HomeMy WebLinkAboutFinancial Plan 2017-20212017 – 2021 Financial Plan
Maple Ridge
Mayor and Council
Mayor Nicole Read
Councillor Corisa Bell Councillor Gordy Robson
Councillor Kiersten Duncan Councillor Tyler Shymkiw
Councillor Bob Masse Councillor Craig Speirs
TABLE OF CONTENTS
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EXECUTIVE SUMMARY ................................................................................................................................................... 5
FINANCIAL PLAN READER’S GUIDE ........................................................................................................................................... 6
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER ............................................................................................................... 7
BUDGET AT A GLANCE ............................................................................................................................................................ 8
MAPLE RIDGE – DEEP ROOTS GREATER HEIGHTS ......................................................................................................... 15
PROFILE AND DEMOGRAPHICS...............................................................................................................................................16
GOVERNMENT OVERVIEW .....................................................................................................................................................19
ELECTED AND APPOINTED OFFICIALS ......................................................................................................................................20
FINANCIAL POLICIES AND FUND STRUCTURES ............................................................................................................. 22
FINANCIAL POLICIES .............................................................................................................................................................23
FUND STRUCTURE ...............................................................................................................................................................23
FINANCIAL PLANNING PROCESS ................................................................................................................................... 25
BUSINESS PLANNING PROCESS .............................................................................................................................................26
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES .................................................................................................................27
BUSINESS PLANNING GUIDELINES .........................................................................................................................................28
FINANCIAL PLANNING PROCESS SCHEDULE .............................................................................................................................29
FINANCIAL PLAN OVERVIEW ........................................................................................................................................ 31
FINANCIAL PLAN HIGHLIGHTS .................................................................................................................................................32
FINANCIAL OVERVIEW REPORT .................................................................................................................................... 33
OPENING REMARKS .............................................................................................................................................................33
INTRODUCTION ....................................................................................................................................................................34
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? ....................................................................................35
PROPERTY TAX INCREASES ...................................................................................................................................................36
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ...........................................................................................38
CHANGES TO PREVIOUS OPERATING BUDGET ..........................................................................................................................42
INCREMENTAL ADJUSTMENTS ................................................................................................................................................43
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ...................................................................................................................48
EFFICIENCY & EFFECTIVENESS IMPROVEMENTS IMPLEMENTED IN RECENT YEARS ........................................................................51
UTILITIES & RECYCLING........................................................................................................................................................54
COMPOSITION OF PROPERTY ASSESSMENT BASE .....................................................................................................................56
STAFFING ...........................................................................................................................................................................57
BUDGET SUMMARY ..............................................................................................................................................................58
CAPITAL PROGRAM ..............................................................................................................................................................59
PARKS, RECREATION & CULTURE COMMUNITY INVESTMENTS ....................................................................................................66
IMPACT TO THE AVERAGE HOME ............................................................................................................................................69
HOW OUR TAXES COMPARE TO THOSE AROUND US? ...............................................................................................................70
FINANCIAL INDICATORS.........................................................................................................................................................73
CONCLUSION ......................................................................................................................................................................77
RECOMMENDATIONS FOR 2017-2021 FINANCIAL PLAN THAT WAS ADOPTED IN JANUARY 2017 ..................................................78
GENERAL INFORMATION .......................................................................................................................................................78
FIVE-YEAR OPERATING PLAN OVERVIEW ..................................................................................................................... 79
PROJECTED REVENUES & EXPENDITURES ...............................................................................................................................80
FINANCIAL PLAN SUMMARY - REVENUES & EXPENDITURES ......................................................................................................81
FUND BALANCE PROJECTIONS ...............................................................................................................................................82
KEY ACCOUNT BALANCES .....................................................................................................................................................83
BASE BUDGET INCREASES ....................................................................................................................................................85
STAFFING HISTORY AND FORECAST ........................................................................................................................................87
DEPARTMENTAL BUSINESS/FINANCIAL PLANS ............................................................................................................ 89
OFFICE OF THE CHIEF ADMINISTRATIVE OFFICER ......................................................................................................................90
Administration including Sustainability & Corporate Planning................................................................................... 91
Communications ......................................................................................................................................................... 95
Economic Development .............................................................................................................................................. 97
Emergency Program ................................................................................................................................................... 99
Human Resources ..................................................................................................................................................... 101
CORPORATE & FINANCIAL SERVICES ................................................................................................................................... 103
Administration .......................................................................................................................................................... 104
Clerk’s........................................................................................................................................................................ 106
TABLE OF CONTENTS
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Finance ...................................................................................................................................................................... 109
Information Technology ............................................................................................................................................ 113
Fire Department ........................................................................................................................................................ 116
RCMP/Police Services ................................................................................................................................................ 119
PARKS, RECREATION & CULTURE ........................................................................................................................................ 123
Administration .......................................................................................................................................................... 124
Parks & Facilities ....................................................................................................................................................... 126
Recreation & Community Services ............................................................................................................................. 130
PUBLIC WORKS & DEVELOPMENT SERVICES ........................................................................................................................ 136
Administration ........................................................................................................................................................... 137
Engineering ................................................................................................................................................................ 139
Licences, Permits & Bylaws........................................................................................................................................ 142
Operations Centre ..................................................................................................................................................... 145
Planning ..................................................................................................................................................................... 150
Ridge Meadows Recycling Society ............................................................................................................................. 153
FIVE-YEAR CAPITAL PLAN OVERVIEW ......................................................................................................................... 155
CAPITAL PROCESS ............................................................................................................................................................. 156
CAPITAL WORKS PROGRAM ................................................................................................................................................ 157
CAPITAL WORKS BUSINESS PLAN ........................................................................................................................................ 158
APPENDICES ............................................................................................................................................................... 159
APPENDIX A: STRATEGIC DIRECTION & PROGRESS REPORT .................................................................................................... 160
APPENDIX B: FINANCIAL SUSTAINABILITY PLAN – POLICY 5.52 ............................................................................................... 293
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY .............................................................................................................. 296
APPENDIX D: CAPITAL WORKS PROGRAM LISTING ................................................................................................................. 311
APPENDIX E: 2017-2021 FINANCIAL PLAN BYLAW 7300-2016 ......................................................................................... 319
GLOSSARY OF TERMS ........................................................................................................................................................ 328
ACRONYMS ...................................................................................................................................................................... 330
The Government Finance Officers of the
United States and Canada (GFOA)
presented a Distinguished Budget
Presentation Award to the City of Maple
Ridge, British Columbia for its annual
budget for the fiscal year beginning January
1, 2016. In order to receive this award, a
governmental unit must publish a budget
document that meets program criteria as a
policy document, as an operations guide, as
a Financial Plan and as a communications
device.
This award is valid for a period of one year
only.
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Executive Summary
Financial Plan Reader’s Guide
Message from the Chief Administrative Officer
Budget at a Glance
FINANCIAL PLAN READER’S GUIDE
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The Financial Plan Reader’s Guide is intended to
provide a basic understanding of the Financial Plan
2017 – 2021 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 recapping the past year’s 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
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 within the four divisions:
Office of the Chief Administrative Officer (CAO)
Corporate & Financial Services (CFS)
Parks, Recreation & Culture (PRC)
Public Works & Development Services (PWDS)
Each divisional section begins with a listing of select
2016 accomplishments, explains efficiency and
effectiveness initiatives and discusses the business
challenges relevant to the 2017 – 2021 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 department,
followed by a few workplan highlights and
measures consisting of high-level community
goals and key performance measures.
An organization chart illustrates the reporting
structure of the department and is comple-
mented by a history and forecast of staff
positions. The organization chart may not reflect
the current Department structure.
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 2017 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
311 in this document.
MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER
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I am very proud to
present the 2017-2021
Financial Plan for the
City of Maple Ridge.
In early 2017 Statistics
Canada released the
preliminary data from
the 2016 Census.
Maple Ridge’s
population is now over
82,256 which is an
8.2% increase over
2011. Maple Ridge now has over 30,000
dwellings, a 7.9% increase since 2011. It is in this
environment that the City of Maple Ridge
developed this Financial Plan.
We are raising our families in this community and
fully understand the pressures that families are
facing with housing costs and affordability. This
plan was developed with a keen eye on the tax rate
in the region, the need to meet the challenges of
growth and an understanding that our citizens have
expectations around service delivery in areas that
impact their lives. We are also living at a time
where senior levels of government are enacting
policy and either explicitly, or unintentionally,
downloading responsibility for program and service
delivery onto local governments.
This plan is the culmination of a yearlong process
of evaluating the priorities of our Council, feedback
from citizens and the experience and input from
our talented staff from each department.
As you read through the plan you will see that, for
the first time in many years, we recommended and
received approval to bring new people to our team
to ensure that we can continue to provide service
to citizens in an effective and timely manner. You
will see a Capital Works program that is dealing
with the infrastructure, the roads, water and sewer
system, which our citizens need in this fast growing
community.
What I hope comes across is the rigour with which
this Financial Plan was developed. Financial
Planning is a year round endeavour in Maple Ridge.
As this publication goes to press we are working on
the Tax Bylaw for 2017, our staff are evaluating
bids on capital projects that are part of the work
plan and we are beginning the preliminary work on
the 2018-2022 Financial Plan that we will put
before Council in December of this year.
We are also adapting to announcements of senior
government funding and shuffling projects within
the plan to ensure that we can deliver the greatest
impact for every tax dollar our citizens have
invested in our care.
I thank you for taking the time to review this
document and I encourage you to contact me if you
have any questions about our plan or any aspect of
our community.
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 is to help the citizens of Maple Ridge
understand the budget process and provide a
summary of the information presented in the
Financial Plan 2017 – 2021. It provides an outline
of how Maple Ridge prepares, reviews and
approves 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 decision-making
framework by aligning staff work with Council
direction. Business planning also 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 293; 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
stable in 2016 with real GDP growth estimated at
2.9%. Unemployment rates in the province for the
year were 6.0%, a slight decline from a rate of 6.2%
in 2015. For the past three years, BC has led the
provinces in growth.
For 2017, forecasters are predicting that our
economy will lose some momentum due to factors
such as the renewed softwood lumber dispute with
the United States. Despite a prediction of slowed
economic momentum in 2017, the forecasted
unemployment rate is reduced to 5.8%.
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 2017 through
2021. 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 fees 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
2016 as a result of favourable returns and
conservative budgeting. Money held by the City,
that is not immediately required is invested and
prudently managed in order to achieve the
objectives of safety, liquidity and return. 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.
Rate Changes
Property Tax Increase for General Purposes of
1.90% in 2017 and 2018 and 2.00% per year in
2019 through 2021.
Property Tax Increase for Infrastructure
Sustainability of 0.70% per year in 2017 through
2021.
Property Tax Increase for Parks, Recreation &
Culture Improvements of 0.25% per year in 2017
through 2021.
Property Tax Increase for Drainage Improvements
of 0.30% per year in 2017 through 2021.
Water Utility Levy Increase of 4.50% per year in
2017 through 2021.
Sewer Utility Levy Increase of 3.60% per year in
2017 through 2021.
Recycling Levy Increase of 1.67% in 2017 and
2018 and 2.75% per year in 2019 through 2021.
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
departmental plans of what they would retain if
they had only 90% of current budget. This is an
opportunity to explain to senior management
what the ramifications of such reductions would
be. In addition, it is a chance to look at what we
are presently doing to see if there are strategies
for improvement.
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.
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 Employment Land Investment Incentive
Program is specifically designed to encourage job
creation by supporting private investment in
buildings and infrastructure on identified
“employment lands”. This program is currently
supporting $23 million in new commercial and light
industrial use construction and continues through
to the end of 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 2017 through
2021, the amount of the increase is 0.70%. This
amount is estimated to be $5.2 million for 2017,
$5.8 million for 2018, $6.4 million for 2019, $7.0
million for 2020 and $7.6 million for 2021.
The Unfunded Liability Chart in Appendix C on page
296, (Infrastructure Funding Strategy), highlights
the impact that the 1% tax increase has on the
infrastructure deficit.
Parks, Recreation & Culture Master Plan
The Parks, Recreation & 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
0.250% 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 included commercial and mixed-
use projects such as hotels, conference/meeting
facilities, offices, post-secondary and retail
developments. As of December 31, 2016, 130
projects with combined estimated construction
values of just over $100 million have been
completed or are underway. As tax exemptions
expire, these projects are helping to offset
residential property taxes. This year, expired
exemptions are expected to bring in over $575,000
in revenue.
Transportation Master Plan
In 2014 the City 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 20 years and beyond
and recommends 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 2016 2016 2017 2018 2019 2020 2021
Property Taxes 77,452 77,377 81,538 85,685 90,009 94,536 99,302
User Fees and Other Revenue 40,717 42,247 40,256 41,793 43,409 44,994 46,664
Senior Government Transfers 2,776 5,992 4,500 3,899 3,709 4,168 4,379
Development Revenue 17,893 39,560 5,978 2,728 7,210 10,435 8,968
Interest Income 2,478 1,883 1,898 1,913 1,928 1,943 1,958
Contributed Assets 39,063 16,500 20,000 20,000 20,000 20,000 20,000
Property Sales — 1,500 1,500 1,500 1,500 1,000 —
180,379 185,060 155,670 157,518 167,766 177,077 181,272
Revenue changes are increasing based on the rate changes in the Key Assumptions section above. The
difference in 2016 actual to budget amounts for Senior Government Transfers and Development
Revenue are mainly due to the timing of when Capital Work is complete and work-in-progress will be
deferred to 2017. 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 2016 2016 2017 2018 2019 2020 2021
Protective Services 35,845 38,806 39,808 40,928 42,090 43,205 44,489
Transportation Services 15,836 20,122 10,741 10,761 10,787 10,904 10,895
Recreation and Culture 21,584 23,316 23,461 24,048 24,574 25,217 25,804
Water Utility 12,629 14,264 14,104 14,489 14,886 15,243 15,611
Sewer Utility 10,068 10,388 11,079 11,530 12,030 12,500 12,998
General Government 14,821 18,198 14,172 14,389 14,813 15,350 15,882
Planning, Other 5,518 6,117 11,754 12,014 12,313 12,638 12,972
116,301 131,211 125,119 128,159 131,493 135,056 138,651
Annual Surplus 64,078 53,848 30,550 29,358 36,273 42,021 42,620
Other Items
Borrowing Proceeds — 7,046 6,000 7,000 — — —
Amortization Funded by
Capital Equity
18,209 19,780 19,780 19,780 19,780 19,780 19,780
Capital, Principal & Other (20,697) (112,224) (36,656) (31,555) (28,662) (30,406) (27,502)
Contributed Assets (39,063) (16,500) (20,000) (20,000) (20,000) (20,000) (20,000)
Transfers To (From)
Reserves And Surplus (22,527) 48,050 326 (4,584) (7,391) (11,395) (14,899)
BUDGET AT A GLANCE
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CAPITAL SPENDING
$ in thousands 2017 2018 2019 2020 2021
Government 800 270 880 290 780
Technology 1,816 1,413 2,457 2,057 638
Protective Fire 420 1,000 180 — —
Protective Police 30 190 — — —
Parks 7,320 3,808 1,990 5,455 4,640
Highways 9,639 11,353 8,698 11,719 11,568
Drainage 1,523 1,940 2,620 3,036 2,675
Sewage 1,946 6,002 5,083 1,918 683
Water 9,417 1,855 2,951 2,045 2,545
Grand Total 32,910 27,831 24,859 26,520 23,530
The capital program includes replacement of existing assets as well as new capital improvements
associated with a growing community. The five-year Capital Works Program is $136 million; 2017
planned capital projects are $33 million, excluding projects that will be carried forward from previous
years. For a complete listing refer to Appendix D on page 311.
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 2015 2016
Accumulated Surplus $ 24,627,701 $ 28,726,265
Reserve Funds 36,211,557 38,755,844
Total Reserve Accounts 40,820,003 45,884,890
Total Reserves and Revenue Accumulated Surplus $101,659,261 $113,366,999
BORROWING
The Financial Plan incorporates debt proceeds into the overall funding strategy.
Existing Debt
Debt issued and outstanding as at December 31, 2016 was $31,204,532. The majority of this debt,
$28,164,360, 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 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 2017 - 2021
The 2017 - 2021 Financial Plan includes borrowing associated with the Barnston/Maple Ridge Pump
Station and a new watermain, Maple Ridge Main West. These projects were recently completed by Metro
Vancouver, however, the construction of these significant investments spanned over half a dozen years.
The amount of borrowing proposed is a maximum of $13 million, over a term of 20 years, with the
funding source being Development Cost Charges (DCCs). The annual servicing cost or debt payments,
assuming all funds are required to be externally financed, will be approximately $875,000. A Loan
Authorization Bylaw will be prepared in early 2017, now that the costs of these regional projects are
finalized.
BUDGET AT A GLANCE
Maple Ridge Financial Plan 2017 - 2021 13 | P a g e
The timing of the borrowing is dependent on DCC collections and capital expenditures. Depending on DCC
collections, borrowing may significantly impact the ability to fund future water projects. The costs are
funded approximately 80% through DCCs and 20% through the Water Utility.
Borrowing Capacity
Under Community Charter 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 2016 Annual Report the unused liability servicing capacity at the end of 2016
was $23.8 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 (2017 Home Assessed Value $592,666)
2016 2017 Increase %
Residence Assessed Value $438,655 $592,666 $154,011 35.10%
Average Home Municipal Levies
General Purpose (Includes Infrastructure Sustainability) $1,883.67 $1,934.64 $ 50.97
Drainage Improvement Levy 20.53 25.78 5.25
Parks & Recreation Improvements 15.40 19.80 4.40
Subtotal Property Taxes $1,919.60 $1,980.22 $ 60.62 3.15%
User Fees
Recycling (fixed rate) $ 70.20 $ 71.37 $ 1.17 1.67%
Water (fixed rate) 553.30 578.20 24.90 4.50%
Sewer (fixed rate) 346.05 357.25 11.20 3.24%
Total Property Taxes and User Fees $2,889.15 $2,987.04 $ 97.89 3.39%
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 2017 - 2021 15 | P a g e
Maple Ridge – Deep Roots Greater Heights
Profile and Demographics
Government Overview
Maple Ridge Officials and Organization Chart
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.
PROFILE and DEMOGRAPHICS
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REALIZING THE DREAMS OF OUR FOUNDERS
On September 12, 1874, a group of settlers met at
John McIver’s farm and decided that they should
incorporate and become a municipality. At that time
there were less than 50 families but these early
pioneers saw the potential of their new home as a place
raise their families and create prosperity and
opportunity for future generations.
With a vote of the assembled
citizens, one of BC’s first
municipalities was born. The
choice of the name came from
the trees and topography of John
McIver’s farm. There was a
magnificent stand of maple trees
along the ridge that ran along
the edge of the McIver farm and
followed the line of the Fraser
River. This new Municipality
officially became ‘Maple Ridge.’
Over time, the character of
Maple Ridge would begin to form and bring with it all of
the opportunities that those who first settled the area
hoped would come. Neighbourhoods like Hammond,
Whonnock, Webster’s Corners, Ruskin, Albion and
Yennadon sprung up and provided the homes where
families could flourish. Each had their own post office,
community centre, churches, stores and schools.
Maple Ridge grew alongside the province’s earliest
transit route – the Fraser River. When the Canadian
Pacific Railway was completed in 1895, the community
gained further benefits as the railway ran along Maple
Ridge’s southern border adjacent to the Fraser River
and brought with it the enormous economic benefits
associated with ‘The National Dream’ of a coast-to-
coast rail system. The railway helped local agriculture,
forestry and manufacturing industries grow and prosper
as the markets for local products expanded both east
and west.
Since those early days Maple Ridge’s economy has
grown to encompass manufacturing, high tech, educa-
tion services and has become a favourite destination
for the television and film production industry. Today
Maple Ridge has a population of approximately 80,000
and this area has been identified as one of the high
growth areas of the Metro Vancouver Region.
The community boasts one of the most diverse natural
settings, with the Fraser River to the south, the Golden
Ears Mountain to the north and a series of rivers and
parks that allows citizens to escape to nature within
minutes of their home. Add to this the top quality arts
and recreational facilities and you can see that the
vision of the families that met at the McIver farm has
been realized.
As amazing as the natural setting is, the spirit of those
original pioneers is alive today in the current citizens.
Maple Ridge is a community where any evening or
weekend you’ll find a community festival underway,
arenas and sports fields full of kids playing their
favourite sports and service clubs and community
organizations working to make the community and the
world, a better place to live. All of these events are
powered by volunteerism. From the day-to-day
operation of the many sports associations to the
organization of Maple Ridge’s hosting of the Rick
Hansen Man in Motion Tour, the Caribbean Festival,
Country Fest and the annual Santa Parade, this is a
place where people get involved.
A REMARKABLE PLACE TO LIVE AND WORK.
There’s little doubt that Maple Ridge offers an
outstanding quality of life. A family-oriented community,
Maple Ridge boasts outstanding parks, a vibrant local
economy and affordable real estate. Maple Ridge is one
of the fastest growing cities in Metro Vancouver, and
our residents enjoy growing spending power. In their
latest edition of “Best Cities in BC for Work”, BC
Business Magazine noted that our average annual
family income, (over $101,000), high income growth
(14.5% over the past five years) and low unemployment
rate (5.1%) make Maple Ridge one of the best cities for
work in the province.1
The growing population coupled 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 to 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 Employment Land Investment
Incentive Program is designed to accelerate investment
and job growth in Maple Ridge by providing municipal
tax exemptions, reduced development cost charges,
and reduced building permit fees for new construction
and renovation on designated employment lands.
NAIOP Vancouver, the association for commercial real
estate development professionals, has recognized
Maple Ridge for the past two years in a row as the
“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.
1 BC Business, Best Cities for Work in BC, Dec 2016
PROFILE and DEMOGRAPHICS
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Maple Ridge is the sixth oldest and eleventh largest
(by land size) of the 162 municipalities in British
Columbia. Within the 26,710 hectares there are
30,450 properties and 73 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 2016 population is 82,256
representing a percentage change of 8.2% from
2011. This compares to the national average
growth of 5.0%. 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 & 2016 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, four Alternate/Special Education schools and
one Continuing Education facility. There are also
five 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 1,915
Ridge Meadows Hospital 1,082
City of Maple Ridge 624
Overwaitea Food Group 391
Ridge Meadows Assoc for Community Living 300
Arcus Community Resources 265
Advantec Global Innovations 260
Fraser Regional Corrections 240
West Coast Auto Group 239
Safeway Maple Ridge 147
Source: BC Stats, October 2011
Source: Maple Ridge Economic Development Office
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
Located in Maple Ridge, this hospital has 125
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 acute care beds. It provides primary and
secondary acute care and some specialty services
such as 24/7 emergency, diagnostics, inpatient
and outpatient care in general medicine, rehabil-
itation, surgery and other specialty services such
as urology, plastics and orthopaedics. Other
secondary acute care: 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 monthly benchmark price from the MLS Home
Price Index (December 2016) for single-family
residences in Maple Ridge is $568,300. The MLS®
HPI is a more stable price indicator than average
prices, because it tracks changes of “middle-of-
the-range” or “typical” homes and excludes the
extreme high-end and low-end properties.
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 six-lane Golden Ears Bridge links Langley on
the south side of the Fraser River with Maple
Ridge and Pitt Meadows on the north side. 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. Both bridges
provide facilities for cyclists and pedestrians.
Highways
Located on the Lougheed Highway (Highway 7)
and 10 minutes north of the Trans-Canada
Highway (Highway 1).
Airports (Driving Time)
Vancouver International 65 minutes
Abbotsford International 40 minutes
Pitt Meadows Regional 15 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 2017 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 & 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.
Advisory and/or Legislated Committees:
• Active Transportation Advisory Committee
• Advisory Design Panel
• Agricultural Advisory Committee
• Community Heritage Commission
• Economic Development Committee
• Environmental Advisory Committee
• Maple Ridge Resilience Initiative
• Advisory and/or Legislated Committees: cont’d
• Mayor’s Open Government Task Force
• Municipal Advisory Committee on Accessibility
Issues
• Public Art Steering Committee
• Social Policy Advisory Committee
• Special Committees:
• Parcel Tax Review Panel
• Policing Task Force
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
Aboriginal Relations Committee
Climate Action Committee
Housing Committee
Mayors Committee
Performance and Audit Committee
Regional Homelessness Task Force
Regional Parks Committee
Regional Planning Committee
Utilities Committee
Members of Council serve as a link between these
Community Organizations and the City:
• Alouette River Management Society
• Business Improvement Association
• Chamber of Commerce
• Emergency Planning Committee
• Fraser Health Authority
• Fraser Regional Correctional Centre
• Malcolm Knapp Research Forest Community
Advisory Board
• Maple Ridge Pitt Meadows Arts Council
• Pitt Meadows Airport Society
• Ridge Meadows Recycling Society
• Ridge Meadows Seniors Society
• Ridge Meadows Youth Justice Advocacy
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
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:
Parks, Recreation &
Culture
Kelly Swift
General Manager:
Corporate & Financial
Services
Paul Gill
Manager of
Sustainability &
Corporate Planning
Laura Benson
Manager of
Accounting
Catherine Nolan
Fire Chief
Howard Exner
Senior Manager of
Police Services
Maureen Jones
Manager of
Legislative Services
& Emergency Prog
Laurie Darcus
Director of Planning
Christine Carter
Director of
Engineering
Operations
James Storey
Municipal Engineer
David Pollock
Manager of Bylaw
& Licensing
Services
Robin MacNair
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
Chief Information
Officer
Christina Crabtree
Safer Downtown
Community Liaison
Dave Walsh
Chief Building
Officer
Stephen Cote-
Rolvink
APPOINTED OFFICIALS (DEPARTMENT HEADS)
Chief Administrative Officer ...................................................................................................................... E.C. (Ted) Swabey
General Manager: Corporate & Financial Services ............................................................. Paul Gill, BBA, CPA, CGA, FRM
General Manager: Parks, Recreation & Culture ................................................................................. Kelly Swift, MBA, BLS
General Manager: Public Works & Development Services ......................................................... Frank Quinn, P.Eng., MBA
Chief Building Officer ..................................................................................................... Stephen Cote-Rolvink, RBO, CRBO
Chief Information Officer.................................................................................................................... Christina Crabtree, BA
Director of Engineering Operations ........................................................................................................ James Storey, AScT
Director of Human Resources ................................................................................................................... Frances King, MA
Director of Parks & Facilities ............................................................................................................................... David Boag
Director of Planning ................................................................................................................ Christine Carter, M.PL., MCIP
Director of Recreation & Community Services ....................................................................................... Wendy McCormick
Fire Chief .................................................................................................................................................. Howard Exner, BGS
Manager of Accounting ...............................................................................................................Catherine Nolan, CPA, CGA
Manager of Bylaw & Licensing Services ....................................................................................................... Robin MacNair
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 ....................................... Laurie Darcus, MA, MMC, SCMP, CPM
Manager of Revenue & Collections ............................................................................................................... Silvia Rutledge
Manager of Sustainability & Corporate Planning ......................................................................... Laura Benson, CPA, CMA
Municipal Engineer .............................................................................................................................. David Pollock, P.Eng.
RCMP Officer in Charge ......................................................................................................... Superintendent David Fleugel
Senior Manager of Police Services................................................................................................................Maureen Jones
Municipal Auditors - BDO Canada LLP Municipal Solicitors - Raymond Young QC – Local Govt and Planning Law
Municipal Bankers - TD Canada Trust - Stewart McDannold Stuart – Local Government Law
Maple Ridge Financial Plan 2017 - 2021 21 | P a g e
Financial Policies and Fund Structure
Financial Policies
Fund Structure
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2017 - 2021 22 | 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 Municipalities 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
Government Act s.815(2)].
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 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 Servicing 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
Regulation 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 development 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).
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2017 - 2021 23 | P a g e
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.
The result of this work was a series of financial
sustainability policies that support and respect the
direction of the community. The policies are a
significant step toward 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 293.
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
148. Similarly the Water Fund relates only to the
Water Utility section, also in the Operations Center
on page 149. All other sections are included in the
General Fund.
General Fund
The General Fund is the primary fund for most
municipal services (It excludes sewer and water
services which are funded from specific utility
funds). This Fund has a number of revenue
sources—the largest of which is property taxation.
This fund provides a number of services to the
community including:
• Bylaw Enforcement: Providing enforcement of
the bylaws, maintaining business licences,
process permits and applications, carrying out
building inspections and providing parking
enforcement.
• Capital Projects: Constructing and
rehabilitating roads, traffic intersections,
neighbourhood improvements, parks, trails,
recreational and leisure facilities, drainage
requirements and public safety projects and
investing in technology to better provide
services.
• Fire Services: Providing alarm response, fire
suppression, rescue, hazardous material spills
and response for medical aid.
• Library and Arts & Cultural Services: Providing
services through the Library, Maple Ridge
Museum, The ACT Arts Centre and others.
• 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.
cont’d
FINANCIAL POLICIES and FUND STRUCTURE
Maple Ridge Financial Plan 2017 - 2021 24 | P a g e
General Fund – cont’d
• 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.
• Recreational & Community 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 62.
Maple Ridge Financial Plan 2017 - 2021 25 | 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 2017 - 2021 26 | 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.
ALIGNMENT OF CORPORATE STRATEGIC INITIATIVES
Maple Ridge Financial Plan 2017 - 2021 27 | 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 2017 - 2021 28 | 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 June
Council established the budget guidelines for staff to use in developing the 2017 - 2021 Financial Plan.
The 2017-2021 Financial Plan Guidelines include the following:
1. General Purposes Property Tax Increase –
1.90% in 2017 and 2018 and 2.00% per
year in 2019 through 2021.
2. Property tax rates will be reviewed annually to
ensure we are competitive with other lower
mainland municipalities.
3. Infrastructure Sustainability Property Tax
Increase – 0.70% per year.
4. Parks, Recreation & Culture Property Tax
Increase – 0.25% per year.
5. Storm Water Property Tax Increase – 0.30%
per year.
6. Water Levy Increase – 4.50% per year.
7. Sewer Levy Increase – 3.60% per year.
8. Utility Charges will be reviewed annually with
a view towards using rate stabilization
practices to smooth out large fluctuations in
rates.
9. Recycling Levy Increase – 1.67% in 2017 and
2018 and 2.75% per year in 2019 through
2021.
10. Growth in Property Tax Revenue Assumption
– 2.00% per year.
11. Incremental adjustments as outlined in the
Financial Overview Report 2017 - 2021.
Incremental packages must include a
business case to support new programs/
projects/staff.
12. Provision for costs associated with growth,
subject to available funding.
13. Capital Works Program totaling $32.9 million
2017, $27.8 million in 2018, $24.9 million in
2019, $26.5 million in 2020 and $23.5
million in 2021.
14. Cost and revenue adjustments from the
Financial Overview Report, which reconciles
the 2016-2020 Financial Plan with the 2017
- 2021 Financial Plan.
15. That Council endorse the funding strategy for
Parks, Recreation & Culture Community
Investments from the Financial Overview
report and that staff present this strategy to
the public, as part of the public input process
that is taking place on Community
Investments.
16. Allocation of growth revenue from incentive
programs to fund Infrastructure
Sustainability.
17. Budgets include operating and capital
components for a five-year period.
18. Public Consultation Plan developed and
operationalized.
19. Increase revenue from existing sources by
about 5.00%.
20. Identify potential new revenue sources (i.e.
be creative).
21. Evaluation of services to ensure alignment
with Council direction.
22. Identify and measure outputs/outcomes.
Identify key processes to undergo process
improvement reviews.
23. 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.
24. Organizational/structural change – is the
current organization adequate to deliver the
service? Are there better options? Contract
for services, or bring services in-house, where
and when it makes sense organizationally
and financially.
25. Succession planning – review organization
charts in relation to service delivery with a
view to long-term planning. What positions do
you see as potentially becoming vacant by
retirement and what organizational options
may be available as a result?
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2017 - 2021 29 | P a g e
26. Vacant position review and management – all
positions that become vacant are subject to a
detailed review prior to being refilled.
27. Contracting/Consulting review – all
consulting work should undergo a review at
not only budget time, but also when services
are being contracted to determine the best
way to acquire services. This will involve
potentially contracting out where it makes
sense and contracting in where there are
available staff resources.
28. The Financial Plan must be in accordance
with Council’s strategic Financial
Sustainability Plan policies approved in
October 2004.
29. 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.
30. 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 (2017 – 2021) was as follows:
February 2016 Complete staff debriefing sessions for previous year’s business plan
July 2016 Distribute staff only version of “Business Planning Guidebook – 20th Edition for
2017 – 2021”
June - Aug 2016 Training available on request at any time
Develop Business Plans
August 2016 Capital requests are due by Friday, August 12
Information Technology requests are due by Friday, August 12
September 2016
Update Scorecards to third quarter results - considered final by
Friday, September 23
Submit draft Business Plan to Business Planning Committee by
Friday, September 23
October 2016
Submit final Business Plan to Business Planning Committee by Wednesday,
October 12
Departmental Business Plan and Budget discussion with CMT on
Tuesday, October 18, Thursday, October 20 and Friday, October 21
November 2016
CMT reviews Business Plans; makes preliminary recommendations; and, gives
feedback to departments (first week of November)
Business Plans published for Council and the public
Council Presentations held on Monday, November 28, Tuesday, November 29 and
Wednesday, November 30
December 2016 Council gave Maple Ridge 2017-2021 Financial Plan Bylaw No. 7300-2016 first,
second and third readings on December 5, 2016.
January 2017 Council gave Maple Ridge 2017-2021 Financial Plan Bylaw No. 7300-2016 final
reading on January 17, 2017.
BUSINESS PLANNING GUIDELINES
Maple Ridge Financial Plan 2017 - 2021 30 | P a g e
Maple Ridge Financial Plan 2017 - 2021 31 | P a g e
Financial Pl an Overview
Financial Plan Highlights
Financial Overview Report
FINANCIAL PLAN HIGHLIGHTS
Maple Ridge Financial Plan 2017 - 2021 32 | 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 Purposes Property Tax Increase –
1.90% in 2017 and 2018 and 2.00% per year
in 2019 through 2021.
Infrastructure Sustainability Property Tax
Increase – 0.70% per year.
Parks, Recreation & Culture Property Tax
Increase – 0.25% per year.
Storm Water Property Tax Increase – 0.30%
per year.
Water Levy Increase – 4.50% per year.
Sewer Levy Increase – 3.60% per year.
Recycling Levy Increase – 1.67% in 2017 and
2018 and 2.75% per year in 2019 through
2021.
Growth in Property Tax Revenue Assumption –
2.00% per year.
Incremental Adjustments as outlined on
page 43.
Provision for costs associated with growth,
new and previously approved, subject to
available funding. Detailed on page 41 and in
accordance with Appendix B - Financial
Sustainability Policy 5.52-2.0 on page 293.
Capital Works Program totaling $32.9 million
2017, $27.8 million in 2018, $24.9 million in
2019, $26.5 million in 2020 and $23.5
million in 2021 as summarized on page 59.
Cost and revenue adjustments from page 42
which reconciles the 2016 - 2020 Financial
Plan with the 2017 - 2021 Financial Plan.
That Council endorse the funding strategy for
Parks, Recreation & Culture Community
Investments from the Financial Overview
report and that staff present this strategy to
the public, as part of the public input process
that is taking place on Community Investments
as outlined on page 66.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 33 | P a g e
Financial Overview Report
In November 2016 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 2017 and beyond. The final outcome is
a Financial Plan Bylaw which Council adopted on
January 17, 2017. The complete report is included
below.
Table of Contents
OPENING REMARKS ..................................................................................................................................................... 33
INTRODUCTION ........................................................................................................................................................... 34
HOW HAVE WE BEEN DOING IN RELATION TO OUR BUDGET THIS YEAR? .................................................................... 35
PROPERTY TAX INCREASES........................................................................................................................................... 36
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ............................................................................. 38
CHANGES TO PREVIOUS OPERATING BUDGET ............................................................................................................. 42
INCREMENTAL ADJUSTMENTS ..................................................................................................................................... 43
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ...................................................................................................... 48
EFFICIENCY & EFFECTIVENESS IMPROVEMENTS IMPLEMENTED IN RECENT YEARS ...................................................... 51
UTILITIES & RECYCLING ................................................................................................................................................ 54
COMPOSITION OF PROPERTY ASSESSMENT BASE ........................................................................................................ 56
STAFFING ..................................................................................................................................................................... 57
BUDGET SUMMARY ..................................................................................................................................................... 58
CAPITAL PROGRAM ..................................................................................................................................................... 59
PARKS, RECREATION & CULTURE COMMUNITY INVESTMENTS .................................................................................... 66
IMPACT TO THE AVERAGE HOME ................................................................................................................................. 69
HOW OUR TAXES COMPARE TO OTHER MUNICIPALITIES ............................................................................................ 70
FINANCIAL INDICATORS ............................................................................................................................................... 73
CONCLUSION ............................................................................................................................................................... 77
RECOMMENDATIONS FOR 2017-2021 FINANCIAL PLAN ............................................................................................... 78
GENERAL INFORMATION ............................................................................................................................................. 78
Opening Remarks
The Financial Plan for the City of Maple Ridge
outlines the services provided by the City and the
financial implications thereof. This document
provides an overview of the 2017 - 2021 Financial
Plan.
In late November/early December, Council
receives the Financial Plan, more commonly
known as the “budget”, along with the business
plans from all city service areas. This allows for a
fulsome discussion of the services provided so
that service level adjustments can be considered.
In the interest of openness and accountability, all
of Council’s budget deliberations are held in
meetings that are open to the public.
This report begins with a discussion of the
legislative framework that we operate in, as well
as the process that we go through in developing
the Financial Plan. It then discusses the key cost
drivers and financial strategies that are built into
the plan. The impact of the Financial Plan to the
average home is also highlighted.
While this report is prepared 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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 34 | P a g e
Council Welcomes Your Input!
Introduction
At the end of the day, budgeting is a balancing act
between what the City would like to do and what it
can afford. The decisions that are made are not
just about the numbers; they affect the programs
and services that we depend on for our quality of
life every day. In developing the plan, we try to
keep our mind on the issues of the day, as well as
those of tomorrow.
5-Year Financial Plan
The current business planning and financial
planning process has been developed over many
years and while it is considered a best practice
amongst local government organizations, it has
seen refinements each year. It begins with
direction from Council which is set early in the
planning cycle. Council considered the direction
for the 2017 - 2021 Financial Plan this past spring
and held a public question and answer period at
that time. As well, additional time was allowed for
public input, before the guidelines were adopted
this past August. Since that time, staff has been
working on developing a plan in alignment with
Council’s direction.
When Council receives this report, they also
receive detailed Business Plans from every
department. The Business Plans identify specific
workplan items that are aligned with Council
direction and this material allows Council to
consider workplan and service level adjustments
that they may deem appropriate.
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.
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 produce this report
and provide detailed budgets for each service area
as part of the departmental business plans.
Balanced Budget – Can’t Run Deficits
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. Simply put, this means
that unlike other levels of government, we are not
allowed to run a deficit. If we want to spend
money, we must identify where that money is
coming from.
Financial Planning vs Financial Reporting
It is important to understand the difference
between the objectives of the City’s two main
financial documents: The Financial Plan and the
Financial Statements. The Financial Plan is a
forward looking document, looking at a five-year
time frame and setting out what the City plans to
do and how it plans to pay for it. In accounting
terms, the Financial Plan is prepared on a “cash”
basis. In contrast, the Financial Statements are a
backwards looking document showing the
financial condition of the City as at December 31
of each year. The Financial Statements are
prepared on an “accrual” basis, according to
accounting guidelines set by the Public Sector
Accounting Board. It is important for the reader to
keep these differences in mind when reading each
of the documents.
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 of Council’s
budget deliberations are open to the public. For
the past several years, the City has hosted live
stream events, 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. Last year, Council
allowed additional time for public input, prior to
giving final consideration to the Financial Plan.
Council and staff are interested in your ideas and
suggestions.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 35 | P a g e
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?
2016 Financial Performance
As we begin to look forward to the 2017 - 2021
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 ones.
