through increasing supply
and accelerating development.
The implications are being analysed, at a very
summary level there will be impacts to the
development approval process, infrastructure
capacity and development financing. While
there are grants both provincially and federally
assisting with studies, municipal policy and
bylaw update requirements and infrastructure
costs pressures. The additional development
finance tools provided ought to be implemented
quickly to assist with funding the infrastructure
requirements associated with growth.
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.
Financial Plan 2024 – 2028
3 | 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
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.
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. If we want
to spend money, we must identify where that
money is coming from. These sources of funding
include Reserves and external borrowing.
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.
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 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 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 Plan 2024 – 2028
4 | P a g e
Property Tax Increases
The base property tax increase reflects expected costs of existing services. Service Level
Increases for Fire and Police Services will require an additional 1.35% increase in each of the
years 2024 through 2026 above what is shown in the table above. The incremental costs to
improve service levels along with the property tax implications are discussed in more detail in
the Incremental Requests section of this report.
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 the Capital
Program section of this report.
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
servicing and operating costs of the fourth ice sheet at Planet Ice. The funding of this project
includes development revenues.
User Fee Increases
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 5.9% 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 10.0% 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. A transition to Recycle BC is being planned for the end of 2025. The future recycling
rates and the operation of the depot including any capital improvements will need to be
revisited.
2022 2023 2024 2025 2026 2027 2028
Property Tax increases
General Purpose 3.60%5.05%3.95%3.85%3.35%2.90%2.90%
Infrastructure Replacement 0.00%0.60%0.40%0.80%1.00%1.00%1.00%
Parks and Recreation 0.00%0.00%0.00%0.30%0.60%0.60%0.00%
Base Property Tax Increase 3.60%5.65%4.35%4.95%4.95%4.50%3.90%
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Financial Plan 2024 – 2028
5 | P a g e
Where Does the Money Come from and Where Does It Go?
Conceptual Overview
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. The starting point is the taxes that
were collected last year which is adjusted for the
taxes coming in from new construction. The new
construction represents the value that was not
previously taxed, we refer to the additional
property tax revenue as Growth Revenue.
The 2024 Growth Rate has been
updated reflect the provisional property
assessments received at the end of
December. Future growth rates are likely
to be higher as we see significant
investments on the horizon.
To this subtotal, we add the additional
revenue requirements that were
discussed on the previous page.
An additional $7.97 million in revenue is
expected to accrue to the City in 2024
including a $1,585,000 increase in
investment income due to rising interest
rates.
Conceptual Overview of New Revenue
Item ($ in thousands)2024 2025 2026 2027 2028
Previous Year's Taxation 105,229 111,124 118,314 125,974 133,559
Growth Rate 1.20%1.50%1.50%1.50%1.50%
Growth Revenue 1,265 1,665 1,775 1,890 2,005
Previous Year's Taxation + Growth 106,494 112,789 120,089 127,864 135,564
Property Tax Increases:
General Purpose 3.95%3.85%3.35%2.90%2.90%
Infrastructure Replacement 0.40%0.80%1.00%1.00%1.00%
Parks & Recreation Improvements 0.00%0.30%0.60%0.60%0.00%
Total Property Tax Increase 4.35%4.95%4.95%4.50%3.90%
Property Tax Increase 4,630 5,585 5,945 5,755 5,285
Utility Class Cap. & Sup. Adj. Contingency -(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 5,895 7,190 7,660 7,585 7,230
Next Year's Taxation Base 111,124 118,314 125,974 133,559 140,789
Grant In Lieu 331 (123)-(1)(25)
Investment Income 1,585 20 20 20 20
Increases in Other Revenue 158 166 169 173 169
Increase in General Revenue 7,969 7,253 7,849 7,777 7,394 Wh
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Financial Plan 2024 – 2028
6 | P a g e
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)2024 2025 2026 2027 2028
Additional General Revenue available 7,969 7,253 7,849 7,777 7,394
Transfers to Reserves:
Capital Works Reserve (45)(40)(75)(180)70
Fire Department Capital (160)(70)(95)(470)(190)
Parks & Recreation Improvements -(340)(720)(765)-
Infrastructure Sustainability Reserve (425)(900)(1,200)(1,280)(1,355)
General Revenue Funded Capital (net CWR tfrs)(95)(170)(295)(710)(280)
Available after transfers 7,244 5,733 5,464 4,372 5,639
We Use Reserves to Provide Long-Term
Financial Stability
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Financial Plan 2024 – 2028
7 | P a g e
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
2024 costs will increase by $995,000 and will
increase by a further $540,000 in 2025.
As already mentioned, we have little
discretion in funding these items as they are
the result of contracts (labour agreements,
RCMP and Fraser Valley Regional Library are
some examples).
After providing for the expenditure changes
there is no or very little ability in the next
three years to address increases to staffing or
service levels without a funding source such
as a further property tax increase.
Conceptual Overview of Expenditure Changes
Item ($ in thousands)2024 2025 2026 2027 2028
Available after transfers 7,244 5,733 5,464 4,372 5,639
Increase in Expenditures:
Labour (excluding Fire Protection)(2,435)(2,010)(1,465)(1,395)(1,525)
Equipment (excluding Fire & Police)(95)(30)(30)(30)(30)
Fire Department (995)(535)(495)(520)(545)
Policing Contracts (RCMP, ITEAMS)(995)(1,650)(1,660)(1,150)(1,245)
Ecomm (550)(265)(285)(125)(130)
Contracts (SPCA, Library, Arts etc.)(325)(170)(175)(180)(185)
Inflation Allowance -(160)(160)(255)(395)
Growth Costs (415)(415)(415)(415)(415)
Liability Insurance (165)----
Legal Fees (200)(10)(10)(10)(10)
Arenas Contract (CPI adjustment)(150)----
Facilities Maintenance (340)(20)(15)(20)(20)
Software Maintenance (290)(100)(635)(200)(215)
Other Adjustments & Rounding (266)(379)(125)(73)(27)
Available after expenditures 23 (10)(6)(1)897
Surplus from prior year 23 13 7 6
General Revenue Surplus 23 13 7 6 903
There are a number of contracts already in place.
There is little discretion in funding these
commitments.
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Financial Plan 2024 – 2028
8 | P a g e
Some of the Larger Expenditures are Discussed Below:
Labour: This reflects updated wage
and benefit cost increase
assumptions. The collective
agreements for CUPE expired in
2023 and is in negotiation.
Fire Department: The evolution of
our Fire Department to be primarily
full time paid responders took place
under the previous master Plan
implemented from 2005 to 2013.
Costs are increasing related to
labour, dispatch costs and turnout
gear. The collective agreement for
IAFF expired at the end of 2022 and
is in negotiation.
The 2023 Fire Master Plan was
presented to Council in 2023. The
related costs are not included in the
base budgets, the proposal is
included as an incremental request.
Policing: This includes the cost for
contracts associated with Police
Services including the RCMP and
regional initiatives including
Integrated Homicide Team,
Emergency Response Team, Forensic
Identification, Dog Unit and Traffic
Reconstruction Unit. Cost increases
include the addition of 1.5 officers
per year on average.
E-Comm: Radio and dispatch
services increased significant in 2023
and 2024. E-Comm has increased
staffing to reduce wait times and
manage increased call volumes.
Contracts: Maple Ridge is a member
of a regional library system. The cost
of the contracted service with the
Fraser Valley Regional Library is
expected to increase by $215,000.
The SPCA contract is being renegotiated.
Infrastructure Replacement: In 2008,
Council approved a 1% tax increase to help
maintain our existing infrastructure. The
annual increase was reduced in 2013 and is
gradually being restored.
Additional discussion on infrastructure
replacement is included on page 29.
Inflation Allowance: The inflation allowance
covers over 1000 items, amounting to
approximately $14.1 million in materials and
services, for which increases are not specifically
built into departmental budgets. A central
budget is included in Fiscal Services to assist with
inflationary cost increases.
Budget Allocations for Growth: A portion of
the additional revenue associated with new
development is used to fund existing costs, the
remainder is allocated as follows in each of the
years 2024 to 2028:
One question that we are often asked is “Why do the
City's costs increase more than inflation?” In asking this
question, people are often referring to the Consumer
Price Index (CPI). The short answer is that the CPI
refers to the price change of a basket of goods that
includes things like groceries. The purchases that the
City makes are very different than those purchases
that are included in the CPI basket.
Item ($ in thousands)
General Revenue Fund
Administration 195
Operations Department 65
Parks Maintenance 65
Fire Dept. Equipment Maintenance 50
Software Maintenance 40
General Revenue Total 415
Water Revenue Fund - Maintenance 60
Sewer Revenue Fund - Maintenance 50
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Financial Plan 2024 – 2028
9 | P a g e
Changes to Previous Operating Budget
This section outlines the changes to the 2023 – 2027 Financial Plan adopted last year.
Our last Financial Plan showed a surplus of $100,000 for 2024. After the changes the surplus is
$23,000.
General Revenue Fund (GRF) Reconciliation of 2023-2027 Financial Plan
Note: The starting Surplus for 2028 is calculated using the assumptions made for 2027.
($ in thousands)2024 2025 2026 2027 2028
May Adopted Financial Plan 2024-2028
General Revenue Fund (GRF) Surplus 100 136 348 530 1,575
Revenue Adjustments
Property Tax Increases 335 1,244 1,764 1,802 1,864
Grants In Lieu 331 208 208 207 182
Interest Income 1,570 1,575 1,580 1,585 1,590
Revenue Adjustments 2,236 3,026 3,551 3,594 3,635
Cost Adjustments
Labour Changes (1,031)(1,412)(1,525)(1,595)(1,633)
RCMP Contract Net of Vacancy Provision (0)(411)(591)(678)(617)
ECOMM Dispatch RCMP (343)(396)(454)(497)(543)
Facility Maintenance (343)(357)(367)(379)(390)
Contracts: Regional Library & SPCA (177)(195)(214)(234)(255)
Insurance (180)(180)(180)(180)(180)
Software Maintenance (Digital Plans)(176)(144)(131)(137)(144)
Inflation 158 158 197 245 158
Finance & HR ERP Licencing Fees 0 0 (500)(535)(572)
Miscellaneous Expenses (220)(212)(132)(133)(135)
Cost Adjustments (2,312)(3,150)(3,897)(4,124)(4,312)
23 13 2 1 898GRF Surplus before Incremental Adjustments
Financial Plan 2024 – 2028
10 | P a g e
Explanation of Changes:
1. Property Tax Increases: Inflationary
pressures require additional tax
revenues.
2. Grants In Lieu: Grants In Lieu are
amounts paid by other levels of
government and utilities based of either
a portion of their revenue or their
property assessments which often do
not change at the same rates as their
assessment class.
3. Interest Income: Interest rates have risen
from historical lows. Investment income
may decrease in the future as projects
are completed, reducing reserve
balances and as interest rates come
down.
4. Labour Changes: The CUPE and IAFF
contracts are under negotiation. The
expectation is that costs will be higher
than previously estimated. Benefit rates
and statutory payroll related costs
(Workman Compensation, employment
insurance and Cananda Pension Plan)
have also increased.
5. RCMP Contract Net of Vacancy
Provision: The cost estimates provided
by the RCMP have increased again for
2024. These estimates have been a
provision for vacancies that occur due to
transfers, turnover and other leaves.
6. ECOMM Dispatch Contract: The cost of
the dispatch contract increased
significantly in 2023 and 2024 to address
growing call volumes and the
inadequate service levels evident in wait
times.
7. Facility Maintenance: After several years
of no increase, cost inflation and the
addition of new facilities requires
additional spending.
8. Contracts: Contracts for SPCA and the
Fraser Valley Regional Library have
increased more than previously planned.
9. Insurance: Premiums for general liability
property have increased. In the case of
property insurance, the replacement cost
and the number assets being insured
have increased.
10. Software Maintenance: Software
licencing increases are primarily related
to enhanced capability to handle digital
plans for development.
11. Inflation: The Inflation Contingency has
been used to partially offset the
increased costs noted in this section.
12. Finance & Human Resources ERP
Licencing: Preliminary work has been
done in seeking a replacement for these
systems. The modernized system will
increase ongoing software fees.
Financial Plan 2024 – 2028
11 | P a g e
Incremental Adjustments
The previous 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 property tax increase of 4.35% to maintain existing service
levels.
Incremental adjustments represent service level enhancements. In 2024, Fire Services and Police
Services have been prioritized to ensure protective services are delivered at and acceptable level.
The other top priority is Accelerated Housing which has been mandated by the Province in response
to the nationwide housing crisis.
The impacts of the Fire and Police Services enhancements are detailed in the following table.
Additional Fire staffing could be hired mid year 2024. The additional tax increases in 2024 and 2025
will be used to cover the phased in costs for Fire Services.
Additional RCMP staffing begins to address the issues outlined in the incremental request including
the impending de-integration of Pitt Meadows and Maple Ridge detachment. The increased staffing
requested is in addition to the approved staffing levels in 2023. The base budget included additional
RCMP members so the cost of the incremental is only for the additions above what was already
planned. The 2024 budget included 2 members so the cost in the schedule above is for 10
additional members. This is why the cost of the phase in over the next three years is less than the
cost of 12 additional members. Essentially, 12 members can be added immediately and will not
impact the property tax increase until 2026 due to the time it takes to receive additional members
and temporary funding using the Police Services Reserve.
Fire And Police Service Level Increases ($ in thousands)
2024 2025 2026 2027 2028
Base Budget Surplus 23 13 2 1 898
Additional Property Tax Increase 1.35%1.35%1.35%
Net Additional Property Tax 1,381 2,884 4,565 4,705 4,915
16 Additional Fire Staff 1,371 2,829 2,918 3,010 3,104
Onetime Costs 293
Timing and Reserve Funding (283)
Net Cost of Fire 1,381 2,829 2,918 3,010 3,104
10 Additional RCMP Members 1,850 1,782 1,483 1,586 1,698
Vacancy and Reserve Funding (1,850) (1,782)
Net Cost of RCMP Constables - - 1,483 1,586 1,698
Total Additional Costs 1,381 2,829 4,400 4,596 4,802
Revised General Revenue Surplus 23 68 166 109 1,011
Financial Plan 2024 – 2028
12 | P a g e
Proposed Incremental Requests
Proposed service level enhancements have been gathered for Council’s consideration. The table
below is a summary of those requests totalled by Strategic Priority Focus Area. Details of the
individual requests, both ongoing and one time, can be found in Appendix 3 on Page 41.
The purpose of this table is to provide a summary of the potential ongoing costs and the range of
the possible tax increases required to fund them. Other funding sources such as the Housing
Accelerator Fund grant are being pursued, at the time of writing this report it has not been
announced.
Onetime incremental costs are not typically funded by an additional property tax increase but either
through grants or one time funding such as Reserves or Accumulated Surplus.
Direction is requested from council based on the contents in Appendix 3 which is organized into 3
scenarios. These scenarios are informed by public input from the Budget Priorities survey,
requirements related to new provincial housing legislation, Council’s approved Objectives and Key
Results, and high-priority deliverables arising from recently completed service area master plans.
The range property tax increase impacts of the ongoing incrementals are included on the following
page.
2024 Tax Rate Increase Ongoing Costs Additional
Tax
Cumulative
Tax
Increase
Base Property Tax Increase 4.35%
Fire and Police 1.35%5.70%
Additional Incrementals by Strategic Priority Focus Areas
Accelerate Housing 530,000
Other Communitiy Safety 295,000
Growth 501,766
Economic Development 200,000
Community Engagement & Recreation Access 384,432
Enabling Growth & Service Delivery 502,000
Total Costs Under Consideration 2,413,198$ 2.50%8.20%
Financial Plan 2024 – 2028
13 | P a g e
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 2023 taxation year was approximately $985,700.
The average home 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.” User fees include flat rate water, flat rate sewer, recycling
and single-home blue box pickup.
Within the General Purpose average change of 4.35%, existing base service levels have been
maintained and significant cost increases have been accommodated. With the Fire and Police
staffing increases added to the base, the potential 2024 property tax increases ranges from 5.7% to
8.2% depending on which additional incremental requests Council endorses. The 2024
corresponding range of increases in Municipal Property Tax is $131 to $189.
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.
These figures do not include collections for others (School, BCAA, GVTA, GVRD, MFA) which appear on the tax
notice.
Base Plus
Fire & Police
Base Plus All
Incrementals
Base Plus
Fire & Police
Base Plus All
Incrementals
Average Residence Valued at $985,700 2023 2024 2024 2024 2024
Property Taxes 2,303.48$ 2,434.78$ 2,492.37$ 131.30$ 188.89$
User Fees
Recycling (fixed rate)83.10$ 85.39$ 85.39$ 2.29$ 2.29$
Water (fixed rate)752.95 786.85$ 786.85$ 33.90$ 33.90$
Sewer (fixed rate)537.05 579.70$ 579.70$ 42.65$ 42.65$
Total Property Taxes and User Fees*3,676.58$ 3,886.72$ 3,944.31$ 210.14$ 267.73$
Base Plus
Fire & Police
Base Plus All
Incrementals
Average Home Taxes and User Fee Increases 2023 2024 2024
Base Increase 5.65%4.35%4.35%
Incremental 1.35%3.85%
Total Property Tax Increase %5.65%5.70%8.20%
User Fees
Recycling Increase %2.75%2.75%2.75%
Water Increase %4.50%4.50%4.50%
Sewer Increase %7.91%7.94%7.94%
Total Property Taxes and User Fees Increase 5.67%5.72%7.28%
Tax Increase Scenarios Average Tax Increase
Tax Increase Scenarios
Financial Plan 2024 – 2028
14 | P a g e
Caution Using Temporary Property Tax Increase Mitigation Measures
There are communities that speak about having
achieved a zero tax increase and sometimes
we’re asked if we could do the same. Caution
should be used when making any short-term
adjustments that impact the communities long
term sustainability. 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.
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.
Utility Rate Reductions: In addition to property
taxes, there are utility user fees. The majority of
homes pay for municipal water and sewer,
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.
Service Level Reductions
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.
Financial Plan 2024 – 2028
15 | P a g e
Utilities
Utility user fees form a portion of the levies charged to our taxpayers. 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 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. It
should also be noted that assets in the utilities have long lives. This means that the cost of
replacement will be much higher than the historical cost. According to Stats Canada the cost of
construction is about 2.3 time what it was 25 years ago.
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 Plan 2024 – 2028
16 | 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 2024 flat rate
water fee is approximately $787, half of which is required for the purchase of water from the Region.
Water rates include city planned expenditures and infrastructure requirements. Water rates also
cover water purchases from the Region. The Regional District projected rate increases for 2024-2028
average 5.9% annually. 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.
Financial Plan 2024 – 2028
17 | P a g e
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 2024 sewer fees are approximately $580 per
property. 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 10.0%. The rate
increase for the municipal sewer levy increases by 8.5% for each year in the 2024 – 2028 Financial
Plan. Expenses include capital projects which results in fluctuations year to year. 2024 expenses
include $9.8 million in funding from the Sewer Fund for a pump station.
Financial Plan 2024 – 2028
18 | P a g e
Staffing
Since 2019, the annual change in staffing averages about 16 full-time employees (FTE) per year.
There is an increase of increase 3 positions 2023 base of 559 positions (FTEs). The requested
incremental positions for 2024 are 31.5 positions for regular staff plus 10 police officers.
