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2006 Annual Report For Fiscal Year Ending December 31, 2006 District of Maple Ridge British Columbia GFOA Award Recipient for Excellence in Financial Reporting
Mayor Gordon Robson and Members of Council Ernie Daykin Councillor Judy Dueck Councillor Al Hogarth Councillor Linda King Councillor Craig Speirs Councillor Ken Stewart Councillor
2006 Annual Report The Corporation of the District of Maple Ridge British Columbia, Canada Fiscal Year ending December 31, 2006 Telephone: 604-463-5221 Fax: 604-467-7329 www.mapleridge.ca
Table of Contents Introductory Section Message from the Mayor................................................... 2 Message from the CAO.....................................................
3 Strategic Direction............................................................. 4 Organization Chart ............................................................ 6 District Officials
................................................................ 7 Commissions of Council ................................................... 8 Council Committees and Other Appointments
2006 ......... 9 Progress Report ............................................................... 10 Services Provided by Municipal Departments................. 35 Awards ............................
................................................ 41 Summary of Services and Regional Relationships .......... 42 Financial Section Message from the Corporate Finance Officer..................
44 Introduction to Financial Statements ............................... 51 Consolidated Statements Management’s Responsibility for Financial Reporting ... 52 Auditors' Report........................
....................................... 53 Significant Accounting Policies ...................................... 54 Consolidated Statement of Financial Position ................. 57
Consolidated Statement of Financial Activities............... 58 Consolidated Statement of Change in Cash and Temporary Investments................................................ 59
Notes to the Consolidated Financial Statements ........... 60 Segment Report............................................................... 66 Supporting Statements & Schedules Statement
of Changes in Operating Fund Balances .........76 Statement of Changes in Capital Fund Balances..............77 Statement of Changes in Reserve Balances......................78 Schedule
of Property and Equipment ...............................79 Debenture Debt ................................................................80 Tax Levies..............................................
..........................82 User Fees and Other Charges ...........................................83 Schedule of Development Revenue..................................84 Senior Government
Transfers ..........................................85 Continuity Schedule of Restricted Revenues ...................86 Schedule of Planning, Public Health and Other ...............88
Transportation Services....................................................89 General Government Expenses ........................................90 Schedule of Protective Services
.......................................91 Schedule of Sewer and Water Utilities.............................92 Schedule of Recreation & Cultural Revenue and Expenditures.............................
...............94 Continuity Schedule of Reserves......................................96 Statistical Section General Comparative Statistics ........................................98
Major Property Tax Payers ............................................100 Permissive Tax Exemptions ...........................................101 Assessment/Taxation Comparative Statistics.........
........103 Property Assessments & Tax Rates................................104 Revenue & Expenditures -Last Five Fiscal Years Comparison..............................................................
...105 Capital Assets Acquired -Last Five Fiscal Years Comparison.................................................................106 Map ........................................................
Inside Back Cover The Government Finance Officers Association of the United States and Canada (GFOA) awarded a Canadian Award for Financial Reporting to the District of Maple Ridge
for our annual financial report for the fiscal year ended December 31, 2005. 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. 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. 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 GFOA. We received the 2005 Canadian Award for Financial Reporting for the 16th consecutive
year. Annual Report 2006 -District of Maple Ridge Page 1
Message from the Mayor On behalf of Council, I am pleased to present the District of Maple Ridge 2006 Annual Report. It provides an overview of the past year featuring financial information,
department highlights and accomplishments and other important information about our community. 2006 was this Council’s first full year of its new mandate which focused its efforts on
a number of important strategic areas. Establishing a Long-Term Vision for the Community The critical first step in establishing a long-term vision for Maple Ridge was accomplished
with the adoption by Council of the Official Community Plan (OCP) in November 2006. Next steps will involve developing an Agricultural Plan and updating our Zoning Bylaw. Now the groundwork
is done to go forward and build an exciting and sustainable future for the community. This includes a well-planned transportation network which is central to building this vision. Enhancing
the Safety & Vitality of the Downtown Council’s vision for Maple Ridge is a strong, vibrant downtown that is the heart and soul of the community. It is working on several fronts to
make this a reality including creating incentives for developers and supporting the formation of a Business Improvement Association led by downtown property owners. Further initiatives
include the development of a Town Centre Plan and a parking strategy. Collaboration between RCMP, Municipal staff and community agencies will help achieve a safe and vibrant downtown.
Finding Ways to Pay for it All Maple Ridge will experience continued growth and therefore, Council will work hard to find new sources of revenue. An aggressive capital works program
will lead to an investment of almost $100 million dollars in the municipality. This ambitious and exciting capital plan will be funded through economic growth, not through increasing
the burden on the taxpayer. Enhancing the Environment During the first year of its mandate, Maple Ridge Council has already achieved a great deal related to the environment including:
developing policies to reduce and lessen the effects of climate change partnering with an environmental organization to plant 300,000 trees to help neutralize green house gas emissions
replacing one-third of the municipal small vehicle fleet with hybrids, which use a combination of petrol and electricity to increase efficiency and thereby reduce emissions passing
a Pesticides Bylaw intended to significantly reduce the use of nonessential pesticides, and encouraging Leadership in Energy and Environmental Design (LEED) by providing financial
incentives for developers to incorporate “green” building technology in the downtown Our commitment to think global and act local will ensure environmental issues are considered as
Council delivers on its mandate. Social Issues & Community Standards Maple Ridge has a very active and committed social network. This network in the past year, with municipal support
and involvement, has achieved a great deal including obtaining $1.2 million for community projects, implementing the Matrix 1 Project to help young people with addictions and working
hard to eliminate homelessness in the community. Building Relationships All of the success to date has been due to defining a vision, hard work, and building strong relationships. Members
of Council and staff have worked towards a vision that will benefit our present and future citizens. Our continued commitment to work with community groups, First Nations, government
agencies, businesses and citizens of Maple Ridge is building a strong, healthy and sustainable community. There is still much to accomplish in the years ahead. Members of Maple Ridge
Council and District employees are up to the challenge. I encourage your comments and participation. GORDY ROBSON Mayor Annual Report 2006 -District of Maple Ridge Page 2
Message from the CAO I am pleased to present our 2006 Annual Report on behalf of all employees at the District of Maple Ridge. Maple Ridge is a vibrant and dynamic community and is one
of the fastest growing municipalities in British Columbia. The community provides a wonderful quality of life which is the envy of many. Our ongoing challenge is to manage this rapid
growth and balance the social, economic, and environmental goals of the community. 2006 was an extremely busy and productive year. Highlights and accomplishments in 2006 were: • Official
Community Plan Adopted November 14, 2006. • Good progress was made related to enhancing the livability of Maple Ridge’s Downtown area including: The start of 1500 new residential
units Introduction of new tax incentives for eligible properties in the Downtown, based on density and sustainable development principles Apartment and townhome construction is
up dramatically since 2005 Commenced renovations on the Randy Herman Centre for Community Safety which will house some RCMP services, volunteers, youth diversion, bylaws, and social
planning. • Taking a more aggressive stance on substance abuse related issues: Developed a Substance Misuse Prevention Plan District participation on the Mayor’s Meth Task Force
Worked with community agencies and actively pursued senior government funding for addictions, rehabilitation and housing resulting in a decrease in the number of homeless in Maple
Ridge. • A number of new environmental initiatives were introduced including: Replacing one-third of the District’s vehicle fleet with hybrid vehicles Maple Ridge was the first
municipality to join the Community Ecosystem Restoration Initiative (CERI) program, an initiative designed to restore degraded ecosystems, and at the same time, help combat climate
change. At the end of 2006, 22,500 trees had been planted under the program. Restorations requiring a total of over 260,000 trees will complete the implementation of this project
Updating the District’s Watercourse Protection Bylaw Hiring a new Environmental Planner Introducing a Pesticides Control Bylaw limiting the use of cosmetic pesticides • A major
development was proposed by TransLink, Coast Mountain Bus Company and the British Columbia Institute of Technology to be housed in Maple Ridge. The facility, if approved, will provide
a bus maintenance and transportation training centre. Major items to watch for in 2007: • A plan for dealing with Municipal lands in Silver Valley will be developed and implemented
in cooperation with the Corporate Management Team • We will continue to work with RCMP headquarters on making changes in policing that make sense, and will work with the local RCMP
detachment to implement the police master plan • Finalization of the Transportation Plan including the Light Rapid Transit route • Implementation of a Gravel strategy on Municipal lands.
• A number of studies will be undertaken and plans implemented including: Safer City, Transportation, safety review of the 224 Street corridor in partnership with ICBC, downtown streetscape
standards, long-tern infrastructure plan, and Drainage Utility • We will be assisting with the development of a new animal shelter and corresponding new animal services business plan.
• The Official Community Plan implementation, training and interpretation will begin including the Establishment of an Agricultural Advisory Committee to commence work on the Agricultural
Plan • $29 million in new capital projects will get underway and will be worked on over the next 4 years • A new District website will be unveiled. I would like to thank Council, our
employees and the many volunteers who make this community such a wonderful place to live, work, and play. J. L. (JIM) RULE Chief Administrative Officer Annual Report 2006 -District
of Maple Ridge Page 3
Strategic Direction The Strategic Plan was developed by Council to guide the development of specific objectives we could focus on in order to achieve the community vision. Vision “A
safe and livable community for our present and future citizens” Business Purpose The District of Maple Ridge is committed to the effective and efficient delivery of services for our
customers and citizens. Strategic Focus Areas • Governance • Financial Management • Inter-Government Relations/Partnerships • Community Relations • Economic Development • Safe and Livable
Community • Transportation • Smart Managed Growth • Environment Council’s Priorities • Establish a long-term vision for the community. • Enhance the vitality and safety of the downtown.
• Build relationships. • Find ways to pay for it all. Strategic Directions Governance • Conduct our business in a manner that will uphold and enhance the public trust. • Function as
an open government with the greatest possible access by citizens to information and decision making processes. Financial Management • Develop multi-year financial plans that not only
address immediate needs but also address the longerterm financial sustainability of our community. • Use a formal, business planning framework as a means to structure decision-making
and publicly report our performance. • Identify methods to expand the tax base and generate non-tax revenue. Value Statements 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. • Continue to use a user-pay philosophy. • Provide high quality municipal services to our citizens and customers in a cost
effective and efficient manner. Inter-Government Relations/Partnerships • Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities
of Pitt Meadows and Mission; the Katzie First Nations; the provincial government; the Greater Vancouver Regional District; and, TransLink. • Identify and promote the use of partnerships
with public agencies; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient and effective manner. Community
Relations • Encourage citizen participation in local government and local government decision-making. • Develop methods to communicate on a timely basis with citizens and community
groups. • Recognize and support the important contribution of volunteers in the community. • Strive for enhanced service levels, quality of life and independence by citizens and community
organizations in the delivery of leisure services and other municipal services through community development. Annual Report 2006 -District of Maple Ridge Page 4
Strategic Direction Economic Development • Use a formal economic development strategy as a means to structure a positive business and investment climate within Maple Ridge. • Identify,
in consultation with community stakeholders, specific new investment and employment opportunities. • Build a sustainable community that includes a balance of land use types. • Develop
a pro-business, customer-service oriented approach in the delivery of municipal services. • Develop and maintain high quality community documentation and promotional material to attract
investment and employment. Safe and Livable Community • Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other
relevant stakeholders. • Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures. • Ensure development
standards incorporate crime prevention, safety and security concepts. • Develop preventative as opposed to remediation initiatives in the delivery of fire and police services. • Ensure
that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year business plans, which include detailed multi-year financial
plans. • In partnership with community groups, assist in the provision of leisure and cultural services to ensure access by all citizens. • Address the impacts of emerging social issues
on the local community and citizens through social planning and collaboration with other levels of government and local service providers. Transportation • Maintain and enhance a multi-modal
transportation system within Maple Ridge to provide citizens with safe, efficient alternatives for the movement of individuals and goods. • In cooperation with other regional stake-holders,
identify improvements to the inter-municipal transportation system within Greater Vancouver. Smart Managed Growth • Develop a land use management process that is timely, open, inclusive,
and consultative. • Using the Official Community Plan, ensure growth is well managed and establishes a balance of use types that is efficient and enhances the unique quality of life
in Maple Ridge. • Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan. • Protect and manage existing municipal infrastructure through
the preparation of appropriate plans to ensure development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer and stormwater systems; and, public buildings.
Environment • Promote individual and community responsibility for the stewardship of natural resources. • Identify and protect environmental features (such as watercourses) and areas
that require special recognition and management. • In partnership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve
and enhance the natural assets of Maple Ridge. • Promote alternative modes (pedestrian, bike and public transit) of travel to reduce reliance on the automobile. Annual Report 2006 -District
of Maple Ridge Page 5
Organization Chart Annual Report 2006 -District of Maple Ridge Page 6
District Officials 2005 – 2008 Council Mayor Gordy Robson Councillor Ernie Daykin Councillor Linda King Councillor Judy Dueck Councillor Craig Speirs Councillor Al Hogarth Councillor
Ken Stewart 2006 Appointed Officials Chief Administrative Officer .......................................................................... Jim Rule, MA, B.ES (Hon.), P.Mgr., MCIP
General Manager: Community Development, Parks & Recreation Services............................... Michael Murray, BRE General Manager: Corporate & Financial Services ...............................
................................ Paul Gill, BBA, CGA, FRM General Manager: Public Works & Development Services ..................................................Frank Quinn, P.Eng.,
MBA Executive Director to the Chief Administrative Officer................................................ John Leeburn, B.Comm., MBA Chief Information Officer.......................................
......................................................................... John Bastaja, BA, MRM Director of Community Fire Safety Services/Fire Chief .................................................
...............................Dane Spence Director of Community Services.........................................................................................................................Sue
Wheeler Director of Development Engineering ........................................................................................................Jeffrey Scherban Director of Engineering
Operations.....................................................................................Russ Carmichael, AScT, FRM Director of Finance ........................................................
............................................................................Jacob Sorba, CGA Director of Operations & Staff Development/Fire Chief.............................................Peter
Grootendorst, CFO, MA Director of Licences, Permits and Bylaws ......................................................................................Brock McDonald, B.Sc. Director of
Parks & Facilities ...............................................................................................................................David Boag Director of Planning.....................
.............................................................................................. Jane Pickering, MCP, MCIP Director of Recreation .......................................................
...........................................................................Kelly Swift, BGS Manager of Communications..................................................................................
.....................Gary Manson, BBA, MBA Manager of Legislative Services.............................................................................................................................
.Ceri Marlo Municipal Engineer............................................................................................................... Andrew Wood, P.Eng., M.Eng. R.C.M.P. Officer
in Charge...................................................................................................................Inspector Jim Wakely Municipal Auditors Municipal Bankers
BDO Dunwoody LLP TD Canada Trust Municipal Solicitors Lidstone, Young, Anderson -General Harris & Company -Labour Annual Report 2006 -District of Maple Ridge Page 7
Commissions of Council 2006 Maple Ridge and Pitt Meadows Parks & Leisure Services Commission School District No. 42 Trustee Cheryl Ashlie Trustee Dave Rempel Trustee Kathie Ward Maple
Ridge Council Liaison Mayor Gordy Robson Councillor Judy Dueck Councillor Ernie Daykin Maple Ridge Citizens at Large Ron Wright Jo Anne ten Brink Geordie Craig Ian Brown Pitt Meadows
Council Liaison Mayor Don MacLean Councillor Debra Eisel Councillor Deb Walters Pitt Meadows Citizens at Large Maureen Pelton Christine Smith Municipal Liaison Mike Murray David Boag
Ingrid Kraus Amanda Gaunt Boundary Park Construction Annual Report 2006 -District of Maple Ridge Page 8
Council Committees and Other Appointments 2006 -2007 The Mayor annually appoints members of Council to sit on the Board of various committees and government agencies. 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. The Standing Committees
are: Audit and Finance Committee Committee of the Whole Select Committees are established by the Mayor to consider or inquire into any matter and to report its findings and opinion
to Council. At least one member of a select committee must be a Council member. The Select Committees are: Advisory Committee on Accessibility Issues Advisory Design Panel Agricultural
Advisory Committee Bicycle Advisory Committee Community Heritage Commission Court of Revision (Frontage Tax) Crystal Meth Task Force Development Agreements Committee Economic Advisory
Commission North Alouette River Flood Plain Issues Task Force Parks & Leisure Services Commission Social Planning Advisory Committee Members of Council represent Maple Ridge on the
Boards of these agencies: Fraser Basin Council Fraser Valley Regional Library Greater Vancouver Regional District Greater Vancouver Regional District Labour Relations Bureau Lower Mainland
Treaty Advisory Committee Maple Ridge/Pitt Meadows Airport Society Members of Council serve as a link between these community organizations and the District: Alouette River Management
Society Chamber of Commerce Fraser Health Authority Fraser Regional Correctional Centre Maple Ridge Pitt Meadows Arts Council Ridge Meadows Arts Council Ridge Meadows Recycling Society
Ridge Meadows Seniors Society Ridge Meadows Youth Council Ridge Meadows Youth Justice Advocacy Tourism Maple Ridge & Pitt Meadows Annual Report 2006 -District of Maple Ridge Page 9
Progress Report 2006 Council and Staff at the District are pleased to present our second annual Progress Report to the citizens of Maple Ridge. In our 2005 Annual Report, we committed
to specific goals and objectives, and set out ways we would measure our performance towards achieving them. This document communicates our performance on a variety of goals and objectives
within the focus areas identified by Council in our Strategic Plan. We will continue to measure our performance in these areas throughout 2007 and 2008. Safe and Livable Community ..................
.................................................................11 Economic Development...........................................................................................18
Smart Managed Growth............................................................................................20 Transportation ....................................................................
........................................22 Environment...............................................................................................................24 Community Relations
................................................................................................25 Inter-Government Relations and Partnerships......................................................28
Governance.................................................................................................................29 Financial Management....................................................
...........................................30 Internal Service Measures .........................................................................................34 Department Index Business
Licences, Permits and Bylaws 14, 33 Economic Development 18 Emergency 14 Engineering 13, 22, 31, 32 Facilities 32 Finance 18, 30 Fire 12 Operations 15, 23 Parks 21, 25, 33 Planning
20, 24 Police 12, 13 Recreation 17, 28 Recycling 24 Social Planning 16, 28 Annual Report 2006 -District of Maple Ridge Page 10
Progress Report 2006 Safe and Livable Community As Maple Ridge continues to grow, safety remains a top priority. Continued implementation of the Fire Master Plan in 2006 expanded the
team of full-time career firefighters to 16, and six full-time officers. Renovations to the Randy Herman Centre for Community Safety have begun. The Centre will house some RCMP services,
volunteers, youth diversion, bylaws and social planning. A more aggressive stance was taken on substance abuse related issues, including the development of a Substance Misuse Prevention
Plan and participation on the Mayor’s Meth Task Force. The pursuit of funding for addictions, rehabilitation and housing resulted in a decrease in the number of homeless people in the
community. Completion of the Police Master Plan in 2006 has set the blueprint for policing in response to community needs. Performance Measures Reduce the severity of fires through
adequate response times and personnel In 2005 there were four full-time firefighters available 6:00 am to 6:00 pm 70% of the time, with a target of 90%. For 2006, there were 16 full-time
firefighters on staff, with a target of four firefighters available 24 hours per day, 7 days per week 90% of the time. $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 2002
2003 2004 2005 2006 Value of Fire Losses per 1,000 population Average Fire Loss per Incident 0:00 0:07 0:14 0:21 Minutes Hall 1 Hall 2 Hall 3 Response times, 90% of the time Target
Jul-Dec 2005 Jul-Dec 2006 Firehall 1 is undergoing a major renovation including the addition of training facilities. This project is expected to commence in the summer of 2007 and be
completed in 2008. The commencement of Firehall 4 construction in the Albion area should begin in 2008. Strategic Direction Establish an emergency response and recovery plan in consultation
with other public sector agencies, community groups, and other relevant stakeholders. Establish neighbourhood and community education programs to provide citizens with information and
materials on emergency planning procedures. Ensure development standards incorporate crime prevention, safety and security concepts. Develop preventative as opposed to remediation initiatives
in the delivery of fire and police services. Ensure that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year business
plans, which include detailed multi-year financial plans. In partnership with community groups, assist in the provision of leisure and cultural services to ensure access by all citizens.
Address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers.
Annual Report 2006 -District of Maple Ridge Page 11
Progress Report 2006 Reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections and public education 2002 2003 2004 2005 2006 Number
of fire incidents – all n/a n/a n/a n/a *320 Number of fire incidents – structure/vehicle 277 235 209 184 136 Number of fire-related injuries 6 3 0 5 5 Number of fire-related deaths
1 0 0 0 0 * For 2006, the definition of a “fire incident” was expanded to include all fire incidents, such as garbage fires, brush fires, etc. Under the previous definition, the number
of incidents for 2006 would have been 136. In subsequent years, all incidents will be reported. Reduce the number of property crime offences Thefts from Autos Break & Enters Auto Thefts
Property Damage 0 500 1000 1500 2000 2001 2002 2003 2004 2005 2006 0 20 40 60 80 100 120 140 Number of Structures 2005 2006 Inspection of Multifamily Residential Structures Total Structures
Inspected Target 0 500 1000 1500 2000 2500 3000 3500 4000 Number of Students 2005 2006 Students Attending Fire Safety Education Sessions Total Students Instructed Target Grade 5-6 Grade
K-3 Annual Report 2006 -District of Maple Ridge Page 12
Progress Report 2006 Proactively assist in the development and safety of youths in our community The Ridge Meadows Youth Diversion Program was established in 1994 to divert first-time
young offenders away from the court system. It works on the philosophy of immediate consequences for crimes, restitution to victims and mentoring. In addition to giving first-time offenders
a second chance, the program also saves money. It costs seven times more to put a youth through the court system than the diversion program. The Rate of Youth Recidivism is a new measure
for 2006, and it represents the percentage of first-time young offenders who re-offend within one year of their participation in the diversion program. Number of Youths in Diversion
0 50 100 150 200 250 2001 2002 2003 2004 2005 2006 Rate of Youth Recidivism 0% 5% 10% 15% 20% 25% 30% 2006 Local Detachment focus in 2006 was on property crime and chronic offenders.
The number of youths diverted to the Youth Justice program is anticipated to increase as youth issues are a focus area in 2007. Also, because of past focus on youth in 2005, fewer youths
are committing crimes in our detachment area. Reduce the number of deaths, injuries, and property damage caused by traffic accidents A specific initiative is in place to reduce the
number of crashes by 30% over the period 2004-2010. In 2003 there were 1,765 crashes, making the 2010 target 1,236. 0 500 1000 1500 2000 2500 2002 2003 2004 2005 2006 Number of injury
crashes Number of non-injury crashes Target 2010 3 5 5 8 1 02468 102001 2002 2003 2004 2005 2006 2007 Number of Crashes resulting in a Fatality ∗ Source: Safer City Planet Data Base;
excludes parking lot crashes. Annual Report 2006 -District of Maple Ridge Page 13
Progress Report 2006 Ensure adequate commitment to Municipal Emergency Program staff and volunteer development The Municipal Emergency Program (MEP) is a joint program shared by the
District of Maple Ridge and City of Pitt Meadows. Each community has an Emergency Operation Centre (EOC) which is staffed by individual emergency response teams. In the event that a
major disaster occurs, the event would be managed by a joint EOC. The MEP is managed by a Joint Emergency Program Coordinator, and involves staff from both communities, volunteers,
and other agencies. Training, emergency simulation exercises and response activations provide an important base for emergency preparedness. The Maple Ridge EOC was activated several
times during 2006 to response to two flooding events and a major windstorm. Emergency preparedness in the community is enhanced by providing opportunities for District staff, volunteers
and agency designates to develop their skills through training, and real or simulated response situations. In addition, information sessions are provided to citizens and community groups.
