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Home My WebLink AboutCorporate Financial Services BP 2017-2021.pdfCouncil Review - December 2016 Page 57 City of Maple Ridge Corporate & Financial Services - Administration Business Plan 2017 - 2021 Departmental Overview The Corporate & Financial Services (CFS) Division provides a wide variety of services to Mayor and Council, and to City Departments. The Division is comprised of five Departments: Clerks, Finance, Information Technology, the Fire Department and the civilian side of the RCMP. The services that we provide include coordinating Council work, managing revenue and cost control, developing business and financial plans, supporting property and risk management efforts, provision of information technology services and developing policies, procedures and practices contributing to the well-being of the organization. As well, we spend time answering a wide range of enquiries from our citizens. We also take a leadership role at a number of regional tables. The total expenditure budget for this department is $374,000. Organization Chart General Manager: Corporate & Financial Services Senior Manager of Manager of Chief Information Safer Downtown Executive Community Liaison Police Services- Assistant Legislative Services Officer Fire Chief Finance Finance & Admin &Emergency Prog Property &Risk Manager of Deputy Manager of Manage r Infrastructure and Chief Financial Security Services Planning Assistant Chief HManager of Confidential Manager of Community and Revenue Secretary Business Solutions Administrative & Collections Services Customer Support Assistant Chief Manager of Supervisor Training and Accounting Operations Assistant Chief Fire Prevention and Communications Assistant Chief Planning and Prevention Full -Time Equivalent Staff = 2 Council Review - December 2016 Page 58 Strategic Alignment • Corporate & Financial Services is responsible for ensuring affordable and financially sustainable public services are provided for present and future citizens. • The division has been a leader in supporting Open Government initiatives and the Corporate Customer Service Quality Program ensuring that all work aligns with improved service delivery goals. • The division supports Council's investment goals and participates in and supports corporate renewal initiatives. Business Perspective/Environmental Scan • Social media use is increasing exponentially and with the many online communities discussing Maple Ridge issues, monitoring comments is becoming time-consuming, yet very necessary. • Public interactive features of the website improve information access and dissemination and support significantly improved customer service. • We will continue to support our staff by giving them the opportunity to learn and grow. This investment is paying dividends and allowed us to deal effectively with retirements In the interest of financial sustainability, a regular review of our tax burden and economic environment is undertaken to make sure we remain competitive and affordable. Continuous Improvement • Assist in embedding a "How May I Help You" culture in our organization. This applies to everyone we deal with, including internal and external customers. • Corporate entrepreneurship is encouraged where it makes sense. • Collaboration with others to provide services: Justice Institute Fire & Safety Centre, Business Improvement Association, Municipal Insurance Association, mutual aid agreements with Pitt Meadows, Mission and Langley and use of volunteers in community programs. • Leveraging assets for wider corporate benefit (Municipal lands, secondary revenue from communications tower and adaptive reuse of old infrastructure i.e. pipes for fibre conduit). • Making sure that we get best value of the technological investments that we have made and plan to make, with a particular eye towards improving our customer service. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Investigate property insurance offering Have arranged for Property Insurance Coverage from the Municipal Insurance through the MIA 100% Association of British Columbia. Fibre Optics Plan - Develop and Work with the Economic Development Task Implement a strategy for a Municipal Force and Information Technology on 35% Fibre Optic Network. developing recommendations for Council's consideration Support dissolution of Parks & Leisure Work is well underway on the dissolution. Our Services joint agreement with Pitt role will be to make sure that the financial 60% Meadows. implications are provided for. Contribute to a plan by identifying Work is being done on identifying community suitable financing options to achieve key needs and priorities. Our role will be to make 25% community investments. sure that the financial implications of these are well understood. Council Review - December 2016 Page 59 Ongoing Deliverables • Assist in establishing Council strategic focus area priorities. • Support CAO and General Managers in a wide range of corporate initiatives. • Develop multiyear financial plans that have been prepared in accordance with the guidelines set by Council. • Respond to a wide range of enquiries from the public in a professional manner • Continue to monitor and report on our commercial property tax rate competitiveness. • Continue to participate and support Maple Ridge objectives with external and regional bodies: • Government Finance Officers Association • Greater Vancouver Regional District • Municipal Insurance Authority • RCMP • Fraser Valley Regional Library • Pitt Meadows Airport • Participate in Public Forums: providing information and answering questions as required. • Provide business planning advice to the RCMP Headquarters and ongoing support for RCMP Officer in Charge including: 2015 annual report and organization charts. • Maintain website content and assist other departments in the review and implementation of additional improvements. • Maintain Intranet content and assist other departments in the review and implementation of additional improvements. • Promote team members as facilitators for business planning sessions and attend relevant training on business planning and performance measurement to remain current. • Provide reports to set context for business planning sessions including the yearly Business Planning Guidelines. Implement suggestions received from prior year's debriefing sessions and incorporate into new guidelines. • Hold debriefing sessions reviewing prior year's process and relay feedback to departments on outcome of business plan presentations and deliberations over incremental/reduction packages. • Provide report on the financial resource decisions approved outside the business planning process. • Provide advice on all Council reports that have financial implications. • Provide input and advice into key City projects. • Review succession planning needs of the division and create employee development plans to meet our future needs. Council Review - December 2016 Page 60 Found Milestones • A Business & Financial Planning Guideline Public Question & Answer session was held in the summer and it was well received. Another one is planned for December. • Developed an integrated approach to safety in the town centre by coordinating the work of agencies. • Pitt Meadows Airport Governance. • Retirement of Manager of Legislative Services/ Emergency Program, Manager of Business Systems, Director of Corporate Support and Fire Chief. • Purchasing Policy Review & Update. • Social media is being monitored on a regular basis, 7 days a week with comments being forwarded to the involved individual/department. • Parks & Leisure Services website rebuild due to dissolution of joint services agreement with Pitt Meadows. The department lost their project manager when he left to pursue other opportunities. • Tourism and Economic Development website rebuilds due to closing of the Tourism office. • Assisted in the design and implementation of the new Maple Ridge This Week newsletter for the CAO using Sha rePoint software. New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Customer Support • Enhance and promote customer support initiatives as determined and priorized by Council. Objectives.- Implement bjectives:Implement the Open Government Task Force recommendations supported by Council. Action Item Lead ETA Staff will be enlisted to implement recommendations from Paul Gill Ongoing the Open Government Task Force. Cindy Dale Support: IT Dept. Service Area Goal: Human Resources • Develop staff so that they are prepared to meet our succession planning needs. Objectives.- Investment bjectives:Investment in people pays off. We will continue to support our staff by giving them the opportunity to learn and grow. Action Item Lead ETA Assist Fire Chief with his new role and prepare for future succession needs. Paul Gill Support: Fire Dept Ongoing Operating Budget Council Review - December 2016 Page 61 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Administration - Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Expenditures Conferences & Meetings 25 25 0% 25 25 25 25 Memberships 11 11 0% 11 11 11 11 Miscellaneous 1 1 0% 1 1 1 1 Salaries 292 337 45 15% 407 477 547 618 329 374 45 14% 444 514 584 655 Totals 329 374 45 14% 444 514 584 655 Proposed Changes or Remarks: Salaries • This area includes the division's cost associated with growth and partial funding for an Accountant 3 in Finance. In the event that growth in property tax assessments does not meet the budgeted amounts, growth funds will be clawed back. Incremental Packages - None Capital Budget - None Information Technology - None Council Review - December 2016 Page 62 Council Review - December 2016 Page 63 City of Maple Ridge Corporate & Financial Services - Clerk's Business Plan 2017 - 2021 Departmental Overview The Clerk's Department is responsible for supporting legislative statutory and procedural support to the Organization. Responsibilities include agenda preparation, recording of official minutes, administration and certification of bylaws and the execution of legal documentation. The department administers the Corporate Records Management Program and is responsible for compliance with Freedom of Information and Protection of Privacy legislation. The general local and school district elections as well as by-elections, assent of the electors and plebiscites are conducted through the Clerk's Department. The Clerk's Department is the liaison between the contract legal service providers, Council and staff. The department is also responsible for providing Council with up-to-date legislative, statutory and procedural information in the increasingly complex legal environment in which local governments operate. The Property Management section is responsible for the acquisition and disposal of all of the land needs at the best possible value to the taxpayer. The administration of all rental properties falls to the department. The Risk Management Program for loss control and insurance is also a function of the Clerk's Department. The total expenditure budget for this department is $2,015,000. Organization Chart Manager of Legislative Service & Emergency Prog Confidential Property & Risk Secretary Manager Clerk Conveyancing Clerk (Contract) Records Emergency Program Management Coordinator Coordinator Receptionist SwitchboardH Clerk 2 Operator 0.4 FTE Committee ClerkClerk Cashier 0.7 FTE m 0.7 FTE Mail Clerk Records 0.6 FTE Management Assistant (TD) Full -Time Equivalent Staff = 10.4 Council Review - December 2016 Page 64 Strategic Alignment • The Clerk's Department ensures that in moving forward with the strategic plan, the business of the City is conducted in a timely and cost effective manner that meets legislative requirements • When required, the department manages the process to obtain elector approval in accordance with provincial legislation • Clerk's Department aims to ensure access, inclusivity, transparency and accountability to citizens in an effort to support open government • The department manages property acquisitions, dispositions and rentals to ensure best value and support of the Official Community Plan, City economic development, transportation initiatives and infrastructure development • The department serves as the liaison for the siting of telecommunication antenna structures • All department work will be done in an open, fair, friendly and helpful manner that aligns with the Corporate Customer Service Quality Program Business Perspective/Environmental Scan • Opportunities for private enterprise to operate a business/service on and/or to leverage vacant, underutilized City -owned property for the short to medium term • Automation of document -driven processes and scanning of current and historical records • A short-term improvement to the storage of archival records will be achieved through the relocation of those records from Operations to the Randy Herman Centre. A long-term solution is still required that will enable public access for reference purposes and provide an appropriate safe archival environment for preservation of historical records An increase in the number of Council committees requiring additional administrative support. Projected meetings are projected to increase from 42 in 2016 to 62 in 2017 - a 48% increase. Committee members have requested opportunities allowing for cross -committee collaboration and synergy and training/skill development Continuous Improvement • New model of provision of legal services has enhanced access for staff, while reducing costs, for general legal enquiries • Submission of claims now available through an on-line form • Live streaming and recording of Audit and Finance Committee meetings commenced in 2016 providing further transparency with respect to the management of the City's finances Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome % Complete (and ETA if not 100°/x) Implement an Electronic Document • Laserfiche Enterprise Content 100% Management System in conjunction Management System implemented into all with IT; provide training in system to departments all employees, provide self-help • Ongoing training being provided resources to support employees, • Self-help resources located on intranet maintain system, perform audits to • Audits being performed ensure compliance with system • Records Management Manual drafted identifies the policy framework Council Review - December 2016 Page 65 % Complete Action Item Status or Outcome (and ETA if not 100%) Improve preservation of archival 100% records • Space identified in Randy Herman Building • Determine facility requirements for • Construction to commence storage of archival records for the October/November 2016 next 10 years. • Investigate options to meet those requirements including expansion of facility at Operations Centre or construction of a facility Process Review Council Meeting Work plan includes items identified through Agenda Process the review to improve preparation and • Process review of agenda delivery of agendas 60% preparation and publication Additional process review is recommended Implementation of Agenda to include a wider client perspective Management Software ETA for • User Testing of the program Initial agenda management software product additional work • Installation of the program did not prove out in testing. There is a need Q3 2017 • Training of staff on use of the to reassess Agenda Management Software program to determine the cost/benefit Create and deliver information Clerk's staff to attend departmental Will be sessions to departments on agenda meetings in late Fall 2016. Materials for completed by process. sessions has been identified Q4 2016 Develop information for Intranet on New calendar format was introduced; further 50% agenda process enhancements to intranet under ETA for development Completion Q12017 Provide cross -training of staff within Committee Clerk received hands-on training 100% Clerk's on technical elements of the and provides continuity during absences. agenda process to assist with Written procedures developed to enable publication of agendas and ensure other staff to manage the process in continuity during staff absences. absences Implement Council direction Scope of Open Government project endorsed Scope 100% originating from the Mayor's Open by Council in July 2016. Detailed work plan Ongoing Government Task Force and costs to be provided to Council during implementation 2017 Business Planning. Develop a plan to digitize minute Process to digitize records identified and 100% books and bylaws to enable better digitization now ongoing deliverables public access requiring continued funding or one time budget allocation Investigate options for storage of Space identified in Randy Herman building 70% original minute books and bylaws that for short term storage; long term plan for ETA to meet archival preservation dedicated archival storage space complete, once requirements, identify funding sources contemplated in design of new civic facility new civic and develop plan for short-term and facility is long-term storage approved Council Review - December 2016 Page 66 % Complete Action Item Status or Outcome (and ETA if not 100°/x) Develop revised templates in On line notice of claim form complete; 75% consultation with appropriate currently working through internal incident departments along with systems for reporting tools and processes ETA to monitoring effectiveness of claims complete management Investigate a digital workflow option with analysis by Q2 Laserfiche that will be more efficient and 2017 effective Develop model for delivery of Contracts awarded to Raymond Young, Q.C. 100% professional legal advice and award a and Stewart McDannold Stuart contract for legal services through a Request for Proposals Award contract for management of RFP to be issued mid - late October, with 50% Maple Ridge Business Centre through recommendation of award by December ETA award Q1 Request for Proposals process 2017 Develop Scorecards to monitor the Tracking response times to claims. Exploring 75% efficiency and effectiveness of the other options for tracking efficiency Ongoing Property Management area Undertake review of legacy paper files The legacy files and archival records 100% and archival records for consideration approach reviewed -scanning capability to of incorporation into the new capturing such materials digitally using document management program existing multifunction machines (copiers) Staff will research a more robust scanning option for consideration in 2018. Develop performance report and Still outstanding; wait until all departments 10% scorecard for document management are fully on -board. project - Published performance report Enhance and promote the document Working on automating forms to automate 10% management program to achieve the processes and reduce the amount of paper Additional envisioned efficiencies of improved printed and moved between departments to workflows will document access and handling; and to create efficiencies. be tested support the scanning initiatives to Planning is scanning large project files into 2016/2017 to begin a move away from paper. the Laserfiche Document Management reduce paper system for digital storage and retrieval. Implement document (web) portal Website access portal has been set-up for 10% implementation - Website access. testing. Need a formal review process to determine how it will function, and relate to the existing City website. A process for reviewing records for public accessibility is pending. See New Deliverables for 2017 Council Review - December 2016 Page 67 Ongoing Deliverables • Use the expertise within the department to assist with corporate initiatives • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management • Participate in necessary training and contribute to the development of appropriate business practices in our area as we grow the document management system • Preparation and preservation of agendas, minutes and bylaws of Council and its Advisory Committees. • Management of live -streaming of Council meetings and posting of recordings of Council meetings to the City website • Notification and advertisement of Council's actions in compliance with statutory regulations • Management of corporate archives and electronic document management system • Review of boxes of records for destruction in accordance with the Local Government Management Association records classification and retention schedule • Processing of access requests under the Freedom of Information and Protection of Privacy Act • Customer service including switchboard and reception, 47,642 calls handled through switchboard (compares to 25,133 last year, a 90% increase!) • Distribution of incoming and outgoing mail • Coordination of Corporate stationery and office supply services and coffee supply program • Management of property acquisition, sales and leases and cell tower activity. • Coordination of all insurance claims and legal actions including investigation. • Provision of risk management advice, contract review and training for staff • Examine the role of the Office of Economic Development in property management Found Milestones • Homeless Shelter renegotiation of lease and transfer to BC Housing and acquisition of property • Two new Council Committees added in 2016 (Environmental Advisory Committee & Active Transportation Advisory Committee) • Replacement of the Manager of Legislative Services and Emergency Program • Review and amendments to the Maple Ridge Council Procedures Bylaw Council Review - December 2016 Page 68 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Clerks Department Structure Objectives.- Review bjectives:Review roles in department and adjust accordingly to meet the organization needs today & tomorrow Measures • Review and adjustments complete Action Item Lead ETA Complete a full review of department roles/responsibilities and adjust to accommodate current and future needs. Laurie Darcus Q3 2017 Service Area Goal: Open Government - Web Portal Objectives.