HomeMy WebLinkAboutFinancial Plan 2015-20192015 – 2019 Financial Plan
Maple Ridge
Mayor and Council
Mayor Nicole Read
Councillor Corisa Bell Councillor Gordy Robson
Councillor Kiersten Duncan Councillor Tyler Shymkiw
Councillor Bob Masse Councillor Craig Speirs
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 ........................................................................................................... 24
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 OVERVIEW REPORT ................................................................................................................................... 35
PROPERTY TAX INCREASES ...................................................................................................................................................37
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ...........................................................................................38
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ...................................................................................................................44
COST REDUCTION/CONTAINMENT/REVENUE ENHANCEMENT INITIATIVES IN RECENT YEARS ..........................................................47
UTILITIES & RECYCLING........................................................................................................................................................49
COMPOSITION OF PROPERTY ASSESSMENT BASE .....................................................................................................................51
STAFFING ...........................................................................................................................................................................52
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ....................................................................................53
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN ....................................................................................................................55
CAPITAL PROGRAM ..............................................................................................................................................................58
IMPACT TO THE AVERAGE HOME ............................................................................................................................................66
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? .....................................................................................................67
FINANCIAL INDICATORS.........................................................................................................................................................69
OTHER ITEMS .....................................................................................................................................................................72
CONCLUSION ......................................................................................................................................................................73
APPENDIX A - RECOMMENDATIONS FOR 2014-2018 FINANCIAL PLAN THAT WAS ADOPTED IN JANUARY 2014 ..............................73
GENERAL INFORMATION .......................................................................................................................................................74
FIVE-YEAR OPERATING PLAN OVERVIEW ..................................................................................................................... 75
2014 PROJECTED REVENUES & EXPENDITURES .....................................................................................................................76
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 including Sustainability & Corporate Planning ...............................................................................87
Communications ........................................................................................................................................................94
Emergency Program ..................................................................................................................................................96
Human Resources .....................................................................................................................................................98
Strategic Economic Initiatives ................................................................................................................................ 100
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES .............................................................................................. 104
Administration ......................................................................................................................................................... 105
Community Services ............................................................................................................................................... 108
Parks & Facilities .................................................................................................................................................... 112
Recreation ............................................................................................................................................................... 117
TABLE OF CONTENTS
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CORPORATE & FINANCIAL SERVICES .................................................................................................................................... 123
Administration ......................................................................................................................................................... 124
Clerk's ....................................................................................................................................................................... 127
Finance .................................................................................................................................................................... 130
Information Technology .......................................................................................................................................... 134
Fire Department ...................................................................................................................................................... 138
RCMP/Police Services ............................................................................................................................................ 143
PUBLIC WORKS & DEVELOPMENT SERVICES ........................................................................................................................ 148
Administration ......................................................................................................................................................... 149
Engineering .............................................................................................................................................................. 151
Licences, Permits & Bylaws .................................................................................................................................... 154
Operations Centre ................................................................................................................................................... 158
Planning ................................................................................................................................................................... 164
Ridge Meadows Recycling Society ......................................................................................................................... 168
FIVE-YEAR CAPITAL PLAN OVERVIEW ........................................................................................................................ 170
CAPITAL PROCESS ............................................................................................................................................................. 171
CAPITAL WORKS PROGRAM ................................................................................................................................................ 172
CAPITAL WORKS BUSINESS PLAN ........................................................................................................................................ 173
APPENDICES ............................................................................................................................................................. 174
APPENDIX A: MISSION AND VALUE STATEMENTS ................................................................................................................... 175
APPENDIX B: VISION 2025 STRATEGIC PLAN ....................................................................................................................... 175
APPENDIX C: PERFORMANCE MEASURES ............................................................................................................................. 178
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 ............................................................................................... 183
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY .............................................................................................................. 186
APPENDIX F: CAPITAL WORKS PROGRAM LISTING ................................................................................................................. 201
APPENDIX G: 2015-2019 FINANCIAL PLAN BYLAW 7145-2015 ......................................................................................... 209
GLOSSARY OF TERMS ........................................................................................................................................................ 219
ACRONYMS ...................................................................................................................................................................... 221
Distinguished Budget Presentation Award
The Government Finance Officers of the United States and
Canada (GFOA) presented a Distinguished Budget
Presentation Award to the City of Maple Ridge, British
Columbia for its annual budget for the fiscal year
beginning January 1, 2014. 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.
Maple Ridge Financial Plan 2015 - 2019 5 | P a g e
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
2015 – 2019 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
2014 accomplishments, explains efficiency and
effectiveness initiatives and discusses the business
challenges relevant to the 2015 – 2019 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 2015 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 2015-
2019 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 2014 and
continuing into this Financial Plan, Council has
provided us with direction to guide our work in the
development of the Financial Plan.
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.
2014 was an election year, and in November
Maple Ridge citizens came out to the polls to elect
their new Council which will be serving a four year
term instead of three. The turnout was up by 6%
compared to the 2011 election and in early
December the new Council was sworn in.
I would like to take the opportunity to thank the
outgoing Mayor and Council for their service to the
community. Our new Council is a wonderful
combination of experienced veterans and new
leaders who have emerged to move our community
forward. All of us on staff look forward to working
with this new team as they bring their individual
expertise and passion together to create a strong
vision for Maple Ridge.
The greatest opportunity and challenge that the
City faces is the rapid growth in both our
community and the region. In 2014 Council
completed important policy work that will help
define how the community adapts and evolves to
meet both the opportunities and the challenges.
The City’s Transportation Plan, Housing Action Plan
and Commercial & Industrial Strategies were all
completed in 2014, and our new Council is hard at
work assigning priorities in the implementation
work that has begun as we turn the plans into
action.
In the midst of this forward looking policy
development, Maple Ridge celebrated two very
significant milestones. On September 12, 2014
Maple Ridge, BCs sixth oldest community
celebrated its 140th Anniversary of Incorporation.
Even more special, on that same day, Maple Ridge
changed from a ‘District’ to become BCs 50th City.
This change in designation is symbolic of the
changing face of our community.
The professionalism and dedication of everyone I
work with is an inspiration every single day. We
have a very committed staff that strives to provide
excellent service to the citizens of Maple Ridge. As I
mentioned, I thank our past Council for their
service and look forward to working with Mayor
Read and the new Council. All of us on staff share
their commitment to creating a great community.
Maple Ridge is an outstanding community to live in
and is located in a beautiful natural setting.
Thank you for taking the time to review this report.
We are all very proud of our community. This is our
home. This is our future.
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 2015 – 2019. 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 City 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 183; 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.
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
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.
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 City 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
2013 2014 2014 2015 2016 2017 2018 2019
Property taxes 68,079 71,350 71,231 73,924 77,765 81,983 86,180 90,527
User fees and other
revenue 34,291 38,275 38,193 39,049 41,052 42,795 44,613 46,560
Senior government
transfers 3,797 2,511 4,855 6,121 6,524 3,759 3,421 4,585
Development revenue 9,799 8,694 18,393 38,732 7,453 9,168 7,749 10,326
Interest income 2,577 2,425 1,853 1,868 1,883 1,898 1,913 1,928
Contributed assets 46,582 23,232 16,500 16,500 16,500 16,500 16,500 16,500
Property Sales - - - 4,250 - - - -
165,125 146,487 151,025 180,444 151,177 156,103 160,376 170,426
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
2013 2014 2014 2015 2016 2017 2018 2019
Protective services 31,158 31,988 35,221 34,587 35,660 37,106 38,504 39,954
Transportation services 16,625 17,323 18,796 19,912 19,771 19,897 20,632 21,312
Recreation and culture 19,629 21,184 22,572 24,411 24,670 25,303 26,030 26,783
Water Utility 14,809 15,375 20,010 18,174 15,459 16,553 17,423 17,589
Sewer Utility 9,583 9,342 10,272 10,179 9,988 10,422 10,837 11,268
General government 13,566 14,517 18,987 16,538 13,026 13,422 14,058 14,502
Planning, other 5,487 4,917 4,675 6,045 5,800 5,929 6,055 6,183
110,857 114,646 130,533 129,846 124,374 128,634 133,541 137,592
Annual Surplus 54,268 31,841 20,492 50,598 26,803 27,469 26,835 32,834
Other Items
Borrowing proceeds - - 18,495 7,048 - - - -
Amortization funded by
capital equity 17,951 19,094 19,390 20,125 20,928 20,928 21,766 22,637
Capital, principal &
other (18,947) (21,035) (64,064) (89,294) (26,918) (22,501) (25,369) (26,976)
Contributed assets (46,582) (23,232) (16,500) (16,500) (16,500) (16,500) (16,500) (16,500)
Transfers to (from)
Reserves and Surplus $ 6,690 $ 6,668 ($22,187) ($28,023) $ 4,313 $ 9,396 $ 6,732 $11,995
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 201.
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 2015 - 2019 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
expenditures and transfers to other funds must not exceed proposed funding sources plus transfers from
other funds2.
AVERAGE TAX IMPACT
2013 2014 Increase %
City 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%
City, Recycling, Utilities & Fire $2,590.09 $2,687.22 $97.13 3.75%
The actual 2014 increases in City Property Taxes and Recycling User Fees were less than originally
budgeted. See Appendix H on page Error! Bookmark not defined. 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 2015 - 2019 14 | P a g e
Maple Ridge Financial Plan 2015 - 2019 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
Maple Ridge Financial Plan 2015 - 2019 16 | P a g e
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
Maple Ridge Financial Plan 2015 - 2019 17 | P a g e
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.
There’s little doubt that Maple Ridge offers an
outstanding quality of life. A family-oriented community,
Maple Ridge boasts outstanding parks, a vibrant local
economy and affordable real estate. Not only is Maple
Ridge one of the fastest growing regions in Metro
Vancouver, our residents also have growing spending
power. Our average annual household income is over
$93,000 and we’ve seen average incomes grow by
13% over the past five years3.
A growing population with an increasing disposable
income presents great opportunities for savvy
entrepreneurs and investors. Maple Ridge is a proven
market for quality home builders, boutique shops and
artisan food producers; we’re looking forward to
welcoming new high-end farm markets, craft brewers
and restaurants.
Maple Ridge is actively fostering a business climate
that encourages private investment by new and existing
companies helps meet the growing demand for the
high-value local jobs. The new Town Centre and
Employment Land investment incentive programs are
designed to accelerate investment and job growth in
Maple Ridge. These programs provide municipal tax
exemptions, reduced development cost charges and
reduced building permit fees for new commercial
construction, commercial renovation and façade
improvement projects. Eligible projects include retail,
industrial, hotel, office building, mixed-use and post-
secondary developments.
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 moving to Maple Ridge
might be the best move you’ll ever make
3 BC Business, Best Cities for Work in BC, Dec 2014
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 65 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
City of Maple Ridge Government
Overwaitea Food Group Grocery
Fraser Regional Corrections Corrections
RM Assoc for Community Living Health Care
Arcus Community Resources Health Care
Safeway Maple Ridge Grocery
West Coast Auto Group Vehicle Sales
Waldun Forest Products Wood Products
Source: BC Stats, October 2011
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
Maple Ridge Financial Plan 2015 - 2019 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 2014) for
single-family residences in Maple Ridge is
$478,500.
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
Sun Life Assurance Co. of Canada Westgate Shop Ctr
BC Hydro & Power Authority Distribution Lines
Bucci Investment Corporation Inc Valley Fair Mall
International Forest Products Ltd. Lumber MillsM R
Landmark 2000 Centre Ltd Shop Ctr, Auto Dealer
Narland Properties (Haney) Ltd. Haney Place Mall
FortisBC Energy Inc. Gas Lines
Telus (BC Telephone Company) Poles, Lines, Towers
Canadian Pacific Railway Co. Railway Tracks
22475 Dewdney Trunk Road Inc. Maple Ridge Square
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.
The Mayor annually appoints members of Council to sit
on the Board of various committees and government
agencies. The appointments for 2014 – 2015 are as
follows:
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 and Finance Committee
Committee of the Whole
Select Committees and Commissions 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
Community Heritage Commission
Economic Advisory Commission
Municipal Advisory Committee on Accessibility Issues
Parks & Leisure Services Commission (MR/PM)
Public Art Steering Committee
Social Planning Advisory Committee
Members of Council represent Maple Ridge on the
Boards of these agencies:
Fraser Basin Council
Fraser Valley Regional Library
Metro Vancouver Aboriginal Relations Committee
Metro Vancouver Climate Action Committee
Metro Vancouver Housing Committee
Metro Vancouver Mayors Committee
Metro Vancouver Performance and Procurement
Committee
Metro Vancouver Regional District
Metro Vancouver Regional Parks Committee
Metro Vancouver Regional Planning and Agricultural
Committee
Metro Vancouver Utilities Committee
Metro Vancouver Utilities Committee
Members of Council serve as a link between these
community organizations and the City:
Alouette River Management Society
Chamber of Commerce
Emergency Planning Committee
Fraser Health Authority
Fraser Regional Correctional Centre
Maple Ridge Pitt Meadows Arts Council
Pitt Meadows Airport Society
Ridge Meadows Recycling Society
Ridge Meadows Seniors Society
Ridge Meadows Youth Council
Ridge Meadows Youth Justice Advocacy
UBC Malcolm Knapp Research Forest Community
Advisory Board
ELECTED AND APPOINTED OFFICIALS
Maple Ridge Financial Plan 2015 - 2019 21 | P a g e
Elected Officials (2014 – 2018)
Mayor Nicole Read
Councillor Corisa Bell Councillor Gordy Robson
Councillor Kiersten Duncan Councillor Tyler Shymkiw
Councillor Bob Masse Councillor Craig Speirs
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 of Economic
Development
Lino Siracusa
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, CPA, 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 & 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, CPA, CGA
Manager of Business Systems.............................................................................................................. Kathleen Gormley
Manager of Corporate Communications .................................................................................................. Fred Armstrong
Manager of Economic Development ........................................................................................... Lino Siracusa, BA, MBA
Manager of Financial Planning .................................................................................... Trevor Thompson, BBA, CPA, CGA
Manager of Legislative Services & Emergency Program .................................................................................. Ceri Marlo
Manager of Revenue & Collections ........................................................................................................... Silvia Rutledge
Manager of Sustainability & Corporate Planning ...................................................................... Laura Benson, CPA, CMA
Municipal Engineer ........................................................................................................................... David Pollock, P.Eng.
Senior Manager of Police Services – Finance & Administration..............................................................Maureen Jones
RCMP Officer in Charge ...................................................................................................... Superintendent David Fleugel
City Auditors - BDO Dunwoody LLP City Solicitors - Young Anderson – Municipal Law
City Bankers - TD Canada Trust - Heenan, Blaikie – Labour Law
Maple Ridge Financial Plan 2015 - 2019 22 | P a g e
Maple Ridge Financial Plan 2015 - 2019 23 | P a g e
Financial Policies and Fund Structure
Financial Policies
Fund Structure
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2015 - 2019 24 | P a g e
FINANCIAL POLICIES
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 expenditures
with a representative from the Finance Department
comparing actual performance to what was planned in
the adopted budget. Regular reviews ensure significant
variances are identified and addressed earlier.
Long Range Financial Policies
Based on Council’s strategic direction to make Maple
Ridge among the most sustainable communities in the
world, the Financial Sustainability Plan was developed
and the policy adopted in 2004. This policy lays the
groundwork for the continuance of high quality services
and provides a legacy for future generations. It will po-
sition 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 2015 - 2019 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 183.
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
162. 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 City 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 City 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 page 59.
Maple Ridge Financial Plan 2015 - 2019 26 | P a g e
Maple Ridge Financial Plan 2015 - 2019 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 2015 - 2019 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 City 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 City
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.
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Maple Ridge Financial Plan 2015 - 2019 29 | P a g e
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2015 - 2019 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. (Updated December 2014)
1. Property Tax Increase for General Purposes –
1.92% in 2015, 2.2% in 2016 and 2.00% per
year in 2017 and 2018.
2. Infrastructure Sustainability Property Tax
Increase – 0.50% per year in 2015 and 2016
and 0.70% per year in 2017 and 2018.
3. Parks, Recreation and Culture Levy – 0.25% per
year in 2015 through 2018.
4. Storm Water Levy – 0.30% per year in 2015
through 2018.
5. Water Levy – 5.50% per year in 2015 through
2018.
6. Sewer Levy – 4.60% per year in 2015 through
2018 (with no change to parcel charge).
7. Recycling Levy – 2.75% per year in 2015
through 2018.
8. Growth in Property Tax Revenue Assumption –
growth was 2.05% in 2014, the expected growth
for 2015 has been amended to 1.00% and
2.00% per year for the years 2016 through to
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 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
5.00%.
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.
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.
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2015 - 2019 31 | P a g e
30. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability Plan
policies approved in October 2004.
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 (2015 – 2019) was as follows:
February 2014 Complete staff debriefing sessions for previous year’s business plan
April 2014 Public Question & Answer session – Monday, April 28, 2014
May 2014 Distribute staff only version of “Business Planning Guidebook – 18th Edition for
2015 – 2019”
June–August
2014
Training available on request at any time
Develop Business Plans (full version)
Update Scorecards
DEADLINE for capital and operating budgets – as per Council direction, the 2014-
2018 Financial Plan will carry us through until sometime next spring. For 2015, we
must work with the approved budget; there will be no new 2015-2019 Financial
Plan until next spring.
September 2014 Scorecards considered final by Friday, September 26, 2014
Submit draft Business Plan (one copy) to Business Planning Committee by Friday,
September 26, 2014
October 2014 Submit final Business Plan (one copy) to Business Planning Committee by
Wednesday, October 15, 2014
November 2014 Departmental Business Plan and Budget discussion with CMT on Tuesday,
November 4, Wednesday, November 5 and Thursday, November 6, 2014
CMT reviews Business Plans; makes preliminary recommendations; and, gives
feedback to departments (second week of November)
Business Plans published for Council and the public
Community Surveys undertaken
First Quarter
2015
Departmental Business Plan and Budget presentations to Council dates to be
announced
Council reviews Business and Financial Plans and makes appropriate amendments
Community Survey Data delivered to Council
Council adoption of Financial Plan Bylaw
Maple Ridge Financial Plan 2015 - 2019 32 | P a g e
Maple Ridge Financial Plan 2015 - 2019 33 | P a g e
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
FINANCIAL PLAN HIGHLIGHTS
Maple Ridge Financial Plan 2015 - 2019 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 is
1.92% in 2015, 2.2% in 2016 and 2.00% per
year in 2017 and 2018.
Infrastructure Sustainability Property Tax
increase is 0.50% per year in 2015 and 2016
and 0.70% per year in 2017 and 2018.
Growth in Tax Revenue from all property classes
was 2.05% in 2014, the expected growth for
2015 has been amended to 1.00% and 2.00%
per year for the years 2016 through to 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 is 0.25% per
year in 2015 through 2018.
Storm Water Levy is 0.30% per year in 2015
through 2018.
Water Levy is 5.50% per year in 2015 through
2018.
Sewer Levy is 4.60% per year in 2015 through
2018 (with no change to parcel charge).
Recycling Levy is 2.75% per year in 2015
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 58.
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 12 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 61
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 55.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 35 | P a g e
Financial Overview Report
In December 2014 a Financial 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 2015 and beyond.
The final outcome is a Financial Plan Bylaw which Council
adopted on May 12, 2015. The main substance of this
report is included below and has been enhanced to
include additional information.
Table of Contents
PROPERTY TAX INCREASES ......................................................................................................................................... 37
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? .......................................................................... 38
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ..................................................................................................... 44
COST REDUCTION/CONTAINMENT/REVENUE ENHANCEMENT INITIATIVES IN RECENT YEARS .................................. 47
UTILITIES & RECYCLING .............................................................................................................................................. 49
COMPOSITION OF PROPERTY ASSESSMENT BASE ..................................................................................................... 51
STAFFING .................................................................................................................................................................... 52
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ................................................................... 53
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN ...................................................................................................... 55
CAPITAL PROGRAM ...................................................................................................................................................... 58
IMPACT TO THE AVERAG E HOME ................................................................................................................................. 66
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? ...................................................................................... 67
FINANCIAL INDICATORS ............................................................................................................................................... 69
OTHER ITEMS .............................................................................................................................................................. 72
CONCLUSION ............................................................................................................................................................... 73
APPENDIX A - RECOMMENDATIONS FOR 2014-2018 FINANCIAL PLAN THAT WAS ADOPTED IN JANUARY 2014 ...... 73
GENERAL INFORMATION ............................................................................................................................................. 74
Summary of Update
Each year, City Council receives a Financial Overview Report which provides a synopsis of its five year
financial plan. The last report was provided in December 2013 and covered the financial planning period
from 2014-2018. In April 2014, City Council reviewed the revenue requirements for 2015 and lowered
the tax increase. This was done to allow the incoming Council to focus on its strategic direction as a
priority. The Financial Overview Report for 2014-2018 has now been updated to reflect the changes
authorized by Council and to incorporate other information received in recent months. The notable
changes are:
additional staff in Public Works & Development Services to improve processing time for development,
the related fee increases to support the additional costs and the temporary funding to allow the
phasing in of the fee increases;
extension of the Town Centre Investment Incentive Program, the Employment Land Investment
Incentive Program and extension of the Façade Improvement funding;
the reduction in the estimate for 2015 growth revenue due to new construction and the cost reductions
to offset the reduction in revenue;
the property tax increases, as approved last May;
the Capital Improvement Program as approved last October.
The 2014 information remains in this report as it provides relevant context. The discussion on the key
cost drivers, “What would a zero tax increase look like?” and the section “Cost Reduction/ Containment/
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 36 | P a g e
Council
Welcomes
Your Input!
Revenue Enhancement Initiatives in Recent Years” remain in their original form. While the cost increases
differ year to year, the underlying cost drivers remain the same.
The 2015-2019 budgets will be updated in April once the finalized property assessment information is
received from BC Assessment. At that time Council will receive the 2015-2019 Financial Plan Bylaw as
well as the 2015 Property Tax Rates Bylaw.
Introduction
Budgeting is a balancing act between what the City would like to do and what it can afford. Budget
decisions affect the funding for the programs and services we depend on for our quality of life every day.
The budget outlines City priorities. Each budget takes into account long-term goals, immediate needs,
changing economic conditions and affordability for our citizens. This is why the City 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 bylaw covers five years, the year it is enacted and the following four years.
Council and staff undertake a 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 Financial 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 Financial Plan – no surprises!
The plan also shows proposed sources of funds and their application to capital projects such as building
construction, road repairs, infrastructure upgrades, land and equipment purchases.
Open and Transparent Budget Deliberations
Council and City 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 37 | P a g e
Property Tax Increases
In the 2013-2017 budget, Council was able to reduce the property tax increases
and hoped to make further reductions in future budgets.
This is exactly what happened!
The property tax increases 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.
General Purpose—The General Purpose component of the increase is what is used to cover cost
increases of existing services as well as any minor incremental adjustments.
Infrastructure Sustainability—Dedicated funding was implemented in 2008.
Drainage and Parks & Recreation—New for 2013 was a drainage tax increase to fund drainage
infrastructure improvements and an increase to implement the Parks, Recreation and Culture Master
Plan.
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%n/a n/a
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 - 2018 Budget Adopted January 2014 3.25%3.25%3.25%3.25%3.25%
2014 - 2018 Adopted Budget- May (2014 Actual)2.95%2.97%3.25%3.25%3.25%
Council Wanted to Reduce the Property Tax Increase.
As You Can See By This Chart, This is Exactly What They Did!
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire Levy
Town
Centre
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%0.50%0.30%0.25%2.97%
2014 1.90%0.50%0.30%0.25%Inc. in GP 2.95%
2013 2.25%0.50%0.30%0.13%300,000 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%600,000 1.00%6.18%
2006 3.75%600,000 1.00%6.37%
2005 3.00%600,000 1.00%5.77%
2004 3.00% 1.00%4.00%
2003 3.00%1.00%4.00%
FINANCIAL PLAN OVERVIEW
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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. Ongoing cost increases, after 2013, are funded through growth and the General Purpose increase.
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.
Where Does The Money Come From and Where Does It Go?
Conceptual Overview
This section provides a conceptual overview of what the City can expect in additional revenue year over
year. Growth in the property tax base as a result of new construction and property tax increases provide
the bulk of new revenue, which amounts to just over $3.0M in 2014. Due to lower growth in 2015,
revenue expectations have been reduced and planned expenditures have also been reduced to
compensate.
New Revenue
The property tax increase consists of increases for general purposes, dedicated infrastructure renewal
and replacement, phased implementation of the Parks, Recreation and Culture Master Plan and drainage
improvements.
The following table illustrates growth rate assumptions and tax increases and the associated revenues
that have been included in the Financial Plan. Key line items are explained on the following page.
Conceptual Overview of New Revenue
Item ($ in thousands)2014 2015 2016 2017 2018 2019
Previous Year's Taxation 63,105 66,180 68,695 72,370 76,425 80,475
Growth Rate 2.05%1.00%2.00%2.00%2.00%2.00%
Growth Rate (Incentive Program to Infrastructure)0.23%0.46%0.15%
Growth Revenue 1,295 660 1,530 1,780 1,645 1,610
Previous Year's Taxation + Growth 64,400 66,840 70,225 74,150 78,070 82,085
Property Tax Increases:
General Purpose 1.90%1.92%2.20%2.00%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.70%0.70%0.70%
Parks & Recreation Improvements 0.25%0.25%0.25%0.25%0.25%0.25%
Drainage Improvements 0.30%0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase 2.95%2.97%3.25%3.25%3.25%3.25%
Property Tax Increase 1,900 1,985 2,275 2,405 2,535 2,670
Reduce Major Industry Rate (70)(70)(70)(70)(70)
Supplementary Adj. Contingency & Other (50)(60)(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 3,075 2,515 3,675 4,055 4,050 4,220
Total Property Taxation 66,180 68,695 72,370 76,425 80,475 84,695
Gaming Revenue Increase 550
Rev Impact PW&D - Staffing cost increase 75 75 75
Increases in Other Revenue 175 210 240 220 205 210
Increase in General Revenue 3,800 2,725 3,910 4,355 4,325 4,495
When Costs Go Up as a Result of Inflation,
Increases Must be Covered Within This Line
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 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
why 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 2% or less in the last
six years. In some respects, the City is fortunate in that it does not rely heavily on any one industry for its
revenues.
In 2014, gaming revenues were projected to increase by $550,000 and other revenues were 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. The next section shows the demands
against this revenue.
Transfers
The City 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.
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.
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 $925,000 of the new revenue for 2014.
We have little discretion in funding many of these items as they reflect the costs associated with existing
contracts (such as Labour, RCMP, Library and Recycling).
Item ($ in thousands)2014 2015 2016 2017 2018 2019
Additional General Revenue available 3,800 2,725 3,910 4,355 4,325 4,495
Transfers to Reserves:
Capital Works Reserve (100)(25)(35)(40)(40)(40)
Fire Department Capital (50)(40)(60)(100)(105)(105)
Equipment Replacement Reserve (10)(50)(50)(50)(50)
Capital Works Reserve Adjustment 500 (150)(250)200 (50)
Salary & Other Recoveries 130 130 135 135 135
General Revenue Funded Capital (net CWR tfrs)(275)(100)(140)(160)(160)(160)
Available after transfers 3,875 2,530 3,505 4,340 4,055 4,275
We Use Reserves to Provide Long-Term Financial Stability
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 40 | P a g e
Conceptual Overview of Expenditure Changes
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 additional staff authorized by Council in the Public
Works & Development Service Division are budgeted in 2015 and
2016.
Fire Department: Implementation of the Fire Department Master Plan
is reflected in these costs. Fifty-one full-time firefighters have been
hired since the phased implementation of the Fire Department Master
Plan. Costs are increasing even though no additional firefighters are
provided for. Operating costs for Fire Hall #4 are included in 2016.
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 an average of 1.5 members being added each year.
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 about
$25,000. This is a much lower increase than previously anticipated as a result of a change in the
funding formula.
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 $3,075,000. The 2014-
2018 budget includes an increase for infrastructure of between 0.5% - 0.7% annually. This amount is
supplemented by committing the additional gaming revenues and growth in property taxes due to the
Town Centre Incentive Program to infrastructure replacement.
Item ($ in thousands)2014 2015 2016 2017 2018 2019
Available after transfers 3,875 2,530 3,505 4,340 4,055 4,275
Increase in expenditures:
Labour (excluding Fire Dept.)(625)(1,045)(870)(825)(775)(780)
Transfer - Building Reserve - PW&D Staff 135 125 (260)
Allocation of Growth Funds PW&D -PW&D Staff 85 65
Use of Surplus (2017, 2018) - PW&D Staff 125 (50)(75)
Fire Department (400)(400)(510)(400)(415)(415)
Parks & Recreation Master Plan (150)(165)(175)(185)(195)(205)
Policing (RCMP, ITEAMS, ECOMM)(925)(625)(430)(880)(765)(815)
Fraser Valley Regional Library (25)(25)(80)(80)(85)(85)
Inflation Allowance (100)100 (205)(215)(230)(230)
Infrastructure Replacement - (Town Centre Growth)(155)(335)(115)
Infrastructure Replacement - (Gaming)(550)
Infrastructure Replacement - (Tax Increase)(325)(335)(350)(520)(545)(575)
Drainage Levy Related Projects (200)(200)(210)(220)(235)(245)
Growth Costs (409)(395)(395)(395)(395)
Other Items (100)(150)(190)(245)(165)(200)
Arenas (CPI and Subsidized Ice)(100)(90)
Actuarial Accrual, Service Severance & Sick Liab.150
Cottonwood Landfill Closure (15 years)(200)
Available after expenditures (84)(95)60 (30)85 165
Surplus from prior year 68 78 20 40 16 103
Other Adjustments & Rounding 94 37 (40)6 2 (13)
General Revenue Surplus 78 20 40 16 103 255
There are a number
of contracts already in
place. There is little
discretion in funding
these commitments.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 41 | P a g e
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. The inflationary allowance has been removed for 2015 due to lower growth
revenue. Increased costs in 2015 that are not already built in will need to be internalized by the
departments.
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.
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.
Conceptual Overview of Distribution of New Revenue
Of the $3.8 million available in new revenue, the demand from the labour category including Police and
Fire is about $2 million. Following is a chart illustrating the distribution of new revenues for 2014.
The preceding section provides a brief overview of increases in revenues and where that money goes. It
illustrates those items that have an impact on general revenue. The rate of cost increases in certain
areas (i.e. Police) exceeds the rate of the general tax increase. In other areas, revenues are not
increasing at the same rate as costs. This leaves minimal room for enhancements to services unless
reductions are considered in other areas or new revenue sources, such as grants, are found.
Labour
19%
Fire Dept. (Labour &
Capital)
13%
Policing
28%
Drainage Levy
6%
Infrastructure
Replacement
(exluding gaming
funds)
10%
Parks, Recreation
and Culture Master
Plan
4%
Growth
12%
Capital
8%No your eyes are
not deceiving you.
Police and Fire
expenses account
for about
40% of the money
we receive.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 42 | P a g e
Item ($ in thousands)2014 2015 2016 2017 2018 2019
General Revenue Surplus 78 20 40 16 103 255
Incremental Adjustments and Capital to be funded from Accumulated Surplus
Recent Items Approved By Council (in Resolutions)
Employment Land Investment Incentive Program (1,000)
Façade Improvement Program (BIA)(25)(25)
Fund from Reserves (RCP/Surplus)1,025 25
Additional Development Staff (268)(391)(398)(411)(421)
Increased Development Fees (3% in 2017, 2018 & 2019)74 150 229
Growth Funding Distributed PW&D 84 84 149 149 149
Fund from Reserves (Building Permits)134 257
Water & Sewer Salary Recovery 50 50 50 50 50
Transfer from (to) Accumulated Surplus 125 62 (7)
Items Previously Approved By Council (in previous Financial Plan Bylaws)
Doc. Management Implementation (2 yrs.)(150)
Façade Improvement Program (25)
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)
Capital Items
Drainage - Flood Study N. Alouette (150)
Drainage - ISMP Watershed Review (350)
128 Ave (210 - 216)(300)
Selkirk Ave (225 - 227)(145)
256 St @ DTR Intersection Upgrade (Design)(50)
Gravel Study (100)
Downtown Improv. - Lougheed Hwy (224 - 226)(2,400)
Transfer from Accumulated Surplus 1,090 595 2,400
General Revenue Surplus 78 20 40 16 103 255
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 to maintain additional inventory. The 2015 growth expense budgets have been removed due to
lower growth revenue.
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.
Item ($ in thousands)2014 2015 2016 2017 2018 2019
General Revenue Fund
Transfer to Fire Dept. 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 (PWDS)65 -65 65 65 65
Corporate & Financial Services (CFS)65 -65 65 65 65
Community Dev, Parks & Rec (CDPR)65 -65 65 65 65
General Revenue Total 409 0 395 395 395 395
Water Revenue Fund - Maintenance 15 15 15 15 15 15
Sewer Revenue Fund - Maintenance 10 10 10 10 10 10
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Maple Ridge Financial Plan 2015 - 2019 43 | P a g e
Items Recently Approved by Council Resolution
1. Employment Land Incentive Program & Town Centre Investment Program—The incentive programs
were presented to Council in October 2014. Council approved a recommendation to set aside
$1,000,000 to fund the Employment Land Incentive Program and an additional $50,000 to fund a
Town Centre façade improvement program over 2015-2016, in partnership with the Downtown
Business Improvement Area.
2. Development Services Resources—Recently Council approved additional staff in development
processing. The cost of these staff will be covered in the long run through increased fees, salary
recovery from the Water & Sewer Utilities and the commitment of General Revenue allocation of
growth funding. In the short term, until the user fees are phased in, the Building Reserve and Surplus
will be relied on.
Items Included in Previous Financial Plan Bylaws
The following incremental adjustments were approved by Council in previous Financial Plans.
1. Cottonwood Landfill Remediation—Remediation works are 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.
2. Implementation of Document Management—In 2013, 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 was the last year of the program offered in partnership with the
Business Improvement Association. Council approved an extension for 2015 and 2016.
4. Treat Noxious Weeds on City Property—A budget of $50,000 per year for 5 years has been 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 the City 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.
7. Joint Leisure Services Agreement Review—The City of 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 for the review that was done in 2014.
8. Capital Items Funded from Surplus—The Drainage levy will take time to build and two important
projects were advanced to 2014. As well, other capital works including improvements are to be
funded from Surplus. The largest draw planned is for the Lougheed Highway between the Gaming
Centre and 224 Street.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 44 | P a g e
Pay me now —
Pay me later!
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 (2.05%) $1,295,000
Projected Tax Increases (2.95%) 1,900,000
Adjust Major Industrial Tax Rate < 70,000>
Other Adjustments < 50,000>
Total $3,075,000
What this means is that the new construction as well as the projected tax increase is going to generate
an additional $3,075,000; the tax increase itself generates $1,900,000. 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 increased by $925,000. The largest changes are due to increases in
Pension Costs and RCMP Overhead, items that the City has no discretion with. There was
one additional police officer included in the 2014 budget and Council could have decided
not to add this position. This would have resulted in a cost reduction of $145,000 and was
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 would 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 needed to consider the effects of
this on public safety.
