HomeMy WebLinkAboutFinancial Plan 2016-2020TABLE OF CONTENTS
Maple Ridge Financial Plan 2016 - 2020 3 | P a g e
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? ...........................................................................................39
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ...................................................................................................................45
EFFICIENCY & EFFECTIVENESS IMPROVEMENTS IMPLEMENTED IN RECENT YEARS ........................................................................47
UTILITIES & RECYCLING........................................................................................................................................................50
COMPOSITION OF PROPERTY ASSESSMENT BASE .....................................................................................................................52
STAFFING ...........................................................................................................................................................................53
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ....................................................................................54
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN ....................................................................................................................57
CAPITAL PROGRAM ..............................................................................................................................................................59
IMPACT TO THE AVERAGE HOME ............................................................................................................................................69
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? .....................................................................................................70
FINANCIAL INDICATORS.........................................................................................................................................................72
CONCLUSION ......................................................................................................................................................................77
RECOMMENDED FUNDING STRATEGY FOR PARKS & RECREATION COMMUNITY INVESTMENTS ($110 MILLION) ...............................78
RECOMMENDATIONS FOR 2016-2020 FINANCIAL PLAN THAT WAS ADOPTED IN JANUARY 2016 ..................................................79
GENERAL INFORMATION .......................................................................................................................................................79
FIVE-YEAR OPERATING PLAN OVERVIEW ..................................................................................................................... 81
PROJECTED REVENUES & EXPENDITURES ...............................................................................................................................82
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES ......................................................................................................83
FUND BALANCE PROJECTIONS ...............................................................................................................................................84
KEY ACCOUNT BALANCES .....................................................................................................................................................85
BASE BUDGET INCREASES ....................................................................................................................................................87
STAFFING HISTORY AND FORECAST ........................................................................................................................................88
DEPARTMENTAL BUSINESS/FINANCIAL PLANS ............................................................................................................ 91
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER ......................................................................................................................92
Administration including Sustainability & Corporate Planning................................................................................... 93
Communications ....................................................................................................................................................... 110
Economic Development ............................................................................................................................................ 114
Emergency Program ................................................................................................................................................. 124
Human Resources ..................................................................................................................................................... 130
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES .............................................................................................. 132
Administration .......................................................................................................................................................... 133
Community Services .................................................................................................................................................. 139
Parks & Facilities ....................................................................................................................................................... 152
Recreation ................................................................................................................................................................. 160
CORPORATE & FINANCIAL SERVICES ................................................................................................................................... 175
Administration .......................................................................................................................................................... 176
Clerk's ........................................................................................................................................................................ 179
TABLE OF CONTENTS
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Finance ...................................................................................................................................................................... 186
Information Technology ............................................................................................................................................ 197
Fire Department ........................................................................................................................................................ 200
RCMP/Police Services ................................................................................................................................................ 215
PUBLIC WORKS & DEVELOPMENT SERVICES ........................................................................................................................ 227
Administration ........................................................................................................................................................... 228
Engineering ................................................................................................................................................................ 230
Licences, Permits & Bylaws........................................................................................................................................ 235
Operations Centre ..................................................................................................................................................... 242
Planning ..................................................................................................................................................................... 255
Ridge Meadows Recycling Society ............................................................................................................................. 260
FIVE-YEAR CAPITAL PLAN OVERVIEW ......................................................................................................................... 266
CAPITAL PROCESS ............................................................................................................................................................. 267
CAPITAL WORKS PROGRAM ................................................................................................................................................ 268
CAPITAL WORKS BUSINESS PLAN ........................................................................................................................................ 269
APPENDICES ............................................................................................................................................................... 272
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT .................................................................................................... 273
APPENDIX B: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 ............................................................................................... 291
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY .............................................................................................................. 294
APPENDIX D: CAPITAL WORKS PROGRAM LISTING ................................................................................................................. 309
APPENDIX E: 2015-2019 FINANCIAL PLAN BYLAW 7145-2015 ......................................................................................... 315
GLOSSARY OF TERMS ........................................................................................................................................................ 324
ACRONYMS ...................................................................................................................................................................... 326
Maple Ridge Financial Plan 2016 - 2020 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
2016 – 2020 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
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 outlines some of the key
assumptions in the Plan.
Maple Ridge – Deep Roots Greater Heights
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
Provides policy and regulatory requirements for the
development of both our operating and capital
budgets.
Financial Planning Process
Provides an overview of the business planning
framework used to develop the Financial Plan,
including the schedule.
Financial Plan Overview
Provides an overview of the Financial Plan
highlights, growth funding allocations, as well as
funding and borrowing.
Five-Year Operating Plan Overview
Provides key revenue and expenditure account
balances, base budget increases including
incremental adjustments, as well as staffing
history.
Departmental Business/Financial Plans
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
2015 accomplishments, explains efficiency and
effectiveness initiatives and discusses the business
challenges relevant to the 2016 – 2020 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 Heads
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 2016
budget and either the previous budget or
previous year actual costs are included where
appropriate.
Five-Year Capital Plan Overview
Provides information on the capital projects. The
capital budget is included as Appendix D on page
309 in this document.
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
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I am very proud to
present the 2016-2020
Financial Plan for the
City of Maple Ridge. This
work reflects how we
merge our community
vision and policy
framework with
Council’s priorities and
goals to create our
budget and business
plan.
I joined the City of Maple Ridge as the new Chief
Administrative Officer on December 1, 2015 which
was the first day of a three day financial briefing for
our Council. One by one each manager came
forward to talk about the work within their division
and how their work related to and complemented
work in other departments. Council was able to ask
very detailed questions about the Business Plan
and proposed budgets.
On the final evening of the presentations the City
hosted a “Question & Answer” session for the
community that was live-streamed from City Hall.
People asked questions from Facebook, Twitter,
email or live in Council Chambers. There were no
questions that our staff was not able to answer
immediately and at any level of detail. This reflects
the rigour around the preparation of the budget
and the work of our leadership team as they
balance the priorities of our Council and the
financial capacity of the organization and local
taxpayers.
The City of Maple Ridge, like most municipalities, is
a complex organization that delivers a large variety
of services to its citizens. Business planning
provided an excellent venue to explain and identify
priorities for Council's consideration. What was also
obvious during these presentations was the
remarkable job former CAO, Jim Rule, had done in
leading this organization. He has left a legacy of
fiscal responsibility and sustainable service delivery
that has resulted in an employee culture that is
customer service driven and has a strong sense of
ensuring there is value for services we deliver to
the taxpayers.
I also would like to acknowledge the outstanding
work of the senior leadership team who, in addition
to their regular duties, shared the role as acting
CAO for six months following Jim Rule's retirement.
On behalf of Council I want to thank Frank Quinn,
Paul Gill and Kelly Swift for the stewardship of our
community during that period of transition until I
arrived.
Maple Ridge has a diverse population and I have
come to understand how very passionate they are
about making Maple Ridge the most desirable
place to ‘live, work and play’ in Metro Vancouver. I
am so pleased to be part of this community and to
help guide our development in this regard.
If there are ever any comments or suggestions that
members of the public would like to make about
this document or the community in general please
do not hesitate to contact me.
E. C. (Ted) Swabey
Chief Administrative Officer
tswabey@mapleridge.ca
Tel: 604-463-5221.
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 2016 – 2020. 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 planning provides a framework for
decision-making by aligning staff work with Council
direction. Performance reviews are a key element
of the framework that helps to identify areas for
performance analysis, amalgamation, dissolution,
change and alternative service delivery. Business
planning provides space for considering long-term
consequences, thinking broadly across issues,
disciplines and boundaries, and planning
accordingly. The framework holds service areas,
departments and managers accountable, and is a
key element of working towards a self-managed
organization where everything we do is a cycle of
continuous improvement.
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 28, 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 291; 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 Financial
Plan was adopted.
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:
In the Spring, Council approves the 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 guidelines are presented at
several Council meetings open to the public.
In the Fall, Council deliberates on the next
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 Guidelines, but are subject to change, so
watch the website www.mapleridge.ca.
BUDGET AT A GLANCE
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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 2.00% per year for 2016 through
2020. 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 income exceeded budget targets in
2015 as a result of positive returns and a large
investment portfolio resulting from capital project
expenditure delays. It should be noted, that if the
pace of capital project spending increases, the size
of the investment portfolio will decrease as will our
investment earnings. Low rates have persisted
therefore the amount budgeted for investment
earnings is conservative.
Rate Changes
Property Tax Increase for General Purposes of
2.10% in 2016, 1.90% in 2017 and 2018 and
2.00% in 2019 and 2020.
Property Tax Increase for Infrastructure
Sustainability of 0.50% in 2016 and 0.70% per
year in 2017 through 2020.
Property tax Increase for Parks, Recreation and
Culture Improvements of 0.25% per year in
2016 through 2020.
Property Tax Increase for Drainage
Improvements of 0.30% per year in 2016
through 2020.
Water Utility Levy Increase of 4.50% per year in
2016 through 2020.
Sewer Utility Levy Increase of 3.60% per year in
2016 through 2020.
Recycling Levy Increase of 0% in 2016 and
2.75% per year in 2017 through 2020.
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.
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.
BUDGET AT A GLANCE
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PRIORITIES AND KEY ISSUES
Drainage Rehabilitation/Maintenance
A yearly property tax increase of 0.30% is planned
to increase funding for drainage works throughout
the City. This equates to an annual increase of
about $5 on the average home’s property taxes.
This will generate $775,000 in 2016. Council
approved this direction a few years ago.
Employment Lands Investment Incentive Program
Council is committed to supporting the creation of
local, high-value jobs, particularly in the growing
technology and advanced manufacturing sectors.
The new Employment Land Investment Incentive
Program is specifically designed to encourage job
creation by supporting private investment in
buildings and infrastructure on identified
"employment lands". To qualify, the project must be
on identified Employment Lands and the building
permit must be issued by Friday, December 28,
2018.
Gaming Center
Starting in 2010, the City began receiving revenues
from the local gaming facility. Gaming revenues are
inherently volatile in nature which is the reason
Council adopted a policy framework to guide its
use.
The additional revenue received has 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.
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. For the years 2016 through
2020, the amount of the increase is between
0.50% and 0.70%. This amount is estimated to be
$4.8 million for 2016, $5.6 million for 2017, $6.3
million for 2018, $6.9 million for 2019 and $7.5
million for 2020.
The Unfunded Liability Chart in Appendix C on page
294, (Infrastructure Funding Strategy), highlights
the impact that the 1% tax increase has on the
infrastructure deficit.
Parks, Recreation & Culture Master Plan
The Parks, Recreation and Culture Master Plan was
adopted in 2010 through community consultation.
Council approved the Master Plan on the
understanding that additional funding would be
phased in over a period of time. Beginning in 2013
0.125% of property taxes was set aside and then
0.25% annually. 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.
Town Centre Investment Incentive Program
This three year program began in 2011 and
provided incentives for multi-family residential and
mixed use buildings, new commercial construction,
commercial renovations and commercial facade
improvements. Due to the success of the program,
Council extended the commercial portion of the
program to the end of 2016. Eligible projects
include commercial and mixed-use projects such
as hotels, conference/meeting facilities, offices,
post-secondary and retail developments. As of
December 31, 2015, 104 projects with combined
estimated construction values of about $100
million have been issued building permits. Another
$20 million is in the queue.
Transportation Master Plan
The City recently updated the Transportation Plan
that was developed in 2003. Since the Plan was
adopted, there have been a number of changes to
land use patterns and the transportation network
within Maple Ridge and the surrounding area,
including the Golden Ears and Pitt River bridges.
The updated Transportation Plan that has been
endorsed by Council will guide decision-making for
transportation over the next 25 years and beyond,
and will recommend improvements for all modes of
transportation, including vehicles, walking, cycling
and public transit. This process is important to
ensure that transportation investments work
towards achieving the City’s strategic goals, make
the best use of our tax dollars and help shift
towards a more sustainable future.
BUDGET AT A GLANCE
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WHERE IS THE MONEY COMING FROM: REVENUES
Actual Budget Budget Budget Budget Budget Budget
$ in thousands 2015 2015 2016 2017 2018 2019 2020
Property taxes 74,043 73,924 77,750 81,950 86,140 90,486 95,036
User fees and other revenue 41,193 44,349 40,793 42,327 43,926 45,627 47,277
Senior government transfers 3,638 5,071 3,991 4,829 3,691 4,855 4,531
Development revenue 12,856 38,732 14,010 9,973 10,547 14,693 11,328
Interest income 2,417 1,868 1,883 1,898 1,913 1,928 1,943
Contributed assets 36,744 16,500 16,500 16,500 16,500 16,500 16,500
Property sales - - 1,500 1,500 1,500 1,500 1,000
170,891 180,444 156,427 158,977 164,217 175,589 177,615
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
Actual Budget Budget Budget Budget Budget Budget
$ in thousands 2015 2015 2016 2017 2018 2019 2020
Protective services 34,453 37,147 36,445 37,742 38,946 40,353 41,530
Transportation services 17,651 19,583 19,908 20,070 20,405 20,662 21,081
Recreation and culture 21,563 22,573 24,389 24,973 25,591 26,272 27,018
Water Utility 15,616 17,856 13,652 13,968 14,312 14,663 15,020
Sewer Utility 9,838 10,130 10,031 10,376 10,601 10,831 11,068
General government 14,357 17,329 13,163 13,364 13,956 14,343 14,873
Planning, other 5,915 5,730 6,068 6,156 6,274 6,392 6,513
119,393 130,348 123,656 126,649 130,085 133,516 137,103
Annual Surplus 51,498 50,096 32,771 32,328 34,132 42,073 40,512
Other Items
Amortization funded by
capital equity
19,936 20,124 20,929 20,929 20,929 20,929 20,929
Capital, principal & other (20,697) (81,719) (34,759) (31,662) (27,342) (33,235) (30,103)
Contributed assets (36,744) (16,500) (16,500) (16,500) (16,500) (16,500) (16,500)
Transfers to (from) Reserves
and Surplus
13,993 (27,999) 2,441 5,095 11,219 13,267 14,838
BUDGET AT A GLANCE
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CAPITAL SPENDING
$ in thousands 2016 2017 2018 2019 2020
Drainage 1,099 1,813 2,227 2,646 3,064
Government Services 1,515 450 170 680 290
Highways 12,824 12,195 11,766 13,695 11,759
Park Acquisition 1,211 1,361 2,950 566 4,648
Park Improvement 2,430 5,634 855 590 1,171
Recreation Services 60 75 - 300 -
Protective Fire 1,856 110 1,000 180 250
Protective Police 25 20 190 - -
Technology 1,097 1,288 806 1,799 1,306
Sewer 3,039 1,475 800 7,761 701
Water 5,556 3,097 2,937 1,297 3,113
Total Capital Program 30,712 27,518 23,701 29,515 26,302
The capital program includes replacement of existing assets as well as new capital improvements
associated with a growing community. Over the next 5 years, we are proposing to invest $175 million in
capital projects, with the largest portion in roads projects. The technology program is bigger than it has
been previously as it includes two projects related to our fibre strategy at a cost of about $1 million. For a
complete listing refer to Appendix F on page Error! Bookmark not defined..
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 2014 2015
Accumulated Surplus $ 18,922,123 $ 24,627,701
Reserve Funds 33,377,837 36,211,557
Total Reserve Accounts 35,365,769 40,820,003
Total Reserves and Revenue Accumulated Surplus $ 87,665,729 $101,659,261
BORROWING
The Financial Plan incorporates debt proceeds into the overall funding strategy.
Existing Debt
Debt issued and outstanding as at December 31, 2015 was $39,501,414. The majority of this debt,
$34,565,389, was for the downtown civic improvements (Library, Leisure Centre, Youth Centre, The ACT
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 2016 - 2020
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
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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 2014 Annual Report the unused liability servicing capacity at the end of 2014
was $20.5 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
2015 2016 Increase %
City Property Taxes
General Purpose (Includes Infrastructure Sustainability) $1,814.37
Drainage Improvement Levy 15.20
Parks & Recreation Master Plan Levy 11.73
$1,841.30
User Fees
Recycling (fixed rate) 70.20
Water (fixed rate) 524.45
Sewer (fixed rate) 332.40
City, Recycling, Utilities & Fire $2,768.35
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).
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Maple Ridge Financial Plan 2016 - 2020 15 | P a g e
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS
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Maple Ridge is part of the Metro Vancouver Region and is bordered by the majestic Golden Ears
Mountains to the north and the mighty Fraser River to the south. Arts and recreation facilities abound,
creating a culturally vibrant and active community for healthy living. A network of health, social and
emergency services are locally available, including a full service hospital, police, fire and ambulance
services.
DRIVING DISTANCES FROM MAPLE RIDGE
Vancouver, BC 45 km
Victoria, BC 120 km
Seattle, WA 240 km
Portland, OR 483 km
Calgary, AB 924 km
Edmonton, AB 1,101 km
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
Maple Ridge Financial Plan 2016 - 2020 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 s hould
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 out-
standing quality of life. A family-oriented community,
Maple Ridge boasts outstanding parks, a vibrant local
economy and affordable real estate. Maple Ridge is one
of the fastest growing cities in Metro Vancouver, and
our residents enjoy growing spending power. Our aver-
age 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 and we’re regularly welcoming
new high-end farm markets, craft brewers and
restaurants in our Town Centre.
Maple Ridge is actively fostering a business climate
that encourages private investment by new and existing
companies that helps meet the growing demand for the
high-value local jobs. The 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.
NAIOP Vancouver, the association for commercial real
estate development professionals, has recently
recognized Maple Ridge with two prestigious awards for
“Most Improved” and “Most Business Friendly”
municipality in the Lower Mainland.
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
29,680 properties and 66 parks including municipal,
regional and provincial.
Much has changed since the ‘municipality’ was
incorporated back in 1884. In 2014, to celebrate the
140th anniversary of incorporation, the Province of
BC designated Maple Ridge as BC’s newest City.
Our City is part of the Metro Vancouver Region and is
nestled between the iconic Golden Ears Mountains
and the Fraser River. 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 includes 22 schools from K-
12, five (5) Alternate/Special Education schools
and one (1) Continuing Education facility. There
are also five (5) Private schools.
Closest Universities, Community and Technical
Colleges:
British Columbia Institute of Technology
Douglas College
Justice Institute of BC
Kwantlen Polytechnic University
Simon Fraser University
Trinity Western University
University of British Columbia
University of the Fraser Valley
Source: Statistics Canada, 2011
Source: School District No. 42
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 No. 42 1,675
Ridge Meadows Hospital 1,345
City of Maple Ridge 610
Overwaitea Food Group 352
Ridge Meadows Assoc. for Community Living 300
Arcus Community Resources 265
Fraser Regional Corrections 250
West Coast Auto Group 225
Advantec Global Innovations 200
Safeway 105
Source: BC Stats, October 2011
Source: Maple Ridge Economic Development Office
MAPLE RIDGE – PROFILE and DEMOGRAPHICS
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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 Maple Ridge, this hospital has 171
acute care beds including 20 psychiatric beds and
10 convalescent beds, 10 hospice beds and 148
residential care beds. It provides primary and
secondary acute care and specialty services in-
cluding 24/7 emergency, ambulatory care, day
surgery, general and internal medicine, rehabilita-
tion, maternity care, general surgery, orthopedics,
urology, critical care, pharmacy, medical imaging,
and a medical laboratory for both inpatient and
outpatient needs. The hospital also offers a
continuum of adult psychiatric and social services
available on an inpatient and outpatient basis.
Eagle Ridge Hospital – Port Moody
Located less than half an hour away, this hospital
has 173 beds. It provides primary and secondary
acute care and some specialty services such as
24/7 emergency, diagnostics, inpatient and out-
patient care in general medicine, rehabilitation,
surgery and other specialty services such as urol-
ogy, plastics, and orthopaedics. Other secondary
acute care, such as maternal, infant, child and
youth and inpatient psychiatry are not provided..
Langley Memorial Hospital
Located less than half an hour away, this hospital
has 203 beds. It provides a range of primary, sec-
ondary and some specialty services, including
24/7 emergency, general and internal medicine,
general surgery and select surgical specialities
(such as orthopaedic), critical care, obstetrics,
pediatrics, and adult inpatient psychiatric care.
Langley Memorial Hospital also offers day surgery
and other ambulatory, outpatient services. Diag-
nostic imaging, inpatient and outpatient laboratory
services, and a full service pharmacy support vari-
ous hospital programs and their patients.
Mission Memorial Hospital
Located less than half an hour away, this hospital
has 29 beds and a 10 bed hospice. It provides
primary acute care services including 24/7 emer-
gency, outpatient and inpatient services, general
medicine, laboratory and diagnostic services.
Source: Fraser Health Website
Housing Types
The three month average benchmark price from
the MLS Housing Price Index (December 2015) for
single-family residences in Maple Ridge is
$545,500.
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 Mills
MR 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 Economic Development Office
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 2016 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:
• Active Transportation Advisory Committee
• Advisory Design Panel
• Agricultural Advisory Committee
• Community Heritage Commission
• Economic Development Commission
• Environmental Advisory Committee
• Mayor’s Homelessness Solutions Task Force
• Mayor’s Open Government Task Force
• Municipal Advisory Committee on Accessibility Issues
• Parcel Tax Review Panel
• Parks & Leisure Services Commission
• Policing Task Force
• Public Art Steering Committee
• Social Policy Advisory Committee
Members of Council represent Maple Ridge on the
Boards of these agencies:
• Fraser Basin Council
• Fraser Valley Regional Library
• Mayors’ Council on Regional Transportation
• Metro Vancouver Regional District Board
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 Parks Committee
Metro Vancouver Regional Planning and
Agricultural Committee
Metro Vancouver Utilities Committee
Members of Council serve as a link between these
community organizations and the City:
• Business Improvement Association
• 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 Justice Advocacy
• UBC Malcolm Knapp Research Forest Community
Advisory Board
ELECTED AND APPOINTED OFFICIALS
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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
Appointed Officials (Department Heads)
Chief Administrative Officer ...................................................................................................................... E.C. (Ted) Swabey
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 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 .................................................................................................................. Not Hired
Director of Parks & Facilities ................................................................................................................................ David Boag
Director of Planning ................................................................................................................. Christine Carter, M.PL., MCIP
Director of Recreation & Community Services ........................................................................................ Wendy McCormick
Fire Chief/Director of Community Fire Safety ................................................................................................. Dane Spence
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 ............................................................................................................... Maureen Jones
RCMP Officer in Charge ......................................................................................................... Superintendent David Fleugel
Municipal Auditors - BDO Dunwoody LLP Municipal Solicitors - Young Anderson (Municipal Law)
Municipal Bankers - TD Canada Trust - Heenan, Blaikie – (Labour Law)
Mayor
&
Council
Chief
Administrative Officer
Ted Swabey
Manager of 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
Fire Chief/Director
Dane Spence
Senior Manager of
Police Services
Maureen Jones
Manager of
Legislative Services
& Emergency Prog
Ceri Marlo
Director of Planning
Christine Carter
Director of
Engineering
Operations
Not Hired
Municipal Engineer
David Pollock
Director of
Licences,
Permits & Bylaws
Not Hired
Director of
Recreation &
Community Services
Wendy McCormick
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
Christina Crabtree
Maple Ridge Financial Plan 2016 - 2020 22 | P a g e
Maple Ridge Financial Plan 2016 - 2020 23 | P a g e
Financial Policies and Fund Structure
Financial Policies
Fund Structure
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2016 - 2020 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 & 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 2016 - 2020 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 B on page 291.
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 and Service Level
Reductions
• Alternative Revenues and External Funding
• Infrastructure Maintenance and 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 on page 253.
Similarly the Water Fund relates only to the Water Utility
section, also in the Operations Center on page 254. 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 improve-
ments, 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 ACT Arts Centre 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 & 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 60.
Maple Ridge Financial Plan 2016 - 2020 26 | P a g e
Maple Ridge Financial Plan 2016 - 2020 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 2016 - 2020 28 | P a g e
Our business planning process provides a
framework that links Council’s vision for the
community to budgets and workplans 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.
Timelines
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Maple Ridge Financial Plan 2016 - 2020 29 | P a g e
Council
Corporate Strategic Plan
Corporate Focus Areas
Budget Guidelines
Corporate Business
Plan & Performance
Measures
Individual
Performance Plans
Service Evaluation
SWOT Analysis
Goals & Objectives
Corporate Alignment
Performance Measures Strategic Human Resource
Training
Succession Plan
Citizens and Customers
Community Groups
Metro Vancouver
Consultation
Financial Sustainability Plan
Reserve Funds
Capital Funds
Life Cycle Reserves
Development Cost Charges
Strategic Documents:
Official Community Plan
Parks, Rec & Cultural Master Plan
Economic Development Strategy
Infrastructure Master Plans
Transportation Master Plan
Technology Strategic Plan
Human Resource Plan
Fire Master Plan
Police Master Plan
Policy Manual
Business Plans
(Departments)
Five-year Operating
& Capital Budgets
Mission, Vision
and Values
Top Performing
Municipality Initiative
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2016 - 2020 30 | P a g e
The City has a comprehensive Business Planning process that is guided by parameters for the
development of the five-year Financial Plan. These parameters are typically set each spring so that the
following year’s Financial Plan can be brought forward for Council’s consideration in December. In July
Council was presented with Financial Plan Guidelines as outlined below. They were revised in September.
The 2016-2020 Financial Plan Guidelines include
the following:
1. General Purposes Property Tax Increase –
2.1% in 2016, 1.90% in 2017 and 2018 and
2.0% in 2019 and 2020.
2. Infrastructure Sustainability Property Tax
Increase – 0.50% in 2016 and 0.70% per year
in 2017 through 2020.
3. Parks, Recreation and Culture Property Tax
Increase – 0.25% per year.
4. Storm Water Property Tax Increase – 0.30%
per year.
5. Water Levy Increase – 4.50% per year.
6. Sewer Levy Increase – 3.60% per year.
7. Recycling Levy Increase – 0% in 2016 and
2.75% per year in 2017 through 2020.
8. Growth in Property Tax Revenue Assumption –
2.00% per year.
9. Provision for costs associated with growth,
subject to available funding.
10. Allocation of growth revenue from incentive
programs to fund Infrastructure Sustainability.
11. The Financial Plan will include a funding
strategy to deliver on Council-identified priority
community infrastructure. Various funding
methods will be considered: debt financing,
borrowing from internal reserves, amenity
contributions, and other revenue sources.
12. Utility Charges will be reviewed annually with a
view towards using rate stabilization practices
to smooth out large fluctuations in rates.
13. Property tax rates will be reviewed annually to
ensure we are competitive with other lower
mainland municipalities.
14. Budgets include operating and capital
components for a five-year period.
15. Public Consultation Plan developed and
operationalized.
16. Increase revenue from existing sources by
about 5.00%.
17. Identify potential new revenue sources (i.e. be
creative).
18. Evaluation of services to ensure alignment
with Council direction.
19. Identify and measure outputs/outcomes.
Identify key processes to undergo process
improvement reviews.
20. 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.
21. 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.
22. Incremental packages must include a
business case to support new programs/
projects/staff.
23. 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.
24. 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?
25. Vacant position review and management – all
positions that become vacant are subject to a
detailed review prior to being refilled.
26. 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.
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2016 - 2020 31 | P a g e
27. 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.
28. Progress in relation to our strategic direction
is to be evaluated every six months.
29. The Financial Plan must be in accordance with
Council’s strategic Financial Sustainability
Plan policies approved in October 2004.
30. 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.
31. 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 (2016 – 2020) was as follows:
February 2015 Complete staff debriefing sessions for previous year’s business plan
June 2015 Distribute staff only version of “Business Planning Guidebook – 19th Edition for
2016 – 2020”
June - Aug 2015
Training available on request at any time
Develop Business Plans (full version)
Update Scorecards
August 2015 Capital requests are due by Friday, August 14
Information Technology requests are due by Friday, August 14
September 2015
Third quarter update of Scorecards considered final by Friday, September 25
Submit draft Business Plan electronically to Business Planning Committee by
Friday, September 25
October 2015 Submit final Business Plan electronically to Business Planning Committee by
Wednesday, October 14
November 2015
Departmental Business Plan and Budget discussion with CMT on Tuesday,
November 3, Wednesday, November 4 and Thursday, November 5
CMT reviews Business Plans; makes preliminary recommendations; and, gives
feedback to departments (second week of November)
Business Plans published for Council and the public
December 2015 Council Presentations held on Tuesday, December 1, Wednesday, December 2
and Thursday, December 3
Maple Ridge Financial Plan 2016 - 2020 32 | P a g e
Maple Ridge Financial Plan 2016 - 2020 33 | P a g e
Financial Plan Overview
Financial Plan Highlights
Financial Plan Overview
FINANCIAL PLAN HIGHLIGHTS
Maple Ridge Financial Plan 2016 - 2020 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:
General Purpose Property Tax Increase – 2.10%
in 2016, 1.90% in 2017 and 2018 and 2.00% in
2019 and 2020.
Infrastructure Sustainability Property Tax
Increase – 0.50% in 2016 and 0.70% per year in
2017 through 2020.
Parks, Recreation and Culture Property Tax
Increase – 0.25% per year in 2016 through
2020.
Storm Water Property Tax Increase – 0.30% per
year in 2016 through 2020.
Water Levy Increase – 4.50% per year in 2016
through 2020.
Sewer Levy Increase – 3.60% per year in 2016
through 2020.
Recycling Levy Increase – 0% in 2016 and
2.75% per year in 2017 through 2020.
Growth in Property Tax Revenue Assumption –
2.00% per year in 2016 through 2020. 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.
Incremental Adjustments as outlined on page
42.
Provision for costs associated with growth, new
and previously approved, subject to available
funding. Detailed on page 42 and in accordance
with Appendix B - Financial Sustainability Policy
5.52-2.0 on page 291.
Capital Works Program totaling $30.7 million
2016, $27.5 million in 2017, $23.7 million in
2018, $29.5 million in 2019 and $26.3 million
in 2020 as summarized on page 59.
Cost and revenue adjustments from page 57
which reconciles the 2015-2019 Financial Plan
with the 2016 - 2020 Financial Plan.
Authority to start the process of borrowing up to
$110 million for Parks & Recreation Community
Infrastructure, as outlined on page 78.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 35 | P a g e
Financial Overview Report
In December 2015 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 2016
and beyond. The final outcome is a Financial Plan Bylaw
which Council adopted on January 26, 2016. The
complete report is included below.
Table of Contents
PROPERTY TAX INCREASES ......................................................................................................................................... 37
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? .......................................................................... 39
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ..................................................................................................... 45
EFFICIENCY & EFFECTIVENESS IMPROVEMENTS IMPLEMENTED IN RECENT YEARS ................................................. 47
UTILITIES & RECYCLING .............................................................................................................................................. 50
COMPOSITION OF PROPERTY ASSESSMENT BASE ..................................................................................................... 52
STAFFING .................................................................................................................................................................... 53
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ................................................................... 54
CHANGES TO PREVIOUS 5-YEAR FINANCIAL PLAN ...................................................................................................... 57
CAPITAL PROGRAM ...................................................................................................................................................... 59
IMPACT TO THE AVERAG E HOME ................................................................................................................................. 69
SO HOW DO OUR TAXES COMPARE TO THOSE AROUND US? ...................................................................................... 70
FINANCIAL INDICATORS ............................................................................................................................................... 72
CONCLUSION ............................................................................................................................................................... 77
RECOMMENDED FUNDING STRATEGY FOR PARKS & RECREATION COMMUNITY INVESTMENTS ($110 MILLION) ... 78
RECOMMENDATIONS FOR 2016-2020 FINANCIAL PLAN THAT WAS ADOPTED IN JANUARY 2016 ............................ 79
GENERAL INFORMATION ............................................................................................................................................. 79
Opening Remarks
Each year, City Council receives business plans from all City service areas outlining the services provided
and the financial implications thereof. This report provides a consolidated overview of the Financial Plan
which is more commonly known as the budget.
The report discusses the legislative framework that we operate in, as well as the process that we go
through in developing the Financial Plan. Openness and transparency is a cornerstone of the way we
develop the budget.
The report also provides an overview of the key cost drivers and discusses the key strategies that are the
underpinnings of the Financial Plan. The impact of the Financial Plan to the average home is also
highlighted.
While this report is prepared and developed by the Corporate & Financial Services Division, it would not
have been possible without the direction of City Council and the support of all other departments.
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,
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 36 | P a g e
Council
Welcomes Your
Input!
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 tomorrow.
5-Year Financial Plan
The Financial Plan is built on the business plans developed by each City department, which are in turn
guided by Council’s direction. The current business planning process is the result of many years of in-
house development and a goal of constant improvement and enhancement and is considered a best
practice within local government organizations.
As required by section 165 of the Community Charter, our Financial Plan (budget) covers a time frame of
five years, the year for which it is specified to come into force and the following four years. The plan must
be adopted annually, by bylaw, before the annual property tax bylaw is adopted. Any changes to the plan
can only be done by bylaw.
The content of the Financial Plan bylaw is prescribed by both the Community Charter and the Local
Government Act. The bylaw itself does not provide the typical reader with sufficient information. That is
why we provide detailed budgets for each service area as part of the business plans and produce this
report.
Balanced Budget – Can’t Run Deficits
Unlike other levels of government, local governments in British Columbia are not allowed to run a deficit.
The Community Charter specifies that all proposed expenditures and transfers to reserves must not
exceed the total of proposed funding sources and transfers from reserves. Put simply, if we have a plan
to spend money, we must identify where that money is coming from.
Financial Planning vs Financial Reporting
The City’s finances are reported in two main documents: the Financial Plan and the Financial Statements.
As described in the preceding paragraphs, the Financial Plan is a forward looking document, looking at a
five-year time frame and setting out what the City proposes to do in that time frame and how it proposes
to pay for it, in accordance with legislated requirements. In contrast, the Financial Statements are a
backwards looking document. They compare actual performance in the previous year to what was set out
in the budget and report the financial condition of the City as at December 31 of each year. They are
prepared according to accounting guidelines set by the Public Sector Accounting Board. The objectives of
the Financial Plan and the Financial Statements differ significantly and the City takes care each year to
highlight and explain these differences. It is important for the reader to keep in mind that each of the
documents has different objectives and different reporting standards.