- Provide bjectives:Provide online public access to City records that are of interest to the public Measures • Availability and number of records available online through the Web Portal • Number of records accessed by the public online Action Item Lead ETA Identify the types of records the public is interested in Laurie Darcus Initial records accessing online and work with the IT and the applicable Support: ready fall 2016 departments to make access available while ensuring the IT/Various then ongoing protection of privacy for our citizens Departments addition of records 2017+ Service Area Goal: Open Government - Access to City Records Policy Objectives.• • Develop a policy and framework for access to the City records addressing open, transparent and accountable government while still protecting privacy as required under legislation Measures • Council adopted policy Action Item Lead ETA Research best practises amongst municipalities and develop Laurie Darcus June 2017 and policy and framework to address the access to City Support: CMT records through Open Government Council Review - December 2016 Page 69 Service Area Goal: Open Government - Customer Service Guidelines Objectives.- Define bjectives:Define the guidelines for ensuring responsive customer service for access to City records Measures • Customer Service Guidelines created and implemented through staff training and development Action Item Lead ETA Research best practises amongst municipalities and develop Laurie Darcus September 2017 customer service guidelines for providing access to City Support: IT records through Open Government Develop a training program for staff and execute training Stephanie Riley Q4 - 2016 Service Area Goal: Council Report Communications Enhancement Embed a communications component in every Council report. Objectives.- Ensure bjectives: Ensure that the Communications Department is aware of important community issues in order to enable timely, open and accurate information. Action Item Lead ETA Consider a communications component for all Council reports Fred Armstrong Support: Clerk's 1St Q 2017 Service Area Goal: Records Management Objectives.- Preserve bjectives:Preserve original documents in accordance with archival preservation standards • Improve accessibility of archival records to staff and to the public • Improve accessibility of electronic records to the public • Provide ongoing Laserfiche training to staff • Implement and train staff on the automation tools available through Laserfiche document management system forms and workflow Measures • Inventory of archival records available to staff and public • Archival records relocated to Randy Herman Community Safety Building • Document portal on website, enabling online access to applicable records • Number of training sessions held and attendance at each session Action Item Lead ETA Renovate space in Randy Herman Community Safety Building Stephanie Riley Q1- 2017 to accommodate archival records and relocate inventoried Support: Facilities and culled collection from Operations Yard Develop structure and process for posting records to the Stephanie Riley Q4 - 2016 document Web portal Support: IT Identify and relocate archived Council and Committee Stephanie Riley Q1- 2017 minutes, agendas, and bylaws to be stored safely and securely (off-site if applicable and funded) Council Review - December 2016 Page 70 Service Area Goal: Records Management Objectives.- Achieve bjectives:Achieve paperless efficiencies and automation making processes more efficient and effective Measures • Number of forms and workflows made paperless and automated through digital workflow Action Item Lead ETA Working with departments, explore burdensome paper Joanne Georgelin Q3 2016 - Q2 processes Support: Clerks/IT 2017 this a more efficient process Support: Then ongoing Determine if a paperless form with automated digital Joanne Georgelin Q2 2017 then workflow will benefit the process and make it more efficient, Support: IT, ongoing keeping client needs in focus Stephanie Riley Streamline Council committees application process with Joanne Georgelin Q3 2017 automation in forms and workflow Support: IT, Sunny Recruitment (including processing online applications, Schiller scheduling interviews and preparing response letters) is currently an incredibly time consuming process that could be automated to a great extent to create efficiency Explore the possibility of using Laserfiche to streamline the Joanne Georgelin Q4 2017 process of posting Council committees' agendas, minutes Support: IT, Sunny and other documents to the website to improve public access Schiller to municipal documents Service Area Goal: Parking Services Objectives.• • Obtain the best value through a review of optional service providers for City owned parking facilities Measures • A best value contract awarded for Parking Services Action Item Lead ETA Award contract for management of city -owned parking Staff Darrell February 2017 facilities and services through Request for Proposals Process Denton this a more efficient process Support: Purchasing Service Area Goal: Risk Management Objectives.• • Enhance the efficiency of the online claim form Measures • Launch of an enhanced online claim for with workflow and added efficiencies. Action Item Lead ETA Identify potential improvements to the online claim form, Staff Darrell Q2 2017 build the online workflow and consider client needs in making Denton this a more efficient process Support: Clerks/IT Council Review - December 2016 Page 71 Service Area Goal: Claims Management Efficiency, Effective document management Objectives.- Create bjectives:Create Laserfiche forms which can be automated with workflows to allow for more accurate, efficient and complete data capture for claims' decision making and longterm record keeping. Create self -populating, template documents to be integrated into Laserfiche workflow to allow more accurate, efficient and complete data for claim's decision making and longterm record keeping. Measures • Quantity and timeliness of completed claims Action Item Lead ETA Create internal forms with workflow in Laserfiche to support Staff Darrell Q2 2017 claims' management efficiencies and increase record Denton keeping effectiveness Support: Clerks/IT Service Area Goal: Property Management Objectives., • Determine economic viability/feasibility of the future development of the City's 450+ acres of land in the Silver Valley area Measures • Create RFP for consultant scope of work, solicit and secure consultant, manage workflow and reporting out Action Item Lead ETA Engage consulting firm to explore development potential and Darrell Denton Q2 2017 economic viability of City -owned Silver Valley lands Support: Purchasing, Planning, Engineering Operating Budget Council Review - December 2016 Page 72 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Clerk's Proposed Changes or Remarks: Salaries Funding for document management staff (which began in 2014) will end partway through 2017. Incremental Packages - Attached Capital Budget - None Information Technology - None There will be staff support required from IT for several action items but no capital requests. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenue Lease 201 201 0% 202 202 202 202 Rentals 55 55 0% 55 55 55 55 256 256 0% 257 257 257 257 Expenditures Advertising 3 3 0% 103 3 3 3 Coffee / Etc. 15 15 0% 15 15 15 15 Contract 17 17 0% 18 18 18 19 Copying 37 37 0% 37 37 37 37 Equipment Maintenance 5 5 0% 5 5 5 5 Insurance 825 831 6 1% 837 843 849 855 Legal 176 176 - 0% 176 176 176 176 Maintenance - General 26 26 0% 26 26 26 26 Miscellaneous 3 3 0% 3 3 3 3 Postage & Courier 49 50 1 2% 51 52 53 53 Program Costs 13 13 - 0% 13 13 13 13 Recovery - Professional Fees 4 4 0% 4 4 4 4 Risk Management Expense 2 2 0% 2 2 2 2 Salaries 809 783 (26) (3%) 761 779 799 820 Stationery 14 14 - 0% 14 14 14 14 Studies & Projects 6 6 0% 6 6 6 6 Taxes 30 30 0% 30 30 30 30 2,034 2,015 (19) (1%) 2,101 2,026 2,053 2,081 Internal Transfers Advertising - Recovery (4) (4) - 0% (4) (4) (4) (4) Insurance Recovery (490) (496) (6) 1% (502) (508) (514) (520) Salaries Recovery (25) (25) - 0% (25) (25) (25) (25) (519) (525) (6) 1% (531) (537) (543) (549) Totals 1,259 1,234 (25) (2%) 1,313 1,232 1,253 1,275 Proposed Changes or Remarks: Salaries Funding for document management staff (which began in 2014) will end partway through 2017. Incremental Packages - Attached Capital Budget - None Information Technology - None There will be staff support required from IT for several action items but no capital requests. Council Review - December 2016 Page 73 Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages Why this Scorecard is important to this department: GV01 Access to Information and Decision - Making Process GV04 Document Management This Scorecard reflects the public's interest in City business and our ability to respond. It also provides a gauge as to trends and the need to assign the appropriate resources. Allows us to reduce the need for digital storage space as we move forward and digital files expand exponentially; increases the efficiency of document retrieval and response to Requests for Information from the public. Customer Service is important to our department CR07 Acknowledgement Claims and this Scorecard allows us to track our response times to claims to ensure we are meeting our goals. Other Measures These will be tracked for five years to monitor trends. Item 2015 2016 Council meetings 114 118 Advisory Committee Meetings 42 42 New Bylaw Numbers Issued 59 112 New Policies 2 5 Switchboard Handled Calls 25,133 47,642 Documents in Laserfiche Document Mgmt System 502,875 1,035,490 Records Management - Boxes reviewed for destruction to reduce space requirements/meet legal requirements/match best practises 220 156 Laserfiche Training Sessions - group (2014 - 11) 25 28 Laserfiche Training Sessions - individual ('14-10) 34 32 Freedom of Information Requests Responded to 49 52 Property Transactions (acquisitions, dispositions, road dedications, easements, covenants, statutory right of ways, etc.) completed 31 11 Property Transactions under negotiation 5 53 Claims submitted 47 53 Incidents (potential claims) 10 19 Council Review - December 2016 Page 74 Incremental Package Report 2017 Proposed Budget Division: Corporate and Financial Services Date: December 2016 Department: Clerk's - Records Management Submitted by: Laurie Darcus Decision Unit: Extension of Temporary Records Management Assistant to Create Efficiencies Package: 1 of 3 Activities/ Purpose: Document and Records Management is imperative for municipalities to ensure we meet legal obligations, are able to respond to Council, staff and the general public when information is required, and to manage our data and knowledge in an efficient and effective manner. Laserfiche is a document management software system, a tool which the City has invested in to meet the criteria above. It not only allows storage and retrieval of information, it can also help us create efficiencies in how we do business. The Laserfiche product the City has purchased includes valuable tools to help us do business smarter. One way we can leverage the Laserfiche system is to create electronic forms with automated built-in workflows. The electronic forms can be quickly completed and then automatically submitted electronically to others who might need to approve or collect/add additional information to the form. These forms can increase the efficiencies for many departments - eliminating labour intensive paper forms and paper handling by multiple individuals. What is required is the staff resource to create these forms and workflows. Through the Laserfiche implementation a key staff member has received some of the training required to create these forms and workflows while assigned to a temporary position of Records Management Assistant. There are still have hours left under our contract with the provider of Laserfiche to complete the required training. The Records Management Assistant position is only funded until June of 2017. This incremental package is requested to extend the temporary position until the end of 2017 in order that we use the expertise and implement the forms and workflows to create efficiencies and to evaluate the benefits of having a permanent position to support and take advantage of the value of the Laserfiche product. The initial outcomes and efficiencies will be monitored to evaluate the success. This position also provides the first line of support to users of Laserfiche. Without this position support will fall to IT. Alternatives Considered/ Reasons for Not Recommending Do not extend the temporary position eliminating the option of achieving some efficiency. Contract out to a consultant at $200 per hour to create the forms and workflows. Staff Position: Request for an additional 6 months for the temporary Records Management Assistant position. Package Budget Council Review - December 2016 Page 75 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: December 2016 Department: Clerk's Submitted by: Laurie Darcus Decision Unit: Training & Networking Event Package: 2 of 3 Activities/ Purpose: Advisory Committees of Council provide opportunities for citizens to become more actively involved in their community. Advisory Committee members volunteer their time and share their knowledge and experiences as they relate to the subject area of the Committee. The purposes of this request are to promote volunteer engagement and to provide training and opportunities for cross -committee collaboration and synergy. The requested funding will provide for a training session and a networking event for the approximately 80 Advisory Committee members during 2017. Trainin Advisory Committee members have expressed a very high level of interest in attending legislative training. An estimate has been received from a Professional Registered Parliamentarian to provide two, two hour legislative training sessions open to all interested Committee members. The total estimated cost for both sessions is $2,060 (plus GST) including the ability to contact the trainer with questions after the session at no charge). The event is an investment in the skills of Advisory Committee members. Networking Event A networking event will acknowledge the contributions made by Advisory Committee members to the City and will allow Committee members to learn about the mandate and current projects of other Committees. The estimated cost for a catered event is $2300 (plus GST). This event will provide an opportunity for the identification of mutual goals and encourage collaboration between Committees. Improving the volunteer experience will have a positive impact on Advisory Committee recruitment and retention. Alternatives Considered/ Reasons for Not Recommending_ An alternative is to have training provided by staff. Documentation on procedures and policies is currently provided to new Committee members. A parliamentarian has extensive knowledge in procedure and could provide a deeper training session than staff. Staff would need some time to develop training materials where the parliamentarian has proven resources already available that can be tailored to Maple Ridge Committee needs. Without a networking event, Committees will likely continue to work in isolation and may be duplicating efforts, not supporting each other and sharing expertise and experience. Staff may be able to bridge some of these gaps if aware of common goals and activities between committees. Staff Position: Support and organization of both sessions will be provided by the Committee Clerk. Package Budget 4 360 Council Review - December 2016 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: December 2016 Department: Clerk's Submitted by: Laurie Darcus Decision Unit: Archive Preservation & Storage Package: 3 of 3 Page 76 Activities/ Purpose: Archives are tools that people use to look beyond the present moment and understand the wider context of a family, a community or a society. Archives serve as evidence in a pure legal sense. It is our responsibility to ensure that records are managed as evidence, are immediately usable to support accountability, and that they are preserved for their ongoing value without any gap in the chain of care. We currently store cemetery records, Council minutes and agendas, bylaws, personnel/payroll records, publications, maps, tax rolls, and any other records deemed permanent. The current storage space is full, too far away for staff to act immediately on requests for records, and provides none of the proper environmental controls/conditions required to properly preserve our collection. The storage space recently approved by Council, in the Randy Herman building, will bring our collection closer and allow for limited expansion. The space does not address the desire for greater public access and research, or provide any of the specialized environmental controls/conditions required to preserve our collection. Some of our archive material dates back to 1874, when the City was established. Depending on the type of binding/boxing and previous storage environments, the condition of our archival material varies from fair to extremely poor. Fifty-one minute books have been inventoried in our current storage room, 4 of which have been scanned and posted to our website making them available for public and staff use. We currently have one minute book, dated 1885-1893, which was in very bad condition and is currently being conserved and preserved at Fraser Spafford Ricci at a cost of $1975.00. The requested funding will ensure that our Council minutes are conserved and preserved for the future, stored in a proper archive environment, and digitized so that they can be made publicly available through the website. Alternatives Considered/ Reasons for Not Recommending: 1. That the Council minutes be moved to the Randy Herman space with the rest of our permanent records. If this occurs, these old records will continue to degrade and records may be exposed to risks such as: water damage from ceiling pipes and/or sprinkler system; fire from the electrical panel located in the space; and unauthorized access. For Public access for research, staff are required to stay while the records are being used, an inefficient use of staff time. 2. That digitization continue to take place as our current budget allows. Within the current budget it would only be possible to do 1 or 2 books per year. The demand for immediate access to the minute books is increasing and the public is not satisfied with the amount of heritage material available online. Staff Position: Support and organization be provided by the Records Management Coordinator. Package Budget: Budget (one-time request that will be implemented and spent over a 3 - 5 year time period) $ 1,320 (Offsite Storage for 5 years) 18,170 (Restoration/Conservation/Preservation for books prior to 1950) 27.186 (Scanning to Digital) U 76 Council Review - December 2016 Page 77 City of Maple Ridge Corporate & Financial Services - Finance Business Plan 2017 - 2021 Departmental Overview The Finance Department serves as business advisors to the organization, developing creative solutions to achieve the City's financial and business objectives. Through cooperative interaction with customers & staff we support the administrative and fiscal needs of the City within a framework that ensures sound fiscal governance. We support Council's open government initiative through the provision of reports that enables Council to review and monitor city finances and through our involvement with Council's public input sessions Specific functions include preparing and monitoring the Five -Year Consolidated Financial Plan and the Annual Consolidated Financial Statements, preparing and interpreting interim financial statements, levying and collecting City taxes and utility fees, processing accounts payable and receivable, developing and maintaining financial systems, investing and safeguarding Maple Ridge's financial assets, conducting internal audits and general cashiering services. The department is also responsible for reporting on financial matters to the Audit & Finance Committee The total expenditure budget for this department is $1,784,000. Organization Chart Finance Manager of Manager of Financial Revenue Manager of Accounting Planning & Collections Financial Accounting Clerk - u Accountant 3 Analyst Revenue Budget Cashier Clerk Accountant 2 Analyst H 3 FTE Business SupportClerk Cashier Accountant 1 Analyst n 0.8 FTE P 2 FTE Clerk 2 Accounting Clerk 2 3 FTE Full -Time Equivalent Staff = 18.8 Council Review - December 2016 Page 78 Strategic Alignment • The Finance Department supports the financial health of the organization and community through sound, award winning, business and reporting practices that enhance and uphold the public trust. The department engages in financial planning, reporting, policy review and internal audit in a manner that addresses not only immediate needs, but also the long-term sustainability of our community. Business Perspective/Environmental Scan • Municipalities continue to experience fiscal challenges tryingto balance demands for enhanced service levels with simultaneous demands for reduced reliance on property taxes. • Public Sector Accounting Board (PSAB) changes continue to present unique challenges as new accounting standards must be adopted. Involvement in proposed standards is critical during their development phase. • Changes to organizational processes and systems with a financial component require Finance involvement to ensure appropriate internal controls are in place and results can be relied on. • Legislative changes from the Province