HomeMy WebLinkAboutFinancial Plan 2008-2012
Budget Handbook
2008 - 2012
Table of Contents
Financial Plan 2008 - 2012
District of Maple Ridge
1
Message from the Mayor ......................................................................................................................................... 2
Message from the Chief Administrative Officer ...................................................................................................... 3
Strategic Plan ............................................................................................................................................................ 4
Evolution of the Maple Ridge Business Planning Cycle ......................................................................................... 8
Organization Chart .................................................................................................................................................. 10
District Officials ....................................................................................................................................................... 11
Business Planning Guidelines ................................................................................................................................ 12
Financial Plan Highlights ........................................................................................................................................ 14
Impact to the Average Home .................................................................................................................................. 21
Key Account Balances ............................................................................................................................................ 22
Financial Plan Reader’s Guide ............................................................................................................................... 26
Department Financial Plans
Office of the Chief Administrative Officer .............................................................................................................. 27
Administration including Communications ..................................................................................................... 28
Economic Development ................................................................................................................................... 33
Human Resources ............................................................................................................................................ 36
Community Development, Parks & Recreation Services ..................................................................................... 38
Administration, Marketing and Customer Service ......................................................................................... 39
Parks & Facilities .............................................................................................................................................. 42
Recreation ........................................................................................................................................................ 46
Community Services ......................................................................................................................................... 53
Emergency Services ......................................................................................................................................... 57
Corporate & Financial Services .............................................................................................................................. 59
Administration .................................................................................................................................................. 60
Clerk’s ............................................................................................................................................................... 62
Finance ............................................................................................................................................................. 65
Information Services ........................................................................................................................................ 70
Fire Department ...................................................................................................................................................... 73
Police Services ........................................................................................................................................................ 77
Public Works & Development Services ................................................................................................................. 80
Administration .................................................................................................................................................. 81
Engineering ....................................................................................................................................................... 83
Licences, Permits and Bylaws ......................................................................................................................... 86
Planning ............................................................................................................................................................ 90
Operations Centre ............................................................................................................................................ 94
Appendices
Schedule 1: Financial Overview Report ............................................................................................................. 102
Appendix A: Infrastructure Sustainability .................................................................................................. 123
Appendix B: Capital Works Program Project Listing .................................................................................. 124
Appendix C: Table of Figures ...................................................................................................................... 136
Schedule 2: Infrastructure Funding Strategy .................................................................................................... 137
Appendix 1: Infrastructure Inventory.......................................................................................................... 144
Appendix 2A: DCC Projection by Individual Component ............................................................................. 146
Appendix 3: Revised DCC Projection by Individual Component ............................................................... 148
Appendix 4: Infrastructure Funding Strategy Guidelines .......................................................................... 149
Appendix 5A: Entire Financial Sustainability Plan – Policy 5.52 ................................................................ 153
Appendix 6: Resource Materials ................................................................................................................ 156
Schedule 3: Amendments to 2008 – 2012 Financial Plan Adopted May 13, 2008 ..................................... 157
Appendix A: Report and Bylaw.................................................................................................................... 157
Appendix B: Carryforwards .......................................................................................................................... 163
Appendix C: Capital Program Incl. Work-in-Progress ................................................................................. 165
Message from the Mayor
Financial Plan 2008 - 2012
District of Maple Ridge
2
The past year has been very productive for
Council and District staff having accom-
plished many of the goals we set out for
ourselves a year earlier. As a team we have
forged ahead on many fronts, first and
foremost, on one of this District’s most
ambitious plans ever — to become among
the most sustainable communities in the
world. As a community we need to commit
to a long-term process to become eco-
nomically, socially and environmentally
sustainable. Our plan itself needs to be
sustainable.
We have also embarked on our largest capital investment
program ever for this community to address a multitude of
infrastructure projects without causing any financial hard-
ship on our citizens. Our Council has worked hard to pro-
vide the kind of leadership necessary to address the many
and complex factors that present themselves in a growing
and thriving community. Working in partnership with mu-
nicipal staff, local businesses and organizations and our
citizens, we will continue to build an exciting and bright
future for Maple Ridge.
Preserving and Enhancing the EPreserving and Enhancing the EPreserving and Enhancing the EPreserving and Enhancing the Environment nvironment nvironment nvironment
Maple Ridge Council has again achieved a great deal re-
lated to the environment including:
Working cooperatively with builders and developers like
Portrait Homes, who won an award for their storm water
retention system.
Diverting 6,000 kg of Operations Centre recyclables
from the waste stream.
Enhancing recycling services to include electronic waste
(computers, printers, televisions) and hazardous mate-
rials.
Reducing the printed version of the Parks & Leisure
Services brochure (30% of registration is now done
online).
Our commitment to think global and act local will ensure
environmental issues are addressed as Council delivers
on its mandate.
Accommodating Tremendous Growth Accommodating Tremendous Growth Accommodating Tremendous Growth Accommodating Tremendous Growth
Maple Ridge has risen to the challenge of accepting
growth by providing a well-planned transportation network
including:
Planning density around transportation corridors.
Transit improvements:
- Express bus to Braid Street Skytrain.
- Increased 701 service to Coquitlam Centre.
- Successful mid-day and weekend train bus.
- Construction of a Town Centre transit exchange.
- Increased accessibility.
Intersection and traffic calming improvements.
Implementing a new taxi service bylaw that endorses
competition.
Enhancing the Safety and Vitality of the DowEnhancing the Safety and Vitality of the DowEnhancing the Safety and Vitality of the DowEnhancing the Safety and Vitality of the Down-n-n-n-
town town town town
Council’s vision for Maple Ridge is a strong, vi-
brant downtown that is the heart and soul of the
community. It is working on several fronts to
make this a reality including:
Increasing density in the downtown.
224 St. Senior Zone enhancements.
Downtown area plan and parking strategy.
Comprehensive development cost charge by-
law review.
Developing Spirit Square on a cost share basis
with the Province.
Considering a Green Zone amending formula.
Collaboration between RCMP, municipal staff, and com-
munity agencies has helped to achieve a safe and vibrant
downtown.
All of the success to date has been due to defining a vi-
sion, hard work, and building strong relationships. Mem-
bers of Council and staff have worked towards a vision
that will benefit our present and future citizens. Our con-
tinued commitment to work with community groups, First
Nations, government agencies, businesses and citizens of
Maple Ridge is building a strong, healthy and sustainable
community.
There is still much to accomplish in the year ahead. Mem-
bers of Maple Ridge Council and District employees are up
to the challenge. I encourage your comments and partici-
pation.
GORDY ROBSON
Mayor
Message from the CAO
Financial Plan 2008 - 2012
District of Maple Ridge
3
I am pleased to present our 2008 –
2012 Financial Plan on behalf of all
employees at the District of Maple
Ridge.
Our community is fortunate in so many
ways. From its natural beauty and
abundance of outdoor splendour to the
unbridled volunteer enthusiasm that
emanates throughout the community,
Maple Ridge is a wonderful place to
live and to work. To build on these
positive characteristics, Council has
created a sustainable path that is helping guide our com-
munity to become a recognized leader on many different
fronts. This past year’s work plan illustrates the effort be-
ing put forth to ensure we get to where we want to go.
Highlights and accomplishments in 2007 were: Highlights and accomplishments in 2007 were: Highlights and accomplishments in 2007 were: Highlights and accomplishments in 2007 were:
Maple Ridge has risen to the challenge of accepting
growth while at the same time protecting the quality
of life. Good progress was made and continues in our
efforts to revitalize and reinvigorate the downtown
area, including:
- Initiated a Town Centre Area Plan and Parking
Strategy.
- Completed the Randy Herman Centre for Com-
munity Safety building renovations.
- Developed a new Economic Development website
to support business location, retention, and ex-
pansion efforts within our community.
- Supported the implementation of a Business Im-
provement Area.
Maple Ridge continues to lead the nation in preserv-
ing and enhancing its community’s quality of life, air,
water, and land. A number of new environmental ini-
tiatives were undertaken, including:
- Completed North Alouette, Davidson’s Pool, and
Whonnock Lake land acquisitions, and investigat-
ing additional conservation land acquisitions.
- Developed a new Council Strategic Plan with a
renewed emphasis on sustainability.
- Established the Agricultural Advisory Committee
and the Alouette Task Force.
Successfully activated the Emergency Operations
Centre on several occasions including the 2007 Fra-
ser Freshet. The District provided comprehensive
communication planning and messaging, prepared a
Maple Ridge Flood Response Plan, and submitted a
successful grant application to raise the Albion Dike.
Designed a new award-winning website with many
new features included an online Home Owner Grant.
Major items to watcMajor items to watcMajor items to watcMajor items to watch for in 2008: h for in 2008: h for in 2008: h for in 2008:
The District will implement actions recom-
mended in the 2007-2011 Sustainability Re-
port including: developing an inventory of
corporate greenhouse gas emissions, estab-
lishing targets for achieving carbon neutrality,
creating a policy that all new municipal build-
ings achieve minimum energy performance
targets, and creating a green buildings pro-
gram for residential, commercial and indus-
trial buildings.
The completion of an Area Plan for the Down-
town.
A new Tax and Utility System will be implemented.
A strategy for dealing with municipally-owned lands in
Silver Valley will be developed and implemented.
We will continue to work with RCMP headquarters on
making changes in policing that make sense, and will
work with the local RCMP detachment to implement
the Police Master Plan and the Community Safety Of-
ficer Program.
A number of studies will be undertaken and plans
implemented including: a Smart Commute Program
for municipal employees, the Blue Mountain Sustain-
ability Study, a Cemetery Master Plan, as well as a
physical accessibility review and improvement plan
for the Leisure Centre. We will work on a sustainability
plan focusing on youth education, a critical infrastruc-
ture analysis, an analysis of requirements for future
land acquisitions, and a systematic fees and charges
review.
We will be working with the SPCA and other interested
parties in building a new facility that better meets the
needs of the community.
I would like to thank Council, our employees and the many
volunteers who make this community such a wonderful
place to live, work, and play.
J. L. (JIM) RULE
Chief Administrative Officer
Strategic Plan
Financial Plan 2008 - 2012
District of Maple Ridge
4
The Strategic Plan was developed by Council to guide the development of specific objectives we could focus on in
order to achieve the community vision.
MissionMissionMissionMission
A safe, livable and sustainable community for our pre-
sent and future citizens.
Vision 2025Vision 2025Vision 2025Vision 2025
The District of Maple Ridge is among the most sustain-
able communities in the world. As a community com-
mitted to working toward achieving carbon neutrality,
residents experience the value of a strong and vibrant
local economy and the benefits of an ongoing commit-
ment to environmental stewardship and creation of
stable and special neighbourhoods. Maple Ridge is a
world-leading example of thoughtful development and a
socially cohesive community, especially as it relates to
the use of leading edge “environmental technologies,”
social networks and economic development. Other
municipalities consistently reference the District of Ma-
ple Ridge for its innovative approaches to dealing with
seemingly intractable challenges.
Value StatementsValue StatementsValue StatementsValue Statements
LeadershipLeadershipLeadershipLeadership To encourage innovation, creativity,
and initiative.
ServiceServiceServiceService To be fair, friendly, and helpful.
ReputationReputationReputationReputation To stress excellence, integrity, ac-
countability, and honesty.
HumanHumanHumanHuman
ResourcesResourcesResourcesResources
To recognize that our people are our
most valuable resource.
CommunityCommunityCommunityCommunity To respect and promote our com-
munity.
StewardshipStewardshipStewardshipStewardship To consider the long-term conse-
quences of actions, think broadly
across issues, disciplines and
boundaries and act accordingly.
Strategic Focus AreasStrategic Focus AreasStrategic Focus AreasStrategic Focus Areas
• Environment
• Transportation
• Smart Managed Growth
• Safe and Livable Community
• Financial Management
• Governance
• Community Relations
• Inter-government Relations/Networks
• Economic Development
EnvironmentEnvironmentEnvironmentEnvironment
VVVVision 2025ision 2025ision 2025ision 2025
Maple Ridge continues to lead the nation in preserving
and enhancing its community’s quality of life, air, water
and land. The District, long a front-runner in the pro-
tection of environmentally sensitive areas, is one of the
first municipalities to promote green-building and inno-
vative technologies in residential and commercial con-
struction and infrastructure. The District has won a
number of awards for its practices relating to energy
use in civic buildings and the municipal fleet and its
support of community waste reduction activities.
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Continue to promote individual, business and
community responsibility for the stewardship of
natural resources
• Identify and devise effective protective
mechanisms for environmental features (such as
watercourses) and areas that require special
recognition and management
• In partnership with other levels of government,
adjacent municipalities, First Nations and
community groups, develop programs and
projects to preserve and enhance the natural
assets of Maple Ridge
• Set targets for the purchase and installation of
renewable energy sources and establish energy
efficiency goals for facilities, infrastructure,
operations and fleet
• Lobby senior levels of government to change
codes and regulations to promote or require the
use of “green” and innovative technology
TransportationTransportationTransportationTransportation
Vision 2025Vision 2025Vision 2025Vision 2025
Maple Ridge has been able to accommodate tremen-
dous population and economic growth by planning
growth around multi-modal transportation routes. The
District worked very closely with the regional transpor-
tation authority to ensure that employment centres as
well as neighbourhoods accepting increased density or
new medium density neighbourhoods would be well
served by public transit and a rapid transit metro line.
In addition, a third east-west route through the com-
munity was added to assist with commercial and pri-
vate vehicle traffic and all-day, two-way commuter rail
service is now a reality. The downtown area is an ex-
cellent example of creating a pedestrian friendly envi-
ronment that enables citizens and visitors to easily ex-
plore the uptown shops and services before taking a
casual stroll down to the riverfront promenade.
Strategic Plan
Financial Plan 2008 - 2012
District of Maple Ridge
5
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Maintain and enhance a multi-modal
transportation system within Maple Ridge to
provide citizens with safe, efficient alternatives
for the movement of individuals and goods
• Promote alternative modes (pedestrian, bike,
public transit) of travel to reduce reliance on the
automobile
• Continue to improve the walk-ability of the
downtown, ensuring it is pedestrian friendly and
accessible, particularly for those with impaired
mobility
• In co-operation with other regional stakeholders,
identify improvements to the inter-municipal
transportation system within the Lower Mainland
and the Fraser Valley
Smart Managed GrowthSmart Managed GrowthSmart Managed GrowthSmart Managed Growth
Vision 2025Vision 2025Vision 2025Vision 2025
Maple Ridge has risen to the challenge of accepting
growth while at the same time protecting the quality of
life and diversity of residential options that is so impor-
tant to citizens. By densifying many neighbourhoods,
the District has been maintained the rural character
and small-town feel of the community. Specific
neighbourhood plans supported by design guidelines
and attention to the natural landscape were keys to
retaining the character of neighbourhoods that experi-
enced in-fill. A vibrant, pedestrian-friendly, accessible
downtown is the heart and gathering place for the
community. Shopping, educational facilities and utility
infrastructure were developed concurrent with the new
or densified neighbourhoods.
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Develop a land use management and
development processes that are clear, timely,
open, inclusive and consultative
• Use the Official Community Plan and the
District’s Corporate Strategic Plan to ensure
growth is well managed and balances the three
pillars of sustainability (social, economic and
environment) thereby enhancing the unique
quality of life in Maple Ridge
• Develop land use regulations, bylaws,
procedures, and practices to implement the
Official Community Plan and all other Strategic
and Master Plans thereby providing clear
interpretation of the District’s direction, goals and
objectives
• Manage existing municipal infrastructure through
the preparation of appropriate plans to ensure
development, maintenance and renewal of parks
and open spaces; roads; sidewalks; water; sewer
and stormwater systems; public buildings and,
data and communications technology
• Encourage the use of adaptive technologies in
new construction so that buildings are flexible to
changing needs and demographics
• Explore the introduction of innovative new
infrastructure and technology (such as fibre
optics, geo-thermal power and energy from sewer
systems)
Safe and Livable CommunitySafe and Livable CommunitySafe and Livable CommunitySafe and Livable Community
Vision 2025Vision 2025Vision 2025Vision 2025
A community development model is at the heart of the
District’s success in meeting the safety, security and
social needs of the citizenry. By networking with other
levels of government, the RCMP, the School Board,
community agencies and business groups and by ca-
pacity building with not-for-profits and neighbourhood
groups all Maple Ridge residents have their basic
health, safety, shelter, food and income needs met;
have access to community services to assist them in
achieving their full potential; are able to actively par-
ticipate in civic processes; and can contribute to estab-
lishing an exceptionally strong community.
Key Strategies Key Strategies Key Strategies Key Strategies
• Strive for enhanced service levels, quality of life
and independence by citizens and community
organizations in the delivery of leisure services
and other municipal services through community
development
• Develop and implement preventative as well as
reactionary plans to address the impacts of
emerging social issues on the local community
and citizens through social planning and
collaboration with other levels of government and
local service providers
• Work closely with the School Board, Health
Authority, Regional Library, other levels of
government and other agencies to encourage the
adequate provision of public services that are not
the responsibility of local government
• Establish an emergency response and recovery
plan in consultation with other public sector
agencies, community groups, and other relevant
stakeholders
• Establish neighbourhood and community
education programs to provide citizens with
information and materials on emergency
planning procedures
• Ensure development standards incorporate
sustainability, crime prevention, safety and
security concepts
Strategic Plan
Financial Plan 2008 - 2012
District of Maple Ridge
6
• Develop preventative as opposed to remediation
initiatives in the delivery of fire and police
services
• Ensure that quality emergency services are
delivered in a timely, effective and efficient
manner through the development of multi-year
Business Plans, which include detailed,
sustainable multi-year financial plans
• Continue with the implementation of the Police
and Fire Master Plans
• Provide a variety of parks, trails, open spaces
and gathering places
• Recognize and support the important
contribution of volunteers in the community
• Encourage active and healthy living among
citizens through the provision of a variety of
exceptional recreational, educational and social
activities
• Preserve and enhance heritage resources to
provide citizens with the historic context of the
community
• Encourage citizens and the community to develop their
creative potential and a strong sense of community
through the provision of excellent arts and cultural
opportunities, special events, educational and social
activities
Financial Management Financial Management Financial Management Financial Management
Vision 2025Vision 2025Vision 2025Vision 2025
The District’s award-winning financial, investment, pur-
chasing and human resources policies and practices
are tightly aligned with and contribute to the District’s
continued vision of sustainability
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Construct financial plans and Business Plans in
accordance with the adopted Financial
Sustainability Polices
• Develop multi-year financial plans that not only
address immediate needs but also address the
longer-term sustainability of our community
• Use a formal, Business Planning framework as a
means to structure decision-making and publicly
reporting our performance
• Identify methods to expand the tax base and
generate non-tax revenue
• Continue to use a user-pay philosophy
• Review policies and processes to ensure they are
consistent with the corporate strategic direction
and external influences
• Provide high quality municipal services to our
citizens and customers in a cost effective,
efficient and timely manner
GovernanceGovernanceGovernanceGovernance
Vision 2025Vision 2025Vision 2025Vision 2025
Maple Ridge is a leader in voter turnout for Municipal
Elections as more than half of those eligible to vote,
exercise that right. Elected officials and District staff
continue to confidently lead the community on its jour-
ney to achieving its vision. Meaningful engagement of
staff, stakeholders and citizens ensures quality deci-
sion making. Politicians and staff model the District’s
values and consistently deliver on the commitments,
goals and objectives stated in the Strategic Plan and
Business Plans.
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Conduct our business in a manner that upholds
and enhances the publics’ trust
• Function as an open government with the
greatest possible access by citizens to
information and opportunity for engagement in
decision making-processes
• Demonstrate leadership in applying and
promoting the principles of sustainability
recognizing that each individual decision may not
be optimal for all pillars of sustainability
Community Community Community Community RelationsRelationsRelationsRelations
Vision 2025Vision 2025Vision 2025Vision 2025
Maple Ridge residents and business owners report very
high levels of satisfaction with the District’s efforts to
keep citizens informed of municipal plans and projects
and to ensure citizens are aware of when and how they
can participate in civic processes.
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Provide a continuum of opportunities that
encourage and enable citizen participation in
local government and local government decision-
making.
• Develop methods to communicate on a timely
basis with citizens and community groups
• Survey citizens to obtain their views on the
community and their satisfaction with District
services
• Provide information about and actively promote
the actions individual citizens and businesses
can take to augment the District’s sustainability
efforts
• Provide opportunities through events and
festivals for growing our citizens’ sense of
community
Strategic Plan
Financial Plan 2008 - 2012
District of Maple Ridge
7
InterInterInterInter----Government Relations/NetworksGovernment Relations/NetworksGovernment Relations/NetworksGovernment Relations/Networks
Vision 2025Vision 2025Vision 2025Vision 2025
The District receives outstanding levels of support and
cooperation from senior levels of government, crown
agencies, the regional district, the school district, our
municipal neighbours, First Nations, community groups
and corporate Canada because of the strong, positive
working relationships, at both the political and staff
level, that have been established and nourished over
the years
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Develop and maintain strong, positive working
relationships with our adjacent neighbours, the
municipalities of Pitt Meadows and Mission; the
Katzie and Kwantlen First Nations; our fellow
members of the Greater Vancouver Regional
District and the Fraser Valley Regional District
• Enhance relationships with provincial and federal
employees and politicians to further the
legitimate interests of the District
• Continue to leverage our voice and enhance our
relationships with the UBCM, FCM and the
LMLGA
• Identify and promote the use of partnerships and
networks with public agencies; crown
corporations; business; not-for-profit; community
groups; and, volunteers to provide local
government and community services in a cost-
efficient, effective and timely manner
Economic DevelopmentEconomic DevelopmentEconomic DevelopmentEconomic Development
Vision 2025Vision 2025Vision 2025Vision 2025
Maple Ridge made the transition from dormitory sub-
urb to employment magnet by carefully targeting busi-
nesses that fit within the context of the District’s many
neighbourhoods. Commercial ventures were encour-
aged in the accessible, pedestrian-friendly downtown
and at nodes along major roads; agricultural activities
were enabled in District’s famed rural areas; home-
based businesses were encouraged and clean industry
was attracted to existing and new business parks cre-
ated near key transportation junctions and neighbour-
hoods. The District enjoys the many benefits of having
the majority of its residents work in the community in
which they live.
Key StrategiesKey StrategiesKey StrategiesKey Strategies
• Use a formal economic development strategy,
grounded in the principles of sustainability, as a
means to structure a positive business and
investment climate
• Support the retention and expansion of existing
local businesses that add to the quality of life in
Maple Ridge
• Identify, in consultation with community
stakeholders, specific new investment and
employment opportunities
• Build a sustainable community that includes a
balance of land use types
• Develop an efficient, customer-service oriented
approach to the delivery of municipal services
that is timely, cost effective, friendly and efficient
• Develop and maintain high quality community
documentation and promotional material to
attract investment and employment
• Preserve natural assets that could positively
contribute to economic development
• Enhance the trail systems so that they can be
used to enhance economic development
Evolution of the Maple Ridge Business Planning Cycle
Financial Plan 2008 - 2012
District of Maple Ridge
8
Service
Delivery
Employees
Personal Action Plans
Service Areas
Business & Financial Plans
Steering Committee
Guidelines, Templates, Training, Facilitation
Council Strategic Plan
Strategic Focus Areas, Priority Areas
Community Surveys*
(Citizen Satisfaction Survey, Strategic Planning Survey)
Service
Delivery
Employees
Personal Action Plans
Service Areas
Business & Financial Plans
Steering Committee
Guidelines, Templates, Training, Facilitation
Council Strategic Plan
Strategic Focus Areas, Priority Areas
Community Surveys*
(Citizen Satisfaction Survey, Strategic Planning Survey)
Year-round
Winter
Feb-March
Tri-annual
Spring
Summer/Fall
Autumn
Year-round
Winter
Feb-March
Tri-annual
Spring
Summer/Fall
Autumn
In the early 1990’s, the financial planning process was a line-by-line operating budget review, accompanied by de-
partmental goals and objectives. Absent was a unified alignment to community priorities, which led to customer
dissatisfaction, staff and Council frustration, and financial inefficiencies. Maple Ridge went in search of a way to
make more strategic use of its limited resources and found the solution within its own employees; helping to foster
a culture of leadership throughout all levels of the organization.
A Business Planning Steering Committee was established to develop a formalized process to link Council’s vision
for the community to budgets and work plans, and ensure a consistent strategic direction. Committee members
included elected officials, senior management, union officials, and front-line employees.
An exercise to develop a set of fundamental guiding principles culminated in the adoption of a vision and a set of
value statements. Next, Council went on retreat to develop a Corporate Strategic Plan encompassing a wide-
ranging and comprehensive set of goals and objectives. A later addition was the development of a business pur-
pose statement and a set of focus areas and priorities.
Service areas now develop multi-year operating plans which directly support the Corporate Strategic Plan. This in-
cludes business evaluations with a 10% funding reduction scenario, forcing departments to look at new ways to
deliver services. The plans are presented in open sessions and public participation is encouraged. Employees pre-
pare individual performance plans linking their workplans to the department’s objectives.
The cascading effect through all levels of the organization provides the strategic alignment critical to achieving the
community vision in the most effective and efficient manner.
Performance measurement occurs through the publication of quarterly reports and comprehensive annual reports
to citizens. The measures are a combination of financial and non-financial indicators that provide a foundation for
evaluation of the impact of programs and services toward corporate objectives.
Citizens are surveyed every three years in the months following municipal elections, to determine satisfaction levels
with services and facilities, and on community priorities and vision. This is followed by a strategic planning session
where Council and senior management formally evaluate perform-
ance, direction, and the business planning process itself, in-
tegrating feedback from citizens, customers and staff to
ensure the process continues to meet the needs of stake-
holders. Community needs are systematically identified,
prioritized, and addressed annually over a rolling five-
year planning cycle.
District staff have fulfilled requests to speak both
nationally and internationally on our business
and financial planning model. The model con-
tinues to evolve to address current needs,
but is well-entrenched in the culture of the
organization, as evidenced by the publica-
tion of the “11th Annual Business Plan-
ning Guidelines,” and the intricate
alignment among corporate strategic
initiatives, plans and documents.
Evolution of the Maple Ridge Business Planning Cycle
Financial Plan 2008 - 2012
District of Maple Ridge
9
The business planning process in place today is the result of a decade of in-house development, feedback, refine-
ment, augmentation, and improvement. The program’s longevity is a testament to its continued ability to provide
value to citizens, customers, Council, and staff.
Alignment of Corporate StratAlignment of Corporate StratAlignment of Corporate StratAlignment of Corporate Strategic Initiativesegic Initiativesegic Initiativesegic Initiatives
Organization Chart
Financial Plan 2008 - 2012
District of Maple Ridge
10
Mayor
&
Council
Chief Administrative
Officer
Jim Rule
Officer in Charge
Jim Wakely
General Manager
Public Works & Development
Services
Frank Quinn Manager
Economic
Development
Sandy Blue
General Manager
Corporate & Financial
Services
Paul Gill Executive
Director
to CAO
John Leeburn
Provides the
community with all
policing services
Customer Service
Finance
Information Technology
Land & Property Issues
Legal Matters
Municipal Clerk
Risk Management
Website
Customer Service
Building
Bylaw Enforcement
Engineering
Environmental Protection
Inspections
Licences & Permits
Planning & Development
Procurement
Public Works
Recycling
Customer Service & Marketing
Aquatics
Arts/Culture/Heritage &
Museum
Community/Neighbourhood
Development
Emergency Program
Parks, Facilities & Cemeteries
Recreation Centres/Arenas
Social Planning
Special Events
Special Services
Volunteer Services
Youth and Seniors Services
Human Resources
Organizational Excellence
Projects & Policy
Strategic Planning
Assists current business
owners and those
interested in starting a
business in the District
of Maple Ridge
General Manager
Community Development,
Parks & Recreation Services
Mike Murray Manager
Corporate
Communications
Gary Manson
Disseminates timely
and accurate
information,
ensuring customers
and employees have
ample opportunities
for input/
participation
Develops
communications
strategies for
specific issues
Assists with the
advertising and
promotion of District
programs and
events
Creates and
supports a
consistent visual
identity for District
communications
Manager of
Sustainability and
Corporate
Planning
Laura Benson
Sustainability Program
Policy and Research
Performance
Management
Corporate Planning
Communication
Customer Services
Guard Duties
Records
Emergency Services
Fire Prevention
Inspections
Public Education
Police
Services
Fire
Services
Provides leadership and
direction for senior staff in the
day to day and long-term
business affairs of the District in
accordance with Council goals
District Officials
Financial Plan 2008 - 2012
District of Maple Ridge
11
2005 2005 2005 2005 –––– 2008 Council2008 Council2008 Council2008 Council
Mayor Gordy RobsonMayor Gordy RobsonMayor Gordy RobsonMayor Gordy Robson
Councillor Ernie Daykin Councillor Linda King
Councillor Judy Dueck Councillor Craig Speirs
Councillor Al Hogarth Councillor Ken Stewart
2008 Appointed Officials2008 Appointed Officials2008 Appointed Officials2008 Appointed Officials
Chief Administrative Officer ...................................................................... Jim Rule, MA, B.ES (Hon.), P.Mgr., MCIP
General Manager: Community Development, Parks & Recreation Services ....................... Michael Murray, BRE
General Manager: Corporate & Financial Services.......................................................... Paul Gill, BBA, CGA, FRM
General Manager: Public Works & Development Services ............................................ Frank Quinn, P.Eng., MBA
Executive Director to the Chief Administrative Officer ............................................ John Leeburn, B.Comm., MBA
Chief Information Officer ..................................................................................................... John Bastaja, BA, MRM
Director of Community Fire Safety Services/Fire Chief ...................................................................... Dane Spence
Director of Community Services............................................................................................................ Sue Wheeler
Director of Development Engineering ........................................................................................... Jeffrey Scherban
Director of Engineering Operations ........................................................................... Russ Carmichael, AScT, FRM
Director of Finance ........................................................................................................................ Jacob Sorba, CGA
Director of Operations & Staff Development/ Fire Chief .......................................... Peter Grootendorst, CFO, MA
Director of Licences, Permits and Bylaws ........................................................................... Brock McDonald, B.Sc.
Director of Parks & Facilities ................................................................................................................... David Boag
Director of Planning ........................................................................................................ Jane Pickering, MCP, MCIP
Director of Recreation ...................................................................................................................... Kelly Swift, BGS
Manager Corporate Communications .............................................................................. Gary Manson, BBA, MBA
Manager Economic Development ........................................................................................................... Sandy Blue
Manager of Legislative Services ............................................................................................................... Ceri Marlo
Manager of Sustainability and Corporate Planning ................................................................. Laura Benson, CMA
Municipal Engineer ......................................................................................................... Andrew Wood, PhD., PEng.
R.C.M.P. Officer in Charge ....................................................................................................... Inspector Jim Wakely
Municipal AuditorsMunicipal AuditorsMunicipal AuditorsMunicipal Auditors Municipal Municipal Municipal Municipal BankersBankersBankersBankers
BDO Dunwoody LLP TD Canada Trust
Municipal SolicitorsMunicipal SolicitorsMunicipal SolicitorsMunicipal Solicitors
Lidstone, Young, Anderson - General
Harris & Company - Labour
Business Planning Guidelines
Financial Plan 2008 - 2012
District of Maple Ridge
12
In spring 2007, Council participated in an annual strategic planning exercise to evaluate the District’s pro-
gress towards key strategic objectives, integrating feedback from citizens, customers and staff, and to estab-
lish direction for the next five-year planning period. The outcome was a document outlining Council priorities
to guide staff in the preparation of departmental business plans, with the specific guidelines outlined below.
1. Tax increase for general purposes – 3% for 2008 - 2012.
2. Tax increase for capital works and infrastructure – 1% per year.
3. Utility Charges to be reviewed annually with a view towards using rate stabilization practices to smooth
out large fluctuations in rates.
4. Fire Service Improvement Levy to generate $700,000 additional funding in 2008, plus levies on new
growth (2008 total levy expected to generate $2.6 M).
5. Budgets include operating and capital components for a five-year period.
6. Public Consultation Plan developed and operationalized.
7. Increase revenue from existing sources by about 5%.
8. Identify potential new revenue sources (i.e. be creative).
9. Evaluation of services to ensure alignment with Council direction.
10. Identify and measure outputs/outcomes. Identify key processes to undergo process improvement re-
views.
11. Council-raised issues are to be considered in developing workplans, respecting the criteria for estab-
lishing priorities and recognizing that capacity is needed for opportunities or issues that might be dis-
covered throughout the year. The issues raised by Council are as follows:
• Capital Project Cost Escalation
• Facilities life cycle maintenance/renewal
• Infrastructure Renewal
• Parks and Sports Fields
• Succession Planning
12. Reduction packages should be at -10% (limit small packages and multiples to get to -10%). What
would you recommend be kept if you had only 90% of your budget? This should not be interpreted to
mean that we are looking to reduce our budget by 10%. Rather, this is an opportunity for us to explain
what the ramifications of such reductions would be. Also, it is a chance for us to look at what we are
doing to see if there are ways to improve.
13. Incremental packages must include a Business Plan and business case to support new pro-
grams/projects/staff.
14. Organizational/structural change – is the current organization adequate to deliver the service? Are
there better options?
Business Planning Guidelines
Financial Plan 2008 - 2012
District of Maple Ridge
13
15. Succession Planning – review organization charts in relation to service delivery with a view to long-term
planning. What positions do you see as potentially becoming vacant by retirement and what organiza-
tional options may be available as a result?
16. Vacant position review and management – all positions that become vacant are subject to a detailed
review prior to being refilled.
17. Quarterly performance reports are to be presented to Council at open Council meetings. Performance
measures will be published in the Annual Report.
18. Progress in relation to our strategic direction is to be evaluated every six months.
19. The Financial Plan must be in accordance with Council’s strategic Financial Sustainability Plan policies
approved in October 2004.
20. Technology – review business applications and technology tools to identify upgrade or obsolescence
issues. Ensure workplans, budgets, and Information Services workplans/projects reflect the resources
necessary to support the changes if required.
21. Workplans will identify short-term, medium, and longer-term action items that Council can consider, as
we work towards carbon neutrality.
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
14
Staff prepared departmental business plans in line with Council’s priorities, and a financial plan was devel-
oped to allocate resources in a way that best supported the corporate direction. Highlights of the financial
plan are listed below:
• A 3% per year tax increase in 2008 through 2012, for general purposes.
• A 1% per year tax increase in 2008 through 2012, for capital works and infrastructure sustainability.
• The continued implementation of the Fire Department Master Plan and associated Fire Service Im-
provement levy of $600,000 per year, plus growth.
• Growth in tax revenue in all property classes combined is estimated at 2.35% per year for 2008
through 2012. Growth refers to increases in property value due to non-market changes, such as new
construction. The actual growth is not known until early April of each year.
• Water Utility rate increase of 9% per year.
• Sewer Utility rate increase of 5% per year.
• Recycling rate increase of 3% for 2008, lower than the 6% that was required in 2007.
• New Growth Packages of $7,000 for 2011 and $242,000 for 2012, in accordance with Financial Sus-
tainability Policy 5.52-2.0.
• Extraordinary items to be funded from General Revenue surplus totalling $560,000 for 2008,
$95,000 for 2009, and $15,000 for 2011.
• Capital Works Program totalling $52 million for 2008, $29 million for 2009, $47 million for 2010, $35
million for 2011, and $27 million for 2012.
• The borrowing of funds in the amounts of $21.8 million for 2008, $10.8 million for 2009, $8.2 million
for 2010, and $5.3 million for 2011, in accordance with Financial Sustainability Policy 5.52-8.0.
• Allocation of sustainability funds to various business areas in the amounts of $418,000 for 2008,
$863,000 for 2009, $1.34 million for 2010, $1.84 million for 2011, and $2.38 million for 2012, in
accordance with Financial Sustainability Policy 5.52-7.0 and 7.1.
• Incremental costs of three additional positions are included in the base budget. They are directly at-
tributable to increased workloads and are more than offset by increased revenues.
- Lot Grading Technologist
- Licence Inspector/Bylaw Enforcement Officer
- Plan Checker
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
15
2008 2008 2008 2008 ---- 2012 Growth Funding Allocations2012 Growth Funding Allocations2012 Growth Funding Allocations2012 Growth Funding Allocations
Funds have been allocated to service areas to address growth-related increases in budget requirements.
Amounts allocated in initial years have been directed toward specific programs and services. As we approach
later years and the community’s needs are more certain, these packages will be allocated more specifically.
Source Allocated to: 2007 2008 2009 2010 2011 2012
General Rev Operations 20,000 40,000 135,000 175,000 250,000 350,000
Fire Department 45,000 100,000 175,000 250,000 250,000
Parks Maintenance 75,000 135,000 245,000 350,000 450,000
Software Maintenance 10,000 20,000 30,000 40,000 57,000 77,000
Public Works & Development
Transportation Technician 45,000 50,000 50,000 50,000 50,000
Balance to be allocated 75,000 135,000 260,000 260,000
Adjustment to funding PWD -65,000 -65,000 -65,000
Corporate & Financial Services
Property Clerk 45,000 45,000 45,000 45,000 45,000
Balance to be allocated 80,000 140,000 265,000 265,000
Adjustment to funding CFS -65,000 -65,000 -65,000
Community Dev, Parks & Rec
Recreation Growth 31,700 123,400 142,400 148,500 152,500
Balance to be allocated 13,300 1,600 42,600 161,500 157,500
Adjustment to funding CDPR -65,000 -65,000 -65,000
General Revenue Subtotal 30,000 315,000 775,000 995,000 1,642,000 1,862,000
Surplus *Parks Growth Incremental 150,000 100,000 50,000
Water Rev Water Maintenance 15,000 30,000 45,000 60,000 75,000 90,000
Sewer Rev Sewer Maintenance 10,000 20,000 30,000 40,000 50,000 60,000
* Additional funding for the Parks area to deal with future growth comes mainly from general revenue, building up incrementally.
However, a significant amount of green space had been turned over to the Parks area and some funding was required earlier to
bridge the gap. There was no capacity within general revenue in 2007 to increase the growth allocation so surplus was targeted
to fill the gap. The use of surplus is discussed in a subsequent section.
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
16
BorrowingBorrowingBorrowingBorrowing
The financial plan incorporates debt proceeds into the overall funding strategy for the capital works program.
The borrowing will be subject to necessary approvals, including elector approval. The funding sources for debt
payments included in the plan for 2008 are dog licensing fees, cemetery fees, Capital Works Reserve, Fire
Department Capital Acquisition Reserve and the School District. Future years of the plan call for debt that will
be funded through Development Cost Charges (DCCs). To include interest charges in the DCCs, an amend-
ment to the DCC Imposition Bylaw and approval of the Inspector of Municipalities will be required.
CapitalCapitalCapitalCapital Projects proposed for debt financingProjects proposed for debt financingProjects proposed for debt financingProjects proposed for debt financing
Project Year Borrow Term
Main
Fund
Annual
Payments
Issue
Costs
Total
Interest
Funded by
Other
Sources Total Cost
Animal Shelter New Building 2008 900,000 25 Gen Rev 66,611 6,750 765,269 600,000 2,272,019
Cemetery Expansion 2008 1,520,000 25 Cemetery 112,498 11,400 1,292,455 2,823,855
Firehall #4 Construction 2008 6,000,000 10 FireCap 799,746 45,000 1,997,457 8,042,457
Park/School Site 231/137 *2008 3,276,075 5 Other 768,656 24,571 567,205 3,867,851
Park/School Site 241/112 *2008 2,779,698 5 Other 652,193 20,848 481,265 3,281,810
Park/School Site 248/108 *2008 4,615,412 5 Other 1,082,901 34,616 799,092 5,449,120
River Rd. Drainage Improvements 2008 2,675,000 5 CWR 627,628 20,063 463,138 3,158,200
2008 Subtotal 21,766,185 4,110,231 163,246 6,365,880 600,000 28,895,311
240 St @ Kanaka Creek (Bridge)2009 8,025,600 10 DCC 1,069,740 60,192 2,671,798 81,057 10,838,647
Abernethy Way Phase 3 2009 2,750,000 10 DCC 366,550 20,625 915,501 2,777,500 6,463,626
240 St @ S Alouette (Bridge)2010 8,160,000 10 DCC 1,087,654 61,200 2,716,541 15,922,416 26,860,157
Abernethy Way Phase 4 2011 5,250,000 10 DCC 699,777 39,375 1,747,775 9,302,500 16,339,650
45,951,785 7,333,953 344,638 14,417,494 28,683,473 89,397,391
* In addition to this amount the District of Maple Ridge contributes a further $7.1 million.
For more information on the projects proposed and information on the process please refer to the Financial
Plan Overview Report in Schedule 1, Section 4 Borrowing.
2008 2008 2008 2008 ---- 2012 Supplemental Funding for Extraordinary Items2012 Supplemental Funding for Extraordinary Items2012 Supplemental Funding for Extraordinary Items2012 Supplemental Funding for Extraordinary Items
Several projects were unable to be funded from increases in revenues. The District’s anticipated 2007 sur-
plus and prior year accumulated surplus have been targeted to provide funding for the following projects:
Item 2008 2009 2010 2011 2012
Approved in prior financial plans:
BC Disability Games 45,000 45,000
Citizen Satisfaction Survey 15,000 15,000
Park Growth Incremental* 100,000 50,000
Succession Planning Implementation 400,000
560,000 95,000 0 15,000 0
* Park Growth Incremental is meant to bridge a funding gap for maintenance activities in areas added to our inventory, until some
scheduled growth funding begins to catch up in 2008 and 2009.
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
17
Staffing History and ForecastStaffing History and ForecastStaffing History and ForecastStaffing History and Forecast
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department
within the District for the years 2008 through 2010. The years 2000-2007 represent the actual staffing,
which is lower than budgeted staffing due to unfilled vacancies. Some of the vacancies have been temporarily
filled using contract staff or consulting services; the impact of this labour is not represented in the numbers.
2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
CAOCAOCAOCAO
CAO Administration 2.2 2.7 3.6 5.0 6.9 7.0 6.4 7.0 7.0 7.0
Economic Development 0.0 0.0 0.0 1.0 2.0 2.6 2.7 4.0 4.0 4.0
Human Resources 6.0 7.3 6.5 5.9 4.0 4.3 5.0 5.5 5.5 5.5
8.2 10.0 10.1 12.0 12.9 13.9 14.1 16.5 16.5 16.5
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
CDPR Administration 2.6 2.5 2.5 2.5 2.2 2.3 3.0 3.0 3.0 3.0
Parks & Facilities 20.6 19.3 19.0 19.0 19.7 20.5 24.5 26.3 26.3 26.3
Recreation 51.9 58.7 56.3 57.3 57.7 56.7 58.9 60.3 60.3 60.3
Community Services 6.2 7.2 8.3 7.5 7.9 9.1 9.4 9.5 9.5 9.5
81.3 87.7 86.0 86.3 87.5 88.7 95.8 99.1 99.1 99.1
CORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICES
CFS Administration 2.0 2.0 1.7 1.5 1.5 1.5 1.8 2.0 2.0 2.0
Clerks 6.7 6.6 6.3 6.2 6.3 6.5 6.6 7.3 7.3 7.3
Finance 14.3 14.7 15.9 16.9 16.5 16.6 17.7 17.9 17.9 17.9
Information Services 9.2 11.0 12.6 11.9 12.1 12.6 13.2 15.2 14.0 14.0
Fire Department 8.0 8.0 8.0 8.0 12.0 24.1 29.6 37.0 44.0 51.0
Police Services 39.0 33.8 29.5 32.5 33.3 35.6 37.0 41.5 41.5 41.5
79.1 76.0 73.9 77.0 81.7 97.0 105.8 120.8 126.7 133.7
PUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICES
PWD Administration 1.9 2.0 2.8 2.5 2.5 2.5 2.9 3.0 3.0 3.0
Engineering 21.8 22.8 22.9 22.6 22.1 24.2 24.8 28.0 28.0 28.0
Licenses, Permits & Bylaws 18.3 20.1 20.7 21.5 22.4 22.9 24.1 27.0 27.0 27.0
Planning 12.6 13.8 14.0 12.5 13.2 14.7 16.1 15.0 15.0 15.0
Operations 58.9 59.3 61.2 64.4 69.1 66.7 70.0 70.0 72.0 73.0
113.5 118.0 121.5 123.6 129.3 130.9 137.9 143.0 145.0 146.0
282.1282.1282.1282.1 291.8291.8291.8291.8 291.5291.5291.5291.5 298.8298.8298.8298.8 311.5311.5311.5311.5 330.4330.4330.4330.4 353.6353.6353.6353.6 379.5379.5379.5379.5 387.3387.3387.3387.3 395.2395.2395.2395.2
Full Staffing (budget)Full Staffing (budget)Full Staffing (budget)Full Staffing (budget)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
18
Financial Plan Summary Financial Plan Summary Financial Plan Summary Financial Plan Summary –––– ExpeExpeExpeExpendituresndituresndituresnditures
All figures represent $'000 (thousands)2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Operating Budget
Administration 4,475$ 3,055$ 3,136$ 3,221$ 3,289$
Community Dev, Parks & Recreation 14,872 15,112 15,671 16,372 16,841
Corporate & Financial Services 6,396 5,508 5,798 6,264 6,467
Fire Protection 5,050 5,718 6,538 7,394 7,837
Police Services 15,133 16,052 17,040 17,871 18,843
Public Works & Development 11,413 10,314 11,769 12,318 12,544
Sewer Utility 6,479 6,588 6,783 6,980 7,170
Water Utility 7,486 8,030 8,543 9,286 9,782
Operating Budget 71,303$ 70,377$ 75,278$ 79,706$ 82,774$
Interest Payments on Debt 3,566 4,329 4,569 4,632 4,490
Total Operating Budget 74,868$ 74,706$ 79,847$ 84,338$ 87,264$
Capital Budget
Drainage 12,902$ 1,407$ 886$ 5,977$ 6,302$
Government Services 13,733 275 290 435 140
Highways 29,724 20,007 34,451 19,857 4,874
Park Acquisition 12,722 0 1,532 1,883 4,177
Park Improvements 2,512 1,575 537 889 3,278
Protective Services 15,338 1,044 505 735 1,665
Sewage 2,591 1,088 3,787 1,057 1,146
Technology 2,138 1,237 1,243 941 1,396
Water 2,428 1,338 3,609 3,324 3,710
Total Capital Budget 94,088$ 27,970$ 46,840$ 35,099$ 26,689$
Total Capital and Operating Budget Total Capital and Operating Budget Total Capital and Operating Budget Total Capital and Operating Budget 168,957168,957168,957168,957$ $ $ $ 102,676102,676102,676102,676$ $ $ $ 126,687126,687126,687126,687$ $ $ $ 119,437119,437119,437119,437$ $ $ $ 113,953113,953113,953113,953$ $ $ $
Transfer to Reserve Funds
Capital Works Reserve 855$ 1,143$ 848$ 896$ 937$
Equipment Replacement Reserve 1,771 1,889 2,016 2,085 2,150
Fire Dept. Capital Aquisition 863 185 336 472 537
Land Reserve 20 20 20 20 20
Local Improvement Reserve 0 0 0 0 0
Sanitary Sewer Reserve 80 80 80 80 80
Transfer to Reserve Funds 3,588$ 3,317$ 3,299$ 3,553$ 3,724$
Contribution to Own Reserves 7,709$ 8,337$ 8,845$ 9,794$ 10,392$
Principal Payments on Debt 3,867 4,444 5,521 6,390 7,074
Total Transfers to Reserves and Debt 15,16515,16515,16515,165$ $ $ $ 16,09916,09916,09916,099$ $ $ $ 17,66517,66517,66517,665$ $ $ $ 19,73719,73719,73719,737$ $ $ $ 21,19021,19021,19021,190$ $ $ $
Total Expenditures Total Expenditures Total Expenditures Total Expenditures 184,121184,121184,121184,121$ $ $ $ 118,775118,775118,775118,775$ $ $ $ 144,352144,352144,352144,352$ $ $ $ 139,174139,174139,174139,174$ $ $ $ 135,142135,142135,142135,142$ $ $ $
Financial Plan Highlights
Financial Plan 2008 - 2012
District of Maple Ridge
19
Financial Plan Summary Financial Plan Summary Financial Plan Summary Financial Plan Summary –––– Sources of FundsSources of FundsSources of FundsSources of Funds
All figures represent $'000 (thousands)2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Property Taxes 47,654$ 51,204$ 54,941$ 58,904$ 62,718$
Parcel Charges 2,204 2,319 2,440 2,571 2,709
Fees & Charges 26,559 27,948 29,451 31,092 32,855
Interest 1,695 1,770 1,770 1,770 1,770
Grants (Other Govts)16,354 4,751 17,961 11,376 2,001
Borrowing Proceeds 21,766 10,776 8,160 5,250 0
Development Fees
Developer Cost Charges 29,606$ 4,292$ 10,279$ 7,669$ 10,334$
Parkland Acquisition 199 0 200 200 200
Contributions from Others 4,467 3,732 4,110 8,689 10,928
Development Fees Total 34,272$ 8,025$ 14,589$ 16,557$ 21,462$
Total External Sources of Funds Total External Sources of Funds Total External Sources of Funds Total External Sources of Funds 150,503150,503150,503150,503$ $ $ $ 106,792106,792106,792106,792$ $ $ $ 129,312129,312129,312129,312$ $ $ $ 127,520127,520127,520127,520$ $ $ $ 123,515123,515123,515123,515$ $ $ $
Transfer from Reserve Funds
Capital Works Reserve 3,881$ 1,384$ 2,276$ 1,273$ 1,680$
Equipment Replacement Reserve 3,381 1,725 2,654 1,735 2,169
Fire Department Capital Reserve 6,469 1,034 70 350 950
Sanitary Sewer Reserve 252 0 0 0 0
Transfer from Reserve Fund Total 13,983$ 4,143$ 5,000$ 3,358$ 4,799$
Transfer from Own Reserves 18,111$ 7,771$ 8,539$ 8,416$ 9,274$
Transfer from Surplus 1,525 68 1,501 (120)(2,445)
Total Internal Sources of Funds Total Internal Sources of Funds Total Internal Sources of Funds Total Internal Sources of Funds 33,61933,61933,61933,619$ $ $ $ 11,98311,98311,98311,983$ $ $ $ 15,04015,04015,04015,040$ $ $ $ 11,65411,65411,65411,654$ $ $ $ 11,62811,62811,62811,628$ $ $ $
Total Sources of Funds Total Sources of Funds Total Sources of Funds Total Sources of Funds 184,121184,121184,121184,121$ $ $ $ 118,775118,775118,775118,775$ $ $ $ 144,352144,352144,352144,352$ $ $ $ 139,174139,174139,174139,174$ $ $ $ 135,142135,142135,142135,142$ $ $ $
Intentional Blank
Financial Plan 2008 - 2012
District of Maple Ridge
20
Impact to the Average Home
Financial Plan 2008 - 2012
District of Maple Ridge
21
The financial plan delivers on the business planning guidelines and incorporates the priorities set out by
Council. What does this mean for the average taxpayer?
The assessed value of the “average home” for the 2008 taxation year was approximately $400,000. In calcu-
lating the average, all residential properties comprising both single family homes and multi-family units such
as townhouses and apartments were included.
The following table demonstrates the impact to a taxpayer who for the 2008 tax year, was in a home assessed
at $400,000 with the following services:
• flat rate Water Utility fee;
• flat rate Sewer Utility fee and within Sewer Area A;
• single-home curbside recycling pickup.
Changes to the property tax bill for 2008 include a 4.00% Municipal Levy increase, comprised of 3% for gen-
eral purposes and 1% for infrastructure sustainability.
2008200820082008 2007200720072007 IncreaseIncreaseIncreaseIncrease % Change% Change% Change% Change
Municipal Levy 1,295.83$ 1,245.99$ 49.84$ 4.00%
Recycling 56.95 55.29 1.66
Water Utility 319.40 293.00 26.40
Sewer Utility 250.85 240.55 10.30
Fire Service Improvement Levy 77.42 58.03 19.39
Total 2,000.45$ 1,892.86$ 107.59$ 5.68%
Additional charges on the property tax bill include school, regional and other non-municipal services. These
charges total $1,001.12 for the average home.
General Municipal
Purposes, $1,296
Water, $319
Sewer, $251
Other Taxing
Agencies, $1,001
Fire Improvement
Levy, $77
Recycling, $57
The Home Owner Grant of up to $570 for the average homeowner or $845 for seniors, if eligible, will reduce
the overall taxes due.
Key Account Balances
Financial Plan 2008 - 2012
District of Maple Ridge
22
KEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)ACTUALS
Account Category (G/L#)Account Category (G/L#)Account Category (G/L#)Account Category (G/L#) 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007
Revenue & TaxationRevenue & TaxationRevenue & TaxationRevenue & Taxation
Taxes - General Revenue (16000-4000) -29,495 -33,176 -35,669 -38,860 -42,624
Grants in Lieu - Provincial (16000-4060) -702 -712 -743 -795 -709
Grants in Lieu - Other (16000-4060) -829 -822 -851 -859 -965
MFA Discharge (12400-4380) -392 -116 -125 -105 -112
Investment Interest (15000-4295) -765 -677 -892 -894 -1,532
Gain/Loss - Property for Resale (15000-4298) -1 -4,831 -333 -262 -9
Surplus Transferred In (15000-4520) -675 -3,067 -272 -2,238 -1,832
Prov. Grant (Unconditional) (10000-4253) -156 -653 -731 -809 -926
Recycling Fees (51000-4220) -140 -96 -95 -131 -144
Dog Licences (26000-4340) -147 -155 -136 -122 -185
Property ManagementProperty ManagementProperty ManagementProperty Management
Commercial Lease Revenue-Tower (multiple) - - - - -392
Parking Revenue-Tower Commercial (11800-4220) - - - - -45
Common Cost Recovery - Tower (11800-4310) - - - - -74
Protective ServicesProtective ServicesProtective ServicesProtective Services
Towing and contract revenue (21000-4230) -38 -38 -41 -76 -76
False Alarm Fines (21000-4240) -34 -45 -49 -60 -149
PM Cost Share - RCMP Contract (21000-4258) -643 -595 -616 -674 -738
Sale of Service (Grow-op) (21000-4650) - - -156 -57 -40
RecreationRecreationRecreationRecreation
Planet Ice-Ice Rentals (47600-4500) -148 -161 -142 -146 -148
Leisure Centre Admissions (47500-4110) -696 -749 -711 -711 -774
Lessons/Prog Fees - Swimming (47500-4320) -308 -309 -318 -315 -319
Corporate Fitness Revenue (47500-4321) -201 -174 -151 -141 -137
L.C. - General Program Revenue (47500-4322) -53 -96 -114 -144 -119
Development ServicesDevelopment ServicesDevelopment ServicesDevelopment Services
Building Permits (24000-4445) -1,529 -1,333 -1,372 -1,909 -2,257
Business Licences (53300-4342) -431 -375 -446 -425 -559
Application Fees - Rezoning (53110-4120) -88 -88 -94 -144 -93
Application Fees - Subdivision (53110-4122) -92 -74 -93 -130 -79
Application Fees - Dev Permit (53110-4124) -74 -81 -135 -116 -131
Subdivision Inspection Fees (32110-4220) -285 -434 -377 -410 -481
Public WorksPublic WorksPublic WorksPublic Works
Sales - Gravel (33100-4510) -97 -58 -14 -12 -
GVTA Grant - Uploaded Roads (33100-4260) -406 -478 -494 -290 -260
GVTA Grant - Downloaded Roads (33100-4261) -184 -154 -154 -162 -165
Key Account Balances
Financial Plan 2008 - 2012
District of Maple Ridge
23
BUDGET
2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
-46,137 -49,677 -53,405 -57,359 -61,161
-721 -735 -749 -764 -778
-1,008 -1,009 -1,010 -1,010 -1,010
- - - - -
-750 -825 -825 -825 -825
- - - - -
-549 -106 - -15 -
-925 -925 -925 -925 -925
-100 -100 -100 -100 -100
-280 -280 -280 -280 -280
-1,151 -1,114 -1,135 -1,155 -1,176
-140 -140 -140 -140 -140
-275 -275 -275 -275 -275
-76 -76 -76 -76 -76
-28 -28 -28 -28 -28
-914 -926 -947 -973 -994
- - - - -
-146 -146 -146 -146 -146
-760 -760 -760 -760 -760
-310 -310 -310 -310 -310
-145 -145 -145 -145 -145
-102 -102 -102 -102 -102
-1,700 -1,700 -1,700 -1,700 -1,700
-500 -500 -500 -500 -500
-93 -105 -105 -105 -105
-93 -105 -105 -105 -105
-89 -101 -101 -101 -101
-315 -315 -315 -315 -315
-457 -457 -457 -457 -457
- - - - -
-674 -674 -674 -674 -674
Key Account Balances
Financial Plan 2008 - 2012
District of Maple Ridge
24
KEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)
Account Category (G/L#)Account Category (G/L#)Account Category (G/L#)Account Category (G/L#) 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007
Legislative ServicesLegislative ServicesLegislative ServicesLegislative Services
Grants & Donations (80B) (13000-6180) 160 33 34 54 116
Training - Council (13000-6400) 11 5 2 1 -
Fire DepartmentFire DepartmentFire DepartmentFire Department
Fire Fighting Salaries (22000-5501) - - 326 1,312 1,802
Paid on Call Relief Wages (22000-5505) - - 22 134 190
Paid on Call Wages (22000-5600) 618 778 749 642 617
Contract (Emergency 911) (22000-7007) 77 85 92 84 87
Hall #4 - Paid on Call (22041-5600) - - - - -
Police ServicesPolice ServicesPolice ServicesPolice Services
Centralized Dispatch (21140-7051) 671 704 809 921 970
Regular Members Contract (21200-7007) 6,408 7,517 8,174 8,300 8,777
Corporate ServicesCorporate ServicesCorporate ServicesCorporate Services
Insurance (12101-6210)505 622 667 695 676
Recruiting Costs (12102-7065) 26 60 46 78 94
Fiscal ServicesFiscal ServicesFiscal ServicesFiscal Services
Contribution to Core Reserve (10000-9020) 2,285 2,981 3,084 3,850 5,702
Transfers to Capital Works Res (10000-9400) 531 5,947 847 852 632
Transfers to Fire Dept Cap Acq (10000-9400) 914 598 677 722 1,026
Transfers to General Capital (10000-9400) 29 -24 4 16 -347
Transfer to General Capital (10000-9410) 1,015 1,387 768 1,471 10,410
Contribution to Self-Insurance (12400-9021) 45 45 45 745 45
Transfers to Equip Replc-Ops (33100-9400) 532 622 688 665 756
OtherOtherOtherOther
Fraser Valley Regional Library (47200-7007) - 1,792 1,865 1,969 2,068
Consulting - Engineering (32100-7005) 50 169 245 168 219
Recycling Contract (51000-7007) 757 737 795 824 899
GVRD Water Purchases (71000-7380) 2,377 2,736 3,042 3,640 4,183
GVRD Sewer Admin Fees (61000-6005) 1,679 2,003 2,206 2,450 2,630
Key Account Balances
Financial Plan 2008 - 2012
District of Maple Ridge
25
2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
456 49 49 49 50
46 16 16 16 16
2,604 3,332 4,092 4,887 5,299
- - - - -
664 684 708 733 734
124 114 114 114 114
50 149 149 149 149
1,009 1,039 1,070 1,103 1,103
11,053 11,929 12,792 13,491 14,353
803 808 813 819 819
71 49 49 49 49
5,793 5,757 5,777 5,798 5,819
725 1,013 718 766 807
833 155 306 442 507
- - - - -
2,991 5,950 2,470 7,691 2,746
45 45 45 45 45
869 914 991 1,032 1,078
2,112 2,218 2,329 2,445 2,568
256 81 81 81 81
937 954 982 1,011 1,040
5,068 5,562 5,971 6,400 6,831
2,934 3,079 3,223 3,368 3,513
Financial Plan Reader’s Guide
Financial Plan 2008 - 2012
District of Maple Ridge
26
The next section of this document provides detailed financial plan information for each department.
The District consists of four divisions:
• Office of the Chief Administrative Officer (CAO)
• Community Development, Parks & Recreation Services (CDPR)
• Corporate & Financial Services (CFS)
• Public Works & Development Services (PWD)
Each division section begins with a listing of select 2007 accomplishments and discusses the business con-
text relevant to the 2008-2012 planning period. An organization chart illustrates the layout of the division.
Legend for Organization Charts
Department Head Exempt Staff Only ........................................................... Large Box – Double Solid Border
All Other Exempt Staff ............................................................................... Medium Box – Double Solid Border
All Union Staff ........................................................................................ Varying Size Box – Single Solid Border
Contract Staff .................................................................................................Varying Size Box – Dotted Border
Interdepartmental Reporting Relationship................................... Varying Size Box – Dotted Border and Line
This is followed by the plans of each department within the division.
• Each department plan begins with a brief explanation of services provided by the department, followed
by a few workplan highlights.
• An organization chart illustrates the reporting structure of the department and is complemented by a
history and projection of staff positions.
• The operating budget follows and includes comparisons to previous budgets and actual expenditures
and revenues. Notes regarding differences between the 2008 budget and either the previous budget
or previous year actual charges are included where appropriate.
• Amounts that were approved for carryforward from the preceding budget year(s) are then shown.
• This is followed by comments where appropriate to help guide the reader through the financial plan.
The capital budget was detailed in a Financial Plan Overview report, which is included as Appendix B of
Schedule 1 in this document. A complete capital listing including work-in-progress is included in Schedule C
Page 165.
Office of the CAO
Financial Plan 2008 - 2012
District of Maple Ridge
27
The Office of the Chief Administrative Officer (CAO) guides the District’s activities from leadership, governance,
communications and corporate policy perspectives, and acts as liaison between Council and staff. A brief summary
of some of the 2007 accomplishments in the division are shown below, followed by the business context relevant
to the 2008-2012 planning period.
The subsequent pages in the Office of the CAO section provide information on the departments reporting to this
division, including staffing, 2008 workplan highlights and budgets. The departments within this section are Admin-
istration, Communications, Human Resources, and Economic Development.
