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Mayor Nicole Read
and Members of Council
(2014 - 2018)
Corisa Bell Kiersten Duncan
Councillor Councillor
Bob Masse Gordy Robson
Councillor Councillor
Tyler Shymkiw Craig Speirs
Councillor Councillor
4
2016 Annual Report
City of Maple Ridge
British Columbia, Canada
Fiscal Year ending December 31, 2016
11995 Haney Place
Maple Ridge, BC V2X 6A9
Telephone: 604-463-5221
Fax: 604-467-7329
www.mapleridge.ca
www. facebook.com/yourmapleridge
twitter.com/yourmapleridge
City of Maple Ridge - 2016 Annual Report
Page 3
The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Canadian
Award for Financial Reporting to the City of Maple Ridge for our annual financial report for the fiscal year
ended December 31, 2015. The program was established to encourage municipal governments throughout
Canada to publish high quality financial reports and to provide peer recognition and technical guidance for
officials preparing these reports.
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Gnvernmenr finance ()Ilion gcx+ciaii�+n
Canadian Award
for
Financial Reporting
Fr—.0m
City of Maple Ridge
British Columbia
For iu AMW
Financial Report
for dw Yeaz Ended
December 31, 2015
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Executive Di�/CFA
About This Report
City of Maple Ridge
British Columbia, Canada
Annual Report
for the year ending
December 31, 2016
In order to be awarded a Canadian Award for Financial
Reporting, a government unit must publish an easily
readable and efficiently organized annual financial
report, whose contents conform to program
standards. Such reports should go beyond the
minimum requirements of generally accepted
accounting principles and demonstrate an effort to
clearly communicate the municipal government's
financial picture, enhance an understanding of
financial reporting by municipal governments and
address user needs.
Designed and prepared by the Finance Department
in cooperation with all City departments
May 2017
A Canadian Award for Financial Reporting is valid
for a period of one year only. We believe our
current report continues to conform to the
Canadian Award for Financial Reporting
program requirements, and we are submitting it
to G FOA.
We received the Canadian Award for Financial
Reporting for the 26th consecutive year.
Photography by In View Images, Ray Urner Photography and Emi Jaeger
This report is available online and is printed in a limited quantity to protect the environment.
City of Maple Ridge - 2016 Annual Report
Page 4
Table of Contents
Introductory Section
Message from the Mayor ................................................... 6
Message from the CAO ....................................................... 7
Elected & Appointed Officials .............................................
8
Strategic Direction & Progress Report...............................9
Council Committees, Commissions and Other
66
Appointments................................................................25
67
Services Provided by City Departments ...........................26
68
Awards..............................................................................32
70
Summary of Services and Regional Relationships .........
33
Development Cost Charges Report.................................35
74
Financial Section
Message from the Corporate Finance Officer.................36
Introduction to Financial Statements..............................43
Consolidated Statements
Management's Responsibility for Financial Reporting... 44
Independent Auditors' Report..........................................45
Consolidated Statement of Financial Position................46
Consolidated Statement of Operations ...........................47
Consolidated Statement of Change in Net Financial
Assets............................................................................ 48
Consolidated Statement of Cash Flow ............................49
Summary of Significant Accounting Policies...................50
Notes to the Consolidated Financial Statements ...........54
Consolidated Report of Segmented Revenue and
Expenses.......................................................................64
Supporting Statements & Schedules
(Included within the Consolidated Financial Statements)
Schedule of Change in Operating Accumulated
Surplus............................................................................
66
Schedule of Change in Capital Funds ...............................
67
Schedule of Change in Reserves ......................................
68
Continuity Schedule of Debenture Debt ...........................
70
Schedule of Tangible Capital Assets .................................
72
Continuity Schedule of Reserves ......................................
74
Statistical Section
General Comparative Statistics ......................................... 76
Permissive Tax Exemptions ............................................... 78
Major Property Tax Payers ................................................ 80
Assessment/Taxation Comparative Statistics .................. 81
Property Assessments & Tax Rates .................................. 82
Revenue & Expenses -
Last Five Fiscal Years Comparison ................................ 83
Tangible Capital Assets Acquired -
Last Five Fiscal Years Comparison................................84
Glossary.............................................................................. 85
Map............................................................Inside Back Cover
City of Maple Ridge - 2016 Annual Report
Page 5
Message from the Mayor
On behalf of Maple Ridge's Council and the citizens of the City of Maple Ridge, I am
pleased to present the 2016 Annual Report. This report is part of a series of
publications and online tools that ensure our citizens have a high degree of
accessibility and transparency in a format that is easy to use.
The Annual Report will provide you with an overview of our City's financial performance
for the fiscal year ending on December 31, 2016. In addition to an overview of our
financial performance, this report provides citizens with an overview of our City's
progress as outlined in our Strategic Direction & Progress Report.
I would like to acknowledge the work of our leadership team, CAO Ted Swabey and
General Managers Paul Gill, Frank Quinn and Kelly Swift. They, and all the staff at the
City of Maple Ridge, work diligently to deliver key projects outlined in the business plan
and take advantage of opportunities, that we refer to as `found milestones,' to produce
an impressive list of accomplishments across all divisions.
In 2016 we said goodbye to a number of staff members who have been architects of change in the City. Fire Chief Dane
Spence is one such staff member. He played a key role in the evolution of the Maple Ridge Fire Department from
volunteer service to today's composite model of service delivery. Our new Fire Chief, Howard Exner, worked closely with
Dane over the years and the transition to new leadership has been seamless, reflecting the dedication and
professionalism of the entire team.
Our community also mourned the death of firefighter Lieutenant Dennis TeBoekhorst in late 2016. The celebration of
his life saw hundreds of firefighters from around the region and around the province come to our community to pay
their respects to this special member of our Fire Department. It is a reminder that each person on our team brings their
personality, their dedication, their professionalism and their gifts to the service of our community each day.
One of the big projects we started was a community consultation that will establish our priorities for parks and
recreation infrastructure for the coming decades. As this publication came together, the 2016 Census revealed that
Maple Ridge has grown by over 8% since 2011 and that our community now has over 82,000 residents. This kind of
growth is very exciting and highlights the importance of our work to ensure we have a longterm plan, as outlined in this
report, to meet the challenges of growth head on.
The City of Maple Ridge has been advocating for a number of projects to improve our community. A visit to Ottawa in
October of 2016 saw us meet with a number of cabinet ministers and the Prime Minister to make our pitch for local
projects and programs. Since we published our last report we have received commitments for over $100 million in
Provincial funding for highway improvement projects, transitional housing and an affordable housing project for seniors.
One of the most important announcements was the commitment to invest $25 million along with School District No. 42
to build a new elementary school in the fast growing Albion neighbourhood. The City will move forward with a $10
million Community Centre collocated with this new school to create a space that will be the heart of Albion. This project
reflects how all levels of government can work collaboratively to have a huge impact on our citizens.
We are able to leverage these relationships with senior government because we have a plan - both short term and long
term. This report shows you how we go from vision to delivery on our commitment. This is a very special place to live
and we are all very proud to share our work with you.
Nicole Read
Mayor
Tel: 604-463-5221
nread@mapleridge.ca
City of Maple Ridge - 2016 Annual Report
Page 6
Message from the CAO
On behalf of the employees of the City of Maple Ridge, I am very proud to present the
2016 Annual Report. This report, along with the 2016 Citizens Report, provides citizens
with a look at the finances of the community for the period ending December 31, 2016.
Over the past two years, and guiding us moving forward, our workplans are created to
support the emerging strategic priorities of:
■ a resilient community
■ pride in community
■ community investment
■ exceptional customer service
■ fiscal responsibility
Our community is one of the fastest growing in Metro Vancouver and this means we
have ever-increasing service expectations and growing challenges to demonstrate
"value for taxes paid" for our citizens. This organization is full of very talented and driven professionals across so many
vocations who deliver the day-to-day servcies that citizens rely on. This document outlines the work that is ongoing to
strengthen the capacity of our services and meet the demands of our growing community.
2016 was highlighted by a major commitment from senior levels of government after years of lobbying for
infrastructure improvements. Commitments to improve the transportation function, safety and accessability will
include upgrades to the Haney Bypass, completing the four-laning of the Lougheed Highway between Maple Ridge and
Mission including installation of safety median barriers and increased transit service for our community connecting to
and from Metro Vancouver.
We have also received commitments to build a new elementary school in Albion and a much needed supportive
housing facility. In all we have over $100 million in infrastructure commitments from the Provincial and Federal
Governments.
It is an exciting time for our community and 2017 will also see Council move forward with its Facilities Plan to address
recreational and cultural needs for our community.
Thank you for taking the time to explore Maple Ridge in these pages and discover all the exciting progress that is being
made to build our City for current and future generations.
C4 t
E. C. (Ted) Swabey
Chief Administrative Officer
Tel: 604-463-5221
tswabey@ma pleridge. ca
City of Maple Ridge - 2016 Annual Report
Page 7
Elected & Appointed Officials
Elected Officials (2014 - 2018)
Mayor Nicole Read
Councillor Corisa Bell Councillor Gordy Robson
Councillor Kiersten Duncan Councillor Tyler Shymkiw
Councillor Bob Masse Councillor Craig Speirs
Mayor
Council
RCMP
Officer in Charge
David Fleugel
Chief
Administrative Officer
Ted Swabey
General Manager: W%aR
nerel Manager: General Manager: Manager of
Director of Human Manager of CManager of Economic
Parks, Recreation & orate & Financial public Works & Sustainability &
Resources CommunicDevelopment
Culture Services Development Services Corporate Planning
Frances King Kelly Swiff Fred ArmsPaul Gill Lino Siracusa Frank Quinn Laura Benson
Direc� r of Manager of
Revenue &ingon Collections David Pollock
Wendy McCormick Silvia Rutled e
Director of Manager of Manager of
Parks&Facilities Accounting Legislative Service ��.irect rof Plannir
David Boag Catherine Nolan & Emergency Prog Christine Carter
Laurie Darcus
Senior Manager of Manager of Bylaw
Fire Chief &Licensing
Police Services
Maureen Jones Howard Exner Services
Robin MacNair
Chief Information Safer Downtown Chief Building
Officer Community Liaison Officer
Christina Crabtree Dave Walsh Stephen Cote-
Rolvink
Director of
Engineering
Operations
James Storey
2016 Appointed Officials (Department Heads)
Chief Administrative Officer.......................................................................................................................
E.C. (Ted) Swabey
General Manager: Corporate & Financial Services..............................................................Paul Gill, BBA, CPA, CGA, FIRM
General Manager: Parks, Recreation & Culture................................................................................. Kelly Swift, MBA, BLS
General Manager: Public Works & Development Services
........................................................ Frank Quinn, P.Eng., MBA
Chief Building Officer......................................................................................................Stephen Cote-Rolvink, RBO, CRBO
Chief Information Officer....................................................................................................................Christina Crabtree, BA
Director of Engineering Operations........................................................................................................ James Storey, AScT
Director of Human Resources................................................................................................................... Frances King, MA
Director of Parks & Facilities................................................................................................................................David Boag
Director of Planning................................................................................................................ Christine Carter, M.PL., MCIP
Director of Recreation & Community Services........................................................................................Wendy McCormick
FireChief................................................................................................................................................. Howard Exner, BGS
Manager of Accounting............................................................................................................... Catherine Nolan, CPA, CGA
Manager of Bylaw & Licensing Services........................................................................................................ Robin MacNair
Manager of Corporate Communications...................................................................................................... Fred Armstrong
Manager of Economic Development............................................................................................... Lino Siracusa, BA, MBA
Manager of Financial Planning.......................................................................................Trevor Thompson, BBA, CPA, CGA
Manager of Legislative Services & Emergency Program........................................Laurie Darcus, MA, MMC, SCMP, CPM
Manager of Revenue & Collections...............................................................................................................Silvia Rutledge
Manager of Sustainability & Corporate Planning......................................................................... Laura Benson, CPA, CMA
Municipal Engineer...............................................................................................................................David Pollock, P.Eng.
RCMP Officer in Charge......................................................................................................... Superintendent David Fleugel
Senior Manager of Police Services............................................................................................................... Maureen Jones
Municipal Auditors - BDO Canada LLP Municipal Solicitors - Raymond Young QC - Local Govt and Planning Law
Municipal Bankers -TD Canada Trust - Stewart McDannold Stuart - Local Government Law
City of Maple Ridge - 2016 Annual Report
Page 8
Strategic Direction & Progress Report
MISSION
A safe, livable and sustainable community for our
present and future citizens.
CORPORATE VALUES
Leadership
To encourage innovation,
creativity and initiative.
Service
To be fair, friendly and helpful.
Reputation
To stress excellence, integrity,
accountability and honesty.
Human Resources
To recognize that our people are
our most valuable resource.
Community
To respect and promote our
community.
Stewardship
To consider the long-term
consequences of actions, think
broadly across issues, disciplines
and boundaries and act
accordingly.
Council and Staff are pleased to present the tenth
annual Progress Report to the citizens of Maple Ridge.
This report provides an opportunity to communicate the
City's focus areas and to offer some information
showing the progress being made in those areas.
An effective progress reporting system gives a
local government the opportunity to set
expectations, targets and objectives for its
operations and services. Objectives are a
statement of results or outcomes that a
municipality hopes to achieve. Objectives and
targets should convey a clear sense of the
purpose and direction of the municipality and
enable those inside the community to assess
its progress.'
Maple Ridge has implemented online performance
reporting in the form of scorecards. This gives citizens
and other interested parties access to performance
information online, responding to a desire for 24/7
access, without sifting through lengthy paper reports.
This strengthens our efforts to ensure an open and
transparent government and greatly enhances public
access to information.
The following pages show some of the City's priority
areas and examples of how we measure our
performance in those areas. The information provided
in this publication is a selection of information found
on our website. All of the scorecards can be found
at: www.mapleridge.ca/787.
I http://www.civicinfo.bc.ca/Local_Content/Manuals/4615.pdf
Community Relations
Citizen and Business Involvement in Sustainability
Efforts
Scorecard: Provide Work Opportunities for People with
Developmental Disabilities
Grow Citizens' Sense of Community
Scorecard: Aquatics Volunteers
Scorecard: Community Volunteers
Scorecard: Parks, Recreation & Culture Volunteers
Scorecard: Promote Community Group Independence
Scorecard: Support Firefighters' Charities
Economic Development
Support Existing Local Business
Scorecard: Business Licence Renewals
New Investment and Employment Opportunities
Scorecard: Attract Film Productions
Diversify the Tax Base
Scorecard: Increase Commercial Tax Base
Scorecard: Residential Tax Assessment Base
Environment
Reduce Energy Consumption & Greenhouse Gas (GHG)
Emissions
Scorecard: Community GHG Emissions
Scorecard: Corporate GHG Emissions
Scorecard: Municipal Facility Electricity Use
Scorecard: Fire Hall No. 1 Energy Consumption & GHG
Emissions
Scorecard: Leisure Centre Energy Consumption & GHG
Emissions
Scorecard: Vehicle Fleet Efficiency
Scorecard: Community Charging Station Usage and
GHG Emission Savings
Stewardship of Natural Resources
Scorecard: Protect Environmentally Sensitive Areas
Zero Waste
Scorecard: Encourage Residents and Business Owners
To Reduce, Reuse And Recycle
Financial Management
Provide High Quality Municipal Services
Scorecard: Best Practices in Infrastructure
Management
Scorecard: Capital Works Program
Use a Formal Business Planning Framework
Scorecard: Business Planning Process
City of Maple Ridge - 2016 Annual Report
Page 9
Strategic Direction & Progress Report
Key Indicators - Revenues
Scorecard: Building Permit Revenue
Scorecard: Business Licence Revenue
Scorecard: Dog Licence Revenue
Scorecard: Gravel Sales Revenue
Scorecard: Property Tax Revenue
Key Indicators - Costs
Scorecard: Fire
Scorecard: GVRD Sewer
Scorecard: GVRD Water
Scorecard: Library
Scorecard: Police
Financial Indicators
Scorecard: Debt Per Capita
Scorecard: Debt Servicing Ratio
Scorecard: Net Financial Position
Reduce Reliance on Property Taxes
Scorecard: Maximize Return on Investment
Governance
Scorecard: Acknowledgement Of Claims
Scorecard: Citizen Satisfaction
Scorecard: Switchboard Call Volume
Scorecard: Website Visits
Inter -Governmental Relations and
Partnerships
Partnerships And Networks With Public Agencies
Scorecard: Support the Community Social Service
Network
Safe and Livable Community
Emergency Planning
Scorecard: EOC & ESS Volunteers Activations and
Training
Scorecard: Emergency Program Public Engagement
and Education Opportunities
Water and Sewer
Scorecard: Maintain a Dependable Sewage System
Scorecard: Provide High Quality Drinking Water
Fire Department
Scorecard: Fire Inspections of Multi -Family Residential
Structures
Scorecard: Reduce Fire Incidents
Scorecard: Reduce Response Time in the Urban
Response Zone
Scorecard: Elementary Students Attending Fire Safety
Education Sessions
Emerging Social Issues
Scorecard: Concluded Bylaw Calls For Service
Scorecard: Population Served By Authorized Police
Strength
Scorecard: Property Crime Offences
Scorecard: Violent Crime Offences
Scorecard: Weighted Clearance Rates - Violent Crime
Offences
Community Development
Scorecard: Healthy Neighbourhood Development
Recreational, Educational and Social Activities
Scorecard: Adults With Very Good/Good Fitness Levels
Scorecard: Children Who Regularly Meet Daily Physical
Activity Guidelines
Scorecard: Citizens Who Are Satisfied With Parks &
Leisure Services
Scorecard: Citizens Who Use Parks & Leisure Services
Scorecard: Low Income Citizens Accessing Recreation
Services
Provide High Quality Municipal Services
Scorecard: Process Commercial & Multi -Residential
Permits Efficiently & Effectively
Smart Managed Growth
Growth Based On Sustainability Principles and Master
Plans
Scorecard: Provide New Park Areas
Scorecard: Town Centre Density
Transportation
Safe, Efficient Transportation Network
Scorecard: Improve Traffic Safety
Scorecard: Provide Safe, Serviceable Roads
Promote Alternative Modes
Scorecard: Transportation to Work
City of Maple Ridge - 2016 Annual Report
Page 10
Strategic Direction & Progress Report
ED03
MAPLEPerformance Reporting Scorecard
Focus Area: Economic Development
Measure: New tax revenue from the commercial tax base
Build a sustainable
community that
includes a balance of
land use types and a
diversified tax base.
Maple Ridge relies on propertytaxes tofund most of the programs and facilities citizens
and businesses enjoy. Attracting commercial enterprises means less reliance on residential
property taxes tofu nd these important programs and facilities, leading to a more
economicaIlysustainable community. Property taxes collected from new commercial
taxpayers is an indicator of Maple Ridge's economic viability. The number represents the
amount of new commercial property tax revenue that was added to the tax roll each year.
An incentive program to attract development to the Town Centre and Employment Lands
offers tax exemptions for three years to a number of new or improved businesses. The
programs have been very successful in attracting both businesses and residents to our
downtown and new job opportun ities to Maple Ridge.
New Commercial Tax Revenue
$400,000
$350,000
$300,000
$250,000
$200,000
$150,000
$100,000
$50,000
$0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
2011 1 2012 1 2013 1 2014 1 2015 1 2016 1
Commercial Tax
New Revenue $4=00MMW $ 81,772 $ 128,954 $ 23,300 $ 191,729 $ 146,598 $ 184,543
Trevor Thompson, Manager of Financial Planning
Telephone: 604-467-7472 Email: tthompson@maplerid�-5e.ca
Scorecard last updated.:
April 28, 2017
City of Maple Ridge - 2016 Annual Report
Page 11
Increase Commercial Tax Base
Strategic Direction & Progress Report
EN01
MAPLE RIDGE Performance Reporting Scorecard
Focus Area: Environment
Measure: Tonnes of CO2 equivalent and per capita emissions
By 2020, to reduce GHG
emissions by 33%,
compared to 2007
levels. This target is
enshrined in the Official
Community Plan.
400,000
350,000
m 300,000
3
w 250,000
N
O
v 200,000
0
w
150,000
12
100,000
50,000
Target
Commur
Land Us
0
By 2020, the BC Government committed to reduce its GHG emissions by 33%,
compared to 2007 levels. This target was adopted by Maple Ridge. The
Community Energy and Emissions Inventory (CEEI) is an initiative of the BC
Ministry of Environment. The information in the graph and Status Reports
below show community -wide estimates provided by the Province in three
primary sectors - on -road transportation, buildings and solid waste.
These reports assist with the City of Maple Ridge's Climate Action Charter
commitmentto measure and report on our community's GHG emissions.
2007 2010 2012 2014 2016 2018
2007
2010
2012
2014
2016 2018
1 366,366
ityGHG emissionsl 366,366
.�
EmissionS2AN21,746
338,449
319,838
301,226
282,615 264,003
358,281
372,667
1 community uf-fu emissions mcfuae emissions resuafng rrom energy use in ouffamgs, on-roaa transportation ana
solid waste.
2 Land use emissions were included in the CEEI inventory starting for the year 2012 and include emissions resulting
from deforestation due to mining and municipal uses. Other land use changes are expected to be included in
future CEEI reports.
Maya Chorobik, Research Technician
Telephone: 604-467-7451
Scorecard last updated.:
March 6, 2017
Email: mchorobik@maolerid;se.ca
City of Maple Ridge - 2016 Annual Report
Page 12
Community GHG Emissions
Strategic Direction & Progress Report
Per Capita Community GHG Emissions
6
5
1
0
2007 2010 2012 2014 2016 2018
EN01
_ 2007 2010 2012 2014 2016 2018
Target 5.04 4.66 4.40 4.14 3.89 4
Per Capita GHG Emissions' 5.04 4.67 4.72
1 Per capita GHG emissions include emissions resulting from energy use in buildings, on -road transportation and
solid waste.
Sector
Buildings
Commercial/Small-
Medium Industrial
2007
135,613
34,762
2010
2012 2014 2016 2018
125,770
125,711
33,674
34,752
Electricity
5,825
5,760
3,035
Natural Gas
28,937
27,914
31,717
Residential
100,851
92,096
90,959
Electricity
8,033
8,117
4,561
Natural Gas
92,818
83,979
86,398
On -Road Transportation
216,043
219,367
235,017
30,438
24,801
38,373
40,801
Heavy Duty Truck 33,027 29,499
Large Passenger Cars 21,147 22,377
Light Duty Truck 37,013 36,034
Medium Duty Truck
Small Passenger Cars
29,068
44,827
36,302
41,717
42,085
SUV/Van
48,991
51,266
56,547
1,972
Other 1,970 1 2,172
Solid Waste
14,710
13,144
11,939
Land Use - Deforestation
Agriculture (memo)
21,746
1,219
Mining
2,370
Municipal
18,156
Total Emissions
366,366
358,281
394,413 - -
Scorecard last updated.:
March 6, 2017
City of Maple Ridge - 2016 Annual Report
Page 13
Community GHG Emissions
Strategic Direction & Progress Report
EN01
The data for this scorecard was provided by the BC Ministry of Environment, Community Energy &
Greenhouse Gas Emissions Inventory Report(CEEI)for Maple Ridge, released in December 2016.
The CEEI from the Ministry of Environment collects data from utilities, public agencies and other trusted
partners, to calculate the size of each sector's carbon footprint in each local government jurisdiction
across BC. The CEEI represents energy consumption and greenhouse gas emissions from community
activities in on -road transportation, buildings and solid waste. 2012 CEEI data included a new category:
land use change from deforestation. Emissions as a result of land use changes are reported seperately on
this scorecard in order to show consistency with previous reporting years. The agriculture subsector is
reported as a memo item in the CEEI, meaning it is not included in the Maple Ridge's official GHG
emissions footprint. It is included in this scorecard to show all available data.
The 2017 scorecard update includes Per Capita Emissions as a new metric. Maple Ridge is a rapidly
growing community and an increase in total emissions is expected as a result of this growth. Reporting
emissions on a per capita basis is a method of showing emissions reduction while factoring in population
growth.
Please note that the numbers for 2010 and 2007 are different than those previously reported due to
changes in the methodology for calculating GHG emissions. The Province has advised that CEEI is in a
state of "continuous improvement". This means that new data and methodologies are used when they
become available. A number of new methodologies were used in 2012. These then have to be applied to
the 2007 and 2010 reports for consistency and comparability. In future years, the 2007 baseline report
will always be updated to reflectthe latest data and methodologies being employed.