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 could 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 was 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.
This is the New Revenue
That We Expect for 2014
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 45 | P a g e
Parks & Leisure Services
2013 2014 Increase
Master Plan Funding $75,000 $225,000 $150,000
Comments: The Parks, Recreation and Culture Master Plan 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 was
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 was
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: The City relies on Reserve Funds to manage large expenditures and the above-noted
increases in contributions were planned for 2014. These systematic increases 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 smooth the impact of larger costs over time and remove volatility in fees
and charges.
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.
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Maple Ridge Financial Plan 2015 - 2019 46 | P a g e
Service Level Reductions (not recommended)
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. Port-a-Potties in Parks—Eliminate port-a-potties in City 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.
4. 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.
5. 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.
6. 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.
7. 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. The intent
was to offer citizens an alternative to burning branches or having to take such debris to the transfer
station.
8. 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.
9. 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.
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?”
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Maple Ridge Financial Plan 2015 - 2019 47 | P a g e
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 Reduction/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 – 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 of approximately $75,000.
5. RCMP Regional Forensic Investigation Unit – relocated to Maple Ridge.
6. Operations Fueling – centralized fueling of City 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.
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 2015 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.
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Maple Ridge Financial Plan 2015 - 2019 48 | P a g e
Service Delivery Improvements
1. ePayments – online payments for certain City 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 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 the City.
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, dehumidification and heat recovery system 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 the City $27,000 in fuel every year.
Similarly, the nine Toyota Prius hybrids save the City $5,600 in fuel every year.
3. Electric Vehicles – the City 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.
7. Reduced Number of Hardware Servers – ‘virtualization’ has allowed the City 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 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
Water Revenue Fund (5.5% increase)
Asset Management
1. Adaptive Reuse of Old Infrastructure – the City 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. City Lands – leveraged City land to get a new SPCA building built at substantial savings. As well,
utilized City 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. City 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 $50,000, BC Hydro Energy Manager
grant of $275,000 over four 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 recent past 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.
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.
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Maple Ridge Financial Plan 2015 - 2019 50 | 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
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 (MMBC).
* As a result of the MMBC contract, recycling fees have remained unchanged for 2014 and 2015. Annual rate increases of
2.75% are planned for 2016 through 2019, however they will be reviewed annually.
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Maple Ridge Financial Plan 2015 - 2019 51 | 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 2015 - 2019 52 | P a g e
Staffing
2015 Update
Positions were added in Public Works & Development Services, three in 2015 and one in 2016, to reduce
the time it takes to process development applications. The funding for these additions is explained in
more detail earlier in the report. For 2015, no additional funding for staff exists as there is no growth
funding and no incremental service level funding. The implementation of the Parks, Recreation and
Culture Master Plan, depending on which aspects are implemented first, may result in additional staff.
This chart shows the change in City staffing levels over the past 4 years. While there have been
reallocations of staff, the overall complement has increased by 46.9 positions or 12% 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 Master Plan. In addition, the civilianization of certain functions
previously carried out by RCMP officers resulted in an increase in 3 City staff in Police Services. After
deducting these increases (26), the net increase in staff is 20.9 over 4 years.
While the exempt staff pool grew by 4 positions over this same period, 2 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 46.9 total and the 20.9 net increase.
Grand Total 46.9
Less:
Fire 23.0
Police 3.0
Net 20.9
The net increase of
20.9 staff works out
to an increase of
5.6% over 4 years,
or about 1.4% per
year. This is less
than the growth
rate that has been
experienced in the
community.
Division Department 2013 Δ 09-13
CAO 1. CAO Admin 6.4 (0.6)
2. SEI 4.0 0.5
3. Human Resources 6.5 1.0
16.9 0.9 6%
CDPR 1. CDPR Admin 2.0 (1.0)
2. Community 12.5 2.5
3. Parks & Facilities 45.5 18.2
4. Recreation 43.2 (14.2)
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 Department 60.0 23.0
6. Police Services 44.5 3.0
149.5 31.1 26%
PWDS 1. PWD Admin 2.0 -
2. Engineering 28.0 -
3. Lic, Perm & Bylaw 30.5 2.5
4. Operations 74.9 4.9
5. Planning 17.0 2.0
152.4 9.4 7%
Grand Total 422.0 46.9 12%
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Maple Ridge Financial Plan 2015 - 2019 53 | P a g e
How Have We Been Doing in Relation to Our Budget This Year?
2014 Financial Outlook
As we begin to look forward to the 2015-2019 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, the City 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 2014, we expect annual building permit revenues to
exceed 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, the City began receiving revenues from the local gaming facility. In 2013 we received
$896,000, up from $819,000 received in 2012. We have recorded $784,000 in gaming revenues to
date in 2014 and expect annual revenues to meet our Financial Plan target of $1,050,000. 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 2015.
Revenues:
Investment income in the General Revenue Fund will exceed budget targets in 2014 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 $1,000,000 against a Financial Plan target of $1,135,000.
Gravel revenues will miss Financial Plan targets due to the timing of renewing our agreement with North
Fraser Developments.
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 10% due to vacancies. This shortfall can be
addressed through the reserve established for this purpose.
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 line with Council practice, all
or a portion of any savings will be transferred to the Police Services Reserve. In 2011, we were advised
of a potential retroactive pay adjustment for RCMP members. We had anticipated this issue would be
resolved in 2012, but to date, it has not been. We may need to draw on the Police Services Reserve for
funding pending the final outcome of the issue.
As you can see it is hard to predict revenue.
We don’t lock ourselves into expenditures at a high level.
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What is important, is that when the projects are
ready to proceed, they are in the approved budget
and funding is in place.
Fire Department costs will be within the annual budget envelope as a result of 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.
General government costs are expected to be under budget at the end of the year. Much of this relates
to the timing of various studies and projects, such as studies anticipated for the Albion Flats area and
work related to the implementation of new accounting standards, as well as payments related to the
Town Centre Investment 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 2015.
The above summary is based on results to the end of September and points to a General Revenue
surplus for 2014.
2014 Capital Projects
The budget for the Capital Works Program in 2014 is just over $72 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 $52 million and consists of:
Complete or nearly complete $15.0M
Well underway 21.0M
Early stages of design and tendering 16.0M
The budget for projects not yet started is approximately $20 million and consists of:
Grant Funding Not Secured $ 0.4M
Reliant on Other Capital Work 6.0M
Land Acquisition Delays 8.7M
Other 2.3M
Strategic, Staffing & Technical Delays 2.6M
The source of funding for capital projects also have constraints or conditions. For example, debt is
approved for specific projects such as the construction of Fire Hall No. 4 and the cemetery
expansion. This debt cannot be transferred to other projects. Similarly, projects funded by Development
Cost Charges (DCC) ($27M for 2014) 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 have not been included in
the DCC Bylaw
The following is a list of the larger projects approved previously which are 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) 11.7M
Whonnock Lake Improvements 1.2M
Fire Hall No. 4 Construction and Equipment 7.8M
Projects that do not finalize in 2014 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 2015 when the
Financial Plan is amended. A full listing of the 2014
capital projects is available on the City website.
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Changes to Previous 5-Year Financial Plan
Operating Budget Changes
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 2014-2018 Financial Plan
$ 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)
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.
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General Revenue Fund (GRF) Reconciliation of 2014-2018 Financial Plan (cont’d)
The preceding table demonstrates that even with the projected growth and annual tax increases , there
was almost no room for additional discretionary spending and not all areas requiring support can be
accommodated.
$ 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)
Add: Transfer from Committed Proj. Reserve- Succession Planning 101
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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General Revenue Fund (GRF) Reconciliation of 2014-2018 Financial Plan (cont’d)
In January of 2014, Council adopted the 2014-2018 Financial Plan Bylaw and subsequently amended it
in May and again in October. Since the last adoption, Council has made decisions with budget
implications. The budget has been updated to reflect these changes and includes new information. The
2019 year has also been added to the Financial Plan with a planned General Revenue Surplus of
$255,000. This amount may seem large, however even the slightest adjustment to growth assumptions
would eliminate this surplus very quickly.
The City has rigorous business planning practices that have served the community well in this economic
slowdown. These practices include a framework for considering what areas of business we should be in,
reconsidering vacant positions prior to rehiring and considering what each business area would look like
if there was substantially less funding. The City also has reserves that could be drawn down if revenues
soften. 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.
$ in thousands 2014 2015 2016 2017 2018
GRF Surplus in 2014-2018 Adopted Budget (Jan. 2014)78 99 212 107 115
Property Taxes (updated actual growth, increases reduced)26 (125)(130)(134)(138)
Grants in Lieu (BCBC, Power)(34)35 90 143 190
Other Adjustments (power costs, inflation, actuarial estimates)(44)34 (51)(90)(127)
Reduce Facility Lifecycle Spending 870 870 870
Transfer to Capital Works Reserve (repay pool reno. loan)(870)(870)(870)
GRF Surplus in 2014-2018 Adopted Budget (Oct. 2014)26 43 121 26 40
Reduce Growth Revenue (Property Taxes) from 2.0% to 1.0%(625)(650)(675)(700)
Reduce Growth Costs
Corporate & Financial Services 65 65 65 65
Fire Dept. Capital Reserves 50 50 50 50
IT - Software Licences 20 20 20 20
Community Development, Parks & Recreation 65 65 65 65
Parks Maintenance ($65K net PM Cost Share)52 52 52 52
Operations Department 65 65 65 65
Public Works & Development Services 65 65 65 65
Reduce Inflation Contingency 205 210 225 225
Gravel Licence Fee (Contract Renewed)(122)(122)(122)(122)
Reduce Capital Works Reserve Transfer 122 122 122 122
Development Services Positions (+3 in '15 and +1 in '16)(268)(391)(399)(411)
Increased Development Fees (3%/annually in 2017 - 2019)- - 74 150
Building Reserve 134 257
Water & Sewer Salary Recovery 50 50 50 50
Allocation of Growth Funds 84 84 149 149
Accumulated Surplus - - 126 62
Employment Attraction Incentive Program (1,000)
Façade Improvement Program (BIA)(25)(25)
Reserves/Surplus 1,025 25
Other Adjustments:
Contracts, FH#4 facility mtce. Costs delay, other 15 (23)59 156
GRF Annual Surplus (Budget as of Dec. 2014)20 40 17 103
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Capital Program
The five-year Capital Works Program is $175 million; 2014 planned capital projects are $72 million,
including projects 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
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
$ in thousands 2014 2015 2016 2017 2018
Drainage 2,554 1,360 1,317 1,410 1,275
Government Services 3,792 4,755 440 270 270
Highways 28,491 15,111 13,271 9,383 8,809
Park Acquisition 11,709 2,483 650 1,361 2,450
Park Improvement 3,376 1,171 980 1,469 425
Recreation Services 98 5,530 - 75 -
Protective Fire 10,082 1,944 1,500 110 1,000
Protective Police 754 30 25 20 190
Technology 4,608 676 979 1,035 1,525
Sewer 3,609 1,197 1,064 799 1,370
Water 3,159 4,755 2,987 3,170 4,279
Total Capital Program 72,232 39,012 23,213 19,103 21,593
$ in thousands 2014 2015 2016 2017 2018
Debt 7,095 - - - -
Development Cost Charges 27,122 13,596 5,363 7,075 5,631
General Revenue 2,550 3,228 2,685 2,989 2,891
Capital Works Reserve 4,240 3,792 - - -
Core Development - 300 - - -
Critical Infrastructure Reserve - 208 - - -
Drainage Improvement Levy 340 730 933 220 170
Equip Replacement Reserves 5,619 2,722 3,092 1,184 3,474
Facility Maintenance 185 1,000 - - -
Fire Department Capital Reserve 1,425 1,494 - - -
Gaming 1,157 200 200 200 200
Grants, LAS, 3rd Parties 5,702 1,809 1,282 1,353 1,038
Infrastructure Sustainability Reserve 3,094 2,324 2,794 3,930 4,151
Land Reserve - 4,250 - - -
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 283 24 19 16 152
Recycling Reserve 1,382 255 290 40 40
Sewer Capital 730 657 1,315 627 1,223
Surplus 67 495 2,400 - -
Translink - 300 1,300 - -
Water Capital 1,540 1,429 1,340 1,270 2,422
Reserve for Committed Projects 5,763 - - - -
Reserve for Sewer Committed Projects 2,429 - - - -
Reserve for Water Committed Projects 1,308 - - - -
Cemetery Reserve - - - - -
Total Capital Program 72,232 39,012 23,213 19,103 21,593
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Accumulated Surplus
Reserve Accounts
General Revenue 6,895
General Revenue:
Sewer Revenue 3,184
Specific Projects - Capital 5,021
Water Revenue 5,802
Specific Projects - Operating 8,471
Total Accumulated Surplus 15,881
Self-Insurance 1,057
Police Services 4,150
Reserve Fund Balances
Core Development 1,358
Local Improvement 2,527
Recycling 1,310
Equipment Replacement 11,249
Community Development 1
Capital Works 11,483
Building Inspections 1,622
Fire Department Capital 5,060
Gravel Extraction 619
Sanitary Sewer 1,566
Facility Maintenance 582
Land 268
Snow Removal 686
Reserve Funds 32,152
Cemetery Maintenance 191
Infrastructure Sustainability 1,273
Restricted Revenue Balances
Drainage Improvements 150
Development Cost Charges 38,774
Critical Building Infrastructure 205
Parkland (ESA) Acquisition 764
Infrastructure Grant Contribution 4
Other Restricted Revenues 5,612
Gaming Revenues 1,235
Total Restricted Revenues 45,150
Gen. Revenue Reserve Accounts 27,935
Sewer Reserve Accounts 3,028
Water Reserve Accounts 2,003
Total Reserve Accounts 32,967
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 new 2014 planned projects funded directly by General Revenue is 13%. There are
other reserves that receive inflows from General Revenue, but the use of these reserves is for specific
purposes.
Reserves
The City 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.
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 the
City’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.
Reserve Balances December 31, 2013
Total Reserves: Accumulated
Surplus, Reserve Funds and
Reserve Accounts – $81 million
Restricted Revenues are not
considered reserves; rather they
are liabilities, as they have been
collected in advance of specific
expenditures.
These are financial reserves only.
Other assets, such as gravel
resources are not shown, nor are
they represented in our financial
statements.
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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. This minimum reserve balance is temporarily used to internally
finance the pool renovations.
Capital Works Reserve Projection
Capital Works Reserve Projection
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 11,483 7,659 3,774 5,473 6,919
2013 Approved Capital (in progress)(2,585)
Inflows
GRF Annual Transfer 308 360 644 483 573
Communication Tower Rent 49 49 49 49 49
Repayment of Energy Retrofit 65 65 65 65 65
Repayment of Pool Renovations - - 870 870 870
Gravel Revenue 500 500 500 500 500
Total Inflows 922 975 2,128 1,968 2,057
Outflows
Planned Capital Expenditures (1,600)- - - -
Loan - Pool renovations - (3,792)- - -
Balance of GCF funded capital (12)(519)120 27 234
Debt (549)(549)(549)(549)-
Total Outflows (2,161)(4,860)(429)(521)234
Estimated Ending Balance 7,659 3,774 5,473 6,919 9,210
Min Reserve (10% PY Taxes)6,313 6,618 6,869 7,237 7,643
Unencumbered Balance 1,346 (2,844)(1,396)(318)1,567
$ M
$2 M
$4 M
$6 M
$8 M
$10 M
$12 M
2014 2015 2016 2017 2018
Reserve Balance Loan (Pool Renovations)Min Reserve (10% PY Taxes)
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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 the City’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 3,293 3,649 4,178
Property Tax Increase 321 337 356 529 560
Gaming Revenue 550 550 550 550 550
Growth Revenue Town Centre Incentives 67 421 553
Core Reserve Surplus 450 450 450 450 450
Total Inflows 3,955 4,292 4,716 5,599 6,291
Outflows
Core Building Replacement Fund (450)(450)(450)(450)(450)
Building Infrastructure (715)(715)(715)(715)(715)
Building Infrastructure - new in 2014 (475)(475)(475)(475)(475)
Fire Dept. - Equipment Replacement (150)(175)(200)(275)(325)
Road Infrastructure Replacement/Rehab.(1,705)(1,962)(2,281)(2,939)(3,461)
Drainage Replacement (400)(450)(520)(660)(775)
Major Equipment/Systems Reserve (60)(65)(75)(85)(90)
Total Outflows (3,955)(4,292)(4,716)(5,599)(6,291)
Projected Ending Balance 0 0 0 0 0
We are making progress 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.
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
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 5,060 5,032 4,199 4,957 5,843
2013 Approved Capital (in progress)(952)
Inflows
GRF Annual Transfer 1,432 1,462 1,558 1,686 1,815
Outflows
Planned Capital Expenditures (408)(1,494)- - -
Debt Repayments (100)(800)(800)(800)(800)
Estimated Ending Balance 5,032 4,199 4,957 5,843 6,858
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 2,979 1,460 1,568 667 1,237
2013 Approved Capital (in progress)(2,061)
Inflows
GRF Annual Transfer 542 558 599 680 765
Outflows
Planned Capital Expenditures - (450)(1,500)(110)(1,000)
Estimated Ending Balance 1,460 1,568 667 1,237 1,003
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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.
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 the City 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
The City 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.
$ in thousands 2014 2015 2016 2017 2018
Opening Balance 1,310 187 371 544 993
2013 Approved Capital (in progress)(1,222)
Inflows
Operating Results 154 349 373 399 427
GRF Annual Transfer 90 90 90 90 90
Outflows
Planned Capital Expenditures (145)(255)(290)(40)(40)
Estimated Ending Balance 187 371 544 993 1,470
$ 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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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 the City 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. 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.
Animal Shelter ($900,000)
The construction of this building is complete. This was a joint effort with the SPCA and the City. The
City’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 $625,000
will be paid back over 15 years.
Borrowing Considerations
2014-2018
The following table summarizes the additional debt included in the Financial Plan. The Loan Authorization
Bylaw will be prepared in early 2014.
This debt relates to the new pump station and watermain being constructed by the GVRD. The costs are
to be funded approximately 80% through DCCs and 20% through the water utility.
The timing of the borrowing is dependent on DCC collections and capital expenditures. Depending on DCC
collections, borrowing may significantly impact the ability to fund future water projects.
Metro Vancouver was contacted to see if they would borrow on our behalf as they are constructing the
capital works, however, they do not provide such a service. The City will need to go through the borrowing
process to seek borrowing approval to ensure that the authority to externally borrow exists. This project
will be internally financed through other DCC funds (roads, drainage, parks) unless those funds are also
depleted. If external borrowing is required, the interest component of the debt payments cannot be
funded through DCCs, unless permission is granted by the Ministry. If external borrowing is required and
the Ministry does not allow interest charges to be covered through DCCs then th e Water Utility would fund
the interest costs.
Regional Water Supply - Pump Station & New Water Main ($ 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
Maple Ridge Financial Plan 2015 - 2019 65 | P a g e
Borrowing Capacity
Under Community Charter legislation, the maximum amount of borrowing the City 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. The
City’s costs exceed this figure and therefore this provision would not exempt the City 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 66 | P a g e
2014 2015 2016 2017 2018 2019
Average Home Municipal Levies:
General Purpose (Gen. & Infrastructure)1,775.33 1,818.71 1,868.54 1,919.99 1,973.12 2,027.97
Drainage Improvements 9.84 15.22 20.76 26.48 32.38 38.47
Parks & Recreation Improvements 7.27 11.75 16.36 21.12 26.04 31.12
Subtotal Property Taxes 1,792.44 1,845.68 1,905.66 1,967.59 2,031.54 2,097.56
User Fees
Recycling (fixed rate)70.20 70.20 72.15 74.15 76.20 78.30
Water (fixed rate)501.85 529.45 558.55 589.25 621.65 655.85
Sewer (fixed rate)322.05 335.25 349.05 363.50 378.60 394.40
Total Property Taxes and User Fees 2,686.54 2,780.58 2,885.41 2,994.49 3,107.99 3,226.11
2014 2015 2016 2017 2018 2018
Average Home Municipal Levies Increases:
General Purpose 1.90%1.92%2.20%2.00%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.70%0.70%0.70%
Parks & Recreation Improvements 0.25%0.25%0.25%0.25%0.25%0.25%
Drainage Improvements 0.30%0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase %2.95%2.97%3.25%3.25%3.25%3.25%
Recycling Increase %0.00%0.00%2.78%2.77%2.76%2.76%
Water Increase %5.50%5.50%5.50%5.50%5.50%5.50%
Sewer Increase %4.07%4.10%4.12%4.14%4.15%4.17%
Total Property Taxes and User Fees Increase 3.51%3.50%3.77%3.78%3.79%3.80%
Impact to the Average Home
The assessed value of the “average home” for the 2014 taxation year was approximately $400,000.
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 the General Purpose 2015 change of about 2%, existing service levels have been maintained and
several significant cost increases have been accommodated, including increases in the policing contract,
labour costs and fire department costs.
The general property tax increase averages just over
2% per year over the life of this Financial Plan
FINANCIAL PLAN OVERVIEW
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So How Do Our Taxes Compare to Those Around Us?
We regularly review the taxes charged to see how we compare to other municipalities. The 2014
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 fifth lowest among the municipalities surveyed. The amounts are slightly different than we
use for the “Average Home,” shown on page 66, due to the fact that “Average Home” includes strata
properties as well.
Survey of 2014 Residential Taxes on Average Single Family Dwelling
Municipality
Average
Assessed
Value*
Municipal
Taxes
Rank
(lowest to
highest)
Total
Utilities
Municipal
Taxes &
Utilities
Rank
(lowest to
highest)Notes
Pitt Meadows 457,596 1,835 3 1,012 2,847 1
Surrey 647,927 1,802 2 1,051 2,853 2
Langley-Township 524,021 1,754 1 1,126 2,880 3
Maple Ridge 457,302 2,041 5 894 2,935 4 -10
Port Coquitlam 527,408 2,048 6 909 2,957 5
Mission 379,673 1,842 4 1,131 2,973 6 -3
Delta 603,054 2,168 8 960 3,128 7 -2
Richmond 939,311 2,113 7 1,064 3,177 8 -7
North Vancouver-City 902,181 2,252 11 954 3,205 9 -6
Burnaby 931,527 2,184 9 1,129 3,313 10 -1
Coquitlam 700,656 2,244 10 1,093 3,337 11
Port Moody 759,343 2,674 15 964 3,638 12 -5
Vancouver 1,375,500 2,541 14 1,099 3,640 13 -9
New Westminster 675,166 2,534 13 1,196 3,731 14 -4
North Vancouver-District 1,018,047 2,485 12 1,473 3,958 15
West Vancouver 2,121,146 3,761 16 1,429 5,190 16 -8
Average 813,741 2,267 1,093 3,360
Median 687,911 2,176 1,079 3,191
Highest 2,121,146 3,761 1,473 5,190
Lowest 379,673 1,754 894 2,847
Notes:
Values are rounded.
*
-1 Garbage, Water and 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 5% discount.
(7,8)
-9
-10
Municipal taxes are averaged.
Utility rates reflect a 10% discount.
Land Assessment Averaging.
Utility rates include Water, Sewer and Recycling.
Average Assessed Value determined by using BC Assessment’s 2014 Revised Roll Totals, Property Class Residential Single
Family, divided by number of occurrences. Value has not been adjusted for new construction or supplementary changes.
Drainage Levy Rate/Amount excluded from analysis. According to Mission staff, only approximately 30 homes are charged
this levy - not representative of an average home in Mission.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 68 | P a g e
We also monitor our Business Class 6 tax rates to ensure they are competitive. This past October, Council
received a detailed staff report which included the chart that follows. The chart shows that our Business
Class 6 municipal tax rate in 2014 is 15th lowest of the 19 surveyed municipalities. This is not unexpected
as most municipalities in the survey group have higher property assessment values.
The staff report also looked at the Business Class 6 multiple and noted that our multiple continues to
rank lower than the average. The Business Class 6 multiple is calculated by taking the Business Class
rate and dividing by the Residential Class rate.
Overall, our data indicates that the City’s Business Class 6 tax rate is reasona ble when compared to other
Lower Mainland municipalities.
Survey of 2014 Business Class 6 - Municipal Tax Rates
2012 2013 2014
Municipality
Business
Rate
Business
Rate
Business
Rate Rank
West Vancouver 4.75440 4.23400 4.24510 1
Surrey 7.07036 6.98799 7.01681 2
Richmond 7.53569 7.62851 7.28682 3
Vancouver 8.78096 8.20424 7.88427 4
North Vancouver, District 8.53774 8.60129 8.47875 5
North Vancouver, City 9.14484 8.61408 8.57249 6
Langley, City 8.60500 8.78440 8.88270 7
Burnaby 10.10000 9.46120 9.35700 8
Langley, Township 9.48130 9.82990 9.94960 9
Port Moody 9.84060 10.04190 10.19280 10
Chilliwack 9.93148 10.13818 10.26719 11
Delta 11.14928 11.02225 10.81870 12
Port Coquitlam 11.79410 11.86070 11.74160 13
Pitt Meadows 11.85360 12.11050 12.48220 14
Maple Ridge 11.75100 12.23070 12.73140 15
Abbotsford 11.86947 13.28373 13.02217 16
New Westminster 13.55380 13.01990 13.22830 17
Coquitlam 14.11730 13.75540 13.81270 18
Mission 14.62160 14.88790 14.55490 19
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 69 | P a g e
Financial Indicators
Financial indicators provide information about an entity that may be useful in assessing its financial
health or comparing its financial picture with that of other municipalities. As with all statistical data, it’s
important to keep in mind that ratios need to be interpreted carefully. They provide information but, on
their own, do not show whether the results are good or bad.
The data for the indicators shown comes from the Province’s Local Government Statistics section and is
compiled from reports that each municipality is required to submit to the Province. The municipalities
shown are all GVRD members (the smaller villages have been excluded), with the addition of the
neighbouring municipalities of Mission, Abbotsford and Chilliwack.
The following provides information about the ratios presented in the tables:
Percentage of liability servicing limit used
Under the Community Charter, the provincial government has set the maximum amount that can be used
for principal and interest payments on debt at 25% of certain revenues. This number is referred to as the
liability servicing limit. By looking at the percentage of this limit that is already committed to debt
servicing, we get a picture of how much flexibility a municipality has to consider using debt financing for
future projects.
Debt per capita
This is the total amount of debt divided by the population of each municipality. It is a widely used ratio
that shows how much of a municipality’s debt can be attributed to each person living in the community.
Debt servicing as a percentage of tax revenue
This was calculated by dividing the total amount committed to principal and interest payments by the
total amount of tax revenue collected in the year. It shows how much of annual property taxes are
required to make principal and interest payments on outstanding debt.
Total assets to liabilities
Comparing total assets, both financial and non-financial, to total liabilities gives an indication of the total
resources available to a municipality to settle outstanding liabilities. With this ratio, it is important to keep
in mind that the largest proportion of a municipality’s total assets are typically the non-financial assets,
mostly infrastructure and that in many cases there is no market available to sell them and realize cash to
use to settle liabilities.
Financial assets to liabilities
Financial assets are resources such as cash or things that are readily converted to cash, for example,
accounts receivable. Comparing financial assets to liabilities provides an indication of financial strength
and flexibility. A ratio above 1 shows that the City has more financial resources (cash) available to it than
it owes; a ratio below 1 shows that the City 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 70 | 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.
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
2012 Pitt Meadows shows 146% of the liability servicing limit already in use, but then this drops to 51%
in 2013. The 2012 number was impacted by a decision to pay out short-term debt and turn it into long-
term debt.
* 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.
2013 2012 2013 2012 2013 2012
Abbotsford 25%16%559$ 625$ 10%6%
Burnaby 0%0%- - 0%0%
Chilliwack 3%10%92 101 1%4%
Coquitlam 18%21%267 210 7%8%
Delta 6%6%68 99 2%2%
Langley (City)0%0%- - 0%0%
Langley (Township)11%19%588 406 5%8%
Maple Ridge 17%16%506 539 7%7%
Mission 24%14%366 431 11%7%
New Westminster 5%11%947 616 3%7%
North Vancouver (City)1%0%35 39 0%0%
North Vancouver (District)6%12%235 211 3%6%
Pitt Meadows 51%146%432 399 22%63%
Port Coquitlam 7%7%395 403 3%3%
Port Moody 11%9%423 344 4%4%
Richmond 3%7%6 18 1%3%
Surrey 7%6%509 364 3%3%
Vancouver 69%70%1,471 1,591 35%36%
West Vancouver 4%4%194 207 2%2%
White Rock 2%1%13 20 1%0%
Average*13%19%347 320 6%9%
Percentage of Liability
Servicing Limit Used Debt Per Capita
Debt Servicing as a
Percentage of Tax
Revenue
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 71 | P a g e
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 Coquitlam and
New Westminster in 2013.
* 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.
2013 2012 2013 2012 2013 2012
Abbotsford 8.38 8.05 1.05 0.94 0.06 0.06
Burnaby 12.90 14.78 3.65 3.98 0.04 0.06
Chilliwack 11.84 12.32 1.90 1.75 0.06 0.05
Coquitlam 12.93 14.30 2.22 2.20 0.06 0.10
Delta 10.27 10.76 2.32 2.30 0.02 0.04
Langley (City)10.44 10.53 2.44 2.45 0.18 0.17
Langley (Township)7.90 9.27 1.09 1.19 0.04 0.03
Maple Ridge 8.14 7.72 1.33 1.25 0.03 0.04
Mission 11.48 11.34 1.68 1.48 0.06 0.04
New Westminster 5.49 6.47 1.11 1.24 0.17 0.15
North Vancouver (City)5.96 5.48 2.55 2.67 0.05 0.06
North Vancouver (District)6.56 6.97 1.85 1.79 0.02 0.02
Pitt Meadows 9.33 10.34 1.29 1.41 0.01 0.02
Port Coquitlam 10.72 10.65 1.76 1.59 0.02 0.01
Port Moody 16.93 19.13 1.53 1.66 0.05 0.04
Richmond 10.38 11.50 3.12 3.14 0.05 0.06
Surrey 10.36 11.10 1.08 1.21 0.07 0.08
Vancouver 4.32 4.23 0.89 0.85 0.02 0.02
West Vancouver 5.84 5.86 0.96 0.99 0.12 0.12
White Rock 6.90 7.11 2.93 2.83 0.01 0.02
Average*9.42 10.01 1.86 1.88 0.06 0.06
Total Assets to
Liabilities
Financial Assets to
Liabilities
Gov't Transfers to
Revenue
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 72 | P a g e
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 2012 we recorded $31.7 million
for acquisition of tangible capital assets; in 2013 we recorded $58.5 million.
* in calculating the average, the Maple Ridge numbers were not included to allow us to see how we compare to the
average of other reported municipalities.
Other Items
Gaming Policy
With the opening of the Community Gaming Centre, the City has been receiving additional revenues. The
Host Financial Assistance Agreement between the City and the Province of British Columbia requires that
the City use funds received under the agreement for public benefit. The allocation of funds should be in
alignment with Council’s Vision for the community. These funds should not be viewed as a long-term
source of revenue to support ongoing programs. Rather and respecting the nature of the revenue stream,
it should be used to fund non-recurring items, particularly those of a capital nature. There may be
instances where certain programs are more directly related to the revenue stream (ex: security).
Consideration may be given to funding these items from the Gaming Revenue stream, as long as it is
understood that reductions in the revenue stream will require an offsetting reduction in the program.
2013 2012 2013 2012 2013 2012
Abbotsford 1,473$ 1,576$ 897$ 893$ 61%57%
Burnaby 1,799 1,725 1,238 1,186 69%69%
Chilliwack 1,270 1,237 831 791 65%64%
Coquitlam 1,927 1,929 1,062 1,009 55%52%
Delta 2,056 1,873 1,183 1,149 58%61%
Langley (City)1,663 1,388 867 828 52%60%
Langley (Township)1,986 1,802 953 887 48%49%
Maple Ridge 1,905 1,521 884 843 46%55%
Mission 1,442 1,461 787 757 55%52%
New Westminster 2,847 2,656 935 880 33%33%
North Vancouver (City)2,607 1,851 982 939 38%51%
North Vancouver (District)1,764 1,667 946 907 54%54%
Pitt Meadows 1,713 1,589 857 843 50%53%
Port Coquitlam 1,398 1,500 962 916 69%61%
Port Moody 1,721 1,556 974 929 57%60%
Richmond 1,871 1,735 954 898 51%52%
Surrey 1,807 1,687 615 574 34%34%
Vancouver 2,137 1,940 983 964 46%50%
West Vancouver 2,951 2,926 1,255 1,245 43%43%
White Rock 1,570 1,483 1,093 1,039 70%70%
Average*1,895 1,767 967 928 53%54%
Expenditures Per
Capita
Tax Revenue Per
Capita
Tax Revenue Per
Capita as a Percentage
of Expenditures Per
Capita
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2015 - 2019 73 | P a g e
2014 was 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.
Maple Ridge Business Centre Commercial Operation
This section isolates the effect the commercial portion of the Maple Ridge Business Centre has on City
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.
Maple Ridge Business Centre Commercial Operation
In summary, the Maple Ridge Business Centre 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 infrastructure replacement to address maintenance costs as the buildings age.
Conclusion
The City 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.
Appendix A - Recommendations for 2014-2018 Financial Plan that was Adopted in
January 2014
That staff be directed to prepare a 2014-2018 Financial Plan Bylaw, incorporating the Business Plans
presented to City Council on December 9 and 10, 2013 and including the following:
1. Property Tax increase for General Purposes of 2.20% per year for 2014, 2015 and 2016 and 2.00%
per year for 2017 and 2018. *
2. Property Tax Increase for Infrastructure Sustainability of 0.50% per year for 2014, 2015 and 2016
and 0.70% for 2017 and 2018.
3. Growth in property tax revenue from all property classes to be budgeted at 1.65% in 2014 and 2.00%
per year for the years 2015 through to 2018. **
4. Parks & Recreation Improvements Levy increase of 0.25% per year for each year in the Financial
Plan.
5. Drainage Improvements increase of 0.30% per year for each year in the Financial Plan.
$ 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 2015 - 2019 74 | P a g e
6. Water Utility rate increase of 5.50% per year; Sewer Utility rate increase of 4.60% per year.
7. Recycling Rate increase of 2.75% per year for each year in the Financial Plan. ***
8. Growth costs as detailed on page 42.
9. Incremental Adjustments as outlined on page 42.
10. 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. ****
11. Cost and revenue adjustments beginning on page 55, which reconciles the 2013-2017 Financial Plan
with the 2014-2018 Financial Plan.
* Property Tax increases for General Purposes have been amended to 1.90% for 2014 and 1.92% for 2015 as
noted on page 37.
** Growth in property taxes was 2.05% in 2014 and the expected growth for 2015 has been amended to 1.0%
as discussed on page 38.
*** Recycling rates have been held constant for 2014 and 2015 due to the Multi-Materials BC contract as noted
on page 50.
**** The Capital Program has been updated and is discussed beginning on page 58.
General Information
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. The last several years have included the
live streaming of overview information followed by a Q&A period.