Select 2007 Division AccomplishmentsSelect 2007 Division AccomplishmentsSelect 2007 Division AccomplishmentsSelect 2007 Division Accomplishments
• Continued emphasis on Customer Service at the District which included the successful continuation of the “Top
Performing Municipality Initiative” led by the Executive Director to the CAO
• Developed and launched new Economic Development Website (investmapleridge.ca)
• Continued to work with the Manager Corporate Communications on a Communication Plan
• Provided comprehensive communication planning and messaging during winter and spring flooding events in
conjunction with regional and provincial authorities including two news conferences; maintained a positive rela-
tionship with local and national media and in turn received extensive, positive coverage
• Continued Staff Appreciation events
• Continued to augment the District’s emergency planning capability to better plan for, respond to and recover
from an emergency with an emphasis on table top exercises and training
• Successfully activated the Emergency Operations Centre on several occasions including the 2007 Fraser
Freshet
• Continued to work on the revitalized service delivery model for Economic Development
• Improved communication with employees
• Completed and implemented the Visual Identity Project, including the creation of two trade show booths (8’ and
10’) and promotional material specifically for trade show booth (replacement of banners). Work began on the
creation of new District entry signage and we implemented a staff and public corporate merchandise plan
• Continued to work on a program to revitalize and reinvigorate the downtown
• Worked with TransLink and BCIT on the successful announcement of the TransLink Overhaul Facility and BCIT
Training Facility
• Council updated its Strategic Plan with a renewed emphasis on sustainability
• Achieved several success in the Human Relations area including the successful resolution of all grievances
without arbitration for the sixth consecutive year, continued progress on succession planning,, marked reduc-
tion in accidents for time duration employees, and the achievement of United Way Gold status for the third
consecutive year
Business ContextBusiness ContextBusiness ContextBusiness Context
• Strong entrepreneurial spirit in the community
• Striving to be a Top Performing Municipality (a great place to work)
• Aging workforce/hot job market is creating challenges in attracting candidates to technical and professional
positions
• Increasing hours lost due to Long Term Disability, Workers Compensation and sick leave
• Increasing demand for employee training
• Strong interest from developers and investors in Maple Ridge related to new infrastructure, available labour
force and the eastward movement of development
Office of the CAO – Administration
Financial Plan 2008 - 2012
District of Maple Ridge
28
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Office of the CAO Administration section is responsible for the overall administration of the District’s depart-
ments, developing corporate policy, providing leadership and direction for senior staff in the day-to-day and long-
term business affairs of the District in accordance with Council goals, and providing advice to Council about District
organization and operating procedures.
The office is also responsible for corporate communication, ensuring the dissemination of information and ample
opportunities for input and participation by customers and staff. We undertake the research, development, coor-
dination and implementation of corporate initiatives. In addition, we are responsible for the corporate-wide perfor-
mance measurement and reporting program.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Work with Council will continue on the strategic direction and priorities for the community in order to ensure the
delivery of excellent service to our citizens. We will work with the Economic Advisory Commission and the Business
Retention and Expansion Officer to ensure the implementation of a revitalized service delivery model for Economic
Development. We will work towards the creation of a dynamic and vibrant downtown and enhance the District’s
emergency planning response and recovery capability.
We will implement actions recommended in the 2007-2011 Sustainability Report:
1. Develop an inventory of corporate greenhouse gas emissions
2. Establish targets for achieving carbon neutrality
3. Create a policy that all new Municipal buildings achieve minimum performance targets
4. Implement the E3 Program to help “green” the municipal fleet
5. Create green buildings programs for residential, commercial and industrial buildings
6. Identify and negotiate a partnership for a high profile energy conservation project
7. Create new Development Permit Area (DPA) Guidelines to protect Environmentally Sensitive Areas (ESAs)
8. Initiate an Agricultural Plan
9. Set aggressive waste diversion targets and develop programs to implement them
10. Create an Active Transportation Plan
11. Create a Smart Commute Program
12. Create a Financing Reserve for Sustainability-related Projects
13. Develop and implement a TBL decision analysis process for evaluating new infrastructure investments
14. Create a parks acquisition and development funding strategy
15. Develop a Housing Action Plan
16. Establish a Business Network to promote sharing of resources
17. Promote the TransLink/BCIT development as an example of partnership
18. Establish “green” principles for the 256 Street Industrial Park
19. Develop an Employee Sustainability Program
Office of the CAO – Administration
Financial Plan 2008 - 2012
District of Maple Ridge
29
Organization ChartOrganization ChartOrganization ChartOrganization Chart
These positions all report to Administration but some are budgeted to other areas.
Staff PositiStaff PositiStaff PositiStaff Position History and Forecaston History and Forecaston History and Forecaston History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE's (net of vacancies &Actual FTE's (net of vacancies &Actual FTE's (net of vacancies &Actual FTE's (net of vacancies & unpaid leave)unpaid leave)unpaid leave)unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Chief Administrative Officer 1.0 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Director to CAO - - - - 1.0 1.0 1.0 1.0 1.0 1.0
Manager Corporate
Communications
- - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Sustainability and
Corporate Planning
- - - - - - - 1.0 1.0 1.0
Policy Analyst - - - - 0.9 1.0 1.0 - - -
Executive Assistant 1.2 2.0 2.1 3.0 3.0 3.0 2.0 2.0 2.0 2.0
Research Technician - - - - - - 0.4 1.0 1.0 1.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 2.22.22.22.2 2.72.72.72.7 3.63.63.63.6 5.05.05.05.0 6.96.96.96.9 7.07.07.07.0 6.46.46.46.4 7.07.07.07.0 7.07.07.07.0 7.07.07.07.0
Office of the CAO – Administration
Financial Plan 2008 - 2012
District of Maple Ridge
30
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Administration Administration Administration Administration
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Conventions & Conferences
(12100/12101-6051) 13 6 15 15151515 - 15 15 15 15
Lease Expense (11000-6230)120 120 116 122122122122 5%122 122 122 122
Legal (12101-7030)7 15 ----------
Lieu Time Payouts (12000-5700)--50 55555555 10%174 178 182 186
Memberships (12100-6270)33 18 28 28282828 -28 28 28 28
Miscellaneous (12101-6275)7 8 10 10101010 -10 10 10 10
Publications (12101-6335)--3 1111 -67%1 1 1 1
Salaries (12100/12101-5500)294 322 300 474474474474 58%472 492 512 528
Seminars/Prof Meetings/Train'g
(12100/12101-6050) 2 - 8 4444 -50% 4 4 4 4
Service Severance Costs (12101-5150)--23 -----100%----
Studies & Projects (10000-6380)102 65 94 165165165165 *76%111 111 111 111
Total Total Total Total 578 554 647 874874874874 35%937 961 985 1,005
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2008 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Studies & Projects (10000-6380)Carbon Emissions Inventory 5,000
Citizen's Satisfaction Survey 9,700
Performance Reporting - Trailblazer 12,344
Silver Valley Land Sale Strategy 48,000
Sustainability Initiative 26,900
Comments:Comments:Comments:Comments:
- Legal Cost – The budget is centralized in the Clerk’s Department. As legal expenses are incurred they are
charged to the departments initiating the cost. Expenses without budgets are therefore expected.
- Lieu Time Payouts – The costs are centrally budgeted in this department and actual costs are charged to the
salary account in the departments where the expense occurs. Because the payouts and their distribution vary
from year to year, a centralized budget approach has been adopted. The budgets for costs that have occurred
prior to the budget being adopted in May have been distributed, which is why the 2007 and 2008 budgets are
less than future budgets.
- Salaries – In addition to the regular increase in salary and benefit costs, the 2008 budget includes staff previ-
ously recorded in the Administration areas of Corporate & Financial Services and Public Works & Development
Services.
- Service Severance Costs – The actuarial estimate of these costs was provided at a more summary level. The
budget has been moved for 2008.
Office of the CAO – Administration
Financial Plan 2008 - 2012
District of Maple Ridge
31
Financial Plan Financial Plan Financial Plan Financial Plan –––– Legislative ServicesLegislative ServicesLegislative ServicesLegislative Services
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Committee Costs (13000-6045)--4 4444 -4 4 4 4
Conventions & Conferences (13000-6051)20 14 21 28282828 *33%21 21 21 21
Grants & Donations (13000-6180)54 116 361 456456456456 *26%49 49 49 50
Miscellaneous (13000-6275)10 10 8 8888 -8 8 8 8
Public Relations (13000-7060)12 10 19 19191919 -19 19 19 19
Salaries (13000-5500)319 327 327 340340340340 4%347 358 369 380
Training (13000-6400)1 -30 *46464646 *53%16 16 16 16
Utilities - Telephone (13000-6520)6 4 7 7777 -7 7 7 7
Total Total Total Total 422 481 777 908908908908 17%471 482 493 505
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Training (13000-6400)Training: Council 2006 as per Policy 3.05 14,776
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Conventions & Conferences (13000-6051)2007 funds for 2008 FCM conference 7,047
Grants & Donations (13000-6180)MRSS Running Track Expansion 406,742
Training (13000-6400)Training: Council 2007 as per Policy 3.05 30,276
Comments:Comments:Comments:Comments:
- Grants & Donations – The 2007 budget contained about $280,000 for the Maple Ridge Secondary School run-
ning track expansion. The 2008 budget for this was increased to about $400,000 through reallocating 2007
operating funds.
Office of the CAO – Administration
Financial Plan 2008 - 2012
District of Maple Ridge
32
Financial Plan Financial Plan Financial Plan Financial Plan –––– CommunicationsCommunicationsCommunicationsCommunications
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Advertising (12105-6010)13 24 20 40404040 *100%30 30 30 30
Consulting (12105-7005)18 36 42 *35353535 -17%35 35 35 35
Miscellaneous (12105-6275)5 3 5 5555 -5 5 5 5
Publicity & Promotions (12105-6330)14 23 20 20202020 -20 20 20 20
Salaries (12105-5500)174 111 173 110110110110 -36%109 114 118 122
Supplies - Software (12105-6280)3 -13 3333 -77%3 3 3 3
Website Services (12105-8033)5 8 14 *-----100%----
Total Total Total Total 232 205 287 213213213213 -26%202 207 211 215
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Consulting (12105-7005)Update branding 7,317
Website Services (12105-8033)Update branding 4,460
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Advertising (12105-6010)Program to increase voter turnout 10,000
Comments:Comments:Comments:Comments:
- Salaries/ Supplies / Website Services – The reduction in budgets is reflective of staff moving from this area to
Corporate & Financial Services Administration.
Office of the CAO – Economic Development
Financial Plan 2008 - 2012
District of Maple Ridge
33
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Economic Development Department assists business owners and those interested in starting a business in the
community with strategic information, business planning, expansion opportunities and skill training. They also work
with business and industry groups to develop strategic alliances and identify new economic opportunities.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will establish a Business Network to promote sharing of resources and promote the TransLink/BCIT develop-
ment as an example of partnership. We will continue working with the Economic Advisory Commission (EAC) on
development of new investment initiatives for Maple Ridge out of the new Economic Development Strategy. Addi-
tional projects include completion of a marketing review, development of a marketing plan, creation of promotional
material specifically for trade shows, developing an RFP for Technology Sector Business Case Study, and the addi-
tion of a real estate component to the Economic Development Website.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director Economic Development - - - 0.7 - - - - - -
Manager Economic Development - - - - - - - 1.0 1.0 1.0
Business Retention & Expansion Officer - - - 0.2 1.0 1.0 0.7 - - -
Administrative Assistant - - - 0.2 1.0 0.8 1.0 1.0 1.0 1.0
Film Production Liaison - - - - - 0.7 1.0 1.0 1.0 1.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent ---- ---- ---- 1.01.01.01.0 2.02.02.02.0 2.62.62.62.6 2.72.72.72.7 3.03.03.03.0 3.03.03.03.0 3.03.03.03.0
Office of the CAO – Economic Development
Financial Plan 2008 - 2012
District of Maple Ridge
34
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Economic DevelopmentEconomic DevelopmentEconomic DevelopmentEconomic Development
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Contributions from Others (12106-4820)--150 --153-153-153-153 --153 -153 -153 -153
Federal Grant (Conditional) (12106-4250)-6 -49 --284-284-284-284 -----
Miscellaneous Income (12106-4390)--3 ----------
Permits (12106-4445)-13 -13 -5 -5-5-5-5 --5 -5 -5 -5
Prov. Grant (Unconditional) (12106-4253)----50-50-50-50 -----
Sale of Service (12106-4600)-7 -9 -10 -10-10-10-10 --10 -10 -10 -10
Total RevenueTotal RevenueTotal RevenueTotal Revenue -26 -224 -15 -502-502-502-502 3247%-168 -168 -168 -168
ExpenseExpenseExpenseExpense
Advertising (12106-6010)20 64 54 *47474747 -13%47 47 47 47
Committee Costs (12106-6045)-1 1 1111 -1 1 1 1
Contract (12106-7007)53 35 35 35353535 -35 35 35 35
Conventions & Conferences (12106-6051)8 1 21 21212121 -21 21 21 21
Cost of Goods Sold (12106-7300)-9 ----------
Grants & Donations (12106-6180)-175 -153153153153 -153 153 153 153
Memberships (12106-6270)1 1 1 1111 -1 1 1 1
Miscellaneous (12106-6275)1 -1 1111 -1 1 1 1
Postage & Courier (12106-6305)--2 2222 -2 2 2 2
Salaries (12106-5500)160 174 265 275275275275 4%281 292 304 313
Studies & Projects (12106-6380)73 66 95 *399399399399 *320%15 15 15 15
Supplies (12106-6300)3 2 2 2222 -2 2 2 2
Wages (12106-5600)2 3 ----------
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 321 531 477 937937937937 96%559 570 582 591
Total Total Total Total 295 307 462 435435435435 -6%391 402 414 423
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Advertising (12106-6010)Community & Investment Profile 7,000
Studies & Projects (12106-6380)Entry signage 25,000
Identity Study - Branding Initiative 20,000
Trade show booth & supporting infrastructure 10,000
Trade show booth content & signs 15,000
Website design for EcDev-specific site 10,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Studies & Projects (12106-6380)Trade Show graphics 5,277
Entry signage 25,000
Identity Study - Branding Initiative 20,000
Office of the CAO – Economic Development
Financial Plan 2008 - 2012
District of Maple Ridge
35
Comments:Comments:Comments:Comments:
- Contributions from Others – This represents the Business Improvement Area levy charge to businesses in the
downtown area.
- Federal Grant – This is a grant from UBCM for community tourism. The 2008 grant is $160,000 and the bal-
ance of the 2008 budget is 2007 grant funds that are to be spent in 2008.
- Provincial Grant – The 2008 budget of $50,000 is for the Asia Pacific Twinning initiative.
- Grants and Donations – This represents the remittances of the levy for the Business Improvement Area.
- Studies & Projects – The 2008 budget includes carryforward amounts and costs associated with Provincial and
Federal grants.
Office of the CAO - Human Resources
Financial Plan 2008 - 2012
District of Maple Ridge
36
Services ProvidedServices ProvidedServices ProvidedServices Provided
Human Resources plays a key role in recruiting, transferring, and promoting the best people for the job. The train-
ing needs of the organization are identified and coordinated through both in-house and external suppliers. Em-
ployee performance planning is coordinated, supported and used to gauge morale, training, and attendance. The
negotiation and day to day administration of the Collective Agreement (including grievance and classification ad-
ministration) is a key service provided. A number of critical programs are administered which contribute to the
wellbeing and productivity of our employees. These include: the attendance management, employee assistance,
occupational health & safety, employee recognition and suggestion, and employee welfare benefits.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Continuing with the Top Performing Municipality (TPM) initiative, we will be implementing and monitoring the BCIT
accredited leadership program, repeating the measures of employee engagement, self-rated leadership and cross-
functional involvement first measured in Spring 2006, and implementing the recommendations of the seven cross-
functional workgroups. We will also be increasing the focus on employee wellness, using Department Ambassadors
to explore ways to break down isolation of departments outside the hall and tower, and continuing to explore and,
where feasible, implement programs that increase hours of work flexibility for employees (i.e. formal work-from-
home program)
We will also take the lead on designing and implementing the “Smart Commute” program for municipal employees.
Collective bargaining with CUPE and the IAFF will conclude and we will run education sessions. “Breakfast Club” or
“Chat & Chow” for supervisors will be implemented – providing a voluntary opportunity for this group to come to-
gether on a regular basis (perhaps every 2 months) to talk about issues related to their roles as leaders
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Staff Staff Staff Staff Position History and ForecastPosition History and ForecastPosition History and ForecastPosition History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancActual FTE’s (net of vacancActual FTE’s (net of vacancActual FTE’s (net of vacancies & unpaid leave)ies & unpaid leave)ies & unpaid leave)ies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Communications & HR - - 0.5 1.0 - - - - - -
Director of Corporate Support 1.0 1.0 0.5 - - - - - - -
Mgr Payroll & Employee Relations - - - - - - 0.4 1.0 1.0 1.0
Senior Human Resources Officer - - 0.5 1.0 0.8 1.0 1.0 1.0 1.0 1.0
Human Resources Officer 2.0 1.9 1.3 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Human Resources Assistant 1.0 1.0 0.5 - - - - - - -
Payroll Clerk 0.6 0.6 0.9 0.8 1.0 1.0 0.9 1.0 1.0 1.0
Human Resources Clerk - - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk II 1.3 2.6 1.3 0.3 0.2 0.1 0.3 0.5 0.5 0.5
Other 0.1 0.2 0.5 0.8 - 0.2 0.3 - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 6.06.06.06.0 7.37.37.37.3 6.56.56.56.5 5.95.95.95.9 4.04.04.04.0 4.34.34.34.3 5.05.05.05.0 5.55.55.55.5 5.55.55.55.5 5.55.55.55.5
Office of the CAO - Human Resources
Financial Plan 2008 - 2012
District of Maple Ridge
37
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Human ResourcesHuman ResourcesHuman ResourcesHuman Resources
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Miscellaneous Income (12102-4390)-5 -3 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -5 -3 ----------
ExpenseExpenseExpenseExpense
Consulting (12102-7005)6 4 7 7777 -7 7 7 7
Cost of Goods Sold (12102-7300)7 6 ----------
Counselling (12102-7010)15 13 16 16161616 -16 16 16 16
Labour Relations (12102-6220)25 28 30 30303030 -30 30 30 30
Memberships (12102-6270)1 1 1 1111 -1 1 1 1
Miscellaneous (12102-6275)15 17 17 17171717 -17 17 17 17
Municipal Functions (12102-5532)15 15 18 18181818 -18 18 18 18
Program Costs (12102-6325/6326)-52 65 19 76767676 300%76 76 76 76
Recruiting Costs (12102-7065)78 94 69 *71717171 *3%49 49 49 49
Retirement Expenditures (12102-5531)9 5 ----------
Salaries (12102-5500)407 489 496 568568568568 15%579 602 627 645
Service Severance Costs (12102-5150)--13 -----100%----
Severance - Termination (12102-5530)78 -----------
Special Promotional Projects (12102-6331)28 30 59 *36363636 -39%36 36 36 36
Studies & Projects (12102-6380)48 17 381 *604604604604 *59%----
Training (multiple)113 182 197 *169169169169 -14%176 184 192 199
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 793 966 1,323 1,6131,6131,6131,613 22%1,005 1,036 1,069 1,094
Total Human ResourcesTotal Human ResourcesTotal Human ResourcesTotal Human Resources 788 963 1,323 1,6131,6131,6131,613 22%1,005 1,036 1,069 1,094
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Recruiting Costs (12102-7065)Recruiting cost 20,915
Special Promotional Projects
(12102-6331)Assist depts with modified duty salaries 22,992
Studies & Projects (12102-6380)Succession Planning 35,899
Training (multiple)Training programs 36,705
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Recruiting Costs (12102-7065)Recruiting cost 22,644
Studies & Projects (12102-6380)Succession Planning 474,536
Comments:Comments:Comments:Comments:
- Program Costs – The actuarial estimate of these costs was provided at a more summary level. The budget has
been moved here starting in 2008.
Community Development, Parks & Recreation Services
Financial Plan 2008 - 2012
District of Maple Ridge
38
The Community Development, Parks & Recreation Services Division (CDPR) has responsibility for parks, recreation,
cultural activities, programs, facilities, liaison with community groups, community development work, accessibility,
and emergency preparedness. A brief summary of some of the 2007 accomplishments in the division are shown
below, followed by the business context relevant to the 2008-2012 planning period.
The subsequent pages in the CDPR section provide information on the various departments, including staffing,
2008 workplan highlights and budgets. The departments within this section are CDPR Administration, Marketing
and Customer Service; Parks & Facilities; Recreation; Social Planning; and Emergency Services.
Select Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 Accomplishments
• Negotiated and finalized Maple Ridge Golf Course lease
agreement.
• Negotiated and finalized Protocol Agreement with
Kwantlen and Blue Mountain Memorandum of Under-
standing with Katzie First Nation.
• Prepared Maple Ridge Flood Response Plan.
• Finalized North Alouette, Davidson’s Pool, and Whonnock
Lake acquisitions, and commenced investigation of addi-
tional conservation area acquisitions (Bilne, Bosonworth,
etc).
• Completed Randy Herman Centre for Community Safety
Building renovations and opened the facility.
• Completed installation of standby power systems for criti-
cal civic facilities.
• Provided support for the local Maple Ridge and Pitt Mead-
ows Spirit of BC Community Committee.
• Obtained Spirit Square funding in Maple Ridge and com-
menced detailed planning.
• Participated in Pitt Meadows Civic Square Planning.
• Completed operational and building assess-
ments for the Pitt Meadows Arenas followed by
Arena acquisition negotiations.
• Researched ice use trends and required support
for minor sport groups using ice facilities.
• Supported Golden Ears Winter Club through Curl-
ing Rink changeover.
• Hosted a Recreation workshop, “Positioning for
the Future”, featuring current research, demo-
graphics and recreation trends, a review of de-
partment capital and long-term plans, and facili-
tated a review of department services.
• Worked with staff to develop a new Recreation
Department structure to gain efficiencies, re-
duce duplication, and support long-term staff
development and retention.
• Commenced negotiations on a future Park and
School Site Acquisition Agreement.
• Held four Leadership Team Workshops.
Business ContextBusiness ContextBusiness ContextBusiness Context
• Citizens have a high level of satisfaction with services. Results of a 2005 random citizen survey noted 86% felt
services were good or excellent (up 6% from 2002). The 2006 Leisure Centre customer survey also demon-
strated high levels of satisfaction as did the 2006 Community Group Survey.
• The demands of population growth and residential development are challenging. When citizens move to new
subdivisions they expect a short timeframe for the parks identified in the Official Community Plan to be devel-
oped.
• Operating and maintenance funding for new parks, boulevards, trails, street trees and traffic calming to keep
pace with construction to ensure we are able to adequately take care of the assets we build.
• Facility and program pressures are increasing as well. Citizens moving from more urban settings expect the
same levels of service they enjoyed in larger cities. We have received a number of comments about citizens at-
tending programs elsewhere because they are not available here.
• Building infrastructure funding (roofs, mechanical systems, major equipment, etc.) is currently considerably
less than the amount required to sustain our facilities and the level of service they provide to the public over
the long term. Council’s policy to focus more attention on this and other areas of Municipal infrastructure over
the next few years will assist in closing the current gap.
• Leadership change will occur in the next few years and requires appropriate transitional planning.
• Securing consistent, long-term senior government funding of important social services which have resulted in
very positive results may be a challenge (outreach workers, drug detox, youth safe house, etc.).
• The increasing volume of customer interactions at customer service counters and in facility bookings is result-
ing in staff overload and customer service delays.
• Increased staff movement into new job opportunities is resulting in more training requirements and less ex-
perienced staff.
• There is a need to improve technological capacity to alleviate pressure, e.g. consider a separate server for
Recreg4u, installation of self-scanning admission stations, etc.
CDPR - Administration, Marketing and Customer Service
Financial Plan 2008 - 2012
District of Maple Ridge
39
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Administration, Marketing and Customer Service Department’s role is to ensure coordination of resources in
management and development of parks, delivery of leisure services, acting as a networking agent, information bro-
ker, and community resource. Identified community needs are addressed by a variety of approaches from direct
provision of services to establishing partnerships. In addition, we are responsible for carrying out corporate initia-
tives as directed by Council and the Corporate Management Team, and we attend to enquiries and request for as-
sistance from fellow staff, Council members, and the general public.
2008 Workplan Emphasis 2008 Workplan Emphasis 2008 Workplan Emphasis 2008 Workplan Emphasis
We will continue implementation of the Parks, Recreation, and Cultural Master Plan (land acquisition, park devel-
opment in priority). We will finalize Operating Agreements with School District No. 42 regarding new facilities (Ma-
ple Ridge Senior Secondary Track). We will conduct a random Customer Satisfaction survey, complete the Blue
Mountain Sustainability Study, and prepare an infrastructure grant application for the Pitt Meadows Arena. We will
support the Spirit of BC Committee, the 2008 Capital program, and participate in establishment and providing sup-
port of the BC Games for the Physically Disabled Organizing Committee
Organization ChartOrganization ChartOrganization ChartOrganization Chart
These positions all report to CDPR but some are budgeted to other areas.
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
AdministrationAdministrationAdministrationAdministration
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
GM Community Dev, Parks & Rec. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Emergency Program Assistant 0.5 0.5 0.5 0.5 0.2 0.3 1.0 1.0 1.0 1.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 2.62.62.62.6 2.52.52.52.5 2.52.52.52.5 2.52.52.52.5 2.22.22.22.2 2.32.32.32.3 3.03.03.03.0 3.03.03.03.0 3.03.03.03.0 3.03.03.03.0
CDPR - Administration, Marketing and Customer Service
Financial Plan 2008 - 2012
District of Maple Ridge
40
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– CDPR AdministrationCDPR AdministrationCDPR AdministrationCDPR Administration
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Conventions & Conferences (41200-6051)12 7 12 12121212 -12 12 12 12
Other Outside Services (41000/41200-7051)4 5 5 20202020 300%5 5 20 5
PM - Cost Recovery (41200-4236)-51 -48 -58 -66-66-66-66 14%-59 -61 -65 -64
Salaries (41200-5500)241 239 240 252252252252 5%249 300 429 434
Special Projects (40000-6385)--28 127127127127 *354%----
Supplies (41200-6300)1 3 3 3333 -3 3 3 3
Total Total Total Total 207 206 230 348348348348 51%210 259 399 390
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2008 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Special Projects (40000-6385)Fraser Riverfront Master Plan 28,191
Comments:Comments:Comments:Comments:
- Salaries – The 2010 through 2012 budgets include funding to address costs associated with growth. For more
information on growth-related funding please see the Financial Plan Highlights section or the Financial Over-
view Report included in Schedule 1.
Financial Plan Financial Plan Financial Plan Financial Plan –––– CDPR Marketing and Customer ServiceCDPR Marketing and Customer ServiceCDPR Marketing and Customer ServiceCDPR Marketing and Customer Service
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Admin Fee (47500-4100)----8-8-8-8 --8 -8 -8 -8
Bank Charges (47500-6030)26 28 25 28282828 12%28 28 28 28
Insurance (41210-6210)82 84 90 90909090 -90 90 90 90
Memberships (41000/41100-6270)3 4 3 5555 67%5 5 5 5
Miscellaneous (multiple)19 17 14 14141414 -14 14 14 14
Salaries (multiple)1,278 1,331 1,391 1,6311,6311,6311,631 17%1,668 1,739 1,810 1,865
Service Severance Costs (41400-5150)--35 -----100%----
SS Allocation (41000-5425)-1,645 -1,693 -1,659 -1,909-1,909-1,909-1,909 15%-1,939 -2,008 -2,080 -2,137
Supplies (multiple)45 43 45 45454545 -45 45 45 45
Supplies - Software (41100-6280)93 73 89 99999999 *11%89 89 89 89
Vehicle Costs (41100-6430)29 29 25 26262626 4%27 27 28 29
Wages (41210-5600)69 84 79 106106106106 34%108 113 118 122
Total Total Total Total -1 0 137 127127127127 -7%127 134 139 142
* * * * includes carryforward amounts
CDPR - Administration, Marketing and Customer Service
Financial Plan 2008 - 2012
District of Maple Ridge
41
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2008 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Supplies - Software (41100-6280)Self scanning stations 10,000
Comments:Comments:Comments:Comments:
- Salaries – This includes positions moved here from other areas.
CDPR - Parks & Facilities
Financial Plan 2008 - 2012
District of Maple Ridge
42
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Parks & Facilities Department in cooperation with the Recreation Department provides a number of public
meeting and activity facilities including the Leisure Centre, Greg Moore Youth Centre, Pitt Meadows Family Recrea-
tion Centre, two outdoor pools. Other facilities, including the public library, Arts Centre & Theatre, two museums,
two arenas, golf course, and historic sites are operated in partnerships with others. The Department also oversees
the maintenance of all Municipal facilities including Municipal Hall, fire halls, and public safety buildings as well as
rental and leased properties. The functions carried out include janitorial services, elevator, boiler, heating, air han-
dling service contracts, and energy management.
The Department is also responsible for operating the Municipal parks system, which includes actively used park-
land, sportfields, and significant green-belt areas. The Department operates two Municipal cemeteries by maintain-
ing the grounds, and by providing interment, associated record keeping, and public assistance.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will enhance and promote our community gardens, complete design, development, and upgrades of several
parks, boulevards and trails, and produce a Cemetery Master Plan. We will conduct a parks-user customer satis-
faction exit survey on the spray park. We will reduce our impact on the environment through effective management
of greenbelts/conservation areas and by continuing to investigate opportunities to incorporate Green Infrastructure
design in the implementation of the Maple Ridge Town Centre Concept Plan. We will reduce energy consumption
and green house gas (GHG) emissions in municipal facilities, maintain environmental standards and regulations in
all facilities, recycle more office waste products, establish green product standards for municipal staff, contractors
and all service providers, and establish water conservation and product replacement standards.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
CDPR - Parks & Facilities
Financial Plan 2008 - 2012
District of Maple Ridge
43
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director Parks & Facilities 1.0 1.0 1.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0
Parks & Open Space Manager 1.0 1.0 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0
Facilities Operations Manager 1.0 1.0 1.0 1.0 1.0 0.3 1.0 1.0 1.0 1.0
Facilities Maintenance Coord 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Secretary 0.5 0.5 0.5 0.5 - - - - - -
Parks & Leisure Services Clerk - - - - 1.2 1.8 2.0 2.0 2.0 2.0
Playground Inspector - - - - - - - 1.0 1.0 1.0
Playground Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0 - - - -
Foreman III 1.0 1.0 1.0 1.7 2.0 2.0 2.0 2.0 2.0 2.0
Foreman II 1.5 1.0 1.0 1.0 1.0 1.0 1.7 1.0 1.0 1.0
Foreman II - Cemetery 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson Foreman 0.2 1.0 0.9 - - - - - - -
Tradesperson II - Carpenter 1.8 1.0 0.3 0.4 1.0 1.0 1.7 2.0 2.0 2.0
Tradesperson II - Electrician 1.0 1.0 1.0 0.2 - - - - - -
Tradesperson II - Gardener 1.0 1.0 1.0 1.0 0.8 1.0 0.3 1.0 1.0 1.0
Tradesperson II - Plumber - - - - - - 0.5 1.0 1.0 1.0
Tradesperson I - Carpenter - - - - - 0.5 0.1 - - -
Tradesperson I - Gardener 1.0 1.0 1.0 1.0 1.0 1.8 1.7 2.0 2.0 2.0
Equipment Operator II 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Parks Maintenance Worker - - - - - - - 1.0 1.0 1.0
Truck Driver II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - - -
Labourer 5.2 3.8 4.4 5.2 4.8 4.3 7.8 7.3 7.3 7.3
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 20.620.620.620.6 19.319.319.319.3 19.019.019.019.0 19.019.019.019.0 19.719.719.719.7 20.520.520.520.5 24.524.524.524.5 26.326.326.326.3 26.326.326.326.3 26.326.326.326.3
• The increase from 2007 to 2008 is mainly due to vacancies and unpaid leave.
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Parks Parks Parks Parks
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lease Revenue (43500-4310)-122 -164 -135 -155-155-155-155 15%-155 -155 -155 -155
PM - Cost Recovery (multiple)-364 -380 -431 -456-456-456-456 6%-464 -489 -525 -556
User Fees (multiple)-88 -73 -61 -61-61-61-61 --61 -61 -61 -61
Total RevenueTotal RevenueTotal RevenueTotal Revenue -574 -617 -627 -672-672-672-672 7%-680 -705 -741 -772
ExpenseExpenseExpenseExpense
Burden (Salaries) (42000-5100)-31 -57 -26262626 -----
Contract (43200-7007)4 3 8 8888 -8 8 8 8
Maintenance - Buildings (41250/43200-8060)76 74 57 58585858 2%59 61 62 65
Maintenance - General (multiple)1,589 1,654 1,759 1,8291,8291,8291,829 4%1,885 1,996 2,156 2,302
Maintenance - Grounds (multiple)49 61 100 104104104104 4%106 109 113 115
Non-Productive Time (42000-5800)-7 ----------
Other Outside Services (10000-7051)48 55 65 *126126126126 94%126 126 126 126
Service Severance Costs (42000-5150)35 32 23 43434343 87%43 43 43 43
SS Allocation (multiple)344 357 349 401401401401 15%407 422 438 449
Utilities (43500-6500)11 1 1 -----100%----
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,125 2,187 2,362 2,5952,5952,5952,595 10%2,634 2,765 2,946 3,108
Total ParksTotal ParksTotal ParksTotal Parks 1,551 1,570 1,735 1,9231,9231,9231,923 11%1,954 2,060 2,205 2,336
* * * * includes carryforward amounts
CDPR - Parks & Facilities
Financial Plan 2008 - 2012
District of Maple Ridge
44
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Other Outside Services (10000-7051)Core security 4,092
CommentsCommentsCommentsComments::::
- Maintenance – General – The budgets include a contingency for growth costs. For more information on growth-
related funding please see the Financial Plan Highlights section or the Financial Overview Report included in
Schedule 1.
- Other Outside Services – The increase of $65,000 is for additional security in the downtown.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been moved here for 2008.
- SS Allocation – The Support Services area, which is shown under the heading Marketing & Customer Service,
increased in cost. The Support Services costs are allocated out to each area in Community Development Parks
& Recreation Services.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Facilities Facilities Facilities Facilities
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Infrastructure (multiple)48 116 120 107107107107 -11%63 115 115 115
Lifecycle (multiple)321 317 358 382382382382 7%448 466 492 492
Insurance (11000-6210)12 12 13 35353535 169%35 35 35 35
Maintenance - General (11000/22000-8056)302 353 375 415415415415 11%415 415 415 414
Salaries (11000-5500)22 52 51 49494949 -4%50 52 55 56
SS Allocation (11500-5425)181 186 183 210210210210 15%213 221 229 235
Taxes - Rental Properties (10000/11500-4530)59 38 53 55555555 4%58 60 62 64
Total Total Total Total 945 1,074 1,153 1,2531,2531,2531,253 9%1,282 1,364 1,403 1,411
Comments:Comments:Comments:Comments:
- Infrastructure / Lifecycle – These costs are funded through a reserve to allow for costs that vary year to year.
This is for major repair or replacement of components of buildings and parks.
- Maintenance – General – The budget increase of $50,000 for 2008 is due to increased operating costs now
that the Randy Herman Public Safety Building (old Courthouse) is occupied.
- SS Allocation – The Support Services area, which is shown under the heading Marketing & Customer Service,
increased in cost. The Support Services costs are allocated out to each area in Community Development Parks
& Recreation Services.
CDPR - Parks & Facilities
Financial Plan 2008 - 2012
District of Maple Ridge
45
Financial Plan Financial Plan Financial Plan Financial Plan –––– Library Library Library Library
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lease Revenue (47200-4310)-4 -6 ----------
Rentals (47200-4500)--1 -2 -2-2-2-2 --2 -2 -2 -2
Total RevenueTotal RevenueTotal RevenueTotal Revenue -4 -7 -2 -2-2-2-2 0%-2 -2 -2 -2
ExpenseExpenseExpenseExpense
Contract (47200-7007)1,969 2,068 2,068 2,1122,1122,1122,112 2%2,218 2,329 2,445 2,568
Maintenance - Buildings (47200-8060)173 163 172 155155155155 -10%156 156 155 155
Operating Capital (47200-9050)7 -6 6666 -6 6 6 6
SS Allocation (47200-5425)33 34 33 38383838 15%39 40 42 43
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,182 2,265 2,279 2,3112,3112,3112,311 1%2,419 2,531 2,648 2,772
Total Total Total Total 2,178 2,258 2,277 2,3092,3092,3092,309 1%2,417 2,529 2,646 2,770
Financial Plan Financial Plan Financial Plan Financial Plan –––– Cemetery Cemetery Cemetery Cemetery
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Fees (52100-4220)-110 -111 -129 -129-129-129-129 --129 -129 -129 -129
Plots (52100-4450)-79 -71 -80 -129-129-129-129 61%-192 -192 -192 -192
Recovery - Other (52100-4372)-22 -27 -14 -14-14-14-14 --14 -14 -14 -14
Total RevenueTotal RevenueTotal RevenueTotal Revenue -211 -209 -223 -272-272-272-272 22%-335 -335 -335 -335
ExpenseExpenseExpenseExpense
Maintenance - General (52100-8056)142 169 172 175175175175 2%179 182 186 190
Purchases (52100-7380)6 5 10 10101010 -10 10 10 10
SS Allocation (52100-5425)41 42 41 48484848 17%48 50 52 53
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 189 216 223 233233233233 4%237 242 248 253
Total Total Total Total -22 7 0 -39-39-39-39 0%-98 -93 -87 -82
Comments:Comments:Comments:Comments:
- Plots Revenue – This has been increased to offset debt payments associated with borrowing to expand the
cemetery. The actual fee increases are yet to be determined.
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
46
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Recreation Department operates numerous programs for public participation. Residents are involved in drop-in
use of the seniors’ recreation centre, youth centre, ice arena, public library, fitness, and aquatic facilities. The De-
partment works with several hundred community organizations and agencies, including the School District and
Douglas College, in the delivery of leisure services, oftentimes in partnership with the District through use of facili-
ties and resources. The Joint Parks and Recreation Agreement with the City of Pitt Meadows provides for joint use
and management of parks, facilities, and leisure services within a boundary that includes both municipalities.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Conduct a physical accessibility review and improvement plan for the Leisure Centre, research programming re-
lated to active ageing and initiate recreation programs that provide a health benefit such as diabetic walking clin-
ics, osteo-fit and cardiac care. Investigate recreation opportunities for youth with disabilities, including potential
partnerships. Renewed emphasis on cleanliness and the aesthetics of recreation facilities and increased security
for customer’s personal items. Support and assist many community organizations/initiatives such as Maple Ridge
Spirit Square, Pitt Meadows Civic Centre, South Bonson Community Centre, Pitt Meadows Senior’s Pavilion, the
Maple Ridge Museum expansion and the Hoffman Area Park Plan, the Arts Council with an “Active Art” theme, the
2009 Mainstage Theatre Festival Committee, public steering committee to develop public art procedures, and the
2009 Disability Games organizing committee. Negotiate new fee for service agreements with the Ridge Meadows
Festival Society, Ridge Meadows Arts Council and the Maple Ridge Historical Society. Introduce environmental sus-
tainability initiatives such as the department “Green Team” to capture staff energy and ideas, comprehensive recy-
cling programs in recreation facilities, reduction in the volume of paper that we use, e.g. develop a ‘paperless’ reg-
istration system, and investigate the use of environmentally sensitive cleaning products.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Director of
Recreation
Kelly Swift
Administrative
Assistant
Erin Bowers
Recreation
Manager Support
Services
Don Cramb
Technical Support
Supervisor
Diane Chamberlain
Customer Service
Supervisor L/C
Julie Rengert
Cashier Clerk
Reception
6.1 FTE (14PT)
Customer Service
Supervisor Booking
Darlene Slevin
Booking Clerk
Karen Hansen
Cathy O’Connor
Registration Clerk
Fay Paine
Cashier Clerk
Reception
1.8 FTE (4PT)
Clerk II
.5 FTE
Chris Lisowsky
Facility
Supervisor
Not Hired
Building Services
Supervisor
Jerry Newbery
Building Service
Worker
Doug Frew
Louis Grant
Gary Ivory
Shawn Rhodes
Jack Skrukwa
Troy Springman
Lorne Trow
3 FTE
Recreation Manager
Health and Wellness
Lex Tierney
Recreation
Coordinator
Tracy Miyashita
Recreation
Programmer PMFRC
Jackie Senchyna
Recreation
Programmer LC
Pauline Vandermoor
Program Assistant
Leisure Centre
.5 FTE
Jeff Lemire
Customer Service
Supervisor
Tammy MacIver
Clerk II
Joanne Georgelin
.5 FTE
Aquatic Leader III
Tim Gibson
Janice Forsyth
+2.9 FTE (PT)
Aquatic Leader II
8 FTE (30PT)
Aquatic Leader I
8 FTE (40PT)
Recreation Manager
Community
Connections
Shelley Jorde
Recreation Coord.
Leisure Access
.5 FTE
Shayna Funk-Larmor
Recreation Coord.
Special Services
Petra Frederick
Recreation Coord.
Volunteer/
Special Events
Kathryn Baird
Program Assistant
Special Events
.5 FTE
Amelia Bowden
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
47
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Recreation - - - - - 0.1 1.0 1.0 1.0 1.0
Recreation Mgr Health & Wellness 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Mgr Marketing & Customer Services 0.3 1.0 0.7 1.0 1.0 0.9 - - - -
Recreation Mgr Support Services 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Rec Mgr Community Connections 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Facility Supervisor - - - - - - - 1.0 1.0 1.0
Recreation Coordinator 3.1 3.4 3.5 3.5 3.6 4.0 4.2 3.5 3.5 3.5
Technical Support Supervisor 0.2 1.0 1.0 0.9 1.0 0.5 1.0 1.0 1.0 1.0
Office Supervisor 1.7 1.0 1.0 0.5 - - - - - -
Aquatic Leader III 3.7 4.7 4.6 5.1 4.9 4.9 4.2 4.9 4.9 4.9
Recreation Programmer 1.0 0.8 0.2 1.0 1.4 1.0 1.9 2.0 2.0 2.0
Administrative Assistant - - - - 1.0 1.0 0.8 1.0 1.0 1.0
Building Services Supervisor - - 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Customer Service Supervisor - - - 0.8 3.0 2.5 3.0 3.0 3.0 3.0
Working Supervisor Bldg Serv. 0.4 1.1 1.1 1.0 1.0 - - - - -
Booking Clerk 1.0 2.0 2.0 1.8 1.7 1.4 1.8 2.0 2.0 2.0
Program Assistant - 0.2 0.7 0.6 - - 0.1 1.0 1.0 1.0
Clerk II 2.9 1.9 1.8 1.6 0.3 - 0.7 1.0 1.0 1.0
Cashier Clerk Receptionist 8.6 9.2 8.9 8.6 8.1 8.1 8.6 7.9 7.9 7.9
Registration Clerk Receptionist 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Aquatic Leader II 8.9 12.2 10.7 9.5 8.8 7.1 9.1 8.0 8.0 8.0
Aquatic Leader I 6.3 5.7 5.3 6.0 6.7 8.6 6.8 8.0 8.0 8.0
Building Service Worker 8.9 10.1 9.9 10.4 10.4 11.3 10.9 10.0 10.0 10.0
Other 1.1 0.7 - - - 0.3 - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 51.951.951.951.9 58.758.758.758.7 56.356.356.356.3 57.357.357.357.3 57.757.757.757.7 56.756.756.756.7 58.958.958.958.9 60.560.560.560.5 60.560.560.560.5 60.560.560.560.5
• Contract staff are not represented.
• FTE example: a person working 20 hours per week in a 35 hour per week position is 0.6 FTE.
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Seniors Seniors Seniors Seniors
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lease Revenue (47300-4310)-20 -20 -20 -20-20-20-20 --20 -20 -20 -20
PM - Cost Recovery (47300-4236)-34 -34 -35 -39-39-39-39 11%-47 -48 -49 -50
Total RevenueTotal RevenueTotal RevenueTotal Revenue -54 -54 -55 -59-59-59-59 7%-67 -68 -69 -70
ExpenseExpenseExpenseExpense
Contract (45010/47300-7007)164 167 167 170170170170 2%200 204 207 211
Maintenance - General (47300-8056)--------13 14 15 15
SS Allocation (47300-5425)33 34 33 48484848 45%48 50 52 53
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 197 201 200 218218218218 9%261 268 274 279
Total Total Total Total 143 147 145 159159159159 10%194 200 205 209
Comments:Comments:Comments:Comments:
- Contract – The 2009 budget has been increased due to the addition of the Pitt Meadows Senior's Pavilion.
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
48
Financial Plan Financial Plan Financial Plan Financial Plan –––– Leisure CentreLeisure CentreLeisure CentreLeisure Centre
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (47500-4110/4111)-737 -799 -751 -786-786-786-786 5%-786 -786 -786 -786
Lease Revenue (47500-4310)-71 -82 -79 -67-67-67-67 -15%-67 -67 -67 -67
Lessons / Program Fees (47500-4320)-315 -319 -310 -310-310-310-310 0%-310 -310 -310 -310
Miscellaneous Income (47500-4390)-4 -5 -3 -3-3-3-3 0%-3 -3 -3 -3
PM - Cost Recovery (47500-4236)-294 -267 -278 -347-347-347-347 25%-354 -371 -390 -406
Programs (multiple)-285 -256 -325 -287-287-287-287 -12%-287 -287 -287 -287
Rentals (multiple)-66 -68 -82 -82-82-82-82 0%-82 -82 -82 -82
Taxes - Rental Properties (47500-4530)15 10 16 3333 -81%3 3 3 3
Total RevenueTotal RevenueTotal RevenueTotal Revenue -1,757 -1,786 -1,812 -1,879-1,879-1,879-1,879 4%-1,886 -1,903 -1,922 -1,938
ExpenseExpenseExpenseExpense
Burden (Salaries) (47500-5100)3 -----------
Cash Over / Short (47500-6031)-1 -1 ----------
Cost of Goods Sold (47500-7300)-4 ----------
Maintenance - Building (47500-8057)427 374 416 393393393393 -6%392 391 391 390
Miscellaneous (47500-6275)--4 ----------
Non-Productive Time (47550-5800)29 31 38 38383838 -39 40 41 42
Program Costs (multiple)420 337 402 376376376376 -6%376 376 376 377
Programs - Emergency Services (47500-6328)61 76 67 67676767 0%67 67 67 67
Publicity & Promotions (47500-6330)---73737373 -73 73 73 73
SS Allocation (47500-5425)255 262 257 348348348348 35%354 367 380 390
Supplies (multiple)83 73 65 70707070 8%70 70 70 70
Utilities - Phone & Cable (47500-6510)-1 5 5555 -5 5 5 5
Wages (multiple)1,136 1,183 1,151 1,2721,2721,2721,272 11%1,291 1,342 1,398 1,443
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,413 2,336 2,401 2,6422,6422,6422,642 10%2,667 2,731 2,801 2,857
Total Leisure CentreTotal Leisure CentreTotal Leisure CentreTotal Leisure Centre 656 550 589 763763763763 30%781 828 879 919
Comments:Comments:Comments:Comments:
- The changes in revenues and expenses are due to several adjustments including updating revenues based on
expectations, moving costs here from other areas and allocating succession planning funding for wages.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Outdoor PoolsOutdoor PoolsOutdoor PoolsOutdoor Pools
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (47400/47410-4110)-26 -24 -44 -33-33-33-33 -25%-33 -33 -33 -33
Lessons / Program Fees (47400-4320)-6 -6 ----------
PM - Cost Recovery (47410-4236)-21 -18 -19 -20-20-20-20 5%-20 -21 -22 -23
Total RevenueTotal RevenueTotal RevenueTotal Revenue -53 -48 -63 -53-53-53-53 -16%-53 -54 -55 -56
ExpenseExpenseExpenseExpense
Maintenance - General (47400/47410-8056)47 37 50 39393939 -22%39 39 39 39
Program Costs (47410-6325)32 29 27 28282828 4%29 30 31 32
Salaries (47410-5500)2 1 2 2222 -2 2 2 2
SS Allocation (47400-5425)33 34 33 38383838 15%39 40 42 43
Utilities (47410-6500)--1 1111 -1 1 1 1
Wages (47410-5600)28 22 26 27272727 4%28 29 30 31
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 142 123 139 135135135135 -3%138 141 145 148
Total Total Total Total 89 75 76 82828282 8%85 87 90 92
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
49
Financial Plan Financial Plan Financial Plan Financial Plan –––– HerHerHerHeritage itage itage itage
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (48000-4110)---2 -2-2-2-2 --2 -2 -2 -2
PM - Cost Recovery (48000-4236)-27 -32 -33 -41-41-41-41 24%-46 -50 -50 -51
Total RevenueTotal RevenueTotal RevenueTotal Revenue -27 -32 -35 -43-43-43-43 23%-48 -52 -52 -53
ExpenseExpenseExpenseExpense
Contract (48000-7007)99 117 117 155155155155 32%179 198 202 206
Maintenance - General (48000-8056)5 10 9 9999 -9 9 9 9
Maintenance - Grounds (48000/48010-8065)18 23 26 25252525 -4%25 25 25 25
SS Allocation (48000-5425)16 17 17 24242424 41%24 25 26 27
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 138 167 169 213213213213 26%237 257 262 267
Total Total Total Total 111 135 134 170170170170 27%189 205 210 214
Comments:Comments:Comments:Comments:
- Contract – The budget increases are due to increased funding to the Maple Ridge Historic Society and the Pitt
Meadows Heritage and Museum Society.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Arts Arts Arts Arts
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lease Revenue (47700-4310)-80 -80 -80 -80-80-80-80 --80 -80 -80 -80
PM - Cost Recovery (47700-4236)-100 -99 -98 -102-102-102-102 4%-104 -106 -109 -111
Total RevenueTotal RevenueTotal RevenueTotal Revenue -180 -179 -178 -182-182-182-182 2%-184 -186 -189 -191
ExpenseExpenseExpenseExpense
Consulting (47700-7005)5 -----------
Contract (multiple)540 544 545 555555555555 2%565 574 584 594
Grants & Donations (47700/47710-6180)39 -----------
Maintenance - General (47700-8056)17 9 6 6666 -6 7 7 7
SS Allocation (47700-5425)49 51 50 67676767 34%68 70 73 75
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 650 604 601 628628628628 4%639 651 664 676
Total Total Total Total 470 425 423 446446446446 5%455 465 475 485
Financial Plan Financial Plan Financial Plan Financial Plan –––– Pitt Meadows Heritage HallPitt Meadows Heritage HallPitt Meadows Heritage HallPitt Meadows Heritage Hall
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (47610-4110)-24 -30 -18 -24-24-24-24 33%-24 -24 -24 -24
PM - Cost Recovery (41210-4236)-26 -18 -24 -26-26-26-26 8%-27 -28 -29 -29
Total RevenueTotal RevenueTotal RevenueTotal Revenue -50 -48 -42 -50-50-50-50 19%-51 -52 -53 -53
ExpenseExpenseExpenseExpense
Maintenance - Buildings (47010-8060)125 90 107 114114114114 7%116 119 123 125
SS Allocation (47610-5425)33 34 33 43434343 30%44 45 47 48
Utilities (47610-6500)1 1 1 1111 -1 1 1 1
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 159 125 141 158158158158 12%161 165 171 174
Total Total Total Total 109 77 99 108108108108 9%110 113 118 121
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
50
Financial Plan Financial Plan Financial Plan Financial Plan –––– Arenas Arenas Arenas Arenas
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (multiple)-30 -32 -25 -25-25-25-25 --25 -25 -25 -25
Lease Revenue (47010/47100-4310)-30 -32 -27 -27-27-27-27 --27 -27 -27 -27
Lessons / Program Fees (47010/47600-4320)-59 -60 -41 -41-41-41-41 --41 -41 -41 -41
PM - Cost Recovery (47100/47600-4236)-92 -93 -99 -102-102-102-102 3%-113 -114 -114 -115
Programs - Special Events (47010-4324)--6 ----------
Rentals (multiple)-151 -152 -176 -181-181-181-181 3%-181 -181 -181 -181
Total RevenueTotal RevenueTotal RevenueTotal Revenue -362 -375 -368 -376-376-376-376 2%-387 -388 -388 -389
ExpenseExpenseExpenseExpense
Lease Expense (47010-6230)43 -68 68686868 -68 68 68 68
Maintenance - General (47100/47600-8056)2 28 ----------
Program Costs (multiple)656 664 652 651651651651 0%708 708 708 708
SS Allocation (47100/47600-5425)49 51 50 67676767 34%68 70 73 75
Supplies (47000/47600-6300)5 6 6 11111111 83%11 11 11 11
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 755 749 776 797797797797 3%855 857 860 862
Total Total Total Total 393 374 408 421421421421 3%468 469 472 473
Financial Plan Financial Plan Financial Plan Financial Plan –––– Pitt Meadows Family Rec CentrePitt Meadows Family Rec CentrePitt Meadows Family Rec CentrePitt Meadows Family Rec Centre
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admissions (41250-4110)-2 -2 ----------
Fees (41250-4220)-3 -1 -3 -3-3-3-3 --3 -3 -3 -3
Lease Revenue (41250-4310)-39 -31 -32 -32-32-32-32 --32 -32 -32 -32
PM - Cost Recovery (41250-4236)-91 -97 -82 -109-109-109-109 33%-112 -116 -120 -123
Program Fees (41250-4231)-55 -52 -46 -46-46-46-46 --46 -46 -46 -46
Programs (41250-4322)-92 -70 -79 -79-79-79-79 --79 -79 -79 -79
Rentals (41250-4501/4502)-15 -19 -17 -17-17-17-17 --17 -17 -17 -17
Rentals (46500-4500)-36 -28 -23 -29-29-29-29 26%-29 -29 -29 -29
Total RevenueTotal RevenueTotal RevenueTotal Revenue -333 -300 -282 -315-315-315-315 12%-318 -322 -326 -329
ExpenseExpenseExpenseExpense
Contract (46500-7007)14 13 15 15151515 -15 15 15 15
Maintenance - General (multiple)174 173 163 164164164164 1%167 171 176 179
Program Costs (multiple)103 103 111 112112112112 1%112 112 112 112
Salaries (41250-5500/5503)66 72 72 143143143143 99%145 151 157 162
SS Allocation (41250-5425)197 203 199 272272272272 37%276 286 296 305
Supplies (multiple)19 20 18 24242424 33%24 24 24 24
Utilities (46500-6500)4 2 11 11111111 -11 11 11 11
Wages (41250-5601/5602)19 21 ----------
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 596 607 589 741741741741 26%750 770 791 808
Total Total Total Total 263 307 307 426426426426 39%432 448 465 479
Comments:Comments:Comments:Comments:
- Salaries – This increase is due to costs being moved here from other areas.
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
51
Financial Plan Financial Plan Financial Plan Financial Plan –––– Special EventsSpecial EventsSpecial EventsSpecial Events
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Miscellaneous Income (45030-4390)--4 ----------
PM - Cost Recovery (45030-4236)-25 -19 -27 -32-32-32-32 19%-32 -23 -24 -24
Prov. Grant (Conditional) (45030-4252)-3 -1 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -28 -24 -27 -32-32-32-32 19%-32 -23 -24 -24
ExpenseExpenseExpenseExpense
Software Maintenance (41100-7070)2 2 3 3333 -3 3 3 3
Special Events (45030-6360)83 54 49 98989898 *100%95 50 50 50
SS Allocation (45030-5425)49 51 50 67676767 34%68 70 73 75
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 134 107 102 168168168168 65%166 123 126 128
Total Total Total Total 106 83 75 136136136136 81%134 100 102 104
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2008 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Special Events (45030-6360)Special events funding 3,633
Comments:Comments:Comments:Comments:
- Special Events – The 2008 and 2009 budgets include the cost of hosting the BC Disability Games. The cost of
$90,000 is split evenly between 2008 and 2009.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Special ServicesSpecial ServicesSpecial ServicesSpecial Services
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lessons / Program Fees (45010/45015-4320)-44 -39 -40 -40-40-40-40 --40 -40 -40 -40
PM - Cost Recovery (45010-4236)-30 -40 -37 -55-55-55-55 49%-54 -56 -58 -60
Prov. Grant (Conditional) (45010-4252)-32 -34 -32 -33-33-33-33 3%-33 -33 -33 -33
Total RevenueTotal RevenueTotal RevenueTotal Revenue -106 -113 -109 -128-128-128-128 17%-127 -129 -131 -133
ExpenseExpenseExpenseExpense
Program Costs (45015-6325/6326)43 40 50 *53535353 *6%42 42 42 42
Programs - Subsidized Admiss. (45015-6329)3 1 13 13131313 -13 13 13 13
Salaries (multiple)100 151 152 189189189189 24%192 200 208 215
SS Allocation (45010-5425)49 51 50 67676767 34%68 70 73 75
Supplies (multiple)2 4 3 3333 -3 3 3 3
Wages (45010/45015-5600)35 37 31 33333333 6%32 32 32 32
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 232 284 299 358358358358 20%350 360 371 380
Total Total Total Total 126 171 190 230230230230 21%223 231 240 247
* * * * includes carryforward amounts
CDPR - Recreation
Financial Plan 2008 - 2012
District of Maple Ridge
52
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Program Costs (45015-6325/6326)Fraser Health grant 865
Special Services programs 6,893
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Program Costs (45015-6325/6326)Equipment from Rick Hansen Foundation 2,107
Fraser Health grant 733
Ministry of Children grant 7,799
ComComComComments:ments:ments:ments:
- Salaries – This increase is due to costs being moved here from other areas.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Community RecreationCommunity RecreationCommunity RecreationCommunity Recreation
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admin Fee (46000-4100)-7 -9 -9 -----100%----
Admissions (46005/47010-4110)-78 -56 -76 -----100%----
Other Grant (Conditional) (46000-4258)-25 -11 ----------
PM - Cost Recovery (46000-4236)-70 -65 -92 -7-7-7-7 -92%---1 -1
Recovery - Other (46000-4372)-6 -4 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -186 -145 -177 -7-7-7-7 -96%0 0 -1 -1
ExpenseExpenseExpenseExpense
Miscellaneous (multiple)71 61 70 -----100%----
Publicity & Promotions (46000/46005-6330)108 58 93 *38383838 *-59%----
Salaries (multiple)154 145 163 -----100%--1 1
SS Allocation (46000-5425)148 152 149 -----100%----
Total Expense 481 416 475 38383838 -92%0 0 1 1
Total Total Total Total 295 271 298 31313131 -90%0 0 0 0
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Publicity & Promotions (46000/46005-6330)Postcard and advertising campaign 20,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Publicity & Promotions (46000/46005-6330)Festivals Trailer Signage 2,000
New highway banners 4,000
Promotional items 20,000
Rereg4U Site Redesign 2,000
Retractable Indoor Signage 6,000
Walking Map publications 4,200
Comments:Comments:Comments:Comments:
- This area has been reallocated to other areas. The 2008 carryforwards will likely be moved as well.
CDPR – Community Services
Financial Plan 2008 - 2012
District of Maple Ridge
53
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Community Services Department is comprised of two functions: Social Planning and Youth Services. The So-
cial Planning section provides support to the Social Planning Advisory Committee which focuses on building com-
munity capacity through Network Development, Community Solutions initiatives, Community Building Initiatives,
and by encouraging Socially Sustainable practices for current and future citizens.
Youth Services section provides recreational program services for children (0 to 12 years) and youth (13 to 18
years) in the Maple Ridge and Pitt Meadows area. In addition Youth Services oversees the operation of the Greg
Moore Youth Centre and the Pitt Meadows Youth Centre. Children and youth programming utilizes a benefit based
approach and a focus on active living and leadership development, the current programming supports children and
youth to contribute to their own health and well being.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will be supporting the process to implement the new agency partnership to hire a Child Youth Family Network
coordinator with a focus on increasing the network’s ability to collaborate on funding applications and projects; and
supporting the network to develop strategies to obtain sustainable funding sources for core services. We will also
be undertaking Substance Misuse Prevention Committee work to secure funding to support implementation of
adopted action plan; continuing support of the Alouette Home Start Society’s initiatives including the application for
funding to develop 20 supportive housing units in the community. We will provide support for neighbourhood Qual-
ity of Life Planning Pilot Project, neighbourhood Seed Grants, SPAC Community Spirit Awards, application for the
third phase of Community Connections funding to implement the Community School Hub/Satellite model for social
service and program delivery, continued support of the Glenwood Neighbourhood School Garden and encouraging
sharing the model with other elementary schools, expansion of the Community Spirit Award program to include a
Youth Award Category, and development of an action plan designed to promote a positive community image will be
a focus in 2008. We will update the “Community Profile: Snapshot 2002” and the development of a Social Sus-
tainability Strategic Plan, work with Planning Department regarding the Official Community Plan policy to update the
Affordable Housing Strategy, pending the outcome of Draft Regional Affordable Housing Strategy work with the
Planning Department to develop a Housing Action Plan setting out specific strategies and objectives for meeting
established targets.
Youth Services 2008 workplan focus is on the implementation of sustainability plan focusing on youth education
related to: economic, environment and social sustainability, the opening and operation of the Thomas Haney Sec-
ondary School Youth Action Park, the establishment of the Youth Action Park Advisory Committee, and the Devel-
opment and implementation of the Youth Action Park Mentorship Program. Children’s services will be focusing on
translating children’s program informational package materials into Korean, increasing after school program oppor-
tunities for elementary school aged children, the promotion of “litter-less” healthy lunches at all day camp pro-
grams, and increasing preschool “One Day Wonders” program opportunities. We will be supporting neighbourhood
projects such as the School Garden and the Community School Hub and the Building Community Solutions project
such as “seed grants” to encourage neighbourhood development.
CDPR – Community Services
Financial Plan 2008 - 2012
District of Maple Ridge
54
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Director of
Community
Services
Sue Wheeler
Recreation Coordinator
(Social Planning)
Shawn Mathewson
Recreation
Programmer
(Children’s)
Jennifer Baillie
Program Assistant
(Children’s) PT
Clint Gamache
Recreation
Leaders
50 PT (12.53FTE)
Program Assistant
(Children’s)
Contract/Grant
Michelle Neary
Recreation
Coordinator (Youth)
Tony Cotroneo
Recreation
Programmer (Youth)
Brian Patel
Program Assistant
(Youth)
Meghan MacMillan
Adam Rieu
+1 FTE
Jessica Lajeunesse
Matt Neufeld
Youth Workers
30 PT (6.08 FTE)
Recreation Coordinator
(Neighbourhood Dev)
Christine
DiGiamberardine
Staff PositStaff PositStaff PositStaff Position History and Forecastion History and Forecastion History and Forecastion History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies Actual FTE’s (net of vacancies Actual FTE’s (net of vacancies Actual FTE’s (net of vacancies & unpaid leave)& unpaid leave)& unpaid leave)& unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Community Services - - - - - 0.1 1.0 1.0 1.0 1.0
Recreation Manager - Central 0.9 1.0 1.0 1.0 1.0 0.9 - - - -
Recreation Coordinator 1.1 1.0 1.3 1.2 1.4 2.0 2.2 3.0 3.0 3.0
Recreation Programmer 0.9 1.0 0.9 1.0 2.0 2.1 1.9 2.0 2.0 2.0
Program Assistant 2.8 3.7 4.6 4.1 2.9 3.4 4.3 3.5 3.5 3.5
Clerk II 0.6 0.5 0.5 0.3 0.6 0.7 - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 6.26.26.26.2 7.27.27.27.2 8.38.38.38.3 7.57.57.57.5 7.97.97.97.9 9.19.19.19.1 9.49.49.49.4 9.59.59.59.5 9.59.59.59.5 9.59.59.59.5
• FTE example: a person working 20 hours per week in a 35 hour per week position is 0.6 FTE.