In 2023 the organization had some restructuring with several positions removed and other positions
created.
Full Time Equivalent Staffing (Budget)
2019 2023 2024 2024 Vs
2019
Incremental
Requests
5 year
Average %
CAO 8.0 11.0 9.0 1.0 - 2.5%
Building 21.8 31.0 31.0 9.2 - 8.4%
Economic Development 4.6 5.0 5.0 0.4 - 1.7%
Finance 26.0 32.0 31.0 5.0 - 3.8%
Human Resources 7.0 11.0 11.0 4.0 1.0 11.4%
Information Technology 20.0 24.0 24.0 4.0 1.0 4.0%
Legislative Services 7.6 8.6 10.6 3.0 - 7.9%
Strategic Development & Communications 5.5 13.0 13.0 7.5 - 27.3%
100.5 135.6 134.6 34.1 2.0 6.8%
Fire Department 64.5 69.0 69.0 4.5 16.0 1.4%
Police Services 49.2 55.8 55.8 6.6 0.5 2.7%
Licences & Bylaw 13.5 24.0 24.0 10.5 3.0 15.6%
127.2 148.8 148.8 21.6 19.5 3.4%
Engineering 30.0 34.0 34.0 4.0 1.0 2.7%
Operations 40.0 49.7 52.7 12.7 1.0 6.3%
70.0 83.7 86.7 16.7 2.0 4.8%
Parks & Facilities 32.0 39.2 39.2 7.2 2.0 4.5%
Recreation & Community Engagement 69.5 85.1 85.1 15.6 2.0 4.5%
101.5 124.3 124.3 22.8 4.0 4.5%
Planning 22.0 24.8 25.8 3.8 4.0 3.5%
22.0 24.8 25.8 3.8 4.0 3.5%
Water 16.0 17.7 17.7 1.7 - 2.1%
Sewer 18.0 24.0 24.0 6.0 - 6.7%
34.0 41.7 41.7 7.7 - 4.5%
Grand Total 455.2 558.8 561.8 106.6 31.5 4.7%
RCMP Members (Excludes IHIT & Teams)101.0 108.0 110.0 9.0 10.0 1.8%
General Government
Transportation
Planning Public Health & Other
Parks, Recreation & Culture
Utilities
Protective Services
Financial Plan 2024 – 2028
19 | P a g e
Financial Summary by Department
Adopted Base
All $ in thousands 2023 2024 $% 2025 2026 2027 2028
General Revenue & Taxation
Financial Services - Revenue & Taxation (114,545)(121,116)(6,571)6%(127,854)(135,534)(143,138)(150,364)
General Government
CAO Administration 2,377 2,280 (97)(4%)2,349 2,215 2,276 2,337
Growth - - 195 390 585 780
Building 88 275 187 213%341 383 425 481
Economic Development 625 708 83 13%727 748 769 792
Human Resources 2,323 2,461 138 6%2,534 2,598 2,663 2,735
Finance 3,671 3,776 105 3%3,915 4,035 4,156 4,282
Fiscal Services 12,206 12,512 306 3%15,073 18,422 22,115 26,641
Information Technology 5,165 5,763 598 12%6,028 6,800 7,153 7,524
Legislative Services 1,649 2,252 603 37%2,311 2,363 2,417 2,472
Mayor & Council 648 681 33 5%676 693 711 729
Strategic Development & Communications 1,649 1,677 28 2%1,746 1,806 1,868 1,931
Total General Government 30,401 32,385 1,956 6%35,895 40,453 45,138 50,704
Protective Services
Licences & Bylaws 2,412 2,685 273 11%2,820 2,934 3,053 3,174
Fire Department 16,132 17,373 1,241 8%18,029 18,674 19,715 20,498
Police Services 29,487 31,373 1,886 6%33,134 34,738 36,185 37,622
Total Protective Services 48,031 51,431 3,400 7%53,983 56,346 58,953 61,294
Transportation
Engineering 2,468 2,647 179 7%2,781 2,891 3,007 3,101
Operations 6,191 6,598 407 7%7,172 7,030 7,239 7,452
Total Transportation 8,659 9,245 586 7%9,953 9,921 10,246 10,553
Parks, Recreation & Culture
Parks & Facilities 8,115 8,596 481 6%8,977 9,340 10,119 10,668
Recreation 8,792 9,837 1,045 12%9,617 10,102 10,584 10,829
Library 3,307 3,522 215 7%3,640 3,761 3,887 4,017
Civic Properties 2,251 2,216 (35)(2%)2,197 2,151 742 (1,229)
Total PRC 22,465 24,171 1,706 8%24,431 25,354 25,332 24,285
Planning Public Health & Other
Planning 2,154 2,451 297 14%2,559 2,646 2,733 2,822
Recycling Revenue (4,785)(4,972)(187)4%(5,133)(5,300)(5,473)(5,651)
Recycling Expenses & Transfers 4,785 4,972 187 4%5,133 5,300 5,473 5,651
Total Public Health 2,154 2,451 297 14%2,559 2,646 2,733 2,822
Utilities
Sewer Revenue (18,231)(19,968)(1,737)10%(21,878)(23,981)(26,294)(28,839)
Sewer Expenses & Transfers 18,231 19,968 1,737 10%21,878 23,981 26,294 28,839
Water Revenue (22,685)(23,930)(1,245)5%(25,245)(26,636)(28,107)(29,662)
Water Expenses & Transfers 22,685 23,930 1,245 5%25,245 26,636 28,107 29,662
Total Utilities - - - - - - -
Studies and Projects 2,835 1,433 (1,402)(49%)1,033 814 735 705
Total ($0 is Balanced Budget)- - - - - - -
Financial Plan 2024-2028
Base Changes Base
Financial Plan 2024 – 2028
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Budget Change Explanations
CAO Administration
There were multiple position changes due to
the reorganization of the CAO group.
Growth
General Government Growth of $195,000 per
year is budgeted in this area. The 2024
allocation for growth has already been
allocated to position changes.
Building
The Building Department has revenues of
$3,200,000 and expenses of $3,285,000. The
percentage change appears large due to the
small net cost of the department.
Economic Development
Two positions were reclassed.
Information Technology
Software maintenance is increasing by 7%
each year and includes a further $40,000 to
address additional software. 2024 includes
costs of replacing the Amanda system.
Legislative Services
Increased costs are from higher insurance
premiums and the addition of two staff
members.
Licences & Bylaws
Cost increases in this area are 7%. The larger
net change percentage is due to a smaller
increase in revenues.
Fire Protection
Cost increases include dispatch services and
turnout gear.
Police Services
The RCMP contract increases approximately
4% per year. The 2024 increase in dispatch
services (ECOMM) was $300,000 more than
previously planned to address increased call
volumes and to improve call wait times.
Operations
Divisional Growth of $65,000 per year is
budgeted in this area.
Recreation
2024 includes $500,000 one time costs for the
Maple Ridge 150 celebrations. $500,000 in
operating cost for an additional ice sheet will
begin in mid-2026.
Civic Properties
Increases in rental and parking revenues
resulted in a decreased net cost. 2027 is the
final year of debt and interest payments for
the Maple Ridge Business Centre.
Planning
Increase includes the addition of a Planner 1
position.
Financial Plan 2024 – 2028
21 | P a g e
Studies and Projects Listing
Special Projects in Utilities
AdoptedAll $ values in 000's (thousands)2023 2024 2025 2026 2027 2028
General Government
Labour Costs Funded by BC Grant (99)(136)(141)(145)(149)(154)
Grant Carbon Action Reporting Incentive BC 304 304 304 304 304 304
Sustainability Coordination Program Admin 5 5 5 5 5 5
Citizens/Customer Surveys 10 10 10 10 10 10
Network Traffic Monitoring and Analyzing 50
270 183 178 174 170 165
Protective Services
E-One Moli Energy Fire Engineer Consultation 20
Transportation
Drainage Flow Monitoring & Servicing - 200 - - - -
Road Data and Safety Reviews 170 170 170 170 170 170
LiDAR Survey (Acquire Detailed Topographic Data)- - - 100 - -
Drainage System Analysis & Planning - 250 - - - -
Safer School Travel Program 50 - - - - -
Aerial Topographic Survey Mapping - - 90 - 25 -
Thermoplastic Marking 50
Cottonwood Closure Program 2,025 300 300 300 300 300
Secondary Operations Site Expansion Study - - 150 - - -
2,295 920 710 570 495 470
Parks, Recreation & Culture
Public Art Program 70 70 70 70 70 70
PRC Strategies 200 150 - - - -
Recreation Facility Accessibility Audits - 40 - - - -
Parkland Acquisition Strategy PRI - - 75 - - -
Museum Needs Assessment - 50 - - - -
270 310 145 70 70 70
Total Studies and Projects General Fund 2,835 1,433 1,033 814 735 705
Base
Adopted
All $ values in 000's (thousands)2023 2024 2025 2026 2027 2028
Sewer Utility
Network Analysis & Planning 295 400 50 50 50 50
Inflow and Infiltration Reduction Program 100 50 50 50 50 50
Sanitary Servicing Plans 100
Sanitary CCTV and Spot Repair Program 180 200 225 225 225 225
Sewer Pump Station Electrical Upgrade 125 125 125 125 125 125
225 St PS Further Expansion/Replacement Study 50 - - - - -
750 875 450 450 450 450
Water Utility
Flow & Pressure Monitoring at PRVs - - - - - -
Network Analysis and Planning 87 40 173 25 25 25
Network Analysis and Planning (Water)163 30 27 25 25 25
236 St Pump Station Decommissioning 30 - 150 - - -
Water Servicing Plans 100 - - -
280 170 350 50 50 50
Base
Financial Plan 2024 – 2028
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Capital Program
Status of 2023 Capital Projects
The budget for the 2023 Capital Works
Program is $208 million, funded by
multiple sources, including
approximately $44.6 million from
Development Cost Charges. The budget
in the first year of a financial plan 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 $193 million and consists of
projects that are in various stages as
follows:
• Complete or nearly complete 16%
• Well underway 33%
• Pre-plan / Design 46%
• Early stages of review 5%
The budget for projects not yet started
is approximately $15 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)
▪ Additional Ice Sheet
▪ Tsuyuki Park
▪ Road & Drainage Works:
▪ 132 Avenue (232-235) Fern Crescent
▪ Abernathy Way
▪ 117 Avenue Corridor Improvements
▪ Hammond Road Multi-Use Path
▪ Sewer Works:
▪ 225 Street Pump Station and Forcemain
▪ Tamarack Lane Lift Station
▪ Water Reservoirs Works:
▪ Watermain Replacements along DTR
▪ 263 Street Pump Station
▪ 270A Street Reservoir
▪ 236 Street Pump Station
Projects that are not complete at the end of
2023 may remain in the Capital Plan. They are
reviewed at year end and the projects, as well
as the associated funding, and if applicable, are
carried forward to be included in the 2024 -
2028 Financial Plan Bylaw. After a detailed
review during the 2024 business planning
process, $15 million of these projects have
been cancelled.
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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 Plan 2024 – 2028
23 | P a g e
2024 – 2028 Capital Plan
The five-year Capital Program is $371 million and the 2024 planned capital projects are $112
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. The list of the projects in the
five-year Capital Program is included in Appendix 2.
Proposed Capital Spending by Category
Proposed Capital Funding Sources
Section $ in thousands 2024 2025 2026 2027 2028
Government 2,467 812 317 322 327
Technology 6,860 5,431 2,625 860 860
Protective Fire 1,280 4,700 15,000 16,600 200
Protective Police 88 - - - -
Parks 20,845 5,045 1,895 1,465 995
Highways 32,169 44,372 65,469 9,907 13,934
Drainage 16,960 3,415 3,649 2,473 3,898
Sewage 20,731 4,296 8,999 4,056 4,126
Water 10,630 6,610 8,776 12,210 5,010
Grand Total 112,030 74,681 106,730 47,893 29,350
$ in thousands 2024 2025 2026 2027 2028
General Revenue 6,363 5,963 3,084 1,132 4,016
Debt 10,000 - 15,000 15,000 -
Cemetery Reserve 200 - - 120 -
Community Amenity Reserve 7,500 - - - -
Development Cost Charges 26,946 32,565 25,139 3,593 3,287
Drainage Improvement Levy 3,955 2,000 2,000 2,000 2,000
Equip Replacement Reserve 3,717 2,003 1,917 3,622 2,227
Fire Dept Capital Reserve 1,180 4,700 - - -
Gaming 2,150 1,000 200 200 200
Grants, LAS, 3rd Parties 14,867 5,997 37,850 1,000 1,000
Infrastructure Sustainability Reserve 11,015 6,335 8,416 8,428 9,530
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 70 - - - -
Recycling Reserve 100 - - - -
Reserve for Committed Projects 1,050 - - - -
Sewer Capital 15,248 4,165 5,721 3,001 2,887
Translink - 2,520 - - -
Water Capital 7,069 6,958 7,003 9,172 3,753
Park & Rec Master Plan 400 275 200 425 250
Grand Total 112,030 74,681 106,730 47,893 29,350
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Financial Plan 2024 – 2028
24 | P a g e
Key Funding Sources:
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
followed by additional borrowing in
2026 and 2027 for the replacement of
Firehall #3. The Hammond pump
Station debt payment will be funded
from Development Cost Charges and
the Drainage Improvement Reserve. The
Fire Hall debt will be repaid from the
Fire Capital 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. There is a
planned draw of $7.5 million to fund half
of the design costs a new Aquatic and
Arena Facility with the other half being
funded through the Growing
Community Grant funds received from
the province.
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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Financial Plan 2024 – 2028
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Reserves Summary
Below is a summary of all City reserves as at December 31, 2022 along with the Projected
Ending Balances as at the end of 2023. 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
2023 Opening
Balances
Projected Ending
Balances 2023
ACCUMULATED SURPLUS (REVENUE FUNDS)
General Revenue 5,727 2,685
Sewer Revenue 5,938 8,213
Water Revenue 13,793 8,701
25,458 19,599
RESERVE FUNDS
Local Improvement 2,711 3,255
Equipment Replacement 21,187 15,208
Capital Works 18,091 11,256
Fire Department Capital Acquisition 5,038 370
Sanitary Sewer 1,200 81
Land 789 779
49,015 30,950
RESERVE ACCOUNTS
Specific Projects - General Revenue 24,166 3,583
Self Insurance 645 645
Police Services 11,228 9,878
Fire Services 447 554
Core Development 1,440 540
Recycling 4,430 3,422
Community Safety Initiatives 584 274
Building Inspections 3,642 3,652
Gravel Extraction 986 1,121
Community Works (Gas Tax)1,274 943
Facility Maintenance 519 1,150
Snow Removal 707 707
Park & Recreation Improvements 3,388 2,828
Cemetery Maintenance 404 217
Infrastructure Sustainability (Town Centre Bldgs)235 910
Infrastructure Sustainability (Road Network)5,455 202
Infrastructure Sustainability (Drainage)3,654 54
Drainage Improvements 7,616 7,381
Gaming Revenues 3,064 2,561
73,882 40,622
WATER AND SEWER RESERVE ACCOUNTS
Self Insurance - Sewer 178 178
Specific Projects - Sewer 16,598 -
Self Insurance - Water 152 152
Specific Projects - Water 17,028 -
33,958 331
TOTAL RESERVES 156,854 71,903
TOTAL RESERVES AND REVENUE ACCUMULATED SURPLUS 182,312 91,501
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Financial Plan 2024 – 2028
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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
2023 Opening
Balances
Projected Ending
Balances
RESTRICTED REVENUES
Development Cost Charges 19,394 (12,415)
Parkland Acquisition 2,547 407
Albion Amenities - 253
Community Amenities 8,648 8,967
Downtown Parking Facilities 1,071 1,297
Developer Specified Projects 7,218 7,008
38,879 5,518
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Financial Plan 2024 – 2028
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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 2024 2025 2026 2027 2028
Estimated Opening Balance 11,256 9,871 9,606 12,584 17,993
Inflows
GRF Annual Transfer 952 996 1,070 1,248 1,326
Repayment Pool Reno 870 870 870 382 54
Film Lot Electrification Fees 75 75 75 75 -
Total Inflows 1,897 1,941 2,015 1,705 1,380
Outflows
Planned Capital Expenditures - - - - -
Balance of GCF funded capital (3,282)(2,206)963 3,704 1,127
Total Outflows (3,282)(2,206)963 3,704 1,127
Estimated Ending Balance 9,871 9,606 12,584 17,993 20,500
Min Reserve (10% PY Taxes)9,819 10,523 11,123 11,747 12,454
Unencumbered Balance 52 (917)1,461 6,246 8,046
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Financial Plan 2024 – 2028
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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 2024 2025 2026 2027 2028
Estimated Opening Balance 370 1,626 (434)1,139 2,029
Inflows
Growth Funding 455 455 455 455 455
GRF Annual Transfer 2,667 2,871 1,804 2,221 2,416
Outflows
Planned Capital Expenditures (1,180)(4,700)- - -
Debt Repayments (Firehall 3)(1,100)(2,332)
Debt Repayments (Firehall 4)(686)(686)(686)(686)(686)
Estimated Ending Balance 1,626 (434)1,139 2,029 1,882
$ in thousands 2024 2025 2026 2027 2028
Estimated Opening Balance 2,422 2,322 2,322 3,603 3,486
Inflows
GRF Annual Transfer - - 1,281 1,483 1,597
Outflows
Planned Capital Expenditures (100)- - (1,600)(200)
Estimated Ending Balance 2,322 2,322 3,603 3,486 4,883
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Financial Plan 2024 – 2028
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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 0.4% is
planned for 2024, a 0.8% in 2025 and 1.0% in 2026 to 2028. 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 2024 2025 2026 2027 2028
Estimated Opening Balance 5,371 (466)535 253 738
Inflows
Property Taxes Prior Year 7,092 7,092 7,092 7,092 7,092
Property Tax Increase 426 1,328 2,529 3,808 5,163
Gaming Funds 550 550 550 550 550
Total Inflows 8,068 8,970 10,171 11,450 12,805
Outflows
Building Lifecycle (1,740)(1,890)(2,040)(2,190)(2,340)
Fire Dept - Equipment Replacement (675)(750)(825)(900)(975)
Highways Replacement / Rehabilitation (7,676)(4,732)(7,346)(6,303)(5,013)
Drainage Replacements (3,632)(385)- (1,300)-
Information Technology (75)(100)(125)(150)(175)
Major Equipment/Systems Reserve (107)(112)(117)(122)(127)
Total Outflows (13,905)(7,969)(10,453)(10,965)(8,630)
Estimated Ending Balance (466)535 253 738 4,913
We are making progress on the path to bridging
our infrastructure deficit.
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Financial Plan 2024 – 2028
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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, $57 million of grants or other external
funding is planned over the next five years. Projects will be re-evaluated if funding is not
secured.
Growth Community Grant (GCG) funds from the Province have been received and are allocated
as shown below.