For more information on the CEEI and access to the data set: View Province of BC CEEI weboap-e
For more information on Maple Ridge GHG emissions: View GHG Emissions weboaae
Scorecard last updated.:
March 6, 2017
City of Maple Ridge - 2016 Annual Report
Page 14
Community GHG Emissions
Strategic Direction & Progress Report
EN07
Performance Reporting Scorecard
Focus Area: Environment
Measure: Number of hectares of land protected
MAPLE
RIDGE
Identify and protect
British Columbia
rr environmental features
EN07
Performance Reporting Scorecard
Focus Area: Environment
Measure: Number of hectares of land protected
Identify and protect
This graph represents the number of hectares of land that were legally protected through
rr environmental features
dedication or covenantfor environmental reasons. By working with integrated and innovative
and areas that require
sustainable design solutions, a balance between development and conservation can be
special recognition and
achieved to provide safe, attractive, and affordable development, along with recreational
management to promote
opportunities and protection of highly sensitive fish and wildlife habitat. For environmental
sound environmental
permit areas around watercourses and steep slopes, coordination of professionals and
practices.
municipal staff is required to ensure protection of significant natural features, hazard
mitigation for safe development, and enhancement opportunities that occurs with each
development application.
32
28
24
20
16
m
12
8
4
0
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
2010
Dedicated Pad
Covenant
For - information,please •
David Tieu, Mapping and Graphics Technician
Telephone: 604-463-5221 ext. 5251 Email: dtieu@mapleri65e.ca
Scorecard last updated.:
March 9, 2017
City of Maple Ridge - 2016 Annual Report
Page 15
2016
Protect Environmentally Sensitive Areas
Water Course
Strategic Direction & Progress Report
25 10 1 16 60 � 1260
EN07
7.15 a 10.53 1 2660 1 298
Slope
Amenity
3.00
0.10
1.40
1.20
0.40
5.69
0.10
7.19
0.18
3.60
0.38
0.72
0.82
Storm Water
0.80
0.02
Gectech
3.10
0.10
3.00
0.97
0.34
Veg Retention
0.10
1.90
1.50
0.06
1.38
1.09
Habitat
3.10
2.90
4.90
3.30
9.20
0.47
Dyke
Trail
2.70
0.10
Other
Total Area Protected
30.20
20.20
17.80
12.60 1
14.75
30.04
5.86
This chart represents the number of hectares of land that were legally protected through dedication or covenant for
environmental reasons.
In each year, the Total Area Protected does not necessarily equal the sum of the differenttypes of Protected Areas because
each area may have more than one reason for being protected, therefore, the area reflects the total physical area protected
in that year. For example if 0.5 hectares were protected for watercourse and slope reasons, those 0.5 Hectares only get
counted once in the total.
Definitions:
Watercourse - Dedicated areas of a park or covenant for watercourse protection
Slope - Covenants for slope protection, erasion protection, visual aesthetics
Amenity - Dedicated areas of park or covenant for special amenity reasons such as rock bluffs, unique/mature tree stand,
or natural heritage sites
Stormwater - Covenants for natural stormwater protection. This is different from covenants for stormpipes
Geotech - Covenants for no build areas due to geotechnical reasons
VegRetention - Dedicated areas of a park or covenant for vegetation retention purposes
Habitat - Dedicated areas of a park or covenant for habitat protection
Dyke - Dedicated areas of a park for dyke protection
Trail - Dedicated areas of a park for trail purposes
Other - Other areas protected for environmental purposes due to unspecified reasons
The Protected Areas feature class was created to help Planners to more easily identify areas within Maple Ridge that have
been protected for environmental reasons. A Dedicated Park that was meant for public use would not be included, but a
Dedicated Park that was created for watercourse protection would be part of the Protected Areas feature class. The
reasoning for Dedicated Parks that are included is from information provided by Planners as well as from personnel that
have knowledge of the parks in Maple Ridge.
In cases where part of a Dedicated Park is for public use and another part of the park is for environmental protection, that
portion of the park was extracted to be part of the Protected Area. Covenants created for slope, geotech, vegetation
retention, habitat protection etc, would be included in the Protected Area feature class, whereas covenants for septic
systems would not be included. The reasoning for the covenant, if stated on the legal plan, would be attributed as such.
There will be occurrences where there is no reasoning for either, but was understood that those areas were protected for
environmental purposes.
For more information:
Scorecard last updated.:
March 9, 2017
City of Maple Ridge - 2016 Annual Report
Page 16
Protect Environmentally Sensitive Areas
Strategic Direction & Progress Report
City of Maple Ridge - 2016 Annual Report
Page 17
SG01
Performance Reporting Scorecard
/
Focus Area: Smart Managed Growth
CentreTown Density
Measure: The number of
residential units in the Town Centre
(1) Toaocommodate Why is residential densityso importantto ourTown Centre?
11,065 residential units
within the Town Centre Our goal is to achieve a vibrant and robust Town Centre. One of the key measures is through creatinggreater residential
by the year 2021 density that includes a range of housing forms and affordable housing choices. People who live in the Town Centre are able to
walk to nearby shops, services, entertainment, and recreation activities. As such, Town Centre residents may choose not to
(2)To accommodate own a vehicle and use public transit for further destinations. A high density population living in the Town Centre will create
50% of Maple Ridge's greater
demand for more business and improved public transportation, thereby reducing reliance on cars and roads.
population growth in the
Town Centre
Total b- of r -Town Centre
10,000
9,000
.4 8,000
7,000
w_
6,000
`m
5,000
® 4,000
E= 3,000
Z 2,000
1,000
0
Baseline 2002
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Baseline 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Target 5,152 5,473 5,794 6,115 6,436 6,757 7,078 7,399 7,720 8,041 8,362 8,683 9,004 9,325 9,646
New Units
J,831
Apartments,689 97 2 - - - - 438 215 129 160 46 254 86 222
Townhouses444
- 4 - - - - 29 - 9 - - 10 - -SIrI
Family Home698
32 13 14 15 3 1 3 - 2 - 1 3 2 1
Cumulative Total 14,831 1 4,960 1 4,979 1 4,993 1 5,008 5,0111 5,012 1 5,482 1 5,697 5,837 5,997 6,043 6,308 6,397 6,621 6,622
For r- information,please contact:
Laura Benson, Manager of Sustainability & Corporate Planning
Telephone 604-466-4338
Email: Ibenson@manleridge.ca
Scorecard last updated:
March 31, 2017
Town Centre Density
City of Maple Ridge - 2016 Annual Report
Page 17
Strategic Direction & Progress Report
19G01
6 Percentage of Residential Units Built that are Located in the Town Centre
mi
m-
50%
3
0
~ 40%
30%
m
20%
3
10%
0
0%
2002 2003 2004
2005
2006
2007
2008
2009 2010 2011 2012
2013
2014
2015
2016
2002
2003
2004
2005
2006
2007 2008 2009 2010 2011
2012
2013
2014
2015 2016
Target 1 50% 1
50%
50%
50%
50%
50% 50% 50% 50% 50%
50%
50%
50%
50% 50%
New Residential Units Constructed in Maple Ridge
% Located in the Town Centre 25% 1
4%
4%
4%
1%
0% 56% 45% 26% 34%
11%
51%
21%
32% 0%
2016
The decrease in residential development in the Town Centre is due to the expiry of incentive funding in 2014, and subsequent completion of
remaining projects in 2015. In 2016, 1 home was granted occupancy in the Town Centre. The unit signifies a .2% growth in Town Centre residential
units. Of all the residential units granted occupancy in Maple Ridge this year, less than 1% were located in the Town Centre.
As in previous years, the data shown in the graphs is based on Occupancy Permits issued. Although incentive funding for residential Town Centre
Investment concluded in 2014, participating projects account for a portion of the Occupancy Permits granted in 2015. This year 222 apartments and
2 single-family dwellings were granted occupancy in the Town Centre area. Of all 2015 residential Occupancy permits granted in Maple Ridge 32%
were located in this area, accounting for 3.5% of area growth.
The data shown is based on Occupancy Permits issued. Although the residential portion of the Town Centre Investment Incentive Program concluded
at the end of December, 2013, construction projects under the program are still underway. As the units obtain Occupancy Permits, they will be added
2014 to the annual growth data. In 2014, 86 apartments and 3 houses were granted occupancy in the Town Centre. These units signify a 1.4% growth in
Town Centre residential units. Of all the residential units granted occupancy in Maple Ridge this year, 21% were located in the Town Centre.
Additional i f
For more information on the incentive program: View Town Centre Investment Incentive Program
ITo view a map of projects supported by the program: View Mar)
Scorecard last updated:
March 31, 2017
City of Maple Ridge - 2016 Annual Report
Page 18
Town Centre Density
Strategic Direction & Progress Report
SL09
-4 MAPLE RIDGE Performance Reporting Scorecard
Columbia Focus Area: Safe and Livable Community
Low Income Citizens Accessing-ation Services
Measure:
- -
Measure: Percentage of low income ctizens receiving low-cost recreation assistance
Increase participation of Parks & Leisure Services offers a number of low-cost recreation opportunities
those not currently to ensure that services are accessible to all citizens. In addition, the
involved in leisure department oversees the Participation Program, which provides reduced
activities due to admission and registration fees to families with a low-income. The department
financial barriers. also collaborates with other agencies such as School District No. 42 and
corporate sponsors thatsupport recreation access initiatives.
25%
20%
15%
10%
5%
0%
Low Income Citizens Receiving Assistance
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Christa Balatti, Recreation Manager, Health and Wellness
Telephone: 604-467-7310 Email: cbalatti@maoleridl?e.ca
Scorecard last updated.:
September 22, 2016
Low income Citizens Accessing Recreation Services
City of Maple Ridge - 2016 Annual Report
Page 19
Strategic Direction & Progress Report
SL09
2016 Reporting for this year includes both Pitt Meadows and Maple Ridge data. 2017 reporting
will only feature City of Maple Ridge population data as a result of the dissolution of the Joint
Leisure Services Agreement.
2015 We have seen a slight decrease in the Participation Program registration, which maybe due
to additional low cost barrier programming being offered within the recreation facility.
2014 We have seen a slight decrease in the Participation Program registration, which maybe due
to other community based funding sources that are available for children and youth
accessing recreational services.
2013 This slight decrease in the percentage of population served is likely due to a number of
additional funding opportunities within our community in which citizens are able to access a
number of community and recreation -based services at a reduced rate.
For more information on the Participation Program: View Participation Program webpage
Scorecard last updated.:
September 22, 2016
Low income Citizens Accessing Recreation Services
City of Maple Ridge - 2016 Annual Report
Page 20
Strategic Direction & Progress Report
SL14
MAPLE RIDGE Performance Reporting Scorecard
Focus Area: Safe and Livable Community
••571 u- ��-• -
Measure: 1) The number of property crimes committed 2) The number of offences per 1,000 population
To realize a downward Our local RCMP detachment focuses on intelligence -led policing, implementing
trend in the number of strategies that address community crime problems, identifying emerging
property offences in our problems, prolific offenders and hotspots so that criminal intelligence has a
community. coordinated effect in targeting the decrease of property crime offences in our
communities.
6,500
6,000
5,500
V 5,000
4,500
4,000
3,500
3,000
K 2,500
a` 2,000
*0 1,500
1,000
500
0
Property Crime Offences Activity
2008 2009 2010 2011 2012 2013 2014
Number of Property
2009
Crime Offences
2010
2011
2012
2013
2014
4,233
4,012 3,338
3,379 3,105
Maple Ridge
Pitt Meadows
Coquitlam
Mission
4,471
815
4,864
2,247
630
655
691
585
953
5,332
4,683 4,619
4,758
2,317
5,850
5,172
2,135
5,382
2,438 2,127
1 2,253
5,791
6,490 5,726
1 6,469
*Data Source, Stats Canada Incident -based crime statistics, by detailed violations and police services, British Columbia
Maureen Jones, Senior Manager of Police Services
Telephone: 604-467-7630 Email: miones@mapleridp-e.ca
Scorecard last updated.:
September 22, 2016
City of Maple Ridge - 2016 Annual Report
Page 21
Property Crime Offences
Strategic Direction & Progress Report
SL14
Property Crime Offences - 000 Population
90
80
N 70
U
60
50
c`a
40
0.
0
A: 30
0
# 20
10
0
2008 2009 2010 2011 2012 2013 2014
2009 2010 2011 2012 2013 2014
Number of Property Crime Offences Per 1.000 Population
Maple Ridge 59.26 52.15 42.78 42.72 38.81 52.32
Pitt Meadows 47.02 35.43 36.06 37.51 31.38 50.51
Coquitlam 38.78 36.57 35.54 36.09 38.77 39.50
Mission 61.06 65.68 57.05 61.41 56.06 58.87
56.15 61.60 53.49 53.86 48.93 58.08
ReportStatus
All years Property Crime Offences Per 1,000 Population represents the number of property crime
offences that have occurred in a calendar year for each group of 1,000 people. The property
crime rate is calculated by dividing the number of property crimes per 1,000 population.
Additional
For more information on Policing: View Ridge Meadows RCMPwebsite
Scorecard last updated.:
September 22, 2016 Property Crime Offences
City of Maple Ridge - 2016 Annual Report
Page 22
Strategic Direction & Progress Report
SL16
• - Performance Reporting Scorecard
Focus Area: Safe and Livable Community
C-• - C- ••• - u- • •- •.• ••11 111 111111111
• - I.M.
Measure: Percentage of residential structure fires responded to by four personnel in less than 7 minutes
To respond to calls
within the urban
response area within 7
minutes, 90% of the
time.
100%
80%
60%
400
200
Oho
Prior to 2005, the Maple Ridge Fire Departmentwas composed of paid -on-call
members, who responded to emergency calls on a volunteer basis. In a growing
community where 65% of the workforce are employed outside the municipality,
the low numbers of volunteers responding, particularly during weekday daytime,
was becoming a concern. A strategy to move toward a composite fire service
delivery model, made up of paid -on-call and full-time career firefighters, was
developed as part of a Fire Master Plan. Because of the significant cost to the
community, this plan is being implemented gradually. The results are being closely
monitored. The hiring of full-time career fire fighters is intended to reduce the time
ittakes to respond to emergency calls in the urban response area.
Urban Response Zone Calls Responded to within 7 Minutes
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
2011
2012
2013
2014
2015 2016
Target 90%
90%
90%
90%
90% 90%
Actual
82%
86%
81%
82%
79% 83%
Howard Exner, Fire Chief
Telephone: 604-463-5880 Email: hexner@mapleridge.ca
Scorecard last updated.:
February 28, 2017 Reduce Response Time in the Urban Response Zone
City of Maple Ridge - 2016 Annual Report
Page 23
Strategic Direction & Progress Report
SL16
2016 Responding to calls in the the Urban Response Zone, the Maple Ridge Fire Departmentwas
able to achieve a response time of seven minutes or less 83% of the time.
2015 Responding to calls in the the Urban Response Zone, the Maple Ridge Fire Department was
able to achieve a response time of seven minutes or less 79% of the time.
2014 There is a slight change to the numbers reported in previous years as we learned that the
Tower Truck was not included in the 2014 data change. The Tower Truck is now included in
the data captured for a 4 -firefighter crew to arrive on scene to a residential structure fire in
the Urban Response Area as outlined in the Fire Master Plan.
2013 Hired additional firefighters to cover vacation relief. There is a slight change to the numbers
reported in previous years as the methodology used has been updated to reflect the time for
a 4 -firefighter crew to arrive on scene to a residential structure fire in the Urban Response
Area as outlined in the Fire Master Plan. This more accurately reflects the Fire Master Plan's
Urban Response standard. In previous years, the data captured the arrival of the firstfire
department vehicle.
2012 In 2012, both Fire Hall #1 and Fire Hall #3 were staffed 24/7 with a total crew of 11.
2011 Four full-time firefighters were hired and Fire Hall #3 was staffed 24/7.
Additional . r
A target of 7 minutes, from dispatch to arrival at the scene is comprised of 1 - minute dispatching, 2 minutes -
Iturnout -(firefighters to don personal protective equipment and the truck leaving the Hall), 4 minutes -travel time
from the Fire Hall to the scene in the Urban Response area is intended to be met 90% of the time.
Maple Ridge Fire Master Plan
In early 2003, Municipal Council of the City of Maple Ridge directed a review of the existingfire service delivery model
and asked for advice on what the Fire Department will need to look like to serve a growing community. Council
direction was specificallyto the Fire Chiefs and the GM: Corporate & Financial Services, who then enlisted the help of
the Assistant Chiefs and paid -on-call fire-fighters in developing this plan.
The Master Planning Committee Was Tasked With:
• Quantifying the fire department's current standard of service.
• Researching and developing a recommended level of service.
• Identifying the gaps between the current level of service and the recommended service level.
• Providing recommendations to address the identified gaps in service.
In Response To These Assigned Tasks The Committee:
• Developed a list of core services the department should deliver.
• Identified the training requirements to deliver these Core Services.
• Researched and developed recommended emergency response standards.
• Prepared a recommended frequency of fire inspections.
• Proposed a list of proactive public education initiatives.
• Quantified the statutory requirements for fire hall and equipment maintenance.
• Identified specific initiatives aimed at reducing property damage and personal injury as a result of fires.
The Key recommendations of the report support the:
• Development of a composite model of Fire Department staffing.
• Implementation of a residential sprinkler bylaw.
• Development a community smoke alarm program.
• Implementation of alarm monitoring for apartments.
• Implementation of Urban, Protected Growth and Rural Response Standards.
• Construction of Fire Hall #4 in the Albion /Cottonwood area.
For information on the Maple Ridge Fire Department: View Fire & Rescue webrwe
Scorecard last updated.:
February 28, 2017
Reduce Response Time in the Urban Response Zone
City of Maple Ridge - 2016 Annual Report
Page 24
Council Committees, Commissions and Other Appointments
The Mayor annually appoints members of Council to sit on the Board of various committees and government agencies.
The appointments for 2016 - 2017 are as follows:
Standing Committees are established by the Mayor for matters
considered best dealt with by committee. At least half the members
of a standing committee must be Council members. Standing
Committees are:
• Audit & Finance Committee
• Committee of the Whole
Select Committees and Commissions are established by Council to
consider or inquire into any matter and to report its findings and
opinion to Council. Generally, at least one member of a select
committee must be a Council member. Select Committees are:
• Active Transportation Advisory Committee
• Advisory Design Panel
• Agricultural Advisory Committee
• Community Heritage Commission
• Economic Development Committee
• Environmental Advisory Committee
• Maple Ridge Resilience Initiative
• Mayor's Open Government Task Force
• Municipal Advisory Committee on Accessibility Issues
• Parcel Tax Review Panel
• Policing Task Force
• Public Art Steering Committee
• Social Policv Advisory Committee
Members of Council represent Maple Ridge on the boards of these
agencies:
• Fraser Basin Council
• Fraser Valley Regional Library
• Mayors' Council on Regional Transportation
• Metro Vancouver Regional District
• Metro Vancouver Aboriginal Relations Committee
• Metro Vancouver Climate Action Committee
• Metro Vancouver Housing Committee
• Metro Vancouver Mayors Committee
• Metro Vancouver Performance and Audit Committee
• Metro Vancouver Regional Homelessness Task Force
• Metro Vancouver Regional Parks Committee
• Metro Vancouver Regional Planning Committee
• Metro Vancouver Utilities Committee
Members of Council serve as a link between these community
organizations and the City:
• Alouette River Management Society
• Business Improvement Association
• Chamber of Commerce
• Emergency Planning Committee
• Fraser Health Authority
• Fraser Regional Correctional Centre
• Malcolm Knapp Research Forest Community Advisory Board
• Maple Ridge Pitt Meadows Arts Council
• Pitt Meadows Airport Society
• Ridge Meadows Recycling Society
• Ridge Meadows Seniors Society
• Ridge Meadows Youth Justice Advocacy
City of Maple Ridge - 2016 Annual Report
Page 25
Services Provided by City Departments
Maple Ridge's operational and administrative
structure is comprised of four divisions and their
subsequent departments:
Administration
Chief Administrative Officer - E.C. (Ted) Swabey
The Administration Division of the Office of the CAO is
responsible for the overall administration of all
departments, developing corporate policy, providing
leadership and direction for senior staff in the day-to-day
and long-term business affairs of Maple Ridge in
accordance with Council's Strategic Plan and providing
advice to Council about City organizational and operating
procedures. The division consists of: Communications,
Economic Development, the Emergency Program, Human
Resources and Sustainability & Corporate Planning.
Communications
Manager of Corporate Communications - Fred Armstrong
The Communications Department works with all City
departments as well as Mayor and Council to provide
important information to citizens and stakeholders of the
City of Maple Ridge. Communications develops content
and messages for the City website, social media, media
releases and face-to-face interactions to ensure that
information is available in a timely fashion, is open,
transparent and accessible to the widest possible
audience.
Economic Development
Manager of Economic Development - Lino Siracusa
Economic Development provides investment
attraction, business retention and expansion programs,
as well as film production liaison services. We work with
local business associations such as Downtown Maple
Ridge Business Improvement Association and the
Chamber of Commerce, and provincial and federal
government agencies involved in business and economic
development. We also provide administrative support and
staff liaison to the Economic Development Committee to
Council, and its related task force groups. In 2016 the
Economic Development office also gained responsibility
for Tourism marketing and product development.
Emergency Program
Emergency Program Coordinator - Patrick Cullen
The Emergency Program ensures that Maple Ridge
and its residents are adequately prepared to respond to
an emergency event. The Program provides opportunities
for coordinated joint operations and training to staff,
volunteers, businesses and the community in the areas of
preparation, response and recovery. The intent is to
ensure those involved in the emergency response system
are well versed and capable of implementing the British
Columbia Emergency Management System (BCEMS)
model. In an emergency, citizens may find themselves on
their own for an extended period of time. The intent is
also to encourage residents to develop personal and
family emergency plans and to volunteer to assist their
neighbourhood and their community to begin the recovery
process.
The Emergency Program is also responsible for
providing Emergency Support Services (ESS). ESS is a
provincial emergency response program through which
staff and local ESS volunteers provide short-term
assistance to residents of Maple Ridge and Pitt Meadows
who are forced to leave their homes because of fire,
floods, earthquakes or other emergencies. This
assistance includes food, lodging, clothing, emotional
support and family reunification. ESS is typically available
for 72 hours, but in some instances the Province may
extend support for a longer period of time.
Through an agreement with the City of Pitt Meadows,
the Program also provides for integrated planning and
response to emergencies impacting both communities.
Human Resources
Director of Human Resources - Frances King
Human Resources provides an array of people -
related programs and services designed to engage staff in
their work and to maximize their full potential in
contributing to the achievements of Maple Ridge.
Team members provide professional advisory and
consulting services in recruitment and retention;
organizational development; learning and development;
performance management; employee and labour
relations; health, safety and wellness; compensation;
payroll and benefits administration; rewards and
recognition.
City of Maple Ridge - 2016 Annual Report
Page 26
Services Provided by City Departments
Sustainability & Corporate Planning
Manager of Sustainability & Corporate Planning -
Laura Benson
The Sustainability & Corporate Planning Department
develops and administers a formal business planning
framework to maintain strategic alignment throughout the
organization, and accountability mechanisms to ensure
the organization remains transparent and on -track.
The department manages community energy and
greenhouse gas emissions planning and reporting,
research, policy development and projects. Additionally,
the department manages a coordinated, interdepart-
mental approach to sustainability, including corporate
energy and emissions, waste reduction and water
conservation, and community energy management.
Corporate & Financial Services
General Manager - Paul Gill
The Corporate & Financial Services (CFS) Division
provides a wide variety of services to Mayor and Council,
and to City Departments. The Division is comprised of five
Departments: Clerks, Finance, Information Technology,
the Fire Department and the civilian side of the RCMP.
The services that we provide include coordinating
Council work, managing revenue and cost control,
developing business and financial plans, supporting
property and risk management efforts, provision of
information technology services and developing policies,
procedures and practices contributing to the well-being of
the organization. As well, we spend time answering a wide
range of enquiries from our citizens.
We also take a leadership role at a number of
regional tables.
Clerk's
Manager of Legislative Services & Emergency Program -
Laurie Darcus
The Clerk's Department is responsible for supporting
legislative statutory and procedural support to the
Organization. Responsibilities include agenda
preparation, recording of official minutes, administration
and certification of bylaws and the execution of legal
documentation. The department administers the
Corporate Records Management Program and is
r�
s
_"17
4,
responsible for compliance with Freedom of Information
and Protection of Privacy legislation. The general local
and school district elections as well as by-elections,
assent of the electors and plebiscites are conducted
through the Clerk's Department.