can result in found milestones. • Larger cross functional initiatives require broad knowledge of other municipal services and projects. Continuous Improvement • Have historically exceeded benchmarks for investment returns • Continue to leverage technology to increase efficiency • Maintain a high level of cross training to minimize service interruptions due to absences or higher than normal work volumes • Provide financial solutions and models in response to pressing needs while still implementing long term financial sustainability strategies • Assist other departments with their review and renewal of contracts, policies and other agreements • Provide technical assistance to other departments (e.g. staff members with expert knowledge in Excel and data organization are often recruited to assist in corporate projects) • Responsive to requests for information from citizens and internal customers • Solicit citizen input about the Financial Plan through a live budget Q&A presentation Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Conduct process review on internal The process review is complete and a work procedures related to the processing of plan item to explore opportunities to leverage 100% accounts payable. existing technology to create efficiencies is included in this business plan. PS 3260 Liability for Contaminated Sites The standard was implemented for the 2015 • Assess City lands for possible Financial Statements with the results 100% contamination as defined by PSAB and confirmed as part of the annual financial determine any associated liabilities. statement audit. Research available solutions to maintain Expect to have additional staff resources in an inventory of the City's tangible capital place early in Q4 to start this project Q4 2016 assets. Council Review - December 2016 Page 79 Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Participate in necessary training and contribute to the development of appropriate business practices • Preparation of the Five Year Consolidated Financial Plan. • Preparation of the Financial Overview Report • Preparation of the annual Consolidated Financial Statements • Preparation and distribution of monthly management statements and capital reports. • Reporting to Council on financial matters of importance, for example: reserves, tax rates, preliminary results Action Item Status or Outcome Complete (and ETA if not 100%) Develop an implementation project for the above for a future year, identifying and submitting Information Technology, Deferred due to staffing constraints Q3 2017 Capital and ongoing resource requests as needed. Work with Engineering and Parks staff to In progress. Expect to have a bylaw ready for align the DCC Bylaw with the Council consideration before the end of the Q4 2016 Transportation and Parks Master plans year. Work with Water Utility Superintendent The Water Service Bylaw has been updated to to update the Water Services Bylaw formalize the metered water billing reduction 100% for water consumption due to a leak on private property Review with Finance staff the development and publishing of three key This project will not be advanced due to other performance metrics indicating the priorities. financial performance of the organization. Convert the existing Tempest Oracle The conversion was completed and in database to SQL and conduct extensive production by the end of March. ° 100% acceptance testing of the new database Implement Council direction originating from the Mayor's Open Government In progress Ongoing Task Force To support the dissolution of the Parks & ? Things Recreation Services Joint Parks & In progress. While the dissolution will take like CUPE Leisure Services Agreement place on October 31, it will take some time for contract all transactions to be recorded and the final impact cost sharing bill calculated. timing of completion Work with Recreation staff to The project is still in the procurement stage incorporate testing procedures for GL with implementation planned for completion in Q4 2017 integration into the recreation software late 2017. implementation plan. Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Participate in necessary training and contribute to the development of appropriate business practices • Preparation of the Five Year Consolidated Financial Plan. • Preparation of the Financial Overview Report • Preparation of the annual Consolidated Financial Statements • Preparation and distribution of monthly management statements and capital reports. • Reporting to Council on financial matters of importance, for example: reserves, tax rates, preliminary results Council Review - December 2016 Page 80 Ongoing Deliverables - cont'd • Issuance of property tax notices, utility bills, licences, etc. • Annual collection of property taxes • Preparation of the annual permissive tax exemption bylaw • Coordination of the Revitalization Tax Exemption program • Review operating statements with each department and prepare all necessary corrections and adjustments to provide the most `up to date' operating results. • Maintain inventory of City assets consistent with accepted industry standards. • Update the risk assessment for contamination of city lands in line with PSAB accounting guidelines. • Coordination of the annual financial statement audit • Continue to advocate for senior government funding for infrastructure projects. • Submit quarterly investment reports to Audit and Finance Committee. • Support development incentive programs. • Review financial policies as required. Found Milestones • In support of the I.T. Department's initiative to move all of the City's business software from Oracle Databases to SQL Databases Finance was asked to convert our financial software early in the year. Finance staff performed extensive user acceptance testing to ensure no loss of system functionality. Migration to SQL included a minor upgrade in the software version being used. Testing was per- formed and issued resolved during Q2 and Q3, with implementation to production scheduled for Q4. In response to a request from local athletes, Council asked staff to prepare a report on a possible Sports Team Sponsorship Policy for the City. Finance staff researched current practices in other municipalities and presented a report to Council in July. Council received the information and directed staff to take no further action toward development of a policy. • In response to a change in the Community Charter providing qualifying private schools with a statutory exemption from property taxation staff drafted a revised policy for Council consideration to confirm that the City would not provide private schools with a permissive exemption from property taxes. Council adopted the revised policy in April 2016. New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 work plan. Service Area Goal: Open Government Objectives.- Development bjectives.Development of up to 6 flowcharts detailing finance business processes as identified by the Citizens' Working Group of the Open Government Task Force Measures • Number of flowcharts completed and available on the website. Action Item Lead ETA Work with IT to develop flowcharts as part of Open Trevor Thompson Q4 2017 Government initiative Catherine Nolan Support Dept.: IT; Operations Council Review - December 2016 Page 81 Service Area Goal: Process Review (Equipment Charge -outs) Objectives.- To bjectives:To look for opportunities to improve our practices managing the equipment charge -out processes, including accounting and budgeting processes, for the City Fleet. Measures • Completion of the review and presentation of the report to CMT. Action Item Lead ETA To work with Sustainability & Corporate Planning, the Fleet Trevor Thompson Q4 2017 Manager and IT to review and improve our current practice Catherine Nolan of allocating the cost and budgeting for the fleet equipment Walter Oleschak usage. The review would encompass accounting for Support: Dept: IT different components of the equipment charges and Sustainability & Q3 2017 budgeting for equipment charges, fleet costs and the Corporate transfers to the Equipment Replacement Reserve. Planning Service Area Goal: Efficiencies & Effectiveness Objectives.• • Implement recommendations to improve Accounts Payable processes as identified in the Process Review Report Measures • Completion of action items. Action Item Lead ETA Establish a baseline for performance measures & create a Catherine Nolan Q2 2017 scorecard for annual update G'Ann Rygg Support: Dan Olivieri Explore opportunities within Laserfiche for the use of Catherine Nolan Q3 2017 Electronic Forms and Signatures G'Ann Rygg Joanne Georgelin Support Dept: IT Operating Budget Council Review - December 2016 Page 82 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Finance Proposed Changes or Remarks: Salaries • Budget includes a new permanent full-time Accountant 3 which was added in mid -2016. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Expenditures Advertising 3 3 0% 3 3 3 3 Audit Fees 55 55 0% 55 55 55 55 Consulting 13 13 0% 13 13 13 13 Miscellaneous 9 9 0% 9 9 9 9 Postage & Courier 22 22 0% 22 22 22 22 Salaries 1,600 1,668 68 4% 1,708 1,748 1,793 1,840 Stationery 9 9 - 0% 9 9 9 9 Studies & Projects 5 5 - 0% 5 5 5 5 1,716 1,784 68 4% 1,824 1,864 1,909 1,956 Recoveries Recovery -Professional Fees (11) (11) - 0% (11) (11) (11) (11) Salaries Recovery (281) (299) (18) 7% (308) (318) (326) (334) 1,322 1,372 50 4% 1,403 1,433 1,470 1,509 Totals 1,424 1,474 50 4% 1,505 1,535 1,572 1,611 Proposed Changes or Remarks: Salaries • Budget includes a new permanent full-time Accountant 3 which was added in mid -2016. Council Review - December 2016 Page 83 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Fiscal Services Proposed Changes or Remarks: Contin ency • Inflationary increases are centrally budgeted here. Surplus • This is the amount of planned contribution to General Revenue operating surplus each year. Transfer to Capital Funds / Surplus Funded Capital • This is the amount of capital work funded directly by General Revenue. In addition Surplus was earmarked to fund specific capital works. Contribution to own Reserves • This is the net amount of transfers to and from reserve accounts within General Revenue. The contributions increase over time as the funding for capital replacement spending and drainage improvements increase. These reserves are then used to fund the Capital Program. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenue Property Sales 1,500 1,500 0% 1,500 1,500 1,000 - Gaming Revenue 1,050 1,050 0% 1,050 1,050 1,050 1,050 2,550 2,550 0% 2,550 2,550 2,050 1,050 Expenditures Bad Debts 5 5 0% 5 5 5 5 Bank Charges 37 37 0% 37 37 37 37 Contingency 85 197 112 132% 419 644 881 1,133 Lieu Time Payouts 220 224 4 2% 229 234 239 245 Taxes -Interest on Prepayments 70 70 - 0% 70 70 70 70 417 533 116 28% 760 990 1,232 1,490 Town Centre Development Fees (198) (198) - 0% (198) (198) (198) (198) Lease Revenue (1,520) (1,520) - 0% (1,520) (1,520) (1,520) (1,520) Debt -Interest 1,640 1,527 (113) (7%) 1,411 1,290 1,166 1,038 Debt -Principal 2,196 2,267 71 3% 2,341 2,417 2,495 2,576 Maintenance -Building 668 668 - 0% 668 668 668 668 Insurance 25 25 - 0% 25 25 25 25 2,811 2,769 (42) (1%) 2,727 2,682 2,636 2,589 Debt Payments Debt Payments 1,398 1,398 - 0% 849 849 849 849 Transfers from Reserve Funds (1,349) (1,349) 0% (800) (800) (800) (800) 49 49 0% 49 49 49 49 Transfers Surplus for Capital (500) (500) 0% (500) (500) (500) - Surplus 98 487 389 394% 622 677 1,165 1,740 Transfer to Capital Funds 2,936 3,802 866 30% 3,496 3,312 4,446 2,935 Transfers to Reserve Funds 3,631 1,832 (1,799) (50%) 3,879 4,368 2,932 3,341 Contribution to own Reserves 4,461 6,630 2,169 49% 6,316 7,492 8,248 9,051 10,626 12,251 1,625 15% 13,813 15,349 16,291 17,067 Totals 11,353 13,052 1 1,699 15% 14,799 16,520 18,158 20,145 Proposed Changes or Remarks: Contin ency • Inflationary increases are centrally budgeted here. Surplus • This is the amount of planned contribution to General Revenue operating surplus each year. Transfer to Capital Funds / Surplus Funded Capital • This is the amount of capital work funded directly by General Revenue. In addition Surplus was earmarked to fund specific capital works. Contribution to own Reserves • This is the net amount of transfers to and from reserve accounts within General Revenue. The contributions increase over time as the funding for capital replacement spending and drainage improvements increase. These reserves are then used to fund the Capital Program. Council Review - December 2016 Page 84 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Revenue & Taxation Proposed Changes or Remarks: Interest - Property Taxes • This is interest on property taxes that are in arrears. The budget was changed to more accurately reflect expected revenue. Pit Run Sales • Budget was adjusted to more accurately reflect actual expected revenue. Property Sales • Budget was updated to reflect the phased sale of property. The entire proceeds are being transferred to the Capital Works Reserve to fund investment in community assets. Taxes • The increased revenue year over year is a function of property tax increases as well as expected real growth in property assessments due to development. The actual amount of growth revenue for each year is not confirmed until the assessment rolls are provided at the end of March. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenue Grants Federal Grant (Conditional) - 280 280 280 290 290 290 Prov. Grant (Conditional) 50 50 - 0% 50 50 50 50 Prov. Grant (Unconditional) 942 942 - 0% 942 942 942 942 992 1,272 280 28% 1,272 1,282 1,282 1,282 Other Revenue Admin Fee 47 48 1 2% 49 50 51 52 Auction Proceeds 7 7 - 0% 7 7 7 7 Discount on Payables 8 8 0% 8 8 8 8 Information Fees 120 120 0% 120 120 120 120 Interest - Property Taxes 260 275 15 6% 290 305 320 335 Investment Earnings - Res Acct 575 575 - 0% 575 575 575 575 Investment Interest 1,165 1,180 15 1% 1,195 1,210 1,225 1,240 Miscellaneous Income 50 50 - 0% 50 50 50 50 Municipal Plate Fees 22 22 - 0% 22 22 22 22 Pit Run Sales 500 300 (200) (40%) 300 300 300 300 Tax Penalties 730 765 35 5% 800 835 835 835 3,484 3,350 (134) (4%) 3,416 3,482 3,513 3,544 Tax Revenue Grants in Lieu 2,463 2,481 18 1% 2,528 2,552 2,552 2,552 Taxes 72,150 76,187 4,037 6% 80,214 84,418 88,844 93,506 74,613 78,668 4,055 5% 82,742 86,970 91,396 96,058 Total Revenue 79,089 83,290 4,201 5% 87,430 91,734 96,191 100,884 Transfers Interest Transfers 160 160 - 0% 160 160 160 160 Surplus (257) - 257 (100%) - (97) 160 257 (265%) 160 160 160 160 Totals 79,186 83,130 1 3,944 5% 87,270 91,574 96,031 100,724 Proposed Changes or Remarks: Interest - Property Taxes • This is interest on property taxes that are in arrears. The budget was changed to more accurately reflect expected revenue. Pit Run Sales • Budget was adjusted to more accurately reflect actual expected revenue. Property Sales • Budget was updated to reflect the phased sale of property. The entire proceeds are being transferred to the Capital Works Reserve to fund investment in community assets. Taxes • The increased revenue year over year is a function of property tax increases as well as expected real growth in property assessments due to development. The actual amount of growth revenue for each year is not confirmed until the assessment rolls are provided at the end of March. Council Review - December 2016 Page 85 Incremental Packages - Attached Capital Budget - None Information Technology - None Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mai3leridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on followingpages Why this Scorecard is important to this department: FM02 Maximize Return on Investment Maximizes the City's financial resources available to invest. FM04 Net Financial Position Provides a measure of financial flexibility at a point in time. FM05 Debt Per Capita Shows the amount of debt attributed to each member of the community. Shows the percentage of annual operating revenues required for principal and interest payments and FM06 Debt Servicing Ratio help s to ensure that the City's debt levels are held at a level that allows us to respond in times of economic challenges Council Review - December 2016 Page 86 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: September 2016 Department: Finance Submitted by: Finance Managers Decision Unit: Cashier -Clerk Finance - part time Package: 1 of 1 Activities/ Purpose The tax section of the Finance Department is responsible for collecting the annual property taxes from residents and business in the community as well as general cashiering for the City. Staffing in this section has remained static for at least the last ten years. In the same time period the population in the community has increased from 73,000 to a current estimate of approximately 81,000 and the number of folios has increased from 24,945 to over 30,000. Customer service levels have been maintained by leveraging technology and the increasing trend of residents choosing to business with us through the Internet rather than in person. Even so, front line cashiers are only able to keep up with the volume with the assistance of back of the office staff. Over the same period of time both the volume and the complexity of work that takes place in the back of the office has increased substantially. It has become increasingly difficult to maintain service levels, and impossible to improve them, especially at high volume times of the year. Implementation of new technology available, such as E -Deferment, will help alleviate some of the pressures that have been added in the last few years but not offset the constantly increasing work volume. Financial institutions are no longer handling Home Owner Grant Applications for their clients thus increasing work load for our cashiers. The Province is planning on changes to the Home Owner Grant process which will likely increase the work load for cities. Functions Performed/ Degree of Service Adding additional human resources for 2 days a week would allow us to address some of the pressures created by the increased volumes of work and enable us to maintain and possibly improve service to our expanding customer base. Alternatives Considered/ Reasons for Not Recommending We could leave resourcing at the current levels and accept the existing levels of service that are achievable. Performance Measure A reduction in the time required to submit files for payment of deferred property taxes to the Province for payment. Package 2017 Salaries $30,000 Council Review - December 2016 Page 87 City of Maple Ridge Capital Works Program Business Plan 2017 - 2021 Departmental Overview The Capital Planning Committee compiles and prepares the Capital Works Program (CWP), coordinates project information for the Long -Term Capital Works Program (15 - 20 years) with priority given to the upcoming five-year timeframe and is responsible for deployment of information relating to the CWP on the website. The Committee also provides staff support with respect to capital information enquiries and/or requests, maintains the integrity of the data in the corporate business system for long-term capital programming and creating an archive of completed and planned projects and has the responsibility for administrating the CWP and associated business systems. Capital Planning Committee Members: • Trevor Thompson, Chair • C.K. Lee, Co -Chair • Christina Crabtree • David Boag • David Pollock • Howard Exner • James Storey Strategic Alignment • The Capital Works Program is the City's long-term plan to meet the infrastructure needs of its citizens, both present and future. It shows how the City plans to construct, acquire, expand, rehabilitate and replace its capital assets over the next 15 to 20 years. The longer time horizon promotes better use of the City's financial resources and strengthens coordination with private development. Each year, the Capital Planning Committee reviews the first five years of the CWP in detail to account for changes in priority and direction. This confirms that capital projects in the CWP, their funding and timing are still relevant. The Committee also ensures that the CWP supports the: • Corporate Strategic Plan • Financial Sustainability Plan Policy • Official Community Plan (OCP) • Infrastructure Sustainability Plan The CWP is then endorsed by the Corporate Management Team (CMT) before Council approves it through adopting the Financial Plan. The Capital Planning Committee's challenge is to develop a long term strategy which ensures that the City's infrastructure meets the community's needs, now and in the future. This strategic planning is guided by five principles: Multi -Year Perspective This helps avoid dangerous practices such as balancing the budget by repeatedly using one-time sources of revenue, deferring current costs to the future and ignoring the long-range lifecycle costs of a liability. Council Review - December 2016 Page 88 Lifecycle Costs and Reserves Recognize lifecycle impact of aging assets, infrastructure, facilities and systems. The Committee must not only consider current operating expenses, but repairs and replacement in the future. Capital expenditures should be closely coordinated with the operating budget. This principle is explained in more detail in the Financial Sustainability Plan Policy. Revenue and Expense Analysis Revenue and expense analysis is considered a critical best practice by financial experts. Other financial indicators are also taken into account when making budgetary decisions. For more information, please see the Financial Sustainability Plan Policy. Forecasting Assumptions and Methodologies Besides addressing asset management and financial reporting requirements, documenting the assumptions behind revenue and expense forecasts and methodology used is essential for full disclosure, discussion and critical review. It is also invaluable for training, record-keeping and succession. Commitment, Diligence and Perseverance Beyond these principles, support from leadership and strong organizational commitment to improve financial management is needed. CMT directs the development of policies and practices to achieve infrastructure sustainability. The City continues to focus on a viable, equitable and sustainable CWP for the community. Business Perspective/Environmental Scan • Grant funding from senior levels of government is an important component of the capital program. If funding programs don't materialize, projects are unlikely to progress. Continuous Improvement • Exercise best practices in infrastructure management. • By systematically evaluating needed projects, priorities become transparent, and resources are more efficiently focused on the timely delivery of improvements. It gives an amount of certainty to Council, the public, and beneficiaries of investments, as to the commitment and timing of an improvement. Ongoing Deliverables Replace Infrastructure • Update the infrastructure deficit funding projections annually, taking into account changes in asset inventory, useful life expectations, replacement cost projections and funding levels. • Develop financial model for illustrative purposes only, projecting the necessary property tax rate increases to fund the infrastructure deficit in 10, 15 and 25 years. • Appeal to senior levels of government for ongoing secure funding for infrastructure replacement or access to alternative revenue streams (not property taxes). • Continue to explore funding alternatives (Gravel, Gaming, Grants, Growth). Project Management • Monitor and report project spending. • Monitor and report on status of projects including rationale for projects that are not proceeding. Council Review - December 2016 Page 89 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. - Refer to the listing of 2017 Capital projects. Service Area Goal: Infrastructure • Replace existing infrastructure when it nears the end of its useful life. Objectives.