HomeMy WebLinkAboutFinancial Plan 2013-2017
Financial Plan
2013 – 2017
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 ................................................................................................................................................... 5
FINANCIAL PLAN READER’S GUIDE ........................................................................................................................................... 7
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER ............................................................................................................... 8
BUDGET AT A GLANCE ............................................................................................................................................................ 9
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS ...................................................................................................... 15
PROFILE AND DEMOGRAPHICS...............................................................................................................................................17
GOVERNMENT OVERVIEW .....................................................................................................................................................20
ELECTED AND APPOINTED OFFICIALS ......................................................................................................................................21
FINANCIAL POLICIES AND FUND STRUCTURES ........................................................................................................... 23
FINANCIAL POLICIES .............................................................................................................................................................25
FUND STRUCTURE ...............................................................................................................................................................26
FINANCIAL PLANNING PROCESS ................................................................................................................................. 27
BUSINESS PLANNING PROCESS .............................................................................................................................................29
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES .................................................................................................................30
BUSINESS PLANNING GUIDELINES .........................................................................................................................................31
FINANCIAL PLANNING PROCESS SCHEDULE .............................................................................................................................32
FINANCIAL PLAN OVERVIEW ........................................................................................................................................ 33
FINANCIAL PLAN HIGHLIGHTS .................................................................................................................................................35
FINANCIAL PLAN OVERVIEW ..................................................................................................................................................36
2012 Financial Outlook .............................................................................................................................................37
Where the Money Comes From/Where It is Allocated ............................................................................................38
Water, Sewer and Recycling Rates...........................................................................................................................50
Borrowing ...................................................................................................................................................................51
Further Items .............................................................................................................................................................54
Impact to the Average Home ....................................................................................................................................57
Property Taxation Policy ............................................................................................................................................59
Reserves .....................................................................................................................................................................60
Town Centre Commercial Operation ........................................................................................................................64
Financial Indicators ...................................................................................................................................................65
Conclusions ................................................................................................................................................................68
FIVE-YEAR OPERATING PLAN OVERVIEW ..................................................................................................................... 69
2013 REVENUES AND EXPENDITURES ...................................................................................................................................71
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES ......................................................................................................72
KEY ACCOUNT BALANCES .....................................................................................................................................................73
2013 BASE BUDGET INCREASES ..........................................................................................................................................75
STAFFING HISTORY AND FORECAST ........................................................................................................................................76
DEPARTMENTAL BUSINESS/FINANCIAL PLANS .......................................................................................................... 79
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER ......................................................................................................................81
Administration incl. Communications and Sustainability .......................................................................................82
Emergency Program ..................................................................................................................................................87
Human Resources .....................................................................................................................................................91
Strategic Economic Initiatives ...................................................................................................................................93
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES .................................................................................................97
Administration ............................................................................................................................................................98
Community Services ............................................................................................................................................... 101
Parks & Facilities .................................................................................................................................................... 105
Recreation ............................................................................................................................................................... 110
CORPORATE & FINANCIAL SERVICES ................................................................................................................................... 117
Administration ......................................................................................................................................................... 118
Clerk's ...................................................................................................................................................................... 121
Finance .................................................................................................................................................................... 124
Information Technology .......................................................................................................................................... 129
Fire Department ...................................................................................................................................................... 133
RCMP/Police Services ............................................................................................................................................ 138
District of Maple Ridge Financial Plan 2013 – 2017 3 | Page
TABLE OF CONTENTS
PUBLIC WORKS & DEVELOPMENT SERVICES ........................................................................................................................ 143
Administration ......................................................................................................................................................... 144
Engineering .............................................................................................................................................................. 146
Licences, Permits and Bylaws ................................................................................................................................ 149
Operations Centre ................................................................................................................................................... 153
Planning ................................................................................................................................................................... 160
Ridge Meadows Recycling Society ......................................................................................................................... 163
FIVE-YEAR CAPITAL PLAN OVERVIEW ........................................................................................................................ 165
CAPITAL PROCESS ............................................................................................................................................................. 166
CAPITAL WORKS PROGRAM ................................................................................................................................................ 167
CAPITAL WORKS BUSINESS PLAN ........................................................................................................................................ 168
APPENDICES ............................................................................................................................................................. 169
APPENDIX A: MISSION AND VALUE STATEMENTS ................................................................................................................... 170
APPENDIX B: VISION 2025 STRATEGIC PLAN ....................................................................................................................... 170
APPENDIX C: PERFORMANCE MEASURES ............................................................................................................................. 173
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 ............................................................................................... 177
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY .............................................................................................................. 180
APPENDIX F: CAPITAL WORKS PROGRAM LISTING ................................................................................................................. 195
APPENDIX G: 2013-2017 FINANCIAL PLAN BYLAW 6959-2012 ......................................................................................... 202
GLOSSARY OF TERMS ........................................................................................................................................................ 211
ACRONYMS ...................................................................................................................................................................... 213
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, 2012. 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.
4 | Page District of Maple Ridge Financial Plan 2013 – 2017
Executive Summary
Financial Plan Reader’s Guide
Message from the Chief Administrative Officer
Budget at a Glance
District of Maple Ridge Financial Plan 2013 – 2017 5 | Page
6 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN READER’S GUIDE
The Financial Plan Reader’s Guide is intended to
provide a basic understanding of the Financial Plan
2013 – 2017 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
2012 accomplishments, explains efficiency and
effectiveness initiatives and discusses the busi-
ness challenges relevant to the 2013 – 2017
planning period.
This is followed by the business plans of each
department within the division.
Each department plan begins with a brief ex-
planation of services provided by the depart-
ment, 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 comple-
mented 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 2013 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 2013 – 2017 7 | Page
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
I am very proud to present the 2013 –
2017 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.
Throughout 2012, Council gave us
clear direction to guide our work in the
development of the financial plan.
Their priority areas for 2013-2017
were:
1. Economic development is a priority focus area
and in particular, growth of the commercial
and industrial sectors, in order to strengthen
the resiliency of the local economy.
2. Continuous improvement is an important
element of business excellence and we need
to place an enhanced emphasis specifically on
our customer experience.
3. Transportation continues to feature highly in
citizen satisfaction criteria and in the
attraction and servicing of commercial and
industrial development. Enhancements to the
transportation network, for pedestrians,
vehicular traffic and bicyclists, must continue.
4. Continue to enhance communication, using a
strategic approach and new technology, which
meets the needs of our growing and changing
community. An important element of these
enhancements is communicating our
successes.
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 to address our Council’s
priorities.
In 2012, the groundwork was laid for some
important policy work that speaks to our Council’s
priorities. Highlights include the draft of our
Commercial and Industrial Strategy tabled at the
end of the year which will be a significant part of
our 2013 work plan. Work continues on the Albion
Flats Study Area and in 2013 the conditions for
development will be clarified and the Area
Planning Process will move forward. Our
Transportation Master Plan is being updated
reflecting the progress made in the last decade on
improving access to and from our community.
While significant residential and
commercial development is
happening throughout the
community, the energy and activity in
the Town Centre continued at an
incredible pace in 2012. The District
website, mapleridge.ca, is home to
an interactive map that details
almost 50 projects that have resulted
in over $100 million of construction
activity in the last two years. In 2013,
we will see the opening of the new
Maple Ridge Gaming Centre and Target Canada’s
newly renovated store at Haney Place Mall.
Partnerships with the Federal Government,
Provincial Government and TransLink resulted in a
number of key capital projects that improved
District roads, sidewalks, bike access and water
systems. One initiative, the result of a partnership
between the Alouette Home Start Society, the
District of Maple Ridge and the Provincial
Government, resulted in the opening of the
Alouette Heights supportive housing project. This
project will help our community reach out to
citizens who have dealt with homelessness and a
lack of affordable housing.
I would like to express my sincere thanks to our
Mayor and Council for service to the community
and strong vision for our future. 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.
Our Council asked us to develop a business plan
that balances the challenges of an uncertain
global economy while maintaining the service
levels that make our community a special place to
live. It was a challenge that we are proud to have
met. I hope that you will take the time to review
our accomplishments for 2012 and the plan for
2013. This plan reflects our commitment and
dedication to our Council and this great
community.
Officer
J. L. (JIM) RULE
Chief Administrative Officer
8 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 2013 - 2017. It provides an
outline of how the District prepares, reviews and adopts the financial plan. The full 2013 – 2017 Five-Year Plan and
related documents are located on the District website mapleridge.ca.
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, amalgama-
tion, 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 Five-Year
Financial Plan, which ultimately determines property tax rates and other levies. The Business Planning
Guidelines are presented at several Council meetings open to the public.
Every fall, Council deliberates on the following year's Five-Year Financial Plan. These sessions are open to the
public and there are opportunities for citizens to speak to Council including for the first time in 2012, via social
media channels. The dates for these sessions are in the Business Planning Guidelines, but are subject to
change, so watch the District website mapleridge.ca.
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 31, 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 177; 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
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 neighbour-
hoods. 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 2013 – 2017 9 | 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. Growth rates are still modest. GPD is growth rates
are projected at 2.1% for 2013, 2.5 % in 2014 and 2.6% for the years 2015 through 2017 by the BC Economic
Forecast Council. Population growth and employment growth will continue to see small growth of just over 1% in
2013 and 2014. Inflation decreased to 1.3% for greater Vancouver in 2012 but is expected to average 2% over the
next 5 years. The level of inflation may result in small increases in interest rates.
Tax Growth
The additional property tax revenue due to new construction, often referred to as real growth, is budgeted at 1.35%
for 2013. Construction is increasing but may not yet be generating the real growth rate we have historically had. A
conservative approach is taken, budgeting for 1.65% in 2014 and 2.0% annually thereafter. Operating cost
increases associated with growth have also been reduced.
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 positive returns and a larger than expected investment
portfolio. Interest rates are at historic lows. 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 of 2.25% per year in 2013 and 2014 and 2.75% per year in 2015
through 2017.
Property Tax increase for infrastructure sustainability of 0.5% in 2013 and 1% per year thereafter.
The continued implementation of the Fire Department Master Plan with 2013 being the last year of the
additional property tax increase. For 2014 and beyond, the increase in costs will be funded through the general
purpose property tax increase.
Parks, Recreation and Culture Levy increase of one-eighth of one percent of property taxes in 2013 then 0.5%
per year for seven years beginning in 2014.
Storm Water Levy increase of 0.3% of property taxes per year for five years beginning in 2013.
Water Utility rate increase of 5.5% per year.
Sewer Utility rate increase of 4.6% per year.
Recycling rate annual increases of 3%.
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.
10 | Page District of Maple Ridge Financial Plan 2013 – 2017
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. In December 2011, a letter from the ALC laid out their views on
the various options presented for this area. An allocation of up to $185,000 has been made from surplus to
complete a drainage study, agricultural remedial plan and traffic analysis, as required by the ALC for an exclusion
application to be approved.
Drainage Rehabilitation/Maintenance
The need for a storm water utility has been discussed for some time. A property tax increase of 0.3% beginning in
2013 for a period of five years is planned to address this need. This equates to an annual increase of about $5 on
the average home’s property taxes. This will generate $165,000 in the first year. Council approved this direction a
few years ago.
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 2012 there were 58 full-time positions. The increased staffing and service levels have
been paid for through the Fire Service Improvement Levy included in property taxes. The last year of the phase-in of
funding is 2013 and beginning in 2014 increases will be in line with general property tax increases.
Gaming Center
The construction of the new gaming center is under way and is expected to be completed in late 2013. Revenues
from local gaming facility increased again in 2012. Budgeting for this revenue is being done conservatively. Monies
received from this source are 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 $2.6 million for
2013, $3.3 million for 2014, $4.0 million for 2015, $4.7 million for 2016 and $5.5 million for 2017. The Unfunded
Liability Chart in Appendix E, (Infrastructure Funding Strategy), highlights the impact that the 1% tax increase has on
the infrastructure deficit.
Parks & Leisure Services Master Plan
Council approved the Parks & Leisure Services Master Plan on the understanding that additional funding would be
phased in over a period of time. Setting aside 0.125% of property taxes beginning in 2013 and then 0.5% annually
for a period of eight years would generate $70,000 in the first year and an additional $320,000 in 2014. The
$70,000 generated in 2013 basically covers the transitional funding that was provided in earlier years. This means
there is no additional funding until 2014 and 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, thirty five projects with combined estimated construction values in excess of $77 million have
submitted building permit applications.
District of Maple Ridge Financial Plan 2013 – 2017 11 | 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
The majority of planned capital spending is used in maintaining existing services. The most significant proposed
investments are:
$1.5 M Vehicles for Fire Hall No. 4 in 2013
$2.0 M Fire Hall No. 5 construction in 2015-2016
$3.2 M Whonnock Lake improvements in 2013-2014
$3.2 M for the 232 Street bridge construction in 2013
$4.5 M for Drainage upgrade program 2013-2017
$1.4 M for 225 Street pump station upgrade in 2013-2014
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2011 2012 2012 2013 2014 2015 2016 2017
Revenues
Property taxes 61,066 64,939 65,038 68,016 71,831 76,373 81,217 86,392
User fees and other revenue 33,162 33,986 35,586 35,011 36,548 38,195 40,360 42,207
Senior government transfers 12,818 4,421 13,997 2,570 3,207 2,655 2,492 3,505
Development revenue 3,921 5,627 26,726 576 10,018 11,736 11,134 9,842
Interest income 3,474 3,486 1,753 1,818 1,843 1,843 1,843 1,843
Contributed tangible capital assets 21,582 16,710 12,250 12,250 12,250 12,250 12,250 12,250
Property Sales - - - - 4,250 - - -
136,022 129,169 155,350 120,241 139,947 143,052 149,296 156,039
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2011 2012 2012 2013 2014 2015 2016 2017
Expenses
Protective services 28,793 30,618 32,345 32,178 34,024 35,422 36,975 38,704
Transportation services 16,033 16,782 17,287 17,900 18,302 18,906 19,388 19,595
Recreation and culture 19,730 19,530 21,636 22,836 23,961 24,413 25,419 26,314
Water Utility 10,582 13,139 16,281 14,220 13,265 13,923 14,577 15,152
Sewer Utility 8,787 9,279 10,060 9,583 9,909 10,300 10,704 11,019
General government 12,816 13,307 15,584 12,270 12,777 13,762 14,396 15,057
Planning, other 3,665 3,940 4,322 4,212 4,310 4,457 4,564 4,667
100,406 106,595 117,515 113,199 116,548 121,183 126,023 130,508
Annual Surplus 35,616 22,574 37,835 7,042 23,399 21,869 23,273 25,531
Other Items
Borrowing proceeds 0 0 32,501 7,926 1,274 0 0 0
Amortizations expense funded by capital equity 17,136 17,621 18,015 18,688 19,391 20,125 20,928 20,928
Capital expenditures, principle payments & other (23,645) (13,516) (64,064) (20,645) (25,122) (28,771) (26,867) (25,388)
Contributed tangible capital assets (19,875) (16,710) (12,250) (12,250) (12,250) (12,250) (12,250) (12,250)
Transfers to (from) Reserves and Surplus $9,232 $9,969 $12,037 $761 $6,692 $973 $5,084 $8,821
$ in thousands 2013 2014 2015 2016 2017
Drainage 904 1,355 1,766 1,907 2,272
Government Services 1,020 1,210 4,545 520 270
Highways 7,610 6,121 7,910 7,411 11,490
Park Acquisition 600 200 3,044 3,197 200
Park Improvement 1,208 3,430 1,141 980 1,789
Protective Services 1,837 430 360 1,960 -
Recreation Services 100 30 130 - -
Sewage 1,419 2,435 993 869 1,338
Technology 1,264 536 941 1,217 413
Water 1,613 3,319 1,794 2,565 1,278
Total Capital Program 17,575 19,066 22,624 20,626 19,050
12 | Page District of Maple Ridge Financial Plan 2013 – 2017
BUDGET AT A GLANCE
HOW MUCH MONEY IS IN SAVINGS: RESERVE BALANCES
The District has 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.
BORROWING
The Financial Plan incorporates debt proceeds into the overall funding strategy.
Existing Debt
Existing debt was incurred for five projects. All servicing costs related to these loans are included in current tax
rates. The outstanding balances net of sinking funds are:
$21.0 M Recreation/Downtown Civic Properties.
$15.6 M General Government/Downtown Office Complex
$ 2.7 M Drainage Improvements, River Road
$ 1.2 M Cemetery Expansion
$ 0.6 M Animal Shelter
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 was approved. The cash flow to service this debt has
already been provided for in the financial plan. The projects are:
Fire Hall No. 4 – new construction
School property acquisitions adjacent to park sites
Cemetery expansion – One of the three properties has not been purchased. Debt was issued in 2012 for the
two properties acquired
240 Street bridge over Kanaka Creek
Future Borrowing Considerations 2013 - 2017
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 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.
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
2011 Annual Report the available debt servicing capacity is about $16.8 million.
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.
1 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
District of Maple Ridge Financial Plan 2013 – 2017 13 | Page
Balances as of December 31 2011 2012
Accumulated Surplus 11,435,382 13,235,095
Reserve Funds 25,144,548 29,908,836
Total Reserve Accounts 27,762,917 31,167,721
Total Reserves and Revenue Accumulated Surplus 64,342,847 74,311,652
BUDGET AT A GLANCE
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
2012 2013 Increase %
Municipal Property Taxes
General Purpose (2.25% Gen/0.50% Infrastructure) $1,519.84 $1,561.64 $41.80 2.75%
Fire Service Improvement Levy 155.68 165.41 9.73 6.25%
Drainage Improvement Levy
5.03 5.03
Parks & Recreation Master Plan Levy 2.09 2.09
$1,675.52 $1,734.17 $58.65 3.50%
User Fees
Recycling (fixed rate) 68.15 70.20 2.05 3.01%
Water (fixed rate) 450.90 475.70 24.80 5.50%
Sewer (fixed rate) 297.40 309.45 12.05 4.05%
Municipal, Recycling, Utilities & Fire $2,491.97 $2,589.52 $97.55 3.91%
LONG TERM ISSUES AND DIRECTION
The current 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).
14 | Page District of Maple Ridge Financial Plan 2013 – 2017
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
District of Maple Ridge Financial Plan 2013 – 2017 15 | 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
16 | Page District of Maple Ridge Financial Plan 2013 – 2017
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, educa-
tion 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 has
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 percent 1.
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.
1 Adapted from Business in Vancouver ‘How To’ magazine article
January 2012.
District of Maple Ridge Financial Plan 2013 – 2017 17 | 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 28,367 properties
and 64 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 2011 population is 76,055
representing a percentage change of 10.3% from
2006. About 68% of Maple Ridge’s population is
aged 25 or older, with a median age in Maple
Ridge of 40.2 years.
Population
Under – 14 13,795 18.1%
15 – 24 10,545 13.9%
25 – 44 19,655 25.8%
45 – 64 22,855 30.1%
65 – Older 9,210 12.1%
Source: Statistics Canada, 2011 Census
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 2012
Languages
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: Financial Post Canadian Demographics 2012
Education and Schools
In 2011, 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 No. 42 including Alternate/Special
Education and Continuing Education Schools
(27 Schools from K-12), Private Schools (5)
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 Canadian Demographics 2012
Employment
It is estimated that over 65% of Maple Ridge’s
labour force currently commutes outside of the
community. It is estimated that 6.7% 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
Interfor Lumber
Source: BC Stats, October 2011
Source: Statistics Canada Labour Force Survey
18 | Page District of Maple Ridge Financial Plan 2013 – 2017
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.
Mission Memorial Hospital
Located less than half an hour away in Mission,
this hospital provides emergency services,
laboratory and diagnostic services, medical and
surgical services, sub-acute services such as
hospice care and chronic disease management
programs.
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 2012) for
single-family residences in Maple Ridge is
$463,400.
Composition of Residences
Single Detached House 16,650
Apartment (under 5-storeys) 3,635
Row Houses 3,160
Apartment Detached Duplex 2,890
Apartment (over 5-storeys) 860
Semi-Detached 640
Movable Dwellings 190
Other Single-Attached 15
Total Number 28,045
Source: Real Estate Board of Greater Vancouver
Source: Statistics Canada, 2011 Census
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
Narland Properties (Haney) Ltd. Haney Place Mall
Telus (BC Telephone Company) Poles, Lines, Towers
BC Gas Utility Ltd. Gas Lines
Canadian Pacific Railway Company Railway Tracks
22475 Dewdney Trunk Road Inc. Maple Ridge Square
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 2013 – 2017 19 | Page
GOVERNMENT OVERVIEW
Council
Since 1874, when the District of Maple Ridge was
first incorporated, the responsibility for local
government has vested in a Mayor and Council.
Maple Ridge Council is comprised of a Mayor and
six Councillors who are elected and hold office for
a term of three years.
The primary functions of Council are to establish
administrative policy, to adopt bylaws governing
matters delegated to local government through
the Community Charter, Local Government Act
and other Provincial statutes for the protection of
the public and to levy taxes for these purposes.
Council is also empowered to manage, acquire
and dispose of District assets. The day-to-day
operation of the District is delegated by Council to
the Chief Administrative Officer and District Staff.
Committee of the Whole
Maple Ridge’s Committee of the Whole consists of
all members of Council. Committee of the Whole is
the initial venue for review and debate of issues.
No voting takes place on bylaws or resolutions. A
decision is made to send an item to Council for
debate and vote or to send an item back to staff
for more information or clarification. This structure
allows all members of Council the opportunity to
review reports, receive delegations and
presentations, request additional information and
provide direction prior to Council meetings.
Standing Committees
Standing Committees are established by the
Mayor for matters considered best dealt with by
committee. At least half the members of a
standing committee must be Council members.
The Standing Committees are:
Audit and Finance Committee
Committee of the Whole
Select Committees
Select Committees are established by the Mayor
to consider or inquire into any matter and to report
its findings and opinion to Council. Generally, at
least one member of a select committee must be
a Council member.
Advisory Design Panel
Agricultural Advisory Committee
Bicycle Advisory Committee (MR/PM)
Community Heritage Commission
Development Agreements Committee
Economic Advisory Commission
Maple Ridge-Pitt Meadows 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 (MR/PM)
20 | Page District of Maple Ridge Financial Plan 2013 – 2017
ELECTED and APPOINTED 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
Director of Human
Resources
Not Hired
General Manager:
Community Development,
Parks & Recreation Services
Kelly Swift
General Manager:
Corporate & Financial
Services
Paul Gill
Manager of
Sustainability &
Corporate Planning
Laura Benson
Manager of
Accounting
Catherine Nolan
Director of Corporate
Support
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
Director of
Information
Technology
Chris Crabtree 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
Director of Community Fire Safety Services/Fire Chief .................................................................................. Dane Spence
Director of Community Services ....................................................................................................................... Sue Wheeler
Director of Corporate Support .......................................................................................................... John Bastaja, BA, MRM
Director of Engineering Operations ........................................................................................ Russ Carmichael, AScT, FRM
Director of Human Resources (Acting) ..................................................................................................... Michelle Wetherill
Director of Information Technology ................................................................................................... Christina Crabtree, BA
Director of Licences, Permits and Bylaws ............................................................................................................ Liz Holitzki
Director of Operations & Staff Development/Fire Chief ........................................................ Peter Grootendorst, CFO, MA
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 & 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 - Young Anderson – Municipal Law
Municipal Bankers - TD Canada Trust - Heenan, Blaikie – Labour Law
District of Maple Ridge Financial Plan 2013 – 2017 21 | Page
22 | Page District of Maple Ridge Financial Plan 2013 – 2017
Financial Policies and Fund Structure
Financial Policies
Fund Structure
District of Maple Ridge Financial Plan 2013 – 2017 23 | Page
24 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 considered
a separate budgeting and accounting entity. Budgets are
presented for each department or operational area (i.e.
Engineering, Parks and Open Spaces, Leisure Centre and
Human Resources) and detailed to the account 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 2013 – 2017 25 | 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 177.
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.
Department Relationship to Funds
The Sewer Fund relates only to the Sewer Utility section
which is in the Operations Center department on page
158. Similarly the Water Fund relates only to the Water
Utility section, also in the Operations Center
department on page 159. All other sections are
included in the General Fund
General Fund
The General Fund is the primary fund for most
municipal services (It excludes sewer and water
services which are funded from specific utility funds).
This Fund has a number of revenue sources—the
largest of which is property taxation. This fund provides
a number of services to the community including:
Bylaw Enforcement: Providing enforcement of the
District’s bylaws, maintaining business licences,
process permits and applications, carrying out
building inspections and providing parking
enforcement.
Capital Projects: Constructing and rehabilitating
roads, traffic intersections, neighbourhood
improvements, parks, trails, recreational and
leisure facilities, drainage requirements and public
safety projects and investing in technology to better
provide services.
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
allocated regional capital expenditures and usage fees
to the Greater Vancouver Sewerage and Drainage
District (GVS&DD) for sewerage transfer, treatment and
the disposal of solid waste. The costs associated with
the building and maintenance of local sewer
infrastructure is also funded.
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.
26 | Page District of Maple Ridge Financial Plan 2013 – 2017
Financial Planning Process
Business Planning Process
Alignment of Corporate Strategic Initiatives
Business Planning Guidelines
Financial Planning Process Schedule
District of Maple Ridge Financial Plan 2013 – 2017 27 | Page
28 | Page District of Maple Ridge Financial Plan 2013 – 2017
BUSINESS PLANNING PROCESS
Our business planning process provides a framework
that links Council’s vision for the community to budgets
and work plans and ensures a consistent strategic
direction. It also provides a solid foundation for making
decisions regarding programs and services and for
allocating resources in a manner consistent with that
direction. It helps to ensure that the programs and
services offered by the District of Maple Ridge provide
value-for-dollar and are responsive to our citizens and
customers, an increasingly challenging task in a
growing community in an era of increased downloading
from senior governments.
Throughout the year, Council and municipal staff
welcome input on the budget and business planning
process from our citizens, businesses, community
groups and other stakeholders. 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 in the Business
Planning Guidebook, which is presented at several
Council meetings open to the public. Public comments
on the guidelines are invited.
Throughout summer and early fall, service areas
develop multi-year operating plans which directly
support Council’s strategic direction. The plans include
business evaluations with a 10% funding reduction
scenario, forcing departments to look at new ways to
deliver services. 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.
In December, Council deliberates on the following year's
5-year financial plan. These sessions are open to the
public and there are several opportunities for citizens to
speak to Council. In 2012, for the first time in our
community history we provided live streaming of the
question and answer session and the public was
encouraged to ask questions by phone, email and via
the District's Facebook page and Twitter feed. Citizens
were also encouraged to come to Municipal Hall and be
a part of the audience where they were welcome to ask
questions live.
The business planning process in place today is the
result of many years of in-house development,
feedback, enhancement and improvement, involving
elected officials, management, union officials and front-
line staff. The program’s longevity is a testament to its
continued ability to provide value to citizens,
customers, Council and staff.
•Year-round: Service Delivery; Implementation of
Corporate Business Plan*
•Qtr 3 & 4: Performance Plan development and sign-off; alignment with departmental business planEmployees
•Qtr 3 & 4: Business and Financial Plan
development and presentation; strategic alignment with Council directionService Areas
•Qtr 2: guidebook; public input; templates; training; facilitationSteering Committee
•Qtr 1: Strategic Focus Areas; Council prioritiesMayor & Council:
Strategic Plan & Priorities
•Winter: post-election; every third year; Customer Satisfaction Survey, Strategic Planning Survey
Community Surveys
District of Maple Ridge Financial Plan 2013 – 2017 29 | Page
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Alignment of Corporate Strategic Initiatives
30 | Page District of Maple Ridge Financial Plan 2013 – 2017
BUSINESS PLANNING GUIDELINES
In spring 2012, 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 – 2.75% for
2013 (changed to 2.25%).
2. Tax increases for 2014 – 2017 will be the same
as stated in the 2012- 2016 Business Planning
and Budget Guidelines (changed to 2.25% in
2014 and 2.75% per year in 2015 through 2017).
3. Tax increase for Capital Works and Infrastructure
– 0.50% for 2013.
4. Fire Service Improvement Levy to generate an
additional $400,000 additional funding in 2013.
5. Parks, Recreation and Culture Levy – 0.125% for
2013.
6. Storm Water Levy – 0.30% for 2013.
7. Water Levy – 9.0% for 2013 (changed to 5.50%).
8. Sewer Levy – 5.0% for 2013 (changed to 4.60%).
9. Recycling Levy – 3.0% for 2013.
10. Utility Charges will be reviewed annually with a
view towards using rate stabilization practices to
smooth out large fluctuations in rates.
11. Property tax rates will be reviewed annually to
ensure we are competitive with other lower
mainland municipalities.
12. Budgets include operating and capital
components for a five-year period.
13. Public Consultation Plan developed and
operationalized.
14. Increase revenue from existing sources by about
5%.
15. Identify potential new revenue sources (i.e. be
creative).
16. Evaluation of services to ensure alignment with
Council direction.
17. Identify and measure outputs/outcomes. Identify
key processes to undergo process improvement
reviews.
18. 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
2013, issues to be addressed are to include:
Expansion of the industrial and commercial tax
base
Growth that balances the three pillars of
sustainability
High quality and cost-effective delivery of
municipal services
Transportation routes within & to/from Maple
Ridge
19. 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.
20. Incremental packages must include a business
case to support new programs/ projects/staff.
21. 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.
22. 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?
23. Vacant position review and management – all
positions that become vacant are subject to a
detailed review prior to being refilled.
24. 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.
25. Quarterly performance reports are to be
presented to Council at open Council meetings.
Performance measures will be published in the
Annual Report and on See-It.
26. Progress in relation to our strategic direction is to
be evaluated every six months.
27. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
28. 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.
29. 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 2013 – 2017 31 | 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 2012 Complete staff debriefing sessions for previous year’s business plan
May 2012 Council workshop to review Corporate Strategic Plan and consider Business
Planning Guidelines for the ensuing planning period
Distribute “Business Planning Guidebook – 16th Edition.” (Corporate Strategic
Plan and Business Planning and Budget Guidelines for 2013 – 2017)
June 2012 Training Sessions. Ongoing
Begin to develop Business Plans (operating and capital) and financial plan
(budget)
July 2012 Finance to distribute copies of 5-year operating and capital budgets
Submit Capital Works Program proposals to Trevor Thompson by
Friday, August 17, 2012
Submit Information Technology proposals to Christina Crabtree by
Friday, August 17, 2012
September 2012 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 17, 2012
Update SEE-IT Scorecards by Friday, September 28, 2012
Submit draft Business Plan (one copy) to Business Planning Committee by
Friday, September 28, 2012
October 2012 Submit final Business Plan (one copy) to Business Planning Committee by
Wednesday, October 17, 2012
November 2012 Departmental Business Plan and Budget presentations to CMT on Tuesday,
November 6, Wednesday, November 7 and Thursday, November 8, 2012
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 2012 Departmental Business Plan and Budget presentations to Council in a public
forum on Monday, December 10 and Tuesday, December 11, 2012.
Council reviews Business and Financial Plans and makes appropriate
amendments
Council adoption of Financial Plan Bylaw
32 | Page District of Maple Ridge Financial Plan 2013 – 2017
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
District of Maple Ridge Financial Plan 2013 – 2017 33 | Page
34 | Page District of Maple Ridge Financial Plan 2013 – 2017
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:
Property Tax increase for general purposes of
2.25% per year in 2013 and 2014 and 2.75%
per year in 2015 through 2017.
Property Tax increase for infrastructure
sustainability of 0.5% in 2013 and 1% per year
thereafter.
The continued implementation of the Fire
Department Master Plan with 2013 being the
last year of the additional property tax increase.
For 2014 and beyond, the increase in costs will
be funded through the general purpose property
tax increase.
Growth in tax revenue from all property classes
combined is estimated at 1.35% in 2013, 1.65%
in 2014 and 2.00% per year for 2015 through
2017. 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.
Parks, Recreation and Culture Levy increase of
one-eighth of one percent of property taxes in
2013 then 0.5% per year for seven years
beginning in 2014.
Storm Water Levy increase of 0.3% of property
taxes per year for five years beginning in 2013.
Water Utility rate increase of 5.5% per year.
Sewer Utility rate increase of 4.6% per year.
Recycling rate annual increase of 3% per year.
Growth Costs, new and previously approved, as
detailed in Figure 5 on page 44 in accordance
with Financial Sustainability Policy 5.52-2.0.
Capital Works Program totalling $17.6 million for
2013, $19.1 million for 2014, $22.6 million for
2015, $20.6 million for 2016 and $19.1 million
in 2017 as summarized in Figure 7 on page 45
and Figure 8 on page 46.
No additional borrowing is contemplated in
2013 through 2017. Borrowing approved in the
2012 budget is included. Debt servicing is
included for projects where borrowing was
authorized previously and the project is not yet
complete, as outlined in Figure 13 on page 53
and in accordance with Financial Sustainability
Policy 5.52-8.0.
Allocation of infrastructure sustainability funds
to various business areas in the amounts of
$2.6 million for 2013, $3.3 million for 2014,
$4.0 million for 2015, $4.7 million for 2016 and
$5.5 million for 2017, as outlined in Figure 19
on page 63 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 10 on page 48.
