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2008 Annual Report For Fiscal Year Ending December 31, 2008 District of Maple Ridge British Columbia GFOA Award Recipient for Excellence in Financial Reporting
Mayor Ernie Daykin and Members of Council Cheryl Ashlie Councillor Judy Dueck Councillor Al Hogarth Councillor Linda King Councillor Michael Morden Councillor Craig Speirs Councillor
2008 Annual Report District of Maple Ridge British Columbia, Canada Fiscal Year ending December 31, 2008 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 Plan....................................................................4 Organization Chart ............................................................7 District Officials...............
..................................................8 Commissions of Council ...................................................9 Council Committees and Other Appointments..............10
Progress Report ..............................................................11 Development Cost Charges Report................................35 Services Provided by Municipal Departments
..............36 Awards ............................................................................43 Summary of Services and Regional Relationships .......44 Financial Section Message
from the Corporate Finance Officer ...............46 Introduction to Financial Statements ............................52 Consolidated Statements Management’s Responsibility for Financial
Reporting .53 Auditors' Report ..............................................................54 Significant Accounting Policies ......................................55 Consolidated
Statement of Financial Position ..............58 Consolidated Statement of Financial Activities.............59 Consolidated Statement of Change in Cash and Temporary Investments ....................
..........................60 Notes to the Consolidated Financial Statements .........61 Consolidated Report of Segmented Revenue and Expenditures......................................................
..........68 Supporting Statements & Schedules Statement of Changes in Operating Fund Balances.... 77 Statement of Changes in Capital Fund Balances ........ 78 Statement of Changes in
Reserve Balances................ 79 Continuity Schedule of Long Term Debt ....................... 80 Continuity Schedule of Reserves .................................. 82 Statistical
Section General Comparative Statistics..................................... 84 Major Property Tax Payers ............................................ 86 Permissive Tax Exemptions....................
....................... 87 Assessment/Taxation Comparative Statistics ............. 89 Property Assessments & Tax Rates .............................. 90 Revenue & Expenditures -Last
Five Fiscal Years Comparison................................................................. 91 Capital Assets Acquired -Last Five Fiscal Years Comparison...........................................
...................... 92 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, 2007. 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 Canadian Award for Financial Reporting for the 18th consecutive year. Annual Report -District of Maple Ridge Page 1
Message from the Mayor On behalf of Council, I am pleased to present our 2008 Annual Report for the District of Maple Ridge. The Annual Report provides a comprehensive overview of the
District’s business activities including financial statements, a summary of department activities, demographic and community statistics, and taxation information. Some will point out
that we are in uncertain times, primarily due to poor world economic conditions that most of us feel are out of reach and out of our control. On the bright side, Canada seems to be
weathering the storm fairly well as of the date I record my comments. Similarly, Maple Ridge continues to do well as evidenced through its continued growth and enquiries from outside
our community regarding investment opportunities. We cannot lose sight however, of the fact that some of our neighbours and fellow Canadians have fallen upon hard times. The District
of Maple Ridge is fortunate that it is in a strong financial position due to strong financial and strategic management. The District has positioned itself favourably for exciting future
opportunities, but we are aware that circumstances can and do change quickly and so we remain vigilant. In December 2008 Maple Ridge held its municipal election which saw some changes
in Council make-up and a strong commitment to continue the community’s course of concentrating efforts on economic, social, and environmental health. Our community has so many great
attributes especially our natural outdoor assets. We have continued to support and grow the many special events that take place year round in Maple Ridge which has made us stand out
and be recognized as a community of festivals and fairs. We are a giving and growing community – one that is blessed with high citizen involvement that is especially noticeable in the
area of volunteerism. Our citizens have asked their Council to address many important priorities including improved transportation and transit, sustainability and protection of green
space, shopping opportunities, increased industrial tax base and local job creation, and public safety. We will be working hard on these priorities and will be introducing new and exciting
programs as we get further into our new mandate. This Council will realize our priorities by building strong relationships with our neighbours and partners. Our citizens will continue
to see benefits from previously executed work plans as we rollout results into 2009 such as: our new Town Centre Spirit Square on 224 Street adjacent to Memorial Peace Park a newly
renovated, energy-friendly Fire Hall #1 an updated Parks, Recreation & Culture Master Plan the Golden Ears Bridge advocating for enhanced transit services I am pleased to work
with an experienced and dedicated Council and District staff group. As a team and in partnership with the community we will achieve a great deal and make giant strides to becoming the
model place we aspire to be. I welcome your comments and encourage your participation. Maple Ridge is a great place to call home. Ernie Daykin Mayor Annual Report -District of Maple
Ridge Page 2
Message from the CAO Maple Ridge is a wonderful community to live in. We are surrounded by an abundance of outdoor wilderness including forests, lakes, and waterways. There are many
recreational opportunities for the outdoors enthusiast along with numerous community-based recreation facilities available to our citizens including the Arts Centre Theatre, Leisure
Centre, ice arena, parks, and sport courts and fields. We have year-round festivals and fairs organized and led by an army of volunteers. We have a desirable quality of life and strong
sense of community that is the envy of many. To help us maintain and build on this desirable position, the District of Maple Ridge adheres to a rigorous and comprehensive business planning
process. Highlights of the many accomplishments in 2008 were: Maple Ridge has the best of two worlds. It is a rural paradise interwoven with urban sophistication. It is a growing
community acutely aware of the fine balancing that is needed to protect the interests of an increasingly diverse population. We continue our planning and the launching of policies and
programs designed to revitalize and reinvigorate our downtown area: -Spirit Square – an exciting upgrade to Memorial Peace Park and 224 Street was approved after receiving significant
funding from the Province. -In our ongoing efforts to address transit improvements and in collaboration with TransLink, we opened our new Transit Exchange at Edge Street and McIntosh
Avenue. -After several years of background work, we have completed our Town Centre Area Plan including new Development Permit Guidelines. -A downtown Parking Strategy Review has been
completed that has incorporated into it Smart Growth Principles; amendments were made to our parking bylaw. On the economic front, a strategic plan for economic development is being
implemented. The four key sectors are: -Advanced manufacturing -High tech -Tourism -Education institutions Maple Ridge has quickly gained a strong reputation for liveability and quality
of life including environmental strategies that have been formulated to help the community as it continues to grow: -“Green Infrastructure” is now incorporated into the Smart Growth
plan for our town centre area and into environmental development permit guidelines. -Work is well underway on Environmental Sensitive Area Mapping and once complete will be a valuable
reference tool to better identify where our environmentally sensitive areas are. Our online newsletter has gained strong momentum this past year as more than 1,000 people and growing
now subscribe to this popular communications piece. Major items to watch for in 2009: There will be several projects completed in 2009, the most significant being the opening of the
Golden Ears and Pitt River Bridges. A vision for a bridge crossing over the Fraser River has long been held by citizens, businesses, and community leaders and so this has been long
coming. This new link presents many positive opportunities for Maple Ridge. With the opening of the Golden Ears Bridge, one example opportunity offered to our community is the opening
of new industrial lands at the north end of 256 Street. A new program called Our Town…Our Spirit addressing Town Centre Improvements will be launched Again, the District will be
front and centre as several high profile special events take place in Maple Ridge including the BC Disability Games and Mainstage 2009. Thank you to 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 -District of Maple Ridge Page 3
Strategic Plan 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. MISSION A safe,
livable and sustainable community for our present and future citizens. 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. Stewardship To consider the long-term consequences of actions, think broadly across issues, disciplines and boundaries and act accordingly. VISION 2025 The
District of Maple Ridge is among the most sustainable communities in the world. As a community committed to working toward achieving carbon neutrality, residents experience the value
of a strong and vibrant local economy and the benefits of an ongoing commitment to environmental stewardship and creation of stable and special neighbourhoods. Maple Ridge is a worldleading
example of thoughtful development and a socially cohesive community, especially as it relates to the use of leading edge “environmental technologies,” social networks and economic development.
Other municipalities consistently reference the District of Maple Ridge for its innovative approaches to dealing with seemingly intractable challenges. Strategic Focus Areas Environment
Governance Transportation Community Relations Smart Managed Growth Safe and Livable Community Inter-government Relations/Networks Financial Management Economic Development
Environment Vision 2025 Maple Ridge continues to lead the nation in preserving and enhancing its community’s quality of life, air, water and land. The District, long a front-runner
in the protection of environmentally sensitive areas, is one of the first municipalities to promote green-building and innovative technologies in residential and commercial construction
and infrastructure. The District has won a number of awards for its practices relating to energy use in civic buildings and the municipal fleet and its support of community waste reduction
activities. Key Strategies Continue to promote individual, business and community responsibility for the stewardship of natural resources Identify and devise effective protective
mechanisms for environmental features (such as watercourses) and areas that require special recognition and management In partnership with other levels of government, adjacent municipalities,
First Nations and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge Set targets for the purchase and installation of renewable
energy sources and establish energy efficiency goals for facilities, infrastructure, operations and fleet Lobby senior levels of government to change codes and regulations to promote
or require the use of “green” and innovative technology Transportation Vision 2025 Maple Ridge has been able to accommodate tremendous population and economic growth by planning growth
around multi-modal transportation routes. The District worked very closely with the regional transportation authority to ensure that employment centres as well as neighbourhoods accepting
increased density or new medium density neighbourhoods would be well served by public transit and a rapid transit metro line. In addition, a third east-west route through the community
was added to assist with commercial and private vehicle traffic and all-day, two-way commuter rail service is now a reality. The downtown area is an excellent example of creating a
pedestrian friendly environment that enables citizens and visitors to easily explore the uptown shops and services before taking a casual stroll down to the riverfront promenade. Key
Strategies 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
Promote alternative modes (pedestrian, bike, public transit) of travel to reduce reliance on the automobile Continue to improve the walk-ability of the downtown, ensuring it is
pedestrian friendly and accessible, particularly for those with impaired mobility In co-operation with other regional stakeholders, identify improvements to the inter-municipal transportation
system within the Lower Mainland and the Fraser Valley Smart Managed Growth Vision 2025 Maple Ridge has risen to the challenge of accepting growth while at the same time protecting
the quality of life and diversity of residential options that is so important to Annual Report -District of Maple Ridge Page 4
Strategic Plan citizens. By densifying many neighbourhoods, the District has been maintained the rural character and small-town feel of the community. Specific neighbourhood plans supported
by design guidelines and attention to the natural landscape were keys to retaining the character of neighbourhoods that experienced in-fill. A vibrant, pedestrian-friendly, accessible
downtown is the heart and gathering place for the community. Shopping, educational facilities and utility infrastructure were developed concurrent with the new or densified neighbourhoods.
Key Strategies Develop a land use management and development processes that are clear, timely, open, inclusive and consultative Use the Official Community Plan and the District’s
Corporate Strategic Plan to ensure growth is well managed and balances the three pillars of sustainability (social, economic and environment) thereby enhancing the unique quality of
life in Maple Ridge Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and all other Strategic and Master Plans thereby providing
clear interpretation of the District’s direction, goals and objectives 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; public buildings and, data and communications technology Encourage the use
of adaptive technologies in new construction so that buildings are flexible to changing needs and demographics Explore the introduction of innovative new infrastructure and technology
(such as fibre optics, geo-thermal power and energy from sewer systems) Safe and Livable Community Vision 2025 A community development model is at the heart of the District’s success
in meeting the safety, security and social needs of the citizenry. By networking with other levels of government, the RCMP, the School Board, community agencies and business groups
and by capacity building with not-for-profits and neighbourhood groups all Maple Ridge residents have their basic health, safety, shelter, food and income needs met; have access to
community services to assist them in achieving their full potential; are able to actively participate in civic processes; and can contribute to establishing an exceptionally strong
community. Key Strategies 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 Develop and implement preventative as well as reac tionary plans to 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 Work closely with the School Board, Health Authority, Regional Library,
other levels of government and other agencies to encourage the adequate provision of public services that are not the responsibility of local government 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 sustainability, 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, sustainable multi-year financial plans Continue with the implementation of the Police
and Fire Master Plans Provide a variety of parks, trails, open spaces and gathering places Recognize and support the important contribution of volunteers in the community Encourage
active and healthy living among citizens through the provision of a variety of exceptional recreational, educational and social activities Preserve and enhance heritage resources
to provide citizens with the historic context of the community Encourage citizens and the community to develop their creative potential and a strong sense of community through the
provision of excellent arts and cultural opportunities, special events, educational and social activities Financial Management Vision 2025 The District’s award-winning financial, investment,
purchasing and human resources policies and practices are tightly aligned with and contribute to the District’s continued vision of sustainability Key Strategies Construct financial
plans and Business Plans in accordance with the adopted Financial Sustainability Polices Develop multi-year financial plans that not only address immediate needs but also address
the longer-term sustainability of our community Use a formal, Business Planning framework as a means to structure decision-making and publicly reporting our performance Identify
methods to expand the tax base and generate non-tax revenue Continue to use a user-pay philosophy Annual Report -District of Maple Ridge Page 5
Strategic Plan Review policies and processes to ensure they are consistent with the corporate strategic direction and external influences Provide high quality municipal services
to our citizens and customers in a cost effective, efficient and timely manner Governance Vision 2025 Maple Ridge is a leader in voter turnout for Municipal Elections as more than half
of those eligible to vote, exercise that right. Elected officials and District staff continue to confidently lead the community on its journey to achieving its vision. Meaningful engagement
of staff, stakeholders and citizens ensures quality decision making. Politicians and staff model the District’s values and consistently deliver on the commitments, goals and objectives
stated in the Strategic Plan and Business Plans. Key Strategies Conduct our business in a manner that upholds and enhances the publics’ trust Function as an open government with
the greatest possible access by citizens to information and opportunity for engagement in decision making-processes Demonstrate leadership in applying and promoting the principles
of sustainability recognizing that each individual decision may not be optimal for all pillars of sustainability Community Relations Vision 2025 Maple Ridge residents and business owners
report very high levels of satisfaction with the District’s efforts to keep citizens informed of municipal plans and projects and to ensure citizens are aware of when and how they can
participate in civic processes. Key Strategies Provide a continuum of opportunities that encourage and enable citizen participation in local government and local government decision-making.
Develop methods to communicate on a timely basis with citizens and community groups Survey citizens to obtain their views on the community and their satisfaction with District services
Provide information about and actively promote the actions individual citizens and businesses can take to augment the District’s sustainability efforts Provide opportunities through
events and festivals for growing our citizens’ sense of community Inter-Government Relations/Networks Vision 2025 The District receives outstanding levels of support and cooperation
from senior levels of government, crown agencies, the regional district, the school district, our municipal neighbours, First Nations, community groups and corporate Canada because
of the strong, positive working relationships, at both the political and staff level, that have been established and nourished over the years. Key Strategies Develop and maintain
strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow members of the
Greater Vancouver Regional District and the Fraser Valley Regional District Enhance relationships with provincial and federal employees and politicians to further the legitimate interests
of the District Continue to leverage our voice and enhance our relationships with the UBCM, FCM and the LMLGA Identify and promote the use of partnerships and networks with public
agencies; crown corporations; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient, effective and timely
manner Economic Development Vision 2025 Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting businesses that fit within the context of the
District’s many neighbourhoods. Commercial ventures were encouraged in the accessible, pedestrian-friendly downtown and at nodes along major roads; agricultural activities were enabled
in District’s famed rural areas; home-based businesses were encouraged and clean industry was attracted to existing and new business parks created near key transportation junctions
and neighbourhoods. The District enjoys the many benefits of having the majority of its residents work in the community in which they live. Key Strategies Use a formal economic development
strategy, grounded in the principles of sustainability, as a means to structure a positive business and investment climate Support the retention and expansion of existing local businesses
that add to the quality of life in 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 an efficient, customer-service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and
efficient Develop and maintain high quality community documentation and promotional material to attract investment and employment Preserve natural assets that could positively contribute
to economic development Enhance the trail systems so that they can be used to enhance economic development Annual Report -District of Maple Ridge Page 6
Organization Chart Annual Report -District of Maple Ridge Page 7
District Officials 2008 – 2011 Council Mayor Ernie Daykin Councillor Cheryl Ashlie Councillor Linda King Councillor Judy Dueck Councillor Michael Morden Councillor Al Hogarth Councillor
Craig Speirs 2008 Appointed Officials (Department Heads) 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 Engineering Operations ..................
........................................................................... Russ Carmichael, AScT, FRM 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 Accounting...........
.................................................................................................................Catherine Nolan, CGA Manager of Business Systems......................................
................................................................................. Kathleen Gormley Manager Corporate Communications....................................................................
............................. Gary Manson, BBA, MBA Manager Economic Development....................................................................................................................
Sandy Blue, ABC Manager of Financial Planning ..................................................................................................... Trevor Thompson, BBA, CGA Manager
of Legislative Services ................................................................................................................................Ceri Marlo Manager of Revenue
& Collections .................................................................................................................... Silvia Rutledge Manager Sustainability and Corporate
Planning ....................................................................................... Laura Benson, CMA Municipal Engineer.................................................................
.........................................................Andrew Wood, PhD., PEng. R.C.M.P. Officer in Charge ..........................................................................................
................... Superintendent Dave Walsh Municipal Auditors Municipal Bankers BDO Dunwoody LLP TD Canada Trust Municipal Solicitors Lidstone, Young, Anderson -General Harris & Company
-Labour Annual Report -District of Maple Ridge Page 8
Commissions of Council Maple Ridge and Pitt Meadows Parks & Leisure Services Commission School District No. 42 Trustee Kathie Ward, Chair Trustee Dave Rempel Trustee Mike Huber Trustee
Ken Clarkson (alternate) Maple Ridge Council Liaison Mayor Ernie Daykin Councillor Judy Dueck Councillor Craig Speirs Councillor Linda King (alternate) Maple Ridge Citizens at Large
Ian Brown Mandeep Bhuller Geordie Craig Angie Rowell Pitt Meadows Council Liaison Mayor Don MacLean Councillor Gwen O’Connell Councillor Doug Bing Pitt Meadows Citizens at Large Neil
Pukesh Christine Smith Municipal Liaison Mike Murray David Boag Kelly Swift Sue Wheeler Ingrid Kraus Cyclist on Dykes Between 216 Street and 203 Street Annual Report -District of Maple
Ridge Page 9
Council Committees and Other Appointments The Mayor annually appoints members of Council to sit on the Board of various committees and government agencies. The appointments for 2008
– 2009 are as follows: Standing Committees are established by the Mayor for matters considered best dealt with by committee. At least half the members of a standing committee must be
Council members. 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. Generally, 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) Development Agreements Committee
Economic Advisory Commission 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 Lower Mainland Treaty Advisory Committee Metro Vancouver Regional District Metro Vancouver Labour Relations Bureau Metro Vancouver Agricultural
Committee Metro Vancouver Regional Planning Committee Metro Vancouver Mayors Committee Metro Vancouver Waste Management Committee Maple Ridge/Pitt Meadows Airport Society Maple Ridge
& Pitt Meadows Policing Task Force 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 Recycling Society Ridge Meadows Seniors Society Ridge Meadows Youth Council
Ridge Meadows Youth Justice Advocacy Tourism Maple Ridge & Pitt Meadows Annual Report -District of Maple Ridge Page 10
Progress Report 2008 Council and Staff at the District are pleased to present the fourth annual Progress Report to the citizens of Maple Ridge. In the 2007 Annual Report, the District
committed to specific goals and objectives, and set out ways to measure performance towards achieving them. This document communicates the District’s performance on a variety of goals
and objectives within the focus areas identified by Council in the Strategic Plan. The District will continue to measure performance in these areas throughout 2009. Safe and Livable
Community............................................................................................. 12 Economic Development .......................................................................