Temporary shortfalls in revenue can be managed
through the Building Inspection Reserve; the
current balance in the reserve is $2.26 million,
and is the source of funding for additional staff,
approved by Council, for development processing.
In the last few years, development activity has
been very brisk. For 2016, annual building permit
revenues will exceed our Financial Plan target of
$1.7 million by approximately $1.5 million. The
following table shows building permit revenues for
the past 5 years. The increase for 2016 is the
result of an increase in building activity as well as
an increase in the associated construction values.
Historical Building Permit Revenue
2012 $1,285,502
2013 $1,761,604
2014 $2,037,077
2015 $3,035,374
2016 $3,173,754 (11 Months)
In 2010, the City began receiving revenues from
the local gaming facility. To date, in 2016, we have
recorded $660,000 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. Overall cost containment by
departments is a key contributing factor. 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 continue in 2016.
Here are some comments on other trends that we
are seeing:
Revenues:
Investment income in the General Revenue Fund
is expected to meet financial plan targets in 2016.
At the end of September, investment income is
$890,000 against a Financial Plan target of
$1,165,000. 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.
Gravel revenues will miss Financial Plan targets by
approximately $450,000 and revenue
expectations for future years will be adjusted.
The Financial Plan included revenues of $1.7
million from the commercial section of the office
tower. Current projections indicate that revenues
will miss this target by slightly more than 10% due
to vacancies.
Expenses:
Overall, expenses are expected to come in within
budget as a combined result of continued cost
containment and timing variations in the
completion of various studies and projects. The
following highlights some significant cost centres:
The RCMP contract cost will likely come in under
Financial Plan targets. In line with Council practice,
a portion of any savings will be transferred to the
Police Services Reserve. There are some
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 36 | P a g e
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 2017.
As at the end of September, Parks & Recreation
costs are within financial plan targets and it is
expected that any current year impacts from the
dissolution of the cost share agreement with Pitt
Meadows will be managed within that envelope.
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, 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 exceed
the $2.9 million target in the budget adopted in
May as Council has approved an additional $2
million of capital projects funded from General
Revenue Surplus. The budgets for any projects still
in progress at the end of the year will be
transferred to reserves at year-end as work on the
related projects will continue in 2017.
The above summary is based on results to the end
of September and points to a General Revenue
surplus for 2016.
Property Tax Increases
Council’s 2017 – 2021 Budget Guidelines
With that brief introduction, we will now turn our minds to the 2017 - 2021 Budget Guidelines. These
guidelines serve as direction to staff for developing the Financial Plan. Council first discussed the
guidelines at the beginning of the summer and held a public question and answer session at that time.
Council then allowed additional time for public input on the guidelines before granting final approval. As
can be seen on the chart that appears below, the approved guidelines show a General Purpose tax
increase of 1.90% which is the lowest increase in years. The guideline for the overall annual tax increase
for 2017 and 2018 was set at 3.15%. We are pleased to report that the Financial Plan that has been
developed meets these guidelines.
* The sewer user fee increases 3.6% annually and the sewer parcel charge remains constant resulting in an
overall annual increase of approximately 3.25% over the five years of the plan.
** The average composite home represents the assessed value of all single family and multi-family homes
Avg Composite Home, $400,000 Value**2013 2014 2015 2016 2017 2018 2019 2020 2021
Property Tax increases
General Purpose 2.25%1.90%1.92%2.10%1.90%1.90%2.00%2.00%2.00%
Infrastructure Replacement 0.50%0.50%0.50%0.50%0.70%0.70%0.70%0.70%0.70%
Fire Service Improvement 0.33%- - - - - - - -
Parks and Recreation 0.13%0.25%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%0.30%
Total Property Tax Increase 3.51%2.95%2.97%3.15%3.15%3.15%3.25%3.25%3.25%
User Fee Increases
Water 5.50%5.50%5.50%4.50%4.50%4.50%4.50%4.50%4.50%
Sewer*4.05%4.07%4.10%3.21%3.22%3.24%3.25%3.25%3.27%
Recycling 3.00%0.00%0.00%0.00%1.67%1.67%2.76%2.75%2.75%
Total Property Tax and User Fee income 3.91%3.46%3.49%3.33%3.38%3.38%3.48%3.48%3.49%
Actual Proposed
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 37 | P a g e
Some additional history on our tax experience is shown in the chart that follows. An explanation of each
component of the proposed increase is also provided.
General Purpose Increase – this is the portion of the increase that is used to cover the cost of existing
services. The cost implications of collective agreements are provided for in this section and have been
revised to reflect recent contract settlements in the region.
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 0.70% is
planned for each year of the Financial Plan. In 2016, the increase in this section was 0.50%.
Drainage Levy – this portion of the increase is dedicated towards storm water management. An increase
of 0.30% is planned for each year.
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.
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 approximately 3.25% is planned over the 5 years.
Recycling Services – this money goes towards operating the recycling centre as well as for the blue box
service. The approved guidelines showed an increase of 2.75% for each year; our analysis now shows
that the increase for each of the first two years of the plan can be reduced to 1.67%.
With this understanding of Council’s budget guidelines and the results that have been achieved, we turn
our minds to a conceptual overview of the budget.
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire Levy
Town
Centre
Total
Increase
2021 2.00%0.70%0.30%0.25%3.25%
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 3.51%
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 2017 - 2021 38 | P a g e
Where Does The Money Come From and Where Does It Go?
Conceptual Overview
From time to time, we hear from citizens asking
why a tax increase is required, when there is
additional money coming into the city from new
construction. This section of the report provides a
conceptual overview of where the City's money
comes from and where it goes.
New Revenue
The chart that follows 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. The new
construction represents value that was not taxed
previously and we refer to the 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).
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 & Culture
which is to provide financial capacity to
implement the recommendations of the Parks &
Recreation Masterplan.
The Drainage amount 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
$4.2 million in revenue is expected to accrue to
the City in 2017.
Conceptual Overview of New Revenue
When Costs
Go Up as a
Result of
Inflation,
Increases
Must be
Covered
Within This
Line
Item ($ in thousands)2017 2018 2019 2020 2021
Previous Year's Taxation 72,150 76,190 80,215 84,420 88,850
Growth Rate 2.00%2.00%2.00%2.00%2.00%
Growth Rate (Town Centre Incentive)0.45%0.15%
Growth Revenue 1,770 1,635 1,605 1,690 1,775
Previous Year's Taxation + Growth 73,920 77,825 81,820 86,110 90,625
Property Tax Increases:
General Purpose 1.90%1.90%2.00%2.00%2.00%
Infrastructure Replacement 0.70%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%3.25%3.25%3.25%
Property Tax Increase 2,330 2,450 2,660 2,800 2,945
Utility Class Cap. & Sup. Adj. Contingency (60)(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 4,040 4,025 4,205 4,430 4,660
Next Year's Taxation Base 76,190 80,215 84,420 88,850 93,510
Reduction In Gravel Sales (200)- - - -
Increases in Other Revenue 340 275 290 180 180
Increase in General Revenue 4,180 4,300 4,495 4,610 4,840
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 39 | P a g e
Transfers
The previous section discussed the additional
money coming into the city from tax increases,
fees and charges, as well as new construction.
Now we turn our minds to the demands against
that money.
Reserves are an important part of our Financial
Plan. The contributions to reserves are referred to
as Transfers and our Financial Plan relies on
reserves to meet major expenditures. For example,
rather than having to provide full funding in the
year that we need to replace a fire truck, 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 as required, and the table below
shows the adjustments included in this Financial
Plan. A more fulsome discussion on our reserves is
included beginning on page 62 of this report.
Conceptual Overview of Changes to Transfers
Item ($ in thousands)2017 2018 2019 2020 2021
Additional General Revenue available 4,180 4,300 4,495 4,610 4,840
Transfers to Reserves:
Capital Works Reserve 165 (90)(40)(45)(45)
CWR Reduced Gravel Sales 200 ----
Fire Department Capital (75)(80)(80)(85)(90)
Equipment Replacement Reserve (40)(85)(85)(90)(90)
General Revenue Funded Capital (net CWR tfrs)(160)(160)(165)(175)(185)
Recycling Reserve 45 20 (5)(5)(5)
Police Services Reserve (RCMP Contract)(295)(195)---
Reserve for Facilities Maintenance --(50)(75)(75)
Building Permit Reserve (PW&D Staff Funding)(255)----
Available after transfers 3,765 3,710 4,070 4,135 4,350
We Use Reserves to Provide Long-Term
Financial Stability
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Maple Ridge Financial Plan 2017 - 2021 40 | P a g e
There are a number of contracts already in
place. There is little discretion in funding
these commitments.
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 2017 costs are increasing by
$370,000 from 2016 and are increasing by a
further $395,000 in 2018.
As already mentioned, we have little discretion in
funding these items as they are the result of
existing contracts (labour agreements, RCMP and
Fraser Valley Regional Library are some
examples).
Conceptual Overview of Expenditure Changes
Item ($ in thousands)2017 2018 2019 2020 2021
Available after transfers 3,765 3,710 4,070 4,135 4,350
Increase in expenditures:
Labour (excluding Fire Dept.)(595)(700)(615)(725)(845)
Fire Department (370)(395)(415)(290)(290)
Parks & Recreation Master Plan (185)(195)(205)(215)(225)
Policing Contracts (RCMP, ITEAMS, ECOMM)(725)(600)(845)(735)(790)
Fraser Valley Regional Library (90)(85)(85)(90)(90)
Inflation Allowance (75)(225)(225)(235)(250)
Infrastructure Replacement (515)(545)(575)(605)(635)
Drainage Levy Related Capital Projects (220)(235)(245)(260)(270)
Growth Costs (380)(405)(405)(405)(405)
Recycling Expenses (190)(70)(75)(75)(75)
Arenas Contract (CPI adjustment)--(90)--
Use of Accumulated Surplus (PW&D Staff Funding)125 (50)(75)
Available after expenditures 545 205 215 500 475
Surplus from prior year 100 487 622 678 1,165
Other Adjustments & Rounding (158)(70)(159)(13)100
General Revenue Surplus 487 622 678 1,165 1,740
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Maple Ridge Financial Plan 2017 - 2021 41 | P a g e
Some of the larger expenditures are discussed below:
Labour: This line reflects the financial impact of
wage and benefit cost increases.
Fire Department: The evolution of our Fire
Department to include full time paid responders
took place over many years. Costs continue to
increase, though no additional firefighters are
provided for. Operating costs for Fire Hall No. 4 are
included in 2018.
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 Identi-
fication, a Dog Unit and a Traffic Reconstruction
Unit. The budget previously included the addition
of eight police officers over the 5-year life of the
plan. The recommendation is now to hire four of
these police officers in 2017 to increase front line
police resources and to use the Protective
Services Reserve to manage the costs.
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 $90,000.
Infrastructure Replacement: In 2008, Council
approved a 1% tax increase to help maintain our
existing infrastructure. The annual increase for the
years 2013-2016 was reduced to 0.5% though
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. For the
2017 - 2021 Financial Plan, the annual tax
increase for Infrastructure has been increased to
0.70%. Additional discussion on infrastructure
replacement is included on page 36.
Inflation Allowance: The inflation allowance covers
over 1,000 items, amounting to almost $10
million in materials and services, for which
increases are not specifically built into
departmental budgets. An allowance of about
0.7% for 2017 and 2% per year for 2018—2021 is
included in fiscal services to cover inflationary cost
increases.
Budget Allocations for Growth: Maple Ridge is a
growing community. Each year, more and more
roads and sidewalks are built. More boulevard
trees are planted. All of these have to be looked
after. In recognition of the additional work required
each year, a portion of the new tax revenue from
new construction is set aside to meet the growth
demands. The table below shows the growth
amounts included in this Financial Plan.
It should be noted that this allocation is subject to
us meeting the growth revenue projections.
Item ($ in thousands)2017 2018 2019 2020 2021
General Revenue Fund
Fire Dept. Equipment Mtce. & Capital 50 50 50 50 50
Operations Department 65 65 65 65 65
Parks Maintenance 40 65 65 65 65
Software Maintenance 30 30 30 30 30
Public Works & Development (PWDS)65 65 65 65 65
Corporate & Financial Services (CFS)65 65 65 65 65
Parks, Recreation & Culture (PRC)65 65 65 65 65
General Revenue Total 380 405 405 405 405
Water Revenue Fund - Maintenance 15 15 15 15 15
Sewer Revenue Fund - Maintenance 10 10 10 10 10
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 42 | P a g e
After providing for the expenditure changes
identified on the previous page, the General
Revenue Surplus is $487,000. 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 around 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.
Changes to Previous Operating Budget
The next section outlines the changes to this Financial Plan from the one that covered the years 2016-
2020. If we plan properly there should be few changes from one Financial Plan to the next one.
Our last Financial Plan showed a surplus of $36,000 for 2017. Here is a summary of the changes that
have been made:
1. Labour and benefit cost estimates have been updated and this has had a favourable impact to
the budget.
2. The inflation contingency has been reduced as costs have been updated.
3. Crown Corporation/Utility Companies grants have been reduced to reflect current estimates.
As a result, the 2017 surplus, prior to considering incremental requests is $487,000.
General Revenue Fund (GRF) Reconciliation of 2016-2020 Financial Plan
($ in thousands)2017 2018 2019 2020 2021
Adopted Financial Plan 2016-2020
General Revenue Fund (GRF) Surplus 36 46 57 491 n/a
Changes
Labour 235 331 418 418
Changes to MSP, pension & other benefit rates 90 100 84 75
Inflation 131 131 125 131
Terminating the Joint Leisure Services Agreement (1)20 (3)45
Grants-in-Lieu (33)(33)(33)(33)
Other Adjustments 29 27 30 38
450 576 621 674
GRF Surplus before Incremental Adjustments 487 622 677 1,165 1,740
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 43 | P a g e
Incremental Adjustments
The last section showed that after dealing with
existing commitments and policy direction,
$487,000 is available to deal with other Council
priorities. We refer to these other priorities 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. As Council will
see in the departmental business plans,
organizational pressures are building up and this
financial plan provides some relief.
An incremental request was approved by Council
in 2015 for additional staffing in Public Works and
Development Services. The financial impact of this
is included in our financial plan. In addition, in
recent years, Council has supported a Façade
Improvement Program, in partnership with the
Downtown Business Improvement Association
(DMRBIA). The annual cost of this program is
$25,000 and we recommend that it be extended
for 2017 and 2018. The funding source for this
would be Accumulated Surplus.
In addition to the foregoing, the following
enhancements are recommended by the
Corporate Management Team.
1. Addition of 4 RCMP members in 2017
The existing Financial Plan provides for the
addition of eight police officers over the 5 years of
the Financial Plan. Our front line resources have
been relatively unchanged for the past several
years and the addition of four officers in 2017
would allow an additional police officer to be
added to each of the patrol watches. In essence,
we would be moving up the timing of officers that
we would have hired later and the additional cost
can be funded from the Protective Services
Reserve. Further support for the RCMP will be
looked at, as financial capacity allows.
2. Research Technician
This position in the Sustainability & Corporate
Planning area is reliant on $50,000 annual
funding from BC Hydro. The position is integral to
our work while BC Hydro’s funding commitment
expires by mid-2018. We have structured the
Financial Plan to provide an ongoing stream of our
own funding to replace the BC Hydro grant. We
have the capacity to build in our own funding by
2018 and any shortfalls that we experience in the
meantime will be funded from the Carbon Tax
Rebates that we have received, which are the
result of the work performed by this section.
3. Support for Electronic Document Management
The City has made a significant investment in the
electronic document management system.
Funding to support the implementation and start-
up expires in mid-2017, though there is ongoing
work to be done. Specifically, the system can be
leveraged to create electronic forms with
automated built-in workflows. This will enhance
customer service and increase the efficiencies for
many departments – eliminating labour intensive
paper forms and paper handling by multiple
individuals. The support is provided by a staff
member who has gained valuable knowledge
about the system. We will lose the benefits of this
investment if we do not continue with this position.
Funding of $40,000 for 2017 and $80,000
annually thereafter is included in the plan.
4. Archive Preservation & Storage
The Clerk’s Department business plan outlines the
digitization, preservation and storage work that
needs to be done for our archives. While the work
will be done over 5 years, we recommend that
$50,000 be set aside from surplus to fund this
work so that it can be done as and when it makes
sense.
5. Advisory Committee Training & Networking
The advisory committees have expressed a desire
for a training event that would also allow them to
network with each other. These committees are an
important part of the work of Council so we
recommend that the estimated cost of $4,500 be
supported and funded from surplus.
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Maple Ridge Financial Plan 2017 - 2021 44 | P a g e
6. Emergency Program Resources
Due to recent retirements, we have seen
significant turnover in the staff that would have
responsibilities in an Emergency Operations
Centre (EOC). Further, our training and support
materials have to be updated and the existing
funding for this is inadequate. We recommend
that for 2017, $10,000 be provided to support the
work program. While this cost is one-time in nature
and can be funded from Surplus, we recommend
that the annual budget for this area be increased
by $3,000 to accommodate the ongoing workplan.
7. Funding for Community Energy
Management Program
The City receives an annual Carbon Action
Revenue Incentive Program (CARIP) rebate on the
carbon tax paid on fuels purchased. This rebate
has been reserved for activities that reduce
corporate and/or community energy consumption
and/or greenhouse gas emissions.
Our work in the area of Community Energy
Management to date has been limited because
there is no funding attached to it. We propose
allocating $80,000 from our Carbon Tax Reserve
to fund Community Energy Management work
which will include outreach, education, corporate
waste pilot project(s) and communication. Funds
may be used for consulting as well as hiring a
summer student to assist with the work. Doing so
will allow us to propel our new Community Energy
Management program forward and provide a
valuable service to our current and future
residents, builders, and business community.
8. Sustainability Reserve Contribution
Maple Ridge is a signatory to the BC Climate
Action Charter. Prime Minister Trudeau has also
stressed to provinces the importance of adopting
carbon pricing schemes to acknowledge the cost
of greenhouse gas emissions. Although we
measure and publicly report on these emissions,
we have not set aside a pool of money to take
corrective action. The BC Carbon tax is $30/tonne.
We recommend that we set aside a relatively
modest amount of $3,000 for 2017, incrementing
annually by $1,000 to acknowledge the
importance of this issue and try to supplement this
amount by one quarter of one percent of our
annual surplus. The funds would be used to
support energy and emissions projects corporately
and in the community. Council would control the
use of these funds.
9. Staff Retention and Attraction
A number of staff have retired in the past few
years and more are expected to retire in the
coming few years. Additional funding of $50,000
has been set aside in this financial plan for 2017,
increasing to $150,000 in 2019 and years
thereafter for retention and attraction initiatives.
10. Part Time Relief – Property Tax Front Counter
Staffing levels at the property tax counter have
remained unchanged for many years while
volumes have increased significantly. Online
applications have provided some relief, however
pressures have built up to the point where
additional staff support is required. The cost of
added part time relief is $30,000 annually and
has been provided for in this Financial Plan.
11. Staff Support for Social Planning
Staffing support in Social Planning is required to
assist with the myriad of social issues that we are
dealing with. Issues associated with poverty,
addiction, mental health, and homelessness are
being handled by staff who have other
responsibilities and this has created pressures
that are not sustainable.
Two additional staff at a cost of $195,000 are
required to provide the necessary support. As well,
with the dissolution of the joint agreement with Pitt
Meadows, our own Parks, Recreation & Culture
division is evolving. The existing pool of funds
allocated for Succession Planning can be used to
fund the new positions in 2017. For 2018 and
beyond, $100,000 per year will be provided. The
balance will come from within existing envelopes,
as the department evolves.
12. Museum and Seniors Programming
The budgets for these two service areas have
remained relatively unchanged for many years
though demand has increased. Allocating an
additional $45,000 to each of these service areas
will allow them to better support their programs.
13. Cultural Plan
In the 2016-2020 Financial Plan, $20,000 was
allocated for a Cultural Plan. This has allowed for
Phase 1 of the project to be completed. Phase II
requires a further investment of $15,000 which
can be funded from surplus.
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Maple Ridge Financial Plan 2017 - 2021 45 | P a g e
14. Staff Support for Development Services
In 2015, Building Permit Revenue reached $2.7
million against an annual budget of $1.7 million.
For 2016, revenues of $3.4 million are expected.
Along with this revenue comes additional
workload. To meet the level of service
expectations of the development and building
communities additional resources are identified.
We are recommending that the annual budgeted
revenue for Building Permits be increased by
$650,000 to provide for the following:
Transportation Engineer
Engineering Technician
Electrical Inspector
Plan Check Supervisor
Building Inspector Supervisor
Environmental Technician
The incremental packages included in the
business plans have additional detail on these
positions. We expect building activity to remain
brisk and in the event that we don’t meet the
revenue targets, we have $2.5 million in a Building
Inspection Reserve account that can be used to
bridge the shortfall until staffing adjustments can
be made.
15. Fire Department Training
For the past several years, our Fire Department
has used the Justice Institute of BC’s (JIBC) facility
on 256th Street for training. This was done through
an agreement with the JIBC that expired in August,
2016. That agreement allowed us to obtain the
required training time, in exchange for older Fire
Department equipment that we had provided to
the JIBC. JIBC has advised us that an arrangement
such as this is no longer acceptable to them and
that we need to pay for the training on the same
basis as other fire departments. In view of our long
standing positive relationship, JIBC has agreed to
extend our previous arrangement until the end of
this year.
The annual value of the training is $175,000. After
our own training facility is built in conjunction with
Fire Hall No. 4, this will be reduced to $75,000 as
we will only need to use the JIBC facility for live fire
training.
We recommend that for 2017, we set aside
$350,000 from surplus to fund the first 2 years of
these costs. From 2019 forward, the $75,000
required annually will be funded from growth
funding allocated to the Fire Department.
16. Growth Related Maintenance Requirements in
Operations
The Operations Centre requires additional funding
for ongoing maintenance. This additional work can
be funded from the Utility (Water & Sewer) Funds
and will thus have no impact on General Revenue.
Sewer Pump Maintenance & Flushing Program
$165,000
Water Pump Station & Reservoir Maintenance
$150,000
The annual allotments identified above will be
phased in over three years to match the required
maintenance program.
17. IT Business Solutions Support
The IT Department is responsible for looking after
and growing our existing technologies and in
helping departments achieve business solutions.
These solutions often require the need for
improved corporate data management and
purpose built applications that will deliver an
improved customer experience and an increased
ability for staff to find efficiencies in managing
their departmental resources.
An additional staff resource in the Business
Solutions stream will allow IT to focus efforts on
purpose built, online tools that will serve our
citizens in engaging with us, accessing information
and doing business with the City, without
sacrificing existing services. In addition, tools for
staff will be invaluable in managing resources and
solving business problems.
Funding of $90,000 from General Revenue is
required to fund this.
18. After-Hours IT Response
Since inception, the IT Department has been
funded to provide support from 7:30 am to 5:00
pm, Monday to Friday. Over the past decade, IT
demands have increased well beyond these hours
and resourcing has not kept up. At City Hall alone,
we have staff starting before 7:00 am and working
well into the early evening. In addition, the Leisure
Centre is open from 6:00 am to 10:00 pm, Bylaw
officers work on the weekends, meetings are live
streamed in the evenings and the Operations
Centre and Fire Department run 24/7.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 46 | P a g e
Increasing Service Desk hours to 10:00 pm on
weekday evenings and providing service on the
weekends, will allow us to support staff working
non-standard hours and citizens accessing online
services. In addition, timely response to requests
for service will improve as this additional
resourcing will be devoted to maximizing the
customer experience.
Funding of $80,000 from General Revenue is
required for this.
19. Economic Development Workplan
The Tourism Task Force is interested in developing
a tourism marketing program as well as doing
further work on the feasibility of a hotel. Additional
details on the proposed work are available in the
Economic Development Workplan. $90,000
funded from surplus can provide for this work.
20. Growth Related Brushing Maintenance
The Operations Centre requires additional funds to
continue to deliver the levels of service for
brushing maintenance and the chipping program.
This can be funded through existing unallocated
growth funds in the Operations Centre and thus
will have no additional impact on General
Revenue. The annual level of growth funding has
been constant at $65,000 per year for the
Operations Centre to cover growth costs that are
not related to water or sewer. This amount will be
reviewed in future years budgets to ensure that it
is sufficient to cover the maintenance costs of
additional municipal infrastructure added by both
by developers and through the City’s capital
program
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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 47 | P a g e
* Endnotes 1 to 19 are explained in more detail beginning on page 43
For 2017, our surplus of $487,000 has been reduced to $104,000. The effect is not as significant as
one might have thought due to the use of surplus, reserves and increased revenues. Additional items
funded by the Utility Funds are shown below. These have no impact on the General Revenue Surplus.
Item ($ in thousands)2017 2018 2019 2020 2021
General Revenue Surplus 487 622 678 1,165 1,740
Proposed Ongoing Incremental Operating Items
Research Technician (Formerly Funded by BC Hydro Grant) 2 -(25)(50)(50)(50)
Electronic Document Management 3 (40)(80)(80)(80)(80)
Emergency Program 6 -(3)(3)(3)(3)
Property Tax Front Counter Support 10 (30)(30)(30)(30)(30)
Social Planning 11 (200)(100)(100)(100)(100)
Succession Planning (Existing funding) 11 200
Museum / Seniors Programming 12 (90)(90)(90)(90)(90)
IT Business Solutions 17 (90)(90)(90)(90)(90)
After Hours IT Response 18 (80)(80)(80)(80)(80)
Sustainability Reserve Contribution 8 (3)(4)(5)(6)(7)
Staff Retention and Attraction 9 (50)(100)(150)(150)(150)
RCMP Members Accelerated Hiring 1 (300)(200)(100)
RCMP Members (Police Reserve Funding) 1 300 200 100
Community Energy Management Program 7 (80)
Carbon Rebate (Funding) 7 80
Staff Support for Development Services 14
Building Inspector (100)(100)(100)(100)(100)
Building Inspector Supervisor (110)(110)(110)(110)(110)
Building Department Plan Checker Supervisor (110)(110)(110)(110)(110)
Environmental Technician (93)(93)(93)(93)(93)
Manager Of Transportation Engineering (141)(141)(141)(141)(141)
Engineering Technologist 1 (96)(96)(96)(96)(96)
Building Permit Revenue to fund staffing 650 650 650 650 650
Desks and Computers for 6 new staff (42)
Desks and Computers (Building Reserve Funding)42
Subtotal General Revenue Surplus 104 20 -486 1,060
Proposed One Time Operating Items funded by Accumulated Surplus
BIA Façade Improvement Program (25)(25)
Archives 4 (50)
Advisory Committee Training & Networking 5 (5)
Emergency Program 6 (10)
Fire Training JIBC Rental 15 (175)(175)
Cultural Plan 13 (15)
Hotel Feasibility and Air BNB Study 19 (30)
Tourism Coordinator (Contract) 19 (60)
Previously Approved Capital Items funded from Accumulated Surplus
Transportation Plan: Cycling Infrastructure (100)(100)(100)(100)
Transportation Plan: Sidewalk Infrastructure (400)(400)(400)(400)
Transfer From Accumulated Surplus 870 700 500 500
General Revenue Surplus 104 20 -486 1,060
Item ($ in thousands)2017 2018 2019 2020 2021
Proposed Ongoing Operating Items funded by Water and Sewer Revenue Funds
Water Reservoir Maintenance (20)(40)(60)(60)(60)
Water Pump Station Maintenance (30)(60)(90)(90)(90)
Water Revenue Funding 50 100 150 150 150
Sanitary Sewer Flushing (30)(60)(90)(90)(90)
Sewage Pump Station Maintenance (10)(20)(30)(30)(30)
225 Street Sewage Pump Station Maintenance (15)(30)(45)(45)(45)
Sewer Revenue Funding 55 110 165 165 165
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Maple Ridge Financial Plan 2017 - 2021 48 | P a g e
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 2017:
RCMP Costs
2016 2017 Increase
RCMP Contract $18,355,000 $19,080,000 $725,000
Comments: The largest changes in the RCMP Contract costs 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 5 members. This is not recommended
due to the effect it would have on public safety. In fact with the incremental package that is
being supported by staff, we are trying to hire officers earlier than was previously planned to
increase our front line police resources.
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Maple Ridge Financial Plan 2017 - 2021 49 | P a g e
Pay me now —
Pay me later!
Infrastructure Maintenance & Renewal
2016 2017 Increase
Annual Contribution $4,300,000 $5,145,000 $845,000
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. Timely
maintenance and renewal can help avoid larger
expenditures later and that is why we recommend that we
not defer this item.
Fire Department
2016 2017 Increase
Annual Costs $10,210,000 $10,630,000 $420,000
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 Fire 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. This increase differs from the Fire Department item in the expenditures chart
due to $50,000 of growth funding reported separately.
Parks, Recreation & Culture
2016 2017 Increase
Master Plan Funding $515,000 $700,000 $185,000
Comments: The Parks, Recreation & 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
2016 2017 Increase
Annual Levy $775,000 $995,000 $220,000
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 $220,000 was
planned for 2017, but we do not have to do this.
Contribution to Reserves
2016 2017 Increase
Fire Department $1,825,000 $1,925,000 $100,000
Capital Works 995,000 830,000 (165,000)
Equipment Replacement 2,120,000 2,160,000 40,000
Comments: The City relies on Reserve Funds to manage large expenditures and the above-noted
increases in contributions were planned for 2017. These systematic contributions allow 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.
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General Inflation, including Labour
2017
Increase
Labour $595,000
Inflation 75,000
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.
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. There
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 document as well as the next
section of this report highlight 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.
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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. These agreements allow us to deal
with peak loads more efficiently.
2. Fire Department has partnered with the
Justice Institute to use their training facility at
favourable rates.
3. Partnership with Rogers Communications that
allowed for the design and rebuild of an
abandoned sewer line for communication
services under the Haney Bypass for our
mutual use.
4. RCMP Regional Forensic Investigation Unit has
been relocated to Maple Ridge providing us
with enhanced service and rental income.
5. Operations Fueling – centralized fueling of City
fleet vehicles and bulk fuel purchases have
resulted in favourable pricing. 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.
7. Our Operations Centre is now doing routine
maintenance on the police vehicles and this
has reduced our costs.
8. Partnering with post-secondary institutions
such as BCIT and SFU to leverage student
resources for mutual benefit. Includes devel-
opment of new technology to more efficiently
establish forested area inventories and data
development to support sustainable
community performance measures.
Business Process Efficiency
1. Computer-aided dispatch and truck allocation
in our Fire Department has increased reduced
wait times for information.
2. Bylaw Adjudication System – a new way of
‘serving’ infractions has saved us about
$40,000 per year in Bylaw Officer time.
3. Vacant Positions – vacant staffing positions
are subjected to reviews to ensure need and
efficiency.
4. Operations adapts dump trucks for snowplow
use and Parks & Facilities licences certain
lawnmowers for more efficient transportation
between locations.
5. Issue and manage parking tickets in real time
in the field using smart phones. This
eliminates duplicate data entry, reduces staff
time and serves as a customer service boost
as tickets are entered online and in real time.
Service Delivery Improvements
1. ePayments – online payments for certain City
services are being widely embraced.
2. Customer Service Coordinator for business
licences provides a one-on-one interface for
business licence applicants. We have received
significant positive feedback on this change.
3. The Development Liaison Committee was
established and is assisting with the
implementation of best practices to reduce
processing times. This work was recognized
with awards in 2015 and 2016 from the
Commercial Real Estate Development Assoc.
4. WorkSafeBC recognized our Health and Safety
program with a rebate of $44,000 on our
annual assessment.
5. Volunteerism – utilization of volunteers for
festivals and events (30,403 hrs), Parks,
Recreation & Culture (14,220 hrs) and support
for RCMP programs (10,500 hrs) to augment
objectives and contain staffing costs.
6. Civilianization of RCMP Roles – three police
roles have been converted to civilian roles in
the last few years at substantial savings.
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7. 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.
8. Customer Service – renewed emphasis on
customer service, including updated training
for employees.
9. Service Automation – enhanced irrigation
system for hanging basket fertilization
reducing manpower costs.
10. Realignment of duties in the Information
Technology Department to improve service
delivery.
11. Realignment of downtown security services to
improve service.
12. Live-streamed public question and answer
sessions on our budget to increase
transparency and accountability.
13. Dissolution of joint Parks & Leisure Services
Agreement with Pitt Meadows that has
improved service to our citizens.
14. Collaboration/Communication Tools for
internal and external parties. The tools used to
produce Maple Ridge this Week were adapted
for use by the Economic Development
Technology Task Force and Forward 2020
projects. We expect many more groups to use
this service going forward.
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. The contract was renewed
effective 2017 without a large increase.
2. Audit Services– renegotiated the agreement
for a 5% reduction in our costs with improved
services.
3. Library – favourable change in cost-sharing
formula.
4. Hammond Stadium Upgrade – internalized
project management to potentially save up to
$400,000 compared to the low bid for the
project.
5. The Operations Centre worked with ICBC and
was able to achieve insurance rebates of
$33,065 in 2016, compared to $6,050 the
previous year.
6. Arranging our property and insurance coverage
through the Municipal Insurance Association
has reduced our insurance costs.
7. Legal Services – renegotiated the agreement
that has improved service and reduced costs.
8. Entered into an Administrative Services
contract for some of our employee benefits. It
has improved service and reduced our costs.
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.
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8. LED Streetlights – Operations staff are testing
LED streetlights for deployment in a new
subdivision to determine citizen impact. LED
streetlights are being added and retrofitted on
arterial and major collector roadways as
scheduled projects present opportunities.
These deliver savings quantified under Asset
Management.
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. Also, property
on 119th Avenue was purchased, remediated
and is now under a sales contract resulting in
a significant profit for the City.
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
$240,000 annually in electricity and
associated maintenance costs as a result of
energy management improvements, and
received rebates and grants of $150,000 over
the past six 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 well
as resident’s 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.
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 grants of $350,000 from
2011-2018 and Workplace Conservation grant
of $5,000.
3. Having Abernethy Way designated a major
regional road thereby leveraging funding from
senior agencies.
4. Gaming Revenue contributing to infrastructure
renewal and other strategic priorities.
5. Introduction of Amenity Charges to pay for
needed Community Infrastructure.
6. Pursuit of senior government grants for
community projects, including sports field
upgrades.
7. TransLink contributes the majority of operating
costs for Dewdney Trunk Road (200 Street to
232 Street) and Lougheed Highway (222 Street
to Kanaka). These are costs that we do not
have to pay.
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Maple Ridge Financial Plan 2017 - 2021 54 | P a g e
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 in order 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 relatively 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 for each utility 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.
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 2017 flat rate water fee is
approximately $548, 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 addres s this
funding gap.
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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 2017 sewer fees are about $343 per property, of
which approximately 60% 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 is expected to increase nearly 10% in 2017. By using the
reserves that we have built up over the years, the increase that our residents pay can be held to 3.6%
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 1.67% are
planned for 2017 and 2018 followed by 2.75% annually in 2019 through 2021, however rates will
continue to be reviewed annually.
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Maple Ridge Financial Plan 2017 - 2021 56 | P a g e
Composition of Property Assessment Base
The tax rate charged to the Residential class is relatively low when compared to the rate charged to the
Business and Industry classes, so we need to keep an eye on the composition of our property tax base.
The following chart shows the residential proportion of the assessment base in area municipalities. The
range is from a low of 70.88% in the City of Langley to a high of 97.45% 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 2016.
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—2016
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 2016 Revised Rolls
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Staffing
This chart shows the change in staff complement from 2016 to 2017, prior to taking into account the
incremental requests included in the 2017 - 2021 Financial Plan. Of note, the staff complement in Parks,
Recreation & Culture has been reduced by 22 due to the dissolution of the joint leisure services
agreement with Pitt Meadows. The addition in the Fire Department relates to the conversion of relief work
that was being performed into a full time position. The changes in Licences, Permits & Bylaws and in the
Finance Department are related to the two positions (one in each area) that were approved last year and
were implemented part way through 2016.
There is a more current staffing table on page 87, which includes position refinements and incremental
packages approved by Council during budget deliberations. This staffing table was prepared before
budget deliberations and was distributed as part of the business planning material.
FY 17 FY 16 Change
Admin CAO Admin 5.5 5.5 -
Communications 1.8 1.8 -
Economic Development 4.0 4.0 -
Emergency Program 1.4 1.4 -
Human Resources 7.0 7.0 -
19.7 19.7 -
CFS CFS Admin 2.0 2.0 -
Clerks 8.5 9.0 (0.5)
Finance 18.8 18.4 0.4
Information Technology 16.0 16.0 -
Fire Department 9.0 9.0 -
Firefighters 54.0 53.0 1.0
Police Services 46.6 46.6 -
154.9 154.0 0.9
PRC PRC Admin 2.0 2.0 -
Parks & Facilities 41.0 48.5 (7.5)
Recreation & Community Services 61.3 75.8 (14.5)
104.3 126.3 (22.0)
PWDS PWDS Admin 2.0 2.0 -
Engineering 28.0 28.0 -
Licences, Permits & Bylaws 32.8 32.3 0.5
Operations 74.9 74.9 -
Planning 21.0 21.0 -
158.7 158.2 0.5
Grand Total 437.6 458.1 (20.6)
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Budget Summary
Much of the discussions have been on what has changed each year. It is important not to lose sight of the
relative costs of each area given that some areas have significant revenues, such as development
services and others (i.e. protective services) do not. This table summarizes the financial summary sheets
included in each department’s business plan and provides some context to the relative reliance each
area has on property taxes. A more detailed description of the composition of each area’s budget is
included in each departmental business plans.
Adopted
All $ values in 000's (thousands)2016 2017 2018 2019 2020 2021
Revenue & Taxation
Financial Services - Revenue & Taxation (79,185)(83,616)(87,892)(92,251)(97,196)(102,464)
Admin Division
Admin 811 821 837 852 870 889
Communications 281 282 287 292 297 303
Economic Development 468 477 487 496 507 518
Emergency 143 146 149 152 156 160
Human Resources 1,373 1,345 1,370 1,395 1,455 1,486
Legislative 634 645 657 670 682 695
3,711 3,716 3,787 3,858 3,967 4,051
Corporate & Financial Services
CFS Administration 329 374 444 514 584 655
Clerks Department 1,260 1,235 1,313 1,232 1,253 1,275
Finance 1,424 1,474 1,504 1,535 1,572 1,611
Fire Protection 11,987 12,502 13,051 13,620 14,069 14,526
Fiscal Services (Capital & Other)11,292 13,053 14,799 16,521 18,160 20,147
Information Technology 2,708 2,785 2,877 2,969 3,065 3,165
Police Services 20,756 21,516 22,177 23,085 23,890 24,753
49,755 52,939 56,166 59,477 62,593 66,133
Parks, Recreation & Culture
PRC Admin 3,938 3,985 4,247 4,432 4,725 5,093
Community Services 835 825 843 861 881 902
Facilities 2,108 2,137 2,143 2,198 2,278 2,285
Parks & Open Space 2,119 2,359 2,488 2,558 2,693 2,769
Community Dev 548 553 564 575 588 602
Leisure Centre / Pools 1,177 1,437 1,491 1,542 1,598 1,657
Program Development 3,376 3,452 3,548 3,646 3,748 3,852
Recreation - Other 1,163 1,094 1,111 1,218 1,237 1,250
15,263 15,843 16,434 17,032 17,748 18,411
Public Works & Development
PWDS Administration 276 278 309 378 448 520
Engineering Management 1,943 1,954 1,932 1,947 2,061 2,051
Licence, Permits & Bylaws 821 842 876 911 1,007 1,112
Operations 5,496 5,636 5,799 5,963 6,137 6,313
Planning 1,921 1,923 1,965 2,008 2,068 2,134
Recycling, Sewer & Water - - - - - -
10,456 10,632 10,882 11,207 11,722 12,130
* Recycling, Sewer & Water are user fee based and are not funded from general taxation
Total Annual Budget Surplus
General Revenue Surplus available (before incrementals)487 622 678 1,165 1,740
Less: Proposed Incremental Adjustments (383)(602)(678)(579)(580)
General Revenue Surplus (after incrementals)104 20 - 586 1,160
Proposed
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Capital Program
Status of 2016 Capital Projects
The budget for the Capital Works Program in 2016
is just over $106 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 $87 million and consists of:
Complete or nearly complete $17.0M
Well underway 38.0M
Early stages of design and tendering 22.0M
Early stages of review 10.0M
The budget for projects not yet started is
approximately $19 million and consists of:
Reliant on Other Capital Work $16.0M
Land Acquisition Delays 4.0M
Other 4.0M
Strategic, Staffing & Technical Delays 5.0M
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) ($43M for
2016) 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
Park Acquisitions (various locations)
Road & Drainage Works:
240 St. (Lougheed Hwy. – 104 Ave.)
Road Works:
128 Ave. (210 St. – 216 St.)
128 Ave. (216 St. – 224 St.)
203 St. (Lougheed Hwy. – Golden Ears Way)
Water Reservoirs Works:
270A St. Reservoir
Silver Valley Reservoir
McNutt Reservoir
Projects that do not finalize in 2016 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 2017 when the
Financial Plan is amended.