- To bjectives:To ensure that the City has a well -conceived financial strategy for infrastructure and facilities with sustainability as a long term objective. The annual infrastructure funding deficit should be reduced quickly to avoid infrastructure failure due to the inability to fund the replacement of the asset. Service Area Goal: Project Management • Complete projects on time and on budget. Objectives.• • Plan projects that can reasonably be completed or started in the year as not to tie up resources. • Reasonably estimate the cost of the projects, ensuring more informed investment decisions and ensuring that projects are adequately resourced. • Ensure that project costs that are used to derive fees, such as Development Cost Charges, are accurate. • Identify the reasons why projects are not proceeding, to rectify those situations. • Identify external funding sources which are overly optimistic. Measures • Actual spending on completed projects vs. original approved budget. • Percentage of CWP not started due to specified reasons Operating Budget • No operating budget allocated. • Resources for the CWP Business Plan are provided in departmental operating budgets. • Operating costs associated with new capital projects are provided for in the departmental business plans in keeping with the business planning guidelines. Incremental Packages • Should continue to pursue the annual contribution needed to fund the infrastructure deficit • Address the additional operating costs associated with new capital project requests as incremental package requests in the departmental business plans, or fund them in the operating budgets through the allocation of growth funding as discussed in the Financial Plan Overview Report. Capital Budget • The Capital Planning Committee reviews and prioritizes the CWP which is in turn reviewed and endorsed by the CMT. The recommended CWP project listing is included as an appendix to this plan. Council Review - December 2016 Page 90 Information Technology • Technology -related capital projects are presented in the Information Technology Steering Committee. Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: FM03 Capital Works Program Compares capital program budgets against actual expenditure, which gives an indication how accurate budgets are. Accuracy in budgeting helps to effectively allocate resources. Appendices • Appendix A - Capital Works Program - Proposed Capital Funding Sources • Appendix B - Capital Works Program - Proposed Capital Spending by Section • Appendix C - Capital Works Program - Proposed Capital Improvement Projects • Appendix D - Capital Works Program - Proposed Capital Projects Funded by Others Council Review - December 2016 Page 91 Appendix A Proposed Capital Funding Sources $ in thousands 2017 2018 2019 2020 2021 General Revenue 3,302 2,996 2,812 3,946 2,935 Capital Works Reserve 3,300 150 150 150 150 Development Cost Charges 10,408 7,467 4,979 8,181 6,720 Cemetery Reserve 60 - - - - Drainage Improvement Levy 994 1,227 1,472 1,731 2,003 Equip Replacement Reserve 2,298 3,921 2,307 1,671 1,603 Fire Dept Capital Reserve 585 - - - - Gaming 200 200 200 200 200 Gas Tax 351 189 - - - Grants, LAS, 3rd Parties 1,806 1,238 1,000 1,015 1,000 Infrastructure Sustainability Reserve 3,637 4,239 4,705 5,155 5,640 Parkland Acquisition Reserve 200 200 200 200 200 Police Services Reserve 49 152 - - - Recycling Reserve 320 40 390 60 300 Sewer Capital 1,617 3,934 3,655 1,248 395 Surplus 500 500 500 500 - Translink - - - 450 650 Water Capital 3,284 1,378 2,488 2,014 1,734 Grand Total 32,910 27,831 24,859 26,520 23,530 Council Review - December 2016 Page 92 Appendix B Proposed Capital Spending by Section $ in thousands 2017 2018 2019 2020 2021 Government 800 270 880 290 780 Technology 1,816 1,413 2,457 2,057 638 Protective Fire 420 1,000 180 - - Protective Police 30 190 - - - Parks 7,320 3,808 1,990 5,455 4,640 Highways 9,639 11,353 8,698 11,719 11,568 Drainage 1,523 1,940 2,620 3,036 2,675 Sewage 1,946 6,002 5,083 1,918 683 Water 9,417 1,855 2,951 2,045 2,545 Grand Total 32,910 27,831 24,859 26,520 23,530 Council Review - December 2016 Page 93 Appendix C Proposed Capital Improvement Projects $ in thousands 2017 2018 2019 2020 2021 Government 800 270 880 290 780 Equip Purch - GPS and Robotic Total Station - - 60 - - Equip Purch - Inspection Vehicle 2017-1 35 - - - - Equip Purch - Inspection Vehicle 2017-2 35 - - - - Equipment Wash Bay 20 - - - - Minor Capital - City 100 - 100 100 100 Minor Capital - Engineering 15 15 15 15 15 Minor Capital - Gen Government 15 15 15 15 15 Minor Capital - Town Centre 100 100 100 100 100 Operations Centre - Front Counter Phase 1 25 - - - - Operations Centre - Front Counter Phase 2 - 50 - - - RCMP Storage 25 - - - - Recycling Collection Equipment 40 40 40 60 - Recycling Collection Equipment - 2017 60 - - - - Recycling Collection Equipment - Wheeled totes 40 - - - - Recycling Collection Truck - - 250 - - Recycling Collection Truck - 2017 180 - - - - Recycling Collection Truck - Semi -Auto, Hydraulic Lift - - - - 300 Recycling Truck - 2019 - - 100 - - Salt Shed Cover Replacement 20 - - - - Works Yard Parking Improvements and Expansion 90 - - - - Works Yard Paving Phase 1 - - 200 - - Works Yard Paving Phase 2 - - - - 250 Works Yard Security - 50 - - - Council Review - December 2016 Page 94 $ in thousands 2017 2018 2019 2020 2021 Technology 1,816 1,413 2,457 2,057 638 Asset Management Phase 1 - - 500 - - Asset Management Phase 2 - - - 500 - Blaney Room Mic Upgrade 30 - - - - Business Licensing Upgrade and Full Online Service - 145 - - - Card Scanning Project - 17 - - - Class Software Replacement (Supplemental) 150 - - - - Computer Room Upgrades 50 - - - - Deploy Virtual Desktops 35 - - - - Disaster Recovery Infrastructure - - - 97 - Equip Purch - IT 389 626 1,110 535 403 Fibre Extensions (various) 300 150 150 150 150 Fibre Optic Cleanup - 25 - - - Financial System Replacement - 250 250 250 - GIS Infrastructure Package - 75 - - - Hypervisor Migration - - - 200 - Infrastructure Growth 50 50 50 50 50 Main Hall Cable Plant - - 150 - - Mobile Access (Ops and Eng Field Workers) 60 - - - - Mobile Application Development 35 35 35 35 35 Monitoring System Upgrades - - 40 - - Online Action Request System 100 - - - - Online Services - - 100 - - Open Government Project 175 - - - - Purchase Order Technology 50 - - - - Replace HRIS System - - - 240 - Replace Toughbooks FH1 275 - - - - Review HRIS, Asset Management, Financials Replacement 20 - - - - Tempest E -Deferment Module 16 - - - - Upgrade Amanda 56 - - - - Upgrade Live Streaming Infrastructure - 40 - - - Upgrade Tempest 25 - - - - Website Redesign Phase 2 - - 72 - - Council Review - December 2016 Page 95 $ in thousands 2017 2018 2019 2020 2021 Protective Fire 420 1,000 180 - - Carport Addition For FI -11 250 - - - - Equip Revitalization - Engine 2 3 110 - - - - Equipment Revitalization - Engine 11-2 R1 - - 180 - - FD Vehicle R3 -F550 (R2) Replacement - 500 - - - FD Vehicle Tender 1 Replacement - 500 - - - Public Education Vehicle 60 - - - - Protective Police 30 190 - - - Chair Replacement - General Office * 20 - - - - Chair Replacement - Hilton Haider * - 40 - - - Front Counter Kiosk Expansion * - 150 - - - Soundproof Room In Cellblock * 10 - - - - Council Review - December 2016 Page 96 $ in thousands 2017 2018 2019 2020 2021 Parks 7,320 3,808 1,990 5,455 4,640 Albion Community Park Acquisition (Elementary Site) 586 - - - - Albion Community Park Development (Elementary Site) - 583 - - - Albion Sports Complex Support Building * 600 - - - - Albion Synthetic Conversion * 3,500 - - - - Allco Park Improvements - - - 248 - Cemetery Columbaria 60 - - - - Cottonwood West Park Facilities - - - 615 - Equip Purch - Parks and Rec Vehicle - - - 40 - Equip Purch - Parks and Rec Vehicle 2017 30 - - - - Equip Purch - Sport Field Top Dresser - 40 - - - Golden Ears Dog Park 60 - - - - Greenbelt Acquisition 200 200 200 200 200 Haney Nokai Park Improvement - - - - 450 Haney Nokai Park Phase 2 - Acquisition 2 - - - 660 - Haney Nokai Park Phase 2 - Acquisition 3 - 660 - - - Haney Nokai Park Phase 2 - Acquisition 5 660 - - - - Horseman Park Pedestrian Crossing - - 200 - - Intergenerational Garden - 35 - - - Memorial Park - Spray Park and Washrooms - - 300 - - Merkley Park Improvements 129 - - - - Minor Capital - City - Youth Action Park Albion - 750 - - - Minor Capital - Gen Rec 30 30 30 30 30 North Central Park (232 and 122) - 610 - - - Park Development (241 and 112) - - 360 - - Park Development (248 and 108) 360 - - - - Pickleball Courts - - - 80 - Ruskin Park Improvements - - - - 238 Scooter Play Park 75 - - - - Silver Valley Neigh Park Completion Phase 2A - - - 1,228 - Silver Valley Neigh Park Completion Phase 2B - - - - 1,228 Smart Growth Park Acqusition 1 - 900 - - - Smart Growth Park Acqusition 2 - - 900 - - Smart Growth Park Acqusition 3 - - - 900 - Smart Growth Park Acqusition 4 - - - - 900 SW Haney Park 366 - - - - Trail Counter and Interpretive Sign Tech 40 - - - - Whispering Falls Park (264 and 126) - - - - 1,161 Whispering Falls Park Development - - - - 311 Council Review - December 2016 Page 97 $ in thousands 2017 2018 2019 2020 2021 Parks (cont) Whonnock Lake Acquisition 1 - - - 1,453 - Whonnock Lake Development 1 - - - - 122 Whonnock Lake Phase 5 Washroom Facility 624 - - - - Council Review - December 2016 Page 98 $ in thousands 2017 2018 2019 2020 2021 Highways 9,639 11,353 8,698 11,719 11,568 102 Ave at 241 - Acquisition - - - - 545 116 Ave Urban Road Upgrade 203 to Warsley Design - - - 50 - 117 Ave Road Improvements 300 - - - - 118 Ave (230 - 231) * - - - 152 - 123 Ave Corridor - 203 to Laity Construction - 800 - - - 123 Ave Corridor - 203 to Laity Design 100 - - - - 123 Ave Corridor - Laity to 216 Reconstruction Design - 100 - - - 123 Ave Corridor - Laity to 216 Reconstruction Phase 1 - - - - 600 128 Ave (227 - 200m E of 232) Construction - - - - 500 128 Ave (227 - 200M E of 232) Design - - 100 - - 132 Ave (Balsam - 236) - Fern Crescent Construction - - - 2,500 - 132 Ave (Balsam - 236) - Fern Crescent Design - - 200 - - 132 Ave Traffic Corridor Improv (216 - 232) Conceptual Design 50 - - - - 132 Ave Traffic Corridor Improv (216 - 232) Construction - - - - 1,150 132 Ave Traffic Corridor Improv (216 - 232) Detailed Design - - 150 - - 132 Ave Traffic Corridor Improv (216 - 232) Acquisition - - - 300 - 224 St at 132 Ave (N Alouette Bridge) Construction - - 2,823 - - 224 St at 132 Ave (N Alouette Bridge) Design 250 - - - - 232 St (132 - Silver Valley Rd) Construction Phase 1 1,600 - - - - 232 St (132 - Silver Valley Rd) Construction Phase 2 - 3,750 - - - 232 St (132 - Silver Valley Rd) Design 500 - - - - 233 St (132 - Larch ) Design - - - 100 - 287 St at 123 Ave - Bridge 350 - - - - Abernethy (224 - 227) Construction * - - - 1,579 - Abernethy (227 - 232) Construction * - - - - 2,503 Abernethy Extension Study (232 - 256) 150 - - - - Abernethy Way (224 - 232) Design Phase 1 250 - - - - Abernethy Way (224 - 232) Design Phase 2 - 250 - - - Access Culverts 22 22 22 22 22 Add WB and EB left turn phase at 203 and Dewdney 20 - - - - Bridge Repairs Struct Upgrade 150 150 150 150 150 Bus Stop Improv, Sidewalk Letdown, Tactile Installation 90 90 90 90 90 Cycling Improvements 250 200 200 200 - Dewdney Trunk at 238B St Intersection Improvements - - 200 - - Ditton St Rail Crossing Upgrade - - - 50 - Emergency Traffic Pre-Empt 50 50 50 50 50 Equip Purch -Asphalt Patcher - - - 165 - Equip Purch - Bucket Truck (Electro Mech) - 180 - - - Equip Purch - Fleet 1,799 2,295 1,017 1,136 1,200 Council Review - December 2016 Page 99 $ in thousands 2017 2018 2019 2020 2021 Highways (cont) Equip Purch -Van (Electrician) 60 - - - - Illuminated Street Signs Program 10 10 10 10 10 Laity St (117 - Lougheed) Cycle Improvements - - - 300 - Local Area Service - Road 250 250 250 250 250 Lougheed 228 St Access Signal Improv 50 - - - - Material Crushing - - - 200 - Pavement Management 45 - - - - Pedestrian Detection Project 224 and 121 20 - - - - Pedestrian Improvements 400 400 400 400 - Planters for Temp Road Narrowing at Marked Crosswalks 10 - - - - Princess St (Wharf - Lorne) - - - - 150 Private Driveway Crossings 7 7 7 7 7 Railway Crossing Improvement Program 100 - - - - River Rd Traffic Corridor Improvements 400 - - - - Road Rehabilitation Program 1,985 2,468 2,699 3,575 4,010 Sidewalk Replacement 90 90 90 90 90 Skillen Urban Road Upg Wicklund to 123 - - - 25 - Street Lighting Upgrade Program 50 50 50 50 50 Streetlight Pole Replace Program 50 50 50 50 50 Study for Secondary Access to Silver Valley 40 - - - - Telep Ave (202 - 100 M West 203 St) - - - 78 - Traffic Calming Program 50 50 50 50 50 Traffic Signal Replacements 90 90 90 90 90 Council Review - December 2016 Page 100 $ in thousands 2017 2018 2019 2020 2021 Drainage 1,523 1,940 2,620 3,036 2,675 106 Ave (180M West of 245 - 245) - - - 48 - 12035 Glenhurst St Storm Sewer Relocation 200 - - - - 210th Ditch and Shoulder Stabilizations Works 75 - - - - 288 St (Storm Main at Watkins Sawmill) * - 250 - - - Culvert Replacement Program 400 400 400 400 400 Drainage Upgrade Program 375 1,017 1,947 2,216 2,003 Flood Abatement North Alouette - - - 100 - Local Area Service - Drain 250 250 250 250 250 Princess St Drainage Pumping Station 200 - - - - Storm Sewer Connections 22 22 23 23 23 Council Review - December 2016 Page 101 $ in thousands 2017 2018 2019 2020 2021 Sewage 1,946 6,002 5,083 1,918 683 225 St Forcemain and PS Upgrade - Phase 1 400 - - - - 225 St Forcemain and PS Upgrade - Phase 2 - 4,350 - - - 225 St Forcemain and PS Upgrade - Phase 3 - - 4,200 - - 225 St Forcemain and PS Upgrade - Phase 4 - - - 1,000 - 225 St Pump Station Upgrade Phase 1 200 - - - - 225 St Pump Station Upgrade Phase 2 - 200 - - - 225 St Pump Station Upgrade Phase 3 - - 200 - - 225 St Pump Station Upgrade Phase 4 - - - 200 - 228StSof123(1-1014-H015) - 13 - - - 232 St (Sections north of 126th) - 225 - - - Equip Purch - Vehicle Sewer 85 - - - - Inflow and Infiltration Monitoring - 50 - - - Inflow and Infiltration Reduction Program - Areas A K - 50 - - - Local Area Service - Sewer 250 250 250 250 250 Maple Cres N of Battle - - - 35 - North Slope Interceptor Capacity Upgrade - 366 - - - Private Sewer Connections 41 41 41 41 41 Royal Cres at 225 St Diversion MH Overbuild 15 - - - - SCADA Replacement Program 100 100 100 100 100 Sewage System Rehabilitation - 288 288 288 288 Sewer Department Shoring System - 40 - - - Sewer Network Modelling 5 5 5 5 5 Sewer SE of Leisure Centre - 25 - - - Steves Sewage Pump Station Replacement 300 - - - - System Rehab and Replacement - 100 Year Forecast (Sewer) 50 - - - - Tamarack Lane Pump Station Replacement 500 - - - - Council Review - December 2016 Page 102 $ in thousands 2017 2018 2019 2020 2021 Water 9,417 1,855 2,951 2,045 2,545 112 Ave Loop to 110 Ave - - - 140 - 124 Ave Water Main Looping at 260th - - - 360 - 136 Ave (224 - Foreman) - - 250 - - 141 Ave (Silver Valley Rd - 232) - - 131 - - 216 St 124 - 128 LTC017131 - - - - 650 232 St at 136 Ave PRV 250 - - - - 236 St PS CL Facility & Station Upgrade Concept Plan 275 - - - - 238 - 239 Water Main Looping (126 Ave alignment) - 150 - - - 240A to 241A Water Main Looping (1138 Ave alignment) - - 160 - - 256 St PRV at 128, 241m Zone to 138m Zone 250 - - - - 260 St Watermain Upgrades, Dewdney to south - - 200 - - 263 St PS Upgrade Phase 1 2,500 - - - - 263 St PS Upgrade Phase 2 - 300 - - - 270A St Pump Station Capacity Upgrade 2,200 - - - - Ansell St (124 - 125) - - 360 - - CL2 Equipment Replacement Program 50 50 50 50 50 Dunn Ave (Maple Meadows Way - West St) - - 250 - - East Silver Valley 176m to 122m Zone PRV near 242 Street - - 253 - - Equip Purch - Excavation Shoring Equipment 40 - - - - Equip Purch - Truck (Water) 45 - - - - Fisherman Rd Looping - - - 225 - Grant -Albion Reservoir Expansion 1,700 - - - - Local Area Service - Water 250 250 250 250 250 McNutt PRV Upgrade 50 - - - - McNutt Reservoir Expansion 600 - - - - Meter Reading Equipment Replacement 20 - - - - Network Performance Data for Sprinkler System Design 25 - - - - North of 136 Avenue and East of Balsam PRV - - - - 200 NW Silver Valley 141m to 84m Zone PRV - - - - 200 NW Silver Valley 176m to 141m Zone PRV - - - - 200 Operations Field Communications 20 - - - - Private Water Connections 407 407 408 410 410 River Rd Seismic Event Automatic Isolation Valves (Concept Plan) - - - 20 - School Board Water Meters Replacement 20 - - - - SE of 136 and Foreman (connection to 84m Zone) - - 48 - - Secondary Operation Site Upgrade 50 - - - - Seismic Upgrade Program 150 150 150 150 150 Silver Valley Rd (232 - 141) - 108 - - - System Rehab and Replacement - 100 Year Forecast (Water) 50 - - - - Council Review - December 2016 Page 103 $ in thousands 2017 2018 2019 2020 2021 Water (cont) Water Network Modelling 5 5 5 5 - Water Pump Station Upgrades 60 60 60 60 60 Water Remote Security Program 50 50 50 50 50 Water System Improvement Program 50 25 25 25 25 Watermain Replacement Program 300 300 300 300 300 Grand Total 32,910 27,831 24,859 26,520 23,530 Projects with an asterisk (*) in their description will have an external funding component Council Review - December 2016 Page 104 Appendix D Capital Projects Funded By Others $ in thousands 2017 2018 2019 2020 2021 118 Ave (230 - 231) - - - 15 - 288 St (Storm Main at Watkins Sawmill) - 200 - - - Abernethy (224 - 227) Construction - - - 450 - Abernethy (227 - 232) Construction - - - - 650 Albion Sports Complex Support Building 300 - - - - Albion Synthetic Conversion 500 - - - - Chair Replacement - General Office 4 - - - - Chair Replacement - Hilton Haider - 8 - - - Front Counter Kiosk Expansion - 30 - - - Soundproof Room In Cellblock 2 - - - - Grand Total 806 238 - 465 650 Council Review - December 2016 Page 105 City of Maple Ridge Corporate & Financial Services - Fire Department Business Plan 2017 - 2021 Departmental Overview Our MISSION STATEMENT says what we do - Protect Life, Property and the Environment. We do this with dedicated and well trained paid -on-call and career firefighters, chief officers and administrative support staff. The Fire Department is committed to utilizing and strengthening our composite model using a core of full time firefighters for the day to day duties, while maintaining a large pool of trained paid -on-call firefighters for large scale emergency events. This model is very innovative in the industry and financially sustainable. We have three main tenants of service that serve our City: • Operations o The Fire Department relies heavily on cross -training in multiple disciplines to ensure that the department functions safely, effectively and efficiently in a multitude of operations, e.g. fires, medical aids, rescues of both people and animals and other public assistance. • Fire Prevention o The department is actively engaged in proactive fire prevention measures such as fire and life safety inspections, public education, development planning and bylaw development that contribute to promoting a safe and livable community. • Administration o The business of operating the Fire Department is the responsibility of the administration division. This group is charged with the difficult task of balancing service demands with affordability in a sustainable fashion. We also conduct the day to day duties of running the fire department. o The Chief Officers each assume specialized administrative duties as well as assumingthe role of Duty Chief on a rotating basis. The total expenditure budget for this department is $10,628,000. Organization Chart Fire Chief Deputy Fire Chief Community and Administrative Assistant Cg fief Trainin Assistant Chief Fire Prevention and AssistantgChief Plannin and Services and Safety Communications Prevention C Watch -Hall #1 A Watch -Hall #1 B Watch -Hall #1 Captain Training Captain Captain Lieutenant Officer Lieutenant Lieutenant 