HomeMy WebLinkAbout2020-11-23_24 Council Workshop Agenda and Reports Special Meeting.pdfCity of Maple Ridge TO: FROM: His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer SUBJECT: 2021-2025 Business Planning EXECUTiVE SUMMARY: MEETING DATE: November 23-24, 2020 MEETING: Council Workshop The City has a comprehensive business planning process, which incorporates Council's Business and Financial Plan Guidelines. These parameters guide staff in the development of the five-year Financial Plan to fund City services and deliver on Council priorities. They also provide an opportunity for the public to become informed and provide feedback early in the process, well before the Financial Plan comes forward to Council and the property tax rates are set. Following Council's endorsement of the Financial Plan during business planning presentations a bylaw will be presented to Council for formal consideration. The 2021-2025 Corporate Plan will be presented to Council on November 23 and 24, and aligns work plans to the five strategic priorities of Maple Ridge's Strategic Plan and reflects specific direction from Council. Much effort is being made to achieve greater community safety and pride and spirit, while effectively handling growth through building and managing the infrastructure to support it. Progress continues to be made on Council's priorities while also preserving the health and well-being of staff, residents, and customers during the COVID-19 pandemic. The implications of which are captured as part of the 'found milestones' section of the Plan, wherein all the pieces of unplanned work undertaken by department are itemized. RECOMMENDATION: For Information Only DISCUSSION: a) Strategic Alignment: The 2021-2025 Corporate Plan is the next step in evolving the City's business planning process from a department-focused methodology to one which conceptualizes the work undertaken across the organization through the lens of Council's strategic priorities. In doing so, the planning model promotes the collaborative, cross-departmental efforts required to achieve Council's objectives. 3.0 2021-2025 Corporate Plan Page 1 of 2
b) Citizen/Customer Implications: Although the content that comprises the 2021-2025 Corporate Plan has a different look than previous year's business plans, the same rigour and detail is provided. For both the Financial Overview Report and Corporate Plan, each progressive layer includes more detail to inform the reader. c) Business Plan/Financial Implications: The business planning process sets the stage for adoption of the five-year Financial Plan. Where the Financial Overview Report details how the City will fund its commitments for the coming years, the 2021 Corporate Plan provides context for the work that will be completed to advance Council's priorities and enable departments to provide the core services required of local governments. Once Council and the public provide feedback for the Corporate Plan, the Financial Plan will be brought forward for consideration. The Plan captures the property tax implications and financial considerations for the City of Maple Ridge from 2021-2025. CONCLUSION: The City engages in a thorough business and financial planning process every year that culminates in the adoption of the five-year Financial Plan. The 2021-2025 Corporate Plan provides a summary of the work accomplished over the past year, with a roadmap for the years to come. c:>-Prepared by: Dan Olivieri Research Technician ~ Reviewed by: ~-ompson,BBA,CPA,CGA Director of Finance ~ Approved by: Christina Crabtree Ge I Concurrence: Attachments: (A) 2021 -2025 Corporate Plan 2021-2025 Corporate Plan Page 2 of2 i i i i. I. I. l f I i f
2021 – 2025
CORPORATE PLAN
Attachment A
Reader’s Guide
The 2021 Corporate Plan is an evolution of the award-winning business planning process that aligns the
City of Maple Ridge strategic and operational frameworks. The two primary documents that comprise
the Plan, the Financial Overview Report (FOR) and Corporate Plan Overview, provide a comprehensive
picture of the City’s past and future standing.
Since the adoption of the 2019-2022 Strategic Plan, there has been a corporate shift to align business
functions and processes with Council’s priorities. The Corporate Plan has been structured to highlight
the work that is being done in support of advancing the priorities, and underlying services that enable
the organization to do so. Therefore, work items are listed under each priority area. The lone exception
being Support Services which captures projects that enable the governance and administration functions
of City departments.
While the final product looks different, the same rigour that has defined the City’s business planning
processes remains. As a result, each document is tiered to provide an additional layer of detail. The FOR
is a guide for the fiscal landscape of the concluding year, with projections for what lies ahead over the
next five. This document is a summary level, snapshot in time of the City’s Five-Year Financial Plan.
The 2021 Corporate Plan is intended to take you through what progress was made since the last
business planning cycle and establish what the City aims to achieve moving forward. Deliverables
included in this Plan meet one or more of the following criteria:
Facilitate progress of one or more Council priorities
Be of a complex nature, requiring significant organizational resources
Be fundamental to how the City governs and provides services
Some terms that assist the consumption of the information contained in this binder are listed below, for
reference.
2021 Work Plan: A listing of new deliverables and work items carried over from prior years
Found Milestone: Any unplanned work that was initiated during the year. There are three
origins for a Found Milestone:
o Council Resolution
o COVID-19
o Operational Adaptation
Progress Report: A listing of status updates for existing deliverables (2020 and prior) and Found
Milestones
Table of Contents
Financial Overview Report
Capital Program
Incremental Packages
One-time Incremental Adjustments Recommended
Ongoing Incremental Adjustments Recommended
Requests Not Recommended Due to Funding Constraints
Requests Deferred Pending Service Review and Strategic Plan Updates
Requests Not Recommended at This Time
Corporate Plan
Community Safety
Progress Report
Work Plan
Inter-Governmental Relations
Progress Report
Work Plan
Community Pride & Spirit
Progress Report
Work Plan
Natural Environment
Progress Report
Work Plan
Growth
Progress Report
Work Plan
Support Services
Progress Report
Work Plan
Found Milestones
COVID-19
Operational Adaptations
Council Resolution
FINANCIAL OVERVIEW REPORT
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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Table of Contents
INTRODUCTION ........................................................................................................................................2
PROPERTY TAX INCREASES........................................................................................................................3
WHERE DOES THE MONEY COME FROM AND WHERE DOES IT GO? ..........................................................5
CHANGES TO PREVIOUS OPERATING BUDGET ..........................................................................................9
INCREMENTAL ADJUSTMENTS ................................................................................................................ 11
WHAT WOULD A ZERO TAX INCREASE LOOK LIKE? ................................................................................. 13
UTILITIES & RECYCLING ........................................................................................................................... 16
STAFFING ................................................................................................................................................ 19
FINANCIAL SUMMARY BY DEPARTMENT ................................................................................................ 20
COMPOSITION OF PROPERTY ASSESSMENT BASE ................................................................................... 23
CAPITAL PROGRAM ................................................................................................................................ 24
IMPACT TO THE AVERAGE HOME ............................................................................................................ 33
FINANCIAL INDICATORS .......................................................................................................................... 38
CONCLUSION .......................................................................................................................................... 42
RECOMMENDATIONS FOR 2021-2025 FINANCIAL PLAN .......................................................................... 43
GENERAL INFORMATION ........................................................................................................................ 43
APPENDIX 1 PROPOSED CAPITAL PLAN ................................................................................................... 44
Opening Remarks
The Financial Plan for the City of Maple Ridge
reflects the financial implications of the services
provided. This document provides an overview of
the 2021-2025 Financial Plan and builds on the
foundation of years of business and financial
planning.
Unique for 2021-2025 Business Planning,
departmental deliverables and business plans are
presented as a Corporate Plan aligned with the
key priorities identified in Council’s Strategic Plan.
A corporate realignment in early 2020 resulted in
postponing several incremental positions that
were endorsed in the 2020-2024 Business Plan.
These staff changes are highlighted in the staffing
section of this report.
The City’s Financial Plan, more commonly known
as the “Budget”, is the outcome of a robust
business planning process that sees each
department develop a business plan aligned with
Council’s strategic direction.
A key part of that business planning process
includes presentations to Council. The annual
process is adapted each year to fit the current
circumstances. Typically, later in a Council’s term,
the presentations are shorter as Council is more
familiar with the City’s operations.
The Financial Plan Bylaw is considered by
Council following the business planning
process. Council can amend this Bylaw at
any time and typically does each year,
prior to adopting the Property Tax Rates
Bylaw, in early May.
In the interest of transparency and
accountability, budget deliberations and
business plan presentations occur at
meetings open to the public and are live
streamed.
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
addresses 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
Finance Department, it would not have
been possible without the direction of City
Council, Administration and the support of
all other departments. Financial Planning in the Budget
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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Introduction
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 every day for our quality of life.
5-Year Financial Plan
The current business and financial
planning process has been developed
over many years. It is considered a best
practice amongst local government
organizations and it is refined each year.
It begins with direction from Council which
is set early in the planning cycle. This is
typically done through Council approval of
Business Planning and Financial Planning
Guidelines. These Guidelines were
adopted by Council on July 28, 2020.
As required by Section 165 of the Com-
munity Charter, our Financial Plan covers
a timeframe of five years, the year for
which it is specified to come into force and
the following four years. Provincial
legislation requires the Financial Plan
Bylaw be adopted annually.
Council can amend the Financial Plan
Bylaw at any time. It is routinely updated
in April or May just prior to the annual
Property Tax Rates Bylaw, which must be
adopted before May 15.
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 in early years of a
Council mandate provide detailed budgets
for each service area as part of the
business planning process.
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
The City produces two main financial documents:
the Financial Plan and the Financial Statements.
These documents have very different objectives
that are important to be aware of. The Financial
Plan is a forward looking document, covering a
five-year timeframe 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 retrospective documents 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
is possible to meet the legislated requirement
through a simple advertisement in the local
newspaper inviting comment.
The City is committed to an open and transparent
process, and offers opportunities for citizens and
stakeholders to contribute. We have a dedicated
email: budget@mapleridge.ca and phone line 604-
467-7484, and Council’s budget deliberations are
open to the public. Public feedback is welcome
throughout the year, regardless of the business
planning stage Council and staff are engaged in.
Public and user feedback is sought as part of our
delivery of services and in our regular course of
business.
Financial Planning in the Budget
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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Property Tax Increases
On July 28, 2020, Council approved the Business & Financial Planning Guideline 2021 – 2025.
These recommendations are consistent with those guidelines.
* This percentage increase is less than the user fee increases in the Financial Plan Guidelines due to a $35 sewer
parcel charge that remains unchanged.
General Purpose Increase: this increase covers the cost of existing services. The cost
implications of collective agreements and other contracts.
Infrastructure Sustainability: this increase goes towards the rehabilitation and replacement of
our existing assets, valued at approximately $2 billion, and is discussed in detail later in the
report under the Capital Program.
Parks and Recreation Improvement: this increase goes towards improvements in Parks,
Recreation & Cultural Services. This increase funds the operating and debt serving costs of
additional Parks & Recreation amenities. The funding of these projects is also reliant on
development revenues.
Drainage Levy: this portion of the increase goes towards storm water management.
Water Levy: this portion of the increase goes towards the cost of water services, including those
services provided by Metro Vancouver. An increase of 4.50% is planned for each year of the
Financial Plan.
Sewer Levy: this portion of the increase goes towards the cost of sanitary sewer services,
including those services provided by Metro Vancouver. An increase of 8.50% is planned for each
year of the Financial Plan due to rate increases that average over 11.5% from Metro Vancouver
to fund significant capital investments required to treat the region’s wastewater.
Recycling Services: this portion of the increase goes towards operating the recycling depot as
well as for the blue box service. An increase of 2.75% is planned each year of the Financial Plan.
Some additional history on our tax experience is shown in the table on the following page. The
General Purpose tax increase continues to remain at historically low levels
Municipal Property Tax & User Fee Increases 2017 2018 2019 2020 2021 2022 2023 2024 2025
Property Tax increases
General Purpose 1.90% 1.53% 1.90% 2.25% 2.00% 2.00% 2.00% 2.00% 2.00%
Infrastructure Replacement 0.70% 0.70% 0.70% 0.70% 0.70% 0.90% 0.90% 1.00% 1.00%
Parks and Recreation 0.25% 0.45% 0.60% 0.60% 0.60% 0.60% 0.60% 0.60% 0.60%
Drainage 0.30% 0.30% 0.30% 0.30% 0.30% 0.10% 0.10% 0.00% 0.00%
Total Property Tax Increase Per Guidelines 3.15%2.98%3.50%3.85%3.60%3.60%3.60%3.60%3.60%
User Fee Increases
Recycling 1.67% 1.67% 2.75% 2.75% 2.75% 2.75% 2.75% 2.75% 2.75%
Water 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50% 4.50%
Sewer*3.24% 3.25% 7.70% 7.75% 7.80% 7.86% 7.91% 7.94% 7.99%
Total Municipal Property Tax & User Fee Increases 3.39%3.32%4.21%4.38%4.29%4.32%4.35%4.37%4.40%
Proposed
Property Tax Increases
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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With this understanding of Council’s approved property tax increases, we turn our minds to a
conceptual overview of the budget.
General
Purpose
Infra-
structure Drainage
Parks &
Rec.Fire Levy
Town
Centre
Total
Increase
2025 2.00% 1.00% 0.00% 0.60%3.60%
2024 2.00% 1.00% 0.00% 0.60%3.60%
2023 2.00% 0.90% 0.10% 0.60%3.60%
2022 2.00% 0.90% 0.10% 0.60%3.60%
2021 2.00% 0.70% 0.30% 0.60%3.60%
2020 2.25% 0.70% 0.30% 0.60%3.85%
2019 1.90% 0.70% 0.30% 0.60%3.50%
2018 1.53% 0.70% 0.30% 0.45%2.98%
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%Property Tax Increases
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Financial Plan 2021 - 2025
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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 following chart shows the revenue coming into
the City. We begin with the taxes that were
collected last year and adjust it for the taxes
coming in from new construction. The new
construction represents the 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 used to cover the cost increases of existing
services (i.e. inflation).
Infrastructure replacement funding
refers to the amount that will be
invested in the rehabilitation and
replacement of our existing assets.
The increase for Parks, Recreation &
Culture provides the financial capacity
to implement the recommendations of
the Parks, Recreation & Culture Master
Plan.
The Drainage amount is designed to
provide increased funding for drainage
works throughout the City.
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. An additional $4.9 Million in
revenue is expected to accrue to the City
in 2021.
Conceptual Overview of New Revenue
Item ($ in thousands)2021 2022 2023 2024 2025
Previous Year's Taxation 89,194 94,009 99,039 104,344 109,929
Growth Rate 1.80% 1.75% 1.75% 1.75% 1.75%
Growth Revenue 1,605 1,645 1,735 1,825 1,925
Previous Year's Taxation + Growth 90,799 95,654 100,774 106,169 111,854
Property Tax Increases:
General Purpose 2.00% 2.00% 2.00% 2.00% 2.00%
Infrastructure Replacement 0.70% 0.90% 0.90% 1.00% 1.00%
Parks & Recreation Improvements 0.60% 0.60% 0.60% 0.60% 0.60%
Drainage Improvements 0.30% 0.10% 0.10% 0.00% 0.00%
Total Property Tax Increase 3.60%3.60%3.60%3.60%3.60%
Property Tax Increase 3,270 3,445 3,630 3,820 4,025
Utility Class Cap. & Sup. Adj. Contingency (60)(60)(60)(60)(60)
Additional Property Taxes vs. Prior Year 4,815 5,030 5,305 5,585 5,890
Next Year's Taxation Base 94,009 99,039 104,344 109,929 115,819
Increases in Other Revenue 87 88 85 96 94
Increase in General Revenue 4,902 5,118 5,390 5,681 5,984
When Costs Go Up as a Result of Inflation,
Increases Must be Covered Within This Line Where Does the Money Come From and Where Does it Go?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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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 every year in the Equipment
Replacement Reserve.
We keep a close eye on these Reserves to ensure
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 complete discussion on our Reserves
is included beginning on page 27 of this report.
Conceptual Overview of Changes to Transfers
Item ($ in thousands)2021 2022 2023 2024 2025
Additional General Revenue available 4,902 5,118 5,390 5,681 5,984
Transfers to Reserves:
Capital Works Reserve (50)(50)(50)(55)(55)
Fire Department Capital (130)(125)(135)(140)(150)
Equipment Replacement Reserve (25)(25)(30)(30)(30)
Parks & Recreation Improvements (545)(575)(605)(635)(670)
General Revenue Funded Capital (net CWR tfrs)(205)(200)(210)(220)(230)
Police Services Reserve Draw -320 (65)(255)-
Available after transfers 3,947 4,463 4,295 4,346 4,849
We Use Reserves to Provide Long-Term
Financial Stability Where Does the Money Come From and Where Does it Go?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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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. An item worth
highlighting is the costs associated with labour.
Keep in mind that this table refers to the
additional funding required above the previous
year. For instance, in the Fire Department, the
2021 costs will increase by $370,000 and will
increase by a further $325,000 in 2022.
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).
After providing for the expenditure
changes described on the following page,
the General Revenue Surplus is $41,000.
Conceptual Overview of Expenditure Changes
Item ($ in thousands)2021 2022 2023 2024 2025
Available after transfers 3,947 4,463 4,295 4,346 4,849
Increase in Expenditures:
Labour (excluding Fire Protection)(1,380) (1,240) (1,005) (945) (985)
Equipment (excluding Fire & Police)(10)- (25) (25) (25)
Fire Department (370) (325) (355) (360) (375)
Additional Firefighters (135) (140) (145)--
Policing Contracts (RCMP, ITEAMS)(180) (810) (835) (870) (900)
Ecomm (90) (95) (50) (55) (55)
Contracts (SPCA, Library, Arts)(120) (130) (135) (140) (145)
Inflation Allowance - (205) (210) (215) (220)
Infrastructure Replacement (635) (860) (905) (1,060) (1,120)
Drainage Levy Related Capital Projects (270) (95) (100)--
Growth Costs (415) (415) (415) (415) (415)
Liability Insurance (115)----
Streetlights (20) (20) (20) (20) (20)
Arenas Contract (CPI adjustment)--- (150)-
HR Programs (COR Audit, Civic Functions)(30)----
HR Sucession Progam (50) (50) (50)--
Software Maintenance (80) (35) (35) (40) (40)
Available after expenditures 52 43 10 51 549
Surplus from prior year 38 41 78 91 143
Other Adjustments & Rounding (49) (6) 4 1 (12)
General Revenue Surplus 41 78 91 143 680
There are a number of contracts already in place.
There is little discretion in funding these
commitments. Where Does the Money Come From and Where Does it Go?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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Some of the Larger Expenditures are Discussed Below:
Labour: This line reflects the financial im-
pact 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.
The last significant funding increase was
in 2013. Starting in 2020, we hired the
first of 4 additional firefighters.
Policing: This line includes the cost for
contracts associated with Police Services
including RCMP, centralized dispatch
services and regional initiatives including
an Integrated Homicide Team, an
Emergency Response Team, Forensic
Identification, a Dog Unit and a Traffic
Reconstruction Unit.
Library: We are part of a regional library
system therefore 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 $91,000.
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 was supplemented by committing
a portion of gaming revenues and growth
in property taxes. Starting in 2017, the
annual tax increase for infrastructure was
increased to 0.7%. This Financial Plan
includes a 0.7% increase in 2021, a 0.9%
in 2022 and 2023, and 1.0% in 2024 and
2025.
Additional discussion on infrastructure
replacement is included on page 30.
Inflation Allowance: The inflation allowance covers
over 1,000 items, amounting to approximately
$13.5 million in materials and services, for which
increases are not specifically built into
departmental budgets. An allowance of 1.75% per
year for 2022 – 2025 is included in fiscal services
to cover inflationary cost increases. The inflation
allowance for 2021 has been fully allocated.
Budget Allocations for Growth: A portion of the
additional revenue associated with new
development or growth is used to fund existing
costs, the remainder is allocated as follows:
It should be noted that this allocation is subject to
meeting the growth revenue projections.
One question that we are often asked is “Why do
the City's costs increase more than inflation?” In
asking this question, people are often referring to
the Consumer Price Index (CPI), which has been
around 2% for some time. The short answer is that
the CPI refers to the price change of a basket of
goods that includes things like groceries. The
purchases that the City makes are very different
than those purchases that are included in the CPI
basket.
Item ($ in thousands)2021 2022 2023 2024 2025
General Revenue Fund
Fire Dept. Equipment Mtce. & Capital 50 50 50 50 50
Operations Department 65 65 65 65 65
Parks Maintenance 65 65 65 65 65
Administration and Corporate Services 65 65 65 65 65
Software Maintenance 40 40 40 40 40
Planning and Development 33 33 33 33 33
Engineering Services 33 33 33 33 33
Parks, Recreation & Culture (PRC)65 65 65 65 65
General Revenue Total 415 415 415 415 415
Water Revenue Fund - Maintenance 60 60 60 60 60
Sewer Revenue Fund - Maintenance 50 50 50 50 50Where Does the Money Come From and Where Does it Go?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
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Changes to Previous Operating Budget
The next section outlines the changes to this Financial Plan from the one that covered the years 2020 -
2024. If we plan properly, there should be few changes from one Financial Plan to the next.
Our last Financial Plan showed a surplus of $32,000 for 2021. After the changes the surplus is $41,000.
General Revenue Fund (GRF) Reconciliation of 2021-2025 Financial Plan
Note: The starting Surplus for 2025 is calculated using the assumptions made for 2024.
Explanation of Changes:
1) Insurance liability costs: Municipalities benefit
greatly through the Municipal Insurance
Association of BC and while MIABC manage
(and minimize) certain costs, the market cost
trends are unavoidable.
2) Dispatch Services: The costs of Fire dispatch
through Surrey and RCMP dispatch through
ECOMM are increasing.
3) Microsoft 365 Licencing: The cost of software
licencing has increased significantly.
4) Two additional Community Safety Officers: Two
CSOs were added in 2020 bringing the total to
four plus one Manager in this area. This is in
direct response to Council’s strategic focus
areas of Community Safety and to deliver on
the Community Social Safety Initiative.
5) Previously Endorsed Incremental costs: A few
Incremental costs endorsed during last year’s
business planning were removed to fund the
corporate strategic plan realignment and
returning the 2021 property tax increase to
3.6%.
6) RCMP Contract: The hiring of additional
members has been delayed in favour of
adding municipal Community Safety Officers to
more effectively and efficiently deal with an
element of community safety.
7) The Inflation Contingency: This has been
eliminated for 2021 and significantly reduced
in future years.
8) Other: This covers a broad range of existing
costs and revenues that have been updated to
reflect expectations.
($ in thousands)2021 2022 2023 2024 2025
May Adopted Financial Plan 2020-2024
General Revenue Fund (GRF) Surplus 32 41 52 314 799
Changes
Liability Insurance Premium (80)(80)(80)(80)(80)
Dispatch Services: Police, Fire and Operations (98)(163)(191)(223)(263)
Microsoft 365 Licencing (45)(46)(48)(49)(51)
2 Additional Community Safety Officers (203)(208)(213)(208)(213)
Previously Endorsed Incremenal Costs (62)(381)(573)(589)(601)
RCMP Delay Hiring 406 411 416 421 426
Reduce Inflation Contingency 205 339 410 481 554
Other (115)165 319 76 108
9 37 39 (171)(120)
41 78 91 143 680GRF Surplus before Incremental Adjustments
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
10 | P a g e
COVID-19 related budget implications have been included in the budget for 2021 and in some instances
for part of 2022. The duration of the financial impacts will continue to be monitored and reported.
There are a number of budget adjustments that have been incorporated to address the operations due to
Covid-19.
These incremental costs include:
Firefighter salaries associated with moving a 24/7 crew to Fire Hall #4.
Facility custodial costs
Facility Ambassadors
Information Technology support of remote municipal workers
These increased operating costs that have been provided in the budget are funded through the Safe
Restart Grant one-time funding to cover increased operating costs and reduced revenues associated with
COVID-19. This grant was confirmed in November of 2020 and Maple Ridge will receive approximately
$6.4 million. A significant portion of the grant will be used to cover 2020 costs and the balance will be
used to cover increased operating costs and to compensate for reduced revenues in recreation
admissions, program fees and gaming revenues associated with the Maple Ridge Gaming Centre.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
11 | P a g e
Incremental Adjustments
The last section showed that after dealing with existing commitments and policy direction,
$41,000 of ongoing funding is available for 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.
There are a number of requests that are one-time in nature or that could be addressed with a
one item funding allocation from Accumulated Surplus or the Parks & Recreation Improvement
Reserve.
Below is a summary of the Corporate Management Team’s recommended incremental
adjustments followed by lists of other submissions which are not being recommended at this
time.
One-time Incremental Adjustments Recommended
Community Safety - LOCTED program 1 year funding 10,000
Economic Development Strategy 50,000
Hotel Feasibility Update 7,500
Parking Study 100,000
Thornhill Economic Feasibility and Fiscal Impact Studies 100,000
One-Time Vehicles (2) and Equipment for additional staff 94,000
Household Hazardous Waste Round-Up Day 65,000
GIS Site Selector Tool 10,000
Funding: Accumulated Surplus (436,500)
PRC Master Plan Consultant 120,000
Funding: Parks & Recreation Improvement Reserve (120,000)
Ongoing Incremental Adjustments Recommended
Development Technologist “Major Projects” 143,000
Planner 3 “Development Supervisor - Major Projects” 143,000
Permits Coordinator (Starting in 2022) 86,000
Building Inspector 1 110,000
Funding: Development Fee Increases (482,000)
Cashier Clerk additional hours 45,000
Funding: Water Revenue Fund (45,000)
Recreation - Software Clerical Support 72,800
Funding: Parks & Recreation Property Tax Levy (72,800)
Executive Assistant - early 2021 start 53,700
Where Does the Money Come From and Where Does it Go? Where Does the Money Come From and Where Does it Go?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
12 | P a g e
Requests Not Recommended at this time due to funding constraints
Manager of Corporate Planning & Consultation 158,000
Information Technology - Data Analyst 114,000
Human Resources Advisor 118,000
Planning – Clerk 2 65,000
Requests Deferred Pending Service Reviews and Updates to Strategic Plans
Police Serv. - Technology Crime Coordinator 89,000
Police Serv. - Watch Clerk 78,000
Police Serv. - Court Liaison Officer 92,000
Fire Dept. - Additional Firefighter (crew from 3 to 4) 583,000
EcDev - Tourism Coordinator (Part Time to Full Time) 35,000
Requests Not Recommended at This Time
Recycling – Skip-the-Trip on Demand Recycling Pickup Program 516,000
Recycling - Community Events water refill station 21,000
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
13 | 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 can be counterproductive if
used too extensively and we advocate against
their uses:
Defer Infrastructure Renewal and Maintenance:
Some municipalities reduce expenditures in this
area for short term savings. This is short-sighted
and can prove to be far more costly in the longer
term. If a watermain is not replaced in a timely
manner, it can result in significant damage if it
bursts, resulting in a large bill for cleanup.
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 another 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 volatile and should
not be used to fund core expenditures. That is
because revenues can drop off with little advance
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 completed in a timely manner to
provide citizens and businesses the
services they need to succeed.
Amend Financial Plan Assumptions: 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, in
what areas are costs going up in? For Maple Ridge, here are the key cost drivers for 2020:
RCMP Costs
2020 2021 Increase
RCMP Contract $20,254,000 $20,434,000 $180,000
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 over. Over the life of this Financial Plan, we are trying to provide for
the addition of about 1.5 members per year in 2022 to 2025 to keep up with
growing workloads. One additional member costs about $150,000. The
increase in 2021 is much less than typical as no additional RCMP members
are included as their funds have been used for municipal community social
safety initiatives and the associated staffing.
What Would a Zero Tax Increase Look Like?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
14 | P a g e
Infrastructure Maintenance & Renewal
2020 2021
Increase
Annual Contribution $5,876,000 $6,512,000 $636,000
Comments: The City has a substantial infrastructure renewal/maintenance deficit
that we are starting to address. We do not have to do this and could continue to
defer, however, timely maintenance and renewal can help avoid larger expenditures
later, and that is why we recommend not to defer this item.
Fire Department
2020 2021
Increase
Annual Costs $12,082,000 $12,608,000 $526,000
Comments: The largest portion of the increase in the Fire Department is related to
wages and benefits of full time firefighters that are determined under a collective
agreement. For the department to hold the line in its increase, it would have to take
one truck out of service which would reduce costs by $500,000. This is not
recommended as our response times to calls for service will increase. Further, the
composite model that we have spent some time developing could be compromised.
This increase is the sum of the Fire Department item in the Conceptual Overview of
Expenditures, plus the $50,000 of growth funding.
Parks, Recreation & Culture
2020 2021
Increase
Master Plan Funding $2,125,000 $2,670,000 $545,000
Comments: The Parks, Recreation & Culture Master Plan was adopted in 2010
through community consultation. The funding includes the amounts needed for debt
payments and operating costs for a number of Parks & Recreation projects. We could
push back the phased-in funding which would delay implementation of those
projects.
Drainage Improvements
2020 2021
Increase
Annual Levy $1,730,000 $2,002,000 $272,000
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 $272,000 was planned for 2021, but we do not have to do this.
Contribution to Reserves
2020 2021
Increase
Fire Department $2,230,000 $2,361,000 $131,000
Equipment Replacement 1,749,000 1,772,000 23,000
Comments: The City relies on Reserve Funds to manage large expenditures and the What Would a Zero Tax Increase Look Like?
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
15 | P a g e
above-noted increases in contributions were planned for 2021. 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 additional money into reserves, but reserves help us smooth the impact of
larger costs over time and remove volatility in fees and charges.
General Inflation, including Labour
2021 Increase
Labour $1,038,000
Inflation No Contingency in 2021
Comments: 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. No service level reductions are recommended.
Maple Ridge is a growing community and significant investments are being made to improve the services.
Significant investments have been made in parks and recreation amenities.
Our Business Planning methodology involves looking at all that we do to make sure it is being done in the
best way possible. This has resulted in improvements to the efficiency and effectiveness of our services
and in significant savings for our citizens. Strong financial and business planning practices along with
close monitoring of expenses allows us to keep our tax increases to a minimum.
Property Tax Increase Reductions
As noted, reducing property taxes comes at the cost of a reduction in services. The property tax increase
is broken into components to be transparent about what the cost drivers are and the financial
implications of significant service level improvements or financial policy decisions.
The 2021 property tax increases associated with the figures presented on the previous page are:
Infrastructure Sustainability 0.7%
Drainage Improvements 0.3%
Parks, Recreation & Culture (PRC) 0.6%
These increases fund specific programs, or, in the case of the PRC Levy, specific investments. If the
property tax increase were to be reduced in 2021 to provide temporary relief during the pandemic,
associated projects would need to be delayed.
To provide additional perspective a 1% change in municipal property taxes equates to approximately $22
on the average home assessed at about $700,000.
Water Rates Reductions
In addition to property taxes, there are utility user fees. The majority of homes pay for municipal water,
provided by the region. The region has taken some actions, most notably increasing the amortization
period of long term debt that reduces the costs in the short term and increases the costs in the long term.
The municipality has a practice of rate smoothing. However, if temporary relief is desired from rate
increases during the pandemic, the 2021 rate increase for water could be reduced or eliminated. The
costs will eventually need to be covered as regional debt is carried for longer but that could be spread
over many future years.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
16 | 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 their purpose. Water and sewer infrastructure have a fairly long life and we are
fortunate that our infrastructure is relatively young. That being said, costs are significant which is
why it is important to start building the funds for their eventual replacement.
There are two graphs shown for each of the water and sewer utilities.
The first graph 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 an asset is 50 years and it is 25
years old, the accumulated amortization would be about half of the original cost. The purpose of
this graph is to demonstrate the need to continue to focus on the long term sustainability of
critical infrastructure.
The region also has significant investments in water and sewer assets planned that include
upgrades and replacement resulting 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 and maintenance and both regional and local capital infrastructure. The 2021 flat rate
water fee is approximately $630, 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. The Regional District reduced
their projected rate increases for 2021-2025 with an average annual increase of 7%. The
municipal rate increase has been set at 4.5% for each of the next five years. The other
consideration is funding the replacement of water infrastructure and how long we take to address
this funding gap.
$0 M
$5 M
$10 M
$15 M
$20 M
$25 M
$30 M
$35 M
2020 2021 2022 2023 2024 2025
Water Revenue Fund
Revenues
Expenses
Accumulated Surplus
$0 M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
2020 2021 2022 2023 2024 2025
Water Revenue Fund
Accum. Amort (Historic
Cost)
Accumulated SurplusUtilities & Recycling
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
17 | P a g e
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 2020 sewer fees are
approximately $461 per property. Over the 5 years of the Financial Plan, approximately 65% of
the sewer fees are 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.
The region’s most recent five year rate projection is for an average annual increase of 11.5%.
The rate increase for the municipal sewer levy increases by 8.5% for each year in the 2021 –
2025 Financial Plan.
$0 M
$5 M
$10 M
$15 M
$20 M
$25 M
$30 M
2020 2021 2022 2023 2024 2025
Sewer Revenue Fund
Revenues
Expenses
Accumulated Surplus
$0 M
$10 M
$20 M
$30 M
$40 M
$50 M
$60 M
$70 M
2020 2021 2022 2023 2024 2025
Sewer Revenue Fund
Accum. Amort. (Historic
Cost)
Accumulated Surplus
Utilities & Recycling
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
18 | P a g e
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 Recycle BC
(previously Multi-Materials BC) contract, recycling fees remained unchanged between 2013 and 2017. A
rate increase of 1.67% was implemented for 2018 followed by 2.75% annually in 2019 through 2025.
World commodity prices have declined in recent years significantly decreasing one of the revenue
sources for the Recycling Society. Rates will continue to be reviewed annually.
$ in thousands 2020 2021 2022 2023 2024 2025
Opening Balance 3,506 1,894 1,434 1,270 1,128 850
2019 Approved Capital (in
progress) (1,694)
Inflows
GRF Annual Transfer 90 90 90 90 90 90
Operating Results 52 (170) (174) (132) (148) (164)
Outflows
Planned Capital Expenditures (60) (380) (80) (100) (220) (2,500)
Estimated Accumulated Surplus 1,894 1,434 1,270 1,128 850 (1,724)
The Ridge Meadows Recycling contract costs has increased with the several increased costs of service
delivery. These increases have resulted in the proposed recycling levy increases being unsustainably low
resulting in annual draws from the Recycling Reserve. Based on the current costs projections, rates
beginning in 2022 and through to 2025 will need to increase by 5.5%.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
19 | P a g e
Staffing
The annual change in staffing averages about 2 per year on a base of over 489 positions (FTEs).
Prior year’s incrementals are the source of most increases in staffing numbers and several of these were
delayed in 2020 to future years and those delays are reflected in the schedule.
Prior Year Incrementals:
Fire Department – Firefighter in each year 2020-2023
Human Resources - Manager of Employee Experience & Engagement – January 2022
Finance - Clerk Buyer – July 2022
Information Technology – Data and Network Security Analyst – July 2021
Engineering - 2 Engineering Technologists–Projects - July 2020
Operations – 2 Water Maintenance Workers Utilities - April 2020
Operations – Operations Inspector – January 2021
Parks & Facilities – Park Attendant – January 2021
Recreation – Leisure Centre Host 0.7 FTE – January 2021
Bylaws – Manager of Community Safety – July 2020
Reorganization Changes:
Legal & Legislative – Executive Director of Legal & Legislative Services – June 2020
Finance – Senior Payroll Coordinator July 2020
Bylaws – 2 Community Safety Officers – July 2020
Full Time Equivalent Staffing (Budget)
2020 2021 2022 2023 2024 2025
Administration 3.5 3.5 3.5 3.5 3.5 3.5
Economic Development & Civic Properties 4.6 4.6 4.6 4.6 4.6 4.6
Fire Department 65.5 66.5 67.5 68.5 68.5 68.5
Legal & Legislative 7.6 8.0 8.0 8.0 8.0 8.0
Human Resources 8.0 8.0 9.0 9.0 9.0 9.0
89.2 90.6 92.6 93.6 93.6 93.6
CS Administration 1.0 1.0 1.0 1.0 1.0 1.0
Corporate Communications 2.5 2.5 2.5 2.5 2.5 2.5
Corporate Planning & Consultation 3.6 3.6 3.6 3.6 3.6 3.6
Finance 26.5 27.0 27.5 28.0 28.0 28.0
Police Services 51.3 51.3 51.3 51.3 51.3 51.3
Information Technology 21.0 21.5 22.0 22.0 22.0 22.0
105.9 106.9 107.9 108.4 108.4 108.4
Engineering Services Administration 1.0 1.0 1.0 1.0 1.0 1.0
Engineering 29.0 30.0 30.0 30.0 30.0 30.0
Operations 79.5 81.0 81.0 81.0 81.0 81.0
109.5 112.0 112.0 112.0 112.0 112.0
Administration 2.0 2.0 2.0 2.0 2.0 2.0
Parks & Facilities 44.6 45.5 45.5 45.5 45.5 45.5
Recreation & Community Engagement 72.4 73.1 73.1 73.1 73.1 73.1
119.0 120.6 120.6 120.6 120.6 120.6
P&DS Administration 1.0 1.0 1.0 1.0 1.0 1.0
Building 24.8 24.8 24.8 24.8 24.8 24.8
Licences & Bylaw 17.3 18.8 18.8 18.8 18.8 18.8
Planning 22.0 22.0 22.0 22.0 22.0 22.0
65.1 66.6 66.6 66.6 66.6 66.6
Grand Total 488.7 496.7 499.7 501.2 501.2 501.2
Administration
Corporate Services
Engineering Services
Parks, Recreation & Culture
Planning And Development Services
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
20 | P a g e
Financial Summary By Department
General Revenue & Taxation
Financial Services - Revenue & Taxation (96,466)(101,572)(5,107)5%(106,332)(111,623)(117,227)(123,133)
Administration
CAO Administration 594 605 12 2% 618 630 643 655
Economic Development & Civic Properties 570 619 48 8% 597 612 625 640
Fire Protection 14,109 14,816 707 5%15,434 16,090 16,819 17,393
Human Resources 1,855 1,931 76 4%2,178 2,270 2,313 2,355
Legislative Services 3,500 3,664 164 5%3,821 3,627 3,602 3,603
Total Administration 20,628 21,635 1,007 5%22,648 23,229 24,002 24,646
Corporate Services
CS Administration 341 462 121 36% 444 516 588 660
Communications & Community Engagement 360 367 7 2% 375 383 391 399
Corporate Planning & Consultation 496 494 (2) (0%)492 505 520 533
Finance 2,335 2,501 166 7%2,609 2,717 2,784 2,854
Fiscal Services 13,935 15,018 1,083 8%15,814 17,427 18,330 21,124
Information Technology 3,587 3,853 266 7%3,958 4,101 4,243 4,392
Mayor & Council 614 620 6 1% 631 643 655 666
Police Services 24,354 24,775 421 2%25,836 26,874 27,914 28,986
Total Corporate Services 46,022 48,092 2,070 1%50,160 53,166 55,424 59,613
Engineering Services
ES Administration 194 231 37 19% 268 305 342 380
Engineering 2,437 2,670 233 10%2,347 2,503 2,498 2,475
Operations 5,944 6,095 152 3%6,359 6,526 6,693 6,876
Recycling - - - - - - -
Sewer - - - - - - -
Water - - - - - - -
Total Engineering Services 8,575 8,997 422 1%8,975 9,334 9,534 9,731
Parks, Recreation & Culture
PRC Administration 3,434 3,603 169 5%3,770 3,939 4,112 4,286
Community Services 1,309 1,339 30 2%1,370 1,402 1,434 1,466
Facilities 2,378 2,485 107 4%2,587 2,706 2,787 2,953
Leisure Centre / Pools 2,313 2,397 84 4%2,487 2,581 2,670 2,762
Parks & Open Space 3,916 4,077 161 4%4,210 4,350 4,491 4,632
Parks Master Plan 627 1,280 653 104%2,205 2,730 4,180 4,180
Program Development 1,330 1,345 15 1%1,371 1,397 1,423 1,452
Recreation 2,489 2,539 50 2%2,588 2,641 2,841 2,894
Total PRC 17,796 19,065 1,269 1%20,588 21,746 23,938 24,625
Planning & Development Services
PDS Administration 279 318 39 14% 357 396 436 476
Building 15 23 8 56% 40 59 76 93
Licences & Bylaws 1,001 1,309 308 31%1,372 1,437 1,501 1,568
Planning 2,150 2,133 (17) (1%) 2,194 2,256 2,316 2,382
Total PDS 3,444 3,783 339 10%3,962 4,149 4,329 4,518
Total ($0 is Balanced Budget)- - - - - - -
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
21 | P a g e
Budget Change Explanations
Economic Development
Studies and Projects include funding for an enhanced GLOW Maple Ridge event.
Fire Protection
Cost increases include an additional $48,000 for dispatch services and an additional $136,000 for a
firefighter. An incremental package in 2018 adds an additional firefighter each year from 2020 through
2023.
Corporate Support
In 2020, a temporary position was added to the budget. The position began in July of 2020 and added
$45,000 in 2020 and $90,000 in 2021. Divisional Growth of $65,000 per year is budgeted in this area.
In the event that the growth in property tax assessments does not meet the budgeted amounts, these
funds will be clawed back.
Corporate Planning & Consulting
There are planned salary reductions of $15,000 in 2022 and $30,000 in all future years.
Finance Department
A Senior Payroll Coordinator was added in July 2020. The additional cost in 2021 for a full year is
approximately $60,000. The Budget for printing and mailing the tax notices was increased by $18,000 to
reflect the current costs.
Information Technology
A System and Data Security Support Specialist was added in July 2021, the additional cost for a full year
in 2022 is $60,000. A special project for the Emergency Management Solution is included in 2021 at a
cost of $35,000. Software maintenance is inflated by 3% each year and also has a growth contingency of
$40,000. In 2021, an additional $45,000 was required for Microsoft licencing.
Engineering Services Administration
Divisional Growth of $32,500 per year is budgeted in this area. In the event that the growth in property
tax assessments does not meet the budgeted amounts, these funds will be clawed back.
Engineering
2 Engineering Technologist-Projects were added in July 2020. The additional cost of a full year is
$110,000 in 2021. Special projects in Engineering vary from year to year. The increased cost in 2021
was $110,000
Parks and Recreation Administration
Divisional Growth of $65,000 per year is budgeted in this area. In the event that the growth in property
tax assessments does not meet the budgeted amounts, these funds will be clawed back.
Parks and Open Spaces
Growth of $65,000 per year is budgeted in this area to maintain additional park and boulevard tree
inventory added in the prior year.
Parks Master Plan
This includes anticipated costs of operating the new facilities and related debt repayment costs. The
costs increase as facilities come into service and the debt is issued. For a listing of facilities included,
please refer to the Capital Program section of this report under Borrowing.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
22 | P a g e
Planning & Development Services Administration
Divisional Growth of $32,500 per year is budgeted in this area. In the event that the growth in property
tax assessments does not meet the budgeted amounts, these funds will be clawed back.
Building
The Building Department has revenues of $2,700,000 and expenses of $2,723,000. The Change % looks
large due to the small net cost of the department.
Licences & Bylaws
Two additional Community Safety Officers and the Manager of Community Safety were added in July of
2020. The additional cost for these 3 positions is $172,000 in 2021. Uniforms and supplies were also
increased by $20,000 to cover these costs for the 4 Community Safety Officers and the Manager of
Community Safety.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
23 | P a g e
Composition of Property Assessment Base
The tax rate charged to the Residential Class is relatively low when compared to the rate charged
to the Business and Industry classes, so we need to keep an eye on the composition of our
property tax base.
The following chart shows the residential proportion of the assessment base in area
municipalities. The range is from a low of 71.92% in the City of Langley to a high of 96.34% in
West Vancouver. The chart also shows how this percentage has changed between 2009 and
2020.
Lower Mainland Municipalities
% of Residential Class Property Assessment Values
All municipalities except Langley City have seen a reduction in the proportion of the assessment
base that is represented by residential properties.
Lower Mainland Municipalities
% Change in % of Residential Portion of Property Assessment Values from 2009—2020
One should be careful with conclusions that are reached by looking at this data. For instance, the
changes could simply be 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 2020 Revised Rolls
Composition of Property Assessment Base
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
24 | P a g e
Capital Program
Status of 2020 Capital Projects
The budget for the 2020 Capital Works Program
is $215 million, with funding coming from
multiple sources, including approximately $40
million from Development Cost Charges. The
budget in the first year of a financial plan that is
adopted in May is usually higher than
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. It is important that when these projects
are ready to proceed, they are in the approved
budget with funding in place. The budget for
projects that have been started is $167 million
and consists of projects that are in various
stages as follows:
Complete or nearly complete 38%
Well underway 40%
Early stages (design/tender) 13%
Early stages of review 9%
The budget for projects not yet started is
approximately $60 million with delays due to a
host of factors including reliance on other
capital work, land acquisition and strategic or
technical delays.
Some examples of larger, previously approved
projects that have extended over one year are:
Fire Hall No. 4 Construction and Equipment
Parks & Recreation:
Park Acquisitions (various locations)
Leisure Centre Renovations
Albion Community Centre
Silver Valley Neighbourhood Gathering
Places
Hammond Community Centre
Telosky/Thomas Haney Synthetic Field
Additional Ice Sheet at Planet Ice
Road & Drainage Works:
232 Street (116 Avenue – Slager)
132 Avenue (232-235) Fern Crescent
240 Street (Lougheed– Dewdney Trunk)
Sewer Works:
225 Street Pump Station and Forcemain
Water Reservoirs Works:
Watermain Replacements along DTR
270A Street Reservoir
263 Street Pump Station
236 Street Pump Station
Projects that are not complete at the end of 2020
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 the 2021 - 2025 Financial Plan Bylaw
when it is amended.
It is important that when these projects
are ready to proceed,
they are in the approved budget and
funding is in place.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
25 | P a g e
2021 – 2025 Capital Plan
The five-year Capital Program is $199 million and 2021 planned capital projects are $45 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 Program is included in Appendix I. The following chart summarizes the Capital Program
according to the type of project.
