HomeMy WebLinkAboutFinancial Plan 2012-2016
Financial Plan
2012 – 2016
Maple Ridge
Mayor and Council
Mayor Ernie Daykin
Councillor Cheryl Ashlie Councillor Al Hogarth
Councillor Corisa Bell Councillor Bob Masse
Councillor Judy Dueck Councillor Michael Morden
TABLE OF CONTENTS
EXECUTIVE SUMMARY ......................................................................................................................................................... 3
FINANCIAL PLAN READER’S GUIDE .......................................................................................................................................... 5
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER .............................................................................................................. 6
BUDGET AT A GLANCE ........................................................................................................................................................... 7
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS ......................................................................................................... 13
PROFILE AND DEMOGRAPHICS............................................................................................................................................. 15
GOVERNMENT OVERVIEW ................................................................................................................................................... 18
ELECTED AND APPOINTED OFFICIALS .................................................................................................................................... 19
FINANCIAL POLICIES AND FUND STRUCTURES .............................................................................................................. 21
FINANCIAL POLICIES ........................................................................................................................................................... 23
FUND STRUCTURE ............................................................................................................................................................. 24
FINANCIAL PLANNING PROCESS ..................................................................................................................................... 25
BUSINESS PLANNING PROCESS ........................................................................................................................................... 27
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES ............................................................................................................... 28
BUSINESS PLANNING GUIDELINES ....................................................................................................................................... 29
FINANCIAL PLANNING PROCESS SCHEDULE ........................................................................................................................... 30
FINANCIAL PLAN OVERVIEW............................................................................................................................................. 31
FINANCIAL PLAN HIGHLIGHTS ............................................................................................................................................... 33
FINANCIAL PLAN OVERVIEW ................................................................................................................................................ 34
2011 Financial Outlook ........................................................................................................................................... 35
Where the Money Comes From/Where It is Allocated ........................................................................................... 36
Water, Sewer and Recycling Rates ......................................................................................................................... 47
Borrowing ................................................................................................................................................................. 48
Further Items............................................................................................................................................................ 50
Impact to the Average Home ................................................................................................................................... 54
Property Taxation Policy .......................................................................................................................................... 55
Reserves ................................................................................................................................................................... 56
Town Centre Commercial Operation ....................................................................................................................... 60
Conclusions .............................................................................................................................................................. 61
FIVE-YEAR OPERATING PLAN OVERVIEW ......................................................................................................................... 63
2012 REVENUES AND EXPENDITURES ................................................................................................................................. 64
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES .................................................................................................... 65
KEY ACCOUNT BALANCES ................................................................................................................................................... 66
2012 BASE BUDGET INCREASES ........................................................................................................................................ 70
STAFFING HISTORY AND FORECAST ...................................................................................................................................... 71
DEPARTMENTAL BUSINESS/FINANCIAL PLANS ............................................................................................................. 73
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER .............................................................................................................. 75
Administration incl. Communications and Sustainability ...................................................................................... 76
Human Resources ................................................................................................................................................... 81
Strategic Economic Initiatives ................................................................................................................................. 83
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES ........................................................................................... 87
Administration .......................................................................................................................................................... 88
Community Services ................................................................................................................................................ 91
Parks & Facilities ..................................................................................................................................................... 95
Recreation .............................................................................................................................................................. 100
CORPORATE & FINANCIAL SERVICES ............................................................................................................................ 107
Administration ........................................................................................................................................................ 108
Clerk's ..................................................................................................................................................................... 111
Emergency Program .............................................................................................................................................. 114
Finance ................................................................................................................................................................... 117
Information Services .............................................................................................................................................. 122
Fire Department ..................................................................................................................................................... 126
Police Services ....................................................................................................................................................... 131
District of Maple Ridge Financial Plan 2012 – 2016 1 | Page
TABLE OF CONTENTS
PUBLIC WORKS & DEVELOPMENT SERVICES ................................................................................................................. 136
Administration ....................................................................................................................................................... 137
Engineering ............................................................................................................................................................ 139
Licences, Permits and Bylaws .............................................................................................................................. 142
Operations Centre ................................................................................................................................................. 146
Planning ................................................................................................................................................................. 153
Ridge Meadows Recycling Society ....................................................................................................................... 156
FIVE-YEAR CAPITAL PLAN OVERVIEW ............................................................................................................................ 159
CAPITAL PROCESS ........................................................................................................................................................... 160
CAPITAL WORKS PROGRAM .............................................................................................................................................. 161
CAPITAL WORKS BUSINESS PLAN ...................................................................................................................................... 162
APPENDICES ................................................................................................................................................................... 163
APPENDIX A: MISSION AND VALUE STATEMENTS ................................................................................................................. 165
APPENDIX B: VISION 2025 STRATEGIC PLAN ..................................................................................................................... 165
APPENDIX C: PERFORMANCE MEASURES ........................................................................................................................... 168
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 ............................................................................................. 172
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY ............................................................................................................ 175
APPENDIX F: CAPITAL WORKS PROGRAM LISTING ............................................................................................................... 190
APPENDIX G: 2012-2016 FINANCIAL PLAN BYLAW 6883-2011 ....................................................................................... 197
GLOSSARY OF TERMS ...................................................................................................................................................... 206
ACRONYMS .................................................................................................................................................................... 208
Distinguished Budget Presentation Award
The Government Finance Officers of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the Corporation of the District of Maple Ridge, British Columbia for its
annual budget for the fiscal year beginning January 1, 2011. In order to receive this award, a
governmental unit must publish a budget document that meets program criteria as a policy document, as
an operations guide, as a financial plan, and as a communications device.
This award is valid for a period of one year only. We believe our current budget continues to conform to
program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
2 | Page District of Maple Ridge Financial Plan 2012 – 2016
Executive Summary
Financial Plan Reader’s Guide
Message from the Chief Administrative Officer
Budget at a Glance
District of Maple Ridge Financial Plan 2012 – 2016 3 | Page
4 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN READER’S GUIDE
The Financial Plan Reader’s Guide is intended to
provide a basic understanding of the Financial Plan
2012 – 2016 and includes a description of the
contents of each of the major sections of this
document. This document has been divided into
eight sections and an explanation of each section
follows:
Executive Summary
This section provides a welcome message from the
Chief Administrative Officer which provides 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. This message also provides the
financial context for our Financial Plan and also
outlines some of the key assumptions in the Plan.
Maple Ridge – Deep Roots Greater Heights
This section provides a brief history of Maple
Ridge, its location, size, and population, as well as
other pertinent information on the community.
There is also information on the local economy
including top taxpayers.
Financial Policies and Fund Structure
This section provides policy and regulatory
requirements for the development of both our
operating and capital budgets.
Financial Planning Process
This section provides an overview of the business
planning process including the schedule.
Financial Plan Overview
This section provides an overview of the Financial
Plan highlights, growth funding allocations, as well
as funding and borrowing.
Five-Year Operating Plan Overview
This section provides key revenue and expenditure
account balances, base budget increases including
incremental adjustments, as well as staffing
history.
Departmental Business/Financial Plans
This section provides detailed financial plan
information for each department. The District
consists of four divisions:
Office of the Chief Administrative Officer (CAO)
Community Development, Parks & Recreation
Services (CDPR)
Corporate & Financial Services (CFS)
Public Works & Development Services (PWDS)
Each division section begins with a listing of select
2011 accomplishments, explains efficiency and
effectiveness initiatives, and discusses the
business challenges relevant to the 2012 – 2016
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 2012 budget and either
the previous budget or previous year actual costs
are included where appropriate.
Five-Year Capital Plan Overview
This section provides information on the capital
projects. The capital budget is included as
Appendix F in this document.
District of Maple Ridge Financial Plan 2012 – 2016 5 | Page
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
I am very proud to present the 2012 –
2016 Financial Plan for the District of
Maple Ridge. This publication outlines
the work and vision of our Mayor and
Council and demonstrates how the
employees of the District have applied
that vision in their day-to-day work.
In December of 2011, when we
presented the plan to the Mayor and
Council we used the theme ‘From
Vision to Action’ as a means of
highlighting how each program and project are
part of a larger ‘big picture’ purpose as defined by
our community vision.
In these pages you will see, department-by-
department, lists of accomplishments of the
District over the last year, and goals that we’ve set
for the upcoming year. What will come through is
the coordination of our work in many departments
to achieve some fundamental goals that have
been set by our Mayor and Council.
One of the 2011 highlights carrying forward into
2012 is the energy around our Town Centre. As
you will read, in 2011 we completed the
Downtown Enhancement Project, a partnership
between the District and the Federal and
Provincial Governments. What began as an
engineering project to replace key water, sewer
and storm water infrastructure emerged as a key
component the Town Centre’s renaissance
envisioned a decade ago.
It started with a program called ‘Smart Growth on
the Ground’ that resulted in the development of
the Town Centre Area Plan, which defined how
Maple Ridge would create a strong urban oriented
‘town centre.’ In January of 2011, our Mayor and
Council created the Town Centre Investment
Incentive Program, one of the most
comprehensive programs of its type in BC. This
program offered a suite of incentives to encourage
development in our Town Centre. In addition, our
Mayor and Council invested in a strategic piece of
property in the Town Centre, and over the course
of 2011, that property was made ‘development
ready.’
In the first year the program has
attracted over $100 million in
construction activity either in the
ground or in process. Everywhere you
stand in Maple Ridge there is
development activity and there will be
more projects announced in 2012.
The District owned property will be
marketed in 2012, and an area that
was once the site of old derelict
houses will become an important link
between the east and west parts of
the Town Centre.
In the introduction to the 2011 Citizens Report
Mayor Daykin and I quote an old expression “a
goal without a plan is just a wish.” This document
is the plan by which Maple Ridge is achieving our
goals. Maple Ridge has a very strong plan and an
amazing future.
I would like to express my sincere thanks to our
Mayor and Council for their vision and dedication
to our community that forms the framework on
which we build this plan. I would also like to thank
all of the people that I work with at the District for
their professionalism and dedication in their work
on behalf of our neighbours, the citizens of Maple
Ridge. Finally, I would like to take this opportunity
to thank all the citizens whose passion for this
community is expressed at the ballot box, in the
letters to the editor and in their tireless work as
volunteers to support every aspect of life in our
community. It is a privilege to serve you.
Message from the Chief Administrative Officer
J. L. (JIM) RULE
Chief Administrative Officer
6 | Page District of Maple Ridge Financial Plan 2012 – 2016
BUDGET AT A GLANCE
INTRODUCTION
The purpose of this summary 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 2012 - 2016. It provides an
outline of how the District prepares, reviews, and adopts the financial plan. The full 2012 – 2016 Five-Year Plan
and related documents are located on the District website.
HOW DOES COUNCIL CREATE THE BUDGET: WHAT IS THE BUSINESS PLANNING PROCESS?
Business Plans provide a framework for decision-making by identifying areas for performance review,
amalgamation, dissolution, change, and alternative service delivery. Business Plans allow our organization to be
financially self-sufficient. The Corporate Strategic Plan sets the direction of the Business Plans and all other
organizational plans. Business Plans ensure the goals of the service area/department are met and are a key
element of working towards a self-managed organization where everything we do is a cycle of continuous
improvement.
Public Participation
Council and municipal staff welcome input from our citizens, businesses, community groups and other
stakeholders. There are several opportunities for input in the business planning process:
Every spring, Council approves Business Planning Guidelines that set the stage for the following year's 5-year
financial plan, which ultimately determines property tax rates and other levies. The guidelines are presented at
several Council meetings open to the public.
Every fall, Council deliberates on the following year's 5-year financial plan. These sessions are open to the
public, and there are opportunities for citizens to speak to Council. The dates for these sessions are in the
Business Planning Guidebook, but are subject to change, so watch the District website.
Business and Financial Planning Process
Maple Ridge has developed comprehensive Business Planning Guidelines for use in the financial planning process.
These guidelines, which are discussed in more detail starting on page 29, 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 found on page 172; a group of 13
policies designed to position the District to meet financial obligations while providing equitable and affordable
taxation.
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. The framework for making these
decisions and planning for the future of the community is the Strategic Plan: Vision 2025.
Strategic Plan: Vision 2025
The District of Maple Ridge is among the most sustainable communities in the world. As a community committed to
working toward achieving carbon neutrality, residents experience the value of a strong and vibrant local economy
and the benefits of an ongoing commitment to environmental stewardship and creation of stable and special
neighbourhoods. Maple Ridge is a world-leading example of thoughtful development and a socially cohesive
community, especially as it relates to the use of leading edge “environmental technologies”, social networks and
economic development. Other municipalities consistently reference the District of Maple Ridge for its innovative
approaches to dealing with seemingly intractable challenges. The foundation of any strategic plan is its Mission and
Value Statements.
District of Maple Ridge Financial Plan 2012 – 2016 7 | Page
BUDGET AT A GLANCE
Mission
A safe, livable and sustainable community for our present and future citizens.
Value Statements
Leadership To encourage innovation, creativity, and initiative.
Service To be fair, friendly and helpful.
Reputation To stress excellence, integrity, accountability and honesty.
Human Resources To recognize that our people are our most valuable resource.
Community To respect and promote our community
Stewardship To consider the long-term consequences of actions, think broadly across issues,
disciplines and boundaries and act accordingly.
KEY ASSUMPTIONS
Economic Conditions
The overall economic conditions in British Columbia are stable. The recovery from the 2008 economic crisis
continues at a slow but steady rate. Gross Domestic Product (GDP) is forecast to grow at an average 2.6% for the
years 2012 through 2016 by the BC Economic Forecast Council. Population growth and employment growth will
continue to see small growth of approximately 1.5% in 2012 and 2013. Inflation increased to 2.4% in 2011 but is
expected to average 2% over the next 5 years. The level of inflation may result in small increases in interest rates,
which are currently at historic lows and seen by many as over-stimulating.
Tax Growth
The additional property tax revenue due to new construction, often referred to as real growth, is budgeted at 1.7%
for 2012. Construction is increasing but may not yet be generating the real growth rate we have historically had. A
conservative approach is taken, budgeting for less growth in 2012. Commitments to fund growth related costs have
been delayed until April 2012, when the growth revenues are known based on the finalized assessments. A
contingency has been provided for in the 2012 Budget to deal with a possible shortfall.
Development Cost Charges
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 infrastructure needs related to new development.
Investment Earnings
Investment income will exceed budget targets as a result of favourable returns and a larger investment portfolio due
to the delay of some planned capital spending. 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.
Rate Changes
Property tax increase for general purposes – 3% each year for 2012 – 2016.
Property tax increase for infrastructure replacement – 1% per year for 2012 – 2016.
Fire Service Improvement levy to generate an additional $700,000 in 2012 and approximately $350,000 in
2013. Subsequent increases will be part of the normal business planning guidelines.
Parks, Recreation, and Culture levy increase of one-half of one percent of property taxes per year for eight years
beginning 2013.
Storm Water levy increase – 0.3% each year for 2013 – 2017.
Water Utility rate increase – 9% each year for 2012 – 2016.
Sewer Utility rate increase – 5% each year for 2012 – 2016.
Recycling rate increase – 6% in 2012 and 3% each year for 2013 – 2016.
Cost Containment Measures
Vacant position review and management – all positions that become vacant are subject to a detailed review by
management 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.
8 | Page District of Maple Ridge Financial Plan 2012 – 2016
BUDGET AT A GLANCE
All non-labour budgets remain at the same level of funding unless it is shown that the costs for goods or
services required to provide the same level of service have increased.
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 to senior
management 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.
PRIORITIES AND KEY ISSUES
Albion Flats Concept Plan
In 2011, the District of Maple Ridge presented a draft concept plan to the Agricultural Land Commission (ALC)
regarding the scope of development in Albion Flats. The project to create the Albion Area Concept Plan involved an
extensive process of professional and public review looking at a wide range of scenarios for development of this
strategic property. The ALC provided an opportunity to review the draft concept plan prior to final exclusion
applications. This allowed Council to explore the widest possible range of uses for the land in the Albion area. In
December 2011, a letter from the ALC laid out their views on the various options presented for this area. Council
now has a clearer path to complete this important work.
Drainage Rehabilitation/Maintenance
To address underfunding, an increase of 0.3% of property taxes, equating to about $5 per parcel per year for five
years, begins in 2013. As a short term measure for the second year, $150,000 of surplus is included in 2012 for
early implementation of the enhanced drainage program.
Fire 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; by the end of 2011 there were 56 full-time positions. 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 and beginning in 2014 increases will be in line with
general property tax increases.
Gaming Revenue
The District will receive a full year of gaming revenues from the local gaming facility in 2012. Monies received from
this source will be allocated in line with Council’s policy.
Infrastructure Deficit
All levels of government across Canada have an infrastructure deficit. The infrastructure deficit is an estimate of the
total additional investment needed to repair or replace existing infrastructure. The current replacement value of
municipal assets is in excess of $1.3 billion. To begin to address the deficit, Council (in 2008) directed 1% of the
annual tax increase be committed to infrastructure sustainability. This amount is estimated to be $2.4 million for
2012, and is planned to grow to $5.1 million for 2016. The Unfunded Liability Chart in Appendix E, (Infrastructure
Funding Strategy), highlights the impact that the 1% tax increase has on the infrastructure deficit.
Parks Master Plan
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.
Town Centre Redevelopment
This three year program began in 2011. The program includes various incentives to promote increased density,
enhance safety, and support commercial activities to create a strong, vibrant Town Centre. The inducements include
up front incentives to support developers and downstream incentives to support subsequent property owners and
tenants. To date building permits have been issued for $33 million in construction value and over $77 million are in
the process. The total $110 million represents 31 projects, close to 1200 new residential units and 27,000 square
meters of commercial space.
District of Maple Ridge Financial Plan 2012 – 2016 9 | Page
BUDGET AT A GLANCE
WHERE 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 Transfers are mainly due to timing and most will be carried forward. Development Revenue,
more specifically, previously collected Development Cost Charges, is recognized when related capital works are
completed. Contributed Tangible Capital Assets is the infrastructure turned over to the municipality which was
created through subdivision development.
WHERE IS THE MONEY BEING SPENT: EXPENDITURES
CAPITAL SPENDING
(in $ thousands)
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2010 2011 2011 2012 2013 2014 2015 2016
Revenues
Property taxes 57,103 61,066 60,849 65,314 69,934 74,780 79,975 85,503
User fees and other revenue 31,649 33,162 33,592 35,161 37,083 39,264 41,590 43,155
Senior government transfers 8,689 12,818 27,359 3,417 5,488 3,585 2,933 16,327
Development revenue 7,412 3,921 30,509 4,925 13,550 13,240 11,535 15,449
Interest income 3,937 3,474 2,012 2,032 2,052 2,072 2,072 2,072
Contributed tangible capital assets 20,766 21,582 12,250 15,000 15,000 15,000 15,000 15,000
Property Sales - - - - - 4,250 - -
129,555 136,023 166,571 125,849 143,107 152,191 153,105 177,506
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2010 2011 2011 2012 2013 2014 2015 2016
Expenses
Protective services 26,763 28,793 29,662 30,423 32,134 33,664 35,132 36,938
Transportation services 15,281 16,153 16,581 17,157 17,737 18,366 18,990 19,676
Recreation and culture 19,251 19,730 20,987 23,198 23,991 25,171 26,238 27,311
Water Utility 10,603 10,582 12,678 12,609 14,265 15,186 16,109 16,948
Sewer Utility 8,341 8,799 9,624 9,309 9,621 10,054 10,485 10,925
General government 12,814 12,816 15,381 12,656 13,011 13,691 14,106 14,733
Planning, other 3,638 3,665 3,929 4,206 4,245 4,364 4,487 4,612
96,691 100,538 108,842 109,558 115,004 120,496 125,547 131,143
Annual Surplus 32,864 35,485 57,729 16,291 28,103 31,695 27,558 46,363
Other Items
Borrowing proceeds 0 0 0 7,926 1,274 0 0 0
Amortizations expense funded by capital equity 16,780 17,268 17,370 18,015 18,688 19,391 20,125 20,930
Capital expenditures, principle payments & other (29,505) (23,645) (81,584) (24,492) (32,147) (31,739) (24,947) (45,076)
Contributed tangible capital assets (20,766) (21,582) (12,250) (15,000) (15,000) (15,000) (15,000) (15,000)
Transfers to (from) Reserves and Surplus ($627)$7,526 ($18,735)$2,740 $918 $4,347 $7,736 $7,217
Category 2012 2013 2014 2015 2016 Total
Drainage 679 1,243 1,404 1,645 1,996 6,965
Government Services 858 850 4,850 172 350 7,080
Highways 7,047 11,720 9,907 8,717 26,669 64,061
Park Acquisition 3,016 600 200 3,044 3,197 10,057
Park Improvement 461 1,550 3,331 965 819 7,126
Protective Services 1,320 1,604 350 250 1,750 5,274
Recreation Services 36 0 0 130 0 166
Sewage 1,257 1,975 2,583 886 1,006 7,705
Technology 1,423 949 536 941 1,217 5,067
Water 3,972 5,628 2,486 2,038 1,845 15,969
Total Capital Program 20,069 26,119 25,647 18,788 38,848 129,471
10 | Page District of Maple Ridge Financial Plan 2012 – 2016
BUDGET AT A GLANCE
The majority of planned capital spending is used in maintaining existing services. The most significant proposed
investments are:
$19.8M for the Abernethy Way extension in 2013-16 (dependent on senior government funding).
$3.6M for the west watermain and associated pump station in 2012-2013. Work began on this regional project
in 2010. The District’s portion of the cost is $9.2M.
$2.8M for park acquisition in the Silver Valley neighbourhood in 2012.
$4.5M for the 232 Street bridge in 2012-2013.
HOW MUCH MONEY IS IN SAVINGS: RESERVE BALANCES
The District has a healthy level of 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 large fluctuations in rates.
BORROWING
The Financial Plan incorporates debt proceeds into the overall funding strategy.
Existing Debt
Existing 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:
$22.1 M Recreation/Downtown Civic Properties.
$16.4 M General Government/Downtown Office Complex
Previously Approved Borrowing.
The District of Maple Ridge is now authorized to borrow for several projects. 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. Completed projects have been internally financed to date. External borrowing
will likely be initiated in 2013. The projects are:
Fire Hall #4 – new construction
School property acquisitions adjacent to park sites
Cemetery expansion –two of the three properties have been purchased
Drainage work on River Road – Complete
Animal shelter – funding to assist in the construction of an animal shelter – Complete
240 Street bridge over Kanaka Creek – Complete
Future Borrowing Considerations 2012 - 2016.
A Regional water pump station and a new watermain are cost-shared projects with the Regional Water District. The
District will finance our portion of these projects. The planned principle payment for this debt is funded through
Development Cost Charges and the Water Utility over a ten year term.
Borrowing Capacity
Under Community Charter legislation 1, 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
2010 Annual Report the available debt servicing capacity is about $14.9 million.
1 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
Balances as of December 31 2010 2011
Accumulated Surplus 11,310,343 11,435,382
Reserve Funds 21,275,267 25,144,547
Total Reserve Accounts 24,232,705 27,762,918
Total Reserves and Revenue Accumulated Surplus 56,818,315 64,342,847
District of Maple Ridge Financial Plan 2012 – 2016 11 | Page
BUDGET AT A GLANCE
LEGISLATION AND 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).
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
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 2.
AVERAGE TAX IMPACT
LONG 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 over the next few decades with population projections nearly doubling. With
continued strong planning practices and strategic direction, our growth will see this community continue to flourish.
2 Community Charter s. 165(5) and Local Government Act s. 815(5).
2011 2012 Increase %
Municipal Property Taxes
General Purpose $ 1,461.00 $ 1,519.44 $ 58.44 4.00%
Fire Service Improvement Levy 136.21 155.67 19.46 14.29%
$ 1,597.21 $ 1,675.11 $ 77.90 4.88%
Fees
Recycling $ 64.30 $ 68.16 $ 3.86 6.00%
Water 413.65 450.90 37.25 9.01%
Sewer 284.90 297.40 12.50 4.39%
Municipal, Recycling, Utilities & Fire $ 2,360.06 $ 2,491.56 $ 131.50 5.57%
12 | Page District of Maple Ridge Financial Plan 2012 – 2016
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
District of Maple Ridge Financial Plan 2012 – 2016 13 | Page
MAPLE RIDGE – DEEP ROOTS, GREATER HEIGHTS
Maple Ridge is part of the Metro Vancouver Region and is bordered by the majestic
Golden Ears Mountains to the north and the mighty Fraser River to the south. Arts
and recreation facilities abound, creating a culturally vibrant and active District for
healthy living. A network of health, social and emergency services are locally
available, including a full service hospital, police, fire, and ambulance services.
Driving Distances from Maple Ridge
Vancouver, BC 45 km
Victoria, BC 120 km
Seattle, WA 240 km
Portland, OR 483 km
Calgary, AB 924 km
Edmonton, AB 1,101 km
14 | Page District of Maple Ridge Financial Plan 2012 – 2016
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
REALIZING 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 Rick
Hansen Man in Motion Tour, the Caribbean Festival,
Country Fest, and the annual Santa Parade, this is a
place where people get involved.
A REMARKABLE PLACE TO LIVE AND WORK.
As the reputation of Maple Ridge spreads, it draws
those interested in a remarkable place to live and work.
Close to Golden Ears Park, a vibrant Town Centre and
affordable real-estate values, Maple Ridge offers a
perfect trifecta for a lifestyle unequalled in the
Province.
“They’re so eager to do business, to help source
opportunities and to offer suggestions,” says Norm
Attridge, assistant vice-president, business services,
with Envision Financial, speaking of the city’s politicians
and staff. Attridge points out that every city needs a
stable downtown core, balanced with residential and
commercial development, and that Maple Ridge has
addressed this challenge with good incentives and
strong communication. Since the launch of the Town
Centre Investment Incentives Program in January 2011,
over $22 million worth in building permits have been
issued in Maple Ridge.
Land is relatively inexpensive, points out Glenn Ralph,
chair of the Maple Ridge Economic Advisory
Commission to Council, “and the municipality has made
it user-friendly with the new incentive program.” Small
business also does very well. While Industry Canada
suggests an average small-business survival rate of
66.9 per cent after three years, in Maple Ridge it stays
between 80 and 90 per cent 3.
Maple Ridge, Mission, and Pitt Meadows recently
formed Invest North Fraser (INF), a regional economic
investment attraction initiative. In December 2011 INF
was selected as the first of four pilot areas selected to
participate in the BC Jobs Plan. The project is being
launched by the Provincial government with the goal of
attracting investment in priority sectors that will create
jobs over the next 12 – 18 months.
3 Adapted from Business in Vancouver ‘How To’ magazine article
January 2012.
District of Maple Ridge Financial Plan 2012 – 2016 15 | Page
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
The District of Maple Ridge is the sixth oldest and
eleventh largest (by land size) of the 157
municipalities in British Columbia. Within the
26,710 hectares there are 27,030 properties and
58 parks including municipal, regional, and
provincial.
Maple Ridge is part of the Metro Vancouver
Region and is bordered by the majestic Golden
Ears Mountains to the north and the mighty Fraser
River to the south. Arts and recreation abound,
creating a culturally vibrant and active city for
healthy living. A network of health, social and
emergency services are locally available including
a full service hospital, police, fire, and ambulance
services.
Population
Maple Ridge’s 2010 population estimate is
76,418 and has shown an average annual growth
rate of 1.7% over the last four years. Almost 67%
of Maple Ridge’s population is aged 25 or older
and of those 55% 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, September 2011
Income (Average Annual)
In Maple Ridge the average income in all private
households is $91,696.
Average Per Capita $ 33,638
Average Household $ 91,696
Average Family $100,489
Source: Financial Post Canadian Demographics 2011
Immigration and Languages
In 2006, 17% of Maple Ridge’s population were
immigrants. The languages spoken most often at
home in Maple Ridge are:
English 93.64%
Korean 0.73%
Punjabi 0.58%
Chinese 0.40%
French 0.28%
Source: Statistics Canada, 2006
Source: Financial Post Canadian Demographics 2011
Education and Schools
In 2006, 29% of Maple Ridge residents over 25
years of age have received a High School
certificate or equivalent, 16% have obtained an
Apprenticeship or Trades certificate or diploma,
22% have attained a College, CEGEP, or other non-
university certificate or diploma, and another 17%
have attained a University certificate, diploma, or
degree.
Maple Ridge:
School District 42 (23 Schools from K-12)
Private Schools (3)
Closest Four Year Institutions:
Kwantlen Polytechnic University
Simon Fraser University
Trinity Western University
University of British Columbia
University of the Fraser Valley
Closest Community and Technical Colleges:
British Columbia Institute of Technology
Douglas College
Justice Institute of BC
Source: Statistics Canada, 2006
Source: Financial Post Markets – Canadian
Demographics 2011
Employment
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.
Top 10 Employers ranked by # of employees:
School District #42 Education
Ridge Meadows Hospital Health Care
District of Maple Ridge Government
Overwaitea Food Group Grocery
Fraser Regional Corrections Corrections
Arcus Community Resources Health Care
Safeway Maple Ridge Grocery
West Coast Auto Group Vehicle Sales
Waldun Forest Products Wood Products
Lordco Auto Parts Automotive
Source: BC Stats, October 2010
Source: District of Maple Ridge - Strategic Economic
Initiatives
16 | Page District of Maple Ridge Financial Plan 2012 – 2016
MAPLE RIDGE – PROFILE AND DEMOGRAPHICS
Health Care
Fraser Health provides a wide range of integrated
health care services to residents of Maple Ridge.
Quality health care services range from acute care
hospitals to community-based residential, home
health, mental health, and public health services.
Ridge Meadows Hospital and Health Care Centre
Located in the heart of Maple Ridge, this hospital
stands as a modern health care centre with 125
acute care beds including 20 psychiatric beds and
10 convalescent beds, 10 hospice beds and 148
residential care beds. Ridge Meadows Hospital
provides 24/7 emergency services; as well as
ambulatory/surgical day care, cardiology,
laboratory services, medical imaging, and
chemotherapy.
Abbotsford Regional Hospital and Cancer Centre
Located less than an hour away, this 300 bed
acute care hospital provides 24/7 emergency
services; as well as ambulatory/surgical day care,
medical imaging, 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.
The hospital also offers public education clinics for
asthma, diabetes, rehabilitation services and
programs for cardiology, children's grief recovery,
youth crisis response, and early psychosis
prevention.
Source: Fraser Health Website
Source: Ridge Meadows Hospital Foundation Website
Housing Types
The three month average benchmark price from
the MLS Housing Price Index (December 2011) for
single-family residences in Maple Ridge is
$452,675.
Composition of Residences
Single Detached House 18,272
Apartment (under 5-storeys) 3,625
Row Houses 3,109
Apartment Detached Duplex 2,824
Apartment (over 5-storeys) 786
Semi-Detached 631
Movable Dwellings 256
Other Single-Attached 27
Total Number 29,530
Source: Real Estate Board of Greater Vancouver
Source: Financial Post Markets – Canadian
Demographics 2011
Top 10 Taxpayers
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
M R Landmark 2000 Centre Ltd Shop Ctr, Auto Dealer
Telus (BC Telephone Company) Poles, Lines, Towers
BC Gas Utility Ltd. Gas Lines
Narland Properties (Haney) Ltd. Haney Place Mall
22475 Dewdney Trunk Road Inc. Maple Ridge Square
Canadian Property Holdings Retail
Source: District of Maple Ridge - Finance Department
Transportation
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 Hwy)
Airports (Driving Time)
Vancouver International 55 minutes
Abbotsford International 30 minutes
Pitt Meadows Regional 10 minutes
Source: District of Maple Ridge - Strategic Economic
Initiatives
District of Maple Ridge Financial Plan 2012 – 2016 17 | Page
GOVERNMENT OVERVIEW
Council Government 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 Whole
Maple Ridge’s Committee of the Whole consists of
all members of Council. Committee of the Whole is
the initial venue for review and debate of issues.
No voting takes place on bylaws or resolutions. A
decision is made to send an item to Council for
debate and vote or to send an item back to staff
for more information or clarification. This structure
allows all members of Council the opportunity to
review reports, receive delegations and
presentations, request additional information, and
provide direction prior to Council meetings.
Standing Committees
Standing Committees are established by the
Mayor for matters considered best dealt with by
committee. At least half the members of a
standing committee must be Council members.
The Standing Committees are:
Audit and Finance Committee
Committee of the Whole
Select Committees
Select Committees are established by the Mayor
to consider or inquire into any matter and to report
its findings and opinion to Council. Generally, at
least one member of a select committee must be
a Council member.
Advisory Design Panel
Agricultural Advisory Committee
Bicycle Advisory Committee (MR/PM)
Community Heritage Commission
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
18 | Page District of Maple Ridge Financial Plan 2012 – 2016
MAPLE RIDGE OFFICIALS
Elected Officials
Mayor Ernie Daykin
Councillor Cheryl Ashlie Councillor Al Hogarth
Councillor Corisa Bell Councillor Bob Masse
Councillor Judy Dueck Councillor Michael Morden
Mayor
&
Council
Chief
Administrative Officer
Jim Rule
Manager Corporate
Communications
Fred Armstrong
General Manager:
Public Works &
Development Services
Frank Quinn
RCMP
Officer in Charge
Dave Walsh
Executive Director
to CAO
John Leeburn
General Manager:
Community Development,
Parks & Recreation Services
Kelly Swift
General Manager:
Corporate & Financial
Services
Paul Gill
Manager of
Sustainability and
Corporate Planning
Laura Benson
Manager of
Accounting
Catherine Nolan
Chief Information
Officer
John Bastaja
Fire Chief/Director
Peter Grootendorst
Dane Spence
Senior Manager of
Police Services-Finance
& Admin
Maureen Jones
Manager of
Legislative Services &
Emergency Program
Ceri Marlo
Director of Planning
Christine Carter
Director of Engineering
Operations
Russ Carmichael
Municipal Engineer
David Pollock
Director of Licences,
Permits and Bylaws
Liz Holitzki
Director of
Recreation
Wendy McCormick
Director of
Community Services
Sue Wheeler
Director of
Parks & Facilities
David Boag
Manager Strategic
Economic Initiatives
Sandy Blue
Manager of
Revenue & Collections
Silvia Rutledge
Manager of
Financial Planning
Trevor Thompson
Manager of
Business Systems
Kathleen Gormley
Manager of Police
Services – Operations
Derrick Keist 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 ................................................................................................................. Christine Carter, M.PL., 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 & Emergency Program ...................................................................................... Ceri Marlo
Manager of Police Services – Operations ........................................................................................................ Derrick Keist
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 ............................................................................................................................... David Pollock, P.Eng.
Senior Manager of Police Services – Finance & Administration................................................................. Maureen Jones
RCMP Officer in Charge ............................................................................................................ Superintendent Dave Walsh
Municipal Auditors - BDO Dunwoody LLP Municipal Solicitors - Lidstone, Young, Anderson – General
Municipal Bankers - TD Canada Trust - Harris & Company – Labour
District of Maple Ridge Financial Plan 2012 – 2016 19 | Page
20 | Page District of Maple Ridge Financial Plan 2012 – 2016
Financial Policies and Fund Structures
Financial Policies
Fund Structure
District of Maple Ridge Financial Plan 2012 – 2016 21 | Page
22 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL POLICIES and FUND STRUCTURE
Governing Policy and Regulatory Requirements
Part 6 Division 1 of the Community Charter and Part 24
Division 5 of the Local Government Act require munici-
palities and regional districts to prepare a financial plan
annually.
The financial plan must be adopted by bylaw and cover
a minimum of a five year period; year one relates to the
year in which it comes into force, years two through five
are the following four years. The financial plan from the
previous year remains in place until the financial plan
for the current year is adopted.
Municipalities may adopt the financial plan bylaw at any
time before the date on which the annual property tax
bylaw is adopted (the annual property tax bylaw must
be adopted after the adoption of the financial plan but
before May 15). Regional districts must adopt their fi-
nancial plan bylaw by March 31.
The financial plan can be amended by bylaw at any
time [Community Charter s. 165(2) and Local Govern-
ment Act s. 815(2)].
Balanced Budget
In compliance with Section 165 of the Community Char-
ter, the District’s Financial Plan must be balanced. The
financial plan must not plan for a “deficit.” This means
for each year of the plan, the total of proposed expendi-
tures and transfers to other funds must not exceed
proposed funding sources plus transfers from other
funds [Community Charter s. 165(5) and Local Gov-
ernment Act s. 815(5)].
If actual expenditures and transfers to reserves exceed
actual revenues and transfers from other funds in any
one year, the resulting deficiency must be included as
an expenditure in the financial plan for the next year
[Community Charter s. 165(9) and Local Government
Act s. 815(11)].
Investment Policy
It is a fiduciary responsibility to protect public funds and
to prudently manage investments in order to achieve
the investment objectives of safety, liquidity, and
return.
Debt Management Policy
The District’s policy is to use debt with caution when
there is a strong business case for tying up future
resources for today’s project. External debt will be
minimized by first looking to existing reserves as a
means to internally finance required capital expendi-
tures. Even if funding is likely to be internally financed,
the direction has been to still seek all the approvals
necessary for external borrowing including public
assent to ensure that the process is as transparent as
possible.
The District adheres to the Debt Limit and Liability Ser-
vicing Limit requirements as outlined in Section 174 of
the Community Charter which sets a limit on borrowing
and other liabilities and provides authority for Cabinet
to limit either the aggregate liabilities of a municipality,
or the annual cost of servicing the aggregate liabilities
and for a method for determining that limit. BC Regula-
tion 254/2004 (Municipal Liabilities Regulation) limits
the annual cost of servicing certain defined liabilities.
Basis of Financial Planning
The District of Maple Ridge develops its Five-Year Fi-
nancial Plan in accordance with generally accepted
accounting principles (GAAP). The District uses the ac-
crual method of accounting for reporting revenues and
expenditures. Revenues are recorded in the period they
are earned and Expenditures are recorded in the period
they are obtained. The budget is prepared on a similar
basis with slightly more emphasis on cash flow and
matching the funding associated with the 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 Monitoring
The District monitors its financial performance as it
relates to the budget through variance analysis. Each
department reviews their revenues and expenditures
with a representative from the Finance Department
comparing actual performance to what was planned in
the adopted budget. Regular reviews ensure significant
variances are identified and addressed earlier.
Long Range Financial Policies
Based on Council’s strategic direction to make Maple
Ridge among the most sustainable communities in the
world, the Financial Sustainability Plan was developed
and the policy adopted in 2004. This policy lays the
groundwork for the continuance of high quality services
and provides a legacy for future generations. It will po-
sition the Municipality to meet financial obligations and
take advantage of opportunities that arise; it will also
mean that residents can look forward to equitable and
affordable taxation.
District of Maple Ridge Financial Plan 2012 – 2016 23 | Page
FINANCIAL POLICIES and FUND STRUCTURE
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 on page 172.
The financial planning policies include direction on
addressing:
Growth in Tax Base
Service Demands Created by a Growing Community
Tax Increases
New Services and Major Enhancement to Existing
Services
Efficiencies, Demand Management & Service Level
Reductions
Alternative Revenues & External Funding
Infrastructure Maintenance & Replacement
Debt Management
Fees and Charges
Accumulated Surplus
Reserve Funds and Reserve Accounts
Capital Projects
Carry forward Project (items that are not completed
in the year they were funded)
Fund Structure
The resources and operations of the District for
budgeting and accounting purposes are segregated into
Operating and Capital Funds for General, Water and
Sewer, Reserve Funds, and the Municipality’s wholly
owned subsidiaries CDMR Developments Ltd. and
Maple Ridge Municipal Holdings Ltd.
General Fund
The General Fund is the primary fund for most
municipal services (It excludes sewer and water
services which are funded from specific utility funds).
This Fund has a number of revenue sources—the
largest of which is property taxation. This fund provides
a number of services to the community including:
Bylaw Enforcement: Providing enforcement of the
District’s bylaws, maintaining business licences,
process permits and applications, carrying out
building inspections, and providing parking
enforcement.
Capital Projects: Constructing and rehabilitating
roads, traffic intersections, neighbourhood
improvements, parks, trails, recreational and
leisure facilities, drainage requirements and public
safety projects and investing in technology to better
provide services.
Economic Development: Providing strategic
information and business planning assistance to
current business owners and those interested in
starting a business in Maple Ridge.
Fire Services: Providing alarm response, fire
suppression, rescue, hazardous material spills, and
response for medical aid.
Library and Arts & Cultural Services: Providing
services through the Library, Maple Ridge Museum,
the Arts Centre & Theatre, and others.
Police Services: Providing policing via the RCMP
and support via municipal staff in clerical and
administrative duties such as crime analysis, fleet
maintenance, exhibits, guarding, customer service,
records management, volunteer coordination,
training and media, as well as court liaison
services.
Parks, Facilities, and Open Space: Providing and
maintaining parks, open space, and trails as well
as managing municipal owned and leased
buildings.
Planning: Providing development application
management, policy review and development, and
environmental management.
Recreational Services: Providing programs and
maintaining recreational facilities.
Road Maintenance and Traffic Control: Providing
asphalt repairs, sidewalk and line marking, road
grading, snow and ice control, bridge maintenance,
street sweeping, and traffic signs.
Sewer Utility Fund
The 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 Fund
The District of Maple Ridge Water Utility covers costs
associated with water purchases, maintenance, and
both regional and local capital infrastructure. The
Greater Vancouver Water District (GVWD) is responsible
for acquiring water, maintaining the supply, ensuring its
quality, and delivering it to the member municipalities
for distribution by local systems.
Trust Funds
Trust Funds have been created to hold assets which are
administered as directed by agreement or statute.
Reserve Funds
The District has a series of reserve funds and reserve
accounts that are established for various purposes.
They can help us deal with unexpected variations from
normal operations, which could include natural,
environmental, or economic events. As well, they can
assist in securing external funding or grants that may
require the Municipality to contribute a portion.
24 | Page District of Maple Ridge Financial Plan 2012 – 2016
Financial Planning Process
Business Planning Process
Alignment of Corporate Strategic Initiatives
Business Planning Guidelines
Financial Planning Process Schedule
District of Maple Ridge Financial Plan 2012 – 2016 25 | Page
26 | Page District of Maple Ridge Financial Plan 2012 – 2016
BUSINESS PLANNING PROCESS
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.
District of Maple Ridge Financial Plan 2012 – 2016 27 | Page
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Alignment of Corporate Strategic Initiatives
28 | Page District of Maple Ridge Financial Plan 2012 – 2016
BUSINESS PLANNING GUIDELINES
In spring 2011, 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 2012 – 2016.
2. Tax increase for capital works and infrastructure
– 1% per year for 2012 – 2016.
3. Property tax rates to be reviewed annually to
ensure we are competitive with other lower
mainland municipalities.
4. Utility Charges to be reviewed annually with a
view towards using rate stabilization practices to
smooth out large fluctuations in rates.
5. Fire Service Improvement Levy to generate an
additional $700,000 additional funding in 2012.
Rate of increase to be reduced by 50% in 2013
and inflationary increases beginning in 2014.
6. Storm Water Levy of $5 per parcel to begin in
2013, increasing by $5 annually for a period of
five years.
7. Parks, Recreation, and Culture Levy of one-half of
one percent beginning in 2013 for a period of
eight years.
8. Budgets include operating and capital
components for a five-year period.
9. Public Consultation Plan developed and
operationalized.
10. Increase revenue from existing sources by about
5%.
11. Identify potential new revenue sources (i.e. be
creative).
12. Evaluation of services to ensure alignment with
Council direction.
13. Identify and measure outputs/outcomes. Identify
key processes to undergo process improvement
reviews.
14. 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. For
2012 issues to be addressed are to include:
Incremental municipal taxes from land-use
conversion to support agriculture.
Consideration of funding envelope for Town
Centre Investment Incentive Program.
Gaming revenue allocation in accordance with
Council’s Gaming Revenue policy (in
development at mid-May 2011).
15. 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.
16. Incremental packages must include a business
case to support new programs/projects/staff.
17. 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.
18. 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?
19. Vacant position review and management – all
positions that become vacant are subject to a
detailed review prior to being refilled.
20. 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.
21. Quarterly performance reports are to be
presented to Council at open Council meetings.
Performance measures will be published in the
Annual Report.
22. Progress in relation to our strategic direction is to
be evaluated every six months.
23. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
24. 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.
25. Workplans will identify short-term, medium, and
longer-term action items that Council can
consider, as we work towards carbon neutrality.
District of Maple Ridge Financial Plan 2012 – 2016 29 | Page
FINANCIAL PLANNING PROCESS SCHEDULE
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 (2012 – 2016) was as follows:
February 2011 Complete staff debriefing sessions for previous year’s business plan
May 2011 Council workshop to review Corporate Strategic Plan and consider Business
Planning Guidelines for the ensuing planning period
Distribute “Business Planning Guidebook – 15th Edition.” (Corporate Strategic
Plan and Business Planning and Budget Guidelines for 2012 – 2016)
June 2011 Training Sessions ongoing
Begin to develop Business Plans (operating and capital) and financial plan
(budget)
July 2011 Finance to distribute copies of 5-year operating and capital budgets
Submit Capital Works Program proposals to Trevor Thompson by
Friday, July 29 2011
Submit Information Technology proposals to John Bastaja by
Friday, July 29, 2011
September 2011 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 19, 2011
Submit draft Business Plan (one copy) to Business Planning Committee by
Friday, September 30, 2011
October 2011 Submit final Business Plan (one copy) to Business Planning Committee by
Wednesday, October 19, 2011
November 2011 Departmental Business Plan and Budget presentations to CMT from
Tuesday, November 22, 2011 – Thursday, November 24, 2011
CMT reviews Business Plans; makes preliminary recommendations; and, gives
feedback to departments (second week of November)
Advertisements of Council financial plan consideration schedule, which
includes time set aside for public input
December 2011 Departmental Business Plan and Budget presentations to Council in a public
forum on Monday, December 12, 2011 and Tuesday, December 13, 2011
Council reviews Business and Financial Plans and makes appropriate
amendments
Council adoption of Financial Plan Bylaw
30 | Page District of Maple Ridge Financial Plan 2012 – 2016
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
District of Maple Ridge Financial Plan 2012 – 2016 31 | Page
32 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN HIGHLIGHTS
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 2012 through 2016.
Tax increase of 1% per year for infrastructure
sustainability in 2012 through 2016.
The continued implementation of the Fire
Department Master Plan and associated levy, to
generate an additional $700,000 additional
funding in 2012. Rate of increase to be reduced
by 50% in 2013 and inflationary increases
beginning in 2014.
Parks, Recreation, and Culture Levy of one-half
of one percent beginning in 2013 for a period of
eight years.
Growth in tax revenue from all property classes
combined is estimated at 1.70% in 2012 then
returning to the targeted 2.35% per year in 2013
through 2016. 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 in
2012 through 2016.
Sewer Utility rate increase of 5% per year in
2012 through 2016.
Recycling rate increase of 6% in 2012 and 3%
per year in 2013 through 2016.
Storm Water Levy of $5 per parcel to begin in
2013, increasing by $5 annually for a period of
five years.
Growth Costs, new and previously approved, as
detailed in Figure 5 on page 40, in accordance
with Financial Sustainability Policy 5.52-2.0.
Extraordinary items to be funded from General
Revenue Surplus totalling $125,000 in 2012,
including adjusting the timing of funding for
Growth Costs as detailed in Figure 6 on page 41.
Capital Works Program totalling $20 million in
2012, $27 million in 2013, $26 million in 2014,
$19 million in 2015, and 38 million in 2016 as
summarized in Figure 9 on page 42 and Figure
10 on page 43.
The borrowing of $2.5 million in 2012 and $4.8
million in 2013, as outlined in Figure 15 on page
49 and in accordance with Financial
Sustainability Policy 5.52-8.0.
Allocation of infrastructure sustainability funds
to various business areas in the amounts of
$2.4 million in 2012, $2.9 million in 2013, $3.6
million in 2014, $4.3 million in 2015, and $5.1
million in 2016, as outlined in Figure 20 on page
59 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 45.
