HomeMy WebLinkAboutFinancial Plan 2014-2018 Replacement of bridge on 232 Street over the North Alouette River in the vicinity of 132 Avenue
Financial Plan
2014 – 2018
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
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EXECUTIVE SUMMARY ................................................................................................................................................... 5
FINANCIAL PLAN READER’S GUIDE ............................................................................................................................................. 6
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER ................................................................................................................... 7
BUDGET AT A GLANCE ............................................................................................................................................................. 8
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 .............................................................................................................................................................. 24
FUND STRUCTURE ................................................................................................................................................................ 25
FINANCIAL PLANNING PROCESS ................................................................................................................................... 27
BUSINESS PLANNING PROCESS ................................................................................................................................................ 28
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES .................................................................................................................... 29
BUSINESS PLANNING GUIDELINES ............................................................................................................................................ 30
FINANCIAL PLANNING PROCESS SCHEDULE ................................................................................................................................ 31
FINANCIAL PLAN OVERVIEW ........................................................................................................................................ 33
FINANCIAL PLAN HIGHLIGHTS .................................................................................................................................................. 34
FINANCIAL PLAN OVERVIEW REPORT .......................................................................................................................... 35
PROPERTY TAX INCREASES ...................................................................................................................................................... 37
WHERE DOES OUR MONEY COME FROM AND WHERE DOES IT GO? ............................................................................................. 38
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ..................................................................................................................... 43
COST REDUCTIONS/CONTAINMENT/REVENUE ENHANCEMENT INITIATIVES IN RECENT YEARS .............................................................. 46
UTILITIES & RECYCLING ......................................................................................................................................................... 48
COMPOSITION OF PROPERTY ASSESSMENT BASE ........................................................................................................................ 50
STAFFING ............................................................................................................................................................................ 51
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ....................................................................................... 52
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN ....................................................................................................................... 54
CAPITAL PROGRAM ............................................................................................................................................................... 56
IMPACT TO THE AVERAGE HOME ............................................................................................................................................. 65
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? ....................................................................................................... 66
FINANCIAL INDICATORS .......................................................................................................................................................... 67
OTHER ITEMS ...................................................................................................................................................................... 72
CONCLUSION ....................................................................................................................................................................... 72
FIVE-YEAR OPERATING PLAN OVERVIEW ..................................................................................................................... 75
2014 PROJECTED REVENUES & EXPENDITURES .......................................................................................................................... 76
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES .......................................................................................................... 77
FUND BALANCE PROJECTIONS ................................................................................................................................................. 78
KEY ACCOUNT BALANCES ....................................................................................................................................................... 79
2014 BASE BUDGET INCREASES .............................................................................................................................................. 81
STAFFING HISTORY AND FORECAST .......................................................................................................................................... 82
DEPARTMENTAL BUSINESS/FINANCIAL PLANS ............................................................................................................ 85
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER ......................................................................................................................... 86
Administration incl. Sustainability & Corporate Planning ........................................................................................... 87
Communications ......................................................................................................................................................... 93
Emergency Program .................................................................................................................................................... 95
Human Resources ....................................................................................................................................................... 98
Strategic Economic Initiatives ................................................................................................................................... 100
TABLE OF CONTENTS
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COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES .................................................................................................... 104
Administration ........................................................................................................................................................... 105
Community Services ................................................................................................................................................... 108
Parks & Facilities ........................................................................................................................................................ 112
Recreation ................................................................................................................................................................. 117
CORPORATE & FINANCIAL SERVICES ....................................................................................................................................... 123
Administration ........................................................................................................................................................... 124
Clerk's ........................................................................................................................................................................ 127
Finance ...................................................................................................................................................................... 130
Information Technology ............................................................................................................................................ 135
Fire Department ........................................................................................................................................................ 138
RCMP/Police Services ................................................................................................................................................ 143
PUBLIC WORKS & DEVELOPMENT SERVICES ............................................................................................................................. 147
Administration ........................................................................................................................................................... 148
Engineering ................................................................................................................................................................ 150
Licences, Permits and Bylaws .................................................................................................................................... 153
Operations Centre...................................................................................................................................................... 157
Planning ..................................................................................................................................................................... 163
Ridge Meadows Recycling Society ............................................................................................................................. 167
FIVE-YEAR CAPITAL PLAN OVERVIEW ......................................................................................................................... 169
CAPITAL PROCESS ............................................................................................................................................................... 170
CAPITAL WORKS PROGRAM .................................................................................................................................................. 171
CAPITAL WORKS BUSINESS PLAN ........................................................................................................................................... 172
APPENDICES ............................................................................................................................................................... 173
APPENDIX A: MISSION AND VALUE STATEMENTS ...................................................................................................................... 174
APPENDIX B: VISION 2025 STRATEGIC PLAN ............................................................................................................................ 174
APPENDIX C: PERFORMANCE MEASURES ................................................................................................................................. 177
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 .................................................................................................... 180
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY .................................................................................................................. 183
APPENDIX F: CAPITAL WORKS PROGRAM LISTING .................................................................................................................. 198
APPENDIX G: 2013-2017 FINANCIAL PLAN BYLAW 6959-2012 ................................................................................................ 204
APPENDIX H: 2014-2018 FINANCIAL PLAN AMENDING BYLAW 7076-2014 ................................................................................ 213
GLOSSARY OF TERMS ........................................................................................................................................................... 224
ACRONYMS ........................................................................................................................................................................ 226
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, 2013. 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.
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Executive Summary
Financial Plan Reader’s Guide
Message from the Chief Administrative Officer
Budget at a Glance
FINANCIAL PLAN READER’S GUIDE
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The Financial Plan Reader’s Guide is intended to
provide a basic understanding of the Financial Plan
2014 – 2018 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. There are 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 divisional section begins with a listing of
select 2013 accomplishments, explains efficiency
and effectiveness initiatives and discusses the
business challenges relevant to the 2014 – 2018
planning period.
This is followed by the business plans of each
department within the division.
Each departmental 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:
Senior Management & 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 2014 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.
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
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I am very proud to present the 2014-
2018 Financial Plan for Maple Ridge.
This publication shows how we
translate our community vision, our
Council’s priorities and our policy
framework to create our Budget and
Business Plan.
Throughout 2013 and continuing into
this Financial Plan, Council has
provided us with direction to guide our
work in the development of the
Financial Plan. The priority areas for
our community are:
1. Economic development 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 over the last
year and goals that we’ve set for the upcoming
year to address our Council’s priorities.
In 2013, we completed the Maple Ridge Context
Statement for the Metro Vancouver Regional
Growth Strategy, an important document that
creates better alignment for development for all
communities in the region. In 2013, Council began
a rigorous review of the Commercial and Industrial
Strategy and an update to the Transportation
Master Plan. Both of these documents and their
implementation schedules will become embedded
into our Financial Plan for future years and guide
the development of our community for a
generation.
On December 31, 2013 the Town
Centre Investment Incentive Program
came to an end. The success of this
program is evidenced by over $100
million in private investment in both
residential and commercial
development. In fact, Council
decided to continue the commercial
part of the Incentive program for an
additional year consistent with their
priority around economic
development.
Partnerships with the Federal
Government, Provincial Government
and TransLink resulted in a number
of key capital projects that improved roads,
sidewalks, bike access and water systems.
Because of our long term approach to financial
and community planning, we are able to leverage
investments from the senior levels of government
to achieve common goals for citizens.
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 who I work with for their
professionalism and dedication in their work on
behalf of our neighbours, the citizens of Maple
Ridge.
Our Council have challenged us to deliver services
with the greatest efficiency and effectiveness
possible. That is a challenge that we have met
head on. You will see how our staff is finding the
balance between maintaining important services
that make Maple Ridge a special place to live and
the need to respect that taxpayers are demanding
accountability for every dollar. This plan reflects a
shared vision for long term prosperity for our
community.
Officer
J. L. (JIM) RULE
Chief Administrative Officer
BUDGET AT A GLANCE
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INTRODUCTION
The purpose of this summary is to help the citizens
of Maple Ridge understand the budget process and
provide a summary of the financial information
presented in the Financial Plan 2014 – 2018. It
provides an outline of how Maple Ridge prepares,
reviews and adopts the Financial Plan. Business
Plans and related documents are located on the
website www.mapleridge.ca/317/Business-Plans-
Financial-Reports.
HOW DOES COUNCIL CREATE THE BUDGET:
WHAT IS THE BUSINESS PLANNING PROCESS?
Business Plans provide a framework for decision-
making by identifying areas for performance
review, amalgamation, dissolution, change and
alternative service delivery. Business Plans allow
our organization to be financially self-sufficient. The
Corporate Strategic Plan sets the direction of the
Business Plans and all other organizational plans.
Business Plans ensure the goals of the service
area/department are met and are a key element of
working towards a self-managed organization
where everything we do is a cycle of continuous
improvement.
Public Participation
Council and municipal staff welcome input from our
citizens, businesses, community groups and other
stakeholders. There are several opportunities for
input in the business planning process:
Every spring, Council approves Business
Planning Guidelines that set the stage for the
following year's 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 via social media channels. The dates
for these sessions are in the Business Planning
Guidelines, but are subject to change, so watch
the website www.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 30, 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 180; a
group of 13 policies designed to position Maple
Ridge to meet financial obligations while providing
equitable and affordable taxation.
Under the British Columbia Community Charter,
Maple Ridge 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 Maple Ridge
for its innovative approaches to dealing with
seemingly intractable challenges. The foundation of
any strategic plan is its Mission and Value
Statements.
BUDGET AT A GLANCE
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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
British Columbia’s economic performance was
lackluster in 2013. Real GDP growth expanded by
approximately 1.5%, putting BC’s economic
performance in the middle of provincial growth
rankings.
Unemployment rates in the province improved
marginally in 2013, ending the year at 6.6%. The
first quarter of 2013 has seen unemployment rates
in BC fall slightly, to 6.5%. The economy is expected
to experience growth in 2014, with expectations
that employment will increase by 1.4% this year. By
2015, construction of liquid natural gas facilities is
expected to improve the provincial economic
outlook.
Tax Growth
The additional property tax revenue due to new
construction, often referred to as real growth, is
budgeted at 1.65% for 2014 and 2% per year for
2015 through 2018. Development activity is
increasing but not yet generating the real growth
historically enjoyed. If the projected growth does
not materialize, operating costs will be reduced to
compensate for the revenue shortfall.
Development Cost Charges
Development Cost Charges (DCCs) are fees
collected from developers to assist with funding the
infrastructure required due to new development.
The timing of the capital projects that are funded
by these proceeds will be adjusted based on the
collections. DCCs are an important funding source
for the capital program as Maple Ridge is growing
with infrastructure needs related to new
development.
Investment Earnings
Investment earnings have historically exceeded
budget targets as a result of above benchmark
returns and a larger than expected investment
portfolio. Low rates have persisted and while they
are on the rise, the increases are expected to be
gradual. The amount budgeted for investment
earnings is conservative.
Rate Changes
Property tax increase for General Purposes of
2.2% per year for 2014, 2015 and 2016 and
2% per year for 2017 and 2018.
Property tax increase for Infrastructure
Sustainability of 0.50% per year for 2014, 2015
and 2016 and 0.70% for 2017 and 2018.
Property tax increase for Parks & Recreation
Improvements of 0.25% each year.
Property tax increase for drainage Improvements
of 0.30% for each year.
Water Utility rate increase of 5.5% per year.
Sewer Utility rate increase of 4.6% per year.
Recycling rate increase of 2.75% per year.
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.
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.
BUDGET AT A GLANCE
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Incremental packages include a business case to
support new programs/projects/staff.
Reduction review exercise – all departments
prepare reduction packages which are depart-
mental 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 Area Plan
Albion Flats has been reaffirmed as the priority for
the preparation of an Area Plan. On August 15,
2013, Maple Ridge received correspondence from
the Agricultural Land Commission advising of its
decision for two properties in the Albion Flats. In
both instances, the Agricultural Land Commission
Resolution stated, “that the request for the exclu-
sion of the subject property from the Agricultural
Land Reserve be refused.” The decision by the
Agricultural Land Commission means that the
Albion Flats Area Plan will be smaller in scope.
Funding has been set aside to enable completion
of an Area Plan for the Albion Flats.
Drainage Rehabilitation/Maintenance
The need for a storm water utility has been
discussed for some time. A property tax increase of
0.3% 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.
Gaming Center
A new gaming center opened in late 2013. The
Revenues received from the gaming facility have
increased and are allocated in line with Council’s
Gaming Revenue Policy. The additional revenue
received due to the new complex have been
allocated to funding infrastructure replacement
and has allowed the property tax increase
dedicated to infrastructure replacement to be
reduced slightly.
Hammond Area Plan
The Hammond neighbourhood has been identified
as the next location for an Area Plan. The 2014
Financial Plan includes an incremental package to
pursue an Area Plan for Hammond while the work
continues with moving forward on the Albion Flats.
It is anticipated that the public process will
commence in spring 2014 and Plan endorsement
could take up to twelve months.
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 $1.7 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
$4.0 million for 2014, $4.3 million for 2015,
$4.7 million for 2016, $5.6 million for 2017 and
$6.3 million for 2018. 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 0.25% annually. The require-
ments of the Parks & Leisure Services Master Plan
are being prioritized based on this funding level.
Town Centre Investment Incentive Program
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 upfront
incentives to support developers and downstream
incentives to support subsequent property owners
and tenants. To date, 70 projects with combined
estimated construction values in excess of $100
million have submitted building permit applica-
tions. Council is considering the next phase of
incentives to target commercial investment and
specifically job creation.
Transportation Master Plan
The Transportation Master Plan is in the final stage
of being updated. There has been a wide range of
input from the public, stakeholder groups and
Council. Staff will provide recommendations to
Council based on the priorities and refine the
implementation plan for the transportation
infrastructure. This will result in adjustments to
future capital budgets.
BUDGET AT A GLANCE
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WHERE IS THE MONEY COMING FROM: REVENUES
All Figures Represent $'000
(thousands) Actual Actual Budget Budget Budget Budget Budget Budget
2012 2013 2013 2014 2015 2016 2017 2018
Revenues
Property taxes 64,939 68,079 67,914 71,203 74,679 78,410 82,646 86,818
User fees and other revenue 33,986 34,291 35,462 36,461 37,961 39,955 41,614 42,896
Senior government transfers 4,421 3,773 6,386 4,035 4,983 3,920 4,308 3,420
Development revenue 5,627 9,799 35,894 - 5,452 11,062 12,893 8,607 7,392
Interest income 3,486 2,577 1,818 1,853 1,853 1,853 1,853 1,853
Contributed tangible capital
assets 16,710 38,463 16,500 16,500 16,500 16,500 16,500 16,500
Property Sales - - - - 4,250 - - -
129,168 156,982 163,974 124,600 151,288 153,531 155,528 158,879
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 Maple Ridge which was created
through subdivision development.
WHERE IS THE MONEY BEING SPENT: EXPENDITURES
All Figures Represent $'000
(thousands) Actual Actual Budget Budget Budget Budget Budget Budget
2012 2013 2013 2014 2015 2016 2017 2018
Expenses
Protective services 30,618 31,158 34,537 33,385 34,421 35,496 37,059 38,509
Transportation services 16,782 16,497 17,691 18,810 19,310 19,952 20,587 21,297
Recreation and culture 19,530 19,629 21,450 24,340 24,933 25,651 26,358 27,075
Water Utility 13,139 14,809 19,895 16,011 14,429 15,444 16,620 17,493
Sewer Utility 9,279 9,583 10,243 9,902 10,294 10,593 11,169 11,539
General government 13,307 13,566 16,680 12,525 13,037 13,367 13,993 14,488
Planning, other 3,940 5,487 4,514 4,401 4,373 4,481 4,594 4,708
106,595 110,729 125,010 119,374 120,797 124,984 130,380 135,109
Annual Surplus 22,573 46,253 38,964 5,226 30,491 28,547 25,148 23,770
Other Items
Borrowing proceeds - - 14,490 11,400 - - - -
Amortizations expense
funded by capital equity 17,136 17,621 18,015 19,391 20,125 20,928 21,766 22,637
Capital expenditures,
principle payments & other
(23,645)
(13,516)
(64,064)
(21,144)
(34,135)
(31,376)
(24,955)
(25,597)
Contributed tangible capital
assets
(19,875)
(16,710)
(12,250)
(16,500)
(16,500)
(16,500)
(16,500)
(16,500)
Transfers to (from) Reserves
and Surplus ($3,811) $33,648 ($4,845) ($1,627) ($19) $1,599 $5,459 $4,310
BUDGET AT A GLANCE
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CAPITAL SPENDING
The capital program includes replacement of existing assets as well as new capital improvements associated with a
growing community. A few larger capital improvements planned for the new few years include: improvements to the
128 Avenue multi-use path for $900,000, additional park improvements at Whonnock Lake, construction of a fire
hall and an upgrade of a sewer pump station for $1.2 million. For a complete listing please refer to Appendix F on
page 198.
HOW MUCH MONEY IS IN SAVINGS: RESERVE BALANCES
Maple Ridge 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.
Balances as of December 31 2012 2013
Accumulated Surplus 13,235,095 15,857,705
Reserve Funds 29,908,836 32,152,309
Total Reserve Accounts 31,167,721 32,966,925
Total Reserves and Revenue Accumulated Surplus 74,311,652 80,976,939
BORROWING
The Financial Plan incorporates debt proceeds into the overall funding strategy.
Existing Debt
Debt issued and outstanding as at December 31, 2013 was $39,501,414. The majority of this debt, $34,565,389,
was for the downtown civic improvements (Library, Leisure Centre, Youth Centre, Arts Centre, Office Complex and
associated underground parking).
Previously Approved Borrowing.
Debt authorized, but unissued as the capital work associated has yet to occur, includes the Fire Hall No. 4
construction of $6,000,000 and the Cemetery expansion of $1,100,000. The cash flow to service this debt has
already been provided for in the Financial Plan.
Future Borrowing Considerations 2014 - 2018
A Regional water pump station and a new watermain are cost-shared projects with the Regional Water District.
Maple Ridge 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.
BUDGET AT A GLANCE
Maple Ridge Financial Plan 2014 - 2018 13 | P a g e
Borrowing Capacity
Under Community Charter legislation1, the maximum amount of borrowing Maple Ridge 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
2013 Annual Report the available debt servicing capacity is about $17.96 million.
LEGISLATION AND REGULATIONS
Maple Ridge is required to adopt a five year Financial Plan (Budget) in accordance with Section 165 of the
Community Charter. The Financial Plan must include both operational and capital budgets and be adopted by bylaw
before the annual tax rates are set (i.e. before May 15th).
Council must undertake a process of public consultation before the proposed Financial Plan is finally adopted. The
bylaw remains in effect until a new or revised bylaw is adopted.
Balanced Budget
In compliance with Section 165 of the Community Charter, the 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 funds2.
AVERAGE TAX IMPACT
2013 2014 Increase %
Municipal Property Taxes
General Purpose (2.20% Gen/0.50% Infrastructure) $1,728.26 $1,775.10 $46.84 2.70%
Drainage Improvement Levy 4.58 9.78 5.20 0.30%
Parks & Recreation Master Plan Levy 1.90 6.24 4.34 0.25%
$1,734.74 $1,791.12 $56.38 3.25%
User Fees
Recycling (fixed rate) 70.20 72.15 1.95 2.78%
Water (fixed rate) 475.70 501.90 26.20 5.51%
Sewer (fixed rate) 309.45 322.05 12.60 4.07%
Municipal, Recycling, Utilities & Fire $2,590.09 $2,687.22 $97.13 3.75%
The actual 2014 increases in Municipal Property Taxes and Recycling User Fees were less than originally budgeted .
See Appendix H for the Financial Plan Bylaw amendment which describes the rate changes.
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. Maple Ridge 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.
1 B.C. Reg. 254/2004, Municipal Liabilities Regulation, Community Charter.
2 Community Charter s. 165(5) and Local Government Act s. 815(5).
Maple Ridge Financial Plan 2014 - 2018 14 | P a g e
Maple Ridge Financial Plan 2014 - 2018 15 | P a g e
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS
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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 community
for healthy living. A network of health, social and emergency services are locally
available, including a full service hospital, police, fire and ambulance services.
Driving Distances from Maple Ridge
Vancouver, BC 45 km
Victoria, BC 120 km
Seattle, WA 240 km
Portland, OR 483 km
Calgary, AB 924 km
Edmonton, AB 1,101 km
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
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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 80,000
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.
Moving to Maple Ridge might just be the best move
you’ll ever make. The city features a stunning natural
backdrop, a vibrant downtown and some of the most
affordable real estate in the region. This winning
combination led the Real Estate Investment Network to
name Maple Ridge as “#2 Top BC Investment Town”
and “the place to live for lifestyle.”
Maple Ridge is one of the fastest growing regions of
Metro Vancouver, forecast to double in population and
jobs by 2040. This growth, coupled with an
entrepreneurial spirit, is leading to an economic
whirlwind of activity throughout the community.
Maple Ridge is committed to supporting investment by
new and existing companies to help meet the growing
demand for high value local jobs to create a
sustainable, vibrant economy. Council has set an
ambitious goal of adding 3,000 new businesses over
the next decade. The highly successful Town Centre
Investment Incentive Program has attracted over $140
million in investments including Thrifty Foods, Target,
Chances Gaming Centre and Club 16. Maple Ridge also
supports new businesses through the innovative
businessSTART program. An initiative of Invest North
Fraser, the economic partnership with Mission and Pitt
Meadows, businessSTART connects new and existing
businesses with over 70 available resources.
As a BC Jobs Plan pilot community, we’re working with
our Invest North Fraser partners on a wide range of
investment attraction and job creation initiatives in
technology, education, tourism and agriculture. These
include True North Fraser (truenorthfraser.com), an
online resource that helps local agriculture and tourism
businesses easily profile their businesses and the
Education Task Force which is exploring establishing a
multi-institutional post-secondary in the region.
Creating a welcoming business climate is what we’re all
about. If you’re looking for a new home for you or your
business, it’s easy to see why you should make Maple
Ridge your next move.
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
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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 76,052
representing a percentage change of 10.3% from
2006. This compares to the national average
growth of 5.9%. 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 $82,827 with the median income at
$71,078.
Source: Statistics Canada, 2011 Census
Source: National Housing Survey 2011
Languages
The languages spoken most often at home in
Maple Ridge are:
English 92.4%
German 1.3%
Punjabi 1.0%
Korean 1.0%
French 0.3%
Other 4.0%
Source: Statistics Canada, 2011 Census
Education and Schools
In 2011, 30% of Maple Ridge residents over 25
years of age have received a high school
certificate or equivalent, 15% have obtained an
apprenticeship or trades certificate or diploma,
25% have attained a college, CEGEP or other non-
university certificate or diploma and another 21%
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, 2011
Employment
It is estimated that over 65% of Maple Ridge’s
labour force currently commutes outside of the
community. It is estimated that 6.8% 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
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
Maple Ridge Financial Plan 2014 - 2018 19 | P a g e
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 2013) for
single-family residences in Maple Ridge is
$459,200.
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
BC Gas Utility Ltd. Gas Lines
Telus (BC Telephone Company) Poles, Lines, Towers
Kanaka Business Park Development Ltd Vacant Land
Canadian Pacific Railway Company Railway Tracks
Source: 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: Maple Ridge - Strategic Economic Initiatives
GOVERNMENT OVERVIEW
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Council
Since 1874, when 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 assets. The day-to-day operation is
delegated by Council to the Chief Administrative
Officer and 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.
Standing Committees are:
Audit & Finance Committee
Committee of the Whole
Select Committees
Select Committees are established by Council 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. Select Committees are:
Agricultural Advisory Committee
Bicycle Advisory Committee – to be redefined
in 2014
Community Heritage Commission
Economic Advisory Commission
Maple Ridge-Pitt Meadows Advisory
Committee on Accessibility Issues
Parks & Leisure Services Commission
(MR/PM)
Public Art Steering Committee
Social Planning Advisory Committee
ELECTED and APPOINTED OFFICIALS
Maple Ridge Financial Plan 2014 - 2018 21 | P a g e
Elected Officials (2011 – 2014)
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
David Fleugel
Director of Human
Resources
Frances King
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
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
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 .................................................................................................................... Frances King, MA
Director of Information Technology ................................................................................................... Christina Crabtree, BA
Director of Licences, Permits and Bylaws ............................................................................................................ Liz Holitzki
Director of Parks & Facilities ................................................................................................................................ David Boag
Director of Planning ................................................................................................................. Christine Carter, M.PL., MCIP
Director of Recreation .............................................................................................................................. Wendy McCormick
Manager of Accounting ....................................................................................................................... Catherine Nolan, CGA
Manager of Business Systems.................................................................................................................. Kathleen Gormley
Manager Corporate Communications .......................................................................................................... Fred Armstrong
Manager of Financial Planning ................................................................................................ Trevor Thompson, BBA, CGA
Manager of Legislative Services & Emergency Program ...................................................................................... Ceri Marlo
Manager of 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 David Fleugel
Municipal Auditors - BDO Dunwoody LLP Municipal Solicitors - Young Anderson – Municipal Law
Municipal Bankers - TD Canada Trust - Heenan, Blaikie – Labour Law
Maple Ridge Financial Plan 2014 - 2018 22 | P a g e
Maple Ridge Financial Plan 2014 - 2018 23 | P a g e
Financial Policies and Fund Structure
Financial Policies
Fund Structure
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2014 - 2018 24 | P a g e
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 Financial 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 Financial Plan must be balanced. The Financial
Plan must not plan for a “deficit.” This means for each
year of the plan, the total of proposed expenditures and
transfers to other funds must not exceed proposed
funding sources plus transfers from other funds
[Community Charter s. 165(5) and Local Government
Act s. 815(5)].
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 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 expenditures. 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.
Maple Ridge 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
Maple Ridge develops its Five-Year Financial Plan in
accordance with generally accepted accounting
principles (GAAP). Maple Ridge uses the accrual
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
Maple Ridge monitors its financial performance as it
relates to the budget through variance analysis. Each
department reviews their revenues and expendi tures
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 Maple Ridge 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.
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2014 - 2018 25 | P a g e
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 180.
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 for budgeting and
accounting purposes are segregated into Operating and
Capital Funds for General, Water and Sewer. Reserve
Funds have also been created for specific purposes.
Department Relationship to Funds
The Sewer Fund relates only to the Sewer Utility section
which is in the Operations Center department on page
161. Similarly the Water Fund relates only to the Water
Utility section, also in the Operations Center
department on page 162. 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
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.
Reserve Accounts: These are appropriations of
surplus earmarked for specific purposes such as
dealing with operational variances.
Road Maintenance and Traffic Control: Providing
asphalt repairs, sidewalk and line marking, road
grading, snow and ice control, bridge maintenance,
street sweeping and traffic signs.
Sewer Utility Fund
The Sewer Utility pays for 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 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.
Reserve Funds
Maple Ridge has a series of reserve funds that were
established through adoption of a bylaw for various
purposes. For information on Reserve Funds see
Reserves on pages 57 to 62.
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Maple Ridge Financial Plan 2014 - 2018 27 | P a g e
Financial Planning Process
Business Planning Process
Alignment of Corporate Strategic Initiatives
Business Planning Guidelines
Financial Planning Process Schedule
BUSINESS PLANNING PROCESS
Maple Ridge Financial Plan 2014 - 2018 28 | P a g e
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 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 that are 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. Since 2012, we have provided live
streaming of the question and answer session and the
public is encouraged to ask questions by phone, email
and via the Maple Ridge Facebook page and Twitter
feed. Citizens are also encouraged to come to
Municipal Hall and be a part of the audience where they
are 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
plan
Employees
•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 priorities
Mayor & Council:
Strategic Plan & Priorities
•Winter: post-election; every
third year; Customer
Satisfaction Survey,
Strategic Planning Survey
Community Surveys
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Maple Ridge Financial Plan 2014 - 2018 29 | P a g e
Alignment of Corporate Strategic Initiatives
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2014 - 2018 30 | P a g e
In spring 2013, Council participated in an annual strategic planning exercise to evaluate the 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 – 2.25% for
2014 and 2.60% per year in 2015 through 2018.
2. Infrastructure Sustainability Property Tax increase
– 0.5% per year in 2014 through 2016 and 0.7%
per year in 2017 and 2018.
3. Parks, Recreation and Culture Levy – 0.25% per
year in 2014 through 2018.
4. Storm Water Levy – 0.3% per year in 2014
through 2018.
5. Water Levy – 4.5% per year in 2014 through
2018.
6. Sewer Levy – 4.5% per year in 2014 through 2018
(with no change to parcel charge).
7. Recycling Levy – 2.75% per year in 2014 through
2018.
8. Growth in property tax revenue assumption -1.65%
in 2014 and 2.0% per year in 2015 through 2018.
9. Provision for costs associated with growth, subject
to available funding.
10. Allocation of growth revenue associated with Town
Centre Incentives to fund Infrastructure
Sustainability.
11. Gaming Revenue increase of $550,000 to be
allocated to Infrastructure Sustainability.
12. The property taxes assessed against the
Hammond Mill will be reduced by $70,000 in
2014 and an additional $70,000 per year in 2015
through 2018.
13. Utility Charges will be reviewed annually with a
view towards using rate stabilization practices to
smooth out large fluctuations in rates.
14. Property tax rates will be reviewed annually to
ensure we are competitive with other lower
mainland municipalities.
15. Budgets include operating and capital
components for a five-year period.
16. Public Consultation Plan developed and
operationalized.
17. Increase revenue from existing sources by about
5%.
18. Identify potential new revenue sources (i.e. be
creative).
19. Evaluation of services to ensure alignment with
Council direction.
20. Identify and measure outputs/outcomes. Identify
key processes to undergo process improvement
reviews.
21. 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
2014, issues to be addressed are to include:
Economic Development and local, high-value
jobs
Smart Managed Growth and innovative
technologies/infrastructure
Transportation
Efficiencies and Effectiveness
Customer Service
22. 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.
23. Incremental packages must include a business
case to support new programs/ projects/staff.
24. 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.
25. 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?
26. Vacant position review and management – all
positions that become vacant are subject to a
detailed review prior to being refilled.
27. 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.
28. Quarterly performance reports are to be
presented to Council at open Council meetings.
Performance measures will be published in the
Annual Report and on the website.
29. Progress in relation to our strategic direction is to
be evaluated every six months.
30. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2014 - 2018 31 | P a g e
31. 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.
32. Workplans will identify short-term, medium and
longer-term action items that Council can
consider, as we work towards carbon neutrality.
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 2013 Complete staff debriefing sessions for previous year’s business plan
May 2013 Council workshop to review Corporate Strategic Plan and consider Business
Planning Guidelines for the ensuing planning period
Distribute “Business Planning Guidebook – 17th Edition.” (Corporate Strategic
Plan and Business Planning and Budget Guidelines for 2014 – 2018)
June 2013 Training Sessions – Ongoing
Begin to develop Business Plans (operating and capital) and financial plan
(budget)
July 2013 Finance to distribute copies of 5-year operating and capital budgets
Submit Capital Works Program proposals to Trevor Thompson by
Friday, August 16, 2013
Submit Information Technology proposals to Christina Crabtree by
Friday, August 16, 2013
September 2013 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 16, 2013
Update Performance Scorecards by Friday, September 27, 2013
Submit draft Business Plan (one copy) to Business Planning Committee by
Friday, September 27, 2013
October 2013 Submit final Business Plan (one copy) to Business Planning Committee by
Wednesday, October 16, 2013
November 2013 Departmental Business Plan and Budget presentations to CMT on Tuesday,
November 5, Wednesday, November 6 and Thursday, November 7, 2013
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 2013 Departmental Business Plan and Budget presentations to Council in a public
forum on Monday, December 9 and Tuesday, December 10, 2013.
Council reviews Business and Financial Plans and makes appropriate
amendments
Council adoption of Financial Plan Bylaw
Maple Ridge Financial Plan 2014 - 2018 32 | P a g e
Maple Ridge Financial Plan 2014 - 2018 33 | P a g e
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
FINANCIAL PLAN HIGHLIGHTS
Maple Ridge Financial Plan 2014 - 2018 34 | P a g e
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
2.2% per year in 2014, 2015 and 2016 and 2%
per year for 2017 and 2018.
Property Tax increase for infrastructure
sustainability of 0.5% per year in 2014 through
2016 and 0.7% per year in 2017 and 2018.
Growth in tax revenue from all property classes
combined is estimated at 1.65% in 2014 and
2.00% per year for 2015 through 2018. 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
0.25% per year in 2014 through 2018.
Storm Water Levy increase of 0.3% per year in
2014 through 2018.
Water Utility rate increase of 5.5% per year in
2014 through 2018.
Sewer Utility rate increase of 4.6% per year in
2014 through 2018 (with no change to parcel
charge).
Recycling rate increase of 2.75% per year in
2014 through 2018.
Growth Costs, new and previously approved, as
detailed on page 42 of the Financial Overview
Report in accordance with Financial
Sustainability Policy 5.52-2.0.
Capital Works Program totalling $18.2 million for
2014, $30.1 million for 2015, $27.2 million for
2016, $20.7 million for 2017 and $21.3 million
for 2018 as summarized on page 56.
No additional borrowing is contemplated in
2014 through 2018. Borrowing approved in the
2013 budget is included. Debt servicing is
included for projects where borrowing was
authorized previously and the project is not yet
complete, as outlined on page 63 and in
accordance with Financial Sustainability Policy
5.52-8.0.
Allocation of infrastructure sustainability funds
to various business areas in the amounts of
$4.0 million for 2014, $4.3 million for 2015,
$4.7 million for 2016, $5.6 million for 2017 and
$6.3 million for 2018, as outlined on page 60
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 on
page 54.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 35 | P a g e
On December 9, 2013 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 2014 and beyond. The final outcome is a Financial Plan Bylaw which Council adopted on
January 14, 2014. The main substance of this report is included below and has been enhanced to
include additional information. Specifically, details are provided on:
FINANCIAL PLANNING IN BUDGET ............................................................................................................................... 36
PROPERTY TAX INCREASES........................................................................................................................................... 37
WHERE DOES OUR MONEY COME FROM AND WHERE DOES IT GO? ............................................................................ 38
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ...................................................................................................... 43
COST REDUCTIONS/CONTAINMENT/REVENUE ENHANCEMENT INITIATIVES IN RECENT YEARS ................................... 46
UTILITIES & RECYCLING ................................................................................................................................................ 48
COMPOSITION OF PROPERTY ASSESSMENT BASE ........................................................................................................ 50
STAFFING ..................................................................................................................................................................... 51
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? .................................................................... 52
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN........................................................................................................ 54
CAPITAL PROGRAM ..................................................................................................................................................... 56
IMPACT TO THE AVERAGE HOME ................................................................................................................................. 65
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? ...................................................................................... 66
FINANCIAL INDICATORS ............................................................................................................................................... 67
OTHER ITEMS ............................................................................................................................................................... 72
CONCLUSION ............................................................................................................................................................... 72
PUBLIC CONSULTATION ............................................................................................................................................... 73
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 36 | P a g e
Financial Planning in
Budget
Budgeting is a balancing act
between what the Municipality
would like to do and what it can
afford. Budget decisions affect
the funding for programs and
services we depend on for our
quality-of-life every day.
Since the budget outlines
Municipal priorities, it has to be
a balancing act between
delivering quality services and
cost savings. Each budget takes
into account long-term goals,
immediate needs, changing economic conditions
and affordability for our citizens. This is why the
Municipal budget is called a Financial Plan, it is a
Financial Planning and policy document not only
for today, but for the future.
Rolling 5-Year Financial Plan
The Financial Plan covers a 5 year period that is
updated at least annually.
To get to the Financial Plan, Council and staff
undergo an annual Business Planning review
process that scrutinizes priorities and the
allocation of funding. With the rigour put into
developing the plan and taking the long view,
there should be few changes to the plan each time
it is refreshed.
The 5-year Financial Plan is
prepared based upon Council
direction. It is adopted by bylaw
and can only be changed by
bylaw. Once the Financial Plan is
adopted, it is published and is
available on the website
www.mapleridge.ca.
Balanced Budget—Can’t Run
Deficits
The 5-year Financial Plan
contains both operating and
capital expenditures.
Local Government in British
Columbia cannot run a deficit in
their operating accounts. Each year, the budget
must be balanced. This is why there is a need for a
5 year plan – no surprises!
The plan will also show proposed sources of funds
and their application to capital projects such as
building construction, road repairs, infrastructure
upgrades and land or equipment purchases.
Open and Transparent Budget Deliberations
Council and Municipal staff welcome input on
developing the budget and Financial Plan from all
our stakeholders. There are several opportunities
for formal input including a live question and
answer session. There are informal opportunities
as well; Council and staff are always available to
listen to your ideas.
Council
Welcomes Your
Input!
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 37 | P a g e
Property Tax Increases
In the 2013-2017 budget, Council and staff were able to reduce property tax increases. Council was
hoping to work towards further reductions in future budgets and this is exactly what happened in the
2014-2018 budget guidelines that were adopted in May 2013. The increases now proposed are even
lower.
The property tax increase of 3.25% noted can be broken down as follows. As you can see, the amount of
the tax increase is a lot less than it has been in prior years.
Town Centre—Up until 2007 a dedicated 1% tax increase was required for our obligation to the Town
Centre project. This is the project that brought us the Library, Youth Centre, Arts Centre, expanded Leisure
Centre, Office Tower, downtown park and underground parking.
Fire Levy—Before 2005, we had no full time paid firefighters and the Council of the day felt this had to
change to meet the safety needs of a growing community. Funding to do this was phased-in starting in
2005.
Property Tax Increases 2012 2013 2014 2015 2016 2017 2018
2012 - 2016 Adopted Budget (2012 Actual)4.89%5.17%4.80%4.80%4.80%
2013 - 2017 Adopted Budget (2013 Actual)3.50%4.05%4.55%4.55%4.55%n/a
2014 - 2018 Budget Council Adopted Guidelines 3.30%3.65%3.65%3.85%3.85%
2014 Reduction vs. Prior Adopted Budget 0.75%0.90%0.90%0.70%-
2014 - 2018 Budget Currently Proposed 3.25%3.25%3.25%3.25%3.25%
2014 Reduction vs. 2014 Council Adopted Guidelines 0.05%0.40%0.40%0.60%0.60%
General
Purpose (GP)Infrastructure
Town
Centre Fire Levy Drainage
Parks
& Rec.
Total
Increase
2018 2.00%0.70%0.30%0.25%3.25%
2017 2.00%0.70%0.30%0.25%3.25%
2016 2.20%0.50%0.30%0.25%3.25%
2015 2.20%0.50%0.30%0.25%3.25%
2014 2.20%0.50%Inc. in GP 0.30%0.25%3.25%
2013 2.25%0.50%300,000$ 0.30%0.13%3.50%
2012 3.00%1.00%600,000 4.88%
2011 3.00%1.00%600,000 4.99%
2010 3.00%1.00%600,000 5.13%
2009 3.00%1.00%600,000 5.18%
2008 3.00%1.00%600,000 5.31%
2007 3.75%1.00%600,000 6.18%
2006 3.75%1.00%600,000 6.37%
2005 3.00%1.00%600,000 5.77%
2004 3.00% 1.00%4.00%
2003 3.00%1.00%4.00%
Council wanted to reduce the size of the property tax increase.
As you can see by this chart, this is exactly what they did!
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 38 | P a g e
Infrastructure Sustainability—is discussed in more detail on page 60. Dedicated funding was
implemented in 2008.
Drainage and Parks & Recreation—New for 2013, was a drainage tax increase to fund the replacement of
drainage infrastructure and an increase to implement the Parks and Recreation MasterPlan.
General Purpose—The General Purpose component of the increase is what is left to cover cost pressures.
Where Does Our Money Come From and Where Does It Go?
Conceptual Overview
This section provides a conceptual overview of what Maple Ridge can expect in additional revenue year
over year. Growth in the property tax base and property tax increases provide the bulk of new revenue,
which amounts to just over $3.0M in 2014.
New Revenue
The property tax increase consists of increases for general purposes, dedicated infrastructure renewal
and replacement, phased implementation of the Parks & Leisure Services MasterPlan and drainage
improvements.
The following table illustrates growth rate assumptions and tax increases and the associated revenues
that have been included in the Financial Plan.
Conceptual Overview of New Revenue
Inflationary increases must be accommodated by this line
Item ($ in thousands)2014 2015 2016 2017 2018
Previous Year's Taxation Revenue 63,125 66,175 69,625 73,300 77,500
Growth Rate 1.65%2.00%2.00%2.00%2.00%
Growth Rate (Town Centre Incentive)0.10%0.50%0.15%
Growth Revenue 1,050 1,325 1,450 1,825 1,675
Previous Year's Taxation + Growth 64,175 67,500 71,075 75,125 79,175
Property Tax Increases:
General Purpose 2.20%2.20%2.20%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.70%0.70%
Parks & Recreation Improvements 0.25%0.25%0.25%0.25%0.25%
Drainage Improvements 0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase 3.25%3.25%3.25%3.25%3.25%
Property Tax Increase Revenue 2,075 2,200 2,300 2,450 2,575
Reduce Revenue from Major Industry (75)(75)(75)(75)(75)
Additional Property Taxes vs. Prior Year 3,050 3,450 3,675 4,200 4,175
Next Year's Taxation Base Revenue 66,175 69,625 73,300 77,500 81,675
Gaming Revenue Increase 550
Increases in other revenue 175 175 150 150 125
Increase in General Revenue 3,775 3,625 3,825 4,350 4,300
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 39 | P a g e
Growth refers to the new property tax revenue received from 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 the
last five years. In some respects, Maple Ridge is fortunate in that it does not rely heavily on any one
industry for its revenues.
