HomeMy WebLinkAboutFinancial Plan 2010-2014Five-Year
Financial Plan
2010 –2014
Maple Ridge
Mayor and Council
Mayor Ernie Daykin
Councillor Craig Speirs Councillor Michael Morden
Councillor Judy Dueck Councillor Linda King
Councillor Al Hogarth Councillor Cheryl Ashlie
District of Maple Ridge
Five-Year
Financial Plan
2010 –2014
TABLE OF CONTENTS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 1
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
Maple Ridge Officials and Organization Chart ..........................................................................................................17
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
2009 Financial Outlook ......................................................................................................................................33
Where the Money Comes From /Where It Is Allocated .....................................................................................34
Water, Sewer, and Recycling Rates ...................................................................................................................45
Borrowing .............................................................................................................................................................46
Further Items .......................................................................................................................................................48
Impact to the “Average Home”...........................................................................................................................49
Property Taxation Policy ......................................................................................................................................50
Reserves ..............................................................................................................................................................51
Town Centre Commercial Operation ..................................................................................................................56
Conclusions .........................................................................................................................................................56
Final Thoughts .....................................................................................................................................................57
Revenues and Expenditures ......................................................................................................................................58
Financial Plan Summary –Revenues & Expenditures .............................................................................................59
Five-Year Operating Plan Overview
Key Account Balances................................................................................................................................................62
2010 Base Budget Increases ....................................................................................................................................66
Staffing History and Forecast ....................................................................................................................................67
Departmental Business/Financial Plans
Office of the Chief Administrative Officer ..................................................................................................................71
Administration incl. Communications and Sustainability .................................................................................72
Human Resources ...............................................................................................................................................76
Strategic Economic Initiatives ............................................................................................................................79
Community Development, Parks & Recreation Services .........................................................................................81
Administration .....................................................................................................................................................82
Community Services ...........................................................................................................................................84
Parks & Facilities .................................................................................................................................................87
Recreation ...........................................................................................................................................................91
Emergency Services ............................................................................................................................................97
Corporate & Financial Services .................................................................................................................................99
Administration ..................................................................................................................................................100
Clerk’s ...............................................................................................................................................................102
Finance .............................................................................................................................................................105
Information Services ........................................................................................................................................109
Fire Department ...............................................................................................................................................112
Police Services .................................................................................................................................................114
TABLE OF CONTENTS
District of Maple Ridge Five-Year Financial Plan 2010 –20142
Public Works & Development Services...................................................................................................................118
Administration ...................................................................................................................................................119
Engineering .......................................................................................................................................................121
Licences, Permits and Bylaws ..........................................................................................................................124
Planning ............................................................................................................................................................127
Operations Centre.............................................................................................................................................129
Ridge Meadows Recycling Society ...................................................................................................................135
Five-Year Capital Plan Overview
Capital Process ........................................................................................................................................................139
Capital Works Program ............................................................................................................................................140
Capital Works Business Plan ..................................................................................................................................141
Appendices
Appendix A: Mission and Value Statements ..........................................................................................................145
Appendix B: Vision 2025 Strategic Plan ................................................................................................................145
Appendix C: Performance Measures .....................................................................................................................148
Appendix D: Financial Sustainability Plan –Policy 5.52 ......................................................................................212
Appendix E: Infrastructure Funding Strategy .........................................................................................................215
Appendix F: Capital Works Program Project Listing ..............................................................................................230
Appendix G: 2010-2014 Financial Plan Bylaw 6708-2009, Adopted January 12, 2010 ..................................237
Glossary of Terms ....................................................................................................................................................245
2 Distinguished Budget Presentation Award
The Government Finance Officers of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the Corporation of the District of Maple Ridge, British Columbia for its
annual budget for the fiscal year beginning January 1, 2009. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy document, as
an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
District of Maple Ridge Five-Year Financial Plan 2010 –2014 3
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 2010 –20144
FINANCIAL PLAN READER’S GUIDE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 5
The Reader’s Guide is intended to provide a basic
understanding of the 2010 –2014 Five-Year Financial
Plan and includes a description of the contents 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
messages 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
information on the local economy including top
taxpayers.
Financial Policies and Fund Structure
This section provides policy and regulatory
requirements for the development of both our operating
and capital budgets.
Financial Planning Process
This section provides an overview of the business
planning process including the schedule.
Financial Plan Overview
This section provides an overview of financial plan
highlights, growth funding allocations as well as funding
and borrowing.
Five-Year Operating Plan Overview
This section provides key revenue and expenditure
account balances, base budget increases including
incremental adjustments, as well as staffing history.
Departmental Business/Financial Plans
This section provides detailed financial plan information
for each department. The District consists of four
divisions:
Office of the Chief Administrative Officer (CAO)
Community Development, Parks & Recreation
Services (CDPR)
Corporate & Financial Services (CFS)
Public Works & Development Services (PWDS)
Each division section begins with a listing of select
2009 accomplishments and discusses the business
context relevant to the 2010 -2014 planning period.
An organization chart illustrates the layout of the
division.
Legend for Organization Charts:
Department Head Exempt Staff....................................
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 business plans of each
department within the division.
Each department plan begins with a brief
explanation of services provided by the
department, followed by a few workplan
highlights.
An organization chart illustrates the reporting
structure of the department and is
complemented by a history and projection of
staff positions.
The operating budget follows and includes
comparisons to previous budgets and actual
expenditures and revenues. Notes regarding
differences between the 2010 budget and either
the previous 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
projects. The capital budget is included as Appendix F
in this document.
MESSAGE FROM THE MAYOR
District of Maple Ridge Five-Year Financial Plan 2010 –20146
On behalf of Council, I am pleased to
present our 2010-2014 Five-Year
Financial Plan for the District of Maple
Ridge.
Through its first year of a three-year
mandate, Council maintained its strong
focus and commitment to concentrate on
efforts which support three pillars of
priorities –economic, social and
environment. Equally, these pillars
support the high level of livability in our
community. To achieve a delicate
balance between these interlocking
priorities, this Council believes a key to our success has
been and will continue to be our ability to establish and
maintain positive working relationships between
ourselves and other levels of government, regional
agencies and community organizations. This
philosophy resulted in many of the accomplishments
achieved during our first year and fuels our
commitment to the priorities for 2010. An example of
the results from this focus on establishing and
maintaining positive working relationships is the multi-
million dollar improvement project on 224 Street and
Lougheed Highway which is being funded by the District
of Maple Ridge, the Province of British Columbia and
the Government of Canada.
Our citizens elected this Council with expectations of
addressing many important priorities including
improved transportation and transit, sustainability and
protection of green space, shopping opportunities,
increased industrial tax base and local job creation, and
public safety.
Building upon this Council’s achievements in 2009 and
dealing with these important priorities with our partners
in a respectful, collaborative, cooperative manner, our
citizens will continue to see benefits and
enhancements that define livability in Maple Ridge.
Some of the significant goals for 2010 include:
Seven new West Coast Express cars into service
Construction of sewer to 256 Street correctional
facilities, and continued focus on bringing
businesses focused on high tech, post secondary
opportunities and advanced manufacturing to our
community
RCMP contract negotiations, 24/7
staffing at Fire Hall 3, implementation
of Wildlife Protection Plan, construction
of a new animal shelter in partnership
with the BC SPCA
Improvements on 224 Street and
Lougheed Highway from 222 Street to
224 Street, and review of incentives for
densification and redevelopment
Plan for use of Environmentally
Sensitive Areas data assembled over
the past few years and prioritizing the
implementation of the Agricultural Plan
Significant progress on the Albion Flats
Concept Plan, which will include public input and
consultation through a community charette and
public open house
Implementation plan for the Parks & Recreation
Master Plan, policy discussion regarding acquisition
of strategic lands, sequencing policy for future area
plans, Zoning bylaw review, final comments
regarding the Regional Growth Strategy, potential for
a drainage utility and Affordable Housing Strategy
Supporting Council’s vision to enhance the many
livability factors which define our community is District
staff, an experienced and dedicated team of highly
qualified professionals. Council welcomes your
comments. You can reach us by phone at 604-463-
5221 or by email at mayorandcouncil@mapleridge.ca.
We encourage your participation and contribution to
ensure Maple Ridge continues to be an exceptional
community in which to live, work and play –today and
for generations to come.
ERNIE DAYKIN
Mayor
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
District of Maple Ridge Five-Year Financial Plan 2010 –2014 7
I am pleased to present our 2010 –2014
Financial Plan on behalf of all employees at
the District of Maple Ridge.
Maple Ridge is a community filled with
experiences to satisfy every passion.
Opportunities exist to try a new outdoor
adventure; savour the natural beauty which
surrounds our community; experience arts
and culture; explore Maple Ridge’s heritage;
and participate in organized, structured
indoor recreational and leisure activities. As
well, Maple Ridge is becoming renowned for
its quality festivals and fairs organized and
led by a community of dedicated, hospitable,
friendly volunteers.
This array of activity combined with our commitment to
achieving a balance between social, economic and
environmental priorities makes Maple Ridge one of the
most livable communities in Canada. The investment
community has recognized what we have to offer. In
2009, the Real Estate Investment Network ranked
Maple Ridge as the number two top investment town in
British Columbia. Through thoughtful, long term,
comprehensive community development and business
planning process, Maple Ridge is poised to take
advantage of its heightened profile and to welcome the
world by way of the newly opened Golden Ears and Pitt
River Bridges.
Highlights of the many accomplishments in 2009 were:
Improved Accessibility –the opening of the Golden
Ears and Pitt River Bridges
Economy and Jobs –hosting a successful summit in
November to hear from industry, government and
institutions regarding best practices in attracting
high tech investment to our community
Community Safety –Youth Diversion funding,
success of the Community Safety Officer pilot
program and supportive housing funding of $9.2
million
Downtown –the official opening of Spirit Square as
an extension of Memorial Peace Park and the
launch of a new program called Our Spirit…Our Town
addressing Town Centre improvements
Natural Environment –75,000 of an anticipated
300,000 trees planted, expanded number of school
and neighbourhood gardens, $1.5 million is donated
parkland, Energy Manager grant from BC Hydro and
sustainable construction practices at Fire Hall 1, the
Leisure Centre retrofit and the Randy Herman
Centre
Festivals and Community Involvement –hosting
many first-class festivals and high profile special
events including the BC Disability Games, Mainstage
2009 and the triathlon for the 2009 World Police
and Fire Games
Some of the significant goals for 2010
include:
Economy and Jobs –marketing of
Maple Ridge through Metro
Vancouver Olympic Program,
continuing to develop and
implement our strategic plan for
economic development and
progressing on the Albion Flats
Concept Plan
Downtown –improvements on 224
Street and Lougheed Highway from
222 Street to 224 Street, and
partnering with the Downtown
Business Improvement Association
and the Maple Ridge Pitt Meadows Chamber of
Commerce to continue to build upon the success of
the program Our Spirit…Our Town
Festivals and Community Involvement –early in
2010, welcomed the Vancouver 2010 Olympic Torch
Relay to our community, which was also selected as
one of 14 communities across the country to host a
community celebration for the Vancouver 2010
Paralympic Torch Relay
Improved Transportation and Transit –construction
of Abernethy Way at 224 Street, traffic lights at
Abernethy Way at 216 Street and road
improvements on 232 Street between 124 Avenue
and 128 Avenue
Thank you to Council, our employees and the many
dedicated volunteers 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 2010 –20148
I am pleased to present the 2010-2014
Financial Plan which is a product of our
Business Planning process. Before
discussing this process and before
introducing the Financial Plan, I will begin
with an overview of our economic
environment.
Economy Going into 2010
For the past several years Maple Ridge
has enjoyed a brisk pace of development.
In the last quarter of 2008 we saw that
pace fall off, a trend that continued
throughout 2009. Our financial
sustainability policies, conservative budgeting, and our
practice of planning for the bad times during the good
have positioned us well to manage this turbulence. For
example, the budgeted amount for building permit
revenue is set by looking at several years’ worth of
activity, rather than the brisk revenues realized in recent
years. As a result, expenditures are controlled. When
actual revenues exceeded budget, surpluses were set
aside to see us through tougher periods, such as the
one we are currently experiencing. At this time,
indications are we will see a General Revenue surplus at
year-end, as all areas of the organization have been
cognizant of the need for careful cost containment and
vacancy management.
Weathering These Economic Times
Well developed business planning processes and sound
financial practices 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
levels and resisting the temptation to increase
expenditures as discussed above.
Building up reserves when revenues are strong to
soften the impact of reduced revenues during
economic slowdowns.
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 –During economic slowdowns, senior
governments often attempt to stimulate the economy
by providing incentives to encourage infrastructure
investments. In order to take advantage of these
incentives, local governments are usually required to
provide matching funding. The District has set aside
a fund that will allow it to leverage senior government
grants when they become available.
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
allocation.
Departmental business plans
communicate alignment with the
corporate strategic plan and identify:
goals and objectives
essential core business and service
levels
resource distribution (financial and
human)
performance measures
capital program and associated
operating, maintenance and
replacement costs
potential new revenue sources
incremental spending programs
The financial planning process is also guided by a
Financial Sustainability Plan; a group of 13 policies
designed to position the District to meet financial
obligations while providing equitable and affordable
taxation.
Business and Financial Plan review sessions are open to
the public and provide opportunities for individuals to
ask questions of Council on decisions or to make
submissions on all programs.
Under the British Columbia Community Charter the
District is required to adopt a Five Year Financial Plan.
This long-term approach to financial planning allows
Council and the community to consider the impact that
current decisions will have on future financial flexibility.
Council adopts a Financial Plan for the subsequent five
years each December based on the best information
available at the time. The Financial Plan is updated
each May, prior to setting the tax rates, to reflect any
changes that have occurred since the last Plan was
adopted.
KEY ASSUMPTIONS
Allowable Inflationary Increases
For 2010, costs have been updated based on current
information so we have not provided an inflationary
contingency. Beyond 2010, where cost increases are
known, they have been provided for. These items
include the cost of labour identified in union contracts
and multiyear service agreements. As well, a small
centralized contingency exists for inflation.
Fire Department Master Plan
The Financial Plan assumes that the levy increase will be
significantly less in 2013 and that there will be no
additional levy in 2014. The Master Plan essentially
calls for our Fire Department to gradually evolve from a
strictly volunteer fire responder model to a composite
model with full time and paid-on-call responders.
Tax Growth
The growth rate of 2.35% for 2010 may be overly
optimistic given the slowdown in development. It is
quite probable that revenue projections may be short in
the order of about half a million dollars. The
MESSAGE FROM THE CORPORATE FINANCIAL OFFICER
District of Maple Ridge Five-Year Financial Plan 2010 –2014 9
assessment roll is received at the end of December and
will provide an indication of how large a shortfall there
is. The actual growth will not be certain until April 2010
once the assessments are finalized. Some funds were
left unallocated in the 2010 budget so that they could
be used to assist in dealing with a shortfall, if it arises.
Development Revenues
While development activity has been extremely brisk for
the last few years, we budget at more modest levels,
based on what we believe is sustainable over the longer
term.
Investment Earnings
The interest earned on investments has exceeded
budget largely due to favourable interest rates and a
larger than planned investment portfolio. The portfolio
is larger than usual as it includes funds for capital
projects that were planned for 2009 or earlier, but are
not yet complete. The budgeted revenue is based upon
a conservative assumption that the planned capital work
will proceed 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 2010 revenue target has
been kept at historic budget levels because the size of
the portfolio is expected to more than offset the impact
of lower interest rates.
Investment Revenue and Interest Rate Risk
The District has a large holding of very secure
investments. 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
have 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 weakness in the job market.
Development Cost Charges (DCC)
Development Cost Charges are charges on new
development to assist with paying for infrastructure
required to support a growing community. DCCs are a
significant funding source for the capital program. With
development slowing, DCC collections are also slowing.
The timing of projects that are funded from DCCs may
need to be revisited if development remains slow for an
extended period.
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
addition, the Fire Service Improvement Levy continues to
phase in incrementally until 2013 to fund the
implementation of the Fire Department Master Plan.
Labour Costs
Labour is the largest cost component of the operating
budget. The costs identified in the CUPE contract have
been provided for until 2012, with a contingency for cost
increases in the later years of the five year financial
plan. The firefighters are covered under the IAFF
contract which expired December 31, 2009. The terms
and conditions continue until the contract is
renegotiated. The IAFF contract cost increases will be
funded from a dedicated component of the property
taxes, the Fire Service Improvement Levy. Once the
increased costs are covered the balance of this levy will
be used to improve the quality of fire services,
historically this has been through additional fire
personal.
Budget Bylaw Amendment
As outlined in the Community Charter, the Five-Year
Financial 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 2010 once final information is
received from BC Assessment.
Conclusion
In closing, Council’s financial sustainability policies
provide us with a framework to see us through the
uncertain economic times that we find ourselves in. As
a result, this Financial Plan meets the needs of our
community in a fiscally responsible manner and meets
the direction set by Council earlier this year.
The District’s business planning practices, financial
prudence, and relatively healthy reserve funds have and
will continue to serve the community well in times of
economic slowdown as well as flourishing economy.
Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
Corporate Financial Officer
District of Maple Ridge Five-Year Financial Plan 2010 –201410
District of Maple Ridge Five-Year Financial Plan 2010 –2014 11
Maple Ridge –Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
MAPLE RIDGE –DEEP ROOTS GREATER HEIGHTS
District of Maple Ridge Five-Year Financial Plan 2010 –201412
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 2010 –2014 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
situated 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 children 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
opportunities 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,
community 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
invention 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
dependent 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 wilderness settings anywhere. It is a
community of festivals 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
sophistication that some desire while retaining the rural
character that others want.
Maple Ridge –Now‘s the Time to Invest in Maple Ridge
How do you find the best place to live and work? Start
with a prosperous province with an international
reputation for its beauty, lifestyle and industries and
find a municipality that reflects those values. And that
is not hard to do with all the signs pointing to Maple
Ridge. Maple Ridge is a vibrant community in the
Metro Vancouver 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 spectacular river and mountain views anywhere,
thousands of acres of land and a vibrant town centre,
there is something here for everyone.
With the new Golden Ears and Pitt River bridges
creating transportation routes that cut time and cost,
the challenges of connecting to Maple Ridge are a thing
of the past. That shorter commute time translates into
lower costs for goods coming into and leaving Maple
Ridge; and with Abbotsford Airport and the U.S. border
now only 30 minutes away, there’s no end to business
and travel opportunities. In addition to established
industries of agriculture and forestry, Maple Ridge
plans growth in high tech, multimedia, education and
tourism.
In 2009, the Real Estate Investment Network named
Maple Ridge the No. 2 location in which to invest in B.C.
In the upcoming years, the District expects to see an
additional 400 businesses locate in Maple Ridge and
also see a projected doubling of its population by 2040.
As such, there has never been a better time to invest in
Maple Ridge.
MAPLE RIDGE –PROFILE AND DEMOGRAPHICS
District of Maple Ridge Five-Year Financial Plan 2010 –201414
The District of Maple Ridge is the sixth oldest and
eleventh 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
services.
Population
Maple Ridge’s 2009 population (estimate) is 75,051
and has shown an average annual growth rate of 1.8%
over the last six years. 66.7% of Maple Ridge’s
population is aged 25 or older and of those 59% have
completed post secondary education.
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
households 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
immigrants. The languages spoken most often at home
in Maple Ridge were:
English 93%
French 5%
Other 2%
Source: Statistics Canada, 2006
Education and Schools
In 2006, 29% of Maple Ridge residents over 25 years
of age have received a High School certificate or
equivalent, 16% have obtained an Apprenticeship or
Trades certificate or diploma, 24% have attained a
College, CEGEP, or other non-university certificate or
diploma, and another 19% have attained a University
certificate, diploma, or degree.
Maple Ridge:
School District 42 (22 Schools from K-12)
Private Schools (3)
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
Douglas College
Justice Institute of BC
Source: Statistics Canada, 2006
Source: District of Maple Ridge Department of Strategic Economic
Initiatives
Employment
It is estimated that over 65% of Maple Ridge’s labour
force currently commutes outside of the community. As
of November 2009 it is estimated that 7.2% of the
population were unemployed. People not in the labour
force include students, homemakers, retired workers,
seasonal 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.
(Leading Employers):
Arcus Community Resources Health Care
Chasyn Wood Technologies Wood Products
District of Maple Ridge Government
Fraser Cedar Products Wood Products
Fraser Regional Corrections Corrections
Interfor Ltd. Hammond Cedar Div.Wood Products
NEC Moli Energy (Canada) Ltd.Batteries
Pelton Reforestation Agriculture
Ridge Meadows Hospital Health Care
School District 42 Education
Waldun Forest Products Ltd.Wood Products
West Coast Ford Lincoln Vehicle Sales
Source: BC Stats, April 2008
Source: District of Maple Ridge Department of Strategic Economic
Initiatives
MAPLE RIDGE –PROFILE AND DEMOGRAPHICS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 15
Health Care
Fraser Health provides a full range of services to
residents of Maple Ridge including:
Ridge Meadows Hospital and Health Care Centre –
located in the heart of Maple Ridge, this 104 bed
hospital provides 24/7 emergency services; as well as
ambulatory/surgical day care, cardiology and
chemotherapy. A new, expanded emergency
department and outpatient care centre at the Ridge
Meadows Hospital were opened in January 2009.
Abbotsford Regional Hospital and Cancer Centre –
located less than half an hour away, this 300 bed acute
care hospital opened its doors in August 2008 with
services that include renal and cardiac care, NICU,
nuclear medicine, and adolescent mental health
treatment.
Source: www.fraserhealth.ca
Housing Types
The three month average benchmark price from the
MLS Housing Price Index (December 2009) for single-
family residences in Maple Ridge is $436,038
detached homes, $301,568 attached/townhouses, and
$242,450 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 Department of Strategic Economic
Initiatives
Top Taxpayers
BC Hydro & Power Authority Distribution Lines
Sun Life Assurance Co. of Canada Westgate Shop Ctr
Bucci Investment Corporation Inc Valley Fair Mall
International Forest Products Ltd.Lumber Mills
Telus (BC Telephone Company)Poles, Lines, Towers
BC Gas Utility Ltd.Gas Lines
Amarsham Holdings Ltd.Haney Place Mall
M R Landmark 2000 Centre Ltd Landmark Shop Ctr
District of Maple Ridge Tower and Other
Leased Properties
E-One Moli Energy (Canada) Ltd 20000 Stewart Cr.
Source: District of Maple Ridge Finance Department
Transportation
Two new bridges opened in Maple Ridge in 2009
providing quicker travel time for residents. The Golden
Ears Bridge links Langley and Surrey on the south side
of the river with the north side communities of Maple
Ridge and Pitt Meadows. The Pitt River Bridge has
three lanes of westbound traffic and four lanes of
eastbound traffic and provides up to 16 meters of
marine clearance. It also provides facilities for cyclists
and pedestrians.
Highways
Located on Highway 7 (Lougheed Highway), 10 minutes
north of Highway 1 (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 Department of Strategic Economic
Initiatives
GOVERNMENT OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201416
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
Council 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
administrative policy, to adopt bylaws governing
matters delegated 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
delegations and presentations, request additional
information, 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 (MR/PM)
Community Heritage Commission
Development Agreements Committee
Economic Advisory Commission
Parcel Tax Review Panel
Parks & Leisure Services Commission (MR/PM)
Policing Task Force (MR/PM)
Public Art Steering Committee
Social Planning Advisory Committee
MAPLE RIDGE OFFICIALS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 17
Elected Officials
Mayor Ernie Daykin
Councillor Cheryl Ashlie Councillor Linda King
Councillor Judy Dueck Councillor Michael Morden
Councillor Al Hogarth Councillor Craig Speirs
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, MBA, BLS
Manager of Accounting .......................................................................................................................Catherine Nolan, CGA
Manager of Business Systems .................................................................................................................Kathleen Gormley
Manager Corporate Communications .....................................................................................................Sabrina Del Monte
Manager of Financial Planning ................................................................................................Trevor Thompson, BBA, CGA
Manager of Legislative Services ............................................................................................................................Ceri Marlo
Manager of Revenue & Collections ...............................................................................................................Silvia Rutledge
Manager Strategic Economic Initiatives .....................................................................................................Sandy Blue, ABC
Manager of Sustainability and Corporate Planning ..............................................................................Laura Benson, CMA
Municipal Engineer......................................................................................................................Andrew Wood, PhD., PEng.
RCMP Officer in Charge ............................................................................................................Superintendent Dave Walsh
Municipal Auditors BDO Dunwoody LLP
Municipal Bankers TD Canada Trust
Municipal Solicitors Lidstone, Young, Anderson –General
Harris & Company –Labour
District of Maple Ridge Five-Year Financial Plan 2010 –201418
District of Maple Ridge Five-Year Financial Plan 2010 –2014 19
Financial Policies and Fund Stru ctures
Financial Policies
Fund Structure
District of Maple Ridge Five-Year Financial Plan 2010 –201420
FINANCIAL POLICIES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 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 by bylaw and 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.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 when
there is a strong business case for tying up future
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 approvals
necessary for external borrowing 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 variance analysis. Each
department reviews their revenues and expenditures
with a representative from the Finance Department
comparing actual performance to what was planned in
the adopted budget. Regular reviews ensure significant
variances are identified and addressed earlier.
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 2010 –201422
The financial planning policies include direction on
addressing:
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
budgeting and accounting purposes are segregated into
Operating and Capital Funds for General, Water and
Sewer, Reserve Funds, and the Municipality’s wholly
owned subsidiaries CDMR Developments Ltd. and
Maple Ridge Municipal Holdings Ltd.
General Fund
The General Fund is the primary fund for most
municipal 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:Providing enforcement of the
District’s bylaws, maintaining business licences,
process permits and applications, carrying out
building inspections, and providing parking
enforcement.
Capital Projects: Constructing and rehabilitating
roads, traffic intersections, neighbourhood
improvements, parks, trails, recreational and
leisure facilities, drainage requirements and public
safety projects and investing in technology to better
provide services.
Economic Development:Providing strategic
information and business planning assistance to
current business owners and those interested in
starting a business in Maple Ridge.
Fire Services:Providing alarm response, fire
suppression, rescue, hazardous material spills, and
response for medical aid.
Library and Arts & Cultural Services:Providing
services through the Library, Maple Ridge Museum,
the Arts Centre & Theatre, and others.
Police Services:Providing policing via the RCMP
and support via municipal staff in clerical and
administrative duties such as crime analysis, fleet
maintenance, exhibits, guarding, customer service,
records management, volunteer coordination,
training and media, as well as court liaison
services.
Parks, Facilities and Open Space:Providing and
maintaining parks, open space, and trails as well
as managing municipal owned and leased
buildings.
Planning:Providing development application
management, policy review and development, and
environmental management.
Recreational Services:Providing programs and
maintaining recreational facilities.
Road Maintenance and Traffic Control:Providing
asphalt repairs, sidewalk and line marking, road
grading, snow and ice control, bridge maintenance,
street sweeping,and traffic signs.
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
associated 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.
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,
environmental, or economic events.As well, they can
assist in securing external funding or grants that may
require the Municipality to contribute a portion.
District of Maple Ridge Five-Year Financial Plan 2010 –2014 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 2010 –201424
BUSINESS PLANNING PROCESS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 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
governments and the expectations of customers and
citizens in a growing community.
A Business Planning Steering Committee was
established to develop a formalized process to link
Council’s vision for the community to budgets and work
plans, and ensure a consistent strategic direction.
Committee members included elected officials, senior
management, union officials, and front-line employees.
Service areas develop multi-year operating plans which
directly support the Corporate Strategic Plan. This
includes business evaluations with a 10% funding
reduction scenario, forcing departments to look at new
ways
to deliver services. The plans are presented in open
sessions and public participation is encouraged.
Employees prepare individual performance plans
linking their workplans to the department’s objectives.
The cascading effect through all levels of the
organization provides the strategic alignment critical to
achieving the community vision in the most effective
and efficient manner.
The business planning process in place today is the
result of a decade of in-house development, feedback,
refinement, augmentation, and improvement. The
program’s longevity is a testament to its continued
ability to provide value to citizens, customers, Council,
and staff.
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
District of Maple Ridge Five-Year Financial Plan 2010 –201426
BUSINESS PLANNING GUIDELINES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 27
NEW
In spring 2009, Council participated in an annual strategic planning exercise to evaluate the District’s progress
towards 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 –3% each year
for 2010 -2014.
2.Tax increase for capital works and 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
$675,000 additional funding in 2010 (2010 total
levy expected to generate $4 million).
6.Budgets include operating and capital components
for a five-year period.
7.Public Consultation Plan developed and
operationalized.
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
reviews.
12.Council-raised issues are to be considered in
developing workplans, respecting the criteria for
establishing 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:
Ensuring alignment between the OCP and the 2040
Metro Vancouver Growth Strategy
Completing a Commercial/Industrial lands strategy
that assesses the adequacy of our current inventory
of such lands and what needs to be done to meet
future commercial and industrial needs
Exploring what the District can do to help attract a
post-secondary institution(s) to the municipality
Exploring incentives for densification and
redevelopment in the downtown
An interest in increasing the use of technology to
communicate with our citizens and to “do business”
with our citizens
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 explain 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 improve.
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? Contract for services, or bring
services in-house, where and when it makes sense
organizationally and financially.
16.Succession planning –review organization charts in
relation to service delivery with a view to long-term
planning. What positions do you see as potentially
becoming vacant by retirement and what
organizational options may be available as a result?
17.Vacant position review and management –all
positions that become vacant are subject to a
detailed review prior to being refilled.
18.Contracting/Consulting review –all
consulting work should undergo a
review at not only budget time, but
also when services are being contracted to
determine the best way to acquire services. This will
involve potentially contracting out where it makes
sense and contracting in where there are available
staff resources.
19.Quarterly performance reports are to be presented
to Council at open Council meetings. Performance
measures will be published in the Annual Report.
20.Progress in relation to our strategic direction is to be
evaluated every six months.
21.The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
22.Technology –review business applications and
technology tools to identify upgrade or obsolescence
issues. Ensure workplans, budgets, and Information
Services workplans/projects reflect the resources
necessary to support the changes if required.
23.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 2010 –201428
Timing of the development of the Business Plans remains very important. The timeline for the creation and
presentation of the Business Plans for the current reporting period (2010 –2014) was as follows:
February 2009 Complete staff debriefing sessions for previous year’s business plan
March 2009 Council workshop to review Corporate Strategic Plan and consider Business Planning
Guidelines for the ensuing planning period
April 2009 Distribute “Business Planning Guidebook –13th Edition.” (Corporate Strategic Plan
and Business Planning and Budget Guidelines for 2010 –2014)
Invite public feedback through an Open House
June 2009 Training Sessions –Ongoing
Begin to develop Business Plans (operating and capital) and financial plan (budget)
July 2009 Finance to distribute copies of 5-year operating and capital budgets
August 2009 Submit Capital Works Program proposals to Trevor Thompson, Manager of Financial
Planning by Friday, July 31, 2009
Submit Information Technology proposals to John Bastaja, Chief Information Officer
by Friday, July 31, 2009
September 2009 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 21, 2009
October 2009 Submit draft Business Plan (one copy) to Business Planning Committee by
Thursday,October 1, 2009
Submit final Business Plan (one copy) to Business Planning Committee by
Wednesday, October 21, 2009
November 2009 Departmental Business Plan and Budget presentations to the Corporate Management
Team (CMT) from Wednesday, November 4, 2009 to Thursday, November 5, 2009
CMT reviews Business Plans; makes preliminary recommendations; and, gives
feedback to departments (second week of November)
Advertisements of Council financial plan consideration schedule, which includes time
set aside for public input
December 2009 Departmental Business Plan and Budget presentations to Council in a public forum
from Monday, November 30, 2009 to Tuesday, December 1, 2009
Council reviews Business and Financial Plans and makes appropriate amendments
Council adoption of Financial Plan Bylaw
District of Maple Ridge Five-Year Financial Plan 2010 –2014 29
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
Revenues and Expenditures
Financial Plan Summary –Revenues & Expenditures
District of Maple Ridge Five-Year Financial Plan 2010 –201430
FINANCIAL PLAN HIGHLIGHTS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 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
2010 through 2014.
Tax increase of 1% per year for infrastructure
sustainability in 2010 through 2014.
The continued implementation of the Fire
Department Master Plan and associated levy.
Increase of $675K, adjusted for growth in 2010
through 2012; increase is significantly less in 2013;
and no additional levy in 2014.
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.
A reduction of the 2010 calculated Major Industrial
tax rate of 5%, to ensure tax rates remain
competitive.
Water Utility rate increase of 9% per year; Sewer
Utility rate increase of 5% per year.
Recycling rate increase of 4.9% in 2010 and 3%
thereafter.
Growth Packages, new and previously approved, as
detailed in Figure 5 on Page 38, in accordance with
Financial Sustainability Policy 5.52-2.0.
Extraordinary items to be funded from General
Revenue surplus totalling $457,000 in 2010,
$393,000 in 2011, $394,000 in 2013, and
$528,000 in 2014 and operating items approved in
the 2009-2013 Financial Plan totalling $110,000.
Capital Works Program totalling $29 million for 2010,
$23 million for 2011,$29 million for 2012, $31
million in 2013, and $15 million in 2014.
The borrowing of $2.2 million for 2010, $3.4 million
for 2011, $4.1 million in 2012, and $6 million in
2013.
Allocation of sustainability funds to various business
areas in the amounts of $1.34 million for 2010,
$1.85 million for 2011, $2.39 million for 2012,
$2.96 million for 2013, and $3.57 million for 2014.
Cost and revenue adjustment which are included in
the base budget as itemized in the reconciliation of
General Revenue Surplus in Figure 12 on Page 43.
General Revenue Fund Incremental Costs:
Ongoing Incremental Costs:
Subsidized Ice Time $ 26,880
Adopt a Block Increased Fee 10,000
Reduce Major Industrial Tax Bill 63,000
One Time Incremental Costs:
Albion Area Plan Consulting $100,000
BIA Security 20,000
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201432
On December 1, 2009 a Financial Plan Overview Report was presented to Council as part of the annual bus iness
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 2010 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:
1.2009 FINANCIAL OUTLOOK ...............................................................................................................................33
2.WHERE THE MONEY COMES FROM / WHERE IT IS ALLOCATED........................................................................34
2.1.NEW REVENUE .......................................................................35
2.2.TRANSFERS ...........................................................................35
2.3.EXPENDITURES.......................................................................36
2.4.BUDGET ALLOCATIONS FOR GROWTH.........................................37
2.5.SURPLUS AS A SOURCE OF FUNDS ............................................39
2.6.CAPITAL PROGRAM .................................................................40
2.7.INCREMENTAL ADJUSTMENTS ...................................................44
3.WATER, SEWER AND RECYCLING RATES ...........................................................................................................45
4.BORROWING ......................................................................................................................................................46
5.FURTHER ITEMS ................................................................................................................................................48
6.IMPACT TO THE “AVERAGE HOME”....................................................................................................................49
7.PROPERTY TAXATION POLICY ............................................................................................................................50
8.RESERVES .........................................................................................................................................................51
8.1.CAPITAL WORKS RESERVE .......................................................53
8.2.INFRASTRUCTURE SUSTAINABILITY RESERVE...............................53
8.3.CRITICAL BUILDING INFRASTRUCTURE RESERVE ..........................54
8.4.FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE .....................54
8.5.FIRE DEPARTMENT EQUIPMENT REPLACEMENT RESERVE.............55
9.TOWN CENTRE COMMERCIAL OPERATION ........................................................................................................56
10.CONCLUSIONS ...................................................................................................................................................56
11.FINAL THOUGHTS ..............................................................................................................................................57
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 33
1.2009 Financial Outlook
In order to set some context leading into the 2010 –2014 Financial Plan discussions it is useful to review the
current year’s financial performance in the General Revenue Fund. While we typically talk about financial results on
a consolidated basis and consider the organization as a whole, during business planning we tend to focus more on
the General Revenue fund, as this is the area where Council has the most discretion. In addition, property tax rates
are driven by transactions within this fund.
For the past several years Maple Ridge has enjoyed a brisk pace of development. In the last quarter of 2008 we
saw that pace fall off, a trend that has continued throughout 2009. Our financial sustainability policies,
conservative budgeting, and our practice of planning for the bad times during the good have positioned us well to
manage this economic turbulence. For example, the budgeted amount for building permit revenue is set by looking
at several years’ worth of activity, rather than the brisk revenues realized in recent years. As a result, expenditures
are controlled. When actual revenues exceeded budget, surpluses were set aside to see us through tougher
periods, such as the one we are currently experiencing.
The following information is based on results to the end of September. At this time, indications are we will see a
General Revenue surplus at year-end, as all areas of the organization have been cognizant of the need for careful
cost containment & vacancy management.
Revenues:
Positive:
Investment income will exceed targets by approximately $1.6 million as a result of continued positive returns
and a larger than expected investment portfolio.
Grant revenues are favourable by $500,000 as a result of the Strategic Community Investment Fund’s
acceleration of the timing of traffic fine revenue distribution. This is not a true favourable variance, but an
advance of funding that would otherwise be received in 2010, consequently, this will be transferred to reserves
at the end of the year in order to provide for the related 2010 expenditures.
Negative:
Building Permit revenues will miss 2009 targets by approximately $400,000.
As well, the financial plan included revenues from the School District to assist with the purchase of joint school/park
sites. While the revenues did not materialize, neither did the expenses as acquisitions were deferred. All things
considered, we expect overall revenues, after allowing for adjustments for items s uch as those related to the School
District, to be ahead of target.
Expenditures:
Expenditures are anticipated to come in below budget, primarily due to cost containment. The following highlights
some significant costs centres:
RCMP contract will come in under budget. A significant portion of the savings is due to lower than expected
wages. In accordance with Council direction, 50% of the savings will be transferred to the Police Services
Reserve. This should also help us in the event there is a wage “catch up” in the future.
Costs in the Fire Department will likely exceed budget at year-end due to higher than expected volumes, the
transition to a composite department and retroactive contract settlements.
In the Engineering & Operations areas, savings in excess of $400,000 could be realized due to vacancy
management and delayed or rescheduled projects. This will be offset by snow removal expenditures in excess
of budget (costs already exceed budget by $250,000 at the end of September). Should we see a similar
pattern of early snowfall this year and expenditures in excess of budget result in an overall budget shortfall, we
have capacity in the Snow Removal Reserve.
Savings of approximately $1.8 million in interest costs for borrowings authorized for ca pital projects that have
not yet been accessed. The associated transfers from reserves to cover the costs will also not occur.
In the Planning area, we will likely see some savings from a combination of salary savings & delayed or
rescheduled projects. The amount of such savings is uncertain as some funding will need to be transferred to
reserves to allow the work to proceed in 2010.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201434
As with overall revenues, we expect to see favourable variances on the expenditure side due to cost containment by
departments.
The above summary, based on results to the end of September, points to a General Revenue surplus for 2009, the
result of sound financial planning policies and cost containment.
2009 Capital Projects
The budget for the Capital Works Program in 2009 is $113 million.This number is higher than the number in
subsequent 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 for projects that have been started is $66M.Of these projects, $15.6M are complete or nearly
complete, $24.6 M are well under way, and $25.7M are in the early stages of design and tendering.
The budget of projects not yet started, is approximately $46.9 million.The reasons for these project delays are
summarized as follows:
School Site Agreements not signed $17,916,014 38%
Grant Funding Not Yet Received 8,599,793 18%
Land Acquisition Delays 7,389,136 16%
Reliant on other Capital Work 6,863,054 15%
Staffing, Strategic & Technical Delays 3,136,302 7%
Other 3,060,158 7%
Projects that do not complete in 2009 will have their funding carried forward to 2010.
2.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 $3,750,000 in 2010.
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.The growth rate of 2.35% for 2010 may be overly optimistic given the slowdown in
development. It is quite probable that revenue projections may be short in the order of about half a million dollars.
The assessment roll is received at the end of December and will provide an indication of how large a shortfall there
is. The actual growth will not be certain until April 2010 once the assessments are finalized.
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 is not largely reliant on any one employer or industry. This gives us a
measure of strength during uncertain economic times.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 35
2.1 New Revenue
Figure 1: Conceptual Overview of New Revenue
Item 2010 2011 2012 2013 2014
Previous Year's Taxation 49,675,000 53,425,000 57,400,000 61,600,000 65,700,000
Growth Rate 2.35%2.35%2.35%2.35%2.35%
Growth Revenue 1,175,000 1,250,000 1,350,000 1,450,000 1,550,000
Previous Year's Taxation + Growth 50,850,000 54,675,000 58,750,000 63,050,000 67,250,000
Tax Increase Rate *4.00%4.00%4.00%4.00%4.00%
Tax Increase 1,900,000 2,025,000 2,150,000 2,300,000 2,700,000
Fire Levy Increase 675,000 700,000 700,000 350,000 0
Total Increase in Taxation + Growth 3,750,000 3,975,000 4,200,000 4,100,000 4,250,000
Next Year's Taxation Base 53,425,000 57,400,000 61,600,000 65,700,000 69,950,000
Increases in other revenue:575,000 225,000 250,000 225,000 225,000
Increase in General Revenue 4,325,000 4,200,000 4,450,000 4,325,000 4,475,000
* Tax increase consists of 3% for General purposes and 1% for Infrastructure Sustainability
In 2010, other revenues are projected to increase by $575,000 over the amount previously budgeted. The increase
includes changes in investment income, Parks & Leisure Service fees and recoveries, recycling fees and grants. In
some cases, these revenues are offset by related increased expenditures.
Figure 2 and Figure 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 long term financial stability.
These transfers reduce the revenues that are available to cover other expenditures. Approximations of such
transfers 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 2010 2011 2012 2013 2014
Increase in General Revenue 4,325,000 4,200,000 4,450,000 4,325,000 4,475,000
Transfers to Reserves:
Infrastructure Sustainability -475,000 -500,000 -550,000 -575,000 -600,000
Equipment Replacement Reserve -PWD -125,000 -25,000 -75,000 -50,000 -50,000
Fire Dept. Capital Acquisition Reserve -125,000 -100,000 -125,000 -125,000 -125,000
Police Services Reserve -50,000 50,000 -100,000 -120,000
Capital Works Reserve -100,000 -25,000 -25,000 -25,000 -25,000
Other Transfers -25,000 -25,000 50,000 25,000 -50,000
Available after transfers 3,425,000 3,575,000 3,625,000 3,455,000 3,625,000
1 Items with offsetting entries within general revenue have been removed for simplicity.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201436
A discussion of our Reserves follows in Section 8 page 51 but there are a couple of items worth noting on this table.
Specifically, in 2008, Council approved a 1% tax increase to be set aside for looking after our existing infr astructure.
The remaining new revenue for 2010, after the reserve commitments, is about $3.4 million.
2.3 Expenditures
Beyond the transfers noted above, a number of adjustments to expenditures are required. We experienced cost
increases in a number of areas that must be provided for. The impacts of these expenditure adjustments are
captured in Figure 3 below and a discussion follows. In addition, growth-related enhancements have been
addressed and are detailed in Figure 5.
