HomeMy WebLinkAboutFinancial Plan 2009-2013
Five-Year
Financial Plan
2009 – 2013
Maple Ridge
Mayor and Council
Mayor Ernie Daykin
Councillor Cheryl Ashlie
Councillor Al Hogarth
Councillor Craig Speirs
Councillor Linda King
Councillor Michael Morden
Councillor Judy Dueck
District of Maple Ridge
Five-Year
Financial Plan
2009 – 2013
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 1
Executive Summary
Financial Plan Reader’s Guide
Message from the Mayor
Message from the Chief Administrative Officer
Message from the Corporate Financial Officer
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 2
TABLE OF CONTENTS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 3
Executive Summary
Financial Plan Reader’s Guide.....................................................................................................................................5
Message from the Mayor.............................................................................................................................................6
Message from the Chief Administrative Officer..........................................................................................................7
Message from the Corporate Financial Officer...........................................................................................................8
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics.........................................................................................................................................13
Government Overview...............................................................................................................................................16
Organization Chart.....................................................................................................................................................17
Maple Ridge Officials.................................................................................................................................................18
Financial Policies and Fund Structures
Financial Policies.......................................................................................................................................................21
Fund Structure...........................................................................................................................................................22
Financial Planning Process
Business Planning Process.......................................................................................................................................25
Alignment of Corporate Strategic Initiatives ............................................................................................................26
Business Planning Guidelines ..................................................................................................................................27
Financial Planning Process Schedule ......................................................................................................................28
Financial Plan Overview
Financial Plan Highlights...........................................................................................................................................31
Financial Plan Overview............................................................................................................................................32
2008 Financial Outlook .....................................................................................................................................33
Where the Money Comes From / Where It Is Allocated...................................................................................34
Water, Sewer and Recycling Rates....................................................................................................................46
Borrowing............................................................................................................................................................47
Further Items......................................................................................................................................................51
Impact to The “Average Home”.........................................................................................................................52
Property Taxation Policy.....................................................................................................................................54
Reserves.............................................................................................................................................................55
Town Centre Commercial Operation .................................................................................................................59
Conclusions ........................................................................................................................................................60
Supplemental Funding for Extraordinary Items.......................................................................................................61
Revenues and Expenditures.....................................................................................................................................62
Financial Plan Summary – Revenues & Expenditures............................................................................................64
Five-Year Operating Plan Overview
Key Account Balances...............................................................................................................................................66
2009 Base Budget Increases...................................................................................................................................70
Summary of Staffing History and Forecast ..............................................................................................................71
Office of the Chief Administrative Officer.................................................................................................................73
Administration incl. Communications and Sustainability & Corporate Planning............................................74
Economic Development.....................................................................................................................................78
Human Resources..............................................................................................................................................80
Community Development, Parks & Recreation Services ........................................................................................83
Administration ....................................................................................................................................................84
Community Services...........................................................................................................................................86
Parks & Facilities................................................................................................................................................89
Recreation ..........................................................................................................................................................93
Emergency Services.........................................................................................................................................100
Corporate & Financial Services ..............................................................................................................................102
Administration ..................................................................................................................................................103
Clerk’s...............................................................................................................................................................105
Finance .............................................................................................................................................................108
Information Services........................................................................................................................................112
Fire Department...............................................................................................................................................116
Police Services..................................................................................................................................................119
TABLE OF CONTENTS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 4
Public Works & Development Services......................................................................................................................... 123
Administration.................................................................................................................................................. 124
Engineering ...................................................................................................................................................... 126
Licences, Permits and Bylaws......................................................................................................................... 129
Planning............................................................................................................................................................ 133
Operations Centre............................................................................................................................................ 136
Ridge Meadows Recycling Society.................................................................................................................. 142
Five-Year Capital Plan Overview
Capital Process........................................................................................................................................................ 145
Capital Works Program........................................................................................................................................... 146
Capital Works Business Plan.................................................................................................................................. 147
Appendices
Appendix A: Mission and Value Statements......................................................................................................... 151
Appendix B: Vision 2025 Strategic Plan............................................................................................................... 151
Appendix C: Performance Measures..................................................................................................................... 154
Appendix D: Financial Sustainability Plan – Policy 5.52...................................................................................... 177
Appendix E: Infrastructure Funding Strategy........................................................................................................ 181
Appendix F: Capital Works Program Project Listing............................................................................................. 198
Appendix G: 2009-2013 Financial Plan Bylaw 6633-2008, Adopted January 13, 2009 ................................. 204
Glossary of Terms ................................................................................................................................................... 214
FINANCIAL PLAN READER’S GUIDE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 5
The Reader’s Guide is intended to provide a basic un-
derstanding of the 2009 – 2013 Five-Year Financial
Plan and includes a description of the content of each
of the major sections of this document.
This document has been divided into eight sections and
an explanation of each section follows:
Executive Summary
This section provides welcome messages from the
Mayor and the Chief Administrative Officer. Both mes-
sages provide a recap of the past year giving some of
the key highlights and accomplishments for the entire
organization as well as major items to watch for in the
upcoming year. The message from our Chief Financial
Officer is also included in this section and provides the
financial context for our Financial Plan. This message
also outlines some of the key assumptions in the Plan.
Maple Ridge – Deep Roots Greater Heights
This section provides a brief history of Maple Ridge, its
location and size, population, as well as other pertinent
information on the community. There is also informa-
tion on the local economy including top taxpayers.
Financial Policies and Fund Structure
This section provides policy and regulatory require-
ments for the development of both our operating and
capital budgets.
Financial Planning Process
This section provides an overview of the business plan-
ning process including the schedule.
Financial Plan Overview
This section provides an overview of financial plan high-
lights, growth funding allocations as well as funding and
borrowing.
Five-Year Operating Plan Overview
This section provides detailed financial plan information
for each department as well as staffing history and fi-
nancial impact to the average home. The District con-
sists of four divisions:
Office of the Chief Administrative Officer (CAO)
Community Development, Parks & Recreation
Services (CDPR)
Corporate & Financial Services (CFS)
Public Works & Development Services (PWDS)
Each division section begins with a listing of select
2008 accomplishments and discusses the business
context relevant to the 2009 - 2013 planning period.
An organization chart illustrates the layout of the divi-
sion.
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 expla-
nation of services provided by the department,
followed by a few workplan highlights.
An organization chart illustrates the reporting
structure of the department and is comple-
mented by a history and projection of staff posi-
tions.
The operating budget follows and includes com-
parisons to previous budgets and actual expendi-
tures and revenues. Notes regarding differences
between the 2009 budget and either the previ-
ous budget or previous year actual charges are
included where appropriate.
This is followed by comments where appropriate
to help guide the reader through the financial
plan.
Five-Year Capital Plan Overview
This section provides information on the capital pro-
jects. The capital budget is included as Appendix F in
this document.
MESSAGE FROM THE MAYOR
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 6
On behalf of Council, I am pleased to
present our 2009 - 2013 Five-Year Fi-
nancial Plan for the District of Maple
Ridge.
Some will point out that we are in uncer-
tain times, primarily due to poor world
economic conditions that most of us feel
are out of reach and out of our control.
On the bright side, Canada seems to be
weathering the storm fairly well as of the
date I record my comments. Similarly,
Maple Ridge continues to do well as evi-
denced through its continued growth and
enquiries from outside our community regarding in-
vestment opportunities. We cannot lose sight however,
of the fact that some of our neighbours and fellow Ca-
nadians have fallen upon hard times. The District of
Maple Ridge is fortunate that it is in a strong financial
position due to strong financial and strategic manage-
ment. The District has positioned itself favourably for
exciting future opportunities, but we are aware that
circumstances can and do change quickly and so we
remain vigilant.
In December 2008 Maple Ridge held its municipal elec-
tion which saw some changes in Council make-up and a
strong commitment to continue the community’s course
of concentrating efforts on economic, social, and envi-
ronmental health. Our community has so many great
attributes especially our natural outdoor assets. We
have continued to support and grow the many special
events that take place year round in Maple Ridge which
has made us stand out and be recognized as a com-
munity of festivals and fairs. We are a giving and grow-
ing community – one that is blessed with high citizen
involvement that is especially noticeable in the area of
volunteerism.
Our citizens have asked their Council to
address many important priorities includ-
ing improved transportation and transit,
sustainability and protection of green
space, shopping opportunities, increased
industrial tax base and local job creation,
and public safety. We will be working hard
on these priorities and will be introducing
new and exciting programs as we get fur-
ther into our new mandate. This Council
will realize our priorities by building strong
relationships with our neighbours and
partners. Our citizens will continue to see
benefits from previously executed work
plans as we rollout results into 2009 such as:
our new Town Centre Spirit Square on 224
Street adjacent to Memorial Peace Park.
a newly renovated, energy-friendly Fire Hall #1.
an updated Parks, Recreation & Culture Master
Plan.
the Golden Ears Bridge.
advocating for enhanced transit services.
I am pleased to work with an experienced and dedi-
cated Council and District staff group. As a team and in
partnership with the community we will achieve a great
deal and make giant strides to becoming the model
place we aspire to be. I welcome your comments and
encourage your participation.
Maple Ridge is a great place to call home.
ERNIE DAYKIN
Mayor
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 7
I am pleased to present our 2009 – 2013
Financial Plan on behalf of all employees at
the District of Maple Ridge.
Maple Ridge is a wonderful community to
live in. We are surrounded by an abundance
of outdoor wilderness including forests,
lakes, and waterways. There are many rec-
reational opportunities for the outdoors en-
thusiast along with numerous community-
based recreation facilities available to our
citizens including the Arts Centre Theatre,
Leisure Centre, ice arena, parks, and sport
courts and fields. We have year-round festi-
vals and fairs organized and led by an army
of volunteers. We have a desirable quality of life and
strong sense of community that is the envy of many. To
help us maintain and build on this desirable position,
the District of Maple Ridge pursues a comprehensive
business planning process.
Highlights of the many accomplishments in 2008 were:
Maple Ridge has the best of two worlds. It is a ru-
ral paradise interwoven with urban sophistication.
It is a growing community acutely aware of the fine
balancing that is needed to protect the interests of
an increasingly diverse population. We continue
our planning and the launching of policies and pro-
grams designed to revitalize and reinvigorate our
downtown area:
- Spirit Square – an exciting upgrade to Memo-
rial Peace Park and 224 Street was approved
after receiving significant funding from the
Province.
- In our ongoing efforts to address transit im-
provements and in collaboration with
TransLink, we opened our new Transit Ex-
change at Edge Street and McIntosh Avenue.
- After several years of background work, we
have completed our Town Centre Area Plan in-
cluding new Development Permit Guidelines.
- A downtown Parking Strategy Review has been
completed that has incorporated into it Smart
Growth Principles; amendments were made to
our parking bylaw.
On the economic front, a strategic plan for eco-
nomic development is being implemented. The
four key sectors are:
- Advanced manufacturing
- High tech
- Tourism
- Education institutions
Maple Ridge has quickly gained a strong reputation
for liveability and quality of life including environ-
mental strategies that have been formulated to
help the community as it continues to grow:
- Aspects of “Green Infrastructure”
have been incorporated into the
Maple Ridge Official Community
Plan and all Development Permit
Area Guidelines. More recently, a
broader range of “Green Infra-
structure” components was inte-
grated into the Town Centre Area
Plan and the accompanying Devel-
opment Permit Area Guidelines in
support of the community vision
for Smart Growth development.
- Work is well underway on Environ-
mentally Sensitive Area Mapping
which can be a valuable reference
tool to better identify where our environmentally
sensitive areas are.
Our online newsletter has gained strong momen-
tum this past year as more than 1,000 people and
growing now subscribe to this popular communica-
tions piece.
Major items to watch for in 2009:
There will be several projects completed in 2009,
the most significant being the opening of the
Golden Ears and Pitt River Bridges. A vision for a
bridge crossing over the Fraser River has long been
held by citizens, businesses, and community lead-
ers and so this has been long coming. This new
link presents many positive opportunities for Maple
Ridge.
With the opening of the Golden Ears Bridge, one
example opportunity offered to our community is
the opening of new industrial lands at the north
end of 256 Street.
A new program called Our Town…Our Spirit ad-
dressing Town Centre Improvements will be
launched
Again, the District will be front and centre as sev-
eral high profile special events take place in Maple
Ridge including the BC Disability Games and
Mainstage 2009.
Thank you to Council, our employees and the many vol-
unteers who make this community such a wonderful
place to live, work, and play.
J. L. (JIM) RULE
Chief Administrative Officer
MESSAGE FROM THE CORPORATE FINANCIAL OFFICER
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 8
I am pleased to present the 2009-2013
Financial Plan which is a product of our
Business Planning process. Before dis-
cussing this process and before introduc-
ing the financial plan, I will begin with an
overview of our economic environment.
Economy going into 2009
It is difficult to talk about the economy in
2008 without first looking at the global
picture. The world experienced a dra-
matic, synchronized economic slowdown
in 2008; stock markets plunged and the
phrase “toxic assets” became a familiar
one. Financial institutions once considered backbones
of the US economy disappeared and, most recently, the
viability of the domestic auto industry has come into
question.
Canada has not escaped the economic turbulence, but it
has fared better than many other countries. Our bank-
ing industry is now the envy of the world and economists
feel that Canada is better positioned to emerge from the
current recession than other industrial countries.
British Columbia’s experience was similar to the rest of
the country. Growth in real gross domestic product was
marginal at 0.6% with contraction forecast for 2009.
Unemployment rates increased to 5.3% by the end of
the year and have continued to climb into the first quar-
ter of 2009. Current predictions are that the recession
will likely deepen in 2009 with a return to modest
growth occurring in 2010.
Locally, we are seeing the impact of the recession with a
local manufacturer downsizing due to reduced demand.
Meanwhile, construction on both the Golden Ears and
the Pitt River bridges continues on schedule, but it re-
mains to be seen what impact their openings in 2009
will have on the local economy. It is hoped the favour-
able effect on traffic flows will help to make the area
more attractive to businesses.
In 2008, overall development related revenues re-
mained strong, though development activity slowed con-
siderably in the last quarter of the year; 3,800 building
permits were issued with an estimated construction
value of $136 Million. While the number of building
permits issued in 2008 was only slightly less than 2007,
this is due to the strength of development activity in the
first nine months of the year. The slowdown experi-
enced in the last quarter of 2008 is expected to con-
tinue through 2009.
Weathering these economic times
Well developed business planning processes and sound
financial practices will serve the District well through
both the boom and the bust cycles of the economy.
Some examples of these practices include:
Budgeting for development revenues at reasonable lev-
els and resisting the temptation to increase the budget
based on the revenues experience over
the last few years, as it would be unwise
to think that the recent rate of develop-
ment is sustainable in the long run.
Committing a portion of building permit
revenue collected in excess of budget
aside in good years in a reserve to be
drawn on in times of lower building
revenue, reducing the impact of soften-
ing revenues.
Reviewing all new vacancies to ensure a
business case still exists to justify filling
the position immediately.
Setting aside funds to take advantage
of opportunities - It is often practice of senior levels of
government to invest or fund additional infrastructure
projects in times of economic slowdowns to prime the
economy. The District has set aside funding to lever-
age senior government grants when they become
available as most programs require that we match the
grant funding with our own contribution.
The Business and Financial Planning Process
Maple Ridge has developed comprehensive Business
Planning Guidelines for use in the financial planning
process. These guidelines, which are discussed in more
detail starting on page 25, are updated annually and
assist Council with the difficult task of resource alloca-
tion.
Departmental business plans communicate alignment
with the corporate strategic plan and identify:
goals and objectives
essential core business and service levels
resource distribution (financial and human)
performance measures
capital program and associated operating, mainte-
nance and replacement costs
potential new revenue sources
incremental spending programs
The financial planning process is also guided by a Finan-
cial Sustainability Plan; a group of 13 policies designed
to position the District to meet financial obligations while
ensuring that residents can look forward to equitable
and affordable taxation.
Business and Financial Plan review sessions are open to
the public and provide opportunities for individuals to
ask questions of Council on decisions or to make sub-
missions on all programs.
Under the British Columbia Community Charter the Dis-
trict is required to adopt a Five Year Financial Plan. This
long-term approach to financial planning allows Council
and the community to consider the impact that current
decisions will have on future financial flexibility. Council
adopts a financial plan for the subsequent five years
each December based on the best information available
at the time. The plan is updated each May, prior to set-
ting the tax rates, to reflect any changes that have oc-
curred since the last plan was adopted.
MESSAGE FROM THE CORPORATE FINANCIAL OFFICER
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 9
KEY ASSUMPTIONS
Allowable Inflationary Increases
For 2009, costs have been updated based on current
information so we have not provided an inflationary con-
tingency. Beyond 2009, where cost increases are
known, they have been provided for. These items in-
clude the cost of labour identified in union contracts and
multiyear service agreements. As well, a small central-
ized contingency exists for inflation.
Fire Department Master Plan
The District is in the process of systematically increasing
the funding to implement the Fire Department Master
Plan and the financial plan assumes that this will con-
tinue. The Master Plan essentially calls for our Fire De-
partment to gradually evolve from a strictly volunteer fire
responder model to a composite model with full time
and paid-on-call responders.
Tax Growth
We are assuming that property tax revenue from new
construction will increase by 2.35% in each year of the
financial plan. In the past several years, our actual ex-
perience has been closer to 2.6%, but with the projected
slow down in the economy we believe that a more con-
servative projection is appropriate. We will closely moni-
tor building activity to ensure that 2.35% growth for
2010 and 2011 is still reasonable.
Development Revenues
Development activity has been extremely brisk for the
last few years. For the last two years building permit
revenue has exceeded budget by about 40%. The 2009-
2013 budget has been kept at $1.7 Million annually as
development activity is not expected to reach the highs
experienced in recent years.
Investment Earnings
The interest earned on investments has exceeded budg-
et largely due to favourable interest rates and a sizable
investment portfolio. The size of the portfolio is largely
due to capital projects that are planned but the funds
are not yet spent. The budgeted revenue is based upon
an assumption that the planned capital work will pro-
ceed in the year that it is planned. The Bank of Canada
has set the bank rate to historically low levels to help
stimulate the economy, which will reduce the amount of
interest earned on the District’s short term investments.
Despite this, the 2009 revenue target has been kept at
the 2008 budget level because the size of the portfolio
is expected to offset the impact of a lower interest rate.
Investment Revenue and Interest Rate Risk
The District has a large holding of very secure invest-
ments. Interest earned on, and the market value of
these investments will fluctuate with changes to interest
rates. Current rates are at historic lows and as a result,
new funds invested will not earn rates that we’ve seen in
the recent years. Fortunately, the majority of the funds
invested are earmarked to fund capital expenditures
and the cost of capital is typically lower when there is
slack in the job market.
Development Cost Charges (DCC)
Development Cost Charges are charges on new devel-
opment to assist with paying for infrastructure required
to support a growing community. DCCs are a significant
funding source in the overall capital program. With de-
velopment slowing, DCC collections are also slowing.
The timing of projects that are funded from DCCs may
need to be revisited if development continues to slow.
Level of Tax Increase
Council has directed that the tax increases in each of
the five years of the plan are to include 3% for general
purpose and 1% for infrastructure sustainability. In ad-
dition, the Fire Service Improvement Levy continues to
phase in incrementally to fund the implementation of
the Fire Department Master Plan.
Labour Costs
Two multi-year union contracts provide some certainty
as to the cost of labour. Labour is a large portion of the
operating budget and the costs identified in these con-
tracts have been provided for.
Budget Bylaw Amendment
As outlined in the Community Charter, the Five-Year Fi-
nancial Plan is to be adopted by May 15 of the first year
of the Plan. At any time subsequent to the original
adoption, an amended financial plan can be adopted by
Council for that year.
Tax Rates
Specific tax rates must be approved by May 15 of each
year. The tax rates bylaw will be presented for adoption
to Council in the spring of 2009 once final information is
received from the BC Assessment Authority.
This year we are continuing to focus on long term sus-
tainability. One percent of the tax increase is dedicated
to fund the replacement of existing infrastructure. Addi-
tional funds have been committed to fund infrastructure
cost associated with our facilities. Funds have been
committed to succession planning to ensure that the
workforce is positioned well to address the demograph-
ics of the workforce.
In closing, although there are economic challenges both
globally and locally, sound business and financial plan-
ning practices and policies stand the District on solid
ground to weather the difficult times, and we will con-
tinue to monitor and adjust this financial plan to ensure
we are in a position to serve the community well both
now and into the future.
Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
Corporate Financial Officer
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 10
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 11
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Organization Chart
Maple Ridge Officials
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 12
Maple Ridge is part of the Metro Vancouver Region and is bordered by the majestic Golden Ears
Mountains to the north and the mighty Fraser River to the south. Arts and recreation facilities
abound, creating a culturally vibrant and active District for healthy living. A network of health,
social and emergency services are locally available, including a full service hospital, police, fire,
and ambulance services.
Driving Distances from Maple Ridge
Vancouver, BC 45 km
Victoria, BC 120 km
Seattle, WA 240 km
Portland, OR 483 km
Calgary, AB 924 km
Edmonton, AB 1,101 km
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 13
Maple Ridge – A History of Settlement
Being one of the first municipalities to incorporate in
British Columbia, Maple Ridge has built a rich history.
Back on September 12, 1874 when a group of early
settlers met on John McIver’s farm, there were less
than 50 families with 33,000 acres of future potential.
The location and beautiful surroundings of Mr. McIver’s
farm inspired him to name his farm “Maple Ridge”. It
was not long before the McIver property with its ridge of
beautiful maple trees that stretched for two miles along
the Fraser River, became the name for Maple Ridge,
the community. Where McIver’s farm was once situ-
ated has become a golf course. A plaque on the golf
course commemorates the first meeting in which the
decision was made to incorporate the District of Maple
Ridge. This is where early settlers began to dream of a
future where families could prosper and raise their chil-
dren in a healthy environment.
Early on and over time, the character of Maple Ridge
would begin to form and bring with it all of the opportu-
nities that those who first settled the area hoped would
come. Neighbourhoods like Hammond, Whonnock,
Webster’s Corners, Ruskin, Albion and Yennadon
sprung up and provided the homes where families
could flourish. Each had their own post office, commu-
nity centre, churches, stores and schools.
Maple Ridge grew alongside the province’s earliest
transit route – the Fraser River. When the Canadian
Pacific Railway was completed in 1895, the community
gained further benefits as the railway ran along Maple
Ridge’s southern border adjacent to the Fraser River
and brought with it the advantages of the latest inven-
tion in transportation. Maple Ridge was not connected
to New Westminster until 1913 with the construction of
River Road and the Pitt River Bridge and was the only
rural municipality in British Columbia through which the
Canadian Pacific Railway passed.
Since 1874 Maple Ridge has grown and prospered. It
continues to be a magnet for many and for so many
reasons. What was once a community primarily de-
pendent upon agriculture, fishing, forestry, and mining,
Maple Ridge has expanded and diversified its economic
base to include advanced manufacturing, high tech,
television and film production and education services.
It has first class recreation and park facilities and easy
access to some of the most spectacular outdoor wil-
derness settings anywhere. It is a community of festi-
vals and fairs that has created a year round playground
for people of all ages.
Today Maple Ridge, with a population of about 75,000,
is the envy of many communities - it has so much to
offer. It provides the amenities and urban sophistica-
tion that some desire while retaining the rural character
that others want.
Maple Ridge – Investing for our Future
Maple Ridge is a vibrant community in the Metro Van-
couver region with a unique heritage and natural
beauty, located in the hub of one of the fastest growing
regions in all of Canada. With some of the most spec-
tacular river and mountain views anywhere and over
800 kilometres of walking, biking, and riding trails
there's something here for everyone. In the downtown
area one can enjoy free wireless internet; countless
festivals and activities in Spirit Square; and on Satur-
days 'shop local' at the Farmer's Market.
With the completion of two major bridge projects in
2009 the District expects to see an additional 400
businesses locate in Maple Ridge. The Golden Ears
Bridge will provide improved southbound access to
trucking routes, the Trans Canada Highway, Abbotsford
International Airport and the US border; and the Pitt
River Bridge will improve access westbound to the Port
of Vancouver and Vancouver International Airport.
Maple Ridge is working hard to be among the most sus-
tainable communities in the world through our focus on
economic, social, and environmental sustainability. Our
motto ‘Plan for Tomorrow. Live for Today.’ helps remind
us all that while we're enjoying the best that today has
to offer, we're also building for generations to come.
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 14
The District of Maple Ridge is the fifth oldest and elev-
enth largest (by land size) of the 157 municipalities in
British Columbia. Within the 26,710 hectares there are
26,362 properties and 57 parks including municipal,
regional, and provincial.
Maple Ridge is part of the Metro Vancouver Region and
is bordered by the majestic Golden Ears Mountains to
the north and the mighty Fraser River to the south. Arts
and recreation abound, creating a culturally vibrant and
active city for healthy living. A network of health, social
and emergency services are locally available including a
full service hospital, police, fire, and ambulance ser-
vices.
Population
Maple Ridge’s current population is 75,783 which
represents an annual growth rate of 3.7% over the last
five years. The median age of the population is 38.8
years with 79.7% of the population aged 15 and over.
Population
Under – 19 19,220 27.7%
20 – 34 11,080 16.0%
35 – 54 23,645 34.3%
55 – 74 11,315 16.4%
75 – Older 3,690 5.4%
Source: BC Stats, April 2008
Household Income
In Maple Ridge the median income in all private house-
holds was $64,017 which represents an increase of
2.6% over the 2001 Census.
Less than $39,999 33.6%
$40,000 – $59,999 20.7%
$60,000 – $79,999 18.2%
$80,000 and Over 27.5%
Source: Statistics Canada, 2006 and 2001
Immigration and Languages
In 2006, 17% of Maple Ridge’s population were immi-
grants. The languages spoken most often at home in
Maple Ridge were:
English 93%
French 5%
Other 2%
Source: Statistics Canada, 2006
Transportation
Two new bridges will open in Maple Ridge in 2009 pro-
viding quicker travel time for residents. The Golden
Ears Bridge will link Langley and Surrey on the south
side of the river with the north side communities of Ma-
ple Ridge and Pitt Meadows. The Pitt River Bridge will
have three lanes of westbound traffic and four lanes of
eastbound traffic on opening day and provide up to 16
meters of marine clearance. It will also provide facili-
ties for cyclists and pedestrians.
Highways
Located on Highway 7 (Lougheed Highway), 15 minutes
north of the Trans Canada Highway.
Airports
Vancouver International – 55 minutes driving time
Abbotsford International – 30 minutes driving time
Pitt Meadows Regional – 10 minutes driving time
Source: District of Maple Ridge Economic Development Department
Education and Schools
In 2006, 31% of Maple Ridge residents over 15 years
of age have received a High School certificate or
equivalent, 14% have obtained an Apprenticeship or
Trades certificate or diploma, 19% have attained a
College, CEGEP or other non-university certificate or
diploma, and another 15% have attained a University
certificate, diploma, or degree.
Maple Ridge:
School District 42 (23 Schools from K-12)
Private Schools (3)
Justice Institute of BC
Closest Four Year Institutions:
Kwantlen Polytechnic University
Simon Fraser University
Trinity Western University
University of British Columbia
University of the Fraser Valley
Closest Community and Technical Colleges:
British Columbia Institute of Technology
Source: Statistics Canada, 2006
Source: District of Maple Ridge Economic Development Department
Employment
It is estimated that over 65% of Maple Ridge’s labour
force currently commutes outside of the community. In
2008, only 4.3% of the total labour force of 40,483
people was unemployed. People not in the labour force
include students, homemakers, retired workers, sea-
sonal workers in an ‘off’ season who were not looking
for work, and persons who could not work because of a
long-term illness or disability.
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 15
Leading Employers (150 + employees):
School District 42 Education
Ridge Meadows Hospital Health Care
District of Maple Ridge Government
Save-On Foods west Maple Ridge Grocery
E-One Moli Energy (Canada) Ltd. Batteries
Interfor Ltd. Hammond Cedar Div. Wood Products
Canada Safeway Grocery
Save-On Foods east Maple Ridge Grocery
Fraser Regional Corrections Prison
Arcus Community Resources Health Care
Fraser Cedar Products Wood Products
Source: BC Stats, April 2008
Source: District of Maple Ridge Economic Development Department
Health Care
Ridge Meadows Hospital is part of Fraser Health which
services 1.5 million people from White Rock to Burnaby,
with 12 acute-care hospitals (including three referral
centres) and more than 7,000 residential complex care
beds. There are currently 44 Physicians and 26 Den-
tists in Maple Ridge.
Source: www.accesshealthabbotsford.ca
Housing Types
The three month average benchmark price from the
MLS Housing Price Index for single-family residences in
Maple Ridge is $408,136 detached homes, $299,692
attached/townhouses, and $232,644 apartments.
Composition of Residences
Singe-Family 17,140
Apartment (under 5-storeys) 3,400
Row Houses 2,916
Apartment Detached Duplex 2,649
Apartment (over 5-storeys) 737
Semi-Detached 592
Movable Dwellings 240
Other Single Attached 26
Total Number of Housing Units 27,700
Source: District of Maple Ridge Economic Development Department
Top Taxpayers
B.C. Hydro & Power Authority Distribution Lines
International Forest Products Ltd. Lumber Mills
Sun Life Assurance Com. of Canada Westgate Shop Ctr
Bucci Investment Corporation Inc Valley Fair Mall
Amarsham Holdings Ltd. Haney Place Mall
B.C. Gas Utility Ltd. Gas Lines
M R Landmark 2000 Centre Ltd Landmark Shop Ctr
E-One Moli Energy (Canada) Limited 20000 Stewart Cr
Canadian Pacific Railway Co. Railway Tracks
22475 Dewdney Trunk Road Inc. Maple Ridge Square
Source: District of Maple Ridge Finance Department
GOVERNMENT OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 16
Council
Since 1874, when the District of Maple Ridge was first
incorporated, the responsibility for local government
has vested in a Mayor and Council. Maple Ridge Coun-
cil is comprised of a Mayor and six Councillors who are
elected and hold office for a term of three years.
The primary functions of Council are to establish admin-
istrative policy, to adopt bylaws governing matters dele-
gated to local government through the Community
Charter, Local Government Act, and other Provincial
statutes for the protection of the public, and to levy
taxes for these purposes. Council is also empowered to
manage, acquire, and dispose of District assets. The
day-to-day operation of the District is delegated by
Council to the Chief Administrative Officer and District
Staff.
Committee of the Whole
Maple Ridge’s Committee of the Whole consists of all
members of Council. Committee of the Whole is the
initial venue for review and debate of issues. No voting
takes place on bylaws or resolutions. A decision is
made to send an item to Council for debate and vote or
to send an item back to staff for more information or
clarification. This structure allows all members of
Council the opportunity to review reports, receive dele-
gations and presentations, request additional informa-
tion, and provide direction prior to Council meetings.
Standing Committees
Standing Committees are established by the Mayor for
matters considered best dealt with by committee. At
least half the members of a standing committee must
be Council members. The Standing Committees are:
Audit and Finance Committee
Committee of the Whole
Select Committees
Select Committees are established by the Mayor to
consider or inquire into any matter and to report its
findings and opinion to Council. Generally, at least one
member of a select committee must be a Council
member.
Advisory Committee on Accessibility Issues
Advisory Design Panel
Agricultural Advisory Committee
Bicycle Advisory Committee
Community Heritage Commission
Court of Revision (Frontage Tax)
Development Agreements Committee
Economic Advisory Commission
Parks & Leisure Services Commission
Social Planning Advisory Committee
ORGANIZATION CHART
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 17
MAPLE RIDGE OFFICIALS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 18
2008 – 2011 Council
Mayor Ernie Daykin
Councillor Cheryl Ashlie Councillor Linda King
Councillor Judy Dueck Councillor Michael Morden
Councillor Al Hogarth Councillor Craig Speirs
2008 Appointed Officials
(Department Heads)
Chief Administrative Officer........................................................................................Jim Rule, MA, B.ES (Hon.), P.Mgr., MCIP
General Manager: Community Development, Parks & Recreation Services..........................................Michael Murray, BRE
General Manager: Corporate & Financial Services...........................................................................Paul Gill, BBA, CGA, FRM
General Manager: Public Works & Development Services ..............................................................Frank Quinn, P.Eng., MBA
Executive Director to the Chief Administrative Officer..............................................................John Leeburn, B.Comm., MBA
Chief Information Officer........................................................................................................................John Bastaja, BA, MRM
Director of Community Fire Safety Services/Fire Chief........................................................................................Dane Spence
Director of Community Services.............................................................................................................................Sue Wheeler
Director of Engineering Operations..............................................................................................Russ Carmichael, AScT, FRM
Director of Operations & Staff Development/Fire Chief.............................................................Peter Grootendorst, CFO, MA
Director of Licences, Permits and Bylaws............................................................................................. Brock McDonald, B.Sc.
Director of Parks & Facilities.................................................................................................................................... David Boag
Director of Planning .........................................................................................................................Jane Pickering, MCP, MCIP
Director of Recreation........................................................................................................................................Kelly Swift, BGS
Manager of Accounting............................................................................................................................ Catherine Nolan, CGA
Manager of Business Systems.......................................................................................................................Kathleen Gormley
Manager Corporate Communications.................................................................................................Gary Manson, BBA, MBA
Manager Economic Development....................................................................................................................Sandy Blue, ABC
Manager of Financial Planning......................................................................................................Trevor Thompson, BBA, CGA
Manager of Legislative Services................................................................................................................................. Ceri Marlo
Manager of Revenue & Collections.....................................................................................................................Silvia Rutledge
Manager of Sustainability and Corporate Planning ...................................................................................Laura Benson, CMA
Municipal Engineer ..........................................................................................................................Andrew Wood, PhD., PEng.
R.C.M.P. Officer in Charge .............................................................................................................Superintendent Dave Walsh
Municipal Auditors Municipal Bankers
BDO Dunwoody LLP TD Canada Trust
Municipal Solicitors
Lidstone, Young, Anderson - General
Harris & Company - Labour
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 19
Financial Policies and Fund Structures
Financial Policies
Fund Structure
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 20
FINANCIAL POLICIES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 21
Governing Policy and Regulatory Requirements
Part 6 Division 1 of the Community Charter and Part 24
Division 5 of the Local Government Act require munici-
palities and regional districts to prepare a financial plan
annually.
The financial plan must be adopted annually by bylaw
and it must cover a minimum of a five year period; year
one relates to the year in which it comes into force,
years two through five are the following four years. Each
year, the financial plan from the previous year remains
in place until the financial plan for the current year is
adopted.
Municipalities may adopt the financial plan bylaw at any
time before the date on which the annual property tax
bylaw is adopted (the annual property tax bylaw must
be adopted after the adoption of the financial plan but
before May 15). Regional districts must adopt their fi-
nancial plan bylaw by March 31.
The financial plan can be amended by bylaw at any
time [Community Charter s. 165(2) and Local Govern-
ment Act s. 815(2)].
Balanced Budget
In compliance with Section 165 of the Community Char-
ter, the District’s Financial Plan must be balanced. The
financial plan must not plan for a “deficit.” This means
for each year of the plan, the total of proposed expendi-
tures and transfers to other funds must not exceed
proposed funding sources plus transfers from other
funds [Community Charter s. 165(5) and Local Gov-
ernment Act s. 815(5)].
If actual expenditures and transfers to reserves exceed
actual revenues and transfers from other funds in any
one year, the resulting deficiency must be included as
an expenditure in the financial plan for the next year
[Community Charter s. 165(9) and Local Government
Act s. 815(11)].
Investment Policy
It is a fiduciary responsibility to protect public funds and
to prudently manage investments in order to achieve
the investment objectives of safety, liquidity and return.
Debt Management Policy
The District’s policy is to use debt with caution and
where there is a strong business case for tying up fu-
ture resources for today’s project. External debt will be
minimized by first looking to existing reserves as a
means to internally finance required capital expendi-
tures. Even if funding is likely to be internally financed,
the direction has been to still seek all the necessary
approvals including public assent to ensure that the
process is as transparent as possible.
The District adheres to the Debt Limit and Liability Ser-
vicing Limit requirements as outlined in Section 174 of
the Community Charter which sets a limit on borrowing
and other liabilities and provides authority for Cabinet
to limit either the aggregate liabilities of a municipality,
or the annual cost of servicing the aggregate liabilities
and for a method for determining that limit. BC Regula-
tion 254/2004 (Municipal Liabilities Regulation) limits
the annual cost of servicing certain defined liabilities.
Basis of Financial Planning
The District of Maple Ridge develops its Five-Year Fi-
nancial Plan in accordance with generally accepted
accounting principles (GAAP). The District uses the ac-
crual method of accounting for reporting revenues and
expenditures. Revenues are recorded in the period
they are earned and Expenditures are recorded in the
period they are obtained. The budget is prepared on a
similar basis with slightly more emphasis on cash flow
and matching the funding associated with the expendi-
tures. All financial and operational policies related to
accounting practices are adhered to in the develop-
ment of the Five-Year Financial Plan.
The budget is organized by fund or type of operation (i.e.
general fund, and utility funds), with each fund consid-
ered a separate budgeting and accounting entity. Budg-
ets are presented for each department or operational
area (i.e. Engineering, Parks and Open Spaces, Leisure
Centre, and Human Resources) and detailed to the ac-
count level (i.e. contract, equipment, and salaries).
Budget Monitoring
The District monitors its financial performance as it
relates to the budget through regular variance analysis.
Each department reviews their revenues and expendi-
tures with a representative from the Finance Depart-
ment comparing actual performance to what was
planned in the adopted budget. Regular reviews en-
sure that Council and the Corporate Management Team
are aware of significant variances and have as much
time as possible to consider making adjustments.
Long Range Financial Policies
Based on Council’s strategic direction to make Maple
Ridge among the most sustainable communities in the
world, the Financial Sustainability Plan was developed
and the policy adopted in 2004. This policy lays the
groundwork for the continuance of high quality services
and provides a legacy for future generations. It will po-
sition the Municipality to meet financial obligations and
take advantage of opportunities that arise; it will also
mean that residents can look forward to equitable and
affordable taxation.
The result of this work was a series of financial sustain-
ability policies that support and respect the direction of
the community. The policies are a significant step to-
ward achieving financial sustainability and ensuring
municipal services and infrastructure continue to be
provided for future generations. A full copy of the policy
can be found in Appendix D.
FUND STRUCTURE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 22
The financial planning policies include direction on ad-
dressing:
Growth in Tax Base
Service Demands Created by a Growing Community
Tax Increases
New Services and Major Enhancement to Existing
Services
Efficiencies, Demand Management & Service Level
Reductions
Alternative Revenues & External Funding
Infrastructure Maintenance & Replacement
Debt Management
Fees and Charges
Accumulated Surplus
Reserve Funds and Reserve Accounts
Capital Projects
Carry forward Project (items that are not completed
in the year they were funded)
FUND STRUCTURE
The resources and operations of the District for budget-
ing and accounting purposes are segregated into Oper-
ating and Capital Funds for General, Water and Sewer,
Reserve Funds, and the Municipality’s wholly owned
subsidiaries C.D.M.R. Developments Ltd. and Maple
Ridge Municipal Holdings Ltd.
General Fund
The General Fund is the primary fund for most munici-
pal services (It excludes sewer and water services
which are funded from specific utility funds). This Fund
has a number of revenue sources—the largest of which
is property taxation. This fund provides a number of
services to the community including:
Bylaw Enforcement: Provide enforcement of the
District’s bylaws, maintain business licences, proc-
ess permits and applications, carry out building in-
spections, and provide parking enforcement.
Capital Projects: Construct and rehabilitate roads,
traffic intersections, neighbourhood improvements,
parks, trails, recreational and leisure facilities,
drainage requirements and public safety projects
and invest in technology to better provide services.
Economic Development: Provide strategic informa-
tion and business planning assistance to current
business owners and those interested in starting a
business in Maple Ridge.
Fire Services: Provide alarm response, fire sup-
pression, rescue, hazardous material spills, and re-
sponse for medical aid.
Library and Arts & Cultural Services: Provide ser-
vices through the Library, Maple Ridge Museum,
the Arts Centre & Theatre, and others.
Police Services: Provide policing via the RCMP and
support via municipal staff in clerical and adminis-
trative duties such as crime analysis, fleet mainte-
nance, exhibits, guarding, customer service, re-
cords management, volunteer coordination, train-
ing and media, as well as court liaison services.
Parks, Facilities and Open Space: Provide and
maintain parks, open space, and trails as well as
manage municipal owned and leased buildings.
Planning: Provide development application man-
agement, policy review and development, and envi-
ronmental management.
Recreational Services: Provide programs and main-
tain recreational facilities.
Road Maintenance and Traffic Control: Provide as-
phalt repairs, sidewalk and line marking, road grad-
ing, snow and ice control, bridge maintenance,
street sweeping, traffic signs, and sight lines.
Sewer Utility Fund
The Sewer Utility pays for regional capital expenditures
through an allocation model that essentially spreads
rate increases out over time to utility ratepayers. The
Greater Vancouver Sewerage and Drainage District
(GVS&DD) provides sewerage transfer and treatment
on a regional basis and the disposal of solid waste. The
portions of the cost that are not regional are costs as-
sociated with the building and maintenance of local
sewer infrastructure.
Water Utility Fund
The District of Maple Ridge Water Utility covers costs
associated with water purchases, maintenance, and
both regional and local capital infrastructure. The
Greater Vancouver Water District (GVWD) is responsible
for acquiring water, maintaining the supply, ensuring its
quality, and delivering it to the member municipalities
for distribution by local systems.
Trust Funds
Trust Funds have been created to hold assets which are
administered as directed by agreement or statute for
certain beneficiaries.
Reserve Funds
The District has a series of reserve funds and reserve
accounts that are established for various purposes.
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.
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 23
Financial Planning Process
Business Planning Process
Alignment of Corporate Strategic Initiatives
Business Planning Guidelines
Financial Planning Process Schedule
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 24
BUSINESS PLANNING PROCESS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 25
Our Business Planning process is simply a structured
method of assisting Council with the difficult task of
resource allocation. This is an increasingly challenging
task in an era of decreased resources from senior gov-
ernments and the expectations of customers and citi-
zens in a growing community.
A Business Planning Steering Committee was estab-
lished 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 manage-
ment, union officials, and front-line employees.
Service areas develop multi-year operating plans which
directly support the Corporate Strategic Plan. This in-
cludes business evaluations with a 10% funding reduc-
tion scenario, forcing departments to look at new ways
to deliver services. The plans are presented in open
sessions and public participation is encouraged. Em-
ployees prepare individual performance plans linking
their workplans to the department’s objectives.
The cascading effect through all levels of the organiza-
tion provides the strategic alignment critical to achiev-
ing the community vision in the most effective and effi-
cient manner.
The business planning process in place today is the
result of a decade of in-house development, feedback,
refinement, augmentation, and improvement. The pro-
gram’s longevity is a testament to its continued ability
to provide value to citizens, customers, Council, and
staff.
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 26
BUSINESS PLANNING GUIDELINES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 27
In spring 2008, Council participated in an annual strategic planning exercise to evaluate the District’s progress to-
wards key strategic objectives, integrating feedback from citizens, customers and staff, and to establish 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 of 3% for 2009 -
2013.
2. Tax increase for infrastructure – 1% per year.
3. Review Class 4 (Major Industry) property tax rate to
ensure we are competitive with other lower
mainland municipalities.
4. Utility Charges to be reviewed annually with a view
towards using rate stabilization practices to smooth
out large fluctuations in rates.
5. Fire Service Improvement Levy to generate
$650,000 additional funding in 2009, plus levies
on new growth (2009 total levy expected to gener-
ate $3.3 million).
6. Budgets include operating and capital components
for a five-year period.
7. Public Consultation Plan developed and operation-
alized.
8. Increase revenue from existing sources by about
5%.
9. Identify potential new revenue sources (i.e. be
creative).
10. Evaluation of services to ensure alignment with
Council direction.
11. Identify and measure outputs/outcomes. Identify
key processes to undergo process improvement re-
views.
12. Council-raised issues are to be considered in de-
veloping workplans, respecting the criteria for es-
tablishing priorities and recognizing that capacity is
needed for opportunities or issues that might be
discovered throughout the year. The issues raised
by Council are as follows:
Sustainability
Capital Project Cost Escalation
Facilities life cycle maintenance/renewal
Infrastructure Renewal
Parks and Sports Fields
Succession Planning
13. 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 ex-
plain what the ramifications of such reductions
would be. In addition, it is a chance for us to look
at what we are doing to see if there are ways to im-
prove.
14. Incremental packages must include a business
case to support new programs/projects/ staff.
15. Organizational/structural change – is the current
organization adequate to deliver the service? Are
there better options?
16. Succession Planning – review organization charts
in relation to service delivery with a view to long-
term planning. What positions do you see as po-
tentially becoming vacant by retirement and what
organizational options may be available as a re-
sult?
17. Vacant position review and management – all posi-
tions that become vacant are subject to a detailed
review prior to being refilled.
18. Quarterly performance reports are to be presented
to Council at open Council meetings. Performance
measures will be published in the Annual Report.
19. Progress in relation to our strategic direction is to
be evaluated every six months.
20. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
21. Technology – review business applications and
technology tools to identify upgrade or obsoles-
cence issues. Ensure workplans, budgets, and In-
formation Services workplans/projects reflect the
resources necessary to support the changes if re-
quired.
22. Workplans will identify short-term, medium, and
longer-term action items that Council can consider,
as we work towards carbon neutrality.
FINANCIAL PLANNING PROCESS SCHEDULE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 28
Timing of the development of the Business Plans remains very important. The timeline for the creation and presen-
tation of the Business Plans for the current reporting period (2009 – 2013) is as follows:
February 2008 Complete staff debriefing sessions for previous year’s business plan
March 2008 Council workshop to review Corporate Strategic Plan and consider Business Planning
Guidelines for the ensuing planning period
Distribute “Business Planning Guidelines – 12th Edition.” (Corporate Strategic Plan
and Business Planning & Budget Guidelines for 2009 – 2013) and invite public feed-
back
June 2008 Training Sessions - Ongoing
Begin to develop Business Plans (operating and capital) and financial plan (budget)
July 2008 Finance to distribute copies of 5-year operating & capital budgets
August 2008 Submit Capital Works Program proposals to Trevor Thompson, Manager of Financial
Planning by Friday, August 1, 2008
Submit Information Technology proposals to John Bastaja, Chief Information Officer by
Friday, August 1, 2008
September 2008 Continue to develop Business Plans (operating and capital) and financial plan (budget)
Advertisements (newspaper and website) requesting public comments on financial
plans
Submit Financial Plan (Budget) to Finance representative by
Monday, September 22, 2008
October 2008 Submit draft Business Plan (one copy) to Business Planning Committee by
Wednesday, October 1, 2008
Submit final Business Plan (30 copies) to Business Planning Committee by
Wednesday, October 22, 2008
November 2008 Departmental Business Plan and Budget presentations to the Corporate Management
Team from Thursday, November 6, 2008 to Friday, November 7, 2008
CMT reviews Business Plans; makes preliminary recommendations; and, gives feed-
back to departments (second week of November)
Advertisements of Council financial plan consideration schedule, which includes time
set aside for public input
December 2008 Departmental Business Plan and Budget presentations to Council in a public forum
from Tuesday, December 9, 2008 to Wednesday, December 10, 2008
Council reviews Business & Financial Plans and makes appropriate amendments
Council adoption of Financial Plan Bylaw
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 29
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
Supplemental Funding for Extraordinary Items
Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 30
FINANCIAL PLAN HIGHLIGHTS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 31
Staff prepared departmental business plans in line with Council’s priorities, and a financial plan was developed to
allocate resources in a way that best supported the corporate direction. Highlights of the financial plan are listed
below:
Tax increase of 3% per year for general purposes in
2009 through 2013.
Tax increase of 1% per year for infrastructure sus-
tainability in 2009 through 2013.
Allocation of sustainability funds to various busi-
ness areas in the amounts of $866,000 for 2009,
$1.34 million for 2010, $1.85 million for 2011,
$2.39 million for 2012 and $2.96 million for 2013.
On the recommendation of the Finance and Audit
Committee, a reduction of the 2009 calculated Ma-
jor Industry tax rate of 5%, to ensure tax rates re-
main competitive.
Water Utility rate increase of 9% per year; Sewer
Utility rate increase of 5% per year.
Recycling rate increase of 4.5% in 2009, 3.5% in
2010 and 3% thereafter.
The continued implementation of the Fire Depart-
ment Master Plan and associated levy.
Extraordinary items to be funded from General
Revenue surplus including capital improvement to
the downtown totalling $835,000 in 2009,
$300,000 in 2011 and $300,000 in 2013 and op-
erating items approved in the 2007-2011 Financial
Plan totalling $110,000.
Growth Packages, new and previously approved, as
detailed in Figure 5 on page 38, in accordance with
Financial Sustainability Policy 5.52-2.0.
Growth in tax revenue from all property classes
combined is estimated at 2.35% per year. 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.
Capital Works Program totalling $28 million for
2009, $34 million for 2010, $33 million for 2011,
$23 million for 2012 and $16 million in 2013.
The borrowing of funds, if the Development Cost
Charge Reserves near depletion: $8 million for
2009, $2.8 million for 2010 and $5.3 million for
2011.
