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Home My WebLink AboutFinancial Plan 2011-2015 Financial Plan 2011 – 2015 Maple Ridge Mayor and Council Mayor Ernie DaykinMayor Ernie DaykinMayor Ernie DaykinMayor Ernie Daykin Councillor Craig SpeirsCouncillor Craig SpeirsCouncillor Craig SpeirsCouncillor Craig Speirs Councillor Michael MordenCouncillor Michael MordenCouncillor Michael MordenCouncillor Michael Morden Councillor Judy DueckCouncillor Judy DueckCouncillor Judy DueckCouncillor Judy Dueck Councillor Linda KingCouncillor Linda KingCouncillor Linda KingCouncillor Linda King Councillor Al HogarthCouncillor Al HogarthCouncillor Al HogarthCouncillor Al Hogarth Councillor Cheryl AshlieCouncillor Cheryl AshlieCouncillor Cheryl AshlieCouncillor Cheryl Ashlie TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 3 EXECUTIVE SUMMARYEXECUTIVE SUMMARYEXECUTIVE SUMMARYEXECUTIVE SUMMARY ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 5555 FFFFINANCIAL INANCIAL INANCIAL INANCIAL PPPPLAN LAN LAN LAN RRRREADEREADEREADEREADER’’’’S S S S GGGGUIDEUIDEUIDEUIDE ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 7777 MMMMESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE MMMMAYORAYORAYORAYOR ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 8888 MMMMESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE CCCCHIEF HIEF HIEF HIEF AAAADMINISTRATIVE DMINISTRATIVE DMINISTRATIVE DMINISTRATIVE OOOOFFICERFFICERFFICERFFICER .................................................................................................................................................................................................................................................................................................................................................................................................................... 9999 MMMMESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE ESSAGE FROM THE CCCCORPORATE ORPORATE ORPORATE ORPORATE FFFFINANCIAL INANCIAL INANCIAL INANCIAL OOOOFFICERFFICERFFICERFFICER ........................................................................................................................................................................................................................................................................................................................................................................................................ 10101010 BBBBUDGET AT A UDGET AT A UDGET AT A UDGET AT A GGGGLANCELANCELANCELANCE .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 12121212 MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE –––– DEEP ROOTS GREATER HDEEP ROOTS GREATER HDEEP ROOTS GREATER HDEEP ROOTS GREATER HEIGHTSEIGHTSEIGHTSEIGHTS ................................................................................................................................................................................................................................................................................................................................................................................................ 19191919 PPPPROFILE AND ROFILE AND ROFILE AND ROFILE AND DDDDEMOGRAPHICSEMOGRAPHICSEMOGRAPHICSEMOGRAPHICS ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 21212121 GGGGOVERNMENT OVERNMENT OVERNMENT OVERNMENT OOOOVERVIEWVERVIEWVERVIEWVERVIEW ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 24242424 EEEELECTED AND LECTED AND LECTED AND LECTED AND AAAAPPOINTED PPOINTED PPOINTED PPOINTED OOOOFFICIALSFFICIALSFFICIALSFFICIALS .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 25252525 FINANCIAL POLICIES AFINANCIAL POLICIES AFINANCIAL POLICIES AFINANCIAL POLICIES AND FUND STRUCTURESND FUND STRUCTURESND FUND STRUCTURESND FUND STRUCTURES .................................................................................................................................................................................................................................................................................................................................................................................................................... 27272727 FFFFINANCIAL INANCIAL INANCIAL INANCIAL PPPPOLICIESOLICIESOLICIESOLICIES ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 29292929 FFFFUND UND UND UND SSSSTRUCTURETRUCTURETRUCTURETRUCTURE ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 30303030 FINANCIAL PLANNING PFINANCIAL PLANNING PFINANCIAL PLANNING PFINANCIAL PLANNING PROCESSROCESSROCESSROCESS ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 31313131 BBBBUSINESS USINESS USINESS USINESS PPPPLANNING LANNING LANNING LANNING PPPPROCESSROCESSROCESSROCESS ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 33333333 AAAALIGNMENT OF LIGNMENT OF LIGNMENT OF LIGNMENT OF CCCCORPORATE ORPORATE ORPORATE ORPORATE SSSSTRATEGIC TRATEGIC TRATEGIC TRATEGIC IIIINITIATIVESNITIATIVESNITIATIVESNITIATIVES ........................................................................................................................................................................................................................................................................................................................................................................................................................ 34343434 BBBBUSINESS USINESS USINESS USINESS PPPPLANNING LANNING LANNING LANNING GGGGUIDELINESUIDELINESUIDELINESUIDELINES .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 35353535 FFFFINANCIAL INANCIAL INANCIAL INANCIAL PPPPLANNING LANNING LANNING LANNING PPPPROCESS ROCESS ROCESS ROCESS SSSSCHEDULECHEDULECHEDULECHEDULE .................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 36363636 FINANCIAL PLAN OVERVFINANCIAL PLAN OVERVFINANCIAL PLAN OVERVFINANCIAL PLAN OVERVIEWIEWIEWIEW ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 37373737 FFFFINANCIAL PLAN HIGHLIINANCIAL PLAN HIGHLIINANCIAL PLAN HIGHLIINANCIAL PLAN HIGHLIGHTSGHTSGHTSGHTS ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 39393939 FFFFINANCIAL INANCIAL INANCIAL INANCIAL PPPPLAN LAN LAN LAN OOOOVERVIEWVERVIEWVERVIEWVERVIEW .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 40404040 2010 Financial Outlook2010 Financial Outlook2010 Financial Outlook2010 Financial Outlook ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 41414141 Where the Money Comes From/Where It Is AllocatedWhere the Money Comes From/Where It Is AllocatedWhere the Money Comes From/Where It Is AllocatedWhere the Money Comes From/Where It Is Allocated ........................................................................................................................................................................................................................................................................................................................................ 42424242 Water, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling Rates ............................................................................................................................................................................................................................................................................................................................................................................................................................................................ 52525252 BorrowingBorrowingBorrowingBorrowing ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 53535353 Further ItemsFurther ItemsFurther ItemsFurther Items ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 55555555 Impact to the “Average Home”Impact to the “Average Home”Impact to the “Average Home”Impact to the “Average Home” .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 57575757 Property Taxation PolicProperty Taxation PolicProperty Taxation PolicProperty Taxation Policyyyy ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 58585858 ReservesReservesReservesReserves ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 59595959 Town Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial Operation .................................................................................................................................................................................................................................................................................................................................................................................................................................................... 64646464 ConclusionsConclusionsConclusionsConclusions ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 64646464 FIVEFIVEFIVEFIVE----YEAR OPERATING PLAN YEAR OPERATING PLAN YEAR OPERATING PLAN YEAR OPERATING PLAN OVERVIEWOVERVIEWOVERVIEWOVERVIEW ............................................................................................................................................................................................................................................................................................................................................................................................................................................................ 65656565 2011201120112011 RRRREVENUES AND EVENUES AND EVENUES AND EVENUES AND EEEEXPENDITURESXPENDITURESXPENDITURESXPENDITURES ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 66666666 FFFFINANCIINANCIINANCIINANCIAL AL AL AL PPPPLAN LAN LAN LAN SSSSUMMARY UMMARY UMMARY UMMARY –––– RRRREVENUES EVENUES EVENUES EVENUES &&&& EEEEXPENDITURESXPENDITURESXPENDITURESXPENDITURES ............................................................................................................................................................................................................................................................................................................................................................................ 67676767 KKKKEY EY EY EY AAAACCOUNT CCOUNT CCOUNT CCOUNT BBBBALANCESALANCESALANCESALANCES ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 68686868 2011201120112011 BBBBASE ASE ASE ASE BBBBUDGET UDGET UDGET UDGET IIIINCREASESNCREASESNCREASESNCREASES .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 72727272 SSSSTAFFING TAFFING TAFFING TAFFING HHHHISTORY AND ISTORY AND ISTORY AND ISTORY AND FFFFORECASTORECASTORECASTORECAST................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 73737373 DEPARTMENTAL BUSINESDEPARTMENTAL BUSINESDEPARTMENTAL BUSINESDEPARTMENTAL BUSINESS/FINANCIAL PLANSS/FINANCIAL PLANSS/FINANCIAL PLANSS/FINANCIAL PLANS ................................................................................................................................................................................................................................................................................................................................................................................................................ 75757575 OOOOFFICE OF THE FFICE OF THE FFICE OF THE FFICE OF THE CCCCHIEF HIEF HIEF HIEF AAAADMINISTRATIVEDMINISTRATIVEDMINISTRATIVEDMINISTRATIVE OOOOFFICERFFICERFFICERFFICER ........................................................................................................................................................................................................................................................................................................................................................................................................................................ 77777777 Administration incl. Communications and SustainabilityAdministration incl. Communications and SustainabilityAdministration incl. Communications and SustainabilityAdministration incl. Communications and Sustainability ........................................................................................................................................................................................................................................................................................................................ 78787878 Human ResourcesHuman ResourcesHuman ResourcesHuman Resources.................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 81818181 Strategic Economic InitiativesStrategic Economic InitiativesStrategic Economic InitiativesStrategic Economic Initiatives ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 83838383 CCCCOMMUNITY OMMUNITY OMMUNITY OMMUNITY DDDDEVELOPMENTEVELOPMENTEVELOPMENTEVELOPMENT,,,, PPPPARKS ARKS ARKS ARKS &&&& RRRRECREATION ECREATION ECREATION ECREATION SSSSERVICESERVICESERVICESERVICES ............................................................................................................................................................................................................................................................................................................................................................ 85858585 AdministrationAdministrationAdministrationAdministration ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 86868686 Community ServicesCommunity ServicesCommunity ServicesCommunity Services .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 88888888 Parks & FacilitiesParks & FacilitiesParks & FacilitiesParks & Facilities ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 91919191 RecreationRecreationRecreationRecreation .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 95959595 CCCCORPORATE ORPORATE ORPORATE ORPORATE &&&& FFFFINANCIAL INANCIAL INANCIAL INANCIAL SSSSERVICESERVICESERVICESERVICES ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 101101101101 AdministrationAdministrationAdministrationAdministration .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 102102102102 Clerk'sClerk'sClerk'sClerk's .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 104104104104 Emergency ProgramEmergency ProgramEmergency ProgramEmergency Program ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 107107107107 FinanceFinanceFinanceFinance ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 109109109109 Information ServicesInformation ServicesInformation ServicesInformation Services ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 113113113113 Fire DepartmentFire DepartmentFire DepartmentFire Department ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 117117117117 Police ServicesPolice ServicesPolice ServicesPolice Services ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 120120120120 TABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTSTABLE OF CONTENTS District of Maple Ridge 4 PUBLIC WORKS & DEVELPUBLIC WORKS & DEVELPUBLIC WORKS & DEVELPUBLIC WORKS & DEVELOPMENT SERVICESOPMENT SERVICESOPMENT SERVICESOPMENT SERVICES AdministrationAdministrationAdministrationAdministration ................................................................................................................................................................................................................................................................ EngineeringEngineeringEngineeringEngineering ................................................................................................................................................................................................................................................................ Licences, Permits and BylawsLicences, Permits and BylawsLicences, Permits and BylawsLicences, Permits and Bylaws ................................................................................................................................ PlanningPlanningPlanningPlanning ................................................................................................................................................................................................................................................................ Operations CentreOperations CentreOperations CentreOperations Centre ................................................................................................................................ Ridge Meadows Recycling SocietyRidge Meadows Recycling SocietyRidge Meadows Recycling SocietyRidge Meadows Recycling Society ................................................................................................................................ FIVEFIVEFIVEFIVE----YEAR CAPITAL PLAN OVYEAR CAPITAL PLAN OVYEAR CAPITAL PLAN OVYEAR CAPITAL PLAN OVERVIEWERVIEWERVIEWERVIEW ................................................................................................................................ CCCCAPITAL APITAL APITAL APITAL PPPPROCESSROCESSROCESSROCESS ................................................................................................................................................................................................................................................................ CCCCAPITAL APITAL APITAL APITAL WWWWORKS ORKS ORKS ORKS PPPPROGRAMROGRAMROGRAMROGRAM ................................................................................................................................ CCCCAPITAL APITAL APITAL APITAL WWWWORKS ORKS ORKS ORKS BBBBUSINESS USINESS USINESS USINESS PPPPLANLANLANLAN ................................................................................................................................ APPENDICESAPPENDICESAPPENDICESAPPENDICES ................................................................................................................................................................................................................................................................ AAAAPPENDIX PPENDIX PPENDIX PPENDIX A:A:A:A: MMMMISSION AND ISSION AND ISSION AND ISSION AND VVVVALUE ALUE ALUE ALUE SSSSTATEMENTSTATEMENTSTATEMENTSTATEMENTS AAAAPPENDIX PPENDIX PPENDIX PPENDIX B:B:B:B: VVVVISION ISION ISION ISION 2025202520252025 SSSSTRATEGIC TRATEGIC TRATEGIC TRATEGIC PPPPLANLANLANLAN ................................................................................................................................ AAAAPPENDIX PPENDIX PPENDIX PPENDIX C:C:C:C: PPPPERFORMANCE ERFORMANCE ERFORMANCE ERFORMANCE MMMMEASURESEASURESEASURESEASURES ................................................................................................................................ AAAAPPENDIX PPENDIX PPENDIX PPENDIX D:D:D:D: FFFFINANCIAL INANCIAL INANCIAL INANCIAL SSSSUSTAINABILITY USTAINABILITY USTAINABILITY USTAINABILITY PPPPLAN LAN LAN LAN –––– AAAAPPENDIX PPENDIX PPENDIX PPENDIX E:E:E:E: IIIINFRASTRUCTURE NFRASTRUCTURE NFRASTRUCTURE NFRASTRUCTURE FFFFUNDING UNDING UNDING UNDING SSSSTRATEGYTRATEGYTRATEGYTRATEGY AAAAPPENDIX PPENDIX PPENDIX PPENDIX F:F:F:F: CCCCAPITAL APITAL APITAL APITAL WWWWORKS ORKS ORKS ORKS PPPPROGRAM ROGRAM ROGRAM ROGRAM LLLLISTIISTIISTIISTINGNGNGNG AAAAPPENDIX PPENDIX PPENDIX PPENDIX G:G:G:G: 2011201120112011----2015201520152015 FFFFINANCIAL INANCIAL INANCIAL INANCIAL PPPPLAN LAN LAN LAN BBBBYLAW YLAW YLAW YLAW GGGGLOSSARY OF LOSSARY OF LOSSARY OF LOSSARY OF TTTTERMSERMSERMSERMS ................................................................................................................................................................................................................................................................ 2 Distinguished BDistinguished BDistinguished BDistinguished B 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, 20 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 program requirements, and we are submitting it to GFOA to determine its eligibility for another award. District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 OPMENT SERVICESOPMENT SERVICESOPMENT SERVICESOPMENT SERVICES ................................................................................................................................................................................................................................................................................................................................................................................................ ................................................................................................................................................................................................................................................................................................................................................................................................ 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TATEMENTSTATEMENTSTATEMENTSTATEMENTS ................................................................................................................................................................................................................................................................................................................................................................................................ ................................................................................................................................................................................................................................................................................................................................................................................................ ................................................................................................................................................................................................................................................................................................................................................................................................ –––– PPPPOLICY OLICY OLICY OLICY 5.525.525.525.52.................................................................................................................................................................................................................................................................................................................................................... TRATEGYTRATEGYTRATEGYTRATEGY ................................................................................................................................................................................................................................................................................................................................................................................................ NGNGNGNG................................................................................................................................................................................................................................................................................................................................................................................................ YLAW YLAW YLAW YLAW 6781678167816781----2010201020102010 ................................................................................................................................................................................................................................................................ ................................................................................................................................................................................................................................................................................................................................................................................................ Distinguished BDistinguished BDistinguished BDistinguished Budget Presentation Awardudget Presentation Awardudget Presentation Awardudget 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 r beginning January 1, 2010. 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. lid 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. ........................................................................................................................................................ 124124124124 .................................................................................................................................................................................... 125125125125 .................................................................................................................................................................................................... 127127127127 .................................................................................... 130130130130 ........................................................................................ 133133133133 ............................................................................................................................................................ 136136136136 ........................................................................................................................................................................................ 142142142142 ............................................................................ 145145145145 ................................................................................................................................................................................................ 146146146146 ................................................................................................................................................ 147147147147 ................................................................................................................ 148148148148 ................................................................................................ 151151151151 ................................................................................................................................................................ 153153153153 ................................................................................................................................................................................ 153153153153 ........................................................................................................................................................................................................ 156156156156 .................................................................................... 177177177177 ............................................................................................................................................ 180180180180 ............................................................................................................................................................ 195195195195 ............................................................................................................................................................................................ 204204204204 ............................................................................................................................................................................ 212212212212 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 In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as 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 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 5 Executive SummaryExecutive SummaryExecutive SummaryExecutive Summary FinFinFinFinancial Plan Reader’s Guideancial Plan Reader’s Guideancial Plan Reader’s Guideancial Plan Reader’s Guide Message from the MayorMessage from the MayorMessage from the MayorMessage from the Mayor Message from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative Officer Message from the Corporate Financial OfficerMessage from the Corporate Financial OfficerMessage from the Corporate Financial OfficerMessage from the Corporate Financial Officer Budget Budget Budget Budget at a Glanceat a Glanceat a Glanceat a Glance District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 6 FINANCIAL PLAN READER’S GUIDEFINANCIAL PLAN READER’S GUIDEFINANCIAL PLAN READER’S GUIDEFINANCIAL PLAN READER’S GUIDE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 7 The Financial Plan Reader’s Guide is intended to provide a basic understanding of the Financial Plan 2011 – 2015 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 SummarExecutive SummarExecutive SummarExecutive Summaryyyy 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 Maple Ridge Maple Ridge Maple Ridge –––– Deep Roots Greater HeightsDeep Roots Greater HeightsDeep Roots Greater HeightsDeep 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 StructureFinancial Policies and Fund StructureFinancial Policies and Fund StructureFinancial Policies and Fund Structure This section provides policy and regulatory requirements for the development of both our operating and capital budgets. Financial Planning ProcessFinancial Planning ProcessFinancial Planning ProcessFinancial Planning Process This section provides an overview of the business planning process including the schedule. Financial Plan OverviewFinancial Plan OverviewFinancial Plan OverviewFinancial Plan Overview This section provides an overview of financial plan highlights, growth funding allocations as well as funding and borrowing. FiveFiveFiveFive----Year Operating Plan OverviewYear Operating Plan OverviewYear Operating Plan OverviewYear 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 PlansDepartmental Business/Financial PlansDepartmental Business/Financial PlansDepartmental 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 2010 accomplishments, explains efficiency and effectiveness initiatives, and discusses the business context relevant to the 2011 – 2015 planning period. 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, and measures consisting of high-level community goals and key performance measures. An organization chart illustrates the reporting structure of the department and is complemented by a history and forecast of staff positions. 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 The operating budget follows and includes comparisons to previous budgets and actual expenditures and revenues. Comments regarding differences between the 2011 budget and either the previous budget or previous year actual costs are included where appropriate. FiveFiveFiveFive----Year Capital Plan OverviewYear Capital Plan OverviewYear Capital Plan OverviewYear 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 MAYORMESSAGE FROM THE MAYORMESSAGE FROM THE MAYORMESSAGE FROM THE MAYOR District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 8 On behalf of Council, I am pleased to present our Financial Plan 2011-2015 for the District of Maple Ridge. As Council passed the half-way point of its three-year mandate, we continued to focus on three important ‘top-line’ goals that we set at the beginning of our term. Three words – economic, social and environment – have driven the policy development and discussion for Council in this fiscal year and in our long term planning. In order to achieve results in these three areas, we need to have strong relationships with other levels of government, community organizations and to reach out and engage the public to ensure the work we do serves the community today and into the future. This report outlines the role of each department and talks about past and future accomplishments. It’s a report card of how we are doing conducting the business of the District of Maple Ridge, but what I hope it also captures is the passion, professionalism and the accountability of every staff member of the District. I want to take a moment to review a few of the major initiatives that moved forward in 2010 and have set the agenda for 2011. One of the most significant programs was the Town Centre Investment Incentives Program. In 2010, we moved from the concept level to the development of the specific policy and regulatory framework to make this plan a reality. What makes this program unique is the ‘toolkit’ that we’ve developed offers incentives at the front-end of the development cycle to move projects from the drafting table to ground breaking with great efficiency. The program also offers ‘downstream’ incentives that will allow us to partner with the development community to build a sustainable and vibrant Town Centre. As this report is nearing completion the uptake by commercial and residential sectors has been extraordinary. As 2010 ended we entered into the final stages of the Downtown Enhancement Project, a partnership between the District of Maple Ridge, the Province of British Columbia, the Government of Canada, and TransLink. I think it’s fair to say that this project has exceeded our expectations in so many ways. In the course of replacing old infrastructure – sewer and waterlines, some dating back to the founding of our community, we are adding a dedicated fibre optic system into the Town Centre to allow us to be ready for the new economy of the information age. But something much more important happened with this project. By reaching out to downtown merchants and residents and getting their input on how we would execute the project, the transformation has been much more than physical. There is a renewed sense of optimism and excitement in this area, and a momentum around the economy of the Town Centre that, when combined with our Incentives Program, has resulted in investments in façade improvements and some wonderful announcements of new commercial construction and renovations. One of the largest scale projects for Council has been the continued work on the Albion Concept Plan. In late 2010, the public consultation was completed and in early 2011 Council reviewed the preliminary report and is embarking on a process to develop the final proposal to send to the Agricultural Land Commission. When that process is complete, Council will begin the development of an Albion Area Plan that will become part of the Official Community Plan. These three projects are just part of a huge amount of work that occurred in 2010, and is in the works for 2011. Take the time to review the department functions, accomplishments, and key work plans for the upcoming year. In its entirety, this report will help you understand who we are and where we are going. 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. Message from the Mayor ERNIE DAYKIN Mayor MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER District of Maple Ridge I am pleased to present our Financial Plan 2011–2015 on behalf of all employees at the District of Maple Ridge. In virtually every public space in the District you’ll find a framed version of a document called ‘Vision 2025’ that lays out a set of principles that drives every piece of work that we do at the District of Maple Ridge. In particular, the Mission Statement is one that resonates for me. It says that we are working to create “a safe, livable, and sustainable community for our present and future citizens.” In this document you will see department department a listing of the accomplishments of the District as well as the goals that we’ve set for 2011. As you review the list, you will see that every project relates to the Mission statement above. The Mayor has spoken about some of the large projects that we’ve undertaken as a community, but I’d like to focus on what I feel makes this community and the District so remarkable. It’s the people. From our elected leaders to the amazing volunteers and the dedicated team of professionals that I have the honour of leading, the passion and prid community is, frankly, inspirational. In 2010, we said goodbye to some wonderful staff members at all levels of the organization as they transitioned to well retirement, but in anticipation of these changes, our succession planning allowed us to recruit from both inside and outside the organization talented and energetic people to step into the roles of their predecessors. As you will note in many of the departmental reports, we place a high priority on preserving the unique knowledge of our long-time employees and work to create mentoring programs so that the transition of these valuable staff to retirement does not slow the output of the organization. You will also note that every department has a strong focus on delivering the District’s services with efficiency and a high degree of effectiveness. MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICERMESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 Financial employees at the District of Maple Ridge. District you’ll find a framed version of a document called ‘Vision 2025’ that lays out a set of principles that drives every piece of work that we do at the District of r, the Mission Statement is one that resonates for me. It says that we are working to create “a safe, livable, and sustainable community In this document you will see department-by- shments of the District as well as the goals that we’ve set for 2011. As you review the list, you will see that every project relates to the Mission statement above. The Mayor has spoken about some of the large projects that we’ve , but I’d like to focus on what I feel makes this community and the District so From our elected leaders to the amazing volunteers and the dedicated team of professionals that I have the honour of leading, the passion and pride in our community is, frankly, inspirational. In 2010, we said goodbye to some wonderful staff members at all levels of the organization as they transitioned to well-deserved retirement, but in anticipation of these changes, our d us to recruit from both talented and energetic people to step into the roles of their As you will note in many of the departmental reports, we place a high priority on preserving the unique time employees and work to create mentoring programs so that the transition of these valuable staff to retirement does not slow the output of the organization. You will also note that every department has a strong focus on delivering the s services with efficiency and a high degree of This document is not only a ‘report card’ of our performance for 2010, but part of a continuous cycle of planning and fiscal reporting that ensures that the organization stays focussed on de on specific program targets and continually reviews practices and programs to ensure the highest service levels possible. Council has set out an agenda that is transforming our community, the Downtown Enhancement Project, the Town Centre Investme Program, the purchase of three acres between Haney Place Mall and Valley Fair Mall and the work around the Albion Area Concept Plan all clearly move Maple Ridge in the direction of the aspirational words of the Mission Statement. This is a safe community, this is a sustainable community, and this is a community that has a very bright future. I would like to express my thanks to Council, to the many volunteers and community leaders and the members of the staff here at the District of Maple Rid for their contributions to this report and to this community that I, and we all, call home. Message from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative Officer J. L. (JIM) RULE Chief Administrative Officer 9 This document is not only a ‘report card’ of our performance for 2010, but part of a continuous cycle of planning and fiscal reporting that ensures that the organization stays focussed on delivering on specific program targets and continually reviews practices and programs to ensure the highest service Council has set out an agenda that is transforming our community, the Downtown Enhancement Project, the Town Centre Investment Incentives Program, the purchase of three acres between Haney Place Mall and Valley Fair Mall and the work around the Albion Area Concept Plan all clearly move Maple Ridge in the direction of the aspirational words of the Mission fe community, this is a sustainable community, and this is a community that I would like to express my thanks to Council, to the many volunteers and community leaders and the members of the staff here at the District of Maple Ridge for their contributions to this report and to this community that I, and we all, call home. Message from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative OfficerMessage from the Chief Administrative Officer MESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPORATE FINANCIAL OFFICERRATE FINANCIAL OFFICERRATE FINANCIAL OFFICERRATE FINANCIAL OFFICER District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 10 I am pleased to present the 2011-2015 Financial Plan, 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. Economic UncertaintyEconomic UncertaintyEconomic UncertaintyEconomic Uncertainty For most of the past decade, Maple Ridge enjoyed a brisk pace of development. In the last quarter of 2008, we saw that pace fall off dramatically as the global economy declined. In 2009, the pace of development in the District, as with most areas in Canada, continued to be soft. In 2010, we saw a slight rebound in development activity particularly in the later part of the year. While we have optimism that the economy and the local development pace is returning to ‘pre-recession’ levels, some uncertainty around the Harmonized Sales Tax and other fundamental economic issues mean that the future remains less than certain. That is why we rely on our financial sustainability policies, conservative budgeting, and our practice of planning for the bad times during the good which, in combination, 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 revenues realized during strong economic times. As a result, expenditures are controlled. When actual revenues exceeded budget amounts, surpluses were set aside to see us through tougher periods, such as the one we are currently emerging from. 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 cost containment and vacancy management. Strategy for Dealing with Economic UncertaintyStrategy for Dealing with Economic UncertaintyStrategy for Dealing with Economic UncertaintyStrategy for Dealing with Economic Uncertainty The District of Maple Ridge has developed a robust, and continuous, business planning cycle and processes. These systems, combined with sound and conservative 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 noted 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 exists to justify filling the position immediately. Setting aside funds to take advantage of emerging opportunities. It is our experience that during economic slowdowns, senior governments often attempt to stimulate the economy by providing incentives to encourage infrastructure investments. 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. In concert with the financial planning, we also strive to have projects on our capital planning list ‘shovel ready’ so that we can maximize the potential funds available. The municipality has developed a series of financial incentives to encourage private sector investment in its town centre. The Town Centre Investment Incentives Program offers incentives both at the front-end, and downstream to encourage developments be moved from the design stage to construction quickly, and to also encourage development to meet District targets around sustainability and neighbourhood form and character. The program seeks to create short and long-term economic and social benefits Business and Financial Planning ProcessBusiness and Financial Planning ProcessBusiness and Financial Planning ProcessBusiness 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 35, 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. MESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPO District of Maple Ridge 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 ASSUMPTIONSKEY ASSUMPTIONSKEY ASSUMPTIONSKEY ASSUMPTIONS Allowable Inflationary Increases Allowable Inflationary Increases Allowable Inflationary Increases Allowable Inflationary Increases For 2011, costs have been updated based on current information so we have not provided an inflationary contingency. Beyond 2011, 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 PlanFire Department Master PlanFire Department Master PlanFire 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 mode model with full-time and paid-on-call responders. Tax GrowthTax GrowthTax GrowthTax Growth The growth rate of 2.35% for 2011 may be overly optimistic given the slowdown in development and we did not reach this target in 2010. The actual growth will not be certain until April 2011, once assessments are finalized. A contingency has been provided for in the 2011 Budget to deal with a possible shortfall. Development RevenuesDevelopment RevenuesDevelopment RevenuesDevelopment Revenues As already mentioned, we budget at more modest levels, based on what we believe is sustainable ove term. Investment EarningsInvestment EarningsInvestment EarningsInvestment Earnings The interest earned on investments has exceeded the 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 that were planned for 2010 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. While interest rates have been at historical lows, we believe that they have bottomed out and as a result, a modest increase in investment earnings has been built into the budget. MESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPOMESSAGE FROM THE CORPORATE FINANCIAL OFFICERRATE FINANCIAL OFFICERRATE FINANCIAL OFFICERRATE FINANCIAL OFFICER District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 Under the British Columbia Community Charter, the Year Financial Plan. term approach to financial planning allows Council and the community to consider the impact that 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 reflect any changes that have occurred since the last Plan was adopted. For 2011, costs have been updated based on current information so we have not provided an inflationary re 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. 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 call responders. The growth rate of 2.35% for 2011 may be overly optimistic given the slowdown in development and we did not reach this target in 2010. The actual growth will l April 2011, once assessments are finalized. A contingency has been provided for in the 2011 Budget to deal with a possible shortfall. As already mentioned, we budget at more modest levels, based on what we believe is sustainable over the longer The interest earned on investments has exceeded the 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 2010 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. While interest lows, we believe that they have bottomed out and as a result, a modest increase in investment earnings has been built into the budget. Investment Revenue and Interest Rate RiskInvestment Revenue and Interest Rate RiskInvestment Revenue and Interest Rate RiskInvestment 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 ChargesDevelopment Cost ChargesDevelopment Cost ChargesDevelopment Cost Charges Development Cost Charges (DCCs) are charges on new development to assist with paying 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 IncreaseLevel of Tax IncreaseLevel of Tax IncreaseLevel 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. Message from the Corporate Financial Officer Paul Gill, BBA, CGA General Manager: Corporate & Financial Servi Corporate Financial Officer 11 Investment Revenue and Interest Rate RiskInvestment Revenue and Interest Rate RiskInvestment Revenue and Interest Rate RiskInvestment Revenue and Interest Rate Risk The District has a large holding of very secure 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 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 (DCCs) 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 if development remains slow for an 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 ire Service Improvement Levy continues to phase in incrementally until 2013 to fund the implementation of the Fire Department Master Plan. Message from the Corporate Financial Officer General Manager: Corporate & Financial Services BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 12 IntroductionIntroductionIntroductionIntroduction The purpose of this guide is to help the citizens of the District of Maple Ridge understand the budget process and provide a summary of the financial information presented in the Financial Plan 2011 - 2015. It provides an outline of how and why the District prepares, reviews, and adopts the financial plan. The full 2011 – 2015 Five-Year Plan and related documents are located on the District website www.mapleridge.ca/EN/main/municipal/2300/reports.html. How Does Council Create the Budget: How Does Council Create the Budget: How Does Council Create the Budget: How Does Council Create the Budget: What is the What is the What is the What is the Business Planning Process?Business Planning Process?Business Planning Process?Business Planning Process? The budget process gathers the needs of the community and then balances the desired services with the need to keep it affordable. Mayor and Council review and approve changes to the types and levels of services the District will provide and how these services will be paid for. Public ParticipationPublic ParticipationPublic ParticipationPublic Participation The business and financial plan presentations are open to the public and feedback and input is encouraged. Involvement or input to the services of the municipality or the budget can be done in many ways including feedback on direct services, participation in customer or citizen surveys, volunteerism or involvement with special interest groups, or directly through comment on the budget itself. We are accountable in delivering the best services possible to our citizens. Please take advantage of the recreational and cultural services provided and get involved to help us make this the best municipality possible. Planning ProcessPlanning ProcessPlanning ProcessPlanning Process Each spring Council participates in an annual strategic planning exercise with the Business Planning Steering Committee to evaluate the District’s progress towards key strategic objectives. These objectives are reviewed based on feedback from the community, customers, and staff. The outcome of this exercise is to establish direction for the next five-year planning period. The resulting planning document outlines Council’s decisions and priorities in guiding staff in their development of departmental business plans for the next five years. The framework for making these decisions and planning for the future of the community is the Strategic Plan: Vision 2025. The foundation of any strategic plan is its Mission Statement and Value Statements. Mission Mission Mission Mission A safe, livA safe, livA safe, livA safe, livable and sustainable community for our present and future citizens.able and sustainable community for our present and future citizens.able and sustainable community for our present and future citizens.able and sustainable community for our present and future citizens. Value Statements Value Statements Value Statements 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. BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 13 Key AssumptionsKey AssumptionsKey AssumptionsKey Assumptions Economic Conditions & Revenue TrendsEconomic Conditions & Revenue TrendsEconomic Conditions & Revenue TrendsEconomic Conditions & Revenue Trends The rate of new construction peaked in 2008 just prior to the credit crunch. Development and permit fees were at recent lows in 2009 and have recovered significantly in 2010 with a continuing trend of recovery in 2011. The District has financial reserves that were established when development activity was brisk. These could be drawn on if their revenues do not reach the budgeted amounts. Associated with development activity is the increase in tax revenue due to new growth. Growth in property tax revenue is budgeted at a conservative long term trend rate of 2.35%. This growth was not achieved in 2010 and will likely be slightly shy of the target in 2011 as well. Sufficient funds have been set aside to address the revenue shortfall and the amount budgeted for growth was deliberately kept at 2.35% to generate the awareness of the reliance on these funds. Interest rates were reduced significantly to historic lows in the last economic downturn. This impacts the amount that the District earns on its investments. Low rates have persisted and while they are on the rise, the increases are expected to be gradual. The amount budgeted for investment revenue is conservative. Development Cost Charges (DCCs) are fees collected from developers to assist with funding the infrastructure required due to new development. The timing of the capital projects that are funded by these proceeds will be adjusted based on the collections. DCCs are an important funding source for the District’s capital program as we are a growing municipality with increasing infrastructure needs. Rate ChangesRate ChangesRate ChangesRate Changes Tax increase for general purposes – 3% each year for 2011 – 2015. Tax increase for infrastructure replacement – 1% per year for 2011 – 2015. Fire Service Improvement Levy to generate an additional $700,000 in each of 2011 and 2012; approximately $350,000 in 2013. Subsequent increases will be part of the normal business planning guidelines. Sewer Rate increase – 5% each year for 2011 – 2015. Water Rate increase – 9% each year for 2011 – 2015. Recycling Rate increase – 3% each year for 2011 – 2015. Fee increase – The individual fee increases will vary. The guideline is to increase revenue from existing sources by about 5%. Cost Containment MeasuresCost Containment MeasuresCost Containment MeasuresCost Containment Measures Vacant position review and management – all positions that become vacant are subject to a detailed review prior to being refilled. Contracting/Consulting review – all consulting work should undergo a review, not only at 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. All departmental budgets are kept at the same level of funding. An inflation amount is set aside and allocated to proven cost increases during the year. Incremental packages include a business case to support new programs/projects/staff. Reduction review exercise – all departments prepare reduction packages which are departmental plans of what they would retain if they had only 90% of current budget. This is an opportunity to explain what the ramifications of such reductions would be. In addition, it is a chance to look at what we are presently doing to see if there are strategies for improvement. BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 14 Priorities and Key IssuesPriorities and Key IssuesPriorities and Key IssuesPriorities and Key Issues Town Center RedevelopmentTown Center RedevelopmentTown Center RedevelopmentTown Center Redevelopment has been a key priority for several years. There have been multiple initiatives to accomplish the goal of revitalizing the downtown core: Town Centre Investment Incentives ProgramTown Centre Investment Incentives ProgramTown Centre Investment Incentives ProgramTown Centre Investment Incentives Program has moved from the concept level to the development of the specific policy and regulatory framework which have been adopted in 2011. The program provides a ‘toolkit’ developed to offer incentives at the front-end of the development cycle to move projects from the drafting table to groundbreaking with greatest efficiency. The program also offers ‘downstream’ incentives that will allow us to partner with the development community to build a sustainable and vibrant Town Centre. Downtown Enhancement ProjectDowntown Enhancement ProjectDowntown Enhancement ProjectDowntown Enhancement Project is a multiyear, multiphase project supported by funding from senior levels of government. The first phase was the building of Spirit Square which began in 2009. Subsequent phases have involved infrastructure investments in sidewalks, street furniture, trees, roads, streetlights, and underground pipes on Lougheed Highway and 224 Street. The purchase of three acres between Haney Place Mall and Valley Fair Mall was made at favourable pricing and will allow the District to control a key piece of real estate in the Town Centre Albion Flats Concept PlanAlbion Flats Concept PlanAlbion Flats Concept PlanAlbion Flats Concept Plan - The current process is an examination of the potential uses of the land and the opportunities to support progressive community development. The Charette involved members from a wide range of respected community groups, representing a wide range of interest in Maple Ridge. In late 2010, the public consultation was completed and in early 2011, Council reviewed the preliminary report. When that process is complete, Council will begin the development of an Albion Area Plan that will become part of the Official Community Plan. Fire Department Master PlanFire Department Master PlanFire Department Master PlanFire Department Master Plan implementation began in 2005. The plan has guided a transition from a strictly paid- on-call fire responder model to a composite model with full-time and paid-on-call responders. In 2004 there were eight full-time positions in the Fire Department. The full time staff reached approximately 50 in 2010 and is targeted for 61 when the transition is complete in 2013. The increased staffing and service levels have been paid for through the Fire Service Improvement Levy included in property taxes. As the implementation nears completion, the rate the costs are increasing will slow in 2013. Beginning in 2014, normal business planning guidelines and processes will be followed. Parks Master Plan Parks Master Plan Parks Master Plan Parks Master Plan funding through property taxes is not included in the budget until 2013. $90,000 will be provided from surplus in each of 2011 and 2012 to assist with the implementation of the highest priority items. Drainage Rehabilitation/Drainage Rehabilitation/Drainage Rehabilitation/Drainage Rehabilitation/MaintenanceMaintenanceMaintenanceMaintenance is underfunded currently. A charge on property taxes for drainage is expected to be introduced in 2013. As a short term measure $150,000 of surplus is included for early implementation of the enhanced drainage program in each of 2011 and 2012. Infrastructure DeficitInfrastructure DeficitInfrastructure DeficitInfrastructure Deficit is an issue for all levels of government across Canada. Infrastructure deficit is an estimate of the total additional investment needed to repair and prevent deterioration in existing, municipally-owned infrastructure. According to the November 2007 report for the Federation of Canadian Municipalities (footnote)1, the deficit for Canadian Cities was $123 billion. To address this, beginning in 2008, Council directed 1% of the annual tax increase be committed to 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. These funds will be used to maintain the District’s assets, whose current replacement value is in excess of $1.3 billion. 