Proposed Capital Spending by Category
(All $ in Thousands)
Section 2021 2022 2023 2024 2025
Government 3,964 420 1,040 560 2,790
Technology 3,000 1,871 3,123 2,235 1,366
Protective Fire 462 476 490 505 520
Protective Police 172 10 10 10 -
Parks 2,885 4,015 3,125 1,790 3,725
Highways 13,932 11,039 17,556 16,569 27,767
Drainage 3,303 3,076 2,700 3,558 8,647
Sewage 7,661 4,671 2,641 2,691 2,141
Water 9,365 7,785 4,420 6,395 4,100
Grand Total 44,744 33,363 35,105 34,313 51,056
By far, most of the projects are in the Highways category. The following table illustrates the
sources of funding. The proposed Capital Program is larger in some years due to projects funded
through Development Cost Charges and the Water and Sewer Utility Funds.
Proposed Capital Funding Sources
(All $ in Thousands)
Fund Group 2021 2022 2023 2024 2025
General Revenue 4,313 3,734 5,561 3,148 3,585
Capital Works Reserve 1,050 277 277 439 250
Core Development Reserve 1,900 - - - -
Development Cost Charges 7,240 10,342 11,299 6,969 16,049
Drainage Improvement Reserve 2,081 1,898 1,470 2,399 4,849
Equip Replacement Reserve 3,345 1,872 3,018 2,912 1,048
Fire Department Capital Reserve 136 195 254 313 322
Gaming Reserve 200 200 200 200 200
Grants, LAS, 3rd Parties 1,064 1,370 1,655 1,973 6,700
Infrastructure Sustainability Reserve 5,093 5,137 6,322 7,097 7,934
Parkland Acquisition Reserve 200 200 200 200 200
Police Services Reserve 276 8 8 8 -
Recycling Reserve 380 80 100 220 2,500
Reserve for Committed Projects 150 100 50 - -
Sewer Capital 4,867 3,549 2,327 2,005 1,636
Surplus 100 - - - -
TransLink 3,605 417 160 160 1,900
Water Capital 8,724 3,984 2,204 6,270 3,883
Parks & Rec Improvement Reserve 20 - - - -
Grand Total 44,744 33,363 35,105 34,313 51,056
Capital Program Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
26 | P a g e
Key Funding Sources:
General Revenue
This represents funding contributed by
general tax levies. If the planned project is
larger or less than the dedicated
proportion of General Revenue funding,
the residual is transferred to or from the
Capital Works Reserve.
Debt
There is no debt funding for the proposed
capital program. The borrowing of $49.5
million recently approved for Parks and
Recreation improvements is in the 2020
capital program.
Capital Works Reserve
This reserve fund, established by bylaw, is
designed to fund Capital Projects that
cannot be funded through development
revenues.
Community Amenity Reserve
This reserve, established by bylaw, is
funded through amenity contributions paid
by development. The funds are used to
provide community amenities which are
not able to be funded by Development
Cost Charges.
Development Cost Charges
These are revenues collected from the
development community 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 is shown on the following page.
Capital Program Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
27 | P a g e
Here is a recap of all of our Reserves as at the end of 2019, the main ones of which are
discussed on the following pages. A large portion of the balances are committed to capital
projects that are in progress.
$ in thousands
Total Reserves: Accumulated Surplus, Reserve Funds and Reserve Accounts – $136.2 million
Restricted Revenues are not considered reserves; rather they are liabilities, as they have been collected in advance of
specific expenditures.
Capital Program Accumulated Surplus
General Revenue 7,623 General Revenue:
Sewer Revenue 7,217 Specific Projects - Capital 13,056
Water Revenue 15,518 Specific Projects - Operating 7,442
Total Accumulated Surplus 30,358 Self Insurance 797
Police Services 10,118
Core Development 2,285
Reserve Fund Balances Recycling 3,506
Local Improvement 2,634 Community Development 1,457
Equipment Replacement 17,948 Building Inspections 3,471
Capital Works 7,826 Gravel Extraction 840
Fire Department Capital 2,903 Community Works (Gas Tax) 918
Sanitary Sewer 1,314 Facility Maintenance 961
Land 752 Snow Removal 850
Reserve Funds 33,377 Parks & Recreation Improvement 159
Cemetery Maintenance 119
Infrastructure Sustainability 6,497
Drainage Improvements 2,759
Restricted Revenue Balances Critical Building Infrastructure -
Development Cost Charges 25,663 Gaming Revenues 2,734
Parkland (ESA) Acquisition 1,742 General Revenue Reserve Accounts 57,969
Other Restricted Revenues 9,176 Sewer Reserve Accounts 7,566
Total Restricted Revenues 36,581 Water Reserve Accounts 6,966
Total Reserve Accounts 72,501
Reserve Accounts
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
28 | 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, a percentage of general taxation 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.
Here is our analysis of the Capital Works Reserve:
Capital Works Reserve Projection
$ in thousands 2020 2021 2022 2023 2024 2025
Opening Balance 7,826 7,336 7,311 8,900 8,976 11,465
2019 Approved Capital (in progress) (8,484)
Add Back: PY spend 6,746
Inflows
Annual Transfer 832 901 952 1,004 1,058 1,114
Repayment Pool Reno 870 870 870 870 870 870
Total Inflows 1,702 1,771 1,822 1,874 1,928 1,984
Outflows
Planned Capital Expenditures (1,257) (1,050) (277) (277) (439) (250)
Balance of GCF funded capital 803 (746) 44 (1,521) 1,000 907
Total Outflows (454) (1,796) (233) (1,798) 561 657
Estimated Ending Balance 7,336 7,311 8,900 8,976 11,465 14,106
Min Reserve (10% PY Taxes) 8,028 8,462 8,919 9,401 9,904 10,434
Unencumbered Balance (692) (1,151) (20) (425) 1,561 3,671
Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
29 | 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 project to construct Fire Hall No. 4 is nearly complete and this reserve will be used to
pay a portion of the costs directly as well as repay the associated debt. The planned capital
expenditures are detailed in the following table:
Fire Department Capital Acquisition Reserve Projection
$ in thousands 2020 2021 2022 2023 2024 2025
Opening Balance 2,903 1,668 2,548 3,516 4,577 5,917
2019 Approved Capital (in progress) (12,870)
Add Back: PY spend 10,089
Inflows
GRF Annual Transfer 1,845 1,996 2,143 2,295 2,453 2,617
Surplus Repayments (2020-2023) (180) (180) (180) (180)
Outflows
Planned Capital Expenditures (119) (136) (195) (254) (313) (322)
Debt Repayments - (800) (800) (800) (800) (800)
Estimated Ending Balance 1,668 2,548 3,516 4,577 5,917 7,412
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 trucks are often kept for 20 years and this
reserve will build over time to address the scheduled replacements.
Fire Department Equipment Replacement Reserve Projection
$ in thousands 2020 2021 2022 2023 2024 2025
Opening Balance 3,741 1,896 2,776 3,772 4,888 6,128
2019 Approved Capital (in progress) (2,471)
Add Back: PY spend 1
Inflows
GRF Annual Transfer 937 1,055 1,177 1,302 1,432 1,566
Outflows
Planned Capital Expenditures (312) (175) (181) (186) (192) (198)
Estimated Ending Balance 1,896 2,776 3,772 4,888 6,128 7,796
Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
30 | 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 $2 billion. An increase of 0.7% is
planned for 2022 and 2023 and 1.0% in 2024 and 2025. The table below illustrates the
inflows generated from general taxation and how it has been allocated.
If we look only at the roads component of our infrastructure, the historic annual amount spent
on repaving roads is a fraction of what is required to maintain their condition. Over the past
number of years we have been able to increase the annual amount dedicated to road
maintenance and, as a result, we are seeing positive results in the condition of our roads,
though further funding is needed to close the gap between current and recommended funding
levels. This funding gap results in deferred maintenance which translates into larger future
expenditures to resurface or perhaps even reconstruct roads.
As we are several years into this funding model, the amounts dedicated to infrastructure 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. The average
condition of our assets will continue to worsen until we build the funding up to $30 million.
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 2021 2022 2023 2024 2025
Inflows
Property Taxes Prior Year 6,460 6,460 6,460 6,460 6,460
Property Tax Increase 363 1,217 2,117 3,172 4,284
Gaming Funds - - 550 550 550
Total Inflows 6,823 7,677 9,127 10,182 11,294
Allocations
Building Infrastructure Planned 1,440 1,590 1,740 1,890 2,040
Fire Dept - Equipment Replacement 525 600 675 750 825
Highways ISR Capital Planned 3,796 4,284 5,371 6,063 6,811
Drainage Capital Planned 943 1,051 1,159 1,267 1,376
Information Technology 25 50 75 100 125
Major Equipment/Systems Reserve 94 102 107 112 117
Total Allocations 6,823 7,677 9,127 10,182 11,294
Estimated Ending Balance - - - - -
We are making progress on the path to
bridging our infrastructure deficit. Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
31 | P a g e
Capital Funded by Others
The Capital Program includes $1 million of funding each year as a placeholder for Local Area Services
that property owners may petition the City to construct. The cost of these local improvements is typically
recovered over 15 years as a separate charge included on the property tax bills of benefiting properties.
In addition, $0.5 million of grants or other external funding is planned over the next five years. Projects
will be re-evaluated if funding is not secured.
($ in thousands) CFO% 2021 2022 2023
118 Ave (230 - 231) 20% - 75 350
132 Ave (Balsam - 236) - Fern Crescent Construction 33% 1,500 - -
232 St (116 - Slager) Multi-Use Pathways And Road Upgrade 91% 1,491 - -
240 Street Bridge North of 124 Avenue - Planning and Design 53% - 100 100
Abernethy (231 - 232) Construction 44% 1,700 2,137 -
Abernethy Way Extension 232-240 38% 100 1,000 2,000
Front Counter Kiosk Expansion + 20% 150 - -
Hammond Road Multi-Use Pathways (West Street to 203 Street) 67% 1,500 - -
Local Area Service - Drain 100% 250 250 250
Local Area Service - Road 100% 250 250 250
Local Area Service - Sewer 100% 250 250 250
Local Area Service - Water 100% 250 250 250
RCMP - Furniture Replacement 20% 10 10 10
RCMP - Second Floor Small Wall and Door Removal 20% 12 - -
7,463 4,322 3,460
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
32 | P a g e
Borrowing
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.
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 2020 Annual
Report, the unused liability servicing
capacity was $21 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 $4 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 the 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.
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, 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 2021-2025 Financial Plan includes debt
payments on the following previously approved
projects:
Fire Hall No. 4 Construction ($6 million)
Borrowing of $6 million is authorized for this
project and the balance of the project is funded
from the Fire Department Capital Acquisition
Reserve.
Cemetery Expansion ($1.1 million)
The City is also authorized to borrow $1.1 million
for the expansion of the cemetery. Two of the
three properties have been purchased and $2.22
million of external borrowing has occurred.
Parks & Recreation Improvements ($49.5 million)
Leisure Centre Renovation $3.5 million
Telosky Synthetic Fields 7.0 million
Albion Community Centre 8.5 million
Silver Valley Gathering Place 1.0 million
Hammond Community
Centre Renovation 2.5 million
Whonnock Lake Canoe &
Kayak Club 1.0 million
Maple Ridge Secondary School
Track Facility Upgrades 2.5 million
Additional Ice Sheet 23.5 million
Property tax increases were approved to provide
for the debt servicing costs and the operating
costs of the above projects. In addition,
Community Amenity Charges are relied on to fund
these projects.
Capital Program Capital Program
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
33 | P a g e
Impact to the Average Home
At the end of the day, it is important to understand what this Financial Plan means to the
average home. The assessed value of the “average home” for the 2020 taxation year was
approximately $699,462.
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 the “average home.” Service fees include flat rate water, flat rate
sewer, recycling and single-home blue box pickup.
Within the General Purpose change of 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.Impact to the Average Home
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
34 | P a g e
The general property tax increase averages
2% per year over the life of this Financial Plan
Average Residence Valued at $699,462 2020 2021 2022 2023 2024 2025
Average Home Municipal Levies:
General Purpose (Gen. & ISR)2,093.70$ 2,152.78$ 2,218.52$ 2,286.62$ 2,359.61$ 2,435.23$
Drainage 42.39 48.95 51.22 53.57 53.57 53.57
Parks & Recreation 51.97 65.10 78.70 92.79 107.39 122.51
Subtotal Property Taxes 2,188.06$ 2,266.83$ 2,348.44$ 2,432.98$ 2,520.57$ 2,611.31$
User Fees
Recycling (fixed rate)76.61$ 78.72$ 80.88$ 83.10$ 85.39$ 87.74$
Water (fixed rate)659.80 689.50 720.55 752.95 786.85 822.25
Sewer (fixed rate)428.05 461.45 497.70 537.05 579.70 626.00
Total Property Taxes and User Fees*3,352.52$ 3,496.50$ 3,647.57$ 3,806.08$ 3,972.51$ 4,147.30$
* Does not include collections for others (School, BCAA, GVTA, GVRD, MFA)
2020 2021 2022 2023 2024 2025
Average Home Municipal Levies Increases:
General Purpose 2.25% 2.00% 2.00% 2.00% 2.00% 2.00%
Infrastructure Replacement 0.70% 0.70% 0.90% 0.90% 1.00% 1.00%
Parks & Recreation 0.60% 0.60% 0.60% 0.60% 0.60% 0.60%
Drainage 0.30% 0.30% 0.10% 0.10% 0.00% 0.00%
Total Property Tax Increase %3.85% 3.60% 3.60% 3.60% 3.60% 3.60%
Recycling Increase %2.75% 2.75% 2.75% 2.75% 2.75% 2.75%
Water Increase %4.50% 4.50% 4.50% 4.50% 4.50% 4.50%
Sewer Increase %7.75% 7.80% 7.86% 7.91% 7.94% 7.99%
Total Property Taxes and User Fees Increase 4.38% 4.29% 4.32% 4.35% 4.37% 4.40%
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
35 | P a g e
Survey of 2020 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
Langley-City 857,982 2,116 1 1,135 3,251 1
Pitt Meadows 763,290 2,186 3 1,127 3,313 2
Port Coquitlam 897,531 2,359 5 1,023 3,382 3
Delta 959,845 2,488 8 909 3,397 4 (2)
Langley-Township 968,824 2,170 2 1,376 3,545 5
Surrey 1,109,084 2,193 4 1,363 3,556 6 (6)
Maple Ridge 850,522 2,513 9 1,164 3,678 7 (7)
Burnaby 1,441,032 2,455 6 1,230 3,686 8 (1)
Mission 737,346 2,482 7 1,269 3,751 9 (3)
Richmond 1,462,748 2,634 11 1,207 3,841 10 (5,6)
North Vancouver-City 1,460,127 2,596 10 1,278 3,873 11 (4)
Coquitlam 1,162,939 2,649 12 1,379 4,028 12
Port Moody 1,265,861 3,351 16 1,207 4,558 13 (1)
Vancouver 2,022,879 3,198 15 1,452 4,650 14
North Vancouver-District 1,602,424 2,978 13 1,754 4,732 15
New Westminster 1,106,718 3,032 14 1,704 4,737 16 (1)
West Vancouver 2,843,995 4,884 17 2,098 6,982 17 (5,6)
Average 1,265,479 2,723 1,334 4,056
Median 1,109,084 2,513 1,269 3,751
Highest 2,843,995 4,884 2,098 6,982
Lowest 737,346 2,116 909 3,251
Notes:
Values are rounded.
*
(1)
(2)
(3)
(4)Water and Sewer Rates reflect a 5% discount for on time/early payment.
(5)
(6)
(7)
Average Assessed Value determined by using BC Assessment’s 2020 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.
Water, Sewer, Garbage/Recycling Rates receive 10% discount for on time/early payment.
Sewer and Water are metered and are therefore projected amounts.
Utility Rates include Water, Sewer and Recycling.
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
36 | P a g e
In the 2020 survey on Residential taxes, we also looked at the tax increases over the past three
years across surveyed municipalities. Tax increases in 2020 ranged from a low of -0.6% in North
Vancouver City to a high of 4.5% in Vancouver. The tax increase to the average single family
dwelling in Maple Ridge was 4.0%
Commercial Taxes
In 2020, we surveyed taxes assessed against the Business Class 6. 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 2020, our tax multiple was 2.63 (8.2156 Business Class 6 rate divided by
3.1282 Residential Class rate). A lower tax multiple is preferred by businesses.
Maple Ridge Business Class, Residential Class, Tax Multiple
Year Business Residential Multiple
2014 12.7314 4.4625 2.85
2015 12.3038 4.4713 2.75
2016 11.8801 4.3761 2.71
2017 10.9322 3.3412 3.27
2018 9.8429 2.9961 3.29
2019 8.9367 2.8326 3.15
2020 8.2156 3.1282 2.63
Municipal
Taxes Change Municipal
Taxes Change Municipal
Taxes
2 Year
Change
Langley Township 2,050 3.7% 2,126 2.0% 2,170 5.8%
Pitt Meadows 2,053 2.8% 2,110 3.6% 2,186 6.5%
Surrey 2,120 0.4% 2,128 3.1% 2,193 3.4%
Port Coquitlam 2,343 -0.2% 2,339 0.9% 2,359 0.7%
Burnaby 2,458 -2.0% 2,409 1.9% 2,455 -0.1%
Mission 2,152 3.6% 2,230 11.3% 2,482 15.3%
Delta 2,508 -2.3% 2,449 1.6% 2,488 -0.8%
Maple Ridge 2,358 2.5% 2,417 4.0% 2,513 6.6%
North Vancouver City 2,788 -6.3% 2,611 -0.6% 2,596 -6.9%
Richmond 2,576 0.6% 2,592 1.6% 2,634 2.2%
Coquitlam 2,569 0.4% 2,580 2.7% 2,649 3.1%
North Vancouver District 2,861 1.9% 2,915 2.2% 2,978 4.1%
New Westminster 2,974 -0.8% 2,949 2.8% 3,032 2.0%
Vancouver 3,027 1.1% 3,059 4.5% 3,198 5.6%
Port Moody 3,285 1.9% 3,346 0.1% 3,351 2.0%
West Vancouver 5,469 -13.7% 4,719 3.5% 4,884 -10.7%
2018 2019
Municipality
2020
How Our Taxes Compare to Other Municipalities
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
37 | P a g e
This chart shows how our tax multiple compares to surveyed municipalities. Our multiple is the
ninth lowest.
Caution should be used in reaching conclusions around multiples because 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 shifting the tax burden from the
Commercial Class to the Residential Class. Our budgets are balanced and shifting the tax burden
benefits to one class are at the expense of another.
Business Class Tax Multiples, Based on General Municipal Rates
Municipality 2018 2019 2020 Rank
West Vancouver 2.7 2.0 1.8 1
Chilliwack 2.4 2.3 2.0 2
Port Moody 2.8 2.3 2.0 3
Langley, Township 3.7 3.6 2.0 4
Richmond 3.1 2.7 2.4 5
North Vancouver, District 3.5 2.7 2.4 6
Delta 3.3 3.0 2.4 7
Abbotsford 2.9 2.9 2.6 8
Langley, City 3.0 3.0 2.6 9
Maple Ridge 3.2 3.1 2.6 10
Surrey 3.3 3.1 2.7 11
Pitt Meadows 3.4 3.2 2.8 12
North Vancouver, City 3.8 3.1 2.8 13
Vancouver 4.0 3.2 2.8 14
Port Coquitlam 3.7 3.3 2.9 15
Burnaby 4.1 3.5 3.1 16
Coquitlam 4.3 3.6 3.2 17
New Westminster 4.1 3.8 3.4 18
Mission 4.0 4.1 3.6 19
How Our Taxes Compare to Other Municipalities
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
38 | P a g e
Financial Indicators
Financial indicators provide information
about an entity that may be useful in
assessing its financial health or comparing
its financial picture with that of other
municipalities. As with all statistical data,
it’s important to keep in mind that ratios
need to be interpreted carefully. They
provide information but, on their own, do
not show whether the results are good or
bad.
The data for the indicators shown comes
from the Province’s Local Government
Statistics section and is compiled from
reports that each municipality is required
to submit to the Province. The
municipalities shown are all GVRD
members (the smaller villages have been
excluded), with the addition of the
neighbouring municipalities of Mission,
Abbotsford and Chilliwack. The
comparisons we used are for the years
2017 and 2018 as 2019 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 for
settling 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 Indicators
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
39 | P a g e
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 repay or refinance
debt.
The data shown is for 2018 vs 2017. This is the most current information 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.
Financial Indicators
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
40 | P a g e
A comparison of assets to liabilities in any given year will be affected by business decisions made
during the year that do not necessarily reflect a decline in the fiscal health of a municipality. For
example, a decision to borrow money will increase liabilities and reduce these ratios, as seen
with Port Moody in 2018.
The data shown is for 2018 vs 2017. This is the most current information 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.Financial Indicators
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
41 | P a g e
Expenditures per capita are affected by annual variations in spending, particularly capital
spending. In years where a greater amount of tangible capital assets are acquired, expenditures
per capita will be higher than in years where a lesser amount were acquired.
The data shown is for 2018 vs 2017. This is the most current information 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.
Financial Indicators
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
42 | P a g e
Conclusion
For 2021, the City expects approximately $4.9 million in new revenue, primarily due to property
taxes; both new taxes from development and increases in property taxes. The majority of the
additional revenue is used to fund cost increases for existing services, such as labour. A portion
of the property tax increase is dedicated to improving the level of infrastructure replacement,
drainage infrastructure and Parks & Recreation Master Plan funding.
Improvements to service levels, maintenance of our existing infrastructure and the cost of
existing services have all been managed with property tax increases included in the Financial
Plan Guidelines. Options to increase or decrease these service levels, along with the property tax
implications, were itemized.
Maple Ridge’s Business Planning culture 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.
Council’s continued support of 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 of focusing on long term Financial Planning in
dedicated funding to be spent on infrastructure renewal, ensuring that the services our citizens
currently enjoy are sustainable.
We continue to face pressures in delivering services to a community that is growing at a brisk
pace. The incremental adjustments, summarized earlier in this report, will help address some
service level demands and support the delivery of Council’s Strategic Plan.
There are several work plan items that will result in more detailed implementation plans (such as
updated Master Plans). Items that include significant coordinated efforts or investments often
require research and careful consideration of the data to ensure decisions are well informed.
When the implementation plans are considered the funding can also be considered. In some
instances, it may make sense to start building the financial capacity earlier to allow some easing
in of costs to ratepayers.
Not all the information required to make budget decisions exists at any one time. 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 associated with the pandemic.
Conclusion
FINANCIAL OVERVIEW REPORT
Financial Plan 2021 - 2025
43 | P a g e
Recommendations for 2021 – 2025 Financial Plan
On July 28, 2020, Council approved the Business & Financial Planning Guideline 2021 – 2025.
Theses recommendations are consistent with these guidelines.
The key financial implications of this budget include:
1. General Purpose Property Tax Increase;
2.0% per year.
2. Infrastructure Sustainability Property Tax
Increase; 0.7% per year in 2021, 0.9% per
year in 2022 & 2023 and 1% in 2024 &
2025.
3. Parks, Recreation & Culture Property Tax
Increase; 0.60% per year.
4. Storm Water Property Tax Increase; 0.30% in
2021 and 0.10% in 2022 & 2023. No
increase in 2024 or 2025.
5. Water Levy Increase; 4.5% per year.
6. Sewer Levy Increase; 8.5% per year.
7. Recycling Levy Increase; 2.75% per year.
8. Growth in Property Tax Revenue
Assumptions of 1.75% to 1.80% per
year.
9. Incremental Adjustments; as
outlined on page 21.
10. Provision for costs associated with
growth as outlined on page 8,
subject to available funding.
11. Capital Program totaling $44.7
million in 2021, $33.4 million in
2022, $35.1 million in 2023 and
$34.3 million in 2024 and $51
million in 2025.
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 when Council formally considers the
proposed Financial Plan. Public engagement can be difficult on the budget. However citizen or
user input is often sought more directly on the individual services the City provides which inform
the Corporate Plan as well as the Financial Plan.
In addition, your comments and questions are welcome at any time.
e-mail, addressed to: budget@mapleridge.ca
voice mail, Budget Hotline: 604-467-7484
in writing, addressed to:
Trevor Thompson, 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 mapleridge.ca
Recommendations & General Information
Appendix I – 2021 – 2025 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2021 2022 2023 2024 2025
Financial Plan 2021 - 2025
44 | P a g e
Government 3,964 420 1,040 560 2,790
Bylaws Van 50 - - - -
Business Tower – Lifecycle 1,900 - - - -
City Office Renos & Equip 200 - - - -
CSO Super Cab Pick Up Truck 4x4 47 - - - -
Emergency Equip. for 10 Bylaw & Community Safety Vehicles 46 - - - -
Equip Purch - GPS and Robotic Total Station 60 - - - -
Minor Capital - City 100 100 100 100 100
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
Municipal Communication Tower 500 - - - -
Office Furniture for 7 Employees 17 - - - -
Operations Centre - Fuel Island Replacement - - 600 - -
Operations East Site Access 100 - - - -
Recycling Collection Equipment 80 80 100 100 -
Recycling Collection Truck - Semi-Auto, Hydraulic Lift 300 - - - -
Recycling Depot - Site Upgrade, paving & covered area - - - 120 -
Recycling Land Purchase and Site Upgrade - - - - 2,500
Renovation - Convert Archive Room to Bylaw Office Space 74 - - - -
Secondary Operations Site Facility 50 50 50 50 -
Works Yard Paving Phase 2 250 - - - -
Workstation/Desk Replacement 60 60 60 60 60
Technology 3,000 1,871 3,123 2,235 1,366
AMANDA 7 Migration 390 - - - -
Archival Storage Array - - - - 200
Asset Management - 375 375 - -
Bandstand Kiosk for Public Use of Lighting and Sound System. 50 - - - -
Build Up Test and Development Environment - - 50 - -
Customer Kiosk Project 65 - - - -
Digital Signatures for Laserfiche and External Document 10 - - - -
Disaster Recovery Infrastructure - - 97 - -
Enterprise Password Manager - 60 - - -
Enterprise System Replacement (Financial and HRIS) - 250 750 500 -
Enterprise Two Factor Authentication For Office 365 20 - - - -
Equipment Replacement - IT 1,200 711 1,072 1,360 791
Fibre Extensions (various) 250 250 250 250 250
Firewall Feature Upgrade 80 - - - -
Infrastructure Growth 50 50 50 50 50
Appendix I – 2021 – 2025 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2021 2022 2023 2024 2025
Financial Plan 2021 - 2025
45 | P a g e
Technology
IT Infrastructure Asset Management 30 - - - -
Laserfische License Increase 50 50 - - -
Local Government Subscription to FME Server 15 15 25 25 25
Main Hall Cable Plant - - 150 - -
Meeting Rooms AV Improvement Project 310 - - - -
Network Traffic Monitoring and Analyzing 50 50 50 50 50
People Counting Device 60 - - - -
Public Access Community Kiosks - - 39 - -
Qwhery - Voice Technology 20 - - - -
Remote Working Infrastructure Fund Required due to COVID19 100 - - - -
Security Management Software 70 - - - -
Security Review and Remediation Program 15 60 15 - -
Server Growth Increment - - 75 - -
Storage Infrastructure Expansion 125 - 125 - -
Upgrade Live Streaming Infrastructure 40 - - - -
Protective Fire 462 476 490 505 520
ECOMM Radio 462 476 490 505 520
Protective Police 172 10 10 10 -
Front Counter Kiosk Expansion + 150 - - - -
RCMP - Furniture Replacement + 10 10 10 10 -
RCMP - Second Floor Small Wall and Door Removal + 12 - - - -
Parks 2,885 4,015 3,125 1,790 3,725
Albion Community Centre Equipment 20 - - - -
Fraserview Park Development - - - 425 -
Greenbelt Acquisition 200 200 200 200 200
Haney Nokai Park Improvement - - - - 600
Horse Hamlet - 128 ave. Neighbourhood Park Development - - - 460 -
Minor Capital - Gen Rec 30 30 30 30 30
Minor Capital Parks Improvements 75 75 75 75 75
NE Albion Park Acquisition 110 and Lockwood - - - - 2,820
NE Albion Park Acquisition SE 112 and Lockwood - - 2,820 - -
North Central Park (232 and 122) - 610 - - -
Park Development (248 and 108) - 500 - - -
Recreation Infrastructure 150 600 - - -
Silver Valley 09 - S of 235 and Larch - 2,000 - - -
South Haney Park (230 and 113) Acquisition 2,410 - - - -
South Haney Park (230 and 113) Development - - - 600 -
Appendix I – 2021 – 2025 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2021 2022 2023 2024 2025
Financial Plan 2021 - 2025
46 | P a g e
Highways 13,932 11,038 17,556 16,570 27,768
102 Ave at 240 St East - - 100 600 -
112 Ave Urban Road Upgrade East of 240 St (Construction) - - 6,000 - -
112 Ave Urban Road Upgrade East of 240 St (Design) 100 300 - - -
116 Ave Urban Road Upgrade 203 to Warsley - - 150 1,000 -
118 Ave (230 - 231) + - 75 350 - -
123 Ave Corridor - 203 to Laity Construction - - - 100 400
123 Ave Corridor - Laity to 216 Reconstruction Phase 1 689 945 945 - -
124 Avenue 244-248 Connection - - - 100 450
132 Ave (Balsam - 236) - Fern Crescent Construction + 1,500 - - - -
203 and Dewdney - NB/SB Protective Permissive Left Turn Signal 50 - - - -
207 St and 119 Ave RRFB Installation - 150 - - -
210 St 200m N of 128 Road and Drainage Improvements - - 358 1,000 1,000
222 and Selkirk - Curb Extensions 150 - - - -
223 Street Sidewalk (fronting Beckett Park) 180 - - - -
224 St at 124 Ave - Intersection Safety Improvements - 800 - - -
224 St at 132 Ave (N Alouette Bridge) Design - - 350 - -
224 St at 132 Ave (N Alouette Bridge) Replacement - - - 4,000 -
232 St (116 - Slager) Multi-Use Pathways And Road Upgrade + 1,491 - - - -
240 and Dewdney - WB Protective Permissive Left Turn Signal 50 - - - -
240 Street Bridge North of 124 Avenue - Planning and Design + - 100 100 700 -
Abernethy (231 - 232) Construction + 1,700 2,137 - - -
Abernethy Way Extension 232-240 + 100 1,000 2,000 2,000 19,000
Access Culverts 22 22 22 22 22
Bridge Repairs Struct Upgrade 150 150 150 150 150
Cycling Improvements - 250 250 250 250
Dewdney Trunk at Burnett Ped Signal - - - 300 -
Equip Replacement - Fleet 1,600 920 1,700 1,300 -
Hammond Road Multi-Use Path (West Street to 203 Street) + 1,500 - - - -
Kanaka Way & 234A St Roundabout Modification 150 - - - -
Local Area Service - Road + 250 250 250 250 250
Lougheed 228 St Access Signal Improv 650 - - - -
Pedestrian Improvements - 250 250 250 250
Private Driveway Crossings 7 7 7 7 7
River Rd Traffic Corridor Improvements 1,000 - - - -
Road Rehabilitation Program 1,853 2,941 3,834 3,720 5,668
Sidewalk Replacement 90 90 90 90 90
Street Lighting Upgrade Program 500 500 500 500 -
Streetlight Pole Replace Program 50 50 50 50 50
Traffic Calming Program - - - 80 80
Traffic Signal Replacements 100 100 100 100 100
Appendix I – 2021 – 2025 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2021 2022 2023 2024 2025
Financial Plan 2021 - 2025
47 | P a g e
Drainage 3,303 3,076 2,700 3,558 8,647
287 St (Storm Main at Watkins - Const) 400 - - - -
Culvert Replacement Program 450 450 450 450 450
Drainage Replacement Program - 126 554 637 601
Drainage Upgrade Program 1,181 2,228 1,074 2,199 2,199
DTR Storm main replacement 900 - - - -
Flood Abatement North Alouette - - - - 125
ISMP Watershed Review 100 - - - -
Local Area Service - Drain + 250 250 250 250 250
Lower Hammond Pump Station - - 50 - 5,000
Princess St Drainage Pumping Station - - 300 - -
Private Storm Sewer Connections 23 23 23 23 23
Sewage 7,661 4,671 2,641 2,691 2,141
122 Ave Sanitary Replacement - - - - 1,050
126 Ave (216 - Grace) - 50 800 - -
136 Ave (at Foreman) Pump Station Upgrade - 80 - 500 -
208 St Sewage Station Replacement - - 100 1,000 -
216 Street (124 Avenue to 128 Avenue) 350 - - - -
223 St (117 to North) 850 - - - -
225 St (Haney Bypass to 116) 120 - - - -
225 St Forcemain and PS Upgrade - Phase 2 3,000 3,000 - - -
225 St Forcemain and PS Upgrade - Phase 4 1,000 - - - -
228 St, 123 Ave - North of Purdey - - - - 700
JRW Forcemain (Fairgrounds to River Road) 200 - - - -
Local Area Service - Sewer + 250 250 250 250 250
Lougheed, (220 to Carshill) 250 - - - -
Meadow Brook Sewage Station Replacement - - 300 - -
Private Sewer Connections 41 41 41 41 41
Royal Cres at 225 St Diversion MH Overbuild (2018) 100 - - - -
Royal Crescent at 226 Street 300 - - - -
Sanitary Master Planning - 150 - - -
SCADA Replacement Program 100 100 100 100 100
Sewage System Rehab and Replacement - 700 750 800 -
Steeves Sewage Pump Station Replacement - 300 300 - -
Steeves, (118 Ave to River Road) 1,100 - - - -
Water 9,365 7,785 4,420 6,395 4,100
124 Ave (Laity St - 216 St) Watermain Replacement - - - 1,200 -
132 Ave - 220 St to 224 St Watermain Replacement - - - - 1,000
132 Avenue, 236-237A & 237A Street, 132-132A 50 1,000 - - -
Appendix I – 2021 – 2025 Proposed Capital Plan
(All $ in Thousands)
Section -> Project 2021 2022 2023 2024 2025
Financial Plan 2021 - 2025
48 | P a g e
132 Avenue, Balsam to 236 Street - 50 1,000 - -
136 Ave, 224 Street to Foreman - - 50 1,000 -
216 St (124 - 128) Watermain Replacement 1,500 - - - -
232 at 136 PS - 175m HP Connection - 2,000 1,000 - -
232 St (132) PRV Replacement 350 - - - -
236 St PS CL Facility & Station Upgrade Concept Plan Phase 2 5,000 - - - -
240 St, (Kanaka Way to 112 Ave) - - - - 280
248 Street Pump Station Upgrades Design - - - - 150
256 St Reservoir Tank Replacement - - 200 2,000 -
270A St Reservoir Replacement 150 1,500 - - -
CL2 Equipment Replacement Program 50 50 50 50 50
Construction - 203 St, Lougheed Thorne Main Replacement - 1,200 - - -
Design - 203 St, Lougheed to Thorne Watermain Replacement 100 - - - -
Drinking Water Master Planning - - 150 - -
DTR 246-248 - - - 50 600
Dunn Ave (Maple Meadows Way - West St) - 500 - - -
Fire Hydrant Flow Testing 30 - - - -
Gas Detectors - Sewer 15 - - - -
Grant Mountain Reservoir Twinning - 50 500 - -
Leak Detection Equipment 50 - - - -
Local Area Service - Water + 250 250 250 250 250
McIntosh, 224 Street to West 350 - - - -
Private Water Connections 410 410 410 410 410
Replace Kingston PRV South of 113B - - 50 500 -
Replace PRV at DTR & 222 - - - - 50
Replace PRV at DTR & 232 - - - 50 500
SCADA access equipment for Water Department - - - 50 -
Steeves, 118 to 117 400 - - - -
Water Pump Station Upgrades 60 60 60 60 60
Water Remote Security Program 50 50 50 50 50
Water Reservoir Upgrades 50 50 50 50 50
Water Sampling Equipment - - - 25 -
Water System Improvement Program 50 50 50 50 50
Watermain Replacement Program 250 400 550 600 600
Waterworks Compaction Equipment 25 - - - -
Waterworks Shop Modification Construction - 125 - - -
Waterworks Shop Modification Plan 25 - - - -
Whonnock Well Inspection & Repairs 150 - - - -
Work Station Addition/Replacement - 40 - - -
Grand Total 44,744 33,363 35,105 34,313 51,056
Decision Package 2021-2025 Licences and Bylaws 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning and Development Services
Department: Licences and Bylaws
Request For: 1 year match funding for LOCTED Program
Submitted By: Michelle Orsetti
Activities/Purpose:
The endorsed Community Social Safety Action Plan directed staff to explore the feasibility of expanding
the Façade Program to include improvements that are in alignment with Crime Prevention Through
Environmental Design (CPTED) principles. A concept plan was developed in partnership with Ineke
Boekhorst, Executive Director of the Downtown Maple Ridge Business Improvement Association (DMRBIA),
reviewed by the DMRBIA board, and proved feasible. A pilot launched in August 2020 and achieved
significant uptake by the business community.
The program aligns with objectives of the DMRBIA, City Council, the Bylaw Department, and the Downtown
Maple Ridge business community to support elements of environmental crime prevention through design
considerations to encourage a reduction of safety concerns and incidence of crime in the downtown core.
Functions Performed/Degree of Service:
This program offers businesses within the DMRBIA area a personalized Crime Prevention Through
Environmental Design (CPTED) assessment and the opportunity to apply for a grant to fund 50% of the
cost of the recommended property upgrades (to a maximum of $2000). The goal of this program is to
incentivize business owners to invest in CPTED focused upgrades, hereby creating a safer streetscape and
reducing incidence of crime in the area.
The proposal is for $10,000 in funding towards the granting process to match the funding offered by the
DMRBIA.
Staff Position:
N/A
Performance Measure:
Oversight of the application review and granting will be the responsibility of a DMRBIA Safety and Security
sub-committee with representation from the DMRBIA and City staff. The performance measures will be
two-fold:
Level of investment into the business community infrastructure supporting safety and security.
Number of businesses who receive a CPTED assessment and are introduced to the Community
Safety Officers.
Over the longer term, crime mapping metrics may help to demonstrate the effectiveness of the program,
where the impact can be isolated from other crime reduction and safer streetscapes activities undertaken
in the area.
Decision Package 2021-2025 Licences and Bylaws 2 | P a g e
Alternatives Considered/Reasons for Not Recommending:
The alternative to not proceeding with match funding would be to proceed with the program at half
capacity, or risk the cancellation of a program that is proving to have a high level of interest from the
business community.
Package:
One-time (temporary funding requested as there are a finite number of businesses in the DMRBIA zone
who can benefit from this program)
2021
Budget
Match funding for LOCTED Program $ 10,000
Decision Package 2021-2025 Economic Development 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Economic Development
Request For: Economic Development Strategy
Submitted By: Wendy Dupley
Activities/Purpose:
The purpose is to develop a cohesive and coordinated 3-5 year, straightforward Economic Development
strategy with key milestones. The Strategy should include a vision, mission, goals, strategies, actions and
measurements for success.
An Economic Development Strategy will provide a framework to guide activities for the department and to
help the community gain an advantage beyond status quo. The Strategy could include goals and actions
for the municipality as a whole, and/or opportunities for the broader business community to work together
to make a difference.
Drawing upon background research completed in the initial phase of this project; economic analysis and
consultation with Council, Committees of Council such as: Community Development and Enterprise
Services (CDES), the Economic Development Committee (EDC), community key stakeholders and local
business leaders, the Economic Development Strategy’s direction will evolve and be refined to deliver a
focused and impactful approach to conducting economic development activities while still being dynamic
enough to allow for the changing realities of today’s economy. The new Strategy will focus on supporting
and growing our existing assets, opportunities and strengths while we work towards a future in which there
is a stronger local economic base in the City of Maple Ridge.
Functions Performed/Degree of Service:
A team of consultants would be hired to work with Council, Council Committees (predominantly CDES and
EDC), staff and community stakeholders to develop a 3-5 year Economic Development Strategy for the
City of Maple Ridge. The City has not had a strategy in place for achieving its economic development goals
since 2004. It’s anticipated that this work will take a minimum of 6 months to complete. Once completed,
the Strategy will provide clear vision and direction, with tangible actions to move Maple Ridge towards
achieving its economic development goals.
Staff will be issuing an open RFP to secure these consultancy services.
The Economic Development Strategy is aimed to be the starting point of a process that will provide a
catalyst for economic transformation and yield long-term prosperity for the community. It will be a powerful
statement of purpose — setting out bold action steps that will require the participation of City staff, the
business community, institutions and citizens.
Performance Measure:
KPIs and performance measures to track progress and results will form a component of the completed
strategy.
Alternatives Considered/Reasons for Not Recommending:
While there have been significant successes in the past for the community, the challenging reality of
today’s economy calls for new directions, fresh ideas and new approaches to enhancing economic growth.
Decision Package 2021-2025 Economic Development 2 | P a g e
If the proposed strategy work is not completed, the Economic Development Department and the
community will continue to have no clear path forward with tangible actions or deliverables; a new strategy
coupled with the connectivity and alignment with Council’s Strategic Plan, and with other City plans and
master planning documents is a necessity to build success.
Package
One time
2021
Budget
Economic Development Strategy $ 50,000
Business Plan 2021-2025 Engineering 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Engineering Services
Department: Engineering
Request For: Parking Study
Submitted By: Mark Halpin
Activities/Purpose:
Maple Ridge has experienced an unprecedented rate of growth of the past few years. As the Town Centre
increases in density, parking accommodations are required to support the influx of residents and visitors.
Undertaking a downtown parking strategy in response to recent and forecasted land-use changes supports
the addition of further parking infrastructure that will be required over the next 5 to 10 years.
The proposed study has direct impacts on the Town Centre visioning exercise that is being conducted
through the Planning Department. As the future of the Town Centre takes further shape and build out
continues, parking requirements will become paramount to servicing community needs.
Functions Performed/Degree of Service:
The Parking Study project will include:
1. Analysis of current on-street and off-street parking availability for the town centre area
2. Forecasted demand calculations for the next 10 years
3. Development of a Downtown Parking Plan
4. A proposed Implementation Strategy for the next 10 years
Performance Measure:
Development of a parking strategy for the Town Centre area that also meets objectives for growth,
economic development and mitigation of impacts to the natural environment.
Alternatives Considered/Reasons for Not Recommending:
The study can be completed in 2022 when post-COVID parking occupancy rates normalize to assist with
analysis. While the baseline will vary due to COVID impacts, delaying this project will impact the
implementation timeline for adapting parking requirements.
Package:
One-time funding for a parking strategy
2021
Budget
Downtown Parking Strategy $100,000
Decision Package 2021-2025 Economic Development 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Economic Development
Request For: Hotel Feasibility Study (update)
Submitted By: Wendy Dupley
Activities/Purpose:
Engage CBRE Hotels to provide an update to the financial and market demand analysis in the 2017 Hotel
Feasibility to reflect the anticipated “return-to-normal” conditions in the regional hotel
investment/development market anticipated within the next 18-36 months.
Functions Performed/Degree of Service:
Attracting a hotel with banquet/meeting facilities to the Town Centre has been a long-standing economic
development goal of the City of Maple Ridge. In 2017, the Economic Development Department engaged
CBRE Hotels to conduct a study to determine the level of market and economic support for a potential
private-sector hotel development in Maple Ridge. The subsequent report determined that there was
sufficient demand in the market at that time to support a branded, 80-100 room select service hotel. The
feasibility study included significant financial analysis and projections including market demand,
development and real estate costs, and financing cost considerations that supported their findings.
Since the completion of the study, the Covid-19 pandemic has had a significant impact on the tourism and
business travel markets. The Economic Development Department recognizes that, to attract a hotel, we
need to be prepared with an updated opportunity analysis and supporting financial considerations.
In 2020, staff have had two enquiries from hotel chains that are scouting opportunities within the region.
Staff would like to re-engage CBRE Hotels to update their market demand and financial analysis sections
of the 2017 Hotel Feasibility Report in anticipation of “return-to-normal” conditions for the leisure and
business travel market in the next 18-36 months. CBRE is well connected with this sector and the previous
feasibility study was well received. In addition, with the original work having been completed by CBRE, it
makes financial sense to contract the same organization to do the updates; this will keep costs down.
Alternatives Considered/Reasons for Not Recommending
Leisure and business travel and accommodation will not likely return to pre-pandemic levels until a safe,
effective vaccine in widely available or large scale “herd immunity” has been established. During summer
2020, high demand for hotel space has been focused on BC residents travelling to resort destinations ,
not necessarily cities. Hotels will be looking to begin having their inventory updated and in place during
these times of slower demand.
The Economic Development Department could continue to use the findings of the 2017 Hotel Feasibility
study in future discussions with potential hotel developers/investors as baseline information however, in
the post-Covid environment, the current report completed 3 years ago, loses some of its credibility,
relevance and value to a potential investor.
Package:
One time 2021
Budget
Hotel Feasibility Update $ 7,500
Decision Package 2021-2015 Planning 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning & Development Services
Department: Planning
Request For: Thornhill Economic Feasibility and Fiscal Impact Studies
Submitted By: Chuck Goddard
Activities/Purpose:
Some on Council have expressed a desire in 2021 to begin the process of looking at the long term Thornhill
Urban Reserve area as a place for development. Specific triggers exist in the OCP which have not yet
been achieved and thus the Planning Department does not have in its budget financial resources capable
of carrying out this significant work item. It would be expected this effort would be both a very significant
staffing, timing and financial commitment for the department. No clear direction or purpose of this work
has yet been expressed by Council. However, as a minimum at this stage a financial impact assessment
and development cost estimate needs to be prepared by a qualified economic consultant to determine
the costs associated with opening up Thornhill to some form of development and to understand the various
impacts such a move would have on others areas of the City, such as the Town Centre, Lougheed Corridor,
Silver Valley, etc.
Functions Performed/Degree of Service:
The economic impact analysis required is beyond the capabilities of staff at the City and typically is
preformed by specialized consultants as background work to an entire Area Planning process. As new
work, the department’s budget is not resourced at this time to undertake this work. Thus, if Council feels
such work is necessary, despite having not achieved the Thornhill development triggers as outlined in the
OCP under Section 3.1.5 and the possible negative impacts such a move may have on other areas of the
City and goals and policies of the OCP, additional monies will need to be found to undertake foundation
studies by consultants.