.............................. 19 Smart Managed Growth..................................................................................................... 21 Transportation .........................
........................................................................................... 23 Environment ............................................................................................
........................... 25 Community Relations......................................................................................................... 27 Inter-Government Relations
and Partnerships................................................................. 29 Governance ......................................................................................................
.................. 30 Financial Management ...................................................................................................... 31 Internal Service Measures.........................
........................................................................ 34 Department Index Economic Development 19, 20 Emergency 15 Engineering 14, 23, 32, 33 Facilities 33 Fire 12,
13 Licences, Permits and Bylaws 15, 34 Operations 16, 24 Parks 22, 26 Planning 21 Police 13, 14 Recreation 18, 29 Recycling 25 Social Planning 17, 29 Annual Report -District of Maple
Ridge Page 11
Progress Report 2008 Safe and Livable Community As Maple Ridge continues to grow, safety remains a top priority. Continued implementation of the Fire Master Plan in 2008 expanded the
team of full-time career firefighters to 29, and six full-time officers. The Community Wildfire Protection Plan was created to protect and preserve the forested areas as well as provide
for a level of safety from wildfire for the citizens. Community safety officers commenced work in the community in July 2008 to improve the public’s feeling of safety. The RCMP, Outreach
workers and other service providers are working together to reduce the number of homeless. A public education program including a comprehensive website section was implemented to bring
information to citizens about the Municipal Emergency program and to provide updates on emergency incidents. Performance Measures Reduce the severity of fires through adequate response
times and personnel In 2006, there were 16 full-time firefighters on staff, with a target of four firefighters available 24 hours per day, 7 days per week 100% of the time. For 2007,
there were 22 full-time firefighters on staff, with a target of four firefighters available 24 hours per day, 7 days per week 100% of the time. For 2008, there were 29 full-time firefighters
on staff, with a target of seven firefighters available 24 hours per day, 7 days per week 100% of the time. Construction of Fire Hall 4 in the Albion area should begin in 2010. Fire
Hall 1 is undergoing a major renovation including the addition of training facilities. This project commenced in the summer of 2007 and is to be completed in 2009. $0 $20,000 $40,000
$60,000 $80,0002002 2003 2004 2005 2006 2007 20 08 Value of Fire Losses per 1,000 p opulation Averag e Fire Loss per Incid en t The Value of Fire Losses per 1,000 population decreased
in 2008 due to an overall decrease in the total fire losses for 2008 (31) compared to 2007 (55). There was an increase in the Average Fire Loss per incident and one of the factors that
affects this calculation is the ever-increasing costs to repair fire-damaged structures, which increases the overall cost of the losses. 0:00 0:07 0:14 0:21 Hall 1 Hall 2 Hall 3 Response
Times in M inutes 90% of the Time Targ et Jan-Dec 2005 Jan-Dec 2006 Jan-Dec 2007 Jan-Dec 2008 T he response time for calls in the various hall areas does not include dispatch time.
The hiring of additional full-time career firefighters has resulted in a continued reduction of response times in the Fire Hall 1 area where they are stationed; in addition the policy
of having them respond throughout the whole district has also resulted in a reduction of response times at Fire Halls 2 and 3. Strategic Direction 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. Develop and
implement preventative as well as reactionary plans to 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. Work closely with the School Board, Health Authority, Regional Library, other levels of government and other agencies to encourage
the adequate provision of public services that are not the responsibility of local government. 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 sustainability, crime prevention, and 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, sustainable multi-year financial plans. Continue with the implementation of the Police and Fire Master Plans. Provide a variety of parks, trails,
open spaces and gathering places. Recognize and support the important contribution of volunteers in the community. Encourage active and healthy living among citizens through the provision
of a variety of exceptional recreational, educational and social activities. Annual Report -District of Maple Ridge Page 12
Progress Report 2008 Reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections and public education 0 500 1000 1500 2000 2500 3000
3500 4000 Number of Students 2005 2006 2007 2008 Students Attending Fire Safety Education Sessions Total Students Target Instructed Grade 5-6Grade K-3Grade 5-6 Grade K-3 K-3 and Gr.
5-6 are alternated from year to year. 2005 and 2007 saw Gr. 5-6 and 2006 and 2008 saw K-3 2002 2003 2004 2005 2006 2007 2008 Number of fire incidents – all * n/a n/a n/a n/a 320 261
249 Number of fire incidents – structure/vehicle 277 235 209 184 136 116 104 Number of fire-related injuries 6 3 0 5 5 11 4 Number of fire-related deaths 1 0 0 0 0 0 1 ∗ In 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 Local detachment focus in 2008 was to develop and implement strategies
to address community crime problems, and identify emerging problems, prolific offenders, and hotspots so that criminal intelligence could be coordinated. 0 500 1000 1500 2000 2001 2002
2003 2004 2005 2006 2007 2008 Thefts from Autos Proper ty Damage Break & Enters Auto Thefts Auto Thefts – In 2008, Maple Ridge experienced a 29% decrease in Theft of Auto when compared
to 2007. This decrease was consistent throughout the year and can be attributed to numerous prolific car thieves being arrested and held in custody. Theft from Auto – Theft from autos
is closely tied to vehicle thefts and are often committed by the same offenders who steal vehicles. In 2008, Maple Ridge experienced a 31% decrease in this crime category compared to
2007. Property Damage (Mischief) – This offence type saw an overall decrease in 2008 of 3%. This decrease was especially evident during the last two quarters of 2008. 0 20 40 60 80
100 120 140 160 Number of Structures 2005 2006 2007 2008 Inspection of Multifamily Residential Structures Total Structures Target Inspected Annual Report -District of Maple Ridge Page
13
Progress Report 2008 Break and Enters – This crime type is broken down into three categories – Commercial, Residential, and Other. Commercial Break and Enters were up over 2007 by
23% and were consistently up in all four quarters of 2008. The majority of these offences were located in the downtown core. Key arrests were made late in 2008 and will likely have
an impact on those numbers in 2009. Residential Break and Enters were up over 2007 by 31%. This increase was primarily noted in the final quarter of 2008. Again, key arrests were
made in early 2009. Other Break and Enters were consistently down in 2008, showing an overall 31% decrease over 2007. 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 was in its third year for 2008, 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 2007 2008 Rate of Youth
Recidivism 0% 5% 10% 15% 20% 25% 30% 2006 2007 Increase in 2007 and 2008 is a result of increased awareness of RCMP members to utilize this program. Training programs with new recruits
now include the Youth Diversion Program process. RCMP members communicate and recommend youths when appropriate to the Youth Justice Committee. New RCMP members are introduced via an
orientation session on how this program works and can benefit youth in the community. As of date of publication, 2008 figures for diversion are not available from the Province. Reduce
the number of deaths, injuries, and property damage caused by traffic accidents The District is participating in Traffic 2010 initiatives to reduce serious injury accidents by concentrating
on impaired driving, aggressive driving, high crash intersections, and seatbelt usage and participating in Safer Cities initiatives involving RCMP members, volunteers, and District
staff. 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 1,000
1,500 2,000 2,500 3,000 2002 2003 2004 2005 2006 2007 2008 Number of Injury Crashes Number of Non-Injury Crashes Target 2010 Number of Crashes Resulting in a Fatality 3 5 5 8 1 5 9
05 10 2002 2003 2004 2005 2006 2007 2008 ∗ Source: Safer City Planet Data Base; excludes parking lot crashes. Annual Report -District of Maple Ridge Page 14
Progress Report 2008 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 incident 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 EOC was activated fewer times in 2008
than in the previous year, but a greater amount of time was allocated to EOC training and preparation. In 2007, the Fraser River Freshet was particularly of concern resulting in many
hours of preparation for a potential flood. Several high water events in the Alouette River system and windstorms added to the high number of EOC hours recorded in 2007. 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) 426 453 80 256 160 600 4340 521 142 1308 186 0 500 1000 1500
2000 2500 3000 3500 4000 4500 5000 Exercises Training Activations 2008 2007 2006 2005 Ensure public compliance with Municipal bylaws A cooperative approach to bylaw enforcement issues
is achieved through effective partnerships with the RCMP, SPCA, Ministry of Health, Community Outreach, Downtown Parking Association, Business Improvement Association, Adopt-a-Block
Society, and other agencies. A 2008 priority involved work towards the development of a new animal shelter, implementation of a comprehensive dog licensing program, and completion of
the corresponding new animal services business plan. Number of Bylaw Complaints 0 5000 10000 15000 20000 2004 2005 2006 2007 2008 0 5000 10000 15000 20000 2005 2006 2007 2008 Complaints
Received Complaints Concluded Proactive enforcement in the downtown core created an increase in bylaw complaint files received. Of the 17,100 bylaw complaints received during 2008,
almost 94% were concluded. The percentage of concluded files was considerably higher than 2007, but files are not necessarily concluded in the same month that they were received. 2005,
not available Annual Report -District of Maple Ridge Page 15
Progress Report 2008 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 373 kilometres of watermain
and in 2008 distributed 11,416,010 cubic metres of water. In addition to providing high quality, safe drinking water, ensuring the security of the 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 2007 2008 Minimum Maximum
Average Maple Ridge Maple Ridge compares very favourably with other municipalities in the distribution of high quality drinking water to citizens Maintain an effective and reliable
sanitary sewage collection system The District’s Operations Department maintains 261 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 05 10 15 20 25 30 35 2003 2004 2005 2006
2007 2008 Minimum Maximum Average Maple Ridge Maple Ridge has fewer blocked sewers than other municipalities of its size across Canada ∗ Due to the timing of data compilation, only
Maple Ridge data is available for the current year. Annual Report -District of Maple Ridge Page 16
Progress Report 2008 Support the Building Community Solutions Steering Committee in their goal of encouraging the development of healthy neighbourhoods: through community education;
by supporting the development of connections and networks, and by developing and promoting programs and tools designed to assist in strengthening neighbourhoods Building Community Solutions
is a project funded by the Communities in Action program of United Way of the Lower Mainland. The Neighbourhood Development Coordinator from the Community Services Department acts as
a liaison from the Social Planning Advisory Committee to the Building Community Solutions Steering Committee. The Building Community Solutions Steering Committee recognizes the importance
of the role of neighbourhoods in health and well-being. One of the goals of this committee is to educate citizens regarding neighbourhood health, to support connections and networks,
and to develop and promote programs and tools that assist in strengthening neighbourhoods. In 2008, Building Community Solutions funded a record high 21‘Seed Grants’ for local neighbourhoods
to host gatherings designed to connect and strengthen their neighbourhoods. One objective of this committee is to work with two pilot neighbourhoods: Laityview Good Neighbours and the
Mountainview Neighbourhood Association. In 2008 these two neighbourhood associations continued to be supported both in their development and in hosting a number of very successful neighbourhood
events (movie nights, neighbourhood walks and barbeques, Easter Egg Hunt, etc). In addition, the two pilot neighbourhoods hosted their first joint event – a Community Safety Fair. Creating
opportunities for neighbourhoods to link, network, and share ideas and resources will be an ongoing objective in 2009. A focus in 2009 will be to work with the pilot neighbourhood associations
to develop Neighbourhood Quality of Life Plans. Lessons learned from these pilot processes will assist in the development of a template that will be available for other neighbourhoods
to develop their own Quality of Life Plans. The pilot neighbourhood processes are scheduled to take place in the fall of 2009 with the development of a template scheduled to be completed
in early 2010. Support the District of Maple Ridge Social Planning Committee to work with the social service network, community organizations, neighbourhoods, and citizens to develop
a Social Sustainability Strategic Plan designed to establish direction and priorities to contribute to developing a sustainable community. In the fall of 2008, the update the 2002 Community
Profile began. Working in partnership with the Building Community Solutions Committee, a community steering committee was formed to oversee the process. The update will provide a comparison
to the benchmark indicators created in 2002. In addition, the need to expand the research to respond to current community issues and service delivery models was recognized with the
addition of 8 new indicators. The document will be completed in spring of 2009 and will be utilized in the process to develop a Social Sustainability Strategic Plan. Support the work
of Substance Misuse Prevention Standing Committee of the Child, Youth and Family Network to address the recommendations outlined in the 2007 Substance Misuse Prevention report. The
Substance Misuse Prevention Task Force of the Social Planning Advisory Committee completed and released its final report, which outlined 33 recommendations. The report was endorsed
by the Social Planning Advisory Committee and Maple Ridge Council. In the spring of 2007, the Task Force became a Standing Committee of the Child, Youth and Family Network. Then in
June of 2007, the Task Force hosted a community prioritization workshop identifying the top 10 recommendations. The development of the Opening Doors Network whereby all the agencies
supporting youth with addiction issues come together with the goal of streamlining services and working together to “fill in the gaps” in services, continues to be a successful initiative.
The Substance Misuse Committee continues to support the work of community agencies and networks to address a number of the recommendations outlined in the 2007 report. In the fall of
2008, the Committee published a report card update on the progress made on the top 10 priority recommendations. The ongoing goal of the Committee is to obtain funding to support the
mobilization of the community networks to continue to build on current work addressing the prioritized recommendations. Annual Report -District of Maple Ridge Page 17
Progress Report 2008 Create a community culture where active living is part of daily life Increase participation of those not currently involved in leisure activities due to financial
barriers 49% 62% 0% 20% 40% 60% 80% Adults Children Percentage of citizens who are vigorously active 2008 Number of low-income citizens accessing recreation services through access
programs 0 250 500 750 1,000 1,250 1,500 1,750 2,000 2001 2002 2003 2004 2005 2006 2007 2008 “Creating a community culture where active living is part of daily life” was measured in
2005 as “The percentage of citizens who are moderately active”. At that time 55% of Adults and 77% of children reported that they were moderately active. When preparing for the 2008
survey, the Parks and Leisure Commission identified that moderate physical activity was not adequate to achieve the benefits that the Department is striving for, and changed the phrasing
of the question to measure “The percentage of citizens who are vigorously active four or more days of the week”. * Source: Parks and Recreation Survey conducted by Ipsos-Reid in 2005
and 2008. Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles Percentage of citizens who use available Parks & Leisure
Services Percentage of citizens who are satisfied (rated as Excellent or Good) with Parks & Leisure Services 2002, 80% 2005, 87% 2008, 81% 2002, 80% 2005, 77% 2008, 85% 0% 20% 40% 60%
80% 100% Satisfied Users ∗ Source: Parks and Recreation Survey conducted by Ipsos-Reid in 2002, 2005 and 2008. Annual Report -District of Maple Ridge Page 18
Progress Report 2008 Economic Development Maple Ridge is poised for unprecedented growth, due in large part to the billion plus dollars of investment in the Golden Ears and Pitt River
Bridge projects that open here in 2009. The increased accessibility the bridges provide was one of the key reasons that the Real Estate Investment Network (REIN) in their 2006 research
report “The Gateway Effect” that detailed the impact of the Gateway Project’s transportation improvement projects on real estate found that Maple Ridge is the number one region positioned
to benefit from these transportation improvements. Commute and travel distances are measured in minutes, not kilometres. If you can reduce commute and travel times to and from an area,
you make that area much more desirable as a place to live. In their Economic Strategy adopted by Council in 2006, the Economic Advisory Commission identified four priority sectors to
help drive economic growth – they are High Tech, Advanced Manufacturing, Post Secondary Education and Tourism. The top three goals for economic development are to attract commercial
and industrial investment; create high value jobs; and actively encourage revitalization of the Town Centre. A key role for Maple Ridge Economic Development in 2008 was building awareness
among key target audiences and prospective investors of the benefits of investing in Maple Ridge. Awareness is building, and the availability of affordable industrial, commercial, and
residential real estate is already fuelling significant interest in Maple Ridge as a place to invest. 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 $151,536 in general taxes. There was no construction in the major industrial class. New Tax
Revenue from Commercial Growth -$50,000 $50,000 $150,000 $250,000 $350,000 $450,000 $550,000 2004 2005 2006 2007 2008 Light Industry Business Major Industry Percentage of Tax Assessment
Base from Residential Sectors 84% 86% 88% 90% 92% 94%1988 1992 1996 2000 2004 2008 Tax and assessment charts note the years when growth occurred. Tax revenue occurs in the subsequent
year. In 2008 assessments did not increase due to market appreciation as the Province froze assessment increases for most property classes. Due to the assessment freeze the majority
of the change in assessed values was due to new construction. The rate of new construction in the residential class of properties was similar to the new construction rate in nonresidential
properties resulting in a minor reduction in the proportion of the assessment base that is residential. Strategic Direction Use a formal economic development strategy, grounded in the
principles of sustainability, as a means to structure a positive business and investment climate. Support the retention and expansion of existing local businesses that add to the quality
of life in 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 an efficient, customer-service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and efficient. Develop and
maintain high quality community documentation and promotional material to attract investment and employment. Preserve natural assets that could positively contribute to economic development.