5 FT Firefighters 5 FT Firefighters 5 FT Firefighters C Watch -Hall #3 Captain D Watch -Hall #1 Captain Lieutenant A Watch -Hall #3 Captain B Watch -Hall #3 Captain 3 FT Firefighters 5 FT Firefighters 3 FT Firefighters 3 FT Firefighters Spares 2 FT firefighters D Watch -Hall #3 Captain 3 FT Firefighters Spares 2 FT firefighters Spares 2 FT firefighters Hall #3 Spares Hall #2 Captains 2F7 fire fighters Captains 3 Paid -on-call 3 Paid -on-call Hall #3Hall #1 Hall #2 Firefighters Firefighters Firefighters 14 Paid -on-call 32 Paid -on-call 12 Paid -on-call Council Review - December 2016 Page 106 Administrative Assistant Hall #4 Protective Clerk 2 Services Clerk Full -Time Equivalent Staff = 63 Strategic Alignment The Fire Department is charged with the protection of life and property of the citizens of Maple Ridge. This is done by ensuring demands for services are provided for by a group of well trained and organized members, in a financially stable and sustainable manner. We continue to be a strong proponent of several City initiatives, including Open Government and Customer Service. Our goal is to ensure accountability to Council, internal and external stakeholders. We will continue to utilize Process Reviews to ensure we remain an essential safety service that is relevant today and tomorrow. Business Perspective/Environmental Scan • The population growth is a challenge to the Fire Department, as it is in every other City department. We plan for continued growth. This growth is not only population but also services in the areas outside of the Urban Response area. This includes the Albion and Silver Valley areas and the new industrial areas north and east of 256th street. Managing the response times into those areas, as described in the Fire Department Master Plan, to the benefit of the citizenry both residential and commercial properties emphasizes the importance of Fire Hall No. 4. • The refreshing of the Fire Department Master Plan will look at the future development of Fire Department and how it will meet the needs of an ever growing and expanding City. • Pursue options to update Hall 3 to be more operational for its current and future use. • Plan to locate and purchase property for a fire hall in the Silver Valley area. Council Review - December 2016 Page 107 Business Perspective/Environmental Scan - cont'd • The existing agreement with the Justice Institute of BC for low cost access to their training centre has expired. This necessitates a very urgent need for a fire department training grounds to be established. We intend to locate the training grounds at the Fire Hall # 4 site. • A succession planning program is in place to ensure that we have strength and quality for internal growth in the future. Continuous Improvement • Continue to examine our responses to medical calls to ensure that we are appropriately dispatched to calls where our first medical responder's skills are best utilized. Further we look at the balance of the Medical Calls vs the Fire calls and ensure we maintain adequate staffing for response to fires. • Continue the utilization of the Laserfiche document management system in our area by defining appropriate relationships with documents utilized in our business. • Continue the use of the City of Maple Ridge Human Resources "Attendance Management Program" to ensure our contractual obligations and budgetary responsibilities are met. • Continue to use the Manager Plus program to enhance our efficiencies with respect to our fire truck cost of ownership and operations. • Emphasize our Customer Service culture in all aspects of our operations and administration. Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Complete plans and tender for the renovation of Currently engaged in pursuing alternative 10% Fire Hall No. 3 for 24/7 career staffing options. Report to come to council. Hall 4 and Training Center • Fire Hall No. 4 and training ground construction • Develop specifications and plans for a fire department training facility. Some initial work completed. 15% Future as per Report presented to Council Q 12018 • As our agreement with the Justice Institute of on November 7. BC Fire Training Centre expired in August 2016, the need to expedite the construction of the training facility and Fire Hall No. 4, in conjunction with the Parks Board Develop interim plan to provide training facilities for on -duty career staff with the identified Not achievable until Fire Hall No. 4's 10% response parameters, as per the Fire training ground is constructed. Q12018 Department Master Plan Cost Recovery Bylaw has been drafted, reviewed Cancelled as the Grow -op, health, nuisance N/A by solicitors, ready for presentation to Council and health bylaw will suffice. Fire Hall No. 3 generator Completed 100% Council Review - December 2016 Page 108 Action Item Status or Outcome Complete (and ETA if not 100%) RFP replacement of two existing fire apparatus that have exceeded their life cycle (E22/132) and On hold until Hall 4 is completed. Spec 10% were retired. Planned apparatus is Quint fire completed. engine. Participate in the implementation of the Laserfiche document management system in our Completed. Continuous Improvement item. 100% area and define appropriate relationships with documents utilized in our business. 75% RFP and purchase the replacement of Tower 1. RFP Complete. Contacted be signed by Nov RFP Q3 2016 30 Delivery Q4 2017 75% RFP and purchase the replacement of Engine 3- RFP Complete. Contacted be signed by Nov RFP Q3 2016 2. 30 Delivery Q4 2017 Inventory Control Maintenance Program for small Implementation Nov 2016/ Completion Q2 50% equipment and tool 2017. Implementation of new software to create electronic records directly into the database Project delayed. N/A reducing our reliance on paper forms. Train firefighters on the appropriate use of the Project delayed. N/A new Inspection software and hardware Implement Council direction originating from the Ongoing In progress. In Progress Mayor's Open Government Task Force Ensure all employees complete personal action Complete for 2016 100% plans. Implement City of Maple Ridge Human Completed implementation. Continuous 100% Resources "Attendance Management Program". Improvement item. Perform efficiency reviews of the apparatus, Completed implementation. Continuous 100% equipment maintenance process and budget. Improvement item. Review the medical calls responses. On going Continuous Improvement item. 100% Implementing FDM Win6 in the Fire Department. Implementation Nov 2016/ Completion Q2 50% 2017. Transition FDM reporting to Crystal Reports. Completed 100% Full implementation of Scott Imperium Suite. Completed 100% Develop a fuel management prescription that describes operational fuel management activi- ties within the urban interface in order mitigate Cancelled N/A the risk wildfire loss. Initial prescription will treat 14ha of municipal/crown controlled lands. Apply to UBCM for grant funds under the SWPI program to conduct operational fuel Cancelled N/A management and to conduct the recommended treatments Council Review - December 2016 Page 109 Ongoing Deliverables (Carried from last year - 1St one must stay in every plan) • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Participate in the development of appropriate business practices with the document management system "Laserfiche". • Reduce the number of fire incidents, fire -related injuries and fire -related deaths through pro -active public education and inspection program. • Maintain the emergency response levels as indicated in the master plan. • Annual inspections of all high occupancy/high hazard buildings within the City of Maple Ridge, using the full-time firefighters. • Support and maintain the paid -on-call firefighters/composite Fire Department model. • Continue to communicate through our Public Education Program, news releases, news articles, web site, and Facebook postings and electronic sign messaging, monthly Council reports and major incident updates. • Adequate Paid on Call staffing at Hall #2 remains a challenge. We continued our program of aggressively recruiting by to utilizing mail out programs and open houses. • Derelict structure mitigation efforts continue to ensure that those hazardous structures are removed from the City. • The 21st Hot Summer Nights program ran this summer fostering a wonderful community spirit and providing a "hands on" fun learning experience for children and adults. This program has been adopted by several other departments here in British Columbia as well as in Ontario. • The Maple Ridge Fire Department Charities Committee began their fundraising efforts in 2002. Since then, events have been organized to support Ridge Meadows Hospital Oncology Unit, Friends in Need Food Bank, Christmas Hamper Society, Vancouver General Hospital / BC Children's Hospital Burn Units and Muscular Dystrophy Canada. To date they have raised almost $450,000 • The Maple Ridge Fire Department participates on the Community Standards Enforcement Team (CSET). Weekly meetings are held with the intent to discuss relevant issues facing the community as a whole and implement solutions on an as needed basis. Found Milestones • Fire Underwriter Survey (FUS) interim rating review was a project that was initiated from the previous Superior Tanker Shuttle Service in Whonnock/Ruskin area. The investigator at FUS realized that the City had made many advances in fire protection throughout the whole City and that those changes will create a benefit to the property owners of both residential and commercial properties alike. With the relatively recent arrival of street drugs mixed with Fentanyl, it has been identified through various community channels that there has been an impact to the community at large. The Opioid Working Group serves to facilitate information sharing amongst response agencies with the goal to gain a better understanding of the effects and develop strategies that will hopefully reduce the number of overdoses' and deaths. Action Item Status or Outcome Complete (and ETA if not 100%) To Apply to UBCM for public education grants funds to continue "Fire Smart" training for Completed for 2016 100% private land holders. Ongoing Deliverables (Carried from last year - 1St one must stay in every plan) • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Participate in the development of appropriate business practices with the document management system "Laserfiche". • Reduce the number of fire incidents, fire -related injuries and fire -related deaths through pro -active public education and inspection program. • Maintain the emergency response levels as indicated in the master plan. • Annual inspections of all high occupancy/high hazard buildings within the City of Maple Ridge, using the full-time firefighters. • Support and maintain the paid -on-call firefighters/composite Fire Department model. • Continue to communicate through our Public Education Program, news releases, news articles, web site, and Facebook postings and electronic sign messaging, monthly Council reports and major incident updates. • Adequate Paid on Call staffing at Hall #2 remains a challenge. We continued our program of aggressively recruiting by to utilizing mail out programs and open houses. • Derelict structure mitigation efforts continue to ensure that those hazardous structures are removed from the City. • The 21st Hot Summer Nights program ran this summer fostering a wonderful community spirit and providing a "hands on" fun learning experience for children and adults. This program has been adopted by several other departments here in British Columbia as well as in Ontario. • The Maple Ridge Fire Department Charities Committee began their fundraising efforts in 2002. Since then, events have been organized to support Ridge Meadows Hospital Oncology Unit, Friends in Need Food Bank, Christmas Hamper Society, Vancouver General Hospital / BC Children's Hospital Burn Units and Muscular Dystrophy Canada. To date they have raised almost $450,000 • The Maple Ridge Fire Department participates on the Community Standards Enforcement Team (CSET). Weekly meetings are held with the intent to discuss relevant issues facing the community as a whole and implement solutions on an as needed basis. Found Milestones • Fire Underwriter Survey (FUS) interim rating review was a project that was initiated from the previous Superior Tanker Shuttle Service in Whonnock/Ruskin area. The investigator at FUS realized that the City had made many advances in fire protection throughout the whole City and that those changes will create a benefit to the property owners of both residential and commercial properties alike. With the relatively recent arrival of street drugs mixed with Fentanyl, it has been identified through various community channels that there has been an impact to the community at large. The Opioid Working Group serves to facilitate information sharing amongst response agencies with the goal to gain a better understanding of the effects and develop strategies that will hopefully reduce the number of overdoses' and deaths. Council Review - December 2016 Page 110 Found Milestones - cont'd • With the retirement of Fire Chief Dane Spence a complex "staffing up" of the department was under taken. • Revitalizing the Master Plan as it has been several years since its inception and implementation. The goal is to ensure that the plan is as relevant today and to also give the opportunity to review its goals, accomplishments and gaps. • In response to the increase of opioid overdoses, MFRD and BCEHS collaborated to deliver a naloxone administration course to Firefighters. Career firefighters successfully completed the naloxone endorsement providing an increased level of service to the community. • The Community Fireworks has been held annually since 2005 at the Maple Ridge Fairgrounds. A review of the event was conducted and resulted in identifying changes and opportunities - mainly changes in the past venue site and activities. As a result, not only will we have downtown fireworks, but a seasonal festival was created. This includes children storytelling courtesy of the Library, seasonal activities by CMR Parks & Leisure Children's Department, pumpkin painting, Entertainment at the ACT, the Downtown Business Association, cultural connections and MR Lions Club • MRFD, in partnership with Horse Council of BC, was able to secure third party funding to purchase a Large Animal Rescue Training Mannequin for use by MRFD and all provincial Fire Departments. This mannequin will help to ensure our staff is properly trained for these types of incidents. New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Community Wild Fire Protection. • To protect the lives and property that are within the urban wildland interface Objectives.- Educate bjectives. Educate the citizens on how prepare themselves and their property in the urban wildland interface area • To review and rejuvenate the existing Community Wildfire Protection Plan to ensure that it best meets the needs of the City and its citizens Measures • Conduct a number of Fire Smart Public Education opportunities • Rejuvenate the Community Wildfire Protection Plan Action Item Lead ETA Apply for an UBCM grant to conduct several Community Assistant Chief Q3, 2017 Wildfire Protection Plan Fire Smart Education programs in Juurakko conjunction with our Hot Summer Nights Programs. Apply for an UBCM grant to conduct a review of our Deputy Chief Van Q4 2017 Community Wildfire Protection Plan Dop Council Review - December 2016 Page 111 Service Area Goal: Public Education The current Public Education Vehicle is a 2002 ambulance that was purchased used and has now come to the point where extensive repairs are anticipated; the need is to replace it with a new vehicle. Objectives.- To bjectives:To spec and order a new Public Education Vehicle, 1/2 ton Pick-up. Measures • To spec and order a new Public Education Vehicle. Action Item Lead ETA Through an RFP, to spec and order a new Public Education Vehicle, 1/2 ton Pick-up. Assistant Chief I Juurakko Q2 2017 Service Area Goal: Mobile Computing/Technology Upgrade • As the current Toughbook Laptops that are in the fire trucks are now 5 years old and given that they have been running 24/7 for that period of time, the hardware is now starting to fail. There are software issues Objectives., • To replace the current truck mounted laptops. Measures • Replacement of those laptops Action Item Lead ETA Through an RFP, to spec out, order, and install new laptops that will fit into the existing truck mounting systems. Armour/Clelland Q3 2017 Service Area Goal: Equipment Preventive Maintenance • The forestry trailers and other smaller FD vehicles park outside in the weather. This year it was noticed that there was considerable molding and rusting of equipment in the trailers. It took extensive clean up efforts to fix the situation. Objectives., • To build a shelter in order to park the vehicles in thus protecting them from the rain and dampness. Measures • Build a shelter, carport in the parking lot next to the storage room. Action Item Lead ETA Create an RFP and to design and build a suitable carport to protect the trailers. Deputy Chief Van I Dop Q4 2017 Council Review - December 2016 Page 112 Service Area Goal: Firefighter Training • Our existing agreement with the Justice Institute, Fire and Safety Division on 256th Street has run out. As of December 31, 2016, we will be required to pay the going rates to access this facility. There are two issues; the first being that we have to pay the going rates for our regular POC training until such time as we have access to our own training center and secondly, we will have to pay the going rates for live fire training as we will not be able burn at our training center. Objectives.- To bjectives: To maintain our regular training for our POC Firefighters, we are seeking an interim incremental package increase to our training budget. • To maintain our live fire training for all of our firefighters, we are seeking an annual incremental package increase to our training budget. Measures • Maintain the same level of training that we current conduct. Action Item Lead ETA Maintain the training that we current conduct by renting the JIBC FSD on 256th. Assistant Chief Vinje Q12017 Operating Budget Council Review - December 2016 Page 113 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Fire Department Proposed Changes or Remarks: Operating Repairs • Expected increases in 2017 and 2018 have been funded by reducing transfers to the Fire Department Capital Acquisition reserve. Salaries • The increase here is in line with expected as per the IAFF contract. Incremental Packages 1. Live Fire Training Program (attached). 2. Interim Training Program (attached). Capital Budget 1. Carport Addition at Hall #1 (attached). Information Technology 1. CF -31 Laptop Replacement Project (attached). Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenues Fees 15 15 0% 15 15 15 15 Fines 35 35 0% 35 35 35 35 50 50 0% 50 50 50 50 Expenditures Contract 135 136 1 1% 139 141 145 150 Equipment 184 184 - 0% 184 184 184 184 Equipment Maintenance 78 78 - 0% 78 78 78 78 Insurance 54 55 1 2% 56 57 58 59 Miscellaneous 28 28 - 0% 28 28 28 28 Operating Repairs 191 241 50 26% 291 291 291 291 Professional Fees -Other 48 48 - 0% 48 48 48 48 Program Costs 96 96 - 0% 96 96 96 96 Salaries 8,916 9,275 359 4% 9,662 10,068 10,344 10,622 Seminars/Prof Meetings/Training 25 25 - 0% 25 25 25 25 Special Events 15 15 - 0% 15 15 15 15 Supplies 235 237 2 1% 238 238 238 238 Vehicle Costs 205 210 5 3% 216 222 228 235 10,210 10,628 418 4% 11,076 11,491 11,778 12,069 Internal Transfers Transfers to Reserve Funds 1,827 1,924 97 5% 2,025 2,179 2,341 2,508 1,827 1,924 97 5% 2,025 2,179 2,341 2,508 Totals 11,987 12,502 515 4% 13,051 13,620 14,069 14,527 Proposed Changes or Remarks: Operating Repairs • Expected increases in 2017 and 2018 have been funded by reducing transfers to the Fire Department Capital Acquisition reserve. Salaries • The increase here is in line with expected as per the IAFF contract. Incremental Packages 1. Live Fire Training Program (attached). 