EOC/ESS Activities (Hours) 2005, 426 2005, 453 2006, 80 2006, 256 2006, 160 0 50 100 150 200 250 300 350 400 450 500 Exercises Training Activations 2006 2005 Ensure public compliance
with Municipal Bylaws A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with RCMP, SPCA, Ministry of Health, Community Outreach, Downtown
Parking Association, Adopt-a-Block Society, and other agencies. A 2006 priority involved working with many agencies to implement strategies dealing with homelessness, crime and drug
problems. Of the 3,193 bylaw complaints received during 2006, over 98% were concluded. 0 1000 2000 3000 4000 2000 2001 2002 2003 2004 2005 2006 Number of Bylaw Complaints 0 500 1000
1500 2000 2500 3000 3500 2005 2006 Complaints Received Complaints Concluded 2005, not available Annual Report 2006 -District of Maple Ridge Page 14
Progress Report 2006 The District of Maple Ridge participates in a national benchmarking initiative that assists in managing and monitoring performance in the areas of wastewater collection
and treatment systems and water treatment, supply and distribution systems. There are currently more than 35 participating Canadian cities and regional organizations serving more than
60 percent of the Canadian population. This initiative, created and administered by Earth Tech, serves as the national standard for water and wastewater utility benchmarking in Canada,
and is the data source for the following two graphs. Provide high quality drinking water to homes and businesses The District’s Operations Department maintains 360 kilometres of water
main and in 2006 distributed 12.4 million cubic metres of water. In addition to providing high quality, safe drinking water, ensuring the security of our water distribution system is
a priority, along with ensuring an adequate supply of water flow for fire protection. Number of Water Complaints per 1,000 People Served 02468 10 12 14 2003 2004 2005 2006 Minimum Maximum
Average Maple Ridge Maintain an effective and reliable sanitary sewage collection system The District’s Operations Department maintains 260 kilometres of gravity sanitary sewer. Maintaining
a dependable sewage collection system with minimal blockages is a priority, as well as minimizing the environmental impact of blockages and overflows. Number of Blocked Sewers per 100
km Length 02468 10 12 14 16 2003 2004 2005 2006 Minimum Maximum Average Maple Ridge ∗ Due to the timing of data compilation, only Maple Ridge data is available for the current year.
Annual Report 2006 -District of Maple Ridge Page 15
Progress Report 2006 Support the Building Community Solutions project to work with two neighbourhoods to develop pilot neighbourhood plans Three deliverables are expected from this objective:
a Laityview Neighbourhood Plan, an MRSS/Mount Crescent Neighbourhood Plan, and a Process Template that could be used to train other neighbourhoods to develop their own neighbourhood
plans. The two neighbourhood plans were initially targeted for completion in 2006, while the template was targeted for 2007. The two plans are now targeted for the end of 2007. It took
longer than expected to connect the neighbourhoods and prepare them to participate in the process. Both of the neighbourhoods have now formed associations and the work for the Quality
of Life Plans should begin in mid-2007. Template completion target: mid-2008. Establish a plan for achieving social sustainability within the community 2008 Deliverable: A long-range
Social Sustainability Strategic Plan was to be completed in 2006, with adoption by Council in 2007. It is now scheduled for completion by the end of 2008. Assist in the Implementation
of Substance Misuse Prevention Task Force 2006 Deliverable: The Substance Misuse Prevention Task Force identified the need for a local detox service for youth. Social Planning provided
support to develop a community advisory committee which developed the “Matrix” pilot program. The Matrix is an integrated youth home detox, support and aftercare project for this community.
The Matrix is a wrap-around, youth-centred addiction treatment pilot project designed from best practice evidence and customized for Maple Ridge-Pitt Meadows. This community-based project
employs professional staff dispatched to youth (16-24 yrs) to provide withdrawal management, clinical interventions, family support and aftercare guided by comprehensive assessments
and a commitment to specific treatmentmatching. A Fraser Health funded pilot project, staff will be provided guidance and educational support through the internationally acclaimed Matrix
Institute, associated with the University of California, Los Angeles (UCLA). Annual Report 2006 -District of Maple Ridge Page 16
Progress Report 2006 Create a community culture where active living is part of daily life Percentage of citizens who are moderately active, 2005 * 55% 77% 0% 10% 20% 30% 40% 50% 60%
70% 80% Adults Children Increase participation of those not currently involved in leisure activities due to financial barriers Number of low-income citizens accessing recreation services
through access programs 0 500 1000 1500 2000 2001 2002 2003 2004 2005 2006 Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles
Percentage of citizens who use available Parks and Leisure Services, 77% ** Percentage of citizens who are satisfied (rated as Excellent or Good) with Parks and Leisure Services, 87%
** 2002, 80% 2005, 87% 2002, 80% 2005, 77% 0% 20% 40% 60% 80% 100% Satisfied Users * Source: Parks and Recreation Survey 2005, conducted by Ipsos-Reid. This question was not asked in
the 2002 survey. The next planned survey is in 2008. ** Source: Parks and Recreation Survey 2002 and 2005; 2005 survey conducted by Ipsos-Reid. The next planned survey is in 2008. 2008
Target = 82% of children Annual Report 2006 -District of Maple Ridge Page 17
Progress Report 2006 Economic Development The local economy is expanding, downtown development is on the cusp of major improvements and new capital projects community-wide are underway.
The most notable and highest profile development that began in 2006 was the Golden Ears Bridge. Together, the bridge and associated developments such as road construction will create
a new gateway to the community and will account for over $800 million of investment in the area. Businesses will be able to transport their products and materials more efficiently to
and from the area. In consultation with the Maple Ridge Economic Advisory Commission, an Economic Development Strategy was created in 2006. It is going to be a valuable strategy to
guide the community as it moves forward and capitalizes on the new development heading its way. Performance Measures Build a sustainable community that includes a balance of land use
types New business and light industry properties on the assessment roll will generate $455,000 in general taxes, offset by a loss of $10,000 from the major industry class. New Tax Revenue
from Commercial Growth -$50,000 $50,000 $150,000 $250,000 $350,000 $450,000 $550,000 2004 2005 2006 Light Industry Business Major Industry Percentage of Tax Assessment Base from Residential
Sectors 82.00% 84.00% 86.00% 88.00% 90.00% 92.00% 94.00%1984 1988 1992 1996 2000 2004 Over the long term, the addition of new residential properties in Maple Ridge has outpaced that
of non-residential properties. This year, $38 million in new non-residential construction added to the 2007 tax roll reversed the trend, contributing to a more balanced property tax
base than prior years. ∗ Tax and assessment charts note the years when growth occurred. Tax revenue occurs in the subsequent year. Strategic Direction Use a formal economic development
strategy as a means to structure a positive business and investment climate within Maple Ridge. Identify, in consultation with community stakeholders, specific new investment and employment
opportunities. Build a sustainable community that includes a balance of land use types. Develop a pro-business, customer-service oriented approach in the delivery of municipal services.
Develop and maintain high quality community documentation and promotional material to attract investment and employment. Annual Report 2006 -District of Maple Ridge Page 18
Progress Report 2006 Build a sustainable community that includes a balance of land use types Property Assessment Values by Property Class, 1985 versus 2006 1985 2006 Attracting new investment
and employment to Maple Ridge is important. Retaining our current businesses is equally important. In 2006, 89% of commercial business licences were renewed, which is a slight drop
over the previous year. For home-based business licences, 83% were renewed, which is consistent with the previous year. The number of business licences issued in 2006 was 4,004. Commercial
licences accounted for 1,422; there were 1,513 home-based businesses licences, and 1,069 non-residential licences (businesses based in other communities), including 38 non-profit licences.
Attract film productions through excellent customer service, cost competitiveness and a streamlined process 0 50 100 150 200 250 300 2003 2004 2005 2006 Number of Permits 0 10 20 30
40 50 60 70 2003 2004 2005 2006 Number of Productions The District has promoted Maple Ridge as a preferred filming destination directly to film production companies and through the
BC Film Commission. The film industry is discovering Maple Ridge and its many assets, providing local businesses with a new market for their goods and services, and providing our citizens
with employment opportunities. The strength of the Canadian dollar and senior government tax credit policy also influence filming location decisions. 90% 95% 89% 80% 83% 83% 70% 75%
80% 85% 90% 95% Commercial Home-Based Business Licence Renewals 2004 2005 2006 Annual Report 2006 -District of Maple Ridge Page 19
Progress Report 2006 Smart Managed Growth The District continues to pursue the ongoing development of its historic downtown core with Smart Growth principles as its foundation. One of
the key principles has been to increase residential density in the town core which will support a more vibrant commercial presence. In order to promote this aspect of downtown redevelopment,
the District took a number of steps in 2006. The requirement to incorporate commercial floor space at street level on every street within the downtown has been eliminated. It has been
replaced by a more selective placement of commercial frontage along major streets within the downtown. To further support increased density, a tax exemption for residential development
over four stories within certain sectors of the downtown has been adopted. Developers can stretch the tax exemption even more if they build a Leadership in Energy and Environmental
Design (LEED) certified building. The District is demonstrating its own leadership in this area by incorporating LEED standards into the new Randy Herman Centre for Community Safety.
As for increasing usage of the urban footprint more effectively, the District has been working towards more multi-family type development as opposed to single family development. That
initiative has resulted in more building permits issued in 2006 for multifamily homes than single family homes. This is the first time that multifamily building has surpassed single
family building in the District and indicates change in the marketplace as well as a commitment to utilizing land more efficiently. Performance Measures Encourage residential development
in the Regional Town Centre Number of residential units created in the Regional Town Centre: 2005 2006 Apartments 170 units in 2 new buildings 581 units in 8 new buildings Townhouses
18 units on one site 43 units on two sites Single Family Dwellings 1 unit 3 units Total 189 units 627 units ∗ Currently, about 5,100 residential units are located within the Regional
Town Centre, with many more proposed units currently under application. Strategic Direction Develop a land use management process that is timely, open, inclusive, and consultative.
Using the Official Community Plan, ensure growth is well managed and establishes a balance of use types that is efficient and enhances the unique quality of life in Maple Ridge. Develop
land use regulations, bylaws, procedures, and practices to implement the Official Community Plan. Protect and manage existing municipal infrastructure through the preparation of appropriate
plans to ensure development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer and stormwater systems; and, public buildings. Annual Report 2006 -District
of Maple Ridge Page 20
Progress Report 2006 Provide new park areas in consultation with residents to determine needs and ensure maximum use of the facilities A successful park development process includes
initial consultation, a steering committee comprised of residents, suggestions, feasibility determination, public open houses, recommendations to the Parks and Leisure Services Commission
and Council, then finally the tender and subsequent park development. Phases Completed Park Name or Location Original Complet ion Target Consultation Feasibility, Concept Open Houses
Council Approval Tender Awarded Development North Cottonwood Park 2005 ● ● ● ● ● ● 201 and Telep 2005 ● ● ● ● ● ● MRSS Lacrosse Box 2006 ● ● ● ● ● ● Westview Artificial Field 2006 ●
● ● ● ● ● Firefighter’s Park 2006 ● ● Revised completion target 2007 Silver Valley Park 2006 ● Revised completion target 2007 Youth Action Park 2006 ● Revised completion target 2007
Webster’s Corners 2006 Revised completion target 2007 Cottonwood East 2007 BMX Skill Development Park at Albion Park 2008 Hammond Sport Field Renovation 2008 Dependent on successful
grant application and third party funding Annual Report 2006 -District of Maple Ridge Page 21
Progress Report 2006 Transportation The District’s transportation network is undergoing major improvements. The Golden Ears Bridge and new Pitt River Bridge are currently under construction.
In 2006, improvements to 224 Street from Brown to 122 Avenue were initiated. A new traffic signal was constructed at 223 Street and Lougheed Highway. Transit improvements are being
planned including a new transit exchange hub and extension of Light Rapid Transit to Maple Ridge. Pedestrian safety improvements were completed to support students travelling to school.
Performance Measures Improve traffic safety on our road network for all users, including pedestrians and cyclists In a partnership with the Insurance Corporation of British Columbia,
the District has established a Safer City program. This includes a number of transportation-related initiatives to help make our community a safer place for automobile drivers, cyclists,
pedestrians and equestrians. There were a number of Safer City initiatives completed in 2006. It is anticipated that an ongoing commitment to this program will result in a decrease
in ICBC’s “Crash Index Rating” as well as providing citizens with a safer transportation network. Crash measures are reported on page 13. 2006 Safer City Initiatives Intersection Improvements
222 Street at Dewdney Trunk Road -Emergency Pre-empt Dewdney Trunk Road -Bus Stop (Extra Foods) Dewdney Trunk Road at 240 Street -Street Sign Lougheed at 223 Street -New Signal Pedestrian
Facility Improvements Dewdney Trunk Road at 234 Street -Crosswalk Dewdney Trunk Road at 236 Street -Crosswalk Westfield -Sidewalk Traffic Calming Initiatives 102B Avenue east of 241B
Street 117 Avenue west of 212 Street 121 Avenue east of 216 Street Gilker Hill south of 112B Avenue Kanaka Way west of Gilker Hill McClure Drive east of 244 Street Cycling Facility
Improvements 102B Avenue 117 Avenue 121 Avenue 133 Avenue 224 Street (127 Avenue to 132 Avenue) Dewdney Trunk Road (240 Street to 248 Street) Gilker Hill Road Kanaka Way McClure Avenue
Tamarack Lane & 105 Avenue Safer School Travel Initiatives Kanaka Creek Elementary stakeholder meeting Kanaka Creek on-site development of pickup & drop-off for school by developer
Webster’s Corner crossing guard program Webster’s Corner pickup & drop-off improvement Strategic Direction Maintain and enhance a multi-modal transportation system within Maple Ridge
to provide citizens with safe, efficient alternatives for the movement of individuals and goods. In co-operation with other regional stake-holders, identify improvements to the inter-municipal
transportation system within Greater Vancouver. Annual Report 2006 -District of Maple Ridge Page 22
Progress Report 2006 Protect our investment in roads infrastructure and provide a safe, serviceable road network The District’s Operations Department maintains a road network of over
450 kilometres. Keeping the roads in good shape involves inspections, shouldering and grading, sweeping, ice control, curb repair, roadside mowing, asphalt patching, crack sealing,
and road marking for traffic lanes, crosswalks, arrows, etc. Enhancing the safety of motorists, pedestrians, cyclists and equestrians is a priority. In 2006, 85.6% of our roads were
in a condition at or above acceptable. Percentage of roads in a condition at or above acceptable The rising percentage of acceptable roads in prior years is attributed to the addition
of new roads. The existing road network is experiencing visible and accelerating deterioration. In recognition of the need to adequately fund the rehabilitation and replacement of the
District’s infrastructure, Council has approved a financial plan which dedicates a 1% property tax increase to infrastructure sustainability beginning in 2008. This will provide over
$400,000 in additional funding for transportation and traffic management projects, and over $800,000 in 2010. 80% 85% 90% 95% 100% 2001 2002 2003 2004 2005 2006 Artist’s Rendering of
Golden Ears Bridge Annual Report 2006 -District of Maple Ridge Page 23
Progress Report 2006 Environment Maple Ridge has made a commitment to pursue policies and practices that encourage and promote sustainability in the community and in its corporate practices.
2006 has seen some major steps taken by the District to implement this commitment. In adopting a revised Official Community Plan in 2006, the District has become one of the first municipalities
in BC to incorporate a policy about climate change within its Official Community Plan. The Plan contains a commitment to use an integrated approach to reduce and mitigate the effects
of climate change. Performance Measures Identify and protect environmental features and areas that require special recognition and management to promote sound environmental practices.
Area of land dedicated or protected by covenant for watercourse protection: 0.744 0.235 7.537 7.478 0 1 2 3 4 5 6 7 8 9 2005 2006 hectares Watercourse Protection Dedication Watercourse
Protection Covenant The District continues to pursue its strong commitment to environmental practices by acquiring and protecting lands adjacent to watercourses. Promote community participation
in waste reduction activities, and improve participation in recycling The District’s partnership with Ridge Meadows Recycling Society provides citizens with a recycling depot and within
the urban area, curbside collection. The number of educational events has risen from 84 in 2001 to 150 in 2006. A significant rise in recycled materials per household over this same
period demonstrates an awareness and willingness among our citizens and business owners. 380 400 420 440 460 kilograms 2001 2002 2003 2004 2005 2006 Recycling per Household Strategic
Direction Promote individual and community responsibility for the stewardship of natural resources. Identify and protect environmental features (such as watercourses) and areas that
require special recognition and management. In partnership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve
and enhance the natural assets of Maple Ridge. Promote alternative modes (pedestrian, bike and public transit) of travel to reduce reliance on the automobile. Annual Report 2006 -District
of Maple Ridge Page 24
Progress Report 2006 Promote individual and community responsibility for the stewardship of natural resources. The Community Ecosystem Restoration Initiative represents a unique community
approach to fighting climate change through the enhanced removal of carbon dioxide from the atmosphere. Carbon dioxide is the “greenhouse gas” most responsible for climate change. Healthy
ecosystems absorb vast tonnages of carbon dioxide while releasing 2.5 tonnes of oxygen for each tonne of carbon dioxide absorbed. Using conservation lands under the District’s control,
ecosystem restoration work including tree planting in the order of 260,000 trees and management of invasive species, is being undertaken under the direction of a project steering committee
and funded by various corporate sponsors such as BC Hydro, Small Potatoes Urban Delivery, the Globe Foundation, the Director’s Guild and others. In addition to the sequestration of
2,240,000 tonnes of carbon dioxide at year 80 after intervention, other benefits include hydrological stabilization of watersheds, wildlife habitat enhancement and recreation benefits.
Number of trees planted 0 75,000 150,000 225,000 300,000 Trees scheduled for planting 2007-2010: 239,042 Trees planted in 2006: 22,527 The District replaced one third of its transportation
fleet with hybrid vehicles, which should lead to a reduction in carbon dioxide emissions of 24,000 kilograms a year or 2 tonnes per vehicle. This project is registered with the Canadian
Standards Association GHG CleanProjects Registry (Project Identifier 9251-6893) and is validated against ISO 14064 standards. Annual Report 2006 -District of Maple Ridge Page 25
Progress Report 2006 Community Relations Maple Ridge is unique in the strength of its community social service network. Representatives from many different non-profit agencies come together
to determine how best to work together to obtain resources and government support, and to determine which organization is best able to serve specific needs within the community. The
District’s social planning staff offers assistance in bringing groups together and providing the support to enable them to continue to deliver valuable community services. Performance
Measures Support and promote citizens’ volunteer participation as a valuable leisure and recreation activity 31% 33% 0% 10% 20% 30% 40% 50% 2002 2005 Community Volunteerism * One-third
(33%) of Maple Ridge residents have volunteered within the community during the past 12 months. The proportion of Maple Ridge residents who say they have volunteered has increased marginally
since 2002 (up 2 percentage points from 31%); next survey scheduled for 2008. * Source: Parks and Recreation Survey 2002 and 2005; 2005 survey conducted by Ipsos-Reid. The next planned
survey is in 2008. Provide a safe, supportive work environment for people with developmental disabilities Through the District’s partnership with Ridge Meadows Recycling Society and
the Ministry of Children and Family Development, people with developmental disabilities are provided with employment and training opportunities. In 2006, 35 people with developmental
disabilities worked for RMRS, up from 27 in 2001. 0 5,000 10,000 15,000 20,000 25,000 2001 2002 2003 2004 2005 2006 Annual Hours of Work for People with Developmental Disabilities Strategic
Direction Encourage citizen participation in local government and local government decisionmaking. Develop methods to communicate on a timely basis with citizens and community groups.
Recognize and support the important contribution of volunteers in the community. Strive for enhanced service levels, quality of life and independence by citizens and community organizations
in the delivery of leisure services and other municipal services through community development. Annual Report 2006 -District of Maple Ridge Page 26
Progress Report 2006 Other Community Relations Accomplishments: • In 2006, 82 volunteers donated 2,026 hours to the Aquatics area in the Maple Ridge Leisure Centre and helped instructors
with swimming lessons, special events and special needs participants. In turn, volunteers were supported and trained in water safety, first aid, and other specialized aquatics skills
that better position them for future employment as lifeguards and instructors. Almost 22,000 volunteer hours were logged with Parks & Leisure Services in 2006. • Volunteers also provide
an invaluable service to our community through their involvement with the Ridge Meadows Volunteer Crime Prevention programs, Search & Rescue initiatives and call-outs with Emergency
Social Services programs. In 2006, 180 volunteers were trained in a variety of emergency support capacities and provided 15,000 hours to a number of activities including supporting
citizens who were displaced from their homes due to flooding, windstorms and fires. • The Fire Department’s Charities Committee held several events throughout the year including the
Head Shave, Car Wash, Muscular Dystrophy Boot Drive, and Food Drive. This committee demonstrates the firefighters’ dedication to the community, high morale in the organization and the
spirit of cooperation and inclusiveness between the full-time and part-time members. In 2006, over $50,000 was raised for Charity. Annual Report 2006 -District of Maple Ridge Page 27
Progress Report 2006 Inter-Government Relations and Partnerships The District maintains memberships on many different boards and committees to represent the interests of our citizens
and customers. Our participation on regional committees and senior government initiatives is essential in bringing home benefits to our community. We have been working with our local
First Nations partners to formally recognize multiple levels of government within Maple Ridge boundaries. District staff and elected officials are committed to making partnerships work
to the best advantage for the community. Performance Measures Support community social service networks to access additional resources to address community needs, issues and priorities
Funding from local, regional, provincial, and federal programs accessed by community organizations supported by District social planning staff: Highlights: Building Community Solutions
Project was the only Lower Mainland Communities in Action community to receive Post Phase III funding once again this past year, from the United Way of the Lower Mainland. BCS continues
to contribute to building a healthy sustainable community. In 2005 Quality of Life Planning was launched with two local neighbourhoods. In 2006 two pilot neighbourhoods formed neighbourhood
Associations in preparation to participate in Quality of Life Planning processes. These pilot projects will contribute to developing a template process to be utilized with other neighbourhoods.