In 2014, gaming revenues are projected to increase by $550,000 and other revenues are projected to
increase by $175,000 over the amount previously budgeted. The increase in other revenues includes
changes in Parks & Leisure Services cost share recoveries, recycling fees and grants. In some cases,
these revenues are offset by related increased expenditures. Page 40 shows the demands against this
revenue.
Transfers
Maple Ridge has committed to making transfers to certain reserves in order to provide long term financial
stability. These transfers reduce the revenues that are available to cover other expenditures.
Approximations of such transfers are shown in the following table. The amounts reflect the change from
one year to the next, rather than gross amounts to be transferred, to highlight the draw against each
year’s additional revenue.
Conceptual Overview of Changes to Transfers
The remaining new revenue for 2014, after the reserve commitments, is about $3.9 million.
Item ($ in thousands)2014 2015 2016 2017 2018
Additional General Revenue available 3,775 3,625 3,825 4,350 4,300
Transfers to Reserves:
Capital Works Reserve (100)(50)(50)(50)(50)
Fire Department Capital (50)(50)(75)(75)(75)
Equipment Replacement Reserve -(50)(50)(50)(50)
Capital Works Reserve Adjustment 500 (150)(250)200 (50)
General Revenue Funded Capital (net CWR tfrs)(275)(175)(100)(200)(100)
Available after transfers 3,850 3,150 3,300 4,175 3,975
We use reserves to provide long-term financial stability
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 40 | P a g e
There are a number of
contracts already in place.
There is little discretion in
funding these commitments.
Expenditures
Beyond the Transfers noted on the previous page, 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 the table below and a discussion follows.
Conceptual Overview of Expenditure Changes
The numbers in the preceding two tables and the following table represent a change from one year to the
next. For example, the Policing amount means that 2014 costs are forecasted to be about $925,000
higher than 2013, so will require $925,000 of the new revenue for 2014.
We have little discretion in funding many of these items as they reflect the costs associated with existing
contracts (such as Labour, RCMP, Library and Recycling).
These next points provide further detail about items in the Conceptual Overview of Expenditure Changes:
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 finalized, the Financial Plan Bylaw will be
updated.
Fire Department: Implementation of the Fire Department
MasterPlan is reflected in these costs. Fifty-one full-time
firefighters have been hired since the phased implementation of
the Fire Department MasterPlan. Costs are increasing even though
no additional firefighters are provided for.
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 eight additional members over five years.
Library: We are part of a regional library system and so our costs are affected 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 shared by the entire system. The
cost of the contracted service with the Fraser Valley Regional Library is expected to increase by
$29,000 which is $101,000 less in 2014 than we had previously anticipated. This is the result of a
change in the funding formula.
Item ($ in thousands)2014 2015 2016 2017 2018
Available after transfers 3,850 3,150 3,300 4,175 3,975
Increase in expenditures:
Labour (excluding Fire Dept.)(625)(700)(700)(800)(750)
Fire Department (400)(425)(450)(450)(475)
Parks & Recreation Master Plan (150)(175)(175)(200)(200)
Policing (RCMP, ITEAMS, ECOMM)(925)(625)(450)(900)(800)
Fraser Valley Regional Library (25)-(100)(100)(100)
Inflation Allowance (100)(200)(225)(225)(225)
Infrastructure Replacement (875)(350)(425)(900)(700)
Drainage Levy Related Projects (200)(200)(225)(225)(250)
Growth Costs (400)(400)(400)(400)(400)
Recycling Expenses (50)(100)(50)(50)(50)
Arenas (CPI and Subsidized Ice)(100)
Actuarial Accrual, Service Severance & Sick Liab.150 25 25 25 25
Cottonwood Landfill Closure (15 years)(200)
Available after expenditures (50)-125 (50)50
Surplus from prior year 68 78 99 212 107
Other Adjustments & Rounding 60 21 (12)(55)(42)
General Revenue Surplus 78 99 212 107 115
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 41 | P a g e
Infrastructure Replacement: In 2008, Council approved a 1% tax increase to help maintain our
existing infrastructure. The 2013 increase was 0.5% for an annual contribution totaling $3,075,000.
The 2014-2018 budget includes an increase for infrastructure of between 0.5% - 0.7% annually. This
amount is supplemented by committing the additional gaming revenues and growth in property taxes
due to the Town Centre Incentive Program to infrastructure replacement. Additional discussion on
infrastructure replacement is included 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. An allowance of about 1% for 2014 and 2% a year for 2015- 2018 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, debt payments have been included based on the earliest
date that borrowing is likely to occur. Debt is discussed in more detail under “Borrowing” starting on
page 63.
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 new revenues. If growth
revenue falls short of projections, growth related costs will be cut.
Other: This line captures numerous minor adjustments to other accounts such as materials, utilities,
training, supplies and maintenance.
Of the $3.8 million available in new revenue, the demand from the labour category including Police and
Fire is about $2 million. Following is a chart illustrating the distribution of new revenues for the 2014
year.
Conceptual Overview of Distribution of New Revenue
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. In other areas, revenues are not
increasing at the same rate as costs. This leaves minimal room for enhancements to services unless
reductions are considered in other areas or new revenue sources, such as grants, are found.
No your eyes are not
deceiving you. Police
and Fire expenses
account for about
40% of the money
we receive.
Labour
19%Fire Dept. (Labour &
Capital)
14%
Policing
28%
Drainage Levy
6%
Library
1%
Growth Costs
4%
Infrastructure
Replacement (excluding
gaming revenues)
10%
Parks & Recreation
Master Plan
4%
Other
2%
Capital
4%
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 42 | P a g e
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 had to be reduced to compensate for the lower than anticipated growth
revenues. In 2012 all growth funding was removed, creating funding pressure in areas that incur direct
costs where additional inventory needs to be maintained.
Growth Packages in Financial Plan
The total growth amount for 2014 through 2018 is different than the growth amount in the Conceptual
Overview of Expenditure Changes table as the table is rounded to the nearest $25,000.
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. Incremental adjustments are, however, recommended to
address the following issues identified by Council:
1. Cottonwood Landfill Remediation - A staff report in the near future will discuss the remediation works
required at the Cottonwood Landfill site, the annual costs of which are estimated at $200,000. This
amount has been included in the Financial Plan reconciliation that appears on pages 54 and 55.
2. Implementation of Document Management - Earlier this year, Council approved the implementation
of a Document Management System. Capital costs and the majority of the ongoing costs for the
system were included in the previous Financial Plan. The $75,000 per year for two years for start-up
costs that were identified in the staff report have been included in the Financial Plan and are being
funded from Surplus.
3. Façade Improvement Program - 2014 is the last year of the program offered in partnership with the
Business Improvement Association.
4. Treat Noxious Weeds on District Property - It is recommended that a budget of $50,000 per year for 5
years be provided to engage contractors who have personnel trained in the application of pesticides.
The objective is to implement a weed control strategy on areas identified as the highest priority to
reduce the spread of these weeds and protect habitat areas. $250,000 of surplus has been
allocated.
5. Hammond Area Plan - Council has expressed a strong interest in undertaking an Area Plan for the
Hammond Neighbourhood. $130,000 of surplus has been allocated to provide the Planning
Department with temporary resources for this project.
6. Information Technology Security Audit - This security audit is critical to ensure Maple Ridge is being
rigorous in its security practices and procedures and minimizing the risk of a security breach.
Recommendations coming out of this security audit may result in changes in security practices and
procedures. $20,000 of surplus has been allocated.
Item ($ in thousands)2014 2015 2016 2017 2018
General Revenue Fund
Transfer to Fire Department Capital Reserve 50 50 50 50 50
Operations 65 65 65 65 65
Parks Maintenance 79 65 65 65 65
Software Maintenance 20 20 20 20 20
Public Works & Development (PW&D)65 65 65 65 65
Corporate & Financial Services (C&FS)65 65 65 65 65
Community Dev, Parks & Rec (CDPR)65 65 65 65 65
General Revenue Total 409 395 395 395 395
Water Revenue Fund - Maintenance 15 15 15 15 15
Sewer Revenue Fund - Maintenance 10 10 10 10 10
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 43 | P a g e
7. Joint Leisure Services Agreement Review - Maple Ridge established a Joint Leisure Services
Agreement with the City of Pitt Meadows in 1993. Council has stated its interest in conducting a
review of this agreement to ensure good value for taxpayer dollars and the efficient and effective
delivery of parks, recreation and cultural services to citizens. $15,000 of surplus has been allocated.
8. Capital Items Funded from Surplus - The Drainage levy will take time to build and two important
projects need to be advanced. We recommend that these be funded from surplus. As well,
improvements on Lougheed Highway between the Gaming Centre and 224 Street are scheduled for
2015 and can be funded from Surplus.
Incremental Adjustments
What Would a Zero Tax Increase Look Like?
This section looks at the revenue increases that we expect and then looks at the major cost drivers.
Tax Revenue from New Construction (1.65%) $1,050,000
Projected Tax Increases (3.25%) 2,075,000
Adjust Major Industrial Tax Rate < 75,000>
Total $3,050,000
What this means is that the new construction as well as the projected tax increase is going to generate
an additional $3,050,000; the tax increase itself generates $2,075,000. Why is this tax increase
necessary and what are our options? Let’s have a look.
RCMP Costs
2013 2014 Increase
RCMP Contract $15,025,000 $15,950,000 $925,000
Comments: The RCMP contract is projected to increase by $925,000. The largest changes are due to
increases in Pension Costs and RCMP Overhead, items that Maple Ridge has no discretion
with. There is one additional police officer included in the 2014 budget and Council can
decide to not add this position. This will result in a cost reduction of $145,000 and is not
recommended as we have tried to provide gradual increases to our RCMP complement to
keep up with the workloads associated with a growing community. A departure from this
practice will defer costs to the future and compromise service delivery. To bring the RCMP
contract budget in at a zero increase, we would have to release 6.5 police officers or about
7.5 percent of our detachment resources. Council will need to consider the effects of this on
public safety.
Item ($ in thousands)2014 2015 2016 2017 2018
General Revenue Surplus 78 99 212 107 115
Incremental Adjustments and Capital to be funded from Accumulated Surplus
Items Previously Approved By Council
Document Management Implementation (2 yrs.)150
Façade Improvement Program 25
Proposed Operating Items
Treat noxious weeds on municipal property (5 yrs.)250
Planning - Hammond Area Plan 130
Information Technology Security Audit 20
Parks & Rec. - Joint Leisure Services Review 15
Proposed Capital Items
Drainage - Flood Study N. Alouette 150
Drainage - ISMP Watershed Review 350
Downtown Improvement - Lougheed Hwy (224 - 226)2,400
Transfer from Accumulated Surplus (1,090)(2,400)
General Revenue Surplus 78 99 212 107 115
This is the new revenue that we
expect for 2014.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 44 | P a g e
Pay me Pay me now —
Pay me later!
Infrastructure Maintenance & Renewal
2013 2014 Increase
Annual Contribution $3,075,000 $3,950,000 $875,000
Comments: We have a huge infrastructure renewal/maintenance
deficit that we are starting to address. We do not have
to do this and can continue to defer this item. It should
also be noted that deferral of important infrastructure
maintenance and repairs will lead to large and
unpredictable cost increases in the future.
Fire Department
2013 2014 Increase
Annual Costs $8,925,000 $9,325,000 $400,000
Comments: The largest portion of the increases in the Fire Department are related to the wages and
benefits of the full time firefighters that are determined under a collective agreement. No
additional personnel are included in the budget. For the department to hold the line in its
increase, it would have to take one truck out of service which would reduce costs by
$400,000. This is not recommended as our response times to calls for service will increase.
Further, the composite model that we have spent some time developing may be
compromised.
Parks & Leisure Services
2013 2014 Increase
MasterPlan Funding $75,000 $225,000 $150,000
Comments: The Parks & Leisure Services MasterPlan was adopted in 2010. The Plan identifies both
short and long-term service needs defined through community consultation. The first year of
funding occurred in 2013 and was allocated to park planning. In 2014 the Plan is projected
to receive an additional $150,000. There are a number of priorities in the Plan that this
funding could be allocated toward, the specifics of which will be determined by Council. We
could push back the phased-in funding which would delay planning and implementation of
those priorities.
Drainage Improvements
2013 2014 Increase
Annual Levy $150,000 $350,000 $200,000
Comments: Parts of the community have high potential for flooding and we have been trying to
systematically make improvements to our drainage system. An increase of $200,000 is
planned for 2014, but we do not have to do this.
Contribution to Reserves
2013 2014 Increase
Fire Department $1,325,000 $1,375,000 $ 50,000
Capital Works 850,000 950,000 100,000
Equipment Replacement 1,950,000 1,950,000 —
Comments: Maple Ridge relies on Reserve Funds to manage large expenditures and the above-noted
increases in contributions are planned for 2014. These systematic increases have allowed
us to deal with large capital items without having to pass large tax increases on to our
citizens. As Council is aware, detailed analysis on all of our reserves is done to make sure
that the balance is adequate. We do not have to set aside this additional money into
reserves, but reserves help us avoid having to pass large tax increases to our taxpayers.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 45 | P a g e
General Inflation, including Labour
2013 2014 Increase
Operating Costs $29,050,000 $29,675,000 $625,000
Comments: As Council is aware, most line items in the budget are held to no increase. This practice,
applied in times of inflation over multiple years, results in a reduction in real spending. A
contingency is provided in our Financial Plan reflecting labour negotiation patterns in the
region. We do not have to provide for this, but failing to do so will have some undesirable
consequences such as potential labour disruption or core service cuts as a result of layoffs.
Service Level Reductions
Council may wish to consider the following service level reductions in order to reduce costs:
1. Library—Eliminate Sunday openings — Closing our library on Sundays could save $38,000 annually. It
may take some time for the full financial benefit to be realized due to contractual commitments.
2. Community Grants—Eliminate — Council has set aside $60,800 on an annual basis to support a range
of community grants. This program could be reduced and/or eliminated over a period of time.
3. Dog Bag Dispensers—Eliminate dog bag dispensers in parks — This could save $20,000, but result in
lowered satisfaction by park and trail patrons who expect this level of service.
4. Port-a-Potties in Parks—Eliminate port-a-potties in municipal and community level parks and on the
dyke trail system — This could save $24,000, but result in lowered satisfaction by park and trail
patrons who expect this level of service.
5. Ice Funding for Minor Sports—Eliminate final year of phased-in plan to increase equitable access to
ice by local minor sports — This could save $36,000, but result in dissatisfaction from ice user
associations who have been anticipating this increase. Financial accessibility for ice for local minor
sports will remain further behind what other communities provide.
6. Core Security—Eliminate on-site daily supervision and security services in Memorial Peace Park and
surrounding buildings — This could save $60,000, but result in risk of increased negative behaviours
in the area and corresponding impact on RCMP resources.
7. Accessibility to Recreation Services — Eliminate some of the oversight to programs that increase
access to parks and recreation services for citizens with unique needs or challenges including a
disability, financial limitations or other barrier. This will reduce costs by $34,000 and will result in
reduced support for individuals and families dealing with situations that may limit or exclude their
access to recreation services. There is some potential for reduced participation from this sector and
elimination of support to the Municipal Advisory Committee on Accessibility.
8. Brushing and Chipping Program—Eliminate — This could save $72,654. This program was
implemented many years ago when an outdoor burning ban was placed in the urban area. Intent was
to offer citizens an alternative to burning branches or having to take such debris to the transfer
station.
9. Mosquito Control Program—Eliminate — This could save $12,000. This program is offered by the
GVRD and there are municipalities that choose not to participate.
10. Contract with ARMS/KEEPS—Eliminate — This could save $40,000. These are valuable community
groups that receive assistance from us and Council may wish to reconsider this assistance.
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 in the best way possible. Our business plans that accompany this report as well as the next section
of this report highlight just some of the improvements that have been made over the past few years.
These changes 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 46 | P a g e
In identifying ways to minimize the tax increase, we have focused on our cost drivers. There are other
practices that could also be used to reduce tax increases and staff strongly recommend against them.
These include:
1. Defer infrastructure renewal and maintenance - Some municipalities reduce expenditures in this
area. From our perspective, this is short sighted and 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 tax increases 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 important 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 realistic 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 to answer the question “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, by focusing on cost drivers or service level
reductions, rather than through the practices mentioned above.
Cost Reductions/Containment/Revenue Enhancement Initiatives in Recent Years
Council and staff are constantly looking for opportunities to improve service delivery and save money. In
this quest, there are many areas where improvements have been achieved, or initiatives are underway
that are expected to lead to improvements. Below is a selection of notable efficiency and effectiveness
efforts over the last while.
Shared Services
1. Mutual Aid Agreements with Pitt Meadows, Mission and Langley for emergency fire services – a move
to a more demand-based staffing approach, anticipated to save on costs of staff coverage during
peak loads.
2. Fire Department - arrangements with Justice Institute Safety training centre.
3. Invest North Fraser Economic Partnership – efficiencies expected through cost sharing on regional
investment attraction initiatives and strategic partnerships like the BC Jobs Plan Pilot.
4. Communications Partnership – Rogers Communications designed and funded a rebuild of an
abandoned sewer line for communication services under the Haney Bypass for our mutual use, at a
cost in the order of $75,000.
5. RCMP Regional Forensic Investigation Unit – relocated to Maple Ridge.
6. Operations Fueling – centralized fueling of District fleet vehicles, as well as Fire Department and
RCMP vehicles, resulted in cost savings of $86,632 in 2012 over retail pricing on 646,483 litres of
fuel. Presently, our price is about 0.15¢ per litre cheaper than retail.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 47 | P a g e
Business Process Efficiency
1. Fire Department – introduction of software for computer-aided dispatch and truck allocation has
increased efficiency in reduced wait times for information.
2. Bylaw Adjudication System – pilot project anticipated for 2014 as a new way of ‘serving’ infractions
which is expected to save $40,000 per year in Bylaw Officer time.
3. Vacant Positions – vacant staffing positions subjected to reviews to ensure need and efficiency.
4. Efficiency Improvements in Equipment Use - Operations adapts dump trucks for snowplow use and
Parks licences certain lawnmowers for more efficient transportation between locations.
Service Delivery Improvements
1. ePayments – online payments for certain District services is being widely embraced. For taxes, about
20,000 accounts took advantage of epayment options for a total value of $38M in 2013. New credit
card payment service for property taxes was introduced for 2013 and it raised close to $400,000
from 166 accounts.
2. Human Resources Initiative – WorkSafeBC has recognized our Health and Safety program with a
rebate of $44,000 on our annual assessment.
3. Volunteerism – utilization of volunteers for festivals and events (28,982 hrs), Parks and Leisure
Services (6,728 hrs) and support for RCMP programs (10,500 hrs) to augment objectives and contain
staffing costs.
4. Civilianization of RCMP Roles – three police roles have been converted to civilian roles in the last few
years at substantial savings.
5. Community Safety Officers – three positions were created for public safety roles that do not require
regular RCMP members, resulting in a savings of approx. $60,000 per year.
6. Bylaws/Permits Laptops in Vehicles – pilot project underway on in-field access to digital case files in
vehicle laptops. Expected to yield significant efficiency and time savings when fully operational.
7. Customer Service – 2013 review of standards and expectations to be “Fair, Friendly and Helpful.”
8. Service Automation - enhanced irrigation system for hanging basket fertilization reducing manpower
costs.
Contract Arrangements
1. E-Comm Contract – entered a contract in 2011 for police dispatch services with E-Comm that
reduced our costs by $1 million over 5 years.
2. Audit Services – renegotiated the agreement for a 5% reduction in our costs with improved services.
3. Gravel Extraction – current contract provides for significant cash flow to Maple Ridge.
4. Library – favourable change in cost-sharing formula.
5. Hammond Stadium Upgrade – internalized project management to potentially save up to $400,000
compared to the low bid for the project.
Technological Innovation
1. Leisure Centre Retrofit – the use of solar power for water heating since 2011 has resulted in the
recovery of the cost of the retrofit and a 60% decrease in natural gas consumption for water heating.
2. Hybrid Vehicles – the fleet of 19 Ford Escape hybrids saves Maple Ridge $27,000 in fuel every year.
Similarly, the nine Toyota Prius hybrids save Maple Ridge $5,600 in fuel every year.
3. Electric Vehicles – Maple Ridge deployed three fully electric vehicles in 2013 with projected savings
of $3,000 annually.
4. RCMP Roof Replacement Project – completed in 2013, this project saw the installation of a white roof
which is expected to save significantly on air conditioning costs over the course of the lifetime of the
roof.
5. RCMP Asset Tagging Initiative – using radio frequency tagging of assets since 2011, the RCMP have
realized efficiencies in staff time valued at about $12,000 annually.
6. Replaced Workstations with Thin Clients – replaced 200 PC’s with cheaper ‘thin clients’ saving about
$500 per device. Further significant savings in power consumption and IT support, also received an
efficiency award for power savings.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 48 | P a g e
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2013 2014 2015 2016 2017 2018
Water Revenue Fund (5.5% increase)
Revenues
Expenses
Accumulated Surplus
7. Reduced Number of Hardware Servers – ‘virtualization’ has allowed Maple Ridge to host 80 ‘virtual
servers’ on six physical machines saving about $5,000 per device.
8. LED Streetlights – Operations staff are testing LED streetlights for deployment in a new subdivision to
determine the possible energy consumption savings .
Asset Management
1. Adaptive Reuse of Old Infrastructure – Maple Ridge has reused over 3,000 metres of abandoned
underground pipes for our fibre optic network. Resulted in off-setting costs of about $500,000 than if
built from scratch.
2. District Lands – leveraged District land to get a new SPCA building built at substantial savings. As
well, utilized District lands at the top of Grant Hill to locate our own telecommunications tower at
significant construction savings.
3. Top Soil Reuse – construction of the Mountain Bike Skills Course at Albion Park was made possible
through the relocation of organic soil from the Albion Park playfield project.
4. Excavation Reuse – re-contoured berms onsite during playfield construction to accommodate
excavated material thereby saving on hauling costs.
5. Equipment Improvements – replaced single-use heavy backhoe with lighter multi-use tractor and
attachments for use in cemetery, sports fields and for park maintenance.
Alternative Revenues
1. District Radio Tower – Grant Hill radio tower has off-set operating costs of renting space elsewhere
and has also resulted in secondary revenue of over $50,000 per year in leasing excess space.
2. Grants – recent grants received include Climate Action rebate of $48,000, BC Hydro Energy Manager
grant of $150,000 over 3 years and Workplace Conservation grant of $5,000.
3. Alternative Funding Sources – a few examples of recent improvements in alternative funding sources
include having Abernethy Way designated a major regional road thereby leveraging funding from
senior agencies, Gaming Revenue and recent bylaw amendments promoting amenity contributions
from development.
Conclusion
These are just some of the initiatives that have been implemented over the past short period of time to
reduce/contain our costs or to generate additional revenue.
Utilities & Recycling
Utility Rates and Rates Stabilization
Water Utility Rates
The majority of the Water Utility revenue is from the
flat rate water levy and charges for metered water
assessed to individual properties. In addition,
development revenues provide a financial
contribution. These revenues cover the costs
associated with water purchases, maintenance and
both regional and local capital infrastructure.
The 2014 flat rate charged for residential properties
is planned at about $502, of which $302 is required
to purchase water from the region, $2 is required to
service debt associated with regional capital, $114
is required for local operating expenses, leaving $84
to fund local capital projects or to smooth regional rate changes.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 49 | P a g e
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
2013 2014 2015 2016 2017 2018
Sewer Revenue Fund (4.6% increase)
Revenues
Expenses
Accumulated Surplus
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
water rates increased only 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. A rate
increase of 5.5% is manageable, but may need to be revisited depending on how quickly the region
proceeds 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 2014 flat rate charged for residential properties is
about $322, of which two thirds or $206 is paid to the
region to treat the wastewater, $69 is used locally to
cover operating expenses, leaving $47 to fund local
capital or smooth regional rate changes.
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.
Implementation of changes to the regional cost allocation formula may be a significant factor in future
rate increases. The regional cost for sewer increased only marginally in 2014 and a lower annual rate
increase in sewer user fees of 4.6% is manageable.
Accumulated Surplus projections, illustrated below, are largely influenced by regional costs and the
amount of planned capital. Water rate projections from the region change greatly from year to year. Utility
rate increases were reduced in 2013 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. They also provide employment for adults with disabilities.
Recycling fee increases of 2.75% are planned in 2014 through 2018 to cover the anticipated increase in
contract costs and equipment rates.
Provincial regulations shifted recycling responsibilities to producers. The 2015 recycling rates and
operational impacts will be reviewed to reflect any agreements with Multi-Material BC.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 50 | P a g e
Composition of Property Assessment Base
The tax rate charged to the Residential class is relatively low when compared to the rate charged to the
Business and Industry classes, so we need to keep an eye on the composition of our property tax base.
The following chart shows the residential proportion of the assessment base in area municipalities. The
range is from a low of 71.87% in the City of Langley to a high of 96.93% in West Vancouver. If you exclude
the two municipalities that are on the high and low end of this range, the remainder are in a relatively
narrow range. The chart also shows how this percentage has changed between 2009 and 2013.
Lower Mainland Municipalities
% of Residential Class Property Assessment Values
Twelve area municipalities including Maple Ridge have seen a reduction in the proportion of the
assessment base that is represented by Residential properties; Five have shown an increase.
Lower Mainland Municipalities
% Change in % of Residential Portion of Property Assessment Values from 2009—2013
One should be careful with conclusions that are reached by looking at this data. For instance, the
changes could be simply the result of market value fluctuations rather than new construction. It is just
one piece of information that should be kept in mind in Council’s deliberations.
Source: BC Assessment, 2009 and 2013 Revised Rolls
Langley-City Delta Burnaby Richmond Port
Coquitlam
Langley-
Township
North
Vancouver-
City
Vancouver Pitt
Meadows
New
Westminster Surrey Coquitlam Mission Maple Ridge Port Moody
North
Vancouver-
District
West
Vancouver
2013 71.87%80.85%80.95%81.01%81.88%82.37%82.63%83.82%84.84%85.53%86.49%87.80%89.93%91.06%91.49%92.36%96.93%
2009 73.45%81.26%79.79%77.92%84.91%82.71%83.26%82.86%86.18%86.31%87.37%87.19%91.23%92.00%91.84%92.38%96.40%
60.00%
70.00%
80.00%
90.00%
100.00%
Port
Coquitlam Langley-City Pitt
Meadows Mission Maple Ridge Surrey New
Westminster
North
Vancouver-
City
Delta Langley-
Township Port Moody
North
Vancouver-
District
West
Vancouver Coquitlam Vancouver Burnaby Richmond
%Change -3.56%-2.14%-1.55%-1.42%-1.02%-1.02%-0.90%-0.75%-0.51%-0.40%-0.38%-0.01%0.55%0.69%1.16%1.45%3.97%
-4.50%
-3.50%
-2.50%
-1.50%
-0.50%
0.50%
1.50%
2.50%
3.50%
4.50%
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 51 | P a g e
Staffing
This chart shows the change in District staffing levels over the past 4 years. While there have been
reallocations of staff, the overall complement has increased by 47.5 positions or 13% since 2009.
Of this total increase, 23 positions were added to the Fire Department as a result of the phased
implementation of the Fire Department MasterPlan. In addition, the civilianization of certain functions
previously carried out by RCMP officers resulted in an increase in 3 District staff in Police Services. After
deducting these increases (26), the net increase in staff is 21.5 over 4 years.
While the exempt staff pool grew by 5 positions over this same period, 3 were reclassifications from non-
exempt staff. The remaining 2 additions are comprised of 3 new positions and 1 deletion. This net
increase of 2 exempt positions is included in the 47.5 total and the 21.5 net increase.
Division Department 2013 Δ 09-13
ADMIN 1. CAO Admin 7.0 0.0
2. Strategic Economic Initiatives 4.0 0.5
3. Human Resources 7.5 1.0
18.5 1.5 9%
CDPR 1. CDPR Admin 2.0 (1.0)
2. Parks & Facilities 45.5 18.2
3. Recreation 43.2 (14.2)
4. Community 12.5 2.5
103.2 5.5 6%
CFS 1. CFS Admin 3.0 1.0
2. Clerks 9.4 2.1
3. Finance 17.6 1.0
4. IT 15.0 1.0
5. Fire Admin 9.0 1.0
6. Firefighters 51.0 22.0
7. Police Services 44.5 3.0
149.5 31.1 26%
PWD 1. PWD Admin 2.0 0.0
2. Engineering 28.0 0.0
3. Lic, Perm & Bylaw 30.5 2.5
4. Planning 17.0 2.0
5. Operations 74.9 4.9
152.4 9.4 7%
Grand Total 423.6 47.5 13%
Grand Total 47.5
Less:
Fire 23.7
Police 3.0
Net 21.5
The net increase
of 21.5 staff
works out to an
increase of 4.5%
over 4 years, or
about 1.25% per
year. This is less
than the growth
rate that has been
experienced in the
community.
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Maple Ridge Financial Plan 2014 - 2018 52 | P a g e
How Have We Been Doing in Relation to Our Budget This Year?
2013 Financial Outlook
As we begin to look forward to the 2014-2018 Financial Plan, it is useful to take a look at how the current
year is shaping up to provide some context to the upcoming discussions. The focus of this discussion is
the General Revenue Fund, as this is where Council has the most discretion and the transactions in this
fund drive property tax rates.
For the past number of years building permit revenues have been quite variable, exceeding Financial Plan
targets one year and missing them the next year. To manage this variability, Maple Ridge uses its
financial sustainability policies, conservative budgeting and a practice of planning for the bad times
during the good. Temporary shortfalls in revenue can be managed through the Building Inspection
Reserve; the current balance in the reserve is $1.6 million. For 2013, we expect annual building permit
revenues to be at, or close to, our Financial Plan target of $1.7 million. The following table shows building
permit revenues for the past 5 years.
Historical Building Permit Revenue
Starting in 2010, Maple Ridge began receiving revenues from the local gaming facility. In 2012 we
received $819,341, up slightly from $756,427 in 2011. We have recorded $634,000 in gaming
revenues to date in 2013 and expect annual revenues to exceed $800,000 against a Financial Plan
target of $500,000. Monies received from this source are allocated in line with Council’s policy.
The following information is based on September results and indicates we will see a General Revenue
surplus at year-end. Contributing factors include positive investment revenues and overall cost
containment. Some departments will be under budget at the end of the year due to timing issues related
to ongoing projects; these amounts will be transferred to reserves as part of our year-end processes to
allow work to proceed in 2014.
Revenues:
Investment income in the General Revenue Fund will exceed budget targets in 2013 as a result of
positive returns and a larger investment portfolio due to capital project expenditure delays. At the end
of September, investment income is $500,000 over Financial Plan targets.
Gravel revenues will miss Financial Plan targets due to the expiration of our agreement with North
Fraser Developments. Negotiations for a new agreement are underway.
The Financial Plan included revenues of $1.6 million from the commercial section of the tower. Current
projections indicate that revenues will miss this target by 12% due to vacancies. This shortfall can be
addressed through the reserve established for this purpose.
As you can see it is hard to predict revenue.
We don’t lock ourselves into expenditures at a high level.
2009 2010 2011 2012 2013 (as at Sept)
$1,418,061 $1,945,951 $1,470,115 $1,285,502 $1,589,071
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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. In 2011, 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 has not been resolved. We may need to draw on the Protective
Services Reserve for funding depending on the final outcome of the issue.
Overall Fire Department costs may be slightly over budget targets this year. Salary costs will be over
budget due to retroactive pay associated with the recently completed negotiations with the IAFF. This
will be offset by savings for the debt financing planned for Fire Hall No. 4 that has not yet been
borrowed and overall cost containment.
Recreation costs are within Financial Plan targets with the expectation that the division will be under
budget at the end of the year. Current projections indicate that, after allowing for items that will be
transferred to reserves at the end of the year, the savings will be approximately $150,000.
General government costs are expected to be under budget at the end of the year. Much of this relates
to timing for studies in the Albion Flats area, payments related to the Town Centre Investment Incentive
Program and implementation of an Employment Attraction Incentive Program. These savings will be
transferred to reserves at the end of the year so that the funds are available when required.
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 2014.
The above summary is based on results to the end of September and points to a General Revenue
surplus for 2013.
2013 Capital Projects
The budget for the Capital Works Program in 2013 is $80 million. This is higher than the budget in
subsequent years because it includes projects approved in prior years that are not yet complete, but are
still a priority.
Projects may take several years to deliver and their progress is often dependent on many factors. What is
important, is that when the projects are ready to proceed, they are in the approved budget with funding in
place. The budget for projects that have been started is $57.9 million and consists of:
Complete or nearly complete $ 9.9M
Well underway 19.9M
Early stages of design and tendering 28.1M
The budget for projects not yet started is approximately $22.2 million and consists of:
Agreements Not Signed (School portion of School/Parks sites) $ 7.4M
Grant Funding Not Secured 0.4M
Reliant on Other Capital Work 3.5M
Land Acquisition Delays 1.1M
Other 6.0M
Strategic, Staffing & Technical Delays 3.7M
The source of funding for capital projects also have constraints or conditions. For example, debt is
approved for specific projects such as school sites adjacent to parks, cemetery expansion and the
construction of Fire Hall No. 4. This debt cannot be transferred to other projects. Similarly, projects
funded by Development Cost Charges (DCC) ($28M for 2013) must fit certain criteria and must also be
identified in a separate bylaw. DCCs cannot be used to fund projects that do not meet this criteria and
are not included in the DCC Bylaw.
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The following is a list of the larger projects approved previously and in the early stages:
Road & Drainage Works 240 Street (Lougheed Highway – 104 Avenue) $ 5.2M
232 Street Bridge (N. Alouette River) 4.9M
Park Acquisitions (various locations) 11.0M
Whonnock Lake Improvements 0.9M
Fire Hall No. 4 Construction and Equipment 7.7M
Fire Equipment (new and replacement) 4.1M
Projects that do not finalize in 2013 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 2014 when the Financial
Plan is amended.
Changes to Previous 5-Year Financial Plan
Operating Budget Changes
The discussion so far has focused on the additional revenues that come into Maple Ridge and the
demands upon them. The next section outlines how this information applies to the Financial Plan that
Council will be considering. In May 2013, Council approved an amended Financial Plan for 2013 through
2017. This is used as a basis to create the 2014-2018 Financial Plan. The following table reconciles the
changes to the previously adopted Financial Plan.
General Revenue Fund (GRF) Reconciliation of 2013-2017 Financial Plan to
2014-2018 Proposed Financial Plan
What is important, is that when the projects are ready to proceed,
they are in the approved budget with funding in place.
Most of the changes on this page have to do with the reduction in the tax increases.
Spending has been reduced to offset the reduced revenue.
$ in thousands 2014 2015 2016 2017
GRF Annual Surplus in 2013-2017 Adopted Budget 68 46 75 98
Property Tax Adjustments (see page 2 for history of rate increases)
Reduce: Park & Rec Property Tax Increase (161)(333)(518)(718)
Reduce: Infrastructure Replacement Property Tax Increase (321)(665)(1,037)(1,286)
Reduce: General Purpose Property Tax Increase (34)(424)(860)(1,491)
Reduce: Class 4 (Major Indus.) Property Tax Rate (70)(140)(210)(280)
Add: Impact of Assessment Appeals (40)(97)(128)
Add: Real Growth Increase due to Town Centre Incentive Program (TCIP)69 435
GRF Annual Surplus Subtotal (517)(1,556)(2,578)(3,370)
Spending Directly Related to Property Tax Adjustments
Reduce: Park & Rec. Master Plan Spending 161 333 518 718
Reduce: Infrastructure Replacement Spending 321 665 1,037 1,286
Increase Infrastructure Replacement Spending (TCIP Growth Revenue)(69)(435)
Reduce: Fire Capital: Tfr to Reserve Funds - FDCA (2% taxes)1 14 34 50
Reduce: Fire Capital: Tfr to Reserve Funds - ERR-FD (0.6% taxes)-4 10 15
GRF Annual Surplus Subtotal (35)(558)(1,092)(1,800)
Corporate Wide Assumptions
Adjust: Labour Costs & Contingency (wages, benefits, pension, etc.)16 85 214 196
Reduce: 2014 Inflation Contingency 103 103 105 107
GRF Annual Surplus Subtotal 85 (351)(729)(1,431)
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General Revenue Fund (GRF) Reconciliation of 2013-2017 Financial Plan to
2014-2018 Proposed Financial Plan (cont’d)
$ in thousands 2014 2015 2016 2017
GRF Annual Surplus Subtotal 85 (351)(729)(1,431)
Adjustments with Offsetting Adjustments
Remove: Debt Costs - School Sites (2,504)(2,504)(2,504)(2,504)
Remove: Debt Funding - School District 2,504 2,504 2,504 2,504
Delay: Property Sales - Timing of Sale to 2015 (4,250)4,250
Delay: Transfer to Reserve Funds - Land Reserve 4,250 (4,250)
Increase: Gaming Revenue (550)(550)(550)(550)
Increase: Gaming Revenue Committed to Infrastructure Replacement 550 550 550 550
Add: Assistant Property / Risk Manager (101)(107)
Add: Transfer from Committed Proj. Reserve- Succession Planning 101 107
Reduce: Parcel & User Fees Recycling (updated units & projections)(64)(89)(118)(148)
Reduce: Expenses & Transfer to Recycling Reserve 64 89 118 148
SPCA Contract - Spay Neuter Subsidy Prog. (35)
Transfer from Reserve for Committed Projects (SPCA)35
Lic. Permits & Bylaws - Vehicle Charges (2) 18 18 18 18
PW&D Administration Allocation of Growth Funding (18)(18)(18)(18)
Add: Document Management Implementation Salaries (75)(75)
Add: Transfer from Accumulated Surplus 75 75
Add: Façade Improvement Program (25)
Add: Transfer from Accumulated Surplus 25
Corporate & Financial Services
Reduce: RCMP Contract (net Police Reserve transfer)137 416 1,071 1,368
Reduce: Property Rental Revenue (Rent net Mtce & Taxes)(13)(12)(11)(11)
Remove: Emergency Program Grant Revenue (JEPP Grant)(5)(5)(5)(5)
Increase: Insurance Costs (15)(16)(17)(18)
Increase: IT - Software Mtce Costs - Doc. Mgt -(27)(28)(29)
Increase: IT - Software Mtce Costs - Other (7)(14)(21)(28)
Increase: Police Serv. - False Alarm Fines 42 42 42 42
Decrease: Cost Recovery Pitt Meadows Policing Cost Share (7)(5)(5)(2)
Increase: Grant In Lieu of Property Taxes (1% Utility Revenue)16 16 16 16
Increase: Fire Protection Costs (16)(18)(16)(19)
Increase: Transfers to Capital Works Reserve (205)(118)(326)(93)
Reduce: Actuarial Estimate Sick and Service Severance Liability 143 163 183 203
Community Development Parks & Recreation
Increase: Municipal Parks - Additional Mtce on New Inventory (14)(14)(14)(14)
Increase: Facility Mtce - Building Mtce Costs -(30)(50)(50)
Add: Whonnock Centre -Revenues 85 85 85 85
Add: Whonnock Centre -Expenses (100)(100)(100)(100)
Reduce: Library Contract 101 237 288 343
Public Works & Development Services
Increase: Business Licence Revenue 35 35 35 35
Reduce: Dog Licences Rev. (Senior Discount Impact)(10)(10)(10)(10)
Add: Cottonwood Landfill Closure Costs (200)(200)(200)(200)
Other Minor Amendments 23 23 23 23
GRF Annual Surplus Subtotal 78 99 212 107
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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.
Maple Ridge 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. Maple Ridge 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.
Capital Program
The five-year Capital Works Program is $118 million; 2014 planned capital projects are $18 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 list of the projects in the five-year Capital Works Program is
attached to the Capital Works Program Business Plan.
Proposed Capital Spending by Category
$ in thousands 2014 2015 2016 2017 2018
Drainage 1,567 1,568 1,569 1,160 1,275
Government Services 1,529 4,690 500 370 270
Highways 8,265 11,893 10,887 10,025 9,084
Park Acquisition 200 1,883 3,197 1,361 3,660
Park Improvement 730 1,841 980 1,829 65
Recreation Services 55 85 - 75 -
Protective Fire 1,208 250 3,250 - 1,000
Protective Police 60 90 150 - -
Technology 2,092 676 979 1,035 1,540
Sewer 845 2,074 759 1,338 700
Water 1,651 5,059 4,949 3,548 3,750
Total Capital Program 18,203 30,109 27,220 20,741 21,344
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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 Reserves.
Proposed Capital Funding Sources
Debt
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 the Borrowing section, along with
a listing of the debt-funded projects.
Development Cost Charges
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.
General Revenue
The percentage of the 2014 planned projects funded directly by General Revenue is 11%. There are other
reserves that receive inflows from General Revenue, but the use of these reserves is for specific
purposes.
Reserves
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
below. The Infrastructure Sustainability Reserve is used for major rehabilitation and replacement of
Maple Ridge’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 reference sources such as reserve accounts for specific purposes.