Open & Transparent Budget Deliberations
Section 166 of the Community Charter requires Council to undertake a
process of public consultation before adopting the Financial Plan, but
does not prescribe how to accomplish that. It would be technically
possible to meet the legislated requirement through a simple
advertisement in the local newspaper inviting comment. In Maple Ridge,
we are committed to an open and transparent process, and offer several
opportunities for citizens and stakeholders to contribute. We have a
dedicated e-mail: budget@mapleridge.ca, as well as a dedicated phone
line (604)467-7484, and all deliberation sessions are open to the
public. Starting in 2012, the City began hosting a live stream event each year, providing an overview of
the proposed budget and an opportunity to ask questions through social media as well as by phone, e-
mail, or in person. Council and staff are always available to hear your ideas and suggestions.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 37 | P a g e
Property Tax Increases
Council’s Budget Guidelines
With that brief introduction, we will now turn our minds to our Financial Plan. The 2016 - 2020 Financial
Plan is based on the budget guidelines that were unanimously endorsed by Council this past September.
At the time, Council considered the cost drivers that the City is facing, especially those arising from
contractual commitments. The following increases were endorsed:
As can be seen from this chart and the one that follows, the tax increases planned for 2016 are the
lowest in years. We are pleased to report that these guidelines have been successfully incorporated into
the proposed Financial Plan.
The Financial Plan that we are currently working under called for a tax increase of 3.69% in 2016. This
has now been reduced to 3.33%.
Avg. Composite Home, $400,000 Value 2012 2013 2014 2015 2016 2017 2018 2019 2020
Property Tax Increases
General Purpose 3.00%2.25%1.90%1.92%2.10%1.90%1.90%2.00%2.00%
Infrastructure Replacement 1.00%0.50%0.50%0.50%0.50%0.70%0.70%0.70%0.70%
Fire Service Improvement 0.89%0.33%-------
Parks & Recreation -0.13%0.25%0.25%0.25%0.25%0.25%0.25%0.25%
Drainage -0.30%0.30%0.30%0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase 4.89%3.51%2.95%2.97%3.15%3.15%3.15%3.25%3.25%
User Fee Increases
Water 9.00%5.50%5.50%5.50%4.50%4.50%4.50%4.50%4.50%
Sewer (levy increases plus $35 fixed parcel charge)4.39%4.05%4.07%4.10%3.22%3.24%3.25%3.25%3.27%
Recycling 6.00%3.00%0.00%0.00%0.00%2.75%2.75%2.75%2.75%
Total Property Tax and User Fee Increase 5.57%3.91%3.46%3.49%3.33%3.41%3.41%3.48%3.48%
Actual Proposed
Property Tax Increases & Utility Fees 2015 2016 2017 2018 2019 2020
2015 -2019 Adopted Budget (2015 Actual)3.49%3.69%3.71%3.72%3.79%-
2016 - 2020 Financial Plan Guidelines -3.33%3.41%3.41%3.48%3.48%
Change in 2016 - 2020 Financial Plan Guidelines (0.36%)(0.30%)(0.31%)(0.31%)
The Tax Increases Planned for 2016 are the
LOWEST in years!
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 38 | P a g e
Here is a further breakdown of the tax increases, as well as some additional history.
An explanation of each part of the increase for 2016 follows:
General Purpose Increase – this is the portion of the increase that is used to cover the cost of existing
services. An increase of 2.1% is planned for 2016, 1.90% in 2017 and 2018 and 2.0% in 2019 and
2020.
Infrastructure Sustainability – this portion of the increase goes towards the rehabilitation and
replacement of our existing assets and is discussed in detail later in the report. An increase of 0.50% is
planned in 2016 and 0.70% per year in 2017 through 2020.
Parks, Recreation & Culture – this funding is dedicated towards the improvements in Parks & Leisure
Services. An increase of 0.25% is planned for each year of this Financial Plan.
Drainage Levy – this portion of the increase is dedicated towards storm water management. An increase
of 0.30% is planned for each year.
Water Levy – this funding goes towards the cost of water services, including those services provided by
Metro Vancouver. An increase of 4.5% is planned for each year.
Sewer Levy – this funding goes towards the cost of sanitary sewer services, including those services
provided by Metro Vancouver. An annual increase of 3.6% is planned.
Recycling Services – this money goes towards operating the recycling centre as well as for the blue box
service. No increase is planned for 2016 and 2.75% is planned for each year 2017-2020.
With this understanding of the guidelines set by Council, we turn our mind to a conceptual overview of the
budget.
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire Levy
Town
Centre
Total
Increase
2020 2.00%0.70%0.30%0.25%3.25%
2019 2.00%0.70%0.30%0.25%3.25%
2018 1.90%0.70%0.30%0.25%3.15%
2017 1.90%0.70%0.30%0.25%3.15%
2016 2.10%0.50%0.30%0.25%3.15%
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
Maple Ridge Financial Plan 2016 - 2020 39 | P a g e
Where Does The Money Come From and Where Does It Go?
Conceptual Overview
To understand the City's Financial Plan, it is important to have an appreciation of the revenues coming
into the City and the demands against it. This section of the report provides a conceptual overview of
where the City's money comes from and where it goes.
New Revenue
The following chart shows the revenue coming into the City. We begin with the taxes that were collected
last year and adjust it for the taxes coming in from new construction that was not taxed last year. We
refer to this additional tax revenue as Growth Revenue.
To this subtotal, we add the additional revenue requirements approved by Council that were discussed on
the previous page. These include:
The General Purpose component of the increase is what is used to cover the cost increases of
existing services (i.e. inflation) as well as any minor incremental adjustments.
Infrastructure replacement funding which refers to the amount that will be invested in the
rehabilitation and replacement of our existing assets.
The increase for Parks & Recreation which is to provide financial capacity to implement the
recommendations of the Parks & Recreation Masterplan.
The Drainage amount that is designed to provide increased funding for drainage works throughout
the City.
As well, there are tax adjustments that have to be provided for as a result of assessment appeals and
provincial rules around the tax rate applied to the Utilities Class. Projected revenue increases are also
included. At the end of the day, an additional $4 million in revenue is expected to accrue to the City in
2016.
Conceptual Overview of New Revenue
Growth refers to the new property tax revenue received from new construction or “non-market change” in
property assessed values. Due to its nature, being tied to new development, there is some volatility in the
revenue with higher additional revenues in years of strong economic growth. This is one of the reasons
why it is important to have sound long term financial planning policies and practices and to build financial
resiliency. In the last 10 years we’ve seen growth exceed 3% twice and it has been 2% or less in the last
six years. In some respects, the City is fortunate in that it does not rely heavily on any one industry for its
revenues.
When Costs
Go Up as a
Result of
Inflation,
Increases
Must be
Covered
Within This
Line
Item ($ in thousands)2016 2017 2018 2019 2020
Previous Year's Taxation 68,835 72,520 76,580 80,630 84,860
Growth Rate 2.00%2.00%2.00%2.00%2.00%
Growth Rate (Town Centre Incentive)0.22%0.45%0.15%
Growth Revenue 1,530 1,780 1,645 1,615 1,695
Previous Year's Taxation + Growth 70,365 74,300 78,225 82,245 86,555
Property Tax Increases:
General Purpose 2.10%1.90%1.90%2.00%2.00%
Infrastructure Replacement 0.50%0.70%0.70%0.70%0.70%
Parks & Recreation Improvements 0.25%0.25%0.25%0.25%0.25%
Drainage Improvements 0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase 3.15%3.15%3.15%3.25%3.25%
Property Tax Increase 2,215 2,340 2,465 2,675 2,815
Utility Class Cap. & Sup. Adj. Contingency (60)(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 3,685 4,060 4,050 4,230 4,450
Next Year's Taxation Base 72,520 76,580 80,630 84,860 89,310
PW&D Fees (to cover 2015/2016 staff increases)75 75 75
Increases in Other Revenue 355 290 280 280 205
Increase in General Revenue 4,040 4,350 4,330 4,510 4,655
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 40 | P a g e
Transfers
Up until now, we have discussed the additional revenue that is expected to come into the City each year.
Now we will turn our mind to the demands against it.
Our Financial Plan relies on reserves to meet major expenditures. To put it another way, rather than, for
instance, having to provide full funding in the year that we need to replace a vehicle, we try to set aside a
smaller amount each year over the useful life of the vehicle. This is done by putting money aside each
year in what we call the Equipment Replacement Reserve. We keep a close eye on these reserves to
make sure that they are able to meet their obligations. Annual adjustments are made to the contributions
to these reserves and the table below shows the adjustments included in this Financial Plan. A more
fulsome discussion on our reserves is included in this report.
Conceptual Overview of Changes to Transfers
Expenditures
After we have adjusted for the reserve transfers, we must provide for expected cost increases. Many of
these cost increases are the result of contractual commitments.
When looking at this table, keep in mind that we are looking at the additional funding required over the
previous year. For instance in the Fire Department, the 2016 costs are increasing by $505,000 from
2015 and are increasing by a further $375,000 in 2017.
As already mentioned, we have little discretion in funding these items as they are the result of existing
contracts (labour agreements, RCMP and Fraser Valley Regional Library are some examples).
Item ($ in thousands)2016 2017 2018 2019 2020
Additional General Revenue available 4,040 4,350 4,330 4,510 4,655
Transfers to Reserves:
Capital Works Reserve (35)(40)(40)(40)(45)
Fire Department Capital (50)(80)(80)(80)(85)
Equipment Replacement Reserve (15)(25)(25)(25)(25)
Capital Works Reserve Adjustment (250)200 (50)--
General Revenue Funded Capital (net CWR tfrs)(145)(160)(160)(165)(175)
Recycling Reserve 180 (25)(25)(25)(25)
Police Services Reserve (RCMP Contract)380 (185)(195)--
Building Permit Reserve (PW&D Staff Funding)120 (255)---
Available after transfers 4,225 3,780 3,755 4,175 4,300
We Use Reserves to Provide Long-Term Financial Stability
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 41 | P a g e
There are a number
of contracts already in
place. There is little
discretion in funding
these commitments.
Conceptual Overview of Expenditure Changes
Some of the larger expenditures are discussed :
Labour: This line reflects the financial impact of wage and benefit cost
increases. The 2016 increase is higher than other years due to the
phased impact of additional staff authorized in 2015.
Fire Department: Implementation of the Fire Department Master Plan
is reflected in these costs. Fifty-three 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 No. 4 are included in 2016.
Policing: This line includes the cost for contracts associated with
Police Services including RCMP, 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 $80,000.
Infrastructure Replacement: In 2008, Council approved a 1% tax increase to help maintain our existing
infrastructure. The 2013 increase was reduced to 0.5%. The budgets for 2014-2020 include an increase
for infrastructure of between 0.5% - 0.7% annually. This amount is supplemented by committing a portion
of gaming revenues and the growth in property taxes due to the Town Centre Incentive Program to
infrastructure replacement. Additional discussion on infrastructure replacement is included on page 60.
Inflation Allowance: The inflation allowance covers over 1,000 items, amounting to almost $10 million in
materials and services, for which increases are not specifically built into departmental budgets. An
allowance of about 1.5% for 2016 and just over 2% per year for 2017-2020 is included in fiscal services
to cover inflationary cost increases.
Item ($ in thousands)2016 2017 2018 2019 2020
Available after transfers 4,225 3,780 3,755 4,175 4,300
Increase in expenditures:
Labour (excluding Fire Dept.)(1,055)(780)(820)(800)(830)
Fire Department (505)(375)(400)(415)(285)
Parks & Recreation Master Plan (180)(185)(195)(205)(215)
Policing Contracts (RCMP, ITEAMS, ECOMM)(835)(725)(600)(845)(735)
Fraser Valley Regional Library (80)(80)(85)(85)(85)
Inflation Allowance (155)(210)(230)(230)(255)
Infrastructure Replacement (505)(850)(660)(575)(605)
Drainage Levy Related Capital Projects (210)(225)(235)(245)(260)
Growth Costs (368)(405)(405)(405)(405)
Recycling Expenses (175)(50)(50)(55)(55)
Arenas Contract (CPI adjustment)---(75)-
Allocation of Growth (PW&D Staff Funding)65
Use of Accumulated Surplus (PW&D Staff Funding)125 (50)(75)
Available after expenditures 157 85 25 165 570
Surplus from prior year 150 147 147 181 300
Other Adjustments & Rounding (160)(85)9 (46)(110)
General Revenue Surplus 147 147 181 300 760
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 42 | P a g e
Budget Allocations for Growth: Maple Ridge is a growing community. Each year, more and more roads and
sidewalks are built. More boulevard trees are planted. All of these have to be looked after. In recognition
of the additional work required each year, a portion of the new tax revenue from new construction is set
aside to meet the growth demands. The table below shows the growth amounts included in this Financial
Plan.
It should be noted that this allocation is subject to us meeting the growth revenue projections.
After providing for the expenditure changes identified on the previous page, the General Revenue Surplus
is $147,000. As the reader will note, the cost increase in some areas such as police and fire services is
far more significant than in others.
One question that we are often asked is “Why do the City's costs increase so much more than inflation?”
In asking this question, people are often referring to CPI (Consumer Price Index) which has been below
2% for some time. The short answer is that CPI refers to the price change of a basket of goods that
includes things like groceries. The purchases that the City makes are very different than those purchases
that are included in the CPI basket.
Incremental Adjustments
The last section showed $147,000 available to deal with other Council priorities. We refer to these as
“Incremental Adjustments”. Incremental adjustments represent service level changes not previously
included in the Financial Plan. For the past several years, due to the tough economic times and Council's
desire to keep tax increases to a minimum, staff were directed to only bring forward incremental requests
for matters critical to their operations and/or if they represented health or life-safety risks. As a result,
incremental requests were kept to a minimum and as Council will hear in the departmental business plan
presentations, organizational pressures are building up.
The following incremental requests were previously approved by City Council and are built into the
Financial Plan.
1. Facade Improvement Program with Downtown Business Improvement Association (BIA) —This
program allows downtown business to apply for a grant to assist with eligible facade improvements.
The program is administered by the BIA and the BIA and the City fund the program equally. In 2015,
$25,000 was approved for 2015 and another $25,000 was approved for 2016 representing the
City's share of this contribution.
2. Additional Staffing in Public Works & Development Services—Additional staffing on a phased basis
was approved starting in 2015. The financial impact of this in the 2016 - 2020 Financial Plan has
been provided for.
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In addition to the foregoing, the following enhancements are recommended by the Corporate
Management Team.
Additional support to the Communications Department
Grant to support local arts group in their use of The ACT Arts Centre
Increased funding to support community festivals
Additional support to the Golden Ears Winter Club
Technical support to the Finance Department - phased in over two years
Addition of an Arborist - funded through increased fees
Additional Bylaw Officer - phased in over two years
Enhanced support to RCMP members, funded from within existing police envelope
Additional administrative support to the Administration Section
Growth revenue is being reallocated to assist with the funding. In addition, the following one-time items
are being recommended to be funded from surplus:
Employee Engagement initiative
Cultural Plan
Write-off of Golden Ears Winter Club receivable
Vehicle & office costs related to Arborist
Extension of time-durated assistance for Document Management
Tree replacement following weather events
Heritage Plan
Bear Proof Organics Totes Subsidy
Noxious Weed Treatment ($50,000 per year for 3 years) previously approved
The following transportation related capital investments are also recommended to be funded from
Surplus:
Cycling Infrastructure
Sidewalk Infrastructure improvements
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Details on all of the incremental packages are available in the departmental business plans. The impact
of these Incremental Adjustments is shown in the following table. For 2016, our surplus of $147,000 has
been reduced to $70,000. The effect is not as significant as one might have thought due to the use of
Accumulated Surplus to fund Capital and non-recurring operating expenditures.
Item ($ in thousands)2016 2017 2018 2019 2020
General Revenue Surplus 147 147 181 300 760
Incremental Adjustments and Capital to be funded from Accumulated Surplus
Proposed Ongoing Incremental Operating Items
Communications Dept. Staffing (30)(30)(30)(30)(30)
Facilities Rental Grant Program (12)(12)(12)(12)(12)
Festivals (20)(20)(20)(20)(20)
Golden Ears Winter Club (20)(20)(20)(20)(20)
Finance Dept. Staffing (40)(75)(75)(75)(75)
Bylaws Dept. - Bylaws Officer (40)(80)(80)(80)(80)
Planning Dept. - Arborist (98)(98)(98)(98)(98)
Planning Dept. Fees (Tree Bylaw)98 98 98 98 98
Policing Municipal Staff (135)(135)(135)(135)(135)
Policing Reduce RCMP Contract 135 135 135 135 135
Administration - Staffing (25)(25)(25)(25)(25)
Existing Funding for Growth & Emerging Issues 110 145 145 145 145
Subtotal General Revenue Surplus 70 30 64 183 643
Previously Approved Operating Items Funded by Accumulated Surplus
Noxious Weed Treatment (50)(50)(50)
Proposed One Time Operating Items funded by Accumulated Surplus
Economic Dev. - Branding (previously funded)
Human Resources: Employee Engagement (15)
Cultural Plan (20)
Golden Ears Winter Club A/R (47)
Planning Staff Onetime costs (35)
Document Management Staffing (72)
Parks Tree replacements (storm damage)(41)
Heritage Plan (40)
Bear Proof Organics Totes Subsidy (20)
Proposed Capital Items funded from Accumulated Surplus
Transportation Plan: Cycling Infrastructure (100)(100)(100)(100)(100)
Transportation Plan: Sidewalk Infrastructure (400)(400)(400)(400)(400)
Transfer From Accumulated Surplus 840 550 550 500 500
General Revenue Surplus 70 30 64 183 643
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Pay me now —
Pay me later!
What Would a Zero Tax Increase Look Like?
A few communities speak about having achieved a zero tax increase and sometimes we are asked if we
could do the same. The answer is “Yes, absolutely we could achieve a zero tax increase. The key thing is
to do it properly.” Here are some of the methods that are used and we strongly recommend against them:
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.”
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?”
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.
Defer capital projects - While it is important to take a look at capital projects and their associated
operating costs, automatically deferring capital projects can stagnate a City. It is important for the City to
invest in capital projects so that others will see those investments and will want to invest too. Capital
projects including parks, recreation facilities, water, sewer and drainage systems must be done in a
timely manner so that citizens and businesses receive the services they need to succeed.
Amend Financial Plan assumptions - 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. This may result in savings having to be used when
projected results don’t materialize. For this reason, this approach is not recommended.
So What Can We Do to Achieve a Lower Tax Increase or Even No Tax Increase?
Well, the way to do this properly is to look at what is driving the tax increase. In other words, which areas
are costs going up in? For Maple Ridge, here are the key cost drivers for 2016:
RCMP Costs
2015 2016 Increase
RCMP Contract $16,741,000 $17,546,000 $805,000
Comments: The RCMP contract increases by about $805,000. The largest changes are due to increases
in compensation and RCMP Overhead, items that the City has no discretion with. Over the
life of this Financial Plan, we are trying to provide for the addition of about 1.5 members per
year to keep up with workloads. One additional member costs about $150,000 so to bring
the RCMP budget in at a zero increase would result in the loss of about 6 members. This is
not recommended due to the effect it would have on public safety.
Infrastructure Maintenance & Renewal
2015 2016 Increase
Annual Contribution $4,295,000 $4,800,000 $505,000
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. Further, a significant
portion of the future funding in this area is allocated towards
the work at the Leisure Centre and that work will not be able
to proceed without this additional funding.
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Fire Department
2015 2016 Increase
Annual Costs $9,710,000 $10,265,000 $555,000
Comments: The largest portion of the increase in the Fire Department is 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
$500,000. This is not recommended as our response times to calls for service will increase.
Further, the composite model that we have spent some time developing may be
compromised.
Parks & Leisure Services
2015 2016 Increase
Master Plan Funding $335,000 $515,000 $180,000
Comments: The Parks, Recreation and Culture Master Plan was adopted in 2010 through community
consultation. 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
2015 2016 Increase
Annual Levy $565,000 $775,000 $210,000
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 $100,000 was
planned for 2016, but we do not have to do this.
Contribution to Reserves
2015 2016 Increase
Fire Department $1,770,000 $1,830,000 $ 60,000
Capital Works 1,080,000 1,115,000 35,000
Equipment Replacement 1,694,000 1,734,000 40,000
Comments: The City relies on Reserve Funds to manage large expenditures and the above-noted
increases in contributions were planned for 2016. 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
2016 Increase
Labour $1,055,000
Inflation 155,000
Comments: As Council is aware, most line items in the budget are held to no increase. The financial
impact of contractual agreements is built into the Financial Plan.
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Service Level Reductions (not recommended)
In addition to making adjustments in the areas where costs are going up, Council can also consider
service level adjustments. Here are some of the areas that could be looked at, keeping in mind that these
reductions are not recommended by staff.
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.
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.
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.
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.
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.is some potential for reduced participation from this sector and elimination of support to the
Municipal Advisory Committee on Accessibility.
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.
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.
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.
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. The 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. To achieve a
lower tax increase, it is important to address the cost drivers or look at service level reductions.
Efficiency & Effectiveness Improvements Implemented in Recent Years
So to reiterate, a zero tax increase or lower tax increase can be achieved. To do it properly, it should be
done by looking at cost drivers and/or through service level reductions.
The reader should keep in mind that on an ongoing basis we look at ways to improve service delivery and
save money. Over the past period of time, we have implemented a number of initiatives that have done
exactly this. Here is a selection of our more notable successes.
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.
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2. Fire Department - arrangements with Justice Institute Safety training centre.
3. 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.
4. RCMP Regional Forensic Investigation Unit – relocated to Maple Ridge providing us with enhanced
service and rental income.
5. 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.
6. Partnered with a number of municipalities in BC to define the scope and participate in a joint RFP
project for recreation software replacement.
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 2016 as a new way of ‘serving’ infractions
which is expected to save $40,000 per year in Bylaw Officer time.
3. Vacant Positions – vacant staffing positions subjected to reviews to ensure need and efficiency.
4. Efficiency Improvements in Equipment Use - Operations adapts dump trucks for snowplow use and
Parks licences certain lawnmowers for more efficient transportation between locations.
Service Delivery Improvements
1. ePayments – online payments for certain 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 (30,403 hrs), Parks and Leisure
Services (14,220 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. 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.
6. Customer Service – 2015 introduced service process reviews, updated training for all employees and
reviewed department programs to inform expansion of the Corporate Service Quality Program.
7. Service Automation - enhanced irrigation system for hanging basket fertilization reducing manpower
costs.
8. Having police vehicles serviced at the Operations Centre has reduced maintenance 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.
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5. Hammond Stadium Upgrade – internalized project management to potentially save up to $400,000
compared to the low bid for the project.
6. The Fleet Insurance rebate program resulted in an insurance rebate cheque for $7,959.
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 hybrids saves the City $32,600 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.
9. A computerized irrigation control system was installed at several sport field locations which reduces
commuting and site visits. Staff can now make changes to all irrigation systems at the touch of a
button.
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.
6. Electricity - the City is now saving about $110,000 annually in electricity costs as a result of energy
management improvements, and received rebates of $100,000 over the past five years.
7. Tree watering bags were offered to residents for a returnable deposit of $10.00 per bag to assist staff
with watering boulevard trees close to their property as well as their own trees. This reduced the costs
for watering young trees and also helped to reduce the number of trees that were lost as a result of
the prolonged dry weather period.
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Summary
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.
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.
Utilities & Recycling
Utility user fees form a portion of the levies charged to our taxpayers. The next section provides some
insight into these rates.
Unlike the General Revenue Fund that includes separate reserves for revenue smoothing, capital
purchases and infrastructure replacement, the Water and Sewer Funds use Accumulated Surplus for
these purposes. As we start to set funds aside for water and sewer infrastructure replacement it may be
worthwhile explicitly earmarking these funds in a reserve as to be clear about the purpose of these funds.
Water and Sewer Infrastructure have a fairly long life and we are fortunate that our infrastructure is fairly
young. That being said, the costs are significant which is why it is important to start building the funds for
the eventual replacement.
There are two graphs below. The first shows the revenues and expenditures and the impact this has on
accumulated surplus. The accumulated surplus projected is heavily influenced by regional costs. The
second graph shows how the accumulated surplus compares to the accumulated amortization for City
assets. The accumulated amortization is the prorated cost of the portion of assets currently consumed.
For example, if the useful life of asset was 50 years and it’s 25 years old the accumulated amortization
would be about half of the original cost. The purpose of this graph is to show that we are getting closer to
establishing the financial capacity to replace our assets by creating financially sustainable utilities. The
region also has significant investments in water and sewer assets that will require replacement which will
result in additional funding requirements for each member municipality.
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Maple Ridge Financial Plan 2016 - 2020 51 | P a g e
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. These revenues cover the costs associated with water purchases,
maintenance and both regional and local capital infrastructure. The 2016 flat rate water fee is
approximately $525 half of which is required just for the purchase of water from the region.
When setting water rates, we need to consider not only our own planned expenditures and infrastructure
requirements, but also those planned by the region. Several years ago, the Regional District had
projected rate increases that were very significant with one year as high as 18%. Since that time they
have deferred projects and water rates increases were only increased marginally. The municipal rate
increase has been reduced to 4.5% for each of the next five years. This may need to be revisited
depending on how quickly the region proceeds with projects that have been deferred. The other
consideration is funding the replacement of water infrastructure and how long we take to address this
funding gap.
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 2016 sewer fees are about $332 of which
approximately 55% is required for regional costs of wastewater treatment.
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 the last few years and a lower
annual rate increase in sewer user fees of 3.6% is manageable.
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
$21 M
$24 M
2014 2015 2016 2017 2018 2019 2020
Water Revenue Fund (4.5% increase)
Revenues
Expenses
Accumulated Surplus
$0 M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2014 2015 2016 2017 2018 2019 2020
Water Revenue Fund
Accum. Amort (Historic Cost)
Accumulated Surplus
$0 M
$3 M
$6 M
$9 M
$12 M
$15 M
$18 M
$21 M
$24 M
2014 2015 2016 2017 2018 2019 2020
Sewer Revenue Fund (3.6% increase)
Revenues
Expenses
Accumulated Surplus
$0 M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2014 2015 2016 2017 2018 2019 2020
Sewer Revenue Fund
Accum. Amort. (Historic Cost)
Accumulated Surplus
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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.
Provincial regulations shifted recycling responsibilities to producers. As a result of the Multi-Materials BC
contract, recycling fees have remained unchanged since 2013. Annual rate increases of 2.75% are
planned for 2017 through 2020, however they will be reviewed annually.
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 70.85% in the City of Langley to a high of 97.12% 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 2015.
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—2015
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 2015 Revised Rolls
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Staffing
This chart shows the change in staffing levels since 2011. 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 staff added in Corporate & Financial Services includes one staff member
transferred from Information Technology and one time–duration staff member for Document
Management.
This chart shows the change in City staffing levels over the past 5 years. While here have been
reallocations of staff, the overall complement has increased by 19.9 positions or 5% since 2011.
Of this total increase, 7.7 positions were added to the Fire Department as a result of the phased
implementation of the Fire Department Master Plan.
Grand Total 19.9
Less:
Fire 7.7
Net 12.2
The net increase of 12.2 staff
works out to an increase of 3.2%
over 5 years, or about 0.64% per
year. This is less than the growth
rate that has been experienced in
the community.
Division Department B 2016 Δ 12-16
CAO 1. CAO Admin 5.0 -
2. Communications 1.4 0.4
3. Economic Dev 4.0 -
4. Human Resources 7.0 0.3
17.4 0.7 4%
CDPR 1. CDPR Admin 2.0 -
2. Community 12.5 1.0
3. Parks & Facilities 48.5 4.0
4. Recreation 46.2 (1.7)
109.2 3.3 3%
CFS 1. CFS Admin 4.0 2.0
2. Clerks 9.0 (0.4)
3. Finance 17.6 -
4. IT 15.0 -
5. Fire Department 9.0 -
6. IAFF 53.0 7.7
7. Police Services 45.0 1.0
152.6 10.3 7%
PWD 1. PWD Admin 2.0 -
2. Engineering 28.0 -
3. Lic, Perm & Bylaw 31.5 1.0
4. Operations 74.9 1.6
5. Planning 20.0 3.0
156.4 5.6 4%
Grand Total 435.6 19.9 5%
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As you can see it is hard to predict revenue.
We don’t lock ourselves into expenditures at a high level.
How Have We Been Doing in Relation to Our Budget This Year?
2015 Financial Performance
As we begin to look forward to the 2016 - 2020 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.
Building permit revenue is a significant item in our Financial Plan. 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 $1.8
million, and is the source of funding for additional staff, approved by Council, for development
processing. For 2015, annual building permit revenues will exceed our Financial Plan target of $1.7
million by approximately $1 million. The following table shows building permit revenues for the past 5
years. The positive variance for 2015 is due to an overall increase in building activity.
Historical Building Permit Revenue
2011 $1,470,115
2012 $1,285,502
2013 $1,761,604
2014 $2,037,077
2015 $2,665,200
(11 Months)
Starting in 2010, the City began receiving revenues from the local gaming facility. In 2014 we received
$1,056,050. To date in 2015 we have recorded $884,625 in gaming revenues and expect annual
revenues to exceed our Financial Plan target of $1,050,000. Monies received from this source are
allocated in line with Council’s policy. Gaming revenues are inherently volatile in nature which is the
reason Council adopted a policy framework to guide its use.
Results to September indicate 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 2016.
Here are some comments on other trends that we are seeing:
Revenues:
Investment income in the General Revenue Fund will exceed budget targets in 2015 as a result of
positive returns and a large investment portfolio resulting from capital project expenditure delays. At the
end of September, investment income is $1,000,000 against a Financial Plan target of $1,150,000. It
should be noted, that if the pace of capital project spending increases, the size of the investment
portfolio will decrease as will our investment earnings.
Current projections indicate that gravel revenues will miss financial Plan targets by approximately
$83,000.
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 approximately 10% due to vacancies.
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Expenses:
Overall, expenses are expected to come in within budget as a result of continued cost containment
efforts. The following highlights some significant cost centres:
The RCMP contract cost will likely come in under Financial Plan targets. In line with Council practice, all or
a portion of any savings will be transferred to the Police Services Reserve. There are some outstanding
contractual issues, including wage settlements, that may have a retroactive impact. We may need to draw
on the Police Services Reserve for funding. The longer the matter goes unresolved, the larger the
potential draw on the reserve will be.
Fire Department costs are expected to be within the annual budget envelope as a result of careful cost
containment.
We will see some savings in the Engineering/Operations area as a result of deferred work on various
projects. These savings will be transferred to reserves at the end of the year in order to allow work to
progress in 2016.
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 that were 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 2016.
The above summary is based on results to the end of September and points to a General Revenue
surplus for 2015.
Status of 2015 Capital Projects
The budget for the Capital Works Program in 2015 is just over $88.5 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 $61.5 million and consists of:
Complete or nearly complete $ 9.5M
Well underway 35.0M
Early stages of design and tendering 17.0M
The budget for projects not yet started is approximately $27 million and consists of:
Grant Funding Not Secured $ 0.5M
Reliant on Other Capital Work 16.5M
Land Acquisition Delays 0.5M
Other 8.5M
Strategic, Staffing & Technical Delays 1.0M
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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.
The source of funding for capital projects also has 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) ($34M for 2015) 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 previously approved projects:
Fire Hall No. 4 Construction and Equipment $ 7.8M
Park Acquisitions (various locations) 11.7M
Road & Drainage Works 240 Street (Lougheed Highway – 104 Avenue) 5.2M
Roadworks 128 Avenue (210 Street – 216 Street) 7.0M
Roadworks 203 Street (Lougheed Highway – Golden Ears Way) 4.5M
Whonnock Lake Improvements 1.2M
Projects that do not finalize in 2015 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 2016 when the Financial
Plan is amended.
With this understanding of our financial performance so far this year, we turn our mind to the changes
that we see in our Financial Plan.
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Changes to Previous 5-Year Financial Plan
Operating Budget Changes
The next section outlines the changes to this Financial Plan from the one that covered the years 2015 -
2019:
General Revenue Fund (GRF) Reconciliation of 2016-2020 Financial Plan
($ in thousands)2016 2017 2018 2019
Adopted Financial Plan 2015-2019
General Revenue Fund (GRF) Surplus 171 151 240 395
2016-2020 Financial Plan Guidelines changes
Property Tax Rate Reduction (72)(150)(235)(246)
Remove Major Industrial Property Tax Reduction 70 144 220 230
GRF Surplus Subtotal 169 144 225 380
Adjustments with off setting changes
Recycling Rate Increase Removed 71 72 73 74
Recycling Equip. Expenses 126 110 106 102
Transfer to (from) Recycling Reserve (197)(182)(179)(176)
Land Sales 1,500 1,500 1,500 1,500
Transfer to Capital Works Reserve (1,500)(1,500)(1,500)(1,500)
C&FS Growth Allocation Salaries 20 20 20 20
Property Taxes - Salaries (10)(10)(10)(10)
Finance - Consulting (10)(10)(10)(10)
Fire - Reduce Growth to Capital Reserves 50 100 150 150
Fire - Increase Growth to Equip. Repairs (50)(100)(150)(150)
RCMP Contract Costs (379)(195)
Police Services Reserve 379 195
CDPR Growth Allocation Salaries 20 20 20 20
Reclass Field Allocator (7)(7)(7)(7)
Reclass Social Planning Analyst (13)(13)(13)(13)
Health & Wellness Program Assistant (20)(20)(20)(20)
Leisure Centre Program Costs 20 20 20 20
Special Event Program Assistant Wages (Increase) (22)(22)(22)(22)
Building Maintenance Wages (Decrease) 22 22 22 22
Curling Rink Rentals 40 40 40 40
Curling Rink Costs (Caretaker, Maintenance, Utilities)(40)(40)(40)(40)
GRF Surplus Subtotal 169 144 225 380
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General Revenue Fund (GRF) Reconciliation of 2016-2020 Financial Plan (cont’d)
The preceding table shows that our 2015-2019 Financial Plan projected a General revenue Surplus of
$171,000 for 2016. After the adjustments outlined in the table, and before considering the incremental
requests outlined earlier, we are left with a surplus of $149,000.