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
CDPR – Community Services
Financial Plan 2008 - 2012
District of Maple Ridge
55
Financial Plan Financial Plan Financial Plan Financial Plan –––– Social PlaSocial PlaSocial PlaSocial Planningnningnningnning
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Program Costs (52500-6325/6326)3 33 -----0%----
Prov. Grant (Conditional) (52500-4252)-25 -7 ----------
Salaries (52500-5500)62 87 71 144144144144 103%147 153 160 165
Special Promotional Projects (52500-6331)-2 67 *20202020 *-70%----
SS Allocation (52500-5425)33 37 33 38383838 15%39 40 42 43
Studies & Projects (52500-6380)8 1 16 *38383838 *138%10 10 10 10
Total Total Total Total 81 153 187 240240240240 28%196 203 212 218
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Special Promotional Projects (52500-6331)Heritage Comm - OCP - Affordable Housing 4,700
SPAC Projects - Building Stronger Neighbourhoods 17,600
SPAC Projects - Community Garden 24,500
Studies & Projects (52500-6380)SPAC Projects - Community Spirit Awards 1,500
SPAC Projects - Resource Fair 1,000
SPAC Projects - Strategic Plan & Comm. Profile 6,500
SPAC Projects - Substance Misuse Prevention 2,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Special Promotional Projects (52500-6331)Hub & Satellite Sites Neighbourhood Development 5,000
Neighbourhood Building Initiatives 10,000
Quality of Life Planning 5,000
Studies & Projects (52500-6380)SPAC Projects - Affordable Housing Workshops 1,000
SPAC Projects - Building Community Solutions 3,500
SPAC Projects - Celebrating solutions Projects 2,400
SPAC Projects - Community Spirit Awards 1,500
SPAC Projects - CYFN Coordinator Contribution 2,500
SPAC Projects - Resource Fair 1,000
SPAC Projects - Resource Inventory/Website 4,000
SPAC Projects - Strategic Plan & Comm. Profile Update 8,500
SPAC Projects - Substance Misuse Prevention 4,000
Comments:Comments:Comments:Comments:
- Salaries – This increase is due to costs being moved here from other areas.
CDPR – Community Services
Financial Plan 2008 - 2012
District of Maple Ridge
56
Financial Plan Financial Plan Financial Plan Financial Plan –––– Youth Youth Youth Youth
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Lease Revenue (45022-4310)-11 -12 -10 -10-10-10-10 0%-10 -10 -10 -10
Lessons / Program Fees (multiple)-63 -31 -32 -32-32-32-32 0%-32 -32 -32 -32
PM - Cost Recovery (45020-4236)-107 -126 -137 *-138-138-138-138 1%-141 -148 -156 -162
Program Fees (41250/45021-4230)-6 -4 -14 -14-14-14-14 0%-14 -14 -14 -14
Programs (multiple)-136 -163 -105 -209-209-209-209 99%-224 -224 -224 -224
Programs - Special Events (multiple)-61 -63 -41 -50-50-50-50 22%-52 -54 -54 -54
Prov. Grant (Conditional) (45020/45025-4252)-21 -135 0 0000 0%0 0 0 0
Prov. Grant (Unconditional) (45021-4253)-50 0 -13 -13-13-13-13 0%-13 -13 -13 -13
Total RevenueTotal RevenueTotal RevenueTotal Revenue -455 -534 -352 -466-466-466-466 32%-486 -495 -503 -509
ExpenseExpenseExpenseExpense
Lease Expense (45022-6230)5 0 0 0000 0%0 0 0 0
Maintenance - Buildings (45022-8060)11 18 18 17171717 -6%17 17 17 17
Maintenance - General (multiple)79 90 66 66666666 0%66 66 66 66
Program Costs (multiple)301 370 256 293293293293 14%301 311 319 327
Salaries (multiple)959 1,036 975 *1,0421,0421,0421,042 *7%1,085 1,131 1,179 1,218
SS Allocation (45020-5425)82 85 83 115115115115 39%116 121 125 128
Supplies (45022-6300)3 4 4 4444 0%4 4 4 4
Travel (45026-6410)10 10 7 7777 0%7 7 7 7
Wages (41250/45025-5600)80 55 52 65656565 *25%56 58 61 63
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,530 1,668 1,461 1,6091,6091,6091,609 10%1,652 1,715 1,778 1,830
Total Total Total Total 1,075 1,134 1,109 1,1431,1431,1431,143 3%1,166 1,220 1,275 1,321
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Salaries (multiple)Community Links - Active Kids Prog (wages)10,200
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Salaries (multiple)MCFD grant - Active Kids 9,183
Wages (41250/45025-5600)MCFD grant - Active Kids 10,200
Comments:Comments:Comments:Comments:
- The revenues and costs for programs have been increased in the 2008 budget.
CDPR - Emergency Services
Financial Plan 2008 - 2012
District of Maple Ridge
57
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Municipal Emergency Program is the collective title for the organization, plans, and procedures established
within Maple Ridge and Pitt Meadows for combating major emergencies and disasters. The Emergency Planning
Committee is chaired by the Emergency Program Coordinator and is comprised of the Mayor, two Municipal Council-
lors, the Chief Administrative Officer, a municipal Engineer, the Police Chief, the Fire Chief, the Director of Emer-
gency Social Services, a Public Information Officer, a Communications Representative and other members as ap-
pointed by the Mayor. An Emergency Program Coordinator is responsible for planning and developing the Program.
In addition to the Emergency Planning Committee, representatives from the Municipal Departments and Volunteers
Services are involved. Meetings of the Emergency Planning Committee are held on a regular basis and an Emer-
gency Program Manual is kept updated and distributed to the appropriate departments within the municipalities.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Implement a public education program and continue developing a comprehensive Emergency Recovery Plan to in-
clude specific responses such s fire, flood, and storms. Perform a Critical Infrastructure analysis, update the Mu-
nicipal website to include current information on emergency response, and develop an in-house contingency plan
for a pandemic.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Policy Group
EOC Director
Jim Rule
Risk Management
Steve Traviss/Ron Riach
Liaison
Terry Fryer
Information
Gary Manson/John Leeburn
Incident
Commander(s)
(Single or Unified)
Operations
Section Chief
Frank Quinn
Deputy
Andrew Wood
Members
Russ Carmichael
Wayne Hardy
Connie Hol
BCAS – Bob Sutherland
ESS – Barb Morgan
FHA – Dave Burgess
Fire – Peter Grootendorst
Fire – Mark Smitton
RCMP – Rob Lemon
Planning
Section Chief
Mike Murray
Deputy
Brock McDonald
Members
Sharon Anderson
David Cooke
Stephen Cote-Rolvink
Ceri Marlo
Bernie Serne
Dave Stevenson
Logistics
Section Chief
Earl Oddstad
Deputy
Paul Henry
Members
Daniela Mikes
Christina Crabtree
Sean Serediuk
Larry Hodson
Amateur Radio – Nick
Gaudiuso
Finance
Section Chief
Paul Gill
Members
Catherine Nolan
Trevor Thompson
Clerical
Assistant to
Director
Sandra Ramsay
CDPR - Emergency Services
Financial Plan 2008 - 2012
District of Maple Ridge
58
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Emergency ServicesEmergency ServicesEmergency ServicesEmergency Services
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
PM - Cost Recovery (23000-4236)----12-12-12-12 --12 -13 -13 -14
Prov. Grant (Conditional) (multiple)-28 -11 -9 -9-9-9-9 --9 -9 -9 -9
Recovery - Other (23000-4372)-2 -2 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -30 -13 -9 -21-21-21-21 133%-21 -22 -22 -23
ExpenseExpenseExpenseExpense
Conventions & Conferences (23000-6051)2 2 3 3333 -3 3 3 3
Program Costs (23000-6325/6326)68 72 74 *59595959 *-20%51 51 51 51
Salaries (23000-5500)14 54 59 61616161 3%63 65 68 70
SS Allocation (23000-5425)16 17 17 19191919 12%19 20 21 21
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 100 145 153 142142142142 -7%136 139 143 145
Total Total Total Total 70 132 144 121121121121 -16%115 117 121 122
* * * * includes carryforward amounts
Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Program Costs (23000-6325/6326)Emergency Coordinator 27,000
Emergency supplies for 60 staff for 72 hours 8,000
Increased training costs at The Justice Institute 5,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Program Costs (23000-6325/6326)Roof Antennae 11,000
Corporate & Financial Services
Financial Plan 2008 - 2012
District of Maple Ridge
59
The Corporate & Financial Services Division (CFS) guides the District’s activities from financial, governance and
technology perspectives, and provides support to the RCMP, Police Services, and the Fire Department. A brief
summary of some of the 2007 accomplishments in the division are shown below, followed by the business context
relevant to the 2008-2012 planning period.
The subsequent pages in the CFS section will provide some information on the departments reporting to this divi-
sion, including staffing, 2008 workplan highlights and budgets. The departments within this section are CFS Ad-
ministration, Clerk’s, Finance, Information Services, Fire, and Police.
Select Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 Accomplishments
• Worked with the Corporate Management Team in establishing Council’s direction for the preparation of the
2008-2012 Business Planning Guidelines
• Implemented succession plan in the Clerks Department and appointed the Manager of Legislative Services
• Assisted the Staff/RCMP Working Group in developing a Master plan to reduce RCMP vacancies
• Produced first Performance report to June 30, 2007 ensuring our performance reporting system measures pro-
gress on Council’s strategic direction
• Oversaw and participated in the implementation of the new Website which went live in March with content and
features expansion to include online Home Owner Grant, new clerks have been trained to update the site, policy
was developed, and developed monthly online newsletter. Received UBCM's Community Excellence Awards
Program award having produced an outstanding website and demonstration of leadership and innovation.
• Worked with RCMP headquarters in drafting a business case for the expansion of the Integrated Police Dog
team, Forensic ID services, and Traffic & Constructionist
• The District has undertaken several initiatives to reduce the impact of technology on the environment: receiving
a certificate for electronic waste recycling by the Electronic Recycling Assoc; recycling other e-waste with our lo-
cal Recycling Society and donating surplus equipment to the local School District; ‘virtualizing’ many of our
servers in order to improve their utilization and reduce space and power requirements; developing a local car-
pooling program; and incorporating transit information onto the website and Corporate Intranet. We have re-
cently embarked on a program to replace all our printers and photocopiers with environmentally friendly devices
that save paper and power, use organic toner and have recyclable cartridges.
• Prepared numerous grant applications and award submissions, and several were successful including funding
of US$12,500 to improve performance reporting practices
• Established a Research Technician position and are several months into implementing the associated workplan
• Assisted with the branding project implementation and monitoring, including draft guidelines, ad templates,
document templates, and font work
• Continued with corporate-wide document imaging needs analysis and replacement strategy, currently in the
equipment testing phase
• Held a 2-day workshop for local governments structured to evaluate and improve our business planning proc-
ess, especially in the areas of peer review and community consultation
• Assisted Finance and Engineering in an ongoing major review of the Development Cost Charge Bylaw
Business ContextBusiness ContextBusiness ContextBusiness Context
• Citizens satisfied with the District’s financial direction
• Our ability to avoid spikes in tax increases is appreciated
• Citizens appreciate access to staff
• Staff need greater visibility from senior managers from other departments
• Staff appreciate informational meetings that help them understand corporate context
• Older workforce - loss of corporate knowledge
• Need to manage demand and balance interests
• Need to manage future financial capacity to maintain expanding infrastructure
• Housing market in U.S. showing signs of slowing down. What will this mean to us?
CFS - Administration
Financial Plan 2008 - 2012
District of Maple Ridge
60
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Corporate & Financial Services (CFS) Administration section is responsible for making recommendations to
merge and align strategic planning, best practices, performance measures and budget priorities that guide deci-
sion-making in our organization. In addition, we are responsible for carrying out corporate initiatives as directed by
Council and the Corporate Management Team, and we attend to enquiries and request for assistance from fellow
staff, Council members, and the general public.
2008 Workplan Emphas2008 Workplan Emphas2008 Workplan Emphas2008 Workplan Emphasisisisis
We will establish a reserve to fund sustainability related projects that will pay back the reserve through longer term
operating savings. “Trailblazer” grant funding will be utilized to participate in a program for local governments to
establish and implement best practices in performance reporting, with an emphasis on engaging the public and
other stakeholders. A plan for dealing with Municipal lands in Silver Valley will be developed and implemented in
cooperation with the Corporate Management Team. Working with the SPCA and other interested parties in building
a new facility that better meets the needs of our animals will be a priority. We will continue to work with RCMP
headquarters on making changes in policing that make sense, and will work with the local RCMP detachment to
implement the police master plan and the Community Safety Officer program. We will work with E-Comm, the City
of Surrey and the RCMP to establish a centralized police dispatch service south of the Fraser River that will com-
plement the services provided by E-Comm. We will also conduct a systematic fees & charges review, with a 2008
emphasis on an amended development fees bylaw and a new bylaw for economic development related fees
Organization ChartOrganization ChartOrganization ChartOrganization Chart
These positions all report to CFS but some are budgeted to other areas.
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
GM Corporate & Financial Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 0.7 0.5 0.5 0.5 0.8 1.0 1.0 1.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 2.02.02.02.0 2.02.02.02.0 1.71.71.71.7 1.51.51.51.5 1.51.51.51.5 1.51.51.51.5 1.81.81.81.8 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0
CFS - Administration
Financial Plan 2008 - 2012
District of Maple Ridge
61
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– CFS ACFS ACFS ACFS Administration dministration dministration dministration
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Conventions & Conferences (12000-6051)14 11 25 25252525 -25 25 25 25
Legal (41000-7030)21 21 ----------
Memberships (12000-6270)1 2 2 2222 -2 2 2 2
Miscellaneous (12100-6275)1 1 2 2222 -2 2 2 2
Salaries (12000-5500)176 266 179 163163163163 -9%248 315 446 452
Total Total Total Total 213 301 208 192192192192 -8%277 344 475 481
Comments:Comments:Comments:Comments:
- Legal – The budget is centralized in the Clerk’s Department. As legal expenses are incurred they are charged
to the departments initiating the cost. Expenses without budgets are therefore expected.
- Salaries – The costs in 2007 are higher due to staffing adjustments that resulted in moving staff here from
Communications. The 2008 budget reflects the 2007 staff move as well as staff moving from this area to Ad-
ministration. The 2009 through 2012 budgets include funds to address costs due to growth. For more infor-
mation on growth related funding please see the Financial Plan Highlights section or the Financial Overview
Report included in Schedule 1.
CFS - Clerk’s Department
Financial Plan 2008 - 2012
District of Maple Ridge
62
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Clerk's Department is responsible for supporting the legislative matters and decisions of Council, including
agenda preparation, recording of official minutes, administration and certification of bylaws, and the execution of
all legal documentation. The Department is the liaison between the District’s contract legal service providers, and
Council and staff, and is responsible for providing Council with up to date legislative, statutory and procedural in-
formation in the increasingly complex legal environment in which local governments operate. The Clerk's Depart-
ment also manages the corporate records management program and is responsible for compliance with Freedom
of Information and Protection of Privacy legislation. The Department conducts the triennial general local and school
district elections as well as bi-elections and referenda. The Department is responsible for the acquisition and dis-
posal of all District land needs at the best possible value to the taxpayer, and for the administration of all rental
properties. The District’s risk management program for loss control and insurance is also a function of the De-
partment.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will be conducting the local Government election in November. Electronic document management software will
be investigated during the year in a collaborative effort with Information Services. We will be undertaking Incident
Reporting training and reviewing staff support requirements for the Property and Risk Management function. We
will conduct an analysis of requirements for future land acquisitions.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Manager of Legislative Services - - - - - - 1.0 1.0 1.0 1.0
Municipal Clerk 1.0 1.0 1.0 1.0 1.0 1.0 - - - -
Property and Risk Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 1.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0
Assistant Municipal Clerk 0.8 0.5 - - - - - - - -
Clerk II 1.0 1.0 0.1 - - - - - - -
Clerk Typist III - - 0.7 1.3 1.2 1.0 1.0 1.0 1.0 1.0
Information Clerk 1.0 1.0 0.3 - - - - - - -
Committee Clerk 0.7 0.7 0.7 0.4 0.5 0.6 0.5 0.7 0.7 0.7
Coordinator of Admin Services 0.2 - - - - - - - - -
Legislative Clerk - - 1.0 1.0 1.1 1.4 1.2 1.0 1.0 1.0
Mail Clerk - 0.3 0.5 0.5 0.6 0.6 0.7 0.6 0.6 0.6
Properties Clerk - - - - - - - 1.0 1.0 1.0
Other - - - - - - 0.2 - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 6.76.76.76.7 6.66.66.66.6 6.36.36.36.3 6.26.26.26.2 6.36.36.36.3 6.56.56.56.5 6.66.66.66.6 7.37.37.37.3 7.37.37.37.3 7.37.37.37.3
• Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
• FTE example: a person working 20 hours per week in a 35 hour per week position is 0.6 FTE.
CFS - Clerk’s Department
Financial Plan 2008 - 2012
District of Maple Ridge
63
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
FinanciaFinanciaFinanciaFinancial Plan l Plan l Plan l Plan –––– Clerks DepartmentClerks DepartmentClerks DepartmentClerks Department
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Fees (11800/35000-4220)--45 --140-140-140-140 --140 -140 -140 -140
Lease Revenue (multiple)-105 -579 -1,472 -1,508-1,508-1,508-1,508 2%-1,471 -1,492 -1,512 -1,533
Rentals (multiple)-161 -190 -215 -181-181-181-181 -16%-181 -181 -181 -181
Salaries Recovery (14000-5400)-25 -13 -15 -25-25-25-25 67%-25 -25 -25 -25
Total RevenueTotal RevenueTotal RevenueTotal Revenue -291 -827 -1,702 -1,854-1,854-1,854-1,854 9%-1,817 -1,838 -1,858 -1,879
ExpenseExpenseExpenseExpense
Advertising (12103/13500-6010)2 1 4 107107107107 *2,575%2 2 77 2
Advertising - Recovery (12000-6011)-3 -4 -7 -4-4-4-4 -43%-4 -4 -4 -4
Application Fees (12103-4120)-2 -1 ----------
Audit Fees (11800-7000)-3 ----------
Coffee / Etc. (12101-6040)29 31 27 27272727 -27 27 27 27
Copying (12103-6095)38 31 37 37373737 -37 37 37 37
Insurance (multiple)697 673 778 805805805805 3%810 815 821 821
Insurance Recovery (12101-6209)-307 -314 -351 -374-374-374-374 7%-379 -384 -389 -389
Insurance-Adj Fee / Deductible (14000-6211)204 -65 25 25252525 -25 25 25 25
Legal (12000/12103-7030)100 88 176 176176176176 -176 176 176 176
Maintenance - Buildings (11800-8060)-134 ----------
Maintenance - General (14000-8056)42 62 35 41414141 17%41 41 41 41
Memberships (12103-6270)2 2 2 2222 -2 2 2 2
Miscellaneous (12103-6275)17 15 20 17171717 -15%17 17 17 17
Other Outside Services (11800-7051)--452 398398398398 -12%398 398 398 398
Overhead - reallocation (12103-6311)-31 -26 -63 -35-35-35-35 -44%-35 -35 -35 -35
Postage & Courier (12101-6305)36 39 38 38383838 -38 38 38 38
Program Costs (14000-6325)9 8 13 13131313 -13 13 13 13
Property Tax Expenses (10000/11800-6310)--3 60 123123123123 105%123 123 123 123
Recovery - Professional Fees (53110-7099)2 3 7 4444 -43%4 4 4 4
Risk Management Expense (12101-6490)--2 2222 -2 2 2 2
Salaries (multiple)446 413 470 530530530530 13%542 563 583 601
Service Severance Costs (12103-5150)--8 -----100%----
Stationery (12000-6370)5 15 7 14141414 100%14 14 14 14
Studies & Projects (12103/14000-6380)49 42 73 71717171 -3%23 23 23 23
Taxes - Rental Properties (multiple)52 62 54 59595959 9%61 65 70 70
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,387 1,209 1,867 2,0762,0762,0762,076 11%1,937 1,962 2,063 2,006
Total Total Total Total 1,096 382 165 222222222222 35%120 124 205 127
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2008 column of the Financial Plan indicates with an asterisk (*) those budget amounts
that include carryforward amount(s), and they are detailed as follows:
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Advertising (12103/13500-6010)Elections 30,000
CFS - Clerk’s Department
Financial Plan 2008 - 2012
District of Maple Ridge
64
Comments:Comments:Comments:Comments:
- Fees – This is parking revenue associated with the underground parking. The 2007 revenue
represents only a portion of the year. The balance was reported in one of the District-owned sub-
sidiary companies.
- Lease Revenue – This is for the commercial leases in the office tower. The 2007 revenue repre-
sents only a portion of the year. The balance was reported in one of the District-owned subsidiary
companies.
- Advertising – The election costs occur every three years.
- Legal – The budget is centralized in the Clerk’s Department. As legal expenses are incurred they
are charged to the departments initiating the cost.
- Maintenance Buildings, Other Outside Services & Property Tax Expenses – These are costs associ-
ated with the office tower. The 2007 expenses represent only a portion of the year. The balance
was reported in one of the District-owned subsidiary companies.
- Salaries – The increase in 2008 includes a provision for a part-time Property Clerk. The balance is
the regular increase to salaries and benefit costs.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level.
The budget has been moved for 2008.
CFS - Finance Department
Financial Plan 2008 - 2012
District of Maple Ridge
65
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Finance Department provides services through cooperative interaction with customers and fellow staff
supporting the administrative and fiscal needs of the District within a framework that ensures sound fiscal
governance. Specific functions include the preparation and monitoring of the Five Year Consolidated Financial Plan
and the Annual Financial Statements; preparing and interpreting interim financial statements; levying and
collecting municipal taxes and utility fees; processing accounts payable and receivable; development and mainte-
nance of financial systems; investing and safeguarding of the District’s financial assets; the provision of internal
audit functions; and general cashiering services. In addition, the Department is responsible for reporting financial
matters to the Audit and Finance Committee.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will implement a new Tax and Utility System in time for the billing and collection of 2008 taxes. The implemen-
tation of a department restructure to address succession planning will continue with a focus on cross training at all
levels. The migration of the responsibility for Capital Program administration from Engineering to Finance will con-
tinue. Preparation for major changes to financial reporting to account for capital assets will continue. Working co-
operatively with other departments we will be developing models for Utility rates structure, identifying and monitor-
ing financial components of contracts, implementing the long term Financial Sustainability strategy, providing
Benchmarking information on Water and Wastewater to the National Research Council of Canada, conducting a
financial systems replacement study, and developing a replacement strategy for Dog Licensing and Excess Capacity
legacy systems. We will also be developing a strategy to migrate Finance records management to LGMA standards,
reviewing the purchasing card approval processes, preparing a new model of financial statements for 2009, con-
ducting a review of Finance fees and charges, and reviewing and updating Council policies for permissive tax ex-
emptions
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Director of Finance
Jake Sorba
LOA (0 FTE)
Manager of
Accounting
Catherine Nolan
Accountant III
Shannon Laxton
Accountant I
Not Hired
Accounting Clerk II
G’Ann Rygg
Bernice Carstensen
Manager of Revenue
& Collections
Silvia Rutledge
Accounting Clerk II
(Utilities/Taxation)
Cindi Nawyn (LOA)
Cashier Clerk
Mary Clarke
Sally Dixon
Ashley Hilleren
Clerk I
.9 FTE
Manager of
Financial Planning
Trevor Thompson
Accountant III
C.K. Lee
Accounting
Clerk II
Jodi Mitchell
Manager of
Business Systems
Kathleen Gormley
Accounting
Clerk II
Steve Wyke
Clerk II
Arlene Oosten-Wells
CFS - Finance Department
Financial Plan 2008 - 2012
District of Maple Ridge
66
Staff PositioStaff PositioStaff PositioStaff Position History and Forecastn History and Forecastn History and Forecastn History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & Actual FTE’s (net of vacancies & Actual FTE’s (net of vacancies & Actual FTE’s (net of vacancies & unpaid leave)unpaid leave)unpaid leave)unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Finance 1.0 1.0 1.0 1.0 1.0 1.0 0.6 - - -
Senior Finance Manager 1.0 1.0 0.3 - - - - - - -
Manager of Accounting - - - - - 0.2 1.0 1.0 1.0 1.0
Manager of Financial Planning - - - - - 0.2 1.0 1.0 1.0 1.0
Municipal Accountant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - - -
Manager of Business Systems - - - - - 0.2 1.0 1.0 1.0 1.0
Manager of Revenue & Collections 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Finance Supervisor - - 0.8 1.0 2.7 2.4 - - - -
Budget Officer - - 0.8 1.0 0.2 - - - - -
Accountant III 2.0 1.7 1.3 1.6 0.8 0.9 2.0 2.0 2.0 2.0
Accountant II 0.7 1.3 0.9 0.7 - - - - - -
Accountant I 0.2 0.7 - - - - 0.3 - - -
Accounting Clerk - Revenue - - - - - - 0.6 - - -
Accounting Clerk II 3.4 2.1 3.2 4.0 3.9 4.7 4.2 5.0 5.0 5.0
Cashier Clerk Finance 2.0 2.0 2.6 3.0 3.0 2.9 3.2 3.0 3.0 3.0
Clerk II 1.1 2.0 1.9 2.0 2.3 1.4 1.0 1.0 1.0 1.0
Clerk I 0.9 1.0 0.9 0.7 0.7 0.7 0.9 0.9 0.9 0.9
Other (To Be Determined) - - - - - - - 2.0 2.0 2.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 14.314.314.314.3 14.714.714.714.7 15.915.915.915.9 16.916.916.916.9 16.516.516.516.5 16.616.616.616.6 17.717.717.717.7 17.917.917.917.9 17.917.917.917.9 17.917.917.917.9
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial PlanFinancial PlanFinancial PlanFinancial Plan –––– Finance DepartmentFinance DepartmentFinance DepartmentFinance Department
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Advertising (15000-6010)2 2 4 4444 -4 4 4 4
Audit Fees (12210-7000)23 75 50 50505050 -50 50 50 50
Legal (12200-7030)2 -----------
Memberships (12200-6270)5 5 6 6666 -6 6 6 6
Miscellaneous (12200-6275)12 9 17 17171717 -17 17 17 17
Postage & Courier (15000-6305)18 19 22 22222222 -22 22 22 22
Recovery - Professional Fees (12210-7099)-11 -11 -11 -11-11-11-11 --11 -11 -11 -11
Salaries (multiple)1,101 1,150 1,269 *1,4791,4791,4791,479 *17%1,196 1,248 1,302 1,352
Salaries Recovery (12210-5400)-203 -225 -225 -225-225-225-225 --225 -225 -225 -225
Service Severance Costs (12200-5150)--23 -----100%----
Stationery (12200-6370)8 9 17 10101010 -41%10 10 10 10
Studies & Projects (12200/12210-6380)5 5 ------5 5 5 5
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 962 1,038 1,172 1,3521,3521,3521,352 15%1,074 1,126 1,180 1,230
DebtDebtDebtDebt
Debt - Interest (multiple)2,078 2,495 2,507 3,3783,3783,3783,378 35%4,146 4,384 4,447 4,307
Debt - Principal (multiple)1,300 1,830 1,911 3,8083,8083,8083,808 99%4,443 5,522 6,389 7,073
Interest – Sick Liability (12400-9060)178 178 -184184184184 -184 184 184 184
Total DebtTotal DebtTotal DebtTotal Debt 3,556 4,503 4,418 7,3707,3707,3707,370 67%8,773 10,090 11,020 11,564
Total Total Total Total 4,518 5,541 5,590 8,7228,7228,7228,722 56%9,847 11,216 12,200 12,794
* * * * includes carryforward amounts
CFS - Finance Department
Financial Plan 2008 - 2012
District of Maple Ridge
67
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Salaries (multiple)Actuarial evaluation of benefits 5,000
Time duration position to address TCA 50,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Salaries (multiple)Fixed Assets (Inventory Valuation & Depreciation)165,000
Succession Planning provision 50,000
Actuarial evaluation of benefits 5,000
Time duration position to address TCA 50,000
Comments:Comments:Comments:Comments:
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been moved for 2008.
- Debt – Interest & Principle – The increase in the budget is associated with additional debt financing in 2008-
2010 assuming that external financing occurs.
- Interest – Sick Liability – This is an accounting entry for the expense associated with the sick pay liability.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial ServicesFinancial ServicesFinancial ServicesFinancial Services----Tax RevenueTax RevenueTax RevenueTax Revenue
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Collections (multiple)-33,087 -34,116 -34,094 -34,715-34,715-34,715-34,715 2%-35,693 -36,672 -37,647 -37,672
Grants in Lieu (multiple)-1,654 -1,674 -1,731 -1,729-1,729-1,729-1,729 0%-1,744 -1,759 -1,774 -1,788
Interest Paid on Tax Prepaymnt (16000-4001)126 149 85 96969696 13%96 96 96 96
Local Improvement Program (multiple)-23 -19 -19 -19-19-19-19 --19 -19 -19 -19
Parcel Charges - Blue Box (16000-4011)-602 -645 -650 -705-705-705-705 8%-741 -778 -821 -865
Parcel Charges - Recycling (16000-4010)-580 -622 -630 -654-654-654-654 4%-690 -727 -766 -808
Taxes - General (16000-4000)-38,860 -42,624 -42,650 -46,137-46,137-46,137-46,137 8%-49,677 -53,405 -57,359 -61,161
Total RevenueTotal RevenueTotal RevenueTotal Revenue -74,680 -79,551 -79,689 -83,863-83,863-83,863-83,863 5%-88,468 -93,264 -98,290 -102,217
ExpenseExpenseExpenseExpense
Remittance (multiple)33,087 34,116 34,094 34,71534,71534,71534,715 2%35,693 36,672 37,647 37,672
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 33,087 34,116 34,094 34,71534,71534,71534,715 2%35,693 36,672 37,647 37,672
Total Total Total Total -41,593 -45,435 -45,595 -49,148-49,148-49,148-49,148 8%-52,775 -56,592 -60,643 -64,545
Comments:Comments:Comments:Comments:
- Collections Revenue / Remittance Expense – Taxes are collected on the property tax billings and remitted to BC
Assessment Authority, TransLink, GVRD, Municipal Finance Authority and the Province (school taxes).
- Taxes – General – The increase consists of general tax increase of 3%, a further 1% for infrastructure sustain-
ability, $600,000 plus growth for the Fire Service Improvement Levy and growth due to new construction of
about 2.75%.
CFS - Finance Department
Financial Plan 2008 - 2012
District of Maple Ridge
68
Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial ServicesFinancial ServicesFinancial ServicesFinancial Services----TransfersTransfersTransfersTransfers
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
TransfersTransfersTransfersTransfers
Appropriation of Surplus (10000-9010)1 --3333 -9 23 1 363
Bad Debts (15000-6026)2 2 5 5555 -5 5 5 5
Bank Charges (12400-6030)13 15 13 13131313 -13 13 13 13
Contingency (12400-8099)284 16 78 *893893893893 *1,045%314 420 539 675
Contribution from own Reserves (10000/12400-4840)-4,531 -6,076 -6,137 -6,678-6,678-6,678-6,678 9%-6,863 -6,961 -7,271 -7,133
Contribution to own Reserves (multiple)8,953 13,792 6,483 7,4717,4717,4717,471 15%8,099 8,607 9,557 10,154
Contribution to Self-Insurance (12400-9021)745 45 45 45454545 -45 45 45 45
Interest Transfers (multiple)195 234 440 440440440440 -440 440 440 440
Investment Earnings - Res Acct (multiple)-195 -234 -570 -570-570-570-570 --570 -570 -570 -570
Purchasing Card Clearing (multiple)11 30 ----------
Transfer - MRMH (12400-4950)400 -10,513 ----------
Transfer in from RCP (12400-4841)-1,243 -1,491 -1,491 -3,610-3,610-3,610-3,610 142%---75 -
Transfer to Capital Funds (multiple)1,496 10,410 2,690 2,9912,9912,9912,991 11%5,950 2,470 7,691 2,746
Transfers In (multiple)-65 -232 -88 -181-181-181-181 106% -1,034 -2,388 -3,384 -3,965
Transfers Out (multiple)1,691 1,425 2,667 1,5581,5581,5581,558 -42%1,168 1,024 1,208 1,314
Total Total Total Total 7,757 7,423 4,135 2,3802,3802,3802,380 -42%7,576 3,128 8,199 4,087
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Contingency (12400-8099)Corporate Contingency 14,278
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Contingency (12400-8099)Funding from RCP 212,070
Provision for contract settlements 600,000
Succession Planning 125,000
CFS - Finance Department
Financial Plan 2008 - 2012
District of Maple Ridge
69
Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial ServicesFinancial ServicesFinancial ServicesFinancial Services----Other RevenueOther RevenueOther RevenueOther Revenue
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admin Fee (15000/30000-4100)-43 -56 -35 -35-35-35-35 --35 -35 -35 -35
Auction Proceeds (15000-4410)-31 -14 -20 -20-20-20-20 --20 -20 -20 -20
Contributions from Others (10000-4820)--7 --2,584-2,584-2,584-2,584 --2,504 -2,504 -2,504 -2,504
Discount on Payables (15000-4170)-17 -9 -8 -8-8-8-8 --8 -8 -8 -8
Federal Grant (Conditional) (15000-4250)-7 -5 ----------
Gain/Loss - Property 4 Resale (15000-4298)-262 -9 -1,137 -----100%----
Gifts & Donations - Capital (15000-4395)-379 -505 ----------
Gifts & Donations -Non-Capital (10000/15000-4396)-39 -133 ----------
Information Fees (15000-4280)-184 -144 -160 -150-150-150-150 -6%-140 -140 -140 -140
Interest (10000/15000-4290)-191 -176 -200 -200-200-200-200 --200 -200 -200 -200
Interest - A/R (15000/16000-4291)-1 2 -1 -1-1-1-1 --1 -1 -1 -1
Investment Interest (10000/15000-4295)-894 -1,532 -750 -750-750-750-750 --825 -825 -825 -825
Investment Valuation Gain/loss (10000-4299)169 -----------
Lease Revenue (10000-4310)-30 -18 -23 -56-56-56-56 143%-56 -56 -56 -56
M.F.A. Discharge (12400-4380)-105 -112 ----------
Miscellaneous Income (15000-4390)-190 -110 -26 -35-35-35-35 35%-35 -35 -35 -35
Municipal Plate Fees (15000-4221)-21 -19 -22 -22-22-22-22 --22 -22 -22 -22
Prov. Grant (Unconditional) (10000-102-4253)-809 -926 -800 -925-925-925-925 16%-925 -925 -925 -925
Surplus (15000-4520)-2,238 -1,832 -1,832 -549-549-549-549 -70%-106 --15 -
Tax Penalties (15000-4440)-411 -438 -445 -465-465-465-465 4%-485 -505 -505 -505
Total Total Total Total -5,683 -6,043 -5,459 -5,800-5,800-5,800-5,800 6%-5,362 -5,276 -5,291 -5,276
Comments:Comments:Comments:Comments:
- Contribution from Others – The School District will cover debt payments associated with their portion of the ac-
quisition cost of future school/park sites. The actual amounts and timing will vary depending on the purchase
price and timing of the purchases.
- Investment Interest – The amount earned on investment fluctuates due to the change in accounting treatment
of interest earnings, market rates, the amount invested and reserve balances.
- Surplus – The items that are being funded through accumulated surplus for 2008 include:
BC Disability Games $ 45,000
Citizens Satisfaction Survey 15,000
Park Maintenance 100,000
Succession Planning Implementation 388,865
CFS - Information Services
Financial Plan 2008 - 2012
District of Maple Ridge
70
Services ProvidedServices ProvidedServices ProvidedServices Provided
Information Services is responsible for managing corporate computer systems and supporting infrastructure. The
corporate computer systems include hardware, software and data resources, and the governance framework which
ensures information technology continues to be a strategic business enabler.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Strategic initiatives include assisting in the investigation of a new infrastructure management portfolio, continuing
to improve key applications such as the web site and web-based services, and encouraging greater line department
involvement in managing their technology needs. We will be continuing to strengthen our telecommunication ca-
pabilities particularly through developing a fibre optic network and by evaluating Municipal wireless data systems
and public access. We will be reviewing data storage practices and investigating the replacement of the VMS oper-
ating system. Tactical initiatives will include managing risk with continued efforts in the business continu-
ity/disaster recovery area, plus upgrades and replacements in our foundation systems. In the operational arena,
enhancing the corporate Intranet and investigating document management software form a part of the coming
year’s workplan.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2222002002002002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Chief Information Officer 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Information Service 1.0 1.0 1.0 0.6 0.7 1.0 1.0 1.0 1.0 1.0
Projects Manager Info Services - - - 1.0 1.0 1.0 1.0 0.2 - -
Business Systems Analyst 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
GIS Coordinator - - - - 0.7 1.0 1.0 1.0 1.0 1.0
Network Support Specialist 1.0 1.0 1.0 1.0 1.0 1.5 1.7 2.0 2.0 2.0
Senior Analyst Programmer 2.0 2.0 2.0 2.0 2.0 2.3 3.0 3.0 2.0 2.0
Systems Analyst 2.0 2.0 2.0 2.0 1.3 0.7 - - - -
GIS Technician - - - 0.2 0.5 0.6 0.5 - - -
Amanda Project - - 1.2 0.2 - - - - - -
Computer Support Specialist 1.0 1.0 2.0 2.4 2.0 1.5 1.0 1.0 1.0 1.0
Systems Analyst, Junior - - - - - - - 2.0 2.0 2.0
User Support Assistant 0.2 - - 0.4 0.9 1.1 2.0 2.0 2.0 2.0
User Support Clerk 0.5 1.0 0.7 - - - - - - -
Other 0.3 1.0 0.7 - - - - - - -
FullFullFullFull----Time EquivalentsTime EquivalentsTime EquivalentsTime Equivalents 9.29.29.29.2 11.011.011.011.0 12.612.612.612.6 11.911.911.911.9 12.112.112.112.1 12.612.612.612.6 13.213.213.213.2 14.214.214.214.2 13.013.013.013.0 13.013.013.013.0
Succession Planning Staff* 1.0 1.0 1.0
* This position is part of a corporate-wide program that provides transitional funding to assist with succession planning
and evolving departmental needs.
CFS - Information Services
Financial Plan 2008 - 2012
District of Maple Ridge
71
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Information ServicesInformation ServicesInformation ServicesInformation Services
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Consulting (12310-7005)-13 38 86 *126126126126 *47%32 32 32 32
Desktop Software Maintenance (12310-8031)20 25 26 -----100%----
Equipment Maintenance (12310-8030)61 49 45 71717171 58%71 71 71 71
Interest Transfers (12300-ERR-9402)--5 5555 -5 5 5 5
Salaries (12310-5500)1,011 1,097 1,221 *1,2851,2851,2851,285 *5%1,166 1,214 1,265 1,316
Salaries Recovery (12310-5400)-231 -160 -266 -295-295-295-295 11%-314 -318 -323 -327
Service Severance Costs (12300-5150)--17 -----100%----
Software Maintenance (12310-7070)380 447 439 478478478478 9%506 526 546 566
Supplies (12310-6300)17 20 12 12121212 -12 12 12 12
Training (12320-6400)6 6 10 10101010 -10 10 10 10
Transfers Out (12300-ERR-9400)308 307 307 307307307307 -307 307 307 307
Utilities (12310-6500)16 16 25 25252525 -25 25 25 25
Utilities - Telephone (12000/12310-6520)75 75 83 83838383 -83 83 83 83
Vehicle Charges (12300-7400)2 2 2 2222 -2 2 3 3
Total Total Total Total 1,652 1,922 2,012 2,1092,1092,1092,109 5%1,905 1,969 2,036 2,103
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Consulting (12310-7005)Fibre Optics Design Review 10,000
Intrusion Detection Software 5,000
IS Computer Lab Enhancements 8,000
Library Computer Lab Network Equip & Design 8,000
Remote Computer Pilot Project 10,000
Security Penetration Testing 8,000
VMS upgrade - Phase 2 5,000
Salaries (12310-5500)GIS & Project Assistance 20,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Consulting (12310-7005)Amanda Licensing (10 additional licences)30,000
Project assistance (from staff shortage)10,000
Fibre Optics Design Review 10,000
Intrusion Detection Software 5,000
IS Computer Lab Enhancements 8,000
Library Computer Lab Network Equip & Design 8,000
Remote Computer Pilot Project 10,000
Security Penetration Testing 8,000
VMS upgrade - Phase 2 5,000
Salaries (12310-5500)GIS & Project Assistance 20,000
Comments:Comments:Comments:Comments:
- Desktop Software Maintenance – This account has been combined with Equipment Maintenance.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been moved for 2008.
CFS - Information Services
Financial Plan 2008 - 2012
District of Maple Ridge
72
Capital Works Program Capital Works Program Capital Works Program Capital Works Program –––– Information Services Information Services Information Services Information Services
Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Amanda Cemetery Records Management 08094-000 34,000 - - - -
Amanda GIS Interface Upgrade * 08239-000 27,750 - - - -
Amanda Phase 4 Dogs & Excess Capacity 01703-000 18,000 - - - -
Amanda Phase 4 Dogs & Excess Capacity * 01703-000 12,000 - - - -
Amanda Web-Enablement * 01618-000 43,120 - - - -
ArcGIS extension licenses 00307-000 13,500 - - - -
Broadband Wireless Connection * 01617-000 60,700 - - - -
Business System Analysis * 01136-000 59,000 - - - -
Capital Works Program Replacement Study * 07928-000 15,000 - - - -
Computer Room Upgrades - - - 41,221 -
Council Chamber Multimedia Upgrade - - 25,000 - -
Desktop growth (reduced to 5 laptops) - 7,500 - - -
Document Processing System - 1 - 75,000 - - -
Document Processing System - 2 - - 63,000 - -
Document Processing System * 03633-000 50,000 - - - -
Equipment Purchase - Blade Server - - - 21,000 -
Equipment Purchase - Council Media Upgr - - 25,000 --
Equipment Purchase - Load Balancer - - 42,500 - -
Equipment Purchase - New Web Server - - - 25,245 -
Equipment Purchase - San Hard Drive - - - - 42,262
Equipment Purchase - Sms Redundancy - - 38,225 - -
Equipment Purchase - Streaming Video * 08086-000 - - 26,650 - -
Equipment Purchase - Terminal Services * 08233-000 12,000 - - - -
Equipment Purchase - UPS Upgrade - - - 16,170 -
Equipment Purchase - Wireless Data Sys. - - - 22,100 -
Equipment Purchase Web Security Filter * 08079-000 18,205 - - - -
Equipment Replacement - Info Serv 2008 - 2012 03610-000 291,358 965,477 837,165 499,433 1,170,186
Fibre Optic *06486-000 15,000 - - - -
Fibre Optic Network Phase 1 * 01556-000 50,000 - - - -
Financial Systems Study 08235-000 33,250 - - - -
Fire Training On Line Learning - - - - 42,000
GIS Application Development - Water * 01125-000 - - - 60,000 -
GIS Spatial Data Engine Sde Server * 01700-000 88,000 - - - -
GPS Receiving Station Phase 3 * 01121-000 15,000 - - - -
HP Open View System Management * 08234-000 40,000 - - - -
Information Services Backup Device * 02361-000 38,000 - - - -
Infrastructure growth 02361-000 41,500 - - - -
Infrastructure Management Phase 1 - 50,000 - - -
Internet Mapping Phase 2 * 08030-000 43,490 - - - -
IS Dept Large Format Plotter * 01846-000 20,340 - - - -
IT Caseware Working Papers * 08092-000 10,431 - - - -
IT Disaster Recovery Infrastructure - - - - 97,275
IT Disaster Recovery Plan - - 60,000 - -
IT Fibre Optic - #0699 (224 St) - - - 32,967 -
IT Fibre Optic - #1189 (224 St) - - 29,023 - -
IT Fibre Optic - #1565 (224 St) - - - 13,137 -
IT Fibre Optic - #2830 (240 St) 00205-000 129,412 - -- -
IT Fibre Optic - #7074 (Kanaka - 240) - - 27,433 - -
IT Fibre Optic Conduit Phase 2, Pt 1 * 01556-000 74,000 - - - -
IT Fibre Optic Conduit Phase 2, Pt 2 01556-000 75,000 - - - -
IT Strategic Plan Update - - - 50,000 -
Management Reporting Software Phase 1 * 01849-000 - - 13,000 - -
Microfiche readers 08400-000 31,000 - - - -
Miscellaneous Capital * 02361-000 100,000 - - - -
Network Monitoring - - 17,325 - -
Oracle Licences - SDO Review * 07987-000 41,200 - - - -
Oracle Performance Monitor * 01463-000 8,000 - - - -
Payroll System Replacement - - - 150,000 -
Performance management software 00211-000 31,500 - - --
Project Management Job Cost Study Ph 2 * 04113-000 50,000 - - - -
Property - Taxation, Utility Billing * 04141-000 250,000 - - - -
Public Access Community Kiosks - - 38,750 - -
Ross financials upgrade - 138,600 - - -
Ross HR System *04155-000 65,500 - - - -
Server Consolidation - - - - 44,700
Software - Payment Server Tender Retail * 08052-000 6,435 - - - -
Spatial Data Engine Server * 07613-000 18,000 - - - -
Strategic IT Alliance Study * 01135-000 23,000 - - - -
Systems Management Server Phase 2 - - - 10,000 -
Tax And Utility Software * 04141-000 75,000 - - - -
Tax, Utilities, Integrated Cash Study * 08028-000 40,000 - - - -
Wide Area Network Phase 2 * 01138-000 20,000 - - - -
Windows VMS Migration Phase 1 00947-000 50,000 - - - -
Technology TotalTechnology TotalTechnology TotalTechnology Total 2,137,691 1,236,577 1,243,071 941,273 1,396,423
Fire Department
Financial Plan 2008 - 2012
District of Maple Ridge
73
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Department provides a proactive approach to fire services through the development of multi-year business
plans, which include detailed multi-year financial plans. The primary mission of the Department is the protection
and preservation of life, property and the environment for citizens. This service is provided by a group of 100 dedi-
cated paid-on-call firefighters, 28 full-time firefighters, six chief officers, and two administrative support staff. We
rely heavily on cross-training and good communication to ensure that the department continues to function effi-
ciently and effectively. Each of the assistant chiefs assumes responsibility for the operation of the individual Fire
Halls. In addition to administrative duties, the career officers assume the role of Duty Chief, which involves re-
sponding to all serious Fire Department emergency calls 24-hours-day, on a rotational basis.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
The completion of the renovation and addition of Fire Hall #1 is a priority and in keeping with Council’s strategic
alignment on Sustainability, this project will incorporate LEED principles. An implementation plan for the recom-
mendations of the Community Wildfire Protection Plan will be developed. 2008 will see the completion of the first
collective agreement with the IAFF Union. We will be involved in the design and tender for the replacement of Res-
cue 1 and an Air/Lighting Truck for Fire Hall #1 and we will seek public input for the design of, and rezoning of land
for Fire Hall #4 in the Cottonwood Albion corridor.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Fire Chief 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Assistant Chief 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
Fire Captain - - - - 1.0 4.0 4.0 4.0 4.0 4.0
Fire Lieutenant - - - - - - 4.0 4.0 4.0 4.0
Fire Fighter - - - - 3.0 12.0 13.5 21.0 25.0 30.0
Administrative Assistant - - - 1.0 1.0 1.1 1.1 1.0 1.0 1.0
Data Management Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Protective Services Clerk 1.0 1.0 1.0 - - - - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 8.08.08.08.0 8.08.08.08.0 8.08.08.08.0 8.08.08.08.0 12.012.012.012.0 24.124.124.124.1 29.629.629.629.6 37.037.037.037.0 41.041.041.041.0 46.046.046.046.0
• The staff increases from 2005 onward are due to the continued implementation of the Fire Master Plan and the
establishment of full-time career firefighter positions within the department. The funding envelope is fixed so ac-
tual new hiring will be dependent on overall departmental needs.
• A dedicated group of about 100 paid-on-call firefighters are a key component of the Master Plan.
• Number of full-time firefighters hired in future years will depend on results of ongoing contract negotiations and
composition of departmental staff.
Fire Department
Financial Plan 2008 - 2012
District of Maple Ridge
74
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Fire DepartmentFire DepartmentFire DepartmentFire Department
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Fees (22000-4220)-86 -50 -28 -43-43-43-43 54%-43 -43 -43 -43
Miscellaneous Income (22000-4390)-1 -1 ----------
Prov. Grant (Conditional) (22000-4252)--15 ----------
Salaries Recovery (22000-5400)-15 -5 ----------
Sale of Service (22000-4600/4650)--7 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -102 -78 -28 -43-43-43-43 54%-43 -43 -43 -43
ExpenseExpenseExpenseExpense
Contract (22000-7007)84 87 113 124124124124 *10%114 114 114 114
Equipment (22000/22075-7340)132 132 128 137137137137 7%167 159 159 159
Equipment Maintenance (22000-8030)36 32 34 48484848 *41%70 54 54 54
Holiday Coverage (22000-5505)134 190 ----------
Insurance (22000-6210)23 20 20 20202020 -20 20 20 20
Interest Transfers (22000-ERR-9402)--51 51515151 -51 51 51 51
Legal (22000-7030)6 -2 2222 -2 2 2 2
Memberships (22000-6270)3 4 2 2222 -2 2 2 2
Miscellaneous (multiple)41 66 32 23232323 -28%33 33 33 33
Operating Repairs (22000-8080)133 187 121 126126126126 4%140 140 140 140
Other Outside Services (22000-7051)-3 1 1111 -1 1 1 1
Professional Fees - Other (22000-7050)18 23 30 38383838 *27%33 33 33 33
Program Costs (multiple)61 93 85 *75757575 -12%70 75 75 75
Salaries (multiple)2,119 2,626 2,695 3,4103,4103,4103,410 27%4,142 4,936 5,765 6,205
Seminars/Prof Meetings/Train'g (22000-6050)20 20 20 23232323 15%23 23 23 23
Service Severance Costs (22000-5150)69 50 14 66666666 371%66 66 66 66
Special Events (22000-6360)14 14 15 15151515 -15 15 15 15
Special Projects (22000-6385)-8 25 17171717 *-32%----
Studies & Projects (22000-6380)27 6 4 *-----100%----
Supplies (multiple)143 132 214 *235235235235 *10%192 192 192 192
Transfers Out (22000-ERR-9400)265 265 265 265265265265 -338 387 416 435
Vehicle Costs (22000-6430)112 124 108 110110110110 2%112 114 117 119
W.C.B. (Non-employees) (22000-7080)9 10 10 13131313 30%13 13 13 13
Wages (22000/22041-5600)642 617 692 714714714714 3%833 857 882 883
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 4,091 4,709 4,681 5,5155,5155,5155,515 18%6,437 7,287 8,173 8,635
Total Total Total Total 3,989 4,631 4,653 5,4725,4725,4725,472 18%6,394 7,244 8,130 8,592
* * * * includes carryforward amounts
Fire Department
Financial Plan 2008 - 2012
District of Maple Ridge
75
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Program Costs (multiple)Recruit training for FH#4 15,000
Upgrades to classroom a/v & video editing system 15,390
Studies & Projects (22000-6380)Community Wildfire Protection Plan 3,932
Supplies (multiple)Protective clothing FH#4 28,000
Turnout gear and helmets 13,572
Career firefighters uniforms 5,260
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Contract (22000-7007)Contract (Emergency 911) - FDM software 10,000
Equipment Maintenance (22000-8030)Replacement pagers 2,475
Professional Fees - Other (22000-7050)Medical/fitness testing for career firefighters 5,000
Special Projects (22000-6385)Lifecycle assessment 16,520
Supplies (multiple)Firefighters protective gear (16 New Recruits)40,000
Firefighters uniforms (16 New Recruits)12,500
Comments:Comments:Comments:Comments:
- Salaries – The continued implementation of the Fire Department Master Plan included the hiring of six addi-
tional full-time Firefighters in 2008.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been moved here for 2008.
Fire Department
Financial Plan 2008 - 2012
District of Maple Ridge
76
Capital Works Program Capital Works Program Capital Works Program Capital Works Program –––– Fire Department Fire Department Fire Department Fire Department
Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Comm. Wildfire Protection Plan Phase 1 01402-000 146,500 - - - -
Equipment Purchase - Fire Hall Sign * 01934-000 60,000 - - - -
Equipment Purchase - Firehall #1 Pumper * 01476-000 500,000 - - - -
Equipment Purchase - Firehall #4 - - 70,000 - -
Equipment Purchase - Furniture * 01932-000 27,000 - - - -
Equipment Purchase Mobile Dispatch Units * 01449-000 239,600 - - - -
Equipment Replacement - Rescue One * 01477-000 400,000 - - - -
Equipment Restoration - 1946 Fire Truck * 01938-000 50,000 - - - -
Equipment Upgrade - Telephone System * 01931-000 27,500 - - - -
Fire Equipment Engine 1-1 Replacement 00958-000 625,000 - - - -
Fire Equipment Engine 2-2 Replacement - - - - 705,000
Fire Equipment Engine 3-2 Replacement * 08336-000 555,000 - - - -
Fire Equipment Engine accessories 00526-000 25,000 -- - -
Fire Rescue Boat w/Trailer 00532-000 37,000 - - - -
Firehall #1 Engine * 01476-000 55,000 - - - -
Firehall #1 Expansion * 01935-000 2,000,000 - - - -
Firehall #1 Expansion Phase 2 * 01935-000 2,200,000 - -- -
Firehall #1 Expansion Phase 3 01935-000 1,575,000 - -- -
Firehall #1 Training Expansion * 03645-000 325,000 - - --
Firehall #3 Expansion - 750,000 - - -
Firehall #4 Air Lighting Truck 00978-000 325,000 - - --
Firehall #4 Computer Training Centre * 01453-000 45,000 - - - -
Firehall #4 Construction Phase 2 07054-000 5,500,000 - - - -
Firehall #4 Construction Train Ground 07051-000 500,000 - - - -
Firehall #4 Design * 01016-000 15,000 - - - -
Firehall #4 Engine New - - - - 625,000
Firehall #4 Protective & Safety Equip - 83,960 - - -
Firehall #4 Rescue 4 - - - - 325,000
Firehall #4 Site Surveys * 03646-000 372,000 - - - -
Firehall #4 Technical & Furnishings - 200,000 - - -
Firehall #5 Engine 1-2 Replacement 01123-000 625,000 - - - -
Firehall #5 Engine 2 Replacement - - 425,000 - -
Firehall #5 Land Acquisition - - - 350,000 -
Rescue 2 Replacement - - - 375,000 -
Traffic Control Pre-Emption Devices * 08049-000 25,000 - - - -
Protective Services - Fire TotalProtective Services - Fire TotalProtective Services - Fire TotalProtective Services - Fire Total 16,254,600 1,033,960 495,000 725,000 1,655,000
Police Services
Financial Plan 2008 - 2012
District of Maple Ridge
77
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Ridge Meadows RCMP Detachment is responsible for policing the communities of Maple Ridge and Pitt Mead-
ows. A recently adopted Police Master Plan identifies community priorities such as crime reduction, property crime,
youth, and road and traffic. The detachment currently has 104 members, with 81 assigned to Maple Ridge, 20
assigned to Pitt Meadows, and 3 supplied by the Provincial government.
Municipal employees provide clerical and administrative support in areas such as exhibits, guarding, customer ser-
vices, records management, Canadian Police Information Centre, crime analysis, court liaison, training and staff
development, and volunteer coordination. Our detachment also has a significant volunteer base of approximately
500 volunteers who dedicate themselves to RCMP programs such as Citizens on Patrol, Citizens Bike Patrol, Speed
Watch, Block Watch, and Auxiliaries.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will work with Corporate & Financial Services in piloting the Community Safety Officer program in our commu-
nity. Reinvigorate Joint Police Liaison Committee to discuss issues of strategic importance to both communities.
Develop and implement strategies to address community crime problems, and identify emerging problems, prolific
offenders, and hotspots so that criminal intelligence can be coordinated. Participate in Traffic 2010 initiatives to
reduce serious injury accidents by concentrating on impaired driving, aggressive driving, high crash intersections,
and seatbelt usage. Participate in Safer Cities initiatives involving members, volunteers, and staff. Undertake ser-
vice reviews with a view to cross training and integration of services.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Police Services
Financial Plan 2008 - 2012
District of Maple Ridge
78
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Municipal StaffMunicipal StaffMunicipal StaffMunicipal Staff Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Manager Police Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Crime Analyst - - - - - 0.5 1.0 1.0 1.0 1.0
Court Liaison Officer 1.0 1.0 1.0 1.0 1.0 1.3 1.3 1.0 1.0 1.0
Computer Support Specialist 1.0 1.0 1.0 2.0 1.4 2.0 2.0 2.0 2.0 2.0
Crime Prevention Program Coord. - - - - - 0.4 0.9 1.0 1.0 1.0
Volunteer Program Coordinator 1.0 1.0 1.0 1.0 1.0 0.5 - - - -
Administrative Assistant-RCMP 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Communications Operator 9.2 4.7 0.7 0.8 0.1 - - - - -
Media Relations Training Coord. - - - - - 0.4 1.0 1.0 1.0 1.0
Municipal Reader 1.0 1.0 1.0 1.0 2.0 2.0 1.9 3.0 3.0 3.0
Records Supervisor - - - - - 0.4 0.9 1.0 1.0 1.0
Administrative Support Assistant - - - - - - 0.8 - - -
Community Policing Coordinator 0.6 0.5 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer Assistant - - - - - - - 1.0 1.0 1.0
Exhibits Custodian 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Fleet Mtce Coord Clerk Typist 3 - - - 1.0 1.0 1.0 0.2 1.0 1.0 1.0
Fleet/Exhibit Coordinator - - - - - 0.5 1.0 1.0 1.0 1.0
PRIME Assistant - - - - - - - 1.0 1.0 1.0
User Support Clerk - - 0.1 - - - - - - -
Clerk Typist 2 - - 0.4 0.9 1.3 1.3 0.5 - - -
Clerk Typist 3 1.5 1.5 1.8 1.0 1.0 1.0 1.8 2.0 2.0 2.0
CPIC Operator-Clerk 1.5 1.6 1.8 1.9 2.0 1.7 2.0 2.0 2.0 2.0
Crime Reduction Unit Secretary - - - - - - - 1.0 1.0 1.0
GIS Secretary 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Information Officer 1.8 2.0 2.0 2.0 2.3 2.3 2.2 2.0 2.0 2.0
Operator/Reviewer (Prime/CIIDS) 0.5 1.7 3.8 3.6 4.1 5.0 4.3 - - -
PRIME Reviewer - - - - - - - 5.0 5.0 5.0
Clerk 2 - - - - - - 1.0 - - -
PRIME Operator 3.6 2.8 1.5 1.4 1.2 1.3 1.5 1.5 1.5 1.5
Receptionist 2.4 3.1 3.3 3.5 2.9 2.0 1.3 2.0 2.0 2.0
Traffic Clerk 1.7 1.2 0.9 1.3 1.4 1.8 1.4 2.0 2.0 2.0
Custodial Guard 1 2.4 1.8 1.7 2.0 2.6 2.8 1.9 2.0 2.0 2.0
Custodial Guard 2 1.4 2.0 2.0 2.0 2.0 1.5 2.0 2.0 2.0 2.0
Custodial Guard 3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Senior Telecom Operator 3.6 1.9 - - - - - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 39.039.039.039.0 33.833.833.833.8 29.529.529.529.5 32.532.532.532.5 33.333.333.333.3 35.635.635.635.6 37.037.037.037.0 41.541.541.541.5 41.541.541.541.5 41.541.541.541.5
RCMP Approved PositionsRCMP Approved PositionsRCMP Approved PositionsRCMP Approved Positions 2001200120012001----
2222
2002200220022002----
3333
2003200320032003----
4444
2004200420042004----
5555
2005200520052005----
6666
2006200620062006----
7777
2007200720072007----
8888
2008200820082008----
9999
2009200920092009----
10101010
Maple Ridge - Regular Contract 68.3 68.3 72.3 76.3 79.3 81.3 86.3 82.3 82.3
Maple Ridge - Community Safety Officers - - - - - - - 3.0 3.0
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction** - - - - - - - 5.0 5.0
Emergency Response Team* - - - - - 2.3 2.3 2.3 2.3
Integrated Homicide Investigation Team* - - 3.1 3.1 3.1 3.1 3.1 3.1 3.1
Total Maple RidgeTotal Maple RidgeTotal Maple RidgeTotal Maple Ridge 68.3 68.3 75.4 79.4 82.4 86.7 91.7 95.7 95.7
Pitt Meadows - Regular Contract 17.4 17.4 17.4 17.4 18.4 19.4 19.4 20.4 20.4
Pitt Meadows - Integrated Teams*,** - - 0.5 0.5 0.5 0.9 0.9 2.0 2.0
School District (1/3 School Liaison Officer) 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3
Provincial 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 89.0 89.0 96.6 100.6 104.6 110.3 115.3 121.4 121.4
* Positions are calculated using the 2006-7 budgeted strength for the team multiplied by municipalities’ portion of the costs
** New integrated teams for 2008-9, position equivalents are estimates only
Police Services
Financial Plan 2008 - 2012
District of Maple Ridge
79
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Police ServicesPolice ServicesPolice ServicesPolice Services
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Fines (21000-4240)-60 -149 -28 -28-28-28-28 --28 -28 -28 -28
Lease Revenue (21000-4310)-20 -28 -27 -27-27-27-27 --27 -27 -27 -27
Other Grant (Conditional) (21000-4258)-674 -738 -818 -914-914-914-914 12%-926 -947 -973 -994
Program Fees (21000-4230)-76 -76 -76 -76-76-76-76 --76 -76 -76 -76
Prov. Grant (Conditional) (21150-102-4252)-53 -55 -53 -56-56-56-56 6%-53 -53 -53 -53
Recovery (21130-5300)-21 -24 -32 -32-32-32-32 --32 -32 -32 -32
Sale of Service (21000-4600/4650)-235 -204 -145 -146-146-146-146 1%-146 -146 -146 -146
Total RevenueTotal RevenueTotal RevenueTotal Revenue -1,139 -1,274 -1,179 -1,279-1,279-1,279-1,279 8%-1,288 -1,309 -1,335 -1,356
ExpenseExpenseExpenseExpense
Contract (21000/21100-7007)49 48 67 54545454 -19%56 56 57 57
Court Time (Auxillary RCMP) (21120-7015)17 13 37 *48484848 *30%25 25 25 25
Equipment (21122/21150-7340)2 2 5 5555 -5 5 6 6
Insurance (21000-6210)16 17 18 18181818 -18 18 18 18
Lease Expense (21100/21140-6230)125 72 44 45454545 2%46 47 48 48
Maintenance - Buildings (21100-8060)18 10 ----------
Maintenance - General (21100-8056)144 125 154 150150150150 -3%150 150 150 150
Meals (21130-6260)13 12 7 7777 -7 7 7 7
Other Outside Services (21140/21150-7051)926 976 970 1,0091,0091,0091,009 4%1,039 1,070 1,103 1,103
Program Costs (21120-6325)24 31 27 27272727 -27 28 28 28
Property Tax Expenses (21100-6310)1 1 ----------
Publications (21100-6335)2 -2 2222 -2 2 2 2
Salaries (multiple)82 115 61 191191191191 213%195 204 212 219
Service Severance Costs (21100-5150)--24 -----100%----
Supplies (21000/21100-6300)66 47 23 23232323 -23 23 23 23
Training (multiple)20 10 16 16161616 -16 17 17 18
Utilities - Telephone (21100-6520)60 49 45 45454545 -45 45 45 45
Wages (multiple)1,886 1,983 2,192 2,3962,3962,3962,396 *9%2,428 2,510 2,598 2,702
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 3,451 3,511 3,692 4,0364,0364,0364,036 9%4,082 4,207 4,339 4,451
Expense - Rcmp ContractExpense - Rcmp ContractExpense - Rcmp ContractExpense - Rcmp Contract
Contract (21200-7007)8,300 8,777 10,213 11,05311,05311,05311,053 8%11,929 12,792 13,491 14,353
Total Expense - Rcmp ContractTotal Expense - Rcmp ContractTotal Expense - Rcmp ContractTotal Expense - Rcmp Contract 8,300 8,777 10,213 11,05311,05311,05311,053 8%11,929 12,792 13,491 14,353
Total Total Total Total 10,612 11,014 12,726 13,81013,81013,81013,810 9%14,723 15,690 16,495 17,448
* * * * includes carryforward amounts
CaCaCaCarryforward:rryforward:rryforward:rryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Court Time (Auxillary RCMP) (21120-7015)Auxilliary Training 12,250
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Court Time (Auxillary RCMP) (21120-7015)Auxilliary Training 23,500
Wages (multiple)Victim Services contract 2,100
Comments:Comments:Comments:Comments:
- Salaries / Wages – The increase over the anticipated increase in existing salary and benefit costs is due to four
additional staff positions being added.