The Clerk's Department is the liaison between the
contract legal service providers, Council and staff. The
department is also responsible for providing Council with
up-to-date legislative, statutory and procedural infor-
mation in the increasingly complex legal environment in
which local governments operate.
The Property Management section is responsible for
the acquisition and disposal of all of the land needs at the
best possible value to the taxpayer. The administration of
all rental properties falls to the department. The Risk
Management Program for loss control and insurance is
C1 a function of the Clerk's Department.
Finance
Manager of Accounting - Catherine Nolan
Manager of Financial Planning - Trevor Thompson
Manager of Revenue & Collections - Silvia Rutledge
The Finance Department serves as business advisors
to the organization, developing creative solutions to
achieve the City's financial and business objectives.
Through cooperative interaction with customers & staff
we support the administrative and fiscal needs of the City
within a framework that ensures sound fiscal governance.
We support Council's open government initiative through
the provision of reports that enables Council to review
and monitor city finances and through our involvement
with Council's public input sessions
Specific functions include preparing and monitoring
the Five -Year Consolidated Financial Plan and the Annual
Consolidated Financial Statements, preparing and
interpreting interim financial statements, levying and
collecting City taxes and utility fees, processing accounts
payable and receivable, developing and maintaining
financial systems, investing and safeguarding Maple
Ridge's financial assets, conducting internal audits and
general cashiering services.
The department is also responsible for reporting on
financial matters to the Audit & Finance Committee.
City of Maple Ridge - 2016 Annual Report
Page 27
Services Provided by City Departments
Information Technology We have three main tenants of service that serve our
Chief Information Officer - Christina Crabtree
The goal of the Information Technology Department
(IT) is to enable the City to leverage technology solutions
that meet business objectives while providing an
excellent customer experience. The IT Department is also
responsible for managing corporate computing devices,
data resources and hardware and software infrastructure.
The IT team supports the operation of over 425 business
computers, 100 virtual servers and 42 physical servers;
in total, over 1000 networked devices and all associated
telecommunications, applications and databases across
over 10 locations.
More than 20 different enterprise -wide business
systems run on the computing network, including
financials, property, taxation, payroll, asset management,
budget, recreation, business licences, incident
management, action requests and the Geographic
Information System. The department maintains corporate
communications assets which include telephone, email,
networks, switches and servers.
Beyond day-to-day operations, the department also
coordinates strategic technology direction and
investments, develops common standards and
architectures and provides business solutions to help
frontline departments deliver public services efficiently.
A major service area for the department is in provid-
ing technical advice, data management and reporting as
well as developing business solutions to maximize the
use of our technology investments and add value to the
business units in their use of information technology.
Maple Ridge Fire Department
Fire Chief - Howard Exner
Our MISSION STATEMENT says what we do - Protect
Life, Property and the Environment. We do this with dedi-
cated and well trained paid -on-call and career firefighters,
chief officers and administrative support staff.
The Fire Department is committed to utilizing and
strengthening our composite model using a core of full
time firefighters for the day to day duties, while
maintaining a large pool of trained paid -on-call firefighters
for large scale emergency events. This model is very
innovative in the industry and financially sustainable.
City:
• Operations
• The Fire Department relies heavily on cross -training in
multiple disciplines to ensure that the department
functions safely, effectively and efficiently in a
multitude of operations, e.g. fires, medical aids,
rescues of both people and animals and other public
assistance.
• Fire Prevention
• The department is actively engaged in proactive fire
prevention measures such as fire and life safety
inspections, public education, development planning
and bylaw development that contribute to promoting
a safe and livable community.
• Administration
• The business of operating the Fire Department is the
responsibility of the administration division. This
group is charged with the difficult task of balancing
service demands with affordability in a sustainable
fashion. We also conduct the day to day duties of
running the fire department.
• The Chief Officers each assume specialized
administrative duties as well as assuming the role of
Duty Chief on a rotating basis.
Ridge -Meadows RCMP/Police Services
Officer in Charge - Superintendent David Fleugel
The Ridge Meadows RCMP Detachment is proud to
provide policing services for Maple Ridge and Pitt
Meadows. The detachment is fully integrated between
both cities and operates the hub of operations in Maple
Ridge supplemented by a newly renovated and expanded
Community Police Office in Pitt Meadows. The Ridge
Meadows RCMP currently has 121 police officers on
strength, with 96 assigned to Maple Ridge, 22 assigned
to Pitt Meadows and 3 funded by the Province of BC.
Maple Ridge and Pitt Meadows also contributes the
equivalent of 12 members in integrated (Metro Vancouver
area) specialized integrated teams.
45 City employees provide operational and
administrative support for exhibits, prisoner guarding,
client services, records management, crime analysis,
court services. media relations. and fleet maintenance.
City of Maple Ridge - 2016 Annual Report
Page 28
� 'W"i Tater ,: wo
Services Provided by City Departments
In addition, the detachment has a robust volunteer
program and an active and dedicated volunteer base who
are passionate about community, public safety and crime
prevention programs such as Citizens on Patrol, Citizens
Bike Patrol, Speed Watch, Block Watch and the RCMP
Auxiliary Constable Program.
The Ridge Meadows RCMP's strategic priorities are
based on three broad focus areas. They are Increased
Community Safety, Effective and Efficient Policing and
Continuous Improvement. The detachment achieves their
objectives through a variety of critical partnerships within
the community and the citizens and also through a crime
reduction strategy, community policing and crime
prevention programs.
Parks, Recreation & Culture
General Manager - Kelly Swift
The Parks, Recreation & Culture (PRC) Division's role
is to ensure planning and coordination of resources in the
management and development of parks, facility opera-
tions and delivery of recreation and cultural services. In
addition, PRC provides opportunities that build individual,
neighbourhood and community capacity by connecting
citizens and groups through education sessions,
workshops and planning groups to support community -
Identified community needs are addressed by a
variety of approaches from the direct provision of services
to establishing partnerships that leverage expertise and
funding from other sources. In addition, we are
responsible for carrying out corporate initiatives as
directed by Council and attend to enquiries and requests
for assistance the public.
The division consists of two departments: Parks &
Facilities and Recreation & Community Services.
Parks & Facilities
Director of Parks & Facilities - David Boag
Parks, Facilities & Open Space provides and
maintains a wide variety of recreational sites that
contribute to healthy lifestyles in this rapidly growing
community. The Parks Planning and Operations section is
responsible for the acquisition, planning and
development of parks in accordance with the Parks,
Recreation and Cultural Master Plan and the mainte-
nance of the City's parks system, which includes sport
fields, playgrounds, sports courts, dog parks as well as
ornamental displays, street trees, an extensive trails
inventory and a large number of greenbelt areas. This
section also operates and maintains two City owned
cemeteries and provides administration for interment
services, recordkeeping and public inquiries.
The Facilities section, in cooperation with the
Recreation & Community Services Department, provides
maintenance services to a number of public meeting and
sport/athletic activity facilities, including the Leisure
Centre, Greg Moore Youth Centre, Hammond Hall,
Whonnock Lake Community Centre as well as spray parks
and an outdoor pool.
Other municipal facilities, including the public library,
the ACT, museums, arena, a golf course and historic sites,
are operated in partnerships with other contractors or
organizations. The section also maintains City facilities
including the City hall, fire halls and public safety
buildings, as well as rental and leased properties
throughout the community.
Recreation & Community Services
Director of Recreation & Community Services -
Wendy McCormick
The Recreation & Community Services Department
recognizes that community engagement, and active living
is essential to personal health and quality of life. Staff
liaisons encourage and support citizens and groups to
contribute to positive change by mobilizing their assets,
passions, knowledge, skills and relationships to inspire
and support a caring and vibrant community.
In cooperation with the Parks & Facilities
Department, Recreation & Community Services operate
facilities including the Maple Ridge Leisure Centre, Planet
Ice, the Maple Ridge Library and a number of community
halls. This is done in collaboration with various not-for-
profit community organizations, agencies and businesses
such as; the Golden Ears Winter Club, Planet Ice, Fraser
Valley Regional Library and School District No. 42. In
addition, this department acts as a liaison and provides
support to the Arts Council, the Ridge Meadows Seniors
Society, the Maple Ridge Historical Society and Museum
City of Maple Ridge - 2016 Annual Report
Page 29
Services Provided by City Departments
Society through Operating Agreement models. These
Engineering
organizations manage the operation of facilities,
Municipal Engineer - David Pollock
programs and services. Public art programs are supported
The core driver for the Engineering Department is
through the Maple Ridge Public Art Advisory Committee.
ensuring that the residents of the City of Maple Ridge can
Services include the delivery of recreation and
rely upon high quality infrastructure services including
education programs in arts and culture, aquatics, fitness,
drinking water, sanitary sewage collection, rain water
sport, day camps, ice-skating and more through drop-in
discharge as well as the multi -modal transportation
and pre -registered delivery models. Other services
network.
include; recreation access programs and supports,
y
participating and facilitating community planning tables
128 Avenue
Imi3roveme
for healthy community initiatives. Customer service
functions include facility, field and arena bookings,
program registration, membership and admission
processing.
The Recreation & Community Services Department is
comprised of the following function areas: Youth Services,
Neighbourhood Services, Social Planning, Seniors
Services, Arts, Culture and Heritage, Festivals & Special
d
Events and Volunteer Services, Children's Recreation,
Aquatics, Health and Wellness, Business Operations,
Marketing and Promotions, Facility Booking and Facility
Infrastructure project planning and implementation.
Recreation and Community Services work with community
networks and partners to ensure that there are an
abundance of opportunities for citizens to connect,
engage, participate and contribute to community and
opportunities to strengthen the capacity of both
individuals and community organizations. The department
provides programming for all ages by meeting community
needs for opportunities to experience health and
wellness, general interest, childcare and lifelong learning
programming. Services are delivered directly through the
operation of facilities such as the Maple Ridge Leisure
Centre and Hammond Pool or through community
partners.
Public Works & Development Services
General Manager - Frank Quinn
The Public Works & Development Services (PWDS)
division is responsible for carrying out corporate initiatives
as directed by Council. PWDS provides leadership in the
implementation of services including development
processing, the issuance of building permits and business
licences and the construction, operation and
maintenance of City infrastructure. In addition, the
division attends to enquiries and requests for assistance
from the public. The people in the division strive to
provide excellent customer service and present a
business friendly'How Can I Help?' approach.
The division continues to work with its partners such
as the Urban Development Institute, and Greater
Vancouver Homebuilders Association and the Downtown
Business Improvement Association to ensure its
processes align with Best Practices. The Division sees
public consultation being at the forefront of its activities
and continues to build a successful public consultation
process to engage and inform residents.
The Engineering Department develops and
implements initiatives and programs to construct
municipal infrastructure services in support of ongoing
growth throughout the City as well as maintaining the
existing infrastructure through the complete life cycle.
The foundation for the management of municipal
infrastructure is a suite of coordinated Master Plans that
cover all infrastructure sectors.
Capital project definitions, along with appropriate
funding sources are developed for consideration in the
City's Financial Plan. The Engineering Department staff
oversee those projects through conception, design,
tendering, construction and administration for roads,
sewers, drainage and water works.
Land development applications are reviewed for
compliance with the City standards and the confirmation
of the infrastructure servicing requirements.
The management of the overall transportation system
includes consideration of all travel modes - walking,
cycling, transit as well as vehicles. Rapid growth
throughout the City, especially where developments occur
in a non-linear manner often provides challenges,
especially for sidewalk connectivity.
The City's ability to respond to large-scale emergency
or disaster situations is critical and the Engineering
Department plays a significant role within the City's
Emergency Operations Centre, providing professional
expertise and advice on a large range of hazard mitigation
and risk management issues.
The Engineering Department works in close
cooperation with other departments within the City and
staff also provide information and technical expertise to
internal City committees as well as a number of external
regional committees.
City of Maple Ridge - 2016 Annual Report
Page 30
Services Provided by City Departments
Licences, Permits & Bylaws
Chief Building Officer - Stephen Cote-Rolvink
Manager of Bylaw & Licensing Services - Robin MacNair
The Licences, Permits & Bylaws Department
contributes to the corporate vision by identifying policy
initiatives that enhance Maple Ridge's "business friendly"
approach by pursuing compliance of City bylaws in a fair
and consistent manner; ensuring that all construction
works carried out within the City comply with the
conditions detailed within the Maple Ridge Building Bylaw
by providing excellent customer service. The Department
works closely with development and building communities
through participation on the Development Liaison
Committee and hosting Builders Forums.
The department also works closely with the Economic
Development Department issuing business licences and
providing enhanced customer service. The department
also administers the dog licence program and works with
the BCSPCA with regard to animal welfare.
Operations
Director of Engineering Operations - James Storey
The Operations Centre takes pride in providing
efficient, proactive and responsive customer service to
our residents. Personnel monitor and maintain roads,
sidewalks, signage, street lights, traffic lights, fleet
equipment, storm water management, water distribution,
sewage collection and City procurement.
Operational focus is on the health and safety of the
citizens of Maple Ridge, while protecting the large
investment in public works, underground infrastructure
and environment. The Operation Centre is committed to
providing essential and convenient services at a minimum
cost to taxpayers, in an efficient manner to meet current
and future needs.
Planning
Director of Planning - Christine Carter
The Planning Department supports Council's
direction through the creation and application of a
number policies, regulations and bylaws. These
documents are not only used as a guide for decision
making, but also establish the procedures under which
development applications are processed, and how
information is disseminated within the Community.
After Council has set policy guidelines for the
community, the department works to ensure that area
residents are kept informed, and that development
complies with zoning specifications, environmental
legislation, health regulations and any form and character
for a development area. To carry out this work, the
department coordinates the flow of information with a
number of internal departments, stakeholder groups and
agencies involved in a development application.
The department provides information, recommenda-
tions and technical expertise in the development of policy
as well as providing technical assistance to committees of
Council. The department also supplies information and
works closely with external agencies (e.g. Agricultural
Land Commission, Metro Vancouver).
The department has a group of environmental
specialists who together with planners and engineers are
working so that Maple Ridge achieves the highest
standards of environmental stewardship and
sustainability. This team works in the field to assess the
impacts of project applications, and also works with
Council to develop environmental policies to align with
Council's direction and Provincial regulations. These
policies and regulations form part of a comprehensive
framework that is used to guide decisions around
planning and land use in the community.
Ridge Meadows Recycling Society
Ridge Meadows Recycling Society (RMRS), a
community-based, charitable non-profit organization, in
partnership with Maple Ridge, provides Blue Box recycling
collection, operates the Maple Ridge Recycling Depot and
Intermediate Processing Facility and offers education on
environmental issues in Maple Ridge.
As a local employer, with a total of 64 full and part-
time employees, the Society provides entry-level
employment and training opportunities, as well as
supported work and training for adults with
developmental disabilities.
RMRS is an award-winning environmental organiza-
tion that has a highly motivated team who promotes the
3R's (Reduce, Reuse and Recycle), provides excellent
customer service, seeks out partnerships to enhance
recycling services and works to maximize financial and
sustainability returns on recycled commodities.
Supported Work Program
1f �
i
I
City of Maple Ridge - 2016 Annual Report
Page 31
2016 Awards
Maple Ridge is the Recipient of Many Awards for Innovation and Excellence
LAMA AM
Maple Ridge was recognized with a 'Professional
Development Award' from the Canadian Association of
Municipal Administrators (CAMA) for our Business
Administration Diploma Program. The Professional
Development Award recognized our municipality for
developing a unique and innovative professional
development program for our staff that can be used as a
guide for other municipalities. CAMA identified our
program for supporting opportunities for advancement,
providing the ability to applying the learned to our work
environment and engaging our employees at all levels
within our organization.
Maple Ridge received our 201h consecutive 'Award for
Outstanding Achievement in Popular Annual Financial
Reporting'. In order to receive this award, a government
unit must publish a Popular Annual Financial Report
whose contents conform to program standards creativity,
presentation, understandability and reader appeal.
Maple Ridge received our 261h consecutive
'Canadian Award for Financial Reporting.' In order to
receive this award, a government unit must publish an
easily readable and efficiently organized annual financial
report, whose contents conform to program standards.
Such reports should go beyond the minimum require-
ments of generally accepted accounting principles and
demonstrate an effort to clearly communicate the
municipal government's financial picture, enhance an
understanding of financial reporting by municipal
governments and address user needs.
Maple Ridge received our 14th 'Distinguished Budget
Presentation Award.' In order to receive this award, a
governmental unit must publish a budget document that
meets program criteria as a policy document, as an
operations guide, as a financial plan and as a
communications device. (�
Maple Ridge received a 'Gold Award' for the 2014
Citizens Report. Hermes Creative Awards is an
international competition for creative professionals
involved in the concept, writing and design of traditional
and emerging media that recognizes outstanding work in
the industry. Judges are industry professionals who look
for companies and individuals whose talent exceeds a
high standard of excellence and whose work serves as a
benchmark for the industry.
AWARDS
Maple Ridge received the MarCom 'Gold Award' for
the 2014 Citizens Report and the 'Platinum Award' for
the 2015 Citizens Report in the Publications/ Annual
Report/Government category.
The MarCom Awards is an international competition
for marketing and communication professionals involved
in the concept, writing and design of marketing and
communication programs and print, visual and audio
materials. The competition has grown to perhaps the
largest of its kind in the world.
NA10P
COMMERCIAL REAL ESTATE
DEVELOPMENT ASSOCIATION
VANCOUVER (CHAPTER
The Metro Vancouver Chapter of the Commercial
Real Estate Development Association (NAIOP) presented
the City with two awards for Municipal Excellence
recognizing Maple Ridge as the 'Most Improved' and
'Most Business Friendly Municipality' in the region. This
is the second year that Maple Ridge has received these
awards.
National NAIOP Vancouver represents commercial
real estate developers, owners and investors of office,
industrial, retail and mixed-use properties. It provides
strong advocacy, education and business opportunities
and connects its members through a powerful North
American network.
Ak
Maple Ridge was recognized with a 'Honourable
Mention Award' from the Canadian Society of Safety
Engineers and WorkSafeBC for the category under
Regional Government/Cities/Municipalities. The City was
recognized for excellence, professionalism and expertise
in occupational health and safety for our participation in
a series of activities related to safety during NAOSH week
in a creative way that showcased our commitment to
safety.
For More Information on City Awards Visit
wwww, maplerldge. ca/3201A wards
City of Maple Ridge - 2016 Annual Report
Page 32
Summary of Services and Regional Relationships
Maple Ridge is nestled between the Golden Ears
Mountains, part of the Coast Mountain Range, and the
Fraser River. Our City is the sixth oldest and eleventh
largest (by land size) of the 162 municipalities in British
Columbia. Much has changed since the City was
incorporated in 1874 and the City of Maple Ridge now
provides an extensive suite of local government services:
• Building Permits
• Business Licensing
• Bylaw Establishment and Enforcement
• Cemetery Services
• Drainage
• Economic Development
• Emergency Preparedness
• Filming Production Support
• Financial Planning
• Heritage
• Land Use Planning
• Parks, with the exception of Golden Ears Park, which is
a Provincial Government responsibility and Kanaka
Creek and Blaney Bog Regional Parks which are a
Metro Vancouver responsibility
• Police and Fire Protection
• Recreation & Cultural Services
• Sanitary Sewer Collection System
• Storm Water Management System
• Transportation Network
• Waterworks Distribution System
Services that are not an assumed responsibility of Maple
Ridge include:
• Dyking Maintenance and Flood Control - Dyking
Districts partnership with the City of Pitt Meadows and
the Provincial Government
• Garbage Collection and Organics (Private Operators)
• Hospital Care Systems (Provincial)
• Housing and Homelessness (Provincial)
• Public Education (Provincial, local School Board and
Private Schools)
• Sanitary Landfill (Greater Vancouver Sewerage and
Drainage District)
• Social and Health Programs (Provincial)
Maple Ridge issues the property tax notices and acts as a
collection agent for all property taxes. The following levies
are included on the property tax notice; Council does not
have control or responsibility over their levy, expenditures
or operation, except in some instances as a voting
member:
• BC Assessment
• Dyking Districts
• Metro Vancouver
• Municipal Finance Authority
• Provincial Government - School Taxes
• TransLink
Maple Ridge contracts services from other organizations
and is represented on several regional boards, which
provide a variety of services for Maple Ridge residents:
• BC Society for the Prevention of Cruelty to Animals
(BC SPCA)
The BC SPCA is a not-for-profit organization dedicated
to protecting and enhancing the quality of life for
domestic, farm and wild animals in BC. The City has
contracted the BC SPSA to provide domestic animal
impound and shelter services and to enforce the
animal control bylaws.
Emergency Communications for Southwest British
Columbia Incorporated (ECOMM)
E -Comm is the largest 9-1-1 call centre in BC and
provides dispatch services for 35 police and fire
departments throughout the province. E -Comm also
owns and operates the wide -area radio network used
by police, fire and ambulance personnel throughout
Metro Vancouver and the Fraser Valley.
Fraser Valley Regional Library (FVRL)
The largest public library system in BC, with 25
community libraries serving over 700,000 people in its
service area. Funding comes from annual grants from
each of the member communities along with a
Government of BC operating grant. The City of Maple
Ridge provides the space for the library and the
collection and operation of the facility are managed by
the FVRL.
• Greater Vancouver Sewerage and Drainage District
(GVS&DD)
Responsible for major distribution components,
sewage pumping stations and wastewater treatment
plants. Metro Vancouver also works with municipalities
to manage stormwater and drainage issues.
• Greater Vancouver Water District (GVWD)
Responsible for providing clean, safe drinking water
and delivering it to the member municipalities for
distribution by local systems. Metro Vancouver also
plans for water shortage response, watershed
management and water use.
City of Maple Ridge - 2016 Annual Report
Page 33
Summary of Services and Regional Relationships
• Maple Ridge / Pitt Meadows Arts Council Society
The Society operates the Arts Centre Theatre; a 500
seat performance facility, art gallery, event lobby and
arts and cultural programming space, in addition to
providing arts and cultural services to residents.
Metro Vancouver
Metro Vancouver is a federation of 21 municipalities,
one Electoral Area and one Treaty First Nation that
collaboratively plans for and delivers drinking water,
wastewater treatment and solid waste management.
Metro Vancouver also regulates air quality, plans for
urban growth, manages a regional parks system,
workforce, provides labour relations services,
administers the 9-1-1 emergency communications
system and provides affordable housing. The regional
district is governed by a Board of Directors of elected
officials from each local authority
Ministry of Education
Provides Provincial government school system serving
kindergarten to grade 12 students in public schools,
independent schools and home -schooled. The purpose
of the British Columbia school system is to enable the
children enrolled each school year, to develop their
individual potential and to acquire the knowledge, skills
and abilities needed to contribute to a healthy society
and a prosperous and sustainable economy.
Municipal Finance Authority (MFA)
The MFA pools the borrowing and investment needs of
BC communities through a collective structure and is
able to provide a range of low cost and flexible financial
services to our clients equally, regardless of the size of
the community. The MFA is independent from the
Province of British Columbia and operates under the
governance of a board of members appointed from the
various regional districts within the province.
Municipal Insurance Association of BC (MIABC)
Maple Ridge is a member of the MIABC (The
"Exchange") as provided by Section 3.02 of the
Insurance Act of the Province of British Columbia. The
main purpose of the Exchange is to pool the risks of
liability so as to lessen the impact upon any one
subscriber. Under the Reciprocal Insurance Exchange
Agreement Maple Ridge is assessed a premium and
specific deductible for its claims based on population.
Ridge Meadows Recycling Society (RMRS)
Ridge Meadows Recycling Society is a community-
based, non-profit organization, advocating zero waste,
operating responsible waste reduction services and
providing environmental education. They employ
people with developmental disabilities assisting their
integration into the community.
Ridge Meadows Seniors Society (RMSS)
The Society operates the Maple Ridge Seniors Activity
Centre and partners with the City to provide recreation
programming and advocacy for seniors. The Mission of
RMSS is to advance the well-being of seniors by
providing social support services, education &
recreational programs for seniors 55+ within the
community. Volunteers are involved in a wide variety of
activities that expand and strengthen our ability to
provide quality programs and services.