District of Maple Ridge Financial Plan 2013 – 2017 35 | Page
FINANCIAL PLAN OVERVIEW
On December 10, 2012 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 2013 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:
Contents
1. 2012 FINANCIAL OUTLOOK ................................................................................................................................ 37
2. WHERE THE MONEY COMES FROM/WHERE IT IS ALLOCATED .......................................................................... 38
2.1. NEW REVENUE ...................................................................................................................................................... 38
2.2. TRANSFERS .......................................................................................................................................................... 40
2.3. EXPENDITURES ...................................................................................................................................................... 41
2.4. BUDGET ALLOCATIONS FOR GROWTH ........................................................................................................................ 43
2.5. SURPLUS AS A SOURCE OF FUNDS ........................................................................................................................... 44
2.6. CAPITAL PROGRAM ................................................................................................................................................ 45
2.7. OPERATING BUDGET CHANGES ................................................................................................................................ 47
2.8. INCREMENTAL ADJUSTMENTS .................................................................................................................................. 49
3. WATER, SEWER AND RECYCLING RATES ........................................................................................................... 50
4. BORROWING ...................................................................................................................................................... 51
5. FURTHER ITEMS ................................................................................................................................................. 54
6. IMPACT TO THE “AVERAGE HOME ...................................................................................................................... 57
7. PROPERTY TAXATION POLICY ............................................................................................................................. 59
8. RESERVES .......................................................................................................................................................... 60
8.1. CAPITAL WORKS RESERVE ...................................................................................................................................... 61
8.2. INFRASTRUCTURE SUSTAINABILITY ............................................................................................................................ 63
8.3. FIRE DEPARTMENT CAPITAL ACQUISITION RESERVE .................................................................................................... 63
8.4. FIRE DEPARTMENT EQUIPMENT REPLACEMENT RESERVE ............................................................................................ 64
9. TOWN CENTRE COMMERCIAL OPERATION ......................................................................................................... 64
10. FINANCIAL INDICATORS ..................................................................................................................................... 65
11. CONCLUSIONS.................................................................................................................................................... 68
36 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
1. 2012 Financial Outlook
In order to provide some context leading into the 2013–2017 Financial Plan discussions it is useful to
review the current year’s financial performance in the General Revenue Fund. While we typically discuss
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. The revenues can vary greatly year to year. Our financial
sustainability policies, conservative budgeting and our practice of planning for the bad times during the
good allow us to manage temporary shortfalls in revenue. The following table shows our experience for
the last nine years. Based on this, we believe a budget target of $1.7 million is reasonable, especially
when we have a Building Inspections Reserve balance of about $1.6 million.
Historical Building Permit Revenue (in $thousands)
2003 2004 2005 2006 2007 2008 2009 2010 2011 Average
1,529 1,333 1,372 1,909 2,257 2,401 1,418 1,946 1,470 1,737
The District will receive revenues from the local gaming facility again this year. In 2011, the District
received $756,000 and, to date in 2012, we have received instalments for the first three quarters,
totalling $623,000 against a Financial Plan target of $500,000. Monies received from this source are
allocated in line with Council’s policy.
The following information, based on September results, indicates we will see a General Revenue surplus
at year-end. Contributing Factors include positive investment revenues, interest cost savings from
planned debt financing that was not accessed until the final quarter of the year and a continued focus on
cost containment and staff vacancy management throughout the organization.
Revenues:
Investment income in the General Revenue Fund will exceed budget targets in 2012 as a result of
positive returns and a larger investment portfolio due to capital project expenditure delays.
Permit revenue will miss Financial Plan targets by at least $400,000. Council has a Building Inspection
Reserve account with a balance of about $1.6 million and, depending on our overall financial results,
we may have to draw on 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 meet financial plan targets.
Expenses:
Overall, expenses are expected to come in within 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 Financial Plan targets. Last year we were advised of a
potential retroactive pay adjustment for RCMP members. We had anticipated that this issue would be
resolved in 2012, but to date, it is still unresolved. We may need to draw on the Protective Services
Reserve for funding depending on the outcome of the issue.
Overall Fire Department costs will be very close to budget targets again this year. Due to the growth
resulting from the ongoing implementation of the Fire Department Master Plan we continue to monitor
this department closely.
District of Maple Ridge Financial Plan 2013 – 2017 37 | Page
FINANCIAL PLAN OVERVIEW
Recreation costs are currently within Financial Plan targets.
Interest costs for debt will come in under budget, as borrowing authorized for capital projects did not
occur until the final quarter of 2012. Any associated transfers from reserves to cover the costs will
also be under budget.
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 2013.
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 2013.
The above summary, based on results to the end of September, points to a General Revenue surplus for
2012.
2012 Capital Projects
The budget for the Capital Works Program in 2012 is $87.9 million. This number is higher than the
number in subsequent years in the Financial Plan 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 $38.3 million. Of these projects, $7.6 million are
complete or nearly complete, $15.1 million are well underway and $15.6 million are in the early stages of
design and tendering.
The budget for projects not yet started is approximately $49.6 million. The reasons for these project
delays are summarized as follows:
Agreements Not Signed (School portion of School/Parks sites) $16.3M
Grant Funding Not Secured 12.4M
Reliant on Other Capital Work 2.0M
Land Acquisition Delays 3.6M
Other 3.6M
Strategic, Staffing & Technical Delays 11.7M
Projects that do not finalize in 2012 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 2013 when the Financial
Plan is amended.
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 $3.2M in 2013.
2.1. New Revenue
The property tax increase consists of increases for general purposes, dedicated infrastructure renewal
and replacement, phased implementation of the Parks and Recreation Master Plan, drainage
improvements and continued implementation of the Fire Department Master Plan.
38 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
The Fire Department Master Plan funding was phased in starting in 2005. The last year of the phase-in of
funding is 2013 after which time it is included as a part of the general purpose taxation. Starting in 2013,
there is a drainage tax increase to fund the replacement of drainage infrastructure and an increase to
implement the Parks and Recreation Master Plan.
The 2013 property tax increases were endorsed by Council in spring of this year with reductions in
planned increases compared to the previous plan. It was also implied, that as costs become more
certain, we should try to lower the amount of the general purpose increase. We are pleased to report that
the 2013 General Purpose tax increase has been reduced as shown in the following table:
Actual Early 2012 Mid 2012 Proposed
Item 2012 2013 2013 2013
Average Home Municipal Levies Increases:
General Purpose 3.00% 3.00% 2.750% 2.250%
Infrastructure Replacement 1.00% 1.00% 0.500% 0.500%
Fire Levy (in excess of general purpose) 0.89% 0.33% 0.330% 0.330%
Parks & Recreation -- 0.50% 0.125% 0.125%
Drainage -- 0.30% 0.300% 0.300%
Total Property Tax Increase % 4.89% 5.13% 4.00% 3.500%
The following table illustrates growth rate assumptions and tax increases and the associated revenues
have been included in the Financial Plan.
Growth refers to the new property tax revenue received by new construction or “non-market change” in
property assessed values. Due to its nature, being tied to new development, there is some volatility in the
revenue with higher additional revenues in years of strong economic growth. 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 five
years including the last four. In some respects, the District is fortunate in that it does not rely heavily on
any one industry for its revenues.
District of Maple Ridge Financial Plan 2013 – 2017 39 | Page
FINANCIAL PLAN OVERVIEW
Figure 1: Conceptual Overview of New Revenue
Item ($ in thousands-rounded to nearest $25K) 2013 2014 2015 2016 2017
Previous Year's Taxation 54,575 63,100 66,750 71,175 75,900
Growth Rate 1.35% 1.65% 2.00% 2.00% 2.00%
Growth Revenue 725 1,050 1,325 1,425 1,525
Previous Year's Taxation + Growth 55,300 64,150 68,075 72,600 77,425
Tax Increase
General Purpose 2.25% 2.25% 2.75% 2.75% 2.75%
Infrastructure Replacement 0.50% 1.00% 1.00% 1.00% 1.00%
Parks & Recreation 0.13% 0.50% 0.50% 0.50% 0.50%
Drainage Improvements 0.30% 0.30% 0.30% 0.30% 0.30%
Tax Increase 1,750 2,600 3,100 3,300 3,525
Previous Year's Fire Levy 5,600 In 2014, included in the base noted above
Growth 100
Fire Levy Increase 350
Fire Levy 6,050
Total Increase + Growth 2,925 3,650 4,425 4,725 5,050
Next Year's Taxation Base 63,100 66,750 71,175 75,900 80,950
Property Sales
Increases in other revenue: 275 300 275 275 275
Increase in General Revenue 3,200 3,950 4,700 5,000 5,325
In 2013, other revenues are projected to increase by $275,000 over the amount previously budgeted.
The increase includes changes in Parks & Leisure Services cost share recoveries, recycling fees and
grants. In some cases, these revenues are offset by related increased expenditures. Figure 2 and Figure
3 show the demands against this revenue1.
2.2. Transfers
The District has committed to making transfers to certain reserves in order to provide long term financial
stability. These transfers reduce the revenues that are available to cover other expenditures. Approxima-
tions of such transfers are shown in Figure 2. The amounts reflect the change from one year to the next,
rather than gross amounts to be transferred, to highlight the draw against each year’s additional revenue.
1 Items with offsetting entries within general revenue have been removed for simplicity.
40 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Figure 2: Conceptual Overview of Changes to Transfers
Item ($ in thousands-rounded to nearest $25K) 2013 2014 2015 2016 2017
Increase in General Revenue 3,200 3,950 4,700 5,000 5,325
Transfers to Reserves:
Fire Department Capital (75) (100) (125) (150) (175)
Capital Works Reserve (25) (25) (50) (50) (50)
Equipment Replacement Reserve (25) (50) (100) (50) (50)
Core Reserve 125 (25) - - -
Police Services Reserve (50) 150 (75) (175) (75)
Capital Works Reserve Adjustment (250) 450 (200)
Available after transfers 2,900 4,350 4,150 4,575 4,975
The remaining new revenue for 2013, after the reserve commitments, is about $2.9 million.
2.3. Expenditures
Beyond the transfers noted above, a number of adjustments to expenditures are required. We
experienced cost increases in a number of areas that must be provided for. The impacts of these
expenditure adjustments are captured in Figure 3 below and a discussion follows.
Figure 3: Conceptual Overview of Expenditure Changes
Item ($ in thousands-rounded to nearest $25K) 2013 2014 2015 2016 2017
Available after transfers 2,900 4,350 4,150 4,575 4,975
Increase in expenditures:
Labour (excluding Fire Dept.) (350) (550) (700) (775) (775)
Fire Department (475) (375) (425) (450) (475)
Parks & Recreation Master Plan
(325) (350) (375) (400)
Policing (RCMP, ITEAMS, ECOMM) (1,000) (1,200) (825) (900) (1,100)
Fraser Valley Regional Library (125) (125) (125) (150) (150)
Inflation Allowance
(200) (300) (325) (350)
Infrastructure Replacement (275) (650) (700) (725) (775)
Drainage Levy Related Projects (175) (200) (200) (225) (250)
Growth Costs (125) (350) (350) (350) (350)
Recycling Expenses (75) (50) (100) (50) (50)
Capital Funded from General Revenue (175) (175) (200) (200) (200)
Other Items (100) (125)
Available after expenditures 25 25 (125) 50 100
Surplus from prior year and rounding (20) 8 140 (2) (35)
General Revenue Surplus 5 33 15 48 65
The numbers in the preceding three tables represent a change from one year to the next. For example, in
Figure 3 above, the policing amount means that 2013 costs are forecasted to be about $1 million higher
than 2012, so will require $1 million of the new revenue for 2013.
District of Maple Ridge Financial Plan 2013 – 2017 41 | Page
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 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
expired March 31, 2012. Once contract costs have been resolved the Financial Plan Bylaw will be
updated.
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, an Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic
Reconstruction Unit. The budget includes additional members each year. Funding from the Police
Services Reserve is used to manage the impact to General Revenue. For 2013, three additional police
officers have been provided for.
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
5% in 2013 and then 5% per year thereafter.
Infrastructure Replacement: In 2008, Council approved a 1% tax increase to help maintain our existing
infrastructure. In 2012, this annual contribution totalled $2,357,000 and for 2013, the additional tax
increase is to be reduced to 1/2%. Additional discussion on infrastructure replacement is included in
Section 0 on page 60.
Inflation Allowance: 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. The
2013 inflation contingency has been removed. An increase of about 2% a year for 2014 through 2017
is included in fiscal services to cover inflationary cost 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” on page 51.
Growth: Growth projections and increases to revenues as a result of growth are built in. This line
recognizes the costs associated with growth and the demand it places on the new revenues in
alignment with Financial Sustainability Policy 5.52-2.0. For 2013 growth revenues will fall short of
previous projections so growth related costs have been adjusted accordingly and are detailed in Figure
5 on page 44.
Other: This line captures numerous minor adjustments to other accounts such as materials, utilities,
training, supplies and maintenance.
42 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Of the $3.2 million available in new revenue, the demand from the labour category including Police and
Fire is over $1.8 million. Following is a chart illustrating the distribution of new revenues for the 2013
year.
Figure 4: Conceptual Overview of Distribution of New Revenue - $3.2M 2013
The preceding section provides a brief overview of increases in revenues and where that money goes. It
illustrates those items that have an impact on general revenue. The rate of cost increases in certain
areas (i.e. Police) exceeds the rate of the general tax increase and other areas revenues are not
increasing at the same rate as costs, leaving minimal room for enhancements to services unless
reductions are considered in other areas or new revenue sources, such as grants, are found.
2.4. Budget Allocations for Growth
The previous discussion touched on growth amounts allocated to budget areas, but only to the extent that
they drew upon general revenue. The following table captures all growth allocations in the Financial Plan.
Some are directed towards general areas rather than specific programs. As we approach later years and
the community’s needs are more certain, these packages will be allocated more specifically. Growth
funding allocated in 2013 has been reduced to help compensate for the anticipated lower amount of
additional taxation revenues due to new construction as building activity takes a few years to recover. In
2012 all growth funding was removed, creating funding pressure in areas that incur direct costs where
additional inventory needs to be maintained.
Labour
11%
Fire Master Plan
15%
Policing
31%
Other
5%Library
4%
Growth Costs
4%
Infrastructure
Replacement
9%
Drainage Levy
5%
Transfers
Adjustment
8%
Other
2%
Capital
6%
District of Maple Ridge Financial Plan 2013 – 2017 43 | Page
FINANCIAL PLAN OVERVIEW
Figure 5: Growth Packages in Financial Plan
Item ($ in thousands) 2013 2014 2015 2016 2017
General Revenue Fund
Transfer to Fire Department Capital Reserve
50 50 50 50
Operations 45 65 65 65 65
Parks/Green Space Maintenance 79 65 65 65 65
Software Maintenance
20 20 20 20
Public Works & Development (PWDS)
65 65 65 65
Corporate & Financial Services (CFS)
65 65 65 65
Community Dev., Parks & Rec (CDPR)
65 65 65 65
General Revenue Fund Total* 124 395 395 395 395
Water Revenue Fund - Maintenance 15 15 15 15 15
Sewer Revenue Fund - Maintenance 10 10 10 10 10
* The total growth amount for 2014 through 2017 is different than the growth amount in Figure 3 by $50,000 due to the fact
that the Fire Department Capital is not included as an expense but a transfer to a reserve and is included in Figure 2.
2.5. Surplus as a Source of Funds
Surplus exists due to actual operating revenues exceeding expenditures. Several items have been
identified as one time needs where the use of surplus would be suitable as a funding source. For several
items, additional information is being sought and it is premature to commit the funds. Once there has
been a decision on those projects, operating surplus can be allocated to fund the project either through
Council Resolution or in a Financial Plan Bylaw amendment.
Figure 6: Items to be Funded from Accumulated Surplus
Item ($ in thousands) 2013 2014 2015 2016 2017
Approved in prior financial plans:
BIA Facade Improvements 25
New Operating items:
Inventory and map noxious weed species 30
New Capital Items: None
Accumulated Surplus Funded Items 55
To be addressed as part of 2012 year-end
Treatment of noxious weeds on municipal property 250
Planning Department – Hammond Area Plan 100
The Business Improvement Area (BIA) Facade Improvements is a three-year program committed to in 2011
and the additional operating item is discussed under Section 2.8 Incremental Adjustments on page 49.
44 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Council initially provided funding for succession planning purposes from surplus in 2007. 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 for training and
knowledge transfer to occur ensuring services can continue to be delivered efficiently and effectively.
With the economic downturn we have seen some delay in timing of the anticipated costs. While there is
no additional funding provided in 2013-2017 it is expected that the next few years will be covered
through previously committed funds. The balance of the funding, about $375,000, is mostly earmarked
for retirements in the Operations Centre where a significant number of employees with extensive
knowledge will soon be retiring.
2.6. Capital Program
The five-year Capital Works Program is $99 million; 2013 planned capital projects are $17.6 million,
exclusive of projects that may be carried forward from previous years. It should be noted that developers
will contribute millions in subdivision infrastructure to our community and these contributions are not
included in our capital plan. A detailed project list is included in Appendix F beginning on page 195.
Projects carried forward from previous years will be included in future Financial Plan amendments.
Figure 7: Proposed Capital Spending by Category
$ in thousands 2013 2014 2015 2016 2017
Drainage 904 1,355 1,766 1,907 2,272
Government Services 1,020 1,210 4,545 520 270
Highways 7,610 6,121 7,910 7,411 11,490
Park Acquisition 600 200 3,044 3,197 200
Park Improvement 1,208 3,430 1,141 980 1,789
Protective Services 1,837 430 360 1,960 -
Recreation Services 100 30 130 - -
Sewage 1,419 2,435 993 869 1,338
Technology 1,264 536 941 1,217 413
Water 1,613 3,319 1,794 2,565 1,278
Total Capital Program 17,575 19,066 22,624 20,626 19,050
Operating Impact:
Capital Assets are acquired either through direct spending or as a Developer Contribution. The increase in
Capital Assets results in increased operating costs. Additional funding for these increased costs is
provided through divisional growth funds (Figure 5). In 2013, all additional funding is related to
incremental asset operating costs. For example, the six new parks require a $79,000 increase in
Parks/Green Space Maintenance for lawn mowing, garbage pickup, play equipment inspections, etc.
The years 2014 - 2017 (Figure 5) increase in funds provides for additional operating costs related to
assets plus money to maintain service levels under pressure from growth. Additional funding is also
required to fund reserves for the future replacement of these assets. Appendix E has an extended
discussion of the Infrastructure Funding Strategy.
District of Maple Ridge Financial Plan 2013 – 2017 45 | Page
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 projects funded through Development Cost Charges and third
parties.
Figure 8: Proposed Capital Funding Sources
$ rounded to the nearest thousand 2013 2014 2015 2016 2017
Development Cost Charges 4,610 3,656 7,341 6,718 5,451
General Revenue 2,845 2,520 2,965 2,331 2,819
Capital Works Reserve 400 900 - - -
Gaming 225 650 200 575 200
Debt - - - - -
Infrastructure Sustainability Reserve 1,571 2,496 3,156 4,193 5,141
Fire Dept. Capital Reserve 975 350 250 1,750 -
Equip Replacement Reserves 2,792 1,115 1,276 1,495 1,155
Parkland Acquisition Reserve 200 200 200 200 200
Sewer Capital 1,147 1,096 770 681 1,041
Water Capital 1,124 2,249 900 1,235 980
Grants, LAS, 3rd Parties 1,129 3,706 1,181 1,038 2,024
Recycling Reserve 390 80 65 290 40
Land Reserve - - 4,250 - -
Police Services Reserve 166 48 72 120 -
Total Capital Program 17,575 19,065 22,624 20,626 19,050
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
13 listing the debt-funded projects. 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. 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 are not sufficient to
cover the planned capital expenditures.
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 0 Reserves on page 60. 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 9 reference sources such as reserve accounts for specific
purposes.
The percentage of the 2013 planned projects funded directly by General Revenue is 16%. There are other
reserves that receive inflows from General Revenue, but the use of these reserves is for specific
purposes.
46 | Page District of Maple Ridge Financial Plan 2013 – 2017
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The Capital Program includes over $9 million of funding from others as itemized in Figure 9. The majority
of this funding has not yet been secured; projects will be re-evaluated and reprioritized if funding is not
secured.
Figure 9: Capital Funded by Others
$ in thousands 2013 2014 2015 2016 2017
280 St (Lougheed - 98)
125
288 St (Storm Main @ Watkins Sawmill)
200
Abernethy (216-500M E Blackstock) Widen
750
Abernethy Way Multi Use Path Ph 3 (Blackstock-222)
450
Dewdney Trunk @ Burnett Traffic Signal
138
Fern Crescent (236 - 240)
49
Local Area Service 1,000 1,000 1,000 1,000 1,000
Other 129 27 18 38 11
Traffic Signal Upgrade & Alterations
163
Whonnock Lake Phase 6 Canoe Facility
1,980
Total Capital Program 1,129 3,706 1,181 1,038 2,024
2.7. Operating Budget Changes
The discussion so far has focused on the additional revenues that come into the District and the
demands upon them. The next section outlines how this information applies to the Financial Plan that
Council will be considering. In May 2012, Council approved a Financial Plan for 2012 through 2016. This
is used as a basis to create the 2013-2017 Financial Plan. The following table reconciles the changes to
the previously adopted Financial Plan.
District of Maple Ridge Financial Plan 2013 – 2017 47 | Page
FINANCIAL PLAN OVERVIEW
Figure 10: Reconciliation of 2012-2016 Financial Plan to 2013-2017 Proposed Financial Plan
General Revenue Fund (GRF) Changes ($ in thousands) 2013 2014 2015 2016
GRF Surplus in 2012-2016 Adopted Budget 98 104 465 899
Council Budget Guideline Changes approved in Spring 2012
Parks & Rec Tax Increase (1/8 of 1% for 2013, was 1/2%) (209) (213) (217) (221)
Infrastructure Funding Reduction (1/2% for 2013, was 1%) (280) (286) (293) (300)
General Property Taxes (increase 2.75% in 2013, was 3%) (140) (147) (154) (162)
Parks & Recreation Master Plan Implementation Delayed 209 213 217 221
Infrastructure Replacement Capital Spending Reduced 280 286 293 300
Impact of Reductions related to Property Tax Changes (140) (147) (154) (162)
GRF Annual Surplus Subtotal (42) (43) 311 737
Corporate Wide Assumptions & Fiscal Transfers
Labour Contingency Reduction 676 945 1,120 1,259
Property Tax Increase General (2.25% in '13, '14 then 2.75%) (264) (732) (921) (1,143)
Property Tax Growth (1.35% in '13, 1.75% in '14 then 2.0%) (519) (980) (1,268) (1,591)
Inflation (0% in 2013 and then 2% annually) 306 451 460 544
Growth Funding Reductions 211 216 216 216
Capital Works Reserve - remove timing adj. of transfer
(60) 60
Capital Works Reserve - adjust transfer (250) 250
Equipment Rate Charges Increase (1% for 2013, was 3%) 26 27 28 28
Investment Earnings 45 50 50 50
Interest on Property Tax Arrears 15 30 45 60
Debt Animal Shelter 21 21 21 21
Property Tax Revenue Contingency for Assessment Appeals (70)
Impact of Corp. Wide Assumptions & Fiscal Transfers 198 218 (190) (556)
GRF Annual Surplus Subtotal 156 175 121 181
Administration
Grant Revenue - BC Hydro 40
Salaries - Grant Related (40)
Impact of Administration Changes -
GRF Annual Surplus Subtotal 156 175 121 181
48 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Figure 10: Reconciliation of 2012-2016 Financial Plan to 2013-2017 Proposed Financial Plan (cont’d)
General Revenue Fund (GRF) Changes ($ in thousands) 2013 2014 2015 2016
Corporate & Financial Services (CFS)
RCMP Contract (200) (532) (573) (404)
Police Services Reserve Transfer 200 532 573 404
Lease Revenue - RCMP Regional Team 40 40 40 40
Police Other Changes 16 18 28 28
Fire Dept.- Equip Mtce., Insurance (25) (25) (25) (25)
Impact of CFS Changes 31 33 43 43
GRF Annual Surplus Subtotal 187 208 164 224
Community Development, Park & Recreation (CDPR)
Trails ($144,000 gross in 2013) (116) (119) (122) (126)
Insurance - Parks Allocation 8 8 8 8
Seniors Cost Increase ($50,000 gross) (40) (40) (40) (40)
Arenas Budget (29) (30) (31) (32)
Rental Revenue 24 24 24 24
Impact of CDPR Change (153) (157) (161) (166)
GRF Annual Surplus Subtotal 34 51 3 58
Other & Rounding (28) (17) 13 (10)
Proposed 2013 - 2017 GRF Surplus 5 33 15 48
The preceding table demonstrates that even with the projected growth and annual tax increases, there is
almost no room for additional discretionary spending and not all areas requiring support can be
accommodated.
2.8. Incremental Adjustments
In view of the tough economic times, staff was 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. One adjustment is required to inventory and map any noxious
weed species on municipal property. We recommend that $30,000 be set aside from Accumulated
Surplus for this item. Once this work is complete, a plan to address the noxious weeds will be developed
and there will likely be a need for additional funding.
Figure 11: Incremental Adjustments
Item ($ in thousands) 2013 2014 2015 2016 2017
General Revenue Surplus (from Fig. 12) 5 33 15 48 65
Inventory and map noxious weed species (30)
Funding from Accumulated Surplus 30
General Revenue Surplus 5 33 15 48 65
District of Maple Ridge Financial Plan 2013 – 2017 49 | Page
FINANCIAL PLAN OVERVIEW
The District has rigorous business planning practices that have served the community 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 a local
level 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 have implemented infrastructure
improvement assistance programs to stimulate the economy, of which we secured some significant
funding. It is important to have a multi-year financial plan in place as early as possible to enable us to
position ourselves by having funds available to leverage grants and to be able to take advantage of
opportunities when they present themselves.
3. Water, Sewer and Recycling Rates
Water Utility Rates
The majority of the Water Utility revenue is the flat rate water levy and charges for metered water
assessed to individual properties. In addition, development revenues also provide a financial
contribution. These revenues cover the costs associated with water purchases, maintenance and both
regional and local capital infrastructure.
The 2013 flat rate charged for residential properties is planned at about $475, of which $275 is required
to purchase water from the region, $15 is required to service debt associated with regional capital, $110
is required for local operating expenses, leaving $70 to fund local capital projects or to smooth regional
rate changes.
When setting water rates, we need to consider not only our own planned expenses and infrastructure
requirements, but also those planned by the region. During last year’s planning cycle, the Regional
District had projected rate increases of 18.6% for 2013. Since that time they have deferred projects and
now forecast a 2013 water rate increase of 1.2%. Additionally, in order to have the financial capacity to
meet future requirements we need to consider the downstream impact of regional projects that were
deferred. An increase of 9% in our water rate as previously provided for in our Financial Plan may be
justifiable; however a rate increase of 5.5% is manageable until the region indicates they are going to
proceed with projects that have been deferred.
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. Additionally, the utility pays for our local sewer
infrastructure and maintenance requirements.
The 2013 flat rate charged for residential properties is about $310, of which nearly two thirds or $200 is
paid to the region to treat the wastewater, $65 is used locally to cover operating expenses, leaving $45 to
fund local capital or smooth regional rate changes.
Previous sewer rate increases were 5% per year to help smooth out rate increases over the long-run. Any
cost impact that new wastewater regulations have on capital investment requirements will be addressed
at the regional level with member municipalities paying their respective portions. Similar to water the
regional cost for sewer has increased only marginally in 2013 and a lower annual rate increase in sewer
user fees of 4.6% is manageable.
50 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Figure 12: Sewer and Water Revenue Fund Projections
Sewer Revenue Fund (4.6% increase) Water Revenue Fund (5.5% increase)
Accumulated Surplus projections, illustrated above, are largely influenced by regional costs. Water rate
projections from the region change greatly from year to year. Current regional rate increase projections
are the lowest in a decade. Utility rate increases have been reduced and, depending on regional cost
increases over the next few years, further adjustments may be made.
Recycling Rates
The Ridge Meadows Recycling Society (RMRS) is a charitable non-profit organization that provides a
range of recycling services. Recycling fee increases of 3% are planned in 2013 through 2017 to cover the
anticipated increase in contract costs and equipment rates.
4. Borrowing
The Financial Plan incorporates debt proceeds into the overall funding strategy. At Council’s direction, the
2008-2012 Financial Plan called for debt to fund a portion of the Capital Works Program. The projects
that were identified to be funded from debt are discussed under Previously Approved Borrowing on page
52. The borrowing added in the 2012-2016 Financial Plan is identified in Figure 13.
Impact of Interest and Principal Payments by Fund ($ in thousands)
General Fund 2013 2014 2015 2016 2017
Interest 2,388 2,491 2,377 2,263 2,144
Principal 2,610 5,597 5,687 5,781 5,878
Total General Fund 4,998 8,088 8,064 8,044 8,022
Water Fund 2013 2014 2015 2016 2017
Interest 220 220 220 220 220
Principal 92 92 92 92 92
DCC Principal 368 368 368 368 368
Total Water Fund 680 680 680 680 680
Note: DCC payments have no impact on fund balances, offsetting DCC revenues are recognized.
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 Works Program remains incomplete, creating an
availability of funds that may allow us to delay external borrowing. With rates being as low as they are,
borrowing externally may make more sense. The 2013-2017 Financial Plan includes debt payments on
the previously approved debt.
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2012 2013 2014 2015 2016 2017
Revenues
Expenses
Accumulated Surplus
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2012 2013 2014 2015 2016 2017
District of Maple Ridge Financial Plan 2013 – 2017 51 | Page
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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 funds. 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 the General Revenue Fund or
the Capital Works Reserve.
Previously Approved Borrowing
The District 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 2009, borrowing was approved for the bridge over Kanaka Creek on 240 Street. The bridge was
constructed in 2010 and the work was funded through existing DCC funds. External borrowing for this
project will not be necessary. The authority to borrow will expire in 2014.
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 63.
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 of
acquiring future school sites through contributions from School District 42. As avenues to offset the
additional costs associated with the school portion of the sites are still being explored, the Financial
Plan for 2013-2017 continues to include debt payments. The authority to borrow expires in July of
2013.
Cemetery Expansion ($3,320,000)
Debt payments associated with the land purchases for cemetery expansion are funded through
increased cemetery fees. Those were increased several years ago. Two of the three properties have
been purchased and $2.22 million of external borrowing has been received.
River Road Drainage Work ($2,675,000)
Major drainage work on River Road is complete and the related external debt has been issued. The
annual debt payments are to be funded through the Capital Works Reserve. The Capital Works
Reserve is discussed in more detail in Section 0 Reserves, which starts on page 60.
Animal Shelter ($900,000)
The construction of this building is complete. This was a joint effort with the SPCA and the District.
The municipal portion of the costs has been covered through reserves, 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. External
borrowing of $625,000 has been received and is to be paid back over 15 years.
52 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Borrowing Considerations 2012-2016
The following table summarizes additional debt included in the 2012-2016 Financial Plan. The Loan
Authorization Bylaw will be prepared in early 2013.
Figure 13: Capital Projects Requiring Borrowing Approval
$ in thousands
Project Years Borrow Term
Main
Fund
Annual
Payments
Issue
Costs
Total
Interest
Total
Cost
Regional Water Supply
Pump Station 2010 - 2012 2,900 20 DCC/WCF 215 22 1,400 4,322
West Main 2010 - 2014 6,300 20 DCC/WCF 465 47 3,000 9,347
9,200
680 69 4,400 13,669
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.
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, 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 2011 Annual Report the available debt servicing capacity is about $16.8
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, but the proposed amount to be
borrowed exceeds the maximum amount and the proposed term is 20 years.
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.
District of Maple Ridge Financial Plan 2013 – 2017 53 | Page
FINANCIAL PLAN OVERVIEW
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 Investment 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. While the program will
reduce District revenues in the short-term, the community benefit and future tax revenues from new
construction outweigh this over a longer-term horizon.
To date, thirty five projects with combined estimated construction values in excess of $77 million have
submitted building permit applications. Thirty two of these have been issued building permits with
associated fee reductions of $257,725.
The funding for partnering agreements was initially capped at $500,000. In the early stages of the
program it was recognized that current development application projects would consume this amount,
leaving no funding for future projects. Following an evaluation of financial capacity as part of our 2011
year-end processes, an additional $240,000 was set aside to support the partnering agreement aspect
of the incentive program, bringing the total funding commitment to $740,000. To date, the District has
entered into partnering agreements totalling $218,650.
In March of 2011, Council adopted a Revitalization Tax Exemption bylaw as part of the Town Centre
Investment Incentive Program. The bylaw offers a tax exemption for three years (six for projects meeting
green building requirements) on the non-market change in value resulting from qualifying projects, as
determined by BC Assessment. This year, 12 projects were eligible to apply for three-year exemptions
starting with the 2013 taxation year. Estimated tax exemptions for 2013 are approximately $103,150;
exemptions will extend through 2014 and 2015 in line with applicable tax rates. As other projects reach
completion, the potential amount of tax exemptions will increase accordingly.
The following summarizes the total incentives provided to date as well as potential tax exemptions for
future years:
Incentive Amount
Fee reductions 257,725
Partnering Agreements 218,650
2012 Tax Exemptions 1,962
2013 Estimated Tax Exemptions 103,150
2014 Estimated Tax Exemptions 608,000
2015 Estimated Tax Exemptions 630,000
Eligible projects can be viewed at: www.mapleridge.ca/EN/main/business/TCIIP/incentives_map.html
54 | Page District of Maple Ridge Financial Plan 2013 – 2017
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Funding for Strategic Initiatives that have Emerged
Over the past several years, funding for several strategic initiatives (Town Centre Project, Fire Department
Master Plan) has been achieved. We are now attempting to address the following items of strategic
importance, as the increase to the Fire Service Improvement levy is phased out.
Storm Water Utility Levy:
The need for a Storm Water Utility has been discussed for some time. A property tax increase of 0.3%
beginning in 2013 for a period of five years is planned to address this need. This equates to an
annual increase of about $5 on the average home’s property taxes. This will generate $165,000 in
the first year. Council approved this direction a few years ago.
Parks & Leisure Services Levy:
Council approved the Parks and Leisure Services Master Plan on the understanding that additional
funding would be phased in over a period of time. Setting aside 0.125% of property taxes beginning in
2013 and then 0.5% annually for a period of eight years would generate $70,000 in the first year and
an additional $320,000 in 2014. The $70,000 generated in 2013 basically covers the transitional
funding that was provided in earlier years. This means there is no additional funding until 2014 and
the requirements of the Parks & Leisure Services Master Plan may have to be reprioritized.
Financial Support for Agriculture
In 2011, 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 or 2012. Early this year, Council
adopted a policy around the types of items this funding would be allocated to.
Gaming Revenue
With the opening of the community gaming centre, the District has been receiving additional revenues.
The Host Financial Assistance Agreement between the District and the Province of British Columbia
requires that the District 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.
In 2011, Municipal Council 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.
District of Maple Ridge Financial Plan 2013 – 2017 55 | Page
FINANCIAL PLAN OVERVIEW
Proceeds from Disposition of Assets
In all likelihood, the District will realize unique revenues or proceeds from several areas during 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 within a policy framework, respecting the District’s Financial
Sustainability Policies.
Silver Valley Lands - District policy for the sale of District 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.
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 within a policy framework, recognizing that resource extraction-
related revenues are non-renewable.