2. Interim Training Program (attached). Capital Budget 1. Carport Addition at Hall #1 (attached). Information Technology 1. CF -31 Laptop Replacement Project (attached). Council Review - December 2016 Page 114 Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: CR06 Support Firefighters' Charities This is a strong indicator of the fire department's involvement with the community. Fire Inspections of Multi -Family This is a basic tenant of the fire department through SL07 Residential Structures our Master Plan in keeping the Public and Property safe. This is a basic tenant of the fire department through SL15 Reduce Fire Incidents our Master Plan in keeping the Public and Property safe. Reduce Response Time in the Urban This is a basic tenant of the fire department through SL16 Response Zone our Master Plan in keeping the Public and Property safe. Elementary Students Attending Fire This is a basic tenant of the fire department through SL17 Education Sessions our Master Plan in keeping the Public and Property safe. EN04 Fire Hall No. 1 Energy Consumption & To maintain the LEED Gold standard the facility was GHG Emissions designed to meet. Council Review - December 2016 Incremental Package Report 2017 Proposed Budget Division: (01) Protective Services Date: August 2016 Department: (023) Fire Protection Submitted By: Bryan Vinje Decision Unit: Live Fire Training Facility Rental Package: 1 of 2 Activities/ Purpose: Page 115 Putting people inside structures to fight fire is the MOST dangerous thing we do. A training field is very essential. Fire Department live fire training has been accomplished utilizing our current agreement with the Justice Institute Fire Training Centre (JIBC) for minimal cost. This agreement will terminate in August 2016 with no option of renewal. The purpose of this package is to meet the Live Fire Training needs of the Fire Department by renting the JIBC Burn Building. The increase in training budget is required annually to offset rental cost of the facility of this essential training. Functions Performed/ Degree of Service: Response to structure fires is a high-risk activity which can be effectively managed through live fire training. Live fire training is a necessary training for all staff. The facility rental is critical to ensure firefighters have the opportunity to learn, develop and advance their skill set in the goal of developing safe, efficient and effective firefighters in this environment. Alternatives Considered/ Reasons for Not Recommending: Cost of renting other facilities outside of Maple Ridge would take vital resources and staff out of our city, reducing response capabilities. No live fire training facility rental would prove to be a determent to the City of Maple Ridge Fire Department operational capacity. This would reduce skill level of current staff; hamper efforts of recruiting and training Firefighters, increase risk to staff and liabilities to the city by not meeting Worksafe BC and NFPA standards, associated with responding to structure fires. Staff Position: Annually increase the Fire Department Training budget for Live Fire Facility rental. Performance Measure: The performance measure is to provide training to the Fire Department to maintain our current operational level of service to the citizens, while meeting WorkSafe BC and NFPA 1403 standards, by the use of a live fire training facility. Package: 2017 Budget JIBC Facility Rental Cost (annually) - $75,000 Council Review - December 2016 Page 116 Incremental Package Report 2017 Proposed Budget Division: (01) Protective Services Date: August 2016 Department: (023) Fire Protection Submitted By: Bryan Vinje Decision Unit: Interim Fire Training Package: 2 of 2 Activities/ Purpose: The purpose of this package is to provide an interim training facility until Fire Hall 4 Training Centre can be developed. Fire Department training for Recruit, Paid on Call, Career and Youth Academy has been accomplished utilizing the JIBC Fire Training Centre on 256 Street. The agreement that allows us to utilize this facility for minimal cost expires August 2016 and is not eligible of renewal. JIBC has agreed to extend the agreement until end of this calendar year. Renting the JIBC site would be a temporary solution and I would anticipate additional inflation costs associated with the rental cost for each additional year. The challenges associated with the JIBC distance to the downtown core does not allow for the Career staff to train at the facility while provide protective services coverage. The site of Fire Hall 4 would facilitate Career Staff training while still maintain protective services coverage. The additional value of the Career staff training would be estimated at $91,250 per year. Functions Performed/ Degree of Service: Our current training model, excluding any live fire training, is several hundred hours spread over many days throughout the year. The FTC rental fees are approximately $100,000 per year. Alternatives Considered/ Reasons for Not Recommending Cost of renting other facilities outside of Maple Ridge would take vital resources and staff out of our city, reducing response capabilities. Providing no training facility would prove to be a determent to the City of Maple Ridge Fire Department operational capacity. This would reduce firefighter skill levels, resulting in decreased safety to our firefighters and citizens. Staff Position: Provide annual funding to Fire Department Training Budget for JIBC facility rental until the development of Fire Hall 4 Training Centre is completed. Performance Measure: The performance measure is to provide training to the Fire Department to maintain our current operational service level to the citizens by focusing on the overall training data and maintenance of certifications Package: 2017 Budget JIBC Rental Cost (per year) - $100,000 Council Review - December 2016 Page 117 City of Maple Ridge Corporate & Financial Services - Information Technology Business Plan 2017 - 2021 Departmental Overview The goal of the Information Technology Department (IT) is to enable the City to leverage technology solutions that meet business objectives while providing an excellent customer experience. The IT Department is also responsible for managing corporate computing devices, data resources and hardware and software infrastructure. The IT team supports the operation of over 425 business computers, 100 virtual servers and 42 physical servers; in total, over 1000 networked devices and all associated telecommunications, applications and databases across over 10 locations. More than 20 different enterprise -wide business systems run on the computing network, including financials, property, taxation, payroll, asset management, budget, recreation, business licences, incident management, action requests and the Geographic Information System. The department maintains corporate communications assets which include telephone, email, networks, switches and servers. Beyond day-to-day operations, the department also coordinates strategic technology direction and investments, develops common standards and architectures and provides business solutions to help frontline departments deliver public services efficiently. A major service area for the department is in providing technical advice, data management and reporting as well as developing business solutions to maximize the use of our technology investments and add value to the business units in their use of information technology. The total expenditure budget for this department is $2,810,000. Organization Chart Manager of Infrastructure and Security Services Network Analyst 2 FT Full -Time Equivalent Staff = 16 Chief Information Officer Customer Support Manager Business Solutions Customer Support Supervisor Network Analyst Business Systems Analyst User Support Computer Support Assistant Specialist 2 FT 2 FT Senior Analyst Programmer Systems Analyst 2 3 FT Systems Analyst 1 Council Review - December 2016 Page 118 Strategic Alignment • Technology systems are essential in delivering and supporting services to the community. The Information Technology (IT) Department enables service delivery for City staff and citizens through the provision and support of a robust and reliable computing infrastructure. Through the use of effective communication, collaboration, guidance, education and support, the IT Department will move forward, in a cost effective manner, on initiatives that enhance the City's online presence in an ever increasing mobile world. • Leveraging data, the Department can assist the City in answering questions, solving business problems and providing information to citizens in an open and transparent way. • Partnering and collaboration is key when creating and extending City services in innovative and cost effective ways. • The Department continues to focus on projects that deliver efficiencies for both departmental processes and corporate programs. • The Department continues to align its work with the Corporate Customer Service Quality Program to improve services and increase citizen engagement. Business Perspective/Environmental Scan • Working with department heads to form the IT Steering Committee, we are currently building the IT Strategic Plan to ensure we are moving IT forward with a corporate approach that is in alignment with Council goals and objectives and that will maximize corporate benefit. Our Service Level Agreement (SLA) is funded to provide support Monday to Friday, 7:30 am to 5:00 pm with best efforts outside of these hours. The expectation of our customers is that the corporate computing services are available 24/7 - all the time from anywhere on anything. We continue to strive to meet the needs for service to both internal and external customers. Our strategy in building resilient systems and a departmental culture of monitoring and responding to system failures outside of the corporate SLA, helps us support the expectations of our community. We continue to look for ways to meet these expectations without increasing costs. • Technology projects are most successful when the departments who will use this technology are fully engaged in and provide adequate resources to champion the effort by contributing to the design, testing and implementation. Corporate initiatives inform the strategic plan, and we need to make sure all projects have champions in place before proceeding with an upgrade or change. At times, we have challenges in finding champions for required maintenance when no tangible benefits are identified within the business unit. We need to ensure there is corporate support for required maintenance so systems remain stable and supportable. • As City staff look to data to understand and resolve business problems, we need to ensure there are adequate resources for collecting and analyzing this information. We also need to ensure the right information is collected and stored in accurate, consistent and timely ways. • Costs that sit in the IT Department's cost centre provide continuing support for hardware and software applications used by the organization. There are challenges with cost containment due to increases in service agreements from vendors, organizational growth which typically increases licensing costs. Continuous Improvement • Enhancing the customer experience by further developing self service options for staff and citizens. • Expanding field worker technology to improve the customer service experience through real time access to services and information and real time updates for office staff responding to citizens. • Field technology increases staff efficiency by eliminating duplicate data entry and providing tools to complete office work remotely during downtime in the field. • Focusing our efforts to increase the business benefit from data gathered in the field. Council Review - December 2016 Page 119 Accomplishments and Work in Progress (highlights only) Action Item Status or Outcome Complete (and ETA if not 100%) Document Management (Laserfiche) Onboarding for all departments into Laserfiche is complete. Going forward we need to decide if 100% we want to leverage other features of this product, including forms and workflow. Upgrade and Migrate GIS and supporting The GIS system and supporting applications ° 100% applications have been migrated. Inspections for Fire Department This project has had a number of challenges with vendor software. The Fire Department is 25% currently testing a version of mobile Inspection Q3 2017 software from FDM. Consolidate Enterprise Applications into This is a multi-year project. We expect 90% of a single Database (Tempest, Amanda, the databases migrated to SQL by the end of 60% Crystal Reports, Cemetery, GIS, 2017 with the remaining complete in 2018. Q4 2018 Hyperion, ROSS Financials, Empath) Cable Plant Upgrade for Leisure Centre We continue to work with Facilities to move forward on this project. Requirements and meetings with consultants are complete. With 30% the dissolution of the Parks and Recreation Q4 2017 Joint Services agreement, this project has not moved forward as quickly as we had hoped. Cable Plant Upgrade for Operations We continue to work with Facilities to move 5% forward on this project. Q4 2018 Reinvigorate IT Steering Committee The new IT Steering Committee has been formed and we are currently completing IT 100% Strategic Plan for recommendation to CMT. Develop IT Strategic Plan Draft plan adopted by IT Steering Committee 90% Q4 2016 Work with Open Government Task Force The Open Government Task Force have to architect Open Governance completed their work and provided Framework recommendations to Council. We are currently 100% developing an Open Government work plan to take forward to Council in the Fall. Work with departments to expand the We have started building tools to assist staff in collection and analysis of corporate data addressing business issues. This project is 100% to address business issues incorporated in the Open Government work plan and will be moved to that project. Develop micro apps to further enhance We have started developing Micro applications the customer experience or specific tools, including Development Services app, Business Directory, Contract 100% Registry and Interactive Flow Charts. This work is incorporated into the work plan for Open Government and will be moved to this project. Further enhance security policies, The Security group was formed in 2016. This practices and procedures through a group has been responsible for completing the 90% formalized security group rework of the City's DMZ infrastructure. We Q12017 still need to rewrite the City's Security Policy. Council Review - December 2016 Page 120 Action Item Status or Outcome Complete (and ETA if not 100%) Continue program of hiring a BCIT This year we hired two BCIT students. These Practicum Student within the GIS area students successfully completed a work term 100% in the GIS area. Build out Test and Development We built out a test and development Environment environment, including an additional developmental server for the Budgeting 100% software. We continue to invest in test and development and will move this to ongoing. Increase Throughput to Remote Sites This work is primarily complete with remote 100% sites being serviced with adequate bandwidth. Enhance EOC Infrastructure This project has been put on hold. Enhanced EOC infrastructure will include additional AV On Hold equipment. Add resiliency to virtualized desktop This project is complete. We purchased a infrastructure second Nimble device earlier this year to add 100% resiliency to this infrastructure. Review Backup Strategy to find This project is in its early stages and will be efficiencies and reduce costs completed in 2017. We may be able to 10% transition to new backup software within our Q3 2017 existing funding envelope. Explore the benefits and costs of RFID to We did not get much traction on this project 5% the corporation and will be moved to 2017. Q3 2017 Replace SFTP with a "Dropbox" style This project is complete. Implemented an method to increase ease of use in data extremely user friendly service called Varonis 100% exchange while still maintaining security which eliminates size restrictions on emailing large files or groups of files. Replace nonstandard cabling at various This is really more of an ongoing deliverable. Move to locations As necessary and as time permits, nonstandard Ongoing cabling is addressed. Implement enhancements to the live Replaced end of life live stream infrastructure streaming infrastructure to improve and numerous small improvements around 100% reliability and access during live stream sound for recordings and conference calls. events. Identify suitable data resources with IT; The website access portal was set up for develop a plan to implement and testing in 2015. We are currently working with 10% support the public use thereof through the new Legislative Clerk to develop a plan to Q4 2017 the Laserfiche public portal. begin population of the web portal. Further enhance Service Desk Significant changes to enhance the Service application capabilities (i.e. Desk including new communication and ticket 100% automation/knowledge base/analytics) resolution processes and templates. This will be incorporated into our ongoing deliverables. Further automate desktop and Desktop/application deployments fully 100% application deployments automated. This will be moved to ongoing. Knowledge transfer for scriptable fixes Staff and procedure changes have been made We will move this item to our ongoing items going forward. 100% Council Review - December 2016 Page 121 Action Item Status or Outcome Complete (and ETA if not 100%) Further develop practices & procedures We have made significant enhancements to to enhance the customer experience customer service, including: Focused effort on customer experience, communication, maintenance and staff changes, hiring a Help Desk Supervisor to coordinate activities and to 100% foster high standards of customer care, Face to face customer service meetings to provide information and identify areas for improvement. This project is complete but the work is ongoing. Continue to develop and execute a joint The RFP is complete, responses received and RFP with City staff and other the team is currently in the final stages of ° 90% municipalities for a recreation software making a selection. Q4 2016 replacement Continue to support the corporate We currently have dedicated resources that deployment of our Document/Records provide technical expertise for installing, 100% management software configuring and maintaining the infrastructure. This item should move to ongoing. Assess the Amanda and Tempest This project is complete. At this time, it enterprise systems to determine where appears that Tempest will provide us the best services should be grown in the near total cost of ownership overall. We have met 100% term as well as the long term strategy for with departments to discuss a strategy for these two systems. moving forward. Redeploy the Document Management This project is currently being completed. infrastructure in a cluster service to Clustered services provide both load balancing ° 80% enhance resiliency and performance of and resilient services. Q4 2016 the system Continue to grow and support GIS This work is ongoing and will be moved to services and architecture, including ongoing deliverables. 100% enhancements for mobile applications Work with Bylaws to assess and The assessment is completed and we are 95% potentially deploy electronic ticketing currently working with Bylaws to deploy Q4 2016 service electronic parking tickets. Work with CDPR as they transition out of the Joint Leisure Services agreement, This project is complete. 100% including transitioning all technology and services related to the agreement. Continue to work with HR to streamline We worked with HR to streamline time entry. time entry We had success with Fire; however, due to the nature of the work and the systems we have in Closed place, we were unable to make a lot of Looking at headway with other departments, including Alternative Operations and Parks and Recreation. We will Systems be investigating alternatives with HR in the coming year. Council Review - December 2016 Page 122 Projects Transferred to the IT Department in September 2016 (highlights only) Development of an additional telecom We need to get up to speed on this project and 40% tower arising out of our RFP process review the work that has been done to date looking at City lands. before proceeding further. Complete the SHAW negotiations on Going forward, we have reinvigorated 75% their "GO" Wi-Fi project. discussions with Shaw and look forward to moving forward on this initiative. Implement document (web) portal The website access portal was set up for 10% implementation - Website access. testing in 2015. We are currently working with the new Legislative Clerk to develop a plan to begin population of the web portal. Cell Tower Implementation and Third We need to get up to speed on the goals and 10% Party Leasing timelines for this project, and the nature of the delays. Begin implementation of latest business Working with the EAC and Technology Task 10% plan investment program for fibre optics Force, this project has taken a slightly new and build on potential user constituency. direction. We are currently exploring new opportunities for investment in fiber and going to market. These opportunities include leveraging partners, open access network, grants and City investment opportunities. Bring forward capital improvements for The transit exchange is tightly linked with the 20% data transit exchange. fiber strategy and program. Investigate trends in telecommunication We need to investigate the nature & scope of installations in residential the project & what work has been done to date. neighbourhoods to ensure the corporate 0% policy framework is in alignment with Federal policy. Council Review - December 2016 Page 123 Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Develop innovative solutions with business units to enable them to accomplish their work and deliver service more efficiently. • Work with department to leverage existing data to monitor, manage solve business problems. • Look for ways to extend the functionality of our existing enterprise software. • Deliver excellent customer service and increase effective communications to customers. • Participate in necessary training and contribute to the development of appropriate business practices in our area as we grow the document management system. • Perform regular patching and upgrades of all existing network infrastructure (network hardware and software requires a minimum of one upgrade per year - 100+ pieces of network gear). • Perform regular patching and upgrades of all existing hardware, software and operating systems (current software packages will require one major and/or several minor upgrades per year -200+ components) • Provide technical support to our 600 plus customers on all existing hardware and software • Continue to monitor infrastructure demands and investigate opportunities to deliver service utilizing new technologies and find efficiencies • Manage existing inventory of hardware and software devices • Harden software and hardware solutions • Participate in and Chair IT Steering Committee • Strengthen project management practices and skills • Investigate opportunities for a Strategic Alliance in the delivery of service • Review software, as well as other alternatives, to meet our needs and reduce costs. • Lead contract negotiations on new products/product replacement/business improvement initiatives. • Regularly meet with staff to improve operations and safety. • Regularly meet with staff for project status updates and to help define strategy/enhance progress. • Provide guidance, mentoring and support for staff to build on existing skill sets. • Ensure depth in the IT Department to manage existing software, hardware and infrastructure. • Educate departmental staff on how to leverage existing technology. • Raise the level of technical knowledge in the corporation. • Coordinate Emergency Operations Centre (EOC) needs with respect to IT needs and practices. • Research, evaluate and propose new website services consistent with our vision for the website and public service. Define and participate in website improvement initiatives. • Work with departments to evaluate and implement new transactional services on the website (i.e. - utility payments, other Amanda permits, etc.). • Review open data opportunities and consider enhanced data sharing opportunities. • Assist in policy development work to provide direction for future investments in technology and in the information security field. Council Review - December 2016 Page 124 Ongoing Deliverables - cont'd • Coordinate efforts for corporate benefit in advancing projects and identifying investment strategies. • Review and set information security practices. • Identify other functional improvements (e.g. - employment section improvements, communications, calendar of events improvements, online booking of facilities, etc.) Found Milestones • Implement SharePoint infrastructure, including authentication for third parties, to support new services including: Weekly Newsletter to Council; Collaborative Interface for Economic Develop Task Force and Forward 2020 • Re -organization of department resulting in two manager positions and the addition of one Systems Analyst position. • Staff changes: hire of 2 User Support positions to fill vacancies. • Hire new Systems Analyst. • Repair failed Fibre installation at City Hall, resulting in re -termination of Fibre connections • Build Development Services application • Build Business Directory application • Build Flow Chart application • Working with Technology Task force to support Fiber initiative and rework Fiber Strategy • Support additional live stream events including Live Budget Q and A session • Provide additional technical support for all Council meetings including setup, testing and onsite support as required. New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: To deliver effective, efficient, robust and innovative solutions to our customers so they can maximize their efficiency and provide an excellent customer experience and enhanced services to our citizens. Objectives.