1 Danger Ahead: The Coming Collapse of Canada’s Municipal Infrastructure Author Saeed Mirza, PHD., ING Professor of Civil Engineering and Applied Mechanics, McGill University http://www.fcm.ca/CMFiles/mdeficit1OPT-792008-3425.pdf BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 15 Where is the Money Coming From: RevenuesWhere is the Money Coming From: RevenuesWhere is the Money Coming From: RevenuesWhere is the Money Coming From: Revenues Revenue changes are increasing based on the rate changes in the Key Assumptions section above. Shortfalls in Senior Government Revenues are mainly due to timing and most will be carried forward. Where is the Money Being Spent: ExpendituresWhere is the Money Being Spent: ExpendituresWhere is the Money Being Spent: ExpendituresWhere is the Money Being Spent: Expenditures Capital SpendingCapital SpendingCapital SpendingCapital Spending The majority of planned capital spending is used in maintaining existing services. The most significant proposed investments are $18M for the Abernethy Way extension in 2012-13 which will be dependent on joint funding with senior levels of government and $4.8M over the next three years on the west watermain. All Figures Represent $'000 (thousands)Actual Actual Actual Actual Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget Budget 2010201020102010 2010201020102010 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 RevenueRevenueRevenueRevenue Property taxes 57,103 57,028 61,412 65,759 70,423 75,224 80,361 User fees and other revenue 31,648 31,047 33,225 35,037 36,993 39,147 41,459 Senior government transfers 8,689 30,154 2,652 5,104 11,270 3,352 2,890 Development revenue 7,412 26,704 8,454 16,722 15,397 11,662 13,248 Interest income 3,937 1,885 1,960 1,970 1,980 1,980 1,980 Contributed Tangible Capital Assets 17,341 n/a n/a n/a n/a n/a n/a 126,130126,130126,130126,130 146,818146,818146,818146,818 107,703107,703107,703107,703 124,592124,592124,592124,592 136,063136,063136,063136,063 131,365131,365131,365131,365 139,938139,938139,938139,938 All Figures Represent $'000 (thousands)Actual Budget Budget Budget Budget Budget Budget 2010 2010 2011 2012 2013 2014 2015 ExpensesExpensesExpensesExpenses Protective services 26,763 27,081 27,747 29,896 31,573 33,306 35,313 Transportation services 15,245 16,006 16,921 17,482 18,398 19,299 20,062 Recreation and culture 19,251 19,130 21,568 22,060 22,837 23,854 24,726 Water Utility 10,603 11,393 11,672 12,715 13,673 14,569 15,246 Sewer Utility 8,349 9,167 8,802 9,056 9,246 9,505 9,759 General government 12,814 14,493 12,334 12,452 12,835 13,415 13,839 Planning, other 3,638 4,003 3,928 3,961 4,077 4,198 4,317 96,66396,66396,66396,663 101,273101,273101,273101,273 102,972102,972102,972102,972 107,622107,622107,622107,622 112,639112,639112,639112,639 118,146118,146118,146118,146 123,262123,262123,262123,262 Annual Surplus Annual Surplus Annual Surplus Annual Surplus 29,46729,46729,46729,467 45,54545,54545,54545,545 4,7314,7314,7314,731 16,97016,97016,97016,970 23,42423,42423,42423,424 13,21913,21913,21913,219 16,67616,67616,67616,676 Other Items Other Items Other Items Other Items Borrowing proceeds $0 $28,851 $0 $2,502 $4,776 $0 $0 Amortizations expense funded by capital equity $16,751 $16,485 $16,980 $17,489 $18,014 $18,555 $19,110 Capital expenditures, principle payments & other ($29,505)($109,558)($20,995)($34,244)($42,451)($23,615)($24,160) Contributed tangible capital assets ($17,341)n/a n/a n/a n/a n/a n/a Transfers to (from) Reserves and SurplusTransfers to (from) Reserves and SurplusTransfers to (from) Reserves and SurplusTransfers to (from) Reserves and Surplus ($628)($18,677)$716 $2,717 $3,763 $8,159 $11,626 CategoryCategoryCategoryCategory 2011 2012 2013 2014 2015 Total Drainage 950,452 556,437 982,469 990,755 694,601 4,174,714 Government Services 517,530 602,530 450,030 100,030 172,030 1,842,150 Highways 4,231,729 12,536,402 19,934,771 8,265,245 8,139,749 53,107,896 Park Acquisition 200,000 3,016,138 200,000 200,000 3,043,973 6,660,111 Park Improvement 592,488 1,288,084 4,408,681 1,275,828 701,132 8,266,213 Protective Services 321,800 1,090,000 1,767,825 350,000 250,000 3,779,625 Recreation Services 86,000 0 0 0 130,000 216,000 Sewage 1,164,391 1,392,401 2,938,343 1,202,979 535,395 7,233,509 Technology 647,200 1,179,780 563,003 782,889 1,301,494 4,474,366 Water 7,266,958 6,093,836 4,146,343 1,331,961 737,026 19,576,124 Total Capital Program 15,978,548 27,755,608 35,391,465 14,499,687 15,705,400 109,330,708 BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 16 How much Money is in Savings: Reserve BalancesHow much Money is in Savings: Reserve BalancesHow much Money is in Savings: Reserve BalancesHow much Money is in Savings: Reserve Balances The District has substantial financial resources held in reserves. These balances provide 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 replenishing during better years, thus shielding our customers and taxpayers from sharp tax increases. Borrowing Borrowing Borrowing Borrowing The financial plan incorporates debt proceeds into the overall funding strategy. Borrowing has four areas of concern: Existing DebtExisting DebtExisting DebtExisting Debt was incurred for two major projects. These loans are scheduled to be repaid in 2027 and all servicing costs are included in current tax rates. The outstanding balances net of sinking funds are: $23.2 M Recreation/Downtown Civic Properties $17.2 M General Government/Downtown Office Complex Previously Approved BorrowingPreviously Approved BorrowingPreviously Approved BorrowingPreviously Approved Borrowing. . . . Although we have authorization to borrow money for these projects, other alternatives such as internal borrowing are commonly done when there are sufficient funds to be drawn on. Projects that the District is now authorized to borrow for include: Fire Hall #4 – new construction Three joint school and park sites – property acquisition Cemetery expansion – purchase of property Drainage work – River Road Animal shelter – funding to assist in the construction of an animal shelter 240th Street bridge over Kanaka Creek – replacement/expansion The authority to externally borrow expires in 2013 and 2014, five years after the borrowing was approved. The cash flow to service this debt has already been provided for in the financial plan. Future Borrowing Considerations 2011Future Borrowing Considerations 2011Future Borrowing Considerations 2011Future Borrowing Considerations 2011----2015201520152015.... The following projects are being contemplated for debt financing: $7.3 million in 2012 to 2013 for the continued extension of Abernethy Way. A large portion of this project is anticipated to be funded through grants from other levels of government. Regional water supply pump station and west main are cost-shared projects with the Regional Water District. The District will finance our portion of these projects if the arrangements cannot be made for the region to finance the debt. The principle payments for these debts are funded through the DCC Reserve over a ten year term. Borrowing CapacityBorrowing CapacityBorrowing CapacityBorrowing Capacity Is the maximum amount of borrowing the District can undertake. Community Charter legislation limits the annual cost to service the debt, to not exceed 25% of revenues. Even if all the approved and planned debt is taken on with the proposed terms, it still leaves several million in debt servicing capacity. Balances as of Dec 31st 2009 2010 Accumulated Surplus 11,427,836 11,310,343 Reserve Funds 22,739,966 21,275,267 Total Reserve Accounts 23,277,837 24,232,705 TOTAL RESERVES AND REVENUE ACCUMULATED SURPLUSTOTAL RESERVES AND REVENUE ACCUMULATED SURPLUSTOTAL RESERVES AND REVENUE ACCUMULATED SURPLUSTOTAL RESERVES AND REVENUE ACCUMULATED SURPLUS 57,445,639 56,818,315 BUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCEBUDGET AT A GLANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 17 Legislation and Legislation and Legislation and Legislation and Regulations Regulations Regulations Regulations The District is required to adopt a five year Financial Plan (Budget) in accordance with Section 165 of the Community Charter. The Financial Plan must include both operational and capital budgets and be adopted by bylaw before the annual tax rates are set (i.e. before May 15th). The Financial Plan must set out for each of the five years, the proposed funding sources, the proposed transfers between funds and the proposed expenditures. The proposed expenditures must not exceed the funding (i.e. the budget must be balanced). Council must undertake a process of public consultation before the proposed financial plan is finally adopted. The bylaw remains in effect until a new or revised bylaw is adopted. Balanced Budget Balanced Budget Balanced Budget Balanced Budget In compliance with Section 165 of the Community Charter, 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 expenditures and transfers to other funds must not exceed proposed funding sources plus transfers from other funds [Community Charter s. 165(5) and Local Government Act s. 815(5)]. Average Tax Impact Long Term Issues and DirectionLong Term Issues and DirectionLong Term Issues and DirectionLong Term Issues and Direction The current strong financial position and vast array of services delivered are a function of the strong leadership and support of well developed business planning practices. These practices include more than a dozen financial policies addressing the financial aspects of short-term and long-term needs of the community. Maple Ridge is recognized as taking a progressive approach to addressing the infrastructure funding gap. The District will continue to focus on asset management and sustainability to ensure that future generations can enjoy our current service levels. Maple Ridge will grow significantly in the next ten years and with proper planning and strategic direction our growth will see this community continue to flourish. 2010201020102010 2011201120112011 Increase Increase Increase Increase %%%% Municipal Property TaxesMunicipal Property TaxesMunicipal Property TaxesMunicipal Property Taxes General Purpose 1,383.68$ 1,439.03$ 55.35$ 4.00% Fire Service Improvement Levy 114.79 133.92 19.13 16.67% 1,498.47$ 1,572.95$ 74.48$ 4.97% FeesFeesFeesFees Recycling 62.43$ 64.30$ 1.87$ 3.00% Water 379.50 413.66 34.16 9.00% Sewer 273.00 286.65 13.65 5.00% Municipal, Recycling, Utilities, FireMunicipal, Recycling, Utilities, FireMunicipal, Recycling, Utilities, FireMunicipal, Recycling, Utilities, Fire 2,213.402,213.402,213.402,213.40$ $ $ $ 2,337.562,337.562,337.562,337.56$ $ $ $ 124.16124.16124.16124.16$ $ $ $ 5.61%5.61%5.61%5.61% District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 18 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 19 Maple Ridge Maple Ridge Maple Ridge Maple Ridge –––– Deep Roots Greater HeightsDeep Roots Greater HeightsDeep Roots Greater HeightsDeep Roots Greater Heights Profile and DemographicsProfile and DemographicsProfile and DemographicsProfile and Demographics Government OverviewGovernment OverviewGovernment OverviewGovernment Overview Maple Ridge Officials and Organization ChartMaple Ridge Officials and Organization ChartMaple Ridge Officials and Organization ChartMaple Ridge Officials and Organization Chart MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE –––– DEEP ROOTS GREATER HEIGHTSDEEP ROOTS GREATER HEIGHTSDEEP ROOTS GREATER HEIGHTSDEEP ROOTS GREATER HEIGHTS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 20 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 RidgeDriving Distances from Maple RidgeDriving Distances from Maple RidgeDriving 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 MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE –––– PROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 21 Maple Ridge Maple Ridge Maple Ridge Maple Ridge –––– Realizing the Dreams of our FoundersRealizing the Dreams of our FoundersRealizing the Dreams of our FoundersRealizing the Dreams of our Founders On September 12, 1874, a group of settlers met at John McIver’s farm and decided that they should incorporate and become a municipality. At that time there were less than 50 families but these early pioneers saw the potential of their new home as a place raise their families and create prosperity and opportunity for future generations. With a vote of the assembled citizens, one of BC’s first municipalities was born. The choice of the name came from the trees and topography of John McIver’s farm. There was a magnificent stand of maple trees along the ridge that ran along the edge of the McIver farm and followed the line of the Fraser River. This new Municipality officially became ‘Maple Ridge.’ 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 enormous economic benefits associated with ‘The National Dream’ of a coast-to- coast rail system. The railway helped local agriculture, forestry and manufacturing industries grow and prosper as the markets for local products expanded both east and west. Since those early days Maple Ridge’s economy has grown to encompass manufacturing, high tech, education services and has become a favourite destination for the television and film production industry. Today Maple Ridge has a population of approximately 76,000, and this area has been identified as one of the high growth areas of the Metro Vancouver Region. The community boasts one of the most diverse natural settings, with the Fraser River to the south, the Golden Ears Mountain to the north and a series of rivers and parks that allows citizens to escape to nature within minutes of their home. Add to this the top quality arts and recreational facilities, and you can see that the vision of the families that met at the McIver farm have been realized. As amazing as the natural setting is, the spirit of those original pioneers is alive today in the current citizens. Maple Ridge is a community where any evening or weekend you’ll find a community festival underway, arenas and sports fields full of kids playing their favourite sports and service clubs and community organizations working to make the community, and the world, a better place to live. All of these events are powered by volunteerism. From the day-to-day operation of the many sports associations to the organization of Maple Ridge’s hosting of the BC Disability Games, 2010 Olympic Torch Relay, and the 2010 Paralympic Games Torch relay and celebration, this is a place where people get involved. Maple Ridge. Right Time. Right Place.Maple Ridge. Right Time. Right Place.Maple Ridge. Right Time. Right Place.Maple Ridge. Right Time. Right Place. In the last year Maple Ridge has seen over a billion dollars worth of infrastructure work completed on its doorstep. The opening of the Golden Ears Bridge and the new Pitt River Bridge combined with over 100 million dollars worth of infrastructure work in the Town Centre have put our community on the national ‘radar’ as never before. Maple Ridge has been designated by the Real Estate Investment Network (REIN) as the number 5 Top Canadian Investment City and (once again) as the number 2 top BC Investment Town. REIN president Don Campbell is amazed that a city of just over 70,000 could reach such levels: “There are over 800 cities and towns in Canada. To be even mentioned in top 10 is an honour. You know they’re not number 5 out of 10; they’re number 5 out of 800. Even more impressive when you consider the other top 5 cities start at 700,000 population and go up from there.” Campbell is clear which economic factors will have an impact on development. “Transportation is going to be a catalyst – the Golden Ears Bridge (and) the Pitt River Bridge, along with the Port Mann Bridge; it will be one of the most accessible areas in the region. You’re seeing more major employers coming into the area. It’ll bring residents, business, and jobs. “Along with everything else, it’s a beautiful place to live for lifestyle and affordability.” Maple Ridge is poised for the next stage of its growth by embracing the principles of its founders. We have a strong connection to this amazing place, a sense of who we are, a strong vision of the community that we want and a well thought out plan that balances the vision of sustainability and prosperity. In 1874, the founding families knew that this was the right time and the right place to create a new home. Today, their legacy lives on in ways they could never have imagined. MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE –––– PROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 22 The District of Maple Ridge is the sixth oldest and The District of Maple Ridge is the sixth oldest and The District of Maple Ridge is the sixth oldest and The District of Maple Ridge is the sixth oldest and eleventh largest (by land size) of the 157 municipalitieleventh largest (by land size) of the 157 municipalitieleventh largest (by land size) of the 157 municipalitieleventh largest (by land size) of the 157 municipalities es es es in British Columbiain British Columbiain British Columbiain British Columbia. . . . Within the 26,710 hectares there Within the 26,710 hectares there Within the 26,710 hectares there Within the 26,710 hectares there are are are are 27,03027,03027,03027,030 properties and 5properties and 5properties and 5properties and 58888 parks including parks including parks including parks including municipal, regional, and provincial.municipal, regional, and provincial.municipal, regional, and provincial.municipal, regional, and provincial. Maple Ridge is part of the Metro Vancouver Region and Maple Ridge is part of the Metro Vancouver Region and Maple Ridge is part of the Metro Vancouver Region and Maple Ridge is part of the Metro Vancouver Region and is bordered by the majestic Golden Ears Mountains to is bordered by the majestic Golden Ears Mountains to is bordered by the majestic Golden Ears Mountains to is bordered by the majestic Golden Ears Mountains to the norththe norththe norththe north and the mighty Fraser River to the southand the mighty Fraser River to the southand the mighty Fraser River to the southand the mighty Fraser River to the south. . . . Arts Arts Arts Arts and recreation abound, creating a culturally vibrant and and recreation abound, creating a culturally vibrant and and recreation abound, creating a culturally vibrant and and recreation abound, creating a culturally vibrant and active city for healthy livingactive city for healthy livingactive city for healthy livingactive city for healthy living. . . . A network of health, social A network of health, social A network of health, social A network of health, social and emergency services are locally available including a and emergency services are locally available including a and emergency services are locally available including a and emergency services are locally available including a full service hospital, police, firfull service hospital, police, firfull service hospital, police, firfull service hospital, police, fire, and ambulance e, and ambulance e, and ambulance e, and ambulance services.services.services.services. PopulationPopulationPopulationPopulation 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. 66.6% of Maple Ridge’s population is aged 25 or older and of those 59% have completed post secondary education. Population Under – 14 14,025 20.3% 15 – 24 8,995 13.0% 25 – 44 19,400 28.1% 45 – 64 18,620 27.0% 65 – Older 7,905 11.5% Source: BC Stats, Source: BC Stats, Source: BC Stats, Source: BC Stats, SeptemberSeptemberSeptemberSeptember 2010201020102010 Household IncomeHousehold IncomeHousehold IncomeHousehold 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 2001Source: Statistics Canada, 2006 and 2001Source: Statistics Canada, 2006 and 2001Source: Statistics Canada, 2006 and 2001 Immigration and LanguagesImmigration and LanguagesImmigration and LanguagesImmigration 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, 2006Source: Statistics Canada, 2006Source: Statistics Canada, 2006Source: Statistics Canada, 2006 Education and SchoolsEducation and SchoolsEducation and SchoolsEducation 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, 2006Source: Statistics Canada, 2006Source: Statistics Canada, 2006Source: Statistics Canada, 2006 Source: District of Maple Ridge Source: District of Maple Ridge Source: District of Maple Ridge Source: District of Maple Ridge ---- Strategic Economic InitiativesStrategic Economic InitiativesStrategic Economic InitiativesStrategic Economic Initiatives EmploymentEmploymentEmploymentEmployment It is estimated that over 65% of Maple Ridge’s labour force currently commutes outside of the community. As of October 2010 it is estimated that 7.3% 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 in Alphabetical Order): Arcus Community Resources Health Care Canadian Tire Retail District of Maple Ridge Government E-One Moli Energy Batteries Fraser Regional Corrections Corrections Interfor Ltd - Hammond Cedar Wood Products Keg Restaurants Restaurant London Drugs Maple Ridge Retail Lordco Auto Parts Automotive Maple Ridge Red Cedar Wood Products Overwaitea Food Group Grocery Red Robin Restaurant Restaurant Ridge Meadows Hospital Health Care Safeway Maple Ridge Grocery School District #42 Education Waldun Forest Products Wood Products West Coast Auto Group Vehicle Sales Zellers Maple Ridge Retail Source: BC Stats, Source: BC Stats, Source: BC Stats, Source: BC Stats, October 2010October 2010October 2010October 2010 Source: District of Maple Ridge Source: District of Maple Ridge Source: District of Maple Ridge Source: District of Maple Ridge ---- Strategic Economic InitiativesStrategic Economic InitiativesStrategic Economic InitiativesStrategic Economic Initiatives MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE MAPLE RIDGE –––– PROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICSPROFILE AND DEMOGRAPHICS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 23 HHHHealth Careealth Careealth Careealth Care Fraser Health provides a full range of services to residents of Maple Ridge. 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 MRI services, general surgery, nuclear medicine, renal dialysis, specialized obstetrics and nursery care, and pediatric services. Eagle Ridge Hospital – located less than half an hour away in Port Moody, this 106 bed acute care hospital provides 24/7 emergency services; as well as ambulatory, long-term care, and acute care programs. It is a Centre of Excellence for elective surgery for urology, gynaecology, plastics, and orthopaedics. Source: www.fraserhealth.caSource: www.fraserhealth.caSource: www.fraserhealth.caSource: www.fraserhealth.ca Housing TypesHousing TypesHousing TypesHousing Types The three month average benchmark price from the MLS Housing Price Index (October 2010) for single- family residences in Maple Ridge is $443,653, $300,322 attached/townhouses, and $241,236 apartments. Composition of Residences Single-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: Source: Source: Source: Real Estate Board of Greater VancouverReal Estate Board of Greater VancouverReal Estate Board of Greater VancouverReal Estate Board of Greater Vancouver Source: Financial Post Markets Source: Financial Post Markets Source: Financial Post Markets Source: Financial Post Markets –––– Canadian Demographics 2008Canadian Demographics 2008Canadian Demographics 2008Canadian Demographics 2008 Top Top Top Top 10 10 10 10 TaxpayersTaxpayersTaxpayersTaxpayers BC Hydro & Power Authority Distribution Lines Sun Life Assurance Co. of Canada Westgate Shop Ctr International Forest Products Ltd. Lumber Mills Bucci Investment Corporation Inc Valley Fair Mall Telus (BC Telephone Company) Poles, Lines, Towers BC Gas Utility Ltd. Gas Lines M R Landmark 2000 Centre Ltd Landmark Shop Ctr Narland Properties (Haney) Ltd. Haney Place Mall District of Maple Ridge Tower and Other Leased Properties Individual Shopping/Pub/Auto Dealership Source: District of MSource: District of MSource: District of MSource: District of Maple Ridge aple Ridge aple Ridge aple Ridge ---- Finance DepartmentFinance DepartmentFinance DepartmentFinance Department TransportationTransportationTransportationTransportation 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 Source: District of Maple Ridge Source: District of Maple Ridge Source: District of Maple Ridge ---- StrategicStrategicStrategicStrategic Economic InitiativesEconomic InitiativesEconomic InitiativesEconomic Initiatives GOVERNMENT OVERVIEWGOVERNMENT OVERVIEWGOVERNMENT OVERVIEWGOVERNMENT OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 24 CouncilCouncilCouncilCouncil Government OverviewGovernment OverviewGovernment OverviewGovernment Overview 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 WholeCommittee of the WholeCommittee of the WholeCommittee 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 Standing Committees 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 CommitteesSelect CommitteesSelect CommitteesSelect 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 Design Panel Agricultural Advisory Committee Bicycle Advisory Committee (MR/PM) Community Heritage Commission Development Agreements Committee Economic Advisory Commission Municipal Advisory Committee on Accessibility Issues 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 OFFICIALSMAPLE RIDGE OFFICIALSMAPLE RIDGE OFFICIALSMAPLE RIDGE OFFICIALS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 25 Elected OfficialsElected OfficialsElected OfficialsElected 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)Appointed Officials (Department Heads)Appointed Officials (Department Heads)Appointed Officials (Department Heads) Chief Administrative Officer .................................................................................. Jim Rule, MA, B.ES (Hon.), P.Mgr., MCIP General Manager: Community Development, Parks & Recreation Services ................................... Kelly Swift, MBA, BLS 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 ............................................................................................................ Liz Holitzki Director of Parks & Facilities ................................................................................................................................ David Boag Director of Planning .................................................................................................................... Jane Pickering, MCP, MCIP Director of Recreation .............................................................................................................................. Wendy McCormick Manager of Accounting ....................................................................................................................... Catherine Nolan, CGA Manager of Business Systems.................................................................................................................. Kathleen Gormley Manager Corporate Communications .......................................................................................................... Fred Armstrong 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, Ec. D ABC Manager of Sustainability and Corporate Planning .............................................................................. Laura Benson, CMA Municipal Engineer .................................................................................................................... Andrew Wood, PhD., P.Eng. RCMP Officer in Charge ............................................................................................................ Superintendent Dave Walsh Municipal AuditorsMunicipal AuditorsMunicipal AuditorsMunicipal Auditors BDO Dunwoody LLP Municipal BankersMunicipal BankersMunicipal BankersMunicipal Bankers TD Canada Trust Municipal SolicitorsMunicipal SolicitorsMunicipal SolicitorsMunicipal Solicitors Lidstone, Young, Anderson – General Harris & Company – Labour District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 26 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 27 FinanciFinanciFinanciFinancial Policies and Fund Structuresal Policies and Fund Structuresal Policies and Fund Structuresal Policies and Fund Structures Financial PoliciesFinancial PoliciesFinancial PoliciesFinancial Policies Fund StructureFund StructureFund StructureFund Structure District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 28 FINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTURE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 29 Governing Policy and Regulatory RequirementsGoverning Policy and Regulatory RequirementsGoverning Policy and Regulatory RequirementsGoverning 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 Balanced Budget Balanced Budget 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 Investment Policy Investment Policy 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 Debt Management Policy Debt Management Policy 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 PlanningBasis of Financial PlanningBasis of Financial PlanningBasis 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 expenditures. 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 MonitoringBudget MonitoringBudget MonitoringBudget 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 PoliciesLong Range Financial PoliciesLong Range Financial PoliciesLong 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. FINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTUREFINANCIAL POLICIES and FUND STRUCTURE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 30 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 StructureFund StructureFund StructureFund 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 General Fund General Fund 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 Sewer Utility Fund Sewer Utility Fund Sewer Utility Fund The District of Maple Ridge 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 FundWater Utility FundWater Utility FundWater 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 Trust Funds Trust Funds Trust Funds have been created to hold assets which are administered as directed by agreement or statute. Reserve FundsReserve FundsReserve FundsReserve 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 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 31 Financial Planning ProcessFinancial Planning ProcessFinancial Planning ProcessFinancial Planning Process Business Planning ProcessBusiness Planning ProcessBusiness Planning ProcessBusiness Planning Process Alignment of Corporate Strategic InitiativesAlignment of Corporate Strategic InitiativesAlignment of Corporate Strategic InitiativesAlignment of Corporate Strategic Initiatives Business Planning GuidelinesBusiness Planning GuidelinesBusiness Planning GuidelinesBusiness Planning Guidelines Financial Planning Process ScheduleFinancial Planning Process ScheduleFinancial Planning Process ScheduleFinancial Planning Process Schedule District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 32 BUSINESS PLANNINBUSINESS PLANNINBUSINESS PLANNINBUSINESS PLANNING PROCESSG PROCESSG PROCESSG PROCESS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 33 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 INITIATIVESALIGNMENT OF CORPORATE STRATEGIC INITIATIVESALIGNMENT OF CORPORATE STRATEGIC INITIATIVESALIGNMENT OF CORPORATE STRATEGIC INITIATIVES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 34 Alignment of Corporate Strategic Initiatives BUSINESS PLANNING GUIDELINESBUSINESS PLANNING GUIDELINESBUSINESS PLANNING GUIDELINESBUSINESS PLANNING GUIDELINES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 35 In spring 2010, 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 2011 – 2015. 2. Tax increase for capital works and infrastructure – 1% per year for 2011 – 2015. 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; consider impact of storm water utility. 5. Fire Service Improvement Levy to generate an additional $700,000 additional funding in each of 2011 and 2012; Rate of increase to be reduced by 50% in 2013 and inflationary increases beginning in 2014. 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. 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 SCHEDULEFINANCIAL PLANNING PROCESS SCHEDULEFINANCIAL PLANNING PROCESS SCHEDULEFINANCIAL PLANNING PROCESS SCHEDULE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 36 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 (2011 – 2015) was as follows: Financial Planning Process Schedule February 2010February 2010February 2010February 2010 Complete staff debriefing sessions for previous year’s business plan May 2010May 2010May 2010May 2010 Council workshop to review Corporate Strategic Plan and consider Business Planning Guidelines for the ensuing planning period Distribute “Business Planning Guidebook – 14th Edition.” (Corporate Strategic Plan and Business Planning and Budget Guidelines for 2011 – 2015) June 2010June 2010June 2010June 2010 Training Sessions - Ongoing Begin to develop Business Plans (operating and capital) and financial plan (budget) July 2010July 2010July 2010July 2010 Finance to distribute copies of 5-year operating and capital budgets Submit Capital Works Program proposals to Trevor Thompson by Friday, July 30, 2010Friday, July 30, 2010Friday, July 30, 2010Friday, July 30, 2010 Submit Information Technology proposals to John Bastaja by FFFFriday, July 30, 2010riday, July 30, 2010riday, July 30, 2010riday, July 30, 2010 September 2010September 2010September 2010September 2010 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 20, 2010Monday, September 20, 2010Monday, September 20, 2010Monday, September 20, 2010 October 2010October 2010October 2010October 2010 Submit draft Business Plan (one copy) to Business Planning Committee by Friday, October 1, 2010Friday, October 1, 2010Friday, October 1, 2010Friday, October 1, 2010 Submit final Business Plan (one copy) to Business Planning Committee by Wednesday, October 20, 2010Wednesday, October 20, 2010Wednesday, October 20, 2010Wednesday, October 20, 2010 NoNoNoNovember 2010vember 2010vember 2010vember 2010 Departmental Business Plan and Budget presentations to CMT from Wednesday, November 3, 2010 to Thursday, November 4, 2010Wednesday, November 3, 2010 to Thursday, November 4, 2010Wednesday, November 3, 2010 to Thursday, November 4, 2010Wednesday, November 3, 2010 to Thursday, November 4, 2010 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 Departmental Business Plan and Budget presentations to Council in a public forum from Monday, November 29, 2010 to Tuesday, November 30, 2010Monday, November 29, 2010 to Tuesday, November 30, 2010Monday, November 29, 2010 to Tuesday, November 30, 2010Monday, November 29, 2010 to Tuesday, November 30, 2010 December 2010December 2010December 2010December 2010 Council reviews Business and Financial Plans and makes appropriate amendments Council adoption of Financial Plan Bylaw District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 37 Financial Plan OverviewFinancial Plan OverviewFinancial Plan OverviewFinancial Plan Overview Financial Plan HighlightsFinancial Plan HighlightsFinancial Plan HighlightsFinancial Plan Highlights Financial Plan OvFinancial Plan OvFinancial Plan OvFinancial Plan Overviewerviewerviewerview District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 38 FINANCIAL PLAN HIGHLIGHTSFINANCIAL PLAN HIGHLIGHTSFINANCIAL PLAN HIGHLIGHTSFINANCIAL PLAN HIGHLIGHTS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 39 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. Financial plan highlights are listed below: Tax increase of 3% per year for general purposes in 2011 through 2015. Tax increase of 1% per year for infrastructure sustainability in 2011 through 2015. The continued implementation of the Fire Department Master Plan and associated levy, with implementation costs no longer increasing as of halfway through 2013, with future levy increases being part of the normal business planning guidelines with any service enhancements as an incremental request. Growth in tax revenue from all property classes combined is estimated at 2.35% per year with some caution that 2011 growth may be slightly less. Growth refers to increases in property value due to non- market changes, such as new construction. The actual growth is not known until early April of each year. Water Utility rate increase of 9% per year; Sewer Utility rate increase of 5% per year. Recycling rate increase of 3% per year in 2011 through 2015. Growth Costs, new and previously approved, as detailed in Figure 5 on page 46, in accordance with Financial Sustainability Policy 5.52-2.0. Extraordinary items to be funded from General Revenue Surplus totalling $454,000 in 2011, including adjusting the timing of funding for Growth Costs as detailed in Figure 6 on page 47. Capital Works Program totalling $16 million in 2011, $28 million in 2012, $35 million in 2013, $14 million in 2014, and $16 million in 2015 as summarized in Figure 9 on page 48 and Figure 10 on page 49. The borrowing of $2.5 million in 2012 and $4.8 million in 2013, as outlined in Figure 15 on page 54 and in accordance with Financial Sustainability Policy 5.52-8.0. Allocation of infrastructure sustainability funds to various business areas in the amounts of $1.8 million in 2011, $2.4 million in 2012, $2.9 million in 2013, $3.5 million in 2014, and $4.2 million in 2015, as outlined in Figure 20 on page 62 and in accordance with Financial Sustainability Policy 5.52-7.0 and 7.1. Cost and revenue adjustments which are included in the base budget as itemized in the reconciliation of General Revenue Surplus in Figure 12 on page 50. General Revenue Fund One-Time Incremental Costs: Albion Flats Area Plan Consulting $125,000. Details are shown in Figure 13 on page 52. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 40 On November 30, 2010 a Financial Plan Overview Report was presented to Council as part of the annual business planning process. The purpose of the report was to provide Council with a high level financial overview based on financial performance to date, departmental business plans, and recommended priorities for 2011 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: 1.1.1.1. 2010 FINANCIAL OUTLO2010 FINANCIAL OUTLO2010 FINANCIAL OUTLO2010 FINANCIAL OUTLOOKOKOKOK ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 41414141 2.2.2.2. WHERE THE MONEY COMEWHERE THE MONEY COMEWHERE THE MONEY COMEWHERE THE MONEY COMES FROM/WHERE IT IS AS FROM/WHERE IT IS AS FROM/WHERE IT IS AS FROM/WHERE IT IS ALLOCATEDLLOCATEDLLOCATEDLLOCATED .................................................................................................................................................................................................................................................................................... 42424242 2.12.12.12.1 NNNNEW EW EW EW RRRREVENUEEVENUEEVENUEEVENUE ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 42424242 2.22.22.22.2 TTTTRANSFERSRANSFERSRANSFERSRANSFERS ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 43434343 2.32.32.32.3 EEEEXPENDITURESXPENDITURESXPENDITURESXPENDITURES .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 43434343 2.42.42.42.4 BBBBUDGET UDGET UDGET UDGET AAAALLOCATIONS FOR LLOCATIONS FOR LLOCATIONS FOR LLOCATIONS FOR GGGGROWTHROWTHROWTHROWTH .................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 45454545 2.52.52.52.5 SSSSURPLUS AS A URPLUS AS A URPLUS AS A URPLUS AS A SSSSOURCE OF OURCE OF OURCE OF OURCE OF FFFFUNDSUNDSUNDSUNDS ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 47474747 2.62.62.62.6 CCCCAPITAL APITAL APITAL APITAL PPPPROGRAMROGRAMROGRAMROGRAM ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 48484848 2.72.72.72.7 OOOOPERATING PERATING PERATING PERATING BBBBUDGET UDGET UDGET UDGET CCCCHANGESHANGESHANGESHANGES.................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 50505050 2.82.82.82.8 IIIINCREMENTAL NCREMENTAL NCREMENTAL NCREMENTAL AAAADJUSTMENTSDJUSTMENTSDJUSTMENTSDJUSTMENTS ............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 52525252 3.3.3.3. WATER, WATER, WATER, WATER, SEWER AND RECYCLING SEWER AND RECYCLING SEWER AND RECYCLING SEWER AND RECYCLING RATESRATESRATESRATES ........................................................................................................................................................................................................................................................................................................................................................................................................................ 52525252 4.4.4.4. BORROWINGBORROWINGBORROWINGBORROWING .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 53535353 5.5.5.5. FURTHER ITEMSFURTHER ITEMSFURTHER ITEMSFURTHER ITEMS ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 55555555 6.6.6.6. IMPACIMPACIMPACIMPACT TO THE “AVERAGE HOT TO THE “AVERAGE HOT TO THE “AVERAGE HOT TO THE “AVERAGE HOME”ME”ME”ME” ............................................................................................................................................................................................................................................................................................................................................................................................................................................................ 57575757 7.7.7.7. PROPERTY TAXATION POPROPERTY TAXATION POPROPERTY TAXATION POPROPERTY TAXATION POLICYLICYLICYLICY ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 58585858 8.8.8.8. RESERVESRESERVESRESERVESRESERVES .................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................... 59595959 8.18.18.18.1 CCCCAPITAL APITAL APITAL APITAL WWWWORKS ORKS ORKS ORKS RRRRESERVEESERVEESERVEESERVE ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 61616161 8.28.28.28.2 IIIINFRASTRUCTURE NFRASTRUCTURE NFRASTRUCTURE NFRASTRUCTURE SSSSUSTAINABILITYUSTAINABILITYUSTAINABILITYUSTAINABILITY ................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 62626262 8.38.38.38.3 FFFFIRE IRE IRE IRE DDDDEPARTMENT EPARTMENT EPARTMENT EPARTMENT CCCCAPITAL APITAL APITAL APITAL AAAACQUISITION CQUISITION CQUISITION CQUISITION RRRRESERVEESERVEESERVEESERVE ........................................................................................................................................................................................................................................................................................................................................................................................ 63636363 8.48.48.48.4 FFFFIRE IRE IRE IRE DDDDEPARTMENT EPARTMENT EPARTMENT EPARTMENT EEEEQUIPMENT QUIPMENT QUIPMENT QUIPMENT RRRREPLACEMENT EPLACEMENT EPLACEMENT EPLACEMENT RRRRESERVEESERVEESERVEESERVE ........................................................................................................................................................................................................................................................................................................................................................ 63636363 9.9.9.9. TOWN CENTRE COMMERCITOWN CENTRE COMMERCITOWN CENTRE COMMERCITOWN CENTRE COMMERCIAL OPERATIONAL OPERATIONAL OPERATIONAL OPERATION ............................................................................................................................................................................................................................................................................................................................................................................................................ 64646464 10.10.10.10. CONCLUSIONSCONCLUSIONSCONCLUSIONSCONCLUSIONS ........................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................ 64646464 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 41 1. 2020202010101010 Financial OutlookFinancial OutlookFinancial OutlookFinancial Outlook In order to set some context leading into the 2011–2015 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 a number of years Maple Ridge enjoyed a brisk pace of development; in the last quarter of 2008, we saw that pace fall off and remain at a reduced level through much of 2009, resulting in a shortfall in building permit revenues and DCC collections that were well below average. In 2010, we’ve seen development activity pick up somewhat. DCC collections are at more average levels and we’re on track to exceed our financial plan targets for building permit revenues. Our financial sustainability policies, conservative budgeting, and our practice of planning for the bad times during the good meant that we were well positioned to manage the challenges the economy presented and that practice will help us to manage any further economic turbulence. The following information is based on results to the end of September. At this time, indications are that 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. Revenues:Revenues:Revenues:Revenues: Investment income in the General Revenue Fund will exceed budget targets by approximately $1,500,000 as a result of reasonable returns and a larger than expected investment portfolio. Gravel revenues should also generate a favourable variance. 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 such as those related to the School District, to be ahead of target. ExpenditurExpenditurExpenditurExpenditures:es:es:es: Overall, expenses are expected to come in under budget as a result of continued cost containment efforts. The following highlights some significant cost centres: The RCMP contract will likely come in under budget again as a result of variances in salary costs. In accordance with Council direction, a portion of the savings will be transferred to the Police Services Reserve to support policing related costs. Overall Fire Department costs will be very close to budget targets with some risk of being over budget due to the continued implementation of the Fire Department Master Plan and increased call volumes. Earlier in 2010 costs were trending to be over budget. The department deferred or cancelled some expenditures and is making every effort to come in on budget. Interest costs for debt will come in under budget as borrowing authorized for capital projects has not yet been accessed. Any associated transfers from reserves to cover the costs will also not occur. There will likely be some savings in the Planning area resulting from delayed or rescheduled projects. Some of these savings will need to be transferred to reserves at year-end to allow work to proceed in 2011, so the final amount is uncertain. As in Planning, there will be some savings, approximately $400,000, in the Engineering and Operations area as a result of delayed or rescheduled projects. This could be offset by snow and ice control costs if we experience harsher winter weather before the end of 2010, as these costs are already slightly over budget. General Revenue transfers for capital will come in under budget due to timing differences between planned and actual expenditures. The majority of this variance will be transferred to reserves at year-end as work on the related projects will continue in 2011. The afore-mentioned summary, based on results to the end of September, points to a General Revenue surplus for 2010. 2010 Capital Projects 2010 Capital Projects 2010 Capital Projects 2010 Capital Projects The budget for the Capital Works Program in 2010 is $122 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. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 42 The budget for projects that have been started is $68 million. Of these projects, $28 million are complete or nearly complete, $24 million are well under way, and $16 million are in the early stages of design and tendering. The budget of projects not yet started, is approximately $53.8 million. The reasons for these project delays are summarized as follows: School Site Agreements not signed $15,601,258 29% Grant Funding Not Yet Received 8,030,000 15% Land Acquisition Delays 14,502,861 27% Reliant on other Capital Work 1,140,830 2% Strategic and Technical Delays 9,809,174 18% Other 4,711,654 9% Projects that do not finalize in 2010 are still committed to being completed. They are reviewed at year-end and the projects as well as the associated funding are carried forward to be included in the 2011 budget. 2. Where the Money Comes From/Where It Where the Money Comes From/Where It Where the Money Comes From/Where It Where the Money Comes From/Where It Is AllocatedIs AllocatedIs AllocatedIs 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 $3,950,000 in 2011. Figure Figure Figure Figure 1111 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 2011 may be optimistic given the slowdown in development, but a rate of 2.35% is reasonable over the long-term based on our prior experience. 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 the size of the shortfall. The actual growth will not be certain until April 2011, 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. 2.12.12.12.1 New Revenue New Revenue New Revenue New Revenue Figure Figure Figure Figure 1111: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue: Conceptual Overview of New Revenue ItemItemItemItem 2011 2012 2013 2014 2015 Previous Year's Taxation 53,400,000 57,350,000 61,525,000 65,600,000 69,775,000 Growth Rate 2.35% 2.35% 2.35% 2.35% 2.35% Growth RevenueGrowth RevenueGrowth RevenueGrowth Revenue 1,250,000 1,350,000 1,450,000 1,550,000 1,650,000 Previous Year's Taxation + Growth 54,650,000 58,700,000 62,975,000 67,150,000 71,425,000 Tax Increase Rate 4.00% 4.00% 4.00% 4.00% 4.00% Tax Increase *Tax Increase *Tax Increase *Tax Increase *2,000,000 2,125,000 2,275,000 2,425,000 2,575,000 Fire Levy IncreaseFire Levy IncreaseFire Levy IncreaseFire Levy Increase 700,000 700,000 350,000 200,000 200,000 Total Increase in Taxation + Growth 3,950,000 4,175,000 4,075,000 4,175,000 4,425,000 Next Year's Taxation Base 57,350,000 61,525,000 65,600,000 69,775,000 74,200,000 Gaming RevenueGaming RevenueGaming RevenueGaming Revenue Increases in other revenue:Increases in other revenue:Increases in other revenue:Increases in other revenue:725,000 200,000 225,000 250,000 225,000 Increase in General RevenueIncrease in General RevenueIncrease in General RevenueIncrease in General Revenue 4,675,000 4,375,000 4,300,000 4,425,000 4,650,000 * Tax increase consists of 3% for general purpose and 1% infrastructure replacement (not calculated on Fire Levy) Addressed Separately in Section 5, Further Items FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 43 In 2011, other revenues are projected to increase by $725,000 over the amount previously budgeted. The increase includes changes in investment income, Parks & Leisure Services cost share recoveries, recycling fees and grants. The grants include a Grant-In-Lieu of property taxes for the corrections facilities which is estimated to increase by $300,000. In some cases, these revenues are offset by related increased expenditures. Figure Figure Figure Figure 2222 and Figure Figure Figure Figure 3333 show the demands against this revenue2. 2.22.22.22.2 TransfersTransfersTransfersTransfers 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 Figure 2Figure 2Figure 2Figure 2. 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 Figure Figure Figure 2222: Conceptual Overview of Changes to Transfers: Conceptual Overview of Changes to Transfers: Conceptual Overview of Changes to Transfers: Conceptual Overview of Changes to Transfers A discussion of our Reserves follows in Section 8 on page 59 but there are a couple of items worth noting on this table. Specifically, in 2008, Council approved a 1% tax increase to help look after our existing infrastructure. The remaining new revenue for 2011, after the reserve commitments, is about $4 million. 2.32.32.32.3 ExpendituresExpendituresExpendituresExpenditures 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 Figure Figure Figure 3333 below and a discussion follows. In addition, growth-related enhancements have been addressed and are detailed in Figure Figure Figure Figure 5555. Figure Figure Figure Figure 3333: Conceptual Overview of Expenditure Changes: Conceptual Overview of Expenditure Changes: Conceptual Overview of Expenditure Changes: Conceptual Overview of Expenditure Changes 2 Items with offsetting entries within general revenue have been removed for simplicity. Item 2011 2012 2013 2014 2015 Increase in General Revenue 4,675,000 4,375,000 4,300,000 4,425,000 4,650,000 Transfers to Reserves: Infrastructure Sustainability -500,000 -550,000 -575,000 -600,000 -650,000 Equipment Replacement Reserve -PWD -50,000 -75,000 -50,000 -50,000 -50,000 Fire Dept. Capital Acquisition Reserve -100,000 -125,000 -125,000 -125,000 -125,000 Police Services Reserve 100,000 -100,000 -125,000 Capital Works Reserve 50,000 50,000 -125,000 -25,000 -50,000 Other Transfers -125,000 -50,000 50,000 -25,000 25,000 Available after transfers 4,050,000 3,525,000 3,350,000 3,600,000 3,800,000 Item 2011 2012 2013 2014 2015 Available after transfers 4,050,000 3,525,000 3,350,000 3,600,000 3,800,000 Increase in expenditures: Labour (excluding Fire Dept) -1,100,000 -875,000 -975,000 -1,025,000 -1,000,000 Fire Department -800,000 -900,000 -550,000 -475,000 -475,000 Policing (RCMP, IHIT, ERT, ECOMM) -850,000 -925,000 -950,000 -1,075,000 -1,350,000 Fraser Valley Regional Library -125,000 -125,000 -125,000 -125,000 -150,000 Inflation Allowance -50,000 -100,000 -200,000 -200,000 -200,000 South Bonson Amenity Bldg -50,000 Growth Costs -525,000 -300,000 -275,000 -350,000 -350,000 Capital Funded from General Revenue -150,000 -150,000 -150,000 -150,000 Contracts & Other -200,000 -175,000 -175,000 -225,000 -100,000 Available after expenditures 350,000 -25,000 -50,000 -25,000 25,000 Surplus from prior year and rounding 72,162 463,755 505,334 493,134 612,399 General Revenue Surplus 422,162 438,755 455,334 468,134 637,399 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 44 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 Figure Figure Figure 3333 above, the labour amount means that 2011 costs are forecasted to be about $1.1 million higher than 2010, so will require $1.1 million of the new revenue for 2011. We have little discretion in funding these items as they reflect the costs associated with existing contracts (such as 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 Figure Figure Figure 3333: LabourLabourLabourLabour: This line reflects the financial impact of previously approved wage and benefit cost increases. The CUPE contract expires in March of 2012. The cost of pensions is increasing by 0.81% of salary costs as of July of 2011 due to actuarial reviews which are done every three years. Fire Department:Fire Department:Fire Department:Fire Department: Implementation of the Fire Department Master Plan is reflected in these cost increases and includes additional staff as well as increased building costs. The balance of the increase is the cost of existing positions, including wage and benefit costs. Pension cost increases including a change in pension structure, for this group are significant. PolicingPolicingPolicingPolicing: 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 Integrated Homicide Team and an Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic Reconstruction Unit. The previous budget for the RCMP contract included three additional members in 2011, however, with the increased cost of pensions and regional teams there is no capacity to fund new members in 2011. Future years include an additional three members in 2012, two in 2013, three in 2014, and two in 2015. Funding from the Police Services Reserve is used to manage the impact to General Revenue. Police DispatchPolice DispatchPolice DispatchPolice Dispatch: The delivery of this service was reviewed with the intention of reducing the cost. There was a proposal to move the services to Surrey. However, the current provider, E-Comm, reduced the cost to a comparable amount, guaranteed no cost increases for the next five years, and is formalizing a Service Level Agreement. The intended saving of about $200,000 a year has been realized and E-Comm remains the service provider. Library:Library:Library:Library: The cost of the contracted service with Fraser Valley Regional Library is estimated to increase by about 6% in 2011, and then 5% per year thereafter. Changes in exchange rates, service levels or other factors including changes to the allocation of costs amongst members may impact this figure. Inflation AllowanceInflation AllowanceInflation AllowanceInflation Allowance: A very 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 $10 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:Debt: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 is likely to occur. Debt is discussed in more detail under Section 4Section 4Section 4Section 4, called “Borrowing” starting on page 53. Growth:Growth:Growth: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:Other:Other:Other: This line captures numerous minor adjustments to other accounts such as materials, utilities, training, supplies, and maintenance. Of the $4.6 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 2011 year. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 45 Figure Figure Figure Figure 4444: Co: Co: Co: Conceptual Overview of Distribution of New Revenue nceptual Overview of Distribution of New Revenue nceptual Overview of Distribution of New Revenue nceptual Overview of Distribution of New Revenue ---- $4,675,000 in 2011$4,675,000 in 2011$4,675,000 in 2011$4,675,000 in 2011 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. 2.42.42.42.4 Budget AllocatioBudget AllocatioBudget AllocatioBudget Allocations for Growth ns for Growth ns for Growth ns for Growth The previous discussion 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 OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 46 Figure Figure Figure Figure 5555: Growth Packages in Financial Plan (figures represent total budget, not year over year change): Growth Packages in Financial Plan (figures represent total budget, not year over year change): Growth Packages in Financial Plan (figures represent total budget, not year over year change): Growth Packages in Financial Plan (figures represent total budget, not year over year change) Total change in each year’s growth amount is different than the growth amount in Figure Figure Figure Figure 3333 by $50,000 due to the fact that the Fire Department Capital is not included as an expense but a transfer to a reserve and is included in Figure Figure Figure Figure 2222. Source Allocated to: 2011 2012 2013 2014 2015 General Rev Fire Department Capital 50,000 100,000 150,000 200,000 250,000 Operations 65,000 130,000 195,000 260,000 325,000 Parks Maintenance 125,000 190,000 255,000 325,000 390,000 Software Maintenance 20,000 40,000 60,000 80,000 100,000 Public Works & Development (PW&D) 105,000 150,000 195,000 260,000 325,000 Allocated to: Previous Funds Unallocated 12,900 9,900 6,900 3,700 700 Strategic Economic Initiatives -7,500 -8,400 -9,400 -10,500 -10,500 Balance to be allocated for PW&D 110,400 151,500 192,500 253,200 315,200 Corporate & Financial Services (C&FS)105,000 150,000 195,000 260,000 325,000 Allocated to: Previous Funds Unallocated 70,000 70,000 70,000 70,000 70,000 Strategic Economic Initiatives -7,500 -8,400 -9,400 -10,500 -10,500 Admin - Energy Management Program -12,600 Information Services Succession Plan -75,000 Clerks - Records Coordinator -37,200 -38,400 -39,700 -41,000 -42,400 Balance to be allocated for C&FS 42,700 173,200 215,900 278,500 342,100 Community Dev, Parks & Rec (CDPR)105,000 150,000 195,000 260,000 325,000 Allocated to: Strategic Economic Initiatives -7,500 -8,400 -9,400 -10,500 -10,500 Recreation Growth -33,500 -37,500 -37,500 -37,500 -37,500 Repay previous overspend -30,800 Balance to be allocated for CDPR 33,200 104,100 148,100 212,000 277,000 General Revenue Subtotal 575,000 910,000 1,245,000 1,645,000 2,040,000 Water Rev Water Maintenance 15,000 30,000 45,000 60,000 75,000 Sewer Rev Sewer Maintenance 10,000 20,000 30,000 40,000 50,000 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 47 2.52.52.52.5 Surplus as a Source of Funds Surplus as a Source of Funds Surplus as a Source of Funds Surplus as a Source of Funds Several projects were unable to be funded from increases in revenues. The District’s accumulated surplus had been targeted to provide funding for the following projects: Figure Figure Figure Figure 6666: Items to be Funded from Surplus: Items to be Funded from Surplus: Items to be Funded from Surplus: Items to be Funded from Surplus * 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 Figure Figure Figure 5555 would have been negative for 2009 and 2010. The additional property tax revenue due to new construction, often referred to as real growth, is budgeted at 2.35% for 2011. Construction is increasing but may not yet be generating the growth rate included in the budget for 2011. The conservative 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 Figure Figure Figure 3333 would be reduced accordingly, and the broken line below, in Figure 7Figure 7Figure 7Figure 7, would be the projected accumulated surplus. Figure Figure Figure Figure 7777: General Revenue Accumulated Surplus: General Revenue Accumulated Surplus: General Revenue Accumulated Surplus: General Revenue Accumulated Surplus Item 2011 2012 2013 2014 2015 Operating items approved in prior financial plans: Community Dev, Park & Rec Growth Payback* (30,772) Operating items added in 2011 - 2015 Planning Dept. Consulting - Albion Flats Area Plan 125,000 Capital Improvments Drainage - 119 Ave (York - 222) 150,000 Drainage - 124 Ave Drainage Improvements 210,000 454,228 0 0 0 0 $ M$ M$ M$ M $1 M$1 M$1 M$1 M $2 M$2 M$2 M$2 M $3 M$3 M$3 M$3 M $4 M$4 M$4 M$4 M $5 M$5 M$5 M$5 M $6 M$6 M$6 M$6 M $7 M$7 M$7 M$7 M $8 M$8 M$8 M$8 M 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 General Revenue Surplus with General Revenue Surplus with General Revenue Surplus with General Revenue Surplus with target 2.35% growthtarget 2.35% growthtarget 2.35% growthtarget 2.35% growth General Revenue Surplus with General Revenue Surplus with General Revenue Surplus with General Revenue Surplus with 2011 Tax Growth of 1.75%2011 Tax Growth of 1.75%2011 Tax Growth of 1.75%2011 Tax Growth of 1.75% FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 48 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. With the economic downturn we have seen some delay in timing of the anticipated costs. The balance of the previously approved funding has been committed as follows: Figure Figure Figure Figure 8888: Succession Planning Implementation: Succession Planning Implementation: Succession Planning Implementation: Succession Planning Implementation 2.62.62.62.6 Capital Program Capital Program Capital Program Capital Program The five-year Capital Works Program is $109 million; 2011 planned capital projects are $16 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 Appendix F beginning on page 195. Projects carried forward from previous years will be included in a Financial Plan amendment in the spring of 2011. Figure Figure Figure Figure 9999: Proposed Capital Spending by Category: Proposed Capital Spending by Category: Proposed Capital Spending by Category: Proposed Capital Spending by Category Succession Planning 2009 2010 2011 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 CategoryCategoryCategoryCategory 2011 2012 2013 2014 2015 Total Drainage 950,452 556,437 982,469 990,755 694,601 4,174,714 Government Services 517,530 602,530 450,030 100,030 172,030 1,842,150 Highways 4,231,729 12,536,402 19,934,771 8,265,245 8,139,749 53,107,896 Park Acquisition 200,000 3,016,138 200,000 200,000 3,043,973 6,660,111 Park Improvement 592,488 1,288,084 4,408,681 1,275,828 701,132 8,266,213 Protective Services 321,800 1,090,000 1,767,825 350,000 250,000 3,779,625 Recreation Services 86,000 0 0 0 130,000 216,000 Sewage 1,164,391 1,392,401 2,938,343 1,202,979 535,395 7,233,509 Technology 647,200 1,179,780 563,003 782,889 1,301,494 4,474,366 Water 7,266,958 6,093,836 4,146,343 1,331,961 737,026 19,576,124 Total Capital Program 15,978,548 27,755,608 35,391,465 14,499,687 15,705,400 109,330,708 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 49 The following table illustrates the sources of funding for these projects. The proposed Capital Program is relatively large in some years due to projected funding from other sources including TransLink and grants from provincial and federal governments as well as when debt is contemplated. Figure Figure Figure Figure 10101010: Proposed Capital Funding Sources: Proposed Capital Funding Sources: Proposed Capital Funding Sources: Proposed Capital Funding Sources 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 Section Section Section 4444 BorrowingBorrowingBorrowingBorrowing, with Figure Figure Figure Figure 15151515 listing the debt funded projects. The projects currently proposed to be funded from Development Cost Charges (DCC) Reserve funds may require review and the use of financing may be required and capital expenditures may need to be delayed to match DCC collections. The DCC Reserve also services debt payments which are discussed in more detail in Section Section Section Section 4444. Given that DCC collections fluctuate, cash flows are monitored closely and some projects may need to be postponed. 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 Reserves Section 8 Reserves Section 8 Reserves Section 8 Reserves on page 59. 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 2011 planned projects funded by General Revenue is 15%. 