PROJECTS ($ in thousands)
Total
Project
GCG
Grant
Other
Grants
128 Avenue Road Rehabilitation Between 232 Street and 235A Street 3,350 - 1,500
240 St Bridge North of 124 Avenue - Planning, Design, and Construction 59,500 - 36,850
Abernethy (224 - 230 St) Construction 15,000 3,500 -
Abernethy Way Extension 232-240 31,500 - 2,520
Aquatic and Arena Facility Design 15,000 7,500 -
MR - Park Improvements (232 and 132)5,000 2,210 -
Port Haney Waterfront Park - Improvements 4,200 877 -
Thorne Ave (Hammond Rd - 117 Ave) - 1000m MUP 3,600 2,500 -
Total 137,150 16,586 40,870
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Financial Plan 2024 – 2028
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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 2022 Annual Report, the unused
liability servicing capacity was $33.4 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 2024-2028 Financial Plan includes
debt payments on the following
previously approved projects:
Cemetery Expansion ($1.1 million)
The City is authorized to borrow $1.1
million for the expansion of the
cemetery. The property has been
acquired but the debt has not yet
been issued.
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.
Additional Borrowing Planned
The 2024-2028 Financial Plan includes
additional debt for:
Hammond Pump Station ($10 million)
Firehall #3 replacement ($30 million)
Detail on the funding sources to
service this debt are discussed on
page 24 of this report.
Additional borrowing will be required
to construct an additional Aquatic and
Arena Facility with planned design in
2024. Cost estimates will be better
known following the design of the
facility.
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Financial Plan 2024 – 2028
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Conclusion
For 2024, the City expects approximately $8.0 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 and infrastructure replacement.
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.
In addition to addressing relatively high inflation costs, this financial plan includes an ask for
significant investment in protective services specifically 16 additional fire personal and 12
additional RCMP members.
Provincial legislation addressing housing affordability has created significant requirements to
the municipality to accommodate the additional density and associated infrastructure costs.
These implications are being worked through and will undoubtedly impact future capital and
financial plans. In this budget, several positions and studies are proposed to address
housing affordability requirements. Grant funding has been announced to assist with these
costs and there will likely be more announced shortly.
Future financial plans will also need to address the construction and future operating costs of
the new aquatic and arena facility contemplated. An approval process including the
electorate would be required to authorize the borrowing for a project of this magnitude.
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 any new expenditure and
associated funding decisions have been made, the Financial Plan can be amended
accordingly.
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Financial Plan 2024 – 2028
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Public Consultation
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 2024-
2028 Financial Plan can provide input at engage.mapleridge.ca until March 22. A summary of the
feedback received from the public will be presented to Council when it considers the budget at the
Regular Council meeting.
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 Tax Rate Increase History
Financial Plan 2024 – 2028
34 | P a g e
Property Tax Rate Increase History
For historical context of the current proposed tax increases here are the historical tax increases form
2005 to 2023.
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire
Town
Centre
Total
Increase
2023 5.05%0.60%5.65%
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%300,000 3.51%
2012 3.00%1.00%600,000 4.88%
2011 3.00%1.00%600,000 4.99%
2010 3.00%1.00%600,000 5.13%
2009 3.00%1.00%600,000 5.18%
2008 3.00%1.00%600,000 5.31%
2007 3.75%600,000 1.00%6.18%
2006 3.75%600,000 1.00%6.37%
2005 3.00%600,000 1.00%5.77%
Appendix 2 – 2024 – 2028 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2024 2025 2026 2027 2028
Financial Plan 2024 – 2028
35 | P a g e
Government 2,467 812 317 322 327
Brand Implementation - Gateway and Outdoor Signage 100 - - - -
Cemetery Expansion 200 - - - -
Equipment Replacement - Office 97 112 117 122 127
FVRL Book Cart, Furniture Replacements 10 - - - -
FVRL Book Return / Sorter Replacement 400 - - - -
Minor Capital - City 100 100 100 100 100
Minor Capital - Town Centre 100 100 100 100 100
Mobile Licence Plate Recognition System (LPR) 60 - - - -
Operations Centre - Fuel Island Replacement 800 - - - -
Recycling Collection Equipment 100 - - - -
Works Yard Electrical Service Upgrade 500 500 - - -
Technology 6,860 5,431 2,625 860 860
ArcGIS 11 Upgrade Consulting Fees 50 - - - -
BTSC Projects Fund 601 150 300 300 300
Cell Phones Replacement 50 - - - -
Cybersecurity Projects Fund 254 - - - -
Equipment Replacement - IT 1,360 791 400 500 500
ERP Finance & HR 3,230 4,375 1,810 - -
IT Projects Fund 475 85 85 30 30
New User Equipment Program 30 30 30 30 30
Online Permit Payment Expansion SPLIT 784 - - - -
Website and Intranet Update 27 - - - -
Protective Fire 1,280 4,700 15,000 16,600 200
Additional Funding For Fire Engine Replacement 500 - - - -
Fire Hall 3 Construction 500 4,700 15,000 15,000 -
Mobile Hoist / Lift System For Fire Trucks 180 - - - -
Replace Toughbooks FD 100 - - - 200
Replacement of SCBA, Cylinders, and Associated Equipment - - - 1,600 -
Protective Police 88 - - - -
Cenotaph / Memorial 60 - - - -
RCMP - Furniture Replacement 10 - - - -
RCMP Detachment Minor Renovation 8 - - - -
Appendix 2 – 2024 – 2028 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2024 2025 2026 2027 2028
Financial Plan 2024 – 2028
36 | P a g e
Updating Police Services Lunch Room 10 - - - -
Parks 20,845 5,045 1,895 1,465 995
11630 224 St Demolition and Abatement 60 - - - -
23681 128 Cres Demolition and Abatement 60 - - - -
Aquatic and Arena Facility Design 15,000 - - - -
Capital Trail Improvements New 40 40 40 40 40
Cemetery Storage - - - 120 -
Dog Park Improvements 100 - - - -
Greenbelt Acquisition 200 200 200 200 200
Minor Capital - Gen Rec 30 30 30 30 30
Minor Capital Parks Improvements 125 125 125 125 125
MR - Park Improvements (232 and 132) 3,000 2,000 - - -
Multi-sport Facility - Planning 200 - - - -
Port Haney Waterfront Park - Improvements 1,200 2,000 1,000 - -
Quanset Hut 80 - - - -
Recreation Infrastructure - Improvements 100 100 100 100 100
South Haney Park (230 and 113) Development 250 - - - -
Sport Facility Improvements 100 200 - 400 -
West Neighborhood Park Improvements 300 350 400 450 500
Highways 32,169 44,372 65,469 9,907 13,934
123 Ave Reconstruction (Laity - 216) 3,900 - - - -
128 Rd Rehabilitation (232 and 235A) 350 3,000 - - -
207 St & Dewdney Trunk Rd Traffic Signal Replacement 50 500 - - -
224 St at 132 Ave (N Alouette Bridge) Design 250 - - - -
224 St at 132 Ave (N Alouette Bridge) Replacement - - 5,000 - -
240 St Bridge N of 124 Ave 4,500 - 55,000 - -
Abernethy Way (224 - 230) 15,000 - - - -
Abernethy Way Extension (232 - 240) - 31,500 - - -
Access Culverts 22 22 22 22 22
Bike Lockers 50 - - - -
Bridge Repairs Struct Upgrade 150 150 150 150 150
CMR Traffic Signal Replacements - 100 100 100 100
Dewdney Trunk Rd at 272 St (Kanaka Creek Bridge) - 250 - 2,600 -
Equip Replacement - Fleet 1,300 1,100 1,400 1,400 1,400
Local Area Service - Road 250 250 250 250 250
Lougheed Hwy (227 - Burnett) Active Transportation Improvements (K2123) - - 500 - 4,350
Appendix 2 – 2024 – 2028 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2024 2025 2026 2027 2028
Financial Plan 2024 – 2028
37 | P a g e
Maple Meadows S Curve Phase 1 100 - - - -
MRN Traffic Signal Replacement 350 250 250 250 250
Private Driveway Crossings 7 7 7 7 7
Road Rehabilitation Program 2,100 3,000 2,600 4,000 4,000
Sidewalk Replacement 90 90 90 90 90
Steeves St (River - 118) / 118 Ave (Steeves - 210) MUP, Sidewalk, Road 3,300 - - - -
Streetlight Pole Replace Program 100 100 100 100 100
Thorne Ave (Hammond - 117) Multi-Use Path (MUP) 300 3,300 - - -
Unallocated Road Rehabilitation Program - 753 - 938 3,215
Drainage 16,960 3,415 3,649 2,473 3,898
123 Ave (Laity - 216) 650m Stm Replacement 2,200 - - - -
228 St (Dewdney Trunk - Lot 175m N, 122 - 123) 200m 32 260 - - -
230 St (122 - 123) 160m Stm Replacement 285 - - - -
Alouette Valley Drainage Improvements 750 1,500 - - -
Drainage Replacement Program - 882 1,376 200 1,625
Drainage Upgrade Program - 500 2,000 2,000 2,000
Flood Abatement N Alouette - Bridge Protection (224 and 132 Ave Bridges) 100 - - - -
Gee St (123 - Ave) 350m Stm Replacement 765 - - - -
Local Area Service - Drain 250 250 250 250 250
Lower Hammond Pump Station 10,000 - - - -
Princess St Drainage Pump Station 1,305 - - - -
Private Storm Sewer Connections 23 23 23 23 23
Steeves St (River - 118) / 118 Ave (Steeves - 210) 600m Stm Replacement 1,000 - - - -
Thornton Ave & Laity Ave - 1050mm Culvert Replacement 250 - - - -
Sewage 20,731 4,296 8,999 4,056 4,126
11400 Blk 207 St Sanitary Main Replacement - - - 200 -
117 Ave Sanitary Main Replacement - - - 250 -
119 Ave Sanitary Main Replacement - - - 350 -
123 Ave (Laity - 216) 650m San Replacement 1,400 - - - -
123 Ave (Skillen - Laity) 900m San Replacement - - - 115 1,165
124 Ave (Laity - 216) 670mm of 200mm Sewer Replacement - - - 60 610
126 Ave (216 - Grace) 1,600 - - - -
128 Ave (232 and 235A) Road, Sewer Installation 150 1,500 - - -
136 Ave Lift Station Improvements 1,000 - - - -
208 St Sewage Station Replacement - 100 1,500 - -
209 St Sanitary Main Replacement - - 350 - -
Appendix 2 – 2024 – 2028 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2024 2025 2026 2027 2028
Financial Plan 2024 – 2028
38 | P a g e
221 St (122 - Canuck) 230m Sewer Replacement - - 40 380 -
223 St (Dewdney Trunk - Hwy 7) 110m San Replacement (K101-K102 & K114-K053) - - 45 405 -
223 St (St Anne - Callaghan) 80m San Pipe Bursting (K334-K002) - - - 40 360
225 St Forcemain and Pump Station Upgrade Phase 2 14,000 - - - -
228 St (Dewdney Trunk - 119) 270m San Replacement (K027-K024) 50 420 - - -
228 St, 123 Ave - N of Purdey 50 700 - - -
240 St and Kanaka Creek - Old Siphon Isolation Valve and Pigging Port 50 - - - -
Albion Fairgrounds (104 - Fairgrounds Pump Station) 350m of 300mm San - 40 360 - -
Burnett St (Haney Bypass - Lougheed Hwy) 540m of 250mm Sewer Replacement - - 1,360 - -
Dewdney Trunk Rd (230 - 228) 380m Sanitary Replacement (K031-K027) - 595 - - -
Emergency Standby Generators 50 - - - -
Fern Cres Pump Station - 200 1,500 - -
Gee St (123 - Eagle) 350m San Replacement 340 - - - -
Golf Sewage Pumping Station - 150 1,350 - -
Local Area Service - Sewer 250 250 250 250 250
North Slope Interceptor Investigation 350 - - - -
Private Sewer Connections 41 41 41 41 41
River Rd (212 - Anderson) Upsizing 200mm AC Design & Construction - - 63 705 -
River Rd (223 - Haney Bypass) 250m San Pipe Bursting (K267-K264) - 100 900 - -
River Rd (W of 240, R084 to R012) Sewer Replacement - 100 300 - -
SCADA Replacement Program 100 100 100 100 100
Sewage System Rehab and Replacement - - 800 800 1,600
Steeves Sewage Pump Station Replacement 500 - - - -
Steeves St:River to 118 Ave & 118 Ave:Steeves to 210 St - 610m of 250mm dia San 800 - - - -
Tamarack Ln (108 - Lot 23399) 190m San Replacement - - 40 360 -
Water 10,630 6,610 8,776 12,210 5,010
132 Ave (220 - 224) Watermain Replacement 1,900 - - - -
132 Ave (Balsam - 236) 1,300 - - - -
222 St (Dewdney Trunk - 119) Watermain Replacement 600 - - - -
248 St Pump Station Upgrades - 800 - 7,200 -
256 St (128 - 130) Watermain Replacement 500 - - - -
256 St Reservoir Tank Replacement - - 6,750 - -
Abernethy Way (236 - 240) – 880m of 200mm Watermain 90 850 - - -
Asbestos Watermain Replacement Program - - 500 3,500 3,500
Bosonworth (256 St) PRV Upgrade & SCADA Construction 270 - - - -
CL2 Equipment Replacement Program 50 50 50 50 50
Dewdney Trunk Rd & 232 St PRV Replacement 89 905 - - -
Appendix 2 – 2024 – 2028 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2024 2025 2026 2027 2028
Financial Plan 2024 – 2028
39 | P a g e
Dewdney Trunk Rd (246 - 248) 61 745 - - -
Dunn Ave (Maple Meadows - West) 850 - - - -
Gas Detectors - Sewer - - 16 - -
Gee St (123 - Eagle) 170m Water Replacement 260 - - - -
Grant Mountain Reservoir Twinning 2,675 - - - -
GVWD Pressure Mitigation Projects 350 1,800 - - -
Local Area Service - Water 250 250 250 250 250
Private Water Connections 410 410 410 410 410
Steeves St (117 - Camwood) / 118 Ave (Steeves - 210) 320m of 200mm Watermain 500 - - - -
Water Meter Replacement Program [p] 250 250 250 250 250
Water Reservoir Upgrades 50 50 50 50 50
Water Sampling Equipment 25 - - - -
Watermain Replacement Program - 500 500 500 500
Waterworks Shop Modification Construction 150 - - - -
Grand Total 112,030 74,681 106,730 47,893 29,350
Request
Type FTE One-Time Cost Ongoing Cost Scenario #1 Scenario #2 Scenario #3
1 1 Fire Department Staffing Staff 16 $292,800 $2,742,537 X X X
2 RCMP Officers Staff 12 $1,850,000 X X X
3 2 Community Safety Officers Staff 2 $20,000 $240,000 X X X
4 Victim Services Case Worker Staff 0.5 $55,000 X X X
Housing Acceleration
5 Development Application Project Manager
(Planning Technician)Staff 1 $10,000 $112,000 X X X
6 Planner 2 (Development)Staff 1 $10,000 $143,000 X X X
7 Planner 1 (Community)Staff 1 $10,000 $132,000 X X X
8 Planner 2 (Community)Staff 1 $10,000 $143,000 X X X
9 Design & Construction Engineering Infrastructure
Program Coordinator Staff 1 $10,000 $189,000 X X
10 Landscape Architect Staff 1 $10,000 $130,000 X X
11 Roads Labourer Staff 1 $10,000 $93,766 X X
12 Parks Worker - Park Maintenance Staff 1 $10,000 $89,000 X X
13 Business Licensing Clerk Staff 1 $10,000 $85,000 X X
14 Seasonal Promotion and Business
Activation Campaigns Program $60,000 X X
15 Enhanced Economic Development Marketing
Materials Program $10,000 $55,000 X
16 Mobile Stage Activations Program $212,432 X X
17 Recreation Programmer - Aquatics Program $102,000 X
18 Facility Booking Clerk Program $10,000 $70,000 X
19 Cyber Security Funding Program $200,000 X X X
20 Human Resources Associate Staff 1 $10,000 $114,000 X X
21 IT Operational Consulting Funding Program $70,000 X
22 GIS Solutions Analyst Staff $10,000 $118,000 X
6.73% 7.70% 8.20%
$155.48 $177.37 $188.89
Incremental Request by Strategic Focus Area
Public Safety
City Asset Management
Economic Development
Average Home Impact
Total Estimated Property Tax Increase
Community Activation & Engagement
Governance & Corporate Excellence
Incremental Request
2024 Proposed Budget
Scenario 1
Business Plan 2024-2028 Page 1 of 27
Incremental Request
2024 Proposed Budget
Fire Department Staffing - Phase 1Request For:
Fire DepartmentDepartment: Interim Fire ChiefSubmitted By:
Master Plan / Strategy :Fire Department Master PlanLegislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
This staffing request for 2024 is the first phase of a multi-year plan to address some of the service delivery demands
identified in the Fire Master Plan and supports the strategic priority of an engaged healthy community.
2024 - 16 FTE - five Lieutenants, nine Firefighters, two Fire Prevention Officers
2025 - 12 FTE - five Lieutenants, five Firefighters, one Fire Prevention Captain, one Assistant Chief (Training)
2026 - 10 FTE - five Lieutenants and five Firefighters
2027 -10 FTE - five Lieutenants and five Firefighters
Functions Performed/Degree of Service:
2024 staffing numbers would bring Engine 4 staffing level to match existing Engine company standards. This would also
be the creation of a two-person quick response EV Medic unit to address the high volume of medical calls that reduce
core fire operation availability from vital downtown district. These numbers would increase our career responding
personnel from 11 to 14 on duty 24 hours a day, 7 days per week, 365 days per year. The additional personnel assigned
to Fire Prevention would provide an improved community risk reduction approach towards community safety in our
rapidly growing city.
2025 staffing numbers continue to work towards the needs of the community by staffing the Rescue truck with two
personnel as this existing apparatus currently is not staffed. This would bring our suppression effective response force
up to 16 personnel on duty 24/7 365 days a year. With the growing developments, complex fire investigations and
importance of public education the Fire Prevention Captain position continues down the community risk reduction
objective. The scope and magnitude of the Training Division requires oversight to ensure needs are met for provincially
mandated training standards and documentation along with the training associated with the paid-on-call firefighters and
youth academy.
2026 staffing numbers allow for flexibility in order to deploy key apparatus to emergency events. This staffing initiative
provides for an operational capacity to arrive an aerial tower platform unit or operational support unit to the scene in a
timely manner with strategic cross staffing of personnel between multiple apparatus that are already in service in the
fleet. This now provides 18 suppression staff on duty at all times.
2027 staffing numbers, combined with the 2026 hirings, are a pro-active approach to the potential of a fire hall with one
Engine company located in the northern district of Maple Ridge. If the fire hall does not become a reality in 2027 or
2028, these personnel would support the aerial tower platform being staffed to the recognized standard of four
personnel. Regardless, this would bring the suppression staffing levels to 20 personnel for a city expected to have a
population over 100,00 residents and an increased industrial/commercial component.
Staff Position:Lieutenants, Firefighters and Fire Prevention Officers FTE: 16.0
Year One Time Cost Ongoing Cost
2024 292,800 2,742,537
Funding for:
Lieutenants, Firefighters, Fire Prevention Officers
Business Plan 2024-2028 Page 2 of 27
1
Incremental Request
2024 Proposed Budget
12 RCMP ConstablesRequest For:
Police ServicesDepartment: Manager of Police ServicesSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
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 is seeking to
increase their establishment due to a multitude of factors which are separate from the resource challenges they will face
with de-integration.
• Maple Ridge experiences one of the highest criminal caseload burdens in Metro Vancouver.
o As an example, in 2021 (the most recent year posted by the Province) Maple Ridge had a criminal case load
per officer of 68 while in comparison the City of Surrey was approx. 30% lower at 47.