Staff Position:
No additional City staff position is required for this request, although some staff resources will be required
to coordinate and review the consultants work. Such an effort will reduce staff resources already assigned
to current 2020-21 workloads. This cost will be largely borne by the manager and staff of the Community
Planning section of the department.
Performance Measure:
This effort will result in a number of background reports on the feasibility and economic impacts of
potential development of Thornhill.
Alternatives Considered:
Maintain Thornhill as a long term Urban Reserve until the City’s population threshold exceeds 100,000
people and the residential capacity within the existing urban area is approaching build-out.
Package:
One time
2021
Budget
Consultant $ 100,000
Decision Package 2021-2025 Building 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning and Development Services
Department: Building
Request For: Vehicle
Submitted By: Chief Building Official
Activities/Purpose:
With the increasing level of complex work and the need for staff to attend construction site we are short
on vehicles. The current pool vehicle more often than not is being used by the Building Inspector/Plan
checker position which provides no vehicle for staff use. Further, the current pool vehicle (leaf) is more
applicable for use as a pool vehicle as it typically has insufficient charge capacity to function for a daily
inspection load.
Functions Performed/Degree of Service:
Building Department pool vehicle plus a resource for other city department’s use
Staff Position: N/A
Performance Measure:
Improve staff timing on resolving issues that require site attendance as part of the decision making
process.
Alternatives Considered/Reasons for Not Recommending:
We could leave resourcing at the current levels and accept that as staff will be limited in there ability to
effectively respond to client issues.
Package:
Inspections Vehicle
One-time costs 2021 Budget
$ 40,000
Decision Package 2021-2025 Recycling 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Engineering Services
Department: Recycling
Decision Unit: Household Hazardous Waste Round-Up Day
Submitted By: Kim Day
Activities/Purpose:
To remove a significant portion of HHW materials from the waste stream and facilitate the removal of
hazardous wastes from basements and garages within our community. Ensuring hazardous materials
do not enter ground water from illegal dumping is a focus of this program.
Building on the success of the first event in 2020, hold a one-day collection event in 2021.
Pre-registration required with a maximum of 600 cars.
Functions Performed/Degree of Service:
To recognize that many residents have old toxic products in decomposing containers that need
environmentally safe disposal.
Flyer to each household to promote a one-day collection event for household hazardous wastes.
A one-day collection event, from 8am to 4pm.
Society staff will collect all other materials regularly collected at the Maple Ridge Recycling
Depot.
An Environmental Company will be contracted to handle all the toxic materials not covered by
any of the Product Stewardship Companies
All residential hazardous materials will be accepted, even unidentified products, however
radioactive materials or explosives will not be accepted.
Commercial materials will not be accepted.
Alternatives Considered/Reasons for Not Recommending:
Do nothing and residents will continue to stockpile toxic materials that will eventually leach into the
environment or be disposed of incorrectly and enter the waste stream.
Hold an event and charge a fee per car to offset the cost of the Environmental Contractor.
Provide a by-appointment disposal facility so residents can dispose of these materials throughout
the year.
Metro Vancouver is not supportive on these events as HHW is a provincial responsibility
Performance Measures:
tonnage collected
Package:
2021 Budget
Promotion & Advertising $ 1,000
Operations yard expenses $ 1,000
Net Staffing costs $ 2,500
Environmental Contractor fees $ 60,000
(This fee could be more or less
depending on products collected)
Total $65,000
Decision Package 2021-2025 Economic Development 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Economic Development
Request For: Lease of Geographic Information System (GIS) site selector tool
Submitted By: Wendy Dupley
Activities/Purpose:
To promote investment to the City of Maple Ridge (CMR) and support expansion of our existing businesses,
the Economic Development Department is seeking to lease a Geographic Information System (GIS) site
selector tool.
When ec onomic development departments are serious about their image, increasing jobs, retaining
businesses, and providing the highest -quality online economic development services, the right choice
is providing GIS Enterprise web applications . T hese systems provide comprehensive information to
help new, and expanding or relocating businesses find the optimal location for success within the
community. With a CMR focus on attracting technology based business to the com munity, the use of
technology based industry leading tools is paramount.
Using GIS s oftware, the website tools provide access to in -depth information, including powerful real
estate search, demographic and workforce analysis, industry reports, along with dynamic mapping
tools. The applications are bui lt upon proprietary GIS and Google Maps technology , which offer state -
of-the-art site selection analysis capabilities.
The location analysis web services recommended to the department is a mobile responsive site
designed to offer prove n tools and unique features to our end users (clients and prospective clients)
and the Economic Development Department including:
Sophisticated data research tools: dynamic reporting, sorting data within reports, dynamic radius,
pin point & free draw tools.
Analytics tell you the exact company name visiting your website and indicate which criteria they
are searching, for each visit.
Six online data tools: Demographics, Business data, Talent, Smart Mapping and Community Profile are
embedded on any of the website pages.
Demographics: Labour force, consumer expenditures for our community can be analyze around a
specific address by radius and drive time. Visualize data with heat mapping and data breakdowns
on exportable charts and graphs.
Business Data: Business data and local industries can be searched from 0-60 minutes and 0-60
miles; mapped by name and industry. Analyzes industry clusters to identify competitors, suppliers
and logistics.
Business Talent: Map, analyze and share top programs by graduate, learning institutions and
degrees.
Smart Mapping: Heat maps for demographics, labour force, consumer expenditures. Maps include
geographies, education, points of interest, with our own custom GIS layers.
Community profile Infographics: Current data attractively displayed that’s instantly shareable
making it easy for visitors to understand at a glance. Displays demographics, education, labour
force, industry and local business, consumer spending, housing and transportation.
Decision Package 2021-2025 Economic Development 2 | P a g e
A demo of this type of system was reviewed by the Economic Development Committee in March 2020
and internally by our IT Department who have confirmed the compatibility and ability to build upon
existing data tools.
Functions Performed/Degree of Service:
Adding technology based resources will provide the department with essential data and property searching
tools. The data is credibly sourced, exportable, grouped by NOC and NAICS codes, will be current (updated
at least annually) which will enable staff to respond to enquiries immediately. The proposed system will
have all the key data site selectors available 24/7 and packaged appropriately for new investors or an
existing business to make an informed decision on a Maple Ridge location for their business.
To help combat operating issues that have developed during the current pandemic, new innovative tools
have been added to this system to support such as an ability to take a 3D Tour for properties.
To exercise due diligence 4 system providers/solutions were reviewed in order in partnership with CMR IT
Department in order to recommend the best and most suitable service provider.
Performance Measure:
The system administrator will be able to provide instant reports on activity on the site including the number
of enquiries and what information the business is seeking as the system is equipped with enhanced
website analytics that track the specific interests of website visitors with quantifiable metrics related to
economic development. This includes the number of searches of particular sites, buildings, communities,
etc.
Alternatives Considered/Reasons for Not Recommending:
Accumulating this level of information in client focused format with current data is not yet available via
CMR’s existing tools. We could wait until we have this information is available instantly via our CMR open
government portal and website, however, the main purpose and design of these platform is purposely to
support economic development activities. If we delay, in the interim, any businesses seeking a location or
relocation will concentrate their research on communities where completing the background research is
less challenging to obtain. Site selectors typically contact the community they are interested in after
they’ve done their online research.
Package
One-time
2021
Budget
GIS System Lease $ 10,000
Decision Package 2021-2025 Parks, Recreation & Culture 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Parks, Recreation & Culture
Department: Parks, Recreation & Culture
Request For: Consultant Services, PRC Master Plan
Submitted By: David Boag
Activities/Purpose:
The current 2010 Parks, Recreation & Culture Master Plan was adopted by the Maple Ridge and Pitt
Meadows Councils as a joint plan in cooperation with School District No. 42 and was intended to serve as
a vision and guide for up to 10 years. The creation of a new Parks, Recreation & Culture Master Plan is
recommended to address emerging trends and the future needs of citizens in addition to the inventory of
recreational facilities, parks and open spaces. The new Master Plan will be reflective of Council’s strategic
goals, community growth and serve as a guide by prioritizing major infrastructure projects for the next ten
years. It is recommended that a consultant be retained to work with PRC, other municipal departments
and community stakeholders to achieve the best results. A Request for Proposal (RFP) process will be
used to solicit proposals from qualified firms with experience in this area.
Functions Performed/Degree of Service:
The consultant will perform a thorough review of current assets and services and make recommendations
for park planning, land acquisition, capital development and service delivery including recreation and
cultural programs in order to develop a Maple Ridge Parks, Culture and Master Plan.
Performance Measure:
A new PRC Master Plan.
Alternatives Considered/Reasons for Not Recommending:
Developing a plan that considers the future needs of this growing community is essential for the ongoing
health and well-being of Maple Ridge citizens. Identifying each area’s growing demand on current
infrastructure and programs will ensure that the community’s future recreational and cultural needs are
met in a financially sustainable manner.
Package:
Onetime funding for Consultant
PRC Reserves Fund
2021
Budget
Total $ 120,000
Decision Package 2021-2025 Engineering 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Engineering Services
Department: Engineering
Request For: Infrastructure Development Major Projects Position
Submitted By: Josh Mickleborough
Activities/Purpose:
The Infrastructure Development section, Engineering is responsible for development engineering from pre-
application, development/servicing agreements, to construction and warranty inspections. This includes
liaising with developers, design reviews, and ensuring that infrastructure and developments meets
standards, are safe, livable, functional, and maintainable. The staff are involved in applications, reviews
and approvals.
Functions Performed/Degree of Service:
The development application approvals is a multiple department and milestone process. The intent of this
incremental request is to reduce the portion of time required for the engineering department to process
applications. The role is the processing of these applications and files. Additional resources will reduce
the processing time and offer the following benefits:
Provided growth continues at historical rates and demand does not change: 1) additional resources will
be require to provide the same level of service and; 2) there would be additional incremental annual
revenues (taxes & utility) acknowledged sooner as a result of improving turnaround times on development
approvals and overall through put.
Improving turnaround times will help developers ready to proceed with projects by lowering carrying costs
associated with projects in the planning stage.
Ensuring that there are adequate resources for quality assurance and control in the development design
and construction process will ensure bylaws, engineering standards and practice are met for
infrastructure. This will save operational, maintenance and overall lifecycle costs for infrastructure and
reduce nuisances and complaints.
Planning, design review, and inspection services are operating costs associated with growth and
development. The fee structure for services could generate additional revenue and fully fund positions.
Staff Position:
This is a request for a senior position that is capable of dealing with larger more complex development
review. It would aid in attraction and retention allowing progression of employees and assist with
succession planning.
Performance Measure:
Time (days/weeks) to process development applications i.e. referrals, design reviews. It is anticipated
that, fully staffed, with the additional resource throughput would be increased 15-20%.
Alternatives Considered/Reasons for Not Recommending:
Continue with existing level of service on development turn around times.
Package:
Budget
Additional position $143,000 (funded from new fees, consistent with other municipalities)
Decision Package Planning and Development Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning & Development Services
Department: Planning
Request For: Planner 3 “Development Supervisor Major Projects”
Submitted By: Chuck Goddard
Activities/Purpose:
As a result of the retirement of senior staff and the growing size and complexity of applications, it would
be prudent to consider the addition of a dedicated and experienced senior planner to help manage
complex files, review legal documents and train and supervise junior staff in development related work.
Processing times, organizational capabilities and efficiencies would all be enhanced in the department.
Such a person would be expected to advance into management roles. This position will also be important
for the department in regards to succession planning as others near retirement age in the Department.
Functions Performed/Degree of Service:
The Development Supervisor Major Projects would act as the senior development planner supervising staff
and processing complex development applications. They would be providing targeted service to larger and
complex developments, such as EPIC’s North-East Albion project, Swiss Real’s Town centre project. They
would also oversee the handling and review of all legal documents, train planners in file related tasks,
negotiate with the developers, and provide advice to planners, the Manager and Director. They would be
expected to suggest improvements in process and methods of carrying out work in the Department as well
as assisting with the environmental section of the Department. This position would free up the Manger
and Director from much of the daily overseeing and managing of the development function so that they
can focus more on their professional and decision making and strategic functions.
Staff Position:
Planner 3 “Development Supervisor Major Projects”
Package:
To be funded mid 2021 by using new and increased fees that reflect those of other municipalities.
2021
Budget
$ 143,000
Decision Package 2021-2025 Building 1 | P a g e
Incremental Package Report
2022 Proposed Budget
Division: Planning and Development Services
Department: Building
Request For: Permits Coordinator
Submitted By: Chief Building Official
Activities/Purpose:
As a result of organizational changes to the department and a change in the type, complexity and
volume of permit applications received, there is a need to rethink how we administer these changes and
how certain administrative tasks are accomplished in the Building Department. For a number of years a
staff person has had to complete multiple duties as part of their regular work. It is felt that staff would
be better positioned to support the organization at a more strategic level and with a higher degree of
customer focus in managing of the application process if the intake, initial screening and contact for
permit applications were undertaken by someone dedicated to that function. It is also felt that with this
position senior department staff would be better able to focus on Council’s Strategic Plan and move the
department forward with improved technological presence.
Functions Performed/Degree of Service:
Adding additional human resources capable of providing needed process guidance and support plus
administrative support will allow the Building Department to better address the strategic objectives of
the organization.
Staff Position:
1 Regular Full Time Permits Coordinator
Performance Measure:
Decrease permit submission errors
Alternatives Considered/Reasons for Not Recommending:
We could leave resourcing at the current levels and accept that routine administrative work be
undertaken by senior department staff reducing the ability to effectively move the department forward
in keeping with corporate and council goals.
Package:
Permits Coordinator
2022 Budget
Salary Ongoing funded by 2021 fee increases $ 86,000
One-time costs:
Furniture and equipment costs $ 7,000
Total $ 93,000
Decision Package 2021-2025 Building 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning and Development Services
Department: Building
Request For: Building Inspector 1
Submitted By: Chief Building Official
Activities/Purpose:
As a result of the pending mandatory certification for building officials and to address the number of staff
approaching retirement age there is a need to hire staff. Unfortunately, it is very difficult to hire qualified
individuals into senior level, code administration positions. Due to this and the need to be mindful of
succession planning we are seeking to compliment our current inspection staffing by hiring and training
individual to address certification and succession needs of the department. This position will allow the
department to have staff that are qualified in code issues and administration and ensure we are able to
transition through the pending retirement cycle.
Functions Performed/Degree of Service:
Adding additional human resources capable of providing needed code knowledge and
administrative code support to allow the Building Department to better meet succession planning
needs and support the strategic objectives of the organization.
Staff Position:
1 Regular Full Time Building Inspector 1
Performance Measure:
Improve inspection response times & decrease wait time for code enquiry assistance.
Alternatives Considered/Reasons for Not Recommending:
We could leave resourcing at the current levels and accept that as staff retire we are unable to higher
qualified persons to support the community thus becoming more inefficient in dealing with our changing
construction industry and customer expectations.
Package:
Building Inspector 1
2021 Budget
Ongoing costs funded through $ 110,000
Single-family building permit fee increase
One-time costs
Furniture and equipment costs $ 7,000
Vehicle $ 40,000
Total $ 157,000
Decision Package 2021-2025 Finance 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Corporate Services
Department: Finance
Request For: Cashier Clerk Finance, Full Time
Submitted By: C.K. Lee
Activities/Purpose:
As the City population grows, so does the volume of transactions at Revenue & Collections, which
processes payments for all the City’s departments. Technology and process improvements helped
maintain service levels without significant staff increases over the past few years. However, specific
functions - in particular the water utility – have grown in demand and complexity. It now requires added
capacity not just to maintain, but to improve the service level that public and internal customers expect.
As such, it seems appropriate to request funding for the staff increase from the Water fund.
Functions Performed/Degree of Service:
Thorough understanding and expertise is needed for the cashiering and clerical functions typical of this
position, but this added capacity is to focus on the increasing demands of the water utility function and
related work.
Staff Position:
Increase the Part-time Cashier Clerk Finance to Full-time status.
Performance Measure:
Added capacity will allow us to proactively address the water utility billing function and provide better
customer service by improving metered billing and related work.
Alternatives Considered/Reasons for Not Recommending:
Continue to manage as before, monitor and re-visit next year.
Package:
Ongoing 2021
Budget
Cashier Clerk Finance $45,000
Funded from Water Fund ($45,000)
Decision Package 2021-2025 Recreation and Culture 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Parks, Recreation & Culture
Department: Recreation & Community Engagement
Request For: Software Support and Stabilization
Submitted By: Russ Brummer
Activities/Purpose:
The City of Maple Ridge, with a consortium of 21 other BC municipalities, transitioned from the retired
CLASS System to a new Recreation Software Management provider, Perfect Mind. Perfect Mind is a new
platform that requires additional staff time to maintain and manage. A dedicated staff person for Perfect
Mind would ensure our ability to address stabilization and reconciliation requirements to meet needs of
Finance, IT, and the Parks, Recreation & Culture department. This position would track open cases,
resolve known and unknown system errors that impede our day to day business, investigate daily
reconciliation inquiries and manage quarterly software releases which entails research, beta testing and
user training.
The City is moving into year 3 of our 5 year contract with Perfect Mind. PRC requires dedicated support
staff for the foreseeable future as the software continues to mature and COVID-19 requires our business
practices to evolve to changing needs including modification of processes.
In addition to the work related to Perfect Mind, the Customer Experience area at the Maple Ridge Leisure
Centre continues to evolve with new accessible features and the City’s emphasis on Fair, Friendly and
Helpful.
Functions Performed/Degree of Service:
The staff would assist the Coordinator in performing dedicated duties with the Perfect Mind software
including managing software stabilization and optimization, reconciliation, invoicing, collections,
maintenance, user set-up, training and the inventory of goods and services used by staff and sold to
customers.
Staff Position:
1 FTE
Performance Measure:
The addition of a dedicated software support position will ensure business continuity and customer
support.
Package:
2021
Budget
1 FT
Total Cost: $72,800
Decision Package 2021-2025 Corporate Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Corporate Services
Department: Corporate Services
Request For: Executive Assistant
Submitted By: Christina Crabtree
Activities/Purpose:
There are a wide range of administrative/clerical duties required to support General Managers in
overseeing their respective departments. Such duties include, but are not limited to, managing the General
Manager’s calendar, creating email correspondence, organizing internal and external meetings and
events, coordinating the delivery of departmental Council reports according to pre-set schedules, editing,
formatting and preparing reports and presentations, tracking and filing of official correspondence,
assisting with policy writing as well as other official documents, liaising with Legislative Services on
department specific queries and needs, creating procedures and developing processes to increase work
flow efficiencies, reviewing RFP, AFP and other payment requests to ensure proper procurement processes
have been followed and providing coverage to team members as required.
This work is currently being carried out by the General Managers themselves and by various personnel
whose positions are not designated to support them and who have other priorities. The insufficient
administrative support results in a challenging workload for all involved as well as a dependency on those
who may be overqualified to perform the required tasks.
Functions Performed/Degree of Service:
A full-time Executive Assistant with the appropriate skill set, dedicated to carry out administrative duties
for the General Manager(s).
Staff Position:
1 Full-time Executive Assistant
Performance Measure:
Effective and efficient use of time by Senior Management personnel by removing clerical duties from their
scope of work.
Alternatives Considered/Reasons for Not Recommending:
The alternative is to continue to spread out the administrative duties to various personnel within the
General Manager’s respective departments as well as the Administration Department.
A second alternative would be to move the Incremental Package to a future year.
Package:
Ongoing
2021
Budget
Total cost $ 53,719
Decision Package 2021-2025 Corporate Planning & Consultation 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Corporate Services
Department: Corporate Planning & Consultation
Request For: Manager of Corporate Planning and Consultation
Submitted By: Christina Crabtree
Activities/Purpose:
The mandate of the Corporate Planning and Consultation (CPC) department is to coordinate initiatives
with cross-departmental impacts, including strategic and business planning, undertake continuous
improvement initiatives, and support the delivery, management, and reporting of Council’s Work Plan. In
the coming years the City will have to undertake a review of the strategic pillars that are the guides for
how the City operates and define the long-term objectives of the community and organization.
These services and deliverables require the support of a dedicated resource that can act as an internal
advisor to departments, the Corporate Management Team, and Council on maintaining strategic
alignment with long-term objectives while addressing short-term needs. In addition, bringing the
management of large-scale projects into an internal agency that has a corporate mandate enables
objective oversight of progress and creates capacity within departments to focus on existing
deliverables.
Since the inception of the CPC, staff have reported directly to the General Manager of Corporate
Services. This reporting structure creates pressure at the senior management level that should and
could be resolved departmentally, with the implementation of a manager. Furthermore, the role requires
that the position be excluded to allow for the individual to fully engage with Council and on topics of a
sensitive nature.
Functions Performed/Degree of Service:
The Manager of Corporate Planning is responsible for planning and directing the organization's strategic
and long-range goals. The individual would lead internal and external consultation on the development of
strategic municipal policy, guide the corporate planning process, and ensure operational alignment to
strategic deliverables. Working closely with the Corporate Management Team, the role would serve in the
development and management of Council’s Strategic Plan.
Operationally, the role would oversee the functions of the Corporate Planning and Consultation
department including the supervision of staff involved in managing corporate projects and undertaking
continuous improvement assessments in partnership with department sponsors.
Specific deliverables assigned to the role would include:
Develop and support a corporate-wide integrated planning and performance process to
further embed corporate planning and performance measurement into workplace culture
Facilitate development of strategic and business plans across the organization by providing
advice and expertise to the roll-out of corporate business planning as well as offering
consulting and advice to internal stakeholders on how to implement, apply, and improve the
strategic/business planning process
Enable the corporation to strategically plan its business so that alignment is achieved with
the City’s vision and mission statements while delivering on Council’s targeted deliverables
Participate in cross-departmental work on a variety of initiatives, provide advice, and develop
approaches to address unique departmental or cross-departmental planning challenges
Develop and facilitate the renewal of Council's Strategic Plan in partnership with the
Corporate Management Team
Decision Package 2021-2025 Corporate Planning & Consultation 2 | P a g e
Maintain and evolve the corporate planning model
Develop and implement knowledge management and knowledge transfer approaches and
activities for the department by creating guidelines and educational tools for corporate
strategy
Develop and deliver presentations, verbal briefings, written reports, and information sessions
to internal and external stakeholders
Staff Position:
Exempt Manager of Corporate Planning & Consultation – 1.0 FTE
Performance Measure:
Quantitative:
Increase in operational efficiencies measured in staff time/revenues/expenditures (Continuous
Improvement)
Budget/timeline variance (Project Management)
Project milestones completed on time (Project Management)
On-time completion percentage (Project Management)
Qualitative:
Renewed Corporate Vision/Mission/Values
Development of long-term strategic plan
Development of Council Work Plan
Package:
2022 and Ongoing
Budget
Manager of Corporate Planning $ 158,000
Decision Package 2021-2025 Information Technology Department 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Corporate Services
Department: IT Department
Request For: Business Intelligence, Reporting, and Data Analyst
Submitted By: David Cooke
Activities/Purpose:
Information and data collected by the City through its various IT Systems has grown in quantity and
complexity over time, and there is a strong interest in extracting more value from this data to support
better decision making. Newer data mining and analytical tools and technologies are available, such as
machine learning, advanced analysis, pattern detection, etc. that could be applied to more fully utilize this
data.
The necessity and complexity required to secure corporate resources and data has increased exponentially
over the last several years. As hackers continue to become more sophisticated and organized, the risk of
being held ransom through various security exploits has become a reality. Over the past few years, more
and more municipalities, public entities and private companies have been hit with security breaches that
extort passwords and/or render corporate data inaccessible until ransoms are paid. In this new age of
security related incidents and concerns, it is necessary and commonplace to hire security support
specialists, dedicated to proactively architect, manage and monitor corporate systems and data to protect
their organization’s investments.
At the City of Maple Ridge, security is in the portfolio of the Infrastructure and Securities area. Currently, a
portion of a FTE’s time is allocated to security. Due to the time constraints, security is more reactive than
proactive. Given the increased demands and risk, the time has come to hire a dedicated professional, with
advanced skills, to manage security on a full-time basis.
Functions Performed/Degree of Service:
This position will require specialized skills in the collection, manipulation, aggregation, anonymization, and
analysis of data, using tools made available within a variety of applications. This position would develop
a deep understanding of the City’s various datasets, and would be responsible for managing and
monitoring the City’s corporate systems and data. This position would identify and recommend security
standards, protocols and procedures, as well as craft security solutions for end users and devices. Daily
tasks would include assessing security and system logs and alerts generated by servers, firewalls and
network devices, regular inspections of systems and network processes and firewall rules, as well as
keeping apprised of latest exploits.
Alternatives Considered/Reasons for Not Recommending:
One option is to continue managing security with existing resources which is largely reactive in nature.
Another option is to move this Incremental Package to a future year, continue to operate as is, monitor
risks going forward and revisit next year.
Another option would be to outsource portions of the work, i.e. review of log files and firewall maintenance
to a SOC (Security Operations Centre). Outsourcing this portion of the Security Support
Specialist’s duties are expensive and range from $65,000 to $145,000 USD per year.
Decision Package 2021-2025 Information Technology Department 2 | P a g e
Staff Position:
1 Regular Full-time Data Analyst
Performance Measure:
More information extracted from available data, to drive better decision making.
Package:
Ongoing Expense 2021
Total Cost: $113,655
Decision Package 2021-2025 Human Resources 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Human Resources
Request For: Human Resources Advisor
Submitted By: Michelle Lewis
Activities/Purpose:
An effective Human Resources department will usually employ a variety of different roles, encompassing
the full scope of Human Resources activity within a company.
From weighing in on recruiting and selection decisions to advising about overall human resources
policies, an HR Advisor plays an important role in an organization’s human resources department. HR
Advisors might act as consultants to help enhance HR processes, improve employee relations and
encourage staff development. They work closely with management to implement changes and create
reports regarding HR strategies and practices that summarize current processes and outline suggestions
for improvements.
A HR advisor most often reports directly to the HR Manager. HR advisors tend to be given a certain level
of autonomy in which to do their jobs.
In order for an organization to be great, it has to have great people. In order to have great people, the
organization has to invest. We are requesting funding for a 1.0 RFT, this position will allow us to provide
Advisory services to our customers to support our business and to improve relations between employees
and management
Staff Position:
Exempt Position – Human Resources Advisor (1.0 FTE)
Package:
Ongoing
2021 Budget
Human Resources Advisor $118,000
Decision Package 2021-2025 Planning and Development Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Planning & Development Services
Department: Planning
Request For: Clerk 2
Submitted By: Chuck Goddard
Activities/Purpose:
As a result of growing workloads, often of an administrative nature, being placed on the staff and
management, efficiency dictates more of this work should be completed by a new administrative staff
member. Processing times, organizational capabilities and efficiencies would all be enhanced with a
dedicated person assigned to such tasks.
In addition, the GM Planning & Development Services relies on the Planning Department Administrative
Assistant for administrative support. The hiring of a Clerk 2 would allow for the formalization of this
relationship.
Functions Performed/Degree of Service:
An additional administrative resource would improve the department’s response time, record keeping,
organization of the department and web page. They would further free up the Managers and Director from
those time consuming tasks of a purely administrative nature and allow them to focus more on their
professional and decision making responsibilities.
Staff Position:
1 Regular Full-Time Clerk 2
Performance Measure:
Decreased inquiry response time.
Alternatives Considered/Reasons for Not Recommending:
We could leave resourcing at the current level (1 full time administrative assistant for the entire
Department of 22) and accept that routine work will continue to be undertaken by senior department staff.
Package:
2021
Budget
Salary Ongoing $ 65,000
Furniture/Computer $ 5,000
Total $ 70,000
Decision Package 2021-2025 Police Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Police Services
Request For: Tech Crime Coordinator
Submitted By: Supt. Jennifer Hyland/Maureen Jones
Activities/Purpose:
In today’s modern world a significant portion of police investigations require retrieval of evidence from
technology i.e. smart phones, computers, tablets and GPS devices. Currently this work is being
completed on both regular and overtime hours by the detachment’s regular members, as well as by third
party companies. In order to be more efficient and to utilize RCMP members at the level that is more
operationally effective, detachments are utilizing support staff to perform this work at a reduced cost to
the overall policing budget.
Functions Performed/Degree of Service:
This position would work closely with the RCMP investigator to retrieve and manage audio and video
evidence from electronic devices seized during an RCMP investigation and maintain continuity of the
exhibits/evidence. This role will work with the Integrated Tech Crime Unit to analyze, filter and generate
reports in accordance with the specifics of the search warrant or consent to search. The role is technical
in nature and will require attendance at Court at times to speak to the evidence.
RCMP communicate that in 2019, data was extracted from 193 devices (phones, computers, tablets,
etc) which is almost double of that from 2018. On average it takes approximately 4 hours per device
which in 2019 translated into 381 regular hours and 516 hours of overtime. These calculations include
download attempts only and does not factor in the administrative time for dealing with the exhibits,
report writing, liaising with “E” Div Tech Crime, and attending Court. Including these administrative tasks
RCMP advise the estimated average time per devise to be at 8 hours.
The regular time and the overtime used to produce this work is coming out of the contract side costs.
The costs for regular members to do data extraction and associated work is estimated to be $120,000
which includes costs to third party companies as RCMP don’t have the in-house expertise or the capacity
to complete all data extractions. This type of service is very costly. These expenses are currently being
paid at 90% by the city and we are proposing that a city staff position be funded at a lower cost to do the
work. The city would actually see cost savings from the overall policing budget. Other jurisdictions have
made this change for these reasons which in turn allows members time to be focussed on other
investigative services to the community.
Alternatives Considered/Reasons for Not Recommending:
Currently RCMP members perform this work utilizing both regular and overtime hours. The work
could continue to be done in this manner however it is not cost effective and is causing burnout
to serious crime members being tasked with overtime hours on a consistent and ongoing basis.
Council has decided not to increase the overall membership by 1.5 members in 2021, so it
would be very helpful to find support for this decision package so that members can focus on
other investigational priorities.
RCMP HQ Training has advised they will no longer train members to do this work as they
transition from detachment to detachment. This is another reason that regionally other
jurisdictions have made this change.
Decision Package 2021-2025 Police Services 2 | P a g e
Staff Position:
1 FTE or Time Duration position for 1 year until potential split with Pitt Meadows is resolved.
Performance Measure:
Cost savings to overall policing budget (a transfer of costs to support services side at a lower
cost)
Relieving support service work from police officers
Decreased overtime for RCMP members
Package:
2021
Budget
$ 89,000
Decision Package 2021-2025 Police Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Police Services
Request For: Watch Clerk
Submitted By: Supt. Jennifer Hyland/Maureen Jones
Activities/Purpose:
The City of Maple Ridge has supported regular RCMP member growth and has built that growth into the
annual budget. As members increase so does the volume of work on support services. It is important that
we consider what work we have police officers p erform so we keep them focused on police work. These
clerical-type tasks are best performed by city support staff at a lower wage level which is overall more cost
effective and efficient. By doing this we free up time for police officers to be road ready and to perform
work that is at that higher level.
Functions Performed/Degree of Service:
General Duty Watches consist of four (4) Watches. On each Watch there are 18 General Duty regular
members (1 S/Sgt, 1 Sgt, 2 Cpl, 14 Cst.) who are the first responders for our community. In today’s world
the administrative piece to police work has greatly increased. This position would provide clerical
assistance in a variety of functions for the General Duty members and Watch Commander (s) that are
currently performing this work which in turn prevents them from performing operational task s and
proactive police work. Clerical t asks include, but are not limited to, putting Crown packages together,
coordinating the service of summons and subpoenas, operates computer systems (CPIC, JUSTIN, TEAM)
to input, edit, retri eve, preparation of documentation for search warrants, enters member leave and work
schedule, daily shift schedules and callouts, downloads and burns photos and audio files for
investigations, pulling files, liaising with other jurisdictions and general clerical assistance. Further to this
and as a result of the COVID -19 pandemic, police are required to upload charge information package
electronically which has increased the time requirement needed to get the task accomplished. This, on
top of the other clerical tasks membe rs are currently doing, warrants a look at who is more efficient and
effective to be doing the work.
Alternatives Considered/Reasons for Not Recommending:
Continue to have Watch Commanders and General Duty members perform this
clerical/administrative work which means that there would be a decrease of road time for
each General Duty member
Council has decided not to increase the overall membership by 1.5 members in 2020, so it would be
very helpful to find support for this decision package as it will keep RCMP members road ready and
not performing clerical/administration tasks.
Staff Position:
1 Full-time (FTE) or 1 Time Duration (TD) position for 1 year until the potential split with Pitt Meadows is settled.
Performance Measure:
General Duty members to stay on the road and in the community.
Package: 2021 Budget
$ 80,000
Decision Package 2021-2025 Police Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Police Services
Request For: Court Liaison Officer
Submitted By: Jennifer Hyland/Maureen Jones
Activities/Purpose:
Ridge-Meadows RCMP Detachment is a busy detachment and has historically put through significantly
more charges than neighboring larger detachments. The volume of these charges has increased the work
necessary to put through a successful package to Crown. We also need to physically attend the Provincial
Court building in Port Coquitlam twice per week to swear Police Information’s (swearing that the
information submitted to Crown Counsel is accurate and true). This can take anywhere f rom 3-5 hours
each attendance to accomplish.
Functions Performed/Degree of Service:
We currently have one (1) Court Liaison Officer which was converted from a regular member role
to a support staff position in 1990. This role directs investigating officers’ court documentation to
make sure it meets the evidentiary requirements and is accurate and complete so that a case
is not dismissed for technical error or lack of evidence. This role provides the final judgement in
approving these reports to Crown Counsel. The role also liaises with both Federal and Provincial
Crown Counsels to facilitate the criminal case management process.
Ridge-Meadows Detachment puts through comparable numbers of cases to Crown Counsel as our
neighboring larger detachments do (Coquitlam has twice the RCMP members and Langley has 1.5 more
members). These detachments also have more than one resource to perform the work volume as noted
in the below chart.
Comparison of cases submitted to Crown Counsel:
2019 Coquitlam (2.5 FTE) Langley (2 FTE) Ridge-Meadows (1 FTE)
897 (YTD Oct 1) 819 (YTD Oct 1) 896 (YTD Oct 1)
2020 Coquitlam (2.5 FTE) Langley (2 FTE) Ridge-Meadows (1 FTE)
910 (YTD Oct 1) 897 (YTD Oct 1) 911 (YTD Oct 1)
Alternatives Considered/Reasons for Not Recommending:
Continue to resource the one (1) Court Liaison position and risk that errors are not made
in the evidentiary requirements of the Court packages submitted.
We currently utilize another position for court runs however this is having an impact to
other work not being accomplished.
Staff Position:
1 full-time (FTE) position or 1 Time Duration (TD) position for 1 year until potential separation with Pitt
Meadows is resolved.
Decision Package 2021-2025 Police Services 2 | P a g e
Performance Measure:
Crown packages are submitted within mandated times.
Package:
2021
Budget
$ 100,000
Decision Package 2021-2025 Fire Services 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Fire Services
Request For: Upgrading the three firefighter crew by adding a fourth member.
Submitted By: Howard Exner
Activities/Purpose:
WorkSafe BC Rules and Regulations state that there must be a minimum of four firefighters on scene
prior to entering a structure for initial rescue or fire control purposes.
Currently, the second crew from Fire Hall 1, (however due to COVID we have moved that crew to our
new Fire Hall #4), has only three firefighters per watch. So that they may be effective for fire rescue
operations, a fourth firefighter is required as per WorkSafe BC Rules and Regulations. Having a crew
of only three means the crew cannot enter a burning building until the next engine arrives. Being short
this one person means that the Officer could well be placed in a position of breaking the rule s and
regulations to mount an early intervention operation of rescuing a person from a fire or stopping a fire
before it destroys more property.
Having a fourth firefighter per watch also supports the current Fire Department performance measure
of “Reduce Response times in the Urban Response Zone”. This will be even more essential to Council’s
Strategic Priority of Community Safety by having three crews to initially enter a house fire instead of
the existing two full crews.
Additionally, a performance measure of the current Fire Department Master Plan of having twelve
firefighters on scene in 12 minutes in the Urban Response area would be more consistently met.
Functions Performed/Degree of Service:
Enables the three firefighter crew to be able to conduct fire rescue or fire attack by entering the
structure as per WorkSafe BC as well as meet current performance measures.
Staff Position:
Create and fund four (4) career firefighter Full-time positions.
Performance Measure:
There are two performance measures that reflect councils strategic priority of a safe community that
will be met more consistently which are:
Four firefighters on scene in 7 minutes as per Score Card # SL16 – “Reduce Response times
in the Urban Response Zone”.
Twelve firefighters on scene in 12 minutes as per the Master Plan performance measure.
Decision Package 2021-2025 Fire Services 2 | P a g e
Alternatives Considered/Reasons for Not Recommending:
We could continue our current practise where the three firefighter crew must wait for additional
firefighters to arrive on scene lengthening the action time where the fire rescue situation potentially
worsens.
Package:
Onetime 2021
Budget
$551,000
Description:
Addition of four full-time firefighters at Hall 1
4 Firefighters $545,000
Uniforms/Misc. $6,000
Total $551,000
Decision Package 2021-2025 Economic Development 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Administration
Department: Economic Development
Request For: Amend Tourism Coordinator position from part-time to permanent full-time status
Submitted By: Wendy Dupley
Activities/Purpose:
The Tourism Coordinator’s primary role involves community relations and promotional work in support of
municipal tourism and related economic development. This includes planning, developing, implementing
and coordinating an overall program and policy for promoting municipal tourism and related investments,
establishing connections in the community, coordinating outreach efforts to local businesses, coordinating
marketing campaigns and developing a variety of communication and promotional materials for various
media platforms. The tourism coordinator works to engage the community and enhance the vibrancy
which provides an increased sense of community pride and spirit.
Functions Performed/Degree of Service:
The tourism coordinator works closely with the Tourism Maple Ridge community-based task team, and
regional and provincial government agencies to play an active role in the Maple Ridge tourism sector,
aligning tourism trade and diplomatic activities where feasible and using market research to support policy
direction and marketing programming.
Following the creation of the 2017 Five year Tourism Strategy, the City of Maple Ridge hired a part-time
tourism coordinator in 2019, originally on a pilot basis. The concept of having this role within the Economic
Development Department proved itself over the course of the next 18 months.
Great strides have been made in the first year and a half of the position including new destination
marketing initiatives such as GLOW Maple Ridge, the Maple Ridge Ale Trail and Car Free Day, designed
and implemented in collaboration with the business community and local business associations. The
tourism coordinator leverages City core appropriations to extend the marketing reach and develop a strong
sense of community pride and spirit through engagement and collaboration.
Through the Covid-19 pandemic, the tourism coordinator has supported the local tourism industry with
information and access to resources and tools, webinars, program modifications and insights for
enterprises in our industry. Complex efforts, together with a greater focus on domestic tourism marketing,
removal of barriers to change, and coordinated leadership, have helped drive resiliency and support for
the tourism industry to operate safely and meet customer demand during difficult times.
The long term vision includes commencing the development of a new Five Year Tourism Strategy in 2021
in collaboration with the local elected leaders, community and with regional and provincial participation.
Staff Position:
To fulfill substantial economic and employment potential, increased staff resources are required to
facilitate and achieve full benefits. Increasing the human resources by making the existing position a full-
time role (currently .6 FTE) would increase capacity to support the organization and the community in long-
term growth objectives, and support the development of a vibrant, resilient and profitable Maple Ridge
tourism industry.
Decision Package 2021-2025 Economic Development 2 | P a g e
Performance Measures
(As per the current tourism strategic plan)
- # Tourism Committee Collaborations
- # Satellite Visitor Centres
- # Co-marketing industry partners (e.g. Maple Ridge Ale Trail, Scenic 7)
- # of co-marketing consortium partners (e.g. Mission, Langley, Coquitlam)
- # new tourism operations and marketing assets (e.g. cycling map, visitor guides)
Alternatives Considered/Reasons for Not Recommending
Continue to maintain resourcing at all current levels with the understanding that this critical economic
sector will not get the stimulus needed in order to leverage amplified growth and to build upon the existing
momentum.
Package
Ongoing
2021
Budget
Tourism Coordinator $35,000
Decision Package 2021-2025 Recycling Department 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Engineering Services
Department: Recycling
Decision Unit: “Skip-the-Trip” On-Demand Pickup Program
Submitted By: Kim Day
Activities/Purpose:
Convenience and safety drive today’s customer service expectations and the “Skip-the-Trip” pickup
program will fill that need. Many people do not have a vehicle to transport larger items or loads to the
recycling depot or garbage transfer station. This pickup program would allow single family homes and
apartment buildings to call and arrange for curbside collection of up to 2 visits each calendar year per
property. The pickup visit must be pre-scheduled by the homeowner or apartment property manager with
Ridge Meadows Recycling Society with a detailed description of the items to be collected, based on a list
of acceptable items and measurements covered by the program,(Restrictions apply). The items for
pickup will be placed at curbside in a specific agreed upon location, on a specific day for pickup.
A “Free-cycle” area and low-cost Re-store marketplace at depot can provide opportunities for people to
shop for items promoting re-use.
Functions Performed/Degree of Service:
2 scheduled pickups per year per property. The “On-Demand” pickup program will offer services to all
homeowners and may address some of the on going concerns around illegal dumping. The existing
Brush Chipping program has an average participation of approximately 2,500 residents & has been in
place for 13 years introduced as an alternative to burning. The “On-Demand” program would replace the
Chipping program and provide Re-use opportunities at the Depot.
Acceptable Items: Appliances (washing machines, stoves, fridges, freezers, clothes dryers, dishwashers,
microwaves etc.) Lawn mowers, BBQs, computers, TVs, Furniture (99kg or measuring 2 metres in any
direction), Mattresses, Brush Yard trimmings (branches, trees, brush (3’x3’x9’) or 3 cubic metres),
carpets, lumber, scrap wood & all “A-Z” recyclable items,
Options/reasons to consider:
Public perception that comprehensive waste reduction is a priority in Maple Ridge.
Expand Supported Work program workstations and experiences with customer service
opportunities.
Compliance with the Metro Vancouver Solid Waste Management Plan.
Increased garbage going to landfill.
Increased incidents of illegal dumping as Metro Vancouver tipping fees increase.
Alternatives Considered/Reasons for Not Recommending:
Continue with the annual brush chipping program.
Contract with private Garbage Hauler to provide program based on Fee-for-service.
Decision Package 2021-2025 Recycling Department 2 | P a g e
Performance Measures:
Number of homes or apartment buildings participating
Tonnage collected
Illegal dumping reduced in the community
Package:
2021
Budget
Revenue from Tax Levy – Single Family $395,550 @$15.00 per property @26,370
Revenue from Tax Levy – Apt. Building unit 15,448 @$2.50 per unit @6,179
Revenue from existing Chipping program 95,000
Estimated Revenue from Re-store 10,000
$515,998
Operating Costs
Wages & equipment; Truck $250,000 (Truck exp - Driver, Swamper &
Administration)
Special contract services 95,000 Chipping (estimate–800 hours @$160/hr)
Disposal/tipping 170,998 (weight/transfer station@$15 min + $15
mattress.)
Total $515,998
Decision Package 2021-2025 Recycling Department 1 | P a g e
Incremental Package Report
2021 Proposed Budget
Division: Engineering Services
Department: Recycling
Decision Unit: Part-time Community Events Recycling, Outreach & Water
bottle re-fill station workers
Submitted By: Kim Day
Activities/Purpose:
To provide recycling, garbage and water re-fill station services at community festivals and events.
Provide a staff presence at areas designated as recycling, garbage & Water refill. To educate and
promote zero waste initiatives to people attending the events by assisting and directing them to use the
proper disposal method for various items; recycling, composting or garbage. Reduce single - use bottles
by providing a water re-fill station.
Functions Performed/Degree of Service:
To have a staff and/or volunteer presence at up to 20 community festivals and/or events held in
the Maple Ridge area who are responsible for recycling, garbage and Water re-fill management.
To monitor and supervise the public disposal of recycling, food scraps and garbage at events.
Based on 2 supervised stations per event and 2 water re-fill stations.
To provide recycling/garbage and water re-fill stations for use at events.
To expand the City’s support of people with disabilities by providing work opportunities at thes e
events.
Alternatives Considered/Reasons for Not Recommending:
Do nothing - may not achieve the “green-festival” goal.
Continue to pursue volunteer involvement to manage this service
Contract with a waste hauler to provide this service.
Performance Measure:
Number of events attending
Volume of material collected
Package:
2021
Budget
Part-time wages – based on 20 events $15,000
Promotion, Advertising & equipment 4,000
Disposal costs based on tonnage 2,000
2 Water bottle refill stations $ 20,000
$ 41,000
CORPORATE PLAN 2021
2
Table of contents
Message from the CAO ...................................................................................................3
COVID-19 ....................................................................................................................................4
Support Services Achievements Infographic .................................................6
Support Services ..................................................................................................................7
Strategic Achievements Infographic .....................................................................9
Community Safety ...........................................................................................................10
Inter-Governmental Relations ...............................................................................13
Community Pride and Spirit ....................................................................................16
Natural Environment .....................................................................................................19
Growth .......................................................................................................................................22
3
Message from the CAO
The 2019-2022 Strategic Plan sets out Council’s five key priorities: Community Safety;
Growth; Community Pride and Spirit; Inter-Government Relations; and Natural Environment.
Early in 2020, we re-aligned our corporate resources to better position us to successfully
deliver on these priorities. The 2021-2025 Corporate Plan is the bridge that identifies how
we will implement Council’s Strategic Plan. The Plan also highlights key achievements
and found milestones delivered in response to unexpected pressures and evolving needs
throughout the year.
2020 has been a year of significant and unexpected change that required our organization
to innovate, adapt, and deliver many of our core services differently. At the onset of the
pandemic, the City seamlessly transitioned to working remotely, including the delivery
of virtual Council meetings. New functionality was added to online services, assisting the
development community in processing applications and permits. A virtual online assistant
was introduced, making it easier for everyone to do business with the City. In order to
support the impacts of COVID-19, staff resources were redeployed within the organization
and across the community.