Another highlight is the “Matrix” pilot program, described previously under Safe and Livable Community objectives (Substance Misuse Prevention Task Force). Promote independence and
a sense of responsibility for the delivery of leisure services by community groups Percentage of community groups that feel well served by Parks and Leisure Services: 2004 – 74%; 2006
– 80% (bi-annual survey). * Percentage of community group members that participated in training who reported a benefit: 2006 – 100% (bi-annual survey beginning in 2006). * ∗ Source:
Community Group Survey, conducted by staff every two years. Strategic Direction Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities
of Pitt Meadows and Mission; the Katzie First Nations; the provincial government; the Greater Vancouver Regional District; and, TransLink. Identify and promote the use of partnerships
with public agencies; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient and effective manner. $0 $500,000
$1,000,000 $1,500,000 $2,000,000 2004 2005 2006 Annual Report 2006 -District of Maple Ridge Page 28
Progress Report 2006 Governance The District functions as an open government, allowing citizens access to almost all information and decision-making processes. Members of the public
were invited to attend 25 Council meetings, 22 Committee of the Whole meetings, 36 Council Workshops, 11 Public Hearings, 61 Advisory Committee meetings and 3 meetings of Maple Ridge
Municipal Holdings Ltd. All business and financial planning sessions with Council were held in meetings open to the public, culminating in a Financial Plan for the years 2007 through
2011 adopted before the end of 2006. Performance Measures Ensure citizens and customers have easy access to timely, accurate and meaningful information regarding District activities
and issues With almost 9 in 10 Maple Ridge residents having access to the Internet, it is not surprising to see that visits to the District website has increased. 0 200,000 400,000
600,000 800,000 1,000,000 1,200,000 1999 2000 2001 2002 2003 2004 2005 2006 Web Site User Visits It is a surprise however to see how significant the change has been over the last several
years (from 77,000 a year in 2000 to over 1 million in 2006). While about half of seniors (65 years and older) in the community do not have access to the Internet, almost 100% of those
under the age of 35 do. A large majority of residents (three-quarters) believe that the Internet is an appropriate means of communicating and/or offering services to area residents.
Citizen Satisfaction with the amount and type of information provided: The graph represents results of a citizen satisfaction survey which is undertaken every three years. * Source:
Maple Ridge Citizen Satisfaction Survey, Mustel Group, 2002 and 2005. Next survey scheduled for 2008. 40% 42% 44% 46% 48% 50% 52% 54% 56% Amount of Information Type of Information 2003
2006 Strategic Direction Conduct our business in a manner that will uphold and enhance the public trust. Function as an open government with the greatest possible access by citizens
to information and decision making processes. Annual Report 2006 -District of Maple Ridge Page 29
Progress Report 2006 Financial Management The District uses a multi-year business and financial planning process that has been held up as a model for other local governments to emulate.
All aspects of this process are held in meetings that are open to the public, and citizens and stakeholders are encouraged to be involved throughout the process. Seeking ways to provide
quality services while reducing the property tax burden on our residents is a top priority of Council. Performance Measures Maximize our return on investment while maintaining safety
and liquidity The weighted average rate of return on the District’s portfolio of investments for 2006 was 3.58%, compared to a benchmark index (average of Scotia McLeod and Municipal
Finance Authority short-, mid-and long-term) of 3.88%. The accounting treatment of investments where the interest earnings are uncertain is such that the revenue is not recognized until
it is received. This reduced the long-term investments reported returns and is part of the reason this investment class did not meet the benchmark. The District maintains cash balances
for several reasons. For example, property tax revenue arrives generally all at once, to fund a year of expenditures. In addition, reserve balances are held for a variety of reasons,
such as for long term capital projects. The Finance Department manages a portfolio of investments averaging over $88 Million. A conservative management philosophy is based primarily
on safety, liquidity and return on investment. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% Wt. Avg. Longterm Midterm Shortterm Benchmark 2006 Actual Strategic Direction Develop multi-year financial
plans that not only address immediate needs but also address the longer-term financial sustainability of our community. Use a formal, business planning framework as a means to structure
decision-making and publicly report our performance. Identify methods to expand the tax base and generate non-tax revenue. Continue to use a user-pay philosophy. Provide high quality
municipal services to our citizens and customers in a cost effective and efficient manner. Annual Report 2006 -District of Maple Ridge Page 30
Progress Report 2006 Provide high quality municipal services to our citizens and customers in a cost effective and efficient manner The District’s Capital Works Program is approximately
$15 million per year. Although the majority of projects are related to community infrastructure, there are other major projects within technology, parks and general government. Accuracy
in preparing project budgets is important, both to aid in the allocation of District resources and to provide a base with which to compare actual expenditures. Spending within the budget
is important, although there may be situations in which a decision to do otherwise makes sense and is approved. A variance indicates that the underlying cause should be investigated.
2006 Budget* 2006 Actual 2006 Variance$ 2006 Variance% 2005 Variance% Water 1,478,969 1,451,762 27,207 2% -9% Sewer 623,754 613,773 9,981 2% 2% Roads 8,463,651 8,908,061 -444,410 -5%
3% Drainage 237,510 287,088 -49,578 -21% 10% Parks 1,918,988 2,154,645 -235,657 -12% n/a Projects exceeding budgets are mainly due to the following: • Additional revenues, such as grants
or contributions from other agencies, may allow the scope of the project to expand beyond the original budget figure. • Pre-ordering of phased multi-year capital projects may create
variances in individual years. • Project components budgeted separately but constructed together may have individual variances. • Increased competition for contractors has impacted
overall costs ∗ Approved requests for additional funding not yet adopted by bylaw may not be reflected in budget figures. ∗ Project budgets may not reflect increases in the market value
of land, therefore, land acquisitions may cost more that initially planned. Annual Report 2006 -District of Maple Ridge Page 31
Progress Report 2006 Ensure our infrastructure serves the community in a manner that maintains health, safety and quality of life The District has an investment in infrastructure and
other assets with an estimated replacement cost of $1.3 billion, all aging at different rates that will eventually have to be replaced. In order to properly fund rehabilitation and
replacement, estimates show that we should be spending on average over $15 million every year. Our actual expenditures are about $5 million. If this gap is not addressed, it will continue
to accumulate, creating a liability for future taxpayers. In addition, we continue to add assets as the community grows and this is compounding the funding issues around asset replacement.
Most Canadian municipalities are facing the same issue; however, because we have relatively newer infrastructure, we have an opportunity to get ahead of the curve. The District has
a plan in place to address this issue, including: 1) A maintenance program that utilizes best practices in infrastructure management techniques to lengthen the life of existing assets,
and reduce the cost to maintain them; 2) Employing new materials and technology in constructing new infrastructure that will last longer and cost less to maintain; and, 3) Beginning
in 2008, the District’s financial plan allocates 1% of taxation annually to specifically address the infrastructure program and protect the community’s asset base for current and future
citizens $ M $5 M $10 M $15 M $20 M2007 2009 2011 2013 2015 Annual Unfunded Infrastructure Liability Additional Funding -Cumulative 1% of Taxation Current Funding -Investment Renewal
Spending Extend the useful life of facilities by managing preventive maintenance and repair/replace lifecycle programs Complete comprehensive lifecycle study, and 30-year financial
plan (outcome measures to be developed after study) 2005 Studies Completed 2006 Planned Studies 2007 Planned Studies RCMP Building Court House Leisure Centre City Hall* Arts Centre*
Works Yard Building* Fire Hall 1** Fire Hall 2* Fire Hall 3* * Contracts have been awarded and studies will be carried out in 2007 ** Due to major renovations/expansion, study has been
delayed to 2008. Estimated Replacement Value Annual Spending Required (estimated) Highways $247,678,750 $8,070,408 Drainage 117,807,500 2,798,900 Sewage 101,875,000 2,419,375 Water
92,955,400 1,859,108 $560,316,650 $15,147,791 Annual Report 2006 -District of Maple Ridge Page 32
Progress Report 2006 Process permit applications in an efficient and effective manner Once a building permit applicant has submitted the necessary plans and schedules to the District,
a number of reviews are performed to ensure the proposed construction conforms to bylaws such as parking, signage, zoning; meets development permit and setback requirements; complies
with fire regulations; and that offsite servicing such as road access, curb and gutters, water and sewer connections and onsite service elevations are sufficient. Number of working
days to issue a building permit after receipt of necessary plans and schedules 2005 2006 Change Single Family Residential 10 to 15 15 to 20 Increase* Basement Finish 5 to 7 5 to 7 -Tenant
Improvement 7 to 10 12 to 15 Increase* New Commercial Building 15 to 30 15 to 30 -New Apartment Building 15 to 30 15 to 30 -* An increase in the number of working days to issue a building
permit for single family residential and tenant improvements was experienced in 2006. This was due to a 146% increase in the number of applications received (1,233 units as opposed
to just 501 in the previous year). A new plan checker position has been added to the Permits Department to improve the number of working days to 2005 levels. Provide staff and volunteers
with training that will broaden their scope of job skills, enhancing effectiveness in their respective roles Certifications in approved training programs provide staff and volunteers
with skills that enhance their ability to provide high quality municipal services in a cost effective and efficient manner. In 2005, a significant training program was undertaken to
ensure existing staff achieved a standard level of operating safety training. In 2006, staff attended many internal soft-skills courses as well as specific equipment training (snow
and ice patrol, ride-on lawnmowers, front-end loaders). In 2007 a consultant was hired to complete an evaluation of all parks staff related to operation of specific equipment (1 and
3 tonne trucks, front-end loaders, ride-on lawnmowers, agricultural tractor and attachments) and safe trailer loading 120 130 140 150 160 170 2005 2006 Number of Certifications Other
Financial Management Accomplishments On December 18, 2006, Council reached a unanimous consensus to adopt the 2007 -2011 Consolidated Financial Plan. The target is December 31, 2006.
Annual Report 2006 -District of Maple Ridge Page 33
Progress Report 2006 Internal Service Measures The following set of performance measures relates to how we provide corporate services to our own internal clients (i.e. municipal staff),
which ultimately assists them in providing services to the community. Performance Measures Provide prompt and effective assistance to technology users in response to a call for help
Client expectations were met or exceeded in 99% of the cases that were rated in 2006, representing over 900 calls for assistance; however, client feedback continues to drop. Service
Requests -Meeting Client Expectations 0 500 1000 1500 2000 2500 3000 3500 2004 2005 2006 Exceeded Met Missed 1 or 2 Missed Many Unrated The number of requests for assistance by technology
users shows a downward trend year over year. This trend appears to be a consequence of not only investments in standardized hardware and software technology, but investments in remote
management tools that permit staff to automate many support functions. Reducing the maintenance and support workload on staff permits some resources to be redeployed for project work
Meeting Service Level Agreement Times 0% 20% 40% 60% 80% 100% Emergency Urgent Important Standard New Work 2006 2005 Target Resolution goals were met in all categories of ticket priority
except the urgent category, where out of a total of 27 tickets, 9 were not resolved within the time period set out in the Service Level Agreement. Of the remaining 2149 tickets in all
other categories, goals were met. Strategic Direction Strategic Leadership Process for strategic planning; involvement by senior management; broad understanding of the strategic direction
Community & Customer Focus Define our customers; formally assess their needs; service standards; commitment to service; satisfaction measures Process Improvement Document key processes;
resolve inefficiencies; continuous improvement of key processes; measure People Focus Thorough recruiting, training, health & safety, employee involvement, issue resolution, employee
satisfaction measures Partner/Supplier Focus Rigorous selection criteria; cooperative relationships; feedback; assist in their improvement efforts; involvement with new services development
Workplans & Improvement Plans Link from strategic direction to workplans; emphasis on identifying improvement opportunities; broad understanding of workplans & improvement plans; measures
of outcomes Annual Report 2006 -District of Maple Ridge Page 34
Services Provided by Municipal Departments Andrew Ladd Carolina Hurricanes Stanley Cup Winning Team The District’s operational and administrative structure is comprised of four divisions
: Administration: Chief Administrative Officer – Jim Rule The Chief Administrative Officer is responsible for the overall administration of the District’s departments, developing corporate
policy, providing leadership and direction for senior staff in the day-to-day and long-term business affairs of the District in accordance with Council goals, and providing advice to
Council about District organization and operating procedures. Communications Manager of Communications – Gary Manson The Communications Department provides advice and assistance to
Council and staff at every level in the organization. The Department’s activities include disseminating timely and accurate information, ensuring customers and employees have ample
opportunities for input/participation, and developing communications strategies for specific issues. They are also responsible for, assisting with the advertising and promotion of District
programs and events and, creating and supporting a consistent visual identity for communications. Economic Development Business Retention & Expansion Officer – Rick Laferriere The Economic
Development Department assists current business owners and those interested in starting a business in the District of Maple Ridge with strategic information and assistance in business
planning, expansion opportunities and skill training, as well as working with business and industry groups to develop strategic alliances and new economic opportunities. Human Resources
Executive Director to CAO – John Leeburn One of the District’s Corporate Values states “people are our most valuable resource.” The Human Resources Department plays a key role in recruiting,
transferring, and promoting the best people for the job. We strive to set our employees up for success by providing them with the skills to meet the challenges of today and tomorrow.
In this vein, the District continues to make a very strong commitment to professional development and performance planning. The Department ensures the training needs of the organization
are identified and coordinates the provision of training through both inhouse and external suppliers. District performance planning is coordinated and supported, which is used to gauge
morale, training, and attendance. More than 80% of employees are governed by the terms of the Collective Agreement in place between the District and the Canadian Union of Public Employees.
The negotiation and day to day administration of the agreement (including grievance and classification administration) is a key service provided. A number of critical programs are administered,
which contribute to the wellbeing and productivity of our employees. These include: the attendance management program, employee assistance program, the occupational health & safety
program, the employee recognition and suggestion programs, and the administration of the employee welfare benefits programs. Community Development, Parks & Recreation Services: General
Manager – Mike Murray The division’s role is to ensure coordination of resources in management and development of parks, delivery of leisure services, acting as a networking agent,
information broker, and community resource. Identified community needs are addressed by a variety of approaches from direct provision of services to establishing partnerships. Parks
& Facilities Department Director – David Boag Recreation Department Director – Kelly Swift Community Services Department Director – Sue Wheeler The three departments are responsible
for the delivery of a wide range of leisure activities in both Maple Ridge and Pitt Meadows including physical, cultural, creative, social, and intellectual pursuits to further a sense
of community belonging and the growth and well-being of individual citizens. An agreement was reached in 1994 for the joint delivery of Parks and Recreation Services in both Maple Ridge
and Pitt Meadows. Direction is provided through a joint Parks and Leisure Services Commission comprised of three members of each Council including both Mayors, three members of the
School Board including the Chair, four citizens from Maple Ridge, and two from Pitt Meadows. Annual Report 2006 -District of Maple Ridge Page 35
Services Provided by Municipal Departments The 2001 Parks, Recreation and Cultural Master Plan provides a comprehensive framework for the provision of services in both communities. Wherever
possible the departments function in partnership with the private sector and community-based organizations to provide leisure services utilizing a community development approach which
is defined in policy statements adopted by the Commission and both Councils. The service guidelines emphasize the protection of natural resources, the provision of basic leisure skill
development, social opportunities, family-oriented leisure services and preschool leisure opportunities, exposure to the arts, leisure education, and opportunities for reflection/escape.
The departments also strive to facilitate the integration of the generations, the provision of public opportunities for interpretation of the environment, special public events and
exposure to sporting events, opportunities for social interaction and encourage community beautification. The Parks & Facilities Department is responsible for operating the Municipal
parks system, which includes actively used parkland, sportfields, and significant green-belt areas. The Department operates two Municipal cemeteries by maintaining the grounds, and
by providing interment, associated record keeping, and public assistance. The department also oversees the maintenance of all Municipal facilities including Recreation facilities, the
Municipal Hall, Fire Halls, and Public Safety Buildings as well as rental and leased properties. The functions carried out include janitorial services, elevator, boiler, heating, air
handling service contracts, and energy management. The Recreation Department operates numerous programs for public participation. Residents are involved in drop-in use of the seniors’
recreation centre, youth centre, ice arena, public library, fitness, and aquatic facilities. The Community Services Department provides support to the Social Planning Committee with
emphasis placed on working with the community to achieve Social Sustainability and building capacity in the community through volunteer recruitment, training and group support. The
departments provide a number of public meeting and activity facilities including the Leisure Centre (three pools, racquet courts, a fitness testing and rehabilitation centre, fitness
facilities, a gymnasium and the 15,000 sq. ft. Greg Moore Youth Centre). There are also several buildings at the Maple Ridge Fairgrounds, Hammond Pool, Hammond Community Centre, Pitt
Meadows Recreation Hall, Pitt Meadows Family Recreation Centre, and Harris Road Pool. They are also involved in partnerships with others to operate the Golden Ears Winter Club, the
public library, the Arts Centre & Theatre, Whonnock Community Centre, the Museums (Maple Ridge and Pitt Meadows), Planet Ice in Maple Ridge, Ridge Meadows Arenas in Pitt Meadows, Maple
Ridge Golf Course, and several historic sites. Parks & Leisure Services works with several hundred community organizations and agencies (incl. the School District and Douglas College)
in the delivery of leisure services, oftentimes in partnership with the District through use of facilities and resources. As noted, in 1994 Maple Ridge entered into a Joint Parks and
Recreation Agreement with the District of Pitt Meadows. The Agreement provides for joint use and management of parks, facilities, and leisure services within a boundary that includes
both municipalities. The synergy created from this union provides significant benefits and cost savings to each municipality. The residents of each community have full access to programs
and facilities in either community. Cost savings are experienced because of economies of scale for operations and future capital investments will be made that benefit both municipalities
collectively and, therefore, eliminate duplication. Maple Ridge is contracted to manage the operation and costs are shared based on a population-based ratio. Corporate & Financial Services:
General Manager – Paul Gill The Corporate & Financial Services Division is responsible for making recommendations to merge and align strategic planning, best practices, performance
measures and budget priorities that guide decision-making in our organization. In addition, we are responsible for carrying out corporate initiatives as directed by Council and the
Corporate Management Team. The Division consists of three departments: Information Services, Clerks, and Finance. We also provide support to the RCMP, Police Services, and the Fire
Department and are responsible for maintaining and improving the website. Clerk’s Department Manager of Legislative Services – Ceri Marlo The Clerk's Department is responsible for supporting
the legislative matters and decisions of Council, and for providing the official secretariat for Council and all other statutory bodies within the corporation. This function includes
agenda preparation, recording of official minutes, administration and certification of bylaws, and the execution of all legal documentation on behalf of the District. Annual Report
2006 -District of Maple Ridge Page 36
Services Provided by Municipal Departments The Department is the liaison between the District’s contract legal service providers, and Council and staff, and is responsible for providing
Council with up to date legislative, statutory and procedural information in the increasingly complex legal environment in which local governments operate. The Clerk's Department also
manages the corporate records management program and is responsible for compliance with Freedom of Information and Protection of Privacy legislation. The Department conducts the triennial
general local and school district elections as well as bielections and referenda. The Department is responsible for the acquisition and disposal of all District land needs at the best
possible value to the taxpayer, and for the administration of all rental properties. The District’s risk management program for loss control and insurance is also a function of the
Department. Finance Department Director – Jacob Sorba The Finance Department provides financial services through cooperative interaction with customers, and coworkers within a framework
of shared values. Responsibility and authority is derived from legislation mandated by the British Columbia Local Government Act, Provincial and Federal Statutes and Municipal bylaws.
From a legal and community perspective, the Department’s mission is to “uphold the public trust while striving for financial excellence”. From a corporate perspective, the department
strategy and business plan is to support the administrative and financial needs of the District thereby enhancing the quality of service to the public. This emphasis is on providing
monthly financial reports, providing financial analysis and business advice to departments through a team of customer advisory representatives, partnering with financial institutions
to offer alternatives in meeting the needs of customers and seeking innovative ways to attract new revenue sources. Specific functions include the preparation and monitoring of the
Five Year Consolidated Financial Plan and the Annual Financial Statements; preparing and interpreting interim financial statements; levying and collecting municipal taxes and utility
fees; processing accounts payable and receivable; development and maintenance of financial systems; investing and safeguarding of the District’s financial assets; and the provision
of internal audit functions, as well as general cashiering services. In addition, the Department is responsible for reporting financial matters to the Audit and Finance Committee. Information
Services Department Chief Information Officer – John Bastaja Information Services (IS) is responsible for managing corporate computer systems and supporting infrastructure. The corporate
computer systems include hardware, software and data resources, and the governance framework which ensures information technology continues to be a strategic business enabler. Services
provided by the IS Department include: • Coordinating strategic technology direction for the District • Developing and maintaining common standards, architectures, and business solutions
to help deliver public services efficiently • Enhancing and operating the District's corporate communications and computing assets, which include telephone, radio, email, networks and
servers • Providing technical assistance to district staff • Enhancing and maintaining corporate mapping and data assets • Providing data management, mapping, reporting, and project
management consulting services The Municipal computer network consists of a 1GB Ethernet network using 36 Windows 2000 servers, many of which are virtualized. The District is also running
the Open VMS operating system which supports the Oracle database as well as other business systems. More than 20 different enterprise wide business systems run on the computer network,
including a financial system, property and taxation system, payroll system, materials management, budget system, recreation system, facility bookings, business licenses, and the Geographic
Information System (GIS). Eight sites are supported, totaling 350 desktop machines and 500 staff. District staff utilizes desktop computers for business system and database access,
word processing, spreadsheet development, desktop publishing, e-mail, Internet access, drafting, and map production. IS staff support the Microsoft Office 2003 suite of products on
the Windows XP operating system. Annual Report 2006 -District of Maple Ridge Page 37
Services Provided by Municipal Departments Public Works & Development Services: General Manager – Frank Quinn The Public Works and Development Services Division is responsible for the
administration and implementation of municipal policies, bylaws, and services pertaining to the management of development, building construction, infrastructure, growth, renewal, and
maintenance in the District. The Division consists of Engineering; Planning; Operations; and Business Licensing, Permits and Bylaws. The Recycling Society also liaises with Council
through this Division. Engineering Department Municipal Engineer – Andrew Wood The Engineering Department provides municipal engineering services to residents of Maple Ridge. Municipal
Engineering is the application of engineering methods to the analysis, planning, design, construction, and record keeping of public works facilities and programs relating to infrastructure.
Central to the business of the Department are four core customer service areas: • Drainage and Terrain Engineering • Transportation and Traffic Engineering • Wastewater (Sewer) Engineering
• Waterworks Engineering The Department provides for management, planning, analysis, policy, program and project development, initiation, implementation, and evaluation. These core
services are mandated through a series of bylaws such as the Water, Sewer, Soil, Subdivision, and Street and Traffic Control. The services are managed with an emphasis on improved service
quality, technology utilization, risk management, and environmental performance. This is important because the infrastructure assets of the District in water distribution, highways,
sewage, and drainage collection systems are estimated at approx. $440 million. Operations Director – Russ Carmichael Operations is a front line provider for basic public works services
including Transportation Facilities, Fleet Management, Storm Water Management, Water Distribution, and Sewage Disposal. Operational focus is on the health and safety of the citizens
of Maple Ridge; protecting the District’s large investment in the public works and underground infrastructure; protecting the environment; maintaining current service levels; providing
amenity and convenience features; and providing these services at a minimum cost to the taxpayers in a manner as responsive to their needs as possible. The Department is structured
as follows: • Roadworks is led by the Roads & Equipment Superintendent. Responsible for asphalt patching, sidewalk maintenance, road grading, snow/ice control, bridge maintenance, street
sweeping, traffic signs. • Storm and Sanitary Sewer Works is led by the Sewers Superintendent. Responsible for vegetation control, ditch cleaning, storm sewer and culvert maintenance,
flushing storm/sanitary sewer lines, maintenance of sanitary sewer mains and service connections, collection of sewage and transfer to GVRD. • Waterworks is led by the Waterworks Superintendent.
Responsible for maintenance of watermains and service connections, servicing fire hydrants, collecting water samples, reading water meters, installation and maintenance of water meters.