General Revenue Fund Incremental Costs:
Ongoing Incremental Costs:
Arts Centre $20,000
Bicycle Advisory Committee 5,000
One Time Incremental Costs:
Affordable Housing 75,000
Emergency Program – Supplies 10,000
Zoning Bylaw – Legal 50,000
BIA Façade Improvements Program 12,000
BIA Security (funded from Police Reserves) 20,000
Water Revenue Fund Incremental Costs:
Ongoing Incremental Costs:
Water Technologist 100,000
Cross Connection Control Program 100,000
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 32
On December 8, 2008 a Financial Plan Overview Report was presented to Council as part of the annual business
planning process. The purpose of the report was to provide Council with a high level financial overview based on
financial performance to date, departmental business plans, and recommended priorities for 2009 and beyond.
The final outcome will be a Financial Plan Bylaw for Council’s consideration. The main substance of this report is
included below and has been enhanced to include additional information. Specifically, details are provided on:
1. 2008 FINANCIAL OUTLOOK..................................................................................................................................33
2. WHERE THE MONEY COMES FROM / WHERE IT IS ALLOCATED.........................................................................34
2.1. NEW REVENUE .........................................................................34
2.2. TRANSFERS..............................................................................35
2.3. EXPENDITURES .........................................................................36
2.4. BUDGET ALLOCATIONS FOR GROWTH ...........................................38
2.5. SURPLUS AS A SOURCE OF FUNDS...............................................39
2.6. CAPITAL PROGRAM....................................................................40
2.7. FINANCIAL PLAN RECONCILIATION ...............................................43
2.8. INCREMENTAL ADJUSTMENTS .....................................................45
3. WATER, SEWER AND RECYCLING RATES.............................................................................................................46
4. BORROWING.........................................................................................................................................................47
4.1 PREVIOUSLY APPROVED BORROWING ..........................................47
5. FURTHER ITEMS ...................................................................................................................................................51
6. IMPACT TO THE “AVERAGE HOME” ......................................................................................................................52
7. PROPERTY TAXATION POLICY...............................................................................................................................54
8. RESERVES.............................................................................................................................................................55
8.1. CAPITAL WORKS RESERVE .........................................................56
8.2. INFRASTRUCTURE SUSTAINABILITY RESERVE .................................57
8.3. CRITICAL BUILDING INFRASTRUCTURE RESERVE ............................58
8.4. FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE .......................58
8.5. FIRE DEPARTMENT EQUIPMENT REPLACEMENT RESERVE ...............59
9. TOWN CENTRE COMMERCIAL OPERATION..........................................................................................................59
10. CONCLUSIONS......................................................................................................................................................60
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 33
2008 Financial Outlook
To set some context leading into Financial Plan discussions, it is useful to review financial performance in the Gen-
eral Revenue Fund. The following information is based on results to the end of October.
Revenues:
Positive:
$500,000 in revenue from a property sale previously deferred pending the settlement of environmental is-
sues has been recognized and in accordance with policy, will be transferred to capital reserves.
Building Permit revenues approximately $500,000
Subdivision Inspection Fees approximately $375,000
Proceeds from resale of ECRA units approximately $100,000.
MFA discharge $119,181 (transferred to Local Improvement Reserve)
Negative
Gravel revenues of at least $292,000 will be realized this year. This is less than budget expectations of
$456,500, but well above levels realized in prior years. A gravel agreement has been reached which en-
ables future years’ budgets to be met and possibly increased.
Development revenue associated with acquisition of joint school / park sites was not realized (associated
expenditures did not occur.)
Expenditures
RCMP contract will come in under budget, with 50% of the savings transferred to the Police Services Re-
serve in accordance with Council direction.
Savings of up to $400,000 could be realized in Engineering & Operations as some studies and projects
scheduled for 2008 are likely to be deferred to 2009. Any savings will be transferred to reserves to allow
the projects to proceed next year.
$220,000 of expenditures for snow removal in excess of budget incurred earlier this year. Should this re-
sult in an overall budget shortfall, the Snow Removal Reserve has the capacity to cover this.
In Planning, we will likely see savings in the neighbourhood of $300,000 from a combination of staffing
vacancies for part of the year and deferred projects. As with Engineering, there will be a need to transfer
much of the savings to a reserve to allow the projects to proceed next year.
Savings of approximately $150,000 are anticipated in the Finance area as a result of staffing vacancies
and scheduling variances for some expenditures. As with other areas, much of the savings will be trans-
ferred to reserves at the end of the year to allow work to proceed in 2009.
The above summary is based on results to the end of October. Although the items detailed above point to a General
Revenue surplus it may be prudent to wait for more accurate information to commit any of this projected amount to
unfunded initiatives.
For the past several months, we have been seeing signs that the brisk pace of development experienced for the
past number of years is slowing in step with the overall worldwide economic slowdown. Development Cost Charge
collections in particular are much lower than the last few years. Council’s financial planning framework gives us the
ability to see ourselves through these difficult times. For instance, we have reserves in place (as discussed in Sec-
tion 8) that will assist us. As well, Building Permits are one of our main sources of non-tax revenue and while such
revenues have been in excess of $2 million for the last few years, the budgeted level was set at $1.7 million so that
we would be better prepared for some softening in activity.
2008 Capital Projects
The budget for the Capital Works Program in 2008 is $104 million. This number is higher than the number in sub-
sequent years because the first year of the capital program includes projects approved in prior years that are not yet
complete, but are still a priority.
The budget of projects that have started is $57.5M. Of these projects, $12.2M are complete or nearly complete,
$32.9M are well under way and $12.5M are in the early stages of design and tendering.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 34
The budget of projects not yet started, is approximately $46.5 million. The reasons for these project delays are
summarized as follows:
School/Park Sites Agreement not yet signed $17.9M 38%
Reliant on Grant Funding not yet received $11.0M 24%
Reliant on Other Capital Work $ 9.3M 20%
Land Acquisition delays $ 1.9M 4%
Other Funding delays $ 2.4M 5%
Staffing, Strategic & Technical delays $ 3.2M 7%
Other $ 0.8M 2%
Projects that do not complete in 2008 will have their funding carried forward to 2009.
Where 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 budgeted in the year prior. Growth in the property tax base and property tax increases provide the bulk of
new revenue, which amounts to $3,450,000 in 2009.
Figure 1 illustrates the growth rate and tax increase assumptions reflected in the proposed financial plan. The
growth revenue refers to the tax revenue from non-market changes (i.e. new construction) in property assessments
in all property classes. Even if the residential growth rate exceeds 2.35%, the overall growth in tax revenue is still
dependent on growth in non-residential property classes such as business and light industry. The growth rate of
2.35% for 2009 is realistic with a bias towards being conservative, as the overall growth last year was just over 3%.
We will monitor development activity in 2009 and adjust growth projections as needed.
The revenue from increased taxation is in line with the direction received from Municipal Council earlier this year.
The property tax base is mainly residential and not largely reliant on any one employer or industry. This gives us a
measure of strength during uncertain economic times.
2.1 New Revenue
Figure 1: Conceptual Overview of New Revenue
Item 2009 2010 2011 2012 2013
Previous Year's Taxation 43,625,000 47,075,000 50,775,000 54,750,000 58,975,000
Growth Rate 2.35% 2.35% 2.35% 2.35% 2.35%
Growth Revenue 1,025,000 1,100,000 1,200,000 1,275,000 1,375,000
Previous Year's Taxation + Growth 44,650,000 48,175,000 51,975,000 56,025,000 60,350,000
Tax Increase Rate 4.00% 4.00% 4.00% 4.00% 4.00%
Tax Increase 1,775,000 1,925,000 2,075,000 2,250,000 2,425,000
Fire Levy Increase 650,000 675,000 700,000 700,000 350,000
Total Increase in Taxation + Growth 3,450,000 3,700,000 3,975,000 4,225,000 4,150,000
Next Year's Taxation Base 47,075,000 50,775,000 54,750,000 58,975,000 63,125,000
Increases in gravel related revenue: 175,000 0 0 0 0
Increases in other revenue: 675,000 325,000 225,000 225,000 225,000
Increase in General Revenue 4,300,000 4,025,000 4,200,000 4,450,000 4,375,000
In 2009, other revenues are projected to increase by $850,000 over the amount previously budgeted. A gravel
agreement was entered into in 2008 and it includes provisions for us to receive certain minimum additional reve-
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 35
nue of $175,000 more than the $456,500 we had previously budgeted for. The actual amount of revenue may be
more, but as it is dependant on development activities, we believe it is prudent to err on the side of conservatism at
this time.
The increase in other revenues includes changes in investment income, cemetery fees, Parks & Leisure Service fees
and recoveries, recycling fees, parking fees and dog licenses. In most cases, these revenues are offset by in-
creased expenditures.
The figures 2 and 3 show the demands against this revenue.1
2.2 Transfers
The District has committed to making transfers to certain reserves in order to provide longer term financial stability.
These transfers reduce the revenues that are available to meet current expenditures. Approximations of such trans-
fers are shown in the next table. The amounts reflect the change from one year to the next, rather than gross
amounts to be transferred, to highlight the draw against each year’s additional revenue.
Figure 2: Conceptual Overview of Changes to Transfers
Item 2009 2010 2011 2012 2013
Increase in General Revenue 4,300,000 4,025,000 4,200,000 4,450,000 4,375,000
Transfers to Reserves:
Infrastructure Sustainability -450,000 -475,000 -500,000 -525,000 -575,000
Equipment Replacement Reserve -PWD -50,000 -75,000 -25,000 -75,000 -50,000
Fire Dept. Capital Acquisition Reserve 125,000 -75,000 -50,000 -50,000 -75,000
Police Services Reserve -25,000 75,000 150,000 -150,000 -275,000
Capital Works Reserve -25,000 -25,000 -25,000 -25,000 -25,000
Reserve For Committed Projects 200,000 -100,000 -10,000 -90,000 0
Other Transfers -50,000 -25,000 -100,000 -75,000 -75,000
Available after transfers 4,025,000 3,325,000 3,640,000 3,460,000 3,300,000
A discussion of our Reserves follows in Section 8 but there are a couple of items worth noting on this table. Specifi-
cally, in 2008, Council approved a 1% tax increase to be set aside for looking after our existing infrastructure. The
reductions in the Fire Department Capital Acquisition Reserve and the Reserve for Committed Projects in 2009 are
anomalies as both of these reserves benefited from operating savings in 2008 that are not expected to continue in
2009.
The remaining new revenue for 2009, after the reserve commitments, is $4 million.
1 Items with offsetting entries within general revenue have been removed for simpliDistrict.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 36
2.3 Expenditures
Beyond the transfers noted above, a number of adjustments to expenditures are required. We experienced infla-
tionary 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 ad-
dressed and are detailed in Figure 5 on page 38.
Figure 3: Conceptual Overview of Expenditure Changes
Item 2009 2010 2011 2012 2013
Available after transfers 4,025,000 3,325,000 3,640,000 3,460,000 3,300,000
Increase in expenditures:
Labour (excluding Fire Dept) -1,425,000 -1,050,000 -950,000 -850,000 -900,000
Fire Department -925,000 -825,000 -850,000 -900,000 -550,000
Policing (RCMP, IHIT, ERT, ECOMM) -900,000 -825,000 -950,000 -900,000 -925,000
Fraser Valley Regional Library -100,000 -100,000 -125,000 -125,000 -125,000
Public Art -40,000 -10,000 -10,000 -10,000 0
Inflation Allowance -100,000 -125,000 -125,000 -150,000
South Bonson Amenity Bldg -25,000 -175,000
Debt <increase>/decrease 50,000 -25,000
Growth -325,000 -425,000 -600,000 -350,000 -350,000
Reduction to Growth to fund inflation 200,000 100,000
Capital Funded from General Revenue -150,000 -150,000
Fuel/Contracts/Other -225,000 -25,000 -50,000 -25,000 -75,000
Available after expenditures 110,000 -10,000 55,000 25,000 75,000
Surplus from prior year and rounding -64,006 54,765 -9,953 44,120 10,621
General Revenue Surplus 45,994 44,765 45,047 69,120 85,621
It is important to keep in mind that the numbers in the preceding three tables represent a change from one year to
the next. For example, in Figure 3 above, the labour amount means that 2009 costs are forecasted to be $1.4 mil-
lion higher than 2008, so will require $1.4 million of the new revenue for 2009.
We have little discretion in funding these items as they reflect the costs 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 delivery model.
These next few points provide further detail about items in Figure 3:
Labour: This line includes wage and benefit cost increases. There were several positions added through
succession planning and growth funding. There was an additional position added due to the cancelling of a
contract and taking the service on ourselves. There were additional police support positions funded by sav-
ings in the RCMP contract. The remainder of the increase is wage and benefit cost increases of existing
positions.
Fire Department: Implementation of the Fire Department Master Plan is reflected, plus operating costs as-
sociated with operating a fourth fire hall after construction. The balance of the increase is the cost of exist-
ing positions, including wage and benefit costs.
Policing: This line includes the cost for contracts associated with Police Services including RCMP, commu-
nity police officers, centralized dispatch services and regional initiatives such as an Integrated Homicide
Team and an Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic Reconstruction
Unit. The RCMP contract has been adjusted to include additional members, none in 2009, two in 2010,
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 37
three in 2011, three in 2012 and two in 2013. Funding from the Police Services Reserve softens the im-
pact to taxpayers.
Library: The cost of the contracted service with FVRL is estimated to increase by 5% per year. Changes in
exchange rates, service levels or other factors including changes to the allocation of costs among members
may impact this figure.
Inflation Allowance: There is no contingency for inflation for 2009. Beyond 2009, a small contingency ex-
ists.
Debt: New debt payments were already included for several projects approved in the 2008-2012 Financial
Plan. Other payments are dropping off as existing debt expires. Debt is discussed in more detail under the
section called “Borrowing” starting on page 47.
Growth: Growth projections and increases to revenues as a result of growth are built in. In order to recog-
nize the costs associated with growth and the demand it places on the new revenues, a number of growth
increments are included in alignment with Financial Sustainability Policy 5.52-2.0. Some growth incre-
ments are directed towards general areas rather than specific programs. The growth funding and where it
is being allocated is noted in Figures 5 and 6.
Other: This line captures numerous minor adjustments to other accounts such as materials, utilities, train-
ing, supplies and maintenance.
Of the $4.3 million available in new revenue, the demand from just the labour category alone (Figure 3) is 33%, ex-
cluding Fire Department labour. Infrastructure Sustainability requires 10%. The RCMP contract continues to in-
crease at a rate beyond the District’s general tax increase. The Fire Master Plan implementation increases each
year, along with a special tax levy to support it. The inflation allowance covers over 1,000 items, amounting to al-
most $9 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 for 2010 and beyond.
Following is a chart illustrating the distribution of new revenues for the 2009 year.
Figure 4: Conceptual Overview of Distribution of New Revenue - $4.3 million, 2009
Fire Master Plan
$800K
19%
Policing $900K
21%
Other Categories
$300K
7%
Growth Costs
$325K
8%
Library $100K
2%
Infrastructure
Sustainability
$450K
10%
Labour $1.4 M 33%
The preceding section provided a brief overview of increases in revenues, and where that money goes. It illustrates
those items that have an impact on general revenue. The rate of cost increases in certain areas (i.e. Police) is be-
yond the rate of the general tax increase, leaving minimal room for enhancements, unless reductions are consid-
ered in other areas or new revenue sources, such as grants, are found.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 38
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. A number of growth increments are included in alignment with Financial Sustainability Policy
5.52-2.0. The following table captures all growth allocations in the financial plan. Some are directed towards gen-
eral 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 5: Growth Packages in Financial Plan (figures represent total budget, not year over year change)
Source Allocated to: 2009 2010 2011 2012 2013
General Rev Fire Department Capital 55,000 105,000 155,000 205,000 255,000
Operations 65,000 130,000 195,000 260,000 325,000
Parks Maintenance* 40,000 110,000 195,000 260,000 325,000
Software Maintenance 33,000 41,000 64,000 84,000 104,000
Public Works & Development 80,000 140,000 265,000 310,000 355,000
Allocated to:
Transportation Technician -5,000 -5,000 -5,000 -5,000 -5,000
Funding of inflationary costs -5,000 -70,000 -90,000 -90,000 -90,000
Balance to be allocated 70,000 65,000 170,000 215,000 260,000
Corporate & Financial Services 80,000 140,000 265,000 310,000 355,000
Allocated to:
Funding of inflationary costs -5,000 -70,000 -90,000 -90,000 -90,000
Balance to be allocated 75,000 70,000 175,000 220,000 265,000
Community Dev, Parks & Rec 80,000 140,000 265,000 310,000 355,000
Allocated to:
Recreation Growth -78,400 -97,400 -103,500 -107,500 -107,500
Funding of inflationary costs -1,600 -42,600 -120,800 -90,000 -90,000
Balance to be allocated 0 0 40,700 112,500 157,500
General Revenue Subtotal 433,000 806,000 1,404,000 1,739,000 2,074,000
Water Rev Water Maintenance 15,000 30,000 45,000 60,000 75,000
Sewer Rev Sewer Maintenance 10,000 20,000 30,000 40,000 50,000
*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, see Figure 6. There was no capacity within general revenue in 2007
to increase the growth allocation so surplus was targeted to fill the gap for 2007 through 2009. The use of surplus
is discussed in Section 2.5.
Of the amounts in the table above, a significant portion had been previously approved in the 2008-2012 Financial
Plan. For reference, the following table outlines just those amounts which have been changed. Generally, reduc-
tions in the Growth Packages are to fund inflationary costs of existing programs.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 39
Figure 6: Changes to Growth Packages
Source Allocated to: 2009 2010 2011 2012 2013
General Rev Operations -30,000 5,000 -50,000 65,000
Fire Department -25,000 -50,000 50,000
Parks Maintenance 30,000 35,000 30,000 65,000
Software Maintenance 23,000 21,000 27,000 27,000 20,000
Corporate & Financial Services Growth 45,000 90,000
Community Dev, Parks & Rec Growth 45,000 90,000
Public Works & Development Growth 45,000 90,000
Corporate & Financial Services Adjustments -5,000 -70,000 -90,000 -90,000 -90,000
Community Dev, Parks & Rec Adjustments -5,000 -70,000 -90,000 -90,000 -90,000
Public Works & Development Adjustments -5,000 -70,000 -90,000 -90,000 -90,000
Adjust Timing of CDPR Packages* 3,400 27,400 -30,800
General Revenue Subtotal 11,400 -146,600 -293,800 -158,000 200,000
Due to costs in 2009 and 2010 exceeding the growth allocation, an adjustment in the timing of the growth funding
has been accommodated through the use of accumulated surplus. Without this adjustment the balance to be allo-
cated for Community Dev, Parks & Rec. in Figure 5 on page 38 would be negative for 2009 and 2010.
2.5 Surplus as a Source of Funds
Several projects were unable to be funded from increases in revenues. The District’s accumulated surplus had
been targeted to provide funding for the following projects:
Figure 7: Items to be funded from Surplus
Item 2009 2010 2011 2012 2013
Operating items approved in prior financial plans:
BC Disability Games 45,000
Citizen Satisfaction Survey 15,000
Park Growth Incremental 50,000
Other Adjustments:
Community Dev, Park & Rec Growth 3,357 27,415 -30,772
Capital Improvments to the Downtown
Spirit Square - increase funding to $1.3M 235,000
Design Work - Downtown Improvements 200,000
Lougheed (223 St - 224 St) 400,000
224 St. (Spirit Sq. - DTR) 300,000
Lougheed (222 St - 223 St) 300,000
933,357 27,415 284,228 0 300,000
Approved by Council Resolution in 2008
Fibre Network 270,000
The impact that these draws have on accumulated surplus is illustrated below.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 40
Figure 8: General Revenue Accumulated Surplus
General Revenue Accumulated Surplus
$0.0 M
$0.5 M
$1.0 M
$1.5 M
$2.0 M
$2.5 M
$3.0 M
2006 2007 2008 2009 2010 2011 2012 2013
Succession Planning was initially funded in 2007 from surplus. Succession Planning may take many forms and the
timing of it varies based on the specific set of circumstances faced by each area. The balance of the previously ap-
proved funding has been committed as follows:
Figure 9: Succession Planning Implementation
Succession Planning 2009 2010 2011 2012 2013
Opening Balance 588,536 358,536 113,536
Funding
Allocation
Information Services -140,000 -35,000
Operations Centre -60,000 -180,000 -100,000
Other -30,000 -30,000 -13,536
Closing Balance 358,536 113,536 0
2.6 Capital Program
The five-year Capital Works Program is $134 million; 2009 planned capital projects are in excess of $28 million,
exclusive of projects that may be carried forward from previous years. It should be noted that developers will con-
tribute millions in subdivision infrastructure to our community and these contributions are not included in our capi-
tal plan. A detailed project list is included in an Appendix beginning on page 198. Projects carried forward from pre-
vious years will be included in a Financial Plan amendment in the spring of 2009.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 41
Figure 10: Proposed Capital Spending by Category
Category 2009 2010 2011 2012 2013 Total
Drainage 1,199,358 814,439 6,157,436 6,240,858 732,630 15,144,721
Government Services 864,000 278,500 380,000 525,000 250,000 2,297,500
Highways 17,637,022 15,473,100 21,025,641 3,900,485 5,566,71 9 63,602,967
Operating Capital 60,030 60,030 60,030 60,030 60,030 300,150
Park Acquisition 1,331,999 200,000 200,000 1,333,160 1,882,980 4,948,13 9
Park Improvement 357,575 719,798 967,339 3,248,440 2,352,417 7,645,56 9
Protective Services 164,000 1,488,960 385,000 1,665,000 0 3,702,960
Recreation Services 1,062,000 175,000 0 0 100,000 1,337,000
Sewage 1,951,250 9,204,484 880,592 1,146,756 1,515,853 14,698,935
Technology 1,707,285 801,664 862,173 1,447,461 468,325 5,286,90 8
Water 1,957,137 4,312,025 2,139,265 3,806,082 3,102,857 15,317,36 6
Total Capital Program 28,291,656 33,528,000 33,057,476 23,373,272 16,031,811 134,282,215
The following table illustrates the sources of funding for these projects. The proposed capital program is relatively
large due to borrowing (Debt Financing) and projected funding from other sources including TransLink and grants
from provincial and federal governments.
Figure 11: Proposed Capital Funding Sources
Funding Source 2009 2010 2011 2012 2013 Total
Debt Financing 8,025,600 2,750,000 5,250,000 0 0 16,025,600
DCC Fund (not debt) 4,221,236 8,122,988 3,123,159 4,884,269 5,552,842 25,904,494
General Revenue 2,343,901 2,340,823 2,447,428 2,568,167 2,482,890 12,183,209
Capital Works Reserve 1,273,115 1,367,682 127,473 93,415 35,626 2,897,311
Infrastructure Sustainability Reserve 561,828 920,166 1,104,243 1,354,000 1,800,000 5,740,237
Fire Dept Capital Reserve 65,000 1,053,960 0 950,000 0 2,068,960
Equip Replacement Reserves 2,179,785 2,194,185 1,735,125 2,159,265 864,784 9,133,144
Translin k 2,344,411 75,000 50,000 212,500 99,390 2,781,301
Sewer Capital 757,250 1,931,467 602,283 895,256 527,720 4,713,97 6
Water Capital 1,626,380 2,186,664 1,652,765 1,356,859 1,610,845 8,433,513
Grants, LIP, 3rd Parties 3,223,350 9,942,015 16,051,950 8,366,492 2,307,713 39,891,520
Surplus 835,000 0 300,000 0 300,000 1,435,000
Other Funding Sources 834,800 643,050 613,050 533,049 450,001 3,073,950
Total Capital Program 28,291,656 33,528,000 33,057,476 23,373,272 16,031,811 134,282,215
Debt financing provides about $16 million over the five year plan in addition to the $21.8 million borrowing that was
approved in 2008. Borrowing is used for a variety of projects and is discussed in detail in Section 4, Borrowing, with
Figure 16 listing the debt funded projects. The Development Cost Charge (DCC) Reserve funds $25.9 million in pro-
jects over the five year plan. The DCC Reserve also services debt payments which are discussed in more detail in
Section 4, Borrowing. Given the slow- down in DCC collections, we will have to monitor cashflows closely and may
have to postpone some projects.
Reserves are a key funding source for capital as they allow for strategic financial planning and facilitate gradual rate
increases to taxpayers. The reserve balances and projections for key reserves are shown in Section 8, page 55.
The Infrastructure Sustainability Reserve is used for major rehabilitation and replacement of the District’s infrastruc-
ture. The Fire Department Capital Reserve is used for the acquisition of new growth-related facilities and equip-
ment. Within the Equipment Replacement Reserve, the fire department, public works operations and technology all
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 42
have dedicated equipment replacement funds. Other Funding Sources, noted on Figure 11, references sources
such as our own reserve accounts.
The percentage of the 2009 planned projects funded by General Revenue is 8%. There are other reserves that are
funded by General Revenue but the use of these reserves is for specific purposes.
Accumulated Surplus has been identified as a source of funding for projects associated with the downtown im-
provements. A significant portion of this project was funded through senior government grants in 2008. The 2009-
2013 portion of this project is included in the financial plan on the basis of one third funding from the municipal
surplus and two thirds from senior governments. If senior government grants do not materialize we should have the
capacity to fund the 2009 portion of this project from our own resources but future years will have to be reevalu-
ated.
The capital program includes over $42 million of funding from others as itemized in Figure 12. The majority of this
funding has not yet been secured; projects will be reevaluated and reprioritized if funding is not secured.
Figure 12: Capital Funded by Others
Projects Funded by Others 2009 2010 2011 2012 2013 Total
Translink
232 St (S Alouette - Abernethy) 712,921 712,921
Abernethy Way 1,081,490 1,081,490
Lougheed Hwy Downtown (223-224) 500,000 500,000
Others 50,000 75,000 50,000 212,500 99,390 486,890
Translink Total 2,344,411 75,000 50,000 212,500 99,390 2,781,301
Grants, LIP, 3rd Parties
Abernethy Way 2,750,000 9,250,000 12,000,000
Downtown Improv. - 224 (Spirit Sq to DTR) 600,000 600,000
Downtown Improv. - Lougheed (222-223) 600,000 600,000
Downtown Improv. - Lougheed (223-224) 800,000 800,000
Drainage 200,000 200,000
Drainage - Fraser Escarpment North 5,000,000 5,000,000 10,000,000
Highways 221,400 120,065 383,042 482,713 1,207,220
Leisure Centre - Energy retrofi t 200,000 200,000
Local improvement projects 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000
Sewer Extension to Corrections 1,000,000 6,000,000 7,000,000
Whonnock Lake Canoe Facility 1,980,000 1,980,000
Youth Action Park Albion 225,000 225,000
Other 1,950 71,950 1,950 3,450 79,300
Grants, LIP, 3rd Parties Total 3,223,350 9,942,015 16,051,950 8,366,492 2,307,713 39,891,520
Total Project Funded by Others 5,567,761 10,017,015 16,101,950 8,578,992 2,407,103 42,672,821
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 43
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 consid-
ering. In May 2008, Council approved a financial plan for 2008 through 2012. This is used as a basis to create a
2009- 2013 financial plan. The following table reconciles the changes to the previously adopted financial plan.
Figure 13: Reconciliation of 2008-2012 Financial Plan to 2009-2013 Proposed Financial Plan
General Revenue Fund (GRF) 2009 2010 2011 2012
GRF Surplus in May 13, 2008 Financial Plan Bylaw 9,000 23,000 1,000 363,000
Public Art -40,000 -50,000 -60,000 -70,000
Labour & Benefits (net contingencies / growth adjustment) -20,000 -50,000 -50,000 -195,000
Council Remuneration -100,000 -104,000 -108,000 -118,000
Less: 2008 Training Savings 50,000 0 0 0
Gravel Royalties Sales - Contract (minimum) 44,000 44,000 44,000 44,000
Gravel Sales - Annual Permit 122,000 122,000 122,000 122,000
Environmental - ARMS & KEEPS -20,000 -20,000 -20,000 -20,000
Soil Deposit Fees 100,000 100,000 100,000 100,000
Transfer to Gravel Reserve -100,000 -100,000 -100,000 -100,000
Towing Contract Revenue -53,000 -53,000 -53,000 -53,000
Equipment Rates & Fuel Costs -82,000 -90,000 -100,000 -110,000
Community Development, Parks & Recreation (CDPR)
South Bonson Amenity Building -21,000 -117,000 -117,000 -117,000
Recreation / Youth -8,000 -28,000 -38,000 -46,000
Building Mtce. (Fire Hall#1, ACT) -8,000 -8,000 -23,000 -23,000
Corporate & Financial Services (C&FS)
Investment Earnings 60,000 60,000 60,000 60,000
Grant in Lieu of Property Taxes (BCBC) 0 20,000 35,000 35,000
Interest Expense - Tax Prepayments -55,000 -55,000 -55,000 -55,000
Traffic Fine Revenue 17,000 17,000 17,000 17,000
Property Rentals & Leases -4,000 2,000 -8,000 3,000
Insurance 61,000 62,000 62,000 62,000
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 44
Figure 13: Reconciliation of 2008-2012 Financial Plan to 2009-2013 Proposed Financial Plan (cont.)
General Revenue Fund (GRF) 2009 2010 2011 2012
Corporate & Financial Services (C&FS) cont.
Police - RCMP Contract 0 64,000 -157,000 -158,000
Police - Funded from Police Services Reserve 0 -64,000 157,000 158,000
Adjust Timing of Reserve Transfers -77,000 47,000 37,000 -7,000
Information Services - Salary Recovery -64,000 -68,000 -69,000 -69,000
Information Services - Other 38,000 0 6,000 8,000
Fire Service Improvement Levy 0 0 0 350,000
Fire Department - Costs 0 0 0 -350,000
Public Works & Development (PW&D)
Business Licences 50,000 50,000 50,000 50,000
Parking Enforcement Contract 30,000 30,000 30,000 30,000
Parking Fines 30,000 30,000 30,000 30,000
Salaries - Bylaw Enforcement Officer -45,000 -46,000 -48,000 -50,000
Salaries - RCMP/Bylaws Liaison -27,000 -30,000 -33,000 -35,000
Building Permits 34,000 34,000 34,000 34,000
Planning Fees 53,000 57,000 62,000 67,000
Inflation Allowance 92,000 122,000 124,000 139,000
Growth Allocation Adjustments -11,000 48,000 99,000 -37,000
Other Adjustments -9,000 -4,000 14,000 10,000
Transfer to Surplus: Prior to Incremental Adjustments 46,000 45,000 45,000 69,000
The preceding table reconciles the changes to the previously adopted financial plan. It demonstrates that even with
projected growth of 2.35% and an annual 4% tax increase, there is little room for additional discretionary spending
and not all areas requiring support can be accommodated.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 45
2.8 Incremental Adjustments
There were several requests for funds to address emerging issues. More information on each request can be found
in the departmental business plans.
Figure 14: Incremental Adjustments
General Revenue Fund (GRF) 2009 2010 2011 2012 2013
Transfer to Surplus: Prior to Incremental Adjustments 45,994 44,765 45,047 44,120 85,621
Recommended Ongoing Incremental Adjustments:
Arts Centre -20,000 -25,000 -30,000 -30,000 -30,000
Bicycle Advisory Committee -5,000 -10,000 -10,000 -10,000 -10,000
Recommended One Time Incremental Adjustments:
Affordable Housing -75,000
Emergency Program - Supplies -10,000
Zoning Bylaw - Legal -50,000
BIA Façade Improvements Program -12,000 -12,000
BIA Security (funded from Police Services Reserve) -20,000
Funding from Police Services Reserve 20,000
Funding from 2008 Surplus (One Time Adjustments) 147,000 12,000
Transfer to GRF Surplus 20,994 9,765 5,047 4,120 45,621
Water Revenue Fund 2009 2010 2011 2012 2013
Recommended Ongoing Incremental Adjustments:
Water Technologist -100,000 -100,000 -100,000 -100,000 -100,000
Cross Connection Control Program -100,000 -100,000 -100,000 -100,000 -100,000
Funding from Water Revenue Fund 200,000 200,000 200,000 200,000 200,000
Taking on additional cost should be done with caution in an economy that is slowing. The District of Maple Ridge
has excellent business planning practices that will serve us well in the event of an economic slowdown. These prac-
tices include a framework for considering what areas of business we should be in, reconsidering vacant positions
prior to rehiring and considering what each business area would look like if there was substantially less funding.
The District also has reserves that could be drawn down if revenues softened. It is important to realize the impact
that this would have on the local economy and that potentially, when jobs are scarcer, the cost of capital projects
could come down.
While there are considerable downsides to a slowing economy, it may also represent some opportunities. For in-
stance, there may be a softening in construction costs. As well, senior governments are likely to implement infra-
structure improvement assistance programs to stimulate the economy. This is why it is important for us to have a
multi-year financial plan in place as early as possible.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 46
Water, Sewer and Recycling Rates
Water Utility Rates
The Water Utility covers costs associated with water purchases, maintenance, and both regional and local capital
infrastructure. The Regional District is planning an increase in water rates for 2009 of approximately 15.8%. The
increase in 2010 is projected to be 5.5% and for 2011 through 2013 an annual increase of 4%.
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. The timing of the billing will likely be
near the end of the five year financial plan or perhaps in 2014, depending on when the work is completed. A por-
tion of the cost is planned on being covered by Development Cost Charges. The current accumulated surplus in the
District’s Water Revenue Fund is approximately $3.4 million. Capacity to pay for the upcoming projects or the asso-
ciated financing costs associated with debt is established over the five year planning horizon.
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 last year’s financial plan.
Sewer Utility Rates
The Sewer Utility pays for regional capital expenditures through an allocation model that essentially spreads rate
increases out over time to utility ratepayers. A sewer rate increase of 5% per year is required to graduate rate in-
creases over the long-run and is the same increase as last year.
Figure 15: Sewer and Water Revenue Fund Projections
Water Revenue Fund (9% increase)
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
2009 2010 2011 2012 2013
Sewer Revenue Fund (5% increase)
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
2009 2010 2011 2012 2013
Revenues
Expenses
Accumulated Surplus
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 47
Recycling Rates
The Ridge Meadows Recycling Society (RMRS) is a charitable non-profit organization that provides a range of recy-
cling services. Many of the same pressures faced by the District, such as increased labour, insurance and vehicle
costs, are shared by RMRS. Recycling fee increases of 4.5% are required for 2009 due to increased fuel costs and
labour costs. The projected rate increase is 3.5% for 2010 and 3% per year 2011 through 2013.
In recent months, we have experienced a significant drop in the price of commodities. While some commodity reve-
nues such as those resulting from stewardship programs are fairly secure, other revenues from cardboard, office
paper and plastics, which total about $800,000 annually, could have some exposure.
In the event that targeted revenues are not achieved, we could use our Recycling Reserve, which has a balance of
$1.6 million, to provide assistance. This would also allow RMRS time to explore other options. As we do not know
when the commodity markets will normalize, we recommend that enhancements to the recycling program be put on
hold for the time being. This has been discussed with RMRS and they are in agreement.
Borrowing
The financial plan incorporates debt proceeds into the overall funding strategy. At Council’s direction, the 2008-
2012 Financial Plans called for debt to fund a portion of the capital works program. The projects that were identi-
fied to be funded from debt are discussed under DCC Roads and are identified in Figure 16.
Development Cost Charges (DCC) Funded Debt
DCC 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 the DCC Reserve was used to fund pro-
jects that we had anticipated borrowing funds for. The projects planned to be funded from debt include a bridge
over Kanaka Creek on 240 Street and the municipal portion of the cost to extend Abernethy Way from 232 Street to
256 Street. 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 Inspec-
tor of Municipalities and amendment to the DCC Bylaw once the DCC Reserve nears depletion. The timing of the
borrowing is dependent on DCC collections and capital expenditures. Depending on DCC collections, borrowing may
significantly impact the ability to fund future DCC projects.
DCC Parkland Acquisition
Acquiring parkland prior to development may result in better value for our DCC Reserve. Based on the legislation,
and confirmed in conversations with the Ministry, the use of DCC’s to pay for interest payments associated with bor-
rowing for parks is not permitted. The cost of borrowing, if necessary, will require the interest component to be
funded from anther source such as general revenue or the Capital Works Reserve.
Previously Approved Borrowing
Projects that the District of Maple Ridge is now authorized to borrow for include: the construction of FireHall#4, the
acquisition of three joint school and park sites, the purchase of property to expand the Cemetery, drainage work on
River Road and an animal shelter. The authority to externally borrow expires in 2013. The cash flow to service this
debt is already been provided for in the financial plan.
Firehall #4 Construction
The construction of Firehall #4 is projected to cost $6 million and completion is anticipated in 2010. The debt ser-
vicing costs will be funded through the Fire Department Capital Acquisition Reserve. This reserve has the capacity
to make the debt payments. The remaining cash balance in the reserve is sufficient to address other capital re-
quirements. This reserve is discussed in more detail beginning on page 58.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 48
Park 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 entering 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 borrowing that will enable the District to purchase a larger
property and offset the increased cost using contributions from the School District to fund the debt payments over a
five year term. Borrowing for the municipal portion is not needed as it is funded through the DCC Reserves.
Cemetery Expansion
Debt payments associated with $1.5 million in land purchases for cemetery expansion are funded through in-
creased cemetery fees, which were recently approved. In light of the cost of recent acquisitions, the adequacy of
this envelope will have to be addressed in the coming year.
Non-DCC 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 development, 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 55.
Animal 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. Council has entered into a Let-
ter of Intent for the construction of the shelter with the SPCA and we expect construction to begin in early 2009.
Borrowing Considerations 2009-2013
The following table summarizes additional debt contemplated in the 2009-2013 Financial Plan.
Figure 16: Capital Projects proposed for debt financing
Project Year Borrow Term
Main
Fund
Annual
Payment s
Issue
Cost s
Total
Interest
Funded by
Other
Sources Total Cost
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 DC C 366,550 20,625 915,501 2,777,500 6,463,626
Abernethy Way Phase 4 2011 5,250,000 10 DC C 699,777 39,375 1,747,775 9,302,500 16,339,650
16,025,600 2,136,067 120,192 5,335,074 12,161,057 33,641,923
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 49
Projected Debt Levels 2009 – 2013 (In $ Thousands)
$0
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
2009 2010 2011 2012 2013 Projected Debt Principal and Interest Payments 2009 - 2013 (In $ Thousands)
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
2009 2010 2011 2012 2013
Interest
Principal
2009 2010 2011 2012 2013
General Fund Principal $4,484 $5,561 $6,430 $7,114 $7,176
General Fund Interest $4,235 $4,474 $4,538 $4,396 $4,296
Water Fund Principal & Interest $ 0 $ 0 $ 0 $ 0 $ 0
Sewer Fund Principal & Interest $ 0 $ 0 $ 0 $ 0 $ 0
Liability Servicing Limits 2009 – 2013 (In $ Thousands)
$0
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
$14,000
2009 2010 2011 2012 2013
Additional Liability Servicing Available
Projected Debt Payments
2009 2010 2011 2012 2013
Projected Debt Payments $8,719 $10,035 $10,967 $11,510 $11,472
Additional Liability Servicing Available $2,681 $1,934 $1,601 $1,686 $2,384
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 50
Borrowing 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
2007 Annual Report the available debt servicing capacity is nearly $13 million which, even if all the planned debt is
taken on with the proposed terms, still leaves several million in debt servicing capacity.
The capacity figure is a moving target. Each year our revenue is likely to experience growth, increasing our borrow-
ing capacity. As we retire debt, this frees up additional room. Entering into new debt reduces the capacity. The Re-
gional District has $35.8 million worth of capital expenditures planned 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
indicate 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, additional capacity will be available.
Ministry and Elector Approval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of Municipalities. In
addition, 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 program 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 Dis-
trict’s costs exceed this figure, and therefore this provision would also not exempt the District from obtain-
ing elector approval.
Elector approval can be sought in one of two ways. One option is to receive the approval of electors by holding a
referendum. The second and less-expensive method is to hold an “alternative approval process.” If more than 10%
of the electors express an opinion that a referendum should be held, by signing an Elector Response Form within 30
days of a second advertising notice, then Council would need to consider whether to proceed with the planned bor-
rowing and, if so, a referendum must be held. This latter option was used for the borrowing related to the town cen-
tre project.
Outstanding Issues
In order to utilize DCC funds for debt payments, additional approval from the Inspector of Municipalities is required.
Legislation on using DCC’s for interest payments is very stringent, primarily allowing the practice only where the
construction of specific infrastructure projects in advance of sufficient DCC's collections is required in order to trig-
ger investment in development. If these projects do not receive approval, capacity to fund the interest from an al-
ternate source would need to be identified.
Internal vs. External Borrowing
The need for borrowed funds in the proposed financial plan assumes that all prior approved capital works have
been carried 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 2009-2013 Financial Plan will include the previously approved debt once the 2008 capital is carried forward in
the next Financial Plan amendment. It is recommended that we use our own funds for borrowing if possible. The
exception would be borrowing for the acquisition of school sites, which debt servicing costs are to be covered by the
School District. Debt servicing costs from a third party would be easier to verify and are independently calculated.
2 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
3 Community Charter, Division 3, section 178. Short Term Capital Borrowing.
4 B.C. Reg. 368/2003, Municipal Liabilities Regulation, Community Charter.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 51
Further Items
Revenues (not listed in any particular order)
In all likelihood, the District will realize unique revenues or proceeds from several areas within the term of this fi-
nancial plan. The risk in budgeting for ongoing cost commitments from these revenue sources is considerable. It
would be prudent to consider the allocation of these revenues in a policy framework, respecting the District’s Finan-
cial Sustainability Policies.
a) Silver Valley Lands - District policy for the sale of municipal lands is to transfer 75% to the Capital Works
Reserve and 25% to the Land Reserve. The District may want to dedicate a larger percentage into the Land
Reserve. District resources in Silver Valley are a significant community asset and considerable care must
be taken to ensure the community gets maximum value out of this one-time resource.
b) The District owns significant gravel resources. A gravel agreement has been reached and the budget has
been increased based on minimum guaranteed revenues. There is potential for some additional revenues
over the life of this financial plan if the operator is able to remove the maximum allowable under the con-
tract. The use of such revenues should be considered in a policy framework, recognizing that resource ex-
traction related revenues are non-renewable.
c) BC Lottery Corporation may establish a gaming centre in Maple Ridge, and the District would receive a por-
tion of the revenue. These types of revenues can be volatile and this needs to be recognized in the policy
discussion so that we do not entrench costs that cannot be adjusted if the revenues do not materialize.
d) Growth in taxation revenue beyond the rate contemplated in the financial plan is a potential future source
of unallocated revenue. As these and other revenue sources materialize, additional needs can be ad-
dressed.
Expenditures (not listed in any particular order)
The items listed below have been difficult to fund using existing revenues. The sources of funds noted above pro-
vide an opportunity to set policy and make investment decisions on how to best use the funds. When investing one-
time funds, one must be cognizant of any ongoing operating costs or implications.
a) Infrastructure Rehabilitation and Replacement is an area that remains underfunded. The Financial Sus-
tainability Plan, Policy 5.52 calls for a maintenance/replacement program to be fully funded by 2015. Even
with the 1% annual tax increase that began in 2008, this target will not be met. As new revenues material-
ize, we should consider directing some of that money to this program. We will continue to take advantage
of every opportunity to secure funding from senior levels of government.
b) The proposed financial plan includes an aggressive capital program with significant capital and operating
cost implications. The program relies upon significant funding sources that are outside the control of the
municipality. As well, once the assets are acquired, it will be important to establish a proper maintenance
and replacement program.
c) “Green” Initiatives - a Sustainability Action Plan was developed and endorsed by Council, and staff is cur-
rently working on a strategic energy plan in support of Council’s commitment to carbon neutrality. Both
documents identify opportunities for the District to operate in a more sustainable manner and these oppor-
tunities generally require an outlay of capital. Establishing a reserve to fund sustainable initiatives was
identified in the action plan but it lacks an identifiable revenue stream. Grant funding continues to be ag-
gressively pursued for identified projects and we could also consider increasing our own contribution.
d) Carbon Neutrality - The District has signed BC’s Climate Action Charter, making a voluntary, non-binding
commitment to becoming carbon neutral with respect to corporate operations by 2012. We are working
toward reducing corporate greenhouse gas (GHG) emissions, but in the forthcoming years will never reduce
them to zero as our core services require the operations of vehicles and facilities. Therefore, in order to
become carbon neutral, the District will have to purchase carbon offsets at some point.
Purchasing offsets is not recommended at this time as it would result in taxpayer money flowing to outside
organizations and would be an annual requirement. Keeping the funds here and investing in projects that
will reduce the corporate carbon footprint will result in permanent cost savings. Therefore, the recom-
mended approach is to reduce our GHG emissions as much as possible and only purchase offsets for the
remaining emissions which we cannot offset through reductions. It would be prudent to begin budgeting for
the expected remaining emissions in future years if continued commitment toward carbon neutrality is sup-
ported.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 52
e) Other issues that are not addressed within the plan include the following:
Albion Sports Complex Expansion and Development, $20 million
Museum, $10 million
Additional Community Centre(s)
Fraser Riverfront Land Acquisition, $4 million
CP Rail Overpass at Albion, $15 million
Albion Park Master Plan Implementation, $1 million
Downtown Improvements beyond what is currently included (funds ear-marked from future years oper-
ating surpluses, if they materialize)
Extending the Fibre Optic Network
Impact to the “Average Home”
The assessed value of the “average home” for the 2009 taxation year was approximately $400,000. The calcula-
tion includes all residential properties comprising both single family homes and multi-family units such as town-
houses and apartments.
The following table demonstrates the impact to a taxpayer, who for the 2009 tax year, was in a home assessed at
$400,000 with the following services:
flat rate water utility fee
flat rate sewer fee
single-home curbside recycling pickup
The changes include a 4% general purpose tax increase, comprising 3% for general purposes and 1% for infrastruc-
ture sustainability. The overall increase is 5.66%.
2009 2008 Increase % Change
Municipal Levy 1,328.53$ 1,277.38$ 51.15$ 4.00%
Recycling 59.51 56.95 2.56
Water Utility 348.10 319.40 28.70
Sewer Utility 261.60 250.85 10.75
Fire Service Improvement Levy 95.28 76.32 18.96
Total 2,093.02$ 1,980.90$ 112.12$ 5.66%
Additional charges appearing on the tax bill include school, regional and other non-municipal services. These
charges total $1,018.55.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 53
General Municipal
Purposes, $1,329
Water, $348
Sewer, $262
Other Taxing
Agencies, $1,019 Fire Improvement
Levy, $95
Recycling, $60
The Home Owner Grant of up to $570 for the average homeowner or $845 for seniors, if eligible, will reduce the
overall taxes due.
Tax Comparison Between Other Municipalities
Residential property taxes and utilities in Maple Ridge are favourable when compared to the rates charged by Metro
Vancouver communities. The following table compares average single-family homes including utility fees for ser-
vices such as water, sewer, and recycling.
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
West Vancouver
Vancouver
North Vancouver
White Rock
New Westminster
Port Moody
Richmond
Burnaby
North Vancouver
Coquitlam
Delta
Surrey
Port Coquitlam
Maple Ridge
Mission
Langley
Langley
Abbotsford
Pitt Meadows
Chilliwack
Source – Ministry of Community Services
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 54
Comparison of the Average 2008 Annual Property Tax Bill for all Municipal Services to
Other Standard Household Costs
2,000
57
147
176
177
177
251
302
319
394
289
314
315
415
771
814
1,380
$0 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $1,800 $2,000 $2,200
Total for Municipal Services
Recycling (includes capital)
Fire Services
Development Services
General Government
Capital
Sewer (includes capital)
Community Dev't Parks & Rec
Water (includes capital)
Police Services
Internet (Basic)
Telephone (Basic)
Home Security System
Cable (Basic)
BC Hydro (Electricity)
Home Insurance
Terasen (Gas)
Standard Household Costs
Cost of Municipal Services
Based on 2008 average residence
Property Taxation Policy
After many years of shifting a small percentage of taxation from the Light Industry Class properties to residential, the
Light Industry Class came into alignment with the Business Class in 2007, as intended.
The Audit and Finance Committee recently reviewed the tax rate for Major Industrial Class properties and directed
staff to recommend adjustments in the 2009-2013 Business Planning cycle.
The Hammond Mill is the only property in the Major Industry Class. The mill is looking at investing in improvements
and reducing the tax rate would be supportive of this development. It is recommended that we reduce 5% of the tax
burden for 2009 and review this again next year with the intent of a further 5% adjustment. The dollar impact of
this will about $35,000. It is anticipated that this can be accommodated within the Property Tax Revenue account
as there is a contingency for supplementary tax adjustments that should be less with the Province freezing assess-
ment increases.
It is important that we review all of our tax rates to make sure that they are properly positioned. A review of our
Business Class rates was done earlier this year and our rates were found to be reasonable.
While we regularly adjust our tax rates for market value fluctuations, not all jurisdictions do this. In particular, the
Provincial Government did not do this for some of their tax rates. Having said this, last month, the Province an-
nounced a rebate to assist Light and Major Industry properties over the next three years. This is a positive devel-
opment, the effects of which we will monitor closely.
The Province has also announced that the 2008 assessments for some property classes, including Residential, will
be the lower of 2008 or 2007 assessed values. This has no impact to municipal property tax revenues as we adjust
the class tax rates to cancel out market price changes.