Enhance the trail systems so that they can be used to enhance economic development. Annual Report -District of Maple Ridge Page 19
Progress Report 2008 Build a sustainable community that includes a balance of land use types Property Assessment Values by Property Class 1988 Other 10.2% Residential 89.4% 2008 Residential
92.2% Other 7.8% Attracting new investment and employment to Maple Ridge is important. Retaining current businesses is equally important. In 2008, 99% of commercial business licences
were renewed, which is considerably higher than the previous year. For home-based business licences, 86% were renewed, which is also higher with the previous year. The number of business
licences issued in 2008 was 4,232. Commercial licences accounted for 1,476; there were 1,571 home-based businesses licences, and 1,138 non-residential licences (businesses based in
other communities), as well as 47 non-profit licences. 90% 95% 89% 88% 99% 80% 83%83%82% 86% 0% 20% 40% 60% 80% 100% Commercial Home-Based Business Licence Renewals 2004 2005 2006 2007
2008 Attract film productions through excellent customer service, cost competitiveness and a streamlined process 0 50 100 150 200 250 300 2003 2004 2005 2006 2007 2008 Number of Permits
0 20 40 60 80 2003 2004 2005 2006 2007 2008 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
citizens with employment opportunities. The strength of the Canadian dollar and senior government tax credit policy also influence filming location decisions. Annual Report -District
of Maple Ridge Page 20
Progress Report 2008 Smart Managed Growth The District has recently put into place a number of policies geared towards its commitment to Smart Growth sustainability principles, which
includes increasing density in areas where it is appropriate. In November 2008, an Area Plan for the Maple Ridge Town Centre was adopted to guide development in the areas of green infrastructure,
land-use, parks and conservation, and multi-modal transportation. Development Permit Area Guidelines were included in the Area Plan, which encourage green building techniques, quality
urban design principles, etc. The Town Centre Area Plan is incorporated into the 2006 Official Community Plan. Also adopted in November were changes to the Off-Street Parking & Loading
Bylaw that came out of recommendations from a Town Centre Parking Strategy study, completed in July 2008, which resulted in the reduction of the number of parking stalls required in
the Town Centre central business district and the inclusion of storage requirements for short-term and long-term bicycle parking. The new policies encourage higher residential densities,
a variety of housing types and tenures, and mix of land uses, while creating a pedestrian and bicycle-friendly environment through green routes and street design, quality compact development,
reduced parking standards, and an increase in green space. Supporting the new Town Centre sustainable development policies is the existing Revitalization Tax Exemption Bylaw that was
adopted in 2006. This Bylaw permits a tax exemption for residential development greater than four storeys in specific areas of the Town Centre and a further tax exemption if the building
is LEED Canada certified (Leadership in Energy and Environmental Design). The District is applying a LEED rating system to the new Town Centre Fire Hall addition, with the intention
that it will achieve a Silver LEED rating upon completion. In order to encourage modest density infill in single-family areas of Maple Ridge, a Detached Garden Suites Bylaw was adopted
in November 2008. This Bylaw permits a detached accessory dwelling unit to an existing house in specific single-family zones in Maple Ridge. Detached Garden Suites offer a smaller,
accessible and ground-oriented housing form that enables aging in place for residents and the provision of affordable housing. Performance Measures Encourage residential development
in the Regional Town Centre Number of residential units created in the Regional Town Centre 2008 2007 Apartments 66 units in 2 new buildings 328 units in 6 new buildings Townhouses
0 units 0 units Single Family Dwellings 1 units 1 units Total 67 units 329 units Currently about 4,950 residential units are located within the Town Centre and many more proposed units
are currently under application. Strategic Direction Develop a land use management and development processes that are clear, timely, open, inclusive and consultative. Use the Official
Community Plan and the District’s Corporate Strategic Plan to ensure growth is well managed and balances the three pillars of sustainability (social, economic and environment) thereby
enhancing the unique quality of life in Maple Ridge. Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and all other Strategic
and Master Plans thereby providing clear interpretation of the District’s direction, goals and objectives. 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 storm-water systems; public buildings and, data and communications
technology. Encourage the use of adaptive technologies in new construction so that buildings are flexible to changing needs and demographics. Explore the introduction of innovative
new infrastructure and technology (such as fibre optics, geothermal power and energy from sewer systems). Annual Report -District of Maple Ridge Page 21
Progress Report 2008 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 & Leisure Services Commission
and Council, then finally the tender and subsequent park development. Phases Completed Park Name or Location Original Completion Target Revised Completion Target Consultation Feasibility,
Concept Open Houses Council Approval Tender Awarded Development Comments North Cottonwood Park 2005 Comp ● ● ● ● ● ● 201 and Telep 2005 Comp ● ● ● ● ● ● MRSS Lacrosse Box 2006 Comp
● ● ● ● ● ● Westview Artificial Field 2006 Comp ● ● ● ● ● ● Youth Action Park 2006 2008 ● ● ● ● ● ● Opened April 2008 Firefighter’s Park 2006 2008 ● ● On hold-pending Fire Dept space
analysis Silver Valley Park 2006 2007 ● Awaiting land transfer Webster’s Corners 2006 2008 ● Consultation October 2008 Cottonwood East 2007 2009 Initial design planning April 2008 BMX
Skill Develop’t Park-Albion Park 2008 2009 Initial design meeting October 2008 Hammond Sport Field Renovation 2008 2009 On hold as project is dependent on successful grant application
and third party funding Rieboldt Park Annual Report -District of Maple Ridge Page 22
Progress Report 2008 Transportation The District’s transportation network is undergoing major improvements. In 2008, road improvements were commenced on Abernethy Way, a conceptual design
was completed for the 240 Street Bridge over the South Alouette River, and a traffic signal was installed on 232 Street at 128 Avenue. Road improvements were completed on the Cottonwood
Connector from 118 Avenue to Dewdney Trunk Road and the first roundabout in Maple Ridge was completed. Safety was increased for cyclists with the installation of bike lanes on 240 Street
from 113A to Dewdney Trunk Road and pedestrians saw traffic calming measures put in place on River Road as well as Kanaka Way (232 Street to Gilker Hill). Transit exchange improvements
were completed in the downtown core. 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 the community a safer place
for automobile drivers, cyclists, pedestrians, and equestrians. There were a number of Safer City initiatives completed in 2008. 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 14. 2008 Safer
City Initiatives Intersection Improvements -232 Street at 128 Avenue Pedestrian Facility Improvements -232 Street and 122 Avenue -Lougheed Highway and Burnett Street -Eight Bus Pads
Traffic Calming Initiatives -River Road (207 Street to 216 Street) -227 Street at 116 Avenue -216 Street at 124 Avenue Cycling Facility Improvements -240 Street (Dewdney Trunk Road
– 113 Avenue) 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. Promote alternative modes (pedestrian, bike, public transit) of travel to reduce reliance on the automobile. Continue to improve the walk-ability of the downtown,
ensuring it is pedestrian friendly and accessible, particularly for those with impaired mobility. In co-operation with other regional stakeholders, identify improvements to the inter-municipal
transportation system within the Lower Mainland and the Fraser Valley. Annual Report -District of Maple Ridge Page 23
Progress Report 2008 Protect our investment in roads infrastructure and provide a safe, serviceable road network The District’s Operations Department maintains a road network of over
470 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 2008, 71% of the District’s
roads were in a condition at or above acceptable. Percentage of roads in a condition at or above acceptable 70% 75% 80% 85% 90% 95% 100% 2001 2002 2003 2004 2005 2006 2007 2008 In 2008
a pavement condition and deterioration survey was conducted by an independent engineering firm who determined 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. The Golden Ears Bridge and Pitt River Bridge are currently under construction and will open in 2009 Artist’s Rendering of Pitt River Bridge Actual Photo of Golden Ears Bridge
Annual Report -District of Maple Ridge Page 24
Progress Report 2008 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.
The District continues to lead the nation in preserving and enhancing its community’s quality of life, air, water and land. The District, long a front-runner in the protection of environmentally
sensitive areas, is one of the first municipalities to promote green-building and innovative technologies in residential and commercial construction and infrastructure. The District
has won a number of awards for its practices relating to energy use in civic buildings and the municipal fleet and its support of community waste reduction activities. 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 0.5519 0.744 0.235 3.496 11.122 7.537 02468 10 12 14 2006 2007 2008 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 178 in 2008. A significant rise in recycled materials per household over this same period demonstrates
an awareness and willingness among citizens and business owners. Recycling per Household 300 350 400 450 5002001 2002 2003 2004 2005 2006 2007 2008 (Kilograms) Strategic Direction Continue
to promote individual, business and community responsibility for the stewardship of natural resources Identify and devise effective protective mechanisms for environmental features
(such as watercourses) and areas that require special recognition and management. In partnership with other levels of government, adjacent municipalities, First Nations and community
groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge. Set targets for the purchase and installation of renewable energy sources and establish
energy efficiency goals for facilities, infrastructure, operations and fleet. Lobby senior levels of government to change codes and regulations to promote or require the use of “green”
and innovative technology. Annual Report -District of Maple Ridge Page 25
Progress Report 2008 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 300,000 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 50,000 100,000 150,000 200,000 250,000 300,000 Trees scheduled for planting 2009-2010: 215,000 Trees planted in 2008: 30,913 Trees planted in 2007: 31,560
Trees planted in 2006: 22,527 This project is registered with the Canadian Standards Association GHG Clean Projects Registry (Project Identifier 9251-6893) and is validated against
ISO 14064 standards. Fire Hall 1, on the corner of Dewdney Trunk Road and 227 Street is undergoing a major expansion that incorporates many 'green' technologies. The building will be
certified by the Leadership in Energy and Environmental Design (LEED) green building rating system. Geothermal technology is just one of the features that will reduce the Fire Hall's
carbon footprint. The result will be lower energy consumption, lower heating costs, and lower greenhouse gas emissions. Annual Report -District of Maple Ridge Page 26
Progress Report 2008 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 citizen volunteer participation as a valuable leisure and recreation activity 30% 32% 34% 0% 10% 20% 30% 40% 50% 2002 2005 2008 Community Volunteerism *
One-third (34%) of Maple Ridge residents volunteered within the community during 2008. The proportion of Maple Ridge residents who say they have volunteered has increased marginally
since 2002 (up four percentage points from 30%). ∗ Source: Parks and Recreation Survey 2002, 2005 and 2008 survey conducted by Ipsos-Reid. Provide a safe, supportive work environment
for people with developmental disabilities Through the District’s partnership with Ridge Meadows Recycling Society (RMRS) and Community Living BC, people with developmental disabilities
are provided with employment and training opportunities. In 2008, 32 people with developmental disabilities worked for RMRS, up from 27 in 2001. As many of these people are transitioning
from high school, they might only work a few hours a day, which accounts for the downturn in the annual hours of work. Annual Hours of Work for People with Developmental Disabilities
0 5,000 10,000 15,000 20,000 25,000 2001 2002 2003 2004 2005 2006 2007 2008 Strategic Direction Provide a continuum of opportunities that encourage and enable citizen participation
in local government and local government decision-making. Develop methods to communicate on a timely basis with citizens and community groups. Survey citizens to obtain their views
on the community and their satisfaction with District services. Provide information about and actively promote the actions individual citizens and businesses can take to augment the
District’s sustainability efforts. Provide opportunities through events and festivals for growing our citizens’ sense of community. Annual Report -District of Maple Ridge Page 27
Progress Report 2008 Other Community Relations Accomplishments: Early in 2008, 12 volunteers had acquired the specialized aquatics skill and water safety training, through the volunteer
leadership development program, to be employed as lifeguards and instructors. This resulted in a decrease in the number of volunteers and hours for 2008 as the new staff became trained
in volunteer management, in preparation for the annual recruitment and the influx of new volunteers. In 2008, during the transition, 10 new volunteers donated 253 hours to the Aquatics
area in the Maple Ridge Leisure Centre and assisted the new instructors with swimming lessons, special events, and special needs participants. The Maple Ridge Aquatics volunteer program
effectively supports District economic sustainability efforts by creating employment opportunities and specialized career training for citizens, similar to the Fire Hall and the Youth
Futures volunteer program areas Almost 22,000 volunteer hours were logged with Parks & Leisure Services in 2008, which is a drop from the almost 26,000 volunteer hours in 2007. Volunteer
tracking software had become obsolete for 2008 and due to manual tracking some data may have been lost. As well, the Youth Outreach Initiative dance attendance was down, resulting in
a reduction in the number of volunteers. Volunteers also provide an invaluable service to the community through their involvement with the Ridge Meadows Volunteer Crime Prevention
programs, Search & Rescue initiatives, and call-outs with Emergency Social Services programs. In 2008, 294 volunteers were trained in a variety of emergency support capacities and provided
1,138 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 a Car Wash for the Hospital Burn Unit, Head Shave for Cancer, Boot Drive for Muscular Dystrophy, and the Firefighters’ for Families
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 2008, over $27,000 was raised for various charities, bringing the total raised since 2002 to over $244,000. Annual Report -District of Maple Ridge Page 28
Progress Report 2008 Inter-Government Relations and Partnerships The District maintains memberships on many different boards and committees to represent the interests of citizens and
customers. District participation on regional committees and senior government initiatives is essential in bringing home benefits to the community. We have been working with 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 network in a collaborative process to access additional resources to address community needs,
issues, and priorities Funding from local, regional, provincial, and federal programs received through local network tables collaborations that are supported by District Social Planning
staff The networks continue to work together to find broad based solutions, addressing community needs and priorities by accessing resources and mobilizing assets. One of the most important
collaborations of 2008 continues to be the Community Connections project. The service Hub at Eric Langton Elementary is nearly complete and will open officially in fall 2009. The Strong
Start Centre at the Eric Langton service "hub” introduced over two hundred and fifty pre-schoolers and their caregivers to the concepts of play based early learning. 2008 also saw the
opening of three new Strong Start Centres at the following elementary schools: Blue Mountain, Hammond, and Glenwood. The Early Childhood Development Committee and School District No.
42 have worked together to support these free, drop-in early learning centres for pre-school children and their parents or caregivers. Another highlight is the community work around
homelessness resulting in the ongoing funding (to 2011) of the Alouette Home Start’s Society Iron Horse Youth Safe House and Outreach Services. Both of these services are recognized
to have had significant positive impacts in the work of supporting citizens in the community that are faced with homelessness. One of the major gaps in the housing continuum in our
community continues to be access to supportive housing; Addressing this issue has lead to an agreement between BC Housing and the District of Maple Ridge naming Alouette Home Start
Society as the operator of an independent living supportive housing project. The work to prepare for this project began in 2008 and will continue into 2009 pending the outcome of a
public process. 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
& Leisure Services: 2004 – 74%; 2006 – 80%; 2008 – 72% Percentage of community group members that participated in training who reported a benefit: 2006 – 100%; 2008 – 100% ∗ 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 and Kwantlen First Nations; our fellow members of the Greater Vancouver Regional District (now Metro Vancouver) and the Fraser Valley Regional
District. Enhance relationships with provincial and federal employees and politicians to further the legitimate interests of the District. Continue to leverage our voice and enhance
our relationships with the UBCM, FCM and the LMLGA. Identify and promote the use of partnerships and networks with public agencies; crown corporations; business; not-forprofit; community
groups; and, volunteers to provide local government and community services in a cost-efficient, effective and timely manner. $0 $500,000 $1,000,000 $1,500,000 $2,000,000 2004 2005 2006
2007 2008 Annual Report -District of Maple Ridge Page 29
Progress Report 2008 Governance The District functions as an open government, allowing citizens access to almost all information and decision-making processes. In 2008, members of the
public were invited to attend 23 Council meetings, 22 Committee of the Whole meetings, 34 Council Workshops, 11 Public Hearings, 66 Advisory Committee meetings, and 1 meeting 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 2009
through 2013 adopted before the end of 2008. Performance Measures Ensure citizens and customers have easy access to timely, accurate, and meaningful information regarding District activities
and issues In terms of the best way of communicating with residents, it is perhaps no surprise that the Internet is by far the most popular medium and has been growing rapidly since
2003. The District’s website clearly has an important role to play in communication and accessibility: of the 89% of residents who have Internet access, 72% have visited the District’s
website. Source: Maple Ridge Citizen Satisfaction Survey, Mustel Group 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 2003 2004 2005 2006 2007 2008 Website User Visits The statistics
for 2007 and 2008 are lower due to a change in service providers and a different method of reporting visits. Approximately half of residents expressed satisfaction with the amount and
type of information they receive from the District, virtually unchanged from 2006 levels. Dissatisfaction levels have actually declined as more residents expressed ambivalence about
the amount and type of District communication they receive. 40% 45% 50% 55% Amount of Information Type of Information Citizen Satisfaction with the amount and type of information provided
2003 2006 2008 ∗ Source: Maple Ridge Citizen Satisfaction Survey, Mustel Group Strategic Direction Conduct our business in a manner that upholds and enhances the public trust. Function
as an open government with the greatest possible access by citizens to information and opportunity for engagement in decision-making processes. Demonstrate leadership in applying and
promoting the principles of sustainability recognizing that each individual decision may not be optimal for all pillars of sustainability. Annual Report -District of Maple Ridge Page
30
Progress Report 2008 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, where citizens and stakeholders are encouraged to be involved throughout the process. Seeking ways to provide
quality services while reducing the property tax burden on 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 2008 was 5.06% compared to a benchmark index (Municipal Finance Authority investment funds)
of 5.03%. The return includes interest payments, interest accrued and unrealized gains or losses due to changes in the market value of the District’s holdings. Including market value
changes in the calculation will cause fluctuations in returns, as market pricing change, but is an accurate measurement of overall return and allows for meaningful comparison to benchmarks.