The organization is committed to continuous improvement and excellent customer service. A notable highlight this year was the
creation of a consolidated Development Services front counter which is in early stages and will ultimately be achieved through the
cross training of building, planning and engineering staff. The streamlining of these services should deliver further efficiencies and
improve the customer experience.
Throughout the year staff have continued to advance Council’s key initiatives. The Community Social Safety Initiative has been
resourced with dedicated staff to lead and implement the Plan; a Town Centre visioning process was launched; and some of the
most significant and complex development proposals in the City’s history were brought forward for Council’s consideration.
Throughout this challenging year, staff across the organization have continued to step up and take on new challenges. I am
extremely proud of the people here and the work that has been done thus far in making progress on Council’s strategic priorities.
I am looking forward to seeing this year’s Corporate Plan in action.
4
COVID-19
The Coronavirus pandemic (COVID-19) has
had a far-reaching impact on Maple Ridge as
a community and the City as an organization;
nonetheless, we have met the challenge by
focusing on the needs of residents, businesses and
staff and continue delivering services, albeit in new
ways.
5
Doing Business Differently
• Implemented virtual meeting technology and protocols to allow Council, staff and participants to transition to remote engagement.
• Ensured continued access to public hearings, as required by legislation.
• Leveraged technology to enable staff to work remotely.
• Moved internal processes online to increase efficiency and reduce paper handling.
• Reacted to financial implications, including delaying the property tax penalty date in support of citizens; and, adopting a Borrowing
Bylaw to protect the organization and ensure adequate cash flow.
• Attained short-term hours of work flexibility and redeployed existing resources to support COVID-19 impacts.
• Developed online applications including, submissions, video inspections, payments and access to real-time results.
• Introduced a Help Desk to provide in person customer support during City Hall closure.
• Hosted Virtual Canada Day, COVID-compliant Summer Happenings and Celebrate the Night.
• Provided online fitness programming, until measures were put in place to allow for the safe reopening of the Leisure Centre.
• Launched the virtual online assistant (Maple the Chat Bot).
Supporting Businesses and Community Organizations
• Created a COVID-19 landing page for local businesses to access information on support programs and initiatives.
• Utilized the City’s social media reach to promote shop-local campaigns such as Meals for Mom.
• Expedited the patio permit process to allow local businesses to safely expand their operating space.
• Collaborated with BIA and Chamber of Commerce to advertise “Open for Business” list and host virtual Town Hall to launch Safe
Restart.
Keeping People Safe
• Introduced community ambassadors to educate and support citizens on physical distancing measures.
• Completed physical changes to Council Chambers to enable Council and staff to return safely for in-person meetings.
• Revised janitorial contracts to increase cleaning frequency to meet WorksafeBC requirements and health authority recommendations.
• Completed facility risk assessments, developed site safety plans and introduced controls in the workplace.
• Enabled Bylaw Officers to educate the public on Provincial Health Orders.
• Developed COVID-19 safety policies for staff and visitors and an internal communication hub for employee safety information.
• Activated the Emergency Operations Centre to coordinate pandemic response activities and manage the procurement of resources.
Staff have done an amazing job dealing with and delivering on these found milestones. The learnings from this year will help guide our
activities moving forward in evolving our programming and services to remain aligned with Provincial Health Orders and the needs of
Maple Ridge citizens.
COVID-19
6
Support Services Achievements
Launched consolidated
Development Services
front counter
Completed
organizational
re-alignment
50
virtual
Council
meetings Setup 250+ staff
to work remotely
Conducted
over 500
remote
building
inspections
October 6
Re-opened
City Hall
Welcomed 262 visitors
during the first week of
Municipal Hall re-opening
Completed 43
City-site risk
assessments
Recruited 6
senior staff
positions
Introduced Help Desk customer contact
point during City Hall closure
12% increase in
public inquiries
to Planning
7
ACCOMPLISHMENTS
• Completed a corporate re-alignment, including recruitment of
six senior staff positions.
• Reviewed and refined Council Committee structure, Citizen
Petition, Council Delegation and Council Proclamation policies.
• Developed strategic guiding principles for Human Resources.
• Updated organizational performance measures to align with
Council’s strategic priorities.
• Developed new and enhanced customer applications to
empower customers to have greater access to online services
and information, such as:
- guidance service to submit development applications;
- real-time attendance log for recreation facilities;
- local resource map for seniors;
- virtual online assistant (Maple the Chat Bot).
Departments across the City rely on a host of internal supports
that enable the delivery of Council’s Strategic Plan. These services
ensure that the municipality maintains its legislative commitments,
is fiscally responsible, has access to adequate resources, maintains
open communication with the public, recruits expert talent and
engages staff to maximize their contribution to organizational
success. The following list of deliverables were achieved in 2020
and will act as foundations for further action in 2021.
Support Services
8
DELIVERABLES
• Develop an overarching Human Resources Strategic Plan
to define the role of the department in operationalizing the
corporate strategy.
• Update the Financial Sustainability Policy (2004) to consider
long-term service level sustainability in the current economic
environment.
• Implement customer service solutions that increase the online
availability of municipal services including payments and
applications.
• Assess enterprise systems to identify long-term options for
the replacement and consolidation of legacy applications.
• Build real-time dashboards of operational metrics to increase
internal efficiencies and measure success.
• Review use of the City’s intranet system to enhance employee
engagement and interaction.
• Develop a guiding policy regarding City public consultation.
• Continue to review paper-based business processes in order
to streamline and transition to online.
In 2021, the City’s internal divisions, external customers and
municipal residents will be supported by the following projects
and deliverables:
Support Services
9
Strategic Achievements
Installed 2.2
Km of City
Fibre cable
Launched Town
Centre Visioning
Public Consultation
31 Virtual & COVID-
safe Special Events
Initiated
CSSI
Partner
Meetings
Developed Technology
Attraction Strategy in
collaboration with Fraser
Valley Communities
76% increase in
development
construction value
Launched Yennadon
Employment Lands
Concept Plan
consultation
Hired CSSI lead and
expanded CSO Team
Awarded
22 grants
to support
community
Arts and
Culture
organizations
Opened 4
new parks
and sports
fields
Completed
community-
wide
childcare
needs
assessment
Constructed
downtown
Commuter Lot
11 Crime Prevention Through
Environmental Design
assessments conducted
February
23 Leisure
Centre Re-
opening
Completed
Fire Hall #4
& Training
Centre
10
Community Safety
Ensure that citizens feel safe and are not afraid to
engage in their community, that criminal activity
is prevented or minimized, that people who need
services can access them easily, that agencies
understand and are accountable for their role and
that all of this occurs within the capacity of local first
responders and service providers.
PERFORMANCE MEASURES
Community
Safety Bylaw
Closure Rate
CSO CPTED
Reviews
Crime
Severity
Index
ESS & EOC
Activations
and Training
Hours
RCMP
Response
Time
Urban
Structure Fire
Response
Time
11
ACCOMPLISHMENTS
As a core pillar of Council’s Strategic Plan, Community Safety is at the forefront. The Community Social Safety Initiative (CSSI) is multi-year,
multi-faceted, action-oriented program designed to ensure citizens feel safe and engaged; citizens are protected; and citizens’ well-being
is supported. Given the complexity of the social safety issued faced by our community, to be successful, the City requires strong leadership
and resources, as well as collaboration with community partner organizations. The following are the supporting actions taken in 2020.
Resourcing and Training
• Recruited Manager of Community Social Safety Initiatives to lead, coordinate and implement
• Recruited and trained Community Safety Officers whose role it is to support crime reduction initiatives; increase the feelings of safety for
citizens; support local businesses; and connect vulnerable populations to critical support services.
Building strong relationships with service agencies and community partners is critical in achieving the objectives of the CSSI. Led by the
Community Safety Officer team, the CSSI Action Group is comprised of City staff, RCMP and local stakeholders. Working collaboratively, the
group supported and delivered:
Action Group Deliverables
• Collaboration and coordination between Community Safety Officers, Security, Outreach and RCMP (including joint patrols).
• Streamlined processes for teams responding to safety incidents.
• Conducted a Business Survey to understand local businesses’ safety-related needs and develop programs to address those needs.
• Implemented a City-wide radio system to connect all City staff and security contractors.
• Improved citizen engagement through the downtown vibrancy program, including Summer Happenings and GLOW.
• Installed additional lights to improve safety in the downtown.
• Adopted the Safer Streets Bylaw, influenced by The Safer Streets Act (Provincial legislation).
• Created a program for local businesses to access Crime Prevention Through Environmental Design assessments and grants to support
improvements (LOCTED).
Staff continue to implement components of the CSSI, including the Social Housing Plan, to meet the community’s housing service needs,
such as:
• Initiated Phase 1 of the Social Services Mapping Exercise to inform a needs assessment.
• Proposed regulations to permit and expand the use of supportive and transitional housing through a Supportive Recovery Housing bylaw.
• Created Good Neighbour Agreements to minimize the neighbourhood impacts of social services.
Community Safety
12
DELIVERABLES
In order to effectively deliver on the CSSI, the City is working with
community partners and other levels of government to address
the social safety issues faced by our community.
A review of the Fire Department Master Plan commenced in
2019 with stakeholder engagement, a review of current best
practices and the identification of new trends. The updated plan
will identify needs that have arisen since the introduction of the
blended service model while also naming future priorities for our
growing community.
Host community partner meetings to find alignments
and work together on common goals.
Collaborate with community service agencies to move
forward on Restorative Justice and Diversion programs.
Identify a community approach to support an Integrated
Court.
Undertake community consultation on the CSSI through
the LEAD program.
Develop a volunteer ambassador program to support
CSSI initiatives.
Conduct public consultation process and finalize the
updated Fire Department Master Plan.
Community Safety
13
Inter-Governmental
Relations
Build strong relationships with the region, other
levels of government and local First Nations to set
a foundation for problem solving and innovation to
achieve defined strategic results.
PERFORMANCE MEASURES
Grant
Funding
Received
Community
Safety
Referrals
Fire Service
Mutual Aid
Responses
Inter-Municipal
Business
Licences
Hectares
of Regional
Park Land
14
Inter-Governmental Relations
ACCOMPLISHMENTS
The City relies on an extensive network of partnerships and agencies to execute its responsibilities as a local government. At our
core, the City strives to connect, collaborate and align with other levels of government and their agencies to coordinate action in
strategic priority areas and for municipal governance. This work includes staff participation in regional and industry committees
such as:
• Regional Administrative Advisory Committee
• Regional Planning Advisory Committee
• Regional Engineering Advisory Committee
• Regional Finance Advisory Committee
• Regional Environmental Advisory Committee
• Regional Housing Committee
• Regional Parks Committee
• HAVAN/Urban Development Institute
• Inter-municipal Liaison Committee
Beyond regular meetings with neighbouring local governments, regional bodies, and First Nations, achievements realized in 2020
include:
• Awarded $2 million in grant funding towards accessibility and childcare for Albion Community Centre.
• Celebrated the opening of Telosky Stadium with Kwantlen First Nation representatives.
• Oversaw the development of the Parks, Recreation & Culture Advisory Committee with School District No. 42 and community
representatives.
• Held extensive meetings with community partners and agencies from the onset of COVID-19.
- Federation of Canadian Municipalities
- Metro-Vancouver
- Ministry of Municipal Affairs and Housing
15
DELIVERABLES
Moving forward, relationships with local, regional and provincial
groups will continue to be fundamental in how the City
advocates for the needs of the community and continues to
deliver robust services. Furthering connections will require the
City to:
Inter-Governmental Relations
Develop a joint use agreement for c’esqenele
Elementary School and Albion Community Centre.
Facilitate the installation of a mural at the 240 Street Fish
Fence with Metro Vancouver Regional Parks, Kwantlen
First Nation and School District No. 42.
Provide input on the Metro 2050 and Transportation 2050
regional plans.
Participate in a review of inter-municipal, regional, and
provincial transportation network from the Pitt River
Bridge to central Maple Ridge.
16
Community
Pride & Spirit
Engage the public in positive activities as
participants and as volunteers, to enhance the
vibrancy of the community.
PERFORMANCE MEASURES
City
Volunteers
Public Art
Installations
Hectares of
Maintained
Parkland
Arts, Heritage
and Festival
Grants
City-supported
Celebrations
Public Input on
Projects and
Initiatives
17
Community Pride & Spirit
ACCOMPLISHMENTS
From organizing graduation displays in Memorial Peace Park to leveraging the City’s social media reach to support local
businesses, the City found new ways of celebrating our community and engaging with citizens in 2020.
• Transformed downtown Maple Ridge into a winter wonderland for GLOW.
• Expanded the number of community events and transitioned the method to be virtual or to allow for physical distancing.
• Increased garbage collection to accommodate an increased use of City outdoor spaces.
• Held virtual ribbon cutting ceremonies for Telosky Stadium and Beckett Park.
• Launched the Mayor and Council recognition program to celebrate extraordinary people and organizations in the community.
• Conducted a survey to gauge citizen satisfaction with municipal services.
The City plays a vital role in the beautification of the community, while also creating environments where all citizens have access to
exceptional amenities. In 2020, several milestone achievements were realized.
• Completed extensive upgrades to the Maple Ridge Leisure Centre (MRLC) and celebrated the re-opening of the facility.
• Re-opened the MRLC with comprehensive safety plans to protect citizens and staff.
• Installed five public art features in the community.
• Upgraded the Whonnock Cemetry entryway.
• Developed the Boulevard Maintenance Bylaw.
18
DELIVERABLES
Work has been underway on construction of the Albion
Community Centre since the completion of the co-located
elementary school in 2019. The newest community amenity in
Maple Ridge is estimated to open in 2021 which will require the
City to develop and implement programming., resourcing and to
plan a grand opening for the community. In tandem with opening
of the new centre, the City will also update strategic documents
that support a healthy, inclusive, vibrant and engaged
community.
Community Pride & Spirit
Develop new Parks, Recreation and Culture Master Plan.
Advance the implementation of culture, sport and
physical activity, youth, and age-friendly strategic plans.
Amend the Unsightly Premise Bylaw.
Complete a review of heritage incentives.
19
Natural Environment
Be alert to opportunities to care for the natural
environment, to mitigate impacts on wildlife
and to utilize natural assets to grow eco-tourism
opportunities.
PERFORMANCE MEASURES
Protected
Lands
Tree Canopy
Cover
Corporate
GHG
Emissions
Community
GHG
Emissions
Emissions
Avoided by
EV Charging
Diverted
Household
Waste
20
Natural Environment
ACCOMPLISHMENTS
From the peaks of Golden Ears to the waters of Alouette Lake, Maple Ridge boasts countless natural assets. In order to maximize
the value of these resources, the City of Maple Ridge must foster partnerships and programs that enhance our natural
environment and preserve our green infrastructure. Components of the foundational work required to care for natural assets
took place in 2020:
• Developed a strategic framework for Green Infrastructure Management.
• Reviewed the effectiveness of the Soil Deposit Bylaw.
• Completed Integrated Stormwater Management Plans for watersheds covering 90% of the urban area.
• Introduced the Bylaw Enforcement Notice Bylaw.
• Included natural assets in the development of the Asset Management Framework.
Since 2008, the City has been implementing key actions to reduce community and corporately generated greenhouse gas
emissions through the Sustainability Action Plan. As the region updated its target reductions in 2020, the City engaged in a process
to align the targets embedded in the Official Community Plan with those adopted by Metro Vancouver. Results of these efforts are:
• Commenced public consultation on new GHG targets of
- A 45% reduction by 2030, compared to 2010 levels
- Net zero by 2050
21
DELIVERABLES
In collaboration with community groups, regional agencies
and the Environmental Advisory Committee of Council, the
City will continue to undertake projects that ensure assets and
infrastructure are well-managed and resilient, with the aim to
reduce our ecological footprint.
Identify and implement actions from the GHG reduction
recommendations report.
Review options for anticipating implementation of the BC
Energy Step Code.
Develop Sanitary Sewer Inflow and Infiltration Reduction
Strategy.
Complete Phase 2 of the LED Street Lighting Conversion
project.
Undertake geotechnical testing and evaluation of the
Fraser River Escarpment to update current policies.
Conclude Green Infrastructure Management Strategy.
Natural Environment
22
Growth
Implement strategic plans related to local
infrastructure and the economy including
commercial and industrial land base,
transportation corridors, transit, neighbourhood
plans and key amenities.
PERFORMANCE MEASURES
Growth in
the Town
Centre
Asset
Sustainability
Ratio
Business
Licences
Engineering
Referral
Processing
Building
Permit
Processing
Time
Rezoning
Application
Processing
Time
23
Growth
ACCOMPLISHMENTS
Ensuring that Maple Ridge can provide for community needs today and well into the future requires the achievement of
long-term sustainability through thoughtful planning, management of City finances and infrastructure as well as strong
governance and policy work. In 2020, significant effort was committed to the development and update of plans, bylaws, and
master plan documents that will shape the future of the City.
• Endorsed North East Albion Concept Plan and Lougheed Corridor Land Use Concept.
• Completed a Child Care Needs Assessment and Action Plan.
• Initiated the Town Centre Visioning exercise to reimagine downtown Maple Ridge.
• Reviewed the Maple Ridge Sign Bylaw.
• Reviewed secondary suite (SS) and detached garden suite (DGS) regulations.
• Conducted a technical evaluation of potential routing options of Abernethy Way from 240th St. to 256th St.
• Adopted cash-in-lieu density bonusing provision to promote affordable housing options.
The implementation of the Commercial Industrial Strategy, which identifies that the city will need upwards of 90 hectares of
additional employment lands by 2040, supports Council’s objective of job creation and employment opportunities. To reach the
long-term target identified in the strategy, consultation has taken place with property owners, City Council and the community
regarding concept plans for re-designating 13 properties in the Yennadon area for employment use.
The City continues to develop new infrastructure and upgrade existing systems to support a healthy, active, well-served
community. Several projects were completed over the course of 2020, including:
• Telosky Stadium Fieldhouse
• Merkley Park Track Upgrades
• Beckett Park
• Albion Community Centre – Phase 1
• 225th St. Sanitary Pump Station Upsizing
• Dewdney Trunk Road & 227 St. Watermain replacement
24
DELIVERABLES
In 2021, the City will focus on the creation of high-level strategies
to advance area development and infrastructure objectives of the
community. These projects will span multiple years and engage
citizens in planning for future initiatives.
The City supports ongoing growth of the community by facilitating
the development of land through the collaborative effort of multiple
departments. Streamlining processes and tracking performance is a
continual effort in improving the quality of the services we provide.
Growth
Develop an Economic Development Strategy and update
guiding documents for Tourism and Hotel Feasibility.
Explore the development potential for Yennadon and
Thornhill areas.
Develop a new Strategic Transportation Plan.
Complete a Fibre Network Strategy.
Identify options for how the City can more effectively manage
its real estate assets.
Develop an Asset Management Strategy.
Initiate the Community Development and Enterprise Services
Committee.
Undertake a review and enhance project management
delivery processes.
Assess and benchmark development application process
timelines.
Pilot Permits Coordinator role to facilitate the submission of
development permit applications.
Community Safety Progress Report
Construct a trail connection between 128 Avenue and Fern Crescent Parks, Facilities & Open Space
Complete Complete
100%
Replace the Wellman and Thornhill trail bridges Parks, Facilities & Open Space
Complete Complete
100%
Complete Council Chamber renovation to address physical distancing requirements and provide AV systems
upgrades to meet COVID-19 requirements
Parks, Facilities & Open Space
Complete Complete
100%
Implement safety singage, due to COVID-19 at outdoor amenity and facility closures; subsequent re-opening to
return to sport
Parks, Facilities & Open Space
New signage implemented in response to Provincial Health orders. Facility, field, sports court, and playground closures in coordination with School
District No. 42 Complete
100%
Redeployment of Building Service Workers from the Leisure Centre to all other City Buildings due to COVID-19 Parks, Facilities & Open Space
Enhanced building cleaning to meet Worksafe BC cleaning requirements Complete
100%
Research, purchase and train cleaning staff on effective cleaning chemicals and protocols to meet COVID-19
requirements
Parks, Facilities & Open Space
To ensure staff have the right equipment and chemicals that meet BC Health requirements to kill Covid-19 Complete
100%
Page 1 of 22
Coordinate janitorial contractor to revise cleaning schedules and routines to meet COVID-19 requirements Parks, Facilities & Open Space
Implemented enhanced building cleaning to meet the Worksafe BC cleaning requirements Complete
100%
Work with community partners to expand and enhance transportation options for youth Recreation & Community Engagement
Supported a youth to participate on the Transportation Advisory committee and the Youth Planning table.Complete
100%
Support the Community Social Safety Initiative to create family friendly and diverse special events to activate
Memorial Peace Park and contribute to a vibrant downtown; pending funding
Recreation & Community Engagement
Initiative was folded into the Community Social Safety Initiative LEAD. Programs were modified for Covid-19 and were delivered in Memorial Peace
Park, Town Centre and Albion Fairgrounds.Complete
100%
Support the LEAD Action Team with implementation of the Community Social Safety Initiative Recreation & Community Engagement
Participate in monthly CSSI Action Team meeting providing updates and information sharing opportunities with team on supporting initiatives, i.e.
Happenings in the Park, Park Ambassador program Complete
100%
Design and implement Covid-19 safety signage for use at park sites and recreation facilities Recreation & Community Engagement
Signage updated to reflect current and future public health orders.In Progress
Expedite Patio and Café Permitting Process Economic Development
Went to Council on June 9 and was passed. Further expansion of this process may be forthcoming.Complete
100%
Incorporate Health and Safety Guidelines onto all film sets Economic Development
All productions are required to submit their safety plans prior to filming in Maple Ridge.Complete
100%
Liaise with CSO regarding safety for production crews filming in Memorial Peace Park Economic Development
This is ongoing work during the pandemic.Complete
100%
Page 2 of 22
Develop a new Property Nuisance bylaw to deal with problem properties Licences & Bylaws
The Nuisance Prohibition Bylaw No. 7596-2019 was adopted on 2020 Complete
100%
Form a Nuisance Committee with the RCMP, Fire and Bylaw departments to identify properties that could be
declared nuisance properties
Licences & Bylaws
This item is now being addressed under CSET.Complete
100%
Add all Officers to City Two-Way Radio System Licences & Bylaws
Consolidated radio communications for City staff, Bylaw Officers, security and key stakeholders to improve response and coordination efforts.Complete
100%
Support the deployment of the Snow Survey Corporate Communications
Council asked Operations to seek public input on the Snow Plan Policy update. We worked with Engineering Operations to deploy a survey using new
video tools to provide context for the report coming back to Council. The survey was launched in September of 2020 with a closing date of October 1.Complete
100%
Enhance EOC Infrastructure Information Technology
On Hold. Enhanced EOC infrastructure will include additional AV equipment. Will be revisited when EOC support position is filled.Delayed
Complete the SHAW negotiations on their “GO” Wi-Fi project SHAW WiFi Information Technology
This project was cancelled because the City has developed the Freetown Network to replace this project.Deferred
Implement radio tower and third-party leasing -Radio Tower Leasing Information Technology
On Hold. Staff need to get up to speed on the goals and timelines for this project, and the nature of the delays.
The title of this deliverable has also been changed to better reflect the work being undertaken.Delayed
Page 3 of 22
Support the Community Social Safety Initiative (CSSI) Information Technology
Community Safety Staff lead to support Council’s strategic priority to develop and implement a comprehensive Community Social Safety Initiative. This
project is a corporate wide initiative, with various departments throughout the organization tasked with specific work plan items. Completed incident
reporting and City Radio Initiatives.
Complete
100%
Implement CIRA DNS Firewall service to provide another layer of protection against malware and phishing
attacks
Information Technology
Also added banner to external emails to help remind staff to be wary of attachments and links that may lead to security compromises.Complete
100%
Assess performance characteristics of drinking water system throughout City to improve information available
for design of fire suppression systems
Engineering
Complete Complete
100%
Develop overview plan for emergency provision of drinking water Engineering
Draft study complete. Undergoing stakeholder review the Province and Metro - Integrated Partnership for Regional Emergency Management.Complete
100%
Develop and implement LOCTED facility review program for local business Corporate Planning & Consultation
Local businesses can now access Crime Prevention Through Environmental Design (CPTED) reviews by Community Safety Officers with improvements
partially funded through the joint BIA-CMR Façade Improvement Program Complete
100%
Participate actively in the development and implementation of the Community Social Safety Plan which has
now developed into the Community Social Safety Initiative
Police Services
The RCMP engaged in all aspect of the planning process through 2020 along with other City departments. They participated in all monthly meetings and
identified problem areas to target in the downtown core which police addressed through bike and foot patrols as well as regular patrols. RCMP
were involved with developing the Community Social Safety Initiative and continue to participate in the action group.
In Progress
Page 4 of 22
Collaborate on joint projects with stakeholders and other agencies: i. Work with City Bylaws on initiatives; ii.
Work with city contracted security in the downtown core; iii. Joint projects with ICBC; iv. Work with CP Police
on rail line safety
Police Services
Multiple projects and ongoing were provided to Mayor and Council throughout the year pertaining to support to the CSOs, Bylaws, Security and other
partner agences.Complete
100%
Augment road safety: i. Implement road safety programing targeting distracted driving; ii. Enhanced “Counter
Attack” impaired driving enforcement campaign (provincial and municipal); iii. Utilize Speed Watch and reader
boards to inform and education the p ublic
Police Services
Project Domino Effect - project to prevent deaths due to impaired driving; Pro-active CounterAttack jointly with ICBC; school education on road safety,
excessive speeding and distracted driving.Complete
100%
Target high risk offenders Police Services
SEU, prolific offender targeting has been successful through the year. Priority Offender targeting has occurred throughout the year and Mayor and
Council have been updated specifically on these files as they have unfolded. The largest offender drug bust in detachment history resulted in receiving
Provincial media attention.
Complete
100%
Focus Uniformed Police Response (UCRU) on enhanced community safety: i. Attendance at school events; ii.
Network with Coast Mental Health, Alouette Additions and the City of Maple Ridge along with Community
Outreach to maintain a network for mental healt h
Police Services
Full engagement from UCRU with multiple partners addressing local mental health and housing issues including insuring full understanding of the
various program agreements and how the RCMP can assist all of those agencies.
i. Attendance at schools by UCRU pre-covid who were actively involved in school events, student education and regular proactive attendance at all
schools.;
Front line members were also assisting with each member being assigned 2 elementary schools to make regular proactive contact with youth.;
Since return of students in September, SD No.42 is determining the type and amount of proactive police contact is needed due to COVID restrictions; ii)
Networking and meeting with Coast Mental Health, Alouette Addictions and the CMR along with Community Outreach to maintain a network for
mental health support. UCRU has also been fully engaged with CSSI.
Complete
100%
Page 5 of 22
Manage Prolific, Priority and Chronic Social Offenders: i. Increase breach charges recommended to Crown
Council for Domestic Violence Offender Management; ii. Number of identified offenders police have
intervened
Police Services
Full prolific offender project managed by SEU and data driven via the Crime Analyst Section. Successful reduction in offenders which is shared with
Mayor and Council on a quarterly basis. i. increased breach charges recommended to Crown Counsel for domestic offender management. RCMP
is a partner in the Interagency Case Assessment Team (ICAT) which works on the highest risk cases of domestic violence with a goal to increase safety.
UCRU manages several chronic mental health clients in partnership with Fraser Region Mental Health, Probation, Crown Counsel and Coast Mental
Health.
Complete
100%
Increase downtown core uniform visibility: i. Pro-active patrols by uniformed members; ii. Community
engagement with businesses and citizens; iii. Communication with City Bylaw Enforcement
Police Services
Continued engagement with downtown BIA security meeting at the managment level. General Duty uniformed patrols in downtown core and UCRU
partnership with CSOs have significantly increased downtown core visibility. i) pro-active patrols by uniformed members, UCRU actively engaged and
involved in the monthly CSSI action group. Foot patrols in partnership with CSOs as well as pro-active vehicle patrols in the downtown core are being
done; ii) community engagement with business and citizens - ongoing strategic planning sessions with youth and cultural groups, community partners
and CMR. Partnerships continued with BIA and new launch of the BC Safe Place Program; iii) communication with City Bylaw Enforcement - Detachment
has a good working relationship with Bylaws, combined with joint committee work and joint CSO foot patrols sharing day to day information to enhance
service levels.
Complete
100%
Participate in the RCMP Joint Service Review Community Social Safety Initiative
A review of the existing joint policing model with the City of Pitt Meadows is underway. An update to Council will occur this Fall.In Progress
Create two new Community Safety Officer positions Community Social Safety Initiative
The Community Social Safety Action Plan piloted two time-durated Community Safety Officers. Business Planning in 2020 regularized those two
positions, then 2 more RFT Community Safety Officer positions were filled in July 2020, bringing the CSO section up to 4 Officers.Complete
100%
Implement Protective Force Options training and certification for CSOs Community Social Safety Initiative
The impetus for this training and certification was the endorsed CSSI Action Plan that directed staff to maximize the effectiveness of enforcement
resources by exploring additional authorities that may be leveraged through Bylaw Officers. Furthermore, the risk assessment stemming from the St.
Anne Street encampment ("Anita's Place") suggested Officer Safety and use of protective force training. With frontline risk factors steadily increasing,
Bylaws Officer now have the appropriate skills, certification, and equipment.
Complete
100%
Page 6 of 22
Relaunch CSET (Community Safety Engagement Team)Community Social Safety Initiative
Previously named the Community Standards Enforcement Team, we redefined and renamed CSET as the Community Safety Engagement Team – same
acronym, same meeting format, same open lines of communication, but with a more proactive mandate. The focus will remain on social safety
challenges, homelessness, drug addiction, mental illness, and street disorder.
Complete
100%
Implement new schedule, registration process and reserved timeslots for access to Outdoor Group Fitness,
Fitness Centre, Hammond Outdoor Pool, Gymnasium and Youth Centre
Recreation & Community Engagement
Re-Opened the Leisure Centre and Greg Moore Youth Centre within the COVID-19 landscape. Programs adapted to meet safety requirements as per
health authority which resulted in new procedures, COVID-19 training, enhanced safety documentation and follow-ups.Complete
-
100%
Implement outdoor programming including summer day camps, group fitness and youth engagement Recreation & Community Engagement
Expanded and adapted the Mentorship Program to support “Pop-Up Recreation in the Park” neighbourhood programming. Inclusive of youth with
diverse abilities, in absence of the Youth Futures Program. Provided outdoor group fitness classes at Albion Sports Complex and Memorial Peace Park.
Implemented contact-free registration, sign in, form completion for summer camps.
Complete
-
100%
Implement the Park Ambassadors Program to engage and educate residents in City parks Recreation & Community Engagement
The program educated citizens on the practices of social distancing, and keeping parks safe for everyone to enjoy. A series of messaging and signs were
developed to educate residents on COVID-19 and impacts to City facilities and services.Complete
-
100%
Participate in inter-municipal, regional and national sector meetings regularly to share ideas, program planning
and services during COVID-19
Recreation & Community Engagement
Supported the development of an inter-municipal Senior's Collective. Attending online meetings with regional and national colleagues and
organizations and sharing resources and program ideas to support residents, artists, community partners and staff during COVID-19 in our community.In Progress
-
70%
Develop recreation therapy curriculum and led three workshops on sensory in nature for adults with lived
mental health experiences
Recreation & Community Engagement
In response to COVID-19 and in partnership with Fraser Health Authority (FH), staff developed the curriculum and delivered an online workshop for
adults with lived mental health experiences.Complete
-
100%
Implement a series of online programming to engage residents immediately following the COVID-19 shutdown Recreation & Community Engagement
Development of online fitness classes. Implemented virtual BC Youth Week Celebrations consisting of 7 different engaging events.Complete
-
100%
Page 7 of 22
Develop and implement online and in person staff in-service training modules related to COVID-19 Safety Plans
and Protocols and PPE training
Recreation & Community Engagement
Training included COVID-19 safe workplace procedures in collaboration with HR, WorkSafe BC, BCRPA, Lifesaving Society and ViaSport.Complete
-
100%
Complete indoor and outdoor site risk assessments for all summer programming locations Recreation & Community Engagement
Complete Complete
-
100%
Refresh and implement EOC Pandemic Response Plan Fire & Emergency Program
Due to Covid-19 this plan was refreshed and implemented.Complete
Q1 2020
100%
Establish a Project Management Team to oversee the Community Social Safety Initiative Community Social Safety Initiative
Key staff and experts have been identified to drive the development of a Community Social Safety Plan for Maple Ridge. In addition to staff, Council
Endorsed the appointments of Rob Thiessen and Fraser MacRae (on October 29, 2019) as consultants to provide expertise. Terms of Reference for CSSI
Expert Consultants was approved on November 29, 2019.
Complete
Q1 2020
100%
Initiate a Pilot Program to expand early morning clean-up in the Town Centre Community Social Safety Initiative
An additional resource has been added to perform early morning cleanup that focuses on the removal of needles and solid waste in the Town Centre.
These duties are performed before businesses open to provide a clean environment for customers. This program addresses feedback from business
owners who have identified that the presence of needles makes themselves and their customers feel unsafe. Results of this program are being tracked.
Service reinitiated in Spring 2020. We are also exploring opportunities to coordinate efforts with community partners to engage in street cleanup
restorative justice programs.
Complete
Q1 2020
100%
Consolidate Radio Communications for City Staff and Security Services Community Social Safety Initiative
Consolidate radio communications for City staff, security and key stakeholders to improve response and coordination efforts. This project is well
underway:
- Strategy has been defined
- Equipment has been identified and sourced
- Developing implementation strategy
Handhelds radios (Motorola XPR 7580e) and accessories have been distributed to PRC, Bylaws, Security and Operations allowing for interoperability
between these groups. Departmental policies have been drafted and delivered to each user group. The improved capability has proven to be extremely
valuable during the COVID-19 response with staff redeployed to different service areas. The radio network is managed and maintained by the electrical
technician at the Operations Centre. They have reported two possible dead zones; one at the foot of Thornhill and one on Foreman Drive.
Complete
Q1 2020
100%
Page 8 of 22
Explore Bylaw Officers Authorities Community Social Safety Initiative
Explore additional authorities that may be leveraged through Bylaw Officers as part of a tiered approach to community safety and engagement.
A legal opinion was shared with Council and it defined the Community Charter authorities for Bylaw Officers, which includes Peace Officer status while
performing their duties. In September 2020, Bylaw Compliance Officers were certified for protective force options that include handcuff, ASP and OC
Spray. Only select roles will carry the tools. This training and certification was influenced by a risk assessment for Anita's Place.
Complete
Q1 2020
100%
Initiated Vibrant Town Centre Activities Community Social Safety Initiative
Implemented the Happenings in the Park program which supplemented and enhanced summer programming. New events were added in and around
Memorial Peace Park to activate the area on Wednesday, Thursday, Friday and Saturday evenings. This program has received a lot of positive feedback
and we are currently reviewing successes. Ongoing funding for a downtown activation program was approved in the 2020 Financial Plan Bylaw.
Incorporated lighting up the corridor in the 2019 Glow event. Continue to look for opportunities to incorporate programming in vulnerable spaces as
appropriate.
Complete
Q1 2020
100%
Hold CSSI Partners Meetings Community Social Safety Initiative
The Community Safety Steering Committee (CSSI Partners) was endorsed by Council at the July 2, 2019 Council Workshop Meeting.
The CAO and the CSSI team hosted one Community Partners Meeting on June 22. Another meeting was scheduled for October 28 but has been post
poned until January 2021 due to Provincial election.
In Progress
Q1 2020
50%
Conduct a review of Vaping Prohibition Planning
Additional review and report required In Progress
Q2 2020
75%
Upgrade Breathing Air, SCBA Cylinder, filling system at Fire Hall No. 3 Fire & Emergency Program
Complete.Complete
Q2 2020
100%
Start up of Fire Hall No. 4 Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Construction of Fire Hall No. 4 and training ground Fire & Emergency Program
Occupancy end of September 2020.Complete
Q3 2020
100%
Page 9 of 22
Implement new inspections/software application to create electronic records directly into the database
reducing reliance on paper forms
Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Train firefighters on the appropriate use of the new inspection software and hardware Fire & Emergency Program
Complete Complete
Q3 2020
100%
Replace Tender 1 as it has exceeded 20 years of service Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Replace two existing fire apparatus that have exceeded their life cycle (E22/R2) and were retired. Planned new
apparatus is a fire engine
Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Design/build Tender 4 to be timed with completion of Fire Hall No. 4 Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Design/build Engine 4 to be timed with completion of Fire Hall No.4 Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Upgrade edraulic tools Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Page 10 of 22
Complete Recruiting for 2020 POC needs Fire & Emergency Program
Spring and Fall intakes completed.Complete
Q3 2020
100%
Develop EOC Flood Plan Fire & Emergency Program
Complete.Complete
Q3 2020
100%
Source Turnout Gear Fire & Emergency Program
Agreement for five years developed and completed.Complete
Q3 2020
100%
Develop Youth Worker Log platform designed to capture events logged by youth services workers so they can
better support their clients
Information Technology
The existing system was excel sheets, and records were being lost. The new system is a Dot Net application, with sql server DB. Currently, the project
requires more security features and there is a backlog of features they we are hoping to get in order to be better equipped to work in Post Covid-19
work environment. Currently, there is no due date specified, but the goal is to have all security features completed by the first week of September.
In Progress
Q3 2020
80%
Develop online survey to gather statistics in support of reporting for the CSSI - Security Patrol Survey Information Technology
Developed a new tool to capture the location and details related to security patrols within the downtown area.In Progress
Q3 2020
80%
Increase the number of properties in the Town Centre that deploy CPTED principles.Part of the Community
Social Safety Action PlanClean Streets & WalkwaysExpand Façade Program
Community Social Safety Initiative
Staff have worked with the DMRBIA and have developed the LOCTED Grant Program (Lock Out Crime Through Environment Design). The LOCTED
Program has been structured very similar to the Façade Improvement Program but was recognized as having a distinct and separate mandate. The
application, vetting and granting processes are very similar and will have input from the City and the DMRBIA. The basic idea is that members of the
DMRBIA can apply for a CPTED assessment of their business, to be conducted by trained Community Safety Officers. If the CPTED assessment
recommends certain CPTED upgrades that come at a cost, they can apply for a grant for half of the cost of the upgrades, up to a maximum of $2000.
Complete
Q3 2020
100%
Support Restorative Justice/Diversion Program Community Social Safety Initiative
RCMP works directly with Community Services regarding Restorative Justice, to make referrals for business and schools on lower level incidents. This is
a program that allows for accountability when harm has been inflicted with non-court options. Bill C-75 has created a scenario where RCMP requires
greater capacity.
Bylaw Services met with Community Services on July 30 and CSOs will also be referring individuals and harmed parties.
Complete
Q3 2020
100%
Page 11 of 22
Explore Transitional Services opportunities Community Social Safety Initiative
Explore opportunities to support individuals coming out of local corrections facilities.
Exploratory meetings with the Probation Team from Maple Ridge Community Corrections, and the Assistant Warden at the Alouette Correctional
Centre for Women.
In Progress
Q3 2020
50%
Conduct UCRU/CSO Joint Patrols as part of the Community Social Safety Action Plan - Visibility Response
Coordinated Tiered Approach to Enforcement
Community Social Safety Initiative
Commencing on August 25, CSOs and UCRU are patrolling together with the shared goal of providing a strong visual presence in the downtown core.
Areas of focus are street nuissance behaviour, aggressive solicitation (pandhandling), open drug use, sex trade activity, and graffiti Complete
Q3 2020
100%
Conduct feasibility study and potential pilot project on accessible feminine hygiene products in public facilities Recreation & Community Engagement
Conducted a pilot project at Greg Moore Youth Centre where hygeine products were made available free of charge. Best practice research including
financial implications is currently underway.In Progress
Q4 2020
50%
Work with SPAC to deliver two Community Forums pertaining to chronic disease Recreation & Community Engagement
Community workshops on Early Childhood/Middle Years Development(EDI/MDI) and Primary Care Network (PCN) were identified. The MDI/EDI has
been delivered. The PCN workshop is to be delivered in Q4.In Progress
Q4 2020
75%
Supported community partners - grant recipients (project and operational) with changes to operations, online
delivery and COVID-19 safety plans for re-opening and re-structuring programs for COVID and resources
Recreation & Community Engagement
Complete and on-going pending changes from health authority.Complete
Q4 2020
100%
Work with SPAC to deliver two Community Forums pertaining to chronic disease.Social Planning Advisory Committee
Community Workshops on Early and Middle years Development (EDI/MDI) and Primary Care Network (PCN) were identified. EDI/MDI has been
delivered. PCN to be delivered in Q4 2020 In Progress
Q4 2020
75%
Review of Cannabis Retail (Zoning & Policy)Planning
Council policy was reviewed and endorsed.Complete
Q4 2020
100%
Page 12 of 22
Support Recovery and Transitional Housing Bylaw Planning
Zoning Bylaw amendments were created to require operators to enter into a Housing Agreement. Bylaw was adopted November 10, 2020 Complete
Q4 2020
100%
Replace gas monitoring equipment Fire & Emergency Program
To begin in Q4 2020.Not Started
Q4 2020
0%
Creation of a 2nd Training Officer FTE position (Training Division)Fire & Emergency Program
Still needs completion in that a backfill firefighter position was re-purposed as a temporary measure.In Progress
Q4 2020
50%
Conduct a review and refresh of the existing Community Wildfire Protection Plan Fire & Emergency Program
Community Resiliency Investment Program grant approved. Reviewing joint submission with a neighbouring municipality.Complete
Q4 2020
100%
Conduct a review and refresh the Fire Department Master Plan Fire & Emergency Program
Two presentations made to Council. First draft completed for review.In Progress
Q4 2020
75%
Complete hiring process to replace the Emergency Management Coordinator Fire & Emergency Program
New EMC has been hired.Complete
Q4 2020
100%
Conduct recruiting for 2021 POC needs (2 Classes) Fire & Emergency Program
In progress.In Progress
Q4 2020
80%
Page 13 of 22
Hire Assistant Chief position Fire & Emergency Program
In progress.In Progress
Q4 2020
75%
Renew Dispatch Contract Fire & Emergency Program
Complete.Complete
Q4 2020
100%
Develop Business Licence Amendments for Supportive Recovery Homes Licences & Bylaws
A Planning Report is currently before Council.In Progress
Q4 2020
80%
Develop Business Licence Amendments for Stand Alone Retail Vape Stores Licences & Bylaws
A Planning Report is currently before Council.In Progress
Q4 2020
75%
Introduce enhanced lighting in the Town Centre Community Social Safety Initiative
Staff have mapped and are ranking areas in the Town Centre that can be improved through lighting.
To date 13 lights have been installed.
Continue to address lighting deficiencies in the Downtown Core to reduce opportunities for hidden criminal or nuisance behaviours, and support
perceptions of safety amongst welcome users of the public space.
Where excavation and conduit installations are required, Engineering is exploring utilizing newer technologies such as micro-trenching which may be
able to significantly lower the costs but the feasibility of this is still under evaluation.
Complete
Q4 2020
100%
Page 14 of 22
Implement Security Services Community Social Safety Initiative
Council increased funding for Security Services for the summer of 2019. A Request for Proposals was developed on January 14, by the Task Group that
outlines security service needs and criteria, and will go to the market shortly to seek best value for security services.
Short term and stop gap strategies have been employed to alleviate pressure on urgent issues:
- reinvigoration of security group to identify issues and develop a plan to move forward
- obtaining & compiling incident data to identify priorities, trends and measures
- currently identifying gaps in the existing approach and drafted an RFP to redefine services
- currently exploring options for alternate service delivery
- COVID-19 delayed drastic alterations to the security coverage model
In Progress
Q4 2020
90%
Establish/Review Housing Action Plan Community Social Safety Initiative
Adopted cash-in-lieu density bonus provisions to develop affordable housing fund as means of delivering affordable housing options.
Reviewed secondary suite (SS) and detached garden suite (DGS) regulations to help increase rental unit opportunities. Accountability mechanisms
explored with Council and next steps are to bring bylaw amendments forward (October 2020) to the Business Licence Bylaw to incorporate a Good
Neighbour Agreement and also propose amendments to Zoning Bylaw to remove owner occupancy requirement.
In Progress
Q4 2020
80%
Review Social Housing Plan Community Social Safety Initiative
Social Housing Plan established in 2019. Defined Council priorities such as:
- Abstinence based Development Model
- Seniors Housing
- Housing for people with a disability
- Housing for families with a low income
- Mapping exercise on housing and substance use services
In Progress
Q4 2020
75%
Develop Supportive Recovery Bylaw Community Social Safety Initiative
Update to Council in October 2019 provided options and advice regarding a regulatory approach for supportive recovery homes and transitional
facilities.
This work has been ongoing with Zoning Bylaw amendment to define the use and trigger requirement of a Housing Agreement (on a case by case basis)
received 1st & 2nd readings in July 2020. Proceeded public hearing in September.
Complete
Q4 2020
100%
Conduct Town Centre Visioning public process Community Social Safety Initiative
Public Consultation process began in August 2020 and ran through October 2020 which It included Pop Ups, a WalkShop Tour of the Town Centre, a
virtual Workshop with the local Business Community. Outcomes Report will be presented to Council in December 2020 In Progress
Q4 2020
70%
Page 15 of 22
Review Inspection Policy to reflect current best management practices to minimize risk exposure Engineering Operations
A policy update is scheduled to be presented to Council in November 2020 to address requirements of timing on response.In Progress
Q4 2020
75%
Continue to implement Council's Social Housing Plan - Closed Items Planning
Ongoing work In Progress
2021
75%
Consult and implement CSSI LEAD Plan Planning
Ongoing Work Consultation, Communication and Implementation Strategy In Progress
2021
25%
Complete various Housing Action Plan Items Planning
Ongoing Work In Progress
2021
50%
Conduct Inventory of Social Services and Identify Gaps in Maple Ridge Planning
Work is currently ongoing.In Progress
Q1 2021
Develop accountability mechanisms or Secondary Suites and DGS's -Good Neighbours Agreements Planning
Initial discussion to Council on November 17, 2020.In Progress
Q1 2021
Purchase and install Audio/Visual Upgrade for Fire Hall No. 1 Training / Emergency Operations Centre Fire & Emergency Program
In progress.