• Ridge Meadows RCMP submits a greater number of Reports To Crown Counsel (charge assessment) as compared to
other jurisdictions
o Approximately double the number as many of the neighbouring jurisdictions.
• Maple Ridge has one of the highest population to police officer ratio (pop to cop) as compared to similar sized cities in
the Province. In 2021 the ratio in Maple Ridge was 849.
o Nanaimo (Island) 751, Kamloops (South East) 716 and Prince George (North) 580.
The de-integration of the Ridge Meadows RCMP is slated for completion by the end of 2025, marking the transition to
an independent Maple Ridge RCMP service. This shift will include:
• The departure of 23 members currently funded by Pitt Meadows, creating critical staffing gaps.
o The highest risk gaps are in the supervisory ranks which would lead to supervisors trying to oversee a higher
number of constables.
• The focus will be on core police functions: Frontline, Surveillance Team and Serious Crime.
o There is this risk of reducing or losing the proactive units including Road Safety, Crime Reduction Unit, Mental
Health and Youth Intervention.
o Unable to conduct specialized Projects (Dovetail, CORE)
• With less officers it is expected this would manifest in prolonged response times for both emergency and
non-emergency calls.
• Potential increase in Person/Property Crime as proactive units would be reassigned to Frontline.
There is an estimated 18-month wait from budget approval to the arrival of new RCMP members
at the detachment due to approvals, staffing and training at Depot. Therefore, a pro-active approach to the detachment
needs as well at the pending de-integration is necessary to maintain continuity in services.
Functions Performed/Degree of Service:
- Increase to member establishment of 10 additional officers than what is currently budgeted for in 2024
- Frontline Policing Resources - 911 and non-emergency calls for service
- Increase to police responders in the community
- Increase police response times in the community
- Increase in support units for front-line policing
Staff Position:12 RCMP Constables FTE: 12.0
Business Plan 2024-2028 Page 3 of 27
2
Incremental Request
2024 Proposed Budget
Year One Time Cost Ongoing Cost
2024 1,850,000
Funding for:
RCMP Constables
Business Plan 2024-2028 Page 4 of 27
Incremental Request
2024 Proposed Budget
Addition of 2 CSOs for Officer SafetyRequest For:
Bylaw, Licensing & Community SafetyDepartment: Manager of Bylaw & Community
Safety
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
The work of the Community Safety Officers involves growing risk factors relating to desperation amongst people
experiencing homelessness, increased violence against Officers (as seen in the sad case of Constable Shaelyn Yang),
and unpredictable behaviours associated with severe drug addiction and mental illness.
A risk assessment for Community Safety Officers completed on 2023-04-06 showed that with controls and PPE in
place, all CSO job functions are medium to high risk.
For these reasons, we are proposing the creation of 2 Community Safety Officer positions, allowing for a pair of CSOs
on every AM and PM shift, 7 days per week. Our officer safety standards include tactical positioning and the contact and
cover model (which requires two CSOs to respond together). This drastically improves Officer safety and increases
levels of compliance.
Functions Performed/Degree of Service:
The core functions of the Community Safety Officer service model is to proactively and reactively deal with citywide
concerns related to homelessness, drug addiction, and mental illness (on public and private properties), reduce the
negative impacts of aggressive panhandling and nuisance properties, and work with the community service providers to
encourage people onto healthier pathways.
The role is rapidly diversifying: CSOs work directly with the DMRBIA to address graffiti in the core; there is a CSO
representation on the Situation Table and on the Integrated Court Team; and the CSOs are supporting PRC with the
enforcement of the Public Place, Parks, and Recreation Facilities Bylaw.
The Community Safety Officer performance measures are captured on the CSSI External Dashboard. In 2023, the
CSOs resolved 612 Homeless files, removed 259 truckloads of chattel and garbage, removed 346 shopping carts, and
resolved 98% of the homeless and safer streets files within 48 hours.
The City of Maple Ridge is providing an excellent service in response to the social challenges that are burdening, and in
some cases overwhelming, many municipalities in BC and in Canada. We have emerged as a sector leader with our
community safety initiatives, and this investment will ensure we are able to deploy a complement of CSOs that
prioritizes officer safety.
Alternatives Considered/Reasons for Not Recommending:
Without the investment, CSOs will continue to work the current schedule but will be unable to fulfill the extended hours
due to the risks associated with officers working alone.
Staff Position:Community Safety Officers FTE: 2.0
Year One Time Cost Ongoing Cost
2024 9,940 240,000
Funding for:
2 Community Safety Officer Positions and one-time
uniform and equipment costs.
Business Plan 2024-2028 Page 5 of 27
3
Incremental Request
2024 Proposed Budget
Victim Services Case WorkerRequest For:
Police ServicesDepartment: Manager of Police ServicesSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
As part of an efficiency review conducted by the Royal Canadian Mounted Police (RCMP) and the Police Services
Manager, it has been determined that an increase in the establishment of the Victim Service Unit is advisable. Currently,
there is only one Full-Time Equivalent (FTE) Victim Services Caseworker and one FTE Victim Services Coordinator
responsible for ensuring that victims of crime receive the necessary support promptly. The Ridge Meadows RCMP
facilitates referrals to the Victim Services Unit, which in turn, mitigates the impact of crime and trauma on victims and
their families, enhances victim safety, reduces the risk of further victimization, and increases victims' involvement in the
criminal justice system. Providing Victim Services in a timely manner plays a pivotal role in mitigating the adverse
effects of victimization and re-victimization.
Historically, the Ridge Meadows RCMP Victim Services Unit has relied on a volunteer model for support. However, due
to a decrease in volunteer availability and interest, the unit recently initiated a recruitment campaign aimed at enhancing
the service level of the unit. Regrettably, the recent recruitment efforts were unsuccessful, failing to yield any qualified
volunteer applicants. Extensive research has shown that neighboring agencies, including New Westminster, Delta, and
Coquitlam, have all discontinued their volunteer programs due to the increased workload on staff and ongoing
challenges related to volunteer retention.
Functions Performed/Degree of Service:
Victim Services has observed a growing complexity in the assortment of file formats necessitating ongoing file
administration. Effective management of these files is hindered when entrusted to a volunteer within Victim Services
due to their limited experience, knowledge, availability, and commitment. Referrals pertaining to Victim Services cases
linked to criminal court proceedings must be exclusively overseen by our unit staff who consistently maintain an in-office
presence and can promptly attend to the files' requirements.
Alternatives Considered/Reasons for Not Recommending:
A decrease in service for victims of crime and trauma within Maple Ridge. The Ridge Meadows RCMP will not have
sufficient personnel coverage to have on scene and call out coverage to those who are experiencing trauma. The
decrease in the Victim Services levels, would preoccupy a police officer's time while on scene by him/her having to do
victim management vs investigating files.
Staff Position:Victim Services Case Worker (PTE 21 Hours per Week)FTE: 0.5
Year One Time Cost Ongoing Cost
2024 55,000
Funding for:
Business Plan 2024-2028 Page 6 of 27
4
Incremental Request
2024 Proposed Budget
Development Application Project Manager (Planning Technician)Request For:
PlanningDepartment: Manager of Development &
Environmental Services
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Additional staff resourcing required to process Pre- Building Permit submissions. The creation of this position is in
response to the new Planning, Engineering, Building Permit improved internal workflows. This advance review of
Building Permits ensures that the final Building Permit Application complies with all Zoning, Development Permit, and
legal and design requirements of all applicable development applications, while improving the quality of formal Building
Permit Applications, expediting the processing time of Building Permits and improving staff's overall efficiencies.
Functions Performed/Degree of Service:
Planning Technician to provide specialized review of Pre-Building Permit Application to determine compliance with City's
development policy, regulatory framework and applicable development applications. Approval at this stage is required in
order for an applicant to proceed to making a full Building Permit Application.
Alternatives Considered/Reasons for Not Recommending:
Without the additional staff capacity, existing service levels may be negatively impacted as the need of advanced
abilities to interpret and guide submissions at the onset of the Building Permit process is anticipated. These positions
support the implementation of the new development services workflows identified for the City. These positions would be
challenging to resource externally given the required level of internal / in-house knowledge.
Staff Position:Planning Technician FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 112,000
Funding for:
Planning Technician staff position
Business Plan 2024-2028 Page 7 of 27
5
Incremental Request
2024 Proposed Budget
Planner 2 (Development)Request For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Support City core services in the area of development. This position processes development applications at a higher /
more complex level.
Functions Performed/Degree of Service:
The Development Planner 2 utilizes their advanced knowledge of site urban design and land use planning to support
the city's planning program. This position is intended to process development applications that are more complex,
challenging or are key to the City's development. This position reflects the City's revised internal workflow.
Alternatives Considered/Reasons for Not Recommending:
Without the position, it may be challenging for the complex and key development applications to proceed efficiently
through the development application process particularly with the forthcoming adoption of the LTCAP in 2024.
Staff Position:Planner 2 (Development)FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 143,000
Funding for:
Development Planner staff position
Business Plan 2024-2028 Page 8 of 27
6
Incremental Request
2024 Proposed Budget
Planner 1 (Community)Request For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Given the ongoing focus on relieving the housing crisis at the Federal, Provincial and Municipal level, the City of Maple
Ridge would benefit from having an additional Community Planner to focus on the housing-related initiatives that are
identified in the City's CMHC Housing Accelerator Fund Submission, Housing Action Plan, and work that will be
forthcoming from the updated Housing Strategy (Q1 2024).
Functions Performed/Degree of Service:
By having a position focused on housing, existing staff positions will be able to continue to provide the necessary core
services that support the broader Development Services functions within the City.
Staff Position:Community Planner 1 (Housing)FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 132,000
Funding for:
Community Planner staff position
Business Plan 2024-2028 Page 9 of 27
7
Incremental Request
2024 Proposed Budget
Planner 2 (Community)Request For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Additional in-house resource to support the outcomes of a number of on-going key priorities for the City (such as the
Industrial Impact Analysis; Housing Needs Assessment & Housing Strategy; Employment Area Plan) as well as
supporting the update of the City's Official Community Plan, and need to update the Zoning Bylaw given the recent
provincial legislative changes.
Functions Performed/Degree of Service:
Community Planners apply specialized knowledge and interpret social, economic and physical data to planning studies
and other activities connected to both the City's Policy program as well as the Municipal Development Application
process. This is a specialized position that is key to the City's housing and community planning program over the next
few years.
Alternatives Considered/Reasons for Not Recommending:
Should in-house support not be recommended, identified functions and skill sets will need to be sourced externally. It is
noted, that with the provincial legislative updates, all local governments have been given the same mandate and there
will likely be limited consulting resources available in the short term.
Staff Position:Planner 2 (Community)FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 143,000
Funding for:
Community Planner staff position
Business Plan 2024-2028 Page 10 of 27
8
Incremental Request
2024 Proposed Budget
Increase in operational funding for cyber securityRequest For:
Information TechnologyDepartment: Chief Information OfficerSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Activities/Purpose:
expansion of vulnerability scanners (tenable.io)
$75,000/year
cybersecurity awareness training for all staff
$35,000 / year
regular penetration testing to ensure cybersecurity protections in place are effective
$90,000 / year
Year One Time Cost Ongoing Cost
2024 200,000
Funding for:
Operating Budget increase - cloud service, software
subscription, training, penetration testing - CyberSecurity
Business Plan 2024-2028 Page 11 of 27
9
Incremental Request
2024 Proposed Budget
Scenario 2
Business Plan 2024-2028 Page 12 of 27
Incremental Request
2024 Proposed Budget
Design & Construction Engineering Infrastructure Program CoordinatorRequest For:
EngineeringDepartment: Director of EngineeringSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Develop infrastructure that positions the City to provide accessible and sustainable services while
accommodating growth
Objective:
Activities/Purpose:
Over the years, the City’s Capital Plan has grown substantially, and will continue to grow to meet community growth
expectations and replace aging infrastructure. As a result, a new position within the Design and Construction Group is
recommended to coordinate the City’s infrstructure program including managing the Engineering capital planning
process, overseeing the City’s Design Criteria and supporting asset management planning.
This will allow for the Manager of Design and Construction and the Project Managers to focus on project delivery from
development of project charters through construction.
The Infrastructure Program Coordinator will provide cross department project coordination within each 5 year plan to
ensure the City implements a coordinated project approach. This will include advancing the City’s mapping system to
support these efforts and providing improved materials for public consumption
Functions Performed/Degree of Service:
Capital Plan management, RFP process coordination, budget and financial reporting, and manage design criteria
updates.
Alternatives Considered/Reasons for Not Recommending:
Should this position not be considered it is recommended that the Capital Plan be revised to align with available
resources. This will result in the deferral of key projects and delay key process improvements.
Staff Position:Senior Project Engineer FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 189,000
Funding for:
Senior Project Engineer staff position
Business Plan 2024-2028 Page 13 of 27
10
Incremental Request
2024 Proposed Budget
Landscape Architect positionRequest For:
Parks, Facilities & PropertiesDepartment: Manager of Parks Planning &
Development
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Activities/Purpose:
The Parks Planning & Development section in the Facilities, Parks and Properties department is responsible for
development review, park design, planning and public consultation work including the delivery of new parks and park
amenities funded by Development Cost Charges (DCC’s). With the endorsement of the 2023 PRC Master Plan and
rapidly increasing population growth across Maple Ridge, the need to plan, develop and construct new neighbourhood
parks and park amenities to meet residents needs is increasing.
The addition of a Landscape Architect position to the parks planning team would build capacity to deliver on timely
capital projects of an increasingly complex nature and scope. A number of park master plans and park improvement
projects are yet to be actioned, awaiting staff resources to be devoted to these projects. A Landscape Architect would
also assist in the development review process to ensure development reviews are completed in a timely manner,
supporting the overall goal of expediting processing times.
Functions Performed/Degree of Service:
A new Landscape Architect would be positioned to grow capacity within the department to deliver on comprehensive
park capital projects. With the recent endorsement of the PRC Master Plan and coming implementation plan, park
projects are requiring increased time to deliver a fulsome community engagement process that meet the needs of a
growing community. Park projects are also needing to consider environmental regulations, internal policies,
requirements, and the regulations of external organizations as projects are delivered. Core duties also include
development review for rezonings, subdivisions and development permits as well as assisting in the area planning
process.
This position administers various levels of park capital projects funded through park DCC’s. Core activities within this
position include site analysis and assessment, public consultation, conceptual design, detailed design, contract
administration and inspections. This position would work within the public engagement framework to authentically
engage with the community and to incorporate their feedback on the vision for new parks.
Alternatives Considered/Reasons for Not Recommending:
Continue with work plans as currently resourced. Capital plan projects would be prioritized based on critical need, but an
increasing number of projects would need to be delayed. Parks review processing times may also be delayed in the
development review process.
Staff Position:Landscape Architect FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 130,000
Funding for:
Landscape Architect position
Business Plan 2024-2028 Page 14 of 27
11
Incremental Request
2024 Proposed Budget
Roads LabourerRequest For:
Engineering OperationsDepartment: Superintendent of Roads and FleetSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Develop infrastructure that positions the City to provide accessible and sustainable services while
accommodating growth
Objective:
Activities/Purpose:
Addition of one full time regular Roads Labourer positions
Functions Performed/Degree of Service:
The addition of one full time Roads Labourer will allow for a concrete maintenance crew to operate year-round. This
staff increase will also provide support to all road's maintenance functions (litter, signage, paving, winter maintenance
etc.).
Alternatives Considered/Reasons for Not Recommending:
Currently this crew leans on the addition of Temporary Full-Time employees and as such is marginally staffed from
November to March. It is operated year-round in our climate. The extreme changes in weather freeze/thaw in the winter
and dry heatwaves in the summer have been causing pedestrian facilities to heave and distort more than ever. As we
see an ever-increasing volume of tripping hazards identified and trip claims being submitted, it is critical that this team
function year-round to address a backlog of action request and maintenance, and to have the ability to respond to
matters immediately.
Additionally, having an increased pool of trained staff on hand to provide support in the annual winter maintenance
program is essential to prevent driver burnout and maintain staff health and wellness while continue to provide the high
level of services expected by the residents.
Staff Position:Roads Labourer (Full Time Regular)FTE: 1.0
Year One Time Cost Ongoing Cost
2024 93,766
Funding for:
Roads Labourer staff position
Business Plan 2024-2028 Page 15 of 27
12
Incremental Request
2024 Proposed Budget
Parks Worker - Park MaintenanceRequest For:
Parks, Facilities & PropertiesDepartment: Manager of Parks ServicesSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Provide a diversity of inclusive and accessible recreation opportunitiesObjective:
Activities/Purpose:
- Our maintenance team has managed growing park expansions, adopted additional maintenance duties for parks,
assumed caretaking responsibilities, and witnessed an increase in park utilization.
- Adding a new team member will helps us meet the labour demands for the additional responsibilities.
- This role will enable us to promptly address inquiries from the public and handle work requests initiated by city staff.
- The maintenance team will have the capacity to take proactive steps to enhance the public's experience in our parks.
Functions Performed/Degree of Service:
- Blaney Hamlet: Maintenance tasks include attending to washrooms, picnic shelters, litter, and bike parks.
- Maple Ridge Park: Duties involve pit toilets, litter management, spray park, and washroom upkeep.
- Davidsons Pool: Responsibilities include litter management and daily checks for maintenance.
- Tsuyuki Park: Tasks encompass spray pool maintenance, picnic shelter upkeep, bike park care, litter management,
play equipment maintenance, and washroom maintenance.
- MRSS Lacrosse Box: Duties involve litter management and addressing any vandalism.
- Thornhill Bike Parking Lot: Tasks include maintaining the pit toilet, managing litter, and grading the parking lot.
- Beach Volleyball Courts: Responsibilities include raking and sifting sand, as well as regular inspections.
- Brown Ave Path: Tasks encompass litter management, mowing and trail maintenance.
- Opening Gates Daily: This involves managing gates at Cliff Park, Crosses Cabins, and Davidsons Pool on a daily
basis.
- Log Sort: Responsibilities include litter management and vegetation maintenance.
- Whonnock Lake: Maintenance includes servicing four pit toilets daily during summer and twice a week during fall and
winter.
- We have experienced a surge in activities such as tournaments, shelter bookings, special events, and festivals. Many
of these bookings require the maintenance crew's involvement and support.
- There has been a significant rise in the utilization of our parks, particularly at our destination parks like Whonnock
Lake and Maple Ridge Park. Consequently, these parks now require extra maintenance attention.
Staff Position:Park Worker FTE: 1.0
Year One Time Cost Ongoing Cost
2024 1,500 89,000
Funding for:
1 full-time, permanent staff member on our park’s
maintenance team
Business Plan 2024-2028 Page 16 of 27
13
Incremental Request
2024 Proposed Budget
Business Licensing Clerk (Bylaw Clerk)Request For:
Bylaw, Licensing & Community SafetyDepartment: Director of Bylaw, Licensing &
Community Safety
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Attract, retain and expand business investment to diversify the tax base and increase local
employment
Objective:
Ensure that the business licensing process and service delivery is capable of processing 20% more
applications annually
Key Result:
Activities/Purpose:
Supporting economic growth and development, the Business Licensing Clerk will provide administrative support to the
Business Licensing Coordinator to enable the key result of processing 20% more business licence applications
annually.