Municipal Investment Return 0.00% 2.00% 4.00% 6.00% 8.00% Wt. Avg. Long-term Mid-term Short-term Benchmark 2008 Actual 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. Provide high quality municipal services to citizens and customers in a cost effective and efficient manner The District’s Capital Works Program is approximately $15 million
per year. Although the majority of projects are related to community infrastructure, there are other major projects within technology, parks, and general government. Accuracy in preparing
project budgets is important, both to aid in the allocation of District resources and to provide a base with which to compare actual expenditures. Spending within the budget is important,
although there may be situations in which a decision to do otherwise makes sense and is approved. A variance indicates that the underlying cause should be investigated. 2008 Budget*
2008 Actual 2008 Variance$ 2008 Variance% 2007 Variance% Water $1,114,950 $1,720,444 -$605,494 -54% -20% Sewer 764,559 621,979 142,580 19% 0% Roads 5,117,933 5,282,129 -164,196 -3%
28% Drainage 2,673,351 2,668,385 4,966 0% -2% Parks 2,792,427 2,156,093 636,334 23% -2% ∗ 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 than initially planned. Strategic Direction Construct financial
plans and business plans in accordance with the adopted Financial Sustainability Polices. Develop multi-year financial plans that not only address immediate needs but also address the
longterm sustainability of our community. Use a formal, business planning framework as a means to structure decision-making and publicly reporting performance. Identify methods to expand
the tax base and generate non-tax revenue. Continue to use a userpay philosophy. Review policies and processes to ensure they are consistent with the corporate strategic direction and
external influences. Provide high quality municipal services to citizens and customers in a cost effective, efficient and timely manner. Annual Report -District of Maple Ridge Page
31
Progress Report 2008 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 Ensure 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 $1.04 billion, all aging at different
rates that will eventually have to be replaced. In order to properly fund rehabilitation and replacement, estimates show that the District should be spending on average over $29 million
every year. The District’s 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,
the District continues 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, the District has 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 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. Investment Renewal Spending $ M $5 M $10
M $15 M $20 M $25 M 20072008200 92010201120122013201420152016 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
2008 Completed Studies 2009 Planned Studies Fire Hall 2 Fire Hall 3 Operations Building Arts Centre Golden Ears Winter Club Estimated Replacement Value Annual Spending Required (estimated)
Highways $600,020,000 $19,551,157 Drainage 168,813,016 4,010,702 Sewage 152,594,921 3,623,895 Water 123,043,457 2,460,869 $1,044,471,394 $29,646,623 Annual Report -District of Maple
Ridge Page 32
Progress Report 2008 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, and zoning. The District must also ensure that the application 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 2007 2008 Change Single Family Residential 20 – 30
15 – 25 Decrease Basement Finish 5 – 10 5 – 7 Decrease Tenant Improvement 10 – 15 5 – 10 Decrease New Commercial Building 40 – 50 40 – 50 – New Apartment Building 40 – 50 40 – 50 –
Provide staff with training that will broaden their scope of job skills, enhancing effectiveness in their respective roles The District of Maple Ridge supports employee training and
development that is directly related to the job. Continued education is an opportunity for staff to gain new knowledge and skills, for preparation to meet future organizational needs
and to ensure that District corporate goals are achieved. In 2008, staff attended many internal workshops and computer courses as well as specific equipment training. 0 50 100 150 200
2005 2006 2007 2008 Number of Certifications Other Financial Management Accomplishments On January 13, 2009, Council reached a consensus to adopt the 2009 -2013 Consolidated Financial
Plan. Annual Report -District of Maple Ridge Page 33
Progress Report 2008 Internal Service Measures The following set of performance measures relates to how the District provides corporate services to internal clients (i.e., municipal
staff), which ultimately assists them in providing services to the community. Performance Measures Provide prompt and effective assistance to information technology users in response
to a call for help Client expectations were met or exceeded in 97% of the cases that were rated in 2008, representing over 1,300 calls for assistance. Total tickets are down due to
staff shortages; however, client feedback is increasingly low. Service Requests -Meeting Client Expectations 0 500 1000 1500 2000 2500 3000 3500 2004 2005 2006 2007 2008 Exceeded Met
Missed 1 or 2 Missed Many Unrated The number of requests for assistance by technology users has shown a general 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 2008 2007 2006 Target Resolution targets were met in 1 of the 5 priority categories as noted in the graph above. The ‘new work’, ‘standard’, ‘important’, and ‘urgent’
categories missed the resolution targets in 420 of 1,223 tickets. The Information Services department is presently reviewing the Service Level Agreement to ensure resourcing and commitments
are reasonable and all but unavoidable circumstances have been addressed. Strategic Direction Strategic Leadership Process for strategic planning; involvement by senior management;
broad understanding of the strategic direction. Community and 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 and Improvement Plans Link from strategic direction to workplans; emphasis on identifying improvement opportunities;
broad understanding of workplans & improvement plans; measures of outcomes. Annual Report -District of Maple Ridge Page 34
Development Cost Charges Report Maple Ridge, like many municipalities, has seen a brisk pace of development over the past number of years, and with each new subdivision comes a need
to expand our infrastructure network. New development typically needs new roads; our sewer, drainage and water systems need to be expanded to provide those services, and as the population
in an area increases, so does the need for additional parkland. The level of investment needed to support new development is significant and one of the mechanisms available to municipalities
to help finance this investment is Development Cost Charges (DCC’s). DCC’s are monies collected from developers to help offset the costs of the infrastructure investments needed to
service new development. They are imposed by bylaw, pursuant to the Local Government Act, and provide the Municipality with a way to finance capital investment related specifically
to roads, sewers, drainage, water, and parks. The following provides some information about DCC collections and expenditures from 2008 for each of the infrastructure types: Roads Drainage
Sewer Opening Balances $19,904,645 $2,711,373 $1,457,009 Collections* 1,405,349 127,629 27,469 Interest 578,520 53,014 95,669 Expenditures -4,106,707 -130,560 -46,138 Closing Balances
$17,781,808 $2,761,455 $1,534,009 Waivers & Reductions** $ 168,800 $ 24,157 $ 1,288 Water Parks Total Opening Balances $ 1,929,435 $10,702,200 $36,704,662 Collections* 170,177 650,020
2,380,644 Interest 71,766 326,414 1,125,383 Expenditures --1,596,975 -5,880,380 Closing Balances $ 2,171,377 $10,081,659 $34,330,309 Waivers & Reductions** $ --$ --$ 194,245 * Collections
are reported net of Waivers & Reductions. ** In some instances a developer will undertake work that would otherwise be done by the Municipality and funded by DCCs. When this occurs,
the amount of DCCs related to those works may be forgiven. The amounts forgiven in 2008 are reported as Waivers & Reductions. Annual Report -District of Maple Ridge Page 35
Services Provided by Municipal Departments 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 Corporate 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. The department is also responsible for assisting with the advertising and promotion of District programs and events and creating and supporting
a consistent identity for communications. Economic Development Manager Economic Development – Sandy Blue The Economic Development Department is responsible for marketing and awareness-building
activities designed to attract commercial and industrial business investment and create more high value local jobs in Maple Ridge. Through an array of services including Investment
Attraction, Business Retention and Expansion and Film Production Liaison the department assists business owners and those interested in starting or expanding business in the District
of Maple Ridge with strategic information and assistance accessing resources. Relationships with industry and business associations provide access to the most up to date information
available for developing strategic alliances and identifying 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. The District
strives to set 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 in-house and external suppliers. District performance planning is coordinated and supported, which is used to gauge morale, training, and attendance. More than 90% of employees
are governed by the terms of the Collective Agreements in place between the District and Locals of the Canadian Union of Public Employees and the International Association of Fire Fighters.
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 well-being and productivity of District employees. These include: attendance management, employee assistance, occupational health & safety, employee recognition
and suggestion, and administration of the employee welfare benefits. Sustainability & Corporate Planning Manager Sustainability & Corporate Planning – Laura Benson The Sustainability
& Corporate Planning Department helps guide the organization and the community to a more sustainable future, and monitors our progress to ensure we are on course. The department also
directs the performance measurement and reporting activities for the District, and undertakes projects and research of a corporate nature on behalf of the Corporate Management Team.
Community Development, Parks & Recreation Services: General Manager – Mike Murray The Community Development, Parks & Recreation Services Division’s role is to ensure coordination of
resources in management and development of parks and the delivery of leisure services. The division also acts 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 and community development. Annual Report -District of Maple Ridge
Page 36
Services Provided by Municipal Departments The three departments within the division 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 communities. 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 citizens from Pitt Meadows.
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. Parks & Facilities Director – David Boag The Parks & Facilities Department is responsible for operating the Municipal parks system which
includes actively used parkland, sportfields, and significant greenbelt areas. The department operates two Municipal cemeteries by maintaining the grounds, 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. Recreation Director – Kelly Swift The Recreation Department operates the Maple Ridge Leisure Centre, the Pitt Meadows Family Recreation Centre, the Pitt Meadows Heritage
Hall, and the Hammond Community Centre. Facilities are also operated through business agreements at Planet Ice and Pitt Meadows Arena, and through fee for service agreements for The
ACT, the Ridge Meadows Seniors Centre and Maple Ridge and Pitt Meadows Museums. The department coordinates sport, community, and commercial access to recreation and sport facilities,
including fields, ice, dry floor, gymnasiums, multipurpose and meeting rooms. The department offers a range of drop-in and registered recreation programs for public participation including
lessons in swimming, skating, and archery as examples; examples for drop-in fitness include basketball, floor hockey, weight training, aerobics and spinning; the continuum of fitness
services also extend to programs that provide a therapeutic benefit; family active and playtime programs are also provided, as are outdoor recreation opportunities such as Nordic walking,
trail running and others. The department manages fee for service agreements with the Maple Ridge and Pitt Meadows Arts Council for the provision of visual arts programs, theatre performances,
the art gallery, and a public art program; the Ridge Meadows Senior’s Society in the provision of recreation services to adults 55 years and older; and the Maple Ridge Museum and Heritage
Society and the Pitt Meadows Museum and Heritage Society. Lastly, the department supports the development of community-wide and grassroots events, coordination of a festival grant program,
and management of a community festival office. Active community promotions and events are offered in collaboration with community partners, and the department is currently working to
develop a sport tourism strategy and a sport council to improve collaboration and networking among agencies that deliver minor sport opportunities. In addition, the department develops
recreation volunteer programs, promotes community volunteer opportunities, provides liaison support to a volunteer network and works in collaboration with community partners to develop
and implement a comprehensive volunteer appreciation program. Community Services Department Director – Sue Wheeler The Community Services Department is comprised of three functions:
Social Planning, Neighbourhood Development, and Youth Services: Social Planning provides support to the District of Maple Ridge Social Planning Advisory Committee which focuses on improving
the social well-being of the community by building community capacity through Social Services Network Development, Community Solutions initiatives, Community Building Initiatives, and
by encouraging Socially Sustainable practices for current and future citizens. By creating an opportunity for dialogue between Council and local service providers, agencies, and other
levels of government, a collaborative approach to meeting the needs of the community is strengthened. Information is shared, needs or gaps in services are identified, and through collaboration,
resources and action plans are developed. Annual Report -District of Maple Ridge Page 37
Services Provided by Municipal Departments Neighbourhood Development supports and encourages opportunities that contribute to building capacity in neighbourhoods through leadership development
and by supporting initiatives focused on creating healthy connected neighbourhoods. Support is provided to community initiatives such as the efforts to create a long term community
garden plan and a neighbourhood seed grant program. Work in this area is coordinated with other municipal departments to facilitate neighbourhood input processes to community planning
and design of community projects. Youth Services provides recreational program services responding to the needs of preschool (0 to 5 years) and school aged children (6 to 12 years)
and youth (13 to 18 years) in the Maple Ridge and Pitt Meadows area. In addition Youth Services oversees the operation of the Greg Moore Youth Centre, Pitt Meadows Youth Centre, and
the Thomas Haney School Yard Action Park. Children and youth programming utilizes a benefit-based approach with a focus on active living and leadership development, supporting children
and youth to contribute to their own health and well being. Youth Services works with community Partners to encourage the delivery of integrated; prevention focused programming that
will meet the needs of children and youth in this community. Emergency Services Another department supervised by this Division and involving a majority of the Municipality is the Emergency
Services Department. Not to be confused with Police and Fire services that participate as a section of the Emergency Response group who coordinate the activities of the Emergency Operation
Centre during disaster. The Emergency Response group uses the BC Emergency Response Management System (BCERMS) that is comprised of four primary functions: Operations, Planning, Logistics,
and Finance. They are supported by a Communications Officer and an Emergency Management Team headed by the Chief Administrative Officer. They liaison with outside agencies such as BC
Ambulance, Fraser Health, Amateur Radio and agencies that are deemed necessary according to the event. The department also supports Emergency Social Services which is an organization
of dedicated, trained volunteers that provides services such as food, clothing and lodging to evacuees to maintain their dignity and emotional health in an emergency or disaster. They
can respond to any number of events that may include anything from a family who is displaced by a structure fire up to large numbers of people who have been evacuated from an area of
the Municipality. 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 decisionmaking in the organization. In addition, the division is 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. Corporate & Financial
Services also provides support to the RCMP, Police Services, and the Fire Department and is responsible for maintaining and improving the website. Clerk’s 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. 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 department also administers
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 by-elections 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.
Annual Report -District of Maple Ridge Page 38
Services Provided by Municipal Departments Finance Manager of Accounting – Catherine Nolan Manager of Business Systems – Kathleen Gormley Manager of Financial Planning – Trevor Thompson
Manager of Revenue & Collections – Silvia Rutledge The Finance Department provides financial services through cooperative interaction with customers, clients, and co-workers in alignment
with Council’s strategic direction. Departmental responsibility and authority is derived from legislation mandated by the British Columbia Community Charter, the Local Government Act,
Provincial and Federal Statutes and Municipal bylaws. From a legal and community perspective the department upholds the public trust while maintaining financial excellence. From a corporate
perspective strategies and business plans focus energy on supporting the administrative and operational needs of the Municipality to enhance quality service delivery to the public.
This emphasis has driven the requirements for technology, providing monthly operating and financial reports, 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; the provision of internal audit functions; and general
cashiering services. In addition, the Department is responsible for reporting financial matters to the Audit and Finance Committee. Information Services Chief Information Officer –
John Bastaja The Information Services Department is responsible for managing corporate computer systems, data resources, and supporting infrastructure. The department coordinates strategic
technology direction and investments, develops common standards and architectures, and provides business solutions to help front line departments deliver public services efficiently.
The department also maintains the corporate communications assets which includes telephone, radio, email, networks, and servers. Finally, a major service area for the department is
in providing technical advice, data management and reporting, and project management assistance. The Municipal computer network consists of a 1 Gb Ethernet network using 36 Windows
2000 servers, many of which are virtualized. Eight sites are supported, totalling 350 desktop machines and approximately 450 staff. 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. These enterprise applications run on Open VMS and Sun Solaris operating systems, and utilize an Oracle database on the backend. Desktop
computers are utilized for business system and database access, word processing, spreadsheet development, desktop publishing, e-mail, Internet access, drafting, and map production.
Department staff support the Microsoft Office 2003 suite of products on the Windows XP operating system. Public Works & Development Services: General Manager – Frank Quinn The Public
Works & 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 four departments: Engineering, Planning, Operations, and Licences,
Permits and Bylaws. The Recycling Society also liaises with Council through this division. Engineering 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 including Drainage and Terrain Engineering,
Transportation and Traffic Engineering, Wastewater (Sewer) Engineering, and Waterworks Engineering. The department provides 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. Services are managed with an emphasis on improved service quality, technology utilization, risk man-Annual Report -District of Maple Ridge Page 39
Services Provided by Municipal Departments agement, and environmental performance. This is important because the infrastructure assets of the District in water distribution, roads, sewage,
and drainage collection systems are estimated at approximately $440 million. 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. Operations Director – Russ Carmichael The Operations Department 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 public works and underground infrastructure, protecting the environment, maintaining current service
levels, providing amenity and convenience features, and providing services at a minimum cost to the taxpayers in a manner as responsive to their needs as possible. Roadworks is led
by the Roads & Equipment Superintendent. Responsible for asphalt patching, sidewalk maintenance, road grading, snow/ice control, bridge maintenance, street sweeping, and 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, Supervisory Control and Data Acquisition (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 District customers receive quality service at competitive prices. Calls are received in this department 24 hours per day -7 days a week and are investigated, responded to and recorded
in the public action request system. Planning Director – Jane Pickering The Planning Department is responsible for pursuing Council’s direction in land use policy creation; the management
of a variety of development applications; and environmental policy and enforcement. 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 zoning, 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. This section is responsible for processing development files including amendments to the Official Community Plan and
Zoning Bylaw, Land Use Inquiry, Subdivision, Development Permit, Development Variance Permit, and Agricultural Land Reserve Commission applications. Annual Report -District of Maple
Ridge Page 40
Services Provided by Municipal Departments Other areas include researching the environmental component of the Emergency Response Plan, reviewing the contract for the Mosquito Control
Program and researching new contract provisions, as well as assessing changes in Provincial regulations. Staff support is provided to the Advisory Design Panel and to the Board of Variance
along with providing supplemental support in the area of urban trees. 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 Community
Heritage Commission, and the Agricultural Advisory Committee. This section is responsible for Zoning and Official Community Plan policy review and development and professional support
and advice to Council, committees of Council, members of the public, community groups, community agencies, and independent consultants. Technical assistance is provided to other departments
as well as brochure development. Community Planning is involved in the creation and review of the Official Community Plan, neighbourhood plans, the review of bylaws related to development
and participate in GVRD committees as needed. Ridge Meadows Recycling Society Ridge Meadows Recycling Society (RMRS), a community-based, charitable non-profit organization, in partnership
with the District of Maple Ridge provides bluebox recycling collection, operates the Maple Ridge Recycling Depot and Intermediate Processing Facility, and offers education on environmental
issues to all residents of Maple Ridge. As a local employer (64 employees – full and part time), the Society provides entry-level employment and training opportunities, as well as supported
work and training for adults with developmental disabilities. RMRS is an award-winning environmental organization that promotes the 3R’s, provides excellent customer service, seeks
out partnerships to enhance recycling services and maximise returns on commodities. Maple Ridge Fire Department Fire Chief, Director of Operations – Peter Grootendorst Fire Chief, Director
of Community Fire Safety– Dane Spence 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 98 dedicated paid-on-call firefighters, 29 full-time firefighters, six chief officers, and two administrative support staff. The Fire department relies 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 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 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 provides the most modern first responder treatment for heart attack victims. 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 Annual Report -District of Maple Ridge Page 41
Services Provided by Municipal Departments buildings, high occupancy dwellings, day care, and adult care facilities to ensure a basic level of life safety, and is 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. Officer In Charge – Superintendent Dave Walsh 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 provides 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”. 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 responsible for the investigation of offences against
the various Federal Acts, particularly the Criminal Code of Canada, Provincial Statutes, and some municipal bylaws. 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. Crime Reduction Unit – targets prolific offenders and crime
in both communities. General Investigation -Responsible for investigation of all serious crimes, including sexual assaults and fraud cases that require extensive investigation which
are beyond the resources of the General Duty section. Other areas of police work include: -Administration -Police Dog Service -Records Management -Forensic Identification -Youth Resource
Officers -Victim Services The detachment is responsible for policing the communities of Maple Ridge and Pitt Meadows. Maple Ridge currently has contracted 92 RCMP member positions (including
centralized roles), enhanced with 3 Community Safety Officers (1 position dedicated to the downtown core and 2 positions working in our schools), Pitt Meadows has contracted 21 RCMP
members, and the Provincial Government provides for 3 positions. The total detachment complement is 109 members. As well, there are 38 full-time municipal employees who provide support
in clerical and administrative duties such as exhibits, guarding, customer service, records management, Canadian Police Information Centre (CPIC), PRIME, volunteer coordination, training
and media and court liaison. As well, approx. 40 trained and supporting on-call resources provide back-up support to the regular complement of municipal employees. Ridge Meadows detachment
has an active volunteer base of approximately 100 volunteers who dedicate themselves to RCMP programs such as Citizens on Patrol, Citizens Bike Patrol, Speed Watch, Block Watch, and
Auxiliaries. Hot Summer Nights Annual Report -District of Maple Ridge Page 42
Awards The District has been awarded two distinguished communication awards (“Hermes Creative Awards”) as judged by the Association of Marketing and Communication Professionals. The
first award is in the Platinum category for the “2007 Citizens Report.” The report speaks to the previous year’s accomplishments, future goals, and includes performance measurements.
It has been designed in such a way as to make it attractive to the eye, easy to read and informative. It supplements other traditional means of delivering information to the community.
The Second Award is in the Gold category for the “Vote – It’s Important” initiative. Maple Ridge joined forces with neighbouring communities to pursue a more vigorous media campaign
and bombarded the public in a more aggressive manner with reference to their rights and responsibilities to vote, with the ultimate goal of increasing voter participation. Hermes Creative
Awards is an international competition for creative professionals involved in the concept, writing and design of traditional and emerging media that recognizes outstanding work in the
industry. Judges are industry professionals who look for companies and individuals whose talent exceeds a high standard of excellence and whose work serves as a benchmark for the industry.