Figure 3: Conceptual Overview of Expenditure Changes
Item 2010 2011 2012 2013 2014
Available after transfers 3,425,000 3,575,000 3,625,000 3,455,000 3,625,000
Increase in expenditures:
Labour (excluding Fire Dept)-1,275,000 -975,000 -825,000 -925,000 -950,000
Twin Rinks Arena -75,000
Fire Department -775,000 -850,000 -875,000 -550,000 -475,000
Policing - RCMP Contract & Dispatch -600,000 -950,000 -925,000 -950,000 -1,050,000
Adjust - RCMP Contract 200,000
Adjust - Dispatch Contract 100,000 100,000
Fraser Valley Regional Library -100,000 -125,000 -125,000 -150,000 -125,000
Inflation Allowance -100,000 -100,000 -150,000 -175,000 -200,000
South Bonson Amenity Bldg -50,000 -100,000
Growth Costs -300,000 -500,000 -425,000 -425,000 -500,000
Capital Funded from General Revenue -150,000 -150,000 -175,000
Fuel/Contracts/Other -75,000 -100,000 -50,000 50,000
Available after expenditures 375,000 -25,000 100,000 130,000 200,000
Surplus from prior year and rounding 82,182 442,685 294,488 397,525 532,083
General Revenue Surplus 457,182 417,685 394,488 527,525 732,083
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 2010 costs are forecasted to be about
$1.3 million higher than 2009, so will require $1.3 million of the new revenue for 2010.
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 reflects the financial impact of previously approved wage and benefit cost increases.
Fire Department: Implementation of the Fire Department Master Plan is reflected, plus operating costs
associated with operating a fourth fire hall included in 2010. The balance of the increase is the cost of existing
positions, including wage and benefit costs.
Policing: This line includes the cost for contracts associated with Police Services including RCMP, community
police officers, centralized dispatch services, and regional initiatives such as an Int egrated Homicide Team and
an Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic Reconstruction Unit. The RCMP
contract includes additional members; two in 2010, three in 2011, three in 2012, two in 2013 and three in
2014. Funding from the Police Services Reserve softens the impact.
Police Dispatch: Currently the delivery of this service is being reviewed with the intent of reducing the cost of
the service about $200,000 a year starting half way through 2010.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 37
Library: The cost of the contracted service with Fraser Valley Regional Library is estimated to i ncrease 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: A small contingency exists. Future cost pressures will need to be managed to ensure that
funds for increased costs are sufficient. The inflation allowance covers over 1,000 items, amounting to almost
$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.
Debt: Debt payments were previously included for several projects approved in prior Financial Plans. While
some of this borrowing is yet to occur, to be conservative debt payments have been included based on the
earliest date that borrowing could occur. Debt is discussed in more detail under the section called “Borrowing”
starting on page 46.
Growth: Growth projections and increases to revenues as a result of growth are built in. In order to recognize
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 increments are
directed towards general areas rather than specific programs. The growth funding and where it is being
allocated is noted in Figure 5 and Figure 6.
Other: This line captures numerous minor adjustments to other accounts such as materials, utilities, training,
supplies, and maintenance.
Of the $4.3 million available in new revenue, the demand from the labour category including police and fire is over
60%. The Fire Master Plan implementation costs are matched by a special tax levy to support it. Following is a
chart illustrating the distribution of new revenues for the 2010 year.
Figure 4: Conceptual Overview of Distribution of New Revenue -$4.3 million, 2010
Fire Master Plan
$775K
18%
Policing $300K
7%
Other Categories
$75K
2%
Growth Costs
$300K
7%
Library $100K
2%
Other Reserves
$575K
13%
Infrastructure
Sustainability
$475K
11%
Labour $1.275 M
30%
General Revenue
Surplus $400K
10%
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 and
Labour) is beyond the rate of the general tax increase, leaving minimal room for enhancements unless reductions
are considered in other areas or new revenue sources, such as grants, are found.
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
general areas rather than specific programs. As we approach later years and the community’s needs are more
certain, these packages will be allocated more specifically.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201438
Figure 5: Growth Packages in Financial Plan (figures represent total budget, not year over year change)
Source Allocated to:2010 2011 2012 2013 2014
General Rev Fire Department Capital 50,000 100,000 150,000 200,000 250,000
Operations 85,000 190,000 315,000 460,000 625,000
Parks Maintenance 152,750 237,750 302,750 367,750 437,750
Software Maintenance / Support 20,000 40,000 60,000 80,000 100,000
Public Works & Development (PW&D)60,000 185,000 230,000 275,000 340,000
Allocated to:
Funding of inflationary costs -65,000 -85,000 -85,000 -85,000 -85,000
Balance to be allocated for PW&D -5,000 100,000 145,000 190,000 255,000
Corporate & Financial Services (C&FS)60,000 185,000 230,000 275,000 340,000
Allocated to:
Funding of inflationary costs -65,000 -85,000 -85,000 -85,000 -85,000
Balance to be allocated for C&FS -5,000 100,000 145,000 190,000 255,000
Community Dev, Parks & Rec (CDPR)60,000 185,000 230,000 275,000 340,000
Allocated to:
Recreation Growth -19,000 -25,100 -32,500 -32,500 -32,500
Funding of inflationary costs *-41,000 -119,200 -85,000 -85,000 -85,000
Balance to be allocated for CDPR 0 40,700 112,500 157,500 222,500
General Revenue Subtotal 297,750 808,450 1,230,250 1,645,250 2,145,250
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
*The amount of parks inventory recently added that has to be maintained is larger in 2010 than it has been historically. In the past surplus
was targeted to bridge any larger than anticipated increases. Surplus was needed in 2009 and 2010 to bridge growth related costs in
CDPR. The following section on Surplus highlights the use and repayment of these funds.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 39
2.5 Surplus as a Source of Funds
Several projects were unable to be funded from increases in revenues. The District’s accumulated su rplus had
been targeted to provide funding for the following projects:
Figure 6: Items to be funded from Surplus
Item 2010 2011 2012 2013 2014
Operating items approved in prior financial plans:
Business Improvement Area - Façade Improvements 12,000
Other Adjustments:
Community Dev, Park & Rec Growth 27,415 -30,772
39,415 -30,772 0 0 0
*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 allocated for Community Dev, Parks & Rec.in Figure 5
would be negative for 2009 and 2010.
The additional property tax revenue due to new construction, often referred to as real growth, is bud geted at 2.35%
for 2010. With the slow down in construction this may be less. The conservati ve approach is taken to stay within
the guidelines set for growth but do not commit some funds in the event that growth does not materialize to the
extent budgeted. If the revenue due to growth is about $400,000 short then the annual surpluses shown in Figure
3 would be reduced accordingly, and the dashed line below would be the projected accumulated surplus.
Figure 7: General Revenue Accumulated Surplus
General Revenue Accumulated Surplus
$0.0 M
$1.0 M
$2.0 M
$3.0 M
$4.0 M
$5.0 M
$6.0 M
2006 2007 2008 2009 2010 2011 2012 2013 2014
Lower Growth in 2010
Surplus (current projection)
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201440
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
approved funding has been committed as follows:
Figure 8: Succession Planning Implementation
Succession Planning 2009 2010 2011 2012 2013 2014
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 $127 million; 2010 planned capital projects are $29 million, exclusive of
projects that may be carried forward from previous years.It should be noted that developers will contribute millions
in subdivision infrastructure to our community and these contributions are not included in our capital plan. A
detailed project list is included in an Appendix beginning on Page 229. Projects carried forward from previous years
will be included in a Financial Plan amendment in the spring of 2010.
Figure 9: Proposed Capital Spending by Category
Category 2010 2011 2012 2013 2014 Total
Drainage 1,239,222 893,548 1,050,606 732,392 693,264 4,609,032
Government Services 480,500 495,000 555,000 280,000 40,000 1,850,500
Highways 9,612,602 10,194,541 12,878,082 18,132,459 8,771,813 59,589,497
Operating Capital 60,030 60,030 60,030 60,030 60,030 300,150
Park Acquisition 645,002 200,000 3,016,138 200,000 200,000 4,261,140
Park Improvement 549,798 900,339 1,288,084 4,408,682 1,251,620 8,398,523
Protective Services 1,488,960 548,565 1,828,565 163,565 513,565 4,543,220
Recreation Services 335,000 277,000 70,000 70,000 70,000 822,000
Sewage 9,068,013 2,160,405 1,370,232 1,898,166 1,180,980 15,677,796
Technology 1,140,000 382,000 976,055 751,228 1,232,889 4,482,172
Water 4,486,942 6,810,848 5,987,517 4,040,343 1,353,961 22,679,611
Total Capital Program 29,106,069 22,922,276 29,080,309 30,736,865 15,368,122 127,213,641
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 41
The following table illustrates the sources of funding for these projects. The proposed capital program is relatively
large due to projected funding from other sources including TransLink and grants from provincial and federal
governments.
Figure 10: Proposed Capital Funding Sources
Funding Source 2010 2011 2012 2013 2014 Total
Debt Financing 2,152,157 3,385,510 4,093,736 6,049,953 0 15,681,356
DCC Fund (not debt)2,151,026 8,792,143 8,791,092 3,070,795 4,466,974 27,272,030
General Revenue 2,601,596 2,521,008 2,768,205 3,059,410 2,893,404 13,843,623
Capital Works Reserve 159,991 13,137 1,192,343 0 0 1,365,471
Infrastructure Sustainability Reserve 820,166 1,180,091 1,551,647 1,800,000 1,782,500 7,134,404
Fire Dept Capital Reserve 1,053,960 0 950,000 0 350,000 2,353,960
Equip Replacement Reserves 2,336,452 1,454,257 1,991,424 1,311,252 1,229,038 8,322,423
Sewer Capital 909,013 990,037 1,118,732 976,467 1,021,893 5,016,142
Water Capital 2,093,290 2,771,093 1,788,713 1,640,199 1,558,258 9,851,553
Grants, LIP, 3rd Parties, Translink 13,585,368 1,051,950 4,301,367 12,348,789 1,826,055 33,113,529
Recycling Reserve 260,000 440,000 325,000 280,000 40,000 1,345,000
Surplus 0 0 0 0 0 0
Other Funding Sources 983,050 323,050 208,050 200,000 200,000 1,914,150
Total Capital Program 29,106,069 22,922,276 29,080,309 30,736,865 15,368,122 127,213,641
Debt Financing has been a strategy used over the last few years to advance capital projects. Borrowing has been
approved for a variety of projects and is discussed in detail in Section 4 Borrowing, with Figure 15 listing the debt
funded projects. The projects currently proposed to be funded from Development Cost Charge (DCC) Reserve funds
may require review the use of financing depending on the ability to delay capital expenditures to match DCC
collections. The DCC Reserve also services debt payments which are discussed in more detail in Section 4
Borrowing. Given the slowdown 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 51.
The Infrastructure Sustainability Reserve is used for major rehabilitation and replacement of the District’s
infrastructure. The Fire Department Capital Reserve is used for the acquisition of new growth-related facilities and
equipment. Within the Equipment Replacement Reserve, the fire department, public works operations and
technology all have dedicated equipment replacement funds. Other Funding Sources noted on Figure 11 reference
sources such as reserve accounts for specific purposes.
The percentage of the 2010 planned projects funded by General Revenue is 8.8%. There are other reserves that
receive inflows from General Revenue but the use of these reserves is for specific purposes.
Funds were set aside at the end of 2008 to leverage capital grants. We have been successful in securing two thirds
funding for projects associated with the downtown improvements with the balance coming from the funding we set
aside to take advantage of such grants.
The capital program includes over $32 million of funding from others as itemized in Figure 11. The majority of this
funding has not yet been secured; projects will be re-evaluated and reprioritized if funding is not secured.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201442
Figure 11: Capital Funded by Others
Projects Funded by Others 2010 2011 2012 2013 2014 Total
Grants, LIP, 3rd Parties
Albion Dyke - Improvements 525,000
Abernethy Way Extention to 256 St 2,502,375 8,418,104 10,920,479
Abernethy (216 - 500 E of Blackstock)750,071
Downtown Improvements *2,750,000 2,750,000
Drainage - Fraser Escarpment North 0
Lougheed Highway Multiuse Cycle Track 300,000 300,000
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 8,000,000 8,000,000
Whonnock Lake Canoe Facility 1,980,000 1,980,000
Youth Action Park Albion 230,250 230,250
Drainage 200,000 25,984 225,984
Highways 984,418 50,000 595,542 720,435 50,000 2,400,395
Other 25,950 1,950 3,450 0 0 31,350
Total Project Funded by Others 13,585,368 1,051,950 4,301,367 12,348,789 1,826,055 31,838,458
*A portion of the funds that were received for the Downtown Improvements were budgeted in 2009 with the anticipation of some grant
funding.
The discussion so far has focused on the additional revenues that come into the municipality and the demands
upon them. This next section outlines how this information applies to the financial plan that Council will be
considering. In May 2009, Council approved a financial plan for 2009 through 2013. This is used as a basis to
create a 2010-2014 financial plan. The following table reconciles the changes to the previously adopted financial
plan.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 43
Figure 12: Reconciliation of 2009-2013 Financial Plan to 2010-2014 Proposed Financial Plan
General Revenue Fund (GRF) (rounded to thousands)2010 2011 2012 2013
GRF Surplus in May 2009 Adopted Financial Plan Bylaw 14,000 5,000 1,000 19,000
Administration
Salaries - Energy Efficiency Initiative -70,000
Grant - BC Hydro Energy Initiative (balance of funding in C&FS)50,000
Subtotal - Changes In Administration -20,000
Corporate & Financial Services (C&FS)
Dist'n of Growth Funds for Energy Efficiency 10,000
Transfer from Reserves for Energy Efficiency 10,000
Salaries - Information Services Succession Plan -48,000 -75,000
Dist'n of Growth Funds - Info. Serv. Succession Plan 48,000 75,000
Salaries - PT Document Mgt.-12,000 -37,000 -38,000 -40,000
Dist'n of Growth Funds - Document Mgt.12,000 37,000 38,000 40,000
Property Rental Revenue (reduced)-26,000 -14,000 -14,000 -26,000
Salary Recovery (Utilities)7,000 13,000 21,000 28,000
Provincial Grant 11,000 11,000 11,000 11,000
Tax Penalties 15,000 50,000 85,000 120,000
Grants in Lieu of Taxation 64,000 64,000 64,000 64,000
Fire funding to cover FH#1 increased operating costs 40,000 40,000 40,000 40,000
Investment Earnings 55,000 55,000 55,000 55,000
RCMP Contract 232,000 241,000 200,000 171,000
Transfer from Police Services Reserve -212,000 -193,000 -148,000
RCMP Contract - Adjustment 200,000 200,000 200,000 200,000
Police Dispatch Costs - Adjustment 100,000 200,000 200,000 200,000
Pitt Meadows Cost Share - Police Services -19,000 -38,000 -38,000 -38,000
Transfer from Police Services Reserve - Dispatch Savings to $200K 100,000
Inflation Allowance 28,000
Other Adjustments 25,000 22,000 13,000 1,000
Surplus no longer used to cover survey costs -15,000
Subtotal Changes in C&FS 612,000 664,000 689,000 826,000
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201444
Figure 12: Reconciliation of 2009-2013 Financial Plan to 2010-2014 Proposed Financial Plan (cont.)
General Revenue Fund (GRF) (rounded to thousands)2010 2011 2012 2013
Community Development, Parks & Recreation (CDPR)
Building Mtce - Fire Hall #1 -15,000 -15,000 -15,000 -15,000
Golf Course Lease Revenue 20,000 20,000 20,000 20,000
Park Maintenance -68,000 -68,000 -68,000 -68,000
South Bonson Amenity Building Delay 66,000
Twin Rinks -73,000 -73,000 -73,000 -73,000
Utilities - Arena -20,000 -20,000 -20,000 -20,000
Contract Contingency -50,000 -75,000 -75,000 -75,000
Subtotal Changes in CDPR -140,000 -231,000 -231,000 -231,000
Public Works & Development (PW&D)
Business Licences 25,000 25,000 25,000 25,000
Parking Fines -15,000 -15,000 -15,000 -15,000
SPCA Contract 1,000 -15,000 -15,000 -16,000
Additional Growth Funds - Snow Removal -20,000 -40,000 -60,000 -80,000
Recycling Revenue 53,000 57,000 61,000 65,000
Recycling Costs -53,000 -57,000 -61,000 -65,000
Subtotal Changes in PW&D -9,000 -45,000 -65,000 -86,000
Transfer to Surplus: Prior to Incremental Adjustments 457,000 393,000 394,000 528,000
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.
2.7 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 13: Incremental Adjustments
General Revenue Fund (GRF)2010 2011 2012 2013 2014
Transfer to Surplus Prior to Incremental Adjustments 457,000 393,000 394,000 528,000
Rounding Adjustment 182 24,685 488 -475
Transfer to Surplus Prior to Incremental Adjustments 457,182 417,685 394,488 527,525 732,083
Recommended Ongoing Incremental Adjustment
Subsidized Ice Time -26,880 -56,160 -88,320 -123,984 -162,960
Increase Fee for Service Agreement - Adopt-a-Block -10,000 -10,000 -10,000 -10,000 -10,000
Reduce Major Industrial 2009 tax bill by 5% in 2010 -63,000 -63,000 -63,000 -63,000 -63,000
Recommended One Time Incremental Adjustment
Consulting - Albion Area Plan -100,000
Appropriation of Surplus 100,000
BIA Security -20,000
Funding from Police Services Reserve 20,000
Transfer to GRF Surplus 357,302 288,525 233,168 330,541 496,123
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 45
The District of Maple Ridge has rigorous business planning practices that have served us well in this economic
slowdown. These practices 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 the slowing economy has on the local economy and that potentially, when jobs
are scarcer, the cost of capital projects could come down. Having said this, taking on additional costs should be
done with caution in an economy that is in the early stages of recovery.
While there are considerable downsides to a slowing economy, it may also represent some opportunities. For
instance, there has been a softening in construction costs. As well, senior governments are likely to implement
infrastructure 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.
3.Water, Sewer and Recycling Rates
Water Utility Rates
The Water Utility covers costs associated with water purchases, maintenance, and bot h regional and local capital
infrastructure. The Regional District is planning an increase in water rates of about 12% annually in 2010 and
2011.
In addition, the Regional District has planned some significant capital expenditures including pump st ations 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, depending on when the work is completed. A portion 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 $3.8 million. Capacity to pay for the upcoming projects or the associated 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 over time to utility ratepayers. A sewer rate increase of 5% per year is required to graduate rate increases
over the long-run and is the same increase as last year.
Figure 14: Sewer and Water Revenue Fund Projections
Water Revenue Fund (9% increase)
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2010 2011 2012 2013 2014
Sewer Revenue Fund (5% increase)
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
2010 2011 2012 2013 2014
Revenues
Expenses
Accumulated Surplus
Recycling Rates
The Ridge Meadows Recycling Society (RMRS) is a charitable non-profit organization that provides a range of
recycling services. Recycling fee increases of 4.9% are planned for 2010 largely due to the reduced revenues as a
result of lower commodities prices and increased labour costs. The projected rate increase is 3% per year 2011
through 2013.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201446
4.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
identified to be funded from debt are discussed under DCC Roads and are identified in Figure 15.
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 (DCCs) 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
projects 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
Inspector 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 DCCs to pay for interest payments associated with
borrowing 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 Cem etery, drainage work on
River Road, funding to assist in the construction of an animal shelter and the replacement of a the 240 St. bridge
over Kanaka Creek. The authority to externally borrow expires in 2013 and 2014, five years after the borrowing is
approved. The cash flow to service this debt has already been provided for in the financial plan.
Firehall #4 Construction
The construction of Firehall #4 is projected to cost $6 million and is expected to begin in 2010. The debt servicing
costs will be funded through the Fire Department Capital Acquisition Reserve. This reserve has the capacity to
make the debt payments. The remaining balance in the reserve is sufficient to address other capital requirements.
This reserve is discussed in more detail beginning on page 54.
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. The
2009-2013 Financial Plan provided for the municipality to purchase larger properties to accommodate both a park
and a school site and offset the increased costs through contributions from School District 42. A s avenues to offset
the additional cost are still being explored, the financial plan is unchanged for 2010.
Cemetery Expansion
Debt payments associated with $3.3 million in land purchases for cemetery expansion are funded through
increased cemetery fees, which were recently approved. One of the three properties has been purchased.
Non-DCC Drainage Work
Major drainage work on River Road requiring $2.65 million has been approved. The annual payments are to be
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 53.
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
Letter of Intent for the construction of the shelter with the SPCA. The SPCA will be issuing a tender for the pr oject in
the coming months and the financial plan will be refreshed once more up to date cost information becomes
available.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 47
Borrowing Considerations 2010-2014
The following table summarizes additional debt contemplated in the 2010-2014 Financial Plan.
Figure 15: Capital Projects Proposed for Debt Financing
Project Year Borrow Term Main Fund
Annual
Payments
Issue
Costs
Total
Interest
Funded by
Other
Sources Total Cost
232 St Bridge (N Alouette River)2011 1,202,836 5 CWR 270,190 9,021 148,112 9,644,954 11,004,923
Abernethy Way Phase 3 2012 2,502,375 10 DCC 333,544 18,768 833,064 2,527,648 6,463,626
Abernethy Way Phase 4 2013 4,776,416 10 DCC 636,653 35,823 1,590,114 8,466,345 16,339,650
Regional Water Supply - Pump Station 2010 - 2011 2,265,335 *DCC
Regional Water Supply - West Main 2010 - 2013 4,934,394 *DCC
15,681,356 1,240,387 63,612 2,571,290 20,638,947 33,808,199
*Discussions are in the process to request that the region finance the debt. The water component of Development Costs Charges funds will
not be sufficient to pay for this directly, so we would be in the position of having to ask permission to borrow when there is already the
obligation to pay the Region.
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
2008 Annual Report the available debt servicing capacity is about $11.5 million which, even if all the approved and
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
borrowing capacity. As we retire debt, this frees up additional room. Entering into new debt reduces the capacity.
The Regional 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 Development Cost
Charges. 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 District’s
costs exceed this figure, and therefore this provision would also not exempt the District from obtaining elector
approval.
Elector approval can be sought in one of two ways. One 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
borrowing and, if so, a referendum must be held. This latter option was used for the borrowing related to the town
centre project.
Outstanding Issues
In order to utilize DCC funds for debt payments, additional approval from the Inspector of Municipalities is required.
Legislation on using DCCs for interest payments is very stringent, primarily allowing the practice only where the
construction of specific infrastructure projects in advance of sufficient DCCs collections is required in order to
trigger investment in development. If these projects do not receive approval, capacity to fund the interest from an
alternate source would need to be identified.
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 2010 –201448
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. With rates being as low as they are we will need
to consider if borrowing externally makes more sense. The 2010-2014 Financial Plan includes the previously
approved debt.
5.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
financial 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
Financial 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
contract.The use of such revenues should be considered in a policy framework, recognizing that resource
extraction related revenues are non-renewable.
c)BC Lottery Corporation may establish a gaming centre in Maple Ridge, and the District would receive a
portion 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
addressed.
Expenditures (not listed in any particular order)
The items listed below have been difficult to fund using existing revenues. The sources of funds n oted above
provide an opportunity to set policy and make investment decisions on how to best use the funds. When investing
one-time funds, consideration must be given to any ongoing operating costs or implic ations.
a)Infrastructure Rehabilitation and Replacement is an area that remains underfunded.The Financial
Sustainability 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
materialize, 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
currently working on a strategic energy plan in support of Council’s commitment to carbon neutrality to
reduce the exposure to energy cost increases.Both documents identify opportunities for the District to
operate in a more sustainable manner and these opportunities 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 aggressively 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
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 49
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 recommended 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 supported.
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
operating surpluses,if they materialize)
Extending the Fibre Optic Network
6.Impact to the “Average Home”
The assessed value of the “average home” for the 2009 taxation year was approximately $399,000. The
calculation includes all residential properties comprising both single family homes and multi-family units such as
townhouses and apartments.
The following table demonstrates the impact to a taxpayer, who for the 2009 tax year, was in a home assessed at
$399,000 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
infrastructure sustainability. The overall increase for the municipal controlled levies is 5.63%.
Figure 16: "Average Home" Tax Increase
2009 2010 Increase %
General Purpose 1,328.53$1,381.67$53.14$4.00%
Recycling 59.51 62.43 2.92
Water 348.10 379.43 31.33
Sewer 261.60 272.93 11.33
Fire Service Improvement Levy 96.28 115.49 19.21
Municipal, Recycling, Utilities, Fire 2,094.02 2,211.95 117.93 5.63%
Other charges appearing on the tax bill for school, regional and other non-municipal services are not known at this
time.
We regularly review the tax charges to the Residential Class.The 2009 residential house survey which compares
single family homes is attached as Appendix F. It shows that residential taxes on a single family home in Maple
Ridge are amongst the lowest in the region. The amounts are slightly different than we use for the “Average Home”,
shown above, due to the fact that “Average Home” includes strata properties as well.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201450
7.Property Taxation Policy
Property tax revenue is the District’s primary revenue source and while we try to maximize other revenue sources,
the majority of municipal services are paid for through taxation. Further, our Commercial/ Industrial tax base is
limited as about 92% of our assessment base is comprised of Residential Class properties. As a result, most of the
taxes that we collect come from home owners.
In spring of 2009, Council adopted the Business Planning & Budget Guidelines that were used to d evelop the 2010-
2014 Financial Plan. These guidelines called for a 3% increase for general purposes, a 1% increase for cap ital and
infrastructure, an increase of $675,000 in the Fire Service Improvement Levy, and a review of utility rates with a
view towards continued use of rate stabilization practices.
Each year we adjust our tax rates for market value assessment fluctuations. This means that in a market in which
property values are increasing, our rates will be adjusted down; the opposite will occur in a market with decreasing
property values. Not all jurisdictions and taxing authorities follow this practice.
The municipality collects property taxes on behalf of several other jurisdictions. In 2009, while the tax rate to
residential properties was $6.1237 per thousand dollars in assessed value, the municipal portion amounted to
$3.5699 or about 58% of the total.
Council regularly reviews the taxes under its control to ensure fairness. In May of 2007, Council was presented with
information about taxation for the business and light industry classes, indicating that rates in Maple Ridge were
competitive with other lower mainland municipalities. Prior to 1997, Council had adopted a policy of shifting a small
percentage of taxation from the Light Industry Class to the Residential Class in order to align the Business & Light
Industry tax rates; in 2007 this alignment was achieved so no further shifts have been required.
In 2008, a review of the tax rates charged to the Major Industry class indicated that rates were relatively high and
Council took steps to address this inequity by transferring 5% of the tax burden to the residential class. The impact
to the residential class was much smaller at 1/6th of 1%. Major Industry rates were reviewed again in 2009, and
while there has been some improvement, rates are still high and a reduction of 5% in the tax burden for this class is
recommended for 2010.
In June of 2009, Council received a report on residential property taxes, comparing rates in Maple Ridge with those
in other neighbouring communities. In 2009, rate increases ranged from a high of 7.5% in Coquitlam to a low of
3.4% in West Vancouver; in Maple Ridge rates increased by 5.6%, including the funding required for the Fire Service
Improvement levy. The report found that taxes in Maple Ridge remain competitive.
Copies of the 2009 Residential Class property tax survey as well as our report on Industrial Class tax rates are
attached as appendices to this report.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 51
8.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 General Revenue:
Sewer Revenue 3,173,995 Carryforwards - Capital 4,239,744
Water Revenue 3,867,665 Carryforwards - 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
Restricted Revenue Balances Cemetery Maintenance 109,457
Development Cost Charges 34,330,309 Infrastructure Sustainability 714,802
Parkland (ESA) Acquisition 0 Critical Building Infrastructure 368,625
Infrastructure Grant 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
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts –$58.7 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 2010 –201452
Accumulated Surplus and Funds Balance as at December 31, 2009
General Sewer Water Total
Operating Surplus 4,985,070 3,059,571 3,383,195 11,427,836
Reserve Funds 22,739,966 --22,739,966
Reserve Accounts 19,199,308 2,256,365 1,822,164 23,277,837
Funds Balance 46,924,344 5,315,936 5,205,359 57,445,639
Equity in Capital Assets 521,845,642 104,620,660 92,426,753 718,893,055
Accumulated Surplus 568,769,986 109,936,596 97,632,112 776,338,694
Tangible Capital Assets are reported in the annual report as per PSAB Accounting Handbook Section 3150.
This budget does not include amortization as the figures were not available in January, future budget amendments will.
Developer contributed infrastructure is also not currently included in the financial plan but impacts the balance of capital assets.
Funds committed to previously approved work but not part of the 2010-2014 approved in January
General Sewer Water Total
Operating Surplus ----
Reserve Funds 5,206,270 --5,206,270
Reserve Accounts 5,394,235 2,160,492 1,722,636 9,277,363
The above represents work approved in 2009 which is not yet complete and to be included in the next 2010 budget amendment.
Adjusted Funds Available
General Sewer Water Total
Operating Surplus 4,985,070 3,059,571 3,383,195 11,427,836
Reserve Funds 17,533,696 --17,533,696
Reserve Accounts 13,805,073 95,873 99,528 14,000,474
Funds Balance 36,323,839 3,155,444 3,482,723 42,962,006
Planned changes to the fund balances for 2010 - 2014
2010 2011 2012 2013 2014
Op. Surplus - General 217,713 296,709 235,352 332,941 497,799
Res. Funds - General 423,994 (1,291,467)1,204,139 (1,592,284)(1,605,800)
Res. Accts. - General (46,470)575,354 1,276,955 1,816,691 2,664,490
General Funds 595,237 (419,404)2,716,446 557,348 1,556,489
Sewer Funds (120,228)70,726 252,168 801,611 1,133,081
Water Funds (678,824)(1,215,459)273,119 1,053,716 1,906,983
Planned Fund Balances
2010 2011 2012 2013 2014
Op. Surplus - General 5,202,783 5,499,492 5,734,844 6,067,785 6,565,584
Res. Funds - General 17,957,690 16,666,223 17,870,362 16,278,078 14,672,278
Res. Accts. - General 13,758,603 14,333,957 15,610,912 17,427,603 20,092,093
General Funds 36,919,076 36,499,672 39,216,118 39,773,466 41,329,955
Sewer Funds 3,035,216 3,105,942 3,358,110 4,159,721 5,292,802
Water Funds 2,704,371 1,488,912 1,762,031 2,815,747 4,722,730
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 53
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 added to this account along with a portion of the proceeds from land sales and o ther 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
address unforeseen or uninsurable events.
Figure 18: Capital Works Reserve Projection
Figure 19: Capital Works Reserve Projection Chart
Reserved
Unencumbered
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
2009 2010 2011 2012 2013 2014
8.2 Infrastructure Sustainability Reserve
Beginning in 2008, Council directed 1% of the annual tax increase to go towards infrastructure sustai nability. 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
project.
If we look only at the roads component of our infrastructure, it is suggested that we spend $2 million a nnually to
keep up our existing inventory. The historic annual amount spent on repaving roads 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.
2009 2010 2011 2012 2013 2014
Opening Balance 8,686,373 4,890,977 4,365,831 5,707,847 5,884,637 5,889,849
Inflows:
Interest & Capital Gains 190,653 195,639 174,633 228,314 235,385 235,594
Garbage Tipping Fees 50,000 50,000 50,000 50,000 50,000 50,000
Taxation and General Revenue Transfers 631,235 827,462 868,132 910,779 945,530 982,520
Sale of Land 1,200,000
Repayment of Energy Retrofit 65,000 65,000 65,000 65,000 65,000
Balance of General Rev. Funding for GCF 55,927 (160,122)(105,907)(201,517)(332,708)4,792
Outflows:
Planned Capital Expenditures (4,723,211)(1,367,682)(127,473)(93,415)(35,626)22,163
Debt -Interest (DCC projects)(150,000)(150,000)(290,000)(600,000)
Debt (River Rd. Drainage $2,675,000)*(135,443)(632,370)(632,370)(632,370)(632,370)
Estimated Ending Balance 4,890,977 4,365,831 5,707,847 5,884,637 5,889,849 6,017,548
Minimum Reserve (10% Prior Year Taxes)(4,361,939)(4,643,022)(4,942,218)(5,260,695)(5,599,694)(5,823,682)
Unencumbered Balance 529,039 (277,191)765,628 623,943 290,155 193,866
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201454
Figure 20: Infrastructure Sustainability Allocation of Funding
2010 2011 2012 2013 2014
Inflows:
1% General Tax Increase 1,342,514 1,849,140 2,388,413 2,962,437 3,573,451
Core Reserve Surplus 450,000 450,000 450,000 450,000 450,000
Gravel Revenue 140,000 140,000 140,000 140,000 140,000
Allocation:
Transportation/Traffic Management 825,000 905,000 1,255,000 1,556,500 1,920,000
Town Centre Facilities 450,000 450,000 450,000 450,000 450,000
Facilities & Parks - Major Mtce 220,000 608,525 715,000 886,750 960,000
Drainage 160,000 184,500 250,000 310,000 450,000
Fire Department 101,979 112,177 123,395 153,000 175,000
Major Equipment/Systems 35,535 38,938 45,018 56,187 68,451
Dyke Mtnce (Gravel Rev)10,000 10,000 10,000 10,000 10,000
Overhead Brushing (Gravel Rev)40,000 40,000 40,000 40,000 40,000
Bio Filtration Pond Mtnce (Gravel Rev)60,000 60,000 60,000 60,000 60,000
Environmental Support (Gravel Rev)30,000 30,000 30,000 30,000 30,000
Depending on the scope of projects required, one year’s allocation may not meet the funding requir ements. In
these cases, funding may be held over until enough has accumulated to allow the works to proceed, or borrowing
may be considered.Figure 21 highlights the impact that the 1% tax increase has on the Infrastructure Deficit.
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
Infrastructure Reserve to fund emergency or irregular items associated with facility maintenance. The primary
concern was to ensure funds were available to replace two aging boilers at the Leisure Centre, for which $400,000
has been earmarked. $150,000 went to replace aged fitness equipment, and $50,000 remains. There are no
ongoing funding sources for this reserve.
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
inventory.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 55
Figure 22: Fire Department Capital Acquisition Reserve Projection
2010 2011 2012 2013 2014
Opening Balance 2,748,772 2,849,798 3,327,218 2,977,027 3,692,849
Inflows:
Interest & Capital Gains 74,558 85,494 92,692 89,311 108,160
Transfer from GRF as per Budget 950,427 1,011,672 1,076,864 1,146,257 1,146,258
Growth Funding 130,000 180,000 230,000 280,000 330,000
Outflows:
LTC Capital Program (1,053,960)-(950,000)(350,000)
Firehall#4 debt repayment (799,746)(799,746)(799,746)(799,745)
Estimated Ending Balance 2,849,798 3,327,218 2,977,027 3,692,849 4,127,522
The planned capital expenditures outlined in Figure 22 are detailed in the following table.
Figure 23: Fire Department Capital funded by Fire Department Capital Acquisition Reserve
Project 2010 2011 2012 2013 2014
Firehall #4 Technical & Furnishings 200,000
Firehall #4 Protective & Safety Equip 83,960
Equipment Purchase - Firehall #4 70,000
Firehall #3 Expansion 700,000
Firehall #4 Rescue 4 325,000
Firehall #4 Engine New 625,000
Firehall #5 Land Acq 350,000
1,053,960 -950,000 -350,000
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.
Beginning in 2009 some infrastructure sustainability funds will be allocated to this reserve.
Figure 24: Fire Department Equipment Replacement Reserve Projection
2010 2011 2012 2013 2014
Opening Balance 2,068,399 2,099,378 2,048,025 1,698,494 2,082,751
Inflows:
Interest & Capital Gains 68,427 71,060 74,469 53,408 64,936
General Revenue 285,573 303,976 323,564 344,414 366,608
Sustainability Funding 101,979 112,177 121,000 150,000 175,000
Outflows:
Planned Capital Expenditures (425,000)(538,565)(868,565)(163,565)(163,565)
Estimated Ending Balance 2,099,378 2,048,025 1,698,494 2,082,751 2,525,730
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –201456
9.Town Centre Commercial Operation
This section isolates the effect the Town Centre Project has on District finances. The table below isolates the
commercial operations. The table shows commercial earnings, so principle payments are not included nor is the
funding received though taxation. The earnings noted below will contribute to principle payments and transfers to
the Infrastructure Sustainability Reserve.
Figure 25: Commercial Operation
2010 2011 2012 2013 2014
Lease Revenues (net of allowances)1,073,490 1,094,134 1,114,778 1,141,323 1,164,149
Parking Revenues 141,742 141,766 141,790 141,814 141,814
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 -739,826 -714,989 -689,158 -662,294 -634,356
Closing Balance 352,877 398,382 444,881 498,314 549,078
In summary, the Town Centre Project cash flows have been managed within the parameters established by Council.
10.Conclusions
The District can expect $4.3 million in new general revenue in 2010, primarily from growth in the tax base and a 4%
tax increase. $2.8 million goes to labour costs including RCMP and Fire services. Infrastructure sustainability
issues receive $500,000 of the new revenue. The balance is required to deal with inflationary and growth
pressures. This leaves minimal room for enhancements.
Despite the current funding capacity limitations, our financial reserves approach $59 million, and a nother $38.6
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
investments noted earlier.
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
recommendations 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
infrastructure 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.
In summary, this financial plan allows the community to move forward, while respecting the uncertain economic
times we find ourselves in.
FINANCIAL PLAN OVERVIEW
District of Maple Ridge Five-Year Financial Plan 2010 –2014 57
11.Final Thoughts
Over the past few months, a few issues have come before Council.The purpose of this section is to provide a
financial perspective on them.
Parks &Recreation Master Plan
While this plan is in draft form, there is no financial strategy around how we will pay for the amenities required in a
growing community like ours. Over the past few years, advanced consideration of a financial strategy allowed
Council to pay for major initiatives such as the Fire Department Master Plan and the Town Centre project in a
phased manner that was supported by the community.We recommend like consideration for the implementation of
this Master Plan.
In the next few years, we expect increases in the Fire Service Improvement Levy to moderate so that additional
increases that exceed 1% of taxation will not be required.At that time, Council may wish to begin to set aside some
funding for parks & leisure purposes.For instance, if ½ of 1% is set aside for 5 years, it will provide annual cash
flows of over $1 million.Council could then prioritize items in the Master Plan plan, based on this funding level.
This approach would also support Council’s financial sustainability policies which recommend early consideration of
a financing strategy for these sorts of initiatives.
Acquisition of School/Park Sites
There has been considerable discussion on 3 specific sites.There are also broader implications that should also be
considered.Specifically:
The municipality is responsible for establishing the Official Community Plan.A key component of this plan is the
identification of appropriate School/Park sites.
There is a responsibility on part of the municipality to have a financial strategy in place to acquire private lands
designated for public purposes.
The most appropriate time to acquire properties is in advance of development, as prices increase significantly
when development becomes imminent.
If we do not acquire sites identified in the OCP in a reasonable time period, they may be developed.We may
then have to replace them with less suitable sites.
Interest rates are at near historic lows.Annual cashflow of $400,000 for 30 years can be used to borrow
around $6 million.
This does not mean we should pay for school sites on our own.Consideration should, however, be given to
developing a fund that will allow us to acquire strategic lands to be held for future purposes, and in the future, other
agencies requiring such lands could acquire them from us for the fair market value at the time.
Road Repaving/Rehabilitation Program
Each year, the District acquires many miles of roads through development for which it then assumes the
responsibility for maintaining and rehabilitating.Our operations staff has repeatedly told us that there is an optimal
time in the life of a road to do this work, to get maximum life out of the investment.There is no dedicated funding
source for this work, as it must compete with other general revenue funded capital works.This year, our Pavement
Management Study identified road rehabilitation projects totalling over $3 million which need to proceed as early as
possible but our funding envelope required these projects to be phased over 3 years.Contract prices for these work
projects are quite low.Further, these projects are generally “shovel ready’ as they do not required detailed design
work or property acquisitions. As discussed earlier in this report, we expect year-end financial results to be positive
and as a result, have no hesitation in recommending that the 2010 paving program be supplemented by $1 million
from accumulated surplus.
Council’s financial sustainability policies provided us with a framework to see us through the uncertain economic
times that we find ourselves in. As a result, this financial plan meets the needs of our community in a fiscally
responsible manner and meets the direction set by Council earlier this year.