Functions Performed/Degree of Service:
With guidance from the Business Licensing Coordinator, the Business Licensing Clerk will help applicants navigate the
application process by liaising with multiple departments: Ec Dev, Bylaw and Licensing, Planning, and Building. The
Clerk will help process commercial, industrial, home occupation, and intermunicipal business licence applications.
The Business LIcence Clerk will liaise with other departments regarding applications, including Building, Fire, Planning,
Fraser Health and RCMP.
Alternatives Considered/Reasons for Not Recommending:
The current staff compliment is not sustainable as the Business Licensing Coordinator is solely responsible for
supporting all annual business licence renewals, and licences for new businesses.
Over the years and with an expected 20% increase in business licence applications this position is required to keep up
with the demand and to issue licences in an expedient fashion.
Staff Position:Business Licensing Clerk (Bylaw Clerk)FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 85,000
Funding for:
Business Licensing Clerk
Business Plan 2024-2028 Page 17 of 27
14
Incremental Request
2024 Proposed Budget
Seasonal promotion and business activation campaignsRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Explore and maximize tourism opportunities as a means to further diversify the local economyObjective:
Activities/Purpose:
This Seasonal Campaign meets two objectives - Maximizing Tourism Opportunities as well as Attract, Retain, and
Expand businesses in Maple Ridge - the Campaign is one that celebrates the winter holiday season by using light to
create a festive and active atmosphere in Maple Ridge Town Centre; while also encouraging local businesses to partake
in their own window displays and activities to attract new customers to their stores. The initiative has an anchor (the
Maple Ridge Business Centre and civic complex) that is lit up with feature and accent lighting during the campaign and
granting is provided to businesses to activate their storefronts and businesses from late November to early January.
Activations include lights in the store front with a display, activities for clients or customers to learn more about the
business, business owner, and/or campaign. This coincides with the holiday shopping season, encouraging visitors and
residents to explore their business community for the holiday season. Funding for this campaign was only provided on
a timed duration ending in 2023. Glow has been reimagined for 2023 with more of a direct focus on engagement with
business owners and increasing foot traffic and activities in their Store - Illuminate Maple Ridge will debut in 2023 and
we look to create a consistent campaign that grows over time.
Functions Performed/Degree of Service:
The incremental covers lighting purchase, installation, removal of lights when the campaign is completed, a kickoff
event, marketing and grants to local businesses. As we continue to create a consistent deployment of this campaign
and track the effectiveness of the project, we will look to maximize positive impact to the community and business
community. We require reporting from those who access granting and will be data driven, open to ideas on how to drive
additional traffic to the locations partaking in the campaign.
Alternatives Considered/Reasons for Not Recommending:
Not renewing funding requests for Glow/Illuminate - in an effort to save costs. This option would not serve the
community or business community; would not be in the spirit of creative a diversified and thriving economy, nor would it
be taking bold action to showcase Maple Ridge to its citizens and those further afield.
Reducing elements of Illuminate - with less lighting or less granting to small businesses, the impact of the campaign will
be less, this is an opportunity to make enough of an impact to grow from in the future - looking to increase the
participation of businesses by 30% in the 2024 Illuminate Maple Ridge year.
Year One Time Cost Ongoing Cost
2024 60,000
Funding for:
Lighting purchase, installation, and removal. Kick off
event. Marketing and grants to local businesses.
Business Plan 2024-2028 Page 18 of 27
15
Incremental Request
2024 Proposed Budget
Operational Costs for Mobile StageRequest For:
Recreation ServicesDepartment: Manager of Arts, Culture and EventsSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Engaged, Healthy Community
Promote a vibrant arts and culture communityObjective:
Activities/Purpose:
The City of Maple Ridge has added a new mobile stage and towing truck to its inventory that will be stored at the
Operations Centre and used throughout the year for City events/festivals and neighbourhood activations. This City
branded Stageline75 is a 20' x 16' mobile staging system with accessible lift that will augment existing City and
community festivals in addition to supporting the Maple Ridge 150 celebrations.
The estimated cost for operating and activating the stage is $13,277 per four-hour event.
This incremental request is based on the mobile stage attending 16 events including, but not limited to, 3 Rock the
Block neighbourhood events, Canada Day, Celebrate the Night, three events for Maple Ridge 150, National Truth and
Reconciliation, National Indigenous Peoples Day, Remembrance Day, Earth Day, and Pride in the Park.
Functions Performed/Degree of Service:
Functions performed with these operating funds will be:
- Load and tow stage to event location
- Set up stage
- AV equipment rental
- Set up lighting and sound
- Tech four-hour performance
- Hire four local culturally diverse performers/performance groups
- Secure stage overnight and between set-up/event and take-down
- Take down stage
- Load and tow stage back to Operations Centre
Alternatives Considered/Reasons for Not Recommending:
Alternatively, the stage can be operated for a minimal number of events at a lower production value.
Year One Time Cost Ongoing Cost
2024 212,432
Funding for:
Mobile stage activations
Business Plan 2024-2028 Page 19 of 27
16
Incremental Request
2024 Proposed Budget
Human Resources AssociateRequest For:
Human ResourcesDepartment: Executive Director, Human
Resources
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of
our growing community
Objective:
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 human resource services that include administration,
advisory services, and employee and labour relations. In an ever-growing competitive labour market, these services are
needed to ensure 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 Associate role is critical in supporting Pillars 1-5 of the Integrated Talent
Management Strategic Plan from an administrative and clerical perspective. More specifically: Recruitment,
Onboarding, and Equity, Diversity, and Inclusion.
As a Human Resource (HR) department, it is critical we have resources to support systems and processes that 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 obtaining resources to support the
City, in alignment with our organizational priorities, we will create a culture that encourages innovation, growth, and
development.
In addition, over the past three years HR has continued to find efficiencies and effectiveness by streamlining processes.
Business Plan 2024-2028 Page 20 of 27
17
Incremental Request
2024 Proposed Budget
Functions Performed/Degree of Service:
Administers a variety of human resource support services and functions which include responding to inquiries and
providing information to managers, employees, and the public regarding employment opportunities, HR functions,
policies and procedures, and collective agreements.
Supports and coordinates the administration of recruitment activities including preparing job postings, administering
employment testing, setting up interviews, preparing offer packages, and compiling onboarding documentation;
investigates systems related issues concerning applications and job postings and recommends solutions.
Provides a full range of confidential administrative support to the HR leadership team and produces a variety of highly
confidential correspondence, memos, presentation materials, spreadsheets and reports from researched data, drafts or
verbal instructions; composes and prepares correspondence; reviews documents for grammar, spelling, coding, and
simple mathematical accuracy.
Provides support during the onboarding and offboarding process to ensure a smooth transition for employees.
Prepares and inputs documentation for staff changes within the organization including position changes, leaves of
absences, extensions, layoffs, resignations, retirements, and terminations.
Creates and maintains accurate and up to date employee records in compliance with privacy and data protection
regulations.
Analyzes and processes salary changes including merit and/or incremental increases, coordinates and tracks
performance management, trial, and probation review processes for all employees.
Undertakes independent research, compiles data, and prepares draft reports, which may require researching sources
such as statistical reports, management reports, corporate documents; may include discussion with officials and other
jurisdictions to obtain data from appropriate sources.
Maintains spreadsheets and databases for tracking department specific information and generates reports from those
sources, as requested.
Coordinates the administration of compensation and benefits activities including processing benefit and pension
enrolments/changes/reconciliations, liaising with pension and benefit providers, supporting development of job
descriptions, and providing recommendations for operational and system improvements.
Reviews, develops, and recommends new or improved methods and procedures to improve efficiencies in HR
practices.
Supports and participates in HR projects, programs, and initiatives, as required.
Alternatives Considered/Reasons for Not Recommending:
Alternatives have been considered such as auxiliary staff to provide supplemental support.
With significant increases in recruitment and onboarding, it is key for employee experience that services be timely and
accurate. If we do not have additional supports, we risk poor services for recruitment and onboarding, and accuracy of
data and timelines for potential employees who have many other options. We need to be competitive to support our
management team, candidates, and the growth of the City.
Staff Position:Human Resources Associate FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 114,000
Funding for:
Human Resources Associate staff position
Business Plan 2024-2028 Page 21 of 27
Incremental Request
2024 Proposed Budget
Scenario 3
Business Plan 2024-2028 Page 22 of 27
Incremental Request
2024 Proposed Budget
Marketing (video, digital marketing, advertorial, small amount of traditional print)Request For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Attract, retain and expand business investment to diversify the tax base and increase local
employment
Objective:
Activities/Purpose:
Marketing materials aimed at target investment industries and markets are a keystone of increasing awareness and
interest in the municipality for investment, tourism, and film location awareness. The funds requested would be used to
target investors in various industries (Industrial, Commercial / Retail, Tourism, Film) including social media, use of
influencers, online advertising, content marketing (including content creation support), geofenced targeted
advertisements, marketing analytics and others. Additionally, with new branding there is a need to refresh materials
created by the department in the past (video title screens (tops and tails) where possible, brochures and online
brochures, etc. ) In 2024 it is also recognized that Maple Ridge 150 and BC Summer Games may provide additional
opportunities to leverage advertising related to those initiatives.
Functions Performed/Degree of Service:
Currently Maple Ridge Economic Development marketing is tied to campaigns for specific events (Glow/Illuminate) or
products like the summer guide. There is little funding for additional advertising with site selectors, in key industry
publications (manufacturing online publications or magazines - IndustryWeek, Canadian Manufacturing, ICSC
Publications, BC Business Magazine, Area Development, Business Xpansions etc. support and leverage of campaigns
related to film with the provincial film commission). This incremental will allow for ad placement as well as the potential
for 'Advertorial' whereby Maple Ridge can control its messaging and get interest from targeted markets for further
exploration or investment.
Alternatives Considered/Reasons for Not Recommending:
Utilizing only social media - would not meet the broad audience and multiple markets and is only one method to
increase awareness; to only use social media as a tool for marketing to business audiences there is a missed
opportunity to have more awareness of Maple Ridge as a destination for investment and growth within multiple
industries.
Repurposing existing marketing dollars tied to tourism and existing campaigns - local marketing is important for
awareness about events, tourism amenities and would not meet the needs of reaching new audiences or additional
publications/online advertising venues. While every effort will be made to ensure marketing dollars are being used
effectively and costs adjusted where possible, this strategy will not alone meet the need of the community's awareness
and marketing initiatives in economic development.
Year One Time Cost Ongoing Cost
2024 10,000 55,000
Funding for:
Marketing (video, digital marketing, small amount of
traditional print)
Business Plan 2024-2028 Page 23 of 27
18
Incremental Request
2024 Proposed Budget
Recreation Programmer - AquaticsRequest For:
Recreation ServicesDepartment: Interim Manager, Maple Ridge
Leisure Centre
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Provide a diversity of inclusive and accessible recreation opportunitiesObjective:
Activities/Purpose:
The division of Aquatic Services currently provides ~112 operating hours each week at the Maple Ridge Leisure Centre
(MRLC). Seasonal operations are provided at the Hammond Outdoor Pool. The staff complement providing a diversity
of programs and services has grown sharply to meet demand, rising from ~35 staff in 2016 to a record 100 staff in
2023. With a growing community and increasing demands, along with a massive shift in staff complement, the need for
an additional Recreation Programmer - Aquatics is clear.
Functions Performed/Degree of Service:
Aquatic Services continues to be challenged by increasing demands from a deserving community. Swim lessons,
leadership training, fitness, user-group rentals and leisure opportunities all need timely service and attention. Modern
technologies including scheduling software and registration systems help enable the public to expect more opportunities
and improved service. A second programmer to support Aquatic Services is critical to: meet growing and changing
demands; align with community expectations and industry standards; and show evolution to contemporary service.
Staff Position:Recreation Programmer - Aquatics FTE: 1.0
Year One Time Cost Ongoing Cost
2024 102,000
Funding for:
Recreation programmer staff position
Business Plan 2024-2028 Page 24 of 27
19
Incremental Request
2024 Proposed Budget
Facility Bookings Team - Staffing RequestRequest For:
Recreation ServicesDepartment: Interim Manager, Maple Ridge
Leisure Centre
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Provide a diversity of inclusive and accessible recreation opportunitiesObjective:
Activities/Purpose:
The Facility Bookings Team in the Recreation Department is responsible for all recreation bookings and allotments
across the city that relate to facilities, venues, sports fields, picnic sites and more. The rapid growth of Maple Ridge and
the expectation of instant service has outpaced our staff resources, leaving residents and customers waiting for service
and replies.
In 2022 our bookings team had two experienced staff retire, ACC was added to the portfolio and the volume of film
bookings has continued to increase. Through 2022 and into 2023 the Bookings Team has not been able to meet same
day or 48-hour service standard. The team has triaged requests to maintain a 3-5-day standard during calm periods but
would become overwhelmed during pressure times. Once the team was overwhelmed it required overtime, auxiliary
and/or manager support to reduce the queue to a point where the two FTE’s could once again triage requests.
Functions Performed/Degree of Service:
Historically, the Bookings Team communicated a 48-hour service standard while striving to provide same day service.
Now, all groups have an expectation of same day service ! This past year it was not uncommon for groups to follow-up
via email/phone/in-person after day one or escalate to senior management, even Mayor/Council when it went beyond
two days.
Important to note: from 2016 to 2022 we had two FTE booking clerks who managed this service standard. Over this
time, we centralized bookings by moving Greg Moore Youth Centre, Leisure Centre and Hammond Pool Rentals and a
portion of Memorial Peace Park from the program areas to the Bookings Team.
Alternatives Considered/Reasons for Not Recommending:
Option 1: Full Time Facility Booking Clerk
• Meet and exceed 48 hour service standard.
• Increase rental revenue by developing plans to advertise and book underutilized spaces/times.
• Enhance customer experience by reviewing and improving processes.
• Enhance customer booking experience at facilities by providing more ‘hands-on’ facility support.
• Enhance customer experience at Leisure Centre by supporting and backfilling customer experience team.
• Build capacity to support future assets (parks, picnic shelters, recreation facilities).
• Build a team more resilient to turnover.
Option 2: 21 Hour Regular Part Time Facility Booking Clerk
• Meet existing demand.
• Move ACC booking portfolio from the ACC coordinator (PG 22) to Booking Clerk (PG14) allowing coordinator to
focus on activating facility.
• Move GMYC booking portfolio back to bookings to allow programmers to focus on youth programming.
• Keep pool rentals with the booking team.
• This would create a structure more conducive to succession planning.
Staff Position:Facility Booking Clerk FTE: 1.0
Year One Time Cost Ongoing Cost
2024 78,000
Funding for:
Facility Booking Clerk staff position
Business Plan 2024-2028 Page 25 of 27
20
Incremental Request
2024 Proposed Budget
Operational Consulting increaseRequest For:
Information TechnologyDepartment: Chief Information OfficerSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Activities/Purpose:
Current budgeted amount of 30,000 is insufficient to meet requirements of IT strategy moving forward. Request to
increase to 100,000 per year
Functions Performed/Degree of Service:
When faced with new opportunities, specialized contractors are engaged to play a pivotal role not only in aiding of the
planning and execution of novel systems or functionalities but also in delivering training and mentorship. This approach
is vital to ensure the enduring viability of our systems by nurturing our in-house resources, fostering self-reliance and
system sustainability in the long term.
Alternatives Considered/Reasons for Not Recommending:
Possible system instability or increase to staffing budget
Year One Time Cost Ongoing Cost
2024 70,000
Funding for:
Operational Consulting increase
Business Plan 2024-2028 Page 26 of 27
21
Incremental Request
2024 Proposed Budget
GIS Solutions AnalystRequest For:
Information TechnologyDepartment: Chief Information OfficerSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Activities/Purpose:
Currently the GIS team consists of one GIS Coordinator and one GIS Solutions Analyst. When assessing the
organizational needs and expectations for GIS services, the demands are getting larger and more complex which is
unsustainable. In order to deliver on these demands the full-time permanent complement of the GIS team needs to be
increased by two FTE GIS Solutions Analysts.
When compared to similar sized organizations that are offering similar services, the GIS team at the City of Maple
Ridge is 60% smaller. The City is seeing a direct impact of the lack of resources in long turnaround times for updates to
GIS maps, GIS services, and GIS data. GIS is becoming more integrated into standard business activities but in order
to sustain GIS integration with operational activities additional capacity is required.
In 2023 an incremental increase to the GIS FTE was approved but due to the restructuring of the IT department the
approved FTE was used to fund another position.
Functions Performed/Degree of Service:
- Publish of GIS web mapping services
- Development of scripts and custom coding to transform data for business use
- Development of scripts and custom coding to integrate data into GIS from non-spatial database sources
- Development of static maps
- Contribution to strategic enterprise projects where spatial data has been deemed to be a critical success factor
- Data acquisition, data publishing, data distribution
- Business relationship management.
Staff Position:GIS Solutions Analyst FTE: 1.0
Year One Time Cost Ongoing Cost
2024 10,000 166,000
Funding for:
GIS Solutions Analyst staff position
Business Plan 2024-2028 Page 27 of 27
22
Strategic Priority Incremental Request Summary
DeptRequest For One-time
Funding
Albion Industrial Land Use and Servicing Analysis 60,000Economic Development
Development Planning Consulting Services 100,000Planning
Official Community Plan and Zoning Bylaw Update - Initial Work 200,000Planning
Update city-wide density bonusing programs 60,000Planning
Development of Pre-Approved Site Plans 100,000Planning
Foodwaste Reduction Pilot Project 20,000Corporate Planning &
Consultation
Natural Asset Inventory & Valuation 200,000Planning
Community Bio-Diversity Inventory and Baseline Health
Assessment 100,000Planning
McKenney Creek System Management Strategy 100,000Engineering
Brand Implementation 50,000Strategic Development,
Communications & Public
Engagement
Employment Area Plan 100,000Planning
Refresh Agricultural Plan 60,000Planning
Investment Attraction Strategy & Implementation Plan 95,000Economic Development
Business Retention and Expansion (BR&E) Analysis &
Implementation Plan 45,000Economic Development
Labour Market Analysis 10,000Economic Development
Big Tent Pilot Project 150,000Economic Development
Event Attraction Strategy 50,000Economic Development
Community Safety Expert Consultants 40,000Bylaw, Licensing &
Community Safety
Heritage Grant Five-Year Pilot Program 100,000Planning
Overnight Security Services in Downtown Core 70,430Bylaw, Licensing &
Community Safety
Strategic Priority Incremental Request Summary
DeptRequest For One-time
Funding
Temporary Fleet Coordinator 48,500Police Services
Community Engagement Framework/Toolkit Development 15,000Strategic Development,
Communications & Public
Engagement
Participatory Budgeting Pilot Project 100,000Corporate Planning &
Consultation
Archaeological Management Plan 300,000Intergovernmental Affairs
Customer Experience Strategy, Framework and Training 50,000Corporate Planning &
Consultation
Continuous Improvement Program Development & Training 55,000Corporate Planning &
Consultation
Intergovernmental Relations Strategy and Implementation 150,000Intergovernmental Affairs
Leadership Summit Events 70,000Intergovernmental Affairs
Major Development Cost Charge Update 75,000Finance
2,573,930Total:
Strategic Priority Incremental Request Summary
Liveable Community
Foundational Initiatives
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Albion Industrial Land Use and Servicing Analysis 60,000Economic Development
Development Planning Consulting Services 100,000Planning
Official Community Plan and Zoning Bylaw
Update - Initial Work 200,000Planning
Update city-wide density bonusing programs 60,000Planning
420,000Total:
Objectives and Key Results
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Development of Pre-Approved Site Plans 100,000Planning
100,000Total:
Incremental Request
2024 Proposed Budget
Albion Industrial Land Use and Servicing AnalysisRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Develop infrastructure that positions the City to provide accessible and sustainable services while
accommodating growth
Objective:
Activities/Purpose:
As Albion Industrial continues to attract investor attention as a location for new development, drainage analysis and
planning is required to better accommodate future development. Albion industrial has an opportunity for
re-development into the future however has drainage constraints which need analysis before the area can be optimized
for new development. There is also a potential for this analysis to help analyze issues and propose solutions for
drainage constraints for Albion Flats as well. This project will involve Community Planning, Economic Development, and
Engineering reps from the organization.