General Revenue Fund one-time incremental
costs: Zoning Amenities Report $25,000,
Commercial/Industrial Study 75,000. Details are
shown on Figure 13 on page 47.
District of Maple Ridge Financial Plan 2012 – 2016 33 | Page
FINANCIAL PLAN OVERVIEW
On December 12, 2011 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 2012 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. 2011 FINANCIAL OUTLOOK ............................................................................................................................ 35
2. WHERE THE MONEY COMES FROM/WHERE IT IS ALLOCATED ...................................................................... 36
2.1. NEW REVENUE ....................................................................................................................................... 37
2.2. TRANSFERS ........................................................................................................................................... 38
2.3. EXPENDITURES ...................................................................................................................................... 38
2.4. BUDGET ALLOCATIONS FOR GROWTH ................................................................................................... 40
2.5. SURPLUS AS A SOURCE OF FUNDS ....................................................................................................... 41
2.6. CAPITAL PROGRAM ................................................................................................................................ 42
2.7. OPERATING BUDGET CHANGES ............................................................................................................. 44
2.8. INCREMENTAL ADJUSTMENTS ............................................................................................................... 47
3. WATER, SEWER AND RECYCLING RATES ....................................................................................................... 47
4. BORROWING .................................................................................................................................................. 48
5. FURTHER ITEMS ............................................................................................................................................. 50
6. IMPACT TO THE “AVERAGE HOME .................................................................................................................. 54
7. PROPERTY TAXATION POLICY ......................................................................................................................... 55
8. RESERVES ...................................................................................................................................................... 56
8.1. CAPITAL WORKS RESERVE .................................................................................................................... 58
8.2. INFRASTRUCTURE SUSTAINABILITY ....................................................................................................... 58
8.3. FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE ............................................................................. 59
8.4. FIRE DEPARTMENT EQUIPMENT REPLACEMENT RESERVE ................................................................... 60
9. TOWN CENTRE COMMERCIAL OPERATION .................................................................................................... 60
10. CONCLUSIONS ............................................................................................................................................... 61
34 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
1. 2011 Financial Outlook
In order to set some context leading into the 2012–2016 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 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 that resulted in building permit revenues
often exceeding financial plan targets. Since the economic downturn in 2008, building permit revenues have
fluctuated from year-to-year. Revenues were down in 2009, and then rebounded in 2010; this year revenues are
down again and we expect to see a shortfall of approximately $300,000. Our financial sustainability policies,
conservative budgeting, and our practice of planning for the bad times during the good mean that we’re able to
manage this shortfall in the short-term.
The District will receive a full year of gaming revenues from the local gaming facility this year. To date we have
received instalments for the first two quarters of 2011 totalling $376,000 against a financial plan target of
$400,000 for 2011. Monies received from this source will be allocated in line with Council’s policy.
The following information is based on September results that indicate we will see a General Revenue surplus at
year-end. Factors contributing to this include positive investment revenues and a continued focus on cost
containment and vacancy management throughout the organization.
Revenues:
Investment income in the General Revenue Fund will exceed budget targets by over $1,000,000 as a result of
positive returns and a larger than expected investment portfolio.
Permit revenue will miss financial plan targets by approximately $300,000. Council has a Building Permit
Reserve account with a balance of about $2 million and depending on our overall financial results; we may have
to draw upon this reserve.
The financial plan also provided for revenues from the School District for their share of purchasing joint school/park
sites. While those revenues haven’t been realized, the related expenditures haven’t been made as the acquisitions
have been deferred. After allowing for adjustments for items, such as the revenues from the School District we
expect overall revenues to exceed targets.
Expenses:
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 cost will likely come in under budget though we have been advised by RCMP Headquarters
that there may be a retroactive pay adjustment awarded in the coming months. We will establish a provision for
this retroactive adjustment before we finalize our year end results, and may have to draw upon the Protective
Services Reserve for funding.
Overall Fire Department costs will be very close to budget targets again this year. The ongoing implementation of
the Fire Department Master Plan and increased call volumes continue to present cost pressures.
Recreation costs are currently within financial plan targets.
Interest costs for debt will come in under budget, as borrowing authorized for capital projects has not been
accessed to date. Any associated transfers from reserves to cover the costs will also not occur.
There will be some savings from staff vacancies and delayed or rescheduled projects. Some of these savings will
be transferred to reserves at year-end to allow work to proceed in 2012. Savings could also be offset by snow
and ice control costs if predictions for a colder and wetter than normal winter are correct, 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 2012.
The above summary, based on results to the end of September, points to a General Revenue surplus for 2011.
District of Maple Ridge Financial Plan 2012 – 2016 35 | Page
FINANCIAL PLAN OVERVIEW
2011 Capital Projects
The budget for the Capital Works Program in 2011 is $106 million. This number is higher than the number in
subsequent years because the first year of the Capital Program includes projects approved in prior years that are
not yet complete, but are still a priority.
The budget for projects that have been started is $66 million. Of these projects, $28 million are complete or nearly
complete, $14 million are well under way, and $24 million are in the early stages of design and tendering.
The budget of projects not yet started, is approximately $40 million. The reasons for these project delays are
summarized as follows:
Agreements Not Signed (School portion of School/Parks sites) $15.6M
Grant Funding Not Secured (Dykes $8M, River Road $3M) $13.0M
Reliant on other capital work $1.4M
Land Acquisition Delays $1.6M
Other $1.1M
Staffing, Strategic and Technical Delays $7.3M
Projects that do not finalize in 2011 remain in the capital plan. They are reviewed at year-end and the projects as
well as the associated funding are carried forward to be included in the 2012 budget.
2. Where the Money Comes From/Where It is Allocated
This section provides a look at what the District can expect in additional revenue each year over and above the
amount budgeted in the year prior. Growth in the property tax base and property tax increases provide the bulk of
new revenue, which amounts to $3,950,000 in 2012.
Historically, annual growth revenue has exceeded 3% and budgeting for a growth level of 2.35% is conservative. In
2011 however, growth revenue was $800,000 or 1.68%. Our previous financial plan estimated 2012 growth at
2.35% and we recommend that this be reduced to 1.70%. This change has resulted in reductions in the growth
revenue allocated to each area.
Community Development Parks & Recreation Services
Corporate & Financial Services
Public Works & Development Services
There is great variability in annual growth and this is one of the reasons that it is important to have sound long term
financial planning policies and practices and to build financial resiliency. In the last 10 years we’ve seen growth
exceed 3% twice and it has been less than 2% in three years including the last two. The District is fortunate in that it
does not rely heavily on any one industry or sector and property taxes are a relatively stable source of revenue.
36 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
2.1. NEW REVENUE
Figure 1: Conceptual Overview of New Revenue
The property tax increase consists of increases for general purposes, dedicated infrastructure replacement in each
of the years, Fire Department Master Plan funding in 2012 and to a lesser extent in 2013, a drainage increase to
fund the replacement of drainage infrastructure starting in 2013 and also starting in 2013 an increase to
implement the Parks and Recreation Master Plan.
In 2012, other revenues are projected to increase by $450,000 over the amount previously budgeted. The increase
includes changes in 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 at least $100,000. In
some cases, these revenues are offset by related increased expenditures. Figure 2 and Figure 3 show the demands
against this revenue 4.
4 Items with offsetting entries within general revenue have been removed for simplicity.
Item 2012 2013 2014 2015 2016
Previous Year's Taxation 51,575,000 54,550,000 64,600,000 69,300,000 74,325,000
Growth Rate 1.70%2.35%2.35%2.35%2.35%
Growth Revenue 875,000 1,275,000 1,525,000 1,625,000 1,750,000
Previous Year's Taxation + Growth 52,450,000 55,825,000 66,125,000 70,925,000 76,075,000
Tax Increase General Purpose 3.00%3.00%3.00%3.00%3.00%
Infrastructure 1.00%1.00%1.00%1.00%1.00%
Parks & Recreation 0.00%0.50%0.50%0.50%0.50%
Drainage Improvements 0.00%0.30%0.30%0.30%0.30%
Tax Increase 2,100,000 2,675,000 3,175,000 3,400,000 3,650,000
Property Taxes 54,550,000 58,500,000 69,300,000 74,325,000 79,725,000
Fire Levy - Previous Year 4,825,000 5,625,000
Growth 100,000 125,000
Fire Levy Increase 700,000 350,000
Fire Levy 5,625,000 6,100,000
Total Increase + Growth 3,775,000 4,425,000 4,700,000 5,025,000 5,400,000
Next Year's Taxation Base 60,175,000 64,600,000 69,300,000 74,325,000 79,725,000
Gaming Revenue
Increases in other revenue:450,000 300,000 300,000 250,000 250,000
Increase in General Revenue 4,225,000 4,725,000 5,000,000 5,275,000 5,650,000
Addressed Separately in Section 5, Further Items
Included in Base amount above
District of Maple Ridge Financial Plan 2012 – 2016 37 | Page
FINANCIAL PLAN OVERVIEW
2.2. TRANSFERS
The District has committed to making transfers to certain reserves in order to provide long term financial stability.
These transfers reduce the revenues that are available to cover other expenditures.
Approximations of such transfers are shown in Figure 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 2: Conceptual Overview of Changes to Transfers
A discussion of our Reserves follows in Section 8 on page 56 but one noteworthy item on the table is Infrastructure
Sustainability: in 2008, Council approved a 1% tax increase to help maintain our existing infrastructure. The
remaining new revenue for 2012, after the reserve commitments, is about $3.675 million.
2.3. EXPENDITURES
Beyond the transfers noted above, a number of adjustments to expenditures are required. We experienced cost
increases in a number of areas that must be provided for. The impacts of these expenditure adjustments are
captured in Figure 3 below and a discussion follows. In addition, growth-related enhancements have been
addressed and are detailed in Figure 5.
Figure 3: Conceptual Overview of Expenditure Changes
It is important to keep in mind that the numbers in the preceding three tables represent a change from one year to
the next. For example, in Figure 3 above, the labour amount means that 2012 costs are forecasted to be about $1
million higher than 2011, so will require $1 million of the new revenue for 2012.
Item 2012 2013 2014 2015 2016
Increase in General Revenue 4,225,000 4,725,000 5,000,000 5,275,000 5,650,000
Transfers to Reserves:
Infrastructure Sustainability -525,000 -550,000 -650,000 -700,000 -750,000
Equipment Replacement - Technology 100,000
Equipment Replacement - Public Works -100,000 -50,000 -50,000 -50,000 -50,000
Fire Dept. Capital Acquisition Reserve -50,000 -100,000 -125,000 -125,000 -125,000
Police Services Reserve 75,000 -250,000 -175,000 -125,000 0
Capital Works Reserve 25,000 -125,000 25,000 -150,000 25,000
Other Transfers -75,000 -125,000 -50,000 -50,000 -50,000
Available after transfers 3,675,000 3,525,000 3,975,000 4,075,000 4,700,000
Item 2012 2013 2014 2015 2016
Available after transfers 3,675,000 3,525,000 3,975,000 4,075,000 4,700,000
Increase in expenditures:
Labour (excluding Fire Dept)-1,025,000 -950,000 -1,075,000 -950,000 -950,000
Fire Department -850,000 -550,000 -450,000 -475,000 -500,000
Parks & Recreation Master Plan -275,000 -325,000 -350,000 -375,000
Drainage Capital -175,000 -200,000 -200,000 -225,000
Policing (RCMP, ITEAMS, ECOMM)-1,100,000 -800,000 -875,000 -775,000 -1,100,000
Fraser Valley Regional Library -125,000 -125,000 -125,000 -125,000 -125,000
Inflation Allowance -100,000 -200,000 -200,000 -200,000 -200,000
Growth Costs 0 -275,000 -350,000 -350,000 -350,000
Capital Funded from General Revenue -125,000 -150,000 -175,000 -175,000 -175,000
Fuel -200,000 -25,000 -25,000 -25,000 -25,000
Software Mtce -150,000 -25,000
Contracts & Other -50,000 0 -100,000 -75,000 -100,000
Available after expenditures -50,000 -25,000 75,000 375,000 575,000
Surplus from prior year and rounding 80,279 32,238 -67,443 10,111 371,886
General Revenue Surplus 30,279 7,238 7,557 385,111 946,886
38 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
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 3:
Labour: This line reflects the financial impact of wage and benefit cost increases. The CUPE contract expires
March 31, 2012. Once contract costs have been resolved they may be updated in the Financial Plan Bylaw
amendment process.
Fire Department: Implementation of the Fire Department Master Plan is reflected in these cost increases and
includes additional staff as well as increased costs associated with operating a facility more than doubled in size.
The balance of the increase is the cost of existing positions, including wage and benefit costs.
Policing: This line includes the cost for contracts associated with Police Services including RCMP, community
police officers, centralized dispatch services, and regional initiatives such as an Integrated Homicide Team and
an Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic Reconstruction Unit. The budget
includes two or three additional members each year. Funding from the Police Services Reserve is used to
manage the impact to General Revenue.
Police Dispatch: The delivery of this service was reviewed with the intention of reducing costs while maintaining
service levels. In our review, we had considered a change in service providers however the current contractor
reduced our costs, guaranteed no cost increase for 5 years, and formalized these understandings through a
Service Agreement. Savings of about $200,000 per year were realized.
Library: We are part of a regional library system and so our costs are impacted by a number of factors, including
changes in relative service levels. For instance, if one member opens up a new library, some of the costs are
direct costs to the member while other costs are borne and shared by the entire system. The cost of the
contracted service with the Fraser Valley Regional Library increases by about 6.6% in 2012, and then 5% per
year thereafter.
Inflation 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 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 4, called “Borrowing”
starting on page 48.
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 allocations are noted in Figure 5 and
Figure 6. The amount for 2012 has been eliminated to address the anticipated shortfall of new property tax
revenue associated with new construction or growth.
Other: This line captures numerous minor adjustments to other accounts such as materials, utilities, training,
supplies, and maintenance.
Of the $4.225 million available in new revenue, the demand from the labour category including police and fire is
over 44%. 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 2012 year.
District of Maple Ridge Financial Plan 2012 – 2016 39 | Page
FINANCIAL PLAN OVERVIEW
Figure 4: Conceptual Overview of Distribution of New Revenue - $4,225,000 in 2012
The preceding section provides a brief overview of increases in revenues, and where that money goes. It illustrates
those items that have an impact on general revenue. The rate of cost increases in certain areas (i.e. Police and
Labour) is beyond the rate of the general tax increase, leaving minimal room for enhancements unless reductions
are considered in other areas or new revenue sources, such as grants, are found.
2.4. BUDGET ALLOCATIONS FOR GROWTH
The 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. As has been noted previously, no growth funding has
been allocated in 2012 to address the anticipated shortfall in taxation revenue.
Figure 5: 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 3 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 2.
Labour
$1.025 M
24%
Fire Master
Plan
$850K
20%
Policing
$1.1 M
26%
Infrastructure
Sustainability
$525K
12%
Library $125K
3%
Other
Categories
$450K
11%
Capital $150K
4%
Source Allocated to:2012 2013 2014 2015 2016
General Rev Transfer to Fire Department Capital Reserve 0 50,000 100,000 150,000 200,000
Operations 0 65,000 130,000 195,000 260,000
Parks Maintenance 0 65,000 130,000 195,000 260,000
Software Maintenance 0 20,000 40,000 60,000 80,000
Public Works & Development (PW&D)0 45,000 110,000 175,000 240,000
Corporate & Financial Services (C&FS)0 45,000 110,000 175,000 240,000
Community Dev, Parks & Rec (CDPR)0 45,000 110,000 175,000 240,000
General Revenue Subtotal 0 335,000 730,000 1,125,000 1,520,000
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
40 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
2.5. SURPLUS AS A SOURCE OF FUNDS
Several projects were unable to be funded from increases in revenues. The District’s accumulated surplus had been
targeted to provide funding for the following projects:
Figure 6: Items to be Funded from Surplus
The BIA Facade Improvements is a three year program committed to in 2011 and the additional operating items are
discussed under Section 2.8 Incremental Adjustments on page 47.
The additional property tax revenue due to new construction, often referred to as real growth, is budgeted at 1.7%
for 2012. Construction is increasing but may not yet be generating the real growth rate we have historically had. A
conservative approach is taken, budgeting for less growth in 2012 and not committing to fund growth related costs
until the growth revenues are certain.
If the growth remains below average levels and expenditures are not adjusted then the annual surpluses shown in
Figure 3 would be reduced accordingly, and the broken line, in Figure 7, would be the projected accumulated
surplus.
Figure 7: General Revenue Accumulated Surplus
Item 2012 2013 2014 2015 2016
Operating items approved in prior financial plans:
BIA Facade Improvements 25,000 25,000
Operating items:
Zoning Amenities Report 25,000
Commercial/Industrial Study 75,000
Captial Items: None
125,000 25,000 0 0 0
$ M
$1 M
$2 M
$3 M
$4 M
$5 M
$6 M
$7 M
2008 2009 2010 2011 2012 2013 2014 2015 2016
General Revenue Surplus with target 2.35% growth
General Revenue Surplus with Growth of 1.7% in
2012 and 2% in 2013-2016, without any further
operating changes
District of Maple Ridge Financial Plan 2012 – 2016 41 | Page
FINANCIAL PLAN OVERVIEW
Succession Planning was initially funded in 2007, from surplus. The funds are most frequently used to provide a
number of months of overlap for key employees in critical positions (retiree and replacement on the job at the same
time). The period of overlap allows the replacement to get training and knowledge transfer so they have the best
chance possible to hit the ground running. 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 8: Succession Planning Implementation
2.6. CAPITAL PROGRAM
The five-year Capital Works Program is $129 million; 2012 planned capital projects are $20 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 B beginning on page 165. Projects carried forward from previous years
will be included in a Financial Plan amendment in the spring of 2012.
Figure 9: Proposed Capital Spending by Category (in thousands)
Succession Planning 2012 2013 2014 2015 2016
Opening Balance 383,536 128,536 0 0 0
Allocation
Operations Centre -220,000 -95,000
Other -35,000 -33,536
Closing Balance 128,536 0 0 0 0
Category 2012 2013 2014 2015 2016 Total
Drainage 679 1,243 1,404 1,645 1,996 6,965
Government Services 858 850 4,850 172 350 7,080
Highways 7,047 11,720 9,907 8,717 26,669 64,061
Park Acquisition 3,016 600 200 3,044 3,197 10,057
Park Improvement 461 1,550 3,331 965 819 7,126
Protective Services 1,320 1,604 350 250 1,750 5,274
Recreation Services 36 0 0 130 0 166
Sewage 1,257 1,975 2,583 886 1,006 7,705
Technology 1,423 949 536 941 1,217 5,067
Water 3,972 5,628 2,486 2,038 1,845 15,969
Total Capital Program 20,069 26,119 25,647 18,788 38,848 129,471
42 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
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.
Figure 10: Proposed Capital Funding Sources (in thousands)
Debt Financing has been a strategy used over the last few years to advance capital projects. Borrowing has been
approved for a variety of projects and is discussed in detail in Section 4 Borrowing, with Figure 15 listing the debt
funded projects. The projects currently proposed to be funded from Development Cost Charges (DCC) Reserve funds
may require reprioritization and/or the use of financing may be required if DCC collections do not match the planned
capital expenditures. The DCC Reserve also services debt payments which are discussed in more detail in Section 4.
Given that DCC collections fluctuate, cash flows are monitored closely.
Reserves are a key funding source for capital as they allow for strategic financial planning, and can temper rate
increases to taxpayers. The reserve balances and projections for key reserves are shown in Section 8 Reserves on
page 56. 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 2012 planned projects funded by General Revenue is 13%. There are other reserves that
receive inflows from General Revenue but the use of these reserves is for specific purposes.
Funding Source 2012 2013 2014 2015 2016 Total
Development Cost Charges 6,290 9,656 6,885 7,155 10,830 40,815
General Revenue 2,672 2,004 2,802 3,054 2,880 13,412
Capital Works Reserve 1,135 400 500 0 0 2,035
Infrastructure Sustainability Reserve 1,396 1,994 2,755 3,590 4,587 14,322
Fire Dept Capital Reserve 70 950 350 250 1,750 3,370
Equip Replacement Reserves 2,580 2,079 1,095 1,256 1,435 8,444
Parkland Acquisition Reserve 200 200 200 200 200 1,000
Sewer Capital 676 1,626 1,242 739 819 5,102
Water Capital 2,091 2,570 1,682 1,267 1,215 8,825
Grants, LAS, 3rd Parties 2,295 4,250 3,846 1,213 14,843 26,446
Recycling Reserve 325 390 40 65 290 1,110
Gaming Reserve 200 0 0 0 0 200
Land Reserve 0 0 4,250 0 0 4,250
Police Services Reserve 139 0 0 0 0 139
Total Capital Program 20,069 26,119 25,647 18,788 38,848 129,471
District of Maple Ridge Financial Plan 2012 – 2016 43 | Page
FINANCIAL PLAN OVERVIEW
The Capital Program includes over $26 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.
Figure 11: Capital Funded by Others (in thousands)
2.7. 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 2011, Council approved a financial plan for 2011 through 2015. This is used as a basis to
create a 2012-2016 Financial Plan. The following table reconciles the changes to the previously adopted financial
plan.
Projects Funded by Others 2012 2013 2014 2015 2016 Total
Abernethy Way 0 2,502 0 0 8,418 10,920
Abernethy (216-500M E Blackstock)0 0 750 0 0 750
Bikeway Program 50 50 50 50 50 250
Drainage 0 200 0 0 0 200
Local improvement projects 1,000 1,000 1,000 1,000 1,000 5,000
122nd Reconstruction & Road Enhancement 156 0 0 0 0 156
132nd Multi-Use Pathway 0 0 0 0 2,000 2,000
Whonnock Lake Canoe Facility 0 0 1,980 0 0 1,980
River Road Sidewalks, Curbs and Gutters 0 0 0 0 3,000 3,000
Lougheed Hwy Cycle Track: Laity to 216 500 0 0 0 0 500
Retaining Wall 23000 Blk Abernethy 300 0 0 0 0 300
Other 289 498 66 163 375 1,390
Total Project Funded by Others 2,295 4,250 3,846 1,213 14,843 26,446
44 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
Figure 12: Reconciliation of 2011-2015 Financial Plan to 2012-2016 Proposed Financial Plan
General Revenue Fund (GRF) (rounded to thousands)2012 2013 2014 2015
GRF Surplus in May 2011 Adopted Financial Plan Bylaw 79,000 89,000 86,000 183,000
Gaming Revenue Adjustments (no net impact)
Gaming Revenue 500,000
Gaming Revenue Allocation (as per Council Policy):
Emerging Issues (Admin)-40,000
Neighbourhood Change (CDPR)-75,000
Downtown Security (CDPR)-50,000
Upkeep in Town Centre (CDPR)-50,000
Family Friendly Events in Memorial Peace Park (CDPR)-10,000
Capital -275,000
Growth Adjustments (no net impact)
Property Tax Revenue: 2012 Real Growth to 1.70%-322,000 -322,000 -322,000 -322,000
Claw back of Growth Funding to offset revenue shortfall
Parks Maintenance 65,000 65,000 65,000 65,000
Pitt Meadows cost share - Parks Mtce -13,000 -13,000 -13,000 -13,000
Fire Department Capital Replacement 50,000 50,000 50,000 50,000
Operations - Asset Maintenance 65,000 65,000 65,000 65,000
Software Maintenance 20,000 20,000 20,000 20,000
Divisional - Indirect Growth Costs 135,000 135,000 135,000 135,000
GRF Surplus after Gaming and Growth Adjustments 79,000 89,000 86,000 183,000
Corporate Wide Adjustments
Fuel - Equipment -55,000 -60,000 -66,000 -71,000
Salary & Benefit Assumptions -9,000 2,000 -54,000 -61,000
Grant In Lieu of Property Taxes 58,000 55,000 65,000 75,000
Transfer to Reserves - Carbon Tax Refund -43,000 -52,000 -52,000 -52,000
Grant Revenue: Carbon Tax Refund Increase 32,000 41,000 41,000 41,000
Transfers and Other Revenue Adjustments -16,000 -15,000 -14,000 -14,000
Training -4,000 -3,000 -3,000 -3,000
Inflation Contingency Reduction 38,000 40,000 42,000 44,000
GRF Surplus After Corporate Wide Adjustments 80,000 97,000 45,000 142,000
District of Maple Ridge Financial Plan 2012 – 2016 45 | Page
FINANCIAL PLAN OVERVIEW
Figure 12: Reconciliation of 2011-2015 Financial Plan to 2012-2016 Proposed Financial Plan (cont.)
The preceding table reconciles the changes to the previously adopted financial plan. It demonstrates that even with
projected growth of 1.7% and an annual 4% (including 1% for infrastructure) 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)2012 2013 2014 2015
GRF Surplus After Corporate Wide Adjustments 80,000 97,000 45,000 142,000
Corporate & Financial Services (C&FS) Adjustments
Insurance Costs Reduction 32,000 32,000 32,000 32,000
Property Rental Revenue Reduction -12,000 -12,000 -12,000 -12,000
Investment Revenue 10,000 20,000 40,000 40,000
Software Maintenance -144,000 -164,000 -164,000 -164,000
Software Mtce Recovery Charge to Utilities 50,000 50,000 50,000 50,000
Adjust Capital Works Reserve Transfer to Balance 2014 60,000 -60,000
Transfer To Equipment Replacement for Info. Serv.107,000 107,000 107,000 107,000
RCMP Contract -227,000 -302,000 -119,000 437,000
Police Services Reserve 227,000 302,000 119,000 0
Pitt Meadows Cost Share -19,000 -19,000 -19,000 -19,000
GRF Surplus after C&FS Adjustments 104,000 111,000 139,000 553,000
Community Development, Parks & Recreation (CDPR) Adjustments
CDPR Adjustments and Growth Funding Distribution -3,000 -9,000 -16,000 -2,000
Library Contract -38,000 -40,000 -42,000 -44,000
GRF Surplus after CDPR Adjustments 63,000 62,000 81,000 507,000
Public Works & Development Services (PW&D) Adjustments
Operations Maintenance - Labour & Equipment -17,000 -17,000 -14,000 -21,000
Cottonwood Landfill Monitoring Costs -25,000 -25,000 -25,000 -25,000
GRF Surplus After PW&D Adjustments 21,000 20,000 42,000 461,000
Other Adjustments & Rounding 9,279 -12,762 -34,443 -75,889
GRF Surplus after PW&D Adjustments 30,279 7,238 7,557 385,111
Fire Department Operating Costs Increases covered by Fire
Department Property Tax Levy
46 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
2.8. INCREMENTAL ADJUSTMENTS
In view of the tough economic times, staff were directed to only bring forward requests for incremental funding
where it was critical to operations and/or represented health or life safety risks. As a result, incremental requests
are at a minimum. There are however two major pieces of work directed by Council that must be provided for: The
Commercial/Industrial Strategy and consideration of a provision for amenities in our Zoning Bylaw. While staff will
do much of the work, the services of external professionals will also be required. We recommend that $100,000 be
set aside from Accumulated Surplus for these items.
Figure 13: Incremental Adjustments
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 Rates
Water Utility Rates
The Water Utility covers costs associated with water purchases, maintenance, and both regional and local capital
infrastructure. The Regional District is planning an increase in water rates of 5.9% in 2012, 18.6% in 2013, 6.5% in
2014, 6.0% in 2015, and 4.5% in 2016. The regional rate increase was 14% in 2011.
In addition, the Regional District is making significant capital expenditures including a pump station and new water
main 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 projects is approximately $9 million. The bills for these projects have been paid
for the last few years with additional payments expected over the next few years as the projects are completed. We
plan to cover 80% of the costs with Development Cost Charges and the balance funded through the Water Utility.
Interest costs associated with borrowing for this project may also need to be funded by the Water Utility. The current
accumulated surplus in the District’s Water Revenue Fund is approximately $3.6 million. We have the capacity to
pay for the upcoming projects over the five year planning horizon and will have to closely monitor our water rates to
ensure they are adequate.
We recommend that we continue to use accumulated surplus to stabilize water fee increases to our citizens. It is
recommended that the water rates be increased by 9% per year, which is consistent with last year’s financial plan.
2012 2013 2014 2015 2016
General Revenue Surplus (from Fig. 12)30,279 7,238 7,557 385,111 946,886
Zoning Amenities Report 25,000
Commercial/Industrial Study 75,000
Funding from Accumulated Surplus -100,000
General Revenue Operating Surplus 30,279 7,238 7,557 385,111 946,886
District of Maple Ridge Financial Plan 2012 – 2016 47 | Page
FINANCIAL PLAN OVERVIEW
Sewer Utility Rates
The Sewer Utility pays for regional capital expenditures through an allocation model that essentially spreads rate
increases over time to utility ratepayers. A sewer rate increase of 5% per year is required to graduate rate increases
over the long-run and is the same increase as last year. Any cost impact that new waste-water regulations have on
capital investment requirements will be addressed at the regional level with member municipalities paying their
respective portions.
Figure 14: Sewer and Water Revenue Fund Projections
Recycling Rates
The Ridge Meadows Recycling Society (RMRS) is a charitable non-profit organization that provides a range of
recycling services. Recycling fee increases of 3% are planned in 2013 through 2016. The increase for 2012 is 6%
due to increased fuel and vehicle costs and increased labour-related contract costs associated with expanding the
collection area.
4. Borrowing
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 2012-2016 Financial Plan is identified in Figure 15.
Development 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
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 2012-2016 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.
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2011 2012 2013 2014 2015 2016
Water Revenue Fund (9% increase)
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2011 2012 2013 2014 2015 2016
Sewer Revenue Fund (5% increase)
Revenues
Expenses
Accumulated Surplus
48 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
Previously Approved Borrowing
The District of Maple Ridge is now authorized to borrow for several projects. 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. The projects are:
240 Street Bridge over Kanaka Creek ($4,680,000)
In 2008, borrowing was approved for the bridge over Kanaka Creek on 240 Street. This was constructed in 2010,
and was funded through existing DCC funds. External borrowing would only occur if DCC funds near depletion. It is
expected that external borrowing for this project will not be necessary.
Fire Hall #4 Construction ($6,000,000)
With the renovation of Fire Hall #1 complete and costs finalized, attention can now be turned to the construction of
Fire Hall #4. The design work is underway and construction is expected soon. 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 59.
Park/School Site Acquisition ($10,671,185)
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 2012.
Cemetery Expansion ($3,320,000)
Debt payments associated with the land purchases for cemetery expansion are funded through increased cemetery
fees, which were recently approved. Two of the three properties have been purchased and external borrowing has
been initiated for $2.22 million.
River Road Drainage Work ($2,675,000)
Major drainage work on River Road was 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 58. This work is complete and external borrowing has been initiated.
Animal Shelter ($900,000)
The construction of this building is complete. 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 contribution of
land, and the increase in dog licence fees which will service the debt. The approved borrowing of up to $900,000
was authorized over a term of 25 years. Due to dog licence fees being increased several years ago, less borrowing is
needed and the term has been shortened significantly. The borrowing that has been initiated is $625,000 to be
paid back over 15 years.
Borrowing Considerations 2012-2016
The following table summarizes additional debt contemplated in the 2012-2016 Financial Plan.
Figure 15: Capital Projects Proposed for Debt Financing
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 Water projects. The costs are funded
approximately 80% through DCCs and 20% through the Water Utility.
Project Years Borrow Term Main Fund
Annual
Payments
Issue
Costs
Total
Interest Total Cost
Regional Water Supply
Pump Station 2010 - 2012 2,900,000 20 DCC/WCF 215,000 21,750 1,400,000 4,321,750
West Main 2010 - 2014 6,300,000 20 DCC/WCF 465,000 47,250 3,000,000 9,347,250
9,200,000 680,000 69,000 4,400,000 13,669,000
District of Maple Ridge Financial Plan 2012 – 2016 49 | Page
FINANCIAL PLAN OVERVIEW
Metro Vancouver was contacted to see if they would borrow on our behalf as they are constructing the capital works,
however, they do not provide such a service. The District will need to go through the borrowing process to seek
borrowing approval to ensure that the authority to externally borrow exists. This project will be internally financed
through other DCC funds (roads, drainage, parks) unless those funds are also depleted. If external borrowing is
required, the interest component of the debt payments cannot be funded through DCCs, unless permission is
granted by the Ministry. If external borrowing is required and the Ministry does not allow interest charges to be
covered through DCCs then the Water Utility would fund the interest costs.
Borrowing Capacity
Under Community Charter legislation 5, 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
2010 Annual Report the available debt servicing capacity is about $14.9 million.
Ministry and Elector Approval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of Municipalities. In
addition, borrowing requires an elector approval process in a majority of cases.
Short-term (five-year) borrowing can be exempt from elector approval 6,7 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 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 Items
Town Centre Incentive Program
A strong and vibrant Town Centre is a key component of the vision for our community. Council’s Strategic Plan, the
award-winning Smart Growth on the Ground plan, and the Town Centre Area Plan all support this vision. In
November 2010, Council approved the framework for an incentive program to encourage accelerated private sector
investment in residential and commercial projects in the town centre to help achieve Council’s vision.
The Town Centre Investment Incentive Program is a three-year program, providing qualifying applications with
access to priority processing, upfront fee reductions, partnering agreements, revitalization tax exemptions, façade
improvement grants, reduced parking requirements, and incentives for green building and renewable energy
projects. The program will run until December 30, 2013, with the total funding available through partnering
agreements capped at $500,000. While the program will reduce Municipal revenues in the short-term, the
community benefit and future tax revenues from new construction outweigh this over a longer-term horizon.
The partnering agreement cap was established to recognize funding capacity limitations when the program was
launched. At that time, potentially eligible development projects at various stages of application would consume this
5 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
6 Community Charter, Division 3, section 178. Short Term Capital Borrowing.
7 B.C. Reg. 368/2003, Municipal Liabilities Regulation, Community Charter.
50 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
amount, leaving no funding for future projects. Following an evaluation of financial capacity as we finalize our year
end results, Council may wish to consider raising the funding cap by an additional $200,000 to support the
incentive program beyond the existing capacity.
As of mid November, the District has received almost 100 inquiries about the program. We have received sixteen
projects for processing with combined construction values in excess of $22 million. Thirteen of these have
progressed to the building permit stage and we expect a fourteenth project to be at this stage very soon. The
fourteen projects have an estimated construction value in excess of $14.6 million.
The following provides details about the projects and associated incentives:
* Annual tax exemption numbers are estimates only and will apply for three years. Final amounts will depend on
assessed values of the improvements at the time of completion as determined by BC Assessment and property
tax rates.
The project nearing building permit stage is for the construction of a six storey building (43 units residential over
commercial) at 22308 Lougheed Highway with an estimated construction value of $6,000,000. Council has
approved a partnering agreement for this project in the amount of $41,076; eligible fee reductions will be
calculated when the permit is issued. Annual tax exemptions are estimated at $35,000.
Location Development Construction
Value (est.)
22347 Lougheed Hwy Renovation $50,000 Fee Reduction $489
Annual Tax Exemption*$675
22780 Lougheed Hwy Renovation $25,000 Fee Reduction $349
Annual Tax Exemption*$335
11566-224 St 4 Storey Apartments $4,000,000 Fee Reduction $20,841
Partnership Agreement $31,094
Annual Tax Exemption*$20,000
22856 Lougheed Hwy Renovation $113,000 Fee Reduction $964
Annual Tax Exemption*$1,500
11796 Fraser St Renovation $180,000 Fee Reduction $1,452
Annual Tax Exemption*$2,500
22286 Dewdney Trunk Renovation $80,000 Fee Reduction $726
Annual Tax Exemption*$1,100
11900 Haney Place Renovation $1,998,000 Fee Reduction $6,206
Annual Tax Exemption*$28,750
11771-225 St Renovation $20,000 Fee Reduction $112
Annual Tax Exemption*$265
22550 Dewdney Trunk Renovation $20,000 Fee Reduction $214
Annual Tax Exemption*$265
22624 Lougheed Hwy Renovation $36,500 Fee Reduction $186
Annual Tax Exemption*$485
22320 Lougheed Hwy Renovation $30,000 Fee Reduction $296
Annual Tax Exemption*$400
22766 Lougheed Hwy Renovation $150,000 Fee Reduction $1,213
Annual Tax Exemption*$2,000
11990 Haney Place Renovation $1,900,000 Fee Reduction $7,199
Annual Tax Exemption*$27,000
Incentives Provided
District of Maple Ridge Financial Plan 2012 – 2016 51 | Page
FINANCIAL PLAN OVERVIEW
The following summarizes the total incentives listed above:
Funding for Strategic Initiatives that have emerged
For the past several years, the budget guidelines have included 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.
In 2011 and 2012, the aggregate impact of the above three items on the general purpose tax increase to the
average home is 5.0% and 4.9%. In 2013, this drops to 4.5% as the annual rate of increase in the Fire Service
Improvement levy starts to come down as we approach the end of the implementation of the Fire Services master
plan. This allows for the phased implementation of the following initiatives that we have been working on over the
past few years, while still keeping tax increases within the Council approved budget guidelines.
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.
To reiterate, the recommendations surrounding the storm water levy and the parks and leisure service tax are being
implemented using the tax room created by the reduction in the Fire Service Improvement Levy.
These levies do not generate funding until 2013. As there are some pressing needs in these areas, Council
approved the following transitional funding in the last financial plan. Our drainage rehabilitation and maintenance
program is underfunded. The drainage levy, that is to begin in 2013, will generate $170,000 in the first year. In the
last financial Plan $150,000 was set aside in each of 2011 and 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 $90,000 has been set aside in
each of 2011 and 2012 to assist with the implementation of the highest priority items.
Financial Support for Agriculture
In 2011, Municipal Council directed that where a rural land use is converted to a non-residential use, 10% of the
increase in municipal taxes from the land value be set aside to support agriculture. We have been advised by BC
Assessment that there were no such conversions in 2011.
Ridge Meadows Youth & Advocacy Association
This organization appeared at the Council workshop on August 29, 2011 and spoke about their financial pressures.
They have an annual budget of about $95,000 and the municipalities of Maple Ridge and Pitt Meadows contribute
$26,500. The association cited several examples of municipalities that provide far greater funding than we do. The
group also spoke about the value that they add to the community and the savings that accrue to the police budget
as a result of the work that they do.
By way of background, this program began over 15 years ago. One of its aims was to have a more efficient and
effective way of dealing with young people that are in difficulty with the law. A key benefit would be reduced court
costs. The municipality was approached for seed money to get the program going until permanent funding from
other sources could be secured. We provided the seed money and have not been able to absolve ourselves of that
commitment due to the difficulties that the group has had in securing other funding.
Incentive Total Year 2 & 3
Fee Reductions 40,247
Parnership Agreements (capped at $500,000)72,170
Estimated Annual Tax Exemptions 120,275 240,550
52 | Page District of Maple Ridge Financial Plan 2012 – 2016
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It should be noted that the value of the work of Ridge Meadows Youth & Advocacy Association is not in question.
The services that they provide are important to our community. The question is around who should pay. According to
the submission from the association, the largest portion of the work results in savings to the judicial system. The
judicial system is the responsibility of the Provincial government. There are some savings in police costs and this is
one of the main reasons we have continued funding about 30% of the program costs. To increase the municipal
contribution would be the acceptance of senior government downloading.
The nature of policing is such that they respond when other systems break down. Most of these systems are the
responsibility of senior government and Council should urge them to fulfill their responsibilities.
It should be noted that the Provincial Government is reviewing its handling of gaming revenues and Council may
wish to advocate for the use of that provincial revenue for programs such as this.
Gaming Revenue
With the opening of the community gaming centre, the municipality has been receiving additional revenues. The
Host Financial Assistance Agreement between the District of Maple Ridge and the Province of British Columbia
requires the municipality to use funds received under the agreement for public benefit. The allocation of funds
should be in alignment with Council’s Vision for the community. These funds should not be viewed as a long term
source of revenue to support ongoing programs. Rather, and respecting the nature of the revenue stream, it should
be used to fund non-recurring items, particularly those of a capital nature. There may be instances where certain
programs are more directly related to the revenue stream (ex: security). Consideration may be given to funding
these items from the Gaming Revenue stream, as long as it is understood that reductions in the revenue stream will
require an offsetting reduction in the program.
Earlier this year, Municipal Council considered the matter of gaming revenue and adopted a policy around how this
funding is to be allocated. A summary of the allocation follows:
Of the first $500,000 (the “base”):
Minor Capital Improvements in the Town Centre Area 20%
Any annual funds
remaining at year-end
will be transferred to
the Capital
Improvement Fund
Minor Capital Improvements, District-wide 20%
Downtown Security Presence 10%
Neighbourhood Initiatives/Social Capital 15%
Increased maintenance and upkeep in Town Centre Area 10%
Memorial Peace Park Events 2%
Emerging Priorities 8%
Capital Improvement Fund 15%
Of the revenue exceeding the base:
Capital Improvement Fund Revenue exceeding the base will flow to Capital Improvement Fund, a
General Revenue reserve account to be used for Capital Improvements
approved by Council.
Over the past few months, the role of the Community Network Coordinator became uncertain as it is funded from
non-municipal resources. The function is integral to the community services that we help coordinate. As a result,
staff have allocated $25,000 from the Neighbourhood Initiatives / Social Capital envelope to make sure that this
role can continue.
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. The minimum guaranteed revenues under the current contract
are included in the financial plan. The contract expires in 2013 and the use of such revenues should be
considered in a policy framework, recognizing that resource extraction-related revenues are non-renewable.
District of Maple Ridge Financial Plan 2012 – 2016 53 | Page
FINANCIAL PLAN OVERVIEW
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 and Carbon Neutrality - Council has made several policy-level commitments to sustainability,
including:
1. Sustainability Action Plan - Developed and endorsed by Council in 2007, this plan identifies opportunities
for the District to operate in a more sustainable manner. Establishing a reserve to fund sustainable
initiatives was among 20 actions identified in the plan; however, no dedicated funding stream has been
identified.
2. Corporate Strategic Plan – This plan envisions a sustainable community working toward carbon neutrality.
Numerous projects have moved the organization in the right direction, and grant funding continues to be
aggressively pursued to continue on this path.
3. Climate Action Charter – 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, which come from sources such as
municipal vehicles, from electricity and natural gas use in buildings. Purchasing offsets to achieve carbon
neutrality is not recommended at this time as it would result in taxpayer money flowing to outside
organizations, and this would be an annual requirement in order to remain carbon neutral. 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.
Offsetting corporate GHG emissions would cost $65,000 annually, as a minimum.
On the funding side, the BC Carbon Tax was introduced in 2008. Municipal signatories to the Climate Action
Charter are eligible for a rebate associated with carbon taxes paid. The rebate generates about $33,000
annually, and there is currently $103,000 in reserve. The District has held these funds for initiatives that will
permanently reduce corporate greenhouse gas emissions.
d) 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
The assessed value of the “average home” for the 2011 taxation year was approximately $410,000. 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 about 5.6%.
54 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
Figure 16: "Average Home" Tax Increase
While the aggregate impact to the average home is $131.50 or 5.57%, it is important to emphasize its components:
Increase: $131.50
Fire Service Improvement Levy -19.46
Water & Sewer (Largely determined by GVRD) -49.75
Infrastructure Sustainability -14.61
Net Change, after allowing for above $ 47.68
Within this change of $47.68, several large increases have been accommodated, including an 8% increase in our
policing costs.
We regularly review the tax charges to the Residential Class. The 2011 residential house survey which compares
single family homes shows that our taxes remain among the lowest in the region and when the taxes are combined
with annual utility rates, Maple Ridge is tied with Langley-Township as being the lowest among the municipalities
surveyed. 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 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, 77% of the
taxes that we collect come from home owners.
In spring of 2011, Council adopted the Business Planning & Budget Guidelines that were used to develop the 2012-
2016 Financial Plan. These guidelines called for a property tax increases of 3% for general purposes, 1% for capital
and infrastructure, an increase of $700,000 in the Fire Service Improvement Levy in 2012 and $350,000 in 2013,
an annual increase of 0.5% starting in 2013 for a Parks and Recreation Improvements, an annual increase of 0.3%
starting in 2013 for Storm Sewer (drainage) Improvements 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 2011, while the tax for municipal
portion was about $1,600 the total bill including utilities was $2,800. 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.
2011 2012 Increase %
Municipal Property Taxes
General Purpose $ 1,461.00 $ 1,519.44 $ 58.44 4.00%
Fire Service Improvement Levy 136.21 155.67 19.46 14.29%
$ 1,597.21 $ 1,675.11 $ 77.90 4.88%
Fees
Recycling $ 64.30 $ 68.16 $ 3.86 6.00%
Water 413.65 450.90 37.25 9.01%
Sewer 284.90 297.40 12.50 4.39%
Municipal, Recycling, Utilities & Fire $ 2,360.06 $ 2,491.56 $ 131.50 5.57%
District of Maple Ridge Financial Plan 2012 – 2016 55 | Page
FINANCIAL PLAN OVERVIEW
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 improvements are likely required, we suggest that this matter be reviewed
in 2013 as our financial capacity is tight. Having said this, the Provincial Government increased the reduction in
provincial school taxes for Light Industrial and Major Industrial class properties in 2011 from 50% to 60% offering
some relief.
In June of 2011, Council received three reports on property taxation addressing different classes of properties,
residential, business, and major industrial. Taxation rates need to stay competitive and we continue to track our
increases over time as well as how we compare to other municipalities. There are many different measures of
property taxation: tax rates, rate multiples, tax bill comparisons for comparable businesses, average home
comparisons, and average annual property class increases. It is important to consider all facets of taxation including
how changes in market value assessments impact the rates and not focus too heavily on any one measure. Copies
of the 2011 property taxation reports are attached as appendices to this report.
8. Reserves
The District has substantial financial resources held in reserves. These balances provide the base for the financial
plan projected transactions for the coming years, as amounts are transferred in and out for various purposes. They
also serve to stabilize taxes, fees, and charges by providing funds during tight years and receiving those funds back
during better years, thus shielding our customers and taxpayers from sharp rate increases.
Figure 17: Reserve Balances Dec. 31, 2010
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, such as gravel resources are not shown, nor are they represented in
our financial statements.
Accumulated Surplus
General Revenue 5,156,074 General Revenue:
Sewer Revenue 2,515,823 Specific Projects - Capital 4,064,496
Water Revenue 3,638,446 Specific Projects - Operating 3,189,906
Total Accumulated Surplus 11,310,343 Self Insurance 956,241
Police Services 2,521,930
Reserve Fund Balances Core Development 592,016
Local Improvement 2,196,846 Recycling 1,583,709
Equipment Replacement 7,459,146 Community Development 1,252
Capital Works 8,362,412 Building Inspections 1,810,750
Fire Department Capital 1,473,146 Gravel Extraction 563,875
Sanitary Sewer 1,552,189 Neighbourhood Improvements 50,523
Land 231,528 Snow Removal 700,000
Net Reserve Funds 21,275,267 Facility Maintenance 317,512
Cemetery Maintenance 189,608
Restricted Revenue
Balances Infrastructure Sustainability 1,600,456
Development Cost Charges 32,211,726 Critical Building Infrastructure 196,759
Parkland (ESA) Acquisition 162,355 Infrastructure Grant Contribution 271,979
Gaming Revenues 125,600
Other Restricted Revenues 4,802,418 General Revenue Reserve Accoun 18,736,612
Total Restricted Revenues 37,176,499
Sewer Reserve Accounts 3,211,788
Water Reserve Accounts 2,284,305
Total Reserve Accounts 24,232,705
Reserve Accounts
56 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
Figure 18: Capital Fund Balance Projections
Accumulated Surplus and Funds Balance as at December 31, 2011
General Sewer Water Reserve Funds Total
Operating Surplus 5,750,719 2,508,311 3,176,352 -11,435,382
Reserve Accounts 21,083,247 3,026,786 3,652,884 -27,762,917
Reserve Funds ---25,144,547 25,144,547
Funds Balance 26,833,966 5,535,097 6,829,236 25,144,547 64,342,846
Equity in Capital Assets 566,526,923 119,059,516 96,533,666 -782,120,105
Accumulated Surplus 593,360,889 124,594,613 103,362,902 25,144,547 846,462,951
Tangible Capital Assets are reported in the annual report as per PSAB Accounting Handbook Section 3150.