The Province also expanded the tax deferment program for the next two years removing the age requirement. This
may impact staff time in administering the program and could impact the amount of tax penalties.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 55
Reserves
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 17: Reserve Balances Dec.31, 2008
Accumulated Surplus
General Revenue 3,803,519
Sewer Revenue 3,173,995 Carry forwards - Capital 4,239,744
Water Revenue 3,867,665 Carry forwards - Operating 3,124,747
Total Accumulated Surplus 10,845,179 Self Insurance 938,349
Protective Services 2,259,704
Reserve Fund Balances Core Development 1,129,505
Local Improvement 2,077,103 Recycling 1,475,367
Equipment Replacement 7,329,490 Community Development 1,176
Capital Works 8,686,373 Building Inspections 1,704,522
Fire Department Capital 6,062,996 Gravel Extraction 549,384
Sanitary Sewer 1,442,312 Neighbourhood Improvements 58,688
Land 406,056 Snow Removal 700,000
Net Reserve Funds 26,004,330 Facilities Maintenance 360,508
Youth Centre 8,535
Cemetery Maintenance 109,457
Infrastructure Sustainability - Buildings 295,385
Infrastructure Sustainability - Roads 419,417
Development Cost Charges 34,330,309 Critical Building Infrastructure 368,625
Parkland (ESA) Acquisition 0 Infrastructure Grants Contribution 1,200,000
Other Restricted Revenues 4,268,970 General Revenue Reserve Accounts 18,943,113
Total Restricted Revenues 38,599,279
Sewer Reserve Accounts 1,774,241
Water Reserve Accounts 1,181,094
Total Reserve Accounts 21,898,448
Reserve Accounts
General Revenue:
Restricted Revenue Balances
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $56.5 million
Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected in advance
of specific expenditures.
These are financial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they
represented in our financial statements.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 56
The fund balance consists of accumulated surplus, reserve accounts and funds.
General Revenue Sewer Revenue Water Revenue
Accumulated Surplus 3,803,519$ 3,173,995$ 3,867,665$
Reserve Accounts 18,943,113$ 1,774,241$ 1,181,094$
Reserve Funds 26,004,330$
Beginning Fund Balance 48,750,962$ 4,948,236$ 5,048,759$
The balances above are as of December 31, 2008.
The fund balances are larger than expected due to planned capital not occuring in 2008.
The capital that was not completed in 2008 will be included in an amendment to the 2009-2013 Financial Plan.
Fund projections would not include capital projects approved in 2008 but not yet completed therefore not accurately reflect the commitments that have been made.
The planned change to fund balances for 2009 - 2013 is as follows
2009 2010 2011 2012 2013
General Revenue - Accumulated Surplus 1,072,153-$ 28,822-$ 278,376-$ 4,903$ 253,626-$
General Revenue - Reserve Accounts 321,683-$ 340,094$ 566,698$ 1,287,467$ 1,831,732$
General Revenue - Reserve Funds 1,180,946-$ 2,063,776-$ 711,092$ 431,240-$ 2,330,979$
Change in Outstanding Debt 3,581,526$ 2,771,043-$ 1,139,601-$ 7,073,907-$ 7,136,330-$
General Revenue Fund 1,008,753$ 4,521,537-$ 138,176-$ 6,210,765-$ 3,225,232-$
Sewer Revenue Fund 362,504-$ 1,293,002-$ 307,937$ 324,965$ 1,034,632$
Water Revenue Fund 472,043-$ 573,756-$ 293,237$ 1,285,486$ 1,944,802$
8.1 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 and other
fixed amounts. 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 “drawing down” phase now, as is evident from the forecasted balances in
the following figures. The projections are conservative and assume no other inflows, such as land sales, beyond
those noted. Council policy is to ensure a minimum reserve balance of 10% of the prior year’s property taxes to ad-
dress unforeseen or uninsurable events.
Figure 18: Capital Works Reserve Projection
2009 2010 2011 2012 2013
Opening Balance 6,733,073 6,104,205 4,828,792 5,682,361 5,364,341
Inflows:
Interest & Capital Gains 190,653 163,381 141,315 171,947 173,763
Garbage Tipping Fees 50,000 50,000 50,000 50,000 50,000
Taxation and General Revenue Transfers 631,235 659,893 690,398 722,869 768,771
Sale of Land 1,200,000
Repayment of Energy Retrofit 65,000 65,000 65,000 65,000
Balance of General Rev. Funding for GCF 55,927 61,053 (32,677) (2,050) 244,107
Outflows:
Planned Capital Expenditures (1,273,115) (1,367,682) (127,473) (93,415) (35,626)
Debt - Interest (DCC projects) (148,125) (274,688) (500,625) (600,000) (600,000)
Debt (River Rd. Drainage $2,675,000)* (135,443) (632,370) (632,370) (632,370) (632,370)
Estimated Ending Balance 6,104,205 4,828,792 5,682,361 5,364,341 5,397,987
Minimum Reserve (10% Prior Year Taxes) (4,361,939) (4,643,022) (4,942,218) (5,260,695) (5,599,694)
Unencumbered Balance 1,742,266 185,770 740,142 103,647 (201,707)
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 57
Figure 19: Capital Works Reserve Projection Chart
Reserved
Unencumbered
$0M
$2M
$4M
$6M
$8M
2008 2009 2010 2011 2012 2013
8.2 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 currently have a replacement value
estimated in excess of $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 allocated to maintaining those facilities related to the pro-
ject.
If we look only at the roads component of our infrastructure, it is suggested that we spend $2 million annually to
keep up our existing inventory. The historic annual amount spent on repaving our road is only a small fraction of
this amount and as a result, our roads are deteriorating. This deferred maintenance translates into a larger future
expenditure to resurface or perhaps even reconstruct roads.
Figure 20: Infrastructure Sustainability Allocation of Funding
2008 2009 2010 2011 2012 2013
Inflows:
1% General Tax Increase 419,417 865,861 1,341,074 1,846,910 2,385,342 2,958,471
Core Reserve Surplus 200,000 450,000 450,000 450,000 450,000 450,000
Allocation:
Transportation/Traffic Management 419,417 461,828 825,000 905,000 1,255,000 1,556,500
Town Centre Facilities 200,000 450,000 450,000 450,000 450,000 450,000
Facilities & Parks - Major Mtce 200,000 220,000 615,000 715,000 886,750
Drainage 100,000 160,000 178,000 250,000 310,000
Fire Department 70,000 100,000 110,000 121,000 150,000
Major Equipment/Systems 34,033 36,074 38,910 44,342 55,221
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 considered. Figure 22 highlights the impact that the 1% tax increase has on the Infrastructure Deficit.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 58
Figure 21: Infrastructure Deficit Chart
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
8.3 Critical Building Infrastructure Reserve
In May 2006, Council directed $600,000 of the 2005 general revenue surplus towards a Critical Building Infrastruc-
ture 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 ear-
marked. $150,000 went to replace aged fitness equipment, and $50,000 remains. There are no ongoing funding
sources for this reserve.
8.4 Fire Department Capital Acquisition Reserve
Implementation of the Fire Master Plan and escalating cost projections have placed significant pressures on this
reserve. This reserve receives 2% of general taxation annually for the expansion of facilities and equipment inven-
tory. The 2008 funding allocation was not adequate. Additional funds were allocated from general revenue growth
amounts and the operating savings that resulted from the delay in Firehall #4 construction.
Figure 22: Fire Department Capital Acquisition Reserve Projection
2008 2009 2010 2011 2012 2013
Opening Balance 8,274,068 2,875,685 851,053 95,400 490,188 54,887
Inflows:
Interest & Capital Gains 176,203 85,783 17,627 2,862 7,581 1,647
Transfer from GRF as per Budget 1,003,014 874,585 950,427 1,011,672 1,076,864 1,146,257
Growth Funding 25,000 80,000 130,000 180,000 230,000 280,000
Outflows:
LTC Capital Program (9,602,600) (65,000) (1,053,960) - (950,000)
Delay spending 2008 program 3,000,000 (3,000,000)
Firehall#4 debt repayment - (799,746) (799,746) (799,746) (799,746)
Estimated Ending Balance 2,875,685 851,053 95,400 490,188 54,887 683,045
The Planned Capital Expenditures outlined in Figure 22 are detailed in the following table.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 59
Figure 23: Fire Department Capital funded by Fire Department Capital Acquisition Reserve
Project 2009 2010 2011 2012 2013
Public Education Vehicle 15,000
Firehall #4 Technical & Furnishings 200,000
Firehall #4 Protective & Safety Equip 83,960
Equipment Purchase - Firehall #4 70,000
Firehall #3 Expansion 50,000 700,000
Firehall #4 Rescue 4 325,000
Firehall #4 Engine New 625,000
65,000 1,053,960 - 950,000 -
8.5 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 of fire equipment is funded through this reserve. Be-
ginning in 2009 some infrastructure sustainability funds will be allocated to this reserve.
Figure 24: Fire Department Equipment Replacement Reserve Projection
2009 2010 2011 2012 2013
Opening Balance 1,766,196 2,068,399 2,096,954 2,203,989 2,019,743
Inflows:
Interest & Capital Gains 54,336 68,427 68,534 76,695 60,592
General Revenue 267,867 285,128 303,502 323,059 343,877
Sustainability Funding 70,000 100,000 110,000 121,000 150,000
Outflows:
Planned Capital Expenditures (90,000) (425,000) (375,000) (705,000) -
Estimated Ending Balance 2,068,399 2,096,954 2,203,989 2,019,743 2,574,212
Town Centre Commercial Operation
This section isolates the effect the Town Centre Project has on District finances. The table below isolates the com-
mercial operations. The table shows commercial earnings, so principle payments are not included nor is the fund-
ing received though taxation. The earnings noted below will contribute to principle payments and transfers to the
Infrastructure Sustainability Reserve.
Figure 25: Commercial Operation
2009 2010 2011 2012 2013
Lease Revenues (net of allowances) 1,052,846 1,073,490 1,094,134 1,114,778 1,141,323
Parking Revenues 141,718 141,742 141,766 141,790 141,814
Recoveries and Other Revenue 275,218 275,218 275,218 275,218 275,218
Operating Expenses -397,747 -397,747 -397,747 -397,747 -397,747
Interest - Commercial Space -763,708 -739,826 -714,989 -689,158 -662,294
Closing Balance 308,327 352,877 398,382 444,881 498,314
In summary, the Town Centre Project cash flows have been managed within the parameters established by Council.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 60
Conclusions
The District can expect $4.3 million in new general revenue in 2009, primarily from growth in the tax base and a 4%
tax increase. $1.7 million goes to protective services issues (mainly RCMP and Fire Master Plan Implementation).
The labour category requires $1.4M or 33% of the new revenue to meet both inflationary and growth issues. Infra-
structure sustainability issues receive $0.4 million of the new revenue. The balance is required to deal with infla-
tionary and growth pressures. This leaves minimal room for enhancements.
Despite the current funding capacity limitations, our financial reserves approach $56.5 million, and another $41
million sits in restricted revenues. Other non-financial assets, such as Silver Valley lands and gravel resources,
strengthen our long-term position. A significant portion of these reserves and restricted revenues are committed to
funding the current capital program.
Where there are new revenues or proceeds, an opportunity exists to set some policy around where this funding is
applied. This may include needs and strategic initiatives that Council has identified that continue to be difficult to
fund, such as green initiatives, the replacement of our existing aging infrastructure and new large capital invest-
ments noted earlier.
The 2009 capital program builds on a very aggressive 2008 capital works program, with an addition of over $134
million in projects scheduled for 2009 through 2013. A DCC program for 2009 through 2013 worth $42 million
concentrates on transportation and park acquisitions, and utilizes debt financing to advance the schedule. The DCC
program utilizes debt and includes a portion of the interest payments to be funded through the DCC Reserves. Do-
ing this will require an amendment to the DCC bylaw and the approval of the Inspector of Municipalities.
This plan builds on the nearly $21 million of debt that was approved in 2008. The Debt financing included in 2009
through 2013 is all associated with DCC projects. With the economy slowing and uncertainty ahead, caution should
be exercised when considering debt. The debt servicing costs were to be largely funded through Development Cost
Charges. These collections have slowed significantly in 2008 and as such we will be monitoring this closely before
additional borrowing is considered.
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 rec-
ommendations by putting a long-term plan in place to address the situation, with a targeted tax increase as part of
the strategy.
As governments often do in economic slowdowns, the Province intends to accelerate its investment in public infra-
structure to stimulate the economy and job market. It will be important for the District to ensure that where it
makes sense we take advantage of any infrastructure grants. Often a condition of the grants is to participate or
match funding. We should keep this in mind when considering how to best allocate any new revenues, as we may
be able to leverage our funding. At the same time, careful consideration of the costs to maintain and replace new
assets is warranted.
The District’s business planning practices, financial prudence and relatively healthy reserve funds have and will con-
tinue to serve the community well in times of economic slowdown as well as boom.
SUPPLEMENTAL FUNDING FOR EXTRAORDINARY ITEMS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 61
Several projects were unable to be funded from increases in revenues. The District’s accumulated surplus has
been targeted to provide funding for the following projects:
Item 2009 2010 2011 2012 2013
Operating items approved in prior financial plans:
BC Disability Games 45,000
Citizen Satisfaction Survey 15,000
Park Growth Incremental 50,000
Other Adjustments:
Community Dev, Park & Rec Growth 3,357 27,415 -30,772
Capital Improvments to the Downtown
Spirit Square - increase funding to $1.3M 235,000
Design Work - Downtown Improvements 200,000
Lougheed (223 St - 224 St) 400,000
224 St. (Spirit Sq. - DTR) 300,000
Lougheed (222 St - 223 St) 300,000
933,357 27,415 284,228 0 300,000
Approved by Council Resolution in 2008
Fibre Network 270,000
REVENUES AND EXPENDITURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 62
Projected Revenues $121.3 Million
Projected Expenditures $121.3 Million
Capital Program $28.0M
Reserves $11.4M
Debt Payments $8.8M
Other $73.1M
Administration $ 3.3M
Fire Protection 6.0M
Police Services 16.1M
Corporate & Financial 5.1M
Parks, Recreation and
General Gov't Properties 15.6M
Public Works & Development 11.8M
Sewer 6.8M
Water 8.4M
$73.1M
Borrowing Proceeds $8.0M
Reserves $14.8MDevelopment Fees $8.5M
Fees & Charges $28.3M
Interest, Grants and Other
$8.2M Property Taxes & Parcel
Charges $53.5M
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 63
Actual Budget Budget Budget Budget Budget Budget
2008 2008 2009 2010 2011 2012 2013
Revenue
Property taxes 50,028 49,857 53,506 57,392 61,495 65,866 70,110
User fees and other revenue 29,740 26,511 28,312 29,910 31,549 33,327 35,249
Senior government transfers 2,976 16,472 6,359 10,960 11,915 2,352 2,714
Development revenue 7,890 34,201 8,456 13,630 14,668 18,818 12,955
Interest income 4,373 1,695 1,830 1,830 1,830 1,830 1,830
95,008 128,736 98,463 113,722 121,457 122,193 122,858
Expenditures
Interest Payments 4,329 4,569 4,632 4,490 4,390
Protective services 25,472 39,869 22,367 25,633 26,447 29,647 29,504
Transportation services 15,409 49,595 26,265 23,920 35,188 18,377 14,821
Recreation and Culture 18,367 40,235 18,412 17,330 18,057 22,019 22,351
Water Utility 8,129 9,756 10,328 13,208 11,791 13,967 13,684
Sewer Utility 6,890 9,047 8,569 16,019 7,894 8,353 8,916
General Government 11,932 16,977 11,014 9,713 10,376 11,303 10,484
Planning, other 5,943 4,423 3,775 3,931 4,093 4,252 4,444
92,141 169,901 105,059 114,323 118,477 112,408 108,594
Revenues less Expenditure 2,867 41,164- 6,596- 601- 2,980 9,785 14,264
Principle 1,826- 3,867- 4,444- 5,521- 6,390- 7,074- 7,136-
Borrowing Proceeds - 21,766 8,023 2,750 5,250 - -
Change in Fund Balance 1,041 23,265- 3,017- 3,372- 1,840 2,711 7,128
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 64
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 65
Five-Year Operating Plan Overview
Key Account Balances
2009 Base Budget Increases
Summary of Staffing History and Forecast
Departmental Business Plans
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 66
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)
Account Category (G/L#) 2004 2005 2006 2007 2008
Revenue & Taxation
Taxes - General Revenue (16000-4000) -33,176 -35,669 -38,860 -42,624 -46,171
Grants in Lieu - Provincial (16000-4060) -712 -743 -795 -709 -694
Grants in Lieu - Other (16000-4060) -822 -851 -859 -965 -1,045
MFA Discharge (12400-4380) -116 -125 -105 -112 -55
Investment Interest (15000-4295) -677 -892 -894 -1,532 -2,664
Gain/Loss - Property For Resale (15000-4298) -4,831 -333 -262 -9 -500
Surplus Transferred In (15000-4520) -3,067 -272 -2,238 -1,832 -549
Prov. Grant (Unconditional) (10000-4253) -653 -731 -809 -926 -941
Recycling Fees (51000-4220) -96 -95 -131 -144 -202
Dog Licences (26000-4340) -155 -136 -122 -185 -268
Property Management
Commercial Lease Revenue-Tower (multiple) - - - -288 -1,100
Parking Revenue-Tower Commercial (11800-4310) - - - -45 -150
Common Cost Recovery - Tower (11800-4310) - - - -178 -250
Protective Services
Towing and contract revenue (21000-4230) -38 -41 -76 -76 -63
False Alarm Fines (21000-4240) -45 -49 -60 -149 -93
PM Cost Share - RCMP Contract (21000-4258) -595 -616 -674 -738 -847
Sale of Service (21000-4650) - -156 -57 -40 -47
Recreation
Planet Ice-Ice Rentals (47600-4500) -161 -142 -146 -148 -165
Leisure Centre Admissions (47500-4110) -749 -711 -711 -774 -814
Lessons/Prog Fees - Swimming (47500-4320) -309 -318 -315 -319 -354
Corporate Fitness Revenue (47500-4321) -174 -151 -141 -137 -110
L.C. - General Program Revenue (47500-4322) -96 -114 -144 -119 -113
Development Services
Building Permits (24000-4445) -1,333 -1,372 -1,909 -2,257 -2,401
Business Licences (53300-4342) -375 -446 -425 -559 -595
Application Fees - Rezoning (53110-4120) -88 -94 -144 -93 -80
Application Fees - Subdivision (53110-4122) -74 -93 -130 -79 -74
Application Fees - Dev Permit (53110-4124) -81 -135 -116 -131 -122
Subdivision Inspection Fees (32110-4220) -434 -377 -410 -481 -810
Public Works
Sales - Gravel (33100-4510) -58 -14 -12 - -292
GVTA Grant - Roads (33100-4260, 4261) -631 -647 -451 -425 -497
ACTUAL
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 67
2008 2009 2010 2011 2012 2013
-46,137 -49,677 -53,405 -57,359 -61,578 -65,687
-721 -735 -769 -799 -813 -829
-1,008 -1,009 -1,010 -1,010 -1,010 -1,010
- - - - - -
-750 -885 -885 -885 -885 -885
- - - - - -
-549 -1,091 -39 -284 - -300
-925 -942 -942 -942 -942 -942
-100 -100 -100 -100 -100 -100
-280 -280 -280 -280 -280 -280
-1,309 -1,053 -1,073 -1,094 -1,115 -1,137
-140 -142 -142 -142 -142 -142
-118 -212 -212 -212 -212 -212
-76 -10 -10 -10 -10 -10
-28 -48 -48 -48 -48 -48
-914 -942 -965 -991 -1,018 -1,042
- - - - - -
-146 -146 -146 -146 -146 -146
-760 -760 -760 -760 -760 -761
-310 -310 -310 -310 -310 -310
-145 -145 -145 -145 -145 -145
-102 -102 -102 -102 -102 -102
-1,700 -1,734 -1,734 -1,734 -1,734 -1,734
-500 -550 -550 -550 -550 -550
-93 -106 -108 -111 -113 -115
-93 -106 -108 -111 -113 -115
-89 -147 -150 -153 -156 -159
-315 -315 -315 -315 -315 -315
-457 -500 -500 -500 -500 -500
-674 -674 -674 -674 -674 -674
BUDGET
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 68
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)
Account Category (G/L#) 2004 2005 2006 2007 2008
Legislative Services
Grants & Donations (80B) (13000-6180) 33 34 54 116 503
Training - Council (13000-6400) 5 2 1 - 1
Fire Department
Fire Fighting Salaries (22000-5501) - 326 1,312 1,802 2,414
Paid on Call Relief Wages (22000-5505) - 22 134 190 301
Paid on Call Wages (22000-5600) 778 749 642 617 565
Contract (Emergency 911) (22000-7007) 85 92 84 87 80
Hall #4 - Paid on Call (22041-5600) - - - - -
Police Services
Centralized Dispatch (21140-7051) 704 809 921 970 1,009
Regular Members Contract (21200-7007) 7,517 8,174 8,300 8,777 9,977
Corporate Services
Insurance (12101-6210) 622 667 695 676 669
Recruiting Costs (12102-7065) 6046789482
Fiscal Services
Contribution to Core Reserve (10000-9020) 2,981 3,084 3,850 5,702 5,793
Transfers to Capital Works Res (10000-9400) 5,947 847 852 632 1,084
Transfers to Fire Dept Cap Acq (10000-9400) 598 677 722 1,026 833
Transfers to General Capital (10000-9400) -24 4 16 -347 50
Transfers to General Capital (10000-9410) 1,387 768 1,471 10,410 1,086
Contribution to Self-Insurance (12400-9021) 45 45 745 45 45
Transfers to Equip Replc-Ops (33100-9400) 622 688 665 756 869
Other
Fraser Valley Regional Library (47200-7007) 1,792 1,865 1,969 2,068 2,112
Consulting - Engineering (32100-7005) 169 245 168 219 157
Recycling Contract (51000-7007) 737 795 824 899 870
GVRD Water Purchases (71000-7380) 2,736 3,042 3,640 4,183 4,387
GVRD Sewer Admin Fees (61000-6005) 2,003 2,206 2,450 2,630 2,928
Please refer to each individual section for details.
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 69
2008 2009 2010 2011 2012 2013
456 61 61 61 62 62
46 16 16 16 16 16
2,604 3,122 3,882 4,676 5,506 6,006
- 358 358 358 358 358
664 563 587 612 634 657
124 114 114 114 114 114
50 - - - - -
1,009 1,039 1,070 1,103 1,136 1,170
11,053 11,924 12,728 13,647 14,511 15,390
803 763 769 775 782 789
71 49 49 49 49 49
5,793 5,757 5,777 5,798 5,819 5,819
725 739 838 775 838 1,119
833 155 281 392 507 627
- - - - - -
2,991 3,104 2,341 2,747 2,568 2,783
45 45 45 45 45 45
869 920 991 1,024 1,103 1,142
2,112 2,218 2,329 2,445 2,568 2,722
256 81 81 81 81 81
937 959 991 1,025 1,055 1,085
5,068 5,562 5,971 6,400 6,831 7,171
2,934 3,079 3,223 3,368 3,513 3,658
2009 BASE BUDGET INCREASES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 70
The 2009 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue - $4.3 million, 2009
Fire Master Plan
$800K
19%
Policing $900K
21%
Other Categories
$300K
7%
Growth Costs
$325K
8%
Library $100K
2%
Infrastructure
Sustainability
$450K
10%
Labour $1.4 M 33%
There were several requests for funds to address emerging issues. More information on each request can be found
in the departmental business plans (a separate document used to support the budget decision-making process).
Incremental Adjustments
General Revenue Fund (GRF) 2009 2010 2011 2012 2013
Transfer to Surplus: Prior to Incremental Adjustments 45,994 44,765 45,047 44,120 85,621
Recommended Ongoing Incremental Adjustments:
Arts Centre -20,000 -25,000 -30,000 -30,000 -30,000
Bicycle Advisory Committee -5,000 -10,000 -10,000 -10,000 -10,000
Recommended One Time Incremental Adjustments:
Affordable Housing -75,000
Emergency Program - Supplies -10,000
Zoning Bylaw - Legal -50,000
BIA Façade Improvements Program -12,000 -12,000
BIA Security (funded from Police Services Reserve) -20,000
Funding from Police Services Reserve 20,000
Funding from 2008 Surplus (One Time Adjustments) 147,000 12,000
Transfer to GRF Surplus 20,994 9,765 5,047 4,120 45,621
Water Revenue Fund 2009 2010 2011 2012 2013
Recommended Ongoing Incremental Adjustments:
Water Technologist -100,000 -100,000 -100,000 -100,000 -100,000
Cross Connection Control Program -100,000 -100,000 -100,000 -100,000 -100,000
Funding from Water Revenue Fund 200,000 200,000 200,000 200,000 200,000
STAFFING HISTORY AND FORECAST
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 71
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department within the
District for the years 2009 through 2011. The years 2002-2008 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.
2002 2003 2004 2005 2006 2007 2008 2008 2009 2010 2011
CAO
CAO Administration 2.7 3.6 5.0 6.9 7.0 6.4 7.0 7.0 7.0 7.0 7.0
Economic Development 0.00.01.02.02.62.72.8 4.03.53.53.5
Human Resources 7.36.55.94.04.35.05.0 5.55.55.55.5
10.0 10.1 12.0 12.9 13.9 14.1 14.8 16.5 16.0 16.0 16.0
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
CDPR Administration 2.5 2.5 2.5 2.2 2.3 3.0 3.0 3.0 3.0 3.0 3.0
Parks & Facilities 19.3 19.0 19.0 19.7 20.5 24.5 24.4 26.3 27.5 27.5 27.5
Recreation 58.7 56.3 57.3 57.7 56.7 58.9 61.2 60.3 59.6 59.8 59.8
Community Services 7.2 8.3 7.5 7.9 9.1 9.4 10.8 9.5 11.0 11.0 11.0
87.7 86.0 86.3 87.5 88.7 95.8 99.4 99.1 101.1 101.3 101.3
CORPORATE & FINANCIAL SERVICES
CFS Administration 2.0 1.7 1.5 1.5 1.5 1.8 2.0 2.0 2.0 2.0 2.0
Clerks 6.6 6.3 6.2 6.3 6.5 6.6 6.9 7.3 6.9 6.9 6.9
Finance 14.7 15.9 16.9 16.5 16.6 17.7 17.3 17.9 17.7 17.7 17.7
Information Services 11.0 12.6 11.9 12.1 12.6 13.2 13.4 15.2 14.5 13.3 13.0
Fire Department 8.0 8.0 8.0 12.0 24.1 29.6 35.4 37.0 43.0 50.0 50.0
Police Services 33.8 29.5 32.5 33.3 35.6 37.0 38.6 41.5 43.7 43.7 43.7
76.0 73.9 77.0 81.7 97.0 105.8 113.6 120.8 127.9 133.6 133.4
PUBLIC WORKS & DEVELOPMENT SERVICES
PWD Administration 2.0 2.8 2.5 2.5 2.5 2.9 2.4 3.0 3.0 3.0 3.0
Engineering 22.8 22.9 22.6 22.1 24.2 24.8 23.9 28.0 28.1 28.1 28.1
Licenses, Permits & Bylaws 20.1 20.7 21.5 22.4 22.9 24.1 26.0 27.0 28.5 28.5 28.5
Planning 13.8 14.0 12.5 13.2 14.7 16.1 16.1 15.0 17.0 17.0 17.0
Operations 59.3 61.2 64.4 69.1 66.7 69.7 69.2 70.0 68.4 69.4 70.4
118.0 121.5 123.6 129.3 130.9 137.6 137.6 143.0 145.0 146.0 147.0
291.8 291.5 298.8 311.5 330.4 353.3 365.4 379.5 390.0 397.0 397.7
Actual FTE's (net of vacancies & unpaid leave) Full Staffing (budget)
STAFFING HISTORY AND FORECAST
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 72
Budgeted FTEs per Department 2007 - 2009
The 2009 estimate of 390 full-time equivalents has increased from a budget of 376 in 2008, and 354 in 2007.
DIVISION New Permanent Positions and Position Changes
CAO
Human Resources Payroll Clerk re-classed to Payroll Coordinator
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Community Services New Youth Program Assistant II
Community Services Program Assistant reclass to Youth Program Assistant II
Parks & Facilities Playground Maintenance Worker
Recreation Technical Support Supervisor to Administrative Coordinator - Recreation
Recreation Additional Building Service Worker
CORPORATE & FINANCIAL SERVICES
Finance Reclass to Accounting Clerk - Revenue
Finance Part-time to new Accountant I
Information Services Network Support Specialist to Information Services Support Specialist
Information Services Computer Support Specialist to Information Services Support Specialist
Fire Department Two new Fire Captains
Fire Department Four new Fire Fighters
Police Services Fleet Maintenance Coordinator Clerk Typist III to Administrative Support Assistant
Police Services Two Receptionist positions reclassed as Clerk II
Police Services New Bylaw Enforcement RCMP Liaison position shared with Licensing & Bylaws
PUBLIC WORKS & DEVELOPMENT SERVICES
Administration Working Supervisor Customer Service Centre redeployed as Senior Development Technician
Engineering Two Engineering Technologists are now Engineering Technicians
Licences, Permits & Bylaws Building Inspector II replaced by a Building Inspector I
Licences, Permits & Bylaws Bylaw Enforcement RCMP Liaison shared with RCMP
Licenses, Permits & Bylaws Additional Bylaw Officer position
Operations New Water Technologist position
Operations Staff for the Cross Connection Control Program
Planning Additional Environmental Technician
Planning Additional Planning Technician
Planning Planning Assistant II to Mapping and Graphics Technician
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 73
The Office of the Chief Administrative Officer (CAO)
guides the District’s activities from leadership, govern-
ance, communications and corporate policy perspec-
tives, and acts as liaison between Council and staff. A
brief summary of some of the 2008 accomplishments
in the division are shown below, followed by the busi-
ness context relevant to the 2009-2013 planning pe-
riod.
The subsequent pages in the Office of the CAO section
provide information on the departments reporting to
this division, including staffing, 2009 workplan high-
lights and budgets. The departments within this section
are Administration, Communications, Economic Devel-
opment, and Human Resources.
Select 2008 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.
Continued work with Council on the implementation
of the nine strategic focus areas and Vision 2025
as identified in the Corporate Strategic Plan.
Ensured the delivery of excellent service to our Citi-
zens.
Creating a dynamic and vibrant downtown.
Worked with the Economic Advisory Commission
and the Economic Development Office to ensure
the implementation of a revitalized service delivery
model for Economic Development.
Enhanced the District’s emergency planning, re-
sponse and recovery capability.
Dealt effectively with major issues or policy items
that arose during the year.
Implemented actions recommended in the 2008-
11 Sustainability Report.
Continued Staff Appreciation events.
Improved communication with employees.
Implemented Employee ‘Get Moving’ Health and
Wellness Program.
Successful announcement of the TransLink Over-
haul Facility and British Columbia Institute of Tech-
nology Training Facility.
Worked on special project (Picture BC) in conjunc-
tion with the Union of BC Municipalities and Knowl-
edge Network to profile Maple Ridge internation-
ally.
Worked with a film production company to produce
a series of film highlights on Maple Ridge shown at
the 2008 Olympics in Beijing, China.
Worked with the Clerk’s Department organizing a
regional 2008 Local Government Elections cam-
paign to encourage people to vote.
Successfully concluded bargaining with both Un-
ions.
Business Context
Strong entrepreneurial spirit in the community
Striving to be a Top Performing Municipality (a
great place to work)
Aging workforce 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, avail-
able labour force and the eastward movement of
development.
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 74
Services Provided
The Office of the CAO Administration section is respon-
sible for the overall administration of the District’s de-
partments, developing corporate policy, providing lead-
ership and direction for senior staff in the day-to-day
and long-term business affairs of the District in accor-
dance with Council’s Strategic Plan, and providing ad-
vice to Council about District organization and operating
procedures.
The office is also responsible for corporate communica-
tion, ensuring the dissemination of information and
ample opportunities for input and participation by cus-
tomers and staff. We undertake the research, devel-
opment, coordination and implementation of corporate
initiatives. In addition, we are responsible for the cor-
porate-wide performance measurement and reporting
program.
2009 Workplan Emphasis
Work with Council will continue on the strategic direc-
tion 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
Manager of Economic Development to ensure the im-
plementation of a revitalized service delivery model for
Economic Development. We will continue to work to-
wards the creation of a dynamic and vibrant downtown
and enhance the District’s emergency planning re-
sponse and recovery capability.
We will continue to implement actions recommended in
the 2008-2011 Sustainability Report including the co-
ordination of the implementation of the Sustainability
Action Plan and development of an Energy and Emis-
sions Plan.
Ensure that our external customers have easy access to
timely, accurate and meaningful information related to
planned and current District activities and are also kept
informed of positive events in the community; and, to
ensure our external customers are aware of the variety
of opportunities they have to provide input on matters
before Council.
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 75
Organization Chart
These positions all report to Administration but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Chief Administrative Officer 0.7 1.0 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 1.0
Manager Corporate
Communications
- 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Sustainability and
Corporate Planning
- - - - - - 0.9 1.0 1.0 1.0
Policy Analyst - - - 0.9 1.0 1.0 0.1 - - -
Executive Assistant 2.0 2.1 3.0 3.0 3.0 2.0 2.0 2.0 2.0 2.0
Research Technician - - - - - 0.4 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.7 3.6 5.0 6.9 7.0 6.4 7.0 7.0 7.0 7.0
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 76
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Administration
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Conventions & Conferences
(12100/12101-6051)
6141519 4 23% 19 19 19 19
Lease Expense (11000-6230) 120 129 122 122 - - 122 122 122 122
Legal (12101-7030) 15 35 --------
Lieu Time Payouts (12000-5700) - - 55 174 119 216% 178 182 186 190
Memberships (12100-6270) 18 26 28 29 13%29292929
Miscellaneous (12101-6275) 8 8 10 10 - - 10 10 10 10
Publications (12101-6335) - - 1 1 - -1111
Salaries (12100/12101-5500) 322 472 474 499 25 5% 519 541 560 580
Seminars/Prof Meetings/Train'g
(12100/12101-6050)
-244 - -4444
Studies & Projects (10000-6380) 65 71 165 112 -54 -32% 112 112 112 112
Total Expense 554 757 873 967 94 11% 992 1,018 1,041 1,066
Comments:
- Conventions & Conferences – Funding was reallocated to accommodate additional staff.
- 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 2008 budget was distributed to departments that had lieu time payout before the
2008 May budget being adopted. The 2009 budget does not show this as distributed because it was adopted
in January.
- Salaries – Budget is in line with the wage and benefit cost contingency.
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Committee Costs (13000-6045) - - 4 4 - -4444
Conventions & Conferences 14 21 28 21 -7 -26% 21 21 21 21
(13000-6051)
Grants & Donations (13000-6180) 116 503 456 61 -395 -87% 61 61 62 62
Miscellaneous (13000-6275) 10 11 8 8 - -8888
Public Relations (13000-7060) 10 5 19 11 -8 -42% 11 11 11 11
Salaries (13000-5500) 327 359 340 451 111 33% 467 482 504 519
Training (13000-6400) - 1 46 16 -31 -66% 16 16 16 16
Utilities - Telephone (13000-6520) 4 4 7 7 - -7777
Total Expense 481 904 907 578 -330 -36% 594 609 632 647
Comments:
- Grants & Donations – The 2008 budget contained the Maple Ridge Secondary School running track expansion.
- Salaries – As is the practice, Council remuneration was reviewed in the last year of the term which resulted in a
significant increase. The balance is an increase in staff salary that is in line with the wage and benefit cost con-
tingency.
- Training – 2008 budget contained funding from prior years for projects that were not yet completed.
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 77
Financial Plan – Communications
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Advertising (12105-6010) 24 29 40 30 -10 -25% 30 30 30 30
Consulting (12105-7005) 36 36 35 35 - - 35 35 35 35
Miscellaneous (12105-6275) 3 5 5 5 - -5555
Publicity & Promotions (12105-6330) 23 2 20 20 - - 20 20 20 20
Salaries (12105-5500) 111 121 110 115 5 5% 120 125 129 134
Supplies - Software (12105-6280) - 1 3 3 - -3333
Website Services (12105-8033) 8 - --------
Total Expense 205 194 212 208 -5 -2% 212 217 222 226
Comments:
- Advertising – 2008 budget included funding of $10,000 to increase voter turnout.
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 78
Services Provided
Maple Ridge Economic Development assists business
owners and those interested in starting or growing a
business here by providing information, resources and
identifying the required government licenses and per-
mits. Continually seeking out potential opportunities
and leads, we utilize comprehensive marketing strate-
gies to encourage business in Maple Ridge. To ac-
commodate the thriving film industry Economic Devel-
opment provides a “one-stop” Film Production Liaison
service to assist with location scouting and permits.
2009 Workplan Emphasis
2009 is a building block year for Maple Ridge Economic
Development. We’re developing a high calibre team and
ensuring that the systems, processes, and measure-
ment tools are in place to achieve the goals in our work
plan.
The two primary goals are attracting Commercial and
Industrial business investment and the creation of high
value local jobs. As detailed in the Town Centre Area
Plan, we are encouraging revitalization of our Town
Centre. Working with our Economic Advisory Commis-
sion we have identified our priority target sectors, as:
High Tech, Advanced Manufacturing, Advanced Educa-
tion, and Tourism (accommodation and infrastructure).
The Business Plan focuses on using a collaborative,
inclusive approach whereby we work with partners to
harness the power of their networks and connections to
our mutual benefit. By working together and building
on our strengths, we significantly increase the likeli-
hood of achieving our goals of strengthening our com-
petitiveness to attract investment. This includes build-
ing awareness, attracting additional high value jobs to
Maple Ridge and creating an increasingly more vibrant
community. These partnerships include national, re-
gional, and local agencies such as – The Economic De-
velopers Association of Canada (EDAC), The Economic
Development Association of BC (EDABC) and its in-
vestment attraction arm LinxBC; Metro Vancouver
Commerce; and agencies such as Tourism BC, Tourism
Vancouver Coast and Mountains, the School District
and Fraser Health.
Performance Measurement (Appendix C)
Build a sustainable community that includes a bal-
ance of land use types
Attract film productions through excellent customer
service, cost competitiveness, and a streamlined
process
Organization Chart
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 79
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director Economic Development - - 0.7 - - - - - - -
Manager Economic Development - - - - - - 0.8 1.0 1.0 1.0
Business Retention & Expansion
Officer
- - 0.2 1.0 1.0 0.7 - 0.8 0.8 0.8
Administrative Assistant - - 0.2 1.0 0.8 1.0 1.0 0.7 0.7 0.7
Film Production Liaison - - - - 0.7 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent - - 1.0 2.0 2.6 2.7 2.8 3.5 3.5 3.5
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Economic Development
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Contributions from Others (12106-4820) -150 -153 -153 -153 - - -153 -153 - -
Federal Grant (Conditional) (12106-4250) -49 -147 -284 -284 -100% - - - -
Miscellaneous Income (12106-4390) -3 -3 --------
Permits (12106-4445) -13 -10 -5 -5 - - -5 -5 -5 -5
Prov. Grant (Unconditional) (12106-4253) - -10 -50 -50 -100% - - - -
Sale of Service (12106-4600) -9 -14 -10 -10 - - -10 -10 -10 -10
Total Revenue -224 -337 -502 -168 334 -67% -168 -168 -15 -15
Expense
Advertising (multiple) 64 226 47 47 - - 47 47 47 47
Committee Costs (12106-6045) 1 6 1 1 - -1111
Contract (12106-7007) 35 35 35 35 - - 35 35 35 35
Conventions & Conferences (12106-6051) 1 18 21 21 - - 21 21 21 21
Cost of Goods Sold (12106-7300) 9 5 --------
Grants & Donations (12106-6180) 175 153 153 165 12 8% 165 153 - -
Memberships (12106-6270) 1 8 1 1 - -1111
Miscellaneous (12106-6275) - - 1 1 - -1111
Postage & Courier (12106-6305) - - 2 2 - -2222
Salaries (12106-5500) 174 223 275 281 6 2% 290 299 308 317
Studies & Projects (12106-6380) 66 - 399 15 -384 -96% 15 15 15 15
Supplies (12106-6300) 2 15 2 2 - -2222
Wages (12106-5600) 3 9 --------
Total Expense 531 698 938 572 -366 -39% 581 578 433 442
TOTAL ECONOMIC DEVELOPMENT 307 361 436 404 -32 -7% 413 410 418 427
Comments:
- Contributions from Others – Business Improvement Area levy charge to businesses in the downtown area.
- Federal Grant – Grant from the Union of British Columbia Municipalities for community tourism.
- Grants and Donations – Remittances of the levy for the Business Improvement Area.
- Studies & Projects – 2008 budget contained funding from prior years to complete work.
OFFICE OF THE CAO – HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 80
Services Provided
The Human Resources Department is a small group of
employees dedicated to providing our coworkers with a
comprehensive suite of human resource services to
help them be engaged in their work and maximize their
individual contribution to the District’s goals. We start
by recruiting and promoting the best people into the
job. Then we enable clear understanding of expecta-
tions and provide opportunities for feedback and input
through the performance planning process. Develop-
ment is supported through internal and external train-
ing and project opportunities.
The negotiation and day to day administration of the
Collective Agreement (including grievance and classifi-
cation administration) is another key service.
A number of critical programs are administered which
contribute to the wellbeing and productivity of our em-
ployees. These include: the attendance management,
employee assistance, occupational health & safety,
employee recognition and suggestion, and employee
welfare benefits programs.
2009 Workplan Emphasis
Continuing with the Top Performing Municipality (TPM)
priorities of enhancing leadership capacity and increas-
ing cross-functional involvement, we will support and
monitor the BCIT accredited leadership program and
will also implement the Office Administration Certificate
through Vancouver Community College. We will also
offer a series of practical supervisory courses to aug-
ment the leadership theory certificate.
This year we will be piloting, in a couple of departments,
360° performance feedback to assess how this
method of input fits with our organization.
In recent years we have noticed a disturbing trend of
increased WCB and sick leave costs. Consequently,
reducing time-loss due to accidents or illness will be a
key focus in 2009.
We will continue to take an active role in the employee
“grass-roots” group that is championing sustainable
practices in the work place. The work group has im-
plemented and is working on initiatives in the areas of
the 3R’s waste reduction, alternative commuter trans-
portation and energy reduction
Technology enhancements in the areas of employee on-
line access to their pay, benefits and vacation/lieu
banks and revising the recruitment section of the Dis-
trict’s website are also important deliverables this year
.
Performance Measurement (Appendix C)
Provide staff with training that will broaden their
scope of job skills, enhancing effectiveness in their
respective roles
OFFICE OF THE CAO – HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 81
Organization Chart
Executive Director
to the CAO
John Leeburn
Manager Payroll
& Employee
Relations
Michelle Wetherill
Payroll Coordinator
Cynthia Ulrich
Clerk II
.5 FTE
Catherine Schmidt
Senior Human
Resources Officer
Steve Traviss
Human
Resources Officer
Kathy Lamont
Human
Resources Clerk
Dee Nagra
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director of Communications & HR - 0.5 1.0 - - - - - - -
Director of Corporate Support 1.0 0.5 - - - - - - - -
Mgr Payroll & Employee Relations - - - - - 0.4 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 1.0
Human Resources Officer 1.9 1.3 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0
Human Resources Assistant 1.0 0.5 - - - - - - - -
Payroll Coordinator - - - - - - 0.5 1.0 1.0 1.0
Payroll Clerk 0.6 0.9 0.8 1.0 1.0 0.9 0.5 - - -
Human Resources Clerk - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk II 2.6 1.3 0.3 0.2 0.1 0.3 0.6 0.5 0.5 0.5
Other 0.2 0.5 0.8 - 0.2 0.3 - - - -
Full-Time Equivalent 7.3 6.5 5.9 4.0 4.3 5.0 5.0 5.5 5.5 5.5
OFFICE OF THE CAO – HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 82
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Human Resources
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Miscellaneous Income (12102-4390) -3 - --------
Total Revenue -3 - --------
Expense
Consulting (12102-7005) 4 28 7 19 12 174% 19 19 19 19
Cost of Goods Sold (12102-7300) 6 - --------
Counselling (12102-7010) 13 17 16 16 - - 16 16 16 16
Labour Relations (12102-6220) 28 22 30 30 - - 30 30 30 30
Memberships (12102-6270) 1 1 1 1 - -1111
Miscellaneous (12102-6275) 17 17 17 13 -4 -25% 13 13 13 13
Municipal Functions (12102-5532) 15 21 18 18 - - 18 18 18 18
Program Costs (multiple) 65 58 76 73 -3-4%73737373
Programs (47500-100-4321) - 5 --------
Recruiting Costs (12102-7065) 94 82 71 49 -23-32%49494949
Retirement Expenditures (12102-5531) 5 6 --------
Salaries (12102-5500) 489 579 568 633 65 11% 666 694 718 744
Severance - Termination (12102-5530) - 3 --------
Special Promotional Projects (12102-6331) 30 36 36 31 -5 -14% 31 31 31 31
Studies & Projects (12102-6380) 17 3 604 --604-100%----
Training (multiple) 182 195 169 196 27 16% 204 213 221 228
Total Expense 966 1,073 1,613 1,078 -535 -33% 1,120 1,155 1,188 1,221
TOTAL HUMAN RESOURCES 963 1,073 1,613 1,078 -535 -33% 1,120 1,155 1,188 1,221
Comments:
- Consulting, Miscellaneous, Programs, Special Costs – The addition of benefits consulting in 2009 was funded
by reductions in these four accounts.
- Recruiting Costs – Previous budgets contain funding from previous years to address specific recruiting costs.
- Salaries – The increased budget in 2009 is due to a reclassification; the balance is in line with the wage and
benefit cost contingency.
- Training – The training budget is a function of total salaries and increases over time.
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 83
The Community Development, Parks & Recreation Ser-
vices Division (CDPR) has responsibility for parks, rec-
reation, cultural activities, programs, facilities, liaison
with community groups, community development work,
accessibility, and emergency preparedness. The de-
partments within this section are CDPR Administration,
Parks & Facilities, Recreation, Community Services
(incl. Social Planning) and Emergency Services.
The subsequent pages in the CDPR section provide in-
formation on the various departments, including staff-
ing, 2009 Workplan highlights and budgets. The de-
partments within this section are CDPR Administration,
Parks & Facilities, Recreation, Community Services
(incl. Social Planning) and Emergency Services.
Select Division 2008 Accomplishments
Process commenced on the Parks, Recreation, and
Cultural Plan update. A Request for Proposal was
awarded and Public Workshop and focus group
meetings began.
Completed a Parks Acquisition and Development
Funding Strategy within the context of the Master
Plan and negotiations are in progress with SD42 on
joint site acquisition.
2008 Random Customer Satisfaction Survey was
completed.
Continued discussions with Katzie and Kwantlen on
the Blue Mountain Sustainability Study based on
Memorandum of Understanding.
Assumed control of Pitt Meadows Arena Operation
and hired interim operator pending settlement of
outstanding legal issues.
Provided staff support to Spirit of BC Committee
Sport Tourism Coordinator hired.
Participated in establishment of the BC Games for
the Physically Disabled Organizing Committee.
Addressed Field Lighting Change at Rotary Field
resulting in a change in hours of operation.
Obtained Spirit Square Grant and completed com-
munity consultation, established phasing, com-
pleted design and tendering.
Completed Randy Herman Centre construction.
Managed CERI Project restoration on North Alou-
ette following over cut.
Finalized Whonnock Lake Expropriation and con-
struction of lake level control structure.
Business Context
During the process of developing the 2009–2013 plan
several challenges have been noted which require
some discussion.
Pressure for new unforeseen facilities and land-
scaped areas:
As growing communities both Pitt Meadows and
Maple Ridge are benefiting by some very positive
energy and significant opportunities. Pressure is
growing on several fronts in areas not previously
contemplated in the Parks, Recreation and Cultural
Master Plan adopted in 2001. In some cases they
have also not been anticipated in our long term fi-
nancial plan.
Projects like the Pitt Meadows Seniors Pavilion,
South Bonson Amenity Building, the Hammond
Stadium upgrade, the Maple Ridge Museum, the
third Artificial Turf Field, and others have received
some level of endorsement from the Commission
and one or both Councils. The acquisition of the
Pitt Meadows Arenas was recently added to that
list. Downtown beautification (Spirit Squares) and
traffic calming with several new landscape areas
have also not been considered. The scale of all
these projects is significant from both the capital
and operating perspective and determining how
and when to fund them is challenging. We are also
cognizant of growing pressure on some of our cur-
rent facilities like the fitness areas within both the
Pitt Meadows Family Recreation Centre and the
Maple Ridge Leisure Centre. This will only intensify
as the populations in both communities increases
with the enhanced pace of higher density residen-
tial growth now being experienced.
Employee Retention and Succession Planning:
Front line staff working in regular and evening
shifts are becoming more difficult to recruit and re-
taining some senior staff may become more chal-
lenging as retirements occur at this and other mu-
nicipal governments. Training and succession
planning at all levels of the organization have be-
come even more important aspects of our work.
Infrastructure Repair and Replacement:
Taking care of what we already have is particularly
challenging in the face of demands for new facili-
ties and services. Our customers and citizens un-
derstandably expect our equipment and buildings
to work. Breakdowns related to mechanical sys-
tems which are long past their life expectancy are
not acceptable and our facility infrastructure is sig-
nificantly under-funded at present. A plan is in
place to increase the level of funding over the term
of the five year plan.