Room design completed, working to secure vendor. Report to Council was approved for purchase and installation.In Progress
Q1 2021
25%
Produce a Community Safety Reference Pamphlet Licences & Bylaws
Ongoing. The pamphlet is under review with CMT.In Progress
Q1 2021
75%
Page 16 of 22
Develop CSO Business Engagement Plan Licences & Bylaws
Phase 1 (Inventory) complete.
Phase 2 (Gap Analysis) underway with anticipated outcome report to Council in early 2021.In Progress
Q1 2021
60%
Initiate Coast Mental Health/CSO, Alouette Addiction/CSO joint outreach Licences & Bylaws
Phase 1 (Inventory) complete. Phase 2 (Gap Analysis) underway with anticipated outcome report to Council in early 2021.In Progress
Q1 2021
85%
Develop an implementation plan to support recommended changes in the Police Services Review Police Services
Worked with CMT and with RCMP Operations Strategic Branch(OSB) to provide information for the report being submitted to the
Province. Locally, the detachment provided a 25-page report to Division Head Quarters on aspects/impacts of both integration and
de-integration.
In Progress
Q1 2021
75%
Replace and upgrade pedestrian traffic signal components due to end of life Engineering Operations
Applied and received ICBC grant funding to upgrade all signals with countdown timers for improved pedestrian safety. Grant funding covered the cost
of new signals and timers; City to cover labour costs. Funding has been received and new signals have been ordered but are delayed due to Covid effects
on production and delivery.
Delayed
Q1 2021
0%
Apply to UBCM for grant funds under Community Resiliency Investment Program to conduct operational fuel
management and recommended treatments
Fire & Emergency Program
Postponed until a new CWPP is prepared and in place.Not Started
Q2 2021
0%
Develop a three-year training calendar (ESS)Fire & Emergency Program
On hold until prioritized with the new EMC.Not Started
Q2 2021
0%
Source and purchase EOC Radio Equipment for Fire Hall No. 4 (UBCM Grant)Fire & Emergency Program
Waiting for Fire Hall No. 4 to be complete.In Progress
Q2 2021
10%
Page 17 of 22
Carry out ESS Modernization - computers (UBCM Grant)Fire & Emergency Program
The equipment has been purchased and the training needs to be conducted.In Progress
Q2 2021
90%
Prepare an options report for Council to consider enforcement action in Albion regarding street parking and
unlawful property uses
Licences & Bylaws
Have met with all stakeholders and have identified the main issues which may help address the ongoing streets issues. Have elevated parking
enforcement to remove safety hazards as a stop gap to forwarding an Options Report to Council.In Progress
Q2 2021
20%
Conduct Lower Hammond drainage planning Engineering
Reviewed Lower Hammond Drainage issues in support of upcoming development in the area. Currently working with consultant to evaluate potential
conceptual drainage upgrades.In Progress
Q2 2021
20%
Develop an Ambassador Program Community Social Safety Initiative
Assessing where this volunteer program may complement existing efforts.
Currently developing the Ambassador program, managed through the Community Safety Officer Team in Bylaw Services. They will provide information
on special events, rec programs, art/culture programs, and promote business, and report observations to Security/Bylaws/RCMP.
COVID-19 has delayed the opportunity to launch the volunteer program, but the Manager of CSSI and the RCMP Crime Prevention Supervisor are
planning to partner on resourcing and training a large roster of volunteers. Joint patrols will be planned that involve Ambassadors, Community Safety
Tours and CSOs in problematic areas.
Delayed
Q2 2021
30%
Support Integrated Court project Community Social Safety Initiative
Support efforts to implement Integrated Court in Port Coquitlam. Working on strategies to support local access to this Court.
Access to an Integrated Court in Port Coquitlam would help expedite certain charges through the Justice system.
Assisting efforts of Crown Counsel to implement Integrated Court in Port Coquitlam. Working on strategies to support local access to this Court. The BIA
has emerged as a willing community partner. Probation has also expressed interest in being a part of an local integrated court team - a model used
across the region.
In Progress
Q2 2021
40%
Page 18 of 22
Initiate Request for Expressions of Interest for Affordable Housing - Closed Items Community Social Safety Initiative
Currently exploring potential provider partnerships. This includes working with BC Housing, Fraser Health and other outside non-profit agencies to
undertake affordable housing project assessments.In Progress
Q2 2021
80%
Review Social Services Inventory, Gap Analysis & Mapping Initiative Community Social Safety Initiative
In 2019 Council endorsed funding to hire SPARC BC to map a range of substance use, mental health and housing services in Maple Ridge to inform a
made in Maple Ridge Development Model (as an update to the inventory undertaken in 2016). A Social Services Inventory was undertaken with SPARC
BC and included input from BC Housing and Fraser Health. The inventory was presented to Council in Spring 2020. Completing a gap analysis is the next
phase and is underway with anticipated outcomes report to Council in January 2021.
Phase 1 (Inventory) complete.
Phase 2 (Gap Analysis) underway with anticipated outcome report to Council in early 2021.
In Progress
Q2 2021
60%
Implement Process Review recommendation (2017) (EOC Recruitment)Fire & Emergency Program
Referral from EOC section heads for staff to be trained. Requests for training and courses from EMBC ongoing.In Progress
Q3 2021
30%
Respond to COVID-19 Fire & Emergency Program
Continuing to develop department response plan to changing nature of Covid-19.In Progress
Q3 2021
50%
Implementation of CSSI Action Plan Community Social Safety Initiative
The Action Plan shows that the City is being proactive by implementing strategies to deal with social safety concerns, while we build out the larger
Community Safety Plan.
The CSSI Action team has met monthly since May 27, 2020 in a cross-department cooperative approach to operationalizing the Action Plan.
In Progress
Q3 2021
85%
Facilitate community consultation on Commmunity Social Safety Plan Community Social Safety Initiative
To ensure we are serving the needs of the public with our Community Social Safety Plan, and to ensure the citizens have the chance to engage with the
process In Progress
Q3 2021
25%
Page 19 of 22
Supported Family Education's 2020 Poverty Reduction Planning & Assessment application to the Union of
British Columbia Municipalities (UBCM)
Social Planning Advisory Committee
Grant awarded, staff hired and contract is in place In Progress
Q4 2021
25%
Move to E-Comm Radio System Fire & Emergency Program
On hold.Not Started
Q4 2021
10%
Revitalisation for Engines 1, 1-2, 2 and 3 and Rescue 1 Fire & Emergency Program
Starting Q3 2020.In Progress
Q4 2021
10%
Determine the needs, focus and next steps for business continuity within the City in the event of a disaster Fire & Emergency Program
Postponed. There are insufficient cross departmental staff resources to complete this item.Deferred
Q4 2021
0%
Identify potential volunteers and develop appropriate marketing strategies (ESS)Fire & Emergency Program
Marketing report received, actioning the recommendations.In Progress
Q4 2021
40%
Develop Emergency Operation Centre forms and automated workflow through Laserfiche (EOC)Fire & Emergency Program
On hold until prioritized with the new EMC.Not Started
Q4 2021
0%
Conduct a new Hazard Risk Vulnerability Analysis and all corresponding Emergency Response Plans Fire & Emergency Program
On hold until prioritized with the new EMC.Not Started
Q4 2021
0%
Conduct tower crane rescue training Fire & Emergency Program
Due to a pair of tower cranes being used to build a large project, and the shared tower crane rescue program implementation with the contractor, part
one of the training program was completed. Next is to begin part 2 of the training and to join the Technicial High Angle Rope Rescue Program (THARRP).In Progress
Q4 2021
50%
Page 20 of 22
Hold two additional recruit classes Fire & Emergency Program
Second additional class in progress.In Progress
Q4 2021
50%
Leverage TripAdvisor/Hello BC partnerships: Marketing of resources available to busineses for advertising
hours of operation and safety protocols
Economic Development
This is ongoing work during the pandemic.In Progress
Q4 2021
50%
Community Social Safety Initiative: Participate in and support the work of Action Group and Task Force and the
short, medium and long-term programs and plans that flow out of this initiative
Engineering
Lane lighting has been installed. Continue to liase with CSSO In Progress
Q4 2021
Develop CSSI Communication Plan Community Social Safety Initiative
The CSSI Communications Plan will ensure the citizens of Maple Ridge receive relevent updates on the Community Safety Plan.In Progress
Q4 2021
15%
Undertake a Water Quality Optimization Program Engineering
A collaborative project between Engineering and Operations, a system wide Water Quality Optimization Program is being evaluated to review additional
measures to manage the water system as it continues to grow in size.In Progress
Q4 2021
50%
Oversee assessment of Lower Hammond Dyke and Collaborate with Pitt Meadows on agreements Engineering
Initial report complete, issue RFP for inspection and assessment.In Progress
Q1 2022
20%
Hire four additional firefighters over a four-year period commencing in 2020 Fire & Emergency Program
In progress; first one hired and is off setting the second training officer secondment.In Progress
Q4 2024
25%
Page 21 of 22
Consider options to replace Hall No 3 Fire & Emergency Program
Purchased land adjacent to the existing site for future replacement project.Deferred
Q4 2025
10%
Support the City’s Community Social Safety Initiative Parks, Facilities & Open Space
Provide coordinated City services to enhance community safety for residents, businesses and visitors In Progress
Ongoing
75%
Participate in and support the work of the CSSI Action Group and Task Force and the short, medium and
long-term programs and plans that flow out of this initiative
Fire & Emergency Program
Continuing as required.In Progress
Ongoing
50%
Roll out COVID-19 Community Response including the development and deployment of website and social
media assets and daily briefings for the EOC and Council decision makers. We also developed a 'backup'
website in case of an interuption of service
Corporate Communications
We continue to monitor and update all assets on the latest Public Health information from the BC Government and support departments with the
delivery of information relating to impacts of the health orders.In Progress
Ongoing
Continue COVID-19 response Police Services
Enhancements made and ongoing communication and protocols are in place. RCMP adhere to the provincial and federal COVID-19 guidelines.
Support services roles have been working both in the office and remotely to lessen exposure when possible. In Progress
Ongoing
60%
Page 22 of 22
2021 Community Safety Work Plan
Participate in inter-municipal, regional and national sector meetings regularly to share ideas, program planning and services during COVID-19 -
Continue to implement Council's Social Housing Plan - Closed Items 2021
Consult and implement CSSI LEAD Plan 2021
Complete various Housing Action Plan Items 2021
Support the City’s Community Social Safety Initiative Ongoing
Participate in and support the work of the CSSI Action Group and Task Force and the short, medium and long-term programs and plans that flow out
of this initiative
Ongoing
Roll out COVID-19 Community Response including the development and deployment of website and social media assets and daily briefings for the EOC
and Council decision makers. We also developed a 'backup' website in case of an interuption of service
Ongoing
Continue COVID-19 response Ongoing
Respond to Provincial Orders and health recommendations due to COVID-19 in regards to recreation services, rentals and programs Q1 2021
Conduct Inventory of Social Services and Identify Gaps in Maple Ridge Q1 2021
Advise Council on health concerns of vaping Q1 2021
Develop accountability mechanisms or Secondary Suites and DGS's -Good Neighbours Agreements Q1 2021
Purchase and install Audio/Visual Upgrade for Fire Hall No. 1 Training / Emergency Operations Centre Q1 2021
Produce a Community Safety Reference Pamphlet Q1 2021
Develop CSO Business Engagement Plan Q1 2021
Initiate Coast Mental Health/CSO, Alouette Addiction/CSO joint outreach Q1 2021
Develop an implementation plan to support recommended changes in the Police Services Review Q1 2021
Develop CSSI Performance Dashboard Q1 2021
Page 1 of 4
Replace and upgrade pedestrian traffic signal components due to end of life Q1 2021
Oversee assessment of Lower Hammond Dyke and Collaborate with Pitt Meadows on agreements Q1 2022
Support the community engagement process for the Food Security Needs Assessment Project Q2 2021
Develop Cannabis regulations options report Q2 2021
Apply to UBCM for grant funds under Community Resiliency Investment Program to conduct operational fuel management and recommended
treatments
Q2 2021
Develop a three-year training calendar (ESS)Q2 2021
Source and purchase EOC Radio Equipment for Fire Hall No. 4 (UBCM Grant)Q2 2021
Carry out ESS Modernization - computers (UBCM Grant)Q2 2021
Prepare an options report for Council to consider enforcement action in Albion regarding street parking and unlawful property uses Q2 2021
Implement web-based Emergency Management Operations solution -Emergency Management Solutio Q2 2021
Conduct Lower Hammond drainage planning Q2 2021
Present ICBC Road Improvement Program Q2 2021
Develop an Ambassador Program Q2 2021
Support Integrated Court project Q2 2021
Initiate Request for Expressions of Interest for Affordable Housing - Closed Items Q2 2021
Review Social Services Inventory, Gap Analysis & Mapping Initiative Q2 2021
Work with Community Safety to deliver Community Safety Plan update to service providers Q3 2021
Implement Process Review recommendation (2017) (EOC Recruitment)Q3 2021
Respond to COVID-19 Q3 2021
Develop an Educational Plan for Active Transportation to Schools Q3 2021
Implementation of CSSI Action Plan Q3 2021
Page 2 of 4
Facilitate community consultation on Commmunity Social Safety Plan Q3 2021
Partnering with the Youth Planning Table and The Senior's Network to deliver community based initiatives related to social connections, mental
wellness and resilience of priority groups
Q4 2021
Supported Family Education's 2020 Poverty Reduction Planning & Assessment application to the Union of British Columbia Municipalities (UBCM)Q4 2021
Participate in the CSSI Public Consultation and Communication, partners support and action group Q4 2021
Move to E-Comm Radio System Q4 2021
Revitalisation for Engines 1, 1-2, 2 and 3 and Rescue 1 Q4 2021
Determine the needs, focus and next steps for business continuity within the City in the event of a disaster Q4 2021
Identify potential volunteers and develop appropriate marketing strategies (ESS)Q4 2021
Develop Emergency Operation Centre forms and automated workflow through Laserfiche (EOC)Q4 2021
Conduct a new Hazard Risk Vulnerability Analysis and all corresponding Emergency Response Plans Q4 2021
Conduct tower crane rescue training Q4 2021
Hold two additional recruit classes Q4 2021
Leverage TripAdvisor/Hello BC partnerships: Marketing of resources available to busineses for advertising hours of operation and safety protocols Q4 2021
Connect bandstand kiosk to fibre network Q4 2021
Community Social Safety Initiative: Participate in and support the work of Action Group and Task Force and the short, medium and long-term
programs and plans that flow out of this initiative
Q4 2021
Continue traffic enforcement and education - speed enforcement, escessive speeding, impaired and distracted driving Q4 2021
Mobilize COVID response as it pertains to supporting community safety - Enforcement of the Provincial and Federal Quarantine Act regulations within
the scope of police response
Q4 2021
Develop CSSI Communication Plan Q4 2021
Undertake a Water Quality Optimization Program Q4 2021
Page 3 of 4
Hire four additional firefighters over a four-year period commencing in 2020 Q4 2024
Consider options to replace Hall No 3 Q4 2025
Page 4 of 4
Inter-Governmental Relations Progress Report
Telosky Stadium field sponsorship agreements, Ministry approval, and Council authorization Parks, Facilities & Open Space
Complete Complete
100%
Observation well in Selvey Park as requested by the Ministry Parks, Facilities & Open Space
Complete Complete
100%
Update Council and provide feedback on the Metro Vancouver Greenways Plan Parks, Facilities & Open Space
Complete Complete
100%
Submit an application for UBCM Grant for Senior Housing Needs Assessment to include education and
networking for building managers and housing emergency planning
Recreation & Community Engagement
Successfully secured grant funding in March. Workshop delivery delayed due to Covid-19.In Progress
50%
Submit an application on behalf of the City of Maple Ridge for UBCM Stream 2: Age Friendly Project Grant 2020
to develop Senior Housing education and networking for building managers and housing emergency planning
MACAI
Application submitted Feb 28. Grant Received in March. Project Planning underway Complete
100%
Work with Ministry of Finance to implement their new electronic property tax deferment program Finance
The program is still in its early days and new hurdles constantly consume staff time. Ministry staff are responsive and we try our best to help where we
can. As we move through each step of the deferment process, new issues will come up. It will be a couple of years before all issues are resolved.In Progress
Page 1 of 4
Explore opportunities with Kwantlen and Katzie First Nations for economic development to benefit all
communities. Develop agreements for provision of services for First Nations lands
Engineering
Discussions on framework, progress limited due to COVID.In Progress
20%
Sustain visibility in the downtown core i. Use of bike patrol unit; ii. Regular pro-active foot patrols; iii. Regular
communication with by-laws and security
Police Services
Increased downtown core uniform visibility was achieved by pro-active foot patrols, working with CSOs and patrols on a regular basis with daily contact
with bylaws/CSOs and security.Complete
100%
Maintain a robust media communications on police matters as well as educational messaging Police Services
High standard of social media was achieved and recognized by Provincial level RCMP senior leadership. Received national award for innovation and
crime reduction via the use of social media. Twitter: increased followship by 13.88% with an average of 22 tweets/month and 133,000
impressions/engagements and a follow ratio of 55 which is an outstanding level. Facebook: Increased followship by 18.45% with an average of 21 posts
per month and 2943 impressions/engagements. Video: Our top video view of 2020 was the #frontlineforthefrontline" initiative with over 68,800
views.
Complete
100%
Develop and launch RCMP Stategic Plan Videos - Why? How? What?Police Services
Public process complete and will present findings to Mayor and Council incorporating their communicated priorities. The RCMP had to creatively obtain
the public’s feedback for their Strategic Planning process. This would usually be done at town hall settings but with COVID restrictions 3 videos were
produced with Feedback Questionaire opportunities for the public to engage in.
Complete
100%
Develop and launch "frontlineforthefrontline" video Police Services
RCMP launched this video as a thank you to our emergency services workers related to the medical field as a result of their work with COVID-19. This
video reached over 68,800 views and was our most successful video of 2020.Complete
100%
Review ISMP Environmental Advisory Committee
EAC asked to provide environmental feedback on ISMP from Engineering Dept. and Urban Systems Complete
100%
Page 2 of 4
Build relationships with local service groups that support community members with varied needs to continue
development of adaptive programming for all ages and abilities
Recreation & Community Engagement
Established a partnership with YWCA Technological Link to host a community Tech Support Workshop for Seniors. Workshop delayed due to Covid-19.Delayed
Q4 2020
75%
Review and update all communications related policies to ensure alignment with Council’s Strategic Priorities
and the evolution of the delivery platforms for our Communications (social media/video technology)
Corporate Communications
Updated policy adopted. Social Media, Flag and Light Up City Hall policies coming to CMT for review as they are not Council policies.In Progress
Q4 2020
60%
Develop six public art commissioning projects with artists, including First Nations artists, youth and young
adults for public facilities and civic events
Recreation & Community Engagement
Completed five new public artworks: Leisure Centre mosaics, Telosky Stadium Fieldhouse, new poetry stamps on the Lougheed corridor, Polygon
Provenance sculpture and murals.In Progress
Q1 2021
75%
Collaborate, evaluate, identify and respond to sector needs and common issues related to the impact of the
pandemic on local and regional tourism operators
Economic Development
This is ongoing work.In Progress
Q2 2021
50%
Enhance crime map: i. Look into implementing sign-up for alerts on property crime in neighbourhoods Police Services
Pilot in place with Block Watch Captains and Crime-Free Multi-Housing contacts for feedback and review. Crime categories have been enhanced with
more detail for increased description understanding. Exploring use of ARcGIS hub as a focal point for crime prevention groups to disseminate
information, reports, etc.
In Progress
Q3 2021
55%
Amend Animal Control and Licencing Bylaw to align with other municipalities and SPCA legislation Licences & Bylaws
The SPCA is working with select municipalities to develop one Animal Control Bylaw that would work for all. Work is still underway.In Progress
Q4 2021
10%
Ensure regional collaboration and Maple Ridge representation on North Lougheed Study Area and connector
with Pitt meadows
Engineering
In Progress
Q4 2021
25%
Page 3 of 4
Host Urban Development Institute/HAVAN Municipal Committee Building
Quarterly meeting to discuss issues important to the building and development industry.In Progress
Ongoing
Page 4 of 4
2021 Inter-Governmental Relations Work Plan
Host Urban Development Institute/HAVAN Municipal Committee Ongoing
Support Metro Vancouver Committees: - Regional Adminstrative Advisory Committee - Regional Engineers Advisory Committee - Regional Planning
Advisory Committee - Regional Housing Committee - Regional Parks Committee - Regional Finance Advisory Committee
Ongoing
Develop six public art commissioning projects with artists, including First Nations artists, youth and young adults for public facilities and civic events Q1 2021
Renegotiate the joint programming MOU with School District 42 Q1 2021
Collaborate with the City of Pitt Meadows on allocation policy reviews Q1 2021
Develop an operating agreement with School District No. 42 for Albion Community Centre and Cesquenela Elementary Q2 2021
Collaborate, evaluate, identify and respond to sector needs and common issues related to the impact of the pandemic on local and regional tourism
operators
Q2 2021
Plan and execute 2021 Community Leader’s Forum Q2 2021
Reivew and provide input on Metro 2050 and Transportation 2050 regional plans Q2 2021
Enhance crime map: i. Look into implementing sign-up for alerts on property crime in neighbourhoods Q3 2021
Work with Metro Vancouver to discuss various land tenure requests related to the regional parks within Maple Ridge Q4 2021
Deliver a presentation on MACAI's role in the community to all Committees of Council Q4 2021
Amend Animal Control and Licencing Bylaw to align with other municipalities and SPCA legislation Q4 2021
Ensure regional collaboration and Maple Ridge representation on North Lougheed Study Area and connector with Pitt meadows Q4 2021
Page 1 of 1
Community Pride & Spirit Progress Report
Initiate planning and neighbourhood consultations for the first Silver Valley Gathering Place including youth
amenities when land is acquired
Parks, Facilities & Open Space
Public consultation started in July and complete in October. Gathering Place concept created from neighbourhood feedback.Complete
100 %
Provide facility improvements to ensure outdoor venues meet competition regulations for the 2020 BC
Summer Games
Parks, Facilities & Open Space
Sports venues and facility needs evaluated and modifications complete. BC Summer Games postponed to 2024 due to Covid-19 Complete
100 %
Identify and implement registered programming to reduce barriers and provide more opportunities for youth
recreation
Recreation & Community Engagement
Implemented virtual and adaptive programming to comply with COVID-19 safety measures. (Mentorship, Active Area, Virtual).Complete
100 %
Host Community Conversation for the purpose of providing feedback to the BC framework for Accessibility
Legislation
Recreation & Community Engagement
Hosted a community conversation; provided feedback shared to SPARC BC.Complete
100 %
Develop systems to engage identified departments in programming and promoting community events,
economic development initiatives and storytelling celebrating community in the lead up to the 2020 Summer
Games
Recreation & Community Engagement
Implemented internal summer games task force and created preliminary corporate engagement and event plan to enhance the 2020 Game experience
for residents and visitors. 2020 Games Cancelled in March due to pandemic. All learnings and systems put in place will be used in 2024.Complete
100 %
Complete the priorities selected from actions identified in the Culture Strategy Implementation Framework in
years 1 to 3 in support of the Culture Collective Network
Recreation & Community Engagement
Deliverables included: relationship building and showcasing indigenous artists through the Telosky Fieldhouse project, street banners and Artists in
Residence Program and increased connections and partnerships achieved through the Culture Collective Network.Complete
100 %
Page 1 of 10
Connect citizens and visitors to the BC Summer Games through marketing community champions, athletes,
infrastructure, and community sport culture
Recreation & Community Engagement
Developed BC Summer Games and Legacy landing page within City website highlighting local athletes. Although the Games were cancelled due to
Covid-19 the materials and assets can be utilized in 2024.Complete
100%
Recruit, train and conduct ongoing coaching and mentorship of approximately 40 new aquatics staff Recreation & Community Engagement
Recruited and trained 37 new staff prior to Leisure Centre opening Feb 2020 in addition to creating a new position of Slide Attendant that supports an
aquatics continuum model. All aquatic front line positions were faced with shortage of work due to Covid-19. As the pool re-opens staff will be
retrained on safety protocols.
Complete
100%
Complete Phase 3 of Advisory Committee Review (review of remaining committees, commission structure,
Council Policy 3.10)
Legal and Legislative Services
Review completed and recommendations brought for Council consideration in September 2020.Complete
100%
Initiate a review of Council's Code of Conduct Legal and Legislative Services
Original Code of Conduct signed by Council on December 12, 2018;
Council Conduct Bylaw No. 7637-2020 adopted May 12, 2020.Complete
100%
Support PRC with Silver Valley Gathering Places land use discussions for existing school sites Planning
Park acquired in 2020 Complete
100%
Continue support of BIA Façade Improvement Program Economic Development
Council chose to extend the existing Façade Improvement Program until the end of 2021. Council also approved new funding to the DMRBIA for the
new LOCTED program.Complete
100%
Organise Grad 2020 Displays in Memorial Peace Park Economic Development
Lighting displays put up in the park so local graduates could visit and take pictures in a beautiful setting.Complete
100%
Page 2 of 10
Leverage Social Media Outreach: #ShoutoutMapleRidge; Meals for Mom; Shop Local; RestartBC Economic Development
All promotional social media campaigns encouraged citizens to shout out something positive about a local business, support local or restart safely.Complete
100%
Create and launch new tourism video Economic Development
Launched in October.Complete
100%
Repealed Noxious Weeds and Other Growth Control Bylaw No. 2384-1976 Licences & Bylaws
Bylaw Repealed Complete
100%
Develop and deliver a Mayor & Council hosted community engagement event to honour local athletes selected
to participate in the Summer Games who will be ambassadors for our community
Corporate Communications
Held a send-off event for Maple Ridge athletes for the BC Winter Games on February 18, 2020 called 'Reppin' the Ridge.' BC Summer Games were
cancelled due to COVID-19 and postponed in Maple Ridge until 2024.Complete
100%
Develop recommendations for a formal Mayor & Council Recognition Program that will provide the
opportunity to celebrate the extraordinary accomplishments of citizens or organizations in Maple Ridge
Corporate Communications
That staff be directed to expand the Parks Gift Program to include a “Mayor and Council Honour” component to celebrate the accomplishments of
citizens on both undesignated amenities, such as benches and other park furnishings, in existing civic sites and proposed new assets as part of upgrades
or new construction of public amenities in the community.
Complete
100%
Develop recommendations for Council for in-person community engagement through community events, other
civic projects of purpose and organized events
Corporate Communications
These items were presented to Council at the April 2, 2019 Workshop as part of the 2019-2023 Business Plan and the recommendation was that staff
implement a 2019-2022 Council Engagement Program based on the recommendations outlined in Attachment A of the April 2, 2019 report titled
"Council Engagement Program Recommendations" and Council's feedback on these recommendations at the April 2, 2019 Council Workshop Meeting.
The projects were completed in 2019.
Complete
100%
Support for 2020 BC Summer Games Corporate Communications
We developed website assets for the BC Summer Games and supported a number of community events associated with the event. The COVID-19
Pandemic resulted in a cancellation of the 2020 BC Summer Games. We worked with the staff liason team to let the public know about the cancellation.
A new work item will come from Parks, Recreation & Culture related to a legacy fund that was created for the community.
Complete
100%
Page 3 of 10
Support Grad 2020 Salute Initiative Corporate Communications
Working with the project lead in Economic Development, and supported by PRC, we deployed lighting in memorial peace park for the month of July to
provide 2020 Grads and their families with a physical distanced photo opportunity in place of the traditional gala events.Complete
100%
Support Economic Development with the development of marketing materials including the new charts, Meals
for Mom program for local restaurants and weekly local tourism posts
Corporate Communications
The team provided extraordinary support for the Economic Development Department to create new marketing materials and graphics for use in their
presentations to potential investors and the international publication they selected. In addition, we developed and deployed a "Meals for Mom" local
restaurant promotion and a weekly local Tourism campaign on social media.
Complete
100%
Deploy Moment of Calm posts featuring nature in Maple Ridge during Phase One of the COVID-19 pandemic Corporate Communications
We deployed photo and video content for citizens who were forced to remain in their homes during the preliminary stages of the COVID-19 pandemic
to keep them connected with the local spaces in Maple Ridge.Complete
100%
Support the Virtual Canada Day Celebration Corporate Communications
Working with Parks, Recreation & Culture we deployed a Virtual Canada Day celebration including a livestream concert and multiple videos to help
connect citizens in the first phase of the COVID-19 pandemic.Complete
100%
Build Corporate Planning Business Tool - This application will allow staff to manage business plan items in an
online database and will allow Corporate Planning to build and deliver data visualizations
Information Technology
This project may be completed as a part of the ERP Project.Not Started
Deploy software solution to manage Council agendas, videos, resolutions, minutes, reporting, etc. that
integrates with current infrastructure
Information Technology
Complete
100%
Implement a comprehensive one day training for new and returning staff to the Maple Ridge Leisure Centre Recreation & Community Engagement
Completion of recruitment and training for multiple service areas leading up to the re-opening of the Leisure Centre post retro-fit.Complete
-
100%
Page 4 of 10
Determine a solution for our end-of-life vote-counting machines for the 2022 general local election Legal and Legislative Services
Machines will be leased in 2022 given the likelihood of moving toward online voting.
Staff are exploring joint procurement with other jurisdictions.Not Started
Q3 2020
0%
Source hardware and connectivity for Movies in the Park Information Technology
Working with the festivals section of the Parks and Leisure Department, to support their movie drive-in project. Configuring and providing access to a
Blu-ray player and a commercial grade projector.In Progress
Q3 2020
90%
Support music on 224 St. and in Memorial Peace Park Information Technology
Working with the Economic Development Department and the Business Improvement Association, to configure and support music on 224 Street and
within Memorial Park.In Progress
Q3 2020
80%
Explore Ridge Meadows Minor Lacrosse Association’s revised request for an enhanced box facility building on
earlier information provided to Council in 2017 and more recent discussion
Parks, Facilities & Open Space
The facility request has been bundled within the Recreation Infrastructure Gap Analysis.In Progress
Q4 2020
50%
Complete the actions identified for 2020 in the Sport & Physical Activity Implementation Plan in collaboration
with the Sports Network
Recreation & Community Engagement
Deliverables to date include: supporting a collaboration between minor hockey and speed skating, initiating the Coaches Mentoring Elementary School
Teachers project, para sport try it sessions and the launch of a community sport calendar.In Progress
Q4 2020
75%
Develop relationships with businesses that support rehabilitation services in our community and seek
partnerships to provide programming in the Leisure Centre Aquatics areas
Recreation & Community Engagement
Initiative put on hold due to Covid-19 capacity issues.Delayed
Q4 2020
50%
Work with MACAI to deliver two Community forums for the purpose of raising awareness of MACAI’s work in
Maple Ridge
Recreation & Community Engagement
MACAI awards & virtual event in Q4 (topic to be identified by committee).In Progress
Q4 2020
75%
Page 5 of 10
Implement identified short term deliverables from the Youth Strategy Recreation & Community Engagement
Deliverables to date include: providing youth-oriented recreation opportunities during “after school hours”, Coast Capital Savings Credit Union
partnership to provide “Money-Smart for Youth” workshops that support youth to achieve financial literacy.In progress
Q4 2020
80%
Create a framework for the development of a Community Inclusion Strategy Recreation & Community Engagement
Received grant funding from UBCM to support framework development. Deliverables to date include: hosting a community workshop and literature
review.In Progress
Q4 2020
50%
Develop a program plan for age and ability friendly volunteerism opportunities Recreation & Community Engagement
Completed literature review; recommendations will be forwarded to MACAI and Culture team for feedback.In Progress
Q4 2020
50%
Implement leisure education program with patients at the Ridge Meadows Hospital Recreation & Community Engagement
Increased recreation therapy hours with 2020 funding providing additional support to community rehabilitation and recovery.In Progress
Q4 2020
80%
Implement Virtual Canada Day and Summer Happenings in the Park with limitations to gatherings Recreation & Community Engagement
Developed digital recordings in place of large gatherings for special events and festivals; expanded agreements to include legal considerations around
copyright and royalties for art and music on web including expanded force majeure clause.In Progress
Q4 2020
70%
Deliver two Community Forums for the purpose of raising awareness of MACAI’s work in Maple Ridge MACAI
MACAI awards & virtual event Q4.Complete
Q4 2020
100%
Explore possibilities and consequences of a single Laserfiche file structure to reduce problems
accessing/sharing documents and come into line with best practices
Legal and Legislative Services
A development environment will be built to model and test best practice policies.In Progress
Q4 2020
100%
Plan and execute 2020 Community Leader’s Forum Economic Development
Planning an online version of this forum in November 2020.In Progress
Q4 2020
75%
Page 6 of 10
Develop New Boulevard Maintenance Bylaw Licences & Bylaws
Final adoption required.In Progress
Q4 2020
90%
Design a citizen satisfaction and strategic direction survey in consultation with Council Corporate Planning & Consultation
Survey data collected, summary report to Council in December 2020 In Progress
Q4 2020
90%
Supported Arts Council through restructuring of Art Gallery program Recreation & Community Engagement
Art Gallery Advisory Committee working on community engagement and potential operating models with recommendations to the Arts Council Board
of Directors in Dec. 2020 or early 2021.In Progress
Q1 2021
50%
Successfully supported the Senior's Network in applying for New Horizons funding, Community Based
COVID Response project ($25,000), to support isolated seniors in acquiring and using technology.
MACAI
Funding received, presently researching existing programs and looking for partnership opportunities.In Progress
Q1 2021
25%
Develop best practices for departments relating to electronic versus hard-copy archives Legal and Legislative Services
Scoping of standards is complete. Development of training plan and initial sessions to begin in Q4 2020.In Progress
Q1 2021
100%
Update the Council Procedures Bylaw to reflect the recommendations of current Council Legal and Legislative Services
Bylaw requires a full re-write to reflect best practices and the provisions in the Council Code of Conduct Bylaw.In Progress
Q1 2021
95%
Onboard and recruit for new Committees of Council as identified in the Committee Review Legal and Legislative Services
Recruitments undertaken in October 2020 for new members and training provided in November.In Progress
Q1 2021
95%
Review and update organizational and strategic performance metrics Corporate Planning & Consultation
Strategic metrics and dashboard developed and published for external consumption. Internal department dashboards and data collection business
processes in development In Progress
Q1 2021
70%
Page 7 of 10
Implement permanent changes to operating season for the Hammond Outdoor Pool, pending funding Recreation & Community Engagement
Unable to achieve due to Covid-19 Delayed
Q2 2021
0%
Identify and relocate archived Council and Committee minutes, agendas, and bylaws to be stored safely and
securely (off-site if applicable and funded)
Legal and Legislative Services
Location identified (Access, formerly BC Records)
Relocation to commence in November 2020.In Progress
Q2 2021
50%
Reorganize delivery of Development Services Customer Counter Building
Reorganization to provide a more consistent and seamless front counter experience, the services typically provided by three departments have been
combined into a single service delivery model coordinated through the Building department.In Progress
Q2 2021
30%
Host Active Agers event in partnership with Senior Network Planning Table and MACAI Recreation & Community Engagement
Postponed due to COVID and rescheduled for 2021, event planning underway.Delayed
Q3 2021
50%
Host active agers event in partnership with Senior's Network Planning Table and MACAI MACAI
Postponed due to COVID-19, rescheduled for 2021.Delayed
Q3 2021
0%
Amend Unsightly Premises Bylaw Licences & Bylaws
Work will commence on this bylaw in 2021.Not Started
Q3 2021
0%
Review intranet platform and develop recommendations for enhanced employee engagement and interaction Corporate Communications
This project has been deferred to 2021.Deferred
Q3 2021
0%
Complete actions identified for 2020 & 2021 in support of the Sport for Life Physical Literacy Project Recreation & Community Engagement
Deliverables to date include: developed a tool to highlight milestones and deliverables, partnered with SD42 for the coaches mentoring elementary
school teachers project.In Progress
Q4 2021
50%
Page 8 of 10
Provide innovative physical literacy and active programming for infant to 6 years through direct delivery and
community partnerships. Focus on parent participation and preschool programming
Recreation & Community Engagement
Developed new programming including:
Active Start- Physical Literacy and
Parent & Child Preschool soccer.
Developed a partnership with Golf BC for Spring Break camps, Yennadon Annex AKC and Summer Camps; unable to deliver due to Covid-19
In Progress
Q4 2021
25%
Build partnerships that support adaptive programming opportunities for all ages and abilities Recreation & Community Engagement
Partnered with Canucks Autism Network for aquatic lesson delivery. Implementation on hold due to Covid-19.In Progress
Q4 2021
25%
Implement a Booth In a Box (resource kit for special events)Agricultural Advisory Committee
Planning ongoing. Based on Public Health orders this will resume in 2021 In Progress
Q4 2021
25%
Support the development of Community Gardens in the City of Maple Ridge Agricultural Advisory Committee
Research ongoing In Progress
Q4 2021
20%
Review Heritage Incentives - explore incentives for heritage property owners, to encourage tangible
recognition and conservation of local heritage assets
Community Heritage Committee
Consultant presented background report to Council. Next step is to prepare incentives options specific to Maple Ridge for further direction.In Progress
Q4 2021
60%
Open Archives Digitization Project (with Clerks Department)Community Heritage Committee
Early documents (such as the City's first Bylaws) are professional digitized and uploaded to the City's website.In Progress
Q4 2021
90%
Inititiate Kanaka Creek Regional Park new interpretive art mural project. New partnership opportunity with
Metro Vancouver, KEEPS, SD42, Kwantlen First Nation and Pacific Parklnds Foundation
Recreation & Community Engagement
The new public artwork will be located on the fish fence at 240 Street bridge.In Progress
2021-2022
25%
Page 9 of 10
Create and execute two (2) or more new place-making, weekend long festival type events for the Town Centre
to generate new visitors, support local businesses, and activate a vibrant Town Centre
Economic Development
Covid-19 prevented festivals.Deferred
Q4 2022
0%
Support internal (PRC/Communications) departments on marketing, planning and execution of 2020 BC
Summer Games
Economic Development
2020 BC Summer Games were cancelled.Deferred
Q4 2024
0%
Review delivery of Development Services Customer Counter Building
Cross training will be ongoing In Progress
Ongoing
30%
Page 10 of 10
2021 Community Pride & Spirit Work Plan
Inititiate Kanaka Creek Regional Park new interpretive art mural project. New partnership opportunity with Metro Vancouver, KEEPS, SD42, Kwantlen
First Nation and Pacific Parklnds Foundation
2021-2022
Review delivery of Development Services Customer Counter Ongoing
Supported Arts Council through restructuring of Art Gallery program Q1 2021
Complete an accessibility audit of the Maple Ridge Leisure Centre through the Rick Hansen Foundation Q1 2021
Hold Annual Heritage Awards event during Heritage Week (third week in February).Q1 2021
Successfully supported the Senior's Network in applying for New Horizons funding, Community Based COVID Response project ($25,000), to
support isolated seniors in acquiring and using technology.
Q1 2021
Develop best practices for departments relating to electronic versus hard-copy archives Q1 2021
Update the Council Procedures Bylaw to reflect the recommendations of current Council Q1 2021
Onboard and recruit for new Committees of Council as identified in the Committee Review Q1 2021
Deliver the ICF Smart 21 Global Summit in conjunction with the Township of Langley Q1 2021
Review and update organizational and strategic performance metrics Q1 2021
Develop and implement a communications plan that informs residents on the construction and planning of the new Albion Community Centre Q1-Q4 2021
Implement permanent changes to operating season for the Hammond Outdoor Pool, pending funding Q2 2021
Identify and address challenges that are preventing various high-barrier groups from developing physical literacy skills and getting adequate levels of
physical activity
Q2 2021
Provide opportunities for sport administrators, recreation program leaders, community sport coaches, educators and fitness professionals to learn
methods of teaching physical literacy skills to children, youth, adults and seniors
Q2 2021
Increase opportunities for female participation in sport for ages 14Y-18Y Q2 2021
Deliver 3 online fundamental movement skill lessons for the Maple Ridge Community Q2 2021
Participate on the 2020 Maple Ridge Legacy Committee in the distribution of funds to local sport and community ventures.Q2 2021
Page 1 of 3
Implement new aquatic programming and volunteer opportunities aligning with industry standards for swim lessons and pre-requisite lifeguarding
courses
Q2 2021
Review Community Heritage Commission Heritage Plan and create new Heritage Plan Q2 2021
Identify and relocate archived Council and Committee minutes, agendas, and bylaws to be stored safely and securely (off-site if applicable and funded)Q2 2021
Explore opportunties to increase eco-tourism Q2 2021
Reorganize delivery of Development Services Customer Counter Q2 2021
Host Active Agers event in partnership with Senior Network Planning Table and MACAI Q3 2021
Support in the planning of a celebratory event to announce the recipients of the Legacy Fund Q3 2021
Complete the following actions as identified within the Youth Strategy to increase participation in recreational opportunities; 1. Deliver recreational
drop-in programs specific to pre-teens ages 11-12. 2. Work with the Youth Council and UPLAN to develop and deliver a virtual survey identifying
potential recreational opportunities. 3. Implement female specific physical recreation opportunities for self-identifying females ages 12-18.
Q3 2021
Host active agers event in partnership with Senior's Network Planning Table and MACAI Q3 2021
Update Council on Heritage Incentive Initiative Q3 2021
Amend Unsightly Premises Bylaw Q3 2021
Review intranet platform and develop recommendations for enhanced employee engagement and interaction Q3 2021
Manage the neighbourhood consultation for the replacement of five playground structures at Albion Park, Camwood Park, Westview Park, Country
Lane North Park and Thornhill Park
Q4 2021
Review and revise the Park Gift Program to update the park furnishings and amenity options available for gifting and update the associated costs Q4 2021
Complete actions identified for 2020 & 2021 in support of the Sport for Life Physical Literacy Project Q4 2021
Provide innovative physical literacy and active programming for infant to 6 years through direct delivery and community partnerships. Focus on
parent participation and preschool programming
Q4 2021
Build partnerships that support adaptive programming opportunities for all ages and abilities Q4 2021
Complete operational requirements to ensure a successful opening of the new Albion Community Centre Q4 2021
Pilot a multigenerational mentorship program to improve well-being of older adults and support youth development.Q4 2021
Page 2 of 3
Develop and complete up to four new public art commissioning projects for approved sites, Planning Department developments and Metro Vancouver
Regional Parks
Q4 2021
Review and update next five year plan for public art and public art policy Q4 2021
Complete and implement up to three community public art projects with the Artist in Residence program that engages residents in the outdoors with
parks, trails and nature to offer safe pandemic friendly experiences
Q4 2021
Support the Culture Collective Network; to complete the priorities selected in the Culture Strategy Implementation Framework by convening four
meetings per year where members can collaborate on projects and initiatives. (Culture Plan 1.2.A)
Q4 2021
Support a grand opening event at the Albion Community Centre Q4 2021
Host a community special event to celebrate the 20th Anniversary of the Greg Moore Youth Centre.Q4 2021
Implement a Booth In a Box (resource kit for special events)Q4 2021
Support the development of Community Gardens in the City of Maple Ridge Q4 2021
Update Heritage documentation such as the Heritage Register Q4 2021
Review Heritage Incentives - explore incentives for heritage property owners, to encourage tangible recognition and conservation of local heritage
assets
Q4 2021
Open Archives Digitization Project (with Clerks Department)Q4 2021
Initiate Business Walks Week Q4 2021
Continue to develop two key placemaking events in collaboration with community partners and stakeholders (Glow Maple Ridge; Car-free Day)Q4 2021
Develop a new Farm to Fork Event Q4 2021
Support the Albion Community Centre Grand Opening Q4 2021
Develop new Parks, Recreation & Culture Master Plan Q4 2022
Create and execute two (2) or more new place-making, weekend long festival type events for the Town Centre to generate new visitors, support local
businesses, and activate a vibrant Town Centre
Q4 2022
Support internal (PRC/Communications) departments on marketing, planning and execution of 2020 BC Summer Games Q4 2024
Page 3 of 3
Natural Environment Progress Report
Work with IT to obtain GIS student work to complete street tree and park inventory Parks, Facilities & Open Space
Employment contract with GIS student fulfilled. Tree and park inventory work complete.Complete
100%
Obtain permit from the Ministry of Environment to initiate a geese control program at Whonnock Lake Park Parks, Facilities & Open Space
Water quality in 2020 met Fraser Health standards. Geese population decreased without active control program. Population monitoring program in
place.Complete
100%
Initiate a plan to control beaver activity at Whonnock Lake in order to better control the lake level throughout
the year
Parks, Facilities & Open Space
Lake recreation water level achieved through incremental release of water at the dam between July and September. Implemented an annual
monitoring program.Complete
100%
Develop recommendations for reductions in taxation to make Maple Ridge more hospitable for farmers Agricultural Advisory Committee
Reduced taxation rate adopted.Complete
100%
Create road map that includes agri-tourism locations, dyke network and cycling routes Economic Development
Brochures available at several locations throughout Maple Ridge.Complete
100%
Develop and deploy the 'Keep Wildlife Wild' campign Corporate Communications
Working in conjunction with the Bylaws and Parks department, including a collaboration with the local Bear Aware Information Officer and ARMS, we
deployed direct mail assets with the tax notice and launched videos on social media to address wildlife interactions in the urban interface.Complete
100%
Update report to Council on potential options for OCP Aquifer Mapping Environmental Advisory Committee
Resolution to amend OCP aquifer map and provide Council with alternative options.Complete
100%
Page 1 of 5
Develop a survey and determine whether the Tree Protection and Management Bylaw requires further
updates
Environmental Advisory Committee
Completion of survey, reporting out to Council and update to Tree Bylaw due December 2020.Complete
100%
Inititiate Tree Survey to permit applicants to determine updates to Tree Bylaw or process Environmental Advisory Committee
Completed with report and presentation to Council. Direction by Council for staff to provide update and Bylaw Amendments to Council.Complete
100%
Update report to Council on Aquifer and Groundwater OCP and Mapping options Environmental Advisory Committee
Report and presentation provided to Council. Decision to update municipal website and continue to support sensitive groundwater policy but do any
mapping updates on municipal website, not in OCP.Complete
100%
Establish new EAC Sub-Committees for Green Infrastructure, Ecological Network Management Strategy, and
Communications
Environmental Advisory Committee
Chair and vice chair along with potential candidates selected to support EAC Sub-Committees. Emphasis on balanced representation from Community.