Funds committed to previously approved work but not yet part of the 2012-2016 Financial Plan
General Sewer Water Reserve Funds Total
Reserve Accounts 7,562,301 2,917,913 3,563,856 -14,044,070
Reserve Funds ---4,612,723 4,612,723
Adjustment 7,562,301 2,917,913 3,563,856 4,612,723 18,656,793
The above was approved in 2011 but not yet complete and will be included in the 2012 budget amendment in May.
Adjusted Funds Balance General Sewer Water Reserve Funds Total
Operating Surplus 5,750,719 2,508,311 3,176,352 -11,435,382
Reserve Accounts 13,520,946 108,873 89,028 -13,718,847
Reserve Funds ---20,531,824 20,531,824
19,271,665 2,617,184 3,265,380 20,531,824 45,686,053
Planned Fund Changes 2012 2013 2014 2015 2016
General (97,944)1,159,903 1,682,255 2,316,062 2,568,275
Sewer 455,716 (194,778)405,737 1,172,167 1,344,808
Water 1,701,728 (672,111)588,935 1,804,902 1,935,816
Reserve Funds 680,614 624,695 1,669,696 2,442,025 1,368,011
2,740,114 917,709 4,346,623 7,735,156 7,216,910
Planned Fund Balances 2012 2013 2014 2015 2016
General 19,173,721 20,333,624 22,015,879 24,331,941 26,900,216
Sewer 3,072,900 2,878,122 3,283,859 4,456,026 5,800,834
Water 4,967,108 4,294,997 4,883,932 6,688,834 8,624,650
Reserve Funds 21,212,438 21,837,133 23,506,829 25,948,854 27,316,865
48,426,167 49,343,876 53,690,499 61,425,655 68,642,565
Equity in Capital Assets
Beginning Balance 782,120,105 799,173,460 821,604,042 842,860,152 856,524,052
Capital Planned $20,068,602 $26,119,004 $25,646,930 $18,787,735 $38,848,498
Developer Contributed 15,000,000 15,000,000 15,000,000 15,000,000 15,000,000
Amortization (18,015,247)(18,688,422)(19,390,820)(20,123,835)(20,123,835)
799,173,460 821,604,042 842,860,152 856,524,052 890,248,715
Accumulated Surplus 847,599,627 870,947,918 896,550,651 917,949,707 958,891,280
District of Maple Ridge Financial Plan 2012 – 2016 57 | Page
FINANCIAL PLAN OVERVIEW
8.1. CAPITAL WORKS RESERVE
Following is a brief synopsis of the Capital Works Reserve, which provides for future capital expenditures. Each year
1% of general taxation is added to this account along with a portion of the proceeds from land sales and 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 anticipated 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. 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 19: Capital Works Reserve Projection
Figure 20: Capital Works Reserve Projection Chart
8.2. 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 following table 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.
2012 2013 2014 2015 2016
Opening Balance 8,624,133 8,279,008 9,029,854 9,024,686 9,625,224
Inflows
Taxation, General Revenue & Other Inflows 971,103 1,004,824 1,040,718 1,078,925 1,119,594
Communication Tower Rent Revenue 40,000 40,000 40,000 40,000 40,000
Repayment of Energy Retrofit 65,000 65,000 65,000 65,000 65,000
Balance of General Revenue Funding for GCF -90,000 0 -60,000 60,000 0
Outflows
Planned Capital Expenditures -1,135,000 -400,000 -500,000
Balance of GCF funded Capital -115,193 668,650 36,742 -15,759 372,295
Debt (River Road Drainage 2.65M)-81,035 -627,628 -627,628 -627,628 -627,628
Estimated Ending Balance 8,279,008 9,029,854 9,024,686 9,625,224 10,594,485
Min Reserve (10% Prior Year Taxes)5,626,176 6,035,236 6,479,903 6,948,525 7,451,183
Unencumbered Balance 2,652,832 2,994,619 2,544,783 2,676,699 3,143,302
$0 M
$1 M
$2 M
$3 M
$4 M
$5 M
$6 M
$7 M
$8 M
$9 M
$10 M
$11 M
2012 2013 2014 2015 2016
Unencumbered Balance
Min Reserve (10% Prior Year Taxes)
58 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
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 estimated $40 million needed each year to fund the replacement of our
infrastructure.
Figure 21: 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 E Infrastructure Funding Strategy highlight the impact that the 1% tax increase
has on the infrastructure deficit.
8.3. FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE
Each year 2% of general taxation is transferred to the reserve to build the financial capacity required to respond to
increasing the fire protection capacity needed as the community grows. The balance in this reserve was drawn down
over the past few years to fund the construction and renovation of Fire Hall No. 1.
Figure 22: Fire Department Capital Acquisition Reserve Projection
The planned capital expenditures outlined in Figure 22 are detailed in the following table.
2012 2013 2014 2015 2016
Inflows:
Property Tax Increase Infrastructure 1%2,360,030 2,920,218 3,583,436 4,294,618 5,057,247
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
Drainage Levy 0.3% Tax Increase 0 168,056 367,021 580,375 809,164
Allocation:
Core Building Replacement Fund -450,000 -450,000 -450,000 -450,000 -450,000
Dyke Mtce -10,000 -10,000 -10,000 -10,000 -10,000
Drainage Mtce (overhead brushing)-40,000 -40,000 -40,000 -40,000 -40,000
Enviromental Support -30,000 -30,000 -30,000 -30,000 -30,000
Bio Filtration Pond Mtce -60,000 -60,000 -60,000 -60,000 -60,000
Building Infrastructure Planned -715,000 -886,750 -960,000 -1,020,000 -1,100,000
Fire Dept. - Equipment Replacement -123,395 -153,000 -175,000 -200,000 -225,000
Highways Capital Planned -1,189,419 -1,493,524 -1,955,457 -2,439,993 -2,971,411
Drainage ISR Capital Planned -287,216 -331,944 -432,979 -569,625 -690,836
Drainge Levy Capital Planned 0 -168,056 -367,021 -580,375 -809,164
Major Equipment/Systems Reserve -45,000 -55,000 -60,000 -65,000 -70,000
Ending Balance 0 0 0 0 0
$ rounded to the nearest thousand 2012 2013 2014 2015 2016
Opening Balance 722,000 1,799,000 1,439,000 1,793,000 2,382,000
Interest Earnings 16,000 40,000 32,000 40,000 54,000
Inflow: Taxation/General Revenue 1,233,000 1,350,000 1,472,000 1,599,000 1,730,000
0 0 0 0 0
Planned Capital Expenditures -70,000 -950,000 -350,000 -250,000 -1,750,000
Fire Hall #4 Debt Payments -102,000 -800,000 -800,000 -800,000 -800,000
Unencumbered Balance 1,799,000 1,439,000 1,793,000 2,382,000 1,616,000
District of Maple Ridge Financial Plan 2012 – 2016 59 | Page
FINANCIAL PLAN OVERVIEW
Figure 23: Fire Department Capital Funded by Fire Department Capital Acquisition Reserve
8.4. 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 24: Fire Department Equipment Replacement Reserve Projection
9. Town 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.
Figure 25: 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 cushion if vacancies persist and allows funding to be put towards the infrastructure replacement to address
maintenance costs as the buildings age.
$ rounded to the nearest thousand 2012 2013 2014 2015 2016
1 Ton Van 70,000
Fire Hall #4 Engine 625,000
Fire Hall #4 Rescue 4 325,000
Fire Hall #5 Land Acquisition 350,000
Fire Hall #5 Construction Phase 1 250,000
Fire Hall #5 Construction Phase 2 1,750,000
Total 70,000 950,000 350,000 250,000 1,750,000
$ rounded to the nearest thousand 2012 2013 2014 2015 2016
Opening Balance 1,264,000 651,000 501,000 1,045,000 1,650,000
Interest Earnings 28,000 15,000 11,000 24,000 37,000
General Revenue 316,000 336,000 358,000 381,000 405,000
Sustainability Funding 123,000 153,000 175,000 200,000 225,000
Less: Planned Capital Expenditures
Engine 2-2 Replacement -705,000
Rescue 2 Replacement -375,000
SCBA Replacement -654,000
Ending Balance 651,000 501,000 1,045,000 1,650,000 2,317,000
2012 2013 2014 2015 2016
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 -689,158 -662,294 -634,356 -605,300 -575,082
Closing Balance 557,055 583,919 611,857 640,913 671,131
60 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN OVERVIEW
10. Conclusions
The District can expect $4.2 million in new general revenue in 2012, primarily from growth in the tax base and a 4%
tax increase. $3 million goes to labour costs including RCMP and Fire services. Infrastructure sustainability issues
receive $525,000 of the new revenue. The balance is required to deal with inflationary pressures. This leaves
minimal room for enhancements. Items that are not certain at this time, such as the amount of growth in property
tax revenue and the increase in labour costs, can be revisited in future Financial Plan Bylaw amendments.
Despite the current funding capacity limitations, our financial reserves approach $57 million, and another $37
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, about $41 million,
is planned to be drawn down in 2011 largely to fund 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 has been 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.
District of Maple Ridge Financial Plan 2012 – 2016 61 | Page
62 | Page District of Maple Ridge Financial Plan 2012 – 2016
Five-Year Operating Plan Overview
2012 Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
Key Account Balances
2011 Base Budget Increases
Staffing History and Forecast
District of Maple Ridge Financial Plan 2012 – 2016 63 | Page
2012 REVENUES AND EXPENDITURES
Projected Revenues $161.5 Million
Revenues and Expenditures
Projected Expenditures $161.5 Million
Administration
Amortization
Fire Protection
Police Services
Corporate & Financial Services
Parks, Recreation and Gen. Gov. Prop.
Public Works & Development Services
Sewer
Water
$ 3.5M
18.0M
8.5M
19.0M
6.4M
19.9M
13.4M
7.3M
10.7M
$106.6M
Development Fees
$23.1M
Fees & Charges
$35.2M
Interest, Grants
and Other
$5.4M
Property Taxes &
Parcel Charges
$65.3M
Reserves
$32.5M
Operational
Expenditures
$106.6M
Debt Payments
$7.2M
Reserves
$15.3M
Capital Program
$32.4M
64 | Page District of Maple Ridge Financial Plan 2012 – 2016
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
All Figures Represent $'000 (thousands) Financial Plan Summary – Revenues & Expenditures
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2010 2011 2011 2012 2013 2014 2015 2016
Revenues
Property taxes 57,103 61,066 60,849 65,314 69,934 74,780 79,975 85,503
User fees and other revenue 31,649 33,162 33,592 35,161 37,083 39,264 41,590 43,155
Senior government transfers 8,689 12,818 27,359 3,417 5,488 3,585 2,933 16,327
Development revenue 7,412 3,921 30,509 4,925 13,550 13,240 11,535 15,449
Interest income 3,937 3,474 2,012 2,032 2,052 2,072 2,072 2,072
Contributed tangible capital assets 20,766 21,582 12,250 15,000 15,000 15,000 15,000 15,000
Property Sales - - - - - 4,250 - -
129,555 136,023 166,571 125,849 143,107 152,191 153,105 177,506
Expenses
Protective services 26,763 28,793 29,662 30,423 32,134 33,664 35,132 36,938
Transportation services 15,281 16,153 16,581 17,157 17,737 18,366 18,990 19,676
Recreation and culture 19,251 19,730 20,987 23,198 23,991 25,171 26,238 27,311
Water Utility 10,603 10,582 12,678 12,609 14,265 15,186 16,109 16,948
Sewer Utility 8,341 8,799 9,624 9,309 9,621 10,054 10,485 10,925
General government 12,814 12,816 15,381 12,656 13,011 13,691 14,106 14,733
Planning, other 3,638 3,665 3,929 4,206 4,245 4,364 4,487 4,612
96,691 100,538 108,842 109,558 115,004 120,496 125,547 131,143
Annual Surplus 32,864 35,485 57,729 16,291 28,103 31,695 27,558 46,363
Other Items
Borrowing proceeds 0 0 0 7,926 1,274 0 0 0
Amortizations expense funded by capital equity 16,780 17,268 17,370 18,015 18,688 19,391 20,125 20,930
Capital expenditures, principle payments & other (29,505) (23,645) (81,584) (24,492) (32,147) (31,739) (24,947) (45,076)
Contributed tangible capital assets (20,766) (21,582) (12,250) (15,000) (15,000) (15,000) (15,000) (15,000)
Transfers to (from) Reserves and Surplus ($627)$7,526 ($18,735)$2,740 $918 $4,347 $7,736 $7,217
District of Maple Ridge Financial Plan 2012 – 2016 65 | Page
KEY ACCOUNT BALANCES
Key nt Balances
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)Actual
Account Category (G/L#)2007 2008 2009 2010 2011
Revenue & Taxation
Taxes - General Revenue (16000-4000)-42,624 -46,171 -49,638 -52,869 -56,414
Grants in Lieu - Provincial (16000-4060)-709 -694 -740 -684 -1,077
Grants in Lieu - Other (16000-4060)-965 -1,045 -1,102 -1,167 -1,163
MFA Discharge (12400-4380)-112 -55 -1 -5 -93
Investment Interest (15000-4295)-1,532 -2,664 -3,178 -2,706 -2,663
Gain/Loss - Property For Resale (15000-4298)-9 -500 -265 -396 -672
Surplus Transferred In (15000-4520)-1,832 -549 -1,091 -169 -119
Prov. Grant (Unconditional) (10000-4253)-926 -941 -942 -923 -1,314
Recycling Fees (51000-4220)-144 -202 -86 -85 -75
Dog Licences (26000-4340)-185 -268 -282 -303 -234
Property Management
Commercial Lease Revenue-Tower (multiple)-288 -1,100 -1,153 -1,135 -1,090
Parking Revenue-Tower Commercial (11800-4310)-45 -150 -150 -156 -144
Common Cost Recovery - Tower (11800-4310)-178 -250 -332 -295 -301
Protective Services
Towing and contract revenue (21000-4230)-76 -63 ---
False Alarm Fines (21000-4240)-149 -93 -119 -184 -127
PM Cost Share - RCMP Contract (21000-4258)-738 -847 -890 -937 -956
Sale of Service (21000-4650)-40 -47 -43 -69 -29
Recreation
Planet Ice-Ice Rentals (47600-4500)-148 -165 -165 -156 -170
Leisure Centre Admissions (47500-4110)-774 -814 -822 -857 -847
Lessons/Prog Fees - Swimming (47500-4320)-319 -354 -388 -388 -387
Corporate Fitness Revenue (47500-4321)-137 -110 -91 -90 -95
L.C. - General Program Revenue (47500-4322)-119 -113 -122 -101 -116
Development Services
Building Permits (24000-4445)-2,257 -2,401 -1,418 -1,946 -1,470
Business Licences (53300-4342)-559 -595 -576 -600 -595
Application Fees - Rezoning (53110-4120)-93 -80 -91 -128 -199
Application Fees - Subdivision (53110-4122)-79 -74 -71 -103 -108
Application Fees - Dev Permit (53110-4124)-131 -122 -119 -107 -193
Subdivision Inspection Fees (32110-4220)-481 -810 -363 -428 -600
Public Works
Sales - Gravel (33100-4510)--292 -500 -500 -500
GVTA Grant - Roads (33100-4260, 4261)-425 -497 -1,171 -262 -758
66 | Page District of Maple Ridge Financial Plan 2012 – 2016
KEY ACCOUNT BALANCES
Budget
2011 2012 2013 2014 2015 2016
-56,262 -60,530 -64,799 -69,485 -74,512 -79,903
-1,023 -1,112 -1,189 -1,199 -1,209 -1,219
-1,162 -1,162 -1,172 -1,172 -1,172 -1,172
------
-1,015 -1,025 -1,055 -1,075 -1,075 -1,075
------
-529 -25 -25 ---
-942 -942 -942 -942 -942 -942
-100 -100 -100 -100 -100 -100
-280 -280 -280 -280 -280 -280
-1,147 -1,147 -1,193 -1,193 -1,193 -1,193
-157 -157 -157 -157 -157 -157
-364 -364 -374 -374 -374 -374
-10 -10 -10 -10 -10 -10
-48 -48 -48 -48 -48 -48
-1,034 -1,052 -1,048 -1,069 -1,090 -1,116
------
-146 -153 -156 -159 -162 -165
-815 -826 -856 -867 -883 -897
-350 -350 -360 -360 -360 -360
-115 -115 -115 -115 -115 -115
-142 -142 -167 -167 -167 -167
-1,734 -1,734 -1,734 -1,734 -1,734 -1,734
-575 -575 -575 -575 -575 -575
-111 -113 -115 -115 -115 -115
-111 -113 -115 -116 -116 -116
-153 -156 -159 -161 -161 -161
-315 -315 -315 -315 -315 -315
-500 -500 -500 -500 -500 -500
-863 -863 -863 -863 -863 -863
District of Maple Ridge Financial Plan 2012 – 2016 67 | Page
KEY ACCOUNT BALANCES
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)Actual
Account Category (G/L#)2007 2008 2009 2010 2011
Legislative Services
Grants & Donations (80B) (13000-6180)116 503 66 55 57
Training - Council (13000-6400)-1 7 --
Fire Department
Fire Fighting Salaries (22000-5501)1,802 2,414 3,381 3,979 4,425
Paid on Call Relief Wages (22000-5505)190 301 451 432 453
Paid on Call Wages (22000-5600)617 565 689 544 506
Contract (Emergency 911) (22000-7007)87 80 115 101 128
Hall #4 - Paid on Call (22041-5600)-----
Police Services
Centralized Dispatch (21140-7051)970 1,009 1,059 917 917
Regular Members Contract (21200-7007)8,777 9,977 10,933 11,679 12,654
Corporate Services
Insurance (12101-6210)676 669 650 695 657
Recruiting Costs (12102-7065)94 82 27 55 82
Fiscal Services
Contribution to Core Reserve (10000-9020)5,702 5,793 5,757 5,777 5,953
Transfers to Capital Works Res (10000-9400)632 1,084 855 1,171 1,332
Transfers to Fire Dept Cap Acq (10000-9400)1,026 833 1,006 1,069 1,163
Transfers to General Capital (10000-9400)-347 50 -314 301 16
Transfers to General Capital (10000-9410)10,410 1,086 2,166 2,710 2,172
Contribution to Self-Insurance (12400-9021)45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400)756 869 920 990 1,089
Other
Fraser Valley Regional Library (47200-7007)2,068 2,112 2,197 2,220 2,470
Consulting - Engineering (32100-7005)219 157 143 112 49
Recycling Contract (51000-7007)899 870 936 1,209 1,099
GVRD Water Purchases (71000-7380)4,183 4,387 5,410 5,564 5,966
GVRD Sewer Admin Fees (61000-6005)2,630 2,928 2,861 2,950 3,198
68 | Page District of Maple Ridge Financial Plan 2012 – 2016
KEY ACCOUNT BALANCES
Budget
2011 2012 2013 2014 2015 2016
62 62 62 62 62 62
39 16 16 16 16 16
4,554 5,317 5,546 5,920 6,361 6,806
410 474 572 595 629 629
450 463 476 488 501 501
121 123 124 126 128 130
------
917 917 917 917 917 945
13,405 14,283 15,317 16,203 16,988 18,069
777 785 771 776 780 785
49 49 49 49 49 49
6,053 5,953 5,953 5,953 5,953 5,953
748 759 1,578 922 1,028 1,397
1,059 486 551 672 799 930
------
2,861 2,543 2,004 2,802 3,054 2,880
45 45 45 45 45 45
1,083 1,155 1,261 1,312 1,366 1,421
2,375 2,494 2,659 2,792 2,932 3,078
83 86 88 90 93 93
1,129 1,161 1,311 1,343 1,376 1,410
6,788 7,698 8,750 9,500 10,250 10,925
3,229 3,373 3,523 3,726 3,924 4,119
District of Maple Ridge Financial Plan 2012 – 2016 69 | Page
2012 BASE BUDGET INCREASES
The 2012 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue - $4.2 million in 2012 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 (in $ thousands)
Labour
$1.025 M
24%
Fire Master
Plan
$850K
20%
Policing
$1.1 M
26%
Infrastructure
Sustainability
$525K
12%
Library $125K
3%
Other
Categories
$450K
11%
Capital $150K
4%
2012 2013 2014 2015 2016
General Revenue Surplus (from Fig. 12)30,279 7,238 7,557 385,111 946,886
Zoning Amenities Report 25,000
Commercial/Industrial Study 75,000
Funding from Accumulated Surplus -100,000
General Revenue Operating Surplus 30,279 7,238 7,557 385,111 946,886
70 | Page District of Maple Ridge Financial Plan 2012 – 2016
STAFFING HISTORY AND FORECAST
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department
within the District for the years 2012 through 2014. The years 2005 - 2011 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
Actual FTE's (net of vacancies & unpaid leave)Budget
2005 2006 2007 2008 2009 2010 2011 2011 2012 2013 2014
CAO
CAO Administration 6.9 7.0 6.4 7.0 6.7 7.4 7.4 8.0 7.6 7.0 7.0
Economic Development 2.0 2.6 2.7 2.8 3.3 4.0 4.1 4.0 4.0 4.0 4.0
Human Resources 4.0 4.3 5.0 5.0 5.6 5.8 5.8 5.5 5.5 5.5 5.5
12.9 13.9 14.1 14.8 15.6 17.3 17.3 17.5 17.1 16.5 16.5
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
CDPR Administration 2.5 2.2 2.3 3.0 3.1 3.0 2.0 2.0 2.0 2.0 2.0
Parks & Facilities 31.1 32.8 36.4 37.6 41.5 41.8 45.2 44.5 46.5 46.5 46.5
Recreation 46.3 44.4 47.0 48.0 46.8 47.2 46.3 48.1 47.9 47.9 47.9
Community Services 7.9 9.1 9.4 10.8 11.3 12.1 11.1 11.5 11.5 11.5 11.5
87.9 88.6 95.1 99.4 102.5 104.1 104.6 106.1 107.9 107.9 107.9
CORPORATE & FINANCIAL SERVICES
CFS Administration 1.5 1.5 1.8 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Clerks 6.3 6.5 6.5 6.9 7.0 7.9 8.2 9.4 9.4 9.4 9.4
Finance 16.5 16.6 17.7 17.3 16.4 16.5 17.7 17.6 17.6 17.6 17.6
Fire Department 12.0 24.1 29.6 35.4 41.6 48.6 51.9 54.4 57.5 59.0 59.0
Information Services 12.1 12.6 13.2 13.4 14.3 14.1 14.5 15.0 16.0 16.0 16.0
Police Services 33.3 35.6 37.0 38.6 42.4 42.1 44.0 44.0 44.5 44.5 44.5
81.7 96.9 105.8 113.6 123.6 131.2 138.3 142.4 147.0 148.5 148.5
PUBLIC WORKS & DEVELOPMENT SERVICES
PWD Administration 2.5 2.5 2.9 2.4 3.0 3.0 1.9 2.0 2.0 2.0 2.0
Engineering 22.1 24.2 24.8 23.9 24.2 25.4 25.0 28.0 28.0 28.0 28.0
Licenses, Permits & Bylaws 22.4 22.9 24.1 26.0 28.6 29.8 30.1 30.5 30.5 30.5 30.5
Planning 13.2 14.7 16.1 16.1 16.6 16.6 16.6 17.0 17.0 17.0 17.0
Operations 69.1 66.7 69.7 69.2 70.6 68.1 71.6 74.3 74.3 74.3 74.3
129.3 130.9 137.6 137.6 143.0 142.9 145.2 151.8 151.8 151.8 151.8
311.8 330.3 352.5 365.4 384.7 395.5 405.4 417.7 423.8 424.7 424.7
Full Staffing (budget)
District of Maple Ridge Financial Plan 2012 – 2016 71 | Page
STAFFING HISTORY AND FORECAST
Budgeted Full-Time Equivalent Staff per Department
The 2012 estimate of 424 full-time equivalent staff is an increase of 6 from 2011. Changes are outlined
below:
Division New Permanent Positions and Position Changes
CHIEF ADMINISTRATIVE OFFICER’S OFFICE
Human Resources Change: Human Resources Assistant and Payroll Coordinator
have been excluded from the union
Sustainability & Corporate Planning Research Technician is time duration for part of 2012, funded
largely by a grant
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Community Services Change: Recreation Programmer reclassed to Youth
Programmer
Parks & Facilities Change: Parks Superintendent replaced by Manager Parks
Planning & Development
Added: Building Services Supervisor, Trails Maintenance
Worker
Recreation Change: Aquatics Leader III replaced by a Coordinator
Aquatics
Change: Customer Service Supervisor reclassed to
Promotional Assistant
CORPORATE & FINANCIAL SERVICES
Clerk’s Change: Legislative Clerk reclassed to Clerk III
Fire Department Added: The staffing increases in 2012 reflects hiring part
way through 2011
Added: Additional hiring is subject to funding availability
Information Services Change: Junior Systems Analysts are now System Analysts II
Change: Information Service Support Specialist is now
Network Analyst
Added: Network Analyst
RCMP Removed: Bylaw Enforcement/RCMP Liaison (0.5 FTE in this
area)
Added: Manager Police Services - Operations
Change: Manager Police Services to Senior Manager Police
Services - Finance & Administration
PUBLIC WORKS & DEVELOPMENT SERVICES
Engineering Change: Engineer Trainee is now Engineering Technologist I
Licences, Permits & Bylaws Removed: Bylaw Enforcement/RCMP Liaison (0.5 FTE in this
area)
Removed: Licence Inspector/Bylaw Officer, part-time
Added: Licence Inspector/Bylaw Officer
Operations Change: Apprentice Mechanic is now Tradesperson II -
Mechanic
Change: Storekeeper IA is now Storekeeper II
72 | Page District of Maple Ridge Financial Plan 2012 – 2016
Departmental Business/Financial Plans
Office of the Chief Administrative Officer
Community Development, Parks & Recreation Services
Corporate & Financial Services
Public Works & Development Services
District of Maple Ridge Financial Plan 2012 – 2016 73 | Page
74 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
The Office of the Chief Administrative Officer (CAO) is
the liaison between Council and staff, provides overall
leadership and direction for the administration of the
District, and works with outside agencies. The primary
role of the CAO is to provide policy options and
recommendations to Council and to ensure that
Council’s priorities are implemented. A summary of
some of our 2011 accomplishments in the division is
shown below, followed by efficiency and effectiveness
initiatives which were undertaken by all areas, and the
business challenges relevant to the 2012-2016
planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2012 workplan highlights,
performance measurements, and budgets.
Departments within this section include Administration,
Communications, Human Resources, Strategic
Economic Initiatives, and Sustainability and Corporate
Planning.
Select 2011 Division Accomplishments
Promoted Town Centre enhancements, which
included the 224 Street and Lougheed Highway
infrastructure project, comprehensive spring cleanup,
landscaping, banners, maintenance and painting of
public amenities and upgrade to the ‘Beast’ clock.
Delivered Personal Emergency Preparedness
seminars to more than 600 citizens and conducted
two ShakeOut BC drills with staff.
Completed award-winning Joint Disaster Response
and Emergency Evacuation plans incorporating
geographic information system (GIS) mapping.
Achieved Certificate of Recognition (COR) Health and
Safety Audit.
Supported first employee ‘E-Day’ and conducted third
iteration of employee surveys to keep a finger on the
pulse of the organization.
Delivered the “Be a Voter” initiative in conjunction
with the Clerks department.
Implemented a Communications Strategy, including
the roll out of a social media presence, bi-monthly
Maple Ridge This Month newspaper advertisement,
and a quarterly eNewsletter.
Created an internal Communications Committee to
create strong cross functional capacity.
Hosted the successful Real Estate Investment
Network (REIN) tour.
Efficiency/Effectiveness Initiatives
Application of Business Planning Guidelines ensures
all District programs align with the community Vision.
Received $90,000 in grant funding for energy related
initiatives.
Conducted a SEE-IT performance reporting review with
area high school students to tell us how well we are
communicating our performance.
Developed an interactive tool for the public to explore
projects that are part of the Town Centre Investment
Incentive Program.
Changed the funding model of employee health and
dental benefits to a partially self-insured model
generating savings of $80,000 in the first eight
months.
Business Perspective
Continue to provide excellence in service delivery with
a focus on cost containment while balancing the
demands of a growing community.
Build on the momentum of Town Centre successes to
increase residential density and commercial
development.
Place a high priority on corporate and community-wide
emergency planning.
Strengthen the effectiveness of District
communications through strong integration of content
on our website, print advertising, social media, and
publications.
Online, 24/7 access to information and data to
support the District’s financial performance is
increasingly becoming the expectation of many of our
citizens.
Ensure that the District is seen as a desirable
workplace to attract and retain staff who will execute
Council’s vision.
Increasingly, projects and program delivery are
requiring a great deal of cross departmental
involvement and management.
The community continues to be a favoured location
for the film industry, outdoor recreation, and festivals.
The capital projects list exceeds available funding. We
will continue to aggressively pursue grant
opportunities, have our matching funds in place, and
maintain a list of ‘shovel ready’ projects that are part
of our planning.
The District demonstrates sustainable leadership to
the community for economic, environmental, and
social interests while protecting our community’s
interests. This includes building awareness among
decision-makers in our organization as to how
behaviours and decisions impact energy costs, the
waste stream, and greenhouse gas emissions. A
position specifically geared to this issue is supported
in part through a grant from BC Hydro for 2012.
Our community, along with other municipalities, is
dealing with issues around sustainability, carbon
neutrality, and climate change. We will continue to
work with other communities to leverage resources,
ideas and develop programs to meet these broad
challenges. Where legislative authority is a limit to our
ability to deal with these issues, we will work with
senior government to find solutions to achieve our
community vision.
District of Maple Ridge Financial Plan 2012 – 2016 75 | Page
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
Services Provided
The Administration Division of the Office of the CAO 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 organizational
and operating procedures.
The Communications Department provides advice and
assistance to Council and staff in the organization. The
department’s activities include disseminating timely
and accurate information, ensuring customers and
employees have ample opportunities for input/
participation, and developing communications
strategies for specific issues. The department is also
responsible for assisting with the advertising and
promotion of District programs and events and creating
and supporting a consistent identity for
communications.
The Sustainability & Corporate Planning Department
helps guide the organization and the community to a
more sustainable future by ensuring strategic
alignment throughout the organization. The
department’s responsibilities include providing Council
and the Corporate Management Team with information
for strategic planning purposes, and ensuring a
framework is followed to align District policies and
activities with this direction. Within this framework are
activities such as corporate-wide business planning and
performance measurement and reporting. Projects,
research, and policy development of a corporate-wide
nature are also undertaken.
2012 Workplan Emphasis
Work with Council will continue on the strategic
direction and priorities for the community to ensure the
delivery of excellent service to our citizens. This work
will include supporting cross departmental initiatives on
Community Development, Bear Aware, and Economic
Development. 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.
The Manager Corporate Communications will develop a
Communications Strategy to profile significant project
announcements, evolve the District website to improve
citizen access to information and online services, and
review and refine corporate branding.
The Manager Strategic Economic Initiatives will issue a
Request for Proposal for development of municipal
lands in the Town Centre and continue implementing
the Economic Development strategy.
The Manager of Sustainability and Corporate Planning
will conduct a Citizen Satisfaction and Strategic
Planning Survey and review the Town Centre Incentive
Program. Continued advancement towards realizing our
sustainability principles and goals will be emphasized
and monitored. Opportunities for obtaining grant
funding for District infrastructure and initiatives will be
fully utilized.
We will build the depth of Emergency Operations Centre
personnel and provide training to new recruits.
Performance Measurement
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 2012 is to maintain electricity consumption in the Municipal Hall at 2011 levels and reduce
electricity consumption in the Office Tower by 5% from 2011 levels.
76 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
HIGH-LEVEL COMMUNITY GOALS
Increase Residential Density in the Town Centre
Target 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.
Overview
Maple Ridge’s relative affordability within the region has drawn steady growth to the community. Accommodating
this growth in a sustainable manner can be achieved by increasing density within the Town Centre, where transit
and amenities are close at hand. Residential units in the Town Centre are expected to reach 11,065 by 2021. 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.
Status Report
During 2011, 160 apartment units were added in the Town Centre. These units signify growth in Town Centre
residential units of 2.7%. Of all residential units in Maple Ridge during this year, 34% were located in the Town
Centre. The Town Centre Area Plan goal is to capture 50% of all residential development.
0
2000
4000
6000
8000
10000
12000
Actual residential units in the Town Centre Target
0
10
20
30
40
50
60
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% residential units in the Town Centre Target
District of Maple Ridge Financial Plan 2012 – 2016 77 | Page
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
Reduce Community Greenhouse Gas Emissions – Community GHG Emissions
Target Statement
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.
Overview
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.
Status Report
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. Note: 2010 CEEI Reports are planned for release
in the first quarter of 2012.
Reduce Community Greenhouse Gas Emissions – Carbon Neutral Municipal Operations
Target Statement
Reduction of energy consumption and the corresponding greenhouse gases through maintenance, procedural,
mechanical and behavioural changes.
Overview
This graph shows the amount of greenhouse gas (GHG) emissions created from the provision of municipal services
each year. GHG emissions are produced when we operate municipal cars, fire trucks, street sweepers, and lawn
mowers; use electricity to light up sports fields, municipal hall, and streetlights; burn natural gas to heat municipal
swimming pools; throw away garbage that sits in a landfill emitting gases. Measuring our progress is an important
part of ensuring reductions continue to happen, as we work towards becoming “carbon neutral.”
Status Report
These are preliminary results for 2011. These numbers do not include a complete accounting of kilowatt hours
(kWh) data which was not available at the time this report was completed.
0
100,000
200,000
300,000
400,000
500,000
2007 2009 2011 2013 2015 2017 2019
Actual tonnes GHG emissions Target
0
500
1,000
1,500
2,000
2,500
3,000
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
Actual tonnes GHG emissions from municipal operations Target
78 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
Organization Chart
Mayor
&
Council
Chief
Administrative
Officer
Jim Rule
Manager Strategic
Economic Initiatives
Sandy Blue
General Manager
Public Works &
Development Services
Frank Quinn
RCMP
Officer in Charge
Dave Walsh
Executive Director
to CAO
John Leeburn
General Manager
Community
Development, Parks &
Recreation Services
Kelly Swift
General Manager
Corporate & Financial
Services
Paul GillManager of
Sustainability and
Corporate Planning
Laura Benson
Executive Assistant
Sandra Ramsay
Executive Assistant
Cheryl Ennis
Manager Corporate
Communications
Fred Armstrong
Research Technician
Jacquie Bergmann 0.6FTE
Erin Mark
Research Technician
Jacquie Bergmann 0.4FTE These positions all report to Administration but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
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 1.0
Manager Corporate
Communications
1.0 1.0 1.0 1.0 0.7 0.5 1.0 1.0 1.0 1.0
Manager of Sustainability &
Corporate Planning
- - - 0.9 1.0 1.0 0.9 1.0 1.0 1.0
Policy Analyst 0.9 1.0 1.0 0.1 - - - - - -
Executive Assistant 3.0 3.0 2.0 2.0 2.0 2.0 1.9 2.0 2.0 2.0
Research Technician - - 0.4 1.0 1.0 1.9 1.6 1.6 1.0 1.0
Full-Time Equivalent 6.9 7.0 6.4 7.0 6.7 7.4 7.4 7.6 7.0 7.0
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Administration
All figures represent $’000 (thousands)
* Includes Administration as well as Sustainability & Corporate Planning functions
Comments:
Salaries – The 2011 budget includes a onetime funding for Energy and Emissions Plan & Performance Reporting.
Special Projects – The 2011 budget contained funding committed to specific projects that were to be completed
in 2011. However, many were not completed in 2011 and will need to be added to the 2012 budget in future
amendments.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Conventions & Conferences (12100-6051)15 8 19 19 -0%19 19 19 19
Lease Expense (11000-6230)107 117 122 122 -0%122 122 122 122
Memberships (12100-6270)28 28 29 29 -0%29 29 29 29
Other (mutliple)30 37 15 15 -0%15 15 15 15
Prov. Grant (Conditional) (12101-102-4252)- 54 - 28 - 50 -50 -100%----
Salaries (12101-5500)572 611 645 560 - 85 -13%578 596 615 634
Studies & Projects (10000-6380)22 42 154 117 - 37 -24%77 77 77 77
TOTAL ADMINISTRATION 719 815 932 860 - 72 -8%838 857 876 895
District of Maple Ridge Financial Plan 2012 – 2016 79 | Page
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
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 2011 budget included accumulation of previous two years unspent training funds.
Financial Plan – Communications
All figures represent $’000 (thousands)
Comments:
Consulting – Funding for onetime costs was included in the 2011 budget.
Salaries – 2010 actual costs are lower due to a vacancy.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Committee Costs (13000-6045)--4 4 -0%4 4 4 4
Conventions & Conferences (13000-6051)18 17 21 21 -0%21 21 21 21
Grants & Donations (13000-6180)55 57 62 62 - 1 -1%62 62 62 62
Miscellaneous (13000-6275)7 9 8 8 -0%8 8 8 8
Public Relations (13000-7060)6 6 11 11 -0%11 11 11 11
Salaries (13000-5500)448 459 481 493 12 3%519 548 561 573
Training (13000-6400)--39 16 - 24 -61%16 16 16 16
Utilities - Telephone (13000-6520)3 3 7 7 -0%7 7 7 7
TOTAL LEGISLATIVE 537 551 632 620 - 12 -2%646 676 689 701
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Advertising (12105-6010)14 25 30 30 -0%30 30 30 30
Consulting (12105-7005)9 27 63 29 - 34 -54%29 29 29 29
Miscellaneous (12105-6275/6280)5 4 8 8 -0%8 8 8 8
Publicity & Promotions (12105-6330)7 5 20 20 -0%20 20 20 20
Salaries (12105-5500)64 126 124 129 5 4%134 138 142 147
TOTAL COMMUNICATIONS 98 187 246 216 - 29 -12%220 225 229 233
80 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CAO - HUMAN RESOURCES
Services Provided
The Human Resources Department is a team of seven
employees dedicated to providing a comprehensive
series of services to the more than 600 full and part-
time staff members of the District of Maple Ridge 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, we make sure the organization is focused on
the overall vision and goals by ensuring each employee
has an individual Performance Plan that defines and
describes the their role in achieving the department’s
workplan. Human Resources facilitates many focus
groups that provide employees with 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.
Individual Performance Plans provide an opportunity for
the employee and their supervisor to identify growth
and development needs. 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 ongoing service of
the team.
To promote efficiency, accountability, productivity and
the well being of our staff, Human Resources
administers the Attendance Support program,
Employee Assistance programs, Occupational Health
and Safety programs, Employee Recognition programs
and employee welfare benefits administration. This
team is also responsible for the administration of the
payroll system, including the tracking of attendance and
vacations.
2012 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 demonstrate that people are our most valuable
resource by taking action on the priority items identified
in the employee surveys we conducted in 2011.
We will support the Public Works & Development
Services Division’s implementation of the Customer
Service Standards that were developed in 2011.
Following the graduation of more than 50 employees
from programs offered by the British Columbia Institute
of Technology and Vancouver Community College, we
will engage staff throughout the organization to help
determine the next focus areas for our cohort training
model.
We will negotiate new collective agreements with our
Canadian Union of Public Employees (CUPE) and the
International Association of Fire Fighters (IAFF)
bargaining units.
We will enhance our employee health and safety
program by getting our ‘Return to Work Program’
certified by WorkSafe BC.
We will work with employees to ensure they are
obtaining the education and experiences they need to
be ready to compete for future vacancies.
Performance 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.
District of Maple Ridge Financial Plan 2012 – 2016 81 | Page
OFFICE OF THE CAO – HUMAN RESOURCES
Organization Chart
Executive Director
to the CAO
John Leeburn
Manager Payroll
& Employee
Relations
Michelle Wetherill
Payroll Coordinator
Cynthia Ulrich
Clerk II
Catherine Schmidt
0.5 FTE
Senior Human
Resources Officer
Steve Traviss
Human Resources
Officer
Kathy Lamont
Human Resources
Assistant
Dee Nagra
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Mgr Payroll & Employee Relations - - 0.4 0.4 1.0 1.0 1.0 1.0 1.0 1.0
Senior Human Resources Officer 0.8 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0 1.0
Human Resources Officer - - - - - 1.0 1.0 1.0 1.0 1.0
Personnel Officer 1.0 1.0 1.1 1.0 1.0 - - - - -
Payroll Coordinator - - - - 0.3 1.1 1.1 1.0 1.0 1.0
Human Resources Assistant - - - 0.5 1.0 1.0 1.1 1.0 1.0 1.0
Payroll Clerk 1.0 1.0 0.9 0.5 0.1 - - - - -
Human Resources Clerk 1.0 1.0 1.0 1.0 0.7 - - - - -
Clerk II 0.2 0.1 0.3 0.6 0.6 0.7 0.6 0.5 0.5 0.5
Other - 0.2 0.3 - - - - - - -
Full-Time Equivalent 4.0 4.3 5.0 5.0 5.6 5.8 5.8 5.5 5.5 5.5
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Human Resources
All figures represent $’000 (thousands)
Comments:
Recruiting Costs – Vacancies in some senior positions resulted in additional recruiting costs.
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.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Consulting (12102-7005)18 12 19 19 -0%19 19 19 19
Program Costs (multiple)179 235 226 226 -0%226 226 226 226
Miscellaneous (12102-6275)9 11 13 13 -0%13 13 13 13
Recruiting Costs (12102-7065)55 82 49 49 -0%49 49 49 49
Salaries (12102-5500)861 775 711 750 39 5%785 818 851 885
Studies & Projects (12102-6380)1 1 384 -- 384 -100%----
Training (multiple)230 185 216 228 12 5%235 243 252 261
TOTAL HUMAN RESOURCES 1,353 1,300 1,617 1,284 - 333 -21%1,327 1,367 1,409 1,452
82 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Services Provided
Invest Maple Ridge provides information and resources
to help citizens start or grow their business. We market
investment opportunities in Maple Ridge to our priority
sectors – Advanced Technology, Education, Tourism,
and Agriculture. Our 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.
2012 Workplan Emphasis
We will continue to use the Town Centre Investment
Incentive Program to build awareness of downtown
Maple Ridge as a place to invest in commercial and
mixed use projects. Our marketing will include a
prominent online presence using search engine
optimization, social media, and electronic
communications.
We will issue an “Expression of Interest” for
development of municipal lands in the Town Centre and
continue implementing the Economic Development
strategy.
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 companies to ensure that Maple
Ridge continues to attract productions.
We will partner with the Province and Invest North
Fraser partners on the BC Jobs Plan Pilot to create new
high value jobs in key sectors over the next 18 months.
This will include an economic summit on the tourism
sector to build awareness and interest in Maple Ridge
as a place to make your tourism business investment.
We will implement a ‘Business Connections’ business
visitation program with focus on key employers and
sectors for retention and expansion.
To increase efficiency we will work with the Information
Services Department to repatriate the
investmapleridge.ca website to the District website,
mapleridge.ca, and investigate the possibility of
including available real estate on the website.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Attract film productions through excellent customer service, cost competitiveness, and a streamlined process
HIGH-LEVEL COMMUNITY GOALS
Diversify the Tax Base – Residential Tax Assessment Base
Target Statement
Build a sustainable community that includes a balance of land use types and a diversified tax base.
Overview
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.
District of Maple Ridge Financial Plan 2012 – 2016 83 | Page
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Status Report
2011 saw an increase in the average market value in the Residential Class of about 5.5% while the commercial
classes saw an average market value increase just under 2%. The result was a minor reduction in the proportion of
the assessment base attributed to the residential class. Growth in the Residential sector was also slightly stronger
than in the commercial sector with the end result being an increase in the assessment base attributed to the
residential class.
Diversify the Tax Base – Increase Commercial Tax Base
Target Statement
Build a sustainable community that includes a balance of land use types and a diversified tax base.
Overview
The District of Maple Ridge relies on property taxes to fund most of the programs and facilities citizens and
businesses enjoy. Attracting commercial enterprises means less reliance on residential property taxes to fund these
important programs and facilities, leading to a more economically sustainable community. Property taxes collected
from new commercial taxpayers is an indicator of the District’s economic viability. For the breakdown of the type of
industry, go to the information tab.
Status Report
This number represents the amount of new revenue for each particular year that was not on the property tax roll in
the prior year.
84
86
88
90
92
94
1988198919901991199219931994199519961997199819992000200120022003200420052006200720082009201020112012% of property tax assessment base that is residential
0
100,000
200,000
300,000
400,000
500,000
2006 2007 2008 2009 2010 2011 2012
$ New Tax Revenue from Commercial
84 | Page District of Maple Ridge Financial Plan 2012 – 2016
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Business Licence Renewals
Target Statement
Retain the existing number of licensed businesses and attract/generate incremental licensed businesses to the
District.
Overview
Attracting new investment and employment to Maple Ridge, and the retention of existing licensed businesses
continue to remain critical objectives for the District. While statistics can be expected to fluctuate year over year, the
District’s high renewal percentages stand as testament to our efforts in supporting local businesses, and validates
our objective of attracting incremental businesses and high-value local market jobs for residents.
Non-residential renewals are not displayed on the graph due to the temporary nature of many of the businesses.
Status Report
Number of business licences issued in 2011:
Commercial: 1,517
Home-Based: 1,525
Non-Residential: 1,217
Total Business Licences: 4,259
Total Revenue $595,161
Of the businesses licensed in 2010, 93% of commercial licences and 88% of home based licences were renewed in
2011.
Organization Chart
Manager Strategic
Economic Initiatives
Sandy Blue
Administrative
Assistant
Alexandra Tudose
Film Production
Liaison
Margaret Johnson
Business Retention
& Expansion Officer
Darrell Denton
0
20
40
60
80
100
2004 2005 2006 2007 2008 2009 2010 2011 2012
Actual % renewed business licences Target
District of Maple Ridge Financial Plan 2012 – 2016 85 | Page
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Manager Strategic Economic
Initiatives
- - - 0.8 1.0 1.0 1.0 1.0 1.0 1.0
Business Retention & Expansion
Officer
1.0 1.0 0.7 - 0.6 1.0 1.1 1.0 1.0 1.0
Administrative Assistant 1.0 0.8 1.0 1.0 0.7 0.9 1.0 1.0 1.0 1.0
Film Production Liaison - 0.7 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 2.5 2.7 2.8 3.3 4.0 4.1 4.0 4.0 4.0
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Strategic Economic Initiatives
All figures represent $’000 (thousands)
Comments:
Contribution from Others /Grants & Donations – This is the Business Improvement Area Levy and associated
expenses. Business facade improvement program ends in 2013.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Contributions from Others (multiple)- 164 - 164 - 164 - 194 - 30 18%- 198 - 203 - 208 - 208
Federal Grant (Conditional) (12106-4250)- 39 - 2 -------
Miscellaneous Income (12106-4390)- 7 - 15 -------
Permits (12106-4445)- 7 - 8 - 5 - 5 -0%- 5 - 5 - 5 - 5
Sale of Service (12106-4600)- 8 - 8 - 10 - 10 -0%- 10 - 10 - 10 - 10
Total Revenue - 225 - 196 - 179 - 209 - 30 17%- 213 - 218 - 223 - 223
Expense
Advertising (multiple)115 59 62 63 1 1%63 63 63 63
Other Expenses 37 30 8 8 - 1 -6%8 8 8 8
Contract (12106-7007)37 36 35 35 -0%35 35 35 35
Conventions & Conferences (12106-6051)22 23 16 16 -0%16 16 16 16
Grants & Donations (12106-6180)164 197 205 219 14 7%223 203 208 208
Salaries (12106-5500/5600)319 331 321 333 12 4%344 355 367 378
Total Expense 694 676 647 673 26 4%689 680 696 708
TOTAL STRATEGIC ECONOMIC INITIATIVES 469 480 469 465 - 4 -1%475 461 473 484
86 | Page District of Maple Ridge Financial Plan 2012 – 2016
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
The Community Development, Parks & Recreation
Services Division (CDPR) is responsible for parks,
recreation, cultural activities, programs, facilities,
liaison with community groups, community
development work, and accessibility issues.