Royal Canadian Mounted Police (RCMP)
The RCMP provide policing services for the City of
Maple Ridge (as well as many of the neighbouring
communities) based on a contract between the
Provincial and Federal Governments. The City is
responsible for providing the clerical support services
and facilities for the RCMP.
• TransLink
Responsible for planning, financing and the
management of all public transit in addition to major
regional roads and bridges in Metro Vancouver.
TransLink is Metro Vancouver's regional transportation
authority. TransLink is responsible for regional transit,
cycling and commuting options as well as Intelligent
Transportation System programs. Their services are
delivered through our operating companies such as
subsidiaries like Coast Mountain Bus Company,
HandyDart and the West Coast Express.
TransLink also shares responsibility for the Major Road
Network (MRN) and regional cycling with municipalities
in Metro Vancouver. We are the first North American
transportation authority to be responsible for the
planning, financing and managing of all public transit in
addition to major regional roads and bridges.
Maple Ridge shares and supports transit services
through the provision of transit facilities (such as bus
stops and exchanges). Shelters and benches are
provided by Maple Ridge where it is cost effective.
City of Maple Ridge - 2016 Annual Report
Page 34
Development Cost Charges Report
Maple Ridge, like many municipalities, has seen a brisk pace of development over the past number of years, and with
each new subdivision comes a need to expand our infrastructure network. New development typically needs new roads;
our sewer, drainage and water systems need to be expanded to provide those services, and as the population in an
area increases, so does the need for additional parkland. The level of investment needed to support new development
is significant and one of the mechanisms available to municipalities to help finance this investment is Development
Cost Charges (DCCs).
DCCs are monies collected from developers to help offset the costs of the infrastructure investments needed to service
new development. They are imposed by bylaw, pursuant to the Local Government Act, and provide Maple Ridge with a
way to finance capital investment related specifically to roads, sewers, drainage, water and parks.
The following provides some information about DCC collections and expenditures from 2016 for each of the
infrastructure types:
Opening Balances
Collections*
Interest
Expenditures
Closing Balances
Waivers & Reductions—
Opening Balances
Collections*
Interest
Expenditures
Closing Balances
Waivers & Reductions"
Roads
Sewer
Drainage
$21,962,236
$ 1,913,914
$ 5,996,220
4,331,399
73,593
467,913
295,981
32,157
78,157
-7,227,028
-110,472
-1,781,714
$19,362,588
$ 1,909,192
$4,760,576
$ 220,076
$ -
$ 42,874
Water
Parks
Total
-$ 6,851,956
$10,951,452
$33,971,866
652,114
2,017,524
7,542,542
-162,163
136,577
380,709
-2,724,415
-4,032,460
-15.872.089
$ 9,086,420
$ 9,073,093
126,019,029
$ -
$ -
$ 262,950
Collections are reported net of Waivers & Reductions.
In some instances a developer will undertake work that would otherwise be done by Maple Ridge and funded by DCCs.
When this occurs, the amount of DCCs related to those works may be forgiven. The amounts forgiven in 2016 are reported
as Waivers & Reductions.
City of Maple Ridge - 2016 Annual Report
Page 35
Message from the Chief Financial Officer
I am pleased to present,
on behalf of the Finance
Department, the 2016
Annual Report for the City
of Maple Ridge. This
report includes the Audit
Report from BDO Canada
LLP, the Consolidated
Financial Statements and
supplementary
information for the fiscal
year ended December 31,
2016.
Our 2015 Annual Report
received the Government Finance Officer's Association's
(GFOA) Canadian Award for Financial Reporting, an award
that recognizes local governments across Canada that
produce high quality financial reports. This was the 261h
consecutive year that Maple Ridge received this award.
The purpose of the Annual Report is to provide insight into
the financial results for our fiscal year ended December
31, 2016. For your convenience, it is divided into three
sections:
1. Introductory Section - Provides an overview of
Council's strategic direction and the economic and
administrative context in which the City operates.
2. Financial Section - Presents the Consolidated
Financial Statements, accompanying notes and
supplementary information and the independent
auditor's report.
3. Statistics Section - Presents statistical and financial
information on a multi-year comparative basis.
Local government financial statements are intended to
assist readers to evaluate how public resources are being
managed. They compare the deployment of financial
resources against budget and past performance.
As required under British Columbia's Community Charter,
this Annual Report contains comprehensive information
about the goals and objectives within the focus areas
identified by Council.
The 2016 Strategic Direction & Progress Report, on
page 9 communicates performance towards the
achievement of these goals and objectives during the
year. We will continue to measure our performance in
these areas and communicate our results.
2016 in Review
2016 was the second year of City Council's four-year
mandate. Maple Ridge met a number of challenges in
2016 and the following highlights some of what was
accomplished:
■ Responded to one of the worst winters since 1946 with
record-breaking snowfall.
■ Purchased land to expand Merkley Park & Whonnock
Lake Park.
■ Invested over $20 million in infrastructure such as
roads, drainage, water and sewer, which included water
infrastructure in Silver Valley, road & drainage
improvements on 203 Street and continued
improvements along 128 Avenue.
■ The Maple Ridge Parks, Recreation & Culture division
was launched on November 1 following the conclusion
of the joint delivery agreement with Pitt Meadows.
Economic Climate
Reviews of global economic performance for 2016
continue to contain adjectives such as "lackluster", with
overall growth estimated in the 3% range. Looking
forward, this uncertainty continues into 2017 as the
process for Great Britain to exit from the European Union
starts to unfold and changes in policy from the recent
United States election start to emerge.
Canadian economic growth in 2016 was comparable to
the pace we saw in 2015. Real Gross Domestic Product
(GDP) increased by 1.4% as compared to 1.2% in 2015.
The expectation for 2017 is for growth approaching 2.3%,
driven in part by strong near-term momentum, particularly
in residential investment.
British Columbia's economic performance was stable in
2016 with real GDP growth estimated at 2.9%.
Unemployment rates in the province for the year were
6.0%, a slight decline from a rate of 6.2% in 2015. For the
past three years, BC has led the provinces in growth. For
2017, forecasters are predicting that our economy will
lose some momentum due to factors such as the
renewed softwood lumber dispute with the United States.
Despite a prediction of slowed economic momentum in
2017, the forecasted unemployment rate is reduced to
5.8%.
Locally, Maple Ridge has been identified as a prime area
for investment opportunities, having been named as the
#5 top Canadian Investment City and #2 top Investment
Town in BC by the Real Estate Investment Network. To
build on this success Council developed two investment
incentive programs, one focussed on attracting and
encouraging development in our town centre and the
other focussed on encouraging development on the City's
employment lands. To date, over 120 eligible projects
with an estimated construction value in excess of $133
million are either in progress or completed. The Town
Centre Investment Incentive Program has now concluded
and additional revenues are being realized from the
related developments. The Employment Lands Incentive
Program will continue in effect until the end of 2018.
The City issued 5,612 building permits in 2016, with an
estimated construction value of $207M. Both the number
of permits and construction values increased in 2016.
The City saw the value of industrial construction remain
brisk at $6.8 million, in part driven by Council's
Employment Lands Investment Incentive Program.
City of Maple Ridge - 2016 Annual Report
Page 36
Message from the Chief Financial Officer
Maple Ridge Construction Values
250
200
150
0
112
«, 100
50
0
2012
2013 2014 2015 2016
Maple Ridge issued 4,401 business licences in 2016, an
increase of 130 from 2015. Business licences are issued
for commercial, home-based and non-residential
businesses. The overall renewal rate for business licences
was 91% in 2016 and we have seen similar renewal rates
for the past five years. The proportion of licences for
each category has remained constant over the past five
years with a 2016 distribution of 39% commercial, 34%
home-based and 27% non-residential, indicating that the
economic base in Maple Ridge has remained relatively
stable over the past number of years.
Risk Management
Risks to Municipal operations are assessed on an
ongoing basis and risk management strategies are
revised or developed in response to experience, changes
in operations or relevant legislation. Each year, Council
approves an inspection standard that sets the frequency
and methodology for inspection of Municipal assets
during the year within Financial Plan provisions. Maple
Ridge insures its operations through a combination of risk
transfer through purchased insurance, membership in the
Municipal Insurance Association (MIA) and risk retention
through the use of self-insurance reserves.
The following discussion identifies risks that could affect
the City's financial position or future operations.
Interest Rate Risk
Maple Ridge has a large holding of investments. The
interest earned on these holdings helps to offset the
effects of inflation on capital and other projects. While
changes in interest rates could impact expected earnings,
we are conservative in our investments. That is why we
have maintained positive returns during difficult times.
Regional Partnerships
Maple Ridge provides sewer and water services to
residents through its membership in the Regional District
(Metro Vancouver) and related entities. The City does not
control the financial operations of Metro Vancouver, but is
proportionately responsible for their costs through annual
levies and service payments. Changes in the financial
needs of these entities can affect the user fees charged
to Maple Ridge taxpayers. Wherever possible, Maple
Ridge attempts to smooth the potential impacts of cost
increases from the Regional District by using a rate
stabilization policy. This policy factors the effects of long-
range regional plans into our rate structure.
Disaster Recovery
Events such as an earthquake, extreme weather or
technology failure could have an impact on both the
community and on City operations. As part of the City's
Emergency Management Program, preparedness plans
are in place and exercised regularly to help us prepare for
a disaster.
The Business and Financial Planning Process
Maple Ridge has developed comprehensive business
planning guidelines for use in the financial planning
process. These guidelines are updated annually and are
intended to assist Council with the difficult task of
resource allocation.
Departmental business plans communicate alignment
with Council's priorities and identify:
■ Goals and objectives
■ Service levels and service delivery options
■ Resource distribution (financial and human)
■ Performance measures
■ Capital program and associated operating costs
■ Potential new revenue sources
■ Incremental spending requests
The financial planning process is also guided by a
Financial Sustainability Plan, a group of 13 policies
designed to position the City to meet financial obligations,
while ensuring that residents can look forward to
equitable and affordable taxation.
Business and Financial Plan review sessions are open to
the public and provide opportunities for individuals to ask
questions of Council on decisions or to make submissions
on all programs. On November 30, 2016, the City held a
live -streamed presentation of the 2017-2021 proposed
Financial Plan and invited public input via social media, e-
mail or telephone, providing citizens with the opportunity
to participate in the financial planning processes without
having to attend one of the sessions.
Under the British Columbia Community Charter, the City is
required to adopt a Five -Year Financial Plan. This long-
term approach to financial planning allows Council and
the community to consider the impact that current
decisions will have on future financial flexibility. Each
year, Council adopts a Financial Plan for the subsequent
five years based on the best information available at the
time. The plan is updated each May, prior to setting the
tax rates, to reflect any changes that have occurred since
the last plan was adopted.
City of Maple Ridge - 2016 Annual Report
Page 37
Message from the Chief Financial Officer
The 2017-2021 Financial Plan adopted in May was
developed using the following key information as included
in the Financial Overview Report and the report to Council
dated April 24, 2017.
■ The assessment base experienced real growth of
2.53%, with 0.50% of this attributable to the expiry of
incentives from Council's Town Centre Investment
Incentive Program.
■ Overall property tax increase for general purposes was
set at 1.90%, with projected increases of 1.90% in
2018 and 2.00% in each of 2019, 2020 and 2021.
■ Property tax increases for infrastructure replacement
was set at 0.70% for 2017 through 2021.
■ The Parks, Recreation and Cultural Levy increase was
set at 0.25%.
■ The Storm Water Levy increase was set at 0.30%.
■ Sewer Utility rates will increase by 3.24% and Water
Utility rates by 4.50% in 2017.
• Recycling rates will increase by 1.67%.
These assumptions were incorporated into a Financial
Plan that provided for important services valued by our
citizens. A key decision incorporated into the plan is a
provision to mitigate the impact if projected tax revenue
from real growth is not realized.
The 2017-2021 Financial Plan reflects Council's
continuing commitment to maintaining our infrastructure
into the future, directing 0.70% of the approved annual
tax increase toward infrastructure sustainability. In
addition, Council has directed $550,000 of gaming
revenues towards infrastructure.
Financial Review - Overview
The City is committed to providing financial reports that
enhance stakeholder trust. The following discussion and
analysis provides information in support of the 2016
audited Consolidated Financial Statements and is
intended to enhance understanding of the economic
resources and obligations of the City. It is supplementary
to the Financial Statements and should be read in
conjunction with the Consolidated Financial Statements,
accompanying notes and supplemental information. For
information on the terminology used in the discussion,
please refer to the Glossary on page 85.
The City is responsible for the accuracy of the data and
the completeness and fairness of presentation, including
all disclosures. The report provides readers with an
overview of ongoing financial and operational
performance.
The Consolidated Financial Statements are required
under the British Columbia Community Charter section
167 and are prepared in accordance with Generally
Accepted Accounting Principles (GAAP) for local
governments, as recommended by the Public Sector
Accounting Board (PSAB) of the Chartered Professional
Accountants of Canada. The Consolidated Financial
Statements include the operations of the General, Water,
Sewer, Capital and Reserve Funds and the City's wholly-
owned subsidiaries, CDMR Developments Ltd. and Maple
Ridge Municipal Holdings Ltd. (MRMH Ltd).
Financial Statements in the public sector serve as a
central feature of local government financial reporting.
They report a local government's actual financial activities
in comparison to planned activities and the resulting
financial condition of the local government. They are not
intended to replace a variety of other financial reports
used in planning, analysis and decision-making, nor are
they intended to be the sole measure of government
performance in the period. Rather, they present financial
information that is useful in evaluating the local govern-
ment's financial condition at the end of the accounting
period and its financial performance during the
accounting period.
The Eternal Audit
Included in the Consolidated Financial Statements is a
report from the external auditor, BDO Canada LLP. The
role of the external auditor is to present an independent
opinion as to the fair presentation of the City's financial
position and operating results and confirm that the
Financial Statements are free from any material
misstatements. The auditor is responsible for advising
management and the Audit & Finance Committee of any
control or operational items that may have been identified
during the audit procedure.
The Audit & Finance Committee is a committee of Council
that oversees the financial and business affairs of the
City. The Committee operates under adopted Terms of
Reference. Meetings are open to the public except for
those items deemed to be "in camera" and Council must,
by resolution, receive the minutes from the Committee
meetings. The Committee is responsible for appointing
and dismissing the external auditor, reviewing the terms
of engagement, fees and scope of the audit and any non -
audit services contracted and evaluating the performance
of the auditor. The Committee reviews the Management
Letter and financial reports of the City and its wholly-
owned companies. The Committee has the authority to
request from management specific reports or analysis
and is authorized to request the presence of other staff to
report or answer questions.
The Financial Statements:
Following completion of the annual audit, the
Consolidated Financial Statements are presented to
Council for acceptance. During the year, the Audit &
Finance Committee is provided with financial updates and
meets periodically with the external auditor.
City of Maple Ridge - 2016 Annual Report
Page 38
Message from the Chief Financial Officer
rinanclal Statement com
Revenue and Capital Funds have transactions with
outside groups, with each other and with Reserve Funds.
Only transactions with outside groups are reported in Con-
solidated Financial Statements.
The Consolidated Statement of Financial Position:
Provides information on the financial position of the City
including Financial Assets, Liabilities, Net Financial
Assets, Non -Financial Assets and Accumulated Surplus
The Consolidated Statement of Operations: Reports the
extent to which expenses are offset by revenues, the
annual surplus and the change in accumulated surplus.
The Consolidated Statement of Change in Net Financial
Assets: Reports the change in Net Financial Assets.
The Consolidated Statement of Cash Flow: Reports the
net change in cash resources and how the City financed
its activities throughout the year.
Consolidated Statements
Financial Position
Operations
Change in Financial Position
I Cash Flow
I I
I I
I I
"Vendors,sItions
General RevenueGeneral Capital
Utilities Revenue Utilities Capital
Subsidiary Companies Subsidiary Companies
Schedule 1Schedule 2
Transactions
Reserve Funds
Reserve Accounts
Schedule 3 & 6
2016 Consolidated Financial Statements
From a financial perspective, the results for 2016 are
positive.
Generally Accepted Accounting Principles require that the
actual financial results be compared to the budget that is
adopted annually before setting the tax rates. Council
adopted that budget in May of 2016.
The following sections provide an analysis of the 2016
Financial Statements and selected supplemental financial
information. The dollars quoted are approximate and are
intended to account only for the major part of variances
being discussed. Some key highlights are:
■ Net Financial Assets increased by $14.3M to $86.35M.
■ Municipal long-term debt decreased by $2.86M to
$31.2M.
■ Unused annual debt servicing capacity based on our
current financial condition is $24.6 M.
1 Consolidated Statement of Financial Position - Page 46
This statement reports the City's assets, both financial
and non-financial and its liabilities. The difference
between financial assets and total liabilities is Net
Financial Assets if positive and Net Debt if negative.
This figure provides the City with an indicator of
financial flexibility and of future revenue requirements
to finance activities and meet existing financial
obligations. The difference between total assets, both
financial and non-financial and total liabilities is
Accumulated Surplus and provides an indication of the
net economic resources available for service delivery.
The majority of this number is comprised of the
physical assets used in service delivery and does not
represent a source of funding.
The City has a Net Financial Asset Position of
$86.35M at the end of 2016, an increase of $14.3M
over 2015. The change in Net Financial Assets is
discussed in more detail in the Consolidated
Statement of Change in Net Financial Assets.
Accumulated Surplus at the end of 2016 is $1.064
Billion.
Financial Assets:
■ Financial assets increased by $6.25M over 2015.
■ Cash and investments increased by $8.5M over
2015.
■ Accounts receivable decreased by $1.9M.
Liabilities:
Total liabilities decreased by approximately $8M over
2015.
■ The actuarially determined liability for future
employee benefits is $4.7M. This liability will be
settled over the longer term and does not impose an
immediate claim on cash flow.
■ Restricted revenues decreased by $8.3M as a result
of increased capital expenditures in the year.
■ Debt decreased by $2.86M as a result of planned
pay down.
Non -Financial Assets:
Non-financial assets are comprised of the tangible
capital assets held for use in service provision,
undeveloped land bank properties, supplies
inventories and prepaid expenses. These represent
economic resources available to the City for service
provision, rather than a funding source to support the
day-to-day operations of the City.
In 2016 non-financial assets increased by $49.8M
over 2015, due in large part to a net increase in
tangible capital assets and land bank properties, of
$49.45M.
City of Maple Ridge - 2016 Annual Report
Page 39
E
Message from the Chief Financial Officer
Consolidated Statement of Operations - Page 47
This statement reports the City's changes in economic
resources and accumulated surplus for 2016,
compared with budget and with 2015 results. Since
annual revenues exceeded expenses, the City
increased its accumulated surplus during the year.
Included in this statement, is information about the
gain or loss on the disposal of capital assets. If
tangible capital assets are disposed of before the end
of their estimated useful life, any remaining book
value associated with them is written off, resulting in
an accounting loss, not a cash loss.
Consolidated Revenue
Compared to previous year (2015)
Revenues in 2016 increased by $9.51VI over 2015
through a combination of the following:
■ Revenue from general taxation increased $3.41VI
through a combination of higher tax levies and
growth of the assessment roll.
■ User fees increased $1.51VI over 2015 through a
combination of increased building permit revenues
and increases in sewer, water fees.
■ Development revenues and senior government
transfers, often linked to capital projects, increased
by $4.21VI over 2015. Typically, year -over -year
changes in these revenues are related to changes
in capital expenditures, reported on the Statement
of Change in Net Financial Assets. Changes in grant
revenues are affected by changes in funding
programs available through senior governments.
Consolidated Revenue
Compared to budget (2016)
As in previous years, there were variances between
budget and actual ($4.68M) and, as in previous years,
a large part of this difference was related to the capital
program. Development fees (earned DCC's) and senior
government transfers were budgeted based on the
expected completion of capital projects. As the capital
expenditures did not occur there was no correspond-
ing revenue recognized. Revenue shortfalls in this area
were offset by higher than anticipated contributed
tangible capital assets.
Consolidated Expenses
Compared to previous year (2015)
Consolidated expenses are comprised of operating
expenses for goods and services, labour and debt
servicing as well as the annual cost of using our tangi-
ble capital assets through amortization. Expenses
decreased by $3.11VI through a reduction in amounts
due to the regional district for infrastructure
improvements as the project nears completion
combined with a reduction in amortization costs for
the year.
Consolidated Expenses
Compared to budget (2016)
The consolidated expenses for 2016 reflect a positive
variance of $14.91VI compared to budget. Contributors
to this positive variance include RCMP contract
savings of $1.71VI; $4.31VI for capital related projects;
approximately $3.41VI for projects that will proceed in
2017, $0.61VI for water purchase costs less than
Financial Plan estimates and $1.8 million in wages
from a combination of vacancies and internal labour
allocated to the capital program.
3 Consolidated Statement of Change in Net Financial
Assets - Page 48
This statement begins with the annual surplus, shown
on the Statement of Operations and adjusts for items,
such as amortization and expenditures on tangible
capital assets to derive the excess or deficiency of
revenues over expenditures, which equals the change
in financial position.
The City's net financial assets increased by $14.29M
to $86.35M as at the end of 2016; had the activities
in the Financial Plan been completed as planned,
financial assets would have decreased by $35M,
resulting in Net Financial Assets of $36.9M. Timing
differences between planned and actual capital
expenditures are the main reason for this variance.
4 Consolidated Statement of Cash Flow - Page 49
This statement represents financial resources (cash
and investments of less than three months) that are
available in the short-term to satisfy debt obligations
and expenditures. The change in cash and cash
equivalents is linked to, but is not identical to, the
change in financial position, which is explained by the
excess of revenues over expenditures. For example,
when cash is received for a refundable deposit, cash is
increased, but revenue is not.
Overall, the City's cash position at the end of 2016
increased to $19.54M from $10.15M in 2015.
5 Schedule 1 - Page 66
Schedule of Change in Operating Accumulated Surplus
This schedule provides supplementary information
about operating activities of the City in isolation and
explains the change in both the Consolidated and
Accumulated Surplus amounts attributable to operat-
ing activities. The variances discussed in Section 2
apply to this schedule as well.
Operating Expenses
Compared to previous year (2015)
Overall operating expenses decreased by
approximately $1.41VI from 2015, mainly due to a
reduction in amounts due to the Regional District for
infrastructure improvements.
City of Maple Ridge - 2016 Annual Report
Page 40
Message from the Chief Financial Officer
Operating Expenses
Compared to budget (2016)
Overall operating expenses came in under budget by
$13.3M. Factors contributing to this variance were
explained in Section 2.
6 Schedule 2 - Page 67
Schedule of Change in Capital Funds
This statement provides supplementary information
about the revenues and expenses associated with the
City's capital activities and the impact of those
activities on both the City's Consolidated Annual and
Accumulated Surplus amounts.
Capital activities and the related revenues can vary
significantly from year to year. Planned capital
revenues indicate the level of expected external
investment in the City's capital program through
sources such as senior government transfers or
development revenues. Revenue is recognized as it is
earned, so delays in the related capital projects results
in delays in revenue recognition and a variance to
budget, as is the case in most years.
Other
2016 Accumulated Surplus Distribution
i) Operating Accumulated Surplus (Schedule 1) -
Page 66
The Operating Accumulated Surplus of $28.7M
(as shown on Schedule 1) is itemized between
General Revenue and the Utilities in Note 14 to
the Financial Statements. These funds represent
financial assets available to the City that Council
has not earmarked for specific future use.
ii) Capital Funds (Schedule 2) - Page 67
The City has equity in the capital funds of $950M
This amount does not represent a source of
funding, but rather equity in the physical assets
used to provide services to the citizens of Maple
Ridge.
iii) Reserve Accounts and Funds (Schedule 3 & 6) -
Page 68 & 74
Reserve Accounts are appropriations of surplus,
established informally and associated with both
the Operating and Capital programs. These
totalled $45.9M at December 31, 2016.
Reserve Funds are established by Council bylaw
and are usually restricted for capital purposes.
Financial assets within a reserve fund can only be
used for the purpose for which it was established.
These totalled $38.8M as at December 31, 2016.
Interest is allocated to the Reserves based on
their balance after considering amounts due from
them for capital expenditures incurred to date on
their behalf.
The use of Reserve Funds and Reserve Accounts
has allowed the City to effectively manage the
needs of a growing community over time.
There is $84M in various reserves at year-end.
However some of that amount relates to capital
projects that were not completed before
December 31, 2016. If these projects had been
completed as planned, the Reserve balances
would have been reduced by approximately
$34.6M and Net Financial Assets would have
decreased similarly.