What is important, is that when the
projects are ready to proceed,
they are in the approved budget and
funding is in place.
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2017 - 2021 Capital Plan
The five-year Capital Works Program is $136 million; 2017 planned capital projects are $33 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 summarizes the Capital
Program according to the type of project.
Proposed Capital Spending by Category
The following table illustrates the sources of funding for these projects. The proposed Capital Program is
relatively large in some years due to projects funded through Development Cost Charges and Reserves.
Proposed Capital Funding Sources
$ in thousands 2017 2018 2019 2020 2021
Government 800 270 880 290 780
Technology 1,816 1,413 2,457 2,057 638
Protective Fire 420 1,000 180 - -
Protective Police 30 190 - - -
Parks 7,320 3,808 1,990 5,455 4,640
Highways 9,639 11,353 8,698 11,719 11,568
Drainage 1,523 1,940 2,620 3,036 2,675
Sewage 1,946 6,002 5,083 1,918 683
Water 9,417 1,855 2,951 2,045 2,545
Grand Total 32,910 27,831 24,859 26,520 23,530
$ in thousands 2017 2018 2019 2020 2021
General Revenue 3,302 2,996 2,812 3,946 2,935
Capital Works Reserve 3,300 150 150 150 150
Development Cost Charges 10,408 7,467 4,979 8,181 6,720
Cemetery Reserve 60 - - - -
Drainage Improvement Levy 994 1,227 1,472 1,731 2,003
Equip Replacement Reserve 2,298 3,921 2,307 1,671 1,603
Fire Dept Capital Reserve 585 - - - -
Gaming 200 200 200 200 200
Gas Tax 351 189 - - -
Grants, LAS, 3rd Parties 1,806 1,238 1,000 1,015 1,000
Infrastructure Sustainability Reserve 3,637 4,239 4,705 5,155 5,640
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 49 152 - - -
Recycling Reserve 320 40 390 60 300
Sewer Capital 1,617 3,934 3,655 1,248 395
Surplus 500 500 500 500 -
Translink - - - 450 650
Water Capital 3,284 1,378 2,488 2,014 1,734
Grand Total 32,910 27,831 24,859 26,520 23,530
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 61 | P a g e
Operating Impact of Significant Capital Projects
The current capital budgets do not have any significant increases to operating spending. Budgeting for
operating costs for each project is not our practice. We set aside additional funds each year for divisions
to manage increased operating expenses related to additional capital assets (Table on Page 41), The
increases are not directly connected to actual capital each year. For example the Fire Department
receives an additional $50,000 a year from growth to replace additional assets over time. This figure
does not change based on the different additional equipment added or the timing of those additions. We
also receive significant developer contributed assets which will require maintenance and replacement in
the long-term; the operating costs related to these are also covered by the growth funds.
In the case of a capital project with a significant operating impact, this would be disclosed. For example, if
there is an additional fire hall built, the staffing, utilities and maintenance costs would be detailed. There
is some discussion about adding several parks and recreation facilities. These projects are not yet in the
budget. If they are added in the future, the operating impact will be disclosed.
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),
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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 62 | P a g e
Here are all of our Reserves as at December 31, 2015, the main ones of which are discussed on 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 9,859 General Revenue:
Sewer Revenue 6,414 Specific Projects - Capital 6,144
Water Revenue 8,355 Specific Projects - Operating 8,397
Total Accumulated Surplus 24,628 Self Insurance 830
Police Services 6,736
Core Development 1,720
Reserve Fund Balances Recycling 1,514
Local Improvement 2,551 Community Development 1
Equipment Replacement 13,093 Building Inspections 2,495
Capital Works 11,623 Gravel Extraction 728
Fire Department Capital 7,054 Facility Maintenance 1,840
Sanitary Sewer 1,615 Snow Removal 686
Land 275 Cemetery Maintenance 31
Reserve Funds 36,211 Infrastructure Sustainability 2,040
Drainage Improvements 1,523
Critical Building Infrastructure 201
Restricted Revenue Balances Infrastructure Grant Contribution 4
Development Cost Charges 33,972 Gaming Revenues 780
Parkland (ESA) Acquisition 1,203 General Revenue Reserve Accounts 35,670
Other Restricted Revenues 6,511 Sewer Reserve Accounts 2,291
Total Restricted Revenues 41,686 Water Reserve Accounts 2,860
Total Reserve Accounts 40,821
Reserve Accounts
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 63 | P a g e
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 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 2017 2018 2019 2020 2021
Opening Balance 4,893 2,960 6,174 9,827 11,969
Inflows
GRF Annual Transfer 1,032 1,071 1,111 1,154 1,199
Gravel Revenue Adjustment (200)(200)(200)(200)(200)
Adjust timing of CWR transfer (50)- - - -
Land Sales Proceeds 1,500 1,500 1,500 1,000 -
Communication Tower Rent 49 49 49 49 49
Repayment Energy Retrofit 65 65 65 65 65
Repayment Pool Reno (Other Reserves)- 870 870 870 870
Total Inflows 2,396 3,355 3,395 2,938 1,983
Outflows
Planned Capital Expenditures (3,300)(150)(150)(150)(150)
Balance of GCF funded capital (481)9 408 (646)643
Debt (River Road)(549)- - - -
Total Outflows (4,330)(141)258 (796)493
Estimated Ending Balance 2,960 6,174 9,827 11,969 14,445
Min Reserve (10% PY Taxes)6,886 7,215 7,619 8,021 8,442
Unencumbered Balance (3,927)(1,041)2,208 3,947 6,003
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 64 | P a g e
Fire Department Capital Acquisition Reserve
Each year a portion of general taxation is transferred to the reserve to build the financial capacity
required to respond to increasing the fire protection capacity needed as the community grows. The
balance in this reserve was drawn down over the past few years to fund the construction and renovation
of Fire Hall No. 1. The planned capital expenditures are detailed in the following table:
Fire Department Capital Acquisition Reserve Projection
This projection takes into account the repayment of debt related to Fire Hall No. 4 building construction.
Fire Department Equipment Replacement Reserve
The recognition of an appropriate level of funding to provide for growth would not be complete without a
discussion around how we intend to replace those assets. Replacement of fire equipment is funded
through this reserve. Beginning in 2009, infrastructure sustainability funds have been allocated to this
reserve.
Fire Department Equipment Replacement Reserve Projection
$ in thousands 2017 2018 2019 2020 2021
Opening Balance 5,490 5,688 6,549 7,540 8,667
Inflows
Growth Funding 230 230 280 330 380
GRF Annual Transfer 1,353 1,431 1,511 1,597 1,687
Outflows
Planned Capital Expenditures (585)- - - -
Debt Repayments (Firehall 4)(800)(800)(800)(800)(800)
Estimated Ending Balance 5,688 6,549 7,540 8,667 9,934
$ in thousands 2017 2018 2019 2020 2021
Opening Balance 636 1,204 968 1,620 2,566
Inflows
GRF Annual Transfer 679 763 832 946 1,067
Outflows
Planned Capital Expenditures (110)(1,000)(180)- -
Estimated Ending Balance 1,204 968 1,620 2,566 3,633
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 65 | P a g e
Infrastructure Sustainability
Beginning in 2008, Council directed an annual tax increase of 1% to go toward infrastructure
sustainability. This helps with major rehabilitation and replacement of the City’s assets which currently
have a replacement value estimated in excess of $1.4 billion. For the years 2013 through 2021, 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
$ in thousands 2017 2018 2019 2020 2021
Inflows
Property Taxes Prior Year 3,641 3,641 3,641 3,641 3,641
Property Tax Increase 517 1,062 1,635 2,238 2,872
Gaming Funds 550 550 550 550 550
Town Centre Incentive 437 549 549 549 549
Total Inflows 5,146 5,802 6,375 6,978 7,612
Allocations
Building Infrastructure Planned 1,090 1,090 1,140 1,215 1,290
Fire Dept - Equipment Replacement 275 325 375 450 525
Highways ISR Capital Planned 2,992 3,479 3,830 4,170 4,540
Drainage ISR Capital Planned 760 875 990 1,100 1,215
Major Equipment/Systems Reserve 28 33 40 43 42
Total Allocations 5,146 5,802 6,375 6,978 7,612
Estimated Ending Balance - - - - -
We are making progress on the path to bridging
our infrastructure deficit.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 66 | P a g e
Parks, Recreation & Culture Community Investments
Included in the 2017-2021 Financial Plan
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 field in Albion.
Leisure Centre Life Cycle Repairs—These repairs
are now included in the Civic Centre project being
considered for the downtown. In the event that
this community project does not move forward, the
repairs could be completed using a combination of
Infrastructure Reserve/Capital Works Reserve
funding.
Additional Parks, Recreation & Culture
Investments
As part of last year’s Financial Plan discussions,
Council received information on a funding strategy
that would allow the community to move forward
with significant Parks, Recreation & Culture
investments. The key features of this strategy are
as follows:
1. The projects would be prioritized and phased
in over several years. The model that Council
saw last year had these investments phased in
over 5 years.
2. During the phase in period, we would access
short term borrowing, with the approval of the
elector.
3. Once the short term debt is converted into
long term debt, we estimated annual pay-
ments at about $6 million, based on capital
spending of $110 million amortized over 25
years. Additional spending beyond $110
million can be accommodated by extending
the amortization period of the debt and/or by
changing the variables noted in the next point.
4. A phased tax increase of 0.75% per year for a
period of time, the continuance of the 0.25%
annual increase in Parks & Recreation
Masterplan funding as well as the retirement
of debt payments related to the Town Centre
project in 2028 would provide for debt
servicing and operating costs.
5. While grant contributions and amenity charges
were noted, they were not specifically included
in the funding model. Funds realized from
grants and amenity charges would reduce our
own spending requirements.
Over the past year, Council has decided to move
forward with the following:
1. Albion Community Centre, in partnership with
the School District
2. The Town Centre Civic Project as the one most
likely to attract grants
3. Sports Fields for which some grant funding has
already been approved
With respect to the Albion Community Centre
project, we have purchased land and are working
closely with the School District on our mutual
requirements. As far as the Town Centre Civic
Project is concerned, we are working with our
Member of Parliament and are actively pursuing
senior government support. With respect to the
sports fields, the 2017 Financial Plan allows for
the conversion of gravel fields at Albion Sports
Complex to artificial turf. A grant of $500,000 has
been approved for this last project, under the
Canada 150 Community Infrastructure Program.
In order for projects to be eligible for grant contri-
butions, the projects must be ready to go. This
means that detailed designs must be done. The
cost of the design works for the Albion Community
Centre and the Town Centre Civic Project are
expected to approach $3 million to complete
100% of detailed design for both projects.
In addition to the noted projects, Council has also
directed staff to look at acquiring land for other
community projects. Property values can range
from $500,000 per acre to upwards of $1 million
per acre. Acquisitions to this order have not been
included in our Capital Plan nor our funding
estimates.
These projects can however proceed, if we adopt a
funding strategy as outlined on the previous page.
In order for us to implement the funding strategy,
approval of the elector is required. Staff
recommend that as part of the public input
process that is taking place with respect to the
community projects, Council endorse the funding
strategy outlined on page 66 and direct staff to
present it as part of the public consultation that is
taking place on community investments. Formal
assent of the elector will follow this consultation.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 67 | 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.
Borrowing
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 2015 Annual Report the unused liability servicing capacity at the end of 2015 was $22.8
million.
Short Term Borrowing, under Sec. 178 of the Community Charter, is an option for borrowing for any
purpose of a capital nature that can be repaid within five years. The maximum amount to be borrowed is
$50 multiplied by the population of the municipality as of the last census. For this borrowing, no public
approval is required but approval of the Inspector of Municipalities is. Currently, we have no borrowing
under this section and a maximum permitted amount of approximately $3.8 million.
Ministry and Elector Approval
Borrowing by local governments cannot be undertaken without the approval of the Inspector of
Municipalities. In addition, borrowing requires an elector approval process in a majority of cases.
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.
Previously Approved Borrowing Still Unissued
The 2017 - 2021 Financial Plan includes debt payments on the following previously approved projects.:
Fire Hall No. 4 Construction ($6 million)
Municipal Council received an update on this project this past November, the City is now authorized to
borrow $6 million for this project. The debt servicing costs for FH #4 are to be funded through the Fire
Department Capital Acquisition Reserve. The projected cost of $6 million is somewhat outdated and the
design work planned for 2017 will provide a more accurate estimated. The Financial Plan as well as the
borrowing authority may have to be updated as additional information becomes available.
$ in thousands 2017 2018 2019 2020 2021
118 Ave (230 - 231)- - - 15 -
288 St (Storm Main at Watkins Sawmill)- 200 - - -
Abernethy (224 - 227) Construction - - - 450 -
Abernethy (227 - 232) Construction - - - - 650
Albion Sports Complex Support Building 300 - - - -
Albion Synthetic Conversion 500 - - - -
Police Services (Cost Shared)6 38 - - -
Grand Total 806 238 - 465 650
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 68 | P a g e
Cemetery Expansion ($1,1 million)
The City is also authorized to borrow $1.1 million for the expansion of the cemetery. 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.
The key elements when considering debt funding are that the debt payments are being funded by a
secure funding source, the borrowing capacity exists and the appropriate public consultation and
approval processes are undertaken. Public approval has been obtained for the projects noted above.
The 2017 - 2021 Financial Plan includes borrowing associated with the Barnston/Maple Ridge Pump
Station and a new water main, Maple Ridge Main West. These projects were recently completed by Metro
Vancouver, however, the construction of these significant investments spanned over half a dozen years.
The amount of borrowing proposed is a maximum of $13 million, over a term of 20 years, with the
funding source being Development Cost Charges (DCCs). The annual servicing cost or debt payments,
assuming all funds are required to be externally financed, will be approximately $875,000. A Loan
Authorization Bylaw will be prepared in early 2017, now that the costs of these regional projects are
finalized.
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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 69 | P a g e
The general property tax increa se averages just under
2% per year over the life of this Financial Plan
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 2017 taxation year was $592,666.
The calculation includes all residential properties comprising both single family homes and multi-family
units such as townhouses and apartments. The following table demonstrates the impact to a taxpayer
based on this “average home.” Service fees include flat rate water, flat rate sewer, recycling and single-
home bluebox pickup.
Within the General Purpose change of about 2%, existing service levels have been maintained and
several significant cost increases have been accommodated, including increases in the policing contract,
labour costs and Fire Department costs.
2016 2017 2018 2019 2020 2021
Residence Assessed Value
Average Home Municipal Levies:
General Purpose (Gen. & ISR)1,883.67$ 1,934.64$ 1,986.13$ 2,041.28$ 2,098.22$ 2,157.01$
Drainage 20.53 25.78 31.72 37.85 44.18 50.71
Parks & Recreation 15.40 19.80 24.75 29.86 35.13 40.57
Subtotal Property Taxes 1,919.60$ 1,980.22$ 2,042.60$ 2,108.99$ 2,177.53$ 2,248.29$
User Fees
Recycling (fixed rate)70.20$ 71.37$ 72.56$ 74.56$ 76.61$ 78.72$
Water (fixed rate)553.30 578.20 604.20 631.40 659.80 689.50
Sewer (fixed rate)346.05 357.25 368.85 380.85 393.30 406.20
Total Property Taxes and User Fees*2,889.15$ 2,987.04$ 3,088.21$ 3,195.80$ 3,307.24$ 3,422.71$
* Does not include collections for others (School, BCAA, GVTA, GVRD, MFA)
2016 2017 2018 2019 2020 2021
Average Home Municipal Levies Increases:
General Purpose 2.10%1.90%1.90%2.00%2.00%2.00%
Infrastructure Replacement 0.50%0.70%0.70%0.70%0.70%0.70%
Parks & Recreation 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%
Total Property Tax Increase %3.15%3.15%3.15%3.25%3.25%3.25%
Recycling Increase %0.00%1.67%1.67%2.76%2.75%2.75%
Water Increase %4.50%4.50%4.50%4.50%4.50%4.50%
Sewer Increase %3.22%3.24%3.25%3.25%3.27%3.28%
Total Property Taxes and User Fees Increase 3.31%3.39%3.39%3.48%3.49%3.49%
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 70 | P a g e
How Our Taxes Compare to Other Municipalities
Each year, we look at how our taxes compare to other municipalities. Our survey of 2016 Residential
taxes was provided to Council on June 6, 2016 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 the value on page 69 includes stratas.
Survey of 2016 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 509,558 1,931 2 1,020 2,951 1
Surrey 733,407 2,107 4 979 3,086 2 (6)
Langley-Township 596,845 1,929 1 1,184 3,114 3
Mission 414,523 1,980 3 1,167 3,147 4 (3)
Port Coquitlam 650,270 2,253 6 915 3,168 5
Maple Ridge 503,865 2,205 5 970 3,175 6 (8)
Delta 703,975 2,400 8 1,000 3,400 7 (2)
Richmond 1,160,068 2,383 7 1,135 3,517 8 (5,6)
Burnaby 1,216,329 2,447 9 1,109 3,556 9 (1)
Coquitlam 879,312 2,460 10 1,165 3,625 10
North Vancouver-City 1,140,767 2,674 11 1,011 3,684 11 (4)
Vancouver 1,812,041 2,830 13 1,146 3,976 12 (7)
Port Moody 938,092 3,015 15 1,037 4,052 13 (1)
North Vancouver-District 1,281,302 2,708 12 1,542 4,250 14
New Westminster 829,483 2,835 14 1,521 4,356 15 (1)
West Vancouver 2,758,473 4,071 16 1,584 5,655 16 (5,6)
Average 1,008,019 2,514 1,155 3,669
Median 854,398 2,423 1,122 3,536
Highest 2,758,473 4,071 1,584 5,655
Lowest 414,523 1,929 915 2,951
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)
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.
Utility Rates include Water, Sewer and Recycling.
2016 Average Single Family Dwelling
Average Assessed Value determined by using BC Assessment’s 2016 Revised Roll Totals, Property Class Residential Single Family,
divided by number of occurrences. Value has not been adjusted for new construction or supplementary changes.
Water, Sewer, Garbage/Recycling Rates receive 5% discount for on time/early payment.
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.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 71 | P a g e
In the 2016 survey on Residential taxes, we also looked at the tax increases over the past 3 years across
surveyed municipalities. Tax increases in 2016 ranged from a low of 3.4% in Mission to a high of over
10% in North Vancouver city. The tax increase to the average single family dwelling in Maple Ridge was
4.0%
Commercial Taxes
In 2016, we also surveyed taxes assessed against the Business Class 6 and a detailed report was
provided to Council on June 20, 2016. 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 2016, our tax multiple was 2.71
(11.8801 Business Class 6 rate divided by 4.3761 Residential Class rate). A lower tax multiple is
preferred by businesses. The table below shows our tax multiple since 2012 and each year, it has
improved.
Maple Ridge Business Class, Residential Class, Tax Multiple
2014
Municipal
Taxes Change Municipal
Taxes Change Municipal
Taxes
Langley Township 1,754 4.9%1,840 4.9%1,929
Pitt Meadows 1,835 0.6%1,847 4.6%1,931
Mission 1,842 3.9%1,915 3.4%1,980
Surrey 1,802 10.1%1,985 6.2%2,107
Maple Ridge 2,041 3.9%2,120 4.0%2,205
Port Coquitlam 2,048 4.1%2,132 5.7%2,253
Richmond 2,113 4.4%2,205 8.0%2,383
Delta 2,168 4.2%2,260 6.2%2,400
Burnaby 2,184 4.5%2,281 7.3%2,447
Coquitlam 2,244 3.8%2,329 5.6%2,460
North Vancouver City 2,252 7.4%2,419 10.5%2,674
North Vancouver District 2,485 3.9%2,581 4.9%2,708
Vancouver 2,541 5.7%2,685 5.4%2,830
New Westminster 2,534 3.9%2,634 7.6%2,835
Port Moody 2,674 4.9%2,804 7.5%3,015
West Vancouver 3,761 3.7%3,901 4.3%4,071
Municipality
2015 2016
Year Business Residential Multiple
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
2016 11.8801 4.3761 2.71
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 72 | P a g e
This chart shows how our tax multiple compares to surveyed municipalities. Our multiple is fourth 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
Business
Rate
Business
Rate
Business
Rate Rank
Mission 14.55490 14.37490 14.27840 1
Coquitlam 13.81270 13.34520 12.46530 2
New Westminster 13.22830 12.92410 12.34260 3
Maple Ridge 12.73140 12.30380 11.88010 4
Abbotsford 13.02217 12.49189 11.87810 5
Pitt Meadows 12.48220 11.18660 11.15130 6
Port Coquitlam 11.74160 11.46280 11.09220 7
Delta 10.81870 10.76928 10.51092 8
Chilliwack 10.26719 10.28317 9.77783 9
Langley, Township 9.94960 9.96950 9.69840 10
Langley, City 8.88270 8.79470 8.95290 11
Port Moody 10.19280 9.95770 8.69510 12
Burnaby 9.35700 9.12440 8.46530 13
North Vancouver, City 8.57249 8.42034 8.20134 14
North Vancouver, District 8.47875 8.27863 8.14620 15
Surrey 7.01681 7.02465 7.05860 16
Richmond 7.28682 6.94287 6.66368 17
Vancouver 7.88427 7.34590 6.61254 18
West Vancouver 4.24510 4.31540 4.36470 19
2014 2015 2016
Municipality
FINANCIAL PLAN OVERVIEW
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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.
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.
FINANCIAL PLAN OVERVIEW
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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
2013 Pitt Meadows shows 51% of the liability servicing limit already in use, but then this drops to 8% in
2014. The 2013 number was impacted by a decision to repay temporary borrowing and turn it into long-
term debt.
The data shown is for 2013 and 2014 as 2015 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.
2014 2013 2014 2013 2014 2013
Abbotsford 24%25%502$ 559$ 10%10%
Burnaby 0%0%- - 0%0%
Chilliwack 3%3%81 92 1%1%
Coquitlam 19%18%183 267 7%7%
Delta 2%6%58 68 1%2%
Langley (City)0%0%- - 0%0%
Langley (Township)9%11%717 588 4%5%
Maple Ridge 16%17%466 506 6%7%
Mission 52%24%180 366 25%11%
New Westminster 34%5%895 947 21%3%
North Vancouver (City)1%1%33 35 0%0%
North Vancouver (District)6%6%235 235 3%3%
Pitt Meadows 8%51%412 432 3%22%
Port Coquitlam 7%7%382 395 3%3%
Port Moody 12%11%391 423 5%4%
Richmond 3%3%253 6 1%1%
Surrey 10%7%479 509 4%3%
Vancouver 63%69%1,428 1,471 32%35%
West Vancouver 4%4%189 194 2%2%
White Rock 0%2%11 13 0%1%
Average*13%13%338 347 6%6%
Percentage of
Liability Servicing
Limit Used Debt Per Capita
Debt Servicing as a
Percentage of Tax
Revenue
FINANCIAL PLAN OVERVIEW
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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 Langley Township
and Richmond in 2014.
The data shown is for 2013 and 2014 as 2015 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.
2014 2013 2014 2013 2014 2013
Abbotsford 9.47 8.38 1.36 1.05 0.12 0.06
Burnaby 19.29 12.90 5.91 3.65 0.04 0.04
Chilliwack 11.78 11.84 2.14 1.90 0.07 0.06
Coquitlam 14.49 12.93 2.41 2.22 0.06 0.06
Delta 10.01 10.27 2.17 2.32 0.02 0.02
Langley (City)10.87 10.44 2.44 2.44 0.17 0.18
Langley (Township)7.31 7.90 1.08 1.09 0.02 0.04
Maple Ridge 8.49 8.14 1.41 1.33 0.02 0.03
Mission 17.03 11.48 2.46 1.68 0.13 0.06
New Westminster 6.28 5.49 1.35 1.11 0.07 0.17
North Vancouver (City)6.00 5.96 2.58 2.55 0.06 0.05
North Vancouver (District)6.58 6.56 1.88 1.85 0.06 0.02
Pitt Meadows 9.34 9.33 1.33 1.29 0.02 0.01
Port Coquitlam 9.39 10.72 1.73 1.76 0.01 0.02
Port Moody 19.17 16.93 1.67 1.53 0.07 0.05
Richmond 8.76 10.38 2.83 3.12 0.06 0.05
Surrey 10.70 10.36 0.99 1.08 0.06 0.07
Vancouver 4.50 4.32 0.96 0.89 0.03 0.02
West Vancouver 6.01 5.84 1.06 0.96 0.10 0.12
White Rock 6.57 6.90 2.89 2.93 0.01 0.01
Average*10.19 9.42 2.07 1.86 0.06 0.06
Total Assets to
Liabilities
Financial Assets to
Liabilities
Gov't Transfers to
Revenue
FINANCIAL PLAN OVERVIEW
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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 $58.5 million.
The data shown is for 2013 and 2014 as 2015 information is not yet available.
* in calculating the average, the Maple Ridge numbers were not included to allow us to see how we compare to the average of
other reported municipalities.
2014 2013 2014 2013 2014 2013
Abbotsford 1,417$ 1,473$ 912$ 897$ 64%61%
Burnaby 1,732 1,799 1,068 1,238 62%69%
Chilliwack 1,385 1,270 849 831 61%65%
Coquitlam 1,916 1,927 1,044 1,062 54%55%
Delta 2,162 2,056 1,205 1,183 56%58%
Langley (City)1,673 1,663 894 867 53%52%
Langley (Township)2,016 1,986 957 953 47%48%
Maple Ridge 1,727 1,905 914 884 53%46%
Mission 1,553 1,442 801 787 52%55%
New Westminster 2,364 2,847 985 935 42%33%
North Vancouver (City)2,039 2,607 1,041 982 51%38%
North Vancouver (District)2,122 1,764 1,012 946 48%54%
Pitt Meadows 1,676 1,713 896 857 53%50%
Port Coquitlam 1,540 1,398 967 962 63%69%
Port Moody 1,692 1,721 1,015 974 60%57%
Richmond 2,142 1,871 985 954 46%51%
Surrey 1,833 1,807 624 615 34%34%
Vancouver 2,227 2,137 1,048 983 47%46%
West Vancouver 3,592 2,951 1,376 1,255 38%43%
White Rock 1,747 1,570 1,147 1,093 66%70%
Average*1,938 1,895 991 967 53%53%
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 2017 - 2021 77 | P a g e
Conclusion
For 2017, the City expects approximately $4.2 million in new revenue. This is primarily due to property
taxes, both new taxes due to additional development and increases in property taxes. The majority of the
additional revenue is used to fund the cost increases for existing services, such as labour and the RCMP
Contract. A portion of the property tax increase is dedicated to improve the level of infrastructure
replacement, drainage infrastructure improvements and Parks and Recreation Master Plan funding.
While inflation has been less of a factor in pressure on property tax increases compared to years ago, the
low rate environment and the housing price appreciation in the lower mainland have increased the rate of
development. This brisk pace of development has increased the workload in municipal departments that
directly service the development community. Additional development staff were added over the last two
years, however the pace of development has continued to grow and additional staff is being
recommended to address these workloads. Fortunately, the additional costs can be offset by the
increased development revenue associated with this work.
Maple Ridge’s business planning culture also ensures the business and financial acumen exists to
address current community needs. A phrase that is often used to describe our business planning process
is ensuring that we are, “Doing the right things, right.” This is achieved through looking at what and how
we do things and revisiting these processes to ensure we are getting the most value out of the time, effort
and resources invested.
This five year financial plan builds on the groundwork set through many years of focus on a strong
business planning culture. Council’s continued support of the business planning and the underlying
financial policies and business processes that support it, are key success factors for the community. It
helps ensure that we, as public servants, provide the best overall service levels possible within the
constraints that exist. Council continues to recognize the value in focusing on long term financial planning
in setting dedicated funding to be spent on infrastructure renewal ensuring that the services our citizens
currently enjoy from our assets is sustainable.
Council also recognizes some areas require additional investment and continues to commit funding, from
a dedicated property tax increase, to be invested in drainage and parks and recreation improvements.
Funding strategies have been developed to advance investments in parks and recreation. Depending on
the timing, size of investment, ongoing operating costs and level of senior government grants, the funding
model can be adapted and the resulting magnitude and duration of the dedicated property tax increase
will likely need to be adjusted. Council can amend the Financial Plan Bylaw at any time and once the
investments and associated funding decisions have been made the Financial Plan can be amended
accordingly.
In summary, this Financial Plan allows the community to move forward, while respecting the current
economic times.
FINANCIAL PLAN OVERVIEW
Maple Ridge Financial Plan 2017 - 2021 78 | P a g e
Recommendations for 2017-2021 Financial Plan
This past June, Council established the budget
guidelines for staff to use in developing the 2017 -
2021 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 2017 - 2021
Financial Plan Bylaw, incorporating the following:
1. General Purpose Property Tax Increase –
1.90% in 2017 and 2018 and 2.00% per year
in 2019 through 2021.
2. Infrastructure Sustainability Property Tax
Increase – 0.70% per year.
3. Parks, Recreation & 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 – 1.67% in 2017 and
2018 and 2.75% per year in 2019 through
2021.
8. Growth in Property Tax Revenue Assumption –
2.00% per year.
9. Incremental Adjustments as outlined in the
Financial Overview Report 2017 - 2021.
10. Provision for costs associated with growth as
outlined on page 41 of the Financial Overview
Report, subject to available funding.
11. Capital Works Program totaling $32.9 million
2017, $27.8 million in 2018, $24.9 million in
2019, $26.5 million in 2020 and $23.5
million in 2021.
12. Cost and revenue adjustments from page 42
of the Financial Overview Report, which
reconciles the 2016-2020 Financial Plan with
the 2017 - 2021 Financial Plan.
13. That Council endorse the funding strategy
discussed on Page 66 of the Financial
Overview report and that staff present this
strategy to the public, as part of the public
input process that is taking place on
Community Investments.
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
Maple Ridge Financial Plan 2017 - 2021 79 | P a g e
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
2017 REVENUES AND EXPENDITURES
Maple Ridge Financial Plan 2017 - 2021 80 | P a g e
Projected Revenues $202.4 Million
Projected Expenditures $202.4 Million
Operational Expenditures 2017
Police Services $ 23.3M
Amortization 19.8M
Parks, Recreation & Gen. Gov. Properties 19.3M
Public Works & Development Services 18.1M
Water 11.6M
Fire Protection 10.8M
Sewer 8.4M
Corporate & Financial Services 7.3M
Administration 4.5M
$123.1M
FINANCIAL PLAN SUMMARY – REVENUES & EXPENDITURES
Maple Ridge Financial Plan 2017 - 2021 81 | P a g e
$ in thousands
Actual Budget Budget Budget Budget Budget Budget
Revenues 2016 2016 2017 2018 2019 2020 2021
Property Taxes 77,452 77,377 81,538 85,685 90,009 94,536 99,302
User Fees and Other Revenue 40,717 42,247 40,256 41,793 43,409 44,994 46,664
Senior Government Transfers 2,776 5,992 4,500 3,899 3,709 4,168 4,379
Development Revenue 17,893 39,560 5,978 2,728 7,210 10,435 8,968
Interest Income 2,478 1,883 1,898 1,913 1,928 1,943 1,958
Contributed Assets 39,063 16,500 20,000 20,000 20,000 20,000 20,000
Property Sales — 1,500 1,500 1,500 1,500 1,000 —
180,379 185,060 155,670 157,518 167,766 177,077 181,272
Expenses
Protective Services 35,845 38,806 39,808 40,928 42,090 43,205 44,489
Transportation Services 15,836 20,122 10,741 10,761 10,787 10,904 10,895
Recreation and Culture 21,584 23,316 23,461 24,048 24,574 25,217 25,804
Water Utility 12,629 14,264 14,104 14,489 14,886 15,243 15,611
Sewer Utility 10,068 10,388 11,079 11,530 12,030 12,500 12,998
General Government 14,821 18,198 14,172 14,389 14,813 15,350 15,882
Planning, Other 5,518 6,117 11,754 12,014 12,313 12,638 12,972
116,301 131,211 125,119 128,159 131,493 135,056 138,651
Annual Surplus 64,078 53,848 30,550 29,358 36,273 42,021 42,620
Other Items
Borrowing Proceeds — 7,046 6,000 7,000 — — —
Amortization Funded by
Capital Equity
18,209 19,780 19,780 19,780 19,780 19,780 19,780
Capital, Principal & Other (20,697) (112,224) (36,656) (31,555) (28,662) (30,406) (27,502)
Contributed Assets (39,063) (16,500) (20,000) (20,000) (20,000) (20,000) (20,000)
Transfers To (From)
Reserves and Surplus 22,527 (48,050) (326) 4,584 7,391 11,395 14,899
FUND BALANCE PROJECTIONS
Maple Ridge Financial Plan 2017 - 2021 82 | P a g e
$ in thousands
Accumulated Surplus and Funds Balance as at December 31, 2016
General Sewer Water Reserve Funds Total
Operating Surplus 9,286 8,145 11,296
28,726
Reserve Accounts 40,863 2,461 2,561
45,885
Reserve Funds
38,756 38,756
Funds Balance 50,149 10,605 13,857 38,756 113,367
Equity in Capital Assets 709,049 127,032 114,454
950,535
Accumulated Surplus 759,197 137,638 128,311 38,756 1,063,902
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 2017-2021 Financial Plan
Reserve Accounts 24,694 3,219 3,256
31,169
Reserve Funds
15,738 15,738
Adjustment 24,694 3,219 3,256 15,738 46,907
The above was approved in 2016 but not yet complete and will be included in the 2017 budget amendment in May
Adjusted Funds Balance
Operating Surplus 9,286 8,145 11,296
28,726
Reserve Accounts 16,169 (758) (695)
14,716
Reserve Funds
23,018 23,018
Opening Balance 25,455 7,387 10,601 23,018 66,460
Fund Balance Projections 2017 2018 2019 2020 2021
Planned Fund Changes
General 1,055 978 1,313 2,276 2,156
Sewer 497 (1,770) (1,464) 1,026 1,962
Water 1,185 3,738 3,185 4,313 5,291
Reserve Funds (1,238) 3,082 5,401 4,825 5,534
1,499 6,028 8,435 12,440 14,943
Planned Fund Balances
General 26,510 27,488 28,801 31,077 33,233
Sewer 7,884 6,114 4,650 5,676 7,638
Water 11,786 15,524 18,709 23,022 28,313
Reserve Funds 21,780 24,862 30,263 35,088 40,622
67,960 73,988 82,423 94,863 109,806
Equity in Capital Assets
Beginning Balance 950,535 983,707 1,011,758 1,036,837 1,063,577
Capital Planned 32,952 27,831 24,859 26,520 23,530
Developer Contributed 20,000 20,000 20,000 20,000 20,000
Amortization (19,780) (19,780) (19,780) (19,780) (19,780)
983,707 1,011,758 1,036,837 1,063,577 1,087,327
Accumulated Surplus 1,051,667 1,085,746 1,119,260 1,158,440 1,197,133
KEY ACCOUNT BALANCES
Maple Ridge Financial Plan 2017 - 2021 83 | P a g e
KEY REVENUE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2012 2013 2014 2015 2016 2016 2017 2018 2019 2020 2021
Revenue & Taxation
Taxes - General Revenue (16000-4000)-60,028 -63,075 -66,207 -68,825 -72,137 -72,150 -76,187 -80,214 -84,418 -88,844 -93,506
Grants in Lieu - Provincial (16000-4060)-1,188 -1,256 -1,290 -1,213 -1,200 -1,297 -1,322 -1,347 -1,347 -1,347 -1,347
Grants in Lieu - Other (16000-4060)-1,157 -1,099 -1,132 -1,239 -1,251 -1,166 -1,158 -1,180 -1,205 -1,205 -1,205
MFA Discharge (12400-4380)-----------
Investment Interest (15000-4295)-2,671 -1,968 -1,432 -1,381 -1,376 -1,165 -1,180 -1,195 -1,210 -1,225 -1,240
Gain/Loss - Property For Resale (15000-4298)-6 -111 -1 -1,051 -18 -1,500 -1,500 -1,500 -1,500 -1,000 -
Surplus Transferred In (15000-4520)----613 -757 -757 -890 -700 -500 -500 -
Prov. Grant (Unconditional) (10000-4253)-1,085 -530 -532 -954 -886 -942 -942 -942 -942 -942 -942
Recycling Fees (51000-4220)-77 -71 -73 -65 -79 -100 -100 -100 -100 -100 -100
Dog Licences (26000-4340)-260 -251 -254 -250 -250 -255 -245 -245 -245 -245 -245
Property Management
Commercial Lease Revenue-Tower (multiple)-1,059 -950 -1,022 -1,053 -911 -1,118 -1,118 -1,118 -1,118 -1,118 -1,118
Parking Revenue-Tower Commercial (11800-4310)-139 -162 -192 -157 -151 -198 -198 -198 -198 -198 -198
Common Cost Recovery - Tower (11800-4310)-306 -303 -354 -342 -377 -403 -403 -403 -403 -403 -403
Protective Services
Towing and contract revenue (21000-4230)----18 -33 -36 -36 -36 -36 -36 -36
False Alarm Fines (21000-4240)-119 -129 -103 -124 -98 -90 -90 -90 -90 -90 -90
PM Cost Share - RCMP Contract (21000-4258)-1,037 ----------
Sale of Service (21000-4650)-61 -31 -40 28 -------
Recreation
Planet Ice-Ice Rentals (47600-4500)-168 -190 -207 -196 -205 -165 -165 -165 -165 -165 -165
Leisure Centre Admissions (47500-4110)-907 -876 -772 -798 -783 -840 -840 -840 -840 -840 -840
Lessons/Prog Fees - Swimming (47500-4320)-390 -430 -413 -427 -480 -360 -360 -360 -360 -360 -360
Corporate Fitness Revenue (47500-4321)-59 -52 -49 -48 -42 -115 -115 -115 -115 -115 -115
L.C. - General Program Revenue (47500-4322)-65 -52 -42 -44 -39 -167 -167 -167 -167 -167 -167
Development Services
Building Permits (24000-4445)-1,286 -1,762 -2,037 -3,035 -3,438 -1,734 -2,436 -2,490 -2,545 -2,545 -2,545
Business Licences (53300-4342)-610 -614 -607 -609 -659 -610 -630 -630 -630 -630 -630
Application Fees - Rezoning (53110-4120)-114 -126 -121 -115 -194 -116 -119 -123 -126 -126 -126
Application Fees - Subdivision (53110-4122)-122 -79 -117 -102 -113 -116 -119 -123 -126 -126 -126
Application Fees - Dev Permit (53110-4124)-157 -145 -106 -120 -214 -161 -165 -170 -176 -176 -176
Subdivision Inspection Fees (32110-4220)-542 -505 -352 -334 -407 -315 -324 -334 -344 -344 -344
Public Works
Sales - Gravel (33100-4510)-500 -230 -292 -417 -42 -500 -300 -300 -300 -300 -300
GVTA Grant - Roads (33100-4260, 4261)-470 -1,046 -375 -855 -498 -1,171 -1,170 -1,169 -1,169 -1,178 -1,189
KEY ACCOUNT BALANCES
Maple Ridge Financial Plan 2017 - 2021 84 | P a g e
KEY EXPENDITURE ACCOUNTS
All figures represent $’000 (thousands)Actual Budget
Account Category (G/L#)2012 2013 2014 2015 2016 2016 2017 2018 2019 2020 2021
Legislative Services
Grants & Donations (80B) (13000-6180)78 65 90 57 43 62 45 45 45 45 45
Training - Council (13000-6400)3 ----16 16 16 16 16 16
Fire Department
Fire Fighting Salaries (22000-5501)4,715 5,829 5,585 6,708 7,194 6,283 6,854 7,120 7,385 7,619 7,854
Paid on Call Relief Wages (22000-5505)498 554 323 176 248 653 410 488 583 566 554
Paid on Call Wages (22000-5600)564 551 595 637 674 705 718 732 748 774 794
Contract (Emergency 911) (22000-7007)107 109 124 132 133 135 136 139 141 145 150
Hall #4 - Paid on Call (22041-5600)-----------
Police Services
Centralized Dispatch (21140-7051)917 917 917 917 940 945 973 1,003 1,033 1,064 1,095
Regular Members Contract (21200-7007)13,476 13,092 13,716 14,839 15,546 17,243 18,237 18,706 19,418 20,021 20,778
Corporate Services
Insurance (12101-6210)570 744 674 779 739 798 804 810 816 822 828
Recruiting Costs (12102-7065)40 57 15 74 37 49 49 49 49 49 49
Fiscal Services
Contribution to Core Reserve (10000-9020)5,953 5,519 5,591 5,622 5,486 5,832 5,832 5,832 5,832 5,832 5,832
Transfers to Capital Works Res (10000-9400)647 894 870 1,105 1,036 3,650 1,745 3,194 3,633 2,122 2,456
Transfers to Fire Dept Cap Acq (10000-9400)1,223 1,280 1,347 1,407 1,458 659 733 811 941 1,077 1,217
Transfers to General Capital (10000-9400)-95 -423 -20 4 1 ------
Transfers to General Capital (10000-9410)2,330 2,914 1,870 1,263 3,676 2,936 3,802 3,496 3,312 4,446 2,935
Contribution to Self-Insurance (12400-9021)45 45 45 45 45 45 45 45 45 45 45
Transfers to Equip Replc-Ops (33100-9400)1,175 1,286 1,856 1,407 1,565 1,533 1,549 1,608 1,669 1,732 1,796
Other
Fraser Valley Regional Library (47200-7007)2,486 2,597 2,614 2,597 2,668 2,868 2,759 2,842 2,927 3,015 3,105
Consulting - Engineering (32100-7005)42 95 37 55 46 86 86 86 86 86 86
Recycling Contract (51000-7007)1,225 1,327 2,012 2,260 2,293 2,307 2,475 2,523 2,573 2,624 2,676
GVRD Water Purchases (71000-7380)6,571 7,096 7,234 7,633 7,420 7,999 8,237 8,502 8,773 9,051 9,337
GVRD Sewer Admin Fees (61000-6005)3,366 3,508 3,256 3,417 -------
2017 BASE BUDGET INCREASES
Maple Ridge Financial Plan 2017 - 2021 85 | P a g e
The 2017 property tax increase is the result of the following service enhancements and capital projects:
Conceptual Overview of Distribution of New Revenue - $4.2 million in 2017 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).