A summary of some 2011 accomplishments in the
division is shown below, followed by efficiency and
effectiveness initiatives which were undertaken by all
areas, and the business challenges relevant to the
2012-2016 planning period.
Subsequent pages in the CDPR section provide
information on the departments reporting to this
division, including staffing, 2012 workplan highlights,
performance measurements, and budgets. The
departments within this section are Administration,
Community Services (including Social Planning), Parks
& Facilities, and Recreation.
Select 2011 Division Accomplishments
Implemented Cultural Mapping Process, public art
policies were finalized, and the installation of Public
Art at the Leisure Centre was completed.
Many parks initiatives were completed: Memorial
Park Peace Tree partnership with the Downtown
Maple Ridge Business Improvement Association,
acquisition of Raymond Park property, Pitt Meadows
Youth Action Park design and development, North
Alouette Regional Greenway Bridge (NARG), Vernon
Trail Bridge, water service at the fairgrounds, field re-
surfacing at Cliff Park, four new washrooms installed
at Maple Ridge Park, Webster’s Corner Park
development, tennis court resurfacing, planning and
development of core area park, and the 224 Street
and Memorial Peace Park development and
expansion.
The British Columbia Recreation and Parks
Association (BCRPA) “Facility Excellence Award” was
given to the Greg Moore Youth Centre, more than 30
neighbourhood celebration grants were issued, and
the “Enabling Accessibility” grant was implemented.
Provided support to Haney Farmers Market:
sustainability planning and 2011 pilot project,
expanded Youth Leadership/Mentorship
programming and active sports programming for
youth.
Many ceremonies and celebrations were held: Hosted
1st annual Sports & Recreation Expo, Maple Ridge
Supportive Housing, NARG Bridge Opening, South
Bonson Community Centre Grand Opening, Greg
Moore Youth Centre 10th Anniversary, and Leisure
Centre 30th Anniversary, as well as expanded family
events in Memorial Peace Park.
Efficiency/Effectiveness Initiatives
Continued implementation the Service Quality
Program.
Utilized grant funding to implement barrier-free noon
hour and afterschool recreation programming.
Conducted and reported on 2011 Parks & Leisure
Services citizen satisfaction survey.
Reported on the scope, benefits, and efficiencies of
Master Agreement with School District No. 42.
Participated in voluntary aquatic lifesaving audit to
incorporate best practices into operations.
Restructured field rental fees and revised artificial
turf replacement fund.
Replaced heating ventilation roof top unit at
Operations Centre resulting in energy efficiency.
Water circulation and deck replacement at outdoor
pool; stopping the egress of heated, treated water,
resulting in reduced gas consumption.
Pitt Meadows Arena upgrade was completed resulting
in considerable improvements to energy efficiency.
Business Perspective
Maple Ridge and Pitt Meadows residents indicate a
good level of satisfaction with Parks & Leisure
Services measured by the 2010 Parks & Leisure
Services Satisfaction Survey.
Participation and interest in outdoor recreation
opportunities continue to grow combined with an
increasing interest in urban gardening and
environmental protection.
Citizens increasingly want services located within
their own neighbourhoods demonstrated by the
popularity of active kids clubs, Seed Grants,
community gardens, dog parks, and other
neighbourhood initiatives.
Neighbourhood organizations are looking for
increased communication concerning projects in their
neighbourhood and are eager to participate in the
planning process.
The senior population is growing in size and diversity
and has expressed interest in a broader range of
services than previously provided. At the same time,
this population offers a growing opportunity for
volunteer engagement.
The size and number of festivals continue to grow
and, in some cases, has created competition for park
and facility space on key event weekends.
Incidence of poverty continues to grow and is
compounded by a loss of service at the local level
due to cuts to Provincial grant funding. These funding
cuts, which affect social services and the sports,
recreation, and arts sectors, are anticipated to
continue. Notable, however, is the strength of
community networks and connections that enable a
quick and coordinated response when decisions are
out of synch with community priorities, e.g., the
response to Community Living BC’s decision to
discontinue funding to Supported Work Programs in
the community.
District of Maple Ridge Financial Plan 2012 – 2016 87 | Page
CDPR – ADMINISTRATION
Services Provided
The Community Development, Parks & Recreation
Services (CDPR) Administration Division’s role is to
ensure planning and coordination of resources in the
management and development of parks, facility
operations, and delivery of recreation and cultural
services in addition to providing opportunities that build
individual, neighbourhood and community capacity by
connecting citizens and groups, sharing information,
developing resources and facilitating planning that
supports community-driven efforts to build community
capacity and assets.
Identified community needs are addressed by a variety
of approaches from the direct provision of services to
establishing partnerships that 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 inquiries and requests for
assistance from staff, Council, and the public.
2012 Workplan Emphasis
We will facilitate a planning session with stakeholders
that host activities and events in the Town Centre to
encourage continued collaboration and development of
these key events. We have identified a number of tools
and resources that will support the sustainability of fee
for service partners, such as the Maple Ridge/Pitt
Meadows Arts Council, Ridge Meadows Seniors Society,
and Maple Ridge Historical Society, and we will work to
expand them in 2012.
As we work to increase our emphasis on neighbourhood
development, we will establish a strategy to support
capacity building at the neighbourhood level and will
facilitate the development of systems that increase
communication among municipal departments about
neighbourhood projects to improve the flow of
information to and from neighbourhoods. In addition,
we will continue to refine tools that support the function
of the Maple Ridge/Pitt Meadows Parks & Leisure
Services Commission as well as administrative systems,
policies, and procedures that ensure the efficient
function of the department. In this regard, policy work
will include the development of sponsorship guidelines
and an implementation schedule for the 2010 Parks,
Recreation, and Cultural Plan
Performance Measurement
HIGH-LEVEL COMMUNITY GOALS
Citizens Who are Satisfied with Parks and Leisure Services
Target Statement
Ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles.
Overview
Parks & Leisure Services include a broad range of opportunities for citizens to participate in active and social
activities designed for children, youth, adults, families, and senior citizens. This includes group and individual
fitness, aquatic, skating, outdoor, and social programs as well as sport fields, parks, trails, and dyke trails.
88 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – ADMINISTRATION
Status Report
Percentage of citizens who are satisfied (rated as Excellent or Good) with Parks & Leisure Services.
Source: Parks and Recreation Survey conducted by Justason Marketing 2011.
Organization Chart
Recreation Manager
Community
Connections
Shelley Jorde
General Manager:
Community
Development, Parks &
Recreation Services
Kelly Swift
Director of
Parks & Facilities
David Boag
Manager Parks
Planning &
Development
Bruce McLeod
Facilities
Operations
Manager
Michael Millward
Manager Parks &
Open Space
Geoff Mallory
Director of
Community
Services
Sue Wheeler
Executive Assistant
Ingrid Kraus
Director of
Recreation
Wendy McCormick
Senior Recreation
Manager
Pitt Meadows Area
Don Cramb
Recreation
Manager Health
and Wellness
Christa Balatti
Manager of
Business
Operations
Danielle Pope
Recreation Manager
Youth &
Neighbourhood
Services
Tony Cotroneo These positions all report to CDPR but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
GM Community Dev, Parks & Rec. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Emergency Program Assistant 0.5 0.2 0.3 1.0 1.1 1.0 - - - -
Full-Time Equivalent 2.5 2.2 2.3 3.0 3.1 3.0 2.0 2.0 2.0 2.0
0
20
40
60
80
100
2002 2005 2008 2011 2012
Actual % of satisfied citizens Target
District of Maple Ridge Financial Plan 2012 – 2016 89 | Page
CDPR – ADMINISTRATION
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – CDPR Administration
All figures represent $’000 (thousands)
Comments:
Other Outside Services – A Citizen’s Satisfaction Survey is carried out every three years.
Grants & Donations – Neighbourhood development initiatives.
PM - Cost Recovery (multiple) – Cost share with Pitt Meadow based on proportion of the population in Pitt
Meadows relative to Maple Ridge.
Salaries – The budget is in line with the wage and benefit cost contingency. In 2012 through 2016 there is
funding to address costs associated with Parks & Recreation Master Plan.
Special Projects – The 2011 budget contained funding for the Fraser Riverfront Master Plan. 2011 includes work
on the Leisure Center plus ongoing funding for the Public Art Program.
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
Comments:
Miscellaneous (multiple) – Increased association membership budgets to reflect increasing costs.
Salaries – Salary increases are due to regular increases plus the addition of Parks Planning Technician mid 2011.
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.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Contributions from Others (40000-4820)-- 35 -------
Conventions & Conferences (41200-6051)10 12 12 13 1 10%13 13 13 13
Other Outside Services (41000/41200-7051)5 27 20 5 - 15 -77%5 35 5 5
PM - Cost Recovery (41200-4236)- 66 - 73 - 70 - 70 1 -1%- 71 - 81 - 77 - 79
Grants & Donations (41200-6180)-2 15 75 60 400%----
Salaries (41200-5500)270 266 368 296 - 72 -20%535 916 1,342 1,796
Special Projects (40000-6385)85 18 126 154 28 22%70 70 70 70
Supplies (41200-6300)1 -3 2 - 2 -50%2 2 2 2
TOTAL CDPR-ADMIN 305 217 473 474 1 0%553 953 1,354 1,806
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Bank Charges (47500-6030)33 36 32 36 4 13%36 36 36 36
Insurance (41210-6210)88 99 103 111 8 7%111 111 111 111
Miscellaneous (multiple)22 24 26 30 4 15%30 30 30 30
Salaries (multiple)2,023 2,307 2,504 2,685 182 7%2,770 2,857 2,946 3,037
Service Severance Costs (41400/42000-5150)41 54 72 72 -0%72 72 72 72
SS Allocation (41000-5425)- 2,389 - 2,698 - 2,463 - 2,637 - 175 7%- 2,707 - 2,781 - 2,858 - 2,936
Supplies (multiple)37 23 41 31 - 10 -24%29 29 29 29
Supplies - Software (41100-6280)79 79 89 89 -0%89 89 89 89
Vehicle Costs (41100/41400-6430)55 59 35 37 2 5%38 38 39 40
TOTAL CDPR-SUPPORT - 12 - 17 438 452 14 3%465 479 493 507
90 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – COMMUNITY SERVICES
Services Provided
The Community Services Department is comprised of
four functions: Children’s Services, Youth Services,
Neighbourhood Development, and Social Planning.
Children’s Services provides recreation program
services for preschool children (0 - 5 years), school age
children (6 - 12 years), throughout Maple Ridge and Pitt
Meadows.
Youth Services provides recreational programming for
youth (13 - 18 years) throughout Maple Ridge and Pitt
Meadows. This area also oversees the Greg Moore and
Pitt Meadows Youth Centres and the programming of
Thomas Haney School Yard and Pitt Meadows Youth
Action Parks.
The children and youth areas utilize a benefit-based
approach to program development with a focus on
active living and leadership development. As concerns
grow regarding inactivity levels and the effects of the
growing numbers of children and youth living in poverty,
partnerships have been developed to offer
programming within a collaborative framework
increasing the department’s ability to respond to the
complexity of growing needs of kids in these age
groups.
Community Services recognizes the important role
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
development of partnerships and through the
contribution to community wide initiatives.
Social Planning under the direction of the Social
Planning Advisory Committee supports and promotes
initiatives focused on improving the social well-being of
the community. Work is concentrated in four focus
areas: building community capacity through Social
Services Network Development; encouraging and
promoting Community Solutions initiatives; Community
Building efforts, programs and activities; and by
encouraging socially sustainable practices for current
and future citizens.
2012 Workplan Emphasis
We will continue work in children and youth recreation
programming to expand active opportunities, to
incorporate nutritional education components, and to
expand outdoor adventure and leadership
opportunities.
We will continue to work with School District No. 42 to
increase recreation program access to schools.
We will continue to support Neighbourhood Champions
to encourage leadership development and to provide
opportunities for them to network and mentor each
other. We will support the Champions with their efforts
to establish a neighbourhood network, promoting active
based programming and more recreational
opportunities in their neighbourhood. We will connect
Champions and our experts in the District to design and
implement a mechanism for communication within the
community.
We will continue to support the implementation of the
Port Haney Neighbourhood Change project action plan.
We will continue to support Neighbourhood School
Gardens, the Haney Farmers Market Society, and
Golden Ears Food Education and Strategy Table (FEAST)
to educate and promote urban agriculture and the
importance of eating locally.
Work will begin with the Alouette Home Start Society to
establish an operating plan and neighbourhood
advisory groups for the Alouette Heights supportive
housing project and Route 29 Youth Transitioning
housing.
District of Maple Ridge Financial Plan 2012 – 2016 91 | Page
CDPR – COMMUNITY SERVICES
Performance Measurement
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.”
HIGH-LEVEL COMMUNITY GOALS
Support the Community Social Service Network
Target Statement
Support the community social service network in a collaborative process to access additional resources to address
community needs, issues, and priorities.
Overview
District Social Planning staff identify, promote and support various partnerships and networks with community
agencies, Provincial Ministries, not-for-profits, community groups and volunteers to provide local government and
community services in a cost-efficient, effective and timely manner. The level of funding these groups are able to
obtain from local, regional, provincial and federal programs through collaborative practices is an indicator of the
additional support they are able to bring to the community to address community needs, issues and priorities.
Status Report
The decreases in 2011 were not as significant as expected as some of the provincial gaming funding was restored
following considerable community consultation.
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2004 2005 2006 2007 2008 2009 2010 2011 2012
Actual dollars accessed Target
92 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – COMMUNITY SERVICES
Organization Chart
Director of
Community
Services
Sue Wheeler
Administrative
Assistant
Pat Shiratti 0.5 FTE
Recreation Manager
Youth &
Neighbourhood
Services
Tony Cotroneo
Recreation Coordinator
(Neighbourhood Dev)
Christine
DiGiamberardine
Recreation
Coordinator
(Core Area)
Brian Patel
Youth Programmer
Adam Rieu
Meghan MacMillan
Program Assistant I
(Youth)
Richard Bosma
Lee Stevens 0.5 FTE
Youth Workers
37 PT
Recreation
Coordinator (Social
Planning/Children’s)
Shawn Matthewson
Youth
Programmer
(Children’s)
Jennifer Baillie
Program Assistant I
(Children’s)
Kathryn Shiratti
0.5 FTE
Children’s
Recreation Leaders
41 PT
Program Assistant I
(Active Kids Club)
Clint Gamache
Active Kids Club
Recreation
Leaders 26 PT
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director of Community Services - 0.1 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Manager Youth &
Neighbourhood Services
- - - - - - 0.7 1.0 1.0 1.0
Recreation Manager - Central 1.0 0.9 - - - - - - - -
Recreation Coordinator 1.4 2.0 2.2 3.0 3.2 3.2 3.2 3.0 3.0 3.0
Youth Program Supervisor - - - - 0.6 1.0 - - - -
Youth Programmer 2.9 3.0 3.0 3.0
Recreation Programmer 2.0 2.1 1.9 1.8 1.4 1.1 - - - -
Administrative Assistant - - - - 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant II 0.6 0.7 - 0.7 2.0 - - - - -
Program Assistant I 2.9 3.4 4.3 4.3 2.6 5.3 2.8 3.0 3.0 3.0
Full-Time Equivalent 7.9 9.2 9.4 10.8 11.3 12.1 11.1 11.5 11.5 11.5
District of Maple Ridge Financial Plan 2012 – 2016 93 | Page
CDPR – COMMUNITY SERVICES
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Social Planning
All figures represent $’000 (thousands)
Comments:
Studies & Projects – Funding for onetime costs was included in the 2011 budget for a variety of Social Planning
Action Committee and neighbourhood building initiatives that were not completed in 2010, and were carried
forward.
Financial Plan – Youth
All figures represent $’000 (thousands)
Comments:
Programs/Program Costs – Additional programs increased Program Revenue and Program Costs.
Grants & Donations – SEED Community Grants.
Salaries – Budget adjustment transferred a Coordinator in 2011 budget to CDPR Support Services.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Salaries (52500-5500)80 86 85 88 3 4%91 93 96 99
SS Allocation (52500-5425)48 54 49 53 3 7%54 56 57 59
Studies & Projects (multiple)16 36 89 10 - 79 -89%10 10 10 10
TOTAL SOCIAL PLANNING 143 176 223 151 - 72 -33%155 159 164 168
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Lease Revenue (45022-4310)- 8 - 5 - 8 - 8 -0%- 8 - 8 - 8 - 8
Other Grant (Conditional) (45025-4258)- 83 - 85 - 31 - 31 -0%- 31 - 31 - 31 - 31
PM - Cost Recovery (45020/52400-4236)- 183 - 207 - 209 - 208 1 -1%- 216 - 225 - 234 - 243
Programs (multiple)- 426 - 421 - 348 - 339 9 -3%- 339 - 338 - 337 - 335
Prov. Grant (Conditional) (45020/45025-4252)- 65 - 42 -------
Prov. Grant (Unconditional) (45021-4253)- 21 - 16 - 13 - 13 -0%- 13 - 13 - 13 - 13
Total Revenue - 787 - 776 - 609 - 598 10 -2%- 606 - 614 - 622 - 629
Expense
Maintenance - General (multiple)22 23 25 25 0 0%25 25 25 25
Program Costs (multiple)465 441 340 349 10 3%358 367 376 386
Salaries (multiple)976 940 824 851 117 14%878 905 933 961
SS Allocation (45020-5425)143 162 148 185 37 25%190 195 200 206
Supplies (45022-6300)2 3 4 4 -0%4 4 4 4
Vehicle Charges (45026-6410)12 13 14 15 1 6%15 15 16 16
Total Expense 1,621 1,582 1,353 1,428 164 12%1,468 1,510 1,553 1,597
TOTAL YOUTH 834 806 744 829 174 23%862 896 932 968
94 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – PARKS & FACILITIES
Services Provided
The Parks & Facilities Department, in cooperation with
the Recreation Department, provides operational ser-
vices to a number of public meeting and activity facili-
ties, including the Leisure Centre, Greg Moore Youth
Centre, Pitt Meadows Family Recreation Centre, South
Bonson Community 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 municipal hall, fire halls, and public safety
buildings, as well as rental and leased properties
throughout the community.
The department is 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.
2012 Workplan Emphasis
We will facilitate a neighbourhood planning process to
provide input into the development of new park sites in
2012, including two Silver Valley parks and Firefighters
Park. We will also add fitness circuits to the Core Area
Park, Webster’s Corner Park, and Hoffmann Park.
We will implement several outdoor recreation
improvements by providing central access to water taps
at the cemetery, park washroom fixtures will be
changed to low flow devices, and installation or
upgrades to drainage will be undertaken on sports
fields and ball diamonds. New play equipment will be
installed at Albion Sports Complex, Whonnock Lake
Park, and Belle Morse Park. Improvements will be made
to the dog off-leash areas at North Bonson Park, Albion
Sports Complex, Webster’s Corner, and Volker Park.
We will manage, enhance, and maintain the trail
network in an environmentally friendly manner by
developing and implementing an equestrian and multi-
use trails inspection and management plan. We will
also manage habitat enhancement and wildlife
interface areas with the creation of a Bear Aware
program, recycling program, invasive species
management program, and a re-greening tree
replacement program.
We will carry out several building improvements
including the renovation of the second floor women’s
washroom at the Leisure Centre, installation of a
security camera at the RCMP building, and we will
conduct a tender process for replacement of the RCMP
building roof as well as for the municipal alarm
monitoring program. Maintenance work will be carried
out on several heritage buildings including the
replacement of flooring in Haney House.
Performance 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 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.
Natural gas consumption at the Leisure Centre is anticipated to maintain 2010 levels, which is a 44% decrease
from 2007 levels.
Our target for 2012 is to reduce electricity consumption in the Randy Herman Building by 5% from 2011 values
and in the Leisure Centre by 3% from 2011 values.
District of Maple Ridge Financial Plan 2012 – 2016 95 | Page
CDPR – PARKS & FACILITIES
HIGH-LEVEL COMMUNITY GOALS
Reduce Greenhouse Gas (GHG) Emissions
Target Statement
To reduce greenhouse gas emissions by 54% from the 2008 baseline. Since the Leisure Centre’s emissions are
caused by using electricity and natural gas, reducing emissions means we will be using less energy and saving
money.
Overview
The Leisure Centre is a multi-use facility which features a 6-lane 25-metre competition pool, a 4-lane 25-metre
teach pool, a leisure pool, toddlers pool, large swirl pool, water slide, warm wading pool, sauna, steam room and a
hot tub. There is also full size gym and weight room.
Status Report
Preliminary results for 2011 indicate higher than expected emissions levels. This may be due to a number of factors
including cold weather.
0
200
400
600
800
1,000
2007 2008 2009 2010 2011 2012
Actual tonnes of CO2 equivalent Target
96 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – PARKS & FACILITIES
Organization Chart
Director of
Parks & Facilities
David Boag
Facilities
Operations
Manager
Michael Millward
Facilities Mtce
Coordinator
Andrew McAusland
Tradesperson II
Carpenter
Mark Christiansen
Robert East
Tradesperson II
Plumber
Michael Albrecht
Tradesperson II
Electrician
Ryan Crapo
Recreation Facilities
Supervisor
Tim Gibson
Building Services
Supervisor
Mark Matthews
Jerry Newberry
Building Service
Worker
Louis Grant
Gary Ivory
Shawn Rhodes
Jack Skrukwa
Troy Springman
Lorne Trow
Not Hired
4.5 FTE
Manager Parks
Planning &
Development
Bruce McLeod
Senior P & LS Clerk
Nancé Worfolk
P & LS Clerk
Natasha LeSueur
Park Planning
Technician
Sylvia Pendl
Manager Parks &
Open Space
Geoff Mallory
Foreman III
Jane Baile
Tradesperson II
Gardener
Michelle Collette
Tradesperson I
Gardener
Paula Christianson
Peter Warmerdam
Labourer
Dan Olivieri
Foreman II
Cemetery
Arnie Grootendorst
Labourer
0.5 FTE
Foreman III
Randy VanTunen
Parks Worker
Burt Boyce
Labourer
Jeff Labinsky
Stewart Blakeman
Foreman II
Jim Gaudiuso
Equipment
Operator II
Glen Cote
Labourer
Tim Gregory
Brian Vander Kooi
+ 1.5 FTE
Grounds Keeper-
Fields
Malcolm McDougall
Playground
Maintenance Worker
Mike Barber
Booking Clerk
Karen Hansen
Trails Maintenance
Worker
David Hodgens
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director Parks & Facilities 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Facilities Operations Manager 1.0 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager Parks Planning and Dev’t - - - - - - - 1.0 1.0 1.0
Manager Parks & Open Space 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Parks Superintendent - - - - 0.9 1.0 0.8 - - -
Park Planning Technician - - - - - - 0.4 1.0 1.0 1.0
Facilities Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Recreation Facilities Supervisor - - - 0.6 1.0 1.0 1.1 1.0 1.0 1.0
Building Services Supervisor 1.0 1.0 1.0 1.0 1.1 1.1 1.3 2.0 2.0 2.0
Sr. Parks & Leisure Services Clerk - - - - 0.2 1.0 1.0 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 1.0
Booking Clerk - - - - - - 1.0 1.0 1.0 1.0
Foreman III 2.0 2.0 2.0 2.0 1.9 1.9 2.3 2.0 2.0 2.0
Tradesperson II - Carpenter 1.0 1.0 1.7 1.8 1.9 1.9 2.2 2.0 2.0 2.0
Tradesperson II - Electrician - - - - 0.8 1.0 1.1 1.0 1.0 1.0
Tradesperson II - Plumber - - 0.5 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Foreman II 1.0 1.0 1.7 1.2 0.9 1.0 0.9 1.0 1.0 1.0
Tradesperson II - Gardener 0.8 1.0 0.3 - - 0.2 1.1 1.0 1.0 1.0
Foreman II - Cemetery 1.0 1.0 1.0 0.9 1.0 1.0 1.2 1.0 1.0 1.0
Equipment Operator IVA - - - - - - 0.2 - - -
Grounds Keeper - Fields - - - - - - 0.6 1.0 1.0 1.0
Tradesperson I - Carpenter - 0.5 0.1 - - - - - - -
Tradesperson I - Gardener 1.0 1.8 1.7 1.7 1.9 1.7 1.1 2.0 2.0 2.0
District of Maple Ridge Financial Plan 2012 – 2016 97 | Page
CDPR – PARKS & FACILITIES
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Equipment Operator II 1.0 1.0 0.9 1.0 1.0 1.0 2.3 1.0 1.0 1.0
Trails Maintenance Worker - - - - - - 0.5 1.0 1.0 1.0
Labourer 4.8 4.3 7.8 7.6 7.5 6.8 5.9 7.0 7.0 7.0
Parks Worker - - - 0.7 1.0 1.0 0.8 1.0 1.0 1.0
Playground Maintenance Worker 1.0 1.0 - 0.7 1.0 1.0 1.1 1.0 1.0 1.0
Truck Driver II 1.0 1.0 1.0 0.1 - - - - - -
Building Service Workers 10.4 11.3 10.9 11.6 12.3 13.3 12.2 11.5 11.5 11.5
Full-Time Equivalent 31.1 32.8 36.4 37.6 41.5 41.8 45.2 46.5 46.5 46.5
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Parks
All figures represent $’000 (thousands)
Comments:
Maintenance - General – The expenses in this account are mainly labour and equipment charges.
Other Outside Services – Increase in the security costs for the downtown.
Financial Plan – Facilities
All figures represent $’000 (thousands)
Comments:
Maintenance (multiple) – The majority of the increase is due to janitorial and power costs at Fire Hall No. 1 and
Fire Hall No. 3. The balance of the increase is regular wage increases.
Taxes - Rental Properties – Property taxes on leased properties are budgeted here, but the actual expenses are
incurred in various cost centres.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Lease Revenue (43500/43300-4310)- 172 - 163 - 175 - 201 - 26 15%- 201 - 217 - 217 - 221
SS Allocation (43500-5425)24 27 25 26 2 7%27 28 29 29
User Fees (multiple)- 76 - 94 - 61 - 49 12 -19%- 50 - 51 - 52 - 52
Total Revenue -224 -231 -211 -224 -13 6%-224 -240 -240 -243
Expense
Maintenance - General (multiple)2,256 2,494 2,407 2,502 94 4%2,561 2,677 2,791 2,906
Other Outside Services (10000-7051)83 114 176 176 -0%126 126 126 126
PM - Cost Recovery (multiple)- 508 - 593 - 590 - 633 - 43 7%- 659 - 686 - 714 - 741
SS Allocation (multiple)478 540 493 527 35 7%541 556 572 587
Total Expense 2,309 2,554 2,485 2,572 87 3%2,569 2,672 2,774 2,877
TOTAL PARKS 2,085 2,324 2,274 2,348 74 3%2,345 2,432 2,534 2,634
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Insurance (11000-6210)20 20 23 24 1 6%24 24 24 24
Maintenance (multiple)298 330 337 374 37 11%374 375 375 375
Salaries (11000-5500)60 67 64 65 1 2%67 69 71 73
SS Allocation (11500-5425)263 297 271 284 13 5%291 299 307 316
Taxes - Rental Properties (10000/11500-4530)21 20 62 65 2 4%67 69 71 71
TOTAL FACILITIES 662 734 757 811 54 7%823 836 849 860
98 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – PARKS & FACILITIES
Financial Plan – Library
All figures represent $’000 (thousands)
Comments:
Contract – Library services are delivered through the Fraser Valley Regional Library; increases each year are
based on a cost share allocation model.
Financial Plan – Infrastructure
All figures represent $’000 (thousands)
Comments:
The funding for this area has been increased significantly. The additional funding is being provided through a
property tax increase to fund the maintenance of our assets.
Financial Plan – Cemetery
All figures represent $’000 (thousands)
Comments:
Maintenance - General – The increase is reflective of general organization-wide increase in salaries.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Contract (47200-7007)2,220 2,470 2,375 2,532 157 7%2,659 2,792 2,932 3,078
Lease Expense (47200-6230)14 14 14 14 -0%14 14 14 14
Maintenance - Buildings (47200-8060)183 186 171 172 1 1%172 172 172 172
Operating Capital (47200-9050)5 3 6 6 -0%6 6 6 6
Rentals (47200-4310/4500)- 1 - 0 - 2 - 2 -0%- 2 - 2 - 2 - 2
SS Allocation (47200-5425)43 49 49 53 3 7%54 56 57 59
TOTAL LIBRARY 2,464 2,722 2,614 2,776 161 6%2,904 3,038 3,180 3,328
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Infrastructure (multiple)1,263 1,249 1,316 1,255 - 61 -5%1,377 1,450 1,510 1,590
TOTAL INFRASTRUCTURE 1,263 1,249 1,316 1,255 - 61 -5%1,377 1,450 1,510 1,590
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fees (52100-4220)- 156 - 134 - 192 - 192 -0%- 192 - 192 - 192 - 192
Plots (52100-4450)- 216 - 166 - 279 - 279 -0%- 279 - 279 - 279 - 279
Interest (52100-4372)- 9 - 15 - 9 - 9 -0%- 9 - 9 - 9 - 9
Total Revenue -381 -315 -480 -480 0 0%-480 -480 -480 -480
Expense
Maintenance - General (52100-8056)180 183 193 201 8 4%207 212 218 224
Purchases (52100-7380)9 3 10 10 -0%10 10 10 10
SS Allocation (52100-5425)60 67 62 66 4 7%68 70 71 73
Total Expense 248 254 265 277 12 5%285 292 300 308
TOTAL CEMETERY - 132 - 61 - 214 - 202 12 -6%- 195 - 188 - 180 - 172
District of Maple Ridge Financial Plan 2012 – 2016 99 | Page
CDPR – RECREATION
Services Provided
The Recreation Department cooperation with the Parks
& Facilities 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, Ridge Meadows Seniors Society, Maple Ridge
Historical Society, 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 & Theatre, community halls, and the curling
club.
Services include delivering recreation and education
programs in arts and culture, aquatics, fitness, skating
and more either through drop-in or pre-registered
delivery models. A number of community services are
also provided, such as recreation access programs,
volunteer development, festival development, and
community planning tables for healthy community
initiatives. Customer service functions include
facility/arena bookings, program registration and
membership, and admission processing.
The Joint Services 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.
2012 Workplan Emphasis
We will continue to provide opportunities for physical
activity and exercise, appreciation of nature, and
outdoor recreation by producing trail guides promoting
no-cost active opportunities, promoting community use
of outdoor fitness circuits at Webster’s Corner, Core
Area Park, and Hoffmann Park, and developing a fee
structure and allocation policy for community
organizations who use outdoor facilities.
We will provide a variety of aquatic programs, ensure
that indoor recreation facilities and programs meet the
needs of the community, and offer ice programs that
benefit our residents while ensuring fair and equitable
use of facilities.
We will develop a guide for non-profit recreation service
providers on how to access low/no cost promotional
opportunities, conduct a customer feedback survey,
and review and update the Service Quality Plan.
We will also work with the Sports Council to develop a
vision and grow their membership and complete the
implementation of recommendations from the Life
Saving Society Aquatic Audit.
Performance Measurement
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.
Create a community culture where active living is part of daily life and promote through the provision of active
programs and facilities, active campaign messaging, and the development of active resources such as the
Outdoor Trail and Walking Guide.
Ensure that a broad range of opportunities are accessible to citizens to participate in, including both indoor and
outdoor leisure, recreation, and social pursuits.
100 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – RECREATION
HIGH-LEVEL COMMUNITY GOALS
Low Income Citizens Accessing Recreation Services
Target Statement
Increase participation of those not currently involved in leisure activities due to financial barriers.
Overview
Parks & Leisure Services offers a number of low-cost recreation opportunities to ensure that services are accessible
to all citizens. In addition, the department oversees the Participation Program, which provides reduced admission
and registration fees to families with a low-income. The department also collaborates with other agencies such as
School District 42 and corporate sponsors that support recreation access initiatives.
Status Report
In 2011, 2,536 subsidy memberships were provided to low-income citizens, representing 21.2% of the low-income
population.
Organization Chart
Director of
Recreation
Wendy McCormick
Administrative
Assistant .5 FTE
Pat Shiratti
Senior Recreation
Manager
Pitt Meadows Area
Don Cramb
Booking Clerk
Cathy O’Connor
Anji Rutquist 0.5FTE
Recreation
Manager Health
and Wellness
Christa Balatti
Recreation
Coordinator
Russ Brummer
Recreation
Programmer
Jackie Senchyna
Recreation
Programmer
Jeff Lemire
Program Assistant
Leisure Centre
Joanne Georgelin
0.5 FTE
Recreation
Coordinator-Aquatics
Janice Forsyth
Aquatic Leader III
David Delore
Not Hired
+1.9 FTE (PT)
Senior Aquatic
Leader
Meghan Mansfield
0.2 FTE
Aquatic Leader II
8 FTE (30PT)
Aquatic Leader I
8 FTE (40PT)
Manager of
Business
Operations
Danielle Pope
Promotional
Assistant
Tammy MacIver
Administrative
Coordinator
Diane Chamberlain
Clerk II
Chris Lisowsky
0.5 FTE
Office Supervisor -
Recreation
L/C and PMFRC
Julie Rengert
Registration Clerk/
Typist
Fay Paine
Cashier Clerk
Reception L/C
6.1 FTE (14PT)
Cashier Clerk
Reception PMFRC
1.8 FTE (4PT)
Parks & Leisure
Services Clerk
Joanne Georgelin
0 .5 FTE
Recreation Manager
Community
Connections
Shelley Jorde
Recreation Coord.
Leisure Access
Shayna Funk-Larmor
0.5 FTE
Recreation Coord.
Leisure Access
Petra Frederick
Recreation Coord.
Volunteer/
Special Events
Kathryn Baird
Special Events
Assistant
Darlene Slevin
Program Assistant
Special Events
Danielle Toth
0.5 FTE
0
5
10
15
20
25
2004 2005 2006 2007 2008 2009 2010 2011 2012
Actual % of low income citizens assisted Target
District of Maple Ridge Financial Plan 2012 – 2016 101 | Page
CDPR – RECREATION
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director of Recreation - 0.1 1.0 1.0 1.0 0.5 1.0 1.0 1.0 1.0
Manager Marketing & Customer Serv. 1.0 0.9 - - - - - - - -
Sr. 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
Recreation Mgr Health & Wellness 1.0 1.0 1.0 1.0 1.0 0.7 1.0 1.0 1.0 1.0
Recreation Mgr Community Connect. 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Business Operations - - - - - - 0.6 1.0 1.0 1.0
Administrative Coordinator - - - 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 3.6 4.0 4.2 3.3 3.8 3.6 4.3 4.4 4.4 4.4
Technical Support Supervisor 1.0 0.5 1.0 - - - - - - -
Office Supervisor - - - - 0.6 1.0 1.1 1.0 1.0 1.0
Aquatic Leader III 4.9 4.9 4.2 3.4 3.3 4.1 4.0 3.9 3.9 3.9
Recreation Programmer 1.4 1.0 1.9 2.0 2.1 2.3 0.9 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 0.5
Promotional Assistant - - - - - - 1.8 1.0 1.0 1.0
Special Events Assistant - - - - - 1.0 1.0 1.0 1.0 1.0
Senior Aquatic Leader - - - - - - 0.1 0.2 0.2 0.2
Customer Service Supervisor 3.0 2.5 3.0 3.0 2.3 1.0 - - - -
Working Supervisor Building Services 1.0 - - - - - - - - -
Booking Clerk 1.7 1.4 1.8 2.0 2.0 2.8 1.9 1.5 1.5 1.5
Parks & Leisure Services Clerk - - - - 0.7 0.6 - 0.5 0.5 0.5
Program Assistant - - 0.1 0.6 0.3 0.9 1.6 1.0 1.0 1.0
Clerk II 0.3 - 0.7 0.7 0.7 0.7 0.7 0.5 0.5 0.5
Cashier Clerk Receptionist 8.1 8.1 8.6 8.3 8.1 7.6 6.7 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
Aquatic Leader II 8.8 7.1 9.1 9.2 8.6 8.7 6.9 7.5 7.5 7.5
Aquatic Leader I 6.7 8.6 6.8 8.0 7.8 7.2 8.2 8.0 8.0 8.0
Other - 0.3 - - 0.1 - - - - -
Full-Time Equivalent 46.3 44.4 47.0 48.0 46.8 47.2 46.3 47.9 47.9 47.9
Contract staff are not represented.
102 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – RECREATION
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
Comments:
Programs – Program Fees were increased slightly.
Rentals – Rental rates were increased.
Program Costs (multiple) – Growth related increases in several fitness programs offered to the public.
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
Comments:
None.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Admin Fee (47500-4100)- 11 - 10 - 9 - 9 -0%- 9 - 9 - 9 - 9
Admissions (47500-4110/4111)- 875 - 865 - 841 - 862 - 21 2%- 882 - 893 - 909 - 923
Lease Revenue (47500-4310)- 54 - 62 - 57 - 57 -0%- 57 - 57 - 57 - 57
Lessons / Program Fees (47500-4320)- 388 - 387 - 350 - 360 - 10 3%- 360 - 360 - 360 - 360
Programs (multiple)- 233 - 265 - 296 - 296 - 25 8%- 296 - 296 - 296 - 296
Rentals (multiple)- 108 - 98 - 84 - 102 - 18 22%- 102 - 102 - 102 - 102
Total Revenue - 1,669 - 1,688 - 1,636 - 1,685 - 74 5%- 1,705 - 1,717 - 1,733 - 1,746
Expense
Cost of Goods Sold (47500-7300)6 4 9 9 0 1%9 9 9 9
Equipment (47500-7340)11 14 15 15 -0%15 15 15 15
Maintenance (47500-8057/8056)419 428 387 389 3 1%389 389 389 389
PM - Cost Recovery (47500-4236)- 360 - 334 - 402 - 411 - 10 2%- 424 - 439 - 453 - 467
Program Costs (multiple)489 370 423 436 13 3%442 446 444 444
Publicity & Promotions (47500-6330)83 53 63 63 -0%63 63 63 63
SS Allocation (47500-5425)436 492 449 468 19 4%481 494 507 521
Supplies (multiple)64 89 77 77 -0%77 77 77 77
Wages (multiple)1,879 1,834 1,939 2,004 64 3%2,064 2,127 2,191 2,257
Total Expense 3,027 2,950 2,961 3,050 90 3%3,116 3,181 3,243 3,308
TOTAL LEISURE CENTRE 1,358 1,262 1,324 1,365 16 1%1,411 1,464 1,510 1,562
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Admissions (47400/47410-4110)- 17 - 15 - 33 - 33 -0%- 33 - 33 - 33 - 33
Lessons / Program Fees (47400-4320)- 12 - 6 -------
PM - Cost Recovery (47410-4236)- 21 - 26 - 22 - 23 - 1 5%- 24 - 24 - 25 - 26
Total Revenue - 51 - 47 - 55 - 56 - 1 2%- 56 - 57 - 58 - 58
Expense
Maintenance - General (47400/47410-8056)44 45 41 41 0 1%41 41 41 42
Program Costs (47410-6325/6500)23 27 24 25 1 3%26 27 27 28
SS Allocation (47400-5425)48 54 49 53 3 7%54 56 57 59
Salaries (47410-5500/5600)26 26 27 28 3 11%29 30 31 32
Total Expense 140 151 141 147 8 5%150 153 157 160
TOTAL OUTDOOR POOLS 89 104 87 91 7 8%94 96 99 102
District of Maple Ridge Financial Plan 2012 – 2016 103 | Page
CDPR – RECREATION
Financial Plan – Seniors
All figures represent $’000 (thousands)
Comments:
Contract – The budget includes a 3% annual increase in the fee for service.
Financial Plan – Heritage
All figures represent $’000 (thousands)
Comments:
None.
Financial Plan – Special Services
All figures represent $’000 (thousands)
Comments:
None.
Financial Plan – Arts
All figures represent $’000 (thousands)
Comments:
Contract (multiple) – Ongoing incremental increases in the Arts Centre contract.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Contract (45010/47300-7007)208 212 212 218 6 3%224 230 236 236
Lease Revenue (47300-4310)- 20 - 20 - 20 - 20 -0%- 20 - 20 - 20 - 20
Maintenance - General (47300-8056)10 -15 15 0 3%16 16 17 17
PM - Cost Recovery (47300-4236)- 50 - 52 - 54 - 56 - 2 3%- 58 - 59 - 61 - 61
SS Allocation (47300-5425)60 67 62 66 4 7%68 70 71 73
TOTAL SENIORS 208 208 214 223 9 4%229 236 243 245
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Admissions (48000-4110)--- 2 - 2 -0%----
Contract (48000-7007)198 205 204 208 4 2%212 216 220 225
Maintenance - General (multiple)34 46 34 34 0 1%34 34 34 34
PM - Cost Recovery (48000-4236)- 51 - 57 - 54 - 55 - 1 3%- 56 - 57 - 58 - 59
SS Allocation (48000-5425)30 34 31 33 2 7%34 35 36 37
TOTAL HERITAGE 211 228 212 217 5 2%224 228 232 236
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Lessons / Program Fees (45010/45015-4320)- 44 - 48 - 40 - 40 -0%- 40 - 40 - 40 - 40
PM - Cost Recovery (45010-4236)- 38 - 41 - 43 - 44 - 1 2%- 45 - 46 - 48 - 49
Program Costs (45015-6325/6326)49 47 46 44 - 1 -3%45 47 48 49
Programs - Subsidized Admiss. (45015-6329)1 2 13 13 -0%13 13 13 13
Prov. Grant (Conditional) (45010-4252)- 38 - 43 - 43 - 43 -0%- 43 - 43 - 43 - 43
Salaries (multiple)131 143 134 137 3 2%140 143 146 148
SS Allocation (45010-5425)84 94 86 92 6 7%95 97 100 103
Supplies (multiple)15 13 21 18 - 3 -13%18 18 18 18
TOTAL SPECIAL SERVICES 159 167 174 178 4 3%183 189 194 199
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Contract (multiple)622 653 646 666 19 3%683 694 707 707
Lease Revenue (47700-4310)- 80 - 80 - 80 - 80 -0%- 80 - 80 - 80 - 80
Maintenance - General (47700-8056)12 13 7 7 0 2%7 7 7 8
PM - Cost Recovery (47700-4236)- 126 - 138 - 123 - 128 - 4 4%- 132 - 134 - 137 - 138
SS Allocation (47700-5425)84 94 86 92 6 7%95 97 100 103
TOTAL ARTS 511 543 536 557 21 4%573 585 597 599
104 | Page District of Maple Ridge Financial Plan 2012 – 2016
CDPR – RECREATION
Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
Comments:
Maintenance - General – The budget increase is reflective of general organization-wide increase in the salary
component of this account.
Financial Plan – Arenas
All figures represent $’000 (thousands)
Comments:
Lease Revenue – The actuals for lease revenue are in Lessons/Program Fees.
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.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Admissions (47610-4110)- 32 - 51 - 24 - 31 - 7 31%- 31 - 31 - 31 - 31
PM - Cost Recovery (46550-4236)-- 17 - 32 - 33 - 1 2%- 33 - 34 - 34 - 35
Program Fees (46550-4230)-- 4 - 10 - 10 -0%- 10 - 10 - 10 - 10
Rentals (46550-4500)-- 8 - 44 - 44 -0%- 44 - 44 - 44 - 44
Total Revenue - 32 - 80 - 110 - 118 - 8 7%- 118 - 119 - 119 - 120
Expense
Maintenance - Buildings (46550/47010-8060)134 177 181 184 3 2%241 245 249 254
PM - Cost Recovery (41210-4236)- 30 - 27 - 31 - 31 0 -1%- 32 - 33 - 34 - 35
Program Costs (46550-6325)1 13 62 62 -0%62 62 62 62
SS Allocation (47610/46000-5425)54 88 55 59 4 7%61 63 64 66
Wages (46550-5600)6 8 70 73 2 3%21 21 22 23
Total Expense 166 259 337 346 10 3%352 358 363 369
TOTAL PM HERITAGE HALL & SOUTH BONSON 134 179 227 229 2 1%234 239 244 249
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Admissions (multiple)- 37 - 35 - 41 - 43 - 2 5%- 44 - 44 - 45 - 45
Lease Revenue (47010/47100-4310)--- 27 - 27 -0%- 27 - 27 - 27 - 27
Lessons / Program Fees (47010/47600-4320)- 85 - 95 - 58 - 58 -0%- 58 - 58 - 58 - 58
PM - Cost Recovery (47100/47600-4236)- 124 - 201 - 153 - 159 - 6 4%- 168 - 187 - 187 - 187
Pitt Meadows Arena Revenue (47010-4325)- 1,035 - 815 - 1,000 - 1,000 -0%- 1,000 - 1,000 - 1,000 - 1,000
Rentals (multiple)- 195 - 188 - 181 - 190 - 9 5%- 193 - 197 - 200 - 204
Total Revenue - 1,477 - 1,334 - 1,459 - 1,476 - 17 1%- 1,489 - 1,512 - 1,516 - 1,520
Expense
Lease Expense (47010-6230)45 -68 68 -0%68 68 68 68
Maintenance - General (47100/47600-8056)20 20 20 20 -0%20 20 20 20
Program Costs (multiple)1,756 1,991 1,890 1,930 40 2%1,975 2,073 2,073 2,073
SS Allocation (47100/47600-5425)84 94 86 92 6 7%95 97 100 103
Total Expense 1,905 2,105 2,065 2,111 46 2%2,158 2,259 2,262 2,265
TOTAL ARENAS 428 771 606 635 29 5%669 747 746 745
District of Maple Ridge Financial Plan 2012 – 2016 105 | Page
CDPR – RECREATION
Financial Plan – Special Events
All figures represent $’000 (thousands)
Comments:
Special Events/Prov. Grant (Conditional) – 2010 Actual costs and revenues included onetime costs/grants for the
Olympic Torch Relay.
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
Comments:
Maintenance - General – The budget increase is reflective of general organization-wide increase in the salary
component of this account.
Salaries – The 2011 Budget variance is due to an unfilled position.
Wages – The cost of the After School Program was not budgeted prior to 2012.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Miscellaneous Income (45030-4390)- 7 - 1 - 1 - 1 -0%- 1 - 1 - 1 - 1
PM - Cost Recovery (45030-4236)- 48 - 55 - 50 - 52 - 2 4%- 54 - 55 - 57 - 58
Programs - Special Events (45030-4325)- 1 - 3 - 1 - 1 -0%- 1 - 1 - 1 - 1
Prov. Grant (Conditional) (45030-4252)- 45 - 2 - 2 - 2 -0%- 2 - 2 - 2 - 2
Salaries (45030-5500)120 121 117 121 4 4%125 129 133 137
Special Events (45030-6360)96 64 60 62 1 2%53 54 54 54
SS Allocation (45030-5425)84 94 86 92 6 7%95 97 100 103
TOTAL SPECIAL EVENTS 199 219 209 219 10 5%215 221 227 232
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fees (41250-4220)- 1 - 2 - 1 - 2 - 1 67%- 2 - 2 - 2 - 2
Lease Revenue (41250-4310)- 27 - 27 - 18 - 26 - 8 43%- 26 - 26 - 26 - 26
PM - Cost Recovery (41250-4236)- 150 - 140 - 139 - 145 - 6 4%- 148 - 152 - 156 - 160
Program Fees (multiple)- 111 - 110 - 129 - 133 - 4 3%- 135 - 136 - 138 - 139
Rentals (41250-4501/4502)- 50 - 49 - 55 - 57 - 2 4%- 58 - 58 - 59 - 59
Total Revenue - 340 - 328 - 342 - 362 - 21 6%- 368 - 374 - 380 - 386
Expense
Contract (46500-7007)12 11 15 15 -0%15 15 15 15
Maintenance - General (multiple)217 248 213 218 5 2%222 226 231 235
Program Costs (multiple)99 78 106 103 - 2 -2%103 103 103 103
Salaries (41250-5500/5503)149 106 161 167 6 4%172 178 183 189
SS Allocation (41250-5425)340 384 351 369 18 5%379 389 400 411
Supplies (multiple)22 14 18 18 -0%18 18 18 18
Wages (41250-5601/5602)32 33 -29 29 30 31 32 33
Total Expense 871 874 864 920 56 7%940 961 983 1,005
TOTAL PMFRC 531 546 522 558 35 7%572 587 603 619
106 | Page District of Maple Ridge Financial Plan 2012 – 2016
CORPORATE & FINANCIAL SERVICES
The Corporate & Financial Services Division (CFS)
guides the District’s financial, governance, and
technology activities, and provides support to the Police
and Fire departments. A summary of some of our 2011
accomplishments is shown below, followed by efficiency
and effectiveness initiatives, and the business
challenges relevant to the 2012-2016 planning period.