$ in thousands 2014 2015 2016 2017 2018
Debt - - - - -
Development Cost Charges 2,091 8,949 10,760 6,498 5,292
General Revenue 2,564 3,027 2,866 3,490 3,136
Reserves
Capital Works Reserve 1,600 - - - 152
Drainage Improvement Levy 380 580 770 170 170
Equip Replacement Reserves 3,097 2,272 3,092 1,074 3,474
Facility Maintenance 180 - - - -
Fire Dept Capital Reserve 583 250 1,750 - -
Gaming 800 200 575 200 200
Infrastructure Sustainability Reserve 2,140 2,212 3,071 3,634 4,241
Land Reserve - 4,250 - - -
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 48 72 120 - -
Recycling Reserve 145 65 250 40 40
Grants, LAS, 3rd Parties 1,626 1,581 1,536 1,899 1,000
Translink - 1,000 - - -
Sewer Capital 770 1,500 494 1,166 553
Water Capital 1,479 1,551 1,736 2,370 2,885
Surplus 500 2,400 - - -
Total Capital Program 18,203 30,109 27,220 20,741 21,344
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Maple Ridge has financial resources held in reserves. These reserves serve to stabilize taxes, fees and
charges by providing funds during tight years and receiving those funds back during better years.
Reserves shield our customers and taxpayers from sharp rate increases. Some of our major reserves are
discussed in the next few pages.
Reserve Balances December 31, 2012
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $74 million
These are financial reserves only. Other assets, such as gravel resources are not shown, nor are they
represented in our financial statements.
Capital Works Reserve
The Capital Works Reserve Fund is intended to assist with funding capital projects, especially those that
cannot be funded from development revenues. Generally, this reserve builds funds for large projects and
is then drawn down. 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. Projections of the demands on this
account are also prepared. It has been Council’s policy to keep a minimum reserve balance of 10% of the
prior year’s property taxes in this account, to assist with unforeseen and uninsurable events. This account
has also been used to finance the initial outlay for certain projects that produce future savings, with the
reserve repaid from future savings.
Accumulated Surplus
General Revenue 6,091,162 General Revenue:
Sewer Revenue 3,139,776 Specific Projects - Capital 3,940,405
Water Revenue 4,004,157 Specific Projects - Operating 7,904,720
Total Accumulated Surplus 13,235,095 Self Insurance 1,064,731
Police Services 3,589,380
Reserve Fund Balances Core Development 1,337,430
Local Improvement 2,546,836 Recycling 1,519,591
Equipment Replacement 10,201,905 Community Development 1,296
Capital Works 11,534,975 Building Inspections 1,604,768
Fire Department Capital 3,837,795 Gravel Extraction 487,715
Sanitary Sewer 1,549,532 Facility Maintenance 750,376
Land 237,793 Snow Removal 686,015
Reserve Funds 29,908,836 Cemetery Maintenance 125,198
Infrastructure Sustainability 1,368,159
Restricted Revenue Balances Critical Building Infrastructure 203,191
Development Cost Charges 39,541,745 Infrastructure Grant Contribution 9,383
Parkland (ESA) Acquisition 559,473 Gaming Revenues 1,043,811
Other Restricted Revenues 5,255,985 General Revenue Reserve Accounts 25,636,169
Total Restricted Revenues 45,357,203 Sewer Reserve Accounts 2,557,611
Water Reserve Accounts 2,973,941
Total Reserve Accounts 31,167,721
Reserve Accounts
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Maple Ridge Financial Plan 2014 - 2018 59 | P a g e
Capital Works Reserve Projection
Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected
in advance of specific expenditures.
Capital Works Reserve Projection
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 9,041 7,808 8,079 8,891 9,132
Inflows
GRF Annual Transfer 306 488 774 614 703
Communication Tower Rent 49 49 49 49 49
Repayment of Energy Retrofit 65 65 65 65 65
Gravel Revenue 500 500 500 500 500
Total Inflows 920 1,103 1,388 1,228 1,317
Outflows
Planned Capital Expenditures (1,600)- - - (152)
Balance of GCF funded capital (4)(283)(27)(438)27
Debt (549)(549)(549)(549)(549)
Total Outflows (2,153)(832)(576)(986)(673)
Estimated Ending Balance 7,808 8,079 8,891 9,132 9,776
Min Reserve (10% PY Taxes)6,313 6,612 6,950 7,313 7,726
Unencumbered Balance 1,495 1,467 1,941 1,819 2,050
$ M
$2 M
$4 M
$6 M
$8 M
$10 M
$12 M
2014 2015 2016 2017 2018
Reserve Balance
Min Reserve (10% PY Taxes)
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 60 | P a g e
Infrastructure Sustainability
Beginning in 2008, Council directed an annual tax increase of 1% to go toward infrastructure
sustainability. This helps with major rehabilitation and replacement of Maple Ridge’s assets which
currently have a replacement value estimated in excess of $1.4 billion. Last year, for the years 2013
through 2018, the amount of the increase was reduced. 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 are 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 $30 million needed each year to fund the replacement of our infrastructure.
Depending on the scope of projects required, one year’s allocation may not meet the funding
requirements. In these cases, funding may be held over until enough has accumulated to allow the works
to proceed, or borrowing may be considered. The charts highlight the impact that the property tax
increases have had on the infrastructure deficit.
Infrastructure Sustainability Allocation of Funding
$ in thousands 2014 2015 2016 2017 2018
Inflows
Property Taxes Prior Year 2,634 2,955 3,292 3,646 4,170
Property Tax Increase 320 337 354 524 552
Gaming Funds 550 550 550 550 550
Town Centre Incentive - - 67 435 551
Core Reserve Surplus 450 450 450 450 450
Total Inflows 3,955 4,292 4,713 5,605 6,273
- - - - -
Allocations - - - - -
Core Building Replacement Fund (450)(450)(450)(450)(450)
Building Infrastructure Planned (1,090)(1,090)(1,090)(1,090)(1,090)
Fire Dept - Equipment Replacement (150)(175)(200)(275)(325)
Highways ISR Capital Planned (1,705)(1,962)(2,281)(2,939)(3,431)
Drainage Capital Planned (500)(550)(620)(760)(875)
Major Equipment/Systems Reserve (60)(65)(71)(91)(102)
Total Outflows (3,955)(4,292)(4,713)(5,605)(6,273)
Estimated Ending Balance - - - - -
We are well on the path to bridging our
infrastructure deficit.
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Fire Department Capital Acquisition Reserve
Each year 2% of general taxation is transferred to the reserve to build the financial capacity required to
respond to increasing the fire protection capacity needed as the community grows. The balance in this
reserve was drawn down over the past few years to fund the construction and renovation of Fire Hall
No. 1. The planned capital expenditures are detailed in the following table
Fire Department Capital Acquisition Reserve Projection
This projection takes into account the repayment of debt related to Fire Hall No. 4 building construction.
The costs related to previously approved equipment for Fire Hall No. 4 have been accounted for in the
2014 opening balance.
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 1,945 2,704 3,193 2,265 3,218
Inflows
GRF Annual Transfer 1,442 1,538 1,622 1,752 1,882
Outflows
Planned Capital Expenditures (583)(250)(1,750)- -
Debt Repayments (Fire Hall No. 4)(100)(800)(800)(800)(800)
Estimated Ending Balance 2,704 3,193 2,265 3,218 4,299
Planned Capital
Fire Department Scheduling Software (LTC 8883)75 - - - -
Fire Hall #4 Tender 4 (Additional) (LTC 8897)150 - - - -
Fire Hall #5 Construction Phase 1 (LTC 7049)- 250 - - -
Fire Hall #5 Construction Phase 2 (LTC 7067)- - 1,750 - -
Fire Hall #5 Land Acquisition (LTC 7066)350 - - - -
Lock Box Key Security System (LTC 9999)8 - - - -
583 250 1,750 - -
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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.
Fire Department Equipment Replacement Reserve Projection
The 2014 opening balance of this account includes an allowance of $1.1M for the purchase of a Quint
that was planned for 2013, but has been deferred to 2014.
Recycling Reserve
The recycling reserve is used to smooth both operating result fluctuations and the impact of new capital
purchases required to support the recycling operations .
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 779 648 1,181 254 926
Inflows
GRF Annual Transfer 494 533 573 672 746
Outflows
Planned Capital Expenditures (625)- (1,500)- (1,000)
Estimated Ending Balance 648 1,181 254 926 671
Planned Capital
FD Vehicle E-32 E-One Replacement (LTC 8898)625 - - - -
FD Vehicle R3-F550 (R2) (LTC 8901)- - - - 500
FD Vehicle Tender 1 (LTC 8900)- - - - 500
FD Vehicle Tower 1 Replacement (LTC 8899)- - 1,500 - -
625 - 1,500 - 1,000
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 122 65 114 5 133
Inflows
Operating Results (2)25 50 78 108
GRF Annual Transfer 90 90 90 90 90
Outflows
Planned Capital Expenditures (145)(65)(250)(40)(40)
Estimated Ending Balance 65 114 5 133 290
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Capital Funded by Others
The Capital Program includes $1 million of funding each year as a place holder for Local Area Services
that property owners may petition Maple Ridge to construct. The cost of these local improvements are
typically recovered over 15 years as a separate charge included on the property tax bills of benefiting
properties. In addition, $2.6 million of grants or other external funding is planned over the next five years.
Projects will be re-evaluated if funding is not secured.
Borrowing
The Financial Plan incorporates debt proceeds into the overall funding strategy. The 2014-2018 Financial
Plan includes debt payments on the previously approved debt.
Previously Approved Borrowing
Maple Ridge is now authorized to borrow for several projects:
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)
The design work is underway and the borrowing authority was renewed earlier this year. 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.
Park/School Site Acquisition ($10,671,185) Expired
The 2009-2013 Financial Plan provided for Maple Ridge 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. The authority to borrow expired 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 arranged.
River Road Drainage Work ($2,675,000)
Major drainage work on River Road is complete and the related external debt has been arranged. The
annual debt payments are to be funded through the Capital Works Reserve.
$ in thousands 2014 2015 2016 2017 2018
128 - 216 Intersection Improvement Ph.1 100 - - - -
128 - 216 Intersection Improvement Ph.2 - 100 - - -
128 Ave (210 - 216)- 300 - - -
128 Ave (216 - Abernethy)- - 300 - -
288 St (Storm Main @ Watkins Sawmill)- - 200 - -
Abernethy (216 500M E Blackstock) Widen - - - 750 -
Abernethy Way Multi Use Path Ph 3 450 - - - -
Dewdney Trunk @ Burnett Traffic Signal - - - 138 -
Fern Crescent (236 - 240)49 - - - -
Local Area Service - Drain 250 250 250 250 250
Local Area Service - Road 250 250 250 250 250
Local Area Service - Sewer 250 250 250 250 250
Local Area Service - Water 250 250 250 250 250
Traffic Signal Upgrade Alterations - 163 - - -
Miscellaneous 27 18 36 11 -
Total Capital Funded By Others 1,626 1,581 1,536 1,899 1,000
FINANCIAL PLAN OVERVIEW
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Animal Shelter ($900,000)
The construction of this building is complete. This was a joint effort with the SPCA and Maple Ridge.
Maple Ridge’s portion of the upfront costs have been covered through reserves and the contribution of
land. The increase in dog licence fees will service the debt. At the outset 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 was needed and the term has been shortened significantly. External borrowing of $625,000
will be paid back over 15 years.
Borrowing Considerations
2014-2018
The following table summarizes the additional debt included in the Financial Plan. The Loan Authorization
Bylaw will be prepared in early 2014.
This debt relates to the new pump station and watermain being constructed by the GVRD. The costs are
to be funded approximately 80% through DCCs and 20% through the water utility.
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.
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. Maple Ridge 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 Maple Ridge 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 2012 Annual Report the unused liability servicing capacity at the end of 2012
was $19.3 million.
Ministry and Elector Approval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of
Municipalities. In addition, borrowing requires an elector approval process in a majority of cases.
Short-term (five-year) borrowing can be exempt from elector approval, but the proposed amount to be
borrowed exceeds the maximum amount and the proposed term is 20 years.
An “approval-free liability zone” exists to allow borrowing without elector approval as long as current
and proposed servicing costs do not exceed 5% of the municipal revenue defined in the legislation.
Maple Ridge’s costs exceed this figure and therefore this provision would not exempt Maple Ridge from
obtaining elector approval.
Elector approval can be sought in one of two ways. One option is to receive the approval of electors by
holding a referendum. The second and less-expensive method is to hold an “alternative approval
process.” If more than 10% of the electors express an opinion that a referendum should be held, by
signing an Elector Response Form within 30 days of a second advertising notice, then Council would need
to consider whether to proceed with the planned borrowing and, if so, a referendum must be held.
Regional Water Supply - Pump Station & New Water Main ($ in thousands)
Years Borrow Term Main Fund
Annual
Payments
Issue
Costs
Total
Interest
Total
Cost
2010 - 2014 11,400 20 DCC / WRF 843 86 5,460 16,946
FINANCIAL PLAN OVERVIEW
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Impact to the Average Home
The assessed value of the “average home” for the 2013 taxation year was approximately $405,000.
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.” Service fees include flat rate water, flat rate sewer, recycling and single-
home bluebox pickup.
"Average Home" Tax Increase
Within this change in 2014 of about 4% or $97, 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 MasterPlan and the establishment of dedicated funding for Parks &
Recreation MasterPlan implementation and drainage works.
We regularly review the taxes charged to see how we compare to other municipalities. The 2013
residential house survey data which compares single family homes follows. 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 fourth lowest among the municipalities surveyed. The amounts are slightly different than
we use for the “Average Home,” shown on page 65, due to the fact that “Average Home” includes strata
properties as well.
2013 2014 2015 2016 2017 2018
Average Home Municipal Levies:
General Purpose (Gen. & ISR)1,728.26 1,775.10 1,823.46 1,873.39 1,924.94 1,978.17
Drainage 4.58 9.78 15.15 20.70 26.43 32.34
Parks & Recreation 1.90 6.24 10.72 15.34 20.11 25.04
Subtotal Property Taxes 1,734.74 1,791.12 1,849.33 1,909.43 1,971.48 2,035.55
User Fees
Recycling (fixed rate)70.20 72.15 74.15 76.20 78.30 80.45
Water (fixed rate)475.70 501.90 529.50 558.60 589.30 621.70
Sewer (fixed rate)309.45 322.05 335.25 349.05 363.50 378.60
Total Property Taxes and User Fees 2,590.09 2,687.22 2,788.23 2,893.28 3,002.58 3,116.30
2013 2014 2015 2016 2017 2018
Average Home Municipal Levies Increases:
General Purpose 2.25%2.20%2.20%2.20%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.50%0.70%0.70%
Parks & Recreation 0.125%0.25%0.25%0.25%0.25%0.25%
Drainage 0.30%0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase %3.18%3.25%3.25%3.25%3.25%3.25%
Recycling Increase %3.01%2.78%2.77%2.76%2.76%2.75%
Water Increase %5.50%5.51%5.50%5.50%5.50%5.50%
Sewer Increase %4.05%4.07%4.10%4.12%4.14%4.15%
Total Property Taxes and User Fees Increase 3.91%3.75%3.76%3.77%3.78%3.79%
The general property tax increase averages just over
2% per year over the life of this Financial Plan
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So How Do Our Taxes Compare to Those Around Us?
Survey of 2013 Residential Taxes on Average Single Family Dwelling
We also monitor our Business Class 6 tax rates to ensure they are competitive. This past August, Council
received a detailed staff report which included the chart that follows . The chart shows that our Business
Class 6 municipal tax rate in 2013 is fifteenth lowest of the nineteen surveyed municipalities. This is not
unexpected as most municipalities in the survey group have higher property assessment values. It is
noteworthy that tax rates in Coquitlam and New Westminster are higher than Maple Ridge’s, even though
those communities likely have property assessment values that are higher than those in Maple Ridge.
The staff report also looked at the Business Class 6 multiple and noted that our multiple continues to
rank lower than the average.
Overall, our data indicates that Maple Ridge’s Business Class 6 tax rate is reasonable when compared to
other Lower Mainland municipalities.
Municipality
Average
Assessed
Value*
Municipal
Taxes
Rank
(lowest to
highest)
Total
Utilities
Municipal
Taxes &
Utilities
Rank
(lowest to
highest)Notes
Surrey 643,561 1,719 2 1,005 2,724 1
Langley-Township 513,681 1,682 1 1,083 2,765 2
Pitt Meadows 450,410 1,760 3 1,014 2,773 3
Maple Ridge 459,075 1,966 5 855 2,822 4 -10
Port Coquitlam 528,935 2,022 6 899 2,921 5
Mission 392,820 1,839 4 1,109 2,948 6 -3
Richmond 971,675 2,062 7 913 2,976 7 -7
Delta 608,208 2,122 8 930 3,052 8 -2
North Vancouver-City 891,975 2,185 11 908 3,093 9 -6
Burnaby 949,826 2,129 9 1,002 3,132 10 -1
Coquitlam 702,105 2,146 10 1,137 3,283 11
Vancouver 1,297,000 2,458 13 1,067 3,525 12 -9
Port Moody 760,622 2,587 15 962 3,550 13 -5
New Westminster 695,743 2,469 14 1,145 3,614 14 -4
North Vancouver-District 1,016,052 2,408 12 1,413 3,820 15
West Vancouver 2,144,137 3,620 16 1,334 4,954 16 -8
Average 814,114 2,198 1,049 3,247
Median 698,924 2,126 1,009 3,073
Highest 2,144,137 3,620 1,413 4,954
Lowest 392,820 1,682 855 2,724
Notes:
All values have been rounded.
*
-1 Recycling/Garbage included in municipal taxes. Water & Sewer Rates reflect a 5% discount.
-2
-3
(4,5)Recycling/Garbage, Water and Sewer Rates reflect a 5% discount.
-6 Water and Sewer Rates reflect a 10% discount.
(7,8)
-9
-10
Average Assessed Value was determined by using BC Assessment's 2013 Revised Roll Totals, General Net Taxable
Value Totals for the Residential Single Family Property Class divided by number of Occurrences.
Land Assessment Averaging.
Drainage Levy Rate/Amount excluded from this analysis. According to Mission staff, approximately 30 homes are charged this
levy.
Municipal taxes are averaged.
Utility rates reflect a 10% discount.
Utility rates include Water, Sewer and Recycling.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 67 | P a g e
Survey of 2013 Business Class 6 - Municipal Tax Rates
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.
2012 2011
Municipality
Business
Rate Rank
Business
Rate
Business
Rate
West Vancouver 4.23400 1 4.75440 4.94390
Surrey 6.98799 2 7.07036 7.41846
Richmond 7.62851 3 7.53569 8.03836
Vancouver 8.20424 4 8.78096 9.19882
North Vancouver, District 8.60129 5 8.53774 8.83668
North Vancouver, City 8.61408 6 9.14484 9.56623
Langley, City 8.78440 7 8.60500 8.87270
Burnaby 9.46120 8 10.10000 10.03070
Langley, Township 9.82990 9 9.48130 9.62380
Port Moody 10.04190 10 9.84060 9.82960
Chilliwack 10.13818 11 9.93148 9.90325
Delta 11.02225 12 11.14928 11.03829
Port Coquitlam 11.86070 13 11.79410 12.17660
Pitt Meadows 12.11050 14 11.85360 12.67130
Maple Ridge 12.23070 15 11.75100 12.10450
New Westminster 13.01990 16 13.55380 14.12260
Abbotsford 13.28372 17 11.86946 11.55196
Coquitlam 13.75540 18 14.11730 14.78250
Mission 14.88790 19 14.62160 15.10310
Note: Tax rates have been normalized to remove fees for dyking, BIA, etc.
2013
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Maple Ridge Financial Plan 2014 - 2018 68 | P a g e
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 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.
Tax revenues per capita
This shows the amount of property taxes collected in a particular year for each person living in the
community.
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Maple Ridge Financial Plan 2014 - 2018 69 | P a g e
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.
* in calculating the average, the Maple Ridge numbers were not included 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.
Percentage of
liability servicing
limit used
Debt per capita
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%
Debt servicing
as a percentage
of tax revenue
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 70 | P a g e
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%
* in calculating the average, the Maple Ridge numbers were not included 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 71 | P a g e
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
* in calculating the average, the Maple Ridge numbers were not included 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 72 | P a g e
Other Items
Gaming Policy
With the opening of the community gaming centre, Maple Ridge has been receiving additional revenues.
The Host Financial Assistance Agreement between Maple Ridge and the Province of British Columbia
requires that Maple Ridge 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.
2014 will be the first full year of the operation of the new and expanded gaming centre. The $550,000
projected increase in revenue has been channeled towards Infrastructure Renewal to reduce the tax
increase required for that purpose.
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 through
taxation are not included. The earnings noted below will contribute to principle payments and transfers to
the Infrastructure Sustainability Reserve.
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.
Maple Ridge Business Centre Commercial Operation
Conclusion
Maple Ridge can expect $3.8 million in new general revenue in 2014, primarily from growth in the
property tax base and a property tax increase. $2 million goes to labour costs including RCMP and Fire
services. Infrastructure sustainability issues receive $875,000 of the new revenue. The balance is
required to deal with inflationary pressures. This leaves minimal room for enhancements to service levels.
The 2014 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.
$ in thousands 2014 2015 2016 2017 2018
Lease Revenues (net of allowances)1,491 1,491 1,491 1,491 1,491
Parking Revenues 144 144 144 144 144
Operating Expenses (478)(478)(478)(478)(478)
Interest - Commercial Space (634)(605)(575)(544)(515)
Net Income 523 552 582 613 642
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2014 - 2018 73 | P a g e
Public Consultation
Schedule of Review and Input Opportunities
Monday, December 9 from 9:00 am—6:30 pm in the Council Chambers
5:30—6:30 pm: Live Stream Financial Plan Overview followed by Q & A
A detailed schedule will be available in the newspaper and on our website www.mapleridge.ca closer to
the meeting dates
Public Input
Each year we invite citizens and stakeholders to provide comment on the Financial Plan. The first
opportunity comes in the spring, when Council adopts guidelines that will direct staff in the preparation of
the Financial Plan. The second opportunity is in November/December, when Council formally considers
the proposed Financial Plan. In addition, your comments and questions are welcome any time of year.
e-mail, addressed to: budget@mapleridge.ca
voice mail, Budget Hotline: 604-467-7484
in writing, addressed to:
Paul Gill, Chief Financial Officer
District of Maple Ridge
11995 Haney Place
Maple Ridge, BC V2X 6A9
Adoption Procedure:
The Community Charter requires that Council adopt a Five-Year Financial Plan (or budget) each year prior
to adopting the annual property tax bylaw. The purpose of the Five-Year Financial Plan is to provide a
budgetary framework for Maple Ridge to plan and manage its resources, revenues and expenditures in
order to best serve the community. The first year of the Plan is Maple Ridge's current year, while the
following years provide a guideline, incorporating Maple Ridge's various long-term plans and strategies.
Get a copy of the Financial Plan on our website www.mapleridge.ca
Maple Ridge Financial Plan 2014 - 2018 74 | P a g e
Maple Ridge Financial Plan 2014 - 2018 75 | P a g e
Five-Year Operating Plan Overview
2014 Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
Fund Balance Projections
Key Account Balances
2014 Base Budget Increases
Staffing History and Forecast
2014 REVENUES AND EXPENDITURES
Maple Ridge Financial Plan 2014 - 2018 76 | P a g e
Projected Revenues $161.6 Million
Projected Expenditures $161.6 Million
Administration $3.5M
Amortization $18.0M
Fire Protection $8.5M
Police Services $19.0M
Corporate & Financial Services $6.4M
Parks, Recreation and Gen. Gov. Prop. $19.9M
Public Works & Development Services $13.4M
Sewer $7.3M
Water $10.7M
$ 3.5M
19.4M
9.3M
20.9M
6.5M
20.9M
14.9M
7.7M
14.0M
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
Maple Ridge Financial Plan 2014 - 2018 77 | P a g e
All Figures Represent $'000 (thousands)
Actual Actual Budget Budget Budget Budget Budget Budget
2012 2013 2013 2014 2015 2016 2017 2018
Revenues
Property taxes 64,939 68,079 67,914 71,203 74,679 78,410 82,646 86,818
User fees and other
revenue
33,986 34,291 35,462 36,461 37,961 39,955 41,614 42,896
Senior government
transfers
4,421 3,773 6,386 4,035 4,983 3,920 4,308 3,420
Development revenue 5,627 9,799 35,894 - 5,452 11,062 12,893 8,607 7,392
Interest income 3,486 2,577 1,818 1,853 1,853 1,853 1,853 1,853
Contributed tangible
capital assets
16,710 38,463 16,500 16,500 16,500 16,500 16,500 16,500
Property Sales - - - - 4,250 - - -
129,168
156,982
163,974
124,600
151,288
153,531
155,528
158,879
Actual Actual Budget Budget Budget Budget Budget Budget
2012 2013 2013 2014 2015 2016 2017 2018
Expenses
Protective services 30,618 31,158 34,537 33,385 34,421 35,496 37,059 38,509
Transportation services 16,782 16,497 17,691 18,810 19,310 19,952 20,587 21,297
Recreation and culture 19,530 19,629 21,450 24,340 24,933 25,651 26,358 27,075
Water Utility 13,139 14,809 19,895 16,011 14,429 15,444 16,620 17,493
Sewer Utility 9,279 9,583 10,243 9,902 10,294 10,593 11,169 11,539
General government 13,307 13,566 16,680 12,525 13,037 13,367 13,993 14,488
Planning, other 3,940 5,487 4,514 4,401 4,373 4,481 4,594 4,708
106,595
110,729
125,010
119,374
120,797
124,984
130,380
135,109
Annual Surplus 22,573 46,253 38,964 5,226 30,491 28,547 25,148 23,770
Other Items
Borrowing proceeds - - 14,490 11,400 - - - -
Amortizations expense
funded by capital equity
17,136 17,621 18,015 19,391 20,125 20,928 21,766 22,637
Capital expenditures,
principle payments & other
(23,645)
(13,516)
(64,064)
(21,144)
(34,135)
(31,376)
(24,955)
(25,597)
Contributed tangible
capital assets
(19,875)
(16,710)
(12,250)
(16,500)
(16,500)
(16,500)
(16,500)
(16,500)
Transfers to (from)
Reserves and Surplus
($3,811) $33,648 ($4,845) ($1,627) ($19) $1,599 $5,459 $4,310
FUND BALANCE PROJECTIONS
Maple Ridge Financial Plan 2014 - 2018 78 | P a g e
(All figures $ in thousands)
Accumulated Surplus and Funds Balance as at December 31, 2013
General Sewer Water Reserve Funds Total
Operating Surplus 6,872 3,184 5,802
15,858
Reserve Accounts 27,711 3,150 2,105
32,967
Reserve Funds
32,152 32,152
Funds Balance 34,583 6,334 7,908 32,152 80,977
Equity in Capital Assets 600,959 120,588 105,946
827,494
Accumulated Surplus 635,542 126,922 113,854 32,152 908,471
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 2014-2018 Financial Plan
Reserve Accounts 16,273 3,028 2,003
21,305
Reserve Funds
8,737 8,737
Adjustment 16,273 3,028 2,003 8,737 30,042
The above was approved in 2013, not yet complete-will be included in the 2014 budget amendment in May
Adjusted Funds Balance General Sewer Water Reserve Funds Total
Operating Surplus 6,872 3,184 5,802
15,858
Reserve Accounts 11,438 122 102
11,662
Reserve Funds
23,415 23,415
18,310 3,306 5,904 23,415 50,935
Planned Fund Changes 2014 2015 2016 2017 2018
General (1,109) (1,455) 216 1,932 2,328
Sewer 568 74 1,873 1,341 2,123
Water 179 482 233 (570) (1,157)
Reserve Funds (1,265) 880 (723) 2,756 1,016
(1,627) (19) 1,599 5,459 4,310
Planned Fund Balances
General 17,201 15,746 15,962 17,894 20,222
Sewer 3,874 3,948 5,821 7,162 9,285
Water 6,083 6,565 6,798 6,228 5,071
Reserve Funds 22,150 23,030 22,307 25,063 26,079
49,308 49,289 50,888 56,347 60,657
Equity in Capital Assets
Beginning Balance 827,494 843,086 869,641 892,542 908,087
Capital Planned 18,483 30,179 27,330 20,811 21,414
Developer Contributed 16,500 16,500 16,500 16,500 16,500
Amortization (19,391) (20,124) (20,929) (21,766) (22,637)
843,086 869,641 892,542 908,087 923,364
Accumulated Surplus 892,394 918,930 943,430 964,434 984,021
KEY ACCOUNT BALANCES
Maple Ridge Financial Plan 2014 - 2018 79 | P a g e
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands) Actual Budget
Account Category (G/L#) 2009 2010 2011 2012 2013 2013 2014 2015 2016 2017 2018
Revenue & Taxation
Taxes - General Revenue (16000-4000) -49,638 -52,869 -56,414 -60,028 -63,075 -62,881 -66,119 -69,499 -73,131 -77,261 -81,353
Grants in Lieu - Provincial (16000-4060) -740 -684 -1,077 -1,188 -1,256 -1,247 -1,247 -1,247 -1,247 -1,247 -1,247
Grants in Lieu - Other (16000-4060) -1,102 -1,167 -1,163 -1,157 -1,099 -1,137 -1,154 -1,154 -1,154 -1,154 -1,154
MFA Discharge (12400-4380) -1 -5 -93 - - - - - - - -
Investment Interest (15000-4295) -3,178 -2,706 -2,663 -2,671 -1,968 -1,100 -1,135 -1,135 -1,135 -1,135 -1,135
Gain/Loss - Property For Resale
(15000-4298)
-265 -396 -672 -6 -111 - - -4,250 - - -
Surplus Transferred In (15000-4520) -1,091 -169 -119 - - - -815 -2,525 -50 -50 -50
Prov. Grant (Unconditional) (10000-4253) -942 -923 -1,314 -1,085 -530 -942 -942 -942 -942 -942 -942
Recycling Fees (51000-4220) -86 -85 -75 -77 -71 -100 -100 -100 -100 -100 -100
Dog Licences (26000-4340) -282 -303 -234 -260 -251 -280 -270 -270 -270 -270 -270
Property Management
Commercial Lease Revenue-Tower (multiple) -1,153 -1,135 -1,090 -1,059 -950 -1,151 -1,171 -1,171 -1,171 -1,171 -1,171
Parking Revenue-Tower Commercial
(11800-4310)
-150 -156 -144 -139 -162 -144 -144 -144 -144 -144 -144
Common Cost Recovery - Tower
(11800-4310)
-332 -295 -301 -306 -303 -320 -320 -320 -320 -320 -320
Protective Services
Towing and contract revenue (21000-4230) - - - - - - - -10 -10 -10 -10
False Alarm Fines (21000-4240) -119 -184 -127 -119 -129 -48 -90 -90 -90 -90 -90
PM Cost Share - RCMP Contract
(21000-4258)
-890 -937 -956 -1,037 - - - - - - -
Sale of Service (21000-4650) -43 -69 -29 -61 -31 - - - - - -
Recreation
Planet Ice-Ice Rentals (47600-4500) -165 -156 -170 -168 -190 -156 -159 -162 -165 -165 -165
Leisure Centre Admissions (47500-4110) -822 -857 -847 -907 -876 -856 -867 -883 -897 -897 -897
Lessons/Prog Fees - Swimming
(47500-4320)
-388 -388 -387 -390 -430 -360 -360 -360 -360 -360 -360
Corporate Fitness Revenue (47500-4321) -91 -90 -95 -59 -52 -115 -115 -115 -115 -115 -115
L.C. - General Program Revenue
(47500-4322)
-122 -101 -116 -65 -52 -167 -167 -167 -167 -167 -167
Development Services
Building Permits (24000-4445) -1,418 -1,946 -1,470 -1,286 -1,762 -1,734 -1,734 -1,734 -1,734 -1,734 -1,734
Business Licences (53300-4342) -576 -600 -595 -610 -614 -575 -610 -610 -610 -610 -610
Application Fees - Rezoning (53110-4120) -91 -128 -199 -114 -126 -115 -115 -115 -115 -115 -115
Application Fees - Subdivision
(53110-4122)
-71 -103 -108 -122 -79 -115 -116 -116 -116 -116 -116
Application Fees - Dev Permit (53110-4124) -119 -107 -193 -157 -145 -159 -161 -161 -161 -161 -161
Subdivision Inspection Fees (32110-4220) -363 -428 -600 -542 -505 -315 -315 -315 -315 -315 -315
Public Works
Sales - Gravel (33100-4510) -500 -500 -500 -500 -230 -500 -500 -500 -500 -500 -500
GVTA Grant - Roads (33100-4260, 4261) -1,171 -262 -758 -470 -1,046 -752 -1,171 -1,171 -1,171 -1,171 -1,171
KEY ACCOUNT BALANCES
Maple Ridge Financial Plan 2014 - 2018 80 | P a g e
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands) Actual Budget
Account Category (G/L#) 2009 2010 2011 2012 2013 2013 2014 2015 2016 2017 2018
Legislative Services
Grants & Donations (80B) (13000-6180) 66 55 57 78 65 92 62 62 62 63 63
Training - Council (13000-6400) 7 - - 3 - 16 16 16 16 16 16
Fire Department
Fire Fighting Salaries (22000-5501) 3,381 3,979 4,425 4,715 5,829 6,173 5,989 6,219 6,438 6,659 6,896
Paid on Call Relief Wages (22000-5505) 451 432 453 498 554 498 348 439 476 671 848
Paid on Call Wages (22000-5600) 689 544 506 564 551 514 501 514 705 718 731
Contract (Emergency 911) (22000-7007) 115 101 128 107 109 129 116 118 139 142 144
Hall #4 - Paid on Call (22041-5600) - - - - - - - - - - -
Police Services
Centralized Dispatch (21140-7051) 1,059 917 917 917 917 917 917 917 945 973 1,003
Regular Members Contract (21200-7007) 10,933 11,679 12,654 13,476 13,092 15,517 16,246 16,571 16,998 17,877 18,641
Corporate Services
Insurance (12101-6210) 650 695 657 570 744 777 799 805 811 817 823
Recruiting Costs (12102-7065) 27 55 82 40 57 49 49 49 49 49 49
Fiscal Services
Contribution to Core Reserve (10000-9020) 5,757 5,777 5,953 5,953 5,519 5,836 5,856 5,856 5,856 5,856 5,856
Transfers to Capital Works Res (10000-9400) 855 1,171 1,332 647 894 651 746 649 1,191 620 1,175
Transfers to Fire Dept Cap Acq (10000-9400) 1,006 1,069 1,163 1,223 1,280 1,150 1,292 688 772 902 1,032
Transfers to General Capital (10000-9400) -314 301 16 -95 -423 - - - - - -
Transfers to General Capital (10000-9410) 2,166 2,710 2,172 2,330 2,914 2,845 3,114 5,477 2,916 3,540 3,186
Contribution to Self-Insurance (12400-9021) 45 45 45 45 45 45 45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400) 920 990 1,089 1,175 1,286 1,235 1,237 1,286 1,337 1,390 1,443
Other
Fraser Valley Regional Library (47200-7007) 2,197 2,220 2,470 2,486 2,597 2,597 2,619 2,619 2,711 2,806 2,904
Consulting - Engineering (32100-7005) 143 112 49 42 95 108 86 86 86 86 86
Recycling Contract (51000-7007) 936 1,209 1,099 1,225 1,327 1,311 1,345 1,376 1,408 1,441 1,475
GVRD Water Purchases (71000-7380) 5,410 5,564 5,966 6,571 7,096 7,600 8,254 9,056 9,918 10,933 11,641
GVRD Sewer Admin Fees (61000-6005) 2,861 2,950 3,198 3,366 3,508 3,508 3,618 3,786 3,955 4,123 4,207
2014 BASE BUDGET INCREASES
Maple Ridge Financial Plan 2014 - 2018 81 | P a g e
The 2014 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue - $3.8 million in 2014 Budget Increases
There were several requests for funds to address emerging issues. More information on each request can
be found on the website www.mapleridge.ca/DocumentCenter/View/1601 in the departmental business
plans (a separate document used to support the budget decision-making process).
Incremental Adjustments (in $ thousands)
Item ($ in thousands)2014 2015 2016 2017 2018
General Revenue Surplus 78 99 212 107 115
Incremental Adjustments and Capital to be funded from Accumulated Surplus
Items Previously Approved By Council
Document Management Implementation (2 yrs.)150
Façade Improvement Program 25
Proposed Operating Items
Treat noxious weeds on municipal property (5 yrs.)250
Planning - Hammond Area Plan 130
Information Technology Security Audit 20
Parks & Rec. - Joint Leisure Services Review 15
Proposed Capital Items
Drainage - Flood Study N. Alouette 150
Drainage - ISMP Watershed Review 350
Downtown Improvement - Lougheed Hwy (224 - 226)2,400
Transfer from Accumulated Surplus (1,090)(2,400)
General Revenue Surplus 78 99 212 107 115
Labour
19%Fire Dept. (Labour &
Capital)
14%
Policing
28%
Drainage Levy
6%
Library
1%
Growth Costs
4%
Infrastructure
Replacement (excluding
gaming revenues)
10%
Parks & Recreation
Master Plan
4%
Other
2%
Capital
4%
STAFFING HISTORY AND FORECAST
Maple Ridge Financial Plan 2014 - 2018 82 | P a g e
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department
for the years 2013 through 2018.
Full Staffing (Budget)
2013 2014 2015 2016 2017 2018
Office of the Chief Administrative Officer
CAO Administration 7.0 6.0 4.5 4.5 4.5 4.5
Communications 0.0 1.4 1.4 1.4 1.4 1.4
Human Resources 7.5 7.0 7.0 7.0 7.0 7.0
Strategic Economic Initiatives 4.0 4.0 4.0 4.0 4.0 4.0
18.5 18.4 16.9 16.9 16.9 16.9
Community Development, Parks & Recreation Services
CDPR Administration 2.0 2.0 2.0 2.0 2.0 2.0
Community Services 12.5 12.5 12.5 12.5 12.5 12.5
Parks & Facilities 45.5 46.5 46.5 46.5 46.5 46.5
Recreation 43.5 45.0 45.0 45.0 45.0 45.0
103.5 106.0 106.0 106.0 106.0 106.0
Corporate & Financial Services
CFS Administration 3.0 4.0 4.0 3.0 3.0 3.0
Clerks 9.4 10.5 10.5 10.5 10.5 10.5
Finance 17.6 17.6 17.6 17.6 17.6 17.6
Information Services 15.0 15.0 15.0 15.0 15.0 15.0
Fire Department 60.0 60.0 60.0 60.0 60.0 60.0
Police Services 44.5 45.0 45.0 45.0 45.0 45.0
149.5 152.1 152.1 151.1 151.1 151.1
Public Works & Development Services
PWD Administration 2.0 2.0 2.0 2.0 2.0 2.0
Engineering 28.0 27.0 27.0 27.0 27.0 27.0
Licenses, Permits & Bylaws 30.5 30.5 30.5 30.5 30.5 30.5
Operations 74.9 74.9 74.9 74.9 74.9 74.9
Planning 17.0 18.0 17.0 17.0 17.0 17.0
152.4 152.4 151.4 151.4 151.4 151.4
423.9 428.9 426.4 425.4 425.4 425.4
* RCMP contract members are not included in Police Services staff count
STAFFING HISTORY AND FORECAST
Maple Ridge Financial Plan 2014 - 2018 83 | P a g e
Budgeted Full-Time Equivalent Staff per Department
The 2014 estimate of 428.9 full-time equivalent staff is an increase of 5.0 from 2013. Changes are
outlined below:
CHIEF ADMINISTRATIVE OFFICER'S OFFICE
Administration Moved: Manager Corporate Communications to Communications
Administrative Assistant to Communications (0.4 FTE)
Removed: Executive Assistant
Added: Research Technician (0.5 FTE)
Confidential Administrative Assistant (0.5 FTE)
Communications Moved: Manager Corporate Communications from Administration
Administrative Assistant from Administration (0.4 FTE)
Human Resources Removed: Human Resources Officer
Changed: Manager of Payroll & Employee Relations to Manager of Human Resources
Human Resources Assistant to Human Resources Advisor
Clerk 2 (0.5 FTE) to Human Resources Associate (FT)
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Parks & Facilities Removed: Recreation Facilities Supervisor
Moved: Booking Clerk to Recreation and Changed to Field Allocator
Added: Maintenance Technician
Tradesperson 1 - Gardener
Labourer
Recreation Added: Research Technician (0.5 FTE)
Moved: Booking Clerk from Parks & Facilities and Changed to Field Allocator
CORPORATE & FINANCIAL SERVICES
Administration Added: Records Management Assistant (2014 & 2015)
Clerks Changed: Records Mgmt. Clerk (0.5 FTE) to Records Mgmt. Coordinator (1.0 FTE)
Emergency Program Specialist to Emergency Program Coordinator
Switchboard (Clerk Typist 3) to Receptionist Switchboard Operator
Removed: Clerk 3 (0.4 FTE)
Added: Assistant Property & Risk Manager
Finance Changed: Accountant 3 to Financial Analyst
Information Technology Changed: System Analyst 1 to Computer Support Specialist
Changed: User Support Assistant to Help Desk Coordinator
Fire Services Changed: Fire Chief to Deputy Fire Chief
Fire Captain to Fire Lieutenant
Data Management Coordinator to Protective Services Clerk
Police Services Changed: Manager Police Services - Operations to Support Services to Supervisor
and Volunteer Services Supervisor
PRIME Operator to MNI Operator
PUBLIC WORKS & DEVELOPMENT SERVICES
Engineering Changed: Engineering Inspector 3 to Engineering Inspector 2
Removed: Draftsperson 2
Instrumentperson 1
Added: Engineering Technologist 1
Licences, Permits & Byl Changed: Licence Inspector/Bylaw Officer to Bylaw Enforcement Officer (0.5 FTE)
Operations Changed: Engineering Technologist 1 to Engineering Technologist – Projects
Planning Added: Planner 2 (1 FTE for 2014)
Maple Ridge Financial Plan 2014 - 2018 84 | P a g e
Maple Ridge Financial Plan 2014 - 2018 85 | P a g e
Departmental Business/Financial Plans
Office of the Chief Administrative Officer
Community Development, Parks & Recreation Services
Corporate & Financial Services
Public Works & Development Services
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
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The Office of the Chief Administrative Officer (CAO) is
the liaison between Council and staff and provides
overall leadership and direction for the administration.