There were approximately 3,700 entries from a number of countries. The Hermes’ Platinum Award is presented to those entries judged to be among the most outstanding entries in the competition
while Gold Award winners are judged to exceed the high standards of the industry norm. The District was the recipient of the 12th consecutive Government Finance Officer’s Association
(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. The District was the recipient of the 18th consecutive GFOA “Canadian Award for
Financial Reporting.” In order to receive this award, a government unit must publish an easily readable and efficiently organized annual financial report, whose contents conform to
program standards. Such reports should go beyond the minimum 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. The District is proud to announce that employees raised
over $33,000 during this year’s United Way fund-raising effort. Much of this money stays in the community to help those in need. For its efforts the District received the much-coveted
United Way “Award of Excellence” because this was the fifth consecutive year that the District’s employee campaign achieved United Way “Gold” status. This incredible fund-raising goal
is based on 80% of an organization’s payroll for one day. While this recognition is nice, the true value of the campaign is the funds raised to assist friends and neighbours. Annual
Report -District of Maple Ridge Page 43
Summary of Services and Regional Relationships The District of Maple Ridge is the fifth oldest and eleventh largest (by land size) of the 157 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 Metro Vancouver (formerly 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 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 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. • Metro Vancouver (formerly Greater Vancouver Regional District) – Provides air quality management, transportation
planning, regional housing, regional parks (the 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
water, maintaining the supply, ensuring its quality, and delivering it to the member municipalities for distribution by local systems. Annual Report -District of Maple Ridge Page 44
Summary of Services and Regional Relationships 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 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 -District of Maple Ridge Page 45
Message from the Corporate Finance Officer I am pleased to present, on behalf of the Finance Department, the 2008 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, 2008. Our 2007 Annual Report received the Government Finance Officer’s Associaton’s (GFOA) Canadian Award for Financial Reporting, an award that recognizes
local governnments across Canada that produce high quality financial reports. This was the 18th consecutive year that Maple Ridge received this award. The purpose of the Annual Report
is to provide insight into the financial results for our fiscal year ended December 31, 2008. For your convenience, it is divided into three sections, as follows: 1. Introductory Section
– Provides an overview of Council’s strategic direction and the economic and administrative context in which the District operates. 2. Financial Section – Presents the Consolidated
Financial Statements, accompanying notes and supplementary information, and the independent auditor’s report. 3. Statistics Section – Presents statistical and financial information
on a multi-year comparative basis. Local government financial statements are intended to assist readers to evaluate how public resources are being managed. They compare the deployment
of financial resources against budget and past performance. As required under British Columbia’s Community Charter, this Annual Report contains comprehensive information about the goals
and objectives within the focus areas identified by Council in their Strategic Plan. The 2008 Progress Report on page 12, communicates performance towards the achievement of these goals
and objectives during 2008. We will continue to measure our performance in these areas and communicate results each year. 2008 in Review 2008 was an extremely busy year including an
increased focus on capital investment, a municipal election and continuing to address the needs of a growing community. The following highlights just a few of the accomplishments realized
during 2008: negotiated an agreement with the Province to extend the sewer line to the corrections facilities on 256 Street in collaboration with TransLink, opened the new transit
hub completed the Town Centre Plan including the Parking Strategy constructed Maple Ridge’s first roundabout on 232 Street initiated the Youth Action Park Mentorship Program
worked with the RCMP to pilot the Community Safety Officer program invested over $5 million in infrastructure such as roads, drainage, water and sewer implemented new Tax and Utility
software Economic Climate It is difficult to talk about the economy in 2008 without first looking at the global picture. The world experienced a dramatic, synchronized economic slowdown
in 2008; stock markets plunged and the phrase “toxic assets” became familiar to all of us. Financial institutions once considered backbones of the US economy disappeared and, most recently,
the viability of the domestic auto industry has come into question. Canada has not escaped the economic turbulence, but it has fared better than many other countries. Our banking industry
is now the envy of the world and economists feel that Canada is better positioned to emerge from the current recession than other industrial countries. British Columbia’s experience
was similar to the rest of the country. Growth in real GDP was marginal at 0.6% with contraction forecast for 2009. Unemployment rates increased to 5.3% by the end of the year and have
continued to climb into the first quarter of 2009. Current predictions are that the recession will likely deepen in 2009 with a return to modest growth occurring in 2010. Locally, we
are seeing the impact of the recession with a local manufacturer downsizing due to reduced demand. Meanwhile, construction on both the Golden Ears and the Pitt River bridges continues
on schedule, but it remains to be seen what impact their openings in 2009 will have on the local economy. It is hoped the favourable effect on traffic flows will help to make the area
more attractive to businesses. In 2008, overall development related revenues remained strong, though development activity slowed considerably in the last quarter of the year; 3,800
building permits were issued with an estimated construction value of $136 Million (M). While the number of building permits issued in 2008 was only slightly less than 2007, this is
due to the strength of development activity in the first nine months of the year. The slowdown experienced in the last quarter of 2008 is expected to continue through 2009. Annual Report
-District of Maple Ridge Page 46
Message from the Corporate Finance Officer Maple Ridge Construction Values 104 109 256 189 136 0 50 100 150 200 250 300 2004 2005 2006 2007 2008 ($ Millions) Maple Ridge issued over
4,200 business licences in 2008, in line with numbers from 2007. Licences are issued for commercial, home-based, non-residential and non-profit businesses. The proportion of licences
for each category has remained reasonably constant over the past five years with approximately 35% commercial, 37% home-based, 27% non-residential and 1% non-profit, indicating that
the economic base in Maple Ridge has remained relatively stable over the past number of years. Risk Management Risks to Municipal operations are assessed on an ongoing basis and risk
management strategies are revised or developed in response to experience, changes in operations or relevant legislation. Maple Ridge insures its operations through a combination of
risk transfer through purchased insurance, membership in the Municipal Insurance Association (MIA) and risk retention through the use of self insurance reserves. The following discussion
identifies risks that could affect the 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. While changes in interest rates could impact expected earnings, we are conservative
in our investments. That is why we have maintained positive returns during difficult times. Regional Partnerships Maple Ridge provides sewer and water services to residents through
its membership in the regional district (Metro Vancouver) and related entities. The District does not control the financial operations of Metro Vancouver, but is proportionately responsible
for their costs through annual levies and service payments. Changes in the financial needs of these entities can 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 Events such as a pandemic, natural disaster or technology failure could have an impact on our community and our operations.
An Emergency Preparedness plan is in place and exercised regularly to help us prepare for a disaster. The Business and Financial Planning Process Maple Ridge has developed comprehensive
Business Planning Guidelines for use in the financial planning process. These guidelines are updated annually and are intended to assist Council with the difficult task of resource
allocation. Departmental business plans communicate alignment with 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. Business and Financial Plan review sessions are open to the public and provide opportunities for individuals to ask questions
of Council on decisions or to make submissions on all programs. 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 2008-2012 Financial Plan was developed using the following key assumptions, all of which were discussed at Council meetings open
to the public: the assessment base would experience real growth of 2.35% per year property tax revenues would increase by 4.0% in 2008 through 2012 the Fire Improvement Levy would
continue to increase by $600,000 plus growth each year Sewer Utility rates would increase by 5% and Water Utility rates by 9% each year Annual Report -District of Maple Ridge Page
47
Message from the Corporate Finance Officer 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: support for enhanced security in the downtown core support for corporate
succession planning advancing key capital projects through the use of debt financing, contingent on public assent The 2008-2012 Financial Plan reflected Council’s commitment to maintaining
our infrastructure into the future, directing 1% of the approved annual tax increase toward infrastructure sustainability. This will allow 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 District is committed to providing financial
reports that enhance stakeholder trust. The following discussion and analysis provides information in support of the 2008 Audited Consolidated Financial Statements and is intended to
enhance understanding of our financial activities and some of the major factors that affected our financial position. It is supplementary information to the financial statements and
should be read in conjunction with the Consolidated Financial Statements, accompanying notes and supplemental information. 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 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). Financial statements
in the public sector serve as a central feature of local government financial reporting. They report a local government’s actual financial activities in comparison to planned activities
and the resulting financial condition of the local government. They are not intended to replace a variety of other financial reports used in planning, analysis and decision-making,
nor are they intended to be the sole measure of government performance in the period. Rather, they present financial information that is useful in evaluating the local 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 Consolidated Financial Statements
is a report from 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 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 financial reports of the wholly owned companies.
The Committee has the authority to request from management specific reports or analysis and is authorized to request the presence of other staff to report or answer questions 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. Annual Report -District of Maple Ridge
Page 48
Message from the Corporate Finance Officer 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. 2008 Consolidated Financial Statements From a financial perspective, the results for 2008 are positive.
The year ended without the Net Debt projected in the financial plan. Revenues exceeded expenditures by $4.5M compared with a projected deficiency of $40.2M; reserve balances increased
by $1.7M to a total of $47.9M. 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 2008. The following sections provide an analysis of the 2008 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 $14.7M
representing an improvement in financial position of $4.5M compared to a planned decline of $40.2M Municipal long-term debt decreased by $2M to a total of $44M unused annual debt
servicing capacity based on our current financial condition is $11.4 Million 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 existing financial commitments. Financial Assets: the District
has a Net Financial Asset position of $14.7M as at December 31, 2008. The change in Net Assets is discussed in more detail in the Consolidated Statement of Financial Activities (Statement
B) 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 cash and investments have increased by $7.3M.
Major contributors to this change are earnings of $4.5M and an increase in deferred revenues of $2.2M receivables decreased by $4.9M mainly due to a decrease in Development Cost Charges
receivable Liabilities: the actuarially determined liability for future employee benefits is $4.2M. This liability will be settled over the longer term and does not impose an immediate
claim on cash flow as discussed in section 6, there were a number of municipally funded capital projects, $36.8M that were not completed as planned by December 31, 2008 Had these
projects been completed, they would have decreased cash and therefore the Financial Position would have been Net Debt of $22.1M 2 Statement B – Page 59 Consolidated Statement of Financial
Activities This statement reports the extent to which revenues raised in 2008 were sufficient to meet expenditures in 2008. 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 (2007) revenue from general taxation
increased $3.9M through a combination of higher tax levies and growth of the assessment roll user fees and other revenue increased by $3.6M. While some of this is offset by increases
in the related expenditures we did realize increases from development related revenues, gravel sales and our commercial activities Annual Report -District of Maple Ridge Page 49
Message from the Corporate Finance Officer since development revenues and senior government grants are often linked to capital expenditures, most changes in these revenues are related
to changes in capital expenditures investment income increased by $1.2M due to a larger than anticipated investment portfolio, the result of differences in actual and planned expenditures,
primarily in the Capital program ii) Consolidated Revenue (Statement B) Compared to budget (2008) As in previous years, there were 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 $37M. This was offset
by higher than expected revenues from investment earnings and user fees, such as building permits, as well as a corresponding reduction in capital expenditures as discussed in section
5. iii) Consolidated Expenditures (Statement B) Compared to previous year (2007) 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 (2008) The consolidated financial activities for 2008 reflect a positive variance of $44.7M compared to budget. The main
contributor to this variance is the level of capital expenditures. Actual expenditures for municipally funded capital were $36.8M less than forecast in the Adopted Financial Plan. (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 a refundable deposit, cash is increased but revenue is not.
Overall, the District’s cash position at the end of 2008 was comparable to 2007, decreasing slightly to $17.8M from $18.3M. 4 Statement 1 – Page 77 Statement of Changes in Operating
Fund Balances i) Operating Expenditures Compared to previous year (2007) Overall, operating expenditures increased by about 10% from 2007. Factors contributing to this increase include
retroactive contract settlements, continued implementation of the Fire Department Master Plan and increased RCMP contract costs. ii) Operating Expenditures Compared to budget (2008)
Overall operating expenditures came in under budget, with two exceptions. In the Recreation & Cultural area, expenditures in excess of budget relate to the Pitt Meadows Arena, and are
offset by related revenues. In the Transportation area, expenditures in excess of budget are related to increased snow removal costs from the excessive amount of snowfall experienced
in 2008. 5 Statement 2 – Page 78 Statement of Changes in Capital Fund Balances i) Capital Expenditures Compared to previous year (2007) Excluding donated and developer contributed assets,
capital activity in 2008 was equivalent to 2007 levels. Although overall expenditure levels were comparable there was a shift in expenditures for land acquisitions from Recreation in
2007 to Planning & Public Health in 2008 as land for cemetery expansion was acquired in the current year. ii) Capital Expenditures Compared to budget (2008) Actual 2008 capital expenditures
fell short of budget by $74M. Of this $36.8M would have been funded from Municipal sources, with the balance from borrowing and other outside sources. This variance, although larger
than normal, is in line with the District’s experience in most years, and reflects the size of the 2008 capital program. The variance can be attributed to a number of factors, such
as pending agreements with other agencies and extended negotiation times associated with many land acquisitions. 6 Other 2008 Fund Balances: i) Operating Fund (Statement 1) – Page 77
The Operating Fund balances of $10.8M (as shown on Statement 1) are detailed in the notes Annual Report -District of Maple Ridge Page 50
Message from the Corporate Finance Officer to the financial statements under “significant accounting policies.” These funds represent financial assets available to the District that
Council has not earmarked for specific future use. ii) Capital Fund (Statement 2) – Page 78 This fund is in a deficit position of $15.4K. This is related to projects that will be funded
by debt once final project costs are available. In the interim carrying costs are allocated to the General Revenue Fund. There is no effect on the consolidated expenditures or the financial
position. Funding will be available upon project completion. iii) Reserve Accounts and Funds (Statement 3) – Page 79 Reserve Accounts are appropriations of surplus, established informally
and generally associated with the operating program. These totaled $21.9M at December 31, 2008. Reserve Funds are established by Council bylaw and are usually restricted for capital
purposes. Financial assets within a reserve fund can only be used for the purpose for which it was established. These totaled $26M as at December 31, 2008. Interest is allocated to
the Reserves based on their balance after considering amounts due from them for capital expenditures incurred to date on their behalf. The use of Reserve Funds and Reserve Accounts
has allowed the District to effectively manage the needs of a growing community for over 30 years. There is $47.9M in various reserves at year-end. However some of that amount relates
to capital projects that were not completed before December 31, 2008. If these projects had been completed as planned, the Reserve balances would have been reduced by approximately
$20.1M and Net Debt increased similarly. Assessment of Trends The District has Net Financial Assets of $14.7M at the end of 2008. This position has improved from Net Debt of $1M in
2005, which was the result of 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. Based on current projections, we expect our financial position to move into Net Debt for the next five years. These projections are based on the expectation
that capital expenditures will occur as planned. Although past experience indicates that this does not typically occur it is important to keep in mind the impact of the financial plan
on our financial position. Outlook In December of 2008, Council adopted a financial plan for 2009-2013. The plan includes $134M in planned capital expenditures to address infrastructure
needs in the community. Added to this is approximately $72M of expenditures approved for 2008 for projects that are not yet completed. Many of these expenditures are dependent on revenues
from outside sources, such as grants from other levels of governments, contributions from other agencies or development cost charges. If those revenues are not realized, either through
unsuccessful grant applications or as a result of the current economic situation, it may be necessary to adjust the capital program accordingly. Overall, though, the District’s financial
condition remains strong, with 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: impact of the economy on development related revenues growth driven increases in operating costs a predominately
residential assessment base that continues to grow faster than the commercial and industrial sector increasing costs from the regional district for sewer and water providing for
the future replacement of infrastructure changes to PSAB guidelines and reporting models Conclusion Maple Ridge continues to demonstrate its commitment and expertise in financial
management, as demonstrated by receiving the Canadian Award for Financial Reporting for the 18th consecutive year. Some items planned for 2009 are: completion of Spirit Square new
animal shelter in partnership with SPCA host the BC Disability Games Theatre BC’s Mainstage 2009 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 2008 results. The reason for our success is the strong commitment to excellence by our employees
in all that they do. Paul Gill, BBA, CGA General Manager: Corporate & Financial Services Corporate Finance Officer May 15, 2009 Annual Report -District of Maple Ridge Page 51
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, 2008. 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 2008 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 Expenditures • Statement of Changes in Operating Fund Balance • Statement of Changes in Capital Fund Balances • Statement of Changes in Reserve Balances • Continuity Schedule
of Long Term Debt • Continuity Schedule of Reserves Annual Report -District of Maple Ridge Page 52
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”. 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 have 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 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
-District of Maple Ridge Page 53
Auditors' Report To the Mayor and Councilors of the Corporation of the District of Maple Ridge We have audited the Consolidated Statement of Financial Position of the Corporation of
the District of Maple Ridge as at December 31, 2008 and the Consolidated Statements of Financial Activities and Change in Cash and Temporary Investments for the year then ended. These
financial statements are the responsibility of the District's management. Our responsibility is to express an opinion on these financial statements based on our audit. We conducted
our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we plan and perform an audit to obtain reasonable assurance whether the financial
statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also
includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. In our opinion, these
financial statements present fairly, in all material respects, the financial position of the Corporation of the District of Maple Ridge as at December 31, 2008 and the results of its
operations and its cash flows for the year then ended in accordance with Canadian generally accounting principles. Our audit was made for the purpose of forming an opinion on the consolidated
financial statements taken as a whole. The supplementary information included in Statements 1 through 3 and Schedules 1 and 2 is presented for purposes of additional analysis. Such
supplementary information has been subjected to the auditing procedures applied in the audit of the consolidated financial statements and, in our opinion is fairly stated, in all material
respects, in relation to the consolidated financial statements taken as a whole. Information in the Statistics Section is prepared without audit. Chartered Accountants Vancouver, British
Columbia March 18, 2009 BDO Dunwoody LLP 600 -925 West Georgia Street Chartered Accountants Vancouver, BC Canada, V6C 3L2 Telephone: (604) 688-5421 Telefax: (604) 688-5132 E-mail: vancouver@bdo.ca
Annual Report -District of Maple Ridge Page 54
Consolidated Financial Statements Significant Accounting Policies For the year ended December 31, 2008 (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. 2008 2007 Operating Funds (Statement 1)-As At December 31, 2008 the fund balances were as follows: General Revenue Fund $ 3,803,519 $ 2,673,416 Sewer Revenue Fund 3,173,995 3,737,315
Water Revenue Fund 3,867,665 3,452,433 10,845,179 9,863,164 Capital Funds (Statement 2)-As At December 31, 2008 the fund balances were as follows: General Capital Fund (15,424) (72,817)
Sewer Capital Fund --Water Capital Fund --(15,424) (72,817) Reserves (Statement 3)-As At December 31, 2008 the reserve balances were as folllows: Reserve Fund and Reserve Accounts 47,902,778
46,248,885 Total Fund Balances 58,732,533 56,039,232 Long Term Debt -comprised of the debts shown on Schedule 1 44,018,240 45,844,029 Net Assets $ 14,714,293 $ 10,195,203 (b) Accrual
Accounting The accrual method for reporting revenues and expenditures, including capital 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 -District of Maple Ridge Page 55
Consolidated Financial Statements (c) Revenue Recognition Taxation Annual levies for non-optional municipal services and general adminstrative 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 that 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 shown in Note 11. 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.