- RCMP Contract – This amount represents costs for the regular RCMP contract, a number of integrated teams
and the Community Safety Officer’s program.
Public Works & Development Services
Financial Plan 2008 - 2012
District of Maple Ridge
80
The Public Works & Development Services Division (PWD) is responsible for land use and zoning issues, long-range
planning, growth management, bylaw enforcement, business licensing, engineering services, the provision and
maintenance of transportation, water distribution, sewage disposal, and storm water management infrastructure
and services and associated functions. A brief summary of some of the 2007 accomplishments in the division are
shown below, followed by an Business Context listing some of the pressures and challenges facing this division.
The subsequent pages in the PWD section will provide some information on the departments reporting to this divi-
sion, including staffing, 2008 workplan highlights and budgets. The departments within this section are PWD Ad-
ministration; Engineering; Licences, Permits and Bylaws; Planning, Operations; and our partnership with Ridge
Meadows Recycling Society.
Select Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 AccomplishmentsSelect Division 2007 Accomplishments
• Freshet emergency response
• Successful grant application to raise Albion Dikes
• Gravel process substantially completed
• Golden Ears Bridge under construction
• Agricultural Advisory Committee established
• Alouette Task Force established
• Business Improvement Area implementation and Security Committee formed
• DCC Rates Review completed
• Completed traffic improvements on 224 Street from Brown Avenue to 122 Avenue, traffic circle at 105 Avenue
at Tamarack, installed bike lanes and curb extensions on 203 Street from Hammond Road to Patterson Ave-
nue, traffic calming in the upper Hammond area bounded by 207 Street, Maple Crescent and Westfield Avenue
• Grant applications made for Abernethy at 224 Street, River Road and Academy Park
• New Animal Services Fee for Service Contract developed
• Collaboration with RCMP, Outreach workers and other service providers in an effort to reduce the number of
homeless by hosting weekly Holistic Homeless Support Group meetings
• Initiation of Town Centre Plan and Parking Strategy
• Recipients of the Smarty Award for Policy Development from Smart Growth BC
Business ContextBusiness ContextBusiness ContextBusiness Context
• Development activity continues to increase, impacting resources
• Construction costs continue to escalate
• Key positions within the division set to retire
• Infill projects becoming more prominent in downtown
• Infrastructure continues to grow and age
• Job market is very healthy – competitive market for new employees
PWD - Administration
Financial Plan 2008 - 2012
District of Maple Ridge
81
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Public Works and Development Services (PWD) Administration section guides the District’s activities with re-
spect to the administration and implementation of municipal policies, bylaws, and services pertaining to the man-
agement of development, building construction, infrastructure, growth, renewal, and maintenance in the District. In
addition, we are responsible for carrying out corporate initiatives as directed by Council and the Corporate Man-
agement Team, and we attend to enquiries and request for assistance from fellow staff, Council members, and the
general public.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will pursue Provincial funding for flood protection, implement the capital program, and work on green infrastruc-
ture initiatives. Our division will also act as a liaison for the Golden Ears Bridge and work to advance transportation
routes. We will also work with the Finance Department to implement the Drainage Utility.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
These positions all report to PWDS but some are budgeted to other areas.
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
GM Public Works & Dev Services 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 0.5 0.5 0.5 0.2 - - -
Working Super Customer Serv Centre - - 0.8 1.0 1.0 1.0 0.8 1.0 1.0 1.0
Business Support Analyst - - - - - - 0.9 1.0 1.0 1.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 1.91.91.91.9 2.02.02.02.0 2.82.82.82.8 2.52.52.52.5 2.52.52.52.5 2.52.52.52.5 2.92.92.92.9 3.03.03.03.0 3.03.03.03.0 3.03.03.03.0
PWD - Administration
Financial Plan 2008 - 2012
District of Maple Ridge
82
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– PWD AdministrationPWD AdministrationPWD AdministrationPWD Administration
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Conventions & Conferences (31010-6051)8 24 29 29292929 -29 29 29 29
Legal (31010-7030)35 51 ----------
Memberships (multiple)14 14 11 18181818 64%18 18 18 18
Salaries (31010/32020-5500)472 297 363 315315315315 -13%391 464 603 614
Supplies (31010/32000-6300)13 3 4 4444 -4 4 4 4
Total Total Total Total 542 389 407 366366366366 -10%442 515 654 665
Comments:Comments:Comments:Comments:
- Salaries – The decrease in budget for 2008 is due to staff being moved to Administration. The 2009 through
2012 budgets include funding to address the costs of growth. For more information on growth-related funding
please see the Financial Plan Highlights section or the Financial Overview Report included in Schedule 1.
PWD - Engineering Department
Financial Plan 2008 - 2012
District of Maple Ridge
83
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Engineering Department provides municipal engineering services to community, applying engineering methods
to the analysis, planning, design, construction, and record keeping of public works facilities and programs relating
to infrastructure.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
Undertake a number of studies and implement plans including: Safer City, Transportation Plan, Silver Valley Plan,
long-term infrastructure plan, and Drainage Utility. We will update a number of bylaws including: the Subdivision
Control Bylaw and the Highway and Traffic Bylaw. We will also be assisting the Downtown Merchants Association
with a Business Improvement Area Initiatives (BIA) and submitting a Fraser Sewerage Area Boundary adjustment
report to Metro Vancouver. We wil be Constructing several capital projects including road improvements on Aber-
nethy Way, 240 Street, 232 Street, walkway improvement, accessibility program, Alouette River hydrotechnical re-
view and model, Lower Hammond drainage design, and transit exchange improvements.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Municipal Engineer
Andrew Wood
Administrative
Assistant
Michelle Isley
Clerk II
Barb Croucher
Develop Services
Technicians
Lori Foster
Rose Schultz
Traffic &
Transportation
Technologist
Michael Eng
Traffic
Technician
Matthew Li
Manager of
Utility Engineering
Not Hired
Engineering
Technologist
Not Hired
Manager of Corp &
Development
Engineering
Terry Fryer
Geomatics
Supervisor
Wilson Liu
Engineering
Technologist
Not Hired
Draftsperson II
George Irwin
Pablo Martin
Ruby Tam
Brian Waunch
Engineering
Technologist
Larry Lewis
Subdivision
Develop Tech
Tom Gordon
Engineering Works
Inspector
Paul Cillis
Paul Vandenboor
Instrumentman II
Bob Greer
Instrumentman I
Lee Madeiros
Rodperson
Vern Tamke
Manager of Design
& Construction
Not Hired
Project Engineer
Water
Maria Guerra
Engineering
Technologist
Gill Shin
Vel Stetin
Engineer
Trainee
Percy Yu
PWD - Engineering Department
Financial Plan 2008 - 2012
District of Maple Ridge
84
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Municipal Engineer 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Director of Engineering Development 1.0 1.0 1.0 1.0 1.0 1.0 1.0 - - -
Director of Engineering Projects 1.0 1.0 1.0 0.3 - - - - - -
Manager of Corp & Dev Engineering - - - - - - 1.0 1.0 1.0 1.0
Manager of Design and Construction - - - - - 0.8 - 1.0 1.0 1.0
Manager of Utility Engineering 1.0 0.6 0.7 0.7 - - - 1.0 1.0 1.0
Senior Project Engineer - - - - - - 0.5 - - -
Project Engineer Water - - - - - - - 1.0 1.0 1.0
Traffic & Transport Technologist - 0.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Drafting Supervisor 1.0 1.0 - - - - - - - -
Dev Cost Charge Coordinator 1.0 1.0 0.1 - - - - - - -
Geomatics Supervisor - - 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist 4.6 4.2 3.9 4.5 4.2 4.0 3.1 5.0 5.0 5.0
Subdivision Development Tech 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Engineer Trainee - - 0.3 - - 0.8 1.0 1.0 1.0 1.0
Traffic Technician - - 0.7 0.9 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Works Inspector 1.0 1.0 1.0 1.0 1.0 1.0 2.0 2.0 2.0 2.0
Instrumentman II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Draftsperson II 3.6 4.0 3.9 3.5 3.9 4.0 4.1 4.0 4.0 4.0
Engineering Assistant II - - - - 0.3 0.3 - - - -
Instrumentman I - 0.8 1.0 1.0 0.4 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 0.9 1.0 1.0 1.1 1.0 1.0 1.0 1.0
Dev Services Technician - - 1.4 2.0 2.3 2.2 2.1 2.0 2.0 2.0
Clerk II 2.0 2.2 1.1 0.5 1.0 1.0 1.0 1.0 1.0 1.0
Rodperson 1.9 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Other - - - 0.2 - - - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 21.821.821.821.8 22.822.822.822.8 22.922.922.922.9 22.622.622.622.6 22.122.122.122.1 24.224.224.224.2 24.824.824.824.8 28.028.028.028.0 28.028.028.028.0 28.028.028.028.0
• Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
• The increase from 2007 to 2008 is mainly due to vacancies and unpaid leave, and gaps may have been filled by
contracted services, which are not represented on the table.
PWD - Engineering Department
Financial Plan 2008 - 2012
District of Maple Ridge
85
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Engineering DepartmentEngineering DepartmentEngineering DepartmentEngineering Department
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Collections (32100-4130/4131)-6 -18 ----------
Fees (32100/32110-4220)-410 -481 -315 -315-315-315-315 --315 -315 -315 -315
Permits (32100-4445)-19 -18 -10 -10-10-10-10 --10 -10 -10 -10
Prov. Grant (Unconditional) (32000-4253)-28 -2 ----------
Sales (multiple)-41 -19 -342 -482-482-482-482 41%-482 -482 -482 -482
Soil Deposit Fees (32100-4219)-2 -39 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -506 -577 -667 -807-807-807-807 21%-807 -807 -807 -807
ExpenseExpenseExpenseExpense
Consulting (32100-7005)168 219 81 256256256256 *216%81 81 81 81
Miscellaneous (32100/32110-6275)9 9 24 12121212 -50%24 12 12 12
Other Outside Services (32100-7051)9 9 10 10101010 -10 10 10 10
Salaries (multiple)1,556 1,742 1,937 *2,0542,0542,0542,054 6%2,091 2,179 2,269 2,342
Salaries Recovery (32100-5400)-612 -704 -704 -737-737-737-737 5%-763 -795 -827 -853
Salary Transfers (32100-5450)---193 -197-197-197-197 2%-203 -211 -218 -224
Service Severance Costs (32100-5150)55 45 26 56565656 115%56 56 56 56
Small Tools & Equipment (32100-7390)2 -----------
Supplies (32100-6300)37 32 30 30303030 -30 30 30 30
Utilities - Telephone (32100/33100-6520)15 7 5 5555 -5 5 5 5
Vehicle Charges (32100-7400)38 45 54 56565656 4%58 59 61 63
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,277 1,404 1,270 1,5451,5451,5451,545 22%1,389 1,426 1,479 1,522
Total Total Total Total 771 827 603 738738738738 22%582 619 672 715
* * * * includes carryforward amounts
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Salaries (multiple)Safer Cities - Salaries 40,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Consulting (32100-7005)Fraser River Embankment Study 160,000
Comments:Comments:Comments:Comments:
- Sales – This includes gravel sales and soil removal fees.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been increased for 2008.
PWD – Licences, Permits and Bylaws
Financial Plan 2008 - 2012
District of Maple Ridge
86
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Licences, Permits and Bylaws Department is responsible for bylaw enforcement, animal control and business
licensing and permit application and inspections programs. The Department ensures public compliance with munic-
ipal bylaws; provides an effective animal control program; enhances traffic flow in the downtown core through en-
forcement of parking time limitations; maintains the business licensing system; processes building, plumbing, elec-
trical and gas permit applications and inspects the works carried out; and provides quality customer service.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will be assisting with the development of a new animal shelter, comprehensive dog licensing program, and cor-
responding new animal services business plan. Work will be completed on the scrap metal bylaw and the nuisance
abatement bylaw. We will collaborate with the Business Improvement Association on security and litter concerns
within the core and research and report on green building construction requirements. In order to streamline our
customer service we will implement an Interactive Voice Response (IVR) system for inspection requests.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
Director of
Licences, Permits
and Bylaws
Brock McDonald
Administrative/
Program Assistant
Jaci Diachuk
Manager of
Inspections
Stephen Cote
Rolvink
Building Inspector I
Paul Juoksu
Ed Mah
Not Hired
+ .5 FTE
Plumbing/Gas
Inspector I
Glen Hewson
Trades Inspector
Ed Zezchuk
Electrical Inspector
Don Daunais
Paul Kelly
Plan Checker II
Harry Schwaiger
Aman Sivia
Jennifer Spinelli
Plan Checker I
Cathy Bittroff
Develop’t Services
Technicians
Sherry Fournier
Jennifer Woodward
Cindy Francis
Lot Grading
Technologist
Not Hired
Bylaw Services
Supervisor
Diane Merenick
Licence Inspector/
Bylaw Enforcement
Officer
Wendy Godfrey
Simon Jottey
Anna Lavia
Treena Martin
Barb Melnick
Bylaw
Enforcement Clerk
Kristen Bergum
Gerlinda Davis
Rachel Stevens
PWD – Licences, Permits and Bylaws
Financial Plan 2008 - 2012
District of Maple Ridge
87
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) staff in each position within the department.
For example, a person working 20 hours a week in a 35 hour per week position would show as 0.6. The FTE
amounts for 2007 and preceding years represent actual hours worked plus paid leave and excludes unpaid leave;
2008 through 2010 figures represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director Licences, Permits and Bylaws 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Inspections 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Building Inspector II 1.2 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Bylaw Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Lot Grading Technologist - - - - - - - 1.0 1.0 1.0
Building/Electrical Inspector I 1.4 1.7 1.7 1.0 0.2 - - - - -
Electrical Inspector - - - - 0.8 2.0 2.2 2.0 2.0 2.0
Plumbing/Gas Inspector I 2.1 1.6 1.2 1.1 1.0 1.1 1.3 1.0 1.0 1.0
Trades Inspector - 0.6 1.2 2.0 2.0 1.0 1.0 1.0 1.0 1.0
Building Inspector 1 0.9 1.6 1.9 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Licence Inspector/Bylaw Enforce Officer 2.0 2.0 2.0 2.4 3.7 4.2 4.2 5.0 5.0 5.0
Plan Checker I - - - - - - 0.4 1.0 1.0 1.0
Plan Checker II 1.4 2.0 2.0 2.0 2.0 2.1 2.8 3.0 3.0 3.0
Administrative/Program Assistant 1.0 1.0 1.0 1.0 0.8 1.0 0.8 1.0 1.0 1.0
Building Clerk 1.0 1.0 0.5 - - - - - - -
Bylaw Enforcement Clerk - - 0.4 2.7 2.9 2.6 2.7 3.0 3.0 3.0
Dev Services Technician - - 1.7 2.8 2.9 2.9 2.8 3.0 3.0 3.0
Enforcement Clerk Part Time - - 0.2 0.3 - - - - - -
Clerk II 4.4 4.6 3.0 0.3 - - - - - -
Other - - - - 0.2 - - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 18.318.318.318.3 20.120.120.120.1 20.720.720.720.7 21.521.521.521.5 22.422.422.422.4 22.922.922.922.9 24.124.124.124.1 27.027.027.027.0 27.027.027.027.0 27.027.027.027.0
PWD – Licences, Permits and Bylaws
Financial Plan 2008 - 2012
District of Maple Ridge
88
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Inspections Inspections Inspections Inspections
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Admin Fee (24000-4100)-7 -9 -8 -8-8-8-8 --8 -8 -8 -8
Fees (24000-4220)-1 -1 ----------
Miscellaneous Income (24000-4390)-9 -7 -1 -1-1-1-1 --1 -1 -1 -1
Permits (24000-4445)-1,909 -2,257 -1,575 -1,700-1,700-1,700-1,700 8%-1,700 -1,700 -1,700 -1,700
Sale of Service (24000-4650)-8 -4 -6 -6-6-6-6 --6 -6 -6 -6
Total RevenueTotal RevenueTotal RevenueTotal Revenue -1,934 -2,278 -1,590 -1,715-1,715-1,715-1,715 8%-1,715 -1,715 -1,715 -1,715
ExpenseExpenseExpenseExpense
Advertising (24000-6010)--2 2222 -2 2 2 2
Legal (24000-7030)2 9 ----------
Memberships (24000-6270)2 2 2 2222 -2 2 2 2
Salaries (24000/24010-5500)921 989 969 1,1561,1561,1561,156 19%1,179 1,228 1,280 1,322
Service Severance Costs (24000-5150)--25 -----100%----
Supplies (24000-6300)59 52 41 47474747 15%47 47 47 47
Vehicle Charges (24000-7400)38 36 42 44444444 5%45 46 48 49
Wages (24010-5600)27 34 16 16161616 -17 18 18 19
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,049 1,122 1,097 1,2671,2671,2671,267 15%1,292 1,343 1,397 1,441
Total Total Total Total -885 -1,156 -493 -448-448-448-448 -9%-423 -372 -318 -274
Comments:Comments:Comments:Comments:
- Permits – Building activity has been brisk for the last several years. The budget has been increased slightly so
as not to rely on the current level of revenues.
- Salaries – The budget has been increased with the addition staff to address increased building activity. Addi-
tional staff includes a Plan Checker, a Lot Grading Technologist and a Trades Inspector.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been removed for 2008.
PWD – Licences, Permits and Bylaws
Financial Plan 2008 - 2012
District of Maple Ridge
89
Financial Plan Financial Plan Financial Plan Financial Plan –––– Licences and BylawsLicences and BylawsLicences and BylawsLicences and Bylaws
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Administration Fee (25000-4651)-11 -9 -10 -5-5-5-5 -50%-5 -5 -5 -5
Business Licences (53300-4342)-425 -559 -435 -500-500-500-500 15%-500 -500 -500 -500
Fees (27000-4220)-81 -58 -50 -50-50-50-50 --50 -50 -50 -50
Fines (multiple)-59 -79 -49 -49-49-49-49 --49 -49 -49 -49
Licences (26000-4340)-122 -185 -223 -280-280-280-280 26%-280 -280 -280 -280
Recovery - Other (25000-4372)-12 -15 -5 -5-5-5-5 --5 -5 -5 -5
Total RevenueTotal RevenueTotal RevenueTotal Revenue -710 -905 -772 -889-889-889-889 15%-889 -889 -889 -889
ExpenseExpenseExpenseExpense
Contract (multiple)295 281 305 307307307307 1%315 323 332 340
Disposal (26000-7310)--15 15151515 -15 15 15 15
Legal (53300-7030)23 9 ----------
Licenses / Permits (26000-6250)6 6 40 -----100%----
Miscellaneous (26000-6275)13 8 11 11111111 -11 11 11 11
Program Costs (53300-6325)2 2 ----------
Publicity & Promotions (53300-6330)5 3 3 4444 33%4 4 4 4
Salaries (multiple)626 650 703 819819819819 17%807 840 873 900
Studies & Projects (25000/53300-6380)--24 *24242424 *-----
Supplies (multiple)74 91 41 47474747 15%47 47 47 47
Vehicle Charges (25000-7400)16 18 13 18181818 38%19 20 20 21
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,060 1,068 1,155 1,2451,2451,2451,245 8%1,218 1,260 1,302 1,338
Total Total Total Total 350 163 383 356356356356 -7%329 371 413 449
* * * * includes carryforward amounts
CarrCarrCarrCarryforward:yforward:yforward:yforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Studies & Projects (25000/53300-6380)Sign bylaw, Bucolic bylaw development 11,775
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Studies & Projects (25000/53300-6380)Animal shelter study 12,500
Sign bylaw, Bucolic bylaw development 11,775
Comments:Comments:Comments:Comments:
- Business Licences – This has been increased to reflect a new fee schedule.
- Licences – The budget was increased in 2007; dog licensing fees were increased to cover debt servicing costs
for the new animal shelter. The budget was increased again in 2008 with the expectation that dog licensing
collections will increase with increased bylaw enforcement.
- Salaries – The increase in the 2008 budget includes an additional Bylaw Officer.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been removed for 2008.
PWD - Planning Department
Financial Plan 2008 - 2012
District of Maple Ridge
90
Services ProviServices ProviServices ProviServices Provideddeddedded
The Planning Department is responsible for pursuing Council’s direction in land use policy creation and the man-
agement of a variety of development applications. The Department is also involved with data collection, monitoring
and the dissemination of information and liaison with a number of internal and external agencies. A large compo-
nent of the Department’s service lies in the area of corporate support as assistance is given to committees of
Council as well as to initiatives from other areas of the corporation.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will be working on several strategies and plans including: Town Centre Plan, Parking Strategy, Zoning Bylaw,
Environmentally Sensitive Areas including Development Permit Area guidelines, an Agricultural Plan with the Agri-
cultural Advisory Committee, and the Liveable Region Strategic Plan. We will be adopting a Town Centre develop-
ment permit focused on sustainability issues, initiating a review of the Tree Protection bylaw and complete our work
on garden suites.
OrganiOrganiOrganiOrganization Chartzation Chartzation Chartzation Chart
Director of
Planning
Jane Pickering
Administrative
Assistant
Debbie Pope
Manager of Develop
and Environmental
Services
Chuck Goddard
Planner II
Rasika Acharya
Environmental
Planner
Rod Stott
Planning Technician
Jen Csikos
Ann Edwards
Adina Leung
Planning Assistant
Shared Position 1FTE
Tresa Muir
Rachel Ollenberger
Environmental
Technician
Gail Szostek
Development
Services Tech
Patty Carlow
Judy VanTunen
Manager of
Community Planning
Christine Carter
Planner II
Diana Hall
Lisa Zosiak
PWD - Planning Department
Financial Plan 2008 - 2012
District of Maple Ridge
91
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Planning 1.1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Community Planning - 1.0 1.0 0.3 1.0 1.0 1.0 1.0 1.0 1.0
Mgr of Develop’t and Envir Services 0.7 0.5 0.9 0.9 1.0 1.0 1.0 1.0 1.0 1.0
Environmental Planner - - - - - 1.0 1.0 1.0 1.0 1.0
Planner II 2.4 1.8 2.0 2.5 2.3 2.4 3.0 3.0 3.0 3.0
Planner I 0.7 0.9 0.6 - - - - - - -
Senior Planning Technician - 0.6 0.1 - - - - - - -
Senior Environmental Tech - 0.6 0.1 - - - - - - -
Environmental Technician 1.0 0.4 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Planning Landscape Technician 1.0 1.0 1.0 0.7 - - - - - -
Planning Technician 2.9 1.4 1.9 2.1 2.9 3.0 3.8 3.0 3.0 3.0
Planning Assistant II 1.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.8 1.0 1.0 1.0 1.1 1.3 1.0 1.0 1.0
Dev Services Technician - - 1.4 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Clerk II 0.5 1.2 0.7 - - - - - - -
Planning Student 0.3 0.7 0.4 - 0.2 0.3 - - - -
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 12.612.612.612.6 13.813.813.813.8 14.014.014.014.0 12.512.512.512.5 13.213.213.213.2 14.714.714.714.7 16.116.116.116.1 15.015.015.015.0 15.015.015.015.0 15.015.015.015.0
• Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
PWD - Planning Department
Financial Plan 2008 - 2012
District of Maple Ridge
92
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
Financial Plan Financial Plan Financial Plan Financial Plan –––– Planning DepartmentPlanning DepartmentPlanning DepartmentPlanning Department
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Applic Fees - ALR (53110-4123)-3 -1 -4 -4-4-4-4 --4 -4 -4 -4
Applic Fees - Dev Permit (53110-4124)-116 -131 -75 -89-89-89-89 19%-101 -101 -101 -101
Applic Fees - OCP (53110-4121)-9 -8 -8 -6-6-6-6 -25%-6 -6 -6 -6
Applic Fees - Subdivision (53110-4122)-130 -79 -80 -93-93-93-93 16%-105 -105 -105 -105
Application Fees (53110-4120)-144 -93 -80 -93-93-93-93 16%-105 -105 -105 -105
Erosion Sediment Contrl Permit (53110-4127)--17 ----------
Federal Grant (Conditional) (53120-4250)-2 -----------
Fees - Temp Ind/Comm Permit (53110-4125)-52 -29 -4 -4-4-4-4 --4 -4 -4 -4
Program Fees (53120-4230/4231)-1 --1 -1-1-1-1 --1 -1 -1 -1
Prov. Grant (Conditional) (53120-4252)-53 -----------
Sales (53110-4510)-7 -5 -7 -7-7-7-7 --7 -7 -7 -7
User Fees (53110-4222)-1 -2 -3 -2-2-2-2 -33%-2 -2 -2 -2
Total RevenueTotal RevenueTotal RevenueTotal Revenue -518 -365 -262 -299-299-299-299 14%-335 -335 -335 -335
ExpenseExpenseExpenseExpense
Committee Costs (53110/53120-6045)1 7 39 *44444444 *13%22 22 22 22
Consulting (53120-7005)2 4 134 *148148148148 *10%19 19 19 19
Contract (53110-7007)20 20 20 20202020 -20 20 20 20
Legal (53100/53110-7030)60 39 38 38383838 -38 38 38 38
Memberships (53110-6270)3 3 2 2222 -2 2 2 2
Publications (53110/53120-6335)1 1 2 2222 -2 2 2 2
Salaries (multiple)1,088 1,231 1,395 *1,4501,4501,4501,450 *4%1,391 1,444 1,499 1,544
Service Severance Costs (53100-5150)10 7 12 10101010 -17%10 10 10 10
Studies & Projects (multiple)61 35 223 *189189189189 *-15%----
Supplies (multiple)17 13 36 36363636 -36 36 36 36
Travel (53110/53120-6410)6 7 8 8888 -9 9 9 9
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,269 1,367 1,909 1,9471,9471,9471,947 2%1,549 1,602 1,657 1,702
Total Total Total Total 751 1,002 1,647 1,6481,6481,6481,648 0%1,214 1,267 1,322 1,367
* * * * includes carryforward amounts
PWD - Planning Department
Financial Plan 2008 - 2012
District of Maple Ridge
93
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Committee Costs (53110/53120-6045)Heritage Street Naming Program 9,100
Heritage Commission Projects - Plaques 4,383
Heritage Publication Grant (historical places)11,017
Statement of Significance 2,000
Consulting (53120-7005)OCP Consulting 15,000
Smart Growth on the Ground / Downtown 34,134
Silver Valley consulting - zoning & implementation 35,000
Town Center Plan 30,000
Salaries (multiple)Extra staff for workload/projects, overtime 150,274
Overtime - Town Centre Plan 25,000
Staffing - Amanda Issues 15,000
Studies & Projects (multiple)Environment related work 99,488
OCP Review 23,848
Planning - Tree Study 20,000
Zoning Bylaw Review 80,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Committee Costs (53110/53120-6045)Heritage - Street Naming Program 9,100
Heritage Publication Grant (historical places)11,017
Statement of Significance 2,000
Consulting (53120-7005)Agricultural Plan 50,000
OCP - implementation of initiatives 15,000
Silver Valley Consulting - Zoning & Implementation 35,000
Town Center Plan 29,000
Salaries (multiple)Extra staff for workload/projects, overtime 123,444
Studies & Projects (multiple)Downtown parking strategy 50,000
Environment related work 38,770
Planning - Tree Study 20,000
Zoning Bylaw Review 80,000
Comments:Comments:Comments:Comments:
- Application Fees – Application fees have been increased with the anticipation of fee increases.
- Salaries – An additional staff position has been added based on the increased revenues associated with the
fee increases.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
94
Services ProvidedServices ProvidedServices ProvidedServices Provided
The Operations Department is a front line provider for basic public works services including transportation facilities,
fleet management, storm water management, water distribution, and sewage disposal. Operational focus is on the
health and safety of the citizens of Maple Ridge; protecting the District’s large investment in the public works and
underground infrastructure; protecting the environment; maintaining current service levels; providing amenity and
convenience features; and providing these services at a minimum cost to the taxpayers in a manner as responsive
to their needs as possible.
2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis2008 Workplan Emphasis
We will be focusing on environmental sustainability by reviewing wastewater source control, assisting with the Sub-
division Control bylaw, conducting a comprehensive fleet analysis, green road construction for access during flood
events, annual dyke inspection and maintenance program, and a biofiltration pond maintenance and enhancement
program. We will undertake an annual watermain leak detection protection. A 5-year program to video and repair
problem locations is proposed which will improve our knowledge and help prioritize infrastructure replacement of
storm sewer. Landslide Repair on 284 Street is recommended in 2008. Freshet levels in 2007 highlight the pro-
posed raising of the Wharf Street sanitary pump station. We will conduct a Customer Satisfaction Survey that in-
volves garnering field responses from service calls.
Organization ChartOrganization ChartOrganization ChartOrganization Chart
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
95
Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2001-2007 FTE’s represent
actual hours worked plus paid leave; 2008-2010 represent forecasted staffing levels.
Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave)Actual FTE’s (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing
PositionPositionPositionPosition 2001200120012001 2002200220022002 2003200320032003 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010
Director of Engineering Operations 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Construction Superintendent - - - - 0.8 0.7 - - - -
Electro/Mechanical Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent Roadworkss 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent Sewerworks 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent Waterworks 1.0 0.6 1.0 0.9 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Procurement 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist - - - - - 1.0 1.0 1.0 1.0 1.0
Engineering Works Inspector 2.0 2.0 2.0 2.0 2.0 1.2 0.9 1.0 1.0 1.0
Buyer - - 0.2 1.0 1.0 0.5 1.0 1.0 1.0 1.0
Storekeeper II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Accounting Clerk II 1.0 1.0 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Buyer 0.1 0.1 0.1 - - - - - - -
Fleet Mtce Coord Clerk Typist III - - - 0.3 1.0 1.0 1.0 1.0 1.0 1.0
Storekeeper IA 0.5 - - - - - - - - -
Accounting Clerk I 0.2 - - 0.5 - - - - - -
Clerk II 1.0 1.5 1.0 1.2 1.7 1.8 1.8 1.0 1.0 1.0
Clerk I - 0.9 1.0 0.5 - - - - - -
Maintenance Student - - 0.3 0.4 0.4 0.1 - - - -
Foreman III 2.8 3.0 3.0 3.0 3.0 3.1 3.5 3.0 3.0 3.0
Foreman II 4.0 3.6 3.5 5.0 5.6 5.7 6.4 8.0 8.0 8.0
Tradesman Foreman 1.0 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson II - Electrician - - - 0.6 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson II - Mechanic 2.4 2.0 2.1 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Electronics Technician 1.0 2.5 2.9 3.0 2.9 2.8 2.2 2.0 2.0 2.0
Meter Maintenance Worker 1.0 1.0 1.0 0.9 0.7 0.4 1.0 1.0 1.0 1.0
Water System Operator - - - - - - 0.7 1.0 1.0 1.0
Equipment Operator V 1.0 1.0 0.9 1.0 0.9 0.9 1.0 1.0 1.0 1.0
Equipment Operator IVA 3.9 3.9 4.0 4.0 5.2 4.9 4.7 5.0 5.0 5.0
Equipment Operator IVB 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Equipment Operator III 2.0 2.0 2.6 2.6 2.0 2.0 2.0 2.0 2.0 2.0
Equipment Operator II 1.0 1.0 0.9 1.0 1.0 0.6 1.0 1.0 1.0 1.0
Yardperson II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker Utilities 3.9 2.9 2.8 2.4 2.5 4.3 5.0 5.0 5.0 5.0
Truck Driver III 2.9 2.7 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Truck Driver II 2.0 1.8 2.0 2.0 2.0 1.5 1.0 1.0 1.0 1.0
Sign Maintainer 1.0 1.0 1.0 1.0 1.2 1.8 2.0 2.0 2.0 2.0
Labourer 13.2 13.9 14.7 14.8 16.2 14.2 15.6 14.0 16.0 17.0
Water Maintenance Worker 2.0 2.0 2.0 2.3 3.0 2.2 1.9 3.0 3.0 3.0
FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 58.958.958.958.9 59.359.359.359.3 61.261.261.261.2 64.464.464.464.4 69.169.169.169.1 66.766.766.766.7 70.070.070.070.0 70.070.070.070.0 72.072.072.072.0 73.073.073.073.0
• The increase from 2007 to 2008 is mainly due to vacancies and unpaid leave. Where gaps may have been filled
by contracted services, these are not represented on the table.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
96
The base budgets for 2008-2012 for this department follow, along with the prior year budget and actual
amounts for the preceding two years.
FinanFinanFinanFinancial Plan cial Plan cial Plan cial Plan –––– Operations Operations Operations Operations
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
ExpenseExpenseExpenseExpense
Burden (Salaries) (multiple)-60 -44 -34343434 -----
Committee Costs (33100-6045)-4 5 *4444 *-20%2 2 2 2
Contributions from Others (30000-4820)----30-30-30-30 --30 -30 -30 -30
Dust Control (35100-8053)-2 4 4444 -4 4 4 4
Equipment Charges (33100/33200-8035)42 35 34 35353535 3%36 37 38 39
Equipment Maintenance (30000-8030)498 492 416 514514514514 24%522 532 542 551
Fees (39000-4220)-14 -12 -10 -10-10-10-10 --10 -10 -10 -10
Freight (12230-7350)4 8 4 4444 -4 4 4 4
Fuel (33200-7360)555 602 602 602602602602 -602 602 602 602
Fuel Sales (33200-7361)-243 -278 -306 -306-306-306-306 --306 -306 -306 -306
GVTA Grant - Downloaded Roads (33100-4261)-162 -165 -674 -674-674-674-674 --674 -674 -674 -674
GVTA Grant - Uploaded Roads (33100-4260)-290 -260 ----------
Insurance (multiple)119 85 115 133133133133 16%139 145 151 158
Maintenance - General (multiple)3,157 3,888 3,956 *3,3203,3203,3203,320 *-16%2,905 4,062 4,229 4,243
Preservice Fees (35300-4460)---26 -26-26-26-26 --26 -26 -26 -26
Program Costs (33100-6325)9 9 11 11111111 -11 11 11 11
Prov. Grant (Unconditional) (33100-4253)-56 -325 ----------
Radio & Communications (33100-6340)11 11 11 12121212 9%12 12 13 13
Salaries (multiple)758 790 800 850850850850 6%848 885 920 951
Service Severance Costs (multiple)--52 -----100%----
Small Tools & Equipment (33100-7390)15 17 15 15151515 -15 16 16 16
Supplies (multiple)63 73 73 73737373 -73 74 74 75
Training (33100-6400)26 24 24 24242424 -24 24 24 24
Utilities (33100-6500)5 16 17 17171717 -17 17 17 17
Vehicle Chgs Contra (Mtce) (33200-7405)-844 -1,228 -917 -1,036-1,036-1,036-1,036 13%-1,048 -1,067 -1,087 -1,105
Vehicle Chgs Contra (Replacmt) (33200-7410)-962 -726 -756 -869-869-869-869 15%-914 -991 -1,032 -1,078
Vehicle Costs (33100-6430)22 23 22 22222222 -23 24 24 25
Wages (33100-5600)105 122 95 98989898 3%101 105 109 113
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,758 3,163 3,567 2,8212,8212,8212,821 -21%2,330 3,452 3,615 3,619
Transfers
Interest Transfers (33100-ERR-9402)--74 74747474 -74 74 74 74
Special Projects (33100-6385)-96 10 560560560560 *5,500%----
Studies & Projects (32100/33100-6380)-83 335 -----100%----
Transfers Out (33100-ERR-9400)665 756 756 869869869869 15%914 991 1,032 1,078
Total TransfersTotal TransfersTotal TransfersTotal Transfers 665 935 1,175 1,5031,5031,5031,503 28%988 1,065 1,106 1,152
Total OperationsTotal OperationsTotal OperationsTotal Operations 3,423 4,098 4,742 4,3244,3244,3244,324 -9%3,318 4,517 4,721 4,771
* * * * includes carryforward amounts
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
97
Carryforward:Carryforward:Carryforward:Carryforward:
The prior year budget is a combination of the base budget plus any budget amounts that were approved for carry-
forward from the preceding budget year. Generally this is triggered when a budgeted expenditure is delayed from
one year to the next. The 2007/2008 columns of the Financial Plan indicate with an asterisk (*) those budget
amounts that include carryforward amount(s), and they are detailed as follows:
2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts2007 Carryforward Amounts
Committee Costs (33100-6045)Bicycle Advisory Committee 2,400
Maintenance - General (multiple)West Nile Virus - Mosquito Control 75,726
Weather delayed repatching work 200,000
2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts2008 Carryforward Amounts
Committee Costs (33100-6045)Bicycle Advisory Committee 1,200
Maintenance - General (multiple)West Nile Virus - Mosquito Control 35,310
Patch 232 St South of DTR, 124 Ave from 224 St to Edge 60,000
Special Projects (33100-6385)Fuel Storage Study 10,000
S Alouette Rvr Bridge Study 44,770
Comments:Comments:Comments:Comments:
- Equipment Maintenance –The 2008 budget has been increased to reflect the increased cost of repairs.
- Maintenance – General – The budget includes funding to cover the cost of growth. For more information on
growth related funding please see the Financial Plan Highlights section or the Financial Overview Report in-
cluded in Schedule 1.
- Prov. Grant – The 2007 amount is cost recoveries paid by the province for Disaster Financial Assistance.
- Service Severance – The actuarial estimate of these costs was provided at a more summary level. The budget
has been removed for 2008.
- Special Projects – This budget includes the carryforwards noted above. Also included are studies or design
projects from the capital program that do not result in a capital asset.
- Studies & Projects – 2007 included freshet preparation budget of $175,000 and $160,000 for a Fraser River
Embankment Study. The study is a 2008 carryforward included in the Engineering Department’s budget.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
98
Financial Plan Financial Plan Financial Plan Financial Plan –––– Sewer UtilitySewer UtilitySewer UtilitySewer Utility
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Contributions from Others (60000-4820)--18 ----------
Interest (60000/61000-4290)-2 -1 ----------
Investment Interest (60000-4295)-221 -201 -225 -225-225-225-225 --225 -225 -225 -225
M.F.A. Discharge (64000-4380)-12 -654 ----------
Parcel Charges (61000-4420)-707 -717 -697 -753-753-753-753 8%-791 -830 -872 -915
Prov. Grant (Unconditional) (61000-102-4253)-303 -276 -300 -295-295-295-295 -2%-295 -295 -295 -295
Sale of Service (61000-4600)-216 -200 -238 -249-249-249-249 5%-262 -275 -289 -303
Sales (61000-4510)-4,451 -4,730 -4,754 -5,092-5,092-5,092-5,092 7%-5,452 -5,837 -6,250 -6,692
Transfers In (60000-DCC-4910)-32 -----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -5,944 -6,797 -6,214 -6,614-6,614-6,614-6,614 6%-7,025 -7,462 -7,931 -8,430
ExpenseExpenseExpenseExpense
Admin Fees (61000-101-6005)2,450 2,630 2,636 2,9342,9342,9342,934 11%3,079 3,223 3,368 3,513
Appropriation of Surplus (61000-9010)-128 -462 -462 -946-946-946-946 105%-469 -1,082 341 361
Audit Fees (61000-7000)4 4 4 4444 -4 4 4 4
Burden (Salaries) (60000-5100)-15 -19 -13131313 -----
Consulting (60000/61000-7005)5 16 10 10101010 -10 10 10 10
Contract (64000-7007)1,993 1,993 1,993 1,9931,9931,9931,993 -1,993 1,993 1,993 1,993
Contribution to own Reserves (64000-9020)447 406 ----------
Contribution to Self-Insurance (64000-9021)7 7 7 7777 -7 7 7 7
Debt - Interest (multiple)47 6 6 3333 -50%----
Debt - Principal (multiple)305 51 51 46464646 -10%----
Insurance (61000-6210)46 44 56 55555555 -2%55 55 55 55
Insurance-Adj Fee / Deductible (61000-6211)--5 5555 -5 5 5 5
Maintenance - Buildings (62000-8060)223 225 226 245245245245 8%241 248 255 261
Maintenance - General (62000/63000-8056)264 236 307 299299299299 -3%317 337 358 377
Other Outside Services (61000-7051)5 5 5 5555 -5 5 5 5
Radio & Communications (61000-6340)7 7 8 8888 -8 8 8 8
Salaries (61000-5500)159 196 208 233233233233 12%241 251 261 270
Salary Transfers (61000-5450)437 489 488 510510510510 5%529 543 557 568
Service Severance Costs (60000-5150)8 8 13 11111111 -15%11 11 11 11
Small Tools & Equipment (61000-7390)18 16 10 10101010 -10 10 10 11
Utilities - Gas & Hydro (61000-6510)19 14 17 25252525 47%25 25 25 25
Utilities - Telephone (61000-6520)3 3 41 41414141 -41 41 41 41
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 6,304 5,875 5,629 5,5115,5115,5115,511 -2%6,112 5,694 7,314 7,525
TransfersTransfersTransfersTransfers
Transfer to Capital Funds (multiple)74 81 495 1,0181,0181,0181,018 106%893 1,751 602 894
Transfers Out (multiple)111 105 100 100100100100 -100 100 100 100
Total TransfersTotal TransfersTotal TransfersTotal Transfers 185 186 595 1,1181,1181,1181,118 88%993 1,851 702 994
Total Total Total Total 545 -736 10 15151515 50%80 83 85 89
Comments:Comments:Comments:Comments:
- Parcel Charges / Sales – The budget includes an increase in fees of 5% and an updated projection of the num-
ber of properties that will have sewer service.
- Appropriation of Surplus - Surplus is to be decreased by nearly a million dollars. This is largely due to the cost
of the planned capital projects.
- Transfer to Capital Funds – The amount of planned capital varies year to year which will impact the Appropria-
tion of Surplus.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
99
Financial Plan Financial Plan Financial Plan Financial Plan –––– Private ServicePrivate ServicePrivate ServicePrivate Service
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Access Culverts (33300-4481)-18 -7 ----------
Curb Let Down/Rd Extension (33300-4160)-21 -29 -35 -36-36-36-36 3%-36 -36 -36 -37
Ditch Enclosures (33300-4482)-2 -----------
Private Xing /Frontage /Storm (33300-4480)-41 -43 -59 -62-62-62-62 5%-63 -65 -67 -69
Total Total Total Total -82 -79 -94 -98-98-98-98 4%-99 -101 -103 -106
Financial Plan Financial Plan Financial Plan Financial Plan –––– Sewer Private ServiceSewer Private ServiceSewer Private ServiceSewer Private Service
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Connection (61000-4140)-49 -60 -76 -79-79-79-79 4%-82 -84 -87 -89
Disconnections (Revenue) (61000-4180)-3 -4 -3 -3-3-3-3 --3 -3 -3 -3
Preservice Fees (61000-4460)-1 -2 -9 -9-9-9-9 --9 -9 -9 -9
Tie-Ins (61000-4141)-2 -1 ----------
Total RevenueTotal RevenueTotal RevenueTotal Revenue -55 -67 -88 -91-91-91-91 3%-94 -96 -99 -101
ExpenseExpenseExpenseExpense
Connections - Preservice (61000-8011)3 3 13 13131313 -13 14 14 14
Special Projects (61000-6385)--65 375375375375 477%----
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 3 3 78 388388388388 397%13 14 14 14
Total Total Total Total -52 -64 -10 297297297297 -3070%-81 -82 -85 -87
Comments:Comments:Comments:Comments:
Special Projects – This includes projects that were planned through the capital program but do not result in a capi-
tal asset, including major maintenance, studies and design work.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
100
Financial Plan Financial Plan Financial Plan Financial Plan –––– Water UtilityWater UtilityWater UtilityWater Utility
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Contributions from Others (70000-4820)--18 ----------
Federal Grant (Conditional) (multiple)-1 -11 -11 -----100%----
Fines (71000-4240)-27 -31 -18 -18-18-18-18 --18 -18 -18 -18
Investment Interest (70000-4295)-196 -198 -150 -150-150-150-150 --150 -150 -150 -150
M.F.A. Discharge (74000-4380)-50 -43 ----------
Parcel Charges (71000-4420)-48 -57 -35 -72-72-72-72 106%-78 -85 -93 -101
Permits (71000-4445)-1 -1 ----------
Sale of Service (71000-4600)-1,926 -1,838 -1,886 -2,056-2,056-2,056-2,056 9%-2,241 -2,442 -2,662 -2,902
Sales (71000-4510)-5,079 -5,575 -5,634 -6,199-6,199-6,199-6,199 10%-6,892 -7,662 -8,519 -9,472
Transfers In (multiple)-147 -1,033 -147 -13-13-13-13 -91%----
Total RevenueTotal RevenueTotal RevenueTotal Revenue -7,475 -8,805 -7,881 -8,508-8,508-8,508-8,508 8%-9,379 -10,357 -11,442 -12,643
ExpenseExpenseExpenseExpense
Advertising (71000-6010)2 1 4 4444 -4 4 4 4
Appropriation of Surplus (71000-9010)93 -109 -109 -33-33-33-33 -70%497 -442 -207 1,721
Audit Fees (71000-7000)7 7 7 7777 -7 7 7 7
Burden (Salaries) (70000-5100)-51 -76 -17171717 -----
Consulting (71000-7005)5 11 10 10101010 -10 10 10 10
Contribution to own Reserves (74000-9020)231 589 ----------
Contribution to Self-Insurance (74000-9021)7 7 7 7777 -7 7 7 7
Debt - Interest (multiple)4 2 2 1111 -50%----
Debt - Principal (multiple)10 12 12 13131313 8%----
Insurance (71000-6210)44 43 50 50505050 -50 50 50 50
Insurance-Adj Fee / Deductible (71000-6211)--5 5555 -5 5 5 5
Maintenance - General (70000/72000-8056)1,027 1,213 1,076 1,1421,1421,1421,142 6%1,181 1,224 1,270 1,311
Meter Reading (71000-8049)15 20 10 13131313 30%14 14 15 15
Other Outside Services (71000-7051)319 1,331 299 166166166166 -44%166 199 438 438
Purchases (71000-7380)3,640 4,183 4,652 5,0685,0685,0685,068 9%5,562 5,971 6,400 6,831
Radio & Communications (71000-6340)8 8 9 9999 -9 9 9 10
Salaries (71000/72000-5500)300 376 395 406406406406 3%414 427 441 452
Salary Transfers (71000-5450)467 524 523 545545545545 4%564 578 592 603
Service Severance Costs (70000-5150)9 8 16 10101010 -38%10 10 10 10
Small Tools & Equipment (71000-7390)15 15 13 13131313 -14 14 14 14
Special Projects (71000-6385)---567567567567 -----
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 6,152 8,165 6,981 8,0208,0208,0208,020 15%8,514 8,087 9,065 11,488
Transfers
Transfer to Capital Funds (multiple)1,163 708 1,021 1,1821,1821,1821,182 16%997 2,407 2,518 1,299
Total TransfersTotal TransfersTotal TransfersTotal Transfers 1,163 708 1,021 1,1821,1821,1821,182 16%997 2,407 2,518 1,299
Total Total Total Total -160 68 121 694694694694 474%132 137 141 144
Comments:Comments:Comments:Comments:
- Parcel Charges – The 2008 budget reflects a 9% increase and an update to the number of parcels charged.
- Sales of Services / Sales – The 2008 budget reflects a 9% increase and an update to the number of units that
are connected to water.
- Other Outside Services – 2007 reflects a lump sum payout of regional debt. There will be costs for our portion
of capital projects that the region has underway. Our portion of the costs may be large enough that borrowing
is required resulting in debt payments.
- Purchases – The cost and consumption of water is expected to increase.
- Transfer to Capital Funds – The amount of planned capital varies year to year impacting the Appropriation of
Surplus.
PWD - Operations
Financial Plan 2008 - 2012
District of Maple Ridge
101
Financial Plan Financial Plan Financial Plan Financial Plan –––– Water Utility TransfersWater Utility TransfersWater Utility TransfersWater Utility Transfers
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
TransfersTransfersTransfersTransfers
Transfers Out (multiple)110 100 100 100100100100 -100 100 100 100
Total Total Total Total 110 100 100 100100100100 -100 100 100 100
Financial Plan Financial Plan Financial Plan Financial Plan –––– Water UtilityWater UtilityWater UtilityWater Utility----Private ServicePrivate ServicePrivate ServicePrivate Service
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
Account Category (G/L#)
RevenueRevenueRevenueRevenue
Connection (71000-4140)-311 -337 -155 -160-160-160-160 3%-164 -168 -173 -177
Disconnections (Revenue) (71000-4180)-5 -10 -5 -5-5-5-5 --6 -6 -6 -6
Hydrant Fees (71000-4270)-11 -11 -8 -8-8-8-8 --8 -8 -8 -8
Hydrant Relocation (71000-4142)-7 -23 ----------
Preservice Fees (71000-4460)---10 -10-10-10-10 --10 -10 -10 -10
Tie-Ins (70000/71000-4141)-55 -33 -65 -65-65-65-65 --65 -65 -65 -65
Total RevenueTotal RevenueTotal RevenueTotal Revenue -389 -414 -243 -248-248-248-248 2%-253 -257 -262 -266
ExpenseExpenseExpenseExpense
Connections - Preservice (71000-8011)26 38 20 20202020 -21 21 21 21
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 26 38 20 20202020 -21 21 21 21
Total Total Total Total -363 -376 -223 -228-228-228-228 2%-232 -236 -241 -245
Financial PlaFinancial PlaFinancial PlaFinancial Plan n n n –––– Recycling Recycling Recycling Recycling
All figures represent $’000 (thousands)
2006
Actuals
2007
Actuals
2007
Budget
2008 2008 2008 2008
BudgetBudgetBudgetBudget
Budget
Change
2009
Budget
2010
Budget
2011
Budget
2012
Budget
RevenueRevenueRevenueRevenue
Fees (51000-4220)-131 -144 -80 -100-100-100-100 25%-100 -100 -100 -100
Total RevenueTotal RevenueTotal RevenueTotal Revenue -131 -144 -80 -100-100-100-100 25%-100 -100 -100 -100
ExpenseExpenseExpenseExpense
Contract (51000-7007)824 899 931 937937937937 1%954 982 1,011 1,040
Insurance (51000-6210)1 2 2 2222 0%2 2 2 2
Lease Expense (51000-004-6230)11 12 11 12121212 9%12 12 12 12
Vehicle Charges (51000-7400)269 293 295 375375375375 27%386 436 449 463
Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,105 1,206 1,239 1,3261,3261,3261,326 7%1,354 1,432 1,474 1,517
TotalTotalTotalTotal 974 1,062 1,159 1,2261,2261,2261,226 6%1,254 1,332 1,374 1,417
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
102
District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge
TO:TO:TO:TO: His Worship Mayor Gordon Robson DATE:DATE:DATE:DATE: November 19, 2007
and Members of Council FILE NO:FILE NO:FILE NO:FILE NO:
FROM:FROM:FROM:FROM: Chief Administrative Officer ATTN: ATTN: ATTN: ATTN: Workshop/Business PlanningWorkshop/Business PlanningWorkshop/Business PlanningWorkshop/Business Planning
SUBJECTSUBJECTSUBJECTSUBJECT: 2008-2012 Financial Plan Overview
EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:
Earlier this spring, Municipal Council established the budget guidelines which staff have used to prepare the 2008
through 2012 Business and Financial Plans.
The purpose of this report is to provide Council with a high-level financial overview based on financial performance to
date, departmental business plans, and priorities for 2008 and beyond. The final outcome will be a Financial Plan Bylaw
for Council’s consideration.
RECOMMENDATRECOMMENDATRECOMMENDATRECOMMENDATION(S):ION(S):ION(S):ION(S):
• That staff be directed to prepare a 2008That staff be directed to prepare a 2008That staff be directed to prepare a 2008That staff be directed to prepare a 2008----2012 Financial Plan incorporating the Business Plans as presented on 2012 Financial Plan incorporating the Business Plans as presented on 2012 Financial Plan incorporating the Business Plans as presented on 2012 Financial Plan incorporating the Business Plans as presented on
NNNNoooovember 19vember 19vember 19vember 19 and November 26 and include the following:and November 26 and include the following:and November 26 and include the following:and November 26 and include the following:
1.1.1.1. Tax increase of 3% per year for general purposes in 2008 through 2012.Tax increase of 3% per year for general purposes in 2008 through 2012.Tax increase of 3% per year for general purposes in 2008 through 2012.Tax increase of 3% per year for general purposes in 2008 through 2012.
2.2.2.2. Tax increasTax increasTax increasTax increase of 1% per year for infrastructure sustainability in 2008 through 2012. e of 1% per year for infrastructure sustainability in 2008 through 2012. e of 1% per year for infrastructure sustainability in 2008 through 2012. e of 1% per year for infrastructure sustainability in 2008 through 2012.
3.3.3.3. The continued implementation of the Fire Department Master Plan and associated levy.The continued implementation of the Fire Department Master Plan and associated levy.The continued implementation of the Fire Department Master Plan and associated levy.The continued implementation of the Fire Department Master Plan and associated levy.
4.4.4.4. Growth in tax revenue from all property classes combined is estimated at 2.35% per year. GrowthGrowth in tax revenue from all property classes combined is estimated at 2.35% per year. GrowthGrowth in tax revenue from all property classes combined is estimated at 2.35% per year. GrowthGrowth in tax revenue from all property classes combined is estimated at 2.35% per year. Growth refers to irefers to irefers to irefers to in-n-n-n-
creases in property value due to noncreases in property value due to noncreases in property value due to noncreases in property value due to non----market changes, such as new construction. The actual growth is not market changes, such as new construction. The actual growth is not market changes, such as new construction. The actual growth is not market changes, such as new construction. The actual growth is not
known until early April of each year.known until early April of each year.known until early April of each year.known until early April of each year.
5.5.5.5. Water Utility rate increase of 9% per year; Sewer Utility rate increase of 5% per year; Recycling raWater Utility rate increase of 9% per year; Sewer Utility rate increase of 5% per year; Recycling raWater Utility rate increase of 9% per year; Sewer Utility rate increase of 5% per year; Recycling raWater Utility rate increase of 9% per year; Sewer Utility rate increase of 5% per year; Recycling rate increase of te increase of te increase of te increase of
3% per year, as discussed on page 3% per year, as discussed on page 3% per year, as discussed on page 3% per year, as discussed on page 113113113113....
6.6.6.6. Growth Packages, both new and previously approved, as detailed in Growth Packages, both new and previously approved, as detailed in Growth Packages, both new and previously approved, as detailed in Growth Packages, both new and previously approved, as detailed in Figure Figure Figure Figure 6666 on page on page on page on page 108108108108. New Growth . New Growth . New Growth . New Growth PacPacPacPack-k-k-k-
ages of $7,000 for 2011 and $242,000 for 2012, as detailed in ages of $7,000 for 2011 and $242,000 for 2012, as detailed in ages of $7,000 for 2011 and $242,000 for 2012, as detailed in ages of $7,000 for 2011 and $242,000 for 2012, as detailed in Figure Figure Figure Figure 6666 on page on page on page on page 108108108108 and in accordance with and in accordance with and in accordance with and in accordance with
Financial Sustainability Policy 5.52Financial Sustainability Policy 5.52Financial Sustainability Policy 5.52Financial Sustainability Policy 5.52----2.0. 2.0. 2.0. 2.0.
7.7.7.7. Extraordinary items to be fundExtraordinary items to be fundExtraordinary items to be fundExtraordinary items to be funded from General Revenue surplus totaling $560,000 for 2008, $95,000 for ed from General Revenue surplus totaling $560,000 for 2008, $95,000 for ed from General Revenue surplus totaling $560,000 for 2008, $95,000 for ed from General Revenue surplus totaling $560,000 for 2008, $95,000 for
2009 and $15,000 for 2011, as approved in the 20072009 and $15,000 for 2011, as approved in the 20072009 and $15,000 for 2011, as approved in the 20072009 and $15,000 for 2011, as approved in the 2007----2011 Financial Plan and detailed in 2011 Financial Plan and detailed in 2011 Financial Plan and detailed in 2011 Financial Plan and detailed in Figure Figure Figure Figure 7777 on page on page on page on page
109109109109....
8.8.8.8. CapCapCapCapital Works Program totaling $52 million for 2008, $29 million for 2009, $47 million for 2010, $35 million ital Works Program totaling $52 million for 2008, $29 million for 2009, $47 million for 2010, $35 million ital Works Program totaling $52 million for 2008, $29 million for 2009, $47 million for 2010, $35 million ital Works Program totaling $52 million for 2008, $29 million for 2009, $47 million for 2010, $35 million
for 2011 and $27 million for 2012, as summarized in Figure 9 and Figure 10 on page for 2011 and $27 million for 2012, as summarized in Figure 9 and Figure 10 on page for 2011 and $27 million for 2012, as summarized in Figure 9 and Figure 10 on page for 2011 and $27 million for 2012, as summarized in Figure 9 and Figure 10 on page 110110110110, with project listing , with project listing , with project listing , with project listing
on page on page on page on page 124124124124. . . .
9.9.9.9. The borrowing of funds in the amounts of $21.8 million for 2008, $10.8 million for 2009, $8.2 million for 2010 The borrowing of funds in the amounts of $21.8 million for 2008, $10.8 million for 2009, $8.2 million for 2010 The borrowing of funds in the amounts of $21.8 million for 2008, $10.8 million for 2009, $8.2 million for 2010 The borrowing of funds in the amounts of $21.8 million for 2008, $10.8 million for 2009, $8.2 million for 2010
and $5.3 million for 2011, as outlined in and $5.3 million for 2011, as outlined in and $5.3 million for 2011, as outlined in and $5.3 million for 2011, as outlined in Figure Figure Figure Figure 14141414 on page 115 and inon page 115 and inon page 115 and inon page 115 and in accordance with Financial Sustainabiaccordance with Financial Sustainabiaccordance with Financial Sustainabiaccordance with Financial Sustainabil-l-l-l-
ity Policy 5.52ity Policy 5.52ity Policy 5.52ity Policy 5.52----8.0. 8.0. 8.0. 8.0.
10.10.10.10. Allocation of sustainability funds to various business areas in the amounts of $418,000 for 2008, $863,000 Allocation of sustainability funds to various business areas in the amounts of $418,000 for 2008, $863,000 Allocation of sustainability funds to various business areas in the amounts of $418,000 for 2008, $863,000 Allocation of sustainability funds to various business areas in the amounts of $418,000 for 2008, $863,000
for 2009, $1.34 million for 2010, $1.84 million for 2011 and $2.38 million for 2012, as for 2009, $1.34 million for 2010, $1.84 million for 2011 and $2.38 million for 2012, as for 2009, $1.34 million for 2010, $1.84 million for 2011 and $2.38 million for 2012, as for 2009, $1.34 million for 2010, $1.84 million for 2011 and $2.38 million for 2012, as outlined in outlined in outlined in outlined in Figure Figure Figure Figure 19191919
on page on page on page on page 120120120120 and in accordance with Financial Sustainability Policy 5.52and in accordance with Financial Sustainability Policy 5.52and in accordance with Financial Sustainability Policy 5.52and in accordance with Financial Sustainability Policy 5.52----7.0 and 7.1. 7.0 and 7.1. 7.0 and 7.1. 7.0 and 7.1.
11.11.11.11. Incremental costs of three additional positions included in the base budgetIncremental costs of three additional positions included in the base budgetIncremental costs of three additional positions included in the base budgetIncremental costs of three additional positions included in the base budget as itemized near the bottom of Fias itemized near the bottom of Fias itemized near the bottom of Fias itemized near the bottom of Fig-g-g-g-
ure 12 on page 112. ure 12 on page 112. ure 12 on page 112. ure 12 on page 112.
12.12.12.12. Other Incremental Packages as listed in Figure 13 on page 113.Other Incremental Packages as listed in Figure 13 on page 113.Other Incremental Packages as listed in Figure 13 on page 113.Other Incremental Packages as listed in Figure 13 on page 113.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
103
• That staff be directed to seek elector approval to enable the District to obtain debt financing.That staff be directed to seek elector approval to enable the District to obtain debt financing.That staff be directed to seek elector approval to enable the District to obtain debt financing.That staff be directed to seek elector approval to enable the District to obtain debt financing.