• Electro/Mechanical Works is led by the Electro/Mechanical Manager. Responsible for maintenance of traffic control devices, street lighting, sewer and water pump stations, water reservoirs
and chlorinating stations, radio communication system, SCADA system, and a variety of electronic equipment. • Fleet Management is led by the Director of Engineering Operations and the
Roads & Equipment Superintendent. Responsible for equipment performance measures, vehicle replacement, equipment charge out rates, and equipment reserve funding. • Purchasing is led
by the Manager of Procurement. Responsible for implementation of the municipal purchasing policy, contract tenders, municipal stores, participation in public sector cooperative groups,
and administration of the purchasing card program. Each functional area within the Department closely monitors productivity, efficiency and unit cost, to be confident that our customers
receive quality service at competitive prices. Calls are received in this Department 24 hours per day -7 days per week and are investigated, responded to and recorded in the public
action request system. Annual Report 2006 -District of Maple Ridge Page 38
Services Provided by Municipal Departments Licences, Permits and Bylaws Director – Brock McDonald The Licences, Permits and Bylaws Department is responsible for bylaw enforcement, animal
control and business licensing and permit application and inspections programs. The Department ensures public compliance with municipal bylaws; provides an effective animal control
program; enhances traffic flow in the downtown core through enforcement of parking time limitations; maintains the business licensing system; processes building, plumbing, electrical
and gas permit applications and inspects the works carried out; and provides quality customer service. Planning Department Director – Jane Pickering The Planning Department is responsible
for pursuing Council’s direction in land use policy creation and the management of a variety of development applications. The Department is also involved with data collection, monitoring
and the dissemination of information and liaison with a number of internal and external agencies. A large component of the Department’s service lies in the area of corporate support
as assistance is given to committees of Council as well as to initiatives from other areas of the corporation. The Department has two sections as follows: Development and Environmental
Services The Development and Environmental Services section is primarily involved in the file management of the majority of applications received in the Planning Department including
development permits and subdivision. This group is also responsible for the provision of the Department’s environmental services, including policy creation, the issuance of permits,
and enforcement. The provision of mapping services also falls within the responsibilities of this section. Examples of responsibilities in this section are: • Implementation of Development
Application Standards Bylaw. • Coordinating the Environmental Review Committee. • Processing development files incl. amendments to the Official Community Plan and Zoning Bylaw, Land
Use Inquiry, Subdivision, Development Permit, Development Variance Permit, and Land Reserve Commission filling applications. • Researching Environmental component of Emergency Response
Plan. • Reviewing contract for the Mosquito Control Program and research new contract provisions • Assessing changes in Provincial Regulations. • Providing staff support to Bicycle
Advisory Committee. • Providing staff support to the Board of Variance. • Arboriculture services including landscape inspection, street tree selection and inspection, and hazardous
tree assessments for municipal work sites. Community Planning The Community Planning section undertakes research, special projects, and reports on the direction the District is taking
as set out in the Official Community Plan. In the area of development application management, staff work with a file manager from the Development and Environmental Services group in
the preparation of development cases. The area planners also provide the policy direction and research capabilities for the Department and provide support to the Social Planning Advisory
Committee, the Community Heritage Commission, and the Advisory Design Panel. Examples of responsibilities in this section are: • Zoning and Official Community Plan policy review and
development. • Professional support and advice to Council, committees of Council, members of the public, community groups, community agencies, and independent consultants. • Technical
assistance to other departments and the corporation. • Brochure development. • Creation and review of the Official Community Plan community and ancillary neighbourhood plans. • Review
of bylaws related to development. • Participation in GVRD committees as needed. Maple Ridge Fire Department Fire Chief, Director of Operations – Peter Grootendorst Fire Chief, Director
of Community Fire Safety – Dane Spence The Department provides a proactive approach to fire services through the development of multi-year business plans, which include detailed multi-year
financial plans. The primary mission of the Department is the protection and preservation of life, property and the environment for citizens. This service is provided by a group of
100 dedicated paidon-call firefighters, 22 full-time firefighters, six chief officers, and two administrative support staff. We rely heavily on cross-training and good communication
to ensure that the department continues to function efficiently and effectively. Each of the assistant chiefs assumes responsibility for Annual Report 2006 -District of Maple Ridge
Page 39
Services Provided by Municipal Departments the operation of the individual Fire Halls. In addition to administrative duties, the career officers assume the role of Duty Chief, which
involves responding to all serious Fire Department emergency calls 24 hours a day, on a rotational basis. The types of emergency responses provided are Alarm Response, Fire Suppression,
Rescue, Hazardous Material Spills and response for Medical Aid. A great range of service is provided under these general categories. The firefighters are trained to the highest level
of First Responder First Aid available in the Province. These skills are used to provide care to our firefighters and the public in the event that the ambulance service is delayed or
the incident is of sufficient size or complexity that the ambulance paramedics require assistance. The use of Automatic External Defibrillators enables us to provide the most modern
first responder treatment for heart attack victims. Our firefighters are trained to meet the requirements of BC Firefighter Standard, Level II. Through an aggressive program of proactive
inspections and public education the number and seriousness of emergencies can be greatly reduced. The Fire Prevention Office conducts fire safety inspections of public buildings, high
occupancy dwellings, day care, and adult care facilities to ensure a basic level of life safety. They are also involved in business licence approvals and consulting on design and development.
The Fire & Life Safety Educator coordinates the public education program, which uses the “Learn Not To Burn” curriculum. This program is taught to children through a school program
and fire hall visits by girl guides, scouts and other organizations. Fire education is also provided to adult groups who request it. The Department is leading the Province in its delivery
of the Arson Prevention Program for Children (TAPPC) for juvenile fire setters which reduces the risk of fire and injury in high hazard residences and provides education to children
at risk. Firefighters in combination with a contract mechanic provide a comprehensive preventative maintenance program on all equipment and trucks. The Department is actively involved
in the development and testing of the Municipal Emergency Program. As Maple Ridge residents, the officers and firefighters strive to create a safe community for their families and neighbours.
Ridge-Meadows R.C.M.P. Inspector – Jim Wakely The Ridge Meadows Detachment of the Royal Canadian Mounted Police provides police services to the District. The Mission Statement of the
RCMP reads: “The Royal Canadian Mounted Police is Canada’s National police service. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace,
uphold the law and provide quality service in partnership with our communities. The Ridge-Meadows RCMP provided a proactive and responsive service to the community in our goals of maintaining
“safe homes and safe communities”. This is accomplished in a variety of ways including investigation, enforcement, education and crime prevention”. Annual Report 2006 -District of Maple
Ridge Page 40
Services Provided by Municipal Departments To meet the philosophical and operational requirements of the Mission Statement, the detachment is divided into sections that are responsible
for various aspects of the police role. Such specialization not only allows for the job to be performed more effectively but also allows for the development of expertise and professionalism.
The major sections are: • General Duty: -Attends all emergencies relating to personal safety and are responsible for the investigation of offences against the various Federal Acts,
particularly the Criminal Code of Canada, Provincial Statutes, and some Municipal bylaws. • Community Policing: -Team members work closely with public committees to identify and resolve
neighbourhood concerns and criminal activity. • Traffic: -Responsible for the investigation of traffic accidents and the enforcement of the Motor Vehicle Act, many provisions of the
Criminal Code, and various other Provincial Acts. • General Investigation: -Responsible for investigation of all serious crimes and sex, fraud and property offences that require extensive
investigation which are beyond the resources of the General Duty section. • The other sections and units are: Administration Drugs Exhibits Forensic ID Police Dog Records Property Crime
School Liaison Training Victim Services The detachment is responsible for policing the communities of Maple Ridge and Pitt Meadows. Maple Ridge currently has contracted 81 RCMP member
positions, Pitt Meadows has contracted 20 RCMP members, the Provincial Government provides for three positions, and the Federal Government provides for one position. The total detachment
complement is 104 members. As well, there are 33.5 full-time municipal employees who provide support in clerical and administrative duties such as Telecoms, exhibits, guarding, customer
services, records management, Canadian Police Information Centre, and volunteer coordination as well as approx. 40 trained and supporting on-call resources. Our detachment has a significant
volunteer base of approximately 300 volunteers who dedicate themselves to RCMP programs such as Citizens on Patrol, Citizens Bike Patrol, Speed Watch, Block Watch, Auxiliaries, etc.
Our detachment’s file intake in 2006 was 32,988 files. Awards We were the recipients of our tenth consecutive GFOA 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. We were the recipients of our sixteenth consecutive GFOA Canadian Award for Financial Reporting. In order 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 requirements of generally accepted
accounting principles and demonstrate an effort to clearly municipal governments and address user needs. Our Youth Councils (Maple Ridge and Pitt Meadows) won the Provincial Youth Week
Award for 2006. This award is given to individuals or groups in recognition of their outstanding community service. The Communications & Human Resources Department received the United
Way Gold Award for their very successful fund-raising endeavour for the District, which raised a total of $28,792. Annual Report 2006 -District of Maple Ridge Page 41
Summary of Services & Regional Relationships The Corporation of the District of Maple Ridge is the sixth oldest and eleventh largest (by land size) of the 149 municipalities in British
Columbia. It is responsible for the provision of a wide variety of local government services. These include: • Building Permits • Business Licensing • Bylaw Establishment and Enforcement
• Domestic Animal Control • Drainage • Emergency Preparedness • Heritage • Land Use Planning • Library Facilities • Parks, except for Golden Ears Park, which is a Provincial Government
responsibility, and Kanaka Creek Regional Park, which is a Greater Vancouver Regional District responsibility • Police and Fire Protection • Recreation & Cultural Facilities and Programs
• Sanitary Sewer Collection System • Transportation network (roads, bridges, street cleaning, sidewalks, street lighting, etc. – except portions of the Lougheed Highway [#7] which fall
under Provincial Government responsibility) • Waterworks Distribution System Typical local government services that are not an assumed responsibility of the Corporation of the District
of Maple Ridge include: • Flood Control (Provincial Government and Local Dyking Districts) • Garbage Collection (Private Operation) • Hospital Care Systems (Provincial Government) •
Library Collection and Distribution System (Fraser Valley Regional Library) • Real Property Assessments (Provincial Government) • Sanitary Landfill (Greater Vancouver Sewerage and Drainage
District) • School System (Provincial Government and Local School Board) • Sewage Treatment (Greater Vancouver Sewerage and Drainage District) • Social and Health Programs (Provincial
Government) • Water Collection and Purification (Greater Vancouver Water District) The Corporation of the District of Maple Ridge is represented on the following Regional Boards, which
provide a variety of services for Maple Ridge residents. • Fraser Valley Regional Library (FVRL) – A regionalized library collection and distribution system that provides all of the
operational aspects of a library system. The members must provide the local facilities. • Greater Vancouver Regional District (GVRD) – Provides air quality management, transportation
planning, regional housing, regional parks (their Kanaka Creek estuary and linear park is located within the Maple Ridge boundaries), labour relations for local government employees,
and administration of the 9-1-1 emergency telephone system. • Greater Vancouver Sewerage and Drainage District (GVS & DD) – Provides sewerage transfer and treatment on a regional basis,
and the disposal of solid waste. • Greater Vancouver Transportation Authority/TransLink (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. • Greater Vancouver Water District (GVWD) – Responsible for acquiring
the water, maintaining the supply, ensuring its quality, and delivering it to the member municipalities for distribution by local systems. Annual Report 2006 -District of Maple Ridge
Page 42
Summary of Services & Regional Relationships The Corporation of the District of Maple Ridge obtains services from the following inter-municipal organizations: • B. C. Assessment Authority
(BCAA) – The mandate of BC Assessment is to establish and maintain an independent, uniform, and efficient realproperty assessment system throughout British Columbia in accordance with
the Assessment Act. The Act requires that BC Assessment produce annual rolls with assessments at market value. • B. C. Society for the Prevention of Cruelty to Animals (BCSPCA) – Contract
to provide domestic animal pound and shelter and to operate a large animal pound as required. • B. C. Transit Authority – The Municipal Systems Program is provided through a partnership
between BC Transit, local government, and a transit management company. BC Transit is responsible for the provision of funding, vehicles, professional planning, marketing services,
contract administration, service audits, and financial accounting. The Municipality shares in the funding responsibilities, approves all service plans and tariffs, accounts for revenue,
and maintains all transit facilities (such as bus stops, exchanges, shelters, and benches). The operating company is responsible for the employment of drivers and mechanics, and the
operation of the service approved by the municipality. • Ministry of Education – Provincial Government School System (Residential and Non-Residential) – A Kindergarten to Grade 12 system
that serves students in public schools and independent schools. • Municipal Finance Authority (MFA) – A provincial organization that provides for marketing, placement, and administration
of all Municipal debt requirements (except the City of Vancouver). This Authority also operates an investment pool on behalf of municipalities. • Municipal Insurance Association (MIA)
– The Municipality is a Subscribed member of the Municipal Insurance Association of British Columbia (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 Subscriber. Under the Reciprocal Insurance Exchange Agreement
the Municipality is assessed a premium and specific deductible for its claims based on population. • Royal Canadian Mounted Police (RCMP) – Contract with the Federal Government to provide
police services (police officers); the Municipality provides the clerical support services and facilities. The Corporation of the District of Maple Ridge issues the property tax notices
and acts as a collection agent for all property taxes. The following organizations' levies are contained on the Municipal Property Tax Notice; however, the Municipal Council does not
have control or responsibility over their levy, expenditures or operation, except as a voting member: • Greater Vancouver Regional District • Greater Vancouver Transportation Authority/TransLink
• Provincial Government – School Taxes Annual Report 2006 -District of Maple Ridge Page 43
Message from the Corporate Finance Officer I am pleased to present, on behalf of the Finance Department, the 2006 Annual Report for the District of Maple Ridge in accordance with Section
167 of the British Columbia Community Charter. This report includes the Audit Report from BDO Dunwoody, LLP, the Consolidated Financial Statements and supplementary information for
the fiscal year ended December 31, 2006. The District is committed to providing financial reports that enhance stakeholder trust. The following analysis provides information in support
of the 2006 Audited Consolidated Financial Statements and is intended to enhance understanding of some of the major factors that affected our financial position. The District 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 District was awarded the Canadian Award for Financial Reporting for its 2005 Annual Report. This is the 16th consecutive year the District has received this award;
established to encourage local governments throughout Canada to publish high quality financial reports. The purpose of the Annual Report is to provide insight into the financial results
for our fiscal year ended December 31, 2006. The report is divided into three sections for your convenience: 1. Introductory Section – Provides an overview of Council’s strategic direction
and the economic and administrative context the District operates in. 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 in their
Strategic Plan. The 2006 Progress Report, on page 10, communicates performance towards the achievement of these goals and objectives during 2006. We will continue to measure our performance
in these areas and communicate results each year. 2006 in Review 2006 was the first full year of Mayor and Council’s threeyear mandate. At the start of their term in office, Mayor and
Council identified the strategic areas they wanted to focus on. These included establishing a long-term vision for the community, enhancing the vitality and safety of the downtown,
building relationships, and finding ways to pay for it all. The following are a few of the 2006 accomplishments that support their focus areas: • Adopted a new Official Community Plan
(OCP) • Introduced tax incentives for eligible properties in the Downtown • Replaced one-third of the District’s vehicle fleet with hybrid vehicles • In cooperation with the School
District, constructed a Lacrosse box at Maple Ridge Secondary School and a second artificial turf sportsfield at Westview Secondary School. • Worked with the Maple Ridge Economic Advisory
Commission to create an Economic Development Strategy • Acquired $2M of parkland • Invested $2M in upgrades to our roads network • Worked with community agencies to pursue senior government
funding in support of social issues Local Economic Climate The economic outlook in British Columbia remains positive; unemployment rates are at record low levels and 34% of BC firms
expect to hire more full time staff over the next year. Economists are predicting that BC’s economy will grow by approximately 3% in 2007 and 2008 with much of that growth driven by
the construction industry. Maple Ridge can expect to be impacted by some of the major construction projects underway. The Golden Ears and Pitt River Bridge projects will improve the
transportation corridors in the area and ease traffic flows into and out of the community. Real estate experts are predicting that Maple Ridge property values could increase by up to
20% as the area becomes more accessible. The construction underway for the 2010 Olympics is responsible for increased competition for workers skilled in the construction of infrastructure
such as roads and other networks commonly built by governments. This is driving cost increases and makes it challenging to schedule projects. In 2006 Maple Ridge continued to benefit
from the brisk pace of local development. Over 17,000 building permits Annual Report 2006 -District of Maple Ridge Page 44
Message from the Corporate Finance Officer were issued with an estimated construction value in excess of $250 million as compared to $109 million in 2005. The increase over 2005 construction
values is driven primarily by a dramatic increase in the number of multi-unit dwellings under construction. Maple Ridge Construction Values 84 127 113 104 109 256 0 50 100 150 200 250
300 2001 2002 2003 2004 2005 2006 ($ Millions) Maple Ridge issued over 4,000 business licences in 2006, a 4% increase over the number issued in 2005. Licences are issued for commercial,
home-based, and non-residential businesses. The proportion of licences for each category has remained fairly consistent over the past five years with approximately 35% commercial, 39%
home-based and 26% non-residential, indicating that Maple Ridge has a relatively stable and diverse economic base. 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. 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 impact the District’s financial position or future operations. Interest Rate Risk The District has a large holding of portfolio investments.
The interest earned on these holdings helps to offset the effects of inflation on capital and other projects. Changes in interest rates could impact expected earnings. The District’s
Investment Policy uses conservative long-range planning to ensure that adequate funding is available for projects when needed. Regional Partnerships Maple Ridge provides sewer and water
services to residents through its membership in the Greater Vancouver Regional District (GVRD) and related entities. The District does not control the financial operations of the GVRD,
but is proportionately responsible for their costs through annual levies and service payments. Changes in the financial needs of these entities can impact 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 through the use of a rate stabilization policy.
This policy factors the effects of long-range regional plans into annual rates. Disaster Recovery Maple Ridge operations could be impacted by disasters such as a pandemic, natural disaster
or technology failure. An Emergency Preparedness plan is in place and the District’s Emergency Operations Centre is activated when needed, to respond to events such as the storms experienced
in the winter of 2006. Maple Ridge is expected to be impacted by flooding during the 2007 spring freshet. In order to mitigate the potential impact of flooding, extensive preparations
are being made to ensure that the District is ready to respond to the event and that Maple Ridge residents have access to information on how they can prepare for the possible event.
Steps have been taken to ensure the recovery of data in the event of a technology failure and further work is planned on our Information Technology Disaster Recovery plan for 2007.
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
on an annual basis and are intended to assist Council with the difficult task of resource allocation. Departmental business plans communicate alignment with the corporate strategic
plan and identify: • Goals and objectives • Essential core business and service levels • Resource distribution (financial and human) • Performance measures • Capital program and associated
operating costs • Potential new revenue sources • Incremental spending programs The financial planning process is also guided by a Financial Sustainability Plan, a group of 13 policies
designed to position the District to meet financial obligations while ensuring that residents can look forward to equitable and affordable taxation. Annual Report 2006 -District of
Maple Ridge Page 45
Message from the Corporate Finance Officer Business and Financial Plan review sessions are open to the public and opportunities are provided for the public to ask questions of Council
on decisions or to make submissions on all programs. Under the British Columbia Community Charter the District 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. Council adopts a financial plan for the
subsequent five years each December, 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. The 2006-2010 Financial Plan was based on the following key assumptions, all of which were discussed at Council meetings open to the public:
• The assessment base would experience real growth of 2.75% in 2006; 2.5% in 2007 and 2.35% thereafter. • Property tax revenues would increase by 4.75% in 2006 and 2007; by 4% in 2008
through 2010. • The Fire Improvement Levy would increase by $600,000 plus growth each year. • Sewer and Water Utility rates would increase by 6% each year. These assumptions were incorporated
into a financial plan that provided for the retention of existing service levels and the implementation of some initiatives in support of Council’s focus areas. Some key decisions incorporated
into the plan include: • Addition of 10 police officers over three years • Initiation of the Business Improvement Area • Support for Corporate Succession Planning • Provision for staff
in key areas experiencing shortages The 2006-2010 Financial Plan also began to address an issue all Municipalities across Canada are facing: infrastructure sustainability. Starting
in 2008, 1% of approved tax increases will be directed towards this issue, allowing Maple Ridge to begin to close the gap between current infrastructure renewal spending and the levels
needed to maintain our infrastructure as it ages. Financial Review – Overview The Consolidated Financial Statements are required under the British Columbia Community Charter Section
167, and are prepared in accordance with generally accepted accounting principles for local governments, as recommended by the Public Sector Accounting Board (PSAB) of the Canadian
Institute of Chartered Accountants. The Consolidated Financial Statements include the operations of the General, Water, Sewer, Capital and Reserve Funds, and the District’s wholly owned
subsidiaries CDMR Developments Ltd. and Maple Ridge Municipal Holdings Ltd (MRMH Ltd). The following discussion and analysis of the District’s financial performance provides an overview
of the financial activities and position for the fiscal year ended December 31, 2006. It is supplementary information to the financial statements and should be read in conjunction with
the Consolidated Financial Statements, accompanying notes, and supplemental information. 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; but rather, present financial information that is useful in evaluating the local government’s financial condition at the end of the accounting period and its financial performance
during the accounting period. The External Audit Included in the Financial Statements is a report prepared by the external auditor, BDO Dunwoody LLP. The role of the external auditor
is to present an independent opinion as to the fair presentation of the District’s financial position and operating results as contained in the Financial Report, and confirm that the
financial statements are free from any material misstatements. The auditor is responsible for advising management and the Audit and Finance Committee of any control or operational items
that may have been identified during the audit procedure. The Audit and Finance Committee is a committee selected by Council to manage the financial and business affairs of the District.
