Business Plans 2009-2013

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District of Maple Ridge Office of the Chief Administrative Officer Business Plan 2009 2013
1.0 Executive Summary
The CAOs office is the liaison between Council and staff and provides overall leadership and direction for the Administration of the District and works with outside agencies. The primary role of the CAO is to provide policy options and recommendations to Council and to ensure that Councils priorities are implemented. The three General Managers of each of the three service areas in the organization (Corporate & Financial Services, Public Works & Development Services, and Community Development, Parks & Recreation Services), the Executive Director to the CAO, the Manager of Economic Development Office, the Manager of Communications, the Policy Analyst as well as the Officer-In-Charge of the Ridge Meadows RCMP (see organizational chart) report to the CAO. This year the CAOs main objective will be to implement the approved Business Plan. The key strategic areas the CAO will facilitate in 2009 are: Implement Councils strategic priorities (both Capital and Operating) Implement Councils Vision 2025 to make the District of Maple Ridge among the most sustainable communities in the world. Implementation of the priorities identified in the OCP An emphasis on service delivery through the Top Performing Municipality Initiative Emergency Planning Preparedness Continue to explore new revenue sources Continue the Downtown revitalization 2.0 Corporate Overview The following nine Strategic Focus Areas outline the overall Corporate Direction: STRATEGIC FOCUS AREAS Environment Transportation Smart Managed Growth Safe and Livable Community Financial Management Governance Community Relations Inter-government Relations/Networks Economic Development
Business Plan 2009 2013
Office of the Chief Administrative Officer
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Environment Vision 2025 Maple Ridge continues to lead the nation in preserving and enhancing its communitys quality of life, air, water and land. The District, long a front-runner in the protection of environmentally sensitive areas, is one of the first municipalities to promote green-building and innovative technologies in residential and commercial construction and infrastructure. The District has won a number of awards for its practices relating to energy use in civic buildings and the municipal fleet and its support of community waste reduction activities. Key Strategies Continue to promote individual, business and community responsibility for the stewardship of natural resources Identify and devise effective protective mechanisms for environmental features (such as watercourses) and areas that require special recognition and management In partnership with other levels of government, adjacent municipalities, First Nations and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge Set targets for the purchase and installation of renewable energy sources and establish energy efficiency goals for facilities, infrastructure, operations and fleet Lobby senior levels of government to change codes and regulations to promote or require the use of green and innovative technology Transportation Vision 2025 Maple Ridge has been able to accommodate tremendous population and economic growth by planning growth around multi-modal transportation routes. The District worked very closely with the regional transportation authority to ensure that employment centres as well as neighbourhoods accepting increased density or new medium density neighbourhoods would be well served by public transit and a rapid transit metro line. In addition, a third east-west route through the community was added to assist with commercial and private vehicle traffic and allday, two-way commuter rail service is now a reality. The downtown area is an excellent example of creating a pedestrian friendly environment that enables citizens and visitors to easily explore the uptown shops and services before taking a casual stroll down to the riverfront promenade. Key Strategies Maintain and enhance a multi-modal transportation system within Maple Ridge to provide citizens with safe, efficient alternatives for the movement of individuals and goods Promote alternative modes (pedestrian, bike, public transit < >) of travel to reduce reliance on the automobile Continue to improve the walk-ability of the downtown, ensuring it is pedestrian friendly and accessible, particularly for those with impaired mobility In co-operation with other regional stakeholders, identify improvements to the inter-municipal transportation system within the Lower Mainland and the Fraser Valley Smart Managed Growth Vision 2025 Maple Ridge has risen to the challenge of accepting growth while at the same time protecting the quality of life and diversity of residential options that is so important to citizens. By densifying many neighbourhoods, the District has been maintained the rural character and small-town feel of the community. Specific neighbourhood plans supported by design guidelines and attention to the natural landscape were keys to retaining the character of neighbourhoods that experienced in-fill. A vibrant, pedestrian-friendly, accessible downtown is the heart and gathering place for the community. Shopping, educational facilities and utility infrastructure were developed concurrent with the new or densified neighbourhoods.
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Key Strategies Develop a land use management and development processes that are clear, timely, open, inclusive and consultative Use the Official Community Plan and the Districts Corporate Strategic Plan to ensure growth is well managed and balances the three pillars of sustainability (social, economic and environment) thereby enhancing the unique quality of life in Maple Ridge Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and all other Strategic and Master Plans thereby providing clear interpretation of the Districts direction, goals and objectives Manage existing municipal infrastructure through the preparation of appropriate plans to ensure development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer and stormwater systems; public buildings and, data and communications technology Encourage the use of adaptive technologies in new construction so that buildings are flexible to changing needs and demographics Explore the introduction of innovative new infrastructure and technology (such as fibre optics, geo-thermal power and energy from sewer systems) Safe and Livable Community Vision 2025 A community development model is at the heart of the Districts success in meeting the safety, security and social needs of the citizenry. By networking with other levels of government, the RCMP, the School Board, community agencies and business groups and by capacity building with not-for-profits and neighbourhood groups all Maple Ridge residents have their basic health, safety, shelter, food and income needs met; have access to community services to assist them in achieving their full potential; are able to actively participate in civic processes; and can contribute to establishing an exceptionally strong community. Key Strategies Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of leisure services and other municipal services through community development Develop and implement preventative as well as reactionary plans to address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers Work closely with the School Board, Health Authority, Regional Library, other levels of government and other agencies to encourage the adequate provision of public services that are not the responsibility of local government Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures Ensure development standards incorporate sustainability, crime prevention, safety and security concepts Develop preventative as opposed to remediation initiatives in the delivery of fire and police services Ensure that quality emergency services are delivered in a timely, effective and efficient manner through the development of multi-year Business Plans, which include detailed, sustainable multi-year financial plans Continue with the implementation of the Police and Fire Master Plans Provide a variety of parks, trails, open spaces and gathering places Recognize and support the important contribution of volunteers in the community Encourage active and healthy living among citizens through the provision of a variety of exceptional recreational, educational and social activities
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Preserve and enhance heritage resources to provide citizens with the historic context of the community Encourage citizens and the community to develop their creative potential and a strong sense of community through the provision of excellent arts and cultural opportunities, special events, educational and social activities Financial Management Vision 2025 The Districts award-winning financial, investment, purchasing and human resources policies and practices are tightly aligned with and contribute to the Districts continued vision of sustainability Key Strategies Construct financial plans and Business Plans in accordance with the adopted Financial Sustainability Polices Develop multi-year financial plans that not only address immediate needs but also address the longer-term sustainability of our community Use a formal, Business Planning framework as a means to structure decision-making and publicly reporting our performance Identify methods to expand the tax base and generate non-tax revenue Continue to use a user-pay philosophy Review policies and processes to ensure they are consistent with the corporate strategic direction and external influences Provide high quality municipal services to our citizens and customers in a cost effective, efficient and timely manner Governance Vision 2025 Maple Ridge is a leader in voter turnout for Municipal Elections as more than half of those eligible to vote, exercise that right. Elected officials and District staff continue to confidently lead the community on its journey to achieving its vision. Meaningful engagement of staff, stakeholders and citizens ensures quality decision making. Politicians and staff model the Districts values and consistently deliver on the commitments, goals and objectives stated in the Strategic Plan and Business Plans. Key Strategies Conduct our business in a manner that upholds and enhances the publics trust Function as an open government with the greatest possible access by citizens to information and opportunity for engagement in decision making-processes Demonstrate leadership in applying and promoting the principles of sustainability recognizing that each individual decision may not be optimal for all pillars of sustainability Community Relations Vision 2025 Maple Ridge residents and business owners report very high levels of satisfaction with the Districts efforts to keep citizens informed of municipal plans and projects and to ensure citizens are aware of when and how they can participate in civic processes. Key Strategies Provide a continuum of opportunities that encourage and enable citizen participation in local government and local government decision-making. Develop methods to communicate on a timely basis with citizens and community groups Survey citizens to obtain their views on the community and their satisfaction with District services
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Provide information about and actively promote the actions individual citizens and businesses can take to augment the Districts sustainability efforts Provide opportunities through events and festivals for growing our citizens sense of community Inter-Government Relations/Networks Vision 2025 The District receives outstanding levels of support and cooperation from senior levels of government, crown agencies, the regional district, the school district, our municipal neighbours, First Nations, community groups and corporate Canada because of the strong, positive working relationships, at both the political and staff level, that have been established and nourished over the years Key Strategies Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow members of the Greater Vancouver Regional District and the Fraser Valley Regional District Enhance relationships with provincial and federal employees and politicians to further the legitimate interests of the District Continue to leverage our voice and enhance our relationships with the UBCM, FCM and the LMLGA Identify and promote the use of partnerships and networks with public agencies; crown corporations; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient, effective and timely manner Economic Development Vision 2025 Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting businesses that fit within the context of the Districts many neighbourhoods. Commercial ventures were encouraged in the accessible, pedestrian-friendly downtown and at nodes along major roads; agricultural activities were enabled in Districts famed rural areas; home-based businesses were encouraged and clean industry was attracted to existing and new business parks created near key transportation junctions and neighbourhoods. The District enjoys the many benefits of having the majority of its residents work in the community in which they live. Key Strategies Use a formal economic development strategy, grounded in the principles of sustainability, as a means to structure a positive business and investment climate Support the retention and expansion of existing local businesses that add to the quality of life in Maple Ridge Identify, in consultation with community stakeholders, specific new investment and employment opportunities Build a sustainable community that includes a balance of land use types Develop an efficient, customer-service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and efficient Develop and maintain high quality community documentation and promotional material to attract investment and employment Preserve natural assets that could positively contribute to economic development Enhance the trail systems so that they can be used to enhance economic development
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3.0 Departmental Overview Services Provided Provide leadership, and co-ordinate internal departments based on Council's direction and good management principles Link to other local, provincial and federal agencies Serve as the linkage between Council and staff Provide recommendations to Council on policy matters and strategic business planning initiatives Liaise with community groups and agencies Assist in creating economic development opportunities in the community Facilitate business planning sessions Research and co-ordinate corporate projects such as the Citizen Satisfaction Survey and Process Improvement Reviews Customers Our customers include Mayor and Council, employees, citizens of Maple Ridge, other governments and developers considering Maple Ridge as a business location. Vision Maple Ridge is the best managed municipality in Canada. Mission To provide leadership in managing the operations of the District of Maple Ridge and developing and implementing policies and programs as directed by Council.
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Organization Chart:
Mayor & Council
Executive Assistant Cheryl Ennis
RCMP Officer in Charge Insp. Jim Wakely
Chief Administrative Officer Jim Rule
Executive Assistant Sandra Ramsay
Manager Corporate Communications Gary Manson
General Manager Corporate & Financial Services Paul Gill
General Manager Public Works & Development Services Frank Quinn
General Manager Community Development, Parks & Recreation Services Mike Murray
Executive Director to CAO John Leeburn
Manager Economic Development Sandy Blue
Manager of Sustainability and Corporate Planning Laura Benson
Research Technician Jacquie Bergmann
Net Operating Budget = $846,655 Full-Time Equivalent Staff = 4 Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Continue work with Council on the implementation of the nine strategic focus areas and Vision 2025 as identified in the Corporate Strategic Plan. Ensure the delivery of excellent service to our Citizens. Create a dynamic and vibrant downtown. Work with the Economic Advisory Commission and the Economic Development Office to ensure the implementation of a revitalized service delivery model for Economic Development. Enhance the Districts emergency planning, response and recovery capability. Deal effectively with major issues or policy items that arise during the year. Implement actions recommended in the 2007-11 Sustainability Report
Business Plan 2009 2013 Office of the Chief Administrative Officer
Status as of September 30, 2008 Ongoing Citizens Satisfaction Survey Scheduled for 2009 Ongoing Ongoing
Ongoing Ongoing Ongoing

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Found Milestones Continued an emphasis on Customer Service at the District which included the successful continuation of the Top Performing Municipality Initiative led by John Leeburn Continued Staff Appreciation events Continued to work on the revitalized service delivery model for Economic Development Improved communication with employees Implementation of Employee Get Moving Health and Wellness Program The successful announcement of the Translink Overhaul Facility and BCIT Training Facility 4.0 Performance Measures/Indicators 4.1. Service Area Goal: To continue work with Council on the implementation of the 9 strategic focus areas and Vision 2025 as identified in the Corporate Strategic Plan. Objectives: To ensure that the strategic direction developed by Council is comprehensive and can be implemented. Actions Ensure appropriate plans are in place to implement Councils Strategic Focus Areas and Vision 2025 Coordinate the implementation of the Sustainability Action Plan Develop an energy and emissions plan Implement Performance Reporting Software Conduct survey on citizen satisfaction and strategic direction and deliver results to Council Responsibility Jim Rule/Frank Quinn/Mike Murray/ Paul Gill/John Leeburn Laura Benson/Jim Rule Laura Benson/Jim Rule Laura Benson/Jim Rule Laura Benson/John Leeburn/Jim Rule Timeline 2009 Ongoing 2009 2009 2009
4.2. Service Area Goal: To ensure the delivery of excellent Service to our Citizens. Objectives: To continue to develop a best practice approach to Service Delivery. To enhance our digital capability to provide citizens with excellent access to municipal services and information on-line. To ensure adequate training opportunities are provided to staff. Actions Continue to build on the Top Performing Municipality Initiative Continue to support HRs initiative in their Customer Service Training Increase the use of Web for the delivery of District Services (both internal and external) Responsibility John Leeburn/Jim Rule John Leeburn/Jim Rule Paul Gill/Jim Rule Timeline Ongoing Ongoing Ongoing
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4.3. Service Area Goal: Create a dynamic and vibrant downtown. Objectives: Make Downtown a Happening Place. Actions Continue to work to make Downtown Maple Ridge a dynamic and vibrant core of the community Responsibility Paul Gill/Jim Rule/Jane Pickering/ /Frank Quinn/Mike Murray, Sandy Blue Timeline 2009
4.4. Service Area Goal: Work with the Manager of Economic Development, and the Economic Advisory Commission to ensure the implementation of a revitalized service delivery model for Economic Development. Objectives: Build a strong economic base as a key part of a balanced and sustainable Maple Ridge based on the approved Economic Development Strategy Actions Implement the Economic Development Strategy Responsibility Sandy Blue/Jim Rule Timeline Ongoing
4.5. Service Area Goal: Enhance the Districts emergency planning, response and recovery capability. Objectives: To increase staff training on emergency planning. To continue to liaise with Metro Vancouver and the Province through (JELC) Joint Emergency Liaison Committee to advance the interests of the District Actions Increase staff training on the BCERMS model Initiate one table top emergency planning exercise Responsibility Jim Rule & Emergency Planning Jim Rule & Emergency Planning Timeline Ongoing 2009
4.6. Service Area Goal: Deal effectively with major issues or policy items that arise during the year. Objectives: Ensure the capability to deal with new initiatives that arise. Actions Deal with issues as they arise Responsibility Jim Rule & GMs Timeline 2009
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5.0 Operating Budget
District of Maple Ridge
Proposed Financial Plan 2009-2013
Administration
2008
Adopted Account Expenditures Conferences & Meetings Lieu Time Payouts Memberships Miscellaneous Publications Salaries Seminars/Prof Meetings/Training Studies & Projects
2009
Proposed
Proposed Changes $ %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$15,000 $170,684 $27,970 $10,000 $500 $481,059 $4,000 $111,500 $820,713 $820,713
$18,500 $173,804 $29,770 $10,000 $500 $498,581 $4,000 $111,500 $846,655 $846,655
$3,500 $3,120 $1,800 $0 $0 $17,523 $0 $0 $25,942 $25,942
23% 2% 6% 0% 0% 4% 0% 0% 3% 3%
$18,500 $177,594 $29,770 $10,000 $500 $519,256 $4,000 $111,500 $871,120 $871,120
$18,500 $182,298 $29,770 $10,000 $500 $540,581 $4,000 $111,500 $897,149 $897,149
$18,500 $185,967 $29,770 $10,000 $500 $559,914 $4,000 $111,500 $920,151 $920,151
$18,500 $190,373 $29,770 $10,000 $500 $580,305 $4,000 $111,500 $944,948 $944,948
Totals
Proposed Changes or Remarks: Lieu Time Payouts: This budget is a corporate contingency for all departments as the distribution can fluctuate year to year. Conferences & Meetings: Funding associated with conferences has been moved here from salaries. Salaries: This is in line with the corporate-wide applied contingency for wages and benefits costs.
Legislative Services
2008
Adopted Account Expenditures Committee Costs Conferences & Meetings Grants & Donations Miscellaneous Public Relations Salaries Training Utilities - Telephone
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$3,500 $20,855 $60,800 $8,245 $10,950 $339,692 $15,500 $6,725 $466,267 $466,267
$3,500 $20,855 $61,000 $8,245 $10,950 $451,027 $15,500 $6,725 $577,802 $577,802
$0 $0 $200 $0 $0 $111,335 $0 $0 $111,535 $111,535
0% 0% 0% 0% 0% 33% 0% 0% 24% 24%
$3,500 $20,855 $61,200 $8,245 $10,950 $466,986 $15,500 $6,725 $593,961 $593,961
$3,500 $20,855 $61,400 $8,245 $10,950 $481,539 $15,500 $6,725 $608,714 $608,714
$3,500 $20,855 $61,600 $8,245 $10,950 $504,154 $15,500 $6,725 $631,529 $631,529
$3,500 $20,855 $61,800 $8,245 $10,950 $519,478 $15,500 $6,725 $647,053 $647,053
Totals
Proposed Changes or Remarks: Salaries: As is the practice Council remuneration was reviewed in the last year of the term, it was increased significantly. The balance of the wages is an Executive Assistant whose salary increase is in line with the wage and benefit cost contingency. Business Plan 2009 2013 Office of the Chief Administrative Officer Page 10 of 11
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6.0 7.0 8.0 Capital Budget None Information Technology None Incremental/Reduction Packages
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District of Maple Ridge Office of the Chief Administrative Officer Sustainability & Corporate Planning Business Plan 2009 2013
The Sustainability & Corporate Planning section helps guide the organization and the community to a more sustainable future, and monitors our progress to ensure we are on course. The section also directs the performance measurement and reporting activities for the District, and undertakes projects and research of a corporate nature on behalf of the Corporate Management Team. Our services include: Developing policies and programs to further Councils sustainability action plan. Coordinating or supporting sustainability-related policies and programs throughout the organization. Coordinating the development, monitoring and reporting of performance measures. Carrying out corporate initiatives as directed by the Corporate Management Team. Supporting the overall business planning process for the organization. Liaising with external agencies (Climate Action Secretariat and other Provincial departments, Metro Vancouver, other municipalities). Driving continuous quality improvement initiatives. Conducting research and analysis on behalf of the Corporate Management Team and upon Council directives. Providing policy advice and development. Special projects as requested. 2.0 Corporate Overview Strategic Alignment Environment Maintain a Sustainability section on the website to promote individual, business and community responsibility for the stewardship of natural resources. Conduct research and provide recommendations on the use of renewable energy technologies for District facilities, infrastructure, operations and fleet. Lobby senior levels of government to change codes and regulations to promote or require the use of green and innovative technology. Manage the implementation of the Corporate and Community Energy and Emissions Plan (currently in development) and establish targets for achieving carbon neutrality. Encourage and support the Workplace Sustainability Team. Ensure utilization of emerging legislative authority that will enhance the sustainability of the community. Transportation Provide advice on the financial sustainability of existing and planned transportation infrastructure. Smart Managed Growth Provide policy advice and financial plans that promote sustainable development and ensure the District can meet the service and infrastructure demands of a growing community. Monitor the introduction of innovative new infrastructure and technology and conduct research where appropriate.
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Safe and Livable Community Encourage balanced decision-making that considers environmental, social and economic factors in all aspects of service delivery, community development, and the provision of infrastructure. Financial Management Promote and support the use of a business plan framework to guide decision-making on programs and resource allocation on a multi-year basis. Encourage the use of financial efficiency performance measures. Provide analysis and advice on sustainability-related projects that may finance themselves through operating cost savings, and make recommendations on a funding mechanism. Review corporate fees and charges and encourage departments to keep bylaws current. Ensure utilization of emerging legislative authority that will enhance the sustainability of the community. Governance Provide performance measurement results to Council twice annually and ensure our performance reporting system measures progress on Councils revised Corporate Strategic Plan with a focus on sustainability. Engage staff, Council, stakeholders, and citizens in a manner that reflects corporate values. Community Relations Enhance public access to performance information through the use of technology. Conduct citizen surveys to obtain views on the community and their satisfaction with District services Present performance reports to Council and the public during business planning and departmental presentations and through published documents. Inter-Government Relations/Networks Continually look for ways to leverage District resources through the acquisition of grant funding. Take advantage of the research activities of other organizations by maintaining a network of contacts in local and senior governments and utility companies. Lobby for changes that will enhance the community through our relationships with the Union of British Columbia Municipalities, the Federation of Canadian Municipalities and the Lower Mainland Local Government Association. Economic Development Promote and support the Districts sustainable community vision in all external activities. Provide advice and recommendations on sustainable development technologies and programs. Interdependencies The sustainability workplan is cross-functional and requires support from all departments. Corporate energy planning and implementation is supported by Facilities (Parks) and ElectroMechanical (Operations). Community energy planning and implementation is supported by Planning. The E3 Fleet Program implementation by Operations supports financial efficiency and emissions reduction goals. Human Resources supports employee sustainability initiatives, employee commuting reduction efforts and the Workplace Sustainability Team.
Business Plan 2009 2013 Office of the Chief Administrative Officer Sustainability & Corporate Planning
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3.0 Departmental Overview Services Provided Sustainability Coordinate the implementation of the Sustainability Action Plan. Develop and implement an energy and emissions plan. Conduct research on sustainability technologies and programs. Answer customer enquiries on sustainability matters. Maintain a sustainability section on the website that engages and informs. Engage Council in policy discussions related to sustainability, and create bylaws or programs to implement their direction. Corporate Planning Business Plans (in cooperation with Corporate & Financial Services) Chair Business Planning team. Ensure the annual Business Plan Guidelines are developed and published. Coordinate business plan training sessions. Coordinate business plan development. Coordinate public consultation sessions. Provide engaging public performance and business planning information. Facilitate briefing and debriefing sessions for business plans. Produce performance reports so that we can gauge our corporate performance. Facilitate business planning sessions for other organizations. Corporate Planning Coordinate citizen surveys. Produce evaluation materials for Council review of Corporate Strategic Plan. Implement and maintain strategy mapping and performance reporting tools. Seek grant funding. Ensure corporate fees and charges bylaws are kept current. Customers Our customers are primarily internal departments; external customers include citizens and businesses who have an interest in community sustainability and corporate performance. Resources Manager Research Technician (0.6 FTE) Organization Chart Included within Office of the CAO Net Operating Budget = Included within Office of the CAO Full-Time Equivalent Staff = 1.6 (included within Office of the CAO) Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Develop an inventory of corporate greenhouse gas emissions Establish targets for achieving carbon neutrality Status as of September 30, 2008 Completed. Working with consultant on an energy and emissions plan. Seeking grant funding in order to achieve full scope of project. Completion scheduled for 2009.
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2008 Deliverables Proposed in Business Plan Establish minimum performance targets for all new municipal buildings. Implement the E3 Program to help green the municipal fleet. Create green buildings programs for residential, commercial and industrial buildings Identify and negotiate a partnership for a high profile energy conservation project. Create new Development Permit Area (DPA) Guidelines to protect Environmentally Sensitive Areas (ESAs). Initiate an Agricultural Plan. Set aggressive waste diversion targets and develop programs to implement them. Create an Active Transportation Plan. Create a Smart Commute Program Create a Financing Reserve for Sustainabilityrelated Projects. Develop and implement a TBL decision analysis process for evaluating new infrastructure investments Create a parks acquisition and development funding strategy Develop a Housing Action Plan Establish a Business Network to promote sharing of resources Promote the TransLink/BCIT development as an example of partnership Establish green principles for the 256 Street Industrial Park Develop an Employee Sustainability Program Status as of September 30, 2008 See Facilities business plan. See Operations business plan. See Public Works and Development business plans. See Facilities business plan. See Planning business plan. See Planning business plan. See Recycling business plan. See Engineering business plan. See Human Resources business plan. See Corporate and Financial Services business plan. The Capital Works Project Template has been revised to address sustainability-related consideration during the project evaluation phase of the capital review. See Parks business plan. See Social Planning business plan. See Economic Development business plan. See Economic Development business plan. See Public Works and Development business plan. This was completed in cooperation with Human Resources and Recreation, resulting in an enhanced corporate fitness program introduced in September 2008. Survey for Parks was deferred. Survey for Operations door hanger is in development, and will be in the distribution process in September. Complete - public session held in February with 30 participants; reported to Council in March; changes implemented to performance reporting process; grant obligations will be fulfilled by October 2008. Planning Department, Parks & Leisure Services and Development Cost Charge fee reviews completed.
Perform customer satisfaction surveys in 2 or 3 service areas Utilize Trailblazer grant funding to participate in a program for local governments to establish and implement best practices in performance reporting, with an emphasis on engaging the public and other stakeholders Conduct systematic fees & charges review, with a 2008 emphasis on an amended development fees bylaw and a new bylaw for economic development related fees
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2008 Deliverables Proposed in Business Plan Performance Reporting Software Developing an application that will provide customers, citizens, and other stakeholders with an interactive, visual linkage between our strategic plan and our actions, in addition to reporting on our performance in relation to the actions. Other Accomplishments Found Milestones Responded to Councils desire to explore renewable energy technologies. Status as of September 30, 2008 Target completion for Quarter 1, 2009.
Silver Valley Municipal Lands Researched various sustainable development technologies and programs and obtained review materials and hosted external presentations for the Silver Valley team. FCM-China Study Tour Hosting a group of Chinese local government officials to teach them about our performance management framework. Online Presentations for the Public One of the messages we took from the public input was that the information we publish on the website does not suit the needs of the public (example: large PDF documents full of jargon). They are looking for vibrant, current information delivered to them upon request. Counteract Your Carbon In response to interest from Council, we developed a program endorsed by Council to accept carbon donations rather than offsets, for reasons explained within the Council report. Major Industry Tax Rates Responded to a business taxpayers concern and assessment appeal that could have resulted in a 6-figure financial loss for the District. Our discussions with them resulted in a commitment to review the industrial tax class during 2009 business planning.
Status as of September 30, 2008 Geothermal technology research was conducted for the Leisure Centre and Silver Valley. Ground source heat pump technology was introduced into the design of Firehall #1, and construction in underway. We have pursued several avenues for grant avenues but have been unsuccessful. Participating in a review of alternative technologies to replace aging leisure centre boilers; open for tender. Ongoing
Will be completed October 31, 2008.
We are currently developing a program to deliver narrated presentation content over the internet, to be implemented by year-end.
Program has been implemented, with assistance from Economic Development for promotional materials. We will continue to promote the program, recognizing the primary outcome will be public education. Worked in support of Finance; delivered a report to the Audit Committee in March on the situation. The taxpayer has subsequently withdrawn the appeal, and we will continue to monitor our property tax policies and rates.
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Other Accomplishments Found Milestones Green Legislation 2008 saw the introduction of new legislation and authority for local governments in a variety of areas (greenhouse gas emission reductions, reductions in Development Cost Charges, carbon tax, Climate Action Charter, etc.) Website Development The theme for the 2008 Home Show was Sustainability, and there became a pressing need for a dedicated website presence. Status as of September 30, 2008 Conducted research and discussed with Council the applicability of legislation to Maple Ridge.
Designed and implemented a new sustainability section on the website with significant support from Information Services; launched in concert with a Plan For Tomorrow Live For Today campaign with significant support from Economic Development.
4.0
Performance Measures/Indicators Included within Office of the CAO Operating Budget Included within Office of the CAO Capital Budget None Included within Office of the CAO Information Technology None Included within Office of the CAO Incremental/Reduction Packages Included within Office of the CAO
5.0
6.0
7.0
8.0
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District of Maple Ridge Office of the Chief Administrative Officer - Economic Development Business Plan 2009 2013
Maple Ridge Economic Development includes Economic Development and Film Production Liaison. The department was created in 2004 to create and sustain wealth within the District of Maple Ridge by facilitating new economic opportunity consistent with Council Corporate Strategic Plan. Maple Ridge Economic Development assists current business owners and those interested in starting a business in the District of Maple Ridge with strategic information and assistance in business planning, expansion opportunities and resources to assist the growth of their business. Economic Development is a key department of the District of Maple Ridge that works with business and industry groups to develop strategic alliances and identify new economic opportunities. The department acts as lead or takes an active supporting role with projects or initiatives underway at the District. The services provided include: Reporting to the CAO advise and support Council and the Economic Advisory Commission; Municipal Liaison and financial support to the Downtown Maple Ridge Business Improvement Association; Developing and maintaining high quality community documentation and promotional material to attract investment and employment; Conducting research regarding strategic sectors for use by the EAC, Mayor and Council and municipal staff; Marketing, Communications, Sales and Public Relations activities in profiling Maple Ridge as a great place to live, work, invest and play; Awareness of current economic opportunities is maintained through active participation in the national, provincial and regional economic development associations. This includes access to opportunities, market trends, research, funding opportunities and access to other resources available to economic development professionals; Providing one stop shop for location scouting, permits and licenses for Film Production Member of Tourism Maple Ridge Pitt Meadows Tourism Society 2009 Workplan Emphasis 2009 is a building block year for Maple Ridge Economic Development. To be sustainable we must ensure that the necessary systems, processes and measurement tools are in place, and that we have the proper staffing and other resources to deliver the high calibre performance required to achieve the goals of the workplan. For the first part of the year we will focus on orienting and training our two new staff members and creating a revitalized Economic Development team, focussed on achieving a few key deliverables and establishing a framework on which to build for the future. Maple Ridge Economic Development will focus on our strategic priority sectors identified in the Strategic Plan - High Tech, Tourism (accommodation and infrastructure), Advanced Education, and Advanced manufacturing including value-added food and wood processing as they offer the highest opportunity. The plan focuses on using a collaborative, inclusive approach whereby we work with partners to harness the power of their networks and connections to our mutual benefit. By working together and building on our strengths, we significantly increase the likelihood of achieving our goals of strengthening our competitiveness, building awareness, and attracting additional high value jobs to Maple Ridge and creating an increasingly more vibrant community. These partnerships include national, regional and local
Business Plan 2009 2013 Office of the Chief Administrative Officer Economic Development Page 1 of 18
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agencies such as EDAC, EDABC / LinxBC, Metro Vancouver Commerce; and agencies such as Tourism BC, Tourism Vancouver Coast and Mountains, the School District and Fraser Health in achieving our goals. Maple Ridge Economic Development, together with the Economic Advisory Commission (EAC), developed this workplan. During its development we held a day long Maple Ridge Economic Summit where invited participants from other government agencies, associations and service providers shared their accomplishments and plans for the future. Film Production Liaison: in 2007 there were more than 60 film productions and 442 film shoot days in Maple Ridge, which generated an estimated $4.42 Million dollars to the local economy. Due in part to Provincial incentives for the industry, BC continues to enjoy a healthy film production climate, and Maple Ridge sees more than our fair share of productions. Despite a Hollywood writers strike in 1Q08 which slowed production considerably, 2008 is shaping up to be a strong year for film production. 2.0 Corporate Overview Strategic Alignment The Maple Ridge Economic Development workplan aligns with all areas of the Corporate Strategic Plan. In addition to projects that achieve specific goals, it includes a focus on developing partnerships and acquiring new sources of funding thereby leveraging other initiatives and maximizing the benefit derived from our investments. Environment Develop economic attraction and retention strategies that work in partnership with the stewardship of natural resources and assist in profiling the District as a model for environmental sustainability Transportation Support and partner in all efforts to encourage improvements to transportation infrastructure as access to efficient transportation is one of the key requirements for site selectors and prospective investors Smart Managed Growth Support the development of land use management strategies that are balanced and inclusive of all four facets of community growth: Residential, Commercial, Industrial and Agricultural Actively pursue residential and employment based densification efforts in the Downtown core Pursue the attraction of investment that supports the long-term vision for maintaining the Districts Vision 2025 Triple Bottom Line approach to Economic, Social and Environmental sustainability Safe and Liveable Community Recognize the requirement to acknowledge and include reference to safety, security and liveability into our processes for managed growth Ensure that revitalization of Downtown Maple Ridge remains centre stage Partner with and support other municipal departments with safety and security initiatives to ensure that the District can extend such benefits and advantages to investors from outside the community Financial Management Leverage grant and funding opportunities to maximize the effectiveness of our investments; and we also consider partnering with other municipalities, senior levels of government, agencies and private firms where appropriate
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Multi-year business plan framework to guide prioritization of programs and resource allocation Maple Ridge Economic Development plays an active role ensuring that municipal assets are marketed to the highest and best use Governance The work of business retention and expansion as well as investment attraction requires a high level of confidence and non-disclosure on issues related to private dealings: Ensure that we conduct Council updates in a manner that enhances public trust. EAC Commissioners sign a confidentiality agreement when they are appointed. Community Relations Facilitate the involvement of citizens in the planning and long term visioning process for Economic Development in the District Seek out opportunities to connect and work with associations, organizations and groups that can benefit from an information exchange on issues of interest to Maple Ridge Economic Development Ensure that current businesses are retained and offered every opportunity for expansion consistent communication with current industry base and by building awareness of resources available to them Develop strong media relations that will help to ensure that Economic Development issues are accurately communicated through the press on a regular basis Intergovernmental Relations / Partnerships Strong working relationships with Provincial Government and related organizations in support of Economic Development, including: Ministry of Small Business and Economic Development, BC Film Commission, Tourism BC / Vancouver Coast and Mountains Tourism, Economic Development Association of BC and its investment arm, LinxBC, and the 2010 Commerce Centre Continue to develop and maintain strong working relationships with Provincial Government organizations that support infrastructure improvement for the District Develop and maintain strong working relationships with Federal Government Ministries such as HRSDC, Industry Canada, International Trade Canada DFAIT / Canadian Consulates Actively participate in organizations that support Economic Development including Metro Regional Economic Development Subcommittee REDS, and Metro Vancouver Commerce (an initiative of Vancouver Economic Development) Research and actively pursue partnerships and strategic alliances that will have a positive impact on the District of Maple Ridge including School District, Cultural and Business Organizations, as well as Post Secondary institutions Interdependencies: Economic Development shares a number of interdependencies across the District from collaborative approaches to communications and implementation. We are an active partner in delivering a total team approach that embodies the sharing of ideas, expertise and resources is essential to achieving our goals. These departments include Information Services, Finance, Communications, Reception, Licences, Permits and Bylaws, Administration, Sustainability, Planning, Engineering and Parks. In some instances Economic Development plays a supporting role, while in others we have the lead role, and but in every case there is a team assembled to ensure that the best possible strategic thinking and execution are employed.
Business Plan 2009 2013 Office of the Chief Administrative Officer Economic Development
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3.0 Departmental Overview Services Provided Operating from a contemporary storefront office adjacent to Municipal Hall, Maple Ridge Economic Development offers a broad range of services related to growing the economy and marketing Maple Ridge. Our clients include existing businesses and residents as well as prospective target audiences in neighbouring communities and further afield. We are here to help businesses get off to a good start and to continue to grow and thrive. Maple Ridge Economic Development is the front door to help existing and new businesses navigate the sometimes complex and unfamiliar Municipal regulatory and procedural requirements. The sign on the door of the Economic Development office reads, Welcome to Maple Ridge Economic Development. Helping turn opportunities into Success Stories. Accordingly, identifying, prioritizing and following up on potential opportunities and leads is essential. Our approach of focussing on highest priority opportunities while ensuring that we take advantage of the low hanging fruit allows us to maximize our return on investment in financial and human resources. Especially when economic growth in the US and across Canada is experiencing a slowdown, it is essential that we focus on our strengths to achieve strategic goals. Services provided include: Economic Development: Maple Ridge Economic Development provides services designed to assist in creating and sustaining wealth in our community by providing information to prospective investors and businesses. The Department Head is responsible for strategy development, execution, communications and relationship building to further the goals of the District. The Marketing and relationship building with other Economic Development and business associations is primarily the responsibility of the Manager Economic Development. Business Retention and Expansion: this role provides the research, analysis, reporting of key trend data, economic impact factors; as well as day-to-day execution of marketing communications and relationship building. This includes managing the E-Synchronist Business Retention and Expansion program and database as well as related correspondence such as welcome packages to new businesses. In addition to proactive communications and other such initiatives, the office responds to enquiries from prospective investors, both local and abroad, providing information packages. The portfolio also manages regular reporting of the Key Performance Indicators. Film Production Liaison: Maple Ridge Economic Development is a one stop shop for location scouting, permits and licences. There were more than 60 film productions in 2007, and despite a Hollywood writers strike in the first quarter of 2008, we expect to exceed those numbers. The BC Film Commission commends Maple Ridge for having a dedicated resource for film and attributes much of our growth and success to the decision to fund this position. In addition to permit and license fees payable to the District, the Commission uses a conservative estimate of $10K / shoot day of economic benefit to the community. Staff to District and EAC: Reporting to the CAO, Maple Ridge Economic Development assists the District, Council and the EAC in achieving Economic Development goals Tourism Maple Ridge Pitt Meadows Tourism is an important and growing sector in BC. In fact, the Provincial government has stated that they intend to double Tourism revenues in coming years. Maple Ridge has an abundance of natural resources and outdoor opportunities, and with the proximity to Vancouver makes it a prime area to increase Tourism. The Economic Development office hold a Directors position with the Tourism Society and is actively involved in developing the long term plan for Tourism in the region
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From June 2008 for 18 months, the Economic Development office is home to the Sport and Eco Tourism Development Strategist who is developing a recommendation for Sport Tourism in Maple Ridge and Pitt Meadows. This also involves Spirit of BC initiatives. Information resource: Economic Development receives numerous enquires via the internet, email, telephone and walk in traffic. This includes referrals from Mayor and Council, and senior staff as well as agencies and organizations such as the Economic Development Association of BC (EDABC) and their investment attraction arm, LinxBC; the Economic Development Association of Canada; Metro Vancouver Commerce and the Provincial Government. Communications and Marketing: A key element of any business attraction and retention strategy is a strong marketing campaign. Our job is to build awareness of Maple Ridge though strategic communications that include advertising, relationship marketing, trade shows, and events. Accordingly, Maple Ridge Economic Development created a brand image based on our competitive strengths, opportunities and goals. This approach builds on Councils direction for Triple Bottom Line Sustainability - Economic, Social and Environmental and builds awareness of the economic development opportunities here. The first phase of this initiative launched in 2008 with the Plan for Tomorrow. Live for Today: campaign that introduces our commitment to sustainable development and invites prospective residents and businesses to consider making Maple Ridge their home. It includes a range of elements including trade show backdrops, a sustainability section on the Districts website, print ads, flyers and brochures. We subsequently introduced other campaigns that build on this theme including: Counteract your Carbon the Districts Plan that offers tax deductible donations to local projects that will result in a reduced carbon footprint; Build your Career an initiative that targets University students for volunteer and career opportunities with the District; and Connecting Businesses. Resources to Succeed a joint initiative between the Chamber of Commerce, the Downtown Maple Ridge Business Improvement Association, Service BC and Maple Ridge Economic Development that provides information about business in Maple Ridge We are receiving excellent feedback about this approach, and seeing the impact of consistency and professional presentation. The business groups in particular have noted that they now have a better understanding of the opportunities and tools to help them market Maple Ridge, and several have asked for copies of our materials for use in their marketing efforts. Customers Maple Ridge Economic Development serves a wide variety of internal and external customers including Mayor and Council, site selection firms, real estate agencies, investment firms, developers, builders, community-based business and entrepreneurs. Maple Ridge offers a unique value proposition. To fully achieve the potential of the unique value proposition offered by Maple Ridge, we need residents and business owners to be advocates for Maple Ridge to be fully on board, understanding the vision for our community and doing their part to help us attract first-rate investment and development. Other communities have developed ambassador programs whereby citizens are encouraged to become ambassadors and spread the word about their community and the opportunities for development wherever they go. One small Alberta town has over 3,000 ambassadors that have distributed digital business cards that contain a powerful professional presentation that includes greetings from Mayor and Council, Economic Development as well as various business groups, Tourism and cultural. They set specific targets and measure their return on investment. This may be something to consider in years 2 and 3 of the workplan.
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External Customers External customers include partner agencies, senior levels of government and community groups as well as the existing and prospective residential, commercial and industrial businesses. Internal Customers A key element to the successfully achieving our economic development objectives is ensuring that our internal customers have the tools and information needed to effectively answer questions and provide information to help sell Maple Ridge. Effective marketing and sales efforts require having the inside onside before you go outside. Resources Maple Ridge Economic Development includes the Director Economic Development, Business Retention and Expansion Officer, Film Production Liaison, and Administrative Assistant. Vision/Mission/Values/Strategic Plan Vision 2025 Maple Ridge made the transition from dormitory suburb to employment magnet by carefully targeting businesses that fit within the context of the Districts many neighbourhoods. Commercial ventures were encouraged in the accessible, pedestrian-friendly downtown and at nodes along major roads; agricultural activities were enabled in the Districts famed rural areas; home-based businesses were encouraged and clean industry was attracted to existing and new business parks created near key transportation junctions and neighbourhoods. The District enjoys the many benefits of having the majority of its residents work in the community in which they live. Our Mission Our mission is to create and sustain wealth within the District of Maple Ridge by facilitating new economic opportunity consistent with the Corporate Strategic Vision. Key Strategies Use a formal economic development strategy, grounded in the principles of sustainability as a means to structure a positive business and investment climate Support the retention and expansion of existing businesses that add to the quality of life in Maple Ridge Identify, in consultation with community stakeholders, specific new investment and employment opportunities Build a sustainable community that includes a balance of land use types Develop an efficient, customer-service oriented approach to the delivery of municipal services that is timely, cost-effective, friendly and efficient Develop and maintain high quality community documentation and promotional material to attract investment and employment Encourage the preservation of natural assets that could positively contribute to economic development Support enhancement of the trail systems so that they can be used to enhance economic development through eco and sport tourism Continue to attract film production to Maple Ridge. Working with the BC Film Commission and local producers establish Maple Ridge as a community of choice for filming in BC
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Organization Chart Reporting to the Chief Administrative Officer, Maple Ridge Economic Development currently includes the following staff:
Net Operating Budget = $391,595 Full-Time Equivalent Staff = 3 Recommended restructuring of Maple Ridge Economic Development: Restructuring the department by reallocating resources will enable us provide a better match of skill set to requirements over the short term; and provide a solid base from which to build for the long term. We plan to add a Part Time Business Retention & Expansion Officer and change the Manager position to Director. We will do this within the existing budget envelope by changing the Administrative Assistant position to part time.
Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Establish a Business Network to promote sharing of resources Status as of September 30, 2008 Underway. Strengthening relationships and connections with the Chamber, Womens AM the BIA and Service BC. Introduction of Amanda and ESynchronist will provide a system to assist and further build this network Ongoing. The facility is referenced in our marketing materials, and we maintain an ongoing relationship with the team. Ongoing. September 2008 had the highest number of visits to the site Underway. In discussion with Real Estate Board and our IT folks and have included it as a project for 2009 Ongoing. Trade show booths, marketing materials and participation in targeted industry events
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Promote the Translink/BCIT development as an example of partnership Update and maintain Economic Development Website Add a real estate component on to Economic Development Website Continue to promote Maple Ridge through sales and marketing strategies to local, regional, and global investment industry.
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2008 Deliverables Proposed in Business Plan Continue replacement of existing corporate inventory as outlined in Visual Identity Project Complete marketing review and development of marketing plan Continue working with the Economic Advisory Commission (EAC) on development of new investment initiatives for Maple Ridge out of the new Economic Development Strategy Continue working with the Business Improvement Area (BIA) on initiatives to improve downtown. Continue business retention and expansion initiatives Provide business support services to established, home-based and start-up businesses Status as of September 30, 2008 Complete Underway. Will finalize with incoming EAC to attract particular sectors Ongoing
RFP for Technology Sector Business Case Study BC Community Tourism Project (UBCM)
Create promotional material specifically for trade show Liaise with community business and industry groups and agencies. Continue partnerships with other communities and Linx BC to attract investment and expanded the partnership to develop new attraction plans for advanced manufacturing, Agri-food and tourism product infrastructure. Meet regularly and establish relationships with investors, developers, and real estate agents on development opportunities in Maple Ridge. Encourage and promote film production within the District of Maple Ridge. Continue to implement the economic focus areas as identified in the Economic Development Strategic Plan. Continue working with Chamber of Commerce to promote new businesses and support local business Continue to support the Ridge Meadows Home Show by providing a Municipal booth
Ongoing. We have participated in, sponsored or hosted a number of events and meetings with the BIA Ongoing Provided on request. Planned implementation of Amanda and ESynchronist will allow us to track activity by class and create programs to support them Complete. Report received October 2008 for EAC consideration Parks and Leisure services have hired a contractor to complete a Sport Tourism Strategy by December 2009. Destination Visitor Centre RFP planned 1Q09 Ongoing. Trade show materials were developed as part of the Plan for Tomorrow Live for Today campaign Ongoing. Member of EDABC / LinxBC, EDAC, Metro Vancouver Commerce, Metro REDS Ongoing.
Ongoing by request. Attended Hotel / Resort Investment Conference October 2008 as part of LinxBC delegation Underway. Filming is BIG business in Maple Ridge. Working with BC Film Commission and Industry to grow our share of the action Ongoing Ongoing Very successful presence in 2008. Plan to continue to use this approach for 2009
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Found Milestones: 2008 was a busy year in the Economic Development department. The position of manager had been vacant for more than six months until February when the manager was hired. Accomplishments include: Successful Grant applications: $25K received from CISP for a High Tech attraction strategy; and $50K from the Province of BC in support of the Asia Twinning initiative In April we held a workshop with the Economic Advisory Commission (EAC) to review their Strategic Plan and set priorities for the balance of the year and beyond. Over the summer, the two new Community at Large Commissioners were recruited for the EAC. Their two-year appointments are effective September 2008 August 2010. In addition, Tourism Maple Ridge Pitt Meadows and the Downtown Maple Ridge Business Improvement Association have appointed new members to the commission. In October 2008 we hosted the Maple Ridge Economic Summit, a very successful day-long workshop to brief the incoming Commission and other Community Leaders. In addition to updates from senior municipal staff, invited community leaders shared their accomplishments and plans for Maple Ridge and the region they serve. Education: Communities reporting a high incidence of post secondary education tend to have a correlating likelihood of high value jobs. Post secondary education is therefore a fundamental element of an Economic Development strategy. As local school districts and post secondary institutions face declining enrolment and increased competition, we are working with the School District and post secondary institutions to consider ways to increase student population here in Maple Ridge. Particularly in the case of International students there is a significant economic impact associated with their education, housing and related expenses as family members relocate to be with the student during their time here. The Manager Economic Development serves as advisor to Meadow Ridge College Board; has been working with the International division of the School District to explore initiatives where the District of Maple Ridge can assist in their endeavours. Also, there has been preliminary discussion about creating a multi-institutional post secondary campus here similar to models in Calgary, Alberta and Maryland where students can achieve a degree in various subjects from the best institutions, rather than having to choose one institution over another. For instance, building on existing assets such as the Justice Institute of BC, Pacific Regional Training Centre, UFV, SFU and UBC within the District one could envision a degree granting institution specializing in Public Safety, Criminology and related research. Other fields of study linked to existing expertise might include health sciences, agriculture, business and tourism. Tourism: Economic Development holds a board position on the Tourism Maple Ridge Pitt Meadows board; and has one of their board members on the EAC. Site Selector Profile: Maple Ridge Economic Development participated in an EDABC / EDAC initiative to complete a comprehensive Site Selector Profile. This is an international standard used when responding to site selector enquiries on behalf of businesses sourcing potential new locations for their clients. This method is how site selectors compare and shortlist potential communities sight unseen. Projects in Progress The High Tech Investment Attraction Strategy, prepared by Ference Weiker Consulting will be presented to the EAC for consideration in November. Plan for 2009 adoption & implementation. Sandy Continue to work with the School District on projects related to attracting international students; and pursue discussions around potentially locating a multi-institutional post secondary campus here - Sandy Launch of e-synchronist for business retention and attraction - planned when BRE on board Metro Vancouver Commerce active participation in MVC will allow us to leverage partnership investment in marketing projects to attract foreign direct investment. Lead India project. Sandy
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BizPal launch for early 2009 BRE / Sandy / Information Services / Licences, Permits and Bylaws Pursue destination tourism centre project that has received UBCM funding - Sandy Working with Business license department, develop process and implement package to welcome new or thank existing businesses who open a business here Sandy / BRE Investigate potential models and funding source / partners to create a business attraction approach modelled after successful programs elsewhere in Canada. Components could include a virtual trade show / Interactive website / target marketing. Some have had great success with an ambassador program that uses virtual business cards as a device to introduce the community and its assets to prospective businesses, residents, investors and tourists Sandy / BRE Ridge Meadows Home Show participate using the backdrop and general theme from last year Plan for Tomorrow and choosing an issue or range of issues on which to focus - all Film appreciation continue to build awareness and appreciation of the importance of the Film industry to our local economy. In partnership with the BC Film Commission provide an update to Council and Staff; and hold an event to thank businesses and residences involved in the industry. - Marg Improve our competitiveness in attracting new business by using the site selector profile with site selector package - BRE Metro Vancouver Regional composting facility. RFP October 2008. if awarded to Maple Ridge work with Metro and partners on implementation - Sandy Lead Silver Valley Land development a flagship sustainability project for Canada Sandy Re-launch corporate branded merchandise / develop plan to increase sales - Marg Johnson Work with film production companies to develop ways for them to contribute to our wall of fame - Marg Johnson Complete update of Community Profile Admin Assistant / BRE Seek out information and potential funding projects for Alternative Fuel vehicles Sandy Retention Strategy Keeping the businesses we have, and helping them grow: As much as 80% to 90% of the growth of business in a community comes from existing businesses or from communities in close proximity. It is for this reason that focussing on relationships with and the needs of our existing businesses really pays off. Using a systematic approach that focuses on understanding the needs of our existing businesses will help to ensure that we are well informed and in a position to stave off defections; and encourage and support growth. We plan to use a combination of the E-Synchronist system for large business and its counterpart for retail and tourism; implement Amanda in Economic Development to track leads and forecast trends, and working with business license data reinstitute a welcome package for new or renewing businesses. Attraction strategy bringing new businesses to Maple Ridge: An estimated 70% - 85% of foreign investment is follow-on investment by established multinational companies so it is important to focus on existing foreign owned companies. Based on information gained from a variety of sources including the Maple Ridge Community Survey, aggregate data from E-Synchronist and other data sources such as BC Stats and Stats Can we will gain insight to build a solid marketing communications platform and tools to assist in reaching our goals. We will target specific industry sectors based on this analysis and our competitive strengths, select geographic markets where those industry targets are located and prepare marketing messages geared to the site selection criteria of those industries. Then we will execute the plan, measure our results against the community objectives, and adjust as necessary. To achieve best results we plan to use a comprehensive multi-faceted approach that includes relationship building, partnerships, marketing, events, and advertising elements appropriate to
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each of our audiences. Developing a communication plan that includes an analysis of current beliefs among key audiences will assist in focussing our efforts on closing existing gaps. Using a five-step purchase decision model of awareness, investigation, interest, consideration, purchase, and advocacy is useful in identifying what actions to take with particular sectors or groups to move them through the sales process. Neutralizing dissenters, moving those in the undecided or uncommitted to advocates takes significant time and ongoing effort. Foreign Direct Investment relies on a community being ready to receive investment enquiries. Maple Ridge recently participated in with EDABC in developing a site selector profile that includes the criteria businesses use when they decide to relocate or expand. 4.0 Performance Measures/Indicators Together with the EAC, Maple Ridge Economic Development is finalizing a standard set of Key Performance Indicators (KPI) and reporting format to systematically measure and report on each of the KPIs. These KPIs are typically 3 - 5 measures that indicate the economic health of a community. In addition to existing measures, we are contemplating the addition of metrics to reflect specific goals. For example, consistent with the Maple Ridge Town Centre Area Plan to densify and revitalize our Downtown area, measures could reflect the residential, commercial and retail development within the area including faade improvements. Also, over time and consistent with our goal of creating additional high value jobs in Maple Ridge we plan to track new jobs created in our target industry sectors. In the Film Production area we will add number of shoot days, and number of businesses and residences registered with the BC Film Commission. We plan to finalize the KPIs, establish our benchmark and target measures before year-end 2008 and begin quarterly reporting in 2009. 4.1 Service Area Goal: Improve Service Improve customer service by establishing a systematic data analytics approach to capture activities and identify trends in the community. The Business Retention and Expansion Officer will be responsible for implementing and managing the Amanda and E-Synchronist program. This industry standard approach provides essential tools that will assist Economic Development in achieving sustainable growth. This data, together with information from other sources such as the Maple Ridge Citizen Satisfaction Survey will allow us to capture and analyze our transactions and level of service demand and direct service to areas of highest importance to our clients using data to identify & close gaps. For the first time ever, we will have an accurate picture of the volume and types of requests we receive and process, a system to track our leads; identify / mitigate risks and seize opportunities for growth. We will also be able to adapt our plans and respond to changing market conditions or trends in a timely manner, and with action plans to close gaps to business planning in Economic Development. Delivery 4Q09 Working with Licenses, Permits and Bylaws Department and the IT Department, introduce BizPal, the national web-based information source that assists businesses by providing information about requirements, regulations, permit and license fees from all levels of government. Delivery 1Q09
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Goal Customer Service Target Maintain/improve customer service Measures Implement Amanda and E-Synchronist data bases. Use data to make informed business decisions. Work with BC Film Commission to ensure film production service Maple Ridge Citizen Satisfaction Survey
Objectives: Business retention and attraction consistent with the Economic Strategy Actions: Retain existing business through implementation of a routinized business retention strategy that uses ESynchronist to track, analyze and compare data. Working with Business License data develop and launch a business welcome package for new businesses Film Industry Grow our share of available BC Film production by continuing provide a high calibre of service to the Film Industry, an important source of direct revenue and economic benefit to the community Post Secondary education working with the school district and many of the local post secondary institutions, investigate potential scenarios for a multi-institutional post secondary campus here in Maple Ridge Development in Downtown Maple Ridge Develop a program to encourage beautification through facade improvements in Downtown Maple Ridge with a facade improvement grant program, jointly funded by the merchant or business owner, the BIA and Maple Ridge Economic Development. 4.2 Service Area Goal: Attract new business to Maple Ridge. Objectives: To ensure that the Strategic direction developed by the EAC and adopted by Council is comprehensive and can be implemented. Continue to work with the EAC and partnerships partner with other communities and organizations to attract investment and expanded the partnership to develop new attraction plans for advanced manufacturing, Agri-food and tourism product infrastructure. Actions: Improve Communications In cooperation with the Manager Communications, establish communications goals and approaches to build further awareness of the economic opportunities in Maple Ridge. Build interest and consideration among target internal and external audiences about the progress and highlights of Economic Development opportunities. Responsibility Sandy / Gary Timeline 2009 Responsibility BRE / Sandy Timeline
Marg
Ongoing
Sandy
2009 - 2013
Sandy
Target 3 businesses in 2009. Evaluate / establish future targets
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Actions: Through research and consultation, identify specific business attraction targets by industry sector for each of the next five years. Identify potential partners such as Metro Vancouver Commerce and the School District. Develop targets and establish specific plans to address marketing to local, regional and foreign markets to attract investment to Maple Ridge. Investigate potential areas of collaboration with the business community, agencies and senior government to develop an ambassador program (such as those in place in other jurisdictions that uses digital business cards and other easily portable items) to promote the community and highlight opportunities for development. Eco / Sport Tourism Eco Tourism brings $1.4 billion dollars annually to BC. Maple Ridge is an ideal location to begin capitalizing on our share of the market. Assist the Sport and Eco Tourism strategy development initiative Asia Twinning $50K grant funding obtained to research potential opportunities for BC and Asian cities to develop mutually beneficial economic partnerships or twinning. India is our focus, and there are a variety of activities underway in that respect. Destination Visitor Centre - 2008 UBCM grant provided funding for site location and recommendation for a gateway destination visitor centre to welcome tourists and visitors to Maple Ridge, Pitt Meadows and Mission. Contingent on available funding Real Estate Link in cooperation with the IT department and the Fraser Valley Real Estate Board develop a pilot project (see IT Department project descriptor). Via links available from the www.investmapleridge.ca site, provide interactive tools and resources to assist businesses and site selectors and create an interactive, vibrant two-way communications vehicle. Sustainable development Serve as project lead for development of Silver Valley lands Work with Sustainability Manager to support and update the Sustainability section of the website as well as the Counteract your Carbon and other projects to follow. Investigate and pursue sources of funding for projects that will allow us to leverage the work of others or reduce local budget requirements Action Business Retention Officer (BRE) in place & oriented E-Synchronist launch Amanda for EcDev in place by end of January Key Performance Indicators and quarterly reporting format established and reporting underway by (EAC) Establish welcome package for new and renewing businesses. Information from Brocks department. Establish process and program elements. Launch program Working with the BIA implement a grant process for facade improvement and monitor success Responsibility Sandy / EAC Timeline 2009 / 2010
BRE / Sandy
Develop / test in 2009 for full implementati on 2010. Strategy due December 09 2009
Sandy / Donna
Sandy
Sandy / Mike Murray / Laurie Darcus John Bastaja / Sandy
Sandy / Silver Valley Team Laura / Sandy
in 2009 / 2010, issue RFP and progress accordingly Establish framework and conduct research 2009. Implement 2010. 2009 2013 Ongoing
Responsibility Sandy BRE BRE Sandy / BRE BRE / Sandy
Timeline 1Q09 1Q09 2Q09 3Q09
BRE / Sandy / 2Q09 Buildings /