• That staff be directed once the DCC ReThat staff be directed once the DCC ReThat staff be directed once the DCC ReThat staff be directed once the DCC Reserves are nearing depletion, to seek the Inspector of Municipalities’ approval serves are nearing depletion, to seek the Inspector of Municipalities’ approval serves are nearing depletion, to seek the Inspector of Municipalities’ approval serves are nearing depletion, to seek the Inspector of Municipalities’ approval
to include the interest portion of debt payments in DCC rates and to amend the DCC Bylaw accordingly. to include the interest portion of debt payments in DCC rates and to amend the DCC Bylaw accordingly. to include the interest portion of debt payments in DCC rates and to amend the DCC Bylaw accordingly. to include the interest portion of debt payments in DCC rates and to amend the DCC Bylaw accordingly.
DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION:
This report contains information that will assist in providing a high-level overview of the proposed 2008-2012 financial
plan. Specifically, details are provided on:
1.1.1.1. 2007 FINANCIAL OUTLO2007 FINANCIAL OUTLO2007 FINANCIAL OUTLO2007 FINANCIAL OUTLOOKOKOKOK ........................................................................................................................................... 104
2.2.2.2. WHERE THE MONEY COMEWHERE THE MONEY COMEWHERE THE MONEY COMEWHERE THE MONEY COMES FROM / WHERE IT ISS FROM / WHERE IT ISS FROM / WHERE IT ISS FROM / WHERE IT IS ALLOCATEDALLOCATEDALLOCATEDALLOCATED ................................................................................. 104
2.1 NEW REVENUE ........................................................................................................................................................... 105
2.2 TRANSFERS ............................................................................................................................................................... 105
2.3 EXPENDITURES ........................................................................................................................................................... 106
2.4 BUDGET ALLOCATIONS FOR GROWTH ............................................................................................................................. 108
2.5 SURPLUS AS A SOURCE OF FUNDS ................................................................................................................................ 109
2.6 CAPITAL PROGRAM ..................................................................................................................................................... 110
2.7 FINANCIAL PLAN RECONCILIATION ................................................................................................................................. 111
2.8 INCREMENTAL ADJUSTMENTS ....................................................................................................................................... 113
3.3.3.3. WATER, SEWER AND RECWATER, SEWER AND RECWATER, SEWER AND RECWATER, SEWER AND RECYCLING RATESYCLING RATESYCLING RATESYCLING RATES ...................................................................................................................... 113
4.4.4.4. BORROWINGBORROWINGBORROWINGBORROWING ................................................................................................................................................................... 114
5.5.5.5. FURTHER ITEMSFURTHER ITEMSFURTHER ITEMSFURTHER ITEMS ............................................................................................................................................................. 117
6.6.6.6. IMPACT TO THE “AVERAIMPACT TO THE “AVERAIMPACT TO THE “AVERAIMPACT TO THE “AVERAGE HOME”GE HOME”GE HOME”GE HOME” ............................................................................................................................... 117
7.7.7.7. RESERVESRESERVESRESERVESRESERVES....................................................................................................................................................................... 118
7.1 CAPITAL WORKS RESERVE ........................................................................................................................................... 118
7.2 INFRASTRUCTURE SUSTAINABILITY RESERVE ................................................................................................................... 119
7.3 CRITICAL BUILDING INFRASTRUCTURE RESERVE .............................................................................................................. 120
7.4 FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE ......................................................................................................... 120
7.5 FIRE DEPARTMENT EQUIPMENT REPLACEMENT RESERVE ................................................................................................. 121
8.8.8.8. TOWN CENTRE COMMERCITOWN CENTRE COMMERCITOWN CENTRE COMMERCITOWN CENTRE COMMERCIAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATION ................................................................................................................... 122
9.9.9.9. CONCLUSIONSCONCLUSIONSCONCLUSIONSCONCLUSIONS ................................................................................................................................................................ 122
10.10.10.10. INFRASTINFRASTINFRASTINFRASTRUCTURE SUSTAINABILIRUCTURE SUSTAINABILIRUCTURE SUSTAINABILIRUCTURE SUSTAINABILITYTYTYTY .............................................................................................................................. 123
11.11.11.11. CAPITAL WORKS PROGRACAPITAL WORKS PROGRACAPITAL WORKS PROGRACAPITAL WORKS PROGRAM PROJECT LISTINGM PROJECT LISTINGM PROJECT LISTINGM PROJECT LISTING ............................................................................................................ 124
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
104
1.1.1.1. 2007 Financial Outlook 2007 Financial Outlook 2007 Financial Outlook 2007 Financial Outlook
To set some context leading into the financial plan discussion, our financial performance in the General Revenue Fund to
the end of August is briefly reviewed, beginning with revenues:
• The 2007 financial plan continued a trend of aggressive revenue targets over prior years. The community has
seen another year of brisk development activity and this will be reflected in our fees and charges, with revenues
likely to exceed budget by about $400,000.
• The resale of units in the Ridge Meadows Seniors Society building has resulted in $410,000 in revenue for the
District. This revenue was not included in the Financial Plan.
• The investment performance of an MFA sinking fund netted revenue of $95,000 over and above the discharge of
the original debt. This amount has been transferred to the LIP fund as the debt was originally incurred to ad-
vance a local improvement.
• Delays in implementing the gravel strategy are likely to result in revenues of $300,000 not being realized.
On the expenditure side of the General Revenue fund, some of the key projections to year-end are:
• The RCMP contract will come in lower than expected, resulting in a positive variance of up to $700,000. In ac-
cordance with policy, much of this amount will likely be transferred into the Police Services Reserve to provide
some capacity to address community safety priorities.
• Savings in Engineering and Operations of up to $250,000 are anticipated as some studies scheduled for 2007
have been delayed. Much of this amount will be carried forward to complete these studies in 2008.
• In the Planning area there will likely be $300,000 – $400,000 required to be carried to 2008 to provide for the
completion of studies and projects.
• Savings of up to $400,000 in salaries (Finance; Information Services; Economic Development; Community De-
velopment, Parks and Recreation) are estimated due to delays in filling vacancies.
It is difficult to predict year-end results with any certainty as we often see larger expenditures occur in the fourth quarter.
So although the items detailed above point towards a General Revenue Surplus it may be prudent to wait for more cer-
tain information to commit any of this projected amount to new initiatives.
2.2.2.2. Where the Money Comes From / Where It Is AllocatedWhere the Money Comes From / Where It Is AllocatedWhere the Money Comes From / Where It Is AllocatedWhere the Money Comes From / Where It Is Allocated
This section provides a look at what the District can expect in additional revenue each year over and above the amount
generated in 2007. Growth in the tax base and property tax increases provide the bulk of new revenue.
Figure 1 illustrates the growth rate and tax increase assumptions reflected in the proposed financial plan and the new
revenue generated by these assumptions. The growth rate is the impact on tax revenue from all the non-market changes
(i.e. new construction) in property assessments. Property tax rates vary by class of property with most classes of property
paying a higher rate than the residential class. Even if the residential growth rate exceeds 2.35% the overall growth in
tax revenue is still dependant on growth in non-residential property classes such as business and light industry proper-
ties.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
105
2.1 New Revenue
Figure Figure Figure Figure 1111: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue
Item 2008 2009 2010 2011 2012
Previous Year's Taxation 42,600,000 45,900,000 49,450,000 53,150,000 57,050,000
Growth Rate 2.35% 2.35% 2.35% 2.35% 2.35%
Growth Revenue 1,000,000 1,100,000 1,150,000 1,250,000 1,350,000
Previous Year's Taxation + Growth 43,600,000 47,000,000 50,600,000 54,400,000 58,400,000
Tax Increase Rate 4.00% 4.00% 4.00% 4.00% 4.00%
Tax Increase 1,650,000 1,800,000 1,900,000 1,950,000 2,150,000
Fire Levy Increase 650,000 650,000 650,000 700,000 300,000
Total Increase in Taxation + Growth 3,300,000 3,550,000 3,700,000 3,900,000 3,800,000
Next Year's Taxation Base 45,900,000 49,450,000 53,150,000 57,050,000 60,850,000
Increases in other revenue: 950,000 200,000 150,000 200,000 150,000
Increase in General Revenue 4,250,000 3,750,000 3,850,000 4,100,000 3,950,000
The District is projected to have $4.25 million in additional revenue in 2008, over what was available in general revenue
in 2007. The following tables show the demands against this revenue.1
2.2 Transfers
The District has committed to making transfers to certain reserves. Approximate amounts, shown in the next table, give
an indication of annual financial pressure on taxation revenues before expenditures have been considered. These
amounts reflect the change from one year to the next, rather than gross amounts to be transferred, to reflect the draw
against each year’s additional revenue.
Figure Figure Figure Figure 2222: Conceptual Overview of Transfers: Conceptual Overview of Transfers: Conceptual Overview of Transfers: Conceptual Overview of Transfers
Item 2008 2009 2010 2011 2012
Increase in General Revenue 4,250,000 3,750,000 3,850,000 4,100,000 3,950,000
Transfers to Reserves:
Infrastructure Sustainability -400,000 -450,000 -500,000 -500,000 -550,000
Facilities Maintenance Reserve -50,000
Fire Dept. Capital Acquisition Reserve -50,000 100,000 -150,000 -150,000 -50,000
Police Services Reserve 100,000 -150,000 50,000 -50,000 -150,000
Other Transfers -100,000 -100,000 -50,000 -100,000 -100,000
Available after transfers 3,750,000 3,150,000 3,200,000 3,300,000 3,100,000
Figure 2 shows the change in annual transfers to various reserves. Beginning in 2008, the allocation of 1% tax increase
was directed by Council towards infrastructure sustainability in support of the District’s financial sustainability policies.
Replacement issues are also addressed with a $50,000 increase to the facilities replacement reserve in 2008. Fire Hall
#4 operating costs in previous financial plans for 2008 are no longer required due to a delay in construction and have
been allocated to the fire capital reserve to assist with inflationary pressures. The balance of the changes in the fire capi-
tal reserve is due to growth-related enhancements increasing the amount transferred to the reserve beginning in 2010.
The remaining new revenue, after these reserve issues are dealt with, is $3.75 million for 2008.
1 Items with offsetting entries within general revenue have been removed for simplicity.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
106
2.3 Expenditures
Beyond the transfers noted above, a number of adjustments to expenditures are required. We experienced inflationary
pressures in a number of areas that must be provided for. The impacts of these expenditure adjustments are captured in
Figure 3 below and a discussion follows. In addition, growth-related enhancements have been addressed and are de-
tailed in Figure 5 on page 108.
Figure Figure Figure Figure 3333: Conceptual Overview of Expenditure Changes : Conceptual Overview of Expenditure Changes : Conceptual Overview of Expenditure Changes : Conceptual Overview of Expenditure Changes
Item 2008 2009 2010 2011 2012
Labour (excluding Fire Dept) -1,420,000 -900,000 -890,000 -890,000 -760,000
Fire Department -750,000 -940,000 -790,000 -840,000 -440,000
Policing (RCMP, IHIT, ERT, ECOMM) -1,220,000 -730,000 -900,000 -750,000 -850,000
Fraser Valley Regional Library -40,000 -110,000 -110,000 -120,000 -120,000
Inflation Allowance 0 -130,000 -130,000 -140,000 -140,000
Debt <increase>/decrease 40,000 60,000 0 30,000 0
Growth *0 -460,000 -420,000 -650,000 -220,000
Capital Funded from General Revenue -100,000 0 0 0 -140,000
Other -190,000 -20,000 20,000 10,000 -100,000
Available after expenditures 70,000 -80,000 -20,000 -50,000 330,000
Surplus from prior year and rounding -25,650 94,791 30,272 55,600 39,677
General Revenue Surplus 44,350 14,791 10,272 5,600 369,677
* The growth in 2008 has largely been distributed and captured in the other categories above such as labour. The increase in
funds for growth related items is discussed later and can be seen in Figure 5. It is important to note that in the preceding three
tables, the numbers represent a change from one year to the next. For example, in Figure 3 above, the labour amount means
that 2008 costs are forecasted to be $1.4 million higher than 2007, so will require $1.4 million of the new revenue forecasted for
2008.
Little discretion exists in funding many of these items as they are associated with existing contracts (as in labour, RCMP
contract, library, recycling), or in the case of the Fire Department Master Plan, related to a change in the fire service de-
livery model.
These next few points provide further detail about items in Figure 3:
• LabourLabourLabourLabour: This line includes wage and benefit cost increases. Included in the amount is a contingency for in-
creased benefit costs. There were several positions added through succession planning and labour cost associ-
ated with growth. There were additional positions added due to increased activity in the development services
area. The remainder of the increase is the cost of existing positions including pay increases and employee bene-
fit costs.
• Fire DepartmentFire DepartmentFire DepartmentFire Department: Implementation of the Fire Department Master Plan is reflected, plus operating costs associ-
ated with operating a fourth fire hall after construction in 2008. The balance of the increase is the cost of exist-
ing positions including pay increases.
• PolicingPolicingPolicingPolicing: This line includes the cost for contracts associated with Police Services including RCMP, centralized
dispatch services, and regional initiatives such as an Integrated Homicide Team and an Emergency Response
Team. New regional initiatives have been added in 2008 that include Forensic Identification, a dogs unit, and a
traffic reconstruction unit. Maple Ridge has been selected to pilot a Community Safety Officers program. The
RCMP contract has been adjusted to accommodate two additional members per year in 2008 though 2010,
three more in 2011, and four in 2012. Funding from the Police Services Reserve softens the impact to taxpay-
ers.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
107
• LibraryLibraryLibraryLibrary: The cost of the contracted service with FVRL is estimated to increase by 5% per year after 2008.
Changes in exchange rates, service levels or other factors that change the allocation of costs among members
may impact this figure.
• Inflation AllowanceInflation AllowanceInflation AllowanceInflation Allowance: There is no contingency for inflation for 2008 beyond what has been allocated to specific
areas and included in specific contracts. Beyond 2008, a small contingency exists to deal with inflationary pres-
sures that have not been addressed within individual budget areas.
• DebtDebtDebtDebt: New debt payments were already included for an animal shelter in the 2007-2011 Financial Plan. Other
payments are dropping off as existing debt expires. Any additional debt which is paid for through reserve funds
has not been highlighted here but is covered through funds in the reserves. Debt is discussed in more detail
under the section called “Borrowing” starting on page 114.
• GrowthGrowthGrowthGrowth: Growth projections and increases to revenues as a result of growth are built in. In order to recognize
the cost side associated with growth, a demand on the new revenues is recognized in a number of growth in-
crements within budgets in alignment with Financial Sustainability Policy 5.52-2.0. Some are directed towards
general areas rather than specific programs. As we approach those years and the community’s needs are more
certain these packages will be allocated more specifically. The growth funding and where it is being allocated is
noted in Figures 5 and 6 shown below.
• OtherOtherOtherOther: This line captures numerous minor adjustments to other accounts such as materials, utilities, training,
supplies, and maintenance.
Of the $4.25 million available in new revenue, the demand from just the labour category alone (Figure 3) is 35%, exclud-
ing Fire Department labour. Infrastructure Sustainability requires 9%. The RCMP contract continues to increase at a rate
beyond the District’s general tax increase. The Fire Master Plan implementation increases each year, along with a spe-
cial tax levy to support it. The inflation allowance covers over 1,000 items, amounting to almost $8 million in materials
and services, for which increases are not specifically built into departmental budgets. A general increase is captured in
fiscal services to cover inflationary increases.
Following is a chart illustrating the distribution of new revenues for the 2008 year.
Figure Figure Figure Figure 4444: Conceptual Overview of Distribution of New Revenue : Conceptual Overview of Distribution of New Revenue : Conceptual Overview of Distribution of New Revenue : Conceptual Overview of Distribution of New Revenue ---- $4.25 million, 2008 $4.25 million, 2008 $4.25 million, 2008 $4.25 million, 2008
Labour $1.42 M
34%
Fire Master Plan
$750K
18%
Fire Capital $50K
1%
Policing $1.22M
29%
Infrastructure
Sustainability
$400K
9%
Capital Program
$100K
2%
Other Categories
$310K
7%
The preceding section provided a brief overview of increases in revenues, and where that money goes. It illustrated
those items that have an impact on general revenue. The rate of cost increases in certain areas is beyond the rate of the
general tax increase, leaving minimal room for enhancements, unless reductions are considered in other areas.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
108
2.4 Budget Allocations for Growth
The discussion above touched on growth amounts allocated to budget areas, but only to the extent that they drew upon
general revenue. The following table captures all growth allocations in the financial plan. Some are directed towards
general areas rather than specific programs. As we approach later years and the community’s needs are more certain
these packages will be allocated more specifically.
Figure Figure Figure Figure 5555: G: G: G: Growth Packages in Financial Plan (both approved and proposed)rowth Packages in Financial Plan (both approved and proposed)rowth Packages in Financial Plan (both approved and proposed)rowth Packages in Financial Plan (both approved and proposed)
Source Allocated to: 2007 2008 2009 2010 2011 2012
General Rev Operations 20,000 40,000 135,000 175,000 250,000 350,000
Fire Department 45,000 100,000 175,000 250,000 250,000
Parks Maintenance 75,000 135,000 245,000 350,000 450,000
Software Maintenance 10,000 20,000 30,000 40,000 57,000 77,000
Public Works & Development
Transportation Technician 45,000 50,000 50,000 50,000 50,000
Balance to be allocated 75,000 135,000 260,000 260,000
Corporate & Financial Services
Property Clerk 45,000 45,000 45,000 45,000 45,000
Balance to be allocated 80,000 140,000 265,000 265,000
Community Dev, Parks & Rec
Recreation Growth 31,700 123,400 142,400 148,500 152,500
Balance to be allocated 13,300 1,600 42,600 161,500 157,500
General Revenue Subtotal 30,000 315,000 775,000 1,190,000 1,837,000 2,057,000
Surplus *Parks Growth Incremental 150,000 100,000 50,000
Water Rev Water Maintenance 15,000 30,000 45,000 60,000 75,000 90,000
Sewer Rev Sewer Maintenance 10,000 20,000 30,000 40,000 50,000 60,000
Additional funding for the Parks area to deal with future growth comes mainly from general revenue, building up incre-
mentally. However, a significant amount of green space had been turned over to the Parks area and some funding was
required earlier to bridge the gap. There was no capacity within general revenue in 2007 to increase the growth alloca-
tion so surplus was targeted to fill the gap. The use of surplus is discussed in a subsequent section.
Of the amounts in the table above, a significant amount had been previously approved in the 2007-2011 financial plan.
For reference, the following table outlines just those amounts which represent new allocations.
Figure Figure Figure Figure 6666: New Growth Packages: New Growth Packages: New Growth Packages: New Growth Packages
Source Allocated to: 2008 2009 2010 2011 2012
General Rev Operations 100,000
Software Maintenance 0 0 7,000 17,000
Community Dev Parks & Rec Growth 100,000
General Revenue Subtotal 0 0 0 7,000 217,000
Water Rev Water Maintenance 15,000
Sewer Rev Sewer Maintenance 10,000
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
109
2.5 Surplus as a Source of Funds
Several projects were unable to be funded from increases in revenues. The District’s 2006 surplus as well as prior year’s
accumulated surplus had been targeted to provide funding for the following projects:
Figure Figure Figure Figure 7777: Items to be funded from Surplus: Items to be funded from Surplus: Items to be funded from Surplus: Items to be funded from Surplus
Item 2008 2009 2010 2011 2012
Approved in prior financial plans:
BC Disability Games 45,000 45,000
Citizen Satisfaction Survey 15,000 15,000
Park Growth Incremental* 100,000 50,000
Succession Planning Implementation 400,000
560,000 95,000 0 15,000 0
* Park Growth Incremental is meant to bridge a funding gap, for maintenance activities in areas added to our inventory, until some
scheduled growth funding begins to catch up in 2008 and 2009.
Succession Planning Implementation was funded in 2007 with funds being allocated in 2007 and 2008. Succession
Planning may take many forms and the timing of it varies, based on the specific set of circumstances each area faces.
The funding to date has been allocated as follows:
Figure Figure Figure Figure 8888: Succession Planning Implementation: Succession Planning Implementation: Succession Planning Implementation: Succession Planning Implementation
Succession Planning 2007 2008 2009 2010 2011 2012
Opening Balance 0 320,000 237,000
Funding 510,000 400,000
Allocation
Corporate & Financial Services -130,000 -225,000 -115,000
Operations Centre -60,000 -163,000 -75,000
Parks and Leisure Services -95,000 -10,000
Other -37,000
Closing Balance 320,000 237,000 0
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
110
2.6 Capital Program
The five-year Capital Works Program is approaching $190 million; 2008 capital spending is in excess of $52 million. In
addition to the amounts proposed in the financial plan, developers will contribute millions in subdivision infrastructure to
our expanding asset base. A detailed project list is included in an Appendix beginning on page 124.
Figure Figure Figure Figure 9999: Proposed Capital Spending by Category: Proposed Capital Spending by Category: Proposed Capital Spending by Category: Proposed Capital Spending by Category
Category 2008 2009 2010 2011 2012 Total
Drainage 11,673,567 1,920,942 885,709 5,976,387 6,300,824 26,757,429
Government Services 10,950,835 230,000 245,000 390,000 95,000 11,910,835
Highways 10,241,147 19,991,608 34,436,007 19,841,480 4,857,922 89,368,164
Operating Capital 45,045 45,045 45,045 45,045 45,045 225,225
Park Acquisition 6,450,073 0 1,531,999 1,882,980 4,177,133 14,042,185
Park Improvement 520,756 1,526,133 312,250 824,021 3,225,810 6,408,970
Protective Services 8,876,500 1,668,960 505,000 735,000 1,665,000 13,450,460
Recreation Services 100,000 0 175,000 14,000 0 289,000
Sewage 1,262,804 1,088,019 3,785,639 1,055,412 1,144,178 8,336,052
Technology 813,520 1,236,577 1,243,071 941,273 1,396,423 5,630,864
Water 1,488,690 1,337,364 3,607,128 3,321,739 3,707,269 13,462,190
Total Capital Program 52,422,937 29,044,648 46,771,848 35,027,337 26,614,604 189,881,374
The following table illustrates the sources of funding for these projects. The proposed capital program is much larger
than previous plans due to an increase in borrowing (Debt Financing) and projected funding from other sources including
TransLink and grants from provincial and federal governments.
Figure Figure Figure Figure 10101010: Proposed Capital Funding Sources: Proposed Capital Funding Sources: Proposed Capital Funding Sources: Proposed Capital Funding Sources
Funding Source 2008 2009 2010 2011 2012 Total
Debt Financing 20,866,185 10,775,600 8,160,000 5,250,000 0 45,051,785
DCC Fund (not debt)6,883,311 4,229,072 8,732,766 5,214,541 7,377,648 32,437,338
General Revenue 2,315,941 2,254,456 2,329,642 2,323,330 2,464,055 11,687,424
Capital Works Reserve 1,765,560 674,367 1,434,097 343,569 670,598 4,888,191
Infrastructure Sustainability Reserves 401,000 481,000 761,000 611,000 2,037,772 4,291,772
Fire Dept Capital Reserve 2,108,500 1,033,960 70,000 350,000 950,000 4,512,460
Equip Replacement Reserves 1,564,358 2,350,035 2,653,617 1,735,125 2,169,265 10,472,400
Translink 661,867 3,881,490 75,000 5,300,000 212,500 10,130,857
Sewer Capital 1,017,829 892,669 1,750,439 599,937 892,678 5,153,552
Water Capital 1,181,715 996,264 2,405,510 2,514,835 1,295,546 8,393,870
Grants, LIP, 3rd Parties 12,696,750 1,045,700 17,383,415 10,126,950 8,241,492 49,494,307
Other Funding Sources 959,921 430,035 1,016,362 658,050 303,050 3,367,418
Total Capital Program 52,422,937 29,044,648 46,771,848 35,027,337 26,614,604 189,881,374
Debt financing provides $45 million over the five-year plan. Borrowing is used for a variety of projects and is discussed in
detail in Section 4 Borrowing, with Figure 14 listing the debt-funded projects. The DCC Reserve funds $32.4 million in
projects over the five-year plan. The DCC Reserve fund also services debt payments which are discussed in more detail
in Section 4, Borrowing. General Revenue is contributing more towards capital than previous financial plans, $100,000
a year more in 2008 though 2011 and $250,000 more in 2012.
Reserves are a key funding source for capital as they allow for strategic financial planning and facilitate gradual rate in-
crease to taxpayers. The reserve balances and projections for key reserves are shown in Section 7, page 118. The Infra-
structure Sustainability Reserve is used for major rehabilitation and replacement of the District’s infrastructure. The Fire
Department Capital Reserve is used for the acquisition of new growth-related facilities and equipment. Within the
Equipment Replacement Reserve the fire department, public works operations and technology all have dedicated equip-
ment replacement funds. Other Funding Sources references sources such as our own reserve accounts.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
111
The capital program includes funding from others in the amount of nearly $60 million and is itemized in the table below.
Some of this funding is secured and some is optimistic; the projects proceeding are contingent on receiving assurance
that the funding is secured.
Figure Figure Figure Figure 11111111: Capital : Capital : Capital : Capital Funded by Others Funded by Others Funded by Others Funded by Others
Projects Funded by Others 2008 2009 2010 2011 2012 Total
Translink
Abernethy Way 650,414 3,831,490 5,250,000 9,731,904
Other 11,453 50,000 75,000 50,000 212,500 398,953
Translink Total 661,867 3,881,490 75,000 5,300,000 212,500 10,130,857
Grants, LIP, 3rd Parties
Non-specific Local Improvments 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000
Drainage - Fraser Escarpment North 5,000,000 5,000,000 10,000,000
Drainage - Other Projects 105,000 43,750 200,000 348,750
Drainage - Albion Dyke Work 6,950,000 6,950,000
Drainage - Best Street Dyke & P/S 400,000 400,000
Highways - Tamarack Lane 600,000 600,000
Drainage - Kanaka Flood Study 40,000 40,000
Highways - River Road 2,975,000 2,975,000
Grants - Spirit Square 500,000 500,000
Bridge 240 St @ S. Alouette 15,840,000 15,840,000
Abernethy Way 4,000,000 4,000,000
Highways Projects 112,500 341,465 125,000 258,042 837,007
Whonnock Lake - Canoe Facility 1,980,000 1,980,000
Other 14,250 1,950 1,950 1,950 3,450 23,550
Grants, LIP, 3rd Parties Total 12,696,750 1,045,700 17,383,415 10,126,950 8,241,492 49,494,307
Total Project Funded by Others 13,358,617 4,927,190 17,458,415 15,426,950 8,453,992 59,625,164
2.7 Financial Plan Reconciliation
The discussion so far has focused on the additional revenues that come into the municipality and the demands upon
them. This next section outlines how this information applies to the financial plan that Council will be considering. In
December 2006, Council approved a financial plan for 2007 through 2011. This is used as a basis to create a 2008-
2012 financial plan.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
112
Figure Figure Figure Figure 12121212: Reconciliation of 2007: Reconciliation of 2007: Reconciliation of 2007: Reconciliation of 2007----2011 Financial Pla2011 Financial Pla2011 Financial Pla2011 Financial Plan to 2008n to 2008n to 2008n to 2008----2012 Proposed Financial Plan 2012 Proposed Financial Plan 2012 Proposed Financial Plan 2012 Proposed Financial Plan
2008 2009 2010 2011
Adopted GRF Surplus December 18, 2006 17,145 1,994 12,470 126,527
Taxation - revise real growth 190,543 161,541 139,339 138,593
Change timing on police reserve transfers -170,000 70,000 200,000 135,000
Adjusted Balance 37,688 233,535 351,809 400,120
Corporate and Financial Services (C&FS)
Police Services
RCMP Contract (86 members to 88,90,92,95,99) -129,200 -481,000 -679,000 -800,500
Increase in traffic fine revenue 125,000 125,000 125,000 125,000
Increase Pitt Meadows cost recovery 34,800 34,800 34,800 34,800
Elections -30,000 -10,000 -10,000 -10,000
Other Corporate and Financial Services -39,800 31,700 21,600 15,400
Subtotal after C&FS -1,512 -65,965 -155,791 -235,180
Fiscal - Reduction in Inflation Contingency 146,400 280,800 379,200 471,300
Fiscal - Increase Capital to $2.3M (4.4% of taxes in 2011)-100,000 -100,000 -100,000 -100,000
Administration -5,400 -9,500 -14,300 -22,600
Community Development Parks and Recreation (CDPR)
Maintenance - Randy Herman Public Safety Building -53,600 -53,700 -53,800 -53,900
Emergency Prog. Contract ($12,000 offset in Cost Share)-14,200 -14,200 -14,200 -14,200
Recreation - Pitt Meadows Senior's Pavilion -39,800 -40,200 -40,600
Pitt Meadows Cost Share 39,000 62,500 64,700 69,600
Golf Course revenues 19,700 19,700 19,700 19,700
Pitt Meadows Youth Action Park mentoring program -25,800 -26,500 -27,300
Arena Contract (CPI adjustment, every 5 years) -57,000 -57,000 -57,000
Other CDPR -34,200 -24,100 -27,400 -30,700
Library Contract 59,300 62,300 65,400 68,700
Subtotal after C&FS, Fiscal, Admin and CDPR 55,488 35,235 39,809 47,820
Public Works and Development (PW&D)
Business Licences Revenue 60,000 60,000 60,000 60,000
Permits Revenue 125,000 125,000 125,000 125,000
Dog Licence Revenue 105,000 105,000 105,000 105,000
Lot Grading Technologist (+1 FTE)-81,000 -83,600 -86,200 -91,500
License Inspector/Bylaw Officer & other (+1 FTE)-78,500 -80,500 -83,000 -85,000
Inspections Salaries & Office Exp.(+1 FTE)-65,500 -67,500 -69,500 -71,500
Other adjustments -2,638 -5,344 -7,337 -10,720
Subtotal after C&FS, Fiscal, Admin, CDPR and PW&D 117,850 88,291 83,772 79,100
Transfer to Surplus: Prior to Recommended Packages 117,850 88,291 83,772 79,100
There are three incremental staff positions included in the above reconciliation under Public Works and Development.
They are directly attributable to increased workloads and are more than offset by increased revenues. The new positions
are a Lot Grade Technologist, a Bylaw Officer, and a Plan Checker.
The preceding table reconciles the changes to the previously adopted financial plan. It demonstrates that even with pro-
jected growth of 2.35% and an annual 4% tax increase, there is little room for discretion and not all areas requiring sup-
port can be accommodated.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
113
2.8 Incremental Adjustments
There were several requests for funds to address emerging issues. Some discretion exists on whether to proceed with
these recommended adjustments. More information on each request can be found in the departmental business plans.
Figure Figure Figure Figure 13131313: Incremental Adjustments: Incremental Adjustments: Incremental Adjustments: Incremental Adjustments
2008 2009 2010 2011 2012
Adjusted Surplus (from Figure 11)117,850 88,291 83,772 79,100 443,177
Other Adjustments
Recycling Study -10,000
Funded from Recycling Revenue or Reserve 10,000
Employee Sustainability -45,000 -45,000 -45,000 -45,000 -45,000
Sustainability Coordination & Program Admin. -15,000 -15,000 -15,000 -15,000 -15,000
Agricultural Committee -10,000 -10,000 -10,000 -10,000 -10,000
BC One Call -3,500 -3,500 -3,500 -3,500 -3,500
Gravel Revenue 140,000 140,000 140,000 140,000 140,000
Dyke Inspections (municipal portion)-10,000 -10,000 -10,000 -10,000 -10,000
Drainage Maintenance -40,000 -40,000 -40,000 -40,000 -40,000
Biofiltration Pond Maintenance -60,000 -60,000 -60,000 -60,000 -60,000
Environmental Support -30,000 -30,000 -30,000 -30,000 -30,000
Water Utility - Leak Detection -22,000 -22,000 -22,000 -22,000 -22,000
Water Utility Funding 22,000 22,000 22,000 22,000 22,000
Storekeeper, Part Time -21,000
Succession Planning Funding 21,000
BIA Security -15,000
Community Safety Officers -210,000
Probation Space -20,000
Funding from Police Services Reserve 245,000
Agricultural Plan -35,000
Communications -10,000
Carry forwards (2007 Funds)45,000
Planning Fees 40,000 75,000 75,000 75,000 75,000
Planning Salaries -40,000 -75,000 -75,000 -75,000 -75,000
Transfer to Surplus 44,350 14,791 10,272 5,600 369,677
3.3.3.3. Water, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling Rates
Water Utility RatesWater Utility RatesWater Utility RatesWater Utility Rates
The Water Utility covers costs associated with water purchases, maintenance, and both regional and local capital infra-
structure. The Regional District is planning an increase in water rates for 2008 of approximately 10%.
In addition, the Regional District has planned some significant capital expenditures including pump stations that will
benefit Maple Ridge. Maple Ridge pays a portion of the costs with some contributions being as high as 41%. Maple
Ridge's portion of the current planned projects is approximately $9 million spread out over the next six years. The current
accumulated surplus in the District’s Water Revenue Fund is approximately $3.4 million. Capacity to pay for the upcom-
ing projects or the associated financing costs associated with debt will needs to be established.
Accumulated surplus is used to stabilize water fee increases. Due to the above factors, it is recommended that the water
rates be increased by 9% per year, which is consistent with the last year’s financial plan.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
114
Sewer Utility RatesSewer Utility RatesSewer Utility RatesSewer Utility Rates
The Sewer Utility pays for regional capital expenditures through an allocation model that essentially spreads rate in-
creases out over time to utility ratepayers. A sewer rate increase of 5% per year is required to graduate rate increases
over the long run and is the same increase as last year.
Recycling RatesRecycling RatesRecycling RatesRecycling Rates
The Ridge Meadows Recycling Society is a charitable non-profit organization that provides a range of recycling services to
residents. Many of the same pressures faced by the District, such as increased labour, insurance, and vehicle costs, are
shared by RMSS. Recycling fee increases of 3% are required for 2008, lower than the 6% that was required last year.
4.4.4.4. Borrowing Borrowing Borrowing Borrowing
The financial plan incorporates debt proceeds into the overall funding strategy. At Council’s direction, the 2007-2011
financial plan called for debt to fund a portion of the capital works program. The DCC projects that were identified to be
funded from debt are discussed under DCC Roads and are identified in Figure 14. The other project in 2007 that was
funded through debt is a new animal shelter, which has yet to be constructed. The 2008-2012 proposed financial plan
includes borrowing funds for the following areas:
DCC RoadsDCC RoadsDCC RoadsDCC Roads
The 2007-2011 Financial Plan called for borrowing in 2007 with the intention of having the Development Cost Charges
(DCC’s) cover the interest costs. Through discussions with the Ministry, it was communicated that interest costs could
not be included until the DCC Reserves were depleted. Hence, DCC Reserves were used to fund projects that we had
anticipated borrowing funds for. Based on current cash flow projections, borrowing is not required until 2009 and has
been included in 2009 through 2011. Two projects funded from debt on 240 Street are bridges over Kanaka Creek and
the South Alouette River. The municipal portion of the cost to extend Abernethy Way from 232 Street to 256 Street is
also funded through borrowing. The principle payments for these projects are funded through the DCC Reserve over ten
year terms. A portion of the interest costs are also funded through the DCC Reserves. This will require approval from the
Inspector of Municipalities and amendment to the DCC Bylaw once the DCC Reserves near depletion. The timing of the
borrowing is dependent on DCC collections and capital expenditures.
Firehall #4 ConstructionFirehall #4 ConstructionFirehall #4 ConstructionFirehall #4 Construction
The construction of Firehall #4 in 2008 is projected to cost $6 million. The project will be funded through the Fire De-
partment Capital Acquisition Reserve. This reserve does not have the funds to pay for this in 2008, but does have the
capacity to make the debt payments associated with borrowing the $6 million. By financing the project over ten years the
remaining cash balances are sufficient to address other capital requirements. This reserve is discussed in more detail
beginning on page 118.
Park AcquisitionPark AcquisitionPark AcquisitionPark Acquisition
Land values tend to rise as an area becomes more developed therefore acquiring parkland prior to development may
result in better value. Further, there are synergies in having parkland and school sites in close proximity. It is therefore
deemed worthwhile to explore the possibility of purchasing larger sections for parkland and enter into an agreement to
sell a portion to house new schools. There are three sites that have been identified as ideal for such an arrangement.
Included in the financial plan is debt that will allow us to increase the size of property purchased and contributions from
the School District to fund the debt payments over a five-year term. Borrowing for the portion that is to remain for a park
is not needed as it is funded through the DCC Reserves.
DCC Parkland AcquisitionDCC Parkland AcquisitionDCC Parkland AcquisitionDCC Parkland Acquisition
Acquiring parkland prior to development may result in better value for our DCC Reserve. Borrowing has not been in-
cluded until the DCC Reserve is in a negative position; current projections show this will occur in 2012. Based on the
legislation and confirmed in conversations with the Ministry, the use of DCCs to pay for interest payments associated with
borrowing for parks is not permitted. The costs of borrowing is therefore currently funded though general revenue.
Cemetery ExpansionCemetery ExpansionCemetery ExpansionCemetery Expansion
The debt payments associated with the $1.5 million required to purchase land to expand the cemetery is planned to be
serviced through increased cemetery fees.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
115
NonNonNonNon----DCC Drainage WorkDCC Drainage WorkDCC Drainage WorkDCC Drainage Work
Major drainage work on River Road requiring $2.65 million has been difficult to fund. The primary funding source for
these projects is general revenue, and the annual capacity to fund all capital works, including drainage, roads, park de-
velopment, recreation equipment, government services buildings, equipment and technology is just over $2 million.
These drainage projects would exhaust the annual general revenue program. Utilizing debt would allow the projects to
proceed while leaving the general revenue portion of the capital program intact. The annual payments have been funded
through the Capital Works Reserve. The Capital Works Reserve is discussed in more detail in the “Reserves” section of
the report, which starts on page 118.
Animal ShelterAnimal ShelterAnimal ShelterAnimal Shelter
The construction of a new and expanded animal shelter was included in the 2007 budget, at a total cost of $1.5 million.
Community fund raising is projected to contribute $300,000. The District will contribute $300,000 of its own funds, and
the balance will be financed through long-term (25-year) debt. In addition to these various funding sources, the debt
payments are funded through a $10 increase in dog license fees. The project and associated borrowing will be included
in an amendment to the 2008-2012 Financial Plan, when requests to carry forward budget funding for 2007 projects not
yet completed are brought before Council in 2008.
The following table summarizes all debt contemplated in the Financial Plan.
Figure Figure Figure Figure 14141414: Capital: Capital: Capital: Capital Projects proposed for debt financingProjects proposed for debt financingProjects proposed for debt financingProjects proposed for debt financing
Project Year Borrow Term
Main
Fund
Annual
Payments
Issue
Costs
Total
Interest
Funded by
Other
Sources Total Cost
Animal Shelter New Building 2008 900,000 25 Gen Rev 66,611 6,750 765,269 600,000 2,272,019
Cemetery Expansion 2008 1,520,000 25 Cemetery 112,498 11,400 1,292,455 2,823,855
Firehall #4 Construction 2008 6,000,000 10 FireCap 799,746 45,000 1,997,457 8,042,457
Park/School Site 231/137 *2008 3,276,075 5 Other 768,656 24,571 567,205 3,867,851
Park/School Site 241/112 *2008 2,779,698 5 Other 652,193 20,848 481,265 3,281,810
Park/School Site 248/108 *2008 4,615,412 5 Other 1,082,901 34,616 799,092 5,449,120
River Rd. Drainage Improvements 2008 2,675,000 5 CWR 627,628 20,063 463,138 3,158,200
2008 Subtotal 21,766,185 4,110,231 163,246 6,365,880 600,000 28,895,311
240 St @ Kanaka Creek (Bridge)2009 8,025,600 10 DCC 1,069,740 60,192 2,671,798 81,057 10,838,647
Abernethy Way Phase 3 2009 2,750,000 10 DCC 366,550 20,625 915,501 2,777,500 6,463,626
240 St @ S Alouette (Bridge)2010 8,160,000 10 DCC 1,087,654 61,200 2,716,541 15,922,416 26,860,157
Abernethy Way Phase 4 2011 5,250,000 10 DCC 699,777 39,375 1,747,775 9,302,500 16,339,650
45,951,785 7,333,953 344,638 14,417,494 28,683,473 89,397,391
* In addition to this amount the District of Maple Ridge contributes a further $7.1 million.
Borrowing CapacityBorrowing CapacityBorrowing CapacityBorrowing Capacity
Under Community Charter legislation2, the maximum amount of borrowing the District can undertake is such that the
annual cost to service the debt does not exceed 25% of revenues as defined in the legislation. As noted in our 2006 An-
nual Report the available debt servicing capacity is nearly $11 million which, even if all the planned debt is taken on with
the proposed terms, still leaves about $3.5 million in debt servicing capacity.
The capacity figure is a moving target. Each year our revenue is likely to experience growth, increasing our borrowing
capacity. As we retire debt, this frees up additional room. Entering into new debt reduces the capacity. The Regional
District has a $35.8 million capital plan for 2007-2013 for which the District will be required to contribute $9 million,
some of which will likely be borrowed on behalf of the Water Utility. Projections demonstrate that we have the capacity to
borrow for our own capital works program as well as the Regional District’s program. As municipal revenue grows and
debt is retired in 2012, additional capacity will be available.
2 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
116
Ministry and Elector Ministry and Elector Ministry and Elector Ministry and Elector ApprovalApprovalApprovalApproval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of Municipalities. In addi-
tion, borrowing requires an elector approval process in a majority of cases.
• Short-term (five-year) borrowing can be exempt from elector approval3,4 but the amount proposed in the capital pro-
gram exceeds the maximum amount.
• An “approval-free liability zone” exists to allow borrowing without elector approval as long as current and proposed
servicing costs do not exceed 5% of the municipal revenue defined in the legislation. The District’s costs exceed this
figure, and therefore this provision would also not exempt the District from obtaining elector approval.
Elector approval can be sought in one of two ways. One way is to receive the approval of electors by holding a referen-
dum. The second and less-expensive option is to hold an “alternative approval process.” If more than 10% of the elec-
tors express an opinion that a referendum should be held, by signing an Elector Response Form within 30 days of a sec-
ond advertising notice, then Council would need to consider whether to proceed with the planned borrowing and, if so, a
referendum must be held. This latter option was used for the borrowing related to the town centre project.
OuOuOuOutstanding Issueststanding Issueststanding Issueststanding Issues
In order to utilize DCC funds for debt payments, additional approval from the Inspector of Municipalities is required. Leg-
islation on using DCCs for interest payments is very stringent, primarily allowing the practice where the construction of
specific infrastructure projects in advance of sufficient DCC's collections is required in order to trigger investment in de-
velopment. If these projects do not receive approval, capacity to fund the interest from an alternate source would need
to be identified.
RecommendationsRecommendationsRecommendationsRecommendations
The need for borrowed funds in the proposed financial plan assumes that all prior approved capital works have been car-
ried out and funded. However, a large component of the capital program remains incomplete creating an availability of
funds. This may allow us to delay external borrowing.
The municipal borrowing process is a lengthy one and even though we may be using internal sources of funding for a pe-
riod of time, we recommend that the process be started for all borrowing requirements identified in the first two years of
the financial plan. Recommended next steps are:
1. Preparation and presentation to Council of a Loan Authorization Bylaw.
2. Three readings of the bylaw by Council.
3. Submission of the bylaw to the Ministry of Community Services and approval of the Inspector.
4. Submission of a Liability Servicing Limit Certificate.
5. Elector approval of the bylaw by an alternative approval process.
6. Reconsideration and adoption of the bylaw by Council.
7. Thirty-day quashing period.
8. Application for a Certificate of Approval.
9. Completion of Corporate Officer’s Certificate.
10. Granting of a Certificate of Approval by the Inspector.
11. Council passes a Municipal Security Issuing Resolution and Agreement and forwards it to Metro Vancouver and
the Municipal Finance Authority (MFA).
There are only two debenture issues per year (spring and fall), and the deadline for step 11, in order to qualify for spring
2008 financing, is February. If the spring deadline is not met interim borrowing is an option; however, rates for the term
would not typically be locked in until the fall.
3 Community Charter, Division 3, section 178. Short Term Capital Borrowing.
4 B.C. Reg. 368/2003, Municipal Liabilities Regulation, Community Charter.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
117
5.5.5.5. Further Items Further Items Further Items Further Items
The proposed financial plan includes an aggressive capital program, and there are significant operating cost implications
that will result from the acquisition of new assets. Other issues that are not addressed within the plan include the follow-
ing:
• Albion Sports Complex Expansion and Development, $20 million
• Museum, $8.5 million
• Fraser Riverfront Land Acquisition, $4 million
• CP Rail Overpass at Albion, $15 million
• Albion Park Master Plan Implementation, $1 million
• Down Town Improvements beyond what is currently included
Growth in taxation revenue beyond the rate contemplated in the financial plan is a potential future source of revenue, as
are sales of District resources such as gravel and land. As these and other revenue sources materialize, additional
needs can be addressed.
6.6.6.6. Impact to the “Average Home” Impact to the “Average Home” Impact to the “Average Home” Impact to the “Average Home”
The assessed value of the “average home” for the 2007 taxation year was approximately $360,000. The calculation
includes all residential properties comprising both single-family homes and multi-family units such as townhouses and
apartments.
The following table demonstrates the impact to a taxpayer, who for the 2007 tax year, was in a home assessed at
$360,000 with the following services:
• flat rate water utility fee;
• flat rate sewer fee and within Sewer Area A;
• single-home curbside recycling pickup
The changes include a 4% general-purpose tax increase, comprised of 3% for general purposes and 1% for infrastructure
sustainability. The overall increase is 5.77%.
Figure Figure Figure Figure 15151515: "Average Home" Tax Increase: "Average Home" Tax Increase: "Average Home" Tax Increase: "Average Home" Tax Increase
2007 2008 Increase %
General Purpose 1,249.96$ 1,299.96$ 50.00$ 4.00%
Recycling 55.29 56.95 1.66
Water Utility 293.00 319.37 26.37
Sewer Utility 240.55 252.57 12.03
Fire Service Improvement Levy 58.21 77.61 19.40
Total 1,897.01$ 2,006.46$ 109.45$ 5.77%
Other charges appearing on the tax bill for school, regional and other non-municipal services are not known at this time.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
118
7.7.7.7. ReservesReservesReservesReserves
The District has substantial financial resources held in reserves. These balances provide the base for the financial plan
projected transactions for the coming years, as amounts are transferred in and out for various purposes. They also serve
to stabilize taxes, fees, and charges, by providing funds during tight years and receiving those funds back during better
years, thus shielding our customers and taxpayers from sharp rate increases.
Figure Figure Figure Figure 16161616: Reserve Balances: Reserve Balances: Reserve Balances: Reserve Balances Dec.31, 2006Dec.31, 2006Dec.31, 2006Dec.31, 2006
Accumulated Surplus
General Revenue 2,442,301 General Revenue:
Sewer Revenue 3,401,602 Carryforwards - Capital 3,344,791
Water Revenue 3,353,988 Carryforwards - Operating 1,607,441
Total Accumulated Surplus 9,197,891 Self Insurance 787,729
Protective Services 1,979,364
Reserve Fund Balances Core Development 620,938
Local Improvement 1,771,407 Recycling 1,428,698
Equipment Replacement 7,095,537 Community Development 1,092
Capital Works 10,600,326 Building Inspections 457,461
Fire Department Capital 6,775,809 Gravel Extraction 482,519
Sanitary Sewer 1,372,742 Neighbourhood Improvements 54,525
Land 256,768 Snow Removal 200,000
Unapplied Debt Funding 393,749 Facilities Maintenance 87,187
Net Reserve Funds 28,266,338 Youth Centre 8,535
Cemetery Maintenance 139,347
Restricted Revenue Balances Service Severance 0
Development Cost Charges 31,047,111 Critical Building Infrastructure 518,794
Parkland (ESA) Acquisition 1,717,500 General Revenue Reserve Accounts 11,718,421
Downtown Parking Facilities 129,821
Developer Specified Projects 3,805,309 Sewer Reserve Accounts 1,455,997
Total Restricted Revenues 36,699,741 Water Reserve Accounts 1,015,012
Total Reserve Accounts 14,189,430
Reserve Accounts
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $52 million
Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected in advance of
specific expenditures.
These areThese areThese areThese are financial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they reprfinancial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they reprfinancial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they reprfinancial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they repre-e-e-e-
sented in our financial statements.sented in our financial statements.sented in our financial statements.sented in our financial statements.
7.1 Capital Works Reserve
Following is a brief synopsis of the Capital Works Reserve, which provides for future capital expenditures. Each year 1%
of general taxation is credited to this account along with a portion of the proceeds from land sales. A forecast is provided
that gathers together all the “deposits” to the reserve, and both operating and capital “withdrawals,” providing forecasted
reserve balances. Generally, this reserve builds funds for large projects, and is then drawn down. We are in this “draw-
ing down” phase now, as is evident from the forecasted balances in the following figures. The projections are conserva-
tive and assume no other inflows, such as land sales, beyond those noted.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
119
Figure Figure Figure Figure 17171717: Capital Works Reserve Projection: Capital Works Reserve Projection: Capital Works Reserve Projection: Capital Works Reserve Projection
2007 2008 2009 2010 2011 2012
Opening Balance 10,600,326 7,615,489 6,664,522 6,234,680 4,855,820 5,678,438
Inflows:
Interest & Capital Gains 318,010 228,465 199,936 187,040 145,675 170,353
Recycling Fees 50,000 50,000 50,000 50,000 50,000 50,000
Taxation and General Revenue Transfers 486,083 604,311 631,235 659,893 690,398 722,869
Sale of Land 852,750 1,200,000
Balance of General Rev. Funding for GCF 18,755 80,259 5,111 11,470 19,748
Outflows:
Planned Capital Expenditures (4,691,680) (1,765,560) (674,367) (1,434,097) (343,569) (670,598)
Debt - Interest (DCC projects)(84,535) (214,437) (298,986) (325,312)
Debt (River Rd. Drainage $2,675,000)*(86,938) (632,370) (632,370) (632,370) (632,370)
Estimated Ending Balance 7,615,489 6,664,522 6,234,680 4,855,820 5,678,438 5,013,128
Minimum Reserve (10% Prior Year Taxes)(3,880,000) (4,190,000) (4,510,000) (4,860,000) (5,170,000) (5,500,000)
Unemcumbered Balance 3,735,489 2,474,522 1,724,680 (4,180) 508,438 (486,872)
Figure Figure Figure Figure 18181818: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart
Reserved
Unencumbered
0
2,000,000
4,000,000
6,000,000
8,000,000
10,000,000
12,000,000
2006 2007 2008 2009 2010 2011 2012
7.2 Infrastructure Sustainability Reserve
Beginning in 2008, Council directed 1% of the annual tax increase to go towards infrastructure sustainability. This helps
with major rehabilitation and replacement of the District’s assets which now have a replacement value exceeding $1.3
billion. The table below illustrates the inflows generated from general taxation and how it has been allocated. Inflows
from the Core Reserve are discussed in a later section on the Town Centre Project, and are allocated to maintaining
those facilities related to the project.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
120
Figure Figure Figure Figure 19191919: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding
2008 2009 2010 2011 2012
Opening Balance - - - - -
Inflows:
1% General Tax Increase 417,805 862,533 1,335,920 1,839,811 2,376,174
Core Reserve Surplus 200,000 450,000 450,000 450,000 450,000
Allocation:
Transportation/Traffic Management 417,805 461,828 820,166 904,243 1,254,000
Town Centre Facilities 200,000 450,000 450,000 450,000 450,000
Facilities & Parks - Major Mtce 200,000 220,000 610,237 711,910
Drainage 100,000 160,000 176,000 246,000
Fire Department 70,000 101,979 112,177 123,395
Major Equipment/Systems 30,705 33,775 37,154 40,869
Depending on the scope of projects required, one year’s allocation may not meet the funding requirements. In these
cases, funding may be held over until enough has accumulated to allow the works to proceed, or borrowing may be con-
sidered. The 2008 available funds of $415,480 would cover the debt and principal payments on $1,800,000 borrowing
over five years at 4.7 per cent. The figure below highlights how funding is planned to accumulate to fund Transportation
and Drainage projects.
Figure Figure Figure Figure 20202020: Infrastructure Sustainability Projection (Drainage and Transportation portions): Infrastructure Sustainability Projection (Drainage and Transportation portions): Infrastructure Sustainability Projection (Drainage and Transportation portions): Infrastructure Sustainability Projection (Drainage and Transportation portions)
2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Opening BalancesOpening BalancesOpening BalancesOpening Balances
Drainage - - - 60,000 71,000
Transportation - 16,805 97,633 256,799 715,042
InflowsInflowsInflowsInflows
Drainage allocation - 100,000 160,000 176,000 246,000
Transportation allocation 417,805 461,828 820,166 904,243 1,254,000
OutflowsOutflowsOutflowsOutflows
Planned Capital - Drainage (100,000) (100,000) (165,000) (100,000)
Planned Capital - Transportation (401,000) (381,000) (661,000) (446,000) (1,937,772)
Estimated Ending Balance DrainageEstimated Ending Balance DrainageEstimated Ending Balance DrainageEstimated Ending Balance Drainage - - 60,000 71,000 217,000
Estimated Ending Balance TransportationEstimated Ending Balance TransportationEstimated Ending Balance TransportationEstimated Ending Balance Transportation 16,805 97,633 256,799 715,042 31,270
Estimated Ending Balance Estimated Ending Balance Estimated Ending Balance Estimated Ending Balance 16,80516,80516,80516,805 97,63397,63397,63397,633 316,799316,799316,799316,799 786,042786,042786,042786,042 248,270248,270248,270248,270
7.3 Critical Building Infrastructure Reserve
In May 2006, Council directed $600,000 of the 2005 general revenue surplus towards a Critical Building Infrastructure
Reserve, to fund emergency or irregular items associated with facility maintenance. The primary concern was to ensure
funds were available to replace two aging boilers at the Leisure Centre, for which $400,000 has been earmarked;
$150,000 went to replace aged fitness equipment, and $50,000 remains. There are no ongoing funding sources for this
reserve, but as discussed in the following section, the Core Reserve may be able to fill this gap.
7.4 Fire Department Capital Acquisition Reserve
Implementation of the Fire Master Plan and escalating cost projections have placed significant pressure on the District’s
reserve for capital acquisitions. This reserve receives 2% of general taxation annually for the expansion of the equipment
inventory. (An Equipment Replacement Reserve provides funding for the replacement of existing inventory.) The annual
funding allocation was not adequate to fund the capital program over the five year time period. Additional funds were
allocated from general revenue growth amounts and the operating savings that resulted from the delay in Firehall #4
construction.
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
121
Figure Figure Figure Figure 21212121: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection
2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
Opening Balance 2,337,935 1,109,363 240,092 459,323 541,141
Inflows:
Interest & Capital Gains 70,138 33,281 7,203 13,780 16,234
Transfer from GRF as per Budget 979,790 851,153 926,773 987,783 1,052,725
Growth Incrementals 25,000 80,000 155,000 230,000 230,000
Outflows:
Planned Capital Expenditures (2,108,500) (1,033,960) (70,000) (350,000) (950,000)
Firehall #4 debt repayment (10 years) (195,000) (799,745) (799,745) (799,745) (799,745)
Estimated Ending Balance 1,109,363 240,092 459,323 541,141 90,355
The Planned Capital Expenditures outlined in Figure 21 are detailed in the following table.
Figure Figure Figure Figure 22222222: Fire Depar: Fire Depar: Fire Depar: Fire Department Capital funded by Fire Department Capital Acquisition Reservetment Capital funded by Fire Department Capital Acquisition Reservetment Capital funded by Fire Department Capital Acquisition Reservetment Capital funded by Fire Department Capital Acquisition Reserve
Project 2008 2009 2010 2011 2012
Comm. Wildfire Protection Plan Phase 1 146,500 0 0 0 0
Equipment Purchase - Firehall #4 0 0 70,000 0 0
Fire Equipment Engine accessories 25,000 0 0 0 0
Fire Rescue Boat w/Trailer 37,000 0 0 0 0
Firehall #1 Expansion Phase 3 1,575,000 0 0 0 0
Firehall #3 Expansion 0 750,000 0 0 0
Firehall #4 Engine New 0 0 0 0 625,000
Firehall #4 Equipment (Air Lighting Tr)325,000 0 0 0 0
Firehall #4 Protective & Safety Equip 0 83,960 0 0 0
Firehall #4 Rescue 4 0 0 0 0 325,000
Firehall #4 Technical & Furnishings 0 200,000 0 0 0
Firehall #5 Land Acquisition 0 0 0 350,000 0
2,108,500 1,033,960 70,000 350,000 950,000
7.5 Fire Department Equipment Replacement Reserve
The recognition of an appropriate level of funding to provide for growth would not be complete without a discussion
around how we intend to replace those assets. Replacement fire equipment is funded through this reserve. Beginning in
2009 some infrastructure sustainability funds will be allocated to this reserve.
Figure Figure Figure Figure 23232323: Fire Department Equipment Replace: Fire Department Equipment Replace: Fire Department Equipment Replace: Fire Department Equipment Replacement Reserve Projectionment Reserve Projectionment Reserve Projectionment Reserve Projection
2008 2009 2010 2011 2012
Opening Balance 2,201,104 1,886,142 1,654,564 1,665,212 1,754,680
Inflows
Interest & Capital Gains 70,138 56,584 49,637 49,956 52,640
General Revenue 264,900 266,837 284,032 302,335 321,817
Sustainability Funding 70,000 101,979 112,177 112,177
Outflows
Planned Capital Expenditures -650,000 -625,000 -425,000 -375,000 -705,000
Ending Balance 1,886,142 1,654,564 1,665,212 1,754,680 1,536,314
Schedule 1: Financial Overview Report
Financial Plan 2008 - 2012
District of Maple Ridge
122
8.8.8.8. Town Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial Operation
This section isolates the effect the town centre project has on District finances. As has been forecast since the project’s
inception, negative cash flows would occur during the initial years of commercial activity. The table below isolates the
commercial operations. The table shows commercial earnings so principle payments are not included nor is the funding
received though taxation. The earnings noted below will contribute to covering principle payments and transfers to the
Infrastructure Sustainability Reserve funded from the Core Reserve as noted in Figure 19.
Figure Figure Figure Figure 24242424: Commercial Operation: Commercial Operation: Commercial Operation: Commercial Operation
2008 2009 2010 2011 2012
Lease Revenues (net of allowances) 988,341 1,007,720 1,027,100 1,046,479 1,066,224
Parking Revenues 122,130 122,130 122,130 122,130 122,130
Recoveries and Other Revenue 244,885 244,885 244,885 244,885 244,885
Operating Expenses -431,993 -431,993 -431,993 -431,993 -431,993
Interest - Commercial Space -786,671 -763,708 -739,826 -714,989 -690,986
136,692 179,034 222,296 266,512 310,260
In summary, the Town Centre Project cash flows have been managed within the parameters established by Council.
9.9.9.9. Conclusions Conclusions Conclusions Conclusions
The District can expect $4.25 million in new revenue in 2008, mainly from growth in the tax base and a 4% tax increase.
$2 million goes to protective services issues (mainly RCMP and Fire Master Plan Implementation). The labour category
requires $1.4M or 34% of the new revenue, to meet both inflationary and growth issues. Infrastructure sustainability
issues receive $0.4 million of the new revenue and $0.1 million is dedicated to capital expenditures. The balance is re-
quired to deal with inflationary and growth pressures. This leaves minimal room for enhancements.
Despite the current funding capacity limitations, our financial reserves approach $52 million, and another $37 million
sits in restricted revenues; other assets, such as Silver Valley lands and gravel resources, strengthening our long-term
position. Other community needs identified by Council, such as a stadium and museum can be addressed in future fi-
nancial plans as other revenues, such as gravel and land sales, materialize.
A very aggressive capital works program is planned, with almost $190 million in projects scheduled for 2008 through
2012. A DCC program worth $56 million concentrates on transportation and park acquisitions, and utilizes debt financ-
ing to advance the schedule. The DCC program utilizes debt and does include a portion of the interest payments to be
funded through the DCC Reserves. Doing this will require an amendment to the DCC bylaw and the approval of the In-
spector of Municipalities.
Debt financing has been identified as a tool to purchase three sites that would be able to accommodate a park as well as
a school. An agreement with the School District is required prior to making such a purchase. Other projects funded from
debt include drainage improvements on River Road, construction of Firehall#4, a new animal shelter, and an expansion
to the cemetery. The payments for all of these projects are funded through increased fees or reserves. Any borrowing
will be subject to the assent of the electoral.
Beginning in 2008 funding is being directed toward infrastructure sustainability to help address a funding “deficit” that
exists for most Canadian municipalities. The District is following the Federation of Canadian Municipalities recommenda-
tions by putting a long-term plan in place to address the situation, with a targeted tax increase as part of the strategy.
_______________________________________________
Prepared by: Trevor Thompson, BBA, CGA
Manager of Financial Planning
_______________________________________________
Approved by: Paul Gill, BBA, CGA
General Manager, Corporate & Financial Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
Schedule 1: Financial Overview Report
Appendix A:Appendix A:Appendix A:Appendix A: Infrastructure SustainabilityInfrastructure SustainabilityInfrastructure SustainabilityInfrastructure Sustainability
Financial Plan 2008 - 2012
District of Maple Ridge
123
10.10.10.10. Infrastructure SustainabilityInfrastructure SustainabilityInfrastructure SustainabilityInfrastructure Sustainability
The District has an investment in assets including infrastructure with an estimated replacement cost of $1.3 billion.
These assets are all aging at different rates, and will eventually have to be replaced. In order to properly fund rehabilita-
tion and replacement, we estimate that we should be spending in excess of $40 million annually. Our actual expendi-
tures are about $7 million, which means that annually, we are spending $33 million less than we should be. If this gap is
not addressed, it will continue to accumulate, creating a liability for future taxpayers. In addition, we continue to add as-
sets as the community grows and this is compounding the asset replacement problem. Most Canadian municipalities
are facing the same issue, but because we have relatively newer infrastructure, we have an opportunity to get ahead of
the curve.