The Committee operates under adopted Terms of Reference. In accordance with the Terms of Reference, Council appoints three Councillors; the Mayor is a member ex-officio. 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/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 also reviews any reports, the Management Letter and reports and financial statements of the wholly owned companies. The Committee has the authority to request
Annual Report 2006 -District of Maple Ridge Page 46
Message from the Corporate Finance Officer from management or the Director of Finance specific reports or analysis. It is authorized to request the presence of other staff to report
or answer questions on financial matters. The Financial Statements: The Consolidated Financial Statements are reviewed and approved by the Audit and Finance Committee. The second and
third quarter consolidated financial results are also made available to the committee. In addition, the committee meets periodically with the external auditor and management to discuss
the auditor’s Management letter, the scope and timing of the annual audit and, to determine whether specific findings or other related matters need further investigation or audit. Financial
Statement Composition Revenue and Capital Funds have transactions with outside groups, with each other and with Reserve Funds. Only transactions with outside groups are reported in
Consolidated Financial Statements. The Consolidated Statement of Financial Position (Statement A) provides information on the financial position of the District including Financial
Assets, Liabilities, and Net Financial Assets (Debt). The Consolidated Statement of Financial Activities (Statement B) reports the extent to which expenditures are offset by revenues
and the change in Fund Balances. The Consolidated Statement of Changes in Cash and Temporary Investments (Statement C) reports the net change in cash resources and how the District
financed its activities throughout the year. 2006 Consolidated Financial Statements From a financial perspective, the results for 2006 are positive. The year ended without the Net Debt
that was projected in the financial plan. Revenues exceeded expenditures by $5M compared with a projected deficiency of $16M. The District’s Reserve Balances increased by $3M to a total
of $42M. 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 2006. The following is an analysis of the 2006 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 to $4M representing an improvement in financial
position of $5M compared to a planned decline of $16M. • Municipal long-term debt decreased by $2M to a total of $48M. • Unused annual debt servicing capacity based on our current financial
condition is $10.9M. 1 Statement A – Page 58 Consolidated Statement of Financial Position This statement reports the financial assets and liabilities of the District. The difference
between financial assets and total liabilities is Net Financial Assets if positive and Net Debt if negative. This figure provides the District with an indicator of financial flexibility
and of future revenue requirements to finance activities and meet financial commitments. Financial Assets: • The District has a Net Financial Asset position of $4M as at December 31,
2006. The change from the Net Debt of 2005 is discussed in more detail in the Consolidated Statement of Financial Activities (Statement B). • Cash and investments have increased by
$13M through earnings ($5M) and deposits for work to be done in the future ($8M) • Development Charges receivable increased by $4 M. These receivables are fully secured and are typically
converted to cash within 2 years, exposing the District to no collection risk. Liabilities: • The liability for future employee benefits increased to $4M. The amount was actuarially
determined for 2006. Consolidated Statements Statement A B & C Taxpayers Vendors Employees Outside Groups General Revenue Utilities Revenue Subsidiary Companies Statement 1 General
Capital Utilities Capital Subsidiary Companies Statement 2 Reserve Funds Reserve Accounts Statement 3 Transactions Transactions Transactions Transactions Annual Report 2006 -District
of Maple Ridge Page 47
Message from the Corporate Finance Officer This liability will be settled over the longer term and does not impose an immediate claim on cash flow. • The Mortgage liability of $17M at
December 31, 2005 representing the amount recorded in the ledger of Maple Ridge Municipal Holdings Ltd. (MRMH Ltd) was replaced with debenture debt of $16M assumed by the District in
2006. It is related to the acquisition of the commercial portion of the Town Centre Development properties. • As discussed in “Reserves” in section 6 there were a number of capital
projects ($16M) intended for completion by December 31, 2006; which would have been funded by reserves and Revenue Funds. Had these projects completed by December 31, 2006 they would
have decreased cash and therefore Net Debt would have also been increased to $12M. 2 Statement B – Page 59 Consolidated Statement of Financial Activities This statement reports the
extent to which revenues raised in 2006 were sufficient to meet expenditures in 2006. It shows whether the District has met its expenditures with revenues, by incurring liabilities
or by drawing on existing financial assets. i) Consolidated Revenue (Statement B) Compared to previous year (2005) General taxation revenue increased by $4M through a combination
of higher tax rates, and growth of the assessment roll. User fees and other revenue increased by $2M. Most of this can be attributed to growth and building related activities. Since
development revenues and senior government grants are often linked to capital expenditures most change in these revenues are related to changes in capital expenditure. Investment
income was up due in part to a larger portfolio; however, the market value of these investments remains below carrying value, which may necessitate a write down in 2007. There is virtually
no risk of not recovering the face value of these investments over the longer term as they are guaranteed by other governments or major Canadian banks. ii) Consolidated Revenue (Statement
B) Compared to budget (2006) As in previous years, there were large variances between budget and actual and, as in previous years, a large part of this difference was related to the
capital program. Development fees (earned DCC's) and Capital grants were budgeted based on the expected completion of capital projects. As the capital expenditures did not occur there
was no corresponding revenue recognized. This condition contributed to an unfavorable variance of about $10M. iii) Consolidated Expenditures (Statement B) Compared to previous year
(2005) Consolidated expenditures are comprised of both operating and capital expenditures. It is useful to discuss each separately as Council considers the budget and funding sources
separately. Statement 1 reports on operating expenditures and Statement 2 reports on capital expenditures. iv) Consolidated Expenditures (Statement B) Compared to budget (2006) The
consolidated financial activities for 2006 reflect a positive variance of $21M compared to budget. The main contributor to this variance is the level of capital expenditures. Actual
expenditures were much less than forecast when the Consolidated Financial Plan was adopted. Capital expenditures were $24M as compared to a budget of $50M. (See Segment Report for functional
comparisons – Page 68). 3 Statement C – Page 60 Consolidated Statement of Change in Cash and Temporary Investments This statement represents financial resources (cash and investments
of less than one year) that are available in the short term to satisfy debt obligations and expenditures. The change in cash and short-term investments is linked to, but is not identical
with, the excess of revenue over expenditures. For example, when cash is received for refundable deposit, cash is increased but revenue is not. The District’s cash position decreased
by $4M in 2006; this was due to a change in investment strategy which saw longer term portfolio investments increase by $17M. The increase in portfolio investments can be attributed
to: • A change in investment strategy $4M • Excess of Revenue over Expenditures $5M • Increase in DCC cash collections $5M • Prepayments and other Deposits $3M Annual Report 2006 -District
of Maple Ridge Page 48
Message from the Corporate Finance Officer 4 Statement 1 – Page 78 Statement of Changes in Operating Fund Balances i) Operating Expenditures Compared to previous year (2005) The overall
increase in expenditure levels was about 7% but there were a couple of exceptional areas of increased costs: Protective Services costs continued to increase as more full-time firefighters
were hired, as outlined in the Fire Department Master Plan (11%). Water purchase costs were up due to both increased consumption and rates (19%). ii) Operating Expenditures Compared
to budget (2006) Operating expenditures were below budget in most areas due to staffing shortages; the current labour market making it increasingly difficult to recruit staff. In addition,
the RCMP complement was lower than expected resulting in savings in Protective Services costs. 5 Statement 2 – Page 79 Statement of Changes in Capital Fund Balances i) Capital Expenditures
Compared to previous year (2005) Excluding developer contributed subdivisions, capital activity increased overall only slightly from last year. The notable exceptions were: Protective
services increase of $1M over 2005. The increase can be attributed to the expenditure incurred for the renovation of the Randy Herman Community Safety Building. Recreation and culture
increase of $2M over 2005. Construction of the artificial turf field at Westview Secondary and the acquisition of parkland account for the increase. ii) Capital Expenditures Compared
to budget (2006) Actual 2006 capital expenditures fell short of budget by $26 Million. This variance, although large, is in line with the District’s experience in most years and can
be attributed to a number of factors including pending agreements with other agencies and extended negotiation times associated with many land acquisitions. 6 Other 2006 Fund Balances:
i) Operating Fund (Statement 1) – Page 78 The Operating fund balances of $9M (as shown on Statement 1) are detailed in the notes to the financial statements under “significant accounting
policies.” These funds represent financial assets available to the District which have not been earmarked by Council for specific future use. ii) Capital Fund (Statement 2) – Page 79
This fund is in a surplus position of $0.4M due to unapplied borrowing proceeds related to the refinancing of the Mortgage liability in 2006. iii) Reserve Accounts and Funds (Statement
3) – Page 80 Reserve Funds are permitted by statute and are usually restricted for capital purposes. A Reserve Fund is established through Council bylaw and segregates assets for the
purposes of the fund. These totaled $28M as at December 31, 2006. Reserve Accounts are distinguished in the way they are created. Reserve Accounts are appropriations of surplus established
informally and generally associated with the operating program. These totaled $14M as at December 31, 2006. 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 District has set aside and managed by corporate policy Reserve Accounts and Reserve Funds for over
30 years. It is these reserves that have enabled the District to manage the needs of a growing community. There is $42M in various reserves at year-end; however, some of that amount
is related to capital projects, as discussed previously, which were not completed before December 31, 2006. Had these projects been completed as budgeted, the Reserve balances would
have been reduced by approximately $14M and Net Debt increased similarly. Assessment of Trends As shown on the chart below, Net Financial Assets have declined from $14M in 2001 to $4M
in 2006. This was a planned reduction to acquire physical assets including the Arts Centre and Theatre, an expanded Leisure and Youth Centre, the Planet Ice Arenas and Ridge Meadows
Seniors Centre. Annual Report 2006 -District of Maple Ridge Page 49
Message from the Corporate Finance Officer Based on current projections, we expect our financial position to move into Net Debt for the next five years. These projections are based,
however, on the premise that all capital expenditures will occur as planned. Based on past experience, this does not typically occur but it is important to keep in mind the impact of
the financial plan on our financial position. Financial Position -20 -15 -10 -505 10 15 20 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Actual Projected ($ Millions) Outlook
In December of 2006 Council adopted a financial plan that incorporated an aggressive capital program for 2007-2011 intended to address a number of infrastructure needs in the District.
If the program is completed as planned the District’s net financial position will move into Net Debt for the next five year planning horizon. Overall, the District’s financial condition
remains strong, with continued growth expected in the assessment base, potential revenues from the sale of surplus land holdings and available debt servicing capacity. Challenges that
we continue to monitor and address in our financial plans include: • Increases in operating costs due to growth. • A predominately residential assessment base that has historically
grown more rapidly than the commercial and industrial sector. • A declining ratio of general taxation invested in capital. • Increasing costs from the GVRD for water and sewer. • Strategies
to attract investment in commercial & business properties to shift the tax burden. • Providing for the future replacement of infrastructure • Recruiting and retaining staff in the current
labour market. • Adapting to new PSAB guidelines and reporting models. Conclusion Maple Ridge continues to demonstrate its commitment and expertise in financial management as demonstrated
by being awarded the Canadian Award for Financial Reporting for the 16th consecutive year. Some of the major initiatives to be undertaken in 2007 are: • Development of a plan for municipal
land in Silver Valley. • Implementation of a Gravel strategy on municipal lands. • Continued implementation of the Fire Department Master Plan. • Addition of five new RCMP officers.
• Revitalization of the downtown area in cooperation with the Downtown Property Owners Association. • Parkland acquisition for a growing population. • Implementation of the Economic
Development Strategy. • Continuation of succession planning in preparation for expected staff departures due to retirement. Finally, I would like to take this opportunity to thank members
of Council, the Corporate Management Team and all Municipal employees for their support in achieving the 2006 results. I would also like to acknowledge the Communications Department’s
help in publishing this report. 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 Finance Officer May 7, 2007 Annual Report 2006 -District of Maple Ridge Page 50
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 District of Maple Ridge. The District’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 Director of Finance is responsible
for submitting annually to the Audit Committee and Council audited financial statements. These financial statements include the consolidated results of the District of Maple Ridge for
the fiscal year ending December 31, 2006. 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 District of Maple Ridge provide
important information about the overall financial condition of the District. The purpose of the consolidated financial statements is to present the effects of transactions of the District
taking into consideration the accounting for all District Funds, MRMH Ltd., and CDMR Developments Ltd. The audited 2006 Consolidated Financial Statements for the District include: District
Financial Statements: • Management’s Responsibility for Financial Reporting • Auditors' Report • Significant Accounting Policies • Consolidated Statement of Financial Position • Consolidated
Statement of Financial Activities • Consolidated Statement of Change in Cash and Temporary Investments • Notes to the Consolidated Financial Statements • Consolidated Report of Segmented
Revenue and Expenditure • Statement of Changes in Operating Fund Balances • Statement of Changes in Capital Fund Balances • Statement of Changes in Reserve Balances • Schedule of Property
and Equipment • Debenture Debt • Tax Levies • User Fees and Other Charges • Schedule of Development Revenue • Senior Government Transfers • Continuity Schedule of Restricted Revenues
• Schedule of Planning, Public Health and Other • Transportation Services • General Government Expenses • Schedule of Protective Services • Schedule of Sewer and Water Utilities • Schedule
of Recreation & Cultural Revenue and Expenditures • Continuity Schedule of Reserves Annual Report 2006 -District of Maple Ridge Page 51
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 generally accepted accounting principles as outlined under “Significant Accounting Policies” on pages 3 to 5. 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 Dunwoody LLP, the Municipality’s independent auditors, has
audited the accompanying financial statements. Their report accompanies this statement. Council carries out its responsibility for the consolidated financial statements principally
through its Audit Committee. The Committee meets with management nine times on a scheduled basis and at least semi-annually with BDO Dunwoody LLP to review their activities and to discuss
auditing, internal control, accounting policy, and financial reporting matters. BDO Dunwoody LLP has unrestricted access to the Municipality, the Audit Committee, and Council. The Audit
Committee reviews the consolidated financial statements with management prior to submission to Council for approval. It also 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 Jim Rule General Manager: Corporate & Financial Services Chief
Administrative Officer Annual Report 2006 -District of Maple Ridge Page 52
Annual Report 2006 -District of Maple Ridge Page 53
Significant Accounting Policies For the year ended December 31, 2006 (a) Reporting Entity and Basis of Consolidation These financial statements have been prepared using recommendations
issued by the Public Sector Accounting Board of the Canadian Institute of Chartered Accountants. They consolidate the activities of the General, Water and Sewer, Operating and Capital
Funds, the Reserve Funds, and Municipality’s wholly owned subsidiaries C.D.M.R. Developments Ltd. and Maple Ridge Municipal Holdings Ltd. The operating activities of the subsidiary
companies are included in the General Revenue Fund and the Capital activities of the subsidiary companies are included in the General Capital Fund. Operating Funds -As at December 31,
2006 the fund balances were as follows: 2006 2005 General Revenue Fund $ 2,442,301 $ 4,203,057 Sewer Revenue Fund 3,401,602 4,021,712 Water Revenue Fund 3,353,988 2,846,785 9,197,891
11,071,554 Capital Funds -As at December 31, 2006 the fund balances (deficiencies) were as follows: General Capital Fund 393,749 (561,934) Sewer Capital Fund -(1,065,268) Water Capital
Fund -(10,961) 393,749 (1,638,163) Reserves -As at December 31, 2006 this balance was comprised of the balances shown in Schedule 14. Reserve Funds 42,062,019 39,385,306 Total Fund
Balances 51,653,659 48,818,697 Long Term Liabilities -These liabilities are incurred to fund capital expenditures Debenture Debt -comprised of the debts shown on Schedule 2 (47,737,412)
(33,051,518) Mortgage Liability -(16,726,326) Long Term Liabilities (47,737,412) (49,777,844) Net Assets (Debt) $ 3,916,247 $( 959,147) (b) Accrual Accounting The accrual method for
reporting revenues and expenditures has been used. Revenues are recorded in the period they are earned. Expenditures are recorded as the cost of goods or services in the period they
are obtained. Annual Report 2006 -District of Maple Ridge Page 54
Significant Accounting Policies For the year ended December 31, 2006 (c) Revenue recognition Taxation Annual levies for non-optional municipal services and general administrative services
are recorded as Taxes for municipal purposes. Levies imposed by other taxing authorities are not included as Taxes for municipal purposes. Taxes are recognized as revenue in the year
they are levied. Through the British Columbia Assessments appeal process Taxes may be adjusted by way of supplementary roll adjustments. The affects 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. Senior government transfers Unconditional
grant revenue is recognized when it is received. Conditional grant revenue is recognized to the extent the conditions imposed on it have been fulfilled. Development revenue Receipts
which are restricted by the legislation of senior governments or by agreement with external parties 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 and transactions shown on Schedule 7.
Investment Income The Municipality invests in pooled funds of the Municipal Finance authority of British Columbia. Earnings of these funds are allocated to the members from time to
time based on the market value of the pool. The Municipality recognizes only its share of the realized earnings of the pool. This revenue is recorded as investment income and the amount
is added to the cost of the units held. To the extent that financial instruments have no stated rate of return investment income is recognized as it is received. Local Improvement Revenue
The Municipality records capital expenditures for property and equipment funded by local improvement agreements as they are incurred. Revenues are recognized as Development revenue
at the time of the expenditures to the extent that they will be recoverable. Local improvement levies subsequently imposed under the agreement are recorded as User fees and other revenue
for the portion that pertains to a carrying charge. Proceeds from disposal of property and equipment Proceeds from the sale of tangible Property and equipment are recognized as revenue
at the time of sale. (d) Consolidated expenditures Consolidated expenditures reported on the Consolidated Statement of Financial Position are reported by function and include operating,
capital and interest costs and are net of internal equipment allocations. Reporting by object (type) of expenditure is included in the Segment Report. (e) Property and equipment Property
and equipment purchased or constructed and work in process are reported as capital expenditures and are classified according to their functional use. Property and equipment donated
are reported at fair market value at the time of the donation. Accumulated capital expenditures, net of disposals, are reported on Schedule 1. Depreciation is not recorded. Annual Report
2006 -District of Maple Ridge Page 55
Significant Accounting Policies For the year ended December 31, 2006 (f) Subdivision infrastructure Subdivision streets, lighting, sidewalks, drainage, and other infrastructure are required
to be provided by subdivision developers. Upon completion they are turned over to the Municipality. The Municipality is not involved in the construction and does not budget for either
the contribution from the developer nor the capital expenditure in its financial plan. The budget figures presented on the financial statements are equal to the value of infrastructure
turned over to the Municipality during the year. (g) Use of estimates/measurement uncertainty The preparation of financial statements in accordance with Canadian generally accepted
accounting principles 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 revenue and expenditures during the reporting period. Significant areas requiring use of management estimates relate
to the determination of employee future benefits, the outcome of litigation and claims, and the percentage of completion of building and subdivision inspections. Actual results could
differ from those estimates. The Municipality monitors and treats contaminates produced at a solid waste landfill site it closed in 1989. The eventual expenditures the Municipality
intends to incur related to the site are not determinable and no accrual for them has been recorded. Monitoring and treatment expenditures are recognized as they are made. (h) Budget
figures The budget figures used are based on the five year financial plan adopted May 9, 2006. Contributed subdivision infrastructure for 2006 has been added to the adopted financial
plan amounts in order to better demonstrate comparability with the actual results. (i) Financial instruments The Municipality's financial instruments consist of cash and temporary investments,
portfolio investments, accounts receivable, recoverable local improvements, other assets, accounts payable and accrued liabilities, refundable performance deposits, mortgage liability,
other assets, and debenture debt. Unless otherwise indicated, it is management's opinion that the Municipality is not exposed to any significant interest, credit, or currency risks
arising from these financial instruments. (j) 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. (k) Cost share agreement The Municipality participates 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. The Municipality recognizes expenditures at their gross value and records the City of Pitt Meadows’ contribution
as revenue. (l) Basis of segmentation/Segment report The Municipality has adopted the new Public Sector Accounting Board recommendation requiring financial information to be provided
on a segmented basis. Municipal services have been segmented by grouping activities that have similar services objectives (by function). Revenues that are directly related to the costs
of the function have been attributed to each segment. Expenditures reported for each segment include an allocation for internal equipment charges. Interest is allocated to functions
based on the purpose of specific borrowings. Annual Report 2006 -District of Maple Ridge Page 56
2006 2005 Financial Assets Cash and temporary investments (note 1) 28,066,766 $ 32,540,017 $ Portfolio investments (note 1) 67,030,331 49,985,738 Accounts receivable (note 2) 15,355,354
10,279,008 Recoverable local improvements (note 3) 814,774 1,382,647 Other assets (note 7) 611,828 1,000,530 111,879,053 95,187,940 Liabilities Accounts payable and accrued liabilities
(note 5) 10,299,934 8,425,253 Deferred revenues 6,678,982 5,004,596 Restricted revenue (schedule 7) 36,699,742 27,252,397 Refundable performance deposits and other 2,631,336 2,099,223
Employee future benefits (note 8) 3,915,400 3,587,774 Mortgage liability (note 9) -16,726,326 Debenture debt (note 6, schedule 2) 47,737,412 33,051,518 107,962,806 96,147,087 Net Financial
Assets (Debt) 3,916,247 $ (959,147) $ ________________________ Paul Gill, CGA Gordon W. Robson General Manager: Corporate & Financial Services Mayor, District of Maple Ridge a) The
notes to the Consolidated Financial Statements are an integral part of this statement b) Contingencies, Commitments and Unrecognized Liabilities (Note 10) Consolidated Statement of
Financial Position As at December 31, 2006 Statement A The Corporation of the District of Maple Ridge Annual Report 2006 -District of Maple Ridge Page 57
Actual Budget Actual 2006 2006 2005 Revenue Taxes (schedule 3) Real property, special assessments, grants in lieu 75,308,285 $ Less: Collections for other authorities 33,086,948 Taxes
for municipal purposes 42,221,337 42,343,437 38,946,352 User fees and other revenue (schedule 4) 24,568,587 22,930,485 22,337,116 Development revenue (schedule 5) 5,065,681 13,744,461
4,667,930 Senior government transfers (schedule 6) 2,487,939 3,456,888 2,291,237 Interest and investment income Investment income 1,991,210 Interest income 1,317,446 Less: Deferred
amount (852,782) 2,455,874 2,455,874 1,794,996 2,271,515 Asset disposal proceeds and other gains 525,221 -725,244 Contributed subdivision infrastructure 10,848,250 10,848,250 26,284,692
88,172,889 95,118,517 97,524,086 Expenditures (statements 1 and 2) Protective services 19,173,524 29,533,968 16,387,421 Transportation services 9,406,722 16,451,894 10,023,304 Recreation
and cultural 17,872,291 21,845,722 15,419,618 Water utility 7,684,719 9,253,603 6,962,383 Sewer utility 5,981,985 8,274,568 6,258,777 General government 9,553,553 11,798,807 10,597,951
Planning, public health and other 2,607,170 3,651,778 2,293,164 Increase in allowance for investments 169,283 --Subdivision infrastructure 10,848,250 10,848,250 26,284,692 83,297,497
111,658,590 94,227,310 Excess (Deficiency) of Revenue over Expenditures 4,875,392 (16,540,073) 3,296,776 Principal Repaid (net of refinancing) (2,398,105) (2,338,296) (1,982,224) Debt
Issued 357,675 --Increase in Fund Balances 2,834,962 (18,878,369) 1,314,552 Fund Balances Beginning of the Year 48,818,697 48,818,697 47,504,145 Fund Balances End of the Year 51,653,659
$ 29,940,328 $ 48,818,697 $ a) The notes to the Consolidated Financial Statements are an integral part of this statement b) Contingencies, Commitments and Unrecognized Liabilities (Note
10) Statement B Consolidated Statement of Financial Activities For the Year Ended December 31, 2006 The Corporation of the District of Maple Ridge Annual Report 2006 -District of Maple
Ridge Page 58
Actual Actual 2006 2005 Cash and Temporary Investments Provided by (Used For): Operations: Excess (Deficiency) of Revenue over Expenditures 4,875,392 $ 3,296,776 $ Decrease (Increase)
in Non-Cash Financial Assets Accounts receivable (5,076,347) (93,667) Recoverable local improvements 567,873 299,954 Other assets 388,702 (323,076) (4,119,772) (116,789) Increase in
Short Term Liabilities Accounts payable 1,874,683 185,825 Deferred revenues 1,674,387 894,229 Restricted revenues 9,447,345 3,240,678 Employee future benefits 327,626 416,172 Refundable
performance deposits and other 532,114 162,083 13,856,155 4,898,987 Financing: Principal repaid (18,340,433) (1,982,224) Long term debt issued 16,300,000 -(2,040,433) (1,982,224) Investing:
(Increase) decrease in portfolio investments (17,044,593) 2,094,742 (Decrease) increase in Cash and Temporary Investments (4,473,251) 8,191,492 Cash and Temporary Investments – Beginning
of Year 32,540,017 24,348,525 Cash and Temporary Investments – End of Year 28,066,766 $ 32,540,017 $ a) The notes to the Consolidated Financial Statements are an integral part of this
statement b) Contingencies, Commitments and Unrecognized Liabilities (Note 10) Consolidated Statement of Change in Cash and Temporary Investments For the Year Ended December 31, 2006
Statement C The Corporation of the District of Maple Ridge Annual Report 2006 -District of Maple Ridge Page 59
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 1. Cash and Investments: Cash and Temporary Investments: Cash and temporary investments as at December
31, 2006 were comprised as follows: 2006 2005 Cash $ 3,250,031 $ 8,205,507 Temporary Investments 24,816,735 24,334,510 $28,066,766 $32,540,017 Temporary Investments are bank term deposits
and Guaranteed Investment Certificates with effective interest rates of 4.43% -4.9%. Additionally, the Municipality holds temporary investments of $1,345,047 ($855,869 for 2005) and
agreements receivable of $1,153,668 ($406,403 for 2005) for trusts which are not reported elsewhere in the financial statements. They are held for the following trusts: Balance Interest
Balance Dec. 31, 2005 Earned Receipts Disbursements Dec. 31, 2006 Latecomer Fees $ — $ — $ 131,004 $ 28,194 $ 102,810 Cemetery Perpetual Care 548,494 22,074 38,065 22,074 586,559 Greater
Vancouver Sewer & Drainage District 713,778 — 2,048,997 953,429 1,809,346 $1,262,272 $ 22,074 $2,218,066 $1,003,697 $2,498,715 Portfolio Investments Portfolio investments include Provincial
Government Bonds and Bank Notes with effective interest rates of 3.8 – 4.1%. They also include equity-based Bank Notes and pooled investment funds administered by the Municipal Finance
Authority of British Columbia, neither of which has a stated rate of return. The carrying value of securities is based on the cost method whereby the cost of the security is adjusted
to reflect investment income, which is accruing, and any permanent decline in market value. The carrying value of Portfolio Investments, net of an allowance of $169,283 (Nil for 2005),
at December 31, 2006 was $67,030,331 ($49,985,738 for 2005). The market value at December 31, 2006 was $65,910,491 ($48,780,688 for 2005), included in this amount is $7,500,000 ($7,500,000
for 2005) for securities shown at cost for investments for which there is no active market. 2. Accounts Receivable: 2006 2005 Property Taxes $ 3,158,192 $ 3,384,389 Other Governments
881,928 610,224 General and Accrued Interest 2,585,841 1,781,517 Development Cost Charges 8,893,135 4,512,230 15,519,096 10,288,360 Less Allowance for Doubtful Accounts (163,742) (9,352)
$15,355,354 $ 10,279,008 Annual Report 2006 -District of Maple Ridge Page 60
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 3. Recoverable Local Improvements The Municipality provides interim financing for certain geographically
localized capital projects. It recovers these amounts either from the benefiting property owners or from provincial subsidies. As at December 31, 2006 the recoverable balance was comprised
as follows: 2006 2005 Recoverable from property owners Transportation and drainage projects $ — $ 181,976 Local improvement fund projects 591,083 793,319 Sewerage projects 8,517 16,353
599,600 991,648 Recoverable from Province Sewerage projects 206,155 354,033 Water system projects 9,019 36,966 215,174 390,999 $ 814,774 $1,382,647 4. Pension Plan The Municipality
and its employees contribute to the Municipal Pension Plan (the “Plan”), a jointly trusted pension plan. The board of trustees, representing plan members and employers, is responsible
for overseeing the management of the pension plan, including investment of the assets and administration of the benefits. The pension plan is a multiemployer contributory pension plan.