While there are several adjustments, their collective impact on our 2016 surplus is $22,000 ($171,000 -
$149,000).
($ in thousands)2016 2017 2018 2019
GRF Surplus Subtotal (from previous page)169 144 225 380
Labour Costs (benefit rates/selections)(106)(93)(144)(174)
Corporate and Financial Changes 105 116 128 126
Bank Fees (25)(25)(25)(25)
Interest Property Taxes (Prepaid & Arrears)60 60 60 60
Police - Towing Contract 26 25 25 25
Insurance 11 11 11 11
Postage Costs (6)(7)(8)(9)
Rental Properties (8)(8)(8)(8)
Grant In Lieu (Gas/Hydro)(6)(6)(6)(6)
Fire Dept. - Dispatch Contract 12 25 38 51
Software Licence & Support (10)(20)(30)(40)
Fire Dept. - Wage increase Paid on Call (13)
Inflation Contingency Reduction 50 60 70 80
Public Works & Development Services Changes (15)(15)(15)(15)
Dog Licence Revenue Reduced (15)(15)(15)(15)
Community Development Parks and Rec. Changes 57 57 57 57
Parks Growth (2016 est. updated to actual costs)37 37 37 37
Bank Fees (10)(10)(10)(10)
Leisure Centre Admissions/Rentals (52)(52)(52)(52)
Administration Fees (7)(7)(7)(7)
PM Family Rec Centre Program Fees & Costs 39 39 39 39
South Bonson Rentals 30 30 30 30
Whonnock Lake Rentals less Costs 12 12 12 12
Curling Rink Insurance (7)(7)(7)(7)
Youth Program Fees & Costs (8)(8)(8)(8)
Children's Active Kids Club Revenues & Wages 15 15 15 15
PM Cost Share Changes CDPR 8 8 8 8
Other Adjustments (63)(62)(69)(74)
GRF Surplus before Incremental Adjustments 147 147 181 300
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Capital Program
2016 - 2020 Capital Plan
The five-year Capital Works Program is $138 million; 2016 planned capital projects are $30.7 million,
excluding projects that will be carried forward from previous years. It should be noted that developers will
contribute millions in subdivision infrastructure to our community and these contributions are not
included in our capital plan. A detailed list of the projects in the five-year Capital Works Program is
attached to the Capital Works Program Business Plan.
The following chart summarized the Capital Program according to the type of project
Proposed Capital Spending by Category
By far, most of the projects are in the Highways 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 2016 2017 2018 2019 2020
Drainage 1,099 1,813 2,227 2,646 3,064
Government Services 1,515 450 170 680 290
Highways 12,824 12,195 11,766 13,695 11,759
Park Acquisition 1,211 1,361 2,950 566 4,648
Park Improvement 2,430 5,634 855 590 1,171
Recreation Services 60 75 - 300 -
Protective Fire 1,856 110 1,000 180 250
Protective Police 25 20 190 - -
Technology 1,097 1,288 806 1,799 1,306
Sewer 3,039 1,475 800 7,761 701
Water 5,556 3,097 2,937 1,297 3,113
Total Capital Program 30,712 27,518 23,701 29,515 26,302
$ in thousands 2016 2017 2018 2019 2020
General Revenue 2,555 3,630 2,356 2,809 2,988
Capital Works Reserve 2,600 3,000 - - -
Cemetery Reserve 60 - - - -
Development Cost Charges 11,720 7,890 8,429 12,611 9,200
Drainage Improvement Levy 1,094 673 1,229 1,476 1,736
Equip Replacement Reserves 3,540 1,813 3,245 2,311 1,857
Fire Dept Capital Reserve 356 - - - 250
Gaming 200 200 200 200 200
Gas Tax 270 270 270 270 -
Grants, LAS, 3rd Parties 1,212 2,004 1,038 1,000 1,043
Translink 300 138 - 1,164 1,100
Infrastructure Sustainability Reserve 2,914 3,637 4,239 4,705 5,155
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 19 16 152 - -
Recycling Reserve 390 220 40 390 60
Surplus 500 500 500 500 500
Sewer Capital 922 1,203 528 684 620
Water Capital 1,859 2,123 1,273 1,194 1,393
Total Capital Program 30,712 27,518 23,701 29,515 26,302
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A discussion of some of the key funding sources follows:
General Revenue
This represents funding contributed by general tax levies.
Capital Works Reserve
This reserve, established by bylaw is designed to assist with the funding of Capital Projects that cannot be
funded through development revenues.
Development Cost Charges
These are revenues collected from development for specific capital works required as a result of
development. The types of projects for which fees can be levied are determined by provincial legislation
and the funds can only be expended for those projects.
Drainage Levy
Funding for storm related works not resulting from development can be funded from this source.
Equipment Replacement Reserve
The replacement of existing equipment is funded through this reserve, contributions to which are made
annually.
Infrastructure Replacement
The annual funding set aside in our Financial Plan is being used to fund capital projects (in addition to
regular maintenance and renewal)
Reserves
The City also 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. A list of all of our reserves
follows and the main ones are discussed below.
Examples of larger capital projects, either completed recently or still in progress, include the: River Road
Drainage Works ($2.65 million), Animal Shelter Construction, Cemetery Expansion, Fire Hall No. 4
Construction ($6 million) and Leisure Centre Pool Replacement ($5.5 million).
As stated earlier, a list of capital projects is available in the Capital Works Business Plan. A more detailed
look at our Reserves follows.
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Maple Ridge Financial Plan 2016 - 2020 61 | P a g e
Here is a recap of all of our Reserves, the main ones of which are discussed in the following pages.
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $88 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. A discussion of the key reserves follows.
Accumulated Surplus
General Revenue 7,523 General Revenue:
Sewer Revenue 4,662 Specific Projects - Capital 4,584
Water Revenue 6,737 Specific Projects - Operating 7,887
Total Accumulated Surplus 18,922 Self Insurance 832
Police Services 6,023
Core Development 1,511
Reserve Fund Balances Recycling 1,180
Local Improvement 2,538 Community Development 1
Equipment Replacement 11,986 Building Inspections 1,951
Capital Works 11,405 Gravel Extraction 661
Fire Department Capital 5,585 Community Works (Gas Tax)271
Sanitary Sewer 1,591 Facility Maintenance 1,616
Land 272 Snow Removal 686
Reserve Funds 33,377 Cemetery Maintenance 85
Infrastructure Sustainability 1,900
Drainage Improvements 492
Restricted Revenue Balances Critical Building Infrastructure 209
Development Cost Charges 37,155 Infrastructure Grant Contribution 4
Parkland (ESA) Acquisition 1,028 Gaming Revenues 453
Other Restricted Revenues 6,012 General Revenue Reserve Accounts 30,346
Total Restricted Revenues 44,195 Sewer Reserve Accounts 2,333
Water Reserve Accounts 2,687
Total Reserve Accounts 35,366
Reserve Accounts
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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 and a new synthetic field in 2016 for $2 million and the conversion of
synthetic fields in Albion for $3 million in 2017.
Here is our analysis of the Capital Works Reserve.
Capital Works Reserve Projection
$ in thousands 2016 2017 2018 2019 2020
Opening Balance 3,900 4,887 4,633 9,596 14,568
Inflows
GRF Annual Transfer 496 536 575 615 658
Adjust timing of CWR transfer 150 (50)- - -
Land Sales Proceeds 1,500 1,500 1,500 1,500 1,000
Parks & Recreation Master Plan 360 545 741 947 1,163
Communication Tower Rent 49 49 49 49 49
Repayment of Energy Retrofit 65 65 65 65 65
Repayment of Pool Reno (Facility Maint.)670 670 670 670 445
Repayment of Pool Reno (Infrastructure)200 200 200 200 133
Gravel Revenue 500 500 500 500 500
Total Inflows 3,991 4,015 4,300 4,546 4,014
Outflows
Full Synthetic Field (2,000)- - - -
Secondary Sander Storage Shed (600)- - - -
Albion Synthetic Conversion - (3,000)- - -
Balance of GCF funded capital 145 (720)663 427 327
Debt (River Road)(549)(549)- - -
Total Outflows (3,004)(4,269)663 427 327
Estimated Ending Balance 4,887 4,633 9,596 14,568 18,909
Min Reserve (10% PY Taxes)6,883 7,499 7,910 8,319 8,744
Unencumbered Balance (1,997)(2,866)1,686 6,249 10,165
FINANCIAL PLAN OVERVIEW
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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
Recycling Reserve
The recycling reserve is used to smooth both operating result fluctuations and the impact of new capital
purchases required to support the recycling operations.
$ in thousands 2016 2017 2018 2019 2020
Opening Balance 4,273 4,629 5,420 6,289 7,289
Inflows
GRF Annual Transfer 1,512 1,591 1,669 1,800 1,936
Outflows
Planned Capital Expenditures (356)- - - (250)
Debt Repayments (FH#4)(800)(800)(800)(800)(800)
Estimated Ending Balance 4,629 5,420 6,289 7,289 8,174
$ in thousands 2016 2017 2018 2019 2020
Opening Balance 1,536 637 1,208 974 1,629
Inflows
GRF Annual Transfer 601 681 766 835 950
Outflows
Planned Capital Expenditures (1,500)(110)(1,000)(180)-
Estimated Ending Balance 637 1,208 974 1,629 2,579
$ in thousands 2016 2017 2018 2019 2020
Opening Balance 345 75 (3)123 (76)
Inflows
Operating Results 30 52 76 101 128
GRF Annual Transfer 90 90 90 90 90
Outflows
Planned Capital Expenditures (390)(220)(40)(390)(60)
Estimated Ending Balance 75 (3)123 (76)82
FINANCIAL PLAN OVERVIEW
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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. For the years 2013 through 2020, the
amount of the increase is between 0.50% and 0.70%. 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 Town Centre 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
We are making progress on the path to bridging
our infrastructure deficit.
$ in thousands 2016 2017 2018 2019 2020
Inflows
Property Taxes Prior Year 3,290 3,290 3,290 3,290 3,290
Property Tax Increase 352 872 1,420 1,995 2,601
Gaming Funds 550 550 550 550 550
Town Centre Incentive 154 482 594 594 594
Core Reserve Surplus 450 450 450 450 450
Total Inflows 4,797 5,644 6,304 6,880 7,486
Allocations
Core Reserve Surplus to CWR (200)(200)(200)(200)(133)
Core Building Replacement Fund (250)(250)(250)(250)(317)
Building Infrastructure Planned (1,090)(1,090)(1,090)(1,140)(1,215)
Fire Dept - Equipment Replacement (200)(275)(325)(375)(450)
Highways ISR Capital Planned (2,359)(2,992)(3,479)(3,830)(4,170)
Drainage Capital Planned (620)(760)(875)(990)(1,100)
Major Equipment/Systems Reserve (77)(77)(86)(96)(101)
Total Outflows (4,797)(5,644)(6,304)(6,880)(7,486)
Estimated Ending Balance - - - - -
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In addition to the dedicated infrastructure funding, other monies are also spent replacing our assets. The
chart below highlights the impact of the infrastructure funding and highlights how large the funding gap
is.
Leisure Centre Lifecycle Repairs
Over the years, there has been considerable effort spent on improving the aesthetics and functioning of
the Leisure Centre. From the patron's perspective, these investments have kept the facility appealing and
welcoming. The areas behind the scenes such as filtration, pumps, tanks and chlorination systems are
approaching end of life. By way of example, the water fall feature has had to be turned off due to leaks in
the plumbing behind the scene. Further, the facility does not meet today's standards for accessibility.
The existing Financial Plan includes a strategy for funding lifecycle improvements to the Leisure Centre.
The work will include replacement of the pool filter system as well as the related plumbing system.
Conversion of the chlorination system as well as accessibility improvements are also included.
A total capital investment of $5.5 million is expected and this was provided for in 2015. $1.7 million of
this amount will be funded from existing sources, notably the Infrastructure Sustainability Reserve which
was established to meet obligations like this. The remainder will be funded from the Capital Works
Reserve (CWR). CWR will be paid back over the coming 4-5 years through funding available from annual
Lifecycle and Infrastructure allotments.
The key message for the reader is that this very significant expenditure will be met without having to put
through additional tax increases. This is one of the key benefits of proper long term Financial Planning.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 66 | P a g e
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, $4 million of grants or other external funding is planned over the next five years. Projects will
be re-evaluated if funding is not secured.
Funding Strategy for Parks & Recreation Community Investments
Earlier this year, Council directed staff to include a strategy in the 2016 - 2020 Financial Plan to fund
much needed sports & recreation infrastructure.
1. Synthetic Play Fields - A synthetic sports field is provided for in 2016 of the capital program for $2
million. In addition, the conversion of gravel fields to artificial turf at the Albion Sports Complex, at a
cost of $3 million, is included in 2017.A grant of $500,000 under the Canada 150 Community
Infrastructure Program has been approved to assist with funding the sports fields in Albion.
2. Leisure Centre Life Cycle Repairs, as discussed above are included in the Financial Plan.
3. New Parks & Recreation Community Investments—In addition to the foregoing, Council has defined
the needs of other improvements and a public process will be required to establish priorities. Our
objective here is to establish a financial framework that could be used to fund the priorities, as
established by Council.
i. We have $3.8 million dollars in annual debt servicing related to the town centre project built into
our Financial Plan. This debt will be retired in 2027, freeing up the related cash flow.
ii. We have a signed agreement for the sale of our lands on 119 Avenue. Our costs were about $4
million and the sale price that has been agreed to is $7 million. The $7 million land proceeds are
being used to fund the Play Fields at the Albion Sports Complex and an additional synthetic field
in 2016.
$ in thousands 2016 2017 2018 2019 2020
118 Ave (230 - 231)- - - - 11
128 Ave (216 - Abernethy) Phase 1 300 - - - -
228 St (12100 Block)6 - - - -
288 St (Storm Main at Watkins Sawmill)- 200 - - -
Abernethy (224 - 227)- - - - 450
Abernethy (227 - 232)- - - - 650
Albion Sports Complex - Lighting 200 - - - -
Albion Sports Complex Support Building - 300 - - -
Albion Synthetic Conversion - 500 - - -
Chair Replacement - General Office - 4 - - -
Chair Replacement - Hilton Haider - - 8 - -
Chair Replacement - SEU GIS 5 - - - -
Dewdney Trunk at Burnett Traffic Signal - 138 - - -
Fern Crescent (236 - 240) (F)- - - 1,164 -
Front Counter Kiosk Expansion - - 30 - -
Laity St (117 - Lougheed)- - - - 32
Randy Herman Lunchroom Furniture 1 - - - -
Total Capital Funded By Others 512 1,142 38 1,164 1,143
FINANCIAL PLAN OVERVIEW
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iii. The average home property tax surveys that Council has seen before and are referenced in this
report show that our taxes are lower than most other municipalities in our region. Our current
projected annual increase is also amongst the lowest in the region and it includes an additional
0.25% tax going towards Parks and Recreation. The additional facilities that Council is
contemplating will require additional funding and it is important that we begin phasing this
funding into our budgets as early as possible. We recommend that beginning in 2017, the
additional funding for Parks & Recreation be increased by 0.75%. This will alleviate the need for
larger increases in the future. Increasing the levy by 0.75% per year will provide for annual
funding of nearly $5 million per year by 2024. To put this number into perspective, the current net
operating costs for the Pitt Meadows Family Recreation Centre are about $600,000 each year
while the Leisure Centre costs $1.7 million.
iv. The community wide amenity charges that Council is contemplating will also assist in providing
community Parks and Recreation infrastructure. The flow of this funding can be unpredictable
and this is why it is important to implement the strategies outlined earlier so that the needed
investments can move forward in a more predictable manner.
v. The new Federal Government has indicated that they will be making significant investments in
infrastructure. In the past, such programs have been on a cost share basis with the province and
local governments. While we have not built senior government grants into the funding model, they
will reduce capital outlays. It is important to have our share of the funding in place to help
projects be “shovel ready.”
4. Using the above noted strategies, a funding model has been created to highlight the additional
investments that could be made in the next few years. The model is included in Appendix A,
Recommended Funding Strategy for Parks and Recreation Community Investments. This is not
currently incorporated into the 2016 – 2020 Financial Plan, as the proposed property tax increase
are outside the parameters set out in the 2016 – 2020 Financial Plan Guidelines. However, the
funding strategy is the recommended approach, if Council wishes to expedite the desired
investments. An investment of $110 million in Parks & Facilities could be added over the next four
years. This would require an additional property tax increase of 0.75% for 2017 through 2024 and
the commitment of funds currently servicing existing debt that expires in 2027. The strategy includes
borrowing, which will require Ministry and elector approval, as described in this report under
borrowing considerations.
Borrowing
The Financial Plan incorporates debt proceeds into the overall funding strategy. The 2016-2020 Financial
Plan includes debt payments on the previously approved debt.
Previously Approved Borrowing Still Unissued
The City is now authorized to borrow for several projects:
Fire Hall No. 4 Construction ($6 million)
The design work is underway and the borrowing authority is secured. 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.
Cemetery Expansion ($1,1 million)
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.
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Maple Ridge Financial Plan 2016 - 2020 68 | P a g e
Borrowing Considerations 2016—2020
The following table summarizes the additional debt included in the Financial Plan. The Loan Authorization
Bylaw will be prepared in 2016, once the costs of these regional projects are finalized.
This debt relates to the new pump station and watermain being constructed by the GVRD. The costs are
to be funded approximately 80% through Development Cost Charges (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 the Water Utility would fund
the interest costs.
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 2014 Annual Report the unused liability servicing capacity at the end of 2014 was $20.5
million.
Ministry and Elector Approval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of
Municipalities. In addition, borrowing requires an elector approval process in a majority of cases.
Short-term (five-year) borrowing can be exempt from elector approval, but the proposed amount to be
borrowed exceeds the maximum amount and the proposed term is 20 years.
An “approval-free liability zone” exists to allow borrowing without elector approval as long as current and
proposed servicing costs do not exceed 5% of the municipal revenue defined in the legislation. The City’s
costs exceed this figure and therefore this provision would not exempt the City from obtaining elector
approval.
Elector approval can be sought in one of two ways. One option is to receive the approval of electors by
holding a referendum. The second and less-expensive method is to hold an “alternative approval
process.” If more than 10% of the electors express an opinion that a referendum should be held, by
signing an Elector Response Form within 30 days of a second advertising notice, then Council would need
to consider whether to proceed with the planned borrowing and, if so, a referendum must be held.
Regional Water Supply - Pump Station & New Water Main ($ in thousands)
Years Borrow Term Main Fund
Annual
Payments
Issue
Costs
Total
Interest
Total
Cost
2010 - 2015 11,400 20 DCC / WRF 843 86 5,460 16,946
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 69 | P a g e
Impact to the Average Home
At the end of the day, it is important to understand what this Financial Plan means to the average home.
The assessed value of the “average home” for the 2015 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.
Within the General Purpose 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
Residence Valued at $400,000 2016 2017 2018 2019 2020
Average Home Municipal Levies:
General Purpose (Gen. & ISR)1,814.37$ 1,862.25$ 1,911.63$ 1,964.52$ 2,019.14$
Drainage 15.20 20.72 26.42 32.30 38.37
Parks & Recreation 11.73 16.33 21.08 25.98 31.04
Subtotal Property Taxes 1,841.30$ 1,899.30$ 1,959.13$ 2,022.80$ 2,088.55$
User Fees
Recycling (fixed rate)70.20$ 72.13$ 74.11$ 76.15$ 78.24$
Water (fixed rate)524.45 548.05 572.70 598.45 625.40
Sewer (fixed rate)332.40 343.10 354.20 365.70 377.60
Total Property Taxes and User Fees*2,768.35$ 2,862.58$ 2,960.14$ 3,063.10$ 3,169.79$
* Does not include collections for others (School, BCAA, GVTA, GVRD, MFA)
2016 2017 2018 2019 2020
Average Home Municipal Levies Increases:
General Purpose 2.10%1.90%1.90%2.00%2.00%
Infrastructure Replacement 0.50%0.70%0.70%0.70%0.70%
Parks & Recreation 0.25%0.25%0.25%0.25%0.25%
Drainage 0.30%0.30%0.30%0.30%0.30%
Total Property Tax Increase %3.15%3.15%3.15%3.25%3.25%
Recycling Increase %0.00%2.75%2.75%2.75%2.74%
Water Increase %4.50%4.50%4.50%4.50%4.50%
Sewer Increase %3.21%3.22%3.24%3.25%3.25%
Total Property Taxes and User Fees Increase 3.33%3.40%3.41%3.48%3.48%
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Maple Ridge Financial Plan 2016 - 2020 70 | P a g e
So How Do Our Taxes Compare to Those Around Us?
Each year, we look at how our taxes compare to other municipalities. Our survey of 2015 Residential
taxes was provided to Council on May 25, 2015 and the following table appeared in that report. The table
compared the taxes assessed against the average single family dwelling across surveyed municipalities.
Maple Ridge ranked as the fifth lowest. It should be noted that the dwelling value used in this table is
slightly different than the one used on page 69 because that value includes stratas.
Survey of 2015 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 467,735 1,847 2 1,007 2,853 1
Langley-Township 547,297 1,840 1 1,178 3,018 2
Port Coquitlam 561,855 2,132 6 915 3,048 3
Maple Ridge 474,199 2,120 5 935 3,055 4 -8
Surrey 671,187 1,985 4 1,075 3,060 5 -6
Mission 389,689 1,915 3 1,148 3,062 6 -3
Delta 615,809 2,260 8 982 3,242 7 -2
Richmond 1,008,269 2,205 7 1,147 3,352 8 (5,6)
North Vancouver-City 962,308 2,419 11 982 3,401 9 -4
Burnaby 994,435 2,281 9 1,161 3,442 10 -1
Coquitlam 739,877 2,329 10 1,133 3,462 11
Port Moody 808,631 2,804 15 988 3,792 12 -1
Vancouver 1,517,000 2,685 14 1,146 3,831 13 -7
New Westminster 708,280 2,634 13 1,247 3,881 14 -1
North Vancouver-District 1,087,243 2,581 12 1,517 4,098 15
West Vancouver 2,306,945 3,901 16 1,585 5,487 16 (5,6)
Average 866,298 2,371 1,134 3,505
Median 724,078 2,271 1,140 3,377
Highest 2,306,945 3,901 1,585 5,487
Lowest 389,689 1,840 915 2,853
Notes:
Values are rounded.
*
-1
-2
-3
-4 Water and Sewer Rates reflect a 5% discount for on time/early payment.
-5
-6
-7
-8
Average Assessed Value determined by using BC Assessment’s 2015 Revised Roll Totals, Property Class Residential Single
Family, divided by number of occurrences. Value has not been adjusted for new construction or supplementary changes.
Municipal tax rates are averaged.
Drainage Levy Rate/Amount excluded from analysis. According to Mission staff, only approximately 25 homes are charged
this levy - not representative of an average home in Mission.
Utility Rates include Water, Sewer and Recycling.
Water, Sewer, Garbage/Recycling Rates receive 10% discount for on time/early payment.
Sewer and Water are metered and are therefore projected amounts.
Land Assessment Averaging.
Water, Sewer, Garbage/Recycling Rates receive 5% discount for on time/early payment.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 71 | P a g e
In the 2015 survey on Residential taxes, we also looked at the tax increases over the past 3 years across
surveyed municipalities. Tax increases in 2015 ranged from a low of 0.6% in Pitt Meadows to a high of
over 10% in Surrey. The tax increase to the average single family dwelling in Maple Ridge was 3.9%
Commercial Taxes
In 2015, we also surveyed taxes assessed against the Business Class 6 and a detailed report was
provided to Council on August 31, 2015. One indicator that has been getting some attention these days
is that of the tax multiple. A tax multiple for Business Class 6 is calculated by taking the tax rate assessed
against this class and dividing it by the Residential Class tax rate. For 2015, our tax multiple was 2.75
(12.3038 Business Class 6 rate divided by 4.4713 Residential Class rate). A lower tax multiple is
preferred by businesses. The table below shows our tax multiple since 2011 and each year, it has
improved.
Maple Ridge Business Class, Residential Class, Tax Multiple
Municipal
Taxes Change Municipal
Taxes Change Municipal
Taxes
Langley Township 1,682 4.3%1,754 4.9%1,840
Surrey 1,719 4.8%1,802 10.1%1,985
Pitt Meadows 1,760 4.3%1,835 0.6%1,847
Mission 1,839 0.2%1,842 3.9%1,915
Maple Ridge 1,966 3.8%2,041 3.9%2,120
Port Coquitlam 2,022 1.3%2,048 4.1%2,132
Richmond 2,062 2.5%2,113 4.4%2,205
Delta 2,122 2.2%2,168 4.2%2,260
Burnaby 2,129 2.6%2,184 4.5%2,281
Coquitlam 2,146 4.6%2,244 3.8%2,329
North Vancouver City 2,185 3.1%2,252 7.4%2,419
North Vancouver District 2,408 3.2%2,485 3.9%2,581
Vancouver 2,458 3.4%2,541 5.7%2,685
New Westminster 2,469 2.7%2,534 3.9%2,634
Port Moody 2,587 3.4%2,674 4.9%2,804
West Vancouver 3,620 3.9%3,761 3.7%3,901
2013 2014
Municipality
2015
Year Business Residential Multiple
2011 12.1045 3.8978 3.11
2012 11.7510 4.0888 2.87
2013 12.2307 4.2833 2.86
2014 12.7314 4.4625 2.85
2015 12.3038 4.4713 2.75
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 72 | P a g e
This chart shows how our tax multiple compares to surveyed municipalities. Our multiple is fifth lowest.
Caution should be used in reaching conclusions around multiples as multiples change as a result of
differential changes in property assessed values. Nonetheless if Council wanted to move towards a
multiple of 2:1, this could be done by moving about $3.2 million in tax burden from the Commercial Class
to the Residential Class. This would amount to a 6.2% increase to the Residential Class and could be
phased in over a number of years. At the end of the day, our budgets are balanced and benefits to one
class are at the expense of another.
Business Class Tax Multiples, Based on General Municipal Rates
Financial Indicators
Financial indicators provide information about an entity that may be useful in assessing its financial
health or comparing its financial picture with that of other municipalities. As with all statistical data, it’s
important to keep in mind that ratios need to be interpreted carefully. They provide information but, on
their own, do not show whether the results are good or bad.
The data for the indicators shown comes from the Province’s Local Government Statistics section and is
compiled from reports that each municipality is required to submit to the Province. The municipalities
shown are all GVRD members (the smaller villages have been excluded), with the addition of the
neighbouring municipalities of Mission, Abbotsford and Chilliwack. The comparisons we have used are for
the years 2013 and 2012 as 2014 information was not available at the time this report was prepared.
Here is a brief summary of the ratios presented in the tables that follow.
Municipality Multiple Multiple
Business
Rate Multiple Rank
Chilliwack 2.1 2.0 10.28317 2.0 1
Langley, City 2.3 2.3 8.79470 2.3 2
Abbotsford 2.5 2.4 12.49189 2.4 3
West Vancouver 2.5 2.4 4.31540 2.6 4
Maple Ridge 2.9 2.9 12.30380 2.8 5
Surrey 2.9 2.8 7.02465 2.8 6
Pitt Meadows 3.1 3.1 11.18660 2.8 7
Port Moody 3.0 2.9 9.95770 2.9 8
Mission 3.2 3.0 14.37490 2.9 9
Delta 3.2 3.0 10.76928 2.9 10
Langley, Township 3.0 3.0 9.96950 3.0 11
Port Coquitlam 3.1 3.0 11.46280 3.0 12
Richmond 3.6 3.2 6.94287 3.2 13
North Vancouver, City 3.5 3.4 8.42034 3.3 14
New Westminster 3.7 3.5 12.92410 3.5 15
North Vancouver, District 3.6 3.5 8.27863 3.5 16
Burnaby 4.2 4.0 9.12440 4.0 17
Vancouver 4.3 4.3 7.34590 4.2 18
Coquitlam 4.5 4.3 13.34520 4.2 19
201520142013
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 73 | P a g e
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.
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.
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Maple Ridge Financial Plan 2016 - 2020 74 | P a g e
The data shown is for 2013 and 2012 as 2014 information is not yet available.
* 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 2016 - 2020 75 | 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 2016 - 2020 76 | 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 $58.5 million.
* in calculating the average, the Maple Ridge numbers were not included to allow us to see how we compare to
the average of other reported municipalities.
2013 2012 2013 2012 2013 2012
Abbotsford 1,473$ 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 2016 - 2020 77 | P a g e
Conclusion
The City expects about $4 million in new revenues in 2016, primarily from growth in the property tax base
and property tax increases. Approximately $2.4 million is used to fund labour, including the RCMP and
Fire services. Dedicated property tax increases generate addition funds for several areas including:
infrastructure replacement of $0.5 million, drainage improvements of $0.2 million, Parks and Recreation
master plan funding of $175,000. The balance of the new revenues in 2016 are used to address
inflationary and growth pressures. This leaves minimal room for additional enhancements to service
levels.
The property tax and utility rate increases were endorsed by Council earlier this year in the 2016 - 2020
Financial Plan Guidelines. Council continues to recognize the value in long term Financial Planning in
setting dedicated funding to be spent on infrastructure renewal ensuring that we are able to continue to
deliver the services currently enjoyed. Council also recognizes some areas require additional investment
and continues to dedicate additional funding to be invested in drainage and park and recreation
improvements. Funding strategies have been developed to advance some of these investments in park
and recreation. Depending on desired timing and size of investments (synthetic fields, community hall in
Albion, additional pool, etc.) the magnitude and duration of the dedicated property tax increases may
need to be adjusted.
In summary, this Financial Plan allows the community to move forward, while respecting the current
economic times.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 78 | P a g e
Recommended Funding Strategy for Parks & Recreation Community Investments
($110 million)
All $ values in 000s (thousands)201620172018201920202021202220232024202520262027202820292030Parks & Rec. Community Investments (1)5,00015,00040,00030,00020,000Borrowing Required Short Term Borrowing (cumulative)5,00020,00060,00090,000110,000Convert to Long Term Borrowing110,000110,000110,000110,000110,000110,000110,000110,000110,000110,000Debt Servicing CostsShort Term Debt - Interest Costs (2)753001,0501,8002,200Long Term Debt (3)5,0606,1256,1256,1256,1256,1256,1256,1256,1256,125Debt Servicing Costs753001,0501,8002,2005,0606,1256,1256,1256,1256,1256,1256,1256,1256,125Funding SourcesExisting Core Debt Payments1,8003,8003,8003,800Parks & Rec. Levy Increased by 0.75% (4)5551,1431,7582,4093,0843,7594,4345,1095,1095,1095,1095,1095,1095,109Grant Funding (5)Amenity Funding (5)Total funding -5551,1431,7582,4093,0843,7594,4345,1095,1095,1096,9098,9098,9098,909Annual Funding (Shortfall) Excess (6)(75)25593(42)209(1,976)(2,366)(1,691)(1,016)(1,016)(1,016)7842,7842,7842,784Cumulative Funding (Shortfall) Excess (6)(75)180273231440(1,536)(3,902)(5,593)(6,609)(7,625)(8,641)(7,857)(5,073)(2,289)495Existing Parks & Rec. Levy (0.25%) to fund operating costs5177028981,1031,3201,5451,7701,9952,2202,4452,6702,8953,1203,3453,570(1) Timing and composition of investments to be determined by Council, estimated costs $90 million(2) Short Term Interest Rates (assume 1.5% initially increasing to 2.5%) current rates 1.33%(3) Long Term Debt (assume 3%, over 25 years, 1st year interest only payment) MFA Debt refinances every 10 years so some capacity is required for higher rates Long Term Debt rate sensitivity, 1% increase in rates, to 4%, equates to 18% increase in annual debt payments to $5.9 million(4) Assumes an additional 0.75% property tax increase starting in 2017 and continuing to 2024. (5) Grant funding and Amenity Fees collected could reduce the need for rate increases in later years depending on actual costs and timing of projects.(6) The annual funding differences can be managed through reserves and the cumulative funding shortfall can be covered temporarily through existing reserve balances, until the annual funding is sufficient.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2016 - 2020 79 | P a g e
Recommendations for 2016-2020 Financial Plan that was Adopted in January 2016
This past September, Council established the budget guidelines for staff to use in developing the
2016 - 2020 Financial Plan. We are pleased to report that the Financial Plan recommended to
Council respects these guidelines which call for the lowest tax increases in years. We now
recommend that staff be directed to prepare the 2016 - 2020 Financial Plan Bylaw,
incorporating the following:
1. General Purpose Property Tax Increase – 2.10% in 2016, 1.90% in 2017 and 2018 and
2.00% in 2019 and 2020.
2. Infrastructure Sustainability Property Tax Increase – 0.50% in 2016 and 0.70% per year in
2017 through 2020.
3. Parks, Recreation and Culture Property Tax Increase – 0.25% per year.
4. Storm Water Property Tax Increase – 0.30% per year.
5. Water Levy Increase – 4.50% per year.
6. Sewer Levy Increase – 3.60% per year.
7. Recycling Levy Increase – 0% in 2016 and 2.75% per year in 2017 through 2020.
8. Growth in Property Tax Revenue Assumption – 2.00% per year.
9. Incremental Adjustments as outlined in the Financial Overview Plan 2016 - 2020.
10. Provision for costs associated with growth, subject to available funding.
11. Capital Works Program totaling $30.7 million 2016, $27.5 million in 2017, $23.7 million in
2018, $29.5 million in 2019 and $26.3 million in 2020.