Functions Performed/Degree of Service:
The proposed analysis will review drainage concerns and issues with Albion industrial. The analysis will review drainage
constraints as well as propose solutions which may also help to support drainage actions needed for Albion Flats future
development potential. A costed capital plan will be a component of this analysis and an analysis on valuation of costs
for the needed drainage work.
Alternatives Considered/Reasons for Not Recommending:
Analysis to be done in house, however timing of the project will take longer for completion if inhouse work is completed.
Year One Time Cost Ongoing Cost
2024 60,000
Funding for:
Albion Industrial drainage analysis
Business Plan 2024-2028 Page 1 of 5
Incremental Request
2024 Proposed Budget
Development Planning Consulting ServicesRequest For:
PlanningDepartment: Interim Director of PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Sourcing expertise on a project by project basis to determine or reaffirm feasibility of proposed development
applications and/or targeted policy implementation.
Functions Performed/Degree of Service:
Expertise required to facilitate the streamlined processing of development applications
Alternatives Considered/Reasons for Not Recommending:
Without the additional expertise on a case by case basis, certain complex and instrumental development applications
may proceed more slowly.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 2 of 5
Incremental Request
2024 Proposed Budget
Official Community Plan and Zoning Bylaw Update - Initial WorkRequest For:
PlanningDepartment: Interim Director of PlanningSubmitted By:
Master Plan / Strategy :Official Community PlanLegislative or Operational Requirement:No
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Recent provincial legislation announcements require the City to update the Official Community Plan. The complete the
implementation of the updated Official Community Plan, the Zoning Bylaw will also need to be updated as it sets out the
form of development within the community.
Functions Performed/Degree of Service:
The Official Community Plan and Zoning Bylaw guide where and how development takes shape with the community.
Recent provincial regulations require local governments to have the OCP and zoning bylaws updated by December 31,
2025.
Alternatives Considered/Reasons for Not Recommending:
Without an updated Official Community Plan and Zoning Bylaw, the City will not be able to meet the expectations set out
by the provincial government. Initiating the work could be delayed until 2025, however it would be extremely challenging
to complete the work by the December 2025 deadline.
Year One Time Cost Ongoing Cost
2024 200,000
Funding for:
Consultant services
Business Plan 2024-2028 Page 3 of 5
Incremental Request
2024 Proposed Budget
Update city-wide density bonusing programsRequest For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Official Community Plan & Area PlansLegislative or Operational Requirement:Yes
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Activities/Purpose:
Due to recent legislative amendments at the provincial level, the City's density bonus and associated financial programs
(i.e. Community Amenity Contributions, Amenity Cost Charges, etc) requires review to ensure compliance with the
legislation.
Functions Performed/Degree of Service:
Up-to-date city-wide density bonus programs provide an opportunity for the City to leverage interest in redevelopment to
improve housing choice and housing diversity across the City.
Alternatives Considered/Reasons for Not Recommending:
Without an up-to-date city-wide density bonus program in place, the City may need to address it on a case-by-case
basis, which is timely and cumbersome. Additionally, the City would not be well positioned to leverage current levels of
interest in redevelopment to further the City's strategic objectives in improving housing choice and housing diversity.
Year One Time Cost Ongoing Cost
2024 60,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 4 of 5
Incremental Request
2024 Proposed Budget
Development of Pre-Approved Site PlansRequest For:
PlanningDepartment: Interim Director of PlanningSubmitted By:
Master Plan / Strategy :Housing Action PlanLegislative or Operational Requirement:No
Strategic Priority: Liveable Community
Facilitate expanded housing diversity and supply, to promote attainabilityObjective:
Increase housing supply, as measured by permitted units, by 2.5%Key Result:
Activities/Purpose:
To help facilitate "missing middle" forms of residential development, the City will be developing pre-approved site and
building plans (for select cases) to help streamline the development process for some forms of infill housing. This
initiative is intended to help incentivize and support forms of smaller scale, multi-unit housing within the City's key
growth neighbourhoods.
Functions Performed/Degree of Service:
This initiative is identified within the City's Housing Accelerator Fund application and has been identified locally as a key
opportunity to streamline the development process for small scale multi unit housing. The identified funding is for
external industry expertise to enable the successful implementation of the plans that will be developed.
Alternatives Considered/Reasons for Not Recommending:
Should funding not be awarded, the work will not be able to take place as external industry expertise is required to
ensure the successful implementation of the plans.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 5 of 5
Strategic Priority Incremental Request Summary
Climate Leadership & Environmental Stewardship
Foundational Initiatives
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Foodwaste Reduction Pilot Project 20,000Corporate Planning &
Consultation
Natural Asset Inventory & Valuation 200,000Planning
220,000Total:
Objectives and Key Results
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Community Bio-Diversity Inventory and Baseline
Health Assessment 100,000Planning
McKenney Creek System Management Strategy 100,000Engineering
200,000Total:
Incremental Request
2024 Proposed Budget
Foodwaste Reduction Pilot ProjectRequest For:
Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and
Consultation
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Climate Leadership & Environmental Stewardship
Reduce municipal and community greenhouse gas emissions in alignment with adopted targetsObjective:
Activities/Purpose:
The community's de-centralized waste management practices creates a challenge in determining the volume of food
waste that enters into traditional waste streams. Recent estimates indicate that 25-50% of household waste is organic
material that could otherwise be composted. Annual food waste accounts for over 50 million tonnes of CO2 emissions
annually.
A multi-phased pilot project, in partnership with Impact Canada, is being proposed to distribute countertop accelerated
organics composters. The aim is to gain a clearer understanding of the potential reduction in organic material in waste
streams through this initiative.
Functions Performed/Degree of Service:
Phase 1:
- Municipal facility pilot at City Hall facilities
- Conduct waste and diversion audit
Phase 2:
- 200 household 12-week community pilot
- Targeted program for neighbourhoods with high wildlife-waste reports and multi-unit residential buildings
- Performance monitoring and reporting process
Options:
- Resident can purchase unit at the end of the pilot
Alternatives Considered/Reasons for Not Recommending:
The pilot could be scaled down with costs reducing as follows:
- 100 households - $10,000
- 50 householder - $5,000
Given the number of households in Maple Ridge, a sample of 200 homes will provide significantly more representative
data for the different housing types and neighbourhoods.
Year One Time Cost Ongoing Cost
2024 20,000
Funding for:
Countertop foodwaste composter pilot program
Business Plan 2024-2028 Page 1 of 4
Incremental Request
2024 Proposed Budget
Natural Asset Inventory & ValuationRequest For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Climate Leadership & Environmental Stewardship
Enhance and protect the health of our natural environmentObjective:
Activities/Purpose:
Conducting a natural asset inventory and valuation project for a community is crucial for informed decision-making and
sustainable development. By quantifying ecosystem services provided by natural assets, such as clean air, water, and
climate regulation, communities can make economically sound choices. The valuation offers insights into the economic
benefits of nature, attracting investments in conservation and ecotourism. This initiative also enhances climate
resilience by identifying areas crucial for adaptation. Moreover, the project fosters community engagement and
education, promoting a sense of stewardship. The data generated aids policymakers in developing effective
environmental policies, ensuring a strategic and balanced approach to long-term planning that harmonizes development
goals with conservation.
Functions Performed/Degree of Service:
A natural asset inventory and valuation project involves several key functions to comprehensively assess and
understand the community's natural resources. Some essential functions include:
1. Mapping and Identification: Identify and map the various natural assets within the community, including forests,
wetlands, water bodies, and biodiversity hotspots.
2. Ecosystem Service Assessment: Evaluate and quantify the ecosystem services provided by natural assets, such as
water purification, air quality regulation, pollination, and climate regulation.
3. Data Collection and Analysis: Gather relevant data on the ecological, economic, and social aspects of natural assets.
Analyze this data to understand the interdependencies and contributions of these assets to the community.
4. Valuation Methods: Utilize appropriate valuation methods, such as market-based, cost-based, or value transfer
approaches, to assign economic values to ecosystem services and natural assets.
5. Community Engagement: Involve the community in the project through outreach, education, and participatory
methods to gather local knowledge and ensure a sense of ownership in the valuation process.
6. Stakeholder Consultation: Engage with various stakeholders, including government agencies, local businesses,
environmental organizations, and residents, to gather diverse perspectives and ensure a holistic understanding of
natural asset values.
7. Policy and Regulatory Review: Examine existing policies and regulations related to land use and natural resource
management to identify gaps or areas that may require enhancement for better conservation.
8. Integration with Planning Processes: Ensure that the findings from the inventory and valuation project are integrated
into community planning processes, guiding decision-makers in sustainable, resilient development and land-use
planning.
By performing these functions, the project can provide a comprehensive understanding of the natural assets, their
contributions to the community, and the economic values associated with preserving and sustainably managing these
resources.
Year One Time Cost Ongoing Cost
2024 200,000
Funding for:
Consulting services to evaluate the service benefits of
natural assets
Business Plan 2024-2028 Page 2 of 4
Incremental Request
2024 Proposed Budget
Community Bio-Diversity Inventory and Baseline Health AssessmentRequest For:
PlanningDepartment: Environmental Planner 2Submitted By:
Master Plan / Strategy :Green Infrastructure Management
Strategy
Legislative or Operational Requirement:No
Strategic Priority: Climate Leadership & Environmental Stewardship
Enhance and protect the health of our natural environmentObjective:
Establish an inventory and baseline of bio-diversity healthKey Result:
Activities/Purpose:
Identifying a baseline of biodiversity health and inventory is integral to green infrastructure management in Maple Ridge.
It serves several key purposes, including assessing the current state of biodiversity, enabling the City to monitor
changes over time, setting conservation targets, guiding decision-making, allocating resources effectively, engaging the
public, and ensuring compliance with environmental regulations. This baseline data provides critical insights into the
local ecosystem's health and informs actions aimed at preserving and enhancing biodiversity while balancing human
activities and environmental conservation in the community.
Functions Performed/Degree of Service:
Consulting services to:
- develop a community-wide inventory of flora and fauna
- assess the health of ecosystems and understand anthropogenic impacts
Alternatives Considered/Reasons for Not Recommending:
This item is a Key Result that forms the roadmap for delivering on Council's Strategic Plan, therefore it is strongly
recommended to proceed. However, the project scope can be narrowed to look at key areas of the community. This
approach will only provide a small snapshot of the city's biodiversity.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Consulting services to complete biodiversity inventory
and assessment
Business Plan 2024-2028 Page 3 of 4
Incremental Request
2024 Proposed Budget
McKenney Creek System Management StrategyRequest For:
EngineeringDepartment: Director of EngineeringSubmitted By:
Master Plan / Strategy :Green Infrastructure StrategyLegislative or Operational Requirement:No
Strategic Priority: Climate Leadership & Environmental Stewardship
Enhance and protect the health of our natural environmentObjective:
Develop a strategy to manage the health of the McKenney Creek systemKey Result:
Activities/Purpose:
McKenney Creek is a prominent natural feature that weaves through the Lougheed Transit Corridor Area. The
"McKenney Creek system" typically refers to the entire network of streams, creeks, and waterways associated with
McKenney Creek itself. This system plays a significant role in the local ecology and is known for its importance in
supporting various species of fish, including salmon and trout.
The McKenney Creek system also includes the surrounding riparian areas, wetlands, and forests, making it an essential
part of the region's green infrastructure and natural ecosystem. These habitats provide food, shelter, and breeding
grounds for wildlife and contribute to the overall biodiversity of Maple Ridge. Additionally, the creek system may be
subject to conservation and restoration efforts to protect its ecological health and support the sustainability of its aquatic
and terrestrial ecosystems.
The purpose of the project is to identify how the system can be preserved while enabling the development of a complete
community along the Lougheed Transit Corridor.
Functions Performed/Degree of Service:
Development of a strategy to maintain the McKenney Creek system as the Lougheed Transit Corridor develops.
Alternatives Considered/Reasons for Not Recommending:
The project could be delayed to coincide with the finalization of the Lougheed Transit Corridor Area Plan. This approach
is not recommended as the work should inform LTCAP development and not proceed it.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Consulting services to develop the McKenney Creek
management strategy
Business Plan 2024-2028 Page 4 of 4
Strategic Priority Incremental Request Summary
Diversified, Thriving Economy
Foundational Initiatives
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Brand Implementation 50,000Strategic Development,
Communications & Public
Engagement
Employment Area Plan 100,000Planning
Refresh Agricultural Plan 60,000Planning
210,000Total:
Objectives and Key Results
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Investment Attraction Strategy & Implementation
Plan 95,000Economic Development
Business Retention and Expansion (BR&E)
Analysis & Implementation Plan 45,000Economic Development
Labour Market Analysis 10,000Economic Development
Big Tent Pilot Project 150,000Economic Development
Event Attraction Strategy 50,000Economic Development
350,000Total:
Incremental Request
2024 Proposed Budget
Brand ImplementationRequest For:
Strategic Development, Communications &
Public Engagement
Department: Senior Manager, Corporate
Communications and Public
Engagement
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Activities/Purpose:
Following an audit to identify all the assets that need to be updated with the new branding such as fleet, facility decals,
uniforms, street banners, parks, streets and other outdoor signage. Items will be prioritized base on high visibility and
high touchpoints, cost, resources and timing.
In addition, funds will be used to rollout a Discover Maple Ridge Campaign - a robust marketing campaign with the
City’s Economic Development and Tourism Office to promote the city as the place to work, invest, live and play.
Year One Time Cost Ongoing Cost
2024 50,000
Funding for:
Branding on organizational assets
Business Plan 2024-2028 Page 1 of 8
Incremental Request
2024 Proposed Budget
Employment Area PlanRequest For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Industrial Impact AnalysisLegislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Attract, retain and expand business investment to diversify the tax base and increase local
employment
Objective:
Activities/Purpose:
Subject to in-stream Industrial Impact Analysis, initiated in 2023, the City will be positioned to develop an Employment
Area Plan to help incentivize, guide and streamline development and employment generating opportunities in a key
growth area of Maple Ridge.
Functions Performed/Degree of Service:
Area Plans are used to identify and illustrate preferred land uses and community amenities within a subject area of the
City. With Area Plans in place, development and employment generating opportunities are streamlined.
Alternatives Considered/Reasons for Not Recommending:
Without an Area Plan in place, the development industry will need to complete identified planning studies in order to
prove out servicing for the preferred land uses. This can be costly and time-consuming and may not result in a form of
development that Council or the community desires.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Planner 2 and consulting services
Business Plan 2024-2028 Page 2 of 8
Incremental Request
2024 Proposed Budget
Refresh Agricultural PlanRequest For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Official Community PlanLegislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Explore and maximize tourism opportunities as a means to further diversify the local economyObjective:
Activities/Purpose:
Update Agricultural Plan to reflect the current agricultural context and identify opportunities to further support local
agricultural and tourism opportunities.
Functions Performed/Degree of Service:
The City's last Agricultural Plan was completed a number of years ago. It is timely to revisit the Agricultural Plan in order
to ensure the necessary policies, programs and services are in place to support the community's existing agricultural
services as well as to identify possible areas for enhancement - particularly in the areas of agri-tourism and
employment-generating opportunities.
Alternatives Considered/Reasons for Not Recommending:
Should the Agricultural Plan not be updated in 2024, the item will be post-poned to a future Business Planning cycle.
Gaps in policies, programs and services may develop.
Year One Time Cost Ongoing Cost
2024 60,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 3 of 8
Incremental Request
2024 Proposed Budget
Investment Attraction Strategy & Implementation PlanRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Attract, retain and expand business investment to diversify the tax base and increase local
employment
Objective:
Develop an Investment Attraction Strategy for targeted industries, including a value/supply chain
strategy for attracting suppliers and customer businesses based on existing companies in the local
economy (i.e., Li-Ion battery value/supply chain)
Key Result:
Activities/Purpose:
Investment Attraction Strategy/Implementation plan for targeted industries including a value/supply chain strategy for
attracting suppliers and customer businesses based on existing companies in the local economy (Battery (Li-Ion)
battery value/supply chain analysis) - target completion Q4, 2024.
Functions Performed/Degree of Service:
This project is to ensure Maple Ridge is very targeted in investment attraction efforts to denote specific industry types
(down to multi number NAICS), Target Markets Domestically and Internationally for net new growth of business in Maple
Ridge, specific strategy, costed implementation, and tactics to provide a consistent pathway for business attraction
efforts in the municipality. Work will additionally be based on location quotient, shift share analysis, local and regional
business clustering, regional asset leveraging, and partnerships existing in the Economic Development ecosystem
within Maple Ridge, the Vancouver Metro Region and the Fraser Valley. This initiative is included as Key Result of the
OKRs.
Alternatives Considered/Reasons for Not Recommending:
Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove
fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation
and action, quickly.
Year One Time Cost Ongoing Cost
2024 95,000
Funding for:
Consulting services to develop Investment Attraction
Strategy & Implementation Plan
Business Plan 2024-2028 Page 4 of 8
Incremental Request
2024 Proposed Budget
Business Retention and Expansion (BR&E) Analysis & Implementation PlanRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Attract, retain and expand business investment to diversify the tax base and increase local
employment
Objective:
Complete a Business Retention & Expansion (BR&E) Analysis and Implementation PlanKey Result:
Activities/Purpose:
Completion of Business Retention and Expansion analysis and development of an implementation plan.
Functions Performed/Degree of Service:
Business Retention and Expansion (BR&E) Analysis and Implementation plan - a fulsome and implementable plan that
sets a standard system and process for business retention and expansion efforts at the City. This analysis and
implementation plan will focus on setting the strategy, tools and practices to form a consistent and complete business
retention and expansion program in the City of Maple Ridge - creating a standardized survey for online and in person
information collection on an ongoing basis, data analysis, barrier identification and active work to reasonably remove
barriers to business growth, ongoing engagement with the local business community, economic embedding strategies
and tactics, local business champion development, workshops, networking, ecosystem connection (those that offer
grants, supports, or services for local business success and growth) among many other components of a formalized
program. A system for business visitations with Council and partners as well as with staff alone will also be a
component to ensure strong connection to the local business community and a good gauge of sentiments in the
business community. BR&E is another side to the same coin for investment attraction and business success in Maple
Ridge.
Alternatives Considered/Reasons for Not Recommending:
Internal development of plans is possible. However, the completion timeline for the project would be extended.