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 $19 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. Funding Source 2011 2012 2013 2014 2015 Total Debt Financing 0 2,502,375 4,776,416 0 0 7,278,791 DCC Fund (not debt)4,581,979 11,600,580 7,181,811 4,595,619 6,320,874 34,280,863 General Revenue 2,451,183 2,543,297 2,822,524 2,529,890 3,002,927 13,349,821 Capital Works Reserve 118,137 240,000 0 0 0 358,137 Infrastructure Sustainability Reserve 1,468,091 1,283,647 1,840,000 1,812,500 1,982,500 8,386,738 Fire Dept Capital Reserve 0 0 950,000 350,000 250,000 1,550,000 Equip Replacement Reserves 989,025 2,202,859 1,965,512 1,065,473 1,524,178 7,747,047 Parkland Acquisition Reserve 200,000 200,000 200,000 200,000 200,000 1,000,000 Sewer Capital 928,633 1,118,904 1,086,540 896,895 388,398 4,419,370 Water Capital 3,256,700 1,917,029 1,768,196 1,183,255 634,023 8,759,203 Grants, LIP, 3rd Parties 1,050,000 3,813,867 12,410,466 1,826,055 1,337,500 20,437,888 Recycling Reserve 440,000 325,000 390,000 40,000 65,000 1,260,000 Surplus 360,000 0 0 0 0 360,000 Other Funding Sources 134,800 8,050 0 0 0 142,850 Total Capital Program 15,978,548 27,755,608 35,391,465 14,499,687 15,705,400 109,330,708 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 50 Figure Figure Figure Figure 11111111: Capital Funded by Others: Capital Funded by Others: Capital Funded by Others: Capital Funded by Others 2.72.72.72.7 Operating Budget Changes Operating Budget Changes Operating Budget Changes Operating Budget Changes 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 2010, Council approved a financial plan for 2010 through 2014. This is used as a basis to create a 2011-2015 Financial Plan. The following table reconciles the changes to the previously adopted financial plan. Figure Figure Figure Figure 12121212: Reconciliation of 2010: Reconciliation of 2010: Reconciliation of 2010: Reconciliation of 2010----2014 Financial Plan to 20112014 Financial Plan to 20112014 Financial Plan to 20112014 Financial Plan to 2011----2015 Proposed Financial Plan2015 Proposed Financial Plan2015 Proposed Financial Plan2015 Proposed Financial Plan Projects Funded by Others 2011 2012 2013 2014 2015 Total Abernethy Way 2,502,375 8,418,104 10,920,479 Abernethy (216-500M E Blackstock)750,071 750,071 Bikeway Program 50,000 50,000 50,000 50,000 50,000 250,000 Drainage 200,000 200,000 Local improvement projects 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 5,000,000 Whonnock Lake Canoe Facility 1,980,000 1,980,000 Youth Action Park Albion 230,259 230,259 Other 26,910 261,492 532,103 25,984 287,500 1,133,989 Total Project Funded by Others 1,050,000 3,813,867 12,410,466 1,826,055 1,337,500 19,330,809 General Revenue Fund (GRF) (rounded to thousands) 2011 2012 2013 2014 GRF Surplus in May 2010 Adopted Financial Plan Bylaw 10,000 6,000 38,000 144,000 Adjustments Salary related costs (WCB, EI, CPP, Pension) -20,000 -74,000 -74,000 -75,000 Reclass: HR Clerk to HR Assistant -5,000 -6,000 -6,000 -6,000 Reclass: Planning Technician to Sr. Planning Technician -6,000 -7,000 -7,000 -7,000 Reclass: Parks & Leisure Clerk to Sr. P&L Clerk -2,000 -2,000 -2,000 -2,000 Salaries now linked (South Bonson) -2,000 -5,000 -7,000 -9,000 Dispatch Contract Costs increase in 2014 -29,000 Economic Development - adjustments -1,000 -1,000 -1,000 -1,000 Engineering - consulting -2,000 -4,000 -6,000 -8,000 Parks Growth (in excess of expectation) -17,000 -17,000 -17,000 -16,000 Leisure Centre - Vending (Healthy) & Other -14,000 -14,000 -15,000 -15,000 Library - Contract (in excess of expectation) -19,000 -20,000 -21,000 -22,000 Arena - Contract costs CPI linked adjustment every 5 yrs -40,000 Fuel Costs (in excess of expectation) -17,000 -18,000 -19,000 -20,000 Fire Department - dispatch -6,000 -8,000 -10,000 -13,000 Fire Department - Equipment radios and pagers mtce/upgrades -6,000 -6,000 -6,000 -6,000 Investment Earnings increased 75,000 85,000 95,000 95,000 Grant-In-Lieu of Taxes 250,000 250,000 250,000 250,000 Cost Share of services with Pitt Meadows - population based 96,000 100,000 104,000 108,000 Inflation Expectations reduced 108,000 180,000 160,000 140,000 Transfer to Surplus: Prior to Incremental Adjustments 422,000 439,000 456,000 468,000 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 51 Figure 12: Reconciliation of 2010Figure 12: Reconciliation of 2010Figure 12: Reconciliation of 2010Figure 12: Reconciliation of 2010----2014 Financial Plan to 20112014 Financial Plan to 20112014 Financial Plan to 20112014 Financial Plan to 2011----2015 Propo2015 Propo2015 Propo2015 Proposed Financial Plan (cont.) sed Financial Plan (cont.) sed Financial Plan (cont.) sed Financial Plan (cont.) 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. General Revenue Fund (GRF) (rounded to thousands) 2011 2012 2013 2014 Adjustments with no net impact to GRF Surplus Costs covered by Fire Service Improvement Levy Fire Salary increases of existing staff including pension costs, additional staff costs Building and operating costs due to expansion and 24/7 use of FH#1 and FH#3 Information & Privacy Coordinator (net PM Share) -55,000 -57,000 -59,000 -61,000 RCMP Contract Funding Reduced 55,000 57,000 59,000 61,000 Information Services - Succession Planning -75,000 -80,000 0 0 Clerks - PT Records Coordinator -37,000 -38,000 -40,000 -41,000 Corporate & Financial Services - Growth Funds 112,000 118,000 40,000 41,000 Research Technician (Energy)-74,000 Hydro Grant - Energy Manager Program 50,000 C&FS Growth 12,000 Sustainability Funding 12,000 Municipal Communication Tower - Revenue 45,000 45,000 45,000 45,000 Communication Tower operating costs -5,000 -5,000 -5,000 -5,000 Transfer to Capital Works Reserve to repay capital cost -40,000 -40,000 -40,000 -40,000 Transfer to Surplus: Prior to Incremental Adjustments 422,000 439,000 456,000 468,000 Water Revenue Fund Cost of water purchases from Region, to be increased slightly more than planned Toilet rebate program (adopted by Council in 2010) $15K/yr Water Surplus to cover (rate smoothing policy) Sewer Revenue Fund Regional Levies to increase slightly more than budgeted Sewer Surplus to cover (rate smoothing policy) FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 52 2.82.82.82.8 Incremental AdjustmentsIncremental AdjustmentsIncremental AdjustmentsIncremental 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 Figure Figure Figure 13131313: Incremental Adjustments: Incremental Adjustments: Incremental Adjustments: Incremental Adjustments Prior to any incremental costs being built into the budget on an ongoing basis it is recommended that we wait until the spring of 2011, when revenue due to property tax growth is confirmed. The budget is routinely amended each May. 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 scarce, 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 what is projected to be a slow and drawn out recovery. While there are considerable downsides to a slowing economy, it may also represent some opportunities. For instance, we enjoyed some increased competition and softening in construction costs although construction costs seem to be recovering. As well, senior governments implemented infrastructure improvement assistance programs to stimulate the economy, of which we secured some significant funding. This is why it is important for us to have a multi-year financial plan in place as early as possible and set ourselves up for having funds available to leverage grants and be able to take advantage of opportunities when they present themselves. 3. Water, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling RatesWater, Sewer and Recycling Rates Water Utility RatesWater Utility RatesWater Utility RatesWater Utility Rates The Water Utility covers costs associated with water purchases, maintenance, and both regional and local capital infrastructure. The Regional District is planning an increase in water rates of about 14% annually in 2011 and 2012. In addition, the Regional District has planned some significant capital expenditures including pump stations that will benefit Maple Ridge. Maple Ridge pays a portion of the costs with some contributions being as high as 41%. Maple Ridge's portion of the current planned projects is approximately $9 million. The timing of the billing will likely be near the end of the five year financial plan, depending on when the work is completed. A portion of the cost is planned to be covered by Development Cost Charges. The current accumulated surplus in the District’s Water Revenue Fund is approximately $3.4 million. Capacity to pay for the upcoming projects or the associated financing costs associated with debt is established over the five year planning horizon. Accumulated surplus is also 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 RatesSewer Utility RatesSewer Utility RatesSewer 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. 2011 2012 2013 2014 Transfer to Surplus: Prior to Incremental Adjustments 422,000 439,000 456,000 468,000 Incremental Adjustments Planning - Consulting: Albion flats Area Plan -125,000 Funding from Accumulated Surplus 125,000 Transfer to Surplus 422,000 439,000 456,000 468,000 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 53 Figure Figure Figure Figure 14141414: Sewer and Water Revenue Fund Projections: Sewer and Water Revenue Fund Projections: Sewer and Water Revenue Fund Projections: Sewer and Water Revenue Fund Projections Recycling RatesRecycling RatesRecycling RatesRecycling Rates The Ridge Meadows Recycling Society (RMRS) is a charitable non-profit organization that provides a range of recycling services. Recycling fee increases of 3% are planned each year in the five year plan. 4. BorrowingBorrowingBorrowingBorrowing The financial plan incorporates debt proceeds into the overall funding strategy. At Council’s direction, the 2008- 2012 Financial Plan 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 Previously Approved Borrowing. The additional borrowing included in the 2011-2015 Financial Plan is identified in Figure Figure Figure Figure 15151515. Development Cost Charges (DCC) Funded DebtDevelopment Cost Charges (DCC) Funded DebtDevelopment Cost Charges (DCC) Funded DebtDevelopment Cost Charges (DCC) Funded Debt 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 of Community and Rural Development, 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 for which we had anticipated borrowing funds. 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 another source such as general revenue or the Capital Works Reserve. Internal vs. External Borrowing Internal vs. External Borrowing Internal vs. External Borrowing Internal vs. External Borrowing The need for borrowed funds 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 that 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 2011-2015 Financial Plan includes debt payments on the previously approved debt. However, if the Municipality can delay external borrowing the linkage between the borrowing and the work that was approved for borrowing becomes less clear. This will be discussed with the Ministry to ensure that by trying to serve the public by reducing interest costs we are still able to act on the approved borrowing a year or more after the completion of the project. Previously Approved Borrowing Previously Approved Borrowing Previously Approved Borrowing Previously Approved Borrowing Projects that the District of Maple Ridge is now authorized to borrow for include: the construction of Fire Hall #4, the acquisition of three joint school and park sites, the purchase of property to expand the Cemetery, drainage work on River Road, funding to assist in the construction of an animal shelter and the replacement of the 240 Street 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. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 54 240 Street Bridge over Kanaka Creek In 2008, borrowing was approved for the bridge over Kanaka Creek on 240 Street. This was constructed in 2010, and will be initially paid for through existing DCC funds with external borrowing only if DCC funds near depletion. Fire Hall #4 Construction With the renovation of Fire Hall #1 complete and costs finalized, attention can now be turned to other capital projects. The early stages of design and construction of Fire Hall #4 are projected to begin in 2011. 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 63. 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. As avenues to offset the additional cost are still being explored, the financial plan is unchanged for 2011. 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 61. This work has been awarded and is currently underway. Animal Shelter The construction of this building is nearing completion. This is a joint effort with the SPCA and the Municipality. The municipal portion of the costs have been covered with $300,000 which was committed several years ago, the value of the land and the increase in dog licence fees which will service the long-term (25 year) debt. The SPCA is an equal funding party and is active in its fund raising activity. The approved borrowing of up to $900,000 will occur, once the project is complete and the costs are finalized. Borrowing Considerations 2011Borrowing Considerations 2011Borrowing Considerations 2011Borrowing Considerations 2011----2015201520152015 The following table summarizes additional debt contemplated in the 2011-2015 Financial Plan. Figure Figure Figure Figure 15151515: Capital Projects P: Capital Projects P: Capital Projects P: Capital Projects Proposed for Debt Financingroposed for Debt Financingroposed for Debt Financingroposed for Debt Financing * Discussions are in progress 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. In 2012 and 2013, borrowing is planned for the municipal portion of the cost to extend Abernethy Way from 232 Street to 256 Street. A large portion of this project is anticipated to be funded through grants from other levels of government. The principle payments for this debt are funded through the DCC Reserve over a ten year term. A portion of the interest costs are also funded through the DCC Reserve, which will require approval from the Inspector of Municipalities and amendment to the DCC Bylaw. 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. Project Year Borrow Term Main Fund Annual Payments Issue Costs Total Interest Funded by Other Sources Total Cost Abernethy Way Phase 3 2012 2,502,375 10 DCC 333,544 18,768 833,064 252,648 3,606,856 Abernethy Way Phase 4 2013 4,776,416 10 DCC 636,653 35,823 1,590,114 8,466,345 14,868,698 Regional Water Supply Pump Station 2010 - 2011 * West Main 2010 - 2013 * 7,278,791 970,197 54,591 2,423,178 8,718,993 18,475,554 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 55 Borrowing CapacityBorrowing CapacityBorrowing CapacityBorrowing Capacity Under Community Charter legislation3, 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 2009 Annual Report the available debt servicing capacity is about $12.7 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 water capital expenditures planned for 2007-2013 for which the District will be required to contribute $9 million. Borrowing will likely be required for the DCC funded portion. Projections indicate that we have the capacity to borrow for our own capital works program, as well as our portion of the Regional District’s program. As municipal revenue grows and debt is retired, additional capacity will be available. Ministry and Elector ApprovalMinistry and Elector ApprovalMinistry and Elector ApprovalMinistry 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 approval4,5 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 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 IssuesOutstanding IssuesOutstanding IssuesOutstanding 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. 5. Further ItemsFurther ItemsFurther ItemsFurther Items Gaming RevenueGaming RevenueGaming RevenueGaming Revenue With the opening of the community gaming centre, the municipality will receive additional revenues that are not contemplated in our financial plan. Information from area municipalities that receive such revenues suggests that we could receive about $100,000 for every 25 machines. In Maple Ridge, 100 machines were activated in October 2010, which means that we could receive around $400,000 annually. The legislation around the use of this funding is quite broad. Having said this, there can be significant fluctuations in these revenues for a variety of reasons, including the general health of the economy and legislative changes by senior governments. That is why we should not view these revenues as a long term sustainable funding source. We suggest that the following items to be funded from Gaming Revenue be included in the 2011-2015 Financial Plan. This allocation will be evaluated as part of our normal business planning cycle: $60,000 Minor capital improvements around Memorial Peace Park, including LED Christmas Light Displays, increased landscaping, garbage cans, and covered area for Farmers Market $15,000 SEED Community Grants $10,000 Family Friendly event series in Memorial Peace Park $50,000 Downtown Security Presence $40,000 Increased maintenance and upkeep in the Town Centre $25,000 Street furniture including garbage cans with ash trays in the Town Centre $100,000 Town Centre Capital Improvement Fund 3 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter. 4 Community Charter, Division 3, section 178. Short Term Capital Borrowing. 5 B.C. Reg. 368/2003, Municipal Liabilities Regulation, Community Charter. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 56 Funding for Strategic Initiatives that have emergedFunding for Strategic Initiatives that have emergedFunding for Strategic Initiatives that have emergedFunding for Strategic Initiatives that have emerged The budget guidelines approved by Council currently include the following: 1. A General Purpose Tax Increase of 3% annually 2. A further 1% tax increase to be set aside for Infrastructure 3. The continued implementation of the Fire Department Master Plan. The annual rate of increase in the Fire Service Improvement levy starts to come down in 2013. While an additional $700,000 is required in 2012, about $350,000 is required in 2013 as we approach build out of the master plan. In 2011 and 2012, the aggregate impact of the above three items on the general purpose tax increase to the average home is 5.6%. In 2013, this drops to 4.8%. If Council wishes, the following can be implemented on a phased basis and still allow Council to maintain tax increases within the parameters that we have been working in over the past few years: Storm Water Utility Levy: Implementing a $5 levy beginning in 2013 and increasing it by $5 annually for a period of five years would equate to an impact on property taxes of about 0.3% each year. This would generate $170,000 in the first year. Parks & Leisure Services Levy: Setting aside ½% of property taxes beginning in 2013 for a period of eight years would generate $280,000 in the first year. Once a funding envelope is established, the requirements of the Parks & Leisure Services Master Plan may have to be reprioritized. The recommendations surrounding the storm water levy and the parks and leisure service tax can be implemented using the tax room created by the reduction in the Fire Service Improvement Levy. These levies do not generate funding until 2013, though there may be some items that require earlier attention. Council may wish to provide transition funding for the more urgent priorities. Transition FundingTransition FundingTransition FundingTransition Funding As was pointed out in the Financial Update in October, we expect to have a modest surplus at the end of this year. Last year we allocated $1 million in surplus to our paving program and it was well received by our community. We recommend that in 2011, the paving program be supplemented by $650,000 so that we can increase the life of our roads. As well, our drainage rehabilitation/maintenance program is underfunded. The drainage levy, that is expected to begin in 2013, will generate $170,000 in the first year. We recommend that $150,000 be set aside in each of 2011 or 2012 to assist in early implementation of the enhanced drainage program. Similar to the drainage levy, funding for the Parks and Leisure Services Master Plan is not expected to begin until 2013. There are some urgent needs within this area and as such, we recommend that $90,000 be provided in each of 2011 and 2012 to assist with the implementation on the highest priority items. Proceeds from Disposition of Assets Proceeds from Disposition of Assets Proceeds from Disposition of Assets Proceeds from Disposition of Assets In all likelihood, the District will realize unique revenues or proceeds from several areas within the term of this financial plan. This potential revenue is not included in 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 proceeds 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. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 57 Expenditures (not listed in any particular order)Expenditures (not listed in any particular order)Expenditures (not listed in any particular order)Expenditures (not listed in any particular order) Funding for the following items is not included in this financial plan. 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 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 Extending the Fibre Optic Network 6. Impact to the “Average Home”Impact to the “Average Home”Impact to the “Average Home”Impact to the “Average Home” The assessed value of the “average home” for the 2010 taxation year was approximately $383,000. 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 based on this “average home” with the following services: flat rate water fee, flat rate sewer fee and single-home curb side recycling pickup The 4% general purpose tax increase is comprised of 3% for general purposes and 1% for infrastructure sustainability. The overall increase for the municipal controlled levies is 5.61%. FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 58 Figure Figure Figure Figure 16161616: "Average Home" Tax Increase: "Average Home" Tax Increase: "Average Home" Tax Increase: "Average Home" Tax Increase 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 2010 residential house survey which compares single family homes is attached as Appendix FAppendix FAppendix FAppendix 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. 7. Property Taxation PolicyProperty Taxation PolicyProperty Taxation PolicyProperty 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 2010, Council adopted the Business Planning & Budget Guidelines that were used to develop the 2011- 2015 Financial Plan. These guidelines called for a 3% increase for general purposes, a 1% increase for capital and infrastructure, an increase of $700,000 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 2010, while the tax for municipal portion was $1,498.47 the total bill including utilities was $2,628.14. The municipal portion, excluding water, sewer and recycling charges amounted to about 57% of the total bill. Council regularly reviews the taxes under its control to ensure fairness. In May of 2007, Council was presented with information about taxation for the business and light industry classes, indicating that rates in Maple Ridge were competitive with other lower mainland municipalities. Prior to 1997, Council had adopted a policy of shifting a small percentage of taxation from the Light Industry Class to the Residential Class in order to align the Business & Light Industry tax rates; in 2007, this alignment was achieved so no further shifts have been required. Our review of the tax rates charged to the Major Industry class indicated that rates were relatively high and Council took steps to address this inequity by reducing the tax bill by 5% in both 2009 and 2010. Improvement has been made as a result of this and while further improvement is required, we suggest that this matter be reviewed in 2012 as our financial capacity in 2011 is tight. Having said this, the Provincial Government may increase the reduction in provincial school taxes for Light Industrial and Major Industrial class properties from 50% to 60% and this will offer some relief. 2010 2011 Increase % Municipal Property Taxes General Purpose 1,383.68$ 1,439.03$ 55.35$ 4.00% Fire Service Improvement Levy 114.79 133.92 19.13 16.67% 1,498.47$ 1,572.95$ 74.48$ 4.97% Fees Recycling 62.43$ 64.30$ 1.87$ 3.00% Water 379.50 413.66 34.16 9.00% Sewer 273.00 286.65 13.65 5.00% Municipal, Recycling, Utilities, Fire 2,213.40$ 2,337.56$ 124.16$ 5.61% FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 59 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 and the increases experienced by our citizens are amongst the lowest. Copies of the 2009 Residential Class property tax survey and our report on Industrial Class tax rates are attached as appendices to this report. 8. ReservesReservesReservesReserves The District has substantial financial resources held in reserves. These balances provide the base for the financial plan projected transactions for the coming years, as amounts are transferred in and out for various purposes. They also serve to stabilize taxes, fees, and charges by providing funds during tight years and receiving those funds back during better years, thus shielding our customers and taxpayers from sharp rate increases. Figure Figure Figure Figure 17171717: Reserve Balances Dec. 31, 2009: Reserve Balances Dec. 31, 2009: Reserve Balances Dec. 31, 2009: Reserve Balances Dec. 31, 2009 Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $57 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 These are financial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they These are financial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they These are financial reserves only. Other assets (Silver Valley lands, gravel resources) are not shown, nor are they represented in our frepresented in our frepresented in our frepresented in our financial statements.inancial statements.inancial statements.inancial statements. Accumulated Surplus General Revenue 4,985,070 General Revenue: Sewer Revenue 3,059,571 Carryforwards - Capital 4,408,631 Water Revenue 3,383,195 Carryforwards - Operating 2,253,608 Total Accumulated Surplus 11,427,836 Self Insurance 914,702 Protective Services 2,618,915 Reserve Fund Balances Core Development 1,116,807 Local Improvement 2,145,754 Recycling 1,634,271 Equipment Replacement 6,937,477 Community Development 1,218 Capital Works 8,404,633 Building Inspections 1,761,704 Fire Department Capital 1,807,185 Gravel Extraction 419,417 Sanitary Sewer 1,524,971 Neighbourhood Improvements 60,697 Land 1,919,946 Snow Removal 700,000 Net Reserve Funds 22,739,966 Facilities Maintenance 515,408 Youth Centre 3,708 Restricted Revenue Balances Cemetery Maintenance 151,980 Development Cost Charges 31,644,928 Infrastructure Sustainability 1,266,170 Parkland (ESA) Acquisition 0 Critical Building Infrastructure 172,072 Infrastructure Grant Contribution 1,200,000 Other Restricted Revenues 4,512,278 General Revenue Reserve Accounts 19,199,308 Total Restricted Revenues 36,157,206 Sewer Reserve Accounts 2,256,365 Water Reserve Accounts 1,822,164 Total Reserve Accounts 23,277,837 Reserve Accounts FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 60 Accumulated Surplus and Funds Balance as at December 31, 2010 General Sewer Water Reserve Funds Total 11,310,343 24,323,705 21,275,267 Funds Balance 23,983,686 5,727,611 5,922,751 21,275,267 56,909,315 Accumulated Surplus 571,610,129 114,569,222 99,885,644 786,064,995 Funds committed to previously approved work but not part of the 2011-2015 Financial Plan adopted Dec. 14, 2010 General Sewer Water Reserve Funds Total Adjustment Adjusted Funds Balance General Sewer Water Reserve Funds Total 14,992,734 2,618,196 3,720,974 16,864,245 38,196,149 Planned Fund Changes 2011 2012 2013 2014 2015 717,409 2,718,155 3,763,738 8,157,683 11,625,629 Planned Fund Balances 2011 2012 2013 2014 2015 38,913,558 41,631,713 45,395,451 53,553,134 65,178,763 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 61 8.18.18.18.1 Capital Works Reserve Capital Works Reserve Capital Works Reserve 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 other fixed amounts. A forecast is provided that combines 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 have been in a “drawing down” phase and are planning to have drawn the balance down to the point that financing was needed to pay for the drainage works on River Road. The balance is planned to grow in future years to build some capacity to address future larger capital projects. 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. This reserve is also used to finance the initial outlay for certain projects that produce future savings. The reserve is repaid from future savings. This reserve may also be used to internally finance projects that are approved for external borrowing. Figure Figure Figure Figure 18181818: Capital Works Reserve Projection: Capital Works Reserve Projection: Capital Works Reserve Projection: Capital Works Reserve Projection Figure Figure Figure Figure 19191919: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart: Capital Works Reserve Projection Chart 2011 2012 2013 2014 2015 Opening Balance 6,433,298 6,505,610 6,472,926 6,682,692 7,396,524 Inflows Interest & Capital Gains 192,999 195,168 194,188 200,481 221,896 Garbage Tipping Fees 50,000 50,000 50,000 50,000 50,000 Taxation and General Revenue Transfers 672,615 629,907 754,279 790,867 829,812 Sale of Land 0 0 0 0 0 Communication Tower Rent Revenue 40,000 40,000 40,000 40,000 40,000 Cemetery Debt Repayment 80,000 80,000 80,000 80,000 80,000 Repayment of Energy Retrofit 65,000 65,000 65,000 65,000 65,000 Balance of General Rev. Funding for GCF (57,538) (131) (121,073) 340,113 47,412 Outflows Planned Capital Expenditures (118,137) (240,000) 0 0 0 Debt - Interest (DCC projects) (225,000) (225,000) (225,000) (225,000) (225,000) Debt (River Road Drainage 2.65M) (627,627) (627,628) (627,628) (627,628) (627,628) Estimated Ending Balance 6,505,610 6,472,926 6,682,692 7,396,524 7,878,016 Minimum Reserve (10% Prior Year Taxes) (4,965,498) (5,685,102) (6,102,279) (6,506,894) (6,924,673) Unencumbered Balance 1,540,112 787,824 580,413 889,631 953,343 $ M $1 M $2 M $3 M $4 M $5 M $6 M $7 M $8 M $9 M 2011 2012 2013 2014 2015 Minimum Balance (10% taxes) Unencumbered FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 62 8.28.28.28.2 Infrastructure Sustainability Infrastructure Sustainability Infrastructure Sustainability Infrastructure Sustainability Beginning in 2008, Council directed 1% of the annual tax increase to go towards infrastructure sustainability. This helps with major rehabilitation and replacement of the District’s assets which currently have a replacement value estimated in excess of $1.3 billion. The table below illustrates the inflows generated from general taxation and how it has been allocated. Inflows from the Core Reserve are allocated to maintaining those facilities related to the project. If we look only at the roads component of our infrastructure, the historic annual amount spent on repaving roads is only a small fraction of what is required to maintain the condition and, as a result, our roads were deteriorating. This deferred maintenance translates into a larger future expenditure to resurface or perhaps even reconstruct roads. As we are several years into this funding model, the amounts dedicated are making an impact, however we are still a very long way away from dedicating the $40 million needed each year to fund the replacement of our infrastructure. FiguFiguFiguFigure re re re 20202020: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding: Infrastructure Sustainability Allocation of Funding Depending on the scope of projects required, one year’s allocation may not meet the funding requirements. In these cases, funding may be held over until enough has accumulated to allow the works to proceed, or borrowing may be considered. The charts in Appendix AAppendix AAppendix AAppendix A Infrastructure Sustainability highlight the impact that the 1% tax increase has on the Infrastructure Deficit. 2011 2012 2013 2014 2015 Inflows:Inflows:Inflows:Inflows: 1% General Tax Increase 1,838,441 2,371,842 2,939,616 3,543,976 4,187,282 Core Reserve Surplus 450,000 450,000 450,000 450,000 450,000 Gravel Sales 140,000 140,000 140,000 140,000 140,000 Allocation:Allocation:Allocation:Allocation: Transportation/Traffic Management 900,000 1,240,000 1,537,000 1,905,000 2,361,000 Town Centre Facilities 450,000 450,000 450,000 450,000 450,000 Facilities & Parks - Major Mtce 608,525 715,000 886,750 960,000 1,020,000 Drainage 180,000 250,000 310,000 450,000 550,000 Fire Department 112,177 123,395 153,000 175,000 200,000 Major Equipment/Systems 37,739 43,447 52,866 53,976 56,282 Dyke Mtnce 10,000 10,000 10,000 10,000 10,000 Overhead Brushing 40,000 40,000 40,000 40,000 40,000 Bio Filtration Pond Mtnce 60,000 60,000 60,000 60,000 60,000 Environmental Support 30,000 30,000 30,000 30,000 30,000 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 63 8.38.38.38.3 Fire Department Capital Acquisition Reserve Fire Department Capital Acquisition Reserve Fire Department Capital Acquisition Reserve 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. Figure Figure Figure Figure 21212121: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection: Fire Department Capital Acquisition Reserve Projection The planned capital expenditures outlined in Figure Figure Figure Figure 21212121 are detailed in the following table. Figure Figure Figure Figure 22222222: Fire Depart: Fire Depart: Fire Depart: Fire Department Capital Funded by Fire Department Capital Acquisition Reservement Capital Funded by Fire Department Capital Acquisition Reservement Capital Funded by Fire Department Capital Acquisition Reservement Capital Funded by Fire Department Capital Acquisition Reserve 8.48.48.48.4 Fire Department Equipment Replacement Reserve Fire Department Equipment Replacement Reserve Fire Department Equipment Replacement Reserve 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, infrastructure sustainability funds have been allocated to this reserve. Figure Figure Figure Figure 23232323: Fire Department Equipment Replacement R: Fire Department Equipment Replacement R: Fire Department Equipment Replacement R: Fire Department Equipment Replacement Reserve Projectioneserve Projectioneserve Projectioneserve Projection $ rounded to nearest thousand$ rounded to nearest thousand$ rounded to nearest thousand$ rounded to nearest thousand 2011 2012 2013 2014 2015 Opening Balance 668,000 740,000 1,253,000 952,000 1,364,000 Interest Earnings 23,000 16,000 34,000 23,000 38,000 Taxation/General Revenue 1,182,000 1,297,000 1,416,000 1,539,000 1,667,000 Planned Capital Expenditures -1,020,000 0 -950,000 -350,000 -250,000 Fire Hall #4 Debt Payments -113,000 -800,000 -800,000 -800,000 -800,000 Unencumbered Balance 740,000 1,253,000 953,000 1,364,000 2,019,000 2011 2012 2013 2014 2015 Fire Hall #4 Engine New 625,000 Fire Hall #4 Rescue 4 325,000 Fire Hall #5 Land Acq 350,000 Fire Hall #5 Construction Phase 1 250,000 Fire Hall #3 Expansion * 700,000 Fire Hall #3 Generator * 50,000 Fire Hall #4 Equipment * 70,000 Fire Hall #4 Technical & Furnishings * 200,000 1,020,000 0 950,000 350,000 250,000 * These projects were approved but have been delayed due to funding and capacity contrarians. 2011 2012 2013 2014 2015 Opening Balance 890,000 1,143,000 541,000 233,000 777,000 Interest 27,000 34,000 16,000 7,000 23,000 General Revenue 301,000 320,000 341,000 363,000 386,000 Sustainability Funding 112,000 123,000 153,000 175,000 200,000 Less: Capital Planned 187,000 1,080,000 818,000 0 0 Ending Balance 1,143,000 540,000 233,000 778,000 1,386,000 FINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEWFINANCIAL PLAN OVERVIEW District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 64 9. Town Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial OperationTown Centre Commercial Operation This section isolates the effect the commercial portion of the Town Centre Project has on District finances. The table below isolates the commercial operations. The table shows commercial earnings, so principle payments and the funding received though taxation are not included. The earnings noted below will contribute to principle payments and transfers to the Infrastructure Sustainability Reserve. FigFigFigFigure ure ure ure 24242424: Commercial Operation: Commercial Operation: Commercial Operation: Commercial Operation In summary, the Town Centre Project cash flows have been managed within the parameters established by Council. The annual cash flows of the entire core model are positive and a balance exists in the Core Reserve which provides some flexibility to assist with other downtown capital projects. 10. ConclusionsConclusionsConclusionsConclusions 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 another $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. In summary, this financial plan allows the community to move forward, while respecting the economic times in which we find ourselves. 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 Lease Revenues (net of allowances) 1,203,160 1,203,160 1,203,160 1,203,160 1,203,160 Parking Revenues 157,384 157,384 157,384 157,384 157,384 Recoveries and Other Revenue 363,743 363,743 363,743 363,743 363,743 Operating Expenses -478,074 -478,074 -478,074 -478,074 -478,074 Interest - Commercial Space -714,989 -689,158 -662,294 -634,356 -605,300 Closing Balance 531,224 557,055 583,919 611,857 640,913 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 65 FiveFiveFiveFive----Year Operating Plan OverviewYear Operating Plan OverviewYear Operating Plan OverviewYear Operating Plan Overview 2011 2011 2011 2011 Revenues and ExpendituresRevenues and ExpendituresRevenues and ExpendituresRevenues and Expenditures Financial Plan Summary Financial Plan Summary Financial Plan Summary Financial Plan Summary –––– Revenues & ExpendituresRevenues & ExpendituresRevenues & ExpendituresRevenues & Expenditures Key Account BalancesKey Account BalancesKey Account BalancesKey Account Balances 2010 Base Budget Increases2010 Base Budget Increases2010 Base Budget Increases2010 Base Budget Increases Staffing History and ForecastStaffing History and ForecastStaffing History and ForecastStaffing History and Forecast 2011 REVENUES AND EXPENDITURES2011 REVENUES AND EXPENDITURES2011 REVENUES AND EXPENDITURES2011 REVENUES AND EXPENDITURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 66 Projected Revenues $Projected Revenues $Projected Revenues $Projected Revenues $107.7107.7107.7107.7 MillionMillionMillionMillion Revenues and ExpendituresRevenues and ExpendituresRevenues and ExpendituresRevenues and Expenditures Projected Expenditures Projected Expenditures Projected Expenditures Projected Expenditures $107.7 Million$107.7 Million$107.7 Million$107.7 Million Property Taxes & Parcel Property Taxes & Parcel Property Taxes & Parcel Property Taxes & Parcel Charges $61.4MCharges $61.4MCharges $61.4MCharges $61.4M Development Fees Development Fees Development Fees Development Fees $8.5M$8.5M$8.5M$8.5M Fees & Charges $33.2MFees & Charges $33.2MFees & Charges $33.2MFees & Charges $33.2M Interest, Grants and Interest, Grants and Interest, Grants and Interest, Grants and Other $4.6MOther $4.6MOther $4.6MOther $4.6M Other $82.7MOther $82.7MOther $82.7MOther $82.7M Capital Program $16.3MCapital Program $16.3MCapital Program $16.3MCapital Program $16.3M Reserves & Surplus Reserves & Surplus Reserves & Surplus Reserves & Surplus (net) $0.7M(net) $0.7M(net) $0.7M(net) $0.7M Debt Payments $8.0MDebt Payments $8.0MDebt Payments $8.0MDebt Payments $8.0M Administration $ 3.5M Fire Protection 7.6M Police Services 17.5M Corporate & Financial 5.7M Parks, Recreation and General Gov't Properties 18.5M Public Works & Development 13.0M Sewer 6.9M Water 10.0M $82.7M FINANCIAL PLAN SUMMARY FINANCIAL PLAN SUMMARY FINANCIAL PLAN SUMMARY FINANCIAL PLAN SUMMARY –––– REVENUES & EXPENDITURESREVENUES & EXPENDITURESREVENUES & EXPENDITURESREVENUES & EXPENDITURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 67 All Figures Represent $'000 (thousands) Financial Plan Summary – Revenues & Expenditures Actual Budget Budget Budget Budget Budget Budget 2010 2010 2011 2012 2013 2014 2015 RevenuesRevenuesRevenuesRevenues Property taxes 57,103 57,028 61,412 65,759 70,423 75,224 80,361 User fees and other revenue 31,648 31,047 33,225 35,037 36,993 39,147 41,459 Senior government transfers 8,689 30,154 2,652 5,104 11,270 3,352 2,890 Development revenue 7,412 26,704 8,454 16,722 15,397 11,662 13,248 Interest income 3,937 1,885 1,960 1,970 1,980 1,980 1,980 Contributed tangible capital assets 17,341 n/a n/a n/a n/a n/a n/a 126,130126,130126,130126,130 146,818146,818146,818146,818 107,703107,703107,703107,703 124,592124,592124,592124,592 136,063136,063136,063136,063 131,365131,365131,365131,365 139,938139,938139,938139,938 ExpensesExpensesExpensesExpenses Protective services 26,763 27,081 27,747 29,896 31,573 33,306 35,313 Transportation services 15,245 16,006 16,921 17,482 18,398 19,299 20,062 Recreation and culture 19,251 19,130 21,568 22,060 22,837 23,854 24,726 Water Utility 10,603 11,393 11,672 12,715 13,673 14,569 15,246 Sewer Utility 8,349 9,167 8,802 9,056 9,246 9,505 9,759 General government 12,814 14,493 12,334 12,452 12,835 13,415 13,839 Planning, other 3,638 4,003 3,928 3,961 4,077 4,198 4,317 96,66396,66396,66396,663 101,273101,273101,273101,273 102,972102,972102,972102,972 107,622107,622107,622107,622 112,639112,639112,639112,639 118,146118,146118,146118,146 123,262123,262123,262123,262 Annual Surplus Annual Surplus Annual Surplus Annual Surplus 29,46729,46729,46729,467 45,54545,54545,54545,545 4,7314,7314,7314,731 16,97016,97016,97016,970 23,42423,42423,42423,424 13,21913,21913,21913,219 16,67616,67616,67616,676 Other Items Other Items Other Items Other Items Borrowing proceeds $0 $28,851 $0 $2,502 $4,776 $0 $0 Amortizations expense funded by capital equity $16,751 $16,485 $16,980 $17,489 $18,014 $18,555 $19,110 Capital expenditures, principle payments & other ($29,505)($109,558)($20,995)($34,244)($42,451)($23,615)($24,160) Contributed tangible capital assets ($17,341)n/a n/a n/a n/a n/a n/a Transfers to (from) Reserves and SurplusTransfers to (from) Reserves and SurplusTransfers to (from) Reserves and SurplusTransfers to (from) Reserves and Surplus ($628)($18,677)$716 $2,717 $3,763 $8,159 $11,626 KEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 68 Key Account Balances KEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTSKEY REVENUE ACCOUNTS All figures represent $’000 (thousands)ActualActualActualActual Account Category (G/L#)Account Category (G/L#)Account Category (G/L#)Account Category (G/L#)2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 Revenue & TaxationRevenue & TaxationRevenue & TaxationRevenue & Taxation Taxes - General Revenue (16000-4000) -38,860 -42,624 -46,171 -49,638 -52,869 Grants in Lieu - Provincial (16000-4060) -795 -709 -694 -740 -684 Grants in Lieu - Other (16000-4060) -859 -965 -1,045 -1,102 -1,167 MFA Discharge (12400-4380) -105 -112 -55 -1 -5 Investment Interest (15000-4295) -894 -1,532 -2,664 -3,178 -2,706 Gain/Loss - Property For Resale (15000-4298) -262 -9 -500 -265 -396 Surplus Transferred In (15000-4520) -2,238 -1,832 -549 -1,091 -169 Prov. Grant (Unconditional) (10000-4253) -809 -926 -941 -942 -923 Recycling Fees (51000-4220) -131 -144 -202 -86 -85 Dog Licences (26000-4340) -122 -185 -268 -282 -303 Property ManagementProperty ManagementProperty ManagementProperty Management Commercial Lease Revenue-Tower (multiple) - -288 -1,100 -1,153 -1,135 Parking Revenue-Tower Commercial (11800-4310) - -45 -150 -150 -156 Common Cost Recovery - Tower (11800-4310) - -178 -250 -332 -295 Protective ServicesProtective ServicesProtective ServicesProtective Services Towing and contract revenue (21000-4230) -76 -76 -63 - - False Alarm Fines (21000-4240) -60 -149 -93 -119 -184 PM Cost Share - RCMP Contract (21000-4258) -674 -738 -847 -890 -937 Sale of Service (21000-4650) -57 -40 -47 -43 -69 RecreationRecreationRecreationRecreation Planet Ice-Ice Rentals (47600-4500) -146 -148 -165 -165 -156 Leisure Centre Admissions (47500-4110) -711 -774 -814 -822 -857 Lessons/Prog Fees - Swimming (47500-4320) -315 -319 -354 -388 -388 Corporate Fitness Revenue (47500-4321) -141 -137 -110 -91 -90 L.C. - General Program Revenue (47500-4322) -144 -119 -113 -122 -101 Development ServicesDevelopment ServicesDevelopment ServicesDevelopment Services Building Permits (24000-4445) -1,909 -2,257 -2,401 -1,418 -1,946 Business Licences (53300-4342) -425 -559 -595 -576 -600 Application Fees - Rezoning (53110-4120) -144 -93 -80 -91 -128 Application Fees - Subdivision (53110-4122) -130 -79 -74 -71 -103 Application Fees - Dev Permit (53110-4124) -116 -131 -122 -119 -107 Subdivision Inspection Fees (32110-4220) -410 -481 -810 -363 -428 Public WorksPublic WorksPublic WorksPublic Works Sales - Gravel (33100-4510) -12 - -292 -500 -500 GVTA Grant - Roads (33100-4260, 4261) -451 -425 -497 -1,171 -262 KEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 69 BudgetBudgetBudgetBudget 2010201020102010 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 -52,898 -56,851 -61,023 -65,512 -70,164 -75,147 -668 -1,001 -1,036 -1,072 -1,072 -1,072 -1,166 -1,157 -1,157 -1,157 -1,157 -1,157 - - - - - - -940 -1,015 -1,025 -1,035 -1,035 -1,035 - - - - - - -169 -1,369 -265 -25 - - -942 -942 -942 -942 -942 -942 -100 -100 -100 -100 -100 -100 -280 -280 -280 -280 -280 -280 -1,073 -1,072 -1,071 -1,071 -1,071 -1,147 -142 -157 -157 -157 -157 -157 -212 -364 -364 -364 -364 -364 -10 -10 -10 -10 -10 -10 -48 -48 -48 -48 -48 -48 -945 -1,009 -1,034 -1,054 -1,075 -1,094 - - - - - - -146 -146 -146 -146 -146 -146 -815 -815 -815 -816 -815 -815 -350 -350 -350 -350 -350 -350 -90 -90 -90 -90 -90 -90 -142 -142 -142 -142 -142 -142 -1,734 -1,734 -1,734 -1,734 -1,734 -1,734 -575 -575 -575 -575 -575 -575 -108 -111 -113 -115 -115 -115 -108 -111 -113 -115 -116 -116 -150 -153 -156 -159 -161 -161 -315 -315 -315 -315 -315 -315 -500 -500 -500 -500 -500 -500 -845 -845 -845 -845 -845 -845 KEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 70 Please refer to each individual section for details KEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTSKEY EXPENDITURE ACCOUNTS All figures represent $’000 (thousands)ActualActualActualActual Account Category (G/L#)Account Category (G/L#)Account Category (G/L#)Account Category (G/L#) 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 Legislative ServicesLegislative ServicesLegislative ServicesLegislative Services Grants & Donations (80B) (13000-6180) 54 116 503 66 55 Training - Council (13000-6400) 1 - 1 7 - Fire DepartmentFire DepartmentFire DepartmentFire Department Fire Fighting Salaries (22000-5501) 1,312 1,802 2,414 3,381 3,979 Paid on Call Relief Wages (22000-5505) 134 190 301 451 432 Paid on Call Wages (22000-5600) 642 617 565 689 544 Contract (Emergency 911) (22000-7007) 84 87 80 115 101 Hall #4 - Paid on Call (22041-5600) - - - - - Police ServicesPolice ServicesPolice ServicesPolice Services Centralized Dispatch (21140-7051) 921 970 1,009 1,059 917 Regular Members Contract (21200-7007) 8,300 8,777 9,977 10,933 11,679 Corporate ServicesCorporate ServicesCorporate ServicesCorporate Services Insurance (12101-6210) 695 676 669 650 695 Recruiting Costs (12102-7065) 78 94 82 27 55 Fiscal ServicesFiscal ServicesFiscal ServicesFiscal Services Contribution to Core Reserve (10000-9020) 3,850 5,702 5,793 5,757 5,777 Transfers to Capital Works Res (10000-9400) 852 632 1,084 855 1,171 Transfers to Fire Dept Cap Acq (10000-9400) 722 1,026 833 1,006 1,069 Transfers to General Capital (10000-9400) 16 -347 50 -314 301 Transfers to General Capital (10000-9410) 1,471 10,410 1,086 2,166 2,710 Contribution to Self-Insurance (12400-9021) 745 45 45 45 45 Transfers to Equip Replc-Ops (33100-9400) 665 756 869 920 990 OtherOtherOtherOther Fraser Valley Regional Library (47200-7007) 1,969 2,068 2,112 2,197 2,220 Consulting - Engineering (32100-7005) 168 219 157 143 112 Recycling Contract (51000-7007) 824 899 870 936 1,209 GVRD Water Purchases (71000-7380) 3,640 4,183 4,387 5,410 5,564 GVRD Sewer Admin Fees (61000-6005) 2,450 2,630 2,928 2,861 2,950 KEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCESKEY ACCOUNT BALANCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 71 BudgetBudgetBudgetBudget 2010201020102010 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 61 58 62 62 62 62 24 16 16 16 16 16 3,664 4,337 5,158 5,650 6,044 6,464 418 418 418 418 418 418 667 692 714 737 762 784 114 121 123 124 126 129 - - - - - - 917 917 917 917 917 917 12,296 13,155 14,083 15,015 16,084 17,424 770 777 785 792 797 802 59 49 49 49 49 49 5,777 6,053 5,953 5,953 5,953 5,953 727 770 785 788 1,286 1,032 1,072 1,069 497 616 739 867 - - - - - - 2,582 3,611 2,693 2,823 2,530 3,003 45 45 45 45 45 45 1,036 1,086 1,163 1,204 1,252 1,304 2,220 2,375 2,494 2,619 2,750 2,887 131 83 86 88 90 93 1,212 1,113 1,140 1,167 1,196 1,225 6,171 6,788 7,698 8,521 9,075 9,620 3,009 3,151 3,292 3,434 3,576 3,718 2011 BASE BUDGET INCREASES2011 BASE BUDGET INCREASES2011 BASE BUDGET INCREASES2011 BASE BUDGET INCREASES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 72 The 2011 property tax increase is the result of the following service enhancements and capital projects: Conceptual Overview of Distribution of New Conceptual Overview of Distribution of New Conceptual Overview of Distribution of New Conceptual Overview of Distribution of New Revenue Revenue Revenue Revenue ---- $4.7 million in 2011$4.7 million in 2011$4.7 million in 2011$4.7 million in 2011Base Budget IncreasesBase Budget IncreasesBase Budget IncreasesBase Budget Increases 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 Incremental Adjustments Incremental Adjustments Incremental Adjustments in $'000 (thousands)in $'000 (thousands)in $'000 (thousands)in $'000 (thousands)2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 Transfer to Surplus: Prior to Incremental AdjustmentsTransfer to Surplus: Prior to Incremental AdjustmentsTransfer to Surplus: Prior to Incremental AdjustmentsTransfer to Surplus: Prior to Incremental Adjustments 409409409409 408408408408 423423423423 434434434434 602602602602 Incremental AdjustmentsIncremental AdjustmentsIncremental AdjustmentsIncremental Adjustments Planning - Consulting: Albion flats Area Plan -125 Town Centre Initiatives - Facade Improvement Program -25 -25 -25 Paving Program Funding -650 Drainage Improvements Transition Funding -150 -150 Parks & Recreation Master Plan Transition Funding -90 -90 Draw from Accumulated Surplus 1,040 265 25 Transfer to SurplusTransfer to SurplusTransfer to SurplusTransfer to Surplus 409409409409 408408408408 423423423423 434434434434 602602602602 STAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECAST District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 73 The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department within the District for the years 2011 through 2013. The years 2004-2010 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. Staffing History and Forecast * RCMP contract members are not included in Police Services staff count BudgetBudgetBudgetBudget 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2010201020102010 2011201120112011 2012201220122012 2013201320132013 CAOCAOCAOCAO CAO Administration 5.0 6.9 7.0 6.4 7.0 6.7 7.6 8.0 7.0 7.0 7.0 Strategic Economic Initiatives 1.0 2.0 2.6 2.7 2.8 3.3 3.9 4.0 4.0 4.0 4.0 Human Resources 5.9 4.0 4.3 5.0 5.0 5.6 5.8 5.7 5.7 5.7 5.7 12.0 12.9 13.9 14.1 14.8 15.6 17.3 17.7 16.7 16.7 16.7 COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES CDPR Administration 2.5 2.5 2.2 2.3 3.0 3.2 3.6 3.0 2.0 2.0 2.0 Parks & Facilities 19.0 19.7 20.5 24.5 24.4 27.1 26.4 28.0 43.0 43.0 43.0 Recreation 57.3 57.7 56.7 58.9 61.2 61.2 62.6 61.2 48.3 48.3 48.3 Community Services 7.5 7.9 9.1 9.4 10.8 11.3 12.1 11.5 11.7 11.7 11.7 86.3 87.9 88.6 95.1 99.4 102.7 104.7 103.7 104.9 104.9 104.9 CORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICES CFS Administration 1.5 1.5 1.5 1.8 2.0 2.0 2.2 2.0 2.0 2.0 2.0 Clerks 6.2 6.3 6.5 6.6 6.9 7.0 8.0 7.0 9.4 9.4 9.4 Finance 16.9 16.5 16.6 17.7 17.3 16.4 16.6 16.6 17.6 17.6 17.6 Fire Department 8.0 12.0 24.1 29.6 35.4 41.6 49.4 47.1 54.4 58.4 61.1 Information Services 11.9 12.1 12.6 13.2 13.4 14.3 14.2 13.0 15.2 15.2 15.2 Police Services 32.4 33.3 35.6 37.0 38.6 42.4 42.1 44.7 44.0 44.0 44.0 77.0 81.7 96.9 105.8 113.6 123.6 132.5 130.3 142.6 146.6 149.3 PUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICES PWDS Administration 2.5 2.5 2.5 2.9 2.4 3.0 3.0 3.0 2.0 2.0 2.0 Engineering 22.6 22.1 24.2 24.8 23.9 24.2 25.4 28.0 28.1 28.1 28.1 Licences, Permits & Bylaws 21.5 22.4 22.9 24.1 26.0 28.7 29.8 28.4 30.4 30.4 30.4 Planning 12.5 13.2 14.7 16.1 16.1 16.6 16.6 17.0 17.0 17.0 17.0 Operations 64.4 69.1 66.7 69.7 69.2 70.6 68.1 73.7 77.6 77.6 77.6 123.6 129.3 130.9 137.6 137.6 143.1 142.9 150.1 155.1 155.1 155.1 298.8298.8298.8298.8 311.8311.8311.8311.8 330.3330.3330.3330.3 352.6352.6352.6352.6 365.4365.4365.4365.4 385.0385.0385.0385.0 397.5397.5397.5397.5 401.9401.9401.9401.9 419.3419.3419.3419.3 423.3423.3423.3423.3 426.0426.0426.0426.0 Full Staffing (budget)Full Staffing (budget)Full Staffing (budget)Full Staffing (budget)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave) STAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECASTSTAFFING HISTORY AND FORECAST District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 74 Budgeted FTEs per Department 200Budgeted FTEs per Department 200Budgeted FTEs per Department 200Budgeted FTEs per Department 2009999 ---- 2011201120112011 The 2011 estimate of 419419419419 full-time equivalents has increasedincreasedincreasedincreased from a budget of 404040402222 in 2010, and 383838385555 in 2009. Throughout 2010 several staffing changes were made: DivisionDivisionDivisionDivision New Permanent PositioNew Permanent PositioNew Permanent PositioNew Permanent Positions and Position Changesns and Position Changesns and Position Changesns and Position Changes CHIEF ADMINISTRATIVE OFFICER’S OFFICECHIEF ADMINISTRATIVE OFFICER’S OFFICECHIEF ADMINISTRATIVE OFFICER’S OFFICECHIEF ADMINISTRATIVE OFFICER’S OFFICE Sustainability & Corporate Planning Research Technician position is funded for 2011 only Human Resources Human Resources Officer reclassed to a Personnel Officer COMMUNITY DEVELOPMENT, PACOMMUNITY DEVELOPMENT, PACOMMUNITY DEVELOPMENT, PACOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESRKS & RECREATION SERVICESRKS & RECREATION SERVICESRKS & RECREATION SERVICES CDPR Administration Emergency Program Assistant moved to Legislative Services (Clerks) Community Services Administrative Assistant is shared with Recreation Community Services Youth Program Supervisor reclassed to a Recreation Coordinator Community Services Incumbent Program Assistants reclassed to Youth Programmers Community Services Program Assistant II’s and I's reclassed to Program Assistant Community Services New: Recreation Manager Youth & Neighbourhood Services reports to the Director of Community Services Parks & Facilities Recreation Facilities Supervisor, Building Services Supervisor, and Building Service Workers moved from Recreation Parks & Facilities Booking Clerk moved from Recreation Parks & Facilities New: Planning Technician reports to Manager Parks & Open Space Parks & Facilities New: Tradesperson II - Gardener and Grounds Keeper - Fields; both report to the Parks Superintendent Recreation Administrative Assistant is shared with Community Services. Recreation Recreation Facilities Supervisor, Building Services Supervisor, and Building Service Workers moved to Parks & Facilities Recreation Booking Clerk moved to Parks & Facilities Recreation New: Manager of Business Operations reports to the Director of Recreation CORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICES Clerks Emergency Program Assistant moved from CDPR Administration Finance New: Budget Analyst reports to the Manager of Financial Planning Fire Department New: 2 Fire Captains, 4.3 Fire Fighters and a Clerk Typist III Information Services New: Senior Analyst Programmer and Junior Systems Analyst Police Services New: Information Privacy Co-ordinator reports to the Manager Police Services PUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICES PWDS Administration Business Support Analyst moved to Licences, Permits & Bylaws Licences, Permits & Bylaws Business Support Analyst moved from PWDS Administration Licences, Permits & Bylaws New: Trades Inspector reports to the Manager of Inspection Services Operations New: Engineering Technologist reports to the Superintendent of Waterworks Operations New: 0.5 Automotive Serviceperson reports to the Superintendent of Roads & Equipment Operations New: Buyer reports to the Manager of Procurement Operations New: 1.7 FTE Clerk II District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 75 Departmental Business/Financial PlansDepartmental Business/Financial PlansDepartmental Business/Financial PlansDepartmental Business/Financial Plans Office of the Chief Administrative OfficerOffice of the Chief Administrative OfficerOffice of the Chief Administrative OfficerOffice of the Chief Administrative Officer Community Development, Parks & Recreation ServicesCommunity Development, Parks & Recreation ServicesCommunity Development, Parks & Recreation ServicesCommunity Development, Parks & Recreation Services Corporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial Services Public Works & DevelopmenPublic Works & DevelopmenPublic Works & DevelopmenPublic Works & Development Servicest Servicest Servicest Services District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 76 OFFICE OF THE CHIEF ADMINISTRATIVE OFFICEROFFICE OF THE CHIEF ADMINISTRATIVE OFFICEROFFICE OF THE CHIEF ADMINISTRATIVE OFFICEROFFICE OF THE CHIEF ADMINISTRATIVE OFFICER District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 77 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 also 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 2010 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 2011- 2015 planning period. The subsequent pages in the CAO section provide information on the departments reporting to this division, including staffing, 2011 workplan highlights, performance measurements, and budgets. The departments within our section include Administration, Communications, Human Resources, Strategic Economic Initiatives, and Sustainability and Corporate Planning. Select 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division Accomplishments Development and implementation of the Town Centre Investment Incentive Program. Completed Phase Two (public input portion) of the Albion Area Concept Planning process. Continued to build on the “Top Performing Municipality” initiative with the graduation of 24 students from the Supervisory Skills Program, 26 graduates from the BCIT Associate Certificate in Leadership, and 22 graduates from the VCC Office Administration Certificate. Recruited and hired high quality candidates for a number of key management positions. Implemented a number of programs in the Strategic Economic Initiatives to enhance our profile with key business development stakeholders. Enhanced the District’s emergency planning response and recovery capability with the successful transition of the Emergency Program to the Manager of Legislative Services. Implemented careers.mapleridge.ca (Applicant Tracking System). Aggressively pursued grant funding opportunities from private and public sector organizations. Efficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness Initiatives Ensured all departments are in alignment with the Vision and that rigour of process is followed. One of the numerous energy-saving initiatives in 2010 included energy awareness sessions delivered to over 250 employees. Energy use in municipal hall has been reduced by 15%, with kudos to employee action and energy-efficient computer replacements. Grant funding was obtained to perform electricity studies on street lighting and several pump stations, resulting in efficiency advice and establishing eligibility for future grant funding. Valuable research was accomplished through the use of a university intern student at lower cost. Implemented careers.mapleridge.ca (Applicant Tracking System) and on-line employee services Business ContextBusiness ContextBusiness ContextBusiness Context Continue to provide excellence in service delivery, with a focus on streamlining processes and costs, while balancing the demands of a growing community. To build on the momentum of Town Centre successes to accelerate investment and increase density (residential, retail, office and institutional). Need to place a high priority on continuance of emergency planning, both corporately (critical resourcing strategy) and community-wide. Strengthen the effectiveness of District communications through an integrated approach that uses our internet infrastructure, print media presence, and incorporates emerging social media channels. A number of key Human Resources issues including an aging workforce including succession planning and mentoring to retain knowledge of key staff. Recognition of the need to support departments (through training, internal consulting and other means) as they focus on enhancing their service to their clients. Employees are interested in providing feedback to their managers to improve the systems and processes that we use to deliver services and programs. First full year of Golden Ears and Pitt River bridges operation easing access to Maple Ridge. Global economic situation and uncertainly regarding HST impacts. Maple Ridge continues to be a favoured location for the film and television industry. Growing interest in Maple Ridge as a/the place for outdoor recreation, festivals, and investment. Balancing the broad scope of sustainability with staff resources is challenging. The existing legislative framework, authority and funding does not allow municipalities to fully achieve aspirational goals around sustainability and deal with the implications of climate change. The capital ’wish-list’ exceeds available funding. We must continue to aggressively pursue grant opportunities, have our match funding in place, and make our projects shelf-ready. Opportunities to step in and fill the gaps left by senior government cuts must be approached with caution and always with consideration given to the long-term implications to our taxpayers. Online, 24/7 access to information is increasingly becoming the expectation of many of our citizens. Supporting this delivery mechanism for performance reporting enhances the District’s accountability with our stakeholders. OFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAO –––– ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including COMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 78 Services ProvidedServices ProvidedServices ProvidedServices 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 communications, ensuring the dissemination of information and that there are 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 towards 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. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 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. The Manager Corporate Communications in conjunction with the Clerk’s Department will develop and implement the Get Out the Vote campaign to educate voters and encourage voter participation on election day. We will continue to explore and implement programs and ideas of a capital and operating nature that save time and money in the delivery of District services. We will work with the Manager Strategic Economic Initiatives to ensure there is a continuation and expansion of our emphasis of the creation of high value local jobs in Maple Ridge. The Manager Corporate Communications will develop and implement a robust Communications Strategy and a Plan that includes: A more informative and appealing approach towards the provision of information to our citizens; and More emphasis on and expansion of our use of the Web and social media to communicate with our citizens and customers. We will work with the Manager of Sustainability and Corporate Planning to ensure there is an expanded emphasis on realizing our sustainability principles and goals. Opportunities for obtaining grant funding for District infrastructure and initiatives will be fully utilized. Throughout the organization there will be a renewed emphasize on our emergency planning preparedness. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Reduction of energy consumption and the corresponding greenhouse gases through maintenance, procedural, mechanical and behavioural changes. Key Performance Measures (mapleridge.visiblestrategies.com) Increase the level of satisfaction residents express with the amount of information they receive from the District. Our target for 2011 is to reduce electricity consumption in the Municipal Hall by 4% from 2010 levels and the Office Tower by 3% from 2010 levels. OFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAO –––– ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including COMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 79 Organization ChartOrganization ChartOrganization ChartOrganization Chart These positions all report to Administration but some are budgeted to other areas. Staff Position History and FStaff Position History and FStaff Position History and FStaff Position History and Forecastorecastorecastorecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) FulFulFulFull Staffingl Staffingl Staffingl Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 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 1.0 Manager Corporate Communications 1.0 1.0 1.0 1.0 1.0 0.7 0.5 1.0 1.0 1.0 Manager of Sustainability and Corporate Planning - - - - 0.9 1.0 1.0 1.0 1.0 1.0 Policy Analyst - 0.9 1.0 1.0 0.1 - - - - - Executive Assistant 3.0 3.0 3.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Research Technician - - - 0.4 1.0 1.0 1.9 2.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 5.05.05.05.0 6.96.96.96.9 7.07.07.07.0 6.46.46.46.4 7.07.07.07.0 6.76.76.76.7 7.7.7.7.4444 8888.0.0.0.0 7.07.07.07.0 7.07.07.07.0 OFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAOOFFICE OF THE CAO –––– ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including ADMINISTRATION including COMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITYCOMMUNICATIONS and SUSTAINABILITY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 80 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Administration Administration Administration Administration All figures represent $’000 (thousands) * Includes Administration as well as Sustainability and Corporate Planning functions Comments:Comments:Comments:Comments: Lieu Time Payouts – The 2010 budget was distributed to departments that had lieu time payout before the 2010 budget was adopted in May. The 2011 budget does not show this as distributed because it was adopted in December 2010. Studies & Projects – The 2010 budget includes a onetime funding for Energy and Emissions Plan & Performance Reporting. Financial Plan Financial Plan Financial Plan Financial Plan –––– Legislative ServicesLegislative ServicesLegislative ServicesLegislative Services All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Grants & Donations – Community grant budget is used to offset lost rental revenues from Salvation Army shelter for a set period of time. Training – The 2010 budget includes funding previously committed to training for Council. Financial Plan Financial Plan Financial Plan Financial Plan –––– CommunicationsCommunicationsCommunicationsCommunications All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Consulting – Funding for onetime costs was included in the 2010 budget. Salaries – 2010 actual costs are lower due to a vacancy. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Conventions & Conferences (12100-6051)8 15 19 19191919 ----0%0%0%0%19 19 19 19 Lease Expense (11000-6230)102 107 122 122122122122 ----0%0%0%0%122 122 122 122 Legal (12101-7030)6 24 ------------- Lieu Time Payouts (12000-5700)--83 187187187187 104104104104 56%56%56%56%193 199 205 212 Memberships (12100-6270)27 28 29 29292929 ----0%0%0%0%29 29 29 29 Miscellaneous (12101-6275)6 5 10 10101010 ----0%0%0%0%10 10 10 10 Prov. Grant (Conditional) (12101-102-4252)-- 54 - 50 - 50- 50- 50- 50 ----0%0%0%0%---- Publications (12101-6335)--1 1111 ----0%0%0%0%1 1 1 1 Salaries (12101-5500)510 572 607 612612612612 5555 1%1%1%1%560 581 602 622 Seminars/Prof Meetings/Train'g (12100-6050)-1 4 4444 ----0%0%0%0%4 4 4 4 Studies & Projects (10000-6380)34 22 107 66666666 - 41- 41- 41- 41 -62%-62%-62%-62%66 66 66 66 TOTAL ADMINISTRATIONTOTAL ADMINISTRATIONTOTAL ADMINISTRATIONTOTAL ADMINISTRATION 693693693693 720720720720 932932932932 1,0001,0001,0001,000 68686868 7%7%7%7% 1,0041,0041,0041,004 1,0311,0311,0311,031 1,0581,0581,0581,058 1,0851,0851,0851,085 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Committee Costs (13000-6045)--4 4444 ----0%0%0%0%4 4 4 4 Conventions & Conferences (13000-6051)20 18 21 21212121 ----0%0%0%0%21 21 21 21 Grants & Donations (13000-6180)66 55 61 58585858 - 3- 3- 3- 3 -5%-5%-5%-5%62 62 62 62 Miscellaneous (13000-6275)15 7 8 8888 ----0%0%0%0%8 8 8 8 Public Relations (13000-7060)8 6 11 11111111 ----0%0%0%0%11 11 11 11 Salaries (13000-5500)442 448 467 480480480480 13131313 3%3%3%3%504 520 534 550 Training (13000-6400)7 -24 16161616 - 8- 8- 8- 8 -50%-50%-50%-50%16 16 16 16 Utilities - Telephone (13000-6520)4 3 7 7777 ----0%0%0%0%7 7 7 7 TOTAL LEGISLATIVETOTAL LEGISLATIVETOTAL LEGISLATIVETOTAL LEGISLATIVE 562562562562 537537537537 603603603603 605605605605 2222 0%0%0%0% 633633633633 649649649649 663663663663 679679679679 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Advertising (12105-6010)21 14 30 30303030 ----0%0%0%0%30 30 30 30 Consulting (12105-7005)20 9 79 35353535 - 44- 44- 44- 44 -126%-126%-126%-126%35 35 35 35 Miscellaneous (12105-6275/6280)6 5 8 8888 ----0%0%0%0%8 8 8 8 Publicity & Promotions (12105-6330)10 7 20 20202020 ----0%0%0%0%20 20 20 20 Salaries (12105-5500)90 64 120 124124124124 4444 3%3%3%3%129 134 139 143 TOTAL COMMUNICATIONSTOTAL COMMUNICATIONSTOTAL COMMUNICATIONSTOTAL COMMUNICATIONS 147147147147 99999999 257257257257 217217217217 - 40- 40- 40- 40 -18%-18%-18%-18% 222222222222 227227227227 232232232232 236236236236 OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO ---- HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 81 Services ProvidedServices ProvidedServices ProvidedServices Provided The Human Resources Department (HR) is a team of seven employees dedicated to providing the 600 plus full and part-time staff members of the District of Maple Ridge with a comprehensive series of services to help them be engaged in their work and maximize their individual contribution to the District’s goals and projects. Excellence in human resources starts by recruiting and promoting the best people into the wide array of jobs in the District. After we recruit, screen, and hire the right people, HR helps make sure the organization focuses on the overall vision and goals of the organization by ensuring each employee has an individual performance plan that defines and describes the employee’s role in achieving their department’s work plan. In addition, the HR team facilitates many focus groups that allow staff members the opportunity to provide input to strategic planning and bring forward operational improvements that they see as they perform their duties and interact with colleagues and the public. The individual performance plans also provide an opportunity for the employee and their supervisor to identify growth and development needs and opportunities. Staff 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 an important ongoing service of the team. In order to promote efficiency, accountability, productivity and the well being of our staff, the HR team administers the Attendance Support program, Employee Assistance programs, Occupational Health and Safety programs, Employee Recognition programs and employee welfare benefits administration. This group is also responsible for the administration of the payroll system (including the tracking of attendance and vacations). 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 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 explore with the Corporate Management Team (CMT) and directors how HR can support departmental efforts to improve the Department’s service to its clients and implement, as appropriate, any programs and activities arising from the exploration. Following the graduation of approximately seventy-five BCIT and VCC students who are also employees, we will be engaging staff throughout the organization to help determine the next focus areas for our cohort training model. We will listen to middle managers to understand the challenges they face in balancing operational and leadership expectations. We will continue to ensure that the District is “The Place to Work” by developing and implementing “respectful workplace guidelines” that include expectations around references to the employer on social media sites and we will re-launch the Telework policy and program in conjunction with the technology changes that will more easily enable working from home. We will continue to address issues identified in the 2009 Occupational Health and Safety (OH&S) Audit conducted in the fall of 2009 and then re-audit the OH&S program subsequent to addressing 2009 issues. Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) 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 OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO –––– HUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCESHUMAN RESOURCES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 82 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position HistStaff Position HistStaff Position HistStaff Position History and Forecastory and Forecastory and Forecastory and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leActual FTEs (net of vacancies & unpaid leActual FTEs (net of vacancies & unpaid leActual FTEs (net of vacancies & unpaid leave)ave)ave)ave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Communications & HR 1.0 - - - - - - - - Mgr Payroll & Employee Relations - - - 0.4 0.4 1.0 1.0 1.0 1.0 1.0 Senior Human Resources Officer 1.0 0.8 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 Personnel Officer - - - - - - 1.0 1.0 1.0 1.0 Human Resources Officer 1.0 1.0 1.0 1.1 1.0 1.0 - - - - Payroll Coordinator - - - - - 0.3 1.0 1.0 1.0 1.0 Human Resources Assistant - - - - 0.5 1.0 1.0 1.0 1.0 1.0 Payroll Clerk 0.8 1.0 1.0 0.9 0.5 0.1 - - - - Human Resources Clerk 1.0 1.0 1.0 1.0 1.0 0.7 - - - - Clerk II 0.3 0.2 0.1 0.3 0.6 0.6 0.7 0.5 0.5 0.5 Other 0.8 - 0.2 0.3 - - - 0.2 0.2 0.2 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 5.95.95.95.9 4.04.04.04.0 4.34.34.34.3 5.05.05.05.0 5.05.05.05.0 5.65.65.65.6 5.75.75.75.7 5.75.75.75.7 5.75.75.75.7 5.75.75.75.7 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Human ResourcesHuman ResourcesHuman ResourcesHuman Resources All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Recruiting Costs – Funding for onetime costs was included in the 2010 budget (Recruiting costs - 3 year Sonic Recruit Applicant Mgt. Service). Studies & Projects – This 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 – Funding for onetime costs were included in the 2010 budget (Vista & Office 2007). 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Consulting (12102-7005)19 18 19 19191919 ----0%0%0%0%19 19 19 19 Program Costs (multiple)172 180 178 196196196196 18181818 9%9%9%9%197 199 203 187 Miscellaneous (12102-6275)12 9 13 13131313 ----0%0%0%0%13 13 13 13 Recruiting Costs (12102-7065)27 55 59 49494949 - 10- 10- 10- 10 -20%-20%-20%-20%49 49 49 49 Salaries (12102-5500)651 861 669 703703703703 34343434 5%5%5%5%731 758 785 811 Studies & Projects (12102-6380)1 1 548 ----- 548- 548- 548- 548 ---- Training (multiple)218 230 229 214214214214 - 15- 15- 15- 15 -7%-7%-7%-7%223 230 239 247 TOTAL HUMAN RESOURCESTOTAL HUMAN RESOURCESTOTAL HUMAN RESOURCESTOTAL HUMAN RESOURCES 1,0991,0991,0991,099 1,3541,3541,3541,354 1,7151,7151,7151,715 1,1941,1941,1941,194 - 521- 521- 521- 521 -44%-44%-44%-44% 1,2321,2321,2321,232 1,2681,2681,2681,268 1,3081,3081,3081,308 1,3261,3261,3261,326 OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO –––– STRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 83 Services ProvidedServices ProvidedServices ProvidedServices Provided The Department of Strategic Economic Initiatives provides information and resources to help citizens start or grow their business. We market investment opportunities in Maple Ridge to our strategic priority sectors– Advanced Technology, Education, and Tourism. Our strategic goal is to attract industrial and commercial investment which will diversify our tax base and create high value local jobs. The District of Maple Ridge is proud to offer a “one-stop” Film Production Liaison service to assist the industry with location scouting and filming logistics. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will be marketing the Town Centre Investment Incentives Program which offers significant incentives, both at the beginning of projects and downstream tax incentives, to develop a wide array of project types in the Town Centre. Our marketing will capture our community’s existing property owners and the development community in the region. To ensure a vibrant and sustainable downtown we will work closely with the Downtown Maple Ridge Business Improvement Association ensuring their plans and projects align with those of the District. Through “Invest North Fraser” – an economic initiative of Maple Ridge, Mission, and Pitt Meadows, we will follow-up on the success of Invest North Fraser’s - Education Forum held in October 2010; a discussion on the pursuit of/desire for enhanced/expanded post secondary education in the region. We will build awareness of Maple Ridge investment opportunities by enhancing our online presence and marketing tools including our website, social media, and e-newsletters. To increase efficiency we will work with the Information Services Department to repatriate the investmapleridge.ca website to the District website, and investigate the possibility of including available real estate on the website. The Film Industry is big business in BC, and Maple Ridge has become a favourite destination for television and film producers. Our office will continue to work closely with the BC Film Commission and the local film and television production industry to ensure that Maple Ridge continues to attract productions. Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement High-Level Community Goals (Appendix C) Build a sustainable community that includes a balance of land use types. Retain the existing number of licensed businesses and attract/generate incremental licensed businesses to the District. Key Performance Measures (mapleridge.visiblestrategies.com) Attract film productions through excellent customer service, cost competitiveness, and a streamlined process. OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO OFFICE OF THE CAO –––– STRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 84 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director Economic Development 0.7 - - - - - - - - - Manager Strategic Economic Initiatives - - - - 0.8 1.0 1.0 1.0 1.0 1.0 Business Retention & Expansion Officer 0.2 1.0 1.0 0.7 - 0.6 1.0 1.0 1.0 1.0 Administrative Assistant 0.2 1.0 0.8 1.0 1.0 0.7 0.9 1.0 1.0 1.0 Film Production Liaison - - 0.7 1.0 1.0 1.0 1.0 1.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 1.01.01.01.0 2.02.02.02.0 2.62.62.62.6 2.72.72.72.7 2.82.82.82.8 3.33.33.33.3 3.93.93.93.9 4.04.04.04.0 4.04.04.04.0 4.04.04.04.0 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Strategic Economic InitiativesStrategic Economic InitiativesStrategic Economic InitiativesStrategic Economic Initiatives All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Grants & Donations – Remittances and collection of the levy for the Business Improvement Area is currently scheduled to end in 2011. Business facade improvement program ends in 2013 Salaries – In the last two years this area has seen part-time positions increased to full-time positions. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Contributions from Others (multiple)- 165 - 164 - 160 - 164- 164- 164- 164 - 4- 4- 4- 4 2%2%2%2%---- Federal Grant (Conditional) (12106-4250)- 69 - 39 ------------- Miscellaneous Income (12106-4390)- 1 - 7 ------------- Permits (12106-4445)- 4 - 7 - 5 - 5- 5- 5- 5 ----0%0%0%0%- 5 - 5 - 5 - 5 Prov. Grant (Unconditional) (12106-4253)- 40 -------------- Sale of Service (12106-4600)- 5 - 8 - 10 - 10- 10- 10- 10 ----0%0%0%0%- 10 - 10 - 10 - 10 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 284 - 225 - 175 - 179- 179- 179- 179 - 4- 4- 4- 4 2%2%2%2%- 15 - 15 - 15 - 15 ExpenseExpenseExpenseExpense Advertising (multiple)232 115 47 47474747 ----0%0%0%0%47 47 47 47 Other Expenses 23 23 7 9999 2222 22%22%22%22%9 9 9 9 Contract (12106-7007)49 37 35 35353535 ----0%0%0%0%35 35 35 35 Conventions & Conferences (12106-6051)7 22 21 21212121 ----0%0%0%0%21 21 21 21 Grants & Donations (12106-6180)161 164 180 189189189189 9999 5%5%5%5%25 25 -- Studies & Projects (12106-6380)11 15 15 15151515 ----0%0%0%0%15 15 15 15 Salaries (12106-5500)264 319 300 321321321321 21212121 7%7%7%7%334 346 359 371 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 748 695 605 637637637637 32323232 5%5%5%5%486 498 486 498 STRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVESSTRATEGIC ECONOMIC INITIATIVES 464464464464 470470470470 430430430430 458458458458 28282828 6%6%6%6% 518518518518 530530530530 518518518518 483483483483 COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICESCOMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 85 The Community Development, Parks & Recreation Services Division (CDPR) has responsibility for parks, recreation, cultural activities, programs, facilities, liaison with community groups, community development work, and accessibility issues. A brief summary of some 2010 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 2011- 2015 period. Subsequent pages in the CDPR section provide information on the departments reporting to this division, including staffing, 2011 workplan highlights, performance measurements, and budgets. The departments within this section are Administration, Parks & Facilities, Recreation, and Community Services (including Social Planning). Select 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division Accomplishments Master Plan for Parks Recreations and Culture adopted, School District No. 42 Plan updated and Harris Road Park Plan developed. Public Art installations. Completed Maple Ridge and Pitt Meadows Joint Agreement Review. Construction of South Bonson Community Centre underway. Five Dog Off Leash parks developed. Red Alder Park, Pitt Meadows Synthetic Field, RCMP holding Cell, Pitt Meadows Sport Court, and Cliff Field renovations all completed. Five neighbourhood school gardens installed; Pitt Meadows Community Garden expanded. Hosted Olympic and Paralympic Torch Relay Events. Initiated Port Haney Neighbourhood Change Process. Festival Support Policy updated. Hosted community workshops for volunteers and boards. Improvements to annual Volunteer Appreciation Events. Children and Youth Services active component integrated into all programming. Pitt Meadows Family Recreation Centre emergency generator installation. Installation of Direct Digital Control system for temperature and ventilation of facility. North Alouette River Greenway and Vernon Bridge (at 136 Avenue) construction underway. Two electronic sign boards installed. Conducted exit surveys at all major recreation facilities. Youth Leadership instructor and hosting accommodation centres training programs. Supported implementation of Haney Farmers Market sustainability plan. Osprey Village Farmers Market pilot project. Efficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness Initiatives Reviews of Aquatics and Civic Space. Request for Proposal and contract for public skate and lessons and Pitt Meadows Arena Operating Agreement. Fitness contract cost-benefit analysis. Upgrade Computerize Leisure Activity Software System (CLASS) program registration software for payment security compliance and tax changes. Increased recreation subsidy funding through partnerships. Renegotiated fee for service agreements with partners. Leisure Centre change room improvements, boxing studio retrofit, and installation of water conservation devices. Operating agreement with Golden Ears Winter Club for curling off-season. Business ContextBusiness ContextBusiness ContextBusiness Context Federal and Provincial government agencies are retreating funding and delivery of some social service and community volunteer programs straining resources at the Municipal level. Staff resources at all levels are stretched (2010 Parks, Recreation, and Culture Master Plan). Festival and program growth has created competition for park and facility space. Rising cost of event insurance poses a challenge for event organizers. Growing evidence of the number of children/youth and families living in poverty. Subsidy programs to encourage participation by citizens with financial challenges is underfunded, while at the same time other agencies are increasing demands on this program. Transportation to centralized recreation services challenging for families without a vehicle. Growing seniors’ population, creating greater demand for a diverse range of services. Museums in Maple Ridge and Pitt Meadows face space challenges for both storage of valuable historical documents and artifacts and display space. Citizens increasingly want services located within their own neighbourhoods. The additional new synthetic sport field meets previously unmet demand. There is a significant expectation for access to the synthetic fields from other users such as school based teams, smaller sports organizations and emerging sports groups. Increases in infrastructure budgets are having a positive effect, reducing the long list of lifecycle replacement projects that need to be addressed each year. Some Parks capital projects are more complex and the process becomes lengthier when approvals are required from multiple agencies. CDPR CDPR CDPR CDPR –––– ADMINISTRATIONADMINISTRATIONADMINISTRATIONADMINISTRATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 86 Services ProvidedServices ProvidedServices ProvidedServices Provided The Community Development, Parks & Recreation Services (CDPR) Administration section’s role is to ensure coordination of resources in the management and development of parks, delivery of recreation and leisure services, and act as a networking agent, information broker, and community resource for citizens. Identified community needs are addressed by a variety of approaches from the direct provision of services to establishing partnerships which leverage expertise and funding from other sources. 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. 2011 Workplan Emphasis 2011 Workplan Emphasis 2011 Workplan Emphasis 2011 Workplan Emphasis We will prepare an implementation plan for the 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 continue to support Corporate Emergency Services planning and training initiatives, participate on the School District No. 42 Municipal Master Agreement Steering Committee, and report on the scope and benefits of School District No. 42 Municipal partnerships. Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement High-Level Community Goals (Appendix C) Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles. Organization ChartOrganization ChartOrganization ChartOrganization Chart These positions all report to CDPR but some are budgeted to other areas. Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vaActual FTEs (net of vaActual FTEs (net of vaActual FTEs (net of vacancies & unpaid leave)cancies & unpaid leave)cancies & unpaid leave)cancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 GM Community Dev, Parks & Rec. 1.0 1.0 1.0 1.0 1.0 1.1 1.6 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 0.2 0.3 1.0 1.0 1.1 1.0 - - - FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 2.52.52.52.5 2.22.22.22.2 2.32.32.32.3 3.03.03.03.0 3.03.03.03.0 3.23.23.23.2 3.63.63.63.6 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0 CDPR CDPR CDPR CDPR –––– ADMINISTRATIONADMINISTRATIONADMINISTRATIONADMINISTRATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 87 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial PlaFinancial PlaFinancial PlaFinancial Plan n n n –––– CDPR AdministrationCDPR AdministrationCDPR AdministrationCDPR Administration All figures represent $’000 (thousands) Comments:Comments:Comments: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 – 2010 budget contained funding for the Fraser Riverfront Master Plan. 2011 includes work on the Leisure center plus ongoing funding for Public Art Program. PM - Cost Recovery (multiple) – The change is largely due to the increasing proportion of the population in Pitt Meadows relative to Maple Ridge (19.27% in 2011, 18.62% in 2010). Financial Plan Financial Plan Financial Plan Financial Plan –––– CDPR SupportCDPR SupportCDPR SupportCDPR Support All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Miscellaneous (multiple) – Increased supplies budget to reflect actual costs. Wages – A part-time Booking Clerk has been moved here by reallocating wage budgets from other areas. SS Allocation (multiple) – The Support Services area is allocated out to all other areas in this division. The increase is reflective of the general organization-wide increase in salaries and other expenses. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Conventions & Conferences (41200-6051)9 10 12 12121212 ----0%0%0%0%12 12 12 12 Other Outside Services (41000/41200-7051)5 5 5 20202020 15151515 75%75%75%75%5 5 20 5 PM - Cost Recovery (41200-4236)- 73 - 66 - 65 - 70- 70- 70- 70 - 5- 5- 5- 5 7%7%7%7%- 69 - 71 - 76 - 77 Recovery - Other (40000-4372)- 20 -------------- Salaries (41200-5500)280 270 285 408408408408 123123123123 30%30%30%30%490 723 1,104 1,497 Special Projects (40000-6385)81 85 123 97979797 - 26- 26- 26- 26 -27%-27%-27%-27%70 70 70 70 Supplies (41200-6300)2 1 3 3333 ----0%0%0%0%3 3 3 3 TOTAL CDPR-ADMINTOTAL CDPR-ADMINTOTAL CDPR-ADMINTOTAL CDPR-ADMIN 284284284284 305305305305 363363363363 470470470470 107107107107 23%23%23%23% 511511511511 742742742742 1,1331,1331,1331,133 1,5101,5101,5101,510 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Bank Charges (47500-6030)33 33 32 32323232 ----0%0%0%0%32 32 32 32 Insurance (41210-6210)63 88 103 103103103103 ----0%0%0%0%103 104 104 104 Miscellaneous (multiple)25 22 19 26262626 7777 27%27%27%27%26 26 26 26 Salaries (multiple)1,876 1,892 2,028 2,1112,1112,1112,111 83838383 4%4%4%4%2,193 2,270 2,352 2,426 Service Severance Costs (41400/42000-5150)27 41 40 42424242 2222 5%5%5%5%43 45 48 48 SS Allocation (41000-5425)- 2,286 - 2,389 - 2,191 - 2,272- 2,272- 2,272- 2,272 - 81- 81- 81- 81 4%4%4%4%- 2,349 - 2,423 - 2,502 - 2,572 Supplies (multiple)36 37 54 50505050 - 4- 4- 4- 4 -8%-8%-8%-8%50 50 50 50 Supplies - Software (41100-6280)73 79 92 89898989 - 3- 3- 3- 3 -3%-3%-3%-3%89 89 89 89 Vehicle Costs (41100/41400-6430)52 55 34 35353535 1111 3%3%3%3%36 37 38 38 Wages (41210-5600)104 131 128 139139139139 11111111 8%8%8%8%144 149 154 159 TOTAL CDPR-SUPPORTTOTAL CDPR-SUPPORTTOTAL CDPR-SUPPORTTOTAL CDPR-SUPPORT 3333 - 11- 11- 11- 11 339339339339 355355355355 16161616 5%5%5%5% 367367367367 379379379379 391391391391 400400400400 CDPR CDPR CDPR CDPR –––– COMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 88 Services ProvidedServices ProvidedServices ProvidedServices 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 community by building community capacity through Social Services Network Development, Community Solutions and Community Building initiatives, and by encouraging Socially Sustainable practices for current and future citizens. Youth Services oversees the Greg Moore and Pitt Meadows Youth Centres and provides recreational program services for preschool children (0 - 5 years), school age 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, partnerships have been developed to offer programming within a collaborative framework increasing the department’s ability to respond to the growing needs of these age groups. Community Services recognizes the important 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. 2011 Workplan Emphasis 2011 Workplan Emphasis 2011 Workplan Emphasis 2011 Workplan Emphasis Social Planning along with the Planning Department will begin the process to develop an Affordable Housing Strategy and continue their work with the Port Haney Neighbourhood Change Initiative to identify priorities and implement an action plan. Children’s Services will strengthen their partnership with School District No. 42 through the introduction of noon-hour and after school recreation programming. The popular Youth Leadership Instructor Training program will be expanded supporting the development of youth mentors, volunteers, and leaders. Youth Services will focus on the creation of several new active opportunities. There will be increased programming in Pitt Meadows at the new outdoor sport court and at the South Bonson Community Centre. Youth Services will explore a partnership with Katzie First Nation to deliver programming at the South Bonson site. Youth will be engaged in the planning and development of the Pitt Meadows Youth Action Park that will be located at Harris Road Park. The Youth Mentorship program will be expanded at the School Yard Action Park at Thomas Haney Secondary School and implemented at the outdoor sport court in Pitt Meadows then moved to the new action park upon its completion. Neighbourhood Development will continue to look for opportunities to encourage the development of informal neighbourhood associations. Neighbourhood champions will be invited to get together to share ideas and to provide direction for program development. There will be maintained support for the expansion of School Neighbourhood Gardens. PerfPerfPerfPerformance Meormance Meormance Meormance Measurementasurementasurementasurement High-Level Community Goals (Appendix C) Support the community social service network in a collaborative process to access additional resources to address community needs, issues, and priorities. Key Performance Measures (mapleridge.visiblestrategies.com) 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. 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.” CDPR CDPR CDPR CDPR –––– COMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 89 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Community Services - - 0.1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Recreation Manager Youth & Neighbourhood Services - - - - - - - 1.0 1.0 1.0 Recreation Manager - Central 1.0 1.0 0.9 - - - - - - - Recreation Coordinator 1.2 1.4 2.0 2.2 3.0 3.2 3.2 3.0 3.0 3.0 Youth Program Supervisor - - - - - 0.6 1.0 - - - Recreation Programmer 1.0 2.0 2.1 1.9 1.8 1.4 1.1 1.0 1.0 1.0 Youth Programmer - - - - - - - 2.0 2.0 2.0 Administrative Assistant - - - - - 0.5 0.5 0.5 0.5 0.5 Program Assistant - - - - - - 5.3 3.2 3.2 3.2 Program Assistant II 0.3 0.6 0.7 - 0.7 2.0 - - - - Program Assistant I 4.1 2.9 3.4 4.3 4.3 2.6 - - - - FullFullFullFull----Time EquivalTime EquivalTime EquivalTime Equivalentententent 7.57.57.57.5 7.97.97.97.9 9.19.19.19.1 9.49.49.49.4 10.810.810.810.8 11.311.311.311.3 12.112.112.112.1 11.711.711.711.7 11.711.711.711.7 11.711.711.711.7 CDPR CDPR CDPR CDPR –––– COMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICESCOMMUNITY SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 90 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Social PlanningSocial PlanningSocial PlanningSocial Planning All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Studies & Projects – Funding for onetime costs was included in the 2010 budget for a variety of Social Planning Action Committee and neighbourhood building initiatives that were not completed in 2009, and were carried forward. FinFinFinFinancial Plan ancial Plan ancial Plan ancial Plan –––– Youth Youth Youth Youth All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Programs/Program Costs – Additional programs increased Program Revenue and Program Costs.\ Grants & Donations – SEED Community Grants. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Salaries (52500-5500)77 80 81 85858585 4444 5%5%5%5%88 91 94 97 Special Promotional Projects (52500-6331)13 -------------- SS Allocation (52500-5425)46 48 44 45454545 1111 2%2%2%2%47 48 50 51 Studies & Projects (multiple)18 15 95 10101010 - 85- 85- 85- 85 -850%-850%-850%-850%10 10 10 10 TOTAL SOCIAL PLANNINGTOTAL SOCIAL PLANNINGTOTAL SOCIAL PLANNINGTOTAL SOCIAL PLANNING 154154154154 143143143143 220220220220 140140140140 - 80- 80- 80- 80 -57%-57%-57%-57% 145145145145 149149149149 154154154154 158158158158 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Lease Revenue (45022-4310)- 10 - 8 - 8 - 8- 8- 8- 8 ----0%0%0%0%- 8 - 8 - 8 - 8 Other Grant (Conditional) (45025-4258)- 74 - 83 - 31 - 31- 31- 31- 31 ----0%0%0%0%- 31 - 31 - 31 - 31 PM - Cost Recovery (45020/52400-4236)- 199 - 183 - 188 - 201- 201- 201- 201 - 13- 13- 13- 13 6%6%6%6%- 211 - 219 - 229 - 239 Programs (multiple)- 456 - 425 - 395 - 348- 348- 348- 348 47474747 -14%-14%-14%-14%- 348 - 348 - 347 - 346 Prov. Grant (Conditional) (45020/45025-4252)- 59 - 65 ------------- Prov. Grant (Unconditional) (45021-4253)- 19 - 21 - 13 - 13- 13- 13- 13 ----0%0%0%0%- 13 - 13 - 13 - 13 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 817 - 785 - 635 - 601- 601- 601- 601 34343434 -5%-5%-5%-5%- 611 - 619 - 628 - 637 ExpenseExpenseExpenseExpense Grants & Donations (52400-6180)---15151515 15151515 100%100%100%100%---- Maintenance - General (multiple)17 21 25 25252525 ----0%0%0%0%25 25 25 25 Program Costs (multiple)564 464 356 328328328328 - 28- 28- 28- 28 -9%-9%-9%-9%337 345 354 363 Salaries (multiple)965 977 883 891891891891 8888 1%1%1%1%921 953 987 1,019 SS Allocation (45020-5425)137 143 131 136136136136 5555 4%4%4%4%141 145 150 154 Supplies (45022-6300)3 2 4 4444 ----0%0%0%0%4 4 4 4 Travel (45026-6410)15 12 13 14141414 1111 7%7%7%7%14 15 15 15 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,701 1,619 1,412 1,4131,4131,4131,413 1111 0%0%0%0%1,442 1,487 1,535 1,580 TOTAL YOUTHTOTAL YOUTHTOTAL YOUTHTOTAL YOUTH 884884884884 834834834834 777777777777 812812812812 35353535 4%4%4%4% 831831831831 868868868868 907907907907 943943943943 CDPR CDPR CDPR CDPR –––– PARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 91 Services ProvidedServices ProvidedServices ProvidedServices Provided The Parks & Facilities Department, in cooperation with the Recreation Department, provides operational services to a number of public meeting and activity facilities including the Leisure Centre, Greg Moore Youth Centre, Pitt Meadows Family Recreation Centre, and two outdoor pools. Other facilities, including the public library, the Arts Centre & Theatre, two museums, two arenas, a golf course, and numerous historic sites are operated in partnerships with other organizations. The Department oversees maintenance of all Municipal facilities including the Municipal Hall, fire halls, and public safety buildings as well as rental and leased properties throughout the community. The Department is also responsible for operating the Municipal parks system, which includes actively used parkland, sport fields, and a substantial number of green-belt areas. The Department operates and maintains the grounds at two Municipal cemeteries, and provides interment services, associated recordkeeping, and public assistance. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis The Parks Department will be developing several new park sites in 2011, including Webster’s Corner Park, Firefighters Park (in the Albion area), and a park located in Silver Valley in Maple Ridge. We will also develop McMynn Park in Pitt Meadows and a new Youth Action Park (skateboard facility) which is proposed to be located in Harris Park in Pitt Meadows. The sport field at Albion Park will be completely renovated in 2011 in conjunction with the development of a water play park at the same location. Staff are investigating a plan to re-use the spray park water used during the day to irrigate the sports field at night in order to reduce the park’s overall water consumption. A new computerized irrigation control system will also be introduced to reduce water consumption on other community sports fields which will reduce the associated manpower costs previously incurred for travel time to manually turn the irrigation systems off during periods of wet weather. The Facilities section is acting as construction liaison for the Pitt Meadows Arena renovation project. This includes the installation of micro piles to strengthen the foundation of the building, interior remodelling, roof replacement, elevator installation as well as mechanical, structural, and electrical upgrades throughout the building. The project is scheduled to be completed in the spring of 2011. Parks staff will meet with both local funeral providers to discuss efficiencies in the collection of required information and collection of fees for interments and other services at the two municipal cemeteries. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) Support and promote citizen volunteer participation as a valuable leisure and recreation activity. Provide new park areas in consultation with residents to determine needs and ensure maximum use of the facilities. Promote individual and community responsibility for the stewardship of natural resources. Extend the useful life of facilities by managing preventative maintenance and repair/replace lifecycle programs. Reduce greenhouse gas emissions by 54% in 2011 from the 2008 baseline. 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. Our target for 2011 is to reduce electricity consumption in the Randy Herman Building by 3% from 2010 values. Our target for 2011 is to reduce electricity consumption in the Leisure Centre by 5% from 2010 values. Natural gas consumption at the Leisure Centre is anticipated to decrease a further 8.5% in 2011 from 2010 levels. The decrease in natural gas consumption is due to extensive mechanical upgrades completed in 2009/2010, which include the use of dehumidification systems that heat pool water that was previously heated by a boiler. CDPR CDPR CDPR CDPR –––– PARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 92 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director Parks & Facilities 1.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Facilities Operations Manager 1.0 1.0 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Manager Parks & Open Space 0.5 1.0 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 1.0 Planning Technician - - - - - - - 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 Recreation Facilities Supervisor - - - - - - - 1.0 1.0 1.0 Building Services Supervisor - - - - - - - 1.0 1.0 1.0 Secretary 0.5 - - - - - - - - - Sr. Parks & Leisure Services Clerk - - - - - 0.2 1.0 1.0 1.0 1.0 Booking Clerk - - - - - - - 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 1.0 Foreman III 1.7 2.0 2.0 2.0 2.0 1.9 1.9 2.0 2.0 2.0 Tradesperson II - Plumber - - - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 Tradesperson II - Electrician 0.2 - - - - 0.8 1.0 1.0 1.0 1.0 Tradesperson II - Carpenter 0.4 1.0 1.0 1.7 1.8 1.9 1.9 2.0 2.0 2.0 Foreman II 1.0 1.0 1.0 1.7 1.2 0.9 1.0 1.0 1.0 1.0 Tradesperson II - Gardener 1.0 0.8 1.0 0.3 - - 0.2 1.0 1.0 1.0 Foreman II - Cemetery 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 1.0 Tradesperson I - Carpenter - - 0.5 0.1 - - - - - - Tradesperson I - Gardener 1.0 1.0 1.8 1.7 1.7 1.9 1.7 2.0 2.0 2.0 Equipment Operator II 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 1.0 1.0 Truck Driver II 1.0 1.0 1.0 1.0 0.1 - - - - - Labourer 5.2 4.8 4.3 7.8 7.6 7.5 6.8 7.0 7.0 7.0 Parks Worker - - - - 0.7 1.0 1.0 1.0 1.0 1.0 Playground Maintenance Worker 1.0 1.0 1.0 - 0.7 1.0 1.0 1.0 1.0 1.0 Grounds Keeper - Fields - - - - - - - 1.0 1.0 1.0 Building Service Workers - - - - - - - 10.0 10.0 10.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 19.019.019.019.0 19.719.719.719.7 20.520.520.520.5 24.524.524.524.5 24.424.424.424.4 27.127.127.127.1 26.426.426.426.4 43.043.043.043.0 43.043.043.043.0 43.043.043.043.0 CDPR CDPR CDPR CDPR –––– PARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 93 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Parks Parks Parks Parks All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Maintenance - General – Reflective of general organization-wide increase in the salary component of this account and the cost of maintaining additional parks assets. Other Outside Services – Increase in the security costs for the downtown during special events. Financial Plan Financial Plan Financial Plan Financial Plan –––– Facilities Facilities Facilities Facilities All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Maintenance (multiple) – The majority of the increase is due to janitorial and power costs at the expanded Fire Hall 1 and Fire Hall 3 now that it is staffed 24 hours a day. The balance of the increase is regular wage increases. Financial Plan Financial Plan Financial Plan Financial Plan –––– Library Library Library Library All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Contract – Library services are delivered through the Fraser Valley Regional Library; increases each year are based on a cost share allocation model. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Lease Revenue (43500-4310)- 194 - 172 - 175 - 175- 175- 175- 175 ----0%0%0%0%- 175 - 175 - 175 - 175 SS Allocation (43500-5425)23 24 22 23232323 1111 4%4%4%4%23 24 25 26 User Fees (multiple)- 86 - 78 - 61 - 61- 61- 61- 61 ----0%0%0%0%- 61 - 61 - 61 - 61 Total RevenueTotal RevenueTotal RevenueTotal Revenue -257 -226 -214 -213 1 0%-213 -212 -211 -210 ExpenseExpenseExpenseExpense Contract (43200-7007)-3 8 8888 ----0%0%0%0%8 8 8 8 Maintenance - General (multiple)2,233 2,253 2,184 2,3982,3982,3982,398 214214214214 9%9%9%9%2,469 2,584 2,706 2,819 Other Outside Services (10000-7051)84 83 146 176176176176 30303030 17%17%17%17%126 126 126 126 PM - Cost Recovery (multiple)- 493 - 508 - 527 - 583- 583- 583- 583 - 56- 56- 56- 56 10%10%10%10%- 609 - 636 - 664 - 690 SS Allocation (multiple)458 478 438 454454454454 16161616 4%4%4%4%468 485 500 514 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,282 2,309 2,249 2,4532,4532,4532,453 204204204204 8%8%8%8%2,462 2,567 2,676 2,777 TOTAL PARKSTOTAL PARKSTOTAL PARKSTOTAL PARKS 2,0252,0252,0252,025 2,0832,0832,0832,083 2,0352,0352,0352,035 2,2402,2402,2402,240 205205205205 9%9%9%9% 2,2492,2492,2492,249 2,3552,3552,3552,355 2,4652,4652,4652,465 2,5672,5672,5672,567 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Insurance (11000-6210)45 20 23 23232323 ----0%0%0%0%23 23 23 23 Maintenance (multiple)263 298 276 335335335335 59595959 18%18%18%18%335 336 336 337 Salaries (11000-5500)60 60 60 62626262 2222 3%3%3%3%65 67 70 72 SS Allocation (11500-5425)251 263 241 250250250250 9999 4%4%4%4%258 266 275 283 Taxes - Rental Properties (10000/11500-4530)17 21 60 62626262 2222 3%3%3%3%65 67 69 71 TOTAL FACILITIESTOTAL FACILITIESTOTAL FACILITIESTOTAL FACILITIES 636636636636 662662662662 660660660660 732732732732 72727272 10%10%10%10% 746746746746 759759759759 773773773773 786786786786 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Contract (47200-7007)2,197 2,220 2,220 2,3752,3752,3752,375 155155155155 7%7%7%7%2,494 2,619 2,750 2,887 Lease Expense (47200-6230)14 14 14 14141414 ----0%0%0%0%14 14 14 14 Lease Revenue (47200-4310)- 5 - 5 ------------- Maintenance - Buildings (47200-8060)168 183 169 170170170170 1111 1%1%1%1%170 170 170 170 Operating Capital (47200-9050)7 5 6 6666 ----0%0%0%0%6 6 6 6 Rentals (47200-4500)- 2 - 1 - 2 - 2- 2- 2- 2 ----0%0%0%0%- 2 - 2 - 2 - 2 SS Allocation (47200-5425)46 48 44 45454545 1111 2%2%2%2%47 48 50 51 TOTAL LIBRARYTOTAL LIBRARYTOTAL LIBRARYTOTAL LIBRARY 2,4252,4252,4252,425 2,4642,4642,4642,464 2,4512,4512,4512,451 2,6082,6082,6082,608 157157157157 6%6%6%6% 2,7292,7292,7292,729 2,8552,8552,8552,855 2,9882,9882,9882,988 3,1263,1263,1263,126 CDPR CDPR CDPR CDPR –––– PARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIESPARKS & FACILITIES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 94 Financial Plan Financial Plan Financial Plan Financial Plan –––– Infrastructure Infrastructure Infrastructure Infrastructure All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: The funding for this area has been increase significantly in 2011 with funding being provided through a levy to fund the maintenance of our assets. The planned expenditures for the next five years have not been updated to reflect this additional funding. FinancFinancFinancFinancial Plan ial Plan ial Plan ial Plan –––– Cemetery Cemetery Cemetery Cemetery All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Maintenance - General – The increase is reflective of general organization-wide increase in salaries. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Infrastructure (multiple)1,099 1,262 640 666666666666 26262626 4%4%4%4%667 669 669 669 TOTAL INFRASTRUCTURETOTAL INFRASTRUCTURETOTAL INFRASTRUCTURETOTAL INFRASTRUCTURE 1,0991,0991,0991,099 1,2621,2621,2621,262 640640640640 666666666666 26262626 4%4%4%4% 667667667667 669669669669 669669669669 669669669669 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fees (52100-4220)- 163 - 156 - 192 - 192- 192- 192- 192 ----0%0%0%0%- 192 - 192 - 192 - 192 Plots (52100-4450)- 157 - 216 - 279 - 279- 279- 279- 279 ----0%0%0%0%- 279 - 279 - 279 - 279 Recovery - Other (52100-4372)- 19 - 9 - 9 - 9- 9- 9- 9 ----0%0%0%0%- 9 - 9 - 9 - 9 Total RevenueTotal RevenueTotal RevenueTotal Revenue -339 -381 -480 -480 0 0%-480 -480 -480 -480 ExpenseExpenseExpenseExpense Maintenance - General (52100-8056)192 180 186 193193193193 7777 4%4%4%4%199 205 211 217 Purchases (52100-7380)4 9 10 10101010 ----0%0%0%0%10 10 10 10 SS Allocation (52100-5425)57 60 55 57575757 2222 4%4%4%4%59 61 63 64 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 253 249 251 260260260260 9999 3%3%3%3%268 276 284 291 TOTAL CEMETERYTOTAL CEMETERYTOTAL CEMETERYTOTAL CEMETERY - 86- 86- 86- 86 - 132- 132- 132- 132 - 229- 229- 229- 229 - 220- 220- 220- 220 9999 -4%-4%-4%-4% - 212- 212- 212- 212 - 204- 204- 204- 204 - 196- 196- 196- 196 - 189- 189- 189- 189 CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 95 Services ProvidedServices ProvidedServices ProvidedServices 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/Pitt Meadows Arts Council 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, the Arts Centre and Theatre, community halls and the 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 healthy community initiatives, as well as administrative duties such as facility rentals and 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. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis Implementation of the Recreation Service Marketing Plan. Maple Ridge and Pitt Meadows Cultural Mapping Project. Collaborate with stakeholders to develop a Green Events Workshop. Collaborate with community volunteer agencies to host volunteer appreciation events in Maple Ridge and Pitt Meadows. Complete construction of South Bonson Community Centre in Pitt Meadows. Host opening and celebration events in the community. Transition Pitt Meadows Arena to new operating arrangement. Implement actions from Civic Centre space review. In the area of sustainability, we will conduct cost- benefit analysis for contracts and leases. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Increase participation of those not currently involved in leisure activities due to financial barriers. Key Performance Measures (mapleridge.visiblestrategies.com) Support and promote citizen volunteer participation as a valuable leisure and recreation activity. Promote independence and a sense of responsibility for the delivery of leisure services by community groups. CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 96 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff PosStaff PosStaff PosStaff Position History and Forecastition History and Forecastition History and Forecastition History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & Actual FTEs (net of vacancies & Actual FTEs (net of vacancies & Actual FTEs (net of vacancies & unpaid leave)unpaid leave)unpaid leave)unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Recreation - - 0.1 1.0 1.0 1.0 0.5 1.0 1.0 1.0 Manager Marketing & Customer Serv. 1.0 1.0 0.9 - - - - - - - Manager of Business Operations - - - - - - - 1.0 1.0 1.0 Recreation Mgr Health & Wellness 1.0 1.0 1.0 1.0 1.0 1.0 0.7 1.0 1.0 1.0 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 Pitt Meadows Area 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 1.0 Recreation Coordinator 3.5 3.6 4.0 4.2 3.3 3.8 3.6 3.4 3.4 3.4 Recreation Facility Supervisor - - - - 0.6 1.0 1.0 - - - Technical Support Supervisor 0.9 1.0 0.5 1.0 - - - - - - Office Supervisor 0.5 - - - - 0.6 1.0 1.0 1.0 1.0 Senior Aquatic Leader - - - - - - - 0.2 0.2 0.2 Aquatic Leader III 5.1 4.9 4.9 4.2 3.4 3.3 4.1 4.7 4.7 4.7 Recreation Programmer 1.0 1.4 1.0 1.9 2.0 2.1 2.3 2.0 2.0 2.0 Administrative Assistant - 1.0 1.0 0.8 1.5 0.5 0.5 0.5 0.5 0.5 Building Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.1 - - - Special Events Assistant - - - - - - 1.0 1.0 1.0 1.0 Promotional Assistant 0.8 3.0 2.5 3.0 3.0 2.3 1.0 1.0 1.0 1.0 Working Supervisor Building Services 1.0 1.0 - - - - - - - - Booking Clerk 1.8 1.7 1.4 1.8 2.0 2.0 2.8 1.5 1.5 1.5 Parks & Leisure Services Clerk - - - - - 0.7 0.6 0.5 0.5 0.5 Program Assistant 0.6 - - 0.1 0.6 0.3 0.9 1.0 1.0 1.0 Clerk II 1.6 0.3 - 0.7 0.7 0.7 0.7 0.6 0.6 0.6 Cashier Clerk Receptionist 8.6 8.1 8.1 8.6 8.3 8.1 7.6 7.9 7.9 7.9 Registration Clerk Typist 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Building Service Worker 10.4 10.4 11.3 10.9 11.6 12.3 13.3 - - - Aquatic Leader II 9.5 8.8 7.1 9.1 9.2 8.6 8.7 8.0 8.0 8.0 Aquatic Leader I 6.0 6.7 8.6 6.8 8.0 7.8 7.2 8.0 8.0 8.0 Other - - 0.3 - - 0.1 - - - - FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 57.357.357.357.3 57.757.757.757.7 56.756.756.756.7 58.958.958.958.9 61.261.261.261.2 61.261.261.261.2 62.662.662.662.6 48.348.348.348.3 48.348.348.348.3 48.348.348.348.3 Contract staff are not represented. CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 97 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Leisure CentreLeisure CentreLeisure CentreLeisure Centre All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Lease Revenue – Revenue from vending machines were reduced due to the promotion of healthy choices. Program Costs (multiple) – Growth related increases in several fitness programs offered to the public Financial Plan Financial Plan Financial Plan Financial Plan –––– Outdoor PoolsOutdoor PoolsOutdoor PoolsOutdoor Pools All figures represent $’000 (thousands) Financial Plan Financial Plan Financial Plan Financial Plan –––– Seniors Seniors Seniors Seniors All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Contract – The budget includes a 3% annual increase in the RMSS fee for service. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Admin Fee (47500-4100)- 11 - 11 - 9 - 9- 9- 9- 9 ----0%0%0%0%- 9 - 9 - 9 - 9 Admissions (47500-4110/4111)- 844 - 875 - 841 - 841- 841- 841- 841 ----0%0%0%0%- 841 - 842 - 841 - 841 Lease Revenue (47500-4310)- 55 - 54 - 67 - 57- 57- 57- 57 10101010 -18%-18%-18%-18%- 57 - 57 - 57 - 57 Lessons / Program Fees (47500-4320)- 388 - 388 - 350 - 350- 350- 350- 350 ----0%0%0%0%- 350 - 350 - 350 - 350 Programs (multiple)- 252 - 234 - 271 - 271- 271- 271- 271 ----0%0%0%0%- 271 - 271 - 271 - 271 Rentals (multiple)- 100 - 109 - 84 - 84- 84- 84- 84 ----0%0%0%0%- 84 - 84 - 84 - 84 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,650 - 1,671 - 1,622 - 1,612- 1,612- 1,612- 1,612 10101010 -1%-1%-1%-1%- 1,612 - 1,613 - 1,612 - 1,612 ExpenseExpenseExpenseExpense Cost of Goods Sold (47500-7300)8 6 9 9999 ----0%0%0%0%9 9 9 9 Equipment (47500-7340)17 11 15 15151515 ----0%0%0%0%15 15 15 15 Maintenance (47500-8057/8056)485 419 384 384384384384 ----0%0%0%0%383 383 383 383 PM - Cost Recovery (47500-4236)- 349 - 360 - 375 - 413- 413- 413- 413 - 38- 38- 38- 38 9%9%9%9%- 431 - 451 - 471 - 489 Program Costs (multiple)491 491 498 505505505505 7777 1%1%1%1%514 522 528 528 Publicity & Promotions (47500-6330)72 83 73 73737373 ----0%0%0%0%73 73 73 73 SS Allocation (47500-5425)417 436 400 415415415415 15151515 4%4%4%4%429 442 457 469 Supplies (multiple)78 64 82 78787878 - 4- 4- 4- 4 -5%-5%-5%-5%78 78 78 78 Wages (multiple)1,755 1,878 1,854 1,9391,9391,9391,939 85858585 4%4%4%4%2,004 2,071 2,146 2,210 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,974 3,028 2,940 3,0053,0053,0053,005 65656565 2%2%2%2%3,074 3,142 3,218 3,276 TOTAL LEISURE CENTRETOTAL LEISURE CENTRETOTAL LEISURE CENTRETOTAL LEISURE CENTRE 1,3241,3241,3241,324 1,3571,3571,3571,357 1,3181,3181,3181,318 1,3931,3931,3931,393 75757575 5%5%5%5% 1,4621,4621,4621,462 1,5291,5291,5291,529 1,6061,6061,6061,606 1,6641,6641,6641,664 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Admissions (47400/47410-4110)- 25 - 17 - 33 - 33- 33- 33- 33 ----0%0%0%0%- 33 - 33 - 33 - 33 Lessons / Program Fees (47400-4320)- 8 - 12 ------------- PM - Cost Recovery (47410-4236)- 24 - 21 - 21 - 21- 21- 21- 21 ----0%0%0%0%- 22 - 23 - 23 - 24 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 58 - 50 - 54 - 54- 54- 54- 54 ----0%0%0%0%- 55 - 56 - 56 - 57 ExpenseExpenseExpenseExpense Maintenance - General (47400/47410-8056)51 44 39 39393939 ----0%0%0%0%39 40 41 41 Program Costs (47410-6325/6500)30 23 27 25252525 - 2- 2- 2- 2 -8%-8%-8%-8%26 27 28 29 SS Allocation (47400-5425)46 48 44 45454545 1111 2%2%2%2%47 48 50 51 Salaries (47410-5500/5600)28 25 29 27272727 - 2- 2- 2- 2 -7%-7%-7%-7%28 29 30 31 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 155 140 139 136136136136 - 3- 3- 3- 3 -2%-2%-2%-2%140 144 149 152 TOTAL OUTDOOR POOLSTOTAL OUTDOOR POOLSTOTAL OUTDOOR POOLSTOTAL OUTDOOR POOLS 97979797 90909090 85858585 82828282 - 3- 3- 3- 3 -4%-4%-4%-4% 85858585 88888888 93939393 95959595 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Contract (45010/47300-7007)171 208 207 212212212212 5555 2%2%2%2%218 224 230 236 Lease Revenue (47300-4310)- 20 - 20 - 20 - 20- 20- 20- 20 ----0%0%0%0%- 20 - 20 - 20 - 20 Maintenance - General (47300-8056)-10 14 15151515 1111 7%7%7%7%15 16 16 17 PM - Cost Recovery (47300-4236)- 40 - 50 - 50 - 53- 53- 53- 53 - 3- 3- 3- 3 6%6%6%6%- 55 - 56 - 58 - 60 Program Costs (47300-6325)2 1 ------------- Prov. Grant (Conditional) (47300-4252)- 3 -------------- SS Allocation (47300-5425)57 60 55 57575757 2222 4%4%4%4%59 61 63 64 TOTAL SENIORSTOTAL SENIORSTOTAL SENIORSTOTAL SENIORS 167167167167 209209209209 206206206206 211211211211 5555 2%2%2%2% 217217217217 225225225225 231231231231 237237237237 CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 98 Financial Plan Financial Plan Financial Plan Financial Plan –––– Heritage Heritage Heritage Heritage All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Contract – The increase is due to a museum storage fee and general increases in service fees. Financial Plan Financial Plan Financial Plan Financial Plan –––– Special ServicesSpecial ServicesSpecial ServicesSpecial Services All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Program Costs – Grant related costs of $7,000 in 2010. Supplies – Furniture and window blinds purchases in 2010. Financial Plan Financial Plan Financial Plan Financial Plan –––– Arts Arts Arts Arts All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Contract (multiple) – Ongoing incremental increases in the Arts Centre contract. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Admissions (48000-4110)--- 2 - 2- 2- 2- 2 ----0%0%0%0%- 2 - 2 - 2 - 2 Contract (48000-7007)179 198 198 204204204204 6666 3%3%3%3%208 212 216 220 Maintenance - General (48000-8056)11 11 9 9999 ----0%0%0%0%9 9 9 9 Maintenance - Grounds (48000/48010-8065)35 22 25 25252525 ----0%0%0%0%25 25 25 25 PM - Cost Recovery (48000-4236)- 48 - 51 - 50 - 53- 53- 53- 53 - 3- 3- 3- 3 6%6%6%6%- 54 - 55 - 56 - 57 SS Allocation (48000-5425)29 30 27 28282828 1111 4%4%4%4%29 30 31 32 TOTAL HERITAGETOTAL HERITAGETOTAL HERITAGETOTAL HERITAGE 206206206206 210210210210 207207207207 211211211211 4444 2%2%2%2% 215215215215 219219219219 223223223223 227227227227 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Lessons / Program Fees (45010/45015-4320)- 52 - 44 - 40 - 40- 40- 40- 40 ----0%0%0%0%- 40 - 40 - 40 - 40 Other Grant (Conditional) (45015-4258)- 2 - 1 ------------- PM - Cost Recovery (45010-4236)- 58 - 38 - 40 - 41- 41- 41- 41 - 1- 1- 1- 1 2%2%2%2%- 42 - 43 - 44 - 45 Program Costs (45015-6325/6326)60 49 49 42424242 - 7- 7- 7- 7 -17%-17%-17%-17%42 42 42 42 Programs - Subsidized Admiss. (45015-6329)1 1 13 13131313 ----0%0%0%0%13 13 13 13 Prov. Grant (Conditional) (45010-4252)- 35 - 38 - 34 - 34- 34- 34- 34 ----0%0%0%0%- 34 - 34 - 34 - 34 Salaries (multiple)200 92 89 93939393 4444 4%4%4%4%96 99 102 105 SS Allocation (45010-5425)80 84 77 80808080 3333 4%4%4%4%82 85 88 90 Supplies (multiple)11 13 18 15151515 - 3- 3- 3- 3 -20%-20%-20%-20%15 15 15 15 Wages (45010/45015-5600)34 38 34 34343434 ----0%0%0%0%34 34 34 34 TOTAL SPECIAL SERVICESTOTAL SPECIAL SERVICESTOTAL SPECIAL SERVICESTOTAL SPECIAL SERVICES 239239239239 156156156156 166166166166 162162162162 - 4- 4- 4- 4 -2%-2%-2%-2% 166166166166 171171171171 176176176176 180180180180 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Contract (multiple)610 621 621 646646646646 25252525 4%4%4%4%666 682 694 707 Lease Revenue (47700-4310)- 80 - 80 - 80 - 80- 80- 80- 80 ----0%0%0%0%- 80 - 80 - 80 - 80 Maintenance - General (47700-8056)11 12 7 7777 ----0%0%0%0%7 7 7 7 PM - Cost Recovery (47700-4236)- 121 - 126 - 114 - 122- 122- 122- 122 - 8- 8- 8- 8 7%7%7%7%- 126 - 130 - 133 - 136 SS Allocation (47700-5425)80 84 77 80808080 3333 4%4%4%4%82 85 88 90 TOTAL ARTSTOTAL ARTSTOTAL ARTSTOTAL ARTS 500500500500 511511511511 511511511511 531531531531 20202020 4%4%4%4% 549549549549 564564564564 576576576576 588588588588 CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 99 Financial Plan Financial Plan Financial Plan Financial Plan –––– Pitt Meadows Heritage HallPitt Meadows Heritage HallPitt Meadows Heritage HallPitt Meadows Heritage Hall & South Bonson& South Bonson& South Bonson& South Bonson All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: New South Bonson facility increased revenues and expenses for a net change of $87K. Financial Plan Financial Plan Financial Plan Financial Plan –––– Arenas Arenas Arenas Arenas All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Program Costs (multiple) – The amount of subsidized ice time is being increased by about 10% a year for 2010 through 2014. There is also a fee adjustment every five years, linked to CPI, with the next adjustment in 2014. Financial Plan Financial Plan Financial Plan Financial Plan –––– Special EventsSpecial EventsSpecial EventsSpecial Events All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Special Events/Prov. Grant (Conditional) – 2010 Actual costs and revenues included onetime costs/grants for the Olympic Torch Relay. 2011 Family Friendly events planned for Memorial Peace Park funded by gaming proceeds. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Admissions (47610-4110)- 22 - 32 - 24 - 24- 24- 24- 24 ----0%0%0%0%- 24 - 24 - 24 - 24 PM - Cost Recovery (46550-4236)--- 10 - 32- 32- 32- 32 - 22- 22- 22- 22 69%69%69%69%- 32 - 33 - 34 - 34 Program Fees (46550-4230)--- 5 - 10- 10- 10- 10 - 5- 5- 5- 5 50%50%50%50%- 10 - 10 - 10 - 10 Rentals (46550-4500)--- 22 - 44- 44- 44- 44 - 22- 22- 22- 22 50%50%50%50%- 44 - 44 - 44 - 44 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 22 - 32 - 61 - 110- 110- 110- 110 - 49- 49- 49- 49 45%45%45%45%- 110 - 111 - 112 - 112 ExpenseExpenseExpenseExpense Maintenance - Buildings (46550/47010-8060)142 133 140 181181181181 41414141 23%23%23%23%184 187 190 193 PM - Cost Recovery (41210-4236)- 32 - 30 - 28 - 30- 30- 30- 30 - 2- 2- 2- 2 7%7%7%7%- 31 - 32 - 33 - 34 Program Costs (46550-6325)5 1 26 62626262 36363636 58%58%58%58%62 62 62 62 SS Allocation (47610/46000-5425)51 54 49 74747474 25252525 34%34%34%34%76 79 81 84 Wages (46550-5600)4 6 34 70707070 36363636 51%51%51%51%73 75 78 79 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 170 164 221 357357357357 136136136136 38%38%38%38%364 371 378 384 TOTAL PM HERITAGE HALL & SOUTH BONSONTOTAL PM HERITAGE HALL & SOUTH BONSONTOTAL PM HERITAGE HALL & SOUTH BONSONTOTAL PM HERITAGE HALL & SOUTH BONSON 148148148148 132132132132 160160160160 247247247247 87878787 35%35%35%35% 254254254254 260260260260 266266266266 272272272272 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Admissions (multiple)- 40 - 37 - 41 - 41- 41- 41- 41 ----0%0%0%0%- 41 - 41 - 41 - 41 Lease Revenue (47010/47100-4310)--- 27 - 27- 27- 27- 27 ----0%0%0%0%- 27 - 27 - 27 - 27 Lessons / Program Fees (47010/47600-4320)- 67 - 85 - 58 - 58- 58- 58- 58 ----0%0%0%0%- 58 - 58 - 58 - 58 PM - Cost Recovery (47100/47600-4236)- 120 - 124 - 140 - 151- 151- 151- 151 - 11- 11- 11- 11 7%7%7%7%- 160 - 169 - 190 - 190 Programs - Special Events (47010-4324/4325)- 1,210 - 1,035 - 1,000 - 1,000- 1,000- 1,000- 1,000 ----0%0%0%0%- 1,000 - 1,000 - 1,000 - 1,000 Rentals (multiple)- 209 - 195 - 181 - 181- 181- 181- 181 ----0%0%0%0%- 181 - 181 - 181 - 181 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,646 - 1,476 - 1,447 - 1,458- 1,458- 1,458- 1,458 - 11- 11- 11- 11 1%1%1%1%- 1,467 - 1,476 - 1,497 - 1,497 ExpenseExpenseExpenseExpense Lease Expense (47010-6230)44 45 68 68686868 ----0%0%0%0%68 68 68 68 Maintenance - General (47100/47600-8056)55 20 20 20202020 ----0%0%0%0%20 20 20 20 Program Costs (multiple)1,987 1,757 1,862 1,8911,8911,8911,891 29292929 2%2%2%2%1,932 1,976 2,082 2,075 SS Allocation (47100/47600-5425)80 84 77 80808080 3333 4%4%4%4%82 85 88 90 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,166 1,906 2,027 2,0592,0592,0592,059 32323232 2%2%2%2%2,102 2,149 2,258 2,253 TOTAL ARENASTOTAL ARENASTOTAL ARENASTOTAL ARENAS 520 430 580 601 21 3% 635 673 761 756 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Miscellaneous Income (45030-4390)- 1 - 7 - 1 - 1- 1- 1- 1 ----0%0%0%0%- 1 - 1 - 1 - 1 PM - Cost Recovery (45030-4236)- 34 - 48 - 46 - 49- 49- 49- 49 - 3- 3- 3- 3 6%6%6%6%- 51 - 52 - 54 - 55 Programs - Special Events (45030-4325)- 1 - 1 - 1 - 1- 1- 1- 1 ----0%0%0%0%- 1 - 1 - 1 - 1 Prov. Grant (Conditional) (45030-4252)- 2 - 45 - 2 - 2- 2- 2- 2 ----0%0%0%0%- 2 - 2 - 2 - 2 Salaries (45030-5500)-120 112 117117117117 5555 4%4%4%4%121 125 130 134 Software Maintenance (41100-7070)-1 3 3333 ----0%0%0%0%3 3 3 3 Special Events (45030-6360)111 96 49 60606060 11111111 18%18%18%18%52 53 54 54 SS Allocation (45030-5425)80 84 77 80808080 3333 4%4%4%4%82 85 88 90 TOTAL SPECIAL EVENTSTOTAL SPECIAL EVENTSTOTAL SPECIAL EVENTSTOTAL SPECIAL EVENTS 153153153153 200200200200 191191191191 207207207207 16161616 8%8%8%8% 203203203203 210210210210 217217217217 222222222222 CDPR CDPR CDPR CDPR –––– RECREATIONRECREATIONRECREATIONRECREATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 100 Financial Plan Financial Plan Financial Plan Financial Plan –––– Pitt Meadows Family Recreation CentrePitt Meadows Family Recreation CentrePitt Meadows Family Recreation CentrePitt Meadows Family Recreation Centre All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Maintenance - General – The budget increase is reflective of general organization-wide increase in the salary component of this account. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fees (41250-4220)- 1 - 1 - 2 - 1- 1- 1- 1 1111 -100%-100%-100%-100%- 1 - 1 - 1 - 1 Lease Revenue (41250-4310)- 26 - 27 - 18 - 18- 18- 18- 18 ----0%0%0%0%- 18 - 18 - 18 - 18 PM - Cost Recovery (41250-4236)- 138 - 150 - 125 - 134- 134- 134- 134 - 9- 9- 9- 9 7%7%7%7%- 138 - 142 - 147 - 151 Program Fees (41250-4231)- 40 - 27 - 50 - 50- 50- 50- 50 ----0%0%0%0%- 50 - 50 - 50 - 50 Programs (41250-4322)- 82 - 83 - 79 - 79- 79- 79- 79 ----0%0%0%0%- 79 - 79 - 79 - 79 Rentals (41250-4501/4502)- 28 - 25 - 27 - 27- 27- 27- 27 ----0%0%0%0%- 27 - 27 - 27 - 27 Rentals (46500-4500)- 25 - 26 - 29 - 29- 29- 29- 29 ----0%0%0%0%- 29 - 29 - 29 - 29 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 340 - 339 - 330 - 338- 338- 338- 338 - 8- 8- 8- 8 2%2%2%2%- 342 - 346 - 351 - 355 ExpenseExpenseExpenseExpense Contract (46500-7007)13 12 15 15151515 ----0%0%0%0%15 15 15 15 Maintenance - General (multiple)185 217 201 206206206206 5555 2%2%2%2%210 215 219 224 Program Costs (multiple)103 99 111 111111111111 ----0%0%0%0%111 111 111 111 Salaries (41250-5500/5503)143 149 154 161161161161 7777 4%4%4%4%166 172 179 185 SS Allocation (41250-5425)326 340 312 324324324324 12121212 4%4%4%4%335 345 357 367 Supplies (multiple)20 22 24 24242424 ----0%0%0%0%24 24 24 24 Wages (41250-5601/5602)26 32 ------------- Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 816 871 817 841841841841 24242424 3%3%3%3%861 882 905 926 TOTAL PMFRCTOTAL PMFRCTOTAL PMFRCTOTAL PMFRC 476476476476 532532532532 487487487487 503503503503 16161616 3%3%3%3% 519519519519 536536536536 554554554554 571571571571 CORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICESCORPORATE & FINANCIAL SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 101 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 2010 accomplishments are shown below, followed by efficiency and effectiveness initiatives, and the business context relevant to the 2011-2015 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 Administration, Clerk’s, Emergency Services, Finance, Information Services, Fire, and Police. Select 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division Accomplishments Developed and implemented financial components of the Town Centre Area Investment Incentives Program. Increased the online services delivery for citizens for transaction services and performance information. Fire Department initiatives to increase coverage in the community, offer assistance to other communities and community outreach programs Policing initiatives to target resources, increase visibility and enforcement and engage the public Published and distributed Budget Document, Annual Report, Tax Newsletter, and Online Newsletter. Emergency Operations Centre training and exercises completed. Management of Maple Ridge Business Centre. Efficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness Initiatives A new file classification system implemented in 50% of departments. Modernized the audio visual equipment in Council Chambers. Archiving period of agenda packages on website increased from three months to one year. Reviewed payment processing, deposit procedures and documentation. Retrofit Fire Hall #1 as a Leadership in Energy and Environmental Design (LEED) Building. Computing equipment was modernized leading to a 13% reduction in electricity consumption, and came in well under budget. Equipment replacement work for printers and mobile phones resulted in improved service at less cost. A vacancy management program. Reviewed RCMP dispatch services and converted RCMP position to civilian position for cost savings. New radio tower constructed on Thornhill will improve Municipal radio service and pay for itself with secondary revenue of rental of tower space. Completed fibre optic network to Fire Hall #1 and Operations Centre to improve communications capability. Testing new remote access to computing resources for staff. Business ContextBusiness ContextBusiness ContextBusiness Context Our investment in our people is increasing our effectiveness as an organization. Segregated some core District computing equipment to Fire Hall #1 for disaster recovery capability. Regular review of our tax policies to ensure we remain competitive and affordable. Long term financial planning to manage current needs, future infrastructure needs, and management of reserves to mitigate tax impact on citizens. Economic uncertainty demands that we remain conservative in our financial planning. Records Centre is nearing capacity and archive facility is aging and nearing capacity at a time when new demands, such as social media and interdepartmental collaboration of data are coming on stream. Public Sector Accounting Board (PSAB) changes continue to present unique challenges as new accounting standards must be adopted. Involvement in proposed standards is critical during development phase. Contract management should include Finance Department in earliest stages of development. Technology infrastructure changes require increasing Finance Department time commitments (Ross upgrade due to Oracle, Crystal upgrades, archiving, security). Increased involvement in capital and development related programs (Tangible Capital Assets reporting, long-term capital planning, utility rate reviews) requires expanded knowledge base for Finance staff. Increased number of holding properties increases vacant housing management. The increased reliance of the District Information services by all departments require 24/7 support New services and applications such as Document Management, Infrastructure Management, and Geographic Information Systems. RCMP resources are impacted by factors such as increased access to community from new bridges, prolific offenders, and increasing investigative standards. RCMP recruitment challenges as levels of officer experience decreases due to retirements. Support from Provincial agencies for individuals and families requiring assistance beyond the three days provided by Emergency Social Services (ESS) is lacking. Emergency response infrastructure has been increased at Fire Hall #1 Province continues to struggle with funding to support training for both Emergency Operations Centre and ESS personnel. In addition, there are difficulties retaining volunteers when there are no emergency events. 35% reduction of Federal funding for the grant portion of the Joint Emergency Preparedness Program in BC. CFS CFS CFS CFS ---- ADMINISTRATADMINISTRATADMINISTRATADMINISTRATIONIONIONION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 102 Services ProvidedServices ProvidedServices ProvidedServices Provided The Corporate & Financial Services (CFS) Administration section is responsible for making recommendations to merge and align strategic planning, best practices, performance measures, and budget priorities that guide decision-making in our organization. In addition, we are responsible for carrying out corporate initiatives as directed by Council and the Corporate Management Team (CMT), and we attend to enquiries and requests for assistance from staff, Council, and the public. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will continue our successful Business Planning process to make sure it meets our needs including assisting CMT in establishing strategic focus area priorities, reporting on the 2011-2015 Business Planning process results, and producing Business Plan Guidelines for 2012-2016. We will assist in the implementation of the Downtown Incentive program and support the Emergency Operations Centre preparation plan. We will assist the Fire Department in the continued roll- out of the Master Plan by working with the Fire Chiefs to develop plans for Fire Hall 4. We will provide both the RCMP and Police Services with municipal support and assistance on financial matters; and we will update Council on the Provincial/RCMP contract negotiations. Organization Chart Organization Chart Organization Chart Organization Chart These positions all report to CFS but some are budgeted to other areas. CFS CFS CFS CFS ---- ADMINISTRATADMINISTRATADMINISTRATADMINISTRATIONIONIONION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 103 Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 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 0.5 0.5 0.5 0.8 1.0 1.0 1.0 1.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 1.51.51.51.5 1.51.51.51.5 1.51.51.51.5 1.81.81.81.8 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0 2.02.02.02.0 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– CFS Administration CFS Administration CFS Administration CFS Administration All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Salaries – This account includes funding allocated to this Division to address costs associated with growth. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Conventions & Conferences (12000-6051)13 12 25 25252525 ----0%0%0%0%25 25 25 25 Legal (41000-7030)6 11 ------------- Memberships (12000-6270)1 -1 1111 ----0%0%0%0%1 1 1 1 Miscellaneous (12100-6275)2 3 2 2222 ----0%0%0%0%2 2 2 2 Salaries (12000-5500)192 200 181 227227227227 46464646 20%20%20%20%365 415 485 555 TOTAL CFS ADMINTOTAL CFS ADMINTOTAL CFS ADMINTOTAL CFS ADMIN 214214214214 226226226226 209209209209 255255255255 46464646 18%18%18%18% 393393393393 443443443443 513513513513 583583583583 CFS CFS CFS CFS –––– CLERK’SCLERK’SCLERK’SCLERK’S District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 104 Services ProvidedServices ProvidedServices ProvidedServices Provided The Clerk's Department is responsible for supporting legislative matters and decisions of Council. Responsibilities include 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 the Freedom of Information and Protection of Privacy legislation. The Department conducts the triennial general local and school district elections as well as by-elections and referenda. The Department is responsible for the acquisition and disposal of all District land needs at the best possible value to the taxpayer, and for the administration of all District rental properties. The District’s Risk Management program for loss control and insurance is also a function of the Department. 2011 Workplan 2011 Workplan 2011 Workplan 2011 Workplan EmphasisEmphasisEmphasisEmphasis We will conduct the Local Government Election, and in conjunction with the Communications Department, we will develop and implement a “Get Out the Vote” campaign to educate voters and encourage participation on election day. We will also develop and conduct a session to familiarize and educate the newly elected Council with their roles and responsibilities as well as District systems and procedures. We will continue our work on document management with the implementation of an Electronic Document Management System, determine facility requirements for storage of archival paper records for the next 10 years, and identify requirements for storage of archival electronic records in conjunction with the Information Services Department to ensure access remains achievable through technology changes. We will begin restoration of archived minutes including rebinding of minute books from late 1800’s and early 1900’s and provide storage of more recent minutes in archival cases. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) 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 CFS CFS CFS CFS –––– CLERK’SCLERK’SCLERK’SCLERK’S District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 105 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Manager of Legislative Services - - 0.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Municipal Clerk 1.0 1.0 1.0 - - - - - - Property and Risk Manager 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0 1.0 Confidential Secretary 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0 Records Coordinator - - - - - - - 0.5 0.5 0.5 Emergency Program Assistant/ Emergency SS Director - - - - - - - 1.0 1.0 1.0 Committee Clerk 0.4 0.5 0.6 0.5 0.7 0.7 0.7 0.7 0.7 0.7 Legislative Clerk 1.0 1.1 1.4 1.2 1.4 1.2 1.0 1.0 1.0 1.0 Clerk II – Emergency Program - - - - - - - 0.5 0.5 0.5 Clerk Typist III 1.3 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Mail Clerk 0.5 0.6 0.6 0.7 0.8 0.8 0.6 0.6 0.6 0.6 Other - - - 0.2 - 0.3 0.7 1.1 1.1 1.1 FullFullFullFull----Time EqTime EqTime EqTime Equivalentuivalentuivalentuivalent 6.26.26.26.2 6.36.36.36.3 6.56.56.56.5 6.66.66.66.6 6.96.96.96.9 7.07.07.07.0 7.07.07.07.0 9.49.49.49.4 9.49.49.49.4 9.49.49.49.4 Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies. CFS CFS CFS CFS –––– CLERK’SCLERK’SCLERK’SCLERK’S District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 106 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Clerks DepartmentClerks DepartmentClerks DepartmentClerks Department All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Advertising – Funding for elections is included every 3 years. Lease Revenue – Budget for leases and recovery of common area cost have been updated. Legal – Funding for onetime costs was included in the 2010 budget (Legal Costs - Zoning Bylaw). Studies & Projects – Funding for onetime costs was included in the 2010 budget (Silver Valley Land Sale - Strategy Development). Maintenance - Buildings – Budget updated to reflect actual building maintenance costs. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fees (11800/35000-4220)- 150 - 156 - 142 - 157- 157- 157- 157 - 15- 15- 15- 15 10%10%10%10%- 157 - 157 - 157 - 157 Lease Revenue (multiple)- 1,574 - 1,520 - 1,376 - 1,606- 1,606- 1,606- 1,606 - 230- 230- 230- 230 14%14%14%14%- 1,610 - 1,614 - 1,614 - 1,614 Rentals (multiple)- 150 - 126 - 148 - 145- 145- 145- 145 3333 -2%-2%-2%-2%- 148 - 136 - 136 - 136 Salaries Recovery (14000-5400)--- 25 - 25- 25- 25- 25 ----0%0%0%0%- 25 - 25 - 25 - 25 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,874 - 1,802 - 1,691 - 1,933- 1,933- 1,933- 1,933 - 242- 242- 242- 242 13%13%13%13%- 1,940 - 1,932 - 1,932 - 1,932 ExpenseExpenseExpenseExpense Advertising (12103/13500-6010)2 -2 77777777 75757575 97%97%97%97%2 2 77 2 Other Exp (multiple)94 38 32 22222222 - 10- 10- 10- 10 111%111%111%111%22 22 22 22 Coffee / Etc. (12101-6040)32 32 27 27272727 ----0%0%0%0%27 27 27 27 Insurance (multiple)675 722 796 805805805805 9999 1%1%1%1%813 820 825 830 Insurance Recovery (12101-6209)- 303 - 359 - 426 - 433- 433- 433- 433 - 7- 7- 7- 7 2%2%2%2%- 440 - 447 - 448 - 448 Insurance-Adj Fee / Deductible (14000-6211)267 5 25 25252525 ----0%0%0%0%25 25 25 25 Legal (12000/12103-7030)86 80 226 176176176176 - 50- 50- 50- 50 -28%-28%-28%-28%176 176 176 176 Maintenance - Buildings (11800-8060)481 448 373 445445445445 72727272 16%16%16%16%445 445 445 445 Maintenance - General (14000-8056)39 22 42 42424242 ----0%0%0%0%42 42 42 42 Postage & Courier (12101-6305)36 44 41 42424242 1111 2%2%2%2%43 45 45 45 Salaries (multiple)511 554 619 659659659659 40404040 6%6%6%6%683 705 729 750 Stationery (12000-6370)20 18 27 27272727 ----0%0%0%0%27 27 27 27 Studies & Projects (12103/14000-6380)20 21 59 23232323 - 36- 36- 36- 36 -157%-157%-157%-157%23 23 23 23 Taxes - Rental Properties (multiple)49 44 58 63636363 5555 8%8%8%8%55 55 55 55 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,011 1,669 1,901 2,0002,0002,0002,000 99999999 5%5%5%5%1,943 1,967 2,070 2,021 TOTAL CLERKSTOTAL CLERKSTOTAL CLERKSTOTAL CLERKS 137137137137 - 133- 133- 133- 133 210210210210 67676767 - 143- 143- 143- 143 -213%-213%-213%-213% 3333 35353535 138138138138 89898989 CFSCFSCFSCFS –––– EMERGENCY SERVICESEMERGENCY SERVICESEMERGENCY SERVICESEMERGENCY SERVICES District of Maple Ridge Services ProvidedServices ProvidedServices ProvidedServices Provided The Municipal Joint Emergency Program collective title for the organization, plans, and procedures established within the District of Maple Ridge and the City of Pitt Meadows for managing and administering local response to major emergencies and disasters. The Emergency Management Committee (EMC) is chaired by two Emergency Program Coordinators and is comprised of the following representatives from the two partner communities; two Chief Administrative Officers, two Fire Chiefs, the General Manager: Public Works & Development Services, General Manager: Community Development, Parks & Recreation Services, the Direc of Operations and Development Services, and the Emergency Program Assistant. Emergency Program Coordinators are responsible for planning and developing the Emergency Management Committee’s (EMC) response program within the guidelines of the British Columbia Emergency Response Management System (BCERMS). They also provide input into the coordination of Joint Municipal Emergency Program (JMEP) initiatives with each Municipality. In addition to the EMC, representatives from Municipal departments and volun involved. Meetings and training of the EMC, the Emergency Operations Centre (EOC) staff, and the Emergency Social Services (ESS) 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 Municipalities. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis The Municipal Joint Emergency Program will establish a committee to design, conduct, and evaluate a functional EOC exercise jointly with the City of Pitt Meadows supported by sectional training on important aspects of the exercise, including forms and evacuation planning. EMERGENCY SERVICESEMERGENCY SERVICESEMERGENCY SERVICESEMERGENCY SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 The Municipal Joint Emergency Program is the collective title for the organization, plans, and d within the District of Maple Ridge and the City of Pitt Meadows for managing and administering local response to major emergencies and The Emergency Management Committee (EMC) is chaired by two Emergency Program Coordinators and is of the following representatives from the two partner communities; two Chief Administrative Officers, two Fire Chiefs, the General Manager: Public Works & Development Services, General Manager: Community Development, Parks & Recreation Services, the Director of Operations and Development Services, and the Emergency Program Coordinators are responsible for planning and developing the Emergency Management Committee’s (EMC) response program within the lumbia Emergency Response Management System (BCERMS). They also provide input into the coordination of 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 (EOC) staff, and the Emergency Social Services (ESS) volunteers are held on a regular basis, jointly and separately. An Emergency Program Manual along with y support manuals are kept updated and distributed to the appropriate departments within The Municipal Joint Emergency Program will establish a committee to design, conduct, and evaluate a ntly with the City of Pitt Meadows supported by sectional training on important aspects of the exercise, including forms and evacuation We will provide orientation sessions and tabletop exercises around procedures and practices established in the new Evacuation Manual. In cooperation with Human Resources, we will determine the needs, and next steps for business continuity within Maple Ridge in the event of a disaster. We will establish a committee, in conjunction with the City of Pitt Meadows, to identify gaps or questions arising from the Hazards, Risk, and Vulnerability Analysis (HRVA) Executive Summary. The Municipal Joint Emergency Program will continue the public education program to ensure residents are prepared to cope with an emergency event. This will include a campaign to have employee and community participation in the province-wide Shakeout BC Earthquake Drill. In conjunction with ESS Volunteers we will analyze and review the program to identify weaknesses to be addressed by tabletop exercises in preparation for a larger scale functional exercise. We will also develop and present an Exercise Design Workshop at the Emergency Preparedness Conference, develop tabletop exercises to address the different functions of Group Lodging activation for the Leisure Centre Staff, and develop new management procedures for branches of ESS Volunteer Management, Meet & Greet, and Registration & Referrals. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) Support and promote citizen volunteer participation as a valuable leisure and recreation activity Ensure adequate commitment to Municipal Emergency Program staff and volunteer development. 107 We will provide orientation sessions and tabletop exercises around procedures and practices established the new Evacuation Manual. In cooperation with Human Resources, we will determine the needs, focus, and next steps for business continuity within Maple Ridge in the event of a disaster. We will establish a committee, in conjunction with the eadows, to identify gaps or questions arising from the Hazards, Risk, and Vulnerability Analysis (HRVA) Executive Summary. The Municipal Joint Emergency Program will continue the public education program to ensure residents are ergency event. This will include a campaign to have employee and community wide Shakeout BC In conjunction with ESS Volunteers we will analyze and review the program to identify weaknesses to be tabletop exercises in preparation for a larger scale functional exercise. We will also develop and present an Exercise Design Workshop at the Emergency Preparedness Conference, develop tabletop exercises to address the different functions of Group activation for the Leisure Centre Staff, and develop new management procedures for branches of ESS Volunteer Management, Meet & Greet, and ormance Measurementormance Measurementormance Measurementormance Measurement (mapleridge.visiblestrategies.com) Support and promote citizen volunteer participation as a valuable leisure and recreation activity. Ensure adequate commitment to Municipal Joint m staff and volunteer CFS CFS CFS CFS ---- FINANCEFINANCEFINANCEFINANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 108 Organization ChartOrganization ChartOrganization ChartOrganization Chart Municipal Emergency Program Municipal Emergency Program Municipal Emergency Program Municipal Emergency Program –––– Maple Ridge Maple Ridge Maple Ridge Maple Ridge –––– Fully Activated EOCFully Activated EOCFully Activated EOCFully Activated EOC The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– EmergencEmergencEmergencEmergency Servicesy Servicesy Servicesy Services All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Program Costs – The budget increase in 2010 was due to onetime grant funding from JEPP. Prov. Grant (Conditional) (multiple) – The budget increase in 2010 is onetime funding from JEPP. SS Allocation – As it has been transferred from CDPR to CFS, there is no longer any SS Allocation. Jim Rule Steve Traviss/Ron Riach Ceri Marlo John Leeburn Incident Commander(s) (Single or Unified) Frank Quinn Andrew Wood Russ Carmichael Wayne Hardy Jodi Mitchell Barb Morgan – ESS Don Tomlinson – ESS Steve DiCastri - ARCC Joe Cramer – BCAS Lisa Anderson - BCCWC Deirdre MacLachlan– FHA Peter Grootendorst – Fire Mark Smitton – Fire Derren Lench – RCMP Judy Dueck – SD42 Rick Delorme – SD 42 Rick Laing - SAR David Boag David Stevenson Sharon Anderson David Cooke Stephen Cote-Rolvink Natasha LeSueur Forouzan Rezazadeh Bernie Serne Annette Wilson Daniela Mikes Clint Van Blanken Christina Crabtree Larry Hodson Nichole Walsh Nick Gaudiuso – Communications Paul Gill CK Lee Catherine Nolan Trevor Thompson Sandra Ramsay Ceri Marlo 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Contract (23000-7007)41 19 34 35353535 1111 3%3%3%3%36 37 37 37 Conventions & Conferences (23000-6051)2 2 3 3333 ----0%0%0%0%3 3 3 3 PM - Cost Recovery (23000-4236)- 11 - 12 - 13 - 14- 14- 14- 14 - 1- 1- 1- 1 7%7%7%7%- 14 - 15 - 15 - 16 Program Costs (23000-6325/6326)28 18 27 15151515 - 12- 12- 12- 12 -80%-80%-80%-80%15 15 15 15 Prov. Grant (Conditional) (multiple)- 11 - 4 - 11 - 5- 5- 5- 5 6666 -120%-120%-120%-120%- 5 - 5 - 5 - 5 Salaries (23000-5500)65 68 65 68686868 3333 4%4%4%4%70 73 76 78 SS Allocation (23000-5425)23 24 22 ----- 22- 22- 22- 22 -100%-100%-100%-100%---- TOTAL EMERGENCYTOTAL EMERGENCYTOTAL EMERGENCYTOTAL EMERGENCY 137137137137 115115115115 127127127127 102102102102 - 25- 25- 25- 25 -25%-25%-25%-25% 105105105105 108108108108 111111111111 112112112112 CFS CFS CFS CFS ---- FINANCEFINANCEFINANCEFINANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 109 Services ProvidedServices ProvidedServices ProvidedServices Provided The Finance Department provides services through cooperative interaction with customers and 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 Consolidated 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. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will be conducting ongoing reviews of internal controls as part of the Department’s regular work program, targeting Purchasing Card and Security Deposit processes this year. We will work with the Information Technology Steering Committee to develop a corporate asset management strategy. We will update and improve the financial model addressing infrastructure sustainability and report to the Corporate Management Team. We will conduct a review of the District’s current banking services. We will provide published documents that provide a comprehensive and clear overview of the District’s financial performance and resources. We will manage our investment portfolio in a manner that maximizes our return without compromise to safety and liquidity, maintain an inventory of municipal assets consistent with industry standards, and review and revise corporate financial policies as necessary. We will host workshops for Council and staff, providing information intended to 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. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Maximize the return on cash and investments held by the District, while maintaining the safety and liquidity of the underlying funds. Key Performance Measures (mapleridge.visiblestrategies.com) 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. Use debt where appropriate to provide major community infrastructure, while ensuring the level of debt servicing remains manageable in the near and long term. A declining trend over time is a useful indicator of increased financial flexibility. An upward trend indicates the further use of debt, which can used to distribute the cost of significant projects to present and future citizens. CFS CFS CFS CFS ---- FINANCEFINANCEFINANCEFINANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 110 Organization ChartOrganization ChartOrganization ChartOrganization Chart Finance Manager of Accounting Catherine Nolan Accountant III Shannon Laxton Accountant I Bernice Carstensen Accounting Clerk II Susie Hillier Deb Kinar G’Ann Rygg Manager of Revenue & Collections Silvia Rutledge Accounting Clerk - Revenue Elisa Weel Cashier Clerk Sally Dixon Michelle Farrance Joanna Kang Cashier Clerk .6 FTE Manager of Financial Planning Trevor Thompson Accountant III C.K. Lee Budget Analyst Darcy Morris Manager of Business Systems Kathleen Gormley Accounting Clerk II Ashley Hilleren Clerk II Arlene Oosten-Wells Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Finance 1.0 1.0 1.0 0.6 - - - - - - Municipal Accountant 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 1.0 Manager of Financial Planning - - 0.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Manager of Business Systems - - 0.2 1.0 1.0 1.0 1.0 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 1.0 2.7 2.4 - - - - - - - Budget Officer 1.0 0.2 - - - - - - - - Accountant III 1.6 0.8 0.9 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Accountant II 0.7 - - - - - - - - - Budget Analyst - - - - - - - 1.0 1.0 1.0 Accountant I - - - 0.3 1.0 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 1.0 Accounting Clerk II 4.0 3.9 4.7 4.2 3.6 3.6 4.0 4.0 4.0 4.0 Cashier Clerk Finance 3.0 3.0 2.9 3.2 3.3 3.4 3.0 3.0 3.0 3.0 Clerk II 2.0 2.3 1.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Cashier Clerk (Students) 0.7 0.7 0.7 0.9 1.1 0.5 0.4 0.6 0.6 0.6 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 16.916.916.916.9 16.516.516.516.5 16.616.616.616.6 17.717.717.717.7 17.317.317.317.3 16.416.416.416.4 16.416.416.416.4 17171717.6.6.6.6 17.617.617.617.6 17.617.617.617.6 CFS CFS CFS CFS ---- FINANCEFINANCEFINANCEFINANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 111 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Finance DepartmentFinance DepartmentFinance DepartmentFinance Department All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Audit Fees – First time reporting of Tangible Capital Assets in 2010 contributed to higher audit fees Salaries – Funding for onetime costs was included in the 2010 budget (Install capital reporting system; fixed assets - software implementation). Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial Services Financial Services Financial Services Financial Services ---- Tax RevenueTax RevenueTax RevenueTax Revenue All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Taxes – General – This increase includes new revenue due to new construction of 2.35%, a general increase 3%, an increase of 1% to fund the replacement of existing infrastructure and about 1% to fund the Fire Department Master Plan. Grants in Lieu – Grants in lieu of property taxes has increased due to the expansion of the Corrections Facilities. Financial Plan Financial Plan Financial Plan Financial Plan –––– Fiscal Services Fiscal Services Fiscal Services Fiscal Services ---- TransfersTransfersTransfersTransfers All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Transfers to and from reserves are mostly used to fund the capital program. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Other Exp (multiple)36 26 44 51515151 7777 14%14%14%14%51 51 51 51 Audit Fees (12200/12210-7000)59 79 75 50505050 - 25- 25- 25- 25 -50%-50%-50%-50%50 50 50 50 Salaries (multiple)1,133 1,220 1,447 1,3661,3661,3661,366 - 81- 81- 81- 81 -6%-6%-6%-6%1,429 1,477 1,527 1,576 Salaries Recovery (12200/12210-5400)- 225 - 232 - 232 - 239- 239- 239- 239 - 7- 7- 7- 7 3%3%3%3%- 246 - 253 - 261 - 269 TOTAL FINANCETOTAL FINANCETOTAL FINANCETOTAL FINANCE 1,0031,0031,0031,003 1,0931,0931,0931,093 1,3341,3341,3341,334 1,2281,2281,2281,228 - 106- 106- 106- 106 -9%-9%-9%-9% 1,2841,2841,2841,284 1,3251,3251,3251,325 1,3671,3671,3671,367 1,4081,4081,4081,408 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Grants in Lieu (multiple)- 1,842 - 1,851 - 1,834 - 2,158- 2,158- 2,158- 2,158 - 324- 324- 324- 324 15%15%15%15%- 2,193 - 2,229 - 2,229 - 2,229 Interest Paid on Tax Prepaymnt (16000-4001)31 18 100 100100100100 ----0%0%0%0%100 100 100 100 Local Improvement Program (multiple)- 57 - 65 - 19 - 19- 19- 19- 19 ----0%0%0%0%- 19 - 19 - 19 - 19 Parcel Charges - Blue Box (16000-4011)- 758 - 819 - 840 - 884- 884- 884- 884 - 44- 44- 44- 44 5%5%5%5%- 928 - 975 - 1,024 - 1,076 Parcel Charges - Recycling (16000-4010)- 691 - 726 - 739 - 759- 759- 759- 759 - 20- 20- 20- 20 3%3%3%3%- 797 - 838 - 880 - 924 Taxes - General (16000-4000)- 49,638 - 52,869 - 52,898 - 56,851- 56,851- 56,851- 56,851 - 3,953- 3,953- 3,953- 3,953 7%7%7%7%- 61,023 - 65,512 - 70,164 - 75,147 TOTAL FIN SERVICES-TAX REVENUETOTAL FIN SERVICES-TAX REVENUETOTAL FIN SERVICES-TAX REVENUETOTAL FIN SERVICES-TAX REVENUE - 52,955- 52,955- 52,955- 52,955 - 56,312- 56,312- 56,312- 56,312 - 56,230- 56,230- 56,230- 56,230 - 60,571- 60,571- 60,571- 60,571 - 4,341- 4,341- 4,341- 4,341 7%7%7%7% - 64,860- 64,860- 64,860- 64,860 - 69,473- 69,473- 69,473- 69,473 - 74,216- 74,216- 74,216- 74,216 - 79,295- 79,295- 79,295- 79,295 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Appropriation of Surplus (10000-9010)13 11 11 409409409409 398398398398 97%97%97%97%408 432 434 602 Other 192 254 318 240240240240 - 78- 78- 78- 78 -33%-33%-33%-33%333 524 723 919 Contribution from own Reserves (multiple)- 7,449 - 7,046 - 6,959 - 7,360- 7,360- 7,360- 7,360 - 401- 401- 401- 401 5%5%5%5%- 7,343 - 7,388 - 7,444 - 7,490 Contribution to Gaming Reserve (12400-9022)-126 -400400400400 400400400400 100%100%100%100%400 400 400 400 Contribution to own Reserves (multiple)9,580 8,538 8,570 9,7659,7659,7659,765 1,1951,1951,1951,195 12%12%12%12%10,300 11,075 11,793 12,541 Interest Transfers (multiple)308 263 440 440440440440 ----0%0%0%0%440 440 440 440 Investment Earnings - Res Acct (multiple)- 308 - 263 - 570 - 570- 570- 570- 570 ----0%0%0%0%- 570 - 570 - 570 - 570 Transfer in from Gaming Reserves (12400-4845)---- 300- 300- 300- 300 - 300- 300- 300- 300 100%100%100%100%---- Transfer in from RCP (12400-4841)- 2,939 - 2,367 - 2,505 - 195- 195- 195- 195 2,3102,3102,3102,310 -1185%-1185%-1185%-1185%- 87 -- 75 - Transfer to Capital Funds (multiple)2,166 2,129 2,582 3,6113,6113,6113,611 1,0291,0291,0291,029 28%28%28%28%2,693 2,823 2,530 3,003 Transfers In (multiple)- 405 - 215 - 150 - 917- 917- 917- 917 - 767- 767- 767- 767 84%84%84%84%- 1,979 - 2,641 - 3,244 - 3,246 Transfers Out (multiple)7,070 5,707 1,799 1,8391,8391,8391,839 40404040 2%2%2%2%1,282 1,404 2,025 1,899 TOTAL FISCAL SERVICES - TRANSFERSTOTAL FISCAL SERVICES - TRANSFERSTOTAL FISCAL SERVICES - TRANSFERSTOTAL FISCAL SERVICES - TRANSFERS 8,2288,2288,2288,228 7,1377,1377,1377,137 3,5363,5363,5363,536 7,3627,3627,3627,362 3,8263,8263,8263,826 1111 5,8775,8775,8775,877 6,4996,4996,4996,499 7,0127,0127,0127,012 8,4988,4988,4988,498 CFS CFS CFS CFS ---- FINANCEFINANCEFINANCEFINANCE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 112 Financial Plan Financial Plan Financial Plan Financial Plan –––– Fiscal Services Fiscal Services Fiscal Services Fiscal Services ---- DebtDebtDebtDebt All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Debt – Interest & Principle – The budget is reflective of additional capital projects funded by debt approved in the last few years. The majority of the borrowing is yet to occur due to the fact the associated work has not yet completed or that reserve funds have been used. Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial Services Financial Services Financial Services Financial Services ---- GraGraGraGrantsntsntsnts All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Transfers to and from reserves are mostly used to fund the capital program. Prov. Grant (Conditional) – Anticipated additional gaming funds of $400k annually are expected from the community gaming centre. Financial Plan Financial Plan Financial Plan Financial Plan –––– Financial Services Financial Services Financial Services Financial Services ---- Other RevenueOther RevenueOther RevenueOther Revenue All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Contribution from Others – This is the contribution that is associated with costs of borrowing that the School District would be responsible for if an agreement can be reached to have the Municipality secure land that future schools may be built on. The intent is to efficiently plan parks adjacent to future school sites. No agreement has been made with the School District as of the end of 2010. Surplus – The items that are being funded through accumulated surplus for 2011 and 2012 include: - $90,000 in each of 2010 and 2011 for CDPR Master Plan transition funding - $150,000 in each of 2010 and 2011 for Drainage improvement transition funding - $360,000 Drainage Capital Expenses - $25,000 a year for three years for a facade improvement program in the downtown - $650,000 for Road Resurfacing - $125,000 for Planning Consulting for the Albion Flats Area Plan 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Debt - Interest (multiple)2,337 2,244 2,789 3,0693,0693,0693,069 280280280280 9%9%9%9%3,033 3,110 3,125 3,017 Debt - Principal (multiple)1,788 1,846 4,060 4,7404,7404,7404,740 680680680680 14%14%14%14%6,488 7,033 7,580 7,649 Interest (12400-9060)211 225 169 175175175175 6666 3%3%3%3%182 189 203 203 TOTAL FISCAL SERVICES - DEBTTOTAL FISCAL SERVICES - DEBTTOTAL FISCAL SERVICES - DEBTTOTAL FISCAL SERVICES - DEBT 4,3364,3364,3364,336 4,3154,3154,3154,315 7,0187,0187,0187,018 7,9847,9847,9847,984 966966966966 12%12%12%12% 9,7039,7039,7039,703 10,33210,33210,33210,332 10,90810,90810,90810,908 10,86910,86910,86910,869 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Prov. Grant (Conditional) (10000/12400-102-4252)- 21 - 153 - 11 - 411- 411- 411- 411 - 400- 400- 400- 400 97%97%97%97%- 411 - 411 - 411 - 411 Prov. Grant (Unconditional) (10000-102-4253)- 942 - 923 - 942 - 942- 942- 942- 942 ----0%0%0%0%- 942 - 942 - 942 - 942 TOTAL FIN SERVICES-GRANTSTOTAL FIN SERVICES-GRANTSTOTAL FIN SERVICES-GRANTSTOTAL FIN SERVICES-GRANTS - 963- 963- 963- 963 - 1,076- 1,076- 1,076- 1,076 - 953- 953- 953- 953 - 1,353- 1,353- 1,353- 1,353 - 400- 400- 400- 400 30%30%30%30% - 1,353- 1,353- 1,353- 1,353 - 1,353- 1,353- 1,353- 1,353 - 1,353- 1,353- 1,353- 1,353 - 1,353- 1,353- 1,353- 1,353 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Admin Fee (15000/30000-4100)- 58 - 85 - 35 - 35- 35- 35- 35 ----0%0%0%0%- 35 - 35 - 35 - 35 Auction Proceeds (15000-4410)- 7 - 3 - 20 - 20- 20- 20- 20 ----0%0%0%0%- 20 - 20 - 20 - 20 Contributions from Others (10000-4820)--- 2,504 - 2,504- 2,504- 2,504- 2,504 ----0%0%0%0%- 2,504 - 2,504 - 2,504 - 2,504 Fees (multiple)- 13 - 14 - 9 - 9- 9- 9- 9 ----0%0%0%0%- 9 - 9 - 9 - 9 Gain/Loss - Property 4 Resale (15000-4298)- 265 - 396 ------------- Information Fees (15000-4280)- 135 - 132 - 120 - 120- 120- 120- 120 ----0%0%0%0%- 120 - 120 - 120 - 120 Interest (10000/15000-4290)- 141 - 172 - 170 - 170- 170- 170- 170 ----0%0%0%0%- 170 - 170 - 170 - 170 Investment Interest (10000/15000-4295)- 3,178 - 2,706 - 940 - 1,015- 1,015- 1,015- 1,015 - 75- 75- 75- 75 7%7%7%7%- 1,025 - 1,035 - 1,035 - 1,035 Lease Revenue (10000-4310)--- 56 - 56- 56- 56- 56 ----0%0%0%0%- 56 - 56 - 56 - 56 Miscellaneous Income (15000-4390)- 92 - 62 - 36 - 36- 36- 36- 36 ----0%0%0%0%- 36 - 36 - 36 - 36 Municipal Plate Fees (15000-4221)- 22 - 25 - 22 - 22- 22- 22- 22 ----0%0%0%0%- 22 - 22 - 22 - 22 Surplus (15000-4520)- 1,091 - 169 - 169 - 1,369- 1,369- 1,369- 1,369 - 1,200- 1,200- 1,200- 1,200 88%88%88%88%- 265 - 25 -- Tax Penalties (15000-4440)- 579 - 640 - 520 - 555- 555- 555- 555 - 35- 35- 35- 35 6%6%6%6%- 590 - 625 - 660 - 695 TOTAL FIN SERVICES-OTHER REVENUETOTAL FIN SERVICES-OTHER REVENUETOTAL FIN SERVICES-OTHER REVENUETOTAL FIN SERVICES-OTHER REVENUE - 5,580- 5,580- 5,580- 5,580 - 4,404- 4,404- 4,404- 4,404 - 4,601- 4,601- 4,601- 4,601 - 5,911- 5,911- 5,911- 5,911 - 1,310- 1,310- 1,310- 1,310 22%22%22%22% - 4,852- 4,852- 4,852- 4,852 - 4,657- 4,657- 4,657- 4,657 - 4,667- 4,667- 4,667- 4,667 - 4,702- 4,702- 4,702- 4,702 CFS CFS CFS CFS –––– INFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 113 Services ProvidedServices ProvidedServices ProvidedServices Provided The Information Services Department is responsible for managing corporate computer systems, data resources, and supporting technology infrastructure. The IS team supports the operation of 350 computers, 36 servers and all the associated software and databases over eight locations within the community. More than 20 different enterprise-wide business sys- tems run on the computer network including a financial system, property and taxation system, payroll system, materials management, budget system, recreation sys- tem, facility bookings, business licences, and the Geo- graphic Information System. The department coordinates strategic technology di- rection and investments, develops common standards and architectures, and provides business solutions to help frontline departments deliver public services effi- ciently. The department also maintains the corporate communications assets which includes telephone, radio, email, networks, and servers. A major service area for the department is in providing technical advice, data management and reporting, and project management assistance to maximize the use of all technology infrastructures and add value to the organization through operational and energy use efficiencies. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis There are four areas of priority the Department will be focusing on in the five year business planning cycle: 1. Infrastructure. Reliable and updated hardware and software systems are the new reality of keeping dependable and manageable systems available for the District. 2. Website and remote access to applications and data resources. 3. New services and applications such as Document Management, Infrastructure Management, and in the area of Geographic Information Systems. 4. Review Departmental staffing to ensure that there’s a strong succession plan for key staff to ensure that project priorities and deadlines are maintained. The Information Services team for the District of Maple Ridge will actively monitor trends in the delivery of services in both the private and public sector in order to provide the Corporate Management Team with strategies to better engage citizens, provide access to information, provide citizens with opportunities to conduct routine business electronically and provide District staff with the tools and information that they need so that our resources, services and data are being used to the greatest public benefit. Performance MeasurementPerformance MeasurementPerformance MeasurementPerformance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) Raise website visits by 5% per year from 2007 baseline by driving more District business to the website with quality information and services. CFS CFS CFS CFS –––– INFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 114 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2222004004004004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 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 0.6 0.7 1.0 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 1.0 Network Support Specialist 1.0 1.0 1.5 1.7 1.0 1.0 1.0 1.0 1.0 1.0 Senior Analyst Programmer 2.0 2.0 2.3 3.0 3.0 3.0 2.7 2.0 2.0 2.0 Systems Analyst 2.0 1.3 0.7 - - - - - - - Info Services Support Specialist - - - - 0.9 2.0 2.0 2.0 2.0 2.0 GIS Technician 0.2 0.5 0.6 0.5 - - - - - - Amanda Project 0.2 - - - - - - - - - Computer Support Specialist 2.0 2.4 2.0 1.5 1.0 - - - - - Junior Systems Analyst - - - - 1.5 2.0 2.0 2.0 2.0 2.0 System Analyst I - - - - - - - 2.0 2.0 2.0 User Support Assistant 0.4 0.9 1.1 2.0 1.5 1.6 2.0 2.0 2.0 2.0 Other - - - - - - - 0.2 0.2 0.2 FullFullFullFull----TiTiTiTime Equivalentsme Equivalentsme Equivalentsme Equivalents 11.911.911.911.9 12.112.112.112.1 12.612.612.612.6 13.213.213.213.2 13.413.413.413.4 14.314.314.314.3 13.713.713.713.7 15.215.215.215.2 15.215.215.215.2 15.215.215.215.2 CFS CFS CFS CFS –––– INFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 115 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Information ServicesInformation ServicesInformation ServicesInformation Services All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Consulting – Funding for onetime costs was included in the 2010 budget (Consulting: Project assistance). Lease Revenue – Budget increased to reflect revenue from leasing a communications tower. Professional Fees – Municipal tower management contract is new for 2011. Salaries – Did not increase as much as anticipated Software Maintenance – Onetime funding for was included in the 2010 budget (GIS Enterprise Agreement for 2010, See-It Performance management software for 2010) 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Consulting (12310-7005)63 91 82 32323232 - 50- 50- 50- 50 -156%-156%-156%-156%32 32 32 32 Equipment Maintenance (12310-8030)19 22 71 71717171 ----0%0%0%0%71 71 71 71 Other Exp (multiple)15 14 17 18181818 1111 6%6%6%6%18 18 18 18 Lease Revenue (12000-100-4310)---- 45- 45- 45- 45 - 45- 45- 45- 45 100%100%100%100%- 45 - 45 - 45 - 45 Professional Fees - Other (12000-7050)---5555 5555 100%100%100%100%5 5 5 5 Salaries (12310-5500)1,241 1,250 1,376 1,3781,3781,3781,378 2222 0%0%0%0%1,431 1,394 1,436 1,478 Salaries Recovery (12310-5400)- 200 - 200 - 250 - 254- 254- 254- 254 - 4- 4- 4- 4 2%2%2%2%- 248 - 270 - 270 - 270 Software Maintenance (12310-7070)502 585 524 516516516516 - 8- 8- 8- 8 -2%-2%-2%-2%536 556 576 596 Supplies (12310-6300)15 18 15 15151515 ----0%0%0%0%15 15 15 15 Transfers Out (12300-ERR-9400)307 307 307 307307307307 ----0%0%0%0%307 307 307 307 Utilities (12310-6500)15 9 17 9999 - 8- 8- 8- 8 -89%-89%-89%-89%9 9 9 9 Utilities - Telephone (12000/12310-6520)39 72 71 71717171 ----0%0%0%0%71 71 71 71 TOTAL INFORMATION SERVICESTOTAL INFORMATION SERVICESTOTAL INFORMATION SERVICESTOTAL INFORMATION SERVICES 2,0162,0162,0162,016 2,1692,1692,1692,169 2,2302,2302,2302,230 2,1232,1232,1232,123 - 107- 107- 107- 107 -5%-5%-5%-5% 2,2022,2022,2022,202 2,1632,1632,1632,163 2,2252,2252,2252,225 2,2872,2872,2872,287 CFS CFS CFS CFS –––– INFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICESINFORMATION SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 116 Capital Works Program Capital Works Program Capital Works Program Capital Works Program –––– Information Services Information Services Information Services Information Services Section > Description 2011 2012 2013 2014 2015 TechnologyTechnologyTechnologyTechnology 647,200 647,200 647,200 647,200 1,179,780 1,179,780 1,179,780 1,179,780 563,003 563,003 563,003 563,003 782,889 782,889 782,889 782,889 1,301,494 1,301,494 1,301,494 1,301,494 Aerial Photography 10,000 - - - - Aerial Photography (Engineering) 10,000 - - - - Amanda Licensing - 25,000 - - - Amanda Mobile - 75,000 - - - Amanda Web Phase 2 25,000 - - - - Attendance Management Program - - 90,000 - - Blaney Room Av Upgrade 56,200 - - - - Blaney Room Improvements 30,000 - - - - Capital Reporting Module (Hyperion) 40,000 - - - - City Green Software 5,000 - - - - Document Management - 2011 Module 50,000 - - - - Document Processing System - Phase 2 100,000 - - - - Equip Purch - Wireless Data System - - - 22,100 - Equip Repl - Info Serv 55,000 838,780 283,003 200,789 659,494 Exchange Upgrade & Outlook Archiving 23,500 - - - - Fibre Optic Network - Firehall #4 Ph 4 - - 100,000 - - Fibre Optic Network - Transit Exchange - 71,000 - - - Financials New Version - Phase 1 - - - 500,000 - Financials New Version - Phase 2 - - - - 500,000 Fire Training On Line Learning - - - - 42,000 GIS - Mobile 25,000 - - - - Infrastructure Growth - 50,000 50,000 50,000 50,000 Integrated Cash System - - - - 50,000 IT Fibre Gvrd Wm Reclam Study 30,000 40,000 - - - IT Fibre Optic 132 (232 - Fern) 75,000 - - - - Management Reporting Software Phase 2 - - 40,000 - - Monitoring And Capacity Planning 34,500 - - - - Oracle Upgrade - 35,000 - - - Production Legacy Replacements - 25,000 - - - SQL Upgrade 27,000 - - - - Systems Management Server Phase 2 - - - 10,000 - Website Improvements 20,000 20,000 - - - Wireless Access In Meeting Rooms 11,000 - - - - Wireless Management Software 20,000 - - - - Refurbish Abandoned Watermain [Fibre] - - - - - CFS CFS CFS CFS –––– FIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENT District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 117 Services ProvidedServices ProvidedServices ProvidedServices Provided The primary mission of the Department is the protection and preservation of life, property and the environment in the District. This service is provided by a group of 100 dedicated paid-on-call firefighters, 42 full-time firefighters, six chief officers, and two administrative support staff. We rely heavily on cross-training and good communica- tion to ensure that the Department functions efficiently and effectively. Each of the assistant chiefs assumes responsibility for the operation of the individual Fire Halls. In addition to administrative duties, the career officers assume the role of duty chief, which involves responding to all serious Fire Department emergency calls 24-hours-a-day, on a rotational basis. The Fire Department provides a proactive approach to fire services through the development of multi-year business plans, which include detailed multi-year financial plans. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will reduce the severity of fires and emergencies through rapid response times and manpower. We will reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections and public education including sessions to all grade three and four students in the District. We will commence renovations to Fire Hall 3 in order to accommodate full time response in the Albion area. We will develop an implementation plan for the Community Wildfire Protection Plan, focusing on public education. We will develop specifications and plans for a Fire Department training facility and create an interim plan to provide training facilities for on-duty career staff with the identified response parameters as per the Fire Department Master Plan. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Respond to calls within the Fire Hall 1 response area within 7 minutes, 90% of the time. Key Performance Measures (mapleridge.visiblestrategies.com) 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 we will be using less energy and saving money. Electricity consumption at Fire Hall 1 is anticipated to increase 104% in 2011 from 2007 pre-construction values due to the expansion and mechanical renovations of the building. Natural gas consumption at Fire Hall 1 is anticipated to decrease 25% in 2011 from 2007 pre-construction values due to mechanical renovations including the installation of a geo-exchange heating and cooling system. CFS CFS CFS CFS –––– FIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENT District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 118 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Fire Chief 2.0 2.0 2.0 2.0 2.0 2.0 2.2 2.0 2.0 2.0 Assistant Chief 4.0 4.0 4.0 4.0 4.0 4.0 4.6 4.0 4.0 4.0 Fire Training Officer - - - - - - 0.9 1.0 1.0 1.0 Fire Captain - 1.0 4.0 4.0 4.0 5.8 7.1 8.0 8.0 8.0 Fire Lieutenant - - - 4.0 3.8 4.0 4.1 4.0 4.0 4.0 Firefighter - 3.0 12.0 13.5 19.5 23.2 27.6 32.3 36.3 39.0 Administrative Assistant 1.0 1.0 1.1 1.1 1.1 1.6 1.9 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 Clerk Typist III - - - - - - - 1.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 8.08.08.08.0 12.012.012.012.0 24.124.124.124.1 29.629.629.629.6 35.435.435.435.4 41.641.641.641.6 49.449.449.449.4 54.454.454.454.4 58.458.458.458.4 61.161.161.161.1 The staff increases from 2005 onward are due to the continued implementation of the Fire Master Plan and the establishment of full-time career firefighter positions within the department. The funding envelope is fixed so 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 contract negotiations and composition of departmental staff. Fire Chief/Director Peter Grootendorst Dane Spence Data Management Coordinator Rondi Melanson Administrative Assistant Connie Hol Assistant Chief Training Officer Howard Exner A Watch-Hall #1 Capt Chris Bayley Lieut Kevin Perkin Act Lt. Roy Snow Craig Davis Damon Hansen Cameron Jones Rob MacDonald Hall #1 Captains 14 Paid-on-call Hall #1 Firefighters 47 Paid-on-call Assistant Chief Public Education Officer Timo Juurakko B Watch-Hall #1 Capt Dave Harcus Lieut Kelly Moore Act Lt. Chris McKee Mary Butler Shaun Collard Jeff Davis Chris Gaudette B Watch-Hall #3 Capt Mike Stewart Graham Wing Bryan Vinje Hall #3 Captains 7 Paid-on-call Hall #3 Firefighters 18 Paid-on-call Assistant Chief Fire Prevention Officer Not Hired C Watch-Hall #1 Capt Rob Christensen Lieut Gary Porter Act Lt. Doug Armour Marco Bonifazi James Clelland Seb Bryszewski Cameron Jonat Assistant Chief Community Safety Officer Mark Smitton D Watch-Hall #1 Capt Steve Franklin Lieut Dennis TeBoekhorst Act Lt. Adam Seward Robert Bruce Steve Cotter Glenn Ettinger William Marfleet D Watch-Hall #3 Capt Jim Bevilacqua Ian Glasgow Clint Hopper Hall #2 Captains 5 Paid-on-call Hall #2 Firefighters 19 Paid-on-call A Watch-Hall #3 Capt Kevin Harwood Jordan Delmonico Michael VanDop Brock Vinje C Watch-Hall #3 Capt Jim Sinclair Kevin Barrett Warren Hampton Fire Training Officer Capt Rob Ramsay Clerk Typist III Jodi Mitchell CFS CFS CFS CFS –––– FIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENTFIRE DEPARTMENT District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 119 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Fire DepartmentFire DepartmentFire DepartmentFire Department All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Salaries (multiple) – Increased staff including firefighters, fire captains, and one administrative position. Special Projects – One-time project to restore a 1946 fire truck. Transfers Out – Funding to capital reserves increases each year. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget 09 vs 09 vs 09 vs 09 vs 08 08 08 08 09 vs 0809 vs 0809 vs 0809 vs 08 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fees (22000-4220)- 130 - 162 - 50 - 50- 50- 50- 50 ----0%0%0%0%- 50 - 50 - 50 - 50 Sale of Service (22000-4600/4650)- 25 - 22 ------------- Total RevenueTotal RevenueTotal RevenueTotal Revenue - 156 - 184 - 50 - 50- 50- 50- 50 ----0%0%0%0%- 50 - 50 - 50 - 50 ExpenseExpenseExpenseExpense Contract (22000-7007)115 101 114 121121121121 7777 6%6%6%6%123 124 126 129 Equipment (22000/22075-7340)180 137 171 171171171171 ----0%0%0%0%171 171 171 171 Equipment Maintenance (22000-8030)51 32 59 64646464 5555 8%8%8%8%64 64 64 64 Wages - Backfill (22000-5505)451 432 418 418418418418 ----0%0%0%0%418 418 418 418 Insurance (22000-6210)27 35 21 21212121 ----0%0%0%0%21 21 21 21 Other Exp (multiple)69 82 115 115115115115 ----0%0%0%0%115 115 115 115 Operating Repairs (22000-8080)161 161 135 135135135135 ----0%0%0%0%135 135 135 135 Professional Fees - Other (22000-7050)29 20 23 23232323 ----0%0%0%0%23 23 23 23 Program Costs (multiple)75 103 75 75757575 ----0%0%0%0%75 75 75 75 Salaries (multiple)4,396 5,018 4,627 5,4085,4085,4085,408 781781781781 14%14%14%14%6,272 6,805 7,241 7,700 Seminars/Prof Meetings/Train'g (22000-6050)14 9 23 23232323 ----0%0%0%0%23 23 23 23 Service Severance Costs (22000-5150)42 60 59 61616161 2222 3%3%3%3%64 66 71 71 Special Projects (22000-6385)-22 38 ----- 38- 38- 38- 38 ---- Supplies (multiple)194 138 195 195195195195 ----0%0%0%0%195 195 195 195 Transfers Out (22000-ERR-9400)338 494 359 413413413413 54545454 13%13%13%13%443 494 538 586 Vehicle Costs (22000-6430)145 158 149 160160160160 11111111 7%7%7%7%164 169 174 179 Wages (22000/22041-5600)689 544 667 692692692692 25252525 4%4%4%4%714 737 762 784 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 6,976 7,546 7,248 8,0958,0958,0958,095 847847847847 10%10%10%10%9,020 9,635 10,152 10,689 TOTAL FIRE PROTECTIONTOTAL FIRE PROTECTIONTOTAL FIRE PROTECTIONTOTAL FIRE PROTECTION 6,8206,8206,8206,820 7,3627,3627,3627,362 7,1987,1987,1987,198 8,0458,0458,0458,045 847847847847 11%11%11%11% 8,9708,9708,9708,970 9,5859,5859,5859,585 10,10210,10210,10210,102 10,63910,63910,63910,639 CFS CFS CFS CFS –––– POLICE SERVICESPOLICE SERVICESPOLICE SERVICESPOLICE SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 120 Services ProvidedServices ProvidedServices ProvidedServices Provided The Ridge Meadows RCMP Detachment is responsible for policing in Maple Ridge and Pitt Meadows. The current Ridge Meadows RCMP Master Plan identifies community priorities in the areas of crime reduction, a focus on the reduction in property crime, delivering policing services with a sensitivity to social issues, engagement and interaction with youth, and enforcement and community education around road and traffic safety. The Detachment currently has 109 members, with 84 assigned to Maple Ridge, 22 assigned to Pitt Meadows, and three supplied by the Provincial government. In addition, there are three civilian 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 administra- tive support to the Detachment for exhibits, guarding, customer services, records management, Canadian Police Information Centre support, crime analysis, court liaison, training and staff development, and volunteer coordination. Our detachment 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. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will continue our work with youth in the community by providing education via the Drug Abuse Resistance Education (DARE) program in elementary and secondary school settings and the development and implementation of a graffiti awareness presentation aimed at educators and implement an enforcement response to include accountability options for offenders. We will participate in Provincial Vision 2020 program initiatives to reduce serious injury traffic accidents by targeting high risk locations, running specific monthly projects focussing on impaired driving, seatbelt compliance and aggressive driving. As part of this program we are investigating program partnerships with the Insurance Corporation of BC (ICBC). The Marihuana Enforcement Team will continue work on the enforcement of laws against marijuana cultivation, a direct link to organized crime, by undertaking in-house training on grow-operation and general drug investigations, and asset restraint/ forfeiture and civil forfeiture. We will continue to develop and implement integrated community enforcement strategies by analyzing crime types, trends, and “hot spots” with a view to identifying and updating the list of priority prolific offenders. We will continue monitoring these prolific offenders and share information internally and to other Lower Mainland Detachments. We will be targeting “hot spots” using Auxiliary Constables, Speed Watch, and Community Safety Officers. We continue working closely with our Youth, Crisis Intervention, and Community Response Teams. In the Administrative area, we will undertake Detachment priority and strategic planning including mayors from both cities, Maple Ridge and Pitt Meadows, along with other external partners and stakeholders, review and update the RCMP Strategic Master Plan, and begin development of a social media website. We will involve Police Services staff in Municipal training and communication programs, the Department Ambassador program, provide ‘conduct in the workplace’ training sessions for Municipal employees (working with Human Resources), and provide guards with a training session on procedures, policies, and liabilities. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) Divert first time youth offenders through the youth diversion program. Achieve a 75% success rate for youths diverted who do not reoffend. Reduce the number of property crime offences by 2% in each of 2011 and 2012 from the prior year number of property crime offences. Our target for 2011 is to reduce electricity consumption at the RCMP Building by 2% from 2010 levels. CFS CFS CFS CFS –––– POLICE SERVICESPOLICE SERVICESPOLICE SERVICESPOLICE SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 121 Organization ChartOrganization ChartOrganization ChartOrganization Chart CFS CFS CFS CFS –––– POLICE SERVICESPOLICE SERVICESPOLICE SERVICESPOLICE SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 122 Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Position Position Position Position ---- Municipal StaffMunicipal StaffMunicipal StaffMunicipal Staff 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Manager of 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 1.0 Bylaw Enforce Officer RCMP Liaison - - - - - 0.6 0.5 0.5 0.5 0.5 Computer Support Specialist 2.0 1.4 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Crime Prevention Program Coord. - - 0.4 0.9 0.9 - - - - - Records Supervisor - - 0.4 0.9 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Communications Operator 0.8 0.1 - - - - - - - - Court Liaison Officer 1.0 1.0 1.3 1.3 1.3 1.1 1.1 1.0 1.0 1.0 Information & Privacy Coordinator - - - - - - 0.3 1.0 1.0 1.0 Media Relations Training Coordinator - - 0.