Assessment of Trends
The City has Net Financial Assets of $86.35M at the end
of 2016. This position has improved from Net Debt of
$4.25M in 2004, which was the result of a planned
reduction to acquire physical assets including The ACT
Arts Centre, an expanded Leisure and Youth Centre, the
Library and the office tower.
Based on current projections, we expect our financial
position to be drawn down in 2017, but to remain in a Net
Financial Asset position through 2021.
Outlook
In May of 2017 Council adopted a Financial Plan for
2017-2021 that reflected current information from BC
Assessment about growth in the community. The plan
includes $34M in planned capital expenditures to
address infrastructure needs in the community. Added to
this is approximately $78M of expenditures approved for
2016 for projects that are not yet completed. Many of
these expenditures are dependent on revenues from
outside sources, such as grants from other levels of
governments, contributions from other agencies or
development cost charges. If those revenues are not
realized, either through unsuccessful grant applications
or as a result of changes to the economic situation, it may
be necessary to adjust the Capital Program accordingly.
Overall, the City's financial condition remains strong, with
growth expected in the assessment base, projected
revenues from the sale of surplus land holdings and
available debt servicing capacity.
City of Maple Ridge - 2016 Annual Report
Page 41
Message from the Chief Financial Officer
Challenges that we continue to monitor and address in
our Financial Plans include:
■ Impact of the economy on real growth and development
related revenues
■ Growth -driven increases in operating costs
■ A predominately residential assessment base that
continues to grow faster than the commercial and
industrial sector
■ Increasing costs from the Regional District for sewer
and water
■ Providing for the future replacement of infrastructure
Some items planned for 2017 are:
■ Development of an artificial turf field at Merkley Park
■ Improvements to Lougheed Highway between 224 and
226 Streets
■ Development of a plan to invest in recreation
infrastructure
■ Undertaking of renovations at the Leisure Centre
Conclusion
Maple Ridge continues to demonstrate its commitment
and expertise in financial management, as demonstrated
by receiving the Canadian Award for Financial Reporting
for the 261h consecutive year.
Finally, I would like to take this opportunity to thank
members of Council, the Corporate Management Team
and all City employees for their support in achieving the
2016 results. The reason for our success is the strong
commitment to excellence by our employees in all that
they do.
Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
Corporate Financial Officer
May 9, 2017
City of Maple Ridge - 2016 Annual Report
Page 42
Introduction to Financial Statements
The accompanying Consolidated Financial Statements
and all other financial information included within this
financial report are the responsibility of the management
of the City of Maple Ridge. The City's Financial
Statements contained in this report have been prepared
in accordance with the accounting principles and
disclosure requirements of the Canadian Institute of
Chartered Accountants guidelines contained in the Public
Sector Accounting and Auditing Standards Manual.
The Corporate Finance Officer is responsible for
submitting annually to the Audit Committee and Council
audited Financial Statements. These Financial
Statements include the consolidated results of the City of
Maple Ridge for the fiscal year ending December 31,
2016.
The preparation of the annual Financial Statements is the
responsibility of the Finance Department; this includes
the preparation of working papers and providing support
and related financial information to external auditors
during the year-end audit.
The Consolidated Financial Statements of the City of
Maple Ridge provide important information about the
overall financial condition of the City. The purpose of the
Consolidated Financial Statements is to present the ef-
fects of transactions of the City taking into consideration
the accounting for all City Funds, MRMH Ltd. and CDMR
Developments Ltd.
The audited 2016 Consolidated Financial Statements for
the City include:
Consolidated Statements
• Management's Responsibility for Financial Reporting
• Auditors' Report
• Consolidated Statement of Financial Position
• Consolidated Statement of Operations
• Consolidated Statement of Change in Net Financial
Assets
• Consolidated Statement of Cash Flow
• Summary of Significant Accounting Policies
• Notes to the Consolidated Financial Statements
• Consolidated Report of Segmented Revenue and
Expenses
Supporting Statements & Schedules
• Schedule of Change in Operating Accumulated Surplus
• Schedule of Change in Capital Funds
• Schedule of Change in Reserves
• Continuity Schedule of Debenture Debt
• Schedule of Tangible Capital Assets
• Continuity Schedule of Reserves
City of Maple Ridge - 2016 Annual Report
Page 43
Management's Responsibility for Financial Reporting
The information in this Annual Report is the responsibility of management. The consolidated financial statements have
been prepared in accordance with Canadian Public Sector accounting guidelines as outlined under "Significant
Accounting Policies". These include some amounts based on management's best estimates and careful judgment.
Management maintains a system of internal accounting controls to provide reasonable assurance that assets are
safeguarded and that transactions are authorized, recorded, and reported properly. Management also administers a
program of proper business compliance.
BDO Canada LLP, the Municipality's independent auditors have audited the accompanying financial statements. Their
report accompanies this statement.
Council carries out its responsibility for the consolidated financial statements jointly with its Audit and Finance
Committee. The Committee meets with management on a scheduled basis and at least semi-annually with BDO Canada
LLP to review their activities and to discuss auditing, internal control, accounting policy, and financial reporting matters.
BDO Canada LLP has unrestricted access to the Municipality, the Audit and Finance Committee, and Council. Council
approves the consolidated financial statements, the Audit and Finance Committee reviews the recommendations of the
independent auditors for improvements to controls and as well as the actions of management to implement such
recommendations.
Paul Gill, CGA
General Manager: Corporate & Financial Services
C�yt
E.C. Swabey
Chief Administrative Officer
City of Maple Ridge - 2016 Annual Report
Page 44
JBDO
Tel: 604 688 5421 BDO Canada LLP
60
Fax: 604 688 5132 600 Cathedral Place
vancouver@bdo.ca 925 West Georgia Street
www.bdo.ca Vancouver BC V6C 31-2 Canada
INDEPENDENT AUDITOR'S REPORT
To the Mayor and Council of the City of Maple Ridge
We have audited the accompanying consolidated financial statements of the City of Maple Ridge, which
comprise the Consolidated Statement of Financial Position as at December 31, 2016, and the
Consolidated Statements of Operations, Change in Net Financial Assets and Cash Flow for the year then
ended, and a summary of significant accounting policies and other explanatory information.
Management's Responsibility for the Consolidated Financial Statements
Management is responsible for the preparation and
statements in accordance with Canadian public se
control as management determines is necessary to
statements that are free from material misstatement,
fair presentation of these consolidated financial
sec
Auditor's Responsibility
accounting standards, and for such internal
enable the preparation of consolidated financial
whether due to fraud or error.
Our responsibility is to express an opinion on these consolidated financial statements based on our
audit. We conducted our audit in accordance with Canadian generally accepted auditing standards.
Those standards require that we comply with ethical requirements and plan and perform the audit to
obtain reasonable assurance about whether the consolidated financial statements are free from
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in
the consolidated financial statements. The procedures selected depend on the auditor's judgment,
including the assessment of the risks of material misstatement of the consolidated financial
statements, whether due to fraud or error. In making those risk assessments, the auditor considers
internal control relevant to the entity's preparation and fair presentation of the consolidated financial
statements in order to design audit procedures that are appropriate in the circumstances, but not for
the purpose of expressing an opinion on the effectiveness of the entity's internal control. An audit also
includes evaluating the appropriateness of accounting policies used and the reasonableness of
accounting estimates made by management, as well as evaluating the overall presentation of the
consolidated financial statements.
We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis
for our audit opinion.
Opinion
In our opinion, the consolidated financial statements present fairly in all material respects, the
financial position of the City of Maple Ridge as at December 31, 2016 and its results of operations,
changes in net financial assets and cash flows for the year then ended, in accordance with Canadian
public sector accounting standards.
800 Caftada LLT
Chartered Professional Accountants
Vancouver, British Columbia
April 25, 2017
BDO Canada LLP, a Canadian limited liability partnership, is a member of BDO International Limited, a UK company limited by guarantee, and
forms part of the international BDO network of independent member firms.
City of Maple Ridge - 2016 Annual Report
Page 45
Consolidated Financial Statements
Consolidated Statement of Financial Position
as at December 31, 2016
Financial Assets
Cash and cash equivalents (Note 1)
Portfolio investments (Note 2)
Accounts receivable (Note 3)
Recoverable local improvements (Note 4)
Other assets (Note 5)
Inventory available for resale
Liabilities
Accounts payable and accrued liabilities (Note 6)
Deferred revenue (Note 8)
Restricted revenue (Note 9)
Refundable performance deposits and other
Employee future benefits (Note 10)
Debt (Note 11, Schedule 4)
Net Financial Assets
Non Financial Assets
Tangible capital assets (Note 12, Schedule 5)
Undeveloped land bank properties (Note 13)
Supplies inventory
Prepaid expenses
Accumulated Surplus (Note 14)
Paul Gill, CPA, CGA
General Manager, Corporate & Financial Services
2016
$ 19,542,094
158,579,174
16,981,661
1,211,936
779,296
4.304.688
201,398,849
18,649,403
11,238,972
33,401,914
15,853,204
4,704,700
31,204,532
115,052,725
86.346,124
960,396,101
15,526,529
355,162
1.277,835
977,555,627
$ 1.063,901.751
2015
$ 10,146,294
159,495,941
18,923,067
1,573,096
758,106
4,251,189
195,147,693
17,918,881
10,667,777
41,686,047
13,850,225
4,908,000
34,063,639
123,094,569
72,053,124
910,891,167
15,580,027
350,805
948.925
927,770,924
$ 999,824,048
Nicole Read
Mayor, City of Maple Ridge
The accompanying summary of significant accounting policies and notes to the Consolidated Financial Statements
are an integral part of this statement.
City of Maple Ridge - 2016 Annual Report
Page 46
Consolidated Financial Statements
Consolidated Statement of Operations
For the year ended December 31, 2016
Revenue (Segment Report, Note 20)
Taxes for municipal purposes (Note 15)
User fees and other revenue
Government transfers (Note 16)
Development revenue
Interest and investment income
Investment Income
Interest Income
Less: Restricted amount
Interest and investment income
Gaming revenues
Gain (loss) on disposal of assets
Contributed tangible capital assets (Note 12)
Expenses (Segment Report, Note 20)
Protective services
Transportation services
Recreation and cultural
Water utility
Sewer utility
General government
Planning, public health and other
Annual Surplus
Accumulated Surplus - beginning of year
Accumulated Surplus - end of year (Note 14)
350,914
2,539,619
(412,145)
Actual Budget Actual
2016 2016 2015
(Note 17)
$ 77,452,203 $ 77,377,354 $ 74,042,945
43,211,346 41,197,154 41,699,739
2,775,735 5,991,875 3,637,552
17,893,281 39,560,375 12,855,808
2,478,388
1,338,678
(3,833,337)
39.062.791
180,379,085
35,844,566
15,835,722
21,584,478
12,628,882
10,068,307
14,821,099
5.518.328
116,301,382
64,077,703
999,824,048
$ 1,063,901,751
1,882,980
1,050,000
1,500,000
16.499.996
185,059,734
38,805,939
20,121, 816
23,316,336
14,263,929
10,387,576
18,198,317
6.117.476
131,211,389
53.848.345
999,8247048
2,417,402
1,161,956
(1,668,305)
36.744.306
170,891,403
34,452,583
17,651,339
21,562,840
15,615,936
9,837,523
14,357,496
5.914.820
119,392,537
51,498,866
948,325,182
$1,053,672,393 $ 999,824,048
The accompanying summary of significant accounting policies and notes to the Consolidated Financial Statements are an integral part of
this statement.
City of Maple Ridge - 2016 Annual Report
Page 47
Consolidated Financial Statements
Consolidated Statement of Change in Net Financial Assets
For the year ended December 31, 2016
Annual Surplus
Add (Less):
Change in Tangible Capital Assets
Acquisition of tangible capital assets
Amortization
Proceeds from disposal of tangible capital assets
(Gain) loss on disposal of tangible capital assets
Change in Other Non Financial Assets
Decrease (increase) in supplies inventory
Reclassification of undeveloped land bank
Reclassification of tangible capital assets
Decrease (increase) in prepaid expenses
Increase (decrease) in Net Financial Assets
Net Financial Assets beginning of the year
Net Financial Assets end of the year
Actual Budget Actual
2016 2016 2015
(Note 17)
$ 64,077,703 $ 53,848,345 $ 51,498,866
(71,729,097)
(108,747,589)
(57,610,515)
18,209,180
19, 780,000
19,935,997
181,645
1,500,000
1,279,143
3,833,337
(1,500,0001
1,318,228
(49,504,935)
(88,967,589)
(35,077,147)
(4,357)
(13,908)
53,499
-
-
4,226,923
(328,9101
(380,475)
(279,768)
3,832,540
14,293,000
$ (35,119,244)
20,254,259
72,053,124
72,0539124
51,798,865
$ 86,346,124 $ 36,933,880 $ 72,053,124
The accompanying summary of significant accounting policies and notes to the Consolidated Financial Statements are an
integral part of this statement
City of Maple Ridge - 2016 Annual Report
Page 48
Consolidated Financial Statements
Consolidated Statement of Cash Flow
For the year ended December 31, 2016
Operating transactions
Annual surplus
Items not utilizing cash
Amortization
Loss on disposal of tangible capital assets
Contributed tangible capital assets
Restricted revenues recognized
Change in non-cash operating items
Increase in prepaid expenses
Decrease (increase) in supplies inventory
Decrease (increase) in accounts receivable
Decrease (increase) in recoverable local improvements
Decrease (increase) in other assets
Increase (decrease) in accounts payable and accrued liabilities
Increase (decrease) in deferred revenue
Increase (decrease) in refundable performance deposits
Increase (decrease) in employee future benefits
Cash provided by operating transactions
Capital transactions
Proceeds on disposal of assets
Acquisition of tangible capital assets
Cash applied to capital transactions
Investing transactions
Decrease (increase) in portfolio investments
Financing transactions
Debt repayment
Collection of restricted revenues
Cash applied to financing transactions
Increase (decrease) in cash and cash equivalents
Cash and cash equivalents - beginning of year
Cash and cash equivalents - end of year
Supplementary information:
Non-cash transactions:
Transfer from tangible capital assets to undeveloped land bank
Transfer from tangible capital assets to inventory available for sale
Actual
2016
$64,077,703
18,209,180
3,833,337
(39,062,791)
(17.026.027)
(34,046,301)
(328,909)
(4,357)
1,941,406
361,160
(21,190)
730,522
571,194
2,002,979
(203.299)
5,049,506
Actual
2015
$51,498,866
19,935,997
1,668,305
(36,744,306)
(12.455.022)
(27,595,026)
(380,475)
(13,908)
(12,680)
199,290
(18,926)
703,805
1,151, 736
1,843,301
(178,600)
3,293,543
35.080.908 27,197,383
181,645 1,279,143
(32.666,306) (20,866,209)
(32.484,661) (19,587,066)
916,766 (18,743,908)
916,766 (18,743,908)
(2,859,107) (2,764,386)
8,741,894 9,945,636
5,882,787 7,181,250
9,395,800 (3,952,341)
10.146.294 14, 098, 635
$19,542,094
$10,146,294
$ 1,194,867
$ 4,226,923
The accompanying summary of signficant accounting policies and notes to the Consolidated Financial Statements are an integral part
of this statement
City of Maple Ridge - 2016 Annual Report
Page 49
Consolidated Financial Statements
Summary of Significant Accounting Policies
For the year ended December 31, 2016
The City of Maple Ridge (the "City") is a municipality in the province of British Columbia and operates
under the provisions of the Community Charter. The City provides municipal services such as fire,
public works, planning, parks, recreation and other general government services.
(a) Reporting Entity and Basis of Consolidation
These financial statements have been prepared in accordance with Canadian Public Sector
accounting standards using guidelines developed by the Public Sector Accounting Board
("PSAB") of the Chartered Professional Accountants of Canada.
They consolidate the activities of all of the funds of the City and the City's wholly owned
subsidiaries C.D.M.R. Developments Ltd. and Maple Ridge Municipal Holdings Ltd.
Transactions between the City's funds and wholly owned subsidiaries have been eliminated
and only transactions with outside entities are reported.
(b) Basis of Accounting
The basis of accounting followed in these financial statements is the accrual method and
includes revenues in the period in which the transactions or events occurred that gave rise to
the revenues and expenses in the period the goods and services were acquired and a liability
was incurred.
(c) Non-financial Assets
Non-financial assets are not available to discharge existing liabilities and are held for use in
the provision of services. They have useful lives extending beyond the current year and are
not intended for sale in the ordinary course of business.
(d) Tangible Capital Assets
Tangible capital assets are a special class of non-financial assets and are recorded at cost
less accumulated amortization. Cost includes all costs directly attributable to acquisition or
construction of the tangible capital asset including transportation and installation costs,
design and engineering fees, legal fees and site preparation costs. Amortization is recorded
on a straight line basis over the estimated life of the tangible capital asset commencing once
the asset is put into use. Assets under construction are not amortized. Contributed tangible
capital assets are recorded at fair value at the time of the contribution and are also recorded
as revenue.
Estimated useful lives of tangible capital assets are as follows:
Buildings (including building components)
7 to 50 years
Transportation network
10 to 75 years
Storm sewer system
10 to 75 years
Fleet and equipment
8 to 20 years
Technology
3 to 25 years
Water system
10 to 85 years
Sanitary sewer system
30 to 75 years
Furniture and fixtures
3 to 20 years
Structures
15 to 75 years
City of Maple Ridge - 2016 Annual Report
Page 50
Consolidated Financial Statements
Tangible capital assets do not include works of art or historical treasures. Costs related to the
acquisition of such items are expensed in the year in which they are acquired.
(e) Liability for Contaminated Sites
Liabilities for contamination are recognized when an environmental standard exists,
contamination exceeds the standard, the City has responsibility for remediation, future
economic benefits will be given up and a reasonable estimate can be made.
Management has assessed its potential liabilities for contamination, including sites that are
no longer in productive use and sites for which the City accepts responsibility. There were no
such sites that had contamination in excess of an environmental standard requiring
remediation at this time, therefore no liability was recognized at December 31, 2016 or
December 31, 2015.
(f) Revenue Recognition
Taxation
Taxes are recorded at estimated amounts when they meet the definition of an asset, have
been authorized and the taxable event occurs. Annual levies for non -optional municipal
services and general administrative services are recorded as taxes for municipal services in
the year they are levied. Taxes receivable are recognized net of an allowance for anticipated
uncollectable amounts. Levies imposed by other taxing authorities are not included as taxes
for municipal purposes.
Through the British Columbia Assessments' appeal process, taxes may be adjusted by way of
supplementary roll adjustments. The effects of these adjustments on taxes are recognized at
the time they are awarded.
User fees and other revenue
Charges for sewer and water usage are recorded as user fees and other revenue.
Government transfers
Government transfers are recognized as revenue in the financial statements when the
transfer is authorized and any eligibility criteria are met, except to the extent that transfer
stipulations give rise to an obligation that meets the definition of a liability. Government
transfers are recorded as deferred revenue when transfer stipulations give rise to a liability
and are recognized in the statement of operations as the stipulated liabilities are settled.
Development revenues
Receipts that are restricted by the legislation of senior governments or by agreement with
external parties are a liability of the municipality and are reported as Restricted Revenues at
the time they are received. When qualifying expenditures are incurred Restricted Revenues
are brought into revenue as development revenue. Restricted Revenues are comprised of the
amounts shown in Note 9.
Investment income
Investment income is recorded on the accrual basis and recognized when earned. Investment
income is allocated to various reserves and operating funds on a proportionate basis.
To the extent that financial instruments have no stated rate of return, investment income is
recognized as it is received.
City of Maple Ridge - 2016 Annual Report
Page 51
Consolidated Financial Statements
Contributed tangible capital assets
Subdivision developers are required to provide subdivision infrastructure such as streets,
lighting, sidewalks, and drainage etc. Upon completion these assets are turned over to the
City. Tangible capital assets received as contributions are recorded at their fair value at the
date of receipt and are also recorded as revenue.
(g) Use of estimates/measurement uncertainty
The preparation of financial statements in accordance with Canadian Public Sector
Accounting Standards requires management to make estimates and assumptions that affect
the reported amounts of assets and liabilities and disclosure of contingent assets and
liabilities at the date of the financial statements and the reported amounts of revenues and
expenses during the reporting period. Significant areas requiring use of management
estimates relate to the useful lives of tangible capital assets, determination of employee
future benefits, the outcome of litigation and claims, and the percentage of completion of
buildings and subdivision inspections. Actual results could differ from those estimates.
(h) Budget figures
The budget figures reported in the Consolidated Financial Statements represent the 2016
component of the Financial Plan Bylaw adopted by Council on May 10, 2016.
(i) Financial instruments
The City's financial instruments consist of cash and cash equivalents, portfolio investments,
accounts receivable, recoverable local improvements, other assets, accounts payable and
accrued liabilities, refundable performance deposits and debt. Unless otherwise indicated, it
is management's opinion that the City is not exposed to any significant interest, credit or
currency risks arising from these financial instruments.
Q) Cash and cash equivalents
Cash and cash equivalents are comprised of the amounts held in the City's bank accounts
and investments with an original maturity date of three months or less.
(k) Portfolio Investments
Investments with an original maturity date of more than three month are reported as portfolio
investments. Investments and pooled investments are reported using the cost method.
Provisions for declines in the market value of investments are recorded when they are
considered to be other than temporary. Declines in the market values of investments are
considered to be other than temporary when the carrying value exceeds market value for
more than three years.
(1) Cost share agreement
The City participated in a cost share agreement with the City of Pitt Meadows to provide all of
the recreation and cultural services and maintain all of the parks in both municipalities until
October 31, 2016. The City recognized expenses at their gross value and recorded the City of
Pitt Meadows' contribution as revenue.
City of Maple Ridge - 2016 Annual Report
Page 52
Consolidated Financial Statements
(m) Basis of segmentation (Segment Report, Note 20)
Municipal services have been segmented by grouping services that have similar service
objectives (by function). Revenues that are directly related to the costs of the function have
been attributed to each segment. Interest expense is allocated to functions based on the
purpose of specific borrowings.
(n) Employee future benefits
The City and its employees make contributions to the Municipal Pension Plan, and the
employees accrue benefits under this plan based on service. The City's contributions are
expensed as incurred. (Note 19)
Sick leave benefits and retirement severance benefits are also available to the City's
employees. The costs of these benefits are actuarially determined based on service and best
estimates of retirement ages and expected future salary and wage increases. The liabilities
under these benefit plans are accrued based on projected benefits prorated as the employees
render services necessary to earn the future benefits. (Note 10)
City of Maple Ridge - 2016 Annual Report
Page 53
Consolidated Financial Statements
Notes to the Consolidated Financial Statements
For the year ended December 31, 2016
1. Cash and cash equivalents
Cash and cash equivalents as at December 31, 2016 were comprised as follows:
Cash
Cash equivalents
Dec 31, 2016
$ 11,443,946
8.098.148
$ 19.542.094
Dec 31, 2015
$ 5,146,294
5,000,000
$ 10,146,294
Cash equivalents are comprised of BC Credit Union term deposits with effective interest rates of 1.5%-1.6%
(1.6% for 2015). Additionally, the City holds cash and cash equivalents of $2,633,511 ($2,825,191 for 2015)
and agreements receivable of $160,559 ($131,626 for 2015) for trusts which are not reported elsewhere in the
financial statements. They are held for the following trusts:
Balance Interest Balance
Dec 31, 2015 Earned Receipts Disbursements Dec 31, 2016
Latecomer Fees $
200,003 $
- $ 93,801 $
253,260 $
40,544
Cemetery Perpetual Care
1,033,713
54,116 56,798
54,116
1,090,511
Greater Vancouver Sewer & Drainage
808,954
- 811,061
1,084,868
535,147
District
Albion Dyking District
940,292
515 215,125
1,278
1,154.654
$
2,982,962 $
54,631 $ 1,176.785 $
1,393,522 $
2,820.856
2. Portfolio Investments
Portfolio investments include Canadian bank notes and BC Credit Union term deposits with effective interest rates
of 1.6%- 2.92%. A portion of the bank notes held have interest payments linked to the performance of a set of
equities or a financial index without stated or certain interest rates. For these investments, income is recognized
as it is received; in 2016 returns were positive and ranged to 1.48%. The City does not hold any asset backed
commercial paper or hedge funds.