Endorsement by Council required.In Progress
80%
Develop a Scoping Report for Ecological Network Management Strategy Environmental Advisory Committee
EAC Sub-Committee recruitment from professional community. Scoping report for Council's consideration to determine next steps. Strategic
objectives and work plan being developed In Progress
25%
Coordinate RMRS Board and City Staff meetings Recycling
RMRS Board and City Staff meetings planned. Report to Council in October 2019 (Waste Reduction Week)
Ongoing deliverable
Complete
100%
Provide information and statistics for Greenhouse Gas reports - RecycleBC contract reporting requirements Recycling
City of Maple Ridge Corporate Support Coordinator and Society compiled data and reported GHG statistics to GFL environmental & RecycleBC Complete
100%
Page 2 of 5
Host Househould Hazardous Waste Round-up Day Recycling
Took place on Saturday, September 19, 2020 Complete
2020
100%
New identified priorities (when approved by Council)Agricultural Advisory Committee
Presentation by AAC Chair to Council upcoming, priorities to be determined then and with 2021 Business Planning process.In Progress
Q4 2020
25%
Develop a Community Greenhouse Gas Emissions Strategy for Council consideration Corporate Planning & Consultation
Produced a report identifying actionable options for Council consideration.In Progress
Q4 2020
95%
Undertake annual review of recycling service areas to identify need for expansion Recycling
Density insufficient to warrant expansion.Delayed
2021
10%
Review of Extended Producer Responsibility (EPR) programs Recycling
Commercial packaging, products with expiry dates, textiles.
Society provided a number of Strategic Planning Committee reports to council for future planning and discussion.In Progress
2021
25%
Develop detailed strategy to work with RecycleBC contracted services Recycling
Society provided a number of Strategic Planning Committee reports to council for future planning and discussion. Awaiting final approval of direction.In Progress
2021
25%
Develop options for potential depot facility re-design plans Recycling
Society provided a number of Strategic Planning Committee reports to council for future planning and discussion. Awaiting final approval of direction.In Progress
2021
25%
Complete Integrated Stormwater Management Plans for watersheds covering 90% of the urban area Engineering
South Alouette & Kanaka ISMP submitted to Council in March. North Alouette, Blaney Bog & Fraser River ISMP final draft complete, consultation in fall
2020. Report back to Council.In Progress
Q2 2021
80%
Page 3 of 5
Develop a strategic framework and recommendations for implementation for Council’s consideration on
potential lessons, challenges, and opportunities associated with a Green Infrastructure Management Strategy
Environmental Advisory Committee
Scoping Report endorsed by Council Nov 2019. RFP completed and consultant hired to lead GI study. EAC GI Sub-Committee and Municipal Task Force
Created. Update to Council November 2020.In Progress
Q2 2021
50%
Develop a scoping report for a Municipal Ecological Network Management Strategy for consideration by
Council
Environmental Advisory Committee
Scoping report to be provided for Council's consideration in Q2 by EAC and staff liaison.In Progress
Q2 2021
10%
Develop a scoping report for a Municipal Environmental Communications Strategy for consideration by Council Environmental Advisory Committee
Ongoing initiatives to provide clarity on environmental review process, including videos, handouts, on line permit tools, and stewardship outreach
initiatives.In Progress
Q3 2021
25%
Improve awareness and preparedness of Maple Ridge agriculture with regard to climate change Agricultural Advisory Committee
Research and Planning ongoing. Based on Public Health orders this will resume in 2021 In Progress
Q4 2021
25%
Develop recommendations for reductions in water metering rates to make Maple Ridge more hospitable for
farmers
Agricultural Advisory Committee
Research on other municipalities in the region to determine if reductions are being applied elsewhere.In Progress
Q4 2021
25%
Develop recommendations regarding land use and site coverage for agricultural zoned properties Agricultural Advisory Committee
Research ongoing In Progress
Q4 2021
25%
Review and establish priorities for new projects in the development and implementation of the Agricultural
Plan
Agricultural Advisory Committee
Results will be reported to Council.In Progress
Q4 2021
20%
Page 4 of 5
Review Soil Deposit Bylaw (one year review)Planning
Process enough Soil Permits to gauge effects of Bylaw.Deferred
Q4 2021
0%
Increase marketing of eco-tourism opportunities such as Indigenous Walking Tours, wildlife viewing, Parkbus
BC Shuttles and Car Free Day
Economic Development
Covid-19 prevented most marketing in the summer of 2020; focus switched to encouraging local particpation.In Progress
Q4 2021
0%
Collaborate with Creative BC to create clean power resources interactive map Economic Development
Project is just getting off the ground and will continue into 2021.In Progress
Q4 2021
15%
Implement new electronic homeowner grant program in partnership with the Ministry of Finance Finance
Pending update from the Ministry on how the transition will proceed.Not Started
Q4 2021
0%
Contract offer deferred by RecycleBC in consultation with the Ministry of Environment Recycling
Contract offer deferred by RecycleBC in consultation with the Ministry of Environment. Continue to monitor progress on this program in 2021.Deferred
2022
25%
Work with stakeholders to market existing programs such as Circle Farm Tour and Ale Trail. Organize a Farm to
Fork Food Festival, assist in promoting farm stands and farm events and look into partnering with a petting zoo
Economic Development
Covid-19 prevented festivals, however, new marketing materials were developed for the Ale Trail. Maple Ridge is no longer part of the Circle Farm Tour.In Progress
Q4 2022
50%
Page 5 of 5
2021 Natural Environment Work Plan
Undertake annual review of recycling service areas to identify need for expansion 2021
Review of Extended Producer Responsibility (EPR) programs 2021
Develop detailed strategy to work with RecycleBC contracted services 2021
Develop options for potential depot facility re-design plans 2021
Contract offer deferred by RecycleBC in consultation with the Ministry of Environment 2022
Provide one year Update regarding Electrical Vehicle (EV) Charging Stations for new Apartment construction including recommendations on further
ways to increase environmental sustainability
Q1 2021
Review Step Code options Q1 2021
Revise Tree Bylaw Amendment Q2 2021
Revisit Backyard Chickens Bylaw Q2 2021
Complete Integrated Stormwater Management Plans for watersheds covering 90% of the urban area Q2 2021
Review residential stormwater management practices to determine efficiency and potential improvements and enhancements Q2 2021
Develop a strategic framework and recommendations for implementation for Council’s consideration on potential lessons, challenges, and
opportunities associated with a Green Infrastructure Management Strategy
Q2 2021
Develop a scoping report for a Municipal Ecological Network Management Strategy for consideration by Council Q2 2021
Conduct Scoping Report for Ecological Network Management Strategy Q2 2021
Develop an EMS Communications Strategy Q3 2021
Review Water Metering for Farms Q3 2021
Develop a scoping report for a Municipal Environmental Communications Strategy for consideration by Council Q3 2021
Conduct Green Infrastructure Strategic Framework Study and implement recommendations Q3 2021
Conduct Scoping report for Communications Outreach Q3 2021
Page 1 of 2
Explore the potential of Maple Ridge becoming an official 'Bee City'Q4 2021
Improve awareness and preparedness of Maple Ridge agriculture with regard to climate change Q4 2021
Develop recommendations for reductions in water metering rates to make Maple Ridge more hospitable for farmers Q4 2021
Develop recommendations regarding land use and site coverage for agricultural zoned properties Q4 2021
Review and establish priorities for new projects in the development and implementation of the Agricultural Plan Q4 2021
Implement the EMS Strategy Q4 2021
Initiate Agricultural Committee Work Projects 2021 - Agricultural Land Trust Feasibility Study Q4 2021
Review Soil Deposit Bylaw (one year review)Q4 2021
Increase marketing of eco-tourism opportunities such as Indigenous Walking Tours, wildlife viewing, Parkbus BC Shuttles and Car Free Day Q4 2021
Collaborate with Creative BC to create clean power resources interactive map Q4 2021
Implement new electronic homeowner grant program in partnership with the Ministry of Finance Q4 2021
Develop Sanitary Sewer Inflow & Infiltration Reduction Strategy Q4 2021
Work with stakeholders to market existing programs such as Circle Farm Tour and Ale Trail. Organize a Farm to Fork Food Festival, assist in promoting
farm stands and farm events and look into partnering with a petting zoo
Q4 2022
Page 2 of 2
Growth Progress Report
Initiate a design process for trail development along 252 Street from 124 to 128 Avenue as requested by the
Haney Horsemen Association
Parks, Facilities & Open Space
Preliminary trail design shared with Haney Horsemen Association for input into next steps for partnership.Complete
100%
Review opportunities to provide additional dog off-leash areas and amenities Parks, Facilities & Open Space
New dog off-leash park provided at Beckett Park. Survey of dog-off leash park amenities complete.Complete
100%
Conceptual design, community engagement process and development of a new park in SW Haney area (St.
Anne’s site)
Parks, Facilities & Open Space
Park concept was developed with neighbourhood input in 2019. Site remediation and park construction complete summer 2020.Complete
100%
Complete Leisure Centre pool renovations and change room and lobby upgrades Parks, Facilities & Open Space
Renovations completed in January 2020. Facility re-opened in February.Complete
100%
Review Sport facilities upgrades as identified by BC Games Society to support events to be hosted in 2020 Parks, Facilities & Open Space
Review completed January 2019. Beach volleyball design underway. MRSS running track line painting and inside curbing deficiencies addressed.Complete
100%
Conduct a review of facility venues for the 2020 BC Summer Games Parks, Facilities & Open Space
Develop an operational plan to meet venue competition maintenance requirements with input from sport representatives. BC Summer Games
postponed to 2024.Complete
100%
Revise cemetery bylaws, fees and charges to reflect the proposed changes in the cemetery expansion Parks, Facilities & Open Space
New Cemetery Bylaw adopted in January 2020 and former bylaw was repealed.Complete
100%
Page 1 of 30
Re-pipe boiler room hot water heating system at the Randy Herman Building Parks, Facilities & Open Space
Complete Complete
100%
Replace water mains, piping and pressure valves in the Randy Herman Building and at the Greg Moore Youth
Centre
Parks, Facilities & Open Space
Complete Complete
100%
Install new communicaitons fibre in Memorial Peace Park Parks, Facilities & Open Space
Complete Complete
100%
Install a new heat pump for Leisure Centre Competition Pool Parks, Facilities & Open Space
Complete Complete
100%
Upgrade Randy Herman 2nd Floor – Power and Data Parks, Facilities & Open Space
Complete Complete
100%
Renovate Building Department area including front counter, offices and workstations Parks, Facilities & Open Space
Complete Complete
100%
Complete The ACT Arts Centre - Theatre sound system audit Parks, Facilities & Open Space
Complete Complete
100%
New Water Main at AIR Parks, Facilities & Open Space
Complete Complete
100%
Page 2 of 30
Complete 248 Street and 108 Avenue parkland acquisition and house demolition Parks, Facilities & Open Space
Complete Complete
100%
Conduct a community child care needs assessment to develop an action plan Recreation & Community Engagement
Results of the needs assessment and action plan presented to and endorsed by Council in Q2.Complete
100%
Evaluate operating models for the Albion Community Centre for Council’s consideration Recreation & Community Engagement
Resolution Carried from Feb 25 Council: Staff to move forward with a City Service model complemented by partnerships.Complete
100%
Implement priority strategies from the Age Friendly action plan Recreation & Community Engagement
Deliverables to date include: a pedestrian safety and walkability audit to support seniors in the town centre, a seniors mapping application highlighting
local services and emergency. Housing needs assessment and workshop planning underway.Complete
100%
Secured lease for private land in order and supported construction of Commuter Parking Lot Civic Property
Item completed.Complete
100%
Identify and implement a bulk-scanning solution Legal and Legislative Services
This deliverable is on hold pending the renovation of the copy room.Delayed
0%
Initiate Detached Garden Suite (DGS) Pilot Project Process Planning
Council requested that a DGS Pilot Project process be prepared following report back on options to expand City’s existing DGS regulations.
Two pilot projects are anticipated.
Tours anticipated.
Complete
100%
Environmental Advisory Committee 2019 –update to Council Planning
Prepare Council update report.
Council received for information.Complete
100%
Page 3 of 30
Initiate Detached Garden Suites discussion paper Planning
Discussion Paper completed.
Community Consultation.
Consultation Report.
Found Milestone: Outline Pilot Project process and Lookbook concept.
DGS Pilot Project Phase 1.
DGS Pilot Project Tours.
Council Consideration of Bylaw Amendments.
Complete
100%
Review Maple Ridge Development Permit Delegation Bylaw Planning
Delegation of increased DP authority to Director of Planning.Complete
100%
Provide update to Council on Commercial and Industrial Strategy: Commercial Lands Update Planning
Commercial and Industrial Strategy: Employments Lands Update Complete
100%
Develop mini Visitor Centres in new locations such as the Chamber, Golden Ears Park and recreation centres Economic Development
Five new mini visitor centres were developed.Complete
100%
Provide leadership and support to Metro Vancouver’s Regional Prosperity Initiative Economic Development
Ongoing and regular particpation in REPAC (Regional Economic Prosperity Advisory Committee) is occurring.Complete
100%
Coordinate and install industrial directional and entrance Signage Program to increase visibility and profile of
business areas
Economic Development
MOTI installed new highway directional signage on Lougheed Highway for the Albion industrial area.Complete
100%
Page 4 of 30
Conduct market research and leverage Maple Ridge’s natural, cultural and other amenities to create new
products (e.g. BC Ale Trail marketing) to promote visitor spending and economic development
Economic Development
Created two new products - the Ale Trail brochure and the cycling map.Complete
100%
Develop Tech Attraction Strategy - (Project was collaborative with Fraser Valley communities and supported by
50% federal funding)
Economic Development
Council Report Nov 2020. Create Marketing Collateral to support implementation in 2021.Complete
100%
Update Creative BC locations database Economic Development
Ongoing.Complete
100%
Collaborate with BIA and Chamber on "Open for Business" lists and Virtual Town Hall to launch a safe restart Economic Development
COVID-19 initiatives.Complete
100%
Develop marketing assets for the Town Centre Visioning project Corporate Communications
Worked with the Planning Department to deploy a community engagement program for the Town Centre Visioning that was consistent with the Public
Health Orders.Complete
100%
Conduct HR Recruiting software replacement - the current solution is deemed inadequate and causing
operational issues, so the move to a new solution was escalated to this year
Information Technology
Complete
100%
Work with CMT to develop and adopt an updated fibre strategy Information Technology
Went to market in 2019 to see if the City could attract a partner to assist in the next phase of our fibre strategy. The RFEI did not attract viable
submissions for a partner. Looking to go back to market to find a consultant to support staff in maximizing the value of our corporate
fibre/wireless/infrastructure assets and moving forward with an updated strategy.
Delayed
Page 5 of 30
Participate in the corporate wide initiative to scope a corporate Asset Management solution Information Technology
In Progress
Relocate Operations server room- Work with Facilities to relocate servers and cabling at Operations Information Technology
Waiting for Facilities.In Progress
Migrate Online Forms from Civic Plus to Laserfiche Forms Information Technology
Due to minor security violation by the City’s website provider that was quickly rectified, it was determined that it was necessary to migrate corporate
forms to an on-premise solution.Complete
100%
Develop a new tool to automate the process of applying for land and building development permits and
applications. Open Government – Hand Holder Application
Information Technology
A vendor was selected and the project is progressing.In Progress
Create integrated Parks and Security Radio System Information Technology
Incorporate Greg Moore Youth, Leisure Centre, Parks and Security radios into the City radio infrastructure as part of the Community Social Safety
Initiative.
Currently configuring and implementing solution.
Complete
100%
Migrate sanitary asset data and records from Auto CAD to GIS for asset management program Information Technology
Due to GIS staffing limitations project completion wasn't possible. Will restart project once GIS position filled.Delayed
Execute Open Government multi-year work plan Information Technology
The Open Government portal went live in October of 2017. We continue to progress through the work plan, delivering several new applications,
datasets and dashboards this year. Examples include Public Safety, HR, Fire and CMT dashboards and infographics.Complete
100%
Page 6 of 30
Work with staff and the Technology Task Force to explore opportunities for a Technology Hub in South Park Information Technology
Initial discussions have occurred; however, direction is needed from CMT to proceed.Deferred
Support the City’s liaison to the Executive Board of Directors responsible for the 2020 Summer Games, as it
relates to technology enablement. Determine IT support needs
Information Technology
Project delayed due to uncertainty around the timing and scope of the event.Delayed
Further enhance security policies, practices and procedures through a formalized security group Information Technology
In progress. The security group was formed in 2016. This group completed a rework of the City’s DMZ infrastructure. A new security policy has been
rewritten and is going through final reviews. Security policy will be completed this year. Mandatory one-hour security training for all staff will be
conducted in 2020.
In Progress
Work with Legislative Services to scope out software to manage Council agendas, videos, resolutions, minutes,
reporting, etc. that integrates with our current infrastructure
Information Technology
SharePoint Solution Developed.Complete
100%
Move Online Service (Action) Requests from Amanda to Tempest - Action Request System Information Technology
Currently re-examining the suitability of migrating to Tempest, and planning to investigate other solutions. Due to latest technology changes we are
looking at alternate possibilities.Deferred
Refresh corporate cellular devices from Rogers to Bell Information Technology
Currently replacing all corporate cellular devices.Complete
100%
Replace 85% of the existing server infrastructure as they are end of life Information Technology
Replacing new servers in production.In Progress
Page 7 of 30
Deploy Office 365 - This project will include a corporate wide office productivity audit to mitigate cost
increases
Information Technology
In progress.Plan changed to deploy O365 to all municipal staff due to COVID19.In Progress
Deploy fibre to service Memorial Peace Park and onto 224 Street to facilitate enhanced technology delivery
and further support of community amenities and events
Information Technology
Complete
100%
Consolidate enterprise applications into a single database platform (Tempest, Amanda, Crystal Reports,
Cemetery, GIS, Hyperion, ROSS Financials, Empath, Citrix, etc.)
Information Technology
In progress. This is a multi-year project. All databases except Payroll and Amanda have been migrated to SQL. Payroll will be completed this year.
Amanda will migrated during Version 7 upgrade.In Progress
Complete cable plant upgrade for Leisure Centre Information Technology
In progress. Continue to work with Facilities to complete the re-cabling of Leisure Centre. Cable standards complete. Re-cabling of the lower floor of the
Leisure Centre will be carried out as part of the renovation project. The upper floor will be a separate piece of work commissioned after the renovation.
Waiting on Facilities.
In Progress
Complete cable plant upgrade for Operations Information Technology
In progress. We continue to work with Facilities to move forward re-cabling the Operations building. Received drawings. Waiting for Facilities.In Progress
Redesign Laserfiche Collaboration structure Information Technology
Serious performance and functional issues with the collaboration environment required a redesign.In Progress
Rebuild SQL Server Environment Information Technology
Infrastructure changes required a rebuild of the failover database environment. Waiting for new servers to come online.In Progress
Page 8 of 30
Implement Web Page Design, Content Management System Information Technology
In Progress. Still in early stages. Currently collecting requirements for the content management system which will also be used for managing Open
Government Flow charts and FAQs for the chat bot. IT to support Communications when required.In Progress
Create an application similar to What’s Happening Around Me? - designed to support Seniors’ and access to
the resources they need -Open Government - Seniors’ Local Resources Map (New Application/Tool)
Information Technology
Some final changes to the application are still needed, as well as acceptance testing.Complete
100%
Support the implementation of cloud-based scheduling software for Parks and Recreation (children, youth and
aquatics). Configure interface to support automating timesheet process
Information Technology
Complete
100%
Review replacement of enterprise applications: HRIS, Financial and Asset Management Information Technology
In progress. We have had very little traction on this project. Developed a scope of work to hold a staff workshop to set a path forward. Workshop had
to be rescheduled due to illness of consultant. Scoping and requirements gathering planned start 2021.Not Started
Reclaim data and integrate into corporate infrastructure - Reclaim data from various departments maintained
on spreadsheets and/or access databases
Information Technology
In progress. This is a multi- year project and the first year will be primary composed of information gathering.In Progress
Update and replace policies and procedures for managing Service Desk and user support requests including
centralization of internal support procedures to ensure solutions are standardized and consistent
Information Technology
Going to third party vendor for Policy and Procedures Templates Not Started
Increase footprint at strategic locations of digital signage within City buildings in the Town Centre. This
expansion of digital signage will support preparation for the 2020 Summer games
Information Technology
In progress. Finance front counter has been completed. Leisure Centre and Building are ready to go when renovations are complete.In Progress
Page 9 of 30
Replace backup target Information Technology
Complete
100%
Enhance primary storage Information Technology
Additional primary, fast storage was required due to growth. Part of the server roll-out.In Progress
Review and remediate IT security Information Technology
In progress. This is part of our annual security review and remediation by outside parties. Delayed due to COVID19.Delayed
Implement software that allows fire fighters to conduct inspections using an application on a tablet
-Inspections for Fire Department (Mobile)
Information Technology
Complete
100%
Install AV upgrades for Operations’ Meeting and Staff rooms, as well as Tower Staff rooms Information Technology
In progress. This is a multi-year project. HR and Fire were completed in 2018. City Hall and Tower Completed 2020. Working on Operations.In Progress
Enhance internal controls when staff are performing upgrades and maintenance on internal systems -Active
Directory Permission Tracking Application
Information Technology
Not Started Not Started
Prospero Scoping - Scoping Tempest to determine feasibility of migrating permit and building infrastructure
from Amanda to Tempest Prospero System
Information Technology
Delayed due to AMANDA 7 Upgrade slated for 2021.Delayed
Page 10 of 30
Install and configure scanning hardware/software to facilitate bulk scanning Information Technology
Delayed due to lack of resources in Clerks.Deferred
Develop additional telecom tower arising out of our RFP process looking at City lands -City Telecom Tower Information Technology
On Hold. Staff needs to get up to speed on this project and review the work that has been done to date before proceeding further.Deferred
Evaluate Electronic Forms and Signatures in Laserfiche Finance
Ongoing. Procurement has successfully migrated some forms to Laserfiche. Review of forms related to procurement and accounting processes is
underway with some process changes to be implemented prior to the end of the year.In Progress
Conduct an RFP for Audit Services Finance
An RFP was issued in August with contract to be awarded in the 4th quarter following Council approval Complete
100%
Actively support the Planning Department area planning initiatives including NE Albion Land Use Concept, Port
Haney Visioning, Albion Flats Land Use Concept, and Yennadon Lands Concept Planning Process
Engineering
Engineering, infrastructure and technical input.In Progress
80%
Develop a policy to identify appropriate site and driveway access with respect to land use and fronting
roadway classification
Engineering
Complete Complete
100%
Participate in the implementation of an e-procurement solution with the Purchasing Deparment Engineering
Complete.Complete
100%
Page 11 of 30
Develop Traffic Models for current and future years to measure performance of key intersections and major
road corridors
Engineering
Complete Complete
100%
Collect traffic data to monitor city-wide traffic growth and capacity requirements of arterial and major
collector roads
Engineering
Complete Complete
100%
Conduct warrant analysis to determine signalization requirements and crosswalks treatments Engineering
Complete Complete
100%
Update Works and Services Agreement template Engineering
Preliminary Framework complete - will be included in Review of development process.Complete
100%
Expand Engineering Development webpage Engineering
Complete - coninture regular improvements.Complete
100%
Provide drinking water system fire flow information for fire suppression system designers Engineering
Complete Complete
100%
Page 12 of 30
TransLink Initiatives – Mobility Pricing, planning for B-Line rapid transit and development of Area Transport
Plan
Engineering
B-Line construction in progress, opening spring 2020. Area Transport Plan in progress.Complete
100%
Work with TransLink on an Area Transport Plan to develop a multi-modal transportation plan Engineering
Final Area Transport Plan presentation by TransLink on October 8, 2019 Council Workshop.Complete
100%
Update development security cost estimate spreadsheet Engineering
Complete Complete
100%
Analyze water distribution system to review optimization of pressure reducing stations may be abandoned
while maintaining existing service levels
Engineering
Complete Complete
100%
Develop updated rainfall Intensity-Duration-Frequency curves, taking into consideration the predicted effects
of Climate Change
Engineering
Complete Complete
100%
Intersection Traffic Counts and Network Analysis Engineering
Complete Complete
100%
Conduct Abernethy Way Extension to 256 St - Corridor Alignment Study Engineering
Study Complete - report going to Council November 2020.Complete
100%
Page 13 of 30
Complete Silver Valley Sewage Servicing Plan Engineering
Project complete.Complete
100%
Conduct Town Centre Sewage System planning related to diversion at Royal Crescent and 225 Street Engineering
Project complete.Complete
100%
Complete Silver Valley Water Servicing analysis related to 236 Street pump dtation operationg Engineering
Project complete.Complete
100%
Propose and develop energy efficient new home program – Maple Ridge Building Better Corporate Planning & Consultation
Final report published to City website with educational content and summary video Complete
100%
Develop a five year strategic plan to identify long-term planning for police services Police Services
Altered to three-year strategic plan due to potential separation from Pitt Meadows. Internal and external engagement, community survey launched and
multiple SM video engagement for the public.Complete
100%
Develop a Scoping Report for Green Infrastructure Environmental Advisory Committee
Scoping Report completed and unanimously endorsed. RFP completion and Consultant hired, EcoPlan to lead the discussion/study. Formation of
review groups internal Task Force and external Sub-Committee with members from different sectors, disciplines, and private sector.Complete
100%
Participate in the updated Area Transportation Plan for Maple Ridge and Pitt Meadows – Pedestrians, Cycling,
Transit
Transportation Advisory Committee
Area Transport Plan presented by TransLink to Council on October 8, 2019 Complete
100%
Page 14 of 30
Consider the feasibility of a water-going bus service on the Fraser River, with loading at Hammond Mill and
Port Haney Wharf, in cooperation with First Nations Communities (Lower Mainland), TransLink and Metro
Vancouver
Transportation Advisory Committee
Conversation with TransLink indicates this would require a regional initiative to move forward. Coordination with the Ports is unlikely. This initiative will
be discussed as a potential project for the TransLink 2050 Plan.Complete
100%
Development of an Educational Plan for Active Transportation to Schools Transportation Advisory Committee
Due to current challenges with pandemic and school reopening, this project appears to be delayed. Limited responses from the School District at this
time.Delayed
Implement Electrical Mechanical Division in-house street lighting, lamp standard inspections and maintenance
program
Engineering Operations
To improve the efficiency of maintenance management practices through development of apps and transition to paperless processes. A new street
lighting app, field laptops and tablets, new inhouse bucket truck, have all increased efficiencies and response times.Complete
100%
Complete succession planning for Secondary Water Distribution Level 4, Water System Operator Engineering Operations
The complexity of the CMR water system requires a Level 4 Certified Operator, of which there are less than 80 in the Province, and they are in high
demand. A new apprentice type position has been created to encourage new employees to develop through education and work experience to obtain
Level 4 Water Distribution certification in-house.
In Progress
75%
Continue Pressure Reducing Valve (PRV) Condition Assessment review for all PRV chambers and components
located along Dewdney Trunk Road and 232 Street
Engineering Operations
Existing PRV Stations have been assessed for condition and a study was completed to identify possible system modifications. A plan for removing
redundant chambers will be established, identifying the level of repairs required based on the need to handle higher water pressures from
MetroVancouver. A long-term plan has been develped to address the removal of redundant PRV's in addition to repairs and replacement of critical PRV
locations. Work on the proposed plan started in 2020 and is expected to take five years to complete.
In Progress
25%
Move Online Service (Action) Requests from the Amanda system to a new platform/system as part of
organization wide software upgrades
Engineering Operations
Online request tracker app and forms have been implemented and will coordinate with IT for implementation. Project will be considered complete
when transition to Amanda 7 has taken place.In Progress
0%
Page 15 of 30
Bring New Sign Bylaw to Council Building
Bylaw No. 7630-2020 was adopted in spring 2020.Complete
100%
Determine building bylaw compliance with the Zoning Bylaws expansion of Home Base Business uses Building
Reviewed Home Based Zoning Bylaw requirements to ensure compliance with Building Department.Complete
100%
Scope Tempest requirements for Permit Migration from Amanda to Tempest Prospero System to determine
the best methodology and training for moving to a new operating system that will better serve multiple
departments
Building
Required to update current system and will review against current issues to determine if update version has addressed issues with current system.Delayed
Establish electronic trade permit process.Building
Continues to be the area of highest demand intensity. Continue to look at new ways to improve this process.Complete
100%
Completion of Maple Ridge Cemetery expansion Parks, Facilities & Open Space
New access off Dewdney Trunk Road, ornamental fencing, parking and horticultural areas complete. Main entry gate and fencing re-established and
signage refreshed.Complete
-
100%
Analyze existing composition model of children’s programming including access supports to continue to meet
identified needs for program participants and partner agencies
Recreation & Community Engagement
Increased resources for Active Kids Club (AKC) to support staff and program participants which proved successful. This model will be implemented for
future summer programming.Complete
-
100%
Develop and implement a Recreation Volunteer Program (Leisure Buddies)Recreation & Community Engagement
Rebranded the leisure access program and promoted private support worker and support worker (MCFD partnership) opportunities.
Leisure Buddy Program will be transitioned to a youth mentorship model.
Complete
-
100%
Page 16 of 30
Support Facilities with the Aquatics renovation and liaise with supporting departments to manage impacts to
staff and customers throughout the construction period
Recreation & Community Engagement
MRLC renovation completed and facility reopened Feb 3, 2020 Complete
-
100%
Work with Economic Development and Planning to support and develop collaborative placemaking activities in
line with the Tourism Strategy and Culture Plan by providing public art opportunities for a variety of
community partners, including Katzie and Kwan
Recreation & Community Engagement
Taking the priorities in the various strategies, three new public artworks were completed (Leisure Centre; Telosky Stadium Fieldhouse; new poetry
stamps on the Lougheed corridor; murals) and new program "Happenings" activations for a vibrant downtown established in conjunction
with Community Safety Initiative; Responsive Neighbourhood Small Grants program revised to support residents and neighbourhoods during Covid-19.
Complete
-
100%
Work with Police Services to develop, design and provide costings for office moves and renovations Parks, Facilities & Open Space
Working with Police Services on office move and renovation needs.In Progress
Q1 2020
10%
Initiate a call for interested operators and permit food trucks to operate in Maple Ridge Park and Whonnock
Lake
Parks, Facilities & Open Space
Covid-19 postponed Expression of Interest. Further research indicates that Mobile food service in parks over the summer is unlikely to fit with vendor
business model.Complete
Q2 2020
100%
Update the Cemetery webpage and develop a Cemetery Services brochure to include new interment and
memorialization options
Parks, Facilities & Open Space
The City’s Cemetery webpage has been updated and a new brochure has been completed with updated content guided by the new Cemetery Bylaw
adopted in January 2020.Complete
Q2 2020
100%
Provide input into the development of an Asset Management strategy led by the Engineering Department Parks, Facilities & Open Space
Input provided for Phase One, assessing existing maintenance and replacement processes. Awaiting next phase.In Progress
Q3 2020
50%
Complete the detailed design and costing for a new squash court at the Leisure Centre Parks, Facilities & Open Space
Consultant team onboarded to provide detail design services and costing.In Progress
Q3 2020
25%
Page 17 of 30
Design and construct Fire Hall No. 4, training grounds and IT co-location data centre Parks, Facilities & Open Space
Construction commenced November 2018 and anticipated to be complete October 2020.In Progress
Q3 2020
90%
Manage the design and construction of the MRSS Track Facility Upgrades Parks, Facilities & Open Space
Hammer & Discus facility construction completed in May 2020.
Upgraded spectator seating, washrooms and lighting construction commenced Q4 2019 and completion is anticipated for October 2020.In Progress
Q3 2020
90%
Complete a Housing Needs Assessment in compliance with new provincial requirements Planning
Request for a Council resolution will be brought forward to assist in securing funding and initiation of this requirement.
Housing Needs Assessment report.In Progress
Q3 2020
25%
Complete MR Leisure Centre building envelope assessment and remediation of exterior cladding Parks, Facilities & Open Space
Work with a structural consultant team to develop exterior cladding specification and cost estimates.In Progress
Q4 2020
50%
Renovate and restore Whonnock Cemetery entrance and public access points Parks, Facilities & Open Space
Entry renovation concept plan developed. Design complete, renovation underway with completion anticipated in Q4 2020.In Progress
Q4 2020
50%
Oversee the design and construction process for the Fourth Ice Sheet addition to the Planet Ice Facility Parks, Facilities & Open Space
Schematic design with stakeholder input is complete. A building assessment of the Planet Ice complex is complete. Lifecycle replacement of the ice plant
chillers and emergency replacement of the condenser is underway. Fourth ice sheet next steps pending land exclusion or non-farm use application to
ALC.
In Progress
Q4 2020
25%
Pilot digital reward/incentive system for youth participants Recreation & Community Engagement
Developed criteria for a program to support meaningful acknowledgement of contribution, kudos, milestones, active participation and volunteerism.
Program to be piloted in Q4 2020.In Progress
Q4 2020
80%
Page 18 of 30
Work with MACAI to explore opportunities to develop a community specific asset map highlighting accessible
components for Maple Ridge and Pitt Meadows
Recreation & Community Engagement
Mapping application has been designed in partnership with the Age Friendly Initiative (AFI) Committee and is launching in Q4.In Progress
Q4 2020
90%
Undertake Town Centre Area Visioning process Planning
Public Consultation in progress - Dec 8, 2020 Council Workshop Report In Progress
Q4 2020
40%
Implement Hammond Area Plan: prepare report on options for supporting heritage resources in Heritage
Character Area
Planning
Consultant prepared discussion paper.
Scoping report to be presented to Council.
Heritage Character Area planning process.
In Progress
Q4 2020
25%
Implement the Environmental Management Strategy (EMS) – Green Infrastructure and Natural Asset
Management Pilot Project Update
Planning
Research and prepare a policy options report. Update to Council completed Q4 2020.In Progress
Q4 2020
100%
Develop Secondary Suites Discussion Paper Planning
Discussion Paper completed.
Consultation Update Report.
Research Council identified directions and report back.
Options report on greater registration and accountability mechanisms.
Report on suites options.
In Progress
Q4 2020
75%
Prepare Design Guidelines for the Tri-plex/Fourplex Zone and OCP amendments Planning
Options report and bylaw preparation.
Bylaw presentation to Council.
2nd Reading and Public Hearing.
Bylaw adopted.
Prepare Design Guidelines.
In Progress
Q4 2020
75%
Page 19 of 30
Adopt and implement Zoning Bylaw Planning
Technical edits.
Bylaw adoption.In Progress
Q4 2020
90%
Support work relating to the legalization of marijuana Economic Development
Ongoing as senior levels of government develop and implement new policies/directives related to the legalization of cannabis.In Progress
Q4 2020
65%
Create COVID-19 website resources for business Economic Development
Updated as new programs and iniatives evolve.In Progress
Q4 2020
50%
Develop and publish Maple Ridge Business "Buzz"Economic Development
Newsletter originally intended to be published quarterly but extra special editions were created over the course of the pandemic to assist with
communications and connectivity.In Progress
Q4 2020
80%
Implement Hiring Demand Software - "Vicinity Jobs"Economic Development
The tool uses a big data approach to analyze multiple regional and national datasets to determine which industries are hiring, the education and skill
levels employers are seeking, and the wages and hours being offered. Reports are created quarterly.In Progress
Q4 2020
75%
Develop e-commerce pilot program for local business with shopify and digital Main Street Economic Development
A result of collaboration through the Regional Economic Prosperity Advisory Committee. MOU with other communities signed and ready to start soon.In Progress
Q4 2020
65%
Coordinate with Waterworks, Sewerworks, IT, Communications (Fibre Optics) and Roads Utility to replace,
repair and install infrastructure along major corridors prior to capital paving
Engineering Operations
Coordinate with other departments to review works and coordinate with paving schedule and other capital projects to ensure works are completed
prior to paving.In Progress
Q4 2020
75%
Improve permit tracking Building
Provided to IT for entering into system and developing descriptions for each status type.In Progress
Q4 2020
90%
Page 20 of 30
Provide access to inspection results online Building
Have worked with IT to develop online inspection results. Launched in November.In Progress
Q4 2020
99%
Introduce blower door program to Maple Ridge Builders Building
Staff certification and equipment has been obtained. Will be releasing to building community in November 2020 In Progress
Q4 2020
90%
Adjust permit fee process delivery Building
Automated online payment processing will be available in response to improve service delivery demands.In Progress
Q4 2020
95%
Host Builders Forum Building
Meeting with Building Community is organized for November 2020. Forum is intended to update builders on Code and process change as well as receive
suggestions and feedback.In Progress
Q4 2020
75%
Complete MR Business Centre 3rd Floor – Suite 300 and 320 renovation Parks, Facilities & Open Space
Undertake detailed design and construction In Progress
Q1 2021
25%
Facilitate and implement programming survey to inform allocation of suitable facility multi-purpose space to
best meet community needs at the Albion Community Centre and Leisure Centre
Recreation & Community Engagement
Staff and community engagement process plan developed in Q2 for implementation in Q4. Survey results will be analyzed and results shared with staff
and community 2021 Q1.Delayed
Q1 2021
0%
Undertake a summary financial analysis of City-owned Edge Street parking lot to determine potential site yield
for future development into parking lot and office structure
Civic Property
Requests for renderings initiated - awaiting feedback.In Progress
Q1 2021
25%
Page 21 of 30
Review Tandem Parking Standards for Multi-Family Development Planning
Prepared options report outlining opportunities to review Off-Street Parking and Loading Bylaw Standards.
Council requested more consultation on tandem parking in built projects.In Progress
Q1 2021
75%
Commence Yennadon Land Concept Planning Process - Redesignation of lands at 128/232 for employment use Planning
Commence Concept Planning Process to explore land use options and redesignate lands for employment use.
Present concept plan and report.In Progress
Q1 2021
75%
Hold Virtual Business Walks Economic Development
A decision was made with agreement by Chamber of Commerce and DMRBIA to delay the business walks to early 2021.Delayed
Q1 2021
50%
Conduct a review of the Purchasing Policy Finance
The review is underway with an intent to take a draft policy to Council in the 4th quarter In Progress
Q1 2021
75%
Develop consolidated Fees & Charges Bylaw Corporate Planning & Consultation
Initial implementation of the framework bylaw with Recreation Facility fees. Remaining departments to be incorporated through the beginning of 2021 In Progress
Q1 2021
50%
Work with IT to develop new technology tools to improve service delivery to our customers (more intuitive
website)
Building
Compiling data to load into system and test system delivery In Progress
Q1 2021
40%
Renovate Building department to improve internal department efficiency and work environment to better deal
with increase in work load and project types
Building
Renovations were completed in September 2020.In Progress
Q1 2021
95%
Page 22 of 30
Undertake space planning to address needs for Clerks, Administration, Planning and IT departments - Develop
design and provide costing
Parks, Facilities & Open Space
City Hall Administration and Clerks area detailed design and costing is complete. Concept submitted to Planning for review. Developing scope of work
for IT Department.In Progress
Q2 2021
40%
Construct a new washroom building and caretaker residence at Whonnock Lake Park Parks, Facilities & Open Space
Detailed design for buildings and servicing substantially complete and evaluation of cost reduction measures currently underway.In Progress
Q2 2021
50%
Manage the design and development for the Albion Community Centre Parks, Facilities & Open Space
Detailed design and stakeholder feedback completed Q3 2018. Phase One construction complete Q2 2020. Phase Two construction underway with
completion anticipated for Q2 2021.In Progress
Q2 2021
50%
Manage the design and construction for the Ridge Canoe and Kayak Facility upgrades at Whonnock Lake Parks, Facilities & Open Space
Phase One dock and boathouse platform construction awarded in July 2020. Phase Two Building upgrades and Boathouse to be tendered separately and
scheduled to commence following the Phase One completion.In Progress
Q2 2021
50%
Explore the Fraser Valley Mountain Biking Association’s request for the unauthorized mountain bike trails in
the Thornhill area to be sanctioned
Parks, Facilities & Open Space
Pending a trail use study of the Thornhill area. Proposal received from the FVMBA and trail study underway in Q3 2020.In Progress
Q2 2021
25%
Award contract for management of Maple Ridge Business Centre through Request for Proposals process Civic Property
Draft document complete - RFP release date moved to 2021.Deferred
Q2 2021
50%
Procure appropriate consultant(s) to complete economic analysis and disposition strategy for City’s Silver
Valley land holdings
Civic Property
Awaiting proposal from consultant.In Progress
Q2 2021
30%
Page 23 of 30
Albion Flats Area Plan project Planning
Concept Plan endorsed by Council.
Met with ALC to clarify drainage solution. Commence block exclusion application (if so directed).In Progress
Q2 2021
50%
Develop a scoping report on ecological network management strategies - Environmental Management Strategy
Implementation
Planning
Research and prepare report.Not Started
Q2 2021
5%
Update Draft Building Bylaw Building
Completing draft bylaw to meet new Municipal Insurance Association bylaw criteria. Draft bylaw will go before Council in Q2 2021.In Progress
Q2 2021
40%
Complete property information requests Building
Due to Covid-19 closing City Hall, the amount of electronic enquiries has seen a dramatic increase. This has also presented an oportunity for clients that
would not typically request information to make an inquiry. Look at ways to provide some of this information in an online format to enhance the
information already assessible online.
In Progress
Q2 2021
40%
Manage the design and construction of two Silver Valley Gathering Places Parks, Facilities & Open Space
Detailed design for the first Gathering Place is underway with construction anticipated to start Spring 2021, Second Gathering Place to be advanced with
area development.In Progress
Q3 2021
25%
Manage the design and construction for the Hammond Community Centre Upgrades Parks, Facilities & Open Space
Detailed design, including feedback from stakeholders and community, complete. Preparation of Tender package underway.
Construction to commence Q1 2021 and completion anticipated Q3 2021.In Progress
Q3 2021
50%
Evaluate programs and service levels following Maple Ridge Leisure Centre (MRLC) reopening, focused on
customer and staff feedback and industry practices
Recreation & Community Engagement
MRLC reopened for 6 weeks and closed due to pandemic. Facility partially reopened in July and minimal programs implemented. Evaluation of
programming has shifted to address community need during pandemic and will continue into 2021.In Progress
Q3 2021
25%
Page 24 of 30
Facilitate in the recruitment, orientation and training of new lifeguard staff in anticipation of the MRLC
reopening. Develop an aquatics continuum model incorporating junior lifeguard programs, aquatics volunteer
opportunities and advanced leadership training
Recreation & Community Engagement
Developed and completed an aquatics recruitment strategy and created a new aquatics position (Slide attendant) to support operations and serve as a
transition between volunteer role and lifeguard/instructor (continuum model).
Development of a volunteer program is underway and will be implemented in Covid-19 Phase 4 of Restart Plan.
Delayed
Q3 2021
75%
Real Estate Strategy – Investigate options on how the City can more effectively manage its real estate assets to
provide long-term benefits for Maple Ridge
Civic Property
Audit to be completed Q4 2020. Item direction contingent on outcomes of Community Development & Enterprise Services Committee.In Progress
Q3 2021
75%
Complete the Lougheed Corridor Area Plan Planning
Area Plan Prioritization discussion.
present process, study area and engagement options report.
Background research.
Community consultation.
Land Use Concept presentation for endorsement.
Area Plan approval.
In Progress
Q4 2021
75%
Initiate and prepare a scoping report, updates to website, including information around development process
and environmental review procedures for Environmental Management Strategy (EMS) Communications
Planning
Research and prepare a scoping report.Deferred
Q4 2021
25%
Develop a Land Use Contract Elimination Options Report Planning
Sought Council Direction on Oct 6 2020. Process endorsed Q4 2020.In Progress
Q4 2021
25%
Explore alternative options for Maple Ridge Experience Guide in order to create and launch new version for
2020
Economic Development
Did not create a new Experience Guide in 2020 but participated in a shared guide with Pitt Meadows, published by The NEWS. Options will be explored
in 2021.Delayed
Q4 2021
40%
Page 25 of 30
Work collaboratively with hotels to encourage overnight stays Economic Development
Covid-19 prevented this.Deferred
Q4 2021
0%
Investigate Enterprise CRM and Community Engagement tools for corporate use Economic Development
Assists with customer service, produces consistent contact records and reporting functions provide tangible data for reporting outputs and outcomes.In Progress
Q4 2021
35%
Purchase and implement an e-procurement solution Information Technology
IT to Support Purchasing when required Not Started
Q4 2021
Purchase and implement an e-procurement solution Finance
Capacity constraints have delayed moving forward with this. Will obtain 3 quotes before acquisition and implementation in 2021.Delayed
Q4 2021
25%
Complete Fraser River Escarpment Review Engineering
RFP Complete an issued. Award the RFP and begin analysis and study.In Progress
Q4 2021
20%
Assess the cost/benefit of residential water metering in Maple Ridge and consideration of implementation of
City-wide program
Engineering
Consultant engaged to test Metro Vancouver meter analysis tool.In Progress
Q4 2021
35%
Develop an Asset Management Strategy, Framework, and Plans Engineering
Draft of Phase one has been completed and in review. Evaluating next steps and approach.Delayed
Q4 2021
20%
Page 26 of 30
Explore potential of utilizing RCMP “Post” budget to pay for a mechanic position for RCMP fleet maintenance:
i. Analyze costs being paid out for maintenance costs; ii. Discuss with Operations Center to see if there is space
and value to pursue
Police Services
Delayed due to COVID-19. RCMP costs have been reviewed and further exploration with Operations to be done to find out details regarding space and
value.Delayed
Q4 2021
20%
Develop a strategy to address sanitary sewer inflow and infiltration in conjunction with Engineering Engineering Operations
Work plan includes flow monitoring, smoke testing, data collection, modelling and camera inspections to identify areas requiring I&I repairs in
support of MetroVancouver mandate.In Progress
Q4 2021
50%
Complete the NE Albion Land Use and Servicing Concept Plan Planning
North East Albion Concept Plan Endorsed in 2020 and will be included into OCP as a 2021 deliverable In Progress
TBD 2021
100%
Strategic Transportation Plan Updates and Consultation with the Committee Transportation Advisory Committee
Strategic Transportation Plan project initiation planned for November 2020 Not Started
Q2 2022
Work with School District No. 42 and provincial partners to develop and implement an action plan to secure
funding for undertaking demand analysis research in support of business case for procurement of post
secondary educational offerings in Maple Ridge
Economic Development
Work has been suspended due to most of the post-secondary institutions providing online classes. Discussions will continue in CMR/PM Forum.Deferred
Q4 2022
10%
Implement regional registration portal for filming to streamline applications by film companies and to capture
filming metrics
Economic Development
Maple Ridge continues to participate in this project but there are still several issues to work through.In Progress
Q4 2022
50%
Research available software solutions to maintain an inventory of the City’s tangible capital assets Finance
Initial work has been started, but was deferred due to other department priorities. In 2019, the process had been linked to the asset management work.