The District’s business planning practices,financial prudence, and relatively healthy reserve funds have and will
continue to serve the community well in times of economic slowdown as well as flourishing economy
REVENUES AND EXPENDITURES
District of Maple Ridge Five-Year Financial Plan 2010 –201458
Projected Revenues $128.1 Million
Property Taxes & Parcel
Charges $57.5M
Reserves $13.1M
Development Fees $8.2M
Fees & Charges $31.2M
Interest, Grants and Other
$15.9M Borrowing Proceeds $2.2M
Projected Expenditures $128.1 Million
Other $77.4M
Capital Program $29.1M
Reserves $12.1M
Debt Payments $9.5M
Administration $ 3.4M
Fire Protection 6.8M
Police Services 16.5M
Corporate & Financial 5.2M
Parks, Recreation and
General Gov't Properties 17.5M
Public Works & Development 12.2M
Sewer 6.7M
Water 9.1M
$77.4M
FINANCIAL PLAN SUMMARY –REVENUES & EXPENDITURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 59
All Figures Represent $'000 (thousands)
Actual Budget Budget Budget Budget Budget Budget
2009 2009 2010 2011 2012 2013 2014
Revenue
Property taxes 53,744 53,532 57,505 61,616 65,995 70,224 74,619
User fees and other revenue 30,300 28,348 31,225 32,896 34,723 36,681 38,820
Senior government transfers 4,960 20,778 13,987 2,103 4,893 10,709 2,853
Development revenue 8,445 34,280 8,244 15,147 15,944 12,458 11,190
Interest income 4,676 1,830 1,885 1,885 1,885 1,885 1,885
102,126 138,768 112,846 113,647 123,440 131,957 129,367
Expenditures
Interest Payments 4,444 4,570 4,349 4,389 4,596
Protective services 25,009 25,967 26,449 27,379 30,652 30,641 32,661
Transportation services 15,511 15,345 18,404 19,036 22,124 27,360 18,285
Recreation and Culture 18,945 17,299 18,489 19,104 22,679 23,603 21,102
Water Utility 9,098 10,333 13,581 16,853 16,728 15,481 13,501
Sewer Utility 8,006 8,604 15,732 9,022 8,425 9,082 8,562
General Government 12,497 15,741 10,330 10,019 10,882 10,813 11,626
Planning, other 3,174 3,625 3,585 3,602 3,748 3,863 3,984
92,240 96,914 111,013 109,585 119,586 125,233 114,317
Revenues less Expenditure 9,886 41,854 1,833 4,062 3,854 6,724 15,050
Principle 1,789-4,484-5,037-6,430-7,114-7,176-7,241-
Borrowing Proceeds -30,056 2,152 3,386 4,094 6,050 -
Change in Fund Balance 1,041 23,265-1,052-1,018 834 5,598 7,809
District of Maple Ridge Five-Year Financial Plan 2010 –201460
District of Maple Ridge Five-Year Financial Plan 2010 –2014 61
Five-Year Operating Plan Overview
Key Account Balances
2010 Base Budget Increases
Staffing History and Forecast
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2010 –201462
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)
Account Category (G/L#)2005 2006 2007 2008 2009
Revenue & Taxation
Taxes - General Revenue (16000-4000)-35,669 -38,860 -42,624 -46,171 -49,638
Grants in Lieu - Provincial (16000-4060)-743 -795 -709 -694 -740
Grants in Lieu - Other (16000-4060)-851 -859 -965 -1,045 -1,102
MFA Discharge (12400-4380)-125 -105 -112 -55 -1
Investment Interest (15000-4295)-892 -894 -1,532 -2,664 -3,178
Gain/Loss - Property For Resale (15000-4298)-333 -262 -9 -500 -265
Surplus Transferred In (15000-4520)-272 -2,238 -1,832 -549 -1,091
Prov. Grant (Unconditional) (10000-4253)-731 -809 -926 -941 -942
Recycling Fees (51000-4220)-95 -131 -144 -202 -86
Dog Licences (26000-4340)-136 -122 -185 -268 -282
Property Management
Commercial Lease Revenue-Tower (multiple)---288 -1,100 -1,153
Parking Revenue-Tower Commercial (11800-4310)---45 -150 -150
Common Cost Recovery - Tower (11800-4310)---178 -250 -332
Protective Services
Towing and contract revenue (21000-4230)-41 -76 -76 -63 -
False Alarm Fines (21000-4240)-49 -60 -149 -93 -119
PM Cost Share - RCMP Contract (21000-4258)-616 -674 -738 -847 -890
Sale of Service (21000-4650)-156 -57 -40 -47 -43
Recreation
Planet Ice-Ice Rentals (47600-4500)-142 -146 -148 -165 -165
Leisure Centre Admissions (47500-4110)-711 -711 -774 -814 -822
Lessons/Prog Fees - Swimming (47500-4320)-318 -315 -319 -354 -388
Corporate Fitness Revenue (47500-4321)-151 -141 -137 -110 -91
L.C. - General Program Revenue (47500-4322)-114 -144 -119 -113 -122
Development Services
Building Permits (24000-4445)-1,372 -1,909 -2,257 -2,401 -1,418
Business Licences (53300-4342)-446 -425 -559 -595 -576
Application Fees - Rezoning (53110-4120)-94 -144 -93 -80 -91
Application Fees - Subdivision (53110-4122)-93 -130 -79 -74 -71
Application Fees - Dev Permit (53110-4124)-135 -116 -131 -122 -119
Subdivision Inspection Fees (32110-4220)-377 -410 -481 -810 -363
Public Works
Sales - Gravel (33100-4510)-14 -12 --292 -500
GVTA Grant - Roads (33100-4260, 4261)-647 -451 -425 -497 -1,171
ACTUAL
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 63
2009 2010 2011 2012 2013 2014
-49,655 -53,348 -57,306 -61,529 -65,617 -69,865
-735 -769 -799 -813 -813 -813
-1,028 -1,093 -1,093 -1,093 -1,093 -1,093
------
-885 -940 -940 -940 -940 -940
------
-1,091 -139 31 ---
-942 -942 -942 -942 -942 -942
-100 -100 -100 -100 -100 -100
-280 -280 -280 -280 -280 -280
-1,053 -1,073 -1,094 -1,115 -1,115 -1,115
-142 -142 -142 -142 -142 -142
-212 -212 -212 -212 -212 -212
-10 -10 -10 -10 -10 -10
-48 -48 -48 -48 -48 -48
-957 -956 -963 -990 -1,014 -1,033
------
-146 -146 -146 -146 -146 -146
-775 -815 -815 -815 -816 -815
-310 -350 -350 -350 -350 -350
-100 -90 -90 -90 -90 -90
-102 -142 -142 -142 -142 -142
-1,734 -1,734 -1,734 -1,734 -1,734 -1,734
-550 -575 -575 -575 -575 -575
-106 -108 -111 -113 -115 -115
-106 -108 -111 -113 -115 -116
-147 -150 -153 -156 -159 -161
-315 -315 -315 -315 -315 -315
-500 -500 -500 -500 -500 -500
-701 -701 -701 -701 -701 -701
BUDGET
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2010 –201464
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)
Account Category (G/L#)2005 2006 2007 2008 2009
Legislative Services
Grants & Donations (80B) (13000-6180)34 54 116 503 66
Training - Council (13000-6400)2 1 -1 7
Fire Department
Fire Fighting Salaries (22000-5501)326 1,312 1,802 2,414 3,381
Paid on Call Relief Wages (22000-5505)22 134 190 301 451
Paid on Call Wages (22000-5600)749 642 617 565 689
Contract (Emergency 911) (22000-7007)92 84 87 80 115
Hall #4 - Paid on Call (22041-5600)-----
Police Services
Centralized Dispatch (21140-7051)809 921 970 1,009 1,059
Regular Members Contract (21200-7007)8,174 8,300 8,777 9,977 10,933
Corporate Services
Insurance (12101-6210)667 695 676 669 650
Recruiting Costs (12102-7065)46 78 94 82 27
Fiscal Services
Contribution to Core Reserve (10000-9020)3,084 3,850 5,702 5,793 5,757
Transfers to Capital Works Res (10000-9400)847 852 632 1,084 855
Transfers to Fire Dept Cap Acq (10000-9400)677 722 1,026 833 1,006
Transfers to General Capital (10000-9400)4 16 -347 50 -314
Transfers to General Capital (10000-9410)768 1,471 10,410 1,086 2,166
Contribution to Self-Insurance (12400-9021)45 745 45 45 45
Transfers to Equip Replc-Ops (33100-9400)688 665 756 869 920
Other
Fraser Valley Regional Library (47200-7007)1,865 1,969 2,068 2,112 2,197
Consulting - Engineering (32100-7005)245 168 219 157 143
Recycling Contract (51000-7007)795 824 899 870 936
GVRD Water Purchases (71000-7380)3,042 3,640 4,183 4,387 5,410
GVRD Sewer Admin Fees (61000-6005)2,206 2,450 2,630 2,928 2,861
Please refer to each individual section for details
ACTUAL
KEY ACCOUNT BALANCES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 65
2009 2010 2011 2012 2013 2014
61 61 61 62 62 62
16 16 16 16 16 16
3,117 3,696 4,489 5,317 5,816 6,216
358 418 418 418 418 418
563 667 692 714 737 762
144 114 114 114 114 114
------
1,059 991 923 955 987 987
11,924 12,296 13,206 14,111 15,019 16,061
763 770 777 785 792 797
49 49 49 49 49 49
5,757 5,777 5,798 5,819 5,819 5,819
740 627 759 706 610 985
156 282 394 509 628 752
------
3,144 2,602 2,521 2,768 3,059 2,893
45 45 45 45 45 45
920 1,036 1,070 1,148 1,188 1,237
2,197 2,307 2,423 2,544 2,696 2,831
131 81 81 81 81 81
959 1,071 1,102 1,134 1,167 1,202
5,562 6,171 6,788 7,405 8,022 8,639
2,867 3,009 3,151 3,292 3,434 3,576
BUDGET
2010 BASE BUDGET INCREASES
District of Maple Ridge Five-Year Financial Plan 2010 –201466
The 2010 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue -$4.3 million, 2010
Fire Master Plan
$775K
18%
Policing $300K
7%
Other Categories
$75K
2%
Growth Costs
$300K
7%
Library $100K
2%
Other Reserves
$575K
13%
Infrastructure
Sustainability
$475K
11%
Labour $1.275 M
30%
General Revenue
Surplus $400K
10%
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)2010 2011 2012 2013 2014
Transfer to Surplus Prior to Incremental Adjustments 457,000 393,000 394,000 528,000
Rounding Adjustment 182 24,685 488 -475
Transfer to Surplus Prior to Incremental Adjustments 457,182 417,685 394,488 527,525 732,083
Recommended Ongoing Incremental Adjustment
Subsidized Ice Time -26,880 -56,160 -88,320 -123,984 -162,960
Increase Fee for Service Agreement - Adopt-a-Block -10,000 -10,000 -10,000 -10,000 -10,000
Reduce Major Industrial 2009 tax bill by 5% in 2010 -63,000 -63,000 -63,000 -63,000 -63,000
Recommended One Time Incremental Adjustment
Consulting - Albion Area Plan -100,000
Appropriation of Surplus 100,000
BIA Security -20,000
Funding from Police Services Reserve 20,000
Transfer to GRF Surplus 357,302 288,525 233,168 330,541 496,123
STAFFING HISTORY AND FORECAST
District of Maple Ridge Five-Year Financial Plan 2010 –2014 67
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department within the
District for the years 2010 through 2012. The years 2003-2009 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.
Budget
2003 2004 2005 2006 2007 2008 2009 2009 2010 2011 2012
CAO
CAO Administration 3.6 5.0 6.9 7.0 6.4 7.0 6.7 7.0 8.0 7.0 7.0
Economic Development 0.0 1.0 2.0 2.6 2.7 2.8 3.3 3.5 4.0 4.0 4.0
Human Resources 6.5 5.9 4.0 4.3 5.0 5.0 5.6 5.5 5.5 5.5 5.5
10.1 12.0 12.9 13.9 14.1 14.8 15.6 16.0 17.5 16.5 16.5
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
CDPR Administration 2.5 2.5 2.5 2.2 2.3 3.0 3.2 3.0 3.0 3.0 3.0
Parks & Facilities 19.0 19.0 19.7 20.5 24.5 24.4 27.1 27.5 28.0 28.0 28.0
Recreation 56.3 57.3 57.7 56.7 58.9 61.2 61.2 59.6 61.2 61.3 61.3
Community Services 8.3 7.5 7.9 9.1 9.4 10.8 11.3 11.0 11.5 11.5 11.5
86.0 86.3 87.9 88.6 95.1 99.4 102.7 101.1 103.7 103.8 103.8
CORPORATE & FINANCIAL SERVICES
CFS Administration 1.7 1.5 1.5 1.5 1.8 2.0 2.0 2.0 2.0 2.0 2.0
Clerks 6.3 6.2 6.3 6.5 6.6 6.9 7.0 6.9 7.0 7.0 7.0
Finance 15.9 16.9 16.5 16.6 17.7 17.3 16.4 16.6 16.6 16.6 16.6
Information Services 12.6 11.9 12.1 12.6 13.2 13.4 14.3 14.5 13.0 13.0 13.0
Fire Department 8.0 8.0 12.0 24.1 29.6 35.4 41.6 43.0 47.1 50.1 50.1
Police Services 29.4 32.4 33.3 35.6 37.0 38.6 42.4 43.7 44.7 44.7 44.7
73.9 77.0 81.7 96.9 105.8 113.6 123.6 126.8 130.3 133.3 133.3
PUBLIC WORKS & DEVELOPMENT SERVICES
PWD Administration 2.8 2.5 2.5 2.5 2.9 2.4 3.0 3.0 3.0 3.0 3.0
Engineering 22.9 22.6 22.1 24.2 24.8 23.9 24.2 28.1 28.0 28.0 28.0
Licenses, Permits & Bylaws 20.7 21.5 22.4 22.9 24.1 26.0 28.7 28.5 28.4 28.4 28.4
Planning 14.0 12.5 13.2 14.7 16.1 16.1 16.6 17.0 17.0 17.0 17.0
Operations 61.2 64.4 69.1 66.7 69.7 69.2 70.6 68.4 73.7 73.7 73.7
121.5 123.6 129.3 130.9 137.6 137.6 143.1 145.0 150.1 150.1 150.1
291.5 298.8 311.8 330.3 352.6 365.4 385.0 388.9 401.7 403.8 403.8
Actual FTE's (net of vacancies & unpaid leave)Full Staffing (budget)
* RCMP contract members are not included in Police Services staff count
STAFFING HISTORY AND FORECAST
District of Maple Ridge Five-Year Financial Plan 2010 –201468
Budgeted FTEs per Department 2008 -2010
The 2010 estimate of 401 full-time equivalents has increased from a budget of 389 in 2009,and 385 in 2008.
Throughout 2009 several staffing changes were made:
DIVISION New Permanent Positions and Position Changes
CHIEF ADMINISTRATIVE OFFICER’S OFFICE
Human Resources Human Resources Clerk reclassed to Human Resources Assistant
Strategic Economic Initiatives Administrative Assistant position full-time from part-time
Sustainability and Corporate Planning Added Research Technician position -funded for 2010 only
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Community Services Recreation Programmer reclassed to Youth Program Supervisor
Community Services Additional 0.5 Program Assistant
Parks & Facilities Parks & Leisure Services Clerk reclassed to Senior Parks & Leisure
Services Clerk
Parks & Facilities Additional 0.5 Labourer
Recreation Customer Service Supervisor reclassed to Office Supervisor
Recreation Additional 0.5 Administrative Assistant, Booking Clerk
CORPORATE & FINANCIAL SERVICES
Information Services Senior Analyst Programmer replaced by Systems Analyst
Fire Department Additional Fire Captain and 3 Firefighters
Police Services Crime Prevention Program Coordinator now a RCMP Volunteer
Program Coordinator
Police Services Additional Clerical assistance (1 FTE)
PUBLIC WORKS & DEVELOPMENT SERVICES
Operations Truck Driver II, Equipment Operator II replaced by Equipment
Operator IVA/Truck Driver III and Equipment Operator III
Operations Additional 4.5 Labourers and 1 Apprentice -Mechanic
District of Maple Ridge Five-Year Financial Plan 2010 –2014 69
Departmental Business/Financial Plans
Office of the Chief Administrative Officer
Community Development, Parks & Recreation Services
Corporate & Financial Services
Public Works & Development Services
District of Maple Ridge Five-Year Financial Plan 2010 –201470
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
District of Maple Ridge Five-Year Financial Plan 2010 –2014 71
The Office of the Chief Administrative Officer (CAO) is
the liaison between Council and staff and provides
overall leadership and direction for the Administration
of the District and works with outside agencies. The
primary role of the CAO is to provide policy options and
recommendations to Council and to ensure that
Council’s priorities are implemented. A brief summary
of some of our 2009 accomplishments in the division
are shown below, followed by efficiency and
effectiveness initiatives which were undertaken by all
areas, and the business context relevant to the 2010-
2014 planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2010 workplan highlights,
performance measurements, and budgets. The
departments within this section are Administration,
Communications, Human Resources, Strategic
Economic Initiatives, and Sustainability and Corporate
Planning.
Select 2009 Division Accomplishments
Continued work with Council on the implementation
of the nine strategic focus areas and Vision 2025 as
identified in the Corporate Strategic Plan.
Continued to build on the “Top Performing
Municipality” initiative with the launch of the
Supervisory Skills program and received the CAMA
award for “Organizational commitment to creating a
positive learning culture for all employees” for the
Customer Service Training program.
Increased use of the Web for the delivery of District
Services (both internal and external).
Made significant advances on fibre optic network
(more bandwidth), including a service agreement with
private sector partner to support an expansion of
web-delivered services.
Continued to implement the Sustainability Action Plan
including the following ongoing energy and emissions
projects:
-Fire Hall #1 geoexchange system.
-Leisure Centre energy retrofit.
Continued to work to make Downtown Maple Ridge a
dynamic and vibrant core of the community including
the completion of Spirit Square and the launch of
“Our Spirit Our Town” campaign in partnership with
the Downtown Business Improvement Association
and the Chamber of Commerce.
Dealt effectively with major issues or policy items that
arose during the year:
-H1N1 communication and strategy plan
-Regional Growth Strategy
-Jackson Farm
-256 Street Sewer Extension
-Northumberland Court
Working to retain existing business through
implementation of a business retention strategy and
by launching a business welcome package.
Continued with the high tech investment attraction
strategy –held Maple Ridge Advanced Technology
Summit.
Continued to strengthen investment profile with
industry sectors and investors.
Conducted survey on citizen satisfaction and
strategic direction and delivered results to Council in
a manner that will assist in strategic planning
activities.
Implemented performance reporting tool (See-It) and
Articulate software to enhance presentations.
Pursued grant applications that resulted in over
$4,000,000 in infrastructure funding from senior
levels of government.
Efficiency/Effectiveness Initiatives
Aggressively pursuing grant funding opportunities.
Ensuring all departments are in alignment with the
vision and that rigour of process is followed.
Tendered benefits with a reduction in costs, improved
on-line service, and improved Accidental Death &
Dismemberment benefit.
Implemented payroll employee self-service features
and eliminated on-call payroll clerk hours.
Developed Fire and CUPE Letters of Understanding
relating to operational efficiencies.
Business Context
Our challenge is to provide excellence in service
delivery while balancing the demands of a growing
community.
Need to build on the momentum of Town Centre
successes, and increase residential and commercial
density to accommodate our growth potential.
A high priority placed on continuance of emergency
planning, both corporately and community-wide.
Online, 24/7 access to information is increasingly
becoming the expectation of many of our citizens.
Momentum building in awareness of and interest in
Maple Ridge as a place to invest the with increased
access from the Golden Ears and Pitt River Bridges.
Opportunity to build profile and awareness with 2010
Olympic and Paralympic Games in February/March.
A positive culture and positive working relationships
with employees.
Economy impacted the volume of recruitments and
delayed a number of anticipated retirements. There is
a risk of losing key corporate knowledge as people
leave; need to take advantage of this key source of
knowledge.
Seeing increased number of long-term sick leave and
long-term WCB claims particularly with long-service
employees.
Meeting the expectations of younger workers (work-
life balance, career progression)
The need to work together to leverage our resources
and develop collective solutions to deal with climate
change.
OFFICE OF THE CAO –ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2010 –201472
Services Provided
The Office of the CAO Administration section is
responsible for the overall administration of the
District’s departments, developing corporate policy,
providing leadership and direction for senior staff in the
day-to-day and long-term business affairs of the District
in accordance with Council’s Strategic Plan, and
providing advice to Council about District organization
and operating procedures.
The office is responsible for corporate communication,
ensuring the dissemination of information and ample
opportunities for input and participation by customers
and staff. Research, development, coordination and
implementation of corporate initiatives are undertaken
Guidance to the organization and the community
toward a more sustainable future is provided and
progress is monitored to ensure we are on course. In
addition, responsibility for the corporate-wide
performance measurement and reporting program is
managed through this office.
2010 Workplan Emphasis
Work with Council will continue on the strategic
direction and priorities for the community in order to
ensure the delivery of excellent service to our citizens.
We will work with the Economic Advisory Commission
and the Manager Strategic Economic Initiatives to
pursue economic development opportunities.
Actions recommended in the Sustainability Report will
continue to be implemented, including the coordination
of the implementation of the Sustainability Action Plan
and development of a Strategic Energy Management
Plan. Opportunities for obtaining grant funding for
District infrastructure and initiatives will be fully utilized.
External customers will be given easy access to timely,
accurate and meaningful information related to
planned and current District activities and will be kept
informed of positive events in the community; external
customers will be made aware of the variety of
opportunities they have to provide input on matters
before Council.
Internal communication to staff relating to strategic
decisions and activities will be augmented by a periodic
narrated address from the Chief Administrative Officer.
Departmental interests will be represented on the
Records Management Committee to ensure appropriate
records management practices are in place.
Performance Measurement (Appendix C)
Reduce citizen dissatisfaction levels with the types of
information received from the District by 5% per year.
Increase the percentage of the workforce using public
transit, walking or cycling to commute to work.
OFFICE OF THE CAO –ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2010 –2014 73
Organization Chart
Mayor
&
Council
Chief
Administrative
Officer
Jim Rule
Manager Strategic
Economic Initiatives
Sandy Blue
General Manager
Public Works &
Development Services
Frank Quinn
RCMP
Officer in Charge
Dave Walsh
Executive Director
to CAO
John Leeburn
General Manager
Community Development,
Parks &Recreation
Services
Mike Murray
General Manager
Corporate &Financial
Services
Paul Gill
Manager of
Sustainability and
Corporate Planning
Laura Benson
Executive Assistant
Sandra Ramsay
Executive Assistant
Cheryl Ennis
Manager Corporate
Communications
Sabrina Del Monte
Research Technician
Jacquie Bergmann
Erin Mark
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 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Chief Administrative Officer 1.0 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 1.0
Manager Corporate
Communications
0.5 1.0 1.0 1.0 1.0 1.0 0.7 1.0 1.0 1.0
Manager of Sustainability and
Corporate Planning
-----0.9 1.0 1.0 1.0 1.0
Policy Analyst --0.9 1.0 1.0 0.1 ----
Executive Assistant 2.1 3.0 3.0 3.0 2.0 2.0 2.0 2.0 2.0 2.0
Research Technician ----0.4 1.0 1.0 2.0 1.0 1.0
Full-Time Equivalent 3.6 5.0 6.9 7.0 6.4 7.0 6.7 8.0 7.0 7.0
One of the Research Technician positions is currently funded for 2010 only
OFFICE OF THE CAO –ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2010 –201474
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Conventions & Conferences (12100-6051)14 8 19 19 --19 19 19 19
Lease Expense (11000-6230)129 102 122 122 --122 122 122 122
Legal (12101-7030)35 6 --------
Lieu Time Payouts (12000-5700)--28 180 152 543%187 193 199 205
Memberships (12100-6270)26 27 29 29 --29 29 29 29
Miscellaneous (12101-6275)8 6 10 10 --10 10 10 10
Prov. Grant (Conditional) (12101-102-4252)---- 50 - 50 n/a ----
Publications (12101-6335)--1 1 --1 1 1 1
Salaries (12101-5500)472 510 519 590 71 14%540 560 580 602
Seminars/Prof Meetings/Train'g (12100-2 -4 4 --4 4 4 4
Studies & Projects (multiple)71 34 118 67 - 51 -43%67 67 67 67
TOTAL ADMINISTRATION 757 693 850 972 122 14%979 1,005 1,031 1,059
Includes Administration as well as Sustainability and Corporate Planning functions
Comments:
-Legal Cost –The budget is centralized in the Clerk’s Department. As legal expenses are incurred they are
charged to the departments initiating the cost. Expenses without budgets are therefore expected.
-Lieu Time Payouts –The 2009 budget was distributed to departments that had lieu time payout before the
2009 May budget being adopted. The 2010 budget does not show this as distributed b ecause it was adopted
in January.
-Prov. Grant (Conditional)–A grant was awarded from BC Hydro for energy efficiency initiatives.
-Salaries –The majority of the increase is due to funding associated with a position to address energy efficiency
initiatives and the balance of the increase a wage and benefit cost increase contingency.
Financial Plan –Legislative Services
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Committee Costs (13000-6045)--4 4 --4 4 4 4
Conventions & Conferences (13000-6051)21 20 21 21 --21 21 21 21
Grants & Donations (13000-6180)503 66 61 61 --61 62 62 62
Miscellaneous (13000-6275)11 15 8 8 --8 8 8 8
Public Relations (13000-7060)5 8 11 11 --11 11 11 11
Salaries (13000-5500)359 442 451 467 16 4%482 504 520 534
Training (13000-6400)1 7 16 16 --16 16 16 16
Utilities - Telephone (13000-6520)4 4 7 7 --7 7 7 7
TOTAL LEGISLATIVE 904 562 579 595 16 3%610 633 649 663
Comments:
-Grants & Donations –The 2008 actual costs included the Maple Ridge Secondary School running track
expansion.
OFFICE OF THE CAO –ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
District of Maple Ridge Five-Year Financial Plan 2010 –2014 75
Financial Plan –Communications
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Advertising (12105-6010)29 21 40 30 - 10 -25%30 30 30 30
Consulting (12105-7005)36 20 35 35 --35 35 35 35
Miscellaneous (12105-6275)5 6 5 5 --5 5 5 5
Publicity & Promotions (12105-6330)2 10 20 20 --20 20 20 20
Salaries (12105-5500)121 90 121 120 - 1 -1%125 129 134 139
Supplies - Software (12105-6280)1 -3 3 --3 3 3 3
TOTAL COMMUNICATIONS 194 147 224 213 - 11 -5%218 222 227 232
Comments:
-Advertising–2008 budget included funding of $10,000 to increase voter turnout.
OFFICE OF THE CAO –HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2010 –201476
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
expectations and provide opportunities for feedback
and input through the performance planning process.
Development is supported through internal and
external training and project opportunities.
The negotiation and day to day administration of two
Collective Agreements (including grievance and
classification administration) is another key service.
A number of critical programs are administered which
contribute to the wellbeing and productivity of our
employees. These include: the attendance support,
employee assistance, occupational health & safety,
employee recognition and suggestion, and employee
welfare benefits programs.
2010 Workplan Emphasis
Our high level priorities continue to be enhancing
leadership capacity, increasing cross-functional
involvement and ensuring we have adequate
succession plans. We will support and monitor the BCIT
accredited leadership program, the Office
Administration Certificate through Vancouver
Community College and our in-house practical
supervisory skills program. Additionally, we will expand
the successful executive coaching program and add an
internal mentoring program.
Revising the recruitment section of the District’s
website is an important deliverable this year as is
taking action to address the issues identified in the
Occupational Health and Safety Audit conducted in the
fall of 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
implemented and is working on initiatives in the areas
of the 3R’s waste reduction, alternative commuter
transportation, and energy reduction.
Performance Measurement (Appendix C)
Career development programs, particularly
certification programs, can support staff in their
current jobs as well as preparing them for future
opportunities.
OFFICE OF THE CAO –HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 77
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
Assistant
Dee Nagra
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director of Communications & HR 0.5 1.0 --------
Director of Corporate Support 0.5 ---------
Mgr Payroll & Employee Relations ----0.4 0.4 1.0 1.0 1.0 1.0
Senior Human Resources Officer 0.5 1.0 0.8 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Human Resources Officer 1.3 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Human Resources Assistant 0.5 -----0.3 1.0 1.0 1.0
Payroll Coordinator -----0.5 1.0 1.0 1.0 1.0
Payroll Clerk 0.9 0.8 1.0 1.0 0.9 0.5 0.1 ---
Human Resources Clerk 0.5 1.0 1.0 1.0 1.0 1.0 0.7 ---
Clerk II 1.3 0.3 0.2 0.1 0.3 0.6 0.6 0.5 0.5 0.5
Other 0.5 0.8 -0.2 0.3 -----
Full-Time Equivalent 6.5 5.9 4.0 4.3 5.0 5.0 5.6 5.5 5.5 5.5
OFFICE OF THE CAO –HUMAN RESOURCES
District of Maple Ridge Five-Year Financial Plan 2010 –201478
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Consulting (12102-7005)28 19 19 19 --19 19 19 19
Counselling (12102-7010)17 14 16 16 --16 16 16 16
Labour Relations (12102-6220)22 25 30 30 --30 30 30 30
Memberships (12102-6270)1 1 1 1 --1 1 1 1
Miscellaneous (12102-6275)17 12 13 13 --13 13 13 13
Municipal Functions (12102-5532)21 23 18 18 --18 18 18 18
Program Costs (multiple)63 72 109 93 - 16 -15%93 93 93 93
Recruiting Costs (12102-7065)82 27 49 49 --49 49 49 49
Retirement Expenditures (12102-5531)6 1 --------
Salaries (12102-5500)579 636 638 666 28 4%694 718 744 771
Severance (multiple)3 15 --------
Special Promotional Projects (12102-6331)36 36 46 31 - 15 -33%31 31 31 31
Studies & Projects (12102-6380)3 1 429 -- 429 -100%----
Training (multiple)195 218 199 203 4 2%211 218 227 235
TOTAL HUMAN RESOURCES 1,073 1,099 1,567 1,139 - 428 -27%1,175 1,206 1,241 1,276
Comments:
-Studies & Projects –The budget is funding for succession planning initiatives, the budget is drawn down for
succession planning costs in the year and the balance is carried forward. There is no ongoing funding source
for this initiative.
-Training –The corporate wide training budget is a function of total salaries.
OFFICE OF THE CAO –STRATEGIC ECONOMIC INITIATIVES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 79
Services Provided
The Department of Strategic Economic Initiatives
provides information and resources to help you start or
grow your business. We market the investment
opportunities in Maple Ridge to our strategic priority
sectors –Advanced Technology, Education, and
Tourism. Our goal is to attract industrial and
commercial investment to diversify the tax base and
create high value local jobs.We also offer a “one-stop”
Film Production Liaison service to assist in location
scouting and permits.
2010 Workplan Emphasis
This workplan was developed in consultation with the
Economic Advisory Commission (EAC) and insight from
the Maple Ridge Economic Summit –Building
Connected Communities. This day-long event that
brought together leaders from industry, associations,
and education as well as senior levels of government
significantly raised the profile of Maple Ridge as an
ideal location to invest.
We use a collaborative, relationship-based approach to
marketing. By working together with our partners and
building on our collective strengths, we significantly
increase the likelihood of achieving our goals of
strengthening our competitiveness, and creating an
increasingly more vibrant community. These
partnerships include national, regional, and local
agencies such as –EDAC, EDABC /LinxBC, Metro
Vancouver Commerce; and agencies such as Tourism
BC, Tourism Vancouver Coast and Mountains, School
District 42, and Fraser Health.
Our participation in Metro Vancouver Commerce (MVC)
–a group of member municipalities from across the
Metro Vancouver region whose focus is on investment
attraction is a key focus for 2010 as we participate in
‘The MVC Olympic Business Leveraging Initiative’,
designed to leave an outstanding business legacy in
Metro Vancouver. This program brings key decision
makers who intend to invest here to the Olympic Games
in February; and will be an important focus for the MVC
team until the end of 2011 as we follow-up on leads.
Developing a long range, sustainable regional Tourism
Strategy that includes product developm ent, marketing,
and visitor services is an important deliverable.
The Film Industry is big business in BC. Due in part to
Provincial incentives for the industry, BC continues to
enjoy a healthy film production climate, and Maple
Ridge sees more than our fair share of productions.
Our office works closely with the BC Film Commission to
ensure that Maple Ridge is well represented and that
we continue to attract productions.
Performance Measurement (Appendix C)
Build a sustainable community that includes a
balance of land use types.
Attract film productions through excellent customer
service, cost competitiveness, and a streamlined
process.
Retain the existing number of licensed businesses
and attract/generate incremental licensed
businesses to the District.
Organization Chart
OFFICE OF THE CAO –STRATEGIC ECONOMIC INITIATIVES
District of Maple Ridge Five-Year Financial Plan 2010 –201480
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director Economic Development -0.7 -------
Manager Strategic Economic
Initiatives
-----0.8 1.0 1.0 1.0 1.0
Business Retention & Expansion
Officer
-0.2 1.0 1.0 0.7 -0.6 0.8 0.8 0.8
Administrative Assistant -0.2 1.0 0.8 1.0 1.0 0.7 1.0 1.0 1.0
Film Production Liaison ---0.7 1.0 1.0 1.0 1.0 1.0 1.0
Other -------0.2 0.2 0.2
Full-Time Equivalent -1.0 2.0 2.6 2.7 2.8 3.3 4.0 4.0 4.0
The base budgets for 2010-2014 for this department follow, along with the prior year budget and actual am ounts
for the preceding two years.
Financial Plan –Strategic Economic Initiatives
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Contributions from Others (multiple)- 153 - 165 - 153 - 160 - 7 5%- 164 ---
Federal Grant (Conditional) (12106-4250)- 147 - 69 - 40 -40 -100%----
Miscellaneous Income (12106-4390)- 3 - 1 --------
Permits (12106-4445)- 10 - 4 - 5 - 5 --- 5 - 5 - 5 - 5
Prov. Grant (Unconditional) (12106-4253)- 10 - 40 --------
Sale of Service (12106-4600)- 14 - 5 - 10 - 10 --- 10 - 10 - 10 - 10
Total Revenue - 337 - 284 - 208 - 175 33 -16%- 179 - 15 - 15 - 15
Expense
Advertising (multiple)226 232 172 47 - 125 -73%47 47 47 47
Committee Costs (12106-6045)6 4 1 1 --1 1 1 1
Contract (12106-7007)35 49 35 35 --35 35 35 35
Conventions & Conferences (12106-6051)18 7 21 21 --21 21 21 21
Cost of Goods Sold (12106-7300)5 ---------
Grants & Donations (12106-6180)153 161 165 172 7 4%164 ---
Maintenance - Buildings (12106-8060)1 1 --------
Memberships (12106-6270)8 7 1 1 --1 1 1 1
Miscellaneous (12106-6275)-5 1 1 --1 1 1 1
Postage & Courier (12106-6305)--2 2 --2 2 2 2
Salaries (12106-5500)223 264 282 290 8 3%300 308 317 326
Studies & Projects (12106-6380)-11 15 15 --15 15 15 15
Supplies (12106-6300)15 4 2 2 --2 2 2 2
Travel (12106-6410)-2 --------
Wages (12106-5600)9 ---------
Total Expense 699 748 697 587 - 110 -16%589 433 442 451
TOTAL STRATEGIC ECONOMIC INITIATIVES 362 464 489 412 - 77 -16%410 418 427 436
Comments:
-Contributions from Others –Business Improvement Area levy charge to businesses in the downtown area.
-Federal Grant –Previous budgets included grant from the Union of British Columbia Municipalities for
community tourism.
-Grants and Donations –Remittances of the levy for the Business Improvement Area.
-Advertising –Previous actual costs included were largely for initiatives funded by grants.
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 81
The Community Development, Parks & Recreation
Services Division (CDPR) has responsibility for parks,
recreation, cultural activities, programs, facilities,
liaison with community groups, community
development work, accessibility, and emergency
preparedness. A brief summary of some of our 2009
accomplishments in the division are shown below,
followed by efficiency and effectiveness initiatives
which were undertaken by all areas, and the business
context relevant to the 2010-2014 planning period.
The subsequent pages in the CDPR section provide
information on the departments reporting to this
division, including staffing, 2010 workplan highlights,
performance measurements, and budgets. The
departments within this section are CDPR
Administration, Parks & Facilities, Recreation,
Community Services (incl. Social Planning), and
Emergency Services.
Select Division 2009 Accomplishments
Parks, Recreation & Cultural Plan research.
Land acquired:Cemetery,North Alouette Greenway,
Coniagas Trail, and Silver Valley Neighbourhood Park.
School District 42 site acquisition agreement.
Maple Ridge Public Art Committee and Volunteer
Coordinator’s Network established.
Supportive Housing project approved.
Maple Ridge and Pitt Meadows Spirit Squares
completed.
Disability Games hosted.
Outdoor Recreation &Sport Council and Pitt
Meadows Arena Steering Committee formed.
Senior’s Network established/Aging Communities
forum held.
Universal Design for Outdoor Spaces published.
70+ Special Events hosted.
Distributed 20,000 Outdoor Recreation guides.
Design completed for Pitt Meadows Arena and South
Bonson Community Centre.
After school clubs expanded to seven.
Listen to Us Youth Engagement in Pitt Meadows
completed –400+ surveys and 200 youth engaged in
workshops.
One new school neighbourhood garden developed.
Neighbourhood Futures conference held.
Farmers Market support enhanced growth (vendors
and attendance).
Community indicator profile updated.
Food Policy Table established.
Eric Langton community school “Hub” opened.
Whonnock Lake compensation planting completed.
Reg Franklin Park opened.
Maple Ridge Park,Eagle Park, and other play
equipment replaced.
First Silver Valley mini-park completed.
Dog off leash park consultation completed.
Leisure Centre energy retrofit completed.
136 Avenue trail and Pitt Meadows Senior Secondary
artificial turf field grants obtained.
Autodial valet implemented for emergency programs.
Emergency Evacuation Plan completed.
Pandemic Preparedness Plan developed.
Efficiency/Effectiveness Initiatives
Squeezing every benefit from our parks and facilities
(maximizing use).
Partnering with community organizations to deliver
service.
Partnering with private sector.
Network development (connecting people to
illuminate opportunities).
Use of prison crews for clean up projects.
Partnering with Metro Parks on land acquisitions.
Challenging those who want additional services to
raise funds.
Technology -online registration now 42% of total.
Self scanning stations to avoid bottlenecks.
Energy saving retrofits.
Encouraging collaboration and co-location.
Contracting where it makes sense (regular analysis of
new approaches).
Review of fees and charges (ensuring fee subsidy
programs remain).
Daily savings (i.e. perennials replacing annuals,
reduce color printing,and fewer software licences).
Business Context
During the process of developing the 2010–2014 plan
several challenges have been noted:
Facilities and fields experiencing maximum use
(population increasing by 1,500+ people per year).
Some neighbourhoods behind on park development.
Infrastructure issues –buildings reaching 10 years
old.
Reduced senior government funding for community
groups.
Requests from partners in service (Senior’s Society,
Festival,Equestrian, and Sport Groups, etc.).
Demand for low cost opportunities,subsidies, and
drop-in services.
Support to “networks”is effective, but demanding.
Transportation barriers for citizens.
Illegal dumping in park areas.
Rising poverty and unemployment rates -growing
number and increased complexity of social issues
(i.e. poverty now the leading cause of homelessness).
Sustainability of community networks and community
building projects in jeopardy due to change in funding
priorities.
CDPR –ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2010 –201482
Services Provided
The Community Development, Parks & Recreation
Services (CDPR) Administration section’s role is to
ensure coordination of resources in management and
development of parks, delivery of leisure services, and
act as a networking agent, information broker, and
community resource. Identified community needs are
addressed by a variety of approaches from direct
provision of services to establishing partnerships. In
addition, we are responsible for carrying out corporate
initiatives as directed by Council and the Corporate
Management Team, and we attend to enquiries and
request for assistance from fellow staff, Council
members, and the general public.
2010 Workplan Emphasis
We will prepare an implementation outline for the
recently updated Parks, Recreation, and Cultural
Master Plan to ensure appropriate services are
available for present and future customers and citizens
to live healthy lifestyles. We will complete the Maple
Ridge/ Pitt Meadows Joint Agreement review
incorporating Master Plan research, the previous BDO
Dunwoody review, and a “go it alone” financial analysis.
We will also reinvigorate the School District No.
42/Commission Master Agreement Steering
Committee. Finally, several key projects will also be
completed like the installation of a new artificial turf
field, upgrading the Pitt Meadows arenas and
construction of the South Bonson Community Centre.
Organization Chart
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 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
GM Community Dev, Parks & Rec.1.0 1.0 1.0 1.0 1.0 1.0 1.1 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 0.2 0.3 1.0 1.0 1.1 1.0 1.0 1.0
Full-Time Equivalent 2.5 2.5 2.2 2.3 3.0 3.0 3.2 3.0 3.0 3.0
CDPR –ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 83
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Conventions & Conferences (41200-6051)12 9 12 12 --12 12 12 12
Other Outside Services (41000/41200-7051)26 5 5 5 --20 5 5 20
PM - Cost Recovery (41200-4236)- 67 - 73 - 71 - 63 8 -11%- 68 - 67 - 68 - 73
Recovery - Other (40000-4372)-- 20 --------
Salaries (41200-5500)257 280 275 274 - 1 -326 408 464 540
Special Projects (40000-6385)44 81 73 -- 73 -100%----
Supplies (41200-6300)1 2 3 3 --3 3 3 3
TOTAL CDPR-ADMIN 273 284 297 231 - 66 -22%293 361 416 502
Comments:
-Other Outside Services –A citizen’s satisfaction survey is carried out every three years.
-Salaries –The Budget is in line with the wage and benefit cost contingency. In 2011 through 2014 there is
funding to address costs associated with growth for this division.
-Special Projects –2009 budget contained funding for the Fraser Riverfront Master Plan.
Financial Plan –CDPR Support
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Bank Charges (47500-6030)28 33 28 32 4 14%32 32 32 32
Federal Grant (Conditional) (41300-4250)- 2 - 2 --------
Insurance (41210-6210)89 63 102 103 1 1%103 103 104 104
Memberships (41000/41100-6270)5 5 4 4 --4 4 4 4
Miscellaneous (multiple)23 20 14 14 --14 14 14 14
Program Costs (41300-6325)-2 --------
Salaries (multiple)1,687 1,871 1,838 1,913 75 4%1,991 2,060 2,130 2,207
Service Severance Costs (41400/42000-5150)32 27 43 43 --43 43 43 43
SS Allocation (41000-5425)- 2,125 - 2,286 - 2,097 - 2,189 - 92 4%- 2,270 - 2,337 - 2,408 - 2,484
Supplies (multiple)42 36 50 50 --50 50 50 50
Supplies - Software (41100-6280)71 73 99 89 - 10 -10%89 89 89 89
Vehicle Costs (41100/41400-6430)34 52 33 34 1 3%35 35 36 37
Wages (41210-5600)104 104 100 128 28 28%139 143 148 153
TOTAL CDPR-SUPPORT - 11 - 2 214 221 7 3%230 236 242 249
Comments:
-SS Allocation –The Support Services area, which is shown under the heading Marketing & Customer Service,
increased in cost. The Support Services costs are allocated out to each area in Community Development Parks
& Recreation Services (CDPR).
-Wages –A part time booking clerk has been moved here by reallocating wage budgets from other areas.
CDPR –COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –201484
Services Provided
The Community Services Department is comprised of
three functions: Social Planning, Youth Services, and
Neighbourhood Development.
Social Planning supports the Social Planning Advisory
Committee to improve the social well-being of the com-
munity by building community capacity through Social
Services Network Development, Community Solutions
initiatives, Community Building initiatives, and by en-
couraging Socially Sustainable practices for current and
future citizens.
Youth Services oversees the Greg Moore and the Pitt
Meadows Youth Centres and provides recreational pro-
gram services for preschool children (0 -5 years), school
children (6 -12 years), and youth (13 -18 years)
throughout Maple Ridge and Pitt Meadows.
Programming utilizes a benefit-based approach with a
focus on active living and leadership development. As
concerns grow regarding inactivity levels and the effects
of the growing number of children living in poverty, part-
nerships have been developed to offer programming
within a collaborative framework increasing the depart-
ment’s ability to respond to the growing needs of these
age groups.
The department recognizes the importance of the role
that neighbourhoods play in overall community health
and wellness. Neighbourhood Services supports
neighbourhood development; Neighbourhood Network
development; and neighbourhood input to community
planning processes. This work is enhanced by the de-
velopment of partnerships and through the contribution
to community wide initiatives.
2010 Workplan Emphasis
Social Planning will host a community prioritization
workshop utilizing the 2009 Snapshot Community Pro-
file to provide direction for the development of the So-
cial Planning Strategic Plan. With the Planning Depart-
ment, the process to update the Affordable Housing
Strategy will be initiated. Staff will be supporting the
Alouette Home Start Society with the development of the
proposed Supportive Housing Project, community
building initiatives such as the Building Community Solu-
tions project, the Hive Neighbourhood Centre at Eric
Langton, and the Haney Farmers Market.
The diversity of program focuses and delivery frame-
works for preschool and children’s recreation programs
will continue as will the new experiential education and
outdoor adventure programs. Work with community
partners to explore alternative approaches to offering
subsidized recreation program opportunities continues.
Youth Services will expand active and nutritional educa-
tion focused recreation programs. The Youth Action
Park Leadership Steering Committee will focus on ex-
panding the Youth Mentorship Program and planning for
the Pitt Meadows Youth Action Park in 2011. Pre-teen
registered programs will be expanded and the Pitt
Meadows Youth Engagement Process Team will be sup-
ported in the Listen To Us project follow-up and imple-
mentation planning. Programming will be designed and
implemented for the new multi-use sport court at Pitt
Meadows Family Recreation Centre.
Neighbourhood Development will support opportunities
to encourage the development of a neighbourhood net-
work focused on creating healthy connected neighbour-
hoods. A focus is to support long term community initia-
tives such as the efforts to create a community garden
plan, the development of school-neighbourhood gar-
dens, and a neighbourhood seed grant program.
Performance Measurement (Appendix C)
Support the Building Community Solutions Steering
Committee in their goal of identifying and supporting
leadership development and strengthening of neigh-
bourhoods through the promotion and implementa-
tion of the Neighbourhood ‘Seed Grant’ program.
Support the work of Substance Misuse Prevention
Standing Committee of the Community Network to
address the 10 priority recommendations outlined in
the 2007 Substance Misuse Prevention Strategic
Plan “Putting the Pieces Together.”