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
City 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 the City to plan and manage its resources, revenues and
expenditures in order to best serve the community. The first year of the Plan is the City's current
year, while the following years provide a guideline, incorporating the City's various long-term
plans and strategies.
Get a copy of the Financial Plan on our website www.mapleridge.ca
Maple Ridge Financial Plan 2015 - 2019 75 | P a g e
Five-Year Operating Plan Overview
2015 Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
Fund Balance Projections
Key Account Balances
2015 Base Budget Increases
Staffing History and Forecast
2015 REVENUES AND EXPENDITURES
Maple Ridge Financial Plan 2015 - 2019 76 | P a g e
Projected Revenues $161.6 Million
Projected Expenditures $161.6 Million
Administration $ 3.5M
Corporate & Financial Services 6.5M
Sewer 7.7M
Fire Protection 9.3M
Water 14.0M
Public Works & Development Services 14.9M
Amortization 19.4M
Police Services 20.9M
Parks, Recreation and Gen. Gov. Prop. 20.9M
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
Maple Ridge Financial Plan 2015 - 2019 77 | P a g e
All Figures Represent $'000 (thousands)
Actual Actual Budget Budget Budget Budget Budget Budget
Revenues 2013 2014 2014 2015 2016 2017 2018 2019
Property taxes 68,079 71,350 71,231 73,924 77,765 81,983 86,180 90,527
User fees and other
revenue 34,291 38,275 38,193 39,049 41,052 42,795 44,613 46,560
Senior government
transfers 3,797 2,511 4,855 6,121 6,524 3,759 3,421 4,585
Development revenue 9,799 8,694 18,393 38,732 7,453 9,168 7,749 10,326
Interest income 2,577 2,425 1,853 1,868 1,883 1,898 1,913 1,928
Contributed assets 46,582 23,232 16,500 16,500 16,500 16,500 16,500 16,500
Property Sales - - - 4,250 - - - -
165,125 146,487 151,025 180,444 151,177 156,103 160,376 170,426
Expenses
Protective services 31,158 31,988 35,221 34,587 35,660 37,106 38,504 39,954
Transportation services 16,625 17,323 18,796 19,912 19,771 19,897 20,632 21,312
Recreation and culture 19,629 21,184 22,572 24,411 24,670 25,303 26,030 26,783
Water Utility 14,809 15,375 20,010 18,174 15,459 16,553 17,423 17,589
Sewer Utility 9,583 9,342 10,272 10,179 9,988 10,422 10,837 11,268
General government 13,566 14,517 18,987 16,538 13,026 13,422 14,058 14,502
Planning, other 5,487 4,917 4,675 6,045 5,800 5,929 6,055 6,183
110,857 114,646 130,533 129,846 124,374 128,634 133,541 137,592
Annual Surplus 54,268 31,841 20,492 50,598 26,803 27,469 26,835 32,834
Other Items
Borrowing proceeds - - 18,495 7,048 - - - -
Amortization funded by
capital equity 17,951 19,094 19,390 20,125 20,928 20,928 21,766 22,637
Capital, principal &
other (18,947) (21,035) (64,064) (89,294) (26,918) (22,501) (25,369) (26,976)
Contributed assets (46,582) (23,232) (16,500) (16,500) (16,500) (16,500) (16,500) (16,500)
Transfers to (from)
Reserves and Surplus $ 6,690 $ 6,668 ($22,187) ($28,023) $ 4,313 $ 9,396 $ 6,732 $11,995
FUND BALANCE PROJECTIONS
Maple Ridge Financial Plan 2015 - 2019 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 2015 - 2019 79 | P a g e
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2010 2011 2012 2013 2014 2014 2015 2016 2017 2018 2019
Revenue & Taxation
Taxes - General Revenue (16000-4000)-52,869 -56,414 -60,028 -63,075 -66,207 -66,179 -68,835 -72,522 -76,588 -80,643 -84,869
Grants in Lieu - Provincial (16000-4060)-684 -1,077 -1,188 -1,256 -1,290 -1,247 -1,278 -1,297 -1,322 -1,347 -1,347
Grants in Lieu - Other (16000-4060)-1,167 -1,163 -1,157 -1,099 -1,132 -1,120 -1,134 -1,172 -1,198 -1,221 -1,246
MFA Discharge (12400-4380)-5 -93 ---------
Investment Interest (15000-4295)-2,706 -2,663 -2,671 -1,968 -1,432 -1,135 -1,150 -1,165 -1,180 -1,195 -1,210
Gain/Loss - Property For Resale (15000-4298)-396 -672 -6 -111 -1 --4,250 ----
Surplus Transferred In (15000-4520)-169 -119 -----613 -650 -176 -129 -
Prov. Grant (Unconditional) (10000-4253)-923 -1,314 -1,085 -530 -532 -942 -942 -942 -942 -942 -942
Recycling Fees (51000-4220)-85 -75 -77 -71 -73 -100 -100 -100 -100 -100 -100
Dog Licences (26000-4340)-303 -234 -260 -251 -254 -270 -270 -270 -270 -270 -270
Property Management
Commercial Lease Revenue-Tower (multiple)-1,135 -1,090 -1,059 -950 -1,022 -1,171 -1,171 -1,171 -1,171 -1,171 -1,171
Parking Revenue-Tower Commercial (11800-4310)-156 -144 -139 -162 -192 -144 -144 -144 -144 -144 -144
Common Cost Recovery - Tower (11800-4310)-295 -301 -306 -303 -354 -320 -320 -320 -320 -320 -320
Protective Services
Towing and contract revenue (21000-4230)-------10 -10 -10 -10 -10
False Alarm Fines (21000-4240)-184 -127 -119 -129 -103 -90 -90 -90 -90 -90 -90
PM Cost Share - RCMP Contract (21000-4258)-937 -956 -1,037 --------
Sale of Service (21000-4650)-69 -29 -61 -31 -40 ------
Recreation
Planet Ice-Ice Rentals (47600-4500)-156 -170 -168 -190 -207 -159 -162 -165 -165 -165 -165
Leisure Centre Admissions (47500-4110)-857 -847 -907 -876 -772 -867 -883 -897 -897 -897 -897
Lessons/Prog Fees - Swimming (47500-4320)-388 -387 -390 -430 -413 -360 -360 -360 -360 -360 -360
Corporate Fitness Revenue (47500-4321)-90 -95 -59 -52 -49 -115 -115 -115 -115 -115 -115
L.C. - General Program Revenue (47500-4322)-101 -116 -65 -52 -42 -167 -167 -167 -167 -167 -167
Development Services
Building Permits (24000-4445)-1,946 -1,470 -1,286 -1,762 -2,037 -1,734 -1,734 -1,734 -1,786 -1,840 -1,895
Business Licences (53300-4342)-600 -595 -610 -614 -607 -610 -610 -610 -610 -610 -610
Application Fees - Rezoning (53110-4120)-128 -199 -114 -126 -121 -115 -115 -115 -119 -123 -126
Application Fees - Subdivision (53110-4122)-103 -108 -122 -79 -117 -116 -116 -116 -119 -123 -126
Application Fees - Dev Permit (53110-4124)-107 -193 -157 -145 -106 -161 -161 -161 -165 -170 -176
Subdivision Inspection Fees (32110-4220)-428 -600 -542 -505 -352 -315 -315 -315 -324 -334 -344
Public Works
Sales - Gravel (33100-4510)-500 -500 -500 -230 -292 -500 -500 -500 -500 -500 -500
GVTA Grant - Roads (33100-4260, 4261)-262 -758 -470 -1,046 -375 -1,171 -1,171 -1,171 -1,171 -1,171 -1,171
KEY ACCOUNT BALANCES
Maple Ridge Financial Plan 2015 - 2019 80 | P a g e
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2010 2011 2012 2013 2014 2014 2015 2016 2017 2018 2019
Legislative Services
Grants & Donations (80B) (13000-6180)55 57 78 65 90 95 62 62 63 63 63
Training - Council (13000-6400)--3 --16 16 16 16 16 16
Fire Department
Fire Fighting Salaries (22000-5501)3,979 4,425 4,715 5,829 5,585 5,988 6,227 6,438 6,659 6,868 7,064
Paid on Call Relief Wages (22000-5505)432 453 498 554 323 349 397 497 605 741 907
Paid on Call Wages (22000-5600)544 506 564 551 595 501 514 705 718 731 731
Contract (Emergency 911) (22000-7007)101 128 107 109 124 126 128 146 161 176 192
Hall #4 - Paid on Call (22041-5600)-----------
Police Services
Centralized Dispatch (21140-7051)917 917 917 917 917 917 917 945 973 1,003 1,033
Regular Members Contract (21200-7007)11,679 12,654 13,476 13,092 13,716 16,302 16,571 16,998 17,877 18,641 19,453
Corporate Services
Insurance (12101-6210)695 657 570 744 674 799 805 811 817 823 829
Recruiting Costs (12102-7065)55 82 40 57 15 49 49 49 49 49 49
Fiscal Services
Contribution to Core Reserve (10000-9020)5,777 5,953 5,953 5,519 5,591 5,856 5,856 5,856 5,856 5,856 5,856
Transfers to Capital Works Res (10000-9400)1,171 1,332 647 894 870 746 292 1,835 2,083 2,129 2,311
Transfers to Fire Dept Cap Acq (10000-9400)1,069 1,163 1,223 1,280 1,347 1,282 614 711 839 968 1,100
Transfers to General Capital (10000-9400)301 16 -95 -423 -20 ------
Transfers to General Capital (10000-9410)2,710 2,172 2,330 2,914 1,870 2,524 3,823 3,535 2,739 2,891 2,967
Contribution to Self-Insurance (12400-9021)45 45 45 45 45 45 45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400)990 1,089 1,175 1,286 1,856 1,686 1,342 1,407 1,475 1,530 1,588
Other
Fraser Valley Regional Library (47200-7007)2,220 2,470 2,486 2,597 2,614 2,619 2,646 2,726 2,807 2,892 2,978
Consulting - Engineering (32100-7005)112 49 42 95 37 86 86 86 86 86 86
Recycling Contract (51000-7007)1,209 1,099 1,225 1,327 2,012 1,797 2,280 2,313 2,348 2,383 2,420
GVRD Water Purchases (71000-7380)5,564 5,966 6,571 7,096 7,234 8,254 9,056 9,918 10,933 11,641 11,641
GVRD Sewer Admin Fees (61000-6005)2,950 3,198 3,366 3,508 3,256 3,618 3,303 3,452 3,607 3,770 3,939
2015 BASE BUDGET INCREASES
Maple Ridge Financial Plan 2015 - 2019 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 2015 - 2019 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)
2014 2015 2016 2017 2018 2019
Office of the Chief Administrative Officer
CAO Administration 6.0 6.5 5.5 5.5 5.5 5.5
Communications 1.4 1.4 1.4 1.4 1.4 1.4
Human Resources 7.0 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
18.4 18.9 17.9 17.9 17.9 17.9
Community Development, Parks & Recreation Services
CDPR Administration 2.0 2.0 2.0 2.0 2.0 2.0
Community Services 11.5 11.5 11.5 11.5 11.5 11.5
Parks & Facilities 46.5 47.5 47.5 47.5 47.5 47.5
Recreation 45.0 46.5 46.5 46.5 46.5 46.5
105.0 107.5 107.5 107.5 107.5 107.5
Corporate & Financial Services
CFS Administration 4.0 4.0 3.0 3.0 3.0 3.0
Clerk’s 10.5 9.0 9.0 9.0 9.0 9.0
Finance 17.6 17.6 17.6 17.6 17.6 17.6
Information Technology 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 45.0 45.0 45.0 45.0 45.0 45.0
152.1 150.6 149.6 149.6 149.6 149.6
Public Works & Development Services
PWD Administration 2.0 2.0 2.0 2.0 2.0 2.0
Engineering 27.0 27.0 27.0 27.0 27.0 27.0
Licences, Permits & Bylaws 30.5 31.5 31.5 31.5 31.5 31.5
Operations 74.9 74.9 74.9 74.9 74.9 74.9
Planning 18.0 20.0 21.0 21.0 21.0 21.0
152.4 155.4 156.4 156.4 156.4 156.4
427.9 432.4 431.4 431.4 431.4 431.4
* RCMP contract members are not included in Police Services staff count
STAFFING HISTORY AND FORECAST
Maple Ridge Financial Plan 2015 - 2019 83 | P a g e
Budgeted Full-Time Equivalent Staff per Department
The 2015 estimate of 433.4 full-time equivalent staff is an increase of 4.5 from 2014. Changes are
outlined below:
CHIEF ADMINISTRATIVE OFFICER'S OFFICE
Administration Removed: Confidential Administrative Assistant
Added: Executive Assistant
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Parks & Facilities Removed: Foreman 3
Added: Parks Operation Supervisor
Added: Foreman 2 – Turf
Recreation Removed: Program Assistant 2
Added: Marketing & Communications Coordinator
Added Recreation Programmer
Added: 0.5 Program Assistant 1
CORPORATE & FINANCIAL SERVICES
Clerk’s Removed: Assistant Property & Risk Manager
Removed: 0.5 Clerk 2 - Emergency Program
Information Technology Removed: Information Technology Support Specialist
Added: Network Support Specialist
Fire Department Removed: Clerk Typist 3
Added: Protective Services Clerk
Police Services Removed: Records Supervisor
Removed: Volunteer Program Coordinator
Added: Records Coordinator
Added: Forensic Video Technician
PUBLIC WORKS & DEVELOPMENT SERVICES
Engineering Removed: Geomatics Supervisor
Removed: Rodperson
Added: Drafting Supervisor
Added: Subdivision Development Technologist
Licences, Permits & Bylaws Added: Plan Checker 2
Operations Removed: Foreman 2
Removed: Equipment Operator 4A
Removed: Truck Driver 3
Added: Equipment Operator 4A/Truck Driver 3
Added: 2 Labourers
Planning Added: Planner 1
Added: Planning Technician
Maple Ridge Financial Plan 2015 - 2019 84 | P a g e
Maple Ridge Financial Plan 2015 - 2019 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
Maple Ridge Financial Plan 2015 - 2019 86 | P a g e
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 2014 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 2015-2019
planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2015 workplan highlights,
performance measurements and budgets.
Departments within this division are Administration,
Communications, Emergency Program, Human
Resources, Strategic Economic Initiatives and
Sustainability & Corporate Planning.
Select 2014 Division Accomplishments
Worked with BC Assessment on an alternate
methodology so that tax exemptions offered under
the Town Centre incentive program were delivered
with a fair outcome for residents.
Developed and implemented an incentive program to
encourage development on employment lands.
Updated the City website with new features to
improve function, community engagement and cross
marketing with social media channels.
Supported the community engagement around the
Hammond Area Planning Process.
Delivered a community celebration for the 140th
anniversary of incorporation and the change of
designation to a City.
Worked with the Clerk’s Department to encourage
greater participation in the local election.
Implemented a neighbourhood LED streetlight pilot
project as one of numerous energy saving initiatives.
Hosted an Education Forum to encourage post-
secondary development in our community.
Greater focus on proactive Human Resources
practices (e.g. manager education, capability
building).
Enhanced the existing performance management
system to drive desired qualitative behaviours.
Trained Deputy Emergency Support Services
Directors to manage Level 1 activations and to take
on an enhanced role in training and retention of
volunteers.
Efficiency/Effectiveness Initiatives
Embedded formal Process Reviews into department
work plans.
Developed the business evaluation model for future
energy efficiency capital programs.
Executed energy retrofits in various City facilities and
infrastructure to reduce energy expenditures.
Utilized in house resources to support the
#MyHammond Area Planning Project to achieve a
very high level of engagement within the community.
Joint Emergency Operations Centre training program
modified to deliver high impact training with reduced
staff time. Enhancements with partner agencies to
increase resiliency in disaster management and
recovery.
Enhancements and consolidation of the Health &
Safety Committee program and terms of reference to
ensure accountability and compliance with WorkSafe
BC guidelines and strong safety culture.
Achievement of Certification of Recognition (COR)
resulting in WCB rebate of $64,885.80.
Overall reduction in time loss due to sick leave and
WCB through enhanced management education and
support and effective case management.
Enhanced the safety inspection program and moved
to a paperless, web-based system that enables more
robust incident tracking.
Developed and implemented businessSTART program
targeted to entrepreneurs to become a referral point
for new business opportunities. Expanded the
program to include the Invest North Fraser economic
partners.
Business Perspective
As our population grows, so does service demand.
Pressure for low property taxes. Need for a strong
alignment between Council priorities and business
plan is critical, along with accountability mechanisms
for the public.
The resources required to sustain a high level
engagement on social media require an evolving
allocation of resources and priorities.
There is an increased expectation of 24/7 access
requiring staff to always be ‘on call.’
Auditor General’s Report identified a failure at the
provincial level to prepare for a major disaster. There
is an anticipation of further downloading of
responsibility to the municipal level.
To support the achievement of business imperatives,
HR will require greater focus on strategic HR
initiatives (e.g. talent management, leadership
development, managing performance, succession
planning) while at the same time maintaining service
excellence on transactional HR initiatives (e.g. payroll
and benefits administration).
Enhancements to the business retention and
attraction model are an emerging priority.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 87 | P a g e
Services Provided
The Administration division of the Office of the CAO
is responsible for the overall administration of all
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 City organizational and
operating procedures.
The Sustainability & Corporate Planning
Department develops and administers a business
planning framework to maintain strategic alignment
throughout the organization. The department’s
responsibilities include supporting Council and senior
management in strategic planning, supporting staff to
ensure that policies and actions align with this direction
and providing accountability tools so the public is
informed. Projects, research and policy development
are also undertaken, along with managing the
organization’s corporate sustainability initiatives.
2015 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
Service 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,
both informally, and through formal Process Reviews in
targeted areas across the organization to identify and
implement improvements.
We will ensure strategic alignment and efficient
resource allocation throughout the organization by
applying a formal business planning framework that
emphasizes accountability and public reporting.
Performance Measurement
KEY PERFORMANCE MEASURES
Use a formal Business Planning framework.
Increase the percentage of the workforce using public transit, walking or cycling to commute to work.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 88 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Citizen Satisfaction
Target Statement
To increase the level of satisfaction residents express for their quality of life and the municipal services they receive
from the City, and their perceived value of those services.
Overview
The City surveys our citizens every three years to obtain their views on strategic direction, and on their satisfaction
with City services. The Maple Ridge Citizen Survey provides valuable citizen input into both strategic planning and
service delivery assessment. Informed and engaged citizens contribute to an effective and efficient government
body.
This first graph represents the percentage of surveyed residents who reported being very satisfied and somewhat
satisfied with the quality of life in Maple Ridge. Not included are the percentage who were neither satisfied nor
dissatisfied, somewhat dissatisfied and very dissatisfied.
This second graph represents two new questions to the 2014 Citizen Satisfaction Survey. Residents were asked
about their level of satisfaction with Municipal Services and their Perceived Value of Services from the City.
89%
79% 78% 80% 84%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003 2006 2008 2012 2014
2% 5%
11%
18% 8%
11%
26%
33%
46%
30%
7% 3%
0%
20%
40%
60%
80%
100%Satisfaction Perceived Value
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 89 | P a g e
Increase Residential Density in the Town Centre
Target Statement
1. To accommodate 11,065 residential units within the Town Centre by the year 2021
2. To accommodate 50% of Maple Ridge's population growth in the Town Centre
Overview
Why is residential density so important to our Town Centre? Our goal is to achieve a vibrant and robust Town Centre.
One of the key measures is through creating greater residential density that includes a range of housing forms and
affordable housing choices. People who live in the Town Centre are able to walk to nearby shops, services,
entertainment, and recreation activities. As such, Town Centre residents may choose not to own a vehicle and use
public transit for further destinations. A high density population living in the Town Centre will create greater demand
for more business and improved public transportation, thereby reducing reliance on cars and roads.
The second graph shows the percentage of total residential units in Maple Ridge that were built in the town centre.
Status Report
The data shown is based on Occupancy Permits issued. Although the residential portion of the Town Centre
Investment Incentive Program concluded at the end of December, 2013, construction projects under the program
are still underway. As the units obtain Occupancy Permits, they will be added to the annual growth data. 86
apartments and 3 houses were constructed in the Town Centre. These units signify a 1.4% growth in Town Centre
residential units. Of all the residential units constructed in Maple Ridge this year, 21% were located in the Town
Centre.
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
Baseline 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Number of residential units 0%
10%
20%
30%
40%
50%
60%
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014% of new residential units in Town Centre
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 90 | 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. The information
in the graph and Status Reports below show community-wide estimates provided by the Province in three primary sectors -
on-road transportation, buildings and solid waste. These Provincial reports assist with the City of Maple Ridge's Climate
Action Charter commitment to measure and report on our community's GHG emissions.
Status Report
Note: November 15, 2014, update from the Province: 2012 CEEI Reports are planned for release in 2015. This has
changed from what was previously reported on this scorecard.
Corporate GHG Emissions
Target Statement
The City has committed to reducing our corporate GHG emissions 33% by 2020 and 80% by 2050 from 2007 levels.
Overview
GHG emissions are produced when we operate municipal cars, fire trucks, 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 municipal buildings. Measuring our progress is an important part of ensuring
reduction of energy consumption and the corresponding greenhouse gases through maintenance, procedural, mechanical
and behavioural changes as we work towards becoming carbon neutral.
Status Report
Our community is still growing. Adding streetlights in new subdivisions, new vehicles in the City fleet among other things
means that despite our efforts to implement energy saving technologies, our GHGs may continue to go up before we
experience reductions. Weather also plays a role. A colder season may result in an increase in natural gas consumption.
Natural gas is used to heat many municipal facilities. When it’s cold outside, the thermostat gets turned up to create a
more comfortable working environment. We are doing many things to reduce the City’s GHGs, including implementing
alternative energy sources and energy efficiency upgrades at our facilities. As a Charter Member of the E3 Fleet Program,
we are transitioning our transportation vehicle fleet to hybrid and electric vehicles and implementing fuel efficiency bes t
practices.
0
100,000
200,000
300,000
400,000
2007 2010 2012 2014 2016 2018 2020
Actual tonnes GHG emissions
Target
0
500
1,000
1,500
2,000
2,500
2007 2008 2009 2010 2011 2012 2013 2014Tonnes of CO2 Equivalent Carbon Credits
Net GHG Emissions**
Corporate Services
Contracted Services*
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 91 | P a g e
Municipality Facility Electricity Use
Target Statement
Reduce electricity consumption. Reducing consumption saves money and decreases the amount of greenhouse gas
emissions released into the atmosphere.
Overview
This scorecard shows electricity consumption for the following buildings: City Hall, City Office Tower, Operations
Centre, Randy Herman Building and RCMP Building.
These five buildings were chosen out of all of the City-owned buildings because alongside the Maple Ridge Leisure
Centre and Fire Hall No. 1, they consume the largest amounts of electricity. Maple Ridge Leisure Centre and Fire
Hall No. 1 have their own separate scorecards.
Status Report
None
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2007 2008 2009 2010 2011 2012 2013 2014# of Kilowatt Hours (kWh) Municipal Hall Municipal Office Tower Operations Centre
Randy Herman Building RCMP Building Target
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 92 | P a g e
Organization Chart
Administration
Mayor
&
Council
Chief
Administrative
Officer
Manager Strategic
Economic Initiatives
General Manager
Public Works &
Development Services
RCMP
Officer in Charge
Director of Human
Resources
General Manager
Community
Development, Parks &
Recreation Services
General Manager
Corporate & Financial
ServicesManager of
Sustainability &
Corporate Planning
Executive
Assistant
Executive
Assistant
Manager Corporate
Communications
These positions all report to Administration but some are budgeted to other areas.
Sustainability & Corporate Planning
Manager of
Sustainability &
Corporate Planning
Research Technician
Energy Management
Not Budgeted /
Grant-Funded
Research
Technician
Research Technician
50% Not Budgeted
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
Chief Administrative Officer 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Sustainability & Corporate Planning 1.0 1.0 1.0 1.0 1.0 1.0
Executive Assistant 1.0 2.0 2.0 2.0 2.0 2.0
Research Technician 2.5 2.5 1.5 1.5 1.5 1.5
Confidential Administrative Assistant 0.5 - - - - -
Full-Time Equivalent 6.0 6.5 5.5 5.5 5.5 5.5
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2015 - 2019 93 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Conventions & Conferences (12100/12101-6051) 7 5 19 19 - - 19 19 19 19
Lease Expense (11000-6230) 117 157 107 107 - - 107 107 107 107
Memberships (12100-6270) 34 32 29 29 - - 29 29 29 29
Other (multiple) 130 89 1,161 1,229 68 6% 229 236 243 250
Prov. Grant (Conditional) (12101-102-4252) -53 -51 - - - - - - - -
Salaries (12100/12101-5500) 613 682 572 632 61 11% 648 666 682 699
Studies & Projects (10000-6380) 43 68 396 322 -74 -19% 102 102 102 102
TOTAL ADMINISTRATION 891 982 2,283 2,338 55 2% 1,133 1,158 1,181 1,205
* Includes Administration as well as Sustainability & Corporate Planning functions
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Committee Costs (13000-6045) 1 - 4 4 - - 4 4 4 4
Conventions & Conferences (13000-6051) 19 7 21 21 - - 21 21 21 21
Grants & Donations (13000-6180) 65 90 95 62 -32 -34% 62 63 63 63
Miscellaneous (13000-6275) 6 8 8 8 - - 8 8 8 8
Public Relations (13000-7060) 4 3 11 9 -2 -18% 9 9 9 9
Salaries (13000-5500) 481 496 487 497 10 2% 507 518 528 538
Special Projects (13000-6385) - - - 125 125 - - - - -
Training (13000-6400) - - 16 16 - - 16 16 16 16
Utilities - Telephone (13000-6520) 5 5 7 7 - - 7 7 7 7
TOTAL LEGISLATIVE 581 608 647 748 101 16% 634 645 655 665
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2015 - 2019 94 | 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/
participation and developing communications
strategies for specific issues. The department is also
responsible for assisting with the advertising and
promotion of City programs and events and creating
and supporting a consistent identity for
communications.
2015 Workplan Emphasis
In order to develop pricing and service standards
for communication-related contractor services we will
be working with representatives from every department
to gather information on pricing, methodology and
contractors used for photography, videography, external
printing (outside of the newspaper contract) and
graphic design.
As part of our commitment to ensure that the new
website is meeting the needs of the viewers we will
invite the same stakeholders who contributed to the
website implementation plan in late 2013 to provide
feedback on the new website and review
recommendations for updates. We will then implement
any website changes that are required.
Promote the amenities in Maple Ridge as a great
place to live, to invest and to visit by creating, editing
and upload a series of short videos to the City website
and YouTube channel.
It is important to ensure that the new Council and
staff are aware of the social media tools available to
them as well as the guidelines around the use of social
media. We will arrange group and/or one-on-one social
media training sessions.
Performance Measurement
KEY PERFORMANCE MEASURES
Increase the level of satisfaction residents express with the amount of information they receive from the City.
HIGH-LEVEL COMMUNITY GOALS
Website Visits
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. This scorecard shows the number of visits to the City website. City website visits are
defined as individual visitors to the website.
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2015 - 2019 95 | P a g e
Status Report
Website visits increased by more than 6% over 2013. The City introduced a new website with enhanced features
and Facebook and Twitter interactivity.
Organization Chart
Manager Corporate
Communications
Administrative
Assistant
0.4 FT
Executive Assistant/
Web Manager
20% Not Budgeted
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2015
Manager Corporate Communications 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 0.4 0.4 0.4 0.4 0.4 0.4
Full-Time Equivalent 1.4 1.4 1.4 1.4 1.4 1.4
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Advertising (12105-6010) 22 35 30 30 - - 30 30 30 30
Consulting (12105-7005) 28 31 29 29 - - 29 29 29 29
Miscellaneous (12105-6275/6280) 4 10 8 8 - - 8 8 8 8
Publicity & Promotions (12105-6330) 14 19 18 18 - - 18 18 18 18
Salaries (12105-5500) 162 172 145 163 18 12% 167 171 175 180
Studies & Projects (12105-6380) - - - 55 55 - - - - -
TOTAL COMMUNICATIONS 230 266 230 302 73 31% 251 256 260 264
0
100,000
200,000
300,000
400,000
500,000
600,000
2007 2008 2009 2010 2011 2012 2013 2014
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2015 - 2019 96 | 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 Support 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.
2015 Workplan Emphasis
Volunteers are a valuable and necessary
component of the emergency program. They help to
deliver public education efforts, provide valuable
feedback on program objectives, and are instrumental
to the delivery of Emergency Support Services (ESS). A
better defined recruitment and retention strategy for
ESS would improve efficiencies in the recruiting process
and identify benefits and rewards for volunteers.
In collaboration with the Training and Exercise
committee, deliver a series of table-top exercises in
preparation for a functional exercise of the Joint
Emergency Operations Centre.
In collaboration with the Building Department,
develop and implement a Rapid Damage Assessment
plan to quickly and effectively collect and share
information on damage to critical and non-critical
infrastructure following a major disaster such as an
earthquake.
Performance Measurement
HIGH-LEVEL COMMUNITY GOALS
Emergency Operations Centre & Emergency Support Services Volunteers Activations & Training
Target Statement
Ensure adequate staff and volunteer commitment to develop and practice emergency response and recovery plans.
Overview
Emergency preparedness in our community is enhanced by providing opportunities for City of Maple Ridge staff,
volunteers and agency designates to develop their skills through training and real or simulated response situations.
With a focus on training provided to staff and volunteers directly engaged in Emergency Operations Centre (EOC)
and Emergency Support Services (ESS), training is provided in consultation with other public sector agencies,
community groups, and relevant stakeholders. This scorecard may also include activations (response and recovery),
and functional exercises beyond regular training.
OFFICE OF THE CAO – EMERGENCY PROGRAM
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2009 2010 2011 2012 2013 2014
Target
1,731 1,400 1,400 1,400 400 400
Actual ESS # of Hours 96 424 1,539 1,007 234 279
EOC # of Hours 1,493 111 13,252 9,818 510 396
Status Report
In 2014, there were no EOC activations. Total EOC hours are strictly related to staff training and
development. Similarly, the vast majority of hours for ESS volunteers were dedicated to training. The total
hours also includes time offered to assist at public education events.
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Emergency
Program
Coordinator
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Conventions & Conferences (23000-6051) 1 1 3 3 - - 3 3 3 3
PM - Cost Recovery (23000-4236) -9 -21 -15 -15 - - -15 -15 -15 -15
Program Costs (multiple) 15 23 36 36 -0 -1% 15 15 15 15
Prov. Grant (Conditional) (multiple) - - - - - - - - - -
Salaries (23000-5500) 52 103 125 127 3 2% 115 118 121 124
TOTAL EMERGENCY 58 106 149 151 2 1% 118 121 124 127
0
3,000
6,000
9,000
12,000
15,000
2008 2009 2010 2011 2012 2013 2014Number of Hours EOC # of Hours
ESS # of Hours
Target
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2015 - 2019 98 | P a g e
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 attraction and recruitment;
learning and development; payroll and benefits
administration; employee relations; health, safety and
wellness. The department also provides leadership in
collective bargaining and labour relations, job
evaluation and employee recognition.
2015 Workplan Emphasis
Excellent customer service provides customers with
a lasting positive impression of the City and its services.
We will develop a new customer experience/service
training initiative and deliver it to our staff.
To further enhance organizational leadership
capacity and capability that will strengthen the pipeline
of our next generation leaders we will develop a new
leadership program.
We will implement the Manager and Employee
Self-Service module to leverage technology in
developing a more user friendly, automated process
that reduces administration and enables and
empowers managers and employees to make more
timely and accurate decisions.
The existing biweekly payroll timesheet process is
cumbersome and labour intensive for end users. HR will
explore options to streamline the process which will
reduce the time and effort required by managers,
department timekeepers, employees and HR team
members to process payroll. By leveraging technology
in developing a more user friendly, automated process,
paperwork will also be reduced, demonstrating our
commitment and leadership in applying and promoting
the principles of sustainability.
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2015 - 2019 99 | P a g e
Organization Chart
Director of Human
Resources
Manager of Health,
Safety & Employee
Development
Manager of
Compensation
Payroll
Coordinator
Manager of Human
Resources
Human
Resources
Advisor
Human
Resources
Associate
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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 1.0
Manager of Health, Safety & Employee Development 1.0 1.0 1.0 1.0 1.0 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 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 1.0
Full-Time Equivalent 7.0 7.0 7.0 7.0 7.0 7.0
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Consulting (12102-7005) 69 46 19 19 - - 19 19 19 19
Miscellaneous (12102-6275) 12 9 11 11 - - 11 11 11 11
Program Costs (multiple) 104 91 209 168 -40 -19% 194 188 209 209
Recruiting Costs (12102-7065) 57 15 49 49 - - 49 49 49 49
Salaries (12102-5500) 659 803 768 798 31 4% 832 863 864 885
Service Severance Accrual 17 105 - 165 165 - - - - -
Studies & Projects (12102-6380) - 1 237 425 188 79% - - - -
Training (multiple) 181 172 310 240 -70 -23% 247 255 261 268
TOTAL HUMAN RESOURCES 1,099 1,241 1,602 1,876 273 17% 1,351 1,384 1,412 1,441
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2015 - 2019 100 | P a g e
Services Provided
Strategic Economic Initiatives (SEI) provides
information and resources to help citizens start or grow
their business. We market investment opportunities in
Maple Ridge in our priority sectors – Advanced
Manufacturing and 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.
2015 Workplan Emphasis
Motion Picture and TV production are BIG business
in BC and Maple Ridge enjoys more than our share of
the action. We will undertake a process review to
eliminate unnecessary layers of administrative
processes to accommodate the demanding deadlines
of the motion picture and TV industry.
Strategic Economic Initiatives will continue to focus
on business attraction, retention and expansion. Under
the leadership of Mayor and Council, SEI is developing
new business attraction strategies targeting specific
sectors to attract high-value local jobs. The
businessSTART program helps improve the success
rate of early-stage entrepreneurs and new business by
connecting them with the tools and resources they
need to succeed. As well, SEI is developing new data-
driven process to help existing businesses succeed.
Strategic Economic Initiatives will continue to
strengthen our relationships with industry associations
and our Provincial and Federal colleagues through
collaboration, presentations, newsletters and other
printed material, and will continue to promote the True
North Fraser brand.
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 2015 - 2019 101 | P a g e
Status Report
For 2014, market change for the residential class was negative 1.2% (market depreciated) and non -residential
property classes depreciated by 1.1%. The real growth or non-market change was 1.0% for residential and 0.3% 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 Maple Ridge’s economic viability. This number represents the amount of
new revenue for each particular year that was not on the property ta x roll in the prior year. The number represents
the amount of new commercial property tax revenue that was added to the tax 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.
Status Report
For 2014, commercial exemptions total $82,000. This revenue will be delayed until 2017.
84
85
86
87
88
89
90
91
92
93
94
198819891990199119921993199419951996199719981999200020012002200320042005200620072008200920102011201220132014% of property tax assessment base
that is residential
-50,000
50,000
150,000
250,000
350,000
450,000
2006 2007 2008 2009 2010 2011 2012 2013 2014
$ New Tax Revenue from
Commercial
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2015 - 2019 102 | P a g e
Business Licence Renewals
Target Statement
Retain the existing number of licensed businesses and attract/generate incremental li censed businesses.