The Federation of Canadian Municipalities (FCM) strongly encourages local governments to take action and demonstrate
their ability to address the issue. They have provided a series of recommendations, a critical one being that “municipal
governments must evaluate how they plan for growth, price their services and generate revenues. A long-term plan, with
targets and milestones, must be put in place to help phase in these changes over the next 20 years.”5
We can start to address this problem by contributing 1% of taxation each year toward meeting the sustainability objec-
tive. This could start in 2008 when taxation is no longer required for the town centre project. The models below illustrate
the funding gap. Chart 1 illustrates the gap under the current funding pattern. The bottom area indicates our current
infrastructure renewal spending pattern, and the top area represents the shortfall or deficit in spending. Chart 2 shows
the impact of an annual 1% tax contribution. If we continue on this path for 12 years, we will be able to nearly double the
contribution to rehabilitation and replacement; in 25 years, the contribution has tripled and the deficit is cut in half. In
addition to directing District funds to deal with the deficit, plans for maintenance programs and construction projects
continually look for ways to extend lifecycles and minimize maintenance requirements. While a gap will still remain, we
will be well on the road to addressing a problem that today seems insurmountable.
Chart Chart Chart Chart 1111 Chart 2Chart 2Chart 2Chart 2
Infrastructure Deficit
$ M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2006 2011 2016 2021 2026 2031Annual AmountInfrastructure Deficit
Renewal Spending
Infrastructure Deficit with 1% Tax
$ M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2006 2011 2016 2021 2026 2031Annual AmountInfrastructure Deficit
Additional Renewal Funds - 1% of Taxation
Renewal Spending
5 “Building Prosperity fro the Ground Up: Restoring Municipal Fiscal Balance”; Federation of Canadian Municipalities, June 2006.
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
124
11.11.11.11. Capital Works Program Project ListingCapital Works Program Project ListingCapital Works Program Project ListingCapital Works Program Project Listing
Section Project Description Fund 2008 2009 2010 2011 2012
Drainage 108 Ave (248 - 249) GCF 0 0 0 49,983 0
123 Ave (214 - 216) GCF 0 0 0 0 133,100
217 St Creek (126 - 128) GCF 0 0 0 20,000 0
227 St @ 250M South Of Lougheed DCC 0 259,600 0 0 0
248 St (108 - 220M N 108) CWR 0 0 0 0 579
248 St (108 - 220M N 108) DCC 0 0 0 0 57,296
248 St (108 - 220M N 108) GCF 0 0 0 0 6,366
287 St - storm main @ Watkins (PROJECT) CFO 0 0 200,000 0 0
287 St - storm main @ Watkins (PROJECT) GCF 0 0 50,000 0 0
287 St - storm main @ Watkins (Study) GCF 0 0 75,000 0 0
Albion Dike - Dock Street to 240 Street GRA 3,750,000 0 0 0 0
Albion Dike - KCRP to Dock Street GRA 3,200,000 0 0 0 0
Albion Park Detention Pond (244/102) DCC 0 123,708 0 0 0
Albion Park Detention Pond (244/102) RCP 0 41,236 0 0 0
Alouette River hydrotech review & model CFO 25,000 0 0 0 0
Alouette River hydrotech review & model GCF 75,000 0 0 0 0
Best St (Dyke and Pump Station) GRA 400,000 0 0 0 0
Brown Ave (227 - 228) CWR 0 0 0 0 3,958
Brown Ave (227 - 228) DCC 0 0 0 0 391,969
Brown Ave (227 - 228) GCF 0 0 0 0 20,629
Culvert Replacement Program - 2008 CWR 200,000 0 0 0 0
Culvert Replacement Program - 2009 CWR 0 100,000 0 0 0
Culvert Replacement Program - 2009 ISR 0 100,000 0 0 0
Culvert Replacement Program - 2011 CWR 0 0 0 200,000 0
Ditch Enclosures GRF 17,801 18,170 18,550 18,941 19,345
Donovan Ave (216 - 80M E Hall) GCF 0 66,000 0 0 0
Donovan Ave @ 21530 CWR 36,000 0 0 0 0
Drainage Upgrade Program - 2009 GCF 0 200,000 0 0 0
Drainage Upgrade Program - 2010 GCF 0 0 100,000 0 0
Drainage Upgrade Program - 2010 ISR 0 0 100,000 0 0
Drainage Upgrade Program - 2011 GCF 0 0 0 100,000 0
Drainage Upgrade Program - 2011 ISR 0 0 0 100,000 0
Drainage Upgrade Program - 2012 GCF 0 0 0 0 100,000
Drainage Upgrade Program - 2012 ISR 0 0 0 0 100,000
Escarpment Drainage Design GCF 100,000 0 0 0 0
Escarpment Drainage Improvements Phase 1 CFO 0 0 0 5,000,000 0
Escarpment Drainage Improvements Phase 2 CFO 0 0 0 0 5,000,000
Local Improvement Projects - Drainage CFO 250,000 250,000 250,000 250,000 250,000
Lower Hammond Pump Station Phase 1 CWR 505 0 0 0 0
Lower Hammond Pump Station Phase 1 DCC 50,000 0 0 0 0
Lower Hammond Pump Station Phase 1 GCF 50,000 0 0 0 0
Lower Hammond Pump Station Phase 2 CWR 0 2,525 0 0 0
Lower Hammond Pump Station Phase 2 DCC 0 250,000 0 0 0
Lower Hammond Pump Station Phase 2 GCF 0 250,000 0 0 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
125
Section Project Description Fund 2008 2009 2010 2011 2012
Drainage (cont.)N Alouette River Detention Pond 232/132 CWR 0 0 0 0 1,769
N Alouette River Detention Pond 232/132 DCC 0 0 0 0 175,230
N Alouette River Detention Pond 232/132 GCF 0 0 0 0 19,470
River Rd. Drainage Improvements DBT 2,675,000 0 0 0 0
Selkirk Ave (226 - 227) CWR 0 0 0 1,518 0
Selkirk Ave (226 - 227) DCC 0 0 0 150,315 0
Selkirk Ave (226 - 227) Phase 2 GCF 0 0 72,000 0 0
South Cottonwood Stormwater Improvement CFO 0 43,750 0 0 0
South Cottonwood Stormwater Improvement DCC 0 131,250 0 0 0
Storm main replacement program - 2008 GCF 80,000 0 0 0 0
Storm Sewer Connections GRF 19,261 19,704 20,160 20,630 21,114
Tamarack - raise dyke elevation CFO 80,000 0 0 0 0
Tamarack Lane Reconsrtuction GRA 600,000 0 0 0 0
Video & spot repairs storm sewer - 2008 GCF 65,000 0 0 0 0
Video & spot repairs storm sewer - 2009 GCF 0 65,000 0 0 0
Video & spot repairs storm sewer - 2011 ISR 0 0 0 65,000 0
11,673,567 1,920,943 885,710 5,976,387 6,300,825
Govt Srvcs Automated Data Collection (Engineering) RCPS 7,325 0 0 0 0
Automated Data Collection (Engineering) RCPW 7,325 0 0 0 0
Park/School Site 231/137 DBT 3,276,075 0 0 0 0
Park/School Site 241/112 DBT 2,779,698 0 0 0 0
Park/School Site 248/108 DBT 4,615,412 0 0 0 0
Recycling Depot (Apt. Collection Equip) REC 0 0 0 0 55,000
Recycling Depot (Bluebox Collection) REC 25,000 0 65,000 0 0
Recycling Depot (Build. Expansion) REC 0 0 30,000 0 0
Recycling Depot (Collection Bluebox/bag) REC 0 0 0 0 40,000
Recycling Depot (Collection Equipment) REC 130,000 85,000 150,000 30,000 0
Recycling Depot (Collection Truck Upgr) REC 100,000 0 0 200,000 0
Recycling Depot (Leasehold Improvement) REC 0 30,000 0 100,000 0
Recycling Depot (Process Equipment) REC 10,000 100,000 0 60,000 0
Recycling Depot (Process Improvement) REC 0 15,000 0 0 0
10,950,835 520,000 200,000 155,000 330,000
Highways 112 Ave (232 - 240) Final Lift CWR 0 0 2,303 0 0
112 Ave (232 - 240) Final Lift DCC 0 0 228,124 0 0
112 Ave (232 - 240) Final Lift GCF 0 0 12,007 0 0
121 Ave @ 214 St CFO 0 0 0 0 9,347
128 Ave highway widening predesign GCF 0 0 25,000 0 0
128 Ave highway widening predesign TLD 0 0 25,000 0 0
132 Ave (203 - Neaves) Resurface CFO 0 0 221,400 0 0
132 Ave (203 - Neaves) Resurface GCF 0 0 221,400 0 0
132 Ave (216 - 224) ISR 0 0 0 0 200,000
201A St (113B - 100M North 113B) CFO 0 0 0 0 3,159
203 St (123 - Powell) CWR 0 0 683,831 0 0
203 St (123 - Powell) DCC 0 0 676,993 0 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
126
Section Project Description Fund 2008 2009 2010 2011 2012
Highways (cont.)203 St (Dewdney Trunk - 123) CWR 0 0 576,541 0 0
203 St (Dewdney Trunk - 123) DCC 0 0 2,216,618 0 0
203 St (Lougheed - Dewdney Trunk) CWR 0 0 0 0 1,882
203 St (Lougheed - Dewdney Trunk) DCC 0 0 0 0 186,347
203 St (Lougheed - Dewdney Trunk) GCF 0 0 0 0 395,987
203 St @ Lougheed inters. upgrade - 2008 CWR 50,000 0 0 0 0
203 St @ Lougheed inters. upgrade - 2009 CWR 0 200,000 0 0 0
216 St @ 121 Intersection Upgrade GCF 0 75,000 0 0 0
223 St (Dewdney Trunk - Brown) ISR 0 0 0 0 48,650
223 St (Mcintosh - Dewdney Trunk) CFO 0 0 0 0 27,720
224 St - 144 (Timberline) Green infra CFO 50,000 0 0 0 0
224 St - 144 (Timberline) Green infra GCF 50,000 0 0 0 0
224 St (132 - 136) ISR 0 0 0 0 180,000
224 St (Lougheed - Dewdney Trunk) GCF 0 0 80,000 0 0
224 St @ 121 Ave Ped Signal GCF 0 0 220,000 0 0
224 St @ 132 Ave (N Alouette Bridge) GCF 0 0 0 0 450,000
224 St @ Abernethy (Traffic Signal) CWR 0 0 0 0 1,958
224 St @ Abernethy (Traffic Signal) DCC 0 0 0 0 193,875
224 St @ Abernethy (Traffic Signal) GCF 0 0 0 0 64,625
227 St @ Bypass (Traffic Signal) CWR 0 0 1,212 0 0
227 St @ Bypass (Traffic Signal) DCC 0 0 120,065 0 0
227 St @ Bypass (Traffic Signal) GRA 0 0 120,065 0 0
232 St (112 - 114) ISR 0 0 0 0 155,000
232 St (116 - Slager) CWR 0 0 16,339 0 0
232 St (116 - Slager) DCC 0 0 1,617,810 0 0
232 St (116 - Slager) GCF 0 0 397,637 0 0
232 St (132 S - S Alouette Bridge) DCC 1,134,000 0 0 0 0
232 St (132 S - S Alouette Bridge) GCF 126,000 0 0 0 0
232 St (132 S - S Alouette Bridge) TLD 11,453 0 0 0 0
232 St (Silver Valley - 141) ISR 0 0 0 0 218,122
232 St @ 128 (Signal) CWR 250,000 0 0 0 0
232 St @ 132 Ave (Traffic Signal) CWR 0 2,728 0 0 0
232 St @ 132 Ave (Traffic Signal) DCC 0 270,133 0 0 0
232 St @ 132 Ave (Traffic Signal) GCF 0 14,218 0 0 0
240 St (Kanaka Creek Bridge S - McClure) CWR 0 0 0 22,725 0
240 St (Kanaka Creek Bridge S - McClure) DCC 0 0 0 2,250,000 0
240 St (Kanaka Creek Bridge S - McClure) GCF 0 0 0 750,000 0
240 St @ Kanaka Creek (Bridge) CWR 0 81,057 0 0 0
240 St @ Kanaka Creek (Bridge) DBT 0 8,025,600 0 0 0
240 St @ S Alouette (Bridge) CWR 0 0 82,416 0 0
240 St @ S Alouette (Bridge) DBT 0 0 8,160,000 0 0
240 St @ S Alouette (Bridge) GRA 0 0 15,840,000 0 0
240 St Bridge Design GCF 0 0 0 0 100,000
241 St @ S Alouette Ped Crossing GCF 0 0 0 0 37,500
241 St @ S Alouette Ped Crossing WCF 0 0 0 0 37,500
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
127
Section Project Description Fund 2008 2009 2010 2011 2012
Highways (cont.)241A St (100M S 102 - 102) CFO 0 0 0 0 100,000
244 St (50M S 104 - 104) CFO 0 0 0 0 49,970
245 St (104 - 220M N 104) CFO 0 0 0 0 26,148
280 St (Lougheed - 98) GCF 0 0 0 125,000 0
280 St (Lougheed - 98) GRA 0 0 0 125,000 0
284 St - slide repair GCF 175,000 0 0 0 0
Abernethy corridor - 256 concept study GCF 50,000 0 0 0 0
Abernethy corridor - 256 concept study TLD 50,000 0 0 0 0
Abernethy Way (210 - 500M E Blackstock) CWR 0 249,265 0 0 0
Abernethy Way (210 - 500M E Blackstock) DCC 0 1,966,346 0 0 0
Abernethy Way (210 - 500M E Blackstock) TLD 0 1,081,490 0 0 0
Abernethy Way (500M E Blackstock - 224) CWR 588,641 0 0 0 0
Abernethy Way (500M E Blackstock - 224) DCC 582,756 0 0 0 0
Abernethy Way (500M E Blackstock - 224) TLD 600,414 0 0 0 0
Abernethy Way Phase 3 CWR 0 27,500 0 0 0
Abernethy Way Phase 3 DBT 0 2,750,000 0 0 0
Abernethy Way Phase 3 TLD 0 2,750,000 0 0 0
Abernethy Way Phase 4 CWR 0 0 0 52,500 0
Abernethy Way Phase 4 DBT 0 0 0 5,250,000 0
Abernethy Way Phase 4 GRA 0 0 0 4,000,000 0
Abernethy Way Phase 4 TLD 0 0 0 5,250,000 0
Access Culverts GRF 24,721 25,238 25,770 26,318 26,882
Accessible Sidewalks - 2008 ISR 86,000 0 0 0 0
Accessible Sidewalks - 2009 ISR 0 86,000 0 0 0
Accessible Sidewalks - 2010 ISR 0 0 86,000 0 0
Accessible Sidewalks - 2011 ISR 0 0 0 86,000 0
Accessible Sidewalks - 2012 ISR 0 0 0 0 86,000
Audible signals - 2009 GCF 0 10,000 0 0 0
Audible signals - 2010 GCF 0 0 10,000 0 0
Audible signals - 2011 GCF 0 0 0 10,000 0
Bikeway Program - 2009 GCF 0 50,000 0 0 0
Bikeway Program - 2009 TLD 0 50,000 0 0 0
Bikeway Program - 2010 GCF 0 0 50,000 0 0
Bikeway Program - 2010 TLD 0 0 50,000 0 0
Bikeway Program - 2011 GCF 0 0 0 50,000 0
Bikeway Program - 2011 TLD 0 0 0 50,000 0
Bikeway Program - 2012 GCF 0 0 0 0 50,000
Bikeway Program - 2012 TLD 0 0 0 0 50,000
Boulevard Improvement Program GCF 0 0 0 30,000 0
Bridge Repairs / Struct Upgrade - 2009 GCF 0 100,000 0 0 0
Bridge Repairs / Struct Upgrade - 2010 ISR 0 0 100,000 0 0
Bridge Repairs / Struct Upgrade - 2011 ISR 0 0 0 100,000 0
Bridge Repairs / Struct Upgrade - 2012 ISR 0 0 0 0 100,000
Cottonwood Dr (118 - 119) Phase 3 CWR 6,060 0 0 0 0
Cottonwood Dr (118 - 119) Phase 3 DCC 600,000 0 0 0 0
Cottonwood Dr (118 - 119) Phase 4 CWR 0 6,666 0 0 0
Cottonwood Dr (118 - 119) Phase 4 DCC 0 660,000 0 0 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
128
Section Project Description Fund 2008 2009 2010 2011 2012
Highways (cont.)Create x2 Standby snow removal SADs GCF 50,000 0 0 0 0
Dewdney Trunk Rd (232 - 240) Resurface CFO 50,000 0 0 0 0
Dewdney Trunk Rd (232 - 240) Resurface GCF 325,000 0 0 0 0
Dewdney Trunk Rd (250 - 256) Resurface ISR 0 0 175,000 0 0
Dewdney Trunk Rd (250 - 256) Resurface SOIL 0 0 175,000 0 0
Dewdney Trunk Rd @ 256 St Phase 1 SOIL 137,500 0 0 0 0
Dewdney Trunk Rd @ 256 St Phase 2 SOIL 250,000 0 0 0 0
Dewdney Trunk Rd @ Kanaka Creek (Bridge) ISR 0 0 0 0 700,000
Emergency traffic pre-empt - 2008 GCF 25,000 0 0 0 0
Emergency traffic pre-empt - 2009 GCF 0 50,000 0 0 0
Emergency traffic pre-empt - 2010 GCF 0 0 50,000 0 0
Emergency traffic pre-empt - 2011 GCF 0 0 0 50,000 0
Emergency traffic pre-empt - 2012 GCF 0 0 0 0 50,000
Equipment Purchase - Hybrid Vehicles GCF 70,000 0 0 0 0
Equipment Purchase - Pickup Truck GCF 0 0 0 37,000 0
Equipment Purchase - Signal Push Buttons GCF 0 40,000 0 0 0
Equipment Replacement - Fleet 2008 ERR-PW 648,000 0 0 0 0
Equipment Replacement - Fleet 2009 ERR-PW 0 759,558 0 0 0
Equipment Replacement - Fleet 2010 ERR-PW 0 0 1,391,452 0 0
Equipment Replacement - Fleet 2011 ERR-PW 0 0 0 860,692 0
Equipment Replacement - Fleet 2012 ERR-PW 0 0 0 0 284,079
Gravel Site Startup SOIL 0 0 0 0 0
Illuminated Crosswalk Signs GCF 0 0 76,000 0 0
Illuminated Street Signs Program - 2008 ISR 10,000 0 0 0 0
Illuminated Street Signs Program - 2009 ISR 0 10,000 0 0 0
Illuminated Street Signs Program - 2010 ISR 0 0 10,000 0 0
Illuminated Street Signs Program - 2011 ISR 0 0 0 10,000 0
Kanaka Flood Access (STUDY) GRA 40,000 0 0 0 0
Lane E 207 St (Camwood - 100M N Camwood)CFO 0 0 0 0 4,578
Local Improvement Projects - Road 2008 CFO 250,000 0 0 0 0
Local Improvement Projects - Road 2009 CFO 0 250,000 0 0 0
Local Improvement Projects - Road 2010 CFO 0 0 250,000 0 0
Local Improvement Projects - Road 2011 CFO 0 0 0 250,000 0
Local Improvement Projects - Road 2012 CFO 0 0 0 0 250,000
Lougheed @ Burnett Pedestrian Sign CFO 12,500 0 0 0 0
Lougheed @ Burnett Pedestrian Sign GCF 12,500 0 0 0 0
Macfarlane Ave (Graves - 209) CFO 0 0 0 0 23,100
Owens St (200M N Camwood - Lougheed) CFO 0 0 0 0 14,020
Ped safety/access improv - 2008 GCF 45,000 0 0 0 0
Ped safety/access improv - 2009 GCF 0 50,000 0 0 0
Ped safety/access improv - 2010 GCF 0 0 86,000 0 0
Ped safety/access improv - 2011 GCF 0 0 0 90,000 0
Ped safety/access improv - 2012 GCF 0 0 0 0 90,000
Private Driveway Crossing GRF 20,602 20,810 21,024 21,245 21,473
River Rd. Road Improvements GRA 2,975,000 0 0 0 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
129
Section Project Description Fund 2008 2009 2010 2011 2012
Highways (cont.) Safer School Travel Program - 2008 ISR 25,000 0 0 0 0
Safer School Travel Program - 2009 ISR 0 35,000 0 0 0
Safer School Travel Program - 2010 ISR 0 0 40,000 0 0
Safer School Travel Program - 2011 ISR 0 0 0 50,000 0
Safer School Travel Program - 2012 ISR 0 0 0 0 50,000
Short Block Paving Program - 2008 ISR 200,000 0 0 0 0
Short Block Paving Program - 2009 ISR 0 200,000 0 0 0
Short Block Paving Program - 2010 ISR 0 0 200,000 0 0
Short Block Paving Program - 2011 ISR 0 0 0 200,000 0
Short Block Paving Program - 2012 ISR 0 0 0 0 200,000
Spirit Square GRA 500,000 0 0 0 0
Streetlight Pole Replace Program - 2008 ISR 50,000 0 0 0 0
Streetlight Pole Replace Program - 2009 ISR 0 50,000 0 0 0
Streetlight Pole Replace Program - 2010 ISR 0 0 50,000 0 0
Thermo plastic road markings GCF 0 0 0 50,000 0
Traffic calming program - 2008 GCF 80,000 0 0 0 0
Traffic calming program - 2009 GCF 0 45,000 0 0 0
Traffic calming program - 2010 GCF 0 0 45,000 0 0
Traffic calming program - 2011 GCF 0 0 0 45,000 0
Traffic calming program - 2012 GCF 0 0 0 0 45,000
Traffic Signal Electrical Upgrades ISR 30,000 0 0 0 0
Traffic Signal Integration GCF 0 0 0 0 162,500
Traffic Signal Integration TLD 0 0 0 0 162,500
10,241,147 19,991,608 34,436,007 19,841,480 4,857,922
Operating Capital Miscellaneous Capital - Engineering GCF 15,015 15,015 15,015 15,015 15,015
Miscellaneous Capital - General Government GCF 15,015 15,015 15,015 15,015 15,015
Miscellaneous Capital - Recreation GCF 15,015 15,015 15,015 15,015 15,015
45,045 45,045 45,045 45,045 45,045
Park Acquisition Cemetery Expansion DBT 1,520,000 0 0 0 0
Greenbelt Acquisition - 2010 PAR 0 0 200,000 0 0
Greenbelt Acquisition - 2011 PAR 0 0 0 200,000 0
Greenbelt Acquisition - 2012 PAR 0 0 0 0 200,000
Park (241/112) CWR 473,732 0 0 0 0
Park (241/112) DCC 1,379,400 0 0 0 0
Park (248/108) CWR 30,766 0 0 0 0
Park (248/108) DCC 3,046,175 0 0 0 0
Silver Valley Neigh Park Acq CWR 0 0 0 0 4,560
Silver Valley Neigh Park Acq DCC 0 0 0 0 1,015,740
Silver Valley Neigh Park Acq GCF 0 0 0 0 112,860
Silver Valley Neigh Park Acq SE Horse CWR 0 0 11,999 0 0
Silver Valley Neigh Park Acq SE Horse DCC 0 0 1,188,000 0 0
Silver Valley Neigh Park Acq SE Horse GCF 0 0 132,000 0 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
130
Section Project Description Fund 2008 2009 2010 2011 2012
Park Acquisition Silver Valley Neigh Park Phase 1 CWR 0 0 0 15,160 0
Silver Valley Neigh Park Phase 1 DCC 0 0 0 1,501,038 0
Silver Valley Neigh Park Phase 1 GCF 0 0 0 166,782 0
Silver Valley Neigh Park Phase 2 CWR 0 0 0 0 15,160
Silver Valley Neigh Park Phase 2 DCC 0 0 0 0 1,501,038
Silver Valley Neigh Park Phase 2 GCF 0 0 0 0 166,782
Whispering Falls Park (264/126) CWR 0 0 0 0 11,493
Whispering Falls Park (264/126) DCC 0 0 0 0 1,138,005
Whispering Falls Park (264/126) GCF 0 0 0 0 11,495
6,450,073 0 1,531,999 1,882,980 4,177,133
Park Improvement Albion Sport Complex - Lighting GCF 0 0 0 200,000 0
BMX Skills Development Area GCF 20,000 0 0 0 0
Boulevard Improvement GCF 0 0 0 0 30,000
Cemetery Caretaker House CEM 0 115,000 0 0 0
Cottonwood West Park Facilities CWR 0 4,626 0 0 0
Cottonwood West Park Facilities DCC 0 458,035 0 0 0
Cottonwood West Park Facilities GCF 0 152,678 0 0 0
Equipment Purchase - GEWC Elevator GCF 150,000 0 0 0 0
Facilities division tradesman truck GCF 30,000 0 0 0 0
Fraserview Park Development CWR 0 0 0 0 2,596
Fraserview Park Development DCC 0 0 0 0 257,125
Fraserview Park Development GCF 0 0 0 0 45,375
Park Development (241/104) CWR 0 0 0 0 2,643
Park Development (241/104) DCC 0 0 0 0 261,800
Park Development (241/104) GCF 0 0 0 0 46,200
Park Development Albion Elementary CWR 0 0 3,000 0 0
Park Development Albion Elementary DCC 0 0 297,000 0 0
Park Development Albion Elementary GCF 0 0 33,000 0 0
Parks Master Plan CWR 444 0 0 0 0
Parks Master Plan DCC 44,000 0 0 0 0
Parks Master Plan GCF 44,000 0 0 0 0
Port Haney Park Development GCF 0 0 0 22,782 0
Sport Field Renovations GCF 250,000 320,000 0 0 0
Trail Improvement - 2008 GCF 30,000 0 0 0 0
Trail Improvement - 2010 GCF 0 0 30,000 0 0
Trail Improvement - 2012 GCF 0 0 0 0 30,000
Wages to be covered by capital dollars GCF -47,688 -49,206 -50,750 -52,334 -53,929
Whonnock Lake Phase 1 GCF 0 235,000 0 0 0
Whonnock Lake Phase 2 Parking GCF 0 290,000 0 0 0
Whonnock Lake Phase 3 Path/Light CWR 0 0 0 2,530 0
Whonnock Lake Phase 3 Path/Light DCC 0 0 0 250,580 0
Whonnock Lake Phase 3 Path/Light GCF 0 0 0 44,220 0
Whonnock Lake Phase 4 Beach/General CWR 0 0 0 3,032 0
Whonnock Lake Phase 4 Beach/General DCC 0 0 0 300,229 0
Whonnock Lake Phase 4 Beach/General GCF 0 0 0 52,982 0
Whonnock Lake Phase 4 Washrooms/House CWR 0 0 0 0 624,000
Whonnock Lake Phase 5 Canoe Facility CFO 0 0 0 0 1,980,000
520,756 1,526,133 312,250 824,021 3,225,810
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
131
Section Project Description Fund 2008 2009 2010 2011 2012
Protective Srvcs Comm. Wildfire Protection Plan Phase 1 FDR 146,500 0 0 0 0
Equipment Purchase - Firehall #4 FDR 0 0 70,000 0 0
Fire Equipment Engine 1-1 Replacement ERR-FD 625,000 0 0 0 0
Fire Equipment Engine 2-2 Replacement ERR-FD 0 0 0 0 705,000
Fire Equipment Engine accessories FDR 25,000 0 0 0 0
Fire Rescue Boat w/Trailer FDR 37,000 0 0 0 0
Firehall #1 Expansion Phase 3 FDR 1,575,000 0 0 0 0
Firehall #3 Expansion FDR 0 750,000 0 0 0
Firehall #4 Construction Phase 2 DBT 5,500,000 0 0 0 0
Firehall #4 Construction Train Ground DBT 500,000 0 0 0 0
Firehall #4 Engine New FDR 0 0 0 0 625,000
Firehall #4 Equipment (Air Lighting Tr) FDR 325,000 0 0 0 0
Firehall #4 Protective & Safety Equip FDR 0 83,960 0 0 0
Firehall #4 Rescue 4 FDR 0 0 0 0 325,000
Firehall #4 Technical & Furnishings FDR 0 200,000 0 0 0
Firehall #5 Engine 1-2 Replacement ERR-FD 0 625,000 0 0 0
Firehall #5 Engine 2 Replacement ERR-FD 0 0 425,000 0 0
Firehall #5 Land Acquisition FDR 0 0 0 350,000 0
RCMP - Furniture Replacement - 2008 CFO 12,300 0 0 0 0
RCMP - Furniture Replacement - 2008 PSR 50,700 0 0 0 0
RCMP - Furniture Replacement - 2009 CFO 0 1,950 0 0 0
RCMP - Furniture Replacement - 2009 PSR 0 8,050 0 0 0
RCMP - Furniture Replacement - 2010 CFO 0 0 1,950 0 0
RCMP - Furniture Replacement - 2010 PSR 0 0 8,050 0 0
RCMP - Furniture Replacement - 2011 CFO 0 0 0 1,950 0
RCMP - Furniture Replacement - 2011 PSR 0 0 0 8,050 0
RCMP - Furniture Replacement - 2012 CFO 0 0 0 0 1,950
RCMP - Furniture Replacement - 2012 PSR 0 0 0 0 8,050
RCMP - Offices for GIS staff PSR 50,000 0 0 0 0
RCMP - Probation Space Costs PSR 20,000 0 0 0 0
RCMP - Proxima projector CFO 1,950 0 0 0 0
RCMP - Proxima projector PSR 8,050 0 0 0 0
Rescue 2 Replacement ERR-FD 0 0 0 375,000 0
8,876,500 1,668,960 505,000 735,000 1,665,000
Recreation Srvcs Equipment Purchase - Mower GCF 0 0 80,000 0 0
Equipment Purchase - Vehicle GCF 0 0 40,000 0 0
Equipment Upgrade - Tractor GCF 20,000 0 0 0 0
Leisure Center - Active studio reno GCF 0 0 55,000 0 0
Leisure Centre - Spray Pool GCF 50,000 0 0 0 0
Natural Gas & Co2 Control GCF 0 0 0 14,000 0
Recreation Vehicle (shared vehicle) GCF 30,000 0 0 0 0
100,000 0 175,000 14,000 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
132
Section Project Description Fund 2008 2009 2010 2011 2012
Sewage 101A Ave @ 243A St CFO 0 0 0 0 1,500
108 Ave (248 - 249) DCC 0 0 32,597 0 0
108 Ave (248 - 249) SCF 0 0 3,950 0 0
136 Ave (230 - 231) DCC 0 0 0 28,309 0
136 Ave (230 - 231) SCF 0 0 0 3,430 0
223 St (119 - Dewdney Trunk) SCF 0 0 87,733 0 0
224 St (Dewdney Trunk - Brown) SCF 0 0 32,568 0 0
224 St (Lane N North - Lougheed) SCF 0 0 18,416 0 0
225 St Pump Station pump upgrade SCF 0 0 135,000 0 0
225 St Pump Station Upgrade Phase 2 DCC 0 0 997,920 0 0
225 St Pump Station Upgrade Phase 2 SCF 0 0 120,958 0 0
225 St Pump Station Upgrade Phase 3 SCF 0 0 0 0 400,000
239 St sewer P/S: up to 3-phase power SCF 75,000 0 0 0 0
Albion Master Plan update SCF 60,000 0 0 0 0
Chlorine Storage Room SCF 27,000 0 0 0 0
Cottonwood Dr (115 - 116) SCF 0 0 0 0 60,655
Inflow, Infiltration & Condition Assess SCF 60,000 0 0 0 0
Lane N 119 (222 - 224) SCF 0 0 110,487 0 0
Lane N Mcintosh (223 - 224) SCF 0 0 73,658 0 0
Lane N Selkirk (222 - 224) SCF 0 98,212 0 0 0
Lane N Selkirk (226 - 227) SCF 0 0 44,000 0 0
Lane S Lougheed (223 - 224) SCF 0 0 94,120 0 0
Lane S Selkirk (222 - 223) SCF 0 73,658 0 0 0
Local Improvement Projects - Sewer CFO 250,000 250,000 250,000 250,000 250,000
Lower Hammond Sewage upgrade plan SCF 100,000 0 0 0 0
Meadowbrook Place (12600 Block) SCF 0 120,000 0 0 0
One Work Vehicle SCF 17,500 0 0 0 0
Private Sewer Connections SRF 79,304 81,149 83,049 85,007 87,023
Provide extra storage for Guns P/S SCF 55,000 0 0 0 0
Raise Wharf St sew P/S to dyke elevation SCF 100,000 0 0 0 0
Replace force main (225 pump station) SCF 0 0 0 0 0
River Rd (232 - McKay) Phase 1 DCC 0 0 636,021 0 0
River Rd (232 - McKay) Phase 1 RCPS 0 0 118,662 0 0
River Rd (McKay - 236) Phase 2 DCC 0 0 0 177,166 0
Sanitary Network Subcatchment A To Gis SCF 0 0 35,000 0 0
Sanitary Network Subcatchment J Study SCF 0 0 0 150,000 0
Sanitary Network Subcatchment K Study SCF 0 150,000 0 0 0
Sanitary Network Subcatchment T Study SCF 0 0 150,000 0 0
Sanitary Sewer Modelling Update SCF 0 0 9,000 9,000 30,000
Sewage System Rehabilitation SCF 250,000 250,000 287,500 287,500 250,000
South Slope Interceptor Repair SCF 0 0 400,000 0 0
South Slope Interceptor Study RCPS 25,000 0 0 0 0
Upgrade SAD to TAD SCF 50,000 0 0 0 0
Upgrade/update elec equipment in sew P/S SCF 49,000 0 0 0 0
Video & spot repairs sewer SCF 65,000 65,000 65,000 65,000 65,000
1,262,804 1,088,019 3,785,639 1,055,412 1,144,178
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
133
Section Project Description Fund 2008 2009 2010 2011 2012
Technology Amanda Cemetary Records Management CEM 34,000 0 0 0 0
Amanda Phase 4 Dogs & Excess Capacity RCP 12,000 0 0 0 0
Amanda Phase 4 Dogs & Excess Capacity SCF 9,000 0 0 0 0
Amanda Phase 4 Dogs & Excess Capacity WCF 9,000 0 0 0 0
ArcGIS extension licenses GCF 8,100 0 0 0 0
ArcGIS extension licenses SCF 2,700 0 0 0 0
ArcGIS extension licenses WCF 2,700 0 0 0 0
Computer Room Upgrades GCF 0 0 0 41,221 0
Council Chamber Multimedia Upgrade GCF 0 0 25,000 0 0
Desktop growth (reduced to 5 laptops) GCF 0 7,500 0 0 0
Document Processing System - 1 GCF 0 60,000 0 0 0
Document Processing System - 1 SCF 0 7,500 0 0 0
Document Processing System - 1 WCF 0 7,500 0 0 0
Document Processing System - 2 GCF 0 0 63,000 0 0
Equipment Purchase - Blade Server GCF 0 0 0 21,000 0
Equipment Purchase - Council Media Upgr GCF 0 0 25,000 0 0
Equipment Purchase - Load Balancer GCF 0 0 42,500 0 0
Equipment Purchase - New Web Server GCF 0 0 0 25,245 0
Equipment Purchase - San Hard Drive GCF 0 0 0 0 42,262
Equipment Purchase - Sms Redundancy GCF 0 0 38,225 0 0
Equipment Purchase - Streaming Video RCP 0 0 26,650 0 0
Equipment Purchase - UPS Upgrade GCF 0 0 0 16,170 0
Equipment Purchase - Wireless Data Sys. GCF 0 0 0 22,100 0
Equipment Replacement - Info Serv ERR-IS 291,358 965,477 837,165 499,433 1,170,186
Financial Systems Study GCF 26,600 0 0 0 0
Financial Systems Study SCF 3,325 0 0 0 0
Financial Systems Study WCF 3,325 0 0 0 0
Fire Training On Line Learning GCF 0 0 0 0 42,000
GIS Application Development - Water RCPW 0 0 0 60,000 0
GPS Receiving Station Phase 3 RCP 15,000 0 0 0 0
Information Services Backup Device RCP 38,000 0 0 0 0
Infrastructure growth GCF 41,500 0 0 0 0
Infrastructure Management Phase 1 GCF 0 25,000 0 0 0
Infrastructure Management Phase 1 SCF 0 12,500 0 0 0
Infrastructure Management Phase 1 WCF 0 12,500 0 0 0
IT Disaster Recovery Infrastructure GCF 0 0 0 0 97,275
IT Disaster Recovery Plan GCF 0 0 60,000 0 0
IT Fibre Optic Conduit - # 699 (224 St) CWR 0 0 0 32,967 0
IT Fibre Optic Conduit - #1189 (224 St) CWR 0 0 29,023 0 0
IT Fibre Optic Conduit - #1565 (224 St) CWR 0 0 0 13,137 0
IT Fibre Optic Conduit - #2630 (240 St) CWR 129,412 0 0 0 0
IT Fibre Optic Conduit - #7074 (Kanaka Way) CWR 0 0 27,433 0 0
IT Fibre Optic Conduit Phase 2, Pt 2 GCF 45,000 0 0 0 0
IT Fibre Optic Conduit Phase 2, Pt 2 SCF 15,000 0 0 0 0
IT Fibre Optic Conduit Phase 2, Pt 2 WCF 15,000 0 0 0 0
IT Strategic Plan Update GCF 0 0 0 50,000 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
134
Section Project Description Fund 2008 2009 2010 2011 2012
Technology (cont.) Management Reporting Software Phase 1 RCP 0 0 13,000 0 0
Microfiche readers GCF 31,000 0 0 0 0
Network Monitoring GCF 0 0 17,325 0 0
Payroll System Replacement GCF 0 0 0 150,000 0
Performance management software GCF 31,500 0 0 0 0
Public Access Community Kiosks GCF 0 0 38,750 0 0
ROSS financials upgrade GCF 0 69,300 0 0 0
ROSS financials upgrade SCF 0 34,650 0 0 0
ROSS financials upgrade WCF 0 34,650 0 0 0
Server Consolidation ERR-IS 0 0 0 0 10,000
Server Consolidation GCF 0 0 0 0 34,700
Systems Management Server Phase 2 GCF 0 0 0 10,000 0
Windows VMS Mitgration Phase 1 GCF 50,000 0 0 0 0
813,520 1,236,577 1,243,071 941,273 1,396,423
Water 112 Ave (240 - 245) DCC 0 0 0 320,404 0
112 Ave (240 - 245) WCF 0 0 0 323,639 0
116 Ave (232 - Cottonwood) WCF 0 0 47,946 0 0
117 Ave (Darby - 216) WCF 0 0 56,000 0 0
118 Ave (Steeves - 210) WCF 0 0 43,200 0 0
119 Ave (227 - 228) WCF 0 0 0 0 143,765
125 Ave (241 - Ansell) WCF 0 0 331,200 0 0
136 Ave (236 - 240) DCC 0 0 0 0 846,926
136 Ave (236 - 240) WCF 0 0 0 0 8,554
136 Ave @ 232 St PRV WCF 0 0 160,000 0 0
136 Ave @ 24200 Rockridge Res. Phase 2 DCC 0 0 611,618 0 0
136 Ave @ 24200 Rockridge Res. Phase 2 WCF 0 0 38,367 0 0
141 Ave @ 232 St PRV WCF 0 0 0 100,000 0
203 St (Thorne - Lougheed) WCF 0 0 0 364,135 0
210 St (116 - 118) WCF 0 0 218,900 0 0
216 St (124 - 128) DCC 0 0 0 0 551,332
216 St (124 - 128) WCF 0 0 0 0 189,345
224 St (116 - North) WCF 0 0 0 182,400 0
224 St (119 - Dewdney Trunk) RCPW 0 0 230,000 0 0
224 St (North - 119) DCC 0 0 0 126,500 0
224 St (North - 119) WCF 0 0 0 127,777 0
232 St (136 - Silver Valley) DCC 0 0 0 0 121,493
232 St (136 - Silver Valley) WCF 0 0 0 0 41,725
232 St (Slager - Dewdney Trunk) WCF 184,473 0 0 0 0
233 St (132 - 150M N 132) WCF 0 0 0 30,000 0
241 St - new water main WCF 0 20,000 0 0 0
248 St (116 - Dewdney Trunk) DCC 0 0 0 0 459,228
248 St (116 - Dewdney Trunk) WCF 0 0 0 216,000 157,714
256 St Reservoir Seismic Review RCPW 0 35,750 0 0 0
263 St (440/760 Pump) Sync WCF 56,000 0 0 0 0
270A St @ 123 Ave P/S Phase 2 WCF 0 0 0 0 250,000
Albion & Water Model - dist upgr WCF 250,000 250,000 250,000 250,000 0
Schedule 1: Financial Overview Report
Appendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project ListingAppendix B: Capital Works Program Project Listing
Financial Plan 2008 - 2012
District of Maple Ridge
135
Section Project Description Fund 2008 2009 2010 2011 2012
Water (cont.) Ansell St (124 - 125) WCF 0 0 0 230,400 0
Balsam St (132 - Larch) WCF 0 0 0 44,000 0
Chlorine Storage Room WCF 27,000 0 0 0 0
Cottonwood Dr (115 - 116) WCF 0 0 0 0 84,956
DCC Payment To Joint Supply System, 2012 DCC 0 0 0 0 110,244
DCC Payment To Joint Supply System, 2012 WCF 0 0 0 0 1,113
Demolition of Industrial Ave Reservoir WCF 25,000 0 0 0 0
Destructive Pipe Condition Assessment WCF 30,000 0 0 0 0
Dewdney Trunk Rd @ 246 St GVWD P/S WCF 0 0 56,000 0 0
Dover, Laurie, Wicklow, 218 Services WCF 0 0 0 46,000 0
Exeter Ave (Spring Cres - E Of 216) WCF 0 0 79,200 0 0
Ferguson Ave (248 - 250) WCF 0 0 0 0 82,800
Infrastructure Review Silver Valley DCC 46,980 0 0 0 0
Infrastructure Review Silver Valley RCPS 20,010 0 0 0 0
Infrastructure Review Silver Valley RCPW 20,010 0 0 0 0
Laity St (Lougheed - Dewdney Trunk) WCF 0 0 184,900 0 0
Lane N Selkirk (223 - 224) WCF 0 0 0 44,000 0
Lane S Lougheed (223 - 224) WCF 0 0 0 41,400 0
Lane S St, Anne Ave (223 - 224) WCF 0 0 0 36,000 0
Local Improvement Projects - Water CFO 250,000 250,000 250,000 250,000 250,000
Lorne Ave (Kinston - Princess) WCF 0 0 59,400 0 0
Lougheed @ Dewdney Trunk Rd PRV RelocateWCF 0 352,000 0 0 0
Non Destructive Pipe Condition Assess WCF 25,000 0 0 0 0
One Work Vehicle WCF 17,500 0 0 0 0
Ospring St (Princess - Eltham) WCF 0 0 0 57,600 0
Pressure monitors in diff pressure zones WCF 17,500 0 0 0 0
Private Water Connections WRF 160,217 163,503 166,886 170,373 173,963
Reloc PRV chamber @ Lougheed and DewdneyWCF 50,000 0 0 0 0
River Rd (216 - Carshill) WCF 0 0 265,000 0 0
River Rd (Riverbend - 223) WCF 0 0 0 0 77,000
Rothsay Heights Reservoir Improvement WCF 0 0 0 250,000 0
Seismic up. des - River Rd (Haney & 240) WCF 50,000 0 0 0 0
Seismic up. des/PRV - Lougheed @ Dewdney WCF 100,000 0 0 0 0
Seismic Upgrade Pump Stations WCF 0 50,000 0 0 0
Steeves St (River - Camwood) WCF 0 0 278,400 0 0
Truck fill system: proposed reserv. site WCF 0 65,000 0 0 0
Upgrade SAD to TAD WCF 50,000 0 0 0 0
Variable frequency drive for water P/S WCF 39,000 0 0 0 0
Video surveillance at water facilities WCF 70,000 0 0 0 0
Water Feed Main Stage 2 Debt Pmt DCC 0 110,000 110,000 110,000 110,000
Water Feed Main Stage 2 Debt Pmt WCF 0 1,111 1,111 1,111 1,111
Water Network Modelling - 2010 WCF 0 0 9,000 0 0
Water Pump Station Sync (Q3,Q4,Q5,Q6) WCF 0 0 160,000 0 0
Water Services Replacement Program WCF 0 0 0 0 46,000
Whonnock Water System Study WCF 0 40,000 0 0 0
1,488,690 1,337,364 3,607,128 3,321,739 3,707,269
Schedule 1: Financial Overview Report
Appendix C: Table of FiguresAppendix C: Table of FiguresAppendix C: Table of FiguresAppendix C: Table of Figures
Financial Plan 2008 - 2012
District of Maple Ridge
136
Figure 1: Conceptual Overview of New Revenue .......................................................................................... 105
Figure 2: Conceptual Overview of Transfers ................................................................................................. 105
Figure 3: Conceptual Overview of Expenditure Changes ............................................................................. 106
Figure 4: Conceptual Overview of Distribution of New Revenue - $4.25 million, 2008 ............................ 107
Figure 5: Growth Packages in Financial Plan (both approved and proposed) ............................................ 108
Figure 6: New Growth Packages .................................................................................................................... 108
Figure 7: Items to be funded from Surplus ................................................................................................... 109
Figure 8: Succession Planning Implementation ........................................................................................... 109
Figure 9: Proposed Capital Spending by Category ........................................................................................ 110
Figure 10: Proposed Capital Funding Sources ............................................................................................. 110
Figure 11: Capital Funded by Others ............................................................................................................. 111
Figure 12: Reconciliation of 2007-2011 Financial Plan to 2008-2012 Proposed Financial Plan............ 112
Figure 13: Incremental Adjustments ............................................................................................................. 113
Figure 14: Capital Projects proposed for debt financing .............................................................................. 115
Figure 15: "Average Home" Tax Increase ...................................................................................................... 117
Figure 16: Reserve Balances Dec.31, 2006................................................................................................. 118
Figure 17: Capital Works Reserve Projection................................................................................................ 119
Figure 18: Capital Works Reserve Projection Chart ..................................................................................... 119
Figure 19: Infrastructure Sustainability Allocation of Funding..................................................................... 120
Figure 20: Infrastructure Sustainability Projection (Drainage and Transportation portions) ..................... 120
Figure 21: Fire Department Capital Acquisition Reserve Projection ........................................................... 121
Figure 22: Fire Department Capital funded by Fire Department Capital Acquisition Reserve .................. 121
Figure 23: Fire Department Equipment Replacement Reserve Projection ................................................. 121
Figure 24: Commercial Operation .................................................................................................................. 122
Schedule 2: Infrastructure Funding Strategy
Financial Plan 2008 - 2012
District of Maple Ridge
137
District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge
TO:TO:TO:TO: Corporate Management Team Date: August 29, 2006
FROM:FROM:FROM:FROM: Laura Benson, Policy Analyst Updated:Updated:Updated:Updated: October 30, 2006October 30, 2006October 30, 2006October 30, 2006
SUBJECTSUBJECTSUBJECTSUBJECT: Infrastructure Funding Strategy
For the development of a strategic infrastructure program, some certainty around funding levels is required. For many
years, the District has had a Long Term Capital Works Program, although there have been assumptions made around
levels of funding that may or may not be directed towards the various categories of assets and services. As projects
move closer towards the current year(s), often they get pushed off to later years due to lack of funding. At times, the lack
of certainty means work that could otherwise happen in advance of a project is not able to proceed, such as advance
planning, searching for ways to leverage our funds, and booking contractors.
In order to make the best use of District resources, and at the same time leverage them to obtain funding from other
sources, we require a longer term commitment on the funding side of the program. These are separated into two catego-
ries: Sustaining What We Have, and Providing for Growth. Additionally, a set of guidelines is provided in Appendix 4 to
set a framework around certain funding sources, specifically the infrastructure renewal funds, DCCs and debt.
1.1.1.1. Sustaining What We HaveSustaining What We HaveSustaining What We HaveSustaining What We Have
The DCC reserve funds infrastructure projects to support growth, but provides limited funding for replacement or renewal,
and does not fund maintenance costs. In addition, subdivision infrastructure turned over by developers becomes the
responsibility of the District, and over time contributes significantly to the infrastructure inventory. In 2004 it was almost
$10 million, and in 2005 it was another $26 million. Where do we get the money to sustain an asset base that is grow-
ing at this pace? Ideally, a portion of the revenue from growth in the tax base should be set aside for this, but often it
goes towards new initiatives and maintaining existing programs.
In terms of funding asset replacement and renewal, we have a few different categories of assets that are funded through
different methods. The water and sewer utilities have the ability to generate their own funds through the utility rate struc-
tures. The replacement reserve for operations equipment raises its own funds from general revenue through charge-out
rates. Our other reserves are for the most part committed or flagged for specific purposes.
So where do the funds come from to pay for other major infrastructure replacement and/or rehabilitation? The answer is
mainly general revenue, and the contribution from general revenue towards some of these initiatives has remained fairly
flat for years, despite the huge growth in our inventory of roads, buildings and other assets. In addition, these initiatives
must compete for funding with other projects.
Some of the resources devoted to infrastructure sustainability are discussed below.
TransportatTransportatTransportatTransportation and Traffic Managemention and Traffic Managemention and Traffic Managemention and Traffic Management – The contribution from general revenue to the capital program is about $2.1
million annually. This has not changed since prior to 1998. Roads projects must compete with drain-age, tech-
nology and other projects within the overall capital program. TransLink provides funding for maintenance of the
major road network, but the District’s own infrastructure has no dedicated source of funding.
Replacement value of the road infrastructure is estimated to be $460 million. Applying a lifecycle assumption of 25
years, we should be spending $18 million on an annualized basis, or the “sustainability requirement” that is required in
order to keep our infrastructure in adequate condition. That is not to say that we need to spend $18 million each and
every year; but on a long-term basis we need to be prepared for some years where significant funds are required, and we
won’t have the capacity to manage them within our annual operating and capital budgets. To put this into perspective,
we are currently spending about $400,000 through the operating budget, and the capital program averages another
$400,000 per year (allocated as a portion of the $2.1 million annual general revenue contribution towards the capital
program). This $800,000 investment in road maintenance is about 8% of the $18 million annualized requirement.
Other infrastructure within the Transportation and Traffic Management category, such as bridges, traffic signals, lights,
curbs, gutters, sidewalks, rail crossings and traffic signs bring the total replacement value to $568 million, with an an-
nual sustainability requirement of $21 million.
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138
DrainageDrainageDrainageDrainage – Also competing for the general revenue funds in the capital program ($2.1 million annually) are drainage pro-
jects. Replacement value of the drainage infrastructure is estimated to be $220 million with an annual sustain-
ability requirement of $4.5 million. We are currently spending about $350,000 through the operating budget,
and another $300,000 through the capital program. This $650,000 investment in storm sewer maintenance is
about 14% of the $4.5 million required.
Lifecycle ReserveLifecycle ReserveLifecycle ReserveLifecycle Reserve, in the financial statements referred to as “Recreation” Facility Maintenance, although buildings other
than recreation are covered, such as those for fire, police, and general government. This reserve receives
$450,000 annually from general revenue. An increase of $50,000 occurred in 2003 to help with the addition of
municipal buildings in the downtown core, but this is not adequate.
Comprehensive lifecycle studies are being performed, which will deliver 30-year financial plans and performance meas-
ures. In 2005, the RCMP building, courthouse and leisure centre were reviewed. In 2006, the municipal hall, arts cen-
tre, and works yard building are planned for review, and studies on the fire halls are planned for 2007. The office tower
study was done in 2004.
According to appraisals done for insurance purposes, the following values are assigned to the buildings and equipment I
believe were intended to be covered from this reserve:
Replacement
Value
Annual
Sustainability
Requirement
General Government - Construction 53,000,737 1,766,691
General Government - Equipment 555,500 27,775
General Government - Yard 1,193,503 59,675
Parks & Recreation - Construction 42,789,383 1,426,313
Parks & Recreation - Equipment 22,370 1,119
Parks & Recreation - Yard 4,558,490 227,925
Fire - Construction 3,325,347 110,845
Fire - Yard 212,400 10,620
Police - Construction 4,837,701 161,257
110,495,431 3,792,219
We are currently allocating $450,000 to building and equipment renewal, out of sustainability provision requirement of
$3.8 million, or 12%. Once again I state that the $3.8 million annual sustainability requirement is not needed each and
every year, as many of the buildings are new, but there will come a time where a significant investment is required, and
more so if we are not allocating enough to the maintenance program.
Equipment Replacement ReserveEquipment Replacement ReserveEquipment Replacement ReserveEquipment Replacement Reserve – This reserve is divided into three segments: operations equipment; fire department
equipment; and technology. In addition to the specific funding allocated to these reserves, the fund balances also earn
interest income.
Operations: Equipment is charged against general revenue accounts at rates calculated to cover both maintenance and
eventual replacement. This is a reasonable method to ensure replacement funding is available, and to ensure the ap-
propriate service areas pay their share of costs. In 1998, this amount was just under $500,000; for 2006 it is
$665,000.
Technology: General revenue contributed $135,000 in 1998 towards technology equipment replacement, increasing to
$312,000 per year for the last several years. There was a history of incremental requests to increase funding levels as
assets were added to the inventory, however, improved asset management and stabilized funding have improved the
approach.
In 2001, water and sewer utilities began to contribute for their usage of IT equipment, contributing $35,000 each ini-
tially, then $85,000 each in 2002, and since 2003, have remained at $100,000 each. The intention was to reach a
number that represented adequate compensation for actual usage, as estimated in 2001. This should likely be evalu-
ated once again to determine whether this amount is adequate.
Schedule 2: Infrastructure Funding Strategy
Financial Plan 2008 - 2012
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139
The IT replacement reserve currently includes workstation, network, and some productivity software. It does not include
replacement funding for enterprise wide software systems, such as the Ross financials, Amanda property system, GIS
and Class recreation system. The strategy for these programs is when replacement comes due, a capital program fund-
ing request is raised and evaluated against other competing interests.
Fire: The Fire Department Capital Acquisition Reserve is for acquiring growth-related equipment and buildings. The con-
tribution to this reserve has historically been tied to taxation, with 2%6 in 1998 netting $380,000 and in 2006,
$720,000. For replacement of these assets, a separate reserve is used.
In 1998 the contribution from general revenue for equipment replacement was $252,300. The number was determined
when we had two fire halls and a different pay structure for firefighters. In 1999, it received a 5% increase, and
has remained since that time at $264,900. In 2003, a lump sum of $178,000 was added, relating to fire re-
sponse to the Kelowna forest fire situation. Since 2000 the District has acquired additional vehicles worth
about $350,000, and between 2008 and 2009 will spend another $1.5 million on vehicles for Fire Hall 4. In
addition, replacement of other apparatus such as hoses is funded from this reserve.
Progress To DateProgress To DateProgress To DateProgress To Date
Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability. This
amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional $442,000 for
a total of $857,000; 2010 is $1.3 million, and 2011 is $1.8 million.
This issue is significant, as evidenced by the shortfall illustrated in the graph below7 8. We have time to get ahead of the
curve, but time is of the essence. The sustainability funds directed by Council toward this issue will certainly begin to
address the funding shortfall, and the practice is in alignment with the District’s Financial Sustainability Policy (FSP) 7.0
(the FSP’s referenced are listed in Appendix 5). In addition, plans for maintenance programs and construction projects
continually look for ways to extend lifecycles and minimize maintenance spending. Another way in which Council could
have a significant impact on this issue is to ensure future growth in taxation revenue is directed to sustaining current
assets and services for the growing population. Dedicating a portion of annual tax revenue derived from growth in the tax
base towards sustaining new growth in our asset base is a sound approach in support of FSP 7.1.
Unfunded Infrastructure Liability
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
2006 2011 2016 2021 2026 2031Annual AmountUnfunded Infrastructure Liability
Additional Renewal Funds - 1% of Taxation
Annual Renewal Spending
6 As a separate issue, the 2% allocation may not be enough given the demands of a growing community, and the organizational
change the department has experienced. In recent years, the funding from this reserve was not enough to meet demand for growth-
related infrastructure acquisitions, and had to be augmented by other funding sources.
7 Previous projections used an infrastructure inventory with a replacement cost estimated at $580 million. Significant work is under-
way to catalogue and value the District’s assets, and to date the estimated replacement cost has been revised to $1.3 billion.
8 This graph represents our entire inventory of infrastructure, including assets not paid for out of general revenue, such as the water
and sewer utilities.
Schedule 2: Infrastructure Funding Strategy
Financial Plan 2008 - 2012
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140
The District of Maple Ridge is certainly not alone. The Federation of Canadian Municipalities (FCM) estimates the mu-
nicipal infrastructure deficit to be $60 billion and growing at $2 billion a year. The magnitude and scope of the shortfall
may discourage communities from taking action on the notion the problem is too large to be resolved by municipal
means alone. While most communities will likely need assistance of some kind, FCM strongly encourages local govern-
ments to take action, and demonstrate their ability to address the issue. They have provided a series of recommenda-
tions, a critical one being that “municipal governments must evaluate how they plan for growth, price their services and
generate revenues. A long-term plan, with targets and milestones, must be put in place to help phase in these changes
over the next 20 years.”9
The FCM document also suggests that current municipal accounting practices do not tell the whole story. Municipal gov-
ernments may appear fiscally healthy, but only because they have underinvested in services and infrastructure essential
to their economic health. This is one key reason the Public Sector Accounting Board (PSAB) is changing the financial re-
porting standards as of January 1, 2008, and Maple Ridge’s infrastructure shortfall will become a key item on the finan-
cial statements. Having a program in place that addresses the situation prior to the financial reporting change will dem-
onstrate fiscal responsibility.
Options for Sustaining What We HaveOptions for Sustaining What We HaveOptions for Sustaining What We HaveOptions for Sustaining What We Have
The “caution” signs in the preceding sections highlight areas that have a need for increased and/or dedicated funding,
so that they can develop a strategic replacement program. Beginning in 2008, it is recommended that the funds be allo-
cated as follows:
2008 2009 2010 2011
1% for Infrastructure Sustainability $415,480 $857,733 $1,328,485 $1,827,859
Allocation:
Transportation and Traffic Management 415,480 457,028 812,731 894,004
Building Renewal - 200,000 220,000 608,525
Drainage - 100,000 160,000 176,000
Fire Equipment Replacement - 70,000 101,979 112,177
Major Equipment/Systems Renewal - 30,705 33,776 37,153
The next chart quantifies the effect the proposed funding allocations will have on specific categories. For example, the
annual amount dedicated to renewal of our transportation infrastructure doubles by 2011. The current amount provides
just 4% of the sustainability requirement, whereas the proposed allocation increases this to 8% in just five years. The
cumulative effect of making these decisions now can have a profound impact on our ability to manage the problem in the
future.
Current and Proposed Infrastructure Sustainability Levels
$650,000$800,000$737,684$300,000$265,000$826,000$1,694,004$1,108,469$574,894$377,177$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
$1,400,000
$1,600,000
$1,800,000
Drainage Transportation General Govt Recreation Fire
2005 Funding Level
2011 Funding Level
9 “Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian Municipalities, June 2006.
Schedule 2: Infrastructure Funding Strategy
Financial Plan 2008 - 2012
District of Maple Ridge
141
Borrowing for the purpose of ongoing maintenance and renewal is not a sound strategy. If we don’t have the mainte-
nance money today, we certainly can’t sustain debt payments as well as a maintenance program. One exception to this
is major maintenance works that cannot be funded from one year’s annual budget without negatively impacting the abil-
ity to perform other required maintenance works. In those cases, short-term debt financing could be considered, on the
understanding that future year’s works will be limited by the amount of debt servicing required to fund the major projects
done in earlier years. Projects to be financed by debt should be submitted to Council with a business case, in accor-
dance with Financial Sustainability Policy 8.0.10
2.2.2.2. Providing for GrowthProviding for GrowthProviding for GrowthProviding for Growth
New infrastructure to support growth is provided primarily in two ways: (i) subdivision infrastructure built by developers
that is turned over, becoming the District’s ongoing responsibility, and (ii) Development Cost Charges (DCCs) are used to
fund major projects that serve larger areas.
The DCC reserve provides funding for the construction or provision of major infrastructure to support community growth
under the categories of roads, water, sewer, drainage, and parkland. Growth also creates a demand for policing, fire,
recreation and library services, but DCCs cannot be collected for infrastructure to support these services.
Our strategy now is to wait until we have collected the revenues before we do the work, but we may want to consider debt
to fund the projects now.
I have been asked to look into debt financing for DCC projects, so have prepared some
projections based on information to date. Since debt financing would lock us into mak-
ing payments for a period of time, it is prudent to identify some of the risk factors and
limitations with the projection model.
Projecting DCC revenue requires estimating the amounts, types and locations of devel-
opment. The District charges different rates for single family, multi-family, downtown
apartment, and outside-of-downtown apartment, institutional, industrial, downtown
commercial and outside-of-downtown commercial. A revenue projection involves esti-
mating future numbers of units in these categories, then applying either the old DCC
rate (if an application is in progress) or the new 2006 rate. We have used historical
figures plus the projections found in several consulting reports supporting the proposed
OCP to come up with future DCC revenue. Given that a future shift towards higher den-
sity residential development is likely to occur, I have built this into the projections, but it
is difficult to determine whether this shift will have a significant impact on our revenue,
and whether that will happen within the five-year projection window or not. Also, inter-
nal interest earnings and sinking fund earnings on MFA debt may be less than antici-
pated
The capital expenditures assumed to occur over the 2006-2010 period are based on
the current financial plan adopted in May 2006. The project costs have been escalated
according to engineering estimates, but the capital works program has not yet been
reconciled by engineering. This process will occur through this year’s business planning
cycle.
Consideration must also be given to whether we have the internal capacity to implement
the projects. In the past it hasn’t necessarily been a shortage of cash that has pre-
vented certain works from proceeding, but a shortage in project management capacity
to adequately oversee the projects to completion. An evaluation of this capacity should
be done prior to any decision to borrow, with possibly consideration of outside resourc-
ing if necessary, which will have an impact on the project cost.
Since the model is used to evaluate the possibility of debt financing, I have used a conservative approach for projecting
revenue to ensure we don’t lock ourselves into debt payments we can’t afford. The model is found in Appendix 2, and
illustrates a capacity to borrow $4.5M over 5 years for roads projects, $1M in sewer and $1.5M in drainage. Parks
spending is likely to be tapped out with the projects anticipated in the 2006-2010 program.
10 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s financial planning activities. Financial Sus-
tainability Policies (FSPs) referenced in this document can be found in Appendix 5.
How are DCCs Calculated?
1) The numbers of potential de-
velopment units are quantified to
build-out in 2021, by development
type (single family, townhouse,
apartment, commercial, etc.)
2) Projects required to accommo-
date growth to build-out are iden-
tified and costs are estimated
(portion of cost may be borne by
existing population), and allo-
cated to land use types.
3) Rates are calculated that,
when multiplied by the estimated
development units, should
achieve the revenue necessary to
pay for the projects.