Basic pension benefits provided are defined. The plan has about 130,000 active members and approximately 48,000 retired members. Active members include approximately 30,000 contributors
from local governments. Every three years an actuarial valuation is performed to assess the financial position of the Plan and the adequacy of plan funding. The most recent valuation
as at December 31, 2003 indicated an unfunded liability of $789 million for basic pension benefits. The next valuation will be as at December 31, 2006 with results available in 2007.
The actuary does not attribute portions of the surplus to individual employers. The above disclosure represents the most current information at the time of the Municipality’s 2006 financial
audit. Employer contributions to the Plan for 2006 were $1,266,984 ($1,019,441 for 2005) they are included in consolidated operating expenditures. Employee contributions for 2006 were
$1,145,208 ($941,983 for 2005). 5. Accounts Payable and Accrued Liabilities: 2006 2005 Accounts Payable: General $ 2,893,433 $ 2,575,051 Other Governments 5,712,422 4,443,046 Salaries
and Wages 915,846 863,700 9,521,701 7,881,797 Accrued Liabilities: Vacation Pay 503,234 399,234 Other vested benefits 274,999 144,222 778,233 543,456 $10,299,934 $ 8,425,253 Annual
Report 2006 -District of Maple Ridge Page 61
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 6. Debenture Debt: Debt principal is reported net of Sinking Fund balances and interest expense is
reported net of Sinking Fund earnings. During the year the Municipality discharged the Mortgage liability held with Toronto Dominion bank and replaced the liability with debenture debt
in the amount of $16,300,000 from the Municipal Finance Authority. The Municipality carries no debt for others. The Debenture debt issued and outstanding as at December 31, 2006 was
$47,737,412 ($33,051,518 for 2005). The following debenture debt amounts plus related interest are payable over the next five years. 2007 2008 2009 2010 2011 $1,812,793 $1,794,001 $1,727,113
$1,760,031 $1,779,974 As at December 31, 2006 the Municipality has approved but un-issued debenture debt in the amount of $700,000 under Loan Authorization Bylaw 6246 which expires
in 2011. 7. 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 Municipality. The Municipality 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 $611,828 ($1,000,530 for 2005). 8. Employee Future Benefits The Municipality 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 Municipality
after a specified period of time. Full time employees hired before February 11, 1999 qualify for five days pay per year of employment, provided they either work a minimum of twenty
years with the Municipality or retire as defined by the Public Sector Pension Plan Act. Full time employees hired after February 11, 1999 qualify for twenty days pay provided they work
a minimum of ten years with the Municipality and retire as defined by the Public Sector Pension Plan Act. The Municipality permits full time 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. Annual Report 2006 -District of Maple Ridge Page 62
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 An actuarial valuation of these benefits was performed to determine the Municipality’s liability and
accrued benefit obligation as at December 31, 2005 and updated for December 31, 2006. The valuation resulted in an unamortized actuarial gain of $59,100 at December 31, 2006. The benefit
liability at December 31, 2006 was $3,915,400 ($3,587,774 for 2005) is comprised as follows: Actuarial assumptions used to determine the Municipality’s accrued benefit obligation are
as follows: 2006 2005 Discount rate (long-term borrowing rate) 4.50% 5.65% Expected future inflation rate 2.50% 5.65% Merit and inflationary wage and salary increases averaging 4.55%
5.65% 9. Mortgage Liability During 2004 the Municipality’s subsidiary company assumed a mortgage with the Toronto Dominion bank as part of the acquisition of the town centre properties.
The mortgage amount ($16,692,115) plus accrued interest ($41,283) was assumed at a rate (6.5%) which was unfavorable in relation to borrowing rates which were prevalent at the time.
The mortgage liability was revalued at the present value of the payments required under the mortgage using the Municipality’s cost of borrowing. This resulted in an increase in the
liability by $997,469 which was accounted for as a discount in proceeds received. The discount was amortized over the remaining term of the mortgage. The mortgage matured in November
of 2006 and was refinanced with Municipal Finance Authority debenture debt at a rate of 4.99%. (Note 6) 2006 2005 Benefit Liability – Beginning of the year $3,587,774 $3,171,602 Add
(less): Unamortized actuarial gains (losses) 76,326 — Accrued benefit obligation – Beginning of the year 3,664,100 3,171,602 Add: Total liability related costs Current service costs
241,800 396,697 Interest on accrued benefit obligation 178,400 185,706 Amortization of actuarial losses (gains) 76,326 — 496,526 582,403 Less (Add): Liability related costs not increasing
accrued benefit obligation -amortization of actuarial loss. 76,326 — Actuarial gain (loss) 59,100 (76,326) Benefits paid during the year 168,900 166,231 304,326 89,905 Accrued Benefit
Obligation – End of the year 3,856,300 3,664,100 Add (less) Unamortized actuarial gains (losses) 59,100 (76,326) Benefit liability – end of the year $3,915,400 $3,587,774 Annual Report
2006 -District of Maple Ridge Page 63
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 The Mortgage Liability December 31, 2006 was Nil ($16,726,326 for 2005) comprised as follows: Interest
Principal expense and payments and Balance amortization amortization Balance Dec 31. 2005 in 2006 in 2006 Dec 31, 2006 Mortgage Payable $16,284,106 $ 908,616 $16,284,106 $ — Discount
442,220 (442,220) 442,220 — Mortgage Liability $16,726,326 $ 466,396 $16,726,326 $ — 10. Contingencies, Commitments and Unrecognized Liabilities: (a) Third Party Claims Where losses
related to litigation are likely and can be reasonably estimated management accrues its best estimate of loss. For 2006 this estimate is $612,116 ($534,000 for 2005). The Municipality
is further exposed to losses with respect to claims, the likelihood of which is not known. Management estimates that the exposure is approximately $63,000. This estimate is based on
the deductible portion of insurance claims and on the mid-range of other non-insurable claims. Additional accounts payable, if any, will be recorded in the period they become determinable.
(b) Contractual Obligations (i) Sewer and Water (a) Under cost sharing agreements with the Greater Vancouver Water District, the Municipality is committed to make annual payments as
follows: Until the year 2007 totaling $20,223 plus related interest for the water reservoir on Dewdney Trunk Road at 248th Street, the current annual payment is $87,149 including interest
until 2007 when the payment terms are to be renegotiated. Until the year 2012 totaling $104,370 plus related interest for the water main joint 1. Current annual payment is $226,736
including interest until 2012. (b) Under a cost sharing agreement with the Greater Vancouver Sewerage and Drainage District, the Municipality is committed to make annual payments until
2012 totaling $870,307 plus related interest for facilities in the Maple Ridge/Pitt Meadows sub-area. The current annual payment is $220,482 plus interest. (c) The Municipality has
entered into a cost share agreement with the Greater Vancouver Water District for the construction of infrastructure. Under this agreement the Municipality expects to incur liabilities
of approximately $9,000,000 over the next seven years. The liability will be recorded as the related costs are incurred. (ii) Recreation and Cultural Services (a) In 1998 the Municipality
entered into an agreement to purchase ice sheet time for five years commencing in 1999, with a five-year renewal option. In January 2004 the Municipality renewed the agreement for an
additional five-year period. The minimum annual payment due for the provision of ice time is $552,225. These payments are recorded as expenditures when the ice time is provided. Annual
Report 2006 -District of Maple Ridge Page 64
Notes to the Consolidated Financial Statements For the Year Ended December 31, 2006 (c) Contingent Gains In 1998 the Municipality provided financial assistance, including property appraised
at $2.2 Million, to the Maple Ridge Elderly Citizen Recreation Association in order to enable them to construct a residential housing complex for senior citizens. In exchange for the
assistance, the Association agreed to place restrictive covenants on each unit, which could recover up to $1.45 Million on re-sales by subsequent owners. These covenants apply until
2030. At December 31, 2006 a further $0.68 million ($1.06 million for 2005) remains recoverable. In 2006 proceeds from the resale of units under the restricted covenants amounting to
$378,985 ($267,031 for 2005) were paid to the Municipality. These proceeds are recorded as User fees and other revenue. (d) Unrecognized Liability The Municipality 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 Municipality 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 Municipality 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 Municipality chose to withdraw.
Consequently no liability has been recognized in these financial statements. 11. Interest Expenditures: Interest expenditures consist of debenture debt interest, mortgage liability
interest, and interest on the employee future benefits liability. Interest is apportioned to functional areas of expenditure based on the related debts as follows. Debenture Debt Interest
Benefits and Other Interest Mortgage Liability Interest Total Interest 2006 Total Interest 2005 Transportation Services $ 38,389 $ 2,262 $ — $ 40,651 $ 50,603 Recreation & Cultural
1,566,525 — — 1,566,525 1,715,760 Water Facilities 3,741 — — 3,741 56,130 Sewer Facilities 46,949 — — 46,949 197,645 General Government 471,877 178,400 466,396 1,116,673 965,806 $2,127,481
$ 180,662 $ 466,396 $2,774,539 $2,985,944 Annual Report 2006 -District of Maple Ridge Page 65
2006 2006 2005 Actual Budget Actual Revenue Tax revenues (schedule 3) -$ -$ -$ Senior government transfers (schedule 6) 889,766 805,521 784,381 Development revenue (schedule 5) -24,598
18,445 Other revenues (schedule 4) 3,813,252 3,208,566 3,192,558 Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries ---Contributions for subdivision
infrastructure ---Total Revenue 4,703,018 4,038,685 3,995,384 Expenditures Operating (schedules 11,9,13,12,10,8) Goods and services 11,317,475 12,068,987 11,016,547 Labour costs 6,461,992
6,622,863 4,959,088 Debt Servicing ---17,779,467 18,691,850 15,975,635 Increase in investment allowance ---Capital (statement 2) 1,533,621 10,962,848 544,937 Contributed subdivision
infrastructure ---Total Expenditures 19,313,088 29,654,698 16,520,572 Excess(Deficiency) revenue over expenditure (14,610,070) (25,616,013) (12,525,188) Principal Payments ---New debt
issued ---Increase (Decrease) in fund balances (14,610,070) $ (25,616,013) $ (12,525,188) $ Protective Services As at December 31, 2006 Segment Report The Corporation of the District
of Maple Ridge Consolidated Report of Segmented Revenue and Expenditure Annual Report 2006 -District of Maple Ridge Page 66
2006 2006 2005 2006 2006 2005 Actual Budget Actual Actual Budget Actual -$ -$ -$ -$ -$ -$ 983,232 1,900,521 944,603 209,833 427,086 148,477 1,118,844 5,277,328 1,202,337 3,306,665 6,658,788
1,677,064 636,327 785,760 607,714 3,905,775 3,855,454 3,813,004 ------------1,806,517 1,550,551 1,849,186 ---7,252,485 7,252,485 17,283,616 ---11,797,405 16,766,645 21,887,456 7,422,273
10,941,328 5,638,545 2,247,456 2,027,865 2,335,001 6,895,982 5,435,393 6,533,054 4,062,357 4,288,559 3,798,917 5,381,482 6,665,234 5,187,498 40,651 54,368 50,603 1,566,525 1,567,428
1,715,760 6,350,464 6,370,792 6,184,521 13,843,989 13,668,055 13,436,312 ------3,681,657 10,674,168 4,540,443 4,327,840 8,420,487 2,316,218 7,252,485 7,252,485 17,283,616 ---17,284,606
24,297,445 28,008,580 18,171,829 22,088,542 15,752,530 (5,487,201) (7,530,800) (6,121,124) (10,749,556) (11,147,214) (10,113,985) 158,817 172,328 149,798 1,009,430 962,963 232,772 ------(5,646,018)
$ (7,703,128) $ (6,270,922) $ (11,758,986) $ (12,110,177) $ (10,346,757) $ Segment Report -Continued Transportation Recreation and Cultural Annual Report 2006 -District of Maple Ridge
Page 67
2006 2006 2005 Actual Budget Actual Revenue Tax revenues (schedule 3) 48,480 $ 35,004 $ 34,650 $ Senior government transfers (schedule 6) 1,152 1,152 5,477 Development revenue (schedule
5) 566,784 1,196,426 369,126 Other revenues (schedule 4) 7,421,064 7,238,814 6,646,349 Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries ---Contributions
for subdivision infrastructure 1,704,125 1,704,125 3,719,477 Total Revenue 9,741,605 10,175,521 10,775,079 Expenditures Operating (schedules 11,9,13,12,10,8) Goods and services 4,509,230
5,112,350 3,795,976 Labour costs 1,323,498 925,801 1,328,687 Debt Servicing 3,741 23,171 56,133 5,836,469 6,061,322 5,180,796 Increase in investment allowance ---Capital (statement
2) 2,137,659 3,351,204 2,071,471 Contributed subdivision infrastructure 1,704,125 1,704,125 3,719,477 Total Expenditures 9,678,253 11,116,651 10,971,744 Excess(Deficiency) revenue over
expenditure 63,352 (941,130) (196,665) Principal Payments 10,473 46,053 188,313 New debt issued ---Increase (Decrease) in fund balances 52,879 $ (987,183) $ (384,978) $ Water Utility
Segment Report -Continued Annual Report 2006 -District of Maple Ridge Page 68
2006 2006 2005 2006 2006 2005 Actual Budget Actual Actual Budget Actual 707,420 $ 683,412 $ 681,765 $ -$ -$ -$ 311,418 302,604 326,898 13,508 20,004 5,410 73,388 587,321 406,704 --994,254
4,723,746 4,774,368 4,365,308 1,951,941 1,406,343 1,687,744 ---525,221 -725,244 ------------1,891,640 1,891,640 5,281,599 ---7,707,612 8,239,345 11,062,274 2,490,670 1,426,347 3,412,652
5,217,447 5,321,077 4,924,824 2,847,689 3,450,277 3,282,711 411,345 473,301 415,922 4,831,423 4,916,220 4,355,276 46,949 48,688 197,647 393,867 215,320 379,732 5,675,741 5,843,066 5,538,393
8,072,979 8,581,817 8,017,719 ------431,217 2,536,846 836,516 313,239 2,033,023 1,553,791 1,891,640 1,891,640 5,281,599 ---7,998,598 10,271,552 11,656,508 8,386,218 10,614,840 9,571,510
(290,986) (2,032,207) (594,234) (5,895,548) (9,188,493) (6,158,858) 304,789 312,359 583,349 130,598 130,599 ----357,675 --(595,775) $ (2,344,566) $ (1,177,583) $ (5,668,471) $ (9,319,092)
$ (6,158,858) $ Segment Report -Continued Sewer Utility General Government Annual Report 2006 -District of Maple Ridge Page 69
2006 2006 2005 Actual Budget Actual Revenue Tax revenues (schedule 3) -$ -$ -$ Senior government transfers (schedule 6) ---Development revenue (schedule 5) ---Other revenues (schedule
4) 1,364,041 1,100,720 1,376,809 Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries ---Contributions for subdivision infrastructure ---Total Revenue
1,364,041 1,100,720 1,376,809 Expenditures Operating (schedules 11,9,13,12,10,8) Goods and services 465,165 429,224 451,080 Labour costs ---Debt Servicing 722,806 760,208 586,074 1,187,971
1,189,432 1,037,154 Increase in investment allowance ---Capital (statement 2) ---Contributed subdivision infrastructure ---Total Expenditures 1,187,971 1,189,432 1,037,154 Excess(Deficiency)
revenue over expenditure 176,070 (88,712) 339,655 Principal Payments 783,998 713,994 827,992 New debt issued ---Increase (Decrease) in fund balances (607,928) $ (802,706) $ (488,337)
$ Segment Report -Continued Commercial Tower Annual Report 2006 -District of Maple Ridge Page 70
2006 2006 2005 2006 2006 2005 Actual Budget Actual Actual Budget Actual 1,205,276 $ 1,204,066 $ 1,147,107 $ 40,260,161 $ 40,420,955 $ 37,082,830 $ 79,030 -75,991 ---------752,441 560,460
647,630 ------------2,455,874 1,794,996 2,271,515 ------------2,036,747 1,764,526 1,870,728 42,716,035 42,215,951 39,354,345 1,350,489 1,789,381 1,277,700 ---1,317,395 1,532,476 1,127,419
---------2,667,884 3,321,857 2,405,119 ------169,283 --246,284 654,124 152,779 ---------2,914,168 3,975,981 2,557,898 169,283 --(877,421) (2,211,455) (687,170) 42,546,752 42,215,951
39,354,345 ------------(877,421) $ (2,211,455) $ (687,170) $ 42,546,752 $ 42,215,951 $ 39,354,345 $ Unallocated Segment Report -Continued Planning and Public Health Annual Report 2006
-District of Maple Ridge Page 71
2006 2006 2005 Actual Budget Actual Revenue Tax revenues (schedule 3) -$ -$ -$ Senior government transfers (schedule 6) ---Development revenue (schedule 5) ---Other revenues (schedule
4) ---Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries (1,806,517) (1,550,551) (1,849,186) Contributions for subdivision infrastructure ---Total Revenue
(1,806,517) (1,550,551) (1,849,186) Expenditures Operating (schedules 11,9,13,12,10,8) Goods and services (1,806,517) (1,550,551) (1,849,186) Labour costs ---Debt Servicing ---(1,806,517)
(1,550,551) (1,849,186) Increase in investment allowance ---Capital (statement 2) ---Contributed subdivision infrastructure ---Total Expenditures (1,806,517) (1,550,551) (1,849,186)
Excess(Deficiency) revenue over expenditure ---Principal Payments ---New debt issued ---Increase (Decrease) in fund balances -$ -$ -$ Elimination Entries Segment Report -Continued Annual
Report 2006 -District of Maple Ridge Page 72
2006 2006 2005 Actual Budget Actual 42,221,337 $ 42,343,437 $ 38,946,352 $ 2,487,939 3,456,888 2,291,237 5,065,681 13,744,461 4,667,930 24,568,587 22,930,485 22,337,116 525,221 -725,244
2,455,874 1,794,996 2,271,515 ---10,848,250 10,848,250 26,284,692 88,172,889 95,118,517 97,524,086 33,044,416 34,084,003 31,767,707 23,789,492 25,424,454 21,172,807 2,774,539 2,669,183
2,985,949 59,608,447 62,177,640 55,926,463 169,283 --12,671,517 38,632,700 12,016,155 10,848,250 10,848,250 26,284,692 83,297,497 111,658,590 94,227,310 4,875,392 (16,540,073) 3,296,776
2,398,105 2,338,296 1,982,224 357,675 --2,834,962 $ (18,878,369) $ 1,314,552 $ Consolidated Financial Statements Segment Report -Continued Annual Report 2006 -District of Maple Ridge
Page 73
This Page Left Blank Intentionally Annual Report 2006 -District of Maple Ridge Page 74
Supplemental Information Annual Report 2006 -District of Maple Ridge Page 75
Actual Budget Actual 2006 2006 2005 Revenue Taxes (schedule 3) Real property, special assessments, grants in lieu 75,308,285 $ 73,271,392 $ 70,884,844 $ Less: Collections for other authorities
33,086,948 30,927,955 31,938,492 Total taxes for municipal purposes 42,221,337 42,343,437 38,946,352 User fees and other revenues (schedule 4) 24,568,587 22,930,485 22,337,116 Development
fees (schedule 5) 301,152 261,971 702,979 Senior government transfers (schedule 6) 2,031,432 1,916,823 2,024,580 Interest and investment income 1,312,527 1,125,000 1,302,709 Asset disposal
proceeds and other gains 525,221 -725,244 70,960,256 68,577,716 66,038,980 Expenditures Protective services (schedule 11) 17,639,903 18,571,120 15,842,484 Transportation services (schedule
9) 5,725,065 5,777,726 5,482,861 Recreation and cultural (schedule 13) 13,544,451 13,425,235 13,103,400 Water utilities (schedule 12) 5,547,060 5,902,399 4,890,912 Sewer utilities (schedule
12) 5,550,768 5,737,722 5,422,261 General government (schedule 10) 9,240,314 9,765,784 9,044,160 Public and environmental health (schedule 8) 2,360,886 2,997,654 2,140,385 Increase
in investment allowance 169,283 --59,777,730 62,177,640 55,926,463 Excess of Revenue Over Expenditures 11,182,526 6,400,076 10,112,517 Transfers from (to) capital funds (2,748,635)
(4,624,236) (2,282,005) Transfers to reserves (schedule 14) (7,909,449) (3,133,171) (5,694,981) Principal repaid (2,398,105) (2,338,296) (1,982,224) Increase (Decrease) in Operating
Fund Balances (1,873,663) (3,695,627) 153,307 Operating Fund Balances – Beginning of Year 11,071,554 11,071,554 10,918,247 Operating Fund Balances – End of Year 9,197,891 $ 7,375,927
$ 11,071,554 $ Statement of Changes in Operating Fund Balances For the Year Ended December 31, 2006 Statement 1 The Corporation of the District of Maple Ridge Annual Report 2006 -District
of Maple Ridge Page 76
Actual Budget Actual 2006 2006 2005 Capital Fund Balances -Beginning of Year (1,638,163) $ (1,638,163) $ (1,033,061) $ Add: Revenues Allocated to Capital Funds Subdivision infrastructure
contributions 10,848,250 10,848,250 26,284,692 Development fees (schedule 5) 4,764,529 13,482,490 3,964,951 Senior government transfers (schedule 6) 456,507 1,540,065 266,657 16,069,286
25,870,805 30,516,300 Debt issued 357,676 --Internal Transfers Transfer from Revenue Funds 2,748,635 4,624,236 2,282,005 Transfer from Reserve Funds Local improvement fund --310,226
Equipment replacement 582,017 1,430,122 1,193,640 Capital works 1,025,297 3,252,867 249,160 Fire Department capital acquisition 226,004 6,360,640 283,524 Sanitary Sewer 1,069,134 1,354,134
-Land 282,819 --Committed projects 2,271,119 5,513,987 2,577,862 Other 919,692 2,143,275 283,028 6,376,082 20,055,025 4,897,440 Less: Capital Expenditures Protective services 1,533,621
10,962,848 544,937 Transportation 3,681,657 10,674,168 4,540,443 Recreation and culture 4,327,840 8,420,487 2,316,218 Water utility 2,137,659 3,351,204 2,071,471 Sewer utility 431,217
2,536,846 836,516 General government 313,239 2,033,023 1,553,791 Planning, public health and other 246,284 654,124 152,779 Subdivision infrastructure 10,848,250 10,848,250 26,284,692