Items Not Funded in this Financial Plan
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.
The proposed Financial Plan includes an aggressive Capital Program with significant capital and
operating cost implications. The program relies upon funding sources that are outside the control of
the District. As well, once the assets are acquired, it will be important to establish a proper
maintenance and replacement program.
“Green” Initiatives and Carbon Neutrality – Council has made several policy-level commitments to
sustainability. For instance, 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. These
initiatives and their impacts must be reported annually in order to remain eligible for the rebate.
Other issues that are not addressed within the plan include the following:
Albion Sports Complex Expansion and Development, $20 million
Museum, $5 - 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
56 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
6. Impact to the “Average Home
The assessed value of the “average home” for the 2012 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
Figure 14: "Average Home" Tax Increase
(in $) 2012 2013 2014 2015 2016 2017
Average Home Municipal Levies:
General Purpose (Gen. & ISR) 1,519.84 1,561.64 1,612.60 1,673.78 1,737.75 1,804.63
Fire Service Improvement Levy 155.68 165.41 170.81 177.29 184.07 191.15
Drainage Improvement Levy
5.03 10.23 15.64 21.30 27.22
Parks & Recreation Master Plan Levy 2.09 10.76 19.78 29.21 39.07
Subtotal Property Taxes 1,675.52 1,734.17 1,804.40 1,886.49 1,972.33 2,062.07
User Fees
Recycling (fixed rate) 68.15 70.20 72.30 74.45 76.70 79.00
Water (fixed rate) 450.90 475.70 501.90 529.50 558.60 589.30
Sewer (fixed rate) 297.40 309.45 322.05 335.25 349.05 363.50
Total Property Taxes and User Fees 2,491.97 2,589.52 2,700.65 2,825.69 2,956.68 3,093.87
2012 2013 2014 2015 2016 2017
Average Home Municipal Levies Increases:
General Purpose 3.00% 2.25% 2.25% 2.75% 2.75% 2.75%
Infrastructure Replacement 1.00% 0.50% 1.00% 1.00% 1.00% 1.00%
Fire Levy (in excess of general purpose) 0.89% 0.33% 0.00% 0.00% 0.00% 0.00%
Parks & Recreation
0.125% 0.50% 0.50% 0.50% 0.50%
Drainage 0.30% 0.30% 0.30% 0.30% 0.30%
Total Property Tax Increase % 4.89% 3.50% 4.05% 4.55% 4.55% 4.55%
Recycling Increase % 5.99% 3.01% 2.99% 2.97% 3.02% 3.00%
Water Increase % 9.01% 5.50% 5.51% 5.50% 5.50% 5.50%
Sewer Increase % 4.39% 4.05% 4.07% 4.10% 4.12% 4.14%
Total Property Tax and User Fee Increase 5.58% 3.91% 4.29% 4.63% 4.64% 4.64%
Within this change in 2013 of about 4% or $98, existing service levels have been maintained and several
significant cost increases have been accommodated, including a 6% increase in our policing costs, the
continued implementation of the Fire Master Plan and the establishment of dedicated funding for Parks
& Recreation Master Plan implementation and drainage works.
We regularly review the tax charges to the Residential Class and produce a residential house survey
which compares single family homes. It shows that our taxes remain among the lowest in the region and
when the taxes are combined with annual utility rates, Maple Ridge ranks as thirteenth 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.
District of Maple Ridge Financial Plan 2013 – 2017 57 | Page
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On occasion, the question of how a lower tax increase, or perhaps even no tax increase, could be
achieved is raised. The answer to this question begins with an understanding of our approach to business
and financial planning.
Our business planning methodology results in us looking at all that we do to make sure that it is being
done the best way possible. Our business plans that accompany this report highlight just some of the
improvements that have been made over the past few years and these improvements have improved the
efficiency and effectiveness of our services and resulted in significant savings for our citizens. Also, if you
go through the departmental budgets that are included with our business plans, you will see that most
line items do not increase at all year over year. This, coupled with close monitoring of expenses, is what
allows us to keep our tax increases to a minimum.
After reviewing what we do to make sure that it is being done the best way possible, we look at our cost
drivers to understand what is causing the need for additional tax dollars. The two biggest cost drivers for
2013 are in Police and Fire Services. In policing, in addition to cost increases of about 5% for the existing
number of police officers, we are recommending that we add three additional officers next year. We don’t
have to do this. We are also hoping to hire three additional firefighters next year, which is part of the
service level change that we have been working on for some years. Once again, we don’t have to do this.
Here are some of the practices that can be used to reduce tax increases and staff strongly recommend
against them.
1. Defer infrastructure renewal and maintenance - Some municipalities reduce expenditures in this
area. From our perspective, this is a short-term approach than can prove to be far more costly in
the longer term. The old Fram Oil Filter commercial and its “Pay me now or pay me later” slogan
holds so true. The saying could actually be changed to “Pay me now or pay me much more later.”
2. Use savings to cushion the tax increase in the short run - This approach has also been used by
some municipalities and there is nothing wrong with it, providing there is a plan to reduce the
reliance on savings and a plan to replenish them. The question to ask is “what will you do when
the savings run out?”
3. Use unstable revenue sources to fund core expenditures - There is general agreement in the
municipal field that certain revenues such as revenue from gaming can be quite volatile and that
such revenue should not be used to fund core expenditures. That is because revenues can drop
off with little advanced warning, creating difficulty in funding the associated costs. Our own policy
on gaming revenue warns against this though some municipalities have used this approach to
keep tax increases down.
4. Defer capital projects - A critical look at capital projects and their associated operating costs is
important. Capital projects such as key improvements in the water, sewer, drainage and road
systems are critical to the services that citizens require and these improvements have to be done
in a timely manner.
5. Amend financial plan assumptions to achieve a balanced budget - As Council is aware, the
financial plan includes assumptions around revenue growth, growth in the tax base and cost
increases. By altering these assumptions, tax increases could be reduced. While the budget may
be balanced, this may result in savings having to be used when projected results don’t
materialize. For this reason, this approach is not recommended.
So back to the question that was asked: “Is a lower tax increase or zero tax increase possible?” The
answer is “yes it is.” It is important, however, that it be done properly, through service level reductions,
rather than through the practices mentioned above.
58 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
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 91.3% of our assessment base is comprised of Residential Class
properties. As a result, 77.4% of the taxes that we collect come from homeowners.
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 District collects property taxes on behalf of several other jurisdictions. In 2012, while the tax for the
municipal portion on the “average home” was about $1,676, the total bill including utilities was $2,928.
The municipal portion, excluding water, sewer and recycling charges amounted to about 57% of the total
bill. The water, sewer and recycling charges, which include both regional and local costs total about $816
or 28% 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. Our annual reviews since
then have confirmed our competitiveness.
In 2012, the Major Industry Class property tax rate was reviewed and no recommendation to change the
rate resulted. Several years ago a review of the tax rates charged to the Major Industry Class indicated
that rates were relatively high and Council took steps to address this inequity by reducing the tax bill by
5% in both 2009 and 2010. The Provincial Government reduced the provincial school taxes for Light
Industrial and Major Industrial Class properties in 2009 by 50% and in 2011 increased the reduction to
60%.
In July of 2012, Council received three reports on property taxation addressing different classes of
properties: Residential, Business and Major Industry. 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 2012 property taxation reports are
attached as appendices to this report.
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8. Reserves
The District has 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 15: Reserve Balances Dec. 31, 2011
$ in thousands
Accumulated Surplus
Reserve Accounts
General Revenue 5,751
General Revenue:
Sewer Revenue 2,508
Specific Projects – Capital 4,280
Water Revenue 3,176
Specific Projects - Operating 4,840
Total Accumulated Surplus 11,435
Self-Insurance 921
Police Services 3,210
Reserve Fund Balances
Core Development 904
Local Improvement 2,410
Recycling 1,505
Equipment Replacement 8,740
Community Development 1
Capital Works 9,598
Building Inspections 1,580
Fire Department Capital 2,637
Gravel Extraction 479
Sanitary Sewer 1,526
Neighbourhood Improvements 51
Land 234
Facility Maintenance 480
Net Reserve Funds 25,145
Snow Removal 686
Cemetery Maintenance 109
Restricted Revenue Balances
Infrastructure Sustainability 1,030
Development Cost Charges 35,661
Critical Building Infrastructure 202
Parkland (ESA) Acquisition 295
Infrastructure Grant Contribution 9
Other Restricted Revenues 5,087
Gaming Revenues 704
Total Restricted Revenues* 41,043
General Revenue Reserve Accounts 20,991
Sewer Reserve Accounts 3,027
Water Reserve Accounts 3,653
Total Reserve Accounts 27,671
* Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected in advance of specific expenditures.
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $64 million
These are financial reserves only. Other assets, such as gravel resources are not shown, nor are they
represented in our financial statements.
60 | Page District of Maple Ridge Financial Plan 2013 – 2017
FINANCIAL PLAN OVERVIEW
Figure 16: Capital Fund Balance Projections
Accumulated Surplus and Funds Balance as at December 31, 2012
General Sewer Water Reserve Funds Total
Operating Surplus 6,091,162 3,139,776 4,004,157 -13,235,095
Reserve Accounts 25,425,268 2,672,984 3,069,469 -31,167,721
Reserve Funds ---29,908,836 29,908,836
Funds Balance 31,516,430 5,812,760 7,073,626 29,908,836 74,311,652
Equity in Capital Assets 572,957,588 116,943,297 98,005,903 -787,906,788
Accumulated Surplus 604,474,018 122,756,057 105,079,529 29,908,836 862,218,440
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 2013-2017 Financial Plan
General Sewer Water Reserve Funds Total
Reserve Accounts 7,208,166 1,719,317 1,846,427 -10,773,910
Reserve Funds ---2,839,904 2,839,904
Adjustment 7,208,166 1,719,317 1,846,427 2,839,904 13,613,814
The above was approved in 2012 but not yet complete and will be included in the 2013 budget amendment in May.
Adjusted Funds Balance General Sewer Water Reserve Funds Total
Operating Surplus 6,091,162 3,139,776 4,004,157 -13,235,095
Reserve Accounts 18,217,102 953,667 1,223,042 -20,393,811
Reserve Funds ---27,068,932 27,068,932
24,308,264 4,093,443 5,227,199 27,068,932 60,697,838
Planned Fund Changes 2013 2014 2015 2016 2017
General 82,065 7,833 647,129 296,228 1,142,703
Sewer (53,136) 243,029 815,204 1,601,239 1,559,075
Water 2,404,910 73,676 1,817,354 1,940,373 2,727,328
Reserve Funds (455,227) 5,095,647 (2,307,374) 1,247,135 3,392,807
1,978,612 5,420,185 972,313 5,084,975 8,821,913
Planned Fund Balances 2013 2014 2015 2016 2017
General 24,390,329 24,398,162 25,045,291 25,341,519 26,484,222
Sewer 4,040,307 4,283,336 5,098,540 6,699,779 8,258,854
Water 7,632,109 7,705,785 9,523,139 11,463,512 14,190,840
Reserve Funds 26,613,705 31,709,352 29,401,978 30,649,113 34,041,920
62,676,450 68,096,635 69,068,948 74,153,923 82,975,836
Equity in Capital Assets 2013 2014 2015 2016 2017
Beginning Balance 787,906,788 799,043,146 810,967,760 825,718,213 837,664,942
Capital Planned 17,574,780 19,065,434 22,624,288 20,625,517 19,049,981
Developer Contributed 12,250,000 12,250,000 12,250,000 12,250,000 12,250,000
Amortization (18,688,422) (19,390,820) (20,123,835) (20,928,788) (20,928,788)
799,043,146 810,967,760 825,718,213 837,664,942 848,036,135
Accumulated Surplus 861,719,596 879,064,395 894,787,161 911,818,865 931,011,971
District of Maple Ridge Financial Plan 2013 – 2017 61 | Page
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8.1. Capital Works Reserve
Following is a brief synopsis of the Capital Works Reserve, which provides for future capital expenditures.
Each year, general taxation and gravel revenue 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. 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 then repaid from future savings. The Capital Works Reserve may also be
used to internally finance projects that are approved for external borrowing.
Figure 17: Capital Works Reserve Projection
$ in thousands 2013 2014 2015 2016 2017
Opening Balance 11,186 10,807 10,413 10,738 11,878
Inflows
Tax, Gen Rev & Other Inflows 468 556 595 640 689
Communication Tower Rent 49 49 49 49 49
Repayment of Energy Retrofit 65 65 65 65 65
Gravel Revenue 500 500 500 500 500
Outflows
Planned Capital Expenditures (400) (900) - - -
Balance of GCF funded Capital (512) (116) (336) 434 245
Debt (549) (549) (549) (549) (549)
Estimated Ending Balance 10,807 10,413 10,738 11,878 12,877
Min Reserve (10% PY Taxes) 6,014 6,301 6,670 7,111 7,582
Unencumbered Balance 4,793 4,112 4,068 4,767 5,295
Figure 18 Capital Works Reserve Projection Chart
$ M
$2 M
$4 M
$6 M
$8 M
$10 M
$12 M
$14 M
2013 2014 2015 2016 2017
Unencumbered Balance
Min Reserve (10% Prior Year Taxes)
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FINANCIAL PLAN OVERVIEW
8.2. Infrastructure Sustainability
Beginning in 2008, Council directed an annual tax increase of 1% to go towards infrastructure
sustainability. This helps with major rehabilitation and replacement of the District’s assets which currently
have a replacement value estimated in excess of $1.3 billion. The table below illustrates the inflows
generated from general taxation and how it has been allocated. Inflows from the Core Reserve are
allocated to maintaining those facilities related to the project.
If we look only at the roads component of our infrastructure, the historic annual amount spent on
repaving roads is only a small fraction of what is required to maintain the condition and, as a result, our
roads were deteriorating. This deferred maintenance translates into a larger future expenditure to
resurface or perhaps even reconstruct roads. As we are several years into this funding model, the
amounts dedicated are making an impact; however, we are still a very long way away from dedicating the
estimated $40 million needed each year to fund the replacement of our infrastructure.
Figure 19: Infrastructure Sustainability Allocation of Funding
$ in thousands 2013 2014 2015 2016 2017
Inflows
Property Tax Increase Infrastructure (1%) 2,911 3,566 4,262 5,003 5,793
Property Tax Increase Adjustment (2013) (277) (290) (305) (320) (336)
Core Reserve Surplus 450 450 450 450 450
Outflows
Core Building Replacement Fund (450) (450) (450) (450) (450)
Building Infrastructure Planned (714) (774) (839) (914) (989)
Fire Dept. - Equipment Replacement (138) (160) (185) (210) (235)
Highways ISR Capital Planned (1,417) (1,870) (2,319) (2,817) (3,366)
Drainage Capital Planned (310) (412) (549) (671) (791)
Major Equipment/Systems Reserve (55) (60) (65) (70) (75)
Estimated Ending Balance - - - - -
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.
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 #1.
Figure 20: Fire Department Capital Acquisition Reserve Projection
$ in thousands 2013 2014 2015 2016 2017
Opening Balance 1,917 2,135 2,412 2,904 2,025
Interest Earnings 43 48 54 65 46
Inflow: Taxation/General Revenue 1,286 1,379 1,488 1,606 1,753
Planned Capital Expenditures (975) (350) (250) (1,750) -
Fire Hall #4 Debt Payments (136) (800) (800) (800) (800)
Unencumbered Balance 2,135 2,412 2,904 2,025 3,024
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The planned capital expenditures outlined in Figure 20 are detailed in the following table.
Figure 21: Fire Department Capital Funded by Fire Department Capital Acquisition Reserve
$ in thousands 2013 2014 2015 2016 2017
Equip Purch. - In-Vehicle Radio Repeaters 25 - - - -
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 - - -
975 350 250 1,750 -
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 22: Fire Department Equipment Replacement Reserve Projection
$ in thousands 2013 2014 2015 2016 2017
Opening Balance 819 653 1,153 1,706 2,277
Interest Earnings 18 15 26 38 51
General Revenue 332 345 362 383 412
Sustainability Funding 138 160 185 210 235
Less: Planned Capital (654) (20) (20) (60) -
Ending Balance 653 1,153 1,706 2,277 2,975
9. Town Centre Commercial Operation
This section isolates the effect the commercial portion of the Town Centre Project has on District
finances. 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 23: Maple Ridge Business Centre Commercial Operation
$ in thousands 2013 2014 2015 2016 2017
Lease Revenues (net of allowances) 1,151 1,171 1,171 1,171 1,171
Parking Revenues 144 144 144 144 144
Recoveries and Other Revenue 320 320 320 320 320
Operating Expenses (478) (478) (478) (478) (478)
Interest - Commercial Space (662) (634) (605) (575) (544)
Net Income 475 523 552 582 613
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.
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10. Financial Indicators
Financial indicators provide information about an entity that may be useful in assessing its financial
health or comparing its financial picture with that of other municipalities. As with all statistical data, it’s
important to keep in mind that ratios need to be interpreted carefully. They provide information but, on
their own, do not show whether the results are good or bad.
The data for the indicators shown comes from the Province’s Local Government Statistics section and is
compiled from reports that each municipality is required to submit to the Province. The municipalities
shown are all GVRD members (the smaller villages have been excluded), with the addition of the
neighbouring municipalities of Mission, Abbotsford and Chilliwack.
The following provides information about the ratios presented in the tables:
Percentage of liability servicing limit used:
Under the Community Charter, the provincial government has set the maximum amount that can be used
for principal and interest payments on debt at 25% of certain revenues. This number is referred to as the
liability servicing limit. By looking at the percentage of this limit that is already committed to debt
servicing, we get a picture of how much flexibility a municipality has to consider using debt financing for
future projects.
Debt per capita:
This is the total amount of debt divided by the population of each municipality. It is a widely used ratio
that shows how much of a municipality’s debt can be attributed to each person living in the community.
Debt servicing as a percentage of tax revenue
This was calculated by dividing the total amount committed to principal and interest payments by the
total amount of tax revenue collected in the year. It shows how much of annual property taxes are
required to make principal and interest payments on outstanding debt.
Total assets to liabilities
Comparing total assets, both financial and non-financial, to total liabilities gives an indication of the total
resources available to a municipality to settle outstanding liabilities. With this ratio, it is important to keep
in mind that the largest proportion of a municipality’s total assets are typically the non-financial assets,
mostly infrastructure and that in many cases there is no market available to sell them and realize cash to
use to settle liabilities.
Financial assets to liabilities
Financial assets are resources such as cash or things that are readily converted to cash, for example,
accounts receivable. Comparing financial assets to liabilities provides an indication of the financial
strength and flexibility. A ratio above 1 shows that the municipality has more financial resources (cash)
available to it than it owes; a ratio below 1 shows that the municipality owes more than its financial
resources.
Government transfers to revenues
This shows the proportion of a municipality’s revenues that comes from grant funding.
Expenditures per capita
This shows the amount of spending in a particular year for each person living in the community and can
be affected by variations in annual spending, particularly capital spending. Expenditures include annual
spending for capital investment, but exclude the amortization of existing assets.
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Tax revenues per capita
This shows the amount of property taxes collected in a particular year for each person living in the
community.
Taxes per capita as a percentage of expenditures per capita
This shows the proportion of annual expenditures that are paid for by property taxes, providing an
indication of a municipality’s reliance on revenues other than taxation.
Percentage of
liability servicing
limit used Debt per capita
Debt servicing as a
percentage of tax
revenue
2011 2010 2011 2010 2011 2010
Abbotsford 18% 19% $ 661 $ 699 7% 8%
Burnaby 0% 0% 0 0 0% 0%
Chilliwack 3% 3% 134 143 1% 1%
Coquitlam 25% 5% 240 272 10% 2%
Delta 14% 13% 117 191 5% 5%
Langley (City) 0% 0% 0 0 0% 0%
Langley (Township) 32% 9% 468 548 13% 4%
Maple Ridge 17% 18% 498 529 7% 7%
Mission 24% 16% 463 517 11% 7%
New Westminster 14% 3% 385 361 9% 2%
North Vancouver (City) 0% 0% 0 0 0% 0%
North Vancouver (District) 19% 9% 251 313 9% 4%
Pitt Meadows 8% 83% 874 412 3% 36%
Port Coquitlam 7% 8% 418 428 3% 3%
Port Moody 9% 9% 183 205 4% 4%
Richmond 7% 8% 32 53 4% 4%
Surrey 3% 0% 211 0 1% 0%
Vancouver 75% 60% 1738 1820 40% 31%
West Vancouver 4% 4% 221 237 2% 2%
White Rock 0% 0% 12 9 0% 0%
Average* 14% 13% $ 337 $ 327 6% 6%
*includes all municipalities except Maple Ridge to allow us to see how we compare to the average of other reported municipalities.
While looking at the percentage of a municipality’s liability servicing limit that has already been used
provides useful information it can be impacted by decisions, such as to refinance debt. For example in
2010 Pitt Meadows shows 83% of the liability servicing limit already in use, but then this drops to 8% in
2011. The 2010 number was impacted by a decision to pay out short-term debt and turn it into long-term
debt.
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Total assets to
liabilities
Financial assets to
liabilities
Gov’t transfers to
revenue
2011 2010 2011 2010 2011 2010
Abbotsford 7.77 7.17 0.92 0.95 0.12 0.17
Burnaby 18.55 17.76 4.66 4.45 0.07 0.04
Chilliwack 11.82 11.18 1.50 1.39 0.03 0.07
Coquitlam 14.80 14.68 2.07 1.84 0.07 0.11
Delta 10.89 9.57 2.17 1.84 0.08 0.05
Langley (City) 9.66 9.66 2.12 2.01 0.22 0.34
Langley (Township) 9.39 9.01 1.19 1.10 0.04 0.05
Maple Ridge 8.25 8.10 1.19 1.14 0.10 0.07
Mission 11.13 11.07 1.33 1.31 0.08 0.09
New Westminster 7.41 7.95 1.47 1.52 0.17 0.15
North Vancouver (City) 5.78 6.27 2.78 3.09 0.08 0.11
North Vancouver (District) 6.77 6.22 1.66 1.52 0.05 0.04
Pitt Meadows 6.97 9.38 0.85 1.28 0.05 0.08
Port Coquitlam 10.72 10.99 1.45 1.33 0.04 0.00
Port Moody 25.33 23.53 1.84 1.66 0.05 0.06
Richmond 11.68 10.64 3.00 2.70 0.05 0.05
Surrey 13.50 17.10 1.45 1.71 0.05 0.07
Vancouver 4.14 4.42 0.77 0.79 0.03 0.04
West Vancouver 5.99 7.41 1.02 0.93 0.04 0.11
White Rock 6.92 7.25 2.60 2.72 0.12 0.10
Average* 10.49 10.59 1.83 1.80 0.08 0.09
*includes all municipalities except Maple Ridge to allow us to see how we compare to the average of other reported municipalities.
A comparison of assets to liabilities in any given year will be affected by business decisions made during
the year that do not necessarily reflect a decline in the fiscal health of a municipality. For example, a
decision to borrow money will increase liabilities and reduce these ratios, as seen with Surrey in 2011.
District of Maple Ridge Financial Plan 2013 – 2017 67 | Page
FINANCIAL PLAN OVERVIEW
Expenditures per
capita
Tax revenues per
capita
Tax/capita as a % of
expenditures/capita
2011 2010 2011 2010 2011 2010
Abbotsford 1,934 1,974 873 814 45% 41%
Burnaby 1,638 1,830 1,137 1,081 69% 59%
Chilliwack 1,299 1,741 762 731 59% 42%
Coquitlam 1,760 1,943 989 961 56% 49%
Delta 1,909 1,855 1,118 1,063 59% 57%
Langley (City) 1,421 1,668 822 802 58% 48%
Langley (Township) 1,525 1,920 855 821 56% 43%
Maple Ridge 1,682 1,634 801 758 48% 46%
Mission 1,552 1,778 752 719 48% 40%
New Westminster 2,380 2,477 850 824 36% 33%
North Vancouver (City) 1,878 1,760 928 896 49% 51%
North Vancouver (District) 1,769 1,656 896 867 51% 52%
Pitt Meadows 2,128 1,831 798 751 38% 41%
Port Coquitlam 1,660 1,564 899 858 54% 55%
Port Moody 1,423 1,344 877 859 62% 64%
Richmond 1,896 2,111 911 882 48% 42%
Surrey 1,505 1,541 555 537 37% 35%
Vancouver 2,069 2,150 952 942 46% 44%
West Vancouver 2,695 2,721 1,239 1,208 46% 44%
White Rock 1.744 1,727 1,004 975 58% 56%
Average* 1,799 1,873 906 873 51% 47%
*includes all municipalities except Maple Ridge to allow us to see how we compare to the average of other reported municipalities.
As noted above, expenditures per capita are affected by annual variations in spending, particularly capital
spending. In years where a greater amount of tangible capital assets are acquired, expenditures per
capita will be higher than in years where a lesser amount is acquired. For example, in 2010 Chilliwack
reported $69.7 million for acquisition of tangible capital assets; in 2011, they reported $29.5 million.
11. Conclusions
The District can expect $3.2 million in new general revenue in 2013, primarily from growth in the property
tax base and a property tax increase. $1.8 million goes to labour costs including RCMP and Fire services.
Infrastructure sustainability issues receive $265,000 of the new revenue. The balance is required to deal
with inflationary pressures. This leaves minimal room for enhancements to service levels.
The 2013 property tax and utility rate increases were endorsed by Council in spring of this year. That
direction included reductions in property tax increases as compared to the previous plan. It was also
implied that we should try to lower the increases further if possible. We are pleased to report that this has
been achieved.
In summary, this Financial Plan allows the community to move forward, while respecting the economic
times in which we find ourselves.
68 | Page District of Maple Ridge Financial Plan 2013 – 2017
Five-Year Operating Plan Overview
2013 Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
Key Account Balances
2012 Base Budget Increases
Staffing History and Forecast
District of Maple Ridge Financial Plan 2013 – 2017 69 | Page
70 | Page District of Maple Ridge Financial Plan 2013 – 2017
2013 REVENUES AND EXPENDITURES
Projected Revenues $161.6 Million
Revenues and Expenditures
Projected Expenditures $161.6 Million
Administration
Amortization
Fire Protection
Police Services
Corporate & Financial Services
Parks, Recreation and Gen. Gov. Prop.
Public Works & Development Services
Sewer
Water
$ 3.5M
18.6M
9.0M
20.0M
6.3M
19.4M
14.1M
7.5M
12.2M
$110.6M
Borrowing Proceeds
$7.9M
Development Fees
$12.8M
Fees & Charges
$35.0M
Interest, Grants
and Other
$4.4M
Property Taxes &
Parcel Charges
$68.0M
Reserves
$32.2M
Operational
Expenditures
$110.6M
Debt Payments
$5.7M
Reserves
$15.5M
Capital
Program
$29.8M
District of Maple Ridge Financial Plan 2013 – 2017 71 | Page
FINANCIAL PLAN SUMMARY-REVENUES AND EXPENDITURES
All Figures Represent $'000 (thousands) Financial Plan Summary – Revenues & Expenditures
All Figures Represent $'000 (thousands)Actual Actual Budget Budget Budget Budget Budget Budget
2011 2012 2012 2013 2014 2015 2016 2017
Revenues
Property taxes 61,066 64,939 65,038 68,016 71,831 76,373 81,217 86,392
User fees and other revenue 33,162 33,986 35,586 35,011 36,548 38,195 40,360 42,207
Senior government transfers 12,818 4,421 13,997 2,570 3,207 2,655 2,492 3,505
Development revenue 3,921 5,627 26,726 576 10,018 11,736 11,134 9,842
Interest income 3,474 3,486 1,753 1,818 1,843 1,843 1,843 1,843
Contributed tangible capital assets 21,582 16,710 12,250 12,250 12,250 12,250 12,250 12,250
Property Sales - - - - 4,250 - - -
136,022 129,169 155,350 120,241 139,947 143,052 149,296 156,039
Expenses
Protective services 28,793 30,618 32,345 32,178 34,024 35,422 36,975 38,704
Transportation services 16,033 16,782 17,287 17,900 18,302 18,906 19,388 19,595
Recreation and culture 19,730 19,530 21,636 22,836 23,961 24,413 25,419 26,314
Water Utility 10,582 13,139 16,281 14,220 13,265 13,923 14,577 15,152
Sewer Utility 8,787 9,279 10,060 9,583 9,909 10,300 10,704 11,019
General government 12,816 13,307 15,584 12,270 12,777 13,762 14,396 15,057
Planning, other 3,665 3,940 4,322 4,212 4,310 4,457 4,564 4,667
100,406 106,595 117,515 113,199 116,548 121,183 126,023 130,508
Annual Surplus 35,616 22,574 37,835 7,042 23,399 21,869 23,273 25,531
Other Items
Borrowing proceeds - - 32,501 7,926 1,274 - - -
Amortizations expense funded by capital equity 17,136 17,621 18,015 18,688 19,391 20,125 20,928 20,928
Capital expenditures, principle payments & other (23,645) (13,516) (64,064) (20,645) (25,122) (28,771) (26,867) (25,388)
Contributed tangible capital assets (19,875) (16,710) (12,250) (12,250) (12,250) (12,250) (12,250) (12,250)
Transfers to (from) Reserves and Surplus $9,232 $9,969 $12,037 $761 $6,692 $973 $5,084 $8,821
72 | Page District of Maple Ridge Financial Plan 2013 – 2017
KEY ACCOUNT BALANCES
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2008 2009 2010 2011 2012 2012 2013 2014 2015 2016 2017
Revenue & Taxation
Taxes - General Revenue (16000-4000)-46,171 -49,638 -52,869 -56,414 -60,028 -60,138 -63,011 -66,701 -71,113 -75,819 -80,858
Grants in Lieu - Provincial (16000-4060)-694 -740 -684 -1,077 -1,188 -1,179 -1,189 -1,199 -1,209 -1,219 -1,219
Grants in Lieu - Other (16000-4060)-1,045 -1,102 -1,167 -1,163 -1,157 -1,161 -1,167 -1,167 -1,167 -1,167 -1,167
MFA Discharge (12400-4380)-55 -1 -5 -93 - - - - - - -
Investment Interest (15000-4295)-2,664 -3,178 -2,706 -2,663 -2,671 -1,035 -1,100 -1,125 -1,125 -1,125 -1,125
Gain/Loss - Property For Resale (15000-4298)-500 -265 -396 -672 -6 - --4,250 - - -
Surplus Transferred In (15000-4520)-549 -1,091 -169 -119 - - - - - - -
Prov. Grant (Unconditional) (10000-4253)-941 -942 -923 -1,314 -1,085 -942 -942 -942 -942 -942 -942
Recycling Fees (51000-4220)-202 -86 -85 -75 -77 -100 -100 -100 -100 -100 -100
Dog Licences (26000-4340)-268 -282 -303 -234 -260 -280 -280 -280 -280 -280 -280
Property Management
Commercial Lease Revenue-Tower (multiple)-1,100 -1,153 -1,135 -1,090 -1,059 -1,193 -1,151 -1,171 -1,171 -1,171 -1,171
Parking Revenue-Tower Commercial (11800-4310)-150 -150 -156 -144 -139 -157 -144 -144 -144 -144 -144
Common Cost Recovery - Tower (11800-4310)-250 -332 -295 -301 -306 -374 -320 -320 -320 -320 -320
Protective Services
Towing and contract revenue (21000-4230)-63 - - - --10 - --10 -10 -10
False Alarm Fines (21000-4240)-93 -119 -184 -127 -119 -48 -48 -48 -48 -48 -48
PM Cost Share - RCMP Contract (21000-4258)-847 -890 -937 -956 -1,037 -1,098 -1,044 -1,059 -1,074 -1,098 -1,122
Sale of Service (21000-4650)-47 -43 -69 -29 -61 - - - - - -
Recreation
Planet Ice-Ice Rentals (47600-4500)-165 -165 -156 -170 -168 -153 -156 -159 -162 -165 -165
Leisure Centre Admissions (47500-4110)-814 -822 -857 -847 -907 -836 -856 -867 -883 -897 -897
Lessons/Prog Fees - Swimming (47500-4320)-354 -388 -388 -387 -390 -360 -360 -360 -360 -360 -360
Corporate Fitness Revenue (47500-4321)-110 -91 -90 -95 -59 -115 -115 -115 -115 -115 -115
L.C. - General Program Revenue (47500-4322)-113 -122 -101 -116 -65 -167 -167 -167 -167 -167 -167
Development Services
Building Permits (24000-4445)-2,401 -1,418 -1,946 -1,470 -1,286 -1,734 -1,734 -1,734 -1,734 -1,734 -1,734
Business Licences (53300-4342)-595 -576 -600 -595 -610 -575 -575 -575 -575 -575 -575
Application Fees - Rezoning (53110-4120)-80 -91 -128 -199 -114 -113 -115 -115 -115 -115 -115
Application Fees - Subdivision (53110-4122)-74 -71 -103 -108 -122 -113 -115 -116 -116 -116 -116
Application Fees - Dev Permit (53110-4124)-122 -119 -107 -193 -157 -156 -159 -161 -161 -161 -161
Subdivision Inspection Fees (32110-4220)-810 -363 -428 -600 -542 -315 -315 -315 -315 -315 -315
Public Works
Sales - Gravel (33100-4510)-292 -500 -500 -500 -500 -500 -500 -500 -500 -500 -500
GVTA Grant - Roads (33100-4260, 4261)-497 -1,171 -262 -758 -470 -863 -863 -863 -863 -863 -863
District of Maple Ridge Financial Plan 2013 – 2017 73 | Page
KEY ACCOUNT BALANCES
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2008 2009 2010 2011 2012 2012 2013 2014 2015 2016 2017
Legislative Services
Grants & Donations (80B) (13000-6180)503 66 55 57 78 62 62 62 62 62 63
Training - Council (13000-6400)1 7 - - 3 16 16 16 16 16 16
Fire Department
Fire Fighting Salaries (22000-5501)2,414 3,381 3,979 4,425 4,715 5,132 5,751 6,037 6,270 6,502 6,700
Paid on Call Relief Wages (22000-5505)301 451 432 453 498 474 262 300 493 652 871
Paid on Call Wages (22000-5600)565 689 544 506 564 475 488 501 514 526 539
Contract (Emergency 911) (22000-7007)80 115 101 128 107 123 129 131 133 135 137
Hall #4 - Paid on Call (22041-5600)- - - - - - - - - - -
Police Services
Centralized Dispatch (21140-7051)1,009 1,059 917 917 917 917 917 917 917 945 973
Regular Members Contract (21200-7007)9,977 10,933 11,679 12,654 13,476 14,510 15,517 16,735 17,561 18,473 19,585
Corporate Services
Insurance (12101-6210)669 650 695 657 570 764 777 781 786 790 795
Recruiting Costs (12102-7065)82 27 55 82 40 49 49 49 49 49 49
Fiscal Services
Contribution to Core Reserve (10000-9020)5,793 5,757 5,777 5,953 5,953 5,953 5,836 5,856 5,856 5,856 5,856
Transfers to Capital Works Res (10000-9400)1,084 855 1,171 1,332 647 5,817 650 635 644 1,449 1,248
Transfers to Fire Dept Cap Acq (10000-9400)833 1,006 1,069 1,163 1,223 1,127 1,150 579 688 806 953
Transfers to General Capital (10000-9400)50 -314 301 16 -95 - - - - - -
Transfers to General Capital (10000-9410)1,086 2,166 2,710 2,172 2,330 2,491 2,845 2,520 2,965 2,331 2,819
Contribution to Self-Insurance (12400-9021)45 45 45 45 45 45 45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400)869 920 990 1,089 1,175 1,198 1,235 1,286 1,383 1,438 1,494
Other
Fraser Valley Regional Library (47200-7007)2,112 2,197 2,220 2,470 2,486 2,526 2,644 2,774 2,910 3,054 3,205
Consulting - Engineering (32100-7005)157 143 112 49 42 119 86 86 86 86 86
Recycling Contract (51000-7007)870 936 1,209 1,099 1,225 1,280 1,311 1,342 1,373 1,405 1,438
GVRD Water Purchases (71000-7380)4,387 5,410 5,564 5,966 6,571 7,300 7,600 8,100 8,600 9,100 9,600
GVRD Sewer Admin Fees (61000-6005)2,928 2,861 2,950 3,198 3,366 3,366 3,508 3,618 3,786 3,955 4,123
74 | Page District of Maple Ridge Financial Plan 2013 – 2017
2013 BASE BUDGET INCREASES
The 2013 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue - $3.2 million in 2013 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)
2013 2014 2015 2016 2017
General Revenue Surplus (from Fig. 12) 5 33 15 48 65
Inventory and Map Noxious Weed Species (30)
Funding from Accumulated Surplus 30
General Revenue Surplus 5 33 15 48 65
District of Maple Ridge Financial Plan 2013 – 2017 75 | Page
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 2013 through 2015. The years 2006 - 2012 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.