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,
Maple Ridge’s high renewal percentages stand as testament to our efforts in supporting local businesses and
validates our objective of attracting incremental businesses and high-value local market jobs for residents. Non-
Resident renewals are not displayed on the graph due to the temporary nature of many of the businesses.
Status Report
Of the businesses licensed in 2013, 95% of Commercial licences and 90% of Home Based licences were renewed in
2014.
Organization Chart
Manager of
Economic
Development
Administrative
Assistant
Film Production
Liaison
Business Retention
and Expansion
Officer
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
Manager of Economic Development 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%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
OFFICE OF THE CAO – STRATEGIC ECONOMIC INITIATIVES
Maple Ridge Financial Plan 2015 - 2019 103 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Contributions from Others (multiple) -198 -203 -203 -208 -5 3% -208 -208 -208 -208
Federal Grant (Conditional) (12106-4250) 5 -42 - - - - - - - -
Miscellaneous Income (12106-4390) -3 -9 - - - - - - - -
Permits (12106-4445) -8 -13 -5 -5 - - -5 -5 -5 -5
Sale of Service (12106-4600) 3 -5 -10 -10 - - -10 -10 -10 -10
Total Revenue -202 -272 -218 -223 -5 2% -223 -223 -223 -223
Expense
Advertising (multiple) 67 148 61 39 -22 -36% 39 39 39 39
Contract (12106-7007) 35 35 35 35 - - 35 35 35 35
Conventions & Conferences (12106-6051) 6 9 16 10 -6 -36% 10 10 10 10
Grants & Donations (12106-6180) 224 227 252 245 -7 -3% 233 208 208 208
Other Expense 56 15 8 10 2 26% 10 10 10 10
Salaries (12106-5500) 331 383 341 376 35 10% 385 396 406 416
Total Expense 719 817 713 716 2 0% 713 698 708 718
TOTAL STRATEGIC ECONOMIC INITIATIVES 517 545 495 492 -3 -1% 489 475 485 495
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
Maple Ridge Financial Plan 2015 - 2019 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 2014 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
2015-2019 planning period.
Subsequent pages in the CDPR section provide
information on the departments reporting to this
division, including staffing, 2015 workplan highlights,
performance measurements and budgets.
Departments within this division are Administration,
Community Services (including Social Planning), Parks
& Facilities and Recreation.
Select 2014 Division Accomplishments
Hosted four grand openings: Emmeline Mohun Park,
Albion Water Spray Park, Albion Mountain Bike Skills
Park and the Pitt Meadows Family Recreation Centre
Fitness Centre.
Conducted a review of the Parks & Leisure Services
(PLS) Joint Service Agreement between the City of
Maple Ridge and the City of Pitt Meadows.
Measured citizens’ level of satisfaction with parks,
recreation and cultural services.
Conducted a one-year review of the customer
comment card program.
Restructured and renewed all partnership
agreements with the Arts Council and Seniors Society
and leases updated and revised.
Supported over 50 Neighbourhood Block Parties
through Seed Grants.
Supported the completion of the 2014 Housing
Action Plan; endorsed by Council.
Processed over 100 event applications Inter-
municipal Events Approval Committee.
Developed and implemented Parks Gift Program to
reflect current standards, practices and suitabl e park
locations.
Completed construction services for IT Department’s
audio visual/multimedia upgrades to various
facilities.
Completed field renovations at Albion Park and Harris
North Field.
Completed construction and replacement of
equestrian trail bridges.
Upgraded MRLC and PMFRC fitness centres,
responding to demands/requests resulting in
improved access for customers with physical
disabilities.
Implemented the ONE pass, giving access to all PLS
facilities including both arenas and outdoor pools.
Developed aquatics retrofit/lifecycle plan and
completed programming space improvements.
Efficiency/Effectiveness Initiatives
Reviewed and streamlined the department
purchasing systems.
Reviewed all PLS policies to ensure relevancy and
effectiveness.
Facilitated community social and safety service areas
to work together to respond to emerging social
issues.
Implemented more environmentally friendly design
for trail bridge foundations, through the use of gabion
baskets resulting in ease of construction and
transport of materials on trails thereby reducing costs
resulting in a reduction to potential environmental
damage through spillage and equipment clean up.
Installed automated low flow washroom devices to
reduce water consumption.
Utilized the spoil materials from ball diamond
grooming and maintenance to expand the BMX track
work in Westview Park and to resurface designated
dog off-leash areas.
Developed templates resulting in self-service options
for staff/partners to use when marketing the facilities
and programs ensuring a consistent look.
Introduced online subscription opportunities to
provide residents with email updates pertaining to
facility closures, special events, etc.
Business Perspective
Emerging Arts and Cultural initiatives offer
opportunities to grow engagement in community
building and civic pride.
Growing recognition of the role Arts and Culture plays
in economy.
Community growth increases public pressure to
expand services and competition for limited re-
sources such as our sport fields, pools and facilities.
An increased sensitivity to the practice of annual,
modest, fee increases by user.
Evidence of growing poverty throughout the
community, including increased visibility and
pressure on community resources.
Lack of local affordable housing/rental supplements
for marginalized and hard to house populations.
Increased focus on the importance of encouraging
neighbourhood level connections to build healthy
communities.
The closure of Volker Dog Park resulted in a
recommendation of three alternative sites for off-
leash dog parks.
Households continue to use a wide variety of Parks &
Leisure services and facilities with parks and trails
being particularly popular.
The Maple Ridge Leisure Centre provides a family
oriented accessible environment. Staff will continue
to invite families to participate and to promote
programs that are unique to the Leisure Centre.
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 105 | P a g e
Services Provided
The Community Development, Parks & Recreation
Services (CDPR) division’s role is to ensure planning
and coordination of resources in the management and
development of parks, facility operations and delivery of
recreation and cultural services. In addition, CDPR
provides opportunities that build individual,
neighbourhood and community capacity by connecting
citizens and groups through education sessions,
workshops and planning groups to support community-
driven efforts to build community capacity and assets.
Identified community needs are addressed by a
variety of approaches from the direct provision of
services to establishing partnerships that leverage
expertise and funding from other sources. In addition,
we are responsible for carrying out corporate initiatives
as directed by Council and attend to inquiries and
requests for assistance the public.
The division consists of three departments:
Community Services, Parks & Facilities and Recreation.
2015 Workplan Emphasis
Host grand opening ceremonies and celebrations
for a number of projects including Hammond Stadium
and the re-opening of several equestrian bridges.
Continue partnerships with community agencies
and not for profit groups to maximize the use of public
and community resources to avoid duplication.
Conduct an analysis of department level customer
service tools and identify priority tasks that will support
and enhance service quality to ensure we exceed the
expectations of our customers.
Review and improve the system used to track and
manage division legal documents.
Implement the recommendations from the 2014
Joint Service Agreement review.
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 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 (PLS) include a broad range of opportunities for citizens to participate in active
and social activities designed for children, youth, adults, families and senior citizens. This includes group
and individual fitness, aquatic, skating, outdoor and social programs as well as sport fields, parks, trails
and dyke trails.
Status
The 2014 survey measured the percentage of citizens who are satisfied (rated as excellent or good) with
Parks & Leisure Services. Survey conducted by Sentis Market Research Inc, the next survey will be in
2017.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2002 2005 2008 2011 2014
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 107 | P a g e
Organization Chart
Recreation
Manager
Arts and Community
Connections
General Manager:
Community
Development, Parks &
Recreation Services
Director of
Parks & Facilities
Manager Parks
Planning &
Development
Facilities
Operations
Manager
Manager Parks &
Open Space
Director of
Community
Services
Executive
Assistant
Director of
Recreation
Senior Recreation
Manager
Pitt Meadows Area
Recreation
Manager Health
and Wellness
Manager of
Business
Operations
Recreation
Manager Youth,
Seniors &
Neighbourhood
Services 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 2014 2015 2016 2017 2018 2019
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
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contributions from Others (40000-4820) -10 -34 - - - - - - - -
Conventions & Conferences (41200-6051) 17 10 13 13 - - 13 13 13 13
Federal Grant (Conditional) (40000-101-4250) - - - -50 -50 - - - - -
Grants & Donations (41200-6180) 59 73 85 76 -9 -11% 75 75 75 75
Other Outside Services (41000/41200-7051) -12 17 35 5 -30 -87% 5 35 5 5
PM - Cost Recovery (41200-4236) -60 -70 -80 -75 5 -6% -76 -82 -79 -80
Salaries (41200-5500) 276 318 366 374 7 2% 446 520 593 666
Special Projects (40000-6385) 13 130 626 947 321 51% 660 816 1,041 1,167
Supplies (41200-6300) 0 0 1 1 - - 1 1 1 1
TOTAL CDPR-ADMIN 284 444 1,046 1,290 244 23% 1,123 1,376 1,649 1,846
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Bank Charges (47500-6030) 45 49 40 40 - - 40 40 40 40
Miscellaneous (multiple) 24 23 30 20 -10 -33% 20 20 20 20
Salaries (multiple) 2,430 2,676 2,697 2,678 -19 -1% 2,743 2,817 2,887 2,957
Service Severance Costs (41400/42000-5150) 46 39 51 59 8 16% 59 59 59 59
SS Allocation (41000-5425) -2,710 -2,950 -2,933 -2,932 0 -0% -2,988 -3,064 -3,135 -3,206
Supplies (multiple) 29 31 19 29 10 53% 29 29 29 29
Supplies - Software (41100-6280) 58 51 59 67 8 13% 59 59 59 59
Vehicle Costs (41100/41400-6430) 64 69 37 38 1 3% 39 40 41 42
TOTAL CDPR-SUPPORT -13 -13 - -2 -1 - - - - -
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2015 - 2019 108 | P a g e
Services Provided
The Community Services Department is comprised
of the following function areas: Youth Services,
Neighbourhood Development, Arts, Culture and
Heritage, Festivals, and Volunteer Services. In addition,
this department acts as a liaison and provides support
to the Arts Council, the Ridge Meadows Seniors Society,
the Maple Ridge Historical Society and Pitt Meadows
Heritage and Museum Society through Operating
Agreement models. These organizations manage the
operation of facilities, programs and services in both
communities. Public art programs are supported in both
communities, through the Maple Ridge Public Art
Advisory Committee, and through project based task
groups in Pitt Meadows.
Under the newly adopted Commission Asset Based
Community Development and Volunteer policies,
Community Services works with community networks
and partners to ensure that there are an abundance of
opportunities for citizens to connect, engage, partici -
pate and contribute to community and opportunities to
strengthen the capacity of both individuals and
community organizations. Staff liaisons encourage and
support citizens and groups to contribute to positive
change by mobilizing their assets, passions, knowledge,
skills and relationships to inspire and support caring
and vibrant neighbourhoods and communities.
The primary role of the Social Planning function is
to provide staff support to the Social Planning Advisory
Committee and to ensure that the mandate of the
committee is met. The mandate includes: advising
Council on the planning and development of city
policies and strategies related to community social well-
being; ensuring broad community planning and
collaborative approaches to meet the needs of all
citizens; ensuring that Council is aware of community
challenges and informed of opportunities to advocate
to senior levels of government for policy change and
service enhancement; supporting social service sector
to develop community-driven planning that takes
advantage of funding opportunities; and when
appropriate, proposing municipal in-kind resources to
provide leverage to obtain additional funding and
resources to address community social needs.
2015 Workplan Emphasis
The Community Services Department focus is
driven by the benefits that result from a community
development approach.
Support to the Ridge Meadows Seniors Society and
Pitt Meadows Seniors Centre will continue. One of the
key focus areas is to work with the Senior’s Network on
the Age Friendly Cities Strategy as well as continuing to
research educational opportunities, new partnerships
and funding opportunities.
Neighbourhood Development will continue to grow
the neighbourhood champions to strengthen
relationships and support neighbourhood initiatives.
Neighbourhood Celebration and Matching Funds are
still available and the speaker’s series will focus on
providing information to neighbourhoods. Sharing the
stories of the many projects taking place in
neighbourhoods across the community will be a focus.
Our Arts, Culture and Heritage focus includes
researching opportunities to develop cultural space
access and increasing the Public Art and residency
presence. Work will continue with the Historical Society
and Museum Society to encourage and support
heritage initiatives.
Festivals will enhance the vitality of festivals with
an “Ideas Expo” and focus on a review of the overall
event approval process. We will be collaborating to
design and promote a community specific “message”
for volunteerism that builds greater awareness of
volunteer opportunities.
Youth Services will focus on initiatives that
introduce young women to sports and recreation,
gardening/ local food production, enhancing and
strengthening programs such as Youth Week and
programs that support arts and culture.
Social Planning will provide support for the
Community Network to evaluate initiatives like the
Community Chest pilot project. Another focus area is to
work with the Substance Misuse Prevention Committee
to create an inventory of mental health and substance
use services in the community. The Social Planning
Committee will be working on a Youth Strategy as part
of a larger Social Sustainability Strategic Plan.
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2015 - 2019 109 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Building a healthy community one neighbourhood at a time, through the promotion and implementation of the
Neighbourhood ‘Seed Grant’ program.
Support and promote volunteer participation as a healthy and rewarding recreation activity.
Promote and encourage community development that builds the capacity of local residents and the power of local
associations and groups to a stronger community.
HIGH-LEVEL COMMUNITY GOALS
Community Volunteers
Target Statement
Provide a supportive environment for volunteer participation in collaboration with community partners.
Overview
Volunteerism is a meaningful and rewarding activity on personal, professional and social levels that contributes to a
thriving community. Volunteering plays a role in stimulating community empowerment and contributes to a strong
sense of belonging. We provide support and resources to build a strong community through engagement,
discussion, training, mentoring, guiding and collaboration.
Status Report
According to a Parks & Leisure Services survey conducted by Sentis in 2014, 29% of community members are
volunteering. This is down from previous years when the survey was conducted by Ipso Reid, so may be a result of
the survey method. In 2015, the Community Volunteers scorecard data was reviewed and amended to be
consistent in reporting and to align with the Parks & Leisure Services formal survey conducted once every three
years.
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.
0%
10%
20%
30%
40%
50%
2002 2005 2008 2011 2014% of Population
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2015 - 2019 110 | P a g e
Status Report
2014 data to be determined.
Organization Chart
Director of
Community
Services
Administrative
Assistant
0.5 FT
Recreation Manager
Youth, Seniors &
Neighbourhood
Services
Recreation
Coordinator
(Neighbourhood
Development)
Recreation
Coordinator
(Core Area)
Youth Programmer
2 FT
Program Assistant 1
(Youth)
1.5 FT
Youth Workers
38 PT
Recreation
Manager
Arts and Community
Connections
Recreation Coord.
Volunteer/
Special Events
Recreation
Programmer
Special Events &
Volunteers
Program Assistant
Special Events
0.5 FT
Recreation
Coordinator
Social Planning
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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, Seniors & 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
Program Assistant Special Events 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 1 1.5 1.5 1.5 1.5 1.5 1.5
Full-Time Equivalent 11.5 11.5 11.5 11.5 11.5 11.5
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
TBD
CDPR – COMMUNITY SERVICES
Maple Ridge Financial Plan 2015 - 2019 111 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Prov. Grant (Conditional) (52500-4252) - - - - - - - - - -
Salaries (52500-5500) 88 93 91 93 2 2% 95 98 100 103
SS Allocation (52500-5425) 47 52 51 51 - - 52 54 55 56
Studies & Projects (multiple) 25 39 52 23 -29 -55% 10 10 10 10
TOTAL SOCIAL PLANNING 161 183 194 167 -26 -14% 158 162 165 169
Financial Plan – Youth
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Contributions from Others (45020-4820) - -28 - - - - - - - -
Lease Revenue (45022-4310) -4 -4 -5 -5 - - -5 -5 -5 -5
PM - Cost Recovery (45020-4236) -148 -160 -146 -152 -6 4% -159 -164 -168 -172
Programs (multiple) -21 -16 -37 -37 - - -37 -37 -37 -37
Prov. Grant (Conditional) (45020-4252) -14 - - - - - - - - -
Total Revenue -187 -208 -188 -194 -6 3% -201 -206 -210 -214
Expense
Maintenance - General (45022/45026-8056) 25 29 25 25 0 0% 25 25 25 25
Program Costs (multiple) 207 247 213 218 5 2% 223 229 234 239
Salaries (multiple) 427 454 446 472 26 6% 496 512 524 536
SS Allocation (45020-5425) 88 96 95 95 -0 -0% 97 100 102 104
Supplies (45022-6300) 3 4 4 4 - - 4 4 4 4
Vehicle Charges (45026-6410) 15 15 15 15 0 3% 16 16 17 17
Total Expense 765 845 798 829 31 4% 860 885 905 925
TOTAL YOUTH 578 637 609 635 25 4% 660 679 695 711
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2015 - 2019 112 | P a g e
Services Provided
The Facilities section, in cooperation with the
Recreation Department, provides maintenance services
to a number of public meeting and sport / athletic
activity facilities, including the Leisure Centre, Greg
Moore Youth Centre, Pitt Meadows Family Recreation
Centre, Hammond, South Bonson and Whonnock Lake
Community Centres as well as two outdoor pools.
Other municipal facilities, including the public library,
the ACT, two museums, two arenas, a golf course and
historic sites are operated in partnerships with other
contractors or organizations. The section also maintains
City facilities including the City hall, fire halls and public
safety buildings, as well as rental and leased properties
throughout the community.
The Parks section is responsible for operating the
City`s parks system, which includes active parkland
such as, sport fields, play grounds, dog parks as well as
ornamental displays, street trees, an extensive trails
inventory and a large number of green-belt areas. This
section also operates and maintains two City owned
cemeteries and provides administration for interment
services, recordkeeping and public inquiries.
2015 Workplan Emphasis
Extend the useful life of municipally owned
infrastructure by replacing Leisure Centre Plumbing,
filters and chlorination systems, upgrading c City Hall
and Randy Herman building washroom fixtures to low
water flow devices and installing motion sensor lighting
at the RCMP building.
Working cooperatively with School District No. 42
and Metro Vancouver for the planning and developing
of park sites and continue with the acquisitions of Silver
Valley Park, Boundary Park and St. Anne Park. Habitat
enhancements will include additional tree planting to
replace failed trees, Bear proof garbage cans will be
provided in wildlife interface areas. Washroom facilities
will be provided at Albion Sport Complex and
resurfacing of trails at Horseman’s Park and the Martin
equestrian trails will be completed. A new Infield will be
installed at Hammond Stadium Field, and the Thomas
Haney Lacrosse Box and Hammond Stadium tennis
court will be resurfaced. Alternative options will be
explored with the neighborhood for the Sport Court at
Jordan Park.
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2015 - 2019 113 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Provide new park areas in consultation with residents to determine needs and ensure maximum use of facilities.
HIGH-LEVEL COMMUNITY GOALS
Leisure Centre Energy Consumption & GHG Emissions
Target Statement
To reduce electricity and natural gas consumption. Reducing consumption saves money and decreases the amount
of GHG emissions released into the atmosphere.
Overview
The Leisure Centre is a multi-use facility that serves many recreation needs and has over 360,000 visits per year by
local residents. As the City's largest consumer of purchased energy and highest emitter of greenhouse gas (GHG)
emissions, the Leisure Centre provided a logical choice for an energy efficiency project in 2009 and for ongoing
energy efficient improvements.
Electricity & Natural Gas Consumption
GHG Emissions
Status Report
Energy efficiency improvements were completed from August to December 2009. GHG emissions were anticipated
to be reduced by about 50% from 2008 levels. In the first six months of 2010, natural gas consumption was
reduced by 47% from the same period in 2009. Due to the significant reduction in energy consumption as a result
of the 2009 energy efficient improvements, a new baseline was set in 2010. The new baseline incents for even
further energy reductions of 2.5% per year post construction. Since 2010, further energy reduction opportunities
have been identified, specifically around lighting retrofits. In 2013, Council approved a project to retrofit lighting in
the Greg Moore Youth Centre and second floor gym. Work on this project will begin in spring 2014.
0
5,000
10,000
15,000
20,000
25,000
2007 2008 2009 2010 2011 2012 2013 2014Gigajoules Natural Gas
Electricity
Target
0
150
300
450
600
750
900
2007 2008 2009 2010 2011 2012 2013 2014Tonnes of CO2 Equivalent Natural Gas
Electricity
Target
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2015 - 2019 114 | P a g e
Organization Chart
Director of
Parks & Facilities
Manager Parks
Planning &
Development
P & LS
Clerk
Park Planning
Technician
Facilities
Operations
Manager
P & LS
Clerk
Facilities
Maintenance
Coordinator
Tradesperson 2
Carpenter
2 FTE
Tradesperson 2
Plumber
Tradesperson 2
Electrician
Building Services
Supervisor
Building Service
Worker
11.5 FTE
Manager Parks &
Open Space
Parks Operation
Supervisor
Tradesperson 2
Gardener
Tradesperson 1
Gardener
3 FTE
Labourer
Foreman 2
Cemetery
Labourer
0.5 FTE
Foreman 3
Parks Worker
Labourer
2 FTE
Foreman 2
Turf
Equipment
Operator 2
Labourer
3 FTE
Grounds Keeper-
Fields
Playground
Maintenance Worker
Trails Maintenance
Worker
Maintenance
Technician
Labourer
1.0 FTE
Labourer
0.5 FTE
Foreman 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
Director of 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
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
Parks Operation Supervisor 0.0 1.0 1.0 1.0 1.0 1.0
Foreman 3 2.0 1.0 1.0 1.0 1.0 1.0
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
Foreman 2 – Turf 0.0 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
Maintenance Technician 1.0 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
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2015 - 2019 115 | P a g e
Position 2014 2015 2016 2017 2018 2019
Tradesperson 1 – Gardener 3.0 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 8.0 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 46.5 47.5 47.5 47.5 47.5 47.5
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Lease Revenue (43500-4310) -143 -152 -217 -217 - - -221 -221 -221 -221
SS Allocation (43500-5425) 27 30 29 29 -0 -0% 30 31 31 32
User Fees (multiple) -128 -136 -51 -52 -1 2% -52 -52 -52 -52
Total Revenue -244 -258 -238 -239 -1 0% -243 -242 -241 -241
Expense
Insurance (42000-6210) 152 169 135 135 - - 135 135 135 135
Maintenance - General (multiple) 2,904 3,101 2,807 2,846 39 1% 2,953 3,062 3,171 3,282
Other Outside Services (10000-7051) 110 115 111 111 - - 111 111 111 111
PM - Cost Recovery (multiple) -728 -769 -722 -729 -8 1% -754 -780 -805 -831
SS Allocation (multiple) 698 760 755 755 -0 -0% 770 789 807 826
Total Expense 3,136 3,376 3,086 3,117 31 1% 3,214 3,317 3,419 3,522
TOTAL PARKS 2,892 3,118 2,848 2,878 30 1% 2,971 3,075 3,178 3,282
Financial Plan – Facilities
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Insurance (11000-6210) 17 18 24 24 - - 24 24 24 24
Maintenance (multiple) 352 345 380 384 4 1% 412 440 442 444
Salaries (11000-5500) 63 64 66 67 2 2% 69 71 73 74
SS Allocation (11500-5425) 312 339 337 337 -0 -0% 344 352 361 369
Taxes - Rental Properties (10000/11500-4530) 39 26 26 27 1 3% 28 28 28 28
TOTAL FACILITIES 783 793 834 840 6 1% 877 915 927 939
Financial Plan – Library
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contract (47200-7007) 2,597 2,614 2,619 2,646 27 1% 2,726 2,807 2,892 2,978
Lease Expense (47200-6230) 4 3 14 14 - - 14 14 14 14
Maintenance - Buildings (47200-8060) 206 207 184 186 2 1% 188 189 190 191
Operating Capital (47200-9050) 5 6 6 6 - - 6 6 6 6
Rentals (47200-4500) -1 -1 -2 -2 - - -2 -2 -2 -2
SS Allocation (47200-5425) - - - - - - - - - -
TOTAL LIBRARY 2,810 2,829 2,822 2,851 29 1% 2,932 3,015 3,100 3,188
CDPR – PARKS & FACILITIES
Maple Ridge Financial Plan 2015 - 2019 116 | P a g e
Financial Plan – Infrastructure
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Infrastructure (multiple) 1,787 1,135 2,030 1,160 -870 -43% 1,160 1,160 1,160 1,160
TOTAL INFRASTRUCTURE 1,787 1,135 2,030 1,160 -870 -43% 1,160 1,160 1,160 1,160
Financial Plan – Cemetery
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fees (52100-4220) -142 -153 -192 -192 - - -192 -192 -192 -192
Plots (52100-4450) -171 -184 -279 -279 - - -279 -279 -279 -279
Recovery - Other (52100-4372) -18 -19 -9 -27 -18 199% -28 -29 -30 -31
Total Revenue -330 -356 -480 -497 -18 4% -498 -499 -500 -502
Expense
Maintenance - General (52100-8056) 198 227 205 209 5 2% 214 219 225 230
Purchases (52100-7380) 6 3 10 10 - - 10 10 10 10
SS Allocation (52100-5425) 61 66 66 66 - - 67 69 71 72
Total Expense 265 296 281 286 5 2% 292 299 306 313
TOTAL CEMETERY -66 -60 -199 -212 -13 7% -206 -201 -195 -189
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 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 com-munities.
In cooperation with the Parks & Facilities
Department, Recreation operates facilities including
multi-use fitness and aquatic centres, ice and curling
arenas, library and community halls. This is done in
collaboration with various not-for-profit community
organizations, agencies and businesses such as; the
Golden Ears Winter Club, Planet Ice, Nustadia, Fraser
Valley Regional Library and School District No. 42.
Services include delivering recreation and
education programs in arts and culture, aquatics,
fitness, skating and more through drop-in or pre-
registered delivery models. Other services also provided
include recreation access programs and community
planning tables for healthy community initiatives.
Customer service functions include facility, field and
arena bookings, program registration, membership and
admission processing.
2015 Workplan Emphasis
Our recreation facilities are community assets and
we will continue to ensure they meet the needs of the
community and provide a diverse range of program
opportunities for active and social participation, for all
ages. We identify underutilized facility times and work
with the Program Team to develop creative
programming solutions that connect with customers.
In an effort to encourage improved community
health & wellness, we will increase promotional efforts
emphasizing Physical Literacy and Active for Life
principles and broaden inclusivity along the wellness
continuum. We continue to support the Steering
Committee in developing the Community Sport Strategy
and provide Fundamental Movement Skills and
Fundamental Sports Skills programming for children 0-
12 years. Our Aquatics team will provide adaptive swim
programs, conduct a community water safety workshop
related to backyard pool safety and pilot the Grade 3
Swim to Survive Program.
In the area of Customer Service, we will increase
communications and marketing efforts by seeking
creative funding opportunities and continue to highlight
no-cost/low-cost outdoor activities through promotional
videos and publications. Membership incentives will be
developed including a Welcome Package for new
members. Efforts will be made to reduce barriers for
accessing leisure activities by developing adaptive
active programs and forming partnerships focused on
diversity programming.
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 118 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Support and promote citizen volunteer participation as a valuable leisure and recrea tion activity.
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.
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
We have seen a slight decrease in the Participation Program registration, which may be due to other
community-based funding sources that are available for children and youth accessing recreational
services.
0%
5%
10%
15%
20%
25%
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 119 | P a g e
Organization Chart
Director of
Recreation
Administrative
Assistant
0.5 FTE
Senior Recreation
Manager
Pitt Meadows Area
Booking Clerk
1.5 FTE
Recreation
Manager Health
and Wellness
Recreation
Coordinator
Youth
Programmer
Recreation
Programmer
Children
Program Assistant 1
Health & Wellness
0.75 FTE
Children’s
Programmer
Program Assistant 1
(Children’s)
0.75 FTE
Children’s
Recreation Leaders
5 FTE (37 PT)
Active Kids Club
Recreation Leaders
8 FTE (15 PT)
Recreation
Coordinator
Aquatics
Aquatic Leader 3
2.4 FTE
Senior Aquatic
Leader
0.2 FTE
Aquatic Leader 2
7.9 FTE (30 PT)
Aquatic Leader 1
6.5 FTE (40 PT)
Manager of
Business
Operations
Promotional
Assistant
Administrative
Coordinator
Clerk 2
0.5 FTE
Office Supervisor -
Recreation
L/C and PMFRC
Registration
Clerk/Typist
Cashier Clerk
Reception L/C
4.9 FTE (14 PT)
Cashier Clerk
Reception PMFRC
1.8 FTE (4 PT)
Parks & Leisure
Services Clerk
0.5 FTE
Recreation Coord.
Leisure Access
1.5 FTE
Field Allocator
Research
Technician
0.5 FTE
Recreation
Programmer
Marketing and
Communications
Coordinator
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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
Marketing and Communications Coordinator 0.0 1.0 1.0 1.0 1.0 1.0
Research Technician 0.5 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 4.0 4.0 4.0 4.0 4.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 2 1.0 0.0 0.0 0.0 0.0 0.0
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 1.0
Parks & Leisure Services Clerk 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 1 1.0 1.5 1.5 1.5 1.5 1.5
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 45.0 46.2 46.2 46.2 46.2 46.2
Contract staff are not represented.
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 120 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Contributions from Others (multiple) - -60 - - - - - - - -
Other Grant (Conditional) (multiple) -156 -41 -38 -38 - - -38 -38 -38 -38
PM - Cost Recovery (45500-4236) -15 -17 -49 -56 -6 13% -62 -66 -69 -72
Programs (multiple) -500 -552 -352 -352 - - -352 -352 -352 -352
Total Revenue -671 -671 -439 -446 -6 1% -452 -456 -459 -462
Expense
Maintenance - General (multiple) 510 528 436 463 28 6% 488 504 516 528
Program Costs (multiple) 117 119 87 91 4 5% 95 97 98 99
SS Allocation (45500-5425) 81 89 88 88 -0 -0% 90 92 94 96
Total Expense 709 736 610 642 32 5% 673 693 708 723
TOTAL CHILDREN 37 65 171 196 26 15% 221 237 249 261
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Admin Fee (47500-4100) -2 -2 -9 -9 0 0% -9 -9 -9 -9
Admissions (47500-4110/4111) -888 -784 -893 -909 -16 2% -923 -923 -923 -923
Lease Revenue (47500-4310) -80 -86 -64 -65 -1 2% -65 -65 -65 -65
Lessons / Program Fees (47500-4320) -430 -413 -360 -360 0 0% -360 -360 -360 -360
Programs (multiple) -130 -108 -283 -282 1 0% -282 -282 -282 -282
Rentals (multiple) -101 -101 -102 -102 0 0% -102 -102 -102 -102
Total Revenue -1,630 -1,494 -1,710 -1,727 -17 1% -1,740 -1,740 -1,740 -1,740
Expense
Cost of Goods Sold (47500-7300) 5 5 6 6 0 0% 6 6 6 6
Equipment (47500-7340) 8 3 5 5 0 0% 5 5 5 5
Maintenance - General (47500-8056) 450 436 402 409 7 2% 415 419 423 427
PM - Cost Recovery (47500-4236) -343 -417 -386 -393 -7 2% -403 -417 -431 -445
Program Costs (multiple) 305 300 450 452 3 1% 456 459 463 463
Publicity & Promotions (47500-6330) 75 71 63 63 0 0% 63 63 63 63
SS Allocation (47500-5425) 468 509 506 506 0 0% 516 529 541 553
Supplies (multiple) 78 73 87 87 0 0% 87 87 87 87
Wages (multiple) 1,918 2,156 2,053 2,094 41 2% 2,141 2,190 2,241 2,292
Total Expense 2,963 3,135 3,186 3,230 44 1% 3,284 3,341 3,397 3,450
TOTAL LEISURE CENTRE 1,333 1,641 1,475 1,503 27 2% 1,544 1,601 1,657 1,711
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Admissions (47400/47410-4110) -28 -31 -33 -33 - - -33 -33 -33 -33
Lessons / Program Fees (47400-4320) -8 -8 - - - - - - - -
PM - Cost Recovery (47410-4236) -21 -22 -23 -23 -0 1% -24 -24 -25 -26
Rentals (47400-4500) -1 -2 - - - - - - - -
Total Revenue -59 -63 -56 -56 -0 1% -56 -57 -58 -58
Expense
Maintenance - General (47400/47410-8056) 43 38 42 42 0 1% 42 43 43 43
Program Costs (47410-6325) 24 28 26 26 0 2% 27 27 28 29
SS Allocation (47400-5425) 47 52 51 51 - - 52 54 55 56
Wages (47410-5600) 27 31 29 29 1 2% 30 31 31 32
Total Expense 142 149 147 149 2 1% 151 154 157 160
TOTAL OUTDOOR POOLS 83 86 92 93 1 1% 95 97 99 102
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 121 | P a g e
Financial Plan – Seniors
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contract (47300-7007) 300 291 305 325 20 7% 317 324 330 337
Lease Revenue (47300-4310) -20 -20 -20 -20 - - -20 -20 -20 -20
PM - Cost Recovery (47300-4236) -68 -68 -70 -74 -4 6% -73 -75 -76 -78
SS Allocation (47300-5425) 61 66 66 66 - - 67 69 71 72
TOTAL SENIORS 273 270 281 297 16 6% 292 298 304 311
Financial Plan – Arts
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contract (multiple) 683 694 694 627 -68 -10% 639 652 665 678
Lease Revenue (47700-4310) -80 -80 -80 - 80 -100% - - - -
Maintenance - General (47700-8056) 8 21 7 7 0 1% 7 7 7 8
PM - Cost Recovery (47700-4236) -140 -146 -134 -141 -7 5% -143 -147 -150 -153
SS Allocation (47700-5425) 88 96 95 95 -0 -0% 97 100 102 104
TOTAL ARTS 559 585 583 589 6 1% 600 612 625 637
Financial Plan – Heritage
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contract (48000-7007) 217 219 219 223 4 2% 228 232 237 241
Maintenance - General (multiple) 45 44 34 35 0 1% 35 35 35 36
PM - Cost Recovery (48000-4236) -58 -59 -57 -58 -1 2% -59 -60 -61 -62
SS Allocation (48000-5425) 27 30 29 29 -0 -0% 30 31 31 32
TOTAL HERITAGE 231 233 226 230 4 2% 234 238 243 247
Financial Plan – Special Services
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Lessons / Program Fees (45010/45015-4320) -1 -0 -1 -1 - - -1 -1 -1 -1
PM - Cost Recovery (45010-4236) -37 -42 -45 -46 -1 1% -47 -49 -50 -51
Program Costs (45015-6325/6326) 52 54 48 49 1 2% 51 53 54 55
Programs - Subsidized Admiss. (45015-6329) 0 3 13 13 - - 13 13 13 13
Prov. Grant (Conditional) (45010/45015-4252) -85 -84 -84 -84 - - -84 -84 -84 -84
Salaries (multiple) 128 142 141 143 2 2% 145 148 150 152
SS Allocation (45010-5425) 88 96 95 95 -0 -0% 97 100 102 104
Supplies (multiple) -9 -5 4 5 0 10% 4 4 4 4
TOTAL SPECIAL SERVICES 136 164 171 174 3 2% 179 184 189 193
Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Admissions (47610-4110) -40 -33 -31 -31 - - -31 -31 -31 -31
PM - Cost Recovery (46550-4236) -20 -18 -33 -33 -0 1% -34 -34 -35 -35
Program Fees (46550-4230) -9 -12 -10 -10 - - -10 -10 -10 -10
Rentals (46550-4500) -95 -111 -64 -64 - - -64 -64 -64 -64
Total Revenue -163 -174 -138 -138 -0 0% -139 -139 -139 -140
Expense
Maintenance - Buildings (multiple) 248 227 242 245 3 1% 249 252 254 257
PM - Cost Recovery (41210-4236) -27 -26 -32 -32 -0 2% -33 -34 -34 -35
Program Costs (46550-6325) 14 27 62 62 - - 62 62 62 62
SS Allocation (46550/47610-5425) 82 90 89 89 -0 -0% 91 93 95 97
Wages (multiple) 32 30 35 36 1 2% 36 37 38 39
Total Expense 349 348 396 399 4 1% 405 410 415 419
TOTAL PM HERITAGE HALL 186 174 258 261 3 1% 266 271 275 280
CDPR – RECREATION
Maple Ridge Financial Plan 2015 - 2019 122 | P a g e
Financial Plan – Arenas
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Admissions (multiple) -36 -36 -29 -30 -0 2% -30 -30 -30 -30
Lessons / Program Fees (47010/47600-4320) -97 -105 -58 -58 - - -58 -58 -58 -58
PM - Cost Recovery (47100/47600-4236) -148 -168 -187 -186 1 -0% -186 -187 -187 -205
Rentals (multiple) -253 -459 -184 -187 -3 2% -190 -190 -190 -190
Total Revenue -532 -767 -458 -460 -3 1% -463 -464 -464 -483
Expense
Contract (47010/47100-7007) 100 118 100 100 - - 100 100 100 100
Maintenance - General (47100/47600-8056) 20 42 20 20 - - 20 20 20 20
Miscellaneous (47100/47600-6275) - 9 - - - - - - - -
Program Costs (multiple) 858 1,213 989 989 - - 989 989 989 1,079
SS Allocation (47100/47600-5425) 88 96 95 95 -0 -0% 97 100 102 104
Total Expense 1,066 1,478 1,204 1,204 -0 -0% 1,206 1,208 1,211 1,303
TOTAL ARENAS 533 710 747 744 -3 -0% 743 745 746 820
Financial Plan – Special Events
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Contributions from Others (45030-4820) - -7 - - - - - - - -
Miscellaneous Income (45030-4390) -5 1 -1 -1 - - -1 -1 -1 -1
PM - Cost Recovery (45030-4236) -70 -73 -70 -71 -0 1% -72 -74 -76 -78
Programs - Special Events (45030-4324/4325) -2 -3 -1 -1 - - -1 -1 -1 -1
Prov. Grant (Conditional) (45030-4252) -3 -8 -2 -2 - - -2 -2 -2 -2
Salaries (45030-5500/5501) 202 211 203 207 5 2% 212 218 223 229
Special Events (45030-6360) 79 85 67 65 -2 -4% 64 66 67 69
SS Allocation (45030-5425) 88 96 95 95 -0 -0% 97 100 102 104
Supplies (multiple) 10 10 15 15 - - 15 15 15 15
TOTAL SPECIAL EVENTS 300 311 306 308 2 1% 312 320 327 335
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fees (41250-4220) -1 -2 -2 -2 - - -2 -2 -2 -2
Lease Revenue (multiple) -26 -29 -32 -32 - - -32 -32 -32 -32
PM - Cost Recovery (multiple) -140 -151 -146 -148 -2 1% -151 -155 -159 -163
Program Fees (multiple) -124 -150 -139 -140 -2 1% -142 -142 -142 -142
Rentals (41250-4501/4502) -131 -201 -156 -157 -0 0% -157 -157 -157 -157
Total Revenue -422 -532 -474 -478 -4 1% -483 -487 -491 -495
Expense
Contract (46500-7007) 12 14 15 15 - - 15 15 15 15
Maintenance - General (41250-8056) 292 378 324 329 5 1% 333 338 342 346
Program Costs (41250-6325/6326) 78 131 108 108 - - 108 108 108 108
Salaries (41250-5500/5503) 214 212 201 208 7 3% 214 220 226 231
SS Allocation (41250-5425) 359 391 389 389 -0 -0% 396 406 415 425
Supplies (multiple) 10 8 18 18 - - 18 18 18 18
Total Expense 965 1,134 1,055 1,066 11 1% 1,084 1,105 1,124 1,143
TOTAL PMFRC 544 603 581 588 7 1% 601 617 633 648
CORPORATE & FINANCIAL SERVICES
Maple Ridge Financial Plan 2015 - 2019 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 2014
accomplishments is shown below, followed by efficiency
and effectiveness initiatives and the business
challenges relevant to the 2015-2019 planning period.