The carrying value of securities is based on the cost method whereby the cost of the security is adjusted to reflect
investment income that is accruing and any permanent decline in market value. During the term of individual
investments there will be fluctuations in market values. Such fluctuations are considered normal, and if held to
maturity, market value will be equal to face value.
The carrying value of Portfolio Investments at December 31, 2016 was $158,579,174 ($159,495,941 for 2015).
The market value at December 31, 2016 was $158,703,643 ($158,991,241 for 2015).
3. Accounts Receivable
Property Taxes
Other Governments
General and Accrued Interest
Development Cost Charges
rI T
$ 5,025,022
4,197,992
3,920,849
3.877.516
2015
$ 5,896,045
4,347,016
3,729,438
5.006.365
17,021,379 18,978,864
Less: Allowance for Doubtful Accounts (39.718) (55,797)
$ 16.981.661 $__18,923,067
City of Maple Ridge - 2016 Annual Report
Page 54
Consolidated Financial Statements
4. Recoverable Local Improvements
The City provides interim financing for certain geographically localized capital projects. It recovers these amounts
from benefiting property owners. Interest rates are established at the outset of the process and are a function of
borrowing rates at the time. Repayment is typically made over fifteen years.
5. Other Assets
Debt Reserve Fund:
The Municipal Finance Authority of British Columbia provides capital financing for regional districts and their
member municipalities. The Authority is required to establish a Debt Reserve Fund. Each regional district, through
its member municipalities who share in the proceeds of a debt issue, is required to pay into the Debt Reserve Fund
certain amounts set out in the debt agreements. The Authority pays into the Debt Reserve Fund these monies from
which interest earned thereon less administrative expenses becomes an obligation to the regional districts. It must
then use this fund, if at any time there are insufficient funds, to meet payments on its obligations. If this occurs,
the regional districts may be called upon to restore the fund.
Upon the maturity of a debt issue the unused portion of the Debt Reserve Fund established for that issue will be
discharged to the City. The City has estimated that there is only a remote possibility that these funds will not be
paid to it and therefore these funds have been included in Other Assets of $779,296 ($758,106 for 2015).
6. Accounts Payable and Accrued Liabilities
Accounts Payable:
General
Other Governments
Salaries and Wages
Accrued Liabilities:
Vacation Pay
Other Vested Benefits
2016 2015
$ 8,334,403 $ 7,171,026
7,341,118 8,064,961
1.659,815 1,334,623
17,335,336 16, 570, 610
368,785 477,583
945.282 870,688
1.314,067 1,348,271
$ 18.649.403 $ 17,918,881
7. Contingencies, Commitments and Unrecognized Liabilities:
(a) Third Party Claims
Where losses related to litigation are possible and can be reasonably estimated management accrues its
best estimate of loss. For 2016 this estimate is $522,834 ($412,657 for 2015). These amounts are
included in accounts payable and accrued liabilities.
There are various other claims by and against the City, the outcome of which cannot be reasonably be
estimated. Any ultimate settlements will be recorded in the year the settlements occur.
(b) Contractual Obligations
(i) Water
The City has entered into a cost share agreement with the Greater Vancouver Water District for the
construction of infrastructure. Under this agreement the City expects to incur costs of approximately
$785,000 by the time of project completion. The expense is recorded as the related costs are incurred.
(ii) Recreation and Cultural Services
In 1998 the City entered into an agreement to purchase ice sheet time for five years commencing in
1999, with three five-year renewal options. In 2013, the agreement was renewed for an additional five-
year period. The minimum annual payment due for the provision of ice time is $686,225. These
payments are recorded as expenses when the ice time is provided.
City of Maple Ridge - 2016 Annual Report
Page 55
Consolidated Financial Statements
(c) Unrecognized Liability
The City holds shares in a non-profit organization that provides protective services to its members. Should the
organization dissolve or management choose to withdraw from the organization the City would be liable for a
proportionate share of any debt the organization held at that time. The liability is expected to be discharged
over time through payments by the City and others for the provision of these services by the organization.
Due to the ongoing operations of the organization the liability could only be quantified if the City chose to
withdraw. Consequently no liability has been recognized in these financial statements.
8. Deferred Revenues
Deferred revenues held by the City were comprised as follows:
Beginning balance
Deferred during the year
Revenue recognized
Ending balance
Beginning balance
Deferred during the year
Revenue recognized
Ending balance
Prepaid
Taxes
PI T
$ 6,118,372
12,673,842
(12.355.0081
$ 6.437.206
003V
2015
$ 5,825,403
12,231,715
(11,938,746)
$ 6,118,372
Other
$ 3,919,585
2,262,634
(2.105.328)
$ 4.076.891
2015
$ 3,223,136
2,383,950
(1,687,501)
$ 3,919,585
9. Restricted Revenues
Restricted revenues held by the City were comprised as follows:
Beginning Balance
Collections and interest
Disbursements - operating
Disbursements - capital
Ending Balance
Beginning Balance
Collections and interest
Disbursements - operating
Disbursements - capital
Ending Balance
Development
Cost Charges
PI T
$ 33,971,866
7,923,252
(406,180)
(15.469.9101
$ 26.019.028
2015
$ 37,155,173
9,117,048
(2,989,265)
(9,311,0901
$ 33,971,866
Other
Restricted Revenues
2016 2015
$ 6,510,781
609,179
(42,268)
(106.835)
$ 6.970.857
$ 6,012,171
653,277
(40,297)
(114.370)
$ 6.510,781
City of Maple Ridge - 2016 Annual Report
Page 56
Connection
Revenues
rI T
$ 629,820
1,042,486
(947.431)
$ 724.875
2015
$ 467,503
757,465
(595,148)
$ 629,820
Total
Deferred Revenues
2016
2015
$ 10,667,777 $
9,516,042
15,978,962
15,373,130
(15.407,767)
(14,221,395)
$ 11,238,972 $
10,667,777
Parkland
Acquisition Charges
2016 2015
$ 1,203,400 $ 1,028,090
209,463 175,310
(1.000.834) -
$ 412.029 $ 1.203,400
Total
Restricted Revenues
2016 2015
$ 41,686,047
8,741,894
(448,448)
(16,577,579)
$ 33,401,914
$ 44,195,434
9,945,635
(3,029,562)
(9,425,460)
$ 41,686,047
Consolidated Financial Statements
10. Employee Future Benefits
The City provides employee future benefits in the form of severance benefits and vested and non -vested sick leave
to qualifying employees. These benefits are not separately funded.
Severance benefits are cash settlements paid to employees who cease their employment with the City after a
specified period of time. Employees hired before February 11, 1999 qualify for five days pay per year of
employment, provided they either work a minimum of 20 years with the City or retire as defined by the Public
Sector Pension Plan Act. Full time employees hired after February 11, 1999 qualify for 20 days pay provided they
work a minimum of 10 years with the City and retire as defined by the Public Sector Pension Plan Act.
The City permits regular employees to accumulate up to 18 days per year of service for future illnesses up to a
maximum of 250 days. For certain qualifying employees a portion of this benefit vests; for the balance, this benefit
does not vest and cannot be converted to any other type of benefit.
An actuarial valuation of these benefits was performed to determine the City's liability and accrued benefit
obligation as at December 31, 2015 and updated for December 31, 2016. The valuation resulted in an
unamortized actuarial loss of $398,200 ($463,400 for 2015) at December 31, 2016. Actuarial gains or losses
are amortized over the expected average remaining service life of employees. The benefit liability at December 31,
2016 was $4,704,700, ($4,908,000 for 2015) comprised as follows:
Discount rate (long-term borrowing rate)
Expected future inflation rate
Merit and inflationary wage and salary increases averaging
Estimated average remaining service life of employees (years)
City of Maple Ridge - 2016 Annual Report
Page 57
2016
2016
2015
Benefit Liability - Beginning of the year
$ 4,908,000 $
5,086,600
Add: Current service costs
374,500
337,900
Interest on accrued benefit obligation
150,200
140,800
Plan amendment costs
_
471,700
Less: Amortization of actuarial loss (gain)
35,600
(335,500)
Benefits paid during the year
(763.6001
(793,500)
Benefit Liability - End of the year
4,704,700
4,908,000
Add (Less): Unamortized actuarial loss
398,200
463.400
Accrued benefit obligation - End of the year
5,102,900
5,371,400
Actuarial assumptions used to determine the City's accrued benefit obligation are as follows:
Discount rate (long-term borrowing rate)
Expected future inflation rate
Merit and inflationary wage and salary increases averaging
Estimated average remaining service life of employees (years)
City of Maple Ridge - 2016 Annual Report
Page 57
2016
2015
2.90%
2.80%
2.00%
2.00%
3.04%
3.04%
13.0
13.0
Consolidated Financial Statements
11. Debt (Schedule 4)
The City obtains debt instruments through the Municipal Finance Authority (MFA), pursuant to security issuing
bylaws under authority of the Community Charter, to finance certain capital expenditures. Debt is reported net of
Sinking Fund balances and interest expense is reported net of Sinking Fund earnings.
The City carries no debt for others.
The following debenture debt amounts plus related interest and sinking fund contributions are payable over the
next five years:
The City has the following authorized but un -issued longterm debt as at December 31, 2016:
LAB law
#6558
#6560
#6679
12. Tangible Capital Assets
Land
Buildings
Transportation network
Storm sewer system
Fleet and equipment
Technology
Water system
Sanitary sewer system
Other
L/A Amount
$ 6,000,000
275,000
1.100.000
$ 7,375,000
Net book value
2016
$ 215,898,649
45,632,627
223,230,279
201,919,428
13,625,491
4,751,490
113,622,225
126,551,687
15.164.227
$ 960.396.101
2015
$ 201,911,387
45,860,878
213,240,440
185,891,409
14,043,631
4,801,939
107,827,624
122,486,319
14,827,541
$ 910,891,167
For additional information, see the Schedule of Tangible Capital Assets (Schedule 5)
During the year there were no write-downs of assets (2015 - $Nil) and no interest was capitalized (2015 - $Nil).
In addition, roads and related infrastructure, underground networks and land contributed to the City totaled
$39,062,791 ($36,744,306 for 2015) and were capitalized at their fair value at the time of receipt.
Works of art, artifacts, cultural and historic assets are not recorded as assets in the financial statements. The
City controls various works of art and historical treasures including artifacts, paintings, sculptures and mosaics
located at City sites and public display areas.
City of Maple Ridge - 2016 Annual Report
Page 58
Debt Payments
2017
$ 2,582,492
2018
2,129,744
2019
2,172,036
2020
2,215,521
2021
2,260,235
Thereafter
14,559,328
Debt principal repayments
$ 25,919,356
The City has the following authorized but un -issued longterm debt as at December 31, 2016:
LAB law
#6558
#6560
#6679
12. Tangible Capital Assets
Land
Buildings
Transportation network
Storm sewer system
Fleet and equipment
Technology
Water system
Sanitary sewer system
Other
L/A Amount
$ 6,000,000
275,000
1.100.000
$ 7,375,000
Net book value
2016
$ 215,898,649
45,632,627
223,230,279
201,919,428
13,625,491
4,751,490
113,622,225
126,551,687
15.164.227
$ 960.396.101
2015
$ 201,911,387
45,860,878
213,240,440
185,891,409
14,043,631
4,801,939
107,827,624
122,486,319
14,827,541
$ 910,891,167
For additional information, see the Schedule of Tangible Capital Assets (Schedule 5)
During the year there were no write-downs of assets (2015 - $Nil) and no interest was capitalized (2015 - $Nil).
In addition, roads and related infrastructure, underground networks and land contributed to the City totaled
$39,062,791 ($36,744,306 for 2015) and were capitalized at their fair value at the time of receipt.
Works of art, artifacts, cultural and historic assets are not recorded as assets in the financial statements. The
City controls various works of art and historical treasures including artifacts, paintings, sculptures and mosaics
located at City sites and public display areas.
City of Maple Ridge - 2016 Annual Report
Page 58
Consolidated Financial Statements
13. Undeveloped Land Bank
The City owns property in various areas identified for future growth in the Official Community Plan. These
properties are not currently used in the provision of service to the citizens of Maple Ridge. The properties
represent a strategic, non-renewable resource available for the advancement of Council's strategic plan.
14. Accumulated Surplus
Accumulated Surplus is comprised of operating surpluses and equity in tangible capital assets held in the
general, sewer and water funds as well as reserves. Accumulated surplus for 2016 is $1,063,091,751
($999,824,048 for 2015) and is distributed as follows:
Operating surplus (Schedule 1)
Equity in the capital funds (Schedule 2)
Reserves (Schedule 3)
Accumulated Surplus
General
Sewer
Water
General
Sewer
Water
Funds
Accounts
2016
$ 9,285,688
8,144,538
11.296.039
28,726,265
709,048,629
127,032,307
114.453.816
950,534,752
38,755,844
45.884.890
84.640.734
$ 1.063.901.751
2015
$ 9,859,165
6,413,897
8,354,639
24,627,701
665,279,594
124,012,680
108,872,543
898,164,817
36,211,526
40,820,004
77,031,530
$ 999,824,048
15. Property Tax Levies
In addition to its own tax levies, the City is required to levy taxes on behalf of various other taxing authorities.
These include the provincial government for local school taxes, incorporated dyking districts located within the City
and, organizations providing regional services in which the City has become a member. Taxes levied for other
agencies are not included in City revenues. Total tax levies were comprised as follows:
Municipal Tax Levies
Levies for other authorities
School taxes
Greater Vancouver Transit Authority
British Columbia Assessment
Greater Vancouver Regional District
Dyking Districts
Municipal Finance Authority
Total Collections for Others
Total Tax Levies
2016 2016 Buddet 2015
$ 77,452,203 $ 77,377,354 $ 74,042,945
32,805,061
5,397,878
925,179
892,390
558,943
3.272
40.582.723
$ 118.034.926
City of Maple Ridge - 2016 Annual Report
Page 59
32,855,944
5,398,623
925,272
892,747
523,716
3.270
40,599,572
$ 117,976,926
32,226,532
5,562,484
935,092
885,216
873,426
3.041
40,485,791
$ 114,528,736
Consolidated Financial Statements
16. Government Transfers
Government transfers received during the year were comprised of the following:
Federal Gov't
Provincial Gov't
TransLink
Other
Tota I
2016 2015
Capital
$ 5,141
233,219
371,777
160.802
$ 770.939
Operating
$ 289,215
1,167,396
497,800
50.385
$ 2.004.796
Capital
29,263
779,171
109.500
$ 917.934
Operating
$ 354,582
1,442,185
854,532
68,319
$ 2,719,618
17. Budget
Budget amounts represent the Financial Plan Bylaw adopted by Council on May 10, 2016. The Financial Plan
anticipated use of surpluses accumulated in previous years to balance against current year expenditures in
excess of current year revenues.
The following shows how these amounts were combined:
Revenue
Taxation
User fees and other revenue
Other
Contributed subdivision infrastructure
Total Revenue
Expenses
Protective services
Transportation services
Recreation and cultural
Water utility
Sewer utility
General Government
Planning, public health and other
Total expenses
Annual Surplus
Less:
Capital expenditures
Debt repayment
Add:
Interfund transfers
Amortization
Borrowing proceeds
Financial Plan Financial Statement
Bylaw Budget
$ 77,377,354 $ 77,377,354
41,197,154 41,197,154
49,985,230 49,985,230
16,499,996 16,499,996
185,059,734 185,059,734
38,805,939
38,805,939
20,121,816
20,121,816
23,316,336
23,316,336
14,263,929
14,263,929
10,387,576
10,387,576
18,198,317
18,198, 317
6,117,476
6,117,476
131,211,389
131,211,389
$ 53.848.345 $ 53.848.345
108,747,589
3,476,403
31,549,549
19, 780, 000
7.046,098
City of Maple Ridge - 2016 Annual Report
Page 60
Consolidated Financial Statements
18. Expenditures and Expenses by Object
Capital
Operations
Acquisitions
2016 Total
2016 Budget
2015 Total
Goods and services
$ 54,224,116
$ 31,743,301 $
85,967,417
$ 157,852,867 $
75,901,704
Wages and salaries
42,018,791
923,005
42,941,796
43,855,739
42,445,784
Interest
1.849,295
1.849,295
1,970.376
1,975.261
Total Expenditures
98,092,202
32,666,306
130,758,508
203,678,982
120,322,749
Amortization expenses
18,209,180
-
18,209,180
19,780,000
19,935,997
Contributed tangible
capital assets
-
39.062.791
39.062.791
16,499,996
36,744,306
Total Expenditures and
Expenses
$ 116,301.382
$ 71.729.097 $
188,030.479
$ 239.958,978 $
177.003,052
19. Pension Plan
The employer and its employees contribute to the Municipal Pension Plan (a jointly trusteed pension plan). The
board of trustees, representing plan members and employers, is responsible for administering the plan, including
investment of assets and administration of benefits. The plan is a multi-employer defined benefit pension plan.
Basic pension benefits are based on a formula. As at December 31. 2015, the plan has about 189,000 active
members and approximately 85,000 retired members. Active members include approximately 37,000
contributors from local governments.
Every three years, an actuarial valuation is performed to assess the financial position of the plan and adequacy
of plan funding. The actuary determines an appropriate combined employer and member contribution rate to fund
the plan. The actuary's calculated contribution rate is based on the entry -age normal cost method, which produces
the long-term rate of member and employer contributions sufficient to provide benefits for average future entrants
to the plan. The rate is then adjusted to the extent there is amortization of any funding deficit.
The most recent valuation for the Municipal Pension Plan as of December 31, 2015, indicated a $2,224 million
funding surplus for basic pension benefits on a going concern basis.
The City paid $3,440,174 (2015 $3,302,393) for employer contributions while employees contributed
$2,778,065 (2015 $2,680,523) to the plan in fiscal 2016.
The next valuation will be as at December 31, 2018, with results available in 2019.
Employers participating in the plan record their pension expense at the amount of employer contributions made
during the fiscal year (defined contribution plan accounting). This is because the plan records accrued liabilities
and accrued assets for the plan in aggregate, resulting in no consistent and reliable basis for allocating the
obligation, assets and cost to individual employers participating in the plan.
City of Maple Ridge - 2016 Annual Report
Page 61
Consolidated Financial Statements
20. Segmented Information
The City is a diversified municipal government entity in the province of British Columbia that provides a wide
range of services to its citizens. Municipal services have been segmented by grouping activities that have
similar service objectives (by function) and separately disclosed in the segment report. Where certain activities
cannot be attributed to a specific segment they have been reported as unallocated. The segments and the
services they provide are as follows:
Protective Services
Protective Services is comprised of the Ridge Meadows RCMP detachment, the Maple Ridge Fire Department,
bylaw enforcement, inspection services and emergency services. Services provided by the segment are focused
on protecting the citizens of Maple Ridge.
Transportation Services
Transportation Services is comprised of Engineering, Operations, Drainage and Roads. Services provided by the
segment include the construction and maintenance of transportation related infrastructure.
Recreation and Cultural
Recreation and cultural services provides library services, access to recreation facilities and maintains and
operates City parks.
Water Utility
The Water Utility, in conjunction with Metro Vancouver, provides safe, clean, reliable water to the residents and
businesses of the City of Maple Ridge.
Sewer Utility
The Sewer Utility collects waste water and transports it to treatment plants operated by Metro Vancouver in
addition to maintaining the sanitary sewer infrastructure.
General Government
General Government provides administrative, legislative and support services for the City. Functions
include financial planning and reporting, information technology, economic development and communications.
Planning, Public Health and Other
This segment is comprised of Planning, Recycling, Cemetery and Social Planning. Activities include land use
guidelines, development of the City's official community plan, management of the recycling contract and
improving the social well-being of the community.
Unallocated
Unallocated includes revenues and expenses that cannot be directly attributed to the activities of an identified
functional segment.