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 2013 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 2014-2018
planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2014 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 2013 Division Accomplishments
Year 3 of the Town Centre Investment Incentives
Program included an extension for commercial,
contract administration as well as marketing and
research on job incentives.
Once again, 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.
Work continued on the proposed Albion Flats land
exchange and the Town Centre land development.
Created a True North Fraser brand, prepared a
parking strategy and investigated campground and
outdoor recreational activity proposals.
Launched the Business Innovation Accelerator
program including BCIT courses and BusinessSTART
seminars.
Developed the visual brand for the Customer Service
program to ensure our customer feedback program
has high visibility within our community.
Efficiency/Effectiveness Initiatives
The business planning framework keeps the
organization on track and in alignment with the
Corporate Strategic Plan.
In-sourcing and other cost-saving changes:
o using social media sites enables us to monitor and
enhance communication on specific issues and
projects and creates fast interactions with our
citizens, while reducing calls and emails.
o using local designers and contractors and in-house
photography creates better content for our image
bank and contains costs.
o integrated taxation mail-out, website and ad
campaign moved more people to action on our
website to create a more personal experience for
our taxation customers.
Improved technology of the Emergency Operation
Centre including radios, computers and mobile
devices enabling more rapid activation and ability to
operate as a “virtual EOC.”
Invest North Fraser economic partnership delivers
cost sharing on regional investment attraction
initiatives and strategic partnerships.
Health and Safety Certificate of Recognition rebate of
$58,674.
Completed an extensive audit of our payroll system to
identify efficiencies to be implemented in 2014.
Received grant funding for wages and energy
improvements of $225,000 since 2010. The energy
savings continue to deliver $41,000 annually. Semi-
annual energy performance reports and meetings
with area managers are helping to identify further
opportunities to save energy and cut costs.
Our work in carbon emissions reporting has achieved
an annual rebate of the carbon tax paid on the energy
and fuel purchases, resulting in rebates of $165,000
since 2008.
Energy management program being extended to
District-owned, contractor-operated facilities (Arts
Centre Theatre, business tower), extending the scope
and potential savings of the program.
An inquiry tracking tool was developed by using
existing service desk software, providing a “free”
solution to enhance customer service.
Business Perspective
As our population grows, so does our business. The
importance of a structured framework to help
maintain alignment and accountability between
Council direction and numerous service areas and
individual employees continues to increase.
Provincial requirements for carbon neutrality may at
some point extend to municipalities. The cost to
purchase carbon offsets for the corporate carbon
emissions is estimated at $65,000 annually and is
not currently funded in the financial plan.
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.
We must maintain focus on succession planning and
development of talent pipelines for key roles as our
workforce continues to age.
To support the achievement of business imperatives,
Human Resources (HR) will require greater focus on
strategic HR initiatives (e.g. talent management,
leadership development, managing performance)
while at the same time maintaining service
excellence on transactional HR initiatives (e.g. payroll
and benefits administration).
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 87 | P a g e
Services Provided
The Administration Division of the Office of the CAO is
responsible for the overall administration of the
departments, developing corporate policy, providing
leadership and direction for senior staff in the day-to-
day and long-term business affairs of Maple Ridge in
accordance with Council’s Strategic Plan and providing
advice to Council about organizational and operating
procedures.
The Sustainability & Corporate Planning Department
develops and administers a framework to 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 the
framework is followed to align policies and activities
with this direction. Projects, research and policy
development are also undertaken, along with managing
the organization’s corporate sustainability initiatives.
2014 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 services.
A focus for 2014 will be on the development of a
program to attract jobs to Maple Ridge, in alignment
with Council direction on the Commercial and Industrial
Strategy. Another area of focus is on community input:
community surveys to help inform Council for the 2015-
2018 period; and continuing to enhance community
participation in the business and financial process.
Energy management initiatives will continue with the
LED streetlight new development pilot project and
continued implementation of the Corporate Strategic
Energy Management Plan.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 88 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Reduce Municipal Hall and Municipal Office Tower electricity consumption by 2% in 2014 from 2013 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 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 critical
infrastructure, including transit and amenities are close at hand. Residential units in the town centre are expected
to reach 11,065 by 2021. The first graph illustrates our progress toward this number.
The second graph shows the percentage of total residential units in Maple Ridge that were built in the town centre.
Status Report
During 2013, 257 apartment units, 10 townhouses and one single family home were added in the town centre.
These units signify growth in town centre residential units of 4.4%. Of all residential units in Maple Ridge during this
year, 51% 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
200120022003200420052006200720082009201020112012201320142015201620172018201920202021Actual 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 2013
% residential units in the Town Centre Target
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 89 | P a g e
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 Maple Ridge's Climate Action Charter commitment t o measure and report
on our community's greenhouse gas emissions.
Status Report
Source: Updated Community Energy & Greenhouse Gas Emissions Inventory: 2007 and 2010 Report dated
February 20, 2014, from BC's Ministry of Environment. Total emissions reported in this chart include the category
Buildings-Large Industrial. This category is not included in the Provincial totals, but shown instead as a separate
memo item. Note: 2012 CEEI Reports are planned for release in 2014.
0
100,000
200,000
300,000
400,000
2007 2010 2012 2014 2016 2018 2020
Actual tonnes GHG emissions Target
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 90 | P a g e
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, Maple Ridge 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 2013, Maple Ridge's preliminary greenhouse gas emissions measured 2,121
tonnes. We expect these numbers to increase slightly as we add additional data that is not currently available.
Although the above represent interim numbers, thus far even though our direct emissions have decreased, with
requirements the Province introduced in 2012 to include contractor fuel consumption emissions for new and
renewed contracts, the addition of the contractor fuel consumption has increased our overall emissions from the
previous year. Direct interim emissions are 1949T CO2 equivalent and contractor emissions account for 172T CO2
equivalent.
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
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 91 | P a g e
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
David Fleugel
Director of Human
Resources
Frances King
General Manager
Community
Development, Parks &
Recreation Services
Kelly Swift
General Manager
Corporate & Financial
Services
Paul GillManager of
Sustainability &
Corporate Planning
Laura Benson
Confidential
Administrative
Assistant
Erin Chadwick
0.5 FTE - TD
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
Research Technician –
Recreation 0.5 FTE
Tim Gibson 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 2013 2014 2015 2016 2017 2018
Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0 1.0
Manager Corporate Communications 1.0 - - - - -
Manager of Sustainability & Corporate Planning 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 2.0 1.0 1.0 1.0 1.0 1.0
Research Technician 1.6 2.5 1.5 1.5 1.5 1.5
Confidential Administrative Assistant - 0.5 - - - -
Administrative Assistant 0.4 - - - - -
Full-Time Equivalent 7.0 6.0 4.5 4.5 4.5 4.5
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2014 - 2018 92 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Conventions & Conferences (12100/12101-6051) 9 7 19 19 - - 19 19 19 19
Lease Expense (11000-6230) 120 117 107 107 - - 107 107 107 107
Memberships (12100-6270) 28 34 29 29 - - 29 29 29 29
Other (multiple) 216 130 1,234 217 -1,017 -82% 223 229 236 243
Prov. Grant (Conditional) (12101-102-4252) -26 -53 -40 - 40 -100% - - - -
Salaries (12100/12101-5500) 631 613 603 571 -32 -5% 585 600 616 631
Studies & Projects (10000-6380) 69 43 373 116 -257 -69% 116 116 116 116
TOTAL ADMINISTRATION 1,047 891 2,324 1,058 -1,265 -54% 1,079 1,099 1,122 1,144
* Includes Administration as well as Sustainability & Corporate Planning functions
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Committee Costs (13000-6045) - 1 4 4 - - 4 4 4 4
Conventions & Conferences (13000-6051) 24 19 21 21 - - 21 21 21 21
Grants & Donations (13000-6180) 78 65 92 62 -30 -32% 62 62 63 63
Miscellaneous (13000-6275) 9 6 8 8 - - 8 8 8 8
Public Relations (13000-7060) 5 4 11 11 0 0% 11 11 11 11
Salaries (13000-5500) 472 481 469 471 2 0% 481 491 502 512
Training (13000-6400) 3 - 16 16 - - 16 16 16 16
Utilities - Telephone (13000-6520) 5 5 7 7 - - 7 7 7 7
TOTAL LEGISLATIVE 596 581 626 598 -28 -4% 609 619 630 640
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2014 - 2018 93 | P a g e
Services Provided
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
programs and events and creating and supporting a
consistent identity for communications.
2014 Workplan Emphasis
In order to enhance the customer experience on the
website we will develop a marketing campaign to
educate the public on the ‘Notify Me’ function and work
with CDPR to roll out a pilot program to evaluate the
new citizen engagement module on the website and
within social media. In conjunction with the Municipal
Emergency Program we will update and improve the
structure and information on the Emergency Program
pages.
In the area of public education we will work with the
Engineering Department to support their traffic calming
work in targeted neighbourhoods. Working in
conjunction with the Clerks Department we will develop
and implement a plan to educate voters and encourage
participation on Election Day.
There is a perception that the term ‘Municipality’ is
associated with small towns versus the designation
‘City’ being associated with more urban communities.
We will assist the Clerk’s Department in seeking the
approval of the electors to change the classification of
Maple Ridge from a District Municipality to a City.
As part of our commitment to reducing energy
consumption through easy changes in behaviour we will
work with Sustainability & Corporate Planning to
recreate a brand for the W.A.T.T.S. UP? Committee.
Performance Measurement
KEY PERFORMANCE MEASURES
Increase the level of satisfaction residents express with the amount of information they receive from Maple Ridge.
HIGH-LEVEL COMMUNITY GOALS
Website Visits
Target Statement
Raise website visits by 5% per year from 2007 baseline by driving more 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. The Maple Ridge website is becoming increasingly important in communicating and
providing services to residents.
cont’d…
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2014 - 2018 94 | P a g e
Status Report
Website visits increased by more than 10% over 2012.
Organization Chart
Manager Corporate
Communications
Fred Armstrong
Administrative
Assistant
Tracy Camire
0.4 FTE
Executive Assistant/
Web Manager
Cindy Dale
20% Not Budgeted
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Manager Corporate Communications - 1.0 1.0 1.0 1.0 1.0
Administrative Assistant - 0.4 0.4 0.4 0.4 0.4
Full-Time Equivalent - 1.4 1.4 1.4 1.4 1.4
Budget
The base budgets for 2014-2018 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Communications
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Advertising (12105-6010) 23 22 30 30 - - 30 30 30 30
Consulting (12105-7005) 13 28 41 29 -12 -29% 29 29 29 29
Miscellaneous (12105-6275/6280) 5 4 8 8 - - 8 8 8 8
Publicity & Promotions (12105-6330) 10 14 20 18 -3 -13% 18 18 18 18
Salaries (12105-5500) 136 162 150 145 -4 -3% 149 152 156 160
TOTAL COMMUNICATIONS 187 230 249 230 -19 -8% 233 237 241 245
0
200,000
400,000
600,000
2007 2008 2009 2010 2011 2012 2013
Website Visits Target
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2014 - 2018 95 | P a g e
Services Provided
The Emergency Program ensures that 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.
2014 Workplan Emphasis
The Emergency Program Coordinator will train Deputy
Emergency Social Services Directors to manage Level 1
activations and to take on an enhanced role in training
and retention of volunteers.
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2014 - 2018 96 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
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
In 2013, fewer training and activation hours were recorded due to a vacancy in the Emergency Management Office.
In 2014 and subsequent years, the information for Emergency Support Services Volunteers will be reported out with
that of the District of Maple Ridge Emergency Operations Centre to show a more comprehensive view of the total
hours of training, exercises and activations by staff, volunteers and other stakeholders in the community.
0
500
1,000
1,500
2,000
2008 2009 2010 2011 2012 2013
# of Volunteer Hours with Emergency Services Target
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2014 - 2018 97 | P a g e
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Ceri Marlo
Emergency Program
Coordinator
Patrick Cullen
Clerk II - Emergency
Program
Not Hired 0.5 FTE
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Conventions & Conferences (23000-6051) 1 1 3 3 - - 3 3 3 3
PM - Cost Recovery (23000-4236) -15 -9 -14 -15 -0 2% -15 -15 -15 -15
Program Costs (multiple) 33 15 21 15 -6 -29% 15 15 15 15
Prov. Grant (Conditional) (multiple) -5 0 -5 - 5 -100% - - - -
Salaries (23000-5500) 73 52 107 109 2 2% 112 114 117 120
TOTAL EMERGENCY 87 59 112 112 1 1% 115 118 120 123
OFFICE OF THE CAO - HUMAN RESOURCES
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Services Provided
The Human Resources Department provides an array of
people related programs and services designed to
engage staff in their work and to maximize their full
potential in contributing to the achievements of Maple
Ridge.
Human Resources oversee people-related issues
Including occupational health and safety and payroll
and benefits administration. Team members provide
professional services in recruitment, learning and
development, payroll and benefits administration,
health, safety and wellness. The department also
provides leadership in collective bargaining and labour
relations, job evaluation and employee recognition.
2014 Workplan Emphasis
As part of the Customer Experience Enhancement we
will design, implement a peer recognition program and
explore the feasibility of developing organi zational
service standards. We will provide leadership in
coordinating internal department Open Houses in order
to inform staff about programs and services provided
outside of their home department.
We will enhance the existing performance management
system to drive qualitative behaviours (including
enhancing the linkage and accountability between
Council direction and employee performance plans)
that lead to business results.
We will implement the Manager self-serve module
(efficiency and effectiveness) of the Applicant Tracking
System.
The Attendance Management Program will be refreshed
and delivered using an organization-wide approach and
the Disability Management Program will be designed
and implemented.
Performance Measurement
KEY PERFORMANCE MEASURES
Career development programs, particularly certification programs, can support staff in their current jobs as well as
preparing them for future opportunities.
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2014 - 2018 99 | P a g e
Organization Chart
Director of Human
Resources
Frances King
Manager of Health,
Safety & Employee
Development
Anita Bhandari
Manager of
Compensation
Cynthia Ulrich
Payroll Coordinator
Anita Douglas
Manager of Human
Resources
Michelle Wetherill
Human Resources
Advisor
Dee Nagra
Human Resources
Associate
Joanna Ward Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director of Human Resources 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Human Resources - 1.0 1.0 1.0 1.0 1.0
Manager of Payroll & Employee Relations 1.0 - - - - -
Manager of Health, Safety & Employee Development 1.0 1.0 1.0 1.0 1.0 1.0
Human Resources Officer 1.0 - - - - -
Manager of Compensation 1.0 1.0 1.0 1.0 1.0 1.0
Human Resources Advisor - 1.0 1.0 1.0 1.0 1.0
Payroll Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Human Resources Associate - 1.0 1.0 1.0 1.0 1.0
Human Resources Assistant 1.0 - - - - -
Clerk 2 0.5 - - - - -
Full-Time Equivalent 7.5 7.0 7.0 7.0 7.0 7.0
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Consulting (12102-7005) 15 69 19 19 - - 19 19 19 19
Miscellaneous (12102-6275) 10 12 13 11 -2 -13% 11 11 11 11
Program Costs (multiple) 233 164 237 217 -19 -8% 217 217 217 217
Recruiting Costs (12102-7065) 40 57 49 49 - - 49 49 49 49
Salaries (12102-5500) 714 659 788 765 -23 -3% 791 817 843 864
Service Severance Accrual 200 17 - - - - - - - -
Studies & Projects (12102-6380) - - 470 - -470 -100% - - - -
Training (multiple) 148 181 306 231 -75 -25% 237 244 251 257
TOTAL HUMAN RESOURCES 1,359 1,158 1,881 1,292 -590 -31% 1,324 1,357 1,390 1,418
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2014 - 2018 100 | P a g e
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. Maple Ridge is proud to
offer a “one-stop” Film Production Liaison service to
assist the industry with location scouting and filming
logistics.
2014 Workplan Emphasis
We will host an Education Forum in partnership with Pitt
Meadows and Mission and provide an update to
Council.
In order to encourage new businesses and help them
connect with resources to succeed, we will officially
launch the BusinessSTART business attraction
program. This will include develop program
metrics/outcomes and providing regular progress
updates as well as connecting with partners to deliver
program content to meet the needs of program
participants.
We will explore opportunities to partner in creation of a
Small Business Centre serving the needs of Maple
Ridge and area small/home-based business.
When Creative BC is ready to launch their ‘Partners on
Screen’ initiative we will submit our request to achieve
the “Film Production Friendly” designation.
There is a perception that the term ‘Municipality’ is
associated with small towns versus the designation
‘City’ being associated with more urban communities.
We will assist the Clerk’s Department in seeking the
approval of the electors to change the classification of
Maple Ridge from a District Municipality to a City.
Performance Measurement
KEY PERFORMANCE MEASURES
Attract film productions through excellent customer service, cost competitiveness and a streamlined process
HIGH-LEVEL COMMUNITY GOALS
Residential Tax Assessment Base
Target Statement
Build a sustainable community that includes a balance of land use types and a diversified tax base.
Overview
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.
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2014 - 2018 101 | P a g e
Status Report
Two factors impact the percentage of property tax assessment base that is residential:
1. Market value change, the appreciation or depreciation of the value of existing land and improvements and
2. Non-market change, most commonly due to new construction and often referred to as real growth.
For 2013, there was not as large of a market change as there has been in the past. Market change for the
residential class was negative 1.2% (market depreciated) and non-residential property classes depreciated by 0.2%.
The real growth or non-market change was 1.6% for residential and 0.1% for non-residential.
Increase Commercial Tax Base
Target Statement
Build a sustainable community that includes a balance of land use types and a diversified tax base.
Overview
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 economic viability.
Status Report
This number represents the amount of new commercial property tax revenue that was added to the ta x roll each
year. An incentive program to attract development to the Town Centre offered tax exemptions for three years to a
number of new or improved businesses. The program was very successful in attracting both businesses and
residents to our downtown. For 2013, commercial exemptions total $85,000. This revenue will be delayed until
2016.
84
86
88
90
92
94
% 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 2013
$ New Tax Revenue from Commercial
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2014 - 2018 102 | P a g e
Business Licence Renewals
Target Statement
Retain the existing number of licensed businesses and attract/generate incremental licensed businesses to Maple
Ridge.
Overview
Attracting new investment and employment to Maple Ridge and the retention of existing licensed businesses
continue to remain critical objectives for Maple Ridge. While statistics can be expected to fluctuate year over year,
the high renewal percentages stand as testament to our efforts in supporting local businesses and validates our
objective of attracting incremental businesses and high -value local market jobs for residents.
* Non-residential renewals are not displayed on the graph due to the temporary nature of many of the businesses.
Status Report
Number of business licences issued in 2013:
Commercial: 1,586 Home-based: 1,448
Non-Residential: 1,243 Total Business Licences: 4,277
Total Revenue $567,231
Of the businesses licensed in 2012, 92% of commercial licences and 86% of home based licences were renewed in
2013.
Organization Chart
Manager Strategic
Economic Initiatives
Sandy Blue
Administrative
Assistant
Erin Chadwick
Film Production
Liaison
Margaret Johnson
Business Retention
and Expansion
Officer
Bruce Livingstone
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Manager Strategic Economic Initiatives 1.0 1.0 1.0 1.0 1.0 1.0
Business Retention & Expansion Officer 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Film Production Liaison 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 4.0 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 2013
Actual % renewed business licences Target
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2014 - 2018 103 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Contributions from Others (multiple) -194 -198 -198 -203 -5 2% -208 -208 -208 -208
Federal Grant (Conditional) (12106-4250) -16 5 - - - - - - - -
Miscellaneous Income (12106-4390) -6 -4 - - - - - - - -
Permits (12106-4445) -9 -8 -5 -5 - - -5 -5 -5 -5
Sale of Service (12106-4600) -5 3 -10 -10 - - -10 -10 -10 -10
Total Revenue -229 -203 -213 -218 -5 2% -223 -223 -223 -223
Expense
Advertising (multiple) 61 67 63 61 -2 -2% 61 61 61 61
Contract (12106-7007) 36 35 35 35 - - 35 35 35 35
Conventions & Conferences (12106-6051) 10 6 16 16 - - 16 16 16 16
Grants & Donations (12106-6180) 215 224 248 228 -20 -8% 208 208 208 208
Other Expense 686 729 706 692 -14 -2% 692 701 711 720
Salaries (12106-5500) 340 331 333 341 7 2% 360 369 379 389
Total Expense 1,347 1,393 1,402 1,373 -28 -2% 1,373 1,390 1,410 1,429
TOTAL STRATEGIC ECONOMIC INITIATIVES 1,118 1,189 1,188 1,155 -33 -3% 1,149 1,167 1,187 1,206
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Maple Ridge Financial Plan 2014 - 2018 104 | P a g e
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 2013 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
2014-2018 planning period.
Subsequent pages in the CDPR section provide
information on the departments reporting to this
division, including staffing, 2014 workplan highlights,
performance measurements and budgets. The
departments within this section are Administration,
Community Services (including Social Planning), Parks
& Facilities and Recreation.
Select 2013 Division Accomplishments
Customer service training for 300 employees.
Improved customer feedback mechanisms.
Introduced a web friendly Arts and Recreation Guide.
Launched a new website.
Conducted a community engagement process for
senior citizens.
Completed Strategic Plan for Seniors.
Developed Five Year Public Art Plan.
Restructured the Artist in Residence Program.
Supported the Vibrant Downtown Task Group.
Completed the ending Homelessness Action Plan.
Supported Alouette Heights to form a Neighbourhood
Committee.
Painted the Maple Ridge Museum.
Coordinated expansion of the Pitt Meadows
Recreation Center and Community Police Office.
Installed way finding signage and curbing at the
Cemetery.
Received grant for a Wildsafe Coordinator and bear
proof cans.
Renovated drainage systems at four sports fields.
Installed new playground equipment at Albion Sports
Complex.
Pitt Meadows Seniors Centre.
Park Construction:
Deer Fern Neighbourhood Park
Cedar Neighbourhood Park
Cliff Park Parking Lot
Two Equestrian Bridges
Albion Mountain Bike Skills Park
MacLean Neighbourhood Park
Albion Sports Complex Water Play Park
Hammond Stadium reconstruction
Wharf Street Neighbourhood Park
Albion Park Playfield Renovation
Hosted Grand Opening Ceremonies:
Haney Nokai Park.
MacLean Park.
Cedar Park.
Deer Fern Park.
Efficiency/Effectiveness Initiatives
Using cost-effective service designs maximize value
for taxpayers, e.g. operating agreements with the
non-profit and private business.
Supporting neighbourhood and festivals groups to
increase their service capacity including support to
access grant funding.
Social media use increased audience at a low cost
and environmentally friendly approach.
Project management, e.g.:
Soil removed from the Albion Park Playfield was
transported to the Mountain Bike Skills Course
which resulted in significant savings.
In-house management of Hammond Stadium in-
house saved $400,000 compared to the low-bid for
this work.
Technology enhancements, e.g.:
Improved irrigation system for hanging baskets
reduced costs.
New software reduced staff time to manage web
updates.
Business Perspective
Cultural vitality has gained prominence as an
important pillar of local sustainability.
Fee for Service and non-profit partners are working to
capacity to deliver services to a growing population.
Growth in number and complexity of festivals is taxing
staff and grant resources.
Lack of rental stock limits citizens’ access to
affordable housing.
Service Canada funding changes will impact local
services such as the Youth Safe House.
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 105 | P a g e
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 and facility
operations and in the delivery of recreation and cultural
services. These services support community-driven
efforts to grow community capacity and assets by
building individual, neighbourhood and community
capacity through connections, information sharing,
resource development, facilitated planning and general
support.
Services are provided through 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 attend to
inquiries and requests for assistance from staff, Council
and the public.
2014 Workplan Emphasis
We will host Grand Opening ceremonies and
celebrations for a number of projects including Public
Art installations, Firefighters Park ground-breaking and
park openings, including: Emmeline Mohun Park, Albion
Mountain Bike Skills Park, Neighbourhood Park at 231
Street & 137 Avenue, Community Park at Bonson Road
and Airport Way, Albion Sports Park - Water Play Park
and Hammond Playfield.
Implementation of recommendations from the 2013
Vibrant Downtown Task Force will be conducted as will
research and recommendations for an updated process
to review fees and charges.
A significant project will include a review of the Joint
Service Agreement for Parks & Leisure Services
between the City of Pitt Meadows and District of Maple
Ridge. Following this review, we will engage
Commission and Councils to identify priorities within
the Parks, Recreation and Culture Master Plan within
assigned funding and will explore options for a new
Albion Community Hall.
On the Customer Service front, we will form a task
group to review, streamline and strengthen our
customer service tools and will conduct a one-year
review of the Customer Comment Card program.
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 106 | P a g e
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 participa te 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. Next survey will be undertaken in
2014.
Organization Chart
Recreation Manager
Arts and Community
Connections
Yvonne Chui
General Manager:
Community
Development, Parks &
Recreation Services
Kelly Swift
Director of
Parks & Facilities
David Boag
Manager Parks
Planning &
Development
Bruce McLeod
Facilities
Operations
Manager
Michael Millward
Manager Parks &
Open Space
Geoff Mallory
Director of
Community
Services
Sue Wheeler
Executive Assistant
Ingrid Kraus
Director of
Recreation
Wendy McCormick
Senior Recreation
Manager
Pitt Meadows Area
Don Cramb
Recreation
Manager Health
and Wellness
Christa Balatti
Manager of
Business
Operations
Danielle Pope
Recreation Manager
Youth &
Neighbourhood
Services
Tony Cotroneo
These positions all report to CDPR but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
GM Community Development, Parks & Recreation Services 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 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
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 107 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Contributions from Others (40000-4820) -41 -10 - - - - - - - -
Conventions & Conferences (41200-6051) 16 17 13 13 - - 13 13 13 13
Grants & Donations (41200-6180) 45 59 75 75 - - 75 75 75 75
Other Outside Services (41000/41200-7051) -9 -12 5 35 30 667% 5 5 35 5
PM - Cost Recovery (41200-4236) -73 -60 -88 -80 9 -10% -75 -76 -82 -79
Salaries (41200-5500) 275 276 295 366 71 24% 439 511 585 658
Special Projects (40000-6385) 97 13 280 325 45 16% 449 656 813 1,040
Supplies (41200-6300) 0 0 2 1 -1 -67% 1 1 1 1
TOTAL CDPR-ADMIN 310 284 581 735 154 27% 906 1,184 1,438 1,712
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Bank Charges (47500-6030) 40 45 36 40 4 11% 40 40 40 40
Miscellaneous (multiple) 28 24 30 28 -2 -7% 28 28 28 28
Salaries (multiple) 2,461 2,430 2,633 2,661 28 1% 2,725 2,791 2,866 2,937
Service Severance Costs (41400/42000-5150) 79 46 101 59 -42 -42% 59 59 59 59
SS Allocation (41000-5425) -2,673 -2,710 -2,923 -2,902 21 -1% -2,967 -3,034 -3,110 -3,182
Supplies (multiple) 32 29 29 19 -10 -34% 19 19 19 19
Supplies - Software (41100-6280) 51 58 59 59 - - 59 59 59 59
Vehicle Costs (41100/41400-6430) 58 64 37 37 0 1% 38 39 40 41
TOTAL CDPR-SUPPORT 78 -13 - -0 0 - 0 0 0 0
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2014 - 2018 108 | P a g e
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 Maple Ridge
has developed four focus areas for the delivery of
Social Planning: Network Development, Community
Solutions, Community Building and Social
Sustainability.
2014 Workplan Emphasis
The Community Services Department focus is driven by
the benefits that result from a community development
approach.
Youth Services will work with youth, community and
partners to create accessible programming in a fun,
energetic and safe environment. Our goal is to increase
awareness of the benefits of recreation for youth and to
provide an avenue for young people to showcase their
abilities during events such as Youth Week and the Pitt
Meadows Centennial.
Support to the Ridge Meadows Senior Society in
implementing their strategic plan will continue. Main
focus areas include: increasing membership, increasing
hours of operation of the Pitt Meadows Seniors Centre
and attracting a younger senior demographic.
Neighbourhood Development will continue to link and
support the neighbourhood champions in their goal of
forming an Association of Neighbourhoods. The goal is
to strengthen relationships and leverage funds to
support common neighbourhood goals and initiatives.
Neighbourhood Celebration and Matching Funds are
available and an educational speaker’s series will focus
on providing information and education to
neighbourhoods and the greater community.
Our Arts, Culture and Heritage focus includes creating
awareness for the Arts Council’s multi-year agreement;
creating awareness for collaboration opportunities with
other departments to integrate arts, heritage and public
art into future opportunities; the development of a five
year public art plan framework for Maple Ridge; and
completion of the Pitt Meadows’ centennial public art
projects.
We will be working with community partners to design
and promote a community specific “brand” for
volunteerism that reflects the Community Development
Policy and build greater awareness of volunteer
opportunities.
The Social Planning focus will be the completion of the
Housing Action Plan which will provide policy direction
and a guiding framework for action to address the
community’s housing needs. Social Planning staff will
also support key initiatives including the Vibrant
Downtown Framework.
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2014 - 2018 109 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Support the Building Community Solutions Steering Committee in their goal of identifying and supporting
leadership development and strengthening of neighbourhoods through the promotion and implementa tion of the
Neighbourhood ‘Seed Grant’ program.
Support the work of Substance Misuse Prevention Standing Committee of the Community Network to address the
10 priority recommendations outlined in the 2007 Substance Misuse Prevention Strategic Plan “Putting the
Pieces Together.”
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
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 with several new projects being funded. The Community
Network has engaged with the Maple Ridge Community Foundation to create a pilot project called the Community
Chest. This project is all about neighbours supporting neighbours and is truly a collaborative effort.
0
1,000,000
2,000,000
3,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Actual dollars accessed Target
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2014 - 2018 110 | P a g e
Organization Chart
Director of
Community
Services
Sue Wheeler
Administrative
Assistant
Pat Shiratti 0.5 FTE
Recreation Manager
Youth, Seniors &
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
Yvonne Chui
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 2013 2014 2015 2016 2017 2018
Director of Community Services 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Manager Arts and Community Connections 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Manager Youth & Neighbourhood Services 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 4.0 4.0 4.0 4.0 4.0 4.0
Youth Programmer 2.0 2.0 2.0 2.0 2.0 2.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5 0.5
Special Events Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Program Assistant 1 2.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 12.5 12.5 12.5 12.5 12.5 12.5
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2014 - 2018 111 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Prov. Grant (Conditional) (52500-4252) 23 - - - - - - - - -
Salaries (52500-5500) 84 88 89 91 2 2% 93 95 98 100
SS Allocation (52500-5425) 53 47 51 51 -0 -1% 52 53 54 56
Studies & Projects (multiple) 27 25 78 10 -68 -87% 10 10 10 10
TOTAL SOCIAL PLANNING 187 161 218 152 -66 -30% 155 158 162 166
Financial Plan – Youth
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Lease Revenue (45022-4310) -4 -4 -8 -5 3 -33% -5 -5 -5 -5
PM - Cost Recovery (45020-4236) -159 -148 -143 -146 -3 2% -149 -153 -157 -161
Programs (multiple) -32 -21 -36 -37 -1 3% -37 -37 -37 -37
Prov. Grant (Conditional) (45020-4252) -20 -14 - - - - - - - -
Total Revenue -215 -187 -187 -188 -1 1% -191 -195 -199 -203
Expenses
Maintenance - General (45022/45026-8056) 27 25 25 25 - 0% 25 25 25 25
Program Costs (multiple) 209 207 209 213 4 2% 218 222 228 233
Salaries (multiple) 456 427 437 446 8 2% 455 466 477 488
SS Allocation (45020-5425) 160 88 95 94 -1 -1% 96 99 101 103
Supplies (45022-6300) 2 3 4 4 - - 4 4 4 4
Vehicle Charges (45026-6410) 14 15 15 15 - 1% 15 16 16 17
Total Expenses 868 765 785 796 12 2% 813 830 850 869
TOTAL YOUTH 653 578 598 608 11 2% 622 636 651 667
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2014 - 2018 112 | P a g e
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.
2014 Workplan Emphasis
Three additional parks designs will be developed
through a public consultation process for park sites
located at 241 Street & 112 Avenue, 231 Street & 137
Avenue and Raymond Park located at 221 Street & 119
Avenue. The construction of the park located at 231
Street & 137 Avenue is planned to be completed by
October 2014.
Initial grading work is already underway for the
expansion of the Municipal Cemetery located at 214
Street and Dewdney Trunk Road, with an additional two
acres being added to the existing 14 acre site. Staff will
also be developing a design that will enhance the on-
street presence that is now possible and will also
include a variety of interment and memorial options in
addition to those already offered at the site.
Multiple phases of the Whonnock Lake Master Plan will
also be completed in 2014, with additional parking and
roadway improvements, new trails and playground
equipment, drainage improvements, pedestrian
lighting, improved boat access to the lake and re-
vegetation of some of the forested areas to protect
significant trees in the park. A washroom and
concession building is also planned to be built in 2017.
Performance Measurement
KEY PERFORMANCE MEASURES
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 .
Reduce Leisure Centre natural gas consumption by 2% in 2014 from 2013 levels.
Reduce Leisure Centre electricity consumption by 3% in 2014 from 2013 levels.
Reduce Randy Herman electricity consumption by 7% in 2014 from 2013 levels.
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2014 - 2018 113 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Leisure Centre Greenhouse Gas Emissions
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 2013 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, 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 2013
Actual tonnes of CO2 equivalent Target
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2014 - 2018 114 | P a g e
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
Building Services
Supervisor
Mark Matthews
Building Service
Worker
Benjamin Barclay
Louis Grant
Gary Ivory
Shawn Rhodes
Roy Sorenson
Troy Springman
Lorne Trow
4.5 FTE
Manager Parks &
Open Space
Geoff Mallory
Foreman III
Jane Baile
Tradesperson II
Gardener
Michelle Collette
Tradesperson I
Gardener
Nicole Baerg
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
+ 1.0 FTE
Grounds Keeper-
Fields
Malcolm McDougall
Playground
Maintenance Worker
Mike Barber
Trails Maintenance
Worker
David Hodgens
Maintenance
Technician
Joselito Balbacal
Labourer
1.0 FTE
Labourer
0.5 FTE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director Parks & Facilities 1.0 1.0 1.0 1.0 1.0 1.0
Facilities Operations Manager 1.0 1.0 1.0 1.0 1.0 1.0
Manager Parks Planning & Development 1.0 1.0 1.0 1.0 1.0 1.0
Manager Parks & Open Space 1.0 1.0 1.0 1.0 1.0 1.0
Park Planning Technician 1.0 1.0 1.0 1.0 1.0 1.0
Facilities Maintenance Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Facilities Supervisor 1.0 - - - - -
Building Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Parks & Leisure Services Clerk 2.0 2.0 2.0 2.0 2.0 2.0
Booking Clerk 1.0 - - - - -
Foreman 3 2.0 2.0 2.0 2.0 2.0 2.0
Tradesperson 2 - Carpenter 2.0 2.0 2.0 2.0 2.0 2.0
Tradesperson 2 - Electrician 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson 2 - Plumber 1.0 1.0 1.0 1.0 1.0 1.0
Foreman 2 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson 2 - Gardener 1.0 1.0 1.0 1.0 1.0 1.0
Foreman 2 - Cemetery 1.0 1.0 1.0 1.0 1.0 1.0
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2014 - 2018 115 | P a g e
Position 2013 2014 2015 2016 2017 2018
Maintenance Technician - 1.0 1.0 1.0 1.0 1.0
Grounds Keeper - Fields 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson 1 - Gardener 2.0 3.0 3.0 3.0 3.0 3.0
Equipment Operator 2 1.0 1.0 1.0 1.0 1.0 1.0
Trails Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Labourer 7.0 8.0 8.0 8.0 8.0 8.0
Parks Worker 1.0 1.0 1.0 1.0 1.0 1.0
Playground Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Building Service Workers 11.5 11.5 11.5 11.5 11.5 11.5
Full-Time Equivalent 45.5 46.5 46.5 46.5 46.5 46.5
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Lease Revenue (43500-4310) -138 -143 -201 -217 -16 8% -217 -221 -221 -221
SS Allocation (43500-5425) 27 27 29 29 -0 -1% 30 30 31 32
User Fees (multiple) -120 -128 -50 -51 -1 2% -52 -52 -52 -52
Total Revenue -231 -244 -222 -239 -17 8% -239 -242 -242 -241
Expense
Insurance (42000-6210) 148 152 135 135 - - 135 135 135 135
Maintenance - General (multiple) 2,729 2,904 2,701 2,805 104 4% 2,906 3,011 3,118 3,227
Other Outside Services (10000-7051) 110 110 111 111 - - 111 111 111 111
PM - Cost Recovery (multiple) -644 -728 -700 -720 -20 3% -743 -768 -793 -819
SS Allocation (multiple) 535 698 753 747 -5 -1% 764 781 801 819
Total Expense 2,877 3,136 2,999 3,078 79 3% 3,172 3,270 3,372 3,473
TOTAL PARKS 2,646 2,892 2,777 2,839 62 2% 2,933 3,028 3,130 3,232
Financial Plan – Facilities
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Insurance (11000-6210) 20 17 24 24 - - 24 24 24 24
Maintenance (multiple) 354 352 377 377 - - 407 428 428 428
Salaries (11000-5500) 62 63 66 66 - - 67 69 71 73
SS Allocation (11500-5425) 294 312 336 334 -2 -1% 341 349 358 366
Taxes - Rental Properties (10000/11500-4530) 19 39 25 26 1 3% 27 28 28 28
TOTAL FACILITIES 749 783 828 827 -2 -0% 867 897 908 918
Financial Plan – Library
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Contract (47200-7007) 2,486 2,597 2,597 2,619 23 1% 2,619 2,711 2,806 2,904
Lease Expense (47200-6230) 5 4 14 14 - - 14 14 14 14
Maintenance - Buildings (47200-8060) 191 206 182 182 0 0% 182 182 182 183
Operating Capital (47200-9050) 6 5 6 6 - - 6 6 6 6
Rentals (47200-4500) -1 -1 -2 -2 - - -2 -2 -2 -2
SS Allocation (47200-5425) 53 - - - - - - - - -
TOTAL LIBRARY 2,741 2,810 2,798 2,820 23 1% 2,820 2,912 3,007 3,105
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2014 - 2018 116 | P a g e
Financial Plan – Infrastructure
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Infrastructure (multiple) 1,291 1,787 1,384 2,030 646 47% 2,030 2,030 2,030 2,030
TOTAL INFRASTRUCTURE 1,291 1,787 1,384 2,030 646 47% 2,030 2,030 2,030 2,030
Financial Plan – Cemetery
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fees (52100-4220) -120 -142 -192 -192 - - -192 -192 -192 -192
Plots (52100-4450) -140 -171 -279 -279 - - -279 -279 -279 -279
Recovery - Other (52100-4372) -17 -18 -9 -9 - - -9 -9 -9 -9
Total Revenue -277 -330 -480 -480 - - -480 -480 -480 -480
Expense
Maintenance - General (52100-8056) 187 198 202 204 2 1% 209 214 219 224
Purchases (52100-7380) 7 6 10 10 - - 10 10 10 10
SS Allocation (52100-5425) 67 61 66 65 -0 -1% 67 68 70 72
Total Expense 261 265 278 280 2 1% 286 292 299 306
TOTAL CEMETARY -16 -66 -201 -200 2 -1% -194 -187 -181 -174
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 117 | P a g e
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.
2014 Workplan Emphasis
In 2014, Business Operations work will focus on
customer service improvements and efficiencies
including a stand-alone Parks and Leisure Services
website serving our customers from Maple Ridge and
Pitt Meadows, online membership purchases and
renewals and updating the existing online registration
program.
The Health & Wellness team will be developing a Sport
Policy that defines the Commission’s role in community
sport development; this work will include community
consultation processes. In addition the team will be
going to market for supervision and personal training in
the Maple Ridge Leisure Centre and Pitt Meadows
Family Recreation Centre.
We will continue to build on our strong partnerships
with community groups and businesses in 2014 by
renewing Fee for Service agreements and developing
new agreements to support existing partners.
Performance Measurement
KEY PERFORMANCE MEASURES
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.
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 118 | P a g e
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 No. 42 and corporate sponsors that support recreation access initiatives.
Status Report
This slight decrease in the percentage of population served is likely due to a number of additional funding
opportunities within our community in which citizens are able to access a number of community and recreation -
based services at a reduced rate.
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
Vanessa Watkins
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 FTE
Chris Westwick 0.5
FTE
+ 0.7 FTE
Senior Aquatic
Leader
Not Hired 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
Not Hired
0.5 FTE
Recreation Coord.