2017 BASE BUDGET INCREASES
Maple Ridge Financial Plan 2017 - 2021 86 | P a g e
Incremental Adjustments (in $ thousands)
* Endnotes 1 to 19 are explained in more detail beginning on page 43
For 2017, our surplus of $487,000 has been reduced to $104,000. The effect is not as significant as
one might have thought due to the use of surplus, reserves and increased revenues. Additional items
funded by the Utility Funds are shown below. These have no impact on the General Revenue Surplus.
Item ($ in thousands)2017 2018 2019 2020 2021
General Revenue Surplus 487 622 678 1,165 1,740
Proposed Ongoing Incremental Operating Items
Research Technician (Formerly Funded by BC Hydro Grant) 2 -(25)(50)(50)(50)
Electronic Document Management 3 (40)(80)(80)(80)(80)
Emergency Program 6 -(3)(3)(3)(3)
Property Tax Front Counter Support 10 (30)(30)(30)(30)(30)
Social Planning 11 (200)(100)(100)(100)(100)
Succession Planning (Existing funding) 11 200
Museum / Seniors Programming 12 (90)(90)(90)(90)(90)
IT Business Solutions 17 (90)(90)(90)(90)(90)
After Hours IT Response 18 (80)(80)(80)(80)(80)
Sustainability Reserve Contribution 8 (3)(4)(5)(6)(7)
Staff Retention and Attraction 9 (50)(100)(150)(150)(150)
RCMP Members Accelerated Hiring 1 (300)(200)(100)
RCMP Members (Police Reserve Funding) 1 300 200 100
Community Energy Management Program 7 (80)
Carbon Rebate (Funding) 7 80
Staff Support for Development Services 14
Building Inspector (100)(100)(100)(100)(100)
Building Inspector Supervisor (110)(110)(110)(110)(110)
Building Department Plan Checker Supervisor (110)(110)(110)(110)(110)
Environmental Technician (93)(93)(93)(93)(93)
Manager Of Transportation Engineering (141)(141)(141)(141)(141)
Engineering Technologist 1 (96)(96)(96)(96)(96)
Building Permit Revenue to fund staffing 650 650 650 650 650
Desks and Computers for 6 new staff (42)
Desks and Computers (Building Reserve Funding)42
Subtotal General Revenue Surplus 104 20 -486 1,060
Proposed One Time Operating Items funded by Accumulated Surplus
BIA Façade Improvement Program (25)(25)
Archives 4 (50)
Advisory Committee Training & Networking 5 (5)
Emergency Program 6 (10)
Fire Training JIBC Rental 15 (175)(175)
Cultural Plan 13 (15)
Hotel Feasibility and Air BNB Study 19 (30)
Tourism Coordinator (Contract) 19 (60)
Previously Approved Capital Items funded from Accumulated Surplus
Transportation Plan: Cycling Infrastructure (100)(100)(100)(100)
Transportation Plan: Sidewalk Infrastructure (400)(400)(400)(400)
Transfer From Accumulated Surplus 870 700 500 500
General Revenue Surplus 104 20 -486 1,060
Item ($ in thousands)2017 2018 2019 2020 2021
Proposed Ongoing Operating Items funded by Water and Sewer Revenue Funds
Water Reservoir Maintenance (20)(40)(60)(60)(60)
Water Pump Station Maintenance (30)(60)(90)(90)(90)
Water Revenue Funding 50 100 150 150 150
Sanitary Sewer Flushing (30)(60)(90)(90)(90)
Sewage Pump Station Maintenance (10)(20)(30)(30)(30)
225 Street Sewage Pump Station Maintenance (15)(30)(45)(45)(45)
Sewer Revenue Funding 55 110 165 165 165
STAFFING HISTORY AND FORECAST
Maple Ridge Financial Plan 2017 - 2021 87 | P a g e
The following table indicates the number of full-time equivalent (FTE) staff budgeted in each department
for the years 2017 through 2021.
Full Staffing (Budget)
2016 2017 2018 2019 2020 2021
Office of the Chief Administrative Officer
CAO Administration 6.5 6.5 6.5 6.5 6.5 6.5
Communications 1.8 1.8 1.8 1.8 1.8 1.8
Economic Development 4.0 4.0 4.0 4.0 4.0 4.0
Emergency Program 1.4 1.4 1.4 1.4 1.4 1.4
Human Resources 7.0 7.0 7.0 7.0 7.0 7.0
20.7 20.7 20.7 20.7 20.7 20.7
Corporate & Financial Services
CFS Administration 3.0 2.0 2.0 2.0 2.0 2.0
Clerk’s 9.2 9.2 9.2 9.2 9.2 9.2
Finance 18.4 19.2 19.2 19.2 19.2 19.2
Information Technology 15.0 18.0 18.0 18.0 18.0 18.0
Fire Department 63.0 63.0 63.0 63.0 63.0 63.0
Police Services 46.6 46.6 46.6 46.6 46.6 46.6
155.2 158.0 158.0 158.0 158.0 158.0
Parks, Recreation & Cultural Services
PRC Administration 2.0 2.0 2.0 2.0 2.0 2.0
Parks & Facilities 46.5 39.0 39.0 39.0 39.0 39.0
Recreation & Community Services 76.2 61.7 61.7 61.3 60.7 60.7
124.7 102.7 102.7 102.3 101.7 101.7
Public Works & Development Services
PWDS Administration 2.0 2.0 2.0 2.0 2.0 2.0
Engineering 28.0 30.0 30.0 30.0 30.0 30.0
Licences, Permits & Bylaws 33.0 36.3 36.3 36.3 36.3 36.3
Operations 72.9 75.0 75.0 75.0 75.0 75.0
Planning 21.0 22.0 22.0 22.0 22.0 22.0
156.9 165.3 165.3 165.3 165.3 165.3
457.5 446.7 446.7 446.3 445.7 445.7
* RCMP contract members are not included in Police Services staff count
STAFFING HISTORY AND FORECAST
Maple Ridge Financial Plan 2017 - 2021 88 | P a g e
Budgeted Full-Time Equivalent Staff per Department
The 2017 estimate of 449.1 full-time equivalent staff is a decrease of 11.0 from 2016.
The dissolution of the Joint Leisure Services Agreement resulted in a reduction of 22 FTEs.
This includes incremental package additions of 11.0 staff. Changes are outlined below:
Corporate & Financial Services
CFS Administration Remove: (1.0) Director of Corporate Support
Finance Remove: (1.0) Manager Business Systems
Add: 1.0 Business Support Analyst
Add: 0.4 Accountant 2
Add: 1.0 Account 1
Remove: (1.0) Accounting Clerk 2
Add: 0.4 Clerk Cashier
Information Technology Remove: (1.0) GIS Coordinator
Remove: (1.0) Network Analyst
Add: 1.0 Manager of Infrastructure & Security Services
Add: 1.0 Manager of Business Solutions
Add: 2.0 Systems Analyst 1
Add: 1.0 Computer Support Specialist
Parks, Recreation & Cultural Services
Parks & Facilities Remove: (7.5) Joint Leisure Services Changes
Recreation & Community Services Remove: (14.5) Joint Leisure Services Changes
Remove: (0.4) Aquatic Leader 3
Remove: (7.7) Aquatic Leader 2
Remove: (0.7) Cashier Clerk Receptionist
Add: 8.8 Aquatic Leader 1
Public Works & Development Services
Engineering Add: 1.0 Manager Transportation Engineering
Add: 1.0 Supervisor Mapping and Drafting
Add: 1.0 Engineering Technologist 1
Remove: (1.0) Drafting Supervisor
Licences, Permits & Bylaws Add: 1.0 Building Inspector Supervisor
Add: 1.0 Plan Checker Supervisor
Add: 1.0 Building Inspector 1
Add: 0.8 Electrical Inspector 1
Remove: (1.0) Plan Checker 2 / Building Inspector 1
Add: 0.5 Bylaw Compliance Officer
Operations Add: 1.0 Tradesperson 2 - Mechanic
Remove: (1.0) Apprentice Mechanic
Add: 2.5 Labourer
Add: 0.6 Clerk 2
Planning Add: 1.0 Environmental Planner
Remove: (1.0) Environmental Technician
Remove: (1.0) Planner 2
Add: 2.0 Planner 1
Add: 1.0 Environmental Coordinator
Remove: (1.0) Planning Technician
Maple Ridge Financial Plan 2017 - 2021 89 | P a g e
Departmental Business/Financial Plans
Office of the Chief Administrative Officer
Corporate & Financial Services
Parks, Recreation & Culture
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 2016 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 2017-2021
planning period.
The subsequent pages in the CAO section provide
information on the departments reporting to this
division, including staffing, 2017 workplan highlights,
performance measurements and budgets.
Departments within this division are Administration,
Communications, Economic Development, Emergency
Program, Human Resources and Sustainability &
Corporate Planning.
Select 2016 Division Accomplishments
• Implemented updates on the City website to reflect
key initiatives including:
Worked with Parks, Recreation & Culture staff
to reflect the launch of the new division.
Overhauled and updated Invest Maple Ridge,
adding new tourism information and a
comprehensive social media program.
Developed new collateral materials in
Economic Development.
Updated the Emergency Program pages to
enhance community engagement and volunteer
recruitment.
• First organization in BC to enter into a partnership
agreement with WorkSafe BC to see how we can
further enhance health and safety culture.
• Fulfilled Provincial requirement to complete an
organizational review of current asset management
capacity in relation to: inventories, condition
assessments, financial planning and departmental
practices
• Researched, designed and implemented corporate
customer service training program to enable and
empower employees to provide excellent customer
service that provides customers with a lasting
positive impression of the City and its services.
• Worked with the Downtown Maple Ridge Business
Improvement Association (DMRBIA) to implement
the update and renewal of the DMRBIA bylaw.
• Involvement in the nomination committee for the
Pitt Meadows Airport – Board of Directors.
Continuous Improvement
• Continued partnership with BC Hydro to identify
projects, and apply for incentive programs, to
reduce energy use by the City and support staff
resources to work on policy and programs to
support corporate goals around environmental
sustainability.
• Internally produced video and photography projects
to enhance corporate communications.
• Collaborations with community organizations and
events used to leverage new business and tourism
opportunities.
• The Emergency Program delivered seminars to 330
community members through 12 presentations in
2016, engaging the community in how to be
prepared should the need arise.
Business Perspective/Environmental Scan
• We continue to manage expectations around
engagement levels on social media.
• The BC economy is expected to lead all Canadian
provinces in economic growth. Film and Tourism
sectors offer opportunities for job growth in Maple
Ridge.
• Maple Ridge does not have an available inventory
of industrial zoned lands, which are in high demand
in Metro Vancouver.
• Two-thirds of Maple Ridge’s labour force work
outside the community. There is pressure from
citizens to address the need for employment
opportunities to keep residents working in
community.
• The completion of a process review focused on the
recruitment and retention of Emergency Support
Services volunteers has identified a number of
priorities and best practices to implement in 2017.
• The Integrated Partnership for Regional Emergency
Management (IPREM) and EMBC are working
toward the development of an exercise similar to
Exercise Coastal Response that will test a
component of regional emergency response
capabilities.
• We also maintain focus on retention and attraction
initiatives that will enable the City to retain skilled
employees and to attract top talent where there are
no natural internal successors.
• City’s infrastructure value exceeds $1 billion,
creating a significant cost burden. The City needs
an integrated approach to effectively manage
infrastructure to maximize value, reduce risks and
maintain service levels for community users in a
socially, environmentally, and economically
sustainable manner.
• As our population grows the demand for enhanced
services co-exists with pressure for low property
taxes.
• Opportunities to build a more sustainable
community are often lost due to limitations in our
legislated authority to set requirements.
• The City should be prepared and proactive in taking
advantage of Provincial climate action-related
changes in legislation and incentives.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2017 - 2021 91 | P a g e
Services Provided
The Administration Division of the Office of the CAO
is responsible for the overall administration of all
departments, developing corporate policy, providing
leadership and direction for senior staff in the day-to-
day and long-term business affairs of Maple Ridge in
accordance with Council’s Strategic Plan and providing
advice to Council about City organizational and
operating procedures.
The Sustainability & Corporate Planning
Department develops and administers a formal
business planning framework to maintain strategic
alignment throughout the organization, and
accountability mechanisms to ensure the organization
remains transparent and on-track.
The department manages community energy and
greenhouse gas emissions planning and reporting,
research, policy development and projects. Additionally,
the department manages a coordinated,
interdepartmental approach to sustainability, including
corporate energy and emissions, waste reduction and
water conservation, and community energy
management.
2017 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 and implementing Council direction
originating from the Mayor’s Open Government Task
Force.
Ensure strategic alignment and efficient resource
allocation throughout the organization by applying a
framework that incorporates corporate-wide business
planning, performance measurement and reporting.
Develop a toolkit to enable balanced decision-
making that considers environmental, social and
economic factors in all aspects of service delivery,
community development, and the provision of
infrastructure.
Review targeted services areas across the
organization to identify and implement improvements.
Design a community survey to receive feedback on
citizen satisfaction and strategic direction.
Propose and develop a program to support energy
efficiency in new home construction.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2017 - 2021 92 | P a g e
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:
Parks, Recreation &
Culture
General Manager:
Corporate & Financial
Services
Manager 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
Research
Technician
0.5 FTE
Research
Technician
Energy Management
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
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 2.5 2.5
Full-Time Equivalent 6.5 6.5 6.5 6.5 6.5 6.5
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2017 - 2021 93 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Conventions & Conferences (12100-6051) 1 9 19 19 - 0% 19 19 19 19
Grants & Donations (12000-6180/6181) 30 21 - - - - - - -
Memberships (12100-6270) 33 32 29 29 - 0% 29 29 29 29
Other (multiple) 16 32 12 12 - 0% 12 12 12 12
Prov. Grant (Conditional) (12101-102-4252) - 26 - 43 - - - - - - -
Salaries (12101-5500) 573 714 673 659 - 15 -2% 699 740 758 777
Special Projects (10000-6385) - - - 20 20 - - - -
Studies & Projects (10000-6380) 39 121 162 182 20 12% 102 102 102 102
TOTAL ADMINISTRATION 666 886 894 920 25 3% 861 901 919 938
* Includes Administration as well as Sustainability & Corporate Planning functions
Financial Plan – Legislative Services
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Committee Costs (13000-6045) 5 1 4 4 - 0% 4 4 4 4
Conventions & Conferences (13000-6051) 16 28 21 21 - 0% 21 21 21 21
Grants & Donations (13000-6180) 57 43 62 45 - 18 -29% 45 45 45 45
Miscellaneous (13000-6275) 14 12 8 8 - 0% 8 8 8 8
Public Relations (13000-7060) 2 3 9 9 - 0% 9 9 9 9
Salaries (13000-5500) 489 484 523 537 13 3% 549 561 573 586
Training (13000-6400) - - 16 16 - 0% 16 16 16 16
Utilities - Telephone (13000-6520) 6 6 7 7 - 0% 7 7 7 7
TOTAL LEGISLATIVE 591 578 650 645 - 5 -1% 657 670 682 695
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this department:
FM07 Business Planning Process
We are responsible for the business activities that keep
corporate action in alignment with Council direction.
Ensuring that happens in a timely and effective manner
maximizes the value of our resources. Tracking our
timeliness on an annual basis lets us know if our process
is continuing to meet the needs of Council and staff.
SG01 Town Centre Density
We led the development of the Town Centre Incentive
Program, intended to encourage development in our
downtown. Tracking residential growth is one way to
evaluate whether the program is having the desired effect.
EN02 Corporate Greenhouse Gas Emissions
Council signed on to the Climate Action Charter a number
of years ago, and part of that commitment is to track and
report on how we’re doing. Our department works with
other staff and departments to reduce energy
consumption, which in turn reduces greenhouse gas
emissions. This is a measure of our success.
OFFICE OF THE CAO – ADMINISTRATION including
SUSTAINABILITY & CORPORATE PLANNING
Maple Ridge Financial Plan 2017 - 2021 94 | P a g e
Code Scorecard (on following pages) Why this Scorecard is important to this department:
EN01 Community Greenhouse Gas Emissions
Council adopted greenhouse gas reduction targets into
the OCP. This scorecard tracks the impact of our policies,
Provincial policies and actions, green technologies,
community behaviours and growth on our community
greenhouse gas emissions.
EN03 Municipal Facility Electricity Use
We work with others in the organization to reduce energy
consumption. Tracking electricity use is an indicator that
is influenced by a number of factors, and we use it to
focus our efforts on projects that will provide the best
value to taxpayers.
TR03 Transportation to Work – Alternative
Modes
Tracking the degree to which Maple Ridge residents use
something other than a single occupancy vehicle is
important to help inform policy work and infrastructure
development in the City.
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2017 - 2021 95 | P a g e
Services Provided
The Communications Department works with all
City departments as well as Mayor and Council to
provide important information to citizens and
stakeholders of the City of Maple Ridge.
Communications develops content and messages for
the City website, social media, media releases and
face-to-face interactions to ensure that information is
available in a timely fashion, is open, transparent and
accessible to the widest possible audience.
2017 Workplan Emphasis
We will provide support in the development of
communications/engagement programs for
items/issues coming before Council to ensure that the
Communications Department is aware of important
community issues in order to enable timely, open and
accurate information.
We will work with the Open Government Task Force
Implementation team to develop and execute a
communications plan and participate in the open
governance portal design. This will ensure that the open
governance enhanced assets are highlighted and easily
accessible for our citizens through the design of the
Open Governance web portal.
We will work with the project leader/subject expert
to provide communications consultation/ support and
logistics support to ensure that citizens are fully
engaged in key projects in the 2017 Business Plan.
This ensures that citizens are aware of key City projects
and initiatives and where there are opportunities for
engagement and input, ensures that citizens have
access to the information that they need to participate
in the conversations, consultations and processes
relating to policy or project development.
We will invite the same internal stakeholders who
contributed to the website implementation plan in late
2013 to provide feedback on the current website and
review recommendations for updates.
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. We will
then develop content management guidelines for digital
photography by City staff and contractors.
We will increase the customer service experience
for our internal and external customers by reviewing
and updating 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 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.
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.
OFFICE OF THE CAO – COMMUNICATIONS
Maple Ridge Financial Plan 2017 - 2021 96 | 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 2016 2017 2018 2019 2020 2021
Manager of Corporate Communications 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 0.8 0.8 0.8 0.8 0.8 0.8
Full-Time Equivalent 1.8 1.8 1.8 1.8 1.8 1.8
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Advertising (12105-6010) 23 28 30 30 - 0% 30 30 30 30
Consulting (12105-7005) 19 27 29 29 - 0% 29 29 29 29
Miscellaneous (12105-6275/6280) 6 6 8 8 - 0% 8 8 8 8
Publicity & Promotions (12105-6330) 6 16 18 18 - 0% 18 18 18 18
Salaries (12105-5500) 173 198 197 198 1 1% 202 207 213 218
TOTAL COMMUNICATIONS 226 276 281 282 1 0% 287 292 297 303
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this department:
GV02 Website Visits The website continues to be important to our community
as a means of dissemination of information.
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
Maple Ridge Financial Plan 2017 - 2021 97 | P a g e
Services Provided
Economic Development provides investment
attraction, business retention and expansion programs,
as well as film production liaison services. We work with
local business associations such as Downtown Maple
Ridge Business Improvement Association and the
Chamber of Commerce, and provincial and federal
government agencies involved in business and
economic development. We also provide administrative
support and staff liaison to the Economic Development
Committee to Council, and its related task force groups.
In 2016 the Economic Development office also gained
responsibility for Tourism marketing and product
development.
2017 Workplan Emphasis
We will complete the branding review and
coordinate a strategy for the implantation of key
recommendations arising from the branding review.
We will complete the Tourism Strategy and
implement key recommendations for a more
comprehensive tourism industry development and
marketing program commencing 2018. This will include
engagement of hotels to implement a hotel room tax to
support funding needs. We will also undertake a hotel/
AirBNB feasibility study to assess the potential for
accommodations services.
Together with the Property & Risk Manager, we will
investigate options on how the City can more effectively
manage its real estate assets to provide long-term
benefits for Maple Ridge and prepare a Municipal
Property Strategy, which includes a review of Municipal
Parking facilities.
We will work to better align the Pitt Meadows
Airport with the City’s objectives for the communities
and the airport by supporting implementation of a new
Pitt Meadows Airport Society Constitution and Bylaws,
selection of Maple Ridge and expert directors and
coordinating with the Board/Airport Management on
the preparation of the Airport Master Plan.
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 2016 2017 2018 2019 2020 2021
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
OFFICE OF THE CAO – ECONOMIC DEVELOPMENT
Maple Ridge Financial Plan 2017 - 2021 98 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Contributions from Others (multiple) - 208 - 214 - 208 - 264 - 55 26% - 270 - 277 - 284 - 291
Federal Grant (Conditional) (12106-4250) - 64 - - - - - - - -
Miscellaneous Income (12106-4390) - - 6 - - - - - - -
Permits (12106-4445) - 15 - 19 - 5 - 5 - 0% - 5 - 5 - 5 - 5
Sale of Service (12106-4600) - 2 - 1 - 10 - 10 - 0% - 10 - 10 - 10 - 10
Total Revenue - 290 - 241 - 223 - 279 - 55 25% - 285 - 292 - 299 - 306
Expense
Advertising (multiple) 13 90 39 39 - 0% 39 39 39 39
Other Expenses 10 9 10 11 1 10% 11 11 11 11
Contract (12106-7007) 35 2 35 95 60 171% 35 35 35 35
Conventions & Conferences (12106-6051) 4 6 10 10 - 0% 10 10 10 10
Grants & Donations (12106-6180) 229 228 233 289 55 24% 295 277 284 291
Salaries (12106-5500/5600) 286 413 389 397 8 2% 406 416 427 438
Studies & Projects (12106-6380) - - - 80 80 - - - -
Total Expense 577 748 717 921 204 28% 797 788 806 824
TOTAL Economic Development 287 508 494 642 149 30% 512 496 507 518
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
ED01 Attract Film Productions Indicates economic value to the community
ED02 Business Licence Renewals Indicates level of business formation, retention and growth
ED03 Increase Commercial Tax Base Indicates level of diversification of the tax base
ED04 Residential Tax Assessment Base Indicates grown of the community
OFFICE OF THE CAO – EMERGENCY PROGRAM
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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 and Pitt
Meadows who are forced to leave their homes because
of fire, floods, earthquakes or other emergencies. This
assistance includes food, lodging, clothing, emotional
support and family reunification. ESS is typically
available for 72 hours, but in some instances the
Province may extend support for a longer period of
time.
Through an agreement with the City of Pitt
Meadows, the Program also provides for integrated
planning and response to emergencies impacting both
communities.
2017 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.
Implementation of the recommendations presented by
the Process Review Team will assist in the recruitment
and retention of ESS volunteers.
We will participate with the Process Review Team
to identify gaps and best practices in the delivery of
training to staff engaged in the Emergency Operations
Centre (EOC).
In order to improve efficiencies in the EOC we will
work with the Records Management section to develop
automated case notification workflows and task
tracking, develop forms and explore development of
phone APP and web-based platforms to collect and
share LaserFiche forms with workflow.
OFFICE OF THE CAO – EMERGENCY PROGRAM
Maple Ridge Financial Plan 2017 - 2021 100 | P a g e
Organization Chart
Manager of
Legislative Services
& Emergency Prog
Emergency
Program
Coordinator
Emergency Program
Assistant
0.4 FTE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Emergency Program Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Emergency Program Assistant 0.4 0.4 0.4 0.4 0.4 0.4
Full-Time Equivalent 1.4 1.4 1.4 1.4 1.4 1.4
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Conventions & Conferences (23000-6051) 1 2 3 3 - 0% 3 3 3 3
PM - Cost Recovery (23000-4236) - 21 - 26 - 15 - 15 - 0% - 15 - 15 - 15 - 15
Program Costs (23000-6325/6326) 24 30 15 25 10 67% 18 18 18 18
Prov. Grant (Conditional) (multiple) - 2 - - - - - - - -
Salaries (23000-5500) 105 129 115 142 28 24% 146 149 153 156
TOTAL EMERGENCY 107 134 118 156 38 32% 152 155 159 163
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SL06 EOC & ESS Volunteers Activations and
Training
This scorecard identifies the number of staff and
volunteer hours dedicated to providing a safe and livable
community
SL20 Emergency Program Public Engagement
and Education Opportunities
A prepared community will be more resilient in the event
of a major disaster such as an earthquake or flood. This
scorecard measures the number of community events
where citizens can be engaged and the number of citizens
that attend free preparedness workshops.
OFFICE OF THE CAO - HUMAN RESOURCES
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Services Provided
Human Resources 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.
2017 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.
Continue to implement Manager and Employee Self-
Service functions to leverage technology in developing
a more user friendly, automated process that reduces
administration and enables and empowers managers
and employees to make more timely and accurate
decisions.
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. We will refresh and enhance the
City’s performance management program that is
designed to optimize individual and organizational
performance.
Engaged employees are the foundation for
delivering a positive customer experience. Based on the
outcomes of our employee engagement survey to be
administered in early 2017, we will work with CMT in
identifying and implementing action plans for
enhancing employee engagement.
Develop and implement HR performance metrics
for inclusion in the City’s performance scorecard in
2018 in order to build capacity and leverage learning
as a competitive advantage in building a robust and
sustainable workforce for today and the future.
OFFICE OF THE CAO - HUMAN RESOURCES
Maple Ridge Financial Plan 2017 - 2021 102 | P a g e
Organization Chart
Director of Human
Resources
Manager of
Learning &
Development,
Health & Safety
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 2016 2017 2018 2019 2020 2021
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 Learning & Development Health & Safety 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 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Consulting (12102-7005) 24 25 19 19 - 0% 19 19 19 19
Program Costs (multiple) 226 133 194 223 30 15% 227 227 257 257
Miscellaneous (12102-6275) 6 9 11 11 - 0% 11 11 11 11
Recruiting Costs (12102-7065) 74 37 49 49 - 0% 49 49 49 49
Salaries (12102-5500) 839 872 830 1,034 204 25% 849 867 891 915
Service Severance Accrual 317 14 - - - - - - -
Studies & Projects (12102-6380) - - 15 50 35 233% 100 150 150 150
Training (multiple) 148 232 250 251 1 0% 257 264 270 277
TOTAL HUMAN RESOURCES 1,635 1,321 1,367 1,637 270 20% 1,512 1,587 1,647 1,678
CORPORATE & FINANCIAL SERVICES
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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 2016 accomplishments is
shown below, followed by efficiency and effectiveness
initiatives and the business challenges relevant to the
2017-2021 planning period.
The subsequent pages will provide information on
the departments in this division, including staffing,
2017 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 2016 Division Accomplishments
• Property insurance cost savings through the
Municipal Insurance Association of BC.
• Developed a coordinated agency approach to
safety in the town centre.
• Continued digitizing of archival records.
• Homeless Shelter re-negotiation of lease and
transfer to BC Housing.
• Reviewed several internal procedures.
• Technological improvements including support for
live-streaming meetings, customer service, mobile
applications, infrastructure and fibre initiatives.
• Fire fighters equipped and trained to use Naloxone
to assist with opioid overdoses.
• Police participation in Community Standards
Enforcement Team to increase public safety with
foot and bike patrols in the downtown.
• Implemented a registry application to assist with
recovery of lost/stolen bikes.
• RCMP and Youth Services co-hosted a Cyber-
Bullying/On-Line Behaviour Community Forum to
increase community knowledge and awareness.
Continuous Improvement
• Embedding a “How May I Help You” service culture
in our organization
• Collaboration for services with partners and
stakeholders, including use of mutual aid
agreements with other cities and use of volunteers.
• Leveraging assets for wider corporate benefit
(Municipal lands, secondary revenue from
communications tower and adaptive reuse of old
infrastructure i.e. pipes for fibre conduit).
• Ensure best value from technological investments
focusing on improving customer service through
data rich applications.
• New model for legal services improved service and
reduced costs.
• Submission of insurance claims now available
online.
• Live streaming and recording of Audit & Finance
Committee meetings providing further transparency
to the City’s financial management.
• Exceeded benchmarks for investment returns.
• Revitalized Victim Services program offering critical
incident support to victims of crime.
• Online application enhancements, including new
features taking advantage of our mapping
capabilities.
Business Perspective/Environmental Scan
• A competitive market for talent makes it important
to develop and grow our staff.
• Public expectations are that they can access our
services 24/7.
• We need to recognize what is urgent versus what is
important and focus accordingly.
• We need to appreciate risk taking and learn from
mistakes while striving to be the best we can be.
• Financial sustainability requires a regular review of
our tax burden and economic environment to
ensure we remain competitive and affordable.
• Opportunities for private enterprise to operate a
business/service on and/or to leverage vacant,
underutilized City-owned property for the short to
medium term.
• Automation of document-driven processes and
digitized documents to provide easy public access.
• A 48% projected increase in the number of Council
committees from 42 in 2016 to 62 in 2017.
Committee members have requested opportunities
allowing for cross-committee collaboration and
synergy and training/skill development
• Fiscal challenges require balancing demands for
enhanced service levels with simultaneous
demands for reduced reliance on property taxes.
• Changes to organizational processes and systems
with a financial component require appropriate
internal controls to be in place.
• Development of an IT Strategic Plan to ensure
corporate alignment with Council goals and
objectives to maximize corporate benefit.
• Technology projects are most successful when the
departments using this technology are fully
engaged in and provide adequate resources to
champion the effort.
• The existing agreement with the Justice Institute of
BC for access to their training centre has expired
creating a stronger need to develop our own
training grounds.
• Multi-jurisdictional nature of crime, complexity of
policing and information technology, social service
level impacts, legislative and Crown requirements
and the instant need for communication from
police to the public are increasing the demands on
police officers.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2017 - 2021 104 | P a g e
Services Provided
The Corporate & Financial Services Division
provides a wide variety of services to Mayor and
Council, and to City departments. The division is
comprised of five departments: Clerks, Finance,
Information Technology, the Fire Department and the
civilian side of the RCMP.
The services that we provide include coordinating
Council work, managing revenue and cost control,
developing business and financial plans, supporting
property and risk management efforts, provision of
information technology services and developing
policies, procedures and practices contributing to the
well-being of the organization. As well, we spend time
answering a wide range of enquiries from our citizens.
We also take a leadership role at a number of
regional tables.
2017 Workplan Emphasis
Strategic business planning, risk management and
corporate revenue and cost control are the core
fundamentals that drive success across this
organization. For 2017, the following projects and
planning initiatives will address these core areas:
• 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 2017-2021
Business Plan.
• 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.
• Implement the Open Government Task Force
recommendations supported by Council.
• Assist the Fire Department with an update of the
Master Plan by working with the Fire Chief to
develop plans for Fire Hall No. 4.
• Provide both the RCMP and Police Services with
municipal support and assistance on financial
matters.
CFS – ADMINISTRATION
Maple Ridge Financial Plan 2017 - 2021 105 | P a g e
Organization Chart
General Manager:
Corporate & Financial
Services
Fire Chief
Assistant Chief
Fire Prevention and
Communications
Assistant Chief
Planning and
Prevention
Assistant Chief
Training and
Operations
Chief Information
Officer
Manager of
Legislative Services
& Emergency Prog
Property & Risk
Manager
Confidential
Secretary
Executive
Assistant
Finance
Manager of
Financial
Planning
Manager of
Revenue
& Collections
Manager of
Accounting
Senior Manager of
Police Services-
Finance & Admin
Assistant Chief
Community and
Administrative
Services
Manager of
Infrastructure and
Security Services
Manager of
Business Solutions
Safer Downtown
Community Liaison
Deputy
Chief
Customer Support
Supervisor
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 2016 2017 2018 2019 2020 2021
General Manager: Corporate & Financial Services 1.0 1.0 1.0 1.0 1.0 1.0
Director of Corporate Support 1.0 — — — — —
Executive Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 3.0 2.0 2.0 2.0 2.0 2.0
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Conventions & Conferences (12000-6051) 12 21 25 25 - 0% 25 25 25 25
Memberships (12000-6270) 1 3 1 1 - 0% 1 1 1 1
Miscellaneous (12100-6275) 4 3 1 1 - 0% 1 1 1 1
Salaries (12000-5500) 455 250 561 337 - 224 -40% 407 477 548 618
TOTAL CFS ADMIN 473 277 588 364 - 224 -38% 434 504 575 645
CFS – CLERK’S
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Services Provided
The Clerk's Department is responsible for
supporting legislative statutory and procedural support
to the Organization. Responsibilities include agenda
preparation, recording of official minutes,
administration and certification of bylaws and the
execution of 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 general local and school district
elections as well as by-elections, assent of the electors
and plebiscites 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. The
administration of all rental properties falls to the
department. The Risk Management Program for loss
control and insurance is also a function of the Clerk's
Department.
2017 Workplan Emphasis
Records management staff will be enhancing and
promoting the document management program to
achieve the envisioned efficiencies of improved
document access and handling; and to support the
scanning initiatives to begin a move away from paper.
They will also be identifying the types of records the
public is interested in accessing online and working
with IT and other applicable departments to make
access available while ensuring the protection of
privacy for our citizens.
Clerk’s will be exploring ways to make the agenda
preparation and distribution process more effective,
efficient and client friendly.
Property & risk management staff will be reviewing the
optional service provider for City-owned parking
facilities and awarding a contract for services. They will
also identify potential improvements to the online
insurance claim form, build the online workflow and
consider client needs in making this a more efficient
process. A process will begin to determine economic
viability/feasibility of the future development of the
City’s 450+ acres of land in the Silver Valley area
CFS – CLERK’S
Maple Ridge Financial Plan 2017 - 2021 107 | 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
Records
Management
Assistant
Emergency Program
Assistant
0.4 FTE
Emergency Program reports to Clerk’s, but is budgeted to CAO Administration
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
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
Records Management Assistant 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 Typist 3 0.2 0.2 0.2 0.2 0.2 0.2
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 9.2 9.2 9.2 9.2 9.2 9.2
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
CFS – CLERK’S
Maple Ridge Financial Plan 2017 - 2021 108 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fees (11800/35000-4220) - 157 - 151 - 144 - 198 - 53 37% - 198 - 198 - 198 - 198
Lease Revenue (multiple) - 1,601 - 1,515 - 1,697 - 1,726 - 30 2% - 1,727 - 1,727 - 1,727 - 1,727
Rentals (multiple) - 108 - 61 - 55 - 55 - 0% - 55 - 55 - 55 - 55
Salaries Recovery (14000-5400) - - - 25 - 25 - 0% - 25 - 25 - 25 - 25
Total Revenue - 1,866 - 1,726 - 1,921 - 2,004 - 83 4% - 2,005 - 2,005 - 2,005 - 2,005
Expense
Advertising / Elections (multiple) 1 3 3 3 - 0% 103 3 3 3
Other Exp (multiple) 105 116 98 104 5 5% 99 99 100 100
Insurance (multiple) 868 923 854 856 2 0% 862 868 874 880
Insurance Recovery (12101-6209) - 451 - 439 - 490 - 496 - 6 1% - 502 - 508 - 514 - 520
Lease Expense (11000-6230) 196 189 107 149 42 39% 149 149 149 149
Legal (12000/12103-7030) 183 98 176 176 - 0% 176 176 176 176
Maintenance - Buildings (11800-8060) 439 510 449 520 71 16% 520 520 520 520
Maintenance - General (14000-8056) 72 27 26 26 - 0% 26 26 26 26
Postage & Courier (12101-6305) 46 57 49 50 1 2% 51 52 53 53
Salaries (multiple) 663 786 737 823 86 12% 841 859 879 900
Stationery (12000-6370) 4 8 14 14 - 0% 14 14 14 14
Studies & Projects (12103/14000-6380) 43 6 6 6 - 0% 6 6 6 6
Taxes - Rental Properties (multiple) 39 31 30 30 - 0% 30 30 30 30
Total Expense 2,210 2,313 2,059 2,261 202 10% 2,375 2,294 2,315 2,337
TOTAL CLERKS 344 587 138 257 119 86% 370 289 311 332
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
GV01 Access to Information and Decision-
Making Process
This Scorecard reflects the public’s interest in City
business and our ability to respond. It also provides a
gauge as to trends and the need to assign the appropriate
resources.
GV04 Document Management
Allows us to reduce the need for digital storage space as
we move forward and digital files expand exponentially;
increases the efficiency of document retrieval and
response to Requests for Information from the public.
CR07 Acknowledgement Claims
Customer Service is important to our department and this
Scorecard allows us to track our response times to claims
to ensure we are meeting our goals.
CFS – FINANCE
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Services Provided
The Finance Department serves as business
advisors to the organization, developing creative
solutions to achieve the City’s financial and business
objectives. Through cooperative interaction with
customers & staff we support the administrative and
fiscal needs of the City within a framework that ensures
sound fiscal governance. We support Council’s open
government initiative through the provision of reports
that enables Council to review and monitor city finances
and through our involvement with Council’s public input
sessions
Specific functions include preparing and monitoring
the Five-Year Consolidated Financial Plan and the
Annual Consolidated Financial Statements, preparing
and interpreting interim financial statements, levying
and collecting 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 & Finance Committee
2017 Workplan Emphasis
In the area of Customer Support we will develop up
to six flowcharts detailing finance business processes
as identified by the Citizens’ Working Group of the Open
Government Task Force. We will also undertake a
process review to look for opportunities to improve our
practices managing the equipment charge-out
processes, including accounting and budgeting
processes, for the City Fleet.