Year One Time Cost Ongoing Cost
2024 45,000
Funding for:
Consulting services to conduct Business Retention and
Expansion (BR&E) analysis & development of an
Implementation Plan
Business Plan 2024-2028 Page 5 of 8
Incremental Request
2024 Proposed Budget
Labour Market AnalysisRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Economic Development StrategyLegislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Expand training and educational options in Maple Ridge to build a skilled workforce that attracts
innovative businesses
Objective:
Complete a Labour Market and Gap AnalysisKey Result:
Activities/Purpose:
Conduct labour market analysis - Maple Ridge focus -target completion Q4 2024
Functions Performed/Degree of Service:
Labour Market Analysis - Maple Ridge focus -target completion Q4 2024 - Labour market analysis often show their
value for existing and new businesses in the community - providing good insights for those who are looking to grow or
establish in the community - more detailed and current information is helpful when making an investment or growth
decision. This information is also anticipated to support the potential of Post Secondary Institution Attraction in Maple
Ridge - having a better understanding of hyper local labour data is helpful for program creation, demand analysis for
post secondary curricula development among other focus areas.
Alternatives Considered/Reasons for Not Recommending:
Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove
fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation
and action, quickly.
Year One Time Cost Ongoing Cost
2024 10,000
Funding for:
Consulting services to conduct labour market and gap
analysis
Business Plan 2024-2028 Page 6 of 8
Incremental Request
2024 Proposed Budget
Big Tent Pilot ProjectRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Explore and maximize tourism opportunities as a means to further diversify the local economyObjective:
Implement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences
, set the baseline, and improve by 20%
Key Result:
Activities/Purpose:
This action will work in tandem with two other KR's in this area - implementing a net promoter score and event attraction
strategy for tourist driven events. As a way to increase data to showcase the need for event venue space/ meeting and
conference space in the city of Maple Ridge - this may be used for activations during Maple Ridge 150 and BC Summer
games - however work will be needed to define location/rent or purchase of tent/ and develop a booking system /
contract security / and market the space to community events, regional meeting and events organizers.
Functions Performed/Degree of Service:
To increase data on the demand for meeting and convention markets in Maple Ridge, this initiative is also an
opportunity to further leverage activities in Maple Ridge and the region to hold supplementary or additional events to
engage the community, tourists, and business broadly. This is a cross departmental item that will need collaboration
across departments for successful implementation and data tracking.
Year One Time Cost Ongoing Cost
2024 150,000
Funding for:
Event coordinator and rentals
Business Plan 2024-2028 Page 7 of 8
Incremental Request
2024 Proposed Budget
Event Attraction StrategyRequest For:
Economic DevelopmentDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Diversified, Thriving Economy
Explore and maximize tourism opportunities as a means to further diversify the local economyObjective:
Develop an event attraction strategy for tourist-driven events aligned with community-based eventsKey Result:
Activities/Purpose:
Event Attraction Strategy / Implementation plan for tourist driven events aligned with community based events - target
completion Q4 2024 - Joint with PRC. (50k - TBC)
Functions Performed/Degree of Service:
Event Attraction Strategy / Implementation plan for tourist driven events aligned with community based events - target
completion Q4 2024 - Joint with PRC - an event attraction strategy that is aligned strongly with new brand values,
community based events and with a focus on activating the City and showcasing the best of Maple Ridge to our
residents and outside audiences. This strategy is also meant to help with accommodation / hotel attraction and to
provide opportunity for the local business community to diversify their customer markets while meeting community and
cultural needs of Maple Ridge.
Alternatives Considered/Reasons for Not Recommending:
Creating plans internally - this will substantially increase timeframes needed to complete this work and may not prove
fruitful for the City. Having consulting dollars available to complete this work will help to set a stage for implementation
and action, quickly.
Year One Time Cost Ongoing Cost
2024 50,000
Funding for:
Analysis, Strategies, and Implementation Plans
Business Plan 2024-2028 Page 8 of 8
Strategic Priority Incremental Request Summary
Engaged, Healthy Community
Foundational Initiatives
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Community Safety Expert Consultants 40,000Bylaw, Licensing &
Community Safety
Heritage Grant Five-Year Pilot Program 100,000Planning
Overnight Security Services in Downtown Core 70,430Bylaw, Licensing &
Community Safety
Temporary Fleet Coordinator 48,500Police Services
258,930Total:
Objectives and Key Results
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Community Engagement Framework/Toolkit
Development 15,000Strategic Development,
Communications & Public
Engagement
Participatory Budgeting Pilot Project 100,000Corporate Planning &
Consultation
115,000Total:
Incremental Request
2024 Proposed Budget
Community Safety Expert ConsultantsRequest For:
Bylaw, Licensing & Community SafetyDepartment: Manager of Bylaw & Community
Safety
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
One year of funding for the Community Safety Expert Consultants.
Functions Performed/Degree of Service:
The Community Safety Expert Consultants support the CAO and Director and Manager of Community Safety. They
have been a critical piece of the community safety service model. They advise on strategy and monitor the capacity of
social services in the community. As we know the response to homelessness, mental illness, and drug addiction is
complex, and requires a thoughtful and balanced approach guided by experience and expertise.
These consultants have proven to be very flexible and able to step in and fill critical gaps in the community, as we saw
during the 2022 winter shelter activation and the 2023 installation of the HUB modular building.
The Community Safety Consultants also serve on the Hub Governance Group, and the System Leaders Group for the
FAST Table.
Alternatives Considered/Reasons for Not Recommending:
The temporary funding will be exhausted and the strategic support for the City of Maple Ridge Community Safety
service group will be discontinued.
Year One Time Cost Ongoing Cost
2024 40,000
Funding for:
Community Safety Expert Consultants
Business Plan 2024-2028 Page 1 of 7
Incremental Request
2024 Proposed Budget
Heritage Grant Five-Year Pilot ProgramRequest For:
PlanningDepartment: Manager of Community PlanningSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Engaged, Healthy Community
Build and celebrate community pride, strengthening community connections to foster a sense of
belonging
Objective:
Activities/Purpose:
On January 28, 2020, Council received a presentation regarding the draft Heritage Incentives Review report by Don
Luxton & Associates, who was hired by the Community Heritage Commission (CHC) for this work. The draft
recommendation presented was to establish a Heritage Grant Program with a proposed funding amount of $80,000 per
annum as the review found that greater success of heritage conservation is achieved with programs that include both
regulations and financial incentives.
At the Council Workshop on February 28, 2023, the draft eligibility requirements and delivery model approach were
presented to Council. Based on Council’s supportive comments at that Workshop meeting, the CHC has determined
appropriate funding eligibility requirements and is proposing a delivery model.
The Heritage Grant Pilot Program (Grant Program) is now being proposed as a five-year trial with a funding amount of
$20,000 per annum. The Grant Program aims to incentivize property owners of heritage buildings to protect and
sustainably maintain their heritage asset, and for organizations to conserve intangible heritage resources, such as
traditional dance, language, and recipes. Eligibility for funding is proposed to encourage listings on the Heritage
Register or pursuit of legal protection through a bylaw, such as a heritage designation or Heritage Revitalization
Agreement.
Currently, there are 41 properties on the Maple Ridge Community Heritage Register, with 21 of those properties also
being protected by a Heritage Designation Bylaw and/or Heritage Revitalization Agreement Bylaw. However, there are
over 100 sites identified on the Heritage Inventory as having heritage value, but the Heritage Inventory does not provide
any legal protection and is solely an inventory tool. Currently, there is no documentation to conserve intangible heritage
in Maple Ridge.
The retention of heritage character helps instill community identity and pride, provides historical continuity and
connection for residents, and promotes a sense of place for current and future generations. Heritage conservation is
also important economically, as the protection of heritage resources can protect property value and provide
opportunities for businesses and tourism. Lastly, conserving heritage buildings supports sustainable and
environmentally conscious development as heritage buildings embody energy and carbon that through demolition would
produce more energy consumption for new materials to build replacement buildings.
This work stems from the Heritage Plan that was endorsed by Council on December 10, 2013.
Business Plan 2024-2028 Page 2 of 7
Incremental Request
2024 Proposed Budget
Functions Performed/Degree of Service:
The Grant Program is proposed to run for five years, with annual updates to Council including an initial report. The
funding would be for private homeowners who have taken the steps to formally protect their property and are looking to
conserve the exterior heritage attributes of their property or improve structural integrity of the building to enable the
longevity (e.g. foundations).
The funding would also be for organizations or groups that want to conserve intangible heritage by documenting or
teaching oral traditions, performing arts, social practices, rituals, festive events, knowledge and practices that is
important to a community and is at risk of being forgotten.
The proposed Grant Program is an annual stream of funding that has two tiers. If a property is only on the Heritage
Register, the amount of funding is much lower than a property that is protected by a Heritage Designation Bylaw and/or
Heritage Revitalization Agreement.
Funding Stream:
1. Built Heritage
a) Heritage Register Only
i. For projects that are on the Heritage Register, up to $2,000
ii. Funds are distributed based on number of eligible applications
b) Heritage Bylaw or Agreement Only
i. For projects that are Designated or have a Heritage Revitalization Agreement, up to $10,000
ii. Funds are distributed based on number of eligible applications
Note: Projects that are retrofitting to increase energy efficiencies may be awarded up to an additional $1,000 in funding.
2. Intangible Heritage
a) Heritage Register Only
i. For projects that conserve intangible heritage, up to $5,000.
ii. Funds are distributed based on number of eligible applications
Criteria to be determined for evaluating projects:
- For projects that conserve built heritage, funds will be considered for exterior conservation, restoration, or
rehabilitation projects of heritage attributes that meet the intent of the Standards and Guidelines for the Conservation of
Historic Places in Canada (historicplaces.ca).
- For projects that conserve intangible heritage, funds will be considered for the teaching or documentation of that
intangible heritage that is at risk of being forgotten by the community. Intangible heritage includes, but not limited to, oral
traditions, performing arts, social practices, rituals, festive events, knowledge and practices.
Distribution of Funds:
- The Community Heritage Commission will review applications, inform applicants of outcomes, and distribute funds
after a project has been completed.
Performance Measure:
- This effort will result in improved conservation of heritage resources in Maple Ridge through requests for additions to
the Heritage Register and/or Designation.
Staff Position:No additional staff are required for this request, as the effort will be managed by current
long-range policy staff in the Planning Department
FTE:
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
5 Years of Heritage Grant Programming
Business Plan 2024-2028 Page 3 of 7
Incremental Request
2024 Proposed Budget
Overnight Security Services in Downtown CoreRequest For:
Bylaw, Licensing & Community SafetyDepartment: Director, Economic DevelopmentSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
The funding here is focused on providing for overnight security needs in the downtown of Maple Ridge to ensure
businesses are able to access storefronts/entryways which are at times being used for sleeping, resting, consumption of
illicit substances; or otherwise leaving human and other waste in areas.
The incremental here needs to be a sustained continuation of late night and early morning service for security in the
downtown. Westridge Security would be contracted from 11pm - 6am, a current gap in service for security in the
downtown; This will work in conjunction and collaboratively with the CSO program and the RCMP as a part of the tiered
response mode; and incremental to meet the needs of our business community and community broadly. The aim is to
have a safe, healthy, and engaged community for residents and business owners.
Functions Performed/Degree of Service:
An overnight (11pm - 6am) contracted service of security in the downtown to support the CSO's and RCMP as a part of
the tiered service model.
Alternatives Considered/Reasons for Not Recommending:
Status Quo - is not meeting needs of overnight security needs - it is proving problematic for the business community in
Maple Ridge.
Addition of 2 additional CSO's for night coverage - this presents issues for costs, and for worktime hours based on the
collective agreement (also not operationally efficient).
Year One Time Cost Ongoing Cost
2024 70,430
Funding for:
Overnight Security Services in Downtown Core
Business Plan 2024-2028 Page 4 of 7
Incremental Request
2024 Proposed Budget
Temporary Fleet CoordinatorRequest For:
Police ServicesDepartment: Manager of Police ServicesSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Ensure the safety and enhance the well-being of residentsObjective:
Activities/Purpose:
As part of an efficiency review conducted by the RCMP and Police Services Manager, it has been determined that an
increase to the Fleet Coordinator budget is advisable. This request is a temporary, and contractual, increase for a
part-time employee in Fleet, contingent on the establishment of an autonomous Pitt Meadows RCMP Detachment by
the end of 2025. The separation from the Maple Ridge detachment will result in the reduction of 12 police vehicles,
thereby optimizing the employee-to-fleet ratio by 2025.
Currently, there is one Full Time Equivalent (FTE) Fleet Coordinator responsible for managing all maintenance
requirements for the Ridge Meadows RCMP Fleet, which comprises of 61 vehicles. The operational readiness of these
vehicles is of paramount importance for the safety of Maple Ridge citizens as inefficiency in the service could potentially
lead to a reduction of police officers on the road.
Enhancing the budget for a PTE Fleet Coordinator would contribute to the allocation of more policing resources to the
City, ensuring the roadworthiness of all of our police vehicles, and by extension, the safety of our police officers.
The Fleet Coordinator’s primary responsibilities include overseeing fleet maintenance and repairs for the Ridge
Meadows RCMP fleet, and managing the inventory of police vehicle equipment, such as first aid kits and fire
extinguishers. Presently, the lone FTE Fleet Coordinator is tasked with the oversight of 61 vehicles and daily
inspections. Due to capacity constraints, inspections related to trunk checks, PFD’s, spike belts, etc. have become the
responsibility of the police officers.
As the only employee in the unit, the Fleet Coordinator must rely on daily taxi services for transportation to and from the
maintenance shop, incurring an annual cost of $5,000 from the Police Services operating budget.
Functions Performed/Degree of Service:
- Potential expansion in roadable police vehicles
- Commitment to fiscal responsibility and operational efficiency
- Enhancement of the maintenance and servicing processes for the police vehicles
- Prioritizing the safety of police officers
Alternatives Considered/Reasons for Not Recommending:
An alternative would be continuing to inefficiently use of police officer's capacity to continue to perform fleet duties,
rather than attend calls.
Staff Position:PTE Fleet Coordiantor FTE:
Year One Time Cost Ongoing Cost
2024 48,500
Funding for:
RCMP Fleet Management
48,5002025
48,5002026
Business Plan 2024-2028 Page 5 of 7
Incremental Request
2024 Proposed Budget
Community Engagement Framework/Toolkit DevelopmentRequest For:
Strategic Development, Communications &
Public Engagement
Department: Senior Manager, Corporate
Communications and Public
Engagement
Submitted By:
Master Plan / Strategy :Corporate Communications and
Public Engagement Strategy
Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Improve community engagement with the CityObjective:
Establish a public participation and engagement frameworkKey Result:
Activities/Purpose:
This funding is to use the services of an external consultant to support staff in the development/implementation of a
Community Engagement Framework and Toolkit.
The community engagement framework will establish clear and consistent CNV engagement process, including a:
- defined City engagement delivery model with criteria on in-house planning and delivery, Communications and
Engagement staff support, and hiring consultants.
- Community Engagement Policy supported by Council.
- Staff Engagement Guide, training, tools, checklists, resources
- Community engagement to seek community input and inform the public on the framework
Year One Time Cost Ongoing Cost
2024 15,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 6 of 7
Incremental Request
2024 Proposed Budget
Participatory Budgeting Pilot ProjectRequest For:
Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and
Consultation
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Engaged, Healthy Community
Improve community engagement with the CityObjective:
Conduct a participatory budget pilot projectKey Result:
Activities/Purpose:
Participatory budgeting is a democratic and inclusive approach to allocating public funds within a community or
government entity. It empowers citizens to directly influence decisions about how public resources are spent. The
process typically involves several key steps:
1. Idea Generation: Citizens propose project ideas or initiatives that address community needs or priorities. These
suggestions can cover a wide range of areas, from infrastructure improvements to social programs.
2. Proposal Development: Experts and facilitators work with community members to refine and develop the proposed
projects into viable budget items. This phase ensures that the ideas align with budgetary constraints and feasibility.
3. Public Deliberation: Community members gather to discuss and prioritize the proposed projects through meetings,
workshops, or online platforms. This deliberation allows for informed decision-making and consensus-building.
4. Voting and Allocation: Citizens vote on the projects they believe should receive funding, and budgets are allocated
accordingly. The projects with the most support receive funding until the available budget is exhausted.
5. Implementation and Monitoring: The selected projects are carried out, with ongoing oversight by both citizens and
government officials to ensure transparency, accountability, and effectiveness.
Participatory budgeting fosters greater civic engagement, transparency, and accountability in public finance decisions,
enhancing trust between citizens and their governments. It can lead to more responsive and equitable resource
allocation that better reflects the needs and priorities of a community.
Alternatives Considered/Reasons for Not Recommending:
Allocating funds to a participatory budgeting process re-directs dollars that could otherwise be dedicated to advancing
other priority community projects. However, the participatory budgeting initiative is a Key Result intended to advance the
goal of being accountable to the public through open and transparent governance within Council's strategic priority of
Governance & Corporate Excellence.
Year One Time Cost Ongoing Cost
2024 100,000
Funding for:
Participatory budgeting project funding
Business Plan 2024-2028 Page 7 of 7
Strategic Priority Incremental Request Summary
Governance & Corporate Excellence
Foundational Initiatives
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Archaeological Management Plan 300,000Intergovernmental Affairs
300,000Total:
Objectives and Key Results
One-time
Funding
Ongoing
FundingFTEDeptRequest For
Customer Experience Strategy, Framework and
Training 50,000Corporate Planning &
Consultation
Continuous Improvement Program Development
& Training 55,000Corporate Planning &
Consultation
Intergovernmental Relations Strategy and
Implementation 150,000Intergovernmental Affairs
Leadership Summit Events 70,000Intergovernmental Affairs
Major Development Cost Charge Update 75,000Finance
400,000Total:
Incremental Request
2024 Proposed Budget
Archaeological Management PlanRequest For:
Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Identify and commit to opportunities for the City to move forward on a path of Truth and
Reconciliation
Objective:
Activities/Purpose:
An Archaeological Management Plan (AMP) will provide a city-wide management framework to ensure consistency in
the identification and evaluation of the archaeological resources, both known and unknown, within the City’s boundaries.
The outcome of the AMP will be a city-wide map noting the areas of archaeological potential and clear steps on how the
City and development applications should proceed with identifying and evaluating archaeological sites that meets
Provincial regulations and guidelines. These clear steps will be used to guide land use planning decisions and capital
project planning. The AMP will also provide recommendations on how to procced with scheduled and emergent
maintenance situations.
The AMP will reduce the risk of unforeseen discoveries during development and maintenance, which correlate to long
and costly delays. The AMP will also assist the City, property owners, and developers in knowing where archaeological
investigations will be required in order to develop or redevelop a site. This will save the City, property owners, and
developers time and costs from having to conduct an Archaeological Overview Assessment (AOA). If the development
is outside of an area of potential, further action will likely not be required (no AOA required). If the development is
identified as having archaeological potential, the AMP will allow a development to proceed straight to conducting an
Archaeological Impact Assessment (AIA) without having to conduct an AOA.
Currently, it is estimated that the City is spending approximately $300,000 on archaeological assessments each year.
Creating a centralized, city-wide archaeological potential map, would provide clarity and increased professional due
diligence for determining when AOAs are recommended.
The development of an AMP will reduce the risk of duplicating efforts. Various City departments are conducting
archaeological assessment and/or receiving archaeological assessment from development applications based on
various archaeological potential maps. Once an archaeological assessment is complete, the outcome of the
assessment is challenging to share with other departments without a central, city-wide, map.