12. Cost and revenue adjustments from page 57 of the Financial Overview Report, which
reconciles the 2015 - 2019 Financial Plan with the 2016 - 2020 Financial Plan.
13. Authority to start the process of borrowing up to $110 million for Parks & Recreation
Community Infrastructure, as outlined in this report.
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
Get a copy of the Financial Plan on our website www.mapleridge.ca
FINANCIAL PLAN OVERVIEW
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Five-Year Operating Plan Overview
2016 Revenues and Expenditures
Financial Plan Summary – Revenues & Expenditures
Fund Balance Projections
Key Account Balances
2016 Base Budget Increases
Staffing History and Forecast
2016 REVENUES AND EXPENDITURES
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Projected Revenues $198.0 Million
Projected Expenditures $198.0 Million
Fire Protection $ 9.7M
Corporate & Financial 8.6M
Sewer 7.9M
Administration 5.6M
Police Services 21.3M
Amortization 20.9M
Parks, Recreation & Gen. Gov. Properties 20.9M
Public Works & Development 17.4M
Water 15.9M
Development
Fees $30.5M
Fees &
Charges
$40.8M
Interest, Grants
and Other
$5.9M
Property Taxes
& Parcel
Charges
$77.8M
Property Sales
$1.5M
Reserves
$41.6M
Operational
Expenditures
$121.4M
Debt Payments
$6.3M
Reserves
$23.1M
Capital
Program
$47.2M
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
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All Figures Represent $'000 (thousands)
Actual Actual Budget Budget Budget Budget Budget Budget
Revenues 2014 2015 2015 2016 2017 2018 2019 2020
Property taxes 71,350 74,043 73,924 77,750 81,950 86,140 90,486 95,036
User fees and other
revenue
38,275 41,193 44,349 40,793 42,327 43,926 45,627 47,277
Senior government
transfers
2,511 3,638 5,071 3,991 4,829 3,691 4,855 4,531
Development revenue 8,694 12,856 38,732 14,010 9,973 10,547 14,693 11,328
Interest income 2,425 2,417 1,868 1,883 1,898 1,913 1,928 1,943
Contributed assets 23,232 36,744 16,500 16,500 16,500 16,500 16,500 16,500
Property sales - - - 1,500 1,500 1,500 1,500 1,000
146,487 170,891 180,444 156,427 158,977 164,217 175,589 177,615
Expenses
Protective services 31,989 34,453 37,147 36,445 37,742 38,946 40,353 41,530
Transportation services 17,323 17,651 19,583 19,908 20,070 20,405 20,662 21,081
Recreation and culture 21,184 21,563 22,573 24,389 24,973 25,591 26,272 27,018
Water Utility 15,375 15,616 17,856 13,652 13,968 14,312 14,663 15,020
Sewer Utility 9,342 9,838 10,130 10,031 10,376 10,601 10,831 11,068
General government 14,517 14,357 17,329 13,163 13,364 13,956 14,343 14,873
Planning, other 4,917 5,915 5,730 6,068 6,156 6,274 6,392 6,513
114,647 119,393 130,348 123,656 126,649 130,085 133,516 137,103
Annual Surplus 31,840 51,498 50,096 32,771 32,328 34,132 42,073 40,512
Other Items
Borrowing proceeds - - - - - - - -
Amortization funded by
capital equity
19,094 19,936 20,124 20,929 20,929 20,929 20,929 20,929
Capital, principal &
other
(21,036) (20,697) (81,719) (34,759) (31,662) (27,342) (33,235) (30,103)
Contributed assets (23,232) (36,744) (16,500) (16,500) (16,500) (16,500) (16,500) (16,500)
Transfers to (from)
Reserves and Surplus
6,666 13,993 (27,999) 2,441 5,095 11,219 13,267 14,838
FUND BALANCE PROJECTIONS
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(All figures $ in thousands)
Accumulated Surplus and Funds Balance as at December 31, 2015
General Sewer Water Reserve Funds Total
Operating Surplus 9,859 6,414 8,355
24,628
Reserve Accounts 35,670 2,291 2,860
40,820
Reserve Funds
36,212 36,212
Funds Balance 45,529 8,704 11,214 36,212 101,659
Equity in Capital Assets 665,280 124,013 108,873
898,165
Accumulated Surplus 710,808 132,717 120,087 36,212 999,824
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 2016 -2020 Financial Plan
Reserve Accounts 18,808 2,171 2,430
23,410
Reserve Funds
10,876 10,876
Adjustment 18,808 2,171 2,430 10,876 34,286
The above was approved in 2015 but not yet complete and will be included in the 2016 budget amendment in May.
Adjusted Funds Balance
Operating Surplus 9,859 6,414 8,355
24,628
Reserve Accounts 16,862 120 430
17,412
Reserve Funds
25,336 25,336
Opening Balance 26,721 6,534 8,785 25,336 67,376
Fund Balance Projections
Planned Fund Changes 2016 2017 2018 2019 2020
General (1,254) 369 338 561 1,661
Sewer 1,617 1,471 2,422 2,562 2,943
Water 2,039 2,314 3,722 4,405 4,857
Reserve Funds 37 941 4,737 5,738 5,376
2,439 5,095 11,219 13,266 14,837
Planned Fund Balances
General 25,467 25,836 26,174 26,735 28,396
Sewer 8,151 9,622 12,044 14,606 17,549
Water 10,824 13,138 16,860 21,265 26,122
Reserve Funds 25,373 26,314 31,051 36,789 42,165
69,815 74,910 86,129 99,395 114,232
Equity in Capital Assets
Beginning Balance 898,165 924,448 947,537 966,809 991,895
Capital Planned 30,712 27,518 23,701 29,515 26,302
Developer Contributed 16,500 16,500 16,500 16,500 16,500
Amortization (20,929) (20,929) (20,929) (20,929) (20,929)
924,448 947,537 966,809 991,895 1,013,768
Accumulated Surplus 994,263 1,022,447 1,052,938 1,091,290 1,128,000
KEY ACCOUNT BALANCES
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KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2011 2012 2013 2014 2015 2015 2016 2017 2018 2019 2020
Revenue & Taxation
Taxes - General Revenue (16000-4000)-56,414 -60,028 -63,075 -66,207 -68,825 -68,835 -72,523 -76,581 -80,629 -84,855 -89,305
Grants in Lieu - Provincial (16000-4060)-1,077 -1,188 -1,256 -1,290 -1,213 -1,278 -1,297 -1,322 -1,347 -1,347 -1,347
Grants in Lieu - Other (16000-4060)-1,163 -1,157 -1,099 -1,132 -1,239 -1,134 -1,166 -1,192 -1,214 -1,238 -1,238
MFA Discharge (12400-4380)-93 ----------
Investment Interest (15000-4295)-2,663 -2,671 -1,968 -1,432 -1,381 -1,150 -1,165 -1,180 -1,195 -1,210 -1,225
Gain/Loss - Property For Resale (15000-4298)-672 -6 -111 -1 -1,051 -4,250 -1,500 -1,500 -1,500 -1,500 -1,000
Surplus Transferred In (15000-4520)-119 ----613 -613 -810 -676 -629 -500 -500
Prov. Grant (Unconditional) (10000-4253)-1,314 -1,085 -530 -532 -954 -942 -942 -942 -942 -942 -942
Recycling Fees (51000-4220)-75 -77 -71 -73 -65 -100 -100 -100 -100 -100 -100
Dog Licences (26000-4340)-234 -260 -251 -254 -250 -270 -255 -255 -255 -255 -255
Property Management
Commercial Lease Revenue-Tower (multiple)-1,090 -1,059 -950 -1,022 -1,053 -1,171 -1,171 -1,171 -1,171 -1,171 -1,171
Parking Revenue-Tower Commercial (11800-4310)-144 -139 -162 -192 -157 -144 -144 -144 -144 -144 -144
Common Cost Recovery - Tower (11800-4310)-301 -306 -303 -354 -342 -320 -320 -320 -320 -320 -320
Protective Services
Towing and contract revenue (21000-4230)-----18 -10 -36 -36 -36 -36 -36
False Alarm Fines (21000-4240)-127 -119 -129 -103 -124 -90 -90 -90 -90 -90 -90
PM Cost Share - RCMP Contract (21000-4258)-956 -1,037 ---------
Sale of Service (21000-4650)-29 -61 -31 -40 28 ------
Recreation
Planet Ice-Ice Rentals (47600-4500)-170 -168 -190 -207 -196 -162 -165 -165 -165 -165 -165
Leisure Centre Admissions (47500-4110)-847 -907 -876 -772 -798 -883 -840 -840 -840 -840 -840
Lessons/Prog Fees - Swimming (47500-4320)-387 -390 -430 -413 -427 -360 -360 -360 -360 -360 -360
Corporate Fitness Revenue (47500-4321)-95 -59 -52 -49 -48 -115 -115 -115 -115 -115 -115
L.C. - General Program Revenue (47500-4322)-116 -65 -52 -42 -44 -167 -167 -167 -167 -167 -167
Development Services
Building Permits (24000-4445)-1,470 -1,286 -1,762 -2,037 -3,035 -1,734 -1,734 -1,786 -1,840 -1,895 -1,895
Business Licences (53300-4342)-595 -610 -614 -607 -609 -610 -610 -610 -610 -610 -610
Application Fees - Rezoning (53110-4120)-199 -114 -126 -121 -115 -115 -116 -119 -123 -126 -126
Application Fees - Subdivision (53110-4122)-108 -122 -79 -117 -102 -116 -116 -119 -123 -126 -126
Application Fees - Dev Permit (53110-4124)-193 -157 -145 -106 -120 -161 -161 -165 -170 -176 -176
Subdivision Inspection Fees (32110-4220)-600 -542 -505 -352 -334 -315 -315 -324 -334 -344 -344
Public Works
Sales - Gravel (33100-4510)-500 -500 -230 -292 -417 -500 -500 -500 -500 -500 -500
GVTA Grant - Roads (33100-4260, 4261)-758 -470 -1,046 -375 -855 -1,171 -1,171 -1,171 -1,171 -1,171 -1,180
KEY ACCOUNT BALANCES
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KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2011 2012 2013 2014 2015 2015 2016 2017 2018 2019 2020
Legislative Services
Grants & Donations (80B) (13000-6180)57 78 65 90 57 62 62 63 63 63 63
Training - Council (13000-6400)-3 ---16 16 16 16 16 16
Fire Department
Fire Fighting Salaries (22000-5501)4,425 4,715 5,829 5,585 6,708 6,227 6,322 6,504 6,659 6,793 6,920
Paid on Call Relief Wages (22000-5505)453 498 554 323 176 397 613 761 950 1,178 1,282
Paid on Call Wages (22000-5600)506 564 551 595 637 514 705 718 731 744 757
Contract (Emergency 911) (22000-7007)128 107 109 124 132 128 135 136 139 141 145
Hall #4 - Paid on Call (22041-5600)-----------
Police Services
Centralized Dispatch (21140-7051)917 917 917 917 917 917 945 973 1,003 1,033 1,064
Regular Members Contract (21200-7007)12,654 13,476 13,092 13,716 14,839 16,571 17,243 17,937 18,506 19,318 20,021
Corporate Services
Insurance (12101-6210)657 570 744 674 779 805 798 804 810 816 816
Recruiting Costs (12102-7065)82 40 57 15 74 49 49 49 49 49 49
Fiscal Services
Contribution to Core Reserve (10000-9020)5,953 5,953 5,519 5,591 5,622 5,856 5,856 5,856 5,856 5,856 5,856
Transfers to Capital Works Res (10000-9400)1,332 647 894 870 1,105 292 3,616 2,642 4,114 3,919 3,071
Transfers to Fire Dept Cap Acq (10000-9400)1,163 1,223 1,280 1,347 1,407 614 662 741 819 949 1,086
Transfers to General Capital (10000-9400)16 -95 -423 -20 4 ------
Transfers to General Capital (10000-9410)2,172 2,330 2,914 1,870 1,263 3,823 3,055 4,130 2,856 3,309 3,488
Contribution to Self-Insurance (12400-9021)45 45 45 45 45 45 45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400)1,089 1,175 1,286 1,856 1,407 1,342 1,407 1,475 1,530 1,588 1,588
Other
Fraser Valley Regional Library (47200-7007)2,470 2,486 2,597 2,614 2,597 2,646 2,726 2,807 2,892 2,978 3,068
Consulting - Engineering (32100-7005)49 42 95 37 55 86 86 86 86 86 86
Recycling Contract (51000-7007)1,099 1,225 1,327 2,012 2,260 2,280 2,307 2,334 2,362 2,391 2,420
GVRD Water Purchases (71000-7380)5,966 6,571 7,096 7,234 7,633 9,056 7,999 8,237 8,502 8,773 9,051
GVRD Sewer Admin Fees (61000-6005)3,198 3,366 3,508 3,256 3,417 3,303 -----
2016 BASE BUDGET INCREASES
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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)
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%
Item ($ in thousands)2016 2017 2018 2019 2020
General Revenue Surplus 147 147 181 300 760
Incremental Adjustments and Capital to be funded from Accumulated Surplus
Proposed Ongoing Incremental Operating Items
Communications Dept. Staffing (30)(30)(30)(30)(30)
Facilities Rental Grant Program (12)(12)(12)(12)(12)
Festivals (20)(20)(20)(20)(20)
Golden Ears Winter Club (20)(20)(20)(20)(20)
Finance Dept. Staffing (40)(75)(75)(75)(75)
Bylaws Dept. - Bylaws Officer (40)(80)(80)(80)(80)
Planning Dept. - Arborist (98)(98)(98)(98)(98)
Planning Dept. Fees (Tree Bylaw)98 98 98 98 98
Policing Municipal Staff (135)(135)(135)(135)(135)
Policing Reduce RCMP Contract 135 135 135 135 135
Administration - Staffing (25)(25)(25)(25)(25)
Existing Funding for Growth & Emerging Issues 110 145 145 145 145
Subtotal General Revenue Surplus 70 30 64 183 643
Previously Approved Operating Items Funded by Accumulated Surplus
Noxious Weed Treatment (50)(50)(50)
Proposed One Time Operating Items funded by Accumulated Surplus
Economic Dev. - Branding (previously funded)
Human Resources: Employee Engagement (15)
Cultural Plan (20)
Golden Ears Winter Club A/R (47)
Planning Staff Onetime costs (35)
Document Management Staffing (72)
Parks Tree replacements (storm damage)(41)
Heritage Plan (40)
Bear Proof Organics Totes Subsidy (20)
Proposed Capital Items funded from Accumulated Surplus
Transportation Plan: Cycling Infrastructure (100)(100)(100)(100)(100)
Transportation Plan: Sidewalk Infrastructure (400)(400)(400)(400)(400)
Transfer From Accumulated Surplus 840 550 550 500 500
General Revenue Surplus 70 30 64 183 643
STAFFING HISTORY AND FORECAST
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The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department
for the years 2016 through 2020.
Full Staffing (Budget)
2015 2016 2017 2018 2019 2020
Office of the Chief Administrative Officer
CAO Administration 6.5 6.5 6.5 6.5 5.5 5.5
Communications 1.4 1.8 1.8 1.8 1.8 1.8
Economic Development 4.0 4.0 4.0 4.0 4.0 4.0
Human Resources 7.0 7.0 7.0 7.0 7.0 7.0
18.9 19.3 19.3 19.3 18.3 18.3
Community Development, Parks & Recreation Services
CDPR Administration 2.0 2.0 2.0 2.0 2.0 2.0
Community Services 11.5 12.5 12.5 12.5 12.5 12.5
Parks & Facilities 47.5 47.5 47.5 47.5 47.5 47.5
Recreation 46.5 46.5 46.5 46.5 46.5 46.5
107.5 108.5 108.5 108.5 108.5 108.5
Corporate & Financial Services
CFS Administration 4.0 4.0 3.0 3.0 3.0 3.0
Clerk’s 9.0 9.0 9.0 9.0 9.0 9.0
Finance 17.6 18.1 18.6 18.6 18.6 18.6
Information Technology 15.0 15.0 15.0 15.0 15.0 15.0
Fire Department 60.0 63.0 63.0 63.0 63.0 63.0
Police Services 45.0 46.5 46.5 46.5 46.5 46.5
150.6 155.6 155.1 155.1 155.1 155.1
Public Works & Development Services
PWDS 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 31.5 32.0 32.5 32.5 32.5 32.5
Operations 74.9 74.9 74.9 74.9 74.9 74.9
Planning 20.0 21.0 21.0 21.0 21.0 21.0
155.4 156.9 157.4 157.4 157.4 157.4
432.4 440.3 440.3 440.3 439.3 439.3
* RCMP contract members are not included in Police Services staff count
STAFFING HISTORY AND FORECAST
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Budgeted Full-Time Equivalent Staff per Department
The 2016 estimate of 440.3 full-time equivalent staff is an increase of 7.9 from 2015.
Changes are outlined below:
Office of the Chief Administrative Officer
Administration Change: 0.4 to 0.8 Administrative Assistant
Community Development, Parks & Recreation Services
Community Services Add: Social Planning Analyst
Remove: Recreation Coordinator
Add: Recreation Programmer
Add: Youth Programmer
Remove: Program Assistant 1
Recreation Remove: Promotional Assistant
Add: Marketing & Communications Assistant
Corporate & Financial Services
Finance Add: 0.5 Accountant 3
Information Technology Remove: Network Support Specialist
Remove: Senior Analyst Programmer
Add: Network Analyst
Add: Systems Analyst 2
Remove: Systems Analyst 1
Add: Computer Support Specialist
Fire Department Add: 3 Firefighters
Add: Clerk 2
Remove: Protective Services Clerk
Police Services Remove: 0.6 Court Liaison Officer Assistant
Add: 0.5 CPIC Operator
Remove: 0.4 MNI Reviewer
Add: Custodial Guard 2
Public Works & Development Services
Licences, Permits & Bylaws Add: 0.5 Licence Inspector/Bylaw Officer
Planning Add: Environmental Technician
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Departmental Business/Financial Plans
Office of the Chief Administrative Officer
Community Development, Parks & Recreation Services
Corporate & Financial Services
Public Works & Development Services
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER
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The Office of the Chief Administrative Officer (CAO)
is the liaison between Council and staff and provides
overall leadership and direction for the administration.
The primary role of the CAO is to provide policy options
and recommendations to Council and to ensure that
Council’s priorities are implemented. A summary of
some of our 2015 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 2016-2020
planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
Division, including staffing, 2016 workplan highlights,
performance measurements and budgets.
Departments within this Division are Administration,
Communications, Economic Development, Emergency
Program, Human Resources and Sustainability &
Corporate Planning.
Select 2015 Division Accomplishments
• Established a strategy and workplan for delivering on
Council’s direction.
• Developed a Fiscal Impact Analysis Model to assist
Council in evaluating the impact of development on
the City’s long-term financial sustainability.
• Implemented an incentive program to support job
growth on Employment Land. To date the program is
supporting $10 million in construction value.
• Successfully negotiated a renewal Collective
Agreement with our Maple Ridge career firefighters.
• Improved the delivery of key communications
messages with a number of website enhancements
and improved content and community involvement in
the delivery of the Citizens Report.
• Maple Ridge Resilience Initiative communications
across web and social media.
• Citizens Report enhancements: Created a series of
videos that introduced our Council to the community
• The City experienced record television and film
production.
Efficiencies & Effectiveness Highlights
• Developed a formal Process Review framework for
use throughout the organization for continuous
improvement. Highlight: reviewed policy on how long
fire trucks are kept in service.
• Since 2010, the City is now saving approximately
$110,000 (1.4 million kWh) per year in electricity
costs through energy management projects and
initiatives. LED streetlights underway.
• Following a comprehensive review, brought tourism
marketing services in-house for greater efficiencies.
• Developed and implemented pilot surveys for new
home-based and commercial businesses to gauge
their experiences with departments at City Hall.
• Emergency Support Services human and logistics
being enhanced.
• Relationships with partner agencies including Red
Cross, Salvation Army, St. John Ambulance and
neighbouring communities were strengthened to
improve resilience and overall response capability.
• Achievement of Certification of Recognition resulting
in WCB rebate of $75,524, for compliance with
regulations and validating our goal of creating a safe
work environment for both employees and guests.
• Leveraged technology in Human Resources resulting
in reduced costs, increased convenience for
employees and managers, and better access to data
for compliance, analysis and forecasting. Examples:
online training, training and development records
management, attendance reporting for part-time
positions, recruitment portal for union supervisors,
enhanced recruitment benchmarks and metrics, and
automated workflow for recruitment and onboarding.
Business Perspective/Environmental Scan
• As our population grows, so does our business, and
the demand for enhanced services co-exists with
pressure for low property taxes.
• The replacement cost of the City’s infrastructure
exceeds $1 billion, creating a significant maintenance
and replacement cost burden that exceeds today’s
available funding levels.
• Opportunities to build a more sustainable community
are often lost due to limitations in our legislated
authority to set requirements.
• Climate change and erratic weather patterns will
require that the organization adapts to the
unpredictable “new normal.”
• A focus on regional response and recovery plans, and
changes to the overall command system will require
some municipal plans and training initiatives to be
reviewed and updated.
• Emergency Support Services continues to respond to
events where, due to mental health issues, the
affected citizens require support beyond the 72 hours
provided for by the Province and often beyond the
capacity of Emergency Support Services volunteers.
• Recent earthquakes and significant storm events
have highlighted the need for personal/family
preparedness plans.
• Must maintain focus on succession planning and
development of talent pipelines for key roles as our
workforce continues to age.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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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 formal
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. The Department
manages corporate sustainability, community energy
and greenhouse gas emissions planning and reporting,
research, policy development and projects.
2016 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.
Ensure strategic alignment and efficient resource
allocation throughout the organization by applying a
formal business planning framework that emphasizes
accountability and public reporting.
Review Performance Measures and reporting with
Council; identify gaps and implement enhancements as
required.
Implement Council’s Fiscal Impact Analysis Model
for key development proposals.
Implement Council direction originating from the
Mayor’s Open Government Task Force.
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.
Undertake a review of Planning fees & charges.
Work with the Parks & Facilities Department to
implement BC Hydro-supported energy efficiency
retrofit projects and apply for incentives.
Work with Operations – Electro/Mechanical to
implement BC Hydro-supported street lighting retrofits
at a variety of sites (Dewdney Trunk, Lougheed Hwy,
116 Ave).
Work with Engineering Department to implement
BC Hydro-supported new street lighting projects.
Develop LED Street Lighting adoption plan, product
standards, and procurement processes.
Implement energy management information
system.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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Performance Measurement
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OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2016 - 2020 107 | P a g e
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
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Organization Chart
Administration
Mayor
&
Council
Chief
Administrative
Officer
Manager
of Economic
Development
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 of
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
0.5 FTE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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 2.0 2.0 2.0 2.0 2.0 2.0
Research Technician 2.5 2.5 2.5 2.5 1.5 1.5
Full-Time Equivalent 6.5 6.5 6.5 6.5 5.5 5.5
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2016 - 2020 109 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Conventions & Conferences (12100/12101-6051) 5 1 19 19 - - 19 19 19 19
Lease Expense (11000-6230) 157 196 107 107 - - 107 107 107 107
Memberships (12100-6270) 32 33 29 29 - - 29 29 29 29
Other (multiple) 89 46 1,229 229 -999 -81% 236 243 250 256
Prov. Grant (Conditional) (12101-102-4252) -51 -26 - - - - - - - -
Salaries (12100/12101-5500) 682 573 632 673 41 6% 690 708 726 743
Studies & Projects (10000-6380) 68 39 322 162 -160 -50% 102 102 102 102
TOTAL ADMINISTRATION 982 862 2,338 1,219 -1,119 -48% 1,183 1,207 1,231 1,255
* Includes Administration as well as Sustainability & Corporate Planning functions
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Committee Costs (13000-6045) - 5 4 4 - - 4 4 4 4
Conventions & Conferences (13000-6051) 7 16 21 21 - - 21 21 21 21
Grants & Donations (13000-6180) 90 57 62 62 - - 63 63 63 63
Miscellaneous (13000-6275) 8 11 8 8 - - 8 8 8 8
Public Relations (13000-7060) 3 2 9 9 - - 9 9 9 9
Salaries (13000-5500) 496 489 497 523 26 5% 535 548 560 572
Special Projects (13000-6385/6380) - 3 125 - -125 -100% - - - -
Training (13000-6400) - - 16 16 - - 16 16 16 16
Utilities - Telephone (13000-6520) 5 6 7 7 - - 7 7 7 7
TOTAL LEGISLATIVE 608 591 748 650 -98 -13% 662 674 687 699
OFFICE OF THE CAO – COMMUNICATIONS
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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, developing
communications strategies for specific issues and
ensuring customers and employees have ample
opportunities for input/participation. 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.
2016 Workplan Emphasis
Establish baseline rates for related contracted
services - working with Accounts Payable and
departmental representatives, gather information on
pricing, methodology and contractors used for
photography, videography, external printing (outside of
the newspaper contract) and graphic design.
Promote the amenities in Maple Ridge as a great
place to live, to invest and to visit – With input and
guidance from the Economic Development team, we
will create, edit and upload a series of short videos to
the City website and YouTube channel. Specifically we
will do one with a focus on the natural assets, one with
a focus on the lifestyle (sports and recreation) assets
and one on the creative and social aspects relating to
festivals and the arts.
In order to present a strong identity to our City we
will examine the City’s brand across various social and
business leaders. We will work with the Economic
Development Department to develop an RFP for the
discovery and research work. The project will also
involve evaluation and the final recommendation on the
successful proponent and assistance as they execute
the contract and present recommendations back at the
end of the project.
We will increase the customer service experience
for our internal and external customers by assisting in
the development of an integrated information system
for Planning Department projects (signage-to-website
link and developing content management guidelines for
digital photography by City staff and contractors. We will
review and update all communications related policies
and support any projects or initiatives that are part of
the implementation plan for the Open Government Task
Force.
In order to ensure that web page content reflects
department’s business plans, we will work with the
Recreation Department to ensure the website clearly
reflects the results of the dissolution of the Joint Parks
& Leisure Services agreement. This migration will
involve branding, website links, photos and verbiage.
We will also work with the Economic Development
Department to ensure the website clearly reflects the
new in-house tourism function. This will involve
branding, website links, photos and verbiage.
Work will begin with the Agricultural Advisory
Committee to develop information for the website: clips
of grassroots activities, database of agricultural
activities in Maple Ridge and produce a summary of
agricultural information in the community, including
grass roots level.
Ridge Meadows
Home Show
OFFICE OF THE CAO – COMMUNICATIONS
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Performance Measurement
OFFICE OF THE CAO – COMMUNICATIONS
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OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2016 - 2020 113 | P a g e
Organization Chart
Manager Corporate
Communications
Administrative
Assistant
0.8 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 2015 2016 2017 2018 2019 2020
Manager of Corporate Communications 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 0.4 0.8 0.8 0.8 0.8 0.8
Full-Time Equivalent 1.4 1.8 1.8 1.8 1.8 1.8
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Advertising (12105-6010) 35 23 30 30 - - 30 30 30 30
Consulting (12105-7005) 31 19 29 29 - - 29 29 29 29
Miscellaneous (12105-6275/6280) 10 6 8 8 - - 8 8 8 8
Publicity & Promotions (12105-6330) 19 6 18 18 - - 18 18 18 18
Salaries (12105-5500) 172 173 163 197 34 21% 201 205 210 214
Studies & Projects (12105-6380) - - 55 - -55 -100% - - - -
TOTAL COMMUNICATIONS 266 226 302 281 -21 -7% 285 290 294 299
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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Services Provided
Economic Development provides investment
attraction, business retention and expansion programs,
tourism marketing as well as film production liaison
services. In addition we administer the contract for the
Downtown Maple Ridge Business Improvement
Association. We also provide administrative support
and staff liaison to the Economic Development
Committee.
2016 Workplan Emphasis
The Town Centre will be the key driver for economic
growth while employment areas will drive tax base
diversification. We will seek opportunities to enliven the
Town Centre, meet with key Town Centre land owners to
assess development readiness, meet with key
developers to assess interest in Town Centre
development opportunities, meet with owners of the
Albion Industrial area to assess their needs and pursue
Post-Secondary education providers.
It is important to enhance the environment for
home-based business (HBB) and support their growth.
We will reach out to HBB through regular electronic
communication to be developed and implemented,
develop for distribution a welcome to Maple Ridge kit
specific to new HBBs and develop ongoing relationships
with them. We will also establish a HBB advisory group
and meet at least semi-annually to assess issues of
importance to this sector in addition to investigating
interest in hosting a HBB fair for 2017.
With the dissolution of the Tourism contract with
Pitt Meadows we will bring tourism marketing in-house
and enhance synergies with festivals and the motion
picture industry. This will involve developing a Maple
Ridge tourism web presence, setting up multiple
locations for distribution of tourism related publications
and investigating the potential of having more civic
events in the Town Centre.
Motion Picture and TV production are BIG business
in BC and Maple Ridge enjoys more than our share of
the action. We will undertake an efficiency review of the
filming process including fees and charges and process
motion picture applications as they come in to build on
Maple Ridge’s success in this area.
Economic Development will strengthen foundations
by undertaking research on the City’s value proposition
and brand recognition. This will include assessing the
need and use of Invest North Fraser and True North
Fraser brands and updating marketing materials. We
will continue to strengthen our relationships with
industry associations and our Provincial and Federal
colleagues through the Economic Development
Committee and networking.
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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Performance Measurement
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
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OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
Maple Ridge Financial Plan 2016 - 2020 123 | P a g e
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 2015 2016 2017 2018 2019 2020
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
Budget
The base budgets for 2016-2020 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Economic Development
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Contributions from Others (multiple) -203 -208 -208 -208 - - -208 -208 -208 -208
Federal Grant (Conditional) (12106-4250) -42 -64 - - - - - - - -
Miscellaneous Income (12106-4390) -9 - - - - - - - - -
Permits (12106-4445) -13 -15 -5 -5 - - -5 -5 -5 -5
Sale of Service (12106-4600) -5 -2 -10 -10 - - -10 -10 -10 -10
Total Revenue -272 -290 -223 -223 - - -223 -223 -223 -223
Expense
Advertising (multiple) 148 13 39 39 - - 39 39 39 39
Contract (12106-7007) 35 35 35 35 - - 35 35 35 35
Conventions & Conferences (12106-6051) 9 4 10 10 - - 10 10 10 10
Grants & Donations (12106-6180) 227 229 245 233 -12 -5% 208 208 208 208
Other Expense 15 11 10 10 - - 10 10 10 10
Salaries (12106-5500) 383 286 376 389 13 - 400 410 421 432
Total Expense 817 578 716 717 1 - 702 713 724 734
TOTAL ECONOMIC DEVELOPMENT 545 287 492 494 1 - 479 490 500 511
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2016 - 2020 124 | 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 Management System (BCEMS) 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, flood, earthquake
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.
2016 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. A better
defined recruitment and retention strategy for ESS
would improve efficiencies in the recruiting process and
identify benefits and rewards for volunteers.
Review and redevelop materials and supplies for
Reception Centres, Group Lodging and Level 1
activations to improve efficiency in deployment and
ability for volunteers to utilize.
Review all plans recently published by Emergency
Management BC (EMBC) to ensure information
included in operational manuals (those specific to
Maple Ridge) is current and reflects the most recent
strategies of EMBC. Update Emergency Operations
Centre plans accordingly.
OFFICE OF THE CAO – EMERGENCY PROGRAM
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Performance Measurement
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2016 - 2020 126 | P a g e
OFFICE OF THE CAO – EMERGENCY PROGRAM
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OFFICE OF THE CAO – EMERGENCY PROGRAM
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OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2016 - 2020 129 | P a g e
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Emergency
Program
Coordinator
These positions are budgeted to the Clerk’s Department.
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Conventions & Conferences (23000-6051) 1 1 3 3 - - 3 3 3 3
PM - Cost Recovery (23000-4236) -21 -21 -15 -15 - - -15 -15 -15 -15
Program Costs (multiple) 23 24 36 15 -21 -58% 15 15 15 15
Prov. Grant (Conditional) (multiple) - -2 - - - - - - - -
Salaries (23000-5500) 103 105 127 115 -12 -10% 118 121 124 126
TOTAL EMERGENCY 106 107 151 118 -33 -22% 121 124 127 129
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2016 - 2020 130 | 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.
Team members provide professional advisory and
consulting services in recruitment and retention;
organizational development; learning and development;
performance management; employee and labour
relations; health, safety and wellness; compensation;
payroll and benefits administration; rewards and
recognition.
2016 Workplan Emphasis
Continue to maintain a positive and respectful
labour relations climate within the City by negotiating a
CUPE renewal agreement that supports the
achievement of the City’s business needs.
We will work with Pitt Meadows administration,
Community Development, Parks & Recreation Services
and CUPE Local 622 to develop and implement a
labour adjustment plan to effectively manage people
issues arising out of the Joint Parks and Leisure
Services Agreement withdrawal.
We will review and refresh our rewards and
recognition programming. Our current program largely
recognizes years of service so we want to explore
inclusion of other elements.
It is important to enhance and maintain trust
between the City and our employees and to create a
work environment that enables employees to maximize
their contributions in providing top notch customer
service. We will refresh and enhance the City’s
performance management program that is designed to
optimize individual and organizational performance.
Build a workforce that is reflective of the qualified
pool of candidates in the community and create a
welcoming, inclusive and respectful workplace culture
that embraces and leverages diversity. This will be
achieved by researching best practice and developing
an action plan that will create and sustain a culture that
values the importance of diversity and inclusion.