Capital expenditures are reported on the Consolidated Report of Segmented Revenue and Expenditures. Annual Report -District of Maple Ridge Page 56
Consolidated Financial Statements (f) Subdivision infrastructure Subdivison 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
or 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 asets and liabilites 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 precentage of completion of buildings and subdivision inspections. Actual results could differ from those estimates. (h) Budget
figures The budget figures used are based on the five year financial plan adopted May 13, 2008. Contributed subdivision infrastructure for 2008 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 and long term 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 service 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 -District of Maple Ridge Page 57
Consolidated Financial Statements Statement A Consolidated Statement of Financial Position As at December 31, 2008 Actual Actual 2008 2007 Financial Assets Cash and temporary investments
(note 1) $ 17,796,049 $ 18,321,091 Portfolio investments (note 1) 100,002,153 92,159,630 Accounts receivable (note 2) 12,170,400 17,036,111 Recoverable local improvements (note 3) 1,086,382
876,209 Other assets (note 7) 562,982 600,067 131,617,966 128,993,108 Liabilities Accounts payable and accrued liabilities (note 5) 13,861,354 12,213,451 Deferred revenue 10,420,100
8,260,924 Restricted revenue (note 11) 38,599,279 40,865,715 Refundable performance deposits and other 5,820,400 7,490,986 Employee future benefits (note 8) 4,184,300 4,122,800 Long
term debt (note 6, schedule 1) 44,018,240 45,844,029 116,903,673 118,797,905 Net Financial Assets $ 14,714,293 $ 10,195,203 Paul Gill, CGA Ernie Daykin 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) c) Pension Plan (Note 4) d) Tangible Capital Assets (Note 12) Annual Report -District of Maple Ridge Page 58
Consolidated Financial Statements Statement B Consolidated Statement of Financial Activities For the Year Ended December 31, 2008 Actual Budget Actual 2008 2008 2007 Revenue-(segment
report): Taxes for municipal purposes (note 9) $ 50,028,475 $ 49,857,410 $ 46,096,676 User fees and other revenue 29,739,791 26,511,326 26,139,978 Senior government transfers 2,976,171
16,471,709 4,914,817 Development revenue 7,890,331 34,201,026 8,556,488 Interest and investment income Investment Income $ 4,509,791 Interest Income 1,000,069 Less: Deferred amount
(1,136,481) Interest and investment income 4,373,379 4,373,379 1,695,000 3,176,526 Asset disposal proceeds and other gains 708,277 -929,590 Contributed subdivision infrastructure 944,114
944,114 1,490,323 96,660,538 129,680,585 91,304,398 Expenditures-(segment report:) Protective services 25,472,488 39,868,794 22,997,397 Transportation services 15,408,957 49,595,267
15,621,956 Recreation and cultural 18,366,691 40,234,523 17,525,321 Water utility 8,129,287 9,755,829 9,087,857 Sewer utility 6,889,547 9,046,598 6,681,886 General government 11,931,551
16,976,781 10,483,182 Planning, public health and other 5,942,927 4,422,893 2,627,843 92,141,448 169,900,685 85,025,442 Excess (Deficiency) of Revenue over Expenditures 4,519,090 (40,220,100)
6,278,956 Principal /Sinking Fund payments (schedule 1) (1,825,789) (3,867,145) (1,893,383) Debt Issued -21,766,152 -Increase (decrease) in Fund Balances 2,693,301 (22,321,093) 4,385,573
Fund Balances Beginning of the Year 56,039,232 56,039,232 51,653,659 Fund Balances End of the Year $ 58,732,533 $ 33,718,139 $ 56,039,232 a) The notes to the Consolidated Financial
Statements are an integral part of this statement b) Contingencies, Committments and Unrecognized Liabilities (Note 10) c) Pension Plan (Note 4) d) Tangible Capital Assets (Note 12)
Annual Report -District of Maple Ridge Page 59
Consolidated Financial Statements Statement C Consolidated Statement of Change in Cash and Temporary Investments For the Year Ended December 31, 2008 Actual Actual 2008 2007 Cash and
Temporary Investments Provided by (Used for): Operations: Excess (Deficiency) of Revenue over Expenditures $ 4,519,090 $ 6,278,956 Decrease (Increase) in Non-Cash Financial Assets Accounts
receivable 4,865,710 (1,680,757) Recoverable local improvements (210,172) (61,435) Other assets 37,084 11,761 4,692,622 (1,730,431) Increase (Decrease) in Short Term Liabilities Accounts
payable 1,647,903 1,913,517 Deferred revenues 2,159,177 1,581,942 Restricted revenues (2,266,436) 4,165,973 Employee future benefits 61,500 207,400 Refundable performance deposits and
other (1,670,586) 4,859,650 (68,442) 12,728,482 Financing: Principal/Sinking Fund payments (1,825,789) (1,893,383) Long term debt issued --(1,825,789) (1,893,383) Investing: Increase
in portfolio investments (7,842,523) (25,129,299) Decrease in Cash and Temporary Investments (525,042) (9,745,675) Cash and Temporary Investments -Beginning of Year 18,321,091 28,066,766
Cash and Temporary Investments -End of Year $ 17,796,049 $ 18,321,091 Annual Report -District of Maple Ridge Page 60
Consolidated Financial Statements Notes to the Consolidated Financial Statements For the Year Ended December 31, 2008 1. Cash and Investments Cash and Temporary Investments: Cash and
temporary investments as at December 31, 2008 were comprised as follows: 2008 2007 Cash $ 5,795,999 $ 1,321,410 Temporary Investments 12,000,050 16,999,681 $ 17,796,049 $ 18,321,091
Temporary investments are bank term deposits and Guaranteed Investment Certificates with effective interest rates of 3.20% -3.80%. Additionally, the Municipality holds temporary investments
of $1,482,738 ($1,801,144 for 2007) and agreements receivable of $316,574 ($1,047,529 for 2007) for trusts which are not reported elsewhere in the financial statements. They are held
for the following trusts: Balance Interest Balance Dec 31, 2007 Earned Receipts Disbursements Dec 31, 2008 Latecomer Fees $ 45,866 $ -$ 126,921 $ 153,510 $ 19,277 Cemetery Perpetual
Care 620,610 57,518 42,188 57,518 662,798 Greater Vancouver Sewer & Drainage District 2,052,241 -296,613 1,426,222 922,632 Albion Dyking District 129,956 65 107,795 43,211 194,605 $
2,848,673 $ 57,583 $ 573,517 $ 1,680,461 $ 1,799,312 Portfolio Investments Portfolio investments include Federal Government Backed Bonds and Bank Notes with effective interest rates
of 3.58% -8.25%. They also include equity linked Bank Notes and pooled investment funds of the Municipal Finance Authority of British Columbia, neither of which has a stated rate of
return. For these investments, income is recognized as it is received; in 2008 returns were positive and ranged to 7.19%. The Municipality does not hold any asset backed commercial
paper or hedge funds. The carrying value of securities is based on the cost method whereby the cost of the security is adjusted to reflect investment income that is accruing, and any
permanent decline in market value. During the term of individual investments there wil be fluctuations in market values. Such fluctuations are considered normal, and if held to maturity,
market value will be equal to face value. The carrying value of Portfolio Investments, net of an allowance of $169,283 ($169,283 for 2007), at December 31, 2008 was $100,002,153 ($92,159,630
for 2007). The market value at December 31, 2008 was $98,402,500 ($90,421,875 for 2007), included in this amount is $1,268,213 ($24,268,670 for 2007) for securities shown at cost for
investments for which there is no active market. Annual Report -District of Maple Ridge Page 61
Consolidated Financial Statements 2. Accounts Receivable 2008 2007 Property Taxes $ 4,303,637 $ 3,535,855 Other Governments 1,143,072 2,139,408 General and Accrued Interest 2,921,274
2,618,246 Development Cost Charges 3,827,956 8,799,696 12,195,939 17,093,205 Less: Allowance for Doubtful Accounts (25,539) (57,094) $ 12,170,400 $ 17,036,111 3. Recoverable Local Improvements
The Municipality provides interim financing for certain geographically localized capital projects. It recovers these amounts either from benefiting property owners or from provincial
subsidies. As at December 31, 2008 the recoverable balance was comprised as follows: 2008 2007 Recoverable from property owners Local improvement fund projects $ 962,195 $ 716,266 962,195
716,266 Recoverable from Province Sewerage projects 124,187 155,185 Water system projects -4,758 124,187 159,943 $ 1,086,382 $ 876,209 4. Pension Plan The Municipality and its employees
contribute to the Municipal Pension Plan (Plan), a jointly trusted pension plan. The Board of Trustees, representing plan members and employers, is responsible for overseeing the management
of the Plan, including investment of the assets and administration of benefits. The pension plan is a multiemployer contributory pension plan. Basic pension benefits provided are defined.
The plan has about 150,000 active members and approximately 54,000 retired members. Active members include approximately 32,000 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, 2006 indicated a surplus
of $438 million for basic pension benefits. The next valuation will be as at December 31, 2009 with results available in 2010. The actuary does not attribute portions of the surplus
to individual employers. Employer contributions to the Plan for 2008 were $1,637,589 ($1,454,528 for 2007) they are included in consolidated operating expenditures. Employee contributions
for 2008 were $1,404,462 ($1,251,265 for 2007). Due to severe market declines, the 2008 investment return on Plan assets to September 30, 2008 was a loss of 6.86%, which is below the
actuarial target and slightly below the benchmark. The Plan could be at an underfunded position in comparison to the 2006 actuary reported surplus. If there is an underfunded liability,
the employer's contribution rate may increase. However, this increase may not be sufficient to keep the Plan fully funded. The Plan's Board of Trustees has reviewed its asset allocation
and will be making changes to its Statement of Investment Policies and Procecures at its March 2009 Board Meeting. Annual Report -District of Maple Ridge Page 62
Consolidated Financial Statements 5. Accounts Payable and Accrued Liabilities : 2008 2007 Accounts Payable: General $ 6,864,721 $ 5,379,608 Other Governments 4,894,831 4,984,346 Salaries
and Wages 1,439,886 1,052,388 13,199,438 11,416,342 Accrued Liabilities: Vacation Pay 330,595 505,702 Other Vested Benefits 331,321 291,407 661,916 797,109 $ 13,861,354 $ 12,213,451
6. Long Term Debt (Schedule 1) Long Term Debt is reported net of Sinking Fund balances and interest expense is reported net of Sinking Fund earnings. The Municipality carries no debt
for others. The Debenture debt issued and outstanding as at Dec 31, 2008 was $44,018,240 ($45,844,029 for 2007). The following debenture debt amounts plus related interest are payable
over the next five years. 2009 2010 2011 2012 2013 $ 1,727,113 $ 1,760,031 $ 1,779,974 $ 1,814,777 $ 1,850,562 The Municipality has the following authorized, but un-issued debt as at
December 31, 2008. L/A Bylaw L/A Amount Expiry Date # 6246 $ 700,000 July 2009 # 6558 6,000,000 July 2013 # 6559 1,520,000 July 2013 # 6560 900,000 July 2013 # 6561 10,671,185 July
2013 # 6562 2,675,000 July 2013 $ 22,466,185 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 $562,982 ($600,067 for 2007). Annual Report -District of Maple Ridge Page 63
Consolidated Financial Statements 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 20 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 20 days pay provided they work a minimum of 10
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. An actuarial valuation of these benefits was performed to determine the Municipality’s liability and accrued benefit obligation as at December 31, 2006
and updated for December 31, 2008. The valuation resulted in an unamortized actuarial gain of $275,200 ($134,900 for 2007) at December 31, 2008. Actuarial gains or losses are amortized
over the expected average ramaining service life of employees. The benefit liability at December 31, 2008 was $4,184,300 , ($4,122,800 for 2007) comprised as follows: 2008 2007 Benefit
Liability -Beginning of the year $ 4,122,800 $ 3,915,400 Add: Current service costs 266,000 257,000 Interest on accrued benefit obligation 184,400 178,300 Less: Ammortization of actuarial
gain (13,400) (5,600) Benefits paid during the year (375,500) (222,300) Benefit Liability -End of the year 4,184,300 4,122,800 Less: Unamortized actuarial gain (275,200) (134,900) Accrued
benefit obligation -End of the year $ 3,909,100 $ 3,987,900 Actuarial assumptions used to determine the Municipality's accrued benefit obligation are as follows: 2008 2007 Discount
rate (long-term borrowing rate) % 5.25 % 4.50 Expected future inflation rate % 2.50 % 2.50 Merit and inflationary wage and salary increases averaging % 4.55 % 4.55 Annual Report -District
of Maple Ridge Page 64
Consolidated Financial Statements 9. Property Tax Levies In addition to its own tax levies the Municipality is required to levy taxes on behalf of various other taxing authorities. These
include the provincial government for local school taxes, incorporated dyking districts located within the Municipality, and organizations providing regional services in which the Municipality
has become a member. Total tax levies for 2008 of $85,348,964 , ($80,212,057 for 2007) were comprised as follows. 2008 2007 Municipal Tax Levies $ 50,028,475 $ 46,096,676 Levies for
other authorities School taxes 28,174,263 26,936,461 Greater Vancouver Transit Authority 5,133,958 5,245,583 British Columbia Assessment Authority 827,126 779,494 Greater Vancouver
Regional District Parks 831,308 806,054 Dyking Districts 351,614 345,019 Municipal Finance Authority 2,220 2,770 Total Collections for Others 35,320,489 34,115,381 Total Tax Levies
$ 85,348,964 $ 80,212,057 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 2008 this estimate is $413,362 ($398,814 for 2007). There are various other claims by and against the Municipality, the outcome of
which cannot be reasonably estimated. Any ultimate settlements will be recorded in the year the settlements occur. (b) Contractual Obligations (i) Sewer and Water (a) Under a cost sharing
agreement with the Greater Vancouver Sewerage and Drainage District, the Municipality is committed to make annual payments until 2012 totaling $ 448,776 plus related interest for facilities
in the Maple Ridge/Pitt Meadows sub-area. The current annual payment is $220,482 plus interest. (b) 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 $8,800,000 over the next 5 years. The liability
is 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 -District of Maple Ridge Page 65
Consolidated Financial Statements (c) 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. Restricted
revenues held by the Municipality as at December 31, 2008 of $38,599,279 , ($40,865,715 for 2007) were comprised as follows: Development Cost Charges Parkland Acquisiton Charges Actual
Actual Actual Actual 2008 2007 2008 2007 Beginning Balance $ 36,704,662 $ 31,047,111 $ -$ 1,717,501 Collections and interest 3,506,027 10,890,946 55,115 445,533 Disbursements -operating
(140,528) (1,121,894) --Disbursements -capital (5,739,852) (4,111,501) (55,115) (2,163,034) Ending Balance $ 34,330,309 $ 36,704,662 $ -$ -Other Restricted Revenues Total Restricted
Revenues Actual Actual Actual Actual 2008 2007 2008 2007 Beginning Balance $ 4,161,053 $ 3,935,132 $ 40,865,715 $ 36,699,744 Collections and interest 125,840 226,823 3,686,982 11,563,302
Disbursements -operating (17,923) (902) (158,451) (1,122,796) Disbursements -capital --(5,794,967) (6,274,535) Ending Balance $ 4,268,970 $ 4,161,053 $ 38,599,279 $ 40,865,715 Annual
Report -District of Maple Ridge Page 66
Consolidated Financial Statements 12. Tangible Capital Assets The Municipality is currently in the process of identifying, classifying and valuing its Tangible Capital Assets. This project
will be completed by December 31, 2009. As at December 31, 2008 the Municipality owned or controlled approximately: 450 km of roads of varying capacity 14 bridges, none over 55 meters
in length 360 km of water pipes of varying diameter 7 water pump stations 7 water reservoirs 25 pressure reducing valve stations 255 km of sewer pipes of varying diameter 271 km of