As projects are completed and
units are developed, remaining
(or additional) projects costs must
be covered by remaining devel-
opment units, making regular
review of project costs and
growth estimates important. As
fewer and fewer development
units remain, any changes will
have a greater impact on the
rates.
Schedule 2: Infrastructure Funding Strategy
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142
Oct.30, 2Oct.30, 2Oct.30, 2Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006006: The model in Appendices 2 and 2A reflected the 2006006: The model in Appendices 2 and 2A reflected the 2006006: The model in Appendices 2 and 2A reflected the 2006----2010 Capital Works 2010 Capital Works 2010 Capital Works 2010 Capital Works
Program adopted by Council. The model has been revised to illustrate the impact of the draft Program adopted by Council. The model has been revised to illustrate the impact of the draft Program adopted by Council. The model has been revised to illustrate the impact of the draft Program adopted by Council. The model has been revised to illustrate the impact of the draft
2007200720072007----2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been 2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been 2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been 2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been
apapapappended to this report to illustrate the updated information. pended to this report to illustrate the updated information. pended to this report to illustrate the updated information. pended to this report to illustrate the updated information.
The heavier utilization of debt financing in the proposed plan will reduce the flexibility and cThe heavier utilization of debt financing in the proposed plan will reduce the flexibility and cThe heavier utilization of debt financing in the proposed plan will reduce the flexibility and cThe heavier utilization of debt financing in the proposed plan will reduce the flexibility and ca-a-a-a-
pacity of the Capital Works Program in future years. Adherence to the guidelines outlined in pacity of the Capital Works Program in future years. Adherence to the guidelines outlined in pacity of the Capital Works Program in future years. Adherence to the guidelines outlined in pacity of the Capital Works Program in future years. Adherence to the guidelines outlined in
AAAAppendix 4 is recommended.ppendix 4 is recommended.ppendix 4 is recommended.ppendix 4 is recommended.
It must be noted that legislation on using DCCs for interest payments is very stringent, primarily allowing the practice for
greenfield development where services are to be provided prior to collections of DCCs in an area. This is typically
not our practice, as we have adopted a pay-as-you-go philosophy. Furthermore, the bulk of borrowing capacity
exists in the roads component, and these projects are generally held off until the tail-end of development activity
to allow for underground construction in advance of completing roads. For these reasons, using debt for DCC
projects will be of limited use.
Some DCC projects may require other funding sources, in addition to DCCs. Consideration must also be given to whether
these sources have the capacity to fund their portion. In addition, the added cost of a sustainability provision and main-
tenance program should be considered as new infrastructure is built. Financial Sustainability Policy 12.011 directs full
life-cycle cost consideration prior to capital project approval.
Is this the right time to borrow? In the lead-up to the 2010 Olympics, the District may be paying a premium to get pro-
jects done. Is now the right time to move other projects forward? While interest costs are low right now, con-
struction costs are high and increasing, and we would be paying a premium to compete with other major projects
in the region. Following 2010, excess capacity may exist that could more than offset a rise in interest costs.
CONCLUSION:CONCLUSION:CONCLUSION:CONCLUSION:
In order to sustain our current infrastructure, we should use time to our advantage. Allocating a cumulative 1% of taxa-
tion each year to asset renewal will put us on the right path toward correcting the shortfall. To limit further exposure, a
portion of annual tax revenue derived from growth in the tax base should be dedicated toward sustaining the expansion
of our asset base. Furthermore, if actual growth exceeds that in the financial plan, a determination should be made to
allocate it either to growth in services or infrastructure sustainability. In addition, although water and sewer have inde-
pendent sources of funding, they should be subject to the same review process to ensure adequate replacement funds
are available when required, with a fair distribution of costs among current and future users of the services.
Debt should be approached with caution, with a full understanding of the implications of locking in future taxpayer dollars
for today’s projects. Projects that would be difficult to fund within the annual funding allotment, or where revenue
sources will be realized over time, are examples of where debt financing may be suitable. Projects funded by debt should
be subject to business case evaluation with consideration of whether we have the internal capacity to implement them;
they should also be subject to performance reporting, and should be in alignment with Council’s strategic direction.
Using debt for DCC projects may be of limited use, since covering the interest component can only be done in very spe-
cific circumstances that may not address the roads component where the bulk of our debt capacity exists at this point.
The DCC bylaw should be regularly amended to update project costs, to ensure our rates will drive the revenue necessary
to pay for the projects.
In addition, the funding strategy should be revisited annually with each business planning cycle to ensure that the as-
sumptions, financial climate and overall approach remain relevant.
11 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s financial planning activities. Financial
Sustainability Policies (FSPs) referenced in this document can be found in Appendix 5.
Schedule 2: Infrastructure Funding Strategy
Financial Plan 2008 - 2012
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143
Achieving greater sustainability in infrastructure management requires greater vigilance and ongoing oversight of the
related policies, practices and business initiatives. Integrating management oversight into a corporate position with re-
sponsibility for coordination among the various departments involved may be a prudent step in the infrastructure man-
agement program.
Prepared by: Laura Benson, CMA
Policy Analyst
Concurrence: Jeff Scherban
Director of Development Engineering
Approved by: Paul Gill, BBA, CGA
General Manager, Corporate & Financial Services
Schedule 2: Infrastructure Funding Strategy
Appendix 1Appendix 1Appendix 1Appendix 1
Financial Plan 2008 - 2012
District of Maple Ridge
144
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Waterworks Management (Source: Engineering)
Watermains 353 km $485,000 $171,205,000 50 $3,424,100
Pump Stations 12 ea $500,000 $6,000,000 50 $120,000
Reservoirs 10 ea $750,000 $7,500,000 50 $150,000
Fire Hydrants 1,672 ea $4,500 $7,524,000 50 $150,480
Valves 4,806 ea $750 $3,604,500 50 $72,090
Water Connections 16,595 ea $2,500 $41,487,500 50 $829,750
Waterworks Management $237,321,000 $4,746,420
Waste Services (Source: Engineering)
Sanitary sewermains 248 km $500,000 $124,000,000 50 $2,480,000
Pumping Stations 24 ea $250,000 $6,000,000 50 $120,000
Sewer connections 14,436 ea $2,500 $36,090,000 50 $721,800
Waste Services $166,090,000 $3,321,800
Drainage (Source: Engineering)
Storm sewermains 259 km $625,000 $161,875,000 50 $3,237,500
Pumping Stations 2 ea $750,000 $1,500,000 50 $30,000
Drainage structures (Inlets, outfalls, etc.) 155 ea $75,000 $11,625,000 50 $232,500
Catch Basins 5,200 ea $3,000 $15,600,000 50 $312,000
Sewer connections 11,411 ea $2,500 $28,527,500 50 $570,550
Drainage $219,127,500 $4,382,550
Transportation and Traffic Management (Source: Engineering)
Highways (Locals, collectors, arterials)* 450 km $1,020,000 $459,000,000 25 $18,360,000
Traffic signals 29 ea $225,000 $6,525,000 30 $217,500
Bridges 14 ea $4,500,000 $63,000,000 75 $840,000
Lights**3,957 ea $3,416 $13,516,500 30 $450,550
Traffic signs 6,600 ea $250 $1,650,000 20 $82,500
Rail Crossings 8 ea $200,000 $1,600,000 15 $106,667
Curb, gutter, sidewalk 300,000 m $75 $22,500,000 25 $900,000
Transportation and Traffic Management $567,791,500 $20,957,217
Engineering Subtotal $1,190,330,000 $33,407,987
Infrastructure Inventory
*Highways (Locals) 300 km $780,000 $234,000,000 25 $9,360,000
*Highways (Arterials, Connectors) 150 km $1,500,000 $225,000,000 25 $9,000,000
Highways subtotal 450 $459,000,000 $18,360,000
**Lights 2,637 ea $4,500 $11,866,500 30 $395,550
**Lights 1,320 ea $1,250 $1,650,000 30 $55,000
Lights subtotal 3,957 $13,516,500 $450,550
Schedule 2: Infrastructure Funding Strategy
Appendix 1Appendix 1Appendix 1Appendix 1
Financial Plan 2008 - 2012
District of Maple Ridge
145
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Infrastructure Inventory
General Government (Source: Willis/Universal Appraisal)
Construction $53,000,737 30 $1,766,691
Equipment $555,500 20 $27,775
Yard $1,193,503 20 $59,675
Contents $1,335,800 10 $133,580
Technology $1,500,000 4 $375,000
Recycling Assets $1,513,689 20 $75,684
General Government $59,099,229 $2,438,406
Parks & Recreation (Source: Willis/Universal Appraisal)
Construction $42,789,383 30 $1,426,313
Equipment $22,370 20 $1,119
Yard $4,558,490 20 $227,925
Contents $1,463,700 10 $146,370
Parks & Recreation $48,833,943 $1,801,726
Fire (Source: Willis/Universal Appraisal)
Construction $3,325,347 30 $110,845
Equipment $0 20 $0
Yard $212,400 20 $10,620
Contents $1,259,200 10 $125,920
Apparatus (Source: Fire Dept-trucks only)$5,540,000 8 $692,500
Fire $10,336,947 $939,885
Police (Source: Willis/Universal Appraisal)
Construction $4,837,701 30 $161,257
Equipment $0 20 $0
Yard $0 20 $0
Contents $400,000 10 $40,000
Police $5,237,701 $201,257
Fleet Vehicles (Source: Operations)historical cost $7,600,000 7 $1,040,000
TOTAL INFRASTRUCTURE $1,321,437,820 $39,829,260
Schedule 2: Infrastructure Funding Strategy
Appendix 2AAppendix 2AAppendix 2AAppendix 2A
Financial Plan 2008 - 2012
District of Maple Ridge
146
2006 Roads Sewer Drainage Water Parks*Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,131
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,979
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 -262,719
Land swap? ---->-1,000,000 -1,000,000
Reverse prior WIP 1,859,028 40,246 223,336 24,709 304,914 2,452,233
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -7,700,335 -15,558,403
Closing 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Borrow---> 4,300,000 1,000,000 1,500,000 6,800,000
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 61,972 11,418 27,348 12,093 -1,090 111,741
Support Salary/Debt -53,796 0 -35,183 -146,877 -235,856
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -3,844,348 0 -159,300 -359,072 -1,190,952 -5,553,671
Closing 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
2008 Roads Sewer Drainage Water Parks Total
Opening 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,608
Interest 51,723 9,034 8,808 11,540 -6,800 74,305
Support Salary/Debt -55,410 0 -39,536 -100,221 -195,167
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -1,916,792 0 -1,327,590 -212,400 -1,829,268 -5,286,050
Closing 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
2009 Roads Sewer Drainage Water Parks Total
Opening 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 15,128 6,632 5,525 1,498 -9,643 19,140
Support Salary/Debt -57,072 0 0 -100,221 -157,293
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -4,057,567 0 -132,750 -976,015 -1,623,331 -6,789,663
Closing 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
2010 Roads Sewer Drainage Water Parks Total
Opening 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,357
Interest 257 3,257 2,054 -2,047 -13,420 -9,899
Support Salary/Debt -58,784 0 0 -100,221 -159,005
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -2,311,307 -76,089 -147,744 -450,000 -1,713,451 -4,698,592
Closing 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
2011 Roads Sewer Drainage Water Parks Total
Opening 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 14,499 800 432 38 4,446 20,216
Support Salary/Debt -60,548 0 0 -100,221 -160,769
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures 0
Closing 1,174,445 64,833 35,001 3,092 360,154 1,637,526
* The Parks component 2006-2011 capital expenditures may need to be reduced if 2006 land swap occurs.
DCC Projection by Individual Component
Schedule 2: Infrastructure Funding Strategy
Appendix 2AAppendix 2AAppendix 2AAppendix 2A
Financial Plan 2008 - 2012
District of Maple Ridge
147
Capital Projects from 2006-2010 Financial Plan (cost escalators were applied to develop DCC projection)
Line item DecUnit ID 2006 2007 2008 2009 2010
102 Ave (240 St - 244 St) Drainage $0 $0 $539,622 $0 $0
236 St Cottonwood C Trunk (112-113) Drainage $0 $0 $0 $0 $147,744
Albion Flats Drainage Pump Station Drainage $0 $0 $576,000 $0 $0
M.Millionaire Ck Detention Pond(241/132) Drainage $0 $0 $0 $132,750 $0
N Alouette River Detention Pond 232/132 Drainage $0 $159,300 $0 $0 $0
N.Millionaire Ck Stormwater Facilities Drainage $130,185 $0 $0 $0 $0
Drainage Total $130,185 $159,300 $1,115,622 $132,750 $147,744
112 Ave (232 St - 240 St) Final Lift Highways $0 $0 $0 $0 $207,385
119 Ave (226 - 227) Highways $0 $0 $0 $0 $252,793
132 Ave (232 - 236) Highways $0 $0 $1,084,503 $0 $0
203 St (D.T.R. - 123 Ave) Highways $0 $994,973 $0 $0 $0
203 St (Lougheed - Dtr) Highways $0 $0 $168,302 $0 $0
223 St @ Lougheed Hwy (Traffic Signal) Highways $50,875 $0 $0 $0 $0
224 St @ 124 Ave Intersection Safety Highways $114,000 $0 $0 $0 $0
227 St @ Bypass (Traffic Signal) Highways $0 $0 $0 $0 $109,150
232 St (116 - Slager) Highways $0 $0 $0 $0 $749,439
232 St @ 116 (Signal) Highways $0 $0 $0 $0 $87,500
240 St (113 - Dtr) Highways $0 $1,412,314 $0 $0 $0
240 St (Lougheed - 104) Highways $1,738,944 $0 $0 $0 $0
240 St @ Kanaka Creek (Bridge) Highways $0 $0 $0 $1,309,000 $0
Albion Industrial Crossing Phase 2 Highways $0 $300,000 $0 $0 $0
Cottonwood Dr (118 - 119) Phase 2 Highways $236,397 $0 $0 $0 $0
Fisherman Rd (Mckay - 330M E Mckay) Highways $0 $0 $0 $0 $82,702
Maple Cres (115 - Westfield) Highways $0 $0 $0 $159,386 $0
Mckay St (Fisherman - River Rd) Highways $0 $0 $0 $0 $62,244
Royal Cres (225 - Lougheed) Highways $0 $0 $0 $236,474 $0
Highways Total $2,140,216 $2,707,287 $1,252,805 $1,704,860 $1,551,213
Boundary Park (201/123) Phase 2 Park Acq $0 $684,000 $0 $0 $0
Core Park (222/121) Portion Only Park Acq $0 $316,800 $0 $0 $0
Merkley Park Expansion Park Acq $0 $0 $0 $576,000 $0
Park (231/137) Park Acq $1,672,000 $0 $0 $0 $0
Park (241/112) Park Acq $0 $0 $1,267,200 $0 $0
Port Haney Waterfront Park - Parcel 2 Park Acq $0 $0 $0 $0 $8,594
Port Haney Waterfront Park - Parcel 3 Park Acq $0 $0 $0 $0 $4,469
Port Haney Waterfront Park - Parcel 4 Park Acq $0 $0 $0 $14,781 $0
Port Haney Waterfront Park - Parcel 5 Park Acq $0 $0 $0 $0 $66,687
Silver Valley Neighbourhood Park Acq Park Acq $345,600 $0 $0 $0 $0
Silver Valley Neighbourhood Park Acq Park Acq $0 $0 $0 $0 $432,000
Silver Valley Neighbourhood Park Acq. Park Acq $0 $0 $0 $345,600 $0
Sw Haney Park Park Acq $0 $0 $0 $0 $297,000
Park Acq Total $2,017,600 $1,000,800 $1,267,200 $936,381 $808,750
Cottonwood West Park Facilities Park Improv $0 $0 $0 $416,395 $0
Fraserview Park Development Park Improv $0 $0 $0 $0 $233,750
Merkley Park Improvements Park Improv $0 $0 $0 $0 $87,375
Park Development (232/132) Park Improv $180,000 $0 $0 $0 $0
Park Development Albion Elementary Park Improv $0 $0 $270,000 $0 $0
Parks Master Plan Park Improv $0 $0 $0 $0 $40,000
Telosky Field House Park Improv $0 $0 $0 $0 $270,000
Park Improv Total $180,000 $0 $270,000 $416,395 $631,125
108 Ave (248 - 249) Sewage $0 $0 $0 $0 $11,970
234A St (112 Ave - 270M North Of 112Ave) Sewage $0 $0 $0 $0 $18,711
Sewage Total $0 $0 $0 $0 $30,681
112 Ave (240 - 245) Water $0 $0 $120,000 $0 $0
124 Ave (244 - 248) Water $0 $143,325 $0 $0 $0
136 Ave @ 24200 Rockridge Reservoir Ph 2 Water $0 $0 $0 $556,016 $0
216 St (124 - 128) Water $0 $0 $0 $231,093 $0
224 St (North Ave - 119) Water $0 $115,000 $0 $0 $0
232 St (116 - Slager) Water $91,800 $0 $0 $0 $0
263 St (440 Reservoir - Stage Ii) Water $0 $0 $0 $0 $1,080,000
Water Total $91,800 $258,325 $120,000 $787,109 $1,080,000
Grand Total $4,559,801 $4,125,712 $4,025,627 $3,977,495 $4,249,513
Schedule 2: Infrastructure Funding Strategy
Appendix 3 Appendix 3 Appendix 3 Appendix 3 –––– Revised 2006Revised 2006Revised 2006Revised 2006----10101010----30 to reflect proposed 200730 to reflect proposed 200730 to reflect proposed 200730 to reflect proposed 2007----2011 Financial Plan2011 Financial Plan2011 Financial Plan2011 Financial Plan
Financial Plan 2008 - 2012
District of Maple Ridge
148
2006 Roads Sewer Drainage Water Parks Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,130
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,978
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 0 -262,719
Reverse prior WIP 1,859,026 40,246 223,336 24,709 304,914 2,452,231
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -5,425,724 -13,283,792
Closing 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Borrow---> 5,206,103 0 1,237,500 420,000 1,985,500 8,849,103
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 72,453 14,543 30,444 12,704 23,763 153,907
Support Salary/Debt -53,796 0 -35,183 -146,877 0 -235,856
Debt Payments -1,205,875 0 -286,639 -97,283 -459,896 -2,049,692
Capital Expenditures -2,875,008 0 0 -212,901 -2,017,400 -5,105,309
Closing 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Borrow---> 0 0 0 0 2,769,250 2,769,250
2008 Roads Sewer Drainage Water Parks Total
Opening 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,607
Interest 58,242 15,323 29,642 12,160 24,089 139,455
Support Salary/Debt -55,410 0 -39,536 -100,221 0 -195,167
Debt Payments -1,205,875 0 -286,639 -97,283 -1,101,329 -2,691,126
Capital Expenditures -2,113,382 0 0 -115,000 -270,000 -2,498,382
Closing 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Borrow---> 0 0 0 0 1,254,000 1,254,000
2009 Roads Sewer Drainage Water Parks Total
Opening 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 52,833 6,675 29,383 8,219 15,946 113,056
Support Salary/Debt -57,072 0 0 -100,221 0 -157,293
Debt Payments -1,205,875 0 -286,639 -97,283 -1,391,789 -2,981,586
Capital Expenditures -1,438,261 -756,000 0 -391,276 -686,395 -3,271,932
Closing 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Borrow---> 0 0 0 0 1,080,000 1,080,000
2010 Roads Sewer Drainage Water Parks Total
Opening 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,358
Interest 39,128 7,006 29,162 967 12,882 89,145
Support Salary/Debt -58,784 0 0 -100,221 0 -159,005
Debt Payments -1,205,875 0 -286,639 -97,283 -1,641,947 -3,231,743
Capital Expenditures -2,124,894 -29,634 0 -656,016 -40,000 -2,850,544
Closing 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Borrow---> 5,253,120 0 0 0 0 5,253,120
2011 Roads Sewer Drainage Water Parks Total
Opening 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 16,170 7,399 24,408 624 4,863 53,463
Support Salary/Debt -60,548 0 0 -100,221 0 -160,769
Debt Payments -2,422,640 0 -286,639 -97,283 -1,641,947 -4,448,508
Capital Expenditures -1,667,274 -25,735 -366,014 -100,000 -455,246 -2,614,269
Closing 1,309,746 599,357 1,977,050 50,522 393,868 4,330,542
DCC Projection by Individual Component
Schedule 2: Infrastructure Funding Strategy
Appendix 4 Appendix 4 Appendix 4 Appendix 4 –––– Infrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy Guidelines
Financial Plan 2008 - 2012
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149
Highlighted items under component areas represent debt payments, with total borrowing and costs shown to the right.
2007 Project Description Highways Sewage Drainage Water Park Borrow
2763 119 Ave (226 - 227)432,026 Interest Issue Cost
2905 Abernethy Way Acq. (210 - 224) 900,000
6080 132 Ave (232 - 235)1,102,196
7269 Dewdney Trunk Rd @ 210 St Traffic Signal 109,150
8312 Brown Ave (227 - Fletcher) 331,636
3619 Whonnock Lake Acquisition 1,643,400
7304 Park Development (236/137)224,000
8297 Silver Valley Park Improvement 239A/130A 150,000
1599 124 Ave (246 - 248)102,900
7546 128 Ave (235 - 238)110,001
8159 240 St (Lougheed - 102) Phase 2 286,639 1,237,500 195,693 9,281
2830 240 St (113 - Dtr)531,057 2,292,724 362,561 17,195
8309 Cottonwood Dr (118 - 119) Phase 3 120,446 520,000 82,230 3,900
8310 240 St (Lougheed - 104) Phase 2 554,371 2,393,379 378,478 17,950
626 Park (231/137)459,896 1,985,500 313,978 14,891
8286 104 Ave @ 249 St Reservoir Stage 2 97,283 420,000 66,417 3,150
2007 Projects 4,080,883 - 286,639 310,184 2,477,296 8,849,103 1,399,358 66,368
Projects subtotal 2,875,008 - - 212,901 2,017,400
Payments subtotal 1,205,875 - 286,639 97,283 459,896
- - - - -
2008 Project Description Highways Sewage Drainage Water Park Borrow
861 121 Ave (70 Meter W Of 240 St - 240 St) 264,825 Interest Issue Cost
2789 203 St (D.T.R. - 123 Ave) 1,197,312
2908 Abernethy Way (500M E Blackstock - 224) 351,245
8046 Albion Industrial Crossing Phase 2 300,000
8148 Park Development Albion Elementary 270,000
1565 224 St (North Ave - 119)115,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 459,896
623 Park (248/108)641,433 2,769,250 437,917 20,769
2008 Projects 3,319,257 - 286,639 212,283 1,371,329 2,769,250 437,917 20,769
Projects subtotal 2,113,382 - - 115,000 270,000
Payments subtotal 1,205,875 - 286,639 97,283 1,101,329
- - - - -
2009 Project Description Highways Sewage Drainage Water Park Borrow
2003 Abernethy Way (210 - 500M E Blackstock) 1,192,686 Interest Issue Cost
2064 232 St @ 132 Ave (Traffic Signal) 245,575
6017 Cottonwood West Park Facilities 416,395
7238 Telosky Field House 270,000
2738 225 St Pump Station Upgrade (Phase 2) 756,000
1922 Water Feeder Main Stage 2 Debt Payment 100,000
7159 112 Ave (240 - 245)291,276
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,101,329
622 Park (241/112)290,460 1,254,000 198,302 9,405
2009 Projects 2,644,136 756,000 286,639 488,559 2,078,184 1,254,000 198,302 9,405
Projects subtotal 1,438,261 756,000 - 391,276 686,395
Payments subtotal 1,205,875 - 286,639 97,283 1,391,789
- - - - -
Cost over 5 years
Cost over 5 years
Cost over 5 years
Schedule 2: Infrastructure Funding Strategy
Appendix 4 Appendix 4 Appendix 4 Appendix 4 –––– Infrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy Guidelines
Financial Plan 2008 - 2012
District of Maple Ridge
150
2010 Project Description Highways Sewage Drainage Water Park Borrow
2823 232 St (116 - Slager) 1,192,911 Interest Issue Cost
7074 112 Ave (232 St - 240 St) Final Lift 207,385
7133 203 St (123 Ave - Powell Ave) 615,448
7266 227 St @ Bypass (Traffic Signal) 109,150
6235 Parks Master Plan 40,000
7504 108 Ave (248 - 249)29,634
82 136 Ave @ 24200 Rockridge Reservoir Ph 2 556,016
1914 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,391,789
1925 Silver Valley Neighbourhood Se Horse 250,157 1,080,000 170,786 8,100
2010 Projects 3,330,769 29,634 286,639 753,299 1,681,947 1,080,000 170,786 8,100
Projects subtotal 2,124,894 29,634 - 656,016 40,000
Payments subtotal 1,205,875 - 286,639 97,283 1,641,947
- - - - -
2011 Project Description Highways Sewage Drainage Water Park Borrow
463 Selkirk Ave (226 - 227)136,650 Interest Issue Cost
6158 224 St (125 - 126)229,364
841 Selkirk Ave (225 - 227) 343,706
2052 240 St @ Kanaka Creek (Bridge) 1,313,280
6178 Selkirk Ave (226 - 50M W 227) 10,288
6032 Whonnock Lake Phase 3 (Path/Light)227,800
6075 Whonnock Lake Phase Iv Beach/General 227,446
7521 136 Ave (230 - 231)25,735
1915 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,641,947
2052 240 St @ Kanaka Creek (Bridge) 1,216,765 5,253,120 830,705 39,398
2011 Projects 4,089,914 25,735 652,653 197,283 2,097,193 5,253,120 830,705 39,398
Projects subtotal 1,667,274 25,735 366,014 100,000 455,246
Payments subtotal 2,422,640 - 286,639 97,283 1,641,947
- - - - -
Totals for all years 2007-2011 Highways Sewage Drainage Water Park Totals
Projects subtotal 10,218,819 811,369 366,014 1,475,193 3,469,041 16,340,436
Payments subtotal 7,246,138 - 1,433,193 486,417 6,236,907 15,402,655
17,464,957 811,369 1,799,207 1,961,610 9,705,948 31,743,091
Principal Borrowed, and Full 5-year Costs 10,459,223 1,237,500 420,000 7,088,750 19,205,473 3,037,068 144,041
Cost over 5 years
Cost over 5 years
Cost over 5 years
General GuidelinesGeneral GuidelinesGeneral GuidelinesGeneral Guidelines
• The level of debt servicing and ongoing maintenance, operating and replacement costs
should not hamper future ability to deal with cost increases related to current community ser-
vices or growth-related increases in current services. A discussion about our capacity to manage capacity to manage capacity to manage capacity to manage
ongoing costsongoing costsongoing costsongoing costs associated with proposed new assets should take place during the capital review
process, consistent with Financial Sustainability Policy (FSP) 12.012, with replacement, mainte-
nance and operating costs accommodated in accordance with FSP 7.0 and FSP 7.1.
• Borrowing should be limited to special caseslimited to special caseslimited to special caseslimited to special cases, either because we can’t fund out of one year’s budget allocation,
or where the project will be paid for over time (e.g. multiple years’ worth of operating revenue). The financial
plan should be adjusted to reflect all aspects of the project, including revenue sources and cost savings.
• Debt financing will not be used to fund ongoing maintenance works, except for major maintenance works that
cannot be funded from one year’s annual budget without negatively impacting the ability to perform other re-
quired maintenance works. In those cases, short-term debt financing will be considered, on the understanding
that future year’s works will be limited by the amount of debt servicing required to fund the major projects done
in earlier years.
• All projects to be funded by debt must “be submitted to Council with a business case, including recommenda-
tions on how the debt will be serviced.” (FSP 8.0)
• If debt financing is used to fund a project, performance measuresperformance measuresperformance measuresperformance measures should be established as part of a compre-
hensive project plan, and progress will be reviewed by CMT on a quarterly basis beginning when the debt is is-
sued. The performance measures should encompass cost-efficiency and effectiveness outcomes including pro-
ject scope attainment. Upon project completion, a report should be provided illustrating achievement of objec-
tives. It could also help to improve procedures and refine budgeting techniques by commenting on the process.
12 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s financial planning activities. Financial Sus-
tainability Policies (FSPs) referenced in this document can be found in Appendix 5.
Schedule 2: Infrastructure Funding Strategy
Appendix 4 Appendix 4 Appendix 4 Appendix 4 –––– Infrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy Guidelines
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• Prior to the issuance of debt, an evaluation on our ability to manage the project internally will be completed to
determine whether internal project management capacityproject management capacityproject management capacityproject management capacity is adequate for the project to proceed. If not, funding
for outside project management support should be considered.
• Consider project timingproject timingproject timingproject timing. Interest costs are low right now, but construction costs are high, and we may be paying
a premium to compete with other major projects in the region. After these projects are completed, excess ca-
pacity may exist that could offset a rise in interest rate.
Guidelines Specific to Renewal FundsGuidelines Specific to Renewal FundsGuidelines Specific to Renewal FundsGuidelines Specific to Renewal Funds
• Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain currentsustain currentsustain currentsustain current infrastruinfrastruinfrastruinfrastruc-c-c-c-
tureturetureture. Where a project will include augmentation, that portion must be covered from an alternate funding source.
• Example: An existing local road with gravel shoulder is degrading. As part of a rehab project, it is determined to
widen and add curb & gutters. The resurfacing of the existing road-width can be funded from the Renewal funds;
the extra width and curb and gutter must be funded from general revenue or other funding source.
Guidelines Specific to DCC FundsGuidelines Specific to DCC FundsGuidelines Specific to DCC FundsGuidelines Specific to DCC Funds
• Where DCC works are financed through debt, funding the interest component from DCCs can only be done in
very specific circumstances:
• To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are:
o Greenfield, where infrastructure is being provided to areas with no servicing;
o Fixed-capacity infrastructure, such as water and sewage treatment plants;
• Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program. Exam-
ples would be upgrading the sewer main or water trunk lines.
• Projected revenue for the DCC reserve fund is based on historical and projected growth patterns. There is a risk
to locking ourselves into debt payments without a certainty in the incoming revenue stream. There are many
outside influencing factor which could prevent the growth from materializing. Also, we are in a shift away from
single-family housing, and we don’t really know what to expect in terms of higher density housing. There are
other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate
structure that more closely ties in with an amended OCP. Therefore, shortshortshortshort----term borrowingterm borrowingterm borrowingterm borrowing is strongly recom-
mended, as revenue projections become less reliable as the time frame is expanded.
• The DCC bylaw should be amended regularlyamended regularlyamended regularlyamended regularly to ensure that rates reflect changes to infrastructure needs and
project costs, as well as changes to growth management objectives, at the same time recognizing the expecta-
tion by developers of a relatively stable rate. A current DCC bylaw will ensure that additional costs are spread
over the greatest number of potential development units. This supports the DCC best practices guiding princi-
ples, and FSP 9.0.
Excerpt from Financial Sustainability Plan, Policy 5.52Excerpt from Financial Sustainability Plan, Policy 5.52Excerpt from Financial Sustainability Plan, Policy 5.52Excerpt from Financial Sustainability Plan, Policy 5.52
7.7.7.7. InInInInfrastructure Maintenance & Replacement:frastructure Maintenance & Replacement:frastructure Maintenance & Replacement:frastructure Maintenance & Replacement:
Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct in-
vestments and investments made by the development community that are turned over to the municipality to op-
erate and maintain. As our community grows, this investment increases. We need to develop a plan to keep the
infrastructure in a proper state of repair to avoid costly failures.
Policy 7.0Policy 7.0Policy 7.0Policy 7.0
The District will establish an inventory of its infrastructThe District will establish an inventory of its infrastructThe District will establish an inventory of its infrastructThe District will establish an inventory of its infrastructure and will keep it up to date. A mainture and will keep it up to date. A mainture and will keep it up to date. A mainture and will keep it up to date. A mainte-e-e-e-
nance/replacement program will be established using best practices. By 2015, this program must be fully funnance/replacement program will be established using best practices. By 2015, this program must be fully funnance/replacement program will be established using best practices. By 2015, this program must be fully funnance/replacement program will be established using best practices. By 2015, this program must be fully fund-d-d-d-
ed and the current 5ed and the current 5ed and the current 5ed and the current 5----year financial plan should start to address this on a phased basis. The required tayear financial plan should start to address this on a phased basis. The required tayear financial plan should start to address this on a phased basis. The required tayear financial plan should start to address this on a phased basis. The required tax ix ix ix in-n-n-n-
crease will be beyond that set out in Policy 3.crease will be beyond that set out in Policy 3.crease will be beyond that set out in Policy 3.crease will be beyond that set out in Policy 3.
Policy 7.1Policy 7.1Policy 7.1Policy 7.1
Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth.
Schedule 2: Infrastructure Funding Strategy
Appendix 4 Appendix 4 Appendix 4 Appendix 4 –––– Infrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy GuidelinesInfrastructure Funding Strategy Guidelines
Financial Plan 2008 - 2012
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152
8.8.8.8. Debt Management:Debt Management:Debt Management:Debt Management:
Discussion: The maximum amount that the district can borrow from external sources is set by the Community
Charter. Every effort should be made to keep levels at a minimum however, there may be instances where bor-
rowing money is appropriate i.e. financing major infrastructure projects. Borrowing in such instances allows the
costs of the project to be spread out over the useful life of the asset. This results in costs being paid by future
beneficiaries and not just by current taxpayers.
Policy 8.0Policy 8.0Policy 8.0Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business casProjects that are to be funded by external debt should be submitted to Council with a business casProjects that are to be funded by external debt should be submitted to Council with a business casProjects that are to be funded by external debt should be submitted to Council with a business case, including e, including e, including e, including
recommendations on how the debt will be serviced.recommendations on how the debt will be serviced.recommendations on how the debt will be serviced.recommendations on how the debt will be serviced.
9.9.9.9. Fees and Charges:Fees and Charges:Fees and Charges:Fees and Charges:
Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis
to avoid major changes and to provide the public with adequate notice of those changes. The review will include
an analysis of our costs as well as what is charged by other municipalities.
Policy 9.0Policy 9.0Policy 9.0Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months nFees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months nFees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months nFees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months no-o-o-o-
tice oftice oftice oftice of those changes.those changes.those changes.those changes.
12.12.12.12. Capital Projects:Capital Projects:Capital Projects:Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a substan-
tial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its operat-
ing costs, and replacement are usually provided for by General Revenue. These ongoing costs must be clearly
understood, before a capital project is approved.
Policy 12.0Policy 12.0Policy 12.0Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initiEach Capital Project submitted for consideration must clearly spell out the full initiEach Capital Project submitted for consideration must clearly spell out the full initiEach Capital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, al cost as well as future costs, al cost as well as future costs, al cost as well as future costs,
including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.
Schedule 2: Infrastructure Funding Strategy
Appendix 5A Appendix 5A Appendix 5A Appendix 5A –––– Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan –––– Policy 5.52Policy 5.52Policy 5.52Policy 5.52
Financial Plan 2008 - 2012
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153
POLICY STATEMENTPOLICY STATEMENTPOLICY STATEMENTPOLICY STATEMENT
District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge
Title: Financial Sustainability Plan Title: Financial Sustainability Plan Title: Financial Sustainability Plan Title: Financial Sustainability Plan
Policy No : 5.52Policy No : 5.52Policy No : 5.52Policy No : 5.52
Supersedes: NEWSupersedes: NEWSupersedes: NEWSupersedes: NEW
Authority: Authority: Authority: Authority: CouncilCouncilCouncilCouncil
Approval:Approval:Approval:Approval: October 26, 2004October 26, 2004October 26, 2004October 26, 2004
Effective Date:Effective Date:Effective Date:Effective Date:
October 27, 2004October 27, 2004October 27, 2004October 27, 2004
Policy Statement:Policy Statement:Policy Statement:Policy Statement:
The District’s financial planning will be guided by the attached Financial Sustainability Plan policy The District’s financial planning will be guided by the attached Financial Sustainability Plan policy The District’s financial planning will be guided by the attached Financial Sustainability Plan policy The District’s financial planning will be guided by the attached Financial Sustainability Plan policy
guidelines.guidelines.guidelines.guidelines.
PurpPurpPurpPurpose:ose:ose:ose:
A proactive strategy is required that will lay the groundwork for the continuance of high quality services
and provide a legacy for future generations. It will position the Municipality to meet financial obliga-
tions and take advantage of opportunities that arise; it will also mean that residents can look forward
to equitable and affordable taxation.
The policies should be designed and structured to develop principles that guide, support and respect
the direction of the community.
Policy GuidelinesPolicy GuidelinesPolicy GuidelinesPolicy Guidelines
Purpose:Purpose:Purpose:Purpose:
A proactive strategy is required that will lay the groundwork for the continuance of high quality services and provide a
legacy for future generations. It will position the Municipality to meet financial obligations and take advantage of oppor-
tunities that arise; it will also mean that residents can look forward to equitable and affordable taxation.
The policies should be designed and structured to develop principles that guide, support and respect the direction of the
community.
Policy GuidPolicy GuidPolicy GuidPolicy Guidelines:elines:elines:elines:
1.1.1.1. Growth in Tax Base:Growth in Tax Base:Growth in Tax Base:Growth in Tax Base:
Discussion: Maple Ridge is a growing community and all indications are that this will continue. Growth brings in new
tax revenue which must be estimated using the best available data.
Policy 1.0Policy 1.0Policy 1.0Policy 1.0
Real growth will be set based onReal growth will be set based onReal growth will be set based onReal growth will be set based on the experience of the previous planning period and the projections for the ensuing the experience of the previous planning period and the projections for the ensuing the experience of the previous planning period and the projections for the ensuing the experience of the previous planning period and the projections for the ensuing
period, using information provided by the BC Assessment Authority, the Planning Department and the Finance Dperiod, using information provided by the BC Assessment Authority, the Planning Department and the Finance Dperiod, using information provided by the BC Assessment Authority, the Planning Department and the Finance Dperiod, using information provided by the BC Assessment Authority, the Planning Department and the Finance De-e-e-e-
partment.partment.partment.partment.
2.2.2.2. Service Demands Created by a Growing Community:Service Demands Created by a Growing Community:Service Demands Created by a Growing Community:Service Demands Created by a Growing Community:
Discussion: Growth creates demands for service. Often, the additional tax revenue is not sufficient to pay for the
costs of providing the services necessary to keep with established standards. It is important that the demands cre-
ated by growth be recognized and efforts be made to maintain existing standards.
Policy 2.0Policy 2.0Policy 2.0Policy 2.0
Business Plans should provide details of the demands for service created by growth and should include options as to Business Plans should provide details of the demands for service created by growth and should include options as to Business Plans should provide details of the demands for service created by growth and should include options as to Business Plans should provide details of the demands for service created by growth and should include options as to
how the demands can be met and existing standards maintained. how the demands can be met and existing standards maintained. how the demands can be met and existing standards maintained. how the demands can be met and existing standards maintained.
Schedule 2: Infrastructure Funding Strategy
Appendix 5A Appendix 5A Appendix 5A Appendix 5A –––– Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan –––– Policy 5.52Policy 5.52Policy 5.52Policy 5.52
Financial Plan 2008 - 2012
District of Maple Ridge
154
3.3.3.3. Tax IncreasTax IncreasTax IncreasTax Increase:e:e:e:
Discussion: Rising costs of existing services must be recognized and we must resist the temptation to reduce non-
renewable reserves to fund operating expenses.
Policy 3.0Policy 3.0Policy 3.0Policy 3.0
Each Spring, Municipal Council will consider the tax increase required for the ensEach Spring, Municipal Council will consider the tax increase required for the ensEach Spring, Municipal Council will consider the tax increase required for the ensEach Spring, Municipal Council will consider the tax increase required for the ensuing planning period by first coveuing planning period by first coveuing planning period by first coveuing planning period by first cover-r-r-r-
ing the projected cost increase for existing services and then considering other enhancements (Please also see Poing the projected cost increase for existing services and then considering other enhancements (Please also see Poing the projected cost increase for existing services and then considering other enhancements (Please also see Poing the projected cost increase for existing services and then considering other enhancements (Please also see Pol-l-l-l-
icy 4.) icy 4.) icy 4.) icy 4.)
4.4.4.4. New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services:
Discussion: The tax increase established in Policy 3 essentially allows us to provide the same level of service to the
existing tax base. It is not designed to provide for new services or major enhancements to existing services.
Policy 4.0Policy 4.0Policy 4.0Policy 4.0
New Services or Enhancements to Existing Services wiNew Services or Enhancements to Existing Services wiNew Services or Enhancements to Existing Services wiNew Services or Enhancements to Existing Services will be funded by a combination of:ll be funded by a combination of:ll be funded by a combination of:ll be funded by a combination of:
1.1.1.1. Reduction in the cost of existing services. This may include a reallocation of resources from one area to another.Reduction in the cost of existing services. This may include a reallocation of resources from one area to another.Reduction in the cost of existing services. This may include a reallocation of resources from one area to another.Reduction in the cost of existing services. This may include a reallocation of resources from one area to another.
2.2.2.2. Increase in other revenues.Increase in other revenues.Increase in other revenues.Increase in other revenues.
3.3.3.3. A further increase in taxes.A further increase in taxes.A further increase in taxes.A further increase in taxes.
5.5.5.5. Efficiencies, Demand Management & Service Level Efficiencies, Demand Management & Service Level Efficiencies, Demand Management & Service Level Efficiencies, Demand Management & Service Level Reductions:Reductions:Reductions:Reductions:
Discussion: The continuous search for efficiencies is a sound business practice that we have embedded in the way
we do business. Also, we do not have the resources to meet all of the demands that are made of us. Demand must
be managed to make sure that expectations reflect our fiscal realities and the need to contain expenditures. Areas
where service level reductions may be possible must be identified and brought forward for Council’s consideration.
Policy 5.0Policy 5.0Policy 5.0Policy 5.0
Business Plans will identify demBusiness Plans will identify demBusiness Plans will identify demBusiness Plans will identify demand management strategies and will include options for Service Level reductions.and management strategies and will include options for Service Level reductions.and management strategies and will include options for Service Level reductions.and management strategies and will include options for Service Level reductions.
6.6.6.6. Alternative Revenues & External Funding:Alternative Revenues & External Funding:Alternative Revenues & External Funding:Alternative Revenues & External Funding:
Discussion: The District should strive to produce non-traditional revenues and diversify its tax base.
Policy 6.0Policy 6.0Policy 6.0Policy 6.0
All departments wilAll departments wilAll departments wilAll departments will make every effort to access external funding opportunities from other levels of government & l make every effort to access external funding opportunities from other levels of government & l make every effort to access external funding opportunities from other levels of government & l make every effort to access external funding opportunities from other levels of government &
the private sector. All departments will endeavour to develop partnerships, strategic alliances, and cothe private sector. All departments will endeavour to develop partnerships, strategic alliances, and cothe private sector. All departments will endeavour to develop partnerships, strategic alliances, and cothe private sector. All departments will endeavour to develop partnerships, strategic alliances, and co----shared project shared project shared project shared project
funding to assist in the reduction of expfunding to assist in the reduction of expfunding to assist in the reduction of expfunding to assist in the reduction of expenditures to the District. An expansion of the tax base, beyond existing renditures to the District. An expansion of the tax base, beyond existing renditures to the District. An expansion of the tax base, beyond existing renditures to the District. An expansion of the tax base, beyond existing ra-a-a-a-
tios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.tios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.tios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.tios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.
7.7.7.7. Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement:
Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct investments
and investments made by the development community that are turned over to the municipality to operate and main-
tain. As our community grows, this investment increases. We need to develop a plan to keep the infrastructure in a
proper state of repair to avoid costly failures.
Policy 7.0Policy 7.0Policy 7.0Policy 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. AThe District will establish an inventory of its infrastructure and will keep it up to date. AThe District will establish an inventory of its infrastructure and will keep it up to date. AThe District will establish an inventory of its infrastructure and will keep it up to date. A maintenance/ replacement maintenance/ replacement maintenance/ replacement maintenance/ replacement
program will beprogram will beprogram will beprogram will be established using best practices. By 2015, this program must be fully funded and the current 5established using best practices. By 2015, this program must be fully funded and the current 5established using best practices. By 2015, this program must be fully funded and the current 5established using best practices. By 2015, this program must be fully funded and the current 5----year year year year
financial plan should start to address this on a phased basis. The required tax increase will be beyond that set out in financial plan should start to address this on a phased basis. The required tax increase will be beyond that set out in financial plan should start to address this on a phased basis. The required tax increase will be beyond that set out in financial plan should start to address this on a phased basis. The required tax increase will be beyond that set out in
Policy 3.Policy 3.Policy 3.Policy 3.
Policy 7.1Policy 7.1Policy 7.1Policy 7.1
Annual OperaAnnual OperaAnnual OperaAnnual Operating & Maintenance budgets will be adjusted to accommodate growth.ting & Maintenance budgets will be adjusted to accommodate growth.ting & Maintenance budgets will be adjusted to accommodate growth.ting & Maintenance budgets will be adjusted to accommodate growth.
8.8.8.8. Debt Management:Debt Management:Debt Management:Debt Management:
Discussion: The maximum amount that the District can borrow from external sources is set by the Community Char-
ter. Every effort should be made to keep debt levels at a minimum however, there may be instances where borrow-
ing money is appropriate i.e. financing major infrastructure projects. Borrowing in such instances allows the costs of
the project to be spread out over the useful life of the asset. This results in the costs being paid by future beneficiar-
ies and not just by current taxpayers.
Schedule 2: Infrastructure Funding Strategy
Appendix 5A Appendix 5A Appendix 5A Appendix 5A –––– Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan Entire Financial Sustainability Plan –––– Policy 5.52Policy 5.52Policy 5.52Policy 5.52
Financial Plan 2008 - 2012
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155
Policy 8.0Policy 8.0Policy 8.0Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including reProjects that are to be funded by external debt should be submitted to Council with a business case, including reProjects that are to be funded by external debt should be submitted to Council with a business case, including reProjects that are to be funded by external debt should be submitted to Council with a business case, including rec-c-c-c-
ommendations on how the debt will be serviced.ommendations on how the debt will be serviced.ommendations on how the debt will be serviced.ommendations on how the debt will be serviced.
9.9.9.9. Fees aFees aFees aFees and Charges:nd Charges:nd Charges:nd Charges:
Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis to
avoid major changes and to provide the public with adequate notice of those changes. The review will include an
analysis of our costs as well as what is charged by other municipalities.
Policy 9.0Policy 9.0Policy 9.0Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months notice of Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months notice of Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months notice of Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months notice of
those changes.those changes.those changes.those changes.
10.10.10.10. Accumulated Surplus:Accumulated Surplus:Accumulated Surplus:Accumulated Surplus:
Discussion: Accumulated Surplus represents non-renewable accumulated savings and should not be used for oper-
ating purposes or for normal capital purposes.
Policy 10.0Policy 10.0Policy 10.0Policy 10.0
Accumulated surplus will be considered as a funding source for extraordinary one-time expenditures.
11.11.11.11. Reserve Funds and ReseReserve Funds and ReseReserve Funds and ReseReserve Funds and Reserve Accounts:rve Accounts:rve Accounts:rve Accounts:
Discussion: The District has a series of reserve funds and reserve accounts that are established for various pur-
poses. They can help us deal with unexpected variations from normal operations, which could include natural, envi-
ronmental, or economic events. As well, they can assist in funding opportunities that arise.
Policy 11.0Policy 11.0Policy 11.0Policy 11.0
Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of expendEach Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of expendEach Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of expendEach Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of expendi-i-i-i-
tures permitted, and the desired level of the reserve.tures permitted, and the desired level of the reserve.tures permitted, and the desired level of the reserve.tures permitted, and the desired level of the reserve. Strategies for achieving the desired level of the reserve will be Strategies for achieving the desired level of the reserve will be Strategies for achieving the desired level of the reserve will be Strategies for achieving the desired level of the reserve will be
included in the Business Plans.included in the Business Plans.included in the Business Plans.included in the Business Plans.
12.12.12.12. Capital Projects:Capital Projects:Capital Projects:Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a substantial
amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its operating
costs, and replacement are usually provided for by General Revenue. These ongoing costs must be clearly under-
stood, before a capital project is approved.
Policy 12.0Policy 12.0Policy 12.0Policy 12.0
EachEachEachEach Capital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, iCapital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, iCapital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, iCapital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, in-n-n-n-
cluding operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.cluding operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.cluding operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.cluding operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.
13.13.13.13. Carry forward Projects:Carry forward Projects:Carry forward Projects:Carry forward Projects:
Discussion: From time to time, funding is allocated for a project (capital or operating) but the project is not com-
pleted in the year that it was budgeted for. An example of a capital project of this nature is the land required to
complete Firefighters Park. An example of an operating project would be the work to be done on the Official Com-
munity Plan. Many times, the reason for the delay is due to factors beyond the control of the municipality. For in-
stance, some projects are delayed while we try to secure funding from other partners. Projects can also be delayed
if we are not able to negotiate what we believe to be a fair price. In such instances, funding is “carried forward” in
recognition of the fact that project is still required and we want to be in a position to complete the transaction, once
other approvals are obtained. Nonetheless, there is a need to review carry forward projects, in light of other priori-
ties that might have emerged.
Policy 13.0Policy 13.0Policy 13.0Policy 13.0
Corporate Management will complete a detailed review of CaCorporate Management will complete a detailed review of CaCorporate Management will complete a detailed review of CaCorporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that might rry forward Projects, in light of other priorities that might rry forward Projects, in light of other priorities that might rry forward Projects, in light of other priorities that might
have emerged.have emerged.have emerged.have emerged.
Schedule 2: Infrastructure Funding Strategy
Appendix 6 Appendix 6 Appendix 6 Appendix 6 ---- Resource MateResource MateResource MateResource Materialsrialsrialsrials
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References to some of the resource materials relevant to the infrastructure funding discussion are included for interest:
Capital Asset Management Framework GuidelinesCapital Asset Management Framework GuidelinesCapital Asset Management Framework GuidelinesCapital Asset Management Framework Guidelines
BC Ministry of Finance, Treasury Board Staff, May 2002 –
www.fin.gov.bc.ca/tbs/camf.htm
The Capital Asset Management Framework is designed to encourage innovative and responsible use of re-
sources in the provision of provincial public sector infrastructure. Value for taxpayer dollars and safeguarding
the public interest are keynotes of the policy.
Development Cost Charge Best Practices GuideDevelopment Cost Charge Best Practices GuideDevelopment Cost Charge Best Practices GuideDevelopment Cost Charge Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to encourage local governments to standardize the general practices for the formu-
lation and administration of DCC bylaws.
Development Finance Choices GuideDevelopment Finance Choices GuideDevelopment Finance Choices GuideDevelopment Finance Choices Guide
BC Ministry of Community Services, 2000 (presently being updated) –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/choices.pdf
The objective of this guide is to set out financing options available to a local government in addition to, or in
place of, development cost charges. The guide outlines the considerations which should be taken into account
when deciding which financing option may be the most effective in a particular circumstance. Case studies for
small, medium, and large municipalities are provided.
Parkland Acquisition Best Practices GuideParkland Acquisition Best Practices GuideParkland Acquisition Best Practices GuideParkland Acquisition Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to describe best practices for any local government currently charging Parkland
DCCs or using 5% dedication/cash-in-lieu. This guide will be incorporated into the next version of the Develop-
ment Finance Choices Guide.
FCM Recommended PracticesFCM Recommended PracticesFCM Recommended PracticesFCM Recommended Practices
“Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian Municipalities,
June 2006
www.fcm.ca/english/documents/fiscalim.pdf
This report makes recommendations for restoring municipal fiscal balance, complementing, and building on the
Big City Mayors’ Caucus report on cities and the fiscal imbalance. The document is FCM’s contribution to the na-
tional conversation that must take place in order to successfully tackle the issue of growing responsibilities for
municipal governments with too few resources to meet them.
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
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District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge
TO:TO:TO:TO: His Worship Mayor Gordon Robson DATE: DATE: DATE: DATE: April 22, 2008
and Members of Council
FROM:FROM:FROM:FROM: Chief Administrative Officer ATTN: ATTN: ATTN: ATTN: Council Workshop
SUBJECTSUBJECTSUBJECTSUBJECT: Financial Plan Amending Bylaw No. 6569-2008
EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:
The 2008 property tax assessment roll has been received from BC Assessment and we have prepared the property tax
rate bylaw. Prior to establishing the tax rates, it is desirable to update our financial plan to reflect information received
since it was adopted last December. Our year end financial statements are being finalized, as has been reviewed with
Council. Projects that were budgeted for in 2007 but were not completed and are required have been identified and as
in previous years, the financial plan is amended to carry forward the funding.
The financial plan has also been updated to reflect direction received from Council since last December.
RECOMMENDATIONRECOMMENDATIONRECOMMENDATIONRECOMMENDATION(S):(S):(S):(S):
That Bylaw No. 6569That Bylaw No. 6569That Bylaw No. 6569That Bylaw No. 6569----2008 be given first, second and third reading.2008 be given first, second and third reading.2008 be given first, second and third reading.2008 be given first, second and third reading.
DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION:
a)a)a)a) Background Context:Background Context:Background Context:Background Context:
Previous 2008-2012 Financial Plan
The 2008–2012 Financial Plan was presented to Council at public meetings held on November 19 and 26, 2007.
Business Plan updates from all areas were also provided. The Financial Plan Bylaw was adopted on December 18,
2007. Highlights of the plan include:
• capital program of nearly $190 million which relies heavily on funding from senior governments and
some borrowings,
• the allocation of sustainability funding to start to address our aging infrastructure,
• adjustments to user fees to ensure the sustainability of our utility funds,
These approved changes resulted in the following:
• property tax increase of 4% in 2008–2012, which includes 1% for infrastructure sustainability and 3%
for general purposes,
• fire department levy of $600,000 plus growth each year for 2008-2011; increase is less in 2012,
• water user fee increase of 9% per year,
• sewer user fee increase of 5% per year and
• recycling rates increase of 3% per year.
We have about $1 billion invested in our infrastructure and it is important that we look after it properly. This fi-
nancial plan begins to set aside dedicated money for sustaining our infrastructure. As well, we are a growing
community and along with that growth comes pressure on our existing services. This financial plan provides
funding to help meet growth related demands. The funding for growth and for infrastructure sustainability are in
line with Council’s Financial Sustainability Policies.
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
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b)b)b)b) Financial Plan Implications:Financial Plan Implications:Financial Plan Implications:Financial Plan Implications:
The 2008-2012 Financial Plan is being amended to carryforward funding for projects that were approved in
2007 but were not completed as at year end and are still required. The plan is further amended to incorporate
recent Council direction and to update other costs as new information has been received.
Financial Plan amendments highlighted in the preliminary 2007 year end review presented to Council include:
• Projects that were approved in 2007 and were not completed in 2007 and the associated funding
already committed to pay for these projects. These projects amounted to:
$42,655,662 for capital commitments
$3,524,963 for operating commitments
• Capital projects added and funded through reallocating 2007 funds include:
The replacement of Blaney Bridge for $260,000
The upgrade of a 15 passenger van for $40,000
Items that Council has provided direction on include:
• Fire truck replacement advanced from 2009 to 2008 using same funding source, the Fire Depart-
ment Equipment Replacement Reserve
• Updating of RCMP contract costs including the reallocation of funding for the Community Safety Of-
ficers, the Business Improvement Area to provide for additional security in the down town area and
the hiring of additional municipal employees to support the RCMP
• Increase to the fee for service for the Maple Ridge Historic Society and Pitt Meadows Heritage and
Museum Society by about $30,000.
• Alouette Rivers Flood Management one time funding of $15,000
Other amendments include:
• The actual real growth in tax revenue at 2.75% compared to a previously budgeted 2.35%. This
generates additional revenue of about $140,000 but this amount will be impacted by subsequent
assessment appeals. The risk of appeals is not as significant in residential properties but more can
be in business and industrial properties where one appeal can have significant revenue implica-
tions.
• The actuarial estimate of costs of employee benefits has been updated. This required that the
budget be increased by about $110,000.
• Grant funding and associated costs for:
1. Storm water drainage project in Hammond area to address recurring flooding funded
through the Province of about $600,000
2. Community Tourism initiatives of about $160,000 from UBCM
3. Abernethy Way road realignment funding of about $2,000,000 from other levels of gov-
ernment will supplement funding that was already included in the Financial Plan
4. Asia Twinning initiative of $50,000 from the Province
• Fire Department costs associated with the new contract will be funded through the existing funding
provided through the Fire Services Improvement Levy.
• Other updates to existing costs including revisions to benefit costs, grants in lieu of taxes, staffing
cost updates, software licensing, professional fees, Council grants and donations and cost share
revenues.
These updates result in a minimal transfer to accumulated surplus for the next few years. The amount planned
in 2008 is $2,671.
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
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c)c)c)c) Desired Outcome:Desired Outcome:Desired Outcome:Desired Outcome:
A Financial Plan that accurately reflects the planned expenditures and methods of funding and is consistent with
corporate strategic plans, policies and Council direction.
d)d)d)d) Strategic Alignment:Strategic Alignment:Strategic Alignment:Strategic Alignment:
All departments updated their Business Plans which were prepared using the Business Planning Guidelines 11th
Edition. These guidelines are reviewed and amended annually in consultation with Council. The Financial Plan
reflects Council’s Strategic Financial Sustainability Policies and Infrastructure Funding Strategy.
e)e)e)e) CitizCitizCitizCitizen/Customer Implications:en/Customer Implications:en/Customer Implications:en/Customer Implications:
The business plans have far reaching citizen and customer implications. The Financial Plan reflects the financial
impact of the business plans. Property tax revenue and user fees are planned to increase as detailed in the
above discussion.
f)f)f)f) Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications:
The Financial Plan has been prepared in accordance with statutory requirements and Municipal financial poli-
cies. There are several new requirements for 2008 in the Community Charter for the Financial Plan Bylaw, in-
cluding: disclosure of the proportions of revenue proposed to come from various funding sources; the distribu-
tion of property taxes among property classes; and the use of permissive tax exemptions. The attached bylaw
includes this information.
For 2009 the statement will be expanded to include explicit policies and objectives. Maple Ridge already has
policies and objectives in each of these areas which are included in several documents.
Public consultation is an important and legislated component of preparing financial plans. The Business Plan-
ning Guidelines were updated in June with an opportunity for the public to provide feedback. Public input during
business planning this November was invited through advertisements in the local paper and on the corporate
website. Input was accepted through many different mediums including in person at the business planning
presentations which were open to the public or through email or voicemail. A further opportunity existed for pub-
lic comment on the Financial Plan Bylaw prior to adoption.
For the amendment to the Financial Plan an advertisement will be placed in the local paper once the bylaw re-
ceives first reading from Council. Public input into the financial plan and departmental business plans is incor-
porated indirectly through regular feedback and interaction with customers and the public as well as through the
results of surveys.
g)g)g)g) Alternatives:Alternatives:Alternatives:Alternatives:
In the event that this bylaw is not adopted, the District is not authorized to make any expenditure other than
those identified in the 2008-2012 Consolidated Financial Plan Bylaw No. 6531-2007. This will require ensuring
that departments curtail or delay expenditures and only proceed with capital projects that were identified in the
previous financial plan.
CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:CONCLUSIONS:
The Financial Plan is a multi-year planning, reviewing and reporting tool that represents Council’s vision and commitment
to providing quality services to the residents of Maple Ridge. The Plan provides a forecast of the financial resources that
are available to fund operations, programs and infrastructure for the five year period.
_______________________________________________
Prepared by: Trevor Thompson, BBA, CGATrevor Thompson, BBA, CGATrevor Thompson, BBA, CGATrevor Thompson, BBA, CGA
Manager of Financial PlanningManager of Financial PlanningManager of Financial PlanningManager of Financial Planning
_______________________________________________
Approved by: Paul Gill, BBA, CGAPaul Gill, BBA, CGAPaul Gill, BBA, CGAPaul Gill, BBA, CGA
GM Corporate & Financial ServicesGM Corporate & Financial ServicesGM Corporate & Financial ServicesGM Corporate & Financial Services
_______________________________________________
Concurrence: J.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) Rule
Chief Administrative OfficerChief Administrative OfficerChief Administrative OfficerChief Administrative Officer
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
District of Maple Ridge
160
DISTRICT OF MAPLE RIDGEDISTRICT OF MAPLE RIDGEDISTRICT OF MAPLE RIDGEDISTRICT OF MAPLE RIDGE
BYLAW NO. 6569BYLAW NO. 6569BYLAW NO. 6569BYLAW NO. 6569----2008 2008 2008 2008
A Bylaw to amend Maple Ridge Financial Plan Bylaw No. 6531-2007
____________________________________________________________________________________
WHEREAS, WHEREAS, WHEREAS, WHEREAS, through a public process in an open meeting the business plans and resulting financial plan were presented;
AND WHEREAS, AND WHEREAS, AND WHEREAS, AND WHEREAS, the public will have the opportunity to provide comments or suggestions with respect to the financial
plan;
AND WHEREASAND WHEREASAND WHEREASAND WHEREAS, Council deems this to a process of public consolation under section 166 of the Community Charter.
NOW THEREFORENOW THEREFORENOW THEREFORENOW THEREFORE, the Municipal Council of the Corporation of the District of Maple Ridge enacts as follows:
1. This Bylaw may be cited as “Maple Ridge Financial Plan Amending Bylaw No. 6569-2008”.
2. Statement 1 attached to and forming part of Maple Ridge Financial Plan Bylaw No. 6531-2007 is deleted in its en-
tirety and replaced by Statement 1 attached and forming part of Maple Ridge Financial Plan Amending Bylaw No.
6569-2008.
3. Statement 2 attached to and forming part of Maple Ridge Financial Plan Bylaw No. 6531-2007 is deleted in its en-
tirety and replaced by Statement 2 attached and forming part of Maple Ridge Financial Plan Amending Bylaw No.
6569-2008.
READREADREADREAD a first time the day of , 2008.
READREADREADREAD a second time the day of , 2008.
READREADREADREAD a third time the day of , 2008.
PUBLIC CONSULTATIONPUBLIC CONSULTATIONPUBLIC CONSULTATIONPUBLIC CONSULTATION completed on the day of , 2008.
RECONSIDEREDRECONSIDEREDRECONSIDEREDRECONSIDERED and adopted the day of , 2008.