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Municipal Reader 1.0 2.0 2.0 1.9 2.1 3.0 3.0 3.0 3.0 3.0 Community Policing Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Volunteer Program Coordinator 1.0 1.0 0.5 - - 0.7 1.0 1.0 1.0 1.0 Administrative Support Assistant - - - 0.8 1.0 1.0 1.0 1.0 1.0 1.0 Court Liaison Officer Assistant - - - - 0.1 1.0 1.0 1.0 1.0 1.0 Exhibit 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 1.0 PRIME Records Assistant - - - - 0.1 1.0 1.0 1.0 1.0 1.0 Clerk Traffic Front Counter 1.3 1.4 1.8 1.4 1.3 1.1 1.0 1.0 1.0 1.0 Fleet Mtce. Coord Clerk Typist III 1.0 1.0 1.0 0.2 - - - - - - Clerk Typist III 1.0 1.0 1.0 1.8 2.0 2.0 2.1 2.0 2.0 2.0 CPIC Operator 1.9 2.0 1.7 2.0 2.5 2.2 2.3 2.0 2.0 2.0 Crime Reduction Unit Secretary - - - - - 0.9 1.0 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 2.3 2.3 2.2 2.1 2.6 3.0 2.0 2.0 2.0 PRIME Operator 1.4 1.2 1.3 1.5 1.7 2.1 4.0 1.5 1.5 1.5 PRIME Reviewer 3.6 4.1 5.0 4.3 4.3 3.6 2.4 4.0 4.0 4.0 Clerk II - - - 1.0 1.6 1.7 1.0 2.0 2.0 2.0 Clerk Typist II 0.9 1.3 1.3 0.5 - 0.5 1.2 1.0 1.0 1.0 Receptionist 3.5 2.9 2.0 1.3 1.0 0.9 0.8 1.0 1.0 1.0 Supervisor-Custodial Guard 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 1.5 2.0 1.6 3.9 1.2 2.0 2.0 2.0 Custodial Guard I 2.0 2.6 2.8 1.9 2.5 0.5 1.4 2.0 2.0 2.0 Other - - - - 0.5 - - 1.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 32.432.432.432.4 33.333.333.333.3 35.635.635.635.6 37.037.037.037.0 38.638.638.638.6 42.442.442.442.4 42.142.142.142.1 44.044.044.044.0 44444444.0.0.0.0 44.044.044.044.0 RCMP Approved PositionsRCMP Approved PositionsRCMP Approved PositionsRCMP Approved Positions 04040404----05050505 05050505----06060606 06060606----07070707 07070707----08080808 08080808----09090909 09090909----10101010 10101010----11111111 11111111----12121212 12121212----13131313 Maple Ridge - Regular Contract 76.3 79.3 81.3 86.3 82.3 82.3 84.3 84.3 87.3 Maple Ridge - Community Safety Officers - - - - 3.0 3.0 3.0 3.0 3.0 Maple Ridge - Integrated Teams Dogs, Forensic ID, Traffic Reconstruction** - - - - 5.0 5.0 5.0 5.8 5.8 Emergency Response Team* - - 2.3 2.3 2.3 2.3 2.3 3.2 3.2 Integrated Homicide Investigation Team* 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.9 3.9 Total Maple RidgeTotal Maple RidgeTotal Maple RidgeTotal Maple Ridge 79.4 82.4 86.7 91.7 95.7 95.7 97.7 100.2 103.2 Pitt Meadows - Regular Contract 17.4 18.4 19.4 19.4 20.4 20.4 21.4 21.4 21.4 Pitt Meadows - Integrated Teams*,** 0.5 0.5 0.9 0.9 2.0 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 0.0 0.0 0.0 Provincial 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 100.6 100.6 100.6 100.6 104.6 104.6 104.6 104.6 110.3 110.3 110.3 110.3 115.3 115.3 115.3 115.3 121.4 121.4 121.4 121.4 121.4 121.4 121.4 121.4 124.124.124.124.3333 126.6126.6126.6126.6 129.6129.6129.6129.6 * Positions are calculated using the budgeted strength for the team multiplied by municipalities’ portion of the costs ** RCMP Contract ends March 31 CFS CFS CFS CFS –––– POLICE SERVICESPOLICE SERVICESPOLICE SERVICESPOLICE SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 123 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Police ServicesPolice ServicesPolice ServicesPolice Services All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Lease Revenue – The 2010 and 2009 reported revenues fluctuated due to anticipated additional lease revenue due to the housing of RCMP members that were on regional integrated teams which did not materialize. Contract – The cost of the RCMP Contract has increased significantly due to additional costs for integrated teams as well as an increase in pension costs. Additional RCMP members will be added as can be afforded within a defined funding envelope. The contract with ECOMM for dispatch services has been renegotiated and it does not have an increase for the next five years. Salaries (multiple) – The increased cost is due to converting a position, Information & Privacy Coordinator, from a RCMP position to a municipal one which was funded by reducing the RCMP Contract. The staffing count for Custodial Guards was low in 2010 as the cells were being renovated and custodial services were contracted to a neighbouring community. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fines (21000-4240)- 119 - 184 - 48 - 48- 48- 48- 48 ----0%0%0%0%- 48 - 48 - 48 - 48 Lease Revenue (21000-4310)- 173 106 - 27 - 27- 27- 27- 27 ----0%0%0%0%- 27 - 27 - 27 - 27 Other Grant (Conditional) (21000-4258)- 890 - 937 - 945 - 1,009- 1,009- 1,009- 1,009 - 64- 64- 64- 64 6%6%6%6%- 1,034 - 1,054 - 1,075 - 1,094 Program Fees (21000-4230)--- 10 - 10- 10- 10- 10 ----0%0%0%0%- 10 - 10 - 10 - 10 Prov. Grant (Conditional) (21150-102-4252)- 50 - 71 - 53 - 53- 53- 53- 53 ----0%0%0%0%- 53 - 53 - 53 - 53 Recovery (21130-5300)- 24 - 42 - 32 - 32- 32- 32- 32 ----0%0%0%0%- 32 - 32 - 32 - 32 Sale of Service (21000-4600/4650)- 231 - 295 - 146 - 146- 146- 146- 146 ----0%0%0%0%- 146 - 146 - 146 - 146 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,487 - 1,423 - 1,261 - 1,325- 1,325- 1,325- 1,325 - 64- 64- 64- 64 5%5%5%5%- 1,350 - 1,370 - 1,391 - 1,410 ExpenseExpenseExpenseExpense Contract (21000/21100-7007)10,983 11,730 12,352 13,21313,21313,21313,213 861861861861 7%7%7%7%14,141 15,074 16,143 17,483 Auxillary (21120-7015)-3 25 25252525 ----0%0%0%0%25 25 25 25 Other Exp (multiple)98 88 111 112112112112 1111 1%1%1%1%113 113 114 115 Insurance (21000-6210)19 20 21 21212121 ----0%0%0%0%22 22 22 22 Maintenance - Buildings (21100-8060)149 139 164 164164164164 ----0%0%0%0%164 165 165 165 Maintenance - General (21100-8056)134 123 155 155155155155 ----0%0%0%0%155 155 155 155 Other Outside Services (21140/21150-7051)1,060 918 917 917917917917 ----0%0%0%0%917 917 917 917 Salaries (multiple)206 191 240 318318318318 78787878 25%25%25%25%330 342 355 366 Service Severance Costs (21000/21100-5150)-22 22 22222222 ----0%0%0%0%23 24 26 26 Supplies (21000/21100-6300)54 51 30 30303030 ----0%0%0%0%30 30 30 30 Utilities - Telephone (21100-6520)42 49 45 45454545 ----0%0%0%0%45 45 45 45 Wages (multiple)2,404 2,500 2,526 2,6222,6222,6222,622 96969696 4%4%4%4%2,735 2,816 2,902 2,983 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 15,149 15,834 16,608 17,64417,64417,64417,644 1,0361,0361,0361,036 6%6%6%6%18,700 19,728 20,899 22,332 TOTAL POLICE SERVICESTOTAL POLICE SERVICESTOTAL POLICE SERVICESTOTAL POLICE SERVICES 13,66213,66213,66213,662 14,41114,41114,41114,411 15,34715,34715,34715,347 16,31916,31916,31916,319 972972972972 6%6%6%6% 17,35017,35017,35017,350 18,35818,35818,35818,358 19,50819,50819,50819,508 20,92220,92220,92220,922 PUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICESPUBLIC WORKS & DEVELOPMENT SERVICES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 124 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 the 2010 accomplishments in our division are shown below, followed by efficiency and effectiveness initiatives which were undertaken by all areas, and the business context relevant to the 2011-2015 planning period. The subsequent pages in the PWDS section will provide information on the departments reporting to this division, including staffing, 2011 workplan highlights, performance measurements, and budgets. The departments within this section are Administration, Engineering, Licences, Permits and Bylaws, Planning, Operations, and our partnership with Ridge Meadows Recycling Society. Select 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division AccomplishmentsSelect 2010 Division Accomplishments Completed the second stage, phase one, of the Downtown Enhancement Project, including 224 Street and Lougheed Highway streetscape enhancements, upgraded servicing to accommodate growth and a pedestrian friendly walking environment, bicycle racks, increased the number of trees and landscaping, street light enhancement, and improved traffic movements. Earned a Platinum MarCom award for the Downtown Enhancement Project Communication Plan and Program and public engagement program. Construction of 240 Street Bridge at Kanaka Creek. Completed major road construction projects, including the street intersection realignment of Abernethy Way at 224 Street and the installation of a traffic signal on Abernethy Way and 216 Street. Completed major storm/sanitary sewer projects including: Academy Park sanitary sewer, Storm Water Levy report, River Road storm sewer, and sewer extension to the Fraser Regional Correctional Centre and Alouette Correctional Centre for Women in east Maple Ridge. In keeping with our mandate to provide a consistent and secure source of potable water, several initiatives were completed, including the preparation and submission of the Water System Report to Fraser Health, and the installation of a bulk water kiosk in east Maple Ridge. Dealt with severe snowstorms and a large effort in snow removal. Adopted an Area Plan Process Policy, commenced a review of the Zoning Bylaw, OCP Sustainability targets, commenced work on the Albion Concept Plan, and continued work on the Regional Growth Strategy review. Advertised, solicited, and encouraged public communication on strategic initiatives and major projects. Implemented award-winning Smart Growth on the Ground Plan for the Town Centre. Pavement Rehabilitation program saw multiple roads receive new pavement. Efficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness InitiativesEfficiency/Effectiveness Initiatives As part of the continuous assessment of services provided, a number of new processes that provide for greater efficiency and effectiveness were introduced: Alternative funding services and savings were achieved through gravel revenues, a local asphalt plant, and use of technology. Collaborated with other organizations such as Community Outreach on homelessness and the Business Improvement Association on security. Implemented several equipment and technological changes including: uninterrupted power supply to five more traffic signals and more fuel savings with the addition of five hybrid vehicles into the fleet (27 hybrids now in fleet). Significant infrastructure grants and TransLink funding were obtained to offset municipal costs on major projects. Business ContextBusiness ContextBusiness ContextBusiness Context Implemented a revised Development Process to assist applicants in upfront land use decisions. New development incentives in the Town Centre. Notable increase in construction prices as a result of Federal Infrastructure Program requirement for works to be completed by March 2011. Harmonized Sales Tax (HST) has impacted costs. Efficiencies and effectiveness are paramount to addressing cost containment. Multiple staff retirements impacting the corporate knowledge base. As new staff “get up to speed,” they will play a significant role and contribute to the success of the organization. Continue to explore new technologies and expand the use of existing platforms to improve customer service levels and meet the needs of the organization. Asset Management utilizing accounting principles of the Public Sector Accounting Board (PSAB) and maintenance/replacement initiatives will direct utility and fixed asset programs of the future. Dedicated asset management of our drainage facilities for dykes, drainage districts, depreciating and failing storm mains (PSAB) and maintenance funding for local areas (Silver Valley) all point to the long term requirement of a drainage utility. PWDS PWDS PWDS PWDS –––– ADMINISTRATION ADMINISTRATION ADMINISTRATION ADMINISTRATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 125 Services ProvidedServices ProvidedServices ProvidedServices Provided The Public Works and Development Services (PWDS) Administration section is responsible for carrying out corporate initiatives as directed by Council. The Division manages the District’s activities with respect to the administration and implementation of municipal policies, bylaws, and services. These services include development processing, the issuance of building permits and business licences, and the construction, operation and maintenance of municipal infrastructure. In addition, the Division attends to enquiries and requests for assistance from the general public. The Ridge Meadows Recycling Society liaises with Council through the Division. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis 2011 will see the Division complete a robust capital program including; the completion of the downtown street enhancements on 224 Street, a major sewer line to the Industrial Lands on 256 Street, improvements to drainage and pedestrian facilities on 124 Avenue (Shady Lane), Silver Valley road pedestrian improvements, and improvements to the seniors’ area on 224 Street. The completion of the Albion Concept Plan process and the Zoning Bylaw review are also planned. The Division will also work with the emergency response team to continue emergency response planning. Organization ChartOrganization ChartOrganization ChartOrganization Chart These positions all report to PWDS but some are budgeted to other areas. PWDS PWDS PWDS PWDS –––– ADMINISTRATION ADMINISTRATION ADMINISTRATION ADMINISTRATION District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 126 StaStaStaStaff Position History and Forecastff Position History and Forecastff Position History and Forecastff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacanActual FTEs (net of vacanActual FTEs (net of vacanActual FTEs (net of vacancies & unpaid leave)cies & unpaid leave)cies & unpaid leave)cies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 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 Business Support Analyst - - - 0.9 1.0 1.0 1.0 - - - Executive Assistant 0.5 0.5 0.5 0.2 - - - - - - Working Supervisor CSC 1.0 1.0 1.0 0.8 - - - - - - Senior Development Service Tech - - - - 0.4 1.0 1.0 1.0 1.0 1.0 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 2.52.52.52.5 2.52.52.52.5 2.52.52.52.5 2.92.92.92.9 2.42.42.42.4 3.03.03.03.0 3.03.03.03.0 2222.0.0.0.0 2222.0.0.0.0 2.02.02.02.0 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– PWDS AdministrationPWDS AdministrationPWDS AdministrationPWDS Administration All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Salaries – For the years 2011 through 2014 there is funding to address costs associated with growth for this division. Costs for the Business Support Analyst have been transferred to Licences, Permits, and Bylaws. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Conventions & Conferences (31010-6051)20 15 29 29292929 ----0%0%0%0%29 29 29 29 Legal (31010-7030)26 38 ------------- Memberships (multiple)12 15 18 18181818 ----0%0%0%0%18 18 18 18 Salaries (31010-5500)335 343 358 388388388388 30303030 8%8%8%8%440 491 563 635 Supplies (31010/32000-6300)5 2 4 4444 ----0%0%0%0%4 4 4 4 TOTAL PWDS-ADMINTOTAL PWDS-ADMINTOTAL PWDS-ADMINTOTAL PWDS-ADMIN 398398398398 413413413413 409409409409 439439439439 30303030 7%7%7%7% 491491491491 542542542542 614614614614 686686686686 PWDS PWDS PWDS PWDS –––– ENGINEERING ENGINEERING ENGINEERING ENGINEERING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 127 Services ProvidedServices ProvidedServices ProvidedServices Provided The Engineering Department oversees the planning and design and construction of road, sewer, water, and storm water systems in Maple Ridge. Applying the latest and most relevant science, standards and best practices in the field of engineering, the Department provides analysis and planning for future infrastructure needs, recommendations for maintenance and upgrade of existing infrastructure, monitors construction of all public infrastructure projects and maintains and integrated database and records of the District’s infrastructure assets. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will be completing significant capital projects including: Phase Two of the Downtown Enhancement Project (224 Street north of Spirit Square). A sewer extension to Fraser Regional Correctional Centre in East Maple Ridge. Completion of the River Road storm sewer. Implementation of the illuminated street name sign project throughout the District. Replacement of damaged survey monuments throughout the District. Co-manage the sidewalk letdown program improving accessibility for pedestrians by matching the level of the sidewalk and the roadway at priority intersections. We will undertake and provide engineering input, as required, in a variety of reviews and studies that are part of the District’s overall 2011 Workplan including; Master Transportation Plan. Development Services Quality Enhancement Initiative. Subdivision and Servicing bylaw review. Development Cost Charges bylaw review. Review water metering practices. Provide technical detail to assist with the development of the Albion Concept Plan. 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 the Operations Centre on the sewer system Inflow and Infiltration program, video conversion, setting up of a rating system for sewer conditions, and perform designs for culverts at locations to be determined by Operations. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life. Key Performance Measures (mapleridge.visiblestrategies.com) To minimize the number of automobile crashes by improving traffic safety on our road network for all users, including pedestrians and cyclists. PWDS PWDS PWDS PWDS –––– ENGINEERING ENGINEERING ENGINEERING ENGINEERING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 128 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Staff SummaryStaff SummaryStaff SummaryStaff Summary Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2222006006006006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 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 0.3 - - - - - Director of Engineering Projects 0.3 - - - - - - - - - Manager of Corp & Dev Engineering - - 0.0 1.0 1.0 1.0 0.2 - - - Manager of Design and Projects - - 0.8 - - 0.7 1.0 1.0 1.0 1.0 Manager of Infrastructure Develop’t - - - - - - 0.9 1.0 1.0 1.0 Manager of Utility Engineering 0.7 - - - - - 1.0 1.0 1.0 1.0 Senior Project Engineer - - - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 Geomatics Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 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 1.0 Engineering Technologist – Projects - - - - - - 1.0 1.0 1.0 1.0 Engineering Technologist I 4.5 4.2 4.0 3.1 2.0 2.5 2.1 3.0 3.0 3.0 Engineering Works Inspector 1.0 1.0 1.0 2.0 1.8 1.8 2.0 2.0 2.0 2.0 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 - - 0.8 1.0 1.0 0.3 - 1.0 1.0 1.0 Traffic Technician 0.9 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0 Draftsperson II 3.5 3.9 4.0 4.1 4.0 3.8 3.3 4.0 4.0 4.0 Instrumentman II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Administrative Assistant 1.0 1.0 1.1 1.0 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 0.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Dev Services Technician 2.0 2.3 2.2 2.1 1.7 2.1 1.9 2.0 2.0 2.0 Engineering Project Clerk - - - - - - 1.0 1.0 1.0 1.0 Clerk II 0.5 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 - - - - - - 0.1 0.1 0.1 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 22.622.622.622.6 22.122.122.122.1 24.224.224.224.2 24.824.824.824.8 23.923.923.923.9 24.224.224.224.2 25.425.425.425.4 28.128.128.128.1 28.128.128.128.1 28.128.128.128.1 PWDS PWDS PWDS PWDS –––– ENGINEERING ENGINEERING ENGINEERING ENGINEERING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 129 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Engineering DepartmentEngineering DepartmentEngineering DepartmentEngineering Department All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Consulting – Previous budgets and actuals included a specific onetime cost due to having staff vacancies. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Collections (32100-4130/4131)- 23 - 30 ------------- Fees (multiple)- 363 - 428 - 335 - 335- 335- 335- 335 ----0%0%0%0%- 335 - 335 - 335 - 335 Permits (32100/33100-4445)- 133 - 205 - 132 - 132- 132- 132- 132 ----0%0%0%0%- 132 - 132 - 132 - 132 Prov. Grant (Unconditional) (32000-4253)- 2 -------------- Sales (multiple)- 539 - 518 - 525 - 525- 525- 525- 525 ----0%0%0%0%- 525 - 525 - 525 - 525 Soil Deposit Fees (32100-4219)- 84 - 63 ------------- Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,144 - 1,244 - 992 - 992- 992- 992- 992 ----0%0%0%0%- 992 - 992 - 992 - 992 ExpenseExpenseExpenseExpense Consulting (32100-7005)143 112 131 83838383 - 48- 48- 48- 48 -58%-58%-58%-58%86 88 90 93 Other Outside Services (32100-7051)9 9 10 10101010 ----0%0%0%0%10 10 10 10 Salaries (multiple)1,943 2,162 2,151 2,2322,2322,2322,232 81818181 4%4%4%4%2,319 2,404 2,492 2,574 Salaries Recovery (32100-5400)- 919 - 956 - 953 - 992- 992- 992- 992 - 39- 39- 39- 39 4%4%4%4%- 1,030 - 1,067 - 1,106 - 1,141 Service Severance Costs (32100-5150)36 57 57 59595959 2222 3%3%3%3%61 63 68 68 Supplies (multiple)50 45 47 47474747 ----0%0%0%0%47 47 47 47 Vehicle Charges (32100-7400)57 64 60 63636363 3333 5%5%5%5%65 67 69 71 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,319 1,493 1,503 1,5021,5021,5021,502 - 1- 1- 1- 1 0%0%0%0%1,558 1,612 1,670 1,722 TOTAL ENGINEERINGTOTAL ENGINEERINGTOTAL ENGINEERINGTOTAL ENGINEERING 175175175175 249249249249 511511511511 510510510510 - 1- 1- 1- 1 0%0%0%0% 566566566566 620620620620 678678678678 730730730730 PWDS PWDS PWDS PWDS –––– LICENCES, PELICENCES, PELICENCES, PELICENCES, PERMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 130 Services ProvidedServices ProvidedServices ProvidedServices Provided The Licences, Permits and Bylaws Department captures a wide range of services for citizens, including: Business licence applications and renewals, as well as record management of businesses in the District of Maple Ridge. Permits and Inspections. Citizens are required to obtain permits for building, plumbing, electrical and gas construction and renovations. Our staff issues these permits and arranges for inspections and certification that all work complies with the appropriate legislation Bylaw Enforcement staff ensure compliance with regulations enacted by Council ranging from parking to issues of land and property use. Animal Control and Licensing. Our team administers the Dog Licence program and works with the local BC SPCA to ensure compliance with Animal Welfare Legislation. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will introduce a rebate program for installation of low water use toilets. We will undertake a Service Quality Enhancement initiative which will include online tracking for permit and licence applications and focused customer feedback. We will review and update numerous bylaws, including: Grow Operation, Health, Nuisance, and Safety bylaw Commercial water Cross Connection Control program Building bylaw amendments to incorporate Solar Hot Water Ready initiatives New Sign bylaw New Scrap Metal Dealer bylaw Business Licence bylaw Dog Control bylaw Untidy and Unsightly Premises bylaw New Recycling bylaw Municipal Ticket Information (MTI) bylaw to include escalating fines for repeat offenders. We will also establish a process to review all existing regulatory bylaws to ensure compliance with current statutes, relevant case law, and review relevancy with current municipal policy and requirements. We will develop a Bylaw Adjudication Program with the intent of partnering with the District of Mission, in accordance with the Local Government Bylaw Notice Enforcement Act for the enforcement of all regulatory bylaws. We will assist Information Services with the implementation of online applications and payment of selected licences, permits, and tickets, and pilot the use of laptop computers for Bylaw Enforcement vehicles. We will establish process for Remedial Action Orders to ensure demolition of hazardous or nuisance structures. We will explore options for automated ticket and inspection report issuance. We will review the logistics and implications around the principle of a ‘single business licence’, which includes seeking input from other Metro Vancouver municipalities’ and their responses to the initiative. We will establish a process for Section 57 Notices on outstanding building permits. A Section 57 notice is placed on properties where a serious bylaw infraction has occurred (for example a grow op) or permits that were required for certain types of construction or renovations have not been obtained. The notice provides a potential owner with a warning that there are outstanding health or safety issues with a property. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement Key Performance Measures (mapleridge.visiblestrategies.com) Ensure public compliance with Municipal bylaws. Ensure dog owners contribute toward the cost of animal control. Process permit applications efficiently and effectively. PWDS PWDS PWDS PWDS –––– LICENCES, PELICENCES, PELICENCES, PELICENCES, PERMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 131 Organization ChartOrganization ChartOrganization ChartOrganization Chart Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Staff SummaryStaff SummaryStaff SummaryStaff Summary Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave)Actual FTE's (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director Licences, Permits and Bylaws 1.0 1.0 1.0 1.0 1.0 1.0 0.9 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 0.9 - - - - - - Bylaw Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.2 1.0 1.0 1.0 1.0 Building Inspector I 2.0 2.0 2.0 2.0 2.7 3.1 3.5 3.0 3.0 3.0 Building/Electrical Inspector I 1.0 0.2 - - - - - - - - Electrical Inspector - 0.8 2.0 2.2 2.1 2.0 2.4 2.0 2.0 2.0 Plumbing/Gas Inspector I 1.1 1.0 1.1 1.3 1.3 0.2 0.3 - - - Trades Inspector 2.0 2.0 1.0 1.0 1.0 2.1 2.1 3.0 3.0 3.0 Site Grading Technologist - - - - 0.1 1.0 1.0 1.0 1.0 1.0 Business Support Analyst - - - - - - - 1.0 1.0 1.0 Plan Checker II 2.0 2.0 2.1 2.8 2.6 3.0 3.0 3.0 3.0 3.0 Senior Licence Inspector/Bylaw Officer - - - - 0.3 1.0 1.0 1.0 1.0 1.0 Bylaw Enforcement RCMP Liaison - - - - 0.2 0.6 0.5 0.5 0.5 0.5 Licence Inspector/Bylaw Officer 2.4 3.7 4.2 4.2 4.5 4.0 4.0 4.0 4.0 4.0 Plan Checker I - - - 0.4 1.0 1.0 1.0 1.0 1.0 1.0 Bylaw Enforcement Officer - - - - 0.1 0.5 0.6 0.7 0.7 0.7 Administrative/Program Assistant 1.0 0.8 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0 Dev Services Technician 2.8 2.9 2.9 2.8 3.0 3.0 3.0 3.0 3.0 3.0 Bylaw Enforcement Clerk 3.0 2.9 2.6 2.7 3.1 3.0 3.5 3.0 3.0 3.0 Clerk II 0.3 - - - - - - - - - Other - 0.2 - - - - - 0.2 0.2 0.2 FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 21.521.521.521.5 22.422.422.422.4 22.922.922.922.9 24.124.124.124.1 26.026.026.026.0 28.728.728.728.7 29.829.829.829.8 30303030.4.4.4.4 30.430.430.430.4 30.430.430.430.4 Director of Licences, Permits and Bylaws Liz Holitzki Administrative/ Program Assistant Jaci Diachuk Manager of Inspection Services Stephen Cote- Rolvnk Site Grading Technologist Rachel Ollenberger Building Inspector I Paul Juoksu Ed Mah Harry Schwaiger Trades Inspector Glen Hewson Ed Zezchuk Not Hired Electrical Inspector Don Daunais Paul Kelly Plan Checker II Aman Sivia Jennifer Spinelli Norman Tong Plan Checker I Cathy Bittroff Develop’t Services Technicians Sherry Fournier Cindy Francis Nola van der Pauw Bylaw Services Supervisor Diane Merenick Senior Licence Inspector/Bylaw Enforcement Officer Barb Melnick Bylaw Enforcement Officer RCMP Liaison .5 FTE Derrick Keist Licence Inspector/ Bylaw Enforcement Officer Wendy Godfrey Simon Jottey Treena Martin Bylaw Enforcement Officer-Parking 1FTE John Petty Not Hired Bylaw Enforcement Clerk Rosario Brittnum Kristen Neratini Katarina Hodak PT Sian Kane PT Business Support Analyst David Stevenson Licence Inspector/ Bylaw Enforcement Officer Anna Lavia PWDS PWDS PWDS PWDS –––– LICENCES, PELICENCES, PELICENCES, PELICENCES, PERMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS RMITS AND BYLAWS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 132 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– InspectiInspectiInspectiInspections ons ons ons All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Permits – Building activity slowed down in 2009 with some recovery in 2010. 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 Financial Plan Financial Plan Financial Plan –––– Licences and BylawsLicences and BylawsLicences and BylawsLicences and Bylaws All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Salaries –The budget increase is due to the Business Support Analyst being moved from PWDS-ADMIN. Studies & Projects – Funding for onetime costs was included in the 2010 budget (Sign Bylaw: Advertising for public consultation, consulting and legal). 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Other Rev (multiple)- 24 - 15 - 15 - 15- 15- 15- 15 ----0%0%0%0%- 15 - 15 - 15 - 15 Permits (24000-4445)- 1,418 - 1,946 - 1,734 - 1,734- 1,734- 1,734- 1,734 ----0%0%0%0%- 1,734 - 1,734 - 1,734 - 1,734 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,442 - 1,961 - 1,749 - 1,749- 1,749- 1,749- 1,749 ----0%0%0%0%- 1,749 - 1,749 - 1,749 - 1,749 ExpenseExpenseExpenseExpense Advertising (24000-6010)1 -2 2222 ----0%0%0%0%2 2 2 2 Memberships (24000-6270)2 2 2 2222 ----0%0%0%0%2 2 2 2 Salaries (24000/24010-5500)1,170 1,266 1,256 1,3101,3101,3101,310 54545454 4%4%4%4%1,361 1,409 1,459 1,508 Supplies (24000-6300)41 49 47 47474747 ----0%0%0%0%47 47 47 47 Vehicle Charges (24000-7400)49 47 47 49494949 2222 4%4%4%4%50 52 53 55 Wages (24010-5600)15 49 18 18181818 ----0%0%0%0%19 20 20 21 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,278 1,413 1,372 1,4281,4281,4281,428 56565656 4%4%4%4%1,481 1,532 1,583 1,635 TOTAL INSPECTIONSTOTAL INSPECTIONSTOTAL INSPECTIONSTOTAL INSPECTIONS - 164- 164- 164- 164 - 548- 548- 548- 548 - 377- 377- 377- 377 - 321- 321- 321- 321 56565656 -17%-17%-17%-17% - 268- 268- 268- 268 - 217- 217- 217- 217 - 166- 166- 166- 166 - 114- 114- 114- 114 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Administration Fee (25000-4651)- 11 - 12 - 5 - 5- 5- 5- 5 ----0%0%0%0%- 5 - 5 - 5 - 5 Business Licences (53300-4342)- 576 - 600 - 575 - 575- 575- 575- 575 ----0%0%0%0%- 575 - 575 - 575 - 575 Fees (27000-4220)- 58 - 55 - 55 - 55- 55- 55- 55 ----0%0%0%0%- 55 - 55 - 55 - 55 Fines (multiple)- 53 - 54 - 64 - 64- 64- 64- 64 ----0%0%0%0%- 64 - 64 - 64 - 64 Licences (26000-4340)- 282 - 303 - 280 - 280- 280- 280- 280 ----0%0%0%0%- 280 - 280 - 280 - 280 Recovery - Other (25000-4372)- 22 - 16 - 10 - 10- 10- 10- 10 ----0%0%0%0%- 10 - 10 - 10 - 10 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 1,002 - 1,040 - 989 - 989- 989- 989- 989 ----0%0%0%0%- 989 - 989 - 989 - 989 ExpenseExpenseExpenseExpense Contract (multiple)286 303 318 342342342342 24242424 7%7%7%7%351 361 371 381 Legal (53300-7030)21 36 ------------- Miscellaneous (26000-6275)2 4 11 11111111 ----0%0%0%0%11 11 11 11 Program Costs (53300-6325)3 1 ------------- Publicity & Promotions (53300-6330)2 5 4 4444 ----0%0%0%0%4 4 4 4 Salaries (multiple)830 919 928 960960960960 32323232 3%3%3%3%996 1,031 1,067 1,102 Studies & Projects (25000/53300-6380)--5 ----- 5- 5- 5- 5 ---- Supplies (multiple)107 100 53 53535353 ----0%0%0%0%53 53 53 53 Vehicle Charges (25000-7400)18 22 20 21212121 1111 5%5%5%5%21 22 23 23 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,270 1,390 1,339 1,3911,3911,3911,391 52525252 4%4%4%4%1,436 1,482 1,529 1,574 TOTAL LICENCES AND BYLAWSTOTAL LICENCES AND BYLAWSTOTAL LICENCES AND BYLAWSTOTAL LICENCES AND BYLAWS 268268268268 350350350350 350350350350 402402402402 52525252 13%13%13%13% 447447447447 493493493493 540540540540 585585585585 PWDS PWDS PWDS PWDS –––– PLANNING PLANNING PLANNING PLANNING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 133 Services ProvidedServices ProvidedServices ProvidedServices Provided The Planning Department is responsible for providing input to Council in their deliberations around specific and broad land use policy and planning for the District of Maple Ridge. After Council has set policy guidelines for an area, the Planning Department works with citizens and the development community to ensure that all development complies with zoning specifications, environmental legislation, health regulations and any form and character specifications for a development area. In order to carry out this work, the Planning Department coordinates the flow of information with a number of internal departments and stakeholder groups and agencies involved in a project application. The Planning Department provides information, recommendations and technical expertise in the development of policy as well as providing assistance to committees of Council including the Heritage Advisory Commission, Agricultural Advisory Committee, and the Advisory Design Panel, We also supply information to, and work closely with, relevant external agencies (Agricultural Land Commission, Metro Vancouver) and very specific statutory work for every property development that comes before Council. The Planning Department has a team of Environmental specialists who work closely with District planners and engineers to ensure that Maple Ridge achieves the highest standards of environmental stewardship and sustainability. This team works in the field to assess the impact of specific project applications and develop recommendations around environmental stewardship that become part of the District’s comprehensive policy development around planning and land use. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will be working on several strategies and plans including: Preparation of an application to the Agricultural Land Commission (ALC) on the Albion Flats followed by preparation of an Area plan if approval is received from the ALC. Provide assistance to the Social Planning Committee on preparation of a Housing Action Plan. Complete the Environment Strategic Management plan. Provide support for the Heritage Commission Strategic plan. Complete the Zoning Bylaw review. Complete and implement the Wildfire Interface Management plan. Initiate the revised Regional Context Statement as required if the Metro Vancouver Regional Growth Strategy (RGS) is approved by Council Assist in the Quality Enhancement initiative. We will work with Sustainability and Corporate Planning to develop policy recommendations to ensure that the District of Maple Ridge is in compliance with legislation requiring official community plans to include targets and measurements for greenhouse gas emissions. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) Increase residential density in the Town Centre. Identify and protect environmental features and areas that require special recognition and management to promote sound environmental practices. PWDS PWDS PWDS PWDS –––– PLANNING PLANNING PLANNING PLANNING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 134 Organization ChartOrganization ChartOrganization ChartOrganization Chart Director of Planning Jane Pickering Administrative Assistant Debbie Pope Manager of Community Planning Christine Carter Planner II Diana Hall Lisa Zosiak Mgr of Development and Environmental Services Approving Officer Chuck Goddard Planner II Rasika Acharya Environmental Planner Rod Stott Planning Technician Sarah Atkinson Michelle Bast Amelia Bowden Mapping and Graphics Technician David Tieu Environmental Technician Mike Pym Gail Szostek Development Services Technician Patty Carlow Judy VanTunen Senior Planning Technician Ann Edwards Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave)Actual FTEs (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Planning 1.0 1.0 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 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Manager of Community Planning 0.3 1.0 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 1.0 Planner II 2.5 2.3 2.4 3.0 3.0 3.1 3.0 3.0 3.0 3.0 Senior Planning Technician - - - - - - 1.0 1.0 1.0 1.0 Environmental Technician 1.0 1.0 1.0 1.0 1.3 2.0 2.0 2.0 2.0 2.0 Planning Landscape Technician 0.7 - - - - - - - - - Planning Technician 2.1 2.9 3.0 3.8 3.9 3.6 3.0 3.0 3.0 3.0 Mapping and Graphics Technician - - - - - 0.9 1.0 1.0 1.0 1.0 Planning Assistant II 1.0 0.8 1.0 1.0 0.9 0.1 - - - - Administrative Assistant 1.0 1.0 1.1 1.3 1.0 1.0 1.0 1.0 1.0 1.0 Dev Services Technician 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Planning Student - 0.2 0.3 - - - - - - - FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 12.512.512.512.5 13.213.213.213.2 14.714.714.714.7 16.116.116.116.1 16.116.116.116.1 16.716.716.716.7 17.017.017.017.0 17.17.17.17.0000 17.17.17.17.0000 17.17.17.17.0000 Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies. PWDS PWDS PWDS PWDS –––– PLANNING PLANNING PLANNING PLANNING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 135 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Planning DepartmentPlanning DepartmentPlanning DepartmentPlanning Department All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Committee Costs, Consulting, and Studies & Projects – 2010 budgets contained funding committed to specific projects that were to be completed in 2010. However, many were not completed in 2010 and will need to be added to the 2011 budget in future amendments. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Applic Fees - ALR (53110-4123)- 2 - 2 - 6 - 6- 6- 6- 6 ----0%0%0%0%- 6 - 6 - 6 - 6 Applic Fees - Dev Permit (53110-4124)- 119 - 107 - 150 - 153- 153- 153- 153 - 3- 3- 3- 3 2%2%2%2%- 156 - 159 - 161 - 161 Applic Fees - OCP (53110-4121)- 11 - 6 - 6 - 6- 6- 6- 6 ----0%0%0%0%- 6 - 7 - 7 - 7 Applic Fees - Subdivision (53110-4122)- 71 - 103 - 108 - 111- 111- 111- 111 - 3- 3- 3- 3 3%3%3%3%- 113 - 115 - 116 - 116 Application Fees (53110-4120)- 91 - 128 - 108 - 111- 111- 111- 111 - 3- 3- 3- 3 3%3%3%3%- 113 - 115 - 115 - 115 Erosion Sediment Contrl Permit (53110-4127)- 8 - 8 ------------- Fees - Temp Ind/Comm Permit (53110-4125)- 12 - 25 - 4 - 4- 4- 4- 4 ----0%0%0%0%- 5 - 5 - 5 - 5 Program Fees (53120-4230/4231)- 1 - 1 - 1 - 1- 1- 1- 1 ----0%0%0%0%- 1 - 1 - 1 - 1 Programs (53120-4321)- 1 - 1 ------------- Prov. Grant (Conditional) (53120-4252)- 9 - 11 ------------- Sales (53110-4510)- 2 - 2 - 7 - 7- 7- 7- 7 ----0%0%0%0%- 7 - 7 - 7 - 7 User Fees (53110-4222)- 1 -- 3 - 3- 3- 3- 3 ----0%0%0%0%- 3 - 3 - 3 - 3 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 328 - 394 - 393 - 402- 402- 402- 402 - 9- 9- 9- 9 2%2%2%2%- 410 - 418 - 421 - 421 ExpenseExpenseExpenseExpense Committee Costs (53110/53120-6045)55 19 62 22222222 - 40- 40- 40- 40 -182%-182%-182%-182%22 22 22 22 Consulting (53120-7005)22 112 152 144144144144 - 8- 8- 8- 8 -6%-6%-6%-6%19 19 19 19 Contract (53110-7007)40 40 40 40404040 ----0%0%0%0%40 40 40 40 Legal (53100/53110-7030)77 56 38 38383838 ----0%0%0%0%38 38 38 38 Memberships (53110-6270)4 5 2 2222 ----0%0%0%0%2 2 2 2 Publications (53110/53120-6335)--2 2222 ----0%0%0%0%2 2 2 2 Salaries (multiple)1,415 1,468 1,623 1,6141,6141,6141,614 - 9- 9- 9- 9 -1%-1%-1%-1%1,676 1,736 1,800 1,859 Service Severance Costs (53100-5150)6 7 7 7777 ----0%0%0%0%8 8 8 8 Studies & Projects (multiple)4 22 150 ----- 150- 150- 150- 150 ---- Supplies (multiple)13 9 36 36363636 ----0%0%0%0%36 36 36 36 Travel (53110/53120-6410)7 8 9 9999 ----0%0%0%0%9 10 10 10 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,643 1,746 2,121 1,9141,9141,9141,914 - 207- 207- 207- 207 -11%-11%-11%-11%1,852 1,913 1,977 2,036 TOTAL PLANNINGTOTAL PLANNINGTOTAL PLANNINGTOTAL PLANNING 1,3151,3151,3151,315 1,3521,3521,3521,352 1,7281,7281,7281,728 1,5121,5121,5121,512 - 216- 216- 216- 216 -14%-14%-14%-14% 1,4421,4421,4421,442 1,4951,4951,4951,495 1,5561,5561,5561,556 1,6151,6151,6151,615 PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 136 Services ProvidedServices ProvidedServices ProvidedServices Provided The Operations Centre 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. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis We will undertake water main replacement projects on124 Avenue (227 Street to 228 Street) and the lane west of 220 Street south of Dewdney Trunk Road. We will review the road alignment and infrastructure requirements on Abernathy (216 Street to Blackstock Street) and review installation of flow meters in all pressure reducer valves in the 84 metre elevation zones. We will compile sanitary sewer and storm sewer video information into a comprehensive maintenance and repair program and undertake the Eagle Avenue neighbourhood storm main renewal. We will review engineering design requirements and operations procedures for water, sanitary sewer, and storm sewer service connection renewals. We will commence work on 284 Street where a landslide is affecting road stability, complete a structural review of bridges, and replace five temporary traffic delineator locations. We will undertake a comprehensive fleet maintenance, fuel and data base review using principles established by the E3 (Energy, Environment and Excellence) Fleet Program and research the purchase of a low speed electric plug-in vehicle to add to our fleet. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (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. Key Performance Measures (mapleridge.visiblestrategies.com) Increase the overall performance of our transportation vehicle fleet (increase fuel efficiency, reduce costs, reduce greenhouse gas emissions). Our target for 2011 is to reduce electricity consumption at the Operations Centre by 5% from 2010 levels. PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 137 Organization ChartOrganization ChartOrganization ChartOrganization Chart PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 138 Staff Position History and ForecastStaff Position History and ForecastStaff Position History and ForecastStaff Position History and Forecast The following table indicates the number of full-time equivalent (FTE) employees. The 2004-2010 FTEs represent actual hours worked plus paid leave; 2011-2013 represent forecasted staffing levels. Staff SummaryStaff SummaryStaff SummaryStaff Summary ActuActuActuActual FTE's (net of vacancies & unpaid leave)al FTE's (net of vacancies & unpaid leave)al FTE's (net of vacancies & unpaid leave)al FTE's (net of vacancies & unpaid leave) Full StaffingFull StaffingFull StaffingFull Staffing PositionPositionPositionPosition 2004200420042004 2005200520052005 2006200620062006 2007200720072007 2008200820082008 2009200920092009 2010201020102010 2011201120112011 2012201220122012 2013201320132013 Director of Engineering Operations 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Manager Electro/Mechanical 1.0 1.0 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 0.2 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 1.3 1.0 1.0 1.0 Superintendent of Waterworks 0.9 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Construction Superintendent - 0.8 0.7 - - - - - - - Engineering Technologist - - 1.0 1.0 1.0 1.0 0.4 2.0 2.0 2.0 Purchasing Supervisor - - - - - - 1.0 1.0 1.0 1.0 Engineering Works Inspector 2.0 2.0 1.2 0.9 1.0 1.2 1.0 1.0 1.0 1.0 Buyer 1.0 1.0 0.5 1.0 1.0 1.0 0.8 1.0 1.0 1.0 Storekeeper II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Accounting Clerk II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Fleet Mtce. Coord Clerk Typist III 0.3 1.0 1.0 1.0 1.1 1.4 1.4 1.0 1.0 1.0 Storekeeper IA - - - - 0.3 0.1 - - - - Clerk II 1.2 1.7 1.8 1.8 2.0 1.6 2.0 2.8 2.8 2.8 Accounting Clerk I 0.5 - - - - - - - - - Clerk I 0.5 - - - - - - - - - Maintenance Student 0.4 0.4 0.1 - - - - - - - Trades Foreman 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 1.0 Foreman III 3.0 3.0 3.1 3.5 3.0 3.3 3.3 3.0 3.0 3.0 Tradesperson II - Mechanic 2.0 2.0 2.0 2.0 2.1 2.0 1.9 2.0 2.0 2.0 Tradesperson II - Electrician 0.6 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0 Foreman II 5.0 5.6 5.7 6.4 6.7 6.5 6.0 6.0 6.0 6.0 Water System Operator - - - 0.7 0.6 - 0.7 1.0 1.0 1.0 Apprentice - Mechanic - - - - - 1.0 1.0 1.0 1.0 1.0 Electronics Technician 3.0 2.9 2.8 2.2 2.3 3.2 2.8 3.0 3.0 3.0 Meter Maintenance Worker 0.9 0.7 0.4 1.0 1.0 1.1 1.0 1.0 1.0 1.0 Equipment Operator V 1.0 0.9 0.9 1.0 1.9 1.0 1.0 1.0 1.0 1.0 Equipment Operator IVB 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 Equipment Op IVA/Truck Driver III - - - - - 1.0 1.0 1.0 1.0 1.0 Equipment Operator IVA 4.0 5.2 4.9 4.7 3.8 4.1 3.9 4.0 4.0 4.0 Water Maintenance Worker 2.3 3.0 2.2 1.9 2.6 3.3 3.0 3.0 3.0 3.0 Equipment Operator III 2.6 2.0 2.0 2.0 1.9 2.0 2.5 3.0 3.0 3.0 Maintenance Worker Utilities 2.4 2.5 4.3 5.0 4.5 5.1 4.5 5.0 5.0 5.0 Automotive Serviceperson - - - - - 0.2 0.2 0.5 0.5 0.5 Truck Driver III 2.0 2.0 2.0 2.0 2.1 3.2 2.1 2.0 2.0 2.0 Equipment Operator II 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 1.0 1.0 1.0 Truck Driver II 2.0 2.0 1.5 1.0 0.9 - - - - - Sign Maintainer 1.0 1.2 1.8 2.0 2.0 2.0 2.0 2.0 2.0 2.0 Labourer 14.8 16.2 14.2 15.6 14.3 13.2 13.3 18.5 18.5 18.5 Other - - - - 0.4 - - - - - FullFullFullFull----Time EquivalentTime EquivalentTime EquivalentTime Equivalent 64.464.464.464.4 69.169.169.169.1 66.766.766.766.7 69.769.769.769.7 69.269.269.269.2 70.670.670.670.6 68.168.168.168.1 77.677.677.677.6 77.677.677.677.6 77.677.677.677.6 PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 139 The base budgets for 2011-2015 for this department follow, along with the prior year budget and actual amounts for the preceding two years. Financial Plan Financial Plan Financial Plan Financial Plan –––– Operations Operations Operations Operations All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Committee Costs – 2010 budgets contained onetime funding for Biking Program Youth Centre. Financial Plan Financial Plan Financial Plan Financial Plan –––– Private ServicePrivate ServicePrivate ServicePrivate Service All figures represent $’000 (thousands) 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget ExpenseExpenseExpenseExpense Committee Costs (33100-6045)4 10 14 10101010 - 4- 4- 4- 4 -40%-40%-40%-40%10 10 10 10 Contributions from Others (30000-4820)-- 24 - 30 - 30- 30- 30- 30 ----0%0%0%0%- 30 - 30 - 30 - 30 Environmental Costs (33100-6320)--20 20202020 ----0%0%0%0%20 20 20 20 Equipment Maintenance (30000-8030)669 727 532 542542542542 10101010 2%2%2%2%551 560 570 579 Fees (39000-4220)- 7 - 18 - 10 - 10- 10- 10- 10 ----0%0%0%0%- 10 - 10 - 10 - 10 Fuel (33200-7360)584 699 662 677677677677 15151515 2%2%2%2%697 717 738 758 Fuel Sales (33200-7361)- 288 - 354 - 320 - 317- 317- 317- 317 3333 -1%-1%-1%-1%- 327 - 336 - 346 - 355 GVTA Grant - Downloaded Roads (33100-4261)- 603 - 262 - 845 - 845- 845- 845- 845 ----0%0%0%0%- 845 - 845 - 845 - 845 GVTA Grant - Uploaded Roads (33100-4260)- 568 -------------- Insurance (multiple)105 104 150 156156156156 6666 4%4%4%4%163 170 170 170 Maintenance - General (multiple)4,354 4,003 4,430 4,5874,5874,5874,587 157157157157 3%3%3%3%4,735 4,888 5,045 5,182 Preservice Fees (35300-4460)--- 26 - 26- 26- 26- 26 ----0%0%0%0%- 26 - 26 - 26 - 26 Prov. Grant (Unconditional) (33100-4253)- 76 - 54 ------------- Salaries (multiple)831 918 1,029 1,0681,0681,0681,068 39393939 4%4%4%4%1,110 1,149 1,191 1,230 Supplies (multiple)110 114 104 106106106106 2222 2%2%2%2%106 109 110 111 Training (33100-6400)31 28 24 24242424 ----0%0%0%0%24 24 24 24 Vehicle Chgs Contra (Mtce) (33200-7405)- 1,383 - 1,435 - 1,112 - 1,151- 1,151- 1,151- 1,151 - 39- 39- 39- 39 3%3%3%3%- 1,180 - 1,210 - 1,234 - 1,257 Vehicle Chgs Contra (Replacmt) (33200-7410)- 850 - 892 - 1,036 - 1,086- 1,086- 1,086- 1,086 - 50- 50- 50- 50 5%5%5%5%- 1,163 - 1,204 - 1,252 - 1,304 Vehicle Costs (33100-6430)15 11 24 25252525 1111 4%4%4%4%26 27 27 28 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 2,928 3,575 3,610 3,7503,7503,7503,750 140140140140 4%4%4%4%3,861 4,013 4,162 4,285 TransfersTransfersTransfersTransfers Special Projects (33100-6385)159 247 711 253253253253 - 458- 458- 458- 458 -181%-181%-181%-181%-166 344 535 Transfers Out (33100-ERR-9400/9402)920 990 1,110 1,1601,1601,1601,160 50505050 4%4%4%4%1,237 1,278 1,326 1,378 Total TransfersTotal TransfersTotal TransfersTotal Transfers 1,079 1,237 1,821 1,4131,4131,4131,413 - 408- 408- 408- 408 -29%-29%-29%-29%1,237 1,444 1,670 1,913 TOTAL OPERATIONSTOTAL OPERATIONSTOTAL OPERATIONSTOTAL OPERATIONS 4,0074,0074,0074,007 4,8124,8124,8124,812 5,4315,4315,4315,431 5,1635,1635,1635,163 - 268- 268- 268- 268 -493%-493%-493%-493% 5,0985,0985,0985,098 5,4575,4575,4575,457 5,8325,8325,8325,832 6,1986,1986,1986,198 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Access Culverts (33300-4481)- 32 - 47 ------------- Curb Let Down/Rd Extension (33300-4160)- 8 - 14 - 36 - 36- 36- 36- 36 ----0%0%0%0%- 37 - 37 - 37 - 38 Ditch Enclosures (33300-4482)- 12 - 11 ------------- Private Xing /Frontage /Storm (33300-4480)- 20 - 32 - 65 - 67- 67- 67- 67 - 2- 2- 2- 2 3%3%3%3%- 69 - 71 - 72 - 74 TOTAL OP-PRIVATE SERVICETOTAL OP-PRIVATE SERVICETOTAL OP-PRIVATE SERVICETOTAL OP-PRIVATE SERVICE - 72- 72- 72- 72 - 104- 104- 104- 104 - 101- 101- 101- 101 - 103- 103- 103- 103 - 2- 2- 2- 2 2%2%2%2% - 106- 106- 106- 106 - 108- 108- 108- 108 - 109- 109- 109- 109 - 112- 112- 112- 112 PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 140 Financial Plan Financial Plan Financial Plan Financial Plan –––– Sewer UtilitySewer UtilitySewer UtilitySewer Utility All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Parcel Charges/Sale of Service/Sales – Fees for sewer services have been increased by 5% to cover regional treatment costs as well as local operating and capital costs. Special Projects – 2010 budgets contained funding committed to specific projects that were to be completed in 2010. However, many were not completed in 2010 and will need to be added to the 2011 budget in future amendments. FinancFinancFinancFinancial Plan ial Plan ial Plan ial Plan –––– Sewer Utility Sewer Utility Sewer Utility Sewer Utility –––– Private ServicePrivate ServicePrivate ServicePrivate Service All figures represent $’000 (thousands) 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Contributions from Others (60000-4820)-- 5 ------------- Investment Interest (60000-4295)- 203 - 175 - 225 - 225- 225- 225- 225 ----0%0%0%0%- 225 - 225 - 225 - 225 M.F.A. Discharge (64000-4380)- 22 -------------- Parcel Charges (61000-4420)- 778 - 784 - 830 - 872- 872- 872- 872 - 42- 42- 42- 42 5%5%5%5%- 915 - 961 - 1,009 - 1,059 Prov. Grant (Unconditional) (61000-102-4253)- 264 - 248 - 248 - 248- 248- 248- 248 ----0%0%0%0%- 248 - 248 - 248 - 248 Sale of Service (61000-4600)- 205 - 198 - 275 - 289- 289- 289- 289 - 14- 14- 14- 14 5%5%5%5%- 303 - 318 - 334 - 351 Sales (61000-4510)- 5,620 - 6,031 - 5,837 - 6,250- 6,250- 6,250- 6,250 - 413- 413- 413- 413 7%7%7%7%- 6,692 - 7,165 - 7,672 - 8,215 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 7,092 - 7,441 - 7,415 - 7,884- 7,884- 7,884- 7,884 - 469- 469- 469- 469 6%6%6%6%- 8,383 - 8,917 - 9,488 - 10,098 ExpenseExpenseExpenseExpense Admin Fees (61000-101-6005)2,861 2,950 3,009 3,1513,1513,1513,151 142142142142 5%5%5%5%3,292 3,434 3,576 3,718 Appropriation of Surplus (61000-9010)- 449 - 790 - 790 125125125125 915915915915 732%732%732%732%357 621 1,052 2,140 Audit Fees (61000-7000)4 7 7 4444 - 3- 3- 3- 3 -75%-75%-75%-75%4 4 4 4 Consulting (60000/61000-7005)12 2 10 10101010 ----0%0%0%0%10 10 10 10 Contract (64000-7007)1,993 1,993 1,993 1,9931,9931,9931,993 ----0%0%0%0%1,993 1,993 1,993 1,993 Contribution to own Reserves (64000-9020)478 1,287 ------------- Contribution to Self-Insurance (64000-9021)60 7 7 7777 ----0%0%0%0%7 7 7 7 Insurance (61000-6210)- 7 43 49 49494949 ----0%0%0%0%49 49 49 49 Insurance-Adj Fee / Deductible (61000-6211)--5 5555 ----0%0%0%0%5 5 5 5 Maintenance - Buildings (62000-8060)269 262 251 259259259259 8888 3%3%3%3%265 271 278 284 Maintenance - General (62000/63000-8056)222 254 338 360360360360 22222222 6%6%6%6%379 398 418 438 Other Outside Services (61000-7051)4 5 5 5555 ----0%0%0%0%5 5 5 5 Radio & Communications (61000-6340)6 6 8 8888 ----0%0%0%0%9 9 9 9 Salaries (61000-5500)208 199 262 273273273273 11111111 4%4%4%4%283 293 303 312 Salary Transfers (61000-5450)546 563 562 580580580580 18181818 3%3%3%3%597 614 632 646 Service Severance Costs (60000-5150)7 7 7 7777 ----0%0%0%0%7 7 8 8 Small Tools & Equipment (61000-7390)25 23 10 10101010 ----0%0%0%0%11 11 11 11 Special Projects (61000-6385)5 128 833 215215215215 - 618- 618- 618- 618 -287%-287%-287%-287%65 --- Utilities - Gas & Hydro (61000-6510)19 20 25 25252525 ----0%0%0%0%25 25 25 25 Utilities - Telephone (61000-6520)5 3 41 41414141 ----0%0%0%0%41 41 41 41 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 6,268 6,969 6,632 7,1277,1277,1277,127 495495495495 7%7%7%7%7,404 7,797 8,426 9,705 TransfersTransfersTransfersTransfers Transfer to Capital Funds (multiple)52 97 909 894894894894 - 15- 15- 15- 15 -2%-2%-2%-2%969 1,112 1,057 390 Transfers Out (multiple)170 61 100 100100100100 ----0%0%0%0%100 100 100 100 Total TransfersTotal TransfersTotal TransfersTotal Transfers 222 158 1,009 994994994994 - 15- 15- 15- 15 -2%-2%-2%-2%1,069 1,212 1,157 490 TOTAL SEWER UTILITYTOTAL SEWER UTILITYTOTAL SEWER UTILITYTOTAL SEWER UTILITY - 602- 602- 602- 602 - 314- 314- 314- 314 226226226226 237237237237 11111111 5%5%5%5% 90909090 92929292 95959595 97979797 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Connection (61000-4140)- 45 - 49 - 84 - 87- 87- 87- 87 - 3- 3- 3- 3 3%3%3%3%- 89 - 92 - 94 - 96 Disconnections (Revenue) (61000-4180)- 3 - 2 - 3 - 3- 3- 3- 3 ----0%0%0%0%- 3 - 3 - 4 - 4 Preservice Fees (61000-4460)- 6 -- 9 - 9- 9- 9- 9 ----0%0%0%0%- 9 - 9 - 9 - 9 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 54 - 51 - 96 - 99- 99- 99- 99 - 3- 3- 3- 3 3%3%3%3%- 101 - 104 - 107 - 109 ExpenseExpenseExpenseExpense Connections - Preservice (61000-8011)4 3 14 14141414 ----0%0%0%0%14 14 14 14 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 4 3 14 14141414 ----0%0%0%0%14 14 14 14 TOTAL SEWER-PRIVATE SERVICETOTAL SEWER-PRIVATE SERVICETOTAL SEWER-PRIVATE SERVICETOTAL SEWER-PRIVATE SERVICE - 50- 50- 50- 50 - 48- 48- 48- 48 - 82- 82- 82- 82 - 85- 85- 85- 85 - 3- 3- 3- 3 4%4%4%4% - 87- 87- 87- 87 - 90- 90- 90- 90 - 93- 93- 93- 93 - 95- 95- 95- 95 PWDS PWDS PWDS PWDS –––– OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE OPERATIONS CENTRE District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 141 Financial Plan Financial Plan Financial Plan Financial Plan –––– Water UtilityWater UtilityWater UtilityWater Utility All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Parcel Charges/Sales of Services/Sales – The 2011 budget reflects a 9% increase and an update to the number of units that are connected to water. The 9% increase is required to cover the increased cost of water purchased from the region, our portion of regional capital projects and local operating and capital costs. Other Outside Services – The change in the budget is the increased borrowing costs related to capital cost sharing with regional district for construction of new pump station and additional watermain. Purchases – The cost of water purchase from the region is expected to increase significantly. Financial Plan Financial Plan Financial Plan Financial Plan –––– Water Utility Water Utility Water Utility Water Utility –––– Private ServicePrivate ServicePrivate ServicePrivate Service All figures represent $’000 (thousands) 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Federal Grant (Conditional) (multiple)- 2 -------------- Fines (71000-4240)- 40 - 30 - 18 - 18- 18- 18- 18 ----0%0%0%0%- 18 - 18 - 18 - 18 Investment Interest (70000-4295)- 228 - 205 - 150 - 150- 150- 150- 150 ----0%0%0%0%- 150 - 150 - 150 - 150 M.F.A. Discharge (74000-4380)- 148 -------------- Parcel Charges (71000-4420)- 87 - 79 - 85 - 93- 93- 93- 93 - 8- 8- 8- 8 9%9%9%9%- 101 - 110 - 120 - 131 Sale of Service (71000-4600)- 2,384 - 2,308 - 2,442 - 2,662- 2,662- 2,662- 2,662 - 220- 220- 220- 220 8%8%8%8%- 2,902 - 3,163 - 3,448 - 3,758 Sales (71000-4510)- 6,737 - 7,415 - 7,662 - 8,519- 8,519- 8,519- 8,519 - 857- 857- 857- 857 10%10%10%10%- 9,472 - 10,531 - 11,708 - 13,017 Transfers In (multiple)- 26 - 1,076 ------------ 800 - 800 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 9,653 - 11,113 - 10,357 - 11,442- 11,442- 11,442- 11,442 - 1,085- 1,085- 1,085- 1,085 9%9%9%9%- 12,643 - 13,972 - 16,244 - 17,874 ExpenseExpenseExpenseExpense Advertising (71000-6010)1 1 4 4444 ----0%0%0%0%4 4 4 4 Appropriation of Surplus (71000-9010)- 819 - 1,408 - 1,408 - 1,267- 1,267- 1,267- 1,267 141141141141 -11%-11%-11%-11%- 165 409 1,181 3,183 Audit Fees (71000-7000)7 11 11 7777 - 4- 4- 4- 4 -57%-57%-57%-57%7 7 7 7 Consulting (71000-7005)11 3 10 10101010 ----0%0%0%0%10 10 10 10 Contribution to own Reserves (74000-9020)866 1,034 ------------- Contribution to Self-Insurance (74000-9021)7 - 17 7 7777 ----0%0%0%0%7 7 7 7 Insurance (71000-6210)43 66 43 43434343 ----0%0%0%0%43 43 43 43 Insurance-Adj Fee / Deductible (71000-6211)--5 5555 ----0%0%0%0%5 5 5 5 Maintenance - General (70000/72000-8056)1,166 1,222 1,236 1,2861,2861,2861,286 50505050 4%4%4%4%1,329 1,374 1,420 1,465 Meter Reading (71000-8049)24 14 14 15151515 1111 7%7%7%7%15 16 16 17 Other Outside Services (71000-7051)68 - 288 198 438438438438 240240240240 55%55%55%55%438 438 438 438 Purchases (71000-7380)5,410 5,564 6,171 6,7886,7886,7886,788 617617617617 9%9%9%9%7,698 8,521 9,075 9,620 Radio & Communications (71000-6340)8 7 9 10101010 1111 10%10%10%10%10 10 10 10 Salaries (71000/72000-5500)366 324 634 648648648648 14141414 2%2%2%2%665 681 699 715 Salary Transfers (71000-5450)696 719 718 741741741741 23232323 3%3%3%3%765 788 812 830 Service Severance Costs (70000-5150)7 9 9 9999 ----0%0%0%0%9 10 10 10 Small Tools & Equipment (71000-7390)22 16 14 14141414 ----0%0%0%0%15 15 15 15 Special Projects (71000-6385)78 121 976 295295295295 - 681- 681- 681- 681 -231%-231%-231%-231%15 15 15 15 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 7,961 7,398 8,651 9,0539,0539,0539,053 402402402402 4%4%4%4%10,870 12,353 14,567 17,194 TransfersTransfersTransfersTransfers Transfer to Capital Funds (multiple)1,206 691 2,093 2,8102,8102,8102,810 717717717717 26%26%26%26%1,917 1,769 1,630 638 Transfers Out (multiple)348 - 150 100 100100100100 ----0%0%0%0%100 100 100 100 Total TransfersTotal TransfersTotal TransfersTotal Transfers 1,554 541 2,193 2,9102,9102,9102,910 717717717717 25%25%25%25%2,017 1,869 1,730 738 TOTAL WATER UTILITYTOTAL WATER UTILITYTOTAL WATER UTILITYTOTAL WATER UTILITY - 138- 138- 138- 138 - 3,174- 3,174- 3,174- 3,174 487487487487 521521521521 34343434 7%7%7%7% 244244244244 250250250250 53535353 58585858 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget Connection (71000-4140)- 243 - 298 - 169 - 174- 174- 174- 174 - 5- 5- 5- 5 3%3%3%3%- 178 - 182 - 187 - 191 Disconnections (Revenue) (71000-4180)- 5 - 5 - 6 - 6- 6- 6- 6 ----0%0%0%0%- 6 - 6 - 7 - 7 Hydrant Fees (71000-4270)- 5 - 6 - 8 - 8- 8- 8- 8 ----0%0%0%0%- 8 - 8 - 8 - 8 Hydrant Relocation (71000-4142)- 7 -------------- Preservice Fees (71000-4460)--- 10 - 10- 10- 10- 10 ----0%0%0%0%- 10 - 10 - 10 - 10 Tie-Ins (70000/71000-4141)- 42 - 82 - 65 - 65- 65- 65- 65 ----0%0%0%0%- 65 - 65 - 65 - 65 Connections - Preservice (71000-8011)21 23 21 21212121 ----0%0%0%0%21 21 22 22 TOTAL WATER UTILITY-PRIVATE SERVICETOTAL WATER UTILITY-PRIVATE SERVICETOTAL WATER UTILITY-PRIVATE SERVICETOTAL WATER UTILITY-PRIVATE SERVICE - 281- 281- 281- 281 - 368- 368- 368- 368 - 237- 237- 237- 237 - 242- 242- 242- 242 - 5- 5- 5- 5 2%2%2%2% - 246- 246- 246- 246 - 250- 250- 250- 250 - 255- 255- 255- 255 - 259- 259- 259- 259 PWDS PWDS PWDS PWDS –––– RECYCLING RECYCLING RECYCLING RECYCLING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 142 Services ProvidedServices ProvidedServices ProvidedServices Provided Ridge Meadows Recycling Society (RMRS), a community-based, charitable non-profit organization, in partnership with the District of Maple Ridge provides Blue Box recycling collection, operates the Maple Ridge Recycling Depot and Intermediate Processing Facility, and offers education on environmental issues in Maple Ridge. As a local employer, with a total of 64 full and part-time employees, 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 has a highly motivated team that promotes the 3R’s (Reduce, Reuse, and Recycle), provides excellent customer service, seeks out partnerships to enhance recycling services and works to maximize financial and sustainability returns on recycled commodities. 