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2016 - 2020 131 | 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 2015 2016 2017 2018 2019 2020
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 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Consulting (12102-7005) 46 24 19 19 - - 19 19 19 19
Miscellaneous (12102-6275) 9 6 11 11 - - 11 11 11 11
Program Costs (multiple) 91 226 168 194 25 15% 188 209 209 209
Recruiting Costs (12102-7065) 15 74 49 49 - - 49 49 49 49
Salaries (12102-5500) 803 839 798 830 31 4% 861 862 882 906
Service Accrual 105 317 165 - -165 -100% - - - -
Studies & Projects (12102-6380) 1 - 425 15 -410 -96% - - - -
Training (multiple) 172 148 240 250 9 4% 257 265 272 279
TOTAL HUMAN RESOURCES 1,241 1,635 1,876 1,367 -510 -27% 1,385 1,414 1,442 1,472
COMMUNITY DEVELOPMENT, PARKS & RECREATION SERVICES
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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 2015 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
2016-2020 planning period.
Subsequent pages in the CDPR section provide
information on the departments reporting to this
Division, including staffing, 2016 workplan highlights,
performance measurements and budgets.
Departments within this Division are
Administration, Community Services (including Social
Planning), Parks & Facilities and Recreation.
Select 2015 Division Accomplishments
• Implemented recommendations from the PLS
Commission Joint Services Agreement review.
• Customer Service Quality Program Development.
• Maple Ridge Resilience Initiative: Adopted long-term
strategies and best practices recommended by the
Mayor’s Homelessness Solutions Task Force.
• Supported development and implementation of
recommendations from the Mayor’s Open
Government Task Force.
• Youth created online etiquette video to promote safe
participation in Action Parks.
• Age Friendly Needs Assessment process to become
an Age Friendly Community.
• Developed an Immigrant Services Intro to Leisure
Centre working with the ISS International Academy in
Maple Ridge and implemented iSolve Consulting-Free
post-secondary consulting for local high school
students.
• Developed new partnerships with Canuck Autism
Network, Pacific Sport Fraser Valley and the
Vancouver Foundation, Middle Childhood Matters
(MCM) and School District No.42 Active Kids Hour
and BCRPA - MEND program (Mind, Exercise,
Nutrition, Do it).
Efficiencies & Effectiveness Highlights
• Improved tracking system for CDPR legal agreements,
contracts and leases.
• Worked with Provincial agencies and City
Departments to establish an Interim Shelter.
• Provided input to the Committees of Council review to
improve efficiency and function of the Social Planning
mandate and committee structure.
• Worked with RCMP, Fire, Bylaws and Parks as
integral members of the Community Standards
Enforcement Team that oversaw management of the
Cliff Avenue encampment.
• There was an excellent community response to the
tree watering bag program, which reduced the costs
for watering young trees and also helped to reduce
the number of trees that were lost as a result of the
prolonged dry weather period.
• Low flow washroom fixtures have been installed at
City Hall and the Randy Herman Community Safety
building to reduce water consumption in these high
traffic buildings. Occupancy sensors for lighting have
also been installed in the RCMP building to help
reduce energy costs by only lighting occupied areas.
• Partnered with a number of municipalities in BC for a
joint RFP project for recreation software replacement.
• Increased website usage and electronic subscription
services providing customers with real-time
notifications of service interruptions.
• Conducted a process review of summer day camp
registration and implemented individual day
registration for greater flexibility and improved
customer service for children and their families.
Business Perspective/Environmental Scan
• A significant amount of time will need to be dedicated
to the development and implementation of a strategy
to exit the Joint Leisure Services Agreement prior to
November 1, 2016.
• Community growth increases public pressure to
expand services and competition for limited re-
sources such as our sportfields, pools and facilities.
• Emerging Arts and Cultural initiatives offer
opportunities to grow engagement in community
building and civic pride.
• Communities across Canada are facing an increase
in the complexity of social issues that are associated
with poverty, addiction, mental health and
homelessness, combined with a lack of investment
by senior levels of government in services that will
address these needs.
• The City needs to remain vigilant in planning for our
growing senior citizen population, who are
increasingly diverse in terms of age and needs.
• Extreme weather events such as drought and the
wind storm that occurred in 2015 may occur more
often in the future and staff will stay alert to planning
for the impacts on our planted inventory and staff
resources.
• Need for the development of better tools for
analyzing the social and economic impacts for arts
and culture, special events and festivals, and
recreation programs and facilities.
• Decline in children’s physical activity, outdoor and
nature connections, and unstructured play.
• Resource gaps within the community for providing
one to one support for individuals requiring support
to participate in programs and services within the
recreation facilities, programs and services.
CDPR – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 133 | 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 ass ets.
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.
2016 Workplan Emphasis
Work will take place with Council to develop and
implement a plan to exit the Joint Leisure Services
Agreement with the City of Pitt Meadows by October 31,
2016. We will explore a formal relationship with the
YMCA and partnership opportunities for a community
centre in the Albion area. The Master Agreement
between School District No. 42 and the City will also be
updated.
We will identify priorities attached to funding
assigned to the Parks, Recreation & Cultural Master
Plan to enable us to facilitate the development and
implementation of strategic plans that engage the
community in items that will provide a long-term benefit
to the community. We will also develop a Parks,
Recreation & Cultural Infrastructure Plan that will meet
community needs.
Coordinate the work of the CDPR Division to ensure
effective performance and alignment with Council’s
Strategic Plans, the Parks, Recreation & Cultural Master
Plan and other strategic plans while focusing on
continuous improvement and excellence in service
delivery. This will involve implementing decisions that
flow from the review of Committees of Council for the
Social Policy Advisory Committee (SPAC), the Municipal
Advisory Committee on Accessibility Issues (MACAI) and
Maple Ridge Public Art Steering Committee (MRPASC),
monitoring and advising on CDPR service process
reviews and hosting opening ceremonies for Whonnock
Lake Park and Public Art.
In order to ensure the quality of service provided to
citizens achieves or exceeds their expectations we will
report out on findings from the 2015 assessment and
review, implement priority recommendations from the
Customer Service review findings, develop protocols
that ensure a consistent standard of service in
customer communications and acquire a Safe Harbour
designation for Maple Ridge City Hall.
We will oversee implementation of the Maple Ridge
Resilience Initiative by reporting to Council on findings
and recommendations from the Social Planning
Research Project, supporting the work of the Strong
Kids Team including the Spring Forum, exploring
options to address a gap in low barrier housing in the
local housing continuum, supporting the work of the
Community Standards Enforcement Team and working
with the Planning Department on implementation of the
Housing Action Plan.
We will establish Maple Ridge as a leader that
meets and exceeds citizen and stakeholder
expectations around open governance by bringing
recommendations forward to Council to enhance open
government practices and developing an implementa-
tion schedule for the Mayor’s Open Government Task
Force recommendations and oversee completion of
those items scheduled to occur in 2016.
CDPR – ADMINISTRATION
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Performance Measurement
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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 2015 2016 2017 2018 2019 2020
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 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Bad Debts (47500-6026) - 47 - 59 59 - - - - -
Contributions from Others (40000-4820) -34 -6 - - - - - - - -
Conventions & Conferences (41200-6051) 10 21 13 13 - - 13 13 13 13
Federal Grant (Conditional) (40000-101-4250) - -15 -50 - 50 -100% - - - -
Grants & Donations (41200-6180) 73 55 76 75 -1 -1% 75 75 75 75
Legal (41000-7030) 14 20 - - - - - - - -
Other Outside Services (41000/41200-7051) 17 -12 5 5 - - 35 5 5 5
PM - Cost Recovery (41200-4236) -70 -115 -75 -74 - -1% -81 -77 -79 -80
Salaries (41200-5500) 318 373 374 381 7 2% 454 528 601 675
Special Projects (40000-6385) 130 64 947 667 -280 -30% 822 1,048 1,173 1,420
Supplies (41200-6300) - - 1 1 - - 1 1 1 1
TOTAL CDPR-ADMIN 458 432 1,290 1,124 -165 -13% 1,318 1,591 1,789 2,107
Financial Plan – CDPR Support
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Bank Charges (47500-6030) 49 52 40 50 10 25% 50 50 50 50
Miscellaneous (multiple) 23 10 20 20 - - 20 20 20 20
Salaries (multiple) 2,676 2,568 2,678 2,784 106 4% 2,858 2,934 3,008 3,084
Service Severance Costs (41400/42000-5150) 39 121 59 59 - - 59 59 59 59
SS Allocation (41000-5425) -2,950 -2,842 -2,932 -3,045 -112 4% -3,120 -3,197 -3,271 -3,348
Software Maintenance (41100-7070) 4 -3 5 4 - -9% 4 4 4 4
Supplies (multiple) 31 31 29 29 - - 29 29 29 29
Supplies - Software (41100-6280) 51 47 67 59 -8 -12% 59 59 59 59
Vehicle Costs (41100/41400-6430) 69 76 38 39 1 3% 40 41 42 43
TOTAL CDPR-SUPPORT -10 60 3 - -3 -100% - - - -
CDPR – COMMUNITY SERVICES
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Services Provided
The Community Services Department is comprised
of the following function areas: Youth Services,
Neighbourhood Development, Arts, Culture and
Heritage, Festivals & Special Events 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 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, participate and
contribute to community as well as 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
vibrant neighbourhoods and communities.
The primary role of the Social Planning function is
to provide staff support to the Social Policy Advisory
Committee and to ensure that the mandate of the
committee is met. The mandate focuses on the
planning and development of City policies and
strategies related to community social well-being,
encouraging broad community planning and
collaborative approaches to meet the needs of all
citizens, providing information and education to support
advocacy to senior levels of government for policy
change and service enhancement and supporting social
service sector to develop community-driven planning
that takes advantage of all funding opportunities.
2016 Workplan Emphasis
Youth Services will focus on initiatives that support
youth by completing the Youth Strategy, developing and
facilitating a series of family education workshops
focusing on children’s health and wellness trends such
as the importance of outdoor play and physical literacy
and supporting the Maple Ridge Resilience Initiative in
the delivery of the Strong Kids Initiative.
Continued support to the Ridge Meadows Seniors
Society and Pitt Meadows Seniors Centre on their
organizational goals and a key focus areas will be to
work with the Health & Wellness team to increase
opportunities for active programs for seniors aged 55-
65.
Neighbourhood Development will continue to grow
the neighbourhood champions to strengthen
relationships and support neighbourhood initiatives
through the delivery of the Vancouver Foundation’s
small grant partnership program and creating online
tools that focus on sharing of neighbourhood profiles
and stories will be a priority.
Our Arts, Culture and Heritage focus includes work
with the Public Art Steering Committee, Community
Heritage Commission, Community Festivals Network
and internal departments to develop plans for Canada
150 project opportunities.
Unique public art installations will be completed for
sites at Whonnock Lake, Hammond Stadium Park, Greg
Moore Youth Centre and 203 Avenue, in addition to
smaller community Public Art opportunities. A draft of
guidelines for a developer Public Art program will be
prepared for Council’s consideration.
A review of festivals/special events’ event
application process and the festival support grant
program will be undertaken to develop
recommendations for an events strategy, policies and
procedures that nurtures “Celebrate Maple Ridge”.
We will be collaborating to design and promote a
community specific “message” for volunteerism that
builds greater awareness of volunteer opportunities.
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Organization Chart
Director of
Community
Services
Administrative
Assistant
0.5 FTE
Recreation Manager
Youth, Seniors &
Neighbourhood
Services
Recreation
Coordinator
(Neighbourhood
Development)
Recreation
Coordinator
(Core Area)
Youth Programmer
3 FTE
Program Assistant 1
(Youth)
0.5 FTE
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 FTE
Social Planning
Analyst
Recreation Host
Attendants
Auxiliary
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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
Social Planning Analyst - 1.0 1.0 1.0 1.0 1.0
Recreation Coordinator 4.0 3.0 3.0 3.0 3.0 3.0
Recreation Programmer - 1.0 1.0 1.0 1.0 1.0
Youth Programmer 2.0 3.0 3.0 3.0 3.0 3.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant Special Events 0.5 0.5 0.5 0.5 0.5 0.5
Program Assistant 1 1.5 0.5 0.5 0.5 0.5 0.5
Full-Time Equivalent 11.5 12.5 12.5 12.5 12.5 12.5
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Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Prov. Grant (Conditional) (52500-4252) - -146 - - - - - - - -
Salaries (52500-5500) 93 114 93 108 15 16% 111 114 117 120
SS Allocation (52500-5425) 52 50 51 53 2 4% 55 56 57 59
Studies & Projects (multiple) 39 449 348 10 -338 -97% 10 10 10 10
TOTAL SOCIAL PLANNING 183 466 492 171 -321 -65% 175 180 184 188
Financial Plan – Youth
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Contributions from Others (45020-4820) -28 -25 - - - - - - - -
Lease Revenue (45022-4310) -4 -4 -5 -4 2 -33% -4 -4 -4 -4
PM - Cost Recovery (45020-4236) -160 -154 -152 -167 -14 9% -171 -176 -180 -184
Programs (multiple) -16 -18 -37 -30 7 -18% -30 -30 -30 -30
Total Revenue -208 -201 -194 -200 -5 3% -205 -209 -214 -218
Expense
Maintenance - General (45022/45026-8056) 29 19 25 25 - - 25 25 25 25
Program Costs (multiple) 247 188 218 245 27 12% 251 258 264 268
Salaries (multiple) 454 505 472 504 31 7% 516 529 542 556
SS Allocation (45020-5425) 96 92 95 99 4 4% 101 104 106 109
Supplies (45022-6300) 4 3 4 4 - - 4 4 4 4
Vehicle Charges (45026-6410) 15 16 15 16 - 3% 16 17 17 18
Total Expense 845 825 829 891 62 8% 913 936 958 979
TOTAL YOUTH 637 624 635 691 57 9% 709 727 744 761
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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 Arts Centre, 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 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, sportfields, playgrounds and 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 enquiries.
2016 Workplan Emphasis
Extend the useful life of City-owned infrastructure
by conducting a Request for Proposal for facilities
heating, ventilation and air conditioning services,
implementing a new facilities maintenance work
request computerized software program, working with
Sustainability & Corporate Planning to reduce
greenhouse gasses, and carbon footprint and
conducting a Building Life Cycle assessment report on
the RCMP building and City Hall.
Work cooperatively with School District No. 42 and
Metro Vancouver for the planning and developing of
park sites and negotiate an agreement with TransLink
for the proposed Hammond dog off leash park, install
playfield lighting at the Albion Sports Complex, acquire
the remaining lot for the Raymond Park assembly and
construct a full size artificial turf field. We will also
provide Council with an update and feedback on trial
dog off leash locations.
Manage, enhance and maintain the trail network in
an environmentally friendly manner to provide
opportunities for exercise, stress reduction,
appreciation of nature and tourism. Design and install
enhanced signage at trail head locations, investigate
options for delivery of trail information through on-site
technology, i.e. QR codes, implement trail signage
program such as trail markers, trail names, distances,
contact information and address, develop and publish
the 2016 Trails & Outdoor Recreation guide and
improve drainage and resurface trails in Thornhill.
Habitat enhancements will include work with a
contractor on control of invasive species on municipal
properties. We will continue with the WildSafe BC
program and partner with the BC Conservation
Foundation for WildSafe coordination. We will purchase
and install Bear Proof litter containers and install Bear
Proof recycle containers in parks. Work will continue
with the WildSafe Coordinator on audit and
implementation measures to work towards becoming a
certified Bear Smart Community.
In the area of community beautification we will
manage and maintain attractive landscaped areas,
floral displays as well as boulevard and street tree
inventory to enhance the urban environment. We will
also review the business model for the management
and operation of the City’s two cemeteries and make
recommendations for improvements, renovate the
Whonnock Cemetery entrance and public access points
and install water service to the Maple Ridge Cemetery
to provide visitors with access to water for watering
plants left at gravesites.
We will work on sportfields prioritization, monitor
usage, review the policy and identify school fields that
could be upgraded to artificial turf in order to provide
and maintain safe and functional sportfields and
ancillary facilities for the users, so that sport programs
can be delivered efficiently, effectively and safely.
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Performance Measurement
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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
Supervisor 2
Cemetery
Labourer
0.5 FTE
Foreman 3
Parks Worker
Labourer
2 FTE
Supervisor 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
Supervisor 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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 1.0 1.0 1.0 1.0 1.0 1.0
Supervisor 3 1.0 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
Supervisor 2 1.0 1.0 1.0 1.0 1.0 1.0
Supervisor 2 – Turf 1.0 1.0 1.0 1.0 1.0 1.0
Tradesperson 2 – Gardener 1.0 1.0 1.0 1.0 1.0 1.0
Supervisor 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
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Position 2015 2016 2017 2018 2019 2020
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 47.5 47.5 47.5 47.5 47.5 47.5
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Lease Revenue (43500-4310) -152 -154 -217 -221 -4 2% -221 -221 -221 -221
SS Allocation (43500-5425) 30 28 29 30 1 4% 31 32 33 33
User Fees (multiple) -136 -146 -52 -52 - - -52 -52 -52 -52
Total Revenue -258 -272 -239 -242 -3 1% -242 -241 -240 -239
Expense
Insurance (42000-6210) 169 188 135 142 7 5% 142 142 142 142
Maintenance - General (multiple) 3,101 2,934 2,846 2,967 121 4% 3,034 3,144 3,255 3,367
Other Outside Services (10000-7051) 115 108 111 111 - - 111 111 111 111
PM - Cost Recovery (multiple) -769 -723 -729 -753 -23 3% -778 -804 -830 -857
SS Allocation (multiple) 760 732 755 784 29 4% 803 823 842 862
Total Expense 3,376 3,239 3,117 3,251 134 4% 3,312 3,416 3,519 3,625
TOTAL PARKS 3,118 2,967 2,878 3,008 131 5% 3,071 3,175 3,279 3,386
Financial Plan – Facilities
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Insurance (11000-6210) 18 21 24 24 - - 24 24 24 24
Maintenance (multiple) 345 350 384 412 28 7% 440 442 444 446
Salaries (11000-5500) 64 68 67 69 2 3% 71 73 75 77
SS Allocation (11500-5425) 339 327 337 350 13 4% 359 368 376 385
Taxes - Rental Properties (10000/11500-4530) 26 19 27 28 1 3% 28 28 28 28
TOTAL FACILITIES 793 785 840 883 44 5% 921 934 947 960
Financial Plan – Library
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Contract (47200-7007) 2,614 2,597 2,646 2,726 79 3% 2,807 2,892 2,978 3,068
Lease Expense (47200-6230) 3 3 14 14 - - 14 14 14 14
Maintenance - Buildings (47200-8060) 207 182 186 188 2 1% 189 190 191 191
Operating Capital (47200-9050) 6 4 6 6 - - 6 6 6 6
Rentals (47200-4500) -1 -1 -2 -2 - - -2 -2 -2 -2
SS Allocation (47200-5425) - - - - - - - - - -
TOTAL LIBRARY 2,829 2,785 2,851 2,932 81 3% 3,015 3,100 3,188 3,278
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Financial Plan – Infrastructure
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Infrastructure (multiple) 1,135 1,527 1,160 1,160 - - 1,160 1,160 1,210 1,285
TOTAL INFRASTRUCTURE 1,135 1,527 1,160 1,160 - 0% 1,160 1,160 1,210 1,285
Financial Plan – Cemetery
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fees (52100-4220) -153 -143 -192 -192 - - -192 -192 -192 -192
Plots (52100-4450) -184 -179 -279 -279 - - -279 -279 -279 -279
Recovery - Other (52100-4372) -19 -26 -27 -28 -1 4% -29 -30 -31 -31
Total Revenue -356 -349 -497 -498 -1 - -499 -500 -502 -502
Expense
Maintenance - General (52100-8056) 227 215 209 214 5 2% 219 225 230 236
Purchases (52100-7380) 3 5 10 10 - - 10 10 10 10
SS Allocation (52100-5425) 66 64 66 69 3 4% 70 72 74 75
Total Expense 296 284 286 293 8 3% 300 307 314 321
TOTAL Cemetery -60 -65 -212 -205 7 -3% -199 -194 -187 -180
CDPR – RECREATION
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Services Provided
The Recreation Department recognizes that active
living is essential to personal health and quality of life
and aspires to provide opportunities for positive,
inclusive activities that help build strong families and
healthy communities.
In cooperation with the Parks & Facilities
Department, 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.
2016 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 will undertake a Maple Ridge Leisure Centre
space review and develop a business plan for the
Whonnock Lake Community Centre and the Hammond
Community Centre.
In an effort to encourage improved community
health & wellness, we will update the draft sport
strategy for Council endorsement, conduct a review of
small contracts and service delivery models for sports
and fitness programming, develop and facilitate a
series of family education workshops focussing on
children’s health and wellness trends such as
importance of risky play, outdoor and nature
connections, and physical literacy and explore new
programs & community partnerships with the
accessibility and leisure swim improvements of the
Leisure Centre aquatics area. We will also develop an
evaluation tool for marketing programs and implement
the “2015 Service Matters” recommendations.
In the area of Customer Service, we will work with
School District No. 42 to develop a membership
package for international students.
Efforts will be made to reduce barriers for
accessing leisure activities by developing adaptive
active programs and forming partnerships focused on
diversity programming.
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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
2.7 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
Marketing and
Communications
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 2015 2016 2017 2018 2019 2020
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 1.0 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 4.0 4.0 4.0 4.0 4.0 4.0
Administrative Assistant 0.5 0.5 0.5 0.5 0.5 0.5
Promotional Assistant 1.0 - - - - -
Marketing and Communications Assistant - 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 1.5 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 46.2 46.2 46.2 46.2 46.2 46.2
Contract staff are not represented.
CDPR – RECREATION
Maple Ridge Financial Plan 2016 - 2020 172 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Contributions from Others (multiple) -60 -55 - - - - - - - -
Other Grant (Conditional) (multiple) -41 -62 -38 -38 - - -38 -38 -38 -38
PM - Cost Recovery (45500-4236) -17 -19 -56 -59 -3 6% -62 -66 -69 -73
Programs (multiple) -552 -638 -352 -413 -61 17% -413 -413 -413 -413
Total Revenue -671 -774 -446 -510 -64 14% -513 -517 -520 -524
Expense
Maintenance - General (multiple) 528 635 463 531 67 15% 544 557 571 585
Program Costs (multiple) 119 127 91 97 6 6% 98 100 101 103
SS Allocation (45500-5425) 89 85 88 91 3 4% 94 96 98 100
Total Expense 736 847 642 719 76 12% 735 753 770 788
TOTAL CHILDREN 65 72 196 209 12 6% 222 236 250 265
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Admin Fee (47500-4100) -2 -2 -9 -2 7 -82% -2 -2 -2 -2
Admissions (47500-4110/4111) -784 -810 -909 -866 44 -5% -866 -866 -866 -866
Lease Revenue (47500-4310) -2 -6 - - - - - - - -
Lessons / Program Fees (47500-4320) -86 -80 -65 -65 - - -65 -65 -65 -65
Programs (multiple) -520 -545 -642 -642 - - -642 -642 -642 -642
Rentals (multiple) -101 -115 -102 -107 -5 5% -107 -107 -107 -107
Total Revenue -1,496 -1,558 -1,727 -1,681 46 -3% -1,681 -1,681 -1,681 -1,681
Expense
Cost of Goods Sold (47500-7300) 5 5 6 6 - - 6 6 6 6
Equipment (47500-7340) 3 2 5 5 - - 5 5 5 5
Maintenance - General (47500-8056) 436 394 409 415 5 1% 419 423 427 431
PM - Cost Recovery (47500-4236) -417 -380 -393 -422 -30 8% -425 -440 -455 -469
Program Costs (multiple) 300 304 452 436 -17 -4% 439 443 443 443
Publicity & Promotions (47500-6330) 71 46 63 63 - - 63 63 63 63
SS Allocation (47500-5425) 509 490 506 525 19 4% 538 551 564 578
Supplies (multiple) 73 66 87 87 - - 87 87 87 87
Wages (multiple) 2,156 2,155 2,094 2,130 35 2% 2,182 2,236 2,291 2,346
Total Expense 3,135 3,083 3,230 3,244 12 - 3,314 3,374 3,431 3,489
TOTAL LEISURE CENTRE 1,639 1,525 1,503 1,563 58 4% 1,633 1,693 1,750 1,808
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Admissions (47400/47410-4110) -31 -27 -33 -33 - - -33 -33 -33 -33
Lessons / Program Fees (47400-4320) -8 -16 - - - - - - - -
PM - Cost Recovery (47410-4236) -22 -25 -23 -24 -1 4% -25 -25 -26 -27
Rentals (47400-4500) -2 -3 - - - - - - - -
Total Revenue -63 -72 -56 -57 -1 2% -57 -58 -59 -59
Expense
Maintenance - General (47400/47410-8056) 38 44 42 42 - 1% 43 43 43 44
Program Costs (47410-6325) 28 35 26 27 1 4% 28 28 29 30
SS Allocation (47400-5425) 52 51 51 53 2 4% 55 56 57 59
Wages (47410-5600) 31 42 29 30 1 4% 31 32 33 33
Total Expense 149 171 149 153 4 3% 156 159 162 166
TOTAL OUTDOOR POOLS 86 99 93 96 3 4% 99 101 104 106
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Financial Plan – Seniors
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Contract (47300-7007) 291 326 325 317 -8 -2% 324 330 337 344
Lease Revenue (47300-4310) -20 -20 -20 -20 - - -20 -20 -20 -20
PM - Cost Recovery (47300-4236) -68 -74 -74 -73 1 -1% -75 -77 -78 -80
SS Allocation (47300-5425) 66 64 66 69 3 4% 70 72 74 75
TOTAL SENIORS 270 295 297 293 -4 -1% 299 306 312 319
Financial Plan – Arts
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Contract (multiple) 694 707 707 719 13 2% 732 745 758 772
Grants & Donations (47700/47710-6180) - - - 15 15 - 15 15 15 15
Lease Revenue (47700-4310) -80 -80 -80 -80 - - -80 -80 -80 -80
Maintenance - General (47700-8056) 21 13 7 7 - 2% 7 7 8 8
PM - Cost Recovery (47700-4236) -146 -152 -141 -153 -13 9% -156 -159 -163 -166
Programs - Subsidized Admiss. (47700-6329) - 3 2 2 - - 2 2 2 2
SS Allocation (47700-5425) 96 92 95 99 4 4% 101 104 106 109
TOTAL ARTS 585 584 591 609 19 3% 621 634 647 660
Financial Plan – Heritage
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Contract (48000-7007) 219 223 223 228 4 2% 232 237 241 246
Maintenance - General (multiple) 44 35 35 35 - 1% 35 35 36 36
PM - Cost Recovery (48000-4236) -59 -58 -58 -59 -1 2% -60 -61 -62 -63
SS Allocation (48000-5425) 30 28 29 30 1 4% 31 32 33 33
TOTAL HERITAGE 233 229 230 234 4 2% 239 243 248 252
Financial Plan – Special Services
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Lessons / Program Fees (45010/45015-4320) - - -1 -1 - - -1 -1 -1 -1
PM - Cost Recovery (45010-4236) -42 -36 -46 -48 -2 5% -49 -51 -52 -53
Program Costs (45015-6325/6326) 54 44 49 53 5 10% 54 56 57 58
Programs - Subsidized Admiss. (45015-6329) 3 - 11 11 - - 11 11 11 11
Prov. Grant (Conditional) (45010/45015-4252) -84 -104 -84 -84 - - -84 -84 -84 -84
Salaries (multiple) 142 142 143 147 4 3% 150 153 156 159
SS Allocation (45010-5425) 96 92 95 99 4 4% 101 104 106 109
Supplies (multiple) -8 - - - - - - - - -
TOTAL SPECIAL SERVICES 160 139 167 177 11 6% 182 188 193 199
Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Admissions (47610-4110) -33 -40 -31 -31 - - -31 -31 -31 -31
PM - Cost Recovery (46550-4236) -18 -10 -33 -28 5 -16% -28 -29 -29 -29
Program Fees (46550-4230) -12 -9 -10 -10 - - -10 -10 -10 -10
Rentals (46550-4500) -111 -109 -64 -94 -30 47% -94 -94 -94 -94
Total Revenue -174 -168 -138 -163 -25 18% -163 -164 -164 -164
Expense
Maintenance - Buildings (multiple) 227 181 245 245 - - 248 251 254 257
PM - Cost Recovery (41210-4236) -26 -23 -32 -32 - - -33 -34 -35 -36
Program Costs (46550-6325) 27 22 62 62 - - 62 62 62 62
SS Allocation (46550/47610-5425) 90 87 89 92 3 4% 95 97 99 101
Wages (multiple) 30 33 36 36 - 1% 37 38 39 40
Total Expense 348 300 399 403 3 1% 408 413 418 424
TOTAL PM HERITAGE HALL 174 132 261 240 -22 -8% 245 250 255 259
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Financial Plan – Arenas
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Admissions (multiple) -36 -31 -30 -30 - 1% -30 -30 -30 -30
Lessons / Program Fees (47010/47600-4320) -105 -105 -58 -58 - - -58 -58 -58 -58
PM - Cost Recovery (47100/47600-4236) -168 -177 -186 -191 -5 3% -192 -192 -211 -211
Rentals (multiple) -459 -458 -187 -230 -43 23% -230 -230 -230 -230
Total Revenue -767 -771 -460 -509 -48 11% -509 -510 -528 -529
Expense
Contract (47010/47100-7007) 118 127 100 145 45 45% 145 145 145 145
Maintenance - General (47100/47600-8056) 42 45 20 40 20 100% 40 40 40 40
Miscellaneous (47100/47600-6275) 9 1 - - - - - - - -
Program Costs (multiple) 1,213 1,225 989 989 - - 989 989 1,079 1,079
SS Allocation (47100/47600-5425) 96 92 95 99 4 4% 101 104 106 109
Total Expense 1,478 1,490 1,204 1,273 69 6% 1,275 1,278 1,370 1,373
TOTAL ARENAS 710 720 744 764 21 3% 766 768 842 844
Financial Plan – Special Events
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Contributions from Others (45030-4820) -7 - - - - - - - - -
Miscellaneous Income (45030-4390) 1 -2 -1 -1 - 1% -1 -1 -1 -1
PM - Cost Recovery (45030-4236) -73 -73 -71 -82 -11 15% -83 -85 -87 -89
Programs - Special Events (45030-4324/4325) -3 -3 -1 -1 - - -1 -1 -1 -1
Prov. Grant (Conditional) (45030-4252) -8 -8 -2 -2 - - -2 -2 -2 -2
Salaries (45030-5500/5501) 211 206 207 233 25 12% 238 243 248 254
Special Events (45030-6360) 85 81 65 89 25 38% 91 92 94 95
SS Allocation (45030-5425) 96 92 95 99 4 4% 101 104 106 109
Supplies (multiple) 10 10 15 15 - - 15 15 15 15
TOTAL SPECIAL EVENTS 311 303 308 350 43 14% 357 365 372 380
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fees (41250-4220) -2 -1 -2 -2 - - -2 -2 -2 -2
Lease Revenue (multiple) -29 -36 -32 -32 - - -32 -32 -32 -32
PM - Cost Recovery (multiple) -151 -132 -148 -143 5 -4% -147 -151 -155 -159
Program Fees (multiple) -150 -175 -140 -179 -39 28% -179 -179 -179 -179
Rentals (41250-4501/4502) -201 -207 -157 -184 -27 18% -184 -184 -184 -184
Total Revenue -532 -551 -478 -539 -61 13% -543 -547 -551 -555
Expense
Contract (46500-7007) 14 15 15 15 - - 15 15 15 15
Maintenance - General (41250-8056) 378 343 329 351 22 7% 355 360 365 370
Program Costs (41250-6325/6326) 131 138 108 108 - - 108 108 108 108
Salaries (41250-5500/5503) 212 214 208 217 10 5% 223 229 235 241
SS Allocation (41250-5425) 391 377 389 403 15 4% 413 424 433 444
Supplies (multiple) 8 4 18 11 -7 -38% 11 11 11 11
Total Expense 1,134 1,090 1,066 1,105 40 4% 1,126 1,147 1,167 1,188
TOTAL PMFRC 603 539 588 567 -21 -4% 583 600 616 633
CORPORATE & FINANCIAL SERVICES
Maple Ridge Financial Plan 2016 - 2020 175 | P a g e
The Corporate & Financial Services Division (CFS)
provides internal support to the organization, guides
the financial, governance and technology activities and
provides support to the Police and Fire Departments. A
summary of some of our 2015 accomplishments is
shown below, followed by efficiency and effectiveness
initiatives and the business challenges relevant to the
2016-2020 planning period.
The subsequent pages will provide information on
the departments in this Division, including staffing,
2016 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.
Select 2015 Division Accomplishments
• Conducted a financial analysis of the Parks & Leisure
Services agreement.
• Supported the Maple Ridge Resiliency Initiative.
• Sale of Town Centre City lands and acquisition of
properties to support capital projects.
• Developed a Public Education program to promote
the implementation of the Community Wildfire
Protection Plan.
• Worked in conjunction with Fire Underwriters Survey
to obtain Superior Tanker Shuttle Service designation
for areas in Whonnock and Ruskin.
• Completed process reviews in a number of areas to
improve service delivery.
• Crime Map is now available on the City’s website.
Efficiencies & Effectiveness Highlights
• Actively working with other agencies and volunteers
to provide services.
• Leveraging existing technological investments for
corporate-wide benefits.
• Implementation of a corporate-wide document
management system to promote better decision-
making and greater transparency and accountability.
• Improved capacity to record/live stream Council
meetings.
• Investment returns exceeded industry benchmarks.
• Upgraded and rebuilt our computing environment to
improve its performance and to allow staff access
from anywhere and at any time.
• Redesigned and rebuilt the security infrastructure to
protect sensitive data and services that are exposed
externally and developed a virtualized desktop
infrastructure.
• Reviewed our fire apparatus replacement practices to
make sure we are getting best value for the
investment.
• Police partnered with the Operations Centre for
vehicle maintenance.
• Police focus on high volume offenders has resulted in
more arrests and contributed to lowering criminal
activity.
• Improved police officer safety, including protective
equipment and patrol rifles.
• Use of RCMP National software for administrative
matters (routine procurement; recording of overtime)
to save time and improve record keeping.