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Action Continue to grow film production Develop a plan to attract tourist accommodation infrastructure such as destination tourist attractions Review, adopt and implement strategies from the High Tech Attraction strategy Develop and Soft launch ambassador program. Budget dependant Responsibility Planning? Marg and Sandy / Donna Sandy Sandy / BRE Timeline Ongoing 4Q09 1Q09 & ongoing 3Q09
4.3 Service Area Goal: Economic Development: Build a sustainable community that includes a balance of land use types. Maple Ridge is poised for unprecedented residential growth and development, due in large part to improved access when the Golden Ears and Pitt River bridges open in 2009. Maple Ridge remains one of the most affordable municipalities in all of Metro Vancouver from a residential housing perspective and there is an abundance of available land. Maple Ridge Economic Development is a department of the District of Maple Ridge whose mission is to create and sustain wealth within the District. Facilitating new economic opportunity consistent with the Council Corporate Strategic Plan and the Strategic Plan of the Economic Advisory Commission is the key function of the department. The two key focus areas for Maple Ridge Economic Development are working with the local business community to help ensure that it achieves maximum potential. Over time our goal is to increase the percentage commercial and industrial development contributing to the tax base. Goal Diversified Tax Base Target Over time ( 10 20 + years) increase contribution from commercial and industrial taxation; and decrease contribution residential (from 92.2% in 2007) Increase year over year, with a focus on priority sectors Measures New tax revenue from commercial growth
Economic Growth
Business license renewals Value of building permits Growth in the Town Centre Residential, commercial & retail (Specific measures TBD)
Objectives: The main objective is diversifying the tax assessment base from a primarily residential model to a healthy and balanced assessment base consisting of residential, commercial, industrial and agricultural percentages that each continue to thrive. This is a challenging strategy as it can be tempting during times of accelerated growth to pursue any prospective investment in the community. Instead, we want to ensure that we use a triple bottom line sustainability assessment that examines the economic, social and environmental impacts and benefits of each over the long term. Build a sustainable community that includes a balance of land use types
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Measures:
New Tax Revenue from Commercial Growth
New business and light industry properties on the assessment roll will generate $87,191 in general taxes. Assessment changes in the major industrial class generates an additional $1,782 in general taxes.
$550,000 $450,000 $350,000 $250,000 $150,000 $50,000 -$50,000 2004 2005 2006 2007
Light Industry
Business
Major Industry
Percentage of Tax Assessment Base from Residential Sectors

94% 92% 90% 88% 86% 84% 1987 1991 1995 1999 2003 2007
The long-term trend has been an increase in the proportion of residential assessments. New construction for 2007 in residential properties has outpaced all other classes of properties. However, the business and industrial property classes have appreciated more than the residential class of properties.
The result is the proportion of the residential assessed values has decreased slightly. Property tax rates are adjusted to compensate for market appreciation so the reduction in the proportion of residential assessed value does not translate into a reduction in the proportion of property taxes received by the residential property classes.
Property Assessment Values by Property Class