Leisure Access
Petra Frederick
Shayna Funk-Larmor
0.5 FTE
Field Allocator
Karen Hansen
Research Technician
0.5 FTE
Tim Gibson
0
5
10
15
20
25
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Actual % of low income citizens assisted Target
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 119 | P a g e
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director of Recreation 1.0 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 1.0
Recreation Manager Health & Wellness 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Business Operations 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 3.5 3.5 3.5 3.5 3.5 3.5
Research Technician - 0.5 0.5 0.5 0.5 0.5
Office Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Recreation Programmer 3.0 3.0 3.0 3.0 3.0 3.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 2 1.0 1.0 1.0 1.0 1.0 1.0
Promotional Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Senior Aquatic Leader 0.2 0.2 0.2 0.2 0.2 0.2
Booking Clerk 1.5 1.5 1.5 1.5 1.5 1.5
Field Allocator - 1.0 1.0 1.0 1.0 1.0
Parks & Leisure Services Clerk 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Clerk 2 0.5 0.5 0.5 0.5 0.5 0.5
Cashier Clerk Receptionist 6.7 6.7 6.7 6.7 6.7 6.7
Registration Clerk/Typist 1.0 1.0 1.0 1.0 1.0 1.0
Aquatic Leader 3 2.7 2.7 2.7 2.7 2.7 2.7
Aquatic Leader 2 7.9 7.9 7.9 7.9 7.9 7.9
Aquatic Leader 1 6.5 6.5 6.5 6.5 6.5 6.5
Full-Time Equivalent 43.5 45.0 45.0 45.0 45.0 45.0
Contract staff are not represented.
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Other Grant (Conditional) (multiple) -140 -133 -38 -38 - - -38 -38 -38 -38
Programs (multiple) -460 -500 -352 -352 - - -352 -352 -352 -352
Total Revenue -600 -633 -390 -390 - - -390 -390 -390 -390
Expense
Maintenance - General (multiple) 561 510 427 435 8 2% 445 455 466 476
Program Costs (multiple) 107 116 86 87 1 1% 88 88 89 91
Total Expense 668 627 513 522 9 2% 532 543 555 567
TOTAL CHILDREN 68 -6 123 132 9 7% 142 153 165 177
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 120 | P a g e
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Admin Fee (47500-4100) -9 -2 -9 -9 0 0% -9 -9 -9 -9
Admissions (47500-4110/4111) -923 -888 -882 -893 -11 1% -909 -923 -923 -923
Lease Revenue (47500-4310) -73 -80 -61 -64 -3 4% -65 -65 -65 -65
Lessons / Program Fees (47500-4320) -390 -430 -360 -360 0 0% -360 -360 -360 -360
Programs (multiple) -126 -130 -283 -283 0 0% -282 -282 -282 -282
Rentals (multiple) -90 -101 -102 -102 0 0% -102 -102 -102 -102
Total Revenue -1,610 -1,630 -1,697 -1,710 -14 1% -1,727 -1,740 -1,740 -1,740
Expense
Cost of Goods Sold (47500-7300) 6 5 6 6 0 0% 6 6 6 6
Equipment (47500-7340) 17 8 15 5 -10 -67% 5 5 5 5
Maintenance - General (47500-8056) 435 450 395 395 0 0% 395 395 395 395
PM - Cost Recovery (47500-4236) -330 -343 -378 -383 -5 1% -391 -401 -414 -427
Program Costs (multiple) 304 306 443 450 7 2% 452 456 459 463
Publicity & Promotions (47500-6330) 56 75 63 63 0 0% 63 63 63 63
SS Allocation (47500-5425) 488 468 504 501 -4 -1% 512 523 537 549
Supplies (multiple) 83 78 77 87 10 13% 87 87 87 87
Wages (multiple) 1,882 1,918 2,016 2,053 36 2% 2,094 2,140 2,190 2,240
Total Expense 2,940 2,963 3,141 3,176 34 1% 3,223 3,275 3,328 3,381
TOTAL LEISURE CENTRE 1,330 1,333 1,444 1,465 21 1% 1,496 1,535 1,588 1,641
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Admissions (47400/47410-4110) -28 -28 -33 -33 - - -33 -33 -33 -33
Lessons / Program Fees (47400-4320) -7 -8 - - - - - - - -
PM - Cost Recovery (47410-4236) -23 -21 -23 -23 -0 1% -23 -24 -24 -25
Total Revenue -58 -57 -55 -55 -0 0% -56 -56 -57 -58
Expense
Maintenance - General (47400/47410-8056) 45 43 41 41 0 0% 41 42 42 42
Program Costs (47410-6325) 25 24 25 26 0 2% 26 27 27 28
SS Allocation (47400-5425) 53 47 51 51 -0 -1% 52 53 54 56
Wages (47410-5600) 27 27 28 29 0 2% 29 30 31 31
Total Expense 151 142 146 146 1 0% 149 151 154 157
TOTAL OUTDOOR POOLS 93 84 90 91 1 1% 93 95 97 99
Financial Plan – Seniors
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Contract (47300-7007) 223 300 299 305 6 2% 311 312 312 312
Lease Revenue (47300-4310) -20 -20 -20 -20 - - -20 -20 -20 -20
PM - Cost Recovery (47300-4236) -54 -68 -69 -70 -1 2% -72 -72 -73 -73
SS Allocation (47300-5425) 67 61 66 65 -0 -1% 67 68 70 72
TOTAL SENIORS 216 273 276 280 5 2% 286 288 290 291
Financial Plan – Arts
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Contract (multiple) 669 683 683 694 12 2% 707 707 707 707
Lease Revenue (47700-4310) -80 -80 -80 -80 - - -80 -80 -80 -80
Maintenance - General (47700-8056) 5 8 7 7 0 1% 7 7 7 7
PM - Cost Recovery (47700-4236) -134 -140 -131 -134 -2 2% -136 -137 -137 -138
SS Allocation (47700-5425) 94 88 95 94 -1 -1% 96 99 101 103
TOTAL ARTS 553 559 573 582 9 2% 594 596 598 600
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 121 | P a g e
Financial Plan – Heritage
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Contract (48000-7007) 211 217 215 219 4 2% 223 228 232 237
Maintenance - General (multiple) 43 45 34 34 0 0% 34 34 34 35
PM - Cost Recovery (48000-4236) -58 -58 -56 -57 -1 1% -58 -59 -60 -61
SS Allocation (48000-5425) 33 27 29 29 -0 -1% 30 30 31 32
TOTAL RECREATION 230 231 222 226 3 1% 230 234 238 242
Financial Plan – Special Services
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Lessons / Program Fees (45010/45015-4320) -49 -1 -1 -1 - - -1 -1 -1 -1
PM - Cost Recovery (45010-4236) -40 -37 -44 -45 -0 1% -46 -47 -48 -49
Program Costs (45015-6325/6326) 46 44 44 45 1 2% 46 46 47 48
Programs - Subsidized Admiss. (45015-6329) 1 - 13 13 - - 13 13 13 13
Prov. Grant (Conditional) (45010/45015-4252) -46 -85 -84 -84 - - -84 -84 -84 -84
Salaries (multiple) 142 128 139 141 2 1% 143 145 147 150
SS Allocation (45010-5425) 94 88 95 94 -1 -1% 96 99 101 103
Supplies (multiple) 15 12 19 19 - - 19 19 19 19
TOTAL SPECIAL SERVICES 162 148 182 183 1 1% 187 191 196 200
Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Admissions (47610-4110) -55 -40 -31 -31 - - -31 -31 -31 -31
PM - Cost Recovery (46550-4236) -17 -20 -33 -33 -0 1% -33 -34 -34 -35
Program Fees (46550-4230) -16 -9 -10 -10 - - -10 -10 -10 -10
Rentals (46550-4500) -73 -95 -64 -64 - - -64 -64 -64 -64
Total Revenue -161 -163 -137 -138 -0 0% -138 -139 -139 -140
Expense
Maintenance - Buildings (multiple) 237 248 238 241 3 1% 244 248 250 252
PM - Cost Recovery (41210-4236) -29 -27 -31 -31 -0 1% -32 -33 -33 -34
Program Costs (46550-6325) 20 14 62 62 - - 62 62 62 62
SS Allocation (46550/47610-5425) 88 82 59 88 29 48% 90 92 94 96
Wages (multiple) 26 32 34 35 1 2% 36 36 37 38
Total Expense 342 349 362 394 32 9% 399 405 409 414
TOTAL PM HERITAGE HALL 181 186 225 257 32 14% 261 266 270 274
Financial Plan – Arenas
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Admissions (multiple) -30 -36 -25 -29 -5 18% -30 -30 -30 -30
Lessons / Program Fees (47010/47600-4320) -101 -97 -58 -58 - - -58 -58 -58 -58
PM - Cost Recovery (47100/47600-4236) -140 -148 -168 -187 -19 11% -187 -186 -187 -187
Rentals (multiple) -188 -253 -181 -184 -3 2% -187 -190 -190 -190
Total Revenue -458 -532 -431 -457 -26 6% -460 -464 -464 -465
Expense
Contract (47010-7007) - 100 100 100 - - 100 100 100 100
Maintenance - General (47100/47600-8056) 21 20 20 20 - - 20 20 20 20
Program Costs (multiple) 777 858 886 989 103 12% 989 989 989 989
SS Allocation (47100/47600-5425) 94 88 95 94 -1 -1% 96 99 101 103
Total Expense 892 1,066 1,101 1,203 102 9% 1,205 1,207 1,210 1,212
TOTAL ARENAS 434 533 670 746 76 11% 745 744 746 748
CDPR – RECREATION
Maple Ridge Financial Plan 2014 - 2018 122 | P a g e
Financial Plan – Special Events
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Miscellaneous Income (45030-4390) -3 -6 -1 -1 - - -1 -1 -1 -1
PM - Cost Recovery (45030-4236) -57 -70 -68 -69 -1 1% -71 -72 -74 -76
Programs - Special Events (45030-4324/4325) -1 -2 -1 -1 - - -1 -1 -1 -1
Prov. Grant (Conditional) (45030-4252) - -3 -2 -2 - - -2 -2 -2 -2
Salaries (45030-5500) 123 202 198 203 4 2% 207 212 218 223
Special Events (45030-6360) 71 79 61 61 0 1% 63 64 66 67
SS Allocation (45030-5425) 94 88 95 94 -1 -1% 96 99 101 103
TOTAL SPECIAL EVENTS 227 288 283 286 3 1% 292 299 306 314
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fees (41250-4220) -1 -1 -2 -2 - - -2 -2 -2 -2
Lease Revenue (multiple) -28 -26 -26 -32 -6 23% -32 -32 -32 -32
PM - Cost Recovery (multiple) -154 -140 -140 -145 -5 4% -148 -151 -154 -158
Program Fees (multiple) -113 -124 -135 -139 -4 3% -140 -142 -142 -142
Rentals (41250-4501/4502) -64 -131 -83 -156 -73 89% -157 -157 -157 -157
Total Revenue -359 -422 -385 -473 -88 23% -478 -483 -487 -490
Expense
Contract (46500-7007) 13 12 15 15 - - 15 15 15 15
Maintenance - General (41250-8056) 263 292 220 323 102 46% 325 328 331 335
Program Costs (41250-6325/6326) 79 76 103 108 4 4% 108 108 108 108
Salaries (41250-5500/5503) 176 214 197 201 4 2% 206 210 216 221
SS Allocation (41250-5425) 381 359 417 385 -32 -8% 393 402 412 422
Supplies (multiple) 18 10 18 18 - - 18 18 18 18
Total Expense 930 964 970 1,049 79 8% 1,065 1,082 1,101 1,119
TOTAL PMFRC 570 542 586 576 -10 -2% 587 599 614 629
CORPORATE & FINANCIAL SERVICES
Maple Ridge Financial Plan 2014 - 2018 123 | P a g e
The Corporate & Financial Services Division (CFS)
guides the financial, governance and technology
activities and provides support to the Police and Fire
departments. A summary of some of our 2013
accomplishments is shown below, followed by efficiency
and effectiveness initiatives and the business
challenges relevant to the 2014-2018 planning period.
The subsequent pages will provide information on the
departments in this division, including staffing, 2014
workplan highlights, performance measurements and
budgets. The departments within this division are
Administration, Clerk’s, Finance, Information Services,
Fire and Police.
Select 2013 Division Accomplishments
Continue emphasizing a “How May I Help You”
culture with exceptional service in reception,
improved property tax collection, website
enhancements and better after-hours technical
support.
Contributed to the creation and coordination of a
capital program which included the 128 Avenue/
Abernethy Way property acquisition and the RCMP
partnership with ICBC.
Reviewed business tax rates and worked with
Hammond Mill to ensure their success.
Continued support for financial sustainability policies
while reducing the tax increase.
Provided input into the pilot project on Community
Amenities.
Supported financial strategies for development
opportunities in the town centre, Kwantlen Servicing
Agreement and Albion Flats.
Proactive Policing and Fire prevention initiatives.
Published and distributed the Budget document,
Annual Report, Citizens Report and guidelines for
2014-2018 business planning sessions.
Efficiency/Effectiveness Initiatives
Joint services collaboration: Justice Institute Fire &
Safety Centre, Business Improvement Association,
mutual aid agreements with Pitt Meadows, Mission
and Langley and use of volunteers in community
programs.
Leveraging assets for wider corporate benefit (e.g. –
use of Municipal lands, secondary revenue
opportunities and fibre strategy).
Streamlined mass mail-outs thus reducing staff
effort.
Technology improvements to increase efficiency and
reduce costs in the areas of electronic payments,
document distribution, business process
improvements for mobile workers, business
continuity protection and internet access. Began
implementation of new document management
software system which will have business process
and workload benefits once complete.
In-house reviews to save time and costs – agenda
distribution, simplified cost-recovery coffee program
and liability insurance retention.
Fire Department improvements: established a
business continuity site at Hall No. 1 and improved
mapping access and radio coverage.
Cost saving measures in RCMP/Police Services:
Regional Forensic Identification Unit attracted to
Maple Ridge, police inventory control and fleet
management software improvements, leveraging
integrated teams for specialized roles, accessed
grants for policing equipment and dedicated Crown
Counsel handling of prolific offenders.
Business Perspective
The following are trends and issues we are monitoring:
In the interests of financial sustainability, a regular
review of our tax burden and economic environment
is undertaken to make sure we remain competitive
and affordable.
Municipalities continue to experience fiscal
challenges trying to balance demands for enhanced
service levels with simultaneous demands for
reduced reliance on property taxes.
It is important to embed efficiency and effectiveness
reviews as a way we do business.
Public Sector Accounting Board (PSAB) changes
continue to present unique challenges as new
accounting standards must be adopted. Involvement
in proposed standards is critical during their
development phase.
There is an increased expectation by the public of
transparency in government through use of
information and communication technologies. The
public access and interactive features of the new
website will improve information flows and our
responsiveness.
Our investment in our people is starting to pay
dividends; people recently appointed to positions
need to be given the opportunity to learn and grow.
Encourage corporate entrepreneurship where it
makes sense and provide opportunities for private
groups to operate a business/service on District-
owned property for a short to medium term.
Voter turnout continues to trend downward at all
levels of government despite the use of new voting
technologies and campaigns to increase turnout.
The Fire Department continues to efficiently operate
as a composite model utilizing both career and paid
on call employees in an innovative and financially
sustainable model.
RCMP operations are increasingly affected by the
complexity and multi-jurisdictional nature of crime.
This includes addressing the high standards of
Legislative and Crown investigative requirements, the
economic impact of crime on the community and the
need for rapid communication from police to meet
public needs.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 124 | P a g e
Services Provided
The Corporate & Financial Services (CFS)
Administration Division is responsible for identifying
the best strategies, mitigating risks and enhancing
operations to support Corporate strategic business
objectives and financial goals.
CFS Administration achieves this by making
recommendations to align strategic planning, best
practices and performance measures with budget
priorities in an implementation framework. The area is
also responsible for carrying out corporate initiatives as
directed by Council and the Corporate Management
Team and attends to enquiries and requests for
assistance from Council, staff and the public.
2014 Workplan Emphasis
Strategic business planning, financial risk management
and corporate revenue and cost control are the core
fundamentals that drive success across this
organization. For 2014, the following projects and
planning initiatives will address these core areas:
1. The CFS Administration area will continue the
successful Business Planning process to make
sure it meets Corporate and Council needs. The
Business Planning process includes assisting CMT
in establishing strategic focus area priorities and
reporting on the 2014-2018 Business Plan.
2. Financing mechanisms and options for a new
Albion Community Hall will be explored.
3. Investigate the property insurance offering from the
Municipal Insurance Association of British
Columbia.
4. Implement the Laserfiche document management
system and electronic Agenda Manager and assist
with the development of the policy framework. A
review of legacy paper files and archival records for
consideration of incorporation into the new
document management program will be
undertaken.
5. Establish a task group with department
representatives to review, streamline and
strengthen customer service tools.
6. In the area of technology, continue to support the
work in the corporate telecommunications area:
a. continue working with the development
community to extend the fibre conduit network
as opportunities arise.
b. contribute to the Subdivision and Development
Servicing Bylaw review to accommodate fibre
conduit into development projects.
c. coordinate investments in support of the
capital investment program.
d. continue to investigate the adaptive re-use of
abandoned infrastructure for telecom use.
e. finalize the fibre optic business partnership
arising out of our RFIQ process.
f. explore development of an additional telecom
tower looking at Maple Ridge lands.
g. investigate further rental interests or other
monetizing opportunities on the Grant Hill
telecommunications tower.
h. complete the SHAW negotiations on their “GO”
Wi-Fi project.
i. assist in the review and implementation of
additional website improvements.
7. 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.
8. Provide both the RCMP and Police Services with
municipal support and assistance on financial
matters and update Council on the Provincial/
RCMP contract negotiations.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 125 | P a g e
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
Maple Ridge has infrastructure and other assets (excluding land) with an estimated replacement cost of
approximately $1.5 billion. These assets will eventually need to be replaced. To adequately fund rehabilitation and
replacement, $30 million a year is re quired. The actual expenditures have been about $5 million. The infrastructure
funding deficiency continues to accumulate, placing a burden on future property tax payers. Funding the
Infrastructure deficit is an issue that every Canadian municipality is facing. Senior level government funding,
typically in the form of grants, is pursued and additional funding commitments continue to be advocated for.
Adequately funding infrastructure renewal will likely take several decades. Fortunately, many of the assets in Maple
Ridge are relatively new and Council has a funding model in place, as of 2008, with dedicated funding increasing
each year to reduce the annual infrastructure renewal funding gap.
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
2006 2007 2008 2009 2010 2011 2012 2013
$ spent on infrastructure rehabilitation Target
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 126 | P a g e
Organization Chart
General Manager:
Corporate & Financial
Services
Paul Gill
Fire Chief/Director
Dane Spence
Assistant Chief
Fire Prevention and
Communications
Mark Smitton
Assistant Chief
Planning and
Prevention
Michael VanDop
Assistant Chief
Community and
Administrative
Services
Timo Juurakko
Assistant Chief
Training and
Operations
Filled on a
Rotational Basis
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
Senior Manager of
Police Services-
Finance & Admin
Maureen Jones
Assistant Property
and Risk Manager
Darrell Denton
Deputy Fire Chief
Howard Exner
Emergency Program
Coordinator
Patrick Cullen
Records
Management
Assistant
Joanne Georgelin
These positions all report to CFS but some are budgeted to other areas.
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees authorized in the budget.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
GM Corporate & Financial Services 1.0 1.0 1.0 1.0 1.0 1.0
Director of Corporate Support 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Records Management Assistant - 1.0 1.0 - - -
Full-Time Equivalent 3.0 4.0 4.0 3.0 3.0 3.0
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Conventions & Conferences (12000-6051) 18 17 25 25 - - 25 25 25 25
Legal (41000-7030) 1 8 - - - - - - - -
Memberships (12000-6270) 0 1 1 1 - - 1 1 1 1
Miscellaneous (12100-6275) 3 2 2 1 -0 -9% 1 1 1 1
Salaries (12000-5500) 200 337 359 431 72 20% 505 579 654 728
TOTAL C&FS-ADMIN 222 365 386 458 72 19% 532 606 681 755
CFS – CLERK’S
Maple Ridge Financial Plan 2014 - 2018 127 | P a g e
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 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 land needs at the best possible value to the taxpayer
and for the administration of all district-owned rental
properties.
The Risk Management Program for loss control and
insurance is also a function of this department.
2014 Workplan Emphasis
We will conduct the Local Government Election –
establish office space, hire election staff, provide
information sessions for candidates, develop and
maintain an election website, ensure all statutory
responsibilities are met, organize an inaugural meeting
and ensure post-election disclosures are submitted and
reported. Post-election, we will conduct a session to
familiarize Council with their role as elected officials.
In conjunction with the Communications Department
we will develop and implement a plan to “Get Out the
Vote” to educate voters and encourage participation on
election day.
We will begin implementing a corporate-wide electronic
document management system.
We will assist Council with a review of its advisory
committees and assist the Finance Department in
assessing District lands for possible contamination as
defined by the Public Sector Accounting Board and
determine any associated liabilities. We will also assist
the Purchasing Department with a review of the
Purchasing Policy.
Performance Measurement
KEY PERFORMANCE MEASURES
Agendas for Council meetings will be posted to the website by 10:00 am on the Friday be fore the meeting 90% of
the time.
CFS – CLERK’S
Maple Ridge Financial Plan 2014 - 2018 128 | P a g e
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Ceri Marlo
Confidential
Secretary
Amanda Gaunt
Property & Risk
Manager
Ron Riach
Conveyancing Clerk
(Contract)
Karen Kaake
Committee Clerk
Not Hired
0.7 FTE
Receptionist
Switchboard
Operator
Jody Santos
Mail Clerk
Malcolm Lee
0.6 FTE
Clerk III
Amanda Allen
Clerk Cashier
Christina Stewart
0.7 FTE
Records
Management
Coordinator
Not Hired
Records Manager
(Contract)
Val Billesberger
Emergency Program
Coordinator
Patrick Cullen
Clerk II - Emergency
Program
Not Hired 0.5 FTE
Assistant Property &
Risk Manager
Darrell Denton
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Manager of Legislative Services & Emergency Program 1.0 1.0 1.0 1.0 1.0 1.0
Property and Risk Manager 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Property & Risk Manager - 1.0 1.0 1.0 1.0 1.0
Confidential Secretary 1.0 1.0 1.0 1.0 1.0 1.0
Records Management Coordinator - 1.0 1.0 1.0 1.0 1.0
Records Management Clerk 0.5 - - - - -
Emergency Program Coordinator - 1.0 1.0 1.0 1.0 1.0
Emergency Program Specialist 1.0 - - - - -
Clerk 3 1.4 1.0 1.0 1.0 1.0 1.0
Committee Clerk 0.7 0.7 0.7 0.7 0.7 0.7
Switchboard (Clerk Typist 3) 1.0 - - - - -
Clerk 2 – Emergency Program 0.5 0.5 0.5 0.5 0.5 0.5
Clerk Cashier 0.7 0.7 0.7 0.7 0.7 0.7
Receptionist Switchboard Operator - 1.0 1.0 1.0 1.0 1.0
Mail Clerk 0.6 0.6 0.6 0.6 0.6 0.6
Full-Time Equivalent 9.4 10.5 10.5 10.5 10.5 10.5
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
CFS – CLERK’S
Maple Ridge Financial Plan 2014 - 2018 129 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fees (11800/35000-4220) -139 -162 -144 -144 - - -144 -144 -144 -144
Lease Revenue (multiple) -1,617 -1,393 -1,577 -1,645 -69 4% -1,646 -1,647 -1,647 -1,648
Rentals (multiple) -98 -79 -95 -73 22 -23% -85 -85 -85 -85
Salaries Recovery (14000-5400) - - -25 -25 - - -25 -25 -25 -25
Total Revenue -1,854 -1,634 -1,842 -1,888 -47 3% -1,901 -1,901 -1,902 -1,903
Expense
Advertising (12103/13500-6010) 13 10 18 94 76 428% 19 20 95 21
Other Exp 94 78 64 76 12 19% 76 76 76 76
Insurance (multiple) 760 868 833 855 23 3% 861 867 873 879
Insurance Recovery (12101-6209) -352 -444 -458 -480 -23 5% -486 -492 -498 -504
Legal (12000/12103-7030) 31 65 226 176 -50 -22% 176 176 176 176
Maintenance - Buildings (11800-8060) 472 538 449 449 - - 449 449 449 449
Maintenance - General (14000-8056) 43 79 37 32 -5 -12% 32 32 32 32
Postage & Courier (12101-6305) 44 44 45 45 - - 45 45 45 45
Salaries (multiple) 565 584 665 797 132 20% 819 729 749 767
Stationery (12000-6370) 9 6 27 14 -13 -48% 14 14 14 14
Studies & Projects (12103/14000-6380) 57 60 52 81 29 56% 81 6 6 6
Taxes - Rental Properties (multiple) 44 44 39 35 -4 -10% 38 38 38 38
Total Expense 1,781 1,933 1,996 2,173 178 9% 2,124 1,960 2,054 1,998
TOTAL CLERKS -73 299 154 285 131 85% 223 58 152 96
CFS – FINANCE
Maple Ridge Financial Plan 2014 - 2018 130 | P a g e
Services Provided
The Finance Department provides services through
cooperative interaction with customers and staff,
supporting the administrative and fiscal needs 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 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.
2014 Workplan Emphasis
We will be conducting ongoing reviews of internal
controls as part of the department’s regular work
program. In addition we will review and evaluate
accounts payable processes for efficiencies.
We will issue a Request for Proposal for audit services,
conduct a review of the Joint Service Agreement for
Parks & Leisure Services between Pitt Meadows and
Maple Ridge and investigate departmental succession
planning requirements.
We will participate in and pilot the implementation of
the Laserfiche document management system and
develop a selection of common automated forms, while
defining appropriate relationships with financial
enterprise software.
We will provide published documents that provide a
comprehensive and clear overview of the 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
Provide high quality municipal services to citizens and customers in a cost -effective and efficient manner.
Property tax revenue must keep pace with growth in the community, demand for enhanced services and the rising
cost of existing services.
Have an adopted 5-year Financial Plan in place before the year begins.
Use debt where appropriate to provide major community infrastructure, while ensuring the level of debt servicing
remains manageable in the near and long term. A declining trend over time is a useful indicator of increased
financial flexibility. An upward trend indicates the further use of debt, which can used to distribute the cost of
significant projects to present and future citizens.
CFS – FINANCE
Maple Ridge Financial Plan 2014 - 2018 131 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Maximize Return on Investment
Target Statement
Maximize the return on cash and investments held by Maple Ridge, while maintaining the safety and liquidity of the
underlying funds.
Overview
Maple Ridge 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
All investments held will mature at 100% of their face value, they are 100% principle protected. However,
throughout the time they are held the market value (and associated returns) will fluctuate based on changing
market conditions. In 2013, the return on investments (ROI) exceeded benchmarks due to high er short term rates
earned on credit union term deposits. Short term interest rates remained near historic lows. The 10 year rates
increased in 2013, reducing the value and returns of longer term holdings and negatively impacted 2013 returns
and benchmarks. The target rate is based on the return of the Municipal Finance Authority Pooled Investment Funds
and several DEX indexes. The economic recovery continues to be slow but projections look favourable for 2014 and
beyond. The larger Canadian banks forecasts, as of February 2014, Bank of Canada rate increases, which impact
the short term rates, starting in mid to late 2015.
0
1
2
3
4
5
6
2006 2007 2008 2009 2010 2011 2012 2013
Actual % return on investment Target
CFS – FINANCE
Maple Ridge Financial Plan 2014 - 2018 132 | P a g e
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
Not Hired
Cashier Clerk
0.6 FTE
Manager of
Financial Planning
Trevor Thompson
Financial Analyst
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 2013 2014 2015 2016 2017 2018
Manager of Accounting 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Financial Planning 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Business Systems 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Revenue & Collections 1.0 1.0 1.0 1.0 1.0 1.0
Accountant 3 2.0 1.0 1.0 1.0 1.0 1.0
Financial Analyst - 1.0 1.0 1.0 1.0 1.0
Budget Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Accountant 1 1.0 1.0 1.0 1.0 1.0 1.0
Accounting Clerk - Revenue 1.0 1.0 1.0 1.0 1.0 1.0
Accounting Clerk 2 4.0 4.0 4.0 4.0 4.0 4.0
Cashier Clerk 3.0 3.0 3.0 3.0 3.0 3.0
Clerk 2 1.0 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 0.6
Full-Time Equivalent 17.6 17.6 17.6 17.6 17.6 17.6
CFS – FINANCE
Maple Ridge Financial Plan 2014 - 2018 133 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Other Expenses (multiple) 37 36 186 43 -144 -77% 43 43 43 43
Audit Fees (12200/12210-7000) 54 63 50 55 5 10% 55 55 55 55
Salaries (multiple) 1,385 1,377 1,444 1,459 15 1% 1,494 1,529 1,571 1,610
Salaries Recovery (12200/12210-5400) -246 -247 -247 -255 -8 3% -263 -271 -279 -288
TOTAL FINANCE 1,230 1,228 1,433 1,302 -131 -9% 1,329 1,356 1,389 1,420
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Grants in Lieu (multiple) -2,345 -2,355 -2,385 -2,401 -16 1% -2,401 -2,401 -2,401 -2,401
Interest on Tax Prepayment (16000-4001) 52 55 100 100 - 0% 100 100 100 100
Local Improvement Program (multiple) -19 -17 -19 - 19 -100% - - - -
Parcel Charges - Blue Box (16000-4011) -954 -995 -1,019 -1,031 -11 1% -1,071 -1,110 -1,151 -1,195
Parcel Charges - Recycling (16000-4010) -810 -846 -860 -878 -18 2% -911 -945 -981 -1,017
Taxes - General (16000-4000) -60,028 -63,075 -62,881 -66,119 -3,237 5% -69,499 -73,131 -77,261 -81,353
TOTAL FIN SERVICESS-TAX REVENUE -64,105 -67,234 -67,064 -70,328 -3,264 5% -73,782 -77,487 -81,694 -85,867
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Appropriation of Surplus (10000-9010) 109 -58 58 78 20 34% 99 212 107 115
Other 143 198 798 323 -475 -59% 530 750 988 1,222
Transfer in from Reserve for Committed Projects -3,404 -5,410 -5,067 -226 4,842 -96% -122 -9 -75 -
Transfer to Capital Funds (multiple) 2,330 2,914 2,845 3,114 269 9% 5,477 2,916 3,540 3,186
Transfers In (multiple) -8,194 -9,178 -9,196 -9,936 -740 8% -9,623 -9,609 -9,644 -9,653
Transfers Out (multiple) 21,779 23,685 14,708 16,444 1,736 12% 20,587 17,706 18,556 20,293
TOTAL C&FS-ADMIN 12,765 12,150 4,145 9,797 5,652 136% 16,950 11,966 13,472 15,164
Financial Plan – Fiscal Services - Debt
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Debt - Interest (multiple) 2,185 2,091 2,343 2,110 269 -10% 2,105 1,970 1,831 1,747
Debt - Principal (multiple) 1,939 2,585 2,574 2,662 -1 3% 2,808 2,901 2,999 3,040
Overdraft Interest (12400-9060) 188 158 45 61 263 36% 57 57 57 57
TOTAL DEBT 4,311 4,835 4,962 4,833 531 -3% 4,970 4,929 4,887 4,844
Financial Plan – Financial Services - Grants
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Prov. Grant (Conditional) (10000/12400-102-4252) -849 -932 -552 -1,100 -548 99% -1,100 -1,100 -1,100 -1,100
Prov. Grant (Unconditional) (10000-102-4253) -1,085 -530 -942 -942 - 0% -942 -942 -942 -942
TOTAL FIN SERVICES-GRANTS -1,935 -1,462 -1,494 -2,042 -548 37% -2,042 -2,042 -2,042 -2,042
CFS – FINANCE
Maple Ridge Financial Plan 2014 - 2018 134 | P a g e
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Admin Fee (15000/30000-4100) -60 -74 -45 -45 -1 1% -46 -47 -48 -49
Auction Proceeds (15000-4410) -25 -1 -7 -7 0 0% -7 -7 -7 -7
Contributions from Others (10000-4820) 0 -22 -100 0 100 -100% 0 0 0 0
Fees (multiple) -11 -14 -8 -8 0 0% -8 -8 -8 -8
Gain/Loss - Property 4 Resale (15000-4298) -6 -111 0 0 0 0% -4,250 0 0 0
Information Fees (15000-4280) -129 -121 -120 -120 0 0% -120 -120 -120 -120
Interest on A/R (10000/15000-4290) -224 -253 -185 -200 -15 8% -215 -230 -245 -260
Investment Interest (10000/15000-4295) -2,671 -1,968 -1,100 -1,135 -35 3% -1,135 -1,135 -1,135 -1,135
Miscellaneous Income (15000-4390) -109 -117 -36 -50 -15 41% -50 -50 -50 -50
Municipal Plate Fees (15000-4221) -24 -23 -22 -22 0 0% -22 -22 -22 -22
Surplus (15000-4520) 0 0 0 -815 -815 0% -2,525 -50 -50 -50
Tax Penalties (15000-4440) -711 -750 -625 -660 -35 6% -695 -730 -765 -800
TOTAL FIN.SRV-OTHER REV -3,970 -3,453 -2,247 -3,062 -815 36% -9,073 -2,399 -2,450 -2,501
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2014 - 2018 135 | P a g e
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.
2014 Workplan Emphasis
We will be working with the Clerks Department to help
design, build and install a document management
system. This system will build on the existing document
management processes and will ensure that all
documents are easily searchable and that they are
properly captured, stored and maintained.
Switches and cabling within our computing network will
be upgraded and replaced, to ensure continuing service
and to meet growing demands. A new security
appliance will also be installed between the Internet
and our network, to increase and better manage
security. Upgrades to services that provide public
audio/video feeds will also take place, so that we can
better support media events.
Improvements will be made to the property and
permitting system (AMANDA), to include additional
processes and workflows. The system will also be
evaluated in preparation for a major software upgrade
and to ensure that we are using it to obtain good overall
value.
We will apply a major software upgrade to the
Recreation facility and activity management system
(Class). This upgrade will include a refresh and redesign
of the online information and registration system
(RecReg4u), as well as a new membership module to
provide our customers with the ability to purchase and
renew memberships online.
To better support a mobile workforce, we will be
installing and replacing wireless hardware in municipal
vehicles. This hardware will connect wireless devices
used in the field, to the municipal computing network.
Once secure wireless connectivity is available, we will
be testing and developing a variety of new and existing
mobile web applications.
As part of our ongoing IT equipment lifecycle, aging
workstations and laptops will be replaced. This will also
include a group of older servers, which support our thin-
client environment. All laptops and portable devices will
have tracking software installed, to promote a secure
and safe environment.
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2014 - 2018 136 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Meet or exceed client expectations in 95% or more cases among information technology service calls that are
rated.
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
Technology Support
Specialist
Colin Andre
Senior Analyst
Programmer
Janet Dickson
Suresh Narayan
User Support
Assistant
Brad Clark
Systems Analyst I
Angela Yan
Systems Analyst II
Natalie Kovach
Jay Lee
Help Desk
Coordinator
Carolyn Craigon
Computer Support
Specialist
Amandeep Thind
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director of Information Technology 1.0 1.0 1.0 1.0 1.0 1.0
Business Systems Analyst 1.0 1.0 1.0 1.0 1.0 1.0
GIS Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Network Support Specialist 1.0 1.0 1.0 1.0 1.0 1.0
Senior Analyst Programmer 2.0 2.0 2.0 2.0 2.0 2.0
Network Analyst 2.0 2.0 2.0 2.0 2.0 2.0
Systems Analyst 2 2.0 2.0 2.0 2.0 2.0 2.0
Information Technology Support Specialist 1.0 1.0 1.0 1.0 1.0 1.0
System Analyst 1 2.0 1.0 1.0 1.0 1.0 1.0
Help Desk Coordinator - 1.0 1.0 1.0 1.0 1.0
Computer Support Specialist - 1.0 1.0 1.0 1.0 1.0
User Support Assistant 2.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalents 15.0 15.0 15.0 15.0 15.0 15.0
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2014 - 2018 137 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Consulting (12310-7005) 37 72 77 52 -25 -32% 32 32 32 32
Equipment Maintenance (12000/12310-8030) 30 24 72 34 -38 -53% 34 34 34 34
Lease Revenue (12000-100-4310) -54 -54 -102 -54 48 -47% -54 -54 -54 -54
Other Expenses (multiple) 17 35 25 22 -3 -12% 22 22 22 22
Salaries (12310-5500) 1,416 1,366 1,387 1,426 39 3% 1,460 1,494 1,534 1,572
Salaries Recovery (12310-5400) -250 -250 -250 -250 - - -250 -250 -250 -250
Software Maintenance (12310/12320-7070) 624 718 714 755 41 6% 823 865 907 949
Supplies (12310-6300) 15 23 15 15 - - 15 15 15 15
Utilities - Telephone (12000/12310-6520) 147 141 117 117 - - 117 117 117 117
TOTAL INFORMATION SERVICES 1,981 2,074 2,054 2,116 63 3% 2,198 2,275 2,357 2,437
Capital Works Program – Information Technology
Funding > Section 2014 2015 2016 2017 2018
Technology 2,092 676 979 1,035 1,540
Amanda Upgrade Permits Online - 100 - - -
Cable Plant Upgrade: Leisure Centre 90 - - - -
Cable Plant Upgrade: Operations 90 - - - -
Document Management Requirements 75 - - - -
Equip Purch - Info Serv 330 391 570 290 832
Equip Purch - Wireless Data System 22 - - - -
Fibre Optic Network - Fire Hall #4 Ph 4 50 - - - -
Financials/Asset Management Ph.1 - - - 500 -
Financials/Asset Management Ph.2 - - - - 500
Flexpod - Virtual Hardware - - 100 - -
GIS Infrastructure Package - 75 - - 75
Infrastructure Growth 50 50 50 50 50
IT Disaster Recovery Infrastructure - - - 97 -
IT Fibre DTR - 248 St Interconnection 600 - - - -
IT Fibre GVRD WM Refurbishing 400 - - - -
IT Website Redesign Ph.2 - - - 72 -
Management Reporting Software Ph.2 - - 40 - -
Mobile Application Development - 25 25 25 25
Networking Testing Equipment - 35 - - -
Place/Replace Mobile in Vehicles 30 - - - -
Secure Mobile Devices 10 - - - -
See-It Improvements - - - - 15
Tablet/Mobile Application For Citizens Ph.2 25 - - - -
Upgrade Network Infrastructure 250 - - - -
Video Production / Conferencing - - - - 43
Virtual Desktop - - 100 - -
Voting Software - - 69 - -
Web Security Infrastructure [F5] 70 - - - -
Wireless Infrastructure - - 25 - -
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2014 - 2018 138 | P a g e
Services Provided
The primary mission of the Fire Department is the
protection and preservation of life, property and the
environment in Maple Ridge. This service is provided by
a group of 67 dedicated paid-on-call firefighters, 49 full-
time firefighters, six chief officers, three administrative
support staff and one IT support staff (shared with the
Information Technology Department).
We rely heavily on cross-training and good
communication to ensure that the department
functions efficiently and effectively. Each of the
Assistant Chiefs assumes responsibility for the
operation of the individual fire halls. In addition to
administrative duties, career officers assume the role of
Duty Chief which involves responding to all serious Fire
Department emergency calls 24-hours-a-day, on a
rotational basis.
The department provides a proactive approach to fire
services through the development of multi-year
business plans, which include detailed multi-year
Financial Plans.
2014 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 update the Fire Department lock box system by
adding additional products and options for emergency
access as well as a new master key retention system.
We will purchase the replacement of one existing fire
apparatus that has exceeded Underwriters Laboratory
Canada/Fire Underwriters Survey (ULC/FUS) life cycle
(FD Vehicle E3-2 E-One Replacement)
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
Reduce the severity of fires through adequate response times and personnel.
Reduce the number and seriousness of emergency incidents through an aggressive program of proactive
inspections and public education.
Demonstrate the firefighters’ dedication to the community, high morale in the organization and the spirit of
cooperation and inclusiveness between the full-time and part-time members.
Reduce Fire Hall No. 1 natural gas consumption by 2% in 2014 from 2013 levels.
Reduce RCMP Building electrical consumption by 2% in 2014 from 2013 levels.
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2014 - 2018 139 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Reduce Response Time in the Urban Response Zone
Target Statement
To respond to calls within the urban 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
firefighters is intended to reduce the time it takes to respond to emergency calls in the urban response area.
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 Urban Response area and it is intended to be met 90% of
the time.
Status Report
Hired additional firefighters to cover vacation relief. There is a slight change to the numbers reported in previous
years as the methodology used has been updated to reflect the time for a 4 -firefighter crew to arrive on scene to a
residential structure fire in the Urban Response Area as outlined in the Fire Master Plan.
23 34 35
59 58 64 64 71 74 73 80
0
20
40
60
80
100
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Percent of Residential Structure Fire Incidents responded to by four personnel in less than 7 minutes
Target
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2014 - 2018 140 | P a g e
Reduce Greenhouse Gas (GHG) Emissions – Fire Hall No. 1
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 b e using less energy and saving money.
Overview
Fire Hall No. 1 is the workplace of fire crews, Fire Department administrative offices, the emergency operations
centre and a large training room.