The subsequent pages will provide information on the
departments in this division, including staffing, 2012
workplan highlights, performance measurements, and
budgets. The departments within this division are
Administration, Clerk’s, Emergency Services, Finance,
Information Services, Fire, and Police.
Select 2011 Division Accomplishments
Conducted the 2011 Municipal election and
delivered the “Be a Voter” initiative in conjunction
with the Communications department.
Renewed agreements with the SPCA for operation of
the new animal shelter and with E-Comm for police
dispatch.
Fire prevention initiatives including the Fire & Safety
inspection program and public education.
Proactive policing, including crime reduction
strategies, and implementation of the Bar Watch
program.
Published and distributed the Budget document,
Annual Report, Citizens Report, and online
newsletter, and provided reports to set context for
2012-2016 business planning sessions.
Continued work on the Town Centre Investment
Incentives Program, including the acquisition of
strategic properties.
Efficiency/Effectiveness Initiatives
Implemented financial/accounting changes as
mandated by legislation and received a “Clean”
external auditor opinion.
Extensive records management work was done,
including the restoration and rebinding of archived
minutes from the late 1800s and early 1900s.
Entered into new agreements for our banking and
audit services with improved pricing.
Audio/visual equipment was upgraded in the Council
Chambers.
Implemented website improvements including
Council meetings video, Facebook and Twitter,
election results tabulation and reporting, expanded
online services, and narrated presentations.
Using senior RCMP staff to supervise General Duty
watches, utilizing integrated teams, civilianizing
police positions, engaging RCMP volunteers, and
utilizing Community Safety Officers and Auxiliary
Officers.
Improvements were made to our financial and
property systems to get the best value.
Business Perspective
Our investment in our people is starting to pay
dividends; people recently appointed to positions are
growing into their roles and positioning us well for our
future needs.
Possibility of a second dip in the economy creates a
need to remain conservative in our financial planning.
Contract management should include the Finance
Department in the earliest stages of development.
Public Sector Accounting Board changes continue to
present challenges as new accounting standards
must be adopted. Involvement in proposed standards
is critical during the development phase.
Increased involvement in capital and development
related programs require expanded knowledge base
for Finance Department staff.
The Records Centre is nearing capacity and the
archive facility is aging and at capacity. Social media
and other technologies present additional records
management challenges.
Advances in technology are changing the manner in
which the public will vote in local government
elections in the future.
Support from Provincial agencies for people requiring
assistance beyond the three days provided by
Emergency Social Services (ESS) is lacking and the
Federal Government is reducing funding of the Joint
Emergency Preparedness Program grant by 35%.
Although ESS volunteer recruitment has increased
greatly due to the new volunteer support software,
there are difficulties retaining volunteers for ESS
when there are no emergency events.
External customers have expectations of greater
access to the District through the Internet including
an increased variety and quality of channels of
communication and access to data resources.
Technology infrastructure changes require increasing
Finance Department commitments and 24/7
computer support is critical to the Fire Department.
Changing weather conditions are increasing the
potential for property damage claims and increasing
the number of incidents the Fire Department will be
required to attend.
Uncertainty in the delivery of ambulance care and an
increase in the aging population of Maple Ridge puts
a burden on the Fire Department, yet there is a need
to continue to motivate paid-on-call firefighters as the
number of emergency calls they respond to
decreases due to hiring of career members.
RCMP resources are impacted by the complexity/
multi-jurisdictional nature of crime, the Golden Ears
Bridge in terms of traffic and accessibility to criminals
and gang activity, legislative requirements with case
law, Crown Counsel requirement for disclosure
impacts transcription typing, economic impact on
crime, and a focus to get prolific chronic offenders off
the street.
RCMP recruitment challenges as levels of officer
experience decreases due to retirements.
District of Maple Ridge Financial Plan 2012 – 2016 107 | Page
CFS – ADMINISTRATION
Services Provided
The Corporate & Financial Services (CFS)
Administration Division 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.
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.
2012 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 2012-2016 Business
Planning process, and producing the Business Plan
Guidelines for 2013-2017.
We will assist with the Town Centre Investment
Incentive Program and support the Emergency
Operations Centre Preparation Plan.
We will assist the Fire Department with the continued
roll-out of the Master Plan by working with the Fire
Chiefs to develop plans for Fire Hall No. 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.
Performance Measurement
HIGH-LEVEL COMMUNITY GOALS
Best Practices in Infrastructure Management
Target Statement
Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life.
Overview
The District has an investment in infrastructure and other assets with an estimated replacement cost of $1.3 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.
108 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – ADMINISTRATION
Organization Chart
General Manager:
Corporate & Financial
Services
Paul Gill
Fire Chief/Director
Peter Grootendorst
Dane Spence
Assistant Chief
Community Safety
Officer
Mark Smitton
Assistant Chief Fire
Prevention Officer
Acting Rotation
Assistant Chief
Public Education
Officer
Timo Juurakko
Assistant Chief
Training Officer
Howard Exner
Chief Information
Officer
John Bastaja
Manager of
Information
Services
Chris Crabtree
Manager of
Legislative Services
& Emergency Prog
Ceri Marlo
Property and Risk
Manager
Ron Riach
Confidential
Secretary
Amanda Gaunt
Executive Assistant
Cindy Dale
Finance
Manager of
Business Systems
Kathleen Gormley
Manager of
Financial Planning
Trevor Thompson
Manager of
Revenue
& Collections
Silvia Rutledge
Manager of
Accounting
Catherine Nolan
Police Services
Senior Manager of
Police Services-
Finance & Admin
Maureen Jones
Manager of Police
Services –
Operations
Derrick Keist
These positions all report to CFS but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
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 0.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 1.5 1.5 1.8 2.0 2.0 2.0 2.0 2.0 2.0 2.0
0
10,000,000
20,000,000
30,000,000
40,000,000
50,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
$ spent on infrastructure rehabilitation Target
District of Maple Ridge Financial Plan 2012 – 2016 109 | Page
CFS – ADMINISTRATION
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – CFS Administration
All figures represent $’000 (thousands)
Comments:
Salaries – This account includes funding allocated to this Division to address costs associated with growth.
Legal – Legal fees budgeted in Clerks but expenses charged to department incurring the expense.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Conventions & Conferences (12000-6051)12 13 25 25 -0%25 25 25 25
Legal (41000-7030)11 10 -------
Memberships (12000-6270)0 1 1 1 -0%1 1 1 1
Miscellaneous (12100-6275)3 1 2 2 -0%2 2 2 2
Salaries (12000-5500)200 208 231 271 40 17%322 394 465 537
TOTAL CFS ADMIN 227 234 258 299 40 16%350 421 492 564
110 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – CLERK’S
Services 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.
We are the liaison between the District’s contract legal
service providers, Council and staff, and are
responsible for providing Council with up-to-date
legislative, statutory, and procedural information in the
increasingly complex legal environment in which local
governments operate.
We administer the Corporate Records Management
Program and are responsible for compliance with
Freedom of Information and Protection of Privacy
legislation.
We conduct the triennial general local and school
district elections as well as by-elections and referenda.
We are responsible for the acquisition and disposal of
all of the District’s 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 our
department.
2012 Workplan Emphasis
We will work with the Information Services Department
to improve the audio visual capabilities of the Blaney
Room to enable better communication of issues being
addressed at meetings.
We will reduce or eliminate the production of hard
copies of Council agenda packages and enhance
support of Council through technology.
We will investigate new technologies to enhance the
accessibility of the electoral process.
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
Performance 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.
District of Maple Ridge Financial Plan 2012 – 2016 111 | Page
CFS – CLERK’S
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Ceri Marlo
Confidential
Secretary
Amanda Gaunt
Property and Risk
Manager
Ron Riach
Conveyancing Clerk
(Contract)
Karen Kaake
Committee Clerk
Tracy Camire
0.7 FTE
Clerk Typist III
Diana Dalton
Mail Clerk
Malcolm Lee
0.6 FTE
Clerk III
Amanda Allen
Cashier Clerk
Lynn Marchand
0.7 FTE
Records
Coordinator
Not Hired 0.5 FTE
Records Manager
(Contract)
Val Billesberger
Emergency Program
Assistant/Emergency
Social Services Director
Barbara Morgan
Clerk II - Emergency
Program
Not Hired 0 .5 FTE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Manager of Legislative Services - - 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Municipal Clerk 1.0 1.0 - - - - - -
Property and Risk Manager 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 0.8 1.0 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 1.0
Committee Clerk 0.5 0.6 0.5 0.7 0.7 0.7 0.6 0.7 0.7 0.7
Clerk III - - - - - - 0.9 1.0 1.0 1.0
Clerk Typist III 1.2 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Legislative Clerk 1.1 1.4 1.2 1.4 1.2 1.8 0.5 - - -
Clerk II – Emergency Program - - - - - - - 0.5 0.5 0.5
Mail Clerk 0.6 0.6 0.7 0.8 0.8 0.7 0.7 0.6 0.6 0.6
Cashier Clerk - - 0.2 - 0.3 0.7 0.5 0.7 0.7 0.7
Other - - - - - - - 0.4 0.4 0.4
Full-Time Equivalent 6.4 6.6 6.5 6.9 7.0 7.9 8.2 9.4 9.4 9.4
Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
112 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – CLERK’S
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Clerks Department
All figures represent $’000 (thousands)
Comments:
Rentals – Future years’ budgets decline as properties demolished to make new parks.
Advertising – Funding for elections is included every 3 years.
Legal – Legal fees budgeted in Clerks, but expenses charged to department incurring the expense.
Studies & Projects – Funding for onetime costs was included in the 2011 budget (Silver Valley Land Sale -
Strategy Development).
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fees (11800/35000-4220)- 156 - 144 - 157 - 157 -0%- 157 - 157 - 157 - 157
Lease Revenue (multiple)- 1,520 - 1,456 - 1,665 - 1,669 - 4 0%- 1,673 - 1,673 - 1,673 - 1,673
Rentals (multiple)- 127 - 135 - 146 - 129 18 -12%- 117 - 117 - 117 - 117
Salaries Recovery (14000-5400)--- 25 - 25 -0%- 25 - 25 - 25 - 25
Total Revenue - 1,802 - 1,736 - 1,993 - 1,980 14 -1%- 1,972 - 1,972 - 1,972 - 1,972
Expense
Advertising / Elections (multiple)1 77 77 2 - 75 -97%2 77 2 2
Other Exp (multiple)74 105 64 54 - 10 -16%54 54 54 54
Insurance (multiple)728 764 830 818 - 13 -2%825 829 833 838
Insurance Recovery (12101-6209)- 359 - 374 - 433 - 451 - 19 4%- 458 - 458 - 458 - 458
Legal (12000/12103-7030)80 55 226 176 - 50 -22%176 176 176 176
Maintenance - Buildings (11800-8060)448 605 445 445 -0%445 445 445 445
Maintenance - General (14000-8056)22 74 42 37 - 5 -12%37 37 37 37
Postage & Courier (12101-6305)44 35 42 43 1 3%45 45 45 45
Salaries (multiple)555 574 660 683 23 4%703 724 746 767
Stationery (12000-6370)18 12 27 27 -0%27 27 27 27
Studies & Projects (12103/14000-6380)21 29 61 23 - 38 -63%23 23 23 23
Taxes - Rental Properties (multiple)42 47 61 50 - 1 -2%50 50 50 50
Total Expense 1,673 2,004 2,102 1,906 - 186 -9%1,927 2,027 1,978 2,004
TOTAL CLERKS - 130 269 108 - 74 - 173 -159%- 45 55 7 32
District of Maple Ridge Financial Plan 2012 – 2016 113 | Page
CFS – EMERGENCY SERVICES
Services Provided
The Joint Municipal Emergency Program (JMEP) is the
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, the Director of Operations and
Development Services, and the Emergency Program
Assistant.
Emergency Program Coordinators are responsible for
planning and developing the EMC response program
within the guidelines of the British Columbia Emergency
Response Management System (BCERMS). They also
provide input into the coordination of JMEP initiatives
with each municipality. In addition to the EMC,
representatives from municipal departments and
volunteers are involved. Meetings and training of the
EMC, Emergency Operations Centre (EOC) staff, and
Emergency Social Services (ESS) volunteers are held on
a regular basis jointly and separately.
An Emergency Program manual and supplementary
support manuals are kept up-to-date and distributed to
the appropriate departments within the two
municipalities.
2012 Workplan Emphasis
We will build depth in each position on the EOC by
identifying personnel for positions and providing
introductory training to new recruits.
In cooperation with Human Resources, we will develop
and implement a program to raise awareness of all
staff of the emergency program and determine the
needs, focus, and next steps for business continuity
within the District in the event of a disaster.
We will conduct a tabletop exercise to test the Farm
Animal Carcass Emergency Plan.
With the Communications Department, we will provide
the public enhanced access to information on personal
emergency preparedness and the emergency program
on the District’s website.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Ensure adequate commitment to Municipal Joint Emergency Program staff and volunteer development.
HIGH-LEVEL COMMUNITY GOALS
Emergency Services Volunteers
Target Statement
Support and promote citizen volunteer participation as a valuable leisure and recreation activity.
Overview
Volunteers provide an invaluable service to the community through their involvement with the Ridge Meadows
Volunteer Crime Prevention programs, Search & Rescue initiatives, and call-outs with Emergency Social Services
programs.
114 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – EMERGENCY SERVICES
Status Report
Flooding events in 2006 and 2007 increased the numbers of volunteers during those years.
Organization Chart
Municipal Emergency Program – Maple Ridge – Fully Activated EOC
EOC Director
Jim Rule
Risk Management Officer
Steve Traviss/Ron Riach
Liaison Officer
Ceri Marlo
Public Information Officer
Fred Armstrong
John Leeburn/CK Lee
Incident
Commander(s) (Single
or Unified)
Operations
Section Chief
Frank Quinn
Members
Russ Carmichael
Wayne Hardy
Connie Hol
Jodi Mitchell
Gail Stozcek
Barb Morgan – ESS
Don Tomlinson – ESS
Steve DiCastri – ARCC
Don Johannssen – BCAS
Lisa Anderson - BCCWC
Deirdre MacLachlan– FHA
Peter Grootendorst – Fire
Timo Juurakko – Fire
Mark Smitton – Fire
Todd Balaban – RCMP
Judy Dueck – SD42
Rick Delorme – SD 42
Rick Laing – SAR
Planning
Section Chief
Kelly Swift
Deputy
David Boag
Members
Sharon Anderson
David Cooke
Stephen Cote-Rolvink
Natasha LeSueur
Bernie Serne
Logistics
Section Chief
Daniela Mikes
Deputy
Clint Van Blanken
Members
Christina Crabtree
Larry Hodson
Craig Maitland
Dave Stevenson
Nichole Walsh
Nick Gaudiuso –
Communications
Finance
Section Chief
Paul Gill
Members
CK Lee
Catherine Nolan
Trevor Thompson
Clerical
Assistant to Director
Sandra Ramsay
Emergency Program Manager
Ceri Marlo
0
5,000
10,000
15,000
20,000
25,000
2006 2007 2008 2009 2010 2011 2012
# of Volunteer Hours with Emergency Services Target
District of Maple Ridge Financial Plan 2012 – 2016 115 | Page
CFS – EMERGENCY SERVICES
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Emergency Services
All figures represent $’000 (thousands)
Comments:
SS Allocation – As it has been transferred from CDPR to CFS, there is no longer any SS Allocation.
Contract – Contracted services are now being done by salaried employees.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Contract (23000-7007)19 0 35 -- 35 -100%----
Conventions & Conferences (23000-6051)2 2 3 3 -0%3 3 3 3
PM - Cost Recovery (23000-4236)- 12 - 13 - 14 - 14 - 0 3%- 15 - 15 - 16 - 16
Program Costs (23000-6325/6326)17 26 15 15 0 0%15 15 15 15
Prov. Grant (Conditional) (multiple)- 4 - 14 - 5 - 5 -0%- 5 - 5 - 5 - 5
Salaries (23000-5500)68 73 68 106 38 56%110 113 117 120
SS Allocation (23000-5425)24 --------
TOTAL EMERGENCY 114 74 102 105 3 3%108 111 114 117
116 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – FINANCE
Services 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 preparing and monitoring 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; developing and
maintaining financial systems; investing and
safeguarding the District’s financial assets; conducting
internal audits; and general cashiering services.
The department is also responsible for reporting on
financial matters to the Audit and Finance Committee.
2012 Workplan Emphasis
We will be conducting ongoing reviews of internal
controls as part of the department’s regular work
program, targeting Financial Records Retention and
General Accounts Receivable processes.
We will comply with pending provincial legislation
extinguishing the Harmonized Sales Tax (HST) in BC,
and implement tax changes as mandated by legislation.
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, conduct quarterly financial operating
reviews, and prepare an analysis of reserve funds/
accounts showing fund balances and additional
planned transfers.
We will prepare a Five-Year Financial Plan and develop
a financial strategy (model) to better address
infrastructure sustainability.
Performance Measurement
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.
District of Maple Ridge Financial Plan 2012 – 2016 117 | Page
CFS – FINANCE
HIGH-LEVEL COMMUNITY GOALS
Maximize Return on Investment
Target Statement
Maximize the return on cash and investments held by the District, while maintaining the safety and liquidity of the
underlying funds.
Overview
The District maintains cash balances for several reasons. For example, property tax revenue arrives generally all at
once to fund a year of expenditures. In addition, reserve balances are held for a variety of reasons such as for long-
term capital projects. The Finance Department manages a portfolio of investments averaging over $100 million. A
conservative management philosophy is based primarily on safety, liquidity, and return on investment.
Status Report
2011 Money Market and short term rates remained near historic lows. Interest rates for all terms are projected to
start increasing slowly over the next few years.
0
1
2
3
4
5
6
2006 2007 2008 2009 2010 2011 2012
Actual % return on investment Target
118 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – FINANCE
Organization Chart
Finance
Manager of
Accounting
Catherine Nolan
Accountant III
Shannon Laxton
Accountant I
Bernice Carstensen
Accounting Clerk II
Deb Kinar
G’Ann Rygg
Not Hired
Manager of Revenue
& Collections
Silvia Rutledge
Accounting Clerk -
Revenue
Elisa Weel
Cashier Clerk
Sally Dixon
Michelle Farrance
Joanna Kang
Cashier Clerk
0.6 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 Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director of Finance 1.0 1.0 0.6 - - - - - - -
Municipal Accountant 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 1.0
Manager of Financial Planning - 0.2 1.0 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 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 2.7 2.4 - - - - - - - -
Budget Officer 0.2 - - - - - - - - -
Accountant III 0.8 0.9 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Budget Analyst - - - - - - 0.9 1.0 1.0 1.0
Accountant I - - 0.3 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Accounting Clerk - Revenue - - 0.6 1.0 1.0 1.1 1.2 1.0 1.0 1.0
Accounting Clerk II 3.9 4.7 4.2 3.6 3.7 3.6 4.1 4.0 4.0 4.0
Cashier Clerk Finance 3.0 2.9 3.2 3.3 3.1 3.4 3.5 3.0 3.0 3.0
Clerk II 2.3 1.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Cashier Clerk (Tax Time Coverage) 0.7 0.7 0.9 1.1 0.6 0.4 - 0.6 0.6 0.6
Full-Time Equivalent 16.6 16.6 17.8 17.3 16.4 16.5 17.7 17.6 17.6 17.6
District of Maple Ridge Financial Plan 2012 – 2016 119 | Page
CFS – FINANCE
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Finance Department
All figures represent $’000 (thousands)
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 2011 budget (Install capital reporting system; fixed
assets - software implementation). These projects were not completed in 2011 and will be carried forward to
2012.
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
Comments:
Grants in Lieu – Grants in lieu of property taxes increased in 2011 and 2012 due to the expansion of the
Corrections facilities.
Parcel Charges – Blue Box/Recycling – This increase includes rate increases of 6%. The remainder of increase is
due to expanded collection areas and new construction.
Taxes – General – This increase includes new revenue due to new construction of 1.7% (2012), a general
increase 3%, an increase of 1% to fund the replacement of existing infrastructure. The balance of the increase is
the continued implementation of the Fire Department Master Plan.
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
Comments:
Transfers to and from reserves are mostly used to fund the capital program.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Other Exp (multiple)28 42 51 51 -0%51 51 51 51
Audit Fees (12200/12210-7000)79 53 50 50 -0%50 50 50 50
Salaries (multiple)1,220 1,375 1,512 1,428 - 84 -6%1,471 1,515 1,562 1,610
Salaries Recovery (12200/12210-5400)- 232 - 239 - 239 - 246 - 7 3%- 253 - 261 - 269 - 269
TOTAL FINANCE 1,095 1,231 1,375 1,284 - 91 -7%1,319 1,355 1,395 1,443
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Grants in Lieu (multiple)- 1,851 - 2,241 - 2,185 - 2,332 - 147 7%- 2,362 - 2,372 - 2,382 - 2,392
Interest Paid on Tax Prepaymnt (16000-4001)18 48 100 100 -0%100 100 100 100
Local Improvement Program (multiple)- 65 - 20 - 19 - 19 -0%- 19 - 19 - 19 - 19
Parcel Charges - Blue Box (16000-4011)- 819 - 883 - 884 - 989 - 106 12%- 1,039 - 1,091 - 1,146 - 1,202
Parcel Charges - Recycling (16000-4010)- 726 - 757 - 759 - 819 - 60 8%- 860 - 903 - 948 - 995
Taxes - General (16000-4000)- 52,869 - 56,414 - 56,262 - 60,352 - 4,091 7%- 64,799 - 69,485 - 74,512 - 79,903
TOTAL FIN SERVICES-TAX REVENUE - 56,311 - 60,266 - 60,008 - 64,411 - 4,403 7%- 68,979 - 73,771 - 78,907 - 84,412
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Appropriation of Surplus (10000-9010)11 87 87 30 - 57 -65%7 7 384 879
Other 254 205 555 615 60 11%863 1,211 1,426 1,728
Transfer in from Reserve for Committed Projects - 2,367 - 2,654 - 2,457 - 201 2,256 -92%- 21 - 90 - 15 - 9
Transfer to Capital Funds (multiple)2,710 2,172 2,861 2,672 - 189 -7%2,004 2,802 3,054 2,880
Transfers In (multiple)- 7,260 - 8,371 - 9,478 - 9,349 129 -1%- 9,093 - 9,042 - 9,030 - 9,177
Transfers Out (multiple)15,953 19,749 11,802 12,477 675 6%13,663 14,104 15,363 16,980
TOTAL FISCAL SERVICES - TRANSFERS 9,301 11,189 3,371 6,244 2,873 1 7,424 8,992 11,182 13,281
120 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – FINANCE
Financial Plan – Fiscal Services - Debt
All figures represent $’000 (thousands)
Comments:
Debt – Interest & Principal – The 2012 budget reduction reflects delayed implementation of some capital projects
funded by debt. The majority of the borrowing is yet to occur due to the fact the associated work has not been
completed.
Financial Plan – Financial Services - Grants
All figures represent $’000 (thousands)
Comments:
Prov. Grant (Conditional) – Anticipated gaming funds of $500K annually are expected from the Community
Gaming Centre.
Prov. Grant (Unconditional) – Change in timing of Provincial payments resulted in higher than expected traffic fine
cost recovery in 2011.
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
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 2011.
Surplus – These funds are used to fund one-time projects that are a priority for Council. Items that are being
funded through accumulated surplus for 2012 and 2013 include:
- $25,000 a year for a facade improvement program in the downtown
- $75,000 in 2012 for Commercial Industrial Study
- $25,000 in 2012 for Zoning Amenities Report
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Debt - Interest (multiple)2,244 2,178 3,070 3,032 - 38 -1%2,631 2,528 2,422 2,312
Debt - Principal (multiple)1,846 1,878 4,741 6,489 1,748 37%5,568 5,632 5,699 5,768
Interest on Liabilities 225 213 67 79 13 19%90 101 112 112
TOTAL FISCAL SERVICES - DEBT 4,315 4,270 7,878 9,601 1,723 22%8,289 8,261 8,232 8,192
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Prov. Grant (Conditional) (10000/12400-102-4252)- 153 - 790 - 411 - 543 - 132 32%- 552 - 552 - 552 - 552
Prov. Grant (Unconditional) (10000-102-4253)- 923 - 1,314 - 942 - 942 -0%- 942 - 942 - 942 - 942
TOTAL FIN SERVICES-GRANTS - 1,076 - 2,104 - 1,353 - 1,485 - 132 10%- 1,494 - 1,494 - 1,494 - 1,494
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Admin Fee (15000/30000-4100)- 85 - 52 - 35 - 45 - 9 26%- 45 - 45 - 45 - 45
Auction Proceeds (15000-4410)- 3 - 3 - 20 - 7 13 -65%- 7 - 7 - 7 - 7
Contributions from Others (multiple)-- 14 - 2,504 - 2,504 -0%- 2,504 - 2,504 - 2,504 - 2,504
Fees (multiple)- 15 - 102 - 8 - 8 -0%- 8 - 8 - 8 - 8
Gain/Loss - Property 4 Resale (15000-4298)- 396 - 672 -------
Information Fees (15000-4280)- 132 - 120 - 120 - 120 -0%- 120 - 120 - 120 - 120
Interest on A/R (15000-4290/4291)- 172 - 200 - 171 - 171 -0%- 171 - 171 - 171 - 171
Investment Interest (15000-4295)- 2,706 - 2,663 - 1,015 - 1,035 - 20 2%- 1,055 - 1,075 - 1,075 - 1,075
Miscellaneous Income (15000-4390)- 62 - 68 - 36 - 36 -0%- 36 - 36 - 36 - 36
Municipal Plate Fees (15000-4221)- 25 - 20 - 22 - 22 -0%- 22 - 22 - 22 - 22
Surplus (15000-4520)- 169 - 119 - 529 - 125 404 -76%- 25 ---
Tax Penalties (15000-4440)- 640 - 698 - 555 - 590 - 35 6%- 625 - 660 - 695 - 730
TOTAL FIN SERVICES-OTHER REVENUE - 4,405 - 4,732 - 5,015 - 4,662 353 -7%- 4,617 - 4,647 - 4,682 - 4,717
District of Maple Ridge Financial Plan 2012 – 2016 121 | Page
CFS – INFORMATION SERVICES
Services Provided
The Information Services (IS) Department is
responsible for managing corporate computer systems,
data resources, and supporting technology
infrastructure. The IS team supports the operation of
423 business computers, 42 virtual servers running on
42 physical servers, and all the associated software
and databases over ten locations within the community.
More than 20 different enterprise-wide business
systems run on the computer network which includes a
financial system, property and taxation system, payroll
system, materials management, budget system,
recreation system, facility bookings, business licences,
and the Geographic Information System. The
department also maintains corporate communications
assets which include telephone, radio, email, networks,
switches, and servers.
Beyond day-to-day operations, the department also
coordinates strategic technology direction and
investments, develops common standards and
architectures, and provides business solutions to help
frontline departments deliver public services efficiently.
A major service area for the department is in providing
technical advice, data management and reporting, and
project management assistance to maximize the use of
our technology investments and add value to the
business units in their use of information technology.
2012 Workplan Emphasis
In the coming years, we will be concentrating on four
objectives: engagement, transparency, trust, and
transformation.
In the engagement area, the department will be
working to improve the website and web-based
services, as well as improving access to information
resources by implementing an electronic document
management system. Further, fundamental
improvements to the District’s fibre optic network will
permit better access to such information resources and
business processes.
For the transparency area, prime effort will be given to
improving access to data resources for business
process improvements, including on-line access to
business transactions, an improved information
security model to allow access to corporate data
resources, and to look at opportunities to utilize open
sources software, shared services, and strategic
alliances to improve services and access, and to lower
costs.
In consideration of the trust objective, we will
concentrate on improving our business continuity and
disaster recovery efforts at Fire Hall No. 1, supporting
Emergency Operations efforts, upgrading some of our
back-end infrastructure to ensure reliability, and
evaluating some of our back-end technologies to
ensure value-for-money.
With respect to transformation, we will continue to
evolve the department through succession planning
efforts and training staff, and to continue to look for
opportunities to improve workflows and the use of
technology where it makes strategic sense
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Meet or exceed client expectations in 95% or more cases among information technology service calls that are
rated.
122 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – INFORMATION SERVICES
HIGH-LEVEL COMMUNITY GOALS
Website Visits
Target Statement
Raise website visits by 5% per year from 2007 baseline by driving more District business to the website with quality
information and services.
Overview
In terms of the best way of communicating with residents, preferences continue to shift away from traditional print
toward digital mediums. It is expected that the District website will become increasingly important in communicating
and providing services to residents.
Status Report
Website visits increased by 4% over 2010 as a result of many new features being added. These include Facebook,
Twitter, and Council Videos.
Organization Chart
Chief Information
Officer
John Bastaja
Manager of
Information
Services
Christina Crabtree
Business Systems
Analyst
Oliver Schurer
Network Support
Specialist
Sean Serediuk
Network Analyst
Caroline Harrison
Dave Hartnell
GIS Coordinator
David Cooke
Information Services
Support Specialist
Colin Andre
Senior Analyst
Programmer
Janet Dickson
Suresh Narayan
User Support
Assistant
Brad Clark
Carolyn Craigon
Systems Analyst I
Angela Yan
Not Hired
Systems Analyst II
Natalie Kovach
Jay Lee
0
200,000
400,000
600,000
800,000
1,000,000
1,200,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
Website Visits Target
District of Maple Ridge Financial Plan 2012 – 2016 123 | Page
CFS – INFORMATION SERVICES
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
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 0.7 1.0 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 0.6 - - - - -
Business Systems Analyst 1.0 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0
GIS Coordinator 0.7 1.0 1.0 1.0 1.1 1.1 1.2 1.0 1.0 1.0
Network Support Specialist 1.0 1.5 1.7 1.0 1.0 1.1 1.1 1.0 1.0 1.0
Senior Analyst Programmer 2.0 2.3 3.0 3.0 3.0 2.7 2.1 2.0 2.0 2.0
Systems Analyst 1.3 0.7 - - - - - - - -
Network Analyst - - - - - - 0.5 2.0 2.0 2.0
Systems Analyst II - - - - - - 1.0 2.0 2.0 2.0
Info Services Support Specialist - - - 0.9 2.0 2.1 1.5 1.0 1.0 1.0
GIS Technician 0.5 0.6 0.5 - - - - - - -
Computer Support Specialist 2.0 1.5 1.0 0.5 - - - - - -
Junior Systems Analyst - - - 1.5 2.0 2.0 - - - -
System Analyst I - - - - - - 2.1 2.0 2.0 2.0
User Support Assistant 0.9 1.1 2.0 1.5 1.6 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalents 12.1 12.7 13.2 13.4 14.3 14.1 14.5 16.0 16.0 16.0
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Information Services
All figures represent $’000 (thousands)
Comments:
Lease Revenue – Revenue from leasing a communications tower began in mid 2011.
Salaries – 2012 budget increase for an additional Network Analyst position in addition to regular increases for
existing staff.
Software Maintenance – Maintenance costs are increasing with addition of software systems. 2012 budget
updated to reflect current maintenance agreements.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Consulting (12310-7005)91 38 52 32 - 20 -39%32 32 32 32
Equipment Maintenance (12310-8030)22 29 88 71 - 17 -19%71 71 71 71
Other Exp (multiple)23 37 31 31 0 0%31 31 32 32
Lease Revenue (12000-100-4310)-- 22 - 45 - 45 -0%- 45 - 45 - 45 - 45
Salaries (12310-5500)1,250 1,315 1,386 1,528 142 10%1,486 1,525 1,568 1,613
Salaries Recovery (12310-5400)- 200 - 200 - 254 - 298 - 44 17%- 320 - 320 - 320 - 320
Software Maintenance (12310-7070)585 563 516 693 178 34%720 740 760 780
Supplies (12310-6300)18 51 15 15 -0%15 15 15 15
Transfers Out (12300-ERR-9400)307 307 307 200 - 107 -35%200 200 200 200
Utilities - Telephone (12000/12310-6520)72 86 71 71 -0%71 71 71 71
TOTAL INFORMATION SERVICES 2,167 2,205 2,166 2,299 133 6%2,261 2,319 2,383 2,448
124 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – INFORMATION SERVICES
Capital Works Program – Information Services
Section > Project 2012 2013 2014 2015 2016
Technology 1,423 949 536 941 1,217
Air Conditioner Upgrade – IS Server Room 20 - - - -
Amanda Licensing - 25 - - -
Amanda Mobile 35 - - - -
Cheque Scribe 10 - - - -
Document Management 450 - - - -
Equip: Info Services 560 560 230 391 570
Equip: Wireless Data System - - 22 - -
Fibre Optic Network - Fire Hall #4 Ph 4 - - 50 - -
Fibre Optic Network - Transit Exchange - 71 - - -
Financials New Version - Phase 1 - - - 500 -
Financials New Version - Phase 2 - - - - 500
GIS Infrastructure Package - 75 75 - -
Infrastructure Growth 50 50 50 50 50
In-House Training For ArcGIS 15 - - - -
IT Disaster Recovery Infrastructure - - - - 97
IT Fibre GVRD Wm Reclam Study - 40 - - -
Large Format Plotter Purchase - 20 - - -
Lookup Migration To ArcGIS Server 10 - - - -
Management Reporting Software Phase 2 - - 40 - -
Migrate Oracle To SQL 85 - - - -
Production Legacy Replacements - 25 - - -
SDE Geodatasbase Oracle To SQL server 10 - - - -
See-It Improvements 15 15 - - -
Server Room Upgrade - Racks 26 - - - -
Upgrade/Buy Fme ArcGIS Extension Licenses 14 - - - -
Video Production / Conferencing - 43 - - -
Voting Software - - 69 - -
Website Home Page Rebuild 25 - - - -
Website Improvements 20 - - - -
Website Payments 54 - - - -
Wireless Infrastructure For DMR 25 25 - - -
District of Maple Ridge Financial Plan 2012 – 2016 125 | Page
CFS – FIRE DEPARTMENT
Services Provided
The primary mission of the Fire Department is the
protection and preservation of life, property and the
environment in the District. This service is provided by a
group of 50 dedicated paid-on-call firefighters, 48 full-
time firefighters, six chief officers, and two
administrative support staff.
We rely heavily on cross-training and good
communication to ensure that the department
functions efficiently and effectively. Each of the
assistant chiefs assumes responsibility for the
operation of the individual Fire Halls. In addition to
administrative duties, 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 department provides a proactive approach to fire
services through the development of multi-year
business plans, which include detailed multi-year
financial plans.
2012 Workplan Emphasis
We will continue the implementation of the Fire
Department Master Plan to reduce the severity of fires
and emergencies through rapid response times and
manpower, while supporting the Fire Department
composite model.
We will reduce the number and seriousness of
emergency incidents through an aggressive program of
fire service inspections, and public fire and life safety
education to all kindergarten to grade 3 students.
We will present a draft of the Wildfire Development
Permit Process and develop an implementation plan,
focusing on public education.
We will commence renovations to Fire Hall No. 3 to
accommodate full time response and work will continue
towards the construction of Fire Hall No. 4 to better
accommodate emergency calls in the Albion/
Cottonwood area.
Performance Measurement
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.
Electricity consumption at Fire Hall No. 1 is anticipated to increase 104% in 2012 from 2007 pre-construction
values due to the expansion and mechanical renovations of the building.
Natural gas consumption at Fire Hall No. 1 is anticipated to decrease 20% in 2012 from 2007 pre-construction
values due to mechanical renovations including the installation of a geo-exchange heating and cooling system.
126 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – FIRE DEPARTMENT
HIGH-LEVEL COMMUNITY GOALS
Reduce Fire Hall 1 Response Time
Target Statement
To respond to calls within the Fire Hall 1 response area within 7 minutes, 90% of the time.
Overview
Prior to 2005, the Maple Ridge Fire Department was composed of paid-on-call members, who responded to
emergency calls on a volunteer basis. In a growing community where 65% of the workforce are employed outside
the municipality, the low numbers of volunteers responding, particularly during weekday daytime, was becoming a
concern. A strategy to move toward a composite fire service delivery model, made up of paid-on-call and full-time
career firefighters, was developed as part of a Fire Master Plan. Because of the significant cost to the community,
this plan is being implemented gradually. The results are being closely monitored. The hiring of full-time career fire
fighters is intended to reduce the time it takes to respond to emergency calls. A target of 7 minutes, from dispatch
to arrival at the scene, (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 Report
With implementation of the Fire Master Plan, response time has been reduced dramatically.
35.8 36.76
44.36
77.02 76.51 79 75.45 82 84 90 90 90 90 90 90 90 90 90 90
0
10
20
30
40
50
60
70
80
90
100
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% responses within 7 minutes Target
District of Maple Ridge Financial Plan 2012 – 2016 127 | Page
CFS – FIRE DEPARTMENT
Reduce Greenhouse Gas (GHG) Emissions
Target Statement
To reduce greenhouse gas emissions by 67% from the 2007 baseline. Since Fire Hall No. 1’s emissions are caused
by using electricity and natural gas, reducing emissions means we will be using less energy and saving money.
Overview
Fire Hall No. 1 is the workplace of fire crews, fire department administrative offices, the District’s emergency
operations centre, and a large training room.
Status Report
Preliminary results for 2011 indicate higher than expected emissions levels. This may be due to a number of factors
including cold weather.
0
10
20
30
40
50
60
70
80
2007 2008 2009 2010 2011 2012
Actual tonnes of CO2 equivalent
128 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – FIRE DEPARTMENT
Organization Chart
Fire Chief/Director
Peter Grootendorst
Dane Spence
Data Management
Coordinator
Rondi Melanson
Administrative
Assistant
Connie Hol
Clerk Typist III
Jodi Mitchell
Assistant Chief
Training and
Operations
Howard Exner
Training Officer
Capt Rob Ramsay
A Watch-Hall #1
Capt Chris Bayley
Lieut Kevin Perkin
Act Lt. Roy Snow
Craig Davis
Damon Hansen
Cameron Jones
Rob MacDonald
A Watch-Hall #3
Capt Kevin Harwood
Michael VanDop
Brock Vinje
(Floater)
Jordan Delmonico
Floaters
Travis Cummings
Thomas Kelleher
Devin Ramsay
Hall #1
Captains
1 Paid-on-call
Hall #1
Firefighters
21 Paid-on-call
Assistant Chief
Community and
Support Services
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
(Floater)
Rhys Carmichael
Hall #3
Captains
3 Paid-on-call
Hall #3
Firefighters
8 Paid-on-call
Assistant Chief
Planning and
Prevention
Acting Rotation
C Watch-Hall #1
Capt Rob Christensen
Lieut Gary Porter
Act Lt. Doug Armour
Marco Bonifazi
Seb Bryszewski
James Clelland
Cameron Jonat
C Watch-Hall #3
Capt Jim Sinclair
Kevin Barrett
Warren Hampton
(Floater)
Ryan Vanderjagt
Assistant Chief
Fire Prevention and
Communications
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
(Floater)
John Haydu
Hall #2
Captains
5 Paid-on-call
Hall #2
Firefighters
12 Paid-on-call
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Fire Chief 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Assistant Chief 4.0 4.0 4.0 4.0 4.0 4.0 3.0 4.0 4.0 4.0
Fire Captain 1.0 4.0 4.0 4.0 5.8 7.1 9.0 8.0 8.0 8.0
Fire Training Officer - - - - - 0.9 0.9 1.0 1.0 1.0
Fire Lieutenant - - 4.0 3.8 4.0 4.1 4.5 4.0 4.0 4.0
Firefighter 3.0 12.0 13.5 19.5 23.2 27.6 29.6 35.5 37.0 37.0
Administrative Assistant 1.0 1.1 1.1 1.1 1.6 1.9 1.0 1.0 1.0 1.0
Data Management Coordinator 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Typist III - - - - - - 0.9 1.0 1.0 1.0
Full-Time Equivalent 12.0 24.1 29.6 35.4 41.6 48.6 51.9 57.5 59.0 59.0
The staff increases from 2005 onward are due to the continued implementation of the Fire Master Plan and the establishment of full-time
career firefighter positions within the department. The funding envelope is fixed so 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.
District of Maple Ridge Financial Plan 2012 – 2016 129 | Page
CFS – FIRE DEPARTMENT
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Fire Department
All figures represent $’000 (thousands)
Comments:
Salaries –The increase of Fire Department staffing in years 2010 – 2013 is associated with implementation of
the Fire Department Master Plan. Future increases are based on regular wage increases and community growth.
Transfers Out – Funding to Capital Reserves increases each year.
Vehicle Costs – Cost increase reflects increased fuel prices and increases in fleet maintenance.
Program Costs – Increased training costs for a technical rescue program in years 2012 – 2014.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fees (22000-4220)- 162 - 47 - 50 - 50 -0%- 50 - 50 - 50 - 50
Sale of Service (22000-4600/4650)- 22 - 12 -------
Total Revenue - 184 - 60 - 50 - 50 -0%- 50 - 50 - 50 - 50
Expense
Contract (22000-7007)101 128 121 123 2 1%124 126 128 130
Equipment (22000/22075-7340)137 139 171 173 2 1%173 173 173 173
Equipment Maintenance (22000-8030)43 53 64 64 -0%64 64 64 64
Wages - Backfill (22000-5505)432 453 410 474 63 15%572 595 629 629
Insurance (22000-6210)35 35 21 22 1 4%22 22 22 22
Other Exp (multiple)61 57 95 95 -0%95 95 95 95
Operating Repairs (22000-8080)161 201 135 139 4 3%139 139 139 139
Professional Fees - Other (22000-7050)22 40 28 43 15 54%43 43 43 43
Program Costs (multiple)104 126 99 136 37 37%138 139 94 88
Salaries (multiple)5,036 5,433 5,680 6,307 627 11%6,739 7,153 7,634 8,120
Seminars/Prof Meetings/Train'g (22000-6050)9 26 23 25 2 9%25 25 25 25
Service Severance Costs (22000-5150)60 74 98 98 -0%98 98 98 98
Special Projects (22000-6385)22 0 3 -- 3 -100%----
Supplies (multiple)138 180 195 199 4 2%199 199 199 199
Transfers Out (22000-ERR-9400)494 381 410 439 29 7%489 533 581 630
Vehicle Costs (22000-6430)158 165 160 186 26 16%191 197 203 209
Wages (22000/22041-5600)544 506 450 463 13 3%476 488 501 501
Total Expense 7,557 7,997 8,164 8,985 821 10%9,589 10,089 10,628 11,165
TOTAL FIRE PROTECTION 7,372 7,938 8,114 8,935 821 10%9,539 10,039 10,578 11,115
130 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – RMCP/POLICE SERVICES
Services 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 crime reduction, with a focus on
the reduction of property crime, delivering policing
services with 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.
Three members are 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 dedicates themselves to RCMP programs
such as Citizens on Patrol, Citizens Bike Patrol, Speed
Watch, Block Watch, and the RCMP Auxiliary Program.
2012 Workplan Emphasis
Administratively, we will undertake detachment priority
and strategic planning. This will include a review of the
RCMP Contract and improved communication in the
Federal budgeting process. For improved efficiency, we
will migrate to the Microsoft Office product suite.
We will modify and implement ongoing strategies to
address community crime problems by identifying
emerging problems, prolific offenders, and trends. We
will develop and implement a gang enforcement
strategy including a Gang Enforcement Team. We
will provide training to members on crisis intervention,
domestic violence, increase enforcement activities on
hard drugs, firearms, and grow operations, and pursue
criminal charges recommending civil forfeiture. The
RCMP will maintain high visibility in the community,
especially during community events, with the presence
of members on foot and bike patrols along with
members in ‘Red Serge’.
We will continue to work with youth in the community
involving social agencies and partners who currently
work with youth. Working closely with the Youth
Academy, Youth Outreach as well as General Duty
watches and schools, we will continue with the Graffiti
Awareness Program, anti-vandalism presentations, and
the implementation of a specialized Youth Crisis
Intervention Team.
We will participate in traffic initiatives to reduce serious
injury by concentrating on impaired driving. We will
partner with ICBC, the Bar Watch Program targeting
aggressive driving, monitoring high crash intersections
with the help of Speed Watch volunteers, and
conducting road checks for seatbelt usage and
distracted driver infractions.
Performance 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.
Minimize the number of automobile crashes by improving traffic safety on our road network for all users, including
pedestrians and cyclists.
Our target for 2012 is to reduce electricity consumption at the RCMP Building by 4% from 2011 levels.
District of Maple Ridge Financial Plan 2012 – 2016 131 | Page
CFS – RMCP/POLICE SERVICES
HIGH-LEVEL COMMUNITY GOALS
Reduce Property Crime Offences
Target Statement
Reduce the number of property crime offences by 2% from the prior year number of property crime offences.
Overview
Our local RCMP detachment focuses on intelligence-led policing, implementing strategies that address community
crime problems, identifying emerging problems, prolific offenders and hotspots so that criminal intelligence has a
coordinated effect in targeting the decrease of property crime offences in our communities.