Support the community social service network in a
collaborative process to access additional resources
to address community needs,issues, and priorities.
CDPR –COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 85
Organization Chart
Director of
Community
Services
Sue Wheeler
Administrative
Assistant .5 FTE
Pat Shiratti
Recreation Coordinator
(Neighbourhood Dev)
Christine
DiGiamberardine
Recreation Coordinator
(Social Planning/
Children’s)
Shawn Mathewson
Recreation
Programmer
(Children’s)
Jennifer Baillie
Program Assistant I
(Children’s)
Clint Gamache
.5 FTE
Kathryn Shiratti
Recreation
Leaders
50 PT
Recreation
Coordinator (Youth)
Tony Cotroneo
Youth Program
Supervisor
Brian Patel
Program Assistant II
(Youth)
Adam Rieu
Meghan MacMillan
Program Assistant I
(Youth)
Nichole Wismer
.5 FTE
Richard Bosma
Youth Workers
37 PT
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director of Community Services ---0.1 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Manager -Central 1.0 1.0 1.0 0.9 ------
Recreation Coordinator 1.3 1.2 1.4 2.0 2.2 3.0 3.2 3.0 3.0 3.0
Youth Program Supervisor ------0.6 1.0 1.0 1.0
Recreation Programmer 0.9 1.0 2.0 2.1 1.9 1.8 1.4 1.0 1.0 1.0
Administrative Assistant ------0.5 0.5 0.5 0.5
Youth Program Assistant II 0.5 0.3 0.6 0.7 -0.7 2.0 2.0 2.0 2.0
Program Assistant 4.6 4.1 2.9 3.4 4.3 4.3 2.6 3.0 3.0 3.0
Full-Time Equivalent 8.3 7.5 7.9 9.1 9.4 10.8 11.3 11.5 11.5 11.5
CDPR –COMMUNITY SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –201486
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
PM - Cost Recovery (52500-4236)--- 14 - 16 - 2 14%- 17 - 17 - 18 - 18
Program Costs (52500-6325/6326)8 ---------
Prov. Grant (Conditional) (52500-4252)- 4 ---------
Salaries (52500-5500)78 77 156 163 7 4%170 175 181 188
Special Promotional Projects (52500-6331)7 13 13 -- 13 -100%----
SS Allocation (52500-5425)42 46 42 44 2 5%45 47 48 50
Studies & Projects (52500-6380)17 18 103 10 - 93 -90%10 10 10 10
TOTAL SOCIAL PLANNING 148 154 300 201 - 99 -33%208 215 221 230
Comments:
-Special Promotional Projects, Salaries, Studies & Projects –2009 budget contains funding for a variety of
Social Planning Action Committee and neighbourhood building initiatives that were n ot completed in 2007, and
were carried forward.
Financial Plan –Youth
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Lease Revenue (45022-4310)- 12 - 10 - 10 - 10 --- 10 - 10 - 10 - 10
Lessons / Program Fees (multiple)- 22 - 21 - 33 - 33 --- 33 - 33 - 33 - 33
Other Grant (Conditional) (45025-4258)- 103 - 74 - 31 - 31 --- 31 - 31 - 31 - 31
PM - Cost Recovery (45020/52400-4236)- 142 - 199 - 156 - 160 - 4 3%- 169 - 176 - 185 - 194
Program Fees (multiple)- 51 - 79 - 46 - 46 --- 46 - 46 - 46 - 46
Programs (multiple)- 206 - 219 - 241 - 263 - 22 9%- 263 - 263 - 263 - 263
Programs - Special Events (multiple)- 102 - 137 - 84 - 84 --- 84 - 84 - 84 - 84
Prov. Grant (Conditional) (45020/45025-4252)- 54 - 59 --------
Prov. Grant (Unconditional) (45021-4253)- 25 - 19 - 13 - 13 --- 13 - 13 - 13 - 13
Rentals (45022-4500)- 2 -- 1 - 1 --- 1 - 1 - 1 - 1
Total Revenue - 719 - 817 - 615 - 641 - 26 4%- 650 - 657 - 666 - 675
Expense
Maintenance - Buildings (45022-8060)23 17 17 17 --17 17 17 17
Program Costs (multiple)450 564 347 357 10 3%367 376 385 395
Salaries (multiple)732 850 597 631 34 6%656 677 702 727
SS Allocation (45020-5425)127 137 126 131 5 4%136 140 145 149
Supplies (45022-6300)2 3 4 4 --4 4 4 4
Travel (45026-6410)15 15 13 13 --14 14 14 15
Utilities - Cable (47500-6510)3 2 5 5 --5 5 5 5
Wages (41250/45025-5600)110 115 147 138 - 9 -6%145 149 154 160
Total Expense 1,462 1,703 1,256 1,296 40 3%1,344 1,382 1,426 1,472
TOTAL YOUTH 743 886 641 655 14 2%694 725 760 797
Comments:
-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 2010 –2014 87
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 oversees maintenance of all Municipal facili-
ties including the Municipal Hall, fire halls, and public
safety buildings as well as rental and leased properties.
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.
2010 Workplan Emphasis
We will be focusing on the development of five new dog
off-leash areas, which is a result of an extensive public
process through meetings, open houses, and an “online
survey” with dog owners, residents, and other stake-
holders. This process was conducted by staff and a
volunteer steering committee who recommended the
proposed sites, which will be a great addition to the one
very well-used off-leash area offered at this time.
We will be working closely with volunteers and other
local bicycle enthusiasts to construct mountain bike
skill development areas, (one of which is subject to Ag-
ricultural Land Commission approval for non farm use).
Construction will begin on the Albion Park site early in
2010. The second mountain bike skills park will pro-
ceed once approval has been provided by the Agricul-
tural Land Commission.
We will be implementing recommendations contained
in the 2008 Cemetery Master plan which include ex-
pansion of the existing site adding an additional three
acres of land (already underway), as well as the expan-
sion of our services to include columbaria interments at
the Maple Ridge Cemetery. We will also purchase and
implement a new cemetery records management sys-
tem to provide enhanced customer service and man-
agement of historical cemetery records.
We will completely renovate two of our divisional sized
soil based sports fields, adding irrigation and drainage
systems at both sites as well as extensive re-levelling
work to ensure that both of these popular sports fields
can be used by a wide range of sports including soft-
ball, baseball, soccer, and lacrosse. A new synthetic
sports field will also be constructed in 2010, adding
both enhanced practice capability for soccer, football,
and lacrosse players.
We will be working closely with Metro Parks on the de-
sign and construction of a bridge crossing over the
Alouette River at 136 Avenue connecting the trails to
the east and west of the equestrian center and dyke
trail system. The bridge will be constructed to accom-
modate pedestrians, cyclists, and equestrians, while
protecting the valuable wildlife habitat in this area.
Another focus area will be the construction of a new
children’s spray park area in Maple Ridge, which will
provide an alternative to the many residents who enjoy
the existing spay park opportunities at Maple Ridge
Park and Harris Road Park. Members of the community
will be asked to contribute their ideas and suggestions
on what features can be incorporated into the design of
this new park.
Performance Measurement (Appendix C)
Support and promote citizen volunteer participation
as a valuable leisure and recreation activity.
By 2020, the BC Government has committed to re-
duce its greenhouse gas emissions by 33% from
2007 levels. This target will be used until a commu-
nity target specific to Maple Ridge has been adopted.
Promote individual and community responsibility for
the stewardship of natural resources.
Provide new park areas in consultation with residents
to determine needs and ensure maximum facility use.
Extend the useful life of facilities by managing
preventative maintenance and repair/replace lifecycle
programs.
CDPR –PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2010 –201488
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director Parks & Facilities 1.0 1.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Parks & Open Space Manager 1.0 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Parks Superintendent ------0.9 1.0 1.0 1.0
Facilities Operations Manager 1.0 1.0 1.0 0.3 1.0 1.0 1.0 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 --------
Sr. Parks & Leisure Services Clerk ------0.2 1.0 1.0 1.0
Parks & Leisure Services Clerk --1.2 1.8 2.0 1.7 2.2 1.0 1.0 1.0
Playground Maintenance Worker 1.0 1.0 1.0 1.0 -0.7 1.0 1.0 1.0 1.0
Foreman III 1.0 1.7 2.0 2.0 2.0 2.0 1.9 2.0 2.0 2.0
Foreman II -Cemetery 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0
Foreman II 1.0 1.0 1.0 1.0 1.7 1.2 0.9 1.0 1.0 1.0
Tradesperson Foreman 0.9 ---------
Tradesperson II -Carpenter 0.3 0.4 1.0 1.0 1.7 1.8 1.9 2.0 2.0 2.0
Tradesperson II -Electrician 1.0 0.2 ----0.8 1.0 1.0 1.0
Tradesperson II -Gardener 1.0 1.0 0.8 1.0 0.3 -----
Tradesperson II -Plumber ----0.5 1.0 1.0 1.0 1.0 1.0
Tradesperson I -Carpenter ---0.5 0.1 -----
Tradesperson I -Gardener 1.0 1.0 1.0 1.8 1.7 1.7 1.9 2.0 2.0 2.0
Equipment Operator II 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 1.0
Parks Worker -----0.7 1.0 1.0 1.0 1.0
Truck Driver II 1.0 1.0 1.0 1.0 1.0 0.1 ----
Labourer 4.4 5.2 4.8 4.3 7.8 7.6 7.5 8.0 8.0 8.0
Full-Time Equivalent 19.0 19.0 19.7 20.5 24.5 24.4 27.2 28.0 28.0 28.0
CDPR –PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 89
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Lease Revenue (43500-4310)- 154 - 194 - 155 - 175 - 20 13%- 175 - 175 - 175 - 175
SS Allocation (43500-5425)21 23 21 22 1 5%23 23 24 25
User Fees (multiple)- 108 - 86 - 61 - 61 --- 61 - 61 - 61 - 61
Total Revenue - 241 - 257 - 195 - 214 - 19 10%- 213 - 213 - 212 - 211
Expense
Burden (Salaries) (42000-5100)- 29 - 116 --------
Contract (43200-7007)5 -8 8 --8 8 8 8
Maintenance - Buildings (41250/43200-8060)70 84 60 61 1 2%62 65 66 67
Maintenance - General (multiple)1,935 2,134 1,924 2,109 185 10%2,250 2,360 2,476 2,597
Maintenance - Grounds (multiple)95 111 107 109 2 2%113 115 119 123
Non-Productive Time (42000-5800)18 20 --------
Other Outside Services (10000-7051)109 84 146 146 --126 126 126 126
PM - Cost Recovery (multiple)- 458 - 493 - 479 - 520 - 41 9%- 550 - 576 - 603 - 630
SS Allocation (multiple)425 458 420 438 18 4%454 468 482 498
Total Expense 2,170 2,282 2,186 2,351 165 8%2,463 2,566 2,674 2,789
TOTAL PARKS 1,929 2,025 1,991 2,137 146 7%2,250 2,353 2,462 2,578
Comments:
-Maintenance –General –Includes funding to maintain additional assets from growth. The maintenance costs
of additional park inventory in Maple Ridge and Pitt Meadows for 2010 is $131,250. This is higher than it has
been in recent years due to the extent of new parks. The annual increase for 2011 and beyond due to new
parks is between $65,000 and $85,000.
-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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Insurance (11000-6210)13 45 37 37 --37 37 37 37
Maintenance - Buildings (47700/52000-8060)6 14 --------
Maintenance - General (11000/22000-8056)238 249 252 276 24 10%291 291 292 292
Salaries (11000-5500)57 60 58 60 2 3%62 65 67 70
SS Allocation (11500-5425)234 251 231 241 10 4%250 257 265 273
Taxes - Rental Properties (10000/11500-4530)53 17 58 60 2 3%62 65 67 69
TOTAL FACILITIES 601 636 636 674 38 6%702 715 728 741
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 –2010 budget includes additional operating costs for the increased size of Fire Hall
#1.
-SS Allocation –The Support Services area, which is shown under the heading Marketing & Customer Service,
increased in cost. The Support Services costs are allocated out to each area in Community Development Parks
& Recreation Services.
CDPR –PARKS & FACILITIES
District of Maple Ridge Five-Year Financial Plan 2010 –201490
Financial Plan –Infrastructure
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Infrastructure (multiple)130 75 63 127 64 102%127 127 127 127
Lifecycle (multiple)443 1,024 464 473 9 2%499 500 502 502
TOTAL INFRASTRUCTURE 573 1,099 527 600 73 14%626 627 629 629
Financial Plan –Library
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Contract (47200-7007)2,112 2,197 2,197 2,307 110 5%2,423 2,544 2,696 2,831
Lease Expense (47200-6230)-14 --------
Lease Revenue (47200-4310)- 6 - 5 --------
Maintenance - Buildings (47200-8060)181 168 156 156 --156 156 156 156
Operating Capital (47200-9050)8 7 6 6 --6 6 6 6
Rentals (47200-4500)- 1 - 2 - 2 - 2 --- 2 - 2 - 2 - 2
SS Allocation (47200-5425)42 46 42 44 2 5%45 47 48 50
TOTAL LIBRARY 2,336 2,425 2,399 2,511 112 5%2,628 2,751 2,904 3,041
Financial Plan –Cemetery
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Fees (52100-4220)- 122 - 163 - 129 - 192 - 63 49%- 192 - 192 - 192 - 192
Plots (52100-4450)- 100 - 157 - 322 - 279 43 -13%- 279 - 279 - 279 - 279
Recovery - Other (52100-4372)- 31 - 19 - 14 - 21 - 7 50%- 23 - 25 - 27 - 29
Total Revenue - 253 - 339 - 465 - 492 - 27 6%- 494 - 496 - 498 - 500
Expense
Maintenance - General (52100-8056)182 192 181 186 5 3%193 198 205 210
Purchases (52100-7380)4 4 10 10 --10 10 10 10
SS Allocation (52100-5425)53 57 52 55 3 6%57 58 60 62
Total Expense 239 253 243 251 8 3%260 266 275 282
TOTAL CEMETERY - 14 - 86 - 222 - 241 - 19 9%- 234 - 230 - 223 - 218
Comments:
-Plots/Fees –Plot fees were increased to fund debt payments associated with borrowing of $3.3 million to
expand the cemetery. Debt payments are shown in Fiscal Services. The budget has been redistributed
between fees and plots.
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 91
Services Provided
The Recreation Department operates public facilities
and a broad range of recreation programs and services
in collaboration with community organizations and
agencies such as the Maple Ridge and Pitt Meadows
Arts Centre Society, the Ridge Meadows Seniors Centre
Society, Museum and Heritage Societies, School District
No. 42, not for profit groups, and the business
community.Facilities include multi-use fitness and
aquatic centres, seniors’ recreation centre, ice arenas,
library, arts centre and theatre, community halls and
curling club. Programs include drop-in or pre-registered
arts and culture, aquatic, fitness, skating, and others.
Services include recreation access programs; volunteer
development; festival development; and community
planning tables for sport and activity initiatives, as well
as administrative duties such as ice and sport field
scheduling. 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.
2010 Workplan Emphasis
Senior’s Network Work Plan development
Support PM Seniors Centre Advisory Committee to
expand volunteer base
MR and PM Heritage Societies’ Fee for Service
Training series for non-profit boards and volunteers
Low cost Recreation Guide
Review participation program and additional funding
sources
Retrofit boxing studio to maximise use
Complete RFP’s for public skate and lesson delivery
Finalize PM Arena Operator RFP
Install additional adaptive fitness equipment and new
pool lift
Planet Ice User Advisory Committee
2011 Fees and Charges
Golden Ears Winter Club lease
Expand sport groups registration system use
Sponsorship for outdoor guide reprint
PM Arena upgrades
South Bonson Community Centre construction and
opening preparations
Olympic and Para-Olympic Torch Relay events in MR
and PM
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
lifestyles.
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.
Reduce greenhouse gas emissions by 54% in
2010 from the 2008 baseline of 855 tonnes.Since
the Leisure Centre’s emissions are caused by using
electricity and natural gas, reducing emissions also
means using less energy and saving money.
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –201492
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director of Recreation ---0.1 1.0 1.0 1.0 1.0 1.0 1.0
Manager Marketing & Customer Serv 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 1.0
Recreation Coordinator 3.5 3.5 3.6 4.0 4.2 3.3 3.4 3.4 3.4 3.4
Recreation Facility Supervisor -----0.6 1.0 1.0 1.0 1.0
Technical Support Supervisor 1.0 0.9 1.0 0.5 1.0 -----
Office Supervisor 1.0 0.5 --------
Aquatic Leader III 4.6 5.1 4.9 4.9 4.2 3.4 3.8 3.8 3.8 3.8
Recreation Programmer 0.2 1.0 1.4 1.0 1.9 2.0 2.0 2.0 2.0 2.0
Administrative Assistant --1.0 1.0 0.8 1.5 0.5 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 1.0
Customer Service Supervisor -0.8 3.0 2.5 3.0 3.0 3.0 3.0 3.0 3.0
Working Supervisor Bldg Serv.1.1 1.0 1.0 -------
Booking Clerk 2.0 1.8 1.7 1.4 1.8 2.0 2.0 2.0 2.0 2.0
Program Assistant 0.7 0.6 --0.1 0.6 1.0 1.0 1.0 1.0
Clerk II 1.8 1.6 0.3 -0.7 0.7 0.8 0.8 0.8 0.8
Cashier Clerk Receptionist 8.9 8.6 8.1 8.1 8.6 8.3 7.0 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 10.7 9.5 8.8 7.1 9.1 9.2 10.4 10.4 10.4 10.4
Aquatic Leader I 5.3 6.0 6.7 8.6 6.8 8.0 6.1 6.1 6.1 6.1
Building Service Worker 9.9 10.4 10.4 11.3 10.9 11.6 11.5 11.7 11.7 11.7
Other ---0.3 ------
Full-Time Equivalent 56.3 57.3 57.7 56.7 58.9 61.2 59.6 59.8 59.8 59.8
Contract staff are not represented.
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 93
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Admin Fee (47500-4100)- 8 - 11 - 9 - 9 --- 9 - 9 - 9 - 9
Admissions (47500-4110/4111)- 839 - 840 - 801 - 841 - 40 5%- 841 - 841 - 842 - 841
Lease Revenue (47500-4310)- 78 - 55 - 67 - 67 --- 67 - 67 - 67 - 67
Lessons / Program Fees (47500-4320)- 354 - 388 - 310 - 350 - 40 13%- 350 - 350 - 350 - 350
Miscellaneous Income (47500-4390)- 15 - 15 - 9 - 14 - 5 56%- 14 - 14 - 14 - 14
Programs (multiple)- 241 - 246 - 242 - 257 - 15 6%- 257 - 257 - 257 - 257
Prov. Grant (Conditional) (47500-4252)-- 4 --------
Recovery - Other (47500-4372)- 20 ---------
Rentals (multiple)- 71 - 100 - 77 - 84 - 7 -- 84 - 84 - 84 - 84
Taxes - Rental Properties (47500-4530)-13 --------
Total Revenue - 1,626 - 1,646 - 1,515 - 1,622 - 107 7%- 1,622 - 1,622 - 1,623 - 1,622
Expense
Cost of Goods Sold (47500-7300)8 8 6 9 3 50%9 9 9 9
Equipment (47500-7340)-17 15 15 --15 15 15 15
Maintenance (47500-8057/8056)465 485 458 392 - 66 -14%392 391 391 391
Non-Productive Time (47550-5800)28 40 39 40 1 3%41 42 43 44
PM - Cost Recovery (47500-4236)- 329 - 349 - 358 - 375 - 17 5%- 396 - 413 - 431 - 451
Program Costs (multiple)366 426 388 424 36 9%429 436 442 448
Programs - Emergency Services (47500-6328)74 60 67 69 2 3%71 73 75 75
Publicity & Promotions (47500-6330)62 72 73 73 --73 73 73 73
SS Allocation (47500-5425)388 417 383 400 17 4%414 427 440 453
Supplies (multiple)82 78 70 82 12 17%82 82 82 82
Wages (multiple)1,729 1,715 1,718 1,815 97 6%1,889 1,952 2,018 2,090
Total Expense 2,873 2,969 2,859 2,944 85 3%3,019 3,087 3,157 3,229
TOTAL LEISURE CENTRE 1,247 1,323 1,344 1,322 - 22 -2%1,397 1,465 1,534 1,607
Comments:
-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.
-Maintenance -As a result of a capital investment in an energy efficient heating system, the annual cost of
natural gas is expected to decrease by at least $65,000.
-Programs Fees & Wages –Both the revenues and associated expenses have increased with increased volume
of users.
Financial Plan –Seniors
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Contract (45010/47300-7007)181 171 202 207 5 2%212 218 224 230
Lease Revenue (47300-4310)- 20 - 20 - 20 - 20 --- 20 - 20 - 20 - 20
Maintenance - General (47300-8056)---14 14 n/a 15 15 16 16
PM - Cost Recovery (47300-4236)- 41 - 40 - 46 - 50 - 4 9%- 51 - 53 - 54 - 56
Program Costs (47300-6325)-2 --------
Prov. Grant (Conditional) (47300-4252)-- 3 --------
SS Allocation (47300-5425)53 57 52 55 3 6%57 58 60 62
TOTAL SENIORS 173 167 188 206 18 10%213 218 226 232
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –201494
Financial Plan –Outdoor Pools
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Admissions (47400/47410-4110)- 19 - 25 - 33 - 33 --- 33 - 33 - 33 - 33
Lessons / Program Fees (47400-4320)- 8 - 8 --------
PM - Cost Recovery (47410-4236)- 21 - 24 - 20 - 21 - 1 5%- 21 - 22 - 23 - 24
Total Revenue - 48 - 58 - 53 - 54 - 1 2%- 54 - 55 - 56 - 57
Expense
Maintenance - General (47400/47410-8056)48 51 39 39 --39 39 40 41
Program Costs (47410-6325)24 29 25 26 1 4%27 28 29 30
Salaries (47410-5500)1 -2 2 --2 2 2 2
SS Allocation (47400-5425)42 46 42 44 2 5%45 47 48 50
Utilities (47410-6500)-1 1 1 --1 1 1 1
Wages (47410-5600)23 28 26 27 1 4%28 29 30 31
Total Expense 138 155 135 139 4 3%142 146 150 155
TOTAL OUTDOOR POOLS 90 97 82 85 3 4%88 91 94 98
Financial Plan –Heritage
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Admissions (48000-4110)--- 2 - 2 --- 2 - 2 - 2 - 2
Contract (48000-7007)155 179 179 198 19 11%202 206 210 214
Maintenance - General (48000-8056)16 11 9 9 --9 9 9 9
Maintenance - Grounds 15 35 25 25 --25 25 25 25
PM - Cost Recovery (48000-4236)- 40 - 48 - 46 - 50 - 4 9%- 51 - 52 - 53 - 54
SS Allocation (48000-5425)27 29 26 27 1 4%28 29 30 31
TOTAL HERITAGE 173 206 191 207 16 8%211 215 219 223
Comments:
-Contract –The 2010 budget increase is from increased funding to the Maple Ridge Historic Society and the Pitt
Meadows Heritage and Museum Society.
Financial Plan –Special Services
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Lessons / Program Fees (45010/45015-4320)- 44 - 52 - 40 - 40 --- 40 - 40 - 40 - 40
Other Grant (Conditional) (45015-4258)- 33 - 2 --------
PM - Cost Recovery (45010-4236)- 54 - 58 - 61 - 38 23 -38%- 39 - 40 - 41 - 42
Program Costs (45015-6325/6326)67 60 62 42 - 20 -32%42 42 42 42
Programs - Subsidized Admiss. (45015-6329)2 1 13 13 --13 13 13 13
Prov. Grant (Conditional) (45010-4252)- 28 - 35 - 34 - 34 --- 34 - 34 - 34 - 34
Salaries (multiple)200 200 194 89 - 105 -54%93 96 99 102
SS Allocation (45010-5425)74 80 73 77 4 5%79 82 84 87
Supplies (multiple)7 11 15 15 --15 15 15 15
Wages (45010/45015-5600)42 34 32 34 2 6%34 34 34 34
TOTAL SPECIAL SERVICES 233 239 254 158 - 96 -38%163 168 172 177
Comments:
-Program Costs –The costs of employee fitness program has been moved to Human Resources.
-Salaries –Staff costs previously recorded here has been moved to Special Events.
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 95
Financial Plan –Arts
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Contract (multiple)558 610 608 621 13 2%646 666 682 694
Lease Revenue (47700-4310)- 80 - 80 - 80 - 80 --- 80 - 80 - 80 - 80
Maintenance - General (47700-8056)8 11 6 7 1 17%7 7 7 7
PM - Cost Recovery (47700-4236)- 108 - 121 - 109 - 114 - 5 5%- 118 - 122 - 126 - 128
SS Allocation (47700-5425)74 80 73 77 4 5%79 82 84 87
TOTAL ARTS 452 500 498 511 13 3%534 553 567 580
Financial Plan –Pitt Meadows Heritage Hall
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Admissions (47610-4110)- 27 - 22 - 24 - 24 --- 24 - 24 - 24 - 24
PM - Cost Recovery (46550-4236)---- 10 - 10 n/a - 26 - 26 - 26 - 26
Program Fees (45020/46550-4230)---- 5 - 5 n/a - 10 - 10 - 10 - 10
Rentals (46550-4500)---- 22 - 22 n/a - 44 - 44 - 44 - 44
Total Revenue - 27 - 22 - 24 - 61 - 37 154%- 104 - 104 - 104 - 104
Expense
Maintenance - Buildings (46550/47010-8060)86 141 132 139 7 5%180 183 186 189
PM - Cost Recovery (41210-4236)- 20 - 32 - 27 - 28 - 1 4%- 29 - 30 - 31 - 32
Program Costs (46550-6325)-5 6 26 20 333%62 62 62 62
SS Allocation (47610-5425)48 51 47 49 2 4%51 53 54 56
Utilities (47610-6500)1 1 1 1 --1 1 1 1
Wages (46550-5600)-4 4 34 30 750%68 68 68 68
Total Expense 115 170 163 221 58 36%333 337 340 344
TOTAL PM HERITAGE HALL 88 148 139 160 21 15%229 233 236 240
Comments:
-South Bonson Amenity Building costs and revenues are factored in based on half a year’s operation in 2010.
Financial Plan –Arenas
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget ∆
%
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Admissions (multiple)- 35 - 40 - 31 - 1,041 - 1,010 3,258%- 1,041 - 1,041 - 1,041 - 1,041
Lease Revenue (47010/47100-4310)--- 27 - 27 --- 27 - 27 - 27 - 27
Lessons / Program Fees (47010/47600-4320)- 64 - 67 - 58 - 58 --- 58 - 58 - 58 - 58
PM - Cost Recovery (47100/47600-4236)- 130 - 120 - 113 - 140 - 27 24%- 148 - 156 - 165 - 175
Programs - Special Events (47010-4324/4325)- 964 - 1,210 --------
Rentals (multiple)- 208 - 209 - 181 - 181 --- 181 - 181 - 181 - 181
Total Revenue - 1,401 - 1,646 - 410 - 1,447 - 1,037 253%- 1,455 - 1,463 - 1,472 - 1,482
Expense
Lease Expense (47010-6230)79 44 68 68 --68 68 68 68
Maintenance - General (47100/47600-8056)6 55 -20 20 n/a 20 20 20 20
Program Costs (multiple)663 712 724 1,848 1,124 155%1,884 1,925 1,969 2,018
Programs - Emergency Services (47010-6328)1,071 1,269 --------
SS Allocation (47100/47600-5425)74 80 73 77 4 5%79 82 84 87
Supplies (47000/47600-6300)10 6 14 14 --14 14 14 14
Total Expense 1,903 2,166 879 2,027 1,148 131%2,065 2,109 2,155 2,207
TOTAL ARENAS 502 520 469 580 111 24%610 646 683 725
Comments:
-Admissions/Program Costs –Estimated revenues and operating costs for the arena in Pitt Meadows are
included in the 2010 budget.
CDPR –RECREATION
District of Maple Ridge Five-Year Financial Plan 2010 –201496
Financial Plan –Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Fees (41250-4220)- 2 - 1 - 3 - 2 1 -33%- 2 - 2 - 2 - 2
Lease Revenue (41250-4310)- 26 - 26 - 18 - 18 --- 18 - 18 - 18 - 18
PM - Cost Recovery (41250-4236)- 130 - 138 - 119 - 125 - 6 5%- 129 - 133 - 137 - 141
Program Fees (41250-4231)- 68 - 40 - 50 - 50 --- 50 - 50 - 50 - 50
Programs (41250-4322)- 75 - 82 - 79 - 79 --- 79 - 79 - 79 - 79
Rentals (41250-4501/4502)- 26 - 28 - 17 - 27 - 10 59%- 27 - 27 - 27 - 27
Rentals (46500-4500)- 28 - 22 - 29 - 29 --- 29 - 29 - 29 - 29
Total Revenue - 355 - 337 - 315 - 330 - 15 5%- 334 - 338 - 342 - 346
Expense
Contract (46500-7007)13 13 15 15 --15 15 15 15
Maintenance - General (multiple)215 184 167 190 23 14%195 199 204 208
Program Costs (multiple)105 103 116 111 - 5 -4%111 111 111 111
Salaries (41250-5500/5503)113 143 148 155 7 5%161 166 172 179
SS Allocation (41250-5425)303 326 299 312 13 4%324 333 343 354
Supplies (multiple)21 20 24 24 --24 24 24 24
Utilities (46500-6500)2 1 11 11 --11 11 11 11
Wages (41250-5601/5602)23 26 --------
Total Expense 795 816 780 818 38 5%841 859 880 902
TOTAL PMFRC 440 479 465 488 23 5%507 521 538 556
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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Miscellaneous Income (45030-4390)- 1 - 1 --------
PM - Cost Recovery (45030-4236)- 32 - 34 - 42 - 46 - 4 10%- 47 - 49 - 50 - 52
Programs - Special Events (45030-4325)- 1 - 1 -- 1 - 1 n/a - 1 - 1 - 1 - 1
Prov. Grant (Conditional) (45030-4252)- 2 - 2 --------
Salaries (45030-5500)---112 112 n/a 117 121 125 130
Software Maintenance (41100-7070)--3 3 --3 3 3 3
Special Events (45030-6360)97 111 114 47 - 67 -59%48 49 51 52
SS Allocation (45030-5425)74 80 73 77 4 5%79 82 84 87
TOTAL SPECIAL EVENTS 135 153 148 192 44 30%199 205 212 219
Comments:
-Salaries –Staff costs previously in Special Services have been moved here.
-Special Events –The 2008 and 2009 had funding for hosting the BC Disability Games.
CDPR –EMERGENCY SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 97
Services Provided
The Municipal Emergency Program is the collective title
for the organization, plans, and procedures established
within the District of Maple Ridge and the City of Pitt
Meadows for combating major emergencies and
disasters.
The Emergency Management Committee (EMC) is
chaired by two Emergency Program Coordinators and is
comprised of two Chief Administrative Officers, two Fire
Chiefs, one General Manager: Community
Development, Parks & Recreation Services, one
Director of Operations and Development Services, and
one Emergency Program Assistant.
The Emergency Program Coordinators are responsible
for planning and developing the Emergency Planning
Committee’s emergency program within the guidelines
of the British Columbia Emergency Response
Management System (BCERMS).They also provide
input into the coordination of the Joint Municipal
Emergency Program (JMEP) initiatives with each
Municipality.In addition to the EMC, representatives
from Municipal departments and volunteers are
involved.Meetings and training of the EMC, the
Emergency Operations Centre staff, and the Emergency
Social Services volunteers are held on a regular basis,
jointly and separately.An Emergency Program Manual
along with supplementary support manuals are kept
updated and distributed to the appropriate
departments within the municipalities.
2010 Workplan Emphasis
The Municipal Emergency Program will continue the
public education program to ensure residents are
prepared to cope with an emergency event.Recruit
and train new Emergency Program volunteers to
facilitate the Neighbourhood Program, community
emergency preparedness presentations, and attend
public information events.We will also stock the
primary Reception Centres, one in each community,
with start-up supplies and work towards establishing
Fire Hall 1 as the primary Emergency Operation Centre
with the Blaney Room providing a secondary location.
Performance Measurement (Appendix C)
Support and promote citizen volunteer participation
as a valuable leisure and recreation activity.
Ensure adequate commitment to Municipal
Emergency Program staff and volunteer
development.
CDPR –EMERGENCY SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –201498
Organization Chart
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Contract (23000-7007)-41 -34 34 n/a 35 36 37 37
Conventions & Conferences (23000-6051)1 2 3 3 --3 3 3 3
PM - Cost Recovery (23000-4236)- 11 - 11 - 12 - 13 - 1 8%- 13 - 14 - 14 - 15
Program Costs (23000-6325/6326)80 28 73 15 - 58 -79%15 15 15 15
Prov. Grant (Conditional) (multiple)- 25 - 11 - 21 - 5 16 -76%- 5 - 5 - 5 - 5
Salaries (23000-5500)60 65 63 65 2 3%68 70 73 75
SS Allocation (23000-5425)21 23 21 22 1 5%23 23 24 25
TOTAL EMERGENCY 126 137 127 121 - 6 -5%126 128 133 135
Comments:
-Contract /Program Costs –Budgets have been reallocated from Program Costs to Contract based on how the
program has been delivered.
CORPORATE & FINANCIAL SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 99
The Corporate &Financial Services Division (CFS) guides
the District’s activities from financial, governance and
technology perspectives, and provides support to the
Police and Fire Departments.A brief summary of some
of our 2009 accomplishments are shown below, fol-
lowed by efficiency and effectiveness initiatives, and the
business context relevant to the 2010-2014 planning
period.
The subsequent pages will provide information on the
departments in this division, including staffing, 2010
workplan highlights, performance measurements, and
budgets.The departments within this division are CFS
Administration, Clerk’s, Finance, Information Services,
Fire, and Police.
Select Division 2009 Accomplishments
Enhancements to our website, including upgrades to
our search engine.
Reached an agreement with the SPCA for a new shel-
ter and participated in RCMP Contract negotiations.
Supported Council in conducting its business and held
orientation sessions for new Council.
Advanced standardized electronic document and re-
cords management system.
Conducted risk management training sessions.
Budget document received Government Finance Offi-
cers Assoc. Distinguished Budget Presentation Award.
Developed an inventory of municipal assets and held
a variety of financial workshops for Council
Undertook several technological improvements includ-
ing the testing of new equipment and software.
Provided public fire education sessions to all grade
5/6 students in the municipality and conducted in-
spections on all apartment structures.
Recruited/trained additional paid-on-call firefighters
and hired 6 fulltime career firefighters to allow 3 fire-
fighters to staff Firehall 3 during daytime 7days/week.
Enhanced downtown patrols in summer months and
completed the Community Safety Officer pilot project.
RCMP welcomed new Officer In Charge, Superinten-
dant Dave Walsh.
Marihuana Enforcement Team dismantled 73 grow
operations. RCMP identified and targeted 50 priority
prolific offenders.
Worked with support agencies to provide care for the
25 youth identified as most at risk.
Efficiency/Effectiveness Initiatives
Vacancies have been reviewed and where possible,
the filling of positions has been delayed.
Implemented financial sustainability policies and
reporting changes largely using internal resources.
Developed funding partnerships (E-Comm, City of
Surrey, SPCA, Fraser Valley Regional Library).
Investigated insurance claims internally to reduce
costs.
Reviewed and provided advice on contracts to address
liability and insurance issues.
Analysed crime trends to identify emerging problems
and hotspots and collaborated with community groups
to resolve issues.
Adjusted RCMP Watch shift schedule to improve
service and reduce costs
Maximized use of the intranet and website to deliver
information.
Many technological savings: use of ‘open source’
software and replacement of expensive software only
where appropriate, deferred computer refresh project,
reused old watermains for fibre optics, and better
inventory and asset control
Out-sourced website maintenance, support, and major
improvements.
Backfilled career firefighter positions with paid-on-call
members; career firefighters provide inspections and
continue to support the paid-on-call program.
Delayed hiring of next round of career firefighters until
second quarter 2010.
Partnered with the Justice Institute of BC and traded
surplus equipment for training time.
Installed geo-exchange energy system at Firehall #1 to
reduce costs.
Business Context
Our investment in our people is paying dividends;
People recently appointed need to be given the
opportunity to learn and grow.
Strategic Financial Planning policies are serving our
present and future citizens.
District business is conducted in an open and
transparent manner and this builds trust.
Records centre and archive facility are at capacity and
social media and collaboration spaces present records
management challenges. Business process changes
will result from records management initiatives.
Revenues and costs need to be closely monitored
through these economic times.
Public Sector Accounting Board standards continue to
evolve and we must keep up.
Changes to our technology platform necessitate
software upgrades and the need to upgrade skills.
Continued monitoring of emergency response times as
community grows and traffic congestion increases.
Positive integration and cooperation between paid-on-
call firefighters and career firefighters exists.
The existing fire contract expires at the end of 2009
and collective bargaining is likely to commence 2010.
It is important to maintain fire and life safety
inspections and keep pre-fire plans up to date and
derelict buildings need to be closely monitored.
Golden Ears Bridge has increased traffic and
accessibility to criminals.
Increased complexity and multi-jurisdictional nature of
crimes.
Economic impact on crime, domestic concerns. Prolific
offender focus to get chronic offenders off the street.
Legislative burdens on police work –investigative
standards and recruitment challenges have increased
as levels of experience within organization decrease.
CFS -ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014100
Services Provided
The Corporate & Financial Services (CFS)
Administration section is responsible for making
recommendations to merge and align strategic
planning, best practices, performance measures and
budget priorities that guide 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 requests for assistance from fellow
staff,Council members, and the general public.
2010 Workplan Emphasis
We will evolve our Business Planning process to make
sure it continues to meet our needs including improved
performance reporting using the “See-It” software.We
will continue to review the succession planning needs
of the Division.We will assist the Fire Department in
the roll out of the Master Plan with particular attention
to financial implications and will develop plans for Fire
Hall 4 in alignment with Council direction.We will
provide both the RCMP and Police Services with
municipal support and assistance on financial matters
as well as assist in RCMP contract negotiations.
Organization Chart
These positions all report to CFS but some are budgeted to other areas.
CFS -ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 101
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 0.7 0.5 0.5 0.5 0.8 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 1.7 1.5 1.5 1.5 1.8 2.0 2.0 2.0 2.0 2.0
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Conventions & Conferences (12000-6051)18 13 25 25 --25 25 25 25
Legal (41000-7030)12 6 --------
Memberships (12000-6270)2 1 1 1 --1 1 1 1
Miscellaneous (12100-6275)1 2 2 2 --2 2 2 2
Salaries (12000-5500)197 192 246 178 - 68 -28%248 373 424 495
TOTAL C&FS-ADMIN 230 214 274 206 - 68 -25%276 401 452 523
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 –Budget is in line with the wage and benefit cost contingency. In 2011 through 2014 there is funding
to address costs associated with growth for this division.
CFS –CLERK’S
District of Maple Ridge Five-Year Financial Plan 2010 –2014102
Services Provided
The Clerk's Department is responsible for supporting
the legislative matters and decisions of Council,
including agenda preparation, recording of official
minutes, administration and certification of bylaws, and
the execution of all legal documentation. The
Department is the liaison between the District’s
contract legal service providers, and Council and staff,
and is responsible for providing Council with up to date
legislative, statutory, and procedural 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
District land needs at the best possible value to the
taxpayer, and for the administration of all rental
properties. The District’s risk management program for
loss control and insurance is also a function of the
Department.
2010 Workplan Emphasis
We will expand the use of technology to enable
streaming video of Council meetings and review the
audio-visual equipment needs in Council Chambers and
Blaney Room. We will continue with the development
and implementation of the Local Government
Management Association of BC electronic file structure
into all departments including hiring a part time person
to assist with document management. We will continue
with Incident and Report Training sessions and
coordinate a presentation on mitigating risks
associated with contracting out construction/consultant
work.
Performance Measurement (Appendix C)
Agendas for Council meetings will be posted to the
District website by 10:00 am on the Friday before the
meeting 90% of the time.
Organization Chart
CFS –CLERK’S
District of Maple Ridge Five-Year Financial Plan 2010 –2014 103
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Manager of Legislative Services ---0.0 1.0 1.0 1.0 1.0 1.0 1.0
Municipal Clerk 1.0 1.0 1.0 1.0 ------
Property and Risk Manager 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0
Committee Clerk 0.7 0.4 0.5 0.6 0.5 0.7 0.7 0.7 0.7 0.7
Legislative Clerk 1.0 1.0 1.1 1.4 1.2 1.4 1.2 1.0 1.0 1.0
Clerk II 0.1 ---------
Clerk Typist III 0.7 1.3 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Information Clerk 0.3 ---------
Mail Clerk 0.5 0.5 0.6 0.6 0.7 0.8 0.8 0.6 0.6 0.6
Other ----0.2 -0.3 0.7 0.7 0.7
Full-Time Equivalent 6.3 6.2 6.3 6.5 6.6 6.9 7.0 7.0 7.0 7.0
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 2010 –2014104
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Application Fees (12103-4120)- 2 - 2 ---0%----
Fees (11800/35000-4220)- 150 - 150 - 142 - 142 --- 142 - 142 - 142 - 142
Lease Revenue (multiple)- 1,437 - 1,574 - 1,351 - 1,376 - 25 2%- 1,399 - 1,424 - 1,428 - 1,428
Rentals (multiple)- 175 - 150 - 173 - 148 25 -14%- 148 - 148 - 136 - 136
Salaries Recovery (14000-5400)- 2 -- 25 - 25 --- 25 - 25 - 25 - 25
Total Revenue - 1,766 - 1,876 - 1,691 - 1,691 --- 1,714 - 1,739 - 1,731 - 1,731
Expense
Advertising (12103/13500-6010)9 2 2 2 --77 2 2 77
Advertising - Recovery (12000-6011)- 3 - 3 - 4 - 4 -0%- 4 - 4 - 4 - 4
Audit Fees (11800-7000)5 1 --------
Bad Debts (11800-6026)-44 --------
Coffee / Etc. (12101-6040)29 32 27 27 --27 27 27 27
Consulting (12103-7005)18 -10 -- 10 -100%----
Contract (13500-7007)52 1 --------
Copying (12103-6095)44 42 37 37 --37 37 37 37
Insurance (multiple)694 675 789 796 7 1%803 811 818 823
Insurance Recovery (12101-6209)- 325 - 303 - 416 - 426 - 10 2%- 433 - 440 - 447 - 448
Insurance-Adj Fee / Deductible (14000-6211)26 267 25 25 --25 25 25 25
Legal (12000/12103-7030)36 86 226 176 - 50 -22%176 176 176 176
Maintenance - Buildings (11800-8060)390 481 373 373 --373 373 373 373
Maintenance - General (14000-8056)48 39 42 42 --42 42 42 42
Memberships (12103-6270)2 1 2 2 --2 2 2 2
Miscellaneous (12103-6275)3 2 17 17 --17 17 17 17
Overhead - reallocation (12103-6311)- 2 -- 49 - 49 --- 49 - 49 - 49 - 49
Postage & Courier (12101-6305)51 36 39 41 2 5%42 43 45 45
Program Costs (14000-6325)17 5 13 13 --13 13 13 13
Recovery - Professional Fees (53110-7099)2 1 4 4 --4 4 4 4
Risk Management Expense (12101-6490)-4 2 2 --2 2 2 2
Salaries (multiple)467 511 578 613 35 6%660 682 704 729
Stationery (12000-6370)29 20 27 27 --27 27 27 27
Studies & Projects (12103/14000-6380)44 20 52 23 - 29 -56%23 23 23 23
Taxes - Rental Properties (multiple)66 49 61 58 - 3 -5%63 55 55 55
Total Expense 1,702 2,013 1,857 1,799 - 58 -3%1,927 1,868 1,892 1,996
TOTAL CLERKS - 64 137 166 108 - 58 -35%213 129 161 265
Comments:
-Advertising –Election costs occur once every three years.