_________________________________________
MAYORMAYORMAYORMAYOR
_________________________________________
CORPORATE OFFICERCORPORATE OFFICERCORPORATE OFFICERCORPORATE OFFICER
ATTACHMENT: Statement 1 and Statement 2
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
District of Maple Ridge
161
Attachment to Financial Plan Bylaw 6569-2008
2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012
REVENUESREVENUESREVENUESREVENUES
External Revenues
Development Fees
Developer Cost Charges $29,606 $4,292 $10,279 $7,669 $10,334
Developer Specified Projects $0 $0 $0 $0 $0
Parkland Acquisition $199 $0 $200 $200 $200
Contributions from Others $4,467 $3,732 $4,110 $8,689 $10,928
Development Fees Total $34,272 $8,024 #$14,589 $16,558 $21,462
Property Taxes $47,654 $51,204 $54,941 $58,904 $62,718
Parcel Charges $2,204 $2,319 $2,440 $2,571 $2,709
Fees & Charges $26,559 $27,948 $29,451 $31,092 $32,855
Interest $1,695 $1,770 $1,770 $1,770 $1,770
Grants (Other Govts)$16,354 $2,001 $17,961 $6,126 $2,001
Property Sales $0 $0 $0 $0 $0
Total External Revenues $128,738 $93,266 $121,152 $117,021 $123,515
EXPENDITURESEXPENDITURESEXPENDITURESEXPENDITURES
External Expenditures
Capital Expenditures $94,088 $27,970 $46,840 $35,099 $26,689
Interest Payments on Debt $3,566 $4,329 $4,569 $4,632 $4,490
Other Expenditures $71,303 $67,627 $75,278 $74,456 $82,774
Total External Expenditures $168,957 $99,926 $126,687 $114,187 $113,953
CHANGE IN NET FINANCIAL POSITIONCHANGE IN NET FINANCIAL POSITIONCHANGE IN NET FINANCIAL POSITIONCHANGE IN NET FINANCIAL POSITION ($40,219)($40,219)($40,219)($40,219)($6,660)($6,660)($6,660)($6,660)($5,535)($5,535)($5,535)($5,535)$2,834$2,834$2,834$2,834 $9,562$9,562$9,562$9,562
PLUS: OTHER REVENUESPLUS: OTHER REVENUESPLUS: OTHER REVENUESPLUS: OTHER REVENUES
Borrowing Proceeds $21,766 $10,776 $8,160 $5,250 $0
LESS: OTHER EXPENDITURESLESS: OTHER EXPENDITURESLESS: OTHER EXPENDITURESLESS: OTHER EXPENDITURES
Principal Payments on Debt $3,867 $4,444 $5,521 $6,390 $7,074
TOTAL REVENUES LESS EXPENDITURESTOTAL REVENUES LESS EXPENDITURESTOTAL REVENUES LESS EXPENDITURESTOTAL REVENUES LESS EXPENDITURES ($22,320)($22,320)($22,320)($22,320)($328)($328)($328)($328)($2,896)($2,896)($2,896)($2,896)$1,694$1,694$1,694$1,694 $2,488$2,488$2,488$2,488
INTERNAL TRANSFERSINTERNAL TRANSFERSINTERNAL TRANSFERSINTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve $3,881 $1,384 $2,276 $1,273 $1,680
Equipment Replacement Reserve $3,381 $1,725 $2,654 $1,735 $2,169
Fire Department Capital Reserve $6,469 $1,034 $70 $350 $950
Land Reserve $0 $0 $0 $0 $0
Local Improvement Reserve $0 $0 $0 $0 $0
Sanitary Sewer Reserve $252 $0 $0 $0 $0
Transfer from Reserve Fund Total $13,983 $4,143 $5,000 $3,358 $4,799
Less :Transfer to Reserve Funds
Capital Works Reserve $855 $1,143 $848 $896 $937
Equipment Replacement Reserve $1,771 $1,889 $2,016 $2,085 $2,150
Fire Dept. Capital Aquisition $863 $185 $336 $472 $537
Land Reserve $20 $20 $20 $20 $20
Local Improvement Reserve $0 $0 $0 $0 $0
Sanitary Sewer Reserve $80 $80 $80 $80 $80
Total Transfer to Reserve Funds $3,589 $3,317 $3,300 $3,553 $3,724
Transfer from (to) Surplus (Own Reserves)$10,401 ($566)($305)($1,379)($1,118)
Transfer from (to) Surplus $1,525 $68 $1,501 ($120)($2,445)
Transfer from (to) Surplus $11,926 ($498)$1,196 ($1,499)($3,563)
TOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERS $22,320$22,320$22,320$22,320 $328$328$328$328 $2,896$2,896$2,896$2,896 ($1,694)($1,694)($1,694)($1,694)($2,488)($2,488)($2,488)($2,488)
Statement 1
Consolidated Financial Plan 2008-2012
(in thousands)
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix A Appendix A Appendix A Appendix A –––– Report and BylawReport and BylawReport and BylawReport and Bylaw
Financial Plan 2008 - 2012
District of Maple Ridge
162
Attachment to Financial Plan Bylaw 6569-2008
Statement 2
Revenue and Property Tax Policy Disclosure
Revenue Proportions
Revenue Proportions
$ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%%
Revenues Revenues Revenues Revenues
Property Taxes 47,654 32% 51,204 49% 54,941 42% 58,904 48% 62,718 51%
Parcel Charges 2,204 1% 2,319 2% 2,440 2% 2,571 2% 2,709 2%
Fees & Charges 26,520 18% 27,909 27% 29,412 23% 31,053 25% 32,811 27%
Borrowing Proceeds 21,766 14% 10,776 10% 8,160 6% 5,250 4% - 0%
Other Sources 52,321 35% 11,795 11% 34,320 27% 24,454 20% 25,233 20%
Total Revenues 150,465 100% 104,003 100% 129,273 100% 122,232 100% 123,471 100%
Other Sources include:
Development Fees Total 34,272 23% 8,024 8% 14,589 11% 16,558 14% 21,462 17%
Interest 1,695 1% 1,770 2% 1,770 1% 1,770 1% 1,770 1%
Grants (Other Govts) 16,354 11% 2,001 2% 17,961 14% 6,126 5% 2,001 2%
Property Sales - 0% - 0% - 0% - 0% - 0%
52,321 35% 11,795 11% 34,320 27% 24,454 20% 25,233 20%
2012201220122012
Statement 2
Revenue and Property Tax Policy Disclosure
2008200820082008 2009200920092009 2010201020102010 2011201120112011
Property Tax Revenue Distribution
The change in distribution of tax revenue in a given year will be influenced by the amount of new construction in that
property class. Historically in Maple Ridge residential growth has outpaced other classes. The tax rate is set by taking
last years tax rate and dividing by the percentage change in market value of the class of properties and multiplied by the
approved tax increase. The largest factor in changes to multiples is the difference in change in market values for proper-
ties in each class.
Property Class Taxation Revenue ($'000s) Assesssed Vaule ('000s) Tax Rate ($'000s) Multiple (Rate/Res. Rate)
1 Residential 35,529 76.9% 10,508,969 92.20% 3.3808 1.00
2 Utility 387 0.8% 9,679 0.08% 40.0000 11.83
4 Major Industry 645 1.4% 16,923 0.15% 38.1099 11.27
5 Light Industry 1,457 3.2% 130,965 1.15% 11.1226 3.29
6 Business/Other 8,045 17.4% 723,308 6.35% 11.1226 3.29
8 Rec./ Non-Profit 21 0.0% 2,379 0.02% 8.7229 2.58
9 Farm 113 0.2% 5,214 0.05% 21.7581 6.44
46,197 100.0% 11,397,438 100.0%
Permissive Tax Exemptions
Council has set policies around the use of permissive tax exemptions. They are Council Policies 5.19 though 5.24. The
policies discuss Churches, Community Halls, Heritage Sites, Homes for the Care of Children and the Relief of the Aged,
the Poor, the Disabled and the Infirm, Municipal Recreational Services, Private Hospitals and Daycares, Private School
and Youth Recreation Groups.
Council has adopted a revitalization tax exemption bylaw. The revitalization area and objectives for designating that area
are noted in the bylaw 6402-2006, and the exemption program is detailed in bylaw 6412-2006. This tax exemption pro-
vides a financial incentive for higher density residential buildings, with an enhanced exemption if the building is ‘green’
(LEEDS Silver or better). For more details on what may qualify please refer to bylaws noted above.
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix B Appendix B Appendix B Appendix B –––– CarryforwardsCarryforwardsCarryforwardsCarryforwards
Financial Plan 2008 - 2012
District of Maple Ridge
163
Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:
Office of the CAOOffice of the CAOOffice of the CAOOffice of the CAO
AdministrationAdministrationAdministrationAdministration Studies & Projects (10000-6380)Carbon Emissions Inventory 5,000
Citizen's Satisfaction Survey 9,700
Performance Reporting - Trailblazer 12,344
Silver Valley Land Sale Strategy 48,000
Sustainability Initiative 26,900
Legislative ServicesLegislative ServicesLegislative ServicesLegislative Services Conventions & Conferences (13000-6051)2007 funds for 2008 FCM conference 7,047
Grants & Donations (13000-6180)MRSS Running Track Expansion 406,742
Training (13000-6400)Training: Council 2007 as per Policy 3.05 30,276
CommunicationsCommunicationsCommunicationsCommunications Advertising (12105-6010)Program to increase voter turnout 10,000
Economic DevelopmentEconomic DevelopmentEconomic DevelopmentEconomic Development Studies & Projects (12106-6380)Trade show graphics 5,277
Entry signage 25,000
Identity Study - Branding Initiative 20,000
Human ResourcesHuman ResourcesHuman ResourcesHuman Resources Recruiting Costs (12102-7065)Recruiting cost 22,644
Studies & Projects (12102-6380)Succession Planning 474,536
Community Development Parks & Recreation ServicesCommunity Development Parks & Recreation ServicesCommunity Development Parks & Recreation ServicesCommunity Development Parks & Recreation Services
CDPR - AdminCDPR - AdminCDPR - AdminCDPR - Admin Special Projects (40000-6385)Fraser Riverfront Master Plan 28,191
Marketing & Cust. Serv.Marketing & Cust. Serv.Marketing & Cust. Serv.Marketing & Cust. Serv.Supplies - Software (41100-6280)Self scanning stations 10,000
Comm. RecreationComm. RecreationComm. RecreationComm. Recreation Pub & Promotions (46000/46005-6330)Festivals Trailer Signage 2,000
New highway banners 4,000
Promotional items 20,000
Rereg4U Site Redesign 2,000
Retractable Indoor Signage 6,000
Walking Map publications 4,200
Special EventsSpecial EventsSpecial EventsSpecial Events Special Events (45030-6360)Special events funding 3,633
Special ServicesSpecial ServicesSpecial ServicesSpecial Services Program Costs (45015-6325/6326)Equipment from Rick Hansen Foundation 2,107
Fraser Health grant 733
Ministry of Children grant 7,799
Community ServicesCommunity ServicesCommunity ServicesCommunity Services Special Prom. Projects (52500-6331)Hub & Satellite Sites Neighbourhood Development 5,000
Neighbourhood Building Initiatives 10,000
Quality of Life Planning 5,000
Studies & Projects (52500-6380)SPAC Projects - Affordable Housing Workshops 1,000
SPAC Projects - Building Community Solutions 3,500
SPAC Projects - Celebrating solutions Projects 2,400
SPAC Projects - Community Spirit Awards 1,500
SPAC Projects - CYFN Coordinator Contribution 2,500
SPAC Projects - Resource Fair 1,000
SPAC Projects - Resource Inventory/Website 4,000
SPAC Projects - Strategic Plan & Comm. Profile Update 8,500
SPAC Projects - Substance Misuse Prevention 4,000
YouthYouthYouthYouth Salaries (multiple)MCFD grant - Active Kids 9,183
Wages (41250/45025-5600)MCFD grant - Active Kids 10,200
Emergency ServicesEmergency ServicesEmergency ServicesEmergency Services Program Costs (23000-6325/6326)Roof Antennae 11,000
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix B Appendix B Appendix B Appendix B –––– CarryforwardsCarryforwardsCarryforwardsCarryforwards
Financial Plan 2008 - 2012
District of Maple Ridge
164
Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:Carryforward Amounts:
Corporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial Services
ClerksClerksClerksClerks Advertising (12103/13500-6010)Elections 30,000
FinanceFinanceFinanceFinance Salaries (multiple)Fixed Assets (Inventory Valuation & Depreciation)165,000
Succession Planning provision 50,000
Actuarial evaluation of benefits 5,000
Time duration position to address TCA 50,000
Fin. Serv. TransfersFin. Serv. TransfersFin. Serv. TransfersFin. Serv. Transfers Contingency (multiple)Funding from RCP 212,070
Provision for contract settlements 600,000
Succession Planning 125,000
Information ServicesInformation ServicesInformation ServicesInformation Services Consulting (12310-7005)Amanda Licensing (10 additional licences)30,000
Project assistance (from staff shortage)10,000
Fibre Optics Design Review 10,000
Intrusion Detection Software 5,000
IS Computer Lab Enhancements 8,000
Library Computer Lab Network Equip & Design 8,000
Remote Computer Pilot Project 10,000
Security Penetration Testing 8,000
VMS upgrade - Phase 2 5,000
Salaries (12310-5500)GIS & Project Assistance 20,000
Fire DepartmentFire DepartmentFire DepartmentFire Department Contract (22000-7007)Contract (Emergency 911) - FDM software 10,000
Equipment Maintenance (22000-8030)Replacement pagers 2,475
Professional Fees - Other (22000-7050)Medical/fitness testing for career firefighters 5,000
Special Projects (22000-6385)Lifecycle assessment 16,520
Supplies (multiple)Firefighters protective gear (16 New Recruits)40,000
Firefighters uniforms (16 New Recruits)12,500
Police DepartmentPolice DepartmentPolice DepartmentPolice Department Court Time (Aux RCMP) (21120-7015)Auxilliary Training 23,500
Wages (multiple)Victim Services contract 2,100
Public Works & Development ServicesPublic Works & Development ServicesPublic Works & Development ServicesPublic Works & Development Services
EngineeringEngineeringEngineeringEngineering Consulting (32100-7005)Fraser River Embankment Study 160,000
Licenses & BylawsLicenses & BylawsLicenses & BylawsLicenses & Bylaws Studies & Projects
(25000/53300-6380)
Animal shelter study 12,500
Sign bylaw, Bucolic bylaw development 11,775
PlanningPlanningPlanningPlanning Committee Costs (53110/53120-6045)Heritage - Street Naming Program 9,100
Heritage Publication Grant (historical places)11,017
Statement of Significance 2,000
Consulting (53120-7005)Agricultural Plan 50,000
OCP - implementation of initiatives 15,000
Silver Valley Consulting - Zoning & Implementation 35,000
Town Center Plan 29,000
Salaries (multiple)Extra staff for workload/projects, overtime 123,444
Studies & Projects (multiple)Downtown parking strategy 50,000
Environment related work 38,770
Planning - Tree Study 20,000
Zoning Bylaw Review 80,000
OperationsOperationsOperationsOperations Committee Costs (33100-6045)Bicycle Advisory Committee 1,200
Maintenance - General (multiple)West Nile Virus - Mosquito Control 35,310
Patch 232 St South of DTR, 124 Ave from 224 St to Edge 60,000
Special Projects (33100-6385)Fuel Storage Study 10,000
S Alouette Rvr Bridge Study 44,770
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
165
Drainage Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
108 Ave (248 - 249) - - - 49,983 - GCF
123 Ave (214 - 216) - - - - 133,100 GCF
205 St (Lorne Westfield) * 06035-000 44,319 - - - - RCP
217 St Creek (126 - 128) - - - 20,000 - GCF
227 St @ 250M South Of Lougheed * 00902-000 - 259,600 -- - DCC
240 St (102 - 100M N 102) * 08045-000 50,000 - - - - RCP
240 St (DTR - 124) * 08100-000 12,000 - - - - RCP
240 St (Lougheed - 102) * 00675-000 883,659 - - - - DCC, RCP
240 St (Lougheed - 102) Phase 2 * 00675-000 1,388,888 - - - - CWR, DCC
240 St @ DTR *08307-000 100,000 - - - - CWR
248 St (108 - 220M N 108) - - - - 64,241 CWR, DCC, GCF
287 St - storm main @ Watkins (PROJECT) - - 250,000 - - CFO, GCF
287 St - storm main @ Watkins (Study) - - 75,000 - - GCF
Abernethy Way (224 - 227) * 08253-000 32,000 - - - - RCP
Albion Dike - Dock Street to 240 Street 00316-000 3,750,000 - - - - GRA
Albion Dike - KCRP to Dock Street 00334-000 3,200,000 - - - - GRA
Albion Park Detention Pond (244/102) * 01614-000 12,056 152,888 - - - DCC, RCP
Albion Stormwater Management Update * 07934-000 60,00 0 - - - - DCC
Alouette River hydrotech review & model 09520-250 100,000 - - - - CFO, GCF
Best St (Dyke and Pump Station) 00659-000 400,000 - -- - GRA
Brown Ave (227 - 228) - - - - 416,556 CWR, DCC, GCF
Culvert Replacement Program - 2008, 2011 08097-000 200,000 - - 200,000 - CWR
Culvert Replacement Program - 2009 08097-000 - 200,000 - - - CWR, ISR
Ditch Enclosures - 2008 - 2012 06648-000 17,829 18,243 18,730 19,255 19,700 GRF
Donovan Ave (216 - 80M E Hall) - 66,000 - - - GCF
Donovan Ave @ 21530 00948-000 36,000 - - - - CWR
Drainage Upgrade Program - 2009 - 200,000 - - - GCF
Drainage Upgrade Program - 2010 - 2012 - - 200,000 200,000 200,000 GCF, ISR
Escarpment Drainage Design 09520-300 100,000 - - - - GCF
Escarpment Drainage Improvements Phase 1 - - - 5,000,000 - CFO
Escarpment Drainage Improvements Phase 2 - - - - 5,000,000 CFO
Integrated Stormwater Strategy Ismp * 06300-000 50,00 0 - - - - RCP
Liquid Waste Management Plan C38 Policy * 01580-000 30,000 - - - - RCP
Liquid Waste Management Plan C39 Wsplan * 01581-000 30,000 - - - - RCP
Local Improvement Projects - Drain 2008 - 2012 0815 4-000 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed Hwy (223 - 224) * 08098-000 66,686 - - - - RCP
Lower Hammond Pump Station 01112-000 603,030 - - - - GRA
N Alouette River Detention Pond 232/132 - - - - 196,469 CWR, DCC, GCF
River Rd (Darby - Carshill) Predesign * 08189-000 50,000 - - - - RCP
River Rd Drainage Improvements 08306-000 2,675,000 -- - - DBT
Sediment Control and Enforcement * 06512-000 20,000 - -- - RCP
Selkirk Ave (226 - 227) - - - 151,833 - CWR, DCC
Selkirk Ave (226 - 227) Phase 2 - - 72,000 - - GCF
Silver Valley Stormwater Phase 2 * 07917-000 30,000 - -- - RCP
Source Control Bylaw and Enforcement * 06511-000 34,000 - - - - RCP
South Cottonwood Stormwater Improvement * 00670-000 -175,000 - - - CFO, DCC
Storm main replacement program - 2008 00355-000 80,000 - - - - GCF
Storm Management Update * 06227-000 30,000 - - - - DCC
Storm Sewer Connections - 2008 06659-000 19,295 19,792 20,376 21,006 21,540 GRF
Storm Water Monitoring * 06108-000 5,000 - - - - RCP
Storm Water Monitoring Cottonwood * 01156-000 5,000 - -- - RCP
Storm Water Monitoring Cottonwood * 06408-000 5,000 - -- - RCP
Storm Water Monitoring Silver Valley * 06506-000 46,000 - - - - CFO, GRA, RCP
Stormwater Management Albion * 02921-000 25,000 - - - - RCP
Tamarack - raise dyke elevation 00383-000 80,000 - - -- CFO
Tamarack Lane reconstruction 00480-000 600,000 - - - - GRA
Video & spot repairs storm sewer - 2008 - 2009 0952 0-200 65,000 65,000 - - - GCF
Video & spot repairs storm sewer - 2011 09520-200 -- - 65,000 - ISR
Wicklow - DTR Drainage Study * 00402-000 15,000 - - - - RCP
Drainage TotalDrainage TotalDrainage TotalDrainage Total 15,200,762 1,406,523 886,106 5,977,077 6,301,606
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
166
Government Services Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Animal Shelter New Building * 06303-000 1,500,000 - - - -CFO, CWR, DBT
Animal Shelter Servicing Costs * 06303-000 28,887 - - - -RCP
Automated Data Collection (Engineering) * 07927-000 14,650 - - - - RCPS, RCPW
Communication Tower (Grant Hill) * 01925-000 250,000 -- - - CWR
Development Equity & Zoning Plans (S.V.) * 06285-000 20,000 - - - - DCC
Document Management Review * 01792-000 35,000 - - - - RCP
Environmentally Sensitive Area Implement * 08183-000 75,000 - - - - RCP
Equipment Purchase - Copiers * 08228-000 355,000 - - - - ERR-IS, RCP
Equipment Purchase Permits Vehicle * 08242-000 40,000 - - - - RCP
Orthophoto Updating * 07926-000 30,000 - - - - RCP
Park/School Site 231/137 00542-000 3,276,075 - - - - DBT
Park/School Site 241/112 - Site 2 00544-000 2,779,698 - - - - DBT
Park/School Site 248/108 - Site 2 00561-000 4,615,412 - - - - DBT
Recycling Depot - Apartment Collection * 08216-000 30 ,000 - - - - REC
Recycling Depot (Apt. Collection Equip) - - - - 55,00 0 REC
Recycling Depot (Bluebox Collection) 00956-000 25,000 - 65,000 - - REC
Recycling Depot (Build. Expansion) - - 30,000 - - REC
Recycling Depot (Build. Expansion, 2005) * 06202-000 50,000 - - - - REC
Recycling Depot (Collection Bluebox/bag) - - - - 40,000 REC
Recycling Depot (Collection Equipment) 00956-000 130,000 85,000 150,000 30,000 - REC
Recycling Depot (Collection Truck Upgr) 01004-000 100,000 - - 200,000 - REC
Recycling Depot (Collection Truck Upgr) * 08217-000 250,000 - - - - REC
Recycling Depot (Leasehold Improvement) - 30,000 - 100,000 - REC
Recycling Depot (Leasehold Improvement) * 06210-000 20,000 - - - - REC
Recycling Depot (Process Equipment) 01207-000 10,00 0 100,000 - 60,000 - REC
Recycling Depot (Process Improvement) - 15,000 - - - REC
Recycling Depot Expansion * 07924-000 200,000 - - - - REC
Recycling Depot Expansion * 07925-000 100,000 - - - - REC
Government Services TotalGovernment Services TotalGovernment Services TotalGovernment Services Total 13,934,722 230,000 245,000 390,000 95,000
Highway Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
104 Ave (240 - 244) * 01577-000 380,000 - - - - DCC, RCP
112 Ave (232 - 240) Final Lift - - 242,434 - - CWR, DC C, GCF
112 Ave (236 - 236B) * 07037-000 163,496 - - - - DCC
119 Ave (226 - 227) * 02763-000 532,830 - - - - CWR, DCC, RCP
121 Ave @ 214 St - - - - 9,347 CFO
128 Ave highway widening predesign - - 50,000 - - GCF, TL
132 Ave (203 - Neaves) Resurface - - 442,800 - - CFO, GCF
132 Ave (216 - 224) - - - - 200,000 ISR
132 Ave (232 - 235) * 00080-000 2,188,315 - - - - CWR, DCC, GRA, TL
201A St (113B - 100M North 113B) - - - - 3,159 CFO
203 St (123 - Powell) - - 1,360,824 - - CWR, DCC
203 St (Dewdney Trunk - 123) - - 2,793,159 - - CWR, DC C
203 St (Lougheed - Dewdney Trunk) - - - - 584,216 CWR, DCC, GCF
203 St @ Lougheed inters. upgrade - 2008 01015-000 50,000 - - - - CWR
203 St @ Lougheed inters. upgrade - 2009 01015-000 - 200,000 - - - CWR
216 St @ 121 Intersection Upgrade - 75,000 - - - GCF
223 St (Dewdney Trunk - Brown) - - - - 48,650 ISR
223 St (Mcintosh - Dewdney Trunk) - - - - 27,720 CFO
224 St - 144 (Timberline) Green infra 00624-000 100 ,000 - - - - CFO, GCF
224 St (132 - 136) - - - - 180,000 ISR
224 St (Lougheed - Dewdney Trunk) - - 80,000 - - GCF
224 St @ 121 Ave Ped Signal - - 220,000 - - GCF
224 St @ 124 Ave Intersection Phase 2 * 08907-000 150 ,000 - - - - CWR
224 St @ 124 Ave Intersection Safety * 01735-000 191,151 - - - - DCC, GRA, RCP
224 St @ 132 Ave (N Alouette Bridge) - - - - 450,000 GCF
224 St @ Abernethy (Traffic Signal) - - - - 260,458 CW R, DCC, GCF
227 St (650M N Of Bypass - Lougheed) * 01720-000 385,466 - - - - DCC, RCP
227 St @ Bypass (Traffic Signal) - - 241,342 - - CWR, DCC, GRA
232 St (112 - 114) - - - - 155,000 ISR
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
167
Highway Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
232 St (116 - Slager) - - 2,031,786 - - CWR, DCC, GCF
232 St (132 S - S Alouette Bridge) 01017-000 1,271,453 - - - - DCC, GCF, TL
232 St (DTR - Abernethy) * 08003-000 41,250 - - - - RCP
232 St (Silver Valley - 141) - - - - 218,122 ISR
232 St @ 128 (Signal) 01288-000 250,000 - - - - CWR
232 St @ 132 Ave (Traffic Signal) - 287,079 - - - CWR, DCC, GCF
240 St (113 - DTR) * 02830-000 5,545,220 - - - - CWR, DCC
240 St (Kanaka Creek Bridge S - McClure) - - - 3,022,725 - CWR, DCC, GCF
240 St (Lougheed - 102) * 01790-000 82,800 - - - - RCP
240 St (Lougheed - 104) * 02827-000 1,756,507 - - - - DCC, RCP
240 St (Lougheed - 104) Phase 2 * 01790-000 3,610,064 - - - - CWR, DCC, GRA
240 St @ Kanaka Creek (Bridge) - 8,106,657 - - - CWR, DBT
240 St @ S Alouette (Bridge) - - 24,082,416 - - CWR, DBT, GRA
240 St Bridge Design - - - - 100,000 GCF
241 St @ S Alouette Ped Crossing - - - - 75,000 GCF, WCF
241A St (100M S 102 - 102) - - - - 100,000 CFO
244 St (50M S 104 - 104) - - - - 49,970 CFO
245 St (104 - 220M N 104) - - - - 26,148 CFO
280 St (Lougheed - 98) - - - 250,000 - GCF, GRA
284 St - slide repair 00628-000 175,000 - - - - GCF
Abernethy corridor - 256 concept study 09520-350 100,000 - - - - GCF, TL
Abernethy Way (210 - 500M E Blackstock) - 3,297,101 - - - CWR, DCC, TL
Abernethy Way (500M E Blackstock - 224) 01023-000 1,771,811 - - - - CWR, DCC, TL
Abernethy Way Acq. (210 - 224) * 02905-000 1,329,999 -- - - CWR, DCC, TL
Abernethy Way Phase 3 - 5,527,500 - - - CWR, DBT, TL
Abernethy Way Phase 4 - - - 14,552,500 - CWR, DBT, GRA, TL
Access Culverts - 2008 - 2012 06661-000 24,761 25,341 26,022 26,757 27,380 GRF
Accessible Sidewalks - 2008 - 2012 01657-000 86,000 86,000 86,000 86,000 86,000 ISR
Albion Industrial Park Crossing * 04193-000 1,095,422 - - - - DCC, GRA
Audible signals - 2009 - 2011 - 10,000 10,000 10,000 -GCF
Bikeway Program - 2009 - 2012 08200-000 - 100,000 100,000 100,000 100,000 GCF, TL
Blaney Bridge Replacement * 01001-000 260,000 - - - - RCP
Boulevard Improvement Program - - - 30,000 - GCF
Bridge Repairs / Struct Upgrade - 2008 * 08128-000 230,000 - - - - RCP
Bridge Repairs / Struct Upgrade - 2009 - 100,000 - -- GCF
Bridge Repairs / Struct Upgrade - 2010 - 2012 - - 100,000 100,000 100,000 ISR
Bridge Study Update * 01465-000 45,000 - - - - RCP
Brown Ave (227 - Fletcher) * 08312-000 387,683 - - - - CWR, DCC, RCP
Cliff Ave @ Haney Bypass * 01778-000 7,000 - - - - RCP
Cottonwood Dr (115 - 116) * 07555-000 117,172 - - - - DCC
Cottonwood Dr (115 - 116) Phase 2 * 07555-000 232,859 - - - - DCC, RCP
Cottonwood Dr (118 - 119) Phase 3 01793-000 606,060 - - - - CWR, DCC
Cottonwood Dr (118 - 119) Phase 3 * 01793-000 190,131 - - - - CWR, DCC, RCP
Cottonwood Dr (118 - 119) Phase 4 01793-000 - 666,666 - - - CWR, DCC
Create x2 Standby snow removal SADs 00518-000 50,00 0 - - - - GCF
Dewdney Trunk Rd (232 - 240) Resurface 01401-000 384,326 - - - - CFO, GCF
Dewdney Trunk Rd (250 - 256) Resurface 01401-000 - -350,000 - - ISR, SOIL
Dewdney Trunk Rd @ 210 St Traffic Signal * 07269-000 201,277 - - - - CWR, DCC, GRA, TL
Dewdney Trunk Rd @ 256 St Phase 1 * 06186-000 137,500 - - - - SOIL
Dewdney Trunk Rd @ 256 St Phase 2 06186-000 250,000 - - - - SOIL
Dewdney Trunk Rd @ Kanaka Creek (Bridge) - - - - 700,000 ISR
Edge St @ McIntosh Intersection * 01290-000 235,176 - -- - CWR, RCP
Emergency traffic pre-empt - 2008 - 2012 00679-000 25,000 50,000 50,000 50,000 50,000 GCF
Equipment Purchase - Hybrid Vehicles 00955-000 70,000 - - - - GCF
Equipment Purchase - Pickup Truck - - - 37,000 - GCF
Equipment Purchase - Road Temp. Sensor * 07777-000 12 ,000 - - - - RCP
Equipment Purchase - Signal Push Buttons - 40,000 -- - GCF
Equipment Replacement - Fleet 2008 - 2012 09918-000 648,000 759,558 1,391,452 860,692 284,079 ERR-PW
Equipment Replacement - upgrade 15 passenger van * 09918-000 40,000 - - - - RCP
Fraser Bridge Traffic Impact Study * 07894-000 50,000 - - - - DCC, RCP
Gravel Site Startup - - - - - SOIL
GVTA Special Project * 01781-000 533,057 - - - - GRA
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
168
Highway Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Illuminated Crosswalk Signs - - 76,000 - - GCF
Illuminated Street Signs Program - 2008 - 2011 0148 6-000 10,000 10,000 10,000 10,000 - ISR
Integrated Survey And Documentation * 01644-000 4,500 - - - - RCP
Kanaka Flood Access (STUDY) 09520-400 40,000 - - - - GRA
Kanaka Way Traffic Safety Improvements * 00081-000 25 ,000 - - - - GRA, RCP
Lane E 207 St (Camwood - 100M N Camwood) - - - - 4,57 8 CFO
Lighting Improvements * 01884-000 38,250 - - - - RCP
Local Improvement Projects - Road 2008 - 2012 03652-000 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed @ Burnett Pedestrian Sign 01110-000 25,000 - - - - CFO, GCF
Lougheed Corridor Coordination * 01739-000 12,000 - - - -RCP
Lougheed Hwy (223 - 224) * 01605-000 24,000 - - - - RCP
Macfarlane Ave (Graves - 209) - - - - 23,100 CFO
Owens St (200M N Camwood - Lougheed) - - - - 14,020 CFO
Pavement Management * 07737-000 55,026 - - - - RCP
Pavement Management PCMS * 06145-000 10,000 - - - - RCP
Ped safety/access improv - 2008 - 2012 00566-000 45,000 50,000 86,000 90,000 90,000 GCF
Private Driveway Crossings - 2008 - 2012 03290-000 35,618 35,854 36,131 36,431 36,684 GRF
River Rd Road Improvements 00584-000 2,975,000 - - - - GRA
Roadworks S/D 3/03 * 00082-000 58,100 - - - - CFO
Safer School Travel Program - 2008 - 2012 01877-000 25,000 35,000 40,000 50,000 50,000 ISR
Safety Enhancements (224th) * 08907-000 140,000 - - - - CORE, GRA, RCP
Short Block Paving Program - 2008 - 2012 00642-000 223,640 200,000 200,000 200,000 200,000 ISR
Spilsbury St Slide Repair * 08271-000 200,000 - - - - CWR
Spirit Square 00644-000 500,000 - - - - GRA
Streetlight Pole Replace Program - 2008 - 2010 0111 1-000 50,000 50,000 50,000 - - ISR
Thermo plastic road markings - - - 50,000 - GCF
Traffic calming program - 2008 - 2012 00596-000 80,000 45,000 45,000 45,000 45,000 GCF
Traffic Signal Electrical Upgrades 01117-000 30,000 - - - - ISR
Traffic Signal Integration 01913-000 - - - - 325,000 GCF, TL
Transit Pad Program * 07988-000 50,000 - - - - RCP
Urban Area 2nd Lift Paving * 08281-000 40,000 - - - - RCP
Wheelchair Ramp Upgrades * 01651-000 38,000 - - - - CFO, RCP
Highways TotalHighways TotalHighways TotalHighways Total 30,977,920 20,006,756 34,451,366 19,857,105 4,873,631
Miscellaneous Capital Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Misc Capital Engineering - 2008 - 2012 06657-000 15,015 15,015 15,015 15,015 15,015 GCF
Misc Capital Gen Govt - 2008 - 2012 08304-000 15,015 15,015 15,015 15,015 15,015 GCF
Misc Capital Gen Rec - 2008 - 2012 08805-000 15,015 15,015 15,015 15,015 15,015 GCF
Miscellaneous Capital TotalMiscellaneous Capital TotalMiscellaneous Capital TotalMiscellaneous Capital Total 45,045 45,045 45,045 45,045 45,045
Park Acquisition Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
23681 128 Crescent * 00632-000 735,000 - - - - PAR
Cemetery Expansion 01014-000 1,520,000 - - - - DBT
Greenbelt Acquisition - 2007 * 06192-000 200,000 - - - - PAR
Greenbelt Acquisition - 2010 - 2012 - - 200,000 200,000 200,000 PAR
Park (231/137) *00626-000 2,314,756 - - - - CWR, DCC, RCP
Park (241/112) 01012-000 1,853,132 - - - - CWR, DCC
Park (248/108) 01013-000 3,076,941 - - - - CWR, DCC
Silver Valley Neigh Park Acq - - - - 1,133,160 CWR, DCC, GCF
Silver Valley Neigh Park Acq * 01927-000 1,178,890 - - -- DCC, RCP
Silver Valley Neigh Park Acq SE Horse - - 1,331,999 - - CWR, DCC, GCF
Silver Valley Neigh Park Phase 1 - - - 1,682,980 - CWR, DCC, GCF
Silver Valley Neigh Park Phase 2 - - - - 1,682,980 CWR, DCC, GCF
Whispering Falls Park (264/126) - - - - 1,160,993 CWR, DCC, GCF
Whonnock Lake Acquisition * 01948-000 1,843,257 - - - - CWR, DCC, RCP
Park Acquisition TotalPark Acquisition TotalPark Acquisition TotalPark Acquisition Total 12,721,976 - 1,531,999 1,882,980 4,177,133
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
169
Park Improvement Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Albion Sport Complex - Lighting - - - 198,785 - GCF
BMX Skills Development Area 01113-000 20,000 - - - - GCF
Boulevard Improvement - - - - 30,000 GCF
Boulevard Improvement Program * 07910-000 28,191 - - - - RCP
Cemetery Caretaker House - 115,000 - - - CEM
Cemetery Niche *08144-000 100,000 - - - - CWR
Core Infrastructure * 08198-000 36,000 - - - - CORE
Cottonwood East Park Development * 06018-000 304,344 -- - - DCC, RCP
Cottonwood West Park Facilities - 615,339 - - - CWR, DCC, GCF
Davison Pool Slide * 08141-000 6,000 - - - - RCP
Dog Parks *08140-000 20,000 - - - - RCP
Downtown Beautification * 08146-000 40,000 - - - - RCP
Downtown Beautification Support * 08199-000 565,000 - -- - RCP
East Cottonwood Park Plan * 07942-000 15,000 - - - - DCC
Equipment Purchase - GEWC Elevator 01124-000 150,00 0 - - - - GCF
Equipment Purchase Special Event Trailer * 02874-000 9,397 - - - - RCP
Facilities division tradesman truck 00538-000 30,00 0 - - - - GCF
Firefighters' Park Development * 06021-000 250,000 - - -- DCC
Fraserview Park Development - - - - 305,096 CWR, DCC, GCF
Industrial Ave Park Environment Remediation * 01951-000 200,000 - - - - CWR
Jerry Sulina Park Washroom * 08139-000 10,010 - - - - RCP
Maple Ridge Entry Sign East * 08190-000 35,000 - - - - RCP
Maple Ridge Entry Sign West * 08142-000 46,985 - - - - RCP
Park Development (232/132) * 01303-000 201,818 - - - - DCC, RCP
Park Development (236/137) * 00304-000 310,488 - - - - CWR, DCC
Park Development (241/104) - - - - 310,643 CWR, DCC, GCF
Park Development Albion Elementary - - 333,000 - - CWR, DCC, GCF
Parks Master Plan 09540-100 88,444 - - - - CWR, DCC, GCF
Port Haney Park Development - - - 22,782 - GCF
Public Art Program * 08145-000 10,000 - - - - RCP
Silver Valley Park Improvement 239A/130A * 08297-000 166,667 - - - - CWR, DCC
Sport Field Renovations 06102-000 250,000 319,793 - - -GCF
Trail Improvement - 2008, 2010, 2012 06125-000 30,016 - 29,298 - 28,701 GCF
Trail Improvement * 06125-000 60,000 - - - - RCP
Webster's Corner Park Development * 01074-000 240,000 - - - - DCC, RCP
Whonnock Lake Improvement (Weir) * 08298-000 374,605 -- - - CWR, DCC, RCP
Whonnock Lake Phase 1 - 235,000 - - - GCF
Whonnock Lake Phase 2 Parking - 290,000 - - - GCF
Whonnock Lake Phase 3 Path/Light - - - 297,330 - CWR, DCC, GCF
Whonnock Lake Phase 4 Beach/General - - - 356,243 - CWR, DCC, GCF
Whonnock Lake Phase 5 Washrooms/House - - - - 624,000 CWR
Whonnock Lake Phase 6 Canoe Facility - - - - 1,980,00 0 CFO
Park Improvement TotalPark Improvement TotalPark Improvement TotalPark Improvement Total 3,597,965 1,575,132 362,298 875,140 3,278,440
Protective Services Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Comm. Wildfire Protection Plan Phase 1 01402-000 146,500 - - - - FDR
Courthouse Renovations * 07753-000 2,663,848 - - - - CWR, PSR
Equipment Purchase - Fire Hall Sign * 01934-000 60,00 0 - - - - FDR
Equipment Purchase - Firehall #1 Pumper * 01476-000 500,000 - - - - FDR
Equipment Purchase - Firehall #4 - - 70,000 - - FDR
Equipment Purchase - Furniture * 01932-000 27,000 - - - -FDR
Equipment Purchase Mobile Dispatch Units * 01449-000 239,600 - - - - FDR
Equipment Purchase RCMP * 08055-000 65,000 - - - - CFO, RCP
Equipment Replacement - Rescue One * 01477-000 400,00 0 - - - - ERR
Equipment Restoration - 1946 Fire Truck * 01938-000 50,000 - - - - ERR-FD
Equipment Upgrade - Telephone System * 01931-000 27,500 - - - - FDR
Fire Equipment Engine 1-1 Replacement 00958-000 625 ,000 - - - - ERR-FD
Fire Equipment Engine 2-2 Replacement - - - - 705,000 ERR-FD
Fire Equipment Engine 3-2 Replacement * 08336-000 555 ,000 - - - - ERR-FD
Fire Equipment Engine accessories 00526-000 25,000 -- - - FDR
Fire Rescue Boat w/Trailer 00532-000 37,000 - - - - FDR
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
170
Protective Services Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Firehall #1 Engine * 01476-000 55,000 - - - - FDR
Firehall #1 Expansion * 01935-000 2,000,000 - - - - FDR
Firehall #1 Expansion Phase 2 * 01935-000 2,200,000 - -- - FDR
Firehall #1 Expansion Phase 3 01935-000 1,575,000 - -- - FDR
Firehall #1 Training Expansion * 03645-000 325,000 - - -- FDR
Firehall #3 Expansion - 750,000 - - - FDR
Firehall #4 Air Lighting Truck 00978-000 325,000 - - -- FDR
Firehall #4 Computer Training Centre * 01453-000 45,000 - - - - FDR
Firehall #4 Construction Phase 2 07054-000 5,500,00 0 - - - - DBT
Firehall #4 Construction Train Ground 07051-000 500 ,000 - - - - DBT
Firehall #4 Design * 01016-000 15,000 - - - - FDR
Firehall #4 Engine New - - - - 625,000 FDR
Firehall #4 Protective & Safety Equip - 83,960 - - - FDR
Firehall #4 Rescue 4 - - - - 325,000 FDR
Firehall #4 Site Surveys * 03646-000 372,000 - - - - CWR
Firehall #4 Technical & Furnishings - 200,000 - - - FDR
Firehall #5 Engine 1-2 Replacement 01123-000 625,00 0 - - - - ERR-FD
Firehall #5 Engine 2 Replacement - - 425,000 - - ERR-FD
Firehall #5 Land Acquisition - - - 350,000 - FDR
Randy Herman envelope and roof * 07756-000 500,000 - - -- CWR
RCMP - Furniture *08229-000 100,000 - - - - RCP
RCMP - Furniture Replacement - 2008 - 2012 08229-000 63,000 10,000 10,000 10,000 10,000 CFO, PSR
RCMP - Offices for GIS staff 07753-300 50,000 - - - - PSR
RCMP - Probation Space Costs 07753-200 20,000 - - - - PSR
RCMP - Proxima projector 08229-000 10,000 - - - - CFO, PSR
RCMP Bldg - storage * 08053-000 150,000 - - - - CFO, PSR
RCMP Building Exhibit Drying Room * 08054-000 20,000 -- - - CFO, RCP
Rescue 2 Replacement - - - 375,000 - ERR-FD
Traffic Control Pre-Emption Devices * 08049-000 25,00 0 - - - - RCP
Protective Services TotalProtective Services TotalProtective Services TotalProtective Services Total 19,896,448 1,043,960 505,000 735,000 1,665,000
Recreation Services Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Cemetery Master Plan * 01939-000 30,000 - - - - CEM
Equipment Purchase - Mower - - 80,000 - - GCF
Equipment Purchase - Vehicle - - 40,000 - - GCF
Equipment Upgrade - Tractor 00996-000 20,000 - - - - GCF
Leisure Center - Active studio reno 08244-000 - - 55,000 - - GCF
Leisure Centre - Spray Pool 01115-000 50,000 - - - - GCF
Leisure Centre Workout Equipment * 01952-000 150,000 -- - - CIR
Lifecycle Program Assessment Leisure Cen * 01780-000 30,981 - - - - RCP
Natural Gas & Co2 Control - - - 14,000 - GCF
Recreation Vehicle (shared vehicle) 00539-000 30,00 0 - - - - GCF
Skate Board Park * 01437-000 423,222 - - - - CWR, DCC, RCP
Youth Ctr Kitchen Equip * 01254-000 8,535 - - - - YCR
Recreation Services TotalRecreation Services TotalRecreation Services TotalRecreation Services Total 742,738 - 175,000 14,000 -
Sewage Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
101A Ave @ 243A St - - - - 1,500 CFO
108 Ave (248 - 249) - - 36,547 - - DCC, SCF
116 Ave @ 238A St Pump Station Upgrade * 08225-000 100,000 - - - - RCPS
136 Ave (230 - 231) - - - 31,739 - DCC, SCF
223 St (119 - Dewdney Trunk) - - 87,733 - - SCF
224 St (Dewdney Trunk - Brown) - - 32,568 - - SCF
224 St (Lane N North - Lougheed) - - 18,416 - - SCF
225 St Pump Station pump upgrade - - 135,000 - - SCF
225 St Pump Station Upgrade Phase 2 - - 1,118,878 - -DCC, SCF
225 St Pump Station Upgrade Phase 3 - - - - 400,000 SCF
239 St sewer P/S: up to 3-phase power 00683-000 75,000 - - - - SCF
Albion Master Plan update 09510-200 60,000 - - - - SCF
Chlorine Storage Room 00686-000 27,000 - - - - SCF
Cliff Ave @ Cliff Place Pump Station * 01592-000 95,000 - - - - RCPS
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
171
Sewage Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Cottonwood Dr (115 - 116) - - - - 60,655 SCF
Cottonwood Landfill Methane Assessment * 07628-000 285,000 - - - - SSR
Downtown Core Sanitary Sewer Repairs * 00678-000 100,000 - - - - RCPS
Equipment Purchase - Sewage Flush Valves * 08259-000 46,000 - - - - RCPS
Inflow, Infiltration & Condition Assess 09510-100 60,000 - - - - SCF
Kanaka Creek Rd (232 - 240) * 01865-000 40,000 - - - - RCPS
Lane N 119 (222 - 224) - - 110,487 - - SCF
Lane N Mcintosh (223 - 224) - - 73,658 - - SCF
Lane N Selkirk (222 - 224) - 98,212 - - - SCF
Lane N Selkirk (223 - 224) * 08110-000 181,500 - - - - RCPS
Lane N Selkirk (226 - 227) - - 44,000 - - SCF
Lane S Lougheed (223 - 224) - - 94,120 - - SCF
Lane S Selkirk (222 - 223) - 73,658 - - - SCF
Liquid Waste Management Plan C19 Eval * 01578-000 40,000 - - - - RCPS
Local Improvement Projects - Sewer 2008 - 2012 0365 6-000 250,000 250,000 250,000 250,000 250,000 CFO
Lower Hammond Sewage system upgrade plan 09510-250 100,000 - - - - SCF
Meadowbrook Place (12600 Block) - 120,000 - - - SCF
One Work Vehicle 00697-000 17,500 - - - - SCF
Princess St (Wharf - Lorne) * 08262-000 102,520 - - - - RCPS
Private Sewer Connections - 2008 - 2012 05540-000 79 ,445 81,517 83,951 86,575 88,800 SRF
Provide extra storage for Guns P/S 00694-000 55,000 - - - - SCF
Raise Wharf St sew P/S to dyke elevation 00682-000 100,000 - - - - SCF
Replace force main (225 pump station) - - - - - SCF
River Rd (232 - McKay) Phase 1 * 06181-000 - - 754,683 -- DCC, RCPS
River Rd (McKay - 236) Phase 2 * 06152-000 - - - 177,166 - DCC
Royal Cres (225 - 226) * 01892-000 281,120 - - - - RCPS
Sanitary Network Subcatchment A To Gis - - 35,000 - -SCF
Sanitary Network Subcatchment J Study - - - 150,000 -SCF
Sanitary Network Subcatchment K Study - 150,000 - - -SCF
Sanitary Network Subcatchment T Study - - 150,000 - -SCF
Sanitary Sewer Modelling Update - 2006 * 03062-000 9,000 - - - - RCPS
Sanitary Sewer Modelling Update - 2010 - 2012 - - 9,000 9,000 30,000 SCF
Sanitary Sewer Repair Program Area B * 08107-000 66,500 - - - - RCPS
Sanitary Upgrades Catchments B And J * 01862-000 120,000 - - - - RCPS
Sewage System Rehabilitation - 2008 - 2012 01118-000 250,000 250,000 287,500 287,500 250,000 SCF
South Slope Interceptor Repair - - 400,000 - - SCF
South Slope Interceptor Study * 09510-300 25,000 - - - - RCPS
Steeves St (118 - Camwood) * 08256-000 37,000 - - - - RCPS
Steeves St (River Rd - 117) * 01648-000 225,435 - - - - RCPS
Steeves St (River Rd - 117) Stage 2 * 01648-000 100,000 - - - - RCPS
Tamarack Lane (23400 Block) * 08257-000 25,000 - - - - RCPS
Upgrade SAD to TAD 00705-000 50,000 - - - - SCF
Upgrade/update elec equipment in sew P/S 00695-000 49,000 - - - - SCF
Video & spot repairs sewer - 2008 - 2012 09510-150 65,000 65,000 65,000 65,000 65,000 SCF
Sewage TotalSewage TotalSewage TotalSewage Total 3,117,020 1,088,387 3,786,541 1,056,980 1,145,955
Technology Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Amanda Cemetery Records Management 08094-000 34,000 - - - - CEM
Amanda GIS Interface Upgrade * 08239-000 27,750 - - - - RCP
Amanda Phase 4 Dogs & Excess Capacity 01703-000 18,000 - - - - SCF, WCF
Amanda Phase 4 Dogs & Excess Capacity * 01703-000 12,000 - - - - RCP
Amanda Web-Enablement * 01618-000 43,120 - - - - RCP
ArcGIS extension licenses 00307-000 13,500 - - - - GCF, SCF, WCF
Broadband Wireless Connection * 01617-000 60,700 - - - - RCP
Business System Analysis * 01136-000 59,000 - - - - RCP
Capital Works Program Replacement Study * 07928-000 15,000 - - - - RCPS, RCPW
Computer Room Upgrades - - - 41,221 - GCF
Council Chamber Multimedia Upgrade - - 25,000 - - GCF
Desktop growth (reduced to 5 laptops) - 7,500 - - - GCF
Document Processing System - 1 - 75,000 - - - GCF, SCF, WCF
Document Processing System - 2 - - 63,000 - - GCF
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
172
Capital ProgramCapital ProgramCapital ProgramCapital Program
Technology Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
Document Processing System * 03633-000 50,000 - - - - RCP
Equipment Purchase - Blade Server - - - 21,000 - GCF
Equipment Purchase - Council Media Upgr - - 25,000 -- GCF
Equipment Purchase - Load Balancer - - 42,500 - - GCF
Equipment Purchase - New Web Server - - - 25,245 - GCF
Equipment Purchase - San Hard Drive - - - - 42,262 GCF
Equipment Purchase - Sms Redundancy - - 38,225 - - GCF
Equipment Purchase - Streaming Video * 08086-000 - - 26,650 - - RCP
Equipment Purchase - Terminal Services * 08233-000 12 ,000 - - - - RCP
Equipment Purchase - UPS Upgrade - - - 16,170 - GCF
Equipment Purchase - Wireless Data Sys. - - - 22,100 - GCF
Equipment Purchase Web Security Filter * 08079-000 18 ,205 - - - - RCP
Equipment Replacement - Info Serv 2008 - 2012 03610-000 291,358 965,477 837,165 499,433 1,170,186 ERR-IS
Fibre Optic *06486-000 15,000 - - - - RCP
Fibre Optic Network Phase 1 * 01556-000 50,000 - - - - RCP
Financial Systems Study 08235-000 33,250 - - - - GCF, SCF, WCF
Fire Training On Line Learning - - - - 42,000 GCF
GIS Application Development - Water * 01125-000 - - - 60,000 - RCPW
GIS Spatial Data Engine Sde Server * 01700-000 88,000 - - - - RCP
GPS Receiving Station Phase 3 * 01121-000 15,000 - - - - RCP
HP Open View System Management * 08234-000 40,000 - - - -RCP
Information Services Backup Device * 02361-000 38,000 - - - - RCP
Infrastructure growth 02361-000 41,500 - - - - GCF
Infrastructure Management Phase 1 - 50,000 - - - GCF, SCF, WCF
Internet Mapping Phase 2 * 08030-000 43,490 - - - - RCP
IS Dept Large Format Plotter * 01846-000 20,340 - - - - RCP
IT Caseware Working Papers * 08092-000 10,431 - - - - RCP
IT Disaster Recovery Infrastructure - - - - 97,275 GCF
IT Disaster Recovery Plan - - 60,000 - - GCF
IT Fibre Optic - #0699 (224 St) - - - 32,967 - CWR
IT Fibre Optic - #1189 (224 St) - - 29,023 - - CWR
IT Fibre Optic - #1565 (224 St) - - - 13,137 - CWR
IT Fibre Optic - #2830 (240 St) 00205-000 129,412 - -- - CWR
IT Fibre Optic - #7074 (Kanaka - 240) - - 27,433 - - CWR
IT Fibre Optic Conduit Phase 2, Pt 1 * 01556-000 74,000 - - - - RCP
IT Fibre Optic Conduit Phase 2, Pt 2 01556-000 75,000 - - - - GCF, SCF, WCF
IT Strategic Plan Update - - - 50,000 - GCF
Management Reporting Software Phase 1 * 01849-000 - - 13,000 - - RCP
Microfiche readers 08400-000 31,000 - - - - GCF
Miscellaneous Capital * 02361-000 100,000 - - - - RCP
Network Monitoring - - 17,325 - - GCF
Oracle Licences - SDO Review * 07987-000 41,200 - - - - RCP
Oracle Performance Monitor * 01463-000 8,000 - - - - RCP
Payroll System Replacement - - - 150,000 - GCF
Performance management software 00211-000 31,500 - - -- GCF
Project Management Job Cost Study Ph 2 * 04113-000 50 ,000 - - - - RCPS, RCPW
Property - Taxation, Utility Billing * 04141-000 250,000 - - - - RCP, RCPS, RCPW
Public Access Community Kiosks - - 38,750 - - GCF
ROSS financials upgrade - 138,600 - - - GCF, SCF, WCF
ROSS HR System *04155-000 65,500 - - - - RCP
Server Consolidation - - - - 44,700 ERR-IS, GCF
Software - Payment Server Tender Retail * 08052-000 6 ,435 - - - - RCP
Spatial Data Engine Server * 07613-000 18,000 - - - - RCP
Strategic IT Alliance Study * 01135-000 23,000 - - - - RCP
Systems Management Server Phase 2 - - - 10,000 - GCF
Tax And Utility Software * 04141-000 75,000 - - - - RCP
Tax, Utilities, Integrated Cash Study * 08028-000 40,000 - - - - RCP
Wide Area Network Phase 2 * 01138-000 20,000 - - - - RCP
Windows VMS Migration Phase 1 00947-000 50,000 - - - - GCF
Technology TotalTechnology TotalTechnology TotalTechnology Total 2,137,691 1,236,577 1,243,071 941,273 1,396,423
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
173
Water Projects Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
104 Ave @ 249 St Reservoir Stage 2 * 08286-000 466,66 6 - - - - DCC, RCPW
104 Ave @ Mceachern St Prv * 08263-000 60,000 - - - - RCPW
112 Ave (240 - 245) - - - 644,043 - DCC, WCF
116 Ave (232 - Cottonwood) - - 47,946 - - WCF
116 Ave (Steeve St - 210 St) * 01404-000 43,200 - - - - RCPW
117 Ave (Darby - 216) - - 56,000 - - WCF
118 Ave (Steeves - 210) - - 43,200 - - WCF
119 Ave (227 - 228) - - - - 143,765 WCF
125 Ave (241 - Ansell) - - 331,200 - - WCF
136 Ave (236 - 240) - - - - 855,480 DCC, WCF
136 Ave @ 232 St PRV - - 160,000 - - WCF
136 Ave @ 24200 Rockridge Res. Phase 2 - - 649,985 -- DCC, WCF
141 Ave @ 232 St PRV - - - 100,000 - WCF
203 St (Thorne - Lougheed) - - - 364,135 - WCF
210 St (116 - 118) - - 218,900 - - WCF
216 St (124 - 128) - - - - 740,677 DCC, WCF
224 St (116 - North) - - - 182,400 - WCF
224 St (119 - Dewdney Trunk) * 03625-000 - - 230,000 - - RCPW
224 St (North - 119) - - - 254,277 - DCC, WCF
232 St (136 - Silver Valley) - - - - 163,218 DCC, WCF
232 St (Slager - Dewdney Trunk) 01119-000 184,473 - -- - WCF
233 St (132 - 150M N 132) - - - 30,000 - WCF
240 St @ DTR GVWD Connection * 08063-000 100,000 - - - - RCPW
241 St - new water main - 20,000 - - - WCF
248 St (116 - Dewdney Trunk) - - - 216,000 616,942 DCC, WCF
256 St Reservoir Seismic Review * 07726-000 - 35,750 - -- RCPW
261 St (DTR - 260M N DTR) * 08064-000 165,000 - - - - RCPW
263 St (440/760 Pump) Sync 01122-000 56,000 - - - - WCF
264 St Electric Valve Chamber * 08117-000 35,000 - - - - RCPW
270A St @ 123 Ave P/S Phase 2 - - - - 250,000 WCF
Albion & Water Model - dist upgr 2008 - 2011 09550-250 250,000 250,000 250,000 250,000 - WCF
Ansell St (124 - 125) - - - 230,400 - WCF
Balsam St (132 - Larch) - - - 44,000 - WCF
Chlorine Storage Room 00686-000 27,000 - - - - WCF
Cottonwood Dr (115 - 116) - - - - 84,956 WCF
DCC Payment To Joint Supply System, 2012 - - - - 111,357 DCC, WCF
Demolition of Industrial Ave Reservoir 09550-100 25 ,000 - - - - WCF
Destructive Pipe Condition Assessment 09550-150 30,000 - - - - WCF
Dewdney Trunk Rd @ 246 St GVWD P/S - - 56,000 - - WCF
Dover, Laurie, Wicklow, 218 Services - - - 46,000 - WCF
Equipment Purchase - Leak Detectors * 08264-000 40,00 0 - - - - RCPW
Equipment Purchase Remote Chlorine Units * 08265-000 45,000 - - - - RCPW
Exeter Ave (Spring Cres - E Of 216) - - 79,200 - - WCF
Ferguson Ave (248 - 250) - - - - 82,800 WCF
Filling Station *08116-000 60,000 - - - - RCPW
Infrastructure Review Silver Valley * 09550-400 87,00 0 - - - - DCC, RCPS, RCPW
Laity St (Lougheed - Dewdney Trunk) - - 184,900 - - WCF
Laity St @ Lougheed Crossing * 08118-000 60,000 - - - - RCPW
Lane N Selkirk (223 - 224) - - - 44,000 - WCF
Lane S Lougheed (223 - 224) - - - 41,400 - WCF
Lane S St, Anne Ave (223 - 224) - - - 36,000 - WCF
Local Improvement Projects - Water 2008 - 2012 0365 7-000 250,000 250,000 250,000 250,000 250,000 CFO
Lorne Ave (Kinston - Princess) - - 59,400 - - WCF
Lougheed @ Dewdney Trunk Rd PRV Relocate - 352,000 - - - WCF
Lougheed Hwy Hospital Crossing * 08119-000 60,000 - - - -RCPW
Non Destructive Pipe Condition Assess 09550-200 25,000 - - - - WCF
One Work Vehicle 00932-000 17,500 - - - - WCF
Ospring St (Princess - Eltham) - - - 57,600 - WCF
Pressure monitors in diff pressure zones 00719-000 17,500 - - - - WCF
Private Water Connections - 2008 - 2012 03875-000 160,465 164,147 168,463 173,114 177,068 WRF
Reloc PRV chamber @ Lougheed and Dewdney 01120-000 50,000 - - - - WCF
River Rd (216 - Carshill) - - 265,000 - - WCF
Schedule 3: Amendments to 2008 – 2012 Financial Plan
Appendix C Appendix C Appendix C Appendix C –––– Capital ProgCapital ProgCapital ProgCapital Program Including Workram Including Workram Including Workram Including Work----inininin----ProgressProgressProgressProgress
Financial Plan 2008 - 2012
District of Maple Ridge
174
Water Projects (cont)Account #Account #Account #Account # 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 FundsFundsFundsFunds
River Rd (Riverbend - 223) - - - - 77,000 WCF
Rothsay Heights Reservoir Improvement - - - 250,000 -WCF
Seismic up. des - River Rd (Haney & 240) 09550-300 50,000 - - - - WCF
Seismic up. des/PRV - Lougheed @ Dewdney 09550-350 100,000 - - - - WCF
Seismic Upgrade Pump Stations - 50,000 - - - WCF
Sewage Pump Stations Backflow Prevent * 01609-000 21,000 - - - - RCPW
Silver Valley Infrastructure Update * 01488-000 70,00 0 - - - - DCC
Steeves St (River - Camwood) - - 278,400 - - WCF
Truck fill system: proposed reserv. site - 65,000 -- - WCF
Upgrade SAD to TAD 00945-000 50,000 - - - - WCF
Variable frequency drive for water P/S 00835-000 39 ,000 - - - - WCF
Video surveillance at water facilities 00847-000 140,000 - - - - WCF
Water Feed Main Stage 2 Debt Pmt - 2009 - 2012 - 111,111 111,111 111,111 111,111 DCC, WCF
Water Network Backflow Prevention * 01594-000 60,000 -- - - RCPW
Water Network Modelling - 2004 - 2006 * 03075-000 36,000 - - - - RCPW
Water Network Modelling - 2010 - - 9,000 - - WCF
Water Pump Station Sync (Q3,Q4,Q5,Q6) - - 160,000 - -WCF
Water Services Replacement Program - - - - 46,000 WCF
Whonnock Water System Study - 40,000 - - - WCF
Water TotalWater TotalWater TotalWater Total 2,880,804 1,338,008 3,608,705 3,324,480 3,710,374
2008-2012 Capital Program 53,317,489 27,347,151 45,815,799 34,861,913 26,688,607
* Previously Approved Capital (work-in-progress) 51,935,602 623,238 1,024,333 237,166 0
Capital Budgets 105,253,091 27,970,389 46,840,132 35,099,079 26,688,607
Less: Spent to Dec 31, 2007
Capital Expenditures per May Bylaw 6569-2008 105,253 ,091 27,970,389 46,840,132 35,099,079 26,688,607
Funds GlossaryFunds GlossaryFunds GlossaryFunds Glossary
CEM Cemetery Resersve
CFO Contribution from Others
CIR Critical Infrastructure Reserve
CORE Core Development
CWR Capital Works Reserve
DBT Debt
DCC Development Cost Charges Fund
ERR Equipment Replacement Reserve
ERR-FD Equipment Replacement - Fire Dept
ERR-IS Equipment Replacement - IS
ERR-PW Equipment Replacement - Public Works
FDR Fire Dept Capital Acquisition
GCF General Capital Fund
GRA Grants
GRF General Revenue Fund
ISR Infrastructure Sustainability Reserve
PAR Parkland Acquisition Reserve
PSR Protective Services Reserve
RCP Committed Projects
RCPS SRF Committed Projects
RCPW WRF Committed Projects
REC Recycling Reserve
SCF Sewer Capital Fund
SOIL Gravel Extraction Reserve
SRF Sewer Revenue Fund
SSR Sanitary Sewer Reserve Fund
TL Translink (GVTA)
WCF Water Capital Fund
WRF Water Revenue Fund
YCR Youth Centre Reserve