CDPR – ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 84
Services Provided
The Community Development, Parks & Recreation Ser-
vices (CDPR) Administration section’s role is to ensure
coordination of resources in management and devel-
opment of parks, delivery of leisure services, act as a
networking agent, information broker, and community
resource. Identified community needs are addressed
by a variety of approaches from direct provision of ser-
vices to establishing partnerships. In addition, we are
responsible for carrying out corporate initiatives as di-
rected by Council and the Corporate Management
Team, and we attend to enquiries and request for assis-
tance from fellow staff, Council members, and the gen-
eral public.
2009 Workplan Emphasis
We will continue implementation of the Parks, Recrea-
tion, and Cultural Master Plan to ensure appropriate
services are available for present and future customers
and citizens to live healthy lifestyles. We will be imple-
menting the Maple Ridge Public Art Policy and Plan as
well as Protocol Agreements with the Katzie and
Kwantlen First Nations with particular emphasis on the
development of a sustainability plan for Blue Mountain.
We will also be supporting and hosting the 2009 BC
Disability Games.
Organization Chart
Recreation Manager
Community
Connections
Shelley Jorde
General Manager
Community
Development, Parks &
Recreation Services
Mike Murray
Emergency
Program Assistant
Barbara Morgan
Director of
Parks & Facilities
David Boag
Manager Parks &
Open Space
Bruce McLeod
Facilities
Operations
Manager
Michael Millward
Parks
Superintendent
Glen Minaker
Director of
Community
Services
Sue Wheeler
Executive Assistant
Ingrid Kraus
Director of
Recreation
Kelly Swift
Recreation
Manager Support
Services
Don Cramb
Recreation Manager
Health and Wellness
Lex Tierney
These positions all report to CDPR but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Administration
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 1.0 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 0.2 0.3 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.5 2.5 2.5 2.2 2.3 3.0 3.0 3.0 3.0 3.0
CDPR – ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 85
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – CDPR Administration
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
PM - Cost Recovery (41200-4236) -48 -67 -66 -62 4-7%-63-68-67-68
Total Revenue -48 -67 -66 -62 4-7%-63-68-67-68
Expense
Conventions & Conferences (41200-6051) 7 12 12 12 - - 12 12 12 12
Other Outside Services (41000/41200-7051) 5 26 20 5 -16 -78% 5 20 5 5
Salaries (41200-5500) 239 257 252 263 11 5% 274 326 408 464
Special Projects (40000-6385) - 44 38 --38 -100% - - - -
Supplies (41200-6300) 3 1 3 3 - -3333
Total Expense 254 340 325 283 -42 -13% 294 361 428 484
TOTAL CDPR-ADMIN 206 273 259 221 -38 -15% 230 293 361 415
Comments:
- Other Outside Services – A citizen’s satisfaction survey is carried out every three years.
- Salaries – Budget is in line with the wage and benefit cost contingency. In 2011 through 2013 there is a bal-
ance of the growth funding $40,757, $112,500, and $157,500. The balance of what had been committed has
already been distributed to address costs associated with growth.
- Special Projects – 2008 budget contained funding for the Fraser Riverfront Master Plan.
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Bank Charges (47500-6030) 28 28 28 28 - - 28 28 28 28
Federal Grant (Conditional) (41300-4250) - -2 --------
Insurance (41210-6210) 84 89 90 102 12 13% 102 102 102 102
Memberships (41000/41100-6270) 4 5 5 5 - -5555
Miscellaneous (multiple) 17 23 14 15 15%15151515
Public Relations - - 0 0 - -0000
Salaries (multiple) 1,331 1,687 1,631 1,830 199 12% 1,905 1,982 2,049 2,120
Service Severance Costs (41400/42000-5150) 32 32 43 43 - - 43 43 43 43
SS Allocation (41000-5425) -1,693 -2,125 -1,909 -2,072 -163 9% -2,144 -2,218 -2,284 -2,353
Supplies (multiple) 43 42 45 45 - - 45 45 45 45
Supplies - Software (41100-6280) 73 71 99 89 -10-10%89898989
Vehicle Costs (41100/41400-6430) 29 34 26 33 7 25% 33 34 35 36
Wages (41210-5600) 84 104 106 100 -6 -6% 104 109 112 116
Total Expense 32 -12 177 217 39 22% 224 232 238 245
Comments:
- Salaries – Increase in 2009 is due to reclassifications and staff transfers from other areas. The balance is in
line with the wage and benefit cost contingency.
- SS Allocation – The Support Services area, which is shown under the heading CDPR Support, increased in cost.
The Support Services costs are allocated out to each area in Community Development Parks & Recreation Ser-
vices.
CDPR – COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 86
Services Provided
The Community Services Department is comprised of
three functions: Social Planning, Neighbourhood De-
velopment and Youth Services. The Social Planning
section provides support to the Social Planning Advisory
Committee which focuses on improving the social well-
being of the community by building community capacity
through Social Services Network Development, Com-
munity Solutions initiatives, Community Building Initia-
tives, 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
Centres. 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.
2009 Workplan Emphasis
We will be creating opportunities to educate, role
model, and inspire other municipal departments, com-
munity partners, and youth about sustainability and the
importance of the balance between the social, eco-
nomic, and environmental realms. We will develop and
implement programs that respond to the needs of pre-
school and school age children. We will promote Parks
and Leisure Services and the benefits of recreation and
recognize early child development, the middle years,
and pre-teens and teens (12-15 years) as a community
and Parks and Leisure priority. We will work with com-
munity Partners to encourage the delivery of integrated;
prevention focused Youth Services that will meet the
needs of youth in this community.
The Youth Services team will work together to ensure
quality, consistent Youth Services programming with a
focus on building an awareness of individual benefits
and encouraging Youth Council participation. We will
encourage youth participation in leisure opportunities
by working together and by supporting the initiatives of
community partners and Neighbourhood groups.
We will further enhance the quality of life of residents by
supporting the development of neighbourhoods and
support meaningful neighbourhood input to community
planning. We will support and encourage opportunity
that contribute to building capacity leading to the devel-
opment of a neighbourhood network focused on creat-
ing healthy connected neighbourhoods. We will support
community initiatives such as the efforts to create a
long term community garden plan and a neighbourhood
seed grant program designed to encourage opportuni-
ties for neighbourhoods to connect. We will work with
other municipal departments to facilitate neighbourhood
input processes to community planning and design of
community projects.
We will support the Maple Ridge Social Planning Advi-
sory Committee (SPAC) in responding to Council’s re-
quest for information or recommendations concerning
broad social concerns that affect residents of Maple
Ridge. We will provide support to strengthen maintain a
collaborative social services network that encourages
sharing of information between Council and local service
providers, agencies, and other levels of government.
We will support and encourage the work of SPAC to en-
hance the quality of life of the residents of the commu-
nity through Social Planning initiatives. We will provide
recommendations and information to Council on mat-
ters concerning the planning and development of Mu-
nicipal strategies to meet community social needs.
Performance Measurement (Appendix C)
Support the Building Community Solutions Steering
Committee in their goal of encouraging the develop-
ment of healthy neighbourhoods
Support SPAC to work with the social service network,
community organizations, neighbourhoods, and citi-
zens to develop a Social Sustainability Strategic Plan
Support the work of Substance Misuse Prevention
Standing Committee of the Child, Youth and Family
Network to address the recommendations outlined in
the 2007 Substance Misuse Prevention report.
Support community social service networks in a col-
laborative process to access additional resources to
address community needs, issues, and priorities
CDPR – COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 87
Organization Chart
Director of
Community
Services
Sue Wheeler
Administrative
Assistant .5 FTE
Pat Shiratti
Recreation Coordinator
(Social Planning)
Shawn Mathewson
Recreation
Programmer
(Children’s)
Jennifer Baillie
Program Assistant
(Children’s)
Clint Gamache
Program Assistant
(Children’s) .5 FTE
Kathryn Shiratti
Recreation
Leaders
50 PT
Recreation
Coordinator (Youth)
Tony Cotroneo
Recreation
Programmer (Youth)
Brian Patel
Program Assistant II
(Youth)
Adam Rieu
Meghan MacMillan
Program Assistant
(Youth) 1 FTE
Nichole Wismer
Not Hired
Youth Workers
37 PT
Recreation Coordinator
(Neighbourhood Dev)
Christine
DiGiamberardine
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director of Community Services - - - - 0.1 1.0 1.0 1.0 1.0 1.0
Recreation Manager - Central 1.0 1.0 1.0 1.0 0.9 - - - - -
Recreation Coordinator 1.0 1.3 1.2 1.4 2.0 2.2 3.0 3.0 3.0 3.0
Recreation Programmer 1.0 0.9 1.0 2.0 2.1 1.9 1.8 2.0 2.0 2.0
Administrative Assistant - - - - - - - 0.5 0.5 0.5
Youth Program Assistant II 0.5 0.5 0.3 0.6 0.7 - 0.7 2.0 2.0 2.0
Program Assistant 3.7 4.6 4.1 2.9 3.4 4.3 4.3 2.5 2.5 2.5
Full-Time Equivalent 7.2 8.3 7.5 7.9 9.1 9.4 10.8 11.0 11.0 11.0
CDPR – COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 88
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Social Planning
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
PM - Cost Recovery (52500-4236) - - -11 -11 - --12-13-13-14
Prov. Grant (Conditional) (52500-4252) -7 -4 --------
Total Revenue -7 -4 -11 -11 - --12-13-13-14
Expense
Program Costs (52500-6325/6326) 33 8 --------
Salaries (52500-5500) 87 78 144 156 12 9% 163 170 175 182
Special Promotional Projects (52500-6331) 2 7 20 --20 -100% - - - -
SS Allocation (52500-5425) 37 42 38 41 39%43444647
Studies & Projects (52500-6380) 1 17 38 85 47 124% 10 10 10 10
Total Expense 160 152 240 283 43 18% 216 224 231 239
TOTAL SOCIAL PLANNING 153 148 229 272 43 19% 204 212 218 225
Comments:
- Special Promotional Projects, Salaries, Studies & Projects – 2008 budget contains funding for a variety of SPAC
and neighbourhood building initiatives that were not completed in 2007, and were carried forward.
Financial Plan – Youth
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lease Revenue (45022-4310) -12 -12 -10 -10 - - -10 -10 -10 -10
Lessons / Program Fees (multiple) -31 -22 -32 -33 -1 2% -33 -33 -33 -33
Other Grant (Conditional) (45025-4258) - -103 --31 -31 - -31 -31 -31 -31
PM - Cost Recovery (45020-4236) -126 -142 -138 -150 -12 8% -158 -167 -175 -183
Program Fees (multiple) -4 -51 -14 -46 -32 225% -46 -46 -46 -46
Programs (multiple) -163 -206 -209 -240 -31 15% -240 -240 -240 -240
Programs - Special Events (multiple) -63 -102 -50 -84 -34 68% -84 -84 -84 -84
Prov. Grant (Conditional) (45020/45025-4252) -135 -54 --------
Prov. Grant (Unconditional) (45021-4253) - -25 -13 -13 - - -13 -13 -13 -13
Rentals (45022-4500) - -2 --1 -1 --1-1-1-1
Total Revenue -534 -719 -466 -606 -140 30% -615 -624 -631 -639
Expense
Maintenance - Brushing (47500-8057) 374 396 393 392 -1 - 326 326 325 325
Maintenance - Buildings (45022-8060) 18 23 17 17 - - 17 17 17 17
Maintenance - General (multiple) 90 69 66 65 -1-2%65656565
Program Costs (multiple) 370 450 293 314 21 7% 325 334 342 350
Salaries (multiple) 1,036 1,251 1,042 1,122 80 8% 1,167 1,215 1,255 1,298
SS Allocation (45020-5425) 85 127 115 124 9 8% 129 133 137 141
Supplies (45022-6300) 4 2 4 4 - -4444
Travel (45026-6410) 10 15 7 13 6 89% 13 13 13 13
Utilities - Gas & Hydro (47500-6510) 1 3 5 5 - -5555
Wages (41250/45025-5600) 55 110 65 147 82 126% 153 159 164 170
Total Expense 2,043 2,446 2,006 2,203 197 10% 2,203 2,271 2,327 2,388
TOTAL YOUTH 1,509 1,727 1,540 1,597 57 4% 1,589 1,647 1,696 1,749
Comments:
- Program Fees / Program Costs / Salaries / Wages – These accounts were increased as wages associated with
running grant funded programs went up. The balance is in line with the wage and benefit cost contingency
CDPR – PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 89
Services Provided
The Parks & Facilities Department in cooperation with
the Recreation Department provides a number of public
meeting and activity facilities including the Leisure Cen-
tre, Greg Moore Youth Centre, Pitt Meadows Family
Recreation Centre, and two outdoor pools. Other facili-
ties, including the public library, Arts Centre & Theatre,
two museums, two arenas, golf course, and historic
sites are operated in partnerships with others. The De-
partment also oversees the maintenance of all Munici-
pal facilities including the Municipal Hall, fire halls, and
public safety buildings as well as rental and leased
properties. The functions carried out include janitorial
services, elevator, boiler, heating, air handling service
contracts, and energy management.
The Department is also responsible for operating the
Municipal parks system, which includes actively used
parkland, sport fields, and significant green-belt areas.
The Department operates two Municipal cemeteries by
maintaining the grounds, and by providing interment,
associated record keeping, and public assistance.
2009 Workplan Emphasis
We will be focusing on leadership in sustainability and
reducing our impact on the environment in a variety of
ways by making changes to the way we complete our
work on a day to day basis. For example, we will en-
courage our staff not to leave vehicles idling when
parked or waiting at rail crossings etc, help to raise or-
ganisational awareness about recycling of products in
the parks operations area with regard to cardboard,
paper, metals objects and organic materials, instead of
introducing them to the landfill system. This will include
mulching leaves on lawn areas instead of removing
them from the site whenever possible.
We will monitor and manage the water consumption
associated with hanging baskets, sport fields, and or-
namental display areas. Collect detailed information
and develop a specification for the installation of a cen-
tral computerized irrigation control system with rain
sensors to minimize water usage and the need to travel
to each location to make adjustments, which will mini-
mize the impact of sports fields on the environment by
carefully monitoring water consumption and fertilizers
use. We will also continue to deliver tree care leaflets to
residential areas where new Boulevard trees have been
planted to enlist their assistance to provide water etc
for the new trees to help ensure their survival during
extremely warm weather conditions.
We will endeavour to use alternative groundcover spe-
cies wherever possible on boulevards and medians to
reduce the need for grass mowing, and also apply
mulch products to shrub display borders in order to
reduce the frequency and staff/travel time associated
with weeding and cultivation. We work closely with our
environmental stewardship groups to reduce our im-
pact on the environment through effective management
of greenbelts/conservation areas, such as invasive
species management and working with the Campaign
for the Reduction of Pesticides on an education pro-
gram and hot line to raise awareness on the restricted
use of pesticides. The habitat restoration work at
Whonnock Lake Park will also be a high priority project
for 2009.
The facilities section will be completing the review and
award of contracts and installation of high energy effi-
cient equipment in the Maple Ridge Leisure Centre
(Boiler replacement/Heat recovery system), as well as
investigating the potential for other new energy effi-
ciency initiatives. They will also ensure that only proven
green cleaning products are used for the ongoing care
and maintenance of our buildings, and conduct reviews
of additional green products that may become avail-
able.
Performance Measurement (Appendix C)
Provide new park areas in consultation with residents
to determine needs and ensure maximum use of fa-
cilities
Promote individual and community responsibility for
the stewardship of natural resources
Extend the useful life of facilities by managing pre-
ventative maintenance and repair/replace lifecycle
programs
CDPR – PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 90
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director Parks & Facilities 1.0 1.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Parks & Open Space Manager 1.0 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Facilities Operations Manager 1.0 1.0 1.0 1.0 0.3 1.0 1.0 1.0 1.0 1.0
Parks Superintendent - - - - - - - 1.0 1.0 1.0
Facilities Maintenance Coordinator 1.0 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 - - - - - - -
Parks & Leisure Services Clerk - - - 1.2 1.8 2.0 1.7 2.0 2.0 2.0
Playground Maintenance Worker 1.0 1.0 1.0 1.0 1.0 - 0.7 1.0 1.0 1.0
Foreman III 1.0 1.0 1.7 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Foreman II - Cemetery 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Foreman II 1.0 1.0 1.0 1.0 1.0 1.7 1.2 1.0 1.0 1.0
Tradesperson Foreman 1.0 0.9 - - - - - - - -
Tradesperson II - Carpenter 1.0 0.3 0.4 1.0 1.0 1.7 1.8 2.0 2.0 2.0
Tradesperson II - Electrician 1.0 1.0 0.2 - - - - 1.0 1.0 1.0
Tradesperson II - Gardener 1.0 1.0 1.0 0.8 1.0 0.3 - - - -
Tradesperson II - Plumber - - - - - 0.5 1.0 1.0 1.0 1.0
Tradesperson I - Carpenter - - - - 0.5 0.1 - - - -
Tradesperson I - Gardener 1.0 1.0 1.0 1.0 1.8 1.7 1.7 2.0 2.0 2.0
Equipment Operator II 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0
Parks Worker - - - - - - 0.7 1.0 1.0 1.0
Truck Driver II 1.0 1.0 1.0 1.0 1.0 1.0 0.1 - - -
Labourer 3.8 4.4 5.2 4.8 4.3 7.8 7.6 7.5 7.5 7.5
Full-Time Equivalent 19.3 19.0 19.0 19.7 20.5 24.5 24.4 27.5 27.5 27.5
CDPR – PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 91
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Parks
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lease Revenue (43500-4310) -164 -154 -155 -155 - - -155 -155 -155 -155
PM - Cost Recovery (multiple) -380 -458 -456 -478 -22 5% -505 -536 -561 -587
User Fees (multiple) -73 -108 -61 -61 - - -61 -61 -61 -61
Total Revenue -617 -720 -672 -694 -22 3% -720 -752 -777 -803
Expense
Burden (Salaries) (42000-5100) -50 -11 26 - -26 -100% - - - -
Contract (43200-7007) 3 5 8 8 --8888
Maintenance (multiple) 1,789 2,100 1,991 2,090 99 5% 2,212 2,359 2,475 2,594
Other Outside Services (10000-7051) 55 109 126 146 20 16% 126 126 126 126
SS Allocation (43500-5425) 357 446 401 435 34 9% 450 466 480 495
Utilities (43500-6500) 1 - - - - - - - - -
Total Expense 2,155 2,649 2,552 2,679 127 5% 2,795 2,957 3,088 3,221
TOTAL PARKS 1,538 1,929 1,880 1,985 105 6% 2,075 2,206 2,311 2,419
Comments:
- Maintenance - General – Includes funding to maintain additional assets from growth.
- Other Outside Services – 2009 budget includes additional security for celebrations and events in the commu-
nity.
- 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 – Facilities
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Insurance (11000-6210) 12 13 35 37 26%37373737
Maintenance - Buildings (47700/52000-8060) 353 244 415 252 -163 -39% 252 267 267 267
Salaries (11000-5500) 52 57 49 58 9 18% 60 62 65 67
SS Allocation (11500-5425) 186 234 210 228 18 9% 236 244 251 259
Taxes - Rental Properties (10000/11500-4530) 38 53 55 58 35%60626467
Total Expense 641 601 764 632 -132 -17% 645 673 684 697
TOTAL FACILITIES 641 601 764 632 -132 -17% 645 673 684 697
INFRASTRUCTURE 2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Infrastructure (multiple) 116 130 107 63 -44 -41% 115 115 115 115
Lifecycle (multiple) 317 443 382 463 81 21% 484 510 511 512
Total Expense 433 573 489 526 37 8% 599 625 626 627
TOTAL INFRASTRUCTURE 433 573 489 526 37 8% 599 625 626 627
CDPR – PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 92
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 – 2008 budget contained operating costs for the Randy Herman Public Safety Building;
those costs are now reported in Police Services.
- Salaries – The 2009 increase in budget is due to reclassifications; the balance is in line with the wage and
benefit cost contingency.
- 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 – Library
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lease Revenue (47200-4310) -6 -6 --------
Rentals (47200-4500) -1 -1 -2 -2 - - -2 -2 -2 -2
Total Revenue -7 -7 -2 -2 - - -2 -2 -2 -2
Expense
Contract (47200-7007) 2,068 2,112 2,112 2,218 106 5% 2,329 2,445 2,568 2,722
Maintenance - Buildings (47200-8060) 163 181 155 156 1 - 156 156 156 156
Operating Capital (47200-9050) - 8 6 6 - -6666
SS Allocation (47200-5425) 34 42 38 41 39%43444647
Total Expense 2,265 2,343 2,311 2,422 110 5% 2,534 2,652 2,775 2,931
TOTAL LIBRARY 2,258 2,336 2,309 2,420 110 5% 2,532 2,650 2,773 2,929
Financial Plan – Cemetery
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Fees (52100-4220) -111 -122 -129 -129 - - -129 -129 -129 -129
Plots (52100-4450) -71 -100 -129 -192 -63 49% -192 -192 -192 -192
Recovery - Other (52100-4372) -27 -31 -14 -14 - - -14 -14 -14 -14
Total Revenue -209 -253 -272 -335 -63 23% -335 -335 -335 -335
Expense
Maintenance - General (52100-8056) 169 182 175 181 6 4% 188 194 200 206
Purchases (52100-7380) 5 4 10 10 - - 10 10 10 10
SS Allocation (52100-5425) 42 53 48 52 48%54555759
Total Expense 216 239 233 243 10 4% 251 260 268 275
TOTAL CEMETERY 7 -14 -39 -92 -53 136% -84 -75 -68 -60
Comments:
- Plots – Plot fees were increased to fund debt payments associated with borrowing to expand the cemetery.
Debt payments are shown in Fiscal Services.
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 93
Services Provided
The Recreation Department operates public facilities
and a broad range of recreation programs and services
in collaboration with community organizations and
agencies, including the School District, not for profit
groups, and the business community. Facilities include
multi-use fitness and aquatic centres, seniors’ recrea-
tion centre, ice arenas, library, arts centre and theatre,
community halls and curling club. Programs include
drop-in or pre-registered aquatic, fitness, skating, aero-
bic and others. Services include scheduling of ice and
sport fields; recruitment, training and celebration of
volunteers; support for the development of festivals;
and community planning tables for sport and activity
initiatives. 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.
2009 Workplan Emphasis
Work with community includes development of a steer-
ing committee and criteria to implement a public art
policy; development of a senior’s inter-agency network;
implementation of an Age-Friendly Community audit;
development of recommendations related to the im-
plementation of Universal Design Guidelines; collabora-
tion with community partners to evolve and host volun-
teer recruitment, support and appreciation initiatives as
well as the launch of a new volunteer software and
training program; support for a wide range and number
of events and festivals and tourism initiatives; and a
review of the festival grant policy to integrate the con-
cept of sustainability.
Recreation and sport initiatives include establishing a
Sport Council among sport service providers; the devel-
opment of a Sport Tourism Strategy; the development
of an Active Transportation Plan, development of a pro-
gram to support transitional health initiatives; and pur-
suit of grant opportunities related to these projects. A
stakeholder consultation process will take place follow-
ing the acquisition of Pitt Meadows Arena, including the
establishment of a steering committee to input criteria
toward design upgrades and the selection of a long-
term operator through an RFP process.
Facility based goals include projects that reduce the
carbon footprint of recreation facilities such as boiler
replacements in the Leisure Centre and other green
initiatives; aesthetic improvements that improve cus-
tomer experiences such as locker replacements,
change-room cleanliness and washroom upgrades; a
facility space audit for the Pitt Meadows Family Recrea-
tion Centre; the development of a comprehensive facil-
ity based safety, maintenance and training program;
planning for the development of the South Bonson
Community Centre; and technology upgrades for CLASS
registration systems and installation of an admission
gate at the Leisure Centre. A first-time marketing strat-
egy for recreation services will also be developed follow-
ing a customer consultation and research process.
Performance Measurement (Appendix C)
Create a community culture where active living is part
of daily life
Increase participation of those not currently involved
in leisure activities due to financial barriers
Ensure appropriate services are available for present
and future customers and citizens to live healthy life-
styles
Support and promote citizen volunteer participation
as a valuable leisure and recreation activity
Promote independence and a sense of responsibility
for the delivery of leisure services by community
groups
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 94
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director of Recreation - - - - 0.1 1.0 1.0 1.0 1.0 1.0
Manager Marketing & Customer Serv 1.0 0.7 1.0 1.0 0.9 - - - - -
Recreation Mgr Community Connections 1.0 1.0 1.0 1.0 1.0 1.0 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
Recreation Manager Support Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Coordinator - Rec - - - - - - 1.0 1.0 1.0 1.0
Recreation Coordinator 3.4 3.5 3.5 3.6 4.0 4.2 3.3 3.4 3.4 3.4
Recreation Facility Supervisor - - - - - - 0.6 1.0 1.0 1.0
Technical Support Supervisor 1.0 1.0 0.9 1.0 0.5 1.0 - - - -
Office Supervisor 1.0 1.0 0.5 - - - - - - -
Aquatic Leader III 4.7 4.6 5.1 4.9 4.9 4.2 3.4 3.8 3.8 3.8
Recreation Programmer 0.8 0.2 1.0 1.4 1.0 1.9 2.0 2.0 2.0 2.0
Administrative Assistant - - - 1.0 1.0 0.8 1.5 0.5 0.5 0.5
Building Services Supervisor - 0.9 1.0 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 3.0
Working Supervisor Bldg Serv. 1.1 1.1 1.0 1.0 - - - - - -
Booking Clerk 2.0 2.0 1.8 1.7 1.4 1.8 2.0 2.0 2.0 2.0
Program Assistant 0.2 0.7 0.6 - - 0.1 0.6 1.0 1.0 1.0
Clerk II 1.9 1.8 1.6 0.3 - 0.7 0.7 0.8 0.8 0.8
Cashier Clerk Receptionist 9.2 8.9 8.6 8.1 8.1 8.6 8.3 7.0 7.0 7.0
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 12.2 10.7 9.5 8.8 7.1 9.1 9.2 10.4 10.4 10.4
Aquatic Leader I 5.7 5.3 6.0 6.7 8.6 6.8 8.0 6.1 6.1 6.1
Building Service Worker 10.1 9.9 10.4 10.4 11.3 10.9 11.6 11.5 11.7 11.7
Other 0.7 - - - 0.3 - - - - -
Full-Time Equivalent 58.7 56.3 57.3 57.7 56.7 58.9 61.2 59.6 59.8 59.8
Contract staff are not represented.
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 95
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admin Fee (47500-4100) - -8 -8 -9 -1 6% -9 -9 -9 -9
Admissions (47500-4110/4111) -799 -839 -786 -786 - - -786 -786 -786 -787
Lease Revenue (47500-4310) -82 -78 -67 -67 - - -67 -67 -67 -67
Lessons / Program Fees (47500-4320) -319 -354 -310 -310 - - -310 -310 -310 -310
Miscellaneous Income (47500-4390) -5 -15 -3 -9 -6200%-9-9-9-9
PM - Cost Recovery (47500-4236) -267 -329 -347 -358 -11 3% -376 -396 -412 -430
Programs (multiple) -256 -241 -287 -287 - - -287 -287 -287 -287
Recovery - Other (47500-4372) - -20 --------
Rentals (multiple) -68 -71 -82 -77 5 -7% -77 -77 -77 -77
Total Revenue -1,796 -1,955 -1,890 -1,902 -12 1% -1,921 -1,940 -1,957 -1,975
Expense
Cost of Goods Sold (47500-7300) 4 8 -6 6 -6666
Miscellaneous (47500-6275) -4 - --------
Non-Productive Time (47550-5800) 31 28 38 39 12%40414243
Program Costs (multiple) 337 366 376 388 12 3% 391 394 397 400
Programs - Emergency Services (47500-6328) 76 74 67 67 - - 69 71 73 75
Publicity & Promotions (47500-6330) - 62 73 73 - - 73 73 73 73
SS Allocation (47500-5425) 262 388 348 378 30 9% 391 405 417 429
Supplies (multiple) 73 82 70 69 -1-1%69696969
Taxes - Rental Properties (47500-4530) 10 - 3 --3-100%----
Wages (multiple) 1,183 1,210 1,272 1,195 -77 -6% 1,242 1,293 1,336 1,382
Total Expense 1,972 2,218 2,247 2,215 -32 -1% 2,282 2,353 2,413 2,478
TOTAL LEISURE CENTRE 176 263 357 313 -44 -12% 361 412 456 503
Comments:
- SS Allocation – The Support Services area, which is shown under the heading CDPR Support, increased in cost.
The Support Services costs are allocated out to each area in Community Development Parks & Recreation Ser-
vices.
- Wages – Decreased when a position was transferred into CDPR Support.
Financial Plan – Seniors
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lease Revenue (47300-4310) -20 -20 -20 -20 - - -20 -20 -20 -20
PM - Cost Recovery (47300-4236) -34 -41 -39 -45 -6 16% -49 -50 -51 -52
Total Revenue -54 -61 -59 -65 -6 10% -69 -70 -71 -72
Expense
Contract (45010/47300-7007) 167 181 170 200 30 18% 204 207 211 214
Maintenance - General (47300-8056) - - --- - 14 15 15 16
SS Allocation (47300-5425) 34 53 48 52 48%54555759
Total Expense 201 234 218 252 34 16% 272 278 283 289
TOTAL SENIORS 147 173 159 187 28 18% 203 207 212 217
Comments:
- Contract – The 2009 increase reflects a fee for service agreement with the Pitt Meadows Senior's Pavilion.
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 96
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admissions (47400/47410-4110) -24 -19 -33 -33 - - -33 -33 -33 -33
Lessons / Program Fees (47400-4320) -6 -8 --------
PM - Cost Recovery (47410-4236) -18 -21 -20 -20 - - -20 -21 -22 -23
Total Revenue -48 -48 -52 -52 - - -53 -54 -54 -55
Expense
Maintenance - General (47400/47410-8056) 37 48 39 39 - - 39 40 40 40
Program Costs (47410-6325) 29 24 28 25 -3 -12% 26 27 28 29
Salaries (47410-5500) 1 1 2 2 - -2222
SS Allocation (47400-5425) 34 42 38 41 39%43444647
Utilities (47410-6500) - - 1 1 - -1111
Wages (47410-5600) 22 23 27 26 -1-5%27282930
Total Expense 123 138 135 134 -1 -1% 138 142 145 148
TOTAL OUTDOOR POOLS 75 90 83 82 -1 -1% 85 88 90 93
Financial Plan – Heritage
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admissions (48000-4110) - - -2 -2 - - -2 -2 -2 -2
PM - Cost Recovery (48000-4236) -32 -40 -41 -46 -5 12% -50 -51 -52 -53
Total Revenue -32 -40 -43 -48 -5 12% -52 -53 -54 -55
Expense
Contract (48000-7007) 117 155 155 179 24 16% 198 202 206 210
Maintenance - General (48000-8056) 10 16 9 9 - -9999
Maintenance - Grounds (48000/48010-8065) 23 15 25 24 -1 -3% 24 24 24 24
SS Allocation (48000-5425) 17 27 24 26 28%27282929
Total Expense 167 213 213 239 26 12% 258 263 268 273
TOTAL HERITAGE 135 173 170 190 20 12% 206 210 214 218
Comments:
- Contract – The 2009 budget increase is from increased funding to the Maple Ridge Historic Society and the Pitt
Meadows Heritage and Museum Society.
Financial Plan – Arts
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lease Revenue (47700-4310) -80 -80 -80 -80 - - -80 -80 -80 -80
PM - Cost Recovery (47700-4236) -99 -108 -102 -108 -6 6% -111 -114 -116 -119
Total Revenue -179 -188 -182 -188 -6 3% -191 -194 -196 -199
Expense
Contract (multiple) 544 558 555 592 37 7% 608 625 636 648
Maintenance - General (47700-8056) 9 8 6 6 - -7777
SS Allocation (47700-5425) 51 74 67 73 68%75788082
Total Expense 604 640 628 671 42 7% 690 709 723 737
TOTAL ARTS 425 452 446 482 36 8% 499 516 527 538
Comments:
- Contract – At the time that the budget was being adopted, the contract was still being renegotiated.
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 97
Financial Plan – Pitt Meadows Heritage Hall
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admissions (47610-4110) -30 -27 -24 -24 - - -24 -24 -24 -24
PM - Cost Recovery (41210-4236) -18 -20 -26 -27 -1 5% -28 -29 -30 -31
Total Revenue -48 -47 -50 -51 -1 2% -52 -53 -54 -55
Expense
Maintenance - Buildings (47010-8060) 90 86 114 116 2 2% 119 123 126 129
SS Allocation (47610-5425) 34 48 43 47 48%48505153
Utilities (47610-6500) 1 1 1 1 - -1111
Total Expense 125 135 158 164 6 4% 169 174 178 183
TOTAL PM HERITAGE HALL 77 88 108 113 5 4% 117 121 124 128
Financial Plan – Arenas
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admissions (multiple) -32 -35 -25 -31 -6 24% -31 -31 -31 -31
Lease Revenue (47010/47100-4310) -32 - -27 -27 - - -27 -27 -27 -27
Lessons / Program Fees (47010/47600-4320) -60 -64 -41 -58 -17 40% -58 -58 -58 -58
PM - Cost Recovery (47100/47600-4236) -93 -130 -102 -113 -11 11% -114 -114 -115 -115
Programs - Special Events (47010-4324/4325) -6 -964 --------
Rentals (multiple) -152 -208 -181 -181 - - -181 -181 -181 -181
Total Revenue -375 -1,401 -375 -409 -34 9%-409-410-410-411
Expense
Lease Expense (47010-6230) - 79 68 68 - - 68 68 68 68
Maintenance - General (47100/47600-8056) 28 6 --------
Program Costs (multiple) 664 663 651 723 72 11% 723 723 723 723
Programs - Emergency Services (47010-6328) - 1,071 --------
SS Allocation (47100/47600-5425) 51 74 67 73 68%75788082
Supplies (47000/47600-6300) 6 10 11 13 2 18% 13 13 13 13
Total Expense 749 1,903 797 877 80 10% 880 882 885 887
TOTAL ARENAS 374 502 422 468 46 11% 470 472 474 476
Comments:
- Revenues and costs associated with the arena in Pitt Meadows are not yet known and will be updated in future
financial plans.
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 98
Financial Plan – Pitt Meadows Family Rec Centre
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admissions (41250-4110) -2 - --------
Fees (41250-4220) -1 -2 -3 -3 - - -3 -3 -3 -3
Lease Revenue (41250-4310) -31 -26 -32 -18 14 -43% -18 -18 -18 -18
PM - Cost Recovery (41250-4236) -97 -130 -109 -119 -10 9% -123 -127 -131 -135
Program Fees (41250-4231) -52 -68 -46 -50 -4 9% -50 -50 -50 -50
Program Fees (46550-4230) - - --- - -10 -10 -10 -10
Programs (41250-4322) -70 -75 -79 -79 - - -79 -79 -79 -79
Rentals (41250-4501/4502) -19 -26 -17 -16 1 -4% -16 -16 -16 -16
Rentals (46500/46550-4500) -28 -28 -29 -29 - - -72 -72 -72 -72
Total Revenue -300 -355 -315 -314 1 - -372 -376 -380 -384
Expense
Contract (46500-7007) 13 13 15 15 - - 15 15 15 15
Maintenance - Buildings (46550-8060) - - -16 16 -57575757
Maintenance - General (multiple) 173 215 164 167 3 2% 172 177 180 185
Program Costs (multiple) 103 105 112 123 11 9% 180 181 183 184
Salaries (41250-5500/5503) 72 113 143 148 5 3% 154 160 166 171
SS Allocation (41250-5425) 203 303 272 295 23 9% 306 316 325 335
Supplies (multiple) 20 21 24 24 - - 24 24 24 24
Wages (46550-5600) - - -4 4 - 80 80 80 80
Utilities (46500-6500) 2 2 11 11 - - 11 11 11 11
Wages (41250-5601/5602) 21 23 --------
Total Expense 607 795 741 803 61 8% 998 1,021 1,041 1,062
TOTAL PMFRC 307 440 427 489 62 15% 626 645 661 678
Comments:
- Lease – There is a decrease in revenue because a portion of space currently leased will be converted into
space for municipal use.
Financial Plan – Special Events
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Miscellaneous Income (45030-4390) -4 -1 --------
PM - Cost Recovery (45030-4236) -19 -32 -32 -38 -6 18% -53 -53 -53 -54
Prov. Grant (Conditional) (45030-4252) -1 -2 --------
Total Revenue -24 -35 -32 -38 -6 18% -53 -53 -53 -54
Expense
Salaries (45030-5500) - - --------
Software Maintenance (41100-7070) 2 - 3 3 - -3333
Special Events (45030-6360) 54 97 98 94 -4-4%49494949
SS Allocation (45030-5425) 51 74 67 73 68%75788082
Total Expense 107 171 168 170 2 1% 128 131 133 135
TOTAL SPECIAL EVENTS 83 136 136 133 -4 -3% 75 77 79 81
CDPR – RECREATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 99
Financial Plan – Special Services
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Lessons / Program Fees (45010/45015-4320) -39 -44 -40 -40 - - -40 -40 -40 -40
Other Grant (Conditional) (45015-4258) - -33 --------
PM - Cost Recovery (45010-4236) -40 -54 -55 -57 -2 4% -59 -61 -63 -65
Prov. Grant (Conditional) (45010-4252) -34 -28 -33 -34 -1 2% -34 -34 -34 -34
Total Revenue -113 -159 -128 -131 -3 2% -133 -135 -137 -139
Expense
Program Costs (45015-6325/6326) 40 67 53 41 -12-22%41414141
Programs - Subsidized Admiss. (45015-6329) 1 2 13 13 - - 13 13 13 13
Salaries (multiple) 151 200 189 195 6 3% 203 211 217 225
SS Allocation (45010-5425) 51 74 67 73 68%75788082
Supplies (multiple) 4 7 3 15 12 390% 15 15 15 15
Wages (45010/45015-5600) 37 42 33 32 -1-3%32323232
Total Expense 284 392 358 369 11 3% 379 390 399 408
TOTAL SPECIAL SERVICES 171 233 230 238 8 3% 246 254 262 269
Comments:
- Program Costs, Supplies – Program costs have been reallocated to supplies.
Financial Plan – Community Recreation
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admin Fee (46000-4100) -9 - --------
Admissions (46005/47010-4110) -56 - --------
Other Grant (Conditional) (46000-4258) -11 - --------
PM - Cost Recovery (46000-4236) -65 -7 -7 -7-100%----
Recovery - Other (46000-4372) -4 - --------
Total Revenue -145 -7 -7 -7-100%----
Expense
Miscellaneous (multiple) 61 2 --------
Program Costs (46000-6325) - - --------
Publicity & Promotions (46000/46005-6330) 58 28 38 --38-100%----
Salaries (multiple) 145 - --------
SS Allocation (46000-5425) 152 - --------
Total Expense 416 30 38 --38-100%----
TOTAL COMMUNITY REC 271 23 31 - -31 -100%----
Comments:
- This entire area has been reallocated.
CDPR – EMERGENCY SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 100
Services 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
Management Committee is chaired by the Emergency
Program Coordinators and is comprised of a Chief Ad-
ministrative Officers (CAO) per community, the Emer-
gency Program Assistant and other members as ap-
pointed by the CAOs.
The 2009 Emergency Management Committee is com-
prised of two Chief Administration Officers, Emergency
Program Coordinators and Fire Chiefs. One General
Manager of Community Development and Parks and
Recreation, one Director of Operations and Develop-
ment Services and one Emergency Program Assistant.
The Emergency Program Coordinators are responsible
for planning and developing the EPC BCERMS Program.
They also provide input into the coordination of JMEP
initiatives with each Municipality. In addition to the
Emergency Management Committee, representatives
from the Municipal Departments and Volunteers Ser-
vices are involved. Meetings and training of the Emer-
gency Management Committee are held on a regular
basis jointly and separately. An Emergency Program
Manual is kept updated and distributed to the appro-
priate departments within the municipalities.
2009 Workplan Emphasis
We will continue to present the public education pro-
gram to ensure residents are prepared to cope with an
emergency event. We will continue developing a com-
prehensive Emergency Recovery Plan to include spe-
cific responses such as fire, flood, and storms. We will
provide the opportunity for Municipal staff, Council and
ESS Volunteers to be trained in the BC Emergency Re-
sponse Management System to enable them to re-
spond in a united and consistent format as all of BC.
We will continue to recruit new volunteers to assist in
ESS activations. We will perform a Critical Infrastruc-
ture Analysis, update the Municipal website to include
current information on emergency response, and de-
velop an in-house phase one contingency plan for a
pandemic.
Performance Measurement (Appendix C)
Ensure adequate commitment to Municipal Emer-
gency Program staff and volunteer development
CDPR – EMERGENCY SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 101
Organization Chart
Jim Rule
Steve Traviss/Ron Riach
Terry Fryer/Mike Davies
Gary Manson/John Leeburn
Incident
Commander(s) (Single
or Unified)
Frank Quinn
Andrew Wood
Russ Carmichael
Wayne Hardy
Connie Hol
Bob Sutherland – BCAS
Barb Morgan – ESS
Deirdre MacLachlan– FHA
Peter Grootendorst – Fire
Mark Smitton – Fire
Warren Tomalty – RCMP
Mike Murray
Brock McDonald
Sharon Anderson
David Cooke
Stephen Cote-Rolvink
Ceri Marlo
Bernie Serne
Dave Stevenson
Earl Oddstad
Paul Henry
Daniela Mikes
Christina Crabtree
Sean Serediuk
Larry Hodson
Nick Gaudiuso– Amateur
Radio
Paul Gill
Catherine Nolan
Trevor Thompson
Sandra Ramsay
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Emergency Services
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
PM - Cost Recovery (23000-4236) - -11 -12 -12 - - -13 -13 -14 -14
Prov. Grant (Conditional) (multiple) -11 -25 -9 -5 4-44%-5-5-5-5
Recovery - Other (23000-4372) -2 - --------
Total Revenue -13 -36 -21 -17 4 -19% -18 -18 -19 -19
Expense
Conventions & Conferences (23000-6051) 2 1 3 3 - -3333
Program Costs (23000-6325/6326) 72 80 59 58 -1 -2% 49 50 51 52
Salaries (23000-5500) 54 60 61 63 23%65687073
SS Allocation (23000-5425) 17 21 19 21 29%21222324
Total Expense 145 162 142 144 2 1% 138 143 147 151
TOTAL EMERGENCY 132 126 121 127 6 5% 121 125 128 132
CORPORATE & FINANCIAL SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 102
The Corporate & Financial Services Division (CFS)
guides the District’s activities from financial, govern-
ance and technology perspectives, and provides sup-
port to the Police and Fire Departments. A brief sum-
mary of some of the 2008 accomplishments in the divi-
sion are shown below, followed by the business context
relevant to the 2009-2013 planning period.
The subsequent pages in the CFS section will provide
some information on the departments reporting to this
division, including staffing, 2009 Workplan highlights
and budgets. The departments within this section are
CFS Administration, Clerk’s, Finance, Information Ser-
vices, Fire, and Police.
Select Division 2008 Accomplishments
Worked with the RCMP to pilot the Community
Safety Officer program in our community.
Provided performance measurement results to
Council and public in a timely fashion.
Increased website content with a view to reducing
telephone calls and counter enquiries.
Conducted systematic fees and charges reviews for
Planning, Parks & Leisure Services and Develop-
ment Cost Charges.
Commenced the renovation and addition to Fire
Hall 1 and designed and tendered the replacement
of three fire trucks.
Continued implementation of the Fire Department
Master Plan including the hiring of six additional
firefighters.
Purchased a Sprinkler Protection Trailer and Inter-
face Initial Attack Trailer.
Recruited and trained an additional 12 paid-on-call
firefighters.
Negotiated first International Association of Fire
Fighters Collective Agreement.
Conducted new Cadets Panel interviews and devel-
opmental training.
Continued work on the Drug Awareness Resistance
Education program (DARE) in local elementary
school involving 28 Auxiliary Constables.
Supported the position of By-Law/RCMP Liaison
Officer to facilitate a collaborative working relation-
ship.
Formed a Detachment “Grow Operation” Team
which has enabled the Detachment to respond
quickly and efficiently to grow operations without
decreasing on-road resources.
Worked cooperatively with volunteers such as Citi-
zen’s On Patrol, Bike Patrol, Speed Watch, Block
Watch.
Utilized the ICBC Bait Car Program with several
successes.
Continued partnership with the Youth Diversion
Program with a noticeable reduction in youth re-
cidivism.
Successfully conducted the Local Government Elec-
tion after establishing a “Get Out the Vote” cam-
paign.
Collaborated with Information Services to develop a
plan to introduce a standard document manage-
ment system.
Obtained elector approval for five Loan Authoriza-
tion Bylaws
Completed the purchase of properties for District
needs for parks, roads and trails.
Completed implementation of the new Tax and Util-
ity software and continued implementation of the
Tangible Capital Assets accounting.
Continued Investment Portfolio Management and
reviewed the financial components of contracts.
Implemented the long-term Financial Sustainability
Plan.
Successfully migrated the Capital Program admini-
stration from Engineering to the Finance Depart-
ment.
Implemented a succession plan in the Information
Services Department.
Made several improvements to operating systems
and equipment including; a new SUN Solaris oper-
ating system, a new taxation management system,
installed new printers and photocopiers, and im-
plemented AMANDA property system improve-
ments.
Business Context
Citizens satisfied with the District’s financial direc-
tion.
Our ability to avoid spikes in tax increases is appre-
ciated.
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 whose eventual retirement will
mean a loss of corporate knowledge.
Need to manage demand and balance interests.
Need to manage future financial capacity to main-
tain expanding infrastructure.
Housing market in U.S. showing signs of slowing
down. What will this mean to us?
CFS - ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 103
Services Provided
The Corporate & Financial Services (CFS) Administra-
tion section is responsible for making recommenda-
tions to merge and align strategic planning, best prac-
tices, performance measures and budget priorities that
guide decision-making in our organization. In addition,
we are responsible for carrying out corporate initiatives
as directed by Council and the Corporate Management
Team, and we attend to enquiries and request for assis-
tance from fellow staff, Council members, and the gen-
eral public.
2009 Workplan Emphasis
We will evolve our Business Planning process to make
sure it continues to meet our needs including improved
performance reporting. We will provide Council with
information in a systematic manner to assist in their
decision making. We will assist the Fire Department in
the roll out of the Master Plan, with particular attention
to our funding capacity. We will provide both the RCMP
and Police Services with municipal support and assis-
tance on financial matters as well as assist in RCMP
contract negotiations.
Organization Chart
General Manager
Corporate & Financial
Services
Paul Gill
Fire Chief/Director
Peter Grootendorst
Dane Spence
Assistant Chief
Community Safety
Officer
Mark Smitton
Assistant Chief
Fire Prevention
Officer
Brett Morris
Assistant Chief
Public Education
Officer
Timo Juurakko
Assistant Chief
Training Officer
Howard Exner
Chief Information
Officer
John Bastaja
Manager of
Information
Services
Chris Crabtree
Project Manager
Tom McIntosh
Manager of
Legislative Services
Ceri Marlo
Property and Risk
Manager
Ron Riach
Confidential
Secretary
Amanda Gaunt
Executive
Assistant
Cindy Dale
Finance
Manager of
Business Systems
Kathleen Gormley
Manager of
Financial Planning
Trevor Thompson
Manager of
Revenue
& Collections
Silvia Rutledge
Manager of
Accounting
Catherine Nolan
Manager of
Police Services
Maureen Jones
These positions all report to CFS but some are budgeted to other areas.
CFS - ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 104
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 0.7 0.5 0.5 0.5 0.8 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 1.7 1.5 1.5 1.5 1.8 2.0 2.0 2.0 2.0
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – CFS Administration
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Conventions & Conferences (12000-6051) 11 18 25 25 - - 25 25 25 25
Legal (41000-7030) 21 12 --------
Memberships (12000-6270) 2 2 2 1 -1 -52% 1 1 1 1
Miscellaneous (12100-6275) 1 1 2 2 - -2222
Salaries (12000-5500) 266 197 163 246 83 51% 248 360 412 464
Total Expense 301 230 191 273 82 43% 275 388 439 491
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 2009 increase in budget includes divisional growth funding of $75,000 the balance is in line
with the wage and benefit cost contingency. Comparing to 2008, 2009 to 2013 respectively, $75,000,
$70,000, $175,000, $220,000, and $265,000 is included to address costs associated with growth.
CFS – CLERK’S
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 105
Services Provided
The Clerk's Department is responsible for supporting
the legislative matters and decisions of Council, includ-
ing agenda preparation, recording of official minutes,
administration and certification of bylaws, and the exe-
cution 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 information in the increasingly complex
legal environment in which local governments operate.
The Clerk's Department also administers the corporate
records management program and is responsible for
compliance with Freedom of Information and Protection
of Privacy legislation. The Department conducts the
triennial general local and school district elections as
well as bi-elections and referenda. The Department is
responsible for the acquisition and disposal of all Dis-
trict land needs at the best possible value to the tax-
payer, and for the administration of all rental proper-
ties. The District’s risk management program for loss
control and insurance is also a function of the Depart-
ment.
2009 Workplan Emphasis
We will provide resources and training for our newly
elected Council and develop policy and process for re-
view of policies by Council during each term of office.
We will increase the use of technology for services to
Advisory Committees and standardize the use of the
LGMA classification system for document management
for electronic and paper records. We will continue to
use data to reduce and transfer risk and review our
current insurance provider. We will also review policies
for municipal land and roads and develop a database of
properties needed for future use (excluding those to be
obtained through development).