-Legal –The budget is centralized in the Clerk’s Department. As legal expenses are incurred they are charged to
the departments initiating the cost.
-Lease Revenue, Maintenance Buildings, Other Outside Services & Property Tax Expenses –Office tower costs
and revenues are included in this area as our other property management items.
-Overhead –reallocation –The costs for stationary and copying is intended to be allocated to departments
based on actual usage, however, this has not occurred for the last several years.
CFS -FINANCE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 105
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
assets; the provision of internal audit functions; and
general cashiering services. The Department is also
responsible for reporting financial matters to the Audit
and Finance Committee.
2010 Workplan Emphasis
We will maintain an inventory of municipal assets
consistent with accepted industry standards. We will
implement HST or tax changes as mandated by
legislation and upgrade financial software modules.
We will be conducting ongoing reviews of internal
control procedures including payment processing and
asset stewardship. 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 maxi-mizes our return without
compromise to safety and liquidity and review and
revise corporate financial policies as necessary. 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 balances and
additional planned transfers. We will prepare a five-
year financial plan and develop a financial strategy
(model) to better address infrastructure sustainability.
Performance Measurement (Appendix C)
Maximize the return on cash and investments held by
the District, while maintaining the safety and liquidity
of the underlying funds.
Provide high quality municipal services to citizens and
customers in a cost-effective and efficient manner.
Property tax revenue must keep pace with growth in
the community, demand for enhanced services, and
the rising cost of existing services.
Have an adopted 5-year financial plan in place before
the year begins.
CFS -FINANCE
District of Maple Ridge Five-Year Financial Plan 2010 –2014106
Organization Chart
General Manager:
Corporate &
Financial Services
Paul Gill
Manager of
Accounting
Catherine Nolan
Accountant III
Shannon Laxton
Accountant I
Bernice Carstensen
Accounting Clerk II
Susie Hillier
G’Ann Rygg
Manager of Revenue
&Collections
Silvia Rutledge
Accounting Clerk II
(Utilities/Taxation)
Elisa Weel
Cashier Clerk
Sally Dixon
Michelle Farrance
Joanna Kang
Clerk I
.6 FTE
Manager of
Financial Planning
Trevor Thompson
Accountant III
C.K.Lee
Accounting
Clerk II
Jodi Mitchell
Manager of
Business Systems
Kathleen Gormley
Accounting
Clerk II
Ashley Hilleren
Clerk II
Arlene Oosten-Wells
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Director of Finance 1.0 1.0 1.0 1.0 0.6 -----
Senior Finance Manager 0.3 ---------
Municipal Accountant 1.0 1.0 1.0 1.0 1.0 0.3 ----
Manager of Accounting ---0.2 1.0 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 1.0
Manager of Business Systems ---0.2 1.0 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 1.3 1.6 0.8 0.9 2.0 2.0 2.0 2.0 2.0 2.0
Accountant II 0.9 0.7 --------
Accountant I ----0.3 1.0 1.0 1.0 1.0 1.0
Accounting Clerk -Revenue ----0.6 1.0 1.0 1.0 1.0 1.0
Accounting Clerk II 3.2 4.0 3.9 4.7 4.2 3.6 3.7 4.0 4.0 4.0
Cashier Clerk Finance 2.6 3.0 3.0 2.9 3.2 3.3 3.1 3.0 3.0 3.0
Clerk II 1.9 2.0 2.3 1.4 1.0 1.0 1.0 1.0 1.0 1.0
Cashier Clerk (Students)0.9 0.7 0.7 0.7 0.9 1.1 0.5 0.6 0.6 0.6
Clerk I ------0.1 ---
Full-Time Equivalent 15.9 16.9 16.5 16.6 17.7 17.3 16.4 16.6 16.6 16.6
CFS -FINANCE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 107
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Advertising (15000-6010)2 2 4 4 --4 4 4 4
Audit Fees (12200/12210-7000)50 59 50 50 --50 50 50 50
Memberships (12200-6270)4 4 4 4 --4 4 4 4
Miscellaneous (12200-6275)10 9 17 17 --17 17 17 17
Postage & Courier (15000-6305)13 21 22 22 --22 22 22 22
Recovery - Professional Fees (multiple)- 11 - 11 - 11 - 11 --- 11 - 11 - 11 - 11
Salaries (multiple)1,123 1,133 1,427 1,312 - 115 -8%1,368 1,424 1,472 1,523
Salaries Recovery (12200/12210-5400)- 225 - 225 - 225 - 232 - 7 3%- 239 - 246 - 253 - 261
Stationery (12200-6370)4 5 10 10 --10 10 10 10
Studies & Projects (12200/12210-6380)6 5 5 5 --5 5 5 5
TOTAL FINANCE 976 1,003 1,303 1,181 - 122 -9%1,230 1,279 1,320 1,363
Comments:
-Salaries –The 2009 budget contains funding committed to meeting the requirements of Tangible Capital Asset
reporting. A cost will likely be incurred in 2010 in software costs to address the needs of capital asset
reporting.
Financial Plan –Financial Services -Tax Revenue
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Grants in Lieu (multiple)- 1,739 - 1,842 - 1,763 - 1,862 - 99 6%- 1,892 - 1,906 - 1,906 - 1,906
Interest Paid on Tax Prepaymnt (16000-4001)127 31 100 100 --100 100 100 100
Local Improvement Program (multiple)- 208 - 57 - 19 - 19 --- 19 - 19 - 19 - 19
Parcel Charges - Blue Box (16000-4011)- 694 - 758 - 737 - 840 - 103 14%- 882 - 927 - 973 - 1,023
Parcel Charges - Recycling (16000-4010)- 651 - 691 - 708 - 739 - 31 4%- 776 - 816 - 857 - 900
Taxes - General (16000-4000)- 46,171 - 49,638 - 49,655 - 53,348 - 3,693 7%- 57,306 - 61,529 - 65,617 - 69,865
TOTAL FIN.SRV-TAX REV - 49,336 - 52,955 - 52,782 - 56,708 - 3,926 7%- 60,775 - 65,097 - 69,272 - 73,613
Comments:
-Taxes –General –The increase consists of general tax increase of 3%, a further 1% for infrastructure
sustainability, $675,000 for the Fire Service Improvement Levy and the balance is the new tax revenue
anticipated due to new construction.
Financial Plan –Fiscal Services -Debt
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Debt - Interest (multiple)2,437 2,337 4,236 4,260 24 1%4,385 4,165 4,204 4,411
Debt - Principal (multiple)1,767 1,788 4,483 5,038 555 12%6,429 7,113 7,176 7,241
Overdraft Interest (12400-9060)184 211 184 184 --184 184 184 184
TOTAL FISCAL SERVICES - DEBT 4,388 4,336 8,903 9,482 579 7%10,998 11,462 11,564 11,836
Comments:
-Debt –Interest & Principle –The budget is reflective of additional capital projects funded by debt approved in
the last few years. These include the animal shelter, fire hall, River Road drainage, the bridge at 240th at
Kanaka Creek, cemetery expansion and the park/school sites. The majority of the borrowing is yet to occu r due
to the fact the associated work has not yet completed or that reserve funds have been used.
CFS -FINANCE
District of Maple Ridge Five-Year Financial Plan 2010 –2014108
Financial Plan –Fiscal Services -Transfers
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Appropriation of Surplus (10000-9010)3 13 13 357 344 2646%266 235 332 498
Bad Debts (15000-6026)9 14 5 5 --5 5 5 5
Bank Charges (12400-6030)19 22 13 13 --13 13 13 13
Contingency (12400-8099)84 69 434 195 - 239 -55%313 466 644 844
Contribution from own Reserves (multiple)- 6,645 - 7,449 - 6,888 - 6,900 - 12 -- 7,320 - 7,303 - 7,348 - 7,404
Contribution to own Reserves (multiple)8,654 9,580 8,084 8,621 537 7%9,565 10,227 11,007 11,728
Contribution to Self-Insurance (12400-9021)45 45 45 45 --45 45 45 45
Interest Transfers (multiple)272 308 440 440 --440 440 440 440
Investment Earnings - Res Acct (multiple)- 272 - 308 - 570 - 570 --- 570 - 570 - 570 - 570
Purchasing Card Clearing (multiple)16 42 --------
Transfer in from RCP (12400-4841)- 3,764 - 2,932 - 2,695 - 142 2,553 -95%- 165 --- 75
Transfer to Capital Funds (multiple)1,724 2,166 3,144 2,602 - 542 -17%2,521 2,768 3,059 2,893
Transfers In (multiple)- 283 - 405 - 1,082 - 1,652 - 570 53%- 3,234 - 3,736 - 3,879 - 4,191
Transfers Out (multiple)8,232 7,076 896 909 13 1%1,153 1,215 1,238 1,737
TOTAL FISCAL SERVICES - TRANSFERS 8,094 8,241 1,839 3,923 2,084 113%3,032 3,805 4,986 5,963
Comments:
-Transfers to and from reserves are mostly used to fund the capital program.
Financial Plan –Financial Services -Grants
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Prov. Grant (Conditional) (10000-102-4252)-- 21 -- 11 - 11 n/a - 11 - 11 - 11 - 11
Prov. Grant (Unconditional) (10000-102-4253)- 941 - 942 - 942 - 942 --- 942 - 942 - 942 - 942
TOTAL FIN.SRV-GRANTS - 941 - 963 - 942 - 953 - 11 1%- 953 - 953 - 953 - 953
Financial Plan –Financial Services -Other Revenue
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Admin Fee (15000/30000-4100)- 80 - 58 - 35 - 35 --- 35 - 35 - 35 - 35
Auction Proceeds (15000-4410)- 18 - 7 - 20 - 20 --- 20 - 20 - 20 - 20
Contributions from Others (10000-4820)- 6 -- 2,504 - 2,504 --- 2,504 - 2,504 - 2,504 - 2,504
Discount on Payables (15000-4170)- 9 - 7 - 8 - 8 --- 8 - 8 - 8 - 8
Gain/Loss - Property 4 Resale (15000-4298)- 500 - 265 --------
Gifts & Donations - Capital (15000-4395)- 100 - 4 --------
Information Fees (15000-4280)- 119 - 135 - 120 - 120 --- 120 - 120 - 120 - 120
Interest (10000/15000-4290)- 192 - 141 - 170 - 170 --- 170 - 170 - 170 - 170
Interest - A/R (15000/16000-4291)- 1 - 1 - 1 - 1 --- 1 - 1 - 1 - 1
Investment Interest (10000/15000-4295)- 2,664 - 3,178 - 885 - 940 - 55 6%- 940 - 940 - 940 - 940
Lease Revenue (10000-4310)--- 56 - 56 --- 56 - 56 - 56 - 56
M.F.A. Discharge (12400-4380)- 55 - 1 --------
Miscellaneous Income (15000-4390)- 82 - 92 - 36 - 36 --- 36 - 36 - 36 - 36
Municipal Plate Fees (15000-4221)- 22 - 22 - 22 - 22 --- 22 - 22 - 22 - 22
Surplus (15000-4520)- 549 - 1,091 - 1,091 - 139 952 -87%31 ---
Tax Penalties (15000-4440)- 526 - 579 - 485 - 520 - 35 7%- 555 - 590 - 625 - 660
TOTAL FIN.SRV-OTHER REV - 4,923 - 5,580 - 5,433 - 4,571 862 -16%- 4,436 - 4,502 - 4,537 - 4,572
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 d epending on the
purchase 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. The budget is set
conservatively assuming that the funds reserved for approved capital is spent.
-Surplus –The items that are being funded through accumulated surplus for 2010 include:
$ 12,000 for Façade Improvements through the Business Improvement Area
$ 27,415 for growth funding timing adjustment
$100,000 to develop the Albion Area Plan
CFS –INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 109
Services Provided
Information Services is responsible for managing
corporate 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 continue to
provide value to the organization.
2010 Workplan Emphasis
We will investigate fibre optics system extensions (e.g.-
up 232 Street, down 240 Street, along Lougheed
Highway, and perhaps sewer line). We will roll out a
new phone system for District Hall and conduct a
review of audio-visual equipment needs in the Council
Chambers and Blaney Room.
New software systems or upgrades and enhancements
planned for implementation this year include: web
mapping, remote access to corporate data from home,
web based transactions, email archiving system,
Amanda property system, ROSS financials system,
Hyperion budgeting system, and the migration of the
remaining VMS applications and databases to SUN
Solaris.
We will conduct research and a collaborative effort will
be spent on developing responses in the document
management area as well as the infrastructure and
capital works management field.
Performance Measurement (Appendix C)
Raise website visits by 5% per year from 2007
baseline by driving more District business to the
website with quality information and services.
Organization Chart
CFS –INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014110
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 0.6 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Project Manager -1.0 1.0 1.0 1.0 1.0 0.6 ---
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 1.1 1.0 1.0 1.0
Network Support Specialist 1.0 1.0 1.0 1.5 1.7 1.0 1.0 1.0 1.0 1.0
Senior Analyst Programmer 2.0 2.0 2.0 2.3 3.0 3.0 3.0 1.0 1.0 1.0
Systems Analyst 2.0 2.0 1.3 0.7 ---2.0 2.0 2.0
Info Services Support Specialist -----0.9 2.0 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 2.0 2.4 2.0 1.5 1.0 ----
Junior Systems Analyst -----1.5 2.0 1.0 1.0 1.0
User Support Assistant -0.4 0.9 1.1 2.0 1.5 1.6 2.0 2.0 2.0
User Support Clerk 0.7 ---------
Other 0.7 ---------
Full-Time Equivalents 12.6 11.9 12.1 12.6 13.2 13.4 14.3 13.0 13.0 13.0
The base budgets for 2010-2014 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan –Information Services
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Consulting (12310-7005)83 63 105 32 - 73 -70%32 32 32 32
Equipment Maintenance (12310-8030)35 19 71 71 --71 71 71 71
Interest Transfers (12300-ERR-9402)--5 5 --5 5 5 5
Salaries (12310-5500)1,205 1,241 1,313 1,317 4 -1,363 1,341 1,390 1,433
Salaries Recovery (12310-5400)- 185 - 200 - 250 - 250 --- 254 - 248 - 270 - 270
Software Maintenance (12310-7070)399 502 567 493 - 74 -13%516 536 556 576
Supplies (12310-6300)23 15 30 15 - 15 -50%15 15 15 15
Training (12320-6400)15 13 10 10 --10 10 10 10
Transfers Out (12300-ERR-9400)298 307 307 307 --307 307 307 307
Utilities (12310-6500)16 15 25 17 - 8 -32%9 9 9 9
Utilities - Telephone (12000/12310-6520)81 39 75 71 - 4 -5%71 71 71 71
Vehicle Charges (12300-7400)2 2 2 2 --3 3 3 3
TOTAL INFORMATION SERVICES 1,972 2,016 2,260 2,090 - 170 -8%2,148 2,152 2,199 2,262
Comments:
-Consulting –Prior year’s actuals and budgets include specific projects.
CFS –INFORMATION SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 111
Capital Works Program –Information Services
TECHNOLOGY 2010 2011 2012 2013 2014 Funds
Attendance Management Program ---90,000 -GCF
Budget software update 40,000 ----GCF, SCF, WCF
Capital Reporting Module (Hyperion)-40,000 ---GCF, SCF, WCF
Capital Works Program Replacement (LTC 4134+)30,000 ----GCF, SCF, WCF
Council Chamber Multimedia Upgrade -30,000 ---GCF
Document Processing System - Phase 1B 75,000 ----GCF, SCF, WCF
Document Processing System - Phase 2 -107,000 ---GCF, SCF, WCF
Equip Purch - SMS Redundancy ---38,225 -GCF
Equip Purch - Wireless Data Sys.----22,100 GCF
Equip Repl - Info Serv 450,000 55,000 838,780 283,003 200,789 ERR-IS
Financials New Version ----1,000,000 GCF, SCF, WCF
Fleet Management Software 70,000 ----ERR-PW
Integrated Cash System ---50,000 -GCF
IT Disaster Recovery Infrastructure --97,275 --GCF
IT Fibre Optic 132 (232 - Fern)-75,000 ---GCF
IT Fibre Optic GVRD WM Reclam Study 10,000 30,000 40,000 --GCF
IT Fibre Optic Network - DT 250,000 ----GRA
IT Fibre Optic Network - Firehall #4 Ph 4 ---250,000 -GCF
IT Fibre Optic Network - Transit Exchange 50,000 ----GCF
Legacy Program Replacement - Interface 75,000 ----GCF
Management Reporting Software Phase 2 ---40,000 -GCF
Production Legacy Replacements -25,000 ---GCF
Replace Excess Capacity/Latecomer prog 20,000 ----GCF
Systems Management Server Phase 2 ----10,000 GCF
Website Improvements -20,000 ---GCF
Website Public Transactions 70,000 ----GCF
Technology 1,140,000 382,000 976,055 751,228 1,232,889
CFS –FIRE DEPARTMENT
District of Maple Ridge Five-Year Financial Plan 2010 –2014112
Services Provided
The Department provides a proactive approach to fire
services through the development of multi-year
business plans, which include detailed multi-year
financial plans. The primary mission of the Department
is the protection and preservation of life, property and
the environment for citizens. This service is provided by
a group of 100 dedicated paid-on-call firefighters, 35
full-time firefighters, six chief officers, and two
administrative support staff. We rely heavily on cross-
training and good communication to ensure that the
department continues to function efficiently and
effectively. Each of the assistant chiefs assumes
responsibility for the operation of the individual Fire
Halls. In addition to administrative duties, the career
officers assume the role of Duty Chief, which involves
responding to all serious Fire Department emergency
calls 24-hours-day, on a rotational basis.
2010 Workplan Emphasis
We will reduce the severity of fires and emergencies
through adequate response times and manpower and
reduce the number and seriousness of emergency
incidents through an aggressive program of proactive
inspections and public education including sessions to
all Grade 3/4 students in the District. We will
commence renovations to Hall 3 in order to provide 24
hours a day full time response from Hall #3. We will
also begin planning the construction of Fire Hall 4 and
develop an implementation plan for the Community
Wildfire Protection Plan, with a particular focus on
public education.
Performance Measurement (Appendix C)
Reduce Fire Hall 1 response times to 7 minutes, 90%
of the time.
Reduce the severity of fires through adequate
response times and personnel.
Reduce the number and seriousness of emergency
incidents through an aggressive program of proactive
inspections and public education.
Demonstrate the firefighters’ dedication to the
community, high morale in the organization and the
spirit of cooperation and inclusiveness between the
full-time and part-time members.
Reduce greenhouse gas emissions by 67% in
2011 from the 2007 baseline.Since the fire hall’s
emissions are caused by using electricity and natural
gas, reducing emissions also means using less
energy and saving money.
Organization Chart
CFS –FIRE DEPARTMENT
District of Maple Ridge Five-Year Financial Plan 2010 –2014 113
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 5.8 7.0 7.0 7.0
Fire Lieutenant ----4.0 3.8 4.0 4.0 4.0 4.0
Firefighter --3.0 12.0 13.5 19.5 23.2 28.0 31.0 31.0
Administrative Assistant -1.0 1.0 1.1 1.1 1.1 1.6 1.1 1.1 1.1
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 ---------
Full-Time Equivalent 8.0 8.0 12.0 24.1 29.6 35.4 41.6 47.1 50.1 50.1
The staff increases from 2005 onward are due to the continued implementation of the Fire Master Plan and the establis hment 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 composition of
departmental staff.
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Fees (22000-4220)- 91 - 128 - 50 - 50 --- 50 - 50 - 50 - 50
Miscellaneous Income (22000-4390)- 2 - 1 --------
Salaries Recovery (22000-5400)- 4 - 2 --------
Sale of Service (22000-4600/4650)- 17 - 25 --------
Total Revenue - 114 - 156 - 50 - 50 --- 50 - 50 - 50 - 50
Expense
Contract (22000-7007)80 115 144 114 - 30 -21%114 114 114 114
Equipment (22000/22075-7340)144 180 179 171 - 8 -4%171 171 171 171
Equipment Maintenance (22000-8030)39 51 84 59 - 25 -30%59 59 59 59
Holiday Coverage (22000-5505)301 451 358 418 60 17%418 418 418 418
Insurance (22000-6210)32 27 21 21 --21 21 21 21
Interest Transfers (22000-ERR-9402)--51 51 --51 51 51 51
Legal (22000-7030)-1 2 2 --2 2 2 2
Memberships (22000-6270)3 3 3 3 --3 3 3 3
Miscellaneous (multiple)31 33 30 30 --30 30 30 30
Operating Repairs (22000-8080)179 161 135 135 --135 135 135 135
Other Outside Services (22000-7051)2 -1 1 --1 1 1 1
Professional Fees - Other (22000-7050)24 29 23 23 --23 23 23 23
Program Costs (multiple)85 75 70 75 5 7%75 75 75 75
Salaries (multiple)3,350 4,396 4,051 4,654 603 15%5,486 6,349 6,886 7,325
Seminars/Prof Meetings/Train'g (22000-6050)19 14 23 23 --23 23 23 23
Service Severance Costs (21000/22000-5150)49 42 66 66 --66 66 66 66
Special Events (22000-6360)14 16 15 15 --15 15 15 15
Special Projects (22000-6385)--29 -- 29 -100%----
Studies & Projects (22000-6380)16 ---------
Supplies (multiple)218 194 208 195 - 13 -6%195 195 195 195
Transfers Out (22000-ERR-9400)262 338 338 388 50 15%416 447 497 542
Vehicle Costs (22000-6430)154 145 149 149 --153 158 162 167
W.C.B. (Non-employees) (22000-7080)15 16 13 13 --13 13 13 13
Wages (22000/22041-5600)565 689 563 667 104 18%692 714 737 762
Total Expense 5,582 6,976 6,556 7,273 717 11%8,162 9,083 9,697 10,211
TOTAL FIRE PROTECTION 5,468 6,820 6,506 7,223 717 11%8,112 9,033 9,647 10,161
Comments:
-Holiday Coverage, Salaries & Wages -Majority of increase is additional career fire fighters. The balance of the
variance is a wage and benefit cost contingency.
-Transfers Out –The increase is to fund equipment replacement costs.
CFS –POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014114
Services Provided
The Ridge Meadows RCMP Detachment is responsible
for policing the communities of Maple Ridge and Pitt
Meadows. The current Police Master Plan identifies
community priorities such as crime reduction, property
crime, youth, and road and traffic safety. The
detachment currently has 109 members, with 82
assigned to Maple Ridge, 21 assigned to Pitt Meadows,
and 3 supplied by the Provincial government; there are
also 3 Community Safety Officers in Maple Ridge.
Maple Ridge also contributes the equivalent of 9.91
regular members in Integrated (centralized) RCMP
services.
Municipal employees provide clerical and
administrative support in areas such as exhibits,
guarding, customer services, records management,
Canadian Police Information Centre, crime analysis,
court liaison, training and staff development, and
volunteer coordination. Our detachment also has an
active volunteer base who dedicate themselves to
RCMP programs such as Citizens on Patrol, Citizens
Bike Patrol, Speed Watch, Block Watch, and the RCMP
Auxiliary program.
2010 Workplan Emphasis
We will continue our work with youth in the community
by researching and implementing a High Risk Youth
“wrap around” program, maintaining two Community
Safety Officer’s in School Liaison roles, creating a
Graffiti Coordinator position, providing preventative
education in the elementary and secondary school
settings, providing Drug Awareness Resistance
Education program training and presentations, and by
working closely with the Youth Diversion Program and
Youth Services.
We will participate in Traffic 2010 initiatives to reduce
serious injury accidents by targeting high risk physical
locations, running specific monthly projects focusing on
impaired driving, seatbelt compliance, as well as
aggressive driving, and investigate the use of Road
Safety Boards (speed) in partnership with ICBC.
We will develop and implement strategies to address
community crime problems by analyzing crime series,
trends, “hot spots,” and targets with a view to
identifying and targeting prolific offenders. We will be
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.
The Marihuana Enforcement Team will continue work
on enforcement of marihuana cultivation which is a
direct link to Organized Crime by training on grown and
general drug investigations, Asset Restraint/Forfeiture
and Civil Forfeiture, and producing a video of search
warrants being executed.
In the Administrative area we will undertake
detachment priority and strategic planning with
partners, conduct a review of dispatch services and
explore alternatives, explore conversion of an RCMP
regular member to a municipal employee, move to Staff
Sergeant level on Watches and implement a Recruit
Training Manual (handbook).
Performance Measurement (Appendix C)
Divert first time youth offenders through the youth
diversion program.
Achieve a 75% success rate for youths diverted who
do not reoffend.
Reduce by 5% the number of property crime offences.
CFS –POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 115
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
Vicki Castro
Deb Cook
Deb Thompson
CPIC Operator-Clerk
Barb Landy
Cheryl Titman
PRIME Reviewer
Lynda Delainey
Jenny Lea
Janet Tuka
Job Share
Stephanie Volpe
Not Hired
PRIME Records
Assistant
Kim Steffen
PRIME Operator
Mardi MacDonald
Heather Kaczor.5FTE
Traffic Clerk
Sandy McLeod
Information Officer
Lizz McRae
Faye Dougan
Clerk Typist III
Louise Kurkowsky
Linda Longo
GIS Secretary
Dawn-Marese
Varcoe
Volunteer Program
Coordinator
Clint van Blanken
Exhibit Custodian
Deb MacDonald
Supervisor-Custodial
Guard
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 2010 –2014116
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Municipal Staff Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 1.0
Court Liaison Officer 1.0 1.0 1.0 1.3 1.3 1.3 1.1 1.0 1.0 1.0
Bylaw Enforce Officer/RCMP Liaison ------0.6 0.5 0.5 0.5
Computer Support Specialist 1.0 2.0 1.4 2.0 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 1.0
Crime Prevention Program Coord.---0.4 0.9 0.9 ----
RCMP Volunteer Services Coord.1.0 1.0 1.0 0.5 --0.7 1.0 1.0 1.0
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 0.7 0.8 0.1 -------
Media Relations Training Coordinator ---0.4 1.0 1.0 1.0 1.0 1.0 1.0
Municipal Reader 1.0 1.0 2.0 2.0 1.9 2.1 3.0 3.0 3.0 3.0
CPO Coordinator 0.7 1.0 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 1.0
Court Liaison Officer Assistant -----0.1 1.0 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 1.0
Fleet Mtce Coordinator Clerk Typist III -1.0 1.0 1.0 0.2 -----
PRIME Assistant -----0.1 1.0 1.0 1.0 1.0
User Support Clerk 0.1 ---------
Clerk Typist III 1.8 1.0 1.0 1.0 1.8 2.0 2.0 2.0 2.0 2.0
CPIC Operator-Clerk 1.8 1.9 2.0 1.7 2.0 2.5 2.2 2.0 2.0 2.0
Crime Reduction Unit Secretary ------0.9 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 2.3 2.3 2.2 2.1 2.6 2.0 2.0 2.0
PRIME Reviewer 3.8 3.6 4.1 5.0 4.3 4.3 3.6 4.0 4.0 4.0
Clerk II ----1.0 1.6 1.7 2.0 2.0 2.0
Clerical Assistance -------2.0 2.0 2.0
Traffic Clerk 0.9 1.3 1.4 1.8 1.4 1.3 1.1 1.0 1.0 1.0
Clerk Typist II 0.4 0.9 1.3 1.3 0.5 -0.5 ---
PRIME Operator 1.5 1.4 1.2 1.3 1.5 1.7 2.1 1.5 1.5 1.5
Receptionist 3.3 3.5 2.9 2.0 1.3 1.0 0.9
Supervisor-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 1.5 2.0 1.6 3.9 2.0 2.0 2.0
Custodial Guard I 1.7 2.0 2.6 2.8 1.9 2.5 0.5 2.2 2.2 2.2
Other -----0.5 -2.5 2.5 2.5
Full-Time Equivalent 29.4 32.4 33.3 35.6 37.0 38.6 42.4 44.7 44.7 44.7
RCMP Approved Positions 03-04 04-05 05-06 06-07 07-08 08-09 09-10 10-11 10-12
Maple Ridge -Regular Contract 72.3 76.3 79.3 81.3 86.3 82.3 82.3 84.3 87.3
Maple Ridge -Community Safety Officers -----3.0 3.0 3.0 3.0
Maple Ridge -Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction**-----5.0 5.0 5.0 5.0
Emergency Response Team*---2.3 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 3.1
Total Maple Ridge 75.4 79.4 82.4 86.7 91.7 95.7 95.7 97.7 97.7
Pitt Meadows -Regular Contract 17.4 17.4 18.4 19.4 19.4 20.4 20.4 21.4 21.4
Pitt Meadows -Integrated Teams*,**0.5 0.5 0.5 0.9 0.9 2.0 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 96.6 100.6 104.6 110.3 115.3 121.4 121.4 124.4 127.4
*Positions are calculated using the budgeted strength for the team multiplied by municipalities’ portion of the costs
** RCMP Contract ends March 31
CFS –POLICE SERVICES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 117
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Fines (21000-4240)- 93 - 119 - 48 - 48 --- 48 - 48 - 48 - 48
Lease Revenue (21000-4310)- 31 - 173 - 27 - 27 --- 27 - 27 - 27 - 27
Other Grant (Conditional) (21000-4258)- 847 - 890 - 957 - 956 1 -- 963 - 990 - 1,014 - 1,033
Program Fees (21000-4230)- 63 -- 10 - 10 --- 10 - 10 - 10 - 10
Prov. Grant (Conditional) (21150-102-4252)- 83 - 50 - 53 - 53 --- 53 - 53 - 53 - 53
Recovery (21130-5300)- 35 - 24 - 32 - 32 --- 32 - 32 - 32 - 32
Sale of Service (21000-4600/4650)- 225 - 231 - 146 - 146 --- 146 - 146 - 146 - 146
Total Revenue - 1,377 - 1,487 - 1,273 - 1,272 1 -- 1,279 - 1,306 - 1,330 - 1,349
Expense
Contract (21000/21100-7007)50 50 56 56 --58 58 59 59
Court Time (Auxiliary RCMP) (21120-7015)3 -45 25 - 20 -44%25 25 25 25
Equipment (21122/21150-7340)2 2 2 2 --3 3 3 3
Insurance (21000-6210)18 19 21 21 --21 22 22 22
Lease Expense (21100/21140-6230)47 45 45 45 --45 45 45 45
Maintenance - Buildings (21100-8060)134 149 163 164 1 1%164 164 165 165
Maintenance - General (21100-8056)133 134 150 155 5 3%155 155 155 155
Meals (21130-6260)11 12 12 12 --12 12 12 12
Other Outside Services (21140/21150-7051)1,013 1,060 1,059 991 - 68 -6%923 955 987 987
Program Costs (21120-6325)25 15 28 28 --28 28 28 28
Publications (21100-6335)--2 2 --2 2 2 2
Salaries (multiple)124 206 231 241 10 4%251 259 268 278
Supplies (21000/21100-6300)68 54 30 30 --30 30 30 30
Training (multiple)8 13 16 17 1 6%17 18 18 19
Utilities - Telephone (21100-6520)46 42 45 45 --45 45 45 45
Vehicle Charges (21150-7400)4 11 5 5 --5 5 5 5
Wages (multiple)2,282 2,404 2,451 2,535 84 3%2,626 2,729 2,808 2,895
Total Expense 3,968 4,216 4,361 4,374 13 -4,410 4,555 4,677 4,775
Expense - RCMP Contract
Contract (21200-7007)9,977 10,933 11,924 12,296 372 3%13,206 14,111 15,019 16,061
Total Expense - RCMP Contract 9,977 10,933 11,924 12,296 372 3%13,206 14,111 15,019 16,061
TOTAL POLICE SERVICES 12,568 13,662 15,012 15,398 386 3%16,337 17,360 18,366 19,487
Comments:
-Other grant (conditional)–This is the shared Police Housing and Support cost recovered from Pitt Meadows.
-Other Outside Services –Reflects negotiated cost decrease for centralized dispatch.
-RCMP Contract –Includes cost increases and additional members. The increase in members is forecast as two
in 2010, three in each of 2011 and 2012 and two in 2013 and three in 2014. The Police Services Reserve is
used to redirect a portion of prior years Contract saving back into assist in covering policing costs. The figures
include 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 2010 –2014118
The Public Works & Development Services Division
(PWDS) is responsible for land use and zoning issues,
long-range planning, growth management, bylaw
enforcement, business licensing, engineering services,
the provision and maintenance of transportation, water
distribution, sewage disposal, and storm water
management infrastructure and services and
associated functions. A brief summary of some of our
2009 accomplishments in the division are shown
below, followed by efficiency and effectiveness
initiatives which were undertaken by all areas, and the
business context relevant to the 2010-2014 planning
period.
The subsequent pages in the PWDS section will provide
information on the departments reporting to this
division, including staffing, 2010 workplan highlights,
performance measurements, 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 2009 Accomplishments
Completed major road construction projects
including: 240 Street (113 Avenue to Dewdney
Trunk Road), Cottonwood Drive phase 3, 232
Street (South Alouette River to 128 Avenue), and
Albion Industrial Park access.
Commenced construction of 240 Street Bridge
(Kanaka Creek).
Liaised with TransLink and Province for the
completion of the Golden Ears Bridge and Pitt River
Bridge.
Replaced four gasoline vehicles with hybrid
vehicles through normal replacement cycle bringing
the total number of hybrids within the fleet to 22.
Completed the Annual Water System Report and
submitted it to the Fraser Health Authority
Advertised, solicited, and encouraged public
communication on strategic initiatives and major
projects.
Provided technical assistance to Council in its
review of the draft Regional Growth Strategy
Reported on establishing an Area Plan policy;
options to advance the Albion Area Plan; and the
development review process
Commenced Implementation of the award-winning
Area Plan for the downtown including Development
Permit Guidelines,
In the Downtown, the Our Spirit…Our Town initiative
was introduced including the installation of street
furniture and the opening of Spirit Square;
conducting a major cleanup of downtown area in
cooperation with the BIA; and securing a further
$5.5 million investment for work on 224 Street and
Lougheed Highway.
Severe snowstorms and a large effort in snow
removal resulted in the development of a newly
adopted policy on snow and ice on municipal
roadways.
Substantially completed the design of the sewer
extension to Corrections facilities on 256 Street.
Undertook successful enforcement Initiatives for
Northumberland Court.
Efficiency/Effectiveness Initiatives
As part of the continuous assessment of services
provided a number of new processes that provide for
greater efficiency and effectiveness were recently
introduced. They include:
Establishing a satellite salt storage facility at 256
Street to reduce response times and trucking costs.
The opening of a municipal gravel pit and a local
asphalt plant provides for revenues and savings to
the District as well as potential savings to the local
construction and development communities
Significant grants were obtained from senior
agencies including funding for: improvements on
Abernathy Way, a sanitary sewer extension to the
256 Street area, downtown improvements on 224
Street and the Lougheed Highway,dike
improvements in the Albion area and a new pump
station in Hammond.
Implemented several equipment and technological
changes including: utilization of equipment for
multi-purposes; more fuel savings through use of
hybrid vehicles; and traffic signals being converted
to uninterrupted power supply.
Business Context
Lifecycle costs impact the bottom line and must be
accounted for in planning and implementing new
projects.
Infrastructure Reserve Funding for road surface
renewals and drainage infrastructure needs to
continue to be addressed in order to be
sustainable.
In 2009 favourably priced tenders were received
on some projects, however prices are still
uncertain, thus making it challenging to estimate
projects.
Regional issues such as the Regional Growth
Strategy, solid waste composting, drinking water
treatment, and liquid waste treatment will
command Municipal attention in 2010 and beyond.
The new bridges have resulted in increased interest
from new development companies resulting in the
number of predevelopment meeting and inquiries
being increased.
Succession planning continues to be addressed –
in next two years, five senior management
positions set to retire.
PWDS –ADMINISTRATION
District of Maple Ridge Five-Year Financial Plan 2010 –2014 119
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
construction, infrastructure, growth, renewal, and
maintenance in the District. In addition, we are
responsible for carrying out corporate initiatives as
directed by Council and the Corporate Management
Team, and we attend to enquiries and request for
assistance from fellow staff, Council members, and the
general public.
2010 Workplan Emphasis
We will implement the Capital program and work with
the Finance Department to implement the
Infrastructure Replacement program. Our division will
also work to advance transportation routes through
Metro Vancouver and TransLink.We will also provide
sustainable drainage infrastructure.
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 2010 –2014120
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 1.0
Working Supervisor CSC 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 Service Tech -----0.4 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.8 2.5 2.5 2.5 2.9 2.4 3.0 3.0 3.0 3.0
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Conventions & Conferences (31010-6051)21 20 29 29 --29 29 29 29
Legal (31010-7030)29 26 --------
Memberships (multiple)11 12 18 18 --18 18 18 18
Salaries (31010/32020-5500)286 335 354 359 5 1%475 530 585 661
Supplies (31010/32000-6300)6 5 4 4 --4 4 4 4
TOTAL PW&D-ADMIN 353 398 405 410 5 1%526 581 636 712
Comments:
-Salaries –The budget is in line with the wage and benefit cost contingency. In 2011 through 2014 there is
funding to address costs associated with growth for this division.
PWDS –ENGINEERING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 121
Services Provided
The Engineering Department provides munici pal
engineering services to the community, applying
engineering methods to the analysis, planning, design,
construction, and recordkeeping of public works
facilities and programs relating to infrastructure.
2010 Workplan Emphasis
We wil be constructing several capital projects
including:Town Centre revitalization (224 Street and
the Lougheed Highway), sewer extension to the
Corrections facilities, River Road storm sewer,
Abernethy Way at 224 Street, drainage pump station in
Hammond, dike improvements in Albion, 232 Street
improvements (124 Avenue to 128 Avenue). We will
also implement the illuminated street name sign project
and co-manage the sidewalk letdown program.
We will undertake a number of reviews/studies and
update and/or implement plans including: Master
Transportation plan, Town Centre Streetscape
standards,Stormwater Utility, Silver Valley Maser
Drainage plan, Alouette Rivers Hydraulic model, Albion
Flats review, Subdivision and Servicing bylaw, and a
number of Safety District studies. We will also develop
and submit a corporate asset management policy to the
Corporate Management Team.
We will prepare the annual water system report
including recommendations for capital and operating
plans using water quality model results. We will also
work with Operations on the inflow and infiltration
program, video conversion, and setting up of a rating
system for sewer conditions.
Performance Measurement (Appendix C)
The current target statement is to reduce the number
of automobile crashes by 30% from the 2003
baseline by 2010, improving traffic safety on our road
network for all users, including pedestrians and
cyclists. Because the Safer City program has evolved
over time and the population of Maple Ridge and
traffic volumes have increased since 2003, the target
is being reviewed in 2010.
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 2010 –2014122
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 0.3 ----
Director of Engineering Projects 1.0 0.3 --------
Manager of Corp & Dev Engineering ---0.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Design and
Construction
---0.8 --0.7 1.0 1.0 1.0
Manager of Utility Engineering 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 1.0 ---
Traffic & Transport Technologist 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technician -----1.0 1.0 1.0 1.0 1.0
Dev Cost Charge Coordinator 0.1 ---------
Engineering Technologist 3.9 4.5 4.2 4.0 3.1 2.0 2.5 4.0 4.0 4.0
Geomatics Supervisor 0.9 1.0 1.0 1.0 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
Engineer Trainee 0.3 --0.8 1.0 1.0 0.3 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 1.0
Engineering Works Inspector 1.0 1.0 1.0 1.0 2.0 1.8 1.8 2.0 2.0 2.0
Draftsperson II 3.9 3.5 3.9 4.0 4.1 4.0 3.8 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 0.9 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Assistant II --0.3 0.3 -0.3 ----
Instrumentman I 1.0 1.0 0.4 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 2.1 2.0 2.0 2.0
Clerk II 1.1 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Rodperson 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Other -0.2 --------
Full-Time Equivalent 22.9 22.6 22.1 24.2 24.8 23.9 24.2 28.0 28.0 28.0
PWDS –ENGINEERING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 123
The base budgets for 2010-2014 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan –Engineering Department
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Collections (32100-4130/4131)- 8 - 23 --------
Fees (multiple)- 810 - 363 - 335 - 335 --- 335 - 335 - 335 - 335
Permits (32100/33100-4445)- 87 - 133 - 132 - 132 --- 132 - 132 - 132 - 132
Prov. Grant (Unconditional) (32000-4253)- 6 - 2 --------
Sales (multiple)- 359 - 539 - 525 - 525 --- 525 - 525 - 525 - 525
Soil Deposit Fees (32100-4219)- 44 - 84 --------
Vegetation Removal (33100-4470)- 50 ---------
Total Revenue - 1,364 - 1,144 - 992 - 992 --- 992 - 992 - 992 - 992
Expense
Consulting (32100-7005)157 143 131 81 - 50 -38%81 81 81 81
Miscellaneous (32100/32110-6275)10 8 24 12 - 12 -50%12 12 12 12
Other Outside Services (32100-7051)9 9 9 10 1 11%10 10 10 10
Salaries (multiple)1,852 1,943 2,264 2,361 97 4%2,459 2,542 2,631 2,727
Salaries Recovery (32100-5400)- 739 - 919 - 919 - 956 - 37 4%- 995 - 1,029 - 1,065 - 1,104
Salary Transfers (32100-5450)--- 206 - 213 - 7 3%- 221 - 227 - 234 - 241
Service Severance Costs (32100-5150)42 36 56 56 --56 56 56 56
Supplies (multiple)61 33 30 30 --30 30 30 30
Utilities - Telephone (32100/33100-6520)8 9 5 5 --5 5 5 5
Vehicle Charges (32100-7400)49 57 60 60 --62 64 66 68
Total Expense 1,449 1,319 1,454 1,446 - 8 -1%1,499 1,544 1,592 1,644
TOTAL ENGINEERING 85 175 462 454 - 8 -2%507 552 600 652
Comments:
-Permits & Sales –The increase in 2009 gravel revenue is based on contract. Sales have been set at minimum
guaranteed levels.
-Consulting –Previous budgets and actuals included a specific one time expense and costs due to having staff
vacancies.
-Miscellaneous –Two gravel pit flyovers in 2009 instead of the usual one per year.
-Salaries Recovery and Salary Transfer –Charges costs to the Water and Sewer Utility. Salary Transfers are
intended to charge capital projects for staff time.
PWDS –LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2010 –2014124
Services Provided
The Licences, Permits and Bylaws Department is
responsible for bylaw enforcement, animal control and
business licensing and permit application and
inspections programs. The Department ensures public
compliance with 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.
2010 Workplan Emphasis
We will be assisting with the development of a new
animal shelter and corresponding new animal services
business plan and we will report to Council on the
merits of a cat licensing program.