drainage pipes of vaying diameter 600 parcels of land of varying sizes 20 buildings each greater than 5,000 square feet in size. 1 multi-storey building of approximately 129,000 square
feet 6 indoor pools of various capacity and 2 outdoor swimming pools 200 municipal fleet vehicles of varying capacity Additionally the Municipality has relatively less significant holdings
of equipment and furniture, the quantities of which have not been estimated. The book value of these assets has not yet been determined, therefore they are not reported on the financial
statements or schedules. Annual Report -District of Maple Ridge Page 67
Consolidated Financial Statements Segment Report Consolidated Report of Segmented Revenue and Expenditures For the year ended December 31, 2008 Protective Services Actual Budget Actual
2008 2008 2007 Revenue Tax revenues $ -$ -$ -Other revenues 4,843,928 3,843,570 4,432,170 Senior government transfers 1,058,721 989,812 1,017,396 Development revenue 30,818 55,290 76,793
Disposal proceeds and refinancing gains Investment income ---Internal recoveries ---Contributions for subdivision infrastructure ---Total Revenue 5,933,467 4,888,672 5,526,359 Expenditures
Operating Goods and services 13,297,936 14,175,838 11,854,225 Labour 8,567,596 8,859,265 7,264,161 Debt servicing ---21,865,532 23,035,103 19,118,386 Capital 3,762,320 16,982,378 4,015,469
Total Expenditures 25,627,852 40,017,481 23,133,855 Excess revenue (expenditures) (19,694,385) (35,128,809) (17,607,496) Principal/Sinking Fund payments ---New debt issued ---Increase
(Decrease) in fund balance $ (19,694,385) $ (35,128,809) $ (17,607,496) Annual Report -District of Maple Ridge Page 68
Consolidated Financial Statements Transportation Services Recreation and Cultural Actual Budget Actual Actual Budget Actual 2008 2008 2007 2008 2008 2007 $ -$ -$ -$ -$ -$ -1,518,205
945,939 715,691 5,346,544 4,092,606 3,936,178 1,127,517 14,759,587 3,329,221 290,365 93,138 219,617 4,524,073 18,857,132 3,793,253 1,685,406 11,150,587 3,115,389 ------------2,242,219
1,905,036 1,954,605 ---760,314 760,314 1,297,063 ---10,172,328 37,228,008 11,089,833 7,322,315 15,336,331 7,271,184 3,049,099 2,178,003 2,686,056 8,357,329 6,849,915 6,519,777 4,729,174
4,665,615 4,536,844 6,577,502 6,429,485 5,823,754 3,277 3,382 (9,608) 1,446,616 1,442,664 1,498,525 7,781,550 6,847,000 7,213,292 16,381,447 14,722,064 13,842,056 8,466,017 43,426,953
9,211,318 2,389,039 25,778,237 3,992,556 16,247,567 50,273,953 16,424,610 18,770,486 40,500,301 17,834,612 (6,075,239) (13,045,945) (5,334,777) (11,448,171) (25,163,970) (10,563,428)
(64,608) (64,508) (169,974) (995,737) (995,738) (968,546) ------$ (6,139,847) $ (13,110,453) $ (5,504,751) $ (12,443,908) $ (26,159,708) $ (11,531,974) Annual Report -District of Maple
Ridge Page 69
Consolidated Financial Statements Water Utility Actual Budget Actual 2008 2008 2007 Revenue Tax revenues $ 66,583 $ 71,616 $ 56,571 Other revenues 8,753,351 8,520,644 7,858,473 Senior
government transfers 10,191 168 10,633 Development revenue 146,685 831,237 1,350,448 Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries ---Contributions
for subdivision infrastructure 99,050 99,050 96,500 Total Revenue 9,075,860 9,522,715 9,372,625 Expenditures Operating Goods and services 5,431,689 6,397,505 6,364,147 Labour 1,508,337
1,088,744 1,338,148 Debt servicing 818 818 2,365 6,940,844 7,487,067 7,704,660 Capital 1,499,529 2,500,028 1,637,380 Total Expenditures 8,440,373 9,987,095 9,342,040 Excess revenue
over expenditures 635,487 (464,380) 30,585 Principal/Sinking Fund payments (13,226) (13,226) (11,769) New debt issued ---Increase (Decrease) in fund balance $ 622,261 $ (477,606) $
18,816 Annual Report -District of Maple Ridge Page 70
Consolidated Financial Statements Sewer Utility General Government Actual Budget Actual Actual Budget Actual 2008 2008 2007 2008 2008 2007 $ 745,955 $ 752,856 $ 717,006 $ -$ -$ -5,440,325
5,433,438 4,997,818 1,591,280 1,430,975 2,006,586 267,600 295,128 276,200 157,171 333,876 54,750 244,849 249,996 63,404 158,500 3,056,784 157,201 ---119,181 -808,895 ------------84,750
84,750 96,760 ---6,783,479 6,816,168 6,151,188 2,026,132 4,821,635 3,027,432 5,835,880 5,877,586 5,464,248 3,775,987 6,217,442 3,222,221 464,507 601,256 407,389 5,474,732 5,606,477
4,866,141 2,855 2,855 6,574 385,000 1,329,380 386,098 6,303,242 6,481,697 5,878,211 9,635,719 13,153,299 8,474,460 699,683 2,702,726 912,119 1,109,269 2,523,196 614,709 7,002,925 9,184,423
6,790,330 10,744,988 15,676,495 9,089,169 (219,446) (2,368,255) (639,142) (8,718,856) (10,854,860) (6,061,737) (46,138) (46,138) (51,368) (138,077) (2,178,257) (134,135) ------$ (265,584)
$ (2,414,393) $ (690,510) $ (8,856,933) $ (13,033,117) $ (6,195,872) Annual Report -District of Maple Ridge Page 71
Consolidated Financial Statements Commercial Tower Actual Budget Actual 2008 2008 2007 Revenue Tax revenues $ -$ -$ -Other revenues 1,500,269 1,566,648 1,504,282 Senior government transfers
---Development revenue ---Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries ---Contributions for subdivision infrastructure ---Total Revenue 1,500,269
1,566,648 1,504,282 Expenditures Operating Goods and services 418,863 520,524 609,078 Labour ---Debt servicing 787,214 786,672 797,256 1,206,077 1,307,196 1,406,334 Capital ---Total
Expenditures 1,206,077 1,307,196 1,406,334 Excess revenue over expenditures 294,192 259,452 97,948 Principal/Sinking Fund payments (568,002) (569,278) (557,591) New debt issued ---Increase
(Decrease) in fund balance $ (273,810) $ (309,826) $ (459,643) Annual Report -District of Maple Ridge Page 72
Consolidated Financial Statements Planning and Public Health Unallocated Actual Budget Actual Actual Budget Actual 2008 2008 2007 2008 2008 2007 $ 1,553,822 $ 1,379,058 $ 1,286,200 $
47,662,115 $ 47,653,880 $ 44,036,899 745,889 677,506 688,780 ---64,606 -7,000 ---1,100,000 --------589,096 -120,695 ---4,373,379 1,695,000 3,176,526 ------------3,464,317 2,056,564
1,981,980 52,624,590 49,348,880 47,334,120 1,569,040 2,125,958 1,462,783 ---1,676,001 1,613,827 1,496,314 ---------3,245,041 3,739,785 2,959,097 ---3,098,358 1,118,992 ----6,343,399
4,858,777 2,959,097 ---(2,879,082) (2,802,213) (977,117) 52,624,590 49,348,880 47,334,120 ----------21,766,152 -$ (2,879,082) $ (2,802,213) $ (977,117) $ 52,624,589 $ 71,115,032 $ 47,334,120
Annual Report -District of Maple Ridge Page 73
Consolidated Financial Statements Elimination Entries Actual Budget Actual 2008 2008 2007 Revenue Tax revenues $ -$ -$ -Other revenues ---Senior government transfers ---Development revenue
---Disposal proceeds and refinancing gains ---Investment income ---Internal recoveries (2,242,219) (1,905,036) (1,954,605) Contributions for subdivision infrastructure ---Total Revenue
(2,242,219) (1,905,036) (1,954,605) Expenditures Operating Goods and services (2,242,219) (1,905,036) (1,954,605) Labour ---Debt servicing ---(2,242,219) (1,905,036) (1,954,605) Capital
---Total Expenditures (2,242,219) (1,905,036) (1,954,605) Excess revenue over expenditures ---Principal/Sinking Fund payments ---New debt issued ---Increase (Decrease) in fund balance
$ -$ -$ -Annual Report -District of Maple Ridge Page 74
Consolidated Financial Statements Consolidated Financial Statements Actual Budget Actual 2008 2008 2007 $ 50,028,475 $ 49,857,410 $ 46,096,676 29,739,791 26,511,326 26,139,978 2,976,171
16,471,709 4,914,817 7,890,331 34,201,026 8,556,488 708,277 -929,590 4,373,379 1,695,000 3,176,526 ---944,114 944,114 1,490,323 96,660,538 129,680,585 91,304,398 39,493,604 42,437,735
36,227,930 28,997,849 28,864,669 25,732,751 2,625,780 3,565,771 2,681,210 71,117,233 74,868,175 64,641,891 21,024,215 95,032,510 20,383,551 92,141,448 169,900,685 85,025,442 4,519,090
(40,220,100) 6,278,956 (1,825,789) (3,867,145) (1,893,383) -21,766,152 -$ 2,693,301 $ (22,321,093) $ 4,385,573 Annual Report -District of Maple Ridge Page 75
This Page Left Blank Intentionally Annual Report -District of Maple Ridge Page 76
Consolidated Financial Statements Statement 1 Statement of Changes in Operating Fund Balances For the year ended December 31, 2008 Actual Budget Actual 2008 2008 2007 Revenue Taxes for
municipal purposes $ 50,028,475 $ 49,857,410 $ 46,096,676 User fees and other revenue 29,739,791 26,388,554 26,139,978 Development revenue 324,720 2,874,397 1,449,048 Gain on refinancing
and other 708,277 - 929,590 Senior government transfers 2,324,954 2,385,802 2,327,376 Interest and investment income 3,083,475 1,125,000 1,930,562 86,209,692 82,631,163 78,873,230 Expenditures
Protective services 21,710,168 22,886,416 18,981,928 Transportation services 6,942,940 6,168,314 6,410,638 Recreation and cultural 15,977,652 14,456,286 13,532,765 Water utilities 6,629,758
7,255,801 7,450,477 Sewer utilities 6,189,864 6,343,872 5,769,767 General government 10,822,282 14,330,813 9,868,471 Planning, public health and other 2,844,569 3,303,901 2,627,843
71,117,233 74,745,403 64,641,889 Excess of Revenue Over Expenditures 15,092,459 7,885,760 14,231,341 Less: Transfers to capital funds 2,265,529 5,190,564 1,083,993 Transfers to reserves
10,019,126 353,109 10,588,692 Principal/sinking Fund payments 1,825,789 3,867,145 1,893,383 Increase (Decrease) in Operating Fund Balances 982,015 (1,525,058) 665,273 Operating Fund
Balances -Beginning of Year 9,863,164 9,863,164 9,197,891 Operating Fund Balances -End of Period $ 10,845,179 $ 8,338,106 $ 9,863,164 Annual Report -District of Maple Ridge Page 77
Consolidated Financial Statements Statement 2 Statement of Changes in Capital Fund Balances For the year ended December 31, 2008 Actual Budget Actual 2008 2008 2007 Revenue Subdivision
infrastructure contributions $ 944,114 $ 944,114 $ 1,490,323 Senior government transfers 651,217 14,085,907 2,587,441 Development fees 5,794,967 29,697,311 6,274,534 Other capital contributions
1,770,644 1,629,318 832,905 9,160,942 46,356,650 11,185,203 Expenditures Protective services 3,762,320 16,982,378 4,015,469 Transportation services 8,466,017 43,426,953 9,211,318 Recreation
and cultural 2,389,039 25,778,237 3,992,556 Water utilities 1,499,529 2,500,028 1,637,380 Sewer utilities 699,683 2,702,726 912,119 General government 1,109,269 2,523,196 614,709 Public
and environmental health 3,098,358 1,118,992 -21,024,215 95,032,510 20,383,551 Excess of Expenditures over Revenue (11,863,273) (48,675,860) (9,198,348) Less: Transfers from revenue
funds 2,265,529 5,190,564 1,083,993 Transfers from reserves 9,655,137 21,719,144 7,647,791 Additional debt issued -21,766,152 -Increase (Decrease) in Capital Fund Balances 57,393 -(466,564)
Capital Fund Balances -Beginning of Year (72,817) (72,817) 393,753 Capital Fund Balances -End of Period $ (15,424) $ (72,817) $ (72,817) Annual Report -District of Maple Ridge Page
78
Consolidated Financial Statements Statement 3 Statement of Changes in Reserve Balances For the year ended December 31, 2008 Actual Budget Actual 2008 2008 2007 Revenue and Transfers
Revenue Interest and investment income $ 1,289,904 $ 570,000 $ 1,245,964 Add (Less): Internal Transfers Transfers from Revenue Funds 10,019,126 353,109 10,588,692 Transfers to Capital
Funds (9,655,137) (21,719,144) (7,647,791) Increase (Decrease) in Reserve Balances 1,653,893 (20,796,035) 4,186,865 Reserve Balances -Beginning of the Year 46,248,885 46,248,885 42,062,020
Reserve Balances -End of Period $ 47,902,778 $ 25,452,850 $ 46,248,885 Annual Report -District of Maple Ridge Page 79
Consolidated Financial Statements Schedule 1 Continuity Schedule of Long Term Debt For the Year Ended December 31, 2008 Date of Issue/Maturity Bylaw/MFA Function/Purpose Interest Rate
Long Term Debts Apr 2005/2027 6246/93 Recreation/Downtown Civic Properties % 5.7 Apr 2005/2025 6246/93 General Government/Downtown Office Complex % 5.7 Dec 2006/2027 6246/99 General
Government/Downtown Office Complex % 5.0 Dec 1995/2010 5291/61 Transportation/Downtown Parking % 9.6 Jun 1983/2008 3086/33 Transportation/Storm Sewer % 12.4 May 1992/2008 3085/33 Sewer
Utility % 12.4 Jan 1983/2008 3084/33 Water Utility % 11.3 Subtotal LESS: Sinking Funds Dec 2006/2027 6246/99 General Government/Downtown Office Complex % 5.0 Dec 1995/2010 5291/61 Transportation/Dow
ntown Parking % 9.6 Jun 1983/2008 3086/33 Transportation/Storm Sewer % 12.4 May 1992/2008 3085/33 Sewer Utility % 12.4 Jan 1983/2008 3084/33 Water Utility % 11.3 Subtotal Net Amount
Annual Report -District of Maple Ridge Page 80
Consolidated Financial Statements Dec 31, 2007 Balance Outstanding New Debt Issued During the year Principal/Sinking Fund Payments Sinking Fund Earnings 2008 Balance Outstanding Interest
Paid/Earned For The Year $ 26,280,481 $ -$ 995,737 $ -$ 25,284,744 $ 1,446,616 3,644,437 -138,077 -3,506,360 200,600 16,300,000 ---16,300,000 807,833 300,000 ---300,000 12,000 39,536
-39,536 --2,447 46,138 -46,138 --2,855 13,226 -13,226 --818 46,623,818 -1,232,714 -45,391,104 2,473,169 557,591 -547,383 20,619 1,125,593 20,619 222,198 -13,903 11,170 247,271 11,170
------------------779,789 -561,286 31,789 1,372,864 31,789 $ 45,844,029 $ -$ 1,794,000 $ 31,789 $ 44,018,240 $ 2,441,380 Annual Report -District of Maple Ridge Page 81
Consolidated Financial Statements Schedule 2 Continuity Schedule of Reserves For the Year Ended December 31, 2008 Balance Interest Dec 31, 2007 Allocated Reserve Funds: Local Improvements
$ 1,973,590 $ 49,088 Equipment Replacement 8,049,670 286,404 Capital Works 9,055,490 354,777 Fire Department Capital Acquisitions 7,140,170 263,494 Sanitary Sewer 1,390,549 52,015 Land
268,712 12,344 Total Reserve Funds 27,878,181 1,018,122 General Revenue Reserve Accounts: Specific projects -Capital 4,152,968 -Specific projects -Operating 3,701,663 -Self insurance
922,602 34,804 Police services 1,858,021 61,117 Core development 970,325 38,504 Recycling 1,618,549 58,355 Community development 1,134 42 Building inspections 968,034 36,207 Gravel
extraction 496,450 19,061 Neighbourhood improvements 56,571 2,117 Facility maintenance 89,519 3,998 Snow removal 350,000 -Youth Centre & Arts Centre 8,535 -Cemetery maintenance 103,224
-Infrastructure sustainability (Town centre buildings) 200,000 -Infrastructure sustainability (Road network) --Critical infrastructure reserve 501,023 17,577 Infrastructure grants contribution
--Total General Revenue Fund Reserve Accounts 15,998,618 271,782 Other Reserve Accounts: Sewer revenue fund -self insurance 89,684 -Sewer revenue fund -specific projects 1,308,040 -Water
revenue fund -self insurance 86,528 -Water revenue fund -specific projects 887,834 -Total Other Reserve Accounts 2,372,086 -Total Reserves $ 46,248,885 $ 1,289,904 Annual Report -District
of Maple Ridge Page 82
Consolidated Financial Statements Transfers Transfers Balance Revenue Funds Capital Funds Dec 31, 2008 $ 54,425 $ -$ 2,077,103 1,729,903 (2,736,487) 7,329,490 1,084,274 (1,808,168) 8,686,373
833,014 (2,173,682) 6,062,996 -(252) 1,442,312 125,000 -406,056 3,826,616 (6,718,589) 26,004,330 1,577,910 (1,491,134) 4,239,744 (576,916) -3,124,747 (19,057) -938,349 551,448 (210,882)
2,259,704 120,710 (34) 1,129,505 140,292 (341,829) 1,475,367 --1,176 700,281 -1,704,522 33,873 -549,384 --58,688 275,361 (8,370) 360,508 350,000 -700,000 --8,535 14,248 (8,015) 109,457
95,385 -295,385 419,417 -419,417 -(149,975) 368,625 1,200,000 -1,200,000 4,882,952 (2,210,239) 18,943,113 (53,500) -36,184 741,555 (311,538) 1,738,057 6,500 -93,028 615,003 (414,771)
1,088,066 1,309,558 (726,309) 2,955,335 $ 10,019,126 $ (9,655,137) $ 47,902,778 Annual Report -District of Maple Ridge Page 83
General Comparative Statistics 2008 2007 2006 2005 2004 1998 Municipal Government: Mayor and 6 Council Members Incorporated September 12, 1874 Population 1 73,957 73,248 72,283 70,857
68,848 61,200 Registered Voters 2 48,034 46,748 46,748 46,748 34,809 29,863 Area (Ha) 1 26,710 26,710 26,710 26,710 26,710 26,710 No. of Properties (Folios) 3 26,362 24,945 24,938 24,318
24,199 21,489 Designated Land Use (in Ha) 1 * Residential 5,661 5,656 5,657 5,711 5,149 5,203 Agricultural a 3,594 3,594 3,594 3,711 3,711 3,555 Employment b 710 801 802 508 507 691
Mixed Use 76 — — — — — Park/Conservation c 1,941 1,923 2,031 1,921 2,186 2,152 Institutional/Civic c 336 339 230 236 236 215 Forest d 2,443 245 82 — — — Transportation/Utilities e —
— — 272 272 215 Crown Land f 14,760 14,108 14,108 14,108 14,108 14,679 Roads (in Km) 4 Paved 464 455 450 443 436 409 Unpaved 7 7 7 7 7 9 Sewer Lines (in Km) 4 Sanitary 261 256 255 248