Will move forward in 2021 to investigate systems to manage the accounting for the City's stock of TCA Delayed
Q4 2022
Page 27 of 30
Work with DMRBIA and Chamber of Commerce to create leverage opportunities for the 2020 BC Summer
Games in Maple Ridge through preparation of a welcome package and other tools that encourage maximum
attendee length of stay, spending and intention to return
Economic Development
2020 BC Summer Games were cancelled.Deferred
Q4 2024
0%
Complete Phase One and Phase Two Street Light LED Conversion project Engineering Operations
This project consists of five annual phases that commenced in 2019. Phase One focused on major road network roadways and the downtown core,
which is near completion. Phase Two is underway. On track for completion in Q4 of 2024 In Progress
Q4 2024
22%
Provide support to Agricultural Advisory Committee; Environmental Advisory Committee; Community Heritage
Commission, & Advisory Design Panel
Planning
Accounts for 25% of staff time.In Progress
Ongoing
100%
Support Community Engagement/Consultation for Engineering and Operations for 2020 Business Plan
deliverables for Asset Management Project, Pedestrian & Cycling upgrades to 123 Avenue from 203 Street to
Laity Street. Long term plannin
Corporate Communications
We continue to support the Engineering Division with consultations and website updates on their projects. Some of these projects have appeared
before Council for discussion and others are moving forward into the next business plan.In Progress
Ongoing
50%
Support Community Engagement for PRCCapital Project Planning & Execution of Albion Community Centre
Phase Two, New ice sheet, RCKC upgrades, Silver Valley Gathering Place, Hammond Community Centre
Upgrades
Corporate Communications
Projects continue to advance and we are supporting the public relations and community outreach as each project advances. Specifically, Phase 2 of the
Albion Community Centre Project has been awarded. Land has been aquired for the Silver valley gathering Place and the public conuultation is
underway. Phase 1 of the RCKC project has been approved. Other projects are coming before Council as the preliminary work is completed by the PRC
team.
In Progress
Ongoing
75%
Review existing documentation to ensure wording is consistent, understandable and will amend as needed.Building
This is an ongoing process In Progress
Ongoing
Page 28 of 30
Review mobile system to allow for emailing inspection slips to identified clients Building
Currrent system does not provide for a non-labour intensive means of provding this information in the field. Will contiue to review this and other
systems for this functionality.Complete
Ongoing
100%
Develop a "New Builder Package"Building
New Builder Package has been created to provide clarity regarding requirements to our customers.In Progress
Ongoing
Increase use of technology Building
Review of current processes to improve customer service. For example, online inspection booking.In Progress
Ongoing
Review of municipal parking facilities and recommendation on issuing Request for Proposals Civic Property
Item direction contingent on outcomes of Community Development & Enterprise Services Committee.Deferred
TBD
Work with Planning and Engineering staff to determine directions for research into town centre public parking
options and opportunities
Civic Property
Item direction contingent on outcomes of Community Development & Enterprise Services Committee.Deferred
TBD
Support Corporate Services to complete a review of application fees as part of the Consolidated Fees & Charges
Bylaw
Planning
Corporate Support took lead on this item In Progress
TBD
0%
Support Information Technology - Prospero Scoping Planning
Action pending IT beginning on project.Not Started
TBD
0%
Page 29 of 30
Update OCP for Provincial Aquifer Mapping - Implementation of the Environmental Management Strategy
(EMS)
Planning
Prepare report.
Amend OCP mapping.Deferred
TBD
90%
Page 30 of 30
2021 Growth Work Plan
Provide support to Agricultural Advisory Committee; Environmental Advisory Committee; Community Heritage Commission, & Advisory Design Panel Ongoing
Support Community Engagement/Consultation for Engineering and Operations for 2020 Business Plan deliverables for Asset Management Project,
Pedestrian & Cycling upgrades to 123 Avenue from 203 Street to Laity Street. Long term plannin
Ongoing
Support Community Engagement for PRCCapital Project Planning & Execution of Albion Community Centre Phase Two, New ice sheet, RCKC upgrades,
Silver Valley Gathering Place, Hammond Community Centre Upgrades
Ongoing
Provide support for the Planning Department on community consultations related to ongoing projects Ongoing
Review existing documentation to ensure wording is consistent, understandable and will amend as needed.Ongoing
Develop a "New Builder Package"Ongoing
Increase use of technology Ongoing
Complete MR Business Centre 3rd Floor – Suite 300 and 320 renovation Q1 2021
Conduct a public consultation process to develop a design concept for a neighbourhood park at 241A Street and 112 Avenue Q1 2021
Complete Fire Hall No. 1 training room audio visual upgrades to improve the Emergency Operations Centre Q1 2021
Develop a scope of work and tender for the replacement of the City's facility key scan security system Q1 2021
Facilitate and implement programming survey to inform allocation of suitable facility multi-purpose space to best meet community needs at the
Albion Community Centre and Leisure Centre
Q1 2021
Explore all mechanisms, including developing civic child care facilities, accessing senior government grants and working with developers to maximize
child care spaces
Q1 2021
Undertake a summary financial analysis of City-owned Edge Street parking lot to determine potential site yield for future development into parking
lot and office structure
Q1 2021
Identify local impact and effects of Short Term Rentals Q1 2021
Address Council's concerns related to Tandem Parking in townhouse zones Q1 2021
Explore potential expansion of tax base from newly created land properties in Yennadon Q1 2021
Initiate Thornhill Background Report Q1 2021
Page 1 of 7
Develop Advisory Design Panel Discussion Paper Q1 2021
Review Tandem Parking Standards for Multi-Family Development Q1 2021
Commence Yennadon Land Concept Planning Process - Redesignation of lands at 128/232 for employment use Q1 2021
Hold Virtual Business Walks Q1 2021
Launch a GIS Site Selector Tool Q1 2021
Update Hotel Feasibility Study Q1 2021
Conduct a review of the Purchasing Policy Q1 2021
Develop consolidated Fees & Charges Bylaw Q1 2021
Work with IT to develop new technology tools to improve service delivery to our customers (more intuitive website)Q1 2021
Renovate Building department to improve internal department efficiency and work environment to better deal with increase in work load and project
types
Q1 2021
Review Single-Family Building Permit fees to fund Building Inspector 1 position Q1 2021
Develop a long-term, goal-oriented strategic plan (15 year timeframe)Q1 2023
Undertake space planning to address needs for Clerks, Administration, Planning and IT departments - Develop design and provide costing Q2 2021
Construct a new washroom building and caretaker residence at Whonnock Lake Park Q2 2021
Manage the design and development for the Albion Community Centre Q2 2021
Manage the design and construction for the Ridge Canoe and Kayak Facility upgrades at Whonnock Lake Q2 2021
Explore the Fraser Valley Mountain Biking Association’s request for the unauthorized mountain bike trails in the Thornhill area to be sanctioned Q2 2021
Manage the tender and construction of the Operations Centre emergency backup generator Q2 2021
Coordinate flooring replacement for Fire Hall No. 2 Q2 2021
Manage the structural design and installation of a new rooftop antenna at the RCMP Main Detachment building Q2 2021
Award contract for management of Maple Ridge Business Centre through Request for Proposals process Q2 2021
Page 2 of 7
Procure appropriate consultant(s) to complete economic analysis and disposition strategy for City’s Silver Valley land holdings Q2 2021
Develop Yennadon Area Plan Q2 2021
Develop North East Albion Area Plan Q2 2021
Conduct Gap Analysis of Social Housing in Maple Ridge Q2 2021
Albion Flats Area Plan project Q2 2021
Develop a scoping report on ecological network management strategies - Environmental Management Strategy Implementation Q2 2021
Create a Virtual Vistors Centre Q2 2021
Initiate a public consultation process to develop a neighbourhood park at 241A Street and 112 Avenue Q2 2021
Complete City Fibre Strategy (Carry Forward from 2020)Q2 2021
Review and improve Capital Program definition and lists Q2 2021
Present Transport 2050 Overview Q2 2021
Update Draft Building Bylaw Q2 2021
Complete property information requests Q2 2021
Provide Council with an update on the Sign Bylaw Q2 2021
Alternate code compliance for secondary suites Q2 2021
Conduct an update of strategic planning principles including vision, mission, and values Q2 2022
Strategic Transportation Plan Updates and Consultation with the Committee Q2 2022
Manage the design and construction of two Silver Valley Gathering Places Q3 2021
Manage the design and construction for the Hammond Community Centre Upgrades Q3 2021
Manage the tender and construction for the neighbourhood park at 241A Street and 112 Avenue Q3 2021
Manage the tender and construction for the replacement of the synthetic surface at Westview Secondary Rotary Field Q3 2021
Review the construction and operating agreements with SD42 to facilitate the replacement of the Westview Secondary School synthetic field Q3 2021
Page 3 of 7
Manage the tender and construction of the data re-cabling and new server room at the Operations Centre Q3 2021
Complete HVAC replacements for City Hall and Operations Centre Q3 2021
Evaluate programs and service levels following Maple Ridge Leisure Centre (MRLC) reopening, focused on customer and staff feedback and industry
practices
Q3 2021
Facilitate in the recruitment, orientation and training of new lifeguard staff in anticipation of the MRLC reopening. Develop an aquatics continuum
model incorporating junior lifeguard programs, aquatics volunteer opportunities and advanced leadership training
Q3 2021
Implement new online tools to improve staff training, required program documentation and public engagement Q3 2021
Determine strategic direction for the City's Property function based on feedback and outcomes from the Community Development & Enterprise
Services Committee
Q3 2021
Real Estate Strategy – Investigate options on how the City can more effectively manage its real estate assets to provide long-term benefits for Maple
Ridge
Q3 2021
Develop Lougheed Corridor Area Plan Q3 2021
Conduct Housing Needs Assessment Q3 2021
Conduct a scoping report for Hammond Heritage Character Area Q3 2021
Support PRC on conducting the Child Care Needs Assessment Q3 2021
Initiate Zoning Bylaw Implementation Efforts and Training Q3 2021
Duplex Density Bonus Options in Urban infill Areas Q3 2021
Create an Economic Development Strategy Q3 2021
Work with other Fraser Valley communities to develop marketing collateral to support (Pending approval of federal funding)Q3 2021
Explore additional revenue streams to support tourism, e.g. Municipal Regional District Tax: Hotels and AirBnB Q3 2021
Implement BIA Fascade Program 2021, in collaboration with DMRBIA Q3 2021
Hire and develop Senior Community Safety Officer Q3 2021
Update Strategic Transportation Plan Q3 2021
Manage the tender and cladding upgrade for the exterior west and south pool area walls of the Leisure Centre Q4 2021
Page 4 of 7
Work with The ACT Arts Centre and consultants to develop a scope of work, support grant applications and manage tender for the replacement of
their theatre sound system
Q4 2021
Create a Child Care Action Table (CCAT), consisting of community agencies that may include City staff and representatives from Child Care Resources
and Referral, Health, Education, Indigenous Communities, newcomer and child development agencies
Q4 2021
Research the potential of a joint Metro Vancouver 'Agriculture Land Trust' feasibility study Q4 2021
Develop and deliver a Community Educational Series promoting accessibility and inclusiveness Q4 2021
Explore potential expansion of tax base from newly created land properties in Albion area Q4 2021
Develop Yennadon Development Permit Guidelines Q4 2021
Silver Valley Area Plan Amendment - School site redefinition Q4 2021
Host the Heritage Awards Q4 2021
Review Parking Bylaw - Scoping Report Q4 2021
Complete the Lougheed Corridor Area Plan Q4 2021
Initiate and prepare a scoping report, updates to website, including information around development process and environmental review procedures
for Environmental Management Strategy (EMS) Communications
Q4 2021
Develop a Land Use Contract Elimination Options Report Q4 2021
Explore alternative options for Maple Ridge Experience Guide in order to create and launch new version for 2020 Q4 2021
Work collaboratively with hotels to encourage overnight stays Q4 2021
Investigate Enterprise CRM and Community Engagement tools for corporate use Q4 2021
Work with Scenic 7 partner communities (no circle farm tours)Q4 2021
Update Tourism Strategic Plan Q4 2021
Host Fraser Valley Tech Summit Q4 2021
Renew DMRBIA Bylaw Q4 2021
Purchase and implement an e-procurement solution Q4 2021
Page 5 of 7
Purchase and implement an e-procurement solution Q4 2021
Complete Fraser River Escarpment Review Q4 2021
Assess the cost/benefit of residential water metering in Maple Ridge and consideration of implementation of City-wide program Q4 2021
Develop an Asset Management Strategy, Framework, and Plans Q4 2021
Support the Town Centre Parking Strategy Q4 2021
Explore potential of utilizing RCMP “Post” budget to pay for a mechanic position for RCMP fleet maintenance: i. Analyze costs being paid out for
maintenance costs; ii. Discuss with Operations Center to see if there is space and value to pursue
Q4 2021
Develop Strategic Transportation Plan Update Q4 2021
Develop a strategy to address sanitary sewer inflow and infiltration in conjunction with Engineering Q4 2021
Report on Permits Coordinator Pilot Project Q4 2021
Review Planning and Engineering department fees to fund special projects positions Q4 2021
Work with School District No. 42 and provincial partners to develop and implement an action plan to secure funding for undertaking demand analysis
research in support of business case for procurement of post secondary educational offerings in Maple Ridge
Q4 2022
Implement regional registration portal for filming to streamline applications by film companies and to capture filming metrics Q4 2022
Research available software solutions to maintain an inventory of the City’s tangible capital assets Q4 2022
Construct Rock Ridge high pressure watermain loop across North Alouette River from Silver Ridge to Rock Ridge areas of Silver Valley and improve
watermain distribution system and looping
Q4 2022
Establish a digital maintenance app for unidirectional watermain flushing program Q4 2022
Develop plan to establish Supervisory Control and Data Acquisition (SCADA) system access within the Water Department Q4 2023
Work with DMRBIA and Chamber of Commerce to create leverage opportunities for the 2020 BC Summer Games in Maple Ridge through preparation
of a welcome package and other tools that encourage maximum attendee length of stay, spending and intention to return
Q4 2024
Complete Phase One and Phase Two Street Light LED Conversion project Q4 2024
Complete Phase 3 of LED Streetlight conversions Q4 2024
Review of municipal parking facilities and recommendation on issuing Request for Proposals TBD
Page 6 of 7
Work with Planning and Engineering staff to determine directions for research into town centre public parking options and opportunities TBD
Support Corporate Services to complete a review of application fees as part of the Consolidated Fees & Charges Bylaw TBD
Support Information Technology - Prospero Scoping TBD
Update OCP for Provincial Aquifer Mapping - Implementation of the Environmental Management Strategy (EMS)TBD
Complete the NE Albion Land Use and Servicing Concept Plan TBD 2021
Page 7 of 7
Support Services Progress Report
Introduced a new parking fee structure for the City-owned Maple Ridge Business Centre underground and Edge
Street parking lots in support of more effective parking management and to bring rates in line with local
market offerings
Civic Property
Item completed.Complete
100%
Transitioned Council and Committee meetings to virtual format Legal and Legislative Services
Supported staff and committee member training of new procedures, protocols, and expectations for virtual meetings.Complete
100%
Draft Rewards and Recognition Program recommendations Human Resources
Completed and will be incorporated by the new Human Resources Manager's new line of business.Delayed
Review Peace Officer Status for Bylaw Compliance Officers Licences & Bylaws
Lawyer Opinion and Presentation in Closed - January 2020 Complete
100%
Develop policies & procedures for the new Community Safety Officers Licences & Bylaws
Policies and procedures are in place, and may be amended from time to time.Complete
100%
Liaise with the Province regarding ride sharing and create a new bylaw to regulate these new services Licences & Bylaws
The Inter Municipal Business Licence Agreement Bylaw No. 7622-2020 and the Inter Municipal TNS Business Licence Bylaw No. 7623-2020 have been
adopted. Ride Sharing is now available in the City of Maple Ridge.Complete
100%
Review and secure tow contract for Ridge Meadows Licences & Bylaws
The Contract for City towing services has been awarded to Maple Ridge Towing (1981) Ltd. for one additional year.Complete
100%
Page 1 of 15
Change paid parking lots from “Pay by Stall” to “Pay by Plate” to eliminate parking system software shortfalls Licences & Bylaws
Pay by Plate parking system now in place. Highway and Traffic Amending Bylaw No. 7652-2020 and Ticket Information Utilization Amending Bylaw No.
7585-2019 were adopted.Complete
100%
Create a Home Based Business - Salon Brochure Licences & Bylaws
A Salon brochure to assist clients through the home based business licensing process has been completed and is currently available online.Complete
100%
Issue a business licence for the proposed new Cannabis Retail Store at 11939 240 Street Licences & Bylaws
Application approved at Council. When store has been built, the business licence will be issued.Complete
100%
Issue Business Licence for the proposed new Cannabis Retail Store at 22222 Lougheed Highway Licences & Bylaws
Applicant is currently re-zoning the property to remove the 1000m buffer between cannabis stores.In Progress
50%
Issue Business Licence for the proposed new Cannabis Retail Store at 11696 224 Street Licences & Bylaws
Application approved at Council. The business licence has been issued.In Progress
100%
Issue Business Licence for the proposed new Cannabis Retail Store at Unit 510, 20395 Lougheed Highway Licences & Bylaws
Applicant is currently re-zoning the property to remove the 1000m buffer between cannabis stores.In Progress
50%
Issue Business Licence for the proposed new Cannabis Retail Store at Unit A, 11771 225 Street Licences & Bylaws
On Council Agenda for October 6, 2020.In Progress
25%
Develop and deploy a virtual online assistant (Chatbot)Corporate Communications
Working with the IT Department, we deployed the virtual online assistant (Chatbot), developed and deployed a marketing program, including the
naming contest, for the first phase of the Chatbot development.Complete
100%
Page 2 of 15
Develop a tool to capture patron statistics - Head Count Utility Information Technology
Developed a tool to capture recreation patron usage and attendance statistics for use by staff and contractors.Complete
100%
Conduct Mayor’s office AV upgrades Information Technology
Improve the quality, ease of use, and quality of the video conferencing tools and equipment within the Mayors Office.Complete
100%
Assess customer service software alternatives Finance
First candidate did not work out as well as hoped. While it is good at delegating, its solution feature has really poor functionality. Next steps are to
explore further with IT.In Progress
Build function resiliency and capacity Finance
COVID 19 illustrated how important it was for staff to have familiarity with multiple functions. Utility billing is starting to consume a lot of resources.
There is also revenue opportunities that need to be captured i.e. interim utilities, secondary suite billing.In Progress
Introduced Revenue Services kiosk in Economic Development office as first point of customer service contact
during Municipal Hall shutdown.
Finance
Re-opening to the public on October 5th.In Progress
Develop infrastructure planning and coordination map with IT Engineering
Continue to refine map to meet needs.Complete
100%
Complete Sanitary Sewer Flow Monitoring over winter period 2019/2020 Engineering
Monitoring completed.Complete
100%
Support expedited temporary patio expansion for additional capacity during COVID Engineering
In Progress
75%
Page 3 of 15
Implement COVID-19 accommodations: Work from home, set up office for safe return; brought staff back on
weekly rotation
Engineering
In Progress
75%
Identified $40,000 cost savings by developing in-house agenda management, reporting, and automation tools Corporate Planning & Consultation
Implementing SharePoint as an agenda management tool reduces the need for approximately $10,000 in annual licensing fees in addition to nearly
$30,000 in upfront purchase costs and significant staff resouces Complete
100%
Identified postage savings of nearly $7,000 from the implementation of address verification software Corporate Planning & Consultation
Once fully implemented, the annual net cost savings are projected to be $6,700. Additional labour savings of approximately $1,000 will be realized
through the implementation of folder inserter hardware Complete
100%
Reconfigure corporate business planning and reporting process Corporate Planning & Consultation
Implemented a new business plan deliverable collection method for advanced reporting. Redesigned the business plan format to align with a corporate
plan model Complete
100%
Host lessons in Leadership Session Police Services
An 8 Lesson award winning series facilitied by Supt. Jennifer Hyland to develop leadership styles, guiding prinviples and skills Complete
100%
Evaluate Natural Asset Inventory and Tree Canopy Cover Environmental Advisory Committee
Pilot Study on development of new technology to help carry out natural asset inventory for forests in more cost effective way and accurate manner
with Foresite & BCIT 5 years testing completed In Progress
75%
Replace McNutt Pressure Reducing Valve (PRV)Engineering Operations
Replacement of an existing PRV chamber in our most eastern pressure zone. A concern was identified with the functioning of the existing station and a
retrofit was found not to be possible without losing fire flow capacity for extended periods of time. It was necessary to design a new PRV station to
ensure critical fire and domestic flows are provided at all times and to facilitate maintenance duties. Design included full SCADA connection to monitior
flow and pressure along with redundant fire supply capabilities.
Complete
100%
Page 4 of 15
Complete Water, Sanitary and Fibre Optics improvements prior to capital paving along major City corridors Engineering Operations
In coordination with Engineering, completed Dewdney Trunk Road (DTR) from Edge to 230 Street and 232 Street, DTR to 124 Avenue. Multiple projects
completed, starting in 2017, with paving completing in 2019 & 2020.Complete
100%
Replace and repair recycling trucks damaged by accidents and fire Engineering Operations
Structural repairs completed on a truck severely damaged in single vehicle accident. Used truck procured from the US to replace unit destroyed by
vehicle fire.Complete
100%
Conduct priority recruitments Human Resources
Twelve (12) high priority and senior recruitments:
- General Manager, Corporate Services (completed)
- Chief Information Officer (completed)
- Director of Economic Development (completed)
- Director of Engineering (completed)
- Director of Parks & Facilities (completed)
- Manager of Development and Environmental Services (completed)
- Manager of Community Social Safety Initiatives (completed)
- Communication Coordinator (completed)
- Senior Payroll Coordinator (completed)
- Executive Director, Legal and Legislative Services (in progress)
- Manager of Transportation (completed)
- Manager of Infastructure and Development (in progress)
In Progress
Q1 2020
80%
Board of Variance Background Report Planning
Report scheduled for Council Workshop on November 17.In Progress
Q1 2020
75%
CAO Re-Organization Human Resources
Consultation with CMT and developed an organizational structure
Implementation Plan (Employee Notification & Communication)
Interdepartmental Communications Framework
Developed Directors & Managers working groups (with Chairs & Co-Chairs)
Townhall Meetings
Complete
Q2 2020
100%
Page 5 of 15
Coordinate the replacement of the Golden Ears Winter Club (GEWC) chiller in the ice plant with the operator of
Planet Ice
Parks, Facilities & Open Space
The chiller is installed and ice is in place at the GEWC Complete
Q3 2020
100%
Implement agenda management solution to enhance efficiencies, reduce errors and improve access to
information
Legal and Legislative Services
Move to agenda, minutes and resolution sheets generated by software.
Review opportunities to optimize the system given that all managers now have Office 365 licences.In Progress
Q3 2020
80%
Implement remote computing for staff during the COVID-19 pandemic Information Technology
Purchased, configured, and distributed equipment and software to support a large number of staff working from home. Ongoing training and support
was also necessary to ensure remote staff were able to connect to City resources and participate in video conferencing using MS Teams, Zoom, Webex,
GoToMeeting, Citrix, etc.
Complete
Q3 2020
100%
Complete Council Chambers upgrades Information Technology
Renovations of the council chamber room to support physical distancing, and video conferencing and remote meetings.Complete
Q3 2020
100%
Implement a Laserfiche forms based solution to allow the collection and routing of digital timesheet Excel files
for timekeeping purposes -Timesheet migration to Laserfiche Forms – Phase I
Information Technology
Once the last phase (phase 4) is complete, HR will bring in a consultant to review the corporate timesheet process and make recommendations to
streamline which we can then implement using our tools available.
It’s been identified timesheets need to go fully digital without an upload component.
In Progress
Q3 2020
75%
Develop a Council Delegations Policy Legal and Legislative Services
Policy created and will be brought forward for annual review in December 2020.In Progress
Q4 2020
95%
Develop a policy for Council proclamations Legal and Legislative Services
Policy adopted in 2019.
To be brought forward for annual review in December 2020.In Progress
Q4 2020
100%
Page 6 of 15
Develop a policy to manage petitions put forward by citizens Legal and Legislative Services
Policy adopted in 2019.
To be brought forward for annual review in December 2020.In Progress
Q4 2020
100%
Conduct Human Resources SWOT - Exempt Employees Human Resources
Internal Scan - Exempt Compensation SWOT Analysis - Organizational and Departmental view. Presentation to CMT/Director and Manager Working
Groups as well as Corporate Governance and Human Resources Committee.In Progress
Q4 2020
60%
Develop future Human Resources departmental functions, roles and responsibilities through mapping exercises
and document
Human Resources
Completed Service Delivery Model.
Knowledge, skills and abilities against current roles and future services.
Responsible, Accountable, Support, Consult and Inform (RASCI) Charts for HR Department and unit specific.
Initiation of new Unit - Total Rewards.
In Progress
Q4 2020
80%
Develop, design and implement Human Resources Services Mission, Vision, Values and Client Services
Standards
Human Resources
Completed - next steps are communication plan to clients.In Progress
Q4 2020
90%
Develop COVID response and actions (Phased approach to layoffs/recalls, redeployment, risk assessments,
metrics to drive decisions, site safety plans, engineering controls, wellness workshops etc.)
Human Resources
Continue to implement controls.In Progress
Q4 2020
90%
Implement new Application Tracking System (ATS) - VidCruiter Human Resources
New applicant tracking system has been implemented.
Next steps: Hiring Manager Training and Communication plans In Progress
Q4 2020
80%
Develop COVID-19 Intranet Site (FAQ, Policy, CUPE LOU Workforce Agility, Site for information, regular updates
on PHO notifications and orders)
Human Resources
City Hall re-entry policy and guidelines to be communicated and implemented - the policy addresses public and employee use of PPE
Marketing Materials to support (Mask Wearing and Social Distancing)
Operational implementation of public walk-ins to City Hall for front counter services.
In Progress
Q4 2020
60%
Page 7 of 15
Policy Development, Training, Implemenation and Communication Plans Human Resources
Respectful Workplace Policy - Refresh 2020 - in progress
Code of Conduct Policy 2020
Anti Discrimination Policy
Anti Racism Policy - In Progress
COVID-19 Policy 2020
COVID-19 Re-Opening Policy 2020
Social Media Guidelines 2020
In Progress
Q4 2020
85%
RWP Activities, Employee & Labour and Health & Safety Investigations and Mediations Human Resources
Significant Investigations with defensible outcomes
Significant Mediations
In-house resolution/investigation
Significant Health & Safety Investigations
In Progress
Q4 2020
80%
Conduct disability management & workplace accomodations Human Resources
Significant disability management cases.In Progress
Q4 2020
70%
Transition Payroll from Human Resources to Finance Human Resources
Hired Senior Payroll Coordinator
Developed RASCI Chart for compensation and payroll tasks and activities
Consultations with Finance
Developed and documented procedures and guidelines
Developing guiding principles for payroll and compensation streams
In Progress
Q4 2020
70%
Develop and implement online building inspection, booking, scheduling, and real-time results application -
Open Government
Information Technology
Gradually refine and enhance the applications, and provide ongoing support.Complete
Q4 2020
100%
Upgrade irrigation; software and communication infrastructure; Irrigation Software and System Upgrade Information Technology
Upgrade to a newer version of the irrigation software, and install and configure modems, APN, etc. for connectivity. Also added access to the irrigation
management platform within the City's Citrix environment.In Progress
Q4 2020
75%
Page 8 of 15
Develop a system to allow online building permit payments by credit card -Building Department Online
Payment
Information Technology
In Progress
Q4 2020
90%
Modify Contract Registry from a paper based approach to an online SharePoint collaboration - Contract
Registry
Information Technology
In Progress
Q4 2020
70%
Implement Chatbot 2.0 A new approach to the Chatbot using more mature Microsoft Technologies -Contract
Registry
Information Technology
New Chatbot design uses content managed by each SME, and hosted as a popup window on the Cities corporate website.Complete
Q4 2020
100%
Transfer Payroll from Human Resources to Finance Finance
As part of a corporate reorganization responsibility for Payroll was transferred from Human Resources to Finance and a Sr. Payroll Coordinator was
recruited to ensure the function was resources appropriately. This transfer involves taking a function that previously combined compensation and
payroll and determining which work will stay in HR as part of compensation and which will remain with Payroll. This work is ongoing.
In Progress
Q4 2020
70%
Conduct ongoing drainage system flow monitoring on Eagle Avenue and Gee Street in support of drainage
investigation
Engineering
This project will continue on an ongoing basis.In Progress
Q4 2020
75%
Collaborate with Planning and Building to implement an on-line building permit application system Engineering
Application is currently in late stages of development.In Progress
Q4 2020
75%
Participate in DST and customer service front desk amalgamation Engineering
Amalgamation is complete, cross-training continuing.In Progress
Q4 2020
25%
Page 9 of 15
Address Dike 13 pump failure due to rodent damage to waterproof electrial cable entrance and internal water
damage
Engineering Operations
A review of the station was undertaken and a new pump has been sourced and procured. ETA mid-November.In Progress
Q4 2020
25%
Address unexpected third party incidents caused by external parties that effect public infrastructure Engineering Operations
Some of these exernal incidents include motor vehical accidents and developer/utility contractors causing accidental damage to public infrastructure
which require City crews to respond and undertake repairs. The four year average (2016-2019) cost is $163,888 which the City endeavours to recover
from the responsible parties.
In Progress
Q4 2020
75%
Address increase in garbage dumping in the downtown area Engineering Operations
As a result of COVID19 - there has been a substantial increase in the amount of garbage dumped in the downtown area. Staff volunteered to work
weekend shifts during the summer. Weekend shifts will continue through fall on overtime. The volume of dumped garbage in the downtown area
remains high.
In Progress
Q4 2020
75%
Adapt safety measures and safe work procedures to allow continued service delivery within COVID-19
guidelines
Engineering Operations
Continue to assess, update plans and adapt to COVID-19 issues and maintain service delivery standards. All crews are scheduled and active through shift
adjustments and modification of work practices.In Progress
Q4 2020
75%
Design Human Resources Services Delivery Business Partner Model including a new line of service and
decentralized recruitment
Human Resources
HR Business Partner Model
Functional Service Delivery Model designed including new line of business model.
Q1 2021 Bridge to hire Manager, Employee Experience and Engagement (approved FTR headcount Q2 2021 delayed from 2020).
Pilot of Business Partner Model in Operations and Fire.
In Progress
Q1 2021
70%
Design three year strategic culture, innovation, employee feedback and change management pla and develop
and implement annual road map outlined with deliverable and SMART objectives
Human Resources
Unable to commence work until new hire Q2 2021.Delayed
Q1 2021
0%
Ensure integrity of data - verification and validation Human Resources
HR contact information and benefits enrollment and beneficiaries - data integrity.In Progress
Q1 2021
10%
Page 10 of 15
Develop advisory Design Panel Position Report Planning
To be submitted to Council In Progress
Q1 2021
25%
Initiate Bylaw Enforcement Notice (Adjudication) Program Licences & Bylaws
The Bylaw Notice Enforcement Bylaw No. 7626-2020 was adopted. Tickets have been drafted and ordered, and TEMPEST is near completion to install
new software systems. Adjudicator still to be hired.In Progress
Q1 2021
75%
Review and renew the SPCA Contract Licences & Bylaws
The SPCA has expressed an interest to split the contract, and if feasible the contract agreement may be re-written for 2021. The City would take over
animal control services and the SPCA will retain the shelter and related services.In Progress
Q1 2021
50%
Produce new MTI Ticket Reference Manual Licences & Bylaws
Ongoing. This project will now also include the Bylaw Notice Ticket Reference Manual.In Progress
Q1 2021
20%
Develop Business Licence Amendments for Secondary Suites Licences & Bylaws
A Planning Report is currently before Council.In Progress
Q1 2021
80%
Develop Business Licence - Personal Service Establishments Brochure Licences & Bylaws
The business licensing process for PSE's can be complicated. A brochure will be developed to assist clients.In Progress
Q1 2021
100%
Collaborate with IT to offer public ability to download utility construction record drawings directly from the
City's website
Engineering
Ongoing.In Progress
Q1 2021
40%
Initiate Sanitary Sewer Flow Monitoring for winter period 2020/2021 Engineering
Monitoring underway when complete review final report.In Progress
Q1 2021
10%
Page 11 of 15
Review bylaw enforcement approach Licences & Bylaws
Ongoing In Progress
Q2 2021
75%
Review wild safe practices with a purpose to obtain a “bear safe” designation for the City of Maple Ridge Licences & Bylaws
Wildlife and Vector Control Amending Bylaw No. 7619-2020 and Ticket Information Utilization Amending Bylaw No. 7621-2020 were adopted. Regular
neighbourhood patrols are in place, bear/human interactions are down and work is progressing towards a "Bear Smart" Community.In Progress
Q2 2021
90%
Improve information & education around dog responsibility Licences & Bylaws
Ongoing In Progress
Q2 2021
25%
Review practice of canvassing for dog licences and review potential grants Licences & Bylaws
Ongoing. This project was put on hold due to Covid-19.In Progress
Q2 2021
25%
Develop a Dog Responsibility Pamphlet Licences & Bylaws
Ongoing In Progress
Q2 2021
25%
Pilot Earned Day Off (EDO) Program Human Resources
EDO Program piloting in Planning, Parks, Horticulture, Engineering Capital and Infrastructure, Bylaws Administration. Pilot Payroll timesheet in order to
streamline timesheet process that will reduce the time and effort required by managers, department. timekeepers and HR team members.
Planned pilot groups: Bylaws, Turf Crew, and Facility Services.
In Progress
Q3 2021
50%
Implementation of Performance Management Pilot Program Human Resources
Piloting Exempt competency and objective based Performance. Management Program - development plans.
Continue CUPE pilot program.In Progress
Q3 2021
50%
Page 12 of 15
Review current Business Licence Bylaw. Review best practices of other municipalities. Develop new bylaw for
Council’s consideration
Licences & Bylaws
Best practices review and proposed amendments are still being considered. This project was placed on hold due to Covid-19.In Progress
Q3 2021
25%
Review contractor clean up practices for unsightly properties Licences & Bylaws
Ongoing In Progress
Q3 2021
5%
Review and amend current Business Licence fees Licences & Bylaws
For ease, this item will be address under Item 15. The entire bylaw can be reviewed as a whole, including fees.In Progress
Q3 2021
25%
Review of Taxi Service Licences & Bylaws
Ongoing. This project was put on hold due to Covid-19. Will include a Taxi Bylaw Amending Bylaw.In Progress
Q3 2021
25%
Review the functionality of changing the business licence calendar renewal model to an anniversary model Licences & Bylaws
For ease, this item can be addressed with Item 15. The entire Bylaw can be reviewed as a whole, including renewal model.In Progress
Q3 2021
20%
Design and develop three year strategic Total Rewards Plan and develop annual road map outlined with
deliverable and SMART objectives
Human Resources
Engaged Western Compensation & Benefits working on Exempt Compensation Philosophy, Strategy and Customized Market Survey.
Engaged HUB International to work benefits strategy - including, third party vendor RFP.In Progress
Q4 2021
25%
Design three year strategic recruitment and selection plan. Develop and implement annual road map outlined
with deliverable and SMART objectives
Human Resources
Recruitment and onboarding process review in progress.
Decentralized recruitment with HR Business Partner Manager - having general oversight of competitions in concert with Recruitment Advisor.In Progress
Q4 2021
30%
Page 13 of 15
Design three year strategic leadership, development and succession plan and develop and implement annual
road map outlined with deliverable and SMART objectives
Human Resources
Engage with external consultant to develop strategic plan for leadership, development and succession planning.In Progress
Q4 2021
20%
Design three year strategic Labour and Employee Management plan. and develop and implement annual road
map outlined with deliverable and SMART objectives
Human Resources
Refresh RWP and Developed Policy - Code of Conduct. Analysis of Anti-Discrimination and Anti-Racism policies.Deferred
Q4 2021
10%
Explore Human Resources file management system (soft and hard copy)Human Resources
Exploratory discussions of space, mechanism, and structure.In Progress
Q4 2021
10%
Implement pension plan adjustments and enhancements Human Resources
Changes made to the plan, communication to staff and implentation of changes.In Progress
Q4 2021
80%
Reviewing Licence Plate Recognition Software for Parking Officers to create efficiencies when patrolling timed
parking areas
Licences & Bylaws
Ongoing In Progress
Q4 2021
10%
Review current delivery model of employee parking passes. Review parking pass computer programs Licences & Bylaws
Ongoing In Progress
Q4 2021
50%
Develop best practices for Secondary Suite complaints in the flood plain Licences & Bylaws
Ongoing. This project was put on hold due to Covid-19.In Progress
Q4 2021
20%
Page 14 of 15
Amend Kennel Bylaw to correspond with proposed regulations in the Zoning Bylaw Licences & Bylaws
Ongoing In Progress
Q4 2021
10%
Move Online Service Requests “Calls for Service” from AMANDA database to TEMPEST database Licences & Bylaws
Ongoing Delayed
Q4 2021
0%
Develop COVID-19 departmental policy & procedures around PPE and operations Licences & Bylaws
The Policy & Procedures are current to date, however we continue to adapt and evolve as Health Orders are adopted or amended.In Progress
Ongoing
95%
Initiate Covid-19 Provincial Enforcement for Bylaw Compliance Officers Licences & Bylaws
The State of Emergency is still in effect. The Provincial Order Support Team (POST) is active and Bylaw Compliance Officers continue to educate, warn
and provide evidence to Provincial Enforcement Officers and the Fraser Health Authority.In Progress
Ongoing
50%
Implement COVID-19 adaptations: Transition to managing a remote work force; developing and revising
business continuity plans; developing workplace safety plans in cooperation with HR;
Finance
Accounting; purchasing and payroll functions have continued without interruption since the start of the pandemic. Work continues, and as the health
situation evolves the way we work also evolves to ensure we continue operations without interruption.In Progress
Ongoing
Introduced daily operational changes to comply with COVID-19 safety protocals for ALL programs Recycling
Programs include: curbside pickup program, depot drop-off services, commercial recycling services, education, events, outreach programs and CLBC
supported work programs.
Signs, PPE equipment, additional cleaning/Janitorial, extra staff required due to "sick symptom" guidelines. Limits for public access, costs to enforce the
limited access. Some recyclable commodity markets not accepting materials. Stabalized with established rules for public and staff implemented -
response plan for "positive" incident created. Additional review as situation evolves with updated response plan ready for fall.
In Progress
Ongoing
Page 15 of 15
2021 Support Services Work Plan
Develop COVID-19 departmental policy & procedures around PPE and operations Ongoing
Initiate Covid-19 Provincial Enforcement for Bylaw Compliance Officers Ongoing
Implement COVID-19 adaptations: Transition to managing a remote work force; developing and revising business continuity plans; developing
workplace safety plans in cooperation with HR;
Ongoing
Investigate opportunities to streamline processes through leveraging technology such as LF Workflow.Ongoing
Introduced daily operational changes to comply with COVID-19 safety protocals for ALL programs Ongoing
Review and Identify potential improvements to the claims intake process, build the online workflow and consider client needs in making this a more
efficient process
Q1 2021
Review Claims History and Financials for past five years to determine cost effectiveness and efficiency of current claims management process Q1 2021
Design Human Resources Services Delivery Business Partner Model including a new line of service and decentralized recruitment Q1 2021
Design three year strategic culture, innovation, employee feedback and change management pla and develop and implement annual road map
outlined with deliverable and SMART objectives
Q1 2021
Ensure integrity of data - verification and validation Q1 2021
Update Council regarding activities of the Advisory Design Committee Q1 2021
Advise Council on the workings of the Board of Variance Authority Q1 2021
Develop advisory Design Panel Position Report Q1 2021
Initiate Bylaw Enforcement Notice (Adjudication) Program Q1 2021
Review and renew the SPCA Contract Q1 2021
Produce new MTI Ticket Reference Manual Q1 2021
Develop Business Licence Amendments for Secondary Suites Q1 2021
Develop Business Licence - Personal Service Establishments Brochure Q1 2021
Page 1 of 7
Update and Create New Departmental Policies and Procedures - Administration and Operational Q1 2021
Hire and develop two City Animal Control Officers Q1 2021
Implement FME Server to support our GIS Enterprise Upgrade - The purchase, install and configuration of FME Server will also support data and
information exchange between many corporate systems to create efficiency and provide a better user experi
Q1 2021
Implement voice technology to augment our Chat Bot implementation - Qwhery - Voice Technology Q1 2021
Implement Digital Signatures for Laserfiche and External Documents - Due to COVID-19 Pandemic, create Digital Process to remove reliance on paper
handling
Q1 2021
Implement Project Staff COVID19 Remote Working Support (1 Year Project Term)Q1 2021
Leverage data to support community and corporate services and drive innovation - InfoTech Subscription Q1 2021
Increase Fibre Optics budget Q1 2021
Conduct ERF for remote connectivity technology Q1 2021
Reinstate Information Technology Steering Committee Q1 2021
Support corporate asset management solution development Q1 2021
Purchase additional Laserfiche User licenses Q1 2021
Obtain additional 365 Licenses Q1 2021
WiFi Replacement Project (ERF)Q1 2021
Esri Enterprise Upgrade Q1 2021
Collaborate with IT to offer public ability to download utility construction record drawings directly from the City's website Q1 2021
Initiate Sanitary Sewer Flow Monitoring for winter period 2020/2021 Q1 2021
Fill departmental human resource vacancies, develop strategy and plans to meet service demands Q1 2021
Support update to Purchasing Policy by providing business case; increasing Council awareness and public consultation on capital projects Q1 2021
Review project management process and evaluate improvements Q1 2021
Develop and implement a collaborative grant tracking and reporting system Q1 2021
Page 2 of 7
Discuss Engineering Project Map Overview Q1 2021
Establish a Permits Coordinator Pilot Project Q1 2021
Implement unified payment experience for payments made to the City regardless which department (Bylaws, Buildings, Planning, Taxes, Fire)Q1 2022
Recruit Manager of Corporate Planning & Consultation Q1 2022
Engage Municipal Insurance Association of BC (MIABC) to determine greater cost efficiencies/effectiveness with respect to claims management Q2 2021
Work with Engineering, Operations and PRC to determine best uses for Risk Management Grant balance to support risk reduction strategies Q2 2021
Coordinate Risk Reduction Workshops with MIABC for both PRC and Engineering Operations staff focused on risk reduction strategies Q2 2021
Analyze Planning Department Application Fees and other sources for cost recovery purposes Q2 2021
Review bylaw enforcement approach Q2 2021
Review wild safe practices with a purpose to obtain a “bear safe” designation for the City of Maple Ridge Q2 2021
Improve information & education around dog responsibility Q2 2021
Review practice of canvassing for dog licences and review potential grants Q2 2021
Develop a Dog Responsibility Pamphlet Q2 2021
Review and improve Bylaw & Licensing/Community Safety information provided on the City website Q2 2021
Complete policy work that incorporates guidelines, procedures and best practices on using the Esri Hub technology to conduct public consultation Q2 2021
Review development application process and benchmark to other municipalities Q2 2021
Develop policy, guidelines, procedures, and best-practices for conducting public consultation Q2 2021
Identify options for corporate planning software to support the development and tracking of strategic deliverables and department work plans Q2 2021
Transition Victim Services contracted to staff positions - With the Labour Board ruling that Victim Services roles should be within the bargaining unit
there will be need to be decisions on service levels and budget available to support this service
Q2 2021
Develop a Delegation of Authority Bylaw for Council consideration Q3 2021
Provide recommendations for Exempt Work/Life Balance work arrangements i.e. EDO/hours of work Q3 2021
Page 3 of 7
Design and develop customized exempt external survey for total rewards Q3 2021
Pilot Earned Day Off (EDO) Program Q3 2021
Implementation of Performance Management Pilot Program Q3 2021
Conduct Scoping Exercise to closely align with Metro Regional Context Statement Q3 2021
Review current Business Licence Bylaw. Review best practices of other municipalities. Develop new bylaw for Council’s consideration Q3 2021
Review contractor clean up practices for unsightly properties Q3 2021
Review and amend current Business Licence fees Q3 2021
Review of Taxi Service Q3 2021
Review the functionality of changing the business licence calendar renewal model to an anniversary model Q3 2021
Review the current Intranet and employee engagement assets and develop a recommendation and budget forenhanced platform to engage
employees regardless of their work setting and access to a computer as part of the 2022 Work Plan
Q3 2021
Explore an upgrade of the Virtual office Assistant to provide voice activation on mobile devices or Home Computers with audio capability Q3 2021
Migrate to AMANDA Version 7 and support Oracle to SQL conversion Q3 2021
Develop an application to allow the submission, management, and communication of road closures with the public, emergency services, and other
government agencies - Road Closure App
Q3 2021
Conduct Laserfiche upgrade Q3 2021
Explore integration of City and RCMP Information Technology staffing Q3 2021
Update Financial Sustainability Policy Q3 2021
Review and improve communication; engagement strategy and process for the department Q3 2021
Reduce backlog of development referrals and Action Requests Q3 2021
Support North East Albion planning Q3 2021
Explore integration of City and RCMP IT - Research the efficiency and effectiveness for both departments to incorporate RCMP IT work into the larger
City IT Department
Q3 2021
Page 4 of 7
Review latest version of Amanda for continued use Q3 2021
Conduct citizen satisfaction and strategic priorities surveys to inform the development of a long-term strategic plan Q3 2022
Laserfiche (Electronic Document Management System) / Records Classification - User Training Q4 2021
Develop overarching Human Resources Strategic Plan Q4 2021
Design and develop exempt compensation philosophy, compensation strategy, policy and guidelines and road map Q4 2021
Develop exempt benefits strategy and commence RFP benefits provider review.Q4 2021
Initiate HRIS requirements gathering and feasibility study Q4 2021
Create an exempt performance management program Q4 2021
Commence collective bargaining with CUPE Q4 2021
Commence collective bargaining with IFFA (Fire)Q4 2021
Design and develop three year strategic Total Rewards Plan and develop annual road map outlined with deliverable and SMART objectives Q4 2021
Design three year strategic recruitment and selection plan. Develop and implement annual road map outlined with deliverable and SMART objectives Q4 2021
Design three year strategic leadership, development and succession plan and develop and implement annual road map outlined with deliverable and
SMART objectives
Q4 2021
Design three year strategic Labour and Employee Management plan. and develop and implement annual road map outlined with deliverable and
SMART objectives
Q4 2021
Explore Human Resources file management system (soft and hard copy)Q4 2021
Implement pension plan adjustments and enhancements Q4 2021
Provide one year Update to Council regarding new Zoning Bylaw and ensure its effectiveness Q4 2021
Support the Corporate Planning and Consultation Department with Engagement Survey Review (Details to follow)Q4 2021
Reviewing Licence Plate Recognition Software for Parking Officers to create efficiencies when patrolling timed parking areas Q4 2021
Review current delivery model of employee parking passes. Review parking pass computer programs Q4 2021
Develop best practices for Secondary Suite complaints in the flood plain Q4 2021
Page 5 of 7
Amend Kennel Bylaw to correspond with proposed regulations in the Zoning Bylaw Q4 2021
Move Online Service Requests “Calls for Service” from AMANDA database to TEMPEST database Q4 2021
Review fine amounts for Municipal Ticket programs Q4 2021
Develop a modern digital government platform providing a one stop portal location for contractors and home owners who need to apply, manage,
view and pay for all types of permits -Contractor (Public) Portal (One Stop Shop)
Q4 2021
Build on the success of the building permit payment system by expanding the types of permits eligible for online payment -Online Permit Payment
Expansion
Q4 2021
Upgrade all aged desktop and thin clients -Desktop/Thin Client Replacement (ERF)Q4 2021
Upgrade printing and scanning equipment - Corporate Scanner and Printer Replacement (ERF)Q4 2021
Replace the aged data storage arrays - Storage Replacement (ERF)Q4 2021
Replace end-of-life switch gear and small firewalls -Switch Replacement (ERF)Q4 2021
Update the audio/visual equipment and roll them into the corporate standard -Audio Visual Upgrades Q4 2021
Provide 2 remote kiosks in areas to allow better customer interactions with the City -Customer Kiosks Q4 2021
Implement an automated system that would accurately count the people entering and leaving a building without the use of turnstiles providing for
real-time traffic and occupancy monitoring -People Counters
Q4 2021
Develop a robust asset management system for the City's cable plants and provide training on how to use it -IT Asset Management Q4 2021
Procure a system that could analyze local network traffic and alert us in case of intrusion -Network Traffic Monitoring and Analyzing Q4 2021
Enable 2FA for all Office 365 Users -Office 365 Two Factor Authentication (2FA) Q4 2021
Implement a software package to securely store passwords for staff and system administrators - Enterprise Password Management Q4 2021
Add additional security feature to our corporate firewalls - Firewall Feature Upgrade Q4 2021
Procure a software that can consolidate all security logs and messages into one screen -Security Management Q4 2021
Provide security training for all staff -Security Awareness Training Q4 2021
Support Human Resources scoping/feasibility study for an HRIS Q4 2021
Page 6 of 7
Install Fire Hall No. 4 to Albion Community Centre fibre connection Q4 2021
Work with Human Resources to create a continuous learning program for all staff in relation to technology and software programs Q4 2021
Develop Key Preformance Indicators for programs Q4 2021
Communicate, collaborate and engage with Partners and Community - OIC weekly meetings with Mayor/CAO, Monthly report to Mayor/Council,
Quarterly presentation to Council, Monthly Social Media Snapshot; for the public, Quarterly reports to website, Monthly BIA meeting, Social Safety
meetings and daily and weekly media releases informing the public on police investigations
Q4 2021
Enhance community engagement and visibility - Operational Strategy Session (OSS) files on pro-active initiatives for frontline members to complete
such as downtown core patrols, UCRU members engage with youth in schools as well as provide education on youth in schools as well as provide
education on youth safety, work closely with By-Laws and CSO's to enhance visibility and share information
Q4 2021
Organize employee development and leadership - extend leadership training for new members and staff to enhance expectations and provide skills Q4 2021
Provide resilience training relating to the work and services provided (member wellness)Q4 2021
Highlight Engineering Transportation Project Updates Q4 2021
Create a contractors portal Q4 2021
Develop a set of internal service metrics and presentation dashboard based on updated vision, mission and values Q4 2022
Implement PS3280 Asset Retirement Obligations (Phase 1 - project is expected to take 3 years) Q4 2023
Page 7 of 7
Found Milestones - Council Resolution
Telosky Stadium field sponsorship agreements, Ministry approval, and Council authorization 100%
Complete Complete
Observation well in Selvey Park as requested by the Ministry 100%
Complete Complete
Update Council and provide feedback on the Metro Vancouver Greenways Plan 100%
Complete Complete
Complete 248 Street and 108 Avenue parkland acquisition and house demolition 100%
Complete Complete
Initiate a review of Council's Code of Conduct 100%
Original Code of Conduct signed by Council on December 12, 2018;
Council Conduct Bylaw No. 7637-2020 adopted May 12, 2020.