Status
Property Crime represents 57% of total Criminal Code offences for 2011 and is trending down by 19% as compared
to the same period of 2010. Of interest, vehicle thefts reported a dramatic decrease of 44% (-179 thefts) for the
year. This trend was also experienced throughout the lower mainland district. This decrease can be attributed to the
BAIT car program and targeting prolific offenders who are known to commit auto theft.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% of Property Crimes Offences Target
132 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – RMCP/POLICE SERVICES
Organization Chart
Police Services
Senior Manager of
Police Services-
Finance & Admin
Maureen Jones
Information &
Privacy Coordinator
Tom Milne
Administrative
Assistant
Terry Guyon
Clerk II
Shannon Bell
Fadwa Zink
Administrative
Support Assistant
Margaret Jones
GIS Secretary
Dawn-Marese Varcoe
Clerk Typist III
Louise Kurkowsky
Linda Longo
Information Officer
Lizz McRae
Faye Dougan
Clerk Traffic
Front Counter
Sandy McLeod
Records
Supervisor
Shanna Baker
Court Liaison Officer
Catherine Senay
Court Liaison Officer
Assistant
Kelly Cotter
CPIC Operator
Barb Landy
Cheryl Titman
PRIME Operator
Mardi MacDonald
Heather Kaczor0.5FTE
PRIME Reviewer
Lynda Delainey
Andrea Ferreira
Jenny Lea
Janet Tuka
PRIME Records
Assistant
Kim Steffen
Municipal Reader
Vicki Castro
Deb Cook
Deb Thompson
Supervisor-Custodial
Guard
Randy Weigel
Custodial Guard II
Brian Kurucz
Gail Blok 0.5 FTE
Not Hired 0.5 FTE
Custodial Guard I
2 FTE
Manager of Police
Services –
Operations
Derrick Keist
Community Policing
Coordinator
Keith Wilson
Volunteer Program
Coordinator
Clint van Blanken
Crime Analyst
Annette Wilson
Computer Support
Specialist
Larry Hodson
Justin Palmer
Media Relations
Training Coord
Dan Herbranson
Fleet Exhibit
Coordinator
Deb Livingstone
Victim Services
Connie Cross
Nikki Springford
Exhibit Custodian
Deb MacDonald
Crime Reduction Unit
Secretary
Rena Gislason
Clerk Typist II
Adele Brooks 0.5FTE
Ania Kyte 0.5FTE
Receptionist
Jamie Christensen 0.5FTE
Marianne Mendies0.5FTE
District of Maple Ridge Financial Plan 2012 – 2016 133 | Page
CFS – RMCP/POLICE SERVICES
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Staff Summary Actual FTE's (net of vacancies & unpaid leave) Full Staffing
Position - Municipal Staff 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Senior Manager of Police Services - - - - - - - 1.0 1.0 1.0
Manager Police Services - Operations - - - - - - - 1.0 1.0 1.0
Manager of Police Services 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 1.0
Court Liaison Officer 1.0 1.3 1.3 1.3 1.1 1.1 1.1 1.0 1.0 1.0
Bylaw Enforce Officer RCMP Liaison - - - - 0.6 0.5 0.5 - - -
Computer Support Specialist 1.4 2.0 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 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Communications Operator 0.1 - - - - - - - - -
Information & Privacy Coordinator - - - - - 0.3 1.0 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 1.0
Municipal Reader 2.0 2.0 1.9 2.1 3.0 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 0.5 - - 0.7 1.0 1.0 1.0 1.0 1.0
Administrative Support Assistant - - 0.8 1.0 1.0 1.0 0.8 1.0 1.0 1.0
Court Liaison Officer Assistant - - - 0.1 1.0 1.0 0.9 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 1.2 1.0 1.0 1.0
PRIME Records Assistant - - - 0.1 1.0 1.0 0.3 1.0 1.0 1.0
Clerk Typist III 1.0 1.0 1.8 2.0 2.0 2.1 2.0 2.0 2.0 2.0
CPIC Operator 2.0 1.7 2.0 2.5 2.2 2.3 2.3 2.0 2.0 2.0
Crime Reduction Unit Secretary - - - - 0.9 1.0 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 2.3 2.3 2.2 2.1 2.6 3.0 2.7 2.0 2.0 2.0
PRIME Operator 1.2 1.3 1.5 1.7 2.1 4.0 1.7 1.5 1.5 1.5
PRIME Reviewer 4.1 5.0 4.3 4.3 3.6 2.4 4.0 4.0 4.0 4.0
Clerk Traffic Front Counter 1.4 1.8 1.4 1.3 1.1 1.0 1.0 1.0 1.0 1.0
Fleet Mtce. Coord Clerk Typist III 1.0 1.0 0.2 - - - - - - -
Clerk II - - 1.0 1.6 1.7 1.0 1.4 2.0 2.0 2.0
Clerk Typist II 1.3 1.3 0.5 - 0.5 1.2 1.6 1.0 1.0 1.0
Receptionist 2.9 2.0 1.3 1.0 0.9 0.8 1.0 1.0 1.0 1.0
Supervisor-Custodial Guard 1.0 1.0 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0
Custodial Guard II 2.0 1.5 2.0 1.6 3.9 1.2 2.1 2.0 2.0 2.0
Custodial Guard I 2.6 2.8 1.9 2.5 0.5 1.4 2.4 2.0 2.0 2.0
Other - - - 0.5 - - - 1.0 1.0 1.0
Full-Time Equivalent 33.3 35.7 36.9 38.6 42.4 42.3 44.0 44.5 44.5 44.5
RCMP Approved Positions 05-06 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14
Maple Ridge - Regular Contract 79.3 81.3 86.3 82.3 82.3 84.0 84.0 87.0 89.0
Maple Ridge - Community Safety Officers - - - 3.0 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 5.8
Emergency Response Team* - 2.3 2.3 2.3 2.3 2.3 3.2 3.2 3.2
Integrated Homicide Investigation Team* 3.1 3.1 3.1 3.1 3.1 3.1 3.9 3.9 3.9
Total Maple Ridge 82.4 86.7 91.7 95.7 95.7 97.4 99.9 102.9 104.9
Pitt Meadows - Regular Contract 18.4 19.4 19.4 20.4 20.4 21.0 22.0 23.0 23.0
Pitt Meadows - Integrated Teams* 0.5 0.9 0.9 2.0 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 0.0 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
Full-Time Equivalent 104.6 110.3 115.3 121.4 121.4 123.4 126.9 130.9 132.9
* Positions are calculated using the budgeted strength for the team multiplied by municipalities’ portion of the costs
** RCMP Contract ends March 31
134 | Page District of Maple Ridge Financial Plan 2012 – 2016
CFS – RMCP/POLICE SERVICES
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Police Services
All figures represent $’000 (thousands)
Comments:
Lease Revenue – Agreements with the RCMP have created timing issues with lease revenues.
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. An annual increase of two or three RCMP members is planned, but is
contingent on costs remaining 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
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fines (21000-4240)- 184 - 127 - 48 - 48 -0%- 48 - 48 - 48 - 48
Lease Revenue (21000-4310)106 29 - 27 - 27 -0%- 27 - 27 - 27 - 27
Other Grant (Conditional) (21000-4258)- 937 - 956 - 1,034 - 1,079 - 45 4%- 1,048 - 1,069 - 1,090 - 1,116
Program Fees (21000-4230)--- 10 - 10 -0%- 10 - 10 - 10 - 10
Prov. Grant (Conditional) (21150-102-4252)- 71 - 89 - 53 - 53 -0%- 53 - 53 - 53 - 53
Recovery (21130-5300)- 42 - 33 - 32 - 32 -0%- 32 - 32 - 32 - 32
Sale of Service (21000-4600/4650)- 295 - 211 - 146 - 146 -0%- 146 - 146 - 146 - 146
Total Revenue - 1,423 - 1,387 - 1,350 - 1,395 - 45 3%- 1,364 - 1,385 - 1,406 - 1,432
Expense
Contract (21000/21100-7007)11,730 12,703 13,462 14,568 1,105 8%15,375 16,261 17,046 18,128
Auxillary (21120-7015)3 18 46 25 - 21 -46%25 25 25 25
Other Exp (multiple)87 103 112 113 1 1%114 115 116 116
Insurance (21000-6210)20 21 21 24 2 10%24 24 24 24
Maintenance - Buildings (21100-8060)262 271 320 321 1 0%321 322 322 323
Other Outside Services (21140-7051)918 918 917 917 -0%917 917 917 945
Salaries (multiple)2,692 2,861 2,965 3,075 110 4%3,172 3,272 3,376 3,477
Service Severance Costs (21000/21100-5150)22 25 32 32 -0%32 32 32 32
Supplies (21000/21100-6300)51 53 30 30 -0%30 30 30 30
Utilities - Telephone (21100-6520)49 44 45 45 -0%45 45 45 45
Total Expense 15,833 17,016 17,952 19,150 1,199 7%20,056 21,044 21,933 23,145
TOTAL POLICE SERVICES 14,411 15,628 16,602 17,756 1,154 7%18,692 19,659 20,528 21,714
District of Maple Ridge Financial Plan 2012 – 2016 135 | Page
PUBLIC WORKS & DEVELOPMENT SERVICES
The Public Works & Development Services Division
(PWDS) is responsible for reporting to Council on land
use and zoning issues, long-range planning, growth
management, bylaw enforcement, business licensing,
engineering services, and the operation and
maintenance of municipal utility and street
infrastructure. A summary of some of the 2011
accomplishments in our division is shown below,
followed by efficiency and effectiveness initiatives
which were undertaken by all areas, and the business
challenges relevant to the 2012-2016 planning period.
The subsequent pages in the PWDS section will provide
information on the departments reporting to this
division, including staffing, 2012 workplan highlights,
performance measurements, and budgets. The
departments within this section are Administration,
Engineering, Licences, Permits and Bylaws, Planning,
Operations, and our partnership with the Ridge
Meadows Recycling Society.
Select 2011 Division Accomplishments
Completed the Downtown Enhancement Project
which included utility upgrades to support growth in
the Town Centre, as well as substantial improve-
ments to the streetscape on 224 Street and
Lougheed Highway. Improvements and enhance-
ments to park spaces, streetlights, signage, bike
racks, enhanced landscaping and historical
amenities were incorporated.
Pedestrian safety and visibility enhancements for the
seniors’ area on 224 Street included modifications to
signage, improved landscaping, relocation of a
crosswalk, design work for a pedestrian activated
signal, and the installation of an electronic speed
feedback sign.
Completed storm sewer installation, water main
upgrades, and road rehabilitation of River Road.
Dredging of Alouette River at the 132 Avenue and
224 Street bridge was also completed. Installed new
signage and pavement markings on 132 Avenue.
Completed the sewer extension to the employment
lands on 256 Street including the installation of
conduit for future fibre optic cable.
Completed major road construction projects
including: pedestrian improvements on 216 Street
and Shady Lane (124 Avenue); traffic safety
pedestrian safety improvements on 227 Street.
Multiple roads were paved as part of the Pavement
Rehabilitation Program.
Supported implementation of the Town Centre
Investment Incentive Program. Continued work
around the ‘Smart Growth on the Ground’ plan for
Maple Ridge resulting in 50% of new residential
development occurring in the Town Centre and
almost 2,000 new residents residing in the downtown
over the last three years.
Extensive bylaw work including; a review of the
recreation vehicle portion of the Zoning bylaw, Scrap
Metal bylaw, Cross Connection Control bylaw, and
Untidy & Unsightly Premises bylaw and Recycling
bylaw amendments.
The draft Albion Concept Plan was forwarded to the
Agricultural Land Commission for comment. A new
Area Plan process was adopted. Maple Ridge’s
portion of the Metro Vancouver Regional Growth
Strategy was also finalized.
Successfully managed all snow falls and snow
removal.
Continued with the efforts to remove problem
buildings including: Northumberland Court, the old
gymnasium on 224 Street, and the houses between
226 Street and 227 Street.
Worked with the SPCA to complete the state of the art
new SPCA facility.
Efficiency/Effectiveness Initiatives
Alternative funding sources and savings were
achieved through gravel revenue, infrastructure
grants, leveraging funding from senior agencies, local
improvements, and Abernethy Way being designated
as a Municipal Road Network resulting in TransLink
contributing to both operating and maintenance
costs.
Due to the excellent working relationship with CUPE,
staffing savings have been achieved by adjusting
timing of shifts, using time duration staff on work
crews, temporary staff for building inspections, ongo-
ing vacant position reviews, and staff cross training.
Implemented several equipment and technological
changes including: building an electric vehicle in-
house, using one piece of equipment as a flail mower
in summer or street plough in winter, using
Superpave asphalt, using hybrid vehicles for fuel
savings, converting traffic signals to uninterrupted
power supply, and installing light-emitting diode (LED)
lights as a pilot project.
Business Perspective
As the population increases, the implementation of
identified Transportation Plans is coming to the
forefront.
The demand for increased services and capital
improvements is rising significantly.
New residents from larger urban areas are seeking
servicing that they had in those larger urban areas.
Increased construction activity anticipated.
Homelessness issues remain prevalent.
Dedicated asset management of drainage facilities
for dykes, drainage districts, depreciating and aging
storm mains all point to the long term requirement of
a Drainage Utility.
Disposal of materials such as fill, top soil, and
vegetation is increasing annually with necessary
tougher regulations and high industry demand for
limited approved sites.
The complexity and overall volume of development
activity continues to increase
136 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – ADMINISTRATION
Services Provided
The Public Works & Development Services (PWDS)
Administration section is responsible for carrying out
corporate initiatives as directed by Council. This section
of the PWDS 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 public. The Ridge Meadows Recycling Society liaises
with Council through the division.
2012 Workplan Emphasis
We will undertake the Commercial and Industrial
Strategy review to support Council’s vision around
employment and economic sustainability. We will
complete the work required for the exclusion
application in the Albion Flats for lands south of 105
Avenue that are currently part of the Agricultural Land
Reserve and work towards the completion of the Albion
Flats Area Plan. We will support the marketing and
development of the strategic property acquired by the
District in 2011 located between 226 and 227 Streets
north of Selkirk Avenue.
In addition to the Transportation Plan update, we will
work towards adding capacity on Abernethy Way from
224 Street to connect with Golden Ears Way. We will
also look at traffic calming solutions for a number of
neighbourhoods in the community. We will be installing
pedestrian activated signals on 240 Street and Hill
Avenue near Albion School, and on 224 Street just
north of Brown Avenue. We will continue our program of
pavement rehabilitation on a number of streets in the
community.
Our legislative work will include a review of ‘Resident
Only’ parking zones, reviews and updates to the Zoning
bylaw, Building bylaw, Sign bylaw, Dog Control bylaw,
and Business Licensing and Regulation bylaw to reflect
the best practices in the region and the current
environment in the community.
Organization Chart
General Manager:
Public Works &
Development Services
Frank Quinn
Director of
Planning
Christine Carter
Mgr of Development
and Environmental
Services
Approving Officer
Chuck Goddard
Manager of
Community
Planning
Jim Charlebois
Municipal Engineer
David Pollock
Manager of
Utility Engineering
Joe Dingwall
Manager of
Infrastructure
Development
Stephen Judd
Manager of Design
& Projects
Richard Wong
Director of
Licences, Permits
and Bylaws
Liz Holitzki
Manager of
Inspection Services
Stephen Cote Rolvink
Director of
Engineering
Operations
Russ Carmichael
Superintendent of
Roads & Equip
Walter Oleschak
Superintendent of
Sewerworks
Bernie Serne
Superintendent of
Waterworks
Ed Mitchell
Manager
Electro/Mechanical
Victor Negoita
Manager of
Procurement
Daniela Mikes
Senior Development
Services Technician
Lori McLean
Senior Project
Engineer
Maria Guerra
Executive Assistant
Cheryl Ennis
These positions all report to PWDS but some are budgeted to other areas.
District of Maple Ridge Financial Plan 2012 – 2016 137 | Page
PWDS – ADMINISTRATION
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
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 0.2 - - - - - - -
Working Supervisor CSC 1.0 1.0 0.8 - - - - - - -
Senior Development Service Tech - - - 0.4 1.0 1.0 0.9 1.0 1.0 1.0
Full-Time Equivalent 2.5 2.5 2.9 2.4 3.0 3.0 1.9 2.0 2.0 2.0
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – PWDS Administration
All figures represent $’000 (thousands)
Comments:
Salaries – For the years 2012 – 2016 there is funding to address costs associated with community growth for this
division. Costs for the Business Support Analyst have been transferred to Licences, Permits & Bylaws.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Conventions & Conferences (31010-6051)15 20 29 29 -0%29 29 29 29
Legal (31010-7030)38 57 -------
Memberships (multiple)15 16 18 18 -0%18 18 18 18
Salaries (31010-5500)343 282 477 388 - 90 -19%442 516 591 666
Supplies (31010/32000-6300)2 2 4 4 -0%4 4 4 4
TOTAL PWDS-ADMIN 413 377 528 438 - 90 -17%493 567 642 717
138 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – ENGINEERING
Services Provided
The Engineering Department maintains and enhances
the quality of life for those who live and work in Maple
Ridge through the provision of sustainable municipal
services, including transportation, sanitary sewers,
drainage systems, and water supply.
The department is responsible for the sustainable
planning and construction of new municipal services as
well as maintenance or replacement of existing
infrastructure to support the ongoing growth within
Maple Ridge, including the planning, design and
construction of municipal capital projects,
infrastructure management and renewal, transportation
and traffic management, and municipal services for
land development.
2012 Workplan Emphasis
We will seek to advance new or complete in-progress
master planning initiatives, including updating the
Transportation Plan originally developed in 2003;
revision of the Neighbourhood Traffic Management
Practices document; completion of the Silver Valley
Integrated Stormwater Management Plan (ISMP);
review of the existing Water Master Plan and determine
possible updating to reflect recent growth within the
distribution system; and continue the ongoing
evaluation of the impacts of water inflow and infiltration
on the District’s collection sewer system and pump
stations.
The total replacement value of the District’s
infrastructure assets is $1.4B and is comprised of
assets such as roads, watermains, sanitary sewers,
drainage systems, pump stations, dykes, and buildings
at all stages of their life cycles. Currently there isn’t a
comprehensive process in place to ensure the
infrastructure assets are managed in a financially
sustainable manner. We will develop a framework to
guide asset management, summarized as the
implementation of a systematic process to guide the
planning, acquisition, operation and maintenance,
renewal, and disposal of assets with the objective to
maximize service delivery and manage costs and risk
over the lives of the assets.
The management of solid waste in Metro Vancouver is
governed by the Integrated Solid Waste & Resource
Management Plan and as part of the overall goal to
reduce garbage volumes by diverting materials out of
the waste stream. We will evaluate options for green
waste pickup.
We will implement the annual Capital Works Plan and
continue to enhance project delivery of all components
through better project definition and consideration of
life cycle costing. Significant capital projects for 2012
include:
Design of the 232 Street bridge over the North
Alouette River
Larch Avenue road improvements
122 Avenue (216 Street to 122 Avenue)
Neighbourhood traffic calming
232 Street road improvements (128 Avenue to 124
Avenue)
Lower Hammond Storm Drainage Pump Station
240 Street (Lougheed Highway to 104 Avenue)
Dewdney Trunk Road watermain replacement (Laity
Street to 216 Street)
Ansell Street sanitary sewer Local Area Services (LAS)
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life.
District of Maple Ridge Financial Plan 2012 – 2016 139 | Page
PWDS – ENGINEERING
HIGH-LEVEL COMMUNITY GOALS
Improve Traffic Safety
Target Statement
To minimize the number of automobile crashes by improving traffic safety on our road network for all users,
including pedestrians and cyclists.
Overview
This graph provides information regarding the number of crashes that occur each year in Maple Ridge. Also
presented on the graph as the base line, is the number of crashes (both injury and non-injury) that occurred in
2003.
For 2011 and beyond, no specific target has been identified. The target of 30% crash reduction from the 2003
baseline by 2010 was established by the Council of Ministers for Transportation and Highway in Road Safety Vision
2010. Due to population increases and many other influences, this target could not be achieved, although many
road safety improvements were implemented. New data is available in May every year.
Status
Source: ICBC, Business Intelligence Competency Centre; counts rounded to the nearest 5; crashes in parking lots or
involving parked vehicles are excluded. In 2011, a number of Safer City improvements were implemented.
Organization Chart
Municipal Engineer
David Pollock
Engineering
Project Clerk
Barb Croucher
Administrative
Assistant
Michelle Isley
Manager of
Infrastructure
Development
Stephen Judd
Engineering
Technologist I
Tom Gordon
Not Hired
Subdivision
Development
Technologist
Andrew Lackner
Engineering
Inspector III
Paul Vandenboor
Manager of Design
& Projects
Richard Wong
Senior Project
Engineer
Maria Guerra
Engineering
Technologist-Projects
Velimir Stetin
Engineering
Technologist I
Gill Shin
Manager of
Utility Engineering
Joe Dingwall
Instrumentperson II
Not Hired
Instrumentperson I
Lee Madeiros
Rodperson
Vern Tamke
Geomatics
Supervisor
Wilson Liu
Draftsperson II
George Irwin
Pablo Martin
Brian Waunch
Not Hired
Engineering
Technologist I
Not Hired
Engineering
Technologist I
Kevin Bowbyes
Development
Services Technicians
Mary Clarke
Nola van der Pauw
Traffic &
Transportation
Technologist
Michael Eng
Traffic
Technician
Ruby Tam
Engineering
Inspector II
Paul Cillis
0
500
1000
1500
2000
2500
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
# of traffic accidents Target
140 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – ENGINEERING
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Staff Summary Actual FTE's (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Municipal Engineer 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Director of Engineering Development 1.0 1.0 1.0 0.3 - - - - - -
Manager of Corp & Dev Engineering - 0.0 1.0 1.0 1.0 0.2 - - - -
Manager of Utility Engineering - - - - - 1.0 1.0 1.0 1.0 1.0
Manager of Design and Projects - 0.8 - - 0.7 1.0 1.0 1.0 1.0 1.0
Manager of Infrastructure Develop’t - - - - - 0.9 0.9 1.0 1.0 1.0
Senior Project Engineer - - 0.5 1.0 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 Technologist – Projects - - - - - 1.0 1.0 1.0 1.0 1.0
Engineering Technologist I 4.2 4.0 3.1 2.0 2.5 2.1 2.1 5.0 5.0 5.0
Engineering Works Inspector 1.0 1.0 2.0 1.8 1.8 2.0 2.3 2.0 2.0 2.0
Subdivision Development Tech 1.0 1.0 1.0 1.0 1.0 1.0 0.7 1.0 1.0 1.0
Engineer Trainee - 0.8 1.0 1.0 0.3 - - - - -
Traffic Technician 1.0 1.0 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0
Draftsperson II 3.9 4.0 4.1 4.0 3.8 3.3 3.0 4.0 4.0 4.0
Instrumentman II 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.1 1.0 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 0.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Development Services Technician 2.3 2.2 2.1 1.7 2.1 1.9 2.1 2.0 2.0 2.0
Engineering Project Clerk - - - - - 1.0 1.0 1.0 1.0 1.0
Clerk II 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
Full-Time Equivalent 22.1 24.2 24.8 23.9 24.2 25.4 25.0 28.0 28.0 28.0
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Engineering Department
All figures represent $’000 (thousands)
Comments:
Consulting – 2010 actuals included a specific onetime cost due to having staff vacancies.
Vehicle Costs – Increased fuel costs.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Collections (32100-4130/4131)- 30 - 17 -------
Fees (multiple)- 428 - 617 - 335 - 335 -0%- 335 - 335 - 335 - 335
Permits (32100/33100-4445)- 205 - 145 - 132 - 132 -0%- 132 - 132 - 132 - 132
Sales (multiple)- 519 - 564 - 525 - 525 -0%- 525 - 525 - 525 - 525
Soil Deposit Fees (32100-4219)- 63 - 32 -------
Total Revenue - 1,244 - 1,375 - 992 - 992 -0%- 992 - 992 - 992 - 992
Expense
Consulting (32100-7005)112 49 83 86 2 3%88 90 93 93
Other Outside Services (32100-7051)9 9 10 10 -0%10 10 10 10
Salaries (multiple)2,162 2,268 2,244 2,315 71 3%2,390 2,467 2,546 2,626
Salaries Recovery (32100-5400/5450)- 956 - 992 - 1,000 - 1,029 - 29 3%- 1,061 - 1,094 - 1,129 - 1,163
Service Severance Costs (32100-5150)57 60 79 79 -0%79 79 79 79
Supplies (multiple)45 40 47 47 0 0%47 47 47 47
Vehicle Charges (32100-7400)64 64 63 66 4 6%68 70 73 75
Total Expense 1,493 1,499 1,526 1,575 48 3%1,621 1,669 1,718 1,766
TOTAL ENGINEERING 248 124 534 583 48 9%629 677 726 774
District of Maple Ridge Financial Plan 2012 – 2016 141 | Page
PWDS – LICENCES, PERMITS & BYLAWS
Services Provided
The Licences, Permits & Bylaws Department captures a
wide range of services for citizens, including business
licence applications and renewals, as well as record
management of businesses in Maple Ridge.
Citizens are required to obtain permits for building,
plumbing, electrical and gas construction, and
renovations. Our staff issue these permits and arrange
for inspections and certification that all work complies
with the appropriate regulatory legislation.
Bylaw enforcement staff ensure compliance with
regulations enacted by Council ranging from parking to
issues of land and property use.
Our team administers the Dog Licence Program and
works with the local BC SPCA to ensure compliance with
animal welfare legislation.
2012 Workplan Emphasis
We will implement the Service Quality Enhancement
initiative and test the standards through exit surveys,
questionnaires, and online feedback.
We will work with the Communications and Parks &
Facilities Departments as well as the Ridge Meadows
Recycling Society to support the development and roll-
out of a Bear Aware program.
We will collaborate with Community Outreach workers
and other service providers to address homelessness
issues.
We will review and update numerous bylaws including:
Grow Operation, Health, Nuisance and Safety Bylaw,
Sign Bylaw, Dog Control Bylaw, Business Licensing and
Regulation Bylaw, and Municipal Ticketing Information
System Utilization Bylaw. We will also update the
Building Bylaw, train staff on the updated Building
Code, and assist with development of online permit
applications/payments to ensure that all construction
works carried out within Maple Ridge are in compliance.
We will undertake a vacant building review, Affordable
Housing Strategy, carry out work on a Floodplain Fill
Policy, expand our Online Services, and provide a
Secondary Suites/Temporary Residential Use update.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Ensure dog owners contribute toward the cost of animal control.
Process permit applications efficiently and effectively.
HIGH-LEVEL COMMUNITY GOALS
Bylaw Complaints Concluded
Target Statement
Ensure public compliance with Municipal bylaws.
142 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – LICENCES, PERMITS AND BYLAWS
Overview
A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with the RCMP,
SPCA, Ministry of Health, Community Outreach, Downtown Parking Association, Business Improvement Association,
Adopt-a-Block Society, and other agencies. A 2008 priority involved work towards the development of a new animal
shelter, implementation of a comprehensive dog licensing program, and completion of the corresponding new
animal services business plan.
Status
2011 Complaints received - 3,667
2011 Complaints concluded - 1,624
Files are not necessarily concluded in the same month that they are received.
Organization Chart
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
Rob Dyer
Glen Hewson
Ed Zezchuk
Electrical Inspector
Don Daunais
Paul Kelly
Plan Checker II
Aman Sivia
Jennifer Spinelli
Jason Stoll
Plan Checker I
Cathy Bittroff
Develop’t Services
Technicians
Rosario Perez
Sherry Fournier
Cindy Francis
Bylaw Services
Supervisor
Diane Merenick
Senior Licence
Inspector/Bylaw
Enforcement Officer
Barb Melnick
Licence Inspector/
Bylaw Enforcement
Officer
Tyler Lunn
Treena Martin
John Orr
Not Hired 0.5 FTE
Bylaw Enforcement
Officer
Shawn Matsui
Bylaw
Enforcement Clerk
Kristen Neratini
Katarina Hodak
Sian Kane
Business Support
Analyst
David Stevenson
Licence Inspector/
Bylaw Enforcement
Officer
Anna Lavia
0
20
40
60
80
100
2005 2006 2007 2008 2009 2010 2011 2012
% of Bylaw Complaints Concluded Target
District of Maple Ridge Financial Plan 2012 – 2016 143 | Page
PWDS – LICENCES, PERMITS & BYLAWS
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTE's (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director Licences, Permits and
Bylaws 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0 1.0
Manager of Inspection Services 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Building Inspector II 1.0 1.0 0.9 - - - - - - -
Bylaw Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Building Inspector I 2.0 2.0 2.0 2.7 3.1 3.5 3.3 3.0 3.0 3.0
Building/Electrical Inspector I 0.2 - - - - - - - - -
Electrical Inspector 0.8 2.0 2.2 2.1 2.0 2.4 2.2 2.0 2.0 2.0
Plumbing/Gas Inspector I 1.0 1.1 1.3 1.3 0.2 0.3 0.1 - - -
Trades Inspector 2.0 1.0 1.0 1.0 2.1 2.1 2.5 3.0 3.0 3.0
Site Grading Technologist - - - 0.1 1.0 1.0 1.0 1.0 1.0 1.0
Business Support Analyst - - - - - - 1.0 1.0 1.0 1.0
Plan Checker II 2.0 2.1 2.8 2.6 3.0 3.0 3.0 3.0 3.0 3.0
Sr. Licence Inspector/Bylaw Officer - - - 0.3 1.0 1.0 0.4 1.0 1.0 1.0
Bylaw Enforcement RCMP Liaison - - - 0.2 0.6 0.5 0.5 - - -
Licence Inspector/Bylaw Officer 3.7 4.2 4.2 4.5 4.0 4.0 4.5 4.5 4.5 4.5
Plan Checker I - - 0.4 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Bylaw Enforcement Officer - - - 0.1 0.5 0.6 0.5 1.0 1.0 1.0
Administrative/Program Assistant 0.8 1.0 0.8 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Dev Services Technician 2.9 2.9 2.8 3.0 3.0 3.0 2.9 3.0 3.0 3.0
Bylaw Enforcement Clerk 2.9 2.6 2.7 3.1 3.0 3.5 3.2 3.0 3.0 3.0
Other 0.2 - - - - - - - - -
Full-Time Equivalent 22.5 22.9 24.1 26.0 28.5 29.8 30.1 30.5 30.5 30.5
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Inspections
All figures represent $’000 (thousands)
Comments:
Permits – Building activity slowed down in 2011 after 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.
Salaries – Actuals in 2011 are over budget due to a Trades Inspector budgeted in Water Utility, but charged to
Inspections.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Other Rev (multiple)- 16 - 17 - 15 - 15 -0%- 15 - 15 - 15 - 15
Permits (24000-4445)- 1,946 - 1,470 - 1,734 - 1,734 -0%- 1,734 - 1,734 - 1,734 - 1,734
Total Revenue - 1,962 - 1,487 - 1,749 - 1,749 -0%- 1,749 - 1,749 - 1,749 - 1,749
Expense
Advertising (24000-6010)0 -2 2 -0%2 2 2 2
Memberships (24000-6270)2 4 2 2 -0%2 2 2 2
Salaries (multiple)1,314 1,374 1,329 1,380 50 4%1,424 1,469 1,516 1,563
Supplies (24000-6300)49 51 47 47 0 0%47 47 48 48
Vehicle Charges (24000-7400)47 49 49 52 3 6%53 55 57 58
Total Expense 1,413 1,479 1,429 1,482 53 4%1,528 1,575 1,624 1,672
TOTAL INSPECTIONS - 548 - 8 - 320 - 266 53 -17%- 221 - 174 - 125 - 76
144 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – LICENCES, PERMITS AND BYLAWS
Financial Plan – Licences and Bylaws
All figures represent $’000 (thousands)
Comments:
Salaries – Costs for the Business Support Analyst have been transferred from PWDS Administration.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Administration Fee (25000-4651)- 12 - 5 - 5 - 5 -0%- 5 - 5 - 5 - 5
Business Licences (53300-4342)- 600 - 595 - 575 - 575 -0%- 575 - 575 - 575 - 575
Fees (27000-4220)- 55 - 54 - 55 - 55 -0%- 55 - 55 - 55 - 55
Fines (multiple)- 54 - 52 - 63 - 63 -0%- 63 - 63 - 63 - 63
Licences (26000-4340)- 303 - 238 - 280 - 280 -0%- 280 - 280 - 280 - 280
Recovery - Other (25000-4372)- 16 - 5 - 10 - 10 -0%- 10 - 10 - 10 - 10
Total Revenue - 1,041 - 950 - 988 - 988 -0%- 988 - 988 - 988 - 988
Expense
Contract (multiple)303 339 341 359 17 5%368 379 389 400
Legal (53300-7030)36 34 -------
Other (multiple)9 1 19 6 - 13 -69%6 6 6 6
Supplies (multiple)100 82 53 53 -0%53 53 53 53
Salaries (multiple)919 1,010 960 1,077 117 12%1,111 1,145 1,181 1,217
Vehicle Charges (25000-7400)22 29 21 22 1 6%23 23 24 25
Total Expense 1,389 1,495 1,394 1,516 123 9%1,560 1,606 1,653 1,701
TOTAL LICENCES AND BYLAWS 348 546 405 528 123 30%572 617 665 712
District of Maple Ridge Financial Plan 2012 – 2016 145 | Page
PWDS – OPERATIONS CENTRE
Services Provided
The Operations Centre is a front-line provider for basic
public works services, including the management of the
District facilities and fleet, municipal procurement,
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 essential and
convenience features; and providing these services at a
minimum cost to taxpayers in a manner as responsive
to their needs as possible.
2012 Workplan Emphasis
Utilizing preventive maintenance, scheduled activities,
and resource management, we will maintain existing
infrastructure, equipment, and service levels in a wide
range of areas from street sweeping to sanitary sewer
pump stations.
We will compile sanitary sewer and storm sewer video
information into a comprehensive maintenance and
repair program and install emergency generators at two
additional sanitary sewer pump stations. We will review
engineering design requirements and operations
procedures for water, sanitary sewer, and storm sewer
service connection renewals.
We will review plans for a watermain replacement
projects including 126 Avenue (216 Street to
Blackstock Street), design water unidirectional flushing
sequence, and develop a five year schedule for line
valve maintenance, operation, and repair.
We will undertake roadwork projects including road
resurfacing locations throughout the District.
Performance Measurement
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 2012 is to reduce electricity consumption at the Operations Centre by 9% from 2011 levels
HIGH-LEVEL COMMUNITY GOALS
Provide High Quality Drinking Water
Target Statement
To have FEWER water quality complaints than the national average.
Overview
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 Centre maintains 373 kilometres of watermains.
146 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – OPERATIONS CENTRE
Status Report
The 2011 data point represents an estimate.
Maintain a Dependable Sewage System
Target Statement
To have FEWER blocked sewers than the national average.
Overview
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 Centre maintains 265 kilometres of
gravity sanitary sewer.
Status Report
The 2011 data point represents an estimate.
0.3
0.7
0.5 0.6
0.3 0.4 0.2 0.25 0.06
1.4
1.6
1.4
1.1
0.7 0.7 0.7 0.7 0.7 0.7
0
0.5
1
1.5
2
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
# water quality complaints per 1,000 people Target
2.1
0.8
2.3
1.1
0
2.2 2.2
1.6
1.9
3
2.6 2.5 2.7 2.7 2.7 2.7 2.7 2.7 2.7
0
0.5
1
1.5
2
2.5
3
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
# blocked sewers per 100km length Target
District of Maple Ridge Financial Plan 2012 – 2016 147 | Page
PWDS – OPERATIONS CENTRE
Provide Safe, Serviceable Roads
Target Statement
Protect our investment in roads infrastructure and provide safe, serviceable road network for the community,
whereby 100% of our roads are at or above “acceptable” condition.
Overview
The District’s Operations department maintains a road network of over 470 kilometres. Keeping the roads in good
shape involves inspections, shouldering and grading, sweeping, ice control, curb repair, roadside mowing, asphalt
patching, crack sealing, and road marking for traffic lanes, crosswalks, arrows, etc. Enhancing the safety of
motorists, pedestrians, cyclists, and equestrians is a priority.
Organization Chart
Director of
Engineering
Operations
Russ Carmichael
Administrative
Assistant
Susie Hillier
Clerk II
Gail Pound
Sarah Hawkins0.8 FTE
Sari Stanley 0.6 FTE
Nicole Barratt 0.4 FTE
Engineering
Inspector III
Ron Guy
Superintendent of
Roads & Equip
Walter Oleschak
Foreman III
Calvin Richmond
Truck Driver III
Ed Vincent
Equipment
Operator IVb
Gary Gladue
Foreman II
Scott Ferguson
Stephen Hayes
Sign Maintainer
Wade Hewson
Brad Slaughter
Equipment
Operator III
Richard Isley
Not Hired
Equipment
Operator IVa
Terry Clarke
Labourer
Vivian Dunetz
Barry Johnson
Cliff Shea
Marc Tougas
Bob Villeneuve
+ 2 FTE
Fleet Maintenance
Coordinator/Clerk
Typist III
Darlene Sigouin
Trades Foreman
Lorne Burrell
Tradesperson II
Mechanic
Dave Dipalo
Rob Dorrell
George Veltin
Automotive Service
Person
Not Hired 0.5 FTE
Superintendent of
Sewerworks
Bernie Serne
Foreman III
Tom Todd
Foreman II
Stan Bitcon
Everett Wicklund
Equipment
Operator IVa
Chris Collette
Equipment Operator
IVa/Truck Driver III
Jason Cratty
Maintenance
Worker Utilities
Lance Heinrich
Rick Beare
Labourer
Chris Watson
Jay Jackiw
+ 5 FTE
Equipment
Operator V
David Poag
Equipment
Operator III
Trevor Brown
Equipment
Operator IVa
Wayne Levere
Engineering
Technologist I
Not Hired
Superintendent of
Waterworks
Ed Mitchell
Foreman III
Sandy Blakeway
Foreman II
Aaron McCurry
Maintenance
Worker Utilities
Kelly Guest
Trevor Hollman
Kris Schmidt
Equipment
Operator IVa
Val Silva
Truck Driver III
Ken Marfleet
Water Maintenance
Worker
John Blakeman
Brian Kuntz
Aaron Schramm
Water System
Operator
Sam Wilson
Meter Maintenance
Worker
Daryl Veasey
Labourer
3.5 FTE
Engineering
Technologist I
Davin Wilson
Manager
Electro/Mechanical
Victor Negoita
Foreman II
Tom Varcoe
Electronics Tech
Bruce Gailling
Mark Fiehn
Mitch Stripp
Labourer
Greg Hamilton
Tradesperson II
Electrician
Mike Gjaltema
Manager of
Procurement
Daniela Mikes
Purchasing
Supervisor
Nichole Walsh
Storekeeper II
Craig Maitland
Yardperson II
Barry Ward
Buyer
Nathan Hearts
Equipment Op III/
Foreman II
Frank Gratzer
0
20
40
60
80
100
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% of roads in acceptable condition Target
148 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – OPERATIONS CENTRE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTE's (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
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 0.2 0.6 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 1.3 1.0 1.0 1.0 1.0
Superintendent of Waterworks 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0 1.0
Construction Superintendent 0.8 0.7 - - - - - - - -
Engineering Technologist - 1.0 1.0 1.0 1.0 0.4 1.1 2.0 2.0 2.0
Purchasing Supervisor - - - - - 1.0 1.4 1.0 1.0 1.0
Trades Foreman 1.0 1.0 1.0 0.9 1.0 1.0 1.1 1.0 1.0 1.0
Engineering Works Inspector 2.0 1.2 0.9 1.0 1.2 1.0 1.4 1.0 1.0 1.0
Foreman III 3.0 3.1 3.5 3.0 3.3 3.3 3.5 3.0 3.0 3.0
Tradesperson II - Mechanic 2.0 2.0 2.0 2.1 2.0 1.9 2.4 3.0 3.0 3.0
Tradesperson II - Electrician 1.0 1.0 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Water System Operator - - 0.7 0.6 - 0.7 0.9 1.0 1.0 1.0
Foreman II 5.6 5.7 6.4 6.7 6.5 6.0 6.3 6.0 6.0 6.0
Foreman II/Equipment Operator III - - - - - - 0.7 1.0 1.0 1.0
Buyer 1.0 0.5 1.0 1.0 1.0 0.8 0.1 1.0 1.0 1.0
Apprentice - Mechanic - - - - 1.0 1.0 0.2 - - -
Storekeeper II 1.0 1.0 1.0 1.0 1.0 1.0 1.4 1.0 1.0 1.0
Electronics Technician 2.9 2.8 2.2 2.3 3.2 2.8 2.7 3.0 3.0 3.0
Equipment Op IVA/Truck Driver III - - - - 1.0 1.0 1.0 1.0 1.0 1.0
Equipment Operator IVA 5.2 4.9 4.7 3.8 4.1 3.9 3.8 4.0 4.0 4.0
Meter Maintenance Worker 0.7 0.4 1.0 1.0 1.1 1.0 1.0 1.0 1.0 1.0
Storekeeper IA - - - 0.3 0.1 - - - - -
Equipment Operator V 0.9 0.9 1.0 1.9 1.0 1.0 0.9 1.0 1.0 1.0
Equipment Operator IVB 1.0 1.0 1.0 1.0 1.0 1.0 1.2 1.0 1.0 1.0
Maintenance Worker Utilities 2.5 4.3 5.0 4.5 5.1 4.5 5.2 5.0 5.0 5.0
Administrative Assistant - - - - - - - 1.0 1.0 1.0
Accounting Clerk II 1.0 1.0 1.0 1.0 1.0 1.0 1.3 - - -
Water Maintenance Worker 3.0 2.2 1.9 2.6 3.3 3.0 2.3 3.0 3.0 3.0
Fleet Mtce. Coord Clerk Typist III 1.0 1.0 1.0 1.1 1.4 1.4 1.1 1.0 1.0 1.0
Equipment Operator III 2.0 2.0 2.0 1.9 2.0 2.5 3.0 3.0 3.0 3.0
Equipment Operator II 1.0 0.6 1.0 0.8 - - 0.5 - - -
Labourer 16.2 14.2 15.6 14.3 13.2 13.3 13.3 14.0 14.0 14.0
Truck Driver III 2.0 2.0 2.0 2.1 3.2 2.1 2.2 2.0 2.0 2.0
Yardperson II 1.0 1.0 1.0 1.0 1.0 1.0 0.7 1.0 1.0 1.0
Truck Driver II 2.0 1.5 1.0 0.9 - - 0.1 - - -
Sign Maintainer 1.2 1.8 2.0 2.0 2.0 2.0 1.9 2.0 2.0 2.0
Clerk II 1.7 1.8 1.8 2.0 1.6 2.0 2.2 2.8 2.8 2.8
Automotive Serviceperson - - - - 0.2 0.2 - 0.5 0.5 0.5
Maintenance Student 0.4 0.1 - - - - - - - -
Other - - - 0.4 - - - - - -
Full-Time Equivalent 69.1 66.7 69.7 69.2 70.6 68.1 71.6 74.3 74.3 74.3
District of Maple Ridge Financial Plan 2012 – 2016 149 | Page
PWDS – OPERATIONS CENTRE
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Operations
All figures represent $’000 (thousands)
Comments:
Fuel Sales/Fuel Costs – 2011 actuals and future budgets have been increased to reflecting rising price of fuel.
Special Projects – 2011 budget contained funding committed to specific projects that were to be completed in
2011. However, many were not completed in 2011 and will need to be added to the 2012 budget in future
amendments.
Maintenance General/Salaries – The budgeted costs in these accounts have been reallocated. The combined
increase is about 3%.
Financial Plan – Private Service
All figures represent $’000 (thousands)
Comments:
None.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Contributions from Others (30000-4820)- 24 - 9 - 30 - 30 -0%- 30 - 30 - 30 - 30
Fees (39000-4220)- 18 - 5 - 10 - 10 -0%- 10 - 10 - 10 - 10
Fuel Sales (33200-7361)- 354 - 427 - 317 - 430 - 113 36%- 443 - 456 - 469 - 482
GVTA Grant - Downloaded Roads (33100-4261)- 262 - 730 - 863 - 863 -0%- 863 - 863 - 863 - 863
GVTA Grant - Uploaded Roads (33100-4260)-- 28 -------
Preservice Fees (35300-4460)--- 26 - 26 -0%- 26 - 26 - 26 - 26
Prov. Grant (Unconditional) (33100-4253)- 54 11 -------
Total Revenue - 712 - 1,188 - 1,247 - 1,359 - 113 9%- 1,372 - 1,385 - 1,398 - 1,411
Expense
Committee Costs (33100-6045)10 10 10 10 -0%10 10 10 10
Environmental Costs (33100-6320)-15 20 20 -0%20 20 20 20
Equipment Maintenance (30000-8030)729 583 542 551 9 2%559 568 577 586
Fuel (33200-7360)699 851 677 893 216 32%920 947 973 1,000
Insurance (multiple)104 126 156 164 9 6%171 171 171 171
Maintenance - General (multiple)4,004 4,706 4,613 4,540 - 73 -2%4,692 4,845 4,980 5,118
Salaries (multiple)917 991 1,068 1,332 264 25%1,374 1,417 1,462 1,507
Special Projects (33100-6385)247 177 740 269 - 470 -64%25 25 25 25
Supplies (multiple)114 125 105 90 8 8%92 93 95 97
Training (33100-6400)28 24 24 24 -0%24 24 24 24
Transfers to Reserves 990 1,089 1,083 1,198 115 11%1,261 1,312 1,366 1,421
Interest Transfers (33100-ERR-9402)--105 105 -0%105 105 105 105
Vehicle Chgs Contra (Mtce) (33200-7405)- 1,435 - 1,657 - 1,151 - 1,274 - 123 11%- 1,306 - 1,331 - 1,357 - 1,383
Vehicle Chgs Contra (Replacmt) (33200-7410)- 892 - 1,013 - 1,083 - 1,198 - 115 11%- 1,261 - 1,312 - 1,366 - 1,421
Vehicle Costs (33100-6430)11 12 25 -1 3%----
Total Expense 5,526 6,039 6,934 6,726 - 159 -2%6,686 6,894 7,086 7,279
TOTAL OPERATIONS 4,813 4,851 5,687 5,367 - 272 -5%5,314 5,509 5,688 5,869
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Access Culverts (33300-4481)- 47 - 21 -------
Curb Let Down/Rd Extension (33300-4160)- 14 - 18 - 36 - 37 - 0 1%- 37 - 37 - 38 - 38
Ditch Enclosures (33300-4482)- 11 - 4 -------
Private Xing /Frontage /Storm (33300-4480)- 32 - 42 - 67 - 69 - 2 3%- 71 - 72 - 74 - 76
TOTAL OP-PRIVATE SERVICE - 103 - 86 - 104 - 106 - 2 2%- 108 - 110 - 112 - 114
150 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – OPERATIONS CENTRE
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
Comments:
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 – 2011 budget contained funding committed to specific projects that were to be completed in
2011. However, many were not completed in 2011 and will need to be added to the 2012 budget in future
amendments.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Contributions from Others (60000-4820)- 5 --------
Investment Interest (60000-4295)- 175 - 116 - 225 - 225 -0%- 225 - 225 - 225 - 225
M.F.A. Discharge (64000-4380)-- 9 -------
Parcel Charges (61000-4420)- 784 - 802 - 872 - 915 - 44 5%- 961 - 1,009 - 1,059 - 1,076
Private Service Connections (multiple)- 51 - 30 - 100 - 103 - 3 3%- 105 - 107 - 110 - 112
Prov. Grant (Unconditional) (61000-102-4253)- 248 - 124 - 248 --0%----
Sale of Service (61000-4600)- 198 - 216 - 289 - 303 - 14 5%- 318 - 334 - 351 - 357
Sales (61000-4510)- 6,031 - 6,505 - 6,250 - 6,692 - 442 7%- 7,165 - 7,672 - 8,215 - 8,790
Total Revenue - 7,493 - 7,802 - 7,983 - 8,238 - 503 6%- 8,774 - 9,347 - 9,960 - 10,560
Expense
Admin Fees (61000-101-6005)2,950 3,198 3,229 3,373 144 4%3,523 3,726 3,924 4,119
Appropriation of Surplus (61000-9010)- 790 - 689 - 692 207 899 -130%- 443 157 924 1,096
Contract (64000-7007)1,993 1,993 1,993 2,093 100 5%2,192 2,292 2,392 2,491
Contribution to own Reserves (64000-9020)1,287 305 -------
Insurance (61000-6210)50 45 60 58 - 2 -4%58 58 58 58
Maintenance - Buildings (62000-8060)263 274 261 288 27 10%296 304 313 322
Maintenance - General (62000/63000-8056)254 283 360 341 - 19 -5%360 379 398 417
Other (multiple)42 51 94 95 1 1%95 95 96 96
Private Connections - Preservice (61000-8011)3 17 14 14 0 1%14 14 14 14
Salaries (61000-5500/5100)199 180 273 306 32 12%315 325 335 345
Salary Transfers (61000-5450)563 580 583 621 38 7%637 653 666 679
Service Severance Costs (60000-5150)7 8 10 10 -0%10 10 10 10
Small Tools & Equipment (61000-7390)23 13 10 11 0 4%11 11 12 12
Special Projects (61000-6385)128 229 928 255 - 673 -73%----
Total Expense 6,974 6,488 7,124 7,672 548 8%7,068 8,025 9,141 9,661
Transfers
Transfer to Capital Funds (multiple)112 477 894 676 - 218 -24%1,626 1,242 739 819
Transfers In (60000-DCC-4910)--- 41 -41 -100%----
Transfers Out (multiple)61 99 100 80 - 20 -20%80 80 80 80
Total Transfers 173 576 953 756 - 197 -21%1,706 1,322 819 899
TOTAL SEWER UTILITY - 346 - 737 94 190 - 152 -162%----
District of Maple Ridge Financial Plan 2012 – 2016 151 | Page
PWDS – OPERATIONS CENTRE
Financial Plan – Water Utility
All figures represent $’000 (thousands)
Comments:
Parcel Charges/Sales of Services/Sales – The 2012 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 budget includes borrowing costs related to capital cost sharing with the Regional
District for construction of new pump station and additional water main. The issuance of debt has not yet
occurred.
Purchases – The cost of water purchases from the region is expected to increase significantly.