We will collaborate with the Business Improvement
Association, the RCMP, and the Salvation Army on
Homeless initiatives and continue proactive bylaw
enforcement in the downtown core.We will amend the
Municipal Ticket Information bylaw to include
escalating fines for repeat offenders and assist
Information Services with the implementation of online
payments and installation of cash registers in the Bylaw
office. We will also pilot the use of in-car laptop
computers for bylaw enforcement.
We will investigate a rebate program for installation of
low water use fixtures subject to Council approval and
present a Cross Connection Control Bylaw to Council,
followed by the implementation of the Cross Connection
Control program.
Performance Measurement (Appendix C)
Ensure public compliance with Municipal bylaws.
Ensure dog owners contribute toward the cost of
animal control.
Process permit applications efficiently and effectively.
PWDS –LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 125
Organization Chart
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 Inspection Services 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 0.9 -----
Bylaw Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.2 1.0 1.0 1.0
Building/Electrical Inspector I 1.7 1.0 0.2 -------
Electrical Inspector --0.8 2.0 2.2 2.1 2.0 2.0 2.0 2.0
Plumbing/Gas Inspector I 1.2 1.1 1.0 1.1 1.3 1.3 0.2 ---
Trades Inspector 1.2 2.0 2.0 1.0 1.0 1.0 2.1 2.0 2.0 2.0
Building Inspector I 1.9 2.0 2.0 2.0 2.0 2.7 3.1 3.0 3.0 3.0
Site Grading Technologist -----0.1 1.0 1.0 1.0 1.0
Sr Licence Inspector/Bylaw Officer -----0.3 1.0 1.0 1.0 1.0
Bylaw Enforce Officer/RCMP Liaison -----0.2 0.6 0.5 0.5 0.5
Licence Inspector/Bylaw Officer 2.0 2.4 3.7 4.2 4.2 4.5 4.0 4.0 4.0 4.0
Plan Checker II 2.0 2.0 2.0 2.1 2.8 2.6 3.0 3.0 3.0 3.0
Plan Checker I ----0.4 1.0 1.0 1.0 1.0 1.0
Bylaw Officer -----0.1 0.5 0.7 0.7 0.7
Administrative/Program Assistant 1.0 1.0 0.8 1.0 0.8 1.0 1.0 1.0 1.0 1.0
Building Clerk 0.5 --------
Dev Services Technician 1.7 2.8 2.9 2.9 2.8 3.0 3.0 3.0 3.0 3.0
Bylaw Enforcement Clerk 0.4 2.7 2.9 2.6 2.7 3.1 3.0 3.0 3.0 3.0
Enforcement Clerk 0.2 0.3 --------
Clerk II 3.0 0.3 --------
PWDS –LICENCES, PERMITS AND BYLAWS
District of Maple Ridge Five-Year Financial Plan 2010 –2014126
Other --0.2 ----0.2 0.2 0.2
Full-Time Equivalent 20.7 21.5 22.4 22.9 24.1 26.0 28.7 28.4 28.4 28.4
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Admin Fee (24000-4100)- 7 - 11 - 8 - 8 --- 8 - 8 - 8 - 8
Fees (24000-4220)- 1 - 2 --------
Miscellaneous Income (24000-4390)- 3 - 1 - 1 - 1 --- 1 - 1 - 1 - 1
Permits (24000-4445)- 2,401 - 1,418 - 1,734 - 1,734 --- 1,734 - 1,734 - 1,734 - 1,734
Sale of Service (24000-4650)- 16 - 10 - 6 - 6 --- 6 - 6 - 6 - 6
Total Revenue - 2,428 - 1,442 - 1,749 - 1,749 --- 1,749 - 1,749 - 1,749 - 1,749
Expense
Advertising (24000-6010)-1 2 2 --2 2 2 2
Memberships (24000-6270)3 2 2 2 --2 2 2 2
Salaries (24000/24010-5500)1,077 1,170 1,211 1,261 50 4%1,313 1,357 1,405 1,456
Supplies (24000-6300)65 41 47 47 --47 47 47 47
Vehicle Charges (24000-7400)41 49 47 47 --48 50 51 53
Wages (24010-5600)17 15 17 18 1 6%18 19 20 20
Total Expense 1,203 1,278 1,326 1,377 51 4%1,430 1,477 1,527 1,580
TOTAL INSPECTIONS - 1,225 - 164 - 423 - 372 51 -12%- 319 - 272 - 222 - 169
Comments:
-Permits –Building activity had been brisk in the past with a slow down in 2009. The budget has been
conservatively set just below historical averages. In prior years revenues in excess of budget have been
transferred to a reserve to be drawn down in years where revenues are less than budgeted.
Financial Plan –Licences and Bylaws
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Administration Fee (25000-4651)- 13 - 11 - 5 - 5 --- 5 - 5 - 5 - 5
Business Licences (53300-4342)- 595 - 576 - 550 - 575 - 25 5%- 575 - 575 - 575 - 575
Fees (27000-4220)- 56 - 58 - 50 - 55 - 5 10%- 55 - 55 - 55 - 55
Fines (multiple)- 82 - 53 - 79 - 64 15 -19%- 64 - 64 - 64 - 64
Licences (26000-4340)- 268 - 282 - 280 - 280 --- 280 - 280 - 280 - 280
Recovery - Other (25000-4372)- 27 - 22 - 10 - 10 --- 10 - 10 - 10 - 10
Total Revenue - 1,041 - 1,002 - 974 - 989 - 15 2%- 989 - 989 - 989 - 989
Expense
Contract (multiple)293 286 301 318 17 6%342 351 361 371
Legal (53300-7030)29 21 --------
Miscellaneous (26000-6275)9 2 11 11 --11 11 11 11
Program Costs (53300-6325)1 3 --------
Publicity & Promotions (53300-6330)6 2 4 4 --4 4 4 4
Salaries (multiple)763 830 894 924 30 3%962 993 1,027 1,063
Studies & Projects (25000/53300-6380)--12 -- 12 -100%----
Supplies (multiple)120 107 53 53 --53 53 53 53
Vehicle Charges (25000-7400)14 18 20 20 --21 21 22 22
Total Expense 1,235 1,270 1,295 1,330 35 3%1,393 1,433 1,478 1,524
TOTAL LICENCES AND BYLAWS 194 268 321 341 20 6%404 444 489 535
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.
-Supplies –The cost of some activities are charged here with the intent of recovering the costs from offenders or
property owners. The timing and amounts of recovery are not always the same as the cost.
PWDS –PLANNING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 127
Services Provided
The Planning Department is responsible for pursuing
Council’s direction in land use policy creation, the
management of a variety of development applications,
and environmental management. The Department is
also involved with data collection, monitoring, and the
dissemination of information and liaison with a number
of internal and external agencies. A large component of
the Department’s service lies in the area of corporate
support as assistance is given to committees of Council
as well as to initiatives from other areas of the
corporation.
2010 Workplan Emphasis
We will be working on several strategies and plans
including: initiation of an area plan for the Albion Flats,
Zoning Bylaw review, implementation of the Agricultural
Plan, completion of the Environmentally Sensitive Areas
project, completion of the Regional Growth Strategy
review, completion and implementation of the Wildfire
Interface Management plan, and implementation of the
Town Centre plan.
We will work with the Manager of Sustainability and
Corporate Planning to comply with legislation requiring
official community plans to include targets for reducing
greenhouse gas emissions and proposed policies and
actions for achieving those targets.
Performance Measurement (Appendix C)
Encourage residential development in the Town
Centre.
Identify and protect environmental features and
areas that require special recognition and
management to promote sound environmental
practices.
Organization Chart
PWDS –PLANNING
District of Maple Ridge Five-Year Financial Plan 2010 –2014128
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Mgr of Dev’t and Environment Serv 0.9 0.9 1.0 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 1.0
Planner II 2.0 2.5 2.3 2.4 3.0 3.0 3.1 3.0 3.0 3.0
Planner I 0.6 ---------
Senior Planning Technician 0.1 ------1.0 1.0 1.0
Senior Environmental Tech 0.1 ---------
Environmental Technician 0.9 1.0 1.0 1.0 1.0 1.3 2.0 2.0 2.0 2.0
Planning Landscape Technician 1.0 0.7 --------
Planning Technician 1.9 2.1 2.9 3.0 3.8 3.9 3.6 3.0 3.0 3.0
Mapping and Graphics Technician ------0.9 1.0 1.0 1.0
Planning Assistant II 1.0 1.0 0.8 1.0 1.0 0.9 0.1 ---
Administrative Assistant 1.0 1.0 1.0 1.1 1.3 1.0 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 2.0
Clerk II 0.7 ---------
Planning Student 0.4 -0.2 0.3 ------
Full-Time Equivalent 14.0 12.5 13.2 14.7 16.1 16.1 16.7 17.0 17.0 17.0
Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Applic Fees - ALR (53110-4123)-- 2 - 6 - 6 --- 6 - 6 - 6 - 6
Applic Fees - Dev Permit (53110-4124)- 122 - 119 - 147 - 150 - 3 2%- 153 - 156 - 159 - 161
Applic Fees - OCP (53110-4121)- 6 - 11 - 6 - 6 --- 6 - 6 - 7 - 7
Applic Fees - Subdivision (53110-4122)- 74 - 71 - 106 - 108 - 2 2%- 111 - 113 - 115 - 116
Application Fees (53110-4120)- 80 - 91 - 106 - 108 - 2 2%- 111 - 113 - 115 - 115
Erosion Sediment Contrl Permit (53110-4127)- 5 - 8 --------
Fees - Temp Ind/Comm Permit (53110-4125)- 9 - 12 - 4 - 4 --- 4 - 5 - 5 - 5
Program Fees (53120-4230/4231)-- 1 - 1 - 1 --- 1 - 1 - 1 - 1
Prov. Grant (Conditional) (53120-4252)- 61 - 9 --------
Sales (53110-4510)- 2 - 2 - 7 - 7 --- 7 - 7 - 7 - 7
User Fees (53110-4222)- 2 - 1 - 3 - 3 --- 3 - 3 - 3 - 3
Total Revenue - 361 - 328 - 386 - 393 - 7 2%- 402 - 410 - 418 - 421
Expense
Committee Costs (53110/53120-6045)11 55 87 22 - 65 -75%22 22 22 22
Consulting (53120-7005)77 22 55 119 64 116%19 19 19 19
Contract (53110-7007)20 40 40 40 --40 40 40 40
Legal (53100/53110-7030)54 77 38 38 --38 38 38 38
Memberships (53110-6270)4 4 2 2 --2 2 2 2
Publications (53110/53120-6335)--2 2 --2 2 2 2
Salaries (multiple)1,345 1,415 1,560 1,547 - 13 -1%1,611 1,666 1,725 1,788
Service Severance Costs (53100-5150)7 6 10 10 --10 10 10 10
Studies & Projects (multiple)33 4 155 -- 155 -100%----
Supplies (multiple)10 13 36 36 --36 36 36 36
Travel (53110/53120-6410)7 7 9 9 --9 9 10 10
Total Expense 1,568 1,643 1,994 1,825 - 169 -8%1,789 1,844 1,904 1,967
TOTAL PLANNING 1,207 1,315 1,608 1,432 - 176 -11%1,387 1,434 1,486 1,546
Comments:
-Application Fees –Application fees were increased.
-Committee Costs, Consulting and Studies &Projects –2009 budgets contained funding committed to specific
projects that were to be completed in 2009. However, many were not completed in 2009 and will need to be
added to the 2010 budget in future amendments.
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 129
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
Maple Ridge; protecting the District’s large investment
in the public works and underground infrastructure;
protecting the environment; maintaining current service
levels; providing amenity and convenience features;
and providing these services at a minimum cost to the
taxpayers in a manner as responsive to their needs as
possible.
2010 Workplan Emphasis
We will undertake paving projects on Dewdney Trunk
(250 Street to 256 Street), Dewdney Trunk Road (east
of 284 Street to 1100m west of 284 Street), 280 Street
(104 Avenue south to Ruskin Park), and Abernethy Way
(224 Street to 227 Street). We will continue with
replacement of large diameter road culverts on 900mm
wood stave on 110 Avenue (10m east of 24115). We
will undertake water improvement projects on Spring
Crescent at Exeter Avenue east of 216 Street, activate
the bulk water kiosk on Jackson Road, and we will
compile storm sewer video information into a
comprehensive maintenance and repair program.In
sanitary sewer we will compile sanitary sewer video
information into a comprehensive maintenance and
repair program.
We will continue to improve Emergency Operations
infrastructure such as security, real time weather
monitoring, and fault detection.
We will undertake a comprehensive fleet maintenance,
fuel and data base review using principles established
by the E3 (Energy, Environment and Excellence)
program, and we will implement procedures
recommended in the 2009 safety audit in preparation
for safety certification audit in 2010
We will present the Cross Connection Control bylaw to
Council and Implement the Cross Connection Control
Program and review Capital funding envelopes for
maintenance and repair of existing infrastructure with
respect to Public Sector Accounting Board financial
requirements.
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 safe, serviceable road network for the
community, whereby 100% of our roads are at or
above “acceptable” condition.
Increase the overall performance of our
transportation vehicle fleet (increase fuel efficiency,
reduce costs, reduce greenhouse gas emissions).
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014130
Organization Chart
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 131
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.The 2003-2009 FTEs represent
actual hours worked plus paid leave; 2010-2012 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave)Full Staffing
Position 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
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 & Equip 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 1.0 0.9 1.0 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 1.0
Engineering Works Inspector 2.0 2.0 2.0 1.2 0.9 1.0 1.2 1.0 1.0 1.0
Buyer 0.2 1.0 1.0 0.5 1.0 1.0 1.0 ---
Purchasing Supervisor -------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 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Buyer 0.1 ---------
Fleet Mtce Coord Clerk Typist III -0.3 1.0 1.0 1.0 1.1 1.4 1.0 1.0 1.0
Storekeeper IA -----0.3 0.1 ---
Accounting Clerk I -0.5 --------
Clerk II 1.0 1.2 1.7 1.8 1.8 2.0 1.6 1.1 1.1 1.1
Clerk I 1.0 0.5 --------
Maintenance Student 0.3 0.4 0.4 0.1 ------
Foreman III 3.0 3.0 3.0 3.1 3.5 3.0 3.3 3.0 3.0 3.0
Foreman II 3.5 5.0 5.6 5.7 6.4 6.7 5.8 6.0 6.0 6.0
Trades Foreman 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0
Tradesperson II -Electrician -0.6 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Tradesperson II -Mechanic 2.1 2.0 2.0 2.0 2.0 2.1 2.0 2.0 2.0 2.0
Electronics Technician 2.9 3.0 2.9 2.8 2.2 2.3 3.2 3.0 3.0 3.0
Meter Maintenance Worker 1.0 0.9 0.7 0.4 1.0 1.0 1.1 1.0 1.0 1.0
Water System Operator ----0.7 0.6 -1.0 1.0 1.0
Equipment Operator V 0.9 1.0 0.9 0.9 1.0 1.9 1.0 1.0 1.0 1.0
Equipment Op IVA/Truck Driver III ------1.0 1.0 1.0 1.0
Equipment Operator IVA 4.0 4.0 5.2 4.9 4.7 3.8 3.1 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 IV ------1.0 ---
Equipment Operator III 2.6 2.6 2.0 2.0 2.0 1.9 2.0 3.0 3.0 3.0
Equipment Operator II 0.9 1.0 1.0 0.6 1.0 0.8 ----
Yardperson II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.1 1.1 1.1
Maintenance Worker Utilities 2.8 2.4 2.5 4.3 5.0 4.5 5.1 5.0 5.0 5.0
Truck Driver III 2.0 2.0 2.0 2.0 2.0 2.1 3.2 2.0 2.0 2.0
Truck Driver II 2.0 2.0 2.0 1.5 1.0 0.9 ----
Sign Maintainer 1.0 1.0 1.2 1.8 2.0 2.0 2.0 2.0 2.0 2.0
Labourer 14.7 14.8 16.2 14.2 15.6 14.3 13.2 18.5 18.5 18.5
Water Maintenance Worker 2.0 2.3 3.0 2.2 1.9 2.6 3.3 3.0 3.0 3.0
Apprentice -Mechanic ------1.0 1.0 1.0 1.0
Automotive Serviceperson ------0.2 ---
Other -----0.4 ----
Full-Time Equivalent 61.2 64.4 69.1 66.7 69.7 69.2 69.9 73.7 73.7 73.7
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014132
The base budgets for 2010-2014 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)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Expense
Burden (Salaries) (multiple)- 7 - 108 --------
Committee Costs (33100-6045)3 4 8 10 2 25%10 10 10 10
Contributions from Others (30000-4820)- 13 -- 120 - 30 90 -75%- 30 - 30 - 30 - 30
Dust Control (35100-8053)2 6 4 4 --4 4 4 4
Environmental Costs (33100-6320)--20 20 --20 20 20 20
Equipment Charges (33100/33200-8035)32 27 38 38 --38 39 41 42
Equipment Maintenance (30000-8030)540 669 522 532 10 2%542 551 560 570
Fees (39000-4220)- 13 - 7 - 10 - 10 --- 10 - 10 - 10 - 10
Freight (12230-7350)5 5 4 4 --4 4 4 4
Fuel (33200-7360)778 584 857 662 - 195 -23%681 700 719 739
Fuel Sales (33200-7361)- 351 - 288 - 397 - 320 77 -19%- 329 - 339 - 348 - 357
GVTA Grant - Downloaded Roads (33100-4261)- 497 - 603 - 701 - 701 --- 701 - 701 - 701 - 701
GVTA Grant - Uploaded Roads (33100-4260)- 2 - 568 --------
Insurance (multiple)133 105 143 150 7 5%156 163 170 170
Maintenance - General (multiple)4,181 4,295 4,156 4,207 51 1%4,365 4,514 4,666 4,822
Preservice Fees (35300-4460)--- 26 - 26 --- 26 - 26 - 26 - 26
Program Costs (33100-6325)10 9 11 11 --11 11 11 11
Prov. Grant (Unconditional) (33100-4253)- 1 - 76 --------
Radio & Communications (33100-6340)10 10 12 12 --13 13 14 14
Salaries (multiple)767 817 902 919 17 2%957 991 1,026 1,062
Small Tools & Equipment (33100-7390)14 16 16 16 --16 16 17 17
Supplies (multiple)68 79 74 72 - 2 -3%73 73 74 74
Training (33100-6400)29 31 24 24 --24 24 24 24
Utilities (33100-6500)16 17 17 17 --17 17 17 17
Vehicle Chgs Contra (Mtce) (33200-7405)- 1,400 - 1,383 - 1,213 - 1,113 100 -8%- 1,143 - 1,171 - 1,200 - 1,223
Vehicle Chgs Contra (Replacmt) (33200-7410)- 842 - 850 - 920 - 1,036 - 116 13%- 1,070 - 1,148 - 1,188 - 1,237
Vehicle Costs (33100-6430)24 15 24 24 --25 26 26 27
Wages (33100-5600)121 122 104 108 4 4%113 117 121 125
Total Expense 3,607 2,928 3,549 3,594 45 1%3,760 3,868 4,021 4,168
Transfers
Interest Transfers (33100-ERR-9402)--74 74 --74 74 74 74
Special Projects (33100-6385)235 159 471 -- 471 -100%----
Transfers Out (33100-ERR-9400)864 920 920 1,036 116 13%1,070 1,148 1,188 1,237
Total Transfers 1,099 1,079 1,465 1,110 - 355 -24%1,144 1,222 1,262 1,311
TOTAL OPERATIONS 4,706 4,007 5,014 4,704 - 310 -6%4,904 5,090 5,283 5,479
Comments:
-Fuel Sales, Vehicle Chgs Contra (Mtce)–Fuel costs have decreased.
-Maintenance –General –The budget includes funding to cover the cost of growth.
-Special Projects –The 2009 budget included funding to complete specific projects that were not finished in
2008. The projects that were still outstanding at the end of 2009 will be added to the 2010 budget in future
amendments.
Financial Plan –Private Service
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Access Culverts (33300-4481)- 23 - 32 --------
Curb Let Down/Rd Extension (33300-4160)- 22 - 8 - 36 - 36 --- 36 - 37 - 37 - 37
Ditch Enclosures (33300-4482)- 3 - 12 --------
Private Xing /Frontage /Storm (33300-4480)- 46 - 20 - 64 - 65 - 1 2%- 67 - 69 - 71 - 72
TOTAL OP-PRIVATE SERVICE - 94 - 72 - 100 - 101 - 1 1%- 103 - 106 - 108 - 109
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014 133
Financial Plan –Sewer Utility
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Investment Interest (60000-4295)- 201 - 203 - 225 - 225 --- 225 - 225 - 225 - 225
M.F.A. Discharge (64000-4380)- 43 - 22 --------
Parcel Charges (61000-4420)- 746 - 778 - 790 - 830 - 40 5%- 872 - 915 - 961 - 1,009
Prov. Grant (Unconditional) (61000-102-4253)- 249 - 264 - 295 - 295 --- 295 - 295 - 295 - 295
Sale of Service (61000-4600)- 185 - 205 - 262 - 275 - 13 5%- 289 - 303 - 318 - 334
Sales (61000-4510)- 5,149 - 5,620 - 5,452 - 5,837 - 385 7%- 6,250 - 6,692 - 7,165 - 7,672
Transfers In (60000-DCC-4910)- 46 ---------
Total Revenue - 6,619 - 7,092 - 7,024 - 7,462 - 438 6%- 7,931 - 8,430 - 8,964 - 9,535
Expense
Admin Fees (61000-101-6005)2,928 2,861 2,867 3,009 142 5%3,151 3,292 3,434 3,576
Appropriation of Surplus (61000-9010)- 946 - 449 - 449 - 120 329 -73%71 252 802 1,133
Audit Fees (61000-7000)4 4 4 4 --4 4 4 4
Burden (Salaries) (60000-5100)- 1 23 --------
Consulting (60000/61000-7005)15 12 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)599 478 --------
Contribution to Self-Insurance (64000-9021)- 54 60 7 7 --7 7 7 7
Debt - Interest (multiple)3 ---------
Debt - Principal (multiple)46 ---------
Insurance (61000-6210)105 - 7 49 49 --49 49 49 49
Insurance-Adj Fee / Deductible (61000-6211)--5 5 --5 5 5 5
Maintenance - Buildings (62000-8060)245 269 246 251 5 2%258 264 271 277
Maintenance - General (62000/63000-8056)211 222 321 338 17 5%359 378 397 417
Other Outside Services (61000-7051)5 4 4 5 1 25%5 5 5 5
Radio & Communications (61000-6340)6 6 8 8 --8 8 9 9
Salaries (61000-5500)156 185 253 263 10 4%274 283 293 302
Salary Transfers (61000-5450)511 546 546 563 17 3%581 597 614 631
Service Severance Costs (60000-5150)8 7 11 11 --11 11 11 11
Small Tools & Equipment (61000-7390)19 25 10 10 --10 11 11 11
Utilities - Gas & Hydro (61000-6510)16 19 25 25 --25 25 25 25
Utilities - Telephone (61000-6520)1 5 41 41 --41 41 41 41
Total Expense 5,870 6,263 5,951 6,472 521 9%6,862 7,235 7,981 8,506
Transfers
Transfer to Capital Funds (multiple)130 52 540 907 367 68%989 1,117 972 1,022
Transfers Out (multiple)66 170 100 100 --100 100 100 100
Total Transfers 196 222 640 1,007 367 57%1,089 1,217 1,072 1,122
TOTAL SEWER UTILITY - 553 - 607 - 433 17 450 -104%20 22 89 93
Comments:
-Appropriation of Surplus –Dependent on the extent that planned operating costs and capital expenditures
exceed projected revenues.
-Parcel Charges / Sales –The budget includes an increase in fees of 5% and an updated projection of the
number of properties that will have sewer service.
-Transfer to Capital Funds –The amount of planned capital varies year to year.
Financial Plan –Sewer Utility –Private Service
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Connection (61000-4140)- 103 - 45 - 82 - 84 - 2 2%- 87 - 89 - 91 - 94
Disconnections (Revenue) (61000-4180)- 3 - 3 - 3 - 3 --- 3 - 3 - 3 - 4
Preservice Fees (61000-4460)-- 6 - 9 - 9 --- 9 - 9 - 9 - 9
Total Revenue - 106 - 54 - 94 - 96 - 2 2%- 99 - 101 - 103 - 107
Expense
Connections - Preservice (61000-8011)10 4 13 14 1 8%14 14 14 14
Special Projects (61000-6385)67 5 514 65 - 449 -87%65 65 --
Total Expense 77 9 527 79 - 448 -85%79 79 14 14
TOTAL SEWER-PRIVATE SERVICE - 29 - 45 433 - 17 - 450 -104%- 20 - 22 - 89 - 93
PWDS –OPERATIONS CENTRE
District of Maple Ridge Five-Year Financial Plan 2010 –2014134
Financial Plan –Water Utility
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Federal Grant (Conditional) (multiple)- 10 - 2 --------
Fines (71000-4240)- 20 - 40 - 18 - 18 --- 18 - 18 - 18 - 18
Investment Interest (70000-4295)- 218 - 228 - 150 - 150 --- 150 - 150 - 150 - 150
M.F.A. Discharge (74000-4380)- 20 - 148 --------
Parcel Charges (71000-4420)- 67 - 87 - 78 - 85 - 7 9%- 93 - 101 - 110 - 120
Permits (71000-4445)- 1 - 1 --------
Sale of Service (71000-4600)- 2,075 - 2,384 - 2,241 - 2,442 - 201 9%- 2,662 - 2,902 - 3,163 - 3,448
Sales (71000-4510)- 6,166 - 6,737 - 6,892 - 7,662 - 770 11%- 8,519 - 9,472 - 10,531 - 11,708
Transfers In (multiple)-- 26 --------
Total Revenue - 8,577 - 9,653 - 9,379 - 10,357 - 978 10%- 11,442 - 12,643 - 13,972 - 15,444
Expense
Advertising (71000-6010)1 1 4 4 --4 4 4 4
Appropriation of Surplus (71000-9010)- 33 - 819 - 819 - 679 140 -17%- 1,215 273 1,054 1,907
Audit Fees (71000-7000)7 7 7 7 --7 7 7 7
Burden (Salaries) (70000-5100)- 20 - 41 --------
Consulting (71000-7005)11 11 10 10 --10 10 10 10
Contribution to own Reserves (74000-9020)564 876 --------
Contribution to Self-Insurance (74000-9021)7 7 7 7 --7 7 7 7
Debt - Principal (multiple)13 ---------
Insurance (71000-6210)44 43 43 43 --43 43 43 43
Insurance-Adj Fee / Deductible (71000-6211)--5 5 --5 5 5 5
Maintenance - General (70000/72000-8056)1,203 1,166 1,196 1,236 40 3%1,285 1,328 1,372 1,418
Meter Reading (71000-8049)25 24 14 14 --15 15 16 16
Other Outside Services (71000-7051)88 68 166 198 32 19%438 438 438 438
Purchases (71000-7380)4,387 5,410 5,562 6,171 609 11%6,788 7,405 8,022 8,639
Radio & Communications (71000-6340)8 8 9 9 --10 10 10 10
Salaries (71000/72000-5500)379 407 615 632 17 3%649 665 681 698
Salary Transfers (71000-5450)546 696 696 719 23 3%743 765 787 811
Service Severance Costs (70000-5150)8 7 10 10 --10 10 10 10
Small Tools & Equipment (71000-7390)17 22 14 14 --14 15 15 15
Special Projects (71000-6385)220 78 687 -- 687 -100%----
Total Expense 7,476 7,971 8,226 8,400 174 2%8,813 11,000 12,481 14,038
Transfers
Transfer to Capital Funds (multiple)959 1,206 1,586 2,094 508 32%2,771 1,789 1,641 1,560
Transfers Out (multiple)101 348 100 100 --100 100 100 100
Total Transfers 1,060 1,554 1,686 2,194 508 30%2,871 1,889 1,741 1,660
TOTAL WATER UTILITY - 41 - 128 533 237 - 296 -56%242 246 250 254
Comments:
-Parcel Charges / Sales of Services / Sales –The 2010 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
expenditures exceed projected revenues.
-Other Outside Services –There will be costs for our portion of capital projects that the region has underway.
Our portion of the costs may be large enough that borrowing is required resulting in debt payments.
-Purchases –The cost and consumption of water is expected to increase.
-Transfer to Capital Funds –The amount of planned capital varies year to year.
Financial Plan –Water Utility –Private Service
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget ∆
$
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Connection (71000-4140)- 360 - 243 - 166 - 169 - 3 2%- 174 - 178 - 182 - 186
Disconnections (Revenue) (71000-4180)- 7 - 5 - 6 - 6 --- 6 - 6 - 6 - 7
Hydrant Fees (71000-4270)- 17 - 5 - 8 - 8 --- 8 - 8 - 8 - 8
Hydrant Relocation (71000-4142)-- 7 --------
Preservice Fees (71000-4460)--- 10 - 10 --- 10 - 10 - 10 - 10
Tie-Ins (70000/71000-4141)- 108 - 42 - 65 - 65 --- 65 - 65 - 65 - 65
Connections - Preservice (71000-8011)18 21 21 21 --21 21 21 22
TOTAL WATER UTILITY-PRIVATE SERVICE - 474 - 281 - 234 - 237 - 3 1%- 242 - 246 - 250 - 254
PWDS –RECYCLING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 135
Services Provided
Ridge Meadows Recycling Society (RMRS), a
community-based, charitable non-profit organization, in
partnership with the District of Maple Ridge provides
bluebox recycling collection, operates the Maple Ridge
Recycling Depot and Intermediate Processing Facility,
and offers education on environmental issues to all
residents of Maple Ridge. As a local employer (64
employees –full and part time), the Society provides
entry-level employment and training opportunities, as
well as supported work and training for adults with
developmental disabilities. RMRS is an award-winning
environmental organization that promotes the 3R’s,
provides excellent customer service, seeks out
partnerships to enhance recycling services and
maximise returns on commodities.
2010 Workplan Emphasis
Ridge Meadows Recycling Society will continue to
reduce 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 monitor the pilot project for curbside
kitchen/ yard waste collection in order to aggressively
target the 21% of the waste stream that is organic.
RMRS will also expand blue box pickup services further
east, expand business recycling, add new extended
producer responsibility commodities, implement
parking regulations in the difficult to access areas,
create a garbage and recycling bylaw, explore
framework to include commercial properties and
recycling services on the property taxes, and investigate
expanding the depot site.
RMRS will also provide public education to increase
awareness of recycling and other related environmental
issues and at the same time provide recycling
collection, processing and education to the business
community 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 –
(Formerly: Ministry of Children and Family
Development) and other Ministries.
Performance Measurement (Appendix C)
Provide a safe, supportive work environment for
people with developmental disabilities.
Our ultimate goal is Zero Waste, with an interim
target of 585 kilograms per resident by the year
2015. This represents a 70% diversion rate from the
1995 level of waste going to landfill.
District of Maple Ridge Five-Year Financial Plan 2010 –2014136
Financial Plan –Recycling
All figures represent $’000 (thousands)
2008
Actuals
2009
Actuals
2009
Budget
2010
Budget
Budget
∆ $
Budget
∆ %
2011
Budget
2012
Budget
2013
Budget
2014
Budget
Revenue
Fees (51000-4220)- 202 - 86 - 100 - 100 --- 100 - 100 - 100 - 100
Lease Expense (51000-004-6230)11 -15 15 --15 15 15 15
Total Revenue - 191 - 86 - 85 - 85 --- 85 - 85 - 85 - 85
Expense
Contract (51000-7007)870 936 959 1,071 112 12%1,102 1,134 1,167 1,202
Insurance (51000-6210)2 2 2 2 --2 2 2 2
Vehicle Charges (51000-7400)364 381 404 423 19 5%436 488 503 518
Total Expense 1,236 1,319 1,365 1,496 131 10%1,540 1,624 1,672 1,722
TOTAL RECYCLING 1,045 1,233 1,280 1,411 131 10%1,455 1,539 1,587 1,637
Comments:
-Collections of fees on property taxes for recycling are included under the Financial Services –Tax Revenue
section in Corporate & Financial Services (CFS).
District of Maple Ridge Five-Year Financial Plan 2010 –2014 137
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
District of Maple Ridge Five-Year Financial Plan 2010 –2014138
CAPITAL PROCESS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 139
The District has the primary responsibility for
providing 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
infrastructure, public facilities, equipment, and
business systems 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 development. Long-term capital
planning enables the District to optimize the use of
resources for the benefit of both the present and
future citizens. The CWP is a plan for acquisition,
expansion, rehabilitation, and replacement of the
District’s capital assets.
The CWP is directed by the District’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 provision of funds to
preserve and enhance existing facilities and provide
new assets to respond to changing service needs of
the community based on various business lines,
demographic indicators, and growth.
The CWP is reviewed at least annually by the Capital
Planning Committee to re-evaluate the existing
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
coming five-year timeline. The CWP changes are
approved through Council’s adoption of the Financial
Plan Bylaw following business planning.
The CWP 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
management and service delivery perspectives,
sustainability 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 communities is that they possess sound
physical infrastructure. The CWP 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
infrastructure investment strategy that both
strategically and tactically manages the District’s
assets and resources for the timely expansion,
maintenance, and replacement of infrastructure and
facilities.
Tangible Capital Assets
The District of Maple Ridge has inventoried all
physical assets that support municipal services and
reports them at historical cost net of accumulated
amortization.Annual amortization expense
represents the cost of asset use to decision makers
and residents.”
Funding Sources
The table on the next page illustrates the sources of
funding for these projects. The proposed CWP is
relatively large due to borrowing (Debt Financing) 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 2010 –2014140
The five-year Capital Works Program is $127 million; 2010 planned capital projects are in excess of $29 million,
exclusive of projects that may be carried forward from previous years. It should be noted that developers will
contribute millions in subdivision infrastructure to our community and these contributions are not included in our
capital plan. Budgets for projects that were approved in previous years, but not completed by the end of 2009 will
be included in a Financial Plan amendment in the spring of 2010.
Capital Expenditure Program 2010 –2014 ($127 million)
Protective Services,
$4,543,220
Highways,
$59,589,497
Park Improvement,
$8,398,523
Sewage,
$15,677,796
Water,
$22,679,611
Recreation Services,
$822,000
Park Acquisition,
$4,261,140
Operating Capital,
$300,150
Government Services,
$1,850,500
Technology,
$4,482,172
Drainage,
$4,609,032
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix F
2010-2014
Capital Plan
Funding Sources
($127 Milliion)
Reserves
16%
DCC Fund
(not debt)
26%
Other
Funding
Sources
4%
Sewer
Capital
8%Water
Capital
11%
General
Revenue
13%
Debt
Financing
16%
Grants and
3rd Parties
26%
CAPITAL WORKS BUSINESS PLAN
District of Maple Ridge Five-Year Financial Plan 2010 –2014 141
Services Provided
The Capital Planning Committee compiles and
prepares 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 (2010 –2014), and is
responsible for deployment of information relating to
the Capital Works Program on the District’s website.
The Committee also provides staff support with
respect to capital information inquiries and/or
requests, maintains the integrity of the data in the
corporate business system for long-term capital
programming and creating an archive of completed
and planned projects, and has the responsibility of
administrating the Capital Works Program and
associated business systems.
2010 Workplan Emphasis
The Committee will work with staff to develop an
asset 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
government for ongoing secure funding for
infrastructure replacement or access to alternative
revenue streams (not property taxes), and continuing
to explore funding alternatives (Gravel, Gaming,
Grants, Growth).
The Committee will undertake a project to explore the
merits of migrating the Long Term Capital legacy
system 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.
CAPITAL WORKS BUSINESS PLAN
District of Maple Ridge Five-Year Financial Plan 2010 –2014142
Operating Budget Implications of the Capital Program and Developer Contributed Assets
Many of the incremental operating costs associated
with the capital program are identified under the
Financial Plan Overview under section 2.4 Budget
Allocations for Growth. There are other costs
associated with assets that are contributed by
developers or in the case of joint services for
recreation are purchased by the City of Pitt Meadows.
Where new local roads and services are contributed
to the Municipality by developers there may not be
much in the way of repair costs until later in the
lifecycle of the asset.
The annual amount set aside for replacement of our
assets is not even as much as the amortization,
which is based on historical cost not replacement
cost. The funding strategy is to increase property
taxes by 1% each year to bridge this infrastructure
replacement funding gap over time. There is no link
between the new assets added each year to an
increase in the amount of funding set aside to cover
the amortization expense on these assets.
Items included under Budget Allocations for Growth
include:
The funding for the Fire Department increases
$50,000 a year to cover the increasing cost of
constructing or purchasing of fire halls, vehicles
and other equipment. This is in addition to the
amount already provided by having the transfer to
reserves fire related capital equal to two percent of
taxation.
Parks Maintenance increased $152,750 in 2010
which is more than it has historically due to the
large amount of park inventory added.
Software Maintenance & Support receives
additional funding of $20,000 to cover incremental
costs of new software purchases. The total budget
for the area is also adjusted based on maintenance
saving due to removed software the updated cost
of existing software.
The costs associated with growth for support or
indirect services are difficult to predict. Each of the
three divisions is allocated funds to address growth
related pressures. The funding varies slightly year
to year but the average increase is targeted at
about $65,000 for each division.
Operation’s Department and Water and Sewer
Utilities received growth funding associated with
having additional infrastructure built or turned over
to the Municipality from developers. The amount of
infrastructure built or turned over will vary year to
year. The annual amount to cover transportation
and drainage infrastructure is $65,000 with a fair
amount of flexibility as to what growth related
pressures these funds can address. The annual
allotment was allocated to cover operating costs
associated with 290 new streetlights, 322 new
catch basins, 4.5 km of new storm drainage
including settling ponds and sidewalks, signs, road
markings, litter pickup, road sweeping, snow
removal and roadside vegetation maintenance on
4 km of new roadway. The annual amount for water
and sewer maintenance is $15,000 and $10,000
respectively.
Several recreation facilities have or will be soon
added in the City of Pitt Meadows, a neighbouring
community in which we share some services such
as recreation and police housing and support. An
ice rink was purchased in Pitt Meadows. The
operating costs and revenues were added to the
Maple Ridge Budget with a net cost in 2010 for
Maple Ridge of about $75,000.The South Bonson
Amenity Building and a Pitt Meadows Senior’s
Pavilion will also be added in Pitt Meadows with
annual net costs anticipated to be $107,000 and
$32,000 respectfully.
The boilers in the Maple Ridge Leisure Centre were
replaced with high efficiency boilers, a heat
exchange system and solar panels. The annual
energy savings is very conservatively estimated to
be $65,000.
District of Maple Ridge Five-Year Financial Plan 2010 –2014 143
Appendices
Mission Statement and Value Statements
Vision 2025
Performance Measures
Financial Sustainability Plan –Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2010-2014 Financial Plan Bylaw 6708 –2009
Glossary of Terms
District of Maple Ridge Five-Year Financial Plan 2010 –2014144
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2010 –2014 145
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
present and future citizens.
VALUE STATEMENTS
Leadership To encourage innovation, creativity, and
initiative.
Service To be fair, friendly, and helpful.
Reputation To stress excellence, integrity,
accountability, and honesty.
Human
Resources
To recognize that our people are our
most valuable resource.
Community To respect and promote our community.
Stewardship To consider the long-term
consequences of actions, think broadly
across issues, disciplines and
boundaries and act accordingly.
VISION 2025
The District of Maple Ridge is among the most sustain-
able communities in the world. As a community commit-
ted to working toward achieving carbon neutrality,
residents experience the value of a strong and vibrant
local economy and the benefits of an ongoing commit-
ment to environmental stewardship and creation of sta-
ble and special neighbourhoods. Maple Ridge is a
world-leading example of thoughtful development and a
socially cohesive community, especially as it relates to
the use of leading edge “environmental technologies,”
social networks and economic development. Other mu-
nicipalities consistently reference the District of Maple
Ridge for its innovative approaches to dealing with
seemingly intractable challenges.
Strategic Focus Areas
Environment Governance
Transportation Community Relations
Smart Managed Growth
Safe and Livable Community
Inter-government
Relations/Networks
Financial Management Economic
Development
Environment
Vision 2025
Maple Ridge continues to lead the nation in preserving
and enhancing its community’s quality of life, air, water
and land. The District, long a front-runner in the 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 works 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 traf-
fic 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 cooperation 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 maintained the rural character and
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2010 –2014146
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 land use management and development proc-
esses that are clear, timely, open, inclusive and consul-
tative
Use the Official Community Plan and the District’s
Corporate Strategic Plan to ensure growth is well-man-
aged and balances the three pillars of sustainability (so-
cial, economic and environment) thereby enhancing the
unique quality of life in Maple Ridge
Develop land use regulations, bylaws, procedures, and
practices to implement the Official Community Plan and
all other Strategic and Master Plans thereby providing
clear interpretation of the District’s direction, goals and
objectives
Manage existing municipal infrastructure through the
preparation of appropriate plans to ensure develop-
ment, maintenance and renewal of parks and open
spaces; roads; sidewalks; water; sewer and stormwater
systems; public buildings as well as 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 infrastructure
and technology (such as fibre optics, geo-thermal power
and energy from sewer systems)
Safe and Livable Community
Vision 2025
A community development model is at the heart of the
District’s success in meeting the safety, security and
social needs of the citizenry. By networking with other
levels of government, the RCMP, the School Board,
community agencies and business groups and by ca-
pacity building with not-for-profits and neighbourhood
groups all Maple Ridge residents have their basic
health, safety, shelter, food and income needs met;
have access to community services to assist them in
achieving their full potential; are able to actively partici-
pate in civic processes; and can contribute to estab-
lishing an exceptionally strong community.
Key Strategies
Strive for enhanced service levels, quality of life and
independence by citizens and community organizations
in the delivery of leisure services and other municipal
services through community development
Develop and implement preventative as well as
reactionary plans to address the impacts of emerging
social issues on the local community and citizens
through social planning and collaboration with other
levels of government and local service providers
Work closely with the School Board, Health Authority,
Regional Library, other levels of government and other
agencies to encourage the adequate provision of public
services that are not the responsibility of local govern-
ment
Establish an emergency response and recovery plan in
consultation with other public sector agencies, commu-
nity groups, and other relevant stakeholders
Establish neighbourhood and community education
programs to provide citizens with information and mate-
rials on emergency planning procedures
Ensure development standards incorporate sustainabil-
ity, crime prevention, safety and security concepts
Develop preventative as opposed to remediation initia-
tives in the delivery of fire and police services
Ensure that quality emergency services are delivered in
a timely, effective and efficient manner through the de-
velopment of multi-year Business Plans, which include
detailed, sustainable multi-year financial plans
Continue with the implementation of the Police and Fire
Master Plans
Provide a variety of parks, trails, open spaces and gath-
ering 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 recrea-
tional, educational and social activities
Preserve and enhance heritage resources to provide
citizens with the historic context of the community
Encourage citizens and the community to develop their
creative potential and a strong sense of community
through the provision of excellent arts and cultural op-
portunities, special events, educational, and social ac-
tivities
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 Policies
Develop multi-year financial plans that not only address
immediate needs but also address the longer-term sus-
tainability of our community
Use a formal, business planning framework as a means
to structure decision-making and publicly reporting our
performance
Identify methods to expand the tax base and generate
non-tax revenue
Continue to use a user-pay philosophy
Review policies and processes to ensure they are
consistent with the corporate strategic direction and
external influences
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
District of Maple Ridge Five-Year Financial Plan 2010 –2014 147
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-
making. Politicians and staff model the District’s values
and consistently deliver on the commitments, goals and
objectives stated in the Strategic Plan and Business
Plans.