2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis2011 Workplan Emphasis In order to reduce solid waste, improve participation rates, and increase customer satisfaction with curbside collection RMRS will aggressively target the 21% of the current waste stream that is organic with a goal to reduce organic waste to 15% of the total waste stream by the end of 2011. RMRS will assist in the implementation of new parking regulations in the difficult to access areas along with our partners in Emergency Services who have similar access concerns. We will administer the Brush Chipping program or an alternative program, and expand Blue Box pickup services further east. RMRS will also expand numbers of businesses involved in recycling collection by developing a framework to include commercial properties into the property tax structure. RMRS will continue to reduce solid waste by providing a drop-off depot with added product stewardship initiatives such as antifreeze, small appliances; blenders, coffeemakers, irons, fans, hairdryers, clocks, vacuums, etc. RMRS will provide public education to increase awareness of recycling by producing an advertising campaign for new extended producer responsibility products and items accepted at the Depot. RMRS will administer and provide education on the District’s low- flow toilet rebate program, and finalize the solid waste Garbage and Recycling Regulations bylaw. RMRS will continue to provide employment and training opportunities to people with developmental disabilities in partnership with Community Living BC and other Ministries. PerfPerfPerfPerformance Measurementormance Measurementormance Measurementormance Measurement High-Level Community Goals (Appendix C) 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. Key Performance Measures (mapleridge.visiblestrategies.com) Provide a safe, supportive work environment for people with developmental disabilities. PWDS PWDS PWDS PWDS –––– RECYCLING RECYCLING RECYCLING RECYCLING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 143 FinancFinancFinancFinancial Plan ial Plan ial Plan ial Plan –––– Recycling Recycling Recycling Recycling All figures represent $’000 (thousands) Comments:Comments:Comments:Comments: Fees – Collections of fees on property taxes for recycling are included under the Financial Services – Tax Revenue section in Corporate & Financial Services (CFS). Contract – 2010 includes $140K in funding to cover the municipal share of 2009 loss incurred by RMRS. 2009 Actuals 2010 Actuals 2010 Budget 2011 2011 2011 2011 BudgetBudgetBudgetBudget Budget Budget Budget Budget ∆ $∆ $∆ $∆ $ Budget Budget Budget Budget ∆ %∆ %∆ %∆ % 2012 Budget 2013 Budget 2014 Budget 2015 Budget RevenueRevenueRevenueRevenue Fees (51000-4220)- 86 - 85 - 100 - 100- 100- 100- 100 ----0%0%0%0%- 100 - 100 - 100 - 100 Lease Expense (51000-004-6230)-30 15 15151515 ----0%0%0%0%15 15 15 15 Total RevenueTotal RevenueTotal RevenueTotal Revenue - 86 - 55 - 85 - 85- 85- 85- 85 ----0%0%0%0%- 85 - 85 - 85 - 85 ExpenseExpenseExpenseExpense Contract (51000-7007)936 1,209 1,212 1,1131,1131,1131,113 - 99- 99- 99- 99 -9%-9%-9%-9%1,140 1,167 1,196 1,225 Insurance (51000-6210)2 2 2 2222 ----0%0%0%0%2 2 2 2 Vehicle Charges (51000-7400)381 386 423 440440440440 17171717 4%4%4%4%493 508 523 539 Total ExpenseTotal ExpenseTotal ExpenseTotal Expense 1,319 1,597 1,637 1,5551,5551,5551,555 - 82- 82- 82- 82 -5%-5%-5%-5%1,635 1,677 1,721 1,766 TOTAL RECYCLINGTOTAL RECYCLINGTOTAL RECYCLINGTOTAL RECYCLING 1,2331,2331,2331,233 1,5421,5421,5421,542 1,5521,5521,5521,552 1,4701,4701,4701,470 - 82- 82- 82- 82 -6%-6%-6%-6% 1,5501,5501,5501,550 1,5921,5921,5921,592 1,6361,6361,6361,636 1,6811,6811,6811,681 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 144 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 145 FiveFiveFiveFive----Year Capital Plan OverviewYear Capital Plan OverviewYear Capital Plan OverviewYear Capital Plan Overview Capital ProcessCapital ProcessCapital ProcessCapital Process Capital Works ProgramCapital Works ProgramCapital Works ProgramCapital Works Program Capital Works Business PlanCapital Works Business PlanCapital Works Business PlanCapital Works Business Plan CAPITAL PROCESS CAPITAL PROCESS CAPITAL PROCESS CAPITAL PROCESS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 146 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. Capital Process 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 AssetsTangible Capital AssetsTangible Capital AssetsTangible 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 SourcesFunding SourcesFunding SourcesFunding 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 PROGRAMCAPITAL WORKS PROGRAMCAPITAL WORKS PROGRAMCAPITAL WORKS PROGRAM District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 147 The five-year Capital Works Program is $109 million; 2011 planned capital projects are $16 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 2010 will be included in a Financial Plan amendment in the spring of 2011. Capital Expenditure Program 201Capital Expenditure Program 201Capital Expenditure Program 201Capital Expenditure Program 2011111 –––– 2012012012015555 ($1($1($1($110101010 million)million)million)million) Capital ProjectsCapital ProjectsCapital ProjectsCapital Projects A complete list of capital projects can be found at the end of this section in Appendix F Drainage Drainage Drainage Drainage $4.6M$4.6M$4.6M$4.6M Government Government Government Government Services Services Services Services $1.8M$1.8M$1.8M$1.8M Highways Highways Highways Highways $53.7M$53.7M$53.7M$53.7M Park Acqusition Park Acqusition Park Acqusition Park Acqusition $6.7M$6.7M$6.7M$6.7M Park Park Park Park Improvement Improvement Improvement Improvement $8.3M$8.3M$8.3M$8.3M Protective Protective Protective Protective Services Services Services Services $3.8M$3.8M$3.8M$3.8M Recreation Recreation Recreation Recreation $0.2M$0.2M$0.2M$0.2M Sewage Sewage Sewage Sewage $7.2M$7.2M$7.2M$7.2M Technology Technology Technology Technology $4.5M$4.5M$4.5M$4.5M Water $19.6MWater $19.6MWater $19.6MWater $19.6M Grants & 3rd Parties 18% Development Charges 32% Reserve Accounts 9% Reserve Funds 9% Debt Financing 7% General Revenue 13% Water Capital 8% Sewer Capital 4% 2011201120112011----2014 2014 2014 2014 Capital Plan Capital Plan Capital Plan Capital Plan Funding SourcesFunding SourcesFunding SourcesFunding Sources CAPITAL WORKS BUSINESS PLANCAPITAL WORKS BUSINESS PLANCAPITAL WORKS BUSINESS PLANCAPITAL WORKS BUSINESS PLAN District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 148 Services ProvidedServices ProvidedServices ProvidedServices 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 (2011 – 2015), 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. Capital Works Business Plan 2222010101011111 Workplan EmphasisWorkplan EmphasisWorkplan EmphasisWorkplan Emphasis 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 PLANCAPITAL WORKS BUSINESS PLANCAPITAL WORKS BUSINESS PLANCAPITAL WORKS BUSINESS PLAN District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 149 Operating Budget ImplicatiOperating Budget ImplicatiOperating Budget ImplicatiOperating Budget Implications of the Capital Program and Developer Contributed Assetsons of the Capital Program and Developer Contributed Assetsons of the Capital Program and Developer Contributed Assetsons 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 much less than the amount for 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 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 $125,000 in 2011. Software Maintenance and Support receives additional funding of $20,000 to cover incremental costs of new software purchases. 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 $65,000 for each division. The Operations Centre 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. 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. The South Bonson Amenity Building was added in Pitt Meadows with annual net costs anticipated to be just over $100,000. District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 150 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 151 AppendicesAppendicesAppendicesAppendices Mission Statement and Value StatementsMission Statement and Value StatementsMission Statement and Value StatementsMission Statement and Value Statements Vision 2025Vision 2025Vision 2025Vision 2025 Performance MeasuresPerformance MeasuresPerformance MeasuresPerformance Measures Financial Sustainability Plan Financial Sustainability Plan Financial Sustainability Plan Financial Sustainability Plan –––– Policy 5.52Policy 5.52Policy 5.52Policy 5.52 Infrastructure Funding StrategyInfrastructure Funding StrategyInfrastructure Funding StrategyInfrastructure Funding Strategy Capital Works Capital Works Capital Works Capital Works Program Project ListingProgram Project ListingProgram Project ListingProgram Project Listing 2010201020102010----2014 Financial Plan Bylaw 6708 2014 Financial Plan Bylaw 6708 2014 Financial Plan Bylaw 6708 2014 Financial Plan Bylaw 6708 –––– 2009200920092009 Glossary of TermsGlossary of TermsGlossary of TermsGlossary of Terms District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 152 APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, VISION 2025VISION 2025VISION 2025VISION 2025 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 153 The Strategic Plan was developed by Council to guide the development of specific objectives to focus on in order to achieve the community vision. Appendix A: Mission and Value Statements MISSIONMISSIONMISSIONMISSION A safe, livable, and sustainable community for our present and future citizens. VALUE STATEMENTSVALUE STATEMENTSVALUE STATEMENTSVALUE STATEMENTS LeadershipLeadershipLeadershipLeadership To encourage innovation, creativity, and initiative. SerSerSerServicevicevicevice To be fair, friendly, and helpful. ReputationReputationReputationReputation To stress excellence, integrity, accountability, and honesty. HumanHumanHumanHuman ResourcesResourcesResourcesResources To recognize that our people are our most valuable resource. CommunityCommunityCommunityCommunity To respect and promote our community. StewardshipStewardshipStewardshipStewardship To consider the long-term consequences of actions, think broadly across issues, disciplines, and boundaries and act accordingly. Appendix B: Vision 2025 Strategic PlanAppendix B: Vision 2025 Strategic PlanAppendix B: Vision 2025 Strategic PlanAppendix B: Vision 2025 Strategic Plan VISION 2025VISION 2025VISION 2025VISION 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 AreasStrategic Focus AreasStrategic Focus AreasStrategic Focus Areas Environment Governance Transportation Community Relations Smart Managed Growth Safe and Livable Community Inter-Government Relations/Networks Financial Management Economic Development EnvironmentEnvironmentEnvironmentEnvironment Vision 2025Vision 2025Vision 2025Vision 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 StrategiesKey StrategiesKey StrategiesKey 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 TransportationTransportationTransportationTransportation VisVisVisVision 2025ion 2025ion 2025ion 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 StrategiesKey StrategiesKey StrategiesKey Strategies Maintain and enhance a multi-modal transportation system within Maple Ridge to provide citizens with safe, efficient alternatives for the movement of 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 GrowthSmart Managed GrowthSmart Managed GrowthSmart Managed Growth Vision 2025Vision 2025Vision 2025Vision 2025 Maple Ridge has risen to the challenge of accepting growth while at the same time protecting the quality of life and diversity of residential options that is so impor- tant to citizens. By densifying many neighbourhoods, the District has maintained the rural character and small- town feel of the community. Specific neighbourhood plans supported by design guidelines and attention to APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, VISION 2025VISION 2025VISION 2025VISION 2025 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 154 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 StrategiesKey StrategiesKey StrategiesKey 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 CommunitySafe and Livable CommunitySafe and Livable CommunitySafe and Livable Community Vision 2025Vision 2025Vision 2025Vision 2025 A community development model is at the heart of the District’s success in meeting the safety, security, and social needs of the citizenry. By networking with other levels of government, the RCMP, the School Board, community agencies and business groups and by ca- pacity building with not-for-profits and neighbourhood groups all Maple Ridge residents have their basic health, safety, shelter, food and income needs met; have access to community services to assist them in achieving their full potential; are able to actively partici- pate in civic processes; and can contribute to estab- lishing an exceptionally strong community. Key Strategies Key Strategies Key Strategies Key Strategies Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of leisure services and other municipal services through community development Develop and implement preventative as well as reactionary plans to address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers Work closely with the School Board, Health Authority, Regional Library, other levels of government and other agencies to encourage the adequate provision of public services that are not the responsibility of local government Establish an emergency response and recovery plan in consultation with other public sector agencies, 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 Financial Management Financial Management Financial Management Vision 2025Vision 2025Vision 2025Vision 2025 The District’s award-winning financial, investment, pur- chasing and human resources policies and practices are tightly aligned with and contribute to the District’s con- tinued vision of sustainability Key StrategiesKey StrategiesKey StrategiesKey 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 Provide high quality municipal services to our citizens and customers in a cost effective, efficient and timely manner APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS, VISION 2025VISION 2025VISION 2025VISION 2025 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 155 GovernanceGovernanceGovernanceGovernance VisVisVisVision 2025ion 2025ion 2025ion 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 StrategiesKey StrategiesKey StrategiesKey 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 RelationsCommunity RelationsCommunity RelationsCommunity Relations Vision 2025Vision 2025Vision 2025Vision 2025 Maple Ridge residents and business owners report very high levels of satisfaction with the District’s efforts to keep citizens informed of municipal plans and projects and to ensure citizens are aware of when and how they can participate in civic processes. Key StrategiesKey StrategiesKey StrategiesKey Strategies Provide a continuum of opportunities that encourage and enable citizen participation in local government and local government decision-making. Develop methods to communicate on a timely basis with citizens and community groups Survey citizens to obtain their views on the community and their satisfaction with District services Provide information about and actively promote the actions individual citizens and businesses can take to augment the District’s sustainability efforts Provide opportunities through events and festivals for growing our citizens’ sense of community InterInterInterInter----Government Relations/NetworksGovernment Relations/NetworksGovernment Relations/NetworksGovernment Relations/Networks Vision 2025Vision 2025Vision 2025Vision 2025 The District receives outstanding levels of support and cooperation from senior levels of government, crown agencies, the regional district, the school district, our municipal neighbours, First Nations, community groups and corporate Canada because of the strong, positive working relationships, at both the political and staff level, that have been established and nourished over the years Key StrategiesKey StrategiesKey StrategiesKey Strategies Develop and maintain strong, positive working 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 DevelopmentEconomic DevelopmentEconomic DevelopmentEconomic Development Vision 2025Vision 2025Vision 2025Vision 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 StrategiesKey StrategiesKey StrategiesKey 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 MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 156 Council and Staff at the District are pleased to present the fifth annual Progress Report to the citizens of Maple Ridge. Appendix C: Performance Measures The Strategic Plan is an important tool in the success of our community. It sets the vision for the future, and key strategies that will help to achieve that vision. Regular reporting on achievement toward the plan is another important tool to keep things on track. In an effort to enhance public performance reporting and improve citizen engagement, the District embarked on a program that began in 2007, supported by funding through the National Centre for Civic Innovation in New York, and resources provided by CCAF-FCVI (formerly the Canadian Comprehensive Auditing Foundation). The process involved citizens, business owners, community groups, and staff from numerous municipalities. One of the resulting enhancements the District has implemented is an online performance reporting tool called SEE-IT. This gives citizens and other interested parties access to performance information over the internet, responding to a desire for 24/7 access at a high level, with drill-down functionality as and when needed, without sifting through lengthy paper reports. SEE-IT strengthens the District’s efforts to ensure an open and transparent government, and greatly enhances public access to information. As a result, this year’s Progress Report differs from prior progress reports. The information provided here is a subset of “scorecards” available on SEE-IT. These scorecards represent progress related to high- level community goals in the Strategic Plan. Council and Staff at the District are pleased to introduce SEE-IT as an important tool in the overall management of the community. Users will find the tool easy to use and navigate, and the depth of multi- media content far exceeds what could be provided in a printed document. See-It can be found at the District’s website (www.mapleridge.ca) under Municipal Hall, How Are We Doing. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 157 Reduce Community Greenhouse Gas EmissionsReduce Community Greenhouse Gas EmissionsReduce Community Greenhouse Gas EmissionsReduce Community Greenhouse Gas Emissions TargetTargetTargetTarget StatementStatementStatementStatement By 2020, the BC Government has committed to reduce its greenhouse gas (GHG) emissions by 33 per cent, compared to 2007 levels. This target has been adopted by Maple Ridge. OverviewOverviewOverviewOverview The Community Energy and Emissions Inventory (CEEI) is an initiative of the BC Ministry of Environment, which provides community-wide GHG emission estimates in three primary sectors - on-road transportation buildings, and solid waste. These reports assist with the District of Maple Ridge's Climate Action Charter commitment to measure and report on our community's greenhouse gas emissions. SourceSourceSourceSource Source: Updated Community Energy & Greenhouse Gas Emissions Inventory: 2007 Report dated June 30, 2010, from BC's Ministry of Environment. Note:Note:Note:Note: Total emissions reported in this chart include the category Buildings-Large Industrial. This category is not included in the Provincial totals, but shown instead as a separate memo item. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 158 Carbon Neutral Municipal OperationsCarbon Neutral Municipal OperationsCarbon Neutral Municipal OperationsCarbon Neutral Municipal Operations Target StatementTarget StatementTarget StatementTarget 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. OverviewOverviewOverviewOverview 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.” Status ReportStatus ReportStatus ReportStatus Report 2009 results are preliminary. 2010 results will not be available until May 2011. 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. Colder weather 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. Notes Notes Notes Notes Emissions were calculated using 2007 ICLEI coefficients. 2008 coefficients are expected to be released in July 2010. Prior years’ numbers may change slightly as we refine our methodology to align with governing bodies. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 159 Diversify the Tax BaseDiversify the Tax BaseDiversify the Tax BaseDiversify the Tax Base Target StatementTarget StatementTarget StatementTarget Statement Build a sustainable community that includes a balance of land use types and a diversified tax base. OverviewOverviewOverviewOverview The District of Maple Ridge relies on property tax revenue to fund the majority of public services. The value of properties for the purpose of property taxation is considered the “tax base.” A diversified tax base enhances the reliability of this critical funding source. This graph illustrates the percentage of the property tax assessment base that is made up of residential properties. The balance of property types are: business and other, light industry, major industry, utilities, farm, and recreation/non-profit. Because the residential class continues to grow steadily year after year, it would take many years of repeated record-level growth in the other classes to affect significant change in the distribution. Status ReportStatus ReportStatus ReportStatus Report 2010 saw a decrease in market value in the Residential Class of approx. 4% while the commercial classes saw a market value increase around 5%. The result was a minor reduction in the proportion of the assessment base attributed to the residential class. Tax and assessment charts note the years when growth occurred. Tax revenue occurs in the subsequent year. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 160 Reduce FireReduce FireReduce FireReduce Fire Hall 1 Response TimeHall 1 Response TimeHall 1 Response TimeHall 1 Response Time Target StatementTarget StatementTarget StatementTarget Statement To respond to calls within the Fire Hall 1 response area within 7 minutes, 90% of the time. OverviewOverviewOverviewOverview 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, (the 7 minutes is comprised of 1 - minute dispatching; 2 minutes - turnout - firefighters to don personal protective equipment and the truck leaving the Hall); 4 minutes - travel time from the Fire Hall to the scene) applies to the Fire Hall No. 1 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. 3 have been reduced as it was staffed daytime only from January 2009 to June 2010 and currently is staffed 247/7. Fire Hall No. 2 has also been reduced, as Fire Hall No. 1 fire fighters respond throughout the District. Status ReportStatus ReportStatus ReportStatus Report With implementation of the Fire Master Plan, response time has been reduced dramatically. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 161 Provide High Quality Drinking WaterProvide High Quality Drinking WaterProvide High Quality Drinking WaterProvide High Quality Drinking Water Target StatementTarget StatementTarget StatementTarget Statement To have FEWER water quality complaints than the national average. OverviewOverviewOverviewOverview Our goals are to provide high quality, safe drinking water to homes and businesses, to ensure the security of the water distribution system, and to ensure an adequate supply of water flow for fire protection. The District’s Operations Department maintains 373 kilometres of watermains The District of Maple Ridge participates in a national benchmarking initiative that assists in managing and monitoring performance in the areas of wastewater collection and treatment systems and water treatment, supply and distribution systems. There are currently more than 35 participating Canadian cities and regional organizations serving more than 60% of the Canadian population. This initiative, created and administered by Earth Tech, serves as the national standard for water and wastewater utility benchmarking in Canada. Status ReportStatus ReportStatus ReportStatus Report No significant weather related turbidity events at water source in 2010. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 162 Maintain a Dependable Sewage SystemMaintain a Dependable Sewage SystemMaintain a Dependable Sewage SystemMaintain a Dependable Sewage System Target StatementTarget StatementTarget StatementTarget Statement To have FEWER blocked sewers than the national average. OvervOvervOvervOverviewiewiewiew Our goals are to maintain a dependable sewage collection system with minimal blockages, and to minimize the environmental impact of blockages and overflows. The District’s Operations Department maintains 265 kilometres of gravity sanitary sewer. The District of Maple Ridge participates in a national benchmarking initiative that assists in managing and monitoring performance in the areas of wastewater collection and treatment systems and water treatment, supply and distribution systems. There are currently more than 35 participating Canadian cities and regional organizations serving more than 60% of the Canadian population. This initiative, created and administered by Earth Tech, serves as the national standard for water and wastewater utility benchmarking in Canada. The District's goal is to minimize the number of blocked sewers per 100 kilometre length, and in doing so, to exceed the national water and wastewater benchmarking initiative average. For this measure, a lower number is better, and we are striving to experience less than the national average of blocked sewers per 100 kilometre length. Status ReportStatus ReportStatus ReportStatus Report No abnormal weather events in 2010. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 163 Protect Environmentally Sensitive AreasProtect Environmentally Sensitive AreasProtect Environmentally Sensitive AreasProtect Environmentally Sensitive Areas Target StatementTarget StatementTarget StatementTarget Statement Identify and protect environmental features and areas that require special recognition and management to promote sound environmental practices. OverviewOverviewOverviewOverview This graph represents the number of hectares of land that was legally protected, through dedication or covenant, for environmental reasons. The information tab provides a further breakdown by reason. 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. Status ReportStatus ReportStatus ReportStatus Report All Areas in HectaresAll Areas in HectaresAll Areas in HectaresAll Areas in Hectares YearYearYearYear WaterWaterWaterWater CoursCoursCoursCourseeee SlopeSlopeSlopeSlope AmenityAmenityAmenityAmenity StormStormStormStorm WaterWaterWaterWater GeotechGeotechGeotechGeotech VegVegVegVeg RetentionRetentionRetentionRetention HabitatHabitatHabitatHabitat DykeDykeDykeDyke TrailTrailTrailTrail OtherOtherOtherOther Total Area Total Area Total Area Total Area Protected by Protected by Protected by Protected by YearYearYearYear PrePrePrePre 2000200020002000 173.907 4.484 13.476 16.450 7.881 0.900 2.629 2.160 4.595 199.441199.441199.441199.441 2001200120012001 8.909 0.297 8.9148.9148.9148.914 2002200220022002 8.367 8.3678.3678.3678.367 2003200320032003 10.251 0.745 0.114 6.871 0.252 17.48717.48717.48717.487 2004200420042004 25.074 0.866 9.463 0.299 1.107 35.41335.41335.41335.413 2005200520052005 8.266 1.527 0.258 0.235 9.3849.3849.3849.384 2006200620062006 16.842 0.764 0.162 17.76717.76717.76717.767 2007200720072007 14.191 0.714 0.165 0.145 1.455 16.40516.40516.40516.405 2008200820082008 10.941 3.490 3.116 6.510 7.276 0.070 27.66327.66327.66327.663 2009200920092009 21.413 2.611 0.501 24.52524.52524.52524.525 2010201020102010 8.723 2.970 0.100 3.056 0.079 3.071 1.990 13.86513.86513.86513.865 Total for all Total for all Total for all Total for all years by years by years by years by typetypetypetype 306.884 18.171 23.480 20.565 10.937 6.589 12.589 9.500 4.150 6.873 367.322367.322367.322367.322 APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 164 The Total Area Protected in each year does not necessarily equal the sum of the different types of Protected Areas because each area may have more than one reason for being protected and therefore the area reflects the total physical area protected in that year. For example if 0.5 Hectares were protected for Watercourse and Slope reasons, those 0.5 Hectares only get counted once in the total. DefinitionsDefinitionsDefinitionsDefinitions Watercourse - Dedicated areas of a park or Covenant for watercourse protection Slope - Covenants for slope protection, erosion protection, visual aesthetics Amenity - Dedicated areas of park or Covenant for special amenity reasons such as Rock Bluffs, Unique/Mature Tree Stand, or Natural Heritage Sites Stormwater - Covenants for natural stormwater protection. This is different from Covenants for stormpipes Geotech - Covenants for no build areas due to geotechnical reasons VegRetention - Dedicated areas of a park or Covenant for vegetation retention purposes Habitat - Dedicated areas of a park or Covenant for habitat protection Dyke - Dedicated areas of a park for dyke protection Trail - Dedicated areas of a Park for trail purposes Other - Other areas protected for Environmental purposes due to unspecified reasons The Protected Areas feature class was created to help the Planners to more easily identify areas within Maple Ridge that have been protected for environmental reasons. A Dedicated Park that was meant for public use would not be included, but a Dedicated Park that was created for watercourse protection would be part of the Protected Areas feature class. The reasoning for Dedicated Parks that are included is from information provided by the Planners as well as from personnel that have knowledge of the parks in Maple Ridge. In cases where part of a Dedicated Park is for public use and another part of the Park is for environmental protection, that portion of the park was extracted to be part of the Protected Area. Covenants created for slope, geotech, vegetation retention, habitat protection etc, would be included in the Protected Area feature class, whereas covenants for septic systems would not be included. The reasoning for the covenant, if stated on the Legal Plan would be attributed as such. There will be occurrences where there is no reasoning for either but was understood that those areas were protected for environmental purposes. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 165 Low Income Citizens Accessing Recreation ServicesLow Income Citizens Accessing Recreation ServicesLow Income Citizens Accessing Recreation ServicesLow Income Citizens Accessing Recreation Services Target StatementTarget StatementTarget StatementTarget Statement Increase participation of those not currently involved in leisure activities due to financial barriers. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus Report In 2010, 2,118 subsidy memberships were provided to low-income citizens, representing 18.3% of the low-income population. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 166 Citizens Who are Satisfied with Parks & Leisure ServicesCitizens Who are Satisfied with Parks & Leisure ServicesCitizens Who are Satisfied with Parks & Leisure ServicesCitizens Who are Satisfied with Parks & Leisure Services Target StatementTarget StatementTarget StatementTarget Statement Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus 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 MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 167 Support Existing Local BusinessSupport Existing Local BusinessSupport Existing Local BusinessSupport Existing Local Business Target StatementTarget StatementTarget StatementTarget Statement Retain the existing number of licensed businesses and attract/generate incremental licensed businesses to the District. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus Report Number of business licences issued in 2010: Commercial: 1,477 Homebased: 1,586 Non-Residential: 1,112 Total Revenue $711,000 Of the businesses licensed in 2009, 92% of commercial licences and 86% of home based licences were renewed in 2010. Non-residential renewals are not displayed on the graph due to the temporary nature of many of the businesses. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 168 Increase Residential Density in the Town CentreIncrease Residential Density in the Town CentreIncrease Residential Density in the Town CentreIncrease Residential Density in the Town Centre Target StatementTarget StatementTarget StatementTarget Statement Encourage residential development in the Town Centre. According to projections in the District’s Official Community Plan, 50% of the community’s population growth should occur in the Town Centre. OverviewOverviewOverviewOverview 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. The first graph tab illustrates our progress toward this number. The second graph tab shows the percentage of total residential units in Maple Ridge that were built in the Town Centre. According to projections in the District’s Official Community Plan, 50% of the community’s population growth should occur in the Town Centre. Status ReportStatus ReportStatus ReportStatus Report As of September 30, 2010, 119 residential units were added in the Town Centre; 108 were apartments, 2 were detached homes, and 9 were townhouses. These units signify growth in Town Centre residential units of 2.1%. Of all residential units in Maple Ridge during this year, 26% were located in the Town Centre. The Town Centre Area Plan goal is to capture 50% of all residential development. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 169 Provide Safe, Serviceable RoadsProvide Safe, Serviceable RoadsProvide Safe, Serviceable RoadsProvide Safe, Serviceable Roads Target StatementTarget StatementTarget StatementTarget 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. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus Report Large road resurfacing program in 2010 of 14 km. This 14 km is 3.3% of total road inventory APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 170 Encourage Residents and Business Owners to Reduce, Reuse, and RecycleEncourage Residents and Business Owners to Reduce, Reuse, and RecycleEncourage Residents and Business Owners to Reduce, Reuse, and RecycleEncourage Residents and Business Owners to Reduce, Reuse, and Recycle Target StatementTarget StatementTarget StatementTarget 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. OverviewOverviewOverviewOverview 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 completed 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. Status ReportStatus ReportStatus ReportStatus Report The 2010 amount of waste diverted from landfill to recycling programs was 391 kilograms per household. This is calculated by taking the total waste diverted to recycling of 9,335 kilograms and dividing by 23,876 properties. Although the graph shows a decline, the waste diverted to recycling is a component of the total waste stream, and for 2010, 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 MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 171 Support the CommSupport the CommSupport the CommSupport the Community Social Service Networkunity Social Service Networkunity Social Service Networkunity Social Service Network Target StatementTarget StatementTarget StatementTarget Statement Support the community social service network in a collaborative process to access additional resources to address community needs, issues, and priorities. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus Report Due to multiple funding reductions and cuts by senior governments and other agencies, the amount of dollars that the Community Network was able to achieve was reduced significantly in 2009 and continued to decline in 2010, with further decreases expected in 2011. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 172 Maximize Return on InvestmentMaximize Return on InvestmentMaximize Return on InvestmentMaximize Return on Investment Target StatementTarget StatementTarget StatementTarget Statement Maximize the return on cash and investments held by the District, while maintaining the safety and liquidity of the underlying funds. OverviewOverviewOverviewOverview 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. Status ReportStatus ReportStatus ReportStatus Report The reduced return on investments and benchmark is due to interest rates being at or near historic lows. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 173 Best Practices in Infrastructure ManagementBest Practices in Infrastructure ManagementBest Practices in Infrastructure ManagementBest Practices in Infrastructure Management Target StatementTarget StatementTarget StatementTarget Statement Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life. OverviewOverviewOverviewOverview The District has an investment in infrastructure and other assets with an estimated replacement cost of $1.3 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 $40 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. APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 174 The preceding graphs are a subset of “scorecards” available on SEE-IT the District’s online performance reporting tool. It can be found at the District’s website under Municipal Hall, How Are We Doing (www.mapleridge.ca). Complete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the Website Community Relations Citizen and Business Involvement in Sustainability Efforts Provide work opportunities for people with developmental disabilities Grow Citizens’ Sense of Community Aquatics volunteers Community volunteers Emergency Services volunteers Parks & Leisure Services volunteers Promote community group independence Support firefighters' charities Economic Development Diversify the Tax Base Increase commercial tax base Residential tax assessment base New Investment and Employment Opportunities Attract film productions Support Existing Local Business Business licence renewals Environment Preserve and Enhance Natural Assets Tree planting initiative Reduce Energy Consumption Fire Hall No. 1 electricity use Fire Hall No. 1 natural gas use Leisure Centre electricity use Leisure Centre natural gas use Municipal Hall electricity use Municipal Office Tower electricity use Operations Centre electricity use Randy Herman Building electricity use RCMP Building electricity use Reduce Greenhouse Gas GHG Emissions Carbon neutral municipal operations Community GHG emissions Fire Hall GHG emissions Leisure Centre GHG emissions Vehicle fleet efficiency Stewardship of Natural Resources Protect environmentally sensitive areas Zero Waste Encourage residents and business owners to reduce, reuse, and recycle Financial Management Extend Useful Life of Facilities Lifecycle studies completed and planned Financial Indicators Debt Servicing Ratio Net Financial Position APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 175 Complete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the Website Financial Management – cont’d Key Indicators - Costs Fire GVRD sewer costs GVRD water purchases Library Police Key Indicators - Revenues Building permit revenue Business licence revenue Dog licence revenue Financial sustainability plan Gravel sales revenue Property tax revenue Provide High Quality Municipal Services Best practices in infrastructure management Capital works program Process permit applications efficiently and effectively Reduce Reliance on Property Taxes Maximize return on investment Use a Formal Business Planning Framework Business planning process Governance Open Government Citizen satisfaction with District information Website visits Uphold and Enhance Public Trust Access to information and decision-making processes Inter-Government Relations and Partnerships Partnerships and Networks with Public Agencies Support the community social service network Safe and Livable Community Community Development Healthy neighbourhood development Emergency Planning Emergency Operations Centre/Emergency Social Services activities Emerging Social Issues Bylaw complaints concluded Number of youths in diversion Property crime offences Rate of youth diversion recidivism Substance misuse prevention Fire Department Fire inspections of multifamily residential structures Reduce Fire Hall response time Reduce fire incidents Reduce fire losses Students attending fire safety education sessions Police Services Efficient and responsive police services APPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURESAPPENDIX C: PERFORMANCE MEASURES District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 176 Complete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the WebsiteComplete List of Scorecards Available on the Website Safe and Livable Community – cont’d Recreational, Educational, and Social Activities Adults who are vigorously active Children who are vigorously active Citizens who are satisfied with Parks & Leisure Services Citizens who use Parks & Leisure Services Low income citizens accessing recreation services Social Sustainability Develop social sustainability master plan Sustainable Community Water & Sewer Maintain a dependable sewage system Provide high quality drinking water Smart Managed Growth Adaptive Technologies in New Construction Growth Based on Sustainability Principles and Master Plans Increase residential density in the Town Centre Provide new park areas Innovative Infrastructure and Technology GHG Emissions Transportation Accessible, Walkable Downtown Promote Alternative Modes Transportation to work Safe, Efficient Transportation Network Improve traffic safety Provide safe, serviceable roads APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –––– POLICY 5.52POLICY 5.52POLICY 5.52POLICY 5.52 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 177 POLICY STATEMENTPOLICY STATEMENTPOLICY STATEMENTPOLICY STATEMENT District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge Title:Title:Title:Title: Financial Sustainability PlanFinancial Sustainability PlanFinancial Sustainability PlanFinancial Sustainability Plan Appendix D: Financial Sustainability Plan Appendix D: Financial Sustainability Plan Appendix D: Financial Sustainability Plan Appendix D: Financial Sustainability Plan –––– Policy 5.52Policy 5.52Policy 5.52Policy 5.52 Policy No : 5.52Policy No : 5.52Policy No : 5.52Policy No : 5.52 Supersedes: NEWSupersedes: NEWSupersedes: NEWSupersedes: NEW 8.4.18.4.18.4.18.4.1 Authority: Authority: Authority: Authority: CouncilCouncilCouncilCouncil Approval:Approval:Approval:Approval: October 26, 2004October 26, 2004October 26, 2004October 26, 2004 Effective Date:Effective Date:Effective Date:Effective Date: October 27, 2004October 27, 2004October 27, 2004October 27, 2004 Policy Statement:Policy Statement:Policy Statement:Policy Statement: The District’s financial planning will be guided by the attached FinancialThe District’s financial planning will be guided by the attached FinancialThe District’s financial planning will be guided by the attached FinancialThe District’s financial planning will be guided by the attached Financial Sustainability Plan policy guidelines.Sustainability Plan policy guidelines.Sustainability Plan policy guidelines.Sustainability Plan policy guidelines. Purpose:Purpose:Purpose:Purpose: A proactive strategy is required that will lay the groundwork for the continuance of high quality services and provide a legacy for future generations. It will position the Municipality to meet financial obligations and take advantage of opportunities that arise; it will also mean that residents can look forward to equitable and affordable taxation. The policies should be designed and structured to develop principles that guide, support and respect the direction of the community. Policy GuidelinesPolicy GuidelinesPolicy GuidelinesPolicy Guidelines Purpose:Purpose:Purpose:Purpose: A proactive strategy is required that will lay the groundwork for the continuance of high quality services and provide a legacy for future generations. It will position the Municipality to meet financial obligations and take advantage of 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:Policy Guidelines:Policy Guidelines:Policy Guidelines: 1.1.1.1. Growth in Tax Base:Growth in Tax Base:Growth in Tax Base:Growth in Tax Base: Discussion: Maple Ridge is a growing community and all indications are that this will continue. Growth brings in new tax revenue which must be estimated using the best available data. PoPoPoPolicy 1.0licy 1.0licy 1.0licy 1.0 Real growth will be set based on the experience of the previous planning period and the projections for the Real growth will be set based on the experience of the previous planning period and the projections for the Real growth will be set based on the experience of the previous planning period and the projections for the 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 ensuing period, using information provided by BC Assessment, the Planning Department, and the Finance ensuing period, using information provided by BC Assessment, the Planning Department, and the Finance ensuing period, using information provided by BC Assessment, the Planning Department, and the Finance Department.Department.Department.Department. 2.2.2.2. Service Demands Created Service Demands Created Service Demands Created Service Demands Created by a Growing Community:by a Growing Community:by a Growing Community: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 2.0Policy 2.0Policy 2.0Policy 2.0 Business Plans should provide details of the demands for service created by growth and should include options Business Plans should provide details of the demands for service created by growth and should include options Business Plans should provide details of the demands for service created by growth and should include options 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 as to how the demands can be met and existing standards as to how the demands can be met and existing standards as to how the demands can be met and existing standards maintained. maintained. maintained. maintained. 3.3.3.3. Tax Increase:Tax Increase:Tax Increase: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 3.0Policy 3.0Policy 3.0Policy 3.0 Each Spring, Municipal Council will consider the tax incrEach Spring, Municipal Council will consider the tax incrEach Spring, Municipal Council will consider the tax incrEach Spring, Municipal Council will consider the tax increase required for the ensuing planning period by first ease required for the ensuing planning period by first ease required for the ensuing planning period by first ease required for the ensuing planning period by first covering the projected cost increase for existing services and then considering other enhancements (Please covering the projected cost increase for existing services and then considering other enhancements (Please covering the projected cost increase for existing services and then considering other enhancements (Please covering the projected cost increase for existing services and then considering other enhancements (Please also see Policy 4.) also see Policy 4.) also see Policy 4.) also see Policy 4.) APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –––– POLICY 5.52POLICY 5.52POLICY 5.52POLICY 5.52 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 178 4.4.4.4. New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services:New Services and Major Enhancements to Existing Services: Discussion: The tax increase established in Policy 3 essentially allows us to provide the same level of service to the existing tax base. It is not designed to provide for new services or major enhancements to existing services. Policy 4.0Policy 4.0Policy 4.0Policy 4.0 New Services or Enhancements New Services or Enhancements New Services or Enhancements New Services or Enhancements to Existing Services will be funded by a combination of:to Existing Services will be funded by a combination of:to Existing Services will be funded by a combination of:to Existing Services will be funded by a combination of: 1.1.1.1. Reduction in the cost of existing servicesReduction in the cost of existing servicesReduction in the cost of existing servicesReduction in the cost of existing services. . . . This may include a reallocation of resources from one area to This may include a reallocation of resources from one area to This may include a reallocation of resources from one area to This may include a reallocation of resources from one area to another.another.another.another. 2.2.2.2. Increase in other revenues.Increase in other revenues.Increase in other revenues.Increase in other revenues. 3.3.3.3. A further increase in taxes.A further increase in taxes.A further increase in taxes.A further increase in taxes. 5.5.5.5. Efficiencies, Demand ManagEfficiencies, Demand ManagEfficiencies, Demand ManagEfficiencies, Demand Management & Service Level Reductions:ement & Service Level Reductions:ement & Service Level Reductions:ement & 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 5.0Policy 5.0Policy 5.0Policy 5.0 Business PlanBusiness PlanBusiness PlanBusiness Plans will identify demand management strategies and will include options for Service Level s will identify demand management strategies and will include options for Service Level s will identify demand management strategies and will include options for Service Level s will identify demand management strategies and will include options for Service Level reductions.reductions.reductions.reductions. 6.6.6.6. Alternative Revenues & External Funding:Alternative Revenues & External Funding:Alternative Revenues & External Funding:Alternative Revenues & External Funding: Discussion: The District should strive to produce non-traditional revenues and diversify its tax base. Policy 6.0Policy 6.0Policy 6.0Policy 6.0 All departments will make every effort to access external funding opportunities from other levels of government All departments will make every effort to access external funding opportunities from other levels of government All departments will make every effort to access external funding opportunities from other levels of government All departments will make every effort to access external funding opportunities from other levels of government & the private sector& the private sector& the private sector& the private sector. . . . All departments will endeavour to develop partnerships, strategic alliances, and coAll departments will endeavour to develop partnerships, strategic alliances, and coAll departments will endeavour to develop partnerships, strategic alliances, and coAll departments will endeavour to develop partnerships, strategic alliances, and co----shared shared shared shared project funding to assist in thproject funding to assist in thproject funding to assist in thproject funding to assist in the reduction of expenditures to the Districte reduction of expenditures to the Districte reduction of expenditures to the Districte reduction of expenditures to the District. . . . An expansion of the tax base, beyond An expansion of the tax base, beyond An expansion of the tax base, beyond 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.existing ratios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.existing ratios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.existing ratios, can be used to reduce the general tax rate, increase service levels, and/or provide new services. 7.7.7.7. Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement:Infrastructure Maintenance & Replacement: Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct investments and investments made by the development community that are turned over to the municipality to operate and maintain. As our community grows, this investment increases. We need to develop a plan to keep the infrastructure in a proper state of repair to avoid costly failures. Policy 7.0Policy 7.0Policy 7.0Policy 7.0 The District will establish an inventory of its infrastructure and will keep it up to dateThe District will establish an inventory of its infrastructure and will keep it up to dateThe District will establish an inventory of its infrastructure and will keep it up to dateThe District will establish an inventory of its infrastructure and will keep it up to date. . . . A maintenance/ A maintenance/ A maintenance/ A maintenance/ replacement prreplacement prreplacement prreplacement program will be established using best practicesogram will be established using best practicesogram will be established using best practicesogram will be established using best practices. . . . By 2015, this program must be fully funded and By 2015, this program must be fully funded and By 2015, this program must be fully funded and By 2015, this program must be fully funded and the current 5the current 5the current 5the current 5----year financial plan should start to address this on a phased basisyear financial plan should start to address this on a phased basisyear financial plan should start to address this on a phased basisyear financial plan should start to address this on a phased basis. . . . The required tax increase will The required tax increase will The required tax increase will The required tax increase will be beyond that set out in Policy 3.be beyond that set out in Policy 3.be beyond that set out in Policy 3.be beyond that set out in Policy 3. Policy 7.1Policy 7.1Policy 7.1Policy 7.1 AAAAnnual Operating & Maintenance budgets will be adjusted to accommodate growth.nnual Operating & Maintenance budgets will be adjusted to accommodate growth.nnual Operating & Maintenance budgets will be adjusted to accommodate growth.nnual Operating & Maintenance budgets will be adjusted to accommodate growth. 8.8.8.8. Debt Management:Debt Management:Debt Management:Debt Management: Discussion: The maximum amount that the District can borrow from external sources is set by the Community 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 8.0Policy 8.0Policy 8.0Policy 8.0 Projects that are to be funded by external debt should be submitted to Council with a business case, including Projects that are to be funded by external debt should be submitted to Council with a business case, including Projects that are to be funded by external debt should be submitted to Council with a business case, including 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.recommendations on how the debt will be serviced.recommendations on how the debt will be serviced.recommendations on how the debt will be serviced. APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN APPENDIX D: FINANCIAL SUSTAINABILITY PLAN –––– POLICY 5.52POLICY 5.52POLICY 5.52POLICY 5.52 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 179 9.9.9.9. Fees and Charges:Fees and Charges:Fees and Charges:Fees and Charges: Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis to avoid major changes and to provide the public with adequate notice of those changes. The review will include an analysis of our costs as well as what is charged by other municipalities. Policy 9.0Policy 9.0Policy 9.0Policy 9.0 Fees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annually. . . . The public will be provided no less than 3 months The public will be provided no less than 3 months The public will be provided no less than 3 months The public will be provided no less than 3 months notice of those changes.notice of those changes.notice of those changes.notice of those changes. 10.10.10.10. Accumulated Surplus:Accumulated Surplus:Accumulated Surplus:Accumulated Surplus: Discussion: Accumulated Surplus represents non-renewable accumulated savings and should not be used for operating purposes or for normal capital purposes. Policy 10.0Policy 10.0Policy 10.0Policy 10.0 Accumulated surplus will be considered as a funding source for extraordinary one-time expenditures. 11.11.11.11. Reserve Funds andReserve Funds andReserve Funds andReserve Funds and Reserve Accounts:Reserve Accounts:Reserve Accounts: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 11.0Policy 11.0Policy 11.0Policy 11.0 Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of 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 reserexpenditures permitted, and the desired level of the reserexpenditures permitted, and the desired level of the reserexpenditures permitted, and the desired level of the reserveveveve. . . . Strategies for achieving the desired level of the Strategies for achieving the desired level of the Strategies for achieving the desired level of the Strategies for achieving the desired level of the reserve will be included in the Business Plans.reserve will be included in the Business Plans.reserve will be included in the Business Plans.reserve will be included in the Business Plans. 12.12.12.12. Capital Projects:Capital Projects:Capital Projects:Capital Projects: Discussion: Many capital projects have funding sources other than General Revenue. For instance, a substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its operating costs, and replacement are usually provided for by General Revenue. These ongoing costs must be clearly understood, before a capital project is approved. Policy 12.0Policy 12.0Policy 12.0Policy 12.0 Each Each Each Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future Capital Project submitted for consideration must clearly spell out the full initial cost as well as future Capital Project submitted for consideration must clearly spell out the full initial cost as well as future 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.costs, including operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.costs, including operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.costs, including operating & life cycle cost, and demonstrate the source of sustainable funding for such costs. 13.13.13.13. Carry forward Projects:Carry forward Projects:Carry forward Projects:Carry forward Projects: Discussion: From time to time, funding is allocated for a project (capital or operating) but the project is not 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 13.0Policy 13.0Policy 13.0Policy 13.0 Corporate Management will complete a detailed review of Carry forwCorporate Management will complete a detailed review of Carry forwCorporate Management will complete a detailed review of Carry forwCorporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that ard Projects, in light of other priorities that ard Projects, in light of other priorities that ard Projects, in light of other priorities that might have emerged.might have emerged.might have emerged.might have emerged. APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 180 District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge Appendix E: Infrastructure Funding Strategy TO:TO:TO:TO: Corporate Management Team Date: August 29, 2006 FROM:FROM:FROM:FROM: Laura Benson, Policy Analyst Updated:Updated:Updated:Updated: October 30, 2006October 30, 2006October 30, 2006October 30, 2006 SUBJECTSUBJECTSUBJECTSUBJECT: Infrastructure Funding Strategy For the development of a strategic infrastructure program, some certainty around funding levels is required. For many years, the District has had a Long Term Capital Works Program, although there have been assumptions made around levels of funding that may or may not be directed towards the various categories of assets and services. As projects move closer towards the current year(s), often they get pushed off to later years due to lack of funding. At times, the lack of certainty means work that could otherwise happen in advance of a project is not able to proceed, such as advance planning, searching for ways to leverage our funds, and booking contractors. In order to make the best use of District resources, and at the same time leverage them to obtain funding from other sources, we require a longer term commitment on the funding side of the program. These are separated into two 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. 1.1.1.1. Sustaining What We HaveSustaining What We HaveSustaining What We HaveSustaining What We Have The DCC reserve funds infrastructure projects to support growth, but provides limited funding for replacement or renewal, and does not fund maintenance costs. In addition, subdivision infrastructure turned over by developers becomes the responsibility of the District, and over time contributes significantly to the infrastructure inventory. In 2004 it was almost $10 million, and in 2005 it was another $26 million. Where do we get the money to sustain an asset base that is 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, these initiatives must compete for funding with other projects. Some of the resources devoted to infrastructure sustainability are discussed below. Transportation and Traffic ManagementTransportation and Traffic ManagementTransportation and Traffic ManagementTransportation 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 maintenance of the major road network, but the District’s own infrastructure has no dedicated source of funding. Replacement value of the road infrastructure is estimated to be $460 million. Applying a lifecycle assumption of 25 years, we should be spending $18 million on an annualized basis, or the “sustainability requirement” that is required in order to keep our infrastructure in adequate condition. That is not to say that we need to spend $18 million each and every year; but on a long-term basis we need to be prepared for some years where significant funds are required, and we won’t have the capacity to manage them within our annual operating and capital budgets. To put this into perspective, we are currently spending about $400,000 through the operating budget, and the capital program averages another $400,000 per year (allocated as a portion of the $2.1 million annual general revenue contribution towards the capital program). This $800,000 investment in road maintenance is about 8% of the $18 million annualized requirement. Other infrastructure within the Transportation and Traffic Management category, such as bridges, traffic signals, lights, curbs, gutters, sidewalks, rail crossings and traffic signs bring the total replacement value to $568 million, with an annual sustainability requirement of $21 million. DrainageDrainageDrainageDrainage – 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 181 Lifecycle ReserveLifecycle ReserveLifecycle ReserveLifecycle Reserve, in the financial statements referred to as “Recreation” Facility Maintenance, although buildings other than recreation are covered, such as those for fire, police, and general government. This reserve receives $450,000 annually from general revenue. An increase of $50,000 occurred in 2003 to help with the addition of municipal buildings in the downtown core, but this is not adequate. Comprehensive lifecycle studies are being performed, which will deliver 30-year financial plans and performance 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 ReserveEquipment Replacement ReserveEquipment Replacement ReserveEquipment Replacement Reserve – This reserve is divided into three segments: operations equipment; fire department equipment; and technology. In addition to the specific funding allocated to these reserves, the fund balances also earn interest income. Operations: Equipment is charged against general revenue accounts at rates calculated to cover both maintenance and eventual replacement. This is a reasonable method to ensure replacement funding is available, and to ensure the 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%6 in 1998 netting $380,000 and in 2006, $720,000. For replacement of these assets, a separate reserve is used. 6 As a separate issue, the 2% allocation may not be enough given the demands of a growing community, and the organizational change the department has experienced. In recent years, the funding from this reserve was not enough to meet demand for growth- related infrastructure acquisitions, and had to be augmented by other funding sources. 