- Enhance bjectives.Enhance online services for both staff and citizens to increase accessibility through online self- service options from anywhere at any time from anything (device). • Deliver tools in the field to increase efficiency by eliminating duplicate data entry, providing real time access to information and data, as conditions change, and increase productive time for field workers through the use of mobile tools. • Strategic initiatives that will grow the department as a leader in the community and in the province. • Leverage existing infrastructure and data to increase accessibility for understanding and information. • Deliver robust and reliable service to ensure maximum uptime of services. • Deliver efficiencies through consolidation of service and potentially leveraging cloud based services. Council Review - December 2016 Page 125 Measures • Addition and useage of new online applications • Reduction in staff time to respond to inquiries • Increase in productive time for field workers. • % of service uptime Action Item Lead ETA Execute Open Government work plan. This is a multi-year project. Christina Crabtree David Cooke Jay Lee Q4 2019 Extend Field Worker Fleet in Operations and Engineering Colin Andre Q4 2017 Explore replacement of Action Request System with an Online Service David Cooke Q1 -Q4 2017 Blaney Room MIC Upgrades Colin Andre Q12017 Replace Fire Hall Toughbooks Colin Andre Q3 2017 Citrix Growth: Virtualization of workstations. Caroline Harrison Q1 -Q4 Fiber Initiatives Christina Crabtree Q4 2017 Evaluate and potentially move Email and Share Point to Azure Sean Serediuk Q12017 Review Replacement of Enterprise Applications: HRIS, Financial and Asset Management IT Steering Committee Q3 2017 Continue program of hiring a BCIT Practicum Student within the GIS area Angela Yan Q2 -Q4 2017 Amanda Upgrade to Version 6 Suresh Narayan Q3 2017 Property Tax Auto Deferral Renewal - Implement BC Province's Tax Deferral Process (PTD) Requirement Suresh Narayan Q12017 MTI General Tickets Upgrade Suresh Narayan Q12017 Migrate Business Licences to Tempest Suresh Narayan Q3 2017 Replace CIFS Storage Sean Serediuk Q3 2017 Tempest Upgrade Suresh Narayan Q3 2017 Various infrastructure Upgrades All Staff Q3 2017 Fiber Optic Cleanup Sean Serediuk Q2 2017 Succession Planning Training Management Team Q1 -Q4 2017 Replace Recreation System Oliver Schurer Q1 -Q4 2017 Upgrades to GIS system David Cooke Q1 -Q4 2017 Operating Budget Council Review - December 2016 Page 126 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - Information Technology Proposed Changes or Remarks: Software Maintenance • Maintenance fees for existing software have increased; also, there are maintenance and licensing costs for new software. Incremental Packages - We have two incremental packages this year: 1. To add a position that will allow us to effectively deliver on the Open Governance work plan. The work plan will deliver new services that are largely based on existing data. Additional resources in building and maintaining new services, as well as tackling data integrity issues will be critical. 2. To add a position to address increased service requirements due to organizational growth and support outside of the standard work day of 7:30 a.m. to 5:00 p.m. Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Expenditures Consulting 32 32 0% 32 32 32 32 Equipment Maintenance 15 15 0% 15 15 15 15 Salaries 1,663 1,688 25 2% 1,728 1,769 1,814 1,863 Software Maintenance 864 916 52 6% 968 1,019 1,070 1,121 Supplies 15 15 - 0% 15 15 15 15 Training 10 10 0% 10 10 10 10 Utilities -Telephone 131 131 0% 131 131 131 131 Vehicle Charges 3 3 3% 3 3 3 3 2,733 2,810 77 3% 2,902 2,994 3,090 3,190 Transfer to Reserve Funds Interest Transfers 5 5 - 0% 5 5 5 5 Salaries Recovery (250) (250) 0% (250) (250) (250) (250) Transfers to Reserve Funds 220 220 0% 220 220 220 220 (25) (25) 0% (25) (25) (25) (25) Totals 2,708 2,785 77 3% 2,877 2,969 3,065 3,165 Proposed Changes or Remarks: Software Maintenance • Maintenance fees for existing software have increased; also, there are maintenance and licensing costs for new software. Incremental Packages - We have two incremental packages this year: 1. To add a position that will allow us to effectively deliver on the Open Governance work plan. The work plan will deliver new services that are largely based on existing data. Additional resources in building and maintaining new services, as well as tackling data integrity issues will be critical. 2. To add a position to address increased service requirements due to organizational growth and support outside of the standard work day of 7:30 a.m. to 5:00 p.m. Council Review - December 2016 Page 127 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: October 1, 2016 Department: IT Department Submitted By: Christina Crabtree Decision Unit: Staffing Package: 1 of 2 Activities/ Purpose: The IT Department is well positioned and eager to increase its strategic value within the organization. Through a more focused approach on asking the "why" questions, coupled with a pointed effort on data collection and analysis, we can assist departments both in understanding and solving business challenges, as well as providing enhanced services to the Community. Open governance as well as tools and applications that leverage existing data to manage business areas more effectively, will provide tremendous benefit to the organization (i.e. efficiencies and customer service). In order to successfully achieve this, we will need to provide additional resources for both purpose built applications and corporate data management. We cannot sustain the long term care and feeding of new services built to achieve this end, without a corresponding increase in resources. Functions Performed/ Degree of Service: We will provide support to Departments and the organization by addressing specific business needs and delivering desired enhancements to improve the customer experience and find efficiencies. This will be achieved by gaining a better understanding of the challenges faced and/or problems that need to be solved in Departments and across the organization. Using technology, including data collection and analysis, we can assist departments in achieving their goals. Alternatives Considered/ Reasons for Not Recommending: The introduction of new services and relying heavily on corporate data to deliver information and feed applications, will increase demands on IT resources. Without the necessary resources applied to a corporate strategy on data management, we are at risk of delivering poor quality data for both information and business decision making purposes. High data integrity and automated mechanisms to collect and distribute this data through various tools and applications will help us be successful. If we are unable to apply additional resources, we may want to slow down the introduction of new services and tools to ensure we can support our existing services. Staff Position: We will need to add a position in our Business Solutions stream as well as reallocate work to existing positions. The additional position will allow us to add resources to manage additional services proposed in this year's business plan and to manage data corporately. Performance Measure: The success of this work will be measured through specific initiatives that demonstrate tangible value to the organization. This may be in relation to a specific business problem that needs to be understood and solved or through corporate initiatives that will move our organization forward. Package: 2017 Budget $90,000 Council Review - December 2016 Page 128 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: October 1, 2016 Department: IT Department Submitted By: Christina Crabtree Decision Unit: Staffing Package: 2 of 2 Activities/ Purpose: The IT Department is funded to support the City's computing services from 7:30 am to 5:00 pm, Monday to Friday. The expectation of our customers is that all services are available 24 hours a day, 7 days a week. To try and meet these expectations, without increasing costs, we have taken the following actions. 1 Developed a culture of responsiveness, where staff monitors services and responds to after hour emergencies even though they are not on call. 2 Built resiliency into our computing infrastructure so when one service fails, a secondary one can continue to deliver service. 3 Provide multiple service methods and educate customers on those methods. This provides options when a specific service is unavailable, as individuals may be able to continue working with an alternative (i.e. if email on phones is not working, users can access webmail or CAG to send and receive emails OR if a user's workstation/thin client fails, he/she can log on to any other available computer at any City location to access files and applications). As we continue to grow and as more of the organization adopts a non-standard work day, demands for service outside of 7:30 am to 5:00 pm increases. Leisure Centre is open from 6:00 am to 10:00 pm, Bylaw officers work on the weekends, meetings are live streamed and Operations and Fire departments operate 24/7. The current support model is no longer meeting the needs of the organization. Functions Performed/ Degree of Service: Service Desk will be open until 10:00 pm on weeknights instead of 5:00 pm. Weekend support will be available to serve staff working these days. The proposed extended support will also include onsite technical support for evening and weekend live stream and other high profile meetings. The result of this incremental package will be an improved customer experience outside of the currently defined 7:30 am to 5:00 pm SLA. In addition, the extra resource will allow for an increased overall responsiveness to requests for service from the Information Technology department. Alternatives Considered/ Reasons for Not Recommending: Another option would be to phase in the additional service hours in an effort to incrementally increase service while spreading the costs for this additional service over time. Staff Position: We will need to add a position that cross functionally serves Service Desk, Desktop support and 2nd level network support during the extended service hours. Performance Measure: Success will be assessed and measured by tickets generated and completed during non-standard hours as well as increased responsiveness during evening and weekends. Package: 2017 Budget $80,000 Council Review - December 2016 Page 129 City of Maple Ridge Corporate & Financial Services - RCMP/Police Services Business Plan 2017 - 2021 Departmental Overview The Ridge Meadows RCMP Detachment is proud to provide policing services for Maple Ridge and Pitt Meadows. The detachment is fully integrated between both cities and operates the hub of operations in Maple Ridge supplemented by a newly renovated and expanded Community Police Office in Pitt Meadows. The Ridge Meadows RCMP currently has 121 police officers on strength, with 96 assigned to Maple Ridge, 22 assigned to Pitt Meadows and 3 funded by the Province of BC. Maple Ridge and Pitt Meadows also contributes the equivalent of 12 members in integrated (Metro Vancouver area) specialized integrated teams. 45 City employees provide operational and administrative support for exhibits, prisoner guarding, client services, records management, crime analysis, court services, media relations, and fleet maintenance. In addition, the detachment has a robust volunteer program and an active and dedicated volunteer base who are passionate about community, public safety and crime prevention programs such as Citizens on Patrol, Citizens Bike Patrol, Speed Watch, Block Watch and the RCMP Auxiliary Constable Program. The Ridge Meadows RCMP's strategic priorities are based on three broad focus areas. They are Increased Community Safety, Effective and Efficient Policing and Continuous Improvement. The detachment achieves their objectives through a variety of critical partnerships within the community and the citizens and also through a crime reduction strategy, community policing and crime prevention programs. The total expenditure budget for this department is $23,065,000. Organization Chart Investigative Professional Services NCO/IC Standards (S/Sgt) (Sgt) NCO VC Administrative NCO VC NCO I/C Street Enforcement Commander Serious Crimes (Cpl) Unit (S) (Sgt) 1 each Watch (Sgt) Training NCO Senior Patrol NCO Road Supervisor Street Enforcement (Sgt) (Cpl) Unit 1 each Watch Serious Crimes Supervisor Traffic Supervisor PBL (Cp13) (Cpl) Volunteer Program (Cpl) Custodial Guard 2 Information Officer Serious Crimes Crime Reduction tanforcement nitInvestigational Court Liaison tigational (Cst 2)Cst 3) Street Enforcement Officer Unit Officert0.5 Serious Crimes Supervisor Supervisor (Cpl) (Cpl) Street Enforcement Serious Crimes Unit Investigational Investigational (Cst 2) (Cst 3) CPIC OperatorCoordinator Prolific Offender Suppression Team SecretaryCustotlian Serious Crimes Coordinator-Exhibits(Contract) (POST) Supervisor (Cpl) (Cpl) POST Serious Crimes Investigations Investigational PRIME Records (Cst 3) PRIME Reviewer (Cst 2) Case Worker NCO I/C Custotlian 2 FT Investigational Assistant Support Team (Contract) (Cpl 2) Investigational Support Team (Cst 4) Council Review - December 2016 Page 130 Officer in Charge (Superintendent) - NCO Crime Operations Officer (S/Sgt) Support Services (Inspector) Administrative 'A, B, C, D' Watch NCO I/C NCO Commander Traffic Section (Cpl) (S/Sgt) (S) Training Goord 1 each Watch Coordinator Training NCO Senior Patrol NCO Road Supervisor (Cpl) (Sgt) (Cpl) 1 each Watch Road Supervisor Traffic (Cp13) (Cst 7) Senior Manager of Police Services Watch Investigator (Cst) 13 each Watch NCO I/C Community Programs Community Programs (CPI) I Community Policing (Cst 3) Mental Health Liaison Officer (Cpl) Youth Resources Officers (Cst 2) NCO I/C Pitt Meadows CPO (Cpl) Community Policing (Cat 1) Volunteer Services Crime Supervisor- Administrative Support Services Media Relations Forensic Vitleo Recortls Computer Support Adrmnistrative Supervisor Analyst Custodial Support Assistant Supervisor Training Goord Technician Coordinator Specialist Assistant Guard 0.6 FTE 2FT Volunteer Program Crime Analys[ Custodial Guard 2 Information Officer Crime Reduction Court Liaison Court�i.L*.nAssistant Officer Officert0.5 FTE0. Victim Services Custodial Guardl GIS Fleet Maintenance CPIC OperatorCoordinator SecretaryCustotlian Coordinator-Exhibits(Contract) Lt� 2.5 FTE Victim Services Exhibit Clerk Typist3 PRIME Records PRIME Reviewer Case Worker Custotlian 2 FT Assistant 4 FT (Contract) Clerk Traffc Clerk2 Information& Municipal Reader Front Counter 2 Fi Privacy Coortlinator 3 FT Clerk r pmt 2 Receptionist 1.5 FTE MNI Reviewer 0.6 FTE Full -Time Equivalent Staff = 46.6 Council Review - December 2016 Page 131 Strategic Alignment Public safety is an over -arching theme in most of Council's priorities: • Police continue to focus on road safety. This specifically includes: excessive speeding and enforcement at high crash locations. All road safety initiatives include public education, increased communication, prevention strategies and partnerships. • Neighbourhood safety within all segments of the community is an ongoing commitment that includes seniors, youth and vulnerable persons as outlined in Council's priorities. Police have a strong community programs team and community engagement strategy to ensure neighbourhood safety • Police will continue to be committed to open and transparent government and will enhance the Crime Map with Crime Prevention information including Block Watch, Crime -Free Multi -Housing buildings as well as other crimes of interest information. • Police are committed to Council's priority to have an open and transparent government. Police release quarterly crime statistics and will continue to support the on-line and interactive Crime Map that includes significant enhancements in 2017 around the area of crime prevention. Business Perspective/Environmental Scan • Multi -Jurisdictional Nature of Crime. With increased access to our community through enhanced infrastructure such as the Golden Ears Bridge and the imminent Skytrain Evergreen Line to Coquitlam, criminals and prolific offenders cross geographic lines to commit crime. Our Crime Analysts throughout the Lower Mainland monitor trends, profiles and modus operandi to jointly target offenders. • Complexity of Policing. The capacity of police officers to deliver police services has been greatly affected by court decisions, legislative policies, social policies and technological advancements that, while extremely important, have had unintended consequences of substantially increasing the time and costs associated with investigating and clearing cases. Court decisions add to police investigative procedures and police must meet the strict procedural guidelines set by Crown Counsel, who approve a recommended charge. Today's laws are more complex and require significant additional education and training of police officers to enforce their numerous provisions. The introduction of new technology has had both positive and negative results. • Social Impacts. Impacts to social services levels are greatly affecting police. The increases of drug addiction, untreated mentally ill and poverty are creating huge volumes of work for police and unnecessary negative pressure with the perception of crime in the community. Police are not able, nor do they have the resources, tools or training to deal with the social ills of our society, however many citizens have no alternative but to call the only service who is available 24/7. • Legislative and Crown Requirements at a Higher Standard. There is a need for an increase in both operating and administrative resource time allocations to prepare detailed court documentation, meet high standards of investigation, as well as maintain protocol for arrests. • Complexity of Information Technology. Increases in the amount of time it takes to investigate due to technology. This can include seizure and processing of cell phones, tablets, computers and search of multi -social media networks. The impact of this reality is on the investigating member and can involve several specialized units. • Efficiency Reviews. We continually engage in reviews that will increase value for dollar in all that we do. This includes everything from how we provide a service to prolonging computer/monitor lifespan. At every corner we look at the decisions in front of us and look for more efficiency and financial savings. • Instant Need for Communication from Police to the Public. The expectation of immediate communication is a new horizon for police. The public's expectation is that this information will come directly to them via cell phones and tablets. Ridge -Meadows is a front runner in the Lower Mainland with respect to working within social media and we utilize Facebook and Twitter to communicate information on a daily basis. Council Review - December 2016 Page 132 Continuous Improvement • General Duty Shifting Analysis