Key Strategies
Conduct our business in a manner that upholds and
enhances the public’s trust
Function as an open government with the greatest
possible access by citizens to information and opportu-
nity for engagement in decision-making processes
Demonstrate leadership in applying and promoting the
principles of sustainability recognizing that each individ-
ual decision may not be optimal for all pillars of sustain-
ability
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 relation-
ships with our adjacent neighbours, the municipalities of
Pitt Meadows and Mission; the Katzie and Kwantlen
First Nations; our fellow members of the Greater Van-
couver Regional District and the Fraser Valley Regional
District
Enhance relationships with provincial and federal
employees and politicians to further the legitimate in-
terests of the District
Continue to leverage our voice and enhance our
relationships with the Union of British Columbia Munici-
palities, the Federation of Canadian Municipalities and
the Lower Mainland Local Government Association
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 the 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 struc-
ture a positive business and investment climate
Support the retention and expansion of existing local
businesses that add to the quality of life in Maple Ridge
Identify, in consultation with community stakeholders,
specific new investment and employment opportunities
Build a sustainable community that includes a balance
of land use types
Develop an efficient, customer-service oriented ap-
proach to the delivery of municipal services that is
timely, cost effective, friendly and efficient
Develop and maintain high quality community
documentation and promotional material to attract in-
vestment and employment
Preserve natural assets that could positively contribute
to economic development
Enhance the trail systems so that they can be used to
enhance economic development
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014148
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.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 149
Municipal Hall electricity use
Target Statement:
This is a work-in-progress.
Overview:
This graph illustrates the annual electricity consumption for the Municipal Hall,measured in kilowatt-hours (kWh)*.
Through a partnership with BC Hydro,the District is working to reduce electricity consumption in a variety of ways.As
energy efficiency initiatives are implemented,we will report them on the information tab.
*A kilowatt-hour is the basic unit of measurement for electrical energy use.If you use a 60-watt bulb for
1,000 hours,then you have consumed 60 kWh of electricity.
-Last Data Point: Date:12/31/2009
Target:448459 Kilowatt Hours (kWh)
Actual:456561 Kilowatt Hours (kWh)
Status Report:The actual electricity consumption was 456,561kWh and the resulting cost was $26,377.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014150
Municipal Office Tower electricity use
Target Statement:
This is a work-in-progress.
Overview:
This graph illustrates the annual electricity consumption for the Municipal Office Tower,measured in kilowatt-hours (kWh)*.
Through a partnership with BC Hydro,the District is working to reduce electricity consumption in a variety of ways.As energy
efficiency initiatives are implemented,we will report them on the information tab.
*A kilowatt-hour is the basic unit of measurement for electrical energy use.If you use a 60-watt bulb for 1,000 hours,then
you have consumed 60 kWh of electricity.
-Last Data Point: Date:12/31/2009
Target:438834 Kilowatt Hours (kWh)
Actual:508228 Kilowatt Hours (kWh)
Status Report:The actual electricity consumption was 508,228 kWh and the resulting cost was $26,039.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 151
Operations Centre electricity use
Target Statement:
This is a work-in-progress.
Overview:
This graph illustrates the annual electricity consumption for the Operations Centre,measured in kilowatt-hours (kWh)*.
Through a partnership with BC Hydro,the District is working to reduce electricity consumption in a variety of ways.As
energy efficiency initiatives are implemented,we will report them on the information tab.
*A kilowatt-hour is the basic unit of measurement for electrical energy use.If you use a 60-watt bulb for
1,000 hours,then you have consumed 60 kWh of electricity.
-Last Data Point: Date:12/31/2009
Target:314277 Kilowatt Hours (kWh)
Actual:340304 Kilowatt Hours (kWh)
Status Report:The actual electricity consumption was 340,304 kWh and the resulting cost was $21,352.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014152
RCMP Building electricity use
Target Statement:
This is a work-in-progress.
Overview:
This graph illustrates the annual electricity consumption for the RCMP Building,measured in kilowatt-hours (kWh)*.
Through a partnership with BC Hydro,the District is working to reduce electricity consumption in a variety of ways.As
energy efficiency initiatives are implemented,we will report them on the information tab.
*A kilowatt-hour is the basic unit of measurement for electrical energy use.If you use a 60-watt bulb for 1,000 hours,
then you have consumed 60 kWh of electricity.
-Last Data Point: Date:12/31/2009
Target:481211 Kilowatt Hours (kWh)
Actual:465412 Kilowatt Hours (kWh)
Status Report:The actual electricity consumption was 465,412 kWh and the resulting cost was $25,879.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 153
Carbon neutral municipal operations
Target Statement:
By 2020,the BC Government has committed to reduce its greenhouse gas emissions by 33 per cent from 2007 levels.
This target will be used until a Maple Ridge municipal operations target has been selected.
Overview:
This graph shows the amount of greenhouse gas (GHG) emissions created from the provision of municipal services each
year. GHG emissions are produced when we operate municipal cars, fire trucks, street sweepers and lawn mowers; use
electricity to light up sports fields, municipal hall and streetlights; burn natural gas to heat municipal swimming pools; throw
away garbage that sits in a landfill emitting gases. Measuring our progress is an important part of ensuring reductions
continue to happen, as we work towards becoming “carbon neutral.”
Note:Prior years’numbers may change slightly as we refine our methodology to align with governing bodies.
-Last Data Point:Date:12/31/2008
Target:2431 tonnes of C02 equivalent
Actual:2766 tonnes of C02 equivalent
Status Report:In 2008,the District’s total greenhouse gas emissions measured 2,766 tonnes.
The increase in overall corporate greenhouse gas emissions is due, in large part, to the fact that our community is still
growing. The addition of streetlights in new subdivisions, new vehicles to the District’s fleet (diesel recycling trucks),
among other things mean that despite the District’s efforts to implement energy saving technology, our emissions may
continue to go up before we experience significant reductions. Weather also plays a role. A colder weather season in 2008
resulted in an increase in natural gas consumption. Natural gas is used to heat many municipal facilities, and when it’s
cold outside, the thermostat gets turned up to create a more comfortable working environment. With renovations and
retrofits incorporating green technologies completed in Fall 2009 at the Leisure Centre and continuing into 2010 at
Fire Hall 1, it is expected that corporate greenhouse gas emissions will begin to lessen in 2010. Note: Emissions were
calculated using 2007 ICLEI coefficients. 2008 coefficients are expected to be released in July 2010.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014154
Fire Hall I GHG emissions
Target Statement:
To reduce greenhouse gas emissions by 67%in 2011 from the 2007 baseline.Since the fire hall’s emissions are caused
by using electricity and natural gas,reducing emissions also means we will be using less energy and saving money.
Overview:
This graph represents the greenhouse gas emissions or “carbon footprint”of Fire Hall 1,represented as tonnes of carbon
dioxide equivalent.Fire Hall 1,on the corner of Dewdney Trunk Road and 227 Street,will undergo a major expansion in
2008/2009 that will more than double the floor space.The expanded facility will be certified by the Leadership in Energy
and Environmental Design (LEED)green building rating system.Geo-exchange technology is just one of the features that
will reduce the fire hall’s greenhouse gas (GHG) emissions.The result will be reduced energy consumption,lower costs,
and lower greenhouse gas emissions.
-Last Data Point: Date:12/31/2008
Target:69 tonnes of C02 equivalent
Actual:69 tonnes of C02 equivalent
Status Report:Greenhouse gas emissions were higher in 2008 than the prior year.This increase was expected, as the
building was open to the elements during portions of construction during the cold winter months, requiring an increase
in energy consumption,which drives greenhouse gas emissions.Construction activity will continue throughout 2009
and into 2010,so no reductions in energy or emissions are expected until post-construction.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 155
Leisure Centre GHG emissions
Target Statement:
To reduce greenhouse gas emissions by 54%in 2010 from the 2008 baseline of 855 tonnes.And since the Leisure
Centre’s emissions are caused by using electricity and natural gas,reducing emissions also means we will be using
less energy and saving money.
Overview:
This graph represents the greenhouse gas (GHG)emissions or “carbon footprint”of the Leisure Centre,represented as
tonnes of carbon dioxide equivalent.The Leisure Centre in the Maple Ridge town centre underwent an energy retrofit in
the Fall 2009 that will significantly lower energy consumption and costs,and cut greenhouse gas emissions by over 50%.
Energy efficiency upgrades included the replacement of aging boilers with high-efficiency condensing boilers,installation
of a solar hot water system as well as an exhaust reclaim system,dehumidification reclaim system,filter and pump room
air conditioning, among other improvements.
-Last Data Point: Date:12/31/2008
Target:855 tonnes of C02 equivalent
Actual:855 tonnes of C02 equivalent
Status Report:Greenhouse gas emissions were slightly higher in 2008 than the prior year at 855 tonnes.Greenhouse
gas emissions at the Leisure Centre are driven by energy consumption,which changes year to year according to variations
in outdoor weather and temperature.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014156
Vehicle fleet efficiency
Target Statement:
Increase the overall performance of our transportation vehicle fleet (increase fuel efficiency,reduce costs,reduce
greenhouse gas emissions).
Overview:
An efficient vehicle fleet means reduced operating and replacement costs and reduced greenhouse gas emissions.
Converting some of our fleet to hybrid vehicles will go a long way toward these objectives.For some vehicles,such as
dump trucks and street sweepers,there are few or no hybrid options.But as our transportation vehicles (those that
are primarily used to transport people only)are retired and replaced with hybrid vehicles,the District is moving toward i
ts goal of becoming “carbon neutral”(no net greenhouse gas emissions).
-Last Data Point: Date:12/31/2009
Target:57 %transportation units converted
Actual:55 %transportation units converted
Status Report:Purchased 4 hybrids (Escape Wagons).Total fleet consists of 40 vehicles including 22 hybrids.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 157
Community GHG emissions
Target Statement:
By 2020,the BC Government has committed to reduce its greenhouse gas emissions by 33 per cent,compared to 2007
levels.This target will be used until a community target specific to Maple Ridge has been adopted.
Overview:
The Community Energy and Emissions Inventory (CEEI)is an initiative of the BC Ministry of Environment,which provide
community-wide GHG emission estimates in three primary sectors -on-road transportation, buildings, and solid waste.
These reports meet the District of Maple Ridge’s Climate Action Charter commitment to measure and report on our
community’s greenhouse gas (GHG)emissions.
The CEEI reports will help the District establish GHG targets,policies,and actions in official community plans or regional
growth strategies.
-Last Data Point: Date:12/31/2007
Target:381980 tonnes of C02 equivalent
Actual:381980 tonnes of C02 equivalent
Status Report:Source:Draft Community Energy &Greenhouse Gas Emissions Inventory:2007 Report dated March 11,
2009,from BC’s Ministry of Environment.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014158
Protect lands adjacent to watercourses
Target Statement:
Identify and protect environmental features and areas that require special recognition and management to promote sound
environmental practices.
Overview:
Minimizing the encroachment of development into watersheds provides habitat protection for risk management,
recreational corridors,and protection of highly sensitive fish and wildlife habitat.
For watercourse setback areas and steep hillside areas with slopes greater than 25%,protection through dedication of
parkland or through conservation covenant,is required with each development application.
-Last Data Point: Date:12/31/2009
Actual:22.88 hectares
Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 159
Tree planting initiative
Target Statement:
Promote individual and community responsibility for the stewardship of natural resources.
Overview:
The Community Ecosystem Restoration Initiative represents a unique community approach to fighting climate change
through the enhanced removal of carbon dioxide from the atmosphere.Carbon dioxide is the “greenhouse gas”most
responsible for climate change.Healthy ecosystems absorb vast tonnages of carbon dioxide while releasing 2.5 tonnes
of oxygen for each tonne of carbon dioxide absorbed.
Using conservation lands under the District’s control,ecosystem restoration work including tree planting in the order of
300,000 (date for completion to be determined)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.
-Last Data Point: Date:12/31/2009
Target:240000 trees planted
Actual:85000 trees planted
Status Report:No new areas were identified for planting in 2009.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014160
Encourage residents and business owners to reduce,reuse,and recycle
Target Statement:
Our ultimate goal is Zero Waste,with an interim target of 585 kilograms per resident by the year 2015.This represents
a 70%diversion rate from the 1995 level of waste going to landfill.
Overview:
This graph represents the kilograms of waste that are recycled,diverted from landfills,shown as kilograms per
Maple Ridge household.Households include single family homes and apartment units.The ultimate goal is Zero Waste,
with a 2015 target for the Metro Vancouver region of 70%from 1995 levels,which equates to 585 kilograms per Maple
Ridge household.Priority must be given to the first two R’s (reduce and reuse)as the best long-term method to achieve
our goal.Together with recycling efforts,a reduction in tonnage will reflect a change in behaviour as residents make
choices that are better for the environment.
In 2007 Maple Ridge did a waste composition study that indicated 36%of the waste stream is organics (yard and garden
waste,wood and food waste).Aggressively targeting the organics portion of the waste stream will achieve our target of 70%
diversion.
-Last Data Point:Date:12/31/2009
Target:491 kg waste diverted per household
Actual:392 kg waste diverted per household
Status Report:The 2009 amount of waste diverted from landfill to recycling programs was 392 kilograms per household.
This is calculated by taking divided by the total waste diverted to recycling of 9,455,510 kilograms,divided by 24,141
properties.Although the graph shows a decline,the waste diverted to recycling is a component of the total waste stream,
and for 2009,the total waste stream also declined.THIS IS A GOOD THING!Less waste ended up going to landfill,and
this is the desired outcome —it’s just more difficult to measure.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 161
Improve traffic safety
Target Statement:
The current target statement is to reduce the number of automobile crashes by 30%from the 2003 baseline by 2010,
improving traffic safety on our road network for all users,including pedestrians and cyclists. Because the Safer City program
has evolved over time and the population of Maple Ridge and traffic volumes have increased since 2003,the target is being
reviewed in 2010.
Overview:
This graph provides information regarding the number of crashes that occur each year in Maple Ridge.Also presented on
the graph as the base line,is the number of crashes (both injury and non-injury)that occurred in 2003 and a target based
similarly to that established by the Council of Ministers for Transportation and Highway in Road Safety Vision 2010.The
target is to reduce the number of crashes in 2010 by 30 percent of the crashes that occurred in 2003.See the information
tab to learn more about the variety of factors affecting road safety in the community.New data is available in May every year.
-Last Data Point: Date:12/31/2008
Target:1385 traffic accidents
Actual:2308 traffic accidents
Status Report:In 2008,a number of Safer Cities improvements were implemented,including intersection improvements on
232 Street at 128 Avenue,several pedestrian facility improvements and traffic calming initiatives, and cycling facility
improvements at 240 Street from Dewdney Trunk Road to 113 Avenue.Details are outlined on the information tab.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014162
Provide safe,serviceable roads
Target Statement:
Protect our investment in roads infrastructure and provide safe,serviceable road network for the community, whereby 100%
of our roads are at or above “acceptable”condition.
Overview:
The District’s Operations Department maintains a road network of over 470 kilometres.Keeping the roads in good shape
involves inspections,shouldering and grading,sweeping,ice control,curb repair,roadside mowing, asphalt patching,crack
sealing,and road marking for traffic lanes,crosswalks,arrows,etc.Enhancing the safety of motorists,pedestrians,cyclists,
and equestrians is a priority.
-Last Data Point: Date:12/31/2009
Target:100 %roads in acceptable condition Actual:69 %roads in acceptable condition Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 163
Transportation to work
Target Statement:
Increase the percentage of the workforce using public transit,walking or cycling to commute to work.
Overview:
This graph shows the percentage of workers living in Maple Ridge who use public transit,walk or cycle to commute to work.
Getting cars off the road reduces greenhouse gases,improves air quality,and can delay or reduce the need to provide and
maintain additional capacity for automobiles.
-Last Data Point: Date:12/31/2006
Actual:11.4 %Bus,Walk or Bicycle
Status Report:In 2006,11.4%of workers living in Maple Ridge used public transit,walked or cycled to commute to work.
80%of workers drove a car,van or truck,and another 7%were passengers in vehicles.See the information tab for detail
and comparison to Metro Vancouver.
Source:Statistics Canada,2006 Census,Mode of Transportation to Work table
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014164
Increase residential density in the Town Centre
Target Statement:
Encourage residential development in the Town Centre.
Overview:
Maple Ridge’s relative affordability within the region has drawn steady growth to the community.Accommodating this growth
in a sustainable manner can be achieved by increasing density within the Town Centre,where transit and amenities are close
at hand.Residential units in the Town Centre are expected to reach 11,065 by 2021.
-Last Data Point: Date:12/30/2009
Target:5677 residential units Actual:5175 residential units Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 165
Provide new park areas
Target Statement:
Provide new park areas in consultation with residents to determine needs and ensure maximum use of the facilities.
-Last Data Point: Date:12/31/2008
Actual:54 #of municipal parks
Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014166
Emergency Operations CentrelEmergency Social Services activities
Target Statement:
Ensure adequate commitment to Municipal Emergency Program staff and volunteer development.
Overview:
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.
-Last Data Point: Date:12/31/2009
Target:400 hours
Actual:1493 hours
Status Report:The Emergency Program was activated approximately once a month in 2009 for various responses from fire
to quarantine.There is also an active training schedule which includes training for new people as well as updates and
tabletop exercises for more experienced Emergency Social Services volunteers and Emergency Operations Centre
participants.ESS has focused training on volunteer management with the inclusion of the new Volunteer2 software.The
Emergency Program has also implemented a notification system that will assist in notifying team members.
Total hours consists of activations,training,and exercises.Table under information tab provides a breakdown of each
activity.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 167
Provide high quality drinking water
Target Statement:
Provide high quality drinking water to homes and businesses.
Overview:
The District’s Operations Department maintains 373 kilometres of water mains and in 2008 distributed 11,416,010 cubic
metres of water.In addition to providing high quality,safe drinking water,ensuring the security of the water distribution
system is a priority,along with ensuring an adequate supply of water flow for fire protection.
-Last Data Point: Date:12/30/2009
Target:0.7 #water complaints/1,000 people
Actual:0.2 #water complaints/1,000 people
Status Report:The goal is to have a LOWER number of complaints than the baseline and the target,which represent the
national average of participating communities in the benchmarking exercise.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014168
Maintain a dependable sewage system
Target Statement:
Maintain an effective and reliable sanitary sewage collection system.
Overview:
The District’s Operations Department maintains 261 kilometres of gravity sanitary sewer.Maintaining a dependable
sewage collection system with minimal blockages is a priority,as well as minimizing the environmental impact of blockages
and overflows.
-Last Data Point: Date:12/31/2008
Target:2.7 blocked sewers/100 km length
Actual:0.9 blocked sewers/100 km length
Status Report:The goal is to have a LOWER number of blockages than the base line and the target,which represents the
national average of participating communities in the benchmarking exercise.
There is a time lag until when the target (national average)is known,so last year’s target has been used temporarily.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 169
Reduce fire incidents
Target Statement:
Reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections and
public education.
Overview:
In 2006,the definition of a “fire incident”was expanded to include all fire incidents,such as garbage fires,brush fires,etc.
nder the previous definition,the number of incidents for 2006 would have been 136.In subsequent years,all incidents will
be reported.
-Last Data Point: Date:12/31/2009
Actual:266 fire incidents
Status Report:12/31/2009
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014170
Fire inspections of multifamily residential structures
Target Statement:
Reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections.
Overview:
An aggressive program of proactive inspections of multi-family residential structures is intended to reduce the number and
seriousness of emergency incidents.
-Last Data Point: Date:10/7/2009
Target:141 inspect multi-family structures Actual:126 inspect multi-family structures Status Report:126 inspected out of
129
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 171
Students attending fire safety education sessions
Target Statement:
Reduce the number and seriousness of emergency incidents through an aggressive program of public education sessions.
Overview:
The goal is to meet or exceed the number of fire safety education sessions provided to students.Kindergarten-Grade 3 and
Grades 5-6 are alternated from year to year.2005 and 2007 saw participation from Grades 5-6 and 2006 and 2008 saw
participation from Kindergarten-Grade 3.
-Last Data Point: Date:12/31/2009
Target:1858 students attend public education
Actual:2061 students attend public education
Status Report:Target should be reduced to reflect enrolment
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014172
Reduce Fire Hall I response time
Target Statement:
To reduce Fire Hall I response times to 7 minutes,90%of the time.
Overview:
Prior to 2005,the Maple Ridge Fire Department was composed of paid-on-call members,who responded to emergency calls
on a volunteer basis.In a growing community where 65%of the workforce are employed outside the municipality,the low
numbers of volunteers responding,particularly during weekday daytime, was becoming a concern.A strategy to move toward
a composite fire service delivery model,made up of paid-on-call and full-time career firefighters,was developed as part of a
Fire Master Plan.Because of the significant cost to the community,this plan is being implemented gradually.The results are
being closely monitored.The hiring of full-time career fire fighters is intended to reduce the time it takes to respond to
emergency calls.A target of 7 minutes,from dispatch to arrival at the scene,applies to the Fire Hall No.I area,where
full-time fire fighters are stationed,and it is intended to be met 90%of the time.Response times for Fire Hall No.2 and 3
areas have also been reduced,as Fire Hall No.I fire fighters respond throughout the District.
-Last Data Point: Date:I2/3I/2009
Target:7 minutes Actual:5.I5 minutes Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 173
Reduce fire losses
Target Statement:
Reduce the severity of fires through adequate response times and personnel.
Overview:
The value of fire losses per 1,000 population decreased in 2008 due to an overall decrease in the total fire losses for 2008
(31) compared to 2007 (55).There was an increase in the average fire loss per incident and one of the factors that affects
this calculation is the ever-increasing costs to repair fire-damaged structures, which increases the overall cost of the losses.
-Last Data Point: Date:12/31/2009
Actual:8642 dollars
Status Report:12/31/2009
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014174
Number of youths in diversion
Target Statement:
Divert first time youth offenders through the youth diversion program.
Overview:
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. Youths are recommended for diversion on a case by case basis
by both police and court.
-Last Data Point: Date:12/31/2009
Actual:131 #youths in diversion
Status Report:In 2009,131 youths (51 females and 70 males)participated in the Youth Diversion Program.92 of these
participants reside in Maple Ridge,23 in Pitt Meadows,plus 6 from other area resident referrals.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 175
Rate of youth diversion recidivism
Target Statement:
Achieve a 75%success rate for youths diverted who do not reoffend.
Overview:
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. Police are targeting a 75%success rate for youths they send to
diversion.In other words,if under 25%of youths reoffend the program is considered successful.The rate of youth recidivism
was in its third year for 2008, and it represents the percentage of first-time young offenders who re-offend within one year of
their participation in the diversion program.
-Last Data Point: Date:12/31/2008
Target:25.02 %of youths who reoffend
Actual:30 %of youths who reoffend
Status Report:70%of youth diverted to this program have completed diversion and did not re-offend within a year after
completion.If we were to add the numbers for partial compliance,then the recidivism figure would have risen to 83%of
youths who did not re-offend.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014176
Substance misuse prevention
Target Statement:
Support the work of Substance Misuse Prevention Standing Committee of the Community Network to address the 10
priority recommendations outlined in the 2007 Substance Misuse Prevention Strategic Plan “Putting the Pieces Together”.
Overview:
After extensive community consultation,Substance Misuse Prevention Task Force of the Social Planning Advisory
Committee completed and released its final report,which outlined a Strategic Plan,‘Putting the Pieces Together,
containing 33 recommendations.The report was then endorsed by the Social Planning Advisory Committee and Maple
Ridge Council.
At a community prioritization workshop,the Substance Misuse Prevention Committee received direction to focus on the 10
recommendations that were selected as community priorities.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 177
Property crime offences
Target Statement:
Reduce by 5%the number of property crime offences.
Overview:
Local detachment focus in 2008 was to develop and implement strategies that address community crime problems,
identify emerging problems,prolific offenders,and hotspots so that criminal intelligence could be coordinated in an
effort to decrease property crime offences in our communities.
-Last Data Point: Date:12/31/2009
Target:3649 #of property crime offences
Actual:5257 #of property crime offences
Status Report:Property Crime represents 66%of total Criminal Code offences for the fourth quarter of
2009 and is trending down by 15%.This positive trend in property crime offences became evident during the month of
November,unlike previous months were increases of up to 16%were reported.The end result year over year,is an overall
2%decrease (82 offences)within this category.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014178
Bylaw complaints concluded
Target Statement:
Ensure public compliance with Municipal bylaws.
Overview:
A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with the RCMP, SPCA,
Ministry of Health,Community Outreach,Downtown Parking Association,Business Improvement Association,Adopt-a-Block
Society,and other agencies.A 2008 priority involved work towards the development of a new animal shelter,implementation
of a comprehensive dog licensing program, and completion of the corresponding new animal services business plan.
-Last Data Point: Date:12/31/2009
Target:100 %complaints concluded
Actual:84.45 %complaints concluded
Status Report:Proactive enforcement in the downtown core and for dog licensing created an increase in bylaw complaint
files received.Of the 6,851 complaints received during 2009,almost 85%were concluded.
Files are not necessarily concluded in the same month that they are received.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 179
Healthy neighbourhood development
Target Statement:
Support the Building Community Solutions Steering Committee in their goal of identifying and supporting leadership
development and strengthening of neighbourhoods through the promotion and implementation of the Neighbourhood
‘Seed Grant’program.
Overview:
Support the Building Community Solutions Steering Committee in their goal of encouraging the development of healthy
neighbourhoods:through community education;by supporting the development of connections and networks,and by
developing and promoting programs and tools designed to assist in strengthening neighbourhoods.
-Last Data Point: Date:12/31/2009
Target:30 #of neighbourhood seed grants
Actual:19 #of neighbourhood seed grants
Status Report:The number of Seed Grants administered in 2009 was down due a gap in funding source.The Building
Community Solutions Steering Committee was notified by United Way of the Lower Mainland that this project which had
been funded since 2000 would no longer been funded.Since that time,a small amount of additional funding was received
to support a smaller number of Seed Grants.The Committee continues to look for sustainable funding for this valuable
program that encourages healthy neighbourhoods in our community.The target has been lowered for 2010 from 40 to 30.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014180
Adults who are vigorously active
Target Statement:
Create a community culture where active living is part of daily life.
Overview:
“Creating a community culture where active living is part of daily life”is promoted through the provision of active programs
and facilities,active campaigns,and the development of active resources such as the Outdoor Trail &Walking Guide.
The 2008 survey measured “The percentage of adults who are vigorously active four or more days of the week”.
-Last Data Point: Date:12/31/2008
Target:55 %of population that is active
Actual:49 %of population that is active
Status Report:Source:Parks and Recreation Survey conducted by Points West Consulting Inc.2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 181
Children who are vigorously active
Target Statement:
Create a community culture where active living is part of daily life.
Overview:
“Creating a community culture where active living is part of daily life”is promoted through the provision of active programs
and facilities,active campaign messaging,and the development of active resources such as the Outdoor Trail and Walking
Guide.
The 2008 survey measured “The percentage of children who are vigorously active four or more days of the week”.
-Last Data Point: Date:12/31/2008
Target:65 %of population that is active
Actual:60 %of population that is active
Status Report:Source:Parks and Recreation Survey conducted by Points West Consulting Inc.in 2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014182
Citizens who use Parks &Leisure Services
Target Statement:
Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles.
Overview:
Parks &Leisure Services (PLS)ensure that a broad range of opportunities are accessible to citizens to participate in.This includes
both indoor and outdoor leisure,recreation,and social pursuits.The scope of the opportunity that is provided to the community is
enhanced through partnerships with community volunteers, not-for-profit service providers,and local businesses that offer
recreation services to the community in partnership,alongside or on behalf of PLS.
-Last Data Point: Date:12/31/2008
Target:90 %of population that use PLS
Actual:85 %of population that use PLS
Status Report:Percentage of citizens who use available Parks &Leisure Services.
Source:Parks and Recreation Survey conducted by Points West Consulting Inc in 2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 183
Low income citizens accessing recreation services
Target Statement:
Increase participation of those not currently involved in leisure activities due to financial barriers.
Overview:
Parks &Leisure Services offers a number of low-cost recreation opportunities to ensure that services are accessible to all
citizens.In addition,the department oversees the Participation Program,which provides reduced admission and registration
fees to families with a low-income.The department also collaborates with other agencies such as School District 42 and
corporate sponsors that support recreation access initiatives.
-Last Data Point: Date:12/31/2009
Target:20 %low-income citizens served Actual:16.82 %low-income citizens served Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014184
Citizens who are satisfied with Parks &Leisure Services
Target Statement:
Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles.
Overview:
Parks &Leisure Services include a broad range of opportunities for citizens to participate in active and social activities
designed for children,youth,adults,families,and senior citizens.This includes group and individual fitness,aquatic,
skating, outdoor,and social programs as well as sport fields,parks,trails,and dyke trails.
-Last Data Point: Date:12/31/2008
Target:90 %population that is satisfied
Actual:81 %population that is satisfied
Status Report:Percentage of citizens who are satisfied (rated as Excellent or Good)with Parks &Leisure
Services.
Source:Parks and Recreation Survey conducted by Points West Consulting Inc in 2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 185
Capital works program
Target Statement:
Provide high quality municipal services to citizens and customers in a cost effective and efficient manner.
Overview:
This graph shows the ratio of actual to budgeted expenditures for completed projects in the key categories of our water,
sanitary sewer,drainage &road infrastructure networks as well as capital projects in the parks area.
Accuracy in preparing project budgets is important,both to aid in the allocation of District resources and to provide a
base to compare actual expenditures against.Spending within the budget is important,although there may be situations in
which a decision to do otherwise makes sense and is consequently approved.
-Last Data Point: Date:12/31/2008
Target:12463220 dollars
Actual:12449030 dollars
Status Report: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.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014186
Best practices in infrastructure management
Target Statement:
Ensure infrastructure serves the community in a manner that maintains health,safety,and quality of life.
Overview:
The District has an investment in infrastructure and other assets with an estimated replacement cost of $1.04 billion,all
of which are aging at different rates and will eventually have to be replaced.To properly fund rehabilitation and replacement,
estimates show that the District should be spending on average over $29 million every year.The District’s actual expenditures
are about $5 million.If this gap is not addressed,it will continue to accumulate,creating a liability for future taxpayers.In
addition,the District continues to add assets as the community grows and this is compounding the funding issues around
asset replacement. Most Canadian municipalities are facing the same issue. However,because we have relatively newer
infrastructure,the District has an opportunity to get ahead of the curve.
-Last Data Point: Date:12/31/2008
Target:29646624 $spent on infrastructure rehab Actual:5500000 $spent on infrastructure rehab Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 187
Business planning process
Target Statement:
Have an adopted 5-year financial plan in place before the year begins.
Overview:
The District uses a rigorous,multi-year business and financial planning process.A key outcome of this process is the 5-year
financial plans (budgets)that authorize spending.One measure of the strength of the business planning process is early
adoption of a financial plan bylaw.Having a bylaw in place before the year begins allows work plans and capital projects to
begin early in the new year,rather than waiting for budget approval later in the year.This improves our access to contractors,
consultants,equipment and supplies, and maximizes the time available to carry out the work. This graph represents when
each financial plan bylaw is adopted by Council,with points allocated as follows:
3 =adopted in December prior to the start of the 5-year financial plan
2 =third reading in December;adopted in January
1 =third reading and adopted in January
0 =financial plan is adopted after January
-Last Data Point: Date:12/31/2009
Target:2 points
Actual:2 points
Status Report:The bylaw for the 2010-2014 Financial Plan Bylaw No.6708-2009 was given third reading on December 8,
2009,with final adoption on January 12,2010.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014188
Property tax revenue
Target Statement:
Property tax revenue must keep pace with growth in the community,demand for enhanced services,and the rising cost of
existing services.
Overview:
This graph shows property taxes levied for general purposes.Council has made every effort to manage costs and to have tax
increases at an acceptable and predictable level.The information tab provides more details.
-Last Data Point: Date:12/31/2009
Target:51517019 dollars
Actual:49637858 dollars
Status Report:Property tax revenue of $49.6 million represents a 7.8%increase over the prior year.This is a combination
of 2.5%in new growth,a 3.9%general tax increase,and a 1.4%Fire Services Improvement Levy.Property tax revenue in
2009 increased $1,120,000 due to new construction.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 189
Building permit revenue
Target Statement:
-Last Data Point: Date:12/31/2009
Target:1532182 dollars
Actual:1419123 dollars
Status Report:Reporting period 12/31/2009
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014190
Gravel sales revenue
Target Statement:
-Last Data Point: Date:12/31/2009
Target:272727 dollars in gravel sales Actual:500000 dollars in gravel sales Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 191
Business licence revenue
Target Statement:
-Last Data Point: Date:12/31/2009
Target:472727 dollars
Actual:574081 dollars
Status Report:As a result of the economic slowdown fewer community and home based business licences were renewed in
2009,contributing to overall lower revenues from this source.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014192
Dog licence revenue
Target Statement:
To ensure dog owners contribute toward the cost of animal control.
Overview:
This graph illustrates the amount of dog license revenue the District of Maple Ridge collects.The cost of operating the
Animal control program is funded in part through revenue collected from dog licenses.The remainder is funded through
general revenue.
The revenue spikes in 2007-2008 are primarily due to two factors:a $10 increase in license fees to fund debt payments
for a new animal shelter;and the license renewal/collection program was reconfigured,resulting in a reduction in the
number of unlicensed dogs.More details are provided on the information tab.
-Last Data Point: Date:12/31/2009
Target:217273 dollars
Actual:281684 dollars
Status Report:8,852 licences issued.The revenue increase was primarily due to the 405 increase in licences issued.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 193
GVRD water purchases
Target Statement:
-Last Data Point: Date:12/31/2009
Target:5757818 dollars Actual:5410250 dollars Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014194
GVRD sewer costs
Target Statement: Overview:
This graph shows the amounts levied by the Greater Vancouver Sewerage &Drainage District (GVS&DD)for Maple Ridge’s
share of the operation and maintenance of the sewer system.It does not include amounts levied annually by the GVS&DD
for debt servicing of approximately $1.99 million.
-Last Data Point: Date:12/31/2009
Target:2791351 dollars Actual:2861277 dollars Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 195
Maximize return on investment
Target Statement:
Maximize the return on cash and investments held by the District,while maintaining the safety and liquidity of the underlying
funds.
Overview:
The District maintains cash balances for several reasons.For example,property tax revenue arrives generally all at once to
fund a year of expenditures.In addition,reserve balances are held for a variety of reasons such as for long-term capital
projects.The Finance Department manages a portfolio of investments averaging over $88 Million.A conservative
management philosophy is based primarily on safety, liquidity,and return on investment.
-Last Data Point: Date:12/30/2009
Actual:2.8 %return on investments
Status Report:This is an estimate only for 2009.The reduced return on investments and benchmark is due to interest rates
being at or near historic lows.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014196
Access to information and decision-making processes
Target Statement:
Agendas for Council meetings will be posted to the District website by 10:00 am on the Friday before the meeting 90%of
the time.
Overview:
The District encourages citizens to participate fully in the decision-making processes and affords every opportunity for access
to the information needed to do so.Agendas and minutes are posted to the website in advance of meetings.Citizens are able
to attend most meetings and ask questions of Council at the appropriate time or make arrangements to appear as a delegation.
Correspondence to Mayor and Council is responded to in accordance with Policy No.3.08.
-Last Data Point: Date:12/31/2009
Target:90 %agendas posted by 10 am
Actual:90 %agendas posted by 10 am
Status Report:Improvements to the publishing software should enable the District to maintain or better our target of 90%.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 197
Website visits
Target Statement:
Raise website visits by 5%per year from 2007 baseline by driving more District business to the website with quality
information and services.
Overview:
In terms of the best way of communicating with residents,preferences continue to shift away from traditional print toward
digital mediums.It is expected that the District website will become increasingly important in communicating and providing
services to residents.Reported use of the District website has surged from 48%of residents in 2006 to 72%in 2008.
-Last Data Point: Date:12/31/2009
Target:408809 visitors
Actual:458928 visitors
Status Report:Website visits increased by 15.26%over 2008 as a result of many new features being added. These include
online services,Council This Week,and My Maple Ridge.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014198
Citizen dissatisfaction with District information
Target Statement:
Reduce citizen dissatisfaction levels with the types of information received from the District by 5%per year.
Overview:
Citizen dissatisfaction with access to information should decline as more types of information are made available and greater
use is made of the District website.Dissatisfaction levels have dropped somewhat over the surveys.
-Last Data Point: Date:12/30/2008
Target:36 %dissatisfied citizens
Actual:38 %dissatisfied citizens
Status Report:Source:Maple Ridge Citizen Satisfaction Survey,Mustel Group
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 199
Provide work opportunities for people with developmental disabilities
Target Statement:
Provide a safe,supportive work environment for people with developmental disabilities.
Overview:
Through the District’s partnership with Ridge Meadows Recycling Society (RMRS)and Community Living BC,people with
developmental disabilities are provided with employment and training opportunities.
This graph represents the number of hours in work and training provided each year for this segment of our community,
assisting their integration into the community.
-Last Data Point: Date:12/31/2009
Target:15000 hours Actual:13924 hours Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014200
Support firefighters’charities
Target Statement:
Demonstrate the firefighters’dedication to the community,high morale in the organization and the spirit of cooperation and
inclusiveness between the full-time and part-time members.
Overview:
The Fire Department’s Charities Committee holds 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.
-Last Data Point: Date:12/31/2009
Target:20000 dollars
Actual:26211 dollars
Status Report:Since the Maple Ridge Fire Department Charities Committee began their fundraising efforts in 2002,a total
of $270.914 has been raised.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 201
Aquatics volunteers
Target Statement:
Support and promote citizen volunteer participation as a valuable leisure and recreation activity.
Overview:
The Maple Ridge Aquatics volunteer program effectively supports District economic sustainability efforts by creating
employment opportunities and specialized career training for citizens,similar to the Fire Hall and the Youth Futures
volunteer program areas.
-Last Data Point: Date:12/31/2009
Target:15 aquatics volunteers
Actual:13 aquatics volunteers
Status Report:The total for 2009 was 450.95 hours with 13 volunteers.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014202
Community volunteers
Target Statement:
Support and promote citizen volunteer participation as a valuable leisure and recreation activity.
Overview:
Volunteerism can be a valuable leisure and recreation activity for citizens,and can also help to develop and grow a sense of
community among citizens.The District supports the training and development of individual volunteers and a volunteer board
of directors through community workshops and participation on the volunteer network.
-Last Data Point: Date:12/31/2008
Target:35 %of population that volunteers
Actual:34 %of population that volunteers
Status Report:One-third (34%)of Maple Ridge residents volunteered within the community during 2008.The proportion of
Maple Ridge residents who say they have volunteered has increased marginally since 2002 (up four percentage points from
30%)
Source:Parks and Recreation Survey conducted by Ipsos-Reid in 2008.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 203
Emergency Services volunteers
Target Statement:
Support and promote citizen volunteer participation as a valuable leisure and recreation activity.
Overview:
Volunteers provide an invaluable service to the community through their involvement with the Ridge Meadows Volunteer
Crime Prevention programs,Search &Rescue initiatives,and call-outs with Emergency Social Services programs.
-Last Data Point: Date:12/31/2009
Target:1331 volunteer hours
Actual:96 volunteer hours
Status Report:Meetings 20 hours Training 76 hours
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014204
Parks &Leisure Services volunteers
Target Statement:
Support and promote citizen volunteer participation as a valuable leisure and recreation activity.
Overview:
Volunteers play a significant role in creating our dynamic community through engaging citizens from all walks of life in
many positive community activities.For example,citizens donate their time to advocating for green spaces,preparing for
emergencies,caring for vulnerable people,assisting fire and police services, helping with swimming lessons and youth
and seniors’activities and more.Volunteers are a gift to our community and fully appreciated for the rich benefits of their
time and efforts.
-Last Data Point: Date:12/31/2009
Target:28000 volunteer hours with PLS
Actual:26113 volunteer hours with PLS
Status Report:New volunteer software improved the ability to accurately track volunteer statistics.An increase in
volunteer hours was partially due to the 2009 Disability Games.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 205
Promote community group independence
Target Statement:
Promote independence and a sense of responsibility for the delivery of leisure services by community groups.
Overview:
The District takes a lead role in educating staff,community partners,and volunteers on the community development
philosophy to create a common understanding.Support is provided to community groups in developing a long-term vision.
We work in partnership with community groups to assess community needs, and to promote and strengthen the networks
in the community.
-Last Data Point: Date:12/31/2008
Target:85 %groups that feel well served
Actual:72 %groups that feel well served
Status Report:Percentage of community groups that feel well served by Parks &Leisure Services
Source:Community Group Survey,conducted by staff every two years.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014206
Support the community social service network
Target Statement:
Support the community social service network in a collaborative process to access additional resources to address
community needs,issues and priorities.
Overview:
District Social Planning staff identify,promote and support various partnerships and networks with community agencies,
Provincial Ministries,not-for-profits,community groups and volunteers to provide local government and community services
in a cost-efficient,effective and timely manner.The level of funding these groups are able to obtain from local,regional,
provincial and federal programs through collaborative practices is an indicator of the additional support they are able to
bring to the community to address community needs,issues and priorities.
-Last Data Point:
Date:
12/31/2009
Target:2000000 dollars
Actual:1761833 dollars
Status Report:Due to multiple funding reductions and cuts,the amount of dollars that the Community Network was able to
achieve was reduced in 2009 and the expectation is that there will be a considerable reduction in the number of dollars
accessed in 2010,with further decreases in 2011.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 207
Business licence renewals
Target Statement:
Retain the existing number of licensed businesses and attract/generate incremental licensed businesses to the District.
Overview:
Attracting new investment and employment to Maple Ridge,and the retention of existing licensed businesses continue
to remain critical objectives for the District.While statistics can be expected to fluctuate year over year,the District’s
high renewal percentages stand as testament to our efforts in supporting local businesses,and validates our objective
of attracting incremental businesses and high-value local market jobs for residents.
-Last Data Point:
Date:12/31/2009
Target:100 %comm &hb licences renewed
Actual:86 %comm &hb licences renewed
Status Report:Number of business licences issued in 2009:
Commercial:1,440 Homebased:1,553 Non-Residential:1,107
Total Revenue $580,000
Of the businesses licensed in 2008,91%of commercial licences and 82%of home based licences were renewed in
2009.Non-residential renewals are not displayed on the graph due to the temporary nature of many of the businesses.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014208
Attract film productions
Target Statement:
Attract film productions through excellent customer service,cost competitiveness,and a streamlined process.
Overview:
The District has promoted Maple Ridge as a preferred filming destination directly to film production companies and through
the BC Film Commission.The film industry is discovering Maple Ridge and its many assets,providing local businesses with a
new market for their goods and services,and providing citizens with employment opportunities.The strength of the Canadian
dollar and senior government tax credit policy also influence filming location decisions.
-Last Data Point: Date:12/31/2009
Actual:39 productions
Status Report:Fewer productions filmed in 2009 due to economic downturn,loss of Insight Studio,and significant
competition from increased tax credits in Ontario and Quebec.
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014 209
Residential tax assessment base
Target Statement:
Build a sustainable community that includes a balance of land use types.
Overview:
In 2008 assessments did not increase due to market appreciation as the Province froze assessment increases for most
property classes.