The subsequent pages will provide information on
the departments in this division, including staffing,
2015 workplan highlights, performance measurements
and budgets.
Departments within this division are Clerk’s,
Finance and Information Technology. CFS also provides
support to the RCMP, Police Services and the Fire
Department and is responsible for maintaining and im-
proving the website.
Select 2014 Division Accomplishments
Conducted the local government election, and held
orientation sessions for the newly elected Council.
Introduced live-streaming to the City website of all
Council meetings.
Upgraded audio-visual capabilities for Council
meetings.
Introduced additional proactive fire prevention
initiatives including Community Wildfire Protection
Bylaw, upgraded software to assist with fire fighter
staffing, and improved training programs for rescue
services and recruit training.
Improvements to proactive policing and
communication capabilities by relocating Traffic
section to the same building as Bylaw enforcement,
developed a child advocacy centre enabling access to
key government agencies in one location.
Conducted a review of the Parks & Leisure Services
agreement between the City of Pitt Meadows and City
of Maple Ridge.
Implemented a new records and document manage-
ment software system into the Clerks, Human Re-
sources and Finance Departments. Developed a plan
for implementation to the rest of the organization.
Efficiency/Effectiveness Initiatives
Collaboration on joint service delivery, for example
participation with the Justice Institute in their Fire &
Safety Training Centre, participation on the local
Business Improvement Association, representation
on the Municipal Insurance Association board, sup-
porting mutual aid agreements with Pitt Meadows,
Mission and Langley Fire Departments, and use of
volunteers in support of community programs.
Leveraging assets for wider community benefit, for
example marketing of City lands for redevelopment,
and promoting secondary revenue opportunities.
Continuing to improve the website features and
content including live streaming of Council meetings,
a mobile app, service request capability, mailing and
subscription lists, and improved access to content.
Many information technology improvements to
increase efficiency and reduce costs: redesign of the
computer network to improve security and
manageability, introduction of mobile computing
services, help desk enhancements, improved staff
scheduling software for the Fire Department,
enhanced asset management capability, and
implementing inventory tracking software and
electronic fingerprinting capability in Police Services.
In-house business process reviews to identify time
and cost savings, for example review of document
execution in the Clerk’s Department, enhancements
to paperless (digital) filing, RCMP vacancy reviews,
and RCMP transcription process review.
Exceeded Financial Plan targets for investment
income.
Business Perspective
Maple Ridge will continue to experience fiscal
challenges trying to balance demands for enhanced
service levels with simultaneous demands for
reduced reliance on property taxes.
In the interest of promoting awareness and support-
ing financial sustainability, a regular review of our
economic environment and tax burden is undertaken
to make sure we remain competitive and affordable.
Encourage corporate entrepreneurship where it
makes sense and provide opportunities for services
to be operated on City-owned property where it is
beneficial to the public.
There is an increased public expectation of
government transparency through the use of
information and communication technologies. The
newly redesigned website is the main vehicle to
address information access and dissemination, and
improve customer service through the management
of content, including an array of public interactive
features, and access to web based public services.
Continued implementation of the new records and
document management system into remaining
departments is a priority. Better management of
documents will improve public access, sharing,
finding and retrieval, provide enhancements to
business process workflows, and ultimately creating
the foundation for improved digital services and going
“paperless”.
The best opportunity for sustaining or improving
service levels is through the continued modernization
of IT services and the regular scrutiny of City
operations in the search for efficiencies.
Public safety services, including the RCMP and Fire
Department, are increasingly affected by the com-
plexity and multi-jurisdictional nature of service provi-
sion. This includes legal investigative requirements,
court decisions, reductions in supportive public ser-
vices, technological advancements, and the need for
rapid communication (e.g. - Facebook and Twitter).
Investment in people pays off. We will continue to
support our staff by giving them the opportunity to
learn and grow.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 124 | P a g e
Services Provided
The Corporate & Financial Services (CFS) division is
responsible for aligning the core fundamentals of
strategic business planning, corporate revenue and
cost control and financial risk management to drive
success across this organization.
2015 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 2015, 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 2015-2019 Business Plan.
2. Continue to implement the Laserfiche document
management system and finalize implementation
of the electronic Agenda Manager.
3. In the area of technology, continue to support the
work in the corporate telecommunications area:
a. Complete construction of two City sponsored
telecommunications towers – Rock Ridge and
Cottonwood.
b. Develop a tactical business plan to implement
and onboard a functional network for private
sector interests.
c. Continue the expansion and interconnection of
the conduit network as opportunities arise –
Alouette Road pump station and data transit
exchange.
d. Assist in the review and implementation of
additional website improvements.
4. 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.
5. Provide both the RCMP and Police Services with
municipal support and assistance on financial
matters.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 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 required. 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 th e 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
$35,000,000
2006 2007 2008 2009 2010 2011 2012 2013 2014
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 126 | P a g e
Organization Chart
General Manager:
Corporate & Financial
Services
Fire Chief/
Director
Assistant Chief
Fire Prevention and
Communications
Assistant Chief
Planning and
Prevention
Assistant Chief
Training and
Operations
Director of
Corporate Support
Director of
Information
Technology
Manager of
Legislative Services
& Emergency Prog
Property & Risk
Manager
Confidential
Secretary
Executive
Assistant
Finance
Manager of
Business
Systems
Manager of
Financial
Planning
Manager of
Revenue
& Collections
Manager of
Accounting
Senior Manager of
Police Services-
Finance & Admin
Deputy
Fire Chief
Emergency
Program
Coordinator
Records
Management
Assistant
Assistant Chief
Community and
Administrative
Services
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 2014 2015 2016 2017 2018 2019
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 4.0 4.0 3.0 3.0 3.0 3.0
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Conventions & Conferences (12000-6051) 17 17 25 25 - - 25 25 25 25
Legal (41000-7030) 8 14 - - - - - - - -
Memberships (12000-6270) 1 1 1 1 - - 1 1 1 1
Miscellaneous (12100-6275) 2 1 1 1 - - 1 1 1 1
Salaries (12000-5500) 337 417 507 515 8 2% 549 589 663 738
TOTAL C&FS-ADMIN 365 450 534 542 8 2% 576 616 690 765
CFS – CLERK’S
Maple Ridge Financial Plan 2015 - 2019 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 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 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 City-owned
rental properties.
The Risk Management Program for loss control and
insurance is also a function of this department.
2015 Workplan Emphasis
We will undertake a process review to simplify the
agenda process from item submission to publication.
Automated workflow using the Laserfiche product will
be used to create, approve, prepare and publish
Council agendas.
We will be analyzing our facility requirements for
storage of archival records and identifying best
practices for storage of archival electronic records to
ensure access remains achievable through technology
changes.
Performance Measurement
KEY PERFORMANCE MEASURES
Agendas for Council meetings will be posted to the website by 10:00 am on the Friday before the meeting 90% of
the time.
CFS – CLERK’S
Maple Ridge Financial Plan 2015 - 2019 128 | P a g e
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Confidential
Secretary
Property & Risk
Manager
Conveyancing Clerk
(Contract)
Committee Clerk
0.7 FTE
Receptionist
Switchboard
Operator
Mail Clerk
0.6 FTE
Clerk 3
Clerk Cashier
0.7 FTE
Records
Management
Coordinator
Emergency Program
Coordinator
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
Manager of Legislative Services & Emergency Program 1.0 1.0 1.0 1.0 1.0 1.0
Property & Risk Manager 1.0 1.0 1.0 1.0 1.0 1.0
Assistant Property & Risk Manager 1.0 0.0 0.0 0.0 0.0 0.0
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 1.0
Emergency Program Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Clerk 3 1.0 1.0 1.0 1.0 1.0 1.0
Committee Clerk 0.7 0.7 0.7 0.7 0.7 0.7
Clerk 2 – Emergency Program 0.5 0.0 0.0 0.0 0.0 0.0
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 1.0
Mail Clerk 0.6 0.6 0.6 0.6 0.6 0.6
Full-Time Equivalent 10.5 9.0 9.0 9.0 9.0 9.0
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
CFS – CLERK’S
Maple Ridge Financial Plan 2015 - 2019 129 | P a g e
Budget
The base budgets for 2015-2019 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Clerk’s Department
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fees (11800/35000-4220) -162 -192 -144 -144 - - -144 -144 -144 -144
Lease Revenue (multiple) -1,393 -1,524 -1,645 -1,646 -1 0% -1,647 -1,647 -1,648 -1,648
Rentals (multiple) -79 -66 -73 -73 - - -73 -73 -73 -73
Salaries Recovery (14000-5400) - - -25 -25 - - -25 -25 -25 -25
Total Revenue -1,634 -1,781 -1,888 -1,889 -1 0% -1,889 -1,890 -1,891 -1,891
Expense
Advertising (12103/13500-6010) 10 86 94 19 -75 -79% 20 20 121 21
Other Exp 80 99 86 86 - - 76 76 76 76
Insurance (multiple) 868 656 855 861 6 1% 867 873 879 885
Insurance Recovery (12101-6209) -444 -390 -480 -486 -6 1% -492 -498 -504 -504
Legal (12000/12103-7030) 65 155 226 226 - - 176 176 176 176
Maintenance - Buildings (11800-8060) 538 467 449 449 - - 449 449 449 449
Maintenance - General (14000-8056) 79 31 32 107 75 234% 32 32 32 32
Postage & Courier (12101-6305) 44 46 45 45 - - 45 45 45 45
Salaries (multiple) 584 693 797 712 -85 -11% 729 749 767 786
Stationery (12000-6370) 6 11 14 14 - - 14 14 14 14
Studies & Projects (12103/14000-6380) 60 79 35 75 40 114% 6 6 6 6
Taxes - Rental Properties (multiple) 44 39 35 35 - - 35 35 35 35
Total Expense 1,935 1,971 2,188 2,143 -44 -2% 1,957 1,976 2,095 2,021
TOTAL CLERKS 301 190 300 255 -45 -15% 67 86 205 130
CFS – FINANCE
Maple Ridge Financial Plan 2015 - 2019 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 of Maple
Ridge within a framework that ensures sound fiscal
governance.
Specific functions include preparing and monitoring
the Five-Year Consolidated Financial Plan, preparing the
Annual Consolidated Financial Statements, preparing
and interpreting interim financial statements, levying
and collecting City taxes and utility fees, processing
accounts payable and receivable, developing and
maintaining financial systems, investing and
safeguarding Maple Ridge’s financial assets,
conducting internal audits and general cashiering
services.
The department is also responsible for reporting on
financial matters to the Audit and Finance Committee.
2015 Workplan Emphasis
We will assess City lands for possible
contamination as defined by the Public Sector
Accounting Board (PSAB) and determine any associated
liabilities. Project will be fully implemented for fiscal
year 2015, with comparative data for 2014.
We will work with Sustainability & Corporate
Planning to conduct a review of our Accounts Payable
processes to explore opportunities for process
improvement, as well as a review of miscellaneous fees
and related bylaws.
We will support Council’s financial management
decision-making process by providing relevant and
timely information.
We will conduct reviews of internal controls as part
of the department’s regular work program.
Building on the Joint Leisure Services Model
Review we will develop a deeper understanding of the
financial benefits delivered through the existing
agreement and propose updates, if necessary, to
improve financial equity.
We will research available solutions to maintain an
inventory of the City’s tangible capital assets.
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 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.
CFS – FINANCE
Maple Ridge Financial Plan 2015 - 2019 131 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Provide high quality municipal services to citizens and customers in a cost -effective and efficient manner.
Use debt where appropriate to provide major community infrastructure.
Property tax revenue must keep pace with growth in the community, demand for enhanced services and the rising
cost of existing services.
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. Investments yields exceeded benchmark largely due to the funds being invested for longer
terms than the benchmarks.
0%
2%
4%
6%
2006 2007 2008 2009 2010 2011 2012 2013 2014
CFS – FINANCE
Maple Ridge Financial Plan 2015 - 2019 132 | P a g e
Organization Chart
Finance
Manager of
Accounting
Accountant 3
Accountant 1
Accounting Clerk 2
3 FT
Manager of
Revenue
& Collections
Accounting Clerk -
Revenue
Cashier Clerk
3 FT
Clerk Cashier
0.6 FT
Manager of
Financial
Planning
Financial
Analyst
Budget
Analyst
Manager of
Business
Systems
Accounting
Clerk 2
Clerk 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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 1.0 1.0 1.0 1.0 1.0 1.0
Financial Analyst 1.0 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
Clerk Cashier (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
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Other Expenses (multiple) 36 47 303 303 - 0% 43 43 43 43
Audit Fees (12200/12210-7000) 63 56 55 55 - 0% 55 55 55 55
Salaries (multiple) 1,377 1,509 1,472 1,494 22 2% 1,530 1,572 1,611 1,651
Salaries Recovery (12200/12210-5400) -247 -255 -255 -261 -6 2% -269 -277 -286 -295
TOTAL FINANCE 1,229 1,357 1,575 1,591 16 1% 1,358 1,392 1,423 1,454
CFS – FINANCE
Maple Ridge Financial Plan 2015 - 2019 133 | P a g e
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Grants in Lieu (multiple) -2,355 -2,422 -2,367 -2,413 -45 2% -2,469 -2,521 -2,568 -2,593
Interest Paid on Tax Prepayment (16000-4001) 55 59 100 100 - 0% 100 100 100 100
Local Improvement Program (multiple) -17 - - - - 0% - - - -
Parcel Charges - Blue Box (16000-4011) -995 -1,010 -1,031 -1,014 17 -2% -1,052 -1,091 -1,132 -1,174
Parcel Charges - Recycling (16000-4010) -846 -856 -878 -863 15 -2% -895 -929 -964 -1,000
Taxes - General (16000-4000) -63,075 -66,207 -66,179 -68,835 -2,655 4% -72,522 -76,588 -80,643 -84,869
TOTAL FIN SERVICESS-TAX REVENUE -67,234 -70,435 -70,355 -73,024 -2,669 4% -76,838 -81,029 -85,207 -89,536
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Appropriation of Surplus (10000-9010) -58 51 51 150 98 192% 171 151 240 395
Other 198 76 2,426 1,657 -769 -32% 361 568 800 1,031
Transfer in from Reserve for Committed Projects -5,410 -6,340 -6,079 -5,666 413 -7% -107 -2 -102 -2
Transfer to Capital Funds (multiple) 2,914 1,870 2,524 3,823 1,299 51% 3,535 2,739 2,891 2,967
Transfers In (multiple) -9,178 -8,805 -10,289 -9,189 1,100 -11% -8,996 -8,774 -8,234 -8,291
Transfers Out (multiple) 23,685 26,802 17,084 20,420 3,336 20% 17,765 19,385 20,601 21,935
TOTAL C&FS-ADMIN 12,150 13,654 5,716 11,193 5,477 96% 12,730 14,067 16,195 18,035
Financial Plan – Fiscal - Debt
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Debt - Interest (multiple) 2,091 1,965 2,110 2,105 -5 0% 1,970 1,831 1,744 1,623
Debt - Principal (multiple) 2,585 2,673 2,662 2,808 146 5% 2,901 2,999 2,494 2,570
Overdraft Interest (12400-9060) 158 174 61 30 -32 -52% 30 30 30 30
TOTAL DEBT 4,835 4,813 4,833 4,942 109 2% 4,901 4,860 4,268 4,223
Financial Plan – Financial Services - Grants
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Prov. Grant (Conditional) (10000/12400-102-4252) -932 -1,095 -1,100 -1,100 - 0% -1,100 -1,100 -1,100 -1,100
Prov. Grant (Unconditional) (10000-102-4253) -530 -532 -942 -942 - 0% -942 -942 -942 -942
TOTAL FIN SERVICES-GRANTS -1,462 -1,627 -2,042 -2,042 - 0% -2,042 -2,042 -2,042 -2,042
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Admin Fee (15000/30000-4100) -74 -56 -45 -46 -1 2% -47 -48 -49 -50
Auction Proceeds (15000-4410) -1 -15 -7 -7 0 0% -7 -7 -7 -7
Contributions from Others (10000-4820) -22 -116 0 0 0 0% 0 0 0 0
Fees (multiple) -14 -13 -8 -8 0 0% -8 -8 -8 -8
Gain/Loss - Property 4 Resale (15000-4298) -111 -1 0 -4,250 -4,250 0% 0 0 0 0
Information Fees (15000-4280) -121 -133 -120 -120 0 0% -120 -120 -120 -120
Interest on A/R (10000/15000-4290) -253 -324 -200 -215 -15 8% -230 -245 -260 -275
Investment Interest (10000/15000-4295) -1,968 -1,432 -1,135 -1,150 -15 1% -1,165 -1,180 -1,195 -1,210
Miscellaneous Income (15000-4390) -117 -65 -50 -50 0 0% -50 -50 -50 -50
Municipal Plate Fees (15000-4221) -23 -24 -22 -22 0 0% -22 -22 -22 -22
Surplus (15000-4520) 0 0 0 -613 -613 0% -650 -176 -129 0
Tax Penalties (15000-4440) -750 -740 -660 -695 -35 5% -730 -765 -800 -835
TOTAL FIN.SRV-OTHER REV -3,453 -2,920 -2,247 -7,176 -4,929 219% -3,029 -2,621 -2,640 -2,577
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2015 - 2019 134 | P a g e
Services Provided
The job of the Information Technology Department
(IT) is to enable City staff, through the use of
technology, to effectively deliver services to their
customers, our citizens. Working with departments, we
develop, deliver and support technical solutions that
will enhance the customer experience and increase
efficiencies for individuals doing business with and
using services provided by the City.
We are responsible for supporting the computer
systems required by the City for its numerous lines of
business. The corporate network is comprised of a
wired and wireless infrastructure spanning over 15
sites. Our focus is on accessibility through online
services and mobile applications. The IT team supports
over 1,000 computing devices, running 115 servers on
40 physical boxes to support all the associated
software required to support the City’s services.
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, recrea-
tion 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, IT also coordinates
strategic technology direction and investments, devel-
ops common standards and architectures and provides
business solutions to help frontline departments deliver
public services efficiently.
A major service area for IT 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.
2015 Workplan Emphasis
Dependable and reliable computing systems are
important to the City’s staff and to citizens so they can
accomplish their work and access services. We will
undertake Crystal Reports upgrade, parking ticket
automation/Amanda online permits, virtualizing
desktops, building a fully functioning test/dev.
environment for remaining applications, user logon
enhancements to increase the robustness and
reliability of roaming profiles and desktop experience,
replace monitors, participate in a joint cities init iative to
determine the best way to move forward with a leisure
centre application to manage programs and services in
light of the imminent changes to the class application,
EOC technology upgrades, put up a wireless shot from
Fire Hall No. 2 to allow connectivity back to city hall,
BCIT student practicum placement, further enhancing
mobility applications, education initiatives for staff
relating to security and technical competencies,
initiatives to further enhance staff mobility, upgrade of
active directory, further integrate the use of Layar in the
community, support facilities in finding and replacing
facilities desk, CCTV database, culvert inspection
database, document manager project phase ii,
investigate voting technologies, Empath improvements
We will undertake a process review of the Help
Desk Service, with a focus on the use of the Service
Desk ticket tracking system as an effective mechanism
to support this service.
Performance Measurement
KEY PERFORMANCE MEASURES
Meet or exceed client expectations in 95% or more information technology calls to the Service Desk that are
rated.
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2015 - 2019 135 | P a g e
Organization Chart
Director of
Information
Technology
Business Systems
Analyst
Network Support
Specialist
2 FT
Network Analyst
3 FT
GIS
Coordinator
Senior Analyst
Programmer
User Support
Assistant
Systems Analyst 2
3 FT
Help Desk
Coordinator
Computer Support
Specialist
2 FT
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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 2.0 2.0 2.0 2.0 2.0
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 0.0 0.0 0.0 0.0 0.0
System Analyst 1 1.0 1.0 1.0 1.0 1.0 1.0
Help Desk Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Computer Support Specialist 1.0 1.0 1.0 1.0 1.0 1.0
User Support Assistant 1.0 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 2015 - 2019 136 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Consulting (12310-7005) 72 37 52 32 -20 -38% 32 32 32 32
Equipment Maintenance (12000/12310-8030) 24 12 51 35 -16 -31% 34 34 34 34
Lease Revenue (12000-100-4310) -54 -54 -54 -54 - - -54 -54 -54 -54
Other Expenses (multiple) 35 19 22 22 0 0% 22 22 22 22
Salaries (12310-5500) 1,366 1,510 1,427 1,461 33 2% 1,495 1,535 1,574 1,612
Salaries Recovery (12310-5400) -250 -250 -250 -250 - - -250 -250 -250 -250
Software Maintenance (12310/12320-7070) 718 706 755 803 48 6% 845 887 929 970
Supplies (12310-6300) 23 15 15 15 - - 15 15 15 15
Utilities - Telephone (12000/12310-6520) 141 156 117 117 - - 117 117 117 117
TOTAL INFORMATION TECHNOLOGY 2,074 2,151 2,134 2,180 46 2% 2,255 2,338 2,418 2,498
Capital Works Program – Information Technology
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Technology
Amanda Projects 81 - - - -
Asset Management Phase 1 - - - 500 -
Asset Management Phase 2 - - - - 500
Automated Data Collection - Engineering 13 - - - -
Build Up Test and Development Environment 25 - - - -
Cable Plant Upgrade - Leisure Centre 90 - - - -
Cable Plant Upgrade - Operations 90 - - - -
Capital Reporting Module (Hyperion) 25 - - - -
Capital Works Program Replacement Study 45 - - - -
City Green Software 5 - - - -
Class Software - 250 - - -
Document Management Requirements 85 - - - -
Document Management Requirements (IT) 75 - - - -
Document Processing Phase 1B 60 - - - -
EOC Technology Upgrades 13 - - - -
Equip Purch - Info Serv 548 570 290 832 811
Equip Purch - Wireless Data System 22 - - - -
Exchange Upgrade and Outlook Archiving 17 - - - -
FH2 Connectivity (Data and Voice) 13 - - - -
Financial Systems Study 33 - - - -
Fleet Management Software 70 - - - -
Flexpod - Virtual Hardware - 100 - - -
GIS - Mobile 25 - - - -
GIS Infrastructure Package - - - 75 -
Implement Virtual Desktops 50 - - - -
Infrastructure Growth 57 50 50 50 50
Install Mobile in Vehicles 30 - - - -
IT Disaster Recovery Infrastructure - - 97 - -
IT Fibre Optic Network (various) 1,227 - - - -
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2015 - 2019 137 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
IT Server Room - AC Upgrade 19 - - - -
IT Website Redesign Phase 2 - - 72 - -
Management Reporting Software Phase 1 13 - - - -
Management Reporting Software Phase 2 - 40 - - -
Microfiche readers 14 - - - -
Migrate Oracle to SQL 204 - - - -
Minor Capital - Technology 102 - - - -
Mobile Application (Tablet) 49 - - - -
Mobile Application Development 25 25 25 25 25
Mobility - - - - 50
Networking Testing Equip 35 - - - -
Online Fire Inspections 27 - - - -
Online Realtime Apps for Licenses Permits Bylaws 100 - - - -
Online Services - - - - 100
Project Management Job Cost Study Phase 2 47 - - - -
Ross HR System Improvements 40 - - - -
Strategic Plan 42 - - - -
User Logon Enhancement 20 - - - -
Video Production and Conferencing - - - 43 -
Virtual Desktop - 100 - - -
Voting Software - 69 - - -
Web Security Infrastructure (F5) 70 - - - -
Website Payments 54 - - - -
Website Rebuild 30 - - - -
Wireless Hardware - Software - Infrastructure 39 25 - - -
Technology 3,628 1,229 535 1,525 1,536
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2015 - 2019 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 dedicated members consisting of paid-on-
call firefighters, career firefighters, chief officers and
administrative support staff.
We rely heavily on cross-training and good
communication to ensure that the department
functions efficiently and effectively. In addition to
administrative duties, chief officers assume the role of
Duty Chief which involves responding to all serious Fire
Department emergency incidents 24-hours-a-day, on a
rotational basis.
The department provides a proactive approach to
fire services through the development of multi-year
business and financial plans.
2015 Workplan Emphasis
We will continue the implementation of the Fire
Department Master Plan to reduce the severity of fires
and emergencies through rapid response times and
manpower, while supporting the Fire Department
composite model.
We will reduce the number and seriousness of
emergency incidents through an aggressive program of
fire service inspections and public fire and life safety
education to all elementary school students.
Implementation of new software to create electronic
records directly into the database will reduce reliance
on paper forms.
By retrofitting the present diesel fume exhaust
system at Fire Hall No. 1 and Fire Hall No. 2 we will
continue to provide a safe work environment for the
employees in the truck bays.
Our agreement with the Justice Institute of British
Columbia Fire Training Centre expires in August 2016. A
review of the current training schedule and detailed
training plan is required to obtain a cost effective
measure of training the firefighters in a recognized fire
training facility until Fire Hall No. 4’s training facility is
available to the department.
Upgrade life safety systems in 3-storey wood frame
apartment buildings to improve early detection of fire,
alerting building residents and providing a signal to the
Fire Department.
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
Demonstrate firefighters’ dedication to the community, high morale in the organization and the spirit of
cooperation and inclusiveness between the career and paid -on-call members.
Reduce the number and seriousness of emergency incidents through an aggressive program of yearly inspections
of all multi-family residential structures, proactive inspections and public education including schools in Maple
Ridge.
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2015 - 2019 139 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Reduce Response Time in the Urban Response Zone
Target Statement
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 fire
fighters is intended to reduce the time it takes to respond to emergency calls in the urban response area.
Status Report
There is a slight change to the numbers reported in previous years as we learned that the Tower Truck was not
included in the 2014 data change. The Towe r Truck is now included in the data captured 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.
Fire Hall No. 1 Energy Consumption & GHG Emissions
Target Statement
Using 2011 as a baseline, staff are monitoring the Fire Hall No. 1 greenhouse gas (GHG) emissions and will set
yearly energy reduction targets based on energy efficient projects .
Overview
Fire Hall No. 1 is a 24-hour operational building that serves the Town Centre. In addition to its regular operation as a
fire hall, it houses Fire Department administrative offices for the City and a large training room. The facility also has
the capacity to function as a post-disaster Emergency Operations Centre.
Following two years of expansion and renovations, the ribbon was cut on Fire Hall No. 1 in June 2010. The original
building size was expanded from 905 square meters to 2,115 square meters, an increase of 1,210 square meters
or 134%. The Fire Hall No. 1 project is registered with the Canada Green Building Council and has achieved a
Leadership in Energy and Environmental Design (LEED) level of Gold.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2015 - 2019 140 | P a g e
Electricity & Natural Gas Consumption
GHG Emissions
Status Report
Since the completion of the Fire Hall No. 1 construction project, further energy reduction opportunities have been
identified, specifically around energy savings as a result of behaviour changes. In May 2013, fire hall staff
participated in a "lights out" month long campaign that resulted in 24% energy reduction over May 2012.
Opportunities such as this to reduce energy consumption at Fire Hall No. 1 will be the basis of new reduction targets
which are currently being developed and will be in place in 2015.
0.50
0.75
1.00
1.25
1.50
1.75
2.00
2.25
2007 2008 2009 2010 2011 2012 2013 2014Gigajoules Per M2 0
15
30
45
60
75
2007 2008 2009 2010 2011 2012 2013 2014Tonnes of CO2 equivalent Natural Gas
Electricity
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2015 - 2019 141 | P a g e
Organization Chart
Fire Chief/
Director
Administrative
Assistant
Protective
Services
Clerk 2 FTE
Deputy
Fire Chief
Assistant Chief
Training and
Operations
Training
Officer
A Watch-Hall #1
Captain
Lieutenant
Acting Lieutenant
4 FTE Firefighters
A Watch-Hall #3
Captain
3 FTE Firefighters
Spares
1 FTE Firefighter
Hall #1
Firefighters
31 Paid-on-call
Assistant Chief
Community and
Administrative
Services
B Watch-Hall #1
Captain
Lieutenant
Acting Lieutenant
4 FTE Firefighters
B Watch-Hall #3
Captain
3 FTE Firefighters
Spares
1 FTE Firefighter
Hall #3
Captains
3 Paid-on-call
Hall #3
Firefighters
14 Paid-on-call
Assistant Chief
Planning and
Prevention
C Watch-Hall #1
Captain
Lieutenant
Acting Lieutenant
4 FTE Firefighters
C Watch-Hall #3
Captain
3 FTE Firefighters
Spares
1 FTE Firefighter
Assistant Chief
Fire Prevention and
Communications
D Watch-Hall #1
Captain
Lieutenant
Acting Lieutenant
4 FTE Firefighters
D Watch-Hall #3
Captain
3 FTE Firefighters
Spares
1 FTE Firefighter
Hall #2
Captains
5 Paid-on-call
Hall #2
Firefighters
11 Paid-on-call
Rovers
3 FTE Firefighters
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
Fire Chief/Director 1.0 1.0 1.0 1.0 1.0 1.0
Deputy Fire Chief 1.0 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 8.0 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 5.0 5.0 5.0 5.0 5.0 5.0
Firefighter 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
Clerk Typist 3 1.0 0.0 0.0 0.0 0.0 0.0
Protective Services Clerk 1.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 60.0 60.0 60.0 60.0 60.0 60.0
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2015 - 2019 142 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fees (22000-4220) -42 -46 -50 -50 - - -50 -50 -50 -50
Sale of Service (multiple) -74 -34 - - - - - - - -
Total Revenue -116 -80 -50 -50 - - -50 -50 -50 -50
Expense
Contract (22000-7007) 109 124 126 128 2 1% 147 161 176 192
Equipment (22000/22075-7340) 112 174 217 192 -25 -12% 184 184 184 184
Equipment Maintenance (22000-8030) 71 49 67 102 35 52% 78 78 78 78
Other Exp (multiple) 46 39 42 42 - 42 42 42 42
Insurance (22000-6210) 47 31 52 53 1 2% 54 55 56 56
Operating Repairs (22000-8080) 189 256 141 141 - - 141 141 141 141
Professional Fees - Other (22000-7050) 71 55 48 68 20 41% 51 51 51 51
Program Costs (multiple) 114 146 160 126 -34 -21% 105 96 96 96
Salaries (multiple) 7,958 7,671 7,994 8,322 329 4% 8,853 9,227 9,618 10,009
Seminars/Prof Meetings/Training (22000-6050) 22 17 25 25 - - 25 25 25 25
Service Severance Costs (22000-5150) 75 67 89 110 20 23% 110 110 110 110
Special Projects (22000-6385) - - - - - - - - - -
Supplies (multiple) 228 195 220 229 9 4% 235 237 238 238
Vehicle Costs (22000-6430) 179 186 193 199 6 3% 205 210 216 222
Total Expense 9,223 9,011 9,375 9,738 363 4% 10,229 10,618 11,031 11,444
TOTAL FIRE PROTECTION 9,106 8,931 9,325 9,688 363 4% 10,179 10,568 10,981 11,394
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2015 - 2019 143 | P a g e
Services Provided The Ridge Meadows RCMP Detachment are proud
to provide policing services for Maple Ridge and Pitt
Meadows. The Ridge Meadows RCMP among our
community identifies community priorities in property
crime and violent crime, community engagement,
neighbourhood safety and road safety.