City of Maple Ridge - 2016 Annual Report
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City of Maple Ridge - 2016 Annual Report
Page 63
Consolidated Financial Statements
Segment Report
Consolidated Report of Segmented Revenue and Expenses
For the year ended December 31, 2016
Protective Transportation Recreation
Water Utility Sewer Utility
Services Services and Cultural
Revenue
Tax revenue
Other revenues
Government transfers
Development revenue
Interest and investment income
Gaming Revenues
Refinancing and other gains
Loss on disposal of capital assets
Contributed infrastructure
Total Revenue
Expenses
Operating:
Goods and services
Labour
Debt Servicing
Sub total
Amortization
Total Expenses
Excess (deficiency) of revenue over
expenses
$ -
$ -
$ -
$ 139,992
$ 891,135
6,175,248
757,903
5,476,262
15,545,102
9,470,352
100,530
1,523,174
187,121
-
-
1,569
9,086,684
5,610,106
2,838,919
121,088
(4,068)
(636,810)
(11,588)
(187,958)
(2,959,406)
-
21,379,869
5,405,623
3,292,211
8,985,088
6,273,279
32,110,820
16,667,524
21,628,266
16,508,257
18,747,607
2,802,426
9,324,296
9,223,928
7,050,689
15,753,713
5,572,234
8,370,799
1,229,348
575,625
13,886
(12,228)
935,302
-
34,515,206
8,362,432
18,630,397
10,453,276
7,626,314
1,329,360
7,473,290
2,954,081
2,175,606
2,441,993
35.844.566
15.835.722
21.584.478
12.628.882
10.068.307
$ (29,571,287) $ 16,275,098 $ (4,916,954) $ 8,999,384 $ 6,439,950
City of Maple Ridge - 2016 Annual Report
Page 64
Consolidated Financial Statements
3,771,630
541,404
Planning
54,224,116
65,605,274
55,862,092
8,065,402
General
Commercial
Public Health
43,855,739
Total
279,897
Total
Government
Tower
& Other
Unallocated
2016 Actual
Total Budget
2015 Actual
$ -
$ - $
1,940,726
$ 74,480,350
$ 77,452,203
$ 77,377,354
$ 74,042,945
1,719,398
1,445,025
2,622,056
-
43,211,346
41,197,154
41,699,739
964,910
-
-
328,324
2,775,735
5,991,875
3,637,552
213,865
21,050
-
17,893,281
39,560,375
12,855,808
-
2,478,388
2,478,388
1,882,980
2,417,402
1,338, 678
1,338,678
1,050,000
1,161,956
-
-
1,500,000
-
(33,507)
(3,833,337)
-
(1,668,305)
-
39,062,791
16,499,996
36,744,306
2,864,666
1,445,025
4,583,832
78,297,416
180,379,085
185,059,734
170,891,403
3,771,630
541,404
2,762,136
54,224,116
65,605,274
55,862,092
8,065,402
-
2,451,670
42,018,791
43,855,739
41,619,187
279,897
575,297
57,141
1,849,295
1,970,376
1,975,261
12,116,929
1,116,701
5,270,947
98,092,202
111,431,389
99,456,540
1,587,469
-
247,381
18,209,180
19,780,000
19,935,997
13,704,398
1,116,701
5,518,328
- 116,301,382
131,211,389
119,392,537
$ (10,839,732) $
328,324
$ (934,496) $
78,297,416 $ 64,077.703
$ 53,848,345
$ 51,498,866
City of Maple Ridge - 2016 Annual Report
Page 65
Consolidated Financial Statements
Schedule of Change in Operating Accumulated Surplus
For the year ended December 31, 2016
Actual
2016
Revenue
Taxes for municipal purposes
$ 77,452,203
User fees and other revenues
43,211,346
Government transfers
2,004,796
Development Revenue
1,003,410
Interest and investment income
1,717,684
Gaming revenues
1,338,678
Refinancing and other gains
181.645
126,909,762
Expenses
Protective services
34,515,206
Transportation services
8,362,432
Recreation and cultural
18,630,397
Water utilities
10,453,276
Sewer utilities
7,626,314
General government
13,233,630
Public and environmental health
5.270.947
98,092,202
Annual Surplus 28,817,560
Internal transfers
Transfers to capital funds (7,851,339)
Transfers to reserves (16.867.657)
Increase in operating accumulated surplus 4,098,564
Operating accumulated surplus -beginning of year 24.627.701
Operating accumulated surplus -end of year (Note 14) $ 28.726.265
City of Maple Ridge - 2016 Annual Report
Page 66
Budget
2016
$ 77,377,354
41,197,154
2,421,056
1,198,498
1,307,984
1,050,000
1.500.000
126,052,046
37,455,939
10,161, 816
21,106,336
12,243,929
7,997,576
16,608,317
5.857.476
111,431,389
14,620,657
Schedule 1
Actual
2015
$ 74,042,945
41,699,739
2,719,618
3,328,337
1,684,002
1,161,956
1.279.143
125,915,740
32,916,751
7,827,639
19,288,737
13,753,846
7,226,611
12, 771, 543
5.671.413
99,456,540
26,459,200
(9,470,487) (5,584,821)
(2,027,693) (15,168,801)
3,122,477
24,627,701
$ 27,750,178
5,705,578
18,922,123
$ 24,627,701
Consolidated Financial Statements
Schedule of Change in Capital Funds
For the year ended December 31, 2016
Actual
2016
Revenue
Subdivision infrastructure contributions $ 39,062,791 $
Government transfers 770,939
Development fees 16,470,744
Other capital contributions 419,127
Disposal of tangible capital assets (4,014,982) _
Total Revenue 52,708,619
Expenses
Amortization
Total Expenses
Annual Surplus
Internal Transfers
Transfers and principal payments from revenue funds
Transfers from reserves
Increase in capital funds
Capital funds - beginning of the year
Capital funds - end of the year (Note 14)
Budget
2016
16,499,996 $
3,570,819
36,627,061
1,734,816
58,432,692
Schedule 2
Actual
2015
36,744,306
917,934
9,311,090
216,381
(2.947.448)
44,242,263
18,209,180
19, 780,000
19,935,997
18,209,180
19, 780,000
19,935,997
34,499,439
38,652,692
24,306,266
7,851,339
9,470,487
5,584,821
10,019,157
37,274,741
7,614,277
52,369,935
85,397,920
37,505,364
898,164,817
898,164,817
860,659,453
$ 950,534,751 $
983,562,737 $
898,164,817
City of Maple Ridge - 2016 Annual Report
Page 67
Consolidated Financial Statements
Schedule of Change in Reserves
For the year ended December 31, 2016
Revenue and Transfers
Revenue
Interest and investment income
Add (less)
Internal transfers
Transfers from revenue funds
Transfers to capital funds
Increase (decrease) in Reserved Accumulated Surplus
Reserved Accumulated Surplus - Beginning of the Year
Reserved Accumulated Surplus- End of Year (Note 14)
Actual
2016
$ 760,704 $
Schedule 3
Budget Actual
2016 2015
574,996 $ 733,399
16,867,657 2,027,693 15,168,801
(10,019,1571 (37,274,741) (7,614,277)
7,609,204 (34,672,052) 8,287,923
77,031,530 77,031,530 68,743,607
$ 84,640,734 $ 42,359,478 $ 77,031,530
City of Maple Ridge - 2016 Annual Report
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City of Maple Ridge - 2016 Annual Report
Page 69
Consolidated Financial Statements
Schedule 4
Continuity Schedule of Debenture Debt
For the Year Ended December 31, 2016
Date of
Issue/Maturity
Bylaw/MFA
Function/Purpose
Interest
Rate
Long Term Debts
Apr 2005/2027
6246/93
Recreation/Downtown Civic Properties
5.7%
Apr 2005/2027
6246/93
General Government/Downtown Office Complex
5.7%
Dec 2006/2026
6246/99
General Government/Downtown Office Complex
5.0%
Oct 2012/2017
6562/121
General Government/River Road Drainage
2.1%
Oct 2012/2027
6560/121
Protective Services/Animal Shelter
2.9%
Oct 2012/2037
6559/121
Public Health/Cemetery Expansion
2.9%
Oct 2012/2037
6679/121
Public Health/Cemetery Expansion
2.9%
S u btota I
LESS:
Sinking Funds
Dec 2006/2026
6246/99
General Government/Downtown Office Complex
5.0%
Oct 2012/2017
6562/121
General Government/River Road Drainage
2.1%
Oct 2012/2027
6560/121
Protective Services/Animal Shelter
2.9%
Oct 2012/2037
6559/121
Public Health/Cemetery Expansion
2.9%
Oct 2012/2037
6679/121
Public Health/Cemetery Expansion
2.9%
S u btota I
Net Amount
City of Maple Ridge - 2016 Annual Report
Page 70
Consolidated Financial Statements
Dec 31, 2015 New Debt Issued
Principal/
Sinking Fund
2016
Interest Paid/
Balance During the year
Sinking Fund
Earnings
Balance
Earned
Outstanding
Payments
Outstanding
For The Year
$ 17,481,309 $
$ 1,244,182 $
$
16,237,127
$ 935,302
2,424,274
172,529
2,251,745
129,697
16,300,000
-
16,300,000
813,370
2,675,000
2,675,000
54,838
625,000
625,000
18,125
1,520,000
1,520,000
44,080
700,000
-
700,000
20,300
41,725,583
1,416,711
40,308,872
2,015,712
5,839,056
547,383
238,073
6,624,512
238,073
1,556,515
493,877
67,066
2,117,458
67,066
98,372
31,213
4,239
133,824
4,239
115,028
36,498
4,956
156,482
4,956
52,973
16,809
2,282
72,064
2,282
7,661,944
1,125,780
316,616
9,104,340
316,616
$ 34,063,639 $
$ 2,542,491 $
316,616 $
31,204,532
$ 1,699,096
City of Maple Ridge - 2016 Annual Report
Page 71
Historical Cost 1
Opening cost
Additions
Disposals
Accumulated
Amortization
Opening balance
Amortization expense
Effect of disposals
Consolidated Financial Statements
Schedule of Tangible Capital Assets
For the year ended December 31, 2016
Land2 Building Transportation
Network
$ 201,911,387 $
13,987,262
215,898,649
Schedule 5
Storm System
89,743,990 $
323,036,059 $
244,265,123
2,481,920
16,459,885
17,122,643
(129,893)
(525,233)
(497,526)
92,096,017
338,970,711
260,890,240
43,883,112
109,795,619
58,373,714
2,696,585
6,183,554
770,505
(116,307)
(238,741)
(173,407)
46,463,390
115,740,432
58,970,812
Net Book Value as at $ 215,898,649 $ 45,632,627 $ 223,230,279 $ 201,919,428
December 31, 2016
Net Book Value as at $ 201,911,387 $ 45,860,878 $ 213,240,440 $ 185,891,409
December 31, 2015
1 Historical cost includes work in progress at December 31, 2016 of $13,675,368 ($- for 2015) comprised of:
Land $24,177 ($202,240 for 2015); Buildings $2,716,945 ($532,501 for 2015); Transportation network $10,162,075
($8,375,477 for 2015); Storm system $46,711($48,431for 2015); Fleet and equipment $3,448 ($8,563 for 2015); Technology
$3,000 ($9,531 for 2015); Water system $440,517 ($195,180 for 2015); Sanitary system $73,575 ($- for 2015); and Other
$204,919 ($- for 2015). Work in progress is not amortized.
2 Additions to land are net of $- ($4,226,923 for 2015) of land reclassified to inventory available for sale.
3 "Other" at net book value includes Furniture and Fixtures at $495,795 ($630,730 for 2015) and structures at $14,668,431
($14,196,810 for 2015)
City of Maple Ridge - 2016 Annual Report
Page 72
Consolidated Financial Statements
Fleet and
Equipment Technology Water System Sanitary System Other3 Total
$ 27,175,107 $ 10,404,167 $ 139,209,369 $ 164,705,575 $
1,022,177 794,892 8,261,778 9,501,728
(554,664) (339,301) (493,244) (3,396,283)
27,642,620 10,859,758 146,977,903 170,811,020
28,760,734 $
1,229,211,509
2,096,812
71,729,097
(245,136)
(6,181,280)
30,612,410
1,294,759,326
13,131,476
5,602,228
31,381,745
42,219,256
13,933,193
318,320,343
1,315,184
796,641
2,246,237
2,468,325
1,732,149
18,209,180
(429,531)
(290,601)
(272,304)
(428,248)
(217,159)
(2,166,298)
14,017,129
6,108,268
33,355,678
44,259,333
15,448,183
334,363,225
$ 13,625,491 $
4,751,490 $
113,622,225 $
126,551,687 $
15,164,227 $
960,396,101
$ 14,043,631 $
4,801,939 $
107,827,624 $
122,486,319 $
14,827,541 $
910,891,167
City of Maple Ridge - 2016 Annual Report
Page 73
Consolidated Financial Statements
Continuity Schedule of Reserves
For the year ended December 31, 2016
Balance Interest
Dec. 31, 2015 Allocated
Reserve Funds
Local Improvements
$ 2,550,517
Equipment Replacement
13,093,289
Capital Works
11,623,295
Fire Department Capital Acquisition
7,054,422
Sanitary Sewer
1,614,769
Land
275,235
Total Reserve Funds
36,211,527
Reserve Accounts
Specific Projects - Capital
6,143,821
Specific Projects - Operating
8,397,216
Self Insurance
830,351
Police Services
6,735,888
Core Development
1,720,419
Recycling
1,513,787
Community Development
1,349
Building Inspections
2,494,848
Gravel Extraction
727,831
Community Works (Gas Tax)
-
Facility Maintenance
1,840,198
Snow Removal
686,015
Cemetery Maintenance
30,781
Infrastructure Sustainability (Town Centre Buildings)
329,415
Infrastructure Sustainability (Road Network)
1,710,679
Infrastructure Sustainability (Drainage)
-
Drainage Improvements
1,522,548
Critical Infrastructure
200,923
Infrastructure Grants Contribution
3,557
Gaming Revenues
779,954
Self Insurance (sewer utility)
134,873
Self Insurance (water utility)
113,228
Specific Projects (sewer utility)
2,155,690
Specific Projects (water utility)
2,746,632
Total Reserve Accounts
40,820,003
Total Reserves
$ 77,031,530
City of Maple Ridge - 2016 Annual Report
Page 74
$ 14,753
190,700
153,897
104,276
21,470
3,661
488,757
11,227
87,554
21,791
20,645
1
31,411
10,141
31,061
26,485
13,729
15,232
2,670
271,947
$ 760,704
Schedule 6
Consolidated Financial Statements
Transfers
Transfers
Balance
Revenue Funds
Capital Funds
Dec 31, 2016
7,393
848,971
$ -
$
$ 2,565,270
2,684,023
(824,815)
15,143,197
487,090
(1,536,304)
10,727,978
1,458,390
(212,824)
8,404,264
-
1,636,239
-
278,896
4,629,503
(2,573,943)
38,755,844
4,606,290
(2,422,351)
8,327,760
(562,856)
7,834,360
7,393
848,971
552,078
(76,430)
7,299,090
107,897
(69,772)
1,780,335
614,553
2,148,985
(1,350)
-
593,285
3,119,544
24,316
762,288
280,465
(280,465)
-
660,379
(89,740)
2,441,898
(212,954)
473,061
86,825
117,606
43,870
(79)
373,206
2,232,547
(2,296,544)
1,673,167
1,878,509
(580,363)
1,311,875
(22,612)
(708,060)
807,108
-
(82)
203,511
-
3,557
517,570
39,267
1,336,791
6,504
141,377
6,504
119,732
577,951
(414,261)
2,319,380
240,990
(546,334)
2,441,288
12,238,154
(7,445,214)
45,884,890
$ 16,867,657 $
(10,019,1571 $
84,640,734
City of Maple Ridge - 2016 Annual Report
Page 75
General Comparative Statistics
Municipal Government Incorporated September 12, 1874
Mayor and 6 Council Members
1 BC Stats - www.bcstats.gov.bc.ca/StatisticsBySubjecVDemography/PopulationEstimates.aspx
2 Voters are registered every four years at the time of the election - Maple Ridge Clerk's Department
3 Statistics Canada- www.statcan.gc.ca/tables-tableaux/sum-som/101/cst01/Ifss041-eng.htm
4 Total includes full-time equivalent employees - Maple Ridge Human Resources Department
5 Approximate numbers - Maple Ridge Economic Development Department
6 School District No 42, Maple Ridge Licences, Permits & Bylaws Department and www.fisabc.ca
7 In 2016 new software resulted in a shift of designated land - Planning Department
8 In 2007 Parks that were designated Agricultural have a new designation (Parks within the ALR) and are tracked under Schools/Park/Conservation
9 In 2008 reporting method changed
10 In 2008 land use category changed
11 In 2007 land use category changed - Schools are now included in Institutional/Civic
12 Maple Ridge Engineering Department
13 Maple Ridge Engineering Department
14 Maple Ridge Parks & Facilities Department
15 11,700 ha are within Municipal boundary
City of Maple Ridge - 2016 Annual Report
Page 76
2016
2015
2014
2013
2012
2006
Population 1
82,256
81,247
80,817
79,272
78,879
75,783
Registered Voters 2
53,839
53,839
53,839
51,089
51,089
46,748
Local Unemployment Rate 3
5.7%
5.6%
5.5%
6.8%
6.7%
4.6%
Municipal Full -Time Employees 4
399
383
406
367
365
269
Total Part-time Hours
254,944
286,236
278,372
266,308 270,468
133,083
Top 10 Employers Ranked by # of Employees 5
1. School District No. 42
1,915
6. Arcus
Community Resources
265
2. Ridge Meadows Hospital
1,082
7. Advantec
Global Innovations
260
3. City of Maple Ridge
624
8. Fraser Regional Corrections
240
4. Overwaitea Food Group
391
9. West Coast Auto Group
239
5. Ridge Meadows Association for Community Living
300
10. Safeway Maple Ridge
147
Number of Schools 6
Elementary Schools
17
17
17
17
17
18
Secondary Schools
5
5
5
5
5
5
Alternate/Special Education Schools 4
4
4
4
4
2
Continuing Education Facilities
1
1
1
1
1
1
Private Schools
5
5
5
5
5
3
Preschools
17
17
19
20
21
22
Day Care Centres
104
101
102
103
96
105
No. of Properties (Folios)
30,450
29,680
29,338
28,729
28,367
24,938
Land Area -Designated Land Use (in
Ha) 7
Residential
5,621
5,627
5,625
5,648
5,647
5,657
Agricultural
3,571
3,576
3,583
3,585
3,586
3,594
Forest 9
2,442
2,443
2,443
2,443
2,443
82
Park/Conservation 8
1,996
1,996
1,990
1,966
1,965
2,031
Employment 10
706
706
706
706
707
802
Institutional/Civic 11
336
336
336
336
336
230
Mixed Use
75
76
76
76
76
Total Designated Land
14,748
14,760
14,760
14,760
14,760
12,396
Non -Designated Land
11.962
11.950
11.950
11.950
11,950
14.314
Total Land Area (in Ha)
26,710
26,710
26,710
26,710
26,710
26,710
Roads (in Km) 12
Paved
486
483
481
477
473
450
Unpaved
6
6
6
6
6
7
Sewer Lines (in Km) 13
Sanitary
321
310
303
296
279
255
Storm 13
336
315
310
305
296
271
Water Lines (in Km)13
402
399
399
390
382
360
Parks Area (in Ha) (No. of Parks in Brackets)
14
Municipal
(70) 268
(63) 256
(62) 256
(62) 256 (61)
256
(49) 213
Regional
( 2) 564
( 2) 558
( 2) 540
( 2) 540 ( 2)
540
( 1) 414
Provincial 15
( 1) 55,596
( 1) 55,596
( 1) 55,596
( 1) 55,596 ( 1)
55,596
( 1) 55,596
1 BC Stats - www.bcstats.gov.bc.ca/StatisticsBySubjecVDemography/PopulationEstimates.aspx
2 Voters are registered every four years at the time of the election - Maple Ridge Clerk's Department
3 Statistics Canada- www.statcan.gc.ca/tables-tableaux/sum-som/101/cst01/Ifss041-eng.htm
4 Total includes full-time equivalent employees - Maple Ridge Human Resources Department
5 Approximate numbers - Maple Ridge Economic Development Department
6 School District No 42, Maple Ridge Licences, Permits & Bylaws Department and www.fisabc.ca
7 In 2016 new software resulted in a shift of designated land - Planning Department
8 In 2007 Parks that were designated Agricultural have a new designation (Parks within the ALR) and are tracked under Schools/Park/Conservation
9 In 2008 reporting method changed
10 In 2008 land use category changed
11 In 2007 land use category changed - Schools are now included in Institutional/Civic
12 Maple Ridge Engineering Department
13 Maple Ridge Engineering Department
14 Maple Ridge Parks & Facilities Department
15 11,700 ha are within Municipal boundary
City of Maple Ridge - 2016 Annual Report
Page 76
General Comparative Statistics
Police 18
2016
2015
2014
2013
2012
2006
Dog Licences Issued 16
8,300
8,349
8,450
8,467
8,546
8,244
Business Licences Issued 17
4,330
4,370
4,271
4,277
4,215
4,004
Building Permits
2.6
2.6
2.8
2.7
2.7
-
Total Issued 19
1,035
1,033
868
684
638
1,034
Value 18
$190,753,000
$188,753,000
$120,703,790
$135,383,000
$111,574,000
$255,589,000
Police 18
RCMP Members
97.0
96.0
94.0
90.0
87.0
81.0
Emergency Response Team (ERT)
1.2
1.2
1.3
1.7
1.7
-
Forensic Identification Service (FIS)
2.6
2.6
2.8
2.7
2.7
-
Integrated Homicide Investigation (IHIT)
2.7
2.7
2.8
3.0
3.1
-
LMD Reconstructionists (ICARS)
0.6
0.6
0.7
0.8
0.8
-
Police Dog Service (PDS)
1.5
1.5
1.4
1.7
1.7
-
Community Safety Officers
0.0
3.0
3.0
3.0
3.0
-
Auxiliary Police Officers
11.0
19.0
20.0
32.0
31.0
39.0
Fire Personnel: 19
Fire Chiefs
1
1
1
1
2
2
Deputy Chief
1
1
1
1
Assistant Fire Chiefs
4
4
4
4
4
4
Fire Training Officer
1
1
1
1
1
-
Fire Captains
8
8
8
8
8
4
Fire Lieutenants
4
4
5
5
4
-
Full -Time Firefighters
41
41
36
35
38
12
Paid -on-call: Hall No. 1
25
28
31
25
29
52
Hall No. 2
17
15
15
16
19
24
Hall No. 3
15
18
17
16
18
24
Accumulated Surplus
Funded Reserves
Capital Fund
Equity in Capital Assets
Operating Surplus
Total Surplus and Reserves 20
Long Term Debt
Parks & Recreation
Public Works
Protective Services
Public Health
General Government
Total General Fund
Waterworks Utility
Sanitary Sewer Utility
Total Gross Debt
Debt Per Capita
Debt Payment as a Percentage
of Expenses 21
Remaining Debt Servicing
Capacity 22
$ 84,640,734 $ 77,031,530 $ 68,743,606 $ 65,119,234 $ 61,076,557 $ 42,062,019
- - - - 393,749
950,534,751 898,164,817 860,659,453 835,485,595 787,906,788 -
28,726,265 24,627,701 18,922,123 15,881,038 13,235,095 9,197,891
$1,063,901,750 $999,824,048 $948,325,182 $916,485,867 $862,218,440 $ 51,653,659
$ 16,237,127 $ 17,481,309 $ 18,691,327 $ 19,868,118 $ 21,012,595 $ 27,249,027
557,542 1,118,485 1,657,773 2,176,359 2,675,000 287,312
491,176 526,628 560,711 593,486 625,000 -
1,991,454 2,051,999 2,110,207 2,166,180 2,220,000 -
11.927.233 12.885.218 13.808.006 14.697.271 15.554.127 20.078.572
$ 31,204,532 $ 34,063,639 $ 36,828,024 $ 39,501,414 $ 42,086,722 $ 47,614,911
24,995
97,506
$ 31,204,532 $ 34,063,639 $ 36,828,024 $ 39,501,414 $ 42,086,722 $ 47,737,412
$ 379 $ 419 $ 458 $ 498 $ 535 $ 630
4.0% 4.0% 4.2% 4.1% 3.8% 7.8%
$ 24,633,232 $ 22,835,774 $ 20,600,856 $ 17,908,517 $ 19,180,654 $ 10,976,567
16 Maple Ridge Finance Department
17 Maple Ridge Licences, Permits & Bylaws Department
18 Ridge Meadows RCMP
19 As of 2011 the number of paid -on-call members does not include career members. In prior years the total number of paid -on-call did include career members - Maple
Ridge Fire Department
20 New accounting standards were adopted effective January 1, 2008. These new standards required the District to record tangible capital assets at cost and include
them in the accumulated surplus total. This information is not available for years prior to 2008 - Maple Ridge Finance Department
21 As a result of the new accounting standards debt payment is now calculated as a percentage of expenses. Prior to 2008 it was calculated as a percentage of non -
capital expenditures - Maple Ridge Finance Department
22 The calculation method changed with the adoption of the Community Charter and has not been calculated for the years shown prior to 2004 - Maple Ridge Finance
Department.
City of Maple Ridge - 2016 Annual Report
Page 77
Permissive Tax Exemptions
Through the adoption of an annual bylaw, the City Council provides a permissive exemption from City taxation to
certain groups and organizations, which are evaluated and chosen at the discretion of Council. The legal capacity to
provide these permissive tax exemptions is through powers granted to the Council in the Community Charter.
The Community Charter legislation took effect on January 1, 2004 and as a requirement of this legislation the City
must include in its Annual Report, a listing of each permissive tax exemption granted under the annual bylaw and the
amount of taxes that would have been imposed on the property if it were not exempt for that year. Another provision of
the Community Charter requires the City to advertise the proposed permissive tax exemption bylaw prior to its adoption.
These changes incorporated into the Community Charter provide improved transparency into the City's dealings and
allow for the public to provide input.
The purpose of granting permissive tax exemptions is to support organizations providing services considered to be
an extension of City services and programs that are deemed to contribute to the well being of the community. In order
for an organization to be considered for a permissive tax exemption they must submit an application requesting an
exemption, with the exception of churches and schools. They must operate on a not-for-profit basis, they must be in
good standing with the Registrar of Companies, and they must be apolitical and non-restrictive in their membership,
executive, and event participation.
Permissive tax exemptions for churches and schools are handled differently. Churches and schools are granted a
statutory exemption under the Community Charter, which provides for a general exemption from taxation over which the
City Council does not have any legislative powers or authority. The exemptions granted under this legislation provide tax
exemption for the main building and the land on which the building stands, leaving the remainder of the property as
taxable. The City's permissive tax exemption policies grant an automatic permissive tax exemption for additional land
and buildings not covered by the statutory exemption to a maximum of 2.023 hectares.
All permissive tax exemptions can be provided for the land or improvements of the property, or any combination
thereof, in whole or in part. Partial exemptions are usually granted if only a portion of the property is used in conjunction
with the criteria listed above.
To coincide with the statutory powers granted through the legislation of the Community Charter, the City Council
has adopted guidelines pertaining to permissive tax exemptions as a whole and a set of more specific policies
regarding what types of organizations will and will not be considered for permissive tax exemptions.
The guidelines are in place to:
• Prevent the downloading/offloading of services that are the responsibility of senior governments.
• Ensure that local residents are not subsidizing residents from other municipalities.
• Confirm that where a permissive tax exemption is granted that all residents of Maple Ridge have access to
the service provided.
• Guarantee that property tax exemption does not provide for an unfair competitive advantage.
• Ascertain that the services fall under the responsibility of local government.
The Permissive Tax Exemptions granted for the 2016 taxation year are exempted under Bylaw #7170-2015, adopted
on September 29, 2015.
2016 Permissive Tax Exemptions - Taxes Forgone
Property
Address
Taxes
Foregone
Alouette Home Start Society
11932 221 Street
$ 1,766
Cam Neely Arena (90% exemption)
23448 105 Avenue
48,065
Fraternal Order of Eagles, Maple Ridge Aerie 2831
23461 132 Avenue
7,654
Girl Guides of Canada
26521 Ferguson Avenue
8,148
Golden Ears Winter Club (95% exemption)
23588 105 Avenue
35,300
Katie's Place
Unit 2 - 10235 Jackson Road
2,658
Maple Ridge Golf Course
20818 Golf Lane
29,930
Maple Ridge Pitt Meadows Arts Council
11944 Haney Place
144,732
Maple Ridge Search and Rescue Society
23598 105 Avenue
7,374
Ridge Meadows Recycling Society
10092 236 Street
17,641
Ridge Meadows Seniors Society
12148 224 Street
46,971
Ruskin Community Hall
28395 96 Avenue
4,226
Scout Properties (BC/Yukon) Ltd.