Organization Chart
CFS – CLERK’S
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 106
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Manager of Legislative Services - - - - 0.0 1.0 1.0 1.0 1.0 1.0
Municipal Clerk 1.0 1.0 1.0 1.0 1.0 - - - - -
Property and Risk Manager 1.0 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0
Assistant Municipal Clerk 0.5 - - - - - - - - -
Committee Clerk 0.7 0.7 0.4 0.5 0.6 0.5 0.7 0.7 0.7 0.7
Legislative Clerk - 1.0 1.0 1.1 1.4 1.2 1.4 1.0 1.0 1.0
Clerk II 1.0 0.1 - - - - - - - -
Clerk Typist III - 0.7 1.3 1.2 1.0 1.0 1.0 1.0 1.0 1.0
Information Clerk 1.0 0.3 - - - - - - - -
Mail Clerk 0.3 0.5 0.5 0.6 0.6 0.7 0.8 0.6 0.6 0.6
Properties Clerk - - - - - - - 0.7 0.7 0.7
Other - - - - - 0.2 - - - -
Full-Time Equivalent 6.6 6.3 6.2 6.3 6.5 6.6 6.9 6.9 6.9 6.9
Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
CFS – CLERK’S
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 107
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Clerks Department
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Fees (11800/35000-4220) -45 -150 -140 -142 -2 1% -142 -142 -142 -142
Lease Revenue (multiple) -579 -1,437 -1,508 -1,352 156 -10% -1,376 -1,401 -1,425 -1,429
Rentals (multiple) -190 -175 -181 -175 6 -4% -175 -164 -164 -164
Salaries Recovery (14000-5400) -13 -2 -25 -25 - - -25 -25 -25 -25
Total Revenue -827 -1,764 -1,854 -1,693 161 -9% -1,718 -1,731 -1,756 -1,760
Expense
Advertising (12103/13500-6010) 1 9 107 2 -105 -98% 2 77 2 2
Advertising - Recovery (12000-6011) -4 -3 -4 -4 - - -4 -4 -4 -4
Application Fees (12103-4120) -1 -2 --------
Audit Fees (11800-7000) 3 5 --------
Coffee / Etc. (12101-6040) 31 29 27 27 - - 27 27 27 27
Consulting (12103-7005) - 18 --------
Contract (13500-7007) - 52 --------
Copying (12103-6095) 31 44 37 37 - - 37 37 37 37
Insurance (multiple) 673 694 805 790 -15 -2% 795 802 808 815
Insurance Recovery (12101-6209) -314 -325 -374 -416 -42 11% -422 -429 -435 -442
Insurance-Adj Fee / Deductible (14000-6211) -65 26 25 25 - - 25 25 25 25
Legal (12000/12103-7030) 88 36 176 226 50 28% 176 176 176 176
Maintenance - Buildings (11800-8060) 134 390 -373 373 - 373 373 373 373
Maintenance - General (14000-8056) 62 48 41 42 11%42424242
Memberships (12103-6270) 2 2 2 2 - -2222
Miscellaneous (12103-6275) 15 3 17 17 - - 17 17 17 17
Other Outside Services (11800-7051) - - 398 --398 -100% - - - -
Overhead - reallocation (12103-6311) -26 -2 -35 -49 -14 39% -49 -49 -49 -49
Postage & Courier (12101-6305) 39 51 38 39 14%41424345
Program Costs (14000-6325) 8 17 13 13 - - 13 13 13 13
Property Tax Expenses (10000/11800-6310) -3 - 123 --123 -100% - - - -
Recovery - Professional Fees (53110-7099) 3 2 4 4 - -4444
Risk Management Expense (12101-6490) - - 2 2 - -2222
Salaries (multiple) 413 467 530 576 46 9% 600 622 642 664
Stationery (12000-6370) 15 20 14 27 13 93% 27 27 27 27
Studies & Projects (12103/14000-6380) 42 44 71 23 -48-68%23232323
Supplies (13500-6300) - 9 --------
Taxes - Rental Properties (multiple) 62 66 59 62 36%62655858
Total Expense 1,209 1,700 2,077 1,818 -258 -12% 1,794 1,896 1,835 1,857
TOTAL CLERKS 382 -64 223 125 -97 -44% 76 165 79 97
Comments:
- Advertising – Election costs occur once every three years.
- Insurance – The cost of insurance has decreased.
- Legal – The budget is centralized in the Clerk’s Department. As legal expenses are incurred they are charged to
the departments initiating the cost.
- Lease Revenue, Maintenance Buildings, Other Outside Services & Property Tax Expenses – Office tower costs
and revenues have been adjusted to better reflect how they are reported.
- Salaries – The increased budget in 2009 is due to reclassifications; the balance is in line with the wage and
benefit cost contingency.
- Stationery – The 2009 budget has been updated to reflect actual costs.
CFS - FINANCE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 108
Services 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 maintenance of financial systems;
investing and safeguarding of the District’s financial as-
sets; the provision of internal audit functions; and
general cashiering services. In addition, the Depart-
ment is responsible for reporting financial matters to
the Audit and Finance Committee.
2009 Workplan Emphasis
We will be conducting ongoing reviews of internal con-
trol procedures. We will provide published documents
that provide a comprehensive and clear overview of the
District’s financial performance and resources. We will
manage our investment portfolio in a manner that
maximizes our return without compromise to safety and
liquidity and review and as necessary revise corporate
financial policies. We will host workshops for Council
and staff that will inform and improve the financial
management decision-making process. We will issue
tax notices, utility bills, licences, etc. by specific dates in
the most cost efficient and cost-effective method to the
benefit of all stakeholders. We will prepare operating
statements, consolidated financial reports, and conduct
quarterly financial operating reviews and prepare an
analysis of reserve funds/accounts showing fund bal-
ances and additional planned transfers. We will pre-
pare a five-year financial plan and develop a financial
strategy (model) to better address infrastructure sus-
tainability.
Performance Measurement (Appendix C)
Maximize our return on investment while maintaining
safety and liquidity
Provide high quality municipal services to citizens
and customers in a cost-effective and efficient
manner
Organization Chart
CFS - FINANCE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 109
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director of Finance 1.0 1.0 1.0 1.0 1.0 0.6 - - - -
Senior Finance Manager 1.0 0.3 - - - - - - - -
Manager of Accounting - - - - 0.2 1.0 1.0 1.0 1.0 1.0
Manager of Financial Planning - - - - 0.2 1.0 1.0 1.0 1.0 1.0
Municipal Accountant 1.0 1.0 1.0 1.0 1.0 1.0 0.3 - - -
Manager of Business Systems - - - - 0.2 1.0 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 1.7 1.3 1.6 0.8 0.9 2.0 2.0 2.0 2.0 2.0
Accountant II 1.3 0.9 0.7 - - - - - - -
Accountant I 0.7 - - - - 0.3 1.0 1.0 1.0 1.0
Accounting Clerk - Revenue - - - - - 0.6 1.0 1.0 1.0 1.0
Accounting Clerk II 2.1 3.2 4.0 3.9 4.7 4.2 3.6 5.1 5.1 5.1
Cashier Clerk Finance 2.0 2.6 3.0 3.0 2.9 3.2 3.3 3.0 3.0 3.0
Clerk II 2.0 1.9 2.0 2.3 1.4 1.0 1.0 1.0 1.0 1.0
Clerk I 1.0 0.9 0.7 0.7 0.7 0.9 1.1 0.6 0.6 0.6
Full-Time Equivalent 14.7 15.9 16.9 16.5 16.6 17.7 17.3 17.7 17.7 17.7
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Finance Department
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Advertising (15000-6010) 2 2 4 4 --4444
Audit Fees (12210-7000) 75 50 50 50 - - 50 50 50 50
Memberships (12200-6270) 5 4 6 4 -2-26%4444
Miscellaneous (12200-6275) 9 10 17 17 - - 17 17 17 17
Postage & Courier (15000-6305) 19 13 22 22 - - 22 22 22 22
Recovery - Professional Fees (12210-7099) -11 -11 -11 -11 - - -11 -11 -11 -11
Salaries (multiple) 1,150 1,123 1,479 1,254 -225 -15% 1,316 1,372 1,429 1,474
Salaries Recovery (12210-5400) -225 -225 -225 -225 - - -225 -225 -225 -225
Stationery (12200-6370) 9 4 10 10 - - 10 10 10 10
Studies & Projects (12200/12210-6380) 5 6 -5 5-5555
Total Expense 1,038 976 1,352 1,130 -222 -16% 1,192 1,249 1,305 1,350
Debt
Debt - Interest (multiple) 2,495 2,437 3,378 4,145 767 23% 4,384 4,448 4,306 4,206
Debt - Principal (multiple) 1,830 1,767 3,808 4,444 636 17% 5,521 6,390 7,074 7,136
Overdraft Interest (12400-9060) 178 184 184 184 - - 184 184 184 184
Total Debt 4,503 4,388 7,370 8,773 1,403 19% 10,090 11,022 11,564 11,527
TOTAL FINANCE 5,541 5,364 8,722 9,903 1,181 14% 11,282 12,270 12,870 12,877
Comments:
- Salaries – The 2008 budget contains funding committed to meeting the requirements of Tangible Capital Asset
reporting.
- Debt – Interest and Principal – The increase is reflective of additional capital projects funded by debt approved
in 2008. These include the animal shelter, Firehall, River Road drainage, the bridge at 240 Street and Kanaka
Creek and the park/school sites.
CFS - FINANCE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 110
Financial Plan – Financial Services -Tax Revenue
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Collections (multiple) -34,116 -35,320 -35,218 -36,210 -992 3% -37,201 -38,193 -39,185 -40,177
Grants in Lieu (multiple) -1,674 -1,739 -1,729 -1,744 -15 1% -1,779 -1,809 -1,823 -1,823
Local Improvement Program (multiple) -19 -208 -19 -19 - - -19 -19 -19 -19
Parcel Charges - Blue Box (16000-4011) -645 -694 -705 -737 -32 5% -778 -816 -856 -898
Parcel Charges - Recycling (16000-4010) -622 -651 -654 -708 -54 8% -748 -785 -825 -867
Taxes - General (16000-4000) -42,624 -46,171 -46,137 -49,677 -3,540 8% -53,405 -57,359 -61,578 -65,687
Total Revenue -79,700 -84,783 -84,462 -89,096 -4,634 5% -93,930 -98,981 -104,287 -109,470
Expense
Interest Paid on Tax Prepaymnt (16000-4001) 149 127 96 130 34 35% 130 130 130 130
Remittance (multiple) 34,116 35,320 35,218 36,210 992 3% 37,201 38,193 39,185 40,177
Total Expense 34,265 35,447 35,314 36,340 1,026 3% 37,331 38,323 39,315 40,307
TOTAL FIN.SRV-TAX REV -45,435 -49,336 -49,148 -52,757 -3,608 7% -56,599 -60,658 -64,972 -69,164
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 a general tax increase of 3%, a further 1% for infrastructure sus-
tainability, and $600,000 plus growth for the Fire Service Improvement Levy.
Financial Plan – Financial Services -Transfers
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Transfers
Appropriation of Surplus (10000-9010) - 3 3 19 16 545% 11 6 5 46
Bad Debts (15000-6026) 2 9 5 5 - -5555
Bank Charges (12400-6030) 15 19 13 13 - - 13 13 13 13
Contingency (12400-8099) 16 84 893 55 -838 -94% 146 270 396 577
Contribution from own Reserves
(10000/12400-4840)
-6,076 -6,645 -6,678 -6,860 -182 3% -6,992 -7,513 -7,333 -7,028
Contribution to own Reserves (multiple) 13,792 8,710 7,471 8,087 616 8% 8,590 9,524 10,070 10,672
Contribution to Self-Insurance (12400-9021) 45 45 45 45 - - 45 45 45 45
Interest Transfers (multiple) 234 272 440 440 - - 440 440 440 440
Investment Earnings - Res Acct (multiple) -234 -272 -570 -570 - - -570 -570 -570 -570
Purchasing Card Clearing (multiple) 30 16 --------
Transfer - MRMH (12400-4950) -10,513 - --------
Transfer in from RCP (12400-4841) -1,491 -3,610 -3,610 -401 3,209 -89% -132 -165 - -
Transfer to Capital Funds (multiple) 10,410 1,086 2,991 3,104 113 4% 2,341 2,747 2,568 2,783
Transfers In (multiple) -232 -158 -181 -1,037 -856 473% -2,390 -3,386 -3,967 -3,970
Transfers Out (multiple) 1,425 8,557 1,558 894 -664 -43% 1,118 1,167 1,345 1,745
Total Transfers 7,423 8,116 2,380 3,793 1,413 59% 2,623 2,583 3,016 4,758
Comments:
- Transfers are mostly used to fund the capital program.
CFS - FINANCE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 111
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admin Fee (15000/30000-4100) -56 -80 -35 -35 - - -35 -35 -35 -35
Auction Proceeds (15000-4410) -14 -18 -20 -20 - - -20 -20 -20 -20
Contributions from Others (10000-4820) -7 -6 -2,584 -2,504 80 -3% -2,504 -2,504 -2,504 -2,504
Default (multiple) - - 1,370 --1,370-100%----
Discount on Payables (15000-4170) -9 -9 -8 -8 - - -8 -8 -8 -8
Federal Grant (Conditional) (15000-4250) -5 - --------
Gain/Loss - Property 4 Resale (15000-4298) -9 -500 --------
Gifts & Donations - Capital (15000-4395) -505 -100 --------
Gifts & Donations -Non-Capital (10000/15000-4396) -133 - --------
Information Fees (15000-4280) -144 -119 -150 -120 30 -20% -120 -120 -120 -120
Interest (10000/15000-4290) -180 -199 -200 -200 - - -200 -200 -200 -200
Interest - A/R (15000/16000-4291) 2 -1 -1 -1 - - -1 -1 -1 -1
Interfund (10000-GRF-1250) 4,026 4,129 --------
Investment Interest (10000/15000-4295) -1,532 -2,664 -750 -885 -135 18% -885 -885 -885 -885
Lease Revenue (10000-4310) -18 - -56 -56 - - -56 -56 -56 -56
M.F.A. Discharge (12400-4380) -112 -55 --------
Miscellaneous Income (15000-4390) -110 -82 -35 -36 -1 1% -36 -36 -36 -36
Municipal Plate Fees (15000-4221) -19 -22 -22 -22 - - -22 -22 -22 -22
Prov. Grant (Unconditional) (10000-102-4253) -926 -941 -925 -942 -17 2% -942 -942 -942 -942
Surplus (15000-4520) -1,832 -549 -549 -1,091 -542 99% -39 -284 - -300
Tax Penalties (15000-4440) -438 -526 -465 -485 -20 4% -505 -505 -505 -505
Transfers In (10000-GRF-4910) -112 -19 --------
Total Revenue -2,133 -1,761 -4,430 -6,404 -1,974 45% -5,372 -5,617 -5,333 -5,633
TOTAL FIN.SRV-OTHER REV -2,133 -1,761 -4,430 -6,404 -1,974 45% -5,372 -5,617 -5,333 -5,633
Comments:
- Contribution from Others – The School District is responsible for debt payments associated with their portion of
the acquisition cost of future school/park sites. The actual amounts and timing will vary depending on the pur-
chase price and timing of the purchases.
- Investment Interest – The amount earned on investment fluctuates due to the change in market rates, the
amount invested, reserve balances and the accounting treatment of interest earnings.
- Surplus – The items that are being funded through accumulated surplus for 2009 include:
$835,000 for downtown improvement
$11,135 for succession planning
$3,357 for growth funding
$50,000 for parks growth
$45,000 for the BC Disability Games
$12,000 for the Business Improvement Area
$75,000 for affordable housing
$10,000 for Emergency Social Services
$50,000 for legal costs (zoning)
CFS – INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 112
Services Provided
Information Services is responsible for managing corpo-
rate computer systems and supporting infrastructure.
The corporate computer systems include hardware,
software, and data resources, but also the governance
framework to ensure that investments in information
technology continues to provide value to the organiza-
tion.
2009 Workplan Emphasis
The Department will commence work on the replace-
ment of all Municipal desktop computers, and upgrades
to the telephone and cell phone systems.
New software systems planned for implementation this
year include: help desk, fleet management, cemetery
management, performance reporting, volunteer man-
agement, and dog licensing, Existing software systems
scheduled for upgrades or enhancements include: re-
mote access, web mapping, economic development,
the financials system, parks and recreation manage-
ment, the property system, Human Resources, taxation
and billing,
Research and collaborative effort will be spent on de-
veloping responses in the document management area,
and capital works management field, as well as disas-
ter recovery and project management.
Performance Measurement (Appendix C)
Ensure citizens and customers have easy access to
timely, accurate, and meaningful information regard-
ing District activities and issues
Provide prompt and effective assistance to informa-
tion technology users in response to a call for help
CFS – INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 113
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 Services 1.0 1.0 0.6 0.7 1.0 1.0 1.0 1.0 1.0 1.0
Project Manager - - 1.0 1.0 1.0 1.0 1.0 1.0 0.3 -
Business Systems Analyst 1.0 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 1.0
Network Support Specialist 1.0 1.0 1.0 1.0 1.5 1.7 1.0 1.0 1.0 1.0
Senior Analyst Programmer 2.0 2.0 2.0 2.0 2.3 3.0 3.0 2.5 1.0 1.0
Systems Analyst 2.0 2.0 2.0 1.3 0.7 - - 0.5 2.0 2.0
Info Services Support Specialist - - - - - - 0.9 2.0 2.0 2.0
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 - - -
Junior Systems Analyst - - - - - - 1.5 1.5 1.0 1.0
User Support Assistant - - 0.4 0.9 1.1 2.0 1.5 2.0 2.0 2.0
User Support Clerk 1.0 0.7 - - - - - - - -
Other 1.0 0.7 - - - - - - - -
Full-Time Equivalents 11.0 12.6 11.9 12.1 12.6 13.2 13.4 14.5 13.3 13.0
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
CFS – INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 114
Financial Plan – Information Services
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Consulting (12310-7005) 38 83 126 32 -94 -75% 32 32 32 32
Desktop Software Maintenance (12310-8031) 25 - --------
Equipment Maintenance (12310-8030) 49 35 71 71 - - 71 71 71 71
Interest Transfers (12300-ERR-9402) - - 5 5 - -5555
Memberships - - 0 0 - -0000
Salaries (12310-5500) 1,097 1,205 1,285 1,278 -7 -1% 1,271 1,291 1,343 1,393
Salaries Recovery (12310-5400) -160 -185 -295 -250 45 -15% -250 -254 -248 -270
Software Maintenance (12310-7070) 447 422 478 512 34 7% 493 516 536 556
Supplies (12310-6300) 20 23 12 15 3 25% 15 15 15 15
Training (12320-6400) 6 15 10 10 - - 10 10 10 10
Transfers Out (12300-ERR-9400) 307 307 307 307 - - 307 307 307 307
Utilities (12310-6500) 16 16 25 25 - -17999
Utilities - Telephone (12000/12310-6520) 75 81 83 75 -8 -10% 71 71 71 71
Vehicle Charges (12300-7400) 2 2 2 2 - -3333
Total Expense 1,922 2,004 2,110 2,083 -27 -1% 2,045 2,075 2,154 2,202
Comments:
- Consulting – The 2008 budget includes funding for specific projects not completed in 2007.
- Desktop Software Maintenance – Increase based on additional technology investment within the capital pro-
gram.
- Salaries Recovery – The amount of staff time recovered from capital projects is expected to decline.
- Utilities Telephone – Costs area expected to be reduced with the introduction of new phone technology and in-
frastructure.
CFS – INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 115
Capital Works Program – Information Services
Technology 2009 2010 2011 2012 2013
Attendance Management Program - - - - 90,000
CCTV - Library and Backbone 39,500 - - - -
Computer Room Upgrades - - 41,221 - -
Corporate Antivirus Replacement 10,000 - - - -
Council Chamber Digital Video Management System 10,000 - - - -
Council Chamber Multimedia Upgrade - 25,000 - - -
Document Processing System - Phase 1 75,000 75,000 - - -
Document Processing System - Phase 2 - - 63,000 - -
Economic Dev - Office Outfitting 8,500 - - - -
Equipment Purchase - Blade Server - - 21,000 - -
Equipment Purchase - Load Balancer - 35,000 - - -
Equipment Purchase - New Web Server - - 25,245 - -
Equipment Purchase - SMS Redundancy - - - - 38,225
Equipment Purchase - UPS Upgrade - - 16,170 - -
Equipment Replacement - Info Serv 854,285 377,733 499,433 1,170,186 100
Fibre Optic Network - Downtown Ring Phase 3 - - 100,000 180,000 -
Fibre Optic Network - Firehall #4 Phase 4 - - - - 250,000
Fibre Optic Network - Transit Exchange - 46,400 - - -
Fleet Management Software - 70,000 - - -
Infrastructure growth (20 desktops, 5 laptops) 40,000 - - - -
Infrastructure Management Phase 1 50,000 - - - -
Integrated Cash System - - - - 50,000
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 - #7074 (Kanaka - 240) - 27,433 - - -
IT Strategic Plan Update - - 50,000 - -
Management Reporting Software Phase 2 - - - - 40,000
Network Monitoring - 17,325 - - -
Phone System Replacement 395,000 - - - -
Public Access Community Kiosks - 38,750 - - -
ROSS financials upgrade 212,000 - - - -
Volunteer Software (Impact) 13,000 - - - -
Technology Total 1,707,285 801,664 862,173 1,447,461 468,325
CFS – FIRE DEPARTMENT
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 116
Services Provided
The Department provides a proactive approach to fire
services through the development of multi-year busi-
ness plans, which include detailed multi-year financial
plans. The primary mission of the Department is the
protection and preservation of life, property and the
environment for citizens. This service is provided by a
group of 100 dedicated paid-on-call firefighters, 35 full-
time firefighters, six chief officers, and two administra-
tive support staff. We rely heavily on cross-training and
good communication to ensure that the department
continues to function efficiently and effectively. Each of
the assistant chiefs assumes responsibility for the op-
eration of the individual Fire Halls. In addition to ad-
ministrative duties, the career officers assume the role
of Duty Chief, which involves responding to all serious
Fire Department emergency calls 24-hours-day, on a
rotational basis.
2009 Workplan Emphasis
The completion of the renovation and addition of Fire
Hall #1 is a priority and in keeping with Council’s stra-
tegic alignment on Sustainability, this project will incor-
porate LEED principles. We will commence construc-
tion of Fire Hall #4. We will reduce the severity of fires
and emergencies through adequate response times
and manpower and reduce the number and serious-
ness of emergency incidents through an aggressive
program of proactive inspections and public education.
Through the Community Wildfire Protection Plan we will
introduce legislative tools to enhance fire safety in the
interface.
Performance Measurement (Appendix C)
Reduce the severity of fires through adequate re-
sponse times and personnel
Reduce the number and seriousness of emergency
incidents through an aggressive program of proactive
inspections and public education
Charities Committee held several events throughout
the year
Organization Chart
CFS – FIRE DEPARTMENT
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 117
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 6.0 6.0 6.0
Fire Lieutenant - - - - - 4.0 3.8 4.0 4.0 4.0
Firefighter - - - 3.0 12.0 13.5 19.5 25.0 32.0 32.0
Administrative Assistant - - 1.0 1.0 1.1 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 - - - - - - - -
Full-Time Equivalent 8.0 8.0 8.0 12.0 24.1 29.6 35.4 43.0 50.0 50.0
The staff increases from 2005 onward are due to the continued implementation of the Fire Master Plan and the establish-
ment of full-time career firefighter positions within the department. The funding envelope is fixed so actual 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 composi-
tion of departmental staff.
CFS – FIRE DEPARTMENT
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 118
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Fire Department
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Fees (22000-4220) -50 -91 -43 -50 -7 16% -50 -50 -50 -50
Miscellaneous Income (22000-4390) -1 -2 --------
Prov. Grant (Conditional) (22000-4252) -15 - --------
Salaries Recovery (22000-5400) -5 -4 --------
Sale of Service (22000-4600/4650) -7 -17 --------
Total Revenue -78 -114 -43 -50 -7 16% -50 -50 -50 -50
Expense
Contract (22000-7007) 87 80 124 114 -10 -8% 114 114 114 114
Equipment (22000/22075-7340) 132 144 137 179 42 30% 171 171 171 171
Equipment Maintenance (22000-8030) 32 39 48 75 27 56% 59 59 59 59
Holiday Coverage (22000-5505) 190 301 -358 358 - 358 358 358 358
Insurance (22000-6210) 20 32 20 21 15%21212121
Interest Transfers (22000-ERR-9402) - - 51 51 - - 51 51 51 51
Legal (22000-7030) - - 2 2 - -2222
Memberships (22000-6270) 4 3 2 3 145%3333
Miscellaneous (multiple) 66 31 23 30 7 29% 30 30 30 30
Operating Repairs (22000-8080) 187 179 126 135 9 7% 135 135 135 135
Other Outside Services (22000-7051) 3 2 1 1 - -1111
Professional Fees - Other (22000-7050) 23 24 38 23 -15 -40% 23 23 23 23
Program Costs (multiple) 93 85 75 69 -6-8%74747474
Salaries (multiple) 2,626 3,350 3,410 4,023 613 18% 4,840 5,673 6,538 7,076
Seminars/Prof Meetings/Train'g (22000-6050) 20 19 23 23 - - 23 23 23 23
Service Severance Costs (22000-5150) 50 49 66 66 - - 66 66 66 66
Special Events (22000-6360) 14 14 15 15 - - 15 15 15 15
Special Projects (22000-6385) 8 - 17 12 -5-29%----
Studies & Projects (22000-6380) 6 16 --------
Supplies (multiple) 132 218 235 195 -40 -17% 195 195 195 195
Transfers Out (22000-ERR-9400) 265 265 265 338 73 27% 387 416 435 456
Vehicle Costs (22000-6430) 124 154 110 149 39 35% 153 158 162 167
W.C.B. (Non-employees) (22000-7080) 10 15 13 13 - - 13 13 13 13
Wages (22000/22041-5600) 617 565 714 563 -151 -21% 587 612 634 657
Total Expense 4,709 5,585 5,514 6,457 943 17% 7,321 8,213 9,123 9,709
TOTAL FIRE PROTECTION 4,631 5,471 5,471 6,407 936 17% 7,271 8,163 9,073 9,659
Comments:
- Equipment Maintenance / Program Costs / Supplies - Fire Hall #4 construction postponed until 2010, but much
of the costs associated with hiring Paid-on-Call Firefighters will start in 2009.
- Fees – Fees have bee increased to reflect actual collections.
- Professional Fees – Decreased testing in 2009-2013.
- Salaries & Wages – Majority of increase is additional career firefighters. The balance of the variance is an in-
crease to Paid-on-Call rates and the wage and benefit cost contingency.
- Vehicle Costs – The 2009 budget has been updated to reflect actual costs.
CFS – POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 119
Services Provided
The Ridge Meadows RCMP Detachment is responsible
for policing the communities of Maple Ridge and Pitt
Meadows. A recently adopted Police Master Plan iden-
tifies community priorities such as crime reduction,
property crime, youth, and road and traffic safety. The
detachment currently has 109 members, with 82 as-
signed to Maple Ridge, with 3 Community Safety Offi-
cers in Maple Ridge, 21 assigned to Pitt Meadows, and
3 supplied by the Provincial government.
Municipal employees provide clerical and administra-
tive support in areas such as exhibits, guarding, cus-
tomer services, records management, Canadian Police
Information Centre, crime analysis, court liaison, train-
ing and staff development, and volunteer coordination.
Our detachment also has an active volunteer base who
dedicate themselves to RCMP programs such as Citi-
zens on Patrol, Citizens Bike Patrol, Speed Watch, Block
Watch, and Auxiliaries.
2009 Workplan Emphasis
We will continue our work with youth in the community
by targeting enforcement in youth “hot spots,” providing
Drug Awareness Resistance Education program training
and presentations, maintaining two Community Safety
Officer’s in School Liaison roles, and by working closely
with the Youth Diversion Program and Youth Services.
The Marihuana Enforcement Team will continue work
on enforcement of marihuana cultivation which is a
direct link to Organized Crime, by training on Forward
Looking Infra Red (FLIR), public education, and continu-
ing the Electrical Fire Safety program in Pitt Meadows.
We will participate in Traffic 2010 initiatives to reduce
serious injury accidents by concentrating on road
checks for impaired driving and by providing member
training on impaired and criminal crash investigations.
We will develop and implement strategies to address
community crime problems by targeting “hot” spots,
using Community Safety Officers in downtown core and
in schools, enhanced patrols in “hot spots” with a focus
on Foot Patrols, especially in the summer months, and
using PRIME for remote report writing.
We will take an active role in sustainability initiatives
and ensure the safety of our staff working the Randy
Herman Centre.
Performance Measurement (Appendix C)
Reduce the number of property crime offences
Proactively assist in the development and safety of
youths in our community
Encourage volunteer involvement in the Crime Pre-
vention programs
CFS – POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 120
Organization Chart
Manager of
Police Services
Maureen Jones
Administrative
Assistant
Carrie Walsh
Administrative
Support Assistant
Terry Guyon
Records
Supervisor
Shanna Baker
Court Liaison Officer
Catherine Senay
Court Liaison Officer
Assistant
Kelly Cotter
Municipal Reader
Vicky Castro
Deb Cook
Deb Thompson
CPIC Operator-Clerk
Barb Landy
Cheryl Titman
PRIME Reviewer
Lynda Delainey
Jenny Lea
Janet Tuka
Job Share
Stephanie Volpe
Heather Kaczor
PRIME Records
Assistant
Kim Steffen
PRIME Operator
Mardi MacDonald
Brenda Formosa.5FTE
Traffic Clerk
Sandy McLeod
+1 FTE
Information Officer
Lizz McRae
Faye Dougan
Clerk Typist III
Louise Kurkowsky
Linda Longo
GIS Secretary
Dawn-Marese
Varcoe
Crime Prevention
Program Coordinator
Not Hired
Exhibit Custodian
Deb MacDonald
Custodial Guard III
Randy Weigel
Custodial Guard II
Brian Kurucz
Job Share
Gail Blok
Gwill Draper
Custodial Guard I
2 FTE
Crime Analyst
Annette Wilson
Computer Support
Specialist
Larry Hodson
Justin Palmer
Media Relations
Training Coord
Dan Herbranson
Community Policing
Coordinator
Keith Wilson
Fleet Exhibit
Coordinator
Deb Livingstone
Victim Services
Connie Cross
Nikki Springford
Crime Reduction
Unit Secretary
Rena Gislason
Clerk II
Andrea Ferriera
Debra Kinar
Bylaw Enforcement
Officer/RCMP
Liaison .5FTE
Derrick Keist
CFS – POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 121
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Municipal Staff Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 1.0
Court Liaison Officer 1.0 1.0 1.0 1.0 1.3 1.3 1.3 1.0 1.0 1.0
Bylaw Enforce Officer/RCMP Liaison - - - - - - - 0.5 0.5 0.5
Computer Support Specialist 1.0 1.0 2.0 1.4 2.0 2.0 2.0 2.0 2.0 2.0
Records Supervisor - - - - 0.4 0.9 1.0 1.0 1.0 1.0
Crime Prevention Program Coord. - - - - 0.4 0.9 0.9 1.0 1.0 1.0
RCMP Volunteer Services Coord. 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 4.7 0.7 0.8 0.1 - - - - - -
Media Relations Training Coord. - - - - 0.4 1.0 1.0 1.0 1.0 1.0
Municipal Reader 1.0 1.0 1.0 2.0 2.0 1.9 2.1 3.0 3.0 3.0
CPO Coordinator 0.5 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Support Assistant - - - - - 0.8 1.0 1.0 1.0 1.0
Court Liaison Officer Assistant - - - - - - 0.1 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/Exhibit Coordinator - - - - 0.5 1.0 1.0 1.0 1.0 1.0
Fleet Mtce Coord Clerk Typist III - - 1.0 1.0 1.0 0.2 - - - -
PRIME Assistant - - - - - - 0.1 1.0 1.0 1.0
User Support Clerk - 0.1 - - - - - - - -
Clerk Typist III 1.5 1.8 1.0 1.0 1.0 1.8 2.0 2.0 2.0 2.0
CPIC Operator-Clerk 1.6 1.8 1.9 2.0 1.7 2.0 2.5 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 2.0 2.0 2.0 2.3 2.3 2.2 2.1 2.0 2.0 2.0
Operator/Reviewer (Prime/CIIDS) 1.7 3.8 3.6 4.1 5.0 4.3 - - - -
PRIME Reviewer - - - - - - 4.3 4.0 4.0 4.0
Traffic Clerk 1.2 0.9 1.3 1.4 1.8 1.4 1.3 1.0 1.0 1.0
Clerk II - - - - - 1.0 1.6 2.0 2.0 2.0
Clerk Typist II - 0.4 0.9 1.3 1.3 0.5 - - - -
PRIME Operator 2.8 1.5 1.4 1.2 1.3 1.5 1.7 1.5 1.5 1.5
Clerical Assistance - - - - - - - 1.2 1.2 1.2
Receptionist 3.1 3.3 3.5 2.9 2.0 1.3 1.0 - - -
Custodial Guard III 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Custodial Guard II 2.0 2.0 2.0 2.0 1.5 2.0 1.6 2.0 2.0 2.0
Custodial Guard I 1.8 1.7 2.0 2.6 2.8 1.9 2.5 2.0 2.0 2.0
Other - - - - - - 0.5 2.5 2.5 2.5
Senior Telecom Operator 1.9 - - - - - - - - -
Full-Time Equivalent 33.8 29.5 32.5 33.3 35.6 37.0 38.6 43.7 43.7 43.7
RCMP Approved Positions 02-03 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11
Maple Ridge - Regular Contract 68.3 72.3 76.3 79.3 81.3 86.3 82.3 82.3 84.3
Maple Ridge - Community Safety Officers - - - - - - 3.0 3.0 3.0
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction** - - - - - - 5.0 5.0 5.0
Emergency Response Team* - - - - 2.3 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 3.1
Total Maple Ridge 68.3 75.4 79.4 82.4 86.7 91.7 95.7 95.7 97.7
Pitt Meadows - Regular Contract 17.4 17.4 17.4 18.4 19.4 19.4 20.4 20.4 21.4
Pitt Meadows - Integrated Teams*,** - 0.5 0.5 0.5 0.9 0.9 2.0 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
Full-Time Equivalent 89.0 96.6 100.6 104.6 110.3 115.3 121.4 121.4 124.4
* Positions are calculated using the budgeted strength for the team multiplied by municipalities’ portion of the costs
** New integrated teams and Pitt Meadows are estimates only
CFS – POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 122
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Police Services
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Fines (21000-4240) -149 -93 -28 -48 -20 71% -48 -48 -48 -48
Lease Revenue (21000-4310) -28 -31 -27 -27 - - -27 -27 -27 -27
Other Grant (Conditional) (21000-4258) -738 -847 -914 -942 -28 3% -965 -991 -1,018 -1,042
Program Fees (21000-4230) -76 -63 -76 -10 66 -87% -10 -10 -10 -10
Prov. Grant (Conditional) (21150-102-4252) -55 -83 -56 -53 4 -6% -53 -53 -53 -53
Recovery (21130-5300) -24 -35 -32 -32 - - -32 -32 -32 -32
Sale of Service (21000-4600/4650) -204 -225 -146 -146 - - -146 -146 -146 -146
Total Revenue -1,274 -1,377 -1,279 -1,258 21 -2% -1,280 -1,306 -1,334 -1,357
Expense
Auxillary Program (21120-7015) 13 3 48 25 -24 -49% 25 25 25 25
Contract (21000/21100-7007) 48 50 54 55 12%56575858
Equipment (21122/21150-7340) 2 2 5 6 1 11% 6 6 6 6
Insurance (21000-6210) 17 18 18 21 3 18% 21 21 21 21
Lease Expense (21100/21140-6230) 72 47 45 46 12%47484848
Maintenance - Buildings (21100-8060) 10 134 -163 163 - 164 164 164 165
Maintenance - General (21100-8056) 125 133 150 150 - - 150 150 150 151
Meals (21130-6260) 12 11 7 12 5 71% 12 12 12 12
Memberships - - 0 0 --0000
Operating Repairs - - 0 0 --0000
Other Outside Services (21140/21150-7051) 976 1,013 1,009 1,039 30 3% 1,070 1,103 1,136 1,170
Professional Fees - Other - - 0 0 --0000
Program Costs (21120-6325) 31 25 27 28 12%28282828
Publications (21100-6335) - - 2 2 --2222
Salaries (multiple) 115 124 191 198 7 3% 206 214 221 229
Supplies (21000/21100-6300) 47 68 23 30 7 30% 30 30 30 30
Training (multiple) 10 8 16 17 15%17181818
Utilities - Telephone (21100-6520) 49 46 45 45 - - 45 45 45 45
Vehicle Charges (21150-7400) - 4 --------
Wages (multiple) 1,983 2,282 2,396 2,450 54 2% 2,538 2,628 2,732 2,810
Total Expense 3,510 3,968 4,038 4,287 250 6% 4,418 4,551 4,697 4,818
Expense - Rcmp Contract
Contract (21200-7007) 8,777 9,977 11,053 11,924 871 8% 12,728 13,647 14,511 15,390
Total Expense - Rcmp Contract 8,777 9,977 11,053 11,924 871 8% 12,728 13,647 14,511 15,390
TOTAL POLICE SERVICES 11,013 12,568 13,811 14,954 1,142 8% 15,865 16,892 17,874 18,851
Comments:
- Auxiliary Program – 2008 budget contained funding from prior years for projects that were not yet completed.
- Other grant (conditional) – This is the shared Police Housing and Support cost recovered from Pitt Meadows.
- Other Outside Services – Reflects increased rates in centralized dispatch (ECOMM).
- Salaries / Wages – Additional increase over expected salary and benefit costs is from four new staff positions.
- RCMP Contract – Includes cost increases and additional members. The increase in members is forecast as
none in 2009, two in 2010 through 2011, three in 2012 and two in 2013. The Police Services Reserve is used
to redirect a portion of prior years Contract saving back into assist in covering policing costs. The figures in-
clude existing regional initiatives IHIT (Integrated Homicide Investigation Team) and ERT (Emergency Response
Team), Forensic Identification Services, Police Dog Services, and Traffic Reconstruction.
PUBLIC WORKS & DEVELOPMENT SERVICES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 123
The Public Works & Development Services Division
(PWDS) is responsible for land use and zoning issues,
long-range planning, growth management, bylaw en-
forcement, business licensing, engineering services, the
provision and maintenance of transportation, water
distribution, sewage disposal, and storm water man-
agement infrastructure and services and associated
functions. A brief summary of some of the 2008 ac-
complishments in the division are shown below, fol-
lowed by an Business Context listing some of the pres-
sures and challenges facing this division.
The subsequent pages in the PWDS section will provide
some information on the departments reporting to this
division, including staffing, 2009 Workplan highlights
and budgets. The departments within this section are
PWDS Administration; Engineering; Licences, Permits
and Bylaws; Planning, Operations; and our partnership
with Ridge Meadows Recycling Society.
Select Division 2008 Accomplishments
Gravel strategy implemented.
Abernethy Way conceptual design awarded.
Sewer Agreement for 256 Street area completed.
Golden Ears Bridge substantially underway.
Financial Planning for Major Transportation Routes.
Emergency Response.
Implemented Infrastructure Replacement Program.
Alouette Rivers Flood Management Task Force re-
port and implementation of recommendations.
Construction of first roundabout in Maple Ridge.
Pavement degradation policy review.
Completed several local Area Service projects –
267 water main, Academy Park, 202 Street and
Barnsdale Street sanitary sewers.
Cottonwood Connector (118 Avenue to Dewdney
Trunk Road).
Golden Ears Bridge support and liaison.
Grant applications were made for River Road and
Road 13 Diking District improvements and the
Hammond Pump Station.
240 Street Bridge (South Alouette River) Feasibility
Study and road safety improvements.
Proactive bylaw enforcement in the downtown core
including development of a Standards of Mainte-
nance Bylaw, addressing minimum standards for
rental properties, amending the Untidy/Unsightly
Bylaw and reducing the amount of time from 14
days to 7 days for response/action from the prop-
erty owner.
Implemented a comprehensive dog licencing pro-
gram.
Inspector training on new green building code regu-
lations and reviewed energy efficiency initiatives.
Conducted successful Builders Forums.
Completed the Town Centre Plan including the
Parking Strategy for the Town Centre and adopted
a Town Centre development permit focused on sus-
tainability issues.
Assisted the Agricultural Advisory Committee to
initiate the Agricultural Plan.
Completed garden suites study and reviewed assis-
tance measures for modular home owners.
Participated on the provincial/UBCM Green Com-
munities Committee.
Follow-up of court order for rehabilitation on Morse
Creek .
Process for Liveable Region Strategic Plan amend-
ments with Metro Vancouver.
Reviewed the Community Gaming Facility proposal
and the Translink/BCIT facility project and partici-
pated on a community committee.
Conducted a comprehensive Fleet analysis using
the E3 Fleet Green Guidelines to meet environ-
mental performance levels based on satisfying the
best management practices set out through E3
Fleet
Landslide repair on Spilsbury and on 284 Street.
Replaced or repaired large diameter culverts. 203
Avenue, Hammond Road,, 266 Street, Cunningham
and Green road construction in cooperation with
landowners on 224 Street and 144 Avenue for ac-
cess during flood events.
Infiltration investigation Alco Park, Gunns Pump
Station area.
Transferred connections and eliminated redundant
watermain on 240 south of Dewdney Trunk fol-
lowed by Asphalt road resurfacing on Dewdney
Trunk from 232 Street to 240 Street.
Ridge Meadows Recycling continued with their suc-
cessful program by recycling 100 tons of TV’s &
Computers, providing real employment for 30 peo-
ple with disabilities, expanding Apartment collec-
tion with new truck, completing Waste Composition
study, and recycling 10,137 tons of potential
waste.
Business Context
Development activity continues to increase, impact-
ing resources
Construction costs continue to escalate
Key positions within the division set to retire
Infill projects becoming more prominent in down-
town
Infrastructure continues to grow and age
Job market is very healthy – competitive market for
new employees
PWDS – ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 124
Services Provided
The Public Works and Development Services (PWDS)
Administration section guides the District’s activities
with respect to the administration and implementation
of municipal policies, bylaws, and services pertaining to
the management of development, building construc-
tion, infrastructure, growth, renewal, and maintenance
in the District. In addition, we are responsible for carry-
ing 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.
2009 Workplan Emphasis
We will implement the capital program, and work on
green infrastructure initiatives. Our division will also act
as a liaison for the Golden Ears Bridge and work to ad-
vance transportation routes. We will also work with the
Finance Department to implement the Infrastructure
Replacement Program.
Organization Chart
These positions all report to PWDS but some are budgeted to other areas.
PWDS – ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 125
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
GM Public Works & Dev Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant - - - - - 0.9 1.0 1.0 1.0 1.0
Working Supervisor CSC 1.0 1.0 0.5 0.5 0.5 0.2 - - - -
Business Support Analyst - 0.8 1.0 1.0 1.0 0.8 - - - -
Senior Development Serv Tech - - - - - - 0.4 1.0 1.0 1.0
Full-Time Equivalent 2.0 2.8 2.5 2.5 2.5 2.9 2.4 3.0 3.0 3.0
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – PWDS Administration
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Expense
Conventions & Conferences (31010-6051) 24 21 29 29 - - 29 29 29 29
Legal (31010-7030) 51 29 --------
Memberships (multiple) 14 11 18 18 - - 18 18 18 18
Salaries (31010/32020-5500) 297 286 315 399 84 27% 408 527 585 643
Supplies (31010/32000-6300) 3 6 4 4 - -4444
Total Expense 389 353 366 450 84 23% 459 578 636 694
Comments:
- Salaries – The 2009 variance includes divisional growth funding of $75,000 the balance is in line with the wage
and benefit cost contingency. Comparing to 2008, 2009 to 2013 respectively, $75,000, $70,000, $175,000,
$220,000, and $265,000 have been committed to begin addressing costs associated with growth.
PWDS – ENGINEERING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 126
Services Provided
The Engineering Department provides municipal engi-
neering services to community, applying engineering
methods to the analysis, planning, design, construction,
and record keeping of public works facilities and pro-
grams relating to infrastructure.
2009 Workplan Emphasis
We will undertake a number of studies and implement
plans including: Alouette River hydrotechnical model
(BC Hydro), Maintenance and Transportation Training
Centre area drainage design, Dyking District manage-
ment review, a Climate Change infrastructure impact
review, and a number of Safety District studies.
We wil be constructing several capital projects including
road and bridge improvements on Abernethy Way, 240
Street, 232 Street, Albion Industrial Park access, walk-
way improvements, accessibility program. Capital pro-
jects will also include a sewer extension to 256 Street
employment lands, Academy Park sewer Local Area
Service and River Road storm sewer. We will undertake
263 Street water reservoir analysis and design and 203
Street/Maple Meadows Way railway safety improve-
ments.
We will examine transit priority measures for applica-
tion in Maple Ridge: including developing an Active
Transportation Plan, submitting a Fraser Sewerage Area
boundary adjustment report to Metro Vancouver, im-
proving storm water management planning and prac-
tices, and promoting the Albion West Coast Express
Station (by TransLink).
Performance Measurement (Appendix C)
Reduce the number of deaths, injuries, and property
damage caused by traffic accidents
Improve traffic safety on our road network for all us-
ers, including pedestrians and cyclists
Ensure infrastructure serves the community in a
manner that maintains health, safety, and quality of
life
PWDS – ENGINEERING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 127
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Municipal Engineer 1.0 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 0.3 - - -
Director of Engineering Projects 1.0 1.0 0.3 - - - - - - -
Manager of Corp & Dev Engineering - - - - 0.0 1.0 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 0.6 0.7 0.7 - - - - 1.0 1.0 1.0
Project Engineer Water - - - - - - - 1.0 1.0 1.0
Senior Project Engineer - - - - - 0.5 1.0 - - -
Geomatics Supervisor - 0.9 1.0 1.0 1.0 1.0 1.0 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 1.0
Engineering Technician - - - - - - 1.0 2.0 2.0 2.0
Drafting Supervisor 1.0 - - - - - - - - -
Dev Cost Charge Coordinator 1.0 0.1 - - - - - - - -
Engineering Technologist 4.2 3.9 4.5 4.2 4.0 3.1 2.0 3.0 3.0 3.0
Engineer Trainee - 0.3 - - 0.8 1.0 1.0 1.0 1.0 1.0
Traffic Technician - 0.7 0.9 1.0 1.0 1.0 0.8 1.0 1.0 1.0
Engineering Works Inspector 1.0 1.0 1.0 1.0 1.0 2.0 1.8 2.0 2.0 2.0
Draftsperson II 4.0 3.9 3.5 3.9 4.0 4.1 4.0 4.0 4.0 4.0
Instrumentman II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 0.9 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Engineering Assistant II - - - 0.3 0.3 - 0.3 - - -
Instrumentman I 0.8 1.0 1.0 0.4 1.0 1.0 1.0 1.0 1.0 1.0
Subdivision Development Tech 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Dev Services Technician - 1.4 2.0 2.3 2.2 2.1 1.7 2.0 2.0 2.0
Clerk II 2.2 1.1 0.5 1.0 1.0 1.0 1.0 1.1 1.1 1.1
Rodperson 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Other - - 0.2 - - - - - - -
Full-Time Equivalent 22.8 22.9 22.6 22.1 24.2 24.8 23.9 28.1 28.1 28.1
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
PWDS – ENGINEERING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 128
Financial Plan – Engineering Department
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Collections (32100-4130/4131) -18 -8 --------
Fees (multiple) -481 -810 -315 -335 -20 6% -335 -335 -335 -335
Permits (32100/33100-4445) -18 -87 -10 -132 -122 1220% -132 -132 -132 -132
Prov. Grant (Unconditional) (32000-4253) -2 -6 --------
Sales (multiple) -19 -359 -482 -525 -43 9% -525 -525 -525 -525
Soil Deposit Fees (32100-4219) -39 -44 --------
Vegetation Removal (33100-4470) - -50 --------
Total Revenue -577 -1,364 -807 -992 -185 23% -992 -992 -992 -992
Expense
Consulting (32100-7005) 219 157 256 81 -175 -68% 81 81 81 81
Miscellaneous (32100/32110-6275) 9 10 12 24 12 100% 12 12 12 12
Other Outside Services (32100-7051) 9 9 10 10 - - 10 10 10 10
Salaries (multiple) 1,742 1,852 2,054 2,260 206 10% 2,354 2,452 2,534 2,624
Salaries Recovery (32100-5400) -704 -739 -737 -919 -182 25% -957 -995 -1,029 -1,066
Salary Transfers (32100-5450) - - -197 -206 -9 4% -213 -221 -227 -234
Service Severance Costs (32100-5150) 45 42 56 56 - - 56 56 56 56
Supplies (32100-6300/6302) 32 61 30 30 - - 30 30 30 30
Utilities - Telephone (32100/33100-6520) 7 8 5 5 - -5555
Vehicle Charges (32100-7400) 45 49 56 60 48%62646668
Total Expense 1,404 1,449 1,545 1,402 -144 -9% 1,441 1,494 1,538 1,586
Comments:
- Fees – The increase in the 2009 budget is associated with gravel fees for environmental monitoring.
- Permits and Sales – The increase in gravel revenue is based on contract. Sales have been set at minimum
guaranteed levels.
- Consulting – 2008 budget included the Alouette River Task Force information package as a one time expense.