23,519,767 49,480,950 38,300,847 Increase (Decrease) in Capital Fund Balances 2,031,912 1,069,116 (605,102) Capital Fund Balances -End of Year 393,749 $ (569,047) $ (1,638,163) $ Statement
of Changes in Capital Fund Balances For the Year Ended December 31, 2006 Statement 2 The Corporation of the District of Maple Ridge Annual Report 2006 -District of Maple Ridge Page
77
Actual Budget Actual 2006 2006 2005 Reserve Balances -Beginning of the Year 39,385,306 $ 39,385,306 $ 37,618,959 $ Increase in Reserves (schedule 14) Interest allocated to Reserves 1,143,346
669,996 968,806 Internal Transfers Transfer from Revenue Funds 7,909,449 3,133,171 5,694,981 Transfer to Capital Funds (6,376,082) (20,055,025) (4,897,440) 1,533,367 (16,921,854) 797,541
Increase (Decrease) in Reserve Balances 2,676,713 (16,251,858) 1,766,347 Reserve Fund Balances -End of Year 42,062,019 $ 23,133,448 $ 39,385,306 $ Statement of Changes in Reserve Balances
For the Year Ended December 31, 2006 Statement 3 The Corporation of the District of Maple Ridge Annual Report 2006 -District of Maple Ridge Page 78
General Capital Fund 2006 2005 Public Works: Roads and bridges 152,066,008 $ 140,042,085 $ Drainage 55,141,679 52,029,557 Sidewalks 12,888,689 11,954,104 Equipment 6,320,331 6,425,808
Landscaping and other 5,410,607 1,680,411 Supplies inventory 1,019,973 68,217 Funded work in process 109,322 6,535,877 232,956,609 218,736,059 General Government: Land 5,381,610 5,381,610
Buildings and equipment 31,081,170 34,565,600 Funded work in process 202,028 172,634 36,664,808 40,119,844 Protective: Firehalls and equipment 9,759,174 9,749,300 Police buildings and
equipment 3,635,215 3,539,993 Search and Rescue 163,080 163,080 Funded work in process 1,898,141 511,825 15,455,610 13,964,198 Parks and Recreation: Parks and playgrounds 33,699,503
30,591,962 Recreation facilities and equipment 63,675,933 63,542,456 Funded work in process 1,561,603 485,846 98,937,039 94,620,264 Other Public and environmental health 2,688,431 2,485,295
Total General Capital Fund 386,702,497 369,925,660 Water Supply System Capital Fund Supplies inventory 129,408 126,899 Land 122,261 122,261 Waterlines 55,143,736 51,974,550 Funded work
in process 1,000,903 331,623 Total Water Supply System Capital Fund 56,396,308 52,555,333 Sanitary Sewer Capital Fund Supplies inventory 44,897 76,139 Land 12,049 12,049 Sewer lines
63,839,526 60,154,641 Funded work in process 358,758 652,857 Total Sanitary Sewer Capital Fund 64,255,230 60,895,686 Work in Process Unfunded work in process -1,393,112 Total 507,354,035
$ 484,769,791 $ Schedule 1 The Corporation of the District of Maple Ridge Schedule of Property and Equipment As at December 31, 2006 Annual Report 2006 -District of Maple Ridge Page
79
Maturity Date of Issue Bylaw Purpose Dates Nov 15, 1983 3152 Leisure Pool Complex 1984 – 2008 Apr 06, 2005 6246 Downtown Civic Properties (MFA 93) 2005 – 2027 Subtotal General Government
Apr 06, 2005 6246 Downtown Office Complex (MFA 93) 2005 -2027 Dec 08,2006 6246 Downtown Office Complex (MFA 99) 2006 -2027 Subtotal May 13, 1992 4667 Downtown Parking 1992 – 2007 Dec
01, 1995 5291 Downtown Parking Issue 61 1995 – 2010 Jun 15, 1983 3086 Storm Sewer System D.C.C. (MFA 33) 1983 – 2008 Subtotal Jan 15, 1982 3019 Sewer Area “A” 1982 – 2006 Jan 15, 1982
3020 Sewer Area “A” 1982 – 2006 May 13, 1992 4667 Sanitary Sewer 240th Street Albion (4468) 1992 – 2007 Jun 15, 1983 3085 Sewer System D.C.C. (MFA 33) 1983 – 2008 Subtotal Jun 15, 1983
3084 Water System D.C.C. (MFA 33) 1983 – 2008 Subtotal For the Year Ended December 31, 2006 The Corporation of the District of Maple Ridge Schedule 2 Debenture Debt Sewer System Water
System General Capital Fund Recreation and cultural Transportation Annual Report 2006 -District of Maple Ridge Page 80
Debentures Interest Outstanding and Debenture Debt Original Before 2006 Exchange Retirements December 31, Interest Debenture Debt Retirement 2006 2006 2006 Rates 350,000 $ 67,627 $ 12,688
$ 67,627 $ -$ 11.125 – 11.500 28,190,830 28,190,830 1,553,837 941,803 27,249,027 5.700 28,540,830 28,258,457 1,566,525 1,009,430 27,249,027 3,909,170 3,909,170 215,468 130,598 3,778,572
5.700 16,300,000 16,300,000 256,409 -16,300,000 4.990 20,209,170 20,209,170 471,877 130,598 20,078,572 1,200,000 214,968 23,948 104,862 110,106 9.628 300,000 125,134 3,257 22,647 102,487
9.628 339,600 106,027 11,184 31,308 74,719 12.400 1,839,600 446,129 38,389 158,817 287,312 750,000 102,405 15,662 102,405 -14.750 1,531,916 156,028 15,993 156,028 -10.000 112,375 20,131
2,243 9,820 10,311 9.628 396,300 123,731 13,051 36,536 87,195 12.375 2,790,591 402,295 46,949 304,789 97,506 113,600 35,468 3,741 10,473 24,995 11.250 113,600 35,468 3,741 10,473 24,995
53,493,791 $ 49,351,519 $ 2,127,481 $ 1,614,107 $ 47,737,412 $ Schedule 2 -continued Annual Report 2006 -District of Maple Ridge Page 81
2006 2006 2005 Actual Budget Actual General purposes -gross taxes 38,734,148 $ 38,970,785 $ 35,593,396 $ Less: Municipally-owned property (127,331) (106,501) (104,450) General Purposes
-Net Taxes 38,606,817 38,864,284 35,488,946 Special assessments and local improvements 1,205,276 1,204,066 1,147,107 Sewer levy 707,420 683,412 681,765 Water levy 48,480 35,004 34,650
Grants in lieu of taxes 1,653,344 1,556,671 1,593,884 Total Taxes for Municipal Purposes 42,221,337 42,343,437 38,946,352 Collections for other authorities: School Districts -Provincial
Government 26,139,631 26,227,864 25,738,496 British Columbia Assessment Authority 763,354 807,757 784,232 Dyking Districts 198,699 142,230 204,610 Greater Vancouver Regional District
Parks 757,658 774,353 752,111 Greater Vancouver Transportation Authority 5,225,323 2,973,581 4,456,957 Municipal Finance Authority 2,283 2,170 2,086 Total Collections for Other Authorities
33,086,948 30,927,955 31,938,492 Real Property, Special Assessments, Grants In Lieu 75,308,285 $ 73,271,392 $ 70,884,844 $ Schedule 3 The Corporation of the District of Maple Ridge
Tax Levies For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 82
2006 2006 2005 Actual Budget Actual Protective Servcies Policing and Firefighting fees 1,087,440 $ 989,142 $ 1,014,559 $ Business licences 445,679 432,000 464,094 Building permits 1,917,493
1,508,004 1,386,703 Dog licences 122,490 152,724 136,376 Fines and parking revenue 240,150 126,696 190,826 Total 3,813,252 3,208,566 3,192,558 Transportation General information and
service fees 153,638 150,060 140,527 Gravel sales 12,348 316,500 14,426 Subdivision inspection fees and other 470,341 319,200 452,761 Total 636,327 785,760 607,714 Recreation (schedule
13) 3,905,775 3,855,454 3,813,004 Sewer Utility Fees 4,723,746 4,774,368 4,365,308 Water Utility Fees 7,421,064 7,238,814 6,646,349 General Government General information and service
fees 481,934 261,704 353,603 Recovery of interest costs -local improvements 72,283 25,908 88,035 Property rentals 439,071 508,235 458,830 Penalties and interest on taxes 579,361 610,496
519,330 Other revenue 379,292 -267,946 Total 1,951,941 1,406,343 1,687,744 Commercial Property Rentals 1,364,041 1,100,720 1,376,809 Planning Public Health & Other Planning 410,080
257,580 347,579 Recycling 131,097 80,004 95,084 Cemetery 211,264 222,876 204,967 Total 752,441 560,460 647,630 24,568,587 $ 22,930,485 $ 22,337,116 $ Schedule 4 The Corporation of the
District of Maple Ridge User Fees and Other Charges For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 83
2006 2006 2005 Actual Budget Actual Development Revenue Received Through: Protective Services Operating -$ -$ -$ Capital Funds -24,598 18,445 -24,598 18,445 Transportation Operating
82,785 82,787 204,738 Capital Funds 1,036,059 5,194,541 997,599 1,118,844 5,277,328 1,202,337 Recreation Operating 39,186 --Capital Funds 3,267,479 6,658,788 1,677,064 3,306,665 6,658,788
1,677,064 Sewer Utility Operating 32,304 32,304 351,364 Capital Funds 41,084 555,017 55,340 73,388 587,321 406,704 Water Utility Operating 146,877 146,880 146,877 Capital Funds 419,907
1,049,546 222,249 566,784 1,196,426 369,126 General Government Operating ---Capital Funds --994,254 --994,254 Planning Public Health & Other Operating ---Capital Funds ------Total Development
Revenue 5,065,681 $ 13,744,461 $ 4,667,930 $ Summary Operating contributions 301,152 $ 261,971 $ 702,979 $ Capital Contributions 4,764,529 $ 13,482,490 $ 3,964,951 $ Total Development
Revenue 5,065,681 $ 13,744,461 $ 4,667,930 $ Schedule 5 The Corporation of the District of Maple Ridge Schedule of Development Revenue For the Year Ended December 31, 2006 Annual Report
2006 -District of Maple Ridge Page 84
2006 2006 2005 Actual Budget Actual Protective Services Operating 889,766 $ 805,521 $ 784,381 $ Capital ---889,766 805,521 784,381 Transportation Operating 535,561 660,456 677,946 Capital
447,671 1,240,065 266,657 983,232 1,900,521 944,603 Recreation Operating 209,833 127,086 148,477 Capital -300,000 -209,833 427,086 148,477 Sewer Utility Operating 302,582 302,604 326,898
Capital 8,836 --311,418 302,604 326,898 Water Utility Operating 1,152 1,152 5,477 Capital ---1,152 1,152 5,477 General Government-operating 13,508 20,004 5,410 13,508 20,004 5,410 Planning
public health and other-operating 79,030 -75,991 79,030 -75,991 Total Senior Government transfers 2,487,939 $ 3,456,888 $ 2,291,237 $ SUMMARY Operating transfers 2,031,432 1,916,823
2,024,580 Capital transfers 456,507 1,540,065 266,657 Total Transfers 2,487,939 $ 3,456,888 $ 2,291,237 $ Schedule 6 The Corporation of the District of Maple Ridge Senior Government
Transfers For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 85
2006 2005 2006 2005 Beginning balance 21,796,131 $ 18,966,755 $ 1,647,870 $ 1,522,399 $ Interest & Collections 13,078,135 5,839,828 212,373 125,471 Expenditures -operating (261,967)
(257,528) --Expenditures -capital (3,565,188) (2,752,924) (142,743) -Ending balance 31,047,111 $ 21,796,131 $ 1,717,500 $ 1,647,870 $ Schedule 7 The Corporation of the District of Maple
Ridge Continuity Schedule of Restricted Revenues For the Year Ended December 31, 2006 Development Cost Charges Parkland Acquisition Charges Annual Report 2006 -District of Maple Ridge
Page 86
2006 2005 2006 2005 2006 2005 125,318 $ 121,388 $ 3,683,077 $ 3,401,176 $ 27,252,397 $ 24,011,719 $ 4,503 3,930 221,490 331,310 13,516,501 6,300,539 --(53,186) (24,925) (315,153) (282,453)
--(46,072) (24,484) (3,754,003) (2,777,408) 129,821 $ 125,318 $ 3,805,309 $ 3,683,077 $ 36,699,742 $ 27,252,397 $ Downtown Parking Charges Schedule 7 -continued Developer Specified
Projects Total Restricted Revenues Annual Report 2006 -District of Maple Ridge Page 87
2006 2006 2005 Actual Budget Actual Planning -salaries 1,097,982 $ 1,291,783 $ 969,010 $ Planning -consulting and legal 61,352 153,892 61,112 Planning -studies 60,512 283,848 14,542
Planning -other 45,195 99,431 69,477 Public health and welfare -cemetery 148,605 177,606 151,171 Public health and welfare -social planning 83,012 126,335 49,312 Public health and welfare
-recycling 1,171,226 1,188,962 1,090,495 2,667,884 3,321,857 2,405,119 Internal Equipment charges (306,998) (324,203) (264,734) Total Planning, Public Health and Other 2,360,886 $ 2,997,654
$ 2,140,385 $ Schedule 8 The Corporation of the District of Maple Ridge For the Year Ended December 31, 2006 Schedule of Planning, Public Health and Other Annual Report 2006 -District
of Maple Ridge Page 88
2006 2006 2005 Actual Budget Actual Common Services Supervision 105,379 $ 84,744 $ 86,625 $ Stores and clerical 469,266 447,905 420,646 Consulting fees 168,499 80,700 244,718 Trucks
and heavy equipment maintenance 523,376 450,942 492,936 Gas and oil 312,478 296,232 280,743 Insurance 118,273 92,831 106,955 Small tools and equipment 49,311 45,816 45,978 Municipal
yards maintenance 179,931 169,986 182,320 Total Common Services 1,926,513 1,669,156 1,860,921 Engineering Salary recoveries (612,088) (857,370) (577,874) Administrative 1,141,433 1,278,977
1,014,402 Technical support 702,102 806,392 531,492 Supplies 83,980 41,856 112,880 Vehicle costs 66,214 72,048 66,219 Total Engineering 1,381,641 1,341,903 1,147,119 Roads and Streets
Maintenance Streets, lanes and sidewalks 1,176,499 1,448,064 1,269,729 Drains, ditches and culverts 292,850 370,092 339,316 Storm sewers 221,879 251,310 274,072 Snow removal and sanding
222,862 165,558 210,259 Total Roads and Streets Maintenance 1,914,090 2,235,024 2,093,376 Parking 33,818 32,796 31,409 Bridges 19,542 21,222 14,460 Street Lighting 374,270 422,538 363,427
Traffic Control Facilities 651,386 581,785 612,643 Subdivision Inspection 8,553 12,000 10,563 Interest Expenditures 40,651 54,368 50,603 1,128,220 1,124,709 1,083,105 Sub-Total Transportation
Services 6,350,464 6,370,792 6,184,521 Internal Equipment Charges (625,399) (593,066) (701,660) Total Transportation Services 5,725,065 $ 5,777,726 $ 5,482,861 $ Schedule 9 The Corporation
of the District of Maple Ridge Transportation Services For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 89
2006 2006 2005 Actual Budget Actual Administration, Personnel and Clerks Departments 2,456,738 $ 2,665,845 $ 2,064,567 $ Communications and Public Relations 386,287 322,953 291,201 Finance
Department 901,681 1,030,503 811,416 Purchasing Department 206,599 234,252 229,930 Information Services Department 779,343 781,298 733,032 Computer operations and telephone 558,025
728,904 672,730 Legislative 367,725 386,582 344,351 Grants and donations 55,884 79,405 35,074 Legal and audit fees 146,893 193,594 128,663 Advertising, printing and stationery 22,357
9,348 34,077 General government buildings maintenance and landscaping 477,600 593,021 512,066 Office supplies 56,024 64,516 53,699 Insurance 610,192 468,277 1,158,916 Miscellaneous
and property rentals 326,263 339,965 257,022 Election 944 -73,121 Economic Development 326,557 468,034 238,122 Interest Expense -General 393,867 215,320 379,732 Sub total -General Government
8,072,979 8,581,817 8,017,719 Internal equipment charges (20,636) (5,465) (10,713) Commercial Operations Interest Expense -Commercial rental buildings 722,806 760,208 586,074 Commercial
rental buildings -costs 465,165 429,224 451,080 Sub total -Commercial Operations 1,187,971 1,189,432 1,037,154 Total General Government Expenses 9,240,314 $ 9,765,784 $ 9,044,160 $
Schedule 10 The Corporation of the District of Maple Ridge General Government Expenses For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 90
2006 2006 2005 Actual Budget Actual Police protection 11,716,797 $ 12,666,937 $ 11,227,855 $ Fire protection 3,934,228 3,847,028 2,796,183 Emergency measures 83,957 117,069 44,211 Building
inspection 1,230,364 1,163,042 1,097,018 Animal control 277,261 318,084 279,548 By-law enforcement 536,860 579,690 530,820 17,779,467 18,691,850 15,975,635 Internal equipment charges
(139,564) (120,730) (133,151) Total Protective Services 17,639,903 $ 18,571,120 $ 15,842,484 $ Schedule 11 The Corporation of the District of Maple Ridge Schedule of Protective Services
For the Year Ended December 31, 2006 Annual Report 2006 -District of Maple Ridge Page 91
2006 2006 2005 Actual Budget Actual Water Utility Administration 737,295 $ 931,194 $ 672,059 $ Water distribution 1,455,780 1,422,225 1,410,828 Water purchases 3,639,653 3,684,732 3,041,776
Interest expenditure 3,741 23,171 56,133 5,836,469 6,061,322 5,180,796 Internal equipment charges (289,409) (158,923) (289,884) Total Water Utility 5,547,060 $ 5,902,399 $ 4,890,912
$ Sewer Utility Administration 593,231 692,536 533,896 Sewage Collection 592,643 659,215 607,880 Sewage Treatment 4,442,919 4,442,627 4,198,970 Interest expenditure 46,948 48,688 197,647
5,675,741 5,843,066 5,538,393 Internal equipment charges (124,973) (105,344) (116,132) Total Sewer Utility 5,550,768 $ 5,737,722 $ 5,422,261 $ Schedule 12 The Corporation of the District
of Maple Ridge For the Year Ended December 31, 2006 Schedule of Sewer and Water Utilities Annual Report 2006 -District of Maple Ridge Page 92
This Page Left Blank Intentionally Annual Report 2006 -District of Maple Ridge Page 93
2006 2006 2006 2006 Actual Budget Actual Budget Revenue Revenue Expenditures Expenditures Leisure centre 1,270,294 $ 1,302,801 $ 1,995,765 $ 1,968,092 $ Ice sheet facilities 321,087
338,224 707,503 724,512 Programs 1,719,815 1,564,013 3,471,959 3,278,941 Arts and cultural 211,778 207,351 2,883,583 2,841,622 Parks, playgrounds, and other 538,499 516,277 1,909,203
1,953,706 Seniors' recreation centre 54,135 53,874 185,683 203,496 General and administrative expenses --1,123,767 1,130,258 Interest expenditure --1,566,526 1,567,428 4,115,608 3,982,540
13,843,989 13,668,055 Internal Equipment Charges --(299,538) (242,820) Total 4,115,608 $ 3,982,540 $ 13,544,451 $ 13,425,235 $ Actual 2006 Budget 2006 Revenue Summary Recreation Fees
3,905,775 $ 3,855,454 $ Government Transfers 209,833 127,086 4,115,608 $ 3,982,540 $ For the Year Ended December 31, 2006 Schedule 13 The Corporation of the District of Maple Ridge
Schedule of Recreation & Cultural Revenue and Expenditures Annual Report 2006 -District of Maple Ridge Page 94
Schedule 13 -continued 2006 2006 2005 Actual Budget Actual Operating Operating Operating Deficit Deficit Deficit (725,471) $ (665,291) $ (725,384) $ (386,416) (386,288) (370,903) (1,752,144)
(1,714,928) (1,611,740) (2,671,805) (2,634,271) (2,484,699) (1,370,704) (1,437,429) (1,368,400) (131,548) (149,622) (184,856) (1,123,767) (1,130,258) (1,013,089) (1,566,526) (1,567,428)
(1,715,760) (9,728,381) (9,685,515) (9,474,831) 299,538 242,820 332,912 (9,428,843) $ (9,442,695) $ (9,141,919) $ Annual Report 2006 -District of Maple Ridge Page 95
The Corporation of the District of Maple RidgeBalance Interest Dec.31, 2005 Allocated Reserve Funds: Local improvement 1,630,531 $ 36,703 $ Equipment replacement 5,918,359 226,044 Capital
works 10,393,493 379,637 Fire department capital aquisitions 6,050,724 229,217 Sanitary sewer 2,376,005 65,871 Land 463,331 10,632 Total Reserve Funds 26,832,443 948,104 General Revenue
Fund Reserve Accounts: Specific projects -Capital 3,615,454 -Specific projects -Operating 1,304,871 -Self insurance 11,015 13,998 Police services 1,504,580 60,416 Core development 835,713
22,670 Recycling 1,301,754 50,237 Community development 1,053 39 Building inspections 441,590 15,871 Gravel extraction 475,263 16,940 Neighbourhood improvements 52,634 1,891 Recreation
facility maintenance -2,999 Snow removal 200,000 -Youth Centre & Arts Centre 11,010 -Cemetery maintenance 117,821 -Service severance 63,630 -Critical Infrastructure Reserve -10,182
Total General Revenue Fund Reserve Accounts 9,936,388 195,243 Other Reserve Accounts: Sewer revenue fund-self insurance 76,684 -Sewer revenue fund-specific projects 1,162,518 -Water
revenue fund-self insurance 73,528 -Water revenue fund-specific projects 1,303,745 -Total Other Reserve Accounts 2,616,475 -Total Reserves 39,385,306 $ 1,143,347 $ For the Year Ended
December 31, 2006 Schedule 14 Continuity Schedule of Reserves Annual Report 2006 -District of Maple Ridge Page 96
Transfers Transfers Balance Revenue Funds Capital Funds Dec.31, 2006 104,173 $ -$ 1,771,407 $ 1,533,151 (582,017) 7,095,537 852,493 (1,025,297) 10,600,326 721,872 (226,004) 6,775,809
-(1,069,134) 1,372,742 65,624 (282,819) 256,768 3,277,313 (3,185,271) 27,872,589 1,164,174 (1,434,837) 3,344,791 302,570 -1,607,441 762,716 -787,729 1,074,939 (660,571) 1,979,364 (237,445)
-620,938 241,965 (165,258) 1,428,698 --1,092 --457,461 (9,684) -482,519 --54,525 84,188 -87,187 --200,000 -(2,475) 8,535 21,526 -139,347 (63,630) --600,000 (91,388) 518,794 3,941,319
(2,354,529) 11,718,421 6,500 -83,184 447,104 (236,809) 1,372,813 6,500 -80,028 230,712 (599,473) 934,984 690,816 (836,282) 2,471,009 7,909,448 $ (6,376,082) $ 42,062,019 $ Schedule
14 -continued Annual Report 2006 -District of Maple Ridge Page 97
General Comparative Statistics 2006 2005 2004 2003 2002 1996 Municipal Government: Mayor and 6 Council Members Incorporated September 12, 1874 Population 1 75,783 73,280 70,411 69,258
(cen) 68,527 (cen) 56,916 Registered Voters 2 46,748 (act) 46,748 34,809 34,177 (act) 34,177 31,485 Area (Ha) 1 26,710 26,710 26,710 26,710 26,710 26,709 No. of Properties (Folios)
3 24,938 24,318 24,199 23,788 23,185 20,366 Designated Land Use (in Ha) * Residential 5,657 5,711 5,149 5,019 5,159 5,210 Agriculturala 3,594 3,711 3,711 3,551 3,711 3,557 Employment
b 802 508 507 541 584 857 Schools/Park/Conservation 2,031 1,921 2,186 2,254 2,056 1,743 Institutional/Civic c 230 236 236 215 249 260 Forest 82 — — — — — Transportation/Utilities d
— 272 272 214 274 215 Crown Land e — 14,108 14,108 14,108 14,108 14,716 Roads (in Km) 4 Paved 450 443 436 433 428 350 Unpaved 7 7 7 7 7 9 Sewer Lines (in Km) 4 Sanitary 255 248 238
235 232 210 Storm 271 259 253 247 213 144 Water Lines (in Km) 4 360 353 345 339 336 305 Parks Area (in Ha) 5 (Number of Parks in Brackets) Municipal (49) 213 (49) 213 (47) 211 (45)
205 (45) 205 (43) 199 Regional ( 2) 414 ( 2) 414 ( 2) 414 ( 2) 414 ( 2) 414 ( 1) 405 Provincial ( 1) 55,596 ( 1) 55,596 ( 1) 55,596 ( 1) 55,596 ( 1) 55,596 ( 1) 55,554 (11,700 ha are
within Municipal boundary) Number of Schools 10 Elementary Schools 18 18 18 20 20 21 Secondary Schools 5 5 5 4 4 4 Alternate/Special Education Schools 2 2 2 1 1 1 Private Schools 3
3 3 4 4 4 Preschools 22 20 22 20 23 17 Day Care Centres 105 88 92 75 84 63 Continuing Education Facilities 1 1 1 3 4 3 Municipal Full-Time Employees 6 269 260 250 233 234 261 Total
Part Time Hours 133,083 153,481 159,655 134,773 145,105 n/a * Total includes full-time equivalent employees With Revision of the OCP a Parks that were designated Agricultural have a
new designation (Parks within the ALR) and are tracked under Schools/Park/Conservation b Land use category has changed c Land use category has changed d Designation no longer exists.