Special Projects – 2011 budget contained funding committed to specific projects that were to be completed in
2011. However, many were not completed in 2011 and will need to be added to the 2012 budget in future
amendments.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fines (71000-4240)- 30 - 35 - 18 - 18 -0%- 18 - 18 - 18 - 18
Investment Interest (70000-4295)- 205 - 144 - 150 - 150 -0%- 150 - 150 - 150 - 150
Parcel Charges (71000-4420)- 79 - 77 - 93 - 101 - 8 9%- 110 - 120 - 131 - 137
Private Connections (multiple)- 391 - 393 - 262 - 266 - 4 2%- 270 - 274 - 278 - 283
Sale of Service (71000-4600)- 2,308 - 2,598 - 2,662 - 2,902 - 240 9%- 3,163 - 3,448 - 3,758 - 3,926
Sales (71000-4510)- 7,415 - 8,119 - 8,519 - 9,472 - 953 11%- 10,531 - 11,708 - 13,017 - 13,675
Transfers In (multiple)- 1,206 - 528 ---- 368 - 368 - 368 - 368
Total Revenue - 11,634 - 11,894 - 11,704 - 12,909 - 1,205 10%- 14,610 - 16,086 - 17,720 - 18,557
Expense
Appropriation of Surplus (71000-9010)- 1,408 - 2,182 - 2,182 - 131 2,051 -94%- 942 589 1,805 1,936
Contribution to own Reserves (74000-9020)1,034 1,852 -------
Contribution to Self-Insurance (74000-9021)- 17 7 7 7 -0%7 7 7 7
Debt - Principal (multiple)-----460 460 460 460
Insurance (71000-6210)66 31 43 40 - 3 -6%40 40 40 40
Insurance-Adj Fee / Deductible (71000-6211)--5 5 -0%5 5 5 5
Maintenance - General (70000/72000-8056)1,224 1,336 1,353 1,335 - 18 -1%1,381 1,428 1,476 1,525
Meter Reading (71000-8049)14 17 15 15 1 3%16 16 17 17
Other Outside Services (71000-7051)- 288 5 438 438 -0%438 438 438 438
Private Connections - Preservice (71000-8011)23 50 21 20 - 1 -4%20 21 21 21
Purchases (71000-7380)5,564 5,966 6,788 7,300 512 8%8,750 9,500 10,250 10,925
Radio & Communications (71000-6340)21 24 30 31 0 1%31 31 32 32
Salaries (71000/72000-5500)324 371 658 653 - 5 -1%668 682 697 712
Salary Transfers (71000-5450)719 741 745 789 44 6%810 831 849 867
Service Severance Costs (70000-5150)9 10 13 13 -0%13 13 13 13
Small Tools & Equipment (71000-7390)16 20 14 27 13 88%28 28 29 30
Special Projects (71000-6385)121 79 1,158 15 - 1,143 -99%15 15 15 15
Total Expense 7,423 8,327 9,106 10,559 1,452 16%11,740 14,105 16,153 17,042
Transfers
Transfer to Capital Funds (multiple)967 1,128 2,810 2,091 - 719 -26%2,570 1,682 1,267 1,215
Transfers Out (multiple)100 100 100 80 - 20 -20%80 80 80 80
Total Transfers 1,067 1,228 2,910 2,171 - 739 -25%2,650 1,762 1,347 1,295
TOTAL WATER UTILITY - 3,144 - 2,340 312 - 179 - 491 -157%- 220 - 220 - 220 - 220
152 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – PLANNING
Services 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
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. To carry out this
work, the department coordinates the flow of
information with a number of internal departments,
stakeholder groups, and agencies involved in a project
application.
The department provides information, recommenda-
tions, 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 support the
very specific statutory work for every property
development that comes before Council.
The 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.
2012 Workplan Emphasis
We will be working on several strategies, bylaws,
studies, and plans including, but not limited to, the
preparation of a Commercial and Industrial Strategy,
preparation of a density review process for the North
Albion Area, preparation of an Albion Flats Area Plan,
provision of assistance to the Social Planning
Committee on preparation of a Housing Action Plan,
completion of the Environmental Management Plan,
adoption and implementation of the Zoning Bylaw,
completion and implementation of the Wildfire Interface
Management Plan, and initiation of the revised
Regional Context Statement.
Performance Measurement
HIGH-LEVEL COMMUNITY GOALS
Protect Environmentally Sensitive Areas
Target Statement
Identify and protect environmental features and areas that require special recognition and management to promote
sound environmental practices.
Overview
This graph represents the number of hectares of land that were legally protected, through dedication or covenant,
for environmental reasons. The information tab provides a further breakdown by reason. By working with integrated
and innovative sustainable design solutions, a balance between development and conservation can be achieved
that provides safe, attractive, and affordable development, along with recreational opportunities and protection of
highly sensitive fish and wildlife habitat. For environmental permit areas around watercourses and steep slopes,
coordination of professionals and municipal staff is required to ensure protection of significant natural features,
hazard mitigation for safe development, and enhancement opportunities that occurs with each development
application.
District of Maple Ridge Financial Plan 2012 – 2016 153 | Page
PWDS – PLANNING
Status Report (All Areas in Hectares)
For a breakdown by year of the reasons for protection and related land areas, see the Information tab on SEE-IT.
Organization Chart
Director of
Planning
Christine Carter
Administrative
Assistant
Debbie Pope
Manager of
Community Planning
Jim Charlebois
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
Michelle Bast
Amelia Bowden
Not Hired
Mapping and
Graphics Technician
David Tieu
Environmental
Technician
Mike Pym
Gail Szostek
Development
Services Technician
Patty Carlow
Judy VanTunen
Senior Planning
Technician
Ann Edwards
0
5
10
15
20
25
30
35
2006 2007 2008 2009 2010 2011 2012
Dedicated Park (hectares)Covenant (hectares)
154 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – PLANNING
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees. The 2005-2011 FTEs represent
actual hours worked plus paid leave; 2012-2014 represent forecasted staffing levels.
Actual FTEs (net of vacancies & unpaid leave) Full Staffing
Position 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Director of Planning 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Mgr of Dev’t and Environment Serv. 1.0 1.0 1.0 1.0 1.0 1.0 0.9 1.0 1.0 1.0
Manager of Community Planning 1.0 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 1.0
Planner II 2.3 2.4 3.0 3.0 3.1 3.0 3.0 3.0 3.0 3.0
Senior Planning Technician - - - - - 1.0 0.9 1.0 1.0 1.0
Environmental Technician 1.0 1.0 1.0 1.3 2.0 1.7 1.9 2.0 2.0 2.0
Planning Technician 2.9 3.0 3.8 3.9 3.6 3.0 3.0 3.0 3.0 3.0
Mapping and Graphics Technician - - - - 0.9 2.8 1.0 1.0 1.0 1.0
Planning Assistant II 0.8 1.0 1.0 0.9 0.1 - - - - -
Administrative Assistant 1.0 1.1 1.3 1.0 1.0 1.1 1.0 1.0 1.0 1.0
Development 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 - - - - - - - -
Full-Time Equivalent 13.2 14.7 16.1 16.1 16.7 16.6 16.6 17.0 17.0 17.0
Contract staff are not represented, and are sometimes employed to temporarily fill staff vacancies.
Budget
The base budgets for 2012-2016 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Planning Department
All figures represent $’000 (thousands)
Comments:
Committee Costs/Consulting/Special Projects – 2011 budget contained funding committed to specific projects
that were to be completed in 2011. However, many were not completed in 2011 and will need to be added to the
2012 budget in future amendments.
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Applic Fees - ALR (53110-4123)- 2 - 1 - 6 - 6 -0%- 6 - 6 - 6 - 6
Applic Fees - Dev Permit (53110-4124)- 107 - 193 - 153 - 156 - 3 2%- 159 - 161 - 161 - 161
Applic Fees - OCP (53110-4121)- 6 - 17 - 6 - 6 - 0 2%- 7 - 7 - 7 - 7
Applic Fees - Subdivision (53110-4122)- 103 - 108 - 111 - 113 - 2 2%- 115 - 116 - 116 - 116
Application Fees (53110-4120)- 128 - 199 - 111 - 113 - 2 2%- 115 - 115 - 115 - 115
Erosion Sediment Contrl Permit (53110-4127)- 8 - 8 -------
Fees - Temp Ind/Comm Permit (53110-4125)- 25 - 8 - 4 - 5 - 0 2%- 5 - 5 - 5 - 5
Sales (multiple)- 3 - 3 - 11 - 11 -0%- 11 - 11 - 11 - 11
Prov. Grant (Conditional) (53120-4252)- 11 - 40 -------
Total Revenue - 393 - 577 - 401 - 409 - 8 2%- 417 - 420 - 420 - 420
Expense
Committee Costs (53110/53120-6045)20 8 64 22 - 42 -66%22 22 22 22
Consulting (53120-7005)112 28 185 19 - 166 -90%19 19 19 19
Contract (53110-7007)40 40 40 40 -0%40 40 40 40
Legal (53100/53110-7030)56 78 38 38 -0%38 38 38 38
Other (multiple)21 21 49 50 0 1%50 50 51 51
Salaries (multiple)1,475 1,573 1,702 1,688 - 13 -1%1,742 1,797 1,854 1,911
Studies & Projects (multiple)22 30 128 100 - 28 -22%----
Total Expense 1,744 1,777 2,206 1,957 - 249 -11%1,911 1,966 2,023 2,080
TOTAL PLANNING 1,351 1,200 1,805 1,548 - 257 -14%1,494 1,546 1,603 1,661
District of Maple Ridge Financial Plan 2012 – 2016 155 | Page
PWDS – RIDGE MEADOWS RECYCLING
Services 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 who
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.
2012 Workplan Emphasis
RMRS will work towards a Curbside Yard Waste/
Kitchen Waste pickup program which 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
2012.
RMRS will assist in the implementation of new
parking regulations in the difficult to access areas
with their partners in Emergency Services who have
similar access concerns.
RMRS will administer the Brush Chipping Program,
expand Blue Box pickup services to Silver Valley and
Albion, and expand the number 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 large appliances, toys,
media devices (records, CDs, VHS tapes), and
packaging.
RMRS will provide public education and
administration of the District’s Low-Flow Toilet
Rebate Program, Brush Chipping Program, Bear
Aware campaign, and to increase awareness of
recycling by producing an advertising campaign for
new extended producer responsibility products,
organics, and items accepted at the Depot. RMRS
will expand the Solid Waste and Recycling Regulation
Bylaw to include garbage and commercial properties.
RMRS will continue to provide employment and
training opportunities to people with developmental
disabilities in partnership with Community Living BC
and other Ministries.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Provide a safe, supportive work environment for people with developmental disabilities.
HIGH-LEVEL COMMUNITY GOALS
Encourage Residents and Business Owners to Reduce, Reuse, and Recycle
Target Statement
Our ultimate goal is Zero Waste, with an interim target of 585 kilograms per resident by the year 2015. This
represents a 70% diversion rate from the 1995 level of waste going to landfill.
156 | Page District of Maple Ridge Financial Plan 2012 – 2016
PWDS – RIDGE MEADOWS RECYCLING
Overview
This graph represents the kilograms of waste that are recycled, diverted from landfills, shown as kilograms per
Maple Ridge household. Households include single family homes and apartment units. The ultimate goal is Zero
Waste, with a 2015 target for the Metro Vancouver region of 70% from 1995 levels, which equates to 585
kilograms per Maple Ridge household.
Priority must be given to the first two R’s (reduce and reuse) as the best long-term method to achieve our goal.
Together with recycling efforts, a reduction in tonnage will reflect a change in behaviour as residents make choices
that are better for the environment.
In 2007 Maple Ridge 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 Report
The 2011 amount of waste diverted from landfill to recycling programs was 401 kilograms per household. This is
calculated by taking the total waste diverted to recycling of 9,586 kilograms and dividing by 23,882 properties.
Although the graph shows a decline, the waste diverted to recycling is a component of the total waste stream, and
for 2011, 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.
Budget
The base budgets for 2012-2016 for this area follow, along with the prior year budget and actual amounts for the
preceding two years.
Financial Plan – Recycling
All figures represent $’000 (thousands)
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 – Regular cost increase for recycling is 4%. The additional 8% growth is due to expansion of the
collection area.
0
100
200
300
400
500
600
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
kg of waste diverted from landfill per household Target
2010
Actuals
2011
Actuals
2011
Budget
2012
Budget
Budget
∆ $
Budget
∆ %
2013
Budget
2014
Budget
2015
Budget
2016
Budget
Revenue
Fees (51000-4220)- 85 - 75 - 100 - 100 -0%- 100 - 100 - 100 - 100
Lease Expense (51000-004-6230)30 15 15 15 -0%15 15 15 15
Total Revenue - 55 - 60 - 85 - 85 -0%- 85 - 85 - 85 - 85
Expense
Contract (51000-7007)1,209 1,099 1,129 1,280 152 13%1,311 1,343 1,376 1,410
Insurance (51000-6210)2 2 2 2 0 10%2 2 2 2
Vehicle Charges (51000-7400)386 439 425 489 64 15%525 540 556 573
Total Expense 1,597 1,540 1,555 1,771 216 14%1,838 1,886 1,935 1,985
TOTAL RECYCLING 1,233 1,233 1,233 1,233 1,233 100%1,233 1,233 1,233 1,233
District of Maple Ridge Financial Plan 2012 – 2016 157 | Page
158 | Page District of Maple Ridge Financial Plan 2012 – 2016
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
District of Maple Ridge Financial Plan 2012 – 2016 159 | Page
CAPITAL PROCESS
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 Assets
The District of Maple Ridge has inventoried all
physical assets that support municipal services
and reports them at historical cost net of
accumulated amortization. Annual amortization
expense represents the cost of asset use to
decision makers and residents.”
Funding Sources
The table on the next page illustrates the
sources of funding for these projects. The
proposed CWP is relatively large due to
borrowing (Debt Financing) and projected
funding from other sources including TransLink
and grants from provincial and federal
governments.
160 | Page District of Maple Ridge Financial Plan 2012 – 2016
CAPITAL WORKS PROGRAM
The five-year Capital Works Program is $129 million; 2012 planned capital projects are $20 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 2011 will be included in a Financial Plan amendment in the spring of 2012.
Capital Expenditure Program 2012 – 2016 ($129 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix F
Drainage
$7.0M
Government
Services
$7.1MHighways
$64.1M
Recreation
$0.2M
Park Acquisition
$10.1M
Park Improvement
$7.1M
Protective Services
$5.3M Sewage
$7.7M Technology
$5.1M
Water
$16M
Grants & 3rd
Parties
20%
Development
Cost Charges
32%Reserve
Accounts 16%
Reserve
Funds
10%
General
Revenue
10%
Water
Fund
7%
Sewer
Fund
4%
2012-2016
Capital Plan
Funding Sources
District of Maple Ridge Financial Plan 2012 – 2016 161 | Page
CAPITAL WORKS BUSINESS PLAN
Services Provided
The Capital Planning Committee compiles and
prepares the Capital Works Program, coordinates
project information for the Long-Term Capital Works
Program (15 - 20 years) with priority given to the
upcoming five-year timeframe (2012 – 2016), 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.
2012 Workplan 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).
Operating Budget Implications of the Capital Program and Developer Contributed Assets
Many of the incremental operating costs associated with the capital program are identified under the Financial Plan
Overview on page 40 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.
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 for water and sewer maintenance is $15,000 and $10,000
respectively.
Due to the anticipated shortfall in property taxation revenue, no additional funding other than Water and Sewer
funds has been allocated in 2012 to address operating costs due to new capital. As a result, any additional
operating costs for items such as new park maintenance will need to come from existing operating budgets through
overall reduction in service levels.
162 | Page District of Maple Ridge Financial Plan 2012 – 2016
Appendices
Mission Statement and Value Statements
Vision 2025
Performance Measures
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2012-2016 Financial Plan Bylaw 6883 – 2011
Glossary of Terms
Acronyms
District of Maple Ridge Financial Plan 2012 – 2016 163 | Page
164 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX A & B: MISSION STATEMENT, VALUE
STATEMENTS, VISION 2025
The Strategic Plan was developed by Council to guide
the development of specific objectives to focus on in
order to achieve the community vision.
MISSION
A safe, livable, and sustainable community for our
present and future citizens.
VALUE STATEMENTS
Leadership To encourage innovation, creativity, and
initiative.
Service To be fair, friendly, and helpful.
Reputation To stress excellence, integrity,
accountability, and honesty.
Human
Resources
To recognize that our people are our
most valuable resource.
Community To respect and promote our community.
Stewardship To consider the long-term
consequences of actions, think broadly
across issues, disciplines, and
boundaries and act accordingly.
VISION 2025
The District of Maple Ridge is among the most sustain-
able communities in the world. As a community commit-
ted to working toward achieving carbon neutrality,
residents experience the value of a strong and vibrant
local economy and the benefits of an ongoing commit-
ment to environmental stewardship and creation of sta-
ble and special neighbourhoods. Maple Ridge is a world-
leading example of thoughtful development and a
socially cohesive community, especially as it relates to
the use of leading edge “environmental technologies,”
social networks and economic development. Other mu-
nicipalities consistently reference the District of Maple
Ridge for its innovative approaches to dealing with
seemingly intractable challenges.
Strategic Focus Areas
Community Relations
Economic Development
Inter-Government
Relations/Networks
Environment Safe and Livable Community
Financial Management Smart Managed Growth
Governance Transportation
Community Relations
Vision 2025
Maple Ridge residents and business owners report very
high levels of satisfaction with the District’s efforts to
keep citizens informed of municipal plans and projects
and to ensure citizens are aware of when and how they
can participate in civic processes.
Key Strategies
Provide a continuum of opportunities that encourage
and enable citizen participation in local government and
local government decision-making.
Develop methods to communicate on a timely basis with
citizens and community groups
Survey citizens to obtain their views on the community
and their satisfaction with District services
Provide information about and actively promote the
actions individual citizens and businesses can take to
augment the District’s sustainability efforts
Provide opportunities through events and festivals for
growing our citizens’ sense of community
Economic Development
Vision 2025
Maple Ridge made the transition from dormitory suburb
to employment magnet by carefully targeting businesses
that fit within the context of the District’s many
neighbourhoods. Commercial ventures were encour-
aged in the accessible, pedestrian-friendly downtown
and at nodes along major roads; agricultural activities
were enabled in the District’s famed rural areas; home-
based businesses were encouraged and clean industry
was attracted to existing and new business parks cre-
ated near key transportation junctions and neighbour-
hoods. The District enjoys the many benefits of having
the majority of its residents work in the community in
which they live.
Key Strategies
Use a formal economic development strategy, grounded
in the principles of sustainability as a means to struc-
ture a positive business and investment climate
Support the retention and expansion of existing local
businesses that add to the quality of life in Maple Ridge
Identify, in consultation with community stakeholders,
specific new investment and employment opportunities
Build a sustainable community that includes a balance
of land use types
Develop an efficient, customer-service oriented ap-
proach to the delivery of municipal services that is
timely, cost effective, friendly and efficient
Develop and maintain high quality community
documentation and promotional material to attract in-
vestment and employment
Preserve natural assets that could positively contribute
to economic development
Enhance the trail systems so that they can be used to
enhance economic development
Environment
Vision 2025
Maple Ridge continues to lead the nation in preserving
and enhancing its community’s quality of life, air, water,
and land. The District, long a front-runner in the protec-
tion of environmentally sensitive areas, is one of the first
municipalities to promote green-building and innovative
technologies in residential and commercial construction
and infrastructure. The District has won a number of
awards for its practices relating to energy use in civic
buildings and the municipal fleet and its support of
community waste reduction activities.
District of Maple Ridge Financial Plan 2012 – 2016 165 | Page
APPENDIX A & B: MISSION STATEMENT, VALUE
STATEMENTS, VISION 2025
Key Strategies
Continue to promote individual, business and commu-
nity responsibility for the stewardship of natural re-
sources
Identify and devise effective protective mechanisms
for environmental features (such as watercourses)
and areas that require special recognition and man-
agement
In partnership with other levels of government, adja-
cent municipalities, First Nations and community
groups, develop programs and projects to preserve
and enhance the natural assets of Maple Ridge
Set targets for the purchase and installation of renew-
able energy sources and establish energy efficiency
goals for facilities, infrastructure, operations and fleet
Lobby senior levels of government to change codes
and regulations to promote or require the use of
“green” and innovative technology
Financial Management
Vision 2025
The District’s award-winning financial, investment, pur-
chasing and human resources policies and practices are
tightly aligned with and contribute to the District’s con-
tinued vision of sustainability
Key Strategies
Construct financial plans and business plans in accor-
dance with the adopted Financial Sustainability Policies
Develop multi-year financial plans that not only address
immediate needs but also address the longer-term sus-
tainability of our community
Use a formal, business planning framework as a means
to structure decision-making and publicly reporting our
performance
Identify methods to expand the tax base and generate
non-tax revenue
Continue to use a user-pay philosophy
Review policies and processes to ensure they are
consistent with the corporate strategic direction and
external influences
Provide high quality municipal services to our citizens
and customers in a cost effective, efficient and timely
manner
Governance
Vision 2025
Maple Ridge is a leader in voter turnout for Municipal
Elections as more than half of those eligible to vote, ex-
ercise that right. Elected officials and District staff con-
tinue to confidently lead the community on its journey to
achieving its vision. Meaningful engagement of staff,
stakeholders, and citizens ensures quality decision-
making. Politicians and staff model the District’s values
and consistently deliver on the commitments, goals and
objectives stated in the Strategic Plan and Business
Plans.
Key Strategies
Conduct our business in a manner that upholds and
enhances the public’s trust
Function as an open government with the greatest
possible access by citizens to information and opportu-
nity for engagement in decision-making processes
Demonstrate leadership in applying and promoting the
principles of sustainability recognizing that each individ-
ual decision may not be optimal for all pillars of sustain-
ability
Inter-Government Relations/Networks
Vision 2025
The District receives outstanding levels of support and
cooperation from senior levels of government, crown
agencies, the regional district, the school district, our
municipal neighbours, First Nations, community groups
and corporate Canada because of the strong, positive
working relationships, at both the political and staff
level, that have been established and nourished over
the years
Key Strategies
Develop and maintain strong, positive working relation-
ships with our adjacent neighbours, the municipalities of
Pitt Meadows and Mission; the Katzie and Kwantlen
First Nations; our fellow members of the Greater Van-
couver Regional District and the Fraser Valley Regional
District
Enhance relationships with provincial and federal
employees and politicians to further the legitimate in-
terests of the District
Continue to leverage our voice and enhance our
relationships with the Union of British Columbia Munici-
palities, the Federation of Canadian Municipalities and
the Lower Mainland Local Government Association
Identify and promote the use of partnerships and net-
works with public agencies; crown corporations; busi-
ness; not-for-profit; community groups; and, volunteers
to provide local government and community services in
a cost-efficient, effective and timely manner
Safe and Livable Community
Vision 2025
A community development model is at the heart of the
District’s success in meeting the safety, security, and
social needs of the citizenry. By networking with other
levels of government, the RCMP, the School Board,
community agencies and business groups and by ca-
pacity building with not-for-profits and neighbourhood
groups all Maple Ridge residents have their basic
health, safety, shelter, food and income needs met;
have access to community services to assist them in
achieving their full potential; are able to actively partici-
pate in civic processes; and can contribute to estab-
lishing an exceptionally strong community.
Key Strategies
Strive for enhanced service levels, quality of life and
independence by citizens and community organizations
in the delivery of leisure services and other municipal
services through community development
Develop and implement preventative as well as
166 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX A & B: MISSION STATEMENT, VALUE
STATEMENTS, VISION 2025
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
Smart Managed Growth
Vision 2025
Maple Ridge has risen to the challenge of accepting
growth while at the same time protecting the quality of
life and diversity of residential options that is so impor-
tant to citizens. By densifying many neighbourhoods, the
District has maintained the rural character and small-
town feel of the community. Specific neighbourhood
plans supported by design guidelines and attention to
the natural landscape were keys to retaining the
character of neighbourhoods that experienced in-fill. A
vibrant, pedestrian-friendly, accessible downtown is the
heart and gathering place for the community. Shopping,
educational facilities and utility infrastructure were de-
veloped concurrent with the new or densified
neighbourhoods.
Key Strategies
Develop land use management and development proc-
esses that are clear, timely, open, inclusive and consul-
tative
Use the Official Community Plan and the District’s
Corporate Strategic Plan to ensure growth is well- man-
aged and balances the three pillars of sustainability (so-
cial, economic and environment) thereby enhancing the
unique quality of life in Maple Ridge
Develop land use regulations, bylaws, procedures, and
practices to implement the Official Community Plan and
all other Strategic and Master Plans thereby providing
clear interpretation of the District’s direction, goals and
objectives
Manage existing municipal infrastructure through the
preparation of appropriate plans to ensure develop-
ment, maintenance and renewal of parks and open
spaces; roads; sidewalks; water; sewer and stormwater
systems; public buildings as well as data and communi-
cations technology
Encourage the use of adaptive technologies in new
construction so that buildings are flexible to changing
needs and demographics
Explore the introduction of innovative new infrastructure
and technology (such as fibre optics, geo-thermal power
and energy from sewer systems)
Transportation
Vision 2025
Maple Ridge has been able to accommodate tremen-
dous population and economic growth by planning
growth around multi-modal transportation routes. The
District works very closely with the regional transporta-
tion authority to ensure that employment centres as well
as neighbourhoods accepting increased density or new
medium density neighbourhoods would be well served
by public transit and a rapid transit metro line. In addi-
tion, a third east-west route through the community was
added to assist with commercial and private vehicle traf-
fic and all-day, two-way commuter rail service is now a
reality. The downtown area is an excellent example of
creating a pedestrian friendly environment that enables
citizens and visitors to easily explore the uptown shops
and services before taking a casual stroll down to the
riverfront promenade.
Key Strategies
Maintain and enhance a multi-modal transportation
system within Maple Ridge to provide citizens with
safe, efficient alternatives for the movement of indi-
viduals and goods
Promote alternative modes (pedestrian, bike, public
transit) of travel to reduce reliance on the automobile
Continue to improve the walk-ability of the downtown,
ensuring it is pedestrian friendly and accessible, par-
ticularly for those with impaired mobility
In cooperation with other regional stakeholders, identify
improvements to the inter-municipal transportation sys-
tem within the Lower Mainland and the Fraser Valley
District of Maple Ridge Financial Plan 2012 – 2016 167 | Page
APPENDIX C: PERFORMANCE MEASURES
Council and Staff at the District are pleased to present the sixth 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.
The information provided in each department 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.
168 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX C: PERFORMANCE MEASURES
The graphs within the departmental sections 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 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 No. 1 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
District of Maple Ridge Financial Plan 2012 – 2016 169 | Page
APPENDIX C: PERFORMANCE MEASURES
Complete 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
Reduce 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
Students attending fire safety education sessions
Police Services
Efficient and responsive police services
170 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX C: PERFORMANCE MEASURES
Complete 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
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
Promote Alternative Modes
Transportation to work
Safe, Efficient Transportation Network
Improve traffic safety
Provide safe, serviceable roads
District of Maple Ridge Financial Plan 2012 – 2016 171 | Page
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
POLICY STATEMENT
District of Maple Ridge
Title: Financial Sustainability Plan
Appendix D: Financial Sustainability Plan – Policy 5.52
Policy No : 5.52
Supersedes: NEW
Authority: Council
Approval: October 26, 2004
Effective Date:
October 27, 2004
Policy Statement:
The District’s financial planning will be guided by the attached Financial Sustainability Plan policy guidelines.
Purpose:
A proactive strategy is required that will lay the groundwork for the continuance of high quality services and provide
a legacy for future generations. It will position the Municipality to meet financial 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
Purpose:
A proactive strategy is required that will lay the groundwork for the continuance of high quality services and provide
a legacy for future generations. It will position the Municipality to meet financial obligations and take advantage of
opportunities that arise; it will also mean that residents can look forward to equitable and affordable taxation.
The policies should be designed and structured to develop principles that guide, support and respect the direction
of the community.
Policy Guidelines:
1. Growth in Tax Base:
Discussion: Maple Ridge is a growing community and all indications are that this will continue. Growth brings in
new tax revenue which must be estimated using the best available data.
Policy 1.0
Real growth will be set based on the experience of the previous planning period and the projections for the
ensuing period, using information provided by BC Assessment, the Planning Department, and the Finance
Department.
2. Service Demands Created by a Growing Community:
Discussion: Growth creates demands for service. Often, the additional tax revenue is not sufficient to pay for
the costs of providing the services necessary to keep with established standards. It is important that the
demands created by growth be recognized and efforts be made to maintain existing standards.
Policy 2.0
Business Plans should provide details of the demands for service created by growth and should include options
as to how the demands can be met and existing standards maintained.
3. Tax Increase:
Discussion: Rising costs of existing services must be recognized and we must resist the temptation to reduce
non-renewable reserves to fund operating expenses.
Policy 3.0
Each spring, Municipal Council will consider the tax increase required for the ensuing planning period by first
covering the projected cost increase for existing services and then considering other enhancements (Please
also see Policy 4.)
172 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
4. New Services and Major Enhancements to Existing Services:
Discussion: The tax increase established in Policy 3 essentially allows us to provide the same level of service to
the existing tax base. It is not designed to provide for new services or major enhancements to existing services.
Policy 4.0
New Services or Enhancements to Existing Services will be funded by a combination of:
1. Reduction in the cost of existing services. This may include a reallocation of resources from one area to
another.
2. Increase in other revenues.
3. A further increase in taxes.
5. Efficiencies, Demand Management & Service Level Reductions:
Discussion: The continuous search for efficiencies is a sound business practice that we have embedded in the
way we do business. Also, we do not have the resources to meet all of the demands that are made of us.
Demand must be managed to make sure that expectations reflect our fiscal realities and the need to contain
expenditures. Areas where service level reductions may be possible must be identified and brought forward for
Council’s consideration.
Policy 5.0
Business Plans will identify demand management strategies and will include options for Service Level
reductions.
6. Alternative Revenues & External Funding:
Discussion: The District should strive to produce non-traditional revenues and diversify its tax base.
Policy 6.0
All departments will make every effort to access external funding opportunities from other levels of government
& the private sector. All departments will endeavour to develop partnerships, strategic alliances, and co-shared
project funding to assist in the reduction of expenditures to the District. An expansion of the tax base, beyond
existing ratios, can be used to reduce the general tax rate, increase service levels, and/or provide new services.
7. Infrastructure Maintenance & Replacement:
Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct
investments and investments made by the development community that are turned over to the municipality to
operate and maintain. As our community grows, this investment increases. We need to develop a plan to keep
the infrastructure in a proper state of repair to avoid costly failures.
Policy 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. A maintenance/
replacement program will be established using best practices. By 2015, this program must be fully funded and
the current 5-year financial plan should start to address this on a phased basis. The required tax increase will
be beyond that set out in Policy 3.
Policy 7.1
Annual Operating & Maintenance budgets will be adjusted to accommodate growth.
8. Debt Management:
Discussion: The maximum amount that the District can borrow from external sources is set by the Community
Charter. Every effort should be made to keep debt levels at a minimum however; there may be instances where
borrowing money is appropriate i.e. financing major infrastructure projects. Borrowing in such instances allows
the costs of the project to be spread out over the useful life of the asset. This results in the costs being paid by
future beneficiaries and not just by current taxpayers.
Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including
recommendations on how the debt will be serviced.
District of Maple Ridge Financial Plan 2012 – 2016 173 | Page
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
9. Fees and Charges:
Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis
to avoid major changes and to provide the public with adequate notice of those changes. The review will
include an analysis of our costs as well as what is charged by other municipalities.
Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months
notice of those changes.
10. Accumulated Surplus:
Discussion: Accumulated Surplus represents non-renewable accumulated savings and should not be used for
operating purposes or for normal capital purposes.
Policy 10.0
Accumulated surplus will be considered as a funding source for extraordinary one-time expenditures.
11. Reserve Funds and Reserve Accounts:
Discussion: The District has a series of reserve funds and reserve accounts that are established for various
purposes. They can help us deal with unexpected variations from normal operations, which could include
natural, environmental, or economic events. As well, they can assist in funding opportunities that arise.
Policy 11.0
Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of
expenditures permitted, and the desired level of the reserve. Strategies for achieving the desired level of the
reserve will be included in the Business Plans.
12. Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs, and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future
costs, including operating & life cycle cost, and demonstrate the source of sustainable funding for such costs.
13. Carry Forward Projects:
Discussion: From time to time, funding is allocated for a project (capital or operating) but the project is not
completed in the year that it was budgeted for. An example of a capital project of this nature is the land
required to complete Firefighters Park. An example of an operating project would be the work to be done on the
Official Community Plan. Many times, the reason for the delay is due to factors beyond the control of the
municipality. For instance, some projects are delayed while we try to secure funding from other partners.
Projects can also be delayed if we are not able to negotiate what we believe to be a fair price. In such
instances, funding is “carried forward” in recognition of the fact that project is still required and we want to be
in a position to complete the transaction, once other approvals are obtained. Nonetheless, there is a need to
review carry forward projects, in light of other priorities that might have emerged.
Policy 13.0
Corporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that
might have emerged.
174 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
District of Maple Ridge
TO: Corporate Management Team Date: August 29, 2006
FROM: Laura Benson, Policy Analyst Updated: October 30, 2006
SUBJECT: Infrastructure Funding Strategy
For the development of a strategic infrastructure program, some certainty around funding levels is required. For
many years, the District has had a Long Term Capital Works Program, although there have been assumptions made
around levels of funding that may or may not be directed towards the various categories of assets and services. As
projects move closer towards the current year(s), often they get pushed off to later years due to lack of funding. At
times, the lack of certainty means work that could otherwise happen in advance of a project is not able to proceed,
such as advance planning, searching for ways to leverage our funds, and booking contractors.
In order to make the best use of District resources, and at the same time leverage them to obtain funding from
other sources, we require a longer term commitment on the funding side of the program. These are separated into
two categories: Sustaining What We Have, and Providing for Growth. Additionally, a set of guidelines is provided in
Appendix 4 to set a framework around certain funding sources, specifically the infrastructure renewal funds, DCCs,
and debt.
1. Sustaining What We Have
The DCC reserve funds infrastructure projects to support growth, but provides limited funding for replacement or
renewal, and does not fund maintenance costs. In addition, subdivision infrastructure 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 Management – The contribution from general revenue to the capital program is about
$2.1 million annually. This has not changed since prior to 1998. Roads projects must compete with drain-
age, technology and other projects within the overall capital program. TransLink provides funding for main-
tenance of the major road network, but the District’s own infrastructure has no dedicated source of funding.
Replacement value of the road infrastructure is estimated to be $460 million. Applying a lifecycle assumption of 25
years, we should be spending $18 million on an annualized basis, or the “sustainability requirement” that is
required in order to keep our infrastructure in adequate condition. That is not to say that we need to spend $18
million each and every year; but on a long-term basis we need to be prepared for some years where significant
funds are required, and we won’t have the capacity to manage them within our annual operating and capital
budgets. To put this into perspective, we are currently spending about $400,000 through the operating budget, and
the capital program averages another $400,000 per year (allocated as a portion of the $2.1 million annual general
revenue contribution towards the capital program). This $800,000 investment in road maintenance is about 8% of
the $18 million annualized requirement.
Other infrastructure within the Transportation and Traffic Management category, such as bridges, traffic signals,
lights, curbs, gutters, sidewalks, rail crossings and traffic signs bring the total replacement value to $568 million,
with an annual sustainability requirement of $21 million.
Drainage – Also competing for the general revenue funds in the capital program ($2.1 million annually) are drainage
projects. Replacement value of the drainage infrastructure is estimated to be $220 million with an annual
sustainability requirement of $4.5 million. We are currently spending about $350,000 through the
operating budget, and another $300,000 through the capital program. This $650,000 investment in storm
sewer maintenance is about 14% of the $4.5 million required.
District of Maple Ridge Financial Plan 2012 – 2016 175 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Lifecycle Reserve, in the financial statements referred to as “Recreation” Facility Maintenance, although buildings
other than recreation are covered, such as those for fire, police, and general government. This reserve
receives $450,000 annually from general revenue. An increase of $50,000 occurred in 2003 to help with
the addition of municipal buildings in the downtown core, but this is not adequate.
Comprehensive lifecycle studies are being performed, which will deliver 30-year financial plans and performance
measures. In 2005, the RCMP building, courthouse and leisure centre were reviewed. In 2006, the municipal hall,
arts centre, and works yard building are planned for review, and studies on the fire halls are planned for 2007. The
office tower study was done in 2004.
According to appraisals done for insurance purposes, the following values are assigned to the buildings and
equipment I believe were intended to be covered from this reserve:
We are currently allocating $450,000 to building and equipment renewal, out of sustainability provision
requirement of $3.8 million, or 12%. Once again I state that the $3.8 million annual sustainability requirement is
not needed each and every year, as many of the buildings are new, but there will come a time where a significant
investment is required, and more so if we are not allocating enough to the maintenance program.
Equipment Replacement Reserve – This reserve is divided into three segments: operations equipment; fire
department equipment; and technology. In addition to the specific funding allocated to these reserves, the fund
balances also earn interest income.
Operations: Equipment is charged against general revenue accounts at rates calculated to cover both 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%1 in 1998 netting $380,000 and in 2006,
$720,000. For replacement of these assets, a separate reserve is used.
1 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
176 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
In 1998 the contribution from general revenue for equipment replacement was $252,300. The number
was determined when we had two fire halls and a different pay structure for firefighters. In 1999, it
received a 5% increase, and has remained since that time at $264,900. In 2003, a lump sum of $178,000
was added, relating to fire response to the Kelowna forest fire situation. Since 2000 the District has acquired
additional vehicles worth about $350,000, and between 2008 and 2009 will spend another $1.5 million on
vehicles for Fire Hall 4. In addition, replacement of other apparatus such as hoses is funded from this reserve.
Progress to Date
Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability.
This amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional
$442,000 for a total of $857,000; 2010 is $1.3 million, and 2011 is $1.8 million.
This issue is significant, as evidenced by the shortfall illustrated in the graph below 2 3. 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.”4
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.
2 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.
3 This graph represents our entire inventory of infrastructure, including assets not paid for out of general revenue, such as the water and sewer
utilities.
4 “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
District of Maple Ridge Financial Plan 2012 – 2016 177 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Options for Sustaining What We Have
The “caution” signs in the preceding sections highlight areas that have a need for increased and/or dedicated
funding, so that they can develop a strategic replacement program. Beginning in 2008, it is recommended that the
funds be allocated as follows:
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 8.0.5
2. Providing for Growth
New infrastructure to support growth is provided primarily in two ways: (i) subdivision infrastructure built by
developers that is turned over, becoming the District’s ongoing responsibility, and (ii) Development Cost Charges
(DCCs) are used to fund major projects that serve larger areas.
The DCC reserve provides funding for the construction or provision of major infrastructure to support community
growth under the categories of roads, water, sewer, drainage, and parkland. Growth also creates a demand for
policing, fire, recreation and library services, but DCCs cannot be collected for infrastructure to support these
services.
5 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
178 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
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 2006-2010 Capital
Works Program adopted by Council. The model has been revised to illustrate the impact
of the draft 2007-2011 Capital Works Program on the DCC Fund, and Appendices 3 and
3A have been appended to this report to illustrate the updated information.
The heavier utilization of debt financing in the proposed plan will reduce the flexibility
and capacity of the Capital Works Program in future years. Adherence to the guidelines
outlined in Appendix 4 is recommended.
It must be noted that legislation on using DCCs for interest payments is very stringent, primarily allowing the practice
for greenfield development where services are to be provided prior to collections of DCCs in an area. This is
typically not our practice, as we have adopted a pay-as-you-go philosophy. Furthermore, the bulk of
borrowing capacity exists in the roads component, and these projects are generally held off until the tail-end
of development activity to allow for underground construction in advance of completing roads. For these
reasons, using debt for DCC projects will be of limited use.
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 accommo-
date growth to build-out are
identified and costs are esti-
mated (portion of cost may be
borne by existing population),
and allocated to land use
types.
3) Rates are calculated that,
when multiplied by the esti-
mated development units,
should achieve the revenue
necessary to pay for the
projects.
As projects are completed and
units are developed, remaining
(or additional) projects costs must
be covered by remaining devel-
opment units, making regular
review of project costs and growth
estimates important. As fewer
and fewer development units
remain, any changes will have a
greater impact on the rates.
District of Maple Ridge Financial Plan 2012 – 2016 179 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
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 maintenance program should be considered as new infrastructure is built. Financial Sustainability
Policy 12.0 6 directs full life-cycle cost consideration prior to capital project approval.
Is this the right time to borrow? In the lead-up to the 2010 Olympics, the District may be paying a premium to get
projects done. Is now the right time to move other projects forward? While interest costs are low right now,
construction costs are high and increasing, and we would be paying a premium to compete with other major
projects in the region. Following 2010, excess capacity may exist that could more than offset a rise in
interest costs.
CONCLUSION:
In order to sustain our current infrastructure, we should use time to our advantage. Allocating a cumulative 1% of
taxation each year to asset renewal will put us on the right path toward correcting the shortfall. To limit further
exposure, a portion of annual tax revenue derived from growth in the tax base should be dedicated toward
sustaining the expansion of our asset base. Furthermore, if actual growth exceeds that in the financial plan, a
determination should be made to allocate it either to growth in services or infrastructure sustainability. In addition,
although 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
6 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.
180 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
INFRASTRUCTURE INVENTORY
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Waterworks Management (Source: Engineering)
Watermains 353 km $485,000 $171,205,000 50 $3,424,100
Pump Stations 12 ea $500,000 $6,000,000 50 $120,000
Reservoirs 10 ea $750,000 $7,500,000 50 $150,000
Fire Hydrants 1,672 ea $4,500 $7,524,000 50 $150,480
Valves 4,806 ea $750 $3,604,500 50 $72,090
Water Connections 16,595 ea $2,500 $41,487,500 50 $829,750
Waterworks Management $237,321,000 $4,746,420
Waste Services (Source: Engineering)
Sanitary sewermains 248 km $500,000 $124,000,000 50 $2,480,000
Pumping Stations 24 ea $250,000 $6,000,000 50 $120,000
Sewer connections 14,436 ea $2,500 $36,090,000 50 $721,800
Waste Services $166,090,000 $3,321,800
Drainage (Source: Engineering)
Storm sewermains 259 km $625,000 $161,875,000 50 $3,237,500
Pumping Stations 2 ea $750,000 $1,500,000 50 $30,000
Drainage structures (Inlets, outfalls, etc.) 155 ea $75,000 $11,625,000 50 $232,500
Catch Basins 5,200 ea $3,000 $15,600,000 50 $312,000
Sewer connections 11,411 ea $2,500 $28,527,500 50 $570,550
Drainage $219,127,500 $4,382,550
Transportation and Traffic Management (Source: Engineering)
Highways (Locals, collectors, arterials)* 450 km $1,020,000 $459,000,000 25 $18,360,000
Traffic signals 29 ea $225,000 $6,525,000 30 $217,500
Bridges 14 ea $4,500,000 $63,000,000 75 $840,000
Lights** 3,957 ea $3,416 $13,516,500 30 $450,550
Traffic signs 6,600 ea $250 $1,650,000 20 $82,500
Rail Crossings 8 ea $200,000 $1,600,000 15 $106,667
Curb, gutter, sidewalk 300,000 m $75 $22,500,000 25 $900,000
Transportation and Traffic Management $567,791,500 $20,957,217
Engineering Subtotal $1,190,330,000 $33,407,987
*Highways (Locals) 300 km $780,000 $234,000,000 25 $9,360,000
*Highways (Arterials, Connectors) 150 km $1,500,000 $225,000,000 25 $9,000,000
Highways subtotal 450 $459,000,000 $18,360,000
**Lights 2,637 ea $4,500 $11,866,500 30 $395,550
**Lights 1,320 ea $1,250 $1,650,000 30 $55,000
Lights subtotal 3,957 $13,516,500 $450,550
District of Maple Ridge Financial Plan 2012 – 2016 181 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
INFRASTRUCTURE INVENTORY
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
General Government (Source: Willis/Universal Appraisal)
Construction $53,000,737 30 $1,766,691
Equipment $555,500 20 $27,775
Yard $1,193,503 20 $59,675
Contents $1,335,800 10 $133,580
Technology $1,500,000 4 $375,000
Recycling Assets $1,513,689 20 $75,684
General Government $59,099,229 $2,438,406
Parks & Recreation (Source: Willis/Universal Appraisal)
Construction $42,789,383 30 $1,426,313
Equipment $22,370 20 $1,119
Yard $4,558,490 20 $227,925
Contents $1,463,700 10 $146,370
Parks & Recreation $48,833,943 $1,801,726
Fire (Source: Willis/Universal Appraisal)
Construction $3,325,347 30 $110,845
Equipment $0 20 $0
Yard $212,400 20 $10,620
Contents $1,259,200 10 $125,920
Apparatus (Source: Fire Dept-trucks only) $5,540,000 8 $692,500
Fire $10,336,947 $939,885
Police (Source: Willis/Universal Appraisal)
Construction $4,837,701 30 $161,257
Equipment $0 20 $0
Yard $0 20 $0
Contents $400,000 10 $40,000
Police $5,237,701 $201,257
Fleet Vehicles (Source: Operations) historical cost $7,600,000 7 $1,040,000
TOTAL INFRASTRUCTURE $1,321,437,820 $39,829,260
182 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
DCC PROJECTION BY INDIVIDUAL COMPONENT
2006 Roads Sewer Drainage Water Parks*Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,131
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,979
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 -262,719
Land swap? ---->-1,000,000 -1,000,000
Reverse prior WIP 1,859,028 40,246 223,336 24,709 304,914 2,452,233
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -7,700,335 -15,558,403
Closing 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Borrow--->4,300,000 1,000,000 1,500,000 6,800,000
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 61,972 11,418 27,348 12,093 -1,090 111,741
Support Salary/Debt -53,796 0 -35,183 -146,877 -235,856
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -3,844,348 0 -159,300 -359,072 -1,190,952 -5,553,671
Closing 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
2008 Roads Sewer Drainage Water Parks Total
Opening 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,608
Interest 51,723 9,034 8,808 11,540 -6,800 74,305
Support Salary/Debt -55,410 0 -39,536 -100,221 -195,167
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -1,916,792 0 -1,327,590 -212,400 -1,829,268 -5,286,050
Closing 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
2009 Roads Sewer Drainage Water Parks Total
Opening 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 15,128 6,632 5,525 1,498 -9,643 19,140
Support Salary/Debt -57,072 0 0 -100,221 -157,293
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -4,057,567 0 -132,750 -976,015 -1,623,331 -6,789,663
Closing 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
2010 Roads Sewer Drainage Water Parks Total
Opening 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,357
Interest 257 3,257 2,054 -2,047 -13,420 -9,899
Support Salary/Debt -58,784 0 0 -100,221 -159,005
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -2,311,307 -76,089 -147,744 -450,000 -1,713,451 -4,698,592
Closing 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
2011 Roads Sewer Drainage Water Parks Total
Opening 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 14,499 800 432 38 4,446 20,216
Support Salary/Debt -60,548 0 0 -100,221 -160,769
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures 0
Closing 1,174,445 64,833 35,001 3,092 360,154 1,637,526
* The Parks component 2006-2011 capital expenditures may need to be reduced if 2006 land swap occurs.