Additionally, the AMP shall include the preparation of an engagement framework that includes protocols for engagement
with neighbouring First Nations, particularly the Kwantlen First Nation and the Katzie First Nation.
Business Plan 2024-2028 Page 1 of 7
Incremental Request
2024 Proposed Budget
Functions Performed/Degree of Service:
It is anticipated that the Archaeological Management Plan (AMP) will take two years from development of the RFP to
implementation. The project is to be led by a temporary staff member, with archaeological expertise.
A project steering committee will also be required as part of this project. Steering committee members would include
stakeholders from the:
•Development community,
•Business community,
•Indigenous community,
•Archaeological community, and
•Staff from the City of Maple Ridge and the Archaeology Branch
The AMP will four major goals:
1. The development of an archaeological site potential model and associated mapping, based on known site locations,
past and present land uses, environmental and cultural-historical data, and assessment of the likelihood for survival of
archaeological resources in various urban contexts,
2. Recommendations concerning the preparation of archaeological resource conservation and management guidelines
for the City of Maple Ridge
3. Recommendations regarding the development of a First Nations and Métis Consultation Protocol, and,
4. Recommendations regarding the development of a contingency plan for the protection of archaeological resources in
urgent situations.
Once the AMP is complete, the AMP will go to Council for endorsement and a centralized map of archaeological
potential will be available to all staff.
Year One Time Cost Ongoing Cost
2024 300,000
Funding for:
Archaeological Management Plan
Business Plan 2024-2028 Page 2 of 7
Incremental Request
2024 Proposed Budget
Customer Experience Strategy, Framework and TrainingRequest For:
Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and
Consultation
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Deliver an exceptional customer experience across City servicesObjective:
Develop and implement a strategy, including standards and principles, to provide exceptional
customer experiences
Key Result:
Activities/Purpose:
The Council Strategic Plan 2023-2026 identifies delivering exceptional customer experiences as a goal under the
priority of Governance and Service Excellence. The development of a corporate customer experience strategy would
set principles, standards and processes for how the City delivers services across the organization
Functions Performed/Degree of Service:
The project will require a consultant to:
- Conduct a needs assessment of the City's customer experience strengths and opportunities
- Conduct stakeholder engagement on pain points, expectations
- Align customer experience goals with business objectives
- Analyse existing customer data
- Develop corporate standards and procedures
- Define an implementation roadmap
- Develop training materials and program
- Create a customer experience evaluation framework
Alternatives Considered/Reasons for Not Recommending:
Staff could undertake this work with internal resources. However, doing so would delay the timeline for completion.
There would still be a cost of approximately $20,000 associated with the initiative.
Year One Time Cost Ongoing Cost
2024 50,000
Funding for:
Consulting services to develop a customer service
strategy
Business Plan 2024-2028 Page 3 of 7
Incremental Request
2024 Proposed Budget
Continuous Improvement Program Development & TrainingRequest For:
Corporate Planning & ConsultationDepartment: Manager of Corporate Planning and
Consultation
Submitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Deploy a continuous improvement program and conduct training with a cohort of staffKey Result:
Activities/Purpose:
Municipal governments face increasing challenges in delivering services efficiently while managing limited resources.
Continuous improvement programs have proven to be effective in other sectors and can significantly benefit our
organization by streamlining processes, reducing costs, and increasing customer satisfaction. The Peak Academy
Continuous Improvement Program aims to foster a culture of innovation and improvement throughout our municipal
government.
By implementing a continuous improvement program we aim to:
- enhance operational efficiency
- improve service delivery
- further data-driven decision making
- adapt to a rapidly changing business environment
- ensure optimal use of municipal resources
Functions Performed/Degree of Service:
The project will include:
- development of a Lean-based framework including role-based competencies
- creation of City toolset
- two pilot projects
- training for a cohort of 20 staff
Year One Time Cost Ongoing Cost
2024 55,000
Funding for:
Program development and training
Business Plan 2024-2028 Page 4 of 7
Incremental Request
2024 Proposed Budget
Intergovernmental Relations Strategy and ImplementationRequest For:
Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Develop an Inter-Governmental Relations strategy for advocacy to attract senior government
investment in key infrastructure initiatives
Key Result:
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 consulting services.
Functions Performed/Degree of Service:
Consulting services to support internal stakeholders with advancing strategically aligned City projects and objectives.
Initiatives include advocacy and related strategic communications for increased transportation infrastructure and public
transportation services, economic and industrial development, housing development and supports and funding for
community infrastructure such as recreational amenities.
Strategic issues management and communications support for arising issues and regional media relations services.
Alternatives Considered/Reasons for Not Recommending:
The services can be provided through internal delivery. However, internal supports are currently allocated to operating
initiatives and this would significantly limit the capacity to execute on goals with current staff and expertise levels that
are limited for the type of work required.
Year One Time Cost Ongoing Cost
2024 150,000
Funding for:
Consulting services
Business Plan 2024-2028 Page 5 of 7
Incremental Request
2024 Proposed Budget
Leadership Summit EventsRequest For:
Intergovernmental AffairsDepartment: Manager, Intergovernmental AffairsSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:No
Strategic Priority: Governance & Corporate Excellence
Ensure the City is organizationally resilient, ready to adapt to a changing environmentObjective:
Develop an Inter-Governmental Relations strategy for advocacy to attract senior government
investment in key infrastructure initiatives
Key Result:
Activities/Purpose:
Host two regional Leadership Summits to build on the new City brand and continue developing its reputation as a leader
in the Metro Van Region. The Summits represent an opportunity to engage with the region and local community,
explore innovative practices, build resiliency by strengthening the City's responsiveness to current trends, technologies,
business and political landscapes. The Summits will inform progress on the City’s Strategic Plan and priority initiatives.
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 2024 (Spring and Fall).
Alternatives Considered/Reasons for Not Recommending:
Proposed 2024 Summits could take place over the course of more than one year.
No Summits could take place for another year or more given recent Summits completed in 2023.
Year One Time Cost Ongoing Cost
2024 70,000
Funding for:
Budgeting $35,000 per Summit (does not include
potential sponsorship revenues as achieved in 2023).
Proposed budgeted amount is similar to last year.
Business Plan 2024-2028 Page 6 of 7
Incremental Request
2024 Proposed Budget
Major Development Cost Charge UpdateRequest For:
FinanceDepartment: Director of FinanceSubmitted By:
Master Plan / Strategy :Legislative or Operational Requirement:Yes
Strategic Priority: Governance & Corporate Excellence
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of
our growing community
Objective:
Complete a major Development Cost Charges reviewKey Result:
Activities/Purpose:
The update addresses the evolving development landscape, ensuring that Development Cost Charges (DCCs) align
with current trends and adequately fund essential infrastructure projects vital for the community's growth. Competitive
positioning is crucial, necessitating a review and adjustment of DCCs to attract responsible development. Aligning
charges with sustainability goals encourages environmentally friendly practices, while compliance with provincial
regulations ensures legal adherence and mitigates potential issues. Engaging stakeholders fosters transparency, and
adjusting DCCs supports the financial viability of the local government by generating revenue for critical projects without
relying solely on taxation. In essence, a major DCC update is a strategic response to change, promoting
competitiveness, sustainability, legal compliance, community engagement, and financial stability.
Furthermore, Bill 46 tabled by the Province of BC, an act to increase the expenditure categories for DCCs requires an
update to existing DCC bylaws. This work will ensure that the City's bylaw maximizes the use of DCCs to support
infrastructure growth.
Functions Performed/Degree of Service:
- Consulting support to conduct data analysis on economic trends, population growth and development patterns.
- Additional elements of the scope of work include: an infrastructure needs assessment, financial and comparative
analysis as well as stakeholder engagement.
Alternatives Considered/Reasons for Not Recommending:
The work could be complete in-house, however seeking consultant support will enable the City to leverage existing
external datasets which will result in a faster process and more comprehensive analysis.
Year One Time Cost Ongoing Cost
2024 75,000
Funding for:
Consulting services to conduct major Development Cost
Charge review
Business Plan 2024-2028 Page 7 of 7
Attachment C
Page 1 of 10
Budget Priorities Engagement Summary
Public Participation
Maple Ridge residents and businesses were encouraged to provide input on the priorities shaping
the 2024 Budget through an online survey. The following data is a summary of the public input
received during the engagement period of January 16 to 28, 2024.
Note: This survey was conducted using a public link. The survey respondents were self-selected
and not a random sample; therefore, the results are not considered statistically representative.
The results in this report do effectively represent the opinions of those who responded to the
survey.
Below is a breakdown of the engagement through either the Engage Maple Ridge or the City of
Maple Ridge webpages, broken down into the following categories:
Total Visits Engage Maple Ridge 2023-2027 Financial Plan Page unique webpage visits
Aware Reviewed City of Maple Ridge landing page
Informed Downloaded content; visited multiple pages; contributed to tool (engaged)
Engaged Participated in survey
Budget Inbox Email submitted to City budget email address
Total Visits Aware Informed Engaged Budget Inbox
2,500 2,226 1,249 460 3
Survey Participants
In total, 462 participants completed the survey on the
Engage Maple Ridge platform. Two participants were not
Maple Ridge residents or taxpayers, as noted in Figure 1,
their responses have been excluded from the results.
More than 50%of respondents are in the 35-44 and 45-54,
with an additional 33% being 55 and older. Just over 13%
are 25-34 with the remaining 1% 24 years of age or
younger. A detailed breakdown is in Figure 2.
Nearly 60% of respondents have lived in Maple Ridge more
than 10 years with approximately 40% equally distributed
between 1-5- and 5-10-year categories. Less than 4% of
respondents have lived in the community less than a year.
More than 50% of respondents reported their postal code as being in the Town Centre, Haney and central
Maple Ridge area. The east Maple Ridge area code was reported by 28% of respondents and just under
21% of respondents identified their postal code as being from the west side of the community.
Figure 4 - Are you a resident or taxpayer in Maple Ridge?
Attachment C
Page 2 of 10
Community Priorities
Overall, when asked to rank the City’s planned priority actions by importance on average community
safety, city infrastructure and economic development ranked at the top, as in Figure 3.
Priority Average Ranking % of Total Points
Community safety 3.13 16.2%
City infrastructure/asset maintenance 3.24 15.6%
Economic development 3.59 14.5%
Accelerating housing 4.55 12.3%
Active transportation 4.63 11.5%
Community activation and engagement 4.92 10.8%
Climate and environmental action 5.15 10.2%
Customer service and sustainable City services 5.62 8.8%
Figure 5 - Planned Actions Ranked by Importance
Further analysis indicates that the top three priorities are valued very closely with a less than 2% spread of
points allocated between them. Additional statistical analysis using standard deviations indicates that
infrastructure and safety actions are of most importance with customer service and sustainable City
services very low. The remainder of actions are within the normal distribution range.
To gain further insight into the alignment of actions with priority rankings, respondents were asked to
identify their preference for proposed actions under each priority. Specifically, if proposed actions were
supported, more or less action should be taken or specific comments regarding the actions.
For the purposes of evaluating and analysis, responses of the approach being supported or more action
should be taken were logged as positive responses. Responses indicating less action should be taken and
specific comments were analyzed to gauge general sentiment and themed.
Community Safety
For the top ranked priority of community safety, 79% of respondents identified that the actions were
supported or more could be done, 12% provided comments only and 9% suggested less action. Figure 4
details the survey responses.
Figure 2 – What is your age?
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Figure 4 - Community Safety Responses
Of those who suggested less action or provided a comment, 32% of comments indicated a desire to
reduce taxation, 21% suggested that other priorities, such as infrastructure improvements, were more
important, 20% were satisfied with current services. However, it should be noted that 16% of comments
still indicated that more policing was preferred, even if the survey participant responded that less action
should be taken. Categorization of comments is in Figure 5.
Theme # of Comments % of Total Comments
Reduce Taxation 18 32%
Other Priorities More Important 12 21%
Current Services Sufficient 11 20%
More Police 9 16%
Senior Government Responsibility 4 7%
Reduce Fire Actions 1 2%
General Comment 1 2%
Figure 5 – Community Safety Comments
City Infrastructure & Assets
The second highest ranked priority of City infrastructure had just over 80% of survey participants indicate
support for proposed actions and a desire for more action. Nearly 11% of respondents just provided
comments and under 9% indicated that less action should be taken.
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Figure 6 - Infrastructure Responses
Over 44% of comments indicate that other infrastructure improvements not captured in the action list
were needed, 27% identified other priorities that were of greater importance and 21% preferred to
minimize taxation.
Infrastructure # of Comments % of Comments
Other Infrastructure Needed 29 44%
Other Priorities More Important 18 27%
Reduce Taxation 14 21%
Development Funding 4 6%
Uncategorized 1 2%
Figure 7 - Infrastructure Comments
Economic Development
Priority actions for Economic Development were positively supported by 80% of respondents. Less than
8% of respondents suggested that less action is needed and nearly 12% strictly provided comments on
the priority.
Figure 7-Economic Development Responses
More than a third of comments relating to the Economic Development priority were of a varied nature
without a thread to other common themes. From there, 23% of comments indicated a need to support
local businesses and 17% identified that other priorities should take precedence. A reduction in taxation,
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less of a need for post-secondary education and fewer branding initiatives were also raised by a smaller
portion of responses.
Economic Development # of Comments % of Comments
General Comments 24 35%
Need to Support Local Business 16 23%
Other Priorities More Important 12 17%
Reduce Taxation 6 9%
No Need for Post Secondary 6 9%
Less Branding 5 7%
Figure 8 - Economic Development Comments
Housing Acceleration
Housing actions were positively supported by 58% of respondents. Just over 20% of respondents
identified that less action should be taken and 28% of responses only included comments and no
sentiment.
Figure 8 - Housing Acceleration Responses
For 37% of participants the rationale for their response was that more infrastructure – such as schools,
recreation amenities, and transportation improvements to reduce traffic congestion – were important
considerations. A further 18% emphasized the need to balance growth with economic development and
environmental impacts to ensure sustainability. Approximately 9% of respondents asserted that the role of
facilitating housing is a senior government responsibility that should not be borne onto local taxpayers.
The portion of comments to this effect was similar to that of respondents who prefer to lessen taxation.
On the lower end of the response scale were general comments about housing, a desire to improve
processing times, identification that other priorities, such as community safety, are of greater importance
were identified in 7%, 6%, and 5% of comments respectively. Commentary also identified that there is a
preference for a diversity of housing options, including single-family homes and that additionally
resources are required to address homelessness beyond housing.
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Themes # of Comments % of Comments
Infrastructure Needed 66 37%
Balanced Growth 31 18%
Senior Government Responsibility 16 9%
Reduce Taxation 15 8%
General Comments 12 7%
Increase Staffing/Improve
Processing Times
11 6%
Other Priorities More Important 8 5%
Housing Diversity 6 3%
Homelessness 5 3%
Affordable Housing/Affordability 5 3%
More Action Required 2 1%
Figure 9 – Housing Acceleration Comments
Active Transportation
Though generally supported, by 55% of positive responses, a larger portion of responses indicated that
less should be done with regard to Active Transportation actions. Over 32% of responses suggest fewer
action on the priority with 12% responding with only comments.
Figure 10 – Active Transportation Responses
More than half of comments indicated that other priorities are of greater importance than Active
Transportation actions. A further 43% suggested that less action should be taken because the
infrastructure is underutilized. The balance of responses indicated a preference for reducing taxation
where possible and that existing services are adequate.
Themes # of Comments % of Comments
Other Priorities More Important 70 51%
Underutilized 58 43%
Reduce Taxation 7 5%
Current Services Adequate 1 1%
Figure 11 - Active Transportation Comments
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Community Activation and Engagement
For Community Activation and Engagement actions, 62% of respondents identified support for the actions
or that more should be done. Approximately 27% of respondents suggested less action with 11% only
providing comments.
Figure 12 – Community Activation & Engagement Responses
Approximately 35% of comments indicated that other priorities were of greater importance and additional
third of comments preferred keeping taxation low. Aside from these two themes, the balance of
commentary was varied across a number of different topics, as listed in the table below.
Community Activation & Engagement # of Comments % of Comments
Other Priorities More Important 44 35%
Reduce Taxation 41 33%
General Comments 11 9%
More Recreation Opportunities (Facility & Programming) 7 6%
Need Pool/Swimming 6 5%
Less Events 5 4%
Art/History Not Important 5 4%
More Events 4 3%
Volunteer Improvements 2 2%
Figure 13 – Community Activation & Engagement Comments
Climate and Environmental Action
Just under 60% of survey participants indicated positive support for actions under the Climate and
Environment priority. Nearly 29% suggested less action should be taken and 13% of respondents only
provided comments.
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Figure 14 – Climate and Environment Responses
One-third of comments did not support work related to electrification of the City’s fleet or additional
charging stations. Approximately 20% of responses suggested that less should be done to reduce taxation
while 16% of comments wanted to focus on other priorities, such as transportation and roads
infrastructure. Another significant theme was that the City should focus efforts on preserving natural
assets of the community over the actions proposed.
Climate # of Comments % of Comments
Do Not Support for EV Stations/Cars 46 33%
Reduce Taxation 28 20%
Other Priorities More Important 23 16%
Natural Resources Preservation 15 11%
General Comments 15 11%
Senior Government Responsibility 7 5%
Need Garbage / Compost / Recycling Services 6 4%
Emergency Event Preparedness 1 1%
Figure 15 - Climate and Environment Comments
Governance & Corporate Excellence
More than 66% of survey participants supported the proposed actions or suggested more action should
be taken on this priority. Nearly a quarter of respondents recommend less action and 11% only provided
comments.
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Figure 16 – Governance and Corporate Excellence Responses
The most significant theme in the comments received was that proposed actions should be reduced to
mitigate the tax impact. Additionally, responses suggested that the proposed actions should not be a
priority and that other issues, such as infrastructure and economic development, are of greater
importance.
Governance & Corporate Excellence # of Comments % of Comments
Reduce Taxation 29 33%
Proposed Items Not A Priority 19 21%
General Comments 19 21%
Other Priorities More Important 16 18%
Less Reconciliation Action 6 7%
Figure 17 - Governance and Corporate Excellence Comments
Communication & Customer Service
Two questions were asked in the survey to address the importance of customer service as well as how the
City can better engage with the City and its services. Overall, more than 72% of respondents indicated
that it is important for the City to continually seek to improve customer service, while 24% identified that
it is only somewhat important. Only 4% of respondents suggested that it is not important.
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In terms of improving citizen engagement, nearly 30% of respondents suggested more activities closer to
home. 24% identified that digital information and opportunities for virtual engagement would assist.
Financial support for recreation programming was noted by nearly 13% of participants and physical
accessibility was noted by more than 8%.
In general, commentary centered around the need for more community recreation facilities and
programming, including increasing the diversity of programming and availability of programs. The second
most common theme was a desire to reduce the cost of programming and taxation. Increasing a sense of
community safety and more parking and other infrastructure were also prevalent comments.
Engagement Comments # of Comments % of Comments
More Recreation Opportunities/Programs 25 31%
Reduce Taxation/Cost 19 16%
Community Safety 12 15%
Access to Information/Events 9 11%
More Infrastructure 9 11%
Downtown Activation/More Businesses 7 9%
General Comments 5 6%