Status Report
Results for 2013 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, Maple Ridge 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
20
40
60
80
2007 2008 2009 2010 2011 2012 2013
Actual tonnes of CO2 equivalent
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2014 - 2018 141 | P a g e
Organization Chart
Fire Chief/Director
Dane Spence
Administrative
Assistant
Connie Hol
Clerk Typist III
Jodi Mitchell
Protective Services
Clerk
Diane Bentley
Deputy Fire Chief
Howard Exner
Assistant Chief
Training and
Operations
Filled on a
Rotational Basis
Training Officer
Capt Rob Ramsay
A Watch-Hall #1
Capt Chris Bayley
Lieut Dennis
TeBoekhorst (TD)
Act Lt. Adam Seward
Damon Hansen
Cameron Jones
Ryan Vanderjagt
Graham Wing
A Watch-Hall #3
Capt Mike Stewart
Jordan Delmonico
Glenn Ettinger
Brock Vinje
Floaters
Travis Cummings
Nick Virs
Hall #1
Firefighters
32 Paid-on-call
Assistant Chief
Community and
Administrative
Services
Timo Juurakko
B Watch-Hall #1
Capt Dave Harcus
Lieut Kevin Perkin
Act Lt. Mary Butler
Kevin Barrett
Chris Gaudette
Thomas Kelleher
Bryan Vinje
B Watch-Hall #3
Capt Kevin Harwood (TD)
Seb Baski
Rhys Carmichael
Jeff Davis
Floaters
Ralph Ogilvie
Hall #3
Captains
3 Paid-on-call
Hall #3
Firefighters
17 Paid-on-call
Assistant Chief
Planning and
Prevention
Michael VanDop
C Watch-Hall #1
Capt Rob Christensen
Lieutenant Gary Porter
Acting Lt. Roy Snow
Marco Bonifazi
Shaun Collard
Warren Hampton
Devin Ramsay
C Watch-Hall #3
Capt Jim Sinclair
Robert Bruce
James Clelland
Steve Cotter
Floaters
Adam Taylor
Assistant Chief
Fire Prevention and
Communications
Mark Smitton
D Watch-Hall #1
Capt Steve Franklin
Lieut. Chris McKee (TD)
Acting Lt. Doug
Armour
Craig Davis
Ian Glasgow
Rob MacDonald
William Marfleet
D Watch-Hall #3
Capt Jim Bevilacqua
John Haydu
Clint Hopper
Cameron Jonat
Floaters
Josh Bean
Hall #2
Captains
5 Paid-on-call
Hall #2
Firefighters
10 Paid-on-call
Fire Lieutenant
Kelly Moore
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Fire Chief/Director 2.0 1.0 1.0 1.0 1.0 1.0
Deputy Fire Chief 0.0 1.0 1.0 1.0 1.0 1.0
Assistant Chief 4.0 4.0 4.0 4.0 4.0 4.0
Fire Captain 9.0 8.0 8.0 8.0 8.0 8.0
Fire Training Officer 1.0 1.0 1.0 1.0 1.0 1.0
Fire Lieutenant 4.0 5.0 5.0 5.0 5.0 5.0
Fire Fighter 37.0 37.0 37.0 37.0 37.0 37.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Data Management Coordinator 1.0 0.0 0.0 0.0 0.0 0.0
Clerk Typist 3 1.0 1.0 1.0 1.0 1.0 1.0
Protective Services Clerk 0.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 60.0 60.0 60.0 60.0 60.0 60.0
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2014 - 2018 142 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fees (22000-4220) -26 -42 -50 -50 - - -50 -50 -50 -50
Sale of Service (multiple) -73 -74 - - - - - - - -
Total Revenue -99 -116 -50 -50 - - -50 -50 -50 -50
Expense
Contract (22000-7007) 107 109 129 116 -13 -10% 118 139 142 144
Equipment (22000/22075-7340) 188 112 184 182 -2 -1% 192 184 184 184
Equipment Maintenance (22000-8030) 56 71 72 64 -8 -11% 102 78 78 78
Other Exp (multiple) 49 46 42 42 - 42 42 42 42
Insurance (22000-6210) 44 47 37 52 15 40% 53 54 55 56
Operating Repairs (22000-8080) 196 189 139 141 2 2% 141 141 141 141
Professional Fees - Other (22000-7050) 45 71 41 43 2 6% 63 46 46 46
Program Costs (multiple) 137 114 140 141 0 0% 116 105 96 96
Salaries (multiple) 6,943 7,958 8,319 7,993 -326 -4% 8,356 8,832 9,293 9,752
Seminars/Prof Meetings/Train'g (22000-6050) 21 22 25 25 - - 25 25 25 25
Service Severance Costs (22000-5150) 103 75 131 95 -37 -28% 95 95 95 95
Special Projects (22000-6385) 6 - - - - - - - - -
Supplies (multiple) 223 228 211 212 1 1% 229 235 237 238
Vehicle Costs (22000-6430) 178 179 190 193 4 2% 199 205 210 216
Total Expense 8,295 9,223 9,662 9,301 -361 -4% 9,733 10,181 10,644 11,113
TOTAL FIRE PROTECTION 8,197 9,107 9,612 9,251 -361 -4% 9,683 10,131 10,594 11,063
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2014 - 2018 143 | P a g e
Services Provided
The Ridge Meadows RCMP Detachment is responsible
for policing services 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 towards social issues,
community engagement, in addition to youth and road
safety priorities.
The detachment currently has 118 police officers, with
90 assigned to Maple Ridge, 22 assigned to Pitt
Meadows and 3 funded by the Province of BC. In
addition, there are three Special Constable "Community
Safety Officers" in Maple Ridge. Maple Ridge also
contributes the equivalent of 10 regular members in
integrated (metro Vancouver area) specialized teams.
45 Municipal employees provide administrative support
to the detachment for exhibits, prisoner guarding,
customer services, records management, Canadian
Police Information Centre support, crime analysis, court
liaison, training and staff development along with
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.
2014 Workplan Emphasis
We will contribute to community safety with our
involvement in bringing a Child Advocacy Centre to our
community and with the renewal and revitalization of
the Community Policing Committee.
We will modify and implement ongoing strategies to
address community crime problems by identifying
emerging problems, prolific offenders and trends. We
will initiate a 10% increase on the value of property that
has been restrained by Civil Forfeiture and strive for
better than a 90% clearance (solve) rate on financial
institution robberies.
We will participate in road safety initiatives to reduce
serious injury by concentrating on both impaired and
distracted driving. We will monitor high crash
intersections with the help of Speed Watch volunteers
and conduct enforcement, prevention and education to
reduce harm on our roads.
We will work with youth and the schools, in the
community. We will involve and engage social agencies
and partners who currently work with youth. Working
closely with the community, Youth Outreach, as well as
other first responders, along with schools, we will
review the process and modernize youth programming
that RCMP deliver in schools to Kindergarten–Grade 12
and host a Crime Free Multi-Housing session workshop
in Maple Ridge.
In addition to the 2014 workplan items, the Ridge
Meadow Detachment has a number of other important
projects underway for 2014. A significant priority is to
ensure the Closed Circuit Video (CCVE) implementation
is completed to meet Provincially mandated standards.
Ridge Meadows Detachment is committed to a robust
efficiency review around PRIME BC transcription costs
and also examining fleet main maintenance costs, with
the goal of making our budget dollars go further.
Related to customer services is our project to expand
payment methods for police services (i.e. Criminal
Records Checks) at the Pitt Meadows Community
Policing Office. Finally, the detachment is being
subjected to an internal operational deployment review
to better align supervisory and oversight functions.
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2014 - 2018 144 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
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.
Reduce RCMP Building electrical consumption by 2% in 2014 from 2013 levels.
HIGH-LEVEL COMMUNITY GOALS
Reduce Property Crime Offences
Target Statement
Reduce the number of property crime offences by 2% from the prior year number of property crime offences.
Overview
Our local RCMP detachment focuses on intelligence-led policing, implementing strategies that address community
crime problems, identifying emerging problems, prolific offenders and hotspots so that criminal intelligence has a
coordinated effect in targeting the decrease of property crime offences in our communities.
Status
Property Crime represents 57% of total Criminal Code offences for 2013 and is trending down by 5% as compared
to the same period of 2012. All offences within this category experienced decreases with the exception of Arson
(40%) Commercial Break and Enters (B&E) (10%), Fraud (28%) and Possession of Stolen Property (11%).
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 2013
% of Property Crimes Offences Target
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2014 - 2018 145 | P a g e
Organization Chart
Senior Manager of
Police Services-
Finance & Admin
Maureen Jones
Crime Analyst
Annette Wilson
Computer Support
Specialist
Larry Hodson
Justin Palmer
Media Relations
Training Coord
Dan Herbranson
Administrative
Assistant
Terry Betker
Administrative
Support Assistant
Stephanie Spence
Records
Supervisor
Not Filled
Court Liaison Officer
Catherine Senay
Court Liaison Officer
Assistant
Kelly Cotter
CPIC Operator
Barb Landy
Cheryl Titman
PRIME Operator
Tracey Smart
0.5FTE
PRIME Reviewer
Andrea Armstrong
Lynda Delainey
Jenny Lea
Janet Tuka
PRIME Records
Assistant
Heather Kaczor
Municipal Reader
Vicki Castro
Deb Cook
Deb Thompson
Information &
Privacy Coordinator
Tom Milne
MNI Operator
Mardi MacDonald
Supervisor-Custodial
Guard
Randy Weigel
Custodial Guard II
Brian Kurucz
Gail Blok 0.5 FTE
Graham Purdey 0.5
FTE
Custodial Guard I
2 FTE
Support Services
Supervisor
Karen Heys
Information Officer
Lizz McRae
Faye Dougan
Crime Reduction Unit
Secretary
Rena Gislason
GIS Secretary
Dawn-Marese Varcoe
Fleet Exhibit
Coordinator
Deb Livingstone
Exhibit Custodian
Deb MacDonald
Clerk Typist III
Louise Kurkowsky
Linda Longo
Clerk II
Shannon Stow
Fadwa Zink
Clerk Traffic
Front Counter
Sandy McLeod
Clerk Typist II
1 FTE
Receptionist
1.5 FTE
Volunteer Services
Supervisor
Not Filled
Victim Services
Manager
Nikki Springford
Victim Services
Assistant Manager
Linda Hincks
Volunteer Program
Coordinator
Clint van Blanken
Charlene Winter
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position – Municipal Staff 2013 2014 2015 2016 2017 2018
Senior Manager of Police Services – Finance & Administration 1.0 1.0 1.0 1.0 1.0 1.0
Manager Police Services - Operations 1.0 - - - - -
Crime Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer 1.0 1.0 1.0 1.0 1.0 1.0
Computer Support Specialist 2.0 2.0 2.0 2.0 2.0 2.0
Records Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Support Services Supervisor - 1.0 1.0 1.0 1.0 1.0
Volunteer Services Supervisor - 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Information & Privacy Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Media Relations Training Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Municipal Reader 3.0 3.0 3.0 3.0 3.0 3.0
Volunteer Program Coordinator 2.0 2.0 2.0 2.0 2.0 2.0
Administrative Support Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Exhibit Custodian 1.0 1.0 1.0 1.0 1.0 1.0
Fleet Exhibit Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
PRIME Records Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Typist 3 2.0 2.0 2.0 2.0 2.0 2.0
CPIC Operator 2.0 2.0 2.0 2.0 2.0 2.0
Crime Reduction Unit Secretary 1.0 1.0 1.0 1.0 1.0 1.0
GIS Secretary 1.0 1.0 1.0 1.0 1.0 1.0
Information Officer 2.0 2.0 2.0 2.0 2.0 2.0
MNI Operator - 1.0 1.0 1.0 1.0 1.0
PRIME Operator 1.5 0.5 0.5 0.5 0.5 0.5
PRIME Reviewer 4.0 4.0 4.0 4.0 4.0 4.0
Clerk Traffic Front Counter 1.0 1.0 1.0 1.0 1.0 1.0
Clerk 2 2.0 2.0 2.0 2.0 2.0 2.0
Clerk Typist 2 1.0 1.0 1.0 1.0 1.0 1.0
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2014 - 2018 146 | P a g e
Position – Municipal Staff 2013 2014 2015 2016 2017 2018
Receptionist 1.0 1.5 1.5 1.5 1.5 1.5
Supervisor-Custodial Guard 1.0 1.0 1.0 1.0 1.0 1.0
Custodial Guard 2 2.0 2.0 2.0 2.0 2.0 2.0
Custodial Guard 1 2.0 2.0 2.0 2.0 2.0 2.0
Other 1.0 - - - - -
Full-Time Equivalent 44.5 45.0 45.0 45.0 45.0 45.0
RCMP Approved Positions 10-11 11-12 12-13 13-14 14-15 15-16 16-17 17-18
Maple Ridge - Regular Contract 84.0 84.0 87.0 90.0 91.0 93.0 94.0 96.0
Maple Ridge - Community Safety Officers 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction 5.2 5.2 5.2 5.2 5.2 5.2 5.2 5.2
Emergency Response Team* 1.7 1.7 1.7 1.7 1.7 1.7 1.7 1.7
Integrated Homicide Investigation Team* 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Total Maple Ridge 96.9 96.9 99.9 102.9 103.9 105.9 106.9 108.9
Pitt Meadows - Regular Contract 21.0 22.0 22.0 22.0 22.0 22.0 22.0 22.0
Pitt Meadows - Integrated Teams* 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Provincial 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Full-Time Equivalent 122.9 123.9 126.9 129.9 130.9 132.9 133.9 135.9
RCMP Contract fiscal year is April – March
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fines (21000-4240) -119 -129 -48 -90 -42 88% -90 -90 -90 -90
Lease Revenue (21000-4310) -55 -15 -27 -27 - - -27 -27 -27 -27
Program Fees (21000-4230) - - - - - - -10 -10 -10 -10
Prov. Grant (Cond.) (21000/21150-102-4252) -75 -89 -71 -71 - - -71 -71 -71 -71
Recovery (multiple) -1,079 -1,042 -1,084 -1,085 -2 0% -1,102 -1,126 -1,152 -1,176
Sale of Service (21000-4600/4650) -258 -207 -170 -170 - - -170 -170 -170 -170
Total Revenue -1,585 -1,482 -1,400 -1,444 -44 3% -1,470 -1,494 -1,520 -1,544
Expense
Contract (multiple) 13,607 13,256 15,680 16,413 733 5% 16,741 17,171 18,052 18,816
Auxillary (21120-7015) 21 23 56 25 -31 -56% 25 25 25 25
Other Expenses (multiple) 120 115 122 122 0 123 124 124 125
Insurance (21000-6210) 22 22 23 23 - - 23 23 23 23
Maintenance - Buildings (21100-8060) 314 307 323 323 0 0% 323 324 324 324
Other Outside Services (21140/21150-7051) 918 917 917 917 - - 917 945 973 1,003
Salaries (multiple) 2,956 2,897 3,063 3,128 66 2% 3,203 3,279 3,366 3,450
Service Severance Costs (21000/21100-5150) 30 22 39 28 -11 -27% 28 28 28 28
Supplies (21000/21100-6300) 52 58 35 35 - - 35 35 35 35
Utilities - Telephone (21100-6520) 44 49 45 45 - - 45 45 45 45
Total Expense 18,084 17,669 20,304 21,061 757 4% 21,464 21,998 22,996 23,875
TOTAL POLICE SERVICES 16,499 16,186 18,904 19,617 713 4% 19,994 20,504 21,476 22,331
PUBLIC WORKS & DEVELOPMENT SERVICES
Maple Ridge Financial Plan 2014 - 2018 147 | P a g e
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 2013 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
2014-2018 planning period.
The subsequent pages in the PWDS section will provide
information on the departments reporting to this divi-
sion, including staffing, 2014 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 2013 Division Accomplishments
Completed major walkability and traffic calming
projects on 112 Avenue, 122 Avenue, 136 Avenue,
227 Street, 237 Street, 240 Street, 245 Street, 245B
Street, Larch Avenue, Lougheed Highway.
Undertook extensive neighbourhood engagement
including resident questionnaires, open houses,
neighbourhood walkabouts and neighbourhood traffic
advisory committees.
Completed major infrastructure projects including
seismic upgrades at the 225 Street pump station,
232 Street bridge replacement, Lilley Drive bulk fill
station, Dunlop Creek culvert relining, Lougheed
Highway multi-use pathway, 122 Avenue multi-use
pathway, eight electronic vehicle charging stations.
Multiple roads were paved as part of the Pavement
Rehabilitation Program and several major culverts
were replaced.
Extensive bylaw work included Building Bylaw, Noise
Bylaw, Untidy Unsightly Premises Bylaw, Inter-
Municipal Licence Bylaw, Smoking Bylaw, Medicinal
Marihuana Bylaws and Heritage Procedures Bylaw.
Extensive policy work included Albion Flats, North
Albion Density Review, North Albion Servicing Review,
Amenity Zoning Review, Tandem Garages Review,
Pedestrian Connectivity Report, Overhead Wiring
Report, Commercial/Industrial Review,
Transportation Review, Regional Context Statement,
Environment Strategy, Multi-Material BC Reports,
Adopt-A-Block Amalgamation with Alouette River,
Management Society’s Report, BC Hydro Fish Ladder,
Water Act Review, Secondary Suites Update, LED
Streetlights Report, Abernethy Way Right of Way
Acquisition, Prepare Annual Water System Report,
Water Meter Report and Incentives Program Review.
Continued work on the Town Centre Investment
Incentive Program and 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.
Implemented several equipment and innovative tech-
nological changes: culvert lining, multi-use
equipment, in-situ drilling in lieu of open trench,
laptops in vehicles, increased crack sealing program,
multiple pipe lining of road cross culverts and
underground sewers, proactive ultrasonic non-
destructive testing equipment for watermain leaks,
where possible large truck tires are recapped
(retreads), modifying configuration logic at emergency
generators serving reservoirs allows reduced run time
during power outages.
Analysis of fuel consumption is indicating that the
hybrid fleet of 30 units, three electric cars and one
electric truck are significantly reducing the annual
fuel consumption.
Comprehensive review of insurance coverage has
resulted in an overall fleet savings on a per vehicle
basis and a rebate of $16,132 in 2013 for fleet retro
premium adjustment of 2011/2012 based on
accident claims.
Recycling efficiencies were achieved by expanding
the range of items accepted at the depot as a result
of new Extended Producer Responsibility programs
including Styrofoam and used cooking oil, partnering
with Parks & Leisure to administer education for the
Bear Aware Program, providing drop off/recycling for
toilets as part of the rebate program, increasing
community awareness and participation with 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. Maple Ridge is
attracting major players in different industries e.g.:
Target (retail), Brown’s Social House (restaurant),
Club 16 (fitness).
There is a need to secure funding from senior
agencies to complete major projects (e.g. 128
Avenue, Abernethy Way, Albion overpass, 240 Street
crossing to Silver Valley).
Erratic climate conditions provide for considerable
uncertainty.
Public consultation to ensure residents are engaged
and informed remains at the forefront of capital
projects.
Speed of communication tools has heightened public
expectations on response times.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 148 | P a g e
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.
2014 Workplan Emphasis
The 2014 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.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2014 - 2018 149 | P a g e
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
GM Public Works & Development Services 1.0 1.0 1.0 1.0 1.0 1.0
Senior Development Services Technician 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 2.0 2.0 2.0 2.0 2.0 2.0
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Conventions & Conferences (31010-6051) 25 25 29 29 - - 29 29 29 29
Legal (31010-7030) 66 47 - - - - - - - -
Memberships (multiple) 24 23 18 18 - - 18 18 18 18
Salaries (31010/32020-5500) 304 288 315 369 54 17% 441 513 586 659
Supplies (31010/32000-6300) 4 2 4 4 -0 -5% 4 4 4 4
TOTAL PW&D-ADMIN 423 385 366 419 53 15% 491 563 637 709
PWDS – ENGINEERING
Maple Ridge Financial Plan 2014 - 2018 150 | P a g e
Services Provided
The Engineering Department contributes to the quality
of life in Maple Ridge by providing a full range of
sustainable municipal services to maintain existing
infrastructure as well as new infrastructure in support
of ongoing growth in Maple Ridge. The range of services
includes the development and implementation of the
Capital Program including design, tendering and
administration for roads and utilities; management of
the underground water and sewer utilities as well as
storm water management; developing the multi-modal
transportation network as well as traffic operations
including signals and street lighting; review and
coordination of servicing requirements for new
developments.
2014 Workplan Emphasis
We will seek to advance new or complete in-progress
master planning initiatives by reviewing water
distribution system capacity, assessing the need for
water distribution system capacity improvements,
updating water meter specifications and design criteria,
assessing inflow and infiltration to the sanitary sewer
system and initiating a reduction program. We will also
review the adopted servicing agreements and revise as
needed, work on the application tracking system,
initiate the Integrated Watershed Management program
and complete the Master Plans for sanitary, water and
drainage in growth areas.
The total replacement value of the 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 an overall strategy to
accumulate existing data and evaluate adequacy with
the objective to maximize service delivery and manage
costs and risk over the lives of the assets.
We will continue with transportation and traffic
management initiatives by developing specific
streetscape standards for the town centre, developing
implementation and funding strategies for the Strategic
Transportation Plan, monitoring and evaluating
selected intersections, explore cash-in-lieu payment
equivalents for the Overhead Wiring Policy and
enhancing the multi-modal transportation system –
122 Avenue (222 Street – 224 Street).
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.
Performance Measurement
KEY PERFORMANCE MEASURES
Ensure infrastructure serves the community in a manner that maintains health, safety and quality of life.
PWDS – ENGINEERING
Maple Ridge Financial Plan 2014 - 2018 151 | P a g e
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. Maple Ridge
will continue to provide road safety improvements in partnership with ICBC with promoted road safety education
with help from the RCMP. New data is available in May every year.
Status
With Maple Ridge’s population increases and many other influences outside the control of Maple Ridge, the
targeted accident reduction was not achieved. Source: ICBC, Business Intelligence Competency Centre; counts
rounded to the nearest 5; crashes in parking lots or involving parked vehicles are excluded. 2013 counts will
continue to settle/change over time.
Organization Chart
Municipal Engineer
David Pollock
Administrative
Assistant
Michelle Isley
Engineering
Project Clerk
Barb Croucher
Development
Services Technicians
Mary Clarke
Nola van der Pauw
Traffic &
Transportation
Technologist
Michael Eng
Engineering
Technologist I
Ryan Oss
Traffic
Technician
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
Engineering
Technologist I
Ian Rennie
Rodperson
Not Hired
Geomatics
Supervisor
Not Hired
Draftsperson II
George Irwin
Pablo Martin
Brian Waunch
Manager of
Infrastructure
Development
Stephen Judd
Engineering
Technologist I
Tom Gordon
Subdivision
Development
Technologist
Not Hired
Engineering
Inspector III
Paul Cillis
Engineering
Inspector II
Not Hired
Engineering
Technologist I
Andrew Lackner
0
500
1000
1500
2000
2500
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
# of traffic accidents Target
PWDS – ENGINEERING
Maple Ridge Financial Plan 2014 - 2018 152 | P a g e
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Municipal Engineer 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Utility Engineering 1.0 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 1.0
Manager of Infrastructure Development 1.0 1.0 1.0 1.0 1.0 1.0
Senior Project Engineer 1.0 1.0 1.0 1.0 1.0 1.0
Geomatics Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Traffic & Transport Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist – Projects 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist 1 5.0 6.0 6.0 6.0 6.0 6.0
Engineering Inspector 3 2.0 1.0 1.0 1.0 1.0 1.0
Engineering Inspector 2 - 1.0 1.0 1.0 1.0 1.0
Subdivision Development Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Traffic Technician 1.0 1.0 1.0 1.0 1.0 1.0
Draftsperson 2 4.0 3.0 3.0 3.0 3.0 3.0
Instrumentperson 2 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Instrumentperson 1 1.0 - - - - -
Development Services Technician 2.0 2.0 2.0 2.0 2.0 2.0
Engineering Project Clerk 1.0 1.0 1.0 1.0 1.0 1.0
Rodperson 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 28.0 27.0 27.0 27.0 27.0 27.0
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Collections (32100-4130/4131) -8 3 - - - - - - - -
Fees (multiple) -633 -527 -335 -335 - - -335 -335 -335 -335
Permits (32100/33100-4445) -169 23 -132 -132 - - -132 -132 -132 -132
Sales (multiple) -538 -283 -525 -525 - - -525 -525 -525 -525
Soil Deposit Fees (32100-4219) -14 -137 - - - - - - - -
Total Revenue -1,362 -920 -992 -992 - - -992 -992 -992 -992
Expense
Consulting (32100-7005) 42 95 108 86 -23 -21% 86 86 86 86
Other Outside Services (32100-7051) 9 7 10 10 - - 10 10 10 10
Salaries (multiple) 2,183 2,074 2,550 2,605 55 2% 2,669 2,733 2,807 2,878
Salaries Recovery (32100-5400) -1,029 -1,123 -1,154 -1,178 -24 2% -1,206 -1,234 -1,266 -1,297
Service Severance Costs (32100-5150) 57 41 73 52 -20 -28% 52 52 52 52
Supplies (multiple) 45 48 54 50 -4 -7% 50 50 50 50
Vehicle Charges (32100-7400) 67 75 67 68 1 1% 70 72 74 76
Total Expense 1,374 1,217 1,708 1,693 -15 -1% 1,731 1,769 1,813 1,855
TOTAL ENGINEERING 12 297 716 701 -15 -2% 739 777 821 863
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2014 - 2018 153 | P a g e
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.
2014 Workplan Emphasis
We will research, review and update several bylaws
including: Loitering Bylaw, Taxi Bylaw and the Business
Licence Bylaw (regulations for local artists).
We will establish and review several policies,
procedures and strategies: management of
development signs on municipal property, knotweed on
private & public land, liquor licence applications,
downtown and outlying parking areas for current
resources and level of effectiveness and in cooperation
with the RCMP develop a strategic plan to deal with
illegal grow operations once Federal legislation changes
in 2014.
We will participate in the new incentive program, review
& update AMANDA building folders & processes,
develop a new builder package and Implement digitized
building plans & documents.
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2014 - 2018 154 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Ensure dog owners contribute toward the cost of animal control.
Process permit applications efficiently and effectively.
HIGH-LEVEL COMMUNITY GOALS
Bylaw Complaints Concluded
Target Statement
Ensure public compliance with Municipal bylaws.
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.
Status
2013 Complaints received - 3,489
2013 Complaints concluded - 2,050
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 2013
% of Bylaw Complaints Concluded Target
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2014 - 2018 155 | P a g e
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
Arash Alijani
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
Michael L'Arrivee
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
Anja Fouche
Anna Lavia
Tyler Lunn
Shawn Matsui
Bylaw Enforcement
Officer
Bal Varn
+ 0.5 FTE
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 2013 2014 2015 2016 2017 2018
Director of Licences, Permits & Bylaws 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Inspection Services 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Bylaws and Licences 1.0 1.0 1.0 1.0 1.0 1.0
Building Inspector 1 3.0 3.0 3.0 3.0 3.0 3.0
Electrical Inspector 2.0 2.0 2.0 2.0 2.0 2.0
Trades Inspector 3.0 3.0 3.0 3.0 3.0 3.0
Site Grading Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Business Support Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Plan Checker 2 3.0 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 1.0
Licence Inspector/Bylaw Officer 4.5 4.0 4.0 4.0 4.0 4.0
Plan Checker 1 1.0 1.0 1.0 1.0 1.0 1.0
Bylaw Enforcement Officer 1.0 1.5 1.5 1.5 1.5 1.5
Administrative/Program Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Development Services Technician 3.0 3.0 3.0 3.0 3.0 3.0
Bylaw Enforcement Clerk 3.0 3.0 3.0 3.0 3.0 3.0
Full-Time Equivalent 30.5 30.5 30.5 30.5 30.5 30.5
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2014 - 2018 156 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Other Revenue (multiple) -17 -31 -15 -15 - - -15 -15 -15 -15
Permits (24000-4445) -1,286 -1,762 -1,734 -1,734 - - -1,734 -1,734 -1,734 -1,734
Total Revenue -1,303 -1,793 -1,749 -1,749 - - -1,749 -1,749 -1,749 -1,749
Expense
Other Expenses (multiple) 12 5 7 7 - - 7 7 7 7
Salaries (24000/24010-5500) 1,390 1,362 1,482 1,514 32 2% 1,551 1,589 1,632 1,673
Supplies (24000-6300) 62 51 47 47 0 0% 47 48 48 48
Vehicle Charges (24000-7400) 50 54 52 62 10 19% 64 66 68 69
Total Expense 1,513 1,472 1,589 1,631 42 3% 1,670 1,709 1,754 1,797
TOTAL INSPECTIONS 210 -321 -160 -118 42 -26% -79 -40 5 49
Financial Plan – Licences and Bylaws
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Other Revenue (multiple) -17 -31 -15 -15 - - -15 -15 -15 -15
Permits (24000-4445) -1,286 -1,762 -1,734 -1,734 - - -1,734 -1,734 -1,734 -1,734
Total Revenue -1,303 -1,793 -1,749 -1,749 - - -1,749 -1,749 -1,749 -1,749
Expense
Other Expenses (multiple) 12 5 7 7 - - 7 7 7 7
Salaries (24000/24010-5500) 1,390 1,362 1,482 1,514 32 2% 1,551 1,589 1,632 1,673
Supplies (24000-6300) 62 51 47 47 0 0% 47 48 48 48
Vehicle Charges (24000-7400) 50 54 52 62 10 19% 64 66 68 69
Total Expense 1,513 1,472 1,589 1,631 42 3% 1,670 1,709 1,754 1,797
TOTAL INSPECTIONS 210 -321 -160 -118 42 -26% -79 -40 5 49
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 157 | P a g e
Services Provided
The Operations Centre is a front-line provider for basic
public works services, including the maintenance of
Maple Ridge roads and fleet, municipal procurement,
storm water management, water distribution and
sewage collection.
Operational focus is on the health and safety of the
citizens of Maple Ridge; protecting the 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.
2014 Workplan Emphasis
The Waterworks section will undertake safety
improvements at PRV Water Stations related to system
isolation at six locations and conduct chlorine residual
monitoring and analysis at water system termination
points which will create best practices for targeted
water quality flushing program.
The Roadworks section will continue maintenance for
major corridors that feed the downtown (Lougheed
Highway and Dewdney Trunk Road) and major
intersections such as those east and west of 203
Street.
Performance Measurement
KEY PERFORMANCE MEASURES
Increase the overall performance of our transportation vehicle fleet (increase fuel efficiency, reduce costs, reduce
greenhouse gas emissions).
Reduce Operations Centre electrical consumption by 6% in 2014 from 2013 levels.
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 158 | P a g e
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 Operations Centre
maintains 390 kilometres of watermains.
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 Operations Centre maintains 273 kilometres of gravity
sanitary sewer.
0.3
0.7
0.5 0.6
0.3 0.4 0.2 0.25 0.06 0.12 0.4
1.4
1.6
1.4
1.1
0.7 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 2013
# 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 0.67
3
2.6 2.5 2.7 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 2013
# blocked sewers per 100km length Target
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 159 | P a g e
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 Operations department maintains a road network of over 476 kilometres. Keeping the roads in good shape
involves inspections, shouldering and grading, sweeping, ice control, curb repair, roadside mowing, asphalt
patching, crack sealing and road marking for traffic lanes, crosswalks, arrows, etc. Enhancing the safety of
motorists, pedestrians, cyclists and equestrians is a priority.
Status
Road resurfacing program in 2013 of 6.5 km. This (6.5 km) represents 1.4% of total road inventory.
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
Chris Thomson
Bob Villeneuve
+ 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
Not Hired
Foreman II
Stan Bitcon
Everett Wicklund
Equipment
Operator III
Trevor Brown
Equipment
Operator Iva
Chris Collette
Wayne Levere
Equipment Operator
IVa/Truck Driver III
Not Hired
Maintenance
Worker Utilities
Lance Heinrich
Rick Beare
Labourer
Chris Watson
Jay Jackiw
+ 3 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
Barbara Bradbury
Sarah Hawkins
Teresa Williams
0.8FTE
Catherine Senger
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-Projects
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
Equipment Operator
IVa/Truck Driver III
Jason Cratty
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 2013
% of roads in acceptable condition Target
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 160 | P a g e
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director of Engineering Operations 1.0 1.0 1.0 1.0 1.0 1.0
Manager Electro/Mechanical 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Procurement 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Roads & Fleet 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Sewerworks 1.0 1.0 1.0 1.0 1.0 1.0
Superintendent of Waterworks 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist – Projects - 1.0 1.0 1.0 1.0 1.0
Engineering Technologist 1 2.0 1.0 1.0 1.0 1.0 1.0
Purchasing Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson Foreman 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Inspector 3 1.0 1.0 1.0 1.0 1.0 1.0
Foreman 3 3.0 3.0 3.0 3.0 3.0 3.0
Tradesperson 2 - Mechanic 2.0 2.0 2.0 2.0 2.0 2.0
Tradesperson 2 – Electrician 1.0 1.0 1.0 1.0 1.0 1.0
Water System Operator 1.0 1.0 1.0 1.0 1.0 1.0
Foreman 2 6.0 6.0 6.0 6.0 6.0 6.0
Foreman 2/Equipment Operator 3 1.0 1.0 1.0 1.0 1.0 1.0
Buyer 1.0 1.0 1.0 1.0 1.0 1.0
Apprentice – Mechanic 1.0 1.0 1.0 1.0 1.0 1.0
Storekeeper 2 1.0 1.0 1.0 1.0 1.0 1.0
Electronics Technician 3.0 3.0 3.0 3.0 3.0 3.0
Equipment Operator 4A/Truck Driver 3 1.0 1.0 1.0 1.0 1.0 1.0
Equipment Operator 4A 4.0 4.0 4.0 4.0 4.0 4.0
Meter Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Equipment Operator 5 1.0 1.0 1.0 1.0 1.0 1.0
Equipment Operator 4B 1.0 1.0 1.0 1.0 1.0 1.0
Maintenance Worker Utilities 6.0 6.0 6.0 6.0 6.0 6.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Fleet System Technician 1.0 1.0 1.0 1.0 1.0 1.0
Water Maintenance Worker 3.0 3.0 3.0 3.0 3.0 3.0
Equipment Operator 3 3.0 3.0 3.0 3.0 3.0 3.0
Labourer 13.5 13.5 13.5 13.5 13.5 13.5
Truck Driver 3 2.0 2.0 2.0 2.0 2.0 2.0
Yardperson 2 1.0 1.0 1.0 1.0 1.0 1.0
Sign Maintainer 2.0 2.0 2.0 2.0 2.0 2.0
Clerk 2 3.4 3.4 3.4 3.4 3.4 3.4
Full-Time Equivalent 74.9 74.9 74.9 74.9 74.9 74.9
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 161 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Contributions from Others (30000-4820) -13 -3 -30 -30 - - -30 -30 -30 -30
Fees (39000-4220) -24 -20 -10 -10 - - -10 -10 -10 -10
Fuel Sales (33200-7361) -418 -410 -443 -456 -13 3% -469 -482 -495 -507
GVTA Grant - Roads (33100-4260) -470 -1,046 -752 -1,171 -419 56% -1,171 -1,171 -1,171 -1,171
Preservice Fees (35300-4460) - - -26 -26 - - -26 -26 -26 -26
Prov. Grant (Unconditional) (33100-4253) -110 -30 - - - - - - - -
Total Revenue -1,035 -1,509 -1,261 -1,692 -431 34% -1,705 -1,718 -1,731 -1,744
Expense
Committee Costs (33100-6045) 6 0 14 10 -4 -27% 10 10 10 10
Environmental Costs (33100-6320) 8 9 20 20 - - 20 20 20 20
Equipment Maintenance (30000-8030) 611 769 552 557 5 1% 562 569 575 582
Fuel (33200-7360) 901 902 920 947 27 3% 973 1,000 1,027 1,054
Insurance (multiple) 143 155 173 174 0 0% 179 184 189 194
Maintenance - General (multiple) 4,706 4,959 4,524 5,060 537 12% 5,177 5,299 5,423 5,549
Salaries (multiple) 1,048 1,117 1,340 1,368 28 2% 1,400 1,433 1,470 1,507
Special Projects (33100-6385) 406 246 999 365 -634 -63% 345 365 345 365
Supplies (multiple) 150 133 91 91 0 1% 93 94 96 98
Training (33100-6400) 19 53 24 24 - - 24 24 24 24
Vehicle Chgs Contra (Mtce) (33200-7405) -1,766 -1,864 -1,296 -1,317 -21 2% -1,344 -1,372 -1,400 -1,429
Vehicle Chgs Contra (Replacmt) (33200-7410) -1,078 -1,172 -1,235 -1,237 -2 0% -1,286 -1,337 -1,390 -1,443
Vehicle Costs (33100-6430) 1 1 - - - - - - - -
Total Expense 5,156 5,309 6,125 6,062 -63 -1% 6,153 6,289 6,390 6,531
TOTAL OPERATIONS 4,122 3,800 4,864 4,370 -495 -10% 4,448 4,571 4,659 4,787
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Investment Interest (60000-4295) -114 -83 -63 -63 - - -63 -63 -63 -63
Parcel Charges (61000-4420) -822 -833 -832 -845 -14 2% -862 -879 -897 -897
Private Service Connections (multiple) -221 -120 -94 -95 -2 2% -97 -99 -101 -101
Sale of Service (61000-4600) -261 -281 -285 -297 -12 4% -310 -324 -338 -353
Sales (61000-4510) -6,944 -7,361 -7,374 -7,833 -459 6% -8,349 -9,317 -9,904
-
10,330
Total Revenue -8,361 -8,677 -8,647 -9,134 -487 6% -9,681
-
10,682
-
11,302
-
11,744
Expense
Admin Fees (61000-101-6005) 3,366 3,508 3,508 3,618 111 3% 3,786 3,955 4,123 4,207
Appropriation of Surplus (61000-9010) -17 -53 -53 568 621 -1169% 74 1,873 1,341 2,123
Contract (64000-7007) 2,093 2,113 2,113 2,212 100 5% 2,312 2,431 2,571 2,710
Contribution to own Reserves (64000-9020) 63 659 -827 - 827 -100% - - - -
Insurance (61000-6210) 41 50 58 58 - - 58 58 58 58
Maintenance - Buildings (62000-8060) 302 316 289 293 4 2% 299 306 313 320
Maintenance - General (62000/63000-8056) 333 389 352 367 15 4% 384 401 418 436
Other Expenses (multiple) 56 54 62 62 0 62 62 62 62
Private Connections - Preservice (61000-8011) 6 4 14 14 0 0% 14 14 14 14
Salaries (61000-5500) 245 197 307 313 6 2% 320 327 336 344
Salary Transfers (61000-5450) 621 622 623 634 12 2% 647 660 675 690
Service Severance Costs (60000-5150) 10 7 13 8 -5 -37% 8 8 8 8
Small Tools & Equipment (61000-7390) 28 27 11 11 0 1% 11 11 12 12
Special Projects (61000-6385) 201 356 952 125 -827 -87% 125 - 125 125
Total Expense 7,349 8,248 7,420 8,284 863 12% 8,101 10,108 10,057 11,110
Transfers
Transfer to Capital Funds (multiple) 245 259 1,147 770 -377 -33% 1,500 494 1,166 553
Transfers Out (multiple) 80 99 80 80 - - 80 80 80 80
Total Transfers 325 357 1,227 850 -377 -31% 1,580 574 1,246 633
TOTAL SEWER UTILITY -687 -71 0 0 -0 0% 0 0 0 0
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2014 - 2018 162 | P a g e
Financial Plan – Water Utility
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Federal Grant (Conditional) (multiple) -9 - - - - - - - - -
Fines (71000-4240) -29 -35 -18 -18 - - -18 -18 -18 -18
Investment Interest (70000-4295) -135 -99 -80 -80 - - -80 -80 -80 -80
Parcel Charges (71000-4420) -83 -107 -95 -103 -9 9% -113 -123 -134 -134
Private Connection (multiple) -692 -622 -267 -270 -3 1% -273 -276 -279 -280
Sale of Service (71000-4600) -2,914 -3,285 -3,061 -3,199 -138 4% -3,343 -3,494 -3,651 -3,815
Sales (71000-4510) -8,843 -9,352 -9,463 -10,052 -589 6% -10,714 -11,420 -12,173 -12,721
Total Revenue -12,705 -13,500 -12,984 -13,722 -738 6% -14,541 -15,411 -16,335 -17,047
Expense
Appropriation of Surplus (71000-9010) 1,583 413 413 179 -233 -57% 482 233 -570 -1,158
Contribution to own Reserves (74000-9020) 295 -325 -1,228 - 1,228 -100% - - - -
Contribution to Self-Insurance (74000-9021) 7 7 7 7 - - 7 7 7 7
Debt - Interest (multiple) - - - 68 68 - 273 273 273 273
Debt - Principal (multiple) - - - - - - 570 570 570 570
Insurance (71000-6210) 34 41 42 42 - - 42 42 42 42
Insurance-Adj Fee / Deductible (71000-6211) - - 5 5 - - 5 5 5 5
Maintenance - General (70000/72000-8056) 1,538 1,478 1,355 1,386 31 2% 1,424 1,465 1,506 1,549
Meter Reading (71000-8049) 19 15 15 16 0 2% 16 16 17 17
Other Expenses (multiple) 23 18 21 21 - - 21 21 21 21
Other Outside Services (71000-7051) 5 3 5 5 - - 5 5 5 5
Private Connections - Preservice (71000-8011) 51 47 20 20 0 0% 20 21 21 21
Purchases (71000-7380) 6,571 7,096 7,600 8,254 654 9% 9,056 9,918 10,933 11,641
Radio & Communications (71000-6340) 8 8 10 10 0 1% 10 11 11 11
Salaries (71000/72000-5500) 326 375 558 563 5 1% 573 584 596 608
Salary Transfers (71000-5450) 789 883 884 901 18 2% 921 941 964 986
Service Severance Costs (70000-5150) 9 8 12 10 -2 -14% 10 10 10 10
Small Tools & Equipment (71000-7390) 24 36 27 27 0 1% 28 29 30 30
Special Projects (71000-6385) 2,542 3,370 7,807 2,765 -5,042 -65% 15 15 15 15
Total Expense 13,823 13,473 17,552 14,280 -3,272 -19% 13,479 14,165 14,455 14,652
Transfers
Transfers In (multiple) -1,986 -2,727 -5,533 9,200 14,733 -266% -570 -570 -570 -570
Transfer to Capital Funds (multiple) 1,592 1,190 1,124 1,562 438 39% 1,551 1,736 2,370 2,885
Transfers Out (multiple) 78 98 80 80 - - 78 98 80 80
Total Transfers -316 -1,438 -4,328 10,842 15,170 -350% 1,059 1,264 1,880 2,395
TOTAL WATER UTILITY 803 -1,465 240 11,400 11,160 4650% -2 18 0 0
Financial Plan – Private Service
All figures represent $’000 (thousands)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Access Culverts (33300-4481) -28 -36 - - - - - - - -
Curb Let Down/Rd Extension (33300-4160) -54 -1 -37 -37 -0 0% -37 -37 -38 -38
Private Xing /Frontage /Storm (33300-4480) -129 -47 -70 -71 -1 2% -72 -73 -74 -74
TOTAL OP-PRIVATE SERVICE -211 -84 -106 -108 -1 1% -109 -110 -112 -112
PWDS – PLANNING
Maple Ridge Financial Plan 2014 - 2018 163 | P a g e
Services Provided
The Planning Department supports the Corporate
Strategic Vision through the creation and application of
a number policies, regulations and bylaws. These
documents are not only used as a guide for decision
making, but also establish the procedures under which
development applications are processed and how
information is disseminated within the Community.