Business Perspective/Environmental Scan
• Public interactive features of the website will improve
customer services.
• The new document management system will save
staff time and improve public access to documents.
• A culture of seeking efficiency and effectiveness in all
that we do has been embedded in the organization.
• Opportunities for partnerships and volunteers are
sought.
• The City’s Archives Centre is at capacity and longer
term solutions are being investigated.
• The role of advisory committees and the staff support
to them needs to evolve to meet Council’s needs.
• The City needs to continue to balance demands for
enhanced service levels with citizens’ ability to pay.
• Public Sector Accounting Board (PSAB) standards
continue to change and the City must keep up to give
the public confidence and trust in our reports.
• There is a need to update our Strategic Information
Technology Plan to ensure the City is moving forward
in a direction that is in alignment with Council goals
and objectives.
• A collective agreement with IAFF Local 4449 was
reached that extends into 2020, allowing for labour
harmony and security.
• The population growth in the Albion area emphasizes
the importance of constructing and bringing into
operation Firehall No. 4.
• Transportation improvements in the region are
increasing the mobility of criminal offenders, thus
requiring a regional response from police agencies.
• Court decisions, social issues, technological crimes
and public expectations around access to information
through different technologies are also increasing the
demands of police officers.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 176 | 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.
2016 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 2016, the following projects and
planning initiatives will address these core areas:
In the area of Business Efficiency we will:
• Assist the Fire Department with the continued roll-out
of the Master Plan by working with the Fire Chiefs to
develop plans for Fire Hall No. 4.
• Provide both the RCMP and Police Services with
municipal support and assistance on financial
matters.
• 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 2016-2020 Business Plan.
• Contribute to a plan by identifying suitable financing
options to achieve key community centres.
• Participate in a review with Parks & Leisure Services
staff to develop key strategies to improve
investments in sports infrastructure.
• Assist in supporting the new Manager of Economic
Development in developing a business attraction
program.
• Participate in the development of a long term strategy
with Economic Development addressing the Maple
Ridge interest in the airport.
• Continue to monitor and report on our commercial
property tax rate competitiveness.
• Assist the other divisions in a review of revenue
generating opportunities, including donations and
report out on options.
• Respond to senior government grant opportunities as
they apply to Maple Ridge interests.
• Contribute input to the implementation of the
Housing Action Plan and assist in the understanding
and assessment of financial implications.
In the area of Customer Support we will:
• Participate in a corporate initiative to identify
customer service opportunities specifically targeting
front counter, phone and web based efforts.
• Assist in the development and maintenance of
Council’s new issue tracking system.
• Support the dissolution of the Parks & Leisure
Services joint agreement with Pitt Meadows.
• Review with Finance staff the development and
publishing of three key performance metrics
indicating the financial performance of the
organization.
In the area of Technology we will:
• Continue to implement the Laserfiche document
management system and finalize implementation of
the electronic Agenda Manager and support the
scanning initiatives to begin a move away from paper.
• Assist in the review and implementation of additional
website improvements.
• Continue support for our corporate interests in
developing a telecommunication presence
particularly in fibre optics and cell towers.
• Investigate trends in telecommunication installations
in residential neighbourhoods to ensure the
corporate policy framework is in alignment with
Federal policy.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 177 | P a g e
Performance Measurement
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 178 | 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 2015 2016 2017 2018 2019 2020
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 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Conventions & Conferences (12000-6051) 17 12 25 25 - - 25 25 25 25
Memberships (12000-6270) 1 1 1 1 - - 1 1 1 1
Miscellaneous (12100-6275) 1 4 1 1 - - 1 1 1 1
Salaries (12000-5500) 417 455 515 561 46 9% 506 581 655 731
TOTAL CFS-ADMIN 436 473 542 588 46 9% 533 608 682 758
CFS – CLERK’S
Maple Ridge Financial Plan 2016 - 2020 179 | P a g e
Services Provided
The Clerk's Department is responsible for
supporting legislative matters and decisions of Council.
Responsibilities include agenda preparation, recording
of official minutes, administration and certification of
bylaws and the execution of all legal documentation.
The Department administers the Corporate Records
Management Program and is responsible for
compliance with Freedom of Information and Protection
of Privacy legislation. The triennial general local and
School District elections as well as by-elections and
referenda are conducted through the Clerk's
Department.
The Clerk's Department is the liaison between the
contract legal service providers, Council and staff. The
Department is also responsible for providing Council
with up-to-date legislative, statutory and procedural
information in the increasingly complex legal
environment in which local governments operate.
The Property Management section is responsible
for the acquisition and disposal of all of the land needs
at the best possible value to the taxpayer and the
administration of all rental properties falls to the
Department. The land is usually acquired for parks or
engineering projects and the rental houses are rented
out until the projects proceed. The Risk Management
Program for loss control and insurance is also a
function of the Clerk's Department
2016 Workplan Emphasis
Records management staff will be analyzing 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.
Risk management services will be improved by
developing revised templates.
Provision of legal services will be reviewed and a
Request for Proposal issued to identify the best model
of delivery.
Management of the Maple Ridge Business Centre
will be reviewed to ensure the Centre is leased at
market-appropriate vacancy and lease rates. City-
owned parking facilities and services will also be
reviewed to ensure they are managed in a manner that
provides a variety of parking options.
CFS – CLERK’S
Maple Ridge Financial Plan 2016 - 2020 180 | P a g e
Performance Measurement
CFS – CLERK’S
Maple Ridge Financial Plan 2016 - 2020 181 | P a g e
CFS – CLERK’S
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CFS – CLERK’S
Maple Ridge Financial Plan 2016 - 2020 183 | P a g e
CFS – CLERK’S
Maple Ridge Financial Plan 2016 - 2020 184 | 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 2015 2016 2017 2018 2019 2020
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
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 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 9.0 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 2016 - 2020 185 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fees (11800/35000-4220) -192 -157 -144 -144 - - -144 -144 -144 -144
Lease Revenue (multiple) -1,578 -1,601 -1,696 -1,697 -1 - -1,697 -1,698 -1,698 -1,698
Rentals (multiple) -66 -108 -73 -55 18 -25% -55 -55 -55 -55
Salaries Recovery (14000-5400) - - -25 -25 - - -25 -25 -25 -25
Total Revenue -1,835 -1,866 -1,939 -1,921 17 -1% -1,922 -1,923 -1,923 -1,923
Expense
Advertising (12103/13500-6010) 86 20 19 20 - 2% 20 121 21 21
Other Exp 106 87 92 80 -12 -13% 81 81 81 81
Insurance (multiple) 656 868 861 854 -7 -1% 860 866 872 872
Insurance Recovery (12101-6209) -390 -451 -486 -489 -3 1% -496 -502 -502 -502
Legal (12000/12103-7030) 155 183 226 176 -50 -22% 176 176 176 176
Maintenance - Buildings (11800-8060) 467 439 449 449 - - 449 449 449 449
Maintenance - General (14000-8056) 31 72 107 26 -81 -76% 26 26 26 26
Postage & Courier (12101-6305) 46 46 45 49 4 10% 50 51 52 53
Salaries (multiple) 693 663 712 737 25 3% 757 777 796 816
Stationery (12000-6370) 11 4 14 14 - - 14 14 14 14
Studies & Projects (12103/14000-6380) 79 43 75 6 -69 -92% 6 6 6 6
Taxes - Rental Properties (multiple) 39 39 35 30 -4 -13% 30 30 30 30
Total Expense 1,978 2,015 2,149 1,952 -197 -9% 1,973 2,095 2,022 2,043
TOTAL CLERKS 143 149 211 31 -180 -85% 51 172 99 120
CFS – FINANCE
Maple Ridge Financial Plan 2016 - 2020 186 | 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.
2016 Workplan Emphasis
We will align the DCC Bylaw with the Transportation
and Parks Master Plan and align the Water Service
Bylaw in regards to leak adjustments to reflect practice
and Council direction.
In the area of Customer Support we will review with
Finance staff the development and publishing of three
key performance metrics indicating the financial
performance of the organization. We will also
implement Council direction originating from the
Mayor’s Open Government Task Force and support the
dissolution of the Joint Parks & Leisure Services
Agreement.
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.
We will support Council’s financial management
decision-making process by providing relevant and
timely information.
CFS – FINANCE
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Performance Measurement
CFS – FINANCE
Maple Ridge Financial Plan 2016 - 2020 188 | P a g e
CFS – FINANCE
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CFS – FINANCE
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CFS – FINANCE
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CFS – FINANCE
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CFS – FINANCE
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CFS – FINANCE
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CFS – FINANCE
Maple Ridge Financial Plan 2016 - 2020 195 | P a g e
Organization Chart
Finance
Manager of
Accounting
Accountant 3
1.5 FTE
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 2015 2016 2017 2018 2019 2020
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 1.5 2.0 2.0 2.0 2.0
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 18.1 18.6 18.6 18.6 18.6
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Other Expenses (multiple) 47 49 303 55 -248 -82% 55 55 55 55
Audit Fees (12200/12210-7000) 56 56 55 55 - - 55 55 55 55
Salaries (multiple) 1,509 1,517 1,494 1,590 96 6% 1,666 1,709 1,750 1,794
Salaries Recovery (12200/12210-5400) -255 -261 -261 -269 -8 3% -277 -286 -295 -302
TOTAL FINANCE 1,357 1,361 1,591 1,430 -160 -10% 1,498 1,533 1,565 1,601
CFS – FINANCE
Maple Ridge Financial Plan 2016 - 2020 196 | P a g e
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Grants in Lieu (multiple) -2,422 -2,453 -2,413 -2,463 -51 2% -2,514 -2,561 -2,586 -2,586
Interest Paid on Tax Prepayment (16000-4001) 59 55 100 70 -30 -30% 70 70 70 70
Parcel Charges - Blue Box (16000-4011) -1,010 -1,034 -1,014 -1,039 -25 3% -1,079 -1,119 -1,162 -1,205
Parcel Charges - Recycling (16000-4010) -856 -863 -863 -865 -2 - -897 -931 -966 -1,003
Taxes - General (16000-4000) -66,207 -68,825 -68,835 -72,523 -3,688 5% -76,581 -80,629 -84,855 -89,305
TOTAL FIN SERVICESS-TAX REVENUE -70,435 -73,120 -73,024 -76,820 -3,796 5% -81,001 -85,171 -89,498 -94,029
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Appropriation of Surplus (10000-9010) 51 150 149 70 -79 -53% 29 64 183 643
Other 76 510 1,227 339 -888 -72% 541 770 997 1,253
Transfer in from Reserve for Committed Projects -6,340 -5,855 -5,677 -107 5,571 -98% -2 -102 -2 -2
Transfer to Capital Funds (multiple) 1,870 1,263 4,073 3,055 -1,017 -25% 4,130 2,856 3,309 3,488
Transfers In (multiple) -8,805 -9,580 -9,514 -9,375 139 -1% -9,019 -8,284 -8,391 -8,580
Transfers Out (multiple) 26,802 29,174 20,399 19,297 -1,101 -5% 19,655 22,248 23,206 23,847
TOTAL FISCAL SERVICES-TRANSFERS 13,654 15,661 10,656 13,281 2,625 25% 15,334 17,552 19,301 20,648
Financial Plan – Fiscal - Debt
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Debt - Interest (multiple) 1,965 1,834 2,105 1,970 -135 -6% 1,831 1,741 1,618 1,499
Debt - Principal (multiple) 2,673 2,764 3,383 3,476 94 3% 3,574 3,072 3,150 3,232
Overdraft Interest (12400-9060) 174 141 30 30 - - 30 30 30 30
TOTAL FISCAL SERVICES-DEBT 4,813 4,740 5,517 5,476 -41 -1% 5,435 4,843 4,798 4,760
Financial Plan – Financial Services - Grants
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Prov. Grant (Conditional) (10000/12400-102-4252) -1,095 -1,199 -1,100 -1,100 - - -1,100 -1,100 -1,100 -1,100
Prov. Grant (Unconditional) (10000-102-4253) -532 -954 -942 -942 - - -942 -942 -942 -942
TOTAL FIN SERVICES-GRANTS -1,627 -2,153 -2,042 -2,042 - 0% -2,042 -2,042 -2,042 -2,042
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Admin Fee (15000/30000-4100) -56 -61 -46 -47 -1 2% -48 -49 -50 -51
Auction Proceeds (15000-4410) -15 -15 -7 -7 - - -7 -7 -7 -7
Contributions from Others (10000-4820) -116 - - - - - - - - -
Fees (multiple) -13 -10 -8 -8 - - -8 -8 -8 -8
Gain/Loss - Property 4 Resale (15000-4298) -1 -1,051 -4,250 -1,500 2,750 -65% -1,500 -1,500 -1,500 -1,000
Information Fees (15000-4280) -133 -167 -120 -120 - - -120 -120 -120 -120
Interest on A/R (10000/15000-4290) -324 -294 -215 -260 -45 21% -275 -290 -305 -320
Investment Interest (10000/15000-4295) -1,432 -1,381 -1,150 -1,165 -15 1% -1,180 -1,195 -1,210 -1,225
Miscellaneous Income (15000-4390) -65 -56 -50 -50 - - -50 -50 -50 -50
Municipal Plate Fees (15000-4221) -24 -24 -22 -22 - - -22 -22 -22 -22
Surplus (15000-4520) - -613 -842 -810 32 -4% -676 -629 -500 -500
Tax Penalties (15000-4440) -740 -716 -695 -730 -35 5% -765 -800 -835 -835
TOTAL FIN.SRV-OTHER REV -2,920 -4,390 -7,405 -4,719 2,686 -36% -4,651 -4,670 -4,607 -4,138
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2016 - 2020 197 | 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 experienc e 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.
2016 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,
reinvigorate the IT Steering Committee, develop the IT
Strategic Plan, work with the Open Government Task
Force to architect Open Governance Framework, work
with departments to expand the collection and analysis
of corporate data to address business issues, develop
micro apps to further enhance the customer
experience, further enhance security policies, practices
and procedures through a formalized security group
and continue the program of hiring a BCIT practicum
student within the GIS area.
We will continue to deliver a robust, reliable and
flexible infrastructure upon which a variety of
technology solutions can be layered so that citizens and
City staff can do business with and complete their work
in an efficient manner from anywhere at any time.
In the area of customer service we will develop a
plan to implement and support the public use thereof
through the Laserfiche public portal, further enhance
Service Desk application capabilities (i.e. automation/
knowledge base/analytics), further automate desktop
and application deployments, knowledge transfer for
scriptable fixes and further develop practices and
procedures to enhance the customer experience.
We will work with business units to develop
technology solutions that will enable them to meet
business objectives and deliver an excellent customer
experience to our citizens. This will include recreation
software replacement, records management software,
micro apps, assessment of enterprise systems, growing
GIS services and architecture, deployment of electronic
ticketing service, working with CDPR as they transition
out of the joint Parks & Leisure Services Agreement and
working with Human Resources to streamline time
entry.
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2016 - 2020 198 | P a g e
Organization Chart
Director of
Information
Technology
Business Systems
Analyst
Network Support
Specialist
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 2015 2016 2017 2018 2019 2020
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 2.0 1.0 1.0 1.0 1.0 1.0
Senior Analyst Programmer 2.0 1.0 1.0 1.0 1.0 1.0
Network Analyst 2.0 3.0 3.0 3.0 3.0 3.0
Systems Analyst 2 2.0 3.0 3.0 3.0 3.0 3.0
Systems Analyst 1 1.0 - - - - -
Help Desk Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Computer Support Specialist 1.0 2.0 2.0 2.0 2.0 2.0
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 2016 - 2020 199 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Consulting (12310-7005) 37 14 32 32 - - 32 32 32 32
Equipment Maintenance (12310-8030) 5 2 29 15 -14 -48% 15 15 15 15
Other Expenses (multiple) 18 19 22 13 -9 -41% 13 13 13 13
Salaries (12310-5500) 1,510 1,411 1,461 1,504 43 3% 1,543 1,585 1,625 1,667
Salaries Recovery (12310-5400) -250 -250 -250 -250 - - -250 -250 -250 -250
Software Maintenance (12310/12320-7070) 706 723 803 864 61 8% 916 968 1,019 1,074
Supplies (12310-6300) 15 22 15 15 - - 15 15 15 15
Utilities - Telephone (12000/12310-6520) 156 145 117 131 14 12% 131 131 131 131
TOTAL INFORMATION TECHNOLOGY 2,197 2,087 2,228 2,323 95 4% 2,415 2,508 2,600 2,697
Capital Works Program – Information Technology
CAPITAL LISTING BY SECTION & DESCRIPTION 2016 2017 2018 2019 2020
Technology
Asset Management Phase 1 - - - 500 -
Asset Management Phase 2 - - - - 500
Cable Replacements (FH2 and FH3) 20 - - - -
Card Scanning Project - 17 - - -
Class Software 150 150 - - -
Corporate Scanning Project - 81 - - -
Disaster Recovery Infrastructure - 97 - - -
Equip Purchase - Info Serv 348 444 603 1,114 721
GIS Infrastructure Package - - 75 - -
ICR Scanning Software - 16 - - -
Implement RFID - 65 - - -
Increase Throughput for Remote Sites 60 - - - -
Infrastructure Growth 50 50 50 50 50
Management Reporting Software Phase 2 - 40 - - -
Mobile Application Development 35 35 35 35 35
Networking Testing Equip 50 - - - -
Online Services - - - 100 -
Open Data Government Infrastructure 75 - - - -
Primary Nimble Array 150 - - - -
Purchase Order Technology - 50 - - -
Replace FTP with Dropbox 20 - - - -
Review Backup Strategy - 30 - - -
Testing and Development Equipment 35 - - - -
Upgrade Live Streaming Infrastructure - 40 - - -
Video Production and Conferencing - - 43 - -
Virtual Hardware - 100 - - -
Voting Software 69 - - - -
Website Redesign Phase 2 - 72 - - -
Wireless Hardware - Software - Infrastructure 35 - - - -
Technology 1097 1287 806 1799 1306
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2016 - 2020 200 | P a g e
Services Provided
Our MISSION STATEMENT says what we do –
Protect Life, Property and the Environment.
We do this to the best of our ability with paid-on-call
firefighters, career firefighters, chief officers and
administrative support staff through:
Operations
Fire Prevention
Public Education
We rely heavily on cross-training and good
communication to ensure that the Department
functions safely, effectively and efficiently. In addition
to administrative duties, chief officers assume the role
of Duty Chief which involves responding to all serious
incidents 24-hours-a-day, on a rotational basis.
To assist us, we leverage the expertise in many
other departments: Bylaws, RCMP, Operations,
Information Technology and Planning.
Our MOTTO states how we will do our jobs,
“EVERYONE goes home” is on the inside of the truck
bay doors.
It is the last thing that the firefighter sees as they
leave the halls.
It is our commitment to ourselves, our first
responders partners and our citizens.
Everyone should go home!
2016 Workplan Emphasis
In our 2016 workplan we will continue work on the
following important areas:
We will maintain the standards set out in the Fire
Department Master Plan to reduce the severity of fires
and emergencies through rapid response times, while
supporting the Fire Department composite model.
As always, we will reduce the number and
seriousness of emergency incidents through a
continuing program of fire and life safety inspections
and public fire safety education to all elementary school
students.
In order to assist us with achieving the above we
will work towards the construction of Fire Hall No. 4 to
better accommodate emergency calls in the
Albion/Cottonwood area.
Additionally, with the conclusion of our training
contract with the Justice Institute of British Columbia
we have a need to expedite the construction of the
training center at Fire Hall No.4 to maintain training
levels.
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2016 - 2020 201 | P a g e
Performance Measurement
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Maple Ridge Financial Plan 2016 - 2020 202 | P a g e
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Organization Chart
Fire Chief/
Director
Administrative
Assistant
Protective
Services
Clerk
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
Clerk 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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 40.0 40.0 40.0 40.0 40.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Clerk 2 - 1.0 1.0 1.0 1.0 1.0
Protective Services Clerk 2.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 60.0 63.0 63.0 63.0 63.0 63.0
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2016 - 2020 214 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fees (22000-4220) -46 -61 -50 -50 - - -50 -50 -50 -50
Micelaneous Income -6 - - - - - - - - -
Sale of Service (multiple) -34 -45 - - - - - - - -
Total Revenue -86 -105 -50 -50 - - -50 -50 -50 -50
Expense
Contract (22000-7007) 124 132 128 135 7 5% 136 139 141 145
Equipment (22000/22075-7340) 174 116 192 184 -7 -4% 184 184 184 184
Equipment Maintenance (22000-8030) 49 55 102 78 -24 -24% 78 78 78 78
Other Exp (multiple) 39 41 42 42 - - 42 42 42 42
Insurance (22000-6210) 31 42 53 54 1 2% 55 56 56 56
Operating Repairs (22000-8080) 256 277 141 191 50 35% 241 291 291 291
Professional Fees - Other (22000-7050) 55 45 68 51 -18 -26% 51 51 51 51
Program Costs (multiple) 146 88 126 105 -21 -17% 96 96 96 96
Salaries (multiple) 7,671 8,694 8,752 8,850 98 1% 9,225 9,616 10,023 10,299
Seminars/Prof Meetings/Train'g (22000-6050) 17 15 25 25 - - 25 25 25 25
Service Severance Costs (22000-5150) 67 53 110 110 - - 110 110 110 110
Supplies (multiple) 195 247 229 235 6 3% 237 238 238 238
Vehicle Costs (22000-6430) 186 181 199 205 6 3% 211 216 222 228
Total Expense 9,011 9,987 10,168 10,265 98 1% 10,690 11,142 11,557 11,844
TOTAL FIRE PROTECTION 8,925 9,882 10,118 10,215 98 1% 10,640 11,092 11,507 11,794
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 215 | P a g e
Services Provided
The Ridge Meadows RCMP Detachment is proud to
provide policing services for Maple Ridge and Pitt
Meadows. The Ridge Meadows RCMP have three
strategic goals which are to increase community safety,
increase effectiveness and efficiency and to deli ver
continuous improvement.
The Detachment currently has 121 police officers
in strength, with 96 assigned to Maple Ridge, 22
assigned to Pitt Meadows and 3 funded by the Province
of BC. Maple Ridge also contributes the equivalent of
10 regular members in specialized integrated teams
(Metro Vancouver area).
46 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.
2016 Workplan Emphasis
Police are an integral part of public safety within
our community, including reactive, pro-active and
managing the perception of crime. To improve road
safety, we will continue to increase enforcement and
awareness at our top 10 crash intersections. We will
assist in managing issues relating to homelessness,
addiction and untreated mental illness. We are
committed to implementing an Assertive Community
Treatment Team (ACT) comprised of multi-disciplinary
partners to triage and case manage chronic mental
health cases that do not respond well to traditional
outpatient models. We will deliver a pro-active town
core policing team to focus on crime reduction and
communication with businesses and residents who live
and work in our town center. We will work collectively
with the City on marihuana dispensary pressures and
changing legislation (Local and Federal). Finally we will
provide enhanced reporting to the Business
Improvement Association (BIA).
We continue to focus on 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 and
the 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.
We are committed to continue to refine and seek
improvements in operations and administration. We will
re-organize support staff structure to meet changing
needs and enhance the efficiency of our service
delivery, modernize the Victim Services program,
improve Block Watch communication with
enhancements in social media and inclusion of
“identifiers” in our Crime Map, revitalize the Auxiliary
Constable program, undertake analysis of staff ratios
and shift schedules to provide optimal service delivery
and support Bylaws in implementing an electronic
second-hand dealer reporting software program.
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 enhance
communication and increase reporting accessibility by
adding an online crime reporting feature and
implement a bike registry application. We will continue
to conduct ongoing RCMP financial presentations to our
community through Council.
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 216 | P a g e
Performance Measurement
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 217 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 218 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 219 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 220 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 221 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 222 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 223 | P a g e
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 224 | 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 96.00 RM
Pitt Meadows 22.00 RM
3.00 Prov. Funded RM
Total 121.00
Maple Ridge 8.60 Integrated Teams
Pitt Meadows 2.00 Integrated Teams
Senior Manager of
Police Services
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
0.4 FTE
CPIC Operator
2.5 FTE
PRIME Operator
0.5 FTE
PRIME Reviewer
4 FT
PRIME Records
Assistant
Municipal Reader
3 FT
Information &
Privacy Coordinator
MNI Reviewer
0.6 FTE
Supervisor-
Custodial
Guard
Custodial Guard 2
3 FTE
Custodial Guard 1
2 FTE
Support Services
Supervisor
Information Officer
3 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
Receptionist
1.5 FTE
Volunteer Services
Supervisor
Victim Services
Coordinator
Victim Services
Case Worker
Volunteer Program
Coordinator
Forensic Video
Technician
Crime Analyst
Assistant
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 225 | 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 2015 2016 2017 2018 2019 2020
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 Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Forensic Video Technician 1.0 1.0 1.0 1.0 1.0 1.0
Support Services Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Volunteer Services Supervisor 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
Crime Analyst Assistant — 1.0 1.0 1.0 1.0 1.0
Volunteer Program Coordinator 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
Administrative Support Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Court Liaison Officer Assistant 1.0 0.4 0.4 0.4 0.4 0.4
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 2.5 2.5 2.5 2.5 2.5
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 Reviewer 1.0 0.6 0.6 0.6 0.6 0.6
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 3.0 3.0 3.0 3.0 3.0
Custodial Guard 1 2.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 45.0 46.5 46.5 46.5 46.5 46.5
RCMP Approved Positions 12-13 13-14 14-15 15-16 16-17 17-18 18-19 19-20
Maple Ridge - Regular Contract 87.0 90.0 91.0 96.0 97.0 98.0 99.0 100.0
Maple Ridge - Community Safety Officers 3.0 3.0 3.0 — — — — —
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction 5.2 5.2 4.8 4.7 4.7 4.7 4.7 4.7
Emergency Response Team* 1.7 1.7 1.3 1.2 1.2 1.2 1.2 1.2
Integrated Homicide Investigation Team* 3.0 3.0 2.8 2.7 2.7 2.7 2.7 2.7
Total Maple Ridge 99.9 102.9 102.9 104.6 105.6 106.6 107.6 108.6
Pitt Meadows - Regular Contract 22.0 22.0 22.0 22.0 22.0 23.0 23.0 23.0
Pitt Meadows - Integrated Teams* 2.0 2.0 2.0 2.0 2.0 2.0 2.0 2.0
Provincial 3.0 3.0 3.0 3.0 3.0 3.0 3.0 3.0
Full-Time Equivalent 126.9 129.9 129.9 131.6 132.6 134.6 135.6 136.6
RCMP Contract fiscal year is April – March
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2016 - 2020 226 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fines (21000-4240) -103 -124 -90 -90 - - -90 -90 -90 -90
Lease Revenue (21000-4310) -172 -20 -27 -27 - - -27 -27 -27 -27
Program Fees (21000-4230) - -18 -10 -36 -26 260% -36 -36 -36 -36
Prov. Grant (Conditional) (21000/21150-102-4252) -71 -71 -71 -71 - - -71 -71 -71 -71
Recovery (multiple) -1,047 -1,270 -1,106 -1,164 -58 5% -1,191 -1,216 -1,241 -1,267
Sale of Service (21000-4600/4650) -241 -194 -170 -170 - - -170 -170 -170 -170
Total Revenue -1,634 -1,698 -1,475 -1,558 -84 6% -1,585 -1,611 -1,635 -1,661
Expense
Contract (multiple) 13,860 14,986 16,736 17,411 675 4% 18,109 18,680 19,495 20,201
Auxiliary (21120-7015) 5 5 25 25 - - 25 25 25 25
Other Expenses (multiple) 123 160 142 143 1 - 144 144 145 146
Insurance (21000-6210) 24 23 23 23 - - 23 23 23 23
Maintenance - Buildings (21100-8060) 284 303 327 329 2 1% 331 332 334 335
Other Outside Services (21140/21150-7051) 917 917 917 945 28 3% 973 1,003 1,033 1,064
Salaries (multiple) 3,178 3,106 3,205 3,474 269 8% 3,561 3,652 3,740 3,831
Service Severance Costs (21000/21100-5150) 18 36 29 29 - - 29 29 29 29
Supplies (21000/21100-6300) 64 58 35 35 - - 35 35 35 35
Utilities - Telephone (21100-6520) 46 55 45 45 - - 45 45 45 45
Total Expense 18,520 19,650 21,485 22,459 975 5% 23,274 23,968 24,903 25,735
TOTAL POLICE SERVICES 16,886 17,952 20,010 20,901 891 4% 21,689 22,357 23,268 24,074
PUBLIC WORKS & DEVELOPMENT SERVICES
Maple Ridge Financial Plan 2016 - 2020 227 | 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
maintenance of municipal utility and street
infrastructure. A summary of some of the 2015
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 2016-2020 planning period.
The subsequent pages in the PWDS section will
provide information on the departments reporting to
this Division, including staffing, 2016 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 2015 Division Accomplishments
• Phase 1 of Abernethy (128 Avenue) expansion
commenced.
• Hammond Area Plan Phases 1 and 2.
• Tree Protection Bylaw adopted.
• Capital Projects: 104 Ave. (244 St. to 245 St.)
Habitat, 128 Ave. Phase I (210 St. to 216 St.), 132
Ave. Multi-purpose Pathway, 2015 Paving Program,
203 St. Design (Dewdney to Powell Ave.), 226 St.
Road Improvements, 240 St. Road Improvements,
240 St. (102 Ave. to 104 Ave.), Abernethy Phase 1,
Culvert Replacements, Fern Cr. Conceptual Design,
Selkirk Ave. (225 St. to 226 St.), South Alouette
Floodplain Analysis and Traffic Calming.
• Public open houses allowed for input: Agricultural
Plan, Albion Flats, Commercial Industrial Strategy,
Environmental Management Strategy, Hammond
Area Plan, Housing Action Plan, Latecomer Policy,
Tree Management & Protection Bylaw, Transportation
Plan and Zoning Bylaw.
• Co-hosted Builders Forum.
• Emergency Response Planning.
• Master Planning Initiatives, including: Water, Sanitary
Sewer, Integrated Stormwater Management Plans –
major catchments, Pavement Management and
Strategic Transportation Plan implementation.
• Improvement in development processing turnaround
times.
• Large number (44) of traffic calming evaluations.
• Commercial/Industrial Strategy implementation plans
endorsed.
• City-wide Amenity Contribution Report.
• Superfluous School Sites and School Capacity
presentation.
• Smooth transition to the new Multi Material BC
(MMBC) program, while maintaining existing service
levels.
Efficiencies & Effectiveness Highlights
• Alternative funding sources secured through senior
agencies.
• Full implementation of inter-municipal Business
Licence Program.
• Mobile printers. The ability to print key letters/
notices/standard correspondence in the Bylaw
vehicles adds to overall efficiencies.
• Old outdated bylaws are continually updated and re-
drafted to keep in line with current legislation and
specific municipal concerns.
• Lifecycle analysis of asset purchase and disposal
including optimization of useful life and disposal
value.
• Vehicle radio network provides communication
reliability and GPS location technology.
• Purchase of hybrid and electric vehicles over the past
nine years has reduced gasoline consumption. Life
cycle has been better than predicted and replace-
ment costs have reduced.
• Continue to develop recycling program for printed
paper and packaging with Multi Material BC.
• Baler replacement at the Recycling Depot has
allowed for higher density bales and quicker baling
cycle time.
Business Perspective/Environmental Scan
• Positive feedback from public on infrastructure
improvements.
• Speed of communication tools has heightened public
expectations on response times.
• Development activity remains strong. High volume of
applications.
• There is a need to secure funding from senior
agencies to complete major projects.
• Public consultation remains at the forefront of capital
projects. The Division will continue to build on
previous successful public consultation processes to
ensure residents are engaged and informed.
• The anticipated transition to the legalization of
marijuana will require careful management.
• Comprehensive asset maintenance of infrastructure
including roads, street superstructure, sanitary
sewers, storm sewers, watermains, reservoirs and
pump stations including end of life replacement and
funding projections.
• Erratic climate conditions provide for considerable
uncertainty.
• Currency valuations (USD-CDN) are impacting vehicle
replacement costs.
• Complexity of development applications continues to
increase; requires more research; legal input and
infill projects are proving to be time consuming.
• Metro Vancouver are considering opening the waste
transfer station on statutory holidays. This could
impact the Recycling Society’s operation.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 228 | 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. The people in the
Division strive to provide excellent customer service
and present a business friendly ‘How Can I Help?’
approach.
The Division continues to work with its partners
such as the Urban Development Institute, and Greater
Vancouver Homebuilders Association and the
Downtown Business Improvement Association to
ensure its processes align with ‘Best Practices’. The
Division sees public consultation being at the forefront
of its activities and continues to build a successful
public consultation process to engage and inform
residents.
2016 Workplan Emphasis
The Division 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.
Through the adopted Transportation Plan the
provision of a multimodal transportation system to
Maple Ridge is planned by incorporating priority
projects into the annual budget: preparing projects for
proposed Federal infrastructure grants and working
with the Provincial Ministry of Transportation and
Highways (MOTH) to advance improvements on Haney
Bypass.
Infrastructure improvements through capital
projects will be provided throughout the City. This
includes roads, water, sewer, drainage, pedestrian,
cycling and other infrastructure upgrades.
We will work with other divisions to develop an
implementation schedule for items approved by Council
from the list of recommendations by the Mayors Open
Government Task Force.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2016 - 2020 229 | 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 2015 2016 2017 2018 2019 2020
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 2016-2020 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)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Conventions & Conferences (31010-6051) 33 27 29 29 - - 29 29 29 29
Legal (31010-7030) 40 57 - - - - - - - -
Memberships (multiple) 27 27 18 18 - - 18 18 18 18
Salaries (31010/32020-5500) 301 321 292 340 48 17% 335 409 482 555
Supplies (31010/32000-6300) 9 4 4 4 - - 4 4 4 4
TOTAL PWDS-ADMIN 409 436 342 391 48 14% 386 459 532 606
PWDS – ENGINEERING
Maple Ridge Financial Plan 2016 - 2020 230 | 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. This is largely achieved through the
development of Master Plans.