1987
Other 1 2.8%
2007
Other 7.8%
Residential 87.2%
Residential 92.2%
NOTE: Beginning in 2009 Economic Development will be replacing Property Assessment with Tax Revenue Distribution measures this provides a more accurate reflection of investment in new construction.
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Attracting new investment and employment to Maple Ridge is important. Retaining current businesses is equally important. In 2007, 88% of commercial business licences were renewed, which is consistent with the previous year. For home-based business licences, 82% were renewed, which is consistent with the previous year. The number of business licences issued in 2007 was 4,144. Commercial licences accounted for 1,448; there were 1,563 homebased businesses licences, and 1,092 nonresidential licences (businesses based in other communities), as well as 41 non-profit licences.
Business Licence Renewals 95% 95% 90% 85% 80% 75% 70% Commercial
2004 2005
90%
89% 88% 80% 83%83% 82%
Home-Based
2006 2007
4.4 Service Area Goal: Film Since 2006 when Maple Ridge Economic Development hired a dedicated Film Production Liaison the volume of production has increased dramatically due to a variety of factors including expanded labour tax credits and proactive customer service and care. The BC Film Commission uses a conservative estimate of $10K / shoot day of economic impact in the community. The benefit comes through the creation of employment and sale of goods and services to the film industry. 2007 saw an unusually high number of productions; however due to a writers strike, there was very little filming during the first quarter of 2008. Maple Ridge is known as a film friendly community and is fast becoming an industry favourite! We have set targets regarding growing our share of available BC film production; and building awareness and interest within the industry as well as with residents and businesses who can benefit directly from being registered as a location for filming. The Film Production Liaison office serves as a one stop shop service centre for film related processes and information. Revenue generated from film is distributed to various departments including Economic Development, Police and Fire and many others for fees related to Business License, Electrical permits, and the use of streets, parks and facilities and personnel. Objectives: Attract film productions through excellent customer service, cost competitiveness and a streamlined process Goal Film Industry Growth Target Maintain / Grow share of available BC Film production Measures / Indicators* Number of permits Value of permits Number of productions Number of shoot days Number of properties registered with the BC Film Commission* Estimated total budget *
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Measures:
Number of Permits
300 250 200 150 100 50 0 2003 2004 2005 2006 2007 80 60 40 20 0 2003 2004 2005 2006 2007
Number of Productions
The District has promoted Maple Ridge as a preferred filming destination directly to film production companies and through the BC Film Commission. The film industry is discovering Maple Ridge and its many assets, providing local businesses with a new market for their goods and services, and providing citizens with employment opportunities. The strength of the Canadian dollar and senior government tax credit policy also influence filming location decisions.
Year 2005 2006 2007 2008 YTD October # of Productions 34 62 62 41 # of Permits 138 265 227 151 "Shoot" Days (estimated*) 200* 400 442 304 Revenue $2.00 M $4.00 M $4.42 M $3.04 M
Actions: Include a customer service measure re local & BC Film Commission reported complaints & commendations Begin tracking film related activity in Amanda Develop format and report film production statistics. Add registered properties & shoot days Develop a plan to build awareness of the importance of film production to the local economy Market the film industry in Maple Ridge. Develop 2 new ways to use the Film section of the investmapleridge.ca website to promote and encourage the film industry.
Responsibility Marg
Timeline By 2Q09
Marg / Admin Marg / Sandy
With the implementation of Amanda in Economic Development 1Q09. Ongoing Quarterly beginning 2Q09
Marg working with the BC Film Commission and Industry partners Marg
By end of 2Q09
Implement by 3Q09. Ongoing
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Economic Development
2008
Adopted Account Revenues Contributions from Others (BIA) Grant (UBCM) Grant (Provincial) Permits Sale of Services Expenditures Advertising Committee Costs Conferences & Meetings Contract Grants & Donations Memberships Miscellaneous Postage & Courier Salaries Studies & Projects Supplies
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($153,000) ($153,000) ($283,868) $0 ($50,000) $0 ($5,000) ($5,000) ($10,000) ($10,000) ($501,868) ($168,000) $47,158 $500 $21,325 $35,000 $153,000 $1,425 $970 $2,000 $275,225 $348,868 $2,425 $887,896 $386,028 $47,158 $500 $21,325 $35,000 $153,000 $1,425 $970 $2,000 $280,792 $15,000 $2,425 $559,595 $391,595
$0 $283,868 $50,000 $0 $0 $333,868 $0 $0 $0 $0 $0 $0 $0 $0 $5,568 ($333,868) $0 ($328,301) $5,567
0% ($153,000) ($153,000) 100% $0 $0 100% $0 $0 0% ($5,000) ($5,000) 0% ($10,000) ($10,000) (67%) ($168,000) ($168,000) 0% 0% 0% 0% 0% 0% 0% 0% 2% (96%) 0% (37%) 1% $47,158 $500 $21,325 $35,000 $153,000 $1,425 $970 $2,000 $289,873 $15,000 $2,425 $568,676 $400,676 $47,158 $500 $21,325 $35,000 $153,000 $1,425 $970 $2,000 $299,335 $15,000 $2,425 $578,138 $410,138
$0 $0 $0 ($5,000) ($10,000) ($15,000) $47,158 $500 $21,325 $35,000 $0 $1,425 $970 $2,000 $307,621 $15,000 $2,425 $433,424 $418,424
$0 $0 $0 ($5,000) ($10,000) ($15,000) $47,158 $500 $21,325 $35,000 $0 $1,425 $970 $2,000 $316,512 $15,000 $2,425 $442,315 $427,315
Totals
Proposed Changes or Remarks: Grants / Studies & Projects: These are directly correlated; it is likely that UBCM grant funding will continue in 2009. At the time that they are approved the grant revenue and planned expenditure will be added. Salaries: Variance is in line with the wage and benefit cost contingency.
6.0
Capital Budget Request submitted to Trevor Thompson. Information Technology Update Request submitted to John Bastaja for IT (voice and data) items to facilitate proposed staffing and programs including BRE officer, implementation of Amanda system for Economic Development; and wireless speakerphone for the boardroom to facilitate better use of the meeting space for staff and community groups. Incremental/Reduction Packages None
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7.0
8.0
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District of Maple Ridge Office of the Chief Administrative Officer Communications Department Business Plan 2009 2013
The Communications Department is dedicated to developing and enhancing the two-way flow of communication between the District and its customers and employees. The Departments activities include disseminating timely and accurate information, ensuring customers and employees have ample opportunities for input/participation, developing communication strategies for specific issues, acting in the role of Information Officer for the Emergency Operations Centre, assisting with the advertising and promotion of District programs and events and, creating and supporting a consistent visual identity for District communications. The Department strives to enhance the value added to the organization by ensuring its services align with and actively support the organization's strategic direction and by providing first-class advice and communication services on a day-to-day basis. 2.0 Corporate Overview Strategic Alignment Governance and Community Relations The Communications Department is a resource and service department to Council and all municipal departments. It provides limited support to some of the fee-for-service partners. By facilitating the two-way flow of timely and accurate information, the Department directly supports the Governance and Community Relations focus areas in Councils Corporate Strategic Plan. Open and honest exchange is at the heart of the Governance goals of: conducting our business in a manner that will uphold and enhance the public trust functioning as an open government with the greatest possible access by citizens to information and decision making processes Similarly, efforts are in complete alignment with the Community Relations goals of: encouraging citizen participation in local government and local government decision-making developing methods to communicate on a timely basis with citizens and community groups The Communications Department receives frequent enquiries from the public including media and does its best to assist the customer to receive the information they are enquiring about. Often this involves coordinating efforts between other departments, the Mayors Office and members of Council. In addition to these contributions, the Communications Department assists other municipal departments that are directly involved in the attainment of Councils Economic Development, Safe & Livable Community, Smart Managed Growth, Financial Management, Inter-Government Relations, Transportation, and Environment strategic focus areas. Assistance is provided by ensuring accurate and timely information is easily accessible, by facilitating a two-way dialogue on current issues and, by ensuring activities and services are properly advertised.
Business Plan 2009 2013 Office of the Chief Administrative Officer Communications Department
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The Manager Corporate Communications participates on committees like the Communications and Information Technology committees to encourage and support efforts that improve the flow and understanding of information between the District and its various stakeholders. This position also has regular contact with external government departments and agencies such as other municipalities, the Provincial Government and TransLink. One of the key tools used to support the strategic focus areas is the municipal website. www.mapleridge.ca contains current and factual information on many topics in every focus area and also provides interested parties with an opportunity to respond via email. This past year communication with the public on the Internet was expanded by introducing Really Simple Syndication (RSS) feeds that provide subscribers to the Districts website regular information updates on a variety of topics. Ensuring information on the web is easy to find and up-to-date is one of the departments critical contributions. 3.0 Departmental Overview Services Provided External Communications The Department has a responsibility to ensure that external customers have easy access to timely, accurate and meaningful information relating to planned and current District activities and are also kept informed of positive events in the community. Equally important is the Departments responsibility to work with other District departments to facilitate and encourage customer input and to ensure external customers are aware of the variety of opportunities they have to provide input on matters before Council. Internal Communications The Districts customers are best served when employees have knowledge of relevant issues and recent decisions made relating to their service area and the entire organization. The organization is best served when employees have opportunities to provide input into current issues and have avenues to make suggestions on improving effectiveness and efficiency. The Communications Department attempts to facilitate this two way flow of information by ensuring accurate information is promptly available; by providing tools and systems all employees can use to gain access to, and comment on, this information and; by encouraging staff to make it a priority to seek and share their knowledge and ideas. Issues Management On an ongoing basis projects and issues will arise that are of great interest to many members of the community and are of a nature that the preferred solution of one group is inconsistent with the preferred solution of another. The Communications Departments role is to help Council articulate the message(s) they wish to deliver on the matter and to assist Council in delivering that message to the different audiences in the most effective way for each target group. Emergency Operations Centre Communication When emergencies or critical incidents happen and involve the District, the Communications Department plays an integral role. Normally acting as the Information Officer, this position works closely with the all sections of the Emergency Operations Centre and other stakeholders such as utility operators and other government communication representatives to ensure accurate and timely information is being distributed to all concerned parties.
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Media Relations The media play a critical role in informing and influencing public attitudes, opinions and behaviours. Therefore, it is important that the District understand the needs and motivations of the media and conduct communication business accordingly. Advertising and Promotion The District delivers or contracts for a large variety of services that our citizens value. Making citizens aware of these services and activities through advertising and promotional activities is the responsibility of specific departments with assistance from the Communications Department. The Communication Departments role revolves around reviewing advertising and promotional material to ensure graphic and grammatical standards are adhered to and sometimes is asked for creative or production input. The Department may also assist and support in other areas such as municipal special events and ceremonies. Protocols Being a government organization, protocols need to be attended to. This involves activities such as providing guidance on the proper use of the corporate logo/crest, correct positioning of flags, inviting and welcoming dignitaries and speaking order at special events. Visual Identity Standards It is important to develop, promote and enforce visual identity standards so that all communication from the District is instantly recognized as information from Maple Ridge. The Communications Department is working with other departments to develop a Maple Ridge look and feel that will be part of our advertising, brochures, website, letterhead and the like. Customers Citizens, property, and business owners of Maple Ridge, Council and staff of the District of Maple Ridge, District website users including prospective citizens, visitors, business investors, and researchers. Resources Manager of Corporate Communications 100% Research Technician 12% Executive Assistant 10% Values Prompt, courteous and responsive service for all customers Open, honest and timely communication Clear and consistent messaging in all District communications Effective communication to maintain trust and credibility with the Districts citizens and employees
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Organization Chart
Net Operating Budget = $207,653 Full-Time Equivalent Staff = 1 Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Look at ways to reduce environmental impact through the work that Communications does (for example: proofs will be double-sided in black and white on bond paper). We will also make use of technology as much as possible such as producing electronic proofs. Introduce and maintain methods by which citizens and customers have easy access to timely, accurate, and meaningful District information. Promote public participation in Councils decision-making process. Maintain a library of municipal photographs. Work in partnership with the Clerks Department, School District No. 42, and local media on an education campaign with respect to 2008 local elections. Status as of September 30, 2008 ongoing special emphasis placed on sustainablerelated production of Districts major reports in past two years, for example, the use of waterless printing and 100% postconsumer fibre and 100% recyclable paper exchange of digital proofs increased considerably noticeable increase in public and media enquiries through Communications office in past year office attempts to respond to enquiries within one day and with the information requested encourage and support departments to involve public in various decision-making processes by way of advertising, display materials, general correspondence, etc. ongoing working in partnership with Clerks Department, School District 42, regional municipalities, and media on comprehensive election initiative major emphasis on increasing voter turnout efforts being organized and coordinated on a regional basis available to assist and support departments on projects and initiatives where communication plans are required an example would include working with Engineering when getting ready to begin a large road improvement project have been encouraging other municipalities and regional health authorities to work together to produce a municipal
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As required, develop communications plans that provide a comprehensive outline and strategy to address the communications requirements of the issue in question. Work in partnership with municipal and regional emergency services on a communication plan regarding the possibility of a pandemic event.
97
2008 Deliverables Proposed in Business Plan Status as of September 30, 2008 communication plan this work had to be postponed until at least this fall; efforts continue to consider a coordinated regional plan will work with Emergency Coordinator completed ongoing this has proven very helpful particularly with issues considered more high profile and high interest to the community ongoing ongoing need to continually remind departments that alerting the Communications Department of any issues would assist in this task completed
Prepare emergency communication plans for the possibility of seasonal flooding and West Nile Virus occurrences. With support and input from all departments, senior management and Council, be out-front of developing issues so that our communications activities are proactive rather than reactive. Assist other departments with communicating projects to the public. Provide District information to the media in a timely, accurate, newsworthy, easily understood, and professional manner. Participate in the Vancouver Sun newspapers special feature on sustainability through 2008 including advertising and submission of a bimonthly column. Build and maintain relationships of mutual respect between Communications staff and the media. Organize media training for senior staff and Council as desired so that they are knowledgeable about the needs, motivations, and methods used by the media. Arrange media kits that include organization background information, news release, contact information, and other reference materials for any news conference events. Develop presentation packages for all departments. Maintain standards with respect to graphic presentation and grammar. The policy regarding Communications role in reviewing advertising and promotional material will be well understood and adhered to. Documented protocol(s) will exist that provide guidance to staff and others involved with District ceremonies and special events. Provide protocol assistance for community groups and functions when requested or when the District of Maple Ridge is participating. Develop a corporate communication plan encompassing activities of all departments.
ongoing no need brought forward
completed
completed; departments can add or build from existing templates that have been developed completed and now ongoing with departments
completed Ongoing Examples include Canada Day and Remembrance Day events First draft is complete. The project will be ongoing as new components are inserted into the plan such as Pandemic Plans
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Found Milestones Picture BC Project (UBCM/Knowledge Network) o Images portraying Maple Ridge have been selected and downloaded to project site o Image titles and descriptions are complete and downloaded Assisted departments with focus group facilitations o Session involvement included a Top Performing Municipalities initiative on employee generations and a Fire Department Paid On Call workshop Worked with film company on project featuring Maple Ridge at the Beijing Olympics o Film production completed; shown at 2008 Olympics (BC Pavilion) Additional Accomplishments Worked with Maple Ridges Clerks Department organizing a regional 2008 Local Government Elections campaign to encourage people to vote Distributed Maple Ridges Vision 2025 to all departments for employee information and public posting Completed Dark Site outline for website emergency communication purposes Produced bi-monthly sustainability ad and column for the Vancouver Sun newspaper Assisted departments on various projects including transit open house, roadway improvement communications, Top Performing Municipality workshops, Freetown project Assisted Clerks Department with communication plan for alternative approval process Worked on special project (Picture BC) in conjunction with the Union of BC Municipalities and Knowledge Network to profile Maple Ridge internationally Worked with a film production company to produce a series of film highlights on Maple Ridge shown at the 2008 Olympics in Beijing, China Produced and contributed to several publications including Tourism magazines, industry sector publications (e.g., realty companies), Tax Newsletter and Citizens Report Worked with other departments in the production and hosting of the Districts booth at the Home Show Worked with Purchasing to complete the awarding of a new newspaper advertising contract Assisted the Justice Institute of BC with the designing of a new emergency communications program Assisted Top Teen of Canada contestant from Maple Ridge for youth talent competition Liaised with communication services associated with both the Golden Ears and Pitt River Bridge projects Attended site tours of both the Golden Ears and Pitt River Bridges Assisted Provincial Government with photo information to profile Maple Ridge on Fact Sheets 4.0 Performance Measures/Indicators 4.1 Service Area Goal: External Communication The goal of this service area is to ensure that our external customers have easy access to timely, accurate and meaningful information related to planned and current District activities and are also kept informed of positive events in the community; and, to ensure our external customers are aware of the variety of opportunities they have to provide input on matters before Council. Objectives: Citizens and customers have easy access to timely, accurate and meaningful information regarding District activities and issues. The public is informed about what is happening in the community. The public is aware of the opportunities they have to participate in Councils decision-making process. Customers and other stakeholders have access to documents and other materials from which they can learn about District performance and achievements. An event calendar is used to plan for recurring events in the community. A library of photographs of the community and community activities is maintained.
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Action, Responsibility and Timeline: Work in partnership with and encourage District departments to post and distribute public information in a timely fashion; Gary Manson, Department representatives; Ongoing Work with Department Ambassadors, Communication Committee members and the Corporate Management Team to keep Communications in the Loop.; Gary Manson, CMT, Departments; Ongoing Acknowledge receipt within one business day when public enquiries are received through the Communications Department and further indicate when full responses can be expected; Gary Manson; Ongoing Regularly attend Council meetings to stay updated on various Council and community issues; Gary Manson; Ongoing Write and distribute news releases and organize news conferences pertaining to important District events and issues; Gary Manson; When requested or required Implement outcomes/recommendations that flow from the Citizens Survey. Produce, distribute, and post a Citizens and Annual Financial Report; Gary Manson, Cindy Dale; Apr 2009 Produce and distribute a community Tax Newsletter; Gary Manson; May 2009 4.2 Service Area Goal: Internal Communication The goal of this service area is to facilitate the flow of information between all levels of the organization and departments by ensuring accurate information is promptly available; by providing tools and systems all employees can use to gain access to, and comment on, this information and; by encouraging staff to make it a priority to seek and share their knowledge and ideas. Objectives: Employees have easy access to timely, accurate and meaningful information regarding organizational activities and issues. Employees are and feel informed about what is happening in their department and the organization. Employees are aware of the opportunities they have to influence decisions that impact their work. Information provided is timely, accurate, easily understood and is presented in a professional manner. Departments are conscious of and diligent about providing adequate notice to each other concerning changes that will or may affect others. Action, Responsibility and Timeline: Work with intranet users group to update content on intranet; Cindy Dale, Caroline Harrison; Ongoing Attend Corporate Management Team meetings to provide and receive updates on corporate issues; Gary Manson; Ongoing Ensure employees have up-to-date and accurate information related to any Emergency Operations Centre events; Gary Manson; As need arises
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4.3 Service Area Goal: Issues Management The goal of this service area is to effectively anticipate, plan, organize, implement, and evaluate communications activities regarding critical municipal issues. Objectives: As required, develop communications plans that provide a comprehensive outline and strategy to address the communications requirements of the issue in question. To be out-front of these issues so that District communications activities are proactive rather than reactive. To have Council and senior staff seek and value the departments opinion and advice on the communication needs and strategies associated with the issue(s). Action, Responsibility and Timeline: Attend Corporate Management Team meetings to provide and receive updates on corporate issues; Gary Manson; Ongoing Be ready to assist and support the Districts Emergency Operation Centre at any time it is activated; Gary Manson; Ongoing Assist other departments with communicating projects to the public; Gary Manson; Upon request Attend Directors/Exempt staff meetings to educate staff on our services, our role, and user department responsibilities; Gary Manson; Mar 2009 4.4 Service Area Goal: Media Relations The goal of this service area is to understand and to help Council and staff understand the needs and motivations of the media and, to conduct communications activities in a manner that maximizes the benefits of the Districts relationship with the media. Objectives: The media is informed about what is happening in local government. Information provided by the District is timely, accurate, newsworthy, easily understood, and is presented in a professional manner. A relationship of mutual respect exists between the Communications staff and members of the media that the District interacts with on a regular basis. Senior staff and Council as desired are well-trained and knowledgeable about the needs, motivations and methods used by the media. A media kit template exists that includes organization background information, news release, contact information and other reference materials. The District has a process for tracking and referencing print media coverage of the District. Action, Responsibility and Timeline: Keep track and categorize newspaper media reports regarding District events and issues; Malcolm Lee; Ongoing Monthly meetings with the local newspaper holding the Districts contract; Gary Manson; Monthly Explore media relations training for Council and senior staff representatives; Gary Manson; Jun 2009
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4.5 Service Area Goal: Advertising and Promotion The goal of this service area is to develop and support graphic and grammatical standards for advertising and promotional materials and to ensure the Districts interests are well represented at community special events and ceremonies. Objectives: District advertising and promotions materials will have a consistent look, will be timely, factual and well written and presented in an attractive and professional manner. Standards will exist with respect to graphic presentation and grammar. The policy regarding Communications role in reviewing advertising and promotional material will be well understood and adhered to. Contracts with newspapers, graphic artists and other professional service providers will be well-managed. Documented protocol(s) will exist that provide guidance to staff and others involved with District ceremonies and special events. Staff with responsibilities related to organizing and promoting special events and ceremonial occasions will be trained and knowledgeable. Action, Responsibility and Timeline: Adhere to guidelines for ordering District promotional items; Gary Manson, Individual departments; Ongoing Assist District Departments with any protocol issues related to community events such as Canada Day; Gary Manson; Ongoing Write and conduct a weekly radio update on Maple Ridge events and issues; Gary Manson; Ongoing Work in partnership with the Golden Ears Bridge development and TransLink with reference to the bridges grand opening; Gary Manson; First and Second Quarters 2009 Work with the Vancouver Sun newspaper on a Maple Ridge Special Feature; Gary Manson; First and Second Quarters 2009 Work in partnership with the Pitt River Bridge development and the Provincial Government with reference to the bridges grand opening; Gary Manson; Second and Third Quarters 2009 4.6 Service Area Goal: Visual Identify Standards The goal of this service area is to develop, promote and enforce visual identity standards so that all communication from the District is instantly recognized as information from Maple Ridge. Objectives: District communications tools will have a look and feel that over time become synonymous with Maple Ridge. Standards will exist that define how our logo and other identity pieces can and cannot be used. Action, Responsibility and Timeline: Continue to build visual identity Graphics Guideline manual; Gary Manson, Cindy Dale; Ongoing Complete adoption of new logo on all District properties including fleet vehicles; Gary Manson, Individual departments; Jun 2009 Develop and adopt visual identity standards policy; Gary Manson; Mar 2009
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Communications
2008
Adopted Account Expenditures Advertising Consulting Miscellaneous Publicity Salaries Supplies - Software Totals
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$30,072 $34,559 $4,945 $19,779 $110,326 $3,000 $202,681
$30,072 $34,559 $4,945 $19,779 $115,298 $3,000 $207,653
$0 $0 $0 $0 $4,972 $0 $4,972
0% 0% 0% 0% 5% 0% 2%
$30,072 $34,559 $4,945 $19,779 $120,030 $3,000 $212,385
$30,072 $34,559 $4,945 $19,779 $124,898 $3,000 $217,253
$30,072 $34,559 $4,945 $19,779 $129,381 $3,000 $221,736
$30,072 $34,559 $4,945 $19,779 $134,077 $3,000 $226,432
Proposed Changes or Remarks: Salaries: Variance is in line with the wage and benefit cost contingency.
6.0 7.0 8.0
Capital Budget None Information Technology None Incremental/Reduction Packages None
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District of Maple Ridge Office of the Chief Administrative Officer Human Resources Business Plan 2009 2013
1.0 Executive Summary The Human Resources Department is a small group of employees dedicated to providing our coworkers with a comprehensive suite of human resource services so they are able to maximize their individual contribution to the Districts goals. The purpose of our business plan is to describe how what we do contributes to the overall corporate strategic plan of Council and to outline where we want to take our Department in the future. We will provide indicators of what we do and show how we can improve these indicators through our action plans for the year 2009 and beyond. To develop this business plan we collectively reviewed the Corporate Strategic Plan, considered a number of the issues that arose during 2008 and revisited our previous business plans, using the good work of the past as a springboard for our future. Looking to the future, the Human Resources Department will strive to enhance the value we add to the organization by ensuring our programs align with and actively support the organization's strategic direction and by providing first-class advice and program administration on a day-to-day basis.
2.0
Corporate Overview The Human Resources Department is a resource and service department to Council and all municipal departments. We support Councils Corporate Strategic Plan by helping meet the goals of the following strategic areas: Strategic Alignment Environment Continue to promote individual, community and business responsibility for the stewardship of natural resources by leading an employee group that is championing sustainable practices in the work place. The work group is has implemented and is working on initiatives in the areas of the 3Rs waste reduction, alternative commuter transportation and energy reduction Transportation Promote alternative modes (pedestrian, bike and public transit) of travel to reduce reliance on the automobile by working with a number of District departments to make it feasible for employees to ride their bicycles to work by ensuring the provision of secured bicycle storage and the availability of shower facilities. Car-pooling is also encouraged through a discount on parking fees for employees who share a parking permit and using the Jack Bell portal to link our employees with other commuters with same commuting patterns. Finally an employee group is researching the pros and cons around using municipal fleet vehicles as a car pool vehicle. Safe and Liveable Community
Business Plan 2009 2013 Office of the Chief Administrative Officer Human Resources
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Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders The Human Resources Department makes an important contribution to the Emergency Operations Centre by ensuring employee and volunteer Health & Safety and risk issues are considered and by providing back-up Public Information Officer services. The Department has also taken a lead role in developing and implementing emergency preparedness procedures for all tenants in the Municipal Hall and Tower. Finally, the Department has been active in assisting local community groups, such as the Jazz and Blues Festival Society, Canada Day organizing committee by conducting safety awareness sessions, for both organizers and event participants. Financial Management Provide high quality municipal services to our citizens and customers in a cost effective, efficient and timely manner. Our employee suggestion system; labour negotiations; health, safety and attendance support activities and, benefits tendering processes all support this goal. This document is evidence of our commitment to the business planning process as a decision making and measurement tool. Inter-Government Relations/Networks Develop and maintain strong, positive working relationships with our adjacent neighbours, the municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow members of the Greater Vancouver Regional District; and the Fraser Valley Regional District by continuing our strong working relationship with the Labour Relations Department of Metro Vancouver with the British Columbia Municipal Safety Association and with our local office of Human Resources Development Canada. Economic Development Develop a customer-service oriented approach to the delivery of municipal services that is timely, cost effective, friendly and efficient by providing staff training that emphasizes and enables great customer service and by focusing on our recruitment practices on measuring interpersonal and customer service skills. The department has also been heavily involved in organizational structure reviews of other District departments and divisions the goals of which include improved customer service Interdependencies In 2009, three projects require assistance from other departments. The staged implementation of the Human Resources Information System will require support from the Information Services Department who will also be a key player should the District move in the direction of enabling work-from-home opportunities on a more structured basis. An employee work group is currently research telework policies implemented by other employers. The roll-out of the enhanced employee wellness program will require support from Parks and Recreation. Of course, almost all of our day to day programs and services require ongoing support, communication and coordination with all of the departments we serve.
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3.0 Departmental Overview Mission Statement: The mission of the Human Resources Department is to provide high quality assistance and advice to our customers on human resources issues and to help foster a work environment that maximizes the capabilities of our people. The Human Resources Department actualizes this mission by helping our customers set themselves up for success. We do this by working with managers to select the right people; by mutually establishing and monitoring expectations, by identifying and delivering employee training and development needs; by attempting to negotiate more practical working arrangements; by working proactively to maximize the health, safety and attendance of our staff; and, by ensuring our employees are appropriately recognized and compensated for their efforts. Services Provided Administration and Employee Involvement Activities (Top Performing Municipality (TPM) initiative, performance planning, employee recognition and suggestion programs (GEM/VIP), fundraising, social activities, employee files, Photo ID, employee newsletter, and Human Resources reception) Attendance, Health, Safety Programs (WCB compliance, attendance support, early return to work program, safety training, investigations, risk management, and safety orientation) Classification and Salary Administration (job descriptions, reclassifications, exempt recognition program, exempt compensation reviews, regional pay/benefits, and surveys) Labour Relations (collective bargaining; grievances; human rights and harassment issues; collective agreement, labour law and policy interpretation and advice, and labour relations data) Payroll and Benefits Administration (welfare benefits tender and administration, employee assistance program, payroll administration, parking management, new employee setup, HRIS, payroll changes, and payroll data entry) Recruitment (succession planning, employee recruitment, job advertising, orientation program, exit process, and resume handling) Training (needs analysis, training calendar, professional development, and staff initiated requests) Customers Council, employees, and external applicants Resources Executive Director to the CAO 70% (remaining 30% is work for CMT and Council) Manager of Payroll and Employee Relations Senior Human Resources Officer Human Resources Officer Human Resources Clerk Payroll Coordinator Clerk II (half-time) Values Under development
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Organization Chart
Executive Director to the CAO John Leeburn
Manager Payroll & Employee Relations Michelle Wetherill
Senior Human Resources Officer Steve Traviss
Human Resources Officer Kathy Lamont
Payroll Clerk Cynthia Ulrich
Human Resources Clerk Dee Nagra Clerk II .5 FTE Catherine Schmidt
Net Operating Budget: $1,069,760 Full-Time Equivalent Staff: 6.5 Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Succession Planning: Continue implementation of activities; current priorities are Operations Centre and Information Services Top Performing Municipality Initiative: Implement and monitor BCIT leadership Adjust training program to meet current needs Repeat the measure of employee engagement, selfrated leadership and cross functional involvement first measured in Spring 2006 Implement the recommendations of the seven cross-functional workgroups Status as of September 30, 2008 Ongoing
Increase the focus on employee wellness consistent with the incremental package for the Employee Sustainability Program submitted by the Office of
Done Cohort 1 is in 3rd course; cohort 2 on second course Ongoing Done Results trending in right direction next step is to communicate the good news Employee Recognition Program Innovative Recruitment Methods New Employee Orientation Program Exempt Merit Pay Issues TPM and Training Priorities Employee Wellness Department Ambassador Done Barrier Free and Choices
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2008 Deliverables Proposed in Business Plan the Chief Administrative Officer Use Department Ambassadors to explore ways to break down isolation of departments outside the hall and tower Continue to explore and, where feasible, implement programs that increase hours of work flexibility for employees (i.e. formal work-from-home program) Find safety champions within workgroups to take a leadership role in changing attitudes about safety Work with Information Services to explore ways to increase depth of technical support Take lead on designing and implementing Smart Commute program for municipal employees Increase % of performance plans completed Document employee health management process Conclude bargaining with both unions upon conclusion, develop and deliver education session to supervisors and managers on the collective agreements highlighting the changes just negotiated Offer seminar(s) focused on helping prepare our employees for their life post-retirement not just financial information but what are the keys to a happy and healthy retirement Research the technology available for testing the abilities of recruits on different software packages and their level of data entry and keyboarding skills Implement breakfast club or chat & chow for supervisors providing a voluntary opportunity for this group to come together on a regular basis (perhaps every 2 months) to talk about issues related to their roles as leaders 2008 Found Milestones Service Area Employee Involvement Status as of September 30, 2008 Done Retreats to brainstorm, Open Houses Deferred to 2009
Deferred to 2009 No Progress In Progress Will complete by end of 2008 Done data to back this up Done Training session held Oct 09 Done
Deferred to 2009
Done on-line program purchased and installed Abandoned
Other Achievements Employee sustainability committee Full implementation of Department Ambassadors Driver manual Massage therapist
Projects in Progress Smart Commute Program for employees
Attendance, Health & Safety
Training sessions for attendance support program Building depth in knowledge of CUPE job classification system Telework employee work
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Classification and Salary Administration Labour Relations
Follow-up support to Recreation Positioning for the Future reorganization process Building depth (Snr HR Officer)
108
Service Area Other Achievements Projects in Progress group Group Benefits Tender
Payroll & Benefits
Four groups of retro payments Survived 9 months with a manager vacancy 1st participation in a career fair Building depth (acting opportunity for HR Clerk)
Recruitment
Innovative Recruitment methods review of recommendations from the BCIT Leadership 2 final term projects Implementation of Office Admin Certificate program
Training
Generations Improv Sessions
Statistics
2003 % FT P/Plans Completed # GEM Awards # VIP Awards # United Way Donors United Way $ Raised Sick Leave Hours WCB Hours # Employees Reviewed # Positions Reviewed # Grievances #Arbitrations re Grievances Avg Biweekly Pay Advices Avg Biweekly Pay Run Benefits Paid/Premiums # Retirees # Job Postings # New External Hires # ees in Career Programs # One-Off Sessions Attd 73.00% 25 0 127 $23,141 12,971 2,766 20 13 2 0 455 $603,850 61% 4 61 4 24 55 2004 47.00% 8 0 123 $24,112 16,891 2,162 5 3 2 0 448 $653,305 65% 7 81 15 20 90 2005 66.53% 26 2 127 $27,113 17,280 1,562 2 2 4 0 455 $694,484 72% 4 66 10 20 79 2006 63.48% 11 0 87 $28,791 21,040 5,323 21 15 10 0 490 $776,010 70% 6 85 10 17 130 2007 n/a 15 0 115 $30,227 20,014 7,110 19 17 10 0 512 $836,433 61% 6 99 15 25 180 To Sept 30/08 57.24% 22 0 127 $33,286 18,006 4,802 20 17 3 0 523 $913,876 66% 7 92 31 55 103
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4.0 Performance Measures/Indicators This section describes the broad mandate and associated outcomes of each of our seven service areas. 2009 work plan items: 4.1 Service Area Goal: Administration and Employee Involvement In general terms, the goal of this service area is to facilitate a variety of ways that employees can communicate and interact. We strive to ensure that employee information is accurate and accessible. Objectives: Demonstrate that our people are our most valuable resource. Facilitate communication of goals and expectations between employees and their supervisors by ensuring that the quality and quantity of Performance Plans completed is high. Suggestion and Recognition programs are seen as credible. Provide opportunities for employees across the organization to come together for work, fundraising and social activities. Action Actively monitor the number of performance plans completed and encourage and support employees and supervisors to have these conversations. Goal is 75% completion for F/T and RP/T employees. Implement recommendations on recognition and reward programs monitor success. Ensure Department Ambassador Program delivers on Department Open Houses. Lead the design and implementation of a Smart Commute program for municipal employees. Lead the United Way Campaign. Continue to facilitate employee driven sustainability team (waste reduction, energy & transportation). Identify and develop procedures/guidelines for HR tasks. Implement for HR the corporate document management system Responsibility Michelle Wetherill Timeline 2nd Quarter
Kathy Lamont Steve Traviss Steve Traviss Dee Nagra Steve Traviss Michelle Wetherill Kathy Lamont
1st Quarter 1st Quarter 1st Quarter 4th Quarter Ongoing 4th Quarter As set by IS
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4.2 Service Area Goal: Attendance, Health & Safety The goal of this service area is to reasonably ensure the occupational health and safety of employees by taking all precautions to protect employees against occupational injuries and industrial diseases and to comply with WCB regulations. We want to ensure our employees are aware of the preventative safety measures related to their job. Further, we will work to facilitate the earliest return to work possible for any employee absent due to illness or injury. Specific goals in this area include: raising the profile of health and safety activities, continuing with the development of policy, reviewing ergonomic set-ups, and offering training to supervisors and coworkers relating to the benefits and how-tos of creating modified duties opportunities for workers. Objectives: Reduced level of sick leave usage Reduced WCB lost time Increased graduated return to work initiatives Action Audit to new CORE safety standards for corporate safety program. Training Sessions and Attendance Support program. Provide departments with quarterly attendance stats. Find Safety Champions within each work unit to take a leadership role in changing attitudes about workplace safety. Provide resources for dept tailgate safety talks monitor to ensure they are being done. Develop innovative fitness programs for staff in conjunction with P&R. Responsibility Steve Traviss Steve Traviss Catherine Schmidt Steve Traviss Timeline 3rd Quarter 1st Quarter Ongoing 2nd Quarter
Steve Traviss Steve Traviss
Ongoing 1st Quarter
4.3 Service Area Goal: Classification and Salary Administration To ensure relatively accurate job descriptions exist for each position and that the salary paid to each position is appropriate and consistent with internal and regional pay/benefits standards. It is also important that Exempt performance pay plan is seen as credible. Objectives: Controlled access to classification reviews Action Develop knowledge depth on Classification System. Ensure a job description exists for every position. Responsibility John Leeburn to Michelle Wetherill Dee Nagra Timeline 4th Quarter 2nd Quarter
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4.4 Service Area Goal: Labour Relations The goal of this service area is to negotiate the terms and conditions of employment of our unionized employees and to ensure consistent interpretation and application of the terms (Collective Agreement). Representation on Labour Management committee to ensure agendas and minutes are created and distributed promptly to maximize communication of the issues before the committee. Objectives: Education of supervisors and employees re their respective rights Timely resolution of grievances Action Explore, and where feasible, implement programs that increase hours of work flexibility for employees (ie: formalizing a work from home policy). Collective Agreement/Labour Relations 101. Responsibility Steve Traviss Timeline 1st Quarter
John Leeburn
3rd Quarter
4.5 Service Area Goal: Payroll & Benefits Administration The goal of this service area is to ensure employees are paid accurately and promptly and provided with the negotiated level of benefits coverage in the most cost-effective manner. A further goal is to ensure employee awareness of the essential nature of their benefits. The Joint Benefits Committee will continue maximizing the value of the various employee benefits and ensure that competitive premiums are paid for benefits. We will maximize the new Payroll systems, and explore the capabilities of the Human Resources Information Systems package we currently own. Objectives: Employees receive correct pay and deductions every pay period Employees are knowledgeable about their level of benefits coverage and that Human Resources staff able to thoroughly explain benefits and pension plan details Action Develop implementation plan for Human Resources Info System prioritize which modules to implement, and implement. Roll-out Phase I Payroll System Manager/Employee Self Service. Pension pre-session Financial & Lifestyle. Benefits Tender. Lead Joint Benefits Committee through exploration of other benefits options. Participate in upgrade to 6.4. Responsibility Michelle Wetherill Timeline 3rd Quarter
Michelle Wetherill Kathy Lamont John Leeburn Michelle Wetherill Cynthia Ulrich
3rd Quarter 2nd Quarter 1st Quarter 3rd Quarter
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4.6 Service Area Goal: Recruitment The general goal of this service area is to assist the user departments to select the best candidate for their vacancy and to fill clerical relief positions promptly. We will continue to explore employment opportunities for young people and disadvantaged candidates. Succession planning will continue to be a focus in 2006 as the Department works with user departments to identify and develop candidates to fill future retirement vacancies. Objectives: Recruit the best candidates and promptly fill vacancies including temporary clerical vacancies with qualified staff Action Assess, prioritize and start to implement innovative recruitment methods recommended by L2. Promote/market the how to recruit pamphlet. Continued implementation of Succession Planning focus on Operations Centre Explore alternate new employee orientation delivery methods Responsibility John Leeburn Dee Nagra John Leeburn Steve Traviss Timeline 2nd Quarter 1st Quarter Ongoing 2nd Quarter
4.7 Service Area Goal: Training The goal of the training program is to ensure our employees have the knowledge and skills required to perform their present job and to prepare them to accept future challenges. Specific goals include using the previous years Training Calendar as well as Performance Plans and the Top Performing Municipality recommendations to develop the 2006 Training Calendar to ensure training programs are targeted to meet the needs of the organization. We will continue to improve our record keeping of training history and expenditures Objectives: Opportunity for employees to pursue career aspirations Provide in-house training Action Implement Office Administration Certificate through VCC. Implement supervisor practical skills training. Follow-up on results of brown bag lunch topics. Spring and Fall Training Offerings that are strategically aligned to corporate and employee needs. Assist, as required, the training associated with the Big Bang desktop computer replacement Responsibility Steve Traviss Steve Traviss Michelle Wetherill Steve Traviss Dee Nagra Timeline 1st Quarter 3rd Quarter 1st Quarter Ongoing As set by IS
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Performance Measures/Indicators: Goal/Objective Recruit the best candidates. Demonstrate that our people are our most valuable resource Ensure our employees receive maximum value from the benefits coverage program. Facilitate communication of goals and expectations between employees and their supervisors Measure Client satisfaction, 1 year after hiring RQI% TPM Staff Survey Response on People Focus questions Focus Area Governance; TPM People Focus Governance; Financial Management; TPM People Focus TPM People Focus; Financial Management
Employee Benefits Knowledge Survey (Biannual) % of full-time staff Performance Plans completed
Governance; TPM People Focus; TPM Workplans & Improvement Plans; TPM Strategic Leadership
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Human Resources
2008
Adopted Account Expenditures Consulting Counseling Labour Relations Miscellaneous Municipal Functions Program Costs Recruiting Costs Salaries Special Projects Studies & Projects Training Totals
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$7,275 $15,780 $30,000 $16,668 $18,300 $75,557 $48,500 $568,425 $36,000 $129,573 $167,143 $1,113,221
$19,185 $15,780 $30,000 $12,668 $18,300 $72,647 $48,500 $632,618 $31,000 $0 $189,062 $1,069,760
$11,910 164% $0 0% $0 0% ($4,000) (24%) $0 0% ($2,910) (4%) $0 0% $64,193 11% ($5,000) (14%) ($129,573) (100%) $21,919 13% ($43,461)
$19,185 $15,780 $30,000 $12,668 $18,300 $72,647 $48,500 $666,310 $31,000 $0 $197,399
$19,185 $15,780 $30,000 $12,668 $18,300 $72,647 $48,500 $693,553 $31,000 $0 $205,757 $1,147,390
$19,185 $15,780 $30,000 $12,668 $18,300 $72,647 $48,500 $717,898 $31,000 $0 $213,615 $1,179,593
$19,185 $15,780 $30,000 $12,668 $18,300 $72,647 $48,500 $743,704 $31,000 $0 $221,502 $1,213,286
(4%) $1,111,789
Proposed Changes or Remarks: Consulting, Miscellaneous, The addition of benefits consulting in 2009 was funded by reductions in Program Costs and Special Projects: these four accounts. Studies & Projects: 2008 included succession planning funding. To the extent that it is not used in 2008 it will be carried forward to fund succession planning initiatives that are planned for 2009 through 2011.
6.0
Capital Budget None
7.0
Information Technology None
8.0
Incremental/Reduction Packages None
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District of Maple Ridge Community Development Parks & Recreation Services - Overview Business Plan 2009 2013
Our Vision A sustainable community which: Supports the growth and development of its present and future citizens as healthy individuals and as positively contributing members of society. Preserves and enhances the natural environment. Includes a caring and highly engaged and involved population of all ages and cultures. Includes a thriving tourism industry grounded in exceptional outdoor recreation, cultural and sports opportunities. Includes a well-developed and well-used system of public parks and facilities. Includes connected open spaces. Includes the widest possible range of recreational opportunities provided through direct service and a multitude of effective partnerships. Business Purpose (Mission Statement) Maple Ridge and Pitt Meadows Parks & Leisure Services is committed to creating opportunities for community pride, personal enjoyment, and healthy lifestyles in both Pitt Meadows and Maple Ridge, and to striving for continuous improvement in the processes and services which will achieve that end result. Value Statements Partnerships We believe we can create an even better community by working together with and supporting the efforts of residents, volunteers, businesses, agencies and staff. We believe in striving for excellence in everything we do. We believe in honesty, fairness, respect and professionalism . . . treating people as we would like to be treated. We hold the community and environment in trust for the future . . . choosing service over self-interest. We strive to ensure everyone can benefit from our services by being open and flexible. We have the courage to re-evaluate old assumptions and to venture into unfamiliar territory. We believe in leadership that is visionary, decisive and provides opportunities for shared responsibility and initiative. We believe in encouraging and supporting the growth and development of Development community volunteers and organizations who provide leadership in the delivery of leisure services.
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Quality Integrity Stewardship Accessibility Innovation Leadership Community
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Divisional Overview Some of the business planning themes provided by both Municipalities for the next few years include: 1. Creating Sustainable Municipalities (Socially, Economically, Environmentally) Strong neighbourhoods, strong environmental ethics and actions, solid lifecycle programs 2. Addressing some of the following priorities: Economic Development Within this area Councils have identified protecting and enhancing the civic centre in Pitt Meadows and the downtown in Maple Ridge as well as encouraging tourism through festivals, outdoor recreation amenities like trail systems, sports tourism, etc. Natural and Built Environment - To have the communitys significant natural lands and features including wetlands, shorelines areas, landscapes, view corridors, and heritage sites protected for present and future generations. Governance/Smart Managed Growth Within this focus area Councils identified community engagement, the need for neighbourhood plans, and the need to preserve a variety of lifestyle opportunities as important. Safe and Livable Community Councils have also expressed the need to ensure the Municipalitys mandate is clear and that the other agencies whose mandate it is to respond to the social issues area are doing what is required. Community networks and partnerships were emphasized as was neighbourhood development as two responses to a strong demand from the public for an increased sense of personal safety and security. Business plan working themes were identified as: Contributing toward Community Sustainability Acting today with tomorrow in mind Building on Strengths Honouring Commitments Measuring Performance Managing Expectations Dealing with inflationary Issues Parks and Leisure Services Themes The following themes are reflected within the Divisions business plan which addresses commitments but does not represent any significant increase in service levels and can be characterized as staying the course. This direction flows from the Parks, Recreation and Cultural Master Plan which identifies the need to slow down from the pace of the previous six years with respect to new facility and program development. Having said this, the Department does anticipate a more significant role with the Pitt Meadows Arenas as well as preparing for the opening of a new Seniors Pavilion and South Bonson Community Centre over the next two years. Challenges During the process of developing the 2009 2013 plan several challenges have been noted which require some discussion.
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Pressure for new unforeseen facilities and landscaped areas: As growing communities both Pitt Meadows and Maple Ridge are benefiting by some very positive energy and significant opportunities. While our master plan suggests a slowing down of the level of new construction of recreation facilities while both communities address other areas of need, pressure is growing on several fronts in areas not previously contemplated in the Parks, Recreation and Cultural Master Plan adopted in 2001. In some cases they have also not been anticipated in our long term financial plan. Projects like the Pitt Meadows Seniors Pavilion, South Bonson Amenity Building, the Hammond Stadium upgrade, the Maple Ridge Museum, the third Artificial Turf Field, and others have received some level of endorsement from the Commission and one or both Councils but were not previously identified in the Master Plan or Long Term Plan. The acquisition of the Pitt Meadows Arenas was recently added to that list. Downtown beautification (Spirit Squares) and traffic calming with several new landscape areas have also not been considered. The scale of all these projects is significant from both the capital and operating perspective and determining how and when to fund them is challenging. We are also cognizant of growing pressure on some of our current facilities like the fitness areas within both the Pitt Meadows Family Recreation Centre and the Maple Ridge Leisure Centre. This will only intensify as the populations in both communities increases with the enhanced pace of higher density residential growth now being experienced. Employee Retention and Succession Planning This is another area of concern at all levels of the organization. Front line staff working in regular and evening shifts are becoming more difficult to recruit and retaining some senior staff may become more challenging as retirements occur at this and other municipal governments. Training and succession planning at all levels of the organization have become even more important aspects of our work. Ensuring appropriate levels of work/life balance are another aspect of retention which cannot be ignored. Infrastructure Repair and Replacement Taking care of what we already have is particularly challenging in the face of demands for new facilities and services. Our customers and citizens understandably expect our equipment and buildings to work. Breakdowns related to mechanical systems which are long past their life expectancy are not acceptable and our facility infrastructure is significantly under-funded at present. A plan is in place to increase the level of funding over the term of the five year plan. Some bridge funding was provided last year in Maple Ridge to get us over any emergencies which may occur but much of that funding has been utilized to address last years issues. Ensuring that the problem is ultimately adequately addressed is still very important. Also along these lines is a current problem with our outdoor pools. Both are experiencing some significant mechanical and pool tank challenges which will mean well need to make some important decisions about aquatic facilities perhaps sooner than we had anticipated. Areas of Focus To be more specific seven areas of focus are evident in the proposed work of the Community Development, Parks and Recreation Division over the next few years. All of them reflect a significant level of commitment toward achieving sustainability in the community (socially, environmentally and economically) these include: 1. Promoting the health benefits of active living for citizens (by ensuring some of the basic facilities and opportunities are in place for skill development and by promoting active living in general).
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2. Fine tuning new park and facility operations to maximize their use and take the greatest possible advantage of citizen investments in these facilities, parks and trails. 3. Taking stock of our park and facility infrastructure and ensuring plans are in place to exercise good stewardship in taking care of what we have already achieved as a community and by focusing on issues of sustainability and energy efficiency in facility and park operations. 4. Acquiring and constructing planned new parks and trails concurrent with residential development and population growth as resources permit. 5. Focusing attention on Municipal Civic Centres as important places for citizens to come together as members of the community (both capital projects and special event programming with an emphasis on the arts as a medium to bring people together) 6. Focusing on community development and network development as effective tools to meet community needs, engage citizens in municipal governance and as volunteers, coordinate the work of various agencies to foster collaboration and maintain a strong sense of community create a socially sustainable community 7. Protecting community natural resources as opportunities and funding permit. The 2009 business plan and 2009-2013 financial plans encompass the level of service in Maple Ridge and Pitt Meadows established in 2008 with some enhancements related to new areas of responsibility and reflect the following highlights and deliverables: Advancement of additional downtown beautification initiatives in both Maple Ridge and Pitt Meadows. Continuation of festival and other activities (like the Pitt Meadows Canada Day Run, the Santa Claus parade, Winter Wonderland) as well as support for new activities which bring life and vibrancy to both civic centers and the South Bonson waterfront. Preparation for the 2009 Games for the Physically Disabled and the 2009 Theatre BC Drama Festival. Further development and delivery of an Active Living Campaign (walking clubs etc.) and enhanced support for Childrens Active Living initiatives. Completion of a third artificial turf field in Pitt Meadows. Expanded collaboration with School District No.42 on neighbourhood based youth active living programs. Planning for a new Youth Action Park in Pitt Meadows. Designing and developing three park sites in 2009 (Cottonwood East, Websters Corner and Silver Valley) and the completion of important trail connectors (136 Avenue alignment from Pitt Meadows through to 232nd Street). Additional energy conservation work particularly with the most significant energy consuming buildings like the Maple Ridge Leisure Centre and the Pitt Meadows Arenas. Pitt Meadows Arena Upgrades and operational planning including a potential Operator RFP. Pitt Meadows Civic Centre planning and implementation (Seniors Centre Implementation ) Implementing Protocol Agreements with the Katzie and Kwantlen First Nations with particular emphasis on the development of a sustainability plan for Blue Mountain. Planning towards development of the South Bonson Amenity Building in 2009. Completion of the update of the Parks, Recreation and Cultural Plan. Implementation of the Maple Ridge Public Art Policy and Plan. These projects and others proposed in the business plans presented by the Administration, Recreation Department, Community Services Department and the Parks and Facilities Department have been proposed as a result of several important planning processes including:
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Planning and Research: The Arts and Cultural Policy and Plan (1996). The Parks and Outdoor Recreation Plan completed in conjunction with Metro Vancouver (formerly GVRD) and other agencies (2005). The Parks, Recreation and Cultural Master Plan (completed in 2001 including prioritization of the recommendations identified in the plan completed by the Parks and Leisure Services Commission as well as a 2007 Gap Analysis). Both Councils Strategic Plans and Priorities (adopted in 2008). Considerable research and public consultation has been completed in a number of areas over the past few years and provides additional context for the Divisions business planning. Specifically the information is drawn from: A random Customer Satisfaction Survey conducted in 2005. A survey of community organizations conducted in 2006. Leisure Centre Exit Survey conducted in 2006. A Survey of Public Spending on Parks and Leisure Services completed by Professional Environmental Recreation Consultants in the summer of 2004. A demographic profile & projection of Maple Ridge completed by the Sheltair Group in 2004. Pitt Meadows Pool Needs Assessment. Both Municipal Official Community Plans. The results of these studies indicate strong satisfaction with Parks and Leisure Services and a shifting demographic makeup in the community. They also support several improvement themes which will be demonstrated in the plans staff have prepared. These include: An increased emphasis on community development and volunteer recruitment/management. A desire for improved communication with the public about: The benefits of being active and taking full advantage of the opportunities available in Maple Ridge and Pitt Meadows. A need to address important parkland acquisitions and developments as opportunities arise (i.e. Fraser River Front, Thornhill). A need to recognize the significant change in age breakdowns in the community (and to reach out with positive recreational choices to the 19 to 25 year old age group). One of the references mentioned above includes the Parks, Recreation and Cultural Master Plan which was adopted in the fall of 2001. A summary of key goals, objectives and specific recommendations is included in the following pages since it does capture many of the key initiatives with which we have been involved and will be involved over the next few years. Its content includes many of the themes noted above and is supported by the input of residents through the Parks, Recreation and Cultural Master Planning Process. Foundation Statement All decisions about Parks and Leisure Services are anchored in the following underlying premise. The Parks and Leisure Services Commission will direct its efforts toward achieving the greatest public good possible consistent with available resources. The public good will be defined as benefits to everyone in the Maple Ridge and Pitt Meadows area.
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Parks, Recreation and Cultural Goals The following four goals are benefits based. They add direction to and are consistent with the Foundation Statement. The four traditional categories for organizing benefits have been used in a number of approaches in Canada for more than a decade, and therefore provide a useful format for organizing the subsequent more community specific benefits objectives listed in the next section. Social Benefits: To use parks and leisure services to foster a sense of community identity, spirit, pride and culture. Parks, recreation and cultural initiatives in Pitt Meadows or Maple Ridge can be used as a vehicle to connect local citizens more positively to their community and enhance their sense of comfort with it. Where such initiatives require municipal support, it will be considered in terms of the amount of public good created in relation to the cost to the taxpayers. The success of such initiatives will clearly benefit all citizens. Individual Benefits: To use leisure services to foster growth of individuals to become the best that they can be. Cultural and recreation initiatives in the area can and do help individuals to grow physically, emotionally, morally and creatively and help them to develop respect for each other and their community. Where public support is needed to ensure such success, it will be considered within the cost/benefit framework referred to above. Healthy, well adjusted, responsible citizens with high self-esteem will clearly benefit the entire community. Environmental Benefits: To use parks and leisure services to protect current and future natural environments and ecosystems and manage them in a way to maximize sustainability. Public resources dedicated to long term sustainability of parks and public open spaces and the education of people about them will clearly result in benefits to all current and future citizens. Economic Benefits: To use parks and leisure services as a vehicle to benefit local citizens economically either by adding value or by reducing costs. Investments in parks and leisure services can add value to local private properties, bring in revenues from outside the community, attract commercial growth and make people more productive. They can also reduce costs for such things as vandalism, health care, social services and the justice system. Objectives The following twenty-four service objectives are consistent with the four goals described in the previous section. (They may be considered as specific public leisure service categories for achieving the goals.) All public parks, cultural and recreational initiatives directed toward achieving the four goals could be categorized under one or more of these benefits-based objectives. Social Benefits Maple Ridge and Pitt Meadows Parks & Leisure Services will nurture a sense of community identity, spirit, pride and culture by: 1. 2. 3. Protecting and celebrating the heritage of our communities historic sites, heritage resources and interpretive services can and should be used as vehicles to connect people to their communities. Assisting in reducing crime rates: Use parks, recreation and cultural services to help citizens learn positive lifestyles that dont involve crime. This includes reductions in vandalism. Fostering community special events and celebrations: Special events (e.g. carnivals, fairs, and the like) can contribute to a feeling of community identity and spirit. Therefore, the
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municipalities should be involved in supporting special events to the extent necessary to ensure promotion of this objective. 4. Developing community capacity through support for community groups: Local clubs, groups and agencies are and will be organizing and sponsoring leisure opportunities. The people doing things for themselves aspect of such groups is socially worthwhile and desirable. The Parks and Leisure Services Commission should support such groups in their efforts. Support may occur in a number of ways, including subsidized access to facilities, provision of public land, assistance in problem solving or help with promotion. Facilitating spectator exposure to sporting events: Community identity, spirit and culture can be fostered through the environment generated by spectators at athletic events. In such events, sport can be closely linked with community identity and pride. Because of this, opportunities should be provided for spectator experiences at athletic events. The public sector may have a role to play in ensuring such opportunities exist. Facilitating appreciation of the arts through audience development: Artistic endeavors (both performing and visual) represent one of the most significant aspects of developing a culture in any community. Through exposure to the arts, local residents should develop a better understanding and appreciation of the cultural aspects of their community and its relationship to society in general. Beautifying the community: The extent to which a community is seen by its residents as being visually pleasing is directly related to the potential for creating community identity, spirit, pride and culture. Therefore, to make a community more beautiful is a worthwhile social objective worthy of municipal support. Fostering neighborhood identity and spirit: People often relate to each other strongly at the neighborhood level. Those who are involved in their neighborhoods are more likely to report higher levels of health and enjoyment of life. Therefore, fostering neighborhood involvement and interaction contributes strongly to social benefits. Nurturing strong healthy families: The family unit is an integral building block of community growth. Opportunities provided for families to pursue leisure, as a family unit would support families and help them to function productively. Integrating generations within our communities: Community growth can be fostered through increased contact between people of varying age groups within the community. The more contact and interchange between seniors and younger adults and children, the greater the potential for community growth. Therefore, in the provision of leisure services, attempts should be made to provide such contact and interchange between seniors and younger residents with a view toward transmitting cultural heritage across the generations. Integrating sub-groups within our communities: Community growth can further be fostered through an integrative mixing of various ethnic groups and people from differing cultural backgrounds so that each better understands and appreciates the difference and strengths of the other. Multicultural recreation and cultural services can be used as a vehicle in making the community more tolerant and cohesive. Community growth, understanding and appreciation can also be fostered by integrating various groups of people with special needs into mainstream community activity. Whether individuals have physical, emotional or mental special needs, recreation and culture can be used as a leveling and integrative force.
5.
6.
7.
8.
9.
10.
11.
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Individual Benefits Maple Ridge and Pitt Meadows Parks & Leisure Services should help all citizens of our two communities to grow and reach their potential by: 12. 13. Fostering creative expression: Nurturing creativity and arts skills and abilities is an important part of developing well-rounded citizens. Fostering and promoting fitness: Fitness, in this context, is used broadly as a synonym for wellness, and refers to mental and emotional health as well as physical fitness. The fitness level of every resident of the community should be increased at least to a pre-determined minimum level with opportunities available for progress beyond this point. Fostering a feeling of overall well-being: Parks, recreation and cultural experiences and services can and should be used as a vehicle to help citizens develop positive feelings of confidence, selfimage and self-esteem. They can also be used as a vehicle in reducing stress. Fostering citizen volunteerism: Since volunteering can be the highest form of recreation, it is one of the best ways of helping individuals grow and find meaning and satisfaction in their lives. Identifying, recruiting, training, supporting and recognizing volunteer contributions and efforts is an important part of a leisure service system. Fostering and promoting basic skill development in leisure pursuits: A wide variety of leisure pursuits in such areas as sport, performing arts, visual arts, outdoor nature oriented skills, and hobbies, should be identified, and basic skill level instruction in each should be provided in order to: Provide exposure to skills which may form the basis for enjoying lifetime leisure activities Contribute to gross and fine motor physical development Provide social settings in which social, moral and emotional growth can be fostered Provide the basis for leisure education (i.e. the teachings of the benefits and wise use of leisure time) Other agencies (e.g. the school system) may provide skill instruction in some areas, with Ridge Meadows Parks and Leisure Services filling the gaps Fostering and promoting advanced skill development in leisure pursuits: Opportunities should be provided for those citizens who wish to further develop their interest and skills in a wide variety of leisure pursuits beyond the basic level. Fostering and promoting social opportunities for teens: The maturing from youth to adult which occurs during teenage years is often a critical time in the life of an individual. It is also a time which individual difficulties may result in severe social problems. While other objectives are directed at skill development, fitness and overall well being, social environments are particularly important in the life of our youths. Hence, social environments can be used to help youths; - find safe environments within which to deal with social problems; - learn about themselves and how they will react to various social settings and pressures; - explore their potential as future leaders and resist the influence of inappropriate leaders in their groups; - develop positive social/emotional/moral skills, principles and convictions; and - develop positive leisure lifestyle patterns, which will remain with them through adulthood.
14.
15.
16.
17.
18.
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Environmental Benefits Maple Ridge and Pitt Meadows Parks & Leisure Services should protect current and future natural environments and ecosystems and maximize sustainability by: 19. Increasing awareness and understanding of the environment: Opportunities should be provided for every local resident to learn about, understand, relate to and experience all aspects of his/her environment. Protecting community natural resources: The protection of natural aesthetic features, vistas and natural phenomenon and the provision of public access to such features will contribute to a greater understanding of and pride in the community and, therefore, contribute to an enhanced sense of community. Creating opportunities for reflection and escape from daily pressures: Often personal growth can occur through escape, reflection, contact with nature and relaxation in a serene environment. Because of this, opportunities should be provided for residents to get away from the complexities of suburban life. The public open space system can and should provide these opportunities.
20.
21.
Economic Benefits Maple Ridge and Pitt Meadows Parks & Leisure Services should benefit local citizens economically by: 22. Increasing property values: Parks have been clearly shown to increase the values of properties in the area in which the parks are located. In fact, many American studies show that the investment in local parks is often fully financed by increased taxes accrued from increased property values in the area. Attracting tourists: Providing leisure services to tourists will result in economic benefits to local citizens where tourist participation will help to finance services that are more costly to provide without them. Reducing the cost of social, health and justice services: To the extent that leisure services have a preventative effect and increase the health of the individuals and the communities in which they are delivered, they contribute to cost reductions for remedial services in those areas.
23.
24.
2006 Report Card/Gap Analysis In the initial stages of preparing the 2008 Business Plan the staff and the Commission completed a report card on the Commissions work in the form of a gap analysis on the twenty-four service objectives. The Commission identified the following benefit areas where more could and should be done, in some cases building on areas which already reflect strengths. The top eight choices for the Commission were: 1. 2. 3. 4. 5. 6. 7. 8. Promoting and fostering fitness Promoting basic skill development in leisure pursuits Fostering citizen volunteerism Facilitating spectator exposure to and appreciation for the arts Protecting community natural resources Promoting social and leadership opportunities for youth Contributing to environmental sustainability Fostering special events and celebrations
Arguably many of the benefit areas listed are those we have done a lot of work in over the years and they do reflect some service strengthsnone the less the Commission has indicated a desire to build on that
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strength by focusing even more on those activities which contribute further toward deliver these benefits to our citizens. 2006 Community Groups Survey Twenty-five of forty-two community organizations responded to a mail out mail return survey in the spring of 2006. Results (as noted on the following two pages) were generally very positive although they do vary depending upon the groups specific circumstances.
Q# 1a 1b 1c 1d 1e 1f 1g 1h 1i 1j 2 3 4 5
Agree or Disagree Parks and Leisure Services: Hosts informative workshops Offer affordable access to facilities Maintains clean and safe facilities Supports networking opportunities Provides mentorship, advise and assistance in problem solving Assists with promotional efforts Mentors and assists with LT planning and goal setting Provides supplies and equipment resource access information Provides or assists with accessing technical expertise Provides information on volunteer resources You receive a timely response when you ask for support You feel informed about projects or services that impact your group You connect with other community groups with common goals Overall, your group is well served by Parks and Leisure Level of Importance Parks and Leisure Services: Hosts informative workshops Offers affordable access to facilities Maintains clean and safe facilities Supports networking opportunitites Provides mentorship, advise and assistance with problem solving Assists with promotional efforts Mentors and assists with LT planning and goal setting Provides supplies and equipment resource access information Provides or assists with accessing technical expertise Provides information on volunteer resources You receive a timely response when you ask for support You feel informed about projects or services that impact your group You connect with other community groups with common goals Overall, your group is well served by Parks and Leisure
Avg: 1.74 1.72 1.63 2.08 1.88 2.00 1.79 1.80 2.13 1.92 1.68 1.92 1.79 1.64
Level of Satisfaction rated out of a possible 15 points 1 :strongly agree = value of 20 2 :somewhat agree = value of 15 3 :somewhat disagree = value of 10 4 :disagree = value of 5
Level of Importance rated out of a possible 15 points 1 :very important = value of 20 2 :important = value of 15 3 :somewhat important = value of 10 4 :not important = value of 5
1 a b c d e f g h i j 2 3 4 5
2.13 1.52 1.26 1.87 1.79 1.50 2.00 1.71 2.04 1.63 1.42 1.43 1.79 1.75
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2006 Leisure Centre Exit Survey A random leisure centre exit survey was also completed in 2006. Once again the results were positive. In summary, the number of customers who were either somewhat or very satisfied with cleanliness was 301 (90%), with equipment 285 (86%), with staff 315 (95%) and with schedules and hours of operation 311 (93%). A breakdown of the results did indicate a greater degree of concern with the weight room equipment (25% were dissatisfied). This has been corrected with the recent replacement of several pieces of equipment and a new program to ensure replacement as needed on a continuing basis. May 2005 - Random Sample Customer Satisfaction Survey (to be replaced shortly with the 2008 results) A Random Sample Customer Satisfaction Survey was completed in 2005 and provides further background information on the degree to which the Division is addressing Community needs. This will be repeated with very similar (if not the same) questions in 2008 in accordance with our standard schedule. The following results provide indicators in keeping with the performance measures noted in the Divisions business plan and highlight relatively strong and increasing levels of satisfaction and use of public facilities.
1)
Percent of citizens that rate the RANGE of parks and recreation activities offered as excellent or good: Maple Pitt Year Both Ridge Meadows 86% 87% 80% 2005 2002 81% 81% 79% 5% 6% 1% Percent of citizens that rate the QUALITY of parks and recreation activities offered as excellent or good: Maple Pitt Both Year Ridge Meadows 82% 83% 79% 2005 2002 75% 75% 73% 7% 8% 6% Percent of citizens that rate the APPEARANCE of parks and recreation facilities as excellent or good: Maple Pitt Year Both Ridge Meadows 85% 85% 85% 2005 2002 83% 83% 81% 2% 2% 4%
2)
3)
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4) Percent of citizens that rate parks and recreation facilities as excellent or good in terms of being EASY TO GET TO: Maple Pitt Year Both Ridge Meadows 87% 87% 85% 2005 2002 82% 81% 87% 5% 6% (2%) Percent of citizens that rate parks and recreation facilities as excellent or good in terms of SAFETY: Maple Pitt Year Both Ridge Meadows 81% 82% 76% 2005 2002 73% 74% 70% 8% 8% 6% Percent of citizens who rate OVERALL SATISFACTION with parks and recreation programs & facilities as excellent or good: Maple Pitt Both Year Ridge Meadows 86% 87% 80% 2005 2002 80% 80% 80% 6% 7% 0% Percent of citizens who have VOLUNTEERED within the community during the past 12 months: Maple Ridge Year Both 32% 33% 2005 2002 30% 31% 2% 2% The HOURS of volunteer work citizens contributed within the past 12 months: "Light" 1 to 24 hours Year 2005 2002 Both 39% 37% 2% Both 25% 37% 12% Maple Ridge 38% 37% 1% Maple Ridge 25% 37% -12% Pitt Meadows 40% 39% 1% Pitt Meadows 29% 33% -4%
5)
6)
7)
Pitt Meadows 29% 26% 3%
8)
"Moderate" 25 to 99 hours
Year 2005 2002
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"Heavy" 100 hours or more Year 2005 2002 Both 25% 25% 0% Maple Ridge 37% 25% 12% Pitt Meadows 29% 28% 1%
9)
The number of times that adults engage in moderate PHYSICAL ACTIVITY for 30 minutes or more in typical week: Year 2005 2005 2005 2005 2005 2005 2005 Both 10% 7% 13% 26% 13% 28% 4% Maple Ridge 10% 6% 14% 25% 12% 30% 4% Pitt Meadows 9% 7% 13% 26% 15% 25% 4%
Zero One Two Three Four Five to Seven Eight or More
10) Of the 42% of households with school-aged children, the number of times those children engage in moderate PHYSICAL ACTIVITY for 30 minutes or more in a typical week: Maple Pitt Year Both Ridge Meadows 2% 1% 2% Zero 2005 One 2005 2% 2% 1% 7% 7% 7% Two 2005 12% 11% 13% Three 2005 16% 15% 17% Four 2005 49% 49% 49% Five to Seven 2005 12% 14% 9% Eight or More 2005 11) Percent of citizens that have used a park, recreation facility or recreation program during the past 12 months: Maple Pitt Both Ridge Meadows Year 76% 77% 73% 2005 2002 79% 80% 79% -3% -3% -6%
12) Reasons for non-use reported by the remaining 24% of respondents: Too busy / lack of time. Too old / I am a senior. No children at home. Nothing of interest. I am new to the area. 34% 16% 10% 9% 8%
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13) Household members use of Parks and Leisure Services facilities: Year Maple Ridge Leisure Centre 2005 2002 Parks, trails and dyke trails 2005 2002 Maple Ridge Public Library 2005 2002 Planet Ice 2005 Sport Fields 2005 Arts Centre Theatre 2005 Ridge Meadows Arenas 2005 Pitt Meadows Family Rec Centre & Rec Hall 2005 2002 Pitt Meadows Public Library 2005 2002 MR Art Gallery 2005 Ridge Meadows Seniors' Activity Centre 2005 Both 63% 59% 4% 62% 68% -6% 52% 57% -5% 46% 39% 33% 32% 24% 20% 4% 21% 16% 5% 13% 7% Maple Ridge 67% 62% 5% 64% 68% -4% 57% 64% -7% 51% 39% 36% 32% 19% 12% 7% 14% 5% 9% 15% 7% Pitt Meadows 45% 48% -3% 55% 66% -11% 30% 28% 2% 28% 41% 23% 36% 48% 51% -3% 54% 62% -8% 9% 6%
Note: Results indicate growing levels of satisfaction while the percentage of the total number of households utilizing various facilities has declined. The inference from this data is that we need to do more to let residents (and particularly new residents) know about the services we are offering and that the services they are utilizing are provided through Parks and Leisure Services
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2003 PERC operating cost per capita This was a report on the cost to provide Parks, Recreation and Cultural Services (last time the data was collected). Proposed 2009 Operating Cost per capita for Maple Ridge and Pitt Meadows is approximately $93. Year 2003 - Net Per Capita Expenditure - Parks & Leisure Services - GVRD Municipalities Port Moody West Vancouver North Vancouver City of Langley White Rock Richmond New Westminster Delta Port Coquitlam Burnaby Vancouver Coquitlam Township of Langley Maple Ridge/Pitt Meadows Surrey $169.51 $162.09 $156.42 $146.77 $131.94 $131.14 $124.61 $120.41 $116.11 $108.41 $91.54 $88.03 $77.43 $63.40 $52.51
Results Received Oct. 25, 2004. Source: PERC (last time data collected)
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Community Development, Parks & Recreation