DCC Projection by Individual Component
District of Maple Ridge Financial Plan 2012 – 2016 183 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
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
184 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
REVISED 2006-10-30 TO REFLECT PROPOSED 2007-2011 FINANCIAL PLAN
2006 Roads Sewer Drainage Water Parks Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,130
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,978
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 0 -262,719
Reverse prior WIP 1,859,026 40,246 223,336 24,709 304,914 2,452,231
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -5,425,724 -13,283,792
Closing 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Borrow--->5,206,103 0 1,237,500 420,000 1,985,500 8,849,103
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 72,453 14,543 30,444 12,704 23,763 153,907
Support Salary/Debt -53,796 0 -35,183 -146,877 0 -235,856
Debt Payments -1,205,875 0 -286,639 -97,283 -459,896 -2,049,692
Capital Expenditures -2,875,008 0 0 -212,901 -2,017,400 -5,105,309
Closing 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Borrow--->0 0 0 0 2,769,250 2,769,250
2008 Roads Sewer Drainage Water Parks Total
Opening 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,607
Interest 58,242 15,323 29,642 12,160 24,089 139,455
Support Salary/Debt -55,410 0 -39,536 -100,221 0 -195,167
Debt Payments -1,205,875 0 -286,639 -97,283 -1,101,329 -2,691,126
Capital Expenditures -2,113,382 0 0 -115,000 -270,000 -2,498,382
Closing 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Borrow--->0 0 0 0 1,254,000 1,254,000
2009 Roads Sewer Drainage Water Parks Total
Opening 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 52,833 6,675 29,383 8,219 15,946 113,056
Support Salary/Debt -57,072 0 0 -100,221 0 -157,293
Debt Payments -1,205,875 0 -286,639 -97,283 -1,391,789 -2,981,586
Capital Expenditures -1,438,261 -756,000 0 -391,276 -686,395 -3,271,932
Closing 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Borrow--->0 0 0 0 1,080,000 1,080,000
2010 Roads Sewer Drainage Water Parks Total
Opening 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,358
Interest 39,128 7,006 29,162 967 12,882 89,145
Support Salary/Debt -58,784 0 0 -100,221 0 -159,005
Debt Payments -1,205,875 0 -286,639 -97,283 -1,641,947 -3,231,743
Capital Expenditures -2,124,894 -29,634 0 -656,016 -40,000 -2,850,544
Closing 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Borrow--->5,253,120 0 0 0 0 5,253,120
2011 Roads Sewer Drainage Water Parks Total
Opening 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 16,170 7,399 24,408 624 4,863 53,463
Support Salary/Debt -60,548 0 0 -100,221 0 -160,769
Debt Payments -2,422,640 0 -286,639 -97,283 -1,641,947 -4,448,508
Capital Expenditures -1,667,274 -25,735 -366,014 -100,000 -455,246 -2,614,269
Closing 1,309,746 599,357 1,977,050 50,522 393,868 4,330,542
DCC Projection by Individual Component
District of Maple Ridge Financial Plan 2012 – 2016 185 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
INFRASTRUCTURE FUNDING STRATEGY GUIDELINES
Highlighted items under component areas represent debt payments, with total borrowing and costs shown to the right.
2007 Project Description Highways Sewage Drainage Water Park Borrow
2763 119 Ave (226 - 227)432,026 Interest Issue Cost
2905 Abernethy Way Acq. (210 - 224)900,000
6080 132 Ave (232 - 235)1,102,196
7269 Dewdney Trunk Rd @ 210 St Traffic Signal 109,150
8312 Brown Ave (227 - Fletcher)331,636
3619 Whonnock Lake Acquisition 1,643,400
7304 Park Development (236/137)224,000
8297 Silver Valley Park Improvement 239A/130A 150,000
1599 124 Ave (246 - 248)102,900
7546 128 Ave (235 - 238)110,001
8159 240 St (Lougheed - 102) Phase 2 286,639 1,237,500 195,693 9,281
2830 240 St (113 - Dtr)531,057 2,292,724 362,561 17,195
8309 Cottonwood Dr (118 - 119) Phase 3 120,446 520,000 82,230 3,900
8310 240 St (Lougheed - 104) Phase 2 554,371 2,393,379 378,478 17,950
626 Park (231/137)459,896 1,985,500 313,978 14,891
8286 104 Ave @ 249 St Reservoir Stage 2 97,283 420,000 66,417 3,150
2007 Projects 4,080,883 - 286,639 310,184 2,477,296 8,849,103 1,399,358 66,368
Projects subtotal 2,875,008 - - 212,901 2,017,400
Payments subtotal 1,205,875 - 286,639 97,283 459,896
- - - - -
2008 Project Description Highways Sewage Drainage Water Park Borrow
861 121 Ave (70 Meter W Of 240 St - 240 St)264,825 Interest Issue Cost
2789 203 St (D.T.R. - 123 Ave)1,197,312
2908 Abernethy Way (500M E Blackstock - 224)351,245
8046 Albion Industrial Crossing Phase 2 300,000
8148 Park Development Albion Elementary 270,000
1565 224 St (North Ave - 119)115,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 459,896
623 Park (248/108)641,433 2,769,250 437,917 20,769
2008 Projects 3,319,257 - 286,639 212,283 1,371,329 2,769,250 437,917 20,769
Projects subtotal 2,113,382 - - 115,000 270,000
Payments subtotal 1,205,875 - 286,639 97,283 1,101,329
- - - - -
2009 Project Description Highways Sewage Drainage Water Park Borrow
2003 Abernethy Way (210 - 500M E Blackstock)1,192,686 Interest Issue Cost
2064 232 St @ 132 Ave (Traffic Signal)245,575
6017 Cottonwood West Park Facilities 416,395
7238 Telosky Field House 270,000
2738 225 St Pump Station Upgrade (Phase 2)756,000
1922 Water Feeder Main Stage 2 Debt Payment 100,000
7159 112 Ave (240 - 245)291,276
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,101,329
622 Park (241/112)290,460 1,254,000 198,302 9,405
2009 Projects 2,644,136 756,000 286,639 488,559 2,078,184 1,254,000 198,302 9,405
Projects subtotal 1,438,261 756,000 - 391,276 686,395
Payments subtotal 1,205,875 - 286,639 97,283 1,391,789
- - - - -
Cost over 5 years
Cost over 5 years
Cost over 5 years
186 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
General Guidelines
The level of debt servicing and ongoing maintenance, operating and replacement costs should not hamper
future ability to deal with cost increases related to current community services or growth-related increases in
current services. A discussion about our capacity to manage ongoing costs associated with proposed new
assets should take place during the capital review process, consistent with Financial Sustainability Policy (FSP)
12.0 14, with replacement, maintenance, and operating costs accommodated in accordance with FSP 7.0 and
FSP 7.1.
Borrowing should be limited to special cases, either because we can’t fund out of one year’s budget allocation,
or where the project will be paid for over time (e.g. multiple years’ worth of operating revenue). The financial
plan should be adjusted to reflect all aspects of the project, including revenue sources and cost savings.
Debt financing will not be used to fund ongoing maintenance works, except for major maintenance works that
cannot be funded from one year’s annual budget without negatively impacting the ability to perform other
required maintenance works. In those cases, short-term debt financing will be considered, on the
understanding that future year’s works will be limited by the amount of debt servicing required to fund the
major projects done in earlier years.
All projects to be funded by debt must “be submitted to Council with a business case, including
recommendations on how the debt will be serviced.” (FSP 8.0)
If debt financing is used to fund a project, performance measures should be established as part of a
comprehensive project plan, and progress will be reviewed by CMT on a quarterly basis beginning when the
debt is issued. The performance measures should encompass cost-efficiency and effectiveness outcomes
including project scope attainment. Upon project completion, a report should be provided illustrating
achievement of objectives. It could also help to improve procedures and refine budgeting techniques by
commenting on the process.
Prior to the issuance of debt, an evaluation on our ability to manage the project internally will be completed to
determine whether internal project management capacity is adequate for the project to proceed. If not, funding
for outside project management support should be considered.
Consider project timing. Interest costs are low right now, but construction costs are high, and we may be paying
a premium to compete with other major projects in the region. After these projects are completed, excess
capacity may exist that could offset a rise in interest rate.
14 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
District of Maple Ridge Financial Plan 2012 – 2016 187 | Page
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Guidelines Specific to Renewal Funds
Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain current infrastructure. Where a
project will include augmentation, that portion must be covered from an alternate funding source.
Example: An existing local road with gravel shoulder is degrading. As part of a rehab project, it is determined to
widen and add curb & gutters. The resurfacing of the existing road-width can be funded from the Renewal
funds; the extra width and curb and gutter must be funded from general revenue or other funding source.
Guidelines Specific to DCC Funds
Where DCC works are financed through debt, funding the interest component from DCCs can only be done in
very specific circumstances:
To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are:
o Greenfield, where infrastructure is being provided to areas with no servicing;
o Fixed-capacity infrastructure, such as water and sewage treatment plants;
Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program.
Examples would be upgrading the sewer main or water trunk lines.
Projected revenue for the DCC reserve fund is based on historical and projected growth patterns. There is a risk
to locking ourselves into debt payments without a certainty in the incoming revenue stream. There are many
outside influencing factor which could prevent the growth from materializing. Also, we are in a shift away from
single-family housing, and we don’t really know what to expect in terms of higher density housing. There are
other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate
structure that more closely ties in with an amended OCP. Therefore, short-term borrowing is strongly
recommended, as revenue projections become less reliable as the time frame is expanded.
The DCC bylaw should be amended regularly to ensure that rates reflect changes to infrastructure needs and
project costs, as well as changes to growth management objectives, at the same time recognizing the
expectation by developers of a relatively stable rate. A current DCC bylaw will ensure that additional costs are
spread over the greatest number of potential development units. This supports the DCC best practices guiding
principles, and FSP 9.0.
Excerpt from Financial Sustainability Plan, Policy 5.52
7. Infrastructure Maintenance & Replacement:
Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct
investments and investments made by the development community that are turned over to the municipality to
operate and maintain. As our community grows, this investment increases. We need to develop a plan to keep
the infrastructure in a proper state of repair to avoid costly failures.
Policy 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. A
maintenance/replacement program will be established using best practices. By 2015, this program must be
fully funded and the current 5-year financial plan should start to address this on a phased basis. The required
tax increase will be beyond that set out in Policy 3.
Policy 7.1
Annual operating and maintenance budgets will be adjusted to accommodate growth.
8. Debt Management:
Discussion: The maximum amount that the district can borrow from external sources is set by the Community
Charter. Every effort should be made to keep levels at a minimum however; there may be instances where
borrowing money is appropriate i.e. financing major infrastructure projects. Borrowing in such instances allows
the costs of the project to be spread out over the useful life of the asset. This results in costs being paid by
future beneficiaries and not just by current taxpayers.
Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including
recommendations on how the debt will be serviced.
188 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
9. Fees and Charges:
Discussion: Fees & Charges are a significant portion of our revenues. They will be reviewed on a regular basis
to avoid major changes and to provide the public with adequate notice of those changes. The review will
include an analysis of our costs as well as what is charged by other municipalities.
Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months
notice of those changes.
10. Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs, and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future
costs, including operating and life cycle cost, and demonstrate the source of sustainable funding for such costs.
RESOURCE MATERIALS
References to some of the resource materials relevant to the infrastructure funding discussion are included for
interest:
Capital Asset Management Framework Guidelines
BC Ministry of Finance, Treasury Board Staff, May 2002 –
www.fin.gov.bc.ca/tbs/camf.htm
The Capital Asset Management Framework is designed to encourage innovative and responsible use of
resources in the provision of provincial public sector infrastructure. Value for taxpayer dollars and
safeguarding the public interest are keynotes of the policy.
Development Cost Charge Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to encourage local governments to standardize the general practices for the
formulation and administration of DCC bylaws.
Development Finance Choices Guide
BC Ministry of Community Services, 2000 (presently being updated) –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/choices.pdf
The objective of this guide is to set out financing options available to a local government in addition to, or in
place of, development cost charges. The guide outlines the considerations which should be taken into
account when deciding which financing option may be the most effective in a particular circumstance. Case
studies for small, medium, and large municipalities are provided.
Parkland Acquisition Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to describe best practices for any local government currently charging
Parkland DCCs or using 5% dedication/cash-in-lieu. This guide will be incorporated into the next version of
the Development Finance Choices Guide.
FCM Recommended Practices
“Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian
Municipalities, June 2006
www.fcm.ca/english/documents/fiscalim.pdf
This report makes recommendations for restoring municipal fiscal balance, complementing, and building on
the Big City Mayors’ Caucus report on cities and the fiscal imbalance. The document is FCM’s contribution
to the national conversation that must take place in order to successfully tackle the issue of growing
responsibilities for municipal governments with too few resources to meet them.
District of Maple Ridge Financial Plan 2012 – 2016 189 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Drainage 637 1,200 1,360 1,600 1,950
288 St (Storm Main @ Watkins Sawmill) - 250 - - -
Culvert Replacement Program 200 200 - 200 -
Drainage Upgrade Program 122 335 835 985 1,535
ISMP Stormwater Basin Review - - - - 100
Local Area Service - Drain 250 250 250 250 250
Sediment Trap At N Alouette - 100 - 100 -
Selkirk Ave (226 - 227) - - 210 - -
Video & Spot Repairs Storm Sewer 65 65 65 65 65
Drainage-Priv 42 43 44 45 46
Ditch Enclosures 20 20 21 21 22
Storm Sewer Connections 22 22 23 23 24
Govt Srvcs 858 850 4,850 172 350
Aquifer Signage 8 - - - -
Equip: Emerg Prog 10 - - - -
Equip: Recycling - Dual Tipper - - - - 250
Equip: Vehicle For L, P&B 37 - - - -
Maple Ridge Library Signage - - - 27 -
Minor Cap Improv - District - Lougheed Cycle Laity -216 100 - - - -
Minor Cap Improv - Town Centre 100 - - - -
Misc Capital Engineering 15 15 15 15 15
Misc Capital Gen Govt 15 15 15 15 15
Misc Capital Gen Rec 30 30 30 30 30
Public Library Cameras - - - 20 -
Recycling - Bin Tippers - 30 - - -
Recycling - Collection Bluebox/Bag 40 - - - 40
Recycling - Collection Equipment 30 - - - -
Recycling - Collection Equipment (Apt) 55 - - - -
Recycling - Collection Truck Upgrade 200 - - - -
Recycling - Conveyor Belt (D.O. L6202) - - - 65 -
Recycling - Dual Tipper Repl Truck Upg - 60 - - -
Recycling - Dual Tipper Truck Upgrade - 50 - - -
Recycling - Hydraulic Coll. Truck (Apt) - 250 - - -
Recycling - Tipper Cages X10 - - 40 - -
Strategic Land Purchases - - 4,250 - -
Works Yard Office Space Conversion 200 - - - -
Works Yard Office Upgrade - 400 500 - -
Works Yard Rear Yard Gate Motorized 19 - - - -
190 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Highways 6,982 11,655 9,841 8,650 26,601
116 Ave (Lougheed - 232) - - - - 105
122nd Reconstruction & Road Enhancement (supplement) 900 - - - -
132nd Multi-Use Pathway - - - - 2,000
136 Ave (224 - 400M E 224) - - 1,891 - -
203 St (123 - Powell) Design - - - 250 -
203 St (123 - Powell) V2 - - - 992 -
203 St (DTR - 123) - - - 2,542 -
203 St (Lougheed - DTR) - - - 532 -
216 St (124 - 128) - - - - 82
224 St @ 121 Ave Ped Signal & Intersection Improvements 220 - - - -
224 St @ 132 Ave (N Alouette Bridge) - - - - 3,073
224th St General Improvements 28 - - - -
232 St Bridge (N Alouette River) Phase 1 1,367 - - - -
232 St Bridge (N Alouette River) Phase 2 - 3,189 - - -
238 St (Old 112 Ave-200M N Old 112 Ave) - - - - 204
240 St - Hill Pedestrian Signal 150 - - - -
240 St (Kanaka Creek Bridge S - Mcclure) - - 2,751 - -
240 St @ 112 Ave (Traffic Signal) - - - - 246
240 St Signal R Turn To E Bound - - 50 - -
Abernethy (216-500M E Blackstock) Widen - - 1,500 - -
Abernethy Phase 3 - 5,030 - - -
Abernethy Phase 4 - - - - 13,243
Audible Signals 5 5 5 5 5
Bikeway Program 100 100 100 100 100
Bridge Repairs & Struct Upgrade 162 160 - 160 -
Cycling Transportation Signage 20 - 20 - 20
Dewdney Trunk @ Kanaka Cr Bridge Phase 1 - - - - 350
Dunn Ave @ Maple Meadows Way - 279 - - -
Emergency Traffic Pre-Empt 50 50 50 50 50
Equip: Fleet 940 865 865 865 865
Equip: Trench Paving Machine 45 - - - -
Equip: Upg S/A To T/A Dump Unit, Sander - 100 - - -
Fern Crescent (236 - 240) - - 99 - -
Fern Crescent (236 - 244) Phase 1 - - - - 100
Illuminated Street Signs Program 10 10 10 10 10
Laity St @ 128 Ave Traffic Signal - - - - 277
Lane E 207 (Camwood - 100M NCamwood) 5 - - - -
Local Area Service – Road 250 250 250 250 250
Lougheed Hwy Cycle Track: Laity to 216 Supplement 700 - - - -
District of Maple Ridge Financial Plan 2012 – 2016 191 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Highways (cont)
Ped Safety/Access Improv 90 90 90 90 90
River Road Sidewalks, Curbs And Gutters - - - - 3,000
Road Rehabilitation Program 636 914 1,725 2,050 2,071
Safer School Travel Program 50 50 50 50 50
Sidewalk Replacement 90 90 90 90 90
Streetlight Pole Replace Program 50 50 50 50 50
Neighbourhood Traffic Calming Program 500 100 125 150 175
Traffic Signal Replacements 90 90 90 90 90
Traffic Signal Upg & Alterations - 30 30 325 -
Owens (200M NCamwood - Lougheed) 14 - - - -
Mcfarlane Ave (Graves-209) 23 - - - -
121 Ave @ 214 St 9 - - - -
241A St (100M S 102 - 102) 100 - - - -
244 St (50M S 104 - 104) 50 - - - -
245 St (104 - 220M N 104) 26 - - - -
201A St (113B - 100M North 113B) 3 - - - -
Royal Cres @ 100M S Lougheed - 25 - - -
112 Ave (60M W 236 - 236) - 25 - - -
Dewdney Trunk @ Lougheed - 154 - - -
228 St (12100 Block) - - - - 6
Retaining Wall 23000 Blk Abernethy MRN 300 - - - -
Highways-Priv 64 65 66 67 68
Access Culverts 28 28 29 30 30
Private Driveway Crossings 37 37 37 38 38
Park Acq 3,016 600 200 3,044 3,197
Core Park (222/121) - - - - 2,997
Greenbelt Acquisition 200 200 200 200 200
Park (221/119) Lot 4 - 400 - - -
Silver Valley Neigh Park Acq A 506 - - - -
Silver Valley Neigh Park Acq B 627 - - - -
Silver Valley Neigh Park Phase 1 - - - 1,683 -
Silver Valley Neigh Park Phase 2 1,683 - - - -
Whispering Falls Park (264/126) - - - 1,161 -
192 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Park Improv 461 1,550 3,331 965 819
Albion Park (Washroom Facility) - - - 304 -
Albion Sport Complex - Lighting - - - - 200
Concrete Outhouses (X3) 40 - - - -
Equip: Parks/Rec Vehicle 25 - 30 40 -
Multiuse Trail Maple Ridge / PM 40 - - - -
Park Development (231/137) - - 310 - -
Park Development (232/132) - - - 310 -
Park Development (237/133) 311 - - - -
Park Development (241/104) - - 311 - -
Park Development (241/112) - - - 310 -
Raymond Park Development - - 380 - -
Thomas Haney - Parking Lot Paving - 40 - - -
Trail Improvement 30 - 30 - 30
Volker Park - Water Service 15 - - - -
Whonnock Lake Phase 1 Entrance Road - 235 - - -
Whonnock Lake Phase 2 Parking - - 290 - -
Whonnock Lake Phase 3 Path/Light - 297 - - -
Whonnock Lake Phase 4 Beach/General - 356 - - -
Whonnock Lake Phase 5 Washroom Facility - 622 - - -
Whonnock Lake Phase 6 Canoe Facility - - 1,980 - -
Youth Action Park Albion - - - - 589
Rec Srvcs 36 - - 130 -
Bouldering Rock Wall - - - 30 -
Energy Saving Window Blinds 12 - - - -
Equip: Mobile Stage - - - 100 -
Winter Club - Security Gates 10 - - - -
Leisure Centre - Design Implement 14 - - - -
Prot Srvcs-Fire 1,150 1,604 350 250 1,750
Fire Equipment Engine 2-2 Replacement 705 - - - -
Fire Hall #4 Engine New - 625 - - -
Fire Hall #4 Rescue 4 - 325 - - -
Fire Hall #5 Construction Phase 1 - - - 250 -
Fire Hall #5 Construction Phase 2 - - - - 1,750
Fire Hall #5 Land Acquisition - - 350 - -
Rescue 2 Replacement 375 - - - -
Equip: SCBA Upgrade - 654 - - -
Equip: 1 Tonne Van 70 - - - -
District of Maple Ridge Financial Plan 2012 – 2016 193 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Prot Srvcs-Police 170 - - - -
RCMP - 24/7 GD Chairs 20 - - - -
RCMP - CCVE Upgrade 125 - - - -
RCMP - Furniture Replacement 10 - - - -
RCMP - Works Yard Storage 15 - - - -
Sewage 1,167 1,883 2,489 789 907
101A Ave @ 243A St - - 2 - -
225 St Pump Station Upgrade Phase 2 - - 1,218 - -
225 St Pump Station Upgrade Phase 3 - 200 - - -
225Th St Sewer P/S Overflow - 400 - - -
241 St (230M S 112 - 112) - - - - 44
245 St (104 - 105) - 77 - - -
Brown Ave (Fraser - 227) - - 372 - -
Cottonwood Dr (115 - 116) - - - 61 -
Equip: 3 Ton Flatdeck W/Snow Removal - 96 - - -
Local Area Service - Sewer 250 250 250 250 250
Lougheed (227 - 228) - 231 - - -
Sanitary Network Subcatchment A Study - - 125 - -
Sanitary Network Subcatchment A To GIS - - 35 - -
Sanitary Network Subcatchment J Study - 150 - - -
Sanitary Sewer Modelling Update - - 9 - 9
SCADA Replacement Program 66 66 66 66 66
Sewage System Rehabilitation 250 288 288 288 288
Sewer P/S Electrical Upgrade 125 125 125 125 125
Sewer P/S Upgrade (S Slope Int/ReEval) - - - - 125
Two Generators Riverbend / Cottonwood 96 - - - -
River at 236 (LTC 6152 extension) 380 - - - -
SRF-Connect 90 92 94 96 99
Private Sewer Connections 90 92 94 96 99
194 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Technology 1,423 949 536 941 1,217
Air Conditioner Upg – IS Server Room 20 - - - -
Amanda Licensing - 25 - - -
Amanda Mobile 35 - - - -
Cheque Scribe 10 - - - -
Document Management 450 - - - -
Equip: Info Serv 560 560 230 391 570
Equip: Wireless Data System - - 22 - -
Fibre Optic Network - Fire Hall #4 Ph 4 - - 50 - -
Fibre Optic Network - Transit Exchange - 71 - - -
Financials New Version - Phase 1 - - - 500 -
Financials New Version - Phase 2 - - - - 500
GIS Infrastructure Package - 75 75 - -
Infrastructure Growth 50 50 50 50 50
In-House Training For ArcGIS 15 - - - -
IT Disaster Recovery Infrastructure - - - - 97
IT Fibre GVRD Wm Reclam Study - 40 - - -
Large Format Plotter Purchase - 20 - - -
Lookup Migration To ArcGIS Server 10 - - - -
Management Reporting Software Phase 2 - - 40 - -
Migrate Oracle To SQL 85 - - - -
Production Legacy Replacements - 25 - - -
SDE Geodatasbase Oracle To SQL server 10 - - - -
See-It Improvements 15 15 - - -
Server Room Upgrade - Racks 26 - - - -
Upg/Buy Fme ArcGIS Extension Licenses 14 - - - -
Video Production / Conferencing - 43 - - -
Voting Software - - 69 - -
Website Home Page Rebuild 25 - - - -
Website Improvements 20 - - - -
Website Payments 54 - - - -
Wireless Infrastructure For DMR 25 25 - - -
District of Maple Ridge Financial Plan 2012 – 2016 195 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2012 2013 2014 2015 2016
Water 3,793 5,445 2,299 1,848 1,650
108 Ave (248 - 249) - - 51 - -
110 Ave (240 - 243) - 139 - - -
112 Ave (244 - 246) - 376 - - -
113 Ave (246 - 248) - - - 224 -
124 Ave (246 - 248) 260 - - - -
124 Ave @ 232 St PRV - - 50 - -
128 Ave (235 - 238) - 221 - - -
136 Ave (236 - 240) - 778 - - -
136 Ave @ 24200 Rockridge Res. Phase 2 - 150 441 - -
141 Ave @ 232 St PRV - - 100 - -
216 St (124 - 128) - - - 674 -
224 St (124 - Abernethy) - 343 - - -
224 St (North - 119) [F] - - 231 - -
248 St (108 - 112) - - - - 636
248 St (108 Ave - 220M N 108 Ave) - - - - 59
270A St @ 123 Ave P/S Phase 2 - - - 250 -
Abernethy @ 240 St GVRD Connection - - 80 - -
Ansell St (124 - 125) - - 230 - -
Brown Ave (Fraser - 228) - - 401 - -
Bulk Fill Water Station (272Nd St) - 90 - - -
DTR (216 - 222) Phase 1 400 - - - -
DTR (216 - 222) Phase 2 - 880 - - -
Equip: 1 Tonne Pickup W/Service Box 60 - - - -
Equip: Hybrid Vehicle (Technologist) 60 - - - -
Local Area Service - Water 250 250 250 250 250
Maple Ridge Main West 2,005 1,605 - - -
McNutt Rd (1050) Reservoir Phase 2 - - - - 210
River Road At 236 100 - - - -
Seismic Upgrade Program 150 150 150 150 150
Tamarack Lane (23400 Block) - - - - 44
Water Security Improvement 128 128 - - -
Watermain Replacement Program 300 300 300 300 300
WM Repl (216 - Blackstock) 80 - - - -
Equip: Enclosed Trailer - - 14 - -
Equip: Leak Detectors - 35 - - -
WRF-Connect 179 183 187 191 195
Private Water Connections 179 183 187 191 195
Grand Total 20,069 26,119 25,647 18,788 38,848
196 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2012-2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin and Members of Council DATE: December 13, 2011
FROM: Chief Administrative Officer ATTN: Council
SUBJECT: 2012 – 2016 Financial Plan Bylaw Appendix G: 2012-2016 Financial Plan Bylaw 6883-
2011
EXECUTIVE SUMMARY:
The 2012-2016 Business and Financial Plans were presented to Council at public meetings held on
December 12 and 13. Council directed that a Financial Plan Bylaw be brought forward incorporating the
recommendations outlined in the 2012-2016 Financial Plan Overview report dated December 12, 2011.
The Financial Plan Bylaw is in a format that follows the legislated requirements including revenue and tax
policy disclosure: the objectives and policies regarding the proportions of revenue proposed to come from
various funding sources, the distribution of property taxes among property classes, and the use of
permissive tax exemptions.
RECOMMENDATION(S):
That Maple Ridge 2012-2016 Financial Plan Bylaw No. 6883 - 2011 be given first, second and third
readings.
DISCUSSION:
a) Background Context:
The 2012–2016 Financial Plan was presented to Council at public meetings held on December 12
and 13. Business Plans from all areas were also provided. The financial plan bylaw incorporates the
following direction from Council:
property tax increase of 4% in 2012–2016, which includes 1% for infrastructure sustainability and
3% for general purposes,
for 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% and sewer user fee increase of 5% each year of the five year plan.
recycling rate increases of 6% in 2012 and then 3% a year in 2013 through 2016.
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on
that direction. The 2012-2016 Financial Plan includes a capital program of about $129 million and
anticipates funding from senior governments and some borrowings.
We have about $1.5 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.
District of Maple Ridge Financial Plan 2012 – 2016 197 | Page
APPENDIX G: 2012 – 2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Incremental property tax revenue from new construction will not be known until spring when property
assessments are finalized. The growth assumption built into the financial plan for 2012 has been
reduced to 1.70% and the budgeted costs of new growth have been excluded in 2012. Not increasing
budgets to address growth costs such as maintenance of additional infrastructure and park inventory
will create some pressure on operating budgets.
The budget amendment in the spring will include the actual growth revenue as well as projects that
were approved in 2011 but not yet complete. The previously approved funding sources will also be
included in the plan, placing no burden on 2012 property taxes.
b) Desired Outcome:
A financial plan that accurately reflects the planned expenditures and methods of funding that is
consistent with corporate strategic plans, policies, and Council direction.
c) Strategic Alignment:
All departments submitted Business Plans which were prepared using the Business Planning
Guidelines 15th Edition. These guidelines are reviewed and amended annually in consultation with
Council. The Financial Plan reflects Council’s Strategic Financial Sustainability Policies and
Infrastructure Funding Strategy.
d) Citizen/Customer Implications:
The business plans have far-reaching citizen and customer implications. The Financial Plan reflects
the financial impact of the business plans. Property tax revenue and user fees are planned to
increase as detailed in the above discussion.
e) Statutory Requirements and Policy Implications:
The financial plan has been prepared in accordance with statutory requirements and Municipal
financial policies. There are several 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 December was invited through advertisements
in the local paper and on the corporate website. Input was accepted through many different mediums
including: in person at the business planning presentations which were open to the public or through
email, voicemail, or regular mail. Regular feedback and interaction with the public is also taken into
account in developing the business plans.
f) Alternatives:
In the event that this bylaw is not adopted, the District is not authorized to make any expenditure
other than those identified in the 2011-2015 Financial Plan Bylaw. This will require departments to
curtail or delay expenditures and only proceed with capital projects that were identified in the
previous financial plan.
198 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2012-2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
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, CGA
Manager of Financial Planning
_______________________________________________
Approved by: Paul Gill, BBA, CGA
GM Corporate & Financial Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
District of Maple Ridge Financial Plan 2012 – 2016 199 | Page
APPENDIX G: 2012 – 2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
DISTRICT OF MAPLE RIDGE
BYLAW NO. 6883-2011
Maple Ridge 2012-2016 Financial Plan Bylaw
____________________________________________________________________________________
WHEREAS, 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, through a public process in an open meeting the business plans and financial plans were
presented;
AND WHEREAS, the public will have the opportunity to provide comments or suggestions with respect to
the financial plan;
AND WHEREAS, Council deems this to be a process of public consultation under section 166 of the
Community Charter.
NOW THEREFORE, the Council of the District of Maple Ridge enacts as follows:
1. This Bylaw may be cited as “Maple Ridge 2012-2016 Financial Plan Bylaw No. 6883-2011.
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 2012 through 2016.
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 13th day of December, 2011.
READ a second time the 13th day of December, 2011.
READ a third time the 13th day of December, 2011.
PUBLIC CONSULTATION completed on the 13th day of December, 2011
RECONSIDERED and adopted the 10th day of January, 2012
________________________________ ________________________________
PRESIDING MEMBER CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2, and Statement 3
200 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2012-2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Attachment to Maple Ridge 2012-2016 Financial Plan Bylaw 6883-2011
Statement 1
Consolidated Financial Plan 2012-2016 (in $ thousands)
2012 2013 2014 2015 2016
REVENUES
External Revenues
Development Fees
Developer Contributed Assets 15,000 15,000 15,000 15,000 15,000
Developer Cost Charges 409 9,135 7,321 7,593 11,270
Developer Specified Projects -----
Parkland Acquisition 200 200 200 200 200
Contributions from Others 4,316 4,215 5,719 3,742 3,979
Development Fees Total 19,925 28,550 28,239 26,535 30,449
Property Taxes 62,470 66,944 71,638 76,672 82,074
Parcel Charges 2,843 2,989 3,143 3,303 3,430
Fees & Charges 35,160 37,082 39,265 41,590 43,155
Interest 2,032 2,052 2,072 2,072 2,072
Grants (Other Govts)3,417 5,488 3,585 2,933 16,327
Property Sales --4,250 --
Total External Revenues 125,847 143,105 152,191 153,105 177,506
EXPENDITURES
Operating Expenditures
Other Expenditures 88,697 93,373 98,256 102,669 107,569
Interest Payments on Debt 2,845 2,941 2,849 2,754 2,644
Amortization Expense 18,015 18,688 19,391 20,124 20,929
Total External Expenditures 109,557 115,003 120,496 125,547 131,142
ANNUAL SURPLUS 16,290 28,102 31,696 27,559 46,364
Add Back: Amortization Expense (Surplus)18,015 18,688 19,391 20,124 20,929
Less: Capital Expenditures 20,144 26,119 25,647 18,788 38,848
Less: Developer Contributed Capital 15,000 15,000 15,000 15,000 15,000
CHANGE IN FINANCIAL POSITION (838)5,672 10,440 13,895 13,444
OTHER REVENUES
Add: Borrowing Proceeds 7,926 1,274 ---
OTHER EXPENDITURES
Less: Principal Payments on Debt 4,348 6,028 6,092 6,159 6,228
TOTAL REVENUES LESS EXPENSES 2,740 918 4,347 7,736 7,217
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve 796 1,028 1,128 628 628
Equipment Replacement Reserve 2,655 2,079 1,095 1,256 1,435
Fire Department Capital Reserve 70 950 350 250 1,750
Land Reserve --4,250 --
Local Improvement Reserve -----
Sanitary Sewer Reserve -----
Transfer from Reserve Fund Total 3,521 4,057 6,822 2,133 3,812
Less :Transfer to Reserve Funds
Capital Works Reserve 831 1,778 1,122 1,228 1,597
Equipment Replacement Reserve 2,157 2,270 2,365 2,466 2,571
Fire Dept. Capital Aquisition 1,161 581 702 829 960
Land Reserve 7 7 4,257 7 7
Local Improvement Reserve -----
Sanitary Sewer Reserve 45 45 45 45 45
Total Transfer to Reserve Funds 4,202 4,681 8,492 4,575 5,180
Transfer from (to) Own Reserves 152 (1,128)(1,676)(1,932)(1,688)
Transfer from (to) Surplus (2,212)836 (1,002)(3,362)(4,161)
Transfer from (to) Surplus & own Reserves (2,059)(293)(2,678)(5,294)(5,849)
TOTAL INTERNAL TRANSFERS (2,740)(918)(4,347)(7,736)(7,217)
District of Maple Ridge Financial Plan 2012 – 2016 201 | Page
APPENDIX G: 2012 – 2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Attachment to Maple Ridge 2012-2016 Financial Plan Bylaw 6883-2011
Statement 2
Revenue and Property Tax Policy Disclosure
REVENUE DISCLOSURE
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 15th Edition, Financial Sustainability Plan, and the 2012-2016 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.
Property tax revenue includes property taxes as well as grants in lieu of property taxes.
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, but can be something that more accurately
reflects the cost of the service.
Revenue Proportions
$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%$ ('000s)%
Revenues
Property Taxes 62,470 47%66,944 46%71,638 48%76,672 50%82,074 46%
Parcel Charges 2,843 2%2,989 2%3,143 2%3,303 2%3,430 2%
Fees & Charges 35,160 26%37,082 26%39,265 27%41,590 27%43,155 24%
Borrowing Proceeds 7,926 6%1,274 1%- 0%- 0%- 0%
Other Sources 25,374 19%36,090 25%33,897 23%31,540 21%48,848 28%
Total Revenues 133,773 100%144,379 100%147,943 100%153,105 100%177,507 100%
Other Sources include:
Development Fees Total 19,925 15%28,550 20%28,240 19%26,535 17%30,449 17%
Interest 2,032 2%2,052 1%2,072 1%2,072 1%2,072 1%
Grants (Other Govts)3,417 3%5,488 4%3,585 2%2,933 2%16,327 9%
25,374 19%36,090 25%33,897 23%31,540 21%48,848 28%
20162012201320142015
202 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2012-2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Attachment to Maple Ridge 2012-2016 Financial Plan Bylaw 6883-2011
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 licence fees, and cemetery fees. A major amendment to the
Development Costs Charges (DCC), recommended no more frequently than every five years, was
completed in 2008. Minor DCC amendments are done more frequently. Some fees are used 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 previously approved or proposed for 2012-2016 can be found
in the 2012-2016 Financial Plan Overview report.
Other Sources – will vary greatly year to year as it includes:
- Development fees, which is the funding for capital projects from the DCC Reserve,
- Contribution from others in relation to capital,
- Interest earned on funds invested in accordance with the Investment Policy
- Grants, which are sought from various agencies, and may be leveraged with District funds.
PROPERTY TAX DISCLOSURE
The 2012 property tax revenue and updated rates will be included in a Financial Plan Amending Bylaw
that proceeds the Property Tax Rate Bylaw, as the 2012 property assessed values are not yet finalized.
For information purposes the 2011 distribution is included.
Property Tax Revenue Distribution
Tax Rate Multiple
($/1000)(Rate/Res.Rate)
1 Residential 43,678 77.3%11,205,437 91.8%3.8979 1.0
2 Utility 467 0.8%11,671 0.1%40.0000 10.3
4 Major Industry 611 1.1%17,829 0.1%34.2734 8.8
5 Light Industry 2,405 4.3%198,725 1.6%12.1045 3.1
6 Business/Other 9,151 16.2%756,034 6.2%12.1045 3.1
8 Rec./ Non-Profit 54 0.1%4,745 0.0%11.3283 2.9
9 Farm 134 0.2%5,338 0.0%25.1767 6.5
Total 56,501 100%12,199,779 100%
Taxation Revenue
('000s)
Assessed Value
('000s)
Property Class
District of Maple Ridge Financial Plan 2012 – 2016 203 | Page
APPENDIX G: 2012 – 2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Attachment to Maple Ridge 2012-2016 Financial Plan Bylaw 6883-2011
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
PROPERTY TAX DISCLOSURE
Objectives & Policies
Property taxes are the District’s largest source of revenue and are contained by efficient business
practices. Annual business planning practices are the mechanism for resource allocation decisions.
The District’s Financial Sustainability Policy section 6 discusses the necessity of diversifying the tax base.
Development of employment related properties is one method of diversification; therefore a key
performance measurement in Strategic Economic Initiatives 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 reduced to negate the market increases. 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 because the types of businesses in each class of
property are quite similar. This alignment 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 5% property tax reduction in both 2009 and 2010 to support
additional investments in the subject property and to keep rates competitive.
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.
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 development in the town centre. Further financial incentives are available for
buildings that qualify; additional information on the town centre incentives can be found on our website.
For more information on the tax exemption, please refer to Bylaw 6789-2011.
204 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2012-2016 FINANCIAL PLAN
BYLAW 6883-2011 ADOPTED JANUARY 10, 2012
Attachment to Maple Ridge 2012-2016 Financial Plan Bylaw 6883-2011
Statement 3
Capital Expenditure Disclosure
The sole purpose of this statement is to meet legislative requirements, highlighting the value of the DCC
program; no other conclusions should be drawn from the figures as the information could be misleading.
This disclosure is required under the Local Government Act s. 937(2); Capital costs attributable to
projects to be partially funded by Development Cost Charges (DCC) must be included in the financial plan.
The DCC program includes projects as far out as 2026 so the capital expenditures must be extended to
match. Certain types of projects are not planned past the five year time horizon of the financial plan.
Much less scrutiny is given to projects that are planned in years 2017 through 2030. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2017 – 2030
(in $ thousands)
Capital Works Program 317,628
Source of Funding
Development Fees
Development Cost Charges 125,793
Parkland Acquisition Reserve -
Contribution From Others 4,353
Development Fees Total 130,146
Borrowing Proceeds 9,169
Grants 29,191
Transfer from Reserve Funds
Capital Works Reserve 11,067
Cemetery Reserve 115
Equipment Replacement Reserve 1,834
Fire Department Capital Reserve -
Infrastructure Sustainability Reserve 490
Transfer from Reserve Funds Total 13,506
Revenue Funds 135,617
Source of Funding Total 317,628
District of Maple Ridge Financial Plan 2012 – 2016 205 | Page
GLOSSARY OF TERMS
Assets – Resources owned or held by the District,
which have monetary value. Glossary of
Base Budget – Cost of continuing the existing
levels of service in the current budget year.
BC Assessment – The independent organization
that is responsible for establishing the assessed
property values within British Columbia.
Budget – A financial plan embodying an estimate
of proposed expenditures for a given period and
the proposed means of financing them.
Business Improvement Area (BIA) – A separate
specific contained area where funds are spent to
improve commercial business potential.
Capital Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture, and other
equipment. These assets have a significant value
and a useful life of greater than one year. Capital
assets are also called fixed assets.
Capital Budget – The appropriation of internal and
external contributions for improvements and
additions to facilities, infrastructure, and parks.
Capital Expenditures – Expenditures to acquire
Capital Assets or extend or renew the life of an
existing Capital Asset.
Capital Improvements – Expenditures related to
the acquisition, expansion, or rehabilitation of an
element of the District’s physical plant; sometimes
referred to as infrastructure.
Capital Project – Major construction, acquisition, or
renovation activities which add value to the
District’s physical assets or significantly increase
their useful life. Also called capital improvements.
Capital Reserve – An account used to segregate a
portion of the District’s equity to be used for future
capital program expenditures.
Capital Works Program (CWP) – The long term
corporate guide toward the provision of
infrastructure, public facilities, equipment, and
business systems to provide services.
Carry Forward – Capital projects from the previous
year that were not completed by year-end, where
the budget funds must be carried forward to the
next budget year so that the works can continue to
be carried out.
Contingency – A budgetary reserve set aside for
emergencies or unforeseen expenditures not
otherwise budgeted.
Corporate Management Team – Senior staff
responsible for decisions on the day-to-day and
long-term business affairs of the District.
Deficit – The excess of an entity’s liabilities over its
assets or the excess of expenditures over revenues
during a single accounting period.
Department – The basic organizational unit of the
District, which is functionally unique in its delivery
of services.
Development Cost Charges (DCC) – Fees and
charges contributed by developers to support
development and growth in the District.
Division – The top level organizational unit of the
District to which all departments report.
Expenditure – Payment for property or services for
the purpose of acquiring an asset, service or
settling a loss. Charges incurred (whether paid
immediately or unpaid) for operations,
maintenance, interest or other charges.
Financial Plan – Provides the statutory approval to
expend funds once approved by Council. Approval
for the five-year Financial Plan is provided annually
for operating purposes and for life of capital
projects beginning in the first year of the Plan
period.
Fixed Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture, and other
equipment. These assets have a significant value
and a useful life of several years. Fixed assets are
also called capital assets.
Freedom of Information (FOl) – Freedom of
Information Act gives individuals rights to access
information held by local government and protects
their privacy by placing restrictions on local
government when collecting or disclosing personal
information.
Full-time Equivalent Position (FTE) – Employee
positions, which are authorized in the adopted
budget, to be filled during the year. A part-time
position converted to the decimal equivalent of a
full-time position. For example, a part-time
employee working for 20 hours per week in a 35
hour per week position is would be the equivalent
to 0.6 of a full-time position.
Fund – A fiscal entity with revenues and
expenditures, which are segregated for the
purpose of carrying out a specific purpose or
activity.
206 | Page District of Maple Ridge Financial Plan 2012 – 2016
GLOSSARY OF TERMS
Fund Balance – Excess of the assets of a fund over
its liabilities, reserves, and carryover.
Generally Accepted Accounting Principles (GAAP) –
Uniform minimum standards for financial
accounting and recording, encompassing the
conventions, rules, and procedures that define
accepted accounting principles.
Goal – A statement of broad direction, purpose, or
intent based on the needs of the community. A
goal is general and timeless.
Grants – A contribution by a District or other
organization to support a particular function.
Grants may be classified as either operational or
capital, depending upon the grantee.
GVRD – Refers to the Greater Vancouver Regional
District, which is responsible for providing some
region-wide services. Also see “Metro Vancouver.”
GVS & DD – Greater Vancouver Sewer & Drainage
District. Provides sewerage transfer and treatment
on a regional basis and the disposal of solid waste.
GVWD – Greater Vancouver Water District.
Responsible for acquiring water, maintaining the
supply, ensuring its quality, and delivering it to the
member municipalities for distribution by local
systems.
Infrastructure – The physical assets of a District
(e.g. streets, water, sewer, public buildings, and
parks).
Levy – To impose taxes for the support of District
activities.
Library – Fraser Valley Regional Library (FVRL),
which is a regionalized library collection and
distribution system that provides all of the
operational aspects of a library system. Members
must provide local facilities.
Long-term Debt – Debt with a maturity of more
than one year after the date of issuance.
Maple Ridge Municipal Holdings Ltd. – the
Municipality’s wholly owned subsidiaries
Metro Vancouver
(formerly Greater Vancouver Regional District) –
Provides air quality management, transportation
planning, regional housing, regional parks (the
Kanaka Creek estuary and linear park is located
within the Maple Ridge boundaries), labour
relations for local government employees, and
administration of the 9-1-1 emergency telephone
system.
Municipal Finance Authority (MFA) – 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) – The District’s
prime development planning document.
RCMP – Royal Canadian Mounted Police. Contract
with the Federal Government to provide police
services (police officers); the Municipality provides
the clerical support services and facilities.
Revenue – Sources of income financing the
operations of the District.
Ridge Meadows Recycling Society (RMRS) – A
community-based, charitable non-profit
organization, in partnership with the District of
Maple Ridge provides Bluebox recycling collection,
operates the Maple Ridge Recycling Depot and
Intermediate Processing Facility, and offers
education on environmental issues to all residents
of Maple Ridge.
Strategic Plan - Developed by Council to guide the
development of specific objectives the District
could focus on in order to achieve the community
vision.
Tax Levy – The total amount to be raised by
general property taxes when the tax rate is
multiplied by the assessed values.
Taxes – Compulsory charges levied by the District
for the purpose of financing services performed for
the common benefit of the citizens.
Transfers To/From Own Sources – Amounts
transferred to/from one fund to another fund or
amount transferred to/from deferred revenue or
reserve accounts.
TransLink – Greater Vancouver Transportation
Authority (GVTA) – Responsible for the integration
of transit and road networking with regard to
transportation and land use. TransLink is headed
by local governments, allowing the decision-making
to focus on local concerns.
Variance Analysis – The process of examining in
detail each variance between actual and budgeted
costs.
District of Maple Ridge Financial Plan 2012 – 2016 207 | Page
ACRONYMS
BCERMS British Columbia Emergency Response Management System
BCIT British Columbia Institute of Technology
BCRPA British Columbia Recreation and Parks Association
BIA Business Improvement Area
CAO Chief Administrative Officer
CDMR Corporation of the District of Maple Ridge (Municipality’s Wholly Owned Subsidiary)
CDPR Community Development, Parks & Recreation Services
CFS Corporate & Financial Services
CMT Corporate Management Team
COR Certificate of Recognition
CPI Consumer Price Index
CUPE Canadian Union of Public Employees
CWP Capital Works Program
DCC Development Cost Charges
ECOMM Emergency Communications
EMC Emergency Management Committee
EOC Emergency Operations Centre
ESS Emergency Social Services
FOI Freedom of Information
FTE Full Time Equivalent Position
FVRL Fraser Valley Regional Library
GAAP Generally Accepted Accounting Principles
GDP Gross Domestic Product
GFOA Government Financial Officers Association
GHG Greenhouse Gas Emissions
GIS Geographic Information System
GMYC Greg Moore Youth Centre
GVRD Greater Vancouver Regional District
GVS & DD Greater Vancouver Sewer & Drainage District
GVTA Greater Vancouver Transportation Authority
GVWD Greater Vancouver Water District
HR Human Resources
IAFF International Association of Fire Fighters
IT Information Technology
JEPP Joint Emergency Preparedness Program
JMEP Joint Municipal Emergency Program
LAS Local Area Service
MFA Municipal Finance Authority
NARG North Alouette River Greenway
OCP Official Community Plan
PLS Parks & Leisure Services
PWDS Public Works & Development Services
PSAB Public Sector Accounting Board
RCMP Royal Canadian Mounted Police
RMRS Ridge Meadows Recycling Society
VCC Vancouver Community College
208 | Page District of Maple Ridge Financial Plan 2012 – 2016
District of Maple Ridge
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Canada
Tel: 604-463-5221
Fax: 604-467-7329
www.mapleridge.ca