The detachment currently has 121 police officers on
strength, with 93 assigned to Maple Ridge, 22 assigned
to Pitt Meadows and 3 funded by the Province of BC. In
addition, there are 3 Special Constable "Community
Safety Officers" in Maple Ridge. Maple Ridge also
contributes the equivalent of 10 regular members in
integrated (metro Vancouver area) specialized
integrated teams.
45 City employees provide administrative support
to the detachment for exhibits, prisoner guarding, client
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.
2015 Workplan Emphasis
We are committed to continue to refine and seek
improvements in operations and administration.
Process reviews will take place to increase the
efficiency in the transcription of witness & suspect
audio recorded statements. We will focus on
performance and effectiveness in a review of our
records management workflow, police officer shifting,
and current alarm response. We will continue our pilot
project on police vehicle maintenance to determine if
municipal services are more cost effective than private
retail sources. We will also complete the implementa-
tion of the closed caption video equipment project
(CCVE) as mandated by the Province of BC. Finally, we
are committed to evolve the current tiered policing
model (CSO’s) into sustainable model for the future.
Police are an integral part of public safety within
our communities, including reactive, proactive and the
perception of safety. To improve road safety, we will
continue to increase enforcement and awareness at
our top 10 crash intersections. We continue to focus on
local prolific offenders along with violent individuals
who are deemed to be the most dangerous in our
communities. We are committed to increase the
delivery of RCMP crime prevention programs to our
community (Block Watch, Speed Watch, Business
Watch, Crime Free Multi-Housing, Auxiliary Constable
program). We will continue to provide high visibility in
the town center and be fully engaged in the City of
Maple Ridge strategic priority areas and task forces.
Ridge Meadows RCMP are committed to being
transparent and providing necessary information to the
community. We also want to have a robust social media
presence within our communities. We will start to
leverage our website to communicate criminal activity
levels (crime mapping), enhance communication and
increase reporting accessibility by adding an online
crime reporting feature. We will continue to conduct
ongoing RCMP financial presentations to our
community through Council.
Performance Measurement
KEY PERFORMANCE MEASURES
Maintain a police to population ratio that keeps pace with our growing community.
Realize a downward trend in violent crime in our community.
Realize a higher clearance rate of violent crime offences when compared to previous years.
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2015 - 2019 144 | P a g e
HIGH-LEVEL COMMUNITY GOALS
Reduce Property Crime Offences
Target Statement
To realize a downward trend in the number of property offences in our community.
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.
Property Crime Offences Activity
Property Crime Offences Per 1,000 Population
Status Report
Property Crime Offences Per 1,000 Population represents the number of property crime offences that have occurred
in a calendar year for each group of 1,000 people. The property crime rate is calculated by dividing the number of
property crimes per 1,000 population.
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,000
5,500
6,000
6,500
2008 2009 2010 2011 2012 2013 2014# of Property Crime Offences Maple Ridge Pitt Meadows Coquitlam Mission Langley Township
0
10
20
30
40
50
60
70
80
90
2008 2009 2010 2011 2012 2013 2014# of Property Crime Offences Maple Ridge Pitt Meadows Coquitlam
Mission Langley Township Linear (Maple Ridge)
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2015 - 2019 145 | P a g e
Organization Chart
There are two (2) organizational structures within Police Services – One (1) for the RCMP and the other for City
employees who provide support services to police.
Officer in Charge
(Superintendent)
Operations Support
NCO
(S/Sgt)
Investigative
Services NCO/IC
(S/Sgt)
Professional
Standards
(Sgt)
Operations Officer
(Inspector)
‘A, B, C, D’ Watch
Commander
(S/Sgt)
1 each Watch
NCO I/C
Traffic Section
(Sgt)
NCO I/C
Community
Programs
(Sgt)
NCO I/C
Pitt Meadows CPO
(Cpl)
Administrative
NCO
(Cpl)
NCO I/C
Street Enforcement
Unit
(Sgt)
NCO I/C
Serious Crimes
(Sgt)
Senior Patrol NCO
(Sgt)
1 each Watch
Road Supervisor
(Cpl)
1 each Watch
Watch Investigator
(Cst)
13 each Watch
Road Supervisor
(Cpl)
Traffic
(Cst 8)
Community
Safety Officer
(S/Cst 3)
Community
Programs
Investigators
(Cst 4)
Community Police
(Cst 2)
Operations
Support
(Cst)
Street Enforcement
Unit
Supervisor
(Cpl)
Street Enforcement
Unit
Supervisor
(Cpl)
Serious Crimes
Supervisor
(Cpl)
NCO I/C
Investigational
Support Team
(Cpl)
Serious Crimes
Supervisor PBL
(Cpl)
Street Enforcement
Unit
Investigational
(Cst 4)
Street Enforcement
Unit
Investigational
(Cst 4)
Serious Crimes
Investigational
(Cst 4)
Serious Crimes
Investigational
(Cst 4)
Investigational
Support Team
(Cst 4)
Maple Ridge 91.00 RM
3.00 CSO
Pitt Meadows 22.00 RM
3.00 Prov. Funded RM
Total 119.00
Maple Ridge 9.67 Integrated Teams
Pitt Meadows 1.92 Integrated Teams
Senior Manager of
Police Services-
Finance & Admin
Crime
Analyst
Computer Support
Specialist
2 FT
Media Relations
Training Coord
Administrative
Assistant
Administrative
Support Assistant
Records
Coordinator
Court Liaison
Officer
Court Liaison
Officer Assistant
CPIC Operator
2 FTE
PRIME Operator
1.5 FTE
PRIME Reviewer
4 FT
PRIME Records
Assistant
Municipal Reader
3 FT
Information &
Privacy Coordinator
MNI Operator
Supervisor-
Custodial
Guard
Custodial Guard 2
2 FTE
Custodial Guard 1
2 FTE
Support Services
Supervisor
Information Officer
2 FT
Crime Reduction
Unit Secretary
GIS
Secretary
Fleet Maintenance
Coordinator- Exhibits
Custodian
Exhibit
Custodian
Clerk Typist 3
2 FT
Clerk 2
2 FT
Clerk Traffic
Front Counter
Clerk Typist 2
1 FTE
Receptionist
1.5 FTE
Volunteer Services
Supervisor
Victim Services
Manager
Victim Services
Assistant Manager
Volunteer Program
Coordinator
Forensic Video
Technician
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2015 - 2019 146 | 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 – Municipal Staff 2014 2015 2016 2017 2018 2019
Senior Manager of Police Services – Finance & Administration 1.0 1.0 1.0 1.0 1.0 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 0.0 0.0 0.0 0.0 0.0
Records Coordinator 0.0 1.0 1.0 1.0 1.0 1.0
Forensic Video Technician 0.0 1.0 1.0 1.0 1.0 1.0
Support Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Volunteer Services Supervisor 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
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 1.0 1.0 1.0 1.0 1.0
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 1.0
PRIME Operator 0.5 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
Receptionist 1.5 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
Full-Time Equivalent 45.0 45.0 45.0 45.0 45.0 45.0
RCMP Approved Positions 11-12 12-13 13-14 14-15 15-16 16-17 17-18 18-19
Maple Ridge - Regular Contract 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
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction 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
Integrated Homicide Investigation Team* 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Total Maple Ridge 96.9 99.9 102.9 103.9 105.9 106.9 108.9
Pitt Meadows - Regular Contract 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
Provincial 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Full-Time Equivalent 123.9 126.9 129.9 130.9 132.9 133.9 135.9
RCMP Contract fiscal year is April – March
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2015 - 2019 147 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fines (21000-4240) -129 -103 -90 -90 - - -90 -90 -90 -90
Lease Revenue (21000-4310) -15 -172 -27 -27 - - -27 -27 -27 -27
Program Fees (21000-4230) - - - -10 -10 - -10 -10 -10 -10
Prov. Grant (Conditional) (21000/21150-102-4252) -89 -71 -71 -71 - - -71 -71 -71 -71
Recovery (multiple) -1,042 -1,047 -1,093 -1,106 -13 1% -1,131 -1,158 -1,182 -1,206
Sale of Service (21000-4600/4650) -207 -241 -170 -170 - - -170 -170 -170 -170
Total Revenue -1,482 -1,634 -1,451 -1,475 -23 2% -1,499 -1,526 -1,550 -1,574
Expense
Contract (multiple) 13,256 13,860 16,469 16,741 272 2% 17,171 18,052 18,817 19,632
Auxillary (21120-7015) 23 5 55 25 -30 -55% 25 25 25 25
Other Expenses (multiple) 115 123 127 142 15 143 144 144 145
Insurance (21000-6210) 22 24 23 23 - - 23 23 23 23
Maintenance - Buildings (21100-8060) 307 284 325 327 2 1% 329 331 332 334
Other Outside Services (21140/21150-7051) 917 917 917 917 - - 945 973 1,003 1,033
Salaries (multiple) 2,897 3,178 3,131 3,205 74 2% 3,280 3,369 3,453 3,538
Service Severance Costs (21000/21100-5150) 22 18 23 29 6 24% 29 29 29 29
Supplies (21000/21100-6300) 58 64 35 35 - - 35 35 35 35
Utilities - Telephone (21100-6520) 49 46 45 45 - - 45 45 45 45
Total Expense 17,669 18,520 21,151 21,489 339 2% 22,025 23,025 23,907 24,839
TOTAL POLICE SERVICES 16,186 16,886 19,699 20,015 315 2% 20,526 21,499 22,357 23,264
PUBLIC WORKS & DEVELOPMENT SERVICES
Maple Ridge Financial Plan 2015 - 2019 148 | 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 2014 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
2015-2019 planning period.
The subsequent pages in the PWDS section will
provide information on the departments reporting to
this division, including staffing, 2015 workplan
highlights, performance measurements and budgets.
Departments within this division are Administration,
Engineering, Licences, Permits & Bylaws, Operations
and Planning. The Ridge Meadows Recycling Society
liaises with Council through the division.
Select 2014 Division Accomplishments
Commercial/Industrial Strategy Adoption
Strategic Transportation Plan Adoption
Hammond Area Plan Initiation
Multi-Material BC (MMBC) Reports
Downtown Incentive Program Implementation
Smoking Bylaw Review and Adoption
Pedestrian Connectivity Report
Housing Action Plan
Heritage Strategy
Overhead Wiring Policy Review
Adopt-A-Block Amalgamation with Alouette River
Management Society Agreement
Emergency Preparedness Planning
Heritage Procedures Bylaw
LED Streetlights Report
Annual Water System Report
Resident Only Parking Policy Implementation
Cottonwood Landfill Closure Plan
Traffic Calming – 124 Avenue, 132 Avenue, 122
Avenue
232 Street Bridge Opening
Improvements to Seniors area on 224 Street
Lougheed highway Muti-use path
Bulk Water –Filling Station on Lilley Drive
2014 Pavement Rehabilitation Program
Efficiency/Effectiveness Initiatives
Full implementation of Inter-Municipal Business
Licence Program where a business only needs
to obtain one business licence to operate across
participating municipalities saving business operators
both time and money.
The use of innovative technologies continues to be
actively pursued. For example – directional drilling
(trenchless) has been used in lieu of open trench,
allowing roads to remain open to traffic and
preventing road closures and other technologies to
minimize impacts and reduce carbon emissions.
The use of alternative funding to municipal taxes
including external funding sources through grant
programs, TransLink programs, gravel revenues,
amenity funding and ICBC.
Multiple uses of equipment – for example a piece of
machinery is used in the summer as a dump truck
and in the winter it is transformed into a snow
plough.
Upgrading the efficiency of the fleet through the
purchase of Hybrid and Electric vehicles over the past
8 years has reduced gasoline consumption. Life cycle
has been better than predicted and replacement
costs have reduced.
The use of laptops in vehicles and mobile printers –
allows for prompt delivery of inspection and other
notices. There have been a significant number of
process improvements for development applications
New Baler installed. Higher density bales, quicker
baling cycle time.
Smooth transition to the new province-wide recycling
program for Printed Paper & Packaging with Multi
Materials BC.
Business Perspective
Positive feedback on infrastructure improvements.
Speed of communication tools has heightened public
expectations on response times.
Development activity remains strong..
Public consultation remains at the forefront of capital
projects initiatives.
Complexity of development application continues to
increase; requires more research; legal input; and
infill projects are proving to be time consuming.
Community growth–customers in the more rural
areas asking for recycling pickup services.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 149 | P a g e
Services Provided
The Public Works & Development Services (PWDS)
division is responsible for carrying out corporate
initiatives as directed by Council. PWDS 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 City infrastructure. In
addition, the division attends to enquiries and requests
for assistance from the public.
2015 Workplan Emphasis
In order to provide advice to Council on matters of
the Environment and matters of Traffic and
Transportation we will assist in the formation of two
new advisory committees of Council, namely: the
Environmental Sustainability Advisory Committee and
the Traffic and Transportation Advisory Committee.
We will assist in the provision of a multimodal
transportation system to Maple Ridge by developing an
implementation plan to advance to the approved
Transportation Plan.
In an effort to attract investment to diversify the tax
base and create high value local jobs appropriate
support will be provided that allows for investment in
the City with an emphasis on employment generation.
Infrastructure improvements will be provided
throughout the City.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2015 - 2019 150 | P a g e
Organization Chart
General Manager:
Public Works &
Development Services
Director of
Planning
Mgr of Development
and Environmental
Services -
Approving Officer
Manager of
Community
Planning
Municipal
Engineer
Manager of
Utility Engineering
Manager of
Infrastructure
Development
Manager of Design
& Construction
Director of
Licences, Permits
& Bylaws
Manager of
Inspection Services
Director of
Engineering
Operations
Superintendent of
Roads & Fleet
Superintendent of
Sewerworks
Superintendent of
Waterworks
Manager
Electro/Mechanical
Manager of
Procurement
Senior Development
Services Technician
Senior Project
Engineer
Executive
Assistant
Manager of Bylaws
and Licences
These positions all report to PWDS 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 2014 2015 2016 2017 2018 2019
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 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Conventions & Conferences (31010-6051) 25 33 29 29 - - 29 29 29 29
Legal (31010-7030) 47 40 - - - - - - - -
Memberships (multiple) 23 27 18 18 - - 18 18 18 18
Salaries (31010/32020-5500) 288 301 369 292 -77 -21% 364 372 445 518
Supplies (31010/32000-6300) 2 9 4 4 - - 4 4 4 4
TOTAL PW&D-ADMIN 385 409 419 342 -77 -18% 414 423 495 568
PWDS – ENGINEERING
Maple Ridge Financial Plan 2015 - 2019 151 | P a g e
Services Provided
The Engineering Department is responsible for the
development and implementation of initiatives and
programs to maintain the existing infrastructure as well
as planning for the future expansion of municipal
infrastructure services in support of ongoing growth
throughout the City. Through the development of
master planning studies, the Utilities Section identifies
and prioritizes infrastructure components to ensure
orderly expansion of City infrastructure, as well as
replacement of aging infrastructure along with
adequate funding mechanisms.
Once identified, capital projects are developed by
the Design and Construction Section for consideration
in the City’s Financial Plan and staff oversee those
projects through conception, design, tendering,
construction and administration for roads, sewers,
drainage and water works. The master studies are also
considered by the Infrastructure Development Section
as part of the overall development review process of
applications to identify engineering infrastructure
servicing requirements to ensure developments meet
City standards.
The management of the overall transportation
system includes consideration of all travel modes –
walking, cycling, transit as well as vehicles – to build a
truly multi-modal transportation network suitable for all
residents of all abilities. The Transportation Section
also deals with the planning and operation of traffic
signals and street lighting.
The Engineering Department works in close
cooperation with other departments within the City, not
just with those in the Public Works & Development
Services Division (Planning, Operations, Licences,
Permits & Bylaws) but also Finance, Fire and RCMP,
Community Development, Parks & Recreation.
Engineering Department staff also provide information
and technical expertise to internal City committees as
well as a number of external regional committees.
2015 Workplan Emphasis
We will seek to advance new or complete in-
progress master planning initiatives such as the
Integrated Stormwater Management Plans for the
South Alouette and Kanaka Watersheds, the Water
Master Plan, the Sanitary Master Plan, the Pavement
Management Plan as well as an implementation
strategy for the Strategic Transportation Plan;
participate in neighbourhood planning reviews; update
the cost estimate process for development applications
and front counter inquiries, develop an evaluation
matrix and supporting documentation for the
application of engineering standards for building and
development permits and evaluate development
implications; identify options for redevelopment within
the escarpment, and review the building permit review
process to ensure customers receive preliminary input
that provides clear guidance and information pertaining
to engineering-related issues prior to submitting a
building permit application.
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 prepare recommendations for
Council consideration on universal water metering,
overlay master plans with system performance,
infrastructure condition and development rate data to
optimize infrastructure replacement planning and
scheduling.
We will continue with transportation and traffic
management initiatives by undertaking a number of
traffic calming reviews and designs where warranted,
develop and administer local area service projects such
as on 130 Avenue, evaluate overhead wiring option for
cash-in-lieu (a hybrid model between the status quo
and a levy concept), the aforementioned Strategic
Transportation Plan Implementation Strategy,
undertake annual intersection performance review and
partner with ICBC on pedestrian safety awareness.
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.
PWDS – ENGINEERING
Maple Ridge Financial Plan 2015 - 2019 152 | P a g e
Performance Measurement
HIGH-LEVEL COMMUNITY GOALS
Improve Traffic Safety
Target Statement
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 Report
With Maple Ridge’s population increases and many other influences outside the control of the City, the target ed
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
Administrative
Assistant
Engineering
Project Clerk
Development
Services Technicians
2 FT
Traffic &
Transportation
Technologist
Engineering
Technologist 1
Traffic
Technician
Manager of Design
& Construction
Senior Project
Engineer
Engineering
Technologist-Projects
Engineering
Technologist 1
3 FT
Manager of
Utility Engineering
Instrumentperson 2
Engineering
Technologist 1
Drafting
Supervisor
Draftsperson 2
3 FT
Manager of
Infrastructure
Development
Engineering
Technologist 1
Subdivision
Development
Technologist
2 FT
Engineering
Inspector 3
2 FT
Engineering
Inspector 2
0
500
1,000
1,500
2,000
2,500
2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014# of Traffic Accidents TBD
PWDS – ENGINEERING
Maple Ridge Financial Plan 2015 - 2019 153 | 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 2014 2015 2016 2017 2018 2019
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 0.0 0.0 0.0 0.0 0.0
Drafting Supervisor 0.0 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 6.0 6.0 6.0 6.0 6.0 6.0
Engineering Inspector 3 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Inspector 2 1.0 1.0 1.0 1.0 1.0 1.0
Subdivision Development Technologist 1.0 2.0 2.0 2.0 2.0 2.0
Traffic Technician 1.0 1.0 1.0 1.0 1.0 1.0
Draftsperson 2 3.0 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
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 0.0 0.0 0.0 0.0 0.0
Full-Time Equivalent 27.0 27.0 27.0 27.0 27.0 27.0
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Collections (32100-4130/4131) 3 -5 - - - - - - - -
Fees (multiple) -527 -357 -335 -335 - - -335 -344 -354 -364
Permits (32100/33100-4445) 23 -44 -132 -10 122 -92% -10 -10 -10 -10
Sales (multiple) -283 -321 -525 -525 - - -525 -525 -525 -525
Soil Deposit Fees (32100-4219) -137 -44 - - - - - - - -
Total Revenue -920 -771 -992 -870 122 -12% -870 -879 -889 -899
Expense
Consulting (32100-7005) 95 37 86 86 - - 86 86 86 86
Other Outside Services (32100-7051) 7 6 10 10 - - 10 10 10 10
Salaries (multiple) 2,074 2,365 2,607 2,749 142 5% 2,815 2,892 2,966 3,039
Salaries Recovery (32100-5400) -1,123 -1,148 -1,178 -1,250 -72 6% -1,279 -1,313 -1,346 -1,378
Service Severance Costs (32100-5150) 41 30 40 35 -4 -11% 35 35 35 35
Supplies (multiple) 48 42 50 50 0 0% 50 50 50 50
Vehicle Charges (32100-7400) 75 77 68 70 2 3% 72 74 76 79
Total Expense 1,217 1,409 1,681 1,749 68 4% 1,788 1,834 1,877 1,920
TOTAL ENGINEERING 297 638 689 879 190 28% 918 954 988 1,021
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2015 - 2019 154 | 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 signs,
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.
2015 Workplan Emphasis
We will review and amend the Business Licence
application policy and procedures to ensure they reflect
a consistent and transparent approach for business
licence applications and that expectations and
guidelines are clearly defined.
We will review the Lawyer Letter process and its
interdepartmental dependencies to ensure the
appropriate information is provided and the service
offered meets the expectations of the customer.
We will review the delivery of Permit documentation
on the CMR website to ensure the required and
assistive documentation is available in a format and
arrangement that ensures applicants of all experiences
can readily access and complete the documentation
necessary to make a successful application.
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2015 - 2019 155 | P a g e
Performance Measurement
KEY PERFORMANCE MEASURES
Process Commercial & Multi-Residential permits efficiently and effectively maintaining a consistent 12 week (60
working days) or LESS processing time.
HIGH-LEVEL COMMUNITY GOALS
Concluded Bylaw Calls for Service
Target Statement
Ensure public compliance with Municipal bylaws.
Overview
A cooperative approach to bylaw enforcement issues is achieved through effective partnerships with the RCMP,
Maple Ridge Branch of the BC SPCA, Fraser Health, Community Outreach, Downtown Parking Association,
Downtown Maple Ridge Business Improvement Association, Adopt-A-Block, other communities and agencies.
Complaints or Calls for Service are received for various bylaw violations. Each call type may take a different route
towards resolution. Some may be resolved within a short timefram e, while others may require more lengthy
proceedings. Therefore, it is not reasonable to expect all complaints to be resolved within the same month or similar
rigid timeframe.
Status Report
Complaints received: 3,328, complaints concluded: 2211 or 66%. 2014 saw a 45% increase in the Calls for Service
relating to homeless activity (inclusive of downtown core proactive enforcement) and an 18% reduction in the
number of Calls for Service related to the Unsightly Premises Bylaw.
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2010 2011 2012 2013 2014
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2015 - 2019 156 | P a g e
Organization Chart
Director of
Licences, Permits
& Bylaws
Administrative/
Program Assistant
Manager of
Inspection Services
Site Grading
Technologist
Building Inspector 1
3 FT
Trades Inspector
3 FT
Electrical Inspector
2 FT
Plan Checker 2
4 FT
Plan Checker 1
Develop’t Services
Technicians
3 FT
Manager of Bylaws
and Licences
Senior Licence
Inspector/Bylaw
Enforcement Officer
Licence Inspector/
Bylaw Enforcement
Officer
4 FT
Bylaw Enforcement
Officer
1.5 FT
Bylaw
Enforcement Clerk
3 FT
Business Support
Analyst
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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 4.0 4.0 4.0 4.0 4.0
Senior Licence Inspector/Bylaw Officer 1.0 1.0 1.0 1.0 1.0 1.0
Licence Inspector/Bylaw Officer 4.0 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 1.5 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 31.5 31.5 31.5 31.5 31.5
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2015 - 2019 157 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Other Revenue (multiple) -31 -39 -15 -15 - - -15 -15 -15 -15
Permits (24000-4445) -1,762 -2,037 -1,734 -1,734 - - -1,734 -1,786 -1,840 -1,895
Total Revenue -1,793 -2,076 -1,749 -1,749 - - -1,749 -1,801 -1,854 -1,910
Expense
Other Expenses (multiple) 6 4 7 7 - - 7 7 7 7
Salaries (24000/24010-5500) 1,362 1,547 1,516 1,639 123 8% 1,678 1,724 1,768 1,812
Supplies (24000-6300) 51 57 47 41 -6 -14% 41 41 41 41
Utilities - Telephone (24000-6520) - 5 - 7 7 - 7 7 7 7
Vehicle Charges (24000-7400) 54 60 62 64 2 3% 66 68 69 71
Total Expense 1,473 1,673 1,632 1,757 125 8% 1,798 1,846 1,892 1,938
TOTAL INSPECTIONS -320 -403 -117 8 125 -107% 49 45 37 28
Financial Plan – Licences and Bylaws
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Administration Fee (25000-4651) -9 -6 -5 -5 - - -5 -5 -5 -5
Business Licences (53300-4342) -614 -607 -610 -610 - - -610 -610 -610 -610
Fees (27000-4220) -53 -69 -55 -55 - - -55 -55 -55 -55
Fines (multiple) -98 -98 -63 -63 - - -63 -63 -63 -63
Licences (26000-4340) -300 -313 -270 -270 - - -270 -270 -270 -270
Recovery - Other (25000-4372) 4 - - - - - - - - -
Total Revenue -1,069 -1,094 -1,003 -1,003 - - -1,003 -1,003 -1,003 -1,003
Expense
Contract (multiple) 396 334 449 397 -52 -12% 408 384 395 407
Legal (53300-7030) 38 42 - - - - - - - -
Other Expenses (multiple) 5 3 8 6 -1 -20% 6 6 6 6
Salaries (multiple) 1,033 1,134 1,111 1,138 27 2% 1,165 1,198 1,228 1,259
Supplies (multiple) 64 48 42 35 -7 -16% 35 35 35 35
Supplies (multiple) - 9 - 7 7 - 7 7 7 7
Vehicle Charges (25000-7400) 66 66 36 37 1 3% 38 39 40 41
Total Expense 1,602 1,637 1,645 1,620 -26 -2% 1,659 1,668 1,711 1,755
TOTAL BYLAW 533 543 643 617 -26 -4% 656 666 709 752
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2015 - 2019 158 | 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, City procurement,
storm water management, water distribution and
sewage collection.
Operational focus is on the health and safety of the
citizens of Maple Ridge, protecting Maple Ridge’s large
investment in the public works and underground
infrastructure, protecting the environment, maintaining
current service levels, providing essential and
convenience features and providing these services at a
minimum cost to taxpayers in a manner as responsive
to their needs as possible.
2015 Workplan Emphasis
We will implement the Cottonwood Landfill closure
plan over 15 years as required by the Ministry of
Environment establishing a professional site to handle
and place closure materials to create a future passive
open space for public use in an area previously used as
a landfill.
Performance Measurement
KEY PERFORMANCE MEASURES
Increase the overall performance of our transportation vehicle fleet (increase fuel efficiency, reduce costs, reduce
greenhouse gas emissions).
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.
0.0
0.2
0.4
0.6
0.8
1.0
1.2
1.4
1.6
1.8
2.0
2.2
2006 2007 2008 2009 2010 2011 2012 2013 2014# of Water Quality Complaints
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2015 - 2019 159 | P a g e
Status Report
At .08 complaints per 1,000 people, Maple Ridge was below the national average of .85 complaints per 1,000
people. Note that 2014 Target number information has not yet released by NWWBI. The target number from 2013
has been used in its place; we will update this scorecard when new information has been published. In 2015,
scorecard data was reviewed and where, historically, estimates were provided for some of the numbers, these
numbers were updated with actual recorded numbers. In addition, targets were updated to be in alignment with the
NWWBI average numbers of member municipalities.
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 27 0 kilometres of gravity
sanitary sewer.
Status Report
At 0.7 blockages per 100 km of sanitary sewer, Maple Ridge was below the national average of 2.3 blockages. Note
that 2014 Target number information has not yet released by NWWBI. The target number from 2013 has been used
in its place; we will update this scorecard when new information has been published.
In 2015, scorecard data was reviewed and where, historically, estimates were provided for some of the numbers,
these numbers were updated with actual recorded numbers. In addition, targets were updated t o be in alignment
with the NWWBI average numbers of member municipalities.
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 Centre 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.
0.0
0.5
1.0
1.5
2.0
2.5
3.0
3.5
2006 2007 2008 2009 2010 2011 2012 2013 2014# of Blocked Sewers Nil
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2015 - 2019 160 | P a g e
Status
Road resurfacing program of 4.8 km which represents 1.2% of the total road inventory. A Pavement Condition
Survey that will be available in 2015 will recalibrate the data shown on this scorecard.
Organization Chart
Director of
Engineering
Operations
Superintendent of
Roads & Fleet
Fleet System
Technician
Foreman 3
Foreman 2
Foreman 2/
Equipment Op 3
Equipment
Operator 4b
Equipment
Operator 4a
Equipment
Operator 3
2 FT
Truck Driver 3
Sign Maintainer
2 FT
Labourer
7 FT
Tradesperson
Foreman
Tradesperson 2
Mechanic
2 FT
Apprentice
Mechanic
Superintendent of
Sewerworks
Engineering
Technologist 1
Foreman 3
Equipment
Operator 5
Foreman 2
2 FT
Equipment
Operator 3
Equipment
Operator 4a
Equipment Operator
4a/Truck Driver 3
Maintenance
Worker Utilities
2 FT
Labourer
5 FT
Manager
Electro/Mechanical
Foreman 2
Tradesperson 2
Electrician
Electronics Tech
3 FT
Labourer
Manager of
Procurement
Administrative
Assistant
Clerk 2
3.4 FT
Purchasing
Supervisor
Buyer
Storekeeper 2
Yardperson 2
Superintendent of
Waterworks
Engineering
Technologist
Projects
Foreman 3
Water System
Operator
Meter Maintenance
Worker
Foreman 2
Equipment
Operator 4a
Maintenance
Worker Utilities
4 FT
Equipment
Operator 4a/
Truck Driver 3
Labourer
2.5 FT
Water Maintenance
Worker
3 FT
0%
20%
40%
60%
80%
100%
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2015 - 2019 161 | 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 2014 2015 2016 2017 2018 2019
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 1.0
Engineering Technologist 1 1.0 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 5.0 5.0 5.0 5.0 5.0
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 2.0 2.0 2.0 2.0 2.0
Equipment Operator 4A 4.0 3.0 3.0 3.0 3.0 3.0
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 15.5 15.5 15.5 15.5 15.5
Truck Driver 3 2.0 1.0 1.0 1.0 1.0 1.0
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 2015 - 2019 162 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Contributions from Others (30000-4820) -3 -22 -30 -30 - - -30 -30 -30 -30
Federal Grant (Conditional) (30000/33100-4250) - -271 - - - - - - - -
Fees (39000-4220) -19 -46 -10 -10 - - -10 -10 -10 -10
Fuel Sales (33200-7361) -410 -367 -456 -469 -13 3% -482 -495 -507 -520
GVTA Grant - Uploaded Roads (33100-4260) -1,046 -375 -1,171 -1,171 - - -1,171 -1,171 -1,171 -1,171
Preservice Fees (35300-4460) - - -26 -26 - - -26 -26 -26 -26
Prov. Grant (Unconditional) (33100-4253) -30 -18 - - - - - - - -
Total Revenue -1,508 -1,099 -1,692 -1,705 -13 1% -1,718 -1,731 -1,744 -1,757
Expense
Committee Costs (33100-6045) 0 0 14 10 -4 -27% 10 10 10 10
Contract (35000-7007) - 20 - 28 28 - 28 28 28 28
Environmental Costs (33100-6320) 9 9 20 20 - - 20 20 20 20
Equipment Maintenance (30000-8030) 769 694 557 562 6 1% 569 575 582 589
Fuel (33200-7360) 902 860 947 973 27 3% 1,000 1,027 1,054 1,081
Insurance (multiple) 155 129 174 179 5 3% 184 189 194 199
Maintenance - General (multiple) 4,960 4,433 5,151 5,188 38 1% 5,335 5,477 5,619 5,759
Salaries (multiple) 1,117 1,469 1,368 1,299 -69 -5% 1,330 1,365 1,399 1,433
Special Projects (33100-6385) 246 241 1,177 1,605 427 36% 415 395 415 395
Supplies (multiple) 133 81 91 93 2 2% 94 96 98 99
Training (33100-6400) 53 42 24 24 - - 24 24 24 24
Vehicle Chgs Contra (Mtce) (33200-7405) -1,864 -1,666 -1,317 -1,344 -27 2% -1,372 -1,400 -1,429 -1,458
Vehicle Chgs Contra (Replacmt) (33200-7410) -1,172 -1,568 -1,686 -1,342 345 -20% -1,407 -1,475 -1,530 -1,588
Total Expense 5,309 4,745 6,519 7,295 777 12% 6,230 6,331 6,483 6,591
TOTAL OPERATIONS 3,801 3,645 4,826 5,590 764 16% 4,512 4,599 4,739 4,834
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Investment Interest (60000-4295) -83 -126 -63 -63 - - -63 -63 -63 -63
Parcel Charges (61000-4420) -833 -851 -845 -862 -17 2% -879 -897 -915 -933
Private Service Connections (multiple) -120 -44 -95 -97 -2 2% -99 -101 -101 -101
Sale of Service (61000-4600) -281 -269 -297 -310 -13 4% -324 -338 -353 -368
Sales (61000-4510) -7,361 -7,883 -7,833 -8,349 -516 7% -9,317 -9,904 -10,529 -11,195
Total Revenue -8,677 -9,174 -9,134 -9,681 -548 6% -10,682 -11,302 -11,960 -12,661
Expense
Admin Fees (61000-101-6005) 3,508 3,256 3,618 3,303 -315 -9% 3,452 3,607 3,770 3,939
Appropriation of Surplus (61000-9010) -53 567 567 1,485 918 162% 2,258 2,657 2,273 3,227
Connections - Preservice (61000-8011) 4 8 14 14 0 0% 14 14 14 14
Contract (64000-7007) 2,113 1,991 2,212 2,202 -10 -0% 2,301 2,405 2,513 2,626
Contribution to own Reserves (64000-9020) 659 257 -536 -452 85 -16% - - - -
Insurance (61000-6210) 50 49 58 58 - - 58 58 58 58
Maintenance - Buildings (62000-8060) 316 327 293 299 6 2% 306 313 320 327
Maintenance - General (62000/63000-8056) 389 251 367 384 17 5% 401 418 436 454
Other Expenses (multiple) 54 61 63 66 2 67 69 70 71
Salaries (61000-5500) 197 292 313 320 7 2% 327 336 344 352
Salary Transfers (61000-5450) 622 634 634 669 35 5% 683 698 713 728
Service Severance Costs (60000-5150) 7 6 7 8 1 15% 8 8 8 8
Small Tools & Equipment (61000-7390) 27 21 11 11 0 2% 11 12 12 12
Special Projects (61000-6385) 356 255 661 702 40 6% - 125 125 125
Total Expense 8,248 7,975 8,284 9,070 786 9% 9,887 10,721 10,657 11,944
Transfers
Transfer to Capital Funds (multiple) 259 149 730 657 -73 -10% 715 502 1,223 637
Transfers Out (multiple) 99 65 80 80 - - 80 80 80 80
Total Transfers 357 215 810 737 -73 -9% 795 582 1,303 717
TOTAL SEWER UTILITY -71 -984 -40 125 165 -413% 0 0 0 0
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2015 - 2019 163 | P a g e
Financial Plan – Water Utility
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Federal Grant (Conditional) (multiple) - - - - - - - - - -
Fines (71000-4240) -35 -32 -18 -18 - - -18 -18 -18 -18
Investment Interest (70000-4295) -99 -168 -80 -80 - - -80 -80 -80 -80
Parcel Charges (71000-4420) -107 -139 -103 -113 -9 9% -123 -134 -134 -134
Private Connection (multiple) -622 -573 -270 -273 -3 1% -276 -279 -280 -280
Sale of Service (71000-4600) -3,285 -3,354 -3,199 -3,343 -144 4% -3,494 -3,651 -3,815 -3,987
Sales (71000-4510) -9,352 -9,884
-
10,052
-
10,714 -662 7%
-
11,420
-
12,173
-
12,975
-
13,831
Total Revenue
-
13,500
-
14,150
-
13,722
-
14,541 -819 6%
-
15,411
-
16,335
-
17,302
-
18,330
Expense
Appropriation of Surplus (71000-9010) 413 179 179 658 479 267% 681 707 -390 1,550
Connections - Preservice (71000-8011) 47 51 20 20 0 1% 21 21 21 21
Contribution to own Reserves (74000-9020) -325 1,163 -966 -1,006 -40 4% - - - -
Contribution to Self-Insurance (74000-9021) 7 5 7 7 - - 7 7 7 7
Debt - Interest (multiple) - - 68 273 204 300% 273 273 273 273
Debt - Principal (multiple) - - - 570 570 - 570 570 570 570
Insurance (71000-6210) 41 43 42 42 - - 42 42 42 42
Insurance-Adj Fee / Deductible (71000-6211) - - 5 5 - - 5 5 5 5
Maintenance - General (70000/72000-8056) 1,478 1,509 1,386 1,418 32 2% 1,459 1,500 1,543 1,586
Meter Reading (71000-8049) 15 17 16 16 0 2% 16 17 17 17
Other Expenses (multiple) 18 21 21 21 - - 21 21 21 21
Other Outside Services (71000-7051) 3 3 5 5 - - 5 5 5 5
Purchases (71000-7380) 7,096 7,234 8,254 9,056 802 10% 9,918 10,933 11,641 11,641
Radio & Communications (71000-6340) 8 9 10 10 0 2% 11 11 11 11
Salaries (71000/72000-5500) 375 495 563 573 10 2% 584 596 608 621
Salary Transfers (71000-5450) 883 901 902 943 41 5% 963 986 1,009 1,032
Service Severance Costs (70000-5150) 8 7 10 10 0 1% 10 10 10 10
Small Tools & Equipment (71000-7390) 36 34 27 28 1 2% 29 30 30 31
Special Projects (71000-6385) 3,370 3,372 7,063 3,735 -3,328 -47% 15 15 15 15
Total Expense 13,473 15,042 17,612 16,384 -1,228 -7% 14,629 15,748 15,437 17,456
Transfers
Transfers In (multiple) -2,727 -2,619 6,056 -3,294 -9,350 -154% -570 -570 -570 -570
Transfer to Capital Funds (multiple) 1,190 859 1,364 1,429 65 5% 1,340 1,145 2,422 1,432
Transfers Out (multiple) 18 -13 - - - - - - - -
Total Transfers -1,518 -1,774 7,420 -1,865 -9,285 -125% 770 575 1,852 862
TOTAL WATER UTILITY -1,545 -881 11,310 -22
-
11,332 -100% -12 -12 -12 -12
Financial Plan – Private Service
All figures represent $’000 (thousands)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Access Culverts (33300-4481) -36 -71 - - - - - - - -
Curb Let Down/Rd Extension (33300-4160) -1 -11 -37 -37 -0 0% -37 -38 -38 -38
Private Xing /Frontage /Storm (33300-4480) -47 -55 -71 -72 -1 2% -73 -74 -74 -75
TOTAL OP-PRIVATE SERVICE -84 -136 -108 -109 -1 1% -110 -112 -112 -112
PWDS – PLANNING
Maple Ridge Financial Plan 2015 - 2019 164 | 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,
recommendations 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 com plies with
City 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.