Due to the assessment freeze,the majority of the change in assessed values was due to new construction. The rate of new
construction in the residential class of properties was similar to the new construction rate in non-residential properties
resulting in a minor reduction in the proportion of the assessment base that is residential.
-Last Data Point: Date:
12/31/2009
Actual:90 %tax assess from residential
Status Report:
APPENDIX C: PERFORMANCE MEASURES
District of Maple Ridge Five-Year Financial Plan 2010 –2014210
Increase commercial tax base
Target Statement:
Build a sustainable community that includes a balance of land use types.
Overview:
The District of Maple Ridge relies on property taxes to fund most of the programs and facilities citizens and businesses
enjoy. Attracting commercial enterprises means less reliance on residential property taxes to fund these important
programs and facilities,leading to a more economically sustainable community.
Property taxes collected from new commercial taxpayers is an indicator of the District’s economic viability.For the
breakdown of the type of industry,go to the information tab.
-Last Data Point: Date:12/30/2009
Actual:151536 $new tax rev from commercial
Status Report:This number represents the amount of new revenue for each particular year that was not on the
property tax roll in the prior year.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2010 –2014 211
POLICY STATEMENT
District of Maple Ridge
Title: Financial Sustainability Plan
Policy No : 5.52
Supersedes: NEW
2.7.1 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 oblig ations 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
ensuing period, using information provided by BC Assessment, the Planning Department, and the Finance
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
demands 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.
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.)
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2010 –2014212
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 i nclude 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.
Demand must be managed to make sure that expectations reflect our fiscal realities and the need to contain
expenditures. Areas where service level reductions may be possible must be identified and brought forward for
Council’s consideration.
Policy 5.0
Business Plans will identify demand management strategies and will include options for Service Level
reductions.
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 governm ent
& 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
investments 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/
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 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.
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.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –POLICY 5.52
District of Maple Ridge Five-Year Financial Plan 2010 –2014 213
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
notice 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
natural, 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
expenditures permitted, and the desired level of the reserve. Strategies for achieving the desired level of the
reserve will be included in the Business Plans.
12.Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed,
its operating costs, and replacement are usually provided for by General Revenue. These ongoing costs must
be clearly 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
required 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
municipality. 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, funding is “carried forward” in recognition of the fact that project is still required and we want to be
in a position to complete the transaction, once other approvals are obtained. Nonetheless, there is a need to
review carry forward projects, in light of other 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 2010 –2014214
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 assum ptions 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
categories: 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 turn ed over by developers becomes the
responsibility of the District, and over time contributes significantly to the infrastructure inventory. In 2004 it was almo st
$10 million, and in 2005 it was another $26 million. Where do we get the money to sustain an asset base that is
growing 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
structures. 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, th ese 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,
technology and other projects within the overall capital program. TransLink provides funding for main tenance 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
annual sustainability requirement of $21 million.
Drainage –Also competing for the general revenue funds in the capital program ($2.1 million annually) are drainage
projects. Replacement value of the drainage infrastructure is estimated to be $220 million with an annual
sustainability 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014 215
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
measures. In 2005, the RCMP building, courthouse and leisure centre were reviewed. In 2006, the municipal hall, arts
centre, 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:
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 ma intenance and
eventual replacement. This is a reasonable method to ensure replacement funding is available, and to ensure the
appropriate 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
initially, 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
evaluated 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
funding request is raised and evaluated against other competing interests.
Fire: The Fire Department Capital Acquisition Reserve is for acquiring growth-related equipment and buildings. The
contribution 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.
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 grow th-
related infrastructure acquisitions, and had to be augmented by other funding sources.
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014216
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
response 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 cou ld
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
The District of Maple Ridge is certainly not alone. The Federation of Canadian Municipalities (FCM) estimates the
municipal 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 governments to take action, and demonstrate their ability to address the issue. They have provided a series of
recommendations, a critical one being that “municipal governments must evaluate how they plan for growth, price their
services and generate revenues. A long-term plan, with targets and milestones, must be put in place to help phase in
these changes over the next 20 years.”8
The FCM document also suggests that current municipal accounting practices do not tell the whole story. Municipal
governments 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 c hanging the
financial reporting standards as of January 1, 2008, and Maple Ridge’s infrastructure shortfall will become a key item on
the financial statements. Having a program in place that addresses the situation prior to the financial reporting change
will demonstrate fiscal responsibility.
6 Previous projections used an infrastructure inventory with a replacement cost estimated at $580 million. Significant work is
underway 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 t he water
and sewer utilities.
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 2010 –2014 217
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
allocated 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
Borrowing for the purpose of ongoing maintenance and renewal is not a sound strategy. If we don’t have the
maintenance 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 ability 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
accordance 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 infrastru cture 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.
9 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 2010 –2014218
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
development. The District charges different rates for single family, multi-family,
downtown apartment, and outside-of-downtown apartment, institutional, industrial,
downtown commercial and outside-of-downtown commercial. A revenue projection
involves 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 towards 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
escalated according to engineering estimates, but the capital works program has not
yet been reconciled by engineering. This process will occur through this year’s
business planning cycle.
Consideration must also be given to whether we have the internal capacity to
implement the projects. In the past it hasn’t necessarily been a shortage of cash that
has prevented certain works from proceeding, but a shortage in project management
capacity to adequately oversee the projects to completion. An evaluation of this
capacity should be done prior to any decision to borrow, with possibly consideration of
outside 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 co nservative 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.
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
capacity 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
How are DCCs Calculated?
1) The numbers of potential
development units are quantified
to build-out in 2021, by
development type (single family,
townhouse, apartment,
commercial, etc.)
2) Projects required to
accommodate growth to build-out
are identified and costs are
estimated (portion of cost may be
borne by existing population), and
allocated 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
development 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 2010 –2014 219
maintenance program should be considered as new infrastructure is built. Financial Sustainability Policy 12.0 10 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
projects done. Is now the right time to move other projects forward? While interest costs are low right now,
construction 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
taxation 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 wa ter and sewer have
independent 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
specific 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
assumptions, financial climate and overall approach remain relevant.
Achieving greater sustainability in infrastructure management requires greater vigilance and ongoing oversight of t he
related policies, practices and business initiatives. Integrating management oversight into a corporate position with
responsibility for coordination among the various departments involved may be a prudent step in the infrastructure
management 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
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 2010 –2014220
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
Infrastructure Inventory
*Highways (Locals)300 km $780,000 $234,000,000 25 $9,360,000
*Highways (Arterials, Connectors)150 km $1,500,000 $225,000,000 25 $9,000,000
Highways subtotal 450 $459,000,000 $18,360,000
**Lights 2,637 ea $4,500 $11,866,500 30 $395,550
**Lights 1,320 ea $1,250 $1,650,000 30 $55,000
Lights subtotal 3,957 $13,516,500 $450,550
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014 221
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Infrastructure Inventory
General Government (Source: Willis/Universal Appraisal)
Construction $53,000,737 30 $1,766,691
Equipment $555,500 20 $27,775
Yard $1,193,503 20 $59,675
Contents $1,335,800 10 $133,580
Technology $1,500,000 4 $375,000
Recycling Assets $1,513,689 20 $75,684
General Government $59,099,229 $2,438,406
Parks & Recreation (Source: Willis/Universal Appraisal)
Construction $42,789,383 30 $1,426,313
Equipment $22,370 20 $1,119
Yard $4,558,490 20 $227,925
Contents $1,463,700 10 $146,370
Parks & Recreation $48,833,943 $1,801,726
Fire (Source: Willis/Universal Appraisal)
Construction $3,325,347 30 $110,845
Equipment $0 20 $0
Yard $212,400 20 $10,620
Contents $1,259,200 10 $125,920
Apparatus (Source: Fire Dept-trucks only)$5,540,000 8 $692,500
Fire $10,336,947 $939,885
Police (Source: Willis/Universal Appraisal)
Construction $4,837,701 30 $161,257
Equipment $0 20 $0
Yard $0 20 $0
Contents $400,000 10 $40,000
Police $5,237,701 $201,257
Fleet Vehicles (Source: Operations)historical cost $7,600,000 7 $1,040,000
TOTAL INFRASTRUCTURE $1,321,437,820 $39,829,260
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014222
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 2010 –2014 223
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 2010 –2014224
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 2010 –2014 225
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 2010 –2014226
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 f uture
ability to deal with cost increases related to current community services 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, maintenance 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 required
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 recommendations 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 comprehensive
project plan, and progress will be reviewed by CMT on a quarterly basis beginning when the debt is issued. The
performance measures should encompass cost-efficiency and effectiveness outcomes including project scope
attainment. Upon project completion, a report should be provided illustrating achievement of objectives. It could
also help to improve procedures and refine budgeting techniques by commenting on the process.
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 capacity
may exist that could offset a rise in interest rate.
11 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s financial planning activities.Financial
Sustainability Policies (FSPs) referenced in this document can be found in Appendix 5.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014 227
Guidelines Specific to Renewal Funds
Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain current infrastructure. 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. Examples
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 hous ing. 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 recommended, 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 expectation 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 principles, 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
investments 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/replaceme nt
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 and 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 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 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
notice of those changes.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge Five-Year Financial Plan 2010 –2014228
12.Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs, and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly 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.
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
resources 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
formulation 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
Development 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
national 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 2010 –2014 229
DRAINAGE 2010 2011 2012 2013 2014 Funds
221 @ 119 road & drainage upgrade ----150,000 GCF
223 St (DTR - Brown)----49,778 CFO, GCF
240 St @ DTR - Extend scope 350,000 ----GCF
248 St (108 - 220M N 108)--58,458 --DCC, GCF
287 St - storm main @ Watkins (Project)--250,000 --CFO, GCF
287 St - storm main @ Watkins (Study)75,000 ----GCF
Albion Dyke - Improvements 525,000 ----CFO
Culvert Replacement Program -200,000 -200,000 -ISR
Ditch Enclosures 18,783 19,309 19,755 20,224 20,721 GRF
Drainage Upgrade Program -200,000 200,000 200,000 200,000 GCF, ISR
Local Improvement Projects - Drain 250,000 250,000 250,000 250,000 250,000 CFO
N Alouette River Detention Pond 232/132 --178,786 --DCC, GCF
Selkirk Ave (226 - 227)-138,168 ---DCC, GCF
Selkirk Ave (226 - 227) Phase 2 --72,000 --CWR
Storm Sewer Connections 20,439 21,071 21,607 22,168 22,765 GRF
Video & spot repairs storm sewer -65,000 ---GCF
Video Inspection - Drainage ---40,000 -GCF
Drainage 1,239,222 893,548 1,050,606 732,392 693,264
GOVERNMENT SERVICES 2010 2011 2012 2013 2014 Funds
Downtown Lighting Safety Improv 20,000 20,000 20,000 --GCF
Downtown Signage Improv 25,000 25,000 ---GCF
Equip Purch - Emergency Program 10,000 10,000 10,000 --GCF
Maple Ridge Library - Book scan station 42,500 ----CFO, GCF
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
Recycling - Apartment Collection Equip --55,000 --REC
Recycling - Baler Upgrade -150,000 ---REC
Recycling - Bin Tippers ---30,000 -REC
Recycling - Bluebox Collection -65,000 ---REC
Recycling - Building Expansion 30,000 ----REC
Recycling - Collection Bluebox/bag --40,000 --REC
Recycling - Collection Equip 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 Equip 50,000 60,000 ---REC
Recycling - Tipper Cages x10 ----40,000 REC
Reloc radio antenna & equip - new tower 123,000 ----SCF, WCF
Works Yard: Office Space Conversion --200,000 --GCF
Government Services 540,530 555,030 615,030 340,030 100,030
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014230
HIGHWAYS 2010 2011 2012 2013 2014 Funds
112 Ave (232 - 240) Final Lift #fo 220,614 ----DCC, GCF
112 Ave (232 - 240) Final Lift [fibre]27,433 ----CWR
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
136 Ave (224 - 400M E 224)----1,891,353 DCC, GCF
201A St (113B - 100M North 113B)--3,159 --CFO
203 St (123 - Powell)--1,238,348 --CWR, DCC, GCF
203 St (DTR - 123)--2,541,775 --CWR, DCC, GCF
203 St (Lougheed - DTR)----531,635 DCC, GCF
203 St @ CPR crossing improv 45,000 ----GCF, GRA
216 St @ 128 Ave Traffic Signal 276,664 ----DCC, GCF
223 St (Mcintosh - DTR)--27,720 --CFO
224 St (Lougheed - DTR) #fo 80,000 ----GCF
224 St (Lougheed - DTR) [fibre]29,023 ----CWR
224 St @ 132 Ave (N Alouette Bridge)--450,000 --GCF
232 St (124 - 128)1,546,998 ----DCC, GCF, GRA
232 St Bridge (N Alouette River)-4,847,790 ---DBT, DCC, GCF
240 St (113 - Kanaka Cr Bridge) Phase 1 ----1,595,394 DCC, GCF
240 St (Kanaka Cr Bridge S - McClure)-2,750,679 ---DCC, GCF
241 St @ S Alouette Ped Crossing ---75,000 -GCF, WCF
241A St (100M S 102 - 102)--100,000 --CFO
244 St (50M S 104 - 104)--49,970 --CFO
245 St (104 - 220M N 104)--26,148 --CFO
280 St (Lougheed - 98)--250,000 --GCF, GRA
Abernethy (216 - 500 E of Blackstock) Widen ----1,500,179 DCC, GCF, GRA
Abernethy Phase 3 --5,030,023 --DBT, GCF, GRA
Abernethy Phase 4 ---13,242,761 -DBT, GCF, GRA
Access Culverts 26,096 26,832 27,458 28,113 28,809 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 150,000 150,000 161,875 160,000 -ISR
Brown Ave @ 224 St Traffic Signal ---237,428 -DCC, GCF
Dewdney Trunk @ Kanaka Cr Bridge Phase 1 --350,000 --GCF
Dewdney Trunk @ Kanaka Cr Bridge Phase 2 ---350,000 -GCF
Dewdney Trunk @ Lougheed ---154,382 -CFO
Downtown Improv. - 224 (119 to Lougheed)1,300,000 ----GRA
Downtown Improv. - 224 (Spirit Sq to DTR)900,000 ----GRA, IGC
Downtown Improv. - Lougheed (222-223)900,000 ----GRA, IGC
Dunn Ave @ Maple Meadows Way ---278,751 -CFO
Emergency traffic pre-empt 50,000 50,000 50,000 50,000 50,000 GCF
Equip Purch - Bobcat (Snow)---68,340 -GCF
Equip Purch - Pickup Truck -37,000 ---GCF
Equip Purch - Speed reader boards x2 12,000 ----GCF
Equip Repl - Fleet 1,391,452 860,692 284,079 864,684 864,684 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
Laity @ 128 Ave Traffic Signal ---276,664 -GCF, GRA
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 Highway Multiuse Cycle Track 400,000 ----CFO, CWR, GRA
Macfarlane Ave (Graves - 209)--23,100 --CFO
Maple Meadows Way @ CPR crossing improv 460,000 ----GCF, GRA
Owens St (200M N Camwood - Lougheed)--14,020 --CFO
Ped safety improv Laity/216 (124/123)-100,000 ---GCF
Ped safety/access improv 86,000 90,000 90,000 90,000 90,000 GCF
Princess St (Wharf - Lorne)---129,000 -GCF
Private Driveway Crossings 36,156 36,457 36,710 36,976 37,258 GRF
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 231
HIGHWAYS (cont.)2010 2011 2012 2013 2014 Funds
Road Resurf - 132 Ave (216 - 224)--200,000 --ISR
Road Resurf - 223 St (DTR - Brown)--48,650 --ISR
Road Resurf - 224 St (132 - 136)-197,000 ---ISR
Road Resurf - 232 St (112 - 114)---155,000 -ISR
Road Resurf - 232 St (Silver Valley - 141)--218,122 --ISR
Road Resurf - DTR (250 - 256)350,000 ----ISR, SOIL
Road Resurf Program ---580,000 1,462,500 ISR
Royal Cres @ 100M S Lougheed ---24,501 -CFO
Safer School Travel Program 40,000 50,000 50,000 50,000 50,000 GCF
Sidewalk Replacement 98,823 69,091 100,000 85,000 90,000 ISR
Streetlight Pole Replace Program 50,000 50,000 50,000 50,000 50,000 ISR
Thermo plastic road markings -50,000 ---GCF
Top asphalt 117 210 - Laity -176,000 ---ISR
Top asphalt 122 216 - 222 --333,000 --ISR
Top asphalt 216 River - Lougheed ---48,000 -ISR
Top asphalt 224 Dewdney - 124 ---302,000 -ISR
Top asphalt 225 N - Lougheed ---40,000 -ISR
Top asphalt 228 Abernethy - 128 --260,000 --ISR
Top asphalt 272 Dewdney - 116 -168,000 ---ISR
Top asphalt 280 104 - S of Park Rd 112,343 ----ISR
Top asphalt Abernethy 224 - 227 249,000 ----GRA
Top asphalt Dewdney 284 - 1100m W Rd 174,000 ----ISR
Traffic Calming Program 45,000 45,000 45,000 50,000 50,000 GCF
Traffic Signal Electrical Program ----30,000 GCF
Traffic Signal Integration --325,000 --GCF, GRA
Traffic Signal Replacements 60,000 70,000 80,000 80,000 80,000 ISR
Highways 9,612,602 10,194,541 12,878,082 18,132,459 8,771,812
PARK ACQUISITION 2010 2011 2012 2013 2014 Funds
Greenbelt Acq 200,000 200,000 200,000 200,000 200,000 PAR
N Alouette River Greenway Trail 44,999 ----DCC, GCF
Park (221/119) Lot 2 400,003 ----DCC, GCF
Silver Valley Neigh Park Acq A --506,159 --DCC, GCF
Silver Valley Neigh Park Acq B --626,999 --DCC, GCF
Silver Valley Neigh Park Phase 2 --1,682,980 --DCC, GCF
Park Acquisition 645,002 200,000 3,016,138 200,000 200,000
PARK IMPROVEMENTS 2010 2011 2012 2013 2014 Funds
Albion Park (Spray Pool)388,499 ----CWR, DCC, GCF
Albion Park (Washroom Facility)---303,951 -DCC, GCF
Boulevard Improvement ----30,000 GCF
Bowling Green - Parking lot paving 40,000 ----GCF
Cemetery Caretaker House -115,000 ---CEM
Cliff Park Parking Lot Development 80,000 ----GCF
Computerized Irrigation Control System -50,000 ---GCF
Core Park Development ----310,488 DCC, GCF
Cottonwood Central Park Development ----310,644 DCC, GCF
Cottonwood West Park Facilities -615,339 ---DCC, GCF
Equip Purch - Mower Trailer 12,000 ----GCF
Equip Purch - Parks Rec Vehicle ---25,000 -GCF
Fraserview Park Development --305,096 --DCC, GCF
Maple Ridge Park - Washrooms -120,000 ---GCF
Park Development (231/137)----310,488 DCC, GCF
Park Development (237/136)--310,644 --DCC, GCF
Park Development (241/104)--310,644 --DCC, GCF
Park Development Albion Elementary --332,999 --DCC, 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 -DCC, GCF
Whonnock Lake Phase 4 Beach/General ---356,243 -DCC, GCF
Whonnock Lake Phase 5 Washroom Facility ---621,814 -DCC, GCF
Whonnock Lake Phase 6 Canoe Facility ---1,980,000 -CFO
Youth Action Park Albion ---589,344 -CFO, DCC, GCF
Park Improvements 549,797 900,339 1,288,084 4,408,682 1,251,620
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014232
RECREATIONAL SERVICES 2010 2011 2012 2013 2014 Funds
Equip Purch - Mower -80,000 ---GCF
Equip Purch - Park trails vehicle 40,000 ----GCF
Events - Electrical Panel and Spool 5,000 ----GCF
Events - Portable Hot Water Sink 5,000 5,000 ---GCF
Leisure Center - Active studio reno 55,000 ----GCF
Leisure Centre - Adaptive gym equip 25,000 ----GCF
Leisure Centre - Floor cleaning machine 8,000 ----GCF
Leisure Centre - Front desk security 62,000 ----GCF
Leisure Centre - Lobby furniture -7,000 ---GCF
Leisure Centre - Pallet jack -5,000 ---GCF
Leisure Centre - Pool lift 10,000 ----GCF
Leisure Centre - UV water treatment -120,000 ---GCF
Public Art 50,000 60,000 70,000 70,000 70,000 GCF
Sport Field Renovations (Hammond)75,000 ----GCF
Recreational Services 335,000 277,000 70,000 70,000 70,000
PROTECTIVE SERVICES 2010 2011 2012 2013 2014 Funds
Equip Purch - Firehall #4 70,000 ----FDR
Fire Equip Engine 2-2 Replacement --705,000 --ERR-FD
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
Firehall #5 Land Acq ----350,000 FDR
RCMP - Furniture Replacement 10,000 10,000 10,000 --CFO, PSR
Rescue 2 Replacement -375,000 ---ERR-FD
SCBA Technology Upgrade -163,565 163,565 163,565 163,565 ERR-FD
Protective Services 1,488,960 548,565 1,828,565 163,565 513,565
SEWAGE 2010 2011 2012 2013 2014 Funds
101A Ave @ 243A St --1,500 --CFO
136 Ave (230 - 231)-28,883 ---DCC, SCF
225 St Pump Station Upgrade -135,000 ---SCF
225 St Pump Station Upgrade Phase 2 -1,018,178 ---DCC, SCF
225 St Pump Station Upgrade Phase 3 --400,000 --SCF
245 St (104 - 105)---77,098 -DCC, SCF
Backflow preventors @ Sewage P/S 148,000 ----SCF
Brown Ave (Fraser - 227)----371,575 DCC, SCF
Cottonwood Dr (115 - 116)--60,655 --SCF
Fern Crescent (237 - 240)---667,536 -DCC, SCF
Gas detectors 16,800 ----SCF
Local Improvement Projects - Sewer 250,000 250,000 250,000 250,000 250,000 CFO
Lougheed (227 - 228)---230,613 -SCF
Private Sewer Connections 84,213 86,844 89,077 91,419 93,905 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 T Study -150,000 ---SCF
Sanitary Sewer Modelling Update ----9,000 SCF
SCADA replacement program 44,000 44,000 44,000 44,000 44,000 SCF, WCF
Sewage System Rehabilitation -287,500 250,000 287,500 287,500 SCF
Sewer Extension to Corrections Part B 6,000,000 ----GRA
Sewer Extension to Corrections Part C 2,000,000 ----GRA
Sewer P/S electrical upgrade 125,000 125,000 125,000 125,000 125,000 SCF
South Slope Interceptor Repair 400,000 ----SCF
Sewage 9,068,013 2,160,405 1,370,232 1,898,166 1,180,980
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 233
TECHNOLOGY 2010 2011 2012 2013 2014 Funds
Attendance Management Program ---90,000 -GCF
Budget software update 40,000 ----GCF, SCF, WCF
Capital Reporting Module (Hyperion)-40,000 ---GCF, SCF, WCF
Capital Works Program Replacement (LTC 4134+)30,000 ----GCF, SCF, WCF
Council Chamber Multimedia Upgrade -30,000 ---GCF
Document Processing System - Phase 1B 75,000 ----GCF, SCF, WCF
Document Processing System - Phase 2 -107,000 ---GCF, SCF, WCF
Equip Purch - SMS Redundancy ---38,225 -GCF
Equip Purch - Wireless Data Sys.----22,100 GCF
Equip Repl - Info Serv 450,000 55,000 838,780 283,003 200,789 ERR-IS
Financials New Version ----1,000,000 GCF, SCF, WCF
Fleet Management Software 70,000 ----ERR-PW
Integrated Cash System ---50,000 -GCF
IT Disaster Recovery Infrastructure --97,275 --GCF
IT Fibre Optic 132 (232 - Fern)-75,000 ---GCF
IT Fibre Optic GVRD WM Reclam Study 10,000 30,000 40,000 --GCF
IT Fibre Optic Network - DT 250,000 ----GRA
IT Fibre Optic Network - Firehall #4 Ph 4 ---250,000 -GCF
IT Fibre Optic Network - Transit Exchange 50,000 ----GCF
Legacy Program Replacement - Interface 75,000 ----GCF
Management Reporting Software Phase 2 ---40,000 -GCF
Production Legacy Replacements -25,000 ---GCF
Replace Excess Capacity/Latecomer prog 20,000 ----GCF
Systems Management Server Phase 2 ----10,000 GCF
Website Improvements -20,000 ---GCF
Website Public Transactions 70,000 ----GCF
Technology 1,140,000 382,000 976,055 751,228 1,232,889
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014234
WATER 2010 2011 2012 2013 2014 Funds
108 Ave (248 - 249)----51,242 DCC, WCF
110 Ave (240 - 243)---139,476 -WCF
112 Ave (244 - 246)---375,543 -DCC, WCF
113 Ave (246 - 248)---223,634 -DCC, WCF
119 Ave (227 - 228)--143,765 --WCF
124 Ave (246 - 248)---207,046 -DCC, WCF
124 Ave @ 232 St (PRV)----49,560 WCF
125 Ave (241 - Ansell)-331,200 ---WCF
128 Ave (235 - 238)---221,334 -DCC, WCF
136 Ave (236 - 240)--778,487 --DCC, WCF
136 Ave @ 24200 Rockridge Res. Phase 2 --591,486 --DCC, WCF
141 Ave @ 232 St PRV -100,000 ---WCF
210 St (116 - 118)-218,900 ---WCF
216 St (124 - 128)--674,016 --DCC, WCF
224 St (124 - Abernethy)---342,559 -DCC, WCF
224 St (North - 119) #fo -231,392 ---DCC, WCF
224 St (North - 119) [fibre]-13,137 ---CWR
231 St (117 - 118)---92,836 -WCF
232 St (136 - Silver Valley Rd)--148,528 --DCC, WCF
248 St (116 - DTR)--561,416 --DCC, WCF
263 St (440 Reservoir - Stage 2) Phase 2 -1,184,816 ---DCC, WCF
270A St @ 123 Ave P/S Phase 2 --250,000 --WCF
Abernethy @ 240 St GVRD Connection ----80,000 WCF
Ansell St (124 - 125)-230,400 ---WCF
Barnston / MR PS 1,307,747 1,546,799 ---DBT, WCF
Brown Ave (Fraser - 228)----400,990 WCF
Cottonwood Dr (115 - 116)--84,956 --WCF
Dewdney Trunk (260 - 262) 220M of 200mm WM 56,055 ----DCC, WCF
Dewdney Trunk @ 246 St GVWD P/S 56,000 ----WCF
Dist upgrade 250,000 250,000 ---WCF
Emerg PRV service f/Grant to Albion 158 -72,799 ---DCC, WCF
Equip Purch - Enclosed Trailer ----14,000 WCF
Equip Purch - Leak Detectors ---35,000 -WCF
Fletcher St (DTR - Brown)---44,381 -WCF
Local Improvement Projects - Water 250,000 250,000 250,000 250,000 250,000 CFO
Maple Ridge Main West 1,404,184 1,203,587 2,005,273 1,604,783 -DBT, WCF
Private Water Connections 168,956 173,620 177,590 181,751 186,169 WRF
Provide water service to Albion 158 zone -367,198 ---DCC, WCF
Replace CL2 station @ 248 Water P/S 82,000 ----WCF
Rothsay Heights Reservoir Improvement -250,000 ---WCF
SCADA replacement program 22,000 22,000 22,000 22,000 22,000 SCF, WCF
Sound atten. enclos. for standby gen 43,500 ----WCF
Truck fill system: proposed reserv. site -65,000 ---WCF
Water Network Modelling 9,000 ----WCF
Water security improvement 128,000 ----WCF
Watermain replace DTR from Laity - 216 409,500 ----WCF
Watermain Replacement Program 300,000 300,000 300,000 300,000 300,000 WCF
Water 4,486,942 6,810,848 5,987,517 4,040,343 1,353,961
Grand Total 29,108,078 22,924,287 29,082,321 30,738,878 15,370,135
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
District of Maple Ridge Five-Year Financial Plan 2010 –2014 235
GLOSSARY OF FUNDING
CEM Cemetery Reserve
CFO Contribution From Others
CWR Capital Works Reserve
DBT Debt
DCC Dev Cost Charge Fund
ERR-FD Equip. Replacement - Fire Dept
ERR-IS Equip. Replacement - IS
ERR-PW Equip. Replacement - Public Works
FDR Fire Dept Cap Acquisition
GCF General Capital Fund
GRA Grants
GRF General Revenue Fund
IGC Infrastructure Grant Contribution
ISR Infrastructure Sustainability Reserve
PAR Parkland Acquisition Reserve
PSR Protective Services Reserve
REC Recycling Reserve
SCF Sewer Capital Fund
SOIL Gravel Extraction Reserve
SRF Sewer Revenue Fund
WCF Water Capital Fund
WRF Water Revenue Fund
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014236
District of Maple Ridge
TO:His Worship Mayor Ernie Daykin and Members of Council DATE:December 2, 2009
FROM:Chief Administrative Officer ATTN: Council
SUBJECT:2010 –2014 Financial Plan Bylaw
EXECUTIVE SUMMARY:
The 2010-2014 Business Plans and an overview of the financial plan were presented to Council at public meetings held
on November 30 and December 1. Business Plans from all areas including the Capital Works Program and the
November 20, 2009 staff report titled 2010-2014 Financial Plan Overview were also provided. Council directed that the
financial plan bylaw be brought forward incorporating the recommendations outlined in the 2010-2014 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 pr oposed 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 2010-2014 Financial Plan Bylaw No. 6708-2009 be given first, second and third readings.
DISCUSSION:
a)Background Context:
The 2010–2014 Financial Plan was presented to Council at public meetings held on November 30 and December 1,
2009. Business Plans from all areas were also provided. The financial plan bylaw incorporates the following
direction from Council.
property tax increase of 4% in 2010–2014, which includes 1% for infrastructure sustainability and 3% for general
purposes,
for 2010-2012 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 and there is no increase in 2014.
water user fee increase of 9% per year, sewer user fee increase of 5% per year and recycling rates increase of
4.9% in 2010 and 3% in 2011-2014.
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on that direction.
The 2010-2014 Financial Plan includes a capital program of over $127 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 protect this investment. Thi s
financial 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 Council’s
Financial Sustainability Policies.
Incremental property tax revenue from new construction will not be known until spring, when property assessments
are finalized. Although the assumption built into the financial plan is 2.35%, consistent with prior plans, there is a
risk that the actual amount will fall short of this figure. In order to mitigate this risk, the financial plan includes
revenues in excess of planned expenditure and transfers, shown as a transfer to General Revenue Surplus. Given
the level of uncertainty and amount of funds involved it is prudent to defer consideration of additional incremental
costs until the growth in tax revenue is known.
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 13th
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.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014 237
e)Statutory Requirements and Policy Implications:
The financial plan has been prepared in accordance with statutory requirements and Municipal financial policies.
There are several 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 i nformation.
Public consultation is an important and legislated component of preparing financial plans. The Business Planning
Guidelines were updated in March with an opportunity for the public to provide feedback. Public input during
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 run in the local paper
December 9 and 11. Public input into the financial plan and departmental business plans is incorporated i ndirectly
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 th ose
identified in the 2009-2013 Financial Plan Bylaw. This will require ensuring that departments curtail or delay
expenditures and only proceed with capital projects that were identified in the previous financial plan.
CONCLUSIONS:
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.
Several items were raised during the 2010-2014 Business Planning presentations that will require future policy level
discussions and/or information being brought back to Council in the near future.These items include:
Information on performance measurement and public reporting using the See-it software;
A discussion on Economic Development, including specific deliverables/outcomes and resourcing comparisons
Information on the use of garburators in the community;
Composting and the removal of organic waste from the solid waste system;
Policy level discussion on the acquisition of property for strategic purposes, developing a funding model for the
implementation of the Parks and Recreation Master Plan and the potential use of General Revenue Surplus for
repaving our roads;
Advocating for improved ambulance response times
Providing Social Planning Advisory Committee statistics with respect to downtown activities;
Building on relations with the School District
Discussing improvements in transit with TransLink
The Financial Plan Bylaw can be amended to reflect changes and is routinely amended in late April or early May to
include the projects that were approved but not completed in the prior year. The change also includes an update to
reflect the actual amount of property tax revenue due to the amount of real growth. The 2010 amendment will differ
from prior years as this plan drives a surplus, a contingency to address a potential shortfall in property tax revenue due to
slower development. Depending on the amount of growth, Council may have some latitude in the spring to address
additional concerns while still staying within the previously approved tax increases.
_______________________________________________
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 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014238
DISTRICT OF MAPLE RIDGE
BYLAW NO. 6708-2009
Maple Ridge 2010-2014 Financial Plan Bylaw No. 6708-2009
____________________________________________________________________________________
WHEREAS, a Public Open House was held April 21, 2009 to seek public input with respect to the fina ncial plan and
budget guidelines;
AND 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 with respect to the financial plan;
AND WHEREAS, Council deems this to be 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 2010-2014 Financial Plan Bylaw No. 6708-2009.
2.Statement 1 attached to and forming part of this bylaw is hereby declared to be the Consolidated Financial Pla n of
the District of Maple Ridge for the years 2010 through 2014.
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 , 20 .
READ a second time the day of , 20 .
READ a third time the day of , 20 .
PUBLIC CONSULTATION completed on the day of , 20 .
RECONSIDERED and adopted the day of , 20 .
________________________________________________________________
PRESIDING MEMBER CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014 239
2010 2011 2012 2013 2014
REVENUES
External Revenues
Development Fees
Developer Cost Charges $3,699 $11,248 $11,749 $6,031 $7,430
Developer Specified Projects $0 $0 $0 $0 $0
Parkland Acquisition $200 $200 $200 $200 $200
Contributions from Others $4,345 $3,699 $3,995 $6,227 $3,560
Development Fees Total $8,244 $15,147 $15,944 $12,458 $11,190
Property Taxes $54,992 $58,974 $63,217 $67,303 $71,548
Parcel Charges $2,513 $2,642 $2,778 $2,921 $3,071
Fees & Charges $31,225 $32,896 $34,723 $36,681 $38,820
Interest $1,885 $1,885 $1,885 $1,885 $1,885
Grants (Other Govts)$13,987 $2,103 $4,893 $10,709 $2,853
Property Sales $0 $0 $0 $0 $0
Total External Revenues $112,846 $113,647 $123,440 $131,957 $129,367
EXPENDITURES
External Expenditures
Capital Expenditures $29,106 $22,922 $29,080 $30,737 $15,368
Interest Payments on Debt $4,444 $4,570 $4,349 $4,389 $4,596
Other Expenditures $77,463 $82,093 $86,157 $90,107 $94,353
Total External Expenditures $111,013 $109,585 $119,586 $125,233 $114,317
CHANGE IN NET FINANCIAL POSITION $1,833 $4,062 $3,854 $6,724 $15,050
OTHER REVENUES
Borrowing Proceeds $2,152 $3,386 $4,094 $6,050 $0
OTHER EXPENDITURES
Principal Payments on Debt $5,037 $6,430 $7,114 $7,176 $7,241
TOTAL REVENUES LESS EXPENDITURES ($1,052)$1,018 $834 $5,598 $7,809
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve $264 $791 $1,970 $918 $1,228
Equipment Replacement Reserve $2,336 $1,454 $1,991 $1,311 $1,229
Fire Department Capital Reserve $1,054 $0 $950 $0 $350
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 $3,654 $2,245 $4,911 $2,229 $2,807
Less :Transfer to Reserve Funds
Capital Works Reserve $757 $889 $836 $740 $1,115
Equipment Replacement Reserve $2,061 $2,124 $2,232 $2,323 $2,416
Fire Dept. Capital Aquisition $312 $424 $539 $658 $782
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 $3,230 $3,537 $3,707 $3,821 $4,413
Transfer from (to) Surplus -(Own Reserves)$47 ($575)($1,277)($1,817)($2,664)
Transfer from (to) Surplus -(Surplus)$581 $849 ($761)($2,188)($3,539)
TOTAL INTERNAL TRANSFERS $1,052 ($1,018)($834)($5,597)($7,809)
Attachment to Maple Ridge 2010-2014 Financial Plan Bylaw 6708-2009
Statement 1
Consolidated Financial Plan 2010-2014
(in thousands)
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014240
Attachment to Maple Ridge 2010-2014 Financial Plan Bylaw 6708-2009
Statement 2
Revenue and Property Tax Policy Disclosure
REVENUE DISCLOSURE
Revenue Proportions
Revenue Proportions
$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%
Revenues
Property Taxes 54,992 48%58,974 50%63,217 67,303 49%71,548 55%
Parcel Charges 2,513 2%2,642 2%2,778 2,921 2%3,071 2%
Fees & Charges 31,225 27%32,896 28%34,723 36,681 27%38,820 30%
Borrowing Proceeds 2,152 2%3,386 3%4,094 6,050 4%-0%
Other Sources 24,116 21%19,135 16%22,722 25,052 18%15,928 12%
Total Revenues 114,998 100%117,033 100%127,534 138,007 100%129,367 100%
Other Sources include:
Development Fees Total 8,244 7%15,147 13%15,944 12,458 9%11,190 9%
Interest 1,885 2%1,885 2%1,885 1,885 1%1,885 1%
Grants (Other Govts)13,987 12%2,103 2%4,893 10,709 8%2,853 2%
Property Sales -0%-0%--0%-0%
24,116 21%19,135 16%22,722 25,052 18%15,928 12%
20142010201120122013
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
Sustainability Policy 5.52 section 6.
Business Planning Guidelines and the Financial Plan includes a 3% general tax increase, a 1% increase to fund
replacement of existing infrastructure and an increase of $600,000 plus growth since 2005, $676,000 in 2010, to fund
the Fire Department Master Plan implementation. More information can be found in the Business Planning Guidelines
13th Edition, Financial Sustainability Plan and the 2010-2014 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 ne ed to be related to property
assessment value, but can be something that more accurately reflects the cost of the service.
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014 241
Attachment to Maple Ridge 2010-2014 Financial Plan Bylaw 6708-2009
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,
development application fees, business license 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 –Debt is used 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
payments needs to be considered as does the justification for advancing the project. More information on borrowing
approved in 2008 or 2009 and proposed for 2010-2014 can be found in the 2010-2014 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 2010 property tax revenue and updated rates will be included in a financial plan amendment that precedes the
Property Tax Rate Bylaw, as 2010 property assessed values are not yet finalized. For information the 2009 distribution is
included.
Property Class Taxation Revenue Assessed Value Tax Rate Multiple
($'000s)('000s)($/'1000)(Rate/Res.Rate)
1 Residential 38,398 77.2%10,755,860 92.28%3.5699 1.00
2 Utility 407 0.8%10,186 0.09%40.0000 11.20
4 Major Industry 613 1.2%16,923 0.15%36.2044 10.14
5 Light Industry 1,590 3.2%138,467 1.19%11.7536 3.29
6 Business/Other 8,566 17.2%725,633 6.23%11.7536 3.29
8 Rec./ Non-Profit 30 0.1%3,290 0.03%9.1744 2.57
9 Farm 116 0.2%5,062 0.04%22.8773 6.41
49,720 11,655,421
APPENDIX G: 2009-2013 FINANCIAL PLAN BYLAW 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014242
Attachment to Maple Ridge 2010-2014 Financial Plan Bylaw 6708-2009
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 pra ctices. 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
development 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 t he 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 relat ive
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 Council was a reduction of 5% in 2009 to the taxes collected to support additional investments in the subject
property and to keep rates competitive. The municipal property taxes will be reduced again in 2010 by 5% as
recommended by Council and included in the 2010-2014 Financial Plan.
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.
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
encourage 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 6708-2009
ADOPTED JANUARY 12, 2010
District of Maple Ridge Five-Year Financial Plan 2010 –2014 243
Attachment to Maple Ridge 2010-2014 Financial Plan Bylaw 6708-2009
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
capital expenditures must be extended to match. Certain types of projects are not planned past the f ive year time
horizon of the financial plan. Much less scrutiny is given to projects that are planned in years 2015 though 2026.
Projects in these years typically exceed likely funding available.
Capital Works Program for 2015 –2026
(in thousands)
Capital Works Program 330,433
Source of Funding
Development Fees
Development Cost Charges 123,457
Parkland Acquisition Reserve -
Contribution From Others 4,573
Development Fees Total 128,030
Borrowing Proceeds 19,297
Grants 28,927
Transfer from Reserve Funds
Capital Works Reserve 11,027
Equipment Replacement Reserve 2,521
Fire Department Capital Reserve 2,000
Transfer from Reserve Funds Total 15,548
Revenue Funds 138,631
Source of Funding Total 330,433
GLOSSARY OF TERMS
District of Maple Ridge Five-Year Financial Plan 2010 –2014244
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 –The independent organization that
is responsible for establishing the assessed property
values within British Columbia.
Budget –A financial plan embodying an estimate of
proposed expenditures for a given period and the
proposed means of financing them.
Business Improvement Area (BIA)–A separate
specific contained area where funds are spent to
improve 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
additions to facilities, infrastructure, and parks.
Capital Expenditures –Expenditures to acquire
Capital 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
corporate guide toward the provision of
infrastructure, public 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
carried out.
CDMR 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
otherwise 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
District 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 once 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
Information Act gives individuals rights to access
information held by local government and protects
their privacy by placing restrictions on local
government when collecting or disclosing personal
information.
Full-time Equivalent Position (FTE)–Employee
positions, which are authorized in the adopted
budget, to be filled during the year. A part-time
position converted to the decimal equivalent of a full-
time position. 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
expenditures, which are segregated for the purpose
of carrying out a specific purpose or activity.
GLOSSARY OF TERMS
District of Maple Ridge Five-Year Financial Plan 2010 –2014 245
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
organization to support a particular function. Grants
may be classified as either operational or capital,
depending upon the grantee.
GVRD –Refers to the Greater Vancouver Regional
District, which is responsible for providing some
region-wide services. Also see “Metro Vancouver.”
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.
Responsible for acquiring water, maintaining the
supply, ensuring 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
activities.
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
facilities.
Long-term Debt –Debt with a maturity of more than
one year after the date of issuance.
Maple Ridge Municipal Holdings Ltd.–the
Municipality’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
organization that provides for marketing, placement,
and administration of all Municipal debt
requirements (except for the City of Vancouver). This
Authority also operates an investment pool on behalf
of munic.
Official Community Plan (OCP)–The District’s prime
development planning document.
RCMP –Royal Canadian Mounted Police.Contract
with the Federal Government to provide police
services (police officers); the Municipality provides
the clerical support services and facilities.
Revenue –Sources of income financing the
operations of the District.
RMRS –Ridge Meadows Recycling Society. A
community-based, charitable non-profit organization,
in partnership with the District of Maple Ridge
provides bluebox recycling collection, operates the
Maple Ridge Recycling Depot and Intermediate
Processing Facility, and offers education on
environmental issues to all residents of Maple Ridge.
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
transferred to/from one fund to another fund or
amount transferred to/from deferred revenue or
reserve accounts.
TransLink –Greater Vancouver Transportation
Authority (GVTA)–Responsible for the integration of
transit and road networking with regard to
transportation and land use. TransLink is headed by
local governments, allowing the decision-making to
focus on local concerns.
Variance Analysis –The process of examining in detail
each variance between actual and budgeted costs.
District of Maple Ridge
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Canada
Tel: 604-463-5221
Fax: 604-467-7329
www.mapleridge.ca