Once identified, capital projects are developed for
consideration in the City’s Financial Plan. Staff oversee
those projects through conception, design, tendering,
construction and administration for roads, sewers,
drainage and water works. The master studies are also
considered as part of the 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.
The Engineering Department works in close
cooperation with other departments within the City.
Engineering Department staff also provide information
and technical expertise to internal City committees as
well as a number of external regional committees.
2016 Workplan Emphasis
The total replacement value of the infrastructure
assets is $1.4 billion and is comprised of assets such
as roads, watermains, sanitary sewers, drainage
systems, pump stations, dykes and buildings at all
stages of their lifecycles. The Department will complete
the Drinking Water Master Plan update and prepare
recommendations for Council consideration on
universal water metering; complete Integrated
Stormwater Management Plans for Kanaka and South
Alouette Watersheds; review need and scope of
infrastructure improvement projects identified in high-
level master plans; develop a strategic framework for
asset management and review the existing Maple Ridge
Dyking District Agreement with Pitt Meadows and
identify any required revisions.
We will continue with transportation and traffic
management initiatives by implementing pedestrian
and cycling facilities as identified in the Strategic
Transportation Plan. This includes reviewing and
implementing pedestrian crossing safety measures at
existing multi-lane crosswalks as needed and working
with School District No. 42 elementary schools to
provide bicycle training and road safety programs.
We will implement the annual Capital Works Plan
and continue to enhance project delivery of all
components through a review of the procurement
process.
PWDS – ENGINEERING
Maple Ridge Financial Plan 2016 - 2020 231 | P a g e
Performance Measurement
PWDS – ENGINEERING
Maple Ridge Financial Plan 2016 - 2020 232 | P a g e
PWDS – ENGINEERING
Maple Ridge Financial Plan 2016 - 2020 233 | P a g e
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
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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
Drafting Supervisor 1.0 1.0 1.0 1.0 1.0 1.0
Traffic & Transport Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist – Projects 1.0 1.0 1.0 1.0 1.0 1.0
Engineering Technologist 1 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 2.0 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
Full-Time Equivalent 27.0 27.0 27.0 27.0 27.0 27.0
PWDS – ENGINEERING
Maple Ridge Financial Plan 2016 - 2020 234 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Collections (32100-4130/4131) -5 -5 - - - - - - - -
Fees (multiple) -357 -327 -335 -335 - - -344 -354 -364 -364
Permits (32100/33100-4445) -44 -67 -10 -10 - - -10 -10 -10 -10
Sales (multiple) -321 -479 -525 -525 - - -525 -525 -525 -525
Soil Deposit Fees (32100-4219) -44 -65 - - - - - - - -
Total Revenue -771 -943 -870 -870 - - -879 -889 -899 -899
Expense
Consulting (32100-7005) 37 56 86 86 - - 86 86 86 86
Other Outside Services (32100-7051) 6 5 10 10 - - 10 10 10 10
Salaries (multiple) 2,365 2,636 2,749 2,820 71 3% 2,895 2,974 3,049 3,128
Salaries Recovery (32100-5400) -1,148 -1,221 -1,250 -1,279 -29 2% -1,313 -1,346 -1,378 -1,411
Service Severance Costs (32100-5150) 30 -11 35 35 - - 35 35 35 35
Supplies (multiple) 42 65 50 50 - - 50 50 50 50
Vehicle Charges (32100-7400) 77 89 70 72 2 3% 74 76 79 81
Total Expense 1,409 1,619 1,749 1,794 44 3% 1,837 1,885 1,931 1,978
TOTAL ENGINEERING 638 676 879 924 44 5% 957 996 1,032 1,079
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2016 - 2020 235 | P a g e
Services Provided
The Licences, Permits & Bylaws Department
contributes to the corporate vision by identifying policy
initiatives that enhance Maple Ridge’s “business
friendly” approach by pursuing compliance of City
bylaws in a fair and consistent manner; ensuring that
all construction works carried out within the City comply
with the conditions detailed within the Maple Ridge
Building Bylaw by providing excellent customer service.
The Department works closely with development
and building communities through participation on the
Development Liaison Committee and by hosting
Builders’ Forums.
The Department works closely with the Economic
Development Department issuing business licences
and providing enhanced customer service.
The Department administers the dog licence
program and works with the BCSPCA with regard to
animal welfare.
2016 Workplan Emphasis
We will review the delivery of permit documentation
on the City website to ensure the required and assistive
documentation is available in a format and arrange-
ment that ensures applicants of all experiences can
readily access and complete the documentation
necessary to make a successful application.
Best practices will be implemented when working
with the development and building communities. We
will continue to liaise with business licence applicants
to provide direct assistance when requested. The
Department will also review the Taxi Bylaw, seek to
enhance online services and report on the adjudication
process utilized in other communities.
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2016 - 2020 236 | P a g e
Performance Measurement
PWDS – LICENCES, PERMITS AND BYLAWS
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PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2016 - 2020 240 | 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
4.5 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 2015 2016 2017 2018 2019 2020
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 4.0 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 4.5 5.0 5.0 5.0 5.0
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 31.5 32.0 32.5 32.5 32.5 32.5
PWDS – LICENCES, PERMITS AND BYLAWS
Maple Ridge Financial Plan 2016 - 2020 241 | P a g e
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Other Revenue (multiple) -39 -8 -15 -15 - - -15 -15 -15 -15
Permits (24000-4445) -2,037 -3,035 -1,734 -1,734 - - -1,786 -1,840 -1,895 -1,895
Total Revenue -2,076 -3,043 -1,749 -1,749 - - -1,801 -1,854 -1,910 -1,910
Expense
Other Expenses (multiple) 4 4 7 7 - - 7 7 7 7
Salaries (24000/24010-5500) 1,547 1,719 1,639 1,693 54 3% 1,738 1,785 1,831 1,878
Supplies (24000-6300) 57 53 41 41 - - 41 41 41 41
Utilities - Telephone (24000-6520) 5 4 7 7 - - 7 7 7 7
Vehicle Charges (24000-7400) 60 65 64 66 2 3% 68 69 71 73
Total Expense 1,673 1,845 1,757 1,813 56 3% 1,860 1,909 1,957 2,006
TOTAL INSPECTIONS -403 -1,198 8 64 56 697% 59 55 47 97
Financial Plan – Licences & Bylaws
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015.
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Administration Fee (25000-4651) -6 4 -5 -5 - - -5 -5 -5 -5
Business Licences (53300-4342) -607 -609 -610 -610 - - -610 -610 -610 -610
Fees (27000-4220) -69 -64 -55 -55 - - -55 -55 -55 -55
Fines (multiple) -98 -82 -63 -63 - - -63 -63 -63 -63
Licences (26000-4340) -313 -314 -270 -255 15 -6% -255 -255 -255 -255
Recovery - Other (25000-4372) - - - - - - - - - -
Total Revenue -1,094 -1,066 -1,003 -988 15 -1% -988 -988 -988 -988
Expense
Contract (multiple) 334 339 397 408 11 3% 384 395 407 419
Legal (53300-7030) 42 15 - - - - - - - -
Other Expenses (multiple) 3 9 6 6 - - 6 6 6 6
Salaries (multiple) 1,134 1,053 1,138 1,202 64 6% 1,273 1,305 1,337 1,369
Supplies (multiple) 48 56 35 35 - - 35 35 35 35
Utilities - Telephone (25000-6520) 9 10 7 7 - - 7 7 7 7
Vehicle Charges (25000-7400) 66 60 37 38 1 3% 39 40 41 43
Total Expense 1,637 1,540 1,620 1,695 76 5% 1,744 1,789 1,833 1,879
TOTAL LICENCES & BYLAWS 543 474 617 708 91 15% 756 801 845 891
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 242 | 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 at a minimum cost to taxpayers
in a manner as responsive to their needs as possible.
2016 Workplan Emphasis
The Operations Centre focusses on maintaining our
existing infrastructure. This year there will be paving
renewal projects at 15 locations throughout Maple
Ridge. The City will be constructing two new buildings at
the existing Operations Center to assist in meeting the
needs of our growing community while providing
protection for the City’s assets.
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 243 | P a g e
Performance Measurement
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 244 | P a g e
PWDS – OPERATIONS CENTRE
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PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 246 | P a g e
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 247 | P a g e
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 248 | P a g e
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 249 | P a g e
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 250 | P a g e
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 251 | P a g e
Organization Chart
Director of
Engineering
Operations
Superintendent of
Roads & Fleet
Fleet System
Technician
Supervisor 3
Supervisor 2
Supervisor 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
Trades
Supervisor
Tradesperson 2
Mechanic
2 FT
Apprentice
Mechanic
Superintendent of
Sewerworks
Engineering
Technologist 1
Supervisor 3
Equipment
Operator 5
Supervisor 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
Supervisor 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
Supervisor 3
Water System
Operator
Meter Maintenance
Worker
Supervisor 2
Equipment
Operator 4a
Maintenance
Worker Utilities
4 FT
Equipment
Operator 4a/
Truck Driver 3
Labourer
2.5 FT
Water Maintenance
Worker
3 FT
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2015 2016 2017 2018 2019 2020
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 Supervisor 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
Supervisor 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
Supervisor 2 5.0 5.0 5.0 5.0 5.0 5.0
Supervisor 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 2.0 2.0 2.0 2.0 2.0 2.0
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 252 | P a g e
Position 2015 2016 2017 2018 2019 2020
Equipment Operator 4A 3.0 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 15.5 15.5 15.5 15.5 15.5 15.5
Truck Driver 3 1.0 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
Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Contributions from Others (30000-4820) -22 -5 -30 -30 - - -30 -30 -30 -30
Federal Grant (Conditional) (30000/33100-4250) -271 -271 - - - - - - - -
Fees (39000-4220/4120) -46 -13 -10 -10 - - -10 -10 -10 -10
Fuel Sales (33200-7361) -367 -316 -469 -482 -13 3% -495 -507 -520 -534
GVTA Grant - Uploaded Roads (33100-4260) -375 -855 -1,171 -1,171 - - -1,171 -1,171 -1,171 -1,180
Preservice Fees (35300-4460) - -4 -26 -26 - - -26 -26 -26 -26
Prov. Grant (Unconditional) (33100-4253) -18 -75 - - - - - - - -
Total Revenue -1,099 -1,539 -1,705 -1,718 -13 1% -1,731 -1,744 -1,757 -1,780
Expense
Committee Costs (33100-6045) - - 10 10 - - 10 10 10 10
Contract (35000-7007) 20 26 28 27 - - 27 27 27 27
Environmental Costs (33100-6320) 9 3 20 20 - - 20 20 20 20
Equipment Maintenance (30000-8030) 694 714 562 572 9 2% 578 585 592 600
Fuel (33200-7360) 860 740 973 1,000 27 3% 1,027 1,054 1,081 1,108
Insurance (multiple) 129 171 179 184 5 3% 189 194 199 199
Maintenance - General (multiple) 4,433 4,850 5,188 5,354 166 3% 5,476 5,618 5,759 5,913
Salaries (multiple) 1,469 1,379 1,299 1,336 37 3% 1,370 1,406 1,441 1,477
Special Projects (33100-6385) 240 141 1,605 515 -1,090 -68% 495 515 495 560
Supplies (multiple) 81 97 93 94 1 1% 95 97 99 101
Training (33100-6400) 42 39 24 24 - - 24 24 24 24
Vehicle Chgs Contra (Mtce) (33200-7405) -1,666 -1,670 -1,344 -1,372 -28 2% -1,400 -1,429 -1,458 -1,458
Vehicle Chgs Contra (Replacmt) (33200-7410) -1,568 -1,713 -1,342 -1,410 -68 5% -1,478 -1,533 -1,591 -1,616
Total Expense 4,744 4,776 7,295 6,355 -941 -13% 6,435 6,589 6,698 6,966
TOTAL OPERATIONS 3,645 3,237 5,590 4,636 -954 -17% 4,704 4,845 4,941 5,187
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 253 | P a g e
Financial Plan – Private Service
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Access Culverts (33300-4481) -71 -28 - - - - - - - -
Curb Let Down/Rd Extension (33300-4160) -11 -11 -37 -37 - 1% -38 -38 -38 -38
Private Xing /Frontage /Storm (33300-4480) -55 -33 -72 -73 -1 2% -74 -74 -75 -75
TOTAL PRIVATE SERVICE -136 -72 -109 -111 -1 1% -112 -112 -112 -112
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Investment Interest (60000-4295) -126 -133 -63 -63 - - -63 -63 -63 -63
Parcel Charges (61000-4420) -851 -864 -862 -879 -17 2% -893 -906 -920 -933
Private Service Connections (multiple) -44 -20 -97 -99 -2 2% -101 -101 -101 -101
Sale of Service (61000-4600) -269 -296 -310 -324 -14 4% -335 -347 -359 -372
Sales (61000-4510) -7,883 -8,444 -8,349 -8,788 -439 5% -9,241 -9,717 -10,218 -10,744
Total Revenue -9,174 -9,757 -9,681 -10,153 -472 5% -10,632 -11,134 -11,661 -12,214
Expense
Admin Fees (61000-101-6005) 3,256 3,417 3,303 - -3,303 -100% - - - -
Appropriation of Surplus (61000-9010) 567 1,485 1,485 1,541 56 4% 1,394 2,346 2,486 2,867
Connections - Preservice (61000-8011) 8 8 14 14 - 1% 14 14 14 14
Contract (64000-7007) 1,991 2,089 2,202 5,661 3,459 157% 5,831 6,006 6,186 6,372
Contribution to own Reserves (64000-9020) 257 318 -452 - 452 -100% - - - -
Insurance (61000-6210) 49 52 58 57 -1 -2% 57 57 57 57
Maintenance - Buildings (62000-8060) 327 348 299 306 7 2% 313 320 327 335
Maintenance - General (62000/63000-8056) 251 391 384 401 17 5% 418 436 454 473
Other Expenses (multiple) 61 55 66 67 2 2% 69 70 71 72
Salaries (61000-5500) 292 268 320 331 11 3% 339 348 356 365
Salary Transfers (61000-5450) 634 669 669 683 14 2% 698 713 728 743
Service Severance Costs (60000-5150) 6 -21 8 8 - - 8 8 8 8
Small Tools & Equipment (61000-7390) 21 19 11 11 - 2% 12 12 12 12
Special Projects (61000-6385) 255 143 702 70 -632 -90% 195 195 195 195
Total Expense 7,975 9,242 9,070 9,151 82 1% 9,349 10,525 10,896 11,514
Transfers
Transfer to Capital Funds (multiple) 149 207 657 922 266 40% 1,203 528 684 620
Transfers Out (multiple) 65 84 80 80 - - 80 80 80 80
Total Transfers 215 291 737 1,002 266 36% 1,283 608 764 700
TOTAL SEWER UTILITY -984 -225 125 - -124 -100% - - - -
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2016 - 2020 254 | P a g e
Financial Plan – Water Utility
All figures represent $’000 (thousands)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Federal Grant (Conditional) (multiple) - - - - - - - - - -
Fines (71000-4240) -32 -34 -18 -18 - - -18 -18 -18 -18
Investment Interest (70000-4295) -168 -170 -80 -80 - - -80 -80 -80 -80
Parcel Charges (71000-4420) -139 -122 -113 -123 -10 9% -128 -134 -140 -146
Private Connection (multiple) -573 -446 -273 -276 -3 1% -279 -280 -280 -280
Sale of Service (71000-4600) -3,354 -3,652 -3,343 -3,494 -150 5% -3,651 -3,815 -3,987 -4,166
Sales (71000-4510) -9,884
-
10,500
-
10,714
-
11,364 -650 6%
-
12,054
-
12,785
-
13,561
-
14,384
Total Revenue
-
14,150
-
14,924
-
14,541
-
15,355 -813 6%
-
16,210
-
17,112
-
18,066
-
19,075
Expense
Appropriation of Surplus (71000-9010) 179 658 658 2,013 1,355 206% 2,308 3,716 4,398 4,850
Connections - Preservice (71000-8011) 51 61 20 21 - 1% 21 21 21 21
Contribution to own Reserves (74000-9020) 1,163 566 -1,006 - 1,006 -100% - - - -
Contribution to Self-Insurance (74000-9021) 5 7 7 7 - - 7 7 7 7
Debt - Interest (multiple) - - 273 273 - - 273 273 273 273
Debt - Principal (multiple) - - 570 570 - - 570 570 570 570
Insurance (71000-6210) 43 45 42 41 -1 -3% 41 41 41 41
Insurance-Adj Fee / Deductible (71000-6211) - - 5 5 - - 5 5 5 5
Maintenance - General (70000/72000-8056) 1,509 1,757 1,418 1,454 36 3% 1,495 1,538 1,581 1,624
Meter Reading (71000-8049) 17 18 16 15 - -3% 16 16 16 17
Other Expenses (multiple) 21 20 21 21 - - 21 21 21 21
Other Outside Services (71000-7051) 3 3 5 5 - - 5 5 5 5
Purchases (71000-7380) 7,234 7,633 9,056 7,999 -1,057 -12% 8,237 8,502 8,773 9,051
Radio & Communications (71000-6340) 9 8 10 11 - 2% 11 11 11 12
Salaries (71000/72000-5500) 495 342 573 584 11 2% 596 608 621 633
Salary Transfers (71000-5450) 901 943 943 963 21 2% 986 1,009 1,032 1,054
Service Severance Costs (70000-5150) 7 6 10 10 - - 10 10 10 10
Small Tools & Equipment (71000-7390) 34 33 28 29 1 2% 30 30 31 32
Special Projects (71000-6385) 3,372 3,638 3,735 35 -3,700 -99% 15 15 15 15
Total Expense 15,042 15,738 16,384 14,054 -2,328 -14% 14,645 16,397 17,430 18,240
Transfers
Transfers In (multiple) -2,619 -2,890 -3,294 -570 2,724 -83% -570 -570 -570 -570
Transfer to Capital Funds (multiple) 859 1,337 1,429 1,859 430 30% 2,123 1,273 1,194 1,393
Transfers Out (multiple) 67 92 12 12 - - 12 12 12 12
Total Transfers -1,694 -1,462 -1,853 1,301 3,154 -170% 1,565 715 636 835
TOTAL WATER UTILITY -802 -648 -10 - 13 -100% - - - -
PWDS – PLANNING
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Services Provided
The Planning Department supports Council’s
direction 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. The Department
also supplies information and works closely with
external agencies (e.g. Agricultural Land Commission,
Metro Vancouver).
The Department also has environmental specialists
who together with Planners and Engineers are working
so 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 direction
and 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.
2016 Workplan Emphasis
The Planning Department is largely 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; Commercial/Industrial Strategy
implementation; Environmental Management Strategy
implementation, Climate Change Action Strategy
update, Housing Action Plan implementation,
Transportation Plan implementation and Agricultural
Plan implementation.
Financial decisions directly affect our family,
friends, neighbours and the community. It is our
privilege to strive for the best value for each taxpayer
dollar. We will work with the community to substantially
complete the Hammond Area Plan, undertake a
Planning Fees & Charges review, participate on the UDI
Liaison Committee, implement Council’s Fiscal Impact
Analysis Model for key development proposals,
implement Council direction originating from the
Mayor’s Open Government Task Force and prepare a
Local Area Service Bylaw Discussion Paper.
PWDS – PLANNING
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Performance Measurement
PWDS – PLANNING
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PWDS – PLANNING
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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
3 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 2015 2016 2017 2018 2019 2020
Director of Planning 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Development & Environmental 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 3.0 3.0 3.0 3.0 3.0
Planner 2 5.0 6.0 6.0 6.0 6.0 6.0
Planner 1 1.0 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 3.0 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 20.0 21.0 21.0 21.0 21.0 21.0
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
PWDS – PLANNING
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Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Applic Fees - ALR (53110-4123) -1 -1 -6 -6 - - -6 -6 -6 -6
Applic Fees - Dev Permit (53110-4124) -106 -120 -161 -161 - - -165 -170 -176 -176
Applic Fees - OCP (53110-4121) -17 -2 -7 -7 - - -7 -7 -7 -7
Applic Fees - Subdivision (53110-4122) -117 -102 -116 -116 - - -119 -123 -126 -126
Application Fees (53110-4120) -121 -115 -115 -116 - - -119 -123 -126 -126
Erosion Sediment Contrl Permit (53110-4127) -5 -9 - - - - - - - -
Fees - Temp Ind/Comm Permit (53110-4125) -57 -30 -5 -5 - - -5 -5 -5 -5
Sales (53110-4510) -4 -42 -11 -109 -98 867% -110 -110 -110 -110
Total Revenue -428 -420 -420 -518 -98 23% -530 -543 -557 -557
Expense
Committee Costs (53110/53120-6045) 34 10 57 22 -35 -62% 22 22 22 22
Consulting (53120-7005) 12 5 19 19 - - 19 19 19 19
Contract (53110-7007) 40 40 40 40 - - 40 40 40 40
Legal (53100/53110-7030) 63 92 38 38 - - 38 38 38 38
Other (multiple) 37 37 46 46 - 1% 46 47 47 47
Salaries (multiple) 1,912 1,986 2,180 2,268 87 4% 2,320 2,380 2,438 2,498
Studies & Projects (multiple) - 26 284 - -284 -100% - - - -
Total Expense 2,097 2,196 2,664 2,433 -232 -9% 2,485 2,545 2,604 2,664
TOTAL PLANNING 1,670 1,775 2,245 1,915 -330 -15% 1,955 2,002 2,047 2,107
PWDS – RIDGE MEADOWS RECYCLING
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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.
2016 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 on Regional banned items, Low-Flow
Toilet Rebate program, Brush Chipping program and
the WildSafeBC campaign. A customer awareness/
satisfaction survey will be conducting using a random
sampling of membership to determine knowledge of
the Multi-Material BC (MMBC) program and
commodities collected at the curb as well as
knowledge of depot operations and services.
PWDS – RIDGE MEADOWS RECYCLING
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Performance Measurement
PWDS – RIDGE MEADOWS RECYCLING
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PWDS – RIDGE MEADOWS RECYCLING
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PWDS – RIDGE MEADOWS RECYCLING
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PWDS – RIDGE MEADOWS RECYCLING
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Budget
The base budgets for 2016-2020 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)
2014
Actuals
2015
Actuals
2015
Budget
2016
Budget
Budget
Δ $
Budget
Δ %
2017
Budget
2018
Budget
2019
Budget
2020
Budget
Revenue
Fees (51000-4220) -73 -65 -100 -100 - - -100 -100 -100 -100
Lease Expense (51000-004-6230) 11 45 32 32 - - 32 32 32 32
Sale of Service (51000-4600) -852 -1,417 -1,277 -1,249 28 -2% -1,249 -1,249 -1,249 -1,249
Total Revenue -913 -1,437 -1,345 -1,317 28 -2% -1,317 -1,317 -1,317 -1,317
Expense
Contract (51000-7007) 2,012 2,260 2,280 2,307 27 1% 2,334 2,362 2,391 2,420
Insurance (51000-6210) 3 3 2 2 - - 2 2 2 2
Vehicle Charges (51000-7400) 602 628 580 742 162 28% 764 787 811 835
Total Expense 2,618 2,891 2,862 3,051 189 7% 3,101 3,152 3,204 3,257
TOTAL RECYCLING 1,704 1,454 1,516 1,734 217 14% 1,784 1,835 1,887 1,940
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Five-Year Capital Plan Overview
Capital Process
Capital Works Program
Capital Works Business Plan
CAPITAL PROCESS
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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.
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
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The five-year Capital Works Program is $138 million; 2016 planned capital projects are $30.7 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.
Capital Expenditure Program 2016 – 2020 ($138 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix D on page 309.
CAPITAL WORKS BUSINESS PLAN
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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 (2016 – 2020) 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.
2016 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 and 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
which 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 receive 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.
CAPITAL WORKS BUSINESS PLAN
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Performance Measurement
CAPITAL WORKS BUSINESS PLAN
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Appendices
Strategic Direction & Progress Report
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Project Listing
2016-2020 Financial Plan Bylaw 7194-2015
Glossary of Terms
Acronyms
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT
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MISSION
A safe, livable and sustainable community for our present and future citizens.
CORPORATE VALUES
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.
PROGRESS REPORT
Council and Staff are pleased to present the ninth annual Progress Report to the citizens of Maple Ridge.
This report provides an opportunity to communicate Council’s priority focus areas and to offer some
information showing the progress being made in those areas.
An effective progress reporting system gives a local government the opportunity to set
expectations, targets and objectives for its operations and services. Objectives are a statement of
results or outcomes that a municipality hopes to achieve. Objectives and targets should convey a
clear sense of the purpose and direction of the municipality and enable those inside the
community to assess its progress.3
Maple Ridge has implemented 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, 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 following pages show some of Council’s priority areas and examples of how we measure our
performance in those areas. The information provided in this publication is a selection of information
found on our website. All of the scorecards can be found at: www.mapleridge.ca/787/Scorecards.
3 http://www.civicinfo.bc.ca/Local_Content/Manuals/4615.pdf
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT
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The graphs in this progress report are a subset of “scorecards” available on the
website www.mapleridge.ca/787/Scorecards.
Community Relations
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
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
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
Financial Management
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
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT
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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
Scorecard: Access to information and decision-making processes
Scorecard: Website visits
Scorecard: Citizen satisfaction
Inter-Governmental Relations and Partnerships
Partnerships And Networks With Public Agencies
Scorecard: Support the community social service network
Safe and Livable Community
Emergency Planning
Scorecard: Emergency Operations Centre/Emergency Support Services activations and training
Scorecard: Emergency Program public engagement and education opportunities
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: Concluded bylaw calls for service
Scorecard: Population served by authorized police strength
Scorecard: Property crime offences
Scorecard: Violent crime rate
Scorecard: Weighted clearance rates - violent crime offences
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
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT
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Provide High Quality Municipal Services
Scorecard: Process commercial & multi-residential permits efficiently & effectively
Smart Managed Growth
Growth Based on Sustainability Principles and Master Plans
Scorecard: Town Centre density
Scorecard: Provide new park areas
Transportation
Safe, Efficient Transportation Network
Scorecard: Improve traffic safety
Scorecard: Provide safe, serviceable roads
Promote Alternative Modes
Scorecard: Transportation to work
APPENDIX B: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
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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 ta ke 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 B: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
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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 B: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52
Maple Ridge Financial Plan 2016 - 2020 293 | 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 months
notice of those changes.
10. Accumulated Surplus:
Discussion: Accumulated Surplus represents non-renewable accumulated savings and should not be used for
operating purposes or for normal capital purposes.
Policy 10.0
Accumulated surplus will be considered as a funding source for extraordinary one-time expenditures.
11. Reserve Funds and Reserve Accounts:
Discussion: The District has a series of reserve funds and reserve accounts that are established for various
purposes. They can help us deal with unexpected variations from normal operations, which could include
natural, environmental or economic events. As well, they can assist in funding opportunities that arise.
Policy 11.0
Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of
expenditures permitted and the desired level of the reserve. Strategies for achieving the desired level of the
reserve will be included in the Business Plans.
12. Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initia l 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 th e project is not
completed in the year that it was budgeted for. An example of a capital project of this nature is the land
required to complete Firefighters Park. An example of an operating project would be the work to be done on the
Official Community Plan. Many times, the reason for the delay is due to factors beyond the control of the
municipality. For instance, some projects are delayed while we try to secure funding from other partners.
Projects can also be delayed if we are not able to negotiate what we believe to be a fair price. In such
instances, funding is “carried forward” in recognition of the fact that project is still required and we want to be
in a position to complete the transaction, once other approvals are obtained. Nonetheless, there is a need to
review carry forward projects, in light of other priorities that might have emerged.
Policy 13.0
Corporate Management will complete a detailed review of Carry forward Projects, in light of other priorities that
might have emerged.
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 294 | 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 annual operating and capital
budgets. To put this into perspective, we are currently spending about $400,000 through the operating budget and
the capital program averages another $400,000 per year (allocated as a portion of the $2.1 million annual general
revenue contribution towards the capital program). This $800,000 investment in road maintenance is about 8% of
the $18 million annualized requirement.
Other infrastructure within the Transportation and Traffic Management category, such as bridges, traffic signals,
lights, curbs, gutters, sidewalks, rail crossings and traffic signs bring the total replacement value to $568 million,
with an annual sustainability requirement of $21 million.
Drainage – Also competing for the general revenue funds in the capital program ($2.1 million annually) are drainage
projects. Replacement value of the drainage infrastructure is estimated to be $220 million with an annual
sustainability requirement of $4.5 million. We are currently spending about $350,000 through the
operating budget and another $300,000 through the capital program. This $650,000 investment in storm
sewer maintenance is about 14% of the $4.5 million required.
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 295 | 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 200 6, 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 a ssigned 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, th is amount was just under $500,000; for 2006 it is
$665,000.
Technology: General revenue contributed $135,000 in 1998 towards technology equipment replacement,
increasing to $312,000 per year for the last several years. There was a history of incremental r equests 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, contri buting $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 financia ls, 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 i s 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 C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 296 | P a g e
In 1998 the contribution from general revenue for equipment replacement was $252,300. The number
was determined when we had two fire halls and a different pay structure for firefighters. In 1999, it
received a 5% increase and has remained since that time at $264,900. In 2003, a lump sum of $178,000
was added, relating to fire response to the Kelowna forest fire situation. Since 2000 the District has acquired
additional vehicles worth about $350,000 and between 2008 and 2009 will spend another $1.5 million o n vehicles
for Fire Hall 4. In addition, replacement of other apparatus such as hoses is funded from this reserve.
Progress to Date
Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability.
This amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional
$442,000 for a total of $857,000; 2010 is $1.3 million and 2011 is $1.8 million.
This issue is significant, as evidenced by the shortfall illustrated in the graph below 2 3. We have time to get ahead of
the curve, but time is of the essence. The sustainability funds directed by Council toward this issue will certainly
begin to address the funding shortfall and the practice is in alignment with the District’s Financial Sustainability
Policy (FSP) 7.0 (the FSP’s referenced are listed in Appendix 5). In addition, plans for maintenance programs and
construction projects continually look for ways to extend lifecycles and minimize maintenance spending. Another
way in which Council could have a significant impact on this issue is to ensure future growth in taxation revenue is
directed to sustaining current assets and services for the growing population. Dedicating a portion of annual tax
revenue derived from growth in the tax base towards sustaining new growth in our asset base is a sound approach
in support of FSP 7.1.
The District of Maple Ridge is certainly not alone. The Federation of Canadian Municipalities (FCM) estimates the
municipal infrastructure deficit to be $60 billion and growing at $2 billion a year. The magnitude and scope of the
shortfall may discourage communities from taking action on the notion the problem is too large to be resolved by
municipal means alone. While most communities will likely need assistance of some kind, FCM strongly encourages
local governments to take action and demonstrate their ability to address the issue. They have provided a series of
recommendations, a critical one being that “municipal governments must evaluate how they plan for growth, price
their services and generate revenues. A long-term plan, with targets and milestones, must be put in pl ace to help
phase in these changes over the next 20 years.”4
The FCM document also suggests that current municipal accounting practices do not tell the whole story. Municipal
governments may appear fiscally healthy, but only because they have underinvest ed 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 becom e 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 C: INFRASTRUCTURE FUNDING STRATEGY
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Options for Sustaining What We Have
The “caution” signs in the preceding sections highlight areas that have a need for increased and/or dedicated
funding, so that they can develop a strategic replacement program. Beginning in 2008, it is recommended that the
funds be allocated as follows:
The next chart quantifies the effect the proposed funding allocations will have on specific categories. For example,
the annual amount dedicated to renewal of our transportation infrastructure doubles by 2011. The current amount
provides just 4% of the sustainability requirement, whereas the proposed allocation increases this to 8% in just five
years. The cumulative effect of making these decisions now can have a profound impact on our ability to manage
the problem in the future.
Borrowing for the purpose of ongoing maintenance and renewal is not a sound strategy. If we don’t have the
maintenance money today, we certainly can’t sustain debt payments as well as a maintenance program. One
exception to this is major maintenance works that cannot be funded from one year’s annual budget without
negatively impacting the ability to perform other required maintenance works. In those cases, short -term debt
financing could be considered, on the understanding that future year’s works will be limited by the amount of debt
servicing required to fund the major projects done in earlier years. Projects to be financed by debt should be
submitted to Council with a business case, in accordance with Financial Sustainability Policy 8.0.5
2. Providing for Growth
New infrastructure to support growth is provided primarily in two ways: (i) subdivision infrastructure built by
developers that is turned over, becoming the District’s ongoing responsibility and (ii) Development Cost Charges
(DCCs) are used to fund major projects that serve larger areas.
The DCC reserve provides funding for the construction or provision of major infrastructure to support community
growth under the categories of roads, water, sewer, drainage and parkland. Growth also creates a demand for
policing, fire, recreation and library services, but DCCs c annot 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 C: INFRASTRUCTURE FUNDING STRATEGY
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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 a nd 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 estimated
development units, should
achieve the revenue necessary
to pay for the projects.
As projects are completed and
units are developed, remaining (or
additional) projects costs must be
covered by remaining development
units, making regular review of
project costs and growth estimates
important. As fewer and fewer
development units remain, any
changes will have a greater impact
on the rates.
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 299 | P a g e
Some DCC projects may require other funding sources, in addition to DCCs. Consideration must also be given to
whether these sources have the capacity to fund their portion. In addition, the added cost of a sustainability
provision and maintenance program should be considered as new infrastructure is built. Financial Sustainability
Policy 12.06 directs full life-cycle cost consideration prior to capital project approval.
Is this the right time to borrow? In the lead-up to the 2010 Olympics, the District may be paying a premium to get
projects done. Is now the right time to move other projects forward? While interest costs are low right now,
construction costs are high and increasing and we would be paying a premium to compete with other major
projects in the region. Following 2010, excess capacity may exist that could more than offset a rise in
interest costs.