Complete
Provide update to Council on Commercial and Industrial Strategy: Commercial Lands Update 100%
Commercial and Industrial Strategy: Employments Lands Update Complete
Inititiate Tree Survey to permit applicants to determine updates to Tree Bylaw or process 100%
Completed with report and presentation to Council. Direction by Council for staff to provide update and Bylaw Amendments to Council.Complete
Update report to Council on Aquifer and Groundwater OCP and Mapping options 100%
Report and presentation provided to Council. Decision to update municipal website and continue to support sensitive groundwater policy but do any
mapping updates on municipal website, not in OCP.
Complete
Support Recovery and Transitional Housing Bylaw 100%
Zoning Bylaw amendments were created to require operators to enter into a Housing Agreement. Bylaw was adopted November 10, 2020 Complete
Q4 2020
Page 1 of 3
Conduct a review of Vaping Prohibition 75%
Additional review and report required In Progress
Q2 2020
Source hardware and connectivity for Movies in the Park 90%
Working with the festivals section of the Parks and Leisure Department, to support their movie drive-in project. Configuring and providing access to a
Blu-ray player and a commercial grade projector.
In Progress
Q3 2020
Develop online survey to gather statistics in support of reporting for the CSSI - Security Patrol Survey 80%
Developed a new tool to capture the location and details related to security patrols within the downtown area.In Progress
Q3 2020
Develop Business Licence Amendments for Supportive Recovery Homes 80%
A Planning Report is currently before Council.In Progress
Q4 2020
Develop Business Licence Amendments for Stand Alone Retail Vape Stores 75%
A Planning Report is currently before Council.In Progress
Q4 2020
Develop a Community Greenhouse Gas Emissions Strategy for Council consideration 95%
Produced a report identifying actionable options for Council consideration.In Progress
Q4 2020
Conduct Town Centre Visioning public process 70%
Public Consultation process began in August 2020 and ran through October 2020 which It included Pop Ups, a WalkShop Tour of the Town Centre, a
virtual Workshop with the local Business Community. Outcomes Report will be presented to Council in December 2020
In Progress
Q4 2020
Continue to implement Council's Social Housing Plan - Closed Items 75%
Ongoing work In Progress
2021
Consult and implement CSSI LEAD Plan 25%
Ongoing Work Consultation, Communication and Implementation Strategy In Progress
2021
Complete various Housing Action Plan Items 50%
Ongoing Work In Progress
2021
Page 2 of 3
Onboard and recruit for new Committees of Council as identified in the Committee Review 95%
Recruitments undertaken in October 2020 for new members and training provided in November.In Progress
Q1 2021
Develop CSO Business Engagement Plan 60%
Phase 1 (Inventory) complete.
Phase 2 (Gap Analysis) underway with anticipated outcome report to Council in early 2021.
In Progress
Q1 2021
Initiate Coast Mental Health/CSO, Alouette Addiction/CSO joint outreach 85%
Phase 1 (Inventory) complete. Phase 2 (Gap Analysis) underway with anticipated outcome report to Council in early 2021.In Progress
Q1 2021
Develop Business Licence Amendments for Secondary Suites 80%
A Planning Report is currently before Council.In Progress
Q1 2021
Page 3 of 3
Found Milestones - COVID-19
Complete Council Chamber renovation to address physical distancing requirements and provide AV systems upgrades to meet COVID-19 requirements 100%
Complete Complete
Implement safety singage, due to COVID-19 at outdoor amenity and facility closures; subsequent re-opening to return to sport 100%
New signage implemented in response to Provincial Health orders. Facility, field, sports court, and playground closures in coordination with School
District No. 42
Complete
Redeployment of Building Service Workers from the Leisure Centre to all other City Buildings due to COVID-19 100%
Enhanced building cleaning to meet Worksafe BC cleaning requirements Complete
Research, purchase and train cleaning staff on effective cleaning chemicals and protocols to meet COVID-19 requirements 100%
To ensure staff have the right equipment and chemicals that meet BC Health requirements to kill Covid-19 Complete
Coordinate janitorial contractor to revise cleaning schedules and routines to meet COVID-19 requirements 100%
Implemented enhanced building cleaning to meet the Worksafe BC cleaning requirements Complete
Transitioned Council and Committee meetings to virtual format 100%
Supported staff and committee member training of new procedures, protocols, and expectations for virtual meetings.Complete
Expedite Patio and Café Permitting Process 100%
Went to Council on June 9 and was passed. Further expansion of this process may be forthcoming.Complete
Organise Grad 2020 Displays in Memorial Peace Park 100%
Lighting displays put up in the park so local graduates could visit and take pictures in a beautiful setting.Complete
Leverage Social Media Outreach: #ShoutoutMapleRidge; Meals for Mom; Shop Local; RestartBC 100%
All promotional social media campaigns encouraged citizens to shout out something positive about a local business, support local or restart safely.Complete
Page 1 of 6
Incorporate Health and Safety Guidelines onto all film sets 100%
All productions are required to submit their safety plans prior to filming in Maple Ridge.Complete
Liaise with CSO regarding safety for production crews filming in Memorial Peace Park 100%
This is ongoing work during the pandemic.Complete
Collaborate with BIA and Chamber on "Open for Business" lists and Virtual Town Hall to launch a safe restart 100%
COVID-19 initiatives.Complete
Deploy Moment of Calm posts featuring nature in Maple Ridge during Phase One of the COVID-19 pandemic 100%
We deployed photo and video content for citizens who were forced to remain in their homes during the preliminary stages of the COVID-19 pandemic
to keep them connected with the local spaces in Maple Ridge.
Complete
Support the Virtual Canada Day Celebration 100%
Working with Parks, Recreation & Culture we deployed a Virtual Canada Day celebration including a livestream concert and multiple videos to help
connect citizens in the first phase of the COVID-19 pandemic.
Complete
Develop and launch RCMP Stategic Plan Videos - Why? How? What? 100%
Public process complete and will present findings to Mayor and Council incorporating their communicated priorities. The RCMP had to creatively obtain
the public’s feedback for their Strategic Planning process. This would usually be done at town hall settings but with COVID restrictions 3 videos were
produced with Feedback Questionaire opportunities for the public to engage in.
Complete
Develop and launch "frontlineforthefrontline" video 100%
RCMP launched this video as a thank you to our emergency services workers related to the medical field as a result of their work with COVID-19. This
video reached over 68,800 views and was our most successful video of 2020.
Complete
Establish electronic trade permit process. 100%
Continues to be the area of highest demand intensity. Continue to look at new ways to improve this process.Complete
Implement new schedule, registration process and reserved timeslots for access to Outdoor Group Fitness, Fitness Centre, Hammond Outdoor Pool,
Gymnasium and Youth Centre
100%
Re-Opened the Leisure Centre and Greg Moore Youth Centre within the COVID-19 landscape. Programs adapted to meet safety requirements as per
health authority which resulted in new procedures, COVID-19 training, enhanced safety documentation and follow-ups.
Complete
-
Page 2 of 6
Implement outdoor programming including summer day camps, group fitness and youth engagement 100%
Expanded and adapted the Mentorship Program to support “Pop-Up Recreation in the Park” neighbourhood programming. Inclusive of youth with
diverse abilities, in absence of the Youth Futures Program. Provided outdoor group fitness classes at Albion Sports Complex and Memorial Peace Park.
Implemented contact-free registration, sign in, form completion for summer camps.
Complete
-
Implement the Park Ambassadors Program to engage and educate residents in City parks 100%
The program educated citizens on the practices of social distancing, and keeping parks safe for everyone to enjoy. A series of messaging and signs were
developed to educate residents on COVID-19 and impacts to City facilities and services.
Complete
-
Develop recreation therapy curriculum and led three workshops on sensory in nature for adults with lived mental health experiences 100%
In response to COVID-19 and in partnership with Fraser Health Authority (FH), staff developed the curriculum and delivered an online workshop for
adults with lived mental health experiences.
Complete
-
Implement a series of online programming to engage residents immediately following the COVID-19 shutdown 100%
Development of online fitness classes. Implemented virtual BC Youth Week Celebrations consisting of 7 different engaging events.Complete
-
Develop and implement online and in person staff in-service training modules related to COVID-19 Safety Plans and Protocols and PPE training 100%
Training included COVID-19 safe workplace procedures in collaboration with HR, WorkSafe BC, BCRPA, Lifesaving Society and ViaSport.Complete
-
Complete indoor and outdoor site risk assessments for all summer programming locations 100%
Complete Complete
-
Refresh and implement EOC Pandemic Response Plan 100%
Due to Covid-19 this plan was refreshed and implemented.Complete
Q1 2020
Implement remote computing for staff during the COVID-19 pandemic 100%
Purchased, configured, and distributed equipment and software to support a large number of staff working from home. Ongoing training and support
was also necessary to ensure remote staff were able to connect to City resources and participate in video conferencing using MS Teams, Zoom, Webex,
GoToMeeting, Citrix, etc.
Complete
Q3 2020
Complete Council Chambers upgrades 100%
Renovations of the council chamber room to support physical distancing, and video conferencing and remote meetings.Complete
Q3 2020
Page 3 of 6
Supported community partners - grant recipients (project and operational) with changes to operations, online delivery and COVID-19 safety plans for
re-opening and re-structuring programs for COVID and resources
100%
Complete and on-going pending changes from health authority.Complete
Q4 2020
Develop and implement online building inspection, booking, scheduling, and real-time results application - Open Government 100%
Gradually refine and enhance the applications, and provide ongoing support.Complete
Q4 2020
Design and implement Covid-19 safety signage for use at park sites and recreation facilities
Signage updated to reflect current and future public health orders.In Progress
Introduced Revenue Services kiosk in Economic Development office as first point of customer service contact during Municipal Hall shutdown.
Re-opening to the public on October 5th.In Progress
Support expedited temporary patio expansion for additional capacity during COVID 75%
In Progress
Implement COVID-19 accommodations: Work from home, set up office for safe return; brought staff back on weekly rotation 75%
In Progress
Provided direction/advice and oversaw Council Meeting formats necessitated by Covid-19 pandemic. 80%
Council Meeting formats are currently being delivered via Zoom in combination with in-person attendance. The IT Department has repeatedly changed
formats and has been flexible to meet Council's needs to meet virtually. Until the pandemic is over, formats are in a state of flux and are adjusted
when required.
In Progress
Participate in inter-municipal, regional and national sector meetings regularly to share ideas, program planning and services during COVID-19 70%
Supported the development of an inter-municipal Senior's Collective. Attending online meetings with regional and national colleagues and
organizations and sharing resources and program ideas to support residents, artists, community partners and staff during COVID-19 in our community.
In Progress
-
Implement a Laserfiche forms based solution to allow the collection and routing of digital timesheet Excel files for timekeeping purposes -Timesheet
migration to Laserfiche Forms – Phase I
75%
Once the last phase (phase 4) is complete, HR will bring in a consultant to review the corporate timesheet process and make recommendations to
streamline which we can then implement using our tools available.
It’s been identified timesheets need to go fully digital without an upload component.
In Progress
Q3 2020
Page 4 of 6
Implement Virtual Canada Day and Summer Happenings in the Park with limitations to gatherings 70%
Developed digital recordings in place of large gatherings for special events and festivals; expanded agreements to include legal considerations around
copyright and royalties for art and music on web including expanded force majeure clause.
In Progress
Q4 2020
Develop COVID response and actions (Phased approach to layoffs/recalls, redeployment, risk assessments, metrics to drive decisions, site safety plans,
engineering controls, wellness workshops etc.)
90%
Continue to implement controls.In Progress
Q4 2020
Develop COVID-19 Intranet Site (FAQ, Policy, CUPE LOU Workforce Agility, Site for information, regular updates on PHO notifications and orders) 60%
City Hall re-entry policy and guidelines to be communicated and implemented - the policy addresses public and employee use of PPE
Marketing Materials to support (Mask Wearing and Social Distancing)
Operational implementation of public walk-ins to City Hall for front counter services.
In Progress
Q4 2020
Create COVID-19 website resources for business 50%
Updated as new programs and iniatives evolve.In Progress
Q4 2020
Develop a system to allow online building permit payments by credit card -Building Department Online Payment 90%
In Progress
Q4 2020
Adjust permit fee process delivery 95%
Automated online payment processing will be available in response to improve service delivery demands.In Progress
Q4 2020
Supported Arts Council through restructuring of Art Gallery program 50%
Art Gallery Advisory Committee working on community engagement and potential operating models with recommendations to the Arts Council Board
of Directors in Dec. 2020 or early 2021.
In Progress
Q1 2021
Successfully supported the Senior's Network in applying for New Horizons funding, Community Based COVID Response project ($25,000), to support
isolated seniors in acquiring and using technology.
25%
Funding received, presently researching existing programs and looking for partnership opportunities.In Progress
Q1 2021
Collaborate, evaluate, identify and respond to sector needs and common issues related to the impact of the pandemic on local and regional tourism
operators
50%
This is ongoing work.In Progress
Q2 2021
Page 5 of 6
Complete property information requests 40%
Due to Covid-19 closing City Hall, the amount of electronic enquiries has seen a dramatic increase. This has also presented an oportunity for clients that
would not typically request information to make an inquiry. Look at ways to provide some of this information in an online format to enhance the
information already assessible online.
In Progress
Q2 2021
Respond to COVID-19 50%
Continuing to develop department response plan to changing nature of Covid-19.In Progress
Q3 2021
Leverage TripAdvisor/Hello BC partnerships: Marketing of resources available to busineses for advertising hours of operation and safety protocols 50%
This is ongoing work during the pandemic.In Progress
Q4 2021
Roll out COVID-19 Community Response including the development and deployment of website and social media assets and daily briefings for the EOC
and Council decision makers. We also developed a 'backup' website in case of an interuption of service
We continue to monitor and update all assets on the latest Public Health information from the BC Government and support departments with the
delivery of information relating to impacts of the health orders.
In Progress
Ongoing
Implement COVID-19 adaptations: Transition to managing a remote work force; developing and revising business continuity plans; developing workplace
safety plans in cooperation with HR;
Accounting; purchasing and payroll functions have continued without interruption since the start of the pandemic. Work continues, and as the health
situation evolves the way we work also evolves to ensure we continue operations without interruption.
In Progress
Ongoing
Continue COVID-19 response 60%
Enhancements made and ongoing communication and protocols are in place. RCMP adhere to the provincial and federal COVID-19 guidelines.
Support services roles have been working both in the office and remotely to lessen exposure when possible.
In Progress
Ongoing
Introduced daily operational changes to comply with COVID-19 safety protocals for ALL programs
Programs include: curbside pickup program, depot drop-off services, commercial recycling services, education, events, outreach programs and CLBC
supported work programs.
Signs, PPE equipment, additional cleaning/Janitorial, extra staff required due to "sick symptom" guidelines. Limits for public access, costs to enforce the
limited access. Some recyclable commodity markets not accepting materials. Stabalized with established rules for public and staff implemented -
response plan for "positive" incident created. Additional review as situation evolves with updated response plan ready for fall.
In Progress
Ongoing
Page 6 of 6
Found Milestones - Operational Adaptation
Re-pipe boiler room hot water heating system at the Randy Herman Building 100%
Complete Complete
Replace water mains, piping and pressure valves in the Randy Herman Building and at the Greg Moore Youth Centre 100%
Complete Complete
Install new communicaitons fibre in Memorial Peace Park 100%
Complete Complete
Install a new heat pump for Leisure Centre Competition Pool 100%
Complete Complete
Upgrade Randy Herman 2nd Floor – Power and Data 100%
Complete Complete
Renovate Building Department area including front counter, offices and workstations 100%
Complete Complete
Complete The ACT Arts Centre - Theatre sound system audit 100%
Complete Complete
New Water Main at AIR 100%
Complete Complete
Construct a trail connection between 128 Avenue and Fern Crescent 100%
Complete Complete
Page 1 of 13
Replace the Wellman and Thornhill trail bridges 100%
Complete Complete
Secured lease for private land in order and supported construction of Commuter Parking Lot 100%
Item completed.Complete
Introduced a new parking fee structure for the City-owned Maple Ridge Business Centre underground and Edge Street parking lots in support of more
effective parking management and to bring rates in line with local market offerings
100%
Item completed.Complete
Develop Tech Attraction Strategy - (Project was collaborative with Fraser Valley communities and supported by 50% federal funding) 100%
Council Report Nov 2020. Create Marketing Collateral to support implementation in 2021.Complete
Update Creative BC locations database 100%
Ongoing.Complete
Create and launch new tourism video 100%
Launched in October.Complete
Add all Officers to City Two-Way Radio System 100%
Consolidated radio communications for City staff, Bylaw Officers, security and key stakeholders to improve response and coordination efforts.Complete
Create a Home Based Business - Salon Brochure 100%
A Salon brochure to assist clients through the home based business licensing process has been completed and is currently available online.Complete
Issue a business licence for the proposed new Cannabis Retail Store at 11939 240 Street 100%
Application approved at Council. When store has been built, the business licence will be issued.Complete
Support Grad 2020 Salute Initiative 100%
Working with the project lead in Economic Development, and supported by PRC, we deployed lighting in memorial peace park for the month of July to
provide 2020 Grads and their families with a physical distanced photo opportunity in place of the traditional gala events.
Complete
Page 2 of 13
Support the deployment of the Snow Survey 100%
Council asked Operations to seek public input on the Snow Plan Policy update. We worked with Engineering Operations to deploy a survey using new
video tools to provide context for the report coming back to Council. The survey was launched in September of 2020 with a closing date of October 1.
Complete
Support Economic Development with the development of marketing materials including the new charts, Meals for Mom program for local restaurants
and weekly local tourism posts
100%
The team provided extraordinary support for the Economic Development Department to create new marketing materials and graphics for use in their
presentations to potential investors and the international publication they selected. In addition, we developed and deployed a "Meals for Mom" local
restaurant promotion and a weekly local Tourism campaign on social media.
Complete
Develop marketing assets for the Town Centre Visioning project 100%
Worked with the Planning Department to deploy a community engagement program for the Town Centre Visioning that was consistent with the Public
Health Orders.
Complete
Develop and deploy the 'Keep Wildlife Wild' campign 100%
Working in conjunction with the Bylaws and Parks department, including a collaboration with the local Bear Aware Information Officer and ARMS, we
deployed direct mail assets with the tax notice and launched videos on social media to address wildlife interactions in the urban interface.
Complete
Develop and deploy a virtual online assistant (Chatbot) 100%
Working with the IT Department, we deployed the virtual online assistant (Chatbot), developed and deployed a marketing program, including the
naming contest, for the first phase of the Chatbot development.
Complete
Develop a tool to capture patron statistics - Head Count Utility 100%
Developed a tool to capture recreation patron usage and attendance statistics for use by staff and contractors.Complete
Conduct Mayor’s office AV upgrades 100%
Improve the quality, ease of use, and quality of the video conferencing tools and equipment within the Mayors Office.Complete
Implement CIRA DNS Firewall service to provide another layer of protection against malware and phishing attacks 100%
Also added banner to external emails to help remind staff to be wary of attachments and links that may lead to security compromises.Complete
Develop infrastructure planning and coordination map with IT 100%
Continue to refine map to meet needs.Complete
Page 3 of 13
Complete Silver Valley Sewage Servicing Plan 100%
Project complete.Complete
Complete Sanitary Sewer Flow Monitoring over winter period 2019/2020 100%
Monitoring completed.Complete
Conduct Town Centre Sewage System planning related to diversion at Royal Crescent and 225 Street 100%
Project complete.Complete
Complete Silver Valley Water Servicing analysis related to 236 Street pump dtation operationg 100%
Project complete.Complete
Identified $40,000 cost savings by developing in-house agenda management, reporting, and automation tools 100%
Implementing SharePoint as an agenda management tool reduces the need for approximately $10,000 in annual licensing fees in addition to nearly
$30,000 in upfront purchase costs and significant staff resouces
Complete
Identified postage savings of nearly $7,000 from the implementation of address verification software 100%
Once fully implemented, the annual net cost savings are projected to be $6,700. Additional labour savings of approximately $1,000 will be realized
through the implementation of folder inserter hardware
Complete
Reconfigure corporate business planning and reporting process 100%
Implemented a new business plan deliverable collection method for advanced reporting. Redesigned the business plan format to align with a corporate
plan model
Complete
Host lessons in Leadership Session 100%
An 8 Lesson award winning series facilitied by Supt. Jennifer Hyland to develop leadership styles, guiding prinviples and skills Complete
Review ISMP 100%
EAC asked to provide environmental feedback on ISMP from Engineering Dept. and Urban Systems Complete
Page 4 of 13
Develop a Scoping Report for Green Infrastructure 100%
Scoping Report completed and unanimously endorsed. RFP completion and Consultant hired, EcoPlan to lead the discussion/study. Formation of
review groups internal Task Force and external Sub-Committee with members from different sectors, disciplines, and private sector.
Complete
Provide information and statistics for Greenhouse Gas reports - RecycleBC contract reporting requirements 100%
City of Maple Ridge Corporate Support Coordinator and Society compiled data and reported GHG statistics to GFL environmental & RecycleBC Complete
Create two new Community Safety Officer positions 100%
The Community Social Safety Action Plan piloted two time-durated Community Safety Officers. Business Planning in 2020 regularized those two
positions, then 2 more RFT Community Safety Officer positions were filled in July 2020, bringing the CSO section up to 4 Officers.
Complete
Implement Protective Force Options training and certification for CSOs 100%
The impetus for this training and certification was the endorsed CSSI Action Plan that directed staff to maximize the effectiveness of enforcement
resources by exploring additional authorities that may be leveraged through Bylaw Officers. Furthermore, the risk assessment stemming from the St.
Anne Street encampment ("Anita's Place") suggested Officer Safety and use of protective force training. With frontline risk factors steadily increasing,
Bylaws Officer now have the appropriate skills, certification, and equipment.
Complete
Relaunch CSET (Community Safety Engagement Team) 100%
Previously named the Community Standards Enforcement Team, we redefined and renamed CSET as the Community Safety Engagement Team – same
acronym, same meeting format, same open lines of communication, but with a more proactive mandate. The focus will remain on social safety
challenges, homelessness, drug addiction, mental illness, and street disorder.
Complete
Replace McNutt Pressure Reducing Valve (PRV) 100%
Replacement of an existing PRV chamber in our most eastern pressure zone. A concern was identified with the functioning of the existing station and a
retrofit was found not to be possible without losing fire flow capacity for extended periods of time. It was necessary to design a new PRV station to
ensure critical fire and domestic flows are provided at all times and to facilitate maintenance duties. Design included full SCADA connection to monitior
flow and pressure along with redundant fire supply capabilities.
Complete
Complete Water, Sanitary and Fibre Optics improvements prior to capital paving along major City corridors 100%
In coordination with Engineering, completed Dewdney Trunk Road (DTR) from Edge to 230 Street and 232 Street, DTR to 124 Avenue. Multiple projects
completed, starting in 2017, with paving completing in 2019 & 2020.
Complete
Replace and repair recycling trucks damaged by accidents and fire 100%
Structural repairs completed on a truck severely damaged in single vehicle accident. Used truck procured from the US to replace unit destroyed by
vehicle fire.
Complete
Page 5 of 13
Supported Mayor and Council on Development of Code of Conduct. 100%
Code of Conduct adopted May 20, 2020.Complete
Develop the Corporate Planning & Consultation Department 100%
To provide services to the organization including project management, research, grant writing and proposal submission support, automation and
evaluation of business processes, support corporate initiatives, policy writing
Complete
Implement a comprehensive one day training for new and returning staff to the Maple Ridge Leisure Centre 100%
Completion of recruitment and training for multiple service areas leading up to the re-opening of the Leisure Centre post retro-fit.Complete
-
CAO Re-Organization 100%
Consultation with CMT and developed an organizational structure
Implementation Plan (Employee Notification & Communication)
Interdepartmental Communications Framework
Developed Directors & Managers working groups (with Chairs & Co-Chairs)
Townhall Meetings
Complete
Q2 2020
Coordinate the replacement of the Golden Ears Winter Club (GEWC) chiller in the ice plant with the operator of Planet Ice 100%
The chiller is installed and ice is in place at the GEWC Complete
Q3 2020
Source Turnout Gear 100%
Agreement for five years developed and completed.Complete
Q3 2020
Renew Dispatch Contract 100%
Complete.Complete
Q4 2020
Implement Chatbot 2.0 A new approach to the Chatbot using more mature Microsoft Technologies -Contract Registry 100%
New Chatbot design uses content managed by each SME, and hosted as a popup window on the Cities corporate website.Complete
Q4 2020
Hold Virtual Business Walks 50%
A decision was made with agreement by Chamber of Commerce and DMRBIA to delay the business walks to early 2021.Delayed
Q1 2021
Page 6 of 13
Replace and upgrade pedestrian traffic signal components due to end of life -%
Applied and received ICBC grant funding to upgrade all signals with countdown timers for improved pedestrian safety. Grant funding covered the cost
of new signals and timers; City to cover labour costs. Funding has been received and new signals have been ordered but are delayed due to Covid effects
on production and delivery.
Delayed
Q1 2021
Issue Business Licence for the proposed new Cannabis Retail Store at 22222 Lougheed Highway 50%
Applicant is currently re-zoning the property to remove the 1000m buffer between cannabis stores.In Progress
Issue Business Licence for the proposed new Cannabis Retail Store at 11696 224 Street 100%
Application approved at Council. The business licence has been issued.In Progress
Issue Business Licence for the proposed new Cannabis Retail Store at Unit 510, 20395 Lougheed Highway 50%
Applicant is currently re-zoning the property to remove the 1000m buffer between cannabis stores.In Progress
Issue Business Licence for the proposed new Cannabis Retail Store at Unit A, 11771 225 Street 25%
On Council Agenda for October 6, 2020.In Progress
Establish new EAC Sub-Committees for Green Infrastructure, Ecological Network Management Strategy, and Communications 80%
Chair and vice chair along with potential candidates selected to support EAC Sub-Committees. Emphasis on balanced representation from Community.
Endorsement by Council required.
In Progress
Develop a Scoping Report for Ecological Network Management Strategy 25%
EAC Sub-Committee recruitment from professional community. Scoping report for Council's consideration to determine next steps. Strategic
objectives and work plan being developed
In Progress
Evaluate Natural Asset Inventory and Tree Canopy Cover 75%
Pilot Study on development of new technology to help carry out natural asset inventory for forests in more cost effective way and accurate manner
with Foresite & BCIT 5 years testing completed
In Progress
Page 7 of 13
Conduct priority recruitments 80%
Twelve (12) high priority and senior recruitments:
- General Manager, Corporate Services (completed)
- Chief Information Officer (completed)
- Director of Economic Development (completed)
- Director of Engineering (completed)
- Director of Parks & Facilities (completed)
- Manager of Development and Environmental Services (completed)
- Manager of Community Social Safety Initiatives (completed)
- Communication Coordinator (completed)
- Senior Payroll Coordinator (completed)
- Executive Director, Legal and Legislative Services (in progress)
- Manager of Transportation (completed)
- Manager of Infastructure and Development (in progress)
In Progress
Q1 2020
Board of Variance Background Report 75%
Report scheduled for Council Workshop on November 17.In Progress
Q1 2020
Support music on 224 St. and in Memorial Peace Park 80%
Working with the Economic Development Department and the Business Improvement Association, to configure and support music on 224 Street and
within Memorial Park.
In Progress
Q3 2020
Develop Youth Worker Log platform designed to capture events logged by youth services workers so they can better support their clients 80%
The existing system was excel sheets, and records were being lost. The new system is a Dot Net application, with sql server DB. Currently, the project
requires more security features and there is a backlog of features they we are hoping to get in order to be better equipped to work in Post Covid-19
work environment. Currently, there is no due date specified, but the goal is to have all security features completed by the first week of September.
In Progress
Q3 2020
Implement leisure education program with patients at the Ridge Meadows Hospital 80%
Increased recreation therapy hours with 2020 funding providing additional support to community rehabilitation and recovery.In Progress
Q4 2020
Implement new Application Tracking System (ATS) - VidCruiter 80%
New applicant tracking system has been implemented.
Next steps: Hiring Manager Training and Communication plans
In Progress
Q4 2020
Page 8 of 13
Policy Development, Training, Implemenation and Communication Plans 85%
Respectful Workplace Policy - Refresh 2020 - in progress
Code of Conduct Policy 2020
Anti Discrimination Policy
Anti Racism Policy - In Progress
COVID-19 Policy 2020
COVID-19 Re-Opening Policy 2020
Social Media Guidelines 2020
In Progress
Q4 2020
RWP Activities, Employee & Labour and Health & Safety Investigations and Mediations 80%
Significant Investigations with defensible outcomes
Significant Mediations
In-house resolution/investigation
Significant Health & Safety Investigations
In Progress
Q4 2020
Conduct disability management & workplace accomodations 70%
Significant disability management cases.In Progress
Q4 2020
Transition Payroll from Human Resources to Finance 70%
Hired Senior Payroll Coordinator
Developed RASCI Chart for compensation and payroll tasks and activities
Consultations with Finance
Developed and documented procedures and guidelines
Developing guiding principles for payroll and compensation streams
In Progress
Q4 2020
Hire Assistant Chief position 75%
In progress.In Progress
Q4 2020
Develop and publish Maple Ridge Business "Buzz" 80%
Newsletter originally intended to be published quarterly but extra special editions were created over the course of the pandemic to assist with
communications and connectivity.
In Progress
Q4 2020
Implement Hiring Demand Software - "Vicinity Jobs" 75%
The tool uses a big data approach to analyze multiple regional and national datasets to determine which industries are hiring, the education and skill
levels employers are seeking, and the wages and hours being offered. Reports are created quarterly.
In Progress
Q4 2020
Page 9 of 13
Develop e-commerce pilot program for local business with shopify and digital Main Street 65%
A result of collaboration through the Regional Economic Prosperity Advisory Committee. MOU with other communities signed and ready to start soon.In Progress
Q4 2020
Upgrade irrigation; software and communication infrastructure; Irrigation Software and System Upgrade 75%
Upgrade to a newer version of the irrigation software, and install and configure modems, APN, etc. for connectivity. Also added access to the irrigation
management platform within the City's Citrix environment.
In Progress
Q4 2020
Modify Contract Registry from a paper based approach to an online SharePoint collaboration - Contract Registry 70%
In Progress
Q4 2020
Transfer Payroll from Human Resources to Finance 70%
As part of a corporate reorganization responsibility for Payroll was transferred from Human Resources to Finance and a Sr. Payroll Coordinator was
recruited to ensure the function was resources appropriately. This transfer involves taking a function that previously combined compensation and
payroll and determining which work will stay in HR as part of compensation and which will remain with Payroll. This work is ongoing.
In Progress
Q4 2020
Conduct ongoing drainage system flow monitoring on Eagle Avenue and Gee Street in support of drainage investigation 75%
This project will continue on an ongoing basis.In Progress
Q4 2020
Collaborate with Planning and Building to implement an on-line building permit application system 75%
Application is currently in late stages of development.In Progress
Q4 2020
Participate in DST and customer service front desk amalgamation 25%
Amalgamation is complete, cross-training continuing.In Progress
Q4 2020
Address Dike 13 pump failure due to rodent damage to waterproof electrial cable entrance and internal water damage 25%
A review of the station was undertaken and a new pump has been sourced and procured. ETA mid-November.In Progress
Q4 2020
Address unexpected third party incidents caused by external parties that effect public infrastructure 75%
Some of these exernal incidents include motor vehical accidents and developer/utility contractors causing accidental damage to public infrastructure
which require City crews to respond and undertake repairs. The four year average (2016-2019) cost is $163,888 which the City endeavours to recover
from the responsible parties.
In Progress
Q4 2020
Page 10 of 13
Address increase in garbage dumping in the downtown area 75%
As a result of COVID19 - there has been a substantial increase in the amount of garbage dumped in the downtown area. Staff volunteered to work
weekend shifts during the summer. Weekend shifts will continue through fall on overtime. The volume of dumped garbage in the downtown area
remains high.
In Progress
Q4 2020
Adapt safety measures and safe work procedures to allow continued service delivery within COVID-19 guidelines 75%
Continue to assess, update plans and adapt to COVID-19 issues and maintain service delivery standards. All crews are scheduled and active through shift
adjustments and modification of work practices.
In Progress
Q4 2020
Facilitated Corporate Services divisional changes resulting from corporate realignment in March 2020 80%
Support is currently being given to Legislative Services while recruitment for the Executive Director continues.
Payroll Services is transitioning from the Human Resources Department to the Finance Department with a newly appointed lead.
In Progress
Q4 2020
Complete MR Business Centre 3rd Floor – Suite 300 and 320 renovation 25%
Undertake detailed design and construction In Progress
Q1 2021
Ensure integrity of data - verification and validation 10%
HR contact information and benefits enrollment and beneficiaries - data integrity.In Progress
Q1 2021
Develop advisory Design Panel Position Report 25%
To be submitted to Council In Progress
Q1 2021
Develop Business Licence - Personal Service Establishments Brochure 100%
The business licensing process for PSE's can be complicated. A brochure will be developed to assist clients.In Progress
Q1 2021
Collaborate with IT to offer public ability to download utility construction record drawings directly from the City's website 40%
Ongoing.In Progress
Q1 2021
Initiate Sanitary Sewer Flow Monitoring for winter period 2020/2021 10%
Monitoring underway when complete review final report.In Progress
Q1 2021
Source and purchase EOC Radio Equipment for Fire Hall No. 4 (UBCM Grant) 10%
Waiting for Fire Hall No. 4 to be complete.In Progress
Q2 2021
Page 11 of 13
Carry out ESS Modernization - computers (UBCM Grant) 90%
The equipment has been purchased and the training needs to be conducted.In Progress
Q2 2021
Conduct Lower Hammond drainage planning 20%
Reviewed Lower Hammond Drainage issues in support of upcoming development in the area. Currently working with consultant to evaluate potential
conceptual drainage upgrades.
In Progress
Q2 2021
Reorganize delivery of Development Services Customer Counter 30%
Reorganization to provide a more consistent and seamless front counter experience, the services typically provided by three departments have been
combined into a single service delivery model coordinated through the Building department.
In Progress
Q2 2021
Supported Family Education's 2020 Poverty Reduction Planning & Assessment application to the Union of British Columbia Municipalities (UBCM) 25%
Grant awarded, staff hired and contract is in place In Progress
Q4 2021
Explore Human Resources file management system (soft and hard copy) 10%
Exploratory discussions of space, mechanism, and structure.In Progress
Q4 2021
Implement pension plan adjustments and enhancements 80%
Changes made to the plan, communication to staff and implentation of changes.In Progress
Q4 2021
Develop a Land Use Contract Elimination Options Report 25%
Sought Council Direction on Oct 6 2020. Process endorsed Q4 2020.In Progress
Q4 2021
Conduct tower crane rescue training 50%
Due to a pair of tower cranes being used to build a large project, and the shared tower crane rescue program implementation with the contractor, part
one of the training program was completed. Next is to begin part 2 of the training and to join the Technicial High Angle Rope Rescue Program (THARRP).
In Progress
Q4 2021
Hold two additional recruit classes 50%
Second additional class in progress.In Progress
Q4 2021
Collaborate with Creative BC to create clean power resources interactive map 15%
Project is just getting off the ground and will continue into 2021.In Progress
Q4 2021
Page 12 of 13
Ensure regional collaboration and Maple Ridge representation on North Lougheed Study Area and connector with Pitt meadows 25%
In Progress
Q4 2021
Inititiate Kanaka Creek Regional Park new interpretive art mural project. New partnership opportunity with Metro Vancouver, KEEPS, SD42, Kwantlen
First Nation and Pacific Parklnds Foundation
25%
The new public artwork will be located on the fish fence at 240 Street bridge.In Progress
2021-2022
Develop COVID-19 departmental policy & procedures around PPE and operations 95%
The Policy & Procedures are current to date, however we continue to adapt and evolve as Health Orders are adopted or amended.In Progress
Ongoing
Initiate Covid-19 Provincial Enforcement for Bylaw Compliance Officers 50%
The State of Emergency is still in effect. The Provincial Order Support Team (POST) is active and Bylaw Compliance Officers continue to educate, warn
and provide evidence to Provincial Enforcement Officers and the Fraser Health Authority.
In Progress
Ongoing
Review delivery of Development Services Customer Counter 30%
Cross training will be ongoing In Progress
Ongoing
Implement new electronic homeowner grant program in partnership with the Ministry of Finance -%
Pending update from the Ministry on how the transition will proceed.Not Started
Q4 2021
Page 13 of 13
TO: FROM: City of Maple Ridge His Worship Mayor Michael Morden and Members of Council Chief Administrative Officer MEETING DATE: November 24, 2020 FILE NO: 05-1825-02 MEETING: Workshop SUBJECT: Municipal Security Issuing Resolution EXECUTIVE SUMMARY: The financial plan incorporates debt proceeds into the overall funding strategy. Borrowing was approved to fund a portion of the capital program. This approval included elector approval and approval of the Inspector of Municipalities. These projects are or will soon be complete and it is desirable to borrow these funds. The money to repay these borrowings is either funded through the Fire Department Capital Acquisition Reserve, infrastructure funding or the annual property tax increase related to Parks & Recreation Improvements, phased in over time. A few Park and Recreation related borrowings remain approved but not yet issued, most notable the Additional Ice Sheet of $23.5 million. RECOMMENDATION: That Council approve the following borrowings from the Municipal Finance Authority of British Columbia as part of the 2021 Spring Borrowing Session and that Metro Vancouver Regional District be requested to consent to our borrowings over the terms noted and include the borrowing in their Security Issuing Bylaw: $6,000,000 as authorized through Maple Ridge Fire Hall #4 Loan Authorization Bylaw No. 6558-2008 over a 10 year term; $3,500,000 as authorized through Maple Ridge Leisure Centre Renovation Loan Authorization Bylaw No. 7370-2017 over a 25 year term; $7,000,000 as authorized through Telosky Stadium Synthetic Fields Loan Authorization Bylaw No. 7371-2017 over a 25 year term; $8,500,000 as authorized through Albion Community Centre Loan Authorization Bylaw No. 7372-2017 over a 25 year term. $2,000,000 as authorized through Hammond Community Centre Renovation Loan Authorization Bylaw No. 737 4-2017 over a 25 year term. $2,000,000 as authorized through Maple Ridge Secondary Facility Upgrades Loan Authorization Bylaw No. 7376-2017 over a 25 year term. Doc# 2610692 Page 1 of 2 3.3 I_:: "" I
DISCUSSION: The financial plan includes borrowing as a strategic funding source for capital projects. Borrowing has been approved for several projects. All of the approved debt has gone through an approval process that included elector approval and Ministry approval. Internal financing has been used however the cumulative amounts create significant accounting and financial statement concerns. In addition interest rates are at historic lows and external borrowing is recommended. The Fire Department Capital Acquisition reserve is the source of funding for the Fire Hall #4 debt repayment and the Parks & Recreation Improvement Levy, phased in over time, is the source of repayment for the balance of the borrowings. Authorized but unissued debt still remains for several projects but most significantly the Additional Ice Sheet with approved borrowing of $23.5 million. The Municipal Finance Authority of BC (MFA) debt issues are AAA rated. They issue twice a year and in the interim have a temporary borrowing facility to meet the funding requirements of their clients. A Municipal Security Issuing Resolution is part of the borrowing process and will be forwarded to Metro Vancouver and the MFA to ensure our funding requirements are included in the 2021 spring borrowings. Current borrowing rates are at historic lows making this an opportune time to borrow. CONCLUSION: The use of debt is thoughtfully considered in contemplating a funding strategy for our Long Term Capital Program. With rates at historic lows it is best to externally borrow for these projects now. Prepared by: pson, BBA, CPA, CGA Director of Finance Approved by: Christina Crabtree, General Manager, Concurrence: Al Horsman Chief Administrative Officer Doc# 2610692 Page 2 of 2 ' ' -,_ ' I