- Miscellaneous – Two gravel pit flyovers in 2009 instead of the usual one per year.
- Salaries – Increase in the 2009 budget is from a Water Engineer position which was transferred from the Water
Utility; the balance is in line with the wage and benefit cost contingency.
- Salaries Recovery and Salary Transfer – Changes are largely driven by the Water Engineer position transfer.
The balance is otherwise in line with expected increases from wage and benefit contingencies.
PWDS – LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 129
Services Provided
The Licences, Permits and Bylaws Department is re-
sponsible for bylaw enforcement, animal control and
business licensing and permit application and inspec-
tions programs. The Department ensures public com-
pliance with municipal bylaws; provides an effective
animal control program; enhances traffic flow in the
downtown core through enforcement of parking time
limitations; maintains the business licensing system;
processes building, plumbing, electrical and gas permit
applications and inspects the works carried out; and
provides quality customer service.
2009 Workplan Emphasis
We will be assisting with the development of a new an-
imal shelter, comprehensive dog licensing program,
and corresponding new animal services business plan.
We will collaborate with the Business Improvement As-
sociation, the RCMP, and the Salvation Army on Home-
less initiatives and continue proactive bylaw enforce-
ment in the downtown core. We will amend the Maple
Ridge Building Bylaw and coordinate and host a semi-
annual builders’ forum.
Performance Measurement (Appendix C)
Ensure public compliance with Municipal bylaws
Process permit applications in an efficient and effec-
tive manner
Organization Chart
PWDS – LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 130
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 1.0 1.0 1.0 1.0 1.0 0.9 - - - -
Bylaw Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Site Grading Technologist - - - - - - 0.1 1.0 1.0 1.0
Building/Electrical Inspector I 1.7 1.7 1.0 0.2 - - - - - -
Building Inspector I 1.6 1.9 2.0 2.0 2.0 2.0 2.7 3.0 3.0 3.0
Electrical Inspector - - - 0.8 2.0 2.2 2.1 2.0 2.0 2.0
Plumbing/Gas Inspector I 1.6 1.2 1.1 1.0 1.1 1.3 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 1.0
Sr Licence Inspector/Bylaw Officer - - - - - - 0.3 1.0 1.0 1.0
Bylaw Enforce Officer/RCMP Liaison - - - - - - 0.2 0.5 0.5 0.5
Licence Inspector/Bylaw Officer 2.0 2.0 2.4 3.7 4.2 4.2 4.5 4.0 4.0 4.0
Plan Checker II 2.0 2.0 2.0 2.0 2.1 2.8 2.6 3.0 3.0 3.0
Plan Checker I - - - - - 0.4 1.0 1.0 1.0 1.0
Bylaw Officer - - - - - - 0.1 1.0 1.0 1.0
Administrative/Program Assistant 1.0 1.0 1.0 0.8 1.0 0.8 1.0 1.0 1.0 1.0
Building Clerk 1.0 0.5 - - - - - - -
Bylaw Enforcement Clerk - 0.4 2.7 2.9 2.6 2.7 3.1 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 3.0
Enforcement Clerk - 0.2 0.3 - - - - - - -
Clerk II 4.6 3.0 0.3 - - - - - - -
Other - - - 0.2 - - - - - -
Full-Time Equivalent 20.1 20.7 21.5 22.4 22.9 24.1 26.0 28.5 28.5 28.5
PWDS – LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 131
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Inspections
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Admin Fee (24000-4100) -9 -7 -8 -8 - - -8 -8 -8 -8
Fees (24000-4220) -1 -1 --------
Miscellaneous Income (24000-4390) -7 -3 -1 -1 - - -1 -1 -1 -1
Permits (24000-4445) -2,257 -2,401 -1,700 -1,734 -34 2% -1,734 -1,734 -1,734 -1,734
Sale of Service (24000-4650) -4 -16 -6 -6 - - -6 -6 -6 -6
Total Revenue -2,278 -2,428 -1,715 -1,749 -34 2% -1,749 -1,749 -1,749 -1,749
Expense
Advertising (24000-6010) - - 2 2 - -2222
Legal (24000-7030) 9 - --------
Memberships (24000-6270) 2 3 2 2 - -2222
Salaries (24000/24010-5500) 989 1,077 1,156 1,188 32 3% 1,237 1,289 1,332 1,379
Supplies (24000-6300) 52 65 47 47 - - 47 47 47 47
Vehicle Charges (24000-7400) 36 41 44 47 37%48505153
Wages (24010-5600) 34 17 16 17 15%18181920
Total Expense 1,122 1,203 1,267 1,303 36 3% 1,354 1,408 1,453 1,502
TOTAL INSPECTIONS -1,156 -1,225 -448 -446 2 - -394 -340 -296 -247
Comments:
- 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.
Financial Plan – Licences and Bylaws
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Administration Fee (25000-4651) -9 -13 -5 -5 - - -5 -5 -5 -5
Business Licences (53300-4342) -559 -595 -500 -550 -50 10% -550 -550 -550 -550
Fees (27000-4220) -58 -56 -50 -50 - - -50 -50 -50 -50
Fines (multiple) -79 -82 -49 -78 -29 60% -78 -78 -78 -78
Licences (26000-4340) -185 -268 -280 -280 - - -280 -280 -280 -280
Recovery - Other (25000-4372) -15 -27 -5 -10 -5 100% -10 -10 -10 -10
Total Revenue -905 -1,041 -889 -973 -84 9% -973 -973 -973 -973
Expense
Contract (multiple) 281 293 307 286 -21 -7% 294 302 311 319
Disposal (26000-7310) - - 15 15 - - 15 15 15 15
Legal (53300-7030) 9 29 --------
Licenses / Permits (26000-6250) 6 - - - - - - - - -
Miscellaneous (26000-6275) 8 9 11 11 - - 11 11 11 11
Program Costs (53300-6325) 2 1 --------
Publicity & Promotions (53300-6330) 3 6 4 4 - -4444
Salaries (multiple) 650 763 819 920 101 12% 958 997 1,029 1,065
Studies & Projects (25000/53300-6380) - - 24 --24 -100% - - - -
Supplies (multiple) 91 120 47 53 6 12% 53 53 53 53
Vehicle Charges (25000-7400) 18 14 18 20 2 11% 21 21 22 22
Total Expense 1,068 1,235 1,244 1,307 64 5% 1,354 1,402 1,444 1,489
TOTAL BYLAW 163 194 355 334 -21 -6% 380 428 470 515
PWDS – LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 132
Comments:
- Business Licenses – The 2009 fees have been increased to more closely reflect actual revenues.
- Contract –The 2009 budget includes a $30,000 reduction from a discontinued parking enforcement contract
as it is now performed by staff. The balance is the change in cost of the SPCA contract.
- Salaries – The 2009 budget includes the addition of a Bylaws Enforcement Officer which has been funded by
reduced contract costs and increased parking fines. A full time Bylaw Enforcement Officer/RCMP Liaison was
also added, and is funded by RCMP Contract savings. The balance is the wage and benefit cost contingency.
- Studies & Projects –The 2008 budget contains funding for specific studies that were not completed in 2007.
PWDS – PLANNING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 133
Services Provided
The Planning Department is responsible for pursuing
Council’s direction in land use policy creation, the man-
agement of a variety of development applications, and
environmental management. The Department is also
involved with data collection, monitoring, and the dis-
semination of information and liaison with a number of
internal and external agencies. A large component of
the Department’s service lies in the area of corporate
support as assistance is given to committees of Council
as well as to initiatives from other areas of the corpora-
tion.
2009 Workplan Emphasis
We will be working on several strategies and plans in-
cluding: review of the Zoning Bylaw, preparation of
phase two of the Environmentally Sensitive Areas pro-
ject, preparation of an Agricultural Plan with the Agricul-
tural Advisory Committee, implementation of the Gar-
den Suites project, and implementation of the Town
Centre plan.
Performance Measurement (Appendix C)
Encourage residential development in the Regional
Town Centre
Identify and protect environmental features and ar-
eas that require special recognition and management
to promote sound environmental practices
Organization Chart
PWDS – PLANNING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 134
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Director of Planning 1.0 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 1.0
Mgr of Dev’t and Environment Serv 0.5 0.9 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Environmental Planner - - - - 1.0 1.0 1.0 1.0 1.0 1.0
Planner II 1.8 2.0 2.5 2.3 2.4 3.0 3.0 3.0 3.0 3.0
Planner I 0.9 0.6 - - - - - - - -
Senior Planning Technician 0.6 0.1 - - - - - - - -
Senior Environmental Tech 0.6 0.1 - - - - - - - -
Environmental Technician 0.4 0.9 1.0 1.0 1.0 1.0 1.3 2.0 2.0 2.0
Planning Landscape Technician 1.0 1.0 0.7 - - - - - - -
Planning Technician 1.4 1.9 2.1 2.9 3.0 3.8 3.9 4.0 4.0 4.0
Mapping and Graphics Technician - - - - - - - 1.0 1.0 1.0
Planning Assistant II 1.0 1.0 1.0 0.8 1.0 1.0 0.9 - - -
Administrative Assistant 1.8 1.0 1.0 1.0 1.1 1.3 1.0 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 2.0
Clerk II 1.2 0.7 - - - - - - - -
Planning Student 0.7 0.4 - 0.2 0.3 - - - - -
Full-Time Equivalent 13.8 14.0 12.5 13.2 14.7 16.1 16.1 17.0 17.0 17.0
Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Planning Department
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Applic Fees - ALR (53110-4123) -1 - -4 -6 -2 38% -6 -6 -6 -6
Applic Fees - Dev Permit (53110-4124) -131 -122 -89 -147 -58 65% -150 -153 -156 -159
Applic Fees - OCP (53110-4121) -8 -6 -6 -6 - - -6 -6 -6 -7
Applic Fees - Subdivision (53110-4122) -79 -74 -93 -106 -13 14% -108 -111 -113 -115
Application Fees (53110-4120) -93 -80 -93 -106 -13 14% -108 -111 -113 -115
Erosion Sediment Contrl Permit (53110-4127) -17 -5 --------
Fees - Temp Ind/Comm Permit (53110-4125) -29 -9 -4 -4 - - -4 -4 -5 -5
Program Fees (53120-4230/4231) - - -1 -1 - - -1 -1 -1 -1
Prov. Grant (Conditional) (53120-4252) - -61 --------
Sales (53110-4510) -5 -2 -7 -7 - - -7 -7 -7 -7
User Fees (53110-4222) -2 -2 -2 -3 -1 55% -3 -3 -3 -3
Total Revenue -365 -361 -300 -387 -87 29% -394 -401 -409 -417
Expense
Committee Costs (53110/53120-6045) 7 11 44 22 -22 -51% 22 22 22 22
Consulting (53120-7005) 4 77 148 19 -129 -87% 19 19 19 19
Contract (53110-7007) 20 20 20 40 20 100% 40 40 40 40
Legal (53100/53110-7030) 39 54 38 38 - - 38 38 38 38
Memberships (53110-6270) 3 4 2 2 - -2222
Publications (53110/53120-6335) 1 - 2 2 - -2222
Salaries (multiple) 1,231 1,345 1,450 1,436 -14 -1% 1,494 1,555 1,606 1,662
Service Severance Costs (53100-5150) 7 7 10 10 - - 10 10 10 10
Studies & Projects (multiple) 35 33 189 --189 -100% - - - -
Supplies (multiple) 13 10 36 36 - - 36 36 36 36
Travel (53110/53120-6410) 7 7 8 9 1 11% 9 9 10 10
Total Expense 1,367 1,568 1,947 1,614 -333 -17% 1,672 1,733 1,785 1,841
TOTAL PLANNING 1,002 1,207 1,647 1,227 -420 -26% 1,278 1,331 1,376 1,424
PWDS – PLANNING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 135
Comments:
- Application Fees – Application fees were increased.
- Committee Costs, Consulting, and Studies & Projects – 2008 budgets contained funding committed to specific
projects that were to be completed in 2008.
- Salaries – An additional staff position was added based on increased revenues from the fee increases. The
2008 budget contained prior year funding for specific projects that were not completed in 2007.
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 136
Services 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 Ma-
ple Ridge; protecting the District’s large investment in
the public works and underground infrastructure; pro-
tecting 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.
2009 Workplan Emphasis
Paving is planned on Dewdney Trunk Road (east of
Burnett Street ), 232 north and south of Dewdney Trunk
Road, Lougheed Highway (225 Street to 227 Street),
116 Avenue (Burnett Street to 121 Avenue), Stewart
Crescent (203 Street west), and Bridge re-decking 216
Street at South Alouette River. We will continue with
replacement of large diameter road culverts in the
24100blk of 110 Avenue, 27200blk of 96 Avenue
We will undertake water improvement projects on 228
Street (Dewdney Trunk Road to Purdy Avenue), Lorne
Avenue (Kingston to Princess), and Ospring (20165
to Eltham). A water kiosk will be installed in 2009 to
improve distribution and water quality for bulk water
users in rural areas. In Sanitary Sewer we will under-
take video analysis and flow measurement to deter-
mine where damaged or deteriorating pipes are allow-
ing infiltration or blockages to occur.
Performance Measurement (Appendix C)
Provide high quality drinking water to homes and
businesses
Maintain an effective and reliable sanitary sewage
collection system
Protect our investment in roads infrastructure and
provide a safe, serviceable road network
Organization Chart
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 137
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2002-2008 FTEs represent
actual hours worked plus paid leave; 2009-2011 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
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 - - - - -
Manager Electro/Mechanical 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Roads &
Equipment
1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Sewerworks 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Waterworks 0.6 1.0 0.9 1.0 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 1.0
Engineering Works Inspector 2.0 2.0 2.0 2.0 1.2 0.9 1.0 1.0 1.0 1.0
Buyer - 0.2 1.0 1.0 0.5 1.0 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 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Buyer 0.1 0.1 - - - - - - - -
Fleet Mtce Coord Clerk Typist III - - 0.3 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Storekeeper IA - - - - - - 0.3 - - -
Accounting Clerk I - - 0.5 - - - - - - -
Clerk II 1.5 1.0 1.2 1.7 1.8 1.8 2.0 1.1 1.1 1.1
Clerk I 0.9 1.0 0.5 - - - - - - -
Maintenance Student - 0.3 0.4 0.4 0.1 - - - - -
Foreman III 3.0 3.0 3.0 3.0 3.1 3.5 3.0 3.0 3.0 3.0
Foreman II 3.6 3.5 5.0 5.6 5.7 6.4 6.7 6.0 6.0 6.0
Trades Foreman 0.9 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Tradesperson II - Electrician - - 0.6 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson II - Mechanic 2.0 2.1 2.0 2.0 2.0 2.0 2.1 2.0 2.0 2.0
Electronics Technician 2.5 2.9 3.0 2.9 2.8 2.2 2.3 3.0 3.0 3.0
Meter Maintenance Worker 1.0 1.0 0.9 0.7 0.4 1.0 1.0 1.0 1.0 1.0
Water System Operator - - - - - 0.7 0.6 1.0 1.0 1.0
Equipment Operator V 1.0 0.9 1.0 0.9 0.9 1.0 1.9 1.0 1.0 1.0
Equipment Operator IVA 3.9 4.0 4.0 5.2 4.9 4.7 3.8 4.0 4.0 4.0
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 2.6 2.6 2.0 2.0 2.0 1.9 2.0 2.0 2.0
Equipment Operator II 1.0 0.9 1.0 1.0 0.6 1.0 0.8 1.0 1.0 1.0
Yardperson II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.3 1.3 1.3
Maintenance Worker Utilities 2.9 2.8 2.4 2.5 4.3 5.0 4.5 5.0 5.0 5.0
Truck Driver III 2.7 2.0 2.0 2.0 2.0 2.0 2.1 2.0 3.0 3.0
Truck Driver II 1.8 2.0 2.0 2.0 1.5 1.0 0.9 1.0 - -
Sign Maintainer 1.0 1.0 1.0 1.2 1.8 2.0 2.0 2.0 2.0 2.0
Labourer 13.9 14.7 14.8 16.2 14.2 15.6 14.3 14.0 15.0 16.0
Water Maintenance Worker 2.0 2.0 2.3 3.0 2.2 1.9 2.6 3.0 3.0 3.0
Other - - - - - - 0.4 - - -
Full-Time Equivalent 59.3 61.2 64.4 69.1 66.7 69.7 69.2 68.4 69.4 70.4
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 138
The base budgets for 2009-2013 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Operations
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Burden (Salaries) (multiple)-44 -7 34 --34 -100% - - - -
Contributions from Others (30000-4820)--8-30-30 - --30-30-30-30
Fees (39000-4220)-12 -13 -10 -10 - --10-10-10-10
Fuel Sales (33200-7361)-278 -351 -306 -397 -91 30% -408 -420 -432 -444
GVTA Grant - Downloaded Roads (33100-4261)-165 -497 -674 -674 - - -674 -674 -674 -674
GVTA Grant - Uploaded Roads (33100-4260)-260 - --------
Preservice Fees (35300-4460)---26-26 - --26-26-26-26
Prov. Grant (Unconditional) (33100-4253)-325 -1 --------
Vehicle Chgs Contra (Mtce) (33200-7405)-1,228 -1,400 -1,036 -1,213 -177 17% -1,245 -1,279 -1,311 -1,344
Vehicle Chgs Contra (Replacmt) (33200-7410)-726 -842 -869 -920 -51 6% -991 -1,024 -1,103 -1,142
Total Revenue -3,038 -3,119 -2,916 -3,270 -353 12% -3,384 -3,463 -3,586 -3,669
Expense
Committee Costs (33100-6045)4348 4 88% 10 10 10 10
Dust Control (35100-8053)2244 - -4444
Environmental Costs (33100-6320)---20 20 -20202020
Equipment Charges (33100/33200-8035)35 32 35 37 27%39404142
Equipment Maintenance (30000-8030)492 540 514 522 8 2% 532 542 551 560
Freight (12230-7350)8544 - -4444
Fuel (33200-7360)602 778 602 857 255 42% 882 907 933 959
Insurance (multiple)85 133 133 143 10 8% 149 155 162 169
Maintenance - General (multiple)3,888 4,181 3,320 4,026 706 21% 4,157 4,293 4,418 4,547
Program Costs (33100-6325)9101111 - - 11 11 11 11
Radio & Communications (33100-6340)11 10 12 12 - - 13 13 14 14
Salaries (multiple)790 767 850 898 48 6% 935 974 1,007 1,043
Small Tools & Equipment (33100-7390)17 14 15 16 15%16161717
Supplies (multiple)73 68 73 73 - - 74 74 75 75
Training (33100-6400)24 29 24 24 - - 24 24 24 24
Utilities (33100-6500)16 16 17 17 - - 17 17 17 17
Vehicle Costs (33100-6430)23 24 22 24 2 10% 25 26 26 27
Wages (33100-5600)122 121 98 104 6 6% 108 113 117 121
Total Expense 6,201 6,733 5,738 6,800 1,062 19% 7,018 7,243 7,450 7,664
Transfers
Interest Transfers (33100-ERR-9402)--7474 - - 74 74 74 74
Special Projects (33100-6385)96 235 155 75 -80-52%----
Studies & Projects (32100/33100-6380)83 - --------
Transfers Out (33100-ERR-9400)756 869 869 920 51 6% 991 1,024 1,103 1,142
Total Transfers 935 1,104 1,098 1,069 -29 -3% 1,066 1,098 1,177 1,216
TOTAL OPERATIONS 4,098 4,718 3,920 4,600 680 17% 4,699 4,878 5,042 5,211
Comments:
- Fuel Sales, Vehicle Charges Contra (Mtce) – Fuel costs and the amount that is charged to departments for vehi-
cle use have increased significantly.
- Equipment Maintenance – Reflects increasing 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 2009-2013 Financial Plan Overview Report.
- Special Projects – 2008 budget included funding to complete specific projects that were not finished in 2007.
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 139
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Appropriation of Surplus (61000-9010) -462 -946 -946 -363 583 -62% -1,293 308 325 1,035
Contributions from Others (60000-4820) -18 - --- -----
Investment Interest (60000-4295) -201 -201 -225 -225 - - -225 -225 -225 -225
M.F.A. Discharge (64000-4380) -654 -43 --- -----
Parcel Charges (61000-4420) -717 -746 -753 -790 -37 5% -830 -872 -915 -961
Prov. Grant (Unconditional) (61000-102-4253) -276 -249 -295 -295 - - -295 -295 -295 -295
Sale of Service (61000-4600) -200 -185 -249 -262 -13 5% -275 -289 -303 -318
Sales (61000-4510) -4,730 -5,149 -5,092 -5,452 -360 7% -5,837 -6,250 -6,692 -7,165
Transfers In (60000-DCC-4910) - -46 --- -----
Total Revenue -7,258 -7,565 -7,560 -7,387 173 -2% -8,755 -7,622 -8,105 -7,930
Expense
Admin Fees (61000-101-6005) 2,630 2,928 2,934 3,079 145 5% 3,223 3,368 3,513 3,658
Audit Fees (61000-7000) 4 4 4 4 - -4444
Burden (Salaries) (60000-5100) -19 -1 13 --13 -100% - - - -
Consulting (60000/61000-7005) 16 15 10 10 - - 10 10 10 10
Contract (64000-7007) 1,993 1,993 1,993 1,993 - - 1,993 1,993 1,993 1,993
Contribution to own Reserves (64000-9020) 406 742 --- -----
Contribution to Self-Insurance (64000-9021) 7 -54 7 7 - -7777
Debt - Interest (multiple) 6 3 3 --3-100%----
Debt - Principal (multiple) 51 46 46 --46 -100% - - - -
Insurance (61000-6210) 44 105 55 49 -6 -12% 49 49 49 49
Insurance-Adj Fee / Deductible (61000-6211) - - 5 5 - -5555
Maintenance - Buildings (62000-8060) 225 245 245 246 1 - 252 259 266 272
Maintenance - General (62000/63000-8056) 236 211 299 321 22 7% 341 361 380 400
Other Outside Services (61000-7051) 5 5 5 5 - -5555
Radio & Communications (61000-6340) 7 6 8 8 - -8899
Salaries (61000-5500) 196 156 233 253 20 9% 263 274 283 293
Salary Transfers (61000-5450) 489 511 510 546 36 7% 560 575 588 602
Service Severance Costs (60000-5150) 8 8 11 11 - - 11 11 11 11
Small Tools & Equipment (61000-7390) 16 19 10 10 - - 10 11 11 11
Utilities - Gas & Hydro (61000-6510) 14 16 25 25 - - 25 25 25 25
Utilities - Telephone (61000-6520) 3 1 41 41 - - 41 41 41 41
Total Expense 6,337 6,959 6,457 6,611 154 2% 6,807 7,006 7,199 7,393
Transfers
Transfer to Capital Funds (multiple) 81 152 1,018 607 -411 -40% 1,931 602 895 528
Transfers Out (multiple) 105 100 100 100 - - 100 100 100 100
Total Transfers 186 252 1,118 707 -411 -37% 2,031 702 995 628
Private Service Revenue
Connection (61000-4140) -60 -103 -79 -82 -3 4% -85 -87 -90 -92
Disconnections (Revenue) (61000-4180) -4 -3 -3 -3 - - -3 -3 -3 -3
Preservice Fees (61000-4460) -2 - -9 -9 - - -9 -9 -9 -9
Total Private Service Revenue -66 -106 -91 -95 -3 4% -97 -100 -102 -105
Private Service Expense
Connections - Preservice (61000-8011) 3 10 13 13 - - 14 14 14 14
Special Projects (61000-6385) - 67 65 150 85 131% - - - -
Total Private Service Expense 37778163 85 108% 14 14 14 14
TOTAL SEWER UTILITY -798 -383 1 0 -1 -100% 0 0 0 0 Comments:
- Appropriation of Surplus – Dependent on the extent that planned operating costs and capital expenditures ex-
ceed projected revenues.
- 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.
- Transfer to Capital Funds – The amount of planned capital varies year to year.
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 140
Financial Plan – Water Utility
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Contributions from Others (70000-4820) -18 - --------
Federal Grant (Conditional) (multiple) -11 -10 --------
Fines (71000-4240) -31 -20 -18 -18 - - -18 -18 -18 -18
Investment Interest (70000-4295) -198 -218 -150 -150 - - -150 -150 -150 -150
M.F.A. Discharge (74000-4380) -43 -20 --------
Parcel Charges (71000-4420) -57 -67 -72 -78 -6 8% -85 -93 -101 -110
Permits (71000-4445) -1 -1 --------
Sale of Service (71000-4600) -1,838 -2,075 -2,056 -2,241 -185 9% -2,442 -2,662 -2,902 -3,163
Sales (71000-4510) -5,575 -6,166 -6,199 -6,892 -693 11% -7,662 -8,519 -9,472 -10,531
Transfers In (multiple) -1,033 - -13 -13 -100% - - - -
Total Revenue -8,805 -8,577 -8,508 -9,379 -871 10% -10,358 -11,442 -12,643 -13,972
Expense
Advertising (71000-6010) 1 1 4 4 --4444
Appropriation of Surplus (71000-9010) -109 -33 -33 -472 -439 1330% -574 293 1,285 1,945
Audit Fees (71000-7000) 7 7 7 7 --7777
Burden (Salaries) (70000-5100) -76 -20 17 --17 -100% - - - -
Consulting (71000-7005) 11 11 10 10 - - 10 10 10 10
Contribution to own Reserves (74000-9020) 589 615 --------
Contribution to Self-Insurance (74000-9021) 7 7 7 7 --7777
Debt - Interest (multiple) 2 1 1 - -1 -100% - - - -
Debt - Principal (multiple) 12 13 13 - -13 -100% - - - -
Insurance (71000-6210) 43 44 50 43 -7 -14% 43 43 43 43
Insurance-Adj Fee / Deductible (71000-6211) - - 5 5 --5555
Maintenance - General (70000/72000-8056) 1,213 1,203 1,142 1,195 53 5% 1,242 1,290 1,334 1,378
Meter Reading (71000-8049) 20 25 13 14 15%14151516
Other Outside Services (71000-7051) 1,331 88 166 166 - - 198 438 438 438
Purchases (71000-7380) 4,183 4,387 5,068 5,562 494 10% 5,971 6,400 6,831 7,171
Radio & Communications (71000-6340) 8 8 9 9 - - 10 10 10 10
Salaries (71000/72000-5500) 376 379 406 615 209 51% 632 650 665 681
Salary Transfers (71000-5450) 524 546 545 696 151 28% 716 735 752 771
Service Severance Costs (70000-5150) 8 8 10 10 - - 10 10 10 10
Small Tools & Equipment (71000-7390) 15 17 13 14 18%14151515
Special Projects (71000-6385) - 220 -40 40-----
Total Expense 8,165 7,527 7,453 7,925 472 6% 8,308 9,931 11,431 12,511
Transfers
Transfer to Capital Funds (multiple) 708 977 1,182 1,586 404 34% 2,187 1,653 1,357 1,611
Transfers In (multiple) 100 100 100 100 - - 100 100 100 100
Total Transfers 808 1,077 1,282 1,686 404 32% 2,287 1,753 1,457 1,711
Private Service Revenue
Connection (71000-4140) -337 -360 -160 -166 -6 3% -170 -175 -179 -183
Disconnections (Revenue) (71000-4180) -10 -7 -5 -6 -1 13% -6 -6 -6 -6
Hydrant Fees (71000-4270) -11 -17 -8 -8 - - -8 -8 -8 -8
Hydrant Relocation (71000-4142) -23 - --------
Preservice Fees (71000-4460) - - -10 -10 - - -10 -10 -10 -10
Tie-Ins (70000/71000-4141) -33 -108 -65 -65 - - -65 -65 -65 -65
Total Private Service Revenue -414 -492 -247 -253 -6 2% -258 -263 -267 -271
Private Service Expense
Connections - Preservice (71000-8011) 38 18 20 21 13%21212121
Total Private Service Expense 38 18 20 21 13%21212121
TOTAL WATER UTILITY -208-44700-0-97%0000
PWDS – OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 141
Comments:
- Parcel Charges / Sales of Services / Sales – The 2009 budget reflects a 9% increase and an update to the
number of units that are connected to water.
- Appropriation of Surplus – Dependent on the extent that planned operating costs and planned capital expendi-
tures exceed projected revenues.
- 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.
- Salaries – New positions have been added in addition to regular increases for wage and benefit costs.
- Transfer to Capital Funds – The amount of planned capital varies year to year.
Financial Plan – Private Service
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Access Culverts (33300-4481) -7 -23 --------
Curb Let Down/Rd Extension (33300-4160) -29 -22 -36 -36 - --36-37-37-37
Ditch Enclosures (33300-4482) - -3 --------
Private Xing /Frontage /Storm (33300-4480) -43 -46 -62 -64 -2 3% -66 -68 -69 -71
Total Revenue -79 -94 -98 -100 -2 2% -102 -104 -106 -108
PWDS – RECYCLING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 142
Services Provided
Ridge Meadows Recycling Society (RMRS), a commu-
nity-based, charitable non-profit organization, in part-
nership with the District of Maple Ridge provides blue-
box recycling collection, operates the Maple Ridge Re-
cycling Depot and Intermediate Processing Facility, and
offers education on environmental issues to all resi-
dents of Maple Ridge. As a local employer (64 employ-
ees – full and part time), the Society provides entry-
level employment and training opportunities, as well as
supported work and training for adults with develop-
mental disabilities. RMRS is an award-winning envi-
ronmental organization that promotes the 3R’s, pro-
vides excellent customer service, seeks out partner-
ships to enhance recycling services and maximise re-
turns on commodities.
2009 Workplan Emphasis
Ridge Meadows Recycling Society will continue to re-
duce solid waste and improve participation rates and
customer satisfaction with range of commodities by
providing weekly curbside collection to all residents in
the urban area of Maple Ridge. RMRS will continue to
reduce solid waste by providing a drop off depot for all
residents in the District and process commodities to
secure the highest market value possible.
RMRS will also provide public education to increase
awareness of recycling and other related environmental
issues and at the same time provide recycling collec-
tion, processing and education to the business com-
munity of Maple Ridge and Pitt Meadows in order to
increase commercial use of the recycling depot.
RMRS will continue to provide employment and training
opportunities to people with developmental disabilities
in partnership with the Community Living BC – (For-
merly: Ministry of Children and Family Development)
and other Ministries.
Performance Measurement (Appendix C)
Promote community participation in waste reduction
activities, and improve participation in recycling
Provide a safe, supportive work environment for peo-
ple with developmental disabilities
Financial Plan – Recycling
All figures represent $’000 (thousands)
2007
Actuals
2008
Actuals
2008
Budget
2009
Budget
Budget
∆ $
Budget
∆ %
2010
Budget
2011
Budget
2012
Budget
2013
Budget
Revenue
Fees (51000-4220) -144 -202 -100 -100 - - -100 -100 -100 -100
Total Revenue -144 -202 -100 -100 - - -100 -100 -100 -100
Expense
Contract (51000-7007) 899 870 937 959 22 2% 991 1,025 1,055 1,085
Insurance (51000-6210) 2 2 2 2 - -2222
Lease Expense (51000-004-6230) 12 11 12 11 -1-8%11111111
Vehicle Charges (51000-7400) 293 364 375 404 29 8% 456 470 527 542
Total Expense 1,206 1,247 1,326 1,376 50 4% 1,461 1,508 1,594 1,641
TOTAL RECYCLING 1,062 1,045 1,226 1,276 50 4% 1,361 1,408 1,494 1,541
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 143
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 144
CAPITAL PROCESS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 145
The District has the primary responsibility for provid-
ing a wide range of public infrastructure, facilities and
services. The quality of life of our citizens and the
health and welfare of our community is intrinsically
tied to the District’s capacity and ability to deliver
essential services.
The Capital Works Program (CWP) is the long term
corporate guide toward the provision of infrastruc-
ture, public facilities, equipment and business sys-
tems to provide services. Capital planning over a
longer time horizon (15-20 years) promotes better
use of the District’s financial resources and assists in
the coordination of public works and private devel-
opment. Long-term capital planning enables the Dis-
trict to optimize the use of resources for the benefit
of both the present and future citizens. The Capital
Works Program is a plan for acquisition, expansion,
rehabilitation and replacement of the District’s capi-
tal assets.
The Capital Works Program is directed by the Dis-
trict’s policies in a way that supports the goals and
objectives of the Corporate Strategic Plan. A critical
element of a balanced capital program is the provi-
sion of funds to preserve and enhance existing facili-
ties and provide new assets to respond to changing
service needs of the community based on various
business lines, demographic indicators, and growth.
The program is reviewed at least annually by the
Capital Planning Committee to re-evaluate the exist-
ing program and address new projects or changes
that the departments and special committees deem
either critical or important. This is done to ensure the
relevancy of the projects being promoted for the com-
ing five-year timeline. The Capital Works Program
changes are approved through Council’s adoption of
the Financial Plan Bylaw following business planning.
The program identifies capital projects on a priority
basis that then drives the financing and timing of
improvements to optimize the return on investment
and to ensure that allocation of financial resources
are done in a responsive and effective manner while
moving toward improved sustainability.
Sustainability is a term associated with progressive,
stable communities. From the infrastructure man-
agement and service delivery perspectives, sustain-
ability has been described as "Providing services that
meet the needs of the present without compromising
the ability of the future generations to meet their own
needs." A key prerequisite of sustainable communi-
ties is that they possess sound physical infrastruc-
ture. The capital program is an important element of
the community’s economic development program.
Sustainability is achieved through comprehensive
planning to develop strategies for the renewal and
replacement of infrastructure and facilities based on
implementation of a well conceived long-range infra-
structure investment strategy that both strategically
and tactically manages the District’s assets and re-
sources for the timely expansion, maintenance, and
replacement of infrastructure and facilities.
Tangible Capital Assets
The District of Maple Ridge, like all other local gov-
ernments, is required to meet new financial reporting
standards with respect to our Tangible Capital Assets.
The new standard requires that all physical assets
that support municipal services be inventoried and
depreciated to reflect the annual cost of asset use to
decision-makers and residents. The District is cur-
rently in the process of identifying, classifying, and
valuing its Tangible Capital Assets with a scheduled
completion date of December 31, 2009.
Funding Sources
The table on the next page illustrates the sources of
funding for these projects. The proposed capital pro-
gram is relatively large due to borrowing (Debt Fi-
nancing) and projected funding from other sources
including TransLink and grants from provincial and
federal governments.
CAPITAL WORKS PROGRAM
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 146
The five-year Capital Works Program is $134 million; 2009 planned capital projects are in excess of $28 million,
exclusive of projects that may be carried forward from previous years. It should be noted that developers will con-
tribute millions in subdivision infrastructure to our community and these contributions are not included in our capi-
tal plan. Budgets for projects that were approved in previous years, but not completed by the end of 2008 will be
included in a Financial Plan amendment in the spring of 2009.
Capital Expenditure Program 2009 – 2013 ($134 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Schedule 1: Financial Overview Report –
Appendix B.
2009-2013
Capital Plan
Funding Sources
($134 Milliion)
Debt Financing
12%
Reserves
17%DCC Fund (not debt)
19%
General
Revenue
9%
Water
Capital
6%
General
Revenue
Surplus
1%
Sewer
Capital
4%
Grants and
3rd Parties
32%
Operating Cpaital, $300,150
Recreation Services,
$1,337,000
Government Services,
$2,297,500
Protective Services,
$3,702,960
Park Acquisition, $4,948,139
Technology, $5,286,908
Park Improvement,
$7,645,569
Water, $15,317,366
Drainage, $15,144,721
Sewage, $14,698,935
Highways, $63,602,967
CAPITAL WORKS BUSINESS PLAN
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 147
Services Provided
The Capital Planning Committee compiles and pre-
pares the Capital Works Program, coordinates project
information for the Long-Term Capital Works Program
(15-20 years) with priority given to the upcoming five-
year timeframe (2009 – 2013), and is responsible for
deployment of information relating to the Capital
Works Program on the District’s website. The Com-
mittee also provides staff support with respect to
capital information inquiries and/or requests, main-
tains the integrity of the data in the corporate busi-
ness system for long-term capital programming and
creating an archive of completed and planned pro-
jects, and has the responsibility of administrating the
Capital Works Program and associated business sys-
tems.
2009 Workplan Emphasis
The Committee will work with staff to develop an as-
set inventory and asset management strategy that
will address financial reporting requirements and
provide more information about our assets enabling
informed decisions regarding asset purchases and
maintenance.
The Committee will ensure that the District has a well
conceived financial strategy for infrastructure and
facilities sustainability as a long term objective by
updating the infrastructure deficit funding projections
annually, developing a financial model for illustrative
purposes only, projecting the necessary property tax
rate increases to fund the infrastructure deficit in 10,
15 and 25 years, appealing to senior levels of gov-
ernment for ongoing secure funding for infrastructure
replacement or access to alternative revenue
streams (not property taxes), and continuing to ex-
plore funding alternatives (Gravel, Gaming, Grants,
Growth).
The Committee will undertake a project to explore the
merits of migrating the Long Term Capital legacy sys-
tem to another platform in order to develop a long
term capital business solution that better assists with
capital programming and asset management and
aligns to the goals and objectives of the Strategic
Technology Plan.
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 148
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 149
Appendices
Mission Statement and Value Statements
Vision 2025
Performance Measures
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2009-2013 Financial Plan Bylaw 6633-2008
Glossary of Terms
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 150
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 151
The Strategic Plan was developed by Council to guide
the development of specific objectives to focus on in
order to achieve the community vision.
MISSION
A safe, livable and sustainable community for our pre-
sent and future citizens.
VALUE STATEMENTS
Leadership To encourage innovation, creativity, and
initiative.
Service To be fair, friendly, and helpful.
Reputation To stress excellence, integrity, account-
ability, and honesty.
Human
Resources
To recognize that our people are our
most valuable resource.
Community To respect and promote our community.
Stewardship To consider the long-term conse-
quences of actions, think broadly across
issues, disciplines and boundaries and
act accordingly.
VISION 2025
The District of Maple Ridge is among the most sustain-
able communities in the world. As a community commit-
ted to working toward achieving carbon neutrality, resi-
dents experience the value of a strong and vibrant local
economy and the benefits of an ongoing commitment to
environmental stewardship and creation of stable and
special neighbourhoods. Maple Ridge is a world-leading
example of thoughtful development and a socially cohe-
sive community, especially as it relates to the use of
leading edge “environmental technologies,” social net-
works and economic development. Other municipalities
consistently reference the District of Maple Ridge for its
innovative approaches to dealing with seemingly intrac-
table challenges.
Strategic Focus Areas
Environment Governance
Transportation Community Relations
Smart Managed Growth
Safe and Livable Community
Inter-government
Relations/Networks
Financial Management Economic Develop-
ment
Environment
Vision 2025
Maple Ridge continues to lead the nation in preserving
and enhancing its community’s quality of life, air, water
and land. The District, long a front-runner in the protec-
tion of environmentally sensitive areas, is one of the first
municipalities to promote green-building and innovative
technologies in residential and commercial construction
and infrastructure. The District has won a number of
awards for its practices relating to energy use in civic
buildings and the municipal fleet and its support of
community waste reduction activities.
Key Strategies
Continue to promote individual, business and commu-
nity responsibility for the stewardship of natural re-
sources
Identify and devise effective protective mechanisms
for environmental features (such as watercourses)
and areas that require special recognition and man-
agement
In partnership with other levels of government, adja-
cent 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 renew-
able energy sources and establish energy efficiency
goals for facilities, infrastructure, operations and fleet
Lobby senior levels of government to change codes
and regulations to promote or require the use of
“green” and innovative technology
Transportation
Vision 2025
Maple Ridge has been able to accommodate tremen-
dous population and economic growth by planning
growth around multi-modal transportation routes. The
District worked very closely with the regional transporta-
tion 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 addi-
tion, a third east-west route through the community was
added to assist with commercial and private vehicle
traffic and all-day, two-way commuter rail service is now
a reality. The downtown area is an excellent example of
creating a pedestrian friendly environment that enables
citizens and visitors to easily explore the uptown shops
and services before taking a casual stroll down to the
riverfront promenade.
Key Strategies
Maintain and enhance a multi-modal transportation
system within Maple Ridge to provide citizens with
safe, efficient alternatives for the movement of indi-
viduals 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, par-
ticularly for those with impaired mobility
In co-operation with other regional stakeholders, identify
improvements to the inter-municipal transportation sys-
tem within the Lower Mainland and the Fraser Valley
Smart Managed Growth
Vision 2025
Maple Ridge has risen to the challenge of accepting
growth while at the same time protecting the quality of
life and diversity of residential options that is so impor-
tant to citizens. By densifying many neighbourhoods,
the District has been maintained the rural character and
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 152
small-town feel of the community. Specific neighbour-
hood plans supported by design guidelines and atten-
tion to the natural landscape were keys to retaining the
character of neighbourhoods that experienced in-fill. A
vibrant, pedestrian-friendly, accessible downtown is the
heart and gathering place for the community. Shopping,
educational facilities and utility infrastructure were de-
veloped concurrent with the new or densified
neighbourhoods.
Key Strategies
Develop a land use management and development
processes that are clear, timely, open, inclusive and
consultative
Use the Official Community Plan and the District’s
Corporate Strategic Plan to ensure growth is well ma-
naged and balances the three pillars of sustainability
(social, economic and environment) thereby enhanc-
ing 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 pro-
viding clear interpretation of the District’s direction,
goals and objectives
Manage existing municipal infrastructure through the
preparation of appropriate plans to ensure develop-
ment, maintenance and renewal of parks and open
spaces; roads; sidewalks; water; sewer and stormwa-
ter systems; public buildings and, data and communi-
cations 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 infrastruc-
ture and technology (such as fibre optics, geo-thermal
power and energy from sewer systems)
Safe and Livable Community
Vision 2025
A community development model is at the heart of the
District’s success in meeting the safety, security and
social needs of the citizenry. By networking with other
levels of government, the RCMP, the School Board,
community agencies and business groups and by capac-
ity 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 partici-
pate in civic processes; and can contribute to establish-
ing an exceptionally strong community.
Key Strategies
Strive for enhanced service levels, quality of life and
independence by citizens and community organiza-
tions in the delivery of leisure services and other mu-
nicipal services through community development
Develop and implement preventative as well as reac-
tionary plans to address the impacts of emerging so-
cial 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 pub-
lic services that are not the responsibility of local gov-
ernment
Establish an emergency response and recovery plan in
consultation with other public sector agencies, com-
munity groups, and other relevant stakeholders
Establish neighbourhood and community education
programs to provide citizens with information and ma-
terials on emergency planning procedures
Ensure development standards incorporate sustain-
ability, crime prevention, safety and security concepts
Develop preventative as opposed to remediation ini-
tiatives 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 in-
clude 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 ga-
thering 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 rec-
reational, 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 commu-
nity through the provision of excellent arts and cultural
opportunities, special events, educational and social
activities
Financial Management
Vision 2025
The District’s award-winning financial, investment, pur-
chasing and human resources policies and practices are
tightly aligned with and contribute to the District’s con-
tinued vision of sustainability
Key Strategies
Construct financial plans and Business Plans in accor-
dance with the adopted Financial Sustainability Polices
Develop multi-year financial plans that not only ad-
dress 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 re-
porting 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 con-
sistent with the corporate strategic direction and ex-
ternal influences
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 153
Provide high quality municipal services to our citizens
and customers in a cost effective, efficient and timely
manner
Governance
Vision 2025
Maple Ridge is a leader in voter turnout for Municipal
Elections as more than half of those eligible to vote, ex-
ercise that right. Elected officials and District staff con-
tinue to confidently lead the community on its journey to
achieving its vision. Meaningful engagement of staff,
stakeholders and citizens ensures quality decision mak-
ing. Politicians and staff model the District’s values and
consistently deliver on the commitments, goals and ob-
jectives stated in the Strategic Plan and Business Plans.
Key Strategies
Conduct our business in a manner that upholds and
enhances the publics’ trust
Function as an open government with the greatest
possible access by citizens to information and oppor-
tunity for engagement in decision making-processes
Demonstrate leadership in applying and promoting the
principles of sustainability recognizing that each indi-
vidual decision may not be optimal for all pillars of
sustainability
Community Relations
Vision 2025
Maple Ridge residents and business owners report very
high levels of satisfaction with the District’s efforts to
keep citizens informed of municipal plans and projects
and to ensure citizens are aware of when and how they
can participate in civic processes.
Key Strategies
Provide a continuum of opportunities that encourage
and enable citizen participation in local government
and local government decision-making.
Develop methods to communicate on a timely basis
with citizens and community groups
Survey citizens to obtain their views on the community
and their satisfaction with District services
Provide information about and actively promote the
actions individual citizens and businesses can take to
augment the District’s sustainability efforts
Provide opportunities through events and festivals for
growing our citizens’ sense of community
Inter-Government Relations/Networks
Vision 2025
The District receives outstanding levels of support and
cooperation from senior levels of government, crown
agencies, the regional district, the school district, our
municipal neighbours, First Nations, community groups
and corporate Canada because of the strong, positive
working relationships, at both the political and staff
level, that have been established and nourished over
the years.
Key Strategies
Develop and maintain strong, positive working rela-
tionships with our adjacent neighbours, the munici-
palities 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 em-
ployees and politicians to further the legitimate inter-
ests of the District
Continue to leverage our voice and enhance our rela-
tionships with the UBCM, FCM and the LMLGA
Identify and promote the use of partnerships and net-
works with public agencies; crown corporations; busi-
ness; not-for-profit; community groups; and, volunteers
to provide local government and community services in
a cost-efficient, effective and timely manner
Economic Development
Vision 2025
Maple Ridge made the transition from dormitory suburb
to employment magnet by carefully targeting businesses
that fit within the context of the District’s many
neighbourhoods. Commercial ventures were 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 Strategies
Use a formal economic development strategy,
grounded in the principles of sustainability, as a
means to structure a positive business and invest-
ment 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 bal-
ance of land use types
Develop an efficient, customer-service oriented ap-
proach to the delivery of municipal services that is
timely, cost effective, friendly and efficient
Develop and maintain high quality community docu-
mentation and promotional material to attract invest-
ment and employment
Preserve natural assets that could positively contrib-
ute to economic development
Enhance the trail systems so that they can be used to
enhance economic development
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 154
Council and Staff at the District are pleased to present the fourth annual Progress Report to the citizens of Maple
Ridge.
In 2007 the District committed to specific goals and objectives, and set out ways to measure performance towards
achieving them. This section communicates the District’s performance on a variety of goals and objectives within
the focus areas identified by Council in the Strategic Plan. The District will continue to measure performance in
these areas throughout 2009 and beyond.
Index of Performance Measures by Council Focus Area
SAFE AND LIVABLE COMMUNITY ...............................................................................................................................155
ECONOMIC DEVELOPMENT........................................................................................................................................162
SMART MANAGED GROWTH ......................................................................................................................................164
TRANSPORTATION......................................................................................................................................................166
ENVIRONMENT...........................................................................................................................................................168
COMMUNITY RELATIONS............................................................................................................................................170
INTER-GOVERNMENT RELATIONS AND PARTNERSHIPS........................................................................................... 172
GOVERNANCE.............................................................................................................................................................173
FINANCIAL MANAGEMENT..........................................................................................................................................174
INTERNAL SERVICE MEASURES.................................................................................................................................177
Index of Performance Measures by Department
Community Services 160, 172 Information Services 173, 177
Economic Development 162, 163 Licences, Permits and Bylaws 158, 176
Emergency Services 158, 171 Operations 159, 167, 168, 170
Engineering 157, 166 Parks & Facilities 165, 169, 175
Finance 174, 175, 176 Planning 164, 168
Fire 155, 156, 171 Police Services 156, 157, 171
Human Resources 176 Recreation 161, 170, 171, 172
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 155
Safe and Livable Community
As Maple Ridge continues to grow, safety remains a top priority. Continued implementation
of the Fire Master Plan in 2008 expanded the team of full-time career firefighters to 29, and
six full-time officers. The Community Wildfire Protection Plan was created to protect and
preserve the forested areas as well as provide for a level of safety from wildfire for the citi-
zens. Community safety officers commenced work in the community in July 2008 to improve
the public’s feeling of safety. The RCMP, Outreach workers and other service providers are
working together to reduce the number of homeless. A public education program including a
comprehensive website section was implemented to bring information to citizens about the
Municipal Emergency program and to provide updates on emergency incidents.
Performance Measures
Reduce the severity of fires through adequate response times and personnel
In 2006, there were 16 full-time firefighters on staff, with a target of four firefighters avail-
able 24 hours per day, 7 days per week 100% of the time. For 2007, there were 22 full-time
firefighters on staff, with a target of four firefighters available 24 hours per day, 7 days per
week 100% of the time. For 2008, there were 29 full-time firefighters on staff, with a target
of seven firefighters available 24 hours per day, 7 days per week 100% of the time.
Construction of Fire Hall 4 in the Albion area should begin in 2009.
Fire Hall 1 is undergoing a major renovation including the addition of training facilities. This
project commenced in the summer of 2007 and is to be completed in 2009.
$0
$20,000
$40,000
$60,000
$80,000
2002200320042005200620072008Value of Fire Losses per 1,000
population
Average Fire Loss per Incident
The Value of Fire Losses per 1,000 popula-
tion decreased in 2008 due to an overall
decrease in the total fire losses for 2008
(31) compared to 2007 (55). There was an
increase in the Average Fire Loss per inci-
dent and one of the factors that affects this
calculation is the ever-increasing costs to
repair fire-damaged structures, which in-
creases the overall cost of the losses.