* RCMP contract members are not included in Police Services staff count
Actual FTE's (net of vacancies & unpaid leave)Budget
2006 2007 2008 2009 2010 2011 2012 2012 2013 2014 2015
CAO
CAO Administration 7.0 6.4 7.0 6.7 7.4 7.4 7.6 7.6 7.0 6.4 6.4
Economic Development 2.6 2.7 2.8 3.3 4.0 4.1 4.1 4.0 4.0 4.0 4.0
Human Resources 4.3 5.0 5.0 5.6 5.8 5.8 6.2 5.5 6.5 6.5 6.5
13.9 14.1 14.8 15.6 17.3 17.3 17.9 17.1 17.5 16.9 16.9
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
CDPR Administration 2.2 2.3 3.0 3.1 3.0 2.0 2.0 2.0 2.0 2.0 2.0
Parks & Facilities 32.8 36.4 37.6 41.5 41.8 45.2 46.8 45.5 45.5 45.5 45.5
Recreation 44.4 47.0 48.0 46.8 47.2 46.3 47.4 44.5 43.5 43.5 43.5
Community Services 9.1 9.4 10.8 11.3 12.1 11.1 11.4 11.5 12.5 12.5 12.5
88.6 95.1 99.4 102.5 104.1 104.6 107.6 103.5 103.5 103.5 103.5
CORPORATE & FINANCIAL SERVICES
CFS Administration 1.5 1.8 2.0 2.0 2.0 2.0 2.5 2.0 3.0 3.0 3.0
Clerks 6.5 6.5 6.9 7.0 7.9 8.2 8.8 9.4 9.4 9.4 9.4
Finance 16.6 17.7 17.3 16.4 16.5 17.7 17.8 17.6 17.6 17.6 17.6
Fire Department 24.1 29.6 35.4 41.6 48.6 51.9 56.7 57.5 60.0 60.0 60.0
Information Services 12.6 13.2 13.4 14.3 14.1 14.5 14.5 16.0 15.0 15.0 15.0
Police Services 35.6 37.0 38.6 42.4 42.1 44.0 45.6 44.5 44.5 44.5 44.5
96.9 105.8 113.6 123.6 131.2 138.3 145.9 147.0 149.5 149.5 149.5
PUBLIC WORKS & DEVELOPMENT SERVICES
PWD Administration 2.5 2.9 2.4 3.0 3.0 1.9 2.0 2.0 2.0 2.0 2.0
Engineering 24.2 24.8 23.9 24.3 25.4 25.0 22.9 28.0 28.0 28.0 28.0
Licenses, Permits & Bylaws 22.9 24.1 26.0 28.6 29.8 30.1 30.6 30.5 30.5 30.5 30.5
Planning 14.7 16.1 16.1 16.6 16.6 16.6 17.4 17.0 17.0 17.0 17.0
Operations 66.7 69.7 69.2 70.6 68.1 71.6 72.6 74.3 74.9 74.9 74.9
130.9 137.6 137.6 143.0 142.9 145.2 145.5 151.8 152.4 152.4 152.4
330.3 352.5 365.4 384.8 395.5 405.4 416.9 419.4 422.9 422.3 422.3
Full Staffing (budget)
76 | Page District of Maple Ridge Financial Plan 2013 – 2017
STAFFING HISTORY AND FORECAST
Budgeted Full-Time Equivalent Staff per Department
The 2013 estimate of 423 full-time equivalent staff is an increase of 3.5 from 2012. Changes are
outlined below:
Division New Permanent Positions and Position Changes
CHIEF ADMINISTRATIVE OFFICER’S OFFICE
Administration Moved: Executive Director to CAO moved to Human Resources as
Director of Human Resources
Communications Added: Administrative Assistant position (0.5 FTE)
Human Resources Moved: Executive Director to CAO moved to Human Resources as
Director of Human Resources
Changed: Senior Human Resources Officer is now Manager Health,
Safety & Employee Development
Changed: Payroll Coordinator is now Manager of Compensation
Sustainability & Corporate Planning Research Technician position is funded for part of 2013 only
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Community Services Administrative Assistant is shared with Recreation
Moved from Recreation:
Recreation Manager Community Connections
Recreation Coordinator Special Events
Special Events Assistant
Program Assistant (Special Events) 0.5 FTE
Moved to Recreation:
Youth Programmer Children
Program Assistant (AKC)
Program Assistant (Children's) 0.5 FTE
Parks & Facilities Tradesperson II - Electrician cost partially funded by Operations
Recreation Administrative Assistant is shared with Community Services
Moved to Community Services:
Recreation Manager Community Connections
Recreation Coordinator Special Events
Special Events Assistant
Program Assistant (Special Events) 0.5 FTE
Moved from Community Services:
Youth Programmer: Children
Program Assistant (AKC)
CORPORATE & FINANCIAL SERVICES
Administration Moved and Changed: Chief Information Officer moved from
Information Technology to CFS Admin and is now Director
of Corporate Support
Fire Department Added: Fire Captain
Added: Firefighters 1.5 FTE
Information Services Moved and Changed: Chief Information Officer moved from
Information Technology to CFS Admin and is now Director
of Corporate Support
Changed: Manager of Information Services is now the Director of
Information Technology
RCMP Removed: Community Policing Coordinator
Added: Volunteer Program Coordinator
District of Maple Ridge Financial Plan 2013 – 2017 77 | Page
STAFFING HISTORY AND FORECAST
Division New Permanent Positions and Position Changes
PUBLIC WORKS & DEVELOPMENT SERVICES
Licences, Permits & Bylaws Removed: Bylaw Services Supervisor
Added: Manager of Bylaws & Licences
Operations Added: Maintenance Worker Utilities
Added: Apprentice - Mechanic
Added: Fleet System Technician
Removed: Tradesperson 2 - Mechanic
Removed: Fleet Mtce. Coord. Clerk Typist 3
Removed: Labourer (0.5 FTE)
Planning Added: Planner II
Removed: Planning Technician
78 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 2013 – 2017 79 | Page
80 | Page District of Maple Ridge Financial Plan 2013 – 2017
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
The Office of the Chief Administrative Officer (CAO) is
the liaison between Council and staff and provides
overall leadership and direction for the administration
of the District. 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 2012 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
2013-2017 planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2013 workplan highlights,
performance measurements and budgets. Departments
within this division include Administration,
Communications, Emergency Program, Human
Resources, Strategic Economic Initiatives and
Sustainability & Corporate Planning.
Select 2012 Division Accomplishments
For the first time in our history, the Business Planning
and Budget session was live-streamed over the
internet. Questions from the public came in through
several mediums including Facebook and Twitter and
were addressed live during the video broadcast.
In preparation for a website rebuild we began the
process of identifying qualified vendors and
conducted research on both customer and internal
needs to ensure that our project makes the best use
of existing resources.
Created Bear Aware program signage and branding,
media releases and support materials.
Formed a Fraser Valley chapter of the Urban
Development Institute, a non-profit association of the
development industry and related professionals.
Partnership with Province and Invest North Fraser
communities, to advance projects in key sectors.
Continued work on the core land development.
Year 2 of the Town Centre Investment Incentives
Program included contract administration and
marketing.
Efficiency/Effectiveness Initiatives
Leverage grant and other funding opportunities to
maximize the impact of our investments.
Received $90,000 in grant funding for energy-related
initiatives.
Health and Safety COR rebate of $44,000.
In-sourcing and other cost-saving changes:
o in-house social media moderators
o Citizens Report project: reduced printing and
creative costs by almost 40%.
o Produced graphics for the website in-house.
o Reduced the tax notice document to a single sheet
o Restructured recruitment advertising
o Reduced cost of benefit program by moving to
administration-services-only contract.
Improved technology of the Emergency Operation
Centre including radios and computers.
Developed "Grab and Go Activation Kits" to enable
rapid Emergency Operations Centre response.
Invest North Fraser economic partnership delivers
efficiencies through cost sharing on regional
investment attraction initiatives and strategic
partnerships like the BC Jobs Plan Pilot.
Workplace Conservation Awareness initiatives reduce
corporate energy consumption (example, employees
shutting off monitors increased from 40% [2010] to
82% [2012]).
The business planning framework keeps the
organization on track and in alignment with the
Corporate Strategic Plan.
Business Perspective
As our population grows, so does our business. A
structured framework to help maintain alignment and
accountability between Council direction and service
areas keeps the organization on track
Increased interest in using Social Media has created
a need to monitor and react to trending issues.
Reduced funding available from other levels of
government through the elimination of grants.
Downloading of emergency responsibility to local
government, e.g. Livestock transfer expenses.
Emergency Social Services is responding more
frequently to events where, due to social issues, the
affected citizens require support beyond the 72 hours
provided for by the Province.
Increased recruitments, transfers, promotions were
experienced in 2012 due to retirements (13), and
staff leaving for other organizations; trend may
continue, but economy has an impact.
BCIT Post Diploma Program developed and first
course started in September with 24 registered.
Middle managers continue to find it difficult to
balance operational demands with supervisory and
leadership requirements.
Attracting residential and commercial development,
including the use of targeted incentives where
needed, is a top priority. Provincial requirements for
carbon neutrality may at some point extend to
municipalities. The cost to the District for corporate
carbon emissions is estimated at $65,000 annually
and is not currently funded in the financial plan.
District of Maple Ridge Financial Plan 2013 – 2017 81 | 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/partici-
pation 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 maintain 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. Projects,
research and policy development are also undertaken,
along with managing the organization’s corporate
sustainability initiatives.
2013 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 Customer
Services initiatives. 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 lead the
rebuild of the District website to improve citizen access
to information and online services.
The Manager of Sustainability & Corporate Planning will
lead the cross-divisional development of a tracking and
response system to ensure a tight follow-up process for
enquiries we get through the website, emails, customer
feedback cards, phone and in person.
82 | Page District of Maple Ridge Financial Plan 2013 – 2017
OFFICE OF THE CAO – ADMINISTRATION including
COMMUNICATIONS and SUSTAINABILITY
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.
Reduce Municipal Hall electricity consumption by 2% in 2013 from 2012 levels and Municipal Office Tower
electricity consumption by 3% in 2013 from 2012 levels.
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 2012, 46 apartment units were added in the Town Centre. These units signify growth in Town Centre
residential units of 0.8%. Of all residential units in Maple Ridge during this year, 11% 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 2013 – 2017 83 | 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
Note: 2012 CEEI Reports are planned for release in 2014. For more information contact CEEIRPT@gov.bc.ca.
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. Measuring our progress is an important part of ensuring reductions continue
to happen, as we work towards becoming “carbon neutral.
Overview
This graph shows the amount of greenhouse gas (GHG) emissions created by the provision of municipal services
each year. GHG emissions are produced when we operate municipal cars, fire trucks, street sweepers and lawn
mowers, light up sports fields, municipal hall and streetlights and heat municipal, swimming pools and other
municipal buildings. Note: There has been a shift to our previous years’ inventory. In 2013, District staff transferred
our corporate GHG emissions data into SMARTTool to ensure our data for past years, developed in advance of
current provincial guidelines, and current years are now in alignment.
Status Report
These are preliminary readings. In 2012, the District's preliminary greenhouse gas emissions measured 2,071
tonnes. We expect these numbers to increase slightly as we add additional data that is not currently available.
0
100,000
200,000
300,000
400,000
2007 2010 2012 2014 2016 2018 2020
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
84 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
Director of Human
Resources
Not Hired
General Manager
Community
Development, Parks &
Recreation Services
Kelly Swift
General Manager
Corporate & Financial
Services
Paul Gill
Manager of
Sustainability &
Corporate Planning
Laura Benson
Executive Assistant
Sandra Ramsay
Executive Assistant
Cheryl Ennis
Manager Corporate
Communications
Fred Armstrong
Research Technician
Jacquie Bergmann
Administrative Assistant
Tracy Camire
0.4FTE
Research Technician
Energy Specialist
Alexandra Tudose TD
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.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0
Executive Director to CAO 1.0 - - - -
Manager Corporate Communications 1.0 1.0 1.0 1.0 1.0
Manager of Sustainability & Corporate Planning 1.0 1.0 1.0 1.0 1.0
Executive Assistant 2.0 2.0 2.0 2.0 2.0
Research Technician 1.6 1.6 1.0 1.0 1.0
Administrative Assistant - 0.4 0.4 0.4 0.4
Full-Time Equivalent 7.6 7.0 6.4 6.4 6.4
Budget
The base budgets for 2013-2017 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:
Provincial Grant – Grant to fund research and promotion of energy conservation.
Special Projects – The 2012 budget contained funding committed to specific projects that were to be completed
in 2012. However, many were not completed in 2012 and will need to be added to the 2013 budget in future
amendments.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Conventions & Conferences (12100-6051)8 9 19 19 -0%19 19 19 19
Lease Expense (11000-6230)117 120 122 107 - 15 -12%107 107 107 107
Memberships (12100-6270)28 28 29 29 0 1%29 29 29 29
Other (mutliple)37 216 15 15 -0%15 15 15 15
Prov. Grant (Conditional) (12101-102-4252)- 28 - 26 - 25 - 40 - 15 60%- - - -
Salaries (12101-5500)611 631 621 615 - 6 -1%586 599 614 629
Studies & Projects (10000-6380)42 69 377 117 - 260 -69%117 117 117 117
TOTAL ADMINISTRATION 815 1,047 1,156 861 - 295 -26% 872 885 900 915
District of Maple Ridge Financial Plan 2013 – 2017 85 | 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.
Financial Plan – Communications
All figures represent $’000 (thousands)
Comments:
None.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Committee Costs (13000-6045)- - 4 4 -0%4 4 4 4
Conventions & Conferences (13000-6051)17 24 21 21 -0%21 21 21 21
Grants & Donations (13000-6180)57 78 62 62 0 0%62 62 62 63
Miscellaneous (13000-6275)9 9 8 8 -0%8 8 8 8
Public Relations (13000-7060)6 5 11 11 -0%11 11 11 11
Salaries (13000-5500)459 472 470 469 - 1 0%470 484 498 512
Training (13000-6400)- 3 16 16 -0%16 16 16 16
Utilities - Telephone (13000-6520)3 5 7 7 -0%7 7 7 7
TOTAL LEGISLATIVE 551 596 597 596 - 1 0% 598 612 626 641
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Advertising (12105-6010)25 23 30 30 - 0 0%30 30 30 30
Consulting (12105-7005)27 13 29 29 - 0 0%29 29 29 29
Miscellaneous (12105-6275/6280)4 5 8 8 0 1%8 8 8 8
Publicity & Promotions (12105-6330)5 10 20 20 0 1%20 20 20 20
Salaries (12105-5500)126 136 131 127 - 5 -3%129 132 135 139
TOTAL COMMUNICATIONS 187 187 218 214 - 4 -2%216 219 222 226
86 | Page District of Maple Ridge Financial Plan 2013 – 2017
OFFICE OF THE CAO – EMERGENCY SERVICES
Services Provided
The Emergency Program ensures that the District of
Maple Ridge and its residents are adequately prepared
to respond to an emergency event. The Program
provides opportunities for coordinated joint operations
and training to staff, volunteers, businesses and the
community in the areas of preparation, response and
recovery. The intent is to ensure those involved in the
emergency response system are well versed and
capable of implementing the British Columbia
Emergency Response Management System (BCERMS)
model. In an emergency, citizens may find themselves
on their own for an extended period of time. The intent
is also to encourage residents to develop personal and
family emergency plans and to volunteer to assist their
neighbourhood and their community to begin the
recovery process.
The Emergency Program is also responsible for
providing Emergency Social Services (ESS). ESS is a
provincial emergency response program through which
staff and local ESS volunteers provide short-term
assistance to residents of Maple Ridge who are forced
to leave their homes because of fire, floods,
earthquakes or other emergencies. This assistance
includes food, lodging, clothing, emotional support and
family reunification. ESS is typically available for 72
hours, but in some instances the Province may extend
support for a longer period of time.
Through an agreement with the City of Pitt Meadows,
the Program also provides for integrated planning and
response to emergencies impacting both communities.
2013 Workplan Emphasis
The Emergency Program Specialist will establish a
Training and Exercise Subcommittee to address the
training and exercise needs of staff.
We will enhance display boards, mapping and forms at
the EOC to enrich the exchange of pertinent information
during activations.
We will produce a personal preparedness video and
make website improvement for disabled persons if
grant monies are received through the “Enabling
Accessibility Fund.”
We will undertake an Emergency Social Services
Functional Exercise.
District of Maple Ridge Financial Plan 2013 – 2017 87 | Page
OFFICE OF THE CAO – EMERGENCY SERVICES
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.
Status Report
Volunteer hours have remained fairly consistent since the flooding events in 2006 and 2007.
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
88 | Page District of Maple Ridge Financial Plan 2013 – 2017
OFFICE OF THE CAO – EMERGENCY SERVICES
Organization Chart
Municipal Emergency Program – Maple Ridge – Fully Activated EOC
Policy Group
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
District of Maple Ridge Financial Plan 2013 – 2017 89 | Page
OFFICE OF THE CAO – EMERGENCY SERVICES
Budget
The base budgets for 2013-2017 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:
Salaries – Vacancy in part-time support position.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Conventions & Conferences (23000-6051)2 1 3 3 -0%3 3 3 3
PM - Cost Recovery (23000-4236)- 13 - 15 - 14 - 14 - 0 1%- 15 - 15 - 15 - 16
Program Costs (23000-6325/6326)26 33 15 15 0 1%15 15 15 15
Prov. Grant (Conditional) (multiple)- 14 - 5 - 5 - 5 -0%- 5 - 5 - 5 - 5
Salaries (23000-5500)73 73 106 107 1 1%109 111 114 117
TOTAL EMERGENCY 73 87 105 106 1 1% 107 109 112 114
90 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 to 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 they identify 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 adminis-
ters the Attendance Support program, Employee Assis-
tance programs, Occupational Health and Safety pro-
grams, Employee Recognition programs and employee
welfare benefits. This team is also responsible for the
administration of the payroll system, including the
tracking of attendance and vacations.
2013 Workplan Emphasis
We will develop and providing training to support the
Customer Experience initiatives that are occurring in
the various departments.
We will develop and implement a program to enhance
the linkage and accountability between Council
direction and employee performance plans.
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 develop a Duty to Accommodate policy and
undertake efficiency and effectiveness reviews of our
payroll and benefits as well as the recruitment
processes and systems.
We will develop an Internal Coaching program.
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 2013 – 2017 91 | Page
OFFICE OF THE CAO – HUMAN RESOURCES
Organization Chart
Director of Human
Resources
Not Hired
Manager Health,
Safety & Employee
Development
Not Hired
Manager Payroll
& Employee
Relations
Michelle Wetherill
Clerk II
Catherine Schmidt
0.5 FTE
Manager of
Compensation
Cynthia Ulrich
Payroll Coordinator
Not Hired
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.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director of Human Resources - 1.0 1.0 1.0 1.0
Manager Payroll & Employee Relations 1.0 1.0 1.0 1.0 1.0
Manager Health, Safety & Employee Development - 1.0 1.0 1.0 1.0
Senior Human Resources Officer 1.0 - - - -
Human Resources Officer 1.0 1.0 1.0 1.0 1.0
Manager of Compensation - 1.0 1.0 1.0 1.0
Payroll Coordinator 1.0 1.0 1.0 1.0 1.0
Human Resources Assistant 1.0 1.0 1.0 1.0 1.0
Clerk II 0.5 0.5 0.5 0.5 0.5
Full-Time Equivalent 5.5 7.5 7.5 7.5 7.5
Budget
The base budgets for 2013-2017 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 – 2011 higher than normal costs related to vacancies in some senior positions.
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.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Consulting (12102-7005)12 15 19 19 -0%19 19 19 19
Program Costs (multiple)235 233 237 237 -0%237 237 237 237
Miscellaneous (12102-6275)11 10 13 13 -0%13 13 13 13
Recruiting Costs (12102-7065)82 40 49 49 -0%49 49 49 49
Salaries (12102-5500)712 714 755 742 - 13 -2%764 788 815 838
Service Severance Accrual 63 200 -- -- - - -
Studies & Projects (12102-6380)1 -470 -- 470 -100%- - - -
Training (multiple)185 148 228 229 1 0%233 239 246 253
TOTAL HUMAN RESOURCES 1,300 1,359 1,770 1,287 - 483 -27% 1,314 1,345 1,378 1,408
92 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 to 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.
2013 Workplan Emphasis
Strategic Economic Initiatives will develop and imple-
ment a campaign to market strategic opportunities
identified in the Commercial Industrial Review. The
major focus is the Home Based Business (HBB) cate-
gory. Research will identify current HBB in key sectors
and recommend ways to help grow the economy.
We will review the business licence application process
to incorporate business retention principles, concepts
and approaches.
We will work with the BC Film Commission to implement
the ‘Partners on Screen: Everyone Plays a Role’ BC Film
Commission initiative; including presentations to Coun-
cil, relevant departments and business community. We
will also review the Maple Ridge Filming Fee Bylaw and
update as required.
We will develop a targeted attraction strategy using
Small Business BC opportunity gap analysis for Invest
North Fraser region.
We will explore opportunities to develop a world-class
full service campground.
We will partner with Tourism MRPM, the DMR BIA,
Chamber, PLS, local and regional business to build on
the 2012 Discover Maple Ridge Weekends campaign.
Explore opportunities to build additional capacity and
sustainable funding model.
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 2013 – 2017 93 | Page
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Status Report
2012 saw a minimal increase in the average market value in the Residential Class of about 1% while the
commercial classes saw an average market value increase just over 10%. Growth in the residential sector was
slightly stronger than in the commercial sector with the end result being a slight decrease 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.
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
94 | Page District of Maple Ridge Financial Plan 2013 – 2017
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.
Status Report
Number of business licences issued in 2012:
Commercial: 1,541 Home-based: 1,441
Non-Residential: 1,290 Total Business Licences: 4,272
Total Revenue $567,276
Of the businesses licensed in 2011, 91% of commercial licences and 87% of home based licences were renewed in
2012. Non-residential renewals are not displayed on the graph due to the temporary nature of many of the
businesses.
Organization Chart
Manager Strategic
Economic Initiatives
Sandy Blue
Administrative
Assistant
Erin Chadwick
Film Production
Liaison
Margaret Johnson
Business Retention
& Expansion Officer
Darrell Denton
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Manager Strategic Economic Initiatives 1.0 1.0 1.0 1.0 1.0
Business Retention & Expansion Officer 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Film Production Liaison 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 4.0 4.0 4.0 4.0 4.0
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 2013 – 2017 95 | Page
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Budget
The base budgets for 2013-2017 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.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Contributions from Others (multiple)- 164 - 194 - 194 - 198 - 5 3%- 203 - 208 - 208 - 208
Federal Grant (Conditional) (12106-4250)- 2 - 16 -- -- - - -
Miscellaneous Income (12106-4390)- 15 - 6 -- -- - - -
Permits (12106-4445)- 8 - 9 - 5 - 5 -0%- 5 - 5 - 5 - 5
Sale of Service (12106-4600)- 8 - 5 - 10 - 10 -0%- 1 0 - 10 - 10 - 10
Total Revenue - 196 - 229 - 209 - 213 - 5 2%- 218 - 223 - 223 - 223
Expense
Advertising (multiple)59 61 63 63 -0%63 63 63 63
Other Expenses 32 15 8 8 0 0%8 8 8 8
Contract (12106-7007)36 36 35 35 -0%35 35 35 35
Conventions & Conferences (12106-6051)23 10 16 16 -0%16 16 16 16
Grants & Donations (12106-6180)197 215 226 223 - 3 -1%203 208 208 208
Salaries (12106-5500/5600)331 340 333 333 1 0%340 359 368 377
Total Expense 677 676 680 678 - 2 0%665 689 698 707
TOTAL STRATEGIC ECONOMIC INITIATIVES 481 447 472 465 - 7 -2%447 465 474 483
96 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 2012 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
2013-2017 planning period.
Subsequent pages in the CDPR section provide
information on the departments reporting to this
division, including staffing, 2013 workplan highlights,
performance measurements and budgets. The
departments within this section are Administration,
Community Services (including Social Planning), Parks
& Facilities and Recreation.
Select 2012 Division Accomplishments
Developed Sponsorship policy guidelines, updated
the Community Development policy and the
Commission Meeting Guidelines Policy.
Submitted an application to host the BC Games in
2016 or 2018.
Conducted a Neighbourhood Champions Conference
including Jim Diers Workshops, neighbourhood
presentations and education sessions.
Obtained grant funding to pilot an Intergenerational
Garden in partnership with School District No. 42 and
Maple Ridge/Pitt Meadows Seniors Network.
Improved web information and use of social media
including two promotional videos. Improved Fall the
Arts & Recreation guide and produced a Trail and
Outdoor Recreation guide.
Unveiled a fresh look in the Leisure Centre including
way finding signage and new cardio equipment.
Supported development of the Ridge Meadows
Seniors Society Board to develop their Volunteer
Program and programming for the Pitt Meadows
Seniors Centre.
Supported 82 Festivals: 76 annual events plus six
new festivals, and created an online application for
festival grants.
Installed “Balance” public art piece. Conducted a
review of the capital asset and facility infrastructure
replacement plan for The ACT and supported 10th
Anniversary Celebrations.
Undertook roof replacements at Whonnock Lake
Center and RCMP Building, installed football score
clock at SRT School (Funded by Rotary), replaced (1.2
Million BTU) boiler in the Randy Herman Community
Safety Building and completed renovation of showers
in the Maple Ridge Leisure Center.
Efficiency/Effectiveness Initiatives
Revised systems and policies related to subsidy
programs to improve citizen access through
community partnerships.
Increased opportunities to lease and program non-
traditional times at the Greg Moore Youth Centre to
maximize use and provide additional opportunities.
Created new Building Service Worker (BSW) shift
routines in the Leisure Centre that enhanced
cleaning.
Purchased carpet and gymnasium floor machines
allowing BSW staff to complete this cleaning and
refinishing in-house.
Reduced cleaning chemicals from 13 products to 6
products.
Purchased ergonomic and efficient cleaning carts
enabling staff to have all necessary cleaning products
and supplies at hand throughout their shifts.
Installed chlorine monitoring devices to existing
Leisure Centre building control system which will
enhance staff notification if the chlorine system goes
into alarm.
Parks mower transportation process was revised to
reduce loading and unloading time.
Contract efficiencies were identified for park trimming
work.
Park Foreman replacement vehicles were reduced in
size to gain fuel efficiencies.
Fitness equipment replacement resulted in
decreased maintenance costs and improved service.
Expanded public length swim schedule to increase
length swim availability.
Business Perspective
Growing segment of children, youth, seniors and
families are experiencing poverty which increases the
demand for low-cost recreation services and for
support to facilitate community solutions to social
issues.
The topic of Invasive Weed Control is an area in which
municipalities will be expected to play a more
significant role.
Increased interest in neighbourhood engagement
offers a significant opportunity for citizens to connect
and contribute.
The addition of the new synthetic sport field is
meeting the previously unmet demand for the
supplementary training and practice times for many
of the clubs who use the synthetic surfaces. There is
also a significant expectation for access to the
synthetic fields from school teams as well as smaller
clubs and emerging sports.
Staff continue to be cognisant of the age of both
MRLC and PMFRC to ensure ongoing maintenance
programs and replacement budgets keep pace with
aging infrastructure.
As both communities continue to grow, staff are
faced with increased demands on primetime hours at
the Leisure Centre as well as increased demand for
drop-in programs.
District of Maple Ridge Financial Plan 2013 – 2017 97 | 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.
2013 Workplan Emphasis
In addition, to the support provided to the Maple Ridge
and Pitt Meadows Parks & Leisure Services
Commission, we will finalize the draft Community
Development Policy and provide policy related training
to staff and the Commission. Further policy work will
include a review of current CDPR policies with the
Commission, as well as the development of a
purchasing policy and implementation program.
Project work includes a community engagement
process with a wide range of stakeholders to contribute
to a vibrant, safe and healthy downtown, as well as
planning work as a result of Smart Centre’s
development proposal on the Albion Fairgrounds which
proposes the potential relocation of the existing
Agricultural Fair lands. Another key project is the
development of an updated Customer Experience
Program.
The successful partnership between CDPR and School
District No 42 continues to benefit the community. To
this end, maintenance agreements for joint park school
sites will be updated this year. Another partnership
arrangement that staff are working on in 2013 is the
establishment of an operating agreement with Metro
Vancouver Regional Parks for the Pitt Meadows
Greenway.
98 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – ADMINISTRATION
Recreation Manager
Arts and Community
Connections
Not Hired
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
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.
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
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.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
GM Community Development, Parks & Recreation Services 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 2.0 2.0 2.0 2.0
0
20
40
60
80
100
2002 2005 2008 2011 2014
Actual % of satisfied citizens Target
District of Maple Ridge Financial Plan 2013 – 2017 99 | Page
CDPR – ADMINISTRATION
Budget
The base budgets for 2013-2017 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.
Salaries – The budget is in line with the wage and benefit cost contingency. In 2013 through 2017 there is
funding to address costs associated with the Parks & Recreation Master Plan.
Special Projects – The 2012 budget contained funding for the Fraser Riverfront Master Plan. 2012 includes work
on the Leisure Center plus ongoing funding for the Public Art Program and Trail building.
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
Comments:
Salaries – Budget decrease in 2013 due to movement of position to Special Events.
SS Allocation (multiple) – The Support Services area is allocated out to all other areas in this division.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Contributions from Others (40000-4820)- 35 - 41 -- -- - - -
Conventions & Conferences (41200-6051)12 16 13 13 -0%13 13 13 13
Other Outside Services (41000/41200-7051)27 - 9 5 5 -0%35 5 5 35
PM - Cost Recovery (41200-4236)- 73 - 73 - 81 - 69 12 -15%- 79 - 74 - 75 - 82
Grants & Donations (41200-6180)2 45 103 75 - 28 -28%75 75 75 75
Salaries (41200-5500)266 275 295 295 - 0 0%696 1,123 1,576 2,056
Special Projects (40000-6385)18 97 262 70 - 192 -73%100 70 100 70
Supplies (41200-6300)- 0 2 2 -0%2 2 2 2
TOTAL CDPR-ADMIN 217 310 599 390 - 209 -35% 841 1,213 1,694 2,168
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Bank Charges (47500-6030)36 40 36 36 -0%36 36 36 36
Miscellaneous (multiple)24 28 30 30 0 0%30 30 30 30
Salaries (multiple)2,307 2,461 2,692 2,610 - 81 -3%2,663 2,722 2,789 2,856
Service Severance Costs (41400/42000-5150)54 79 101 101 -0%101 101 101 101
SS Allocation (41000-5425)- 2,698 - 2,672 - 2,937 - 2,632 305 -10%- 2,682 - 2,738 - 2,802 - 2,866
Supplies (multiple)23 32 31 29 - 2 -7%29 29 29 29
Supplies - Software (41100-6280)79 51 71 59 - 12 -17%59 59 59 59
Vehicle Costs (41100/41400-6430)59 58 37 37 0 1%38 39 40 41
TOTAL CDPR-SUPPORT - 116 78 59 269 210 359% 272 276 280 285
100 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – COMMUNITY SERVICES
Services Provided
The Community Services Department is comprised of
the following function areas: Youth Services,
Neighbourhood Development, Festivals and Special
Events, Volunteer Services and Social Planning. In
addition, this department acts as a liaison and provides
support to the Arts Council and the Ridge Meadows
Seniors Society in the operation of facilities, programs
and services at the ACT, the Ridge Meadows Seniors
Centre and the new Pitt Meadows Seniors Centre. In
addition, support is provided to the following
committees of Council: the Maple Ridge Public Art
Advisory Committee and the City of Pitt Meadows Public
Art Advisory Committee.