Maple Ridge Cost Share
2008 Adopted Department CDPR Admin CDPR Admin Decision Unit CDPR Admin CDPR Support CDPR Pkgs $220,807 $0 $13,278 $234,085 $65,998 $114,666 $553,812 $734,476 $111,072 $111,072 $0 $561,220 $64,124 $1,044,948 ($136,008) $39,561 $1,034,169 $294,230 $75,648 $2,977,892 $421,507 $439,579 $169,336 $1,433,561 $2,112,495 $82,379 $107,588 $451,569 $159,462 $0 $130,262 $227,754 $5,735,492 $489,700 $489,700 $10,282,717 $261,261 $0 $0 $261,261 $66,826 $129,729 $619,153 $815,708 $116,866 $116,866 $0 $585,690 $66,942 $1,081,178 ($134,280) $41,689 $1,097,111 $294,147 $78,753 $3,111,230 $468,141 $465,848 $190,697 $1,481,574 $2,218,120 $81,668 $112,727 $490,621 $187,025 $20,732 $135,134 $236,984 $6,089,271 $516,400 $516,400 $10,910,736 2009 Proposed Proposed Changes $ % $40,455 18.3% $0 0.0% ($13,278) -100.0% $27,177 6.0% $828 $15,063 $65,342 $81,232 $5,794 $5,794 $0 $24,470 $2,818 $36,230 $1,728 $2,128 $62,942 ($84) $3,105 $133,337 $46,634 $26,269 $21,361 $48,013 $105,625 ($711) $5,139 $39,052 $27,563 $20,732 $4,872 $9,230 $353,779 $26,700 $26,700 $628,020 1.3% 13.1% 11.8% 11.1% 5.2% 5.2% 0.0% 4.4% 4.4% 3.5% 1.3% 5.4% 6.1% 0.0% 4.1% 4.5% 11.1% 6.0% 12.6% 3.3% 5.0% -0.9% 4.8% 8.6% 17.3% N/A 3.7% 4.1% 6.2% 5.5% 5.5% 6.1% 2010 Proposed 2011 Proposed 2012 Proposed 2013 Proposed
$280,476 $0 $0 $280,476 $69,472 $134,454 $655,598 $859,524 $120,744 $120,744 $0 $602,836 $68,980 $1,095,301 ($133,560) $43,086 $1,174,778 $303,097 $81,360 $3,235,878 $470,171 $477,514 $206,298 $1,557,994 $2,329,026 $84,606 $116,580 $508,737 $202,611 $116,532 $100,919 $245,136 $6,416,124 $588,550 $588,550 $11,501,296
$312,210 $0 $40,757 $352,967 $72,217 $139,368 $692,053 $903,638 $124,706 $124,706 $0 $621,144 $71,159 $1,124,861 ($132,816) $44,571 $1,270,454 $312,648 $84,166 $3,396,187 $472,266 $488,754 $210,237 $1,638,952 $2,445,466 $87,715 $120,706 $527,611 $207,411 $116,532 $103,015 $253,645 $6,672,310 $614,700 $614,700 $12,064,508
$318,685 $0 $112,500 $431,185 $74,473 $143,483 $722,568 $940,524 $128,164 $128,164 $0 $636,732 $72,986 $1,137,838 ($132,165) $45,821 $1,345,577 $320,844 $86,489 $3,514,122 $474,111 $499,873 $214,142 $1,707,102 $2,567,759 $90,357 $124,119 $543,737 $211,933 $116,532 $104,852 $260,795 $6,915,312 $615,850 $615,850 $12,545,157
$327,830 $0 $157,500 $485,330 $76,960 $147,964 $755,691 $980,615 $131,837 $131,837 $0 $653,152 $74,916 $1,152,322 ($131,469) $47,144 $1,421,917 $329,477 $88,932 $3,636,391 $476,071 $511,113 $218,183 $1,780,341 $2,721,824 $93,265 $127,782 $560,949 $216,564 $116,532 $106,812 $268,625 $7,198,061 $617,000 $617,000 $13,049,234
Community Dev
Neighbourhood Dev Social Planning Youth
Emergency
Emergency
Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Parks & Facilities
Cemetery Comm Parks Fairgrounds GGP - Fac Golf Course Greenbelts Municipal Parks Neighbrhd Parks Trails
Arenas Arts Historic Sites Leisure Centre Library Outdoor Pools PM Heritage Hall PMFRC Seniors South Bonson Amenity Special Events Special Srvcs
GGP - Infrastr
Totals
Proposed Changes or Remarks: Please see comments on each individual financial plan sheet for each decision unit.
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Pitt Meadows Cost Share
2008 Adopted Section CDPR Admin CDPR Admin Community Dev Decision Unit CDPR Admin ($62,074) ($62,074) ($11,111) ($133,774) ($144,885) ($11,955) ($11,955) ($135,564) ($15,489) ($9,556) ($205,264) ($81,390) ($18,273) ($465,536) ($101,816) ($101,998) ($40,904) ($346,280) ($19,899) ($25,988) ($109,077) ($38,518) $0 ($31,465) ($55,014) ($870,959) ($1,555,409) ($61,683) ($61,683) ($11,311) ($149,558) ($160,869) ($12,175) ($12,175) ($141,475) ($16,170) ($10,070) ($220,467) ($71,052) ($19,023) ($478,257) ($113,080) ($108,259) ($46,063) ($357,877) ($19,727) ($27,229) ($118,511) ($45,176) ($5,008) ($32,642) ($57,244) ($930,816) ($1,643,800) 2009 Proposed $ $391 $391 ($200) ($15,784) ($15,984) ($221) ($221) ($5,911) ($681) ($514) ($15,204) $10,339 ($750) ($12,721) ($11,264) ($6,261) ($5,159) ($11,597) $172 ($1,241) ($9,434) ($6,658) ($5,008) ($1,177) ($2,230) ($59,857) ($88,392) Proposed Changes % 0.6% 0.6% (1.8%) (11.8%) (11.0%) (1.8%) (1.8%) (4.4%) (4.4%) (5.4%) (7.4%) 12.7% (4.1%) (2.7%) (11.1%) (6.1%) (12.6%) (3.3%) 0.9% (4.8%) (8.6%) (17.3%) N/A (3.7%) (4.1%) (6.9%) 5.7% ($63,395) ($63,395) ($11,950) ($158,361) ($170,311) ($12,693) ($12,693) ($145,616) ($16,662) ($10,407) ($239,228) ($73,214) ($19,653) ($504,780) ($113,571) ($110,905) ($49,832) ($376,337) ($20,437) ($28,160) ($122,886) ($48,941) ($28,148) ($24,377) ($59,213) ($982,807) ($1,733,986) ($67,906) ($67,906) ($12,613) ($167,167) ($179,780) ($13,226) ($13,226) ($150,039) ($17,189) ($10,766) ($262,339) ($75,521) ($20,330) ($536,184) ($114,077) ($113,567) ($50,783) ($395,892) ($21,188) ($29,157) ($127,446) ($50,101) ($28,148) ($24,883) ($61,268) ($1,016,510) ($1,813,606) ($66,776) ($66,776) ($13,158) ($174,538) ($187,696) ($13,659) ($13,659) ($153,804) ($17,630) ($11,068) ($280,485) ($77,500) ($20,892) ($561,379) ($114,523) ($116,166) ($51,726) ($412,354) ($21,826) ($29,981) ($131,341) ($51,193) ($28,148) ($25,327) ($62,996) ($1,045,581) ($1,875,091) ($68,474) ($68,474) ($13,759) ($182,539) ($196,298) ($14,133) ($14,133) ($157,770) ($18,096) ($11,388) ($298,925) ($79,586) ($21,482) ($587,247) ($114,996) ($118,795) ($52,703) ($430,045) ($22,528) ($30,866) ($135,498) ($52,311) ($28,148) ($25,801) ($64,887) ($1,076,578) ($1,942,730) 2010 Proposed 2011 Proposed 2012 Proposed 2013 Proposed
Neighbourhood Dev Youth
Emergency Emergency Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Parks & Facilities Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Recreation Totals
Emergency
Comm Parks Fairgrounds Greenbelts Municipal Parks Neighbrhd Parks Trails
Arenas Arts Historic Sites Leisure Centre Outdoor Pools PM Heritage Hall PMFRC Seniors South Bonson Amenity Special Events Special Srvcs
Proposed Changes or Remarks: Please see comments on each individual financial plan sheet for each decision unit.
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District of Maple Ridge Community Development, Parks & Recreation Services - Administration Business Plan 2009 2013
Division Administration staff provide policy advice to Pitt Meadows and Maple Ridge Councils and administrative support and advice to the Parks and Leisure Services Commission. Administration staff are responsible for team coordination and leadership for the Division resulting in the development of annual Division Goals and Objectives which are aligned with the overall strategic directions of the two municipalities and for the implementation of action plans to achieve the desired end results. Administration staff also participate in the senior management function for both municipalities and serve in a liaison capacity with: School District No. 42, the Fraser Valley Regional Library, Metro Vancouver (formerly the Greater Vancouver Regional District) Parks and Cultural Committees, BC Parks, the Ministry of Forests, the Katzie and Kwantlen First Nations and with other community groups and agencies. 2.0 Corporate Overview See Community Development, Parks & Recreation Services 3.0 Departmental Overview Policy advice Research Administrative support Community consultation Team coordination Major project management Negotiation Liaison Customer focused research on levels of satisfaction and needed services. Customers Residents of Pitt Meadows and Maple Ridge Visitors to Pitt Meadows and Maple Ridge Municipal Councils and the School Board Community groups and agencies Service delivery partners Senior management teams Maple Ridge and Pitt Meadows Parks & Leisure Services Commission Municipal departments Division staff
Business Plan 2009 2013 Community Development, Parks & Recreation Services Administration
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Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Final Operating Agreements with School District No. 42 regarding new facilities (Maple Ridge Senior Secondary Track). Commission Support Reports. Parks, Recreation, and Cultural Plan Update (process started) Provide Coordination and Support for the 2008 Capital Program. Complete a Parks Acquisition and Development Funding Strategy within the context of the Master Plan. 2008 Random Customer Satisfaction Survey. Blue Mountain Sustainability Study. Pitt Meadows Arena Request for Purchase completed and new operator in place (prepare infrastructure grant application as the opportunity presents itself). Provide support to Spirit of BC Committee. Status as of September 30, 2008 Track to be completed shortly agreement by end December. Eight Meetings held to date 43 reports. RFP awarded to Catherine Berris & Associates Inc. and Asbell Management Innovations Inc. Public Workshop and focus group meetings to begin in October. Several Projects Completed Others in progress. Negotiations in Progress with SD42 on joint site acquisition. To be completed in October. Continuing discussions with Katzie and Kwantlen on the Plan based on MOU. Interim operator in place pending settlement of outstanding legal issues RFP likely delayed until new year. Staff supported the monthly meetings, Spirit of BC Week activities, BC 150 Rail Tour and BC 150 Rivermania. Sport Tourism Coordinator hired and street front office established in Economic Development (open by mid-November.) Ongoing. The Chair (Anita Perler) and Board of Directors selected. The committee attended the Kelowna Summer Games in July. Directors will begin recruiting and orientating their chairs in October. Ongoing until event in July of 2009 Status as of September 30, 2008 Completed hours of operation changed. Obtained Grant completed community consultation established phasing now completing design and tendering construction started in Pitt Meadows - starting in January in Maple Ridge. Carry forward from 2007. Plan developed in consultation with the public and implemented. ROW established Biln Farm Agreements being drafted. Carry Forward from 2007.
Participate in establishment and providing support of the BC Games for the Physically Disabled Organizing Committee.
Other Accomplishments Found Milestones Addressed Field Lighting Change at Rotary Field. Spirit Square.
Completed Randy Herman Centre Construction. Managed CERI Project restoration on North Alouette following over cut. Managed 136th Trail extensions including ROW establishment and negotiations with Biln farm. Finalized Whonnock Lake Expropriation.
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Organization Chart
General Manager Community Development, Parks & Recreation Services Mike Murray
Director of Recreation Kelly Swift
Executive Assistant Ingrid Kraus
Director of Community Services Sue Wheeler
Emergency Program Assistant Barbara Morgan
Director of Parks & Facilities David Boag
Recreation Manager Community Connections
Shelley Jorde
Recreation Manager Support Services Don Cramb
Recreation Manager Health and Wellness
Lex Tierney
Manager Parks & Open Space Bruce McLeod
Facilities Operations Manager Michael Millward
Parks Superintendent Not Hired
Net Operating Budget = $261,262 Full-Time Equivalent Staff = 2 4.0 Performance Measures/Indicators 4.1. Service Area Goal: Community Development Service Delivery Reinforce Community Development as an integral approach to service delivery and providing community benefits. (Safe and Livable Community/ Governance) Objectives: Staff and Commission members responsibility are well informed about the best practices and benefits of community development. Involved citizens Responsibility contribute positively to their community. Customer/Citizen access to quality Parks, Recreation and Cultural Services. Measures: Percent of citizens Responsibility indicate they are involved in their community as volunteers Percent of staff, Commission members and community organization leaders Responsibility understand the importance of community development as a key approach to service delivery building a sense of community Percent of citizens Responsibility indicate they are very satisfied, satisfied or not at all satisfied with the range and quality of parks, recreation and cultural services available in Maple Ridge and Pitt Meadows 2002 29.8% 2005 32% 2009 32% plus 100%
Range 80.6% excellent/ good Quality 80.2% excellent/ good
Range 86% excellent/ good Quality 82% excellent/ good
Maintain both over 82%
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Actions Coordinate additional training for all Commission members Review all business plans within the Community Development Parks and Leisure Services Division to ensure as much effort as possible is focused on community development as an approach to enhancing the communitys capacity to respond to local needs Arrange for staff and Commission Community Development Training Prepare business plan reports Coordinate Quarterly Stat reports Responsibility Mike M./ Ingrid K. Mike M. Timeline Mar. Sep.
Community Development Team (CDT) Ingrid K. Diane C.
Mar. Quarterly Quarterly
4.2 Service Area Goal: Commission Support Provide Support for the Parks and Leisure Services Commission in the form of agenda and report preparation, completion of minutes, provision of training and strategic planning opportunities to ensure well considered policy development. (Governance /Safe and Livable Community). Objectives: Well considered and fair policies for the provision of Parks, Recreation and Cultural Services which reflect the strategic direction of the Commission and both Municipal Councils. Customer/Citizen access to quality Parks, Recreation and Cultural Services. Measures: Percent of citizens, Responsibility indicate they are very satisfied, satisfied, dissatisfied or very dissatisfied with the range and quality of parks, recreation and cultural services available in Maple Ridge and Pitt Meadows Percent of Commission members, Responsibility indicate they are very satisfied, satisfied or not at all satisfied with the support and results of the group decisionmaking processes 2002 As above 2005 As above 2009 As above
50% strongly agree 50% somewhat agree
80% strongly agree
80% plus agree
Actions Produce meeting packages for the Commission for a total of ten meetings per year. Distribute within seven days in advance of each meeting Hold strategic planning meeting Strategic Plan Review Business Planning Produce annual report for the Division Complete Commission member evaluation of the Commissions effectiveness Prepare business plan reports /tracking Recruit new at large Commission Members Provide new Commission Member Orientation
Responsibility Mike M./ Ingrid K. Mike M. Mike M./ Ingrid K. Mike M. Ingrid K./ Kelly S. Mike M. Mike M.
Timeline Monthly Mar. and Fall May Oct. Quarterly Nov. Jan.
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4.3 Service Area Goal: SD42 Master Plan Implement the master agreement between the School District and the two Municipalities to maximize the use of public resources and avoid duplication. (Governance) Objectives: An effective partnership with School District No. 42. Enhanced access by residents to school facilities/services and by schools to municipal parks and recreation services/facilities. Effective use of public funding. Measures: School District Survey: 2005 Percent of responders - Commission & Administrators Responsibility are satisfied with the effectiveness of the relationship Maple Ridge and Pitt Meadows Parks & Leisure Services Commission: Overall satisfaction 2005 62% strongly agree 45% strongly agree 38% somewhat agree 18% somewhat agree Timeline Semi annually Dec. Dec.
Actions Prepare agendas and minutes and chair Master Agreement Joint Management Committee Meetings. Commence negotiations around a minimum of one subagreement Complete Satisfaction Evaluation and follow up discussions
Responsibility Mike M. Mike M. Mike M.
4.4 Service Area Goal: Master Plan, PR&C Complete implementation plan for the Master Plan, Parks, Recreation and Culture to ensure appropriate services are available for present and future customers and citizens to live healthy lifestyles. (Governance/Safe & Livable Communities) Objectives: Customers and citizens Responsibility are active and healthy. Customers and citizens Responsibility have access to required services.
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Measures:
Create a community culture where active living is part of daily life
Percentage of citizens who are moderately active *
77%
Increase participation of those not currently involved in leisure activities due to financial barriers
Number of low-income citizens accessing recreation services through access programs
2,000 1,500 1,000 500
80% 60% 40% 20% 0% Adults Children

55%
0 2001 2002 2003 2004 2005 2006 2007
Source: Parks and Recreation Survey 2005 conducted by Ipsos-Reid. This question was not asked in the 2002 survey. The next planned survey is in 2008.
Percentage of citizens who use available Parks & Leisure Services Percentage of citizens who are satisfied (rated as Excellent or Good) with Parks & Leisure Services**
2005, 77% Users 2002, 80%
2005, 87% Satisfied 2002, 80% 0% 20% 40% 60% 80% 100%
** Source: Parks and Recreation Survey 2002 and 2005; 2005 survey conducted by Ipsos-Reid. The next planned survey is in 2008.
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Percent of citizens Responsibility indicate they are actively involved in recreational pursuits Percentage of Citizens Responsibility indicate they are moderately active four or more times per week Percent of citizens/ customers Responsibility indicate they are very satisfied, satisfied or not at all satisfied with the range and quality of parks, recreation and cultural services available in Maple Ridge and Pitt Meadows 2002 79.4% reported use of facilities 2005 76% reported use of facilities 45% adults and 77%of school aged children 45% adults and 77%of school aged children 2008 80% plus
50+% adults 80% school aged children 50+% adults 80% school aged children
Actions Complete Customer Service Data Analysis Complete Neighbourhood development Workshop Complete Master Plan Strategic planning workshop with Commission, Council and School Board Complete final Public and Staff Input Sessions on Draft plan Complete Joint Agreement Review Complete Master Plan Update Complete 2010 Business Plans and long term capital plans aligned with adopted Master Plan recommendations Discuss goals and plans for 2010 First meeting to prepare Business Plans Participate in one full day of business planning to complete the draft business plan. Final review of draft business plan Submit Business Plan document to the Business Plan Committees
Responsibility Consultant Consultant Consultant Consultant Consultant Mike m. Mike M. and Consultant Mike M. PLS Managers/ Leadership Team Mike M./ PLS Managers Team Mike M./ PLS Managers Team Mike M./ PLS Managers Team Mike M./Ingrid K.
Timeline Jan. Jan. Mar. June June Sep. Sep. May June Mid- Sep. Third week Sep. Oct.
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4.5 Service Area Goal: Divisional Work Coordinate Divisional work to ensure effective performance in the context of Municipal and Parks and Leisure Services Commission Master Plans and focus on continuous improvement and process reviews toward that end. (Governance /Safe & Livable Communities/ Resource Management) Objectives: Quality services. Citizen access to required services. Efficient service delivery. Measures: Strategic Plans, Master Plans, Business Plans and Performance Plans in place and aligned Percent of citizens Responsibility indicate facilities and parks are easy to get to Percent of citizens Responsibility rate their overall P&LS satisfaction as excellent or good 2002 All in place 82% 80.2% 2005 All in place 87% 86% 2009 All in place 87%+ 86% plus
Actions Hold required planning meetings with Commission, Divisional Management Team, Recreation Managers Group and Individual Managers to ensure plans are in place Prepare and monitor progress on major projects flow chart Complete annual Commission Report Card in concert with management team and the Commission Participate in Maple Ridge and Pitt Meadows Strategic Directions Planning Ensure performance plans in place for 90% of full-time personnel. Hold annual Leadership Team retreat to focus on critical issues facing the Division and interdepartmental communication Participate in Maple Ridge and Pitt Meadows OCP reviews Parks, Recreation and Cultural Plan Update
Responsibility Mike M.
Timeline Ongoing
Ingrid K./ Mike M. Mike M. Mike M. Mike M. Mike M./ PLS Managers/ Leadership Team Mike M. Consultants
Monthly June As Opportunities arise Mar. May
Dec. Sep.
4.6 Service Area Goal: Operational Planning Ensure design and operational planning for new parks and facilities reflect the original intent to fill service gaps in the context of Strategic Plans. (Governance /Safe & Livable Communities/ Resource Management)
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Objectives: Continue participation in Blue Mountain Sustainability Study. Participate in Maple Ridge and Pitt Meadows Civic Centre Planning and implementation (i.e. Seniors Centre, reconfiguration of skateboard/youth area and development of ancillary lands). Implement final agreements related to Pitt Meadows Seniors Pavilion. Participate in Pitt Meadows Arena RFP. Measures: Business plans in place and endorsed 2004 In place 2005 In place 2006 In place 2008 In place by Dec. of prior year Timeline Selection completed by June June June
Actions Pitt Meadows Arena RFP for Operator Blue Mountain Sustainability Study completed and adopted Finalize Pitt Meadows Seniors Pavilion Operating Agreement and lease with RMSS
Responsibility Kelly S./ Laurie D. Mike M. Shelley J.
4.7 Service Area Goal: Citizen Participation To increase citizen opportunity to participate in a wide range of recreation services through partnerships that deliver services in a manner that aligns with Department policies, procedures, and values. (Governance /Safe & Livable Communities/ Resource Management) Objectives: To ensure citizens have access to a range of leisure and recreation opportunities. To provide a consistent high quality service in a cost-effective and efficient manner. To ensure all residents have access to services. Measures: Number of citizens participating in services provided through partnerships 2002 4,817 2005 7,981 2006 9,095 2009 10,000
Actions Revise contracts for business relationships to ensure consistency on both Municipal and Department levels (as agreements come due for renewal)
Responsibility Administration Staff
Timeline When Due
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4.8. Service Area Goal: Liaison 2010 Initiatives Provide liaison and support to both the Maple Ridge and Pitt Meadows Spirit of BC Community Committee and the BC Games for the Physically Disabled Organizing Committee (Economic Development/Safe and Livable Community) Objectives: To ensure citizens contribute as much as possible and benefit from the success of the 2010 Olympics and the Games for the Physically Disabled. Measures: Number of residents involved in volunteering for both events Economic Benefits of the games measured through economic impact assessments Number of residents Responsibility indicate the level of community spirit in Maple Ridge and Pitt Meadows is one of the reasons they enjoy living here 2005 40 2009 600 $500,000 in 2009 30% plus
Actions Provide assistance in the completion and implementation of a Business Plan update for Maple Ridge and Pitt Meadows Spirit of BC Community Committee Participate with the BC Games for the Physically Disabled Organizing Committee
Responsibility Mike M. Mike M./ Shelly J.
Timeline June to July 2009.
4.9 Service Area Goal: Protecting Open Space Resources To enhance community sustainability through the protection of open space resources beyond those currently identified in the five year capital program Objectives: Identify and acquire the appropriate sites. Measures: Number of hectares of appropriate parkland acquired 2007 200 + 2008 75 + 2009 50+ Timeline May
Actions Identify and establish values of potential sites
Responsibility Mike M. / David B
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Administration
2008
Section CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Admin CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support CDPR Support Totals Admin Fee Bank Charges Insurance Miscellaneous Public Relations Salaries Service Severance Supplies Supplies - Software Vehicle Costs Wages Decision Unit Conferences & Meetings Memberships Other Outside Servcies PM - Cost Recovery Salaries Salaries - Growth Funding Special Projects Supplies Adopted -
2009
Proposed $
Proposed Changes %
2010
Proposed -
2011
Proposed -
2012
Proposed -
2013
Proposed -
$11,800 $4,761 $15,000 ($62,074) $251,598 $10,000 $3,000 $234,085 ($8,500) $28,000 $89,785 $4,344 $306 $1,525,175 $42,717 $29,842 $88,700 $25,874 $104,556 $1,930,799 $2,164,884
$11,800 $4,761 $0 ($61,683) $263,384 $0 $40,000 $3,000 $261,262 ($8,500) $28,000 $102,100 $4,344 $306 $1,651,862 $42,717 $29,842 $88,700 $32,525 $100,132 $2,072,028 $2,333,290
$0 $0 ($15,000) $391 $11,786 $30,000 $0 $27,177 $0 $0 $12,315 $0 $0 $126,687 $0 $0 $0 $6,651 ($4,424) $141,229 $168,406
0% 0% (100%) 1% 5% 300% 0% 12% 0% 0% 14% 0% 0% 8% 0% 0% 0% 26% (4%) 7% 8%
$11,800 $4,761 $0 ($63,395) $274,310 $50,000 $3,000 $280,476 ($8,500) $28,000 $102,100 $4,344 $306 $1,718,885 $42,717 $29,842 $88,700 $33,367 $104,281 $2,144,042 $2,424,518
$11,800 $4,761 $15,000 ($67,906) $326,312 $40,757 $60,000 $3,000 $393,724 ($8,500) $28,000 $102,100 $4,344 $306 $1,788,097 $42,717 $29,842 $88,700 $34,236 $108,528 $2,218,370 $2,612,094
$11,800 $4,761 $0 ($66,776) $408,401 $112,500 $70,000 $3,000 $543,686 ($8,500) $28,000 $102,100 $4,344 $306 $1,848,839 $42,717 $29,842 $88,700 $35,129 $112,073 $2,283,550 $2,827,236
$11,800 $4,761 $0 ($68,474) $464,243 $157,500 $70,000 $3,000 $642,830 ($8,500) $28,000 $102,100 $4,344 $306 $1,913,515 $42,717 $29,842 $88,700 $36,050 $116,000 $2,353,074 $2,995,904
Proposed Changes or Remarks: CDPR Admin: Other Outside Services: Citizens satisfaction survey performed every three years. Special Projects: Public Art funding is added in 2009 at $40,000 and increasing over time to $70,000 annually, as per Council direction. Salaries: The variance is in line with the wage and benefit cost contingency. In 2011 through 2013 there is a balance of the growth funding $40,757, $112,500 and $157,500. The balance of what had been committed has already been distributed to address costs associated with growth.
6.0 7.0 8.0
Capital Budget See Parks and Facilities section Information Technology Update None Incremental/Reduction Packages None
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District of Maple Ridge Community Development, Parks & Recreation Services Community Services Business Plan 2009 2013
The Community Services Department offers a wide range of recreation and community development services in both Maple Ridge and Pitt Meadows, delivering preschool, childrens, and youth recreation programs in municipal, community and school facilities and supporting neighbourhood development, Neighbourhood Association development support, Neighbourhood Association Network development, and neighbourhood input processes throughout both communities. The level of services offered is enhanced by the development of partnerships and through the contribution to community wide initiatives and network development. The department recognizes the importance of the role that quality of life at the neighbourhood level plays in overall community health and wellness. The Community Services department strives to create opportunities that promote staff growth and development and ultimately, ensure staff retention. The development of this new department has resulted in the reduction of duplication and an increase in consistency by expanding cross-functional responsibilities. A significant shift was the move away from utilizing a contracted service to provide preschool registered recreation programs with the Childrens Services now offering these programs directly. Another shift was to centralize neighbourhood community development services with one position now responsible for liaising with existing Neighbourhood Associations and supporting the development of new associations and networks. 2.0 Corporate Overview Strategic Alignment Environment Promote individual and community responsibility for the stewardship of natural resources by promoting environmental sustainable practices in programs and services. Encourage stewardship of natural resources by assisting with the promotion of environmental education programs directed at local school aged children. Incorporate green product choices for all programming where possible and provide education for participants regarding these choices. Safe and Livable Community Ensure recreation services are accessible to all citizens. Promote community health and wellness through participation in recreation and community involvement. Involve neighbourhoods in defining their leisure and recreation needs and in developing positive solutions. Provide opportunities to develop community capacity through leadership training workshops, networking, community initiated projects, and information sharing forums. Support opportunities that encourage a sense of community identity and pride. Financial and Resource Management Using sound financial management practices in the delivery of leisure services. Considering alternative approaches to providing quality, cost-effective leisure services. Plan effective use of municipal facilities including the Greg Moore Youth Centre and Pitt Meadows Youth Centre.
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Governance Function in an open manner by including neighbourhood input when planning leisure services. Provide facilitation or other support as needed to Municipal initiatives that engage citizens. Provide education and leadership regarding the importance of considering the interconnectedness of the principles of sustainability. Community Relations Provide inclusive opportunities that engage citizens in decision-making regarding leisure facilities, parks and services. Provide all community members with an opportunity to participate in identifying community recreation needs or to contribute suggestions on service improvements Connect citizens to the community through involvement in recreation, community festivals and neighbourhood activities. Inter-governmental Relations/Networks Facilitate networking and resource sharing through partnerships with the School District and other public agencies, businesses, not-for-profit groups and community service providers. Maintain relationships with Provincial Ministry partners and explore new opportunities. Network with Regional and Local Governments to exchange information on best practices related to the delivery of recreation services and to access funding opportunities. Economic Development Utilization of community resources in recreation programming services, particularly in outdoor activities for youth and children. Community Services Municipal Department Interdependencies Engineering, Planning, Economic Development, RCMP: Share resources, information, research, and community connections. Areas of work, or community partnerships, overlap and/or compliment, requiring ongoing communication. 3.0 Departmental Overview Community Services - Services Provided Preschool, Children & Youth Services, Neighbourhood Development: Preschool Services: Registered active and social recreation programs and drop-in gym times, development of partnerships to offer specialized preschool programming, liaison and participation on the Child, Youth and Family Networks Early Childhood Development Committee. New initiatives include plans to introduce new programs through increased community partnerships. Childrens Services: Registered recreation programs including skill and leadership development opportunities such as Babysitter Training, and Youth Futures; outdoor recreation such as Trailblazers; seasonal programs such as playground, summer, spring and winter camps; After School initiatives such as drop-in programs and After School Care- Active Kids Club available in six neighbourhood schools in partnership with School District No. 42; development of partnerships to assist in support of children with specialized behavioural or support needs; partnership programs through the Ridge Canoe and Kayak Club, Alouette River Management Society, Rider Wakeboarding, Sportsball and others. Birthday Parties: Birthday parties are available on the weekends in the Maple Ridge Leisure Centre pool, playroom and active area at Greg Moore Youth Centre (GMYC).
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Youth Services: Youth drop-in recreation opportunities at two Youth Centres and one outdoor Youth Action Park, recreation and skill development programs such as skateboard lessons; partnership programs; youth initiated recreation programs, events and dances; out-trip opportunities such as hiking and camping; community involvement through Youth Council initiatives, Women in Action, Men Making a Difference (M2AD); Youth in Park program through summer months; development of partnerships to assist in support of youth with specialized behavioural or support needs; liaison with Youth Centre Society, Teen Resource Network, Children Youth and Family Networks Integrated Case Management, and Community Action Team. Youth Community Special events including: Youth Week, Pitt Meadows Day Youth Fest, participation in Canada Day events, Open Houses, GrassROOTs in the Park, and a number of other youth initiated events. Support for, and coordination of, Core Security Team. Supervision of Security service in Core outdoor area and management of behavioural issues related to the security of this area. Neighbourhood Development: Neighbourhood Development community education and workshops; liaison and support for the development of neighbourhood associations such as Mountain View; facilitating the development of a Neighbourhood Association Network; Neighbourhood Quality of Life Planning; supporting projects at the neighbourhood level, such as a neighbourhood community gardens and neighbourhood special events; facilitating neighbourhood input processes to community planning and special projects such as that planned for the South Bonson Amenity Building; support for Building Community Solutions projects such as Seed Grants for neighbourhood celebrations. Municipal liaison and support of Canada Day festival committee in hosting the annual community Maple Ridge Canada Day celebration. Community Services Customers: Children (0-12 years) Youth (13 18 years) Families Neighbourhoods Neighbourhood Associations Community Associations Customer Services Resources 1 Director 2.3 Coordinators 2 FT Programmers 2 FT Youth Program Assistant II 2 (.5) PT Youth Program Assistant I 1 (.5) PT Childrens Program Assistant I 1 FT Childrens Program Assistant I (Grant funded) 50 PT Childrens Recreation Leaders (12.53 FTE) 30 PT Youth Workers (6.08 FTE) Community Partnerships and Networks Community Services Vision, Mission, Values, Strategic Plan: Parks & Leisure Services Vision, Mission, Values Parks, Recreation, and Cultural Master Plan (currently being updated)
Business Plan 2009 2013 Community Development, Parks & Recreation Services Community Services
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Community Services - Organizational Chart
Director of Community Services Sue Wheeler
Recreation Coordinator (Social Planning) Shawn Mathewson
Recreation Coordinator (Youth) Tony Cotroneo
Recreation Coordinator (Neighbourhood Dev) Christine DiGiamberardine
Recreation Programmer (Childrens) Jennifer Baillie
Recreation Programmer (Youth) Brian Patel
Program Assistant (Childrens) PT Clint Gamache Program Assistant (Childrens) Not Hired Recreation Leaders 50 PT (12.53FTE)
Program Assistant II (Youth) Adam Rieu Meghan MacMillan Program Assistant I (Youth) 1 FTE Matt Neufeld Not Hired Youth Workers 30 PT (6.08 FTE)
Net Operating Budget = $685,980 Full-Time Equivalent Staff = 29.61 Community Services - Successes/Accomplishments in 2008 Preschool and Children Recreation Services 2008 Deliverables Proposed in Business Plan To offer quality pre-school and infant social recreation programs in Maple Ridge and Pitt Meadows: Utilize research associated with the Early Childhood Development Asset Mapping when programming for the 0-6 year age group; Work with community partners to offer a wide range of preschool programming; Conduct focus groups with parents to determine programming options. Status as of September 30, 2008
Utilized research to plan preschool programming Offering Baby Sign, Mother Goose Programs, Pre-Natal programs Developing questions in conjunction with Early Childhood Development Committee, focus groups to be completed June 30, 2009
To offer quality leadership programs throughout the year for children and youth aged 13 to 18 years.
Additional leadership programs throughout the year including Trailblazers.