CONCLUSION:
In order to sustain our current infrastructure, we should use time to our advantage. Allocating a cumulative 1% of
taxation each year to asset renewal will put us on the right path toward correcting the shortfall. To limit further
exposure, a portion of annual tax revenue derived from growth in the tax base should be dedicated toward
sustaining the expansion of our asset base. Furthermore, if actual growth exceeds that in the Financial Plan, a
determination should be made to allocate it either to growth in services or infrastructure sustainability. In addition,
although water and sewer have independent sources of funding, they should be subject to the same review process
to ensure adequate replacement funds are available when required, with a fair distribution of costs among 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 annu al 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 capaci ty
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 C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 300 | 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 C: INFRASTRUCTURE FUNDING STRATEGY
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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 C: INFRASTRUCTURE FUNDING STRATEGY
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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 C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2016 - 2020 303 | 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 C: 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 C: 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 C: 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 complet ed 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 C: 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 oth er funding source.
Guidelines Specific to DCC Funds
Where DCC works are financed through debt, funding the interest component from DCCs can only be done in
very specific circumstances:
To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are:
o Greenfield, where infrastructure is being provided to areas with no servicing;
o Fixed-capacity infrastructure, such as water and sewage treatment plants;
Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program.
Examples would be upgrading the sewer main or water trunk lines.
Projected revenue for the DCC reserve fund is based on historical and projected growth patterns. There is a risk
to locking ourselves into debt payments without a certainty in the incoming revenue stream. There are many
outside influencing factor which could prevent the growth from materializing. Also, we are in a shift away from
single-family housing and we don’t really know what to expect in terms of higher density housing. There are
other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate
structure that more closely ties in with an amended OCP. Therefore, short-term borrowing is strongly
recommended, as revenue projections become less reliable as the time frame is expanded.
The DCC bylaw should be amended regularly to ensure that rates reflect changes to infrastructure needs and
project costs, as well as changes to growth management objectives, at the same time recognizing the
expectation by developers of a relatively stable rate. A current DCC bylaw will ensure that additional costs are
spread over the greatest number of potential development units. This supports the DCC best practices guiding
principles and FSP 9.0.
Excerpt from Financial Sustainability Plan, Policy 5.52
7. Infrastructure Maintenance & Replacement:
Discussion: The District has in excess of $1 billion invested in its infrastructure. This includes our direct
investments and investments made by the development community that are turned over to the municipality to
operate and maintain. As our community grows, this investment increases. We need to develop a plan to keep
the infrastructure in a proper state of repair to avoid costly failures.
Policy 7.0
The District will establish an inventory of its infrastructure and will keep it up to date. A
maintenance/replacement program will be established using best practices. By 2015, this program must be
fully funded and the current 5-year Financial Plan should start to address this on a phased basis. The required
tax increase will be beyond that set out in Policy 3.
Policy 7.1
Annual operating and maintenance budgets will be adjusted to accommodate growth.
8. Debt Management:
Discussion: The maximum amount that the District can borrow from external sources is set by the Community
Charter. Every effort should be made to keep levels at a minimum however; there may be instances where
borrowing money is appropriate i.e. financing major infrastructure projects. Borrowing in such instances allows
the costs of the project to be spread out over the useful life of the asset. This results in costs being paid by
future beneficiaries and not just by current taxpayers.
Policy 8.0
Projects that are to be funded by external debt should be submitted to Council with a business case, including
recommendations on how the debt will be serviced.
APPENDIX C: 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 Cos t Charges. Once the project is completed, its
operating costs and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as well as future
costs, including operating and life cycle cost and demonstrate the source of sustainable funding for such costs.
RESOURCE MATERIALS
References to some of the resource materials relevant to the infrastructure funding discussion are included for
interest:
Capital Asset Management Framework Guidelines
BC Ministry of Finance, Treasury Board Staff, May 2002 –
www.fin.gov.bc.ca/tbs/camf.htm
The Capital Asset Management Framework is designed to encourage innovative and responsible use of
resources in the provision of provincial public sector infrastructure. Value for taxpayer dollars and
safeguarding the public interest are keynotes of the policy.
Development Cost Charge Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to encourage local governments to standardize the general practices for the
formulation and administration of DCC bylaws.
Development Finance Choices Guide
BC Ministry of Community Services, 2000 (presently being updated) –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/choices.pdf
The objective of this guide is to set out financing options available to a local government in addition to, or in
place of, development cost charges. The guide outlines the considerations which should be taken into
account when deciding which financing option may be the most effective in a particular circumstance. Case
studies for small, medium and large municipalities are provided.
Parkland Acquisition Best Practices Guide
BC Ministry of Community Services, 2005 –
www.cserv.gov.bc.ca/lgd/irpd/growth/PUBLICATIONS/DCC_Best_Practice_Guide_2005.pdf
The objective of this guide is to describe best practices for any local government currently charging
Parkland DCCs or using 5% dedication/cash-in-lieu. This guide will be incorporated into the next version of
the Development Finance Choices Guide.
FCM Recommended Practices
“Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian
Municipalities, June 2006
www.fcm.ca/english/documents/fiscalim.pdf
This report makes recommendations for restoring municipal fiscal balance, complementing and building on
the Big City Mayors’ Caucus report on cities and the fiscal imbalance. The document is FCM’s contribution
to the national conversation that must take place in order to successfully tackle the issue of growing
responsibilities for municipal governments with too few resources to meet them.
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 309 | P a g e
All dollar figures in $1,000's. 2016 column shows budgeted amounts and includes works-in-progress,
projects approved in prior years' budgets and projects approved in 2016. Some projects listed in 2016
may already be complete or well underway.
Section > Project 2016 2017 2018 2019 2020
Government Services
Equip Purchase - GPS and Robotic Total Station - - - 60 -
Equip Purchase - Racking Fixtures Storage 20 - - - -
Integrated Procurement Review [SPA] 60 - - - -
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 100 100 100 100 100
Planning Vehicle 30 - - - -
Recycling Depot (Collection Equipment) 40 40 40 40 60
Recycling Depot (Collection Truck 2017) - 180 - - -
Recycling Depot (Collection Truck) - - - 250 -
Recycling Depot (Collection Truck, Dual Tipper) 250 - - - -
Recycling Truck (2016) 100 - - - -
Recycling Truck (2019) - - - 100 -
Secondary Sander Storage Shed 600 - - - -
Service Centre Utility Upgrades 120 - - - -
Shop Hoists 65 - - - -
Government Services 1,515 450 170 680 290
Technology
Asset Management Phase 1 - - - 500 -
Asset Management Phase 2 - - - - 500
Cable Replacements (FH2 and FH3) 20 - - - -
Card Scanning Project - 17 - - -
Class Software 150 150 - - -
Corporate Scanning Project - 81 - - -
Disaster Recovery Infrastructure - 97 - - -
Equip Purchase - Info Serv 348 444 603 1,114 721
GIS Infrastructure Package - - 75 - -
ICR Scanning Software - 16 - - -
Implement RFID - 65 - - -
Increase Throughput for Remote Sites 60 - - - -
Infrastructure Growth 50 50 50 50 50
Management Reporting Software Phase 2 - 40 - - -
Mobile Application Development 35 35 35 35 35
Networking Testing Equip 50 - - - -
Online Services - - - 100 -
Open Data Government Infrastructure 75 - - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 310 | P a g e
Section > Project 2016 2017 2018 2019 2020
Technology (cont’d)
Primary Nimble Array 150 - - - -
Purchase Order Technology - 50 - - -
Replace FTP with Dropbox 20 - - - -
Review Backup Strategy - 30 - - -
Testing and Development Equipment 35 - - - -
Upgrade Live Streaming Infrastructure - 40 - - -
Video Production and Conferencing - - 43 - -
Virtual Hardware - 100 - - -
Voting Software 69 - - - -
Website Redesign Phase 2 - 72 - - -
Wireless Hardware - Software - Infrastructure 35 - - - -
Technology 1,097 1,288 806 1,799 1,306
Protective Fire
Dashboard Cameras 50 - - - -
Dashboard Cameras (Small Trucks) 65 - - - -
Equip Revitalization - Engine 2 3 - 110 - - -
Equipment Revitalization - Engine 1 1-2 R1 - - - 180 -
FD Vehicle R3-F550 (R2) Replacement - - 500 - -
FD Vehicle Tender 1 Replacement - - 500 - -
FD Vehicle Tower 1 Replacement 1,500 - - - -
FH5 Construction Phase 1 - - - - 250
Turn Out Gear 241 - - - -
Protective Fire 1,856 110 1,000 180 250
Protective Police
Chair Replacement - General Office - 20 - - -
Chair Replacement - Hilton Haider - - 40 - -
Chair Replacement - SEU GIS 20 - - - -
Front Counter Kiosk Expansion - - 150 - -
Randy Herman Lunchroom Furniture 5 - - - -
Protective Police 25 20 190 - -
Park Acquisition
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park Phase 2 - Acquisition 2 - - - - 450
Haney Nokai Park Phase 2A - - 500 - -
Merkley Park Expansion 1,011 - - - -
Silver Valley Neigh Park Completion Phase 2 - - - - 1,535
Smart Growth Park Acquisitions - - 2,250 - -
SW Haney Park - - - 366 -
Whispering Falls Park (264 and 126) - 1,161 - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 311 | P a g e
Section > Project 2016 2017 2018 2019 2020
Park Acquisition (cont’d)
Whonnock Lake Acquisition 1 - - - - 2,341
Whonnock Lake Acquisition 2 - - - - 122
Park Acquisition 1,211 1,361 2,950 566 4,648
Park Improvement
Albion Sports Complex - Lighting 400 - - - -
Albion Sports Complex Support Building - 600 - - -
Albion Synthetic Conversion - 3,500 - - -
Allco Park Improvements - - - - 248
Cottonwood West Park Facilities - - - - 615
Equip Purchase - Parks and Rec Vehicle - 30 - - -
Equip Purchase - Parks and Rec Vehicle - - - - 40
Equip Purchase - Sport Field Top Dresser - - 40 - -
Full Synthetic Field 2,000 - - - -
Haney Nokai Park Improvement - 450 - - -
Horseman Park Pedestrian Crossing - - - 200 -
Intergenerational Garden - - 35 - -
Minor Capital - City - Youth Action Park Albion - - 750 - -
Minor Capital - Gen Rec 30 30 30 30 30
Park Development (241 and 112) - - - 360 -
Park Development (248 and 108) - 360 - - -
Ruskin Park Improvements - - - - 238
Trail Counter and Interpretive Sign Tech - 40 - - -
Whonnock Lake Phase 5 Washroom Facility - 624 - - -
Park Improvement 2,430 5,634 855 590 1,171
Recreation Services
Double Columbaria Units (Cemetery) 60 - - - -
Memorial Park - Spray Park and Washrooms - - - 300 -
Scooter Play Park - 75 - - -
Recreation Services 60 75 - 300 -
Drainage
106 Ave (180M West of 245 - 245) - - - - 48
288 St (Storm Main at Watkins Sawmill) - 250 - - -
Condition Assessment - 100 - - -
Culvert Replacement Program 450 300 200 200 200
Ditch Enclosures 21 21 21 21 21
Drainage Upgrade Program 105 668 1,632 2,151 2,421
Flood Abatement N Alouette - - 100 - -
ISMP Watershed Review 150 - - - -
Local Area Service - Drain 250 250 250 250 250
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 312 | P a g e
Section > Project 2016 2017 2018 2019 2020
Drainage (cont’d)
Master Drainage Study 100 - - - -
N Alouette River Flood Protection - - - - 100
Princess St Drainage Pumping Station - 200 - - -
Storm Sewer Connections 23 23 23 24 24
Drainage 1,099 1,813 2,227 2,646 3,064
Highways
102 Ave at 241 - Acquisition - - - 545 -
104 Ave (243 - 245) - - - - 119
116 Ave Urban Road Upgrade 203 to Warsley (Design) - - - - 50
118 Ave (230 - 231) - - - - 148
128 Ave (216 - Abernethy) Phase 1 7,300 - - - -
128 Ave (227 - 229) - - - - 311
128 Ave (228 - 200M East 232) (Design) - 132 - - -
132 Ave (Balsam - 236) - Fern Crescent - - 2,500 - -
132 Ave (Balsam - 236) - Fern Crescent (Design) - 200 - - -
136 Ave (224 - 400M E 224) - - 1,891 - -
136 Ave (224 - 400M E 224) (Design) 100 - - - -
203 St (Lougheed - Golden Ears Way) Phase 3 500 - - - -
207 St S of Lougheed 90 - - - -
216 at S Alouette River (Bridge Replace) - - - - 850
216 St (124 - 128) Ornamental Street Lights - - - - 116
224 St (122 - Abernethy) - - - 154 -
224 St at 132 Ave (N Alouette Bridge) - - - 2,823 -
224 St at 132 Ave (N Alouette Bridge) (Design) - 250 - - -
228 St (12100 Block) 6 - - - -
232 St (132 - Silver Valley Rd) Phase 2 - 5,710 - - -
232 St at Abernethy Pedestrian Signal - - - - 80
233 St (132 - Larch ) (Design) - 100 - - -
240 St DTR Intersection Alignment 50 - - - -
287 St Bridge Replacement - 200 - - -
Abernethy (224 - 227) - - - - 1,579
Abernethy (227 - 232) - - - - 2,503
Abernethy Way (224 - 232) (Design) - - 500 - -
Access Culverts 29 30 30 30 30
Bridge Repairs Struct Upgrade 150 150 150 150 150
Cycling Improvements 100 100 100 100 100
Dewdney Trunk at 238B St - - 200 - -
Dewdney Trunk at 272 St (Kanaka Cr Bridge) (Design) - 350 - - -
Dewdney Trunk at Burnett Traffic Signal - 277 - - -
Ditton St Rail Crossing Upgrade - - - - 50
Emergency Traffic Pre-Empt 50 50 50 50 50
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 313 | P a g e
Section > Project 2016 2017 2018 2019 2020
Highways (cont’d)
Equip Purchase - Asphalt Patcher - - - - 165
Equip Purchase - Fleet 1,692 1,259 1,642 1,017 1,136
Fern Crescent (236 - 240) (F) - - - 4,600 -
Fern Crescent (236 - 244) (Fibre) - - - 42 -
Haney Bypass at 222 - Traffic Upgrade - - - - 45
Illuminated Street Signs Program 10 10 10 10 10
Laity St (117 - Lougheed) - - - - 222
Local Area Service - Road 250 250 250 250 250
Lougheed (203 - 222) Street Lighting - - 626 - -
Lougheed 228 St Access Signal Improv - 12 - - -
Material Crushing - - - - 200
Pavement Management - 30 - - -
Pedestrian Improvements 400 400 400 400 400
Princess St (Wharf - Lorne) - - - 129 -
Private Driveway Crossings 37 38 38 38 38
River Rd (223 - 224) - - - 350 -
River Rd Traffic Corridor Improvements 350 400 - - -
Road Rehabilitation Program 1,429 1,918 3,049 2,677 2,725
Sidewalk Replacement 90 90 90 90 90
Skillen Urban Road Upg Wicklund - - - - 25
Street Lighting Upgrade Program 50 50 50 50 50
Streetlight Pole Replace Program 50 50 50 50 50
Telep Ave (202 - 100 M West 203 St) - - - - 78
Traffic Calming Program - 50 50 50 50
Traffic Signal Replacements 90 90 90 90 90
Highways 12,824 12,195 11,766 13,695 11,759
Sewer
225 St PS & River Rd FM Cap Upgrade Study Pre-design 100 - - - -
225 St Pump Station Forcemain & Gravity Sewer Phase 2 - - - 7,000 -
232 St (Sections north of 126th) - 250 - - -
240 St Sewer Upgrades (109 Ave to S of Bridge) 350 - - - -
Cottonwood Dr (115 - 116) - - - 61 -
Emergency stand by generators 150 - - - -
Flow Monitoring 25 - - - -
Gas Detectors - Sewage 8 - - - -
Inflow and Infiltration Monitoring - - 50 - -
Inflow and Infiltration Reduction Program - Areas A K - - 50 - -
Local Area Service - Sewer 250 250 250 250 250
North Slope Interceptor Capacity Upgrade - 500 - - -
North Slope Interceptor Capacity Upgrade (Design) 40 - - - -
NSI Backwater Sensitivity Analysis 15 - - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2016 - 2020 314 | P a g e
Section > Project 2016 2017 2018 2019 2020
Sewer (cont’d)
Private Sewer Connections 95 97 97 97 97
River Rd Kanaka Creek to McKay 1,800 - - - -
Royal Cres East of 225th 115 - - - -
SCADA Replacement Program 66 66 66 66 66
Sewage System Rehabilitation - 288 288 288 288
Sewer SE of Leisure Centre - 25 - - -
System Assessment and Review 25 - - - -
Sewer 3,039 1,475 800 7,761 701
Water
108 Ave Main - Grant to Albion Zone and PRV 500 - - - -
112 Ave Loop to 110 Ave - 140 - - -
124 Ave Water Main Looping at 260th - - - - 360
224 St (122 - 124) WM Replacement 330 - - - -
232 St (136 - Silver Valley) 35 - - - -
238 - 239 Water Main Looping (126 Ave alignment) - 150 - - -
240A to 241A Water Main Looping (113B Ave alignment) - - 160 - -
260 St Watermain Upgrades, DTR to south - - 200 - -
263 Pump Station Upgrade 50 1,400 - - -
270A St Pump Station Capacity Upgrade - 50 1,450 - -
270A St Reservoir 2,400 - - - -
84m Zone Pressure Regulation 25 - - - -
Ansell St (124 - 125) - 230 - - -
CL2 Equipment Replacement Program 50 50 50 - -
Fisherman Rd Looping - - - 225 -
Foreman Dr at 232 Street PRV 100 - - - -
Gas Detectors - Water 8 - - - -
Grant Mountain Reservoir Cell No 2 - - - - 1,700
Local Area Service - Water 250 250 250 250 250
McNutt Reservoir Expansion 1,000 - - - -
Operations Field Communications 20 - - - -
Private Water Connections 188 192 192 192 193
PRV Upgrade Program - 50 50 50 50
River Rd Seismic Event Automatic Isolation Valves - - - 20 -
Seismic Upgrade Program 150 150 150 150 150
Water Pump Station Upgrades 60 60 60 60 60
Water Remote Security Program 50 50 50 50 50
Water System Improvement Program 40 25 25 - -
Watermain Replacement Program 300 300 300 300 300
Water 5,556 3,097 2,937 1,297 3,113
Total Capital Program 30,712 27,518 23,701 29,515 26,302
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 315 | P a g e
City of Maple Ridge
TO: Her Worship Mayor Nicole Read DATE: December 7, 2015
and Members of Council
FROM: Chief Administrative Officer ATTN: C. of W.
SUBJECT: 2016 – 2020 Financial Plan Bylaw-2016 Financial Plan Bylaw 6883-2011
EXECUTIVE SUMMARY:
The 2016-2020 Business and Financial Plans were presented to Council at public meetings held on December 1, 2
and 3. The Financial Plan overview was presented followed by a public Question and Answer period on December 3,
which was streamed live over the internet. On December 4, after considering the presentations, business plans,
incremental adjustments and citizen feedback, Council directed that a Financial Plan Bylaw, incorporating the
recommendations in the Financial Overview Report be brought forward for first and second reading.
The bylaw will be considered for Third Reading at a subsequent meeting to incorporate any changes that Council
may wish to make based on feedback from the public. Following this, the Final Reading will occur at a separate
meeting. Approval will take place over 3 meetings, rather than the historic practice of 2 meetings, to allow for
additional time for public input.
The Financial Plan Bylaw is a consolidated plan that includes the general revenue fund, the sewer and water utility
funds and the capital program. It is in a format that follows the legislated requirements. This includes revenue and
tax policy disclosure: the objectives and policies regarding the proportions of revenue proposed to come from
various funding sources, the distribution of property taxes among property classes, and the use of permissive tax
exemptions.
RECOMMENDATION(S):
That Maple Ridge 2016-2020 Financial Plan Bylaw No. 7194 - 2015 be given first and second readings.
DISCUSSION:
a) Background Context:
The 2016–2020 Financial Plan was presented to Council at public meetings along with the Business Plans from
all areas. The Financial Plan Bylaw incorporates the following direction from Council:
property tax increase for General Purposes of 2.1% in 2016, 1.9% per year for 2017 and 2018 and
2.0% per year for 2019 and 2020
property tax increase for Infrastructure Sustainability of 0.50% in 2016 and 0.70% per year for 2017
through 2020
property tax increase for Parks & Recreation Improvements of 0.25% each year
property tax increase for Drainage Improvements of 0.30% each year
growth in property tax revenue (from new construction) of 2% each year
Water Utility levy increase of 4.5% per year Circulated separately 1131
Sewer Utility levy increase of 3.6% per year
Recycling levy increase of 0% in 2016 and 2.75% per year for 2017 through 2020
growth costs as detailed on page 10 of the Financial Overview Report
incremental adjustments as outlined on page 12 of the Financial Overview Report
Capital Works Program totaling $30.7 million in 2016, $27.5 million in 2017, $23.7 million 2018,
$29.5 million in 2019 and $26.3 million in 2020
cost and revenue adjustments from pages 27 and 28 of the Financial Overview Report, which
reconciles the 2015-2019 Financial Plan with the 2016-2020 Financial Plan
In last year’s financial plan, Council adopted an aggressive capital program and this plan builds on that
direction. The 2016-2020 Financial Plan includes a capital program of about $138 million.
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 316 | P a g e
We have about $1.4 billion invested in our infrastructure and it is important that we protect this investment.
This financial plan continues the dedicated funding strategy for sustaining our infrastructure. As well, we are a
growing community and along with that growth comes pressure on our existing services. This financial plan
provides funding to help meet growth related demands. The funding for growth and for infrastructure
sustainability are in line with Council’s Financial Sustainability Policies.
The amount of incremental property tax revenue from new construction will not be known until property
assessments are finalized. The growth assumption built into the financial pla n for 2016 is 2.0%.
Future budget amendments will include the actual growth revenue as well as projects that were approved in
2015 and are still in progress. The previously approved funding sources will also be included in the plan,
placing no burden on 2016 property taxes.
b) Desired Outcome:
A financial plan that accurately reflects the planned expenditures and methods of funding that is consistent
with corporate strategic plans, policies and Council direction.
c) Strategic Alignment:
All departments submitted Business Plans which were prepared considering relevant strategic and master
plans. The Financial Plan reflects Council’s Strategic Financial Sustainability Policies and Infrastructure Funding
Strategy.
d) Citizen/Customer Implications:
The business plans have far-reaching citizen and customer implications. The Financial Plan reflects the financial
impact of the business plans. Property tax revenue and user fees are planned to increase as described in the
above discussion.
After considering the presentations, business plans, incremental adjustments and citizen feedback, Council
directed that a Financial Plan Bylaw, incorporating the recommendations outlined in the Financial Overview
Report, be brought forward for First and Second readings.
The bylaw will be considered for Third Reading at a subsequent meeting to incorporate any changes that
Council may wish to make based on feedback from the public. Following this, the Final Reading will occur at a
separate meeting. Approval will take place over 3 meetings, rather than 2, to allow for additional time for public
input.
e) Statutory Requirements and Policy Implications:
The financial plan has been prepared in accordance with statutory requirements and Municipal financial
policies. There are several requirements in the Community Charter for the Financial Plan Bylaw, including:
disclosure of the proportions of revenue proposed to come from various funding sources, the distribution of
property taxes among property classes, and the use of permissive tax exemptions. Explicit policies and
objectives in each of these areas are also required. Maple Ridge’s approach to business planning, property
taxation policies and other financial policies have addressed all these reporting requirements. The attached
bylaw includes this information.
Public consultation is an important and legislated component of financial plan preparation. Regular feedback
and interaction with the public is also considered when business plans are developed. The business planning
presentations were open to the public; there was also a live question and answer period where comments and
questions were accepted in person as well as over the phone, email and social media like Facebook and
Twitter.
f) Alternatives:
In the event that this bylaw is not adopted, the City is not authorized to make any expenditure other than those
identified in the existing 2015-2019 Financial Plan Bylaw. This will require departments to curtail or delay
expenditures and only proceed with capital projects that were identified in the previous financial plan.
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 317 | P a g e
CONCLUSIONS:
The Financial Plan is a multi-year planning, reviewing and reporting tool that represents Council’s priorities and
commitment to providing quality services to the residents of Maple Ridge. The Financial Plan provides a forecast of
the financial resources that are available to fund operations, programs and infrastructure for the five year period.
The Financial Plan Bylaw is routinely amended in late April or early May to include the projects that were approved
but not completed in the prior year. The change also includes an update to reflect the actual property tax revenue
due to the amount of real growth.
“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 Ted Swabey”
_______________________________________________
Concurrence: Ted Swabey
Chief Administrative Officer
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 318 | P a g e
CITY OF MAPLE RIDGE
BYLAW NO. 7194-2015
A bylaw to establish the five year financial plan for the years 2016 through 2020
____________________________________________________________________________________
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 2016-2020 Financial Plan Bylaw No. 7194-2015”.
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 2016 through 2020.
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 8th day of December, 2015.
READ a second time the 8th day of December, 2015.
READ a third time the 12th day of January, 2016.
PUBLIC CONSULTATION completed on the 26th day of January 2016.
ADOPTED the 26th day of January 2016.
________________________________
PRESIDING MEMBER
________________________________
CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 319 | P a g e
Attachment to Maple Ridge 2016-2020 Financial Plan Bylaw 7194-2015
Statement 1
Consolidated Financial Plan 2016-2020 (in $ thousands)
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 320 | P a g e
Attachment to Maple Ridge 2016-2020 Financial Plan Bylaw 7194-2015
Statement 2
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 321 | P a g e
Attachment to Maple Ridge 2016-2020 Financial Plan Bylaw 7194-2015
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 322 | P a g e
Attachment to Maple Ridge 2016-2020 Financial Plan Bylaw 7194-2015
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2016 – 2020 FINANCIAL PLAN
BYLAW 7194-2015 ADOPTED JANUARY 26, 2016
Maple Ridge Financial Plan 2016 - 2020 323 | P a g e
Attachment to Maple Ridge 2016-2020 Financial Plan Bylaw 7194-2015
Statement 3
Capital Expenditure Disclosure
GLOSSARY OF TERMS
Maple Ridge Financial Plan 2016 - 2020 324 | P a g e
Assets – Resources owned or held by Maple Ridge,
which have monetary value. Glossary of
Base Budget – Cost of continuing the existing
levels of service in the current budget year.
BC Assessment – The independent organization
that is responsible for establishing the assessed
property values within British Columbia.
Budget – A Financial Plan embodying an estimate
of proposed expenditures for a given period and
the proposed means of financing them.
Business Improvement Area (BIA) – A separate
specific contained area where funds are spent to
improve commercial business potential.
Capital Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other
equipment. These assets have a significant value
and a useful life of greater than one year. Capital
assets are also called fixed assets.
Capital Budget – The appropriation of internal and
external contributions for improvements and
additions to facilities, infrastructure and parks.
Capital Expenditures – Expenditures to acquire
Capital Assets or extend or renew the life of an
existing Capital Asset.
Capital Improvements – Expenditures related to
the acquisition, expansion, or rehabilitation of an
element of the physical plant; sometimes referred
to as infrastructure.
Capital Project – Major construction, acquisition, or
renovation activities which add value to the
physical assets or significantly increase their
useful life. Also called capital improvements.
Capital Reserve – An account used to segregate a
portion of the equity to be used for future capital
program expenditures.
Capital Works Program (CWP) – The long term
corporate guide toward the provision of
infrastructure, public facilities, equipment and
business systems to provide services.
Carry Forward – Capital projects from the previous
year that were not completed by year-end, where
the budget funds must be carried forward to the
next budget year so that the works can continue to
be carried out.
Contingency – A budgetary reserve set aside for
emergencies or unforeseen expenditures not
otherwise budgeted.
Corporate Management Team – Senior staff
responsible for decisions on the day-to-day and
long-term business affairs.
Deficit – The excess of an entity’s liabilities over its
assets or the excess of expenditures over revenues
during a single accounting period.
Department – The basic organizational unit, which
is functionally unique in its delivery of services.
Development Cost Charges (DCC) – Fees and
charges contributed by developers to support
development and growth in Maple Ridge.
Division – The top level organizational unit to which
all departments report.
Expenditure – Payment for property or services for
the purpose of acquiring an asset, service or
settling a loss. Charges incurred (whether paid
immediately or unpaid) for operations,
maintenance, interest or other charges.
Financial Plan – Provides the statutory approval to
expend funds once approved by Council. Approval
for the five-year Financial Plan is provided annually
for operating purposes and for life of capital
projects beginning in the first year of the Plan
period.
Fixed Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other
equipment. These assets have a significant value
and a useful life of several years. Fixed assets are
also called capital assets.
Freedom of Information (FOl) – Freedom of
Information Act gives individuals rights to access
information held by local government and protects
their privacy by placing restrictions on local
government when collecting or disclosing personal
information.
Full-time Equivalent Position (FTE) – Employee
positions, which are authorized in the adopted
budget, to be filled during the year. A part-time
position converted to the decimal equivalent of a
full-time position. For example, a part-time
employee working for 20 hours per week in a 35
hour per week position is would be the equivalent
to 0.6 of a full-time position.
Fund – A fiscal entity with revenues and
expenditures, which are segregated for the
purpose of carrying out a specific purpose or
activity.
GLOSSARY OF TERMS
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Fund Balance – Excess of the assets of a fund over
its liabilities, reserves and carryover.
Generally Accepted Accounting Principles (GAAP) –
Uniform minimum standards for financial
accounting and recording, encompassing the
conventions, rules and procedures that define
accepted accounting principles.
Goal – A statement of broad direction, purpose, or
intent based on the needs of the community. A
goal is general and timeless.
Grants – A contribution to support a particular
function. Grants may be classified as either
operational or capital, depending upon the
grantee.
GVRD – Refers to the Greater Vancouver Regional
District, which is responsible for providing some
region-wide services. Also see “Metro Vancouver.”
GVS & DD – Greater Vancouver Sewer & Drainage
District. Provides sewerage transfer and treatment
on a regional basis and the disposal of solid waste.
GVWD – Greater Vancouver Water District.
Responsible for acquiring water, maintaining the
supply, ensuring its quality and delivering it to the
member municipalities for distribution by local
systems.
Infrastructure – The physical assets (e.g. streets,
water, sewer, public buildings and parks).
Levy – To impose taxes for the support of activities.
Library – Fraser Valley Regional Library (FVRL),
which is a regionalized library collection and
distribution system that provides all of the
operational aspects of a library system. Members
must provide local facilities.
Long-term Debt – Debt with a maturity of more
than one year after the date of issuance.
Maple Ridge Municipal Holdings Ltd. – the
Municipality’s wholly owned subsidiaries
Metro Vancouver
(formerly Greater Vancouver Regional District) –
Provides air quality management, transportation
planning, regional housing, regional parks (the
Kanaka Creek estuary and linear park is located
within the Maple Ridge boundaries), labour
relations for local government employees and
administration of the 9-1-1 emergency telephone
system.
Municipal Finance Authority (MFA) – A provincial
organization that provides for marketing,
placement and administration of all Municipal debt
requirements (except for the City of Vancouver).
This Authority also operates an investment pool on
behalf of municipalities.
Official Community Plan (OCP) – The prime
development planning document for Maple Ridge.
RCMP – Royal Canadian Mounted Police. Contract
with the Federal Government to provide police
services (police officers); Maple Ridge provides the
clerical support services and facilities.
Revenue – Sources of income financing Maple
Ridge operations.
Ridge Meadows Recycling Society (RMRS) – A
community-based, charitable non-profit
organization, in partnership with Maple Ridge
provides Bluebox recycling collection, operates the
Maple Ridge Recycling Depot and Intermediate
Processing Facility and offers education on
environmental issues to all residents of Maple
Ridge.
Strategic Plan - Developed by Council to guide the
development of specific objectives Maple Ridge
could focus on in order to achieve the community
vision.
Tax Levy – The total amount to be raised by
general property taxes when the tax rate is
multiplied by the assessed values.
Taxes – Compulsory charges levied by Maple Ridge
for the purpose of financing services performed for
the common benefit of the citizens.
Transfers To/From Own Sources – Amounts
transferred to/from one fund to another fund or
amount transferred to/from deferred revenue or
reserve accounts.
TransLink – Greater Vancouver Transportation
Authority (GVTA) – Responsible for the integration
of transit and road networking with regard to
transportation and land use. TransLink is headed
by local governments, allowing the decision-making
to focus on local concerns.
Variance Analysis – The process of examining in
detail each variance between actual and budgeted
costs.
ACRONYMS
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BCERMS British Columbia Emergency Response Management System
BCIT British Columbia Institute of Technology
BCRPA British Columbia Recreation and Parks Association
BIA Business Improvement Area
CAO Chief Administrative Officer
CDMR Corporation of the District of Maple Ridge (Municipality’s Wholly Owned Subsidiary)
CDPR Community Development, Parks & Recreation Services
CFS Corporate & Financial Services
CLBC Community Living BC
CMT Corporate Management Team
COR Certificate of Recognition
CPI Consumer Price Index
CUPE Canadian Union of Public Employees
CWP Capital Works Program
DCC Development Cost Charges
ECOMM Emergency Communications
EMC Emergency Management Committee
EOC Emergency Operations Centre
EPR Extended Producer Responsibility
ESS Emergency Social Services
FOI Freedom of Information
FTE Full Time Equivalent Position
FVRL Fraser Valley Regional Library
GAAP Generally Accepted Accounting Principles
GDP Gross Domestic Product
GFOA Government Financial Officers Association
GHG Greenhouse Gas Emissions
GIS Geographic Information System
GMYC Greg Moore Youth Centre
GVRD Greater Vancouver Regional District
GVS & DD Greater Vancouver Sewer & Drainage District
GVTA Greater Vancouver Transportation Authority
GVWD Greater Vancouver Water District
HR Human Resources
IAFF International Association of Firefighters
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