0:00
0:07
0:14
0:21
Hall 1 Hall 2 Hall 3
Response Times in Minutes
90% of the Time
Target Jan-Dec 2005 Jan-Dec 2006
J an- Dec 2007 Jan-Dec 2008
T
he response time for calls in the various hall
areas does not include dispatch time.
The hiring of additional full-time career fire-
fighters has resulted in a continued reduc-
tion of response times in the Fire Hall 1
area where they are stationed; in addition
the policy of having them respond
throughout the whole district has also re-
sulted in a reduction of response times at
Fire Halls 2 and 3.
Strategic Direction
Strive for enhanced service
levels, quality of life and inde-
pendence by citizens and com-
munity organizations in the
delivery of leisure services and
other municipal services through
community development.
Develop and implement preven-
tative 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, Re-
gional 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 re-
sponse 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 informa-
tion and materials on emergency
planning procedures.
Ensure development standards
incorporate sustainability, crime
prevention, and safety and
security concepts.
Develop preventative as op-
posed 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 develop-
ment of multi-year business
plans, which include detailed,
sustainable multi-year financial
plans.
Continue with the implementa-
tion 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 volun-
teers in the community.
Encourage active and healthy
living among citizens through the
provision of a variety of excep-
tional recreational, educational
and social activities.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 156
Reduce the number and seriousness of emergency incidents through an aggressive program of proactive
inspections and public education
0
500
1000
1500
2000
2500
3000
3500
4000
Number of Students2005 2006 2007 2008
Students Attending Fire Safety
Education Sessions
Total Students Target Instructed
Grade 5-6
Grade K-3
Grade 5-6
Grade K-3
K-3 and Gr. 5-6 are alternated from year to year. 2005 and
2007 saw Gr. 5-6 and 2006 and 2008 saw K-3
2002 2003 2004 2005 2006 2007 2008
Number of fire incidents – all * n/a n/a n/a n/a 320 261 249
Number of fire incidents – structure/vehicle 277 235 209 184 136 116 104
Number of fire-related injuries 6 3 0 5 5 11 4
Number of fire-related deaths 1 0 0 0 0 0 1
* In 2006, the definition of a “fire incident” was expanded to include all fire incidents, such as garbage fires, brush fires, etc.
Under the previous definition, the number of incidents for 2006 would have been 136. In subsequent years, all incidents
will be reported.
Reduce the number of property crime offences
Local detachment focus in 2008 was to develop and implement strategies to address community crime problems,
and identify emerging problems, prolific offenders, and hotspots so that criminal intelligence could be coordinated.
0
500
1000
1500
2000
2001 2002 2003 2004 2005 2006 2007 2008
Thefts from Autos
Property Damage
Break & Enters
Auto Thefts
Auto Thefts – In 2008, Maple Ridge experienced a 29% decrease in Theft of Auto when compared to 2007. This
decrease was consistent throughout the year and can be attributed to numerous prolific car thieves being arrested
and held in custody.
Theft from Auto – Theft from autos is closely tied to vehicle thefts and are often committed by the same offenders
who steal vehicles. In 2008, Maple Ridge experienced a 31% decrease in this crime category compared to 2007.
Property Damage (Mischief) – This offence type saw an overall decrease in 2008 of 3%. This decrease was espe-
cially evident during the last two quarters of 2008.
0
20
40
60
80
100
120
140
160
Number of Structures2005 2006 2007 2008
Inspection of Multifamily
Residential Structures
Total Structures Target Inspected
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 157
Break and Enters – This crime type is broken down into three categories – Commercial, Residential, and Other.
Commercial Break and Enters were up over 2007 by 23% and were consistently up in all four quarters of
2008. The majority of these offences were located in the downtown core. Key arrests were made late in
2008 and will likely have an impact on those numbers in 2009.
Residential Break and Enters were up over 2007 by 31%. This increase was primarily noted in the final
quarter of 2008. Again, key arrests were made in early 2009.
Other Break and Enters were consistently down in 2008, showing an overall 31% decrease over 2007.
Proactively assist in the development and safety of youths in our community
The Ridge Meadows Youth Diversion Program was established in 1994 to divert first-time young offenders away
from the court system. It works on the philosophy of immediate consequences for crimes, restitution to victims and
mentoring. In addition to giving first-time offenders a second chance, the program also saves money. It costs seven
times more to put a youth through the court system than the diversion program.
The rate of youth recidivism was in its third year for 2008, and it represents the percentage of first-time young of-
fenders who re-offend within one year of their participation in the diversion program.
Number of Youths in Diversion
0
50
100
150
200
250
2001 2002 2003 2004 2005 2006 2007 2008
Rate of Youth Recidivism
0%
5%
10%
15%
20%
25%
30%
2006 2007
Increase in 2007 and 2008 is a result of increased
awareness of RCMP members to utilize this program.
Training programs with new recruits now include the
Youth Diversion Program process.
RCMP members communicate and recommend youths
when appropriate to the Youth Justice Committee. New
RCMP members are introduced via an orientation ses-
sion on how this program works and can benefit youth
in the community. As of date of publication, 2008 fig-
ures for diversion are not available from the Province.
Reduce the number of deaths, injuries, and property damage caused by traffic accidents
The District is participating in Traffic 2010 initiatives to reduce serious injury accidents by concentrating on im-
paired driving, aggressive driving, high crash intersections, and seatbelt usage and participating in Safer Cities ini-
tiatives involving RCMP members, volunteers, and District staff. A specific initiative is in place to reduce the number
of crashes by 30% over the period 2004-2010. In 2003 there were 1,765 crashes, making the 2010 target 1,236.
0
500
1,000
1,500
2,000
2,500
3,000
2002 2003 2004 2005 2006 2007 2008
Number of Injury Crashes
Number of Non-Injury Crashes
Target 2010
Number of Crashes
Resulting in a Fatality
3
55
8
1
5
9
0
2
4
6
8
10
2002 2003 2004 2005 2006 2007 2008
∗ Source: Safer City Planet Data Base; excludes parking lot crashes.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 158
Ensure adequate commitment to Municipal Emergency Program staff and volunteer development
The Municipal Emergency Program (MEP) is a joint program shared by the District of Maple Ridge and City of Pitt
Meadows. Each community has an Emergency Operation Centre (EOC) which is staffed by individual emergency re-
sponse teams. In the event that a major disaster occurs, the incident would be managed by a joint EOC. The MEP is
managed by a Joint Emergency Program Coordinator, and involves staff from both communities, volunteers, and
other agencies. Training, emergency simulation exercises and response activations provide an important base for
emergency preparedness.
The EOC was activated fewer times in 2008 than in the previous year, but a greater amount of time was allocated to
EOC training and preparation. In 2007, the Fraser River Freshet was particularly of concern resulting in many hours
of preparation for a potential flood. Several high water events in the Alouette River system and windstorms added
to the high number of EOC hours recorded in 2007. Emergency preparedness in the community is enhanced by
providing opportunities for District staff, volunteers and agency designates to develop their skills through training,
and real or simulated response situations. In addition, information sessions are provided to citizens and community
groups.
EOC/ESS Activities (Hours)
426
453
80
256
160
600
4340
521
142
1308
186
0 500 1000 1500 2000 2500 3000 3500 4000 4500 5000
Exercises
Training
Activations
2008
2007
2006
2005
Ensure public compliance with Municipal bylaws
A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with the RCMP,
SPCA, Ministry of Health, Community Outreach, Downtown Parking Association, Business Improvement Association,
Adopt-a-Block Society, and other agencies. A 2008 priority involved work towards the development of a new animal
shelter, implementation of a comprehensive dog licensing program, and completion of the corresponding new ani-
mal services business plan.
Number of Bylaw Complaints
0
5000
10000
15000
20000
2004 2005 2006 2007 2008
0
5000
10000
15000
20000
2005 2006 2007 2008
Complaints Received
Complaints Concluded
Proactive enforcement in the downtown core created an increase in bylaw complaint files received. Of the 17,100
bylaw complaints received during 2008, almost 94% were concluded. The percentage of concluded files was con-
siderably higher than 2007, but files are not necessarily concluded in the same month that they were received.
2005, not available
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 159
The District of Maple Ridge participates in a national benchmarking initiative that assists in managing and monitor-
ing performance in the areas of wastewater collection and treatment systems and water treatment, supply and dis-
tribution systems. There are currently more than 35 participating Canadian cities and regional organizations serving
more than 60 percent of the Canadian population. This initiative, created and administered by Earth Tech, serves
as the national standard for water and wastewater utility benchmarking in Canada, and is the data source for the
following two graphs.
Provide high quality drinking water to homes and businesses
The District’s Operations Depart-
ment maintains 373 kilometres of
watermain and in 2008 distrib-
uted 11,416,010 cubic metres of
water. In addition to providing
high quality, safe drinking water,
ensuring the security of the water
distribution system is a priority,
along with ensuring an adequate
supply of water flow for fire protec-
tion.
Number of Water Complaints per 1,000 People Served
0
2
4
6
8
10
12
14
2003 2004 2005 2006 2007 2008
Minimum
Maximum
Average
Maple Ridge
Maple Ridge compares very favourably with other municipalities
in the distribution of high quality drinking water to citizens
Maintain an effective and reliable sanitary sewage collection system
The District’s Operations Depart-
ment maintains 261 kilometres of
gravity sanitary sewer. Maintain-
ing a dependable sewage collec-
tion system with minimal block-
ages is a priority, as well as mini-
mizing the environmental impact
of blockages and overflows.
Number of Blocked Sewers per 100 km Length
0
5
10
15
20
25
30
35
2003 2004 2005 2006 2007 2008
Minimum
Maximum
Average
Maple Ridge
Maple Ridge has fewer blocked sewers
than other municipalities of its size across Canada
∗ Due to the timing of data compilation, only Maple Ridge data is available for the current year.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 160
Support the Building Community Solutions Steering Committee in their goal of encouraging the develop-
ment of healthy neighbourhoods: through community education; by supporting the development of con-
nections and networks, and by developing and promoting programs and tools designed to assist in
strengthening neighbourhoods
Building Community Solutions is a project funded by the Communities in Action program of United Way of the Lower
Mainland. The Neighbourhood Development Coordinator from the Community Services Department acts as a liai-
son from the Social Planning Advisory Committee to the Building Community Solutions Steering Committee.
The Building Community Solutions Steering Committee recognizes the importance of the role of neighbourhoods in
health and well-being. One of the goals of this committee is to educate citizens regarding neighbourhood health, to
support connections and networks, and to develop and promote programs and tools that assist in strengthening
neighbourhoods. In 2008, Building Community Solutions funded a record high 21‘Seed Grants’ for local neighbour-
hoods to host gatherings designed to connect and strengthen their neighbourhoods.
One objective of this committee is to work with two pilot neighbourhoods: Laityview Good Neighbours and the Moun-
tainview Neighbourhood Association. In 2008 these two neighbourhood associations continued to be supported
both in their development and in hosting a number of very successful neighbourhood events (movie nights,
neighbourhood walks and barbeques, Easter Egg Hunt, etc). In addition, the two pilot neighbourhoods hosted their
first joint event – a Community Safety Fair. Creating opportunities for neighbourhoods to link, network, and share
ideas and resources will be an ongoing objective in 2009.
A focus in 2009 will be to work with the pilot neighbourhood associations to develop Neighbourhood Quality of Life
Plans. Lessons learned from these pilot processes will assist in the development of a template that will be available
for other neighbourhoods to develop their own Quality of Life Plans. The pilot neighbourhood processes are sched-
uled to take place in the fall of 2009 with the development of a template scheduled to be completed in early 2010.
Support the District of Maple Ridge Social Planning Committee to work with the social service network,
community organizations, neighbourhoods, and citizens to develop a Social Sustainability Strategic Plan
designed to establish direction and priorities to contribute to developing a sustainable community.
In the fall of 2008, the update the 2002 Community Profile began. Working in partnership with the Building Com-
munity Solutions Committee, a community steering committee was formed to oversee the process. The update will
provide a comparison to the benchmark indicators created in 2002. In addition, the need to expand the research to
respond to current community issues and service delivery models was recognized with the addition of 8 new indica-
tors. The document will be completed in spring of 2009 and will be utilized in the process to develop a Social Sus-
tainability Strategic Plan.
Support the work of Substance Misuse Prevention Standing Committee of the Child, Youth and Family
Network to address the recommendations outlined in the 2007 Substance Misuse Prevention report.
The Substance Misuse Prevention Task Force of the Social Planning Advisory Committee completed and released its
final report, which outlined 33 recommendations. The report was endorsed by the Social Planning Advisory Commit-
tee and Maple Ridge Council. In the spring of 2007, the Task Force became a Standing Committee of the Child,
Youth and Family Network. Then in June of 2007, the Task Force hosted a community prioritization workshop iden-
tifying the top 10 recommendations.
The development of the Opening Doors Network whereby all the agencies supporting youth with addiction issues
come together with the goal of streamlining services and working together to “fill in the gaps” in services, continues
to be a successful initiative.
The Substance Misuse Committee continues to support the work of community agencies and networks to address a
number of the recommendations outlined in the 2007 report. In the fall of 2008, the Committee published a report
card update on the progress made on the top 10 priority recommendations. The ongoing goal of the Committee is
to obtain funding to support the mobilization of the community networks to continue to build on current work ad-
dressing the prioritized recommendations.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 161
Create a community culture where active living is
part of daily life
55%49%
77%
60%
0%
20%
40%
60%
80%
Adults Children
Percentage of citizens who
are moderately active
2005
2008
Increase participation of those not currently involved
in leisure activities due to financial barriers
Number of low-income citizens
accessing recreation services through
access programs
02505007501,0001,2501,5001,7502,000
2001 2002 2003 2004 2005 2006 2007 2008
Source: Parks and Recreation Survey conducted by Ipsos-Reid in 2005 and 2008.
Ensure appropriate services are available for present and future customers and citizens to
live healthy lifestyles
Percentage of citizens who use available Parks & Leisure Services
Percentage of citizens who are satisfied (rated as Excellent or Good) with Parks & Leisure Services
2002, 80%
2005, 87%
2008, 81%
2002, 80%
2005, 77%
2008, 85%
0% 20% 40% 60% 80% 100%
Satisfied
Users
Source: Parks and Recreation Survey conducted by Ipsos-Reid in 2002, 2005 and 2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 162
Economic Development
Maple Ridge is poised for unprecedented growth, due in large part to the billion plus dollars of in-
vestment in the Golden Ears and Pitt River Bridge projects that open here in 2009. The increased
accessibility the bridges provide was one of the key reasons that the Real Estate Investment Net-
work (REIN) in their 2006 research report “The Gateway Effect” that detailed the impact of the
Gateway Project’s transportation improvement projects on real estate found that Maple Ridge is
the number one region positioned to benefit from these transportation improvements. Commute
and travel distances are measured in minutes, not kilometres. If you can reduce commute and
travel times to and from an area, you make that area much more desirable as a place to live.
In their Economic Strategy adopted by Council in 2006, the Economic Advisory Commission identi-
fied four priority sectors to help drive economic growth – they are High Tech, Advanced Manufac-
turing, Post Secondary Education and Tourism. The top three goals for economic development are
to attract commercial and industrial investment; create high value jobs; and actively encourage re-
vitalization of the Town Centre.
A key role for Maple Ridge Economic Development in 2008 was building awareness among key
target audiences and prospective investors of the benefits of investing in Maple Ridge.
Awareness is building, and the availability of affordable industrial, commercial, and residential real
estate is already fuelling significant interest in Maple Ridge as a place to invest.
Performance Measures
Build a sustainable community that includes a balance of land use types
New business and light
industry properties on
the assessment roll will
generate $151,536 in
general taxes. There
was no construction in
the major industrial
class.
New Tax Revenue from Commercial Growth
-$50,000
$50,000
$150,000
$250,000
$350,000
$450,000
$550,000
2004 2005 2006 2007 2008
Light Industry
Business
Major Industry
Percentage of Tax Assessment Base
from Residential Sectors
84%
86%
88%
90%
92%
94%
1988 1992 1996 2000 2004 2008
Tax and assessment charts note the years when growth oc-
curred. Tax revenue occurs in the subsequent year.
In 2008 assessments did not
increase due to market apprecia-
tion as the Province froze as-
sessment increases for most
property classes.
Due to the assessment freeze
the majority of the change in as-
sessed values was due to new
construction. The rate of new
construction in the residential
class of properties was similar to
the new construction rate in non-
residential properties resulting in
a minor reduction in the propor-
tion of the assessment base that
is residential.
Strategic Direction
Use a formal economic
development strategy,
grounded in the principles
of sustainability, as a
means to structure a posi-
tive business and invest-
ment 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 stake-
holders, specific new
investment and employ-
ment opportunities.
Build a sustainable com-
munity that includes a
balance of land use types.
Develop an efficient, cus-
tomer-service oriented
approach to the delivery of
municipal services that is
timely, cost effective,
friendly and efficient.
Develop and maintain high
quality community docu-
mentation and promotional
material to attract invest-
ment and employment.
Preserve natural assets
that could positively con-
tribute to economic devel-
opment.
Enhance the trail systems
so that they can be used
to enhance economic
development.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 163
Build a sustainable community that includes a balance of land use types
Property Assessment Values by Property Class
1988
Other
10.2%
Residential
89.4%
2008
Residential
92.2%
Other
7.8%
Attracting new investment and employment to Maple
Ridge is important. Retaining current businesses is
equally important. In 2008, 99% of commercial busi-
ness licences were renewed, which is considerably
higher than the previous year. For home-based busi-
ness licences, 86% were renewed, which is also higher
with the previous year.
The number of business licences issued in 2008 was
4,232. Commercial licences accounted for 1,476;
there were 1,571 home-based businesses licences,
and 1,138 non-residential licences (businesses based
in other communities), as well as 47 non-profit li-
cences.
90%95%
89%
88%99%
80%83%83%82%86%
0%
20%
40%
60%
80%
100%
Commercial Home-Based
Business Licence Renewals
2004 2005 200620072008
Attract film productions through excellent customer service, cost competitiveness and a
streamlined process
0
50
100
150
200
250
300
2003 2004 2005 2006 2007 2008
Number of Permits
0
20
40
60
80
2003 2004 2005 2006 2007 2008
Number of Productions
The District has promoted Maple Ridge as a preferred filming destination directly to film production companies and
through the BC Film Commission. The film industry is discovering Maple Ridge and its many assets, providing local
businesses with a new market for their goods and services, and providing citizens with employment opportunities.
The strength of the Canadian dollar and senior government tax credit policy also influence filming location deci-
sions.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 164
Smart Managed Growth
The District has recently put into place a number of policies geared towards its commitment to
Smart Growth sustainability principles, which includes increasing density in areas where it is ap-
propriate. In November 2008, an Area Plan for the Maple Ridge Town Centre was adopted to guide
development in the areas of green infrastructure, land-use, parks and conservation, and multi-
modal transportation. Development Permit Area Guidelines were included in the Area Plan, which
encourage green building techniques, quality urban design principles, etc. The Town Centre Area
Plan is incorporated into the 2006 Official Community Plan. Also adopted in November were
changes to the Off-Street Parking & Loading Bylaw that came out of recommendations from a Town
Centre Parking Strategy study, completed in July 2008, which resulted in the reduction of the num-
ber of parking stalls required in the Town Centre central business district and the inclusion of stor-
age requirements for short-term and long-term bicycle parking.
The new policies encourage higher residential densities, a variety of housing types and tenures,
and mix of land uses, while creating a pedestrian and bicycle-friendly environment through green
routes and street design, quality compact development, reduced parking standards, and an in-
crease in green space.
Supporting the new Town Centre sustainable development policies is the existing Revitalization Tax
Exemption Bylaw that was adopted in 2006. This Bylaw permits a tax exemption for residential de-
velopment greater than four storeys in specific areas of the Town Centre and a further tax exemp-
tion if the building is LEED Canada certified (Leadership in Energy and Environmental Design). The
District is applying a LEED rating system to the new Town Centre Fire Hall addition, with the inten-
tion that it will achieve a Silver LEED rating upon completion.
In order to encourage modest density infill in single-family areas of Maple Ridge, a Detached Gar-
den Suites Bylaw was adopted in November 2008. This Bylaw permits a detached accessory dwell-
ing unit to an existing house in specific single-family zones in Maple Ridge. Detached Garden
Suites offer a smaller, accessible and ground-oriented housing form that enables aging in place for
residents and the provision of affordable housing.
Performance Measures
Encourage residential development in the Regional Town Centre
Number of residential units created in the Regional Town Centre
2008 2007
Apartments 66 units in 2 new buildings 328 units in 6 new buildings
Townhouses 0 units 0 units
Single Family Dwellings 1 units 1 units
Total 67 units 329 units
Currently about 4,950 residential units are located within the Town Centre and many more pro-
posed units are currently under application.
Strategic Direction
Develop a land use man-
agement and development
processes that are clear,
timely, open, inclusive and
consultative.
Use the Official Commu-
nity Plan and the District’s
Corporate Strategic Plan
to ensure growth is well
managed and balances
the three pillars of sus-
tainability (social, eco-
nomic and environment)
thereby enhancing the
unique quality of life in
Maple Ridge.
Develop land use regula-
tions, bylaws, procedures,
and practices to imple-
ment the Official Commu-
nity 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 develop-
ment, maintenance and
renewal of parks and open
spaces; roads; sidewalks;
water; sewer and storm-
water systems; public
buildings and, data and
communications technol-
ogy.
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 infrastruc-
ture and technology (such
as fibre optics, geo-
thermal power and energy
from sewer systems).
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 165
Provide new park areas in consultation with residents to determine needs and ensure maximum
use of the facilities
A successful park development process includes initial consultation, a steering committee comprised of residents,
suggestions, feasibility determination, public open houses, recommendations to the Parks & Leisure Services Com-
mission and Council, then finally the tender and subsequent park development.
Phases Completed
Park Name or Location Original Completion Target Revised Completion Target Consultation Feasibility, Concept Open Houses Council Approval Tender Awarded Development Comments North Cottonwood Park 2005 Comp ● ● ● ● ● ●
201 and Telep 2005 Comp ● ● ● ● ● ●
MRSS Lacrosse Box 2006 Comp ● ● ● ● ● ●
Westview Artificial Field 2006 Comp ● ● ● ● ● ●
Youth Action Park 2006 2008 ● ● ● ● ● ● Opened April 2008
Firefighter’s Park 2006 2008 ● ● On hold-pending Fire Dept
space analysis
Silver Valley Park 2006 2007 ● Awaiting land transfer
Webster’s Corners 2006 2008 ● Consultation October
2008
Cottonwood East 2007 2009 Initial design planning
April 2008
BMX Skill Develop’t Park-Albion Park 2008 2009 Initial design meeting
October 2008
Hammond Sport Field Renovation 2008 2009
On hold as project is de-
pendent on successful
grant application and
third party funding
Rieboldt Park
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 166
Transportation
The District’s transportation network is undergoing major improvements. In 2008, road improve-
ments were commenced on Abernethy Way, a conceptual design was completed for the 240 Street
Bridge over the South Alouette River, and a traffic signal was installed on 232 Street at 128 Ave-
nue. Road improvements were completed on the Cottonwood Connector from 118 Avenue to
Dewdney Trunk Road and the first roundabout in Maple Ridge was completed. Safety was in-
creased for cyclists with the installation of bike lanes on 240 Street from 113A to Dewdney Trunk
Road and pedestrians saw traffic calming measures put in place on River Road as well as Kanaka
Way (232 Street to Gilker Hill). Transit exchange improvements were completed in the downtown
core.
Performance Measures
Improve traffic safety on our road network for all users, including pedestrians and cyclists
In a partnership with the Insurance Corporation of British Columbia, the District has established a
Safer City program. This includes a number of transportation-related initiatives to help make the
community a safer place for automobile drivers, cyclists, pedestrians, and equestrians. There were
a number of Safer City initiatives completed in 2008. It is anticipated that an ongoing commitment
to this program will result in a decrease in ICBC’s “Crash Index Rating” as well as providing citizens
with a safer transportation network. Crash measures are reported on page 157.
2008 Safer City Initiatives
Intersection Improvements
- 232 Street at 128 Avenue
Pedestrian Facility Improvements
- 232 Street and 122 Avenue
- Lougheed Highway and Burnett Street
- Eight Bus Pads
Traffic Calming Initiatives
- River Road (207 Street to 216 Street)
- 227 Street at 116 Avenue
- 216 Street at 124 Avenue
Cycling Facility Improvements
- 240 Street (Dewdney Trunk Road – 113 Avenue)
Strategic Direction
Maintain and enhance a
multi-modal transportation
system within Maple Ridge
to provide citizens with
safe, efficient alternatives
for the movement of indi-
viduals 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 down-
town, ensuring it is pedes-
trian friendly and accessi-
ble, particularly for those
with impaired mobility.
In co-operation with other
regional stakeholders,
identify improvements to
the inter-municipal trans-
portation system within the
Lower Mainland and the
Fraser Valley.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 167
Protect our investment in roads infrastructure and provide a safe, serviceable road network
The District’s Operations Department maintains a road network of over 470 kilometres. Keeping the roads in good
shape involves inspections, shouldering and grading, sweeping, ice control, curb repair, roadside mowing, asphalt
patching, crack sealing, and road marking for traffic lanes, crosswalks, arrows, etc. Enhancing the safety of motor-
ists, pedestrians, cyclists, and equestrians is a priority. In 2008, 71% of the District’s roads were in a condition at or
above acceptable.
Percentage of roads in a condition at or above acceptable
70%
75%
80%
85%
90%
95%
100%
2001 2002 2003 2004 2005 2006 2007 2008
In 2008 a pavement condition and deterioration sur-
vey was conducted by an independent engineering
firm who determined the existing road network is
experiencing visible and accelerating deterioration.
In recognition of the need to adequately fund the
rehabilitation and replacement of the District’s infra-
structure, Council has approved a financial plan,
which dedicates a 1% property tax increase to infra-
structure sustainability beginning in 2008. This will
provide over $400,000 in additional funding for
transportation and traffic management projects, and
over $800,000 in 2010.
The Golden Ears Bridge and Pitt River Bridge are currently under construction and will open in 2009
Artist’s Rendering of
Pitt River Bridge
Actual Photo of
Golden Ears Bridge
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 168
Environment
Maple Ridge has made a commitment to pursue policies and practices that encourage and pro-
mote sustainability in the community and in its corporate practices. The District continues to lead
the nation in preserving and enhancing its community’s quality of life, air, water and land. The Dis-
trict, long a front-runner in the protection of environmentally sensitive areas, is one of the first mu-
nicipalities to promote green-building and innovative technologies in residential and commercial
construction and infrastructure. The District has won a number of awards for its practices relating
to energy use in civic buildings and the municipal fleet and its support of community waste reduc-
tion activities.
Performance Measures
Identify and protect environmental features and areas that require special recognition
and management to promote sound environmental practices
Area of land dedicated or protected by
covenant for watercourse protection
0.55190.7440.235
3.496
11.122
7.537
0
2
4
6
8
10
12
14
2006 2007 2008hectares Watercourse
Protection
Dedication
Watercourse
Protection
Covenant
The District continues to pursue
its strong commitment to envi-
ronmental practices by acquir-
ing and protecting lands adja-
cent to watercourses.
Promote community participation in waste reduction activities, and improve participation
in recycling
The District’s partnership with Ridge
Meadows Recycling Society provides
citizens with a recycling depot and
within the urban area, curbside col-
lection. The number of educational
events has risen from 84 in 2001 to
178 in 2008.
A significant rise in recycled materi-
als per household over this same
period demonstrates an awareness
and willingness among citizens and
business owners.
Recycling per Household
300
350
400
450
500
2001 2002 2003 2004 2005 2006 2007 2008(Kilograms)
Strategic Direction
Continue to promote indi-
vidual, business and
community responsibility
for the stewardship of
natural resources
Identify and devise effec-
tive protective mecha-
nisms for environmental
features (such as water-
courses) and areas that
require special recognition
and management.
In partnership with other
levels of government,
adjacent municipalities,
First Nations and commu-
nity groups, develop pro-
grams and projects to
preserve and enhance the
natural assets of Maple
Ridge.
Set targets for the pur-
chase and installation of
renewable energy sources
and establish energy
efficiency goals for facili-
ties, infrastructure, opera-
tions and fleet.
Lobby senior levels of
government to change
codes and regulations to
promote or require the use
of “green” and innovative
technology.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 169
Promote individual and community responsibility for the stewardship of natural resources
The Community Ecosystem Restoration Initiative represents a unique community approach to fighting climate
change through the enhanced removal of carbon dioxide from the atmosphere. Carbon dioxide is the “greenhouse
gas” most responsible for climate change. Healthy ecosystems absorb vast tonnages of carbon dioxide while releas-
ing 2.5 tonnes of oxygen for each tonne of carbon dioxide absorbed.
Using conservation lands under the District’s control, ecosystem restoration work including tree planting in the order
of 300,000 trees and management of invasive species, is being undertaken under the direction of a project steering
committee and funded by various corporate sponsors such as BC Hydro, Small Potatoes Urban Delivery, the Globe
Foundation, the Director’s Guild and others.
In addition to the sequestration of 2,240,000 tonnes of carbon dioxide at year 80 after intervention, other benefits
include hydrological stabilization of watersheds, wildlife habitat enhancement and recreation benefits.
0
50,000
100,000
150,000
200,000
250,000
300,000
Number of Trees Planted
Trees scheduled
for planting 2009-
2010: 215,000
Trees planted in
2008: 30,913
Trees planted in
2007: 31,560
Trees planted in
2006: 22,527
This project is registered with the Cana-
dian Standards Association GHG Clean
Projects Registry (Project Identifier 9251-
6893) and is validated against ISO
14064 standards.
Fire Hall 1, on the corner of Dewdney Trunk Road and 227 Street is undergoing a major expansion that incorporates
many 'green' technologies. The building will be certified by the Leadership in Energy and Environmental Design (LEED)
green building rating system. Geothermal technology is just one of the features that will reduce the Fire Hall's carbon
footprint. The result will be lower energy consumption, lower heating costs, and lower greenhouse gas emissions.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 170
Community Relations
Maple Ridge is unique in the strength of its community social service network. Representatives
from many different non-profit agencies come together to determine how best to work together to
obtain resources and government support, and to determine which organization is best able to
serve specific needs within the community. The District’s social planning staff offers assistance in
bringing groups together and providing the support to enable them to continue to deliver valuable
community services.
Performance Measures
Support and promote citizen volunteer participation as a valuable leisure and
recreation activity
30%32%34%
0%
10%
20%
30%
40%
50%
2002 2005 2008
Community Volunteerism *
One-third (34%) of Maple Ridge residents vol-
unteered within the community during 2008.
The proportion of Maple Ridge residents who
say they have volunteered has increased mar-
ginally since 2002 (up four percentage points
from 30%).
Source: Parks and Recreation Survey 2002, 2005 and 2008 survey conducted by Ipsos-Reid.
Provide a safe, supportive work environment for people with developmental disabilities
Through the District’s partnership
with Ridge Meadows Recycling
Society (RMRS) and Community
Living BC, people with develop-
mental disabilities are provided
with employment and training op-
portunities.
In 2008, 32 people with develop-
mental disabilities worked for
RMRS, up from 27 in 2001. As
many of these people are transi-
tioning from high school, they
might only work a few hours a day,
which accounts for the downturn in
the annual hours of work.
Annual Hours of Work for People with
Developmental Disabilities
0
5,000
10,000
15,000
20,000
25,000
2001 2002 2003 2004 2005 2006 2007 2008
Strategic Direction
Provide a continuum of
opportunities that encour-
age and enable citizen
participation in local gov-
ernment and local gov-
ernment decision-making.
Develop methods to com-
municate on a timely basis
with citizens and commu-
nity groups.
Survey citizens to obtain
their views on the commu-
nity 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 festi-
vals for growing our citi-
zens’ sense of community.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 171
Other Community Relations Accomplishments:
Early in 2008, 12 volunteers had acquired the specialized aquatics skill and water safety training, through the vol-
unteer leadership development program, to be employed as lifeguards and instructors. This resulted in a decrease
in the number of volunteers and hours for 2008 as the new staff became trained in volunteer management, in
preparation for the annual recruitment and the influx of new volunteers.
In 2008, during the transition, 10 new volunteers donated 253 hours to the Aquatics area in the Maple Ridge Lei-
sure Centre and assisted the new instructors with swimming lessons, special events, and special needs partici-
pants.
The Maple Ridge Aquatics volunteer program effectively supports District economic sustainability efforts by creat-
ing employment opportunities and specialized career training for citizens, similar to the Fire Hall and the Youth Fu-
tures volunteer program areas
Almost 22,000 volunteer hours were logged with Parks & Leisure Services in 2008, which is a drop from the al-
most 26,000 volunteer hours in 2007. Volunteer tracking software had become obsolete for 2008 and due to
manual tracking some data may have been lost. As well, the Youth Outreach Initiative dance attendance was
down, resulting in a reduction in the number of volunteers.
Volunteers also provide an invaluable service to the community through their involvement with the Ridge Mead-
ows Volunteer Crime Prevention programs, Search & Rescue initiatives, and call-outs with Emergency Social Ser-
vices programs. In 2008, 294 volunteers were trained in a variety of emergency support capacities and provided
1,138 hours to a number of activities including supporting citizens who were displaced from their homes due to
flooding, windstorms, and fires.
The Fire Department’s Charities Committee held several events throughout the year including a Car Wash for the
Hospital Burn Unit, Head Shave for Cancer, Boot Drive for Muscular Dystrophy, and the Firefighters’ for Families
Food Drive. This committee demonstrates the firefighters’ dedication to the community, high morale in the or-
ganization and the spirit of cooperation and inclusiveness between the full-time and part-time members. In 2008,
over $27,000 was raised for various charities, bringing the total raised since 2002 to over $244,000.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 172
Inter-Government Relations and Partnerships
The District maintains memberships on many different boards and committees to represent the in-
terests of citizens and customers. District participation on regional committees and senior gov-
ernment initiatives is essential in bringing home benefits to the community. We have been working
with local First Nations partners to formally recognize multiple levels of government within Maple
Ridge boundaries. District staff and elected officials are committed to making partnerships work to
the best advantage for the community.
Performance Measures
Support community social service network in a collaborative process to access additional
resources to address community needs, issues, and priorities
Funding from local, regional, provincial, and federal programs received through local network ta-
bles collaborations that are supported by District Social Planning staff
The networks continue to work together to
find broad based solutions, addressing
community needs and priorities by access-
ing resources and mobilizing assets. One
of the most important collaborations of
2008 continues to be the Community Con-
nections project. The service Hub at Eric
Langton Elementary is nearly complete and
will open officially in fall 2009. The Strong
Start Centre at the Eric Langton service
"hub” introduced over two hundred and
fifty pre-schoolers and their caregivers to
the concepts of play based early learning.
2008 also saw the opening of three new Strong Start Centres at the following elementary
schools: Blue Mountain, Hammond, and Glenwood. The Early Childhood Development Commit-
tee and School District No. 42 have worked together to support these free, drop-in early learning
centres for pre-school children and their parents or caregivers.
Another highlight is the community work around homelessness resulting in the ongoing funding
(to 2011) of the Alouette Home Start’s Society Iron Horse Youth Safe House and Outreach Ser-
vices. Both of these services are recognized to have had significant positive impacts in the work
of supporting citizens in the community that are faced with homelessness. One of the major
gaps in the housing continuum in our community continues to be access to supportive housing;
Addressing this issue has lead to an agreement between BC Housing and the District of Maple
Ridge naming Alouette Home Start Society as the operator of an independent living supportive
housing project. The work to prepare for this project began in 2008 and will continue into 2009
pending the outcome of a public process.
Promote independence and a sense of responsibility for the delivery of leisure services by
community groups
Percentage of community groups that feel well served by Parks & Leisure Services:
2004 – 74%; 2006 – 80%; 2008 – 72%
Percentage of community group members that participated in training who reported a benefit:
2006 – 100%; 2008 – 100%
Source: Community Group Survey, conducted by staff every two years.
Strategic Direction
Develop and maintain
strong, positive working
relationships with our
adjacent neighbours, the
municipalities of Pitt
Meadows and Mission; the
Katzie and Kwantlen First
Nations; our fellow mem-
bers of the Greater Van-
couver Regional District
(now Metro Vancouver)
and the Fraser Valley
Regional District.
Enhance relationships with
provincial and federal
employees and politicians
to further the legitimate
interests of the District.
Continue to leverage our
voice and enhance our
relationships with the
UBCM, FCM and the
LMLGA.
Identify and promote the
use of partnerships and
networks with public
agencies; crown corpora-
tions; business; not-for-
profit; community groups;
and, volunteers to provide
local government and
community services in a
cost-efficient, effective and
timely manner.
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
2004 2005 2006 2007 2008
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 173
Governance
The District functions as an open government, allowing citizens access to almost all informa-
tion and decision-making processes. In 2008, members of the public were invited to attend
23 Council meetings, 22 Committee of the Whole meetings, 34 Council Workshops, 11 Pub-
lic Hearings, 66 Advisory Committee meetings, and 1 meeting of Maple Ridge Municipal
Holdings Ltd. All business and financial planning sessions with Council were held in meet-
ings open to the public, culminating in a Financial Plan for the years 2009 through 2013
adopted before the end of 2008.
Performance Measures
Ensure citizens and customers have easy access to timely, accurate, and meaning-
ful information regarding District activities and issues
In terms of the best way of commu-
nicating with residents, it is perhaps
no surprise that the Internet is by far
the most popular medium and has
been growing rapidly since 2003.
The District’s website clearly has an
important role to play in communi-
cation and accessibility: of the 89%
of residents who have Internet ac-
cess, 72% have visited the District’s
website.
Source: Maple Ridge Citizen Satisfaction
Survey, Mustel Group
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2003 2004 2005 2006 2007 2008
Website User Visits
The statistics for 2007 and 2008 are lower due to a
change in service providers and a different method of
reporting visits.
Approximately half of residents ex-
pressed satisfaction with the
amount and type of information they
receive from the District, virtually
unchanged from 2006 levels. Dis-
satisfaction levels have actually de-
clined as more residents expressed
ambivalence about the amount and
type of District communication they
receive.
40%
45%
50%
55%
Amount of
Information
Type of
Information
Citizen Satisfaction with the amount and
type of information provided
2003 2006 2008
Source: Maple Ridge Citizen Satisfaction Survey, Mustel Group
Strategic Direction
Conduct our business in a
manner that upholds and
enhances the public trust.
Function as an open gov-
ernment with the greatest
possible access by citi-
zens to information and
opportunity for engage-
ment in decision-making
processes.
Demonstrate leadership in
applying and promoting
the principles of sustain-
ability recognizing that
each individual decision
may not be optimal for all
pillars of sustainability.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 174
Financial Management
The District uses a multi-year business and financial planning process that has been held up as a
model for other local governments to emulate. All aspects of this process are held in meetings that
are open to the public, where citizens and stakeholders are encouraged to be involved throughout
the process. Seeking ways to provide quality services while reducing the property tax burden on
residents is a top priority of Council.
Performance Measures
Maximize our return on investment while maintaining safety and liquidity
The weighted average rate of return on the District’s portfolio of investments for 2008 was 5.06%
compared to a benchmark index (Municipal Finance Authority investment funds) of 5.03%. The re-
turn includes interest payments, interest accrued and unrealized gains or losses due to changes in
the market value of the District’s holdings. Including market value changes in the calculation will
cause fluctuations in returns, as market pricing change, but is an accurate measurement of overall
return and allows for meaningful comparison to benchmarks.
Municipal Investment Return
0.00% 2.00% 4.00% 6.00% 8.00%
Wt. Avg.
Long-term
Mid-term
Short-term
Benchmark 2008 Actual
The District maintains cash balances for
several reasons. For example, property
tax revenue arrives generally all at once
to fund a year of expenditures. In addi-
tion, reserve balances are held for a
variety of reasons such as for long-term
capital projects. The Finance Depart-
ment manages a portfolio of invest-
ments averaging over $88 Million. A
conservative management philosophy is
based primarily on safety, liquidity, and
return on investment.
Provide high quality municipal services to citizens and customers in a cost effective
and efficient manner
The District’s Capital Works Program is approximately $15 million per year. Although the majority
of projects are related to community infrastructure, there are other major projects within technol-
ogy, parks, and general government.
Accuracy in preparing project budgets is important, both to aid in the allocation of District re-
sources and to provide a base with which to compare actual expenditures. Spending within the
budget is important, although there may be situations in which a decision to do otherwise makes
sense and is approved. A variance indicates that the underlying cause should be investigated.
2008
Budget*
2008
Actual
2008
Variance$
2008
Variance%
2007
Variance%
Water $1,114,950 $1,720,444 -$605,494 -54% -20%
Sewer 764,559 621,979 142,580 19% 0%
Roads 5,117,933 5,282,129 - 164,196 - 3% 28%
Drainage 2,673,351 2,668,385 4,966 0% - 2%
Parks 2,792,427 2,156,093 636,334 23% - 2%
* Approved requests for additional funding not yet adopted by bylaw may not be reflected in budget figures.
Project budgets may not reflect increases in the market value of land, therefore, land acquisitions may
cost more than initially planned.
Projects exceeding budgets are mainly due to the following:
Strategic Direction
Construct financial plans
and business plans in
accordance with the
adopted Financial Sus-
tainability Polices.
Develop multi-year finan-
cial plans that not only
address immediate needs
but also address the long-
term sustainability of our
community.
Use a formal, business
planning framework as a
means to structure deci-
sion-making and publicly
reporting performance.
Identify methods to ex-
pand the tax base and
generate non-tax revenue.
Continue to use a user-
pay philosophy.
Review policies and proc-
esses to ensure they are
consistent with the corpo-
rate strategic direction and
external influences.
Provide high quality mu-
nicipal services to citizens
and customers in a cost
effective, efficient and
timely manner.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 175
Additional revenues, such as grants or contributions from other agencies, may allow the scope of the pro-
ject to expand beyond the original budget figure.
Pre-ordering of phased multi-year capital projects may create variances in individual years.
Project components budgeted separately but constructed together may have individual variances.
Increased competition for contractors has impacted overall costs
Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life
The District has an investment in infrastructure and other assets
with an estimated replacement cost of $1.04 billion, all aging at
different rates that will eventually have to be replaced. In order to
properly fund rehabilitation and replacement, estimates show that
the District should be spending on average over $29 million every
year. The District’s actual expenditures are about $5 million. If this
gap is not addressed, it will continue to accumulate, creating a liabil-
ity for future taxpayers. In addition, the District continues to add
assets as the community grows and this is compounding the fund-
ing issues around asset replacement. Most Canadian municipalities
are facing the same issue. However, because we have relatively
newer infrastructure, the District has an opportunity to get ahead of
the curve. The District has a plan in place to address this issue, including:
1. A maintenance program that utilizes
best practices in infrastructure man-
agement techniques to lengthen the
life of existing assets and reduce the
cost to maintain them;
2. Employing new materials and tech-
nology in constructing infrastructure
that will last longer and cost less to
maintain; and,
3. Beginning in 2008, the District’s fi-
nancial plan allocates 1% of taxation
annually to specifically address the in-
frastructure program and protect the
community’s asset base for current
and future citizens.
Investment Renewal Spending
$ M
$5 M
$10 M
$15 M
$20 M
$25 M
2007200820092010201120122013201420152016Annual Unfunded
Infrastructure Liability
Additional Funding -
Cumulative 1% of Taxation
Current Funding -
Investment Renewal
Spending
Extend the useful life of facilities by managing preventive maintenance and repair/replace
lifecycle programs
Complete Comprehensive Lifecycle Study and 30-Year Financial Plan
2008 Completed Studies 2009 Planned Studies
Fire Hall 2
Fire Hall 3
Operations Building
Arts Centre
Golden Ears Winter Club
Estimated
Replacement
Value
Annual
Spending
Required
(estimated)
Highways $600,020,000 $19,551,157
Drainage 168,813,016 4,010,702
Sewage 152,594,921 3,623,895
Water 123,043,457 2,460,869
$1,044,471,394 $29,646,623
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 176
Process permit applications in an efficient and effective manner
Once a building permit applicant has submitted the necessary plans and schedules to the District, a number of reviews are
performed to ensure the proposed construction conforms to bylaws such as parking, signage, and zoning. The District
must also ensure that the application meets development permit and setback requirements; complies with fire regulations;
and that offsite servicing such as road access, curb and gutters, water and sewer connections and onsite service elevations
are sufficient.
Number of working days to issue a building permit after receipt of necessary plans and schedules
2007 2008 Change
Single Family Residential 20 – 30 15 – 25 Decrease
Basement Finish 5 – 10 5 – 7 Decrease
Tenant Improvement 10 – 15 5 – 10 Decrease
New Commercial Building 40 – 50 40 – 50 –
New Apartment Building 40 – 50 40 – 50 –
Provide staff with training that will broaden their scope of job skills, enhancing effectiveness in their
respective roles
The District of Maple Ridge supports employee training and
development that is directly related to the job. Continued
education is an opportunity for staff to gain new knowledge
and skills, for preparation to meet future organizational
needs and to ensure that District corporate goals are
achieved.
In 2008, staff attended many internal workshops and com-
puter courses as well as specific equipment training.
0
50
100
150
200
2005 2006 2007 2008
Number of Certifications
Other Financial Management Accomplishments
On January 13, 2009, Council reached a consensus to adopt the 2009 - 2013 Consolidated Financial Plan.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 177
Internal Service Measures
The following set of performance measures relates to how the District provides corporate services
to internal clients (i.e., municipal staff), which ultimately assists them in providing services to the
community.
Performance Measures
Provide prompt and effective assistance to information technology users in response
to a call for help
Client expectations were met or exceeded in 97% of the cases that were rated in 2008, repre-
senting over 1,300 calls for assistance. Total tickets are down due to staff shortages; however,
client feedback is increasingly low.
Service Requests - Meeting Client Expectations
0
500
1000
1500
2000
2500
3000
3500
2004 2005 2006 2007 2008
Exceeded
Met
Missed 1 or 2
Missed Many
Unrated
The number of requests for assistance by technology users has shown a general downward trend
year over year. This trend appears to be a consequence of not only investments in standardized
hardware and software technology, but investments in remote management tools that permit
staff to automate many support functions. Reducing the maintenance and support workload on
staff permits some resources to be redeployed for project work.
Meeting Service Level Agreement Times
0% 20% 40% 60% 80% 100%
Emergency
Urgent
Important
Standard
New Work 2008
2007
2006
Target
Resolution targets were met in 1 of the 5 priority categories as noted in the graph above. The ‘new
work’, ‘standard’, ‘important’, and ‘urgent’ categories missed the resolution targets in 420 of
1,223 tickets. The Information Services department is presently reviewing the Service Level
Agreement to ensure resourcing and commitments are reasonable and all but unavoidable circum-
stances have been addressed.
Strategic Direction
Strategic Leadership
Process for strategic plan-
ning; involvement by sen-
ior management; broad
understanding of the stra-
tegic direction.
Community and
Customer Focus
Define our customers;
formally assess their
needs; service standards;
commitment to service;
satisfaction measures.
Process Improvement
Document key processes;
resolve inefficiencies; con-
tinuous improvement of
key processes; measure.
People Focus
Thorough recruiting, train-
ing, health & safety, em-
ployee involvement, issue
resolution, employee sat-
isfaction measures.
Partner/Supplier Focus
Rigorous selection criteria;
cooperative relationships;
feedback; assist in their
improvement efforts; in-
volvement with new ser-
vices development.
Workplans and
Improvement Plans
Link from strategic direc-
tion to workplans; empha-
sis on identifying im-
provement opportunities;
broad understanding of
workplans & improvement
plans; measures of out-
comes.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 178
POLICY STATEMENT
District of Maple Ridge
Title: Financial Sustainability Plan
Policy No : 5.52
Supersedes: NEW
Authority: Council
Approval: October 26, 2004
Effective Date:
October 27, 2004
Policy Statement:
The District’s financial planning will be guided by the attached Financial Sustainability Plan policy
guidelines.
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 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 Guidelines
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
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 Guidelines:
1. 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 1.0
Real growth will be set based on the experience of the previous planning period and the projections for the en-
suing period, using information provided by the BC Assessment Authority, the Planning Department and the Fi-
nance Department.
2. 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 de-
mands created by growth be recognized and efforts be made to maintain existing standards.
Policy 2.0
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.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 179
3. Tax Increase:
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 3.0
Each Spring, Municipal Council will consider the tax increase required for the ensuing planning period by first
covering the projected cost increase for existing services and then considering other enhancements (Please
also see Policy 4.)
4. 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 4.0
New Services or Enhancements to Existing Services will be funded by a combination of:
1. Reduction in the cost of existing services. This may include a reallocation of resources from one area to
another.
2. Increase in other revenues.
3. A further increase in taxes.
5. Efficiencies, Demand Management & Service Level 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. De-
mand must be managed to make sure that expectations reflect our fiscal realities and the need to contain ex-
penditures. Areas where service level reductions may be possible must be identified and brought forward for
Council’s consideration.
Policy 5.0
Business Plans will identify demand management strategies and will include options for Service Level reduc-
tions.
6. Alternative Revenues & External Funding:
Discussion: The District should strive to produce non-traditional revenues and diversify its tax base.
Policy 6.0
All departments will 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 co-shared
project funding to assist in the reduction of expenditures to the District. An expansion of the tax base, beyond
existing ratios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.
7. Infrastructure 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
operate 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 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. A maintenance/ replace-
ment program will be established using best practices. By 2015, this program must be fully funded and the
current 5-year 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 7.1
Annual Operating & Maintenance budgets will be adjusted to accommodate growth.