Community Services utilizes an asset-based community
development approach to ensure that there are an
abundance of opportunities for citizens to connect,
engage, participate and contribute to community. Focus
is on providing opportunities for citizens to build both
individual and community group’s capacities. Staff
liaisons support groups to connect and link with other
community groups and other community assets.
The primary role of the Social Planning function is to
provide staff support to the Social Planning Advisory
Committee and to ensure that the goals of the
committee are being met. Placing the Social Planning
function within the mandate of Community Services has
proven to be both a unique and effective way of
providing this service. Social Planning for the District of
Maple Ridge has developed four focus areas for the
delivery of Social Planning: Network Development,
Community Solutions, Community Building and Social
Sustainability.
2013 Workplan Emphasis
The Community Services Department focus continues
to be driven by the strength and benefits that are the
result of working under a community development
approach. In 2013, we will be working with youth and
the community to investigate need and priority
locations for Neighbourhood Action Spots. In
partnership with the Community Network we will
establish a comprehensive community youth services
strategic plan and will continue working with the
Community Festival Network to promote the benefits of
citizen engagement through festivals.
Neighbourhood Development will support the develop-
ment of the first Intergenerational Garden. Support will
continue for the School Neighbourhood Garden
Steering Committee to achieve sustainable funding for
the coordination of future projects. The seed grant
funding program will continue in support of Neighbour-
hood celebrations with the addition of Youth Neighbour-
hood celebration grants and a Neighbourhood Matching
Fund program.
Social Planning will work with community stakeholders
and the Housing Planning Table to develop the End
Homelessness Action Plan and in cooperation with the
Planning Department, develop a Housing Action Plan.
Other Social Planning priority areas include supporting:
the Vibrant Downtown project, researching the
feasibility of a Compassionate Cities application, the
Community Network’s development of an Anti-Stigma
Program and the development of a Social Sustainability
Strategic Plan.
District of Maple Ridge Financial Plan 2013 – 2017 101 | 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
Community collaboration continues to be a strength as there has been an increase in funds coming into the
community. The welcomed addition of the Nurse Practitioner Program providing outreach services to individuals who
are homeless or have mental health or substance misuse issues and resources to develop a Child Advocacy Centre
will have significant positive impact on our community
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
102 | Page District of Maple Ridge Financial Plan 2013 – 2017
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)
Dave Speers
Recreation
Coordinator
(Core Area)
Brian Patel
Youth Programmer
Adam Rieu
Meghan MacMillan
Program Assistant I
(Youth)
Richard Bosma
Haydn Sharp 0.5 FTE
Youth Workers
37 PT
Recreation Manager
Arts and Community
Connections
Not Hired
Recreation Coord.
Volunteer/
Special Events
Kathryn Baird
Special Events
Assistant
Darlene Slevin
Program Assistant
Special Events
Danielle Toth 0.5 FTE
Recreation Coordinator
Social Planning
Shawn Matthewson
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director of Community Services 1.0 1.0 1.0 1.0 1.0
Recreation Manager Arts and Community Connections - 1.0 1.0 1.0 1.0
Recreation Manager Youth & Neighbourhood Services 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 3.0 4.0 4.0 4.0 4.0
Youth Programmer 3.0 2.0 2.0 2.0 2.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5
Special Events Assistant - 1.0 1.0 1.0 1.0
Program Assistant I 3.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 11.5 12.5 12.5 12.5 12.5
District of Maple Ridge Financial Plan 2013 – 2017 103 | Page
CDPR – COMMUNITY SERVICES
Budget
The base budgets for 2013-2017 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 – The 2012 budget contained funding committed to specific projects that were to be
completed in 2012. However, many were not completed in 2012 and will need to be added to the 2013 budget in
future amendments.
Financial Plan – Youth
All figures represent $’000 (thousands)
Comments:
Programs/Program Costs – In 2012 reporting for Children’s programs were separated from Youth. This separation
has resulted in some offsetting variances. See Children in the Recreation section.
Grants & Donations – SEED Community Grants.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Prov. Grant (Conditional) (52500-4252)- 23 23 23 -- 23 -100%- - - -
Salaries (52500-5500)86 84 88 89 1 1%91 93 95 97
SS Allocation (52500-5425)54 53 51 46 - 5 -10%47 48 49 50
Studies & Projects (multiple)36 27 78 10 - 68 -87%10 10 10 10
TOTAL SOCIAL PLANNING 153 187 239 145 - 95 -39% 148 151 154 157
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Lease Revenue (45022-4310)- 5 - 4 - 8 - 8 -0%- 8 - 8 - 8 - 8
PM - Cost Recovery (45020/52400-4236)- 191 - 159 - 190 - 141 49 -26%- 144 - 147 - 151 - 154
Programs (multiple)- 38 - 32 - 35 - 36 - 1 3%- 37 - 37 - 37 - 37
Prov. Grant (Conditional) (45020/45025-4252)- 2 - 20 -- -- - - -
Total Revenue - 236 - 215 - 232 - 185 48 -20%- 189 - 192 - 195 - 199
Expense
Maintenance - General (multiple)23 27 25 25 -0%25 25 25 25
Program Costs (multiple)415 209 335 338 3 1%344 350 357 364
Salaries (multiple)445 456 437 437 0 0%446 455 465 476
SS Allocation (45020-5425)162 160 184 86 - 98 -53%87 89 91 93
Supplies (45022-6300)3 2 4 4 -0%4 4 4 4
Vehicle Charges (45026-6410)13 14 15 15 0 1%15 16 16 17
Total Expense 1,061 868 998 904 - 94 -9%920 937 957 978
TOTAL YOUTH 825 653 765 719 - 46 -6%731 746 762 779
104 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – PARKS & FACILITIES
Services Provided
The Parks & Facilities Department, in cooperation with
the Recreation Department, provides operational
services to a number of public meeting and activity
facilities, including the Leisure Centre, Greg Moore
Youth Centre, Pitt Meadows Family Recreation Centre,
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 the 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.
2013 Workplan Emphasis
In 2013, several projects are planned for our extensive
trail network. These include: equestrian trail bridge
replacements, a trail connection between Maple Ridge
and Pitt Meadows, coordinating work parties to assist in
trail maintenance and updating our trail inventory and
maps. Our approach to community development
continues to shape our service delivery. Parks staff will
be working with Neighbourhood Development and
Hammond Neighbourhood residents to develop a
concept plan for a neighbourhood park on Wharf Street.
The development and implementation of a
comprehensive sport field maintenance management
plan will be built; as well we will be researching the cost
and feasibility of adding an additional artificial turf field.
A number of facilities upgrades on municipal assets are
planned for 2013 including the installation of roof top
heating, ventilation and air conditioning units at the
Operations Centre, upgrading lighting of the Bandstand
and the street and pathway lighting at Memorial Peace
Park as well as many upgrades to the pool systems at
the Maple Ridge Leisure Centre.
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.
Reduce Randy Herman electricity consumption in 2013 by 8% from 2012 values.
District of Maple Ridge Financial Plan 2013 – 2017 105 | Page
CDPR – PARKS & FACILITIES
HIGH-LEVEL COMMUNITY GOALS
Reduce Community Greenhouse Gas Emissions – Leisure Centre
Target Statement
To reduce greenhouse gas emissions by about 50% 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
Results for 2012 indicate slightly higher than expected emissions levels. This may be due to a number of factors,
including cold weather. There has been a slight shift to our previous years’ inventory. In 2013, District staff
transferred our corporate GHG emissions data into SMARTTool to ensure our data for past years, developed in
advance of current provincial guidelines, and current years are now in alignment.
0
200
400
600
800
1,000
2007 2008 2009 2010 2011 2012
Actual tonnes of CO2 equivalent Target
106 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – PARKS & FACILITIES
Organization Chart
Director of
Parks & Facilities
David Boag
Manager Parks
Planning &
Development
Bruce McLeod
P & LS Clerk
Heather Barr
Park Planning
Technician
Sylvia Pendl
Facilities
Operations
Manager
Michael Millward
P & LS Clerk
Natasha LeSueur
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
Building Service
Worker
Louis Grant
Gary Ivory
Shawn Rhodes
Roy Sorenson
Troy Springman
Lorne Trow
Not Hired
4.5 FTE
Manager Parks &
Open Space
Geoff Mallory
Booking Clerk
Karen Hansen
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
Trails Maintenance
Worker
David Hodgens
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director Parks & Facilities 1.0 1.0 1.0 1.0 1.0
Facilities Operations Manager 1.0 1.0 1.0 1.0 1.0
Manager Parks Planning and Development 1.0 1.0 1.0 1.0 1.0
Manager Parks & Open Space 1.0 1.0 1.0 1.0 1.0
Park Planning Technician 1.0 1.0 1.0 1.0 1.0
Facilities Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0
Recreation Facilities Supervisor 1.0 1.0 1.0 1.0 1.0
Building Services Supervisor 1.0 1.0 1.0 1.0 1.0
Senior Parks & Leisure Services Clerk 1.0 - - - -
Parks & Leisure Services Clerk 1.0 2.0 2.0 2.0 2.0
Booking Clerk 1.0 1.0 1.0 1.0 1.0
Foreman III 2.0 2.0 2.0 2.0 2.0
Tradesperson II - Carpenter 2.0 2.0 2.0 2.0 2.0
Tradesperson II - Electrician 1.0 1.0 1.0 1.0 1.0
Tradesperson II - Plumber 1.0 1.0 1.0 1.0 1.0
Foreman II 1.0 1.0 1.0 1.0 1.0
Tradesperson II - Gardener 1.0 1.0 1.0 1.0 1.0
Foreman II - Cemetery 1.0 1.0 1.0 1.0 1.0
District of Maple Ridge Financial Plan 2013 – 2017 107 | Page
CDPR – PARKS & FACILITIES
Position 2012 2013 2014 2015 2016
Grounds Keeper - Fields 1.0 1.0 1.0 1.0 1.0
Tradesperson I - Gardener 2.0 2.0 2.0 2.0 2.0
Equipment Operator II 1.0 1.0 1.0 1.0 1.0
Trails Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Labourer 7.0 7.0 7.0 7.0 7.0
Parks Worker 1.0 1.0 1.0 1.0 1.0
Playground Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Building Service Workers 11.5 11.5 11.5 11.5 11.5
Full-Time Equivalent 45.5 45.5 45.5 45.5 45.5
Budget
The base budgets for 2013-2017 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.
Taxes - Rental Properties – Property taxes on leased properties are budgeted here, but the actual expenses are
incurred in various cost centres.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Lease Revenue (43500/43300-4310)- 163 - 138 - 201 - 201 -0%- 217 - 217 - 221 - 221
SS Allocation (43500-5425)27 27 29 26 - 3 -10%27 27 28 29
User Fees (multiple)- 94 - 120 - 49 - 50 - 1 2%- 51 - 52 - 52 - 52
Total Revenue -231 -231 -221 -225 -4 2%-241 -241 -245 -244
Expense
Insurance (42000-6210)99 148 111 135 24 22%135 135 135 135
Maintenance - General (multiple)2,494 2,729 2,522 2,701 179 7%2,797 2,898 3,003 3,111
Other Outside Services (10000-7051)114 110 111 111 -0%111 111 111 111
PM - Cost Recovery (multiple)- 593 - 644 - 639 - 698 - 60 9%- 720 - 743 - 767 - 792
SS Allocation (multiple)540 535 756 678 - 79 -10%691 705 722 738
Total Expense 2,653 2,877 2,861 2,926 65 2%3,013 3,106 3,203 3,302
TOTAL PARKS 2,422 2,646 2,640 2,701 61 2% 2,772 2,864 2,959 3,058
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Insurance (11000-6210)20 20 24 24 - 0 0%24 24 24 24
Maintenance (multiple)330 354 377 377 0 0%377 377 378 378
Salaries (11000-5500)67 62 65 64 - 0 0%66 67 69 70
SS Allocation (11500-5425)297 294 338 303 - 35 -10%308 315 322 330
Taxes - Rental Properties (10000/11500-4530)20 19 52 25 - 27 -52%26 27 28 28
TOTAL FACILITIES 734 749 856 793 - 63 -7%801 810 820 830
108 | Page District of Maple Ridge Financial Plan 2013 – 2017
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:
Fees and Plots – Fees have been increased significantly to be in line with other municipalities.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Contract (47200-7007)2,470 2,486 2,526 2,644 117 5%2,774 2,910 3,054 3,205
Lease Expense (47200-6230)14 12 14 14 -0%14 14 14 14
Maintenance - Buildings (47200-8060)186 191 174 182 9 5%182 182 182 182
Operating Capital (47200-9050)3 6 6 6 -0%6 6 6 6
Rentals (47200-4310/4500)- 0 - 1 - 2 - 2 -0%- 2 - 2 - 2 - 2
SS Allocation (47200-5425)49 46 -- -- - - -
TOTAL LIBRARY 2,722 2,741 2,718 2,844 126 5% 2,975 3,111 3,255 3,406
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Infrastructure (multiple)1,249 1,291 1,310 1,377 67 5%1,450 1,510 1,560 1,610
TOTAL INFRASTRUCTURE 1,249 1,291 1,310 1,377 67 5% 1,450 1,510 1,560 1,610
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fees (52100-4220)- 134 - 120 - 192 - 192 -0%- 192 - 192 - 192 - 192
Plots (52100-4450)- 166 - 140 - 279 - 279 -0%- 279 - 279 - 279 - 279
Interest (52100-4372)- 15 - 17 - 9 - 9 -0%- 9 - 9 - 9 - 9
Total Revenue -315 -277 -480 -480 0 0%-480 -480 -480 -480
Expense
Maintenance - General (52100-8056)183 187 201 202 1 1%206 210 215 220
Purchases (52100-7380)3 7 10 10 -0%10 10 10 10
SS Allocation (52100-5425)67 67 66 59 - 7 -11%60 62 63 64
Total Expense 254 261 278 272 - 6 -2%276 282 288 295
TOTAL CEMETERY - 61 - 16 - 202 - 208 - 6 3%- 203 - 198 - 191 - 185
District of Maple Ridge Financial Plan 2013 – 2017 109 | Page
CDPR – RECREATION
Services Provided
The Recreation Department recognizes that active living
is essential to personal health and quality of life and
aspires to provide opportunities for positive, inclusive
activities that help build strong families and healthy
communities.
In cooperation with the Parks & Facilities Department
and various not for profit community organizations,
agencies and businesses such as; the Ridge Meadows
Seniors Centre Society, Museum and Heritage
Societies, Maple Ridge Pitt Meadows Arts Council,
School District No. 42, Recreation operates facilities
including multi-use fitness and aquatic centres, ice and
curling arenas, library and community halls.
Services include delivering recreation and education
programs in arts and culture, aquatics, fitness, skating
and more through drop-in or pre-registered delivery
models. A number of community services are also
provided, such as recreation access programs and
community planning tables for healthy community
initiatives. Customer service functions include
facility/arena bookings, program registration/
membership and admission processing.
2013 Workplan Emphasis
In 2013, a review of policy work will be completed;
included in this work is the Fees & Charges policy and
the Facility Allocation policy. In addition to this policy
work, the Health and Wellness team will conduct a
programming and fee review for drop-in and registered
programs, the focus of this will be to identify evaluation
measures that align with market trends and community
needs. Business Operations will develop a sponsorship
program that aligns with the policy approved by the
Commission in 2012.
The Health and Wellness team will research local and
provincial aquatic industry standards and practices and
utilize community feedback in the holistic evaluation of
aquatic programming. This includes staff resources and
infrastructural improvements and implementation of
identified changes that will further meet the current
needs of the community.
We will continue to build on our strong partnerships
with community groups and businesses in 2013 by
renewing Fee for Service agreements and by
determining opportunities to work with partners to
enhance program delivery that support increased
community participation.
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.
110 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
The increase in the percentage of population served is due to a slight increase in the number of individuals living
within Maple Ridge and Pitt Meadows with low income and an increase of eligible individuals accessing the
Participation Program.
Organization Chart
Director of
Recreation
Wendy McCormick
Administrative
Assistant 0.5 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
Not Hired
0.5 FTE
Children’s
Programmer
Jennifer Baillie
Program Assistant I
(Children’s)
Kathryn Shiratti
0.5 FTE
Children’s
Recreation Leaders
41 PT
Program Assistant II
(Children’s)
(Active Kids Club)
Clint Gamache
Active Kids Club
Recreation
Leaders 26 PT
Recreation
Coordinator-Aquatics
Janice Forsyth
Aquatic Leader III
David Delore
Anthony Salitra
0.5 PT
Chris Westwick
0.5 PT
+ 0.7 FTE
Senior Aquatic
Leader
Nelie Meedin 0.2FTE
Aquatic Leader II
7.9 FTE (30PT)
Aquatic Leader I
6.5 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
4.9 FTE (14PT)
Cashier Clerk
Reception PMFRC
1.8 FTE (4PT)
Parks & Leisure
Services Clerk
Joanne Georgelin
0.5 FTE
Recreation Coord.
Leisure Access
Petra Frederick
Shayna Funk-Larmor
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 2013 – 2017 111 | Page
CDPR – RECREATION
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director of Recreation 1.0 1.0 1.0 1.0 1.0
Senior Recreation Manager Pitt Meadows Area 1.0 1.0 1.0 1.0 1.0
Recreation Manager Health & Wellness 1.0 1.0 1.0 1.0 1.0
Recreation Manager Community Connections 1.0 - - - -
Manager of Business Operations 1.0 1.0 1.0 1.0 1.0
Administrative Coordinator 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 4.5 3.5 3.5 3.5 3.5
Office Supervisor 1.0 1.0 1.0 1.0 1.0
Recreation Programmer 2.0 3.0 3.0 3.0 3.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5
Program Assistant II 0.0 1.0 1.0 1.0 1.0
Promotional Assistant 1.0 1.0 1.0 1.0 1.0
Special Events Assistant 1.0 - - - -
Senior Aquatic Leader 0.2 0.2 0.2 0.2 0.2
Booking Clerk 1.5 1.5 1.5 1.5 1.5
Parks & Leisure Services Clerk 0.5 0.5 0.5 0.5 0.5
Program Assistant 1.0 1.0 1.0 1.0 1.0
Clerk II 0.5 0.5 0.5 0.5 0.5
Cashier Clerk Receptionist 6.7 6.7 6.7 6.7 6.7
Registration Clerk Typist 1.0 1.0 1.0 1.0 1.0
Aquatic Leader III 2.7 2.7 2.7 2.7 2.7
Aquatic Leader II 7.9 7.9 7.9 7.9 7.9
Aquatic Leader I 6.5 6.5 6.5 6.5 6.5
Full-Time Equivalent 44.5 43.5 43.5 43.5 43.5
Contract staff are not represented.
Budget
The base budgets for 2013-2017 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Children
All figures represent $’000 (thousands)
Comments:
Children was previously part of Youth
Programs/Program Costs – Variances due to breaking out Children from Youth. See Community Services above.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Other Grant (Conditional) (45025-4258)- 85 - 140 - 31 - 31 -0%- 31 - 31 - 31 - 31
Programs (multiple)- 383 - 460 - 304 - 352 - 47 16%- 352 - 352 - 352 - 352
Prov. Grant (Conditional) (45020/45025-4252)- 39 - -- -- - - -
Prov. Grant (Unconditional) (45021-4253)- 16 -- 13 - 13 -0%- 13 - 13 - 13 - 13
Total Revenue - 524 - 600 - 348 - 395 - 47 14%- 395 - 395 - 395 - 395
Expense
Maintenance - General (multiple)413 561 326 328 2 1%334 341 349 357
Program Costs (multiple)26 107 14 62 48 340%62 63 64 65
Total Expense 439 668 340 389 50 15%396 404 413 422
TOTAL CHILDREN - 85 67 - 8 - 6 2 -26%1 9 17 27
112 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – RECREATION
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
Comments:
Programs/Admissions – There has been a shift in demand towards drop-in admissions from registered programs.
The number of organizations registered with the Healthy Business Program has declined in the slow economy.
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.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Admin Fee (47500-4100)- 10 - 9 - 9 - 9 -0%- 9 - 9 - 9 - 9
Admissions (47500-4110/4111)- 865 - 923 - 862 - 882 - 20 2%- 893 - 909 - 923 - 923
Lease Revenue (47500-4310)- 62 - 73 - 56 - 61 - 5 10%- 62 - 62 - 62 - 62
Lessons / Program Fees (47500-4320)- 387 - 390 - 360 - 360 -0%- 360 - 360 - 360 - 360
Programs (multiple)- 265 - 126 - 284 - 283 0 0%- 283 - 282 - 282 - 282
Rentals (multiple)- 98 - 90 - 102 - 102 -0%- 102 - 102 - 102 - 102
Total Revenue - 1,688 - 1,610 - 1,672 - 1,697 - 25 2%- 1,709 - 1,724 - 1,737 - 1,737
Expense
Cost of Goods Sold (47500-7300)4 6 9 6 - 3 -38%6 6 6 6
Equipment (47500-7340)14 17 15 15 -0%15 15 15 15
Maintenance (47500-8057/8056)428 435 395 395 -0%395 395 395 395
PM - Cost Recovery (47500-4236)- 334 - 330 - 415 - 403 13 -3%- 411 - 419 - 430 - 443
Program Costs (multiple)370 305 436 443 7 2%448 451 454 458
Publicity & Promotions (47500-6330)53 56 63 63 -0%63 63 63 63
SS Allocation (47500-5425)492 488 507 454 - 53 -10%463 472 483 494
Supplies (multiple)89 83 77 77 -0%77 77 77 77
Wages (multiple)1,834 1,882 2,003 2,016 13 1%2,052 2,093 2,139 2,188
Total Expense 2,950 2,941 3,090 3,066 - 23 -1%3,108 3,153 3,203 3,253
TOTAL LEISURE CENTRE 1,262 1,331 1,418 1,370 - 49 -3%1,399 1,428 1,466 1,516
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Admissions (47400/47410-4110)- 15 - 28 - 33 - 33 -0%- 33 - 33 - 33 - 33
Lessons / Program Fees (47400-4320)- 6 - 8 -- -- - - -
PM - Cost Recovery (47410-4236)- 26 - 23 - 23 - 22 1 -5%- 22 - 22 - 23 - 24
Total Revenue - 47 - 59 - 55 - 54 1 -2%- 55 - 55 - 56 - 56
Expense
Maintenance - General (47400/47410-8056)45 45 41 41 0 0%41 41 42 42
Program Costs (47410-6325/6500)27 25 25 25 0 0%26 26 27 27
SS Allocation (47400-5425)54 53 51 46 - 5 -10%47 48 49 50
Salaries (47410-5500/5600)26 27 28 28 0 0%29 29 30 31
Total Expense 151 151 146 141 - 5 -4%143 145 147 150
TOTAL OUTDOOR POOLS 104 92 90 86 - 4 -5%88 90 92 94
District of Maple Ridge Financial Plan 2013 – 2017 113 | 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. Increase in budget in 2013 for new
facility opened in Pitt Meadows
Financial Plan – Arts
All figures represent $’000 (thousands)
Comments:
Contract (multiple) – Ongoing incremental increases in the Arts Centre contract.
Financial Plan – Heritage
All figures represent $’000 (thousands)
Comments:
Contract – The budget includes a 3% annual increase in the fee for service.
Financial Plan – Special Services
All figures represent $’000 (thousands)
Comments:
None.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Contract (45010/47300-7007/8056)212 223 233 299 66 28%305 311 312 312
Lease Revenue (47300-4310)- 20 - 20 - 20 - 20 -0%- 20 - 20 - 20 - 20
PM - Cost Recovery (47300-4236)- 52 - 54 - 56 - 68 - 12 21%- 69 - 71 - 71 - 71
SS Allocation (47300-5425)67 67 66 59 - 7 -10%60 62 63 64
TOTAL SENIORS 208 216 223 270 47 21% 276 282 284 285
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Contract (multiple)653 669 666 683 17 3%694 707 707 707
Lease Revenue (47700-4310)- 80 - 80 - 80 - 80 -0%- 80 - 80 - 8 0 - 80
Maintenance - General (47700-8056)13 5 7 7 0 0%7 7 7 7
PM - Cost Recovery (47700-4236)- 138 - 134 - 128 - 130 - 1 1%- 132 - 135 - 135 - 136
SS Allocation (47700-5425)94 94 95 86 - 10 -10%87 89 91 93
TOTAL ARTS 543 553 560 566 6 1% 577 588 590 591
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Contract (48000-7007)205 211 208 215 7 3%219 223 228 232
Maintenance - General (multiple)46 43 34 34 0 0%34 34 34 34
PM - Cost Recovery (48000-4236)- 57 - 58 - 54 - 55 - 1 1%- 56 - 57 - 58 - 59
SS Allocation (48000-5425)34 33 29 26 - 3 -10%27 27 28 29
TOTAL HERITAGE 228 230 217 220 3 2% 224 228 232 236
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Lessons / Program Fees (45010/45015-4320)- 48 - 49 - 40 - 40 -0%- 40 - 40 - 40 - 40
PM - Cost Recovery (45010-4236)- 41 - 40 - 44 - 42 2 -4%- 43 - 44 - 45 - 46
Program Costs (45015-6325/6326)47 46 44 44 0 0%45 46 46 47
Programs - Subsidized Admiss. (45015-6329)2 1 13 13 -0%13 13 13 13
Prov. Grant (Conditional) (45010-4252)- 43 - 46 - 43 - 44 - 2 4%- 44 - 44 - 44 - 44
Salaries (multiple)143 142 137 139 2 1%140 142 145 147
SS Allocation (45010-5425)94 94 95 86 - 10 -10%87 89 91 93
Supplies (multiple)13 15 18 18 -0%18 18 18 18
TOTAL SPECIAL SERVICES 167 162 181 173 - 8 -4%176 180 184 188
114 | Page District of Maple Ridge Financial Plan 2013 – 2017
CDPR – RECREATION
Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
Comments:
Rentals – Revenue increased based on 2012 rental volume.
Wages – Revenue increased based on 2012 rental volume.
Financial Plan – Arenas
All figures represent $’000 (thousands)
Comments:
Pitt Meadows arena operating agreement came into effect in 2011. The agreement has changed some of the
accounting for revenues and expenses.
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.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Admissions (47610-4110)- 51 - 55 - 31 - 31 -0%- 31 - 31 - 31 - 31
PM - Cost Recovery (46550-4236)- 17 - 17 - 33 - 32 1 -4%- 32 - 33 - 34 - 34
Program Fees (46550-4230)- 4 - 16 - 10 - 10 -0%- 10 - 10 - 10 - 10
Rentals (46550-4500)- 8 - 73 - 44 - 64 - 20 46%- 64 - 64 - 64 - 64
Total Revenue - 80 - 161 - 118 - 137 - 19 16%- 137 - 138 - 138 - 139
Expense
Maintenance - Buildings (46550/47010-8060)177 238 237 239 2 1%242 245 249 251
PM - Cost Recovery (41210-4236)- 27 - 29 - 31 - 30 1 -4%- 30 - 31 - 32 - 32
Program Costs (46550-6325)13 20 62 62 -0%62 62 62 62
SS Allocation (47610/46000-5425)88 87 59 53 - 6 -10%54 55 56 57
Wages (46550-5600)8 26 20 34 14 71%35 36 36 37
Total Expense 259 342 346 358 11 3%362 366 371 374
TOTAL PM HERITAGE HALL & SOUTH BONSON 179 181 228 221 - 7 -3%224 228 232 236
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Admissions (multiple)- 35 - 30 - 43 - 25 19 -43%- 25 - 26 - 26 - 26
Lessons / Program Fees (47010/47600-4320)- 95 - 101 - 58 - 58 -0%- 58 - 58 - 58 - 58
PM - Cost Recovery (47100/47600-4236)- 201 - 140 - 160 - 173 - 13 8%- 192 - 192 - 192 - 192
Rentals (multiple)- 188 - 188 - 190 - 181 9 -5%- 184 - 187 - 190 - 190
Total Revenue - 518 - 458 - 450 - 436 14 -3%- 459 - 462 - 465 - 465
Expense
Maintenance - General (47100/47600-8056)20 21 20 20 -0%20 20 20 20
Program Costs (multiple)1,175 777 972 986 14 1%1,085 1,085 1,085 1,085
SS Allocation (47100/47600-5425)94 94 95 86 - 10 -10%87 89 91 93
Total Expense 1,290 892 1,087 1,092 4 0%1,192 1,194 1,196 1,198
TOTAL ARENAS 771 434 637 656 18 3% 733 732 731 732
District of Maple Ridge Financial Plan 2013 – 2017 115 | Page
CDPR – RECREATION
Financial Plan – Special Events
All figures represent $’000 (thousands)
Comments:
Salaries – Assistant position moved from CDPR Support.
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
Comments:
Salaries – The 2011 actuals were lower than normal due to an unfilled position.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Miscellaneous Income (45030-4390)- 1 - 3 - 1 - 1 -0%- 1 - 1 - 1 - 1
PM - Cost Recovery (45030-4236)- 55 - 57 - 53 - 66 - 13 24%- 68 - 69 - 71 - 72
Programs - Special Events (45030-4325)- 3 - 1 - 1 - 1 -0%- 1 - 1 - 1 - 1
Prov. Grant (Conditional) (45030-4252)- 2 -- 2 - 2 -0%- 2 - 2 - 2 - 2
Salaries (45030-5500)121 123 121 198 78 64%202 207 212 217
Special Events (45030-6360)64 71 63 60 - 3 -5%61 63 64 66
SS Allocation (45030-5425)94 94 95 86 - 10 -10%87 89 91 93
TOTAL SPECIAL EVENTS 219 227 222 274 52 23% 280 286 292 299
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fees (41250-4220)- 2 - 1 - 2 - 2 -0%- 2 - 2 - 2 - 2
Lease Revenue (41250-4310)- 27 - 28 - 26 - 26 -0%- 26 - 26 - 26 - 26
PM - Cost Recovery (41250-4236)- 141 - 154 - 146 - 132 13 -9%- 134 - 137 - 140 - 143
Program Fees (multiple)- 110 - 113 - 133 - 135 - 2 1%- 136 - 138 - 139 - 139
Rentals (41250-4501/4502)- 49 - 64 - 57 - 83 - 25 44%- 83 - 84 - 84 - 84
Total Revenue - 328 - 359 - 363 - 377 - 14 4%- 381 - 386 - 390 - 394
Expense
Contract (46500-7007)11 13 15 15 -0%15 15 15 15
Maintenance - General (multiple)248 263 220 220 0 0%223 225 228 231
Program Costs (multiple)78 79 103 103 -0%103 103 103 103
Salaries (41250-5500/5503)106 146 167 167 1 1%171 175 179 183
SS Allocation (41250-5425)384 381 389 349 - 40 -10%355 363 371 380
Supplies (multiple)14 18 18 18 -0%18 18 18 18
Wages (41250-5601/5602)33 30 29 29 0 0%30 30 31 32
Total Expense 874 930 941 902 - 39 -4%915 930 946 963
TOTAL PMFRC 545 570 578 525 - 53 -9%534 544 556 569
116 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 2012
accomplishments is shown below, followed by efficiency
and effectiveness initiatives and the business
challenges relevant to the 2013-2017 planning period.
The subsequent pages will provide information on the
departments in this division, including staffing, 2013
workplan highlights, performance measurements and
budgets. The departments within this division are
Administration, Clerk’s, Finance, Information Services,
Fire and Police.
Select 2012 Division Accomplishments
Working towards embedding a “How May I Help You”
culture including exceptional service in reception,
property tax collection, website improvements and
after-hours technical support.
Ensured balanced financial strategies for develop-
ment opportunities: North Albion infrastructure
options, Town Centre and other areas, 119 Avenue
properties and Albion flats.
Fire prevention initiatives including public education.
Proactive policing including community signage for
crime reporting.
Published and distributed the Budget document,
Annual Report, Citizens Report and online newsletter
and provided reports to set context for 2013-2017
business planning sessions.
Efficiency/Effectiveness Initiatives
Leveraging assets for wider corporate benefit
(Municipal lands, SPCA, secondary revenue from
communications tower and adaptive reuse of old
infrastructure i.e. pipes for fibre conduit).
Collaboration with others to provide services: Justice
Institute Fire & Safety Centre, mutual aid agreements
with Pitt Meadows, Mission and Langley, use of
volunteers in community programs, Regional Forensic
Investigation Unit located to Maple Ridge, developed
youth crisis intervention team and Downtown
Business Watch program.
Negotiated renewal of actuarial contract for three
years at same cost as previous contract.
In-house reviews to save time and costs – coffee
program, Livescan fingerprints, position vacancy
reviews, cell phone contracts, civilianization of police
roles.
Streamlined financial system processes to allow for
increased electronic payment processing, online
Home Owner Grant applications, tax certificates and
dog licence renewals.
Reviewed processes related to subdivision connec-
tions, resulting in improved processes and recogni-
tion of $400,000 of previously deferred revenue.
Implemented several technological improvements to
increase efficiency and reduce costs and energy
consumption: paperless agendas, replaced existing
workstations with thin clients, added remote services
to allow staff and Council to access to District com-
puting systems anytime from anywhere, installed a
VOIP telephony system and added internet bandwidth
to increase performance for external services.
Increased efficiencies in the Fire Department: up-
graded portable and mobile radio communications
systems, fire truck allocation software is fully opera-
tional in the computer aided dispatch system and
established a business continuity site at Hall No. 1.
Implemented cost savings measures in RCMP/Police
Services: renewed ECOMM contract with a savings of
$1 million over a 5 year term, joined with Services
Canada for cell phone contract and conducted a
yearly review of fees and charges.
Business Perspective
Citizens appreciate access to staff and our initiative,
“How Can I Help You” will be embedded.
Municipalities are experiencing increasing fiscal
challenges trying to balance demands for enhanced
service levels with simultaneous demands for re-
duced reliance on property taxes. A regular review of
our tax burden and economic environment is under-
taken ensure we remain competitive and affordable.
Records management is becoming increasingly
complex due to the opportunities that new technolo-
gies create to collect information in different formats.
Increased involvement in capital and development
related programs requires expanded knowledge-base
for Finance staff and legislative changes from the
Province can result in “found milestones.”
As extreme weather conditions increase in severity
and occurrences, there will be an increase in the
number of incidents the Fire Department will be
required to attend.
Holding of property by owners is on the rise,
increasing vacant housing problems.