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 182 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 DateProgress To DateProgress To DateProgress To Date Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability. This amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional $442,000 for a total of $857,000; 2010 is $1.3 million, and 2011 is $1.8 million. This issue is significant, as evidenced by the shortfall illustrated in the graph below7 8. We have time to get ahead of the curve, but time is of the essence. The sustainability funds directed by Council toward this issue will certainly begin to address the funding shortfall, and the practice is in alignment with the District’s Financial Sustainability Policy (FSP) 7.0 (the FSP’s referenced are listed in Appendix 5). In addition, plans for maintenance programs and construction projects continually look for ways to extend lifecycles and minimize maintenance spending. Another way in which Council could have a significant impact on this issue is to ensure future growth in taxation revenue is directed to sustaining current assets and services for the growing population. Dedicating a portion of annual tax revenue derived from growth in the tax base towards sustaining new growth in our asset base is a sound approach in support of FSP 7.1. 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.”9 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 changing 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. 7 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. 8 This graph represents our entire inventory of infrastructure, including assets not paid for out of general revenue, such as the water and sewer utilities. 9 “Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian Municipalities, June 2006. 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 APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 183 Options for Sustaining What We HaveOptions for Sustaining What We HaveOptions for Sustaining What We HaveOptions for Sustaining What We Have The “caution” signs in the preceding sections highlight areas that have a need for increased and/or dedicated funding, so that they can develop a strategic replacement program. Beginning in 2008, it is recommended that the funds be allocated as follows: 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. 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 8.0.10 2.2.2.2. Providing for GrowthProviding for GrowthProviding for GrowthProviding for Growth New infrastructure to support growth is provided primarily in two ways: (i) subdivision infrastructure built by developers that is turned over, becoming the District’s ongoing responsibility, and (ii) Development Cost Charges (DCCs) are used to fund major projects that serve larger areas. The DCC reserve provides funding for the construction or provision of major infrastructure to support community growth under the categories of roads, water, sewer, drainage, and parkland. Growth also creates a demand for policing, fire, recreation and library services, but DCCs cannot be collected for infrastructure to support these services. 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. 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 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 APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 184 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 conservative approach for projecting revenue to ensure we don’t lock ourselves into debt payments we can’t afford. The model is found in Appendix 2, and illustrates a capacity to borrow $4.5M over 5 years for roads projects, $1M in sewer and $1.5M in drainage. Parks spending is likely to be tapped out with the projects anticipated in the 2006-2010 program. Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006Oct.30, 2006: The model in Appendices 2 and 2A reflected the 2006----2010 Capital Works 2010 Capital Works 2010 Capital Works 2010 Capital Works Program adopted by CouncilProgram adopted by CouncilProgram adopted by CouncilProgram adopted by Council. . . . The model has been revised to illustrate the impact of the draft The model has been revised to illustrate the impact of the draft The model has been revised to illustrate the impact of the draft The model has been revised to illustrate the impact of the draft 2007200720072007----2011 Capital Works Program on the DCC Fund, and Appendice2011 Capital Works Program on the DCC Fund, and Appendice2011 Capital Works Program on the DCC Fund, and Appendice2011 Capital Works Program on the DCC Fund, and Appendices 3 and 3A have been s 3 and 3A have been s 3 and 3A have been s 3 and 3A have been appended to this report to illustrate the updated informationappended to this report to illustrate the updated informationappended to this report to illustrate the updated informationappended to this report to illustrate the updated information. . . . The heavier utilization of debt financing in the proposed plan will reduce the flexibility and The heavier utilization of debt financing in the proposed plan will reduce the flexibility and The heavier utilization of debt financing in the proposed plan will reduce the flexibility and The heavier utilization of debt financing in the proposed plan will reduce the flexibility and capacity of the Capital Works Program in future yearscapacity of the Capital Works Program in future yearscapacity of the Capital Works Program in future yearscapacity of the Capital Works Program in future years. . . . Adherence to the guiAdherence to the guiAdherence to the guiAdherence to the guidelines outlined in delines outlined in delines outlined in delines outlined in Appendix 4 is recommended.Appendix 4 is recommended.Appendix 4 is recommended.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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 185 maintenance program should be considered as new infrastructure is built. Financial Sustainability Policy 12.011 directs full life-cycle cost consideration prior to capital project approval. Is this the right time to borrow? In the lead-up to the 2010 Olympics, the District may be paying a premium to get 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. COCOCOCONCLUSION:NCLUSION:NCLUSION:NCLUSION: 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 water 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 the 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 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 186 INFRASTRUCTURE INVENTORYINFRASTRUCTURE INVENTORYINFRASTRUCTURE INVENTORYINFRASTRUCTURE 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 Quantity Unit Cost/Unit Replacement Value Life Cycle (years) Sustainability Provision Requirement Waterworks ManagementWaterworks ManagementWaterworks ManagementWaterworks 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 ServicesWaste ServicesWaste ServicesWaste 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 DrainageDrainageDrainageDrainage (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 ManagementTransportation and Traffic ManagementTransportation and Traffic ManagementTransportation 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 APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 187 General GovernmentGeneral GovernmentGeneral GovernmentGeneral 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 & RecreaParks & RecreaParks & RecreaParks & Recreationtiontiontion (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 FireFireFireFire (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 PolicePolicePolicePolice (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 VehiclesFleet VehiclesFleet VehiclesFleet Vehicles (Source: Operations) historical cost $7,600,000 7 $1,040,000 TOTAL INFRASTRUCTURE $1,321,437,820 $39,829,260 Quantity Unit Cost/Unit Replacement Value Life Cycle (years) Sustainability Provision Requirement Infrastructure Inventory APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 188 DCC PROJECTION BY INDIVIDUAL COMPONENTDCC PROJECTION BY INDIVIDUAL COMPONENTDCC PROJECTION BY INDIVIDUAL COMPONENTDCC 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 189 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 190 REVISED 2006REVISED 2006REVISED 2006REVISED 2006----10101010----30 TO REFLECT PR30 TO REFLECT PR30 TO REFLECT PR30 TO REFLECT PROPOSED 2007OPOSED 2007OPOSED 2007OPOSED 2007----2011 FINANCIAL PLAN2011 FINANCIAL PLAN2011 FINANCIAL PLAN2011 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 191 INFRASTRUCTURE FUNDING STRATEGY GUIDELINESINFRASTRUCTURE FUNDING STRATEGY GUIDELINESINFRASTRUCTURE FUNDING STRATEGY GUIDELINESINFRASTRUCTURE 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 STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 192 General GuidelinesGeneral GuidelinesGeneral GuidelinesGeneral Guidelines The level of debt servicing and ongoing maintenance, operating and replacement costs should not hamper future ability to deal with cost increases related to current community services or growth-related increases in current services. A discussion about our capacity to manage ongoing costscapacity to manage ongoing costscapacity to manage ongoing costscapacity to manage ongoing costs associated with proposed new assets should take place during the capital review process, consistent with Financial Sustainability Policy (FSP) 12.012, with replacement, maintenance and operating costs accommodated in accordance with FSP 7.0 and FSP 7.1. Borrowing should be limited to special caseslimited to special caseslimited to special caseslimited to special cases, either because we can’t fund out of one year’s budget allocation, or where the project will be paid for over time (e.g. multiple years’ worth of operating revenue). The financial plan should be adjusted to reflect all aspects of the project, including revenue sources and cost savings. Debt financing will not be used to fund ongoing maintenance works, except for major maintenance works that cannot be funded from one year’s annual budget without negatively impacting the ability to perform other 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 measuresperformance measuresperformance measuresperformance 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 capacityproject management capacityproject management capacityproject management capacity is adequate for the project to proceed. If not, funding for outside project management support should be considered. Consider project timingproject timingproject timingproject timing. Interest costs are low right now, but construction costs are high, and we may be paying a premium to compete with other major projects in the region. After these projects are completed, excess capacity may exist that could offset a rise in interest rate. 12 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. 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 APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 193 Guidelines Specific to Renewal FundsGuidelines Specific to Renewal FundsGuidelines Specific to Renewal FundsGuidelines Specific to Renewal Funds Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain csustain csustain csustain current infrastructureurrent infrastructureurrent infrastructureurrent 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 FundsGuidelines Specific to DCC FundsGuidelines Specific to DCC FundsGuidelines Specific to DCC Funds Where DCC works are financed through debt, funding the interest component from DCCs can only be done in very specific circumstances: To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are: o Greenfield, where infrastructure is being provided to areas with no servicing; o Fixed-capacity infrastructure, such as water and sewage treatment plants; Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program. 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 housing. There are other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate structure that more closely ties in with an amended OCP. Therefore, shortshortshortshort----term borrowingterm borrowingterm borrowingterm borrowing is strongly recommended, as revenue projections become less reliable as the time frame is expanded. The DCC bylaw should be amended regularlyamended regularlyamended regularlyamended regularly to ensure that rates reflect changes to infrastructure needs and project costs, as well as changes to growth management objectives, at the same time recognizing the 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 5.52Excerpt from Financial Sustainability Plan, Policy 5.52Excerpt from Financial Sustainability Plan, Policy 5.52Excerpt from Financial Sustainability Plan, Policy 5.52 7.7.7.7. InfrastrInfrastrInfrastrInfrastructure Maintenance & Replacement:ucture Maintenance & Replacement:ucture Maintenance & Replacement:ucture 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 7.0Policy 7.0Policy 7.0Policy 7.0 The District will establish an inventory of its infrastructure and wThe District will establish an inventory of its infrastructure and wThe District will establish an inventory of its infrastructure and wThe District will establish an inventory of its infrastructure and will keep it up to dateill keep it up to dateill keep it up to dateill keep it up to date. . . . A maintenance/replacement A maintenance/replacement A maintenance/replacement A maintenance/replacement program will be established using best practicesprogram will be established using best practicesprogram will be established using best practicesprogram will be established using best practices. . . . By 2015, this program must be fully funded and the current 5By 2015, this program must be fully funded and the current 5By 2015, this program must be fully funded and the current 5By 2015, this program must be fully funded and the current 5----year year year year financial plan should start to address this on a phased basisfinancial plan should start to address this on a phased basisfinancial plan should start to address this on a phased basisfinancial plan should start to address this on a phased basis. . . . The required tax increase wThe required tax increase wThe required tax increase wThe required tax increase will be beyond that set out in ill be beyond that set out in ill be beyond that set out in ill be beyond that set out in Policy 3.Policy 3.Policy 3.Policy 3. Policy 7.1Policy 7.1Policy 7.1Policy 7.1 Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth.Annual operating and maintenance budgets will be adjusted to accommodate growth. 8.8.8.8. Debt Management:Debt Management:Debt Management:Debt Management: Discussion: The maximum amount that the district can borrow from external sources is set by the Community Charter. Every effort should be made to keep levels at a minimum however, there may be instances where 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 8.0Policy 8.0Policy 8.0Policy 8.0 Projects that are to be funded by external debt should be submitted to Council with a business case, including Projects that are to be funded by external debt should be submitted to Council with a business case, including Projects that are to be funded by external debt should be submitted to Council with a business case, including Projects that are to be funded by external debt should be submitted to Council with a business case, including recrecrecrecommendations on how the debt will be serviced.ommendations on how the debt will be serviced.ommendations on how the debt will be serviced.ommendations on how the debt will be serviced. 9.9.9.9. Fees and Charges:Fees and Charges:Fees and Charges:Fees and Charges: Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis to avoid major changes and to provide the public with adequate notice of those changes. The review will include an analysis of our costs as well as what is charged by other municipalities. Policy 9.0Policy 9.0Policy 9.0Policy 9.0 Fees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annuallyFees & Charges will be reviewed and adjusted annually. . . . The public will be provided no less than 3 months notice The public will be provided no less than 3 months notice The public will be provided no less than 3 months notice The public will be provided no less than 3 months notice of those changes.of those changes.of those changes.of those changes. APPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGYAPPENDIX E: INFRASTRUCTURE FUNDING STRATEGY District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 194 12.12.12.12. CaCaCaCapital Projects:pital Projects:pital Projects:pital 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 12.0Policy 12.0Policy 12.0Policy 12.0 Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as futEach Capital Project submitted for consideration must clearly spell out the full initial cost as well as futEach Capital Project submitted for consideration must clearly spell out the full initial cost as well as futEach Capital Project submitted for consideration must clearly spell out the full initial cost as well as future costs, ure costs, ure costs, ure costs, including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs. RESOURCE MATERIALSRESOURCE MATERIALSRESOURCE MATERIALSRESOURCE MATERIALS References to some of the resource materials relevant to the infrastructure funding discussion are included for interest: Capital Asset Management Framework GuidelinesCapital Asset Management Framework GuidelinesCapital Asset Management Framework GuidelinesCapital Asset Management Framework Guidelines BC Ministry of Finance, Treasury Board Staff, May 2002 – www.fin.gov.bc.ca/tbs/camf.htm The Capital Asset Management Framework is designed to encourage innovative and responsible use of 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 GuideDevelopment Cost Charge Best Practices GuideDevelopment Cost Charge Best Practices GuideDevelopment Cost Charge Best Practices Guide BC Ministry of Community Services, 2005 – www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf The objective of this guide is to encourage local governments to standardize the general practices for the formulation and administration of DCC bylaws. Development Finance Choices GuideDevelopment Finance Choices GuideDevelopment Finance Choices GuideDevelopment Finance Choices Guide BC Ministry of Community Services, 2000 (presently being updated) – www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/choices.pdf The objective of this guide is to set out financing options available to a local government in addition to, or in place of, development cost charges. The guide outlines the considerations which should be taken into account when deciding which financing option may be the most effective in a particular circumstance. Case studies for small, medium, and large municipalities are provided. Parkland AcquisitionParkland AcquisitionParkland AcquisitionParkland Acquisition Best Practices GuideBest Practices GuideBest Practices GuideBest 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 RecommendFCM RecommendFCM RecommendFCM Recommended Practicesed Practicesed Practicesed 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 LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 195 Appendix F: Capital Works Program Listing Section > Description 2011 2012 2013 2014 2015 DrainageDrainageDrainageDrainage 910,000 910,000 910,000 910,000 515,000 515,000 515,000 515,000 940,000 940,000 940,000 940,000 947,190 947,190 947,190 947,190 650,000 650,000 650,000 650,000 119 Ave (York - 222) Drain Imprv [L8475] 150,000 - - - - 124 Ave Drain Improv [L2357] 210,000 - - - - 223 St (DTR - Brown) - - - 49,778 - 248 St (108 - 220M N 108) - - - 58,458 - 288 St (Storm Main @ Watkins Sawmill) - - 250,000 - - Culvert Replacement Program 200,000 - 200,000 - 200,000 Drainage Upgrade Program - 200,000 200,000 200,000 200,000 Local Area Service - Drain 250,000 250,000 250,000 250,000 250,000 N Alouette River Detention Pond 232/132 - - - 178,786 - Sediment Trap At N Alouette 100,000 - - - - Selkirk Ave (226 - 227) - - - 138,168 - Selkirk Ave (226 - 227) Phase 2 - - - 72,000 - Video & Spot Repairs Storm Sewer - 65,000 - - - Video Inspection - Drainage - - 40,000 - - DrainageDrainageDrainageDrainage----PrivPrivPrivPriv 40,452 40,452 40,452 40,452 41,436 41,436 41,436 41,436 42,469 42,469 42,469 42,469 43,565 43,565 43,565 43,565 44,601 44,601 44,601 44,601 Ditch Enclosures 19,342 19,789 20,259 20,757 21,228 Storm Sewer Connections 21,110 21,647 22,210 22,808 23,373 Govt SrvcsGovt SrvcsGovt SrvcsGovt Srvcs 517,530 517,530 517,530 517,530 602,530 602,530 602,530 602,530 450,030 450,030 450,030 450,030 100,030 100,030 100,030 100,030 172,030 172,030 172,030 172,030 Aquifer Signage 7,500 7,500 - - - Engineering Office Renovations 10,000 - - - - Equip Purch - Emerg Prog Equip 10,000 10,000 - - - Misc Capital Engineering 5,015 15,015 15,015 15,015 15,015 Misc Capital Gen Govt 15,015 15,015 15,015 15,015 15,015 Misc Capital Gen Rec 30,000 30,000 30,000 30,000 30,000 MR Library Signage - - - - 27,000 Public Library Cameras - - - - 20,000 Recycling - Baler Upgrade 150,000 - - - - Recycling - Bin Tippers - - 30,000 - - Recycling - Bluebox Collection 65,000 - - - - Recycling - Collection Bluebox/Bag - 40,000 - - - Recycling - Collection Equipment - 30,000 - - - Recycling - Collection Equipment (Apt) - 55,000 - - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 196 Section > Description 2011 2012 2013 2014 2015 Recycling - Collection Truck Upgrade - 200,000 - - - Recycling - Conveyor Belt (D.O. L6202) - - - - 65,000 Recycling - Dual Tipper Repl Truck Upg - - 60,000 - - Recycling - Dual Tipper Truck Upgrade - - 50,000 - - Recycling - Hydraulic Coll. Truck (Apt) - - 250,000 - - Recycling - Leasehold Improvement 100,000 - - - - Recycling - New Bluebox & Bags 65,000 - - - - Recycling - Process Equipment 60,000 - - - - Recycling - Tipper Cages X10 - - - 40,000 - Works Yard: Office Space Conversion - 200,000 - - - HighwaysHighwaysHighwaysHighways 4,168,378 4,168,378 4,168,378 4,168,378 12,472,171 12,472,171 12,472,171 12,472,171 19,869,617 19,869,617 19,869,617 19,869,617 8,199,110 8,199,110 8,199,110 8,199,110 8,072,688 8,072,688 8,072,688 8,072,688 112 Ave (60M W 236 - 236) - - 25,079 - - 119 Ave (York - 222) Road Imprv [L2331] 210,000 - - - - 121 Ave @ 214 St - 9,347 - - - 122 Ave (216 - 222) 600,000 - - - - 124 Ave Road Improv [L8474] 134,000 - - - - 136 Ave (224 - 400M E 224) - - - 1,891,353 - 201A St (113B - 100M North 113B) - 3,159 - - - 203 St (123 - Powell) - - - - 1,242,094 203 St (DTR - 123) - - - - 2,541,775 203 St (Lougheed - DTR) - - - - 531,635 223 St (Mcintosh - DTR) - 27,720 - - - 224 St @ 121 Ave Ped Signal - - 220,000 - - 224 St @ 132 Ave (N Alouette Bridge) - 450,000 - - - 232 St Bridge (N Alouette River) - 4,555,380 - - - 240 St (113 - Kanaka Cr Bridge) Phase 1 - - - 1,595,394 - 240 St (Kanaka Creek Bridge S - Mcclure) - - 2,750,679 - - 241 St @ S Alouette Ped Crossing - - 75,000 - - 241A St (100M S 102 - 102) - 100,000 - - - 244 St (50M S 104 - 104) - 49,970 - - - 245 St (104 - 220M N 104) - 26,148 - - - 280 St (Lougheed - 98) - - - - 250,000 Abernethy (216-500M E Blackstock) Widen - - - 1,500,179 - Abernethy Phase 3 - 5,030,023 - - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 197 Section > Description 2011 2012 2013 2014 2015 Abernethy Phase 4 - - 13,242,761 - - Annual Intersection Upgrade 24,999 - - - - Audible Signals 5,000 5,000 5,000 5,000 5,000 Bikeway Program 100,000 100,000 100,000 100,000 100,000 Boulevard Improvement Program - 30,000 - - - Bridge Repairs & Struct Upgrade 150,000 161,875 160,000 - - Dewdney Trunk @ Lougheed - - 154,382 - - Downtown Design 100,000 - - - - Downtown Lighting Safety Improv 20,000 20,000 - - - Downtown Signage Improv 25,000 - - - - Dunn Ave @ Maple Meadows Way - - 278,751 - - Emergency Traffic Pre-Empt 50,000 50,000 50,000 50,000 50,000 Equip Purch - Bobcat (Snow) 48,340 - - - - Equip Purch - Pickup Truck 37,000 - - - - Equip Purch - Trench Paving Machine - 91,000 - - - Equip Purch - Work Vehicle W/Snow Plow 41,000 - - - - Equip Repl - Fleet 740,000 284,079 864,684 864,684 864,684 Fern Crescent (236 - 240) - - 98,780 - - Illuminated Street Signs Program 10,000 10,000 10,000 10,000 10,000 Lane E 207 St (Camwood - 100M N Camwood) - 4,578 - - - Local Area Service - Road 250,000 250,000 250,000 250,000 250,000 Mcfarlane Ave (Graves-209) - 23,100 - - - New Thermo Plastic Road Markings 50,000 - - - - Owens St (200M N Camwood - Lougheed) - 14,020 - - - Ped Safety/Access Improv 90,000 90,000 90,000 90,000 90,000 River Road Reconstruction 300,000 - - - - Road Resurfacing - 232 St (112 - 114) - - 155,000 - - Road Resurfacing Program 274,000 726,772 580,000 1,462,500 1,462,500 Royal Cres @ 100M S Lougheed - - 24,501 - - Safer School Travel Program 50,000 50,000 50,000 50,000 50,000 Sidewalk Replacement 69,091 100,000 85,000 90,000 90,000 Silver Valley Pedestrian & Road Improv 499,948 - - - - Streetlight Pole Replace Program 50,000 50,000 50,000 50,000 50,000 Survey Monumentation Program 35,000 - - - - Top Asphalt 216 River - Lougheed - - 48,000 - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 198 Section > Description 2011 2012 2013 2014 2015 Top Asphalt 224 Dewdney - 124 - - 302,000 - - Top Asphalt 225 N - Lougheed - - 40,000 - - Traffic Calming Program 80,000 80,000 80,000 80,000 80,000 Traffic Signal Integration - - - - 325,000 Traffic Signal Replacements 125,000 80,000 80,000 110,000 80,000 HighwaysHighwaysHighwaysHighways----PrivPrivPrivPriv 63,352 63,352 63,352 63,352 64,231 64,231 64,231 64,231 65,154 65,154 65,154 65,154 66,135 66,135 66,135 66,135 67,061 67,061 67,061 67,061 Access Culverts 26,879 27,505 28,162 28,860 29,519 Private Driveway Crossings 36,473 36,726 36,992 37,275 37,542 Park AcqPark AcqPark AcqPark Acq 200,000 200,000 200,000 200,000 3,016,138 3,016,138 3,016,138 3,016,138 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 3,043,973 3,043,973 3,043,973 3,043,973 Greenbelt Acquisition 200,000 200,000 200,000 200,000 200,000 Silver Valley Neigh Park Acq A - 506,159 - - - Silver Valley Neigh Park Acq B - 626,999 - - - Silver Valley Neigh Park Phase 1 - - - - 1,682,980 Silver Valley Neigh Park Phase 2 - 1,682,980 - - - Whispering Falls Park (264/126) - - - - 1,160,993 Park ImprovPark ImprovPark ImprovPark Improv 592,488 592,488 592,488 592,488 1,288,084 1,288,084 1,288,084 1,288,084 4,408,681 4,408,681 4,408,681 4,408,681 1,275,828 1,275,828 1,275,828 1,275,828 701,132 701,132 701,132 701,132 Albion Park (Washroom Facility) - - 303,951 - - Boulevard Improvement - - - 30,000 - Computerized Irrigation Control System 50,000 - - - - Core Park Development 310,488 - - - - Cottonwood West Park Facilities - - - 615,339 - Equip Purch - Parks Rec Vehicle - - 25,000 - - Equip Purch - Parks/Rec Vehicle - - - - 40,000 Events - Trailer 10,000 - - - - Fraserview Park Development - 305,096 - - - Implement Design Plan 25,000 - - - - Irrigation Truck And Trailer 50,000 - - - - Kal Vac Sanitizer Unit 7,000 - - - - Maple Ridge Park - Washrooms 140,000 - - - - Park Development (231/137) - - - 310,488 - Park Development (237/136) - 310,644 - - - Park Development (241/104) - 310,644 - - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 199 Section > Description 2011 2012 2013 2014 2015 Park Development (241/112) - - - - 310,488 Park Development Albion Elementary - 332,999 - - - Thomas Haney - Parking Lot Paving - - - - 40,000 Trail Improvement - 28,701 - 30,000 - Whispering Falls Park Development - - - - 310,644 Whonnock Lake Phase 1 Entrance Road - - 235,000 - - Whonnock Lake Phase 2 Parking - - - 290,001 - Whonnock Lake Phase 3 Path/Light - - 297,330 - - Whonnock Lake Phase 4 Beach/General - - 356,243 - - Whonnock Lake Phase 5 Washroom Facility - - 621,814 - - Whonnock Lake Phase 6 Canoe Facility - - 1,980,000 - - Youth Action Park Albion - - 589,343 - - Prot SrvcsProt SrvcsProt SrvcsProt Srvcs----FireFireFireFire 187,000 187,000 187,000 187,000 1,080,000 1,080,000 1,080,000 1,080,000 1,767,825 1,767,825 1,767,825 1,767,825 350,000 350,000 350,000 350,000 250,000 250,000 250,000 250,000 Cf 29 Mobile Computer Replacement 132,000 - - - - Equip Purch - Scba Upgrade - - 817,825 - - Fire Equipment Engine 2-2 Replacement - 705,000 - - - Firehall #4 Engine New - - 625,000 - - Firehall #4 Rescue 4 - - 325,000 - - Firehall #5 Construction Phase 1 - - - - 250,000 Firehall #5 Land Acquisition - - - 350,000 - Move-Up Module (Integrated System) 30,000 - - - - Rescue 2 Replacement - 375,000 - - - Roster Module (Integrated System) 25,000 - - - - Prot SrvcsProt SrvcsProt SrvcsProt Srvcs----PolicePolicePolicePolice 134,800 134,800 134,800 134,800 10,000 10,000 10,000 10,000 ---- ---- ---- RCMP - Cat6 Cabling 124,800 - - - - RCMP - Furniture Replacement 10,000 10,000 - - - Rec SrvcsRec SrvcsRec SrvcsRec Srvcs 86,000 86,000 86,000 86,000 ---- ---- ---- 130,000 130,000 130,000 130,000 Bouldering Rock Wall - - - - 30,000 Equip Purch - Mobile Stage - - - - 100,000 Events - Portable Hot Water Sink 5,000 - - - - Leisure Centre - Int. Design Plan 12,000 - - - - Leisure Centre - Lobby Furniture 14,000 - - - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 200 Section > Description 2011 2012 2013 2014 2015 Leisure Centre - Pallet Jack 5,000 - - - - Leisure Centre - Stationary Pool Lift 10,000 - - - - Leisure Centre - Storage Lockers 40,000 - - - - SewageSewageSewageSewage 1,042,382 1,042,382 1,042,382 1,042,382 1,153,154 1,153,154 1,153,154 1,153,154 2,871,924 2,871,924 2,871,924 2,871,924 1,269,074 1,269,074 1,269,074 1,269,074 440,999 440,999 440,999 440,999 101A Ave @ 243A St - 1,500 - - - 136 Ave (230 - 231) 28,883 - - - - 225 St Pump Station Upgrade 135,000 - - - - 225 St Pump Station Upgrade Phase 2 - - 1,018,178 - - 225 St Pump Station Upgrade Phase 3 - 400,000 - - - 245 St (104 - 105) - - 77,098 - - Brown Ave (Fraser - 227) - - - 371,575 - Cottonwood Dr (115 - 116) - 60,655 - - - Fern Crescent (237 - 240) - - 667,536 - - Local Area Service - Sewer 250,000 250,000 250,000 250,000 250,000 Lougheed (227 - 228) - - 230,613 - - Sanitary Network Subcatchment A Study - - - 125,000 - Sanitary Network Subcatchment A To Gis - - - 35,000 - Sanitary Network Subcatchment J Study - - 150,000 - - Sanitary Network Subcatchment T Study 150,000 - - - - Sanitary Sewer Modelling Update - - - 9,000 - SCADA Replacement Program 65,999 65,999 65,999 65,999 65,999 Sewage System Rehabilitation 287,500 250,000 287,500 287,500 - Sewer P/S Electrical Upgrade 125,000 125,000 125,000 125,000 125,000 SRFSRFSRFSRF----ConnectConnectConnectConnect 87,009 87,009 87,009 87,009 89,247 89,247 89,247 89,247 91,419 91,419 91,419 91,419 93,905 93,905 93,905 93,905 94,396 94,396 94,396 94,396 Private Sewer Connections 87,009 89,247 91,419 93,905 94,396 TechnologyTechnologyTechnologyTechnology 647,200 647,200 647,200 647,200 1,179,780 1,179,780 1,179,780 1,179,780 563,003 563,003 563,003 563,003 782,889 782,889 782,889 782,889 1,301,494 1,301,494 1,301,494 1,301,494 Aerial Photography 10,000 - - - - Aerial Photography (Engineering) 10,000 - - - - Amanda Licensing - 25,000 - - - Amanda Mobile - 75,000 - - - Amanda Web Phase 2 25,000 - - - - Attendance Management Program - - 90,000 - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 201 Section > Description 2011 2012 2013 2014 2015 Blaney Room Av Upgrade 56,200 - - - - Blaney Room Improvements 30,000 - - - - Capital Reporting Module (Hyperion) 40,000 - - - - City Green Software 5,000 - - - - Document Management - 2011 Module 50,000 - - - - Document Processing System - Phase 2 100,000 - - - - Equip Purch - Wireless Data System - - - 22,100 - Equip Repl - Info Serv 55,000 838,780 283,003 200,789 659,494 Exchange Upgrade & Outlook Archiving 23,500 - - - - Fibre Optic Network - Firehall #4 Ph 4 - - 100,000 - - Fibre Optic Network - Transit Exchange - 71,000 - - - Financials New Version - Phase 1 - - - 500,000 - Financials New Version - Phase 2 - - - - 500,000 Fire Training On Line Learning - - - - 42,000 GIS - Mobile 25,000 - - - - Infrastructure Growth - 50,000 50,000 50,000 50,000 Integrated Cash System - - - - 50,000 IT Fibre Gvrd Wm Reclam Study 30,000 40,000 - - - IT Fibre Optic 132 (232 - Fern) 75,000 - - - - Management Reporting Software Phase 2 - - 40,000 - - Monitoring And Capacity Planning 34,500 - - - - Oracle Upgrade - 35,000 - - - Production Legacy Replacements - 25,000 - - - SQL Upgrade 27,000 - - - - Systems Management Server Phase 2 - - - 10,000 - Website Improvements 20,000 20,000 - - - Wireless Access In Meeting Rooms 11,000 - - - - Wireless Management Software 20,000 - - - - Refurbish Abandoned Watermain [Fibre] - - - - - WaterWaterWaterWater 6,518,099 6,518,099 6,518,099 6,518,099 5,915,927 5,915,927 5,915,927 5,915,927 3,964,592 3,964,592 3,964,592 3,964,592 1,720,721 1,720,721 1,720,721 1,720,721 550,000 550,000 550,000 550,000 108 Ave (248 - 249) - - - 51,242 - 110 Ave (240 - 243) - - 139,476 - - 112 Ave (244 - 246) - - 375,543 - - 113 Ave (246 - 248) - - 223,634 - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 202 Section > Description 2011 2012 2013 2014 2015 119 Ave (227 - 228) - 143,765 - - - 124 Ave (246 - 248) - - 207,046 - - 124 Ave @ 232 St (Prv) - - - 49,560 - 125 Ave (241 - Ansell) 331,200 - - - - 128 Ave (235 - 238) - - 221,334 - - 136 Ave (236 - 240) - 778,487 - - - 136 Ave @ 24200 Rockridge Res. Phase 2 - 591,486 - - - 141 Ave @ 232 St Prv - - - 100,000 - 210 St (116 - 118) 218,900 - - - - 216 St (124 - 128) - 674,016 - - - 224 St (124 - Abernethy) - - 342,559 - - 224 St (North - 119) [F] - - - 231,392 - 224 St (North - 119) [Fibre] - - - 13,137 - 231 St (117 - 118) - - 92,836 - - 232 St (136 - Silver Valley Rd) - 148,528 - - - 248 St (116 - DTR) - 561,416 - - - 263 St (440 Reservoir - Stage 2) 1,184,816 - - - - 270A St @ 123 Ave P/S Phase 2 - 250,000 - - - Abernethy @ 240 St Gvrd Connection - - - 80,000 - Albion & Water Model Dist Upgr 250,000 - - - - Ansell St (124 - 125) - - - 230,400 - Barnston / Mr Ps 1,546,799 - - - - Brown Ave (Fraser - 228) - - - 400,990 - Cottonwood Dr (115 - 116) - 84,956 - - - Emerg Prv Service F/Grant To Albion 158 72,799 - - - - Equip Purch - Enclosed Trailer - - - 14,000 - Equip Purch - Leak Detectors - - 35,000 - - Fletcher St (DTR - Brown) - - 44,381 - - Flowmeter Installation At Prvs 120,000 - - - - Local Area Service - Water 250,000 250,000 250,000 250,000 250,000 Maple Ridge Main West 1,203,587 2,005,273 1,604,783 - - Provide Water Service To Albion 158 Zone 367,198 - - - - Seismic Upgrade - Rothsay Res. @ 256Th 250,000 - - - - Truck Fill System: Proposed Reserv. Site 80,000 - - - - APPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTINGAPPENDIX F: CAPITAL WORKS PROGRAM LISTING District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 203 Section > Description 2011 2012 2013 2014 2015 Variable Frequency Drive @ 256Th P/S 62,000 - - - - Water Security Improvement - 128,000 128,000 - - Watermain Replacement (216 - Blackstock) 280,800 - - - - Watermain Replacement Program 300,000 300,000 300,000 300,000 300,000 WRFWRFWRFWRF----ConnectConnectConnectConnect 173,930 173,930 173,930 173,930 177,909 177,909 177,909 177,909 181,751 181,751 181,751 181,751 186,169 186,169 186,169 186,169 187,026 187,026 187,026 187,026 Private Water Connections 173,930 177,909 181,751 186,169 187,026 Grand Total 15,368,620 27,605,607 35,416,465 15,234,616 15,705,400 APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 204 District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge TO:TO:TO:TO: His Worship Mayor Ernie Daykin and Members of Council DATE: DATE: DATE: DATE: December 1, 2010 FROM:FROM:FROM:FROM: Chief Administrative Officer ATTN: CouncilATTN: CouncilATTN: CouncilATTN: Council SUBJECTSUBJECTSUBJECTSUBJECT: 2011 – 2015 Financial Plan Bylaw Appendix G: 201Appendix G: 201Appendix G: 201Appendix G: 2011111----2012012012015555 Financial Plan Bylaw Financial Plan Bylaw Financial Plan Bylaw Financial Plan Bylaw 6781678167816781----2010201020102010 EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY:EXECUTIVE SUMMARY: The 2011-2015 Business and Financial Plans were presented to Council at public meetings held on November 29 and 30, 2010. Council directed that a financial plan bylaw be brought forward incorporating the recommendations outlined in the 2011-2015 Financial Plan Overview report dated November 29, 2010. The Financial Plan Bylaw includes several legislated requirements including a more explicit form of revenue and tax policy disclosure: the objectives and policies regarding the proportions of revenue proposed to come from various funding sources, the distribution of property taxes among property classes, and the use of permissive tax exemptions. RECOMMENRECOMMENRECOMMENRECOMMENDATION(S):DATION(S):DATION(S):DATION(S): That Maple Ridge 2011That Maple Ridge 2011That Maple Ridge 2011That Maple Ridge 2011----2015 Financial Plan Bylaw No. 67812015 Financial Plan Bylaw No. 67812015 Financial Plan Bylaw No. 67812015 Financial Plan Bylaw No. 6781----2010 be given first, second and third readings.2010 be given first, second and third readings.2010 be given first, second and third readings.2010 be given first, second and third readings. DISCUSSION: DISCUSSION: DISCUSSION: DISCUSSION: a)a)a)a) Background Context:Background Context:Background Context:Background Context: The 2011–2015 Financial Plan was presented to Council at public meetings held on November 29 and 30. Business Plans from all areas were also provided. The financial plan bylaw incorporates the following direction from Council: property tax increase of 4% in 2011–2015, which includes 1% for infrastructure sustainability and 3% for general purposes, for 2011-2012 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. Beyond 2013 any incremental service level increases will be part of the normal business planning process. water user fee increase of 9%, sewer user fee increase of 5% and recycling rates increase of 3% in each year of the five year plan. In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on that direction. The 2011-2015 Financial Plan includes a capital program of about $109 million and anticipates funding from senior governments and some borrowings. We have about $1.3 billion invested in our infrastructure and it is important that we protect this investment. This 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. There have been a few adjustments that occurred after the business planning material was prepared. 1. Town Centre Initiatives – BIA Façade Improvement Program $25,000 a year for three years funded through accumulated surplus. 2. The Library Costs have been updated to reflect up to date cost estimates with an additional cost of about $25,000 in 2011 through 2015. 3. Grants in lieu of taxes have been updated with a net increase in revenue of $4,000. 4. A wage rate has been updated with an increased cost of about $8,000 a year. 5. CPP costs have been updated for 2011 for a cost reduction of $16,000. The planned transfer to accumulated surplus after these updates remains just above $400,000 in the first few years of the plan. The updated amounts are: Incremental property tax revenue from new construction will not be known until spring when property assessments are finalized. Although the growth assumption built into the financial plan is 2.35%, there is a risk that the actual amount will fall short. 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. 2011 2012 2013 2014 2015 Transfer to accumulated surplus $409,236 $408,332 $423,292 $434,393 $601,923 APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 205 In addition to the growth rate, there have been a few other items identified that may be adjusted when the budget is amended in the spring including reviewing the option of self insuring for medical and dental coverage and funding of compost cones through Ridge Meadows Recycling Society. The allocation of gaming revenue will also be reviewed at this time. b)b)b)b) Desired Outcome: Desired Outcome: Desired Outcome: 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)c)c)c) StrategStrategStrategStrategic Alignment:ic Alignment:ic Alignment:ic Alignment: All departments submitted Business Plans which were prepared using the Business Planning Guidelines 14th 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)d)d)d) Citizen/Customer Implications:Citizen/Customer Implications:Citizen/Customer Implications:Citizen/Customer Implications: The business plans have far-reaching citizen and customer implications. The Financial Plan reflects the financial impact of the business plans. Property tax revenue and user fees are planned to increase as detailed in the above discussion. e)e)e)e) Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications: Statutory Requirements and Policy Implications: The financial plan has been prepared in accordance with statutory requirements and Municipal financial 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 information. Public consultation is an important and legislated component of preparing financial plans. The Business Planning Guidelines were updated last spring with an opportunity for the public to provide feedback. Public input during business planning this November was invited through advertisements in the local paper and on the corporate website. Input was accepted through many different mediums including: in person at the business planning presentations which were open to the public or through email, voicemail, or regular mail. Regular feedback and interaction with the public is also taken into account in developing the business plans. f)f)f)f) Alternatives:Alternatives:Alternatives:Alternatives: In the event that this bylaw is not adopted, the District is not authorized to make any expenditure other than those identified in the 2010-2014 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:CONCLUSIONS:CONCLUSIONS:CONCLUSIONS: The Financial Plan is a multi-year planning, reviewing, and reporting tool that represents Council’s vision and commitment to providing quality services to the residents of Maple Ridge. The Plan provides a forecast of the financial resources that are available to fund operations, programs, and infrastructure for the five year period. 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 allocation of Gaming Revenue can also be reviewed at that time. _______________________________________________ Prepared by: Trevor Thompson, BBA, CGATrevor Thompson, BBA, CGATrevor Thompson, BBA, CGATrevor Thompson, BBA, CGA Manager of Financial PlanningManager of Financial PlanningManager of Financial PlanningManager of Financial Planning _______________________________________________ Approved by: Paul Gill, BBA, CGAPaul Gill, BBA, CGAPaul Gill, BBA, CGAPaul Gill, BBA, CGA GM Corporate & Financial ServicesGM Corporate & Financial ServicesGM Corporate & Financial ServicesGM Corporate & Financial Services _______________________________________________ Concurrence: J.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) RuleJ.L. (Jim) Rule Chief Administrative OfficerChief Administrative OfficerChief Administrative OfficerChief Administrative Officer APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 206 DISTRICT OF MAPLE RIDGE BYLAW NO. 6781-2010 Maple Ridge 2011-2015 Financial Plan Bylaw ____________________________________________________________________________________ WHEREASWHEREASWHEREASWHEREAS, through a public process in an open meeting input was sought from the public with respect to the financial plan and budget guidelines; AND WHEREAS, AND WHEREAS, AND WHEREAS, AND WHEREAS, through a public process in an open meeting the business plans and financial plans were presented; AND WHEREAS, AND WHEREAS, AND WHEREAS, AND WHEREAS, the public will have the opportunity to provide comments or suggestions with respect to the financial plan; AND WHEREASAND WHEREASAND WHEREASAND WHEREAS, Council deems this to be a process of public consultation under section 166 of the Community Charter. NOW THEREFORENOW THEREFORENOW THEREFORENOW THEREFORE, the Council of the District of Maple Ridge enacts as follows:::: 1. This Bylaw may be cited as “Maple Ridge 2011-2015 Financial Plan Bylaw No. 6781-2010. 2. Statement 1 attached to and forming part of this bylaw is hereby declared to be the Consolidated Financial Plan of the District of Maple Ridge for the years 2011 through 2015. 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 6th day of December, 2010. READ a second time the 6th day of December, 2010. READ a third time the 6th day of December, 2010. 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: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 207 Attachment to Maple Ridge 2011-2015 Financial Plan Bylaw 6781-2010 2011201120112011 2012201220122012 2013201320132013 2014201420142014 2015201520152015 REVENUESREVENUESREVENUESREVENUES External Revenues Development Fees Developer Cost Charges $4,530 $12,727 $8,970 $7,902 $9,514 Parkland Acquisition $200 $200 $200 $200 $200 Contributions from Others $3,724 $3,795 $6,227 $3,560 $3,534 Development Fees Total $8,454 $16,722 $15,397 $11,662 $13,248 Property Taxes $58,786 $62,998 $67,520 $72,171 $77,151 Parcel Charges $2,626 $2,761 $2,903 $3,053 $3,210 Fees & Charges $33,225 $35,037 $36,993 $39,147 $41,459 Interest $1,960 $1,970 $1,980 $1,980 $1,980 Grants (Other Govts)$2,652 $5,104 $11,270 $3,352 $2,890 Total External Revenues $107,703 $124,592 $136,063 $131,365 $139,938 EXPENDITURESEXPENDITURESEXPENDITURESEXPENDITURES Operating Expenditures Other Expenditures $82,746 $86,918 $91,326 $96,063 $100,732 Less: Interest Payments on Debt $3,245 $3,214 $3,299 $3,528 $3,420 Amortization Expense $16,979 $17,489 $18,014 $18,554 $19,111 Total External Expenditures $102,970 $107,621 $112,639 $118,145 $123,263 ANNUAL SURPLUSANNUAL SURPLUSANNUAL SURPLUSANNUAL SURPLUS $4,733$4,733$4,733$4,733 $16,971$16,971$16,971$16,971 $23,424$23,424$23,424$23,424 $13,220$13,220$13,220$13,220 $16,675$16,675$16,675$16,675 Add Back: Amortization Expense (Surplus)$16,979 $17,489 $18,014 $18,554 $19,111 Less: Capital Expenditures $16,254 $27,756 $35,417 $15,235 $15,711 CHANGE IN FINANCIAL POSITIONCHANGE IN FINANCIAL POSITIONCHANGE IN FINANCIAL POSITIONCHANGE IN FINANCIAL POSITION $5,458$5,458$5,458$5,458 $6,704$6,704$6,704$6,704 $6,021$6,021$6,021$6,021 $16,539$16,539$16,539$16,539 $20,075$20,075$20,075$20,075 OTHER REVENUESOTHER REVENUESOTHER REVENUESOTHER REVENUES Add: Borrowing Proceeds $0 $2,502 $4,776 $0 $0 OTHER EXPENDITURESOTHER EXPENDITURESOTHER EXPENDITURESOTHER EXPENDITURES Less: Principal Payments on Debt $4,741 $6,489 $7,034 $8,380 $8,449 TOTAL REVENUES LESS EXPENSESTOTAL REVENUES LESS EXPENSESTOTAL REVENUES LESS EXPENSESTOTAL REVENUES LESS EXPENSES $717$717$717$717 $2,717$2,717$2,717$2,717 $3,763$3,763$3,763$3,763 $8,159$8,159$8,159$8,159 $11,626$11,626$11,626$11,626 INTERNAL TRANSFERSINTERNAL TRANSFERSINTERNAL TRANSFERSINTERNAL TRANSFERS Transfer from Reserve Funds Capital Works Reserve $958 $1,093 $853 $866 $853 Equipment Replacement Reserve $989 $2,203 $1,966 $1,065 $1,524 Fire Department Capital Reserve $0 $0 $950 $350 $250 Transfer from Reserve Fund Total $1,947 $3,296 $3,769 $2,281 $2,627 Less :Transfer to Reserve Funds Capital Works Reserve $900 $915 $918 $1,416 $1,162 Equipment Replacement Reserve $2,136 $2,244 $2,334 $2,427 $2,527 Fire Dept. Capital Aquisition $1,099 $527 $646 $769 $897 Land Reserve $20 $20 $20 $20 $20 Sanitary Sewer Reserve $80 $80 $80 $80 $80 Total Transfer to Reserve Funds $4,235 $3,786 $3,998 $4,712 $4,686 Transfer from (to) Own Reserves*($532)($1,891)($2,097)($3,061)($3,642) Transfer from (to) Surplus $2,103 ($336)($1,437)($2,667)($5,925) Transfer from (to) Surplus $1,571 ($2,227)($3,534)($5,728)($9,567) TOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERSTOTAL INTERNAL TRANSFERS ($717)($717)($717)($717)($2,717)($2,717)($2,717)($2,717)($3,763)($3,763)($3,763)($3,763)($8,159)($8,159)($8,159)($8,159)($11,626)($11,626)($11,626)($11,626) * Transfers from (to) Own Reserves consists of: Transfer from Own Reserves $9,871 $9,046 $9,618 $9,372 $9,537 Less Contribution to Own Reserves $10,402 $10,938 $11,714 $12,432 $13,179 Statement 1 Consolidated Financial Plan 2011-2015 (in thousands) APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 208 Objectives & Policies Objectives & Policies Objectives & Policies 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, to fund the Fire Department Master Plan implementation. More information can be found in the Business Planning Guidelines 14th Edition, Financial Sustainability Plan and the 2011-2015 Financial Plan Overview Report. Specific policies discussing the tax increases are included in the Financial Sustainability Plan and related policies which were adopted in 2004. Parcel Charges are largely comprised of a recycling charge, a sewer charge and, on certain properties, a local area service or improvement charge. Parcel charges are a useful tool to charge all or a subset of properties for a fixed or variable amount to support services. Unlike property taxation, the variable amount does not need to be related to property assessment value, and in some circumstances may more accurately reflects the cost of the service. Attachment to Maple Ridge 2011-2015 Financial Plan Bylaw 6781-2010 REVENUE DISCLOSURE Revenue Proportions $ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%% $ ('000s) %%%% Revenues Revenues Revenues Revenues Property Taxes 58,786 55% 62,998 50% 67,520 72,171 55% 77,151 55% Parcel Charges 2,626 2% 2,761 2% 2,903 3,053 2% 3,210 2% Fees & Charges 33,225 31% 35,037 28% 36,993 39,147 30% 41,459 30% Borrowing Proceeds - 0% 2,502 2% 4,776 - 0% - 0% Other Sources 13,066 12% 23,796 19% 28,647 16,994 13% 18,118 13% Total Revenues 107,703 100% 127,094 100% 140,839 131,365 100% 139,938 100% Other Sources include: Development Fees Total 8,454 8% 16,722 13% 15,397 11,662 9% 13,248 9% Interest 1,960 2% 1,970 2% 1,980 1,980 2% 1,980 1% Grants (Other Govts) 2,652 2% 5,104 4% 11,270 3,352 3% 2,890 2% Property Sales - 0% - 0% - - 0% - 0% 13,066 12% 23,796 19% 28,647 16,994 13% 18,118 13% Statement 2 Revenue and Property Tax Policy Disclosure 20152015201520152011201120112011 2012201220122012 2013201320132013 2014201420142014 APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 209 Attachment to Maple Ridge 2011-2015 Financial Plan Bylaw 6781-2010 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 can be found in the 2011-2015 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 DISCLOSUREPROPERTY TAX DISCLOSUREPROPERTY TAX DISCLOSUREPROPERTY TAX DISCLOSURE The 2011 property tax revenue and updated rates will be included in a financial plan amending bylaw that proceeds the Property Tax Rate Bylaw, as the 2011 property assessed values are not yet finalized. For information purposes the 2010 distribution is included. Property Tax Revenue Distribution Property Class Taxation Revenue Assessed Value Tax Rate Multiple ('000s)('000s)($/'1000)(Rate/Res.Rate) 1 Residential 40,823 77.13% 10,434,223 91.52% 3.9124 1.00 2 Utility 458 0.87% 11,456 0.10% 40.0000 10.22 4 Major Industry 582 1.10% 18,076 0.16% 32.2003 8.23 5 Light Industry 2,247 4.25% 191,432 1.68% 11.7403 3.00 6 Business/Other 8,643 16.33% 736,221 6.46% 11.7403 3.00 8 Rec./ Non-Profit 49 0.09% 4,475 0.04% 10.8987 2.79 9 Farm 125 0.24% 5,205 0.05% 23.9963 6.13 52,928 11,401,088 APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 210 Attachment to Maple Ridge 2011-2015 Financial Plan Bylaw 6781-2010 Statement 2 (continued) Revenue and Property Tax Policy Disclosure PROPERTY TAX DISCLOSURE PROPERTY TAX DISCLOSURE PROPERTY TAX DISCLOSURE PROPERTY TAX DISCLOSURE Objectives & Policies Property taxes are the District’s largest source of revenue and are only contained by efficient business practices. Annual business planning practices have been the mechanism for resource allocation decisions. The District’s Financial Sustainability Policy section 6 discusses the necessity of diversifying the tax base. As 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 the annual increase early in the prior year in the Business Planning Guidelines provides citizens with a more stable and predictable set of cost increases. In some cases costs are phased in over multiple years to stay within the set tax increases. Property Tax Rates It is policy to adjust property tax rates annually to negate the impact of fluctuations in the market values of properties. (Tax rates are negatively correlated to market changes). Property tax increases are then applied at the same relative increase for all classes, unless legislation restricts the rates, as with Class 2, Utility. The Business Class and Light Industry Class properties have the same tax rate and are treated as a composite class when setting the tax rates. This is done as the types of businesses in each class of property are quite similar. This was achieved over a long period of time with small incremental adjustments. A review was done on the Major Industry Class rates and the recommendation from the Audit and Finance Committee and Council was a reduction of 5% in 2009 and 2010 to the taxes collected to support additional investments in the subject property and to keep rates competitive. The investments in this property have yet to occur and given the economy we are recommending holding off on further adjustments at this time. In reviewing the tax rates to ensure competitiveness, absolute rates, tax multiples and overall tax burden are considered. The impact that assessed values have when 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: 2011APPENDIX G: 2011APPENDIX G: 2011APPENDIX G: 2011----2015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 67812015 FINANCIAL PLAN BYLAW 6781----2020202010101010 ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011ADOPTED JANUARY 11, 2011 District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 211 Attachment to Maple Ridge 2011-2015 Financial Plan Bylaw 6781-2010 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 misconstrued without considering other factors. 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 2030 so the capital expenditures must be extended to match. Certain types of projects are not planned past the five year time horizon of the financial plan. Much less scrutiny is given to projects that are planned in years 2016 through 2030. Projects in these years typically exceed likely funding available. Capital Works Program for 2016 – 2030 (in thousands) Capital Works ProgramCapital Works ProgramCapital Works ProgramCapital Works Program 325,879325,879325,879325,879 Source of FundingSource of FundingSource of FundingSource of Funding Development Fees Development Cost Charges 119,092 Parkland Acquisition Reserve - Contribution From Others 4,333 Development Fees Total 123,425 Borrowing Proceeds 19,297 Grants 29,305 Transfer from Reserve Funds Capital Works Reserve 11,377 Cemetery Reserve 115 Equipment Replacement Reserve 1,861 Fire Department Capital Reserve 1,750 Infrastructure Sustainability Reserve 270 Transfer from Reserve Funds Total 15,373 Revenue Funds 138,479 Source of Funding TotalSource of Funding TotalSource of Funding TotalSource of Funding Total 325,879325,879325,879325,879 GLOSSARY OF TERMSGLOSSARY OF TERMSGLOSSARY OF TERMSGLOSSARY OF TERMS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 212 AssetsAssetsAssetsAssets – Resources owned or held by the District, which have monetary value. Glossary of Terms Base BudgetBase BudgetBase BudgetBase Budget – Cost of continuing the existing levels of service in the current budget year. BC Assessment BC Assessment BC Assessment BC Assessment – The independent organization that is responsible for establishing the assessed property values within British Columbia. BudgetBudgetBudgetBudget – A financial plan embodying an estimate of proposed expenditures for a given period and the proposed means of financing them. Business Improvement Area (BIA)Business Improvement Area (BIA)Business Improvement Area (BIA)Business Improvement Area (BIA) – A separate specific contained area where funds are spent to improve commercial business potential. Capital AssetsCapital AssetsCapital AssetsCapital 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 BudgetCapital BudgetCapital BudgetCapital Budget – The appropriation of internal and external contributions for improvements and additions to facilities, infrastructure, and parks. Capital ExpendituresCapital ExpendituresCapital ExpendituresCapital Expenditures – Expenditures to acquire Capital Assets or extend or renew the life of an existing Capital Asset. Capital ImprovementsCapital ImprovementsCapital ImprovementsCapital 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 Capital Project Capital Project 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 ReserveCapital ReserveCapital ReserveCapital 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)Capital Works Program (CWP)Capital Works Program (CWP)Capital Works Program (CWP) – The long term corporate guide toward the provision of infrastructure, public facilities, equipment, and business systems to provide services. Carry ForwardCarry ForwardCarry ForwardCarry 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.CDMR Developments Ltd.CDMR Developments Ltd.CDMR Developments Ltd. – Municipality’s wholly owned subsidiary. Corporate Management Team (CMT)Corporate Management Team (CMT)Corporate Management Team (CMT)Corporate Management Team (CMT) – Senior staff responsible for decisions on the day-to-day and long- term business affairs of the District. ContingencyContingencyContingencyContingency – A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. DeficitDeficitDeficitDeficit – The excess of an entity’s liabilities over its assets or the excess of expenditures over revenues during a single accounting period. DepartmentDepartmentDepartmentDepartment – The basic organizational unit of the District, which is functionally unique in its delivery of services. Development Cost Charges (DCC)Development Cost Charges (DCC)Development Cost Charges (DCC)Development Cost Charges (DCC) – Fees and charges contributed by developers to support development and growth in the District. DivisionDivisionDivisionDivision – The top level organizational unit of the District to which all departments report. ExpenditureExpenditureExpenditureExpenditure – 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 PlanFinancial PlanFinancial PlanFinancial 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 AssetsFixed AssetsFixed AssetsFixed 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 (FOl)Freedom of Information (FOl)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. FullFullFullFull----time Equivalent Position (FTE)time Equivalent Position (FTE)time Equivalent Position (FTE)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. FundFundFundFund – A fiscal entity with revenues and expenditures, which are segregated for the purpose of carrying out a specific purpose or activity. GLOSSARY OF TERMSGLOSSARY OF TERMSGLOSSARY OF TERMSGLOSSARY OF TERMS District of Maple Ridge Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 Financial Plan 2011 –––– 2015201520152015 213 Fund BalanceFund BalanceFund BalanceFund Balance – Excess of the assets of a fund over its liabilities, reserves, and carryover. Generally Accepted Accounting Principles (GAAP)Generally Accepted Accounting Principles (GAAP)Generally Accepted Accounting Principles (GAAP)Generally Accepted Accounting Principles (GAAP) – Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GoalGoalGoalGoal – A statement of broad direction, purpose, or intent based on the needs of the community. A goal is general and timeless. GrantsGrantsGrantsGrants – 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. GVRDGVRDGVRDGVRD – Refers to the Greater Vancouver Regional District, which is responsible for providing some region-wide services. Also see “Metro Vancouver.” GVS & DDGVS & DDGVS & DDGVS & DD – Greater Vancouver Sewer & Drainage District. Provides sewerage transfer and treatment on a regional basis and the disposal of solid waste. GVWDGVWDGVWDGVWD – 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. InfrastructureInfrastructureInfrastructureInfrastructure – The physical assets of a District (e.g. streets, water, sewer, public buildings, and parks). LevyLevyLevyLevy – To impose taxes for the support of District activities. LibraryLibraryLibraryLibrary – 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. LongLongLongLong----term Debtterm Debtterm Debtterm Debt – Debt with a maturity of more than one year after the date of issuance. Maple Ridge Municipal Holdings LtdMaple Ridge Municipal Holdings LtdMaple Ridge Municipal Holdings LtdMaple Ridge Municipal Holdings Ltd. – the Municipality’s wholly owned subsidiaries Metro Vancouver Metro Vancouver Metro Vancouver Metro Vancouver (formerly Greater Vancouver Regional District) (formerly Greater Vancouver Regional District) (formerly Greater Vancouver Regional District) (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. MFAMFAMFAMFA – 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 municipalities. Official Community Plan (OCP)Official Community Plan (OCP)Official Community Plan (OCP)Official Community Plan (OCP) – The District’s prime development planning document. RCMPRCMPRCMPRCMP – Royal Canadian Mounted Police. Contract with the Federal Government to provide police services (police officers); the Municipality provides the clerical support services and facilities. RevenueRevenueRevenueRevenue – Sources of income financing the operations of the District. RMRS RMRS RMRS RMRS –––– Ridge Meadows Recycling SocietyRidge Meadows Recycling SocietyRidge Meadows Recycling SocietyRidge 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 PlanStrategic PlanStrategic PlanStrategic Plan - Developed by Council to guide the development of specific objectives the District could focus on in order to achieve the community vision. Tax LevyTax LevyTax LevyTax Levy – The total amount to be raised by general property taxes when the tax rate is multiplied by the assessed values. TaxesTaxesTaxesTaxes – Compulsory charges levied by the District for the purpose of financing services performed for the common benefit of the citizens. Transfers To/From Own SourcesTransfers To/From Own SourcesTransfers To/From Own SourcesTransfers To/From Own Sources – Amounts transferred to/from one fund to another fund or amount transferred to/from deferred revenue or reserve accounts. TrTrTrTransLinkansLinkansLinkansLink – 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 AnalysisVariance AnalysisVariance AnalysisVariance Analysis – The process of examining in detail each variance between actual and budgeted costs. District of Maple RidgeDistrict of Maple RidgeDistrict of Maple RidgeDistrict of Maple Ridge Corporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial ServicesCorporate & Financial Services 11995 Haney Place11995 Haney Place11995 Haney Place11995 Haney Place Maple Ridge, BC V2X 6A9Maple Ridge, BC V2X 6A9Maple Ridge, BC V2X 6A9Maple Ridge, BC V2X 6A9 CanadaCanadaCanadaCanada Tel: 604Tel: 604Tel: 604Tel: 604----463463463463----5221522152215221 Fax: 604Fax: 604Fax: 604Fax: 604----467467467467----7329732973297329 www.mapleridge.cawww.mapleridge.cawww.mapleridge.cawww.mapleridge.ca