Recommendations will be implemented to improve
Accounts Payable processes as identified in the
Process Review Report.
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
Maple Ridge Financial Plan 2017 - 2021 110 | P a g e
Organization Chart
Finance
Manager of
Accounting
Accountant 3
Accountant 1
2 FTE
Accounting Clerk 2
3 FTE
Manager of
Revenue
& Collections
Accounting Clerk -
Revenue
Cashier Clerk
3.4 FTE
Clerk Cashier
0.8 FTE
Manager of
Financial
Planning
Financial
Analyst
Budget
Analyst
Clerk 2
Business Support
Analyst
Accountant 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
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 — — — — —
Manager of Revenue & Collections 1.0 1.0 1.0 1.0 1.0 1.0
Accountant 3 1.0 1.0 1.0 1.0 1.0 1.0
Financial Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Budget Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Business Support Analyst — 1.0 1.0 1.0 1.0 1.0
Accountant 2 0.6 1.0 1.0 1.0 1.0 1.0
Accountant 1 1.0 2.0 2.0 2.0 2.0 2.0
Accounting Clerk - Revenue 1.0 1.0 1.0 1.0 1.0 1.0
Accounting Clerk 2 4.0 3.0 3.0 3.0 3.0 3.0
Cashier Clerk 3.0 3.4 3.4 3.4 3.4 3.4
Clerk 2 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Cashier (Tax Time Coverage) 0.8 0.8 0.8 0.8 0.8 0.8
Full-Time Equivalent 18.4 19.2 19.2 19.2 19.2 19.2
CFS – FINANCE
Maple Ridge Financial Plan 2017 - 2021 111 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Other Exp (multiple) 49 52 55 55 0 0% 55 55 55 55
Audit Fees (12200/12210-7000) 56 55 55 55 - 0% 55 55 55 55
Salaries (multiple) 1,517 1,546 1,590 1,698 108 7% 1,738 1,778 1,823 1,870
Salaries Recovery (12200/12210-5400) - 261 - 269 - 269 - 299 - 30 11% - 308 - 318 - 326 - 334
TOTAL FINANCE 1,361 1,384 1,430 1,508 78 5% 1,539 1,570 1,606 1,646
Financial Plan – Financial Services - Tax Revenue
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Grants in Lieu (multiple) - 2,453 - 2,450 - 2,463 - 2,481 - 18 1% - 2,528 - 2,552 - 2,552 - 2,552
Interest Paid on Tax Prepaymnt (16000-
4001)
55 43 70 70 - 0% 70 70 70 70
Local Improvement Program (multiple) - - - - - - - - -
Parcel Charges - Blue Box (16000-4011) - 1,034 - 1,058 - 1,039 - 1,084 - 45 4% - 1,114 - 1,156 - 1,199 - 1,245
Parcel Charges - Recycling (16000-4010) - 863 - 883 - 865 - 907 - 42 5% - 931 - 966 - 1,003 - 1,040
Taxes - General (16000-4000) - 68,825 - 72,137 - 72,523 - 76,187 - 3,664 5% - 80,214 - 84,418 - 88,844 - 93,506
TOTAL FIN SERVICES-TAX REVENUE - 73,120 - 76,485 - 76,820 - 80,589 - 3,769 5% - 84,717 - 89,021 - 93,528 - 98,274
Financial Plan – Fiscal Services - Transfers
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Appropriation of Surplus (10000-9010) 150 98 70 104 33 47% 20 0 486 1,060
Other 510 315 545 509 - 37 -7% 735 964 1,207 1,465
Transfer in from Reserve for Committed
Projects
- 5,855 - 7,134 - 107 - 711 - 605 568% - 406 - 2 - 2 - 2
Transfer to Capital Funds (multiple) 1,263 2,749 3,055 3,592 537 18% 3,496 3,312 4,446 2,935
Transfers In (multiple) - 9,580 - 8,680 - 12,355 - 9,319 3,035 -25% - 8,484 - 8,491 - 8,573 - 8,678
Transfers Out (multiple) 29,174 31,044 22,377 19,833 - 2,544 -11% 21,489 23,071 22,794 24,341
TOTAL FISCAL SERVICES - TRANSFERS 15,661 18,392 13,587 14,007 420 0 16,851 18,854 20,358 21,121
Financial Plan – Fiscal Services - Debt
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Debt - Interest (multiple) 1,834 1,699 1,970 1,831 - 139 -7% 1,740 1,615 1,487 1,354
Debt - Principal (multiple) 2,764 2,859 3,476 3,574 97 3% 3,073 3,153 3,236 3,322
Interest on Liabilities 141 150 30 - - 30 -100% - - - -
TOTAL FISCAL SERVICES - DEBT 4,740 4,708 5,476 5,405 - 72 -1% 4,813 4,769 4,723 4,676
Financial Plan – Financial Services - Grants
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Prov. Grant (Conditional) (10000/12400-102-4252) - 1,199 - 1,374 - 1,100 - 1,100 - 0% - 1,100 - 1,100 - 1,100 - 1,100
Prov. Grant (Unconditional) (10000-102-4253) - 954 - 886 - 942 - 942 - 0% - 942 - 942 - 942 - 942
TOTAL FIN SERVICES-GRANTS - 2,153 - 2,261 - 2,042 - 2,042 - 0% - 2,042 - 2,042 - 2,042 - 2,042
CFS – FINANCE
Maple Ridge Financial Plan 2017 - 2021 112 | P a g e
Financial Plan – Financial Services - Other Revenue
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Admin Fee (15000/30000-4100) - 61 - 60 - 47 - 48 - 1 2% - 49 - 50 - 51 - 52
Auction Proceeds (15000-4410) - 15 - 7 - 7 - 7 - 0% - 7 - 7 - 7 - 7
Borrowing Proceeds (10000-4916) - - - - - - - - -
Contributions from Others (multiple) - - - - - - - - -
Fees (multiple) - 10 - 10 - 8 - 8 - 0% - 8 - 8 - 8 - 8
Gain/Loss - Property 4 Resale (15000-4298) - 1,051 - 18 - 1,500 - 1,500 - 0% - 1,500 - 1,500 - 1,000 -
Information Fees (15000-4280) - 167 - 216 - 120 - 120 - 0% - 120 - 120 - 120 - 120
Interest on A/R (15000-4290/4291) - 294 - 258 - 260 - 275 - 15 6% - 290 - 305 - 320 - 335
Investment Interest (15000-4295) - 1,381 - 1,376 - 1,165 - 1,180 - 15 1% - 1,195 - 1,210 - 1,225 - 1,240
Miscellaneous Income (15000-4390) - 56 - 66 - 50 - 50 - 0% - 50 - 50 - 50 - 50
Municipal Plate Fees (15000-4221) - 24 - 23 - 22 - 22 - 0% - 22 - 22 - 22 - 22
Surplus (15000-4520) - 613 - 757 - 810 - 890 - 80 10% - 700 - 500 - 500 -
Tax Penalties (15000-4440) - 716 - 640 - 730 - 765 - 35 5% - 800 - 835 - 835 - 835
TOTAL FIN SERVICES-OTHER REVENUE - 4,390 - 3,430 - 4,719 - 4,865 - 146 3% - 4,741 - 4,607 - 4,138 - 2,669
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
FM02 Maximize Return on Investment Maximizes the City’s financial resources available to
invest.
FM04 Net Financial Position Provides a measure of financial flexibility at a point in
time.
FM05 Debt Per Capita Shows the amount of debt attributed to each member of
the community.
FM06 Debt Servicing Ratio
Shows the percentage of annual operating revenues
required for principal and interest payments and help s to
ensure that the City’s debt levels are held at a level that
allows us to respond in times of economic challenges
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2017 - 2021 113 | P a g e
Services Provided
The goal of the Information Technology Department
is to enable the City to leverage technology solutions
that meet business objectives while providing an
excellent customer experience. The IT Department is
also responsible for managing corporate computing
devices, data resources and hardware and software
infrastructure. The IT team supports the operation of
over 425 business computers, 100 virtual servers and
42 physical servers; in total, over 1000 networked
devices and all associated telecommunications,
applications and databases across over 10 locations.
More than 20 different enterprise-wide business
systems run on the computing network, including
financials, property, taxation, payroll, asset
management, budget, recreation, business licences,
incident management, action requests and the
Geographic Information System. The department
maintains corporate communications assets which
include telephone, email, networks, switches and
servers.
Beyond day-to-day operations, the department also
coordinates strategic technology direction and
investments, develops common standards and
architectures and provides business solutions to help
frontline departments deliver public services efficiently.
A major service area for the department is in
providing technical advice, data management and
reporting as well as developing business solutions to
maximize the use of our technology investments and
add value to the business units in their use of
information technology.
2017 Workplan Emphasis
Maple Ridge citizens are expecting easier and
greater access to City information and services, outside
normal business hours anywhere and at any time.
Growth of our online self-services is a strategic priority,
as defined in last year’s IT Strategic Plan. To address
this demand we will increase access with the
introduction of an Open Government portal, an
enhanced online Request for Service system, and a
variety of other improvements. These new services will
also help us maximize the value we get from our data,
by making it easier for staff and citizens to access this
data using a variety of analytical tools.
Another IT strategic priority is the continual focus
on improving efficiency to get the most out of our
available resources. We will achieve this by increasing
the adoption of IT technologies within our mobile
workforce, to enhance worker productivity. A project to
virtualize workstations will also be undertaken to
reduce our overall IT support costs, and make
workstation deployment and administration easier. We
will also move our current email and Share Point
services into the Cloud, eliminating the need for
expensive servers, backups and system maintenance.
To maintain a dependable and reliable computing
environment we will upgrade our older field computing
and digital storage equipment, as well as our
Permitting, Recreation, Taxation, Geographic
Information, Ticketing and Business Licensing systems.
A review of our exiting Enterprise Financial, Asset and
Human Resources Systems will also take place, to
determine if they still meet our needs or if an upgrade
or replacement is necessary.
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2017 - 2021 114 | P a g e
Organization Chart
Chief Information
Officer
Business Systems
Analyst
Senior Analyst
Programmer
User Support
Assistant
2 FT
Systems Analyst 2
3 FT
Computer Support
Specialist
3 FT
Customer
Support
Manager of
Business Solutions
Manager of
Infrastructure and
Security Services
Network
Analyst
Systems Analyst 1
2 FT
Customer Support
Supervisor
Network Analyst
Network
Support
Specialist
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Chief Information Officer 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Business Solutions — 1.0 1.0 1.0 1.0 1.0
Manager of Infrastructure & Security Services — 1.0 1.0 1.0 1.0 1.0
Customer Support Supervisor Network Analyst — 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 — — — — —
Network Support Specialist 1.0 1.0 1.0 1.0 1.0 1.0
Senior Analyst Programmer 1.0 1.0 1.0 1.0 1.0 1.0
Network Analyst 3.0 1.0 1.0 1.0 1.0 1.0
Systems Analyst 2 3.0 3.0 3.0 3.0 3.0 3.0
Systems Analyst 1 — 2.0 2.0 2.0 2.0 2.0
Computer Support Specialist 2.0 3.0 3.0 3.0 3.0 3.0
Help Desk Coordinator 1.0 — — — — —
User Support Assistant 1.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalents 15.0 18.0 18.0 18.0 18.0 18.0
CFS – INFORMATION TECHNOLOGY
Maple Ridge Financial Plan 2017 - 2021 115 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Consulting (12310-7005) 14 29 32 32 - 0% 32 32 32 32
Equipment Maintenance (12310-8030) 2 34 15 15 - 0% 15 15 15 15
Other Exp (multiple) 19 17 13 13 0 1% 13 13 13 13
Salaries (12310-5500) 1,411 1,542 1,504 1,858 355 24% 1,898 1,939 1,984 2,033
Salaries Recovery (12310-5400) - 250 - 250 - 250 - 250 0 0% - 250 - 250 - 250 - 250
Software Maintenance (12310-7070) 723 883 864 916 52 6% 968 1,019 1,070 1,121
Supplies (12310-6300) 22 15 15 15 - 0% 15 15 15 15
Utilities - Telephone (12000/12310-6520) 145 164 131 131 - 0% 131 131 131 131
TOTAL INFORMATION TECHNOLOGY 2,087 2,434 2,323 2,730 407 18% 2,822 2,914 3,010 3,110
Capital Works Program – Information Technology
$ in thousands 2017 2018 2019 2020 2021
Technology 1,816 1,413 2,457 2,057 638
Asset Management Phase 1 - - 500 - -
Asset Management Phase 2 - - - 500 -
Blaney Room Mic Upgrade 30 - - - -
Business Licensing Upgrade and Full Online Service - 145 - - -
Card Scanning Project - 17 - - -
Class Software Replacement (Supplemental) 150 - - - -
Computer Room Upgrades 50 - - - -
Deploy Virtual Desktops 35 - - - -
Disaster Recovery Infrastructure - - - 97 -
Equip Purch - IT 389 626 1,110 535 403
Fibre Extensions (various) 300 150 150 150 150
Fibre Optic Cleanup - 25 - - -
Financial System Replacement - 250 250 250 -
GIS Infrastructure Package - 75 - - -
Hypervisor Migration - - - 200 -
Infrastructure Growth 50 50 50 50 50
Main Hall Cable Plant - - 150 - -
Mobile Access (Ops and Eng Field Workers) 60 - - - -
Mobile Application Development 35 35 35 35 35
Monitoring System Upgrades - - 40 - -
Online Action Request System 100 - - - -
Online Services - - 100 - -
Open Government Project 175 - - - -
Purchase Order Technology 50 - - - -
Replace HRIS System - - - 240 -
Replace Toughbooks FH1 275 - - - -
Review HRIS, Asset Management, Financials Replacement 20 - - - -
Tempest E-Deferment Module 16 - - - -
Upgrade Amanda 56 - - - -
Upgrade Live Streaming Infrastructure - 40 - - -
Upgrade Tempest 25 - - - -
Website Redesign Phase 2 - - 72 - -
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2017 - 2021 116 | P a g e
Services Provided
Our MISSION STATEMENT says what we do –
Protect Life, Property and the Environment. We do this
with dedicated and well trained paid-on-call and career
firefighters, chief officers and administrative support
staff.
The Fire Department is committed to utilizing and
strengthening our composite model using a core of full
time firefighters for the day to day duties, while
maintaining a large pool of trained paid-on-call
firefighters for large scale emergency events. This
model is very innovative in the industry and financially
sustainable.
We have three main tenants of service that serve
our City:
• Operations - The Fire Department relies heavily on
cross-training in multiple disciplines to ensure that
the department functions safely, effectively and
efficiently in a multitude of operations, e.g. fires,
medical aids, rescues of both people and animals
and other public assistance.
• Fire Prevention - The Fire Department is actively
engaged in proactive fire prevention measures
such as fire and life safety inspections, public
education, development planning and bylaw
development that contribute to promoting a safe
and livable community.
• Administration - The business of operating the Fire
Department is the responsibility of the
administration division. This group is charged with
the difficult task of balancing service demands with
affordability in a sustainable fashion. We also
conduct the day to day duties of running the Fire
Department. The Chief Officers each assume
specialized administrative duties as well as
assuming the role of Duty Chief on a rotating basis.
2017 Workplan Emphasis
We will complete alternative plans to meet the
needs of 24/7 career staffing at Fire Hall No. 3.
We have a need to expedite the construction of the
training center at Fire Hall No.4 to maintain training
levels. Until that time we need to develop an interim
training plan.
We will work towards the construction of Fire Hall
No. 4 to better accommodate emergency calls in the
Albion/Cottonwood area.
To better prepare citizens living in the Wildland
Urban Interface area, we will apply for grants to conduct
a review of the Community Wildfire Protection Plan and
to conduct several Smart Education programs.
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2017 - 2021 117 | P a g e
Organization Chart
Fire
Chief
Administrative
Assistant
Protective
Services Clerk
Assistant Chief
Community and
Administrative
Services
C Watch
2 Captains
Lieutenant
10 FT Firefighters
POC Hall #3
3 Captains
14 Firefighters
Assistant Chief
Training
and Safety
Training
Officer
D Watch
2 Captains
Lieutenant
10 FT Firefighters
POC Hall #1
3 Lieutenants
32 Firefighters
Assistant Chief
Planning and
Prevention
B Watch
2 Captains
Lieutenant
10 FT Firefighters
Assistant Chief
Fire Prevention and
Communications
A Watch
2 Captains
Lieutenant
10 FT Firefighters
POC Hall #2
3 Captains
12 Firefighters
Clerk 2
Deputy
Fire Chief
Hall
#4
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Fire Chief 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 4.0 4.0 4.0 4.0 4.0 4.0
Firefighter 41.0 41.0 41.0 41.0 41.0 41.0
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 1.0
Protective Services Clerk 1.0 1.0 1.0 1.0 1.0 1.0
Full-Time Equivalent 63.0 63.0 63.0 63.0 63.0 63.0
CFS – FIRE DEPARTMENT
Maple Ridge Financial Plan 2017 - 2021 118 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fees (22000-4220) - 61 - 58 - 50 - 50 - 0% - 50 - 50 - 50 - 50
Prov. Grant (Conditional) (22000-4252) - - 8 - - - - - - -
Sale of Service (22000-4600/4650) - 45 - 61 - - - - - - -
Total Revenue - 105 - 126 - 50 - 50 - 0% - 50 - 50 - 50 - 50
Expense
Contract (22000-7007) 132 133 135 136 2 1% 139 141 145 150
Equipment (22000/22075-7340) 116 145 184 184 0 0% 184 184 184 184
Equipment Maintenance (22000-8030) 55 63 78 78 0 0% 78 78 78 78
Insurance (22000-6210) 42 35 54 55 1 2% 56 57 58 59
Other Exp (multiple) 41 48 42 42 - 0% 42 42 42 42
Operating Repairs (22000-8080) 277 244 191 241 50 26% 291 291 291 291
Professional Fees - Other (22000-7050) 45 45 51 51 - 0% 51 51 51 51
Program Costs (multiple) 88 108 105 271 166 159% 271 96 96 96
Salaries (multiple) 8,057 8,624 8,145 8,492 347 4% 8,865 9,255 9,505 9,763
Seminars/Prof Meetings/Train'g (22000-6050) 15 11 25 25 - 0% 25 25 25 25
Service Severance Costs (22000-5150) 53 42 110 65 - 45 -41% 65 65 65 65
Special Projects (22000-6385) - - - - - - - - -
Supplies (multiple) 247 245 235 237 1 1% 238 238 238 238
Transfers Out (22000-ERR-9400) - - - - - - - - -
Vehicle Costs (22000-6430) 181 174 205 211 6 3% 216 222 228 235
Wages (22000/22041-5600) 637 674 705 718 13 2% 732 748 774 794
Total Expense 9,987 10,591 10,265 10,806 541 5% 11,254 11,494 11,781 12,071
TOTAL FIRE PROTECTION 9,882 10,466 10,215 10,756 541 5% 11,204 11,444 11,731 12,021
Capital Works Program – Fire
$ in thousands 2017 2018 2019 2020 2021
Protective Fire 420 1,000 180 - -
Carport Addition For FH1 250 - - - -
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 - - -
Public Education Vehicle 60 - - - -
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
CR06 Support Firefighters’ Charities This is a strong indicator of the Fire Department’s
involvement with the community.
SL07 Fire Inspections of Multi-Family
Residential Structures
This is a basic tenant of the Fire Department through our
Master Plan in keeping the Public and Property safe.
SL15 Reduce Fire Incidents This is a basic tenant of the Fire Department through our
Master Plan in keeping the Public and Property safe.
SL16 Reduce Response Time in the Urban
Response Zone
This is a basic tenant of the Fire Department through our
Master Plan in keeping the Public and Property safe.
SL17 Elementary Students Attending Fire
Education Sessions
This is a basic tenant of the Fire Department through our
Master Plan in keeping the Public and Property safe.
EN04 Fire Hall No. 1 Energy Consumption &
GHG Emissions
To maintain the LEED Gold standard the facility was
designed to meet.
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2017 - 2021 119 | P a g e
Services Provided
The Ridge Meadows RCMP Detachment is proud to
provide policing services for Maple Ridge and Pitt
Meadows. The detachment is fully integrated between
both cities and operates the hub of operations in Maple
Ridge supplemented by a newly renovated and
expanded Community Police Office in Pitt Meadows.
The Ridge Meadows RCMP currently has 121 police
officers on strength, with 96 assigned to Maple Ridge,
22 assigned to Pitt Meadows and 3 funded by the
Province of BC. Maple Ridge and Pitt Meadows also
contributes the equivalent of 12 members in integrated
(Metro Vancouver area) specialized integrated teams.
45 City employees provide operational and
administrative support for exhibits, prisoner guarding,
client services, records management, crime analysis,
court services, media relations, and fleet maintenance.
In addition, the detachment has a robust volunteer
program and an active and dedicated volunteer base
who are passionate about community, public safety and
crime prevention programs such as Citizens on Patrol,
Citizens Bike Patrol, Speed Watch, Block Watch and the
RCMP Auxiliary Constable Program.
The Ridge Meadows RCMP's strategic priorities are
based on three broad focus areas. They are Increased
Community Safety, Effective and Efficient Policing and
Continuous Improvement. The detachment achieves
their objectives through a variety of critical partnerships
within the community and the citizens and also through
a crime reduction strategy, community policing and
crime prevention programs.
2017 Workplan Emphasis
Police are an integral part of public safety within
our community, including reactive and pro-active
service and managing the perception of crime. In 2017
we have committed to work with School District 42 to
create a community protocol around safe schools, be a
partner in solutions to vulnerable citizen pressures,
evolve and modify pro-active policing strategies and
priorize opioid drug trafficking investigations, including
fentanyl. We will also implement new Provincial
standards relating to Missing Persons, deliver an inter-
agency case assessment team (ICAT) to support victims
in high risk domestic violence incidents, as well as
develop a local strategy to increase knowledge of youth
relating to drugs, online behaviour, new driver program
and healthy choices. We will pursue synergies between
the Victim Services Program and Emergency Services by
training our volunteers to perform Level 1 ESS call-out
and work with Community Services to evolve the Youth
Diversion program towards a Restorative Justice
community model. To improve road safety, we will
Identify high crash intersections for enforcement and
education and focus on excessive speeding infractions.
We are committed to continue to refine
improvements in both operations and administration
and will analyze staff ratios and shift schedules to
provide optimal service delivery. We will provide training
and roll out of Narcan (Naloxone) to on-road resources
to disperse in emergent situations and provide ongoing
training to promote employee awareness around health
& safety responsibilities, including officer wellness and
maintaining a respectful workplace. Work will begin
with community stakeholders to make improvements to
current Court processes with the focus of better
supporting marginalized and addicted clients. A
Detachment Communications Strategy will be
developed to improve internal/external communication
and software upgrade improvements will be made to
mobile data terminals (laptops in police cars) to provide
officers with connectivity to email and internal RCMP
desktop tools.
Ridge Meadows RCMP are committed to being as
open and transparent as possible, providing operations,
financial and educational information to the
communities we serve We are committed to have a
robust social media presence to enhance
communication and will increase our reporting
accessibility by adding an online property crime
reporting feature. We will further enhance our online
interactive Crime Map to include crime prevention
information (Block Watch & Crime-Free Multi-Housing
buildings) as well as additional crime type information.
It is our commitment to our citizens to make
enhancements that make a difference in our efforts to
be as effective and efficient as possible.
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2017 - 2021 120 | 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
Staff Position History and Forecast
RCMP Approved Positions 13-14 14-15 15-16 16-17 17-18 18-19 19-20 20-21
Maple Ridge - Regular Contract 90.0 91.0 96.0 97.0 98.0 99.0 100.0 101.0
Maple Ridge - Community Safety Officers 3.0 3.0 — — — — — —
Maple Ridge - Integrated Teams
Dogs, Forensic ID, Traffic Reconstruction 5.2 4.8 4.7 4.7 4.7 4.7 4.7 4.7
Emergency Response Team* 1.7 1.3 1.2 1.2 1.2 1.2 1.2 1.2
Integrated Homicide Investigation Team* 3.0 2.8 2.7 2.7 2.7 2.7 2.7 2.7
Total Maple Ridge 102.9 102.9 104.6 105.6 106.6 107.6 108.6 109.6
Pitt Meadows - Regular Contract 22.0 22.0 22.0 22.0 23.0 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 129.9 129.9 131.6 132.6 134.6 135.6 136.6 137.6
RCMP Contract fiscal year is April – March
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2017 - 2021 121 | P a g e
Organization Chart
Senior Manager of
Police Services
Crime
Analyst
Computer Support
Specialist
2 FT
Media
Coordinator
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
2.3 FTE
Support Services
Supervisor
Information Officer
3.5 FTE
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
0.2 FTE
Receptionist
1.5 FTE
Volunteer Services
Supervisor
Victim Services
Coordinator
(Contract)
Victim Services
Case Worker
(Contract)
Volunteer Program
Coordinator
Forensic Video
Technician
0.6 FTE
Crime Analyst
Assistant
0.5 FTE
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position – Municipal Staff 2016 2017 2018 2019 2020 2021
Senior Manager Police Services 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
Records Coordinator 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
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
Forensic Video Technician 0.6 0.6 0.6 0.6 0.6 0.6
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
Reader 3.0 3.0 3.0 3.0 3.0 3.0
Crime Analyst Assistant 0.5 0.5 0.5 0.5 0.5 0.5
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 0.4 0.4 0.4 0.4 0.4 0.4
Exhibits 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
Supervisor-Custodial Guard 1.0 1.0 1.0 1.0 1.0 1.0
Clerk Traffic Front Counter (Clerk Typist 3) 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 2.5 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 3.5 3.5 3.5 3.5 3.5 3.5
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
MNI Reviewer 0.6 0.6 0.6 0.6 0.6 0.6
Custodial Guard 2 3.0 3.0 3.0 3.0 3.0 3.0
Clerk 2 2.0 2.0 2.0 2.0 2.0 2.0
Custodial Guard 1 2.3 2.3 2.3 2.3 2.3 2.3
Clerk Typist 2 0.2 0.2 0.2 0.2 0.2 0.2
Receptionist (Clerk Typist 2) 1.5 1.5 1.5 1.5 1.5 1.5
Full-Time Equivalent 46.6 46.6 46.6 46.6 46.6 46.6
CFS – RCMP/POLICE SERVICES
Maple Ridge Financial Plan 2017 - 2021 122 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fines (21000-4240) - 124 - 98 - 90 - 90 - 0% - 90 - 90 - 90 - 90
Lease Revenue (21000-4310) - 20 - 33 - 27 - 27 - 0% - 27 - 27 - 27 - 27
Other Grant (Conditional) (21000-4258) - 1,200 - 1,030 - 1,120 - 1,151 - 30 3% - 1,174 - 1,198 - 1,224 - 1,251
Program Fees (21000-4230) - 18 - 33 - 36 - 36 - 0% - 36 - 36 - 36 - 36
Prov. Grant (Conditional) (21150-102-4252) - 71 - 73 - 71 - 71 - 0% - 71 - 71 - 71 - 71
Recovery (21130-5300) - 71 - 69 - 32 - 32 - 0% - 32 - 32 - 32 - 32
Sale of Service (21000-4600/4650) - 194 - 237 - 170 - 170 - 0% - 170 - 170 - 170 - 170
Total Revenue - 1,698 - 1,573 - 1,547 - 1,577 - 30 2% - 1,601 - 1,624 - 1,650 - 1,677
Expense
Contract (21000/21100-7007) 14,986 15,715 17,411 18,409 997 6% 18,880 19,595 20,201 20,957
Auxillary (21120-7015) 5 2 25 25 - 0% 25 25 25 25
Other Exp (multiple) 160 163 143 144 1 0% 144 145 146 147
Insurance (21000-6210) 23 19 23 23 - 0% 23 23 23 23
Maintenance - Buildings (21100-8060) 303 291 329 331 1 0% 332 333 335 337
Other Outside Services (21140-7051) 917 940 945 973 28 3% 1,003 1,033 1,064 1,095
Salaries (multiple) 3,106 3,118 3,474 3,520 46 1% 3,602 3,687 3,778 3,878
Service Severance Costs (21000/21100-5150) 36 22 29 22 - 7 -23% 22 22 22 22
Supplies (21000/21100-6300) 58 39 35 35 - 0% 35 35 35 35
Utilities - Telephone (21100-6520) 55 44 45 45 - 0% 45 45 45 45
Total Expense 19,650 20,353 22,459 23,526 1,067 5% 24,111 24,943 25,674 26,565
TOTAL POLICE SERVICES 17,952 18,779 20,913 21,949 1,037 5% 22,511 23,319 24,024 24,888
Capital Works Program – RCMP/Police Services
$ in thousands 2017 2018 2019 2020 2021
Protective Police 30 190 - - -
Chair Replacement - General Office * 20 - - - -
Chair Replacement - Hilton Haider * - 40 - - -
Front Counter Kiosk Expansion * - 150 - - -
Soundproof Room In Cellblock * 10 - - - -
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SL13 Population Served by Authorized Police Strength Comparison indicator to other jurisdictions
SL14 Property Crime Offences Indication of increasing and decreasing trends
SL18 Violent Crime Offences Regional comparison indicator
SL19 Weighted Clearance Rates – Violent Crime
Offences
Indicates how quickly a police file is cleared from the
investigation process
PARKS, RECREATION & CULTURE
Maple Ridge Financial Plan 2017 - 2021 123 | P a g e
The Parks, Recreation & Culture Division (PRC) is
responsible for parks, recreation, cultural activities,
programs, facilities, liaison with community groups,
community development work and accessibility issues.
A summary of some 2016 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
2017-2021 planning period.
Subsequent pages in the PRC section provide
information on the departments reporting to this
division, including staffing, 2017 workplan highlights,
performance measurements and budgets.
Departments within this division are Administration,
Parks & Facilities and Recreation & Community
Services.
Select 2016 Division Accomplishments
• Developed a Youth Strategy informed by
comprehensive research.
• Supported the Strong Kids Team to host a
successful information forum on fentanyl.
• Supported the Child Youth Wellness Centre which
included identification of a location, a $10K
funding contribution for the pilot project and
briefing packages for MLAs.
• Developed a Sport and Physical Activity Strategy
with community groups.
• Adopted strategies and best practices for the
Maple Ridge Resilience Initiative.
• Developed the Forward 2020 Communications
Campaign.
• Conducted a Social Planning Research Project with
SPARC BC that will provide a framework to
measure the impacts of service delivery in the
community.
• Conducted the Community Dialogue on
Homelessness Series with Social Policy Advisory
Committee.
• Installed LED Sport Field Lighting at Albion Sport
Field #2.
• Refreshed the horticulture maintenance schedule.
• Installed 11 bear proof garbage cans and 18 bear
proof recycle cans at park locations.
• Installed water saving devices at Hammond Park,
Hammond Pool and Whonnock Lake Park.
• Completed four trails “work parties” with Haney
Horsemen volunteers and Scout groups.
Continuous Improvement
Transitioned to the Maple Ridge Parks, Recreation &
Culture service delivery model through downsizing of
the organization while maintaining service levels.
• Updated the process for ice, sport field and facility
allocations.
• Adopted guiding principles for current and future
decision making with Maple Ridge, Pitt Meadows
and School District No. 42.
• Detailed review of labour, fleet and materials costs
in the Parks & Facilities area, resulting in a
reduction of four vehicles, a department
restructure and a reduction in outsourcing of tasks
such as graffiti removal, pressure washing and
painting.
• Reduced operating costs by 20%.
• Transferred a significant amount of data, plans and
reports to the City of Pitt Meadows related to their
assets and facilities which have met Freedom of
Information and Protection of Privacy requirements.
• Continued maintenance of Pitt Meadows sports
fields past the transition date to allow the City of
Pitt Meadows time to take over this function.
Business Perspective/Environmental Scan
• Demand for sport, recreation and cultural
infrastructure such as sport fields, community
centres, aquatic and cultural amenities is beyond
current facility capacity and it is projected to grow.
• Pressure from sports clubs wishing to expand their
access to sport fields outside of their traditional
season and pressure for additional field allocation
continues.
• The Maple Ridge Leisure Centre requires significant
upgrades. Investment in these repairs is a cost-
effective approach to maintain a high value asset.
• Maple Ridge continues to work with the Province
and service providers to secure longer-term
housing and service solutions.
• The Age Friendly Community Project established a
number of recommendations to maintain or
enhance the quality of life for elder citizens now
and in the future as this demographic grows.
• The community’s arts and culture sector will benefit
through engagement in the development of an Arts
& Cultural Plan.
• The planned redevelopment of sports fields at
Albion Sports Complex highlights the need to
review parking requirements at this site.
• Children’s physical activity, outdoor and nature
connections and participation in unstructured play
continue to decline as a trend.
• Production costs for special events/festivals have
increased significantly over the past decade and
continue to rise.
• The complexity and volume of social issues
including poverty, mental health, addictions and
homelessness is growing and has impacts on
current services and staff resources.
PRC – ADMINISTRATION
Maple Ridge Financial Plan 2017 - 2021 124 | P a g e
Services Provided
The Parks, Recreation & Culture (PRC) 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, PRC provides opportunities that
build individual, neighbourhood and community
capacity by connecting citizens and groups through
education sessions, workshops and planning groups to
support community-driven efforts to build community
capacity and assets.
Identified community needs are addressed by a
variety of approaches from the direct provision of
services to establishing partnerships that leverage
expertise and funding from other sources. In addition,
we are responsible for carrying out corporate initiatives
as directed by Council and attend to inquiries and
requests for assistance the public.
Departments within this division are Parks &
Facilities and Recreation & Community Services.
2017 Workplan Emphasis
We will work in partnership with community
agencies and not for profit groups to maximize the use
of public and community resources and enhance
community benefits.
Work will begin to identify parks, recreation and
cultural infrastructure project priorities including costs,
and timelines and to initiate the planning and
development of approved projects for the benefit of the
community.
Organization Chart
Recreation
Manager
Arts & Community
Connections
General Manager:
Parks, Recreation &
Culture
Director of
Parks & Facilities
Manager of Parks
Planning &
Operations
Facilities
Operations
Manager
Director of
Recreation &
Community
Services
Executive
Assistant
Senior Recreation
Manager
Recreation
Manager Health
and Wellness
Manager of
Business
Operations
Manager of
Community
Services
These positions all report to PRC 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 2016 2017 2018 2019 2020 2021
General Manager: Parks, Recreation & Culture 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
PRC – ADMINISTRATION
Maple Ridge Financial Plan 2017 - 2021 125 | P a g e
Budget
The base budgets for 2017-2021 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – PRC Administration
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Bad Debts (47500-6026) 47 12 47 - - 47 -100% - - - -
Contributions from Others (multiple) - 38 - 168 - - - - - 0 -
Conventions & Conferences (41200-6051) 21 15 13 13 - 0% 13 13 13 13
Legal (41000-7030) 20 21 - - - - - - -
Other Outside Services (41000/41200-7051) 5 5 5 34 29 644% 4 4 4 4
PM - Cost Recovery (41200-4236) - 115 - 47 - 74 - 74 -100% - - - -
Grants & Donations (41200-6180) 55 38 75 75 - 0% 75 75 75 75
Salaries (41200-5500) 373 278 381 390 9 2% 427 500 574 648
Special Projects (40000-6385) 64 246 667 821 154 23% 1,045 1,170 1,415 1,612
Supplies (41200-6300) 0 0 1 1 - 0% 1 1 1 1
TOTAL PRC-ADMIN 432 402 1,113 1,333 220 20% 1,565 1,762 2,081 2,351
Financial Plan – PRC Support
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Bank Charges (47500-6030) 52 54 50 50 - 0% 50 50 50 50
Miscellaneous (multiple) 10 10 20 20 - 0% 20 20 20 20
Salaries (multiple) 2,645 2,462 2,861 2,461 - 401 -14% 2,520 2,476 2,478 2,545
Service Severance Costs (41400/42000-5150) 121 0 59 64 4 7% 64 64 64 64
SS Allocation (41000-5425) - 2,842 - 2,655 - 3,045 - 70 2,974 -98% - 72 - 74 - 75 - 77
Supplies (multiple) 31 31 29 21 - 7 -26% 21 21 21 21
Supplies - Software (41100-6280) 44 61 63 63 - 0% 63 63 63 63
Vehicle Costs (41100/41400-6430) 76 76 39 33 - 6 -16% 34 35 36 37
TOTAL PRC-SUPPORT 137 39 77 2,642 2,564 3321% 2,700 2,655 2,657 2,722
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SL03 Citizens Who are Satisfied with Parks &
Leisure Services
To ensure appropriate services are available for present
and future customers and citizens to live healthy lifestyles.
SL04 Citizens Who Use Parks & Leisure
Services
To ensure appropriate services are available for present
and future customers and citizens to live healthy lifestyles.
PRC – PARKS & FACILITIES
Maple Ridge Financial Plan 2017 - 2021 126 | P a g e
Services Provided
Parks, Facilities & Open Space provides and
maintains a wide variety of recreational sites that
contribute to healthy lifestyles in this rapidly growing
community. The Parks Planning and Operations section
is responsible for the acquisition, planning and
development of parks in accordance with the Parks,
Recreation and Cultural Master Plan and the
maintenance of the City’s parks system, which includes
sport fields, playgrounds, sports courts, dog parks as
well as ornamental displays, street trees, an extensive
trails inventory and a large number of greenbelt areas.
This section also operates and maintains two City
owned cemeteries and provides administration for
interment services, recordkeeping and public inquiries.
The Facilities section, in cooperation with the
Recreation & Community Services Department,
provides maintenance services to a number of public
meeting and sport/athletic activity facilities, including
the Leisure Centre, Greg Moore Youth Centre,
Hammond Hall, Whonnock Lake Community Centre as
well as spray parks and an outdoor pool.
Other municipal facilities, including the public
library, Ridge Meadows Seniors Centre the ACT,
museums, arena, a golf course and historic sites, are
operated in partnerships with other contractors or
organizations. The section also maintains City facilities
including the City hall, fire halls and public safety
buildings, as well as rental and leased properties
throughout the community.
2017 Workplan Emphasis
The useful life of City-owned infrastructure is
extended through building life cycle assessments that
identify priority projects and scheduled maintenance
programs for the City`s buildings. Renovations will also
occur this year in the RCMP, City Hall and Fire Hall No.
1 buildings. A new records storage area will also be
included in the Randy Herman Building renovations for
the retention and archive of municipal information.
The Facilities section will be implementing facility
improvements recommended in the heritage
conservation report for Haney House. Other larger
projects include developing specifications for the
network re-cabling at the City`s public works facility as
well as, improving accessibility to the change rooms
and pool areas at the Leisure Centre in conjunction with
renovations to recreation and culture facilities to
maximise the use of existing activity spaces to
accommodate multiple fitness uses. Renovations will
also be made to the customer service area at the Maple
Ridge Library to improve the process for book returns
and customer service support. Staff in this section will
be coordinating the construction of washroom facilities
approved for the Albion Sports complex and Whonnock
Lake Park.
The Parks Planning section will be developing plans
for new neighborhood park sites and collaborating with
TransLink to develop an agreement for the proposed
Golden Ears Bridge dog off leash park site. Plans are
also underway to construct two new synthetic sports
fields and the completion of the Raymond Park land
assembly. Other notable parks projects include the
community consultation with the residents near the SW
Haney area (St. Anne’s park site) and Firefighters Park
(23800 blk of 112 Street) to develop conceptual
designs to include components that are desired by the
residents in those areas. Parks planning staff will also
be working on the design and installation of enhanced
signage at trail head locations throughout the
community and investigating options for delivery of trail
information through on-site technology such as QR
codes on trail signage, trail markers which will include
trail names, distances, contact information and
addresses improve trail user experiences and safety.