We need to work together as an organization to
continue to build services that will allow both
employees and citizens to do business with the
District online and in real time. These strategies will
increase the effectiveness of the IT department and
further increase the customer experience.
RCMP are impacted as levels of officer experience
decrease, the complexity/ multi-jurisdictional nature
of crime, the Golden Ears Bridge in terms of traffic
and accessibility to criminals and gang activity and
increased legislative requirements. Crown Counsel
requirements for disclosure impacts transcription
typing, economic impact on crime and a focus to get
prolific chronic offenders off the street.
Holistic approach to problem solving utilizing all
community partners to solve policing and community
related issues as well as RCMP’s commitment to the
new Independent Investigations Office standards.
District of Maple Ridge Financial Plan 2013 – 2017 117 | 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 and we attend to enquiries and requests for
assistance from staff, Council and the public.
2013 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 2013-2017 Business
Planning process and producing the Business Plan
Guidelines for 2014-2018.
We will complete negotiations for shared use of our
fibre optics infrastructure with a services provider and
define spin-off business benefits to community.
We will participate on the Metro Vancouver Intelligent
Community Network to monitor, research and consider
for implementation recent Regional telecommunica-
tions developments in the Maple Ridge context.
We will implement the recently adopted telecommuni-
cations tower consultation protocol.
We will research and provide policy guidance on
accommodating new and innovative wireless
communications services utilizing District assets and
consider the business case for an additional tower
asset.
We will complete the ‘discovery’ phase in the document
management project and evaluate next steps for
corporate consideration.
We will manage the project to rebuild the Municipal
website to modernize its structure and improve its
functions .As part of the customer experience
enhancements we will research, evaluate and propose
new website services consistent with a corporate vision
for the website and improved public services.
We will assist library staff in defining characteristics of
libraries of the future and investigate a Smart
Community designation.
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.
118 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – ADMINISTRATION
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.
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
Director of
Corporate Support
John Bastaja
Director of
Information
Technology
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.
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 2013 – 2017 119 | Page
CFS – ADMINISTRATION
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees authorized in the budget.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
GM Corporate & Financial Services 1.0 1.0 1.0 1.0 1.0
Director of Corporate Support - 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 3.0 3.0 3.0 3.0
Budget
The base budgets for 2013-2017 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 – Director of Corporate Support position was transferred from Information Technology. The remaining
increase is 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.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Conventions & Conferences (12000-6051)13 18 25 25 0 0%25 25 25 25
Legal (41000-7030)10 1 -- -- - - -
Memberships (12000-6270)1 0 1 1 -0%1 1 1 1
Miscellaneous (12100-6275)1 3 2 2 -0%2 2 2 2
Salaries (12000-5500)208 200 214 342 128 60%413 486 560 634
TOTAL CFS ADMIN 234 222 241 369 128 53% 441 513 587 661
120 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 and Council and staff. We 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.
2013 Workplan Emphasis
We will undertake a review of the organizational
structure of the Clerk’s Department and a process
improvement review of centralized services, i.e.
switchboard/information desk, mail and stationery, to
identify efficiencies and sustainability improvements.
As part of our Customer Experience Enhancement
program we will enhance the availability of information
to the public on how to access municipal records on the
District website and provide mobile device training for
Council.
We will inform staff and Council of the changes to the
Freedom of Information and Protection of Privacy Act
and how the Act impacts the release of municipal
documents through department presentations and
enhancements to the information provided on the
Intranet.
As part of our Risk Management Program we will
provide training on liability coverage and claims
management and undertake an insurance deductible
review.
As part of the administration of the District rental
properties we will develop a maintenance life cycle
program for rental houses.
We will continue our work on implementing an
electronic document management system, determining
facility requirements for storage of archival paper
records for the next 10 years and identifying
requirements for storage of archival electronic records
in conjunction with the Information Technology
Department to ensure access remains achievable
through technology changes.
District of Maple Ridge Financial Plan 2013 – 2017 121 | Page
CFS – CLERK’S
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.
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
Joanne Georgelin
0.7 FTE
Clerk Typist III
Diana Dalton
Mail Clerk
Malcolm Lee
0.6 FTE
Clerk III
Amanda Allen
Clerk Cashier
Christina Stewart
0.7 FTE
Records
Management Clerk
Not Hired 0.5 FTE
Records Manager
(Contract)
Val Billesberger
Emergency Program
Specialist
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.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Manager of Legislative Services & Emergency Program 1.0 1.0 1.0 1.0 1.0
Property and Risk Manager 1.0 1.0 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 1.0 1.0 1.0
Records Management Clerk 0.5 0.5 0.5 0.5 0.5
Emergency Program Specialist 1.0 1.0 1.0 1.0 1.0
Clerk III - 1.4 1.4 1.4 1.4
Committee Clerk 0.7 0.7 0.7 0.7 0.7
Legislative Clerk 1.4 - - - -
Clerk Typist III 1.0 1.0 1.0 1.0 1.0
Clerk II – Emergency Program 0.5 0.5 0.5 0.5 0.5
Clerk Cashier 0.7 0.7 0.7 0.7 0.7
Mail Clerk 0.6 0.6 0.6 0.6 0.6
Full-Time Equivalent 9.4 9.4 9.4 9.4 9.4
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
122 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – CLERK’S
Budget
The base budgets for 2013-2017 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 – Recent declines are the result of demolitions to make new parks.
Advertising – Funding for elections is included every 3 years (2011, 2014, 2017).
Legal – Legal fees budgeted in Clerks, but expenses charged to department incurring the expense.
Studies & Projects – Funding for onetime costs was included in the 2012 budget (Silver Valley Land Sale -
Strategy Development).
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fees (11800/35000-4220)- 144 - 139 - 157 - 144 13 -8%- 144 - 144 - 144 - 144
Lease Revenue (multiple)- 1,456 - 1,617 - 1,669 - 1,577 92 -6%- 1,597 - 1,597 - 1,597 - 1,597
Rentals (multiple)- 134 - 98 - 117 - 95 21 -18%- 95 - 107 - 107 - 107
Salaries Recovery (14000-5400)- -- 25 - 25 -0%- 25 - 25 - 25 - 25
Total Revenue - 1,734 - 1,854 - 1,968 - 1,842 126 -6%- 1,862 - 1,874 - 1,874 - 1,874
Expense
Advertising / Elections (multiple)77 13 18 18 0 0%93 18 19 94
Other Exp (multiple)105 94 64 54 - 10 -15%54 54 54 54
Insurance (multiple)764 760 818 833 15 2%837 842 846 851
Insurance Recovery (12101-6209)- 374 - 352 - 451 - 458 - 6 1%- 462 - 467 - 471 - 476
Legal (12000/12103-7030)55 31 226 176 - 50 -22%176 176 176 176
Maintenance - Buildings (11800-8060)605 472 445 449 4 1%449 449 449 449
Maintenance - General (14000-8056)74 43 37 37 -0%37 37 37 37
Postage & Courier (12101-6305)35 44 43 45 1 3%45 45 45 45
Salaries (multiple)574 565 666 665 - 2 0%677 690 705 721
Stationery (12000-6370)12 9 27 27 -0%27 27 27 27
Studies & Projects (12103/14000-6380)29 57 52 23 - 29 -56%23 23 23 23
Taxes - Rental Properties (multiple)47 44 47 39 - 8 -18%39 42 42 42
Total Expense 2,004 1,781 1,991 1,907 - 84 -4%1,993 1,936 1,950 2,042
TOTAL CLERKS 270 - 73 23 65 42 180% 132 62 77 169
District of Maple Ridge Financial Plan 2013 – 2017 123 | Page
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.
2013 Workplan Emphasis
We will be conducting ongoing reviews of internal
controls as part of the department’s regular work
program, targeting in-trust collections.
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 assess District lands for possible contamination
as defined by PSAB and determine any associated PS
3260 liability for contaminated sites.
We will explore e-billing and additional payment options
for property taxes.
We will explore strategies to encourage timely and
appropriate development of lands within the Town
Centre and other areas
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.
124 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 $120 million. A
conservative management philosophy is based primarily on safety, liquidity and return on investment.
Status Report
Interest rates remained at or near historic lows. The target rate or benchmark is calculated using the return of
Municipal Finance Authority (MFA) Pooled Investment Funds and several DEX indexes. Return on investments in
2012 exceeded target due, in part, to opportunities for increased return with fluctuating spreads (risk premiums) on
bank bonds in 2011 and 2012 and short term deposit rates that exceeded MFA Money Market and DEX 30 day T-
Bill returns. Current economic data supports modest expectations for future economic growth which will likely result
in interest rate increases at some point in the next few years.
0
1
2
3
4
5
6
2006 2007 2008 2009 2010 2011 2012
Actual % return on investment Target
District of Maple Ridge Financial Plan 2013 – 2017 125 | Page
CFS – FINANCE
Organization Chart
Finance
Manager of
Accounting
Catherine Nolan
Accountant III
Shannon Laxton
Accountant I
Bernice Carstensen
Accounting Clerk II
Nicole Barratt
Deb Kinar
G’Ann Rygg
Manager of Revenue
& Collections
Silvia Rutledge
Accounting Clerk -
Revenue
Elisa Weel
Cashier Clerk
Sally Dixon
Michelle Farrance
Joanna Kang
Cashier Clerk
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.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Manager of Accounting 1.0 1.0 1.0 1.0 1.0
Manager of Financial Planning 1.0 1.0 1.0 1.0 1.0
Manager of Business Systems 1.0 1.0 1.0 1.0 1.0
Manager of Revenue & Collections 1.0 1.0 1.0 1.0 1.0
Accountant III 2.0 2.0 2.0 2.0 2.0
Budget Analyst 1.0 1.0 1.0 1.0 1.0
Accountant I 1.0 1.0 1.0 1.0 1.0
Accounting Clerk - Revenue 1.0 1.0 1.0 1.0 1.0
Accounting Clerk II 4.0 4.0 4.0 4.0 4.0
Cashier Clerk 3.0 3.0 3.0 3.0 3.0
Clerk II 1.0 1.0 1.0 1.0 1.0
Cashier Clerk (Tax Time Coverage) 0.6 0.6 0.6 0.6 0.6
Full-Time Equivalent 17.6 17.6 17.6 17.6 17.6
126 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – FINANCE
Budget
The base budgets for 2013-2017 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:
Other Expenses – Onetime costs for system software were included in the 2012 budget, but the project was not
completed. The funds approved will need to be added to the 2013 budget in future amendments.
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
Comments:
Parcel Charges – Blue Box/Recycling – This increase includes rate increases of 3%. The remainder of increase is
due to new construction.
Taxes – General – The 2013 increase includes new revenue due to new construction of 1.35%, a general purpose
increase 2.25%, an increase of 0.5% to fund the replacement of existing infrastructure, a 0.125% increase for
Park and Recreation MasterPlan implementation and 0.3% to fund drainage improvements. See Figure 1:
Conceptual Overview of New Revenue on Page 40 for more detail of all 5 years.
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
Comments:
Transfers to and from reserves are mostly used to fund the capital program.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Other Exp (multiple)42 38 186 51 - 135 -72%51 51 51 51
Audit Fees (12200/12210-7000)53 54 50 50 -0%50 50 50 50
Salaries (multiple)1,375 1,385 1,433 1,432 - 2 0%1,458 1,489 1,526 1,562
Salaries Recovery (12200/12210-5400)- 239 - 246 - 246 - 247 - 1 1%- 255 - 263 - 271 - 279
TOTAL FINANCE 1,231 1,231 1,423 1,286 - 138 -10% 1,304 1,328 1,356 1,384
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Grants in Lieu (multiple)- 2,241 - 2,345 - 2,341 - 2,356 - 16 1%- 2,366 - 2,376 - 2,386 - 2,386
Interest Paid on Tax Prepaymnt (16000-4001)48 52 100 100 -0%100 100 100 100
Local Improvement Program (multiple)- 20 - 19 - 19 - 19 -0%- 19 - 19 - 19 - 19
Parcel Charges - Blue Box (16000-4011)- 883 - 954 - 989 - 1,019 - 30 3%- 1,070 - 1,123 - 1,179 - 1,237
Parcel Charges - Recycling (16000-4010)- 757 - 810 - 819 - 860 - 41 5%- 903 - 948 - 994 - 1,044
Taxes - General (16000-4000)- 56,414 - 60,028 - 60,138 - 63,011 - 2,873 5%- 66,701 - 71,113 - 75,819 - 80,858
TOTAL FIN SERVICES-TAX REVENUE - 60,266 - 64,105 - 64,206 - 67,166 - 2,960 5%- 70,960 - 75,480 - 80,298 - 85,444
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Appropriation of Surplus (10000-9010)87 109 109 5 - 104 -95%33 16 49 66
Other 205 143 706 401 - 305 -43%615 933 1,265 1,617
Transfer in from Reserve for Committed Projects - 2,654 - 3,404 - 3,034 - 81 2,953 -97%- 125 - 15 - 9 - 75
Transfer to Capital Funds (multiple)2,172 2,330 2,491 2,845 353 14%2,520 2,965 2,331 2,819
Transfers In (multiple)- 8,371 - 8,194 - 9,746 - 9,294 452 -5%- 9,402 - 9,595 - 9,377 - 9,423
Transfers Out (multiple)21,527 21,779 19,613 14,714 - 4,899 -25%19,377 16,343 18,442 19,640
TOTAL FISCAL SERVICES - TRANSFERS 12,967 12,765 10,139 8,590 - 1,549 - 0 13,018 10,646 12,701 14,644
District of Maple Ridge Financial Plan 2013 – 2017 127 | Page
CFS – FINANCE
Financial Plan – Fiscal Services - Debt
All figures represent $’000 (thousands)
Comments:
Debt – Interest & Principal – The 2013 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 is not complete.
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 2012.
Surplus – These funds are used to fund onetime projects. There are no planned expenditures at this time.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Debt - Interest (multiple)2,178 2,185 2,586 2,343 - 243 -9%2,430 2,300 2,166 2,027
Debt - Principal (multiple)1,878 1,939 4,370 2,574 - 1,796 -41%5,022 5,112 5,206 5,303
Interest on Liabilities 213 188 30 45 15 51%61 77 97 117
TOTAL FISCAL SERVICES - DEBT 4,270 4,311 6,986 4,962 - 2,023 -29% 7,513 7,489 7,469 7,447
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Prov. Grant (Conditional) (10000/12400-102-4252) - 790 - 849 - 543 - 552 - 9 2%- 552 - 552 - 552 - 552
Prov. Grant (Unconditional) (10000-102-4253)- 1,314 - 1,085 - 942 - 942 -0%- 942 - 942 - 942 - 942
TOTAL FIN SERVICES-GRANTS - 2,104 - 1,935 - 1,485 - 1,494 - 9 1%- 1,494 - 1,494 - 1,494 - 1,494
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Admin Fee (15000/30000-4100)- 52 - 60 - 45 - 45 -0%- 45 - 45 - 45 - 45
Auction Proceeds (15000-4410)- 3 - 25 - 7 - 7 -0%- 7 - 7 - 7 - 7
Borrowing Proceeds (10000-4916)- -- 5,226 -5,226 -100%- - - -
Contributions from Others (multiple)- 14 -- 2,504 - 100 2,404 -96%- 2,504 - 2,504 - 2,504 - 2,504
Fees (multiple)- 102 - 11 - 8 - 8 -0%- 8 - 8 - 8 - 8
Gain/Loss - Property 4 Resale (15000-4298)- 672 - 6 -- -- 4,250 - - -
Information Fees (15000-4280)- 120 - 129 - 120 - 120 -0%- 120 - 120 - 120 - 120
Interest on A/R (15000-4290/4291)- 200 - 224 - 171 - 186 - 15 9%- 201 - 216 - 231 - 246
Investment Interest (15000-4295)- 2,663 - 2,671 - 1,035 - 1,100 - 65 6%- 1,125 - 1,125 - 1,125 - 1,125
Miscellaneous Income (15000-4390)- 68 - 109 - 36 - 36 -0%- 36 - 36 - 36 - 36
Municipal Plate Fees (15000-4221)- 20 - 24 - 22 - 22 -0%- 22 - 22 - 22 - 22
Surplus (15000-4520)- 119 - -- -- - - -
Tax Penalties (15000-4440)- 698 - 711 - 590 - 625 - 35 6%- 660 - 695 - 730 - 765
TOTAL FIN SERVICES-OTHER REVENUE - 4,732 - 3,970 - 9,762 - 2,248 7,514 -77%- 8,977 - 4,777 - 4,827 - 4,877
128 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – INFORMATION TECHNOLOGY
Services Provided
The Information Technology (IT) Department is
responsible for managing corporate computer systems,
data resources and supporting technology
infrastructure. The IT 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 as
well as project management assistance to maximize
the use of our technology investments and add value to
the business units in their use of information
technology.
2013 Workplan Emphasis
We 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.
We will replace all printers and photocopiers and we
must undertake further, fundamental improvements to
the District’s current infrastructure to achieve reliability
and dependability of existing services.
We will improve access to data resources for business
process improvements including online access to
business transactions, mobile applications for citizens
and provide in the field access for Building Inspectors,
Bylaw Officers and Firefights to allow them to access
and update information in the field and in real time.
Working with the Information Technology Steering
Committee we will redefine the committee’s structure
and strengthen its role in delivering on the IT Strategic
plan and security. With the direction of the IT Strategic
Plan and the IT Steering Committee as a guide, we will
determine how to proceed on Asset Inventory/
Management.
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.
District of Maple Ridge Financial Plan 2013 – 2017 129 | Page
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 decreased by 2% over 2011.
Organization Chart
Director of
Information
Technology
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
130 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – INFORMATION TECHNOLOGY
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Chief Information Officer 1.0 - - - -
Director of Information Technology - 1.0 1.0 1.0 1.0
Manager of Information Services 1.0 - - - -
Business Systems Analyst 1.0 1.0 1.0 1.0 1.0
GIS Coordinator 1.0 1.0 1.0 1.0 1.0
Network Support Specialist 1.0 1.0 1.0 1.0 1.0
Senior Analyst Programmer 2.0 2.0 2.0 2.0 2.0
Network Analyst 2.0 2.0 2.0 2.0 2.0
Systems Analyst II 2.0 2.0 2.0 2.0 2.0
Information Technology Support Specialist 1.0 1.0 1.0 1.0 1.0
System Analyst I 2.0 2.0 2.0 2.0 2.0
User Support Assistant 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalents 16.0 15.0 15.0 15.0 15.0
Budget
The base budgets for 2013-2017 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Information Technology
All figures represent $’000 (thousands)
Comments:
Lease Revenue – Revenue from leasing space on a communications tower began in mid-2011.
Salaries – 2012 budget increase for an additional Network Analyst position. 2013 decrease result of
reorganization; a position moved to CFS Administration
Software Maintenance – Maintenance costs are increasing with addition of software systems and increases for
existing agreements.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Consulting (12310-7005)38 37 32 32 0 0%32 32 32 32
Equipment Maintenance (12310-8030)29 30 88 55 - 33 -37%55 55 55 55
Other Exp (multiple)37 16 26 22 - 5 -17%22 22 22 22
Lease Revenue (12000-100-4310)- 22 - 54 - 45 - 94 - 49 109%- 94 - 94 - 94 - 9 4
Salaries (12310-5500)1,315 1,416 1,531 1,387 - 144 -9%1,407 1,437 1,472 1,507
Salaries Recovery (12310-5400)- 200 - 250 - 298 - 250 48 -16%- 250 - 250 - 250 - 250
Software Maintenance (12310-7070)563 624 693 714 20 3%748 782 816 850
Supplies (12310-6300)51 15 15 15 -0%15 15 15 15
Utilities - Telephone (12000/12310-6520)86 147 109 117 8 7%117 117 117 117
TOTAL INFORMATION SERVICES 1,898 1,980 2,152 1,997 - 155 -7%2,051 2,115 2,184 2,253
District of Maple Ridge Financial Plan 2013 – 2017 131 | Page
CFS – INFORMATION SERVICES
Capital Works Program – Information Services
Section > Project 2013 2014 2015 2016 2017
Technology 1,264 536 941 1,217 413
Amanda Licensing 25 - - - -
Development Tracking Planning 10 - - - -
Equip Purchases – Information Technology Dept. 718 230 391 570 290
Equip Purchases - 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 -
Firehall #3 Connectivity (Data/Voice) 25 - - - -
GIS Infrastructure Package - 75 - - -
Infrastructure Growth 75 50 50 50 50
It Disaster Recovery Infrastructure - - - 97 -
It Fibre GVRD WM Reclam Study 40 - - - -
It Website Redesign Phase 2 - - - - 72
Management Reporting Software Phase 2 - 40 - - -
Online Amanda/Tempest Access In Vehicles 20 - - - -
Online Building Inspections 120 - - - -
Online Fire Inspections 30 - - - -
Plotter Operations 10 - - - -
RecReg4u Enhancement 10 - - - -
Strategic Plan For It Development 20 - - - -
Tablet/Mobile Application For Citizens 30 - - - -
Voting Software - 69 - - -
Website Rebuild 60 - - - -
132 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 60 dedicated paid-on-call firefighters, 48 full-
time firefighters, six chief officers and two administra-
tive support staff.
We rely heavily on cross-training and good communica-
tion to ensure that the department functions efficiently
and effectively. Each of the Assistant Chiefs assumes
responsibility for the operation of the individual fire
halls. In addition to administrative duties, 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.
2013 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 negotiate a mutually acceptable collective
agreement with the career firefighters.
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 elementary school students.
We 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 2013 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 2013 from 2007 pre-construction
values due to mechanical renovations including the installation of a geo-exchange heating and cooling system.
District of Maple Ridge Financial Plan 2013 – 2017 133 | Page
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
In 2012, both Fire Hall #1 and Fire Hall #3 were staffed 24/7 with a total crew of 11.
35.8 36.76
44.36
77.02 76.51 79 75.45 82 84 83 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
134 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
Results for 2012 indicate higher than expected emissions levels. This may be due to a number of factors, including
cold weather. There has been a slight shift to our previous years’ inventory. In 2013, District staff transferred our
corporate GHG emissions data into SMARTTool to ensure our data for past years, developed in advance of current
provincial guidelines, and current years are now in alignment.
0
10
20
30
40
50
60
70
80
2007 2008 2009 2010 2011 2012
Actual tonnes of CO2 equivalent
District of Maple Ridge Financial Plan 2013 – 2017 135 | Page
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 Dennis
TeBoekhorst (TD)
Act Lt. Adam Seward
Graham Wing
Damon Hansen
Cameron Jones
Ryan Vanderjagt
A Watch-Hall #3
Capt Mike Stewart
Brock Vinje
Glenn Ettinger
Jordan Delmonico
Floaters
Travis Cummings
Devin Ramsay
Hall #1
Firefighters
26 Paid-on-call
Assistant Chief
Community and
Support Services
Timo Juurakko
B Watch-Hall #1
Capt Dave Harcus
Lieut Kevin Perkin
Act Lt. Mary Butler
Kevin Barrett
Chris Gaudette
Bryan Vinje
(Floater)
Thomas Kelleher
B Watch-Hall #3
Capt Kevin Harwood (TD)
Jeff Davis
Michael VanDop
Rhys Carmichael
Hall #3
Captains
3 Paid-on-call
Hall #3
Firefighters
11 Paid-on-call
Assistant Chief
Planning and
Prevention
Not Hired
C Watch-Hall #1
Capt Rob
Christensen
Lieut. Jim Sinclair (TD)
Act. Lt. Roy Snow
Marco Bonifazi
Steve Cotter
Shaun Collard
James Clelland
C Watch-Hall #3
Capt. Gary Porter (TD)
Seb Baski
Robert Bruce
Warren Hampton
Assistant Chief
Fire Prevention and
Communications
Mark Smitton
D Watch-Hall #1
Capt Steve Franklin
Lieut. Chris McKee (TD)
Acting Lt. Doug
Armour
Rob MacDonald
Ian Glasgow
Craig Davis
William Marfleet
D Watch-Hall #3
Capt Jim Bevilacqua
Clint Hopper
Cameron Jonat
John Haydu
Hall #2
Captains
6 Paid-on-call
Hall #2
Firefighters
13 Paid-on-call
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Fire Chief 2.0 2.0 2.0 2.0 2.0
Assistant Chief 4.0 4.0 4.0 4.0 4.0
Fire Captain 8.0 9.0 9.0 9.0 9.0
Fire Training Officer 1.0 1.0 1.0 1.0 1.0
Fire Lieutenant 4.0 4.0 4.0 4.0 4.0
Firefighter 35.5 37.0 37.0 37.0 37.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Data Management Coordinator 1.0 1.0 1.0 1.0 1.0
Clerk Typist III 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 57.5 60.0 60.0 60.0 60.0
136 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – FIRE DEPARTMENT
Budget
The base budgets for 2013-2017 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 MasterPlan. Future increases are based on regular wage increases and community growth.
Vehicle Costs – Cost increase reflects increased fuel prices and increases in maintenance.
Program Costs – Increased training costs for a technical rescue program in years 2012 – 2014.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fees (22000-4220)- 47 - 26 - 50 - 50 -0%- 50 - 50 - 50 - 50
Sale of Service (22000-4600/4650)- 12 - 73 -- -- - - -
Total Revenue - 60 - 99 - 50 - 50 -0%- 50 - 50 - 50 - 50
Expense
Contract (22000-7007)128 107 123 129 7 5%131 133 135 137
Equipment (22000/22075-7340)139 188 201 184 - 17 -9%184 184 184 184
Equipment Maintenance (22000-8030)53 56 64 64 0 0%64 64 64 64
Insurance (22000-6210)35 44 22 37 16 71%37 37 37 37
Other Exp (multiple)57 49 44 42 - 2 -4%42 42 42 42
Operating Repairs (22000-8080)201 196 139 139 -0%139 139 139 139
Professional Fees - Other (22000-7050)40 45 43 41 - 2 -5%41 41 41 41
Program Costs (multiple)126 137 140 140 0 0%141 96 90 81
Salaries (multiple)5,886 6,380 6,753 7,144 391 6%7,493 7,947 8,369 8,816
Seminars/Prof Meetings/Train'g (22000-6050)26 21 25 25 -0%25 25 25 25
Service Severance Costs (22000-5150)74 103 131 131 -0%131 131 131 131
Special Projects (22000-6385)0 6 3 -- 3 -100%- - - -
Supplies (multiple)180 223 217 211 - 6 -3%211 211 211 211
Vehicle Costs (22000-6430)165 178 186 190 4 2%195 201 207 212
Wages (22000/22041-5600)506 564 475 488 13 3%501 514 526 539
Total Expense 7,616 8,295 8,567 8,966 399 5%9,336 9,766 10,202 10,661
TOTAL FIRE PROTECTION 7,556 8,197 8,517 8,916 399 5% 9,286 9,716 10,152 10,611
District of Maple Ridge Financial Plan 2013 – 2017 137 | Page
CFS – RMCP/POLICE SERVICES
Services Provided
The Ridge Meadows RCMP Detachment is responsible
for policing in Maple Ridge and Pitt Meadows. The
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 112 members, with 86
assigned to Maple Ridge, 23 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 10 regular members
in integrated (centralized) RCMP services.
45 Municipal employees provide clerical and
administrative support to the detachment for exhibits,
guarding, customer services, records management,
Canadian Police Information Centre support, crime
analysis, court liaison, training and staff development
and volunteer coordination. Our detachment has an
active volunteer base who dedicate themselves to
RCMP programs such as Citizens on Patrol, Citizens
Bike Patrol, Speed Watch, Block Watch and the RCMP
Auxiliary Program.
2013 Workplan Emphasis
We will participate in traffic initiatives to reduce serious
injury by concentrating on both impaired and distracted
driving and by monitoring high crash intersections with
the help of Speed Watch volunteers and conducting
road checks for seatbelt usage.
We will modify and implement ongoing strategies to
address community crime problems by identifying
emerging problems, prolific offenders and trends. We
will initiate undercover projects targeting Dial-a-Dopers,
execute search warrants on “crack shacks” and “stash
houses” and seize firearms through investigations. The
Special Enforcement Unit will manage the local Prolific
and Priority Offender programs as well as review
unsolved historical murder/serious crimes and
domestic violence files and investigations.
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 Increase number of
educational presentations to youth by 15%, expand
mental health tracking and roll out the CIT program. We
will commence a cooking program at the Youth Center
with Youth Services to focus on “at risk” youth with
funding from a “Mounted Police Foundation” grant and
develop/maintain a system to track referrals and
hospital wait times.
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.
Decrease RCMP Building electricity consumption by 4% in 2013 from 2012 values.
138 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 60% of total Criminal Code offences for 2012 and is trending up by 3% as compared to
the same period of 2011. Of interest, offences within this category that experienced decreases were Commercial
Break and Enters (B&E) (-43%), Other B&E (-3%), Fraud (-8%), Possession of Stolen Property (-4%) and Auto Theft (-
1%).
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
District of Maple Ridge Financial Plan 2013 – 2017 139 | Page
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
Not Hired
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
Not Hired 0.5FTE
PRIME Reviewer
Lynda Delainey
Andrea Ferreira
Jenny Lea
Janet Tuka
PRIME Records
Assistant
Heather Kaczor
Municipal Reader
Vicki Castro
Deb Cook
Deb ThompsonSupervisor-Custodial
Guard
Randy Weigel
Custodial Guard II
Brian Kurucz
Gail Blok 0.5 FTE
Graham Purdey 0.5
FTE
Custodial Guard I
2 FTE
Manager of Police
Services –
Operations
Derrick Keist
Volunteer Program
Coordinator
Clint van Blanken
Charlene Winter
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
140 | Page District of Maple Ridge Financial Plan 2013 – 2017
CFS – RMCP/POLICE SERVICES
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position - Municipal Staff 2012 2013 2014 2015 2016
Senior Manager of Police Services – Finance & Administration 1.0 1.0 1.0 1.0 1.0
Manager Police Services - Operations 1.0 1.0 1.0 1.0 1.0
Crime Analyst 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer 1.0 1.0 1.0 1.0 1.0
Computer Support Specialist 2.0 2.0 2.0 2.0 2.0
Records Supervisor 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Information & Privacy Coordinator 1.0 1.0 1.0 1.0 1.0
Media Relations Training Coordinator 1.0 1.0 1.0 1.0 1.0
Municipal Reader 3.0 3.0 3.0 3.0 3.0
Volunteer Program Coordinator 2.0 2.0 2.0 2.0 2.0
Administrative Support Assistant 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer Assistant 1.0 1.0 1.0 1.0 1.0
Exhibit Custodian 1.0 1.0 1.0 1.0 1.0
Fleet Exhibit Coordinator 1.0 1.0 1.0 1.0 1.0
PRIME Records Assistant 1.0 1.0 1.0 1.0 1.0
Clerk Typist III 2.0 2.0 2.0 2.0 2.0
CPIC Operator 2.0 2.0 2.0 2.0 2.0
Crime Reduction Unit Secretary 1.0 1.0 1.0 1.0 1.0
GIS Secretary 1.0 1.0 1.0 1.0 1.0
Information Officer 2.0 2.0 2.0 2.0 2.0
PRIME Operator 1.5 1.5 1.5 1.5 1.5
PRIME Reviewer 4.0 4.0 4.0 4.0 4.0
Clerk Traffic Front Counter 1.0 1.0 1.0 1.0 1.0
Clerk II 2.0 2.0 2.0 2.0 2.0
Clerk Typist II 1.0 1.0 1.0 1.0 1.0
Receptionist 1.0 1.0 1.0 1.0 1.0
Supervisor-Custodial Guard 1.0 1.0 1.0 1.0 1.0
Custodial Guard II 2.0 2.0 2.0 2.0 2.0
Custodial Guard I 2.0 2.0 2.0 2.0 2.0
Other 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 44.5 44.5 44.5 44.5 44.5
RCMP Approved Positions 06-07 07-08 08-09 09-10 10-11 11-12 12-13 13-14 14-15
Maple Ridge - Regular Contract 81.3 86.3 82.3 82.3 84.0 84.0 87.0 89.0 90.0
Maple Ridge - Community Safety Officers - - 3.0 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 5.8
Emergency Response Team* 2.3 2.3 2.3 2.3 2.3 3.2 3.2 3.2 3.2
Integrated Homicide Investigation Team* 3.1 3.1 3.1 3.1 3.1 3.9 3.9 3.9 3.9
Total Maple Ridge 86.7 91.7 95.7 95.7 97.4 99.9 102.9 104.9 105.9
Pitt Meadows - Regular Contract 19.4 19.4 20.4 20.4 21.0 22.0 23.0 23.0 23.0
Pitt Meadows - Integrated Teams* 0.9 0.9 2.0 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 0.0 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 110.3 115.3 121.4 121.4 123.4 126.9 130.9 132.9 133.9
* Positions are calculated using the budgeted strength for the team multiplied by municipalities’ portion of the costs
** RCMP Contract ends March 31
District of Maple Ridge Financial Plan 2013 – 2017 141 | Page
CFS – RMCP/POLICE SERVICES
Budget
The base budgets for 2013-2017 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 in 2011 – 2012.
Contract – 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, an
Emergency Response Team, Forensic Identification, a Dog Unit and a Traffic Reconstruction Unit. The budget
includes additional members each year. Funding from the Police Services Reserve is used to manage the impact
to General Revenue. For 2013, three additional police officers have been provided for.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fines (21000-4240)- 127 - 119 - 48 - 48 -0%- 48 - 48 - 48 - 48
Lease Revenue (21000-4310)29 - 55 - 27 - 27 -0%- 27 - 27 - 27 - 27
Other Grant (Conditional) (21000-4258)- 957 - 1,048 - 1,098 - 1,044 54 -5%- 1,059 - 1,074 - 1,098 - 1,122
Program Fees (21000-4230)- -- 10 -10 -100%-- 10 - 10 - 10
Prov. Grant (Conditional) (21150-102-4252)- 89 - 75 - 53 - 71 - 19 36%- 71 - 71 - 71 - 71
Recovery (21130-5300)- 33 - 31 - 32 - 32 -0%- 32 - 32 - 32 - 32
Sale of Service (21000-4600/4650)- 211 - 258 - 146 - 170 - 24 16%- 170 - 170 - 170 - 170
Total Revenue - 1,388 - 1,585 - 1,414 - 1,393 21 -1%- 1,408 - 1,432 - 1,456 - 1,480
Expense
Contract (21000/21100-7007)12,703 13,607 14,670 15,680 1,010 7%16,902 17,730 18,645 19,760
Auxillary (21120-7015)18 21 52 25 - 28 -53%25 25 25 25
Other Exp (multiple)103 120 99 117 19 19%118 118 119 120
Insurance (21000-6210)21 22 24 23 - 0 -1%23 23 23 23
Maintenance - Buildings (21100-8060)271 314 323 323 0 0%323 323 324 324
Other Outside Services (21140-7051)918 918 917 917 -0%917 917 945 973
Salaries (multiple)2,861 2,956 3,052 3,062 10 0%3,124 3,193 3,270 3,349
Service Severance Costs (21000/21100-5150)25 30 39 39 -0%39 39 39 39
Supplies (21000/21100-6300)53 52 30 35 5 17%35 35 35 35
Utilities - Telephone (21100-6520)44 44 45 45 -0%45 45 45 45
Total Expense 17,016 18,084 19,251 20,267 1,016 5%21,551 22,449 23,470 24,692
TOTAL POLICE SERVICES 15,627 16,499 17,838 18,875 1,037 6% 20,144 21,017 22,014 23,212
142 | Page District of Maple Ridge Financial Plan 2013 – 2017
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 mainte-
nance of municipal utility and street infrastructure. A
summary of some of the 2012 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
2013-2017 planning period.