8. 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 debt levels at a minimum however, there may be instances
where borrowing 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 beneficiaries and not just by current taxpayers.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 180
Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including
recommendations on how the debt will be serviced.
9. 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 in-
clude an analysis of our costs as well as what is charged by other municipalities.
Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months no-
tice of those changes.
10. Accumulated Surplus:
Discussion: Accumulated Surplus represents non-renewable accumulated savings and should not be used for
operating purposes or for normal capital purposes.
Policy 10.0
Accumulated surplus will be considered as a funding source for extraordinary one-time expenditures.
11. Reserve Funds and Reserve Accounts:
Discussion: The District has a series of reserve funds and reserve accounts that are established for various
purposes. They can help us deal with unexpected variations from normal operations, which could include natu-
ral, environmental, or economic events. As well, they can assist in funding opportunities that arise.
Policy 11.0
Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of ex-
penditures permitted, and the desired level of the reserve. Strategies for achieving the desired level of the re-
serve will be included in the Business Plans.
12. 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 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future
costs, including operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.
13. Carry forward Projects:
Discussion: From time to time, funding is allocated for a project (capital or operating) but the project is not
completed in the year that it was budgeted for. An example of a capital project of this nature is the land re-
quired to complete Firefighters Park. An example of an operating project would be the work to be done on the
Official Community Plan. Many times, the reason for the delay is due to factors beyond the control of the mu-
nicipality. For instance, 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, fund-
ing 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 for-
ward projects, in light of other priorities that might have emerged.
Policy 13.0
Corporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that
might have emerged.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 181
District of Maple Ridge
TO: Corporate Management Team Date: August 29, 2006
FROM: Laura Benson, Policy Analyst Updated: October 30, 2006
SUBJECT: 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. Sustaining 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.
Transportation 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 182
Drainage – 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 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 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.
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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 183
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%5 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 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 below6 7. 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
5 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.
6 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.
7 This graph represents our entire inventory of infrastructure, including assets not paid for out of general revenue, such as the water
and sewer utilities.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 184
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.”8
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 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
8 “Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian Municipalities, June 2006.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 185
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 8.0.9
2. Providing 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 making 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 de-
velopment. The District charges different rates for single family, multi-family, down-
town apartment, and outside-of-downtown apartment, institutional, industrial, down-
town commercial and outside-of-downtown commercial. A revenue projection in-
volves estimating 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 to-
wards higher density 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, internal interest earnings and sinking fund earnings on MFA debt
may be less than anticipated
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 esca-
lated 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 imple-
ment the projects. In the past it hasn’t necessarily been a shortage of cash that has
prevented certain works from proceeding, but a shortage in project management ca-
pacity to adequately oversee the projects to completion. An evaluation of this capac-
ity should be done prior to any decision to borrow, with possibly consideration of out-
side resourcing 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.
9 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 186
Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006-2010 Capital Works
Program adopted by Council. The model has been revised to illustrate the impact of the draft
2007-2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been
appended to this report to illustrate the updated information.
The heavier utilization of debt financing in the proposed plan will reduce the flexibility and ca-
pacity of the Capital Works Program in future years. Adherence to the guidelines outlined in
Appendix 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 12.010 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:
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.
10 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 187
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 188
INFRASTRUCTURE INVENTORY
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
*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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 189
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 190
DCC PROJECTION BY INDIVIDUAL COMPONENT
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 191
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 192
REVISED 2006-10-30 TO REFLECT PROPOSED 2007-2011 FINANCIAL PLAN
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 193
INFRASTRUCTURE FUNDING STRATEGY GUIDELINES
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 194
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 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
ongoing costs associated with proposed new assets should take place during the capital review
process, consistent with Financial Sustainability Policy (FSP) 12.011, with replacement, mainte-
nance and operating costs accommodated in accordance with FSP 7.0 and FSP 7.1.
• Borrowing should be limited 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 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.
11 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 195
• 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 capacity is adequate for the project to proceed. If not, funding
for outside project management support should be considered.
• Consider project 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 Funds
• Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain current infrastruc-
ture. 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 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, short-term borrowing is strongly recom-
mended, as revenue projections become less reliable as the time frame is expanded.
• The DCC bylaw should be amended 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 5.52
7. Infrastructure 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 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. A mainte-
nance/replacement program will be established using best practices. By 2015, this program must be fully
funded and the current 5-year financial plan should start to address this on a phased basis. The required tax in-
crease will be beyond that set out in Policy 3.
Policy 7.1
Annual operating and maintenance budgets will be adjusted to accommodate growth.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 196
8. 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 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including
recommendations on how the debt will be serviced.
9. 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 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months no-
tice of those changes.
12. 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 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future costs,
including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 197
RESOURCE MATERIALS
References to some of the resource materials relevant to the infrastructure funding discussion are included for interest:
Capital 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 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 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 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 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.
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 198
Drainage 2009 2010 2011 2012 2013 Funding
224 St (119 - DTR, Spirit Square) 280,000 - - - - GCF
240 St @ DTR - Extend scope - 350,000 - - - GCF
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
Brown Ave (227 - 228) - - - 416,556 - CWR, DCC, GCF
Culvert Replacement Program 200,000 - 200,000 - - GCF, ISR
Culvert Replacement Program - - - - 200,000 ISR
Ditch Enclosures 18,390 18,881 19,411 19,860 20,332 GRF
Donovan Ave (216 - 80M E Hall) 66,000 - - - - GCF
Downtown Improv. - Lougheed (223-224) 300,000 - - - - GRA, SUR
Drainage Upgrade Program - - 200,000 200,000 200,000 GCF, ISR
Drainage Upgrade Program - 100,000 - - - ISR
Fraser Escarpment North Phase 1 - - 5,000,000 - - CFO
Fraser Escarpment North Phase 2 - - - 5,000,000 - CFO
Local Improvement Projects - Drain 250,000 250,000 250,000 250,000 250,000 CFO
N Alouette River Detention Pond 232/132 - - - 196,469 - CWR, DCC, GCF
Selkirk Ave (226 - 227) - - 151,833 - - CWR, DCC
Selkirk Ave (226 - 227) Phase 2 - - - 72,000 - CWR
Storm Sewer Connections 19,968 20,558 21,193 21,732 22,298 GRF
Video & spot repairs storm sewer 65,000 - 65,000 - - GCF
Video Inspection - Drainage - - - - 40,000 GCF
Drainage 1,199,358 814,439 6,157,437 6,240,858 732,630
Government Services 2009 2010 2011 2012 2013 Funding
ADV - Non Enterprise 9,000 - - - - GCF
Downtown Beautification - Spirit Square 235,000 - - - - SUR
Downtown Improvement Projects Design 200,000 - - - - SUR
Economic Dev - Office Renovations 35,000 - - - - RCP
Library signage 27,000 - - - - CORE
New Parking Ticket Machines 125,000 - - - - CORE
Reception - Slat Wall 3,000 - - - - GCF
Recycling - Apartment Collection Equip - - - 55,000 - REC
Recycling - Bluebox Collection - - 65,000 - - REC
Recycling - Building Expansion - 30,000 - - - REC
Recycling - Collection Bluebox/bag - - - 40,000 - REC
Recycling - Collection Equipment 85,000 150,000 - 30,000 - REC
Recycling - Collection Truck Upgrade - - - 200,000 - REC
Recycling - Hydraulic Collection Truck (Apt) - - - - 250,000 REC
Recycling - Leasehold Improvement - 30,000 100,000 - - REC
Recycling - New Bluebox & Bags - - 65,000 - - REC
Recycling - Process Equipment 50,000 50,000 60,000 - - REC
Recycling - Process Improvement 15,000 - - - - REC
Recycling - Replace apartment totes 40,000 - - - - REC
Vehicle for Licenses, Permits & Bylaws Department 40,000 - - - - GCF
Works Yard: Electrical Service Upgrade - - 90,000 - - GCF
Works Yard: Office Space Conversion - - - 200,000 - GCF
Works Yard: Rear Yard Access Gate Motorized - 18,500 - - - GCF
Government Services 864,000 278,500 380,000 525,000 250,000
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 199
Highways 2009 2010 2011 2012 2013 Funding
112 Ave (232 - 240) Final Lift - 242,434 - - - CWR, DCC, GCF
112 Ave (60M W 236 - 236) - - - - 25,079 CFO
121 Ave @ 214 St - - - 9,347 - CFO
128 Ave (228 - 200M East 232) - - - - 132,000 GCF
128 Ave highway widening predesign - 50,000 - - - GCF, GRA
132 Ave (203 - Neaves) Resurface 442,800 - - - - CFO, CWR
201A St (113B - 100M North 113B) - - - 3,159 - CFO
203 St - 113B Railway safety improvements 50,000 - - - - GCF
203 St (123 - Powell) - 1,360,824 - - - CWR, DCC
203 St (Dewdney Trunk - 123) - 2,793,159 - - - CWR, DCC
203 St @ Lougheed inters. upgrade 200,000 - - - - CWR
216 St @ 121 Intersection Upgrade 75,000 - - - - GCF
223 St (Mcintosh - Dewdney Trunk) - - - 27,720 - CFO
224 St (Lougheed - Dewdney Trunk) - 80,000 - - - GCF
224 St @ 132 Ave (N Alouette Bridge) - - - 450,000 - GCF
227 St @ Bypass (Traffic Signal) - 241,342 - - - CWR, DCC, GRA
232 St (116 - Slager) - 2,031,786 - - - CWR, DCC, GCF
232 St (S Alouette - Abernethy) Phase 1 1,000,000 - - - - CWR, DCC, GCF, GRA
240 St (Kanaka Creek Bridge S - McClure) - - 3,022,725 - - CWR, DCC, GCF
240 St @ Kanaka Creek (Bridge) 8,106,657 - - - - CWR, DBT
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
Abernethy Way (210 - 500M E Blackstock) 3,297,101 - - - - CWR, DCC, GRA
Abernethy Way Phase 3 - 5,527,500 - - - CWR, DBT, GRA
Abernethy Way Phase 4 - - 14,552,500 - - CWR, DBT, GRA
Access Culverts 25,546 26,234 26,975 27,604 28,264 GRF
Audible signals 10,000 10,000 10,000 10,000 10,000 GCF
Bikeway Program 100,000 100,000 100,000 100,000 100,000 GCF, GRA
Boulevard Improvement Program - - - 30,000 - GCF
Bridge Repairs / Struct Upgrade 100,000 150,000 150,000 161,875 160,000 ISR
Brown Ave (227 - Fletcher) 250,000 - - - - GCF
Brown Ave @ 224 St (Traffic Signal) - - - - 260,910 CWR, DCC, GCF
Cottonwood Dr (118 - 119) Phase 4 666,666 - - - - CWR, DCC
Dewdney Trunk Rd (250 - 256) Resurface - 175,000 - - - SOIL
Dewdney Trunk Rd @ Kanaka Creek (Bridge) Phase 1 - - - 350,000 - GCF
Dewdney Trunk Rd @ Kanaka Creek (Bridge) Phase 2 - - - - 350,000 GCF
Dewdney Trunk Rd @ Lougheed - - - - 154,382 CFO
Downtown Improv. - 224 (Spirit Sq to DTR) - - 900,000 - - GRA, SUR
Downtown Improv. - Lougheed (222-223) - - - - 900,000 GRA, SUR
Downtown Improv. - Lougheed (223-224) 900,000 - - - - GRA, SUR
Downtown Street Furniture Upgrade 50,000 - - - - GCF
Dunn Ave @ Maple Meadows Way - - - - 278,751 CFO
Emergency traffic pre-empt 50,000 50,000 50,000 50,000 50,000 GCF
Equipment Purchase - Bobcat (Snow) - - - - 68,340 GCF
Equipment Purchase - Pickup Truck - - 37,000 - - GCF
Equipment Purchase - Sander for TA Dump Truck 20,000 - - - - ERR-PW
Equipment Replacement - Fleet 880,500 1,391,452 860,692 284,079 864,684 ERR-PW
Fern Crescent (236 - 240) - - - - 98,780 GCF, GRA
Illuminated Crosswalk Signs - 76,000 - - - GCF
Illuminated Street Signs Program 10,000 10,000 10,000 10,000 10,000 GCF
Lane E 207 St (Camwood - 100M N Camwood) - - - 4,578 - CFO
Local Improvement Projects - Road 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed Hwy Downtown (223-224) 500,000 - - - - GRA
Macfarlane Ave (Graves - 209) - - - 23,100 - CFO
Owens St (200M N Camwood - Lougheed) - - - 14,020 - CFO
Ped safety/access improv 50,000 86,000 90,000 90,000 90,000 GCF
Princess St (Wharf - Lorne) - - - - 129,000 GCF
Private Driveway Crossings 35,924 36,204 36,506 36,760 37,027 GRF
Road Resurfacing - 132 Ave (216 - 224) - - - 200,000 - ISR
Road Resurfacing - 223 St (Dewdney Trunk - Brown) - - - 48,650 - ISR
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 200
Highways (cont.) 2009 2010 2011 2012 2013 Funding
Road Resurfacing - 224 St (132 - 136) - - - 180,000 - ISR
Road Resurfacing - 232 St (112 - 114) - - - 155,000 - ISR
Road Resurfacing - 232 St (Silver Valley - 141) - - - 218,122 - ISR
Road Resurfacing - Dewdney Trunk Rd (250 - 256) - 175,000 - - - ISR
Road Resurfacing Program 230,914 286,343 565,152 60,353 1,125,000 ISR
Royal Cres @ 100M S Lougheed - - - - 24,501 CFO
Safer School Travel Program 35,000 40,000 50,000 50,000 50,000 GCF
Sidewalk Replacement 65,000 98,823 69,091 100,000 85,000 ISR
Streetlight Pole Replace Program 35,000 50,000 50,000 50,000 50,000 ISR
Thermo plastic road markings - - 50,000 - - GCF
Traffic Calming Program 45,000 45,000 45,000 45,000 50,000 GCF
Traffic Signal Electrical Program 30,000 30,000 30,000 30,000 30,000 GCF
Traffic Signal Integration - - - 325,000 - GCF, GRA
Traffic Signal Replacements 30,914 60,000 70,000 80,000 80,000 ISR
Transit Oriented Design 75,000 - - - - GCF
Walkway Fence Installations 20,000 - - - - GCF
Highways 17,637,022 15,473,101 21,025,641 3,900,485 5,566,718
Operating Capital 2009 2010 2011 2012 2013 Funding
Misc Capital Engineering 15,015 15,015 15,015 15,015 15,015 GCF
Misc Capital Gen Govt 15,015 15,015 15,015 15,015 15,015 GCF
Misc Capital Gen Rec 30,000 30,000 30,000 30,000 30,000 GCF
Operating Capital 60,030 60,030 60,030 60,030 60,030
Park Acquisition 2009 2010 2011 2012 2013 Funding
Greenbelt Acquisition - 200,000 200,000 200,000 200,000 PAR
Silver Valley Neigh Park Acq A - - - 506,160 - CWR, DCC, GCF
Silver Valley Neigh Park Acq B - - - 627,000 - DCC, GCF
Silver Valley Neigh Park Acq SE Horse 1,331,999 - - - - CWR, DCC, GCF
Silver Valley Neigh Park Phase 2 - - - - 1,682,980 CWR, DCC, GCF
Park Acquisition 1,331,999 200,000 200,000 1,333,160 1,882,980
Park Improvements 2009 2010 2011 2012 2013 Funding
Albion Park facilities (caretaker residence) - - - - 305,200 CWR, DCC, GCF
Albion Park facilities (spray pool) - 388,500 - - - CWR, DCC, GCF
Cemetery Caretaker House - - 115,000 - - CEM
Computerized Irrigation Control System - - 2,000 - - GCF
Cottonwood West Park Facilities - - 615,339 - - CWR, DCC, GCF
Equipment Purchase - Mower Trailer - 12,000 - - - GCF
Fraserview Park Development - - - 305,096 - CWR, DCC, GCF
Park Development (237/136) - - - - 310,644 CWR, DCC, GCF
Park Development (241/104) - - - 310,643 - CWR, DCC, GCF
Park Development Albion Elementary - - - - 333,000 CWR, DCC, GCF
Port Haney Park Development 22,782 - - - - GCF
Sport Field Renovations 319,793 - - - - GCF
Synthetic field groomer 15,000 - - - - GCF
Trail Improvement - 29,298 - 28,701 - GCF
Whonnock Lake Phase 1 Entrance Road - - 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, DCC, GCF
Whonnock Lake Phase 6 Canoe Facility - - - 1,980,000 - CFO
Youth Action Skateboard Park Albion - - - - 750,000 CFO, CWR, DCC
Park Improvements 357,575 719,798 967,339 3,248,440 2,352,417
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 201
Protective Services 2009 2010 2011 2012 2013 Funding
Courthouse Renovations (additional) 20,000 - - - - PSR
Equipment Purchase - Firehall #4 - 70,000 - - - FDR
Fire Equipment Engine 2-2 Replacement - - - 705,000 - ERR-FD
Fire Vehicles - Equipment 50,000 - - - - ERR-FD
Firehall #3 Expansion Phase 1 50,000 - - - - FDR
Firehall #3 Expansion Phase 2 - 700,000 - - - 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 Technical & Furnishings - 200,000 - - - FDR
Firehall #5 Engine 2 Replacement - 425,000 - - - ERR-FD
Public Education Vehicle 15,000 - - - - FDR
RCMP - Dismantle old identification room 12,000 - - - - PSR
RCMP - Furniture Replacement 10,000 10,000 10,000 10,000 - CFO, PSR
RCMP - Soundproof GIS interview room 7,000 - - - - PSR
Rescue 2 Replacement - - 375,000 - - ERR-FD
Protective Services 164,000 1,488,960 385,000 1,665,000 -
Recreational Services 2009 2010 2011 2012 2013 Funding
Equipment Purchase - Mobile Stage - - - - 100,000 GCF
Equipment Purchase - Mower - 80,000 - - - GCF
Equipment Purchase - Vehicle - 40,000 - - - GCF
Leisure Center - Active studio reno - 55,000 - - - GCF
Leisure Centre - Energy retrofit 1,000,000 - - - - CIR, CWR, GRA
Leisure Centre - Turnstile 62,000 - - - - CORE
Recreational Services 1,062,000 175,000 - - 100,000
Sewage 2009 2010 2011 2012 2013 Funding
101A Ave @ 243A St - - - 1,500 - CFO
108 Ave (248 - 249) - 36,547 - - - DCC, SCF
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
245 St (104 - 105) - - - - 84,725 DCC, SCF
Cottonwood Dr (115 - 116) - - - 60,655 - SCF
Energy Efficiency Audit (30/70 Sewer/Water) 15,000 - - - - SCF, WCF
Fern Crescent (237 - 240) - - - - 733,557 DCC, SCF
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 (226 - 227) - 44,000 - - - SCF
Lane S Lougheed (223 - 224) - 94,120 - - - SCF
Lane S Selkirk (222 - 223) - 73,658 - - - SCF
Local Improvement Projects - Sewer 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed Hwy (227 - 228) - - - - 230,613 SCF
Meadowbrook Place (12600 Block) 120,000 - - - - SCF
Private Sewer Connections 82,250 84,707 87,353 89,601 91,958 SRF
Sanitary Network Subcatchment A Study - - - - 125,000 SCF
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 - 9,000 9,000 30,000 - SCF
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 202
Sewage (cont.) 2009 2010 2011 2012 2013 Funding
SCADA upgrade (50/50 Sewer/Water) 19,000 - - - - SCF, WCF
Sewage System Rehabilitation 250,000 287,500 287,500 250,000 - SCF
Sewer Extension to Corrections Part A 1,000,000 - - - - GRA
Sewer Extension to Corrections Part B - 6,000,000 - - - GRA
South Slope Interceptor Repair - 400,000 - - - SCF
Video & spot repairs sewer 65,000 65,000 65,000 65,000 - SCF
Sewage Total 1,951,250 9,204,484 880,592 1,146,756 1,515,853
Technology 2009 2010 2011 2012 2013 Funding
Attendance Management Program - - - - 90,000 GCF
CCTV - Library and Backbone 39,500 - - - - CORE, GCF
Computer Room Upgrades - - 41,221 - - GCF
Corporate Antivirus Replacement 10,000 - - - - GCF
Council Chamber Digital Video Management System 10,000 - - - - GCF
Council Chamber Multimedia Upgrade - 25,000 - - - GCF
Document Processing System - Phase 1 75,000 75,000 - - - GCF, SCF, WCF
Document Processing System - Phase 2 - - 63,000 - - GCF
Economic Dev - Office Outfitting 8,500 - - - - GCF
Equipment Purchase - Blade Server - - 21,000 - - GCF
Equipment Purchase - Load Balancer - 35,000 - - - GCF
Equipment Purchase - New Web Server - - 25,245 - - GCF
Equipment Purchase - SMS Redundancy - - - - 38,225 GCF
Equipment Purchase - UPS Upgrade - - 16,170 - - GCF
Equipment Replacement - Info Serv 854,285 377,733 499,433 1,170,186 100 ERR-IS
Fibre Optic Network - Downtown Ring Phase 3 - - 100,000 180,000 - GCF
Fibre Optic Network - Firehall #4 Phase 4 - - - - 250,000 GCF
Fibre Optic Network - Transit Exchange - 46,400 - - - GCF
Fleet Management Software - 70,000 - - - CFO
Infrastructure growth (20 desktops, 5 laptops) 40,000 - - - - GCF
Infrastructure Management Phase 1 50,000 - - - - GCF, SCF, WCF
Integrated Cash System - - - - 50,000 GCF
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 - #7074 (Kanaka - 240) - 27,433 - - - CWR
IT Strategic Plan Update - - 50,000 - - GCF
Management Reporting Software Phase 2 - - - - 40,000 GCF
Network Monitoring - 17,325 - - - GCF
Phone System Replacement 395,000 - - - - ERR, PSR
Public Access Community Kiosks - 38,750 - - - GCF
ROSS financials upgrade 212,000 - - - - GCF, SCF, WCF
Volunteer Software (Impact) 13,000 - - - - GCF
Technology Total 1,707,285 801,664 862,173 1,447,461 468,325
Water 2009 2010 2011 2012 2013 Funding
110 Ave (240 - 243) - - - - 139,476 WCF
112 Ave (244 - 246) - - - - 412,684 DCC, WCF
113 Ave (246 - 248) - - - - 245,751 DCC, WCF
116 Ave (232 - Cottonwood) - 47,946 - - - WCF
119 Ave (227 - 228) - - - 143,765 - WCF
124 Ave (246 - 248) - - - - 227,523 DCC, WCF
125 Ave (241 - Ansell) - 331,200 - - - WCF
128 Ave (235 - 238) - - - - 243,224 DCC, WCF
136 Ave (236 - 240) - - - 855,480 - DCC, WCF
136 Ave @ 232 St PRV - 160,000 - - - WCF
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 203
Water (cont.) 2009 2010 2011 2012 2013 Funding
136 Ave @ 24200 Rockridge Res. Phase 2 - 649,985 - - - DCC, WCF
141 Ave @ 232 St PRV - - 100,000 - - WCF
210 St (116 - 118) - - 218,900 - - WCF
216 St (124 - 128) - - - 740,677 - DCC, WCF
224 St (124 - Abernethy) - - - - 376,438 DCC, WCF
224 St (North - 119) - - 254,277 - - DCC, WCF
231 St (117 Ave - 118 Ave) - - - - 92,836 WCF
232 St (136 - Silver Valley) - - - 163,218 - DCC, WCF
241 St - new watermain 20,000 - - - - WCF
248 St (116 - Dewdney Trunk) - - - 616,942 - DCC, WCF
263 St (440 Reservoir - Stage 2) - 1,301,998 - - - DCC, WCF
263 St (440 Reservoir - Stage 2) - Study 30,000 - - - - DCC, WCF
270A St @ 123 Ave P/S Phase 2 - - - 250,000 - WCF
Albion & Water Model - dist upgr 250,000 250,000 250,000 - - WCF
Ansell St (124 - 125) - - 230,400 - - WCF
Cottonwood Dr (115 - 116) - - - 84,956 - WCF
DCC Payment To Joint Supply System - - - 111,357 - DCC, WCF
Dewdney Trunk Rd @ 246 St GVWD P/S - 56,000 - - - WCF
Energy Efficiency Audit (30/70 Sewer/Water) 35,000 - - - - SCF, WCF
Equipment Purchase - Leak Detectors - - - - 35,000 WCF
Fletcher St (DTR - Brown) - - - - 44,381 WCF
Laity St (Lougheed - Dewdney Trunk) - 184,900 - - - WCF
Local Improvement Projects - Water 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed @ Dewdney Trunk Rd PRV Relocate 352,000 - - - - WCF
Private Water Connections 165,526 169,885 174,577 178,576 182,767 WRF
River Rd (216 - Carshill) - 265,000 - - - WCF
Rothsay Heights Reservoir Improvement - - 250,000 - - WCF
SCADA upgrade (50/50 Sewer/Water) 19,000 - - - - SCF, WCF
Seismic Upgrade Pump Stations 50,000 - - - - WCF
Structural Piles on Kanaka Creek / Lougheed 220,000 - - - - WCF
Truck fill system: proposed reserv. site - 65,000 - - - WCF
Underground power to McNutt Reservoir 48,500 - - - - WCF
Water Feed Main Stage 2 Debt Pmt 111,111 111,111 111,111 111,111 552,777 DCC, WCF
Water Network Modelling - 9,000 - - - WCF
Water Pump Station Sync (Q3,Q4,Q5,Q6) - 160,000 - - - WCF
Water Pump Upgrades 66,000 - - - - WCF
Watermain Replacement Program 300,000 300,000 300,000 300,000 300,000 WCF
Whonnock Water System Study 40,000 - - - - WCF
Water Total 1,957,137 4,312,025 2,139,265 3,806,082 3,102,857
Capital Plan 2009-2013 28,291,656 33,528,001 33,057,477 23,373,272 16,031,810
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 204
Glossary of Funding
CEM Cemetery Reserve
CFO Contribution from Others
CIR Critical Infrastructure Reserve
CORE Core Development
CWR Capital Works Reserve
DBT Debt
DCC Dev Cost Charge Fund
ERR-FD Eqpt Replacement - Fire Dept
ERR-IS Eqpt Replacement - IS
ERR-PW Eqpt Replacement - Public Works
FDR Fire Dept Cap 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
REC Recycling Reserve
SCF Sewer Capital Fund
SOIL Gravel Extraction Reserve
SRF Sewer Revenue Fund
SUR GRF Surplus from Prior Years
WCF Water Capital Fund
WRF Water Revenue Fund
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 205
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin DATE: December 11, 2008
and Members of Council
FROM: Chief Administrative Officer ATTN: C of W
SUBJECT: 2009-2013 Financial Plan Bylaw
EXECUTIVE SUMMARY:
The 2009-2013 Business Plans and an overview of the financial plan were presented to Council at public meetings held
on December 9 and 10. Business Plans from all areas including the Capital Works Program and the December 8, 2008
staff report titled 2009-2013 Financial Plan Overview were also provided. Council directed that the financial plan bylaw
be brought forward incorporating the recommendations outlined in the 2009-2013 Financial Plan Overview report. The
attached bylaw is in line with that direction.
The Financial Plan Bylaw includes several relatively new legislated requirements including a more explicit form of revenue
and tax policy disclosure: the objectives and policies regarding the proportions of revenue proposed to come from various
funding sources; the distribution of property taxes among property classes; and the use of permissive tax exemptions.
RECOMMENDATION(S):
That Maple Ridge 2009-2013 Financial Plan Bylaw No. 6633-2008 be given first, second and third reading.
DISCUSSION:
a) Background Context:
The 2009–2013 Financial Plan was presented to Council at public meetings held on December 9 and 10, 2008.
Business Plans from all areas were also provided. The financial plan bylaw incorporates the following direction
from Council.
• property tax increase of 4% in 2009–2013, which includes 1% for infrastructure sustainability and 3%
for general purposes,
• for 2009-2012 an increase to the fire department service improvement levy of $600,000 plus growth
since 2005, the year of the inception of the levy; the increase is less in 2013
• water user fee increase of 9% per year, sewer user fee increase of 5% per year and recycling rates in-
crease of 4.5% in 2009, 4% in 2010 and 3% in 2011-2013.
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on that direction.
The 2009-2013 Financial Plan includes a capital program of over $134 million and anticipates funding from
senior governments and some borrowings.
We have about $1 billion invested in our infrastructure and it is important that we look after it properly. This fi-
nancial plan sets 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 Coun-
cil’s Financial Sustainability Policies.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 206
b) Desired Outcome:
A financial plan that accurately reflects the planned expenditures and methods of funding that is consistent with
corporate strategic plans, policies and Council direction.
c) Strategic Alignment:
All departments submitted Business Plans which were prepared using the Business Planning Guidelines 12th
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.
d) Citizen/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.
e) Statutory Requirements and Policy Implications:
The financial plan has been prepared in accordance with statutory requirements and Municipal financial policies.
There are several new requirements in the Community Charter for the Financial Plan Bylaw, including: disclosure
of the proportions of revenue proposed to come from various funding sources; the distribution of property taxes
among property classes; and the use of permissive tax exemptions. Explicit policies and objectives in each of
these areas are also required. Maple Ridge’s approach to business planning, property taxation policies and
other financial policies have addressed all these reporting requirements. The attached bylaw includes this in-
formation.
Public consultation is an important and legislated component of preparing financial plans. The Business Plan-
ning Guidelines were updated in March with an opportunity for the public to provide feedback. Public input dur-
ing business planning this December 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, voicemail or regular mail. A further opportunity
exists for public comment on the Financial Plan Bylaw prior to adoption; an advertisement will be placed in the
local paper once the bylaw receives first reading from Council. Public input into the financial plan and depart-
mental business plans is incorporated indirectly through regular feedback and interaction with customers and
the public as well as through the results of surveys.
f) 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 Financial Plan Bylaw No. 6569-2008. This will require ensuring that depart-
ments curtail or delay expenditures and only proceed with capital projects that were identified in the previous fi-
nancial plan.
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, CGA
Manager of Financial Planning
_______________________________________________
Approved by: Paul Gill, BBA, CGA
GM Corporate & Financial Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 207
DISTRICT OF MAPLE RIDGE
BYLAW NO. 6633-2008
Maple Ridge 2009-2013 Financial Plan Bylaw No. 6633-2008
____________________________________________________________________________________
WHEREAS, through a public process in an open meeting the business plans and resulting financial plan were presented;
AND WHEREAS, the public will have the opportunity to provide comments or suggestions with respect to the financial
plan;
AND WHEREAS, Council deems this to a process of public consultation under section 166 of the Community Charter.
The Council for the District of Maple Ridge in open meeting assembled ENACTS AS FOLLOWS:
1. This Bylaw may be cited as Maple Ridge 2009-2013 Financial Plan Bylaw No. 6633-2008.
2. Statement 1 attached to and forming part of this bylaw is hereby declared to be the Consolidated Financial Plan of
the District of Maple Ridge for the years 2009 through 2013.
3. Statement 2 attached to and forming part of the bylaw is hereby declared to be the Revenue and Property Tax Policy
Disclosure for the District of Maple Ridge.
4. Statement 3 attached to and forming part of the bylaw is hereby declared to be the Capital Expenditure Disclosure for
the District of Maple Ridge.
READ a first time the day of , 200 .
READ a second time the day of , 200 .
READ a third time the day of , 200 .
PUBLIC CONSULTATION completed on the day of , 200 .
RECONSIDERED and adopted the day of , 200 .
_________________________________________
MAYOR
_________________________________________
CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 208
2009 2010 2011 2012 2013
REVENUES
External Revenues
Development Fees
Developer Cost Charges $4,546 $9,671 $5,579 $7,843 $8,513
Developer Specified Projects $0 $0 $0 $0 $0
Parkland Acquisition $0 $200 $200 $200 $200
Contributions from Others $3,910 $3,759 $8,889 $10,775 $4,241
Development Fees Total $8,456 $13,630 $14,668 $18,818 $12,955
Property Taxes $51,172 $54,932 $58,910 $63,149 $67,255
Parcel Charges $2,334 $2,460 $2,585 $2,717 $2,855
Fees & Charges $28,312 $29,910 $31,549 $33,327 $35,249
Interest $1,830 $1,830 $1,830 $1,830 $1,830
Grants (Other Govts) $6,359 $10,960 $11,915 $2,352 $2,714
Property Sales $0 $0 $0 $0 $0
Total External Revenues $98,462 $113,721 $121,456 $122,193 $122,858
EXPENDITURES
External Expenditures
Capital Expenditures $28,015 $33,528 $33,057 $23,373 $16,032
Interest Payments on Debt $4,329 $4,569 $4,632 $4,490 $4,390
Other Expenditures $72,716 $76,226 $80,788 $84,545 $88,172
Total External Expenditures $105,059 $114,323 $118,477 $112,408 $108,594
CHANGE IN NET FINANCIAL POSITION ($6,597) ($602) $2,979 $9,785 $14,264
OTHER REVENUES
Borrowing Proceeds $8,026 $2,750 $5,250 $0 $0
OTHER EXPENDITURES
Principal Payments on Debt $4,444 $5,521 $6,390 $7,074 $7,136
TOTAL REVENUES LESS EXPENDITURES ($3,016) ($3,373) $1,840 $2,711 $7,128
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve $1,985 $2,210 $1,057 $1,102 $1,045
Equipment Replacement Reserve $2,180 $2,194 $1,735 $2,159 $865
Fire Department Capital Reserve $65 $1,054 $0 $950 $0
Land Reserve $0 $0 $0 $0 $0
Local Improvement Reserve $0 $0 $0 $0 $0
Sanitary Sewer Reserve $0 $0 $0 $0 $0
Transfer from Reserve Fund Total $4,230 $5,458 $2,792 $4,212 $1,909
Less :Transfer to Reserve Funds
Capital Works Reserve $869 $968 $905 $968 $1,249
Equipment Replacement Reserve $1,895 $2,016 $2,077 $2,175 $2,235
Fire Dept. Capital Aquisition $185 $311 $422 $537 $657
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 $3,049 $3,394 $3,503 $3,780 $4,240
Transfer from (to) Surplus - (Own Reserves) $302 ($340) ($567) ($1,287) ($1,832)
Transfer from (to) Surplus - (Surplus) $1,533 $1,649 ($562) ($1,855) ($2,965)
TOTAL INTERNAL TRANSFERS $3,016 $3,373 ($1,840) ($2,711) ($7,128)
Attachment to Maple Ridge 2009-2013Financial Plan Bylaw 6633-2008
Statement 1
Consolidated Financial Plan 2009-2013
(in thousands)
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 209
Attachment to Maple Ridge 2009-2013 Financial Plan Bylaw 6633-2008
Statement 2
Revenue and Property Tax Policy Disclosure
REVENUE DISCLOSURE
Revenue Proportions
Revenue Proportions
$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%
Revenues
Property Taxes 51,172 48% 54,932 47% 58,910 46% 63,149 52% 67,255 55%
Parcel Charges 2,334 2% 2,460 2% 2,585 2% 2,717 2% 2,855 2%
Fees & Charges 28,312 27% 29,910 26% 31,549 25% 33,327 27% 35,249 29%
Borrowing Proceeds 8,026 8% 2,750 2% 5,250 4% - 0% - 0%
Other Sources 16,645 16% 26,420 23% 28,413 22% 23,000 19% 17,499 14%
Total Revenues 106,489 100% 116,472 100% 126,707 100% 122,193 100% 122,858 100%
Other Sources include:
Development Fees Total 8,456 8% 13,630 12% 14,668 12% 18,818 15% 12,955 11%
Interest 1,830 2% 1,830 2% 1,830 1% 1,830 1% 1,830 1%
Grants (Other Govts) 6,359 6% 10,960 9% 11,915 9% 2,352 2% 2,714 2%
Property Sales - 0% - 0% - 0% - 0% - 0%
16,645 16% 26,420 23% 28,413 22% 23,000 19% 17,499 14%
20132009 2010 2011 2012
Objectives & Policies
Property Tax Revenue is the District’s primary revenue source, and one which is heavily reliant on the residential class.
Diversification of the tax base and generation of non-tax revenue are ongoing objectives, outlined in Financial Sustain-
ability Policy 5.52 section 6.
Business Planning Guidelines and the Financial Plan includes a 3% general tax increase, a 1% increase to fund replace-
ment of existing infrastructure and an increase of $600,000 plus growth since 2005, $665,000 in 2009, to fund the
Fire Department Master Plan implementation. For more information please refer to Business Planning Guidelines 12th
Edition, Financial Sustainability Plan and the 2009-2013 Financial Plan Overview Report. Specific policies discussing the
tax increases are included in the Financial Sustainability Plan and related policies which were adopted in 2004.
Parcel Charges are largely comprised of a recycling charge, a sewer charge and on certain properties a local area service
or improvement charge. Parcel charges are a useful tool to charge all or a subset of properties for a fixed or variable
amount to support services. Unlike property taxation the variable amount does not need to be related to property as-
sessment value, but can be something that more accurately reflects the cost of the service.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 210
Attachment to Maple Ridge 2009-2013 Financial Plan Bylaw 6633-2008
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
Fees & Charges
The Business Planning Guidelines call for an increase of 5% in fees as a guideline. Actual fee increases vary depending
on the individual circumstances, the type of fee and how it is calculated.
Fees should be reviewed annually and updated if needed. Recent fee amendments include recreation fees, develop-
ment application fees, business licence fees and cemetery fees. A major amendment to the Development Costs Charges
(DCC), recommended every 5 years, was completed in 2008. Minor DCC amendments are done more frequently. Some
fees are to offset the costs of providing specific services. The utility fees are reviewed annually with a view towards using
rate stabilization practices to smooth out large fluctuations in rates, as set out in the Business Planning Guidelines.
Borrowing Proceeds – Use debt where it makes sense. Caution is used when considering debt as it commits future cash
flows to debt payments restricting the ability to use these funds to provide other services. The source of the debt pay-
ments needs to be considered as does the justification for advancing the project. For information on borrowing approved
in 2008 and proposed for 2009-2013 please see the 2009-2013 Financial Plan Overview report.
Other Sources, will vary greatly year to year as it includes
- Development fees, which is the funding for capital projects from the DCC Reserve,
- Contribution from others in relation to capital,
- Interest earned on funds invested in accordance with the Investment Policy
- Grants, which are sought from various agencies, and may be leveraged with District funds.
PROPERTY TAX DISCLOSURE
Property Tax Revenue Distribution
The 2009 property tax revenue and rates will be included in a financial plan amendment that precedes the Property Tax
Rate Bylaw, as 2009 property assessed values are not yet finalized. For information the 2008 distribution is included.
Property Class Taxation Revenue ($'000s)
1 Residential 35,529 76.9%
2 Utility 387 0.8%
4 Major Industry 645 1.4%
5 Light Industry 1,329 2.9%
6 Business/Other 8,173 17.7%
8 Rec./ Non-Profit 21 0.0%
9 Farm 113 0.2%
46,197
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 211
Attachment to Maple Ridge 2009-2013 Financial Plan Bylaw 6633-2008
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
PROPERTY TAX DISCLOSURE
Objectives & Policies
Property taxes are the District’s largest source of revenue and are only contained by efficient business practices. Annual
business planning practices have been the mechanism for resource allocation decisions.
The District’s Financial Sustainability Policy section 6 discusses the necessity of diversifying the tax base. As develop-
ment of employment related properties is one method of diversification, key performance measurement in Economic
Development tracks the increased investment and development of non-residential properties.
A policy in the Financial Sustainability Plan that calls for stable tax increases and the adoption of the annual increase
early in the prior year in the Business Planning Guidelines provides citizens with a more stable and predictable set of cost
increases. In some cases costs are phased in over multiple years to keep within the set tax increases.
Property Tax Rates
It is policy to adjust property tax rates annually to negate the impact of fluctuations in the market values of properties.
(Tax rates are negatively correlated to market changes). Property tax increases are then applied at the same relative
increase for all classes, unless legislation restricts the rates, as with Class 2, Utility.
The Business Class and Light Industry Class properties have the same tax rate and are treated as a composite class
when setting the tax rates. This is done as the types of businesses in each class of property are quite similar. This was
achieved over a long period of time with small incremental adjustments.
A review was done on the Major Industry Class rates and the recommendation from the Audit and Finance Committee
and included in the financial plan is a reduction of 5% to support additional investments in the subject property and to
keep rates competitive. The rates will be reviewed again next year.
In reviewing the tax rates to ensure competitiveness absolute rates, tax multiples and overall tax burden are considered.
The impact that assessed values have on comparing other geographical areas must be considered in a comparison of tax
rates or multiples.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 212
Attachment to Maple Ridge 2009-2013 Financial Plan Bylaw 6633-2008
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
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.
Revitalization Tax Exemption
A revitalization tax exemption is available within a defined downtown area and provides a financial incentive to encour-
age higher density development (five stories or higher). A further financial incentive is available if the building meets
specified environmental considerations. Further information is available in Bylaw 6412-2006.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6633-2008
ADOPTED JANUARY 13, 2009
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 213
Attachment to Maple Ridge 2009-2013 Financial Plan Bylaw 6633-2008
Statement 3
Capital Expenditure Disclosure
The sole purpose of this statement is to meet legislative requirements, highlighting the value of the DCC program; no
other conclusions should be drawn from the figures as the information could be misleading. This is required under the
Local Government Act s. 937(2); Capital costs attributable to projects to be partially funded by Development Cost
Charges (DCC) must be included in the financial plan. The DCC program includes projects as far out as 2026 so the capi-
tal expenditures must be extended to match. Certain types of projects are not planned past the five year time horizon of
the financial plan. Much less scrutiny is given to projects that are planned in years 2014 though 2026. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2014 – 2026
(in thousands)
Capital Work Program 497,716
Sources of Funding
Development Fees
Development Cost Charges 193,469
Parkland Acquisition Reserve 1,000
Contributions From Others 23,238
Development Fees Total 217,707
Borrowing Proceeds 11,959
Grants 59,814
Transfer from Reserve Funds
Capital Works Reserves 19,590
Equipment Replacement Reserve 9,133
Fire Department Capital Reserve 4,419
Transfer from Reserve Funds Total 33,142
Revenue Funds 175,093
Sources of Funding Total 497,716
GLOSSARY OF TERMS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 214
Assets – Resources owned or held by the District,
which have monetary value.
Base Budget – Cost of continuing the existing levels
of service in the current budget year.
BC Assessment Authority (BCAA) – The organization
that is responsible for establishing the assessed
property values within British Columbia.
Budget – A plan of financial operations embodying an
estimate of proposed expenditures for a given period
and the proposed means of financing them.
Business Improvement Area (BIA) – A separate spe-
cific contained area where funds are spent to im-
prove commercial business potential.
Capital Assets – Assets of long-term character that
are intended to continue to be held or used, such as
land, buildings, machinery, furniture, and other
equipment. These assets have a significant value
and a useful life of greater than one year. Capital
assets are also called fixed assets.
Capital Budget – The appropriation of internal and
external contributions for improvements and addi-
tions to facilities, infrastructure, and parks.
Capital Expenditures – Expenditures to acquire Capi-
tal Assets or extend or renew the life of an existing
Capital Asset.
Capital Improvements – Expenditures related to the
acquisition, expansion, or rehabilitation of an element
of the District’s physical plant; sometimes referred to
as infrastructure.
Capital Project – Major construction, acquisition, or
renovation activities which add value to the District’s
physical assets or significantly increase their useful
life. Also called capital improvements.
Capital Reserve – An account used to segregate a
portion of the District’s equity to be used for future
capital program expenditures.
Capital Works Program (CWP) – The long term corpo-
rate guide toward the provision of infrastructure, pub-
lic facilities, equipment, and business systems to
provide services.
Carry Forward – Capital projects from the previous
year that were not completed by year-end, where the
budget funds must be carried forward to the next
budget year so that the works can continue to be car-
ried out.
C.D.M.R. Developments Ltd. – Municipality’s wholly
owned subsidiary.
Corporate Management Team (CMT) – Senior staff
responsible for decisions on the day-to-day and long-
term business affairs of the District.
Contingency – A budgetary reserve set aside for
emergencies or unforeseen expenditures not other-
wise budgeted.
Deficit – The excess of an entity’s liabilities over its
assets or the excess of expenditures over revenues
during a single accounting period.
Department – The basic organizational unit of the
District, which is functionally unique in its delivery of
services.
Development Cost Charges (DCC) – Fees and charges
contributed by developers to support development
and growth in the District.
Division – The top level organizational unit of the Dis-
trict to which all departments report.
Expenditure – Payment for property or services for
the purpose of acquiring an asset, service or settling
a loss. Charges incurred (whether paid immediately
or unpaid) for operations, maintenance, interest or
other charges.
Financial Plan – Provides the statutory approval to
expend funds one approved by Council. Approval for
the five-year Financial Plan is provided annually for
operating purposes and for life of capital projects
beginning in the first year of the Plan period.
Fixed Assets – Assets of long-term character that are
intended to continue to be held or used, such as
land, buildings, machinery, furniture, and other
equipment. These assets have a significant value and
a useful life of several years. Fixed assets are also
called capital assets.
Freedom of Information (FOl) – Freedom of Informa-
tion Act gives individuals rights to access information
held by local government and protects their privacy
by placing restrictions on local government when col-
lecting or disclosing personal information.
Full-time Equivalent Position (FTE) – Employee posi-
tions, which are authorized in the adopted budget, to
be filled during the year. A part-time position con-
verted to the decimal equivalent of a full-time posi-
tion. For example, a part-time employee working for
20 hours per week in a 35 hour per week position is
would be the equivalent to 0.6 of a full-time position.
Fund – A fiscal entity with revenues and expendi-
tures, which are segregated for the purpose of carry-
ing out a specific purpose or activity.
GLOSSARY OF TERMS
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 215
Fund Balance – Excess of the assets of a fund over
its liabilities, reserves, and carryover.
Generally Accepted Accounting Principles (GAAP) –
Uniform minimum standards for financial accounting
and recording, encompassing the conventions, rules,
and procedures that define accepted accounting
principles.
Goal – A statement of broad direction, purpose, or
intent based on the needs of the community. A goal
is general and timeless.
Grants – A contribution by a District or other organi-
zation to support a particular function. Grants may be
classified as either operational or capital, depending
upon the grantee.
GVRD – Greater Vancouver Regional District.
GVS & DD – Greater Vancouver Sewer & Drainage
District. Provides sewerage transfer and treatment
on a regional basis and the disposal of solid waste.
GVWD – Greater Vancouver Water District. Respon-
sible for acquiring water, maintaining the supply, en-
suring its quality, and delivering it to the member
municipalities for distribution by local systems.
Infrastructure – The physical assets of a District (e.g.
streets, water, sewer, public buildings, and parks).
Levy – To impose taxes for the support of District ac-
tivities.
Library – Fraser Valley Regional Library (FVRL), which
is a regionalized library collection and distribution
system that provides all of the operational aspects of
a library system. Members must provide local facili-
ties.
Long-term Debt – Debt with a maturity of more than
one year after the date of issuance.
Maple Ridge Municipal Holdings Ltd. – the Municipal-
ity’s wholly owned subsidiaries
Metro Vancouver
(formerly Greater Vancouver Regional District) –
Provides air quality management, transportation
planning, regional housing, regional parks (the
Kanaka Creek estuary and linear park is located
within the Maple Ridge boundaries), labour relations
for local government employees, and administration
of the 9-1-1 emergency telephone system.
MFA – Municipal Finance Authority. A provincial or-
ganization that provides for marketing, placement,
and administration of all Municipal debt require-
ments (except the City of Vancouver). This Authority
also operates an investment pool on behalf of mu-
nicipalities.
Mission – How the District will work to achieve Maple
Ridge’s vision of a safe, livable and sustainable
community for our present and future citizens.
Objective – Something to be accomplished in spe-
cific, well-defined, and measurable terms and that is
achievable within a specific time frame.
Official Community Plan (OCP) – The District’s prime
development planning document.
Revenue – Sources of income financing the opera-
tions of the District.
RCMP – Royal Canadian Mounted Police. Contract
with the Federal Government to provide police ser-
vices (police officers); the Municipality provides the
clerical support services and facilities.
RMRS – Ridge Meadows Recycling Society. A com-
munity-based, charitable non-profit organization, in
partnership with the District of Maple Ridge provides
bluebox recycling collection, operates the Maple
Ridge Recycling Depot and Intermediate Processing
Facility, and offers education on environmental is-
sues to all residents of Maple Ridge.
Strategic Plan - Developed by Council to guide the
development of specific objectives the District could
focus on in order to achieve the community vision.
Tax Levy – The total amount to be raised by general
property taxes when the tax rate is multiplied by the
assessed values.
Taxes – Compulsory charges levied by the District for
the purpose of financing services performed for the
common benefit of the citizens.
Transfers To/From Own Sources – Amounts trans-
ferred to/from one fund to another fund or amount
transferred to/from deferred revenue or reserve ac-
counts.
TransLink – Greater Vancouver Transportation Au-
thority (GVTA) – Responsible for the integration of
transit and road networking with regard to transporta-
tion and land use. TransLink is headed by local gov-
ernments, allowing the decision-making to focus on
local concerns.
Variance Analysis – The process of examining in detail
each variance between actual and budgeted costs.
District of Maple Ridge Five-Year Financial Plan 2009 - 2013 216
District of Maple Ridge
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Tel: 604-463-5221
Fax: 604-467-7329
www.mapleridge.ca