Most land captured under Forest e Crown land is not a land use Annual Report 2006 -District of Maple Ridge Page 98
General Comparative Statistics 2006 2005 2004 2003 2002 1996 Building Permits 7 Total Issued 1,034 899 900 1,025 1,072 904 Value $255,589,000 $108,453,000 $103,658,000 $113,296,000 $126,612,466
$76,134,409 Business Licences Issued 7 4,004 3,855 3,688 3,372 3,218 2,585 Dog Licences Issued 3 8,244 8,104 7,912 7,755 6,970 6,443 Police 8 Police Officers 81 79 76 72 68 66 Auxiliary
Police Officers 39 39 29 28 26 18 Fire Personnel: 9 2 Fire Chiefs/Directors 4 Asst. Fire Chiefs 4 Fire Captains 12 Firefighters Paid-on-call: -Hall #1 52 53 49 44 41 46 -Hall #2 24
20 21 17 21 29 -Hall #3 24 28 23 24 23 29 Summary of Fund Balances 3 Funded Reserves $42,062,019 $39,385,306 $37,618,959 $29,875,107 $26,020,603 $24,467,344 Capital Fund 393,749 (1,638,163)
(1,033,061) (2,792,681) (2,400,656 (3,621,204) Operating Surplus ** 9,197,891 11,071,554 10,918,247 17,078,396 17,600,579 8,620,366 Total Surplus and Reserves $51,653,659 $48,818,697
$47,504,145 $44,160,822 $41,220,526 $29,466,506 Long Term Debt 3 Parks & Recreation $27,249,027 $28,724,376 $28,957,148 $27,573,430 $28,100,629 $ 1,501,886 Public Works 287,312 446,129
595,927 804,931 964,768 3,319,897 General Government 20,078,572 20,169,576 20,997,568 3,519,280 3,585,316 — Total General Fund $47,614,911 $49,340,081 $50,550,643 $31,897,631 $32,650,713
$ 4,821,783 Waterworks Utility $ 24,995 $ 35,468 $ 223,781 $ 714,440 $ 1,198,564 $ 4,480,755 Sanitary Sewer Utility 97,506 402,295 985,644 1,633,054 2,309,361 7,494,478 Total Gross
Debt $47,737,412 $49,777,844 $51,760,068 $34,245,135 $36,158,638 $16,797,016 Debt Per Capita 3 $ 630 $ 679 $ 735 $ 494 $ 528 $ 293 Debt Payment as a Percentage of Non-Capital Expenditures-Gross
3 7.8% 9.0% 8.1% 9.8% 9.9% 12.6% Remaining Debt Servicing Capacity 3 $10,976,567 $ 8,646,383 $ 8,995,905 n/a n/a n/a 1 Maple Ridge Planning Department 2 Maple Ridge Municipal Clerk
3 Maple Ridge Finance Department 4 Maple Ridge Engineering Department 5 Maple Ridge Parks & Leisure Services Department 6 Maple Ridge Human Resources Department 7 Maple Ridge Licences,
Permits and Bylaws Department 8 Ridge-Meadows RCMP 9 Maple Ridge Fire Department 10 School Board Annual Report 2006 -District of Maple Ridge Page 99
Major Property Tax Payers Registered Owner Primary Property Taxes Levied 1. B.C. Hydro & Power Authority Distribution Lines $847,402 2. International Forest Products Ltd. Lumber Mills
760,179 3. Bucci Investment Corporation Inc Valley Fair Mall 718,527 4. Sun Life Assurance Company of Canada Westgate Shopping Centre 602,547 5. Amarsham Holdings Ltd. Haney Place Mall
437,716 6. M R Landmark 2000 Centre Ltd Landmark Shopping Centre 354,908 7. B.C. Gas Utility Ltd. Gas Lines 345,325 8. E-One Moli Energy (Canada) Limited 20000 Stewart Crescent 283,560
9. Canadian Pacific Railway Co. Railway Tracks 263,827 10. 22475 Dewdney Trunk Road Inc. Maple Ridge Square 246,727 11. Telus Communications (BC) Inc Poles, Lines/Thornhill Tower 241,761
12. Ridge Meadows U-Lok Storage/Warehousing 217,025 13. B.C. Telephone Co. Poles, Lines, Towers 208,122 14. Damka Lumber & Development Ltd. Meadow Ridge Shopping Centre 206,162 15.
Canadian Tire Real Estate Limited Retail Store 201,950 16. Individual Car Dealership 199,469 17. MRTC Tower Properties Town Centre Office Tower 151,831 18. Morningstar Foundation Vacant
land commercial 150,388 19. Individual Car Dealership 146,175 20. Individual Shopping Centre 136,560 21. Royal Canadian Legion Apartments 123,945 22. RPM Holdings Ltd. Shopping Centre
123,628 Annual Report 2006 -District of Maple Ridge Page 100
Permissive Tax Exemptions Through the adoption of an annual bylaw, the Municipal Council provides a permissive exemption from municipal 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 Municipality 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 Municipality to advertise the proposed permissive tax exemption by-law prior to its adoption. These changes incorporated into the Community Charter
provide improved transparency into the Municipality’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 municipal 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 Municipal 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 Municipality’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 Municipal 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 2006 taxation year
are exempted under Bylaw #6346 -2005, adopted on October 25, 2005. 2006 Permissive Tax Exemptions -Taxes Forgone Property Address Taxes Foregone 11996 Holdings Inc. 11996 Edge Street
$11,692.01 Albion Community Club 10017 -240th Street 2,211.25 Cam Neely Arena (90% exemption) 23448 -105th Avenue 51,289.72 Elderly Citizens Recreation Association 12148 -224th Street
28,008.14 Girl Guides of Canada 26521 Ferguson Avenue 5,053.42 Golden Ears Winter Club (95% exemption) 23588 – 105th Avenue 45,275.43 Haney Brick Yard Office & Haney Brick Yard House
22520 -116th Avenue 6,321.59 Haney House 11612 -224th Street 1,459.15 Maple Ridge Golf Course Limited 20818 Golf Lane 32,170.99 Maple Ridge Search and Rescue Society 23598 -105th Avenue
3,877.82 Masonic Lodge 22272 -116th Avenue 3,298.35 Annual Report 2006 -District of Maple Ridge Page 101
Permissive Tax Exemptions Old Japanese School House 11739 -223rd Street 3,043.73 Ridge Meadows Recycling Society 10092 – 236th Street 9,497.01 Ruskin Community Hall 28395 – 96th Avenue
2,881.68 Scout Properties (B.C./Yukon) Ltd. 27660 Dewdney Trunk Road 12,343.24 Society for the Prevention of Cruelty to Animals 10235 Industrial Avenue 1,735.51 St. Andrews United Church
22279 – 116th Avenue 1,712.10 Churches B.C. Conference of the Mennonite Brethren Churches Inc. 20450 Dewdney Trunk Road 13,959.47 Burnett Fellowship Baptist Church 20639 – 123rd Avenue
2,711.68 Christian & Missionary Alliance – Canadian Pacific District 20399 Dewdney Trunk Road 4,069.32 Christian Reformed Church of Maple Ridge B.C. 20245 Dewdney Trunk Road 4,739.75
Church of the Nazarene 21467 Dewdney Trunk Road 3,987.31 First Church Christ Scientist 11916 – 222nd Street 608.18 Generations Christian Fellowship 11601 Laity Street 6,680.43 High
Way Church 21746 Lougheed Highway 3,714.94 Lord Bishop of New Westminster (St. John Evangelical) 27123 River Road 4,307.56 M.R. Baptist Church 22155 Lougheed Highway 19,220.01 Parish
of St. George, Maple Ridge 23500 Dewdney Trunk Road 3,093.59 Pentecostal Assemblies of Canada 11756 -232nd Street 8,883.30 President of the Lethbridge Stake (Mormon Church) 11750 –
207th Street 3,554.52 Pt. Hammond United Church 11391 Dartford Street 1,107.42 Roman Catholic Archbishop of Vancouver 22561 – 121st Street 830.86 Roman Catholic Archbishop of Vancouver
Church 20285 Dewdney Trunk Road 7,051.57 Ruskin Gospel Church 28304 – 96th Avenue 2,268.71 St. John the Divine Anglican Church 21299 River Road 3,914.88 St. Paul’s Evangelical Lutheran
Church of Haney B.C. 12145 Laity Street 3,249.23 Timberline Ranch 22351 – 144th Avenue, #101 135.28 Trustees of St. Andrews Congregation of the United Church of Canada 22165 Dewdney
Trunk Road 4,465.59 Trustees of the Congregation of the Haney Presbyterian Church 11858 – 216th Street 4,133.97 Trustees of the Congregation of Whonnock United Church 272nd Street 577.06
Trustees of the Maple Ridge East Congregation of Jehovah's 11770 West Street 2,838.58 Trustees of Webster's Corner United Church 25102 Dewdney Trunk Road 1,658.14 United Church of Canada
27079 River Road 817.69 Whonnock United Church 27091 River Road 1,640.18 Wildwood Fellowship Church 10810 – 272nd Street 1,861.66 Schools Haney -Pitt Meadows Christian School Association
12140 – 203rd Street 5,487.49 Meadowridge School Society 12224 -240th Street 11,355.44 Roman Catholic Archbishop of Vancouver 22561 – 121st Avenue 2,868.13 2006 Property Taxes Forgone
through Permissive Tax Exemptions $357,663.06 Annual Report 2006 -District of Maple Ridge Page 102
Assessment/Taxation Comparative Statistics 2006 2005 2004 2003 2002 1996 Assessment for General Taxation (1) Land $5,199,820,987 $4,833,879,324 $3,816,782,967 $3,157,399,417 $2,893,505,637
$2,650,626,602 Less: Exempt Land 519,995,004 469,209,864 370,583,656 327,780,953 316,593,785 283,928,879 Net Land Assessment $4,679,825,983 $4,364,669,460 $3,446,199,311 $2,829,618,464
$2,576,911,852 $2,366,697,723 Improvements $3,731,350,701 $3,346,076,595 $2,964,271,091 $2,829,346,041 $2,471,475,641 $2,105,376,788 Less: Exempt Imp & Utilities 392,502,471 413,194,210
345,286,474 315,123,146 309,294,304 289,513,113 Net Improvement Assessment $3,338,848,230 $2,932,882,385 $2,618,984,617 $2,514,222,895 $2,162,181,337 $1,815,863,675 Total Taxable Assessment
$8,018,674,213 $7,297,551,845 $6,065,183,928 $5,343,841,359 $4,739,093,189 $4,182,561,398 Assessment for School Taxation (1) $7,890,012,754 $7,223,372,588 $6,024,123,753 $5,321,328,859
$4,704,437,907 $4,139,170,673 General & Debt Tax Rates (per $1,000) (2) Residential $ 3.9038 $ 3.9761 $ 4.5388 $ 4.8354 $ 5.1622 $ 3.9177 Utilities 38.7399 39.3299 40.0000 40.0000 39.9999
23.7467 Industrial 56.9788 56.1162 55.7501 52.3140 47.8372 36.0177 Business/Other 14.1723 14.2180 14.0547 13.6855 13.0083 10.9323 Seasonal/Recreational 11.5950 11.4987 11.3809 10.8809
10.2821 7.6478 Farm 18.6476 16.7997 16.1870 15.6020 14.9770 12.8815 School Tax Rate (per $1,000) (1) Residential $2.6828 $ 2.8888 $ 3.3732 $ 3.6727 $ 3.9475 $ 3.7879 Utilities 14.9000
14.9000 15.0000 15.0000 15.0000 15.0000 Industrial 12.5000 12.5000 12.5000 12.5000 12.5000 12.5000 Business/Other 9.2000 9.6000 9.9000 9.9000 9.9000 9.9000 Seasonal/Recreational 4.2000
4.5000 4.5000 4.5000 4.5000 4.5000 Farm 6.8000 6.8000 6.8000 6.8000 6.8000 6.8000 Residential Tax Rate (per $1,000) (2) General (incl. Reg. Library) 3.9038 $ 3.9761 $ 4.4899 $ 4.7824
$ 5.1038 $ 3.8004 Debt after 2004 incl. above 2005=Fire .1270 .0677 .0489 .0530 .0584 .1173 Transit Authority (GVTA) .4688 .4738 .2725 .2874 .2874 — Local School Levy 2.6828 2.8888
3.3732 3.6727 3.9475 3.7879 Regional Hospital — — — — — .2585 Regional District .0857 .0925 .1041 .1038 .1083 .0483 Regional Parks/911 — — — — — .0700 Municipal Finance Authority .0003
.0003 .0003 .0003 .0003 .0003 B.C. Assessment Authority .0816 .0920 .1057 .1159 .1245 .1215 $ 7.3500 $ 7.5912 $ 8.3973 $ 9.0155 $ 9.6302 $ 8.2042 Utilities & Penalties Current Years
Levy $83,504,420 $78,592,514 $73,408,051 $69,738,023 $65,465,815 $50,021,171 Per Capita $ 1,102 $ 1,073 $ 1,043 $ 1,007 $ 955 $ 879 Collections $81,092,881 $75,871,676 $71,248,685 $67,185,946
$62,796,422 $49,212,013 Percent of Levy 97.11% 96.54% 97.06% 96.34% 95.92% 98.38% Gross Tax Collections $83,838,990 $78,242,273 $74,276,472 $70,208,081 $66,238,488 $50,235,534 Percent
of Current Levy 100% 99.55% 101.18% 100.67% 101.18% 100.43% Taxes Outstanding $ 3,084,325 $ 3,418,895 $ 2,951,152 $ 3,472,125 $ 1,896,348 $ 1,490,662 Note: 1 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.
2 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. Annual Report 2006 -District of Maple Ridge Page 103
Property Assessments & Tax Rates By Property Class Major Light Business Seasonal Residential Utilities Industrial Industrial Other Recreational Farm Analysis of 2006 Taxable Values For
General Purposes 7,414,161 9,387 10,000 78,583 464,702 1,660 5,737 ($ in 1,000's) Percentage of Taxable Values 92.86% .12% .13% .98% 5.82% .02% .07% Percentage of General Taxation 75.56%
2.92% 1.05% 3.03% 17.21 .04% .19% Analysis of 2006 Rates (Per $1,000) General & Debt 3.9038 38.7399 56.9788 14.3301 14.1723 11.5950 18.6476 Fire .1270 1.2601 1.8533 .4661 .4610 .3771
.6065 Library School 2.6828 14.9000 12.5000 9.2000 9.2000 4.2000 6.8000 B.C. Assessment Authority .0816 .5145 .5145 .2647 .2647 .0816 .0816 Municipal Finance Authority .0003 .0005 .0005
.0005 .0001 .0002 .0002 Regional District & 911 Emergency .0857 .3000 .2914 .2914 .2100 .0857 .0857 Transit Authority .4688 3.0149 2.9305 2.9305 2.1101 .4688 .4688 Note: 1. Properties
are categorized into 9 different classes for assessment and taxation purposes. 2. The District of Maple Ridge has no properties within classes 3 (Forestry) and 7 (Tree Farm). Annual
Report 2006 -District of Maple Ridge Page 104
Revenue & Expenditures Last Five Fiscal Years Comparison Revenue 2006 2005 2004 2003 2002 Property Taxes $42,221,337 $38,946,352 $36,240,565 $34,149,649 $30,511,714 Fees 24,568,587 22,337,116
19,530,683 19,830,112 17,646,073 Investment Income 2,455,874 2,271,515 1,817,278 1,992,935 1,867,976 Developer Contributions 15,913,931 30,952,622 17,246,981 7,161,091 4,341,039 Other
Government Transfers 2,487,939 2,291,237 4,097,801 2,683,433 3,705,759 Other Proceeds 525,221 725,244 6,937,442 2,577,362 2,977,216 $88,172,889 $97,524,086 $85,870,750 $68,394,582 $61,049,777
Expenditures 2006 2005 2004 2003 2002 Analysis by Function Protective Services $19,173,524 $16,387,421 $15,934,006 $13,371,096 $13,054,780 Transportation Services 9,406,722 10,023,304
15,215,400 7,967,189 8,768,917 Recreation and Cultural 17,872,291 15,419,618 16,369,202 16,342,241 26,253,448 Sewer and Water Utilities 13,666,704 13,221,160 13,304,971 11,948,434 11,343,504
General Government Services 9,722,836 10,597,951 28,331,512 8,228,031 8,225,042 Other Services 2,607,170 2,293,164 2,373,210 2,354,179 2,160,444 Internal Cost Reallocations * — — (1,720,420)
(1,519,794) (1,222,229) Contributed Subdivision Infrastructure 10,848,250 26,284,692 9,533,012 4,849,407 1,663,909 $83,297,497 $94,227,310 $99,340,893 $63,540,783 $70,247,815 Analysis
by Object Goods and Services $45,715,933 $43,783,867 $67,385,502 $36,709,464 $47,467,142 Wages and Salaries 23,789,492 21,172,807 19,666,718 18,919,903 18,687,962 Interest and Financing
Fees 2,943,822 2,985,944 2,755,660 3,062,009 2,428,802 Contributed Subdivision Infrastructure 10,848,250 26,284,692 9,533,012 4,849,407 1,663,909 $83,297,497 $94,227,310 $99,340,893
$63,540,783 $70,247,815 * Reporting was changed in 2004 – 2005 Annual Report 2006 -District of Maple Ridge Page 105
Capital Assets Acquired Last Five Fiscal Years Comparison 2006 2005 2004 2003 2002 Capital Acquisitions General Government $ 313,239 $ 1,553,791 $13,242,946 $ 1,674,938 $ 1,678,837 Transportation
3,681,657 4,540,443 9,326,645 2,589,050 3,677,744 Parks and Recreation 4,327,840 2,316,218 3,106,567 2,243,117 14,486,206 Protective Services 1,533,621 544,937 1,371,699 365,683 781,353
Public Health and Other 246,284 152,779 5,375 189,196 — Sanitary Sewer & Waterworks 2,568,876 2,907,987 3,093,844 2,523,004 2,332,398 Subdivision Infrastructure 10,848,250 26,284,692
9,533,012 4,849,407 1,663,909 Total Capital Acquisitions $23,519,767 $38,300,847 $39,680,088 $14,434,395 $24,620,447 Source of Funding Revenue Funds $ 716,723 $ 2,887,107 $ 812,881
$ 2,318,453 $ 1,717,843 Reserve Funds 6,376,082 4,897,440 8,593,056 4,180,949 5,148,182 Contributed Assets 12,001,519 27,472,235 10,677,566 5,848,693 2,905,648 Long Term Debt 357,676
— 11,877,554 — 11,095,834 Grants 456,507 266,657 1,551,330 1,129,375 2,639,864 Development Fees & Other 3,611,260 2,777,408 6,167,701 956,925 1,113,076 Total Financing $23,519,767 $38,300,847
$39,680,088 $14,434,395 $24,620,447 Annual Report 2006 -District of Maple Ridge Page 106
District of Maple Ridge The District of Maple Ridge lies on the north shore of the Fraser River, 45 km east of the City of Vancouver
District of Maple Ridge 11995 Haney Place Maple Ridge, BC Canada V2X 6A9 Phone: 604-463-5221 Fax: 604-467-7329 www.mapleridge.ca