Plans have also being developed to renovate the
Whonnock Cemetery street frontage to improve
accessibility and sightlines and new double columbaria
walls will be installed at the Maple Ridge Cemetery. Site
Planning for the expansion of the Maple Ridge
Cemetery will also be completed in 2017.
PRC – PARKS & FACILITIES
Maple Ridge Financial Plan 2017 - 2021 127 | P a g e
Organization Chart
Facilities
Operations
Manager
P & LS Clerk
2 FT
Facilities Operation
Supervisor
Maintenance
Technician
Tradesperson 2
4 FT
Building Services
Supervisor
Building Service
Worker
7 FT
Supervisor 2
Cemetery
Labourer
1.0 FTE
Manager of Parks
Planning &
Operations
Landscape
Technician
Park Planning
Technician
Parks Operations
Supervisor
Field
Arborist
Trails Maintenance
Worker
Labourer
Parks
Worker
2 FT
Labourer
Supervisor 2
Horticulture
Tradesperson 1
Gardener
2 FT
Labourer
Parks Operations
Supervisor
Supervisor 2
Turf
Groundskeeper -
Fields
Equipment
Operator 2
Labourer
Director of
Parks & Facilities
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Director Parks & Facilities 1.0 1.0 1.0 1.0 1.0 1.0
Manager Facilities Operations 1.0 1.0 1.0 1.0 1.0 1.0
Manager Parks & Open Space 1.0 - - - - -
Manager Parks Planning & Operations 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
Field Arborist - 1.0 1.0 1.0 1.0 1.0
Parks Operation Supervisor 2.0 2.0 2.0 2.0 2.0 2.0
Facilities Operations Supervisor - 1.0 1.0 1.0 1.0 1.0
Facilities Maintenance Coordinator 1.0 - - - - -
Landscape Technician - 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 2.0 2.0 2.0 2.0 2.0 2.0
Tradesperson 2 - Gardener 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
Tradesperson 1 - Gardener 3.0 2.0 2.0 2.0 2.0 2.0
Equipment Operator 2 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
Labourer 7.0 5.0 5.0 5.0 5.0 5.0
Trails Maintenance Worker 1.0 1.0 1.0 1.0 1.0 1.0
Parks Worker 1.0 2.0 2.0 2.0 2.0 2.0
Playground Maintenance Worker 1.0 - - - - -
Parks & Leisure Services Clerk 2.0 2.0 2.0 2.0 2.0 2.0
Building Service Worker 11.5 7.0 7.0 7.0 7.0 7.0
Full-Time Equivalent 46.5 39.0 39.0 39.0 39.0 39.0
PRC – PARKS & FACILITIES
Maple Ridge Financial Plan 2017 - 2021 128 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Lease Revenue (43500/43300-4310) - 154 - 156 - 221 - 221 - 0% - 221 - 221 - 221 - 221
SS Allocation (43500-5425) 28 27 30 - - 30 -100% - - - -
User Fees (multiple) - 144 - 170 - 52 - 39 12 -24% - 39 - 39 - 39 - 39
Total Revenue -270 -299 -242 -260 -18 7% -260 -260 -260 -260
Expense
Insurance (42000-6210) 189 140 142 108 - 34 -24% 108 108 108 108
Maintenance - General (multiple) 2,932 2,735 2,967 2,503 - 463 -16% 2,603 2,703 2,808 2,914
Other Outside Services (10000-7051) 108 153 111 131 20 18% 111 111 111 111
PM - Cost Recovery (multiple) - 723 - 582 - 751 - 751 -100% - - - -
SS Allocation (multiple) 732 684 784 - - 784 -100% - - - -
Total Expense 3,238 3,130 3,252 2,742 - 510 -16% 2,821 2,922 3,026 3,133
TOTAL PARKS 2,968 2,831 3,010 2,482 - 528 -18% 2,561 2,662 2,766 2,872
Financial Plan – Facilities
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Insurance (11000-6210) 21 20 24 24 - 0% 24 24 24 24
Maintenance (multiple) 350 380 412 440 27 7% 442 444 446 449
Salaries (11000-5500) 68 69 69 70 1 2% 72 74 76 78
SS Allocation (11500-5425) 327 305 350 - - 350 -100% - - - -
Taxes - Rental Properties (10000/11500-4530) 19 28 28 28 - 0% 28 28 28 28
TOTAL FACILITIES 785 802 883 562 - 322 -36% 566 570 574 578
Financial Plan – Library
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Contract (47200-7007) 2,597 2,668 2,726 2,759 33 1% 2,842 2,927 3,015 3,105
Lease Expense (47200-6230) 13 15 14 14 - 0% 14 14 14 14
Lease Revenue (47200-4310) - 10 - 9 - - - - - - -
Maintenance - Buildings (47200-8060) 182 210 188 183 - 4 -2% 185 186 187 188
Operating Capital (47200-9050) 4 7 6 6 - 0% 6 6 6 6
Rentals (47200-4310/4500) - 1 - - 2 - 2 - 0% - 2 - 2 - 2 - 2
TOTAL LIBRARY 2,785 2,891 2,932 2,961 29 1% 3,045 3,131 3,220 3,311
Financial Plan – Infrastructure
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Infrastructure (multiple) 1,532 1,328 1,160 1,160 - 0% 1,160 1,210 1,285 1,285
Prov. Grant (Conditional) (42000-4252) - 6 - 13 - - - - - - -
TOTAL INFRASTRUCTURE 1,527 1,316 1,160 1,160 - 0% 1,160 1,210 1,285 1,285
PRC – PARKS & FACILITIES
Maple Ridge Financial Plan 2017 - 2021 129 | P a g e
Financial Plan – Cemetery
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fees (52100-4220) - 143 - 151 - 192 - 192 - 0% - 192 - 192 - 192 - 192
Plots (52100-4450) - 179 - 179 - 279 - 279 - 0% - 279 - 279 - 279 - 279
Interest (52100-4372) - 26 - 28 - 28 - 29 - 1 4% - 30 - 31 - 31 - 31
Total Revenue -349 -357 -498 -499 -1 0% -500 -502 -502 -502
Expense
Maintenance - General (52100-8056) 215 204 214 218 4 2% 223 228 234 239
Purchases (52100-7380) 5 5 10 10 - 0% 10 10 10 10
SS Allocation (52100-5425) 64 60 69 70 2 3% 72 74 75 77
Total Expense 284 269 293 299 6 2% 305 312 319 327
TOTAL CEMETERY - 65 - 88 - 205 - 201 5 -2% - 195 - 189 - 182 - 175
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SG02 Provide New Park Areas and confirm our
targets are achieved
To ensure parkland provision meets community needs
and maximizes facility use.
EN05 Leisure Centre Energy consumption &
GHG Emissions
It is important that we track the energy consumption in all
of our buildings to ensure they are operating efficiently
and that greenhouse gas emissions are minimized. As the
facility that uses the most energy in the City, it is
important that we monitor consumption closely and take
corrective action immediately.
FM03 Capital Works Program Ensure accurate project budgets and efficient provision of
parks infrastructure.
PRC – RECREATION & COMMUNITY SERVICES
Maple Ridge Financial Plan 2017 - 2021 130 | P a g e
Services Provided
The Recreation & Community Services Department
recognizes that community engagement, and active
living is essential to personal health and quality of life.
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 a caring and
vibrant community.
In cooperation with the Parks & Facilities
Department, Recreation & Community Services operate
facilities including the Maple Ridge Leisure Centre,
Planet Ice, the Maple Ridge Library and a number of
community halls. This is done in collaboration with
various community organizations and agencies such as;
the Golden Ears Winter Club, Planet Ice, Fraser Valley
Regional Library and School District No. 42. 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 Museum Society
through Operating Agreements. These organizations
manage the operation of facilities, programs and
services.
The department provides programming for all ages
by meeting community needs for opportunities to
experience health and wellness, general interest,
childcare and lifelong learning. Customer service
functions include facility, field and arena rentals,
program registration, financial access and admission
processing.
The Recreation & Community Services section is
comprised of: Youth Services, Social Planning, Seniors
Services, Arts and Culture, Festivals, Special Events and
Volunteer Services, Children’s Recreation, Aquatics,
Health and Wellness, Business Operations, Marketing,
Facility Rentals and Infrastructure project planning and
implementation. Recreation and Community Services
work with community networks and partners to ensure
an abundance of opportunities exist for citizens to
connect, engage, participate and contribute to
community and opportunities to strengthen the capacity
of both individuals and community organizations.
2017 Workplan Emphasis
Our 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 evaluate service models and delivery,
implement new recreation software and align with the
City brand review recommendations.
In an effort to encourage improved community
health & wellness, we will implement a Healthy Heart
program in partnership with the YMCA, develop an
action plan for the Sport & Physical Activity strategy,
evaluate programming to ensure senior specific
programming is adequate and affordable, and evaluate
after school programming needs.
Our Arts and Culture focus includes agreement
renewals for a number of not-for-profit Societies,
developing action plans for a Developer Public Art
program and Cultural Plan and implementing Canada
150 projects with community partners.
To support the growth and development of festivals
and special events we will develop action plans for
Festivals & Special Events and the Volunteer program
with the festival network and organizers.
Youth Services will work on initiatives that ensure
all youth have access to recreational opportunities
including a 3:00 – 5:00 pm drop-in program for ages
12-15 and developing Terms of Reference for the
Strong Kids Team.
Working with the Ridge Meadows Seniors Society
we will renew the operating agreement and develop an
implementation schedule for the Age Friendly Plan.
Social Planning will support the implementation of
the Housing Action Plan through various work items;
develop and implement the Social Service Delivery
Implementation strategy and Social Planning
Workshops with Council to set future direction and
priorities.
PRC – RECREATION & COMMUNITY SERVICES
Maple Ridge Financial Plan 2017 - 2021 131 | P a g e
Organization Chart
Director of
Recreation &
Community
Services
Administrative
Assistant
Senior Recreation
Manager
Field Allocator
Booking Clerk
Recreation
Manager Health &
Wellness
Recreation
Therapist
0.46 FTE
Recreation
Coordinator Health
and Wellness
Recreation
Programmer
3 FTE
Recreation Leaders
Children’s
59 Auxiliary
Program Assistant 1
1.5 FTE
Coordinator
Aquatics
Aquatics
Programmer
Senior Aquatic
Leader
3.1 FTE (3 PT)
Aquatic Leader 1
15.25 FTE (41 PT)
Manager of
Business
Operations
Business Operations
Coordinator
Clerk 2
0.8 FTE
Cashier Clerk
Reception L/C
5.25 FTE (10 PT)
Research Technician
0.5 FTE
Marketing &
Communications
Coordinator
Marketing &
Communications
Assistant
Social Planning
Analyst
Manager of
Community
Services
Community
Coordinator
Recreation
Coordinator
Youth
Programmer
2 FTE
Program Assistant 1
Youth
0.5 FTE
Youth Workers
38 PT
Recreation
Manager
Arts & Community
Connections
Recreation
Coordinator
Volunteer & Special
Events
Recreation
Programmer
Volunteer & Special
Events
Program Assistant
Special Events
0.5 FTE
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 2016 2017 2018 2019 2020 2021
Director of Recreation & Community Services 1.0 1.0 1.0 1.0 1.0 1.0
Director of Community Services 1.0 - - - - -
Senior Recreation Manager 1.0 1.0 1.0 0.6 - -
Recreation Manager Arts & Community Connections 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 Business Operations 1.0 1.0 1.0 1.0 1.0 1.0
Manager Community Services - 1.0 1.0 1.0 1.0 1.0
Recreation Manager Youth & Neighbourhood Services 1.0 - - - - -
Social Planning Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Coordinator - Recreation 1.0 - - - - -
Recreation Coordinator 6.5 5.0 5.0 5.0 5.0 5.0
Research Technician 0.5 0.5 0.5 0.5 0.5 0.5
Marketing & Communications Coordinator 1.0 1.0 1.0 1.0 1.0 1.0
Business Operations Coordinator - 1.0 1.0 1.0 1.0 1.0
Office Supervisor - Recreation 1.0 - - - - -
Recreation Therapist - 0.5 0.5 0.5 0.5 0.5
Recreation Programmer 5.0 3.0 3.0 3.0 3.0 3.0
Youth Programmer 3.0 3.0 3.0 3.0 3.0 3.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Program Assistant 1.0 0.5 0.5 0.5 0.5 0.5
Marketing & Communications Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Senior Aquatic Leader 3.0 3.0 3.0 3.0 3.0 3.0
Booking Clerk 1.5 1.0 1.0 1.0 1.0 1.0
Field Allocator 1.0 1.0 1.0 1.0 1.0 1.0
Program Assistant 1 2.0 2.0 2.0 2.0 2.0 2.0
PRC – RECREATION & COMMUNITY SERVICES
Maple Ridge Financial Plan 2017 - 2021 132 | P a g e
Position 2016 2017 2018 2019 2020 2021
Clerk 2 0.5 0.8 0.8 0.8 0.8 0.8
Aquatic Leader 2 7.9 - - - - -
Cashier Clerk Receptionist 6.7 5.3 5.3 5.3 5.3 5.3
Registration Clerk Typist 1.0 - - - - -
Aquatic Leader 1 6.5 15.3 15.3 15.3 15.3 15.3
Child/Youth Worker 17.1 9.9 9.9 9.9 9.9 9.9
Full-Time Equivalent 76.2 61.7 61.7 61.3 60.7 60.7
Contract staff are not represented.
Budget
The base budgets for 2017-2021 for this department follow, along with the prior year budget and actual amounts
for the preceding two years.
Financial Plan – Arenas
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Admissions (multiple) - 31 - 33 - 12 - 30 0 0% - 30 - 30 - 30 - 30
Lessons / Program Fees (47010/47600-4320) - 105 - 94 - 58 - 60 - 3 4% - 60 - 60 - 60 - 60
PM - Cost Recovery (47100/47600-4236) - 177 - 154 - 188 - 188 -100% - - - -
Rentals (multiple) - 458 - 475 - 230 - 211 19 -8% - 211 - 211 - 211 - 211
Total Revenue - 771 - 756 - 487 - 301 204 -42% - 301 - 301 - 301 - 301
Expense
Maintenance - General (47100/47600-8056) 45 27 40 40 - 0% 40 40 40 40
Program Costs (multiple) 1,352 1,388 1,111 1,017 - 112 -10% 1,017 1,107 1,107 1,107
SS Allocation (47100/47600-5425) 92 86 99 - - 99 -100% - - - -
Total Expense 1,489 1,501 1,250 1,057 - 211 -17% 1,057 1,147 1,147 1,147
TOTAL ARENAS 719 746 763 756 -7 -1% 756 846 846 846
Financial Plan – Arts
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Contract (multiple) 707 719 719 732 13 2% 745 758 772 786
Lease Revenue (47700-4310) - 80 - 80 - 80 - 80 - 0% - 80 - 80 - 80 - 80
Grants & Donations (47700/47710-6180) - - 12 15 3 25% 15 15 15 15
Maintenance - General (47700-8056) 13 14 7 7 0 1% 7 8 8 8
PM - Cost Recovery (47700-4236) - 152 - 126 - 150 - 150 -100% - - - -
Programs - Subsidized Admiss. (47700-6329) 3 2 2 2 - 0% 2 2 2 2
SS Allocation (47700-5425) 92 86 99 - - 99 -100% - - - -
Studies & Projects (47700-6380) - 5 - 15 15 - - - -
TOTAL ARTS 584 620 609 691 82 13% 689 703 717 731
Financial Plan – Children
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Contributions from Others (multiple) - 55 - 118 - - - - - - -
Other Grant (Conditional) (45025-4258) - 62 - 45 - 38 - 38 - 0% - 38 - 38 - 38 - 38
PM - Cost Recovery (45500-4236) - 19 - 33 - 59 - 59 -100% - - - -
Programs (multiple) - 638 - 706 - 413 - 380 33 -8% - 380 - 380 - 380 - 380
Total Revenue - 774 - 901 - 510 - 418 92 -18% - 418 - 418 - 418 - 418
Expense
Salaries (multiple) 635 741 531 419 - 111 -21% 428 438 448 459
Program Costs (multiple) 119 148 94 88 - 6 -6% 89 90 92 93
SS Allocation (45500-5425) 85 80 91 - - 91 -100% - - - -
Vehicle Charges (45520-7400) 6 11 3 3 - 0% 3 3 3 3
Total Expense 845 980 719 510 - 209 -29% 520 531 543 556
TOTAL Children 71 79 209 92 - 117 -56% 102 113 125 137
PRC – RECREATION & COMMUNITY SERVICES
Maple Ridge Financial Plan 2017 - 2021 133 | P a g e
Financial Plan – Heritage
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Contract (48000-7007) 223 215 228 193 - 35 -15% 196 199 202 205
Maintenance - General (multiple) 35 29 35 17 - 18 -52% 17 17 17 17
PM - Cost Recovery (48000-4236) - 58 - 48 - 59 - 59 -100% - - - -
SS Allocation (48000-5425) 28 27 30 - - 30 -100% - - - -
TOTAL Heritage 229 223 234 210 - 25 -11% 212 215 218 221
Financial Plan – Leisure Centre
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Admin Fee (47500-4100) - 2 - 1 - 2 - 2 - 0% - 2 - 2 - 2 - 2
Admissions (47500-4110/4111) - 810 - 797 - 866 - 866 - 0% - 866 - 866 - 866 - 866
Contributions from Others (47500-4820) - 6 - 5 - - - - - - -
Lease Revenue (47500-4310) - 80 - 42 - 65 - 65 - 0% - 65 - 65 - 65 - 65
Lessons / Program Fees (47500-4320) - 427 - 480 - 360 - 360 - 0% - 360 - 360 - 360 - 360
Programs (multiple) - 117 - 95 - 282 - 282 - 0% - 282 - 282 - 282 - 282
Rentals (multiple) - 115 - 114 - 107 - 107 - 0% - 107 - 107 - 107 - 107
Total Revenue - 1,558 - 1,533 - 1,681 - 1,681 - 0% - 1,681 - 1,681 - 1,681 - 1,681
Expense
Cost of Goods Sold (47500-7300) 5 4 6 6 - 0% 6 6 6 6
Equipment (47500-7340) 2 1 5 5 - 0% 5 5 5 5
Maintenance (47500-8057/8056) 394 447 415 419 4 1% 423 427 431 435
PM - Cost Recovery (47500-4236) - 380 - 318 - 411 - 411 -100% - - - -
Program Costs (multiple) 304 343 436 387 - 48 -11% 391 391 391 391
Publicity & Promotions (47500-6330) 46 31 63 63 - 0% 63 63 63 63
SS Allocation (47500-5425) 490 458 525 - - 525 -100% - - - -
Supplies (multiple) 66 60 87 87 - 0% 87 87 87 87
Salaries (multiple) 2,155 2,084 2,130 2,077 - 52 -2% 2,122 2,169 2,220 2,274
Total Expense 3,083 3,110 3,255 3,045 - 211 -6% 3,097 3,148 3,203 3,261
TOTAL LEISURE CENTRE 1,525 1,577 1,575 1,364 - 211 -13% 1,416 1,467 1,522 1,580
Financial Plan – Neighbourhood Recreation
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Lease Revenue (46510-4310) - 6 - 6 - 6 - 6 - 0% - 6 - 6 - 6 - 6
PM - Cost Recovery (46000/46510-4236) 5 14 - 1 - 1 -100% - - - -
Programs (46510-4321) - 7 - 7 - 3 - 3 - 0% - 3 - 3 - 3 - 3
Rentals (46500/46510-4500) - 193 - 226 - 154 - 154 - 0% - 154 - 154 - 154 - 154
Total Revenue - 201 - 226 - 163 - 162 1 -1% - 162 - 162 - 162 - 162
Expense
Contract (46500-7007) 15 15 15 15 - 0% 15 15 15 15
Maintenance - General (46000/46500-8056) 107 80 132 132 - 0% 132 132 132 132
Program Costs (46500/46510-6325) 56 62 - - - - - - -
Utilities (46500-6500) 5 3 - - - - - - -
Total Expense 183 159 147 147 - 0% 147 147 147 147
TOTAL NEIGHBOURHOOD RECREATION - 19 - 67 - 16 - 15 1 -8% - 15 - 15 - 15 - 15
Financial Plan – Outdoor Pools
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Admissions (47400/47410-4110) - 27 - 27 - 33 - 17 16 -49% - 17 - 17 - 17 - 17
Lessons / Program Fees (47400-4320) - 19 - 12 - - - - - - -
PM - Cost Recovery (47410-4236) - 25 - 22 - 24 - 24 -100% - - - -
Total Revenue - 72 - 61 - 57 - 17 40 -71% - 17 - 17 - 17 - 17
Expense
Maintenance - General (47400/47410-8056) 43 39 42 18 - 23 -56% 18 19 19 19
Program Costs (47410-6325/6500) 35 34 27 - - 27 -100% - - - -
SS Allocation (47400-5425) 52 47 54 - - 53 -98% - - - -
Salaries (47410-5500/5600) 41 37 30 31 0 1% 31 32 33 34
Total Expense 171 159 153 49 - 103 -67% 50 51 52 53
TOTAL OUTDOOR POOLS 99 98 97 33 - 63 -65% 33 34 35 36
PRC – RECREATION & COMMUNITY SERVICES
Maple Ridge Financial Plan 2017 - 2021 134 | P a g e
Financial Plan – Seniors
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Contract (45010/47300-7007) 312 306 317 301 - 17 -5% 307 314 320 320
Lease Revenue (47300-4310) - 20 - 20 - 20 - 20 - 0% - 20 - 20 - 20 - 20
PM - Cost Recovery (47300-4236) - 74 - 60 - 73 - 73 -100% - - - -
Program Costs (47300-6325/6326) 20 0 - - - - - - -
Prov. Grant (Conditional) (47300-4252) - 6 - - - - - - - -
SS Allocation (47300-5425) 64 60 69 - - 69 -100% - - - -
TOTAL SENIORS 295 286 293 281 - 12 -4% 287 294 300 300
Financial Plan – Social Planning
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Contributions from Others (52500-4820) - - 11 - - - - - - -
Prov. Grant (Conditional) (52500-4252) - 146 - - - - - - - -
Salaries (52500-5500) 114 111 108 109 1 1% 212 214 217 220
SS Allocation (52500-5425) 50 48 53 - - 53 -100% - - - -
Studies & Projects (multiple) 449 194 10 2 - 8 -80% 2 2 2 2
TOTAL SOCIAL PLANNING 466 342 171 111 - 60 -35% 214 216 219 222
Financial Plan – Special Events
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Miscellaneous Income (45030-4390) - 2 - 13 - 1 - 1 - 0% - 1 - 1 - 1 - 1
PM - Cost Recovery (45030-4236) - 73 - 64 - 77 - 77 -100% - - - -
Programs - Special Events (45030-4325) - 3 - 3 - 1 - 1 - 0% - 1 - 1 - 1 - 1
Prov. Grant (Conditional) (45030-4252) - 8 - 9 - 2 - 2 - 0% - 2 - 2 - 2 - 2
Salaries (45030-5500/5501) 206 223 233 234 2 1% 239 243 249 256
Software Maintenance (45030-7070) 5 2 - - - - - - -
Special Events (45030-6360) 81 112 84 111 27 32% 113 115 116 118
SS Allocation (45030-5425) 93 86 99 - - 99 -100% - - - -
TOTAL SPECIAL EVENTS 300 336 336 342 6 2% 348 354 362 371
Financial Plan – Special Services
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Lessons / Program Fees (45010/45015-4320) - 0 - - 1 - 1 - 0% - 1 - 1 - 1 - 1
PM - Cost Recovery (45010-4236) - 36 - 37 - 48 - 48 -100% - - - -
Program Costs (45015-6325/6326) 44 48 53 54 1 1% 55 56 57 58
Programs - Subsidized Admiss. (45015-6329) - - 11 11 - 0% 11 11 11 11
Prov. Grant (Conditional) (45010/45015-4252) - 104 - 90 - 84 - 84 - 0% - 84 - 84 - 84 - 84
Salaries (multiple) 142 147 147 52 - 96 -65% 53 54 55 56
SS Allocation (45010-5425) 92 86 99 - - 99 -100% - - - -
Supplies (multiple) 4 5 15 15 - 0% 15 15 15 15
TOTAL SPECIAL SERVICES 143 158 192 46 - 146 -76% 48 50 53 55
Financial Plan – Youth
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Contributions from Others (multiple) - 25 - 36 - - - - - - -
Lease Revenue (45022-4310) - 4 - 4 - 4 - 4 - 0% - 4 - 4 - 4 - 4
Other Grant (Conditional) (45026-4258) - - - 8 - 8 - 0% - 8 - 8 - 8 - 8
Prov. Grant (Unconditional) (45021-4253) - - - 5 - 5 - 0% - 5 - 5 - 5 - 5
PM - Cost Recovery (45020/52400-4236) - 154 - 144 - 167 - 167 -100% - - - -
Programs (multiple) - 13 - 12 - 22 - 20 2 -7% - 20 - 20 - 20 - 20
Rentals (45022-4500) - 5 - 7 - 1 - 1 - 0% - 1 - 1 - 1 - 1
Total Revenue - 201 - 203 - 205 - 37 168 -82% - 37 - 37 - 37 - 37
Expense
Maintenance - General (multiple) 19 19 25 25 0 0% 25 25 25 25
Program Costs (multiple) 188 267 250 242 - 8 -3% 247 252 258 264
Salaries (multiple) 505 473 504 319 - 184 -37% 327 334 342 351
SS Allocation (45020-5425) 92 86 99 - - 99 -100% - - - -
Supplies (45022-6300) 3 3 4 4 - 0% 4 4 4 4
Vehicle Charges (45026-6410) 16 16 16 16 0 3% 17 17 18 18
Total Expense 825 863 897 606 - 291 -32% 619 632 646 662
TOTAL YOUTH 624 661 691 568 - 123 -18% 581 595 609 624
PRC – RECREATION & COMMUNITY SERVICES
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Financial Plan – Pitt Meadows Heritage Hall & South Bonson
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Admissions (47610-4110) - 40 - 30 - 31 - 31 -100% - - - -
PM - Cost Recovery (46550-4236) - 10 - 11 - 28 - 28 -100% - - - -
Program Fees (46550-4230) - 9 - 11 - 10 - 10 -100% - - - -
Rentals (46550-4500) - 109 - 102 - 94 - 94 -100% - - - -
PM - Cost Recovery (41210-4236) - 23 - 22 - 32 - 32 -100% - - - -
Total Revenue - 191 - 176 - 195 - 195 -100% - - - -
Expense
Maintenance - Buildings (multiple) 183 199 246 - - 246 -100% - - - -
Program Costs (46550-6325/6326) 22 20 62 - - 62 -100% - - - -
SS Allocation (47610/46000-5425) 85 80 91 - - 91 -100% - - - -
Wages (multiple) 33 22 36 - - 36 -100% - - - -
Total Expense 323 321 435 - - 435 -100% - - - -
TOTAL PM HERITAGE HALL & SOUTH
BONSON
132 146 240 - - 240 -100% - - - -
Financial Plan – Pitt Meadows Family Recreation Centre
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fees (41250-4220) - 1 - 1 - 2 - 2 -100% - - - -
Lease Revenue (41250-4310) - 30 - 24 - 26 - 26 -100% - - - -
PM - Cost Recovery (41250-4236) - 137 - 116 - 141 - 141 -100% - - - -
Program Fees (multiple) - 167 - 112 - 176 - 176 -100% - - - -
Rentals (41250-4501/4502) - 14 - 8 - 30 - 30 -100% - - - -
Total Revenue - 349 - 261 - 375 - 375 -100% - - - -
Expense
Contract (46500-7007) - - - - - - - - -
Maintenance - General (multiple) 231 193 219 - 2 - 221 -101% - 2 - 2 - 2 - 2
Program Costs (41250-6325/6326) 82 70 108 - - 108 -100% - - - -
Salaries (41250-5500/5503) 174 150 181 182 1 0% 186 191 196 201
SS Allocation (41250-5425) 377 352 403 - - 403 -100% - - - -
Supplies (multiple) 4 5 11 - - 11 -100% - - - -
Wages (multiple) 39 27 36 - - 36 -100% - - - -
Total Expense 907 796 958 180 - 779 -81% 184 189 193 199
TOTAL PMFRC 557 536 583 180 - 403 -69% 184 189 193 199
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SL03 Citizens Who Are Satisfied With Parks &
Leisure Services
To ensure appropriate services are available for present
and future customers and citizens to live healthy lifestyles.
SL04 Citizens Who Use Parks & Leisure
Services
To ensure appropriate services are available for present
and future customers and citizens to live healthy lifestyles
CR02 Community Volunteers Comparative data at national level on volunteerism.
CR03 Parks & Leisure Services Volunteers Takes the pulse of volunteerism at local level in
comparison with national and provincial data.
CR04 Promote Community Group
Independence
Provides evaluative feedback on level of support and
services for community groups in civic parks and facilities
and neighbourhoods.
SL08 Healthy Neighbourhood Development
Building a healthy community one neighbourhood at a
time, through the promotion and implementation of the
Neighbourhood ‘Seed Grant’ program.
IR01 Support the Community Social Service
Network
Support the community social service network in a
collaborative process to access additional resources to
address community needs, issues and priorities.
PUBLIC WORKS & DEVELOPMENT SERVICES
Maple Ridge Financial Plan 2017 - 2021 136 | 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 2016
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 2017-2021 planning period.
The subsequent pages in the PWDS section will
provide information on the departments reporting to
this division, including staffing, 2017 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 2016 Division Accomplishments
• Transportation Plan adopted. Major projects
underway – Abernethy, 128 Avenue, 203 Street,
232 Street, 2016 Paving Program
• implementation schedule for recommendations by
the Mayors Open Government Task Force.
• Master planning initiatives: Agricultural Plan
facilitation, Commercial Industrial Strategy,
Drinking Water, Environmental Management
Strategy, Hammond Area, Housing Action Plan,
Sanitary, Stormwater Management Plans for
Kanaka and South Alouette Watersheds.
• Bylaws reviewed or under review: Development
Cost Charges, Soil Deposit, Taxi, Tree Management,
Zoning.
• Studies, Strategies and Processes: B-line Bus
study, Fleet Rate review, Heritage Inventory project,
Mobile Food Vendors, Regional Affordable Housing,
Solid Waste review, Subdivision review,
Suburban/Estate Suburban Residential Land Use
Discussion Paper, Wildfire Development Permit,
• Policies: Community Amenity Contribution,
Corporate Infrastructure Inspection, Development
Sign, Liquor Licence Applications, Speed Reader
Boards
• consultation with the Ministry of Transportation and
Infrastructure along the entire Lougheed Highway
corridor, with special emphasis on the Haney
Bypass.
• Local Area Service requests Collaborate with BIA on
Security
• Co-ordinate and Host Semi-Annual Builders Forums
• Emergency Response Planning
• Assist the MRRI team with the management and
dissolution of the Cliff Avenue camp.
• Ridge Meadows Recycling Society customer
awareness/satisfaction survey completed.
Continuous Improvement
• Customer Service Coordinator has enhanced the
City’s approach to Customer Service.
• The UDI Development Liaison Committee is
committed to implementing the 10 Best Practices
for Development.
• Participated in WorkSafeBC pilot project
“Organizational Safety Assessment Tool” identifying
opportunities to enhance our health and safety
culture.
• Optimizing processes to take full advantage of
technology, energy savings and incentive programs,
including hybrid vehicles, LED lights, new
construction methods
• The Traffic Calming Policy outlines a transparent
process for residents to be involved in when
evaluating the need for neighbourhood traffic
calming.
• BC One Call
• Alternative Funding Sources
• Re-design of Ridge Meadows Recycling Society
(RMRS) public access road and depot drop off area
to improve traffic flow.
• Continue to pursue Commercial commodity volume
to maximize (RMRS) equipment potential.
Business Perspective/Environmental Scan
• Increased tree permit activity during interim Tree
Management Bylaw.
• Complexity of development applications.
• Hot, dry seasons increase water supply demand
and stress on water utility.
• Currency fluctuations (CDN-USD) are impacting
vehicles replacement costs as well as materials
costs.
• The City owns, operates and maintains a wide array
of infrastructure assets valued at approximately
one billion dollars. The challenge is to build
infrastructure in support of growth and to manage
all assets in a cost-effective manner over their life
cycle and plan for their replacement.
• The securing of funding from senior agencies to
complete major projects Public engagement is a
critical component for all infrastructure
construction. Public consultation may include
regular Open Houses throughout the development
of a project, or the formation of a neighbourhood
advisory committee as employed in the traffic
calming initiatives.
PWDS – ADMINISTRATION
Maple Ridge Financial Plan 2017 - 2021 137 | 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.
2017 Workplan Emphasis
The division will carry out corporate initiatives as
directed by Council, providing excellent customer
service and consulting with the public to engage and
inform residents. This includes working with Parks,
Recreation & Culture and School District No. 42 on the
advancement of the new school and community centre
in Albion. It will also include implementing the
Hammond Area Plan and Housing Action Plan.
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. We will also work with TransLink to advance
the B-line (Rapid Bus) implementation and new bus
services to Silver Valley.
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 2017 - 2021 138 | 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
& Construction
Chief
Building Officer
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 2016 2017 2018 2019 2020 2021
General Manager: 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 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Conventions & Conferences (31010-6051) 27 20 29 29 - 0% 29 29 29 29
Memberships (multiple) 27 30 18 18 - 0% 18 18 18 18
Miscellaneous (32000/32020-6275) 3 0 - - - - - - -
Salaries (31010-5500) 321 310 340 304 - 36 -11% 337 408 479 553
Supplies (31010/32000-6300) 2 4 4 4 - 0% 4 4 4 4
TOTAL PWD-ADMIN 379 364 391 355 - 36 -9% 388 458 530 604
PWDS – ENGINEERING
Maple Ridge Financial Plan 2017 - 2021 139 | P a g e
Services Provided
The core driver for the Engineering Department is
ensuring that the residents of the City of Maple Ridge
can rely upon high quality infrastructure services
including drinking water, sanitary sewage collection,
rain water discharge as well as the multi-modal
transportation network.
The Engineering Department develops and
implements initiatives and programs to construct
municipal infrastructure services in support of ongoing
growth throughout the City as well as maintaining the
existing infrastructure through the complete life cycle.
The foundation for the management of municipal
infrastructure is a suite of coordinated Master Plans
that cover all infrastructure sectors.
Capital project definitions, along with appropriate
funding sources are developed for consideration in the
City’s Financial Plan. The Engineering Department staff
oversee those projects through conception, design,
tendering, construction and administration for roads,
sewers, drainage and water works.
Land development applications are reviewed for
compliance with the City standards and the
confirmation of the infrastructure servicing
requirements.
The management of the overall transportation
system includes consideration of all travel modes –
walking, cycling, transit as well as vehicles. Rapid
growth throughout the City, especially where
developments occur in a non-linear manner often
provides challenges, especially for sidewalk
connectivity.
The City’s ability to respond to large-scale
emergency or disaster situations is critical and the
Engineering Department plays a significant role within
the City’s Emergency Operations Centre, providing
professional expertise and advice on a large range of
hazard mitigation and risk management issues.
The Engineering Department works in close
cooperation with other departments within the City and
staff also provide information and technical expertise to
internal City committees as well as a number of
external regional committees.
2017 Workplan Emphasis
The total replacement value of the infrastructure is
$1.4 billion and is comprised of assets such as roads,
watermains, sanitary sewers, drainage systems, pump
stations, dykes and buildings at all lifecycle stages. The
department will integrate mobile workstations for field
inspections, update the electronic inspection forms and
processes, create a process for authorizing encroach-
ment agreements, review driveway access and prepare
a policy, update design/construction documents and
support testing of software upgrade. We will also
develop 100 Year rehabilitation/replacement forecast
for water and sewer system, update drinking water
system fire flow information for fire suppression system
designers, monitor sewage flows and pipe conditions
through CCTV inspections, create sewage system
emergency response plan, develop detailed Silver
Valley drinking water system reconfiguration and
expansion plans, update growth areas components of
sewage and drinking water models for use in reviewing
development proposals, oversee the development of
Integrated Stormwater Management Plans for the North
Alouette, Blaney Bog and Fraser River watersheds.
We will continue with transportation and traffic
management initiatives by implementing pedestrian
and cycling facilities as identified in the Strategic
Transportation Plan. This includes evaluating and
testing pedestrian detection hardware and software at
224 Street and 121 Avenue to extend crossing time for
slower pedestrians, working with School District No. 42
to provide bicycle training and road safety programs,
liaise with Ministry of Transportation and Infrastructure
to finalize improvements along the Haney Bypass and
secure appropriate provincial funding and complete
Rapid Bus Study along the Lougheed Highway corridor.
The Capital Works Plan includes the design to
upgrade the 225 Street sanitary pump station, the 263
& 270A water pump stations and the construction of
the 270A reservoir, as well as the detailed design for
the upgrading of 232 Street from 132 Avenue up to
Silver Valley Road. The department will continue to
enhance project delivery of all components through
participating in a review of the procurement process.
PWDS – ENGINEERING
Maple Ridge Financial Plan 2017 - 2021 140 | 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
Supervisor Mapping
and Drafting
Draftsperson 2
3 FT
Manager of
Infrastructure
Development
Engineering
Technologist 1
2 FT
Subdivision
Development
Technologist
2 FT
Engineering
Inspector 3
2 FT
Engineering
Inspector 2
3 FT
Manager of
Transportation
Engineering
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
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 & 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
Manager of Transportation Engineering — 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
Traffic & Transportation Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Supervisor Mapping & Drafting — 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 7.0 7.0 7.0 7.0 7.0
Drafting Supervisor 1.0 — — — — —
Engineering Inspector 3 2.0 2.0 2.0 2.0 2.0 2.0
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
Engineering Inspector 2 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 28.0 30.0 30.0 30.0 30.0 30.0
PWDS – ENGINEERING
Maple Ridge Financial Plan 2017 - 2021 141 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Collections (32100-4130/4131) - 5 - 2 - - - - - - -
Fees (multiple) - 327 - 410 - 335 - 344 - 9 3% - 354 - 364 - 364 - 364
Permits (32100/33100-4445) - 67 - 105 - 10 - 10 - 0% - 10 - 10 - 10 - 10
Sales (multiple) - 479 - 80 - 525 - 325 200 -38% - 325 - 325 - 325 - 325
Soil Deposit Fees (32100-4219) - 65 - 33 - - - - - - -
Total Revenue - 943 - 630 - 870 - 679 191 -22% - 689 - 699 - 699 - 699
Expense
Consulting (32100-7005) 56 46 86 86 - 0% 86 86 86 86
Other Outside Services (32100-7051) 5 5 10 10 - 0% 10 10 10 10
Salaries (multiple) 2,636 2,770 2,820 3,096 276 10% 3,165 3,234 3,310 3,392
Salaries Recovery (32100-5400/5450) - 1,221 - 1,249 - 1,279 - 1,313 - 34 3% - 1,346 - 1,378 - 1,411 - 1,446
Service Severance Costs (32100-5150) - 11 49 35 55 19 55% 55 55 55 55
Supplies (multiple) 65 53 50 50 0 0% 50 50 50 50
Vehicle Charges (32100-7400) 89 81 72 74 2 3% 76 79 81 83
Total Expense 1,619 1,755 1,794 2,057 263 15% 2,095 2,135 2,180 2,229
TOTAL ENGINEERING 676 1,125 924 1,377 454 49% 1,406 1,436 1,480 1,530
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
TR01 Improve Traffic Safety
The City is working with ICBC on the release of crash data
– the corporation has not been willing to release accident
data over the last year.
PWDS – LICENCES, PERMITS & BYLAWS
Maple Ridge Financial Plan 2017 - 2021 142 | 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 hosting Builders
Forums.
The department also works closely with the
Economic Development Department issuing business
licences and providing enhanced customer service. The
department also administers the dog licence program
and works with the BCSPCA with regard to animal
welfare.