238 211 Stormg 273 277 271 259 253 159 Water Lines (in Km) 4 373 367 360 353 345 314 Parks Area (in Ha) 5 (Number of Parks in Brackets) Municipal (54) 246 (53) 218 (49) 213 (49) 213
(47) 211 (44) 200 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 18 18 22 Secondary Schools 5 5 5 5 5 4 Alternate/Special Education Schools 2 2 2 2 2 1 Continuing Education Facilities
4 2 1 1 1 3 Private Schools 3 3 3 3 3 4 Preschools 23 21 22 20 22 18 Day Care Centres 114 106 105 88 92 85 Municipal Full-Time Employees 6 317 293 269 260 250 249 Total Part Time Hours
139,575 133,522 133,083 153,481 159,655 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 – Schools are now included in the Institutional
figure d Reporting method has changed e Designation no longer exists. Most land captured under Forest f Crown land is not a land use g A few storm pipes have been redrawn and recalculated
in the system. Annual Report -District of Maple Ridge Page 84
General Comparative Statistics 2008 2007 2006 2005 2004 1998 Building Permits 7 Total Issued 861 921 1,034 899 900 810 Value $136,278,600 $189,128,000 $255,589,000 $108,453,000 $103,658,000
$103,068,635 Business Licences Issued 7 4,185 4,087 4,004 3,855 3,688 3,070 Dog Licences Issued 3 8,455 6,697 8,244 8,104 7,912 6,831 Police 8 Police Officers 82 86 81 79 76 69 Integrated
Teams 10 5 5 3 3 --Community Safety Officers 3 ----------Auxiliary Police Officers 25 35 39 39 29 15 Fire Personnel: 9 Fire Chiefs/Directors 2 2 2 2 2 2 Assistant Fire Chiefs 4 4 4
4 4 3 Fire Captains 4 4 4 4 2 --Full-Time Firefighters 25 22 18 12 6 --Paid-on-call: -Hall #1 51 51 52 53 49 50 -Hall #2 22 23 24 20 21 30 -Hall #3 25 24 24 28 23 30 Summary of Fund
Balances 3 Funded Reserves $47,902,778 $46,248,885 $42,062,019 $39,385,306 $37,618,959 $30,807,066 Capital Fund (15,424) (72,817) 393,746 (1,638,163) (1,033,061) (6,377,648) Operating
Surplus ** 10,845,179 9,863,164 9,197,891 11,071,554 10,918,247 10,619,380 Total Surplus and Reserves $58,732,533 $56,039,232 $51,653,659 $48,818,697 $47,504,145 $35,048,798 Long Term
Debt 3 Parks & Recreation $25,284,744 $26,280,481 $27,249,027 $28,724,376 $28,957,148 $ 1,364,145 Public Works 52,729 117,338 287,312 446,129 595,927 2,401,510 General Government 18,680,767
19,386,846 20,078,572 20,169,576 20,997,568 --Total General Fund $44,018,240 $45,784,665 $47,614,911 $49,340,081 $50,550,643 $ 3,705,655 Waterworks Utility $ --$ 13,226 $ 24,995 $ 35,468
$ 223,781 $ 3,789,629 Sanitary Sewer Utility --46,138 97,506 402,295 985,644 5,951,504 Total Gross Debt $44,018,240 $45,844,029 $47,737,412 $49,777,844 $51,760,068 $13,446,788 Debt
Per Capita 3 $ 595 $ 626 $ 630 $ 679 $ 735 $ 220 Debt Payment as a Percentage of Non-Capital Expenditures-Gross 3 6.5% 7.4% 7.8% 9.0% 8.1% 11.5% Remaining Debt Servicing Capacity 3
$11,399,477 $13,575,243 $10,976,567 $ 8,646,383 $ 8,995,905 n/ah 1 Maple Ridge Planning Department 2 Maple Ridge Clerk’s Department 3 Maple Ridge Finance Department 4 Maple Ridge Engineering
Department 5 Maple Ridge Parks & Facilities 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 District No 42 and Maple Ridge Licences, Permits and Bylaws Department h The calculation method changed with the adoption of the Community Charter and has
not been calculated for the years shown prior to 2004. Annual Report -District of Maple Ridge Page 85
Major Property Tax Payers – 2008 Registered Owner Primary Property Taxes Levied 1. B.C. Hydro & Power Authority Distribution Lines $973,614 2. International Forest Products Ltd. Lumber
Mills 885,194 3. Sun Life Assurance Company of Canada Westgate Shopping Centre 780,671 4. Bucci Investment Corporation Inc Valley Fair Mall 750,894 5. Amarsham Holdings Ltd. Haney Place
Mall 437,468 6. B.C. Gas Utility Ltd. Gas Lines 381,548 7. M R Landmark 2000 Centre Ltd Landmark Shopping Centre 344,080 8. E-One Moli Energy (Canada) Limited 20000 Stewart Crescent
313,090 9. Canadian Pacific Railway Co. Railway Tracks 262,847 10. 22475 Dewdney Trunk Road Inc. Maple Ridge Square 244,351 11. District of Maple Ridge Tower & other leased properties
242,024 12. BC Telephone Company Poles, Lines, Towers 238,118 13. Canadian Property Holdings Retail 233,871 14. Ridge Meadows U-Lok Storage/Warehousing 230,403 15. Telus Communications
(BC) Inc. Poles, Lines/Thornhill Tower 226,186 16. Damka Lumber & Development Ltd. Meadow Ridge Shopping Centre 203,480 17. Individual Shopping/Auto Dealership/Pub 190,093 18. Viam
Holdings Ltd. Strata Rental Units 173,885 19. Loon Properties Inc. Warehousing/Lumber Remanufacturing 152,312 20. Individual Automobile Dealership 150,929 21. Great Pacific Industries
Inc. Shopping Centre 144,351 22. 27222 Developments Ltd. Storage/Warehousing 141,539 23. RPM Holdings Ltd Automobile Dealership 118,705 24. Runnel Holdings Ltd. Shopping Centre 116,398
25. 0766349 BC Ltd. Sawmill 113,711 Annual Report -District of Maple Ridge Page 86
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 bylaw 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 2008 taxation year
are exempted under Bylaw #6513-2007, adopted on October 23, 2007. 2008 Permissive Tax Exemptions -Taxes Forgone Property Address Taxes Foregone Albion Community Club 10017 -240 Street
$ 2,480.33 Cam Neely Arena (90% exemption) 23448 -105 Avenue 48,464.17 Elderly Citizens Recreation Association 12148 -224 Street 25,275.32 Fraternal Order of Eagles, Maple Ridge Aerie
2831 23461 – 132 Avenue 4,548.67 Girl Guides of Canada 26521 Ferguson Avenue 4,389.28 Golden Ears Winter Club (95% exemption) 23588 – 105 Avenue 40,857.81 Maple Ridge Golf Course Limited
20818 Golf Lane 26,242.65 Maple Ridge Search and Rescue Society 23598 -105 Avenue 3,895.62 Ridge Meadows Recycling Society 10092 – 236 Street 9,494.75 Ruskin Community Hall 28395 –
96 Avenue 2,986.46 Scout Properties (B.C./Yukon) Ltd. 27660 Dewdney Trunk Road 10,868.34 Society for the Prevention of Cruelty to Animals 10235 Industrial Avenue 2,074.58 Annual Report
-District of Maple Ridge Page 87
Permissive Tax Exemptions Property Address Taxes Foregone Heritage Haney Brick Yard Office & Haney Brick Yard House 22520 -116 Avenue 6,840.45 Haney House 11612 -224 Street 1,641.27
Masonic Lodge 22272 -116 Avenue 3,873.17 Old Japanese School House 11739 -223 Street 3,199.69 St. Andrews United Church 22279 – 116 Avenue 2,033.65 Churches Apostles of Infinite Love,
Canada 27289 – 96 Avenue 2,013.35 B.C. Conference of the Mennonite Brethren Churches Inc. 20450 Dewdney Trunk Road 13,897.67 Burnett Fellowship Baptist Church 20639 – 123 Avenue 2,359.16
Christian & Missionary Alliance – Canadian Pacific District 20399 Dewdney Trunk Road 3,554.11 Christian Reformed Church of Maple Ridge B.C. 20245 Dewdney Trunk Road 4,065.84 Church
of the Nazarene 21467 Dewdney Trunk Road 3,104.40 First Church Christ Scientist 11916 – 222 Street 474.44 Generations Christian Fellowship 11601 Laity Street 5,937.50 High Way Church
21746 Lougheed Highway 3,300.58 Lord Bishop of New Westminster (St. John Evangelical) 27123 River Road 4,398.60 Maple Ridge Baptist Church 22155 Lougheed Highway 19,944.24 Maple Ridge
Vineyard Christian Fellowship 22336 Dewdney Trunk Road 6,629.16 Parish of St. George, Maple Ridge 23500 Dewdney Trunk Road 2,760.89 Pentecostal Assemblies of Canada 11756 -232 Street
7,363.62 Port Hammond United Church 11391 Dartford Street 1,028.11 President of the Lethbridge Stake (Mormon Church) 11750 – 207 Street 3,099.25 Roman Catholic Archbishop of Vancouver
22561 – 121 Street 2,029.19 Roman Catholic Archbishop of Vancouver Church 20285 Dewdney Trunk Road 6,925.53 Ruskin Gospel Church 28304 – 96 Avenue 2,298.57 St. John the Divine Anglican
Church 21299 River Road 3,709.78 St. Paul’s Evangelical Lutheran Church of Haney B.C. 12145 Laity Street 2,833.60 Trustees of St. Andrews Congregation of the United Church of Canada
22165 Dewdney Trunk Road 3,672.49 Trustees of the Congregation of the Haney Presbyterian Church 11858 – 216 Street 3,670.63 Trustees of the Congregation of Whonnock United Church 272
Street 590.02 Trustees of the Maple Ridge East Congregation of Jehovah's 11770 West Street 2,424.40 Trustees of Webster's Corner United Church 25102 Dewdney Trunk Road 1,599.49 United
Church of Canada 27079 River Road 943.29 Whonnock United Church 27091 River Road 1,910.81 Wildwood Fellowship Church 10810 – 272 Street 1,646.10 Schools Haney -Pitt Meadows Christian
School Association 12140 – 203 Street 5,604.41 Meadowridge School Society 12224 -240 Street 13,905.39 Roman Catholic Archbishop of Vancouver 22561 – 121 Avenue 2,839.18 2008 Property
Taxes Forgone through Permissive Tax Exemptions $339,700.01 Annual Report -District of Maple Ridge Page 88
Assessment/Taxation Comparative Statistics 2008 2007 2006 2005 2004 1998 Assessment for General Taxation (1) Land $ 7,302,261,702 $6,384,128,468 $5,199,820,987 $4,833,879,324 $3,816,782,967
$2,837,743,878 Less: Exempt Land 757,669,032 674,337,510 519,995,004 469,209,864 370,583,656 292,764,589 Net Land Assessment $ 6,544,592,670 $5,709,790,958 $4,679,825,983 $4,364,669,460
$3,446,199,311 $2,544,979,289 Improvements $ 5,368,299,210 $4,468,558,154 $3,731,350,701 $3,346,076,595 $2,964,271,091 $2,218,181,412 Less: Exempt Imp & Utilities 525,653,258 422,435,588
392,502,471 413,194,210 345,286,474 283,844,280 Net Improvement Assessment $ 4,842,645,952 $4,046,122,566 $3,338,848,230 $2,932,882,385 $2,618,984,617 $1,934,337,132 Total Taxable Assessment
$11,387,238,622 $9,755,913,524 $8,018,674,213 $7,297,551,845 $6,065,183,928 $4,479,316,421 Assessment for School Taxation (1) $11,241,242,669 $9,596,150,005 $7,890,012,754 $7,223,372,588
$6,024,123,753 $4,428,136,252 General & Debt Tax Rates (per $1,000) (2) Residential $ 3.1902 $ 3.4721 $ 3.9038 $ 3.9761 $ 4.5388 $ 4.1611 Utilities 37.7449 38.2199 38.7399 39.3299 40.0000
25.3826 Industrial 35.9613 54.0384 56.9788 56.1162 55.7501 39.3777 Business/Other 10.4955 11.9566 14.1723 14.2180 14.0547 10.9800 Seasonal/Recreational 8.2311 8.4395 11.5950 11.4987
11.3809 8.0954 Farm 20.5314 19.5351 18.6476 16.7997 16.1870 12.8132 School Tax Rate (per $1,000) (1) Residential $ 2.0018 $ 2.2311 $ 2.6828 $ 2.8888 $ 3.3732 $ 3.7465 Utilities 14.2000
14.7000 14.9000 14.9000 15.0000 15.0000 Industrial 9.3000 12.5000 12.5000 12.5000 12.5000 12.5000 Business/Other 6.8000 7.9000 9.2000 9.6000 9.9000 9.9000 Seasonal/Recreational 3.6000
3.9000 4.2000 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) $ 3.1902 $ 3.4721 $ 3.9038 $ 3.9761
$ 4.4899 $ 4.0659 Debt after 2004 incl. above 2005=Fire .1906 .1617 .1270 .0677 .0489 .0952 Transit Authority (GVTA) .3381 .3687 .4688 .4738 .2725 — Local School Levy 2.0018 2.2311
2.6828 2.8888 3.3732 3.7465 Regional Hospital -— — — — .2206 Regional District .0655 .0746 .0857 .0925 .1041 .0435 Regional Parks/911 -— — — — .0687 Municipal Finance Authority .0002
.0003 .0003 .0003 .0003 .0003 B.C. Assessment Authority .0615 .0677 .0816 .0920 .1057 .1202 $ 5.8479 $ 6.3762 $ 7.3500 $ 7.5912 $ 8.3973 $ 8.3609 Utilities & Penalties Current Years
Levy $95,221,709 $87,384,748 $83,504,420 $78,592,514 $73,408,051 $54,052,635 Per Capita $ 1,288 $ 1,150 $ 1,102 $ 1,073 $ 1,043 $ 883 Collections $92,190,446 $84,941,805 $81,092,881
$75,871,676 $71,248,685 $52,934,182 Percent of Levy 96.82% 97.20% 97.11% 96.54% 97.06% 97.93% Gross Tax Collections $94,716,144 $87,260,989 $83,838,990 $78,242,273 $74,276,472 $53,859,804
Percent of Current Levy 99.50% 100% 100% 99.55% 101.18% 99.64% Taxes Outstanding $ 4,075,978 $ 3,570,413 $ 3,084,325 $ 3,418,895 $ 2,951,152 $ 2,024,518 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 -District of Maple Ridge Page 89
Property Assessments & Tax Rates By Property Class Major Light Business Seasonal Residential Utilities Industrial Industrial Other Recreational Farm Analysis of 2008 Taxable Values For
General Purposes 10,508,969 9,679 16,923 130,965 723,308 2,378 5,214 ($ in 1,000's) Percentage of Taxable Values 92.20% .09% .15% 1.15% 6.34% .02% .05% Percentage of General Taxation
76.89% .83% 1.40% 3.16% 17.43% .05% .24% Analysis of 2008 Rates (Per $1,000) General and Debt 3.1902 37.7449 35.9613 10.4955 10.4955 8.2311 20.5314 Fire .1906 2.2551 2.1486 .6271 .6271
.4918 1.2267 School 2.0018 14.2000 9.3000 6.8000 6.8000 3.6000 6.8000 B.C. Assessment Authority .0615 .4787 .4787 .1944 .1944 .0615 .0615 Municipal Finance Authority .0002 .0005 .0005
.0005 .0001 .0002 .0002 Regional District and 911 Emergency .0655 .2293 .2227 .2227 .1605 .0655 .0655 Transit Authority .3381 2.7153 2.3410 2.1964 1.6770 .3381 .3381 Note: Properties
are categorized into 9 different classes for assessment and taxation purposes. The District of Maple Ridge has no properties within classes 3 (Forestry) and 7 (Tree Farm). Annual Report
-District of Maple Ridge Page 90
Revenue & Expenditures Last Five Fiscal Years Comparison Revenue 2008 2007 2006 2005 2004 Property Taxes $50,028,475 $46,096,676 $42,221,337 $38,946,352 $36,240,565 Fees 29,739,791 26,139,978
24,568,587 22,337,116 19,530,683 Investment Income 4,373,379 3,176,526 2,455,874 2,271,515 1,817,278 Developer Contributions 8,834,445 10,046,811 15,913,931 30,952,622 17,246,981 Other
Government Transfers 2,976,171 4,914,817 2,487,939 2,291,237 4,097,801 Other Proceeds 708,277 929,590 525,221 725,244 6,937,442 $96,660,538 $91,304,398 $88,172,889 $97,524,086 $85,870,750
Expenditures 2008 2007 2006 2005 2004 Analysis by Function Protective Services $25,472,488 $22,997,397 $19,173,524 $16,387,421 $15,934,006 Transportation Services 15,408,957 15,621,956
16,659,206 10,023,304 15,215,400 Recreation and Cultural 18,366,691 17,525,321 17,872,291 15,419,618 16,369,202 Sewer and Water Utilities 15,018,834 15,769,743 17,262,470 13,221,160
13,304,971 General Government Services 11,931,551 10,483,182 9,722,836 10,597,951 28,331,512 Other Services 5,942,927 2,627,843 2,607,170 2,293,164 2,373,210 Internal Cost Reallocations
∗ — — — — (1,720,420) Contributed Subdivision Infrastructure∗∗ — — — 26,284,692 9,533,012 $92,141,448 $85,025,442 $83,297,497 $94,227,310 $99,340,893 Analysis by Object Goods and Services
$59,573,705 $55,121,158 $45,715,933 $43,783,867 $67,385,502 Wages and Salaries 28,997,849 25,732,751 23,789,492 21,172,807 19,666,718 Interest and Financing Fees 2,625,780 2,681,210
2,943,822 2,985,944 2,755,660 Contributed Subdivision Infrastructure 944,114 1,490,323 10,848,250 26,284,692 9,533,012 $92,141,448 $85,025,442 $83,297,497 $94,227,310 $99,340,893 ∗
Reporting was changed in 2005 ∗∗ Reporting was changed in 2006 Annual Report -District of Maple Ridge Page 91
Capital Assets Acquired Last Five Fiscal Years Comparison 2008 2007 2006 2005 2004 Capital Acquisitions General Government $ 1,109.269 $ 614,709 $ 313,239 $ 1,553,791 $13,242,946 Transportation
8,466,017 9,211,318 10,934,142 4,540,443 9,326,645 Parks and Recreation 2,389,039 3,992,556 4,327,840 2,316,218 3,106,567 Protective Services 3,762,320 4,015,469 1,533,621 544,937 1,371,699
Public Health and Other 3,098,358 — 246,284 152,779 5,375 Sanitary Sewer & Waterworks 2,199,212 2,549,499 6,164,641 2,907,987 3,093,844 Subdivision Infrastructure∗ — — — 26,284,692
9,533,012 Total Capital Acquisitions $21,024,215 $20,383,551 $23,519,767 $38,300,847 $39,680,088 Source of Funding Revenue Funds $ 5,468,693 $ 5,199,633 $ 716,723 $ 2,887,107 $ 812,881
Reserve Funds 6,718,590 4,460,662 6,376,082 4,897,440 8,593,056 Contributed Assets 944,114 1,490,323 12,001,519 27,472,235 10,677,566 Long Term Debt 15,426 — 357,676 — 11,877,554 Grants
584,736 2,587,441 456,507 266,657 1,551,330 Development Fees & Other 7,292,656 6,645,492 3,611,260 2,777,408 6,167,701 Total Financing $21,024,215 $20,383,551 $23,519,767 $38,300,847
$39,680,088 ∗ Reporting was changed in 2006 Annual Report -District of Maple Ridge Page 92
District of Maple Ridge Maple Ridge is part of the Metro Vancouver Region and is bordered by the majestic Golden Ears Mountains to the north and the mighty Fraser River to the south.
Arts and recreation facilities abound, creating a culturally vibrant and active District for healthy living. A network of health, social and emergency services are locally available,
including a full service hospital, police, fire, and ambulance services. Driving Distances from Maple Ridge Vancouver, BC 45 km Victoria, BC 120 km Seattle, WA 240 km Portland, OR 483
km Calgary, AB 924 km Edmonton, AB 1,101 km
District of Maple Ridge 11995 Haney Place Maple Ridge, BC Canada V2X 6A9 Phone: 604-463-5221 Fax: 604-467-7329 www.mapleridge.ca