27660 Dewdney Trunk Road
16,377
Society for the Prevention of Cruelty to Animals
Unit 1 - 10235 Jackson Road
33,848
City of Maple Ridge - 2016 Annual Report
Page 78
Permissive Tax Exemptions
Property
Address
Taxes
Foregone
Heritage
Haney Brick Yard Office & Haney Brick Yard House (Maple Ridge
Historical Society)
22520 116 Avenue
$ 6,765
Haney House (Maple Ridge Historical Society)
11612 224 Street
2,089
Masonic Lodge (Prince David Temple Society)
22272 116 Avenue
6,153
Old Japanese School House (Fraser Information Society)
11739 223 Street
3,793
St. Andrews United Church (Maple Ridge Historical Society)
22279 116 Avenue
2,995
Churches
Apostles of Infinite Love, Canada
27289 96 Avenue
$ 2,931
BC Conference of the Mennonite Brethren Churches Inc.
20450 Dewdney Trunk Road
40,853
Burnett Fellowship Baptist Church
20639 123 Avenue
4,155
Christian & Missionary Alliance - Canadian Pacific District
20399 Dewdney Trunk Road
5,446
Christian Reformed Church of Maple Ridge BC
20245 Dewdney Trunk Road
5,133
Church of the Nazarene
21467 Dewdney Trunk Road
5,984
Generations Christian Fellowship and Colleen Findlay Foundation
11601 Laity Street
12,130
Governing Council of the Salvation Army in Canada
22188 Lougheed Highway
4,952
High Way Church
21746 Lougheed Highway
6,665
Lord Bishop of New Westminster (St. John Evangelical)
27123 River Road
5,788
Maple Ridge Baptist Church
22155 Lougheed Highway
68,392
Maple Ridge Vineyard Christian Fellowship
22336 Dewdney Trunk Road
5,971
NorthRidge Church
22899 Dewdney Trunk Road
10,508
Parish of St. George, Maple Ridge
23500 Dewdney Trunk Road
4,563
Pentecostal Assemblies of Canada
11756 232 Street
9,959
Port Hammond United Church
11391 Dartford Street
1,917
President of the Lethbridge Stake (Mormon Church)
11750 207 Street
5,423
Roman Catholic Archbishop of Vancouver
22561 121 Street
3,714
Roman Catholic Archbishop of Vancouver Church
20285 Dewdney Trunk Road
8,711
Ruskin Gospel Church
28304 96 Avenue
3,468
St. John the Divine Anglican Church
21299 River Road
5,370
St. Paul's Evangelical Lutheran Church of Haney BC
12145 Laity Street
4,994
Timberline Ranch
22351 144 Avenue
332
Trustees of St. Andrews Congregation of the United Church of Canada
22165 Dewdney Trunk Road
23,912
Trustees of the Congregation of the Haney Presbyterian Church
11858 216 Street
7,447
Trustees of the Maple Ridge East Congregation of Jehovah's
11770 West Street
5,511
Trustees of Webster's Corner United Church
25102 Dewdney Trunk Road
3,359
Wildwood Fellowship Church
10810 272 Street
3,251
Schools
Haney - Pitt Meadows Christian School Association 12140 203 Street $ 5,018
Meadowridge School Society 12224 240 Street 11,371
Roman Catholic Archbishop of Vancouver 22561 121 Avenue 3,274
2016 Property Taxes Forgone Through Permissive Tax Exemptions $716,987
City of Maple Ridge - 2016 Annual Report
Page 79
Major Property Tax Payers
City of Maple Ridge - 2016 Annual Report
Page 80
Registered Owner
Primary Property
Taxes Levied
1.
Sun Life Assurance Company of Canada
Westgate Shopping Centre
$1,085,706
2.
BC Hydro & Power Authority
Distribution Lines
1,078,397
3.
Bucci Investment Corporation Inc
Valley Fair Mall
806,026
4.
SmartReit (Maple Ridge) Inc.
Haney Place Mall
727,903
5.
Interfor Corp.
Lumber Mills
704,344
6.
M R Landmark 2000 Centre Ltd
Shopping Centre & Auto Dealership
664,134
7.
FortisBC Energy Inc.
Gas Lines
502,685
8.
Telus (BC Telephone Company)
Poles, Lines, Towers
467,457
9.
Canadian Pacific Railway Co.
Railway Tracks
384,203
10.
22475 Dewdney Trunk Road Inc.
Maple Ridge Square
348,795
11.
Canadian Property Holdings
Retail
308,525
12.
Damka Lumber & Development Ltd
Shopping Centre
284,847
13.
Mary Jones Properties
Shopping Centre & Auto Dealership
267,222
14.
E -One Moli Energy (Canada) Limited
20000 Stewart Crescent
261,136
15.
487559 BC Ltd
Shopping Centre
245,933
16.
Ridge Meadows U -Lok
Storage/Warehousing
211,974
17.
Royal Canadian Legion Branch No 88
Strata Rental Units/Legion
201,405
18.
Viam Holdings Ltd.
Strata Rental Units
200,482
19.
Runnel Holdings Ltd
Shopping Centre & Fast Food
198,497
20.
Alpi Construction Inc/Ventures Ltd
Condominium Development
197,708
21.
Maple Ridge Senior Village Holdings Ltd
Retirement Living
188,376
22.
Stella -Jones Canada Inc
Storage/Warehousing
186,854
23.
0766349 BC Ltd
Lumber Remanufacturing
184,471
24.
Great Pacific Industries
Shopping Centre
180,198
25.
Ron Jones Ltd.
Retail
170,480
26.
0800957 BC Ltd
Lumber Remanufacturing
168,403
27.
R P M Holdings Ltd
Auto Dealership
153,394
28.
Squamish Projects Ltd
Lumber Mills
148,092
29.
Target Products Ltd
Storage/Warehousing/Vacant Land
141,354
30.
Les Investissements Immobiliers Ciame Inc
Apartment Rental Units
137,642
31.
0722548 BC Ltd
Retirement Living
131,450
32.
CSH W Manor Inc
Retirement Living
119,707
33.
Donada Industries Ltd
Retail and Residential Strata
111,339
City of Maple Ridge - 2016 Annual Report
Page 80
Assessment/Taxation Comparative Statistics
School Tax Rate (per $1,000)1
2016
2015
2014
2013
2012
2006
Assessment for General Taxation 1
$ 2.0032
$ 2.0032
$ 2.0544
$ 2.0390
$ 2.0127
Land
$ 9,673,877,830
$ 8,896,652,784
$ 8,409,147,922
$ 8,193,398,168
$ 8,212,774,149
$ 5,199,820,987
Less: Exempt Land
923.950.688
838.820.571
806.645.636
800.313.105
811.751.851
519.995.004
Net Land Assessment
$ 8,749,927,142
$ 8,057,832,213
$ 7,602,502,286
$ 7,393,085,063
$ 7,401,022,298
$ 4,679,825,983
Improvements
$ 6,159,426,418
$ 5,828,623,547
$ 5,716,035,705
$ 5,722,068,008
$ 5,638,417,606
$ 3,731,350,701
Less: Exempt Imp & Utilities
705.962.973
716.930.914
684.076.357
563.485.980
580.271.129
392.502.471
Net Improvement Assessment
$ 5,453,463,445
$ 5,111,692,633
$ 5,031,959,348
$ 5,119,877,228
$ 5,058,146,477
$ 3,338,848,230
Total Taxable Assessment
$14,203,390,587
$13,169,524,846
$12,634,461,634
$12,512,962,291
$12,459,168,775
$ 8,018,674,213
Assessment for School Taxation
1$14,161,239,272
$13,147,843,170
$12,591,048,264
$12,407,006,433
$12,342,368,776
$ 7,890,012,754
General & Debt Tax Rates (per $1,000)
2
.2834
.3173
.3315
.3252
.3244
Residential
$ 4.2942
$ 4.4087
$ 4.4199
$ 3.8564
$ 3.7089
$ 3.9038
Utilities
39.2517
39.4395
39.6181
36.0138
36.2833
38.7399
Industrial
33.5554
32.8020
34.5830
33.5237
32.9650
56.9788
Business/Other
11.6578
12.1314
12.6098
11.0118
10.6591
14.1723
Seasonal/Recreational
11.6578
12.1314
12.6858
10.8926
10.4940
11.5950
Farm
33.0777
31.5082
30.0585
25.0879
24.4024
18.6476
School Tax Rate (per $1,000)1
Residential
$ 2.0032
$ 2.0032
$ 2.0544
$ 2.0390
$ 2.0127
$ 2.6828
Utilities
13.6000
13.6000
13.6000
14.0000
14.2000
14.9000
Industrial
2.3200
2.3200
2.4000
2.4800
2.5600
12.5000
Business/Other
5.8000
5.8000
6.0000
6.2000
6.4000
9.2000
Seasonal/Recreational
3.3000
3.3000
3.4000
3.4000
3.4000
4.2000
Farm
3.4500
3.4500
3.4500
3.4500
3.4500
6.8000
Residential Tax Rate (per $1,000) 2
General (incl. Reg. Library)
$ 4.2942
$ 4.4087
$ 4.4199
$ 3.8564
$ 3.7089
$ 3.9038
Debt after 2004 incl. above 2005=Fire
.0819
.0626
.0426
.4269
.3799
.1270
Transit Authority (GVTA)
.2834
.3173
.3315
.3252
.3244
.4688
Local School Levy
2.0032
2.0032
2.0544
2.0390
2.0127
2.6828
Regional District
.0549
.0585
.0586
.0624
.0575
.0857
Municipal Finance Authority
.0002
.0002
.0002
.0002
.0002
.0003
BC Assessment
.0543
.0596
.0619
.0610
.0599
.0816
$ 6.7721
$ 6.9101
$ 6.9691
$ 6.7711
$ 6.5435
$ 7.3500
Utilities & Penalties
Current Year's Levy
$136,852,487
$ 131,595,549
$127,677,318
$122,454,692
$117,585,020
$ 83,504,420
Per Capita
$ 1,664
$ 1,700
$ 1,608
$ 1,542
$ 1,494
$ 1,102
Collections
$133,561,495
$ 127,746,089
$ 123,129,862
$117,829,626
$112,753,690
$ 81,092,881
Percent of Levy
97.60%
97.07%
96.44%
96.22%
95.89%
97.11%
Gross Tax Collections
$138,120,216
$ 131,969,749
$127,733,292
$122,315,910
$117,147,840
$ 83,839,990
Percent of Current Levy
101.00%
100.00%
100.00%
99.89%
99.63%
100.00%
Taxes Outstanding
$ 5,165,544
$ 6,232,256
$ 6,606,456
$ 6,662,430
$ 6,523,648
$ 3,084,325
Effective in 1983, actual value assessments were used in determining tax levies for general Municipal purposes and effective in 1984 for School
purposes, pursuant to the policy of the Province of British Columbia.
Z Variable tax rates were established in 1983 for different classes of property pursuant to the policy of the Province of British Columbia for Municipal
Government services and 1984 for all other Government Levies.
City of Maple Ridge - 2016 Annual Report
Page 81
Property Assessments & Tax Rates
By Property Class
Analysis of 2016 Rates (Per $1,000)
General and Debt
4.2942
Major
Light
Business
Seasonal
14.9925
Residential
Utilities
Industrial
Industrial
Other
Recreational
Farm
Analysis of 2016 Taxable Values
.2703
Drainage, Park & Rec Improvement
.0468
.4275
.3655
.1270
For General Purposes
.1633
.3602
School
2.0032
13.6000
2.3200
($ in 1,000's) 12,916,697
13,516
17,291
232,311
971,963
2,577
4,863
Percentage of Taxable Values 91.15%
.10%
.13%
1.69%
6.87%
.02%
.04%
Percentage of General Taxation 78.33%
.75%
.82%
3.82%
16.00%
.05%
.23%
Analysis of 2016 Rates (Per $1,000)
General and Debt
4.2942
39.2517
33.5554
11.6578
11.6578
14.9925
33.0777
Park & Rec Improvement Levy
.0351
.3208
.2743
.0953
.0953
.1225
.2703
Drainage, Park & Rec Improvement
.0468
.4275
.3655
.1270
.1270
.1633
.3602
School
2.0032
13.6000
2.3200
5.8000
5.8000
3.3000
3.4500
BC Assessment
.0543
.4995
.4995
.1575
.1575
.0543
.0543
Municipal Finance Authority
.0002
.0007
.0007
.0007
.0005
.0002
.0002
Regional District and 911 Emergency
.0549
.1922
.1867
.1867
.1345
.0549
.0549
Transit Authority
.2834
2.5742
1.9235
1.5211
1.242
.2582
.3629
1. Properties are categorized into 9 different classes for assessment and taxation purposes
2• Maple Ridge has no properties within classes 3 (Forestry) and 7 (Tree Farm)
3• Tax revenue requirements are approved by Council through the Business Planning Process. Property Assessments, as determined by BC
Assessments are used to derive the tax rates levied to property owners to realize the required revenue.
City of Maple Ridge - 2016 Annual Report
Page 82
Revenue
Property Taxes
Fees
Investment Income
Developer Contributions
Government Transfers
Other Proceeds and Gains (losses)
Expenses
Analysis by function
Protective Services
Transportation Services
Recreation & Cultural
Water Utility
Sewer Utility
General Government
Planning, Public Health & Other
Analysis by object
Goods and Services
Wages and Salaries
Interest and Financing Fees
Amortization Expense
Annual surplus
Net financial assets
Revenue & Expenses
Last Five Fiscal Years Comparison
2016 2015 2014 2013 2012
$ 77,452,203 $ 74,042,945 $ 71,350,132 $ 68,079,360 $ 64,939,423
43,211,346 41,699,739 38,572,819 35,843,766 34,698,238
2,478,388 2,417,402 2,424,879 2,577,212 3,486,028
56,956,072 49,600,114 31,926,000 56,381,553 22,336,304
4,114,413 4,799,508 3,567,536 4,692,641 5,240,643
(3,833,337) (1,668,305) (1,353,953) (2,449,158) (1,530,761)
$180,379,085 $170,891,403 $146,487,413 $165,125,374 $129,169,875
$ 35,844,566 $ 34,452,583 $ 31,988,914 $ 31,159,175 $ 30,619,435
15,835, 722 17,651,339 17,323,495 16,624,764 16,781,930
21,584,478 21,562,840 21,183,974 19,628,824 19,529,726
12,628,882 15,615,936 15,375, 275 14,809,051 13,138,936
10,068,307 9,837,523 9,341,867 9,582,651 9,279,252
14,821,099 14,357,496 14,517,314 13,565,957 13,307,270
5,518,328 5,914,820 4,917,259 5,487,525 3,939,899
$116,301,382 $119,392,537 $114,648,098 $110,857,947 $106,596,448
$ 54,224,116 $ 55,862,092 $ 53,130,560 $ 53,384,258 $ 49,979,189
42,018,791
41,619,187
40,284,322
37,273,383
36,623,805
1,849,295
1,975,261
2,139,323
2,249,331
2,372,700
18,209,180
19,935,997
19,093,893
17,950,975
17,620, 754
$116,301,382
$119,392,537
$114,648,098
$110,857,947
$106,596,448
$ 64,077,703 $ 51,498,866 $ 31,839,315 $ 54,267,427 $ 22,573,427
$ 86,346,124 $ 72,053,124 $ 51,798,865 $ 41,980,206 $ 32,721,228
City of Maple Ridge - 2016 Annual Report
Page 83
Tangible Capital Assets Acquired
Last Five Fiscal Years Comparison
Total Capital Acquisitions $71,729,097 $57,610,516 $43,105,823 $65,502,548 $31,715,399
Source of Fundin
Revenue Funds
2016
2015
2014
2013
2012
Capital Acquisitions
2,573,942
2,161,453
3,796,703
1,895,480
1,239,378
General Government
$ 3,324,944
$ 950,180
$ 1,610,712
$ 1,070,337
$ 724,597
Transportation
37,900,753
38,123,238
24,936,296
42,901,006
19,686,585
Parks and Recreation
11,893,850
6,735,898
7,704,331
5,125,275
4,016,042
Protective Services
558,141
356,409
2,875,132
353,552
672,549
Public Health and Other
1,035,565
13,886
800,664
193,328
439,678
Sanitary Sewer & Waterworks
17,015,843
11,430,905
5,178,688
15,859,050
6,175,948
Total Capital Acquisitions $71,729,097 $57,610,516 $43,105,823 $65,502,548 $31,715,399
Source of Fundin
Revenue Funds
$12,440,584
$ 8,259,352
$ 9,660,716
$ 8,576,784
$ 7,867,805
Reserve Funds
2,573,942
2,161,453
3,796,703
1,895,480
1,239,378
Contributed Assets
39,062,791
36,744,306
23,232,212
46,543,513
16,709,523
Grants
770,939
917,934
942,949
1,717,767
2,097,109
Development Fees & Other
16,880,841
9,527,471
5,473,243
6,769,004
3,801,584
Total Financing $71,729,097 $57,610,516 $43,105,823 $65,502,548 $31,715,399
City of Maple Ridge - 2016 Annual Report
Page 84
Glossary
ACCUMULATED SURPLUS - Represents net economic
resources; the amount by which all assets, both financial
and non-financial, exceed all liabilities and indicates that
a government has net resources available to provide
future services.
AMORTIZATION - The reduction of the value of an asset
by prorating its cost over its estimated useful life.
ANNUAL SURPLUS/DEFICIT -The difference between
annual revenues and annual expenses. If positive it is
referred to as Annual Surplus, if negative, it is referred to
as Annual Deficit.
ASSETS - Resources owned or held by the City, which
have monetary value.
BC ASSESSMENT (BCA) - The independent organization
that is responsible for establishing the assessed property
values within British Columbia.
BUDGET - A financial plan embodying an estimate of
proposed expenditures for a given period and the pro-
posed means of financing them.
CAPITAL EXPENDITURES - Expenditures to acquire Capi-
tal Assets or extend or renew the life of an existing Capi-
tal Asset.
CDMR DEVELOPMENTS LTD. - Municipality's wholly
owned subsidiary.
CORPORATE MANAGEMENT TEAM (CMT) - Senior staff
responsible for decisions on the day-to-day and long-term
business affairs of the City.
DEPARTMENT - The basic organizational unit of the City,
which is functionally unique in its delivery of services.
DEVELOPMENT COST CHARGES (DCC) - Fees and charg-
es contributed by developers to support development
and growth in the City.
DIVISION - The top level organizational unit of the City to
which all departments report.
EXPENDITURE - Payment for property or services for the
purpose of acquiring an asset, service or settling a loss.
Charges incurred (whether paid immediately or unpaid)
for operations, maintenance, interest or other charges.
EXPENSE - A transaction that results in a decrease in
economic resources.
FINANCIAL ASSET - Assets that could be used to dis-
charge existing liabilities or finance future operations,
such as cash, receivables and portfolio investments.
FINANCIAL PLAN - Provides the statutory approval to
expend funds one approved by Council. Approval for the
five-year Financial Plan is provided annually for operating
purposes and for life of capital projects beginning in the
first year of the Plan period.
FREEDOM OF INFORMATION (FOI) - Freedom of Infor-
mation Act gives individuals rights to access information
held by local government and protects their privacy by
placing restrictions on local government when collecting
or disclosing personal information.
FULL-TIME EQUIVALENT POSITION (FTE) - Employee po-
sitions, which are authorized in the adopted budget, to
be filled during the year. A part-time position converted
to the decimal equivalent of a full-time position. For ex-
ample, a part-time employee working for 20 hours per
week in a 35 hour per week position is would be the
equivalent to 0.6 of a full-time position.
FUND - A fiscal entity with revenues and expenditures,
which are segregated for the purpose of carrying out a
specific purpose or activity.
FUND BALANCE - Excess of the assets of a fund over its
liabilities, reserves, and carryover.
GAIN (LOSS) ON DISPOSAL - The difference between
disposal proceeds and net book value of tangible capital
assets at the time of disposition. If disposal proceeds are
less than the remaining net book value the result is a
loss, if greater, the result is a gain.
GENERALLY ACCEPTED ACCOUNTING PRINCIPLES (GAAP
- Uniform minimum standards for financial accounting
and recording, encompassing the conventions, rules, and
procedures that define accepted accounting principles.
GOAL - A statement of broad direction, purpose, or in-
tent based on the needs of the community. A goal is
general and timeless.
GRANTS - A contribution by a City or other organization
to support a particular function. Grants may be classified
as either operational or capital.
GROSS DOMESTIC PRODUCT (GDP) - The monetary val-
ue of all the finished goods and services produced within
a country's borders in a specific time period, though GDP
is usually calculated on an annual basis. It includes all of
private and public consumption, government outlays,
investments and exports less imports that occur within a
defined territory.
GVRD - Refers to the Greater Vancouver Regional Dis-
trict, which is responsible for providing some region -wide
services. Also see "Metro Vancouver."
City of Maple Ridge - 2016 Annual Report
Page 85
Glossary
GVS & DD - Greater Vancouver Sewer & Drainage Dis-
trict. Provides sewerage transfer and treatment on a re-
gional basis and the disposal of solid waste.
GVWD - Greater Vancouver Water District. Responsible
for acquiring water, maintaining the supply, ensuring its
quality, and delivering it to the member municipalities for
distribution by local systems.
INFRASTRUCTURE - The physical assets of a City (e.g.
streets, water, sewer, public buildings, and parks).
LEED - The Leadership in Energy and Environmental
Design rating system promotes sustainability by recogniz-
ing performance in five key areas of human and envi-
ronmental health - sustainable site development, water
efficiency, energy efficiency, materials selection, and
indoor environmental quality.
LEVY - To impose taxes for the support of City activities
LIBRARY - Fraser Valley Regional Library (FVRL), which is
a regionalized library collection and distribution system
that provides all of the operational aspects of a library
system. Members must provide local facilities.
METRO VANCOUVER (FORMERLY GVRD) - Provides air
quality management, transportation planning, regional
housing, regional parks (the Kanaka Creek estuary and
linear park is located within the Maple Ridge bounda-
ries), labour relations for local government employees,
and administration of the 9-1-1 emergency telephone
system.
MFA - Municipal Finance Authority. A provincial organiza-
tion that provides for marketing, placement, and admin-
istration of all Municipal debt requirements (except for
the City of Vancouver). This Authority also operates an
investment pool on behalf of municipalities.
NET BOOK VALUE - The historical cost of a tangible capi-
tal asset less accumulated amortization.
NET FINANCIAL POSITION - The excess or deficiency of
financial assets over liabilities.
NON-FINANCIAL ASSET - Assets that are acquired, con-
structed or developed that do not normally provide re-
sources to discharge existing liabilities, but are normally
employed to deliver government services or may be con-
sumed in the normal course of operations.
OFFICIAL COMMUNITY PLAN (OCP) - The City's prime
development planning document.
RCMP - Royal Canadian Mounted Police. Contract with
the Federal Government to provide police services (po-
lice officers); the Municipality provides the clerical sup-
port services and facilities.
REVENUE - Sources of income financing the operations
of the City.
RMRS - RIDGE MEADOWS RECYCLING SOCIETY - A
community-based, charitable non-profit organization, in
partnership with the City of Maple Ridge provides blue -
box recycling collection, operates the Maple Ridge Recy-
cling Depot and Intermediate Processing Facility, and
offers education on environmental issues to all residents
of Maple Ridge.
SEGMENT - Groupings of municipal activities that have
similar service objectives.
STRATEGIC PLAN - Developed by Council to guide the
development of specific objectives the City could focus
on in order to achieve the community vision.
TANGIBLE CAPITAL ASSETS -Non-financial assets having
physical substance that are held for use in the produc-
tion or supply of goods and services, have economic lives
extending beyond one year and are to be used on a con-
tinuing basis.
TAX LEVY - The total amount to be raised by general
property taxes when the tax rate is multiplied by the as-
sessed values.
TAXES - Compulsory charges levied by the City for the
purpose of financing services performed for the common
benefit of the citizens.
TRANSFERS TO/FROM OWN SOURCES - Amounts trans-
ferred to/from one fund to another fund or amount
transferred to/from reserve accounts.
TRANSLINK - Greater Vancouver Transportation Authori-
ty (GVTA) - Responsible for the integration of transit and
road networking with regard to transportation and land
use. TransLink is headed by local governments, allowing
the decision-making to focus on local concerns.
City of Maple Ridge - 2016 Annual Report
Page 86
City of Maple Ridge
Maple Ridge is part of the Metro Vancouver Region and is bordered
by the majestic Golden Ears Mountains to the north and the mighty
Fraser River to the south. Arts and recreation facilities abound,
creating a culturally vibrant and active City for healthy living. A
network of health, social and emergency services are locally available,
including a full service hospital, police, fire and ambulance services.
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