The subsequent pages in the PWDS section will provide
information on the departments reporting to this divi-
sion, including staffing, 2013 workplan highlights,
performance measurements and budgets. The depart-
ments within this section are Administration, Engineer-
ing, Licences, Permits and Bylaws, Operations, Planning
and our partnership with the Ridge Meadows Recycling
Society.
Select 2012 Division Accomplishments
Pedestrian safety and visibility enhancements for the
seniors’ area on 224 Street included 4-way stop
installation, modifications to landscaping, sidewalk
improvements, new cross walks, total repave and
relining of street, improved signage and pedestrian
activated signal.
Extensive Policy work included the Building Bylaw,
Animal Control Bylaw, Business Licence Bylaw, Inter-
Municipal Licence Bylaw, Area Planning Report –
Hammond, Albion Flats exclusions with ALC, North
Albion Density Review, Initiated Regional Context
Statement, Amenity Zoning Review, Commercial/
Industrial Review, North Albion Servicing Review,
Transportation Review, Resident Only Parking Policy.
Floodplain Fill Policy, Customer Service Standards
Implementation and Environmental issues - e.g.
Fisheries Act Amendments.
Completed major walkability and traffic calming
projects on 240 Street/Hill Avenue, Larch Avenue,
122 Avenue (216 Street to 221 Street), 232 Street
(124 Avenue to 128 Avenue), Abernethy Way
pathway (at 228 Street), River Road, 124 Avenue and
a corridor review of 132 Avenue.
Multiple roads were paved as part of the Pavement
Rehabilitation Program and several major culverts
were replaced.
Supported implementation of the Town Centre
Investment Incentive Program and continued work
around the ‘Smart Growth on the Ground’ plan.
Efficiency/Effectiveness Initiatives
Alternative funding sources and savings were
achieved through leveraging funding from senior
agencies and local improvements.
Due to the excellent working relationship with CUPE,
staffing savings have been achieved by adjusting
timing of shifts, using time-duration staff, temporary
staff for building inspections, ongoing vacant position
reviews, cross-department collaboration, review and
processing of development applications and staff
cross training.
Implemented several equipment and innovative tech-
nological changes: installed large diameter road cul-
vert in-situ liners that provide structural integrity to
failing drainage culverts, purchased a thermo plastic
line-painting hand machine enabling crews to replace
only worn sections of cross walks and stop bars, com-
pleted multiple pipe lining of road cross culverts and
underground sewers which has reduced replacement
costs and traffic/surface disruption, proactive ultra-
sonic non-destructive testing equipment for water-
main leaks and increased the crack-sealing program.
Recycling efficiencies were achieved by expanding
the range of items accepted at the depot as a result
of new Extended Producer Responsibility (EPR)
programs, partnering with Parks & Leisure to
administer education for the new Bear Aware
Program, providing drop off/recycling for toilets as
part of the rebate program, increasing community
awareness and participation with the 40 Anniversary
party on Earth Day and targeting waste reduction
initiatives at events with the Zero Waste Stations.
Business Perspective
The interest in the Town Centre Incentive Program
and the priority processing of applications has been
significant. Large complex developments require
significant resource allocation.
The complexity and overall volume of development
activity continues to increase, although it is predicted
that the market will be tempered with caution in
2013.
Reliance on other agency timing and funding (e.g.:
ALC, School District, Abernethy, Albion overpass, 240
Street crossing to Silver Valley) can significantly
impact schedules.
Technological advances impacting public demands
(e.g.: email, online services).
Traffic related issues remain prominent.
Erratic climate conditions provide for considerable
uncertainty.
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.
Public consultation to ensure residents are engaged
and informed remains at the forefront of capital
projects.
District of Maple Ridge Financial Plan 2013 – 2017 143 | Page
PWDS – ADMINISTRATION
Services Provided
The Public Works & Development Services (PWDS)
Administration Division is responsible for carrying out
corporate initiatives as directed by Council. This section
of the PWDS division provides leadership in the
implementation of services including 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.
2013 Workplan Emphasis
The 2013 workplan for the departments of this division
are identified on the following pages.
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
& Construction
Jeff Boehmer
Director of
Licences, Permits
and Bylaws
Liz Holitzki
Manager of
Inspection Services
Stephen Cote Rolvink
Director of
Engineering
Operations
Russ Carmichael
Superintendent of
Roads and Fleet
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.
144 | Page District of Maple Ridge Financial Plan 2013 – 2017
PWDS – ADMINISTRATION
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
GM Public Works & Development Services 1.0 1.0 1.0 1.0 1.0
Senior Development Service Technician 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 2.0 2.0 2.0 2.0
Budget
The base budgets for 2013-2017 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 2014 – 2017 there is funding to address costs associated with community growth for this
division. There is no growth provision in 2013. The Business Support Analyst was transferred to Licences, Permits
& Bylaws in 2012.
Legal – Legal fees budgeted in Clerks, but expenses charged to department incurring the expense.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Conventions & Conferences (31010-6051)20 25 29 29 -0%29 29 29 29
Legal (31010-7030)57 66 -- -- - - -
Memberships (multiple)16 24 18 18 -0%18 18 18 18
Salaries (31010-5500)282 304 387 315 - 72 -19%386 457 529 601
Supplies (31010/32000-6300)2 4 4 4 -0%4 4 4 4
TOTAL PWDS-ADMIN 377 423 438 366 - 72 -16% 437 508 580 652
District of Maple Ridge Financial Plan 2013 – 2017 145 | Page
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 infra-
structure to support the ongoing growth within Maple
Ridge.
Workplan Emphasis
We will continue with transportation and traffic
management initiatives by undertaking various traffic
calming and corridor management evaluations,
sourcing of external agency funding to augment District
funds to enhance the overall transportation system,
working with TransLink Travel Smart Program to bring
the program to two schools, monitoring and evaluating
20 intersections’ capacity and effectiveness and
promoting and educating the public on the use of traffic
circles/roundabouts
We will implement the annual Capital Works Plan and
continue to enhance project delivery of all components
through better project definition and consideration of
lifecycle costing. Significant capital projects for 2013
include replacement of the 232 Street bridge over the
North Alouette River, a Local Area Service (LAS) sanitary
sewer extension to 256 Street, upgrading traffic
counting hardware and software, installing emergency
pre-emption devices at intersections, selecting and
upgrading 10 bus stop pads for accessibility and
implementing the illuminated street name sign
program.
We will seek to advance new or complete in-progress
master planning initiatives by evaluating plans related
to District utilities, reviewing water metering practices
and developing plans to ensure storm water
management and sanitary sewer service goals are met.
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. 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.
We will manage gravel permitting and monitoring and
renew the gravel agreement.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Ensure infrastructure serves the community in a manner that maintains health, safety and quality of life.
146 | Page District of Maple Ridge Financial Plan 2013 – 2017
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. With Maple
Ridge’s population increases and many other influences outside the control of the District, the targeted accident
reduction was not achieved. Maple Ridge will continue to provide road safety improvements in partnership with ICBC
with promoted road safety education with help from the RCMP.
Status
Source: ICBC, Business Intelligence Competency Centre; counts rounded to the nearest 5; crashes in parking lots or
involving parked vehicles are excluded. In 2012, 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
Subdivision
Development
Technologist
Andrew Lackner
Engineering
Inspector III
Paul Cillis
Not Hired
Manager of Design
& Construction
Jeff Boehmer
Senior Project
Engineer
Maria Guerra
Engineering
Technologist-Projects
Velimir Stetin
Engineering
Technologist I
Shahrzad Honarmand
Rachel Ollenberger
Manager of
Utility Engineering
Joe Dingwall
Instrumentperson II
Lee Madeiros
Instrumentperson I
Not Hired
Rodperson
Vern Tamke
Geomatics
Supervisor
Wilson Liu
Draftsperson II
George Irwin
Pablo Martin
Brian Waunch
Not Hired
Engineering
Technologist I
Not Hired
Development
Services Technicians
Mary Clarke
Nola van der Pauw
Traffic &
Transportation
Technologist
Michael Eng
Traffic
Technician
Not Hired
0
500
1000
1500
2000
2500
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
# of traffic accidents Target
District of Maple Ridge Financial Plan 2013 – 2017 147 | Page
PWDS – ENGINEERING
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Municipal Engineer 1.0 1.0 1.0 1.0 1.0
Manager of Utility Engineering 1.0 1.0 1.0 1.0 1.0
Manager of Design and Construction 1.0 1.0 1.0 1.0 1.0
Manager of Infrastructure Development 1.0 1.0 1.0 1.0 1.0
Senior Project Engineer 1.0 1.0 1.0 1.0 1.0
Geomatics Supervisor 1.0 1.0 1.0 1.0 1.0
Traffic & Transport Technologist 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 5.0 5.0 5.0 5.0 5.0
Engineering Inspector III 2.0 2.0 2.0 2.0 2.0
Subdivision Development Technologist 1.0 1.0 1.0 1.0 1.0
Traffic Technician 1.0 1.0 1.0 1.0 1.0
Draftsperson II 4.0 4.0 4.0 4.0 4.0
Instrumentperson II 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Instrumentperson I 1.0 1.0 1.0 1.0 1.0
Development Services Technician 2.0 2.0 2.0 2.0 2.0
Engineering Project Clerk 1.0 1.0 1.0 1.0 1.0
Rodperson 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 28.0 28.0 28.0 28.0 28.0
Budget
The base budgets for 2013-2017 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:
Salaries / Salaries Recovery – Position salaries are unchanged for Budget 2012 to Budget 2013. The increase is
due to elimination of allocation of expense to capital projects. 2012 actuals were low due to unfilled positions.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Collections (32100-4130/4131)- 17 - 8 -- -- - - -
Fees (multiple)- 617 - 633 - 335 - 335 -0%- 335 - 335 - 335 - 335
Permits (32100/33100-4445)- 145 - 169 - 132 - 132 -0%- 132 - 132 - 132 - 132
Sales (multiple)- 564 - 538 - 525 - 525 0 0%- 525 - 525 - 525 - 525
Soil Deposit Fees (32100-4219)- 32 - 14 -- -- - - -
Total Revenue - 1,375 - 1,362 - 992 - 992 0 0%- 992 - 992 - 992 - 992
Expense
Consulting (32100-7005)49 42 119 86 - 33 -28%86 86 86 86
Other Outside Services (32100-7051)9 9 10 10 -0%10 10 10 10
Salaries (multiple)2,268 2,183 2,322 2,550 228 10%2,601 2,659 2,725 2,790
Salaries Recovery (32100-5400/5450)- 992 - 1,029 - 1,035 - 1,154 - 118 11%- 1,176 - 1,202 - 1,230 - 1,259
Service Severance Costs (32100-5150)60 57 73 73 -0%73 73 73 73
Supplies (multiple)40 45 54 54 - 0 0%54 54 54 54
Vehicle Charges (32100-7400)64 67 66 67 1 1%69 71 73 76
Total Expense 1,499 1,374 1,608 1,685 77 5%1,717 1,751 1,790 1,829
TOTAL ENGINEERING 124 12 616 693 77 12% 725 759 798 837
148 | Page District of Maple Ridge Financial Plan 2013 – 2017
PWDS – LICENCES, PERMITS AND 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 as well as
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.
2013 Workplan Emphasis
We will implement an Inter-Municipal Business Licence
for contractors and establish a process for scanning of
building plans and documents.
We will assist the Fire Department with the vacant
property and derelict building initiative.
We will review and update numerous bylaws including:
Solid Waste bylaw, Untidy Unsightly bylaw, working with
the Parks & Facilities department the Parks bylaw,
assist the Operations department with a Boulevard
Maintenance Bylaw.
Performance Measurement
KEY PERFORMANCE MEASURES (mapleridge.visiblestrategies.com)
Ensure dog owners contribute toward the cost of animal control.
Process permit applications efficiently and effectively.
District of Maple Ridge Financial Plan 2013 – 2017 149 | Page
PWDS – LICENCES, PERMITS & BYLAWS
HIGH-LEVEL COMMUNITY GOALS
Bylaw Complaints Concluded
Target Statement
Ensure public compliance with Municipal bylaws.
Overview
A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with the RCMP,
SPCA, Ministry of Health, Community Outreach, Downtown Parking Association, Business Improvement Association,
Adopt-a-Block Society and other agencies. A 2008 priority involved work towards the development of a new animal
shelter, implementation of a comprehensive dog licensing program and completion of the corresponding new
animal services business plan.
Status
2012 Complaints received - 2,524
2012 Complaints concluded - 1,478
Files are not necessarily concluded in the same month that they are received.
0
20
40
60
80
100
2005 2006 2007 2008 2009 2010 2011 2012
% of Bylaw Complaints Concluded Target
150 | Page District of Maple Ridge Financial Plan 2013 – 2017
PWDS – LICENCES, PERMITS AND BYLAWS
Organization Chart
Director of
Licences, Permits
and Bylaws
Liz Holitzki
Administrative/
Program Assistant
Jaci Diachuk
Manager of
Inspection Services
Stephen Côté-
Rolvink
Site Grading
Technologist
Not Hired
Building Inspector I
Mark Kozlik
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
Manager of Bylaws
and Licences
Robin MacNair
Senior Licence
Inspector/Bylaw
Enforcement Officer
Barb Melnick
Licence Inspector/
Bylaw Enforcement
Officer
Anna Lavia
Tyler Lunn
Treena Martin
John Orr
Not Hired 0.5 FTE
Bylaw Enforcement
Officer
Shawn Matsui
Bylaw
Enforcement Clerk
Sian Kane
Lynn Marchand
Kristen Neratini
Business Support
Analyst
David Stevenson
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director Licences, Permits & Bylaws 1.0 1.0 1.0 1.0 1.0
Manager of Inspection Services 1.0 1.0 1.0 1.0 1.0
Manager of Bylaws and Licences - 1.0 1.0 1.0 1.0
Bylaw Services Supervisor 1.0 - - - -
Building Inspector I 3.0 3.0 3.0 3.0 3.0
Electrical Inspector 2.0 2.0 2.0 2.0 2.0
Trades Inspector 3.0 3.0 3.0 3.0 3.0
Site Grading Technologist 1.0 1.0 1.0 1.0 1.0
Business Support Analyst 1.0 1.0 1.0 1.0 1.0
Plan Checker II 3.0 3.0 3.0 3.0 3.0
Senior Licence Inspector/Bylaw Officer 1.0 1.0 1.0 1.0 1.0
Licence Inspector/Bylaw Officer 4.5 4.5 4.5 4.5 4.5
Plan Checker I 1.0 1.0 1.0 1.0 1.0
Bylaw Enforcement Officer 1.0 1.0 1.0 1.0 1.0
Administrative/Program Assistant 1.0 1.0 1.0 1.0 1.0
Development Services Technician 3.0 3.0 3.0 3.0 3.0
Bylaw Enforcement Clerk 3.0 3.0 3.0 3.0 3.0
Full-Time Equivalent 30.5 30.5 30.5 30.5 30.5
District of Maple Ridge Financial Plan 2013 – 2017 151 | Page
PWDS – LICENCES, PERMITS & BYLAWS
Budget
The base budgets for 2013-2017 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 remained slow in 2012. 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 – Trades Inspector budget moved to Inspections from Water Utility in 2013.
Financial Plan – Licences and Bylaws
All figures represent $’000 (thousands)
Comments:
Salaries – Costs for the Business Support Analyst have been transferred from PWDS Administration.
Contract – SPCA contract increase at 2.7% per year. Spay Neuter subsidy ends in 2014.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Other Rev (multiple)- 17 - 17 - 15 - 1 5 -0%- 15 - 15 - 15 - 15
Permits (24000-4445)- 1,470 - 1,286 - 1,734 - 1,734 -0%- 1,734 - 1,734 - 1,734 - 1,734
Total Revenue - 1,487 - 1,303 - 1,749 - 1,749 -0%- 1,749 - 1,749 - 1,749 - 1,749
Expense
Other Exp (multiple)4 12 4 7 3 85%7 7 7 7
Salaries (multiple)1,374 1,390 1,381 1,482 101 7%1,512 1,546 1,584 1,622
Supplies (24000-6300)51 62 47 47 0 0%47 47 48 48
Vehicle Charges (24000-7400)49 50 52 52 1 1%54 55 57 59
Total Expense 1,479 1,513 1,483 1,588 105 7%1,620 1,656 1,696 1,736
TOTAL INSPECTIONS - 8 210 - 265 - 160 105 -40%- 128 - 93 - 53 - 13
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Administration Fee (25000-4651)- 5 - 18 - 5 - 5 -0%- 5 - 5 - 5 - 5
Business Licences (53300-4342)- 595 - 610 - 575 - 575 -0%- 575 - 575 - 575 - 575
Fees (27000-4220)- 54 - 51 - 5 5 - 55 -0%- 55 - 55 - 55 - 55
Fines (multiple)- 52 - 52 - 6 3 - 63 1 -1%- 63 - 63 - 63 - 63
Licences (26000-4340)- 238 - 268 - 280 - 280 -0%- 280 - 280 - 280 - 280
Recovery - Other (25000-4372)- 5 -- 1 0 - 10 -0%- 10 - 10 - 10 - 10
Total Revenue - 950 - 997 - 988 - 988 1 0%- 988 - 988 - 988 - 988
Expense
Contract (multiple)339 357 394 403 10 3%414 389 400 411
Legal (53300-7030)34 72 -- -- - - -
Other (multiple)1 7 11 6 - 5 -45%6 6 6 6
Supplies (multiple)82 96 53 53 0 0%53 53 53 53
Salaries (multiple)1,010 1,014 1,075 1,087 12 1%1,109 1,134 1,162 1,190
Vehicle Charges (25000-7400)29 32 22 22 0 1%23 24 24 25
Total Expense 1,495 1,579 1,554 1,571 17 1%1,604 1,605 1,645 1,685
TOTAL LICENCES AND BYLAWS 546 581 566 583 18 3% 617 618 657 697
152 | Page District of Maple Ridge Financial Plan 2013 – 2017
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.
2013 Workplan Emphasis
We will conduct a fleet review of rates, revenues and
efficiencies. We will install eight electric vehicle
charging stations and purchase three electric vehicles.
We will conduct infrastructure condition assessment
strategies for road, storm, sanitary and water assets.
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 undertake a pavement condition review
including cracking, roughness and replacement
predictions and we will undertake roadwork projects
including road resurfacing locations throughout the
District.
We will commission four bulk water fill spigots at two
locations (Jackson Road, Lilley Drive) and decommis-
sion two bulk water fill locations (102 Avenue, 256
Street).
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).
Decrease Operations Centre electricity consumption in 2013 by 5% from 2012 levels.
District of Maple Ridge Financial Plan 2013 – 2017 153 | Page
PWDS – OPERATIONS CENTRE
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 379 kilometres of watermains.
Status Report
The 2012 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 270 kilometres of
gravity sanitary sewer.
Status Report
The 2012 data point represents an estimate.
0.3
0.7
0.5 0.6
0.3 0.4 0.2 0.25 0.06 0.12
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
0.75
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
154 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
Superintendent of
Roads and Fleet
Walter Oleschak
Fleet System
Technician
Melissa Serafin
Foreman III
Calvin Richmond
Foreman II
Scott Ferguson
Not Hired
Equipment Op III/
Foreman II
Frank Gratzer
Equipment
Operator IVb
Gary Gladue
Equipment
Operator IVa
Terry Clarke
Equipment
Operator III
Richard Isley
Marc Tougas
Truck Driver III
Ed Vincent
Sign Maintainer
Wade Hewson
Brad Slaughter
Labourer
Vivian Dunetz
Barry Johnson
Cliff Shea
Bob Villeneuve
Not Hired
+ 1 FTE
Tradesperson
Foreman
Rob Dorrell
Tradesperson II
Mechanic
Dave Dipalo
George Veltin
Apprentice Mechanic
Chris Middleton
Engineering
Inspector III
Ron Guy
Superintendent of
Sewerworks
Bernie Serne
Engineering
Technologist I
Not Hired
Foreman III
Tom Todd
Equipment
Operator V
David Poag
Foreman II
Stan Bitcon
Everett Wicklund
Equipment
Operator III
Trevor Brown
Equipment
Operator IVa
Wayne Levere
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
+ 2 FTE
Manager
Electro/Mechanical
Victor Negoita
Foreman II
Tom Varcoe
Tradesperson II
Electrician
Mike Gjaltema
Electronics Tech
Bruce Gailling
Mark Fiehn
Mitch Stripp
Labourer
Greg Hamilton
Manager of
Procurement
Daniela Mikes
Administrative
Assistant
Susie Hillier
Clerk II
Gail Pound
Sarah Hawkins
Barbara Bradbury
0.8 FTE
Sari Stanley 0.6 FTE
Purchasing
Supervisor
Nichole Walsh
Buyer
Nathan Hearts
Storekeeper II
Craig Maitland
Yardperson II
Barry Ward
Superintendent of
Waterworks
Ed Mitchell
Engineering
Technologist I
Davin Wilson
Foreman III
Sandy Blakeway
Water System
Operator
Sam Wilson
Meter Maintenance
Worker
Daryl Veasey
Foreman II
Aaron McCurry
Equipment
Operator IVa
Val Silva
Maintenance
Worker Utilities
Marco Giacometti
Kelly Guest
Trevor Hollman
James McMillan
Truck Driver III
Ken Marfleet
Labourer
2.5 FTE
Water Maintenance
Worker
John Blakeman
Kris Schmidt
Aaron Schramm
0
20
40
60
80
100
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012
% of roads in acceptable condition Target
District of Maple Ridge Financial Plan 2013 – 2017 155 | Page
PWDS – OPERATIONS CENTRE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director of Engineering Operations 1.0 1.0 1.0 1.0 1.0
Manager Electro/Mechanical 1.0 1.0 1.0 1.0 1.0
Manager of Procurement 1.0 1.0 1.0 1.0 1.0
Superintendent of Roads & Fleet 1.0 1.0 1.0 1.0 1.0
Superintendent of Sewerworks 1.0 1.0 1.0 1.0 1.0
Superintendent of Waterworks 1.0 1.0 1.0 1.0 1.0
Engineering Technologist I 2.0 2.0 2.0 2.0 2.0
Purchasing Supervisor 1.0 1.0 1.0 1.0 1.0
Tradesperson Foreman 1.0 1.0 1.0 1.0 1.0
Engineering Inspector III 1.0 1.0 1.0 1.0 1.0
Foreman III 3.0 3.0 3.0 3.0 3.0
Tradesperson II - Mechanic 3.0 2.0 2.0 2.0 2.0
Tradesperson II – Electrician 1.0 1.0 1.0 1.0 1.0
Water System Operator 1.0 1.0 1.0 1.0 1.0
Foreman II 6.0 6.0 6.0 6.0 6.0
Foreman II/Equipment Operator III 1.0 1.0 1.0 1.0 1.0
Buyer 1.0 1.0 1.0 1.0 1.0
Apprentice – Mechanic - 1.0 1.0 1.0 1.0
Storekeeper II 1.0 1.0 1.0 1.0 1.0
Electronics Technician 3.0 3.0 3.0 3.0 3.0
Equipment Operator IVA/Truck Driver III 1.0 1.0 1.0 1.0 1.0
Equipment Operator IVA 4.0 4.0 4.0 4.0 4.0
Meter Maintenance Worker 1.0 1.0 1.0 1.0 1.0
Equipment Operator V 1.0 1.0 1.0 1.0 1.0
Equipment Operator IVB 1.0 1.0 1.0 1.0 1.0
Maintenance Worker Utilities 5.0 6.0 6.0 6.0 6.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Fleet System Technician - 1.0 1.0 1.0 1.0
Water Maintenance Worker 3.0 3.0 3.0 3.0 3.0
Fleet Maintenance Coordinator/Clerk Typist III 1.0 - - - -
Equipment Operator III 3.0 3.0 3.0 3.0 3.0
Labourer 14.0 13.5 13.5 13.5 13.5
Truck Driver III 2.0 2.0 2.0 2.0 2.0
Yardperson II 1.0 1.0 1.0 1.0 1.0
Sign Maintainer 2.0 2.0 2.0 2.0 2.0
Clerk II 3.3 3.4 3.4 3.4 3.4
Full-Time Equivalent 74.3 74.9 74.9 74.9 74.9
156 | Page District of Maple Ridge Financial Plan 2013 – 2017
PWDS – OPERATIONS CENTRE
Budget
The base budgets for 2013-2017 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 – 2012 actuals and future budgets have been increased to reflecting rising price of fuel.
Special Projects – 2012 budget contained funding committed to specific projects that were to be completed in
2012. However, many were not completed in 2012 and will need to be added to the 2013 budget in future
amendments.
Financial Plan – Private Service
All figures represent $’000 (thousands)
Comments:
None.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Contributions from Others (30000-4820)- 9 - 13 - 30 - 30 -0%- 30 - 30 - 30 - 30
Fees (39000-4220)- 6 - 24 - 10 - 10 -0%- 10 - 10 - 10 - 10
Fuel Sales (33200-7361)- 427 - 418 - 430 - 443 - 13 3%- 456 - 469 - 482 - 495
GVTA Grant - Roads (33100-4260/4261)- 758 - 470 - 863 - 863 -0%- 863 - 863 - 863 - 863
Preservice Fees (35300-4460)- -- 26 - 26 -0%- 26 - 26 - 26 - 26
Prov. Grant (Unconditional) (33100-4253)11 - 110 -- -- - - -
Total Revenue - 1,189 - 1,035 - 1,359 - 1,372 - 13 1%- 1,385 - 1,398 - 1,411 - 1,424
Committee Costs (33100-6045)10 6 10 10 -0%10 10 10 10
Environmental Costs (33100-6320)15 8 20 20 -0%20 20 20 20
Equipment Maintenance (30000-8030)583 611 551 552 1 0%557 562 569 575
Fuel (33200-7360)851 901 893 920 27 3%947 973 1,000 1,027
Insurance (multiple)126 143 164 173 9 5%178 182 187 191
Maintenance - General (multiple)4,706 4,706 4,584 4,635 51 1%4,768 4,886 5,008 5,133
Salaries (multiple)991 1,048 1,336 1,340 3 0%1,366 1,396 1,429 1,463
Special Projects (33100-6385)177 406 1,018 305 - 713 -70%165 305 165 145
Supplies (multiple)125 150 90 91 1 1%92 94 95 97
Training (33100-6400)24 19 24 24 -0%24 24 24 24
Vehicle Chgs Contra (Mtce) (33200-7405)- 1,657 - 1,766 - 1,273 - 1,296 - 23 2%- 1,321 - 1,348 - 1,375 - 1,403
Vehicle Chgs Contra (Replacmt) (33200-7410)- 1,013 - 1,078 - 1,198 - 1,235 - 37 3%- 1,286 - 1,383 - 1,438 - 1,494
Vehicle Costs (33100-6430)12 1 -- -- - - -
Total Expense 4,950 5,156 6,220 5,538 - 681 -11%5,520 5,722 5,695 5,789
TOTAL OPERATIONS 3,761 4,121 4,860 4,166 - 694 -14% 4,135 4,324 4,284 4,365
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Access Culverts (33300-4481)- 21 - 28 -- -- - - -
Curb Let Down/Rd Extension (33300-4160)- 18 - 54 - 37 - 37 - 0 0%- 37 - 37 - 3 7 - 38
Ditch Enclosures (33300-4482)- 4 - -- -- - - -
Private Xing /Frontage /Storm (33300-4480)- 42 - 129 - 69 - 70 - 0 0%- 71 - 72 - 7 3 - 74
TOTAL OP-PRIVATE SERVICE - 86 - 211 - 106 - 106 - 0 0%- 108 - 109 - 110 - 112
District of Maple Ridge Financial Plan 2013 – 2017 157 | Page
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 4.6% to cover regional treatment costs as
well as local operating and capital costs.
Special Projects – 2012 budget contained funding committed to specific projects that were to be completed in
2012. However, many were not completed in 2012 and will need to be added to the 2013 budget in future
amendments.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Contributions from Others (60000-4820)- - -- -- - - -
Investment Interest (60000-4295)- 116 - 114 - 63 - 63 -0%- 63 - 63 - 63 - 63
M.F.A. Discharge (64000-4380)- 9 - -- -- - - -
Parcel Charges (61000-4420)- 802 - 822 - 842 - 832 11 -1%- 845 - 862 - 879 - 897
Private Service Connections (multiple)- 30 - 221 - 103 - 103 - 0 0%- 105 - 106 - 108 - 110
Prov. Grant (Unconditional) (61000-102-4253)- 124 - -- -- - - -
Sale of Service (61000-4600)- 216 - 261 - 303 - 276 28 -9%- 288 - 301 - 315 - 330
Sales (61000-4510)- 6,505 - 6,944 - 6,666 - 7,374 - 708 11%- 7,840 - 8,365 - 9,343 - 9,940
Total Revenue - 7,802 - 8,361 - 7,977 - 8,647 - 670 8%- 9,141 - 9,698 - 10,708 - 11,340
Expense
Admin Fees (61000-101-6005)3,198 3,366 3,366 3,508 142 4%3,618 3,786 3,955 4,123
Appropriation of Surplus (61000-9010)- 689 - 17 - 17 - 53 - 36 207%243 815 1,601 1,559
Contract (64000-7007)1,993 2,093 2,093 2,113 20 1%2,212 2,312 2,411 2,511
Contribution to own Reserves (64000-9020)305 63 - 826 -826 -100%- - - -
Insurance (61000-6210)45 41 58 58 1 1%58 58 58 58
Maintenance - Buildings (62000-8060)274 302 288 289 1 0%294 300 307 314
Maintenance - General (62000/63000-8056)283 333 341 352 11 3%369 385 403 420
Other (multiple)51 56 62 62 0 0%62 62 62 62
Private Connections - Preservice (61000-8011)17 6 14 14 0 0%14 14 14 14
Salaries (61000-5500/5100)180 245 305 307 1 0%313 319 327 335
Salary Transfers (61000-5450)580 621 624 623 - 2 0%634 646 659 673
Service Severance Costs (60000-5150)8 10 13 13 -0%13 13 13 13
Small Tools & Equipment (61000-7390)13 28 11 11 0 1%11 11 12 12
Special Projects (61000-6385)229 201 1,016 125 - 891 -88%125 125 125 125
Total Expense 6,488 7,349 7,346 7,420 74 1%7,966 8,848 9,947 10,219
Transfers
Transfer to Capital Funds (multiple)477 245 551 1,147 596 108%1,096 770 681 1,041
Transfers Out (multiple)99 80 80 80 -0%80 80 80 80
Total Transfers 576 325 631 1,227 596 94%1,176 850 761 1,121
TOTAL SEWER UTILITY - 737 - 687 - - -- - - -
158 | Page District of Maple Ridge Financial Plan 2013 – 2017
PWDS – OPERATIONS CENTRE
Financial Plan – Water Utility
All figures represent $’000 (thousands)
Comments:
Parcel Charges/Sales of Services/Sales – The 2013 budget reflects a 5.5% rate increase and an update to the
number of units that are connected to water. The 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 – 2012 budget contained funding committed to specific projects that were to be completed in
2012. However, many were not completed in 2012 and will need to be added to the 2013 budget in future
amendments.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Federal Grant (Conditional) (multiple)-- 9 -- -- - - -
Fines (71000-4240)- 35 - 29 - 18 - 18 -0%- 18 - 18 - 18 - 18
Investment Interest (70000-4295)- 144 - 135 - 80 - 80 -0%- 80 - 80 - 80 - 80
Parcel Charges (71000-4420)- 77 - 83 - 101 - 95 6 -6%- 103 - 113 - 123 - 134
Private Connections (multiple)- 393 - 692 - 266 - 267 - 1 0%- 270 - 273 - 276 - 280
Sale of Service (71000-4600)- 2,598 - 2,914 - 2,902 - 3,061 - 160 6%- 3,230 - 3,407 - 3,595 - 3,793
Sales (71000-4510)- 8,119 - 8,843 - 9,472 - 9,463 9 0%- 10,148 - 10,920 - 11,751 - 12,646
Total Revenue - 11,367 - 12,705 - 12,839 - 12,984 - 145 1%- 13,849 - 14,811 - 15,843 - 16,949
Expense
Appropriation of Surplus (71000-9010)- 2,182 1,583 1,583 2,405 822 52%74 1,817 1,940 2,727
Contribution to own Reserves (74000-9020)1,852 295 - 1,311 -1,311 -100%- - - -
Contribution to Self-Insurance (74000-9021)7 7 7 7 -0%7 7 7 7
Debt - Interest (multiple)- -179 220 41 23%220 220 220 220
Debt - Principal (multiple)- -69 460 391 567%460 460 460 460
Insurance (71000-6210)31 34 40 42 2 4%42 42 42 42
Insurance-Adj Fee / Deductible (71000-6211)- - 5 5 -0%5 5 5 5
Maintenance - General (70000/72000-8056)1,336 1,538 1,335 1,355 20 1%1,391 1,429 1,470 1,512
Meter Reading (71000-8049)17 19 15 15 0 0%16 16 16 17
Other Outside Services (71000-7051)5 5 438 5 - 433 -99%5 5 5 5
Private Connections - Preservice (71000-8011)50 51 20 20 0 0%20 20 21 21
Purchases (71000-7380)5,966 6,571 7,300 7,600 300 4%8,100 8,600 9,100 9,600
Radio & Communications (71000-6340)24 31 31 31 0 0%31 31 32 32
Salaries (71000/72000-5500)371 326 653 553 - 99 -15%562 572 583 594
Salary Transfers (71000-5450)741 789 792 884 92 12%901 919 939 960
Service Severance Costs (70000-5150)10 9 12 12 -0%12 12 12 12
Small Tools & Equipment (71000-7390)20 24 27 27 0 1%28 29 29 30
Special Projects (71000-6385)79 2,542 3,979 1,620 - 2,360 -59%15 15 15 15
Total Expense 8,327 13,823 15,175 15,261 86 1%11,888 14,199 14,896 16,258
Transfers
Borrowing Proceeds-budget only - -- 1,840 - 9,200 - 7,360 400%- - - -
Transfer to Capital Funds (multiple)1,128 1,590 2,133 1,124 - 1,008 -47%2,249 900 1,235 980
Transfers In/Out DCC - 528 - 1,986 - 2,709 5,718 8,427 -311%- 368 - 368 - 368 - 368
Transfers Out (multiple)100 80 80 80 -0%80 80 80 80
Total Transfers 700 - 316 - 2,336 - 2,277 59 -3%1,961 612 947 692
TOTAL WATER UTILITY - 2,340 803 -- 0 - 0 0 0 0 0
District of Maple Ridge Financial Plan 2013 – 2017 159 | Page
PWDS – PLANNING
Services Provided
The Planning Department is responsible for providing
input to Council’s strategic direction on 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 for a
development area. To carry out this work, the depart-
ment 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 Community Heritage 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 special-
ists 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.