After Council has set policy guidelines for the
community, 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 department coordinates the flow of
information with a number of internal departments,
stakeholder groups and agencies involved in a
development application.
The department provides information, recommenda-
tions and technical expertise in the development of
policy as well as providing technical 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 external agencies
(Agricultural Land Commission, Metro Vancouver) and
ensure that development complies with District policies
and statutory requirements, prior to presentation of a
project to Council.
The department also has a team of environmental
specialists who work closely with 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
impacts of project applications and also works with
Council to develop environmental policies to align with
Council’s Corporate vision and changing provincial
regulations. These policies and regulations form part of
a comprehensive framework that is used to guide
decisions around planning and land use in the
community.
2014 Workplan Emphasis
We will be working on several strategies, bylaws,
studies and plans including, but not limited to:
Development Information Meeting Policy review;
Commercial Industrial Strategy implementation;
endorsement of an Environmental Management
Strategy and implementation plan; creation of a Triplex,
four-plex zone; completion of the Albion Flats Area Plan;
and the commencement of the Hammond Area Plan.
PWDS – PLANNING
Maple Ridge Financial Plan 2014 - 2018 164 | P a g e
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
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.
Status Report
This graph represents the number of hectares of land that were legally protected through dedication or covenant for
environmental reasons. For a breakdown by year of the reasons for protection and related land areas, see the
Information tab on www.mapleridge.ca/552/Performance-Reports.
0
10
20
30
40
2006 2007 2008 2009 2010 2011 2012 2013
Dedicated Park (hectares)Covenant (hectares)
PWDS – PLANNING
Maple Ridge Financial Plan 2014 - 2018 165 | P a g e
Organization Chart
Director of
Planning
Christine Carter
Administrative
Assistant
Debbie Pope
Manager of
Community
Planning
Jim Charlebois
Planner II
Diana Hall
Lisa Zosiak
Siobhan Murphy
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
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2013 2014 2015 2016 2017 2018
Director of Planning 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Dev & Env Services 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Community Planning 1.0 1.0 1.0 1.0 1.0 1.0
Environmental Planner 1.0 1.0 1.0 1.0 1.0 1.0
Environmental Technician 2.0 2.0 2.0 2.0 2.0 2.0
Planner 2 4.0 5.0 4.0 4.0 4.0 4.0
Senior Planning Technician 1.0 1.0 1.0 1.0 1.0 1.0
Planning Technician 2.0 2.0 2.0 2.0 2.0 2.0
Mapping & Graphics Technician 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Development Services Technician 2.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 17.0 18.0 17.0 17.0 17.0 17.0
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
PWDS – PLANNING
Maple Ridge Financial Plan 2014 - 2018 166 | P a g e
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Applic Fees - ALR (53110-4123) -2 -1 -6 -6 - - -6 -6 -6 -6
Applic Fees - Dev Permit (53110-4124) -157 -145 -159 -161 -2 1% -161 -161 -161 -161
Applic Fees - OCP (53110-4121) -14 -8 -7 -7 -0 0% -7 -7 -7 -7
Applic Fees - Subdivision (53110-4122) -122 -79 -115 -116 -1 0% -116 -116 -116 -116
Application Fees (53110-4120) -114 -126 -115 -115 -1 0% -115 -115 -115 -115
Erosion Sediment Contrl Permit (53110-4127) -11 -7 - - - - - - - -
Fees - Temp Ind/Comm Permit (53110-4125) -80 -213 -5 -5 -0 1% -5 -5 -5 -5
Sales (53110-4510) -4 -6 -11 -11 - - -11 -11 -11 -11
Total Revenue -502 -586 -417 -420 -3 1% -420 -420 -420 -420
Expense
Committee Costs (53110/53120-6045) 29 22 67 22 -45 -68% 22 22 22 22
Consulting (53120-7005) 65 16 131 19 -112 -85% 19 19 19 19
Contract (53110-7007) 40 40 40 40 - - 40 40 40 40
Legal (53100/53110-7030) 81 64 38 38 - - 38 38 38 38
Other (multiple) 39 27 50 46 -4 -9% 46 46 46 47
Salaries (multiple) 1,634 1,694 1,799 1,750 -49 -3% 1,793 1,835 1,885 1,932
Studies & Projects (multiple) 42 21 267 130 -137 -51% - - - -
Total Expense 1,930 1,884 2,392 2,044 -347 -15% 1,957 2,000 2,050 2,097
TOTAL PLANNING 1,428 1,298 1,975 1,625 -350 -18% 1,537 1,580 1,630 1,678
PWDS – RIDGE MEADOWS RECYCLING
Maple Ridge Financial Plan 2014 - 2018 167 | P a g e
Services Provided
Ridge Meadows Recycling Society (RMRS), a
community-based, charitable non-profit organization,
in partnership with 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.
2014 Workplan Emphasis
RMRS will continue to provide employment and
training opportunities to people with developmental
disabilities in partnership with Community Living BC
and other Ministries.
RMRS will provide public education and administra-
tion of the Low-Flow Toilet Rebate Program, Brush
Chipping Program and Bear Aware campaign. RMRS
will facilitate the implementation of the new
Recycling Regulations EPR program for Printed Paper
& Packaging and provide education and promotion
on the new items accepted at the depot as well as
organics.
RMRS will revise the Solid Waste Bylaw to include
Metro Vancouver’s upcoming ban on organic material
in the garbage stream which will aggressively target
the 21% of the current waste stream that is organic
with a goal to reduce organic waste to 15% of the
total waste stream.
Performance Measurement
KEY PERFORMANCE MEASURES
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 a 2015 target for the Metro Vancouver region of 70% from 1995 levels, which
equates to 585 kilograms per Maple Ridge household.
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. Priority must be given to the
first two R’s (reduce and reuse) as the best long-term method to achieve our goal. Together with recycling efforts, a
reduction in tonnage will reflect a change in behaviour as residents make choices that are better for the
environment. In 2007 Maple Ridge completed a waste composition study that indicated 36% of the waste stream is
organics (yard and garden waste, wood and food waste). Aggressively targeting the organics portion of the waste
stream will achieve our target of 70% diversion.
PWDS – RIDGE MEADOWS RECYCLING
Maple Ridge Financial Plan 2014 - 2018 168 | P a g e
Status Report
Provided blue box curbside pickup to 24,451 homes and 5,3 74 apartment units. 2013 amount of waste diverted
from landfill to recycling programs was 399 kilograms per household. This is calculated by taking the total waste
diverted to recycling and dividing by properties.
Budget
The base budgets for 2014-2018 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)
2012
Actuals
2013
Actuals
2013
Budget
2014
Budget
Budget
Δ $
Budget
Δ %
2015
Budget
2016
Budget
2017
Budget
2018
Budget
Revenue
Fees (51000-4220) -77 -71 -100 -100 - - -100 -100 -100 -100
Lease Expense (51000-004-6230) 15 15 15 15 - - 15 15 15 15
Total Revenue -62 -56 -85 -85 - - -85 -85 -85 -85
Expense
Contract (51000-7007) 1,225 1,327 1,311 1,345 34 3% 1,376 1,408 1,441 1,475
Insurance (51000-6210) 10 3 2 2 - - 2 2 2 2
Vehicle Charges (51000-7400) 454 533 524 509 -16 -3% 524 540 556 573
Total Expense 1,688 1,862 1,838 1,856 18 1% 1,902 1,950 1,999 2,050
TOTAL RECYCLING 1,627 1,806 1,753 1,771 18 1% 1,817 1,865 1,914 1,965
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
Maple Ridge Financial Plan 2014 - 2018 169 | P a g e
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
CAPITAL PROCESS
Maple Ridge Financial Plan 2014 - 2018 170 | P a g e
Maple Ridge 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 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 financial
resources and assists in the coordination of
public works and private development. Long-
term capital planning enables Maple Ridge 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 capital assets.
The CWP is directed by the 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 assets
and resources for the timely expansion,
maintenance and replacement of infrastructure
and facilities.
Tangible Capital Assets
Maple Ridge has inventoried all physical assets
that support municipal services and reports
them at historical cost net of accumulated
amortization. Annual amortization expense
represents the cost of asset use to decision
makers and residents.”
Funding Sources
The table on the next page illustrates the
sources of funding for these projects. The
proposed CWP is relatively large due to
borrowing (Debt Financing) and projected
funding from other sources including TransLink
and grants from provincial and federal
governments.
CAPITAL WORKS PROGRAM
Maple Ridge Financial Plan 2014 - 2018 171 | P a g e
The five-year Capital Works Program is $118 million; 2014 planned capital projects are $18.2 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 2013 will be included in a Financial Plan amendment in the spring of 2014. A complete list
of capital projects can be found at the end of this section in Appendix F on page 198.
Capital Expenditure Program 2014 – 2018 ($118 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix F on page 198.
CAPITAL WORKS BUSINESS PLAN
Maple Ridge Financial Plan 2014 - 2018 172 | P a g e
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 (2014 – 2018) and is
responsible for deployment of information relating to
the Capital Works Program on the 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.
2014 Workplan Emphasis
The Committee will ensure that Maple Ridge 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 in the Financial Plan
Overview on page 42 under 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 Maple Ridge 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 each year. 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 Maple Ridge from developers. The amount of infrastructure
built or turned over will vary year to year. The 2014 incremental maintenance amounts are: Operations $65,000,
Parks $79,000, water $15,000 and sewer $10,000.
Maple Ridge Financial Plan 2014 - 2018 173 | P a g e
Appendices
Mission Statement and Value Statements
Vision 2025
Performance Measures
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2014-2018 Financial Plan Bylaw 7043-2013
2014-2018 Financial Plan Amending Bylaw
Glossary of Terms
Acronyms
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2014 - 2018 174 | P a g e
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.
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2014 - 2018 175 | P a g e
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
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2014 - 2018 176 | P a g e
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
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2014 - 2018 177 | P a g e
Council and Staff are pleased to present the seventh annual Progress Report to the citizens of Maple
Ridge.
Council’s Corporate 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, Maple Ridge
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 Maple Ridge has implemented is online
performance reporting in the form of scorecards. This gives citizens and other interested parties access
to performance information online, 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. This strengthens our
efforts to ensure an open and transparent government and greatly enhances public access to
information.
The information provided in this publication is a subset of scorecards available on our website. These
scorecards represent progress related to high-level community goals in the Corporate Strategic Plan. The
full set of scorecards are available on our website www.mapleridge.ca/787/Scorecards.
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2014 - 2018 178 | P a g e
The graphs in this progress report are a subset of “scorecards” available on the website
www.mapleridge.ca/787/Scorecards
Complete List of Scorecards Available on the Website
Community Relations
Aquatics volunteers
Community volunteers
Emergency Services volunteers
Parks & Leisure Services volunteers
Promote community group independence
Provide work opportunities for people with developmental disabilities
Support firefighters' charities
Economic Development
Attract film productions
Business licence renewals
Increase commercial tax base
Residential tax assessment base
Environment
Community GHG emissions
Corporate GHG Emissions
Corporate GHG Emissions
Encourage residents and business owners to reduce, reuse, and recycle
Fire Hall No. 1 Energy Consumption & GHG Emissions
Leisure Centre Energy Consumption & GHG Emissions
Municipal facility electricity use
Protect environmentally sensitive areas
Vehicle fleet efficiency
Financial Management
Best practices in infrastructure management
Building permit revenue
Business licence renewals
Business licence revenue
Business planning process
Capital works program
Debt per capita
Debt servicing ratio
Dog licence revenue
Financial sustainability plan
Fire costs
Gravel sales revenue
GVRD sewer costs
GVRD water costs
Increase commercial tax base
Library costs
Maximize return on investment
Net financial position
Police costs
Process permit applications efficiently and effectively
Property tax revenue
Residential tax assessment base
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2014 - 2018 179 | P a g e
Complete List of Scorecards Available on the Website
Governance
Access to information and decision-making processes
Citizen satisfaction with District information
Website visits
Inter-Government Relations and Partnerships
Support the community social service network
Safe and Livable Community
Adults who are vigorously active
Bylaw complaints concluded
Children who are vigorously active
Citizens who are satisfied with Parks & Leisure Services
Citizens who use Parks & Leisure Services
Emergency Operations Centre/Emergency Support Services activities
Fire inspections of multi-family residential structures
Healthy neighbourhood development
Low income citizens accessing recreation services
Maintain a dependable sewage system
Number of youths in diversion
Property crime offences
Provide high quality drinking water
Rate of youth diversion recidivism
Reduce fire incidents
Reduce response time in the urban response zone
Students attending fire safety education sessions
Smart Managed Growth
Provide new park areas
Town Centre density
Transportation
Improve traffic safety
Provide safe, serviceable roads
Transportation to work
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2014 - 2018 180 | P a g e
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 t he 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 equita ble 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 suffi cient 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 t emptation to reduce
non-renewable reserves to fund operating expenses.
Policy 3.0
Each spring, Municipal Council will consider the tax increase required for the ensuing planning period by first
covering the projected cost increase for existing services and then considering other enhancements (Please
also see Policy 4.)
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2014 - 2018 181 | P a g e
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.
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2014 - 2018 182 | P a g e
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 Proj ects, in light of other priorities that
might have emerged.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 183 | P a g e
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 serv ices. 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 g rowth, 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 184 | P a g e
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, con tributing $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 finan cials, 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
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Maple Ridge Financial Plan 2014 - 2018 185 | P a g e
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 below2 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 g overnments 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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 186 | P a g e
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
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 187 | P a g e
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 construc tion 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 188 | P a g e
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 12.06 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 curr ent
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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 189 | P a g e
INFRASTRUCTURE INVENTORY
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Waterworks Management (Source: Engineering)
Watermains 353 km $485,000 $171,205,000 50 $3,424,100
Pump Stations 12 ea $500,000 $6,000,000 50 $120,000
Reservoirs 10 ea $750,000 $7,500,000 50 $150,000
Fire Hydrants 1,672 ea $4,500 $7,524,000 50 $150,480
Valves 4,806 ea $750 $3,604,500 50 $72,090
Water Connections 16,595 ea $2,500 $41,487,500 50 $829,750
Waterworks Management $237,321,000 $4,746,420
Waste Services (Source: Engineering)
Sanitary sewermains 248 km $500,000 $124,000,000 50 $2,480,000
Pumping Stations 24 ea $250,000 $6,000,000 50 $120,000
Sewer connections 14,436 ea $2,500 $36,090,000 50 $721,800
Waste Services $166,090,000 $3,321,800
Drainage (Source: Engineering)
Storm sewermains 259 km $625,000 $161,875,000 50 $3,237,500
Pumping Stations 2 ea $750,000 $1,500,000 50 $30,000
Drainage structures (Inlets, outfalls, etc.) 155 ea $75,000 $11,625,000 50 $232,500
Catch Basins 5,200 ea $3,000 $15,600,000 50 $312,000
Sewer connections 11,411 ea $2,500 $28,527,500 50 $570,550
Drainage $219,127,500 $4,382,550
Transportation and Traffic Management (Source: Engineering)
Highways (Locals, collectors, arterials)* 450 km $1,020,000 $459,000,000 25 $18,360,000
Traffic signals 29 ea $225,000 $6,525,000 30 $217,500
Bridges 14 ea $4,500,000 $63,000,000 75 $840,000
Lights** 3,957 ea $3,416 $13,516,500 30 $450,550
Traffic signs 6,600 ea $250 $1,650,000 20 $82,500
Rail Crossings 8 ea $200,000 $1,600,000 15 $106,667
Curb, gutter, sidewalk 300,000 m $75 $22,500,000 25 $900,000
Transportation and Traffic Management $567,791,500 $20,957,217
Engineering Subtotal $1,190,330,000 $33,407,987
Infrastructure Inventory
*Highways (Locals) 300 km $780,000 $234,000,000 25 $9,360,000
*Highways (Arterials, Connectors) 150 km $1,500,000 $225,000,000 25 $9,000,000
Highways subtotal 450 $459,000,000 $18,360,000
**Lights 2,637 ea $4,500 $11,866,500 30 $395,550
**Lights 1,320 ea $1,250 $1,650,000 30 $55,000
Lights subtotal 3,957 $13,516,500 $450,550
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 190 | P a g e
INFRASTRUCTURE INVENTORY
Quantity Unit Cost/Unit Replacement Value
Life Cycle
(years)
Sustainability
Provision
Requirement
Infrastructure Inventory
General Government (Source: Willis/Universal Appraisal)
Construction $53,000,737 30 $1,766,691
Equipment $555,500 20 $27,775
Yard $1,193,503 20 $59,675
Contents $1,335,800 10 $133,580
Technology $1,500,000 4 $375,000
Recycling Assets $1,513,689 20 $75,684
General Government $59,099,229 $2,438,406
Parks & Recreation (Source: Willis/Universal Appraisal)
Construction $42,789,383 30 $1,426,313
Equipment $22,370 20 $1,119
Yard $4,558,490 20 $227,925
Contents $1,463,700 10 $146,370
Parks & Recreation $48,833,943 $1,801,726
Fire (Source: Willis/Universal Appraisal)
Construction $3,325,347 30 $110,845
Equipment $0 20 $0
Yard $212,400 20 $10,620
Contents $1,259,200 10 $125,920
Apparatus (Source: Fire Dept-trucks only) $5,540,000 8 $692,500
Fire $10,336,947 $939,885
Police (Source: Willis/Universal Appraisal)
Construction $4,837,701 30 $161,257
Equipment $0 20 $0
Yard $0 20 $0
Contents $400,000 10 $40,000
Police $5,237,701 $201,257
Fleet Vehicles (Source: Operations) historical cost $7,600,000 7 $1,040,000
TOTAL INFRASTRUCTURE $1,321,437,820 $39,829,260
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 191 | P a g e
DCC PROJECTION BY INDIVIDUAL COMPONENT
2006 Roads Sewer Drainage Water Parks*Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,131
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,979
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 -262,719
Land swap? ---->-1,000,000 -1,000,000
Reverse prior WIP 1,859,028 40,246 223,336 24,709 304,914 2,452,233
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -7,700,335 -15,558,403
Closing 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Borrow--->4,300,000 1,000,000 1,500,000 6,800,000
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,555 1,081,540 2,553,845 1,247,476 -57,155 12,963,261
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 61,972 11,418 27,348 12,093 -1,090 111,741
Support Salary/Debt -53,796 0 -35,183 -146,877 -235,856
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -3,844,348 0 -159,300 -359,072 -1,190,952 -5,553,671
Closing 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
2008 Roads Sewer Drainage Water Parks Total
Opening 5,019,748 924,875 2,215,176 979,525 -88,294 9,051,029
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,608
Interest 51,723 9,034 8,808 11,540 -6,800 74,305
Support Salary/Debt -55,410 0 -39,536 -100,221 -195,167
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -1,916,792 0 -1,327,590 -212,400 -1,829,268 -5,286,050
Closing 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
2009 Roads Sewer Drainage Water Parks Total
Opening 4,189,598 731,716 713,478 934,704 -550,770 6,018,725
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 15,128 6,632 5,525 1,498 -9,643 19,140
Support Salary/Debt -57,072 0 0 -100,221 -157,293
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -4,057,567 0 -132,750 -976,015 -1,623,331 -6,789,663
Closing 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
2010 Roads Sewer Drainage Water Parks Total
Opening 1,225,345 537,188 447,499 121,357 -781,071 1,550,319
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,357
Interest 257 3,257 2,054 -2,047 -13,420 -9,899
Support Salary/Debt -58,784 0 0 -100,221 -159,005
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures -2,311,307 -76,089 -147,744 -450,000 -1,713,451 -4,698,592
Closing 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
2011 Roads Sewer Drainage Water Parks Total
Opening 20,839 263,816 166,367 -165,819 -1,087,023 -801,819
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 14,499 800 432 38 4,446 20,216
Support Salary/Debt -60,548 0 0 -100,221 -160,769
Debt Payments -1,075,000 -250,000 -375,000 0 0 -1,700,000
Capital Expenditures 0
Closing 1,174,445 64,833 35,001 3,092 360,154 1,637,526
* The Parks component 2006-2011 capital expenditures may need to be reduced if 2006 land swap occurs.
DCC Projection by Individual Component
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 192 | P a g e
Capital Projects from 2006-2010 Financial Plan (cost escalators were applied to develop DCC projection)
Line item DecUnit ID 2006 2007 2008 2009 2010
102 Ave (240 St - 244 St)Drainage $0 $0 $539,622 $0 $0
236 St Cottonwood C Trunk (112-113)Drainage $0 $0 $0 $0 $147,744
Albion Flats Drainage Pump Station Drainage $0 $0 $576,000 $0 $0
M.Millionaire Ck Detention Pond(241/132)Drainage $0 $0 $0 $132,750 $0
N Alouette River Detention Pond 232/132 Drainage $0 $159,300 $0 $0 $0
N.Millionaire Ck Stormwater Facilities Drainage $130,185 $0 $0 $0 $0
Drainage Total $130,185 $159,300 $1,115,622 $132,750 $147,744
112 Ave (232 St - 240 St) Final Lift Highways $0 $0 $0 $0 $207,385
119 Ave (226 - 227)Highways $0 $0 $0 $0 $252,793
132 Ave (232 - 236)Highways $0 $0 $1,084,503 $0 $0
203 St (D.T.R. - 123 Ave)Highways $0 $994,973 $0 $0 $0
203 St (Lougheed - Dtr)Highways $0 $0 $168,302 $0 $0
223 St @ Lougheed Hwy (Traffic Signal)Highways $50,875 $0 $0 $0 $0
224 St @ 124 Ave Intersection Safety Highways $114,000 $0 $0 $0 $0
227 St @ Bypass (Traffic Signal)Highways $0 $0 $0 $0 $109,150
232 St (116 - Slager)Highways $0 $0 $0 $0 $749,439
232 St @ 116 (Signal)Highways $0 $0 $0 $0 $87,500
240 St (113 - Dtr)Highways $0 $1,412,314 $0 $0 $0
240 St (Lougheed - 104)Highways $1,738,944 $0 $0 $0 $0
240 St @ Kanaka Creek (Bridge)Highways $0 $0 $0 $1,309,000 $0
Albion Industrial Crossing Phase 2 Highways $0 $300,000 $0 $0 $0
Cottonwood Dr (118 - 119) Phase 2 Highways $236,397 $0 $0 $0 $0
Fisherman Rd (Mckay - 330M E Mckay)Highways $0 $0 $0 $0 $82,702
Maple Cres (115 - Westfield)Highways $0 $0 $0 $159,386 $0
Mckay St (Fisherman - River Rd)Highways $0 $0 $0 $0 $62,244
Royal Cres (225 - Lougheed)Highways $0 $0 $0 $236,474 $0
Highways Total $2,140,216 $2,707,287 $1,252,805 $1,704,860 $1,551,213
Boundary Park (201/123) Phase 2 Park Acq $0 $684,000 $0 $0 $0
Core Park (222/121) Portion Only Park Acq $0 $316,800 $0 $0 $0
Merkley Park Expansion Park Acq $0 $0 $0 $576,000 $0
Park (231/137)Park Acq $1,672,000 $0 $0 $0 $0
Park (241/112)Park Acq $0 $0 $1,267,200 $0 $0
Port Haney Waterfront Park - Parcel 2 Park Acq $0 $0 $0 $0 $8,594
Port Haney Waterfront Park - Parcel 3 Park Acq $0 $0 $0 $0 $4,469
Port Haney Waterfront Park - Parcel 4 Park Acq $0 $0 $0 $14,781 $0
Port Haney Waterfront Park - Parcel 5 Park Acq $0 $0 $0 $0 $66,687
Silver Valley Neighbourhood Park Acq Park Acq $345,600 $0 $0 $0 $0
Silver Valley Neighbourhood Park Acq Park Acq $0 $0 $0 $0 $432,000
Silver Valley Neighbourhood Park Acq.Park Acq $0 $0 $0 $345,600 $0
Sw Haney Park Park Acq $0 $0 $0 $0 $297,000
Park Acq Total $2,017,600 $1,000,800 $1,267,200 $936,381 $808,750
Cottonwood West Park Facilities Park Improv $0 $0 $0 $416,395 $0
Fraserview Park Development Park Improv $0 $0 $0 $0 $233,750
Merkley Park Improvements Park Improv $0 $0 $0 $0 $87,375
Park Development (232/132)Park Improv $180,000 $0 $0 $0 $0
Park Development Albion Elementary Park Improv $0 $0 $270,000 $0 $0
Parks Master Plan Park Improv $0 $0 $0 $0 $40,000
Telosky Field House Park Improv $0 $0 $0 $0 $270,000
Park Improv Total $180,000 $0 $270,000 $416,395 $631,125
108 Ave (248 - 249)Sewage $0 $0 $0 $0 $11,970
234A St (112 Ave - 270M North Of 112Ave)Sewage $0 $0 $0 $0 $18,711
Sewage Total $0 $0 $0 $0 $30,681
112 Ave (240 - 245)Water $0 $0 $120,000 $0 $0
124 Ave (244 - 248)Water $0 $143,325 $0 $0 $0
136 Ave @ 24200 Rockridge Reservoir Ph 2 Water $0 $0 $0 $556,016 $0
216 St (124 - 128)Water $0 $0 $0 $231,093 $0
224 St (North Ave - 119)Water $0 $115,000 $0 $0 $0
232 St (116 - Slager)Water $91,800 $0 $0 $0 $0
263 St (440 Reservoir - Stage Ii)Water $0 $0 $0 $0 $1,080,000
Water Total $91,800 $258,325 $120,000 $787,109 $1,080,000
Grand Total $4,559,801 $4,125,712 $4,025,627 $3,977,495 $4,249,513
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 193 | P a g e
REVISED 2006-10-30 TO REFLECT PROPOSED 2007-2011 FINANCIAL PLAN
2006 Roads Sewer Drainage Water Parks Total
Opening 9,271,171 977,432 3,229,134 1,780,247 6,538,146 21,796,130
Collections 2,782,036 127,084 315,611 350,422 1,800,825 5,375,978
Interest 100,464 13,352 31,529 15,401 -706 160,040
Support Salary/Debt -52,229 -32,304 -31,309 -146,877 0 -262,719
Reverse prior WIP 1,859,026 40,246 223,336 24,709 304,914 2,452,231
Capital Expenditures -5,822,915 -44,271 -1,214,456 -776,426 -5,425,724 -13,283,792
Closing 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Borrow--->5,206,103 0 1,237,500 420,000 1,985,500 8,849,103
2007 Roads Sewer Drainage Water Parks Total
Opening 8,137,553 1,081,539 2,553,845 1,247,476 3,217,455 16,237,868
Collections 1,793,364 81,917 203,466 225,905 1,160,903 3,465,555
Interest 72,453 14,543 30,444 12,704 23,763 153,907
Support Salary/Debt -53,796 0 -35,183 -146,877 0 -235,856
Debt Payments -1,205,875 0 -286,639 -97,283 -459,896 -2,049,692
Capital Expenditures -2,875,008 0 0 -212,901 -2,017,400 -5,105,309
Closing 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Borrow--->0 0 0 0 2,769,250 2,769,250
2008 Roads Sewer Drainage Water Parks Total
Opening 5,868,691 1,177,999 2,465,933 1,029,024 1,924,826 12,466,473
Collections 2,165,328 47,807 231,620 256,260 1,373,592 4,074,607
Interest 58,242 15,323 29,642 12,160 24,089 139,455
Support Salary/Debt -55,410 0 -39,536 -100,221 0 -195,167
Debt Payments -1,205,875 0 -286,639 -97,283 -1,101,329 -2,691,126
Capital Expenditures -2,113,382 0 0 -115,000 -270,000 -2,498,382
Closing 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Borrow--->0 0 0 0 1,254,000 1,254,000
2009 Roads Sewer Drainage Water Parks Total
Opening 4,717,595 1,241,129 2,401,021 984,939 1,951,177 11,295,860
Collections 2,210,259 48,841 236,246 261,391 1,402,674 4,159,411
Interest 52,833 6,675 29,383 8,219 15,946 113,056
Support Salary/Debt -57,072 0 0 -100,221 0 -157,293
Debt Payments -1,205,875 0 -286,639 -97,283 -1,391,789 -2,981,586
Capital Expenditures -1,438,261 -756,000 0 -391,276 -686,395 -3,271,932
Closing 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Borrow--->0 0 0 0 1,080,000 1,080,000
2010 Roads Sewer Drainage Water Parks Total
Opening 4,279,479 540,644 2,380,011 665,769 1,291,613 9,157,516
Collections 2,240,329 49,459 239,558 265,093 1,420,919 4,215,358
Interest 39,128 7,006 29,162 967 12,882 89,145
Support Salary/Debt -58,784 0 0 -100,221 0 -159,005
Debt Payments -1,205,875 0 -286,639 -97,283 -1,641,947 -3,231,743
Capital Expenditures -2,124,894 -29,634 0 -656,016 -40,000 -2,850,544
Closing 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Borrow--->5,253,120 0 0 0 0 5,253,120
2011 Roads Sewer Drainage Water Parks Total
Opening 3,169,384 567,475 2,362,092 78,308 1,043,467 7,220,727
Collections 2,274,654 50,217 243,202 269,094 1,442,731 4,279,898
Interest 16,170 7,399 24,408 624 4,863 53,463
Support Salary/Debt -60,548 0 0 -100,221 0 -160,769
Debt Payments -2,422,640 0 -286,639 -97,283 -1,641,947 -4,448,508
Capital Expenditures -1,667,274 -25,735 -366,014 -100,000 -455,246 -2,614,269
Closing 1,309,746 599,357 1,977,050 50,522 393,868 4,330,542
DCC Projection by Individual Component
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 194 | P a g e
INFRASTRUCTURE FUNDING STRATEGY GUIDELINES
Highlighted items under component areas represent debt payments, with total borrowing and costs shown to the right.
2007 Project Description Highways Sewage Drainage Water Park Borrow
2763 119 Ave (226 - 227)432,026 Interest Issue Cost
2905 Abernethy Way Acq. (210 - 224)900,000
6080 132 Ave (232 - 235)1,102,196
7269 Dewdney Trunk Rd @ 210 St Traffic Signal 109,150
8312 Brown Ave (227 - Fletcher)331,636
3619 Whonnock Lake Acquisition 1,643,400
7304 Park Development (236/137)224,000
8297 Silver Valley Park Improvement 239A/130A 150,000
1599 124 Ave (246 - 248)102,900
7546 128 Ave (235 - 238)110,001
8159 240 St (Lougheed - 102) Phase 2 286,639 1,237,500 195,693 9,281
2830 240 St (113 - Dtr)531,057 2,292,724 362,561 17,195
8309 Cottonwood Dr (118 - 119) Phase 3 120,446 520,000 82,230 3,900
8310 240 St (Lougheed - 104) Phase 2 554,371 2,393,379 378,478 17,950
626 Park (231/137)459,896 1,985,500 313,978 14,891
8286 104 Ave @ 249 St Reservoir Stage 2 97,283 420,000 66,417 3,150
2007 Projects 4,080,883 - 286,639 310,184 2,477,296 8,849,103 1,399,358 66,368
Projects subtotal 2,875,008 - - 212,901 2,017,400
Payments subtotal 1,205,875 - 286,639 97,283 459,896
- - - - -
2008 Project Description Highways Sewage Drainage Water Park Borrow
861 121 Ave (70 Meter W Of 240 St - 240 St)264,825 Interest Issue Cost
2789 203 St (D.T.R. - 123 Ave)1,197,312
2908 Abernethy Way (500M E Blackstock - 224)351,245
8046 Albion Industrial Crossing Phase 2 300,000
8148 Park Development Albion Elementary 270,000
1565 224 St (North Ave - 119)115,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 459,896
623 Park (248/108)641,433 2,769,250 437,917 20,769
2008 Projects 3,319,257 - 286,639 212,283 1,371,329 2,769,250 437,917 20,769
Projects subtotal 2,113,382 - - 115,000 270,000
Payments subtotal 1,205,875 - 286,639 97,283 1,101,329
- - - - -
2009 Project Description Highways Sewage Drainage Water Park Borrow
2003 Abernethy Way (210 - 500M E Blackstock)1,192,686 Interest Issue Cost
2064 232 St @ 132 Ave (Traffic Signal)245,575
6017 Cottonwood West Park Facilities 416,395
7238 Telosky Field House 270,000
2738 225 St Pump Station Upgrade (Phase 2)756,000
1922 Water Feeder Main Stage 2 Debt Payment 100,000
7159 112 Ave (240 - 245)291,276
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,101,329
622 Park (241/112)290,460 1,254,000 198,302 9,405
2009 Projects 2,644,136 756,000 286,639 488,559 2,078,184 1,254,000 198,302 9,405
Projects subtotal 1,438,261 756,000 - 391,276 686,395
Payments subtotal 1,205,875 - 286,639 97,283 1,391,789
- - - - -
Cost over 5 years
Cost over 5 years
Cost over 5 years
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 195 | P a g e
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)
12.09, 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 f und 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.
9 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s Financial Planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
2010 Project Description Highways Sewage Drainage Water Park Borrow
2823 232 St (116 - Slager)1,192,911 Interest Issue Cost
7074 112 Ave (232 St - 240 St) Final Lift 207,385
7133 203 St (123 Ave - Powell Ave)615,448
7266 227 St @ Bypass (Traffic Signal)109,150
6235 Parks Master Plan 40,000
7504 108 Ave (248 - 249)29,634
82 136 Ave @ 24200 Rockridge Reservoir Ph 2 556,016
1914 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,391,789
1925 Silver Valley Neighbourhood Se Horse 250,157 1,080,000 170,786 8,100
2010 Projects 3,330,769 29,634 286,639 753,299 1,681,947 1,080,000 170,786 8,100
Projects subtotal 2,124,894 29,634 - 656,016 40,000
Payments subtotal 1,205,875 - 286,639 97,283 1,641,947
- - - - -
2011 Project Description Highways Sewage Drainage Water Park Borrow
463 Selkirk Ave (226 - 227)136,650 Interest Issue Cost
6158 224 St (125 - 126)229,364
841 Selkirk Ave (225 - 227)343,706
2052 240 St @ Kanaka Creek (Bridge)1,313,280
6178 Selkirk Ave (226 - 50M W 227)10,288
6032 Whonnock Lake Phase 3 (Path/Light)227,800
6075 Whonnock Lake Phase Iv Beach/General 227,446
7521 136 Ave (230 - 231)25,735
1915 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,641,947
2052 240 St @ Kanaka Creek (Bridge)1,216,765 5,253,120 830,705 39,398
2011 Projects 4,089,914 25,735 652,653 197,283 2,097,193 5,253,120 830,705 39,398
Projects subtotal 1,667,274 25,735 366,014 100,000 455,246
Payments subtotal 2,422,640 - 286,639 97,283 1,641,947
- - - - -
Totals for all years 2007-2011 Highways Sewage Drainage Water Park Totals
Projects subtotal 10,218,819 811,369 366,014 1,475,193 3,469,041 16,340,436
Payments subtotal 7,246,138 - 1,433,193 486,417 6,236,907 15,402,655
17,464,957 811,369 1,799,207 1,961,610 9,705,948 31,743,091
Principal Borrowed, and Full 5-year Costs 10,459,223 1,237,500 420,000 7,088,750 19,205,473 3,037,068 144,041
Cost over 5 years
Cost over 5 years
Cost over 5 years
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 196 | P a g e
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 pa tterns. 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.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2014 - 2018 197 | P a g e
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.