2017 Workplan Emphasis
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 work with the Intermunicipal
Business Licence Committee to assess and potentially
deploy an expanded program, review the Business
Licence bylaw, prepare a report on Airbnb,
In order to continue our cooperative approach to
bylaw compliance we will review animal control services
including the current contract and the Animal Control
bylaw, review the Highway & Traffic bylaw, implement a
study of practical policy to deal with marihuana
dispensaries,
To ensure an improved service delivery for our
customers we will continue to look for efficiencies by
migrating to a more user-friendly database, review
programs to manage parking passes, review our web
presence to decrease phone calls and email enquiries,
review mobile system to allow for emailing of inspection
slips to identified clients, review current method of
information delivery and pursue other methods that are
available to better inform our customers and increase
meeting participation.
PWDS – LICENCES, PERMITS & BYLAWS
Maple Ridge Financial Plan 2017 - 2021 143 | P a g e
Organization Chart
General Manager:
Public Works &
Development
Services
Administrative/
Program Assistant
Chief
Building Officer
Site Grading
Technologist
Building Inspector 1
4 FT
Trades Inspector
3 FT
Electrical Inspector
2.8 FT
Plan Checker 2
3 FT
Plan Checker 1
Develop’t Services
Technicians
3 FT
Manager of Bylaw &
Licensing Services
Senior Bylaw
Compliance Officer
Bylaw
Compliance Officer
5 FT
Parking Officer
1.5 FT
Bylaw
Enforcement Clerk
3 FT
Business Support
Analyst
Coordinator Licences
and Permits
Building Inspector
Supervisor
Plan Check
Supervisor
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Director of Licences, Permits & Bylaws 1.0 1.0 1.0 1.0 1.0 1.0
Chief Building Officer 1.0 1.0 1.0 1.0 1.0 1.0
Manager of Bylaw & Licensing Services 1.0 1.0 1.0 1.0 1.0 1.0
Building Inspector Supervisor — 1.0 1.0 1.0 1.0 1.0
Plan Check Supervisor — 1.0 1.0 1.0 1.0 1.0
Building Inspector 1 3.0 4.0 4.0 4.0 4.0 4.0
Electrical Inspector 2.0 2.8 2.8 2.8 2.8 2.8
Trades Inspector 3.0 3.0 3.0 3.0 3.0 3.0
Site Grading Technologist 1.0 1.0 1.0 1.0 1.0 1.0
Business Support Analyst 1.0 1.0 1.0 1.0 1.0 1.0
Plan Checker 2 3.0 3.0 3.0 3.0 3.0 3.0
Plan Checker 2/Bu1lding Inspector 1 1.0 — — — — —
Senior Bylaw Compliance Officer 1.0 1.0 1.0 1.0 1.0 1.0
Bylaw Compliance Officer 4.5 5.0 5.0 5.0 5.0 5.0
Coordinator Licences and Permits 1.0 1.0 1.0 1.0 1.0 1.0
Plan Checker 1 1.0 1.0 1.0 1.0 1.0 1.0
Parking 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 33.0 36.3 36.3 36.3 36.3 36.3
PWDS – LICENCES, PERMITS & BYLAWS
Maple Ridge Financial Plan 2017 - 2021 144 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Other Rev (multiple) - 8 - 32 - 15 - 15 - 0% - 15 - 15 - 15 - 15
Permits (24000-4445) - 3,035 - 3,438 - 1,734 - 2,436 - 702 40% - 2,490 - 2,545 - 2,545 - 2,545
Total Revenue - 3,043 - 3,470 - 1,749 - 2,451 - 702 40% - 2,504 - 2,560 - 2,560 - 2,560
Expense
Other Exp (multiple) 4 7 7 7 - 0% 7 7 7 7
Salaries (multiple) 1,719 1,970 1,693 2,033 341 20% 2,075 2,116 2,161 2,211
Supplies (24000-6300) 53 68 41 41 0 0% 41 41 41 41
Utilities - Telephone (24000-6520) 4 4 7 7 - 0% 7 7 7 7
Vehicle Charges (24000-7400) 65 72 66 68 2 3% 69 71 73 76
Total Expense 1,845 2,121 1,813 2,155 342 19% 2,199 2,242 2,289 2,341
TOTAL INSPECTIONS - 1,198 - 1,349 64 - 295 - 360 -560% - 306 - 317 - 270 - 218
Financial Plan – Licences & Bylaws
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Administration Fee (25000-4651) 4 - - 5 - 5 -100% - - - -
Business Licences (53300-4342) - 609 - 659 - 610 - 630 - 20 3% - 630 - 630 - 630 - 630
Fees (27000-4220) - 64 - 62 - 55 - 55 - 0% - 55 - 55 - 55 - 55
Fines (multiple) - 82 - 107 - 63 - 69 - 6 10% - 69 - 69 - 69 - 69
Licences (26000-4340) - 314 - 304 - 255 - 285 - 30 12% - 285 - 285 - 285 - 285
Total Revenue - 1,066 - 1,133 - 988 - 1,039 - 51 5% - 1,039 - 1,039 - 1,039 - 1,039
Expense
Contract (multiple) 339 343 408 384 - 24 -6% 395 407 419 432
Legal (53300-7030) 15 8 - - - - - - -
Other (multiple) 9 6 6 6 - 0% 6 6 6 6
Salaries (multiple) 1,053 982 1,202 1,325 123 10% 1,357 1,389 1,424 1,462
Supplies (multiple) 56 36 35 35 - 0% 35 35 35 35
Utilities - Telephone (25000-6520) 10 11 7 7 - 0% 7 7 7 7
Vehicle Charges (25000-7400) 60 52 38 67 29 75% 69 71 73 75
Total Expense 1,540 1,439 1,695 1,823 128 8% 1,869 1,915 1,964 2,017
TOTAL LICENCES AND BYLAWS 474 306 708 784 77 11% 830 876 925 978
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
SL05 Conducted Bylaw Calls for Service It helps to determine trends and deploy resources
appropriately
SL12 Process Commercial & Multi-Residential
Permits Efficiently & Effectively
Provides efficient and effective results and is a reflection
of good customer service
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2017 - 2021 145 | P a g e
Services Provided
The Operations Centre takes pride in providing
efficient, proactive and responsive customer service to
our residents. Personnel monitor and maintain roads,
sidewalks, signage, street lights, traffic lights, fleet
equipment, storm water management, water
distribution, sewage collection and City procurement.
Operational focus is on the health and safety of the
citizens of Maple Ridge, while protecting the large
investment in public works, underground infrastructure
and environment. The Operation Centre is committed to
providing essential and convenient services at a
minimum cost to taxpayers, in an efficient manner to
meet current and future needs.
2017 Workplan Emphasis
Operations is continually striving to enhance
customer service by being proactive in maintaining the
City’s infrastructure. We can accomplish this by
leveraging innovative technologies to efficiently
streamline data, improving efficiencies while
maximizing resources and minimizing costs. In 2017,
we will review the manual work order process, the water
quality and utility program, the purchasing policy a nd a
311 system. Operations will also develop a drainage
and sanitary main flushing program,
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2017 - 2021 146 | 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
3 FT
Superintendent of
Sewerworks
Engineering
Technologist 1
Supervisor 3
Equipment
Operator 5
Supervisor 2
2 FT
Equipment
Operator 3
Equipment
Operator 4a
Maintenance
Worker Utilities
2 FT
Labourer
6 FT
Manager
Electro/Mechanical
Electro Mechanical
Supervisor
Tradesperson 2
Electrician
Electronics Tech
2 FT
Labourer
2 FT
Manager of
Procurement
Administrative
Assistant
Clerk 2
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
3 FT
Water Maintenance
Worker
3 FT
Supervisor 2
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Director 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 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
Supervisor Electro Mechanical 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
Supervisor 3 3.0 3.0 3.0 3.0 3.0 3.0
Tradesperson 2 - Mechanic 2.0 3.0 3.0 3.0 3.0 3.0
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 - - - - -
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2017 - 2021 147 | P a g e
Position 2016 2017 2018 2019 2020 2021
Storekeeper 2 1.0 1.0 1.0 1.0 1.0 1.0
Electronics Technician 2.0 2.0 2.0 2.0 2.0 2.0
Equipment Operator 4A/Truck Driver 1.0 1.0 1.0 1.0 1.0 1.0
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 18.0 18.0 18.0 18.0 18.0
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 4.0 4.0 4.0 4.0 4.0
Full-Time Equivalent 72.9 76.0 76.0 76.0 76.0 76.0
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Admin Fee (30000-4102) - - 10 12 2 20% 12 12 12 12
Contract (35000-7007) 26 19 27 28 0 0% 28 28 28 28
Contributions from Others (30000-4820) - 5 - 0 - 30 - 30 - 0% - 30 - 30 - 30 - 30
Fees (39000-4220) - 6 - 14 - 10 - 10 - 0% - 10 - 10 - 10 - 10
Fuel Sales (33200-7361) - 316 - 286 - 482 - 495 - 13 3% - 507 - 520 - 534 - 547
GVTA Grant - Roads (33100-4260/4261) - 1,126 - 778 - 1,171 - 1,450 - 279 24% - 1,449 - 1,459 - 1,468 - 1,479
Preservice Fees (35300-4460) - 4 - 3 - 26 - 26 - 0% - 26 - 26 - 26 - 26
Prov. Grant (Unconditional) (33100-4253) - 75 - 9 - - - - - - -
Total Revenue - 1,505 - 1,070 - 1,681 - 1,970 - 290 17% - 1,983 - 2,005 - 2,028 - 2,052
Expense
Committee Costs (33100-6045) - 8 - 4 - - - - - - -
Environmental Costs (33100-6320) 3 7 20 20 - 0% 20 20 20 20
Equipment Maintenance (30000-8030) 714 698 572 576 4 1% 582 588 595 602
Fuel (33200-7360) 740 693 1,000 1,027 27 3% 1,054 1,081 1,108 1,136
Insurance (multiple) 171 167 184 189 5 3% 194 199 204 209
Maintenance - General (multiple) 4,850 5,064 5,354 5,398 44 1% 5,534 5,670 5,823 5,977
Salaries (multiple) 1,379 1,273 1,336 1,425 89 7% 1,459 1,492 1,530 1,569
Special Projects (33100-6385) 141 242 415 760 345 83% 515 495 560 495
Supplies (multiple) 97 78 94 95 2 2% 97 99 101 102
Training (33100-6400) 39 15 24 24 - 0% 24 24 24 24
Vehicle Chgs Contra (Mtce) (33200-7405) - 1,670 - 1,781 - 1,372 - 1,410 - 38 3% - 1,438 - 1,466 - 1,495 - 1,526
Vehicle Chgs Contra (Replacmt) (33200-7410) - 1,713 - 1,761 - 1,410 - 1,549 - 139 10% - 1,608 - 1,669 - 1,732 - 1,796
Vehicle Costs (33100-6430) - - - - - - - - -
Total Expense 4,742 4,690 6,217 6,556 339 5% 6,433 6,533 6,737 6,813
TOTAL OPERATIONS CENTRE 3,237 3,620 4,536 4,586 49 1% 4,450 4,528 4,709 4,761
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2017 - 2021 148 | P a g e
Financial Plan – Private Service
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Access Culverts (33300-4481) - 28 - 28 - - - - - - -
Curb Let Down/Rd Extension (33300-4160) - 11 - 11 - 37 - 7 30 -81% - 7 - 7 - 7 - 7
Private Xing /Frontage /Storm (33300-4480) - 33 - 46 - 73 - 45 28 -39% - 45 - 45 - 45 - 45
TOTAL OP-PRIVATE SERVICE - 72 - 85 - 111 - 52 59 -53% - 52 - 52 - 52 - 52
Financial Plan – Sewer Utility
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Contributions from Others (60000-4820) - - - - - - - - -
Investment Interest (60000-4295) - 133 - 148 - 63 - 63 - 0% - 63 - 63 - 63 - 63
M.F.A. Discharge (64000-4380) - - - - - - - - -
Parcel Charges (61000-4420) - 864 - 891 - 879 - 893 - 13 1% - 906 - 920 - 933 - 947
Private Service Connections (multiple) - 23 - 201 - 108 - 54 54 -50% - 54 - 54 - 54 - 54
Prov. Grant (Unconditional) (61000-102-4253) - - - - - - - - -
Sale of Service (61000-4600) - 293 - 299 - 315 - 326 - 11 4% - 338 - 350 - 363 - 376
Sales (61000-4510) - 8,444 - 8,970 - 8,788 - 9,241 - 453 5% - 9,717 -
10,218
-
10,744
-
11,298
Total Revenue - 9,757 -
10,510
-
10,153
-
10,576
- 423 4% -
11,078
-
11,604
-
12,158
-
12,738
Expense
Admin Fees (61000-101-6005) 3,417 - - - - - - - -
Appropriation of Surplus (61000-9010) 1,485 1,520 1,611 446 - 1,165 -72% - 1,821 - 1,515 975 1,911
Contract (64000-7007) 2,089 5,661 5,661 6,228 566 10% 6,601 6,997 7,417 7,862
Contribution to own Reserves (64000-9020) 318 581 - - - - - - -
Insurance (61000-6210) 52 48 57 57 - 0% 57 57 57 57
Maintenance - Buildings (62000-8060) 348 498 306 366 60 20% 427 488 496 503
Maintenance - General (62000/63000-8056) 391 465 401 416 16 4% 434 451 469 487
Other (multiple) 55 58 67 69 1 2% 70 71 72 74
Private Connections - Preservice (61000-8011) 8 21 14 14 0 1% 14 14 14 14
Salaries (61000-5500/5100) 268 141 331 333 2 1% 341 348 357 366
Salary Transfers (61000-5450) 669 683 683 709 27 4% 725 740 755 771
Service Severance Costs (60000-5150) - 21 10 8 9 1 6% 9 9 9 9
Small Tools & Equipment (61000-7390) 19 18 11 12 0 2% 12 12 12 13
Special Projects (61000-6385) 143 234 - 275 275 195 195 195 195
Total Expense 9,242 9,937 9,151 8,934 - 217 -2% 7,063 7,869 10,829 12,263
Transfers
Transfer to Capital Funds (multiple) 207 246 922 1,562 640 69% 3,934 3,655 1,248 395
Transfers Out (multiple) 84 74 80 80 - 0% 80 80 80 80
Total Transfers 291 320 1,002 1,642 640 64% 4,014 3,735 1,328 475
TOTAL SEWER UTILITY - 225 - 253 0 - - 0 -300% - - - -
PWDS – OPERATIONS CENTRE
Maple Ridge Financial Plan 2017 - 2021 149 | P a g e
Financial Plan – Water Utility
All figures represent $’000 (thousands)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fines (71000-4240) - 34 - 36 - 18 - 18 - 0% - 18 - 18 - 18 - 18
Investment Interest (70000-4295) - 170 - 194 - 80 - 80 - 0% - 80 - 80 - 80 - 80
Parcel Charges (71000-4420) - 122 - 140 - 123 - 128 - 6 4% - 134 - 140 - 146 - 153
Private Connections (multiple) - 446 - 468 - 276 - 495 - 219 79% - 495 - 496 - 498 - 498
Permits (71000-4445) - 3 - 3 - - - - - - -
Sale of Service (71000-4600) - 3,652 - 3,931 - 3,494 - 3,651 - 157 5% - 3,815 - 3,987 - 4,166 - 4,354
Sales (71000-4510) - 10,497 - 11,106 - 11,364 - 12,054 - 690 6% - 12,785 - 13,561 - 14,384 - 15,256
Total Revenue - 14,924 - 15,879 - 15,355 - 16,426 - 1,071 7% - 17,327 - 18,282 - 19,292 - 20,359
Expense
Appropriation of Surplus (71000-9010) 658 2,261 2,033 1,178 - 855 -42% 3,732 3,179 4,306 5,285
Contribution to own Reserves (74000-9020) 566 246 - - - - - - -
Contribution to Self-Insurance (74000-9021) 7 7 7 7 - 0% 7 7 7 7
Debt - Interest (multiple) - - 273 175 - 98 -36% 200 200 200 200
Debt - Principal (multiple) - - 570 130 - 440 -77% 650 650 650 650
Insurance (71000-6210) 45 42 41 41 - 0% 41 41 41 41
Insurance-Adj Fee / Deductible (71000-6211) - - 5 5 - 0% 5 5 5 5
Maintenance - General (70000/72000-8056) 1,757 1,682 1,454 1,538 84 6% 1,627 1,718 1,760 1,804
Meter Reading (71000-8049) 18 20 15 16 0 2% 16 16 17 17
Other Outside Services (71000-7051) 3 3 5 5 - 0% 5 5 5 5
Private Connections - Preservice (71000-8011) 61 51 21 21 0 0% 21 21 21 21
Purchases (71000-7380) 7,633 7,420 7,999 8,237 238 3% 8,502 8,773 9,051 9,337
Radio & Communications (71000-6340) 28 27 32 32 0 1% 32 32 33 33
Salaries (71000/72000-5500) 342 312 584 589 6 1% 600 612 624 637
Salary Transfers (71000-5450) 943 963 963 997 34 4% 1,020 1,043 1,066 1,090
Service Severance Costs (70000-5150) 6 - 18 10 11 1 6% 11 11 11 11
Small Tools & Equipment (71000-7390) 33 33 29 30 1 2% 30 31 32 33
Special Projects (71000-6385) 3,638 433 15 125 110 733% 15 15 15 15
Total Expense 15,738 13,481 14,054 13,136 - 918 -7% 16,514 16,358 17,842 19,189
Transfers
Borrowing Proceeds-budget only - - - - 6,000 - 6,000 - 7,000 - - -
Transfer to Capital Funds (multiple) 1,337 1,993 1,859 3,204 1,346 72% 1,378 2,488 2,014 1,734
Transfers In/Out DCC - 2,890 - 323 - 570 6,000 6,570 -1153% 6,350 - 650 - 650 - 650
Transfers Out (multiple) 92 95 12 86 74 617% 86 86 86 86
Total Transfers - 1,462 1,764 1,301 3,290 1,990 153% 814 1,924 1,450 1,170
TOTAL WATER UTILITY - 648 - 634 0 0 - 0% 0 0 0 0
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using
Performance Reporting Scorecards which appear in the City's performance system. The scorecards for
this area are listed below. Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
EN06 Vehicle Fleet Efficiency
Converting some of our fleet to hybrid vehicles results in
reduced operating and replacement costs, and green
house gas emissions.
SL10 Maintain a Dependable Sewage System City strives to be below the national average for sewage
blockages.
SL11 Provide High Quality Drinking Water High quality, safe drinking water to homes and
businesses.
TR02 Provide Safe, Serviceable Roads Maintaining transportation infrastructure in a serviceable
condition ensures public safety.
PWDS – PLANNING
Maple Ridge Financial Plan 2017 - 2021 150 | P a g e
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 to ensure that area
residents are kept informed, and that 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 has a group of 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.
2017 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, reports and plans
with the highlights being: Commercial & Industrial
Strategy implementation, which includes home
occupation bylaw review, updating commercial and
industrial zones, and examining the potential for
additional employment lands; Environmental
Management Strategy implementation; and Suburban
Residential and Estate Suburban Land Use discussions.
Other highlights include Housing Action Plan
implementation, which will focus on the creation of a
triplex/four-plex zone; incentives for creating affordable
and rental housing; and a review of secondary suites
and Detached Garden Suites Bylaws.
PWDS – PLANNING
Maple Ridge Financial Plan 2017 - 2021 151 | P a g e
Organization Chart
Director of
Planning
Administrative
Assistant
Manager of
Community
Planning
Planner 2
2 FT
Mgr of Development
and Environmental
Services -
Approving Officer
Planner 2
2 FT
Environmental
Planner
2 FT
Planning
Technician
2 FT
Mapping and
Graphics
Technician
Environmental
Technician
2 FT
Development
Services Technician
2 FT
Senior Planning
Technician
Planner 1
2 FT
Planner 1
Environmental
Coordinator
Staff Position History and Forecast
The following table indicates the number of full-time equivalent (FTE) employees.
Authorized Staffing Level
Position 2016 2017 2018 2019 2020 2021
Director Planning 1.0 1.0 1.0 1.0 1.0 1.0
Manager Community Planning 1.0 1.0 1.0 1.0 1.0 1.0
Manager Development & Environmental
Services
1.0 1.0 1.0 1.0 1.0 1.0
Environmental Planner 1.0 2.0 2.0 2.0 2.0 2.0
Environmental Technician 3.0 2.0 2.0 2.0 2.0 2.0
Planner 2 5.0 4.0 4.0 4.0 4.0 4.0
Planner 1 1.0 3.0 3.0 3.0 3.0 3.0
Environmental Coordinator - 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 2.0 2.0 2.0 2.0 2.0
Mapping & Graphics Technician 1.0 1.0 1.0 1.0 1.0 1.0
Administrative Assistant 1.0 1.0 1.0 1.0 1.0 1.0
Development Services Technician 2.0 2.0 2.0 2.0 2.0 2.0
Full-Time Equivalent 21.0 22.0 22.0 22.0 22.0 22.0
Contract staff are not represented and are sometimes employed to temporarily fill staff vacancies.
PWDS – PLANNING
Maple Ridge Financial Plan 2017 - 2021 152 | P a g e
Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Applic Fees - ALR (53110-4123) - 1 - 2 - 6 - 6 - 0 3% - 6 - 6 - 6 - 6
Applic Fees - Dev Permit (53110-4124) - 120 - 214 - 161 - 165 - 5 3% - 170 - 176 - 176 - 176
Applic Fees - OCP (53110-4121) - 2 - 18 - 7 - 7 - 0 3% - 7 - 7 - 7 - 7
Applic Fees - Subdivision (53110-4122) - 102 - 113 - 116 - 119 - 3 3% - 123 - 126 - 126 - 126
Application Fees (53110-4120) - 115 - 194 - 116 - 119 - 3 3% - 123 - 126 - 126 - 126
Erosion Sediment Contrl Permit (53110-4127) - 9 - 8 - - - - - - -
Fees - Temp Ind/Comm Permit (53110-4125) - 30 - 39 - 5 - 5 - 0 3% - 5 - 5 - 5 - 5
Sales (multiple) - 42 - 62 - 109 - 110 - 0 0% - 110 - 110 - 110 - 110
Total Revenue - 420 - 650 - 518 - 530 - 13 2% - 543 - 557 - 557 - 557
Expense
Committee Costs (53110/53120-6045) 10 28 22 10 - 12 -55% 10 10 10 10
Consulting (53120-7005) 5 - 19 19 - 0% 19 19 19 19
Contract (53110-7007) 40 40 40 40 - 0% 40 40 40 40
Legal (53100/53110-7030) 92 22 38 38 - 0% 38 38 38 38
Other (multiple) 36 50 46 53 6 14% 53 53 54 54
Salaries (multiple) 1,986 2,046 2,268 2,390 122 5% 2,444 2,500 2,560 2,625
Studies & Projects (multiple) 26 12 - - - - - - -
Total Expense 2,195 2,199 2,433 2,549 116 5% 2,604 2,660 2,721 2,786
TOTAL PLANNING 1,774 1,549 1,915 2,019 104 5% 2,061 2,103 2,164 2,230
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
EN07 Protect Environmentally Sensitive Areas
The scorecard is important as it allows for identification of
areas that have been legally protected via dedication or
restrictive covenant for environmental reasons. It is noted
that 2016 saw a number of infill and multi-family
development projects on lands that did not have creeks or
watercourses. It is also noted that some parkland
dedication and/or covenants were registered in 2015,
although the subdivision applications were not approved
until 2016.
PWDS – RIDGE MEADOWS RECYCLING
Maple Ridge Financial Plan 2017 - 2021 153 | P a g e
Services Provided
Ridge Meadows Recycling Society (RMRS), a
community-based, charitable non-profit organization,
in partnership with Maple Ridge, provides Blue Box
recycling collection, operates the Maple Ridge
Recycling Depot and Intermediate Processing Facility
and offers education on environmental issues in
Maple Ridge.
As a local employer, with a total of 64 full and
part-time employees, the Society provides entry-level
employment and training opportunities, as well as
supported work and training for adults with
developmental disabilities.
RMRS is an award-winning environmental
organization that has a highly motivated team who
promotes the 3R’s (Reduce, Reuse and Recycle),
provides excellent customer service, seeks out
partnerships to enhance recycling services and wo rks
to maximize financial and sustainability returns on
recycled
2017 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 aims to reduce solid waste, improve
customer participation rates, customer satisfaction
and encourage proper sorting methods while
providing weekly pickup collection for all residents in
the urban & designated-for-service areas of Maple
Ridge and multi-family buildings. A targeted
education campaign for Blue Box and Yellow bag
sorting and accepted items including displays and
information at all scheduled events will be conducted
and service will be expanded further east. A
customer participation survey will be conducted for
apartment complexes and a report will be presented
to Council on the Multi-Material BC (MMBC) contract
for Printed Paper & Packaging, Residential Pickup
Services and Depot Services.
RMRS aims to reduce solid waste, improve
customer participation rates, customer satisfaction
and expand the range of commodities collected by
participating in new Extended Producer
Responsibility programs and by administering and co-
ordinating programs with Multi-Material BC for depot
contract. A targeted education campaign for item
NOT accepted at the Depot will be conducted, public
depot tours will be offered highlighting items with low
awareness rates as determined by the 2016 survey
and a report on the status on the plastics market for
non-MMBC program items.
PWDS – RIDGE MEADOWS RECYCLING
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Budget
The base budgets for 2017-2021 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)
2015
Actuals
2016
Actuals
2016
Budget
2017
Budget
Budget
∆ $
Budget
∆ %
2018
Budget
2019
Budget
2020
Budget
2021
Budget
Revenue
Fees (51000-4220) - 65 - 79 - 100 - 100 - 0% - 100 - 100 - 100 - 100
Lease Expense (51000-004-6230) 45 32 32 32 - 0% 32 32 32 32
Sale of Service (51000-4600) - 1,417 - 1,525 - 1,249 - 1,305 - 56 5% - 1,305 - 1,305 - 1,305 - 1,305
Total Revenue - 1,437 - 1,572 - 1,317 - 1,373 - 56 4% - 1,373 - 1,373 - 1,373 - 1,373
Expense
Contract (51000-7007) 2,260 2,293 2,307 2,475 168 7% 2,523 2,573 2,624 2,676
Insurance (51000-6210) 3 3 2 2 - 0% 2 2 2 2
Vehicle Charges (51000-7400) 628 689 742 764 22 3% 787 811 835 860
Total Expense 2,891 2,984 3,051 3,241 190 6% 3,313 3,387 3,462 3,539
TOTAL RECYCLING 1,454 1,412 1,734 1,868 134 8% 1,940 2,013 2,088 2,165
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
CR05 Provide Work Opportunities for People
with Development Disabilities
This measure demonstrates Maple Ridge’s ongoing
commitment to providing work opportunities to people
with a variety of skills & abilities in our community.
EN08 Encourage Residents & Businesses to
Reduce, Reuse & Recycle
Tonnage is an industry standard to measure materials
collected by various sectors.
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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 $135 million; 2017 planned capital projects are $34.6 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 2017 – 2021 ($135 million)
Capital Projects
A complete list of capital projects can be found at the end of this section in Appendix D on page 311.
CAPITAL WORKS BUSINESS PLAN
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Services Provided
The Capital Planning Committee compiles and
prepares the Capital Works Program (CWP),
coordinates project information for the long-term
CWP (15 - 20 years) with priority given to the
upcoming five-year timeframe (2017 – 2021) and is
responsible for deployment of information relating to
the CWP 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 CWP and
associated business systems.
2017 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 41. There are other costs
associated with assets that are contributed by
developers. 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 & Facilities, 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.
Performance Measures/Indicators
The City tracks our performance in a number of ways. Some of the measures are tracked using Performance
Reporting Scorecards which appear in the City's performance system. The scorecards for this area are listed below.
Full scorecards can be found in Appendix A.
To access the “live” scorecard, visit www.mapleridge.ca/787 and use the Scorecard Lookup tool.
Code Scorecard (on following pages) Why this Scorecard is important to this Department:
FM03 Capital Works Program Compares capital program budgets against actual
expenditure, which gives an indication how accurate
budgets are. Accuracy in budgeting helps to effectively
allocate resources.
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Appendices
Strategic Direction & Progress Report
Financial Sustainability Plan – Policy 5.52
Infrastructure Funding Strategy
Capital Works Program Listing
2017-2021 Financial Plan Bylaw 7300-2016
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 10th annual Progress Report to the citizens of Maple Ridge.
This report provides an opportunity to communicate the City’s 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 the City’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.
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: Aquatics Volunteers
Scorecard: Community Volunteers
Scorecard: Parks, Recreation & Culture Volunteers
Scorecard: Promote Community Group Independence
Scorecard: Support Firefighters’ Charities
Economic Development
Support Existing Local Business
Scorecard: Business Licence Renewals
New Investment and Employment Opportunities
Scorecard: Attract Film Productions
Diversify the Tax Base
Scorecard: Increase Commercial Tax Base
Scorecard: Residential Tax Assessment Base
Environment
Reduce Energy Consumption & Greenhouse Gas
(GHG) Emissions
Scorecard: Community GHG Emissions
Scorecard: Corporate GHG Emissions
Scorecard: Municipal Facility Electricity Use
Scorecard: Fire Hall No. 1 Energy Consumption &
GHG Emissions
Scorecard: Leisure Centre Energy Consumption &
GHG Emissions
Scorecard: Vehicle Fleet Efficiency
Scorecard: Community Charging Station Usage and
GHG Emission Savings
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: Best Practices in Infrastructure
Management
Scorecard: Capital Works Program
Use a Formal Business Planning Framework
Scorecard: Business Planning Process
Key Indicators – Revenues
Scorecard: Building Permit Revenue
Scorecard: Business Licence Revenue
Scorecard: Dog Licence Revenue
Scorecard: Gravel Sales Revenue
Scorecard: Property Tax Revenue
Key Indicators – Costs
Scorecard: Fire
Scorecard: GVRD Sewer
Scorecard: GVRD Water
Scorecard: Library
Scorecard: Police
Financial Indicators
Scorecard: Debt Per Capita
Scorecard: Debt Servicing Ratio
Scorecard: Net Financial Position
Reduce Reliance on Property Taxes
Scorecard: Maximize Return on Investment
Governance
Scorecard: Acknowledgement Of Claims
Scorecard: Citizen Satisfaction
Scorecard: Switchboard Call Volume
Scorecard: Website Visits
Inter-Governmental Relations and
Partnerships
Partnerships And Networks With Public Agencies
Scorecard: Support the Community Social Service
Network
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Safe and Livable Community
Emergency Planning
Scorecard: EOC & ESS Volunteers Activations and
Training
Scorecard: Emergency Program Public Engagement
and Education Opportunities
Water and Sewer
Scorecard: Maintain a Dependable Sewage System
Scorecard: Provide High Quality Drinking Water
Fire Department
Scorecard: Fire Inspections of Multi-Family
Residential Structures
Scorecard: Reduce Fire Incidents
Scorecard: Reduce Response Time in the Urban
Response Zone
Scorecard: Elementary Students Attending Fire
Safety Education Sessions
Emerging Social Issues
Scorecard: Concluded Bylaw Calls For Service
Scorecard: Population Served By Authorized Police
Strength
Scorecard: Property Crime Offences
Scorecard: Violent Crime Offences
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: Citizens Who Are Satisfied With Parks &
Leisure Services
Scorecard: Citizens Who Use Parks & Leisure
Services
Scorecard: Low Income Citizens Accessing
Recreation Services
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: Provide New Park Areas
Scorecard: Town Centre Density
Transportation
Safe, Efficient Transportation Network
Scorecard: Improve Traffic Safety
Scorecard: Provide Safe, Serviceable Roads
Promote Alternative Modes
Scorecard: Transportation to Work
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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 taxa tion.
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 hi gh 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 t axation.
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.)
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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.
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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 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 accou nts that are established for various
purposes. They can help us deal with unexpected variations from normal operations, which could include
natural, environmental or economic events. As well, they can assist in funding opportunities that arise.
Policy 11.0
Each Reserve Account and Reserve Fund will be governed by policy that outlines its purpose, the types of
expenditures permitted and the desired level of the reserve. Strategies for achieving the desired level of the
reserve will be included in the Business Plans.
12. Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial c ost as well as future
costs, including operating & life cycle cost and demonstrate the source of sustainable funding for such costs.
13. Carry Forward Projects:
Discussion: From time to time, funding is allocated for a project (capital or operating) but the p roject 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 n eed 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.
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District of Maple Ridge
TO: Corporate Management Team Date: August 29, 2006
FROM: Laura Benson, Policy Analyst Updated: October 30, 2006
SUBJECT: Infrastructure Funding Strategy
For the development of a strategic infrastructure program , some certainty around funding levels is required. For
many years, the District has had a Long Term Capital Works Program, although there have been assumptions made
around levels of funding that may or may not be directed towards the various categories of assets and services. As
projects move closer towards the current year(s), often they get pushed off to later years due to lack of funding. At
times, the lack of certainty means work that could otherwise happen in advance of a project is not able to proceed,
such as advance planning, searching for ways to leverage our funds and booking contracto rs.
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, sub division infrastructure turned over by developers
becomes the responsibility of the District and over t ime contributes significantly to the infrastructure inventory. In
2004 it was almost $10 million and in 2005 it was another $26 million. Where do we get the money to sustain an
asset base that is growing at this pace? Ideally, a portion of the revenue from growth in the tax base should be set
aside for this, but often it goes towards new initiatives and maintaining existing programs.
In terms of funding asset replacement and renewal, we have a few different categories of assets that are funded
through different methods. The water and sewer utilities have the ability to generate their own funds through the
utility rate structures. The replacement reserve for operations equipment raises its own funds from general revenue
through charge-out rates. Our other reserves are for the most part committed or flagged for specific purposes.
So where do the funds come from to pay for other major infrastructure replacement and/or rehabilitation? The
answer is mainly general revenue and the contribution from general reve nue 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 devo ted to
infrastructure sustainability are discussed below.
Transportation and Traffic Management – The contribution from general revenue to the capital program is about
$2.1 million annually. This has not changed since prior to 1998. Roads projects must c ompete 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 signal s,
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.
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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 occ urred in 2003 to help with
the addition of municipal buildings in the downtown core, but this is not adequate.
Comprehensive lifecycle studies are being performed, which will deliver 30 -year Financial Plans and performance
measures. In 2005, the RCMP building, courthouse and leisure centre were reviewed. In 2006, the municipal hall,
arts centre and works yard building are planned for review and studies on the fire halls are planned for 2007. The
office tower study was done in 2004.
According to appraisals done for insurance purposes, the following values are assigned to the buildings and
equipment I believe were intended to be covered from this reserve:
We are currently allocating $450,000 to building and equipment renewal, out of sustainability provision
requirement of $3.8 million, or 12%. Once again I state that the $3.8 million annual sustainability requirement is
not needed each and every year, as many of the buildings are new, but there will come a time where a significant
investment is required and more so if we are not allocating enough to the maintenance program.
Equipment Replacement Reserve – This reserve is divided into three segments: operations equipment; Fire
Department equipment; and technology. In addition to the specific funding allocated to these reserves, the fund
balances also earn interest income.
Operations: Equipment is charged against general revenue accounts at rates calculated to cover both maintenance
and eventual replacement. This is a reasonable method to ensure replacement funding is available and to ensure
the appropriate service areas pay their share of costs. In 1998, this amount was just under $500,000; for 2006 it is
$665,000.
Technology: General revenue contributed $135,000 in 1998 towards technology equipment replacement,
increasing to $312,000 per year for the last several years. There was a history of incremental requests to increase
funding levels as assets were added to the inventory, however, improved asset management and stabilized funding
have improved the approach.
In 2001, water and sewer utilities began t o contribute for their usage of IT equipment, contributing $35,000 each
initially, then $85,000 each in 2002 and since 2003, have remained at $100,000 each. The intention was to reach
a number that represented adequate compensation for actual usage, as est imated in 2001. This should likely be
evaluated once again to determine whether this amount is adequate.
The IT replacement reserve currently includes workstation, network and some productivity software. It does not
include replacement funding for enterprise wide software systems, such as the Ross financials, Amanda property
system, GIS and Class recreation system. The strategy for these programs is when replacement comes due; a
capital program funding request is raised and evaluated against other competin g interests.
Fire: The Fire Department Capital Acquisition Reserve is for acquiring growth-related equipment and buildings. The
contribution to this reserve has historically been tied to taxation, with 2%1 in 1998 netting $380,000 and in 2006,
$720,000. For replacement of these assets, a separate reserve is used.
1 As a separate issue, the 2% allocation may not be enough given the demands of a growing community and the organizational change the
Department has experienced. In recent years, the funding from this reserve was not enough to meet demand for growth-related infrastructure
acquisitions and had to be augmented by other funding sources.
Replacement
Value
Annual
Sustainability
Requirement
General Government - Construction 53,000,737 1,766,691
General Government - Equipment 555,500 27,775
General Government - Yard 1,193,503 59,675
Parks & Recreation - Construction 42,789,383 1,426,313
Parks & Recreation - Equipment 22,370 1,119
Parks & Recreation - Yard 4,558,490 227,925
Fire - Construction 3,325,347 110,845
Fire - Yard 212,400 10,620
Police - Construction 4,837,701 161,257
110,495,431 3,792,219
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In 1998 the contribution from general revenue for equipment replacement was $252,300. The number
was determined when we had two fire halls and a different pay structure for firefighters. In 1999, it
received a 5% increase and has remained since that time at $264,900. In 2003, a lump sum of $178,000
was added, relating to fire response to the Kelowna forest fire situation. Since 2000 the District ha s acquired
additional vehicles worth about $350,000 and between 2008 and 2009 will spend another $1.5 million on vehicles
for Fire Hall 4. In addition, replacement of other apparatus such as hoses is funded from this reserve.
Progress to Date
Beginning in 2008, Council directed 1% of the 4% approved tax increase specifically for infrastructure sustainability.
This amount is estimated to be $415,000 for 2008. The following year it is estimated to generate an additional
$442,000 for a total of $857,000; 2010 is $1.3 million and 2011 is $1.8 million.
This issue is significant, as evidenced by the shortfall illustrated in the graph below 2 3. We have time to get ahead of
the curve, but time is of the essence. The sustainability funds directed by Council toward this issue will certainly
begin to address the funding shortfall and the practice is in alignment with the District’s Financial Sustainability
Policy (FSP) 7.0 (the FSP’s referenced are listed in Appendix 5). In addition, plans for maintenance programs a nd
construction projects continually look for ways to extend lifecycles and minimize maintenance spending. Another
way in which Council could have a significant impact on this issue is to ensure future growth in taxation revenue is
directed to sustaining current assets and services for the growing population. Dedicating a portion of annual tax
revenue derived from growth in the tax base towards sustaining new growth in our asset base is a sound approach
in support of FSP 7.1.
The District of Maple Ridge is certainly not alone. The Federation of Canadian Municipalities (FCM) estimates the
municipal infrastructure deficit to be $60 billion and growing at $2 billion a year. The magnitude and scope of the
shortfall may discourage communities from taking action on the notion the problem is too large to be resolved by
municipal means alone. While most communities will likely need assistance of some kind, FCM strongly encourages
local governments to take action and demonstrate their ability to address the issue. They have provided a series of
recommendations, a critical one being that “municipal governments must evaluate how they plan for growth, price
their services and generate revenues. A long-term plan, with targets and milestones, must be put in place to help
phase in these changes over the next 20 years.”4
The FCM document also suggests that current municipal accounting practices do not tell the whole story. Municipal
governments may appear fiscally healthy, but only because they have underinvested in services and infrastructure
essential to their economic health. This is one key reason the Public Sector Accounting Board (PSAB) is changing the
financial reporting standards as of January 1, 2008 and Maple Ridge’s infrastructure shortfall will become a key
item on the financial statements. Having a program in place that addresses the situation prior to the financial
reporting change will demonstrate fiscal responsibility.
2 Previous projections used an infrastructure inventory with a replacement cost estimated at $580 million. Significant work is underway to
catalogue and value the District’s assets and to date the estimated replacement cost has been revised to $1.3 billion.
3 This graph represents our entire inventory of infrastructure, including assets not paid for out of general revenue, such as the water and sewer
utilities.
4 “Building Prosperity from the Ground Up: Restoring Municipal Fiscal Balance”, Federation of Canadian Municipalities, June 2006.