pilot has been completed and analysis of the data will be available early 2017 • Clearance Rate training for RCMP members to ensure that data information recorded is accurately represented in Statistics Canada data. • Revitalization of the Victim Services program to expand critical incident support to victims of crime. Enhancements include recruitment and training of a new volunteer base to provide 24/7 service to our communities. • Increased our Block Watch program to a total of 197 blocks by adding 8 new blocks in 2016. • Increased Crime Free Multi -Housing program by adding 1 additional building bringing our total to 19 out of 36 buildings. We have an additional 4 buildings going through the certification process. • Planning the move to switch workspace locations with the By -Law Department in the Randy Herman Building. This will achieve increased efficiency including police having the ability to secure the 2nd floor, providing By -Laws with a "store front" operation which will be more accessible to the public, and increased municipal records storage. • Enhancements to the electronic asset tracking system that includes an expansion to the Randy Herman Building Accomplishments and Work in Progress (highlights only) oda Action Item Status or Outcome Complete (and ETA if not 100%) Reduce collisions in priority intersections Collisions in the priority intersections targeted by 5% by working with Ministry of for 2016 by Police have decreased by 45%. Highways, improve signage and In addition to this initiative Council has 100% intersection enforcement approved electronic speed reader boards to augment enforcement strategies. Manage community safety issues Police continue to participate in the relating to the temporary homeless Community Standards Enforcement Team. shelter Police also work closely with the temporary 100% shelter and operator to increase public safety. Ongoing Police provided enhance visability with foot patrols, bike patrols and increased concentration downtown. Implement an Assertive Community Police have coordinated between Maple Ridge, Treatment Team (ACT) comprised of Pitt Meadows, Langley City and Langley multi -disciplinary partners to triage & Township to advocate for a shared ACT Team. case manage chronic mental health Mayors from each of these communities have Terminated citizens written to Fraser Health requesting this resource. Fraser Health has communicated they are considering this request but currently lack the funding Create pro -active town core policing The Community Programs Unit was enhanced team to focus on crime and and re -organized to create a community communication with businesses response team (CRT). This team focussed on the town core crime and communication with 100% businesses. The team also works closely with the downtown Community Liaison Coordinator. Work collectively with the City on Police continue to look for enforcement Marihuana dispensary pressures and opportunities in a situation where legislation is 100% changing legislation (Local and Federal). changing. Council Review - December 2016 Page 133 Action Item Status or Outcome Complete (and ETA if not 100%) Provide enhanced reporting to the A revised report has been developed and 100% Business Improvement Association (BIA) provided to the group in 2016. Re -organize support staff structure to New structure is in place and has improved meet changing needs and enhance communication, flexibility and accountability of 100% efficiency of service delivery. staff. Modernize Victim Services program - A complete revitalization has taken place for 100% online data, build volunteer base, role the Victim Services program, including new definition, and service delivery. staff, recruitment and training of volunteers which will provide victims of crime with enhanced support. Improve Block Watch communication Block Watch Information sessions are now with enhancements in social media held on a scheduled basis rather than (Facebook page) and inclusion of individually in neighbourhoods. This has "identifiers" in our Crime map. created synergy between Block Watch Captains who are more actively engaged. A Facebook page was researched for Block 100% Watch however due to restrictions and privacy concerns it was decided that providing an electronic newsletter to the Block Watch Captains with specific information for neighbourhoods would be more effective Revitalize the Auxiliary Constable The Auxiliary Constable Program in British program. 1. Adapt to policy changes and Columbia continues to evolve. A survey of community expectations. serving Auxiliary Constables and community 0% 2. Partner to train additional Auxiliary stakeholders was completed. Modified police Q4 2017 members to reduce policy and direction is expected in the near training costs. future. Ability to video link securely using Hardware is in place and the software provider 90% information technology (Magor) will be on site in Q4 to connect and test. Q4 2016 Analysis of staff ratios and shift A pilot was conducted on "A" Watch and 50% schedules to provide optimal service continues to be assessed. Data collection is Q2 2017 delivery (General Duty Staffing Analysis) complete and the analysis and results will be forthcoming. Support By -Laws in implementing an Discussions with the By -Law Department are electronic second-hand dealer reporting on-going and an analysis of whether the 25% software program. current by-laws are suitable are being Q3 2017 determined by By -Laws. Formal event for citizens, employees Two (2) significant events were held this year and volunteers to celebrate exceptional to celebrate: performance. 1. The RCMP hosted a Recognition & Awards night on April 27th for members, municipal employees and members of the public who 100% assisted police. 2. Volunteer Appreciation BBQ was held on August 29th for volunteers in all our RCMP programs. Council Review - December 2016 Page 134 Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Regular updates to Mayor and Council both formal and informal. • Detailed Financial Plan presentations to Mayor and Council. • Prolific and Priority Offender Management to increase public safety. • Town Center Enhanced Foot Patrols to increase visibility and manage perception of crime. • Joint Police Liaison Committee to discuss issues of strategic importance to both communities. • Annual performance/learning plans for all employees (both RCMP and Municipal). • Partner with ICBC for education awareness and enforcement projects. • Working with Social Planning (SPAC) Committee to assist with social issues. • Leverage Civil Forfeiture legislation at every opportunity. • Participate in gang reduction initiatives, including PTEP (Provincial Tactical Enforcement Priority). • Continue to participate with business improvement association (BIA), School District No. 42, community network and other local stakeholders. Action Item Status or Outcome Complete (and ETA if not 100%) Research & implement bike registry The 529 Garage Bike registry will be launching application as a Crime Prevention tool Sept, 2016 in our communities. Advertising will for our community take place with our local media the second and third weeks of September with volunteer and 100% staff training commencing on September 22nd. Oct 15/16 Community registration events are scheduled to be held on September 24, 27, 28, 29 and October 2 Implement a Learning & Development All RCMP staff participate in roll call training, program to assist members in career along with other in-service training to increase planning. their level of efficiency. A newly established 100% dedicated position for on-going training was established this year. Implement on-line reporting for certain Significant research was conducted with a crime types. vendor (Cop Logic) however costs were 25% prohibitive. BC RCMP IT Department has Q4 2017 committed to deliver an on-line reporting tool in 2017 Leverage IT software for Citizens on Modern technology was provided to Citizens On Patrol (volunteer program) to increase Patrol to wirelessly query license plates while 100% efficiency during patrols. on patrol. Implement multiple strategies to Member and family resiliency sessions were increase police officer resilience and held in partnership with the Detachment mental readiness i.e. peer to peer and Chaplin. The Road to Mental Readiness 100% support programs. (R2MR) program has been fully adopted by the detachment. Implement Council direction originating 1. Implementation of an on-line interactive from the Mayor's Open Government Crime Map Task Force 2. RCMP Statistics are released quarterly to 100% the public 3. Electronic availability of the 2015 Community Report Ongoing Deliverables • Continued representation on the Records Management Committee. The representative will develop `power user' level skills and provide training and hands-on assistance to department staff, as well as keep staff up to date on policies and procedures as they relate to records management. • Regular updates to Mayor and Council both formal and informal. • Detailed Financial Plan presentations to Mayor and Council. • Prolific and Priority Offender Management to increase public safety. • Town Center Enhanced Foot Patrols to increase visibility and manage perception of crime. • Joint Police Liaison Committee to discuss issues of strategic importance to both communities. • Annual performance/learning plans for all employees (both RCMP and Municipal). • Partner with ICBC for education awareness and enforcement projects. • Working with Social Planning (SPAC) Committee to assist with social issues. • Leverage Civil Forfeiture legislation at every opportunity. • Participate in gang reduction initiatives, including PTEP (Provincial Tactical Enforcement Priority). • Continue to participate with business improvement association (BIA), School District No. 42, community network and other local stakeholders. Council Review - December 2016 Page 135 Ongoing Deliverables - cont'd • Provincial seasonal funding to enhance police initiatives in Provincial Parks, including marine waterways. • Partner with Operation Rednose for accreditation, training and public safety. • Deliver effective Community Policing programs such as Crime Free Multi Housing (CRMH), Speed Watch, Block Watch, Citizens on Patrol and Citizens Bike Patrol. Support fundraising efforts of Cops for Cancer and BC Law Enforcement Torch Run. Found Milestones • Bait Bike Program - bait bikes were utilized this calendar year in an effort to catch culprits committing bike thefts in our communities. Police were unsuccessful at apprehending a criminal using the bait bike. • Utilization of Electronic Speed Signs - Council recommended purchase of electronic speed reader boards for the community as a deterrent to speeding. The Engineering department is working on rolling out the boards to the community. • Hosted a Cyber-Bullying/On-Line Behaviour Community Forum - in partnership with the Youth Department during Youth Week, the RCMP jointly hosted a presentation by Jesse Miller to increase community knowledge and awareness. • Clearance Rate Renewal Training - Training was provided to all RCMP personnel showing how clearance information is collected and how Statistics Canada reports and uses this information. • Electronic Asset Management (WiseTrack) Improvements - The enhancements made ensure that movement of police equipment is seamlessly tracked in the main detachment building as well as the Randy Herman building and the Pitt Meadows Community Policing Office. • RCMP Fitness Equipment - The City of Maple Ridge provided funding to replace the old and antiquated fitness equipment that was beyond repair. An important part of member wellness, safety and resiliency is physical fitness. • Cadet Program Renewal - Revision and renewal of information packages received by new members has been completed, along with expanded rotation in internal sections and units to enhance a recruit's knowledge and understanding of how the detachment functions. • Child Youth Advocacy Center MOU - This is a legally binding agreement between Community Services and the RCMP to have a collaborative relationship supporting child victims of crime. • 2015 Community/Annual Report - a visual and informative report was created and released. Council Review - December 2016 Page 136 New Deliverables for 2017 (highlights only) - Any incomplete items from prior years may also form part of the 2017 workplan. Service Area Goal: Enhance Community Safety • Police are integral to public safety within our communities, including reactive, proactive and perception of crime. Objectives.- Focus bjectives:Focus on offenders that put our communities at most risk • Improve perception relating to public safety • Participate in Provincial Tactical Enforcement Priorities (PTEP) Measures • Property Crime statistics • Violent Crime Rate per capita • Injury and fatal collision statistics • Crime Severity Index rankings • External and internal satisfaction through police and city surveys Action Item Lead ETA Work with School District 42 to create a community protocol NCO i/c Q3 around safe schools (VTRA) Community Programs Support stakeholders regarding Provide public safety as it Operations Officer Ongoing relates to a long-term supportive housing solution for the community. Continue to evolve and modify pro -active policing strategies Operations Officer Q1 -Q4 in the downtown core Priorize opiod drug trafficking investigations, including NCO i/c Q1 -Q4 fentanyl. Investigative Support Services Continued Road Safety Focus on: NCO i/c Traffic Q1-4 1. Identify high crash intersections for enforcement and education 2. Focus on excessive speeding infractions Implement new Provincial standards relating to Missing NCO i/c Q1-4 Persons as outlined in new legislation (Missing Persons Act) Investigative Support Services Deliver an inter -agency case assessment team (ICAT) to NCO i/c Q1-4 support victims in high risk domestic violence incidents Investigative Support Services Develop a local strategy to increase knowledge of youth Operations Officer Q1 relating to drugs, on-line behaviour, new driver program and healthy choices. Pursue synergies between the Victim Services Program and Senior Police Q1-2 Emergency Services by training VS volunteers to perform Services Manager Level 1 ESS call -out. Council Review - December 2016 Page 137 Service Area Goal: Effective & Efficient Performance • Emphasis on getting the most from our resources, processes and policies • Refine and seek business improvements and leverage best practises • Improve return on investment Objectives • Pursue efficiencies • Benchmark performance • Review processes and policies Measures • File clearance rates • Cost savings • Time savings • External and internal satisfaction levels through police and city surveys Action Item Lead ETA Provide training and roll out of Narcan (Naloxone) to on -road Operations Officer Q1 resources to disperse in emergent situations Ongoing training to promote employee awareness around Operations Officer Q1-4 health & safety responsibilities, including officer wellness and Police Services maintaining a respectful workplace Manager Workspace re -location with the By -Law Department in the Police Services Q1 Randy Herman Building to achieve enhanced security for the Manager RCMP, a store -front format for By -Laws and increased municipal record storage Informal sessions where the public is invited to discuss public Officer In Charge Q1 -Q4 safety issues with senior RCMP management Work with community stakeholders to make improvements to Officer In Charge Q1 -Q4 current Court processes with the focus of better supporting marginalized and addicted clients Develop a Detachment Communications Strategy to improve Officer In Charge Q2 internal/external communication Implement software upgrades to mobile data terminals NCO i/c Q1 (laptops in police cars) to provide officers with connectivity to Operations email and internal RCMP desktop tools. Support Council Review - December 2016 Page 138 Service Area Goal: Continuous Improvement • Commitment to continuously develop and deliver increased service levels both internally and externally Objectives.- Develop bjectives:Develop and implement best practises • Increase employee resilience and mental health • Leverage technologies to work smarter • Collaborate and engage with the community Measures • External and internal satisfaction levels through police and city surveys • Website and social media activity • Employee health assessment results Action Item Lead ETA Implementation of the RCMP Managerial Review (external Officer In Charge Q2 audit) recommendations Enhance the on-line interactive Crime Map to include crime Police Services Q2 prevention information (Block Watch & Crime -Free Multi- Manager Housing buildings) as well as additional crime type information Research feasibility and costs of implementing a Intranet for Officer In Charge Q4 Ridge -Meadows RCMP Detachment Implement AGLG recommendations to increase Officer In Charge Q2 communication and transparency to local government by reporting regularly on HR, finance, public trust issues and cost drivers. Work with Community Services to evolve the Youth Diversion NCO i/c Q2 program towards a Restorative Justice community healing Community model Programs Operating Budget Council Review - December 2016 Page 139 Proposed Financial Plan 2017 - 2021 Corporate & Financial Services - RCMP/Police Services Proposed Changes or Remarks: RCMP Contract • The RCMP Contract includes cost increases for existing members (97 budgeted in 2016) with 8 members planned over the next 5 years. The number of additional members averages approximately 1.5 annually or 1.5% increase. This is slightly less than the growth rate of the community. Other Outside Services • ECOMM Contract for dispatch services. Incremental Packages - Attached Capital Budget - None Information Technology - None Adopted Proposed Proposed Changes Proposed All $ values in 000's (thousands) 2016 2017 $ % 2018 2019 2020 2021 Revenue Fines 90 90 - 0% 90 90 90 90 PM - Cost Recovery 1,132 1,151 19 2% 1,174 1,198 1,224 1,251 Program Fees 36 36 - 0% 36 36 36 36 Prov. Grant (Conditional) 71 71 0% 71 71 71 71 Recovery 32 32 0% 32 32 32 32 Sale of Services 170 170 0% 170 170 170 170 1,531 1,550 19 1% 1,573 1,597 1,623 1,650 Expenditures Auxilary Training -Etc. 25 25 - 0% 25 25 25 25 RCMP Contract 17,411 18,109 698 4% 18,680 19,495 20,201 20,957 Equipment 3 3 - 3% 3 3 3 3 Insurance Expense 23 23 0% 23 23 23 23 Lease Expense 78 78 0% 78 78 78 78 Maintenance - General 169 170 1 1% 172 173 174 175 Meals 14 14 - 0% 14 14 14 14 Other Outside Services 945 973 28 3% 1,003 1,033 1,064 1,095 Program Costs 29 29 - 1% 29 29 29 30 Publications 2 2 - 0% 2 2 2 2 Salaries 3,490 3,542 52 1% 3,624 3,709 3,800 3,900 Supplies 35 35 - 0% 35 35 35 35 Training 3 3 1% 3 3 3 3 Utilities -Telephone 45 45 0% 45 45 45 45 Vehicle Charges 14 14 3% 15 15 15 16 22,286 23,065 779 3% 23,751 24,682 25,511 26,401 Totals 20,755 21,515 760 4% 22,178 23,085 23,888 24,751 Proposed Changes or Remarks: RCMP Contract • The RCMP Contract includes cost increases for existing members (97 budgeted in 2016) with 8 members planned over the next 5 years. The number of additional members averages approximately 1.5 annually or 1.5% increase. This is slightly less than the growth rate of the community. Other Outside Services • ECOMM Contract for dispatch services. Incremental Packages - Attached Capital Budget - None Information Technology - None Council Review - December 2016 Page 140 Performance Measures/Indicators The City tracks our performance in a number of ways. Some of the measures are tracked using Performance Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below. Full scorecards can be found in the Scorecards tab. To access the "live" scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool. Code Scorecard (on following pages) Why this Scorecard is important to this department: SL13 Population Served by Authorized Comparison indicator to other jurisdictions Police Strength SL14 Property Crime Offences Indication of increasing and decreasing trends SL18 Violent Crime Offences Regional comparison indicator Weighted Clearance Rates - Violent Indicates how quickly a police file is cleared from the SL19 Crime Offences investigation process Council Review - December 2016 Page 141 Incremental Package Report 2017 Proposed Budget Division: Corporate & Financial Services Date: November, 2016 Department: Police Services Submitted By: Supt. Fleugel/M. Jones Decision Unit: Additional RCMP Regular Members Package: 1 of 1 Activities/ Purpose: The existing Financial Plan provides forth e addition of eight police officers over the next 5 years. Our front line resources have been relatively unchanged for the past several years and moving up the timing of four of the eight officers will allow us to add an additional officer to each of our watches in 2017. Functions Performed/ Degree of Service: Greater capacity during peak periods will provide our community with more boots on the ground to respond quicker and more efficiently at the times our community is busiest, therefore increasing service and response levels. The change will also enable RCMP members to find better solutions to the incidents they attend, therefore providing a more well-rounded policing service. Alternatives Considered/ Reasons for Not Recommending: The option is to continue to phase in the additional police officers. Following this schedule, it will take 3 years to add an additional officer to each of the watches. Staff Position: Ongoing funding for these officers is included in the Financial Plan. The additional cost for moving up the timing of the new officers can be provided for from the Protective Services Reserve. Performance Measure: Response Package: 2017 Budge Council Review - December 2016 Page 142