2015 Workplan Emphasis
All of the work of the Planning Department falls under
the Service Area of Smart Managed Growth which is
guided by goals, objectives and policies contained in
the Official Community Plan and supported by a variety
of Council adopted bylaws and plans.
We will be working on several strategies, bylaws,
studies and plans including, but not limited to: zoning
bylaw amendments to implement the Commercial/
Industrial Strategy, update home occupation
regulations, and on update fencing and residential
height requirements; assisting with the creation of the
Environmental Advisory Committee; Tree Management
bylaw review; endorsement of Environmental
Management Plan; creation of a triplex-fourplex zone;
implementation of the Housing Action Plan; continued
work on the Hammond Area Plan and Albion Flats Area
Plan; and assisting with the creation of a Responsible
Development Charter.
PWDS – PLANNING
Maple Ridge Financial Plan 2015 - 2019 165 | 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
This graph represents the number of hectares of land that were legally protected through dedication or covenant for
environmental reasons. By working with integrated and innovative sustainable design solutions, a balance between
development and conservation can be achieved to provide 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
The Protected Areas feature class was created to help Planners to more easily identify areas within Maple Ridge that hav e
been protected for environmental reasons. A Dedicated Park that was meant for public use would not be included, but a
Dedicated Park that was created for watercourse protection would be part of the Protected Areas feature class. The
reasoning for Dedicated Parks that are included is from information provided by Planners as well as from personnel that
have knowledge of the parks in Maple Ridge.
0
4
8
12
16
20
24
28
32
2006 2007 2008 2009 2010 2011 2012 2013 2014Hectares Covenant
Dedicated Park
PWDS – PLANNING
Maple Ridge Financial Plan 2015 - 2019 166 | P a g e
Organization Chart
Director of
Planning
Administrative
Assistant
Manager of
Community
Planning
Planner 2
3 FT
Mgr of Development
and Environmental
Services -
Approving Officer
Planner 2
2 FT
Environmental
Planner
Planning
Technician
3 FT
Mapping and
Graphics
Technician
Environmental
Technician
2 FT
Development
Services Technician
2 FT
Senior Planning
Technician
Planner 1
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2014 2015 2016 2017 2018 2019
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 5.0 5.0 6.0 6.0 6.0 6.0
Planner 1 0.0 1.0 1.0 1.0 1.0 1.0
Senior Planning Technician 1.0 1.0 1.0 1.0 1.0 1.0
Planning Technician 2.0 3.0 3.0 3.0 3.0 3.0
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 18.0 20.0 21.0 21.0 21.0 21.0
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
PWDS – PLANNING
Maple Ridge Financial Plan 2015 - 2019 167 | P a g e
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Applic Fees - ALR (53110-4123) -1 -1 -6 -6 - - -6 -6 -6 -6
Applic Fees - Dev Permit (53110-4124) -145 -106 -161 -161 - - -161 -165 -170 -176
Applic Fees - OCP (53110-4121) -8 -17 -7 -7 - - -7 -7 -7 -7
Applic Fees - Subdivision (53110-4122) -79 -117 -116 -116 - - -116 -119 -123 -126
Application Fees (53110-4120) -126 -121 -115 -115 - - -115 -119 -123 -126
Erosion Sediment Contrl Permit (53110-4127) -7 -5 - - - - - - - -
Fees - Temp Ind/Comm Permit (53110-4125) -213 -57 -5 -5 - - -5 -5 -5 -5
Sales (53110-4510) -6 -4 -11 -11 - - -11 -12 -12 -12
Total Revenue -586 -428 -420 -420 - - -420 -432 -445 -459
Expense
Committee Costs (53110/53120-6045) 22 34 66 46 -20 -30% 22 22 22 22
Consulting (53120-7005) 16 12 135 19 -115 -86% 19 19 19 19
Contract (53110-7007) 40 40 40 40 - - 40 40 40 40
Legal (53100/53110-7030) 64 63 38 38 - - 38 38 38 38
Other (multiple) 27 37 46 46 0 1% 46 46 47 47
Salaries (multiple) 1,694 1,912 1,911 2,180 270 14% 2,161 2,220 2,276 2,331
Studies & Projects (multiple) 21 0 284 284 - - - - - -
Total Expense 1,884 2,098 2,518 2,653 135 5% 2,325 2,385 2,441 2,497
TOTAL PLANNING 1,298 1,670 2,099 2,233 135 6% 1,906 1,952 1,996 2,038
PWDS – RIDGE MEADOWS RECYCLING
Maple Ridge Financial Plan 2015 - 2019 168 | 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.
2015 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
administration of the new Regional banned items,
Low-Flow Toilet Rebate program, Brush Chipping
program and Bear Aware campaign.
Performance Measurement
KEY PERFORMANCE MEASURES
Provide a safe, supportive work environment for people with developmental disabilities.
HIGH-LEVEL COMMUNITY GOALS
Encourage Residents and Businesses to Reduce, Reuse and Recycle
Target Statement
Our ultimate goal is Zero Waste, with an interim target of 585 kilograms per resident by the year 2015. This represents a
70% diversion rate from the 1995 level of waste going to landfill.
Overview
This graph represents the kilograms of waste that are recycled, diverted from landfills, shown as kilograms per Maple
Ridge household. Households include single family homes and apartment units. Priority must be given to the first two R’s
(reduce and reuse) as the best long-term method to achieve our goal. Together with recycling efforts, a reduction in
tonnage will reflect a change in behaviour as residents make choices that are better for the environment. 36% of the
waste stream is organics (yard and garden waste, wood and food waste). Aggressively targeting the organics portion of the
waste stream will achieve our target of 70% diversion.
PWDS – RIDGE MEADOWS RECYCLING
Maple Ridge Financial Plan 2015 - 2019 169 | P a g e
Status Report
Provided blue box curbside pickup to 24,451 homes and 5,374 apartment units. 2014 amount of waste diverted from
landfill to recycling programs was 402 kilograms per household. This is calculated by taking all of the recyclable material
processed at the Maple Ridge Recycling Depot, divided by properties.
Budget
The base budgets for 2015-2019 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)
2013
Actuals
2014
Actuals
2014
Budget
2015
Budget
Budget
Δ $
Budget
Δ %
2016
Budget
2017
Budget
2018
Budget
2019
Budget
Revenue
Fees (51000-4220) -71 -73 -100 -100 - - -100 -100 -100 -100
Lease Expense (51000-004-6230) 15 11 32 32 - - 32 32 32 32
Sale of Service (51000-4600) - -852 -666 -1,277 -612 92% -1,277 -1,277 -1,277 -1,277
Total Revenue -56 -913 -734 -1,345 -612 83% -1,345 -1,345 -1,345 -1,345
Expense
Contract (51000-7007) 1,327 2,012 1,797 2,280 483 27% 2,313 2,348 2,383 2,420
Insurance (51000-6210) 3 3 2 2 - - 2 2 2 2
Vehicle Charges (51000-7400) 533 602 509 580 71 14% 610 641 660 680
Total Expense 1,862 2,618 2,308 2,862 554 24% 2,925 2,991 3,046 3,102
TOTAL RECYCLING 1,806 1,704 1,574 1,516 -58 -4% 1,580 1,646 1,701 1,757
200
300
400
500
600
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014Kilograms
Maple Ridge Financial Plan 2015 - 2019 170 | P a g e
Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
CAPITAL PROCESS
Maple Ridge Financial Plan 2015 - 2019 171 | 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 City 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 2015 - 2019 172 | P a g e
The five-year Capital Works Program is $173 million; 2015 planned capital projects are $87.4 million,
including projects 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 complete list of capital projects can be found at the end of this section in Appendix F on
page 201.
Capital Expenditure Program 2015 – 2019 ($173 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix F on page 201.
Drainage
$7.0M Gov
Services
$7.1M Highways
$64.1M
Recreation
$0.2M
Park Improv
$6.6M
Prot Srvcs
$13.0M Rec Srvcs
$5.9M
Sewage
$7.7M
Technology
$5.1M
Water
$16M
Grants &
3rd Parties
6%
Developme
nt
Cost
Charges
32%
Reserve
Accounts
16%
Reserve
Funds
10%
General
Revenue
10%
Water
Fund
7%
Sewer
Fund
4%
2015-2019
Capital Plan
Funding Sources
CAPITAL WORKS BUSINESS PLAN
Maple Ridge Financial Plan 2015 - 2019 173 | 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 (2015 – 2019) 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.
2015 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 under Budget Allocations for Growth on page 42. 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.
Maple Ridge Financial Plan 2015 - 2019 174 | 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
2015-2019 Financial Plan Bylaw 7145-2015
Glossary of Terms
Acronyms
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2015 - 2019 175 | 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 City of Maple Ridge is among the most sustainable
communities in the world. As a community committed to
working toward achieving carbon neutrality, residents
experience the value of a strong and vibrant local
economy and the benefits of an ongoing commitment to
environmental stewardship and creation of stable and
special neighbourhoods. Maple Ridge is a world-leading
example of thoughtful development and a socially
cohesive community, especially as it relates to the use
of leading edge “environmental technologies,” social
networks and economic development. Other mu-
nicipalities consistently reference the City 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 City’s efforts to keep
citizens informed of City 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 City services
Provide information about and actively promote the
actions individual citizens and businesses can take to
augment the City’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 City’s many neighbour-
hoods. Commercial ventures were encouraged in the
accessible, pedestrian-friendly downtown and at nodes
along major roads; agricultural activities were enabled in
the City’s famed rural areas; home-based businesses
were encouraged and clean industry was attracted to
existing and new business parks created near key
transportation junctions and neighbourhoods. The City
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, ground-
ed in the principles of sustainability as a means to
structure 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 City 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 City, long a front-runner in the protection
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 City has won a number of awards
for its practices relating to energy use in civic buildings
and the City fleet and its support of community waste
reduction activities.
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2015 - 2019 176 | 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 management
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 City’s award-winning financial, investment, pur-
chasing and human resources policies and practices are
tightly aligned with and contribute to the City’s continued
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 City 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 City staff continue
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 City’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 City 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 City
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
City’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 capacity 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 participate in civic processes; and
can contribute to establishing 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 City services
through community development
Develop and implement preventative as well as
reactionary plans to address the impacts of emerging
social issues on the local community and citizens
APPENDIX A & B: MISSION STATEMENT, VALUE STATEMENTS,
VISION 2025
Maple Ridge Financial Plan 2015 - 2019 177 | P a g e
through social planning and collaboration with other
levels of government and local service providers
Work closely with the School Board, Health Authority,
Regional Library, other levels of government and other
agencies to encourage the adequate provision of public
services that are not the responsibility of local govern-
ment
Establish an emergency response and recovery plan in
consultation with other public sector agencies, commu-
nity groups and other relevant stakeholders
Establish neighbourhood and community education
programs to provide citizens with information and mate-
rials on emergency planning procedures
Ensure development standards incorporate sustainabil-
ity, crime prevention, safety and security concepts
Develop preventative as opposed to remediation initia-
tives in the delivery of fire and police services
Ensure that quality emergency services are delivered in
a timely, effective and efficient manner through the de-
velopment of multi-year Business Plans, which include
detailed, sustainable multi-year Financial Plans
Continue with the implementation of the Police and Fire
Master Plans
Provide a variety of parks, trails, open spaces and gath-
ering places
Recognize and support the important contribution of
volunteers in the community
Encourage active and healthy living among citizens
through the provision of a variety of exceptional recrea-
tional, educational and social activities
Preserve and enhance heritage resources to provide
citizens with the historic context of the community
Encourage citizens and the community to develop their
creative potential and a strong sense of community
through the provision of excellent arts and cultural op-
portunities, special events, educational and social ac-
tivities
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
City 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 City’s Corpo-
rate Strategic Plan to ensure growth is well-managed
and balances the three pillars of sustainability (social,
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 City’s direction, goals and
objectives
Manage existing City 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
City works very closely with the regional transportation
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 individuals
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 2015 - 2019 178 | P a g e
Council and Staff are pleased to present the eighth 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 2015 - 2019 179 | P a g e
The graphs in this progress report are a subset of “scorecards” available on the website
www.mapleridge.ca/787/Scorecards
Community Relations
Vision: Maple Ridge residents and business owners report very high levels of satisfaction with Maple Ridge’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.
Citizen And Business Involvement In Sustainability Efforts
Scorecard: Provide work opportunities for people with developmental disabilities
Grow Citizens’ Sense Of Community
Scorecard: Support firefighters’ charities
Scorecard: Aquatics volunteers
Scorecard: Community volunteers
Scorecard: Parks & Leisure Services volunteers
Scorecard: Promote community group independence
Economic Development
Vision: Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting
businesses that fit within the context of Maple Ridge’s many neighbourhoods. Commercial ventures were
encouraged in the accessible, pedestrian-friendly downtown and at nodes along major roads; agricultural activities
were enabled in Maple Ridge’s famed rural areas; home-based businesses were encouraged and clean industry was
attracted to existing and new business parks created near key transportation junctions and neighbourh oods. Maple
Ridge enjoys the many benefits of having the majority of its residents work in the community in which they live.
Support Existing Local Business
Scorecard: Business licence renewals
New Investment And Employment Opportunities
Scorecard: Attract film productions
Diversify The Tax Base
Scorecard: Residential tax assessment base
Scorecard: Increase commercial tax base
Environment
Vision: Maple Ridge continues to lead the nation in preserving and enhancing its community’s quality of life, air,
water and land. Maple Ridge, long a front-runner in the protection of environmentally sensitive areas, is one of the
first municipalities to promote green-building and innovative technologies in residential and commercial
construction and infrastructure. Maple Ridge 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.
Reduce Energy Consumption & Greenhouse Gas (Ghg) Emissions
Scorecard: Corporate GHG emissions
Scorecard: Community GHG emissions
Scorecard: Vehicle fleet efficiency
Scorecard: Leisure Centre energy consumption & GHG emissions
Scorecard: Fire Hall No. 1 energy consumption & GHG emissions
Scorecard: Municipal facility electricity use
Stewardship Of Natural Resources
Scorecard: Protect environmentally sensitive areas
Zero Waste
Scorecard: Encourage residents and business owners to reduce, reuse and recycle
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2015 - 2019 180 | P a g e
Financial Management
Vision: Maple Ridge's award-winning financial investment, purchasing and human resources policies are tightly
aligned with and contribute to Maple Ridge's continued vision of sustainability.
Provide High Quality Municipal Services
Scorecard: Capital works program
Scorecard: Best practices in infrastructure management
Use A Formal Business Planning Framework
Scorecard: Business planning process
Key Indicators – Revenues
Scorecard: Property tax revenue
Scorecard: Building permit revenue
Scorecard: Gravel sales revenue
Scorecard: Business licence revenue
Scorecard: Dog licence revenue
Key Indicators – Costs
Scorecard: Police
Scorecard: Fire
Scorecard: Library
Scorecard: GVRD water costs
Scorecard: GVRD sewer costs
Financial Indicators
Scorecard: Net Financial Position
Scorecard: Debt Servicing Ratio
Scorecard: Debt Per Capita
Reduce Reliance On Property Taxes
Scorecard: Maximize return on investment
Governance
Vision: Maple Ridge is a leader in voter turnout for Municipal Elections as more than half of those eligible to vote,
exercise that right. Elected officials and District staff continue 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 Maple Ridge’s values and consistently deliver on the commitments, goals and objectives
stated in the Strategic Plan and Business Plans.
Uphold And Enhance Public Trust
Scorecard: Access to information and decision-making processes
Open Government
Scorecard: Website visits
Scorecard: Citizen satisfaction with City information
Inter-Governmental Relations and Partnerships
Vision: Maple Ridge 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.
Partnerships And Networks With Public Agencies
Scorecard: Support the community social service network
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2015 - 2019 181 | P a g e
Safe and Livable Community
Vision: A community development model is at the heart of Maple Ridge’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 capacity 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 participate in civic processes;
and can contribute to establishing an exceptionally strong community.
Emergency Planning
Scorecard: Emergency Operations Centre/Emergency Support Services activations and training
Water And Sewer
Scorecard: Provide high quality drinking water
Scorecard: Maintain a dependable sewage system
Fire Department
Scorecard: Reduce fire incidents
Scorecard: Fire inspections of multi-family residential structures
Scorecard: Students attending fire safety education sessions
Scorecard: Reduce response time in the urban response zone
Emerging Social Issues
Scorecard: Bylaw complaints concluded
Scorecard: Police calls for service
Scorecard: Police population ratio
Scorecard: Property crime offences
Scorecard: Violent crime rate
Community Development
Scorecard: Healthy neighbourhood development
Recreational, Educational And Social Activities
Scorecard: Adults with very good/good fitness levels
Scorecard: Children who regularly meet daily physical activity guidelines
Scorecard: Low income citizens accessing recreation services
Scorecard: Citizens who use Parks & Leisure Services
Scorecard: Citizens who are satisfied with Parks & Leisure Services
Provide High Quality Municipal Services
Scorecard: Process commercial & multi-residential permits efficiently & effectively
Smart Managed Growth
Vision: 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 important to citizens. By densifying many neighbourhoods, Maple
Ridge 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 developed
concurrent with the new or densified neighbourhoods.
Growth Based On Sustainability Principles And Master Plans
Scorecard: Town Centre density
Scorecard: Provide new park areas
APPENDIX C: PERFORMANCE MEASURES
Maple Ridge Financial Plan 2015 - 2019 182 | P a g e
Transportation
Vision: Maple Ridge has been able to accommodate tremendous population and economic growth by planning
growth around multi-modal transportation routes. Maple Ridge works very closely with the regional transportation
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 addition, a
third east-west route through the community was added to assist with commercial and private vehicle traffic 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.
Safe, Efficient Transportation Network
Scorecard: Improve traffic safety
Scorecard: Provide safe, serviceable roads
Promote Alternative Modes
Scorecard: Transportation to work
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2015 - 2019 183 | 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 the continuance of high quality services and provide
a legacy for future generations. It will position the Municipality to meet financial obligations and take advantage of
opportunities that arise; it will also mean that residents can look forward to equitable and affordable taxation.
The policies should be designed and structured to develop principles that guide, support and respect the direction
of the community.
Policy Guidelines:
1. Growth in Tax Base:
Discussion: Maple Ridge is a growing community and all indications are that this will continue. Growth brings in
new tax revenue which must be estimated using the best available data.
Policy 1.0
Real growth will be set based on the experience of the previous planning period and the projections for the
ensuing period, using information provided by BC Assessment, the Planning Department and the Finance
Department.
2. Service Demands Created by a Growing Community:
Discussion: Growth creates demands for service. Often, the additional tax revenue is not sufficient to pay for
the costs of providing the services necessary to keep with established standards. It is important that the
demands created by growth be recognized and efforts be made to maintain existing standards.
Policy 2.0
Business Plans should provide details of the demands for service created by growth and should include options
as to how the demands can be met and existing standards maintained.
3. Tax Increase:
Discussion: Rising costs of existing services must be recognized and we must resist the temptation to reduce
non-renewable reserves to fund operating expenses.
Policy 3.0
Each spring, Municipal Council will consider the tax increase required for the ensuing planning period by first
covering the projected cost increase for existing services and then considering other enhancements (Please
also see Policy 4.)
APPENDIX D: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2015 - 2019 184 | 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 2015 - 2019 185 | 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 accou nts 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 proje ct 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 bel ieve to be a fair price. In such
instances, funding is “carried forward” in recognition of the fact that project is still required and we want to be
in a position to complete the transaction, once other approvals are obtained. Nonetheless, there is a need to
review carry forward projects, in light of other priorities that might have emerged.
Policy 13.0
Corporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that
might have emerged.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2015 - 2019 186 | 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 services. As
projects move closer towards the current year(s), often they ge t 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 contra ctors.
In order to make the best use of District resources and at the same time leverage them to obtain funding from other
sources, we require a longer term commitment on the funding side of the program. These are separated into two
categories: Sustaining What We Have and Providing for Growth. Additionally, a set of guidelines is provided in
Appendix 4 to set a framework around certain funding sources, specifically the infrastructure renewal funds, DCCs
and debt.
1. Sustaining What We Have
The DCC reserve funds infrastructure projects to support growth, but provides limited funding for replacement or
renewal and does not fund maintenance costs. In addition, subdivision infrastructure turned over by developers
becomes the responsibility of the District and over time contributes significantly to the infrastructure inventory. In
2004 it was almost $10 million and in 2005 it was another $26 million. Where do we get the money to sustain an
asset base that is growing at this pace? Ideally, a portion of the revenue f rom 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 r evenue 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 m ust 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 an nual 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 ann ual
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.
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Maple Ridge Financial Plan 2015 - 2019 187 | 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 replaceme nt,
increasing to $312,000 per year for the last several years. There was a history of incremental requests to increase
funding levels as assets were added to the inventory, however, improved asset management and stabilized funding
have improved the approach.
In 2001, water and sewer utilities began to contribute for their usage of IT equipment, contributing $35,000 each
initially, then $85,000 each in 2002 and since 2003, have remained at $100,000 each. The intention was to reach
a number that represented adequate compensation for actual usage, as estimated in 2001. This should likely be
evaluated once again to determine whether this amount is adequate.
The IT replacement reserve currently includes workstation, network and some productivity software. It does not
include replacement funding for enterprise wide software systems, such as the Ross financials, Amanda property
system, GIS and Class recreation system. The strategy for these programs is when replacement comes due; a
capital program funding request is raised and evaluated against other competing interests.
Fire: The Fire Department Capital Acquisition Reserve is for acquiring growth -related equipment and buildings. The
contribution to this reserve has historically been tied to taxation, with 2%1 in 1998 netting $380,000 and in 2006,
$720,000. For replacement of these assets, a separate reserve is used.
1 As a separate issue, the 2% allocation may not be enough given the demands of a growing community and the organizational change the
department has experienced. In recent years, the funding from this reserve was not enough to meet demand for growth-related infrastructure
acquisitions and had to be augmented by other funding sources.
Replacement
Value
Annual
Sustainability
Requirement
General Government - Construction 53,000,737 1,766,691
General Government - Equipment 555,500 27,775
General Government - Yard 1,193,503 59,675
Parks & Recreation - Construction 42,789,383 1,426,313
Parks & Recreation - Equipment 22,370 1,119
Parks & Recreation - Yard 4,558,490 227,925
Fire - Construction 3,325,347 110,845
Fire - Yard 212,400 10,620
Police - Construction 4,837,701 161,257
110,495,431 3,792,219
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2015 - 2019 188 | 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 ha s acquired
additional vehicles worth about $350,000 and between 2008 and 2009 will spend another $1.5 million on vehicles
for Fire Hall 4. In addition, replacement of other apparatus such as hoses is funded from this reserve.
Progress to Date
Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability.
This amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional
$442,000 for a total of $857,000; 2010 is $1.3 million and 2011 is $1.8 million.
This issue is significant, as evidenced by the shortfall illustrated in the graph below 2 3. We have time to get ahead of
the curve, but time is of the essence. The sustainability funds directed by Council toward this issue will certainly
begin to address the funding shortfall and the practice is in alignment with the District’s Financial Sustai nability
Policy (FSP) 7.0 (the FSP’s referenced are listed in Appendix 5). In addition, plans for maintenance programs and
construction projects continually look for ways to extend lifecycles and minimize maintenance spending. Another
way in which Council could have a significant impact on this issue is to ensure future growth in taxation revenue is
directed to sustaining current assets and services for the growing population. Dedicating a portion of annual tax
revenue derived from growth in the tax base towards sustaining new growth in our asset base is a sound approach
in support of FSP 7.1.
The District of Maple Ridge is certainly not alone. The Federation of Canadian Municipalities (FCM) estimates the
municipal infrastructure deficit to be $60 billion and growing at $2 billion a year. The magnitude and scope of the
shortfall may discourage communities from taking action on the notion the problem is too large to be resolved by
municipal means alone. While most communities will likely need assistance of some kind, FCM strongly encourages
local governments to take action and demonstrate their ability to address the issue. They have provided a series of
recommendations, a critical one being that “municipal governments must evaluate how they plan for growth, price
their services and generate revenues. A long-term plan, with targets and milestones, must be put in place to help
phase in these changes over the next 20 years.”4
The FCM document also suggests that current municipal accounting practices do not te ll 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 200 6.
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 2015 - 2019 189 | 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) Devel opment 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 2015 - 2019 190 | 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 construction in advance of completing roads. For these
reasons, using debt for DCC projects will be of limited use.
How are DCCs Calculated?
1) The numbers of potential
development units are
quantified to build-out in 2021,
by development type (single
family, townhouse, apartment,
commercial, etc.)
2) Projects required to accommo-
date growth to build-out are
identified and costs are esti-
mated (portion of cost may be
borne by existing population)
and allocated to land use
types.
3) Rates are calculated that,
when multiplied by the esti-
mated development units,
should achieve the revenue
necessary to pay for the
projects.
As projects are completed and
units are developed, remaining (or
additional) projects costs must be
covered by remaining devel-
opment units, making regular
review of project costs and growth
estimates important. As fewer and
fewer development units remain,
any changes will have a greater
impact on the rates.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2015 - 2019 191 | 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 add ed 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 t oward
sustaining the expansion of our asset base. Furthermore, if actual growth exceeds that in the Financial Plan, a
determination should be made to allocate it either to growth in services or infrastructure sustainability. In addition,
although water and sewer have independent sources of funding, they should be subject to the same review process
to ensure adequate replacement funds are available when required, with a fair distribution of costs among current
and future users of the services.
Debt should be approached with caution, with a full understanding of the implications of locking in future taxpayer
dollars for today’s projects. Projects that would be difficult to fund within the annual funding allotment, or where
revenue sources will be realized over time, are examples of where debt financing may be suitable. Projects funded
by debt should be subject to business case evaluation with consideration of whether we have the internal capacity
to implement them; they should also be subject to performance reporting and should be in alignment with Council’s
strategic direction.
Using debt for DCC projects may be of limited use, since covering the interest component can only be done in very
specific circumstances that may not address the roads component where the bulk of our debt capacity exists at this
point. The DCC bylaw should be regularly amended to update project costs, to ensure our rates will drive the
revenue necessary to pay for the projects.
In addition, the funding strategy should be revisited annually with each business planning cycle to ensure that the
assumptions, financial climate and overall approach remain relevant.
Achieving greater sustainability in infrastructure management requires greater vigilance and ongoing oversight of
the related policies, practices and business initiatives. Integrating management oversight into a corporate position
with responsibility for coordination among the various departments involved may be a prudent step in the
infrastructure management program.
Prepared by: Laura Benson, CMA
Policy Analyst
Concurrence: Jeff Scherban
Director of Development Engineering
Approved by: Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
6 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s Financial Planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2015 - 2019 192 | 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 2015 - 2019 193 | 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 2015 - 2019 194 | 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 2015 - 2019 195 | 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
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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
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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
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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)
12.010, with replacement, maintenance and operating costs accommodated in accordance with FSP 7.0 and
FSP 7.1.
Borrowing should be limited to special cases, either because we can’t fund out of one year’s budget allocation,
or where the project will be paid for over time (e.g. multiple years’ worth of operating revenue). The Financial
Plan should be adjusted to reflect all aspects of the project, including revenue sources and cost savings.
Debt financing will not be used to fund ongoing maintenance works, except for major maintenance works that
cannot be funded from one year’s annual budget without negatively impacting the ability to perform other
required maintenance works. In those cases, short-term debt financing will be considered, on the
understanding that future year’s works will be limited by the amount of debt servicing required to fund the
major projects done in earlier years.
All projects to be funded by debt must “be submitted to Council with a business case, including
recommendations on how the debt will be serviced.” (FSP 8.0)
If debt financing is used to fund a project, performance measures should be established as part of a
comprehensive project plan and progress will be reviewed by CMT on a quarterly basis beginning when the debt
is issued. The performance measures should encompass cost -efficiency and effectiveness outcomes including
project scope attainment. Upon project completion, a report should be provided illustrating achievement of
objectives. It could also help to improve procedures and refine budgeting techniques by commenting on the
process.
Prior to the issuance of debt, an evaluation on our ability to manage the project internally will be completed to
determine whether internal project management capacity is adequate for the project to proceed. If not, funding
for outside project management support should be considered.
Consider project timing. Interest costs are low right now, but construction costs are high and we may be paying
a premium to compete with other major projects in the region. After these projects are completed, excess
capacity may exist that could offset a rise in interest rate.
10 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s Financial Planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
2010 Project Description Highways Sewage Drainage Water Park Borrow
2823 232 St (116 - Slager)1,192,911 Interest Issue Cost
7074 112 Ave (232 St - 240 St) Final Lift 207,385
7133 203 St (123 Ave - Powell Ave)615,448
7266 227 St @ Bypass (Traffic Signal)109,150
6235 Parks Master Plan 40,000
7504 108 Ave (248 - 249)29,634
82 136 Ave @ 24200 Rockridge Reservoir Ph 2 556,016
1914 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,391,789
1925 Silver Valley Neighbourhood Se Horse 250,157 1,080,000 170,786 8,100
2010 Projects 3,330,769 29,634 286,639 753,299 1,681,947 1,080,000 170,786 8,100
Projects subtotal 2,124,894 29,634 - 656,016 40,000
Payments subtotal 1,205,875 - 286,639 97,283 1,641,947
- - - - -
2011 Project Description Highways Sewage Drainage Water Park Borrow
463 Selkirk Ave (226 - 227)136,650 Interest Issue Cost
6158 224 St (125 - 126)229,364
841 Selkirk Ave (225 - 227)343,706
2052 240 St @ Kanaka Creek (Bridge)1,313,280
6178 Selkirk Ave (226 - 50M W 227)10,288
6032 Whonnock Lake Phase 3 (Path/Light)227,800
6075 Whonnock Lake Phase Iv Beach/General 227,446
7521 136 Ave (230 - 231)25,735
1915 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,641,947
2052 240 St @ Kanaka Creek (Bridge)1,216,765 5,253,120 830,705 39,398
2011 Projects 4,089,914 25,735 652,653 197,283 2,097,193 5,253,120 830,705 39,398
Projects subtotal 1,667,274 25,735 366,014 100,000 455,246
Payments subtotal 2,422,640 - 286,639 97,283 1,641,947
- - - - -
Totals for all years 2007-2011 Highways Sewage Drainage Water Park Totals
Projects subtotal 10,218,819 811,369 366,014 1,475,193 3,469,041 16,340,436
Payments subtotal 7,246,138 - 1,433,193 486,417 6,236,907 15,402,655
17,464,957 811,369 1,799,207 1,961,610 9,705,948 31,743,091
Principal Borrowed, and Full 5-year Costs 10,459,223 1,237,500 420,000 7,088,750 19,205,473 3,037,068 144,041
Cost over 5 years
Cost over 5 years
Cost over 5 years
APPENDIX E: INFRASTRUCTURE FUNDING STRATEGY
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Guidelines Specific to Renewal Funds
Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain current infrastructure. Where a
project will include augmentation, that portion must be covered from an alternate funding source.