2013 Workplan Emphasis
We will be working on several strategies, bylaws,
studies and plans including, but not limited to, the
implementation of the Zoning Bylaw, assisting in the
creation of business plans for Committees of Council,
implementation of the Commercial and Industrial
Strategy, preparation of an Albion Flats exclusion
application and Area Plan, completion of the North
Albion Density Review and Amenity Zoning Study and
reviews of tandem parking, secondary suites and home-
based businesses regulations.
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.
160 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
Adrian Kopystynski
Environmental
Planner
Rod Stott
Planning Technician
Michelle Baski
Amelia Bowden
Mapping and
Graphics Technician
David Tieu
Environmental
Technician
Mike Pym
Gail Szostek
Development
Services Technician
Patty Carlow
Judy VanTunen
Senior Planning
Technician
Ann Edwards
0
5
10
15
20
25
30
35
2006 2007 2008 2009 2010 2011 2012
Dedicated Park (hectares)Covenant (hectares)
District of Maple Ridge Financial Plan 2013 – 2017 161 | Page
PWDS – PLANNING
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2012 2013 2014 2015 2016
Director of Planning 1.0 1.0 1.0 1.0 1.0
Manager of Development and Environment Services 1.0 1.0 1.0 1.0 1.0
Manager of Community Planning 1.0 1.0 1.0 1.0 1.0
Environmental Planner 1.0 1.0 1.0 1.0 1.0
Environmental Technician 2.0 2.0 2.0 2.0 2.0
Planner II 3.0 4.0 4.0 4.0 4.0
Senior Planning Technician 1.0 1.0 1.0 1.0 1.0
Planning Technician 3.0 2.0 2.0 2.0 2.0
Mapping and Graphics Technician 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0
Development Services Technician 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 17.0 17.0 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 2013-2017 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 – 2012 budget contained funding committed to specific projects
that were to be completed in 2012. However, many were not completed in 2012 and will need to be added to the
2013 budget in future amendments.
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Applic Fees - ALR (53110-4123)- 1 - 2 - 6 - 6 -0%- 6 - 6 - 6 - 6
Applic Fees - Dev Permit (53110-4124)- 193 - 157 - 156 - 159 - 3 2%- 161 - 161 - 161 - 161
Applic Fees - OCP (53110-4121)- 17 - 14 - 6 - 7 - 0 2%- 7 - 7 - 7 - 7
Applic Fees - Subdivision (53110-4122)- 108 - 122 - 113 - 115 - 2 2%- 116 - 116 - 116 - 116
Application Fees (53110-4120)- 199 - 114 - 113 - 115 - 2 2%- 115 - 115 - 115 - 115
Erosion Sediment Contrl Permit (53110-4127)- 8 - 11 -- -- - - -
Fees - Temp Ind/Comm Permit (53110-4125)- 8 - 80 - 5 - 5 - 0 2%- 5 - 5 - 5 - 5
Sales (multiple)- 3 - 4 - 11 - 11 -0%- 11 - 11 - 11 - 11
Prov. Grant (Conditional) (53120-4252)- 40 - -- -- - - -
Total Revenue - 577 - 502 - 409 - 417 - 8 2%- 420 - 420 - 420 - 420
Expense
Committee Costs (53110/53120-6045)8 29 77 22 - 55 -72%22 22 22 22
Consulting (53120-7005)28 65 177 19 - 157 -89%19 19 19 19
Contract (53110-7007)40 40 40 40 -0%40 40 40 40
Legal (53100/53110-7030)78 81 38 38 -0%38 38 38 38
Other (multiple)21 39 50 47 - 3 -6%47 48 48 48
Salaries (multiple)1,573 1,634 1,764 1,724 - 40 -2%1,758 1,797 1,841 1,884
Studies & Projects (multiple)30 42 208 -- 208 -100%- - - -
Total Expense 1,777 1,930 2,353 1,890 - 463 -20%1,924 1,963 2,007 2,051
TOTAL PLANNING 1,200 1,428 1,944 1,473 - 471 -24% 1,505 1,544 1,587 1,631
162 | Page District of Maple Ridge Financial Plan 2013 – 2017
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.
2013 Workplan Emphasis
RMRS will continue to provide employment and
training opportunities to people with developmental
disabilities in partnership with Community Living BC
(CLBC) and other Ministries. They will also create a
“work experience training” program with CLBC.
RMRS will provide public education and administra-
tion of the District’s Low-Flow Toilet Rebate Program,
Brush Chipping Program, Bear Aware campaign and
increase awareness of recycling by working with
Parks & Leisure to establish a Celebrate Earth Day
committee. RMRS will provide education and
promotion on the new EPR program items accepted
at the depot as well as organics and they will expand
the Solid Waste and Recycling Regulation bylaw to
include garbage and commercial properties.
RMRS will aggressively target the 21% of the current
waste stream that is organic with a goal to reduce
organic waste to 15% of the total waste stream.
RMRS will expand the number of homes, apartments
and businesses involved in recycling collection by
developing a framework to include commercial
properties into the property tax structure, making site
visits to apartment complexes and conducting a
door-to-door campaign for blue box recycling/sorting
in low participating areas.
RMRS will continue to reduce solid waste by
providing a drop-off depot with added product
stewardship initiatives such as printed paper and
packaging. They will report to Council on Multi-
Material BC Plan for implementation of printed paper
packaging.
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.
District of Maple Ridge Financial Plan 2013 – 2017 163 | Page
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.
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
2012 - Provided blue box curbside pickup to 22,337 homes and 5,320 apartment units.
Budget
The base budgets for 2013-2017 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.
Contract – Regular cost increase for recycling is 2.5% annually.
Vehicle Charges – 1 additional vehicle in 2013.
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
2011
Actuals
2012
Actuals
2012
Budget
2013
Budget
Budget
∆ $
Budget
∆ %
2014
Budget
2015
Budget
2016
Budget
2017
Budget
Revenue
Fees (51000-4220)- 75 - 77 - 100 - 100 -0%- 100 - 100 - 100 - 100
Lease Expense (51000-004-6230)15 15 15 15 -0%15 15 15 15
Total Revenue - 60 - 62 - 85 - 85 -0%- 85 - 85 - 85 - 85
Expense
Contract (51000-7007)1,099 1,225 1,280 1,311 31 2%1,342 1,373 1,405 1,438
Insurance (51000-6210)2 10 2 2 0 11%2 2 2 2
Vehicle Charges (51000-7400)439 454 489 524 36 7%540 602 620 639
Total Expense 1,540 1,688 1,771 1,838 67 4%1,884 1,978 2,028 2,079
TOTAL RECYCLING 1,233 1,233 1,233 1,233 1,233 100% 1,233 1,233 1,233 1,233
164 | Page District of Maple Ridge Financial Plan 2013 – 2017
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
District of Maple Ridge Financial Plan 2013 – 2017 165 | 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.
166 | Page District of Maple Ridge Financial Plan 2013 – 2017
CAPITAL WORKS PROGRAM
The five-year Capital Works Program is $99 million; 2013 planned capital projects are $17.6 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 2012 will be included in a Financial Plan amendment in the spring of 2013. A complete list
of capital projects can be found at the end of this section in Appendix F
Capital Expenditure Program 2013 – 2017 ($99 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix F
District of Maple Ridge Financial Plan 2013 – 2017 167 | 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.
2013 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 36 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, to bridge this infrastructure replacement
funding gap over time, is to increase property taxes by 1% each year (only 0.5% in 2013). 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, Parks/Green Space, 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 2013 incremental maintenance amounts are:
Operations $45,000, Parks $79,000, water $15,000 and sewer $10,000.
168 | Page District of Maple Ridge Financial Plan 2013 – 2017
Appendices
Mission Statement and Value Statements
Vision 2025
Performance Measures
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2013-2017 Financial Plan Bylaw 6959-2012
Glossary of Terms
Acronyms
District of Maple Ridge Financial Plan 2013 – 2017 169 | Page
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.
170 | Page District of Maple Ridge Financial Plan 2013 – 2017
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
District of Maple Ridge Financial Plan 2013 – 2017 171 | Page
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
172 | Page District of Maple Ridge Financial Plan 2013 – 2017
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.
District of Maple Ridge Financial Plan 2013 – 2017 173 | Page
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
174 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
District of Maple Ridge Financial Plan 2013 – 2017 175 | Page
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
176 | Page District of Maple Ridge Financial Plan 2012 – 2016
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.)
District of Maple Ridge Financial Plan 2013 – 2017 177 | Page
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.
178 | Page District of Maple Ridge Financial Plan 2012 – 2016
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 month’s
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.
District of Maple Ridge Financial Plan 2013 – 2017 179 | Page
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.
180 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
District of Maple Ridge Financial Plan 2013 – 2017 181 | Page
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
182 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
District of Maple Ridge Financial Plan 2013 – 2017 183 | Page
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.
184 | Page District of Maple Ridge Financial Plan 2012 – 2016
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.
District of Maple Ridge Financial Plan 2013 – 2017 185 | Page
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
186 | 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
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
District of Maple Ridge Financial Plan 2013 – 2017 187 | Page
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
188 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
District of Maple Ridge Financial Plan 2013 – 2017 189 | Page
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
190 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
District of Maple Ridge Financial Plan 2013 – 2017 191 | Page
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 10, 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.
10 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s financial planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
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
192 | Page District of Maple Ridge Financial Plan 2012 – 2016
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.
District of Maple Ridge Financial Plan 2013 – 2017 193 | Page
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 month’s
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.
194 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Drainage 904 1,355 1,766 1,907 2,272
288 St (Storm Main @ Watkins Sawmill)* - 250 - - -
Culvert Replacement Program 200 200 200 200 200
Ditch Enclosures 20 20 21 21 21
Donovan Ave (180M W 216 - 216) - - - - 200
Drainage Upgrade Program 278 613 833 1,313 1,478
Flood Abatement North Alouette 100 - 100 - 100
Fraser R Escarp (W Of Haney Bypass) Geotech Review 35 - - - -
ISMP Stormwater Basin Review - - - 100 -
Local Area Service - Drain* 250 250 250 250 250
Rainbow Cr. Culvert Upgrade (@ Kanaka) - - 130 - -
Selkirk Ave (226 - 227) - - 210 - -
Storm Sewer Connections 22 22 23 23 23
Govt Srvcs 1,020 1,210 4,545 520 270
Equip Purch - Recycling - Dual Tipper - - - 250 -
Minor Cap Improv – District 100 100 100 100 100
Minor Cap Improv - Town Centre 100 100 100 100 100
Misc Capital Engineering 15 15 15 15 15
Misc Capital Gen Govt 15 15 15 15 15
Recycling - Bin Tippers 30 - - - -
Recycling - Collection Bluebox/Bag - 40 - 40 40
Recycling - Conveyor Belt (D.O. L6202) - - 65 - -
Recycling - Dual Tipper Repl Truck Upg 60 - - - -
Recycling - Dual Tipper Truck Upgrade 50 - - - -
Recycling - Hydraulic Collection Truck 250 - - - -
Recycling - Tipper Cages - 40 - - -
Service Centre Infrastructure Upgrade 400 900 - - -
Strategic Land Purchases - - 4,250 - -
Highways 7,610 6,121 7,910 7,411 11,490
102 Ave @ 241 Acq. - - - - 545
104 Ave Ped Connect (245 St) Ph 2 250 - - - -
112 Ave (60M W 236 - 236)* 25 - - - -
116 Ave (Lougheed - 232) - - - 105 -
116 St Urban Road Upg 203 To Warsley - - - - 50
118 Ave (230 - 231)* - - - - 148
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
District of Maple Ridge Financial Plan 2013 – 2017 195 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Highways (cont.)
122 Ave (221 - 224) - 850 - - -
122 Ave (221 - 224) (Design) 50 - - - -
128 Ave (228 - 200M East 232) - - - - 132
136 Ave (224 - 400M E 224) Design - - - 95 -
203 St (Lougheed- Powell) - - 3,912 - -
203 St (Lougheed- Powell) Design - 404 - - -
207 St S Of Lougheed 210 - - - -
216 St (124 - 128) - - - 82 -
224 St (122 - Abernethy) - - - - 154
224 St @ 132 Ave (N Alouette Bridge) - - - 3,073 -
228 St (12100 Block)* - - - 6 -
232 St (132 - Silver Valley Rd) - - - - 1,472
232 St Bridge (N Alouette River) Phase 2 3,189 - - - -
232 St Ped Connect (Lawn Bowl To N Of Cottonwood) - - - - 35
240 St & DTR Intersection Alignment 10 - - - -
240 St (113 - Kanaka Cr Bridge) Phase 1 - - - - 1,595
240 St Signal R Turn To E Bound - 50 - - -
241 St (230M S 112 - 112) - - - - 290
280 St (Lougheed - 98)* - - - - 250
Abernethy (216-500M E Blackstock) Widen* - - - - 1,500
Abernethy Way Multi Use Path Ph 3 (Blackstock-222)* - 900 - - -
Access Culverts 28 28 29 29 30
Bikeway Program 50 50 50 50 50
Dewdney Trunk @ Burnett Traffic Signal* - - - - 277
Dewdney Trunk @ Kanaka Cr Bridge Phase 1 - - - 350 -
Edge St Ped Connect North Of Dewdney - 250 - - -
Edge St Ped Connect North Of Dewdney (Design) 15 - - - -
Edge St Ped Connect South Of Dewdney - 200 - - -
Edge St Ped Connect South Of Dewdney (Design) 10 - - - -
Emergency Traffic Pre-Empt 50 50 50 50 50
Equip Purch - Fleet 1,170 865 865 865 865
Equip Purch - Fleet - Radio System Replacement 250 - - - -
Equip Purch - Snow Removal Gear For 3T Flatdeck 25 - - - -
Equip Purch - Upg S/A To T/A Dump Unit, Sander 100 - - - -
Fern Crescent (236 - 240)* - 99 - - -
Fern Crescent (240 - 244) Phase 1 - - - 100 -
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
196 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Highways (cont.)
FG 300 Change Out Program 50 50 50 50 50
Illuminated Street Signs Program 10 10 10 10 10
Kanaka Way 234A Traffic Circle 260 - - - -
Local Area Service - Road* 250 250 250 250 250
Lorne Ave Sidewalk Ph 2 285 - - - -
Lougheed 228 St Accessibility, Signal Improv - - - - 12
Pavement Management 150 - - - -
Ped Safety/Access Improv - 90 90 90 90
Ped Safety/Access Improv* 113 - - - -
Princess St (Wharf - Lorne) - - - - 129
Private Driveway Crossings 37 37 37 37 38
Road Rehabilitation Program 589 1,553 1,863 1,764 3,133
Royal Cres @ 100M S Lougheed* 25 - - - -
Sidewalk Replacement 90 90 90 90 90
Skillen Urban Road Upg Wicklund To 123 - - - - 25
Streetlight Pole Replace Program 50 50 50 50 50
Traffic Calming Program 100 125 150 175 80
Traffic Signal Replacements 90 90 90 90 90
Traffic Signal Upg & Alterations* 30 30 325 - -
Park Acq 600 200 3,044 3,197 200
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park - - - 2,997 -
Park (221/119) Lot 4 400 - - - -
Silver Valley Neigh Park Phase 1 - - 1,683 - -
Whispering Falls Park (264/126) - - 1,161 - -
Park Improv 1,208 3,430 1,141 980 1,789
Albion Park (Washroom Facility) - - 304 - -
Albion Sport Complex – Lighting - - - 200 -
Equip Purch - Parks/Rec Vehicle - 30 40 - 30
Haney Nokai Park - - - - 360
Maple Ridge Library Signage - - 27 - -
Misc Capital Gen Rec 30 30 30 30 30
Park Development (231/137) - 360 - - -
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
District of Maple Ridge Financial Plan 2013 – 2017 197 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Park Improv (cont.)
Park Development (232/132) - - 360 - -
Park Development (241/104) - 360 - - -
Park Development (241/112) - - 360 - -
Park Development (248/108) - - - - 360
Park Development Albion Elementary - - - - 360
Parking Lot Paving Thomas Haney Tennis Courts 50 - - - -
Public Library Cameras - - 20 - -
Raymond Park Development - 380 - - -
Trail Counter / Interpretive Sign Tech - - - - 25
Wharf Street Park Development 240 - - - -
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 - - - - 624
Whonnock Lake Phase 6 Canoe Facility* - 1,980 - - -
Youth Action Park Albion - - - 750 -
Park Rec 100 30 130 - -
Bouldering Rock Wall - - 30 - -
Equip Purch - Mobile Stage - - 100 - -
Leisure Centre - Aquatic Guard Tower Removal 100 - - - -
Leisure Centre - Spin Studio Ceiling Removal - 30 - - -
Prot Srvcs-Fire 1,629 370 270 1,810 -
Equip Purch - In-Vehicle Radio Repeaters 25 - - - -
Equip Purch - Scba Upgrade 654 - - - -
FD Vehicle 102 (Ops Vehicle #120) - 20 - - -
FD Vehicle 103 (Ops Vehicle #101) - - - 20 -
FD Vehicle 105 (Ops Vehicle #119) - - - 20 -
FD Vehicle 106 (Ops Vehicle #116) - - - 20 -
FD Vehicle U1 - (Ops Vehicle #114) - - 20 - -
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 - - -
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
198 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Prot Srvcs-Police 208 60 90 150 -
Chair Replacement - General Office* - - 20 - -
Chair Replacement - Hilton Haider* - - 40 - -
Chair Replacement - Seu & Gis* - 25 - - -
Chair Replacement - Yro & Traffic* 20 - - - -
Crime Prev Roll-Up Counter - Randy Herman* - 5 - - -
Desk Replacement - General Duty* - - 30 - -
Desk Replacement - Yro & Traffic* - 25 - - -
Exhibits Drug Room - Chain Link* 4 - - - -
Front Counter Kiosk Expansion* - - - 150 -
Interview Room - Solid Core Doors* 4 - - - -
Randy Herman Building Lunchroom Furniture* - 5 - - -
Rolling File Systems - Exhibits & Records* 180 - - - -
Technology 1,264 536 941 1,217 413
Amanda Licensing 25 - - - -
Development Tracking Planning 10 - - - -
Equip Purch - Info Serv 718 230 391 570 290
Equip Purch - 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 -
Firehall #3 Connectivity (Data/Voice) 25 - - - -
Gis Infrastructure Package - 75 - - -
Infrastructure Growth 75 50 50 50 50
It Disaster Recovery Infrastructure - - - 97 -
It Fibre GVRD WM Reclam Study 40 - - - -
It Website Redesign Phase 2 - - - - 72
Management Reporting Software Phase 2 - 40 - - -
Online Amanda/Tempest Access In Vehicles 20 - - - -
Online Building Inspections 120 - - - -
Online Fire Inspections 30 - - - -
Plotter Operations 10 - - - -
Recreg4U Enhancement 10 - - - -
Strategic Plan For It Development 20 - - - -
Tablet/Mobile Application For Citizens 30 - - - -
Voting Software - 69 - - -
Website Rebuild 60 - - - -
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
District of Maple Ridge Financial Plan 2013 – 2017 199 | Page
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Utility - Sewage 1,419 2,435 993 869 1,338
101A Ave @ 243A St* - - - 2 -
138 Ave (236 St - 150M East Of 236 St) - - - - 29
225 St Pump Station Upgrade 190 - - - -
225 St Pump Station Upgrade Phase 2 - 1,218 - - -
225 St Sewer P/S Overflow & Station Modifications - - - - 600
241 St (230M S 112 - 112) - - - 44 -
245 St (104 - 105) - - 77 - -
Brown Ave (Edge - 227) - 372 - - -
Capacity Upgrade (Interim Master Plan Memo) 450 - - - -
Cottonwood Dr (115 - 116) - - 61 - -
Equip Purch - 3 Tonne Flatdeck 85 - - - -
Local Area Service - Sewer* 250 250 250 250 250
Private Sewer Connections 90 92 93 95 97
Sanitary Network Subcatchment A Study - - 150 - -
Sanitary Network Subcatchment J Study - 150 - - -
Sanitary Sewer Modelling Update - - 9 - 9
Scada Replacement Program 66 66 66 66 66
Sewage System Rehabilitation 288 288 288 288 288
Sewer P/S Upgrade (S Slope Int/Reeval) - - - 125 -
Utility - Water 1,613 3,319 1,794 2,565 1,278
104 Ave (240 - 242) - - - - 200
110 Ave (240 - 243) - 139 - - -
112 Ave (244 - 246) - 376 - - -
124 Ave @ 232 St PRV - 50 - - -
128 Avenue Supply Main - - - 807 -
136 Ave (236 - 240) - - 778 - -
136 Ave @ 24200 Rockridge Res. Phase 2 150 - - - -
136 Ave @ 24200 Rockridge Res. Phase 3 - 441 - - -
141 Ave @ 232 St PRV - 100 - - -
210 St (116-118) Budget Increase 25 - - - -
248 St (108 - 112) - - - 636 -
248 St (108 Ave - 220M N 108 Ave) - - - 59 -
Ansell St (124 - 125) - 230 - - -
Brown Ave (Edge - 227) - 401 - - -
Bulk Fill Water Station (272 St) 90 - - - -
Emergency Water Distribution Planning Study 25 - - - -
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
200 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Section > Project 2013 2014 2015 2016 2017
Utility - Water (cont.)
Equip Purch - Enclosed Trailer - 14 - - -
Equip Purch - Leak Detectors 35 - - - -
Foreman Drive @ 232 Street PRV - - - - 56
Local Area Service - Water* 250 250 250 250 250
MR Main West Connect & PRV @ 203 & Telep 100 - - - -
MR Main West Connect & PRV @ 224 & Abernety Ph1 25 - - - -
MR Main West Connect & PRV @ 224 & Abernety Ph2 - 160 - - -
Private Water Connections 180 182 185 188 192
PRV Upgrading Program 75 50 50 50 50
Relocate WM At 256 Reservoir - 200 - - -
Seismic Upgrade Program 150 150 150 150 150
System Monitoring Instrumentation 20 20 20 20 20
Tamarack Lane (23400 Block) - - - 44 -
Water Pump Station Upgrades 60 60 60 60 60
Water Security Improvement 128 - - - -
Watermain Replacement Dunn Ave To West St - 195 - - -
Watermain Replacement Program 300 300 300 300 300
Grand Total 17,575 19,065 22,624 20,626 19,050
* - Project has funding from others. Please also see Figure 9: Capital Funded by Others on page 47
District of Maple Ridge Financial Plan 2013 – 2017 201 | Page
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin and Members of Council DATE: December 11, 2012
FROM: Chief Administrative Officer ATTN: Council
SUBJECT: 2013 – 2017 Financial Plan Bylaw 6959-2012 2012-2016 Financial Plan Bylaw 6883-
2011
EXECUTIVE SUMMARY:
The 2013-2017 Business and Financial Plans were presented to Council at public meetings held on
December 10 and 11. The Financial Plan overview was presented followed by a public Question and
Answer period which was streamed live over the intranet. Council directed that a Financial Plan
Bylaw be brought forward incorporating the recommendations outlined in the 2013-2017 Financial
Plan Overview report dated December 10, 2012.
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 2013-2017 Financial Plan Bylaw No. 6959 – 2012 be given first, second and third
readings.
DISCUSSION:
a) Background Context:
The 2013–2017 Financial Plan was presented to Council at public meetings held on December 10
and 11. Business Plans from all areas were also provided. The Financial Plan Bylaw incorporates the
following direction from Council:
property tax increases for general purposes, 2.25% annually in 2013 and 2014 and 2.75%
annually for 2015 through 2017
property tax increases for infrastructure sustainability, 0.5% in 2013 and 1.0% annually for 2014
through 2017
property tax increase for drainage improvements, 0.3% annually
property tax increase for Park & Recreation Master Plan, 0.125% in 2013 and 0.5% annually for
2014 through 2017
property tax increase for 2013 for the fire department service improvement levy of $300,000 plus
growth since 2005, the year of the inception of the levy; Beyond 2013 any increases will be
included in the general purposes property tax increase
water user fee annual increase of 5.5%
sewer user fee annual increase of 4.6%
recycling rates annual increases of 3%
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on
that direction. The 2013-2017 Financial Plan includes a capital program of about $99 million.
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.
202 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
The amount of 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
2013 has been reduced to 1.35% and the budgeted costs of new growth have been reduced as well.
The only areas that have some increased funding is maintenance of additional infrastructure and
park inventory.
Future budget amendments will include the actual growth revenue as well as projects that were
approved in 2012 but not yet complete. The previously approved funding sources will also be
included in the plan, placing no burden on 2013 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 16th Edition. 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. 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, Facebook, Twitter
and 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 2012-2016 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.
District of Maple Ridge Financial Plan 2013 – 2017 203 | Page
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
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 Financial 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 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.
_______________________________________________
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
204 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
DISTRICT OF MAPLE RIDGE
BYLAW NO. 6959-2012
Maple Ridge 2013-2017 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 2013-2017 Financial Plan Bylaw No. 6959-2012.
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 2013 through 2017.
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 11th day of December, 2012.
READ a second time the 11th day of December, 2012.
READ a third time the 11th day of December, 2012.
PUBLIC CONSULTATION completed on the 11th day of December, 2012
RECONSIDERED and adopted the 8th day of January, 2013
________________________________ ________________________________
PRESIDING MEMBER CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
District of Maple Ridge Financial Plan 2013 – 2017 205 | Page
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
Attachment to Maple Ridge 2013-2017 Financial Plan Bylaw 6959-2012
Statement 1
Consolidated Financial Plan 2013-2017 (in $ thousands)
2013 2014 2015 2016 2017
REVENUES
External Revenues
Development Fees
Developer Contributed Assets 12,250 12,250 12,250 12,250 12,250
Developer Cost Charges (1,044) 4,089 7,776 7,154 5,889
Developer Specified Projects 0 0 0 0 0
Parkland Acquisition 200 200 200 200 200
Contributions from Others 1,420 5,729 3,760 3,780 3,753
Development Fees Total 12,826 22,268 23,986 23,384 22,092
Property Taxes 65,191 68,890 73,308 78,022 83,061
Parcel Charges 2,825 2,941 3,065 3,195 3,331
Fees & Charges 35,011 36,548 38,195 40,360 42,207
Interest 1,818 1,843 1,843 1,843 1,843
Grants (Other Govts)2,570 3,207 2,655 2,492 3,505
Property Sales 0 4,250 0 0 0
Total External Revenues 120,241 139,947 143,052 149,296 156,039
EXPENDITURES
Operating Expenditures
Other Expenditures 91,903 94,444 98,460 102,612 107,214
Interest Payments on Debt 2,608 2,711 2,597 2,483 2,364
Amortization Expense 18,688 19,391 20,124 20,929 20,929
Total External Expenditures 113,199 116,546 121,181 126,024 130,507
ANNUAL SURPLUS 7,042 23,401 21,871 23,272 25,532
Add Back: Amortization Expense (Surplus)18,688 19,391 20,124 20,929 20,929
Less: Capital Expenditures 17,575 19,065 22,624 20,626 19,050
Less: Developer Contributed Capital 12,250 12,250 12,250 12,250 12,250
CHANGE IN FINANCIAL POSITION (4,095) 11,477 7,121 11,325 15,161
OTHER REVENUES
Add: Borrowing Proceeds 9,200 0 0 0 0
OTHER EXPENDITURES
Less: Principal Payments on Debt 3,070 6,057 6,147 6,241 6,338
TOTAL REVENUES LESS EXPENSES 2,035 5,420 974 5,084 8,823
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve 949 1,449 549 549 549
Equipment Replacement Reserve 2,792 1,115 1,276 1,495 1,155
Fire Department Capital Reserve 975 350 250 1,750 0
Land Reserve 0 0 4,250 0 0
Local Improvement Reserve 0 0 0 0 0
Sanitary Sewer Reserve 0 0 0 0 0
Transfer from Reserve Fund Total 4,716 2,914 6,325 3,794 1,704
Less :Transfer to Reserve Funds
Capital Works Reserve 820 805 814 1,619 1,418
Equipment Replacement Reserve 2,228 2,311 2,451 2,550 2,662
Fire Dept. Capital Aquisition 1,180 609 718 836 983
Land Reserve 5 4,255 5 5 5
Local Improvement Reserve 0 0 0 0 0
Sanitary Sewer Reserve 30 30 30 30 30
Total Transfer to Reserve Funds 4,263 8,010 4,018 5,040 5,098
Transfer from (to) Own Reserves (131)26 (632) (247) (1,076)
Transfer from (to) Surplus (2,357) (350) (2,649) (3,591) (4,353)
Transfer from (to) Surplus & own Reserves (2,488) (324) (3,281) (3,838) (5,429)
TOTAL INTERNAL TRANSFERS (2,035) (5,420) (974) (5,084) (8,823)
206 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
Attachment to Maple Ridge 2013-2017 Financial Plan Bylaw 6959-2012
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.
The Financial Plan includes property tax increases totaling 3.5% in 2013, 4.05% in 2014 and 4.55%
annually for 2015 through 2017. The annual tax increase includes increases for: general purposes,
infrastructure sustainability, drainage, Parks and Recreation Master Plan implementation and Fire
Department Master Plan implementation in 2013. Additional property tax revenue due to new
construction is also included in the Financial Plan at 1.35% in 2013, 1.65% in 2014 and 2% annually for
2015 through 2016. Additional information on the tax increases and the cost drivers can be found in the
2013-2017 Financial Plan Overview Report dated December 10, 2012. 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 65,191 51% 68,890 51% 73,308 51% 78,022 52% 83,061 53%
Parcel Charges 2,825 2% 2,941 2% 3,065 2% 3,195 2% 3,331 2%
Fees & Charges 35,011 27% 36,548 27% 38,195 27% 40,360 27% 42,207 27%
Borrowing Proceeds 9,200 7%- 0%- 0%- 0%- 0%
Other Sources 17,214 13% 27,318 20% 29,484 20% 27,719 19% 27,440 17%
Total Revenues 129,441 100% 135,697 100% 144,052 100% 149,296 100% 157,039 99%
Other Sources include:
Development Fees Total 12,826 10% 22,268 16% 23,986 17% 23,384 16% 22,092 14%
Interest 1,818 1% 1,843 1% 1,843 1% 1,843 1% 1,843 1%
Grants (Other Govts)2,570 2% 3,207 2% 2,655 2% 2,492 2% 3,505 2%
Property Sales - 0% 4,250 3%- 0%- 0%- 0%
17,214 13% 27,318 22% 29,484 20% 27,719 19% 27,440 17%
20172013201420152016
District of Maple Ridge Financial Plan 2013 – 2017 207 | Page
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
Attachment to Maple Ridge 2013-2017 Financial Plan Bylaw 6959-2012
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 can be found in the 2013-2017 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 2013 property tax revenue and updated rates will be included in a Financial Plan Amending Bylaw
that proceeds the Property Tax Rate Bylaw, as the 2013 property assessed values are not yet finalized.
For information purposes the 2012 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
208 | Page District of Maple Ridge Financial Plan 2012 – 2016
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
Attachment to Maple Ridge 2013-2017 Financial Plan Bylaw 6959-2012
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
through 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 Schools 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.
District of Maple Ridge Financial Plan 2013 – 2017 209 | Page
APPENDIX G: 2013 – 2017 FINANCIAL PLAN
BYLAW 6959-2012 ADOPTED JANUARY 8, 2013
Attachment to Maple Ridge 2013-2017 Financial Plan Bylaw 6959-2012
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 2030 so the capital expenditures must be extended to
match. Certain types of projects are not planned past the five year time horizon of the financial plan.
Much less scrutiny is given to projects that are planned in years 2017 through 2030. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2018 – 2030
(in $ thousands)
Capital Works Program 274,732
Source of Funding
Development Fees
Development Cost Charges 104,590
Parkland Acquisition Reserve 0
Contribution from Others 6,355
110,946
Borrowing Proceeds 9,169
Grants 24,204
Transfer from Reserve Funds
Capital Works Reserve 11,067
Cemetery Reserve 115
Equipment Replacement Reserve 1,543
Fire Department Capital Reserve 0
Infrastructure Sustainability Reserve 400
Transfer from Reserve Funds 13,125
Revenue Funds 117,288
Source of Funding 274,732
210 | Page District of Maple Ridge Financial Plan 2012 – 2016
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.
District of Maple Ridge Financial Plan 2013 – 2017 211 | Page
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.
212 | Page District of Maple Ridge Financial Plan 2012 – 2016
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
CLBC Community Living BC
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
EPR Extended Producer Responsibility
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
District of Maple Ridge Financial Plan 2013 – 2017 213 | Page
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