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 198 | P a g e
All figures represent $’000 (thousands)
Section > Project 2014 2015 2016 2017 2018
Drainage 1,567 1,568 1,569 1,160 1,275
288 St (Storm Main @ Watkins Sawmill)- - 250 - -
Culvert Replacement Program 200 200 200 200 200
Ditch Enclosures 20 21 21 21 21
Drainage Upgrade Program 235 155 355 495 610
Flood Abatement N Alouette 100 100 100 100 100
Flood Study N Alouette 150 - - - -
ISMP Watershed Review 350 350 250 - -
Local Area Service - Drain 250 250 250 250 250
Rainbow Cr. Culvert Upgrade (@ Kanaka)- 130 - - -
Selkirk Ave (226 - 227)- 210 - - -
Storm Sewer Connections 22 23 23 23 23
Stormwater Runoff & Stream 240 130 120 70 70
Government Services 1,529 4,690 500 370 270
Aerial Topo Survey & Mapping - 100 - 100 -
Asset Management Study 160 - - - -
Equip Purch - Fiche Scanning Equip for Bylaws - 25 - - -
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 - Collection Bluebox/Bag 40 - - 40 40
Recycling - Collection Totes 65 - - - -
Recycling - Conveyor Belt (D.O. L6202)- 65 - - -
Recycling - Tipper Cages X10 40 - - - -
Service Centre Infrastructure Upgrade 900 - - - -
Strategic Land Purchases - 4,250 - - -
Equip Purch - Licenses Permits Bylaws Vehicle 74 - - - -
Equip Purch - Racking Fixtures Storage 20 20 20 - -
Highways 8,265 11,893 10,887 10,025 9,084
102 Ave @ 241 Acquisition - - - 545 -
104 Ave (240 - 244) +600 - - - -
116 Ave (Lougheed - 232)- - 105 - -
116 St Urban Road Upg 203 to Warsley - - - 50 -
118 Ave (230 - 231)- - - 148 -
122 Ave (216 - 224) Lights 300 - - - -
122 Ave (221 - 224)- - - 850 -
128 - 216 Intersection Improvement Ph.1 200 - - - -
128 - 216 Intersection Improvement Ph.2 - 682 - - -
128 Ave (210 - 216)- 1,100 - - -
128 Ave (216 - Abernethy)- - 1,100 - -
128 Ave (228 - 200M East 232)- - - 132 -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 199 | P a g e
Section > Project 2014 2015 2016 2017 2018
136 Ave (224 - 400M E 224)- - - - 1,891
136 Ave (224 - 400M E 224) Design - - 95 - -
203 St (Lougheed - Golden Ears Way) Design 404 - - - -
203 St (Lougheed - Golden Ears Way) Ph.1 (Construction)- 1,497 - - -
203 St (Lougheed - Golden Ears Way) Ph.2 (Construction)- - 2,415 - -
207 St S of Lougheed - - - 200 -
224 St (122 - Abernethy)- - - 154 -
224 St (Abernethy - 132)- - - - 142
224 St @ 132 Ave (N Alouette Bridge)- - 2,823 - -
224 St @ 132 Ave (N Alouette Bridge) Design - - 250 - -
228 St (12100 Block)- - 6 - -
232 St (132 - Silver Valley Rd) Sidewalk 270 - - - -
232 St @ Dogwood Ave Urban Treatment - - - - 50
232 St Ped Conn (Lawn Bowl-N Cottonwood)- - - 35 -
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 -
Abernethy (216 500M E Blackstock) Widen - - - 1,500 -
Abernethy Way Multi Use Path Ph 3 900 - - - -
Access Culverts 28 29 29 30 30
Bikeway Program 50 50 50 50 50
Brown Ave Acq. Land (@ Dunbar St)- - - - 299
Dewdney Trunk @ 238B St - - - - 200
Dewdney Trunk @ Burnett Traffic Signal - - - 277 -
Dewdney Trunk @ Kanaka Cr Bridge Phase 1 - - 350 - -
Downtown Improv - Lougheed 224 - 226 Design 300 - - - -
Downtown Improv - Lougheed 224 - 226 Ph. 4 - 4,000 - - -
Edge St Ped Connect N of Dewdney 250 - - - -
Edge St Ped Connect S of Dewdney 200 - - - -
Emergency Traffic Pre-Empt 50 50 50 50 50
Equip Purch - Fleet 2,142 1,881 1,022 784 1,642
Fern Crescent (236 - 240)99 - - - -
Fern Crescent (240 - 244)- - 100 - -
Illuminated Street Signs Program 10 10 10 10 10
Kanaka Way 234A Traffic Circle 100 - - - -
Laity St Bike Lane (DTR to LH) - Ph.1 100 - - - -
Laity St Bike Lane (DTR to LH) - Ph.2 - - - 200 -
Local Area Service - Road 250 250 250 250 250
Lorne Ave Sidewalk Ph.2 - - 425 - -
Lougheed (203 - 222)- - - - 626
Lougheed 228 St Access Signal Improv - - - 12 -
Pavement Management 150 - - - -
Ped Safety/Access Improv 90 90 90 90 90
Princess St (Wharf - Lorne)- - - 129 -
Private Driveway Crossings 37 37 37 38 38
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 200 | P a g e
Section > Project 2014 2015 2016 2017 2018
Road Rehabilitation Program 1,175 1,347 1,000 2,151 3,051
Sidewalk Replacement 90 90 90 90 90
Skillen Urban Road Upg Wicklund - - - 25 -
Steeves St @ River Rd Traffic Signal - - - - 235
Streetlight Pole Replace Program 50 50 50 50 50
Traffic Calming Program 100 125 100 50 50
Traffic Signal Replacements 90 90 90 90 90
Bridge Repairs Struct Upgrade 150 150 150 150 150
240 St DTR Intersection Alignment - 40 200 - -
Traffic Signal Upgrade Alterations 30 325 - - -
Park Acquisition 200 1,883 3,197 1,361 3,660
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park Phase 2 - - 2,997 - -
North Central Park (232/122)- - - - 610
Silver Valley Neigh Park Phase 1 - 1,683 - - -
Smart Growth Park Acqusitions - - - - 2,850
Whispering Falls Park (264/126)- - - 1,161 -
Park Improvement 730 1,841 980 1,829 65
Albion Park (Washroom Facility)- 304 - - -
Albion Sport Complex - Lighting - - 200 - -
Aquatic Weed Harvester for Whonnock Lake 20 - - - -
Equip Purch - Parks/Rec Vehicle 30 - - 70 -
Haney Nokai Park Phase 3 - - - 360 -
Intergenerational Garden - - - - 35
Maple Ridge Library Signage - 27 - - -
Misc Capital Gen Rec 30 30 30 30 30
Park Development (231/137)360 - - - -
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 -
Public Library Cameras - 20 - - -
Raymond Park Development - 380 - - -
Trail Counter / Interpretive Sign Tech - - - 25 -
Whonnock Lake Phase 2 Parking 290 - - - -
Whonnock Lake Phase 5 Washroom Facility - - - 624 -
Youth Action Park Albion - - 750 - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 201 | P a g e
Section > Project 2014 2015 2016 2017 2018
Recreation Services 55 85 - 75 -
Bouldering Rock Wall - 30 - - -
Leisure Centre - Pool Security Gates 25 - - - -
Leisure Centre - Spin Studio Ceiling Rem 30 - - - -
Scooter Parking Spot - - - 75 -
Leisure Centre - Weight Room Flooring - 55 - - -
Protective Fire 1,208 250 3,250 - 1,000
FD Vehicle E-32 E-One Replacement 625 - - - -
FD Vehicle R3-F550 (R2)- - - - 500
FD Vehicle Tender 1 - - - - 500
FD Vehicle Tower 1 Replacement - - 1,500 - -
Fire Department Scheduling Software 75 - - - -
Fire Hall #4 Tender 4 (Additional)150 - - - -
Fire Hall #5 Construction Phase 1 - 250 - - -
Fire Hall #5 Construction Phase 2 - - 1,750 - -
Fire Hall #5 Land Acquisition 350 - - - -
Lock Box Key Security System 8 - - - -
Protective Police 60 90 150 - -
Chair Replacement - General Office - 20 - - -
Chair Replacement - Hilton Haider - 40 - - -
Crime Prev Roll-Up Counter - R Herman 5 - - - -
Desk Replacement - General Duty - 30 - - -
Front Counter Kiosk Expansion - - 150 - -
Randy Herman Lunchroom Furniture 5 - - - -
Chair Replacement - SEU GIS 25 - - - -
Desk Replacement - YRO Traffic 25 - - - -
Technology 2,092 676 979 1,035 1,540
Amanda Upgrade Permits Online - 100 - - -
Cable Plant Upgrade: Leisure Centre 90 - - - -
Cable Plant Upgrade: Operations 90 - - - -
Document Management Requirements 75 - - - -
Equip Purch - Info Serv 330 391 570 290 832
Equip Purch - Wireless Data System 22 - - - -
Fibre Optic Network - Fire Hall #4 Ph 4 50 - - - -
Financials/Asset Management Ph.1 - - - 500 -
Financials/Asset Management Ph.2 - - - - 500
Flexpod - Virtual Hardware - - 100 - -
GIS Infrastructure Package - 75 - - 75
Infrastructure Growth 50 50 50 50 50
IT Disaster Recovery Infrastructure - - - 97 -
IT Fibre DTR - 248 St Interconnection 600 - - - -
IT Fibre GVRD WM Refurbishing 400 - - - -
IT Website Redesign Ph.2 - - - 72 -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 202 | P a g e
Section > Project 2014 2015 2016 2017 2018
Management Reporting Software Ph.2 - - 40 - -
Mobile Application Development - 25 25 25 25
Networking Testing Equipment - 35 - - -
Place/Replace Mobile in Vehicles 30 - - - -
Secure Mobile Devices 10 - - - -
See-It Improvements - - - - 15
Tablet/Mobile Application For Citizens Ph.2 25 - - - -
Upgrade Network Infrastructure 250 - - - -
Video Production / Conferencing - - - - 43
Virtual Desktop - - 100 - -
Voting Software - - 69 - -
Web Security Infrastructure [F5]70 - - - -
Wireless Infrastructure - - 25 - -
Sewer 845 2,074 759 1,338 700
138 Ave (236 St - 150M East Of 236 St)- - - 29 -
225 St Pump Station Upgrade Phase 2 - 1,218 - - -
Cottonwood Dr (115 - 116)- - 61 - -
I I Reduction Program - Areas A K 150 - - - -
Local Area Service - Sewer 250 250 250 250 250
Private Sewer Connections 92 93 95 97 97
Sanitary Sewer Modelling Update - 9 - 9 -
SCADA Replacement Program 66 66 66 66 66
Sewage System Rehabilitation 288 288 288 288 288
225 St Sewer P/S Overflow Station Mods - - - 600 -
Inflow Infiltration Monitoring - 150 - - -
Water 1,651 5,059 4,949 3,548 3,750
104 Ave (240 - 242)- - - 200 -
118 Ave (Steeves - 210)- - - - 90
124 Ave (241 St - Ansel) WM Replacement - - 510 - -
128 Avenue Supply Main (235 - 238)- - - - 807
133 Ave @ 244 St PRV - - - - 108
136 Ave (236 - 240)- - 778 - -
136 Ave @ 235 St PRV - - - - 173
136 Avenue (Foreman - McKercher)200 - - - -
141 Ave @ 232 St PRV - - 100 - -
224 St (116 - North) [F]- - - - 228
224 St (116 - North) [Fibre]- - - - 33
224 St (122 - 124) WM Replacement - 291 - - -
236 St (Fern Cres - 132)- - - - 75
244 St (102 Ave - 102B Ave)- - - - 54
248 St (108 - 112)- - 636 - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2014 - 2018 203 | P a g e
Section > Project 2014 2015 2016 2017 2018
263 P/S Ph 1 Design - - 235 - -
263 P/S Ph 2 Construction - - - 2,060 -
270A St. Pump Station Expansion - - - - 1,180
270A Street Reservoir Ph.1 - 183 - - -
270A Street Reservoir Ph.2 - - 1,647 - -
Ansell St (124 - 125)- - - 230 -
Equip Purch - Enclosed Trailer 14 - - - -
Foreman Drive @ 232 Street PRV - - - 56 -
Local Area Service - Water 250 250 250 250 250
Maple Crescent (Ditton - 207) WM Replacement - 291 - - -
Private Water Connections 182 185 188 192 192
PRV Upgrade Program - 50 50 50 50
Relocate WM at 256 Reservoir 200 - - - -
SE 84m Zone Capacity Upgrade Study 25 - - - -
Seismic Upgrade Program 150 150 150 150 150
Silver Valley Reservoir - 3,300 - - -
Silver Valley Reservoir Detailed Design 150 - - - -
Tamarack Lane (23400 Block)- - 44 - -
Water Pump Station Upgrades 60 60 60 60 60
Water Quality Optimization Program 50 - - - -
Water Utility Emergency Response Kit (Pilot)20 - - - -
Watermain Replacement Program 300 300 300 300 300
Watermain Replacement Program Prioritization 30 - - - -
Water Meter Specs Design Criteria Study 20 - - - -
Total Capital Program 18,203 30,109 27,220 20,741 21,344
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 204 | P a g e
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin and Members of Council DATE: December 10, 2013
FROM: Chief Administrative Officer ATTN: Council
SUBJECT: 2014 – 2018 Financial Plan Bylaw 7043-20132012-2016 Financial Plan Bylaw 6883-
2011
EXECUTIVE SUMMARY:
The 2014-2018 Business and Financial Plans were presented to Council at a public meeting held on
December 9. The Financial Plan overview was presented followed by a public Question and Answer period
which was streamed live over the internet. Council directed that a Financial Plan Bylaw be brought
forward incorporating the recommendations outlined in the 2014-2018 Financial Plan Overview report.
The Financial Plan Bylaw is a consolidated plan that includes the general revenue fund, the sewer and
water utility funds and the capital program. It 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 2014-2018 Financial Plan Bylaw No. 7043 - 2013 be given first, second and third
readings.
DISCUSSION:
a) Background Context:
The 2014–2018 Financial Plan was presented to Council at public meetings held on December 9.
Business Plans from all areas were also provided. The Financial Plan Bylaw incorporates the following
direction from Council:
property tax increase for General Purposes of 2.2% per year for 2014, 2015 and 2016 and 2%
per year for 2017 and 2018
property tax increase for Infrastructure Sustainability of 0.50% per year for 2014, 2015 and 2016
and 0.70% for 2017 and 2018
property tax increase for Parks & Recreation Improvements of 0.25% each year
property tax increase for Drainage Improvements of 0.30% for each year
Growth in property tax revenue from all property classes (from new construction) of 1.65% in
2014 and 2% per year from 2015 to 2018
Water Utility rate increase of 5.5% per year
Sewer Utility rate increase of 4.6% per year
Recycling rate increase of 2.75% per year
Growth costs as detailed on page 42 of the Financial Overview Report
Incremental Adjustments as outlined on page 43 of the Financial Overview Report
Capital Works Program totaling $18.2 million in 2014, $30.1 million in 2015, $27.2 million
2016, $20.7 million in 2017 and $21.3 million in 2018
Cost and revenue adjustments from pages 54 and 55 of the Financial Overview Report, which
reconciles the 2013-2017 Financial Plan with the 2014-2018 Financial Plan
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on
that direction. The 2014-2018 Financial Plan includes a capital program of about $118 million.
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 205 | P a g e
We have about $1.4 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.
The amount of incremental property tax revenue from new construction will not be known until
property assessments are finalized. The growth assumption built into the financial plan for 2014 is
1.65%.
Future budget amendments will include the actual growth revenue as well as projects that were
approved in 2013 and are still in progress. The previously approved funding sources will also be
included in the plan, placing no burden on 2014 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 17th 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 was invited when Council set the 2014-2018 business planning guidelines in spring of 2013.
Regular feedback and interaction with the public is also taken into account in developing the
business plans.
The business planning presentations were open to the public; there was also a live question and
answer period where comments and questions were accepted in person as well as over the phone,
email and social media like Facebook and Twitter.
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 2013-2017 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.
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 206 | P a g e
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
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 207 | P a g e
DISTRICT OF MAPLE RIDGE
BYLAW NO. 7043-2013
Maple Ridge 2014-2018 Financial Plan Bylaw No. 7043-2013
____________________________________________________________________________________
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 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 2014-2018 Financial Plan Bylaw No. 7043-2013.
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 2014 through 2018.
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 10th day of December, 2013.
READ a second time the 10th day of December, 2013.
READ a third time the 10th day of December, 2013.
PUBLIC CONSULTATION completed on the 10th day of December, 2013
RECONSIDERED and adopted the 14th day of January, 2014
________________________________ ________________________________
PRESIDING MEMBER CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 208 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
Statement 1
Consolidated Financial Plan 2014-2018 (in $ thousands)
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
Statement 1
Consolidated Financial Plan 2014-2018 (in $ thousands)
2014 2015 2016 2017 2018
REVENUES
Revenues
Development Fees
Developer Contributed Assets 16,500
16,500
16,500
16,500
16,500
Developer Cost Charges (6,897)
9,606
11,418
7,158
5,954
Developer Specified Projects -
-
-
-
-
Parkland Acquisition 200
200
200
200
200
Contributions from Others 1,245
1,256
1,275
1,249
1,238
Development Fees Total 11,048 27,562 29,393 25,107 23,892
Property Taxes 68,346
71,722
75,352
79,483
83,575
Parcel Charges 2,857
2,957
3,058
3,163
3,243
Fees & Charges 36,461
37,961
39,955
41,614
42,896
Interest 1,853
1,853
1,853
1,853
1,853
Grants (Other Govts) 4,035
4,983
3,920
4,308
3,420
Property Sales -
4,250
-
-
-
Total Revenues 124,600 151,288 153,531 155,528 158,879
EXPENDITURES
Operating Expenditures
Interest Payments on Debt 2,240
2,435
2,300
2,161
2,077
Amortization Expense 19,391
20,124
20,929
21,766
22,637
Other Expenditures 97,743
98,238
101,755
106,453
110,395
Total Expenditures 119,374 120,797 124,984 130,380 135,109
ANNUAL SURPLUS 5,226
30,491
28,547
25,148
23,770
Add Back: Amortization Expense (Surplus) 19,391
20,124
20,929
21,766
22,637
Less: Capital Expenditures 18,483
30,179
27,330
20,811
21,414
Less: Developer Contributed Capital 16,500
16,500
16,500
16,500
16,500
CHANGE IN FINANCIAL POSITION (10,366) 3,936 5,646 9,603 8,493
OTHER REVENUES
Add: Borrowing Proceeds 11,400
-
-
-
-
OTHER EXPENDITURES
Less: Principal Payments on Debt 2,661
3,955
4,047
4,144
4,183
TOTAL REVENUES LESS EXPENSES (1,627) (19) 1,599 5,459 4,310
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve 2,149
549
549
549
701
Equipment Replacement Reserve 3,097
2,272
3,092
1,074
3,474
Fire Department Capital Reserve 583
250
1,750
-
-
Land Reserve -
4,250
-
-
-
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve -
-
-
-
-
Transfer from Reserve Fund Total 5,829 7,321 5,391 1,623 4,175
Less: Transfer to Reserve Funds
Capital Works Reserve 916
819
1,361
790
1,345
Equipment Replacement Reserve 2,271
2,359
2,450
2,602
2,729
Fire Dept. Capital Acquisition 1,342
738
822
952
1,082
Land Reserve 5
4,255
5
5
5
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve 30
30
30
30
30
Total Transfer to Reserve Funds 4,564 8,201 4,668 4,379 5,191
Transfer from (to) Own Reserves 568
(920)
(4)
(1,825)
(2,213)
Transfer from (to) Surplus (206)
1,819
(2,318)
(878)
(1,081)
Transfer from (to) Surplus & own Reserves 362 899 (2,322) (2,703) (3,294)
TOTAL INTERNAL TRANSFERS 1,627 19 (1,599) (5,459) (4,310)
BALANCED BUDGET - - - - -
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 209 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
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 3.25% annually for:
General Purposes
Infrastructure Sustainability
Parks and Recreation Master Plan implementation
Drainage Improvements
Additional property tax revenue due to new construction is also included in the Financial Plan at 1.65% in
2014 and 2% annually for 2015 through 2018. Additional information on the tax increases and the cost
drivers can be found in the 2014-2018 Financial Plan Overview Report.
Specific policies discussing the tax increases are included in the Financial Sustainability Plan and related
policies which were adopted in 2004.
Property tax revenue includes property taxes as well as grants in lieu of property taxes.
Parcel Charges are largely comprised of a recycling charge, a sewer charge and, on certain properties, a
local area service or improvement charge. Parcel charges are a useful tool to charge all or a subset of
properties for a fixed or variable amount to support services. Unlike property taxation the variable amount
does not need to be related to property assessment value, but can be something that more accurately
reflects the cost of the service.
Revenue Proportions 2014 2015 2016 2017 2018
$ ('000s) % $ ('000s) % $ ('000s) % $ ('000s) % $ ('000s) %
Revenues
Property Taxes 68,346 51%
71,722 49%
75,352 49%
79,483 51%
83,575 52%
Parcel Charges 2,857 2%
2,957 2%
3,058 2%
3,163 2%
3,243 2%
Fees & Charges 36,461 27%
37,961 26%
39,955 26%
41,614 27%
42,896 27%
Borrowing Proceeds 11,400 8%
- 0%
- 0%
- 0%
- 0%
Other Sources 16,936 12%
34,398 23%
36,166 23%
31,268 20%
29,165 18%
Total Revenues 136,000 100%
147,038 100%
154,531 100%
155,528 100%
159,879 99%
Other Sources include:
Development Fees Total 11,048 8%
27,562 19%
29,393 19%
25,107 16%
23,892 15%
Interest 1,853 1%
1,853 1%
1,853 1%
1,853 1%
1,853 1%
Grants (Other Govts) 4,035 3%
4,983 3%
3,920 3%
4,308 3%
3,420 2%
Property Sales - 0%
4,250 3%
- 0%
- 0%
- 0%
16,936 12%
34,398 26%
36,166 23%
31,268 20%
29,165 18%
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 210 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
Fees & Charges - The Business Planning Guidelines call for an increase of 5% in fees as a guideline.
Actual fee increases vary depending on the individual circumstances, the type of fee and how it is
calculated. Fees should be reviewed annually and updated if needed. Recent fee amendments include
recreation fees, development application fees, business license fees and cemetery fees. A major
amendment to the Development Costs Charges (DCC), recommended 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 2014-2018 Financial
Plan Overview report.
Other Sources – will vary greatly year to year as it includes:
- Development fees which fund capital projects from the DCC Reserve
- Contribution from others in relation to capital
- Grants which are sought from various agencies and may be leveraged with District funds
PROPERTY TAX DISCLOSURE
The 2014 property tax revenue and updated rates will be included in a Financial Plan Amending Bylaw
that proceeds the Property Tax Rate Bylaw, as the 2014 property assessed values are not yet finalized.
For information purposes the 2013 distribution is included.
Property Tax Revenue Distribution
Property Class Taxation Revenue Assessed Value Tax Rate Multiple
('000s) ('000s) ($/1000) (Rate/Res.Rate)
1 Residential 48,981 77.6%
11,435,396 91.3%
4.2833
1.0
2 Utility 506 0.8%
12,642 0.1%
40.0000
9.3
4 Major Industry 669 1.1%
17,972 0.1%
37.2342
8.7
5 Light Industry 2,623 4.2%
214,481 1.7%
12.2307
2.9
6 Business/Other 10,163 16.1%
830,954 6.6%
12.2307
2.9
8 Rec./ Non-Profit 36 0.1%
2,976 0.0%
12.0983
2.8
9 Farm 147 0.2%
5,287 0.0%
27.8646
6.5
Total 63,126 100%
12,519,706 100%
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 211 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
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, as the types of businesses in each class are similar.
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 the 2014 – 2018
Financial Plan, property taxes charged to major industrial class properties have been reduced; it starts at
$70,000 in 2014, increasing by $70,000 in each year of the plan.
In reviewing the tax rates to ensure competitiveness, absolute rates, tax multiples and overall tax burden
are considered. The impact that assessed values have 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. These are Council Policies 5.19
through 5.24. These policies discuss Churches, Community Halls, Heritage Sites, Homes for the Care of
Children and the Relief of the Aged, the Poor, the Disabled and the Infirm, Municipal Recreational
Services, Private Hospitals and Daycares, Private School and Youth Recreation Groups.
Revitalization Tax Exemption
A revitalization tax exemption is available within a defined downtown area and provides a financial
incentive to encourage development in the town centre. Further financial incentives are available for
buildings that qualify; additional information on the town centre incentives can be found on our website.
For more information on the tax exemption, please refer to both Bylaw 6789-2011 and 7010-2013.
APPENDIX G: 2014 – 2018 FINANCIAL PLAN
BYLAW 7043-2013 ADOPTED JANUARY 14, 2014
Maple Ridge Financial Plan 2014 - 2018 212 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
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 2035 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 2019 through 2035. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2019 – 2035
(in $ thousands)
Attachment to Maple Ridge 2014-2018 Financial Plan Bylaw 7043-2013
Statement 3
Capital Expenditure Disclosure
Capital Works Program 327,177
Source of Funding
Development Fees
Development Cost Charges 127,540
Parkland Acquisition Reserve -
Contribution from Others 6,756
134,296
Borrowing Proceeds 6,319
Grants 41,987
Transfer from Reserve Funds
Capital Works Reserve 8,935
Cemetery Reserve 115
Equipment Replacement Reserve 2,303
Fire Department Capital Reserve -
Infrastructure Sustainability
Reserve 310
Transfer from Reserve Funds 11,663
Revenue Funds 132,911
Source of Funding 327,177
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 213 | P a g e
District of Maple Ridge
TO: His Worship Mayor Ernie Daykin DATE: April 22, 2014
and Members of Council
FROM: Chief Administrative Officer ATTN: Council
SUBJECT: 2014-2018 Financial Plan Amending Bylaw
EXECUTIVE SUMMARY:
The 2014 property tax assessment roll has been received from BC Assessment which means that the
2014 property tax rates can now be set. Prior to setting these rates, it is desirable to update our financial
plan to reflect information received since the plan’s adoption in January.
As outlined in the staff report presented to the April 14, 2014 Committee of the Whole meeting, attention
has also been directed to the revenue requirements for 2015 and adjustments have been made. This will
allow the incoming Council to focus on its strategic direction as a priority.
The Property Tax Rates Bylaw must be adopted prior to May 15 each year. This is why three reading s are
required at Council on April 22, 2014 with final consideration of the bylaws at the Council Meeting on
May 13. A live-streamed public question and answer period is scheduled for April 28 at 6:00 pm.
The revenues and costs are fairly stable and predictable. Where there are risks, such as weather for snow
removal costs or slower building activity impacting development revenues, financial reserves can be
accessed. As in previous years and as reported to Council in the year end update, funding has been
provided for required projects that were budgeted for in the prior year but were not completed.
Council will note that the 2014 and 2015 property tax increases are lower than was projected in January
due to growth in the tax base being higher than was expected.
RECOMMENDATION(S):
That Bylaw No. 7076 - 2014 be given first, second and third readings.
DISCUSSION:
a) Background Context:
The 2014-2018 Business Plans and an overview of the financial plan were presented to Council at
public meetings in December of 2013. Business Plans from all areas including the Capital Works
Program and the 2014-2018 Financial Plan Overview Report were provided and Financial Plan
Bylaw 7043-2013 was adopted in January. The business plans, report, presentations and Financial
Plan Bylaw are available on our website.
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 214 | P a g e
b) Financial Plan Implications:
The financial plan is amended as follows:
1. The actual real growth in tax property revenue of 2.05% compared to a previously budgeted
1.65%. A significant portion of this growth was due to a review that BC Assessment did that
captured previous improvements.
2. The property tax increase for general purposes can be lowered by 0.30% in 2014 and by an
additional 0.28% in 2015.
3. The recycling area has been updated to reflect the contract with Multi Material BC (MMBC).
Estimated annual revenues of $1,065,000 from MMBC have been included in the financial
plan. Projected payments to Ridge Meadows Recycling Society have been increased by
$720,000 to compensate them for the commodity revenues that will be lost due to the MMBC
contract. These figures have been prorated base on a mid-May 2014 start date. Any revenues
in excess of expenses will be transferred to the Recycling Reserve.
4. Recycling rate increases were previously forecast to be 2.75% in each of 2014 and 2015. We
recommend that no increase in rates apply for 2014 and 2015. This can be achieved due to
the increased revenues from MMBC.
5. Minor changes have been made to grants in lieu of taxes and benefit costs. The inflation
contingency has been reduced to provide for the increase in hydro rates that was announced
late last year.
6. As in previous years and as reported to Council in the year end update, funding has been
provided for required projects that were budgeted for in the prior year but were not
completed.
7. The transfer to accumulated surplus for General Revenue is $51,134 for 2014 and $4,968
for 2015 as a result of the above noted adjustments.
c) Desired Outcome:
A Financial Plan that accurately reflects the planned expenditures and methods of funding and is
consistent with corporate strategic plans, policies and Council direction.
d) Strategic Alignment:
All departments Business Plans are prepared using the Business Planning Guidelines. These
guidelines are reviewed and amended annually in consultation with Council. The Financial Plan
reflects Council’s Strategic Financial Sustainability Policies and Infrastructure Funding Strategy.
e) 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. These 2014 and 2015 rate increases
have been reduced slightly compared to the Financial Plan previously approved.
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 215 | P a g e
History and projected property tax increases
History of revisions to planned property tax increases
General Purpose
(GP)Infrastructure
Town
Centre Fire Levy Drainage
Park &
Rec.Total Increase
2018 2.00%0.70%0.30%0.25%3.25%
2017 2.00%0.70%0.30%0.25%3.25%
2016 2.20%0.50%0.30%0.25%3.25%
2015 1.92% 2.20%0.50%0.30%0.25%2.97% 3.25%
2014 1.90% 2.20%0.50%Inc. in GP 0.30%0.25%2.95% 3.25%
2013 2.25%0.50%300,000 0.30%0.13%3.50%
2012 3.00%1.00%600,000 4.88%
2011 3.00%1.00%600,000 4.99%
2010 3.00%1.00%600,000 5.13%
2009 3.00%1.00%600,000 5.18%
2008 3.00%1.00%600,000 5.31%
2007 3.75%1.00%600,000 6.18%
2006 3.75%1.00%600,000 6.37%
2005 3.00%1.00%600,000 5.70%
2004 3.00% 1.00%0 4.00%
2003 3.00%1.00%0 4.00%
Property Tax Increases 2012 2013 2014 2015 2016 2017 2018
2012 - 2016 Adopted Budget (2012 Actual)4.89%5.17%4.80%4.80%4.80%
2013 - 2017 Adopted Budget (2013 Actual)3.50%4.05%4.55%4.55%4.55%n/a
2014 - 2018 Council Adopted Guidelines 3.30%3.65%3.65%3.85%3.85%
2014 Reduction vs. Prior Adopted Budget 0.75%0.90%0.90%0.70%-
2014 - 2018 Budget Adopted in January 3.25%3.25%3.25%3.25%3.25%
2014 Reduction vs. 2014 Council Adopted Guidelines 0.05%0.40%0.40%0.60%0.60%
2014 - 2018 Budget Currently Proposed 2.95%2.97%3.25%3.25%3.25%
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 216 | P a g e
Impact to the a home assessed at $405,000 in 2013
f) Statutory Requirements and Policy Implications:
The Financial Plan has been prepared in accordance with statutory requirements and Municipal
financial policies. As required by the Community Charter, the Financial Plan Bylaw includes:
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.
In 2009 we reported our assets and the related amortization expense to comply with accounting
rules in PSAB 3150. The Financial Plan Bylaw now includes a figure for the annual amortization
expense and an offsetting entry to draw down the value of the Tangible Capital Assets. These
items are accounting entries and do not represent cash being spent.
The amortization figure does have some relevance for financial planning, even if it is based on
historic cost rather than replacement costs. If we compare the annual amortization expense to
the amount we spend on replacement of our existing assets or transfers to reserves to later fund
the same, one would see that the amortization expense is considerably more. This highlights the
fact that we currently have an infrastructure funding gap which means that we are consuming
more of our assets than we are replenishing. Fortunately, we have relatively new infrastructure so
we have some time to bridge this funding gap.
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
2013 2014 2015 2016 2017 2018
Average Home Municipal Levies:
General Purpose (Gen. & ISR)1,728.26 1,769.89 1,813.11 1,862.76 1,914.03 1,966.96
Drainage 4.58 9.78 15.14 20.66 26.36 32.24
Parks & Recreation 1.90 6.24 10.70 15.30 20.05 24.95
Subtotal Property Taxes 1,734.74 1,785.91 1,838.95 1,898.72 1,960.44 2,024.15
User Fees
Recycling (fixed rate)70.20 70.20 70.20 72.15 74.15 76.20
Water (fixed rate)475.70 501.90 529.50 558.60 589.30 621.70
Sewer (fixed rate)309.45 322.05 335.25 349.05 363.50 378.60
Total Property Taxes and User Fees 2,590.09 2,680.06 2,773.90 2,878.52 2,987.39 3,100.65
2013 2014 2015 2016 2017 2018
Average Home Municipal Levies Increases:
General Purpose 2.25%1.90%1.92%2.20%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.50%0.70%0.70%
Parks & Recreation 0.125%0.25%0.25%0.25%0.25%0.25%
Drainage 0.30%0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase %3.18%2.95%2.97%3.25%3.25%3.25%
Recycling Increase %3.01%0.00%0.00%2.78%2.77%2.76%
Water Increase %5.50%5.51%5.50%5.50%5.50%5.50%
Sewer Increase %4.05%4.07%4.10%4.12%4.14%4.15%
Total Property Taxes and User Fees Increase 3.91%3.47%3.50%3.77%3.78%3.79%
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 217 | P a g e
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.
For this amendment to the Financial Plan an advertisement will be placed in the local paper.
Public input into the financial plan and departmental business plans is incorporated indirectly
through regular feedback and interaction with customers and the public as well as through the
results of surveys. A public question and answer period, with the use of social media, is planned
for April 28th at 6:00 pm.
g) 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 2014-2018 Financial Plan Bylaw No.7043-2013.
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 Plan provides a
forecast of the financial resources that are availa ble to fund operations, programs and infrastructure for
the five year period.
_______________________________________________
Prepared by: Trevor Thompson, BBA, CPA, CGA
Manager of Financial Planning
_______________________________________________
Approved by: Paul Gill, BBA, CPA, CGA
General Manager, Corporate & Financial Services
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 218 | P a g e
CORPORATION OF THE DISTRICT OF MAPLE RIDGE
BYLAW NO. 7076-2014
A bylaw to amend Maple Ridge 2014-2018 Financial Plan Bylaw No. 7043-2013
____________________________________________________________________________________
WHEREAS, through a public process in an open meeting the business 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 a process of public consultation under Section 166 of the
Community Charter;
The Council for the District of Maple Ridge ENACTS AS FOLLOWS:
5. This Bylaw may be cited as Maple Ridge 2014-2018 Financial Plan Amending Bylaw
No. 7076-2014.
6. Statement 1, Statement 2 and Statement 3 attached to and forming part of Maple Ridge 2014-
2018 Financial Plan Bylaw 7043-2013 are deleted in their entirety and replaced by Statement 1,
Statement 2 and Statement 3 attached and forming part of Maple Ridge 2014-2018 Financial
Plan Amending Bylaw No. 7076-2014.
READ a first time the day of April, 2014.
READ a second time the day of April, 2014.
READ a third time the day of April, 2014.
PUBLIC CONSULTATION completed on the day of May, 2014.
ADOPTED the ___ day of ________________, 2014.
________________________________
PRESIDING MEMBER
________________________________
CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 219 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Amending Bylaw 7076-2014
Statement 1
Consolidated Financial Plan 2014-2018 (in $ thousands)
2014 2015 2016 2017 2018
REVENUES
Revenues
Development Fees
Developer Contributed Assets 16,500
16,500
16,500
16,500
16,500
Developer Cost Charges 15,611
9,606
11,418
7,594
5,955
Developer Specified Projects -
-
-
-
-
Parkland Acquisition 200
200
200
200
200
Contributions from Others 3,116
1,256
1,275
1,249
1,238
Development Fees Total 35,427 27,562 29,393 25,543 23,893
Property Taxes 68,373
71,632
75,312
79,487
83,619
Parcel Charges 2,857
2,957
3,058
3,163
3,243
Fees & Charges 37,143
39,032
41,029
42,690
43,974
Interest 1,853
1,853
1,853
1,853
1,853
Grants (Other Govts) 5,370
4,984
3,921
4,309
3,421
Property Sales -
4,250
-
-
-
Total Revenues 151,023 152,270 154,566 157,045 160,003
EXPENDITURES
Operating Expenditures
Interest Payments on Debt 2,240
2,439
2,304
2,165
2,081
Amortization Expense 19,391
20,124
20,929
21,766
22,637
Other Expenditures 108,903
98,438
101,976
106,701
110,669
Total Expenditures 130,534 121,001 125,209 130,632 135,387
ANNUAL SURPLUS 20,489
31,269
29,357
26,413
24,616
Add Back: Amortization Expense (Surplus) 19,391
20,124
20,929
21,766
22,637
Less: Capital Expenditures 67,388
30,109
27,260
21,181
21,344
Less: Developer Contributed Capital 16,500
16,500
16,500
16,500
16,500
CHANGE IN FINANCIAL POSITION (44,008) 4,784 6,526 10,498 9,409
OTHER REVENUES
Add: Borrowing Proceeds 18,495
-
-
-
-
OTHER EXPENDITURES
Less: Principal Payments on Debt 2,660
3,953
4,047
4,143
4,184
TOTAL REVENUES LESS EXPENSES (28,173) 831 2,479 6,355 5,225
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve 4,973
549
549
549
701
Equipment Replacement Reserve 6,045
2,272
3,092
1,074
3,474
Fire Department Capital Reserve 3,578
250
1,750
-
-
Land Reserve -
4,250
-
-
-
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve -
-
-
-
-
Transfer from Reserve Fund Total 14,596 7,321 5,391 1,623 4,175
Less :Transfer to Reserve Funds
Capital Works Reserve 916
815
1,354
783
1,338
Equipment Replacement Reserve 2,722
3,080
3,169
3,321
3,448
Fire Dept. Capital Acquisition 1,332
725
820
950
1,079
Land Reserve 5
4,255
5
5
5
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve 30
30
30
30
30
Total Transfer to Reserve Funds 5,005 8,905 5,378 5,089 5,900
Transfer from (to) Own Reserves 19,379
(1,089)
(296)
(2,110)
(2,499)
Transfer from (to) Surplus (797)
1,842
(2,196)
(779)
(1,001)
Transfer from (to) Surplus & own Reserves 18,582 753 (2,492) (2,889) (3,500)
TOTAL INTERNAL TRANSFERS 28,173 (831) (2,479) (6,355) (5,225)
BALANCED BUDGET - - - - -
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 220 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Amending Bylaw 7076-2014
Statement 2
Revenue and Property Tax Policy Disclosure
Revenue Disclosure
Revenue Proportions 2014
2015
2016
2017
2018
$('000s) % $('000s) % $('000s) % $('000s) % $('000s) %
Revenues
Property Taxes 68,373 40 71,632 47 75,312 48 79,487 51 83,619 53
Parcel Charges 2,857 2 2,957 2 3,058 2 3,163 2 3,243 2
Fees & Charges 37,143 22 39,032 26 41,029 27 42,690 27 43,974 27
Borrowing Proceeds 18,495 11 - 0 - 0 - 0 - 0
Other Sources 42,650 25 38,649 25 35,167 23 31,705 20 29,167 18
Total Revenues 169,518 100 152,270 100 154,566 100 157,045 100 161,003 100
Other Sources include:
Development Fees Total 35,427 21 27,562 18 29,393 19 25,543 16 23,893 15
Interest 1,853 1 1,853 1 1,853 1 1,853 1 1,853 1
Grants (Other Govts) 5,370 3 4,984 3 3,921 3 4,309 3 3,421 2
Property Sales - 0 4,250 3 - 0 - 0 - 0
42,650 25 38,649 25 35,167 23 31,705 20 29,167 18
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 2.95% annually for:
General Purposes
Infrastructure Sustainability
Parks and Recreation Master Plan implementation
Drainage Improvements
Additional property tax revenue due to new construction is also included in the Financial Plan at
2.05% in 2014 and 2% annually for 2015 through 2018. Additional information on the tax increases
and the cost drivers can be found in the 2014-2018 Financial Plan Overview Report.
Specific policies discussing the tax increases are included in the Financial Sustainability Plan and
related policies which were adopted in 2004.
Property tax revenue includes property taxes as well as grants in lieu of property taxes.
Parcel Charges are largely comprised of a recycling charge, a sewer charge and, on certain
properties, a local area service or improvement charge. Parcel charges are a useful tool to charge all
or a subset of properties for a fixed or variable amount to support services. Unlike property taxation
the variable amount does not need to be related to property assessment value, but can be
something that more accurately reflects the cost of the service.
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 221 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Amending Bylaw 7076-2014
Statement 2 (cont.)
Revenue and Property Tax Policy Disclosure
Fees & Charges
The Business Planning Guidelines call for an increase of 5% in fees as a guideline. Actual fee
increases vary depending on the individual circumstances, the type of fee and how it is calculated.
Fees should be reviewed annually and updated if needed. Recent fee amendments include
recreation fees, development application fees, business license fees and cemetery fees. A major
amendment to the Development Costs Charges (DCC), recommended 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
2014-2018 Financial Plan Overview report.
Other Sources will vary greatly year to year as it includes:
Development fees which fund capital projects from the DCC Reserve
Contribution from others in relation to capital
Grants which are sought from various agencies and may be leveraged with District funds
PROPERTY TAX DISCLOSURE
Property Tax Revenue Distribution
Property Class Tax Rate
(`000s)(`000s)($ per 1000)
1 Residential 51,558 77.8%11,553,748 91.4%4.4625 1.0
2 Utility 516 0.8%12,911 0.1%40.0000 9.0
4 Major Industry 621 0.9%17,774 0.1%34.9163 7.8
5 Light Industry 2,643 4.0%207,624 1.6%12.7314 2.9
6 Business, Other 10,697 16.2%840,214 6.7%12.7314 2.9
8 Rec., Non-Profit 37 0.1%2,894 0.0%12.8080 2.9
9 Farm 151 0.2%4,983 0.1%30.3483 6.8
Total 66,224 100.0%12,640,148 100.0%
Taxation Revenue Assessed Value Multiple
(Rate / Res. Rate)
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 222 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Amending Bylaw 7076-2014
Statement 2 (cont.)
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, as the types of businesses in each class are similar.
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 the 2014 – 2018
Financial Plan, property taxes charged to major industrial class properties have been reduced; it
starts at $70,000 in 2014, increasing by $70,000 in each year of the plan.
In reviewing the tax rates to ensure competitiveness, absolute rates, tax multiples and overall tax
burden are considered. The impact that assessed values have 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. These are Council Policies
5.19 through 5.24. These policies discuss Churches, Community Halls, Heritage Sites, Homes for
the Care of Children and the Relief of the Aged, the Poor, the Disabled and the Infirm, Municipal
Recreational Services, Private Hospitals and Daycares, Private School and Youth Recreation Groups.
Revitalization Tax Exemption
A revitalization tax exemption is available within a defined downtown area and provides a financial
incentive to encourage development in the town centre. Further financial incentives are available for
buildings that qualify; additional information on the town centre incentives can be found on our
website. For more information on the tax exemption, please refer to both Bylaw 6789-2011 and
7010-2013.
APPENDIX H: 2014 – 2018 FINANCIAL PLAN
AMENDING BYLAW 7076-2014
Maple Ridge Financial Plan 2014 - 2018 223 | P a g e
Attachment to Maple Ridge 2014-2018 Financial Plan Amending Bylaw 7076-2014
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 2035 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 2019 through 2035. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2019 – 2035
(in $ thousands)
Capital Works Program 327,177
Source of Funding
Development Fees
Development Cost Charges 127,540
Parkland Acquisition Reserve -
Contribution from Others 6,756
134,296
Borrowing Proceeds 6,319
Grants 41,987
Transfer from Reserve Funds
Capital Works Reserve 8,935
Cemetery Reserve 115
Equipment Replacement Reserve 2,303
Fire Department Capital Reserve -
Infrastructure Sustainability Reserve 310
Transfer from Reserve Funds 11,663
Revenue Funds 132,911
Source of Funding 327,177
GLOSSARY OF TERMS
Maple Ridge Financial Plan 2014 - 2018 224 | P a g e
Assets – Resources owned or held by Maple Ridge,
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 physical plant; sometimes referred
to as infrastructure.
Capital Project – Major construction, acquisition, or
renovation activities which add value to the
physical assets or significantly increase their
useful life. Also called capital improvements.
Capital Reserve – An account used to segregate a
portion of the 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.
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, 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 Maple Ridge.
Division – The top level organizational unit to which
all departments report.
Expenditure – Payment for property or services for
the purpose of acquiring an asset, service or
settling a loss. Charges incurred (whether paid
immediately or unpaid) for operations,
maintenance, interest or other charges.
Financial Plan – Provides the statutory approval to
expend funds once approved by Council. Approval
for the five-year Financial Plan is provided annually
for operating purposes and for life of capital
projects beginning in the first year of the Plan
period.
Fixed Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other
equipment. These assets have a significant value
and a useful life of several years. Fixed assets are
also called capital assets.
Freedom of Information (FOl) – Freedom of
Information Act gives individuals rights to access
information held by local government and protects
their privacy by placing restrictions on local
government when collecting or disclosing personal
information.
Full-time Equivalent Position (FTE) – Employee
positions, which are authorized in the adopted
budget, to be filled during the year. A part-time
position converted to the decimal equivalent of a
full-time position. For example, a part-time
employee working for 20 hours per week in a 35
hour per week position is would be the equivalent
to 0.6 of a full-time position.
Fund – A fiscal entity with revenues and
expenditures, which are segregated for the
purpose of carrying out a specific purpose or
activity.
GLOSSARY OF TERMS
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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 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 (e.g. streets,
water, sewer, public buildings and parks).
Levy – To impose taxes for the support of 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 prime
development planning document for Maple Ridge.
RCMP – Royal Canadian Mounted Police. Contract
with the Federal Government to provide police
services (police officers); Maple Ridge provides the
clerical support services and facilities.
Revenue – Sources of income financing Maple
Ridge operations.
Ridge Meadows Recycling Society (RMRS) – A
community-based, charitable non-profit
organization, in partnership with 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 Maple Ridge
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 Maple Ridge
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.
ACRONYMS
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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
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Canada
Tel: 604-463-5221
Fax: 604-467-7329
www.mapleridge.ca