Unfunded Infrastructure Liability
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
2006 2011 2016 2021 2026 2031Annual AmountUnfunded Infrastructure Liability
Additional Renewal Funds - 1% of Taxation
Annual Renewal Spending
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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 allocat ion 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 s trategy. If we don’t have the
maintenance money today, we certainly can’t sustain debt payments as well as a maintenance program. One
exception to this is major maintenance works that cannot be funded from one year’s annual budget without
negatively impacting the ability to perform other required maintenance works. In those cases, short -term debt
financing could be considered, on the understanding that future year’s works will be limited by the amount of debt
servicing required to fund the major projects done in earlier years. Projects to be financed by debt should be
submitted to Council with a business case, in accordance with Financial Sustainability Policy 8.0.5
2. Providing for Growth
New infrastructure to support growth is provided primarily in two ways: (i) subdivision infrastructure built by
developers that is turned over, becoming the District’s ongoing responsibility and (ii) Development Cost Charges
(DCCs) are used to fund major projects that serve larger areas.
The DCC reserve provides funding for the construction or provision of major infrastructure to support community
growth under the categories of roads, water, sewer, drainage and parkland. Growth also creates a demand for
policing, fire, recreation and library services, but DCCs cannot be coll ected 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
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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 ha ve built this into the
projections, but it is difficult to determine whether this shift will have a
significant impact on our revenue and whether that will happen within the five -
year projection window or not. Also, internal interest earnings and sinking f und
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
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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 S ustainability
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 annual funding allotment, or where
revenue sources will be realized over time, are examples of where debt financing may be suitable. Projects funded
by debt should be subject to business case evaluation with consideration of whether we have the internal capacity
to implement them; they should also be subject to performance reporting and should be in alignment with Council’s
strategic direction.
Using debt for DCC projects may be of limited use, since covering the interest component can only be done in very
specific circumstances that may not address the roads component where the bulk of our debt capacity exists at this
point. The DCC bylaw should be regularly amended to update project costs, to ensure our rates will drive the
revenue necessary to pay for the projects.
In addition, the funding strategy should be revisited annually with each business planning cycle to ensure that the
assumptions, financial climate and overall approach remain relevant.
Achieving greater sustainability in infrastructure management requires greater vigilance and ongoing oversight of
the related policies, practices and business initiatives. Integrating management oversight into a corporate position
with responsibility for coordination among the various departments involved may be a prudent step in the
infrastructure management program.
Prepared by: Laura Benson, CMA
Policy Analyst
Concurrence: Jeff Scherban
Director of Development Engineering
Approved by: Paul Gill, BBA, CGA
General Manager: Corporate & Financial Services
6 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s Financial Planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY
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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 2017 - 2021 305 | 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 accorda nce 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 t o fund the
major projects done in earlier years.
All projects to be funded by debt must “be submitted to Council with a business case, including
recommendations on how the debt will be serviced.” (FSP 8.0)
If debt financing is used to fund a project, performance measures should be established as part of a
comprehensive project plan and progress will be reviewed by CMT on a quarterly basis beginning when the debt
is issued. The performance measures should encompass cost -efficiency and effectiveness outcomes including
project scope attainment. Upon project completion, a report should be provided illustrating achievement of
objectives. It could also help to improve procedures and refine budgeting techniques by commenting on the
process.
Prior to the issuance of debt, an evaluation on our ability to manage the project internally will be completed to
determine whether internal project management capacity is adequate for the project to proceed. If not, funding
for outside project management support should be considered.
Consider project timing. Interest costs are low right now, but construction costs are high and we may be paying
a premium to compete with other major projects in the region. After these projects are completed, excess
capacity may exist that could offset a rise in interest rate.
10 Financial Sustainability Plan Policy 5.52 contains thirteen policies to guide the District’s Financial Planning activities. Financial Sustainability
Policies (FSPs) referenced in this document can be found in Appendix 5.
2010 Project Description Highways Sewage Drainage Water Park Borrow
2823 232 St (116 - Slager)1,192,911 Interest Issue Cost
7074 112 Ave (232 St - 240 St) Final Lift 207,385
7133 203 St (123 Ave - Powell Ave)615,448
7266 227 St @ Bypass (Traffic Signal)109,150
6235 Parks Master Plan 40,000
7504 108 Ave (248 - 249)29,634
82 136 Ave @ 24200 Rockridge Reservoir Ph 2 556,016
1914 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,391,789
1925 Silver Valley Neighbourhood Se Horse 250,157 1,080,000 170,786 8,100
2010 Projects 3,330,769 29,634 286,639 753,299 1,681,947 1,080,000 170,786 8,100
Projects subtotal 2,124,894 29,634 - 656,016 40,000
Payments subtotal 1,205,875 - 286,639 97,283 1,641,947
- - - - -
2011 Project Description Highways Sewage Drainage Water Park Borrow
463 Selkirk Ave (226 - 227)136,650 Interest Issue Cost
6158 224 St (125 - 126)229,364
841 Selkirk Ave (225 - 227)343,706
2052 240 St @ Kanaka Creek (Bridge)1,313,280
6178 Selkirk Ave (226 - 50M W 227)10,288
6032 Whonnock Lake Phase 3 (Path/Light)227,800
6075 Whonnock Lake Phase Iv Beach/General 227,446
7521 136 Ave (230 - 231)25,735
1915 Water Feeder Main Stage 2 Debt Payment 100,000
Payments from prior year borrowing 1,205,875 - 286,639 97,283 1,641,947
2052 240 St @ Kanaka Creek (Bridge)1,216,765 5,253,120 830,705 39,398
2011 Projects 4,089,914 25,735 652,653 197,283 2,097,193 5,253,120 830,705 39,398
Projects subtotal 1,667,274 25,735 366,014 100,000 455,246
Payments subtotal 2,422,640 - 286,639 97,283 1,641,947
- - - - -
Totals for all years 2007-2011 Highways Sewage Drainage Water Park Totals
Projects subtotal 10,218,819 811,369 366,014 1,475,193 3,469,041 16,340,436
Payments subtotal 7,246,138 - 1,433,193 486,417 6,236,907 15,402,655
17,464,957 811,369 1,799,207 1,961,610 9,705,948 31,743,091
Principal Borrowed, and Full 5-year Costs 10,459,223 1,237,500 420,000 7,088,750 19,205,473 3,037,068 144,041
Cost over 5 years
Cost over 5 years
Cost over 5 years
APPENDIX C: INFRASTRUCTURE FUNDING STRATEGY
Maple Ridge Financial Plan 2017 - 2021 309 | P a g e
Guidelines Specific to Renewal Funds
Renewal Funds (1% Infrastructure Sustainability) must only be used to sustain current infrastructure. Where a
project will include augmentation, that portion must be covered from an alternate funding source.
Example: An existing local road with gravel shoulder is degrading. As part of a rehab project, it is determined to
widen and add curb & gutters. The resurfacing of the existing road -width can be funded from the Renewal
funds; the extra width and curb and gutter must be funded from general revenue or other funding source.
Guidelines Specific to DCC Funds
Where DCC works are financed through debt, funding the interest component from DCCs can only be done in
very specific circumstances:
To build infrastructure in advance of adequate DCC collections so that growth can occur. Examples are:
o Greenfield, where infrastructure is being provided to areas with no servicing;
o Fixed-capacity infrastructure, such as water and sewage treatment plants;
Out-of-sequence projects, where construction is brought forward from timing set out in the DCC program.
Examples would be upgrading the sewer main or water trunk lines.
Projected revenue for the DCC reserve fund is based on historical and projected growth 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 hous ing. There are
other factors as well that may have an influence on the DCC revenues, including potentially a new DCC rate
structure that more closely ties in with an amended OCP. Therefore, short-term borrowing is strongly
recommended, as revenue projections become less reliable as the time frame is expanded.
The DCC bylaw should be amended regularly to ensure that rates reflect changes to infrastructure needs and
project costs, as well as changes to growth management objectives, at the same time recognizing the
expectation by developers of a relatively stable rate. A current DCC bylaw will ensure that additional costs are
spread over the greatest number of potential development units. 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 Communi ty
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
Maple Ridge Financial Plan 2017 - 2021 310 | 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 t hose changes. The review will
include an analysis of our costs as well as what is charged by other municipalities.
Policy 9.0
Fees & Charges will be reviewed and adjusted annually. The public will be provided no less than 3 months’
notice of those changes.
10. Capital Projects:
Discussion: Many capital projects have funding sources other than General Revenue. For instance, a
substantial amount of infrastructure is funded by Development Cost Charges. Once the project is completed, its
operating costs and replacement are usually provided for by General Revenue. These ongoing costs must be
clearly understood, before a capital project is approved.
Policy 12.0
Each Capital Project submitted for consideration must clearly spell out the full initial cost as wel l 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_200 5.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 2017 - 2021 311 | P a g e
All dollar figures in $1,000's. 2017 column shows budgeted amounts and includes works-in-progress,
projects approved in prior years' budgets and projects approved in 2017. Some projects listed in 2017
may already be complete or well underway.
$ in thousands 2017 2018 2019 2020 2021
Government 842 270 880 290 780
Development Services Workstations 42 - - - -
Equip Purch - GPS and Robotic Total Station - - 60 - -
Equip Purch - Inspection Vehicle 2017-1 35 - - - -
Equip Purch - Inspection Vehicle 2017-2 35 - - - -
Equipment Wash Bay 20 - - - -
Minor Capital - City 100 - 100 100 100
Minor Capital - Engineering 15 15 15 15 15
Minor Capital - Gen Government 15 15 15 15 15
Minor Capital - Town Centre 100 100 100 100 100
Operations Centre - Front Counter Phase 1 25 - - - -
Operations Centre - Front Counter Phase 2 - 50 - - -
RCMP Storage 25 - - - -
Recycling Collection Equipment 40 40 40 60 -
Recycling Collection Equipment - 2017 60 - - - -
Recycling Collection Equipment - Wheeled totes 40 - - - -
Recycling Collection Truck - - 250 - -
Recycling Collection Truck - 2017 180 - - - -
Recycling Collection Truck - Semi-Auto, Hydraulic Lift - - - - 300
Recycling Truck - 2019 - - 100 - -
Salt Shed Cover Replacement 20 - - - -
Works Yard Parking Improvements and Expansion 90 - - - -
Works Yard Paving Phase 1 - - 200 - -
Works Yard Paving Phase 2 - - - - 250
Works Yard Security - 50 - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
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$ in thousands 2017 2018 2019 2020 2021
Technology 1,796 1,413 2,457 2,057 638
Asset Management Phase 1 - - 500 - -
Asset Management Phase 2 - - - 500 -
Blaney Room Mic Upgrade 30 - - - -
Business Licensing Upgrade and Full Online Service - 145 - - -
Card Scanning Project - 17 - - -
Class Software Replacement (Supplemental) 150 - - - -
Computer Room Upgrades 50 - - - -
Deploy Virtual Desktops 35 - - - -
Disaster Recovery Infrastructure - - - 97 -
Equip Purch - IT 389 626 1,110 535 403
Fibre Extensions (various) 300 150 150 150 150
Fibre Optic Cleanup - 25 - - -
Financial System Replacement - 250 250 250 -
GIS Infrastructure Package - 75 - - -
Hypervisor Migration - - - 200 -
Infrastructure Growth 50 50 50 50 50
Main Hall Cable Plant - - 150 - -
Mobile Access (Ops and Eng Field Workers) 60 - - - -
Mobile Application Development 35 35 35 35 35
Monitoring System Upgrades - - 40 - -
Online Action Request System 100 - - - -
Online Services - - 100 - -
Open Government Project 175 - - - -
Purchase Order Technology 50 - - - -
Replace HRIS System - - - 240 -
Replace Toughbooks FH1 275 - - - -
Tempest E-Deferment Module 16 - - - -
Upgrade Amanda 56 - - - -
Upgrade Live Streaming Infrastructure - 40 - - -
Upgrade Tempest 25 - - - -
Website Redesign Phase 2 - - 72 - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
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$ in thousands 2017 2018 2019 2020 2021
Protective Fire 420 1,000 180 - -
Carport Addition For FH1 250 - - - -
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 - - -
Public Education Vehicle 60 - - - -
Protective Police 30 190 - - -
Chair Replacement - General Office + 20 - - - -
Chair Replacement - Hilton Haider + - 40 - - -
Front Counter Kiosk Expansion + - 150 - - -
Soundproof Room In Cellblock + 10 - - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
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$ in thousands 2017 2018 2019 2020 2021
Parks 7,320 3,808 1,990 5,455 4,640
Albion Community Park Acquisition (Elementary Site) 586 - - - -
Albion Community Park Development (Elementary Site) - 583 - - -
Albion Sports Complex Support Building + 600 - - - -
Albion Synthetic Conversion + 3,500 - - - -
Allco Park Improvements - - - 248 -
Cottonwood West Park Facilities - - - 615 -
Double Columbaria Units (Cemetery) 60 - - - -
Equip Purch - Parks and Rec Vehicle - - - 40 -
Equip Purch - Parks and Rec Vehicle 2017 30 - - - -
Equip Purch - Sport Field Top Dresser - 40 - - -
Golden Ears Dog Park 60 - - - -
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park Improvement - - - - 450
Haney Nokai Park Phase 2 - Acquisition 2 - - - 660 -
Haney Nokai Park Phase 2 - Acquisition 3 - 660 - - -
Haney Nokai Park Phase 2 - Acquisition 5 660 - - - -
Horseman Park Pedestrian Crossing - - 200 - -
Intergenerational Garden - 35 - - -
Memorial Park - Spray Park and Washrooms - - 300 - -
Merkley Park Improvements 129 - - - -
Minor Capital - City - Youth Action Park Albion - 750 - - -
Minor Capital - Gen Rec 30 30 30 30 30
North Central Park (232 and 122) - 610 - - -
Park Development (241 and 112) - - 360 - -
Park Development (248 and 108) 360 - - - -
Pickleball Courts - - - 80 -
Ruskin Park Improvements - - - - 238
Scooter Play Park 75 - - - -
Silver Valley Neigh Park Completion Phase 2A - - - 1,228 -
Silver Valley Neigh Park Completion Phase 2B - - - - 1,228
Smart Growth Park Acqusition 1 - 900 - - -
Smart Growth Park Acqusition 2 - - 900 - -
Smart Growth Park Acqusition 3 - - - 900 -
Smart Growth Park Acqusition 4 - - - - 900
SW Haney Park 366 - - - -
Trail Counter and Interpretive Sign Tech 40 - - - -
Whispering Falls Park (264 and 126) - - - - 1,161
Whispering Falls Park Development - - - - 311
Whonnock Lake Acquisition 1 - - - 1,453 -
Whonnock Lake Development 1 - - - - 122
Whonnock Lake Phase 5 Washroom Facility 624 - - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
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$ in thousands 2017 2018 2019 2020 2021
Highways 9,449 11,353 8,698 11,719 11,568
102 Ave at 241 - Acquisition - - - - 545
116 Ave Urban Road Upgrade 203 to Warsley Design - - - 50 -
117 Ave Road Improvements 300 - - - -
118 Ave (230 - 231) + - - - 152 -
123 Ave Corridor - 203 to Laity Construction - 800 - - -
123 Ave Corridor - 203 to Laity Design 100 - - - -
123 Ave Corridor - Laity to 216 Reconstruction Design - 100 - - -
123 Ave Corridor - Laity to 216 Reconstruction Phase 1 - - - - 600
128 Ave (227 - 200m E of 232) Construction - - - - 500
128 Ave (227 - 200M E of 232) Design - - 100 - -
132 Ave (Balsam - 236) - Fern Crescent Construction - - - 2,500 -
132 Ave (Balsam - 236) - Fern Crescent Design - - 200 - -
132 Ave Traffic Corridor Improv (216 - 232) Conceptual Design 50 - - - -
132 Ave Traffic Corridor Improv (216 - 232) Construction - - - - 1,150
132 Ave Traffic Corridor Improv (216 - 232) Detailed Design - - 150 - -
132 Ave Traffic Corridor Improv (216 - 232) Property Acq - - - 300 -
224 St at 132 Ave (N Alouette Bridge) Construction - - 2,823 - -
224 St at 132 Ave (N Alouette Bridge) Design 250 - - - -
232 St (132 - Silver Valley Rd) Construction Phase 1 1,600 - - - -
232 St (132 - Silver Valley Rd) Construction Phase 2 - 3,750 - - -
232 St (132 - Silver Valley Rd) Design 500 - - - -
233 St (132 - Larch ) Design - - - 100 -
287 St at 123 Ave - Bridge 350 - - - -
Abernethy (224 - 227) Construction + - - - 1,579 -
Abernethy (227 - 232) Construction + - - - - 2,503
Abernethy Way (224 - 227) Design Phase 250 - - - -
Abernethy Way (224 - 232) Design Phase - 250 - - -
Access Culverts 22 22 22 22 22
Add WB and EB left turn phase at 203 and Dewdney 20 - - - -
Bridge Repairs Struct Upgrade 150 150 150 150 150
Bus Stop Improv, Sidewalk Letdown, Tactile Installation 90 90 90 90 90
Cycling Improvements 250 200 200 200 -
Dewdney Trunk at 238B St Intersection Improvements - - 200 - -
Ditton St Rail Crossing Upgrade - - - 50 -
Emergency Traffic Pre-Empt 50 50 50 50 50
Equip Purch - Asphalt Patcher - - - 165 -
Equip Purch - Bucket Truck (Electro Mech) - 180 - - -
Equip Purch - Fleet 1,799 2,295 1,017 1,136 1,200
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2017 - 2021 316 | P a g e
$ in thousands 2017 2018 2019 2020 2021
Highways (cont)
Equip Purch - Van (Electrician) 60 - - - -
Illuminated Street Signs Program 10 10 10 10 10
Laity St (117 - Lougheed) Cycle Improvements - - - 300 -
Local Area Service - Road 250 250 250 250 250
Lougheed 228 St Access Signal Improv 50 - - - -
Material Crushing - - - 200 -
Pavement Management 45 - - - -
Pedestrian Detection Project 224 and 121 20 - - - -
Pedestrian Improvements 400 400 400 400 -
Planters for Temp Road Narrowing at Marked Crosswalks 10 - - - -
Princess St (Wharf - Lorne) - - - - 150
Private Driveway Crossings 7 7 7 7 7
Railway Crossing Improvement Program 100 - - - -
River Rd Traffic Corridor Improvements 400 - - - -
Road Rehabilitation Program 1,985 2,468 2,699 3,575 4,010
Sidewalk Replacement 90 90 90 90 90
Skillen Urban Road Upg Wicklund to 123 - - - 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 50
Traffic Signal Replacements 90 90 90 90 90
$ in thousands 2017 2018 2019 2020 2021
Drainage 1,523 1,940 2,620 3,036 2,675
106 Ave (180M West of 245 - 245) - - - 48 -
12035 Glenhurst St Storm Sewer Relocation 200 - - - -
210th Ditch and Shoulder Stabilizations Works 75 - - - -
288 St (Storm Main at Watkins Sawmill) + - 250 - - -
Culvert Replacement Program 400 400 400 400 400
Drainage Upgrade Program 375 1,017 1,947 2,216 2,003
Flood Abatement North Alouette - - - 100 -
Local Area Service - Drain 250 250 250 250 250
Princess St Drainage Pumping Station 200 - - - -
Storm Sewer Connections 22 22 23 23 23
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2017 - 2021 317 | P a g e
$ in thousands 2017 2018 2019 2020 2021
Sewage 1,891 6,002 5,083 1,918 683
225 St Forcemain and PS Upgrade - Phase 1 400 - - - -
225 St Forcemain and PS Upgrade - Phase 2 - 4,350 - - -
225 St Forcemain and PS Upgrade - Phase 3 - - 4,200 - -
225 St Forcemain and PS Upgrade - Phase 4 - - - 1,000 -
225 St Pump Station Upgrade Phase 1 200 - - - -
225 St Pump Station Upgrade Phase 2 - 200 - - -
225 St Pump Station Upgrade Phase 3 - - 200 - -
225 St Pump Station Upgrade Phase 4 - - - 200 -
228 St S of 123 (H014 - H015) - 13 - - -
232 St (Sections north of 126th) - 225 - - -
Equip Purch - Vehicle Sewer 85 - - - -
Inflow and Infiltration Monitoring - 50 - - -
Inflow and Infiltration Reduction Program - Areas A K - 50 - - -
Local Area Service - Sewer 250 250 250 250 250
Maple Cres N of Battle - - - 35 -
North Slope Interceptor Capacity Upgrade - 366 - - -
Private Sewer Connections 41 41 41 41 41
Royal Cres at 225 St Diversion MH Overbuild 15 - - - -
SCADA Replacement Program 100 100 100 100 100
Sewage System Rehabilitation - 288 288 288 288
Sewer Department Shoring System - 40 - - -
Sewer Network Modelling - 5 5 5 5
Sewer SE of Leisure Centre - 25 - - -
Steves Sewage Pump Station Replacement 300 - - - -
Tamarack Lane Pump Station Replacement 500 - - - -
APPENDIX D: CAPITAL WORKS PROGRAM LISTING
Maple Ridge Financial Plan 2017 - 2021 318 | P a g e
$ in thousands 2017 2018 2019 2020 2021
Water 9,337 1,855 2,951 2,045 2,545
112 Ave Loop to 110 Ave - - - 140 -
124 Ave Water Main Looping at 260th - - - 360 -
136 Ave (224 - Foreman) - - 250 - -
141 Ave (Silver Valley Rd - 232) - - 131 - -
216 St 124 - 128 LTC017131 - - - - 650
232 St at 136 Ave PRV 250 - - - -
236 St PS CL Facility & Station Upgrade Concept Plan 275 - - - -
238 - 239 Water Main Looping (126 Ave alignment) - 150 - - -
240A to 241A Water Main Looping (113B Ave alignment) - - 160 - -
256 St PRV at 128, 241m Zone to 138m Zone 250 - - - -
260 St Watermain Upgrades, Dewdney to south - - 200 - -
263 St PS Upgrade Phase 1 2,500 - - - -
263 St PS Upgrade Phase 2 - 300 - - -
270A St Pump Station Capacity Upgrade 2,200 - - - -
Ansell St (124 - 125) - - 360 - -
CL2 Equipment Replacement Program 50 50 50 50 50
Dunn Ave (Maple Meadows Way - West St) - - 250 - -
East Silver Valley 176m to 122m Zone PRV near 242 Street - - 253 - -
Equip Purch - Excavation Shoring Equipment 40 - - - -
Equip Purch - Truck (Water) 45 - - - -
Fisherman Rd Looping - - - 225 -
Grant-Albion Reservoir Expansion 1,700 - - - -
Local Area Service - Water 250 250 250 250 250
McNutt PRV Upgrade 50 - - - -
McNutt Reservoir Expansion 600 - - - -
Meter Reading Equipment Replacement 20 - - - -
North of 136 Avenue and East of Balsam PRV - - - - 200
NW Silver Valley 141m to 84m Zone PRV - - - - 200
NW Silver Valley 176m to 141m Zone PRV - - - - 200
Operations Field Communications 20 - - - -
Private Water Connections 407 407 408 410 410
River Rd Seismic Event Automatic Isolation Valves (Concept
Plan) - - - 20 -
School Board Water Meters Replacement 20 - - - -
SE of 136 and Foreman (connection to 84m Zone) - - 48 - -
Secondary Operation Site Upgrade 50 - - - -
Seismic Upgrade Program 150 150 150 150 150
Silver Valley Rd (232 - 141) - 108 - - -
Water Network Modelling - 5 5 5 -
Water Pump Station Upgrades 60 60 60 60 60
Water Remote Security Program 50 50 50 50 50
Water System Improvement Program 50 25 25 25 25
Watermain Replacement Program 300 300 300 300 300
Grand Total 32,607 27,831 24,859 26,520 23,530
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 319 | P a g e
City of Maple Ridge
TO: Her Worship Mayor Nicole Read DATE: December 5, 2016
and Members of Council
FROM: Chief Administrative Officer ATTN: C. of W.
SUBJECT: 2017 – 2021 Financial Plan Bylaw-2016 Financial Plan Bylaw 6883-2011
EXECUTIVE SUMMARY:
Municipal Council received presentations on the 2017-2021 Business Financial Plans and the Financial Overview
Report at public meetings held on November 28, 29 and 30. A Financial Plan overview was presented again on the
evening of November 30th. That meeting was livestreamed over the Internet and a public question and answer
period followed.
As part of its deliberations, Council voted on each of the incremental packages that were recommended by staff and
shown on Page 18 of the Financial Overview Report. Council supported the staff recommendations with the
following exceptions:
1. The Social Planning incremental request was approved contingent upon Council approving a plan to be
developed at a future Workshop.
2. Council also approved an additional incremental expense for increased security in the downtown core
($20,000) to be funded from Accumulated Surplus.
Council's direction is incorporated into the attached Financial Plan Bylaw. Final consideration of this bylaw will not
occur until the New Year, thus allowing 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 2017-2021 Financial Plan Bylaw No. 7300-2016 be given first, second and third readings.
DISCUSSION:
a) Background Context:
The 2017–2021 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:
1. General Purpose Property Tax Increase: 1.90% in 2017 and 2018 and 2.00% per year in 2019 through
2021
2. Infrastructure Sustainability Property Tax Increase: 0.70% per year
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: 1.67% in 2017 and 2018 and 2.75% per year in 2019 through 2021
8. Growth in Property Tax Revenue Assumption: 2.00% per year
9. Incremental Adjustments (as outlined in pages 14 to 18 of the Financial Overview Report 2017 –
2021) were approved with the following amendments:
a. The incremental for additional staffing in Social Planning (page 15) was approved, but no
spending will occur until further Council discussion.
b. An additional incremental adjustment of $20,000 for security was approved, and will be
funded through Accumulated Surplus.
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 320 | P a g e
10. Provision for costs associated with growth as outlined on page 12 of the Financial Overvie w Report,
subject to available funding
11. Capital Works Program totaling $32.9 million 2017, $27.8 million in 2018, $24.9 million in 2019,
$26.5 million in 2020 and $23.5 million in 2021
12. Cost and revenue adjustments from page 13 of the Financial Overview Report, which reconciles the
2016-2020 Financial Plan with the 2017 - 2021 Financial Plan
The financial strategy for additional Parks, Recreation & Culture investments (discussed on page 38 of the
Financial Overview Report) was presented to Council, and feedback from the community will be sought during
the public consultation process.
We have about $1.6 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 infrastructur e
sustainability are in line with Council’s Financial Sustainability Policies.
The amount of incremental property tax revenue from new construction will not be known until property
assessments are finalized. The growth assumption built into the financial plan for 2017 is 2.0%.
Future budget amendments will include the actual growth revenue as well as projects that were approved in
2016 and are still in progress. The previously approved funding sources will also be included in the plan,
placing no burden on 2017 property taxes.
b) Desired Outcome:
A financial plan that accurately reflects the planned expenditures and methods of funding that are consistent
with corporate strategic plans, policies and Council direction.
c) Strategic Alignment:
All departments submitted Business Plans which considered 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.
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.
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 321 | P a g e
f) Alternatives:
Council is required to adopt a five year Financial Plan Bylaw prior to May 15 each year. There are very tangible
benefits to adopting the bylaw early in the year. Work plans can proceed with more certainty and construction
projects can be tendered to secure companies availability in seasonal construction windows, maximizing
competition and likely reducing costs.
In the event that this bylaw is not adopted, the City is not authorized to make any expenditures other than those
identified in the existing 2016-2020 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.
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 Financ ial 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 C.K. Lee”
_______________________________________________
Prepared by: C.K. Lee, Financial Analyst
“Original Signed by Trevor Thompson”
_______________________________________________
Prepared by: Trevor Thompson, Manager of Financial Planning
“Original Signed by Paul Gill”
_______________________________________________
Approved by: Paul Gill, General Manager
Corporate & Financial Services
“Original Signed by Paul Gill”
_______________________________________________
Approved by: Frank Quinn, General Manager
Public Works & Development Services
“Original Signed by Paul Gill”
_______________________________________________
Approved by: Kelly Swift, General Manager
Parks, Recreation & Culture
“Original Signed by E.C. Swabey”
_______________________________________________
Concurrence: E.C. Swabey
Chief Administrative Officer
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 322 | P a g e
CITY OF MAPLE RIDGE
BYLAW NO. 7300-2016
A bylaw to establish the five year financial plan for the years 2017 through 2021
____________________________________________________________________________________
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 2017-2021 Financial Plan Bylaw No. 7300-2016”.
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 2017 through 2021.
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 6th day of December, 2016.
READ a second time the 6th day of December, 2016.
READ a third time the 6th day of December, 2016.
PUBLIC CONSULTATION completed on the 17th day of January 2017.
ADOPTED the 17th day of January 2017.
________________________________
PRESIDING MEMBER
________________________________
CORPORATE OFFICER
ATTACHMENT: Statement 1, Statement 2 and Statement 3
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 323 | P a g e
Attachment to Maple Ridge 2017-2021 Financial Plan Bylaw 7300-2016
Statement 1
Consolidated Financial Plan 2017-2021 (in $ thousands)
2017 2018 2019 2020 2021
REVENUES Revenues Development Fees Developer Contributed Assets 20,000 20,000 20,000 20,000 20,000
Developer Cost Charges 4,478 1,189 5,703 8,906 7,447
Developer Specified Projects - - - - -
Parkland Acquisition 200 200 200 200 200
Contributions from Others 1,300 1,338 1,307 1,329 1,321
Development Fees Total 25,978 22,727 27,210 30,435 28,968
Property Taxes 78,526 82,600 86,828 91,255 95,917
Parcel Charges 3,012 3,085 3,181 3,282 3,385
Fees & Charges 40,256 41,793 43,409 44,994 46,664
Interest 1,898 1,913 1,928 1,943 1,958
Grants (Other Govts) 4,500 3,899 3,709 4,168 4,379
Property Sales 1,500 1,500 1,500 1,000 -
Total Revenues 155,670 157,517 167,765 177,077 181,271
EXPENDITURES
Operating Expenditures Interest Payments on Debt 2,006 1,940 1,815 1,687 1,554
Amortization Expense 19,780 19,780 19,780 19,780 19,780
Other Expenditures 103,333 106,439 109,898 113,589 117,317
Total Expenditures 125,119 128,159 131,493 135,056 138,651
ANNUAL SURPLUS 30,551 29,358 36,272 42,021 42,620
Add Back: Amortization Expense (Surplus) 19,780 19,780 19,780 19,780 19,780
Less: Capital Expenditures 32,952 27,831 24,859 26,520 23,530
Less: Developer Contributed Capital 20,000 20,000 20,000 20,000 20,000
CHANGE IN FINANCIAL POSITION (2,621) 1,307 11,193 15,281 18,870
OTHER REVENUES Add: Borrowing Proceeds 6,000 7,000 - - -
OTHER EXPENDITURES Less: Principal Payments on Debt 3,706 3,723 3,803 3,886 3,972
TOTAL REVENUES LESS EXPENSES (327) 4,584 7,390 11,395 14,898
INTERNAL TRANSFERS Transfer from Reserve Funds Capital Works Reserve 3,849 150 150 150 150
Equipment Replacement Reserve 2,298 3,921 2,307 1,671 1,603
Fire Department Capital Reserve 585 - - - -
Land Reserve - - - - -
Local Improvement Reserve - - - - -
Sanitary Sewer Reserve - - - - -
Transfer from Reserve Fund Total 6,732 4,071 2,457 1,821 1,753
Less :Transfer to Reserve Funds Capital Works Reserve 1,915 3,364 3,803 2,292 2,626
Equipment Replacement Reserve 2,760 2,893 3,028 3,192 3,358
Fire Dept. Capital Acquisition 783 861 991 1,127 1,267
Land Reserve 5 5 5 5 5
Local Improvement Reserve - - - - -
Sanitary Sewer Reserve 30 30 30 30 30
Total Transfer to Reserve Funds 5,493 7,153 7,857 6,646 7,286
Transfer from (to) Own Reserves (74) (271) (826) (1,303) (1,109)
Transfer from (to) Surplus (838) (1,231) (1,164) (5,267) (8,256)
Transfer from (to) Surplus & own Reserves (912) (1,502) (1,990) (6,570) (9,365)
TOTAL INTERNAL TRANSFERS 327 (4,584) (7,390) (11,395) (14,898)
BALANCED BUDGET - - - - -
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 324 | P a g e
Attachment to Maple Ridge 2017-2021 Financial Plan Bylaw 7300-2016
Statement 2
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 325 | P a g e
Attachment to Maple Ridge 2017-2021 Financial Plan Bylaw 7300-2016
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 326 | P a g e
Attachment to Maple Ridge 2017-2021 Financial Plan Bylaw 7300-2016
Statement 2 (continued)
Revenue and Property Tax Policy Disclosure
APPENDIX E: 2017 – 2021 FINANCIAL PLAN
BYLAW 7300-2016 ADOPTED JANUARY 17, 2017
Maple Ridge Financial Plan 2017 - 2021 327 | P a g e
Attachment to Maple Ridge 2017-2021 Financial Plan Bylaw 7300-2016
Statement 3
Capital Expenditure Disclosure
GLOSSARY OF TERMS
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Assets – Resources owned or held by Maple Ridge,
which have monetary value. Glossary of
Base Budget – Cost of continuing the existing
levels of service in the current budget year.
BC Assessment – The independent organization
that is responsible for establishing the assessed
property values within British Columbia.
Budget – A Financial Plan embodying an estimate
of proposed expenditures for a given period and
the proposed means of financing them.
Business Improvement Area (BIA) – A separate
specific contained area where funds are spent to
improve commercial business potential.
Capital Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other
equipment. These assets have a significant value
and a useful life of greater than one year. Capital
assets are also called fixed assets.
Capital Budget – The appropriation of internal and
external contributions for improvements and
additions to facilities, infrastructure and parks.
Capital Expenditures – Expenditures to acquire
Capital Assets or extend or renew the life of an
existing Capital Asset.
Capital Improvements – Expenditures related to
the acquisition, expansion, or rehabilitation of an
element of the physical plant; sometimes referred
to as infrastructure.
Capital Project – Major construction, acquisition, or
renovation activities which add value to the
physical assets or significantly increase their
useful life. Also called capital improvements.
Capital Reserve – An account used to segregate a
portion of the equity to be used for future capital
program expenditures.
Capital Works Program (CWP) – The long term
corporate guide toward the provision of
infrastructure, public facilities, equipment and
business systems to provide services.
Carry Forward – Capital projects from the previous
year that were not completed by year-end, where
the budget funds must be carried forward to the
next budget year so that the works can continue to
be carried out.
Contingency – A budgetary reserve set aside for
emergencies or unforeseen expenditures not
otherwise budgeted.
Corporate Management Team – Senior staff
responsible for decisions on the day-to-day and
long-term business affairs.
Deficit – The excess of an entity’s liabilities over its
assets or the excess of expenditures over revenues
during a single accounting period.
Department – The basic organizational unit, which
is functionally unique in its delivery of services.
Development Cost Charges (DCC) – Fees and
charges contributed by developers to support
development and growth in Maple Ridge.
Division – The top level organizational unit to which
all departments report.
Expenditure – Payment for property or services for
the purpose of acquiring an asset, service or
settling a loss. Charges incurred (whether paid
immediately or unpaid) for operations,
maintenance, interest or other charges.
Financial Plan – Provides the statutory approval to
expend funds once approved by Council. Approval
for the five-year Financial Plan is provided annually
for operating purposes and for life of capital
projects beginning in the first year of the Plan
period.
Fixed Assets – Assets of long-term character that
are intended to continue to be held or used, such
as land, buildings, machinery, furniture and other
equipment. These assets have a significant value
and a useful life of several years. Fixed assets are
also called capital assets.
Freedom of Information (FOl) – Freedom of
Information Act gives individuals rights to access
information held by local government and protects
their privacy by placing restrictions on local
government when collecting or disclosing personal
information.
Full-time Equivalent Position (FTE) – Employee
positions, which are authorized in the adopted
budget, to be filled during the year. A part-time
position converted to the decimal equivalent of a
full-time position. For example, a part-time
employee working for 20 hours per week in a 35
hour per week position is would be the equivalent
to 0.6 of a full-time position.
Fund – A fiscal entity with revenues and
expenditures, which are segregated for the
purpose of carrying out a specific purpose or
activity.
GLOSSARY OF TERMS
Maple Ridge Financial Plan 2017 - 2021 329 | P a g e
Fund Balance – Excess of the assets of a fund over
its liabilities, reserves and carryover.
Generally Accepted Accounting Principles (GAAP) –
Uniform minimum standards for financial
accounting and recording, encompassing the
conventions, rules and procedures that define
accepted accounting principles.
Goal – A statement of broad direction, purpose, or
intent based on the needs of the community. A
goal is general and timeless.
Grants – A contribution to support a particular
function. Grants may be classified as either
operational or capital, depending upon the
grantee.
GVRD – Refers to the Greater Vancouver Regional
District, which is responsible for providing some
region-wide services. Also see “Metro Vancouver.”
GVS & DD – Greater Vancouver Sewer & Drainage
District. Provides sewerage transfer and treatment
on a regional basis and the disposal of solid waste.
GVWD – Greater Vancouver Water District.
Responsible for acquiring water, maintaining the
supply, ensuring its quality and delivering it to the
member municipalities for distribution by local
systems.
Infrastructure – The physical assets (e.g. streets,
water, sewer, public buildings and parks).
Levy – To impose taxes for the support of activities.
Library – Fraser Valley Regional Library (FVRL),
which is a regionalized library collection and
distribution system that provides all of the
operational aspects of a library system. Members
must provide local facilities.
Long-term Debt – Debt with a maturity of more
than one year after the date of issuance.
Maple Ridge Municipal Holdings Ltd. – the
Municipality’s wholly owned subsidiaries
Metro Vancouver
(formerly Greater Vancouver Regional District) –
Provides air quality management, transportation
planning, regional housing, regional parks (the
Kanaka Creek estuary and linear park is located
within the Maple Ridge boundaries), labour
relations for local government employees and
administration of the 9-1-1 emergency telephone
system.
Municipal Finance Authority (MFA) – A provincial
organization that provides for marketing,
placement and administration of all Municipal debt
requirements (except for the City of Vancouver).
This Authority also operates an investment pool on
behalf of municipalities.
Official Community Plan (OCP) – The prime
development planning document for Maple Ridge.
RCMP – Royal Canadian Mounted Police. Contract
with the Federal Government to provide police
services (police officers); Maple Ridge provides the
clerical support services and facilities.
Revenue – Sources of income financing Maple
Ridge operations.
Ridge Meadows Recycling Society (RMRS) – A
community-based, charitable non-profit
organization, in partnership with Maple Ridge
provides Bluebox recycling collection, operates the
Maple Ridge Recycling Depot and Intermediate
Processing Facility and offers education on
environmental issues to all residents of Maple
Ridge.
Strategic Plan - Developed by Council to guide the
development of specific objectives Maple Ridge
could focus on in order to achieve the community
vision.
Tax Levy – The total amount to be raised by
general property taxes when the tax rate is
multiplied by the assessed values.
Taxes – Compulsory charges levied by Maple Ridge
for the purpose of financing services performed for
the common benefit of the citizens.
Transfers To/From Own Sources – Amounts
transferred to/from one fund to another fund or
amount transferred to/from deferred revenue or
reserve accounts.
TransLink – Greater Vancouver Transportation
Authority (GVTA) – Responsible for the integration
of transit and road networking with regard to
transportation and land use. TransLink is headed
by local governments, allowing the decision-making
to focus on local concerns.
Variance Analysis – The process of examining in
detail each variance between actual and budgeted
costs.
ACRONYMS
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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)
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
DMRBIA Downtown Maple Ridge Business Improvement Association
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
PRC Parks, Recreation & Culture
PSAB Public Sector Accounting Board
PWDS Public Works & Development Services
RCMP Royal Canadian Mounted Police
RMRS Ridge Meadows Recycling Society
VCC Vancouver Community College
Maple Ridge Financial Plan 2017 - 2021 331 | P a g e
City of Maple Ridge
Corporate & Financial Services
11995 Haney Place
Maple Ridge, BC V2X 6A9
Canada
Tel: 604-463-5221
Fax: 604-467-7329