Example: An existing local road with gravel shoulder is degrading. As part of a rehab project, it is determined to
widen and add curb & gutters. The resurfacing of the existing road -width can be funded from the Renewal
funds; the extra width and curb and gutter must be funded from general revenue or other funding source.
Guidelines Specific to DCC Funds
Where DCC works are financed through debt, funding the interest component from DCCs can only be done in
very specific circumstances:
To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are:
o Greenfield, where infrastructure is being provided to areas with no servicing;
o Fixed-capacity infrastructure, such as water and sewage treatment plants;
Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program.
Examples would be upgrading the sewer main or water trunk lines.
Projected revenue for the DCC reserve fund is based on historical and projected growth patterns. The re is a risk
to locking ourselves into debt payments without a certainty in the incoming revenue stream. There are many
outside influencing factor which could prevent the growth from materializing. Also, we are in a shift away from
single-family housing and we don’t really know what to expect in terms of higher density hous ing. There are
other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate
structure that more closely ties in with an amended OCP. Therefore, short-term borrowing is strongly
recommended, as revenue projections become less reliable as the time frame is expanded.
The DCC bylaw should be amended regularly to ensure that rates reflect changes to infrastructure needs and
project costs, as well as changes to growth management objectives, at the same time recognizing the
expectation by developers of a relatively stable rate. A current DCC bylaw will ensure that additional costs are
spread over the greatest number of potential development units. Th is 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
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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 governm ents 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 2015 - 2019 201 | P a g e
All dollar figures in $1,000's. 2015 column shows budgeted amounts and includes works-in-progress,
projects approved in prior years' budgets and projects approved in 2015. Some projects listed in 2015
may already be complete or well underway.
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Government Services
Bicycle Racks and Street Furniture - Downtown 10 - - - -
Chairs for Council Chambers 18 - - - -
Development Equity and Zoning Plans 16 - - - -
Downtown Improvements - Safety 21 - - - -
Equip Purch - Emergency Program 22 - - - -
Equip Purch - GPS and Robotic Total Station - - - - 60
Equip Purch - Racking Fixtures Storage 40 20 - - -
Minor Capital - City 100 - 100 100 100
Minor Capital - Engineering 15 15 15 15 15
Minor Capital - Gen Government 15 15 15 15 15
Minor Capital - Town Centre - 100 100 100 100
Minor Capital - Town Centre - 4 Way Stop on 224th 10 - - - -
Minor Capital - Town Centre - Banners 5 - - - -
Minor Capital - Town Centre - Christmas Lights 3 - - - -
Minor Capital - Town Centre - Maintenance 12 - - - -
Minor Capital - Town Centre - Tunnel Lighting 30 - - - -
Operations Centre Yard and Building Improvements 1,500 - - - -
Recycling - Bag - Bin Topper - Bluebox - Collection - Scale 171 40 40 40 40
Recycling - Conveyor Belt 65 - - - -
Recycling - Dual Tipper - 250 - - -
Recycling - Hydraulic Collection Truck 250 - - - -
Recycling - Land Purchase and Improvements 510 - - - -
Recycling - Upgrades and Service Life Extension on Trucks 150 - - - -
Strategic Land Purchases 4,250 - - - -
Government Services 7,212 440 270 270 330
Technology
Amanda Projects 81 - - - -
Asset Management Phase 1 - - - 500 -
Asset Management Phase 2 - - - - 500
Automated Data Collection - Engineering 13 - - - -
Build Up Test and Development Environment 25 - - - -
Cable Plant Upgrade - Leisure Centre 90 - - - -
Cable Plant Upgrade - Operations 90 - - - -
Capital Reporting Module (Hyperion) 25 - - - -
Capital Works Program Replacement Study 45 - - - -
City Green Software 5 - - - -
Class Software - 250 - - -
Document Management Requirements 85 - - - -
Document Management Requirements (IT) 75 - - - -
Document Processing Phase 1B 60 - - - -
EOC Technology Upgrades 13 - - - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2015 - 2019 202 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Technology (cont.)
Equip Purch - Info Serv 548 570 290 832 811
Equip Purch - Wireless Data System 22 - - - -
Exchange Upgrade and Outlook Archiving 17 - - - -
FH2 Connectivity (Data and Voice) 13 - - - -
Financial Systems Study 33 - - - -
Fleet Management Software 70 - - - -
Flexpod - Virtual Hardware - 100 - - -
GIS - Mobile 25 - - - -
GIS Infrastructure Package - - - 75 -
Implement Virtual Desktops 50 - - - -
Infrastructure Growth 57 50 50 50 50
Install Mobile in Vehicles 30 - - - -
IT Disaster Recovery Infrastructure - - 97 - -
IT Fibre Optic Network (various) 1,227 - - - -
IT Server Room - AC Upgrade 19 - - - -
IT Website Redesign Phase 2 - - 72 - -
Management Reporting Software Phase 1 13 - - - -
Management Reporting Software Phase 2 - 40 - - -
Microfiche readers 14 - - - -
Migrate Oracle to SQL 204 - - - -
Minor Capital - Technology 102 - - - -
Mobile Application (Tablet) 49 - - - -
Mobile Application Development 25 25 25 25 25
Mobility - - - - 50
Networking Testing Equip 35 - - - -
Online Fire Inspections 27 - - - -
Online Realtime Apps for Licenses Permits Bylaws 100 - - - -
Online Services - - - - 100
Project Management Job Cost Study Phase 2 47 - - - -
Ross HR System Improvements 40 - - - -
Strategic Plan 42 - - - -
User Logon Enhancement 20 - - - -
Video Production and Conferencing - - - 43 -
Virtual Desktop - 100 - - -
Voting Software - 69 - - -
Web Security Infrastructure (F5) 70 - - - -
Website Payments 54 - - - -
Website Rebuild 30 - - - -
Wireless Hardware - Software - Infrastructure 39 25 - - -
Technology 3,628 1,229 535 1,525 1,536
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2015 - 2019 203 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Protective Fire
AV upgrades FH1 Training Room and EOC 30 - - - -
Equip Revitalization - Engine 2 3 - - 110 - -
FD Vehicle E-32 E-One Replacement (Tender 3) 450 - - - -
FD Vehicle R3-F550 (R2) Replacement - - - 500 -
FD Vehicle Tender 1 Replacement - - - 500 -
FD Vehicle Tower 1 Replacement - 1,500 - - -
FDM Asset Management Module 40 - - - -
FH1 and FH2 - Exhaust System 50 - - - -
FH1 Operational Support Unit 65 - - - -
FH3 Generator 50 - - - -
FH4 Engine New 625 - - - -
FH4 Equip Purchase 270 - - - -
FH4 Firehall 6,387 - - - -
FH4 Protective and Safety Equip 84 - - - -
FH4 Tender 4 475 - - - -
FH5 Land Acquisition 350 - - - -
Rescue 2 Replacement Quint 3 1,080 - - - -
Protective Fire 9,956 1,500 110 1,000 -
Protective Police
Chair Replacement - General Office - - 20 - -
Chair Replacement - Hilton Haider - - - 40 -
Chair Replacement - SEU GIS - 20 - - -
Desk Replacement - General Duty 63 - - - -
Front Counter Kiosk Expansion - - - 150 -
Randy Herman Lunchroom Furniture - 5 - - -
RCMP - CCVE Upgrade 35 - - - -
RCMP - File System Exhibits Records 85 - - - -
RCMP - Interview Room and GIS Relocation 10 - - - -
RCMP - Interview Room Doors 4 - - - -
RCMP - Work Yards Storage Fence 14 - - - -
Protective Police 211 25 20 190 -
Park Acquisition
223 St St Anne Park Acquisition 600 - - - -
Boundary Park (201 and 123) Phase 2 950 - - - -
Cemetery Expansion 1,048 - - - -
Greenbelt Acquisition 1,028 200 200 200 200
Haney Nokai Park Phase 2 - Acquisition 1 420 - - - -
Haney Nokai Park Phase 2 - Acquisition 2 - 450 - - -
Park (221 and 119) Lot 4 400 - - - -
Park (241 and 112) Lot 2 1,853 - - - -
Park (248 and 108) Lot 2 3,077 - - - -
Silver Valley Neigh Park Acquisition A - Nelsons Peak 269 - - - -
Silver Valley Neigh Park Acquisition B 627 - - - -
Silver Valley Neigh Park Acquisition SE H 1,748 - - - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2015 - 2019 204 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Park Acquisition (cont.)
Silver Valley Neigh Park Phase 1 1,683 - - - -
Smart Growth Park Acqusitions - - - 2,250 -
SW Haney Park - - - - 366
Whispering Falls Park (264 and 126) - - 1,161 - -
Park Acquisition 13,702 650 1,361 2,450 566
Park Improvement
Albion Park (Washroom Facility) 304 - - - -
Albion Sports Complex - Lighting - 200 - - -
Aquatic Weed Harvester for Whonnock Lake 20 - - - -
BMX Skills Development Area (Albion) 8 - - - -
Computerized Irrigation Control System 50 - - - -
Cottonwood E Park Dev-Firefighters Park 319 - - - -
Equip Purch - Parks and Rec Vehicle - - 40 - -
Equip Purch - Parks and Rec Vehicle 2017 - - 30 - -
Haney Nokai Park Improvement - - 360 - -
Horseman Park Pedestrian Crossing - - - - 200
Intergenerational Garden - - - 35 -
Maple Ridge Library Signage 27 - - - -
Minor Capital - Gen Rec 39 30 30 30 30
Park Development (231 and 137) 360 - - - -
Park Development (232 and 132) 202 - - - -
Park Development (241 and 104) 360 - - - -
Park Development (241 and 112) - - - 360 -
Park Development (248 and 108) - - 360 - -
Parking Lot Paving Thomas Haney Tennis Court 50 - - - -
Public Library Cameras 20 - - - -
Raymond Park Development 380 - - - -
Sport Field Misc Capital (Turf Reserve) 72 - - - -
Sport Field Renovations-Hammond Stadium 49 - - - -
Trail Bridge Replacements 32 - - - -
Trail Counter and Interpretive Sign Tech - - 25 - -
Whonnock Lake Phase 1 Entrance Road 235 - - - -
Whonnock Lake Phase 2 Parking 290 - - - -
Whonnock Lake Phase 3 Path and Light 297 - - - -
Whonnock Lake Phase 4 Beach and General 356 - - - -
Whonnock Lake Phase 5 Washroom Facility - - 624 - -
Youth Action Park Albion - 750 - - -
Park Improvement 3,471 980 1,469 425 230
Recreation Services
Bouldering Rock Wall 30 - - - -
Leisure Centre - Pool Renovation 5,500 - - - -
Memorial Park - Spray Park and Washrooms - - - - 300
Scooter Play Park - - 75 - -
Recreation Services 5,530 - 75 - 300
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
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CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Drainage
287 St (Storm Main at Watkins - Study) 75 - - - -
288 St (Storm Main at Watkins Sawmill) - - 250 - -
Culvert Replacement Program 200 200 200 200 200
Ditch Enclosures 21 21 21 21 21
Drainage Upgrade Program 521 266 508 523 738
Flood Abatement N Alouette 123 100 - 100 -
ISMP Watershed Review 693 250 - - -
Local Area Service - Drain 250 250 250 250 250
Lower Hammond Pump Station 603 - - - -
Rainbow Crescent Culvert Upgrade (at Kanaka) 200 - - - -
Storm Sewer Connections 23 23 23 23 24
Stormwater Runoff and Stream 359 120 70 70 70
Drainage 3,068 1,230 1,323 1,188 1,303
Highways
102 Ave at 241 - Acquisition - - 545 - -
104 Ave (240 - 244) and 245 St 314 - - - -
112 Ave (60M W 236 - 236) 25 - - - -
116 Ave (Lougheed - 232) - 105 - - -
116 Ave Urban Road Upgrade 203 to Warsley - - 50 - -
118 Ave (230 - 231) - - 148 - -
119 Ave (226 - 227) 11 - - - -
121 Ave at 214 St - Pedestrian Improvements 9 - - - -
122 Ave (221 - 224) - - 850 - -
122 Ave (222 - 224) - - - - 950
128 Ave (216 - Abernethy) - 4,000 - - -
128 Ave (228 - 200M East 232) - - 132 - -
128 Ave Road and Drainage Improvement (210 - 216) 6,233 - - - -
132 Ave (232 - 235) - Fern Crescent 988 - - - -
136 Ave (224 - 400M E 224) - - - 1,891 -
136 Ave (224 - 400M E 224) Design - 95 - - -
203 St (Lougheed - Golden Ears Way) 4,477 - - - -
203 St at Lougheed Intersection Upgrade 228 - - - -
207 St S of Lougheed 210 - - - -
224 St (122 - Abernethy) - - 154 - -
224 St (Abernethy - 132) - - - 142 -
224 St at 124 Ave - Intersection Safety 138 - - - -
224 St at 132 Ave (N Alouette Bridge) - - 2,823 - -
224 St at 132 Ave (N Alouette Bridge) Design - 250 - - -
224 St General Improvements - Lighting 28 - - - -
228 St (12100 Block) - 6 - - -
232 St (132 - Silver Valley Rd) Sidewalk 270 - - - -
232 St at Dogwood Ave - Urban Treatment - - - 50 -
232 St Ped Conn (Lawn Bowl - N Cottonwood) - - 35 - -
240 St (Lougheed - 104) - Road and Drainage 5,216 - - - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2015 - 2019 206 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Highways (cont.)
240 St DTR Intersection Alignment 40 200 - - -
240 St DTR Intersection Alignment and Signal 60 - - - -
241 St (230M S 112 - 112) - - 290 - -
241A St (100M S 102 - 102) 100 - - - -
244 St (50M S of 104 - 104) 50 - - - -
245 St (104 - 220M N 104) 26 - - - -
256 St at Dewdney Trunk - Intersection Upgrade (Design) 50 - - - -
287 St Bridge Replacement - - 200 - -
Abernethy (210 - E Blackstock) 2,341 - - - -
Abernethy Way Phase 2 - Intersection Improvement 168 - - - -
Access Culverts 29 29 30 30 30
Bikeway Program 50 50 50 50 50
Bridge Repairs Struct Upgrade 444 150 150 150 150
Brown Ave Land Acquisition (At Dunbar St) - - - 299 -
Dewdney Trunk at 238B St - - - 200 -
Dewdney Trunk at Burnett Traffic Signal - - 277 - -
Dewdney Trunk at Kanaka Creek Bridge - 350 - - -
Downtown Improvements - Lougheed 224 - 226 338 3,400 - - -
Emergency Traffic Pre-Empt 76 50 50 50 50
Equip Purch - Fleet 1,881 1,022 784 1,642 1,642
Equip Purch - Fleet - Radio System Replace 22 - - - -
Equip Purch - Upgrade SA to TA Dump Unit Sander 50 - - - -
Fern Crescent (236 - 240) 99 - - - -
Fern Crescent (236 - 240) (F) - - - - 4,600
Fern Crescent (236 - 244) (Fibre) - - - - 42
Fern Crescent (240 - 244) - 100 - - -
GVTA Special Project 7 702 - - - -
Illuminated Street Signs Program 27 10 10 10 10
Intersection Upgrade 23 - - - -
Kanaka Way Road Improvements (23800 Block) 95 - - - -
Laity St Bike Lane (DTR to Lougheed) 30 - - - -
Lane E 207 (Camwood - 100M N Camwood) 5 - - - -
Larch (Balsam - 236) - Extension Silver Valley 350 - - - -
LAS 20000 Block Hampton - R D S W 288 - - - -
Local Area Service - Road 250 250 250 250 250
Lorne Ave Sidewalk Phase 2 87 - - - -
Lougheed (203 - 222) Street Lighting - - - 626 -
Lougheed 228 St Access Signal Improv - - 12 - -
Maple Meadows Way at CPR Crossing - Improvement 360 - - - -
Material Storage Site (26100 130 Ave) 33 - - - -
McFarlane Ave (Graves - 209) Lighting 23 - - - -
Owens (200M N Camwood - Lougheed) 14 - - - -
Pavement Management 12 - - - -
Ped Safety and Access Improvement 162 90 90 90 90
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2015 - 2019 207 | P a g e
CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Highways (cont.)
Pedestrian Safety 350 - - - -
Princess St (Wharf - Lorne) - - 129 - -
Private Driveway Crossings 37 37 38 38 38
River Rd (223 - 224) - - - - 350
River Rd Sidewalk (Darby - Carshill) 96 - - - -
River Rd Traffic Corridor Improvements 170 750 - - -
Road Rehabilitation Program 2,458 1,455 1,690 3,099 3,450
Royal Cres at 100M S Lougheed 25 - - - -
Selkirk Ave (225 - 227) 700 - - - -
Sidewalk Replacement - 90 90 90 90
Skillen Urban Road Upg Wicklund to 123 - - 25 - -
Streetlight Pole Replace Program 102 50 50 50 50
Subdivision E-08-015-1019 104 Ave and 242B 71 - - - -
Traffic Calming Program 164 - 50 50 50
Traffic Signal Replacements 96 90 90 90 90
Traffic Signal Upgrades and Alterations 353 - - - -
Highways 31,051 12,630 9,091 8,897 11,981
Sewer
136 Ave (230 - 231) Sanitary Sewer 29 - - - -
138 Ave (236 - 150M East of 236) LTC007822 - - 29 - -
223 St North Ave to St Anne 278 - - - -
225 St PS and River Rd FM Capacity Upgrade Study - 85 - - -
225 St Pump Station Building Upgrades 58 - - - -
225 St Sewer PS Overflow Station Mods LTC002739 - - - 200 -
225 St Sewer PS Overflow Station Mods LTC008613 - - - 400 -
256 St Sewer Extension to Corrections 575 - - - -
Cottonwood Dr (115 - 116) - 61 - - -
Inflow and Infiltration Monitoring - 150 - - -
Inflow and Infiltration Reduction Program - Areas A K 150 - - - -
Local Area Service - Sewer 250 250 250 250 250
Private Sewer Connections 93 95 97 97 97
River Rd Kanaka Creek to McKay - - - - 1,300
SCADA Replacement Program 73 66 66 66 66
Sewage System Rehabilitation 655 288 288 288 288
Silver Valley Sanitary Servicing Plan - - - - 30
South Slope Interceptor Repair 400 - - - -
Sewer 2,561 994 729 1,300 2,031
Water
108 Ave Main - Grant to Albion Zone and PRV - - - - 500
124 Ave (241 - Ansel) WM Replacement 510 - - - -
128 Ave Supply Main (235 - 238) - - - 807 -
133 Ave at 244 St PRV - - - 108 -
136 Ave (236 - 240) - 778 - - -
136 Ave (Foreman - McKercher) 200 - - - -
APPENDIX F: CAPITAL WORKS PROGRAM LISTING
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CAPITAL LISTING BY SECTION & DESCRIPTION 2015 2016 2017 2018 2019
Water (cont.)
136 Ave at 235 St PRV LTC002865 - 100 - - -
136 Ave at 235 St PRV LTC007821 - - - 173 -
224 St (122 - 124) WM Replacement - 291 - - -
236 St (Fern Cres - 132) - - - 75 -
236 St Pump Station Upgrade - - - - 730
240 at DTR PRV Capacity Upgrade 250 - - - -
244 St (102 - 102B) - - - 54 -
248 St (108 - 112) Install Main - 636 - - -
256 St Reservoir Relocate Watermain 370 - - - -
263 PS Phase 1 Design - - 235 - -
263 PS Phase 2 Construction - - - 2,060 -
270A St Pump Station Capacity Upgrade - - - - 1,200
270A St Reservoir - 183 1,647 - -
Ansell St (124 - 125) - - 230 - -
Bulk Fill Water Station 90 - - - -
Equip Purch - Upgrade Truck Replacement to F550 14 - - - -
Foreman Drive at 232 Street PRV - - 56 - -
Grant Mountain Reservoir Cell No 2 - - - - 1,300
Local Area Service - Water 250 250 250 250 250
Private Water Connections 185 188 192 192 192
PRV Upgrade Program 75 50 50 50 50
Rothsay Reservoir at 256 St Seismic Upgrade 452 - - - -
Seismic Upgrade Program 539 150 150 150 150
Silver Valley Reservoir 3,450 - - - -
Silver Valley Reservoir Study 150 - - - -
Water Meter Specs Design Criteria Study 10 - - - -
Water Pump Station Upgrades 96 60 60 60 60
Water Security Improvement 37 - - - -
Watermain Replacement Program 313 300 300 300 300
Watermain Replacement Program Prioritization 30 - - - -
Water 7,021 2,987 3,170 4,279 4,732
TOTAL CAPITAL PROGRAM 87,411 22,664 18,153 21,524 23,009
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 209 | P a g e
City of Maple Ridge
TO: Her Worship Mayor Nicole Read DATE: April 30, 2015
and Members of Council
FROM: Chief Administrative Officer ATTN: C. of W.
SUBJECT: 2015 – 2019 Financial Plan Bylaw-2016 Financial Plan Bylaw 6883-2011
EXECUTIVE SUMMARY:
The 2015 property tax assessment roll has been received from BC Assessment which means that the 2015 property
tax rates can now be set. Prior to setting these rates, it is desirable to update our financial plan to reflect decisions
made by Council since the last Financial Plan’s adoption.
As in previous years and as reported to Council in the year end update, funding has been provid ed for required
projects that were budgeted for in the prior year but were not completed.
The Financial Plan is largely the outcome of Business Planning and Council’s long term direction provided for
financial sustainability and resiliency. Earlier this year Council was provided an updated Financial Plan Overview
Report highlighting key components and considerations included in preparing the Financial Plan.
RECOMMENDATION(S):
That Maple Ridge 2015-2019 Financial Plan Bylaw No. 7145-2015 be given first, second and third readings.
DISCUSSION:
a) Background Context:
The 2014-2018 Financial Plan Bylaw was last adopted by Council in October of 2014 with the majority of the
changes being to the Capital Improvement Program. The 2015 assumptions with respect to p roperty tax and
user fees for 2015 were also reaffirmed at this time. The desire was to provide some time for the incoming
Council to set the strategic direction prior to getting into the details of business planning.
Since the current Council’s inauguration several departments have presented to Council on their work plans
and Council is undergoing an update to the strategic plan. Once this direction has been set, it is expected that
the 2016-2021 Business Plans will be updated and the resulting Financial Plan will be revised, aligning to the
strategic direction set by Council.
The Financial Plan is largely the outcome of Business Planning and Council’s long term direction provided for
financial sustainability and resiliency. Earlier this year Council was provided an updated Financial Plan Overview
Report highlighting key components and considerations included in preparing the Financial Plan. For Citizens
interested in becoming more aware of how the City approaches budgeting and financing infrastructure, th e
report is available on our website.
b) Financial Plan Implications:
The property tax and user fee increases remain as previously planned and include:
1. The 2015 property tax increase totaling 2.97% consists of: 1.92% for general purpose, 0.5% for
infrastructure replacement, 0.3% for drainage improvements and 0.25% for parks and recreation
improvements.
2. Recycling rate remaining unchanged for 2015 due to the increased revenues from MultiMaterials BC.
3. 2015 utility user fee increases of 5.5% for Water and 4.6% for Sewer. Once several key regional factors
are better known, future fee increases will be reviewed.
Changes to the financial plan since the publication of the Financial Plan Overview report in December include:
1. Growth in tax property revenue, largely due to new construction of 1.11%. The Financial Plan previously
adopted included 2% growth each year. Appropriate reductions in operating budgets have been made.
2. 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.
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 210 | P a g e
3. Items identified to be funded from surplus in the 2014 Year End Update report, presented to the Audit
and Finance Committee on March 16, 2015 have now been provided for.
4. The budget has been updated to reflect costs of demolition of three municipal owned houses which
Council recently received a report on.
5. The Capital Improvement Program amendments include:
The advancement of the recreation registration software replacement to 2016. The scheduling of
technology projects in 2017 through 2019 have been adjusted to compensate.
Planned capital work and funding for Downtown Improvements Phase 4 have been adjusted. The
first amendment was to reflect the funding sources as noted in the Council Resolution on February
10, 2015, most notably the grant funding with an application submitted under the New Building
Canada Fund. The Sewer Capital Funding noted in the resolution has been removed as it has been
determined that the sewer work originally contemplated is not required. Additional funding to
leverage the grant, 2/3 grant funded, and get the remaining works done is through the Infrastructure
Sustainability Reserve.
c) 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.
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.
History and projected property tax increases
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 211 | P a g e
Impact to a home assessed at $400,000 in 2014
f) 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.
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. Fortuna tely, 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 is invited
early in the business planning process both when the business planning guidelines are presented and during
business planning presentations. Input is accepted through many different mediums including: in person at the
business planning presentations which were open to the public or through email, voicem ail, Facebook, Twitter
and regular mail. Regular feedback and interaction with the public is also taken into account in developing the
business plans.
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 212 | P a g e
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. Public
question and answer periods, with the use of social media have also been used.
The direction for this Financial Plan was received quite some time ago and the amendments to the plan are
works that were previously budgeted and not complete by year end or property tax revenue updates based on
the assessment values provided recently by the BC Assessment Authority. An advertisement will be placed in
the local paper inviting comments or questions.
g) Alternatives:
A Financial Plan Bylaw needs to be adopted by Council prior to May 15 each year. Council can amend the
Financial Plan Bylaw at any time. The Financial Plan Bylaw adopted prior to the Property Tax Rates Bylaw is the
budget that will be used in the Annual Report.
CONCLUSIONS:
The Financial Plan is a multi-year planning, reviewing and reporting tool that represents Council’s vision and
commitment to providing quality services to the residents of Maple Ridge. The Plan provides a forecast of the
financial resources that are available to fund operations, programs and infrastructure for the five year period.
“Original Signed by Trevor Thompson”
_______________________________________________
Prepared by: Trevor Thompson, BBA, CPA, CGA
Manager of Financial Planning
“Original Signed by Paul Gill”
_______________________________________________
Approved by: Paul Gill, BBA, CPA, CGA
GM Corporate & Financial Services
“Original Signed by Jim Rule”
_______________________________________________
Concurrence: J.L. (Jim) Rule
Chief Administrative Officer
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 213 | P a g e
CITY OF MAPLE RIDGE
BYLAW NO. 7145-2015
A bylaw to establish the five year financial plan for the years 2015 through 2019
____________________________________________________________________________________
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;
NOW THEREFORE, the Council for the City of Maple Ridge enacts as follows:
1. This Bylaw may be cited as “Maple Ridge 2015-2019 Financial Plan Bylaw No. 7145-2015”.
2. Statement 1 attached to and forming part of this bylaw is hereby declared to be the Consolidated
Financial Plan of the City of Maple Ridge for the years 2015 through 2019.
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 City 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 City of Maple Ridge.
READ a first time the 28th day of April, 2015.
READ a second time the 28th day of April, 2015.
READ a third time the 28th day of April, 2015.
PUBLIC CONSULTATION completed on the 12th day of May, 2015.
ADOPTED the 12th day of May, 2015.
________________________________
PRESIDING MEMBER
________________________________
CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 214 | P a g e
Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
Statement 1
Consolidated Financial Plan 2015-2019 (in $ thousands)
Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
Statement 1
Consolidated Financial Plan 2015-2019 (in $ thousands)
2015 2016 2017 2018 2019
REVENUES
Revenues
Development Fees
Developer Contributed Assets 16,500
16,500
16,500
16,500
16,500
Developer Cost Charges 34,987
6,002
7,715
6,273
8,888
Developer Specified Projects -
-
-
-
-
Parkland Acquisition 1,028
200
200
200
200
Contributions from Others 2,717
1,251
1,253
1,276
1,238
Development Fees Total 55,232 23,953 25,668 24,249 26,826
Property Taxes 71,072
74,815
78,932
83,035
87,286
Parcel Charges 2,852
2,950
3,051
3,145
3,241
Fees & Charges 39,049
41,052
42,795
44,613
46,560
Interest 1,868
1,883
1,898
1,913
1,928
Grants (Other Govts) 6,121
6,524
3,759
3,421
4,585
Property Sales 4,250
-
-
-
-
Total Revenues 180,444 151,177 156,103 160,376 170,426
EXPENDITURES
Operating Expenditures
Interest Payments on Debt 2,407
2,273
2,134
2,046
1,926
Amortization Expense 20,124
20,929
20,929
21,766
22,637
Other Expenditures 107,315
101,172
105,571
109,729
113,029
Total Expenditures 129,846 124,374 128,634 133,541 137,592
ANNUAL SURPLUS 50,598
26,803
27,469
26,835
32,834
Add Back: Amortization Expense (Surplus) 20,124
20,929
20,929
21,766
22,637
Less: Capital Expenditures 85,340
22,871
18,360
21,731
23,261
Less: Developer Contributed Capital 16,500
16,500
16,500
16,500
16,500
CHANGE IN FINANCIAL POSITION (31,118) 8,361 13,538 10,370 15,710
OTHER REVENUES
Add: Borrowing Proceeds 7,048
-
-
-
-
OTHER EXPENDITURES
Less: Principal Payments on Debt 3,953
4,048
4,142
3,638
3,715
TOTAL REVENUES LESS EXPENSES (28,023) 4,313 9,396 6,732 11,995
INTERNAL TRANSFERS
Transfer from Reserve Funds
Capital Works Reserve 7,967
549
549
-
-
Equipment Replacement Reserve 4,051
3,092
1,184
3,474
2,453
Fire Department Capital Reserve 1,976
-
-
-
-
Land Reserve 4,250
-
-
-
-
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve -
-
-
-
-
Transfer from Reserve Fund Total 18,244 3,641 1,733 3,474 2,453
Less :Transfer to Reserve Funds
Capital Works Reserve 462
2,005
2,253
2,299
2,481
Equipment Replacement Reserve 2,344
2,448
2,615
2,744
2,876
Fire Dept. Capital Acquisition 664
761
889
1,018
1,150
Land Reserve 4,255
5
5
5
5
Local Improvement Reserve -
-
-
-
-
Sanitary Sewer Reserve 30
30
30
30
30
Total Transfer to Reserve Funds 7,755 5,249 5,792 6,096 6,542
Transfer from (to) Own Reserves 19,214
(245)
(1,998)
(2,115)
(2,734)
Transfer from (to) Surplus (1,680)
(2,460)
(3,339)
(1,995)
(5,172)
Transfer from (to) Surplus & own Reserves 17,534 (2,705) (5,337) (4,110) (7,906)
TOTAL INTERNAL TRANSFERS 28,023 (4,313) (9,396) (6,732) (11,995)
BALANCED BUDGET - - - - -
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 215 | P a g e
Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
Statement 2
Revenue and Property Tax Policy Disclosure
REVENUE DISCLOSURE
Objectives & Policies
Property Tax Revenue is the City’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 2.97% for 2015, and 3.25% from 2016 to
2019 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
1.1% in 2015 and 2% annually for 2016 through 2019. Additional information on the tax increases
and the cost drivers can be found in the most recent 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 2015 2016 2017 2018 2019
$ ('000s) % $ ('000s) % $ ('000s) % $ ('000s) % $ ('000s) %
Revenues
Property Taxes 71,072 37.9 74,815 49.5 78,932 50.6 83,035 51.8 87,286 51.0
Parcel Charges 2,852 1.5 2,950 2.0 3,051 2.0 3,145 2.0 3,241 1.9
Fees & Charges 39,049 20.8 41,052 27.2 42,795 27.4 44,613 27.8 46,560 27.2
Borrowing Proceeds 7,048 3.8 - - - - - - - -
Other Sources 67,471 36.0 32,360 21.4 31,325 20.1 29,583 18.4 33,339 19.4
Total Revenues 187,492 100 151,177 100 156,103 100 160,376 100 171,426 100
Other Sources include:
Development Fees Total 55,232 29 23,953 16 25,668 16 24,249 15 26,826 16
Interest 1,868 1 1,883 1 1,898 1 1,913 1 1,928 1
Grants (Other Govts) 6,121 3 6,524 4 3,759 2 3,421 2 4,585 3
Property Sales 4,250 2 - - - - - - - -
67,471 36 32,360 21 31,325 20 29,583 18 33,339 19
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
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Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
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.
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 most
recent 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 City funds
PROPERTY TAX DISCLOSURE
Property Tax Revenue Distribution
Property Class Taxation Revenue Assessed Value Tax Rate Multiple
('000s) ('000s) ($/1000) (Rate/Res.Rate)
1 Residential 53,677 77.9%
12,004,518 91.1%
4.4713
1.0
2 Utility 540 0.8%
13,495 0.1%
40.0000
8.9
4 Major Industry 573 0.8%
17,230 0.1%
33.2682
7.4
5 Light Industry 2,808 4.1%
228,203 1.7%
12.3038
2.8
6 Business/Other 11,082 16.1%
900,715 6.8%
12.3038
2.8
8 Rec./ Non-Profit 38 0.1%
2,901 0.0%
13.1537
2.9
9 Farm 157 0.2%
4,905 0.0%
31.9560
7.1
Total 68,875 100%
13,171,968 100%
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 217 | P a g e
Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
PROPERTY TAX DISCLOSURE
Objectives & Policies
Property taxes are the City’s largest source of revenue and are contained by efficient business
practices. Annual business planning practices are the mechanism for resource allocation decisions.
The City’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. As part of the Financial
Planning discussions in December, 2013 Council authorized $70,000 each year for five years, 2014-
2018, to reduce the Major Industrial Class property tax rate.
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 Program
The Employment Land Investment Incentive Program is designed to encourage job creation by
supporting private investment in buildings and infrastructure on identified "employment lands".
More information on this tax exemption can be found on our website; you may also refer to Bylaw
7112-2014.
APPENDIX G: 2015 – 2019 FINANCIAL PLAN
BYLAW 7145-2015 ADOPTED MAY 12, 2015
Maple Ridge Financial Plan 2015 - 2019 218 | P a g e
Attachment to Maple Ridge 2015-2019 Financial Plan Bylaw 7145-2015
Statement 3
Capital Expenditure Disclosure
The sole purpose of this statement is to meet legislative requirements and highlight 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 2020 through 2035. Projects in these
years typically exceed likely funding available.
Capital Works Program for 2020 – 2035
(in $ thousands)
Capital Works Program 329,579
Source of Funding
Development Fees
Development Cost Charges 137,586
Parkland Acquisition Reserve -
Contribution from Others 6,667
144,253
Borrowing Proceeds 6,319
Grants 41,695
Transfer from Reserve Funds
Capital Works Reserve 8,935
Cemetery Reserve 115
Equipment Replacement Reserve 1,060
Fire Department Capital Reserve 2,736
Recycling Reserve 250
Transfer from Reserve Funds 13,506
Revenue Funds 124,216
Source of Funding 329,579
GLOSSARY OF TERMS
Maple Ridge Financial Plan 2015 - 2019 219 | 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
Maple Ridge Financial Plan 2015 - 2019 220 | P a g e
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
Maple Ridge Financial Plan 2015 - 2019 221 | P a g e
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
City of Maple Ridge
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Canada
Tel: 604-463-5221
Fax: 604-467-7329