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2008 Deliverables Proposed in Business Plan To work with other community agencies to translate childrens program informational package materials into Korean. To provide quality birthday party programs for children in Maple Ridge and Pitt Meadows that are age/developmentally appropriate, creative and environmentally friendly birthday party packages. To increase after school program opportunities for elementary school aged children. Increase training opportunities for recreation instructors on specialized topics such as behaviour management. Promote litter-less healthy lunches at all day camp programs. Continue to increase preschool One Day Wonders program opportunities. Introduce experiential outdoor recreation programming for children. To support staff in developing preschool programming and partnership programming that was redirected to this area of responsibility through the 2007 department reorganization process. Continue to develop and expand community partnerships to increase the quality of childrens programming. Other Accomplishments Found Milestones Participation on the Middle Childhood Matters Committee- Hiring of Coordinator. Beyond the Walls UBCM grant. Status as of September 30, 2008 Information to be translated in the Spring 2009 Recreation Brochure. Increase in number of birthday party options including Sundays; birthday party kits created. Addition of one Active Kids Club; participating on Hearts in School. Six training modules completed. Information included in brochure and parent packages. Increased number of these opportunities in all program seasons. Trailblazer programs running in the summer, fall and winter seasons. Created pre-school program kits for staff; developed new partnerships for pre-school programming in the fall program season. Increased partnerships with Strong Start Centres at two Active Kids Club. Status as of September 30, 2008 Preliminary meeting, funds received for planning; Chair and committee terms of reference developed. Continues to be a part of programming; Web Toolkit developed awaiting CYFN website completion. Date for workshop chosen for April, 2009. Began work with program to support researching grant funding.
Hearts in School program with FHA, SD42. Comfort Zone School Program-grant support.
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Youth Services 2008 Deliverables Proposed in Business Plan Thomas Haney Secondary School Youth Action Park opening and operation. Establishment of Youth Action Park Advisory Committee. Development and implementation of the Youth Action Park Mentorship Program. Listen to Us forum in Pitt Meadows in January (planning to start this fall). Work with Child Youth Family Network to strengthen commitment to Teen Resource Network. Youth Worker recruitment, retention, and training plan development. Research summer funding alternatives. Status as of September 30, 2008 Park is complete and in its operational stage. Chair has been set (Fred Armstrong) and committee is meeting monthly. Program components are in place with first graduates in active roles. On schedule for fall 2008. Complete & on going. Teen resource network has shown an increase in participation & commitment. Ongoing but initial work has been complete with a successful summer recruitment. HRDC Greg Moore Foundation grants were sufficient for our needs this year therefore no further grants were researched. Ongoing, initial work has been complete and will implement pilot project in Spring 2009. Complete June 2008 and information is now being sent to youth customers by regular emails. This is ongoing with a number of initiatives complete. i.e. recycling stations in both youth centres, worm composting in a number of municipal locations & Captain Compost education series in all our staff training sessions. Status as of September 30, 2008 Adstock & Breastfest. Opened September 15th and current enrolment is 11 students as of Sept. 30th. 12 students enrolled as of Sept 30th. Completed July 2008 and is currently being used as a pilot recruitment tool The project has been launched as a pilot project and will be an ongoing initiative in the new year. Currently we have 61 fans.
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Design and introduce youth initiated participant evaluations and customer service surveys utilizing the internet. Develop customer email lists for distribution of Youth program promotions. Implementation of Sustainability plan focusing on youth education related to: economic, environment and social sustainability.
Other Accomplishments Found Milestones Support of grass roots programs for youth ages 18-22 Store front School Partnership with School District 42 Experiential school (Comfort Zone) Partnership with Ridge Meadows Association for Community Living (RMACL). Development of recruitment multimedia video. Development of Pilot Project to use Facebook as a recruitment tool.
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Neighbourhood Development 2008 Deliverables Proposed in Business Plan Supporting and liaising with existing neighbourhood associations. Neighbourhood Development community education workshops. Liaison and support for the development of neighbourhood associations. Status as of September 30, 2008 Currently building relationships, supporting association events and activities. Organized and hosted a community workshop on food security. Attending pilot association meetings to support their growth and development, arrange access to resources i.e. tents and equipment for events. Connect them to existing community resources and processes. Deferred to 2009 start date. Deferred to 2009 start date. Assisted two schools with grant applications, provided assistance with meetings, provided input into the Volunteer Coordinators job description and interview process, coordinated garden work days, assisted with planning for the Community Hub open house, provided support to the Community Hub Coordinator, provided links to stakeholder groups. South Bonson participated in some stakeholder groups with Don Cramb the community wide input process has been delayed to be completed fall 2008. Hired a new Building Community Solutions Coordinator to oversee and support the SEED grant process, produced a SEED Grant Map, processed 22 SEED grant applications, provided support at steering committee meetings, provided support to the new Building Community Solutions Coordinator for planning and direction. Discussion held July. Garden master planning focus group scheduled for Oct. 2008.
Facilitating the development of a network of neighbourhood associations. Development of a Neighbourhood Quality of Life planning template. Supporting neighbourhood development projects such as the School Garden and the Community School Hub.
Facilitating neighbourhood input process for community planning projects such as new facilities.
Supporting the Building Community Solutions project such as SEED grants to encourage neighbourhood development.
Facilitated discussion on a community, neighbourhood and school garden vision.
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Community Services Projects in Progress: Childrens Services Grant funding applications for Active Kids Club (Ongoing). Active Kids Club orientation package for School District staff (Dec. 2008). Pre-school Program Development new program area for Childrens Services (Dec. 2008). Parents of pre-schoolers Focus Group (Feb. 2009). Birthday Party Program Development new program area for Childrens Services (Dec. 08). Orientation Package for new Childrens area staff (Jan. 2009) Beyond the Walls UBCM grant (Experiential learning/outdoor educational experiences) (May 2009). Implementation and support to one additional new Active Kids Club site (Dec. 2008). Participation on development of new Middle Years Matters Committee 6-12 yrs. (Mar. 2009). Parks, Recreation, Cultural Master Plan update participation (July 2009). Youth Services Youth Action Park Leadership Team (Jan. 2009-ongoing) Youth Park Mentorship Program continued development of this new program (June 2009). Support Listen to Us Youth Needs Assessment in Pitt Meadows (Mar. 2009). Work with Parks Department to design a Youth Action Park process in Pitt Meadows (Dec. 2008). Ongoing work on the Facebook recruitment tool for hiring staff (Promotional and Development). (Jan. 2009). Develop recruitment video for parks and recreation department. (Mar. 2000). Develop a Municipal banning procedure manual for municipal staff and security. (May 2009). Support the environmental composting project (contribute to the development of a proposal). (Dec. 2009). Development of an online youth customer survey for programs (Dec. 2009). Development of a Youth Services promotion strategy for Youth Programs (Dec. 2009). Development of training program for operation of YOI Bus (June 2009). Participate in planning Community Action Team Forum on the Prevention of Sexual Exploitation. (Mar. 2009). Contribute to the development of new Store-front School in Greg Moore Youth Centre. (Sep. 2009). Support Comfort Zone project in meeting goals for sustainable funding and to find a new location. (Sep. 2009). Parks, Recreation, Cultural Master Plan update participation (July 2009). Neighbourhood Development Support and Sustainability of Neighbourhood School Garden Committee and work to expand program and access grant programs (Blue Mountain Elementary (Dec. 2009). Ongoing support and sustainability of Building Community Solutions Steering Committee: - Promotion and sustainability of the Neighbourhood SEED grants - Ongoing support to the development of pilot Neighbourhoods Associations - Support development of Neighbourhood Education Workshop Series (Dec. 09) - Ongoing support of the Haney Farmers Market to ensure success and sustainability Support the development of a community-wide plan for community gardens (July 2009). Support Community Connections project and the Neighbourhood Steering Committee (Jan. 09). Community consultation process for the South Bonson Community Centre (Dec. 2008). Facilitation of strategic planning process for the CEED Centre Board (Dec. 2008). Support processes for the development of a Food Security Community Network Dec. 2009).
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Support the Child Youth Family Network (CYFN) 2009 Resource Fair (Nov. 2008). Support for development and sustainability of the Maple Ridge Canada Day Committee July 2009). Parks, Recreation, Cultural Master Plan update participation (July 2009). 4.0 Broad Scope Performance Measures/Indicators Childrens Services - Broad Scope Performance Measures: 2007 2008 Registered Childrens Services (projected) Programs No. Participants 3,644 3,552 No. Programs 374 387
* Target based on resources with proposed incremental package included.
2009 (target)* 3,978 400
Youth Services - Broad Scope Performance Measures: 2006 2008 Youth Outreach Initiative: (Projection) Youth Lounge Drop-in Hours 2,219 2,233 Youth Lounge User Hours 77,042 77,487 2006 Youth Volunteer Participation No. Volunteers No. Hours Volunteered 468 2,028 2008 (Projection) 452 2,518
2009 (target) 2,240 78,500 2009 (Target)* 300 1,900
*reduction due to reduced attendance at Youth Dances, currently under review
Neighbourhood Development Broad Scope Performance Measures: 2009 2006 2007 2008 estimate target Number of new community groups developing long 2 2 2 2 term plans Number of Neighbourhood Associations planning 4 8 events Number of Building Community Solutions SEED 50 12 30 Grants Number of Neighbourhood Educational Workshops 2 1 2 Haney Farmers Market average attendance 700 1,000 1,250 4.1 Service Area Goal: Sustainability To create opportunities to educate, role model and inspire other municipal departments, community partners and youth about sustainability and the importance of the balance between the social, economic, and environmental realms. (Safe & Livable Community) Objectives To provide information about sustainability in Community Services presentations and other promotional material. To share information and resources about sustainability with other Municipal departments, community partners and youth. To continue to build and strengthen the capacity of community organizations. To build the capacity of Community Services staff and other municipal departments.
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To encourage inter-departmental connections. To examine and increase training opportunities for Community Services staff. To work with Community Services staff and other municipal departments to promote environmental awareness and commitment. To work with other municipal departments, partners and youth to create gardening opportunities that model best practices and provide educational opportunities for community and youth. To continue to participate on the Municipal Green Team. To liaise with the Bicycle Advisory Committee. To continue to research sustainable funding sources for Community Services project. To support community organizations to research sustainable funding sources. Measures: 2008 Number of presentations on sustainability Number of participants at presentations Number of composting stations in Municipal facilities or programs Number of staff or others using composting stations 3 60 6 115 2009( projected) 6 120 9 180 Timeline Mar. Ongoing Sep. Sep. Sep. Aug. Jan. Sep. Ongoing
Actions To create an interactive sustainability presentation. To participate on the Municipal Green Team. To investigate and research the funding for green office space. To investigate and research the purchase of 2 electric bikes/or pedal bikes and collective gear. To research funding for garden/greenhouse at GMYC. To research funding to pilot a Bike Locker program. To research training opportunities for Community Services staff. To explore a Job Shadowing program. To invite other departments to the Child and Youth Team and Community Services team meetings. Preschool and Childrens Recreation Program Services
Responsibility Shawn M./Sue W. Adam R./ Jen B. Adam R./Brian P. Tony C./Brian P. Adam R./Brian P./ Christine D. Tony C./ Russ C. Tony C./ Brian P./ Shawn M./Sue W. Christine D. Joanne G./Tony C.
4.2 Service Area Goal: Develop Childrens Programs Develop and implement programs that respond to their needs. (Safe & Livable Community) Objectives: To define community and Neighbourhood needs. To increase childrens participation in recreation, particularly in active opportunities. Improve planning and collaboration between program areas. To simplify administration systems in order to respond efficiently to community needs. Measures: 2007 # of focus groups for Children # of children attending active programs. n/a 3,618 2008 (Projection) 23 3,979 2009 (Target) 23 4,133
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Needs Assessments: Actions To assess childrens program needs by: Conducting focus groups in Elementary Schools Conducting a parents of pre-schoolers focus group or survey Collecting and analyze evaluations from all childrens programs View needs assessment in terms of data collected by the HELP project (UBC: Dr. Clyde Hertzman) Promote Active Participation By Children: Actions Focus promotions on informal sport opportunities to encourage children to continue to stay active. Implement programs identified in focus group data. Examine ways to support children with behavioural challenges through increased partnerships and collaboration with community partners- School District No. 42, Ridge Meadows Child Development Centre, Ridge Meadows Association for Community Living. Explore opportunities for training and education of staff regarding behaviour management. Explore funding opportunities to support children with behavioural challenges. Responsibility Sue W./ Shawn M./ Jen B. Jen B. Shawn M./ Jen B. Timeline Ongoing June Responsibility Jen B./Clint G. Shawn M./Jen B Jen B/ Kathryn B. Shawn M. Timeline Jan. Mar. Ongoing Sep.
Shawn M./ Jen B Shawn M./ Petra R.
Ongoing June
Improve Planning and Collaboration between program areas: Actions Participation on Communication Teams and Networks. Simplify Administration systems: Actions Continue to work with customer service staff to investigate removing barriers for customer registration for programs offering complex options (i.e. Active Kids Club, Birthday Parties) and manage wait lists Responsibility Shawn M./Jen B./ Michelle N./ Clint G. Timeline Ongoing Responsibility Shawn M./ Jen B./Clint G./ Michelle N. Timeline Ongoing
4.3 Service Area Goal: Childrens Recreation Promotion To promote Parks and Leisure Services and the benefits of recreation. (Safe & Livable Community) Objectives: To increase customer awareness of existing recreation opportunities through Parks and Leisure. To increase childrens participation in recreation. To encourage parent and family participation in recreation.
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Measures: 2007 # attending children and youth programs To increase awareness of recreation opportunities for Children: Actions Develop an instructor Orientation Package that provides staff with information on the benefits of recreation. Promote the benefits of children participating in recreation through all promotions. Develop connections with schools to promote benefits of participation in specific programs through school newsletters and attendance at assemblies. Educate the community on the benefits of recreation and leisure for families at all community special events. Join other communities in supporting International Day of the Child 2009. Participate in the Family Resource Fair 2009. Partner with the Active Community Network to promote a consistent message in the community. Develop partnerships to support the promotion of the benefits of recreation (Fraser Health Authority, Early Childhood Development Committee). Develop and promote low cost recreational opportunities. Responsibility Meghan M/ Jen B./ Clint G. Shawn M./Jen B. Jen B./Shawn M. Shawn M./Jen B. Shawn M/Jen B. Shawn M/Jen B./ Michelle N./Clint G. Jen B./Michelle N. Shawn M. Shawn M./ Jen B. Timeline Jan. Ongoing Ongoing Ongoing Nov. Nov. Ongoing Ongoing Ongoing 2008 2009 (Projection) (Target) 3,644 4,008 4,232
4.4 Service Area Goal: Early Child Development To recognize early child development as a community and Parks and Leisure priority. (Safe & Livable Community) Objectives: To work with community partners to support services to children and families. Participate in resource fairs and community events. To continue to add educational opportunities to the Parent and Tot Drop In programs. To review gaps in services through community asset mapping. To educate the community on the significance of the early years. To educate staff about opportunities to provide rich learning environments that support children and families in leisure and recreation programming. To review the neighbourhood mapping project (HELP) with a view to adjusting services to reflect research. Measures: 2007 Registered # of children attending pre-school programs 916 2008 (Projection) 986 2009 (Target) 1,033
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Actions To work with community partners: Resource Fair/ Immunization Fairs. Reviewing gaps in services/asset mapping: Involvement in the collaborative consultation of the Early Childhood Development Committee. Participate on the Early Childhood Development Committee. Educate the community about the benefits of play. Provide training and information about the early years to staff involved in instruction and support of pre-school programs; possible invitation of speaker on the importance of play. Increase number of pre-school programming opportunities. Continue to offer social recreation programs for infants and parents through community partnerships. Responsibility Shawn M./Jen B Shawn M. Shawn M. Shawn M./Jen B. Shawn M./Jen B./ Clint G. Jen B./Clint G. Shawn M./Jen B. Timeline Ongoing June Ongoing Ongoing. Jan.
June June
4.5 Service Goal Area: Support Middle Years To recognize the middle years as a community and Parks and Leisure priority. (Safe & Livable Community) Objectives: To work with community partners to support services to children and families To participate on the Middle Childhood Matters Committee To continue to add educational opportunities to Active Kids Club To review gaps in services through community asset mapping To educate staff about opportunities to provide rich learning environments that support children and families in Leisure and Recreation programming Measures: 2007 Registered # of children attending Active Kids Clubs Actions Continue to build on successes of Active Kids Club/Pitt Meadows After School Drop In, research other lower mainland services/explore other formats/explore other funding sources. Work on applying the 40 Developmental Assets to recreation programming through training of staff, and curriculum development. Provide information and training on the importance of the middle years for staff. Continue to undertake focus groups. Develop more leadership based programming. Participate on the Middle Years Committee. 209 2008 (Projection) 312 2009 (Target) 343
Responsibility Sue W./ Shawn M./ Jen B./Michelle N. Shawn M./Jen B./ Michelle N. Shawn M./Jen B. Jen B./Clint G. Jen B. Shawn M./ Michelle N.
Timeline Ongoing
Mar. Ongoing Jan.- June Sep. Ongoing
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4.6 Service Goal Area: Pre-teen Recreation To recognize the recreational and leisure needs of pre-teens and teens (12-15 years) as a community and Parks and Leisure Services priority. (Safe & Livable Community) Objectives: To work with community partners and youth services to support recreation services to preteens. To increase participation of pre-teens in registered and drop in recreation. Action To increase year round leadership programming opportunities like Youth Futures. To provide pre-teen out trip camps during the summer. To increase registered outdoor recreation opportunities. To implement Beyond the Walls programming. Youth Recreation Program Services 4.7 Service Area Goal: Integrated Youth Services Work with community Partners to encourage the delivery of integrated, prevention focused Youth Services that will meet the needs of youth in this community. (Governance/Safe & Livable Community) Objectives: To liaise with and support the Youth Centre Society in implementing their annual business plans and to support the work of the Youth Safe House Sustainability Sub-Committee. To continue to work with the Community Youth Service providers as partners, through participation on the Resource Team, to ensure an integrated and consistent approach to the delivery of services for youth within both Youth Centres. To explore new partnerships and focus on educating existing and new partner organizations on the role of Youth Services and the benefits that recreation opportunities can provide for youth and to encourage new youth opportunities for cooperative sport participation to increase youth participation in active sports. To work with partners to provide youth opportunities to take part in regular information sessions and interactive workshops that focus on exposing youth to opportunities and increasing awareness of healthy lifestyle. To work with The Matrix program by linking youth with them & supporting them in their facility needs, recreation needs and connecting them to community partners and resources. Measures: 2006 # of Partner Services from Youth Centres # of Integrated Case Management sessions participated in # of recreation focused program partners 24 20 18 2007 26 16 18 2008 (est.) 29 16 18 2009 (target) 30 20 18 Responsibility Jen B. Jen B. Meghan M./Jen B. Shawn M./ Jen B. Timeline Jan.- June June Ongoing May
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New partnerships: Ministry Child & Family Development (MCFD) & School District Community Connections continue to develop relationship. Working on RCMP co-location in Greg Moore Youth Centre (evenings). School District No. 42 Store Front School. Support the Youth Centre Society to: Actions Support Youth Centre Society in the development and implementation of Business Plan for 2009. Support the relationship between The Youth Centre Society & the Maple Ridge & Pitt Meadows Youth councils. Support Youth Centre Society in goals to fundraise and support for the continued programming of Youth Action Parks and youth Bursaries Provide support to the Youth Centre Society President in Leadership role. (Ongoing via monthly meetings) Provide support to the Youth Safe House Sustainability Sub-Committee in their efforts to fundraise for the Youth Safe House(Ongoing-support of Rotary Golf tournament) Support Matrix program in efforts to support youth with A&D problems (We are a referral base) Teen Resource Network: Actions Continue to support the development and strengthening of the Teen Resource Network (the teen resource network had tremendous growth in membership in 2008. Annual presentation to Child Youth Family Network will ensure success). Work with sub-committee for Integrated Case Management to set guidelines, parameters, training, participation in Integrated Case Management and attend training sessions. Liaise with partners and encourage service delivery at Pitt Meadows Youth Centre. Continue to work with partners to provide info sessions on healthy lifestyles to Youth Councils. Responsibility Sue W./ Tony C. Tony C./ Meghan M./ Adam R. Sue W./Tony C. Tony C. Sue W./Tony C. All Timeline Jan. & Ongoing Ongoing Ongoing Ongoing May Ongoing
Responsibility Tony C./Brian P./ Meghan M./Jen B.
Timeline Mar. Ongoing
Brian P. Tony C./ Jen B. Meghan M./Jen B.
Ongoing Ongoing Ongoing
4.8 Service Area Goal: Youth Services Programming Youth Services team to work together to ensure quality, consistent Youth Services programming with a focus on building an awareness of individual benefits and encouraging Youth Council participation (Governance/Safe & Livable Community). Objectives: To ensure high level of services through ongoing staff training opportunities. To design a promotion strategy to increase awareness of the Youth Program, services, and Youth Council opportunities at the Youth Centres to ensure that all youth have access to the opportunities offered through the Centres. To provide opportunities for youth involvement through the Youth Outreach Initiative program to ensure that the youth of the community develop a sense of ownership and commitment to the operation of the programs that Youth Services offers.
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To work with the Youth Councils and community partners to explore expanded youth services program possibilities. To encourage parent and family involvement and to develop materials designed to educate parents and families regarding youth services programs. To work with community partners to determine strategies for alleviating the transportation barrier that many youth attempting to access recreation services in our community face. To work with appropriate staff to ensure ongoing quality maintenance and safety of the youth centres. Measures: 2006 # of active Youth Council Members # of Annual user hour stats/drop-in & special events # parent-family events 100 107,177 3 2007 80 115,500 2 2008 (est.) 90 120,000 3 Responsibility All 2009(target) 100 120,000 3 Timeline Dec., Apr., June Ongoing Ongoing
Ongoing Staff Training: Actions Continue to focus on staff training opportunity for all staff and community partners including 3 annual complete staff sessions and the addition of minisessions as required. (We now have 1 large scale training & 2 other through the calendar year) Implementation of Youth Services Orientation Manual & continued updates of it as it is a live document. Focus on training youth workers by providing clear outline of roles and formally assigning a Program Assistant as a mentor to senior youth workers & senior to new workers. Internal Staff relationship building youth workers continued check in Leisure Centre/Pitt Meadows Family Recreation Centre desk/Maintenance at beginning of shift & implement year round in Maple Ridge. Education opportunities for Parks & Leisure staff to inform about our programs and participation opportunities in events or programs. Promotion Strategy: Actions Work with Youth Councils to design and implement a Youth Initiated Promotion Strategy. Expand youth initiated participant evaluations and customer service survey utilizing the Intranet. Utilize dance prizes draws to develop youth participant email list and utilize intranet to generate ongoing emails on youth program promotions.
All Brian P./PAs Sr. Staff. Brian P./PAs Sr. Youth Workers All
Ongoing
Ongoing
Responsibility Meghan M./ Jen B. Brian P./PAs Brian P. Meghan M. Jen B.
Timeline Sep. Sep.
Oct.
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Youth Program Expansion: Actions Supporting Listen to Us youth needs assessment in Pitt Meadows. Utilizing existing resources, continue to focus on increasing programming opportunities for 12 year olds. Continue to build capacity within staff to work with youth to program active and arts participation opportunities (i.e. Walking**). Youth Action Park Mentorship program. Encourage Parent Education and Participation: Actions Continue to host annual open houses at both youth centres (GMYC anniversary) to promote benefits of participation. Responsibility Tony C./Brian P./ Jen B. Brian P./All PAs All PAs Meghan M./ Tony C. Responsibility Brian P./ All PAs Timeline Nov. Ongoing Dec. Ongoing
Timeline Oct.-Dec.
Develop Strategies to Eliminate Transportation Barriers to Participation: Actions Responsibility Work with Active Living Coordinator to connect with Brian P./Jen B./ Katzie to encourage participation and explore Tony C. opportunities to work together to provide transportation to existing youth services programs. Ensure ongoing quality maintenance/safety of Youth Centres: Actions Responsibility To work with Maintenance Supervisor and Safety Tony C./ Supervisor to ensure ongoing quality maintenance Brian P. and safety of Youth Centres. Designing systems and responsibilities (equipment Brian P. and maintenance). Revisiting and updating maintenance Sue W./Tony C./ schedules/standards/contracts. Brian P.
Timeline July/Aug.
Timeline Ongoing Jan. Ongoing
4.9 Service Area Goal To encourage youth participation in leisure opportunities by working together and by supporting the initiatives of community partners and Neighbourhood groups. (Governance, Safe & Livable) Objectives: To support the development of a community wide Youth Action Park through a community participation model. To support and facilitate community and partner participation in the ongoing operation of the Youth Action Park at Thomas Haney Secondary School (THSS) to ensure that the first park of its type has a positive impact on community life. To continue to liaise with community networking groups and support meaningful participation by youth in community initiatives. To work with community partners to support Neighbourhood groups in developing capacities related to addressing their recreational needs. To strengthen relationships with the Katzie Youth Community and encourage participation in leisure activities.
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Measures: 2006 2007 2008 (est.) 2009 (target) # attending Mayo Place Recreation 32 20 N/A 22 Program # attending Mayo Place special N/A 3 NA N/A events Average # attending Whonnock Drop 20 17 20 N/A In Program # of Mentorships Program Hours of N/A 1,152 2,500 N/A Operation at new THSS Youth Action Park # of User Hours at THSS Youth N/A N/A 26,240 35,000 Action Park during Mentorship Program hours *Note: The Virtues Are Reality Society has disbanded and they were the link to Mayo Place. This may change in the future as we are looking for new leadership for the Society. Youth Park Leadership & Programming: Actions Work with parks to continue the upgrading (restrooms & drinking fountain), safety, maintenance and cleanliness of the youth park. Continue to work with the community partners to ensure continued success of Action Park. Youth Action Park Leadership team, ongoing support for development of team. Mentorship Program Staff Recruitment and Training, Program Supervision. Youth Park Special Events. Design and implementation of community input workshops/process in the planning and design of the PM Youth Action Park. Responsibility Tony C./Sue W. with Parks Tony C./Sue W. Tony C. Tony C./ Meghan M. All Sue W./ Tony C./Brian P. Timeline Ongoing Ongoing Ongoing Ongoing As required Jan.-Apr.
Support Meaningful Participation by Youth in Community Processes: Actions Responsibility Support the Youth Centre Society goal of encouraging Sue W./ community leaders to develop a policy regarding youth Tony C. participation in community planning. Support Youth Council participation in the GVRD Tony C. Transit review process. Support youth groups in presenting their opportunities PAs to Youth Councils.
Timeline Ongoing Ongoing Ongoing
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Support Community Partners to increase capacities to meet needs Youth: Actions Responsibility Continue to provide support and assist in building All the capacity of the following organizations. Youth Centre Society Sue W./Tony C. Matrix Program All Opening Doors Network Sue W. Youth Safe House Sustainability SubSue W./Tony C. Committee Maple Ridge and Pitt Meadows Child, Youth and Sue W. Family Network Alouette Home Start Society Safe House Sue/Youth Team Youth Health Clinic Sub-Committee Tony C. Teen Resource Network Tony C./Brian P./ Youth Action Park leadership Team Meghan M/Jen B. Community Awareness Team (Prevention of Tony C. Sexual Exploitation) Tony C. /Meghan Integrated Case Management M/Brian P. Continue to support Alouette Home Start Society Sue W./Tony C./ Youth Sub Committee in operating the Youth Safe. Brian P. Keeping Kids in School (Store Front School). All Comfort Zone. All Strengthen relationship with Katzie Youth: Actions To link with Katzie to explore partnership programs, participation opportunities, transportation options at both Youth Centres. Explore cross-educational opportunities between Youth Councils. Neighbourhood Development 4.10 Service Goal Area: Support Neighbourhood Development To further enhance the quality of life of residents by supporting the development of neighbourhoods. (Governance, Safe and Livable Community) Objectives: To act as a staff liaison with established long term neighbourhood associations to recruit, train, and retain quality staff. To support Building Community Solutions with the further development of the two new pilot neighbourhood associations. To support an opportunity for community dialogue regarding creating a vision of how the neighbourhood groups can link and support one another. To explore sustainability options for the Building Community Solutions project. To support the partnership development between Building Community Solutions and post Secondary Institutions to assist with developing two neighbourhood quality of life plans. Enhance opportunities for strengthening leadership capacity of citizens and neighbourhood groups. Promote sustainable strategies that enhance the well being of neighbourhood groups. Develop new initiatives that promote skill development and relationship building in neighbourhoods.
Timeline Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Yearly Timeline Ongoing
Responsibility Brian P./Jen B./ Meghan M. / Tony C.
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To provide education and promotion regarding the importance and relationship of healthy neighbourhoods to individual and community health. To support the ongoing work of the Building Community Solutions project and the implementation of the SEED Grant program and the distribution of Block Party kits. To work with the Building Community Solutions Coordinator to develop educational materials and workshops for neighbourhood residents to promote an understanding of the importance of healthy neighbourhoods. To support the Building Community Solutions committee to develop a sustainable leadership development program. To support the Building Community Solutions committee to develop a workshop series. To support the Haney Farmers Market with their growth, development and connections to community groups and processes. Measures: 2006 Number of new community groups developing long term plans Number of Neighbourhood Associations planning events Number of Building Community Solutions SEED Grants Number of Neighbourhood Educational Workshops Farmers Market average attendance 2 Not collected N/A N/A N/A 2007 2 Not Collected 12 2 700 2008 (Projection) 2 4 30 1 1,000 2009 (Target) 2 8 50 2 1,250
Actions Support Community Associations in their goals as needed and as requested for planning and special events. Work with Neighbourhood Associations to design an event to promote discussion regarding the development of a vision of how neighbourhoods can link and support one another. Provide support to existing Neighbourhood Associations planning and special events and continue to link them to community resources and processes. Work with consultants to host a neighbourhood futures conference. Provide information to other departments about community projects, events, processes and link department activities to neighbourhood groups. Research funding options for the Building Community Solutions project. To assist the Building Community Solutions Committee in promotion of SEED Grants and Block Party Kits to all Neighbourhoods, in particular to Neighbourhoods that havent participated in the past.
Responsibility Christine D./ Building Community Solutions Coordinator & Neighbhorhood Association Committees Christine D.
Timeline Ongoing
Jan.
Christine D./ Association Committees Christine D./and Consultants Christine D. Christine D. Building Community Solutions Coordinator Christine D./ Building Community Solutions Coordinator
Ongoing Feb. Ongoing
Ongoing Ongoing
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Actions To work with Building Community Solutions Committee to design and offer educational materials and workshops regarding the importance of, and methods for creating, healthy Neighbourhoods. Explore the possibility of providing links on the municipal website to the Building Community Solutions (BCS) project and other neighbourhood initiatives i.e. SEED grants, block party kits, neighbourhood workshops, etc. Support BCS to hire a consultant to work with the pilot neighbourhoods to do asset mapping Work with pilot neighbourhoods to design a celebration event. To continue to support the Haney Farmers Market with grant applications, board development, strategic planning, events planning, along with building connections to community groups and processes. Assist with promoting the SEED grants. Support BCS to explore leadership development models. Responsibility Christine D./ Building Community Solutions Coordinator Christine D./ Building Community Solutions Coordinator Christine D./ Building Community Solutions Coordinator Christine D. / Building Community Solutions Coordinator Christine D. Timeline Feb. and Oct.
July
Jan. Jan. - June Ongoing
Christine D./ Building Community Solutions Coordinator Christine D./ Building Community Solutions Coordinator
Ongoing Apr.
4.11 Service Goal Area: Neighbourhood/Community Planning Support meaningful neighbourhood input to community planning. (Safe & Livable Community) Objectives: To promote citizen involvement in decision making. To continue to link and build relationships between departments to enhance our ability to coordinate efforts and support neighbourhood planning and development. To develop neighbourhood planning consultation processes and design a template for our neighbourhood consultation processes. To continue to support the development of the Community Connections Hub and satellites. To promote participation by the entire neighbourhood in processes. To provide educational material in all promotions designed to inform residents both of the importance and implications of participating, as well as to adequately prepare residents with background information to ensure meaningful participation. To design processes to capitalize on opportunity for building neighbourhood connections. Measures: 2007 Number of Community Processes facilitated Number of people attending neighbourhood futures conference 2 2008 (Projection) 2 n/a 2009 (Target) 2 30
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Actions Facilitate neighbourhood input processes to the design of the Community School program under the Community School Hub and Satellite location programs. Support the planning of the neighbourhood futures conference. Research neighbourhood development processes and present to BCS. Work with BCS to design a template for neighbourhood consultation processes. Develop educational materials to inform residents on the importance and benefits of participating as well as to prepare them for meaningful preparation. Responsibility Christine D./ Sue W. / Community Connections Coordinator Christine D./ Sue W. / Community Connections Coordinator Christine D./ Building Community Solutions Coordinator Christine DiGiamberardine & Building Community Solutions Coordinator Christine D./ Building Community Solutions Coordinator Timeline Ongoing
Jan.
May
Sep.
Ongoing
4.12 Service Goal Area: To build capacity leading to the development of a network that will create a long term community garden plan. (Safe & Livable Community) Objectives: Link and build relationships with individuals and community groups involved with gardens and food security. Support the development of neighbourhood and community gardens. Continue to support the School Garden steering committee. Support the development of a community garden strategic plan and infrastructure. Work with the appropriate agencies to provide education on the importance and benefits of community gardens. Measures: Number of School/Neighbourhood Gardens Community Garden Asset map completed Community Garden Plan developed Actions Support schools to develop gardens, support the School Garden Steering Committee, research funding options, provide support with grant applications. Support the facilitation of a community garden discussion and ensure broad community representation. Research potential funding sources. Support a process for developing a community garden plan, support the development of a garden asset map. 2008 (Projection) 1 0 0 Responsibility Christine D./ School Garden Steering Comm. Christine D./CEED Centre/ Community Comm. Christine D. Christine D./ Community Comm. 2009 (Target) 2 1 1 Timeline Ongoing
Mar. Dec. June
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Actions Support and help promote educational sessions on the importance and benefits of community gardens. Responsibility Christine D./ Community Comm. Timeline Ongoing
4.13 Service Goal Area: Neighbourhood Input Process Facilitate Neighbourhood input processes to community planning and design of community projects. (Safe & Livable Community) Objectives: To promote participation by the entire neighbourhood in processes. To provide educational material in all promotions designed to inform residents both of the importance and implications of participating, as well as to adequately prepare residents with background information to ensure meaningful participation. Design processes to capitalize on opportunity for building neighbourhood connections. Measures: Number of Community Processes facilitated Actions Facilitate a neighbourhood planning process to contribute to the design of the South Bonson amenity building. Facilitate neighbourhood input processes to the design of the Community School program under the Community School Hub and Satellite location programs. 2007 ( est.) 2 2008 (Projection) 2 2009 (Target) 2 Timeline Dec.
Responsibility Christine D./ Don C. Christine D./ Sue W.
Mar.
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Community Services - Youth / Children Services

2008
Adopted Account Revenues Lease Lessons / Program Fees Other Grant (Conditional) PM - Cost Recovery Program Fees Prov. Grant (Unconditional) Rentals SS Allocation Youth / Children Services Expenditures Maintenance - Buildings Maintenance - General Program Costs Salaries SS Allocation Supplies Travel Wages Youth / Children Services
2009
Proposed
Proposed Changes $
2010
Proposed %
2011
Proposed
2012
Proposed
2013
Proposed
($10,000) ($31,997) ($100) ($133,774) ($274,257) ($13,000) $0 ($510) ($463,638)
($10,000) ($32,600) ($30,500) ($149,558) ($369,827) ($13,000) ($500) ($510) ($606,495)
$0 ($603) ($30,400) ($15,783) ($95,570) $0 ($500) $0 ($142,857)
0% (2%) N/A (12%) (35%) 0% N/A 0% 31%
($10,000) ($32,600) ($30,500) ($158,361) ($369,827) ($13,000) ($500) ($510) ($615,298)
($10,000) ($32,600) ($30,500) ($167,167) ($369,827) ($13,000) ($500) ($510) ($624,104)
($10,000) ($32,600) ($30,500) ($174,538) ($369,827) ($13,000) ($500) ($510) ($631,475)
($10,000) ($32,600) ($30,500) ($182,539) ($369,827) ($13,000) ($500) ($510) ($639,476)
$17,500 $7,500 $291,951 $520,683 $114,463 $3,500 $7,000 $54,853 $1,017,450 $553,812
$16,948 $7,500 $314,317 $598,417 $124,832 $3,500 $13,200 $146,935 $1,225,649 $619,154
($552) $0 $22,365 $77,734 $10,369 $0 $6,200 $92,082 $208,199 $65,342
(3%) 0% 8% 15% 9% 0% 89% 168% 20% 12%
$16,971 $7,500 $325,260 $622,531 $129,153 $3,500 $13,200 $152,781 $1,270,896 $655,598
$16,998 $7,500 $334,367 $648,007 $133,612 $3,500 $13,200 $158,972 $1,316,156 $692,052
$17,017 $7,500 $341,956 $669,192 $137,523 $3,500 $13,200 $164,155 $1,354,043 $722,568
$17,055 $7,500 $350,227 $692,203 $141,694 $3,500 $13,200 $169,788 $1,395,167 $755,691
Proposed Changes or Remarks: Other Grants:
Recognizing that some grants for programs are likely ongoing, if they do not materialize the programs that they fund would require additional funds if they were to continue. PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. Program Fees / Program Costs / Salaries / Wages: Increased wages associated with running grant funded programs and the balance is wage increases. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
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Community Services - Neighbourhood Development

2008
Adopted Account Revenues PM - Cost Recovery Expenditures Salaries
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($11,111)
($11,311)
($200)
(2%)
($11,950)
($12,613)
($13,158)
($13,759)
$77,109 $65,998
$78,137 $66,826
$1,028 $828
1% 1%
$81,422 $69,472
$84,830 $72,217
$87,631 $74,473
$90,718 $76,959
Proposed Changes or Remarks: PM - Cost Recovery: The cost share is different than the typical proportion as a portion of the activity performed is not sharable. The amount that is not shared is $20,000.
6.0 7.0 8.0
Capital Budget - None Information Technology Update - None Incremental/Reduction Packages Childrens Active Living Initiative $26,000 Seed Grants and Neighbourhood Development $8,000
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Community Services Childrens Services 2 of 3 Date: September 30, 2008 Submitted By: Shawn Matthewson
Childrens Active Living Initiative Background: The statistics are alarming, over half of Canadian children aged five to seventeen are not active enough for optimal growth and development. The term "active enough" is equivalent to an energy expenditure of at least eight kilocalories per kilogram of body weight per day or 30 minutes of an activity like martial arts and one hour of walking per day for a total of 90 minutes. Canadian girls are less active than boys with only 38 per cent of girls and 48 per cent of boys considered active enough. This trend of extreme inactivity in today's children and youth will have an enormous impact on their development and potentially lead to long-term health issues including diabetes, cardio vascular disease and a range of chronic degenerative conditions Getting children active needs to be a collaborative effort, governments, communities, schools and parents share the responsibility. The good news is that children who develop a habit of being physically active when they are young will be more likely to remain active throughout their entire lives. The benefits of continual physical activity are enormous and include weight control, lower blood pressure, less stress, lower risk of heart disease and better academic performance. Children, families and communities benefit form increased health afforded populations who participate in physical activity. Activities/Purpose: Supporting the work of Childrens Services to continue to provide and increase the number of quality active programming opportunities for children ages 0- 12 years and their families in Maple Ridge and Pitt Meadows. The department recognizes the importance of the role of play, leisure time and recreation in the healthy development of children. Childrens Services also recognizes its unique role in addressing the current trend of extreme inactivity in children. To promote the benefits of active living and recreation, Childrens Services has attended almost all of the special events in Maple Ridge and Pitt Meadows. Response to the education regarding the benefits of engaging children in active recreation has been very positive. The challenge now is to continue to meet the growing demand for these services. Programs in this area are operated on a cost recovery basis, designed to recover all costs with the exception of the Program Assistant I wages. As the interest, awareness, and community partnerships grow, the proposed increase from part-time to full-time for the Childrens Program Assistant I is needed to meet this demand and provide quality program services focused on increasing the health and wellness of the children of our community by inspiring life-long recreation participation at a young age. Functions Performed/Degree of Service: To respond to the growing need for active programming, Children Services has increased the number of programs offered by 37% over the past year. A number of registered programs being offered in both the Preschool and Childrens area are increasingly experiencing maximum registration and have waitlists. The number of programs waitlisted has increased over the past year by 5%. To meet the needs of the community, Childrens Services intends to increase programming by 10% in 2009. In order to sustain
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the growth over the past year and to increase programs, additional resources are required. Childrens Services staff contingent consists of a .5 Coordinator, fulltime Programmer and .5 part time Program Assistant I. The funding for the current fulltime Program Assistant I for Active Kids Club is generated through grants and revenue and this position focuses exclusively on the after school program area. To continue to meet the current needs in the community and to maintain quality programming additional staff resources are needed. The anticipated growth will not be sustainable at the current resource level. Alternatives Considered/Reasons for Not Recommending: We can continue to attempt to generate revenue to accommodate growth or apply for grants to support these areas. Grants are time consuming to write and do not guarantee long term sustainability. We currently use grant funding to fund a fulltime Program Assistant I in Active Kids Club. However, this is never guaranteed and can present difficulties in terms of staff retention and morale. We continue to apply for grants through BCRPA. We also partner with community groups like the Hearts in School team to maximize resources. Staff Position: Performance Measure: #of Programs 2007 Quarter 1 Quarter 2 Quarter 3 Quarter 4 14 14 205 26 259 # of Participants 2007 481 172 1,998 323 2,974 #of Programs 2008 39 28 286 57 410 # of Participants 2008 380 422 2,154 501* 3,427 #of # of Programs Participants 2009(target) 2009 (target) 44 413 31 462 304 2,454 62 551 441 3,880
*projected 2009 Target numbers include additional Program Assistant I funding Package: 2009 Budget Increase .5 Program Assistant I Position to fulltime: Total $26,000 $26,000
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Community Services Neighbourhood Development 3 of 3 Date: September 30, 2008 Submitted By: Christine DiGiamberardine
Activities/Purpose: Supporting neighbourhood development, Neighbourhood Association services, association network development, and neighbourhood input processes throughout Maple Ridge and Pitt Meadows. The level of services offered is enhanced by the development of partnerships and through the contribution to community wide initiatives. The department recognizes the importance the role of quality of life at the neighbourhood level plays in overall community health and wellness. Functions Performed/Degree of Service: To promote neighbourhood connections through the provision of $100 SEED grants to individuals who are willing to facilitate activities in their neighbourhood. This activity to date has been funded by United Way through the Building Community Solutions project, but the funding support is in the final year and will not be continued. The estimated number of grant applications this year is 30 and with the growing interest will likely reach 50 in 2009. This request includes $5,000 to the continuation and expansion of the SEED Grant Program. Continuing to promote the benefits of neighbourhood development and continuing to support the development of existing and new neighbourhood associations through the provision of workshops, training and network development is a Business Plan focus for this year for the Community Services Department. This incremental package includes $5,000 neighbourhood development Alternatives Considered/Reasons for Not Recommending: Continuing to research alternate funding sources can continue for short term projects, however ensuring the sustainability of a successful strategy requires a commitment to ongoing funding. One consideration would be to secure support of a financial institute, or other funding source that would be willing to fund this strategy on an ongoing basis. The challenge is that most community funding is one time only so this approach would not provide sustainability to this neighbourhood strategy. Staff Position: The Neighbourhood Development Coordinator supports the Building Community Solutions Coordinator with the implementation of the SEED grant strategy and supports the Building Community Solutions Steering Committee on an ongoing basis. The Neighbourhood Development Coordinator supports existing Neighbourhood Associations and the two new pilot neighbourhood associations with development, planning and special events. Performance Measures: # of SEED grant activities # of Neighbourhood Development Workshops # of Network Development Activities/training sessions Package: SEED Grants Neighbourhood Development Total 2009 Budget $4,000 4,000 $8,000
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District of Maple Ridge Community Development, Parks & Recreation Services - Social Planning Business Plan 2009 2013
The Social Planning area for the Municipality has experienced tremendous growth since July of 2003 when Council endorsed a resolution to establish a temporary position to investigate the need to establish a permanent role or resource in the Social Planning area. This need was confirmed and in 2004 Council endorsed funding for the equivalent of one full-time position to be included under the mandate of Community Development Parks and Recreation Services. The Social Planning function is currently supported by .5 FTE of a Directors time and .7 FTE of a Coordinators time. During the short time that this area has had dedicated staff support the introduction of the new resource has proven to be very effective. The Municipality has expanded its leadership role in supporting the community to work towards socially sustainability. The Social Planning department has successfully supported the community in both attracting new resources and in assisting with strengthening existing resources. Placing the Social Planning function within the mandate of Community Services within Community Development Parks and Recreation Services has proven to be both a unique and effective way of providing this service. The Recreation Services adaptation of the recreation Community Development model to the Social Planning area has been very successful. Other municipalities are looking to Maple Ridge for guidance in developing this approach in their communities. Social Planning for the District of Maple Ridge has developed four focus areas for the delivery of Social Planning: Network Development; Community Solutions; Community Building; and Social Sustainability. 2.0 Corporate Overview The purpose of the Social Planning function is to address the impacts of emerging social issues on the local community and citizens through social planning and collaboration with other levels of government and local service providers. Strategic Alignment Environment Recognition of the balance of the three realms of sustainability, social, environment and economic. Model environmentally sustainable practices. Transportation Recognition of the impact of transportation on social sustainability. Smart Managed Growth Provide community education on sustainable growth. Safe and Liveable Community Promote community health and wellness through supporting citizens to contribute to community building and solutions. Involve neighbourhoods in identifying assets and developing positive solutions.
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Provide opportunities to develop community capacity through leadership training workshops, networking, community initiated projects, and information sharing forums. Support opportunities that encourage a sense of community identity and pride. Support networks to ensure services are accessible to all citizens. Financial Management Using sound financial management practices in the delivery of services. Governance Function in an open manner by including community input in addressing social planning issues. Provide facilitation or other support as needed to Municipal initiatives that engage citizens. Provide education and leadership regarding the importance of considering the interconnectedness of the principles of sustainability. Community Relations Provide inclusive opportunities that engage citizens in decision-making regarding broad based community concerns. Provide all community members with an opportunity to participate in identifying community assets and solutions to emerging issues. Connect citizens to the community through involvement in community festivals and neighbourhood activities. Inter-Government Relations/Networks Facilitate networking and resource sharing through collaboration with other public agencies, businesses, not-for-profit groups and community service providers. Maintain relationships with Provincial Ministry partners and explore new opportunities. Network with Regional and Local Governments to exchange information on housing and homelessness. Economic Development Recognition of the balance of the three realms of sustainability including economic. Interdependencies Planning Department, Parks and Leisure Services, RCMP, Economic Development. Share information, resources, research and community connections. Areas of work overlap requiring ongoing communication. 3.0 Departmental Overview Services Provided: Social Planning for the District of Maple Ridge has concentrated efforts in four focus areas: Network Development; Community Solutions; Community Building; and Social Sustainability. Each area is described below. 1. Network Development: The research shows that strong, effective community networks play an important role in achieving a healthy community. Strong Networks have: strong links; a common vision; the ability to share ideas, information and resources; the ability to coordinate and collaborate; and the ability to develop community-wide strategies to address issues.
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SPAC supports and encourages the community social networks towards creating a community of connectedness by: providing support and liaising with community, service providers, networks, and the community at large; participating, liaising with, and providing support to community networks of social service agencies, community task groups, and community groups focusing on social issues; representing the District of Maple Ridge at Regional Steering Committee on Homelessness and receiving information from the GVRD Social Issues Sub-Committee. 2. Community Solutions: To manage change, to resolve conflict, and to ensure community planning contributes to positive community health requires a broad and holistic view of community. One of the key requirements of building community solutions is to recognize that the social whole is more than the sum of its individual components. Social Capital is the collective value of all social networks and the ability of these networks to achieve collective action with a broad and holistic view of the community. Community solutions may be as straightforward as sharing information or as complex as defining whole new systems of services. Three important principles play into successful community problem-solving efforts. First, communities must recognize that complex issues require complex solutions. Second, agencies and organizations that traditionally have dealt with the problems must realize that many community issues are so complex that they cant be addressed within the capacity of any one individual or organization. Third, citizens and organizations must be willing to increase their investment of time and leadership to improve the quality of community life. Through community networks and the connectedness of the social service sector, SPAC has been working to develop our communitys capacity to work together to develop comprehensive community solutions by: maintaining a leadership role in facilitating community response to emerging social issues and to build community capacity; identifying strengths in community capacity and encouraging the community to build on and share those strengths; providing support to agencies and groups to identify and communicate the need for services/resources in our community; sharing of information and knowledge, and encouraging community wide planning and problem solving for social issues effecting the community; and providing support to agencies and groups applying for funding to improve the social quality of life in our community. SPAC has effectively initiated and/or supported Community Driven Solution Focused Projects, some examples: Substance Misuse Prevention Task Force; Service Providers Resource Fair; Alouette Home Start Society; and the Child, Youth and Family Network Task Groups. 3. Community Building: The term community building refers to a variety of intentional efforts to organize and strengthen social connections and to build common understandings that promote collective goals. Literally, community building means building more community. It is a means to achieving a healthier community. By creating opportunities for people to link, the community will experience safer neighbourhoods, healthier children and families, better-preserved cultural traditions, more profitable businesses, and so on.
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Community building emphasizes the beneficial aspects of key processes (actions) that shape relationships, values, psychological attachment, and other aspects of community. One popular form of community building is civic action to improve quality of life or promote social justice. Communities with the greatest and most diverse citizen participation are often resilient and strong. Engaging citizens to address common issues is essential for educated decisionmaking. SPAC supports the Building Community Solutions project, which has community building as one of its primary focuses. SPACs goal of encouraging community building is recognized by: providing support to community groups and agencies that work to build and strengthen community capacity; providing support to the Building Community Solutions Steering Committee, specifically for the following projects: Haney Farmers Market, Neighbourhood SEED Grants, Neighbourhood Quality of Life Planning Pilot Project, and other projects designed to strengthen the community (i.e. Walkable Communities initiatives, Youth Movie Nights, etc). 4. Social Sustainability: Socially sustainable communities are equitable, diverse, connected, democratic and provide a good quality of life. Sustainability is not a thing we do or a program we carry out. Instead, it is a process by which we reason and a way we choose to live. Sustainability should be viewed as a philosophy or an ethic, affording people the ability to consider long-term consequences of actions and to think broadly across issues, disciplines, and boundaries. SPACs goal is to encourage a broad based community approach in working towards social sustainability. SPACs role in this area is: to provide educational sessions and opportunities to community members to prepare them with the information necessary for them to participate in community decisionmaking processes; to encourage meaningful participation by community members in community decisionmaking and to provide support to groups hosting processes or to facilitate such processes; to work with community to ensure broad representation in community processes including marginalized citizens to provide Council with ongoing input from community in order that policies are developed that provides the framework to guide the community to social sustainability. Customers Residents of the District of Maple Ridge Ministries, agencies, service providers, and community networks Resources 1 Director, Community Services .5 Coordinator, Social Planning .2 Coordinator, Social Planning Clerk Support from the Clerks Department
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Organization Chart: See CDPR, Community Services Net Operating Budget = $129,899 Full-Time Equivalent Staff = 1.2 Values
Healthy Community QUALITY OF LIFE
Individual or Human Capacity Assets / Capacities Community or Social Capacity Social Issues
Encourage opportunities to build individual and community assets
Encourage mobilization of assets to address issues: -Develop common language -Strong networks -Broad community focus
Social Planning Advisory Committee
-Share resources
The goal of the District of Maple Ridge Social Planning Advisory Committee (SPAC) is to support the community in working towards achieving a high quality of life for all community members. SPACs role is to provide leadership through the development of an inclusive framework for planning, and to encourage a comprehensive approach to community planning and problem solving. SPACs role is to encourage opportunities that will focus on building on the strengths of the community to increase both individual and community capacities. SPACs role is also to encourage a community-wide perspective to community solution building through the mobilization of assets to address issues by working with community partners and members to: develop common language and understanding; build and maintain strong networks; ensure that there is a broad community focus; and to encourage and facilitate the sharing of resources. District of Maple Ridge Social Planning Advisory Committee Vision Statement: The community has a strong vision of social sustainability which it aspires to achieve through the process of building individual and community capacities, contributing to the overall quality of life of all citizens: present and future.
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District of Maple Ridge Social Planning Advisory Committee Mission Statement: Through education, development of a common language, and support of the networks, the Social Planning Advisory Committee provides leadership designed to inspire the entire community to attain a socially sustainable future. As a catalyst for change, SPAC promotes a framework for building community solutions that result in a better quality of life for all citizens. District of Maple Ridge Social Planning Advisory Committee Values: - Inclusivity Collaborative Advocacy Respect Leadership - Compassion The Guiding Principles This set of Guiding Principles, adopted by the Social Planning Advisory Committee, is intended to provide a broad policy framework upon which social planning policies will be based. The adopted Guiding Principles are: Equity: The community provides equitable opportunities and outcomes for all its members, particularly the poorest and most vulnerable. Equity is a fundamental concept and should be utilized as a filter by which all other principles are viewed. Social Inclusion and Interconnectedness: Residents are involved in setting and working towards collective and community goals. The community provides processes, systems, and structures that promote connectedness within and outside the community at both an informal and institutional level. Quality of Life: Individuals and communities have economic security, their basic needs are met and they have the confidence that they live in a safe, supportive and healthy environment that promotes a good quality of life. They then are able to contribute to their own well-being and to engage in community life. Diversity: The community promotes and encourages diversity by respecting, honouring and celebrating the diversity in the community. Adaptability: Communities and individuals with the opportunity and ability to respond appropriately and creatively to change result in a more resilient community. Directions and decisions are framed by these principles bearing in mind that Social Sustainability is a positive condition within communities, and a process within communities that can achieve that condition. It is recognized that communities flourish when they build mutually supportive, dynamic balance between social well being, economic opportunity and environmental quality. Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Supporting Child, Youth and Family Network (CYFN) in their work to develop sustainability of the network plan: Working with the CYFN Facilitators Group to implement the Partnership proposal to ministries/partners for funding to fund CYFN Coordinator and implement Coordinator Role Created a Child, Youth and Family Network monthly orientation-supported the coordinator to Supporting the annual Family Resource Fair Status as of September 30, 2008 Completed hiring of coordinator in March 2008. Conducted seven Child, Youth and Family Network orientations with approximately 60 community service providers in attendance.
Work started and to be completed by Nov.

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2008 Deliverables Proposed in Business Plan Spirit of Community Good Neighbour/Good Business awards Celebrating Solutions: Published stories highlighting community work around supporting Youth and addressing homelessness. Glenwood School Neighbourhood Garden project. Status as of September 30, 2008 Completed July 1, 2008. Two workshops completed by August; stories to be compiled and written by Dec., 2008. Grant funded project completed June 2008 with project development continuing with supporting the development of neighbourhood connections. Support for the ongoing development of the Community Steering Committee is ongoing. New School Neighbourhood Garden project is underway at a second school. Phase II completed Jan. 2008; Third and final phase to be completed in January 2009 with the renovation of Eric Langton as the HUB. As required. June 2008
Community Connections Project- currently supporting the development of a HUB site at Eric Langton Elementary: some renovations completed; neighbourhood engagement in process. Conducted orientation for all new members of the Social Planning Advisory Committee. Provided bursary to the Maple Ridge Youth Council
Projects in Progress Social Sustainability strategic plan. Alouette Homestart Society (AHSS) transitional housing application. Hiring of the Middle Childhood Matters Coordinator. 4.0 Performance Measures/Indicators
Funding from local, regional, provincial, and federal programs accessed by community organizations supported by District social planning staff
Resources 2004 2005 2006 2007 2008 2009 $80,000 $866,000 $1,600,000 $1,700,000 $1,800,000 $8,000,000.
Notes (explanations of any changes in data collection etc)
projected projected
4.1 Service Area Goal: Support SPAC To support SPAC in responding to Councils request for information or recommendations concerning broad social concerns that affect residents of Maple Ridge and to maintain a network and sharing of information between Council and local service providers, agencies, and other levels of government. (Safe and Livable Community, Smart Managed Growth, Community Relations)
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Objectives: To provide information on social issues/impacts/changes to Council and to provide recommendations when requested. To ensure that new SPAC committee members are provided with sufficient information and support to prepare them to participate at the SPAC table in a meaningful way. To support community social service providers networks and sub-committees to work together to identify community issues and gaps in services and to establish goals to address these community needs. To provide additional support to networks with the current challenge of maintaining community consistency and environment of collaboration throughout the time period where the changing players and leaders could negatively impact the capacity of the network. Actions To record recommendations from SPAC and prepare staff reports to respond to referrals from Council on social planning issues. To support SPAC in forwarding information in a timely manner to keep Council and community informed regarding emerging social issues or initiatives in the community. To work with SPAC Chair to conduct orientation sessions as required when new members join SPAC. To support and provide leadership assistance to the chair of the Child, Youth and Family Network. Responsibility Sue W. Sue W. SPAC Chair/ Sue W. Sue W./ Child, Youth and Family Network Chair Sue W. Sue W. Sue W. Shawn M. Shawn M. Christine D. Shawn M. Timeline Ongoing Ongoing Ongoing Ongoing
To provide support for new members and supporting orientation for Agency Boards of Directors. To provide support to the Substance Misuse Prevention Committee and the Opening Doors Network. To provide support to the Integrated Case Management Committee with the current Listen to Us project. To provide support to the Middle Childhood Matters Committee. To provide support to the Early Childhood Development Committee. To support the committee of the Family Resource Fair. To provide letters of support as directed by the chair and committee.
Ongoing Ongoing June Ongoing Ongoing Nov. Ongoing
4.2 Service Area Goal: Enhance Quality of Life To support and encourage the work of the District of Maple Ridge Social Planning Advisory Committee (SPAC) to enhance the quality of life of the residents of the community through Social Planning initiatives. (Safe and Livable Community, Smart Managed Growth, Community Relations) Objectives: To identify community assets or capacities and work with the community to mobilize these capacities in building solutions to community social issues. To support Building Community Solutions in continuing to encourage and develop the Neighbourhood Building Processes. To support SPAC in developing the Spirit of Community Good Neighbour award and the Good Business award programs.
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Actions Support the Building Community Solutions project including researching funding sources to support the project to continue, assist in developing the project completion reports and presentations. Work with Building Community Solutions Steering Committee to research funding sources. Provide support to Building Community Solutions in the development of two pilot Neighbourhood Quality of Life plans and the work to establish a template for ongoing Neighbourhood planning in our community. Support SPAC in conducting Spirit of Community Good Neighbour and Good Business Award. Responsibility Christine D./ BCS Steering Committee Christine D./BCS Steering Committee Sue W./Christine D. Timeline Ongoing
Ongoing June
Shawn M.
July
4.3 Service Area Goal: Recommendations Community Social Needs To provide recommendations and information to Council on matters concerning the planning and development of Municipal strategies to meet community social needs. (Safe and Livable Community, Smart Managed Growth, Community Relations) Objectives: To provide input into the ongoing development of the Social Planning Policy. To continue to provide support to the Alouette Home Start Society (AHSS) in building the capacity of the community to address the continuum of housing needs required to meet the needs of our citizens. To continue to provide support and represent SPAC in a leadership role in supporting the work of the Task Force to develop a Substance Misuse Prevention Strategy for the community. To continue to represent the District of Maple Ridge by liaising on a regional level to ensure information to the community, access to resources and coordination of work on the regional level by participating on: Regional Steering Committee on Homelessness Regional Steering Committee on Homelessness Youth Working Group Actions Hire consultant and support the processes to update the Snapshot 2002 to develop the Social Sustainability Strategic Plan. To develop the Social Sustainability Strategic Plan. Support the Alouette Home Start Society in their application for transitional housing. To provide educational sessions for the community on the continuum of housing. Participate in Regional Steering Committee on Homelessness by representing the interests of the citizens of Maple Ridge, supporting the participation of the CYFN representative, ensuring that regional information and potential resource information is provided to the community networks. To develop a Housing Action Plan. Responsibility Sue W./Shawn M./ Christine D. Sue W./ Shawn M. Sue W. Sue W. Sue W./Shawn M. Timeline Jan. Sep. Ongoing Sep. Ongoing
Sue W./ Christine C.
Nov.
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Actions To develop an Affordable Housing Strategy. Participate in Homelessness Action Week. Receive information from the Metro Vancouver Social Issues Sub-Committee to ensure that regional research, information, and plans are available to this community. 5.0 Operating Budget
Responsibility Sue W./ Christine C. Sue W. Sue W./ Shawn M.
Timeline Nov. Oct. Ongoing
Community Services - Social Planning

2008
Adopted Account Expenditures Salaries SS Allocation Studies & Projects
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$66,682 $38,154 $10,000 $114,836
$78,288 $41,611 $10,000 $129,899
$11,607 $3,457 $0 $15,063
17% 9% 0% 13%
$81,573 $43,051 $10,000 $134,624
$85,001 $44,537 $10,000 $139,538
$87,812 $45,841 $10,000 $143,653
$90,903 $47,231 $10,000 $148,134
Proposed Changes or Remarks: Salaries: The budget was updated to reflect the position being an 80 hour biweekly rather than 70 hours. The balance of the change is typical wage and benefit cost increases. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
6.0 7.0 8.0
Capital Budget None Information Technology None Incremental/Reduction Packages: One Time Funding to Develop a Housing Action Plan and update the Affordable Housing Strategy
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Date: October 20, 2008 Recreation Services Submitted By: Shawn Matthewson Community Services One Time Funding to Develop a Housing Action Plan and update the Affordable Housing Strategy 2 of 2
Background: The provision of housing is of particular concern to the Metro Vancouver area and the growing community of Maple Ridge. Identifying trends in housing needs and affordability is an emergent issue that requires the attention of all local governments. Local and regional service providers have identified that there is a shortage of special needs housing units within this community. Special needs housing is commonly defined as housing for people, who for varying reasons cannot have their housing needs met through the traditional housing market. Affordability of housing, rental or otherwise, is a key factor in the provision of housing. A household that spends more than 30% of its income on housing is considered to be in core need. The percentage of residents spending greater that 30% of their income on housing is an issue of concern because its an indicator that these residents have less disposable income for other basic needs, such as food, transportation, clothing, recreation and leisure. The lack of affordable housing and the increase in the number of homeless and those at risk of homelessness requires a community plan that engages all levels of government and local service providers. The Metro Vancouver Affordable Housing Strategy was adopted in November of 2007. It was identified in the Strategy that Municipalities across the region develop housing action plans. The Social Planning Advisory Committee resolved to work with the District of Maple Ridge Planning Department to update the District of Maple Ridge Affordable Housing Strategy and (to develop) a Housing Action Plan with this work to begin in 2009. The District of Maple Ridge recognizes the importance of this work as the development of a Housing Action Plan was also adopted by Council as part of its strategic plan contributing to Councils focus on sustainability. The Social Planning Department and the Planning Department of the District of Maple Ridge requires one time funding to hire a consultant to prepare a Housing Action Plan and to update the Affordable Housing Strategy. Activities/Purpose: To complete the Housing Action Plan and update the Affordable Housing Strategy through community wide consultation including public processes and engaging service providers; liaising with the Regional Steering Committee on Homelessness; reviewing the Metro Vancouver Affordable Housing Strategy and the Regional Growth Strategy as two important management plans for the region. Functions Performed/Degree of Service: N/A Alternatives Considered/Reasons for Not Recommending: With the current staff resources, it would be difficult to complete the Housing Action Plan and Affordable Housing Strategy by the end of fiscal year 2009. The community need is indicating that this is a priority and should be completed as soon as possible. Package: Hiring of a Consultant 2009 Budget $75,000
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District of Maple Ridge Community Development, Parks & Recreation Services Parks, Facilities, and Open Space Business Plan 2009 2013
The Parks and Facilities Department is responsible for managing the maintenance of open space and Municipal owned and leased buildings. The department provides safe and functional space for Municipal Government Services, Parks and Leisure Services and Historical buildings within the Districts of Maple Ridge and Pitt Meadows. The department also operates two Municipal cemeteries in Maple Ridge. The Parks and Facilities Department customer service centre is located at Municipal Hall and the Maintenance Service Centre is located at the Operations Centre. The Department has two sections: Parks, Open Space and Cemetery Facility Maintenance 2.0 Corporate Overview The Department provides a wide range of facilities, parks and services to athletic clubs, special interest groups, other municipal departments, heritage societies, arts groups, and the general public in a cost-effective and efficient manner. We continue to look for better ways to accomplish efficiencies in the way we conduct business and assessment of energy reduction technology and energy savings programs. The Parks, Recreation and Cultural Master Plan and the Official Community Plan (OCP) provide direction for the future needs regarding Parks and Leisure Services for the next several years. In 2009 the Department will continue to implement these recommendations through parkland acquisition and the development of long-term capital, and infrastructure projects. The years 2009 through 2013 will see the completion of a number of items in the Parks, Recreation and Cultural Master Plan that have been identified as Now and Short Term. Strategic Alignment 1. Economic Development 2. Smart Managed Growth 3. Safe and Liveable Community Natural and Built Environment Promote individual and community responsibility for the stewardship of natural resources through Special Events (Rivers Day) and liaison work with community groups such as Pitt Polder preservation society, Alouette River Management Society (ARMS), Kanaka Education/Environmental Protection Society (KEEPS), Community Education on Environment and Development (CEED) and Maple Ridge campaign for the reduction of pesticides. Identify and protect environmental features (such as watercourses) and areas that require special recognition and management.
Business Plan 2009 2013 Page 1 of 36 Community Development, Parks & Recreation Services Parks, Facilities and Open Space
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In partnership with other levels of government, adjacent municipalities, and community groups, develop programs and projects to preserve and enhance the natural assets of Maple Ridge and Pitt Meadows, Blaney Bog, Codd Island and conservation areas in the developing areas of Maple Ridge and Pitt Meadows. Working with Metro Vancouver Parks in the development and operation of the Green Way along the Fraser and Pitt Rivers. Promote our trail, dyke and bicycle lane networks to promote additional fitness activities and encourage alternate modes of travel to reduce reliance on the automobile. Maintain all municipally owned and leased facilities, using innovative practices and products, which minimize the impact on the environment especially in attempts to reduce green house gas emissions and consumption of non-renewable energy sources. Safe and Livable Community In partnership with community groups and local service providers, support and assist in the provision of leisure and cultural services to ensure access by all citizens. Governance Develop and maintain strong, positive working relationships with the Provincial Government and agencies like the Corrections Branch, Metro Vancouver Parks, adjacent municipalities, the Katzie First Nation and School District No. 42. Identify and promote the use of partnerships with public agencies, business, not-for-profit, community groups and volunteers to provide local government, community and emergency services in a cost-efficient and effective manner. Encourage citizen participation in local government and local government decision-making processes. Develop methods to communicate on a timely basis with citizens and community groups. Recognize and support the important contribution of volunteers in the community. Governance/Resource Management Using the Official Community Plan, the Parks, Recreation and Cultural Master Plan ensures that park and facility growth is well managed and establishes a balance of use types that are beneficial to a healthy active community and enhances the unique quality of life in Maple Ridge and Pitt Meadows. Protect and manage existing Municipal infrastructure through the preparation of appropriate plans to ensure development, maintenance and renewal of facilities, parks and open spaces, trails and boulevards. Governance - Financial Management Identify methods to expand the tax base and generate non-tax based revenue. Continue with a users pay philosophy. Provide high quality financial management services to our citizens and customers in a costeffective and efficient manner. Use a formal, business-planning framework as a means to structure decision-making and guide resource allocation. Involve staff in performance improvement planning. Develop multi-year financial plans that not only address immediate needs but also the longerterm financial sustainability of our community. Economic Development Develop a pro-business, customer-service oriented approach in the delivery of Municipal services. Develop and maintain high quality community documentation and promotional material to attract investment and employment.
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Issues and Trends Inflationary costs continue to be a challenge particularly in areas where services are provided by contractors or where materials and supplies are required. Fuel surcharges continue to be charged and contracts for development projects often exceed the previously approved budget for projects. It continues to be a challenge to keep up to the long list of lifecycle replacement projects that need to be addressed each year. Aesthetic projects are being postponed in order to ensure more urgent or immediate repairs get completed. Buildings, playing fields and playgrounds are the biggest challenge. The number of requests from clubs, associations, and residents for enhanced facilities cannot all be accommodated, as the proposed project list based on community expectation far exceeds the available funding. We continually hear residents or sport group representatives, who have recently moved to our community, suggest that there are either more or higher quality facilities or services available in the communities that they moved from and cannot understand why they are not here, Residents also have difficulty understanding why their request for facilities or services may not be funded for two to five years depending on the request and available funding. BMX facilities, improved track facilities, year round baseball facilities and additional synthetic fields are current examples of this challenge. 3.0 Departmental Overview The Parks, Open Space and Cemetery Section provides leadership in: Acquisition and development of new parkland and open space. Maintaining existing developed parkland and open space areas in Pitt Meadows and Maple Ridge. Administration and maintenance of the two Municipal cemeteries in Maple Ridge. Developing, constructing and managing the departments long term capital program. Administration of contracts and leases. Special interest group liaison. The Facilities Section provides leadership in: Managing the preventive and re-active maintenance management programs in government properties, historic buildings, parks buildings and recreation facilities in Pitt Meadows and Maple Ridge. Maintaining security, health and safety standards for occupants of all Municipal facilities. Administration of the Lifecycle replacement projects for facilities in Maple Ridge and Pitt Meadows. Investigating facility energy conservation and green house gas reduction projects. Administration of municipal building maintenance service contracts. Providing quality customer service, maintenance and repairs in a cost effective and efficient manner. Administering the facilities maintenance work request, parks risk management records and service desk systems. Additional 35,000 sq. ft. of Municipal infrastructure that was added to the Facilities Department in 2008 through acquisition and renovation of the Randy Herman Community Safety Building (formerly Maple Ridge Courthouse). This raises the total number of buildings maintained to 112, with a replacement value of $67,190,700 (2006 estimated values) and raises the maintainable infrastructure area to approximately 500,000 sq. ft.
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Customers Parks & Facility patrons, Municipal staff, general public, community groups, sports clubs, residents & visitors. Other Government Agencies and service providers. Resources Staff Municipal Full Time Employee Park Caretakers Park Equipment Cars/ hybrids Van 3-ton truck 1 ton truck ton pick up truck ton pick up truck ton ext. cab with dump Tractor Neighbourhood Parks 44 Community Parks 18 Municipal Parks 9 Cemeteries 2 Undeveloped Parks 8 Parks Buildings 33 Operating Budget Capital Budget Infrastructure Budget Operating Capital Budget 3 3 1 2 2 1 1 1 25.3 13 Tractor-small John Deere Ride on lawn mower Equipment trailer Utility trailer Small tools, equipment, push mowers Major tractor implements Snowplow and sander Government Properties Heritage Buildings Recreation Buildings Residential Rental Buildings Multi-Use Trails Caretaker Residential Buildings 12 TOTAL MR BUILDINGS 99 TOTAL PM BUILDINGS 13 2 4 2 1 Assortment 4 1 20 9 22 23 3667 m
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Organization Chart
Director of Parks & Facilities David Boag
Manager Parks & Open Space Bruce McLeod
P & LS Clerk Nanc Worfolk Natasha LeSueur
Facilities Operations Manager Michael Millward
Parks Superintendent Not Hired
Foreman III Jane Baile
Foreman II Cemetery Arnie Grootendorst
Facilities Mtce Coordinator Denis LeClerc Tradesperson II Plumber Robert Dyer
Tradesperson II Carpenter Mark Christiansen Robert East Playground Inspector Mike Barber
Foreman III Randy VanTunen
Labourer .46 FTE
Labourer Jeff Labinsky Jeff Schroeder Tradesperson I Gardener Michelle Collette Peter Warmerdam
Parks Maintenance Worker Travis Oman
Foreman II Jim Gaudiuso
Labourer Sheryl Fast Tristan Stanley
Equipment Operator II Glen Cote
Labourer Tim Gregory Shawn Best + .92FTE Labourer .46 FTE
Net Operating Budget - $3,116,794 Full-time equivalent staff 25.3
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Building Inventory Maintained by the Facilities Division (Reflective of 2007) Number of Buildings 22 Recreational Buildings 13 Gov Property Buildings 33 Parks Buildings 9 Heritage Buildings 12 Caretaker Buildings 23 Rental Residences A total of 99 MR Buildings A total of 13 PM Buildings All 112 Buildings Total Square Feet 226,751 187,842 20,700 30,250 10,150 25,244 434,487 66,450 500,937 Building $35,774,699.00 25,168,607.00 2,936,300.00 2,280,026.00 1,866,396.00 2,752,982.00 63,576,225.00 7,202,785.00 70,779,010.00
Environmental Scan Increased park and shelter bookings. There is increased expectation of service if a fee has been paid for a rental etc. (expect park shelter swept and washed by staff/contract before each use). Phase II of the new BC Soccer Regulations was fully implemented in the fall of 2007 regarding the number of players on soccer teams resulting in significantly more teams with each of our clubs, as well as the requirement for an increased number of smaller fields for games. (60 game slots) Outdoor sport clubs continue to experience growth which has placed additional demands on our existing facilities. Residents expect the same service levels they had in larger communities before moving to this community. Working with the Sport Field User Association has provided an excellent forum to share information and ideas on sport field issues. Vandalism costs through theft of copper pipe from washrooms, wiring from floodlights and graffiti have risen significantly over the last few years. (Theft of copper wire cost more than $20,000 in 2008). Increased demand for services such as dog bags and additional garbage patrols in neighbourhood and Municipal parks. Our records show that in 2007 we provided more than 880,000 dog bags and garbage bags.
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Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Liaison and support to the campaign for the reduction of pesticides education and awareness program. Cemetery Master Plan. Investigating computerized irrigation control (water and manpower efficiency). Develop operations plan for Metro Vancouver Greenway. Local service area maintenance on boulevards and trails at Maple Crest (trail reclamation). Coordination of Harris to Baines trail connection. Linden Grove playground equipment replacement tender. Whonnock Lake land acquisition proceeding with expropriation actions underway. Silver Valley Parks (2) planning process proceeding to neighbourhood consultation stage. Websters Corners Park Site, preliminary planning process underway. Whonnock Lake water level control device. Status as of September 30, 2008 Provided Liaison and financial assistance through 2008. Anticipate additional request for assistance through 2009. Completed March 2008. Determined offsite radio equipment will not work. Draft completed, awaiting further discussion. LSA implemented Jan 2008. Awaiting ALR approval. Playground installed April 2008. Currently in final stages of expropriation. One park design is underway , 2nd park awaiting completion of subdivision One meeting held with zero attendance, second meeting now planned with Neighbourhood Association. Whonnock Lake water level control berm and fish passage channel was installed after a lengthy design and consultation process involving Engineers, MOE, and DFO. HADD was authorized. Developed detailed aquatic habitat plans and drawings for new shoreline and fish passage channel habitat complexing in Whonnock Lake. Incorporated modifications and revisions to concepts based on consultations with DFO Completed the Firefighter Park bridge construction connecting to 224th Street. Final phase of the Firefighters Park development including trails and vegetation management were designed and tendered for completion prior to November 30th, 2008. Awaiting final adoption of greenways operations plan. Completed the installation of the Pitt Meadows Community Garden which includes garden plots, new washroom facilities with hydro, water and sewer connections, storage, fencing and raised accessible planters.
Proceeded with application for authorization from Department of Fisheries and Oceans (DFO) for a harmful alteration, disruption, and destruction (HADD) of fish habitat in connection with the proposed water level control device. Eric Langton Park, detailed plans and pedestrian bridge design underway for public tender.
Establishment of Pitt River Greenway Management Committee, joint Maple RidgePitt Meadows Parks & Leisure Services and Metro Parks. Pitt Meadows Community Garden, site servicing work, building design, and garden plot layout to continue for completion scheduled for last quarter of 2007.
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2008 Deliverables Proposed in Business Plan Pitt Meadows Youth Action Park, preliminary planning process underway. Pitt Meadows Cenotaph redesign, review of concept underway. Pitt Meadows Civic Square redevelopment, review of concept designs underway. Maple Ridge Spirit Square, design concept review underway. Youth Action Park at Thomas Haney, construction is underway. Hoffmann Park fence and trail design ready for public tender during last quarter 2007. Public Washroom building at Harris Landing, preliminary design underway with Metro Parks. Green Infrastructure Study Group, continues to investigate opportunities to incorporate Green initiatives. Infrastructure design in the implementation of the Maple Ridge Town Centre Concept Plan. Incorporate additional xeriscape plant materials into municipal displays. Provide cost effective ornamental displays (splitting perennial plant materials, etc). Implement Metro Vancouver water conservation regulations. Assist with the Community Ecosystem Restoration Initiative (CERI) project. Reduce our impact on the environment through effective management of greenbelts/ conservation areas. Work with other agencies, such as Alouette River Management Society (ARMS) and Kanaka Education and Environmental Partnership Society (KEEPS), whose focus is on these areas. Manage the quality and condition and cleanliness of greenbelts and conservation areas. Work with stream stewardship organizations. Remove only accessible timber from felled trees unless there is an unacceptable risk associated. Conduct a parks-user customer satisfaction survey on the spray park in the form of an exit survey. Status as of September 30, 2008 Information meeting completed to identify a potential location. Project will not be funded until 2010. Tendering completed, construction warded and underway. Held an information meeting, stakeholder consultation, project tendered and construction underway. Stakeholder and community consultation completed. Proposed construction Jan 2009. Completed the construction of the Youth Action Park at Thomas Haney Secondary in April 2008. Completed the installation of new trails, fencing and an enclosed dog off leash area in Hoffmann Park. Project completed March 2008. Process entering public phase. Process entering public phase. Incorporated into design for new entry signs. Plant materials from bulb out displays were replanted in other park areas. All irrigation systems meet these regulations 85,000 trees planted to date - ongoing. Conduct on demand tree inspection and retain trees whenever possible. Assisted with Rivers day events and picked up river clean up debris. Ongoing
Respond to customer service calls for cleanup. Assist stream stewardship groups re cleanup days. Trees have been left on site when it was safe and or aesthetically acceptable to do so in 2008.Ongoing. Not conducted due to lack of funding.
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Other Accomplishments Found Milestones Public request to revisit Local Service Agreement for Maple Crest subdivision. Status as of September 30, 2008 Completed restoration and reclamation of trails and landscaped areas in Maple Crest per the adoption of the Local Area Service Bylaw for the maintenance of enhanced landscape areas within the Maple Crest subdivision. Whonnock Creek Bridge tendered and constructed to provide access for equipment and materials delivered for water level control berm construction. Assisted Davie Jones Elementary School PAC with the selection and installation of new accessible playground equipment. Assisted Pitt Meadows Elementary School with the selection and installation of new playground equipment. Completed the installation of the new running track at MRSS. Completed the renovation of the sport court at Pitt Meadows Elementary to accommodate community use. Completed ball diamond conversion at Albion Sports Complex to enhance the site for softball tournaments. Installed banners and hanging baskets in the Maple Ridge Transit exchange. Installation and landscaping of 4 new Welcome to Maple Ridge entry signs after completion of branding exercise and new logo. (4 signs) Play equipment was replaced through the infrastructure replacement program. Completed three Local Motion grant applications for the Thomas Haney Youth Action Park, Firefighters Park and the Pitt Meadows Community Garden (unsuccessful). Completed two Lets Play grant applications for Maple Ridge Park and Pitt Meadows Athletic Park (not successful). Playground completed September 2008. Maple Ridge accessible playground equipment tender in progress. Pedestrian bridges (2) replaced at Albion Park and Maple Ridge campsite. Player dugouts were installed at the Westview artificial field. Sports field drainage improvements completed at Alexander Robinson, Edith McDermit and Albion sports complex.
Bridge replacement to provide for Whonnock Lake water control device construction. Request for technical and financial assistance from Davie Jones Elementary PAC re Playground equipment replacement. Pitt Meadows capital project to replace playground equipment bought to meet grant deadlines. Maple Ridge Secondary School (MRSS) running track expanded to 8 lanes in partnership with SD42 Renovation of Pitt Meadows Elementary sport court as part of the civic complex parking structure project Request from Softball Association to renovate an existing ball diamond at Albion Sports Complex. Request to install banners and hanging baskets at the new transit exchange Capital project to install community entry signs at the East and West entry points to Maple Ridge. Installations of replacement play equipment at Linden Grove Park. Local Motion Grant applications completed.
Lets Play grants application completed. Install replacement playground equipment at Bonson Park. Maple Ridge Park playground replacement through infrastructure replacement fund. Bridges replaced through the infrastructure replacement fund. Safety concerns raised by SD 42 regarding potential for player injury on players benches located on the play surface. Sport field drainage improvements were conducted in response to sport community concerns re playability and safety of fields
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Facilities:
Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Evaluating cost and response times of current contractors in parks and facilities. Implementing quarterly Facility Maintenance Inspection Program (public buildings and rental properties). Develop pest control, generator maintenance, access control, energy audits. Improvements to internal work request system. Coordinating Invitation to tender for transformer and generator maintenance contract. Develop sustainability standards for new products and replacement parts. Coordinating Invitation to tender for janitorial contract for municipal buildings. Phase II renovations to the Randy Herman Community Safety Building. Coordination of renovations to the underground parking area at the RCMP detachment. Evaluation of energy management options for Municipal buildings and rental properties. Provide technical assistance regarding the construction of the underground parking and the elevator contract at the Pitt Meadows Family Recreation Centre. Reduce energy consumption and green house gas (GHG) emissions in municipal facilities. Maintain environmental standards and regulations in all facilities. Recycle more office waste products. Establish green product standards for municipal staff, contractors and all service providers. Establish water conservation and product replacement standards. Create a policy that all new municipal buildings achieve minimum performance targets after a corporate decision on policy standards has been determined (future). Create a high profile demonstration project after corporate plan priorities have been determined. Status as of September 30, 2008 Ongoing process to establish best value. Completed with continuous review. Pest control on demand basis, energy audits are completed, generator maintenance monthly and yearly schedule established, access control in review. New software has been installed, working with IS Department on training and customization. Established annual infrared scanning of main transformer. Replacement lamps and low flow plumbing parts have been established. Tender is complete and posted on web site. Evaluation and selection process by year end. Completed. Completed. Completed by Hyla Environmental Consultants. Technical assistance provided regarding capacity and required equipment from reputable suppliers. Ongoing until project completion scheduled for 2009. Audits have been completed, best value project to be established. Conducted detailed assessment regarding water loss at the two outdoor pools in 2008. Working with other Municipal Departments, establishing costs through our janitorial service tender. These green products and standards are incorporated in all new tenders and contracts. Completed. All replacement products are designed for water conservation. Draft is complete and will be finalized by quarter four. Corporate plan priorities have yet to be determined.
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Other Accomplishments Found Milestones Coordinated annual major projects and repair program for Hammond Community Center, Heritage Hall, Pitt Meadows Family Recreation Center, and the Maple Ridge Leisure Center. Tender for municipal elevator preventative maintenance. Replace roof on the Randy Herman Community Safety Building. Supervised the installation of the exterior wall envelope on the Randy Herman Community Safety Building. Request from patrons at the Leisure Center to provide an accessible entrance into the racquetball courts Make up air handling unit failed at the Pitt Meadows Heritage building Urgent repairs required to water and sewer systems in the Pitt Meadows arena. Assisted with the tender documentation for the Pitt Meadows Family Recreation Center generator Request to investigate leaks and deteriorating roofs at Whonnock Community Center Complete environmental soil and structural assessments for Hammond and Harris Park pools due to reports of significant water loss. Septic field failure at the Youth Safe House. Status as of September 30, 2008 Completed during scheduled shut down period for each facility. Contract awarded for preventative maintenance on municipal all elevators. Completed. Completed July 2008. Wheelchair accessible door installed in the Maple Ridge Leisure Center racquetball court. Installed a new make-up air unit for Pitt Meadows Heritage Hall. Completed repairs to sanitary sewer system, piping and installation of back flow preventers in the Pitt Meadows arena. Provided technical assistance to PM staff and liaised with Stantec to ensure compatible equipment. Installed new roof sections at Whonnock Hall and the gazebo in the picnic area. Assessments have been completed and draft report and recommendations are being reviewed. Coordinated sanitary sewer hook-up to municipal system for the Youth Safe House.
Improved Efficiency and Customer Service 2005-2008 # of work requests 357 215 233 73 34 207 148 Total Oct 2005 to Sept 2006 Carpentry Electrical Plumbing HVAC Painting General Maintenance Facilities Staff 1,267 # of work requests 412 322 272 162 75 723 67 Total Oct 2006 to Sept 2007 Carpentry Electrical Plumbing HVAC Painting General Maintenance Facilities Staff 2,034 # of work requests 480 289 308 134 35 630 57 Total Oct 2007 to Sept 2008 Carpentry Electrical Plumbing HVAC Painting General Maintenance Facilities Staff 1,993
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Statistics Parks, Fairgrounds and Open Spaces (Oct. 01, 2007 to Sept 31, 2008). 2007 3,266 Hours 64,593 Hours 5,493 2008 (est) 3,875 Hours 62,832 Hours 5,815 Hours
Park Open Space Usage Park Sport Field Fairgrounds
Artificial Turf Fields Maple Ridge Campground Usage Statistics Cemetery
Park Shelters, Bandstand, Port Haney Wharf and Municipal Core Area Outdoor athletic surfaces All buildings and outside space (Commercial, Exhibition, Kitchen, Beef Barn, Dairy Barn, Rings 1 5 and outside field SRT & Westview May 1 to August 31/07
4,744 Hours 1,298 sites rented
4,744 Hours 1,228 sites rented
Oct. 1, 2006 to September 30, 2007 Full Burials Cremation Burials Rose Garden Burials Projects in Progress
October 1, 2007 to September 30, 2008 65 Full Burials 107 Cremation Burials 22 Rose Garden Burials 65 108 22
Parks, Open Space and Cemetery Liaison and support to the campaign for the reduction of pesticides education and awareness program. Parks and Leisure Services Master Plan. Investigating computerized irrigation control software (water and manpower efficiency). Implementation of Cemetery Master Plan recommendations. Coordination of Harris to Baines trail connection, with installation of culvert crossings into Mitchell Park. Whonnock Lake land acquisition proceeding with expropriation being finalized. Silver Valley Parks (2) planning process proceeding to neighbourhood consultation stage with one park design underway. Websters Corners Park Site, neighbourhood consultation process underway. Pitt Meadows Youth Action Park, preliminary site planning. Maple Ridge Spirit Square construction tender preparation. Green Infrastructure Study Group continues to investigate opportunities to incorporate Green Infrastructure design in the implementation of the Maple Ridge Town Centre concept plan. Design for public access equestrian trail west of 224th Street on 136 Avenue. Design of bridge replacement on 136th Avenue at 216th Street. Pitt Meadows Cenotaph construction underway. Pitt Meadows Spirit Square construction underway. Whonnock Lake, landscape planting and habitat complexing features design and installation underway. Installation of drinking fountain, washroom building and baseball backstop extension underway.
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Facilities Evaluating cost and response times of current contractors in parks and facilities. Implementing quarterly facility maintenance inspection program (public buildings and rental properties). Develop pest control and energy audits RFPs. Facility maintenance service contracts. Working with IS to roll out new internal work request software system. Determine sustainability standards for new products and replacement parts. Complete the tender process for janitorial service contract of various Municipal buildings. Evaluation of energy management options for Municipal buildings and rental properties. Coordinate elevator contract at the Pitt Meadows Family Recreation Centre. Review pile condition assessment at Haney Wharf. Develop close circuit television specifications for government and recreation buildings. Provide technical assistance to RCMP for buildings renovation projects. Evaluate accessibility needs for municipal buildings. Monitor and repair the roof repairs to Pitt Meadows Arena. Installation of new reader boards at Maple Ridge City Hall. Instalment of new lockers in Leisure Centre change rooms. Creation of a LEED policy for construction and renovations of Municipal buildings. Develop RFP for boilers and heat recovery system within the Leisure Centre. 4. Performance Measures/Indicators Provide new park areas in consultation with residents to determine needs and ensure maximum use of the facilities A successful park development process includes initial consultation, a steering committee comprised of residents, suggestions, feasibility determination, public open houses, recommendations to the Parks & Leisure Services Commission and Council, then finally the tender and subsequent park development.
Phases Completed Original Completion Target Revised Completion Target Council Approval Tender Awarded
Feasibility, Concept Open Houses
North Cottonwood Park 201 and Telep MRSS Lacrosse Box Westview Artificial Field Firefighters Park Silver Valley Park Youth Action Park Websters Corners Cottonwood East BMX Skill Developt Park-Albion Park Hammond Sport Field Renovation
2005 2005 2006 2006 2006 2006 2006 2006 2007 2008 2008
Comp Comp Comp Comp 2008 2007 2008 2008 2009 2009 2009
On hold-pending Fire Dept space analysis Awaiting land transfer Opening April 2008 Consultation October 2008 Initial design planning April 2009 Initial design meeting October 2008 On hold as project is dependent on successful grant application and third party funding
Comments
Park Name or Location
Development
Consultation
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Objective (Focus Area) Provide staff and volunteers with training that will broaden their scope of job skills, enhancing effectiveness in their respective roles. Provide new park areas in consultation with residents to determine needs and ensure maximum use of the facilities Performance Measure Number of certifications in approved training programs (2007 target = 24) 2008 target 36 Successful park development process (initial consultation, resident steering committee, suggestions, feasibility determination, public open house, recommendations to P&LS Commission and Council, tender and park development). 2006 Complete Websters Corners and Silver Valley Neighbourhood Park processes. Begin neighbourhood process for Firefighters Park (Cottonwood East), Pitt Meadows Athletic Park Caretaker Residence, and Pitt Meadows Youth Action Park Complete comprehensive lifecycle study and 30-year financial plan (outcome measures to be developed after study). Focus Area Economic Development
Smart Managed Growth
Extend the useful life of facilities by managing preventive maintenance and repairreplacement lifecycle programs.
Smart Managed Growth
Parks, Open Space and Cemetery 4.1 Service Area Goal: Maintain Floral Displays Manage and maintain attractive landscaped areas and floral displays for citizens, visitors and local businesses. (Smart Managed Growth) Objectives: Incorporate additional xeriscape plant materials into municipal displays Provide attractive landscaped public areas Install summer and winter interest seasonal displays Provide cost effective ornamental displays (splitting perennial plant materials etc) Implement Metro Vancouver water conservation regulations Actions Keep landscape displays in a clean and weed free condition (standard level of service). Timely selection and ordering of bulbs, annuals and hanging baskets for areas designated as seasonal displays. Continue to utilize perennial plant stock to reduce costs associated with annual displays. Utilize shrub materials as structure plantings in seasonal displays to reduce seasonal plant material and maintenance costs. Responsibility Horticulture Staff Timeline 7 x per year Parks Nov. & Superintendent/Trades July Gardeners Trades Gardeners Ongoing Superintendent Horticulture Staff Ongoing
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Actions Apply mulch to shrub display borders to reduce frequency and time associated with weeding and cultivation. Investigate alternate methods of non chemical vegetation control on hard surfaces. Conduct regular inspection of horticultural areas for quality and maintenance standards based on established service levels. Acknowledge customer calls within two days of receiving them. Investigate Integrated Pest Management practices in all areas of horticulture, turf and tree maintenance. Boulevard tree pruning program based on a three year cycle. Encourage staff not to leave vehicles idling when parked or waiting at rail crossings etc Monitor and manage water consumption of irrigation systems for hanging baskets and floral displays Responsibility Horticulture Staff Horticulture Staff Parks Superintendent Parks Superintendent/ Supervisor Horticulture/Field Maintenance Staff Trades Gardeners Parks Supervisor Horticulture Staff Timeline Nov. to Jan. May Monthly Ongoing Ongoing Ongoing Ongoing Apr. to Oct.
4.2 Service Area Goal: Managing Staff and Contracts Management of staff, contractors, prison crews and volunteers while maintaining/developing park areas in a cost-effective manner. Objectives: Utilize prison crews in parks/trail maintenance and park site clean up tasks whenever possible. Support and assist with community group initiatives Conduct regular safety talks with staff regarding WCB regulations and safe work practices. Ensure best value through contract reviews for materials and services. Participate in downtown beautification steering committee regarding Spirit Square grant award. Encourage the development of low maintenance landscapes. Provide staff and volunteers with appropriate training opportunities. Manage parks maintenance and repair contractors. Actions Ensuring the safe handling and storage of Materials (Workplace Hazardous Materials Information System). Ensure staff is presented with training opportunities through personal development discussions when completing performance plans. Support community garden initiatives through agreements with groups like the Fraser Information Society, Maple Ridge Community Gardens, and Pitt Meadows Community Gardens. Responsibility Parks Supervisor/ All Parks Staff David B./ Parks Superintendent Bruce M./Jane B. Timeline Bi-weekly tailgate talks Review Twice annually As and when Requested
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Actions Organize two volunteer work party events days at Waterfront commons Park as part of Partners in Parks Program in cooperation with Volunteer Coordinator. Meet quarterly with Parks Caretakers to ensure completion of scheduled work. Ensure safe practices through a review of WCB regulations and best practices. Coach staff about recycling at Parks shop, cardboard, paper, metals, instead of throwing items in the garbage. Mulch leaves instead of collecting & taking to landfill. Turn off computer screens at end of shift. Responsibility Jane B./ Kathryn B. Randy V. Parks Supervisor Parks Supervisor Parks Supervisor All Staff Timeline Ongoing
Quarterly Ongoing tailgate Talks Ongoing Fall Ongoing
4.3 Service Area Goal: Sport Field/Facilities Maintenance Make available and maintain safe and functional sport fields and ancillary facilities for the users of these areas, so that athletic programs can be delivered efficiently, effectively and safely. (Safe and Livable Community) Objectives: Work with Sport Field User Association representatives to determine priority of field upgrades and make recommendations to the Commission. Ensure effective communication initiatives with and between all sport groups. Ensure fair and equitable access to sports facilities. Maintain positive relationships with other key agencies and groups. Develop customer satisfaction and community pride of our sports facilities. Provide high quality of sport fields to meet the increasing needs and requirements of local sports groups. Manage play and use of fields to maximize seasonal play and longevity of the facilities. Work with clubs to investigate innovative use and sharing of facilities. Actions Facilitate annual field allocation meetings. Encourage and support user groups to accept more responsibility for sport field maintenance through volunteer work parties, as per facility safety standards recommended by staff (raking techniques etc.). Complete regular inspections and identify risk conditions or deficiencies of outdoor athletic surfaces Obtain user feedback through group discussions with club representatives during scheduled and non-scheduled meetings. Completely renovate one sport field surface per year. Responsibility David B./ Superintendent Jim G./ Field Maintenance Staff Timeline Summer & Winter As required
Jim G./ Field Maintenance staff David B./ Parks Superintendent Parks Superintendent
Weekly during Soccer season Monthly during ball season Seasonally
Ongoing
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Actions Ensure the effective use of the new deep core aerator and over seeder equipment to improve winter season play conditions. Maintain a high level of communication with user group representatives to determine concerns, emerging trends and needs. Implement capital projects identified in the 2007 detailed field condition assessment to determine long range costs of major renovation work on sports facilities. Quarterly Sports Field User meetings. Collect detailed information and develop a specification for the installation of a central computerized irrigation control system with rain sensors to minimize water usage & driving to each location to make adjustments. Collect soil & tissue for analysis on sports turf to determine fertilizing applications. Minimize the impact of sports fields on the environment by carefully monitoring water and fertilizers use. Work with the Sport Field User Association to develop a workable formula for user fees. Investigate potential of skinning ball diamonds to reduce maintenance costs in cooperation with ball clubs. Review of sport field user fees. Responsibility Field Maintenance Staff David B./Parks Superintendent/Karen H. David B. Timeline Apr. to Sep. Ongoing Ongoing
Parks Superintendent / David B. Jim G.
Jan./Apr./ Aug./Nov. Apr.
Jim G. Field Maintenance Staff David B. Jim G. / David B. David B./Superintendent
Apr. /Sep. Ongoing Mar. Mar. Mar.
4.4 Service Area Goal: Greenbelt Maintenance Manage and provide required maintenance and habitat enhancement in greenbelts, protected watercourse and conservation areas. (Environment) Objectives: Assist with the Community Ecosystem Restoration Initiative (CERI) project. Reduce our impact on the environment through effective management of greenbelts/conservation areas. Work with other agencies such as ARMS and KEEPS who are focused on these areas. Manage the quality and condition and cleanliness of greenbelts and conservation areas. Work with stream stewardship organizations. Remove only accessible timber from felled trees unless there is an unacceptable risk associated with leaving logs on site. Measures: Promote individual and community responsibility for the stewardship of natural resources The Community Ecosystem Restoration Initiative represents a unique community approach to fighting climate change through the enhanced removal of carbon dioxide from the atmosphere. Carbon dioxide is the greenhouse gas most responsible for climate change. Healthy ecosystems absorb vast tonnages of carbon dioxide while releasing 2.5 tonnes of oxygen for each tonne of carbon dioxide absorbed.
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Using conservation lands under the Districts control, ecosystem restoration work including tree planting in the order of 260,000 trees and management of invasive species, is being undertaken under the direction of a project steering committee and funded by various corporate sponsors such as BC Hydro, Small Potatoes Urban Delivery, the Globe Foundation, the Directors Guild and others. In addition to the sequestration of 2,240,000 tonnes of carbon dioxide at year 80 after intervention, other benefits include hydrological stabilization of watersheds, wildlife habitat enhancement and recreation benefits.
Number of Trees Planted Trees scheduled for planting 20082010: 250,000 Trees planted in 2008: Trees planted in 2007: 31,560 Trees planted in 2006: 22,527
375,000 300,000 225,000 150,000 75,000 0
This project is registered with the Canadian Standards Association GHG Clean Projects Registry (Project Identifier 9251-6893) and is validated against ISO 14064 standards.
Actions Maintain wildlife trees as opposed to complete removal (snags) where and when suitable. Ensure hazard trees with targets are removed from greenbelt areas and re-planting takes place prior to adjacent subdivision development. Address tree customer service calls within two days of receiving them. Coordination of tree planting initiatives with CERI Committee. Complete tree safety inspections on municipal property on request Remove only dead, diseased or dangerous trees in greenbelt areas as reported/identified. Work with the Campaign for the Reduction of Pesticides on an education program to raise awareness of restricted use of pesticides. Utilize available funding from the BC Hydro re-greening program towards replanting three trees for each removed tree at suitable locations.
Responsibility Jane B. Jane B. / Bruce M. Jane B. Bruce M. Bruce M./ Jane B. Jane B./ Bruce M David B. Jane B.
Timeline Ongoing Ongoing Ongoing Ongoing Ongoing Per request Ongoing project Ongoing
4.5 Service Area Goal: Trail Network Maintenance Manage, enhance and maintain the trail network in an environmentally friendly fashion to provide opportunities for exercise, stress reduction, appreciation of nature, and tourism. (Environment) Objectives:
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Ensure effective management of staff, contractors, volunteer groups and others in the maintenance and management of the trail network Maintain customer satisfaction and community pride in the trail network Manage the quality and condition of the trail network Manage the impact on the environment of the trail network Maintain the trail network in as cost-effective manner as possible Actions Meet quarterly with the Haney Horsemen Association (HHA) to review inspection reports and discuss equestrian concerns and projects. Implement moving the equestrian trail from 132 to 136 Avenue alignment (216th to 224th Street). Meet with the HHA Liaison and Engineering Department to discuss priority of trail works near new developments. Maintain liaison with the Planning Department as they address trail issues during the process of development. Complete recognition bench installations, and park gift donations as requested. Responsibility Bruce M. Bruce M. Bruce M. Bruce M. Parks Clerks/Parks Supervisors in cooperation with Pitt Meadows Staff Contractor/ horticulture staff Bruce M. Bruce M. Parks Supervisor Timeline Quarterly Feb. Four times/ year Weekly On Demand
Complete non-equestrian trail maintenance to meet established safety standards. Maintain our fee for service agreement with the HHA with regards to equestrian trails in Maple Ridge and Pitt Meadows Assist HHA with access to municipal information and resources. Inspect non-equestrian multi-use trails
Ongoing Ongoing As required Quarterly
4.6 Service Area Goal: Boulevard Maintenance Maintain boulevards and street tree inventory to enhance the urban environment. (Environment) Objectives: Implement structural pruning program for young trees to develop tree structure. Develop a watering program for trees in less accessible areas. Encourage citizens to care for trees adjacent to their property (media releases etc. re watering). Manage our relationship with other departments, staff and contractors effectively. Enhance customer satisfaction and community pride through the urban forestry program. Manage the quality and condition of our boulevard/street tree program in an environmentally friendly and cost-effective manner (IPM). Actions Inspect and evaluate street trees planted by developers on completion of the warranty period prior to acceptance into the parks inventory. Encourage home owners to take care of their boulevard and water the boulevard trees while emphasizing the need to leave the pruning to Parks Department staff or their contractors. Responsibility Jane B./Hort. Staff Jane B./Bruce M. Timeline As required Seasonal
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Actions Inspect and evaluate street trees planted by developers on completion of the warranty period prior to acceptance into the parks inventory. Maintain subdivision boulevard plantings per local service agreements (Maple Crest). Water recently planted boulevard trees during extreme weather conditions. Distribute a tree care hand out for residents when working in neighbourhood. Plant alternative ground cover species on boulevards and medians to reduce the need for grass mowing. Complete lawn, shrub border, tree care and litter control maintenance per established service levels. Maintain tree inventory list from Planning Department certificates. Work with the planning department to develop appropriate methods for acceptance and inspection for new landscapes and boulevard trees inventory. Responsibility Jane B./Hort. Staff Parks Staff Jane B Jane B. Michelle Collette / Peter Warmerdam Parks Staff Jane B./ Bruce M./Jane B. Timeline As required Per Service Agreement Summer months As required Ongoing Per schedule As required Jan.
4.7 Service Area Goal: Park Amenities Maintenance Manage and maintain park amenities like playground areas, picnic areas, sport courts and waterfront areas to provide opportunities for childrens play, family development and healthy outdoor activities (Safe Livable Community) Objectives: Maintain the quality and condition of park areas to a safe and aesthetically acceptable level. Manage remaining park areas/amenities in a cost-effective manner. Maintain customer satisfaction and community pride in the park system. Provide safe and challenging play environments for children. Promote services and products available in parks. Investigate the UBC research project on early childhood development as it relates to selection of playground equipment. Actions Inviting citizens to participate in park planning processes (i.e. such as the development of a site plan for a new Neighbourhood park). Maintaining a close liaison with the Planning Department with respect to development areas Coordinating and developing of school and park sites with School District No. 42 Completing regular inspections of play equipment by qualified staff. Maintaining clean and safe playgrounds through playground inspections and playground replacement programs as well as the review of accident and incident reports. Complete detailed analysis of condition and suitability of play structures and make recommendations. Responsibility Bruce M./ Jane B. Bruce M. David B. / Bruce M. Michael B. Michael B. Randy V. Timeline At time of project Ongoing As required Monthly Monthly Annually
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Actions Replacing important park amenities through the Parks and Leisure Services Infrastructure Program on an appropriate rotation to ensure safety and functionality of such amenities. Investigate the costs of changing garbage bags to biodegradable bags, 50,000 used last year. Review dogs off leash in parks policies. Implementation of recommendation from the dogs in parks surveys and community open house meetings. Recommendations. Responsibility Bruce M./ Randy V. Randy V. David B. David B. Timeline Ongoing
Mar. Mar. Mar.
4.8 Service Area Goal: Park Planning & Acquisition Plan the park system and acquire and develop sites in accordance with the Parks, Recreation and Cultural Master Plan and the Official Community Plan in order to meet the needs of a growing population (Smart Managed Growth) Objectives: Effective management of staff, consultants and volunteers. Work cooperatively with the School District No. 42 and Metro Vancouver with respect to joint site planning and development. Ensure adequate provision of tot lot areas in multi-family and small lot development areas. Plan park acquisitions and development so as to maximize the positive impact on the environment and natural resources of the community. Ensure that adequate parkland is identified in the Parks, Recreation and Cultural Master Plan and in the Official Community Plan, and acquired as needed. Manage the Park Acquisition and Development Program in a cost-effective manner. Actions Conduct business in accordance with the Parks, Recreation and Cultural Master Plan for both Maple Ridge and Pitt Meadows. Engage residents, users, consultants and staff in the development of appropriate site planning for 2009 projects. Participate with School District No. 42 in the pre-planning of joint school/park sites. Ensuring effective liaison with regulatory authorities concerning the development of park sites, trails and other park amenities. Liaison with planning and property management groups in both municipalities. Implement habitat restoration strategy for Whonnock Lake. Participate with Development Services (Planning and Engineering) in reviewing development applications to ensure the dedication of Parks, Trails and Open Space, is achieved in accordance with the official Community Plan. Responsibility All staff Bruce M. David B./ Bruce M. Bruce M. Bruce M. Bruce M. Bruce M. Timeline Ongoing Each project Quarterly As required As required Apr. 09 Each Development Application
4.9 Service Area Goal: Website Communication Utilize the website to provide updated park project and development information. (Community Relations) Objectives: Identify and promote current projects. Park section of the brochure available on the Maple Ridge websites
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Park location maps. Advise residents and visitors of parks and recreation opportunities. Actions Review of brochure information and send to Web Manager for update. Website input and updates. Revise format of park inventory information on website to reflect currently available park amenities. Provide updates on new park developments. Responsibility David B, / Bruce M. Parks/ Facilities Managers Bruce M. Bruce M. Timeline Quarterly As required Annually Each project
4.10 Service Area Goal: Managing Cemeteries Manage the two Municipal Cemeteries in a cost-effective manner and in accordance with British Columbia consumer Protection Authority regulations and guidelines. (Financial Management) Objectives: Maintain perpetual care fund. Liaison with the Cemetery Branch in Victoria. Maintain burial records according to the standards established by the BCCPA. Process sale of plots and burial requests. Complete annual cemetery reports. Provide training opportunities for staff. Implement cemetery master plan process. Implement cemetery software systems. Actions Process transactions Participate in the Cemetery Association Complete annual report re: cost comparison. Respond to public inquiries. Implementation of revised maintenance standards. Implement Cemetery Master plan and compile a report on appropriate recommendations for Council consideration. Orientation and implementation of cemetery software Survey the cremation section and lay out the balance of cemetery plot to permit customers to choose plots. Facilitate a discussion with Maple Ridge Council on the terms of reference for a study related to privatization of the cemetery. Responsibility Nanc W./ Natasha L. Jane B./ Arnie G. Nanc W./ Natasha L. David B./ Arnie G. Jane B. David B. Nanc W./ Natasha L. Jane B. /Arnie G. David B Timeline Ongoing Ongoing Jan. Ongoing Mar. Ongoing Mar. Apr. Mar.
4.11 Service Area Goal: Cemetery Maintenance Maintain the cemetery grounds aesthetically through cost-effective practices and established procedures. (Safe Livable community)
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Objectives: Maintain the quality and condition of the cemetery to established levels. Establishment of perimeter hedging as a screen along the south side of cemetery grounds. Install plant material to cover new fencing that will reduce the likelihood of short cuts being developed through to Neighbourhoods. Maintain existing perimeter screen. Provide on site tree care. Lawn and marker maintenance. Actions Regular grounds maintenance (grass cutting and trimming). Completion of perimeter hedgelink on Cemetery fence. Re-level markers to reduce maintenance cost and also improve aesthetics. Redesign planting at the Cemetery entranceway to create a more welcoming effect. Investigate the potential for a tribute tree planting / recognition bench program at both cemetery sites. Implement recommendations in 2008 Cemetery Master Plan for Entry signage and way finding / entourage signage. Identify roadways that require curbing to restrict vehicles from driving on lawn areas. Responsibility Arnie G. Jane B./ Arnie G. Arnie G. Jane B. / Arnie G. Arnie G. David B./Jane B./ Arnie G. Arnie G. Timeline Weekly through season Feb. Ongoing Apr. June Sep. June
4.12 Service Area Goal: Interments Complete the interment process for the customer/family in an efficient and caring way. Objectives: Complete burials as requested by customers, families and funeral homes Actions Provide on-sight information to families. Grave preparation completed prior to the families arrival. Complete appropriate paperwork and record keeping. Placement of headstones within one week of arrival at the site. Provide general cemetery information and assistance. Improve drainage to extend capacity in full burial section. Acquire additional lands required for the cemetery expansion. Investigate potential to inter two sets of cremated remains in a single cremation plot. Responsibility Arnie G. Arnie G. Nanc W./ Natasha L. Arnie G. Nanc W./ Natasha L. Jane B. /Arnie G. Dave B./Ron R. Jane B./Arnie G. Timeline Ongoing Ongoing Ongoing As needed As required Apr. When available Mar.
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Facilities 4.13 Service Area Goal: Corporate Building Maintenance Provide municipal employees, the general public and user groups with safe and healthy corporate buildings. (Safe and Liveable Community) Objectives: Ensure all Federal, Provincial regulations and standards are met including WCB, Occupational Health & Safety (OH&S), Fire, Safety Branch and Health Department etc. Monitoring, and testing of safety devices (backflow preventers, pressure vessels), within all corporate buildings. To manage the safe distribution of four Municipal water well and irrigation systems. Investigate electronic security and surveillance systems. Manage the annual inspection and reporting programs for the inspection of structural, mechanical and electrical systems. Respond promptly to air quality concerns within Municipal buildings. Ensure efficient and effective after hours emergency responses for Municipal and Recreation buildings. Actions Complete roof condition assessments for all Municipal and city buildings. Develop a course of action for the two outdoor Municipal/City pools and determine best course of action to mediate water egress issues. Conduct quarterly facility safety and loss management inspections by municipal staff. Manage/monitor productivity of municipal staff and contractors according to work request procedures. Prepare the mechanical and structural specifications for the addition of a spray park in the Town Core Leisure Center area. Participate as the Facilities Chair with the BC Games for the Physically Disabled. Responsibility Michael M./ Denis L. Michael M. Denis L. Michael M./ Denis L. Michael M./ Denis L. Michael M. Timeline Feb. Mar. Feb. Monthly Apr. July
4.14 Service Area Goal: Facility Infrastructure Reserve Fund Protect the taxpayers investment in municipally owned infrastructure by managing the Facility Infrastructure Reserve Fund, associated Capital Asset replacement projects and Preventive Maintenance Management programs. (Economic Development) Objectives: Manage a cost effective Preventive Maintenance management program carried out by contracted and municipal trades staff. Ensure Infrastructure reserve funding levels are maintained to meet all planned anticipating unplanned infrastructure capital asset {lifecycle} replacement projects. Provide more cost effective repair and maintenance contractual services by managing Request for Proposals competitions for all Preventive Maintenance service contractors on a three-year cycle.
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Actions Continue the facility Infrastructure Life Cycle consultant review, inspection and report programs and utilize them to justify increases of funding levels for the Infrastructure Reserves of both Maple Ridge and Pitt Meadows. Complete RFPs for Preventative Maintenance and Service of our Emergency Generators for Municipal buildings. Implement annual electrical infrared panel assessments and annual shutdown for electrical vault maintenance. Solicit RFPs for Pest Control and service contract provider. Implement approved life cycle projects and programs that have been developed through consultation with Department Managers. Compile a 10 year Infrastructure Reserve lifecycle project financial plan for both MR and PM and constantly update them as committed and confirmed expenditures occur. Update the facility capital asset inventory for both communities. Responsibility Michael M. Timeline Jan. to Dec.
Michael M. Michael M. Michael M. Michael M./ Denis L. Michael M. Michael M.
Mar. May Apr. Feb.-Aug. Aug. July
4.15 Service Area Goal: New and Improved Facilities Provide the citizens of Pitt Meadows and Maple Ridge and Municipal staff with new and improved Municipal facilities. (Smart Managed Growth) Objectives: Provide emergency generator power to the Pitt Meadows Family Recreation Centre. Installation of a new elevator at the Pitt Meadows Family Recreation Centre that will provide access to the underground Parkade. Provide construction costs and manage renovations to the various other Municipal building. Measures: Extend the useful life of facilities by managing preventive maintenance and repair/replace lifecycle programs
Complete Comprehensive Lifecycle Study and 30-Year Financial Plan
2007 Completed Studies Fire Hall 2 Fire Hall 3 Operations Centre Building
2008 Planned Studies City Hall Arts Centre Responsibility Michael M. Michael M. Michael M. Michael M./Denis L.. Timeline Jan. to June Jan. to Dec. Feb Ongoing
Action Provide technical assistance and management between the City of Pitt Meadows and selected proponents for the underground parking structure. Liaise with the Fire Department and the general contractor for the completion of the renovations to Fire Hall #1. Provide construction costs and manage renovations to the RCMP and Randy Herman building Ensure corporate purchasing policies are followed during the project tendering stage through to the final acceptance and commissioning stage.
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Action Ensure project budget is not exceeded and project completion dates are met. Ensure that energy efficient and or green products are researched and incorporated for all construction/ renovation projects. Design specification and implement a cost effective maintenance program for the new emergency generator at the Pitt Meadows Family Recreation Centre. Ensure that all facility products are green products. Renovation of the mens and ladies public washrooms at the Leisure Center. Installation of new change room lockers in the mens and ladies locker room. Reconfiguration and construction of a new front counter turn style access system into the Leisure Center. Ensure project construction and commissioning does not effect the day to day operation of the Pitt Meadows Family Recreation Centre. Responsibility Michael M./Denis L.. Michael M./Denis L. Michael M. Michael M./Denis L. Michael M. Michael M. Michael M. Michael M. Timeline Ongoing Jan. to Apr. June Jan. to Dec. Feb. Jan. to Mar. Aug. Project duration
4.16 Service Area Goal: Maintenance Gov./Heritage Sites Provide timely and cost effective on demand maintenance services for Maple Ridge Government buildings and Pitt Meadows Recreation and Heritage sights. (Safe and Livable Community) Objectives: Ensure best value on all service provider contracts. Provide an improved more cost efficient work order request and service desk. Investigate potential venders and suppliers for heritage buildings maintenance and repairs. Provide timely response times for Municipal staff and contracted services. Actions RFP for Access Control and Alarm Monitoring. Ensure that work order requests are prioritized, approved, dispatched and completed in a timely manner. Implement a new Facility Maintenance Management software program. RFP for the Pest Management service contract. Award the RFP contract for Janitorial Services. Develop RFP for the Port Haney Wharf Pile Assessment. Develop RFP to resurface the Leisure Center pool deck. Review and revise contractor supervision, facility inspections and customer service surveys. Continue to determine best allocation of resources of contracted recourses. Monitor after hours response procedures to ensure a safe efficient and cost effective response. Responsibility Michael M./ Denis L. Michael M./ Denis L. Michael M./ Denis L. Denis L. Michael M. Denis L. Denis L. Michael M./ Denis L. Michael M. Michael M./ Denis L. Timeline Apr. Jan. to Dec. Aug. June Feb. Feb. Jan. Jan. Mar. Quarterly
4.17 Service Area Goal: Energy Efficient Initiatives Investigate programs that reduce facility energy consumption, and greenhouse gas (GHG) emissions and encourage the use of more environmentally friendly maintenance practices and
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products in all municipal facilities. (Economic Development) (Safe and Livable Community) Objectives: Reduce energy consumption and green house gas (GHG) emissions in Municipal facilities. Maintain BC building code standards and regulations in all facilities. Recycle more office waste products. Establish green product standards for municipal staff, contractors and all service providers. Establish water conservation and product replacement standards. Actions Research, audit and implement energy conservation strategies for the Maple Ridge Leisure Centre (boiler replacement/heat recovery system). Ensure all municipal staff and contractors use only proven Green products. Implement an energy conservation awareness campaign for staff of all levels to find ways of reducing electricity and gas consumption in their respective work spaces. In conjunction with the Maple Ridge Recycling Centre, promote new recycling initiatives through the Districts intranet. Implement energy efficient lighting and occupancy sensors within Maple Ridge facilities. 5.0 Operating Budget
Responsibility Michael M. All staff and contractors Michael M./ All staff members Michael M./ Lorne Skoropada (RM Recycling Soc.) Michael M./Denis L.
Timeline Jan.-May Jan.-Dec. June Feb. Mar.
Parks & Facilities - Facilities

2008
Adopted Decision Unit General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) General Government Properties (Fac) Infrastructure (GGP) Infrastructure (GGP) Totals Account Insurance Lease Maintenance - Buildings Maintenance - General Operating Capital Other Outside Services Rentals Salaries SS Allocation Taxes
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$34,601 $36,991 ($32,142) ($32,142) $153,836 $154,796 $407,801 $407,030 $6,300 $6,300 $125,546 $125,546 ($2,000) ($2,000) $48,681 $57,649 $246,898 $269,364 $55,427 $57,644 $1,044,948 $1,081,178 $489,700 $489,700 $1,534,648 $516,400 $516,400 $1,597,578
$2,389 $0 $960 ($771) $0 $0 $0 $8,968 $22,466 $2,217 $36,230 $26,700 $26,700 $62,930
7% $36,991 $36,991 $36,991 $36,991 0% ($32,142) ($32,142) ($32,142) ($32,142) 1% $154,796 $154,796 $154,796 $154,796 (0%) $407,209 $422,455 $422,500 $423,380 0% $6,300 $6,300 $6,300 $6,300 0% $125,546 $125,546 $125,546 $125,546 0% ($2,000) ($2,000) ($2,000) ($2,000) 18% $60,015 $62,449 $64,690 $67,038 9% $278,725 $288,388 $296,861 $305,900 4% $59,861 $62,078 $64,295 $66,512 3% $1,095,301 $1,124,861 $1,137,837 $1,152,321 6% 5% $588,550 $588,550 $614,700 $614,700 $1,739,561 $615,850 $615,850 $1,753,687 $617,000 $617,000 $1,769,321
4% $1,683,851
Proposed Changes or Remarks: Infrastructure / Lifecycle: These costs will fluctuate year to year depending on the planned expenditures. The costs paid are covered by an equal transfer from the reserve specifically set up to fund these items. Funding for this reserve is included in the Fiscal Services Financial Plan.
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Parks & Facilities - Parks & Open Space

(Continued)
2008
Decision Unit By Category Community Parks Community Parks Community Parks Community Parks Community Parks Community Parks Community Parks Community Parks Community Parks Community Parks Fairgrounds Fairgrounds Fairgrounds Fairgrounds Fairgrounds Fairgrounds Fairgrounds Fairgrounds Fairgrounds Golf Course _Revenue SS Allocation _Cost Share _Revenue Equipment Labour Materials Service Utilities SS Allocation _Cost Share _Revenue Equipment Labour Materials Other Service Utilities SS Allocation Category Adopted -
2009
Proposed $
Proposed Changes %
2010
Proposed -
2011
Proposed -
2012
Proposed -
2013
Proposed -
($135,564) ($40,000) $88,059 $314,437 $79,482 $33,000 $65,788 $23,073 $132,945 $561,220 ($15,489) ($5,512) $4,548 $39,239 $8,024 $9,500 $4,823 $18,992 $64,125 ($155,000) $18,992 ($136,008)
($141,475) ($40,000) $94,927 $325,852 $79,482 $33,000 $65,788 $23,073 $145,042 $585,689 ($16,170) ($5,512) $4,903 $40,655 $8,024 $9,500 $4,823 $20,720 $66,943 ($155,000) $20,720 ($134,280)
($5,911) $0 $6,868 $11,415 $0 $0 $0 $0 $12,097 $24,469 ($681) $0 $355 $1,415 $0 $0 $0 $1,728 $2,818 $0 $1,728 $1,728
(4%) 0% 8% 4% 0% 0% 0% 0% 9% 4% (4%) 0% 8% 4% 0% 0% 0% 9% 4% 0% 9% 1%
($145,616) ($40,000) $97,775 $339,252 $79,482 $33,000 $65,788 $23,073 $150,083 $602,837 ($16,662) ($5,512) $5,050 $42,318 $8,024 $9,500 $4,823 $21,440 $68,981 ($155,000) $21,440 ($133,560)
($150,039) ($40,000) $100,708 $353,846 $79,482 $33,000 $65,788 $23,073 $155,286 $621,144 ($17,189) ($5,512) $5,201 $44,129 $8,024 $9,500 $4,823 $22,184 $71,160 ($155,000) $22,184 ($132,816)
($153,804) ($40,000) $103,729 $365,615 $79,482 $33,000 $65,788 $23,073 $159,848 $636,731 ($17,630) ($5,512) $5,357 $45,589 $8,024 $9,500 $4,823 $22,835 $72,986 ($155,000) $22,835 ($132,165)
($157,770) ($40,000) $106,841 $378,023 $79,482 $33,000 $65,788 $23,073 $164,715 $653,152 ($18,096) ($5,512) $5,518 $47,129 $8,024 $9,500 $4,823 $23,531 $74,917 ($155,000) $23,531 ($131,469)
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Golf Course _Revenue SS Allocation
($155,000) $18,992 ($136,008) ($9,556) $1,566 $22,758 $751 $5,050 $18,992 $39,561
($155,000) $20,720 ($134,280) ($10,070) $1,688 $23,550 $751 $5,050 $20,720 $41,689
$0 $1,728 $1,728 ($514) $122 $792 $0 $0 $1,728 $2,128 ($15,204) $0 $6,603 $122,758 $0 ($63,313) $0 $0 $12,097 $62,942 $10,339 $4,446 $5,919 $0 $0 $0 $0 $5,184 $25,888 ($750) $87 $243 $0 $1,797 $0 $1,728 $3,105 $123,078
0% 9% 1% (5%) 8% 4% 0% 0% 9% 5%
($155,000) $21,440 ($133,560) ($10,407) $1,738 $24,513 $751 $5,050 $21,440 $43,085
($155,000) $22,184 ($132,816) ($10,766) $1,791 $25,562 $751 $5,050 $22,184 $44,572
($155,000) $22,835 ($132,165) ($11,068) $1,844 $26,408 $751 $5,050 $22,835 $45,820
Greenbelts Greenbelts Greenbelts Greenbelts Greenbelts Greenbelts Greenbelts Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Municipal Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks Neighbourhood Parks
_Cost Share Equipment Labour Materials Service SS Allocation
_Cost Share _Revenue Equipment Labour Materials Other Service Utilities SS Allocation
($205,264) ($220,467) ($15,000) ($15,000) $84,659 $91,262 $661,772 $784,530 $51,604 $51,604 $213,113 $149,800 $105,150 $105,150 $5,190 $5,190 $132,945 $145,042 $1,034,169 $1,097,111 ($81,390) $57,332 $165,510 $34,442 $14,174 $18,981 $2,233 $56,976 $268,258 ($18,273) $1,111 $6,994 $985 $59,657 $6,181 $18,992 $75,647 $1,906,972 ($71,052) $61,778 $171,429 $34,442 $14,174 $18,981 $2,233 $62,161 $294,146 ($19,023) $1,198 $7,237 $985 $61,454 $6,181 $20,720 $78,752 $2,030,050
(7%) ($239,228) ($262,339) ($280,485) 0% ($15,000) ($15,000) ($15,000) 8% $94,000 $96,820 $99,725 19% $808,179 $833,942 $854,744 0% $51,604 $51,604 $51,604 (30%) $214,800 $299,800 $364,800 0% $105,150 $105,150 $105,150 0% $5,190 $5,190 $5,190 9% $150,083 $155,286 $159,848 6% $1,174,778 $1,270,453 $1,345,576 13% 8% 4% 0% 0% 0% 0% 9% 10% (4%) 8% 4% 0% 3% 0% 9% 4% ($73,214) $63,621 $178,538 $34,442 $14,174 $18,981 $2,233 $64,321 $303,096 ($19,653) $1,234 $7,533 $985 $63,638 $6,181 $21,440 $81,358 ($75,521) $65,520 $186,267 $34,442 $14,174 $18,981 $2,233 $66,551 $312,647 ($20,330) $1,271 $7,856 $985 $66,019 $6,181 $22,184 $84,166 $2,271,326 ($77,500) $67,476 $192,531 $34,442 $14,174 $18,981 $2,233 $68,506 $320,843 ($20,892) $1,309 $8,116 $985 $67,953 $6,181 $22,835 $86,487 $2,376,278
_Cost Share Equipment Labour Materials Other Service Utilities SS Allocation
Trails Trails Trails Trails Trails Trails Trails Trails Totals
_Cost Share Equipment Labour Materials Other Service SS Allocation
6% $2,140,575
Proposed Changes or Remarks: Municipal Parks: General increases from incremental park growth starting comared to 2008 funding is $40,000, $110,000, $195,000, $260,000 and $325,000 can be seen in Municipal Parks, Other. Labour: Most increases due to a combination of growth and increases that are consistent with the corporate-wide contingency. Equipment: Increase associated with the change in fuel, maintenance, insurance and replacement costs. Supp. Serv. Allocation: This is the Support Services Allocation, see the CDPR-Support Services Financial Plan for details.
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Parks & Facilities - Cemetery

2008
Adopted Type _Revenue _Revenue Debt _Revenue Expense Expense Expense Expense Expense Expense Expense Totals To/(From) Reserve: Total after Transfer: Equipment Labour Materials Other Service Utilities Debt Category _Revenue
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($272,501) ($272,501) $49,400 $49,400 $53,084 $153,365 $13,429 $543 $10,285 $2,621 $233,327 $10,226 ($10,226) $0
($335,599) ($335,599) $112,498 $112,498 $57,334 $158,897 $13,429 $543 $10,593 $2,621 $243,417 $20,316 ($20,316) $0
($63,098) ($63,098) $63,098 $63,098 $4,250 $5,533 $0 $0 $308 $0 $10,090 $10,090 ($10,090) $0
(23%) 23% 128% 128% 8% 4% 0% 0% 3% 0% 4% 99%
($335,599) ($335,599) $112,498 $112,498 $59,048 $165,333 $13,429 $543 $10,593 $2,621 $251,567 $28,466 ($28,466) $0
($335,599) ($335,599) $112,498 $112,498 $60,814 $172,249 $13,429 $542 $10,593 $2,621 $260,248 $37,147 ($37,147) $0
($335,599) ($335,599) $112,498 $112,498 $62,632 $177,965 $13,429 $542 $10,593 $2,621 $267,782 $44,681 ($44,681) $0
($335,599) ($335,599) $112,498 $112,498 $64,505 $183,994 $13,429 $542 $10,593 $2,621 $275,684 $52,583 ($52,583) $0
Proposed Changes or Remarks: Revenues will need to reviewed in light of the new fee structure. Debt payments associated with the $1.5 million required to purchase land to expand the cemetery is planned to be serviced through increased cemetery revenues associated with increased fees.
Aging of assets cost factor: It has been recognized for several years that the current Infrastructure Reserve was severely under funded by gradually increasing the funding in this area each year as funding permits. The budgets that have been made available to date have assisted the Parks and Facilities Divisions in the replacement of aging electro mechanical system components and conducting significant repairs on poor performing playing fields and play equipment. In order to keep these critical capital assets functional, safe and reliable as they age, additional preventive maintenance tasks and materials will be needed to extend the life of the asset. The majority of our municipal facilities and parks are now 20 to 30 years old, and in some cases considerably older. Newer buildings require less preventive maintenance care and attention than older buildings with aging mechanical and structural systems. As examples, an aging pump and motor assembly requires more frequent oil, bearings and belt changes per year to keep it operational than a newer assembly. An older roof membrane will require more frequent repairs and patches than a newer roof. Our aging heating and ventilation equipment also consumes more electricity and gas as they age. Recent detailed studies on four of our buildings have suggested that we should be budgeting $700,000 per year in order to properly maintain those buildings alone. Playing fields become less reliable as they age, however the application of a sound turf maintenance program can delay major renovations, if carried out at appropriate frequencies through the life of the asset. This requires the use of specialized equipment to maintain the play surface as well as the installation and or replacement of drainage and irrigations systems to
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promote plant health care in a sustainable environment. We have sports fields in our inventory that range in age from four years to approximately forty years old. In many cases the thatch layer on these fields prohibits plant health that is vigorous enough to sustain a safe playing surface through the winter season. We also have some fields that are fairly healthy however the play surface has become uneven over the years and can only accommodate lower calibre play. Play equipment also often requires the replacement of expensive parts such as slides or other wooden components on play structures, in some cases because they have deteriorated over the years and new parts are no longer available and in other cases because they no longer meet CSA safety standards. The resilient safety surface also needs to be topped up regularly and in some cases may have decomposed to the point the removal and replacement is necessary. We refer to this as the aging of assets cost factor and the increased repair and maintenance costs impact the annual operating budgets more and more as the asset matures. The current lifecycle and operating allocations have begun to catch up with the maintenance requirements of our aging parks and facilities. It is also very important to note that the use of these facilities continues to increase adding an additional load to an already heavily burdened maintenance program. The aging factor is continuous and therefore the annual operating budget increases also need to be continuous, as well as the limited lifecycle and maintenance budgets to cope with this aging factor which have been increasing slowly. In order to overcome this shortfall it is suggested that annual maintenance budgets need to be increased.. The existing lifecycle fund is not adequate to address all of the equipment replacement / repair issues, and the entire budget is usually expended each dealing with the highest priorities on the list
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6.0 Capital Budget
Maple Ridge 2009 1925 8249 7307 New New New New New New New New Silver Valley Park Acquisition (SE Horse) Sport Field Renovation Port Haney Park Development Volunteer software Public Art Library signage Turnstile at leisure center CCTV Library Synthetic field groomer CCTV Backbone Network Energy Retrofit Leisure Center $1,188,000 $132,000 $11,999 $320,000 $22,782 $13,025 $40,000 $27,000 $62,000 $21,500 $15,000 $18,000 $300,000 $500,000 $200,000 DCC GCF CWR GCF GCF GCF GCF GCF GCF GCF GCF GCF CIR CWR GRANT
$5,000 $8,000 $925 $1,000 $1,000 $2,000 $3,000 $500 $3,000
Pitt Meadows 2009 PR 003 Park and Dyke Infrastructure PR 003 Facilities Infrastructure PR 005 Harris Road Caretaker House PR 043 Mountain Bike Skills Park PR 022 Hoffmann Park (planting) PR 030 RF 049 PR 046 PR 038 PR 027 PR 032 PR 041 PR 036 PR 047 PR 050 RF 051 RF 042 South Bonson Community Center Const Pitt Meadows Arena upgrades South Bonson Centre Equip PMFRC Emergency Generator Harris to Mitchell Trail Synthetic Sports field Harris Park Master Plan Seniors Center PMFRC Space Review PM Arena Acquisition PMFRC Replacement Signage Parks , Leisure Culture Master Plan
$105,000 $105,000 $350,000 $20,000 $75,000 $2,300,000 $1,305,000 $250,000 $160,000 $440,000 $10,000 $30,000 $1,190,000 $400,000 $595,000 $15,000 $1,669,000 $15,000 $1,000,000 $27,000 $20,000
FLCRF FLCRF Parkland Res FCRF DCC Debt Amenity Res Debt FCRF FCRF Grants Grants From Others Parkland Res FCRF FCRF FCRF Debt FLCRF FCRF
$4000 $2,000 $3,000 $140,000
$4,000 $5,000 $25,000
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Maple Ridge 2010 1569 Trail Improvement 8250 Parks / Trails vehicle 6198 Greenbelt Acquisition 6107 Equipment Purchase Mower 1542 Leisure Center Active Studio Reno 8193 Albion Spray park New 1439 New Equipment Purchase Trailer Whonnock Lake Phase 2 (parking / comm. Ctr) Public Art
$30,000 $40,000 $200,000 $80,000 $55,000 $350,000 $35,000 $3,500 $12,000 $290,000 $50,000 $115,000 $115,000 $300,000 $180,000 $300,000 $250,000
GCF GCF Parkland Res GCF GCF DCC GCF CWR GCF GCF GCF FLCRF FLCRF FLCRF FCRF DCC Debt
N/A $7,500 $7,000 N/A $14,000 $2,000 $1,000 $1,000
Pitt Meadows 2010 PR 003 Park and Dyke Infrastructure PR 003 Facilities Infrastructure PR 033 MB 042 PR 009 RF 049 Harris Road Sport Field Renovation (N/field) Caretaker House / Pitt Meadows Athletic Park Revised cost) McMyn Park Development Pitt Meadows Arena upgrades
$5,000 $4,000 $8,000
Maple Ridge 2011 6199 Greenbelt acquisition 6017 Cottonwood West Park Development 6045 New New 7275 Whonnock Lake phase 1 (Entrance Road) Public Art Computerized irrigation control system Cemetery Caretaker House
$200,000 $458,035 $152,678 $4,626 $235,000 $60,000 $50,000 $115,000
Parkland Res DCC GCF CWR GCF GCF GCF Cemetery Res
$2,000 $20,000 $2000 $4,000 $2,000 $4,000
Pitt Meadows 2011 PR 003 Park and Dyke Infrastructure PR 003 Facilities Infrastructure New Bonson Landing Landscaping PR 031 Youth Action Park (Skate Park Relocation) RF 049 Pitt Meadows Arena upgrades
$125,000 $125,000 $ 15,000 $325,000 $100,000 $ 25,000 $250,000
FLCRF FLCRF FCRF FCRF FLCRF From Others Debt
$2,500 $35,000
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Maple Ridge 2012 Whonnock Phase 5 (Washrooms and 1568 Caretaker suite) 1926 627 6015 7302 1416 6195 1718 New Silver Valley Neighbourhood Acquisition Silver Valley Neighbourhood Acquisition Fraserview Park Development Park Development (241/104) Trail Improvement Greenbelt Acquisition Whonnock lake phase 6 Public Art
$525,886 $5,310 $92,804 $62,700 $564,300 $50,160 $4,560 $451,440 $4,125 $2,596 $297,125 $46,200 $2,643 $261,800 $30,000 $200,000 $1,980,000 $70,000
DCC CWR GCF GCF DCC GCF CWR DCC GCF CWR DCC GCF CWR DCC GCF Parkland res From others GCF
$6,000
$6,685 $6,685
$2,000 $1,000
Pitt Meadows 2012 PR 003 Park and Dyke Infrastructure PR 003 Facilities Infrastructure PR 033 Sport field Reno (Harris South) Maple Ridge 2013 New Mobile stage New Albion Caretaker Residence 6196 1955 8148 6032 6075 7305 Greenbelt Acquisition Silver Valley Neighbourhood Park Acq Phase 2 Park Dev at Albion Elementary Whonnock lake phase 3 (path /Light) Whonnock Lake phase 4 (Parking/ beach/site planting) Park development (237/136)
$125,000 $125,000 $320,000
FLCRF FLCRF FLCRF
$3,000
$100,000 $275,000 $27,500 $2,700 $200,000 $15,160 $1,501,038 $166,782 $297,000 $33,000 $3,000 $250,580 $44,220 $2,530 $300,229 $52,982 $3,032 $290,00 $14,500 $6,000
GCF DCC GCF CWR Parkland reserve CWR DCC GCF DCC GCF CWR DCC GCF CWR DCC GCF CWR DCC GCF CWR
$7,000 $4,000
$8,000 $3,000 $3,000 $8,000
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814 9 Youth Action Skateboard Park $519,750 $225,000 $5,250 DCC CFO DCC assist $8,000
Pitt Meadows 2013 PR 003 Park and Dyke Infrastructure PR 003 Facilities Infrastructure Future Capital Maple Ridge 8167 Museum (revised $$$) New Albion Community Center New Silver valley community Center New Entry Sign land acquisition / 203rd 7.0 8.0 Information Technology Incremental/Reduction Packages Trails Maintenance Worker (2010)
$125,000 $125,000
FLCRF FLCRF
$10 m $3,000,000 $3,000,000 $3,00,000
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Incremental Package Report 2010 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Parks & Facilities Trails Maintenance Worker 2 of 2 Date: September 30 2008 Submitted By: David Boag
Activities/Purpose: Recruit a trails maintenance worker to maintain trails in Maple Ridge and Pitt Meadows. Functions Performed/Degree of Service: This position will be responsible for the ongoing maintenance such as vegetation control, trail surface maintenance, culvert maintenance, trail inspections as well as providing technical assistance to the Haney Horsemen Association with regard to equestrian trails. The nature of this work requires that a minimum 2 staff members be on site as power equipment will be in use, and staff are routinely in remote natural trail environments where it is likely that bears could be in the vicinity of the work. This work would be combined with another existing activity to ensure that a second staff person would always be available for this type of work assignment. Alternatives Considered/Reasons for Not Recommending: Some of this work is currently being completed in a add hoc fashion when time permits by trim crew and horticulture crew members, resulting in poor inspection frequencies, and garbage etc not being routinely picked up. Staff Position: 1 FTE Performance Measure: Provision of safe multi use trails that are maintained to a satisfactory level Package: 2010 Budget $57,024 $57,024
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District of Maple Ridge Community Development, Parks & Recreation Services - Recreation Business Plan 2009 2013
The Recreation Department offers a wide range of recreation services in both Maple Ridge and Pitt Meadows, delivering recreation programs in municipal, community and school facilities. The level of recreation service provided to the community is enhanced by partner service providers such as local businesses, non-profit groups and neighbourhood associations. The department recognizes the benefits that these groups bring to the community and support their efforts by facilitating their development toward our mutual goal to provide enhanced levels of service to the community. The 2009 business plan continues to emphasize active community initiatives, programs and services that support access to facilities and services, facility cleanliness, and overall quality of service. Regarding active communities, this includes the development of an active community strategy in collaboration with the active community network, and a sport tourism strategy. Accessibility will be enhanced by the addition of entry level programs and information sessions for citizens who are new to regular physical activity, age-friendly community research, technology improvements to the Participation Program, and improvements to facility accessibility in preparation for the 2009 Disability Games. Facility cleanliness will be enhanced by the development and implementation of a training program for Building Service Workers, and continuation of green cleaning and other programs. In 2009, the Department will also develop its first marketing plan, which will drive improvements in overall quality. This process will include the development of customer-driven service standards that can be used to measure and improve facility and service issues that enhance customer satisfaction and will include a review of promotional methods to increase the ability to get high quality program and service information to citizens in the most direct manner possible. 2.0 Corporate Overview Strategic Alignment: Natural and Built Environment Encourage stewardship of natural resources by assisting with the promotion of environmental education programs directed at local school aged children. Promote walking as an alternative mode of travel. Encourage enjoyment and use of outdoor recreation such as parks, trails and dykes. Safe and Livable Community Ensure leisure and cultural services are accessible to all citizens. Promote community health and wellness through participation in recreation and sport. Provide opportunities for volunteerism within Parks and Leisure Services. Involve neighbourhoods in defining their leisure and recreation needs and in developing positive solutions. Develop community capacity through leadership training workshops, networking, community initiated projects, and information sharing forums. Create a sense of community identity and pride.
Business Plan 2009 2013 Community Development, Parks & Recreation Services Recreation
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Financial and Resource Management Using sound financial management practices in the delivery of leisure services. Managing facilities in a cost-effective manner; incorporating energy saving strategies. Considering alternative approaches to providing quality, cost-effective leisure services. Enhancing revenues through promotion campaigns that increase use of recreation services and through regular reviews of fees and charges. Making the most efficient use of funds by supporting non-profit boards and community groups who provide sport, recreation, arts and cultural services to the community. Governance Manage recreation facilities and leisure services in a manner that will uphold and enhance the public trust. Function in an open manner by including citizen input when planning leisure services. Provide facilitation or other support as needed to Municipal initiatives that engage citizens. Governance and Community Relations Connect citizens to the community through involvement in recreation, arts, community festivals and neighbourhood activities. Provide all community members with an opportunity to participate in identifying community recreation needs or to contribute suggestions on service improvements. Recognize and support the important contribution of Parks & Leisure volunteers. Incorporate new technologies that enhance customer relations. Support non-profit boards and community groups who provide sport, recreation, arts, cultural and heritage services to the community. Governance and Inter-Government Relations/Partnerships Facilitate networking and resource sharing through partnerships with the School District and other public agencies, businesses, not-for-profit groups and community service providers. Maintain relationships with Provincial Ministry partners and explore new opportunities. Network with Regional and Local Governments to exchange information on best practices related to the delivery of recreation services and to access funding opportunities. Economic Development Promote lifestyle benefits through Corporate Fitness employee programs to businesses locating in the community. Provide programs designed to support businesses in their efforts to provide employees with opportunities for regular participation in sport, leisure and recreation activities. Develop and promote outdoor active opportunities to visitors as well as local residents. Resource Management Manage and maintain recreation facilities such as the Leisure Centre, Pitt Meadows Family Recreation Centre, the Greg Moore Youth Centre and others. Plan the development of new recreation facilities such as the new Maple Ridge Museum and the Pitt Meadows Seniors Recreation Centre.. 3.0 Departmental Overview Programs and services are provided to the community through three streams within the Recreation Department. The Community Connections staff develops systems and programs that support the development of individual volunteers and of board of directors for groups that provide a recreation service to the community. In addition Community Connections manages and oversees achievement of criteria identified in major fee for service agreements.
Business Plan 2009 2013 Community Development, Parks & Recreation Services Recreation Page 2 of 55
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The Health and Wellness staff group plans and implements all recreation and wellness programming within facilities and in the community including aquatics, skating, fitness, and others. These services are offered through a variety of structures including direct delivery, and contracts with service providers such as not-for-profits and local businesses. The Support Services staff group provides front-line customer service for admissions, program registrations and facility operations. This area also develops and implements systems that support the entire department such as emergency and evacuation plan development, customer feedback systems, technology projects and the administration of leases. Community Connections Seniors Services: Liaison to the Ridge Meadows Seniors Societys Board of Directors and the Pitt Meadows Seniors Advisory Committee. Coordination of stakeholder input to the Pitt Meadows Seniors Recreation Centre. Provide leadership and facilitation support to the Maple Ridge Pitt Meadows Seniors Planning Table. Negotiation and management of the fee for service agreement with the Seniors Society and support for the development of policies, plans, and community initiatives such as Age-Friendly Communities research. Arts & Culture: Liaison to the Maple Ridge Pitt Meadows Arts Councils Board of Directors and support for program services offered at the ACT, Pitt Meadows Family Recreation Centre and community-based programs that include visual arts, theatre, special events and partnerships with the School District and community groups. Negotiation and management of the fee for service agreement with the Arts Council and support for the development of art policies and plans, and community initiatives such as the development of criteria for a public art policy, Heritage: Liaison to the Maple Ridge Museum and Heritage Society and the Pitt Meadows Museum and Heritage Society Board of Directors. Support for the Societies in their provision of programs, education, community displays, heritage facilities and special events. Negotiation and management of the fee for service agreements with both Heritage Societies and support for the development of policies and plans. Community Capacity Building and Development: Provision of educational workshops designed to provide opportunities for volunteers and non profit boards to gain the tools and skills needed to be successful in meeting their individual and organizational needs. The annual training series includes topics such as First Aid, Food Safety, Customer Service, Deescalation, Insurance for Non-profits, Grant Writing, Effective Meetings and Board Roles and Responsibilities to name a few. Liaison and support for community groups through long-term (business) plan facilitation. Community Special Events: Use community events as a vehicle to encourage community partnerships, develop volunteerism, promote active community participation, engage citizens in shaping their community, improve health and wellness and promote arts, culture, local business, heritage and environmental sustainability, special event group liaison and support; coordination of special event grant program, support for grassroots events and for a community festival office. Volunteer Services: Supports and develops Parks and Leisure volunteer programs, including; recruitment, training, leadership development, volunteer management and retention. Volunteer recognition events, education resources, information sessions, promotion and awareness and networking with community volunteer service providers. Recreation Access: (Formally known as Special Services) Provide leisure education and support the customers individualized wellness goals in relation to social, emotional, cognitive and physical need. Recreation Access ensures that residents have access to our facilities, programs and services by helping to remove the barriers associated with participation.
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Health & Wellness Aquatics: Swim lessons, public swimming, Aqua-fit, specialized programs such as Osteo-fit, school swims, water survival and safety programs, swim meets and events, volunteer opportunities and leadership programs. Including set-up, operation and programming of two outdoor pools seasonally. Skating: drop-in public skating, skate lessons and events such as Halloween Skate, Thanksgiving Skate, Winter Wonderland and a Spirit Skate at two arenas. Sports & Fitness: Registered active and drop-in fitness programs such as aerobics, weight training, basketball and active family playtime at the Leisure Centre and PMFRC as well as sports conditioning, personal training and other contracted services. Outdoor Recreation: Partnerships with outdoor activity and interpretive service providers to provide programs such as trail running, Nordic walking and others. Active Community: Coordination of campaigns and activities such as the Active Community Walking Campaign, liaison with Spirit of BC Community Committee, Corporate Wellness, Katzie Wellness, and community special events with an active component such as the Doggie Dash and Pitt Meadows Canada Day Run. Promotions: Program, facility and active community promotional campaigns, event displays, department advertisements, program guides, rack cards, web updates and Recreg4u maintenance. Including the development and implementation of a department marketing plan. Support Services Facility Bookings: Liaise with sport, community, residential and commercial groups to ensure equitable access to facilities, fields and ice. Coordinate rental contracts, subsidies and insurance services; encourage risk mitigation through planning and pro-actively addressing potential events, issues and conflicts. Building Services: Cleanliness and aesthetics related to day-to-day facility maintenance. Liaison with Facility Operations staff regarding repairs and projects, facility shut-downs and long-term capital planning, and liaison with regular facility user groups, contractors and staff. Facility Operations: Coordination of staff areas for regular communication, input and training related to overall facility operations and emergency procedures, evacuation planning and other tasks that ensure the safe operation of recreation facilities. Technology: Assesses the business requirements of the department and ensures that technology needs are being met. Coordinates and implements hardware and software upgrades and prepares the Recreation Division statistical reports and identifies changing trends in business. The technology team acts as a member on the IT Steering Committee working with the IT Department to implement organizational technology changes. Leases: Negotiates and manages leases within municipally owned recreation facilities. Ensures that appropriate insurance and risk management practices are being met by the lessee and that use of space is an appropriate fit within a recreation setting. Retail Sales: The development of a retail sales system for products that support customer use and enjoyment of the recreation facilities, including concession and food services. Customer Service: Provide in person, telephone and web-based assistance to the public. Process admissions, monthly memberships, program registrations, payment and refunds for all arts and recreation programs and facility bookings and respond to general inquires. Provide administrative support to other service areas within the department and community partners. Customer Service Centres are the face of the Department. Customers: Current and future citizens of Maple Ridge and Pitt Meadows. Volunteer organizations such as special event groups and neighbourhood associations. Service and community partners such not-for-profit societies, fee-for-service groups, and neighbourhood associations. Private partners, businesses and Corporate Fitness clients.
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Visitors to Maple Ridge and Pitt Meadows. Other service providers such as the RCMP, Fraser Health Authority and Municipal Departments of Maple Ridge and Pitt Meadows. Resources: Recreation Director (1 FT) Recreation Managers (3 FT) Recreation Coordinator (4 FT + 1 PT) Administrative Assistant (1 PT) Aquatic Leader III (1 FT + 5 PT) Aquatic Leader II ) (30 PT) Aquatic Leader I ) (40 PT) Programmer (2 FT) Program Assistant (2 PT) Building Service Workers (7 FT + 13 PT) Clerk II (1 PT)
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Organization Chart:
Director of Recreation Kelly Swift
Administrative Assistant Erin Bowers
Recreation Manager Support Services Don Cramb
Recreation Manager Health and Wellness
Lex Tierney
Recreation Manager Community Connections
Shelley Jorde
Technical Support Supervisor Diane Chamberlain Clerk II .5 FTE Chris Lisowsky Customer Service Supervisor Booking Darlene Slevin Booking Clerk Karen Hansen Cathy OConnor Customer Service Supervisor L/C and PMFRC Julie Rengert
Recreation Facilities Supervisor Tim Gibson
Recreation Coordinator Pauline Vandermoor Recreation Programmer PMFRC Jackie Senchyna Recreation Programmer LC Jeff Lemire Program Assistant Leisure Centre .5 FTE Not Hired
Customer Service Supervisor Tammy MacIver Clerk II Joanne Georgelin .5 FTE
Aquatic Leader III Janice Forsyth Not Hired +2.9 FTE (PT)
Recreation Coord. Special Services Petra Frederick Recreation Coord. Leisure Access .5 FTE Shayna Funk-Larmor Recreation Coord. Volunteer/ Special Events Kathryn Baird Program Assistant Special Events .5 FTE Amelia Bowden
Building Services Supervisor Jerry Newbery
Aquatic Leader II 8 FTE (30PT)
Building Service Worker Doug Frew Louis Grant Gary Ivory Shawn Rhodes Jack Skrukwa Troy Springman Lorne Trow 3 FTE
Aquatic Leader I 8 FTE (40PT)
Cashier Clerk Reception L/C 6.1 FTE (14PT)
Registration Clerk Fay Paine
Cashier Clerk Reception PMFRC 1.8 FTE (4PT)
Net Operating Budget: $6,089,267 Full-Time Equivalent Staff = 60.5 Note: Staffing for summer positions are funded through grants
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Issues and Trends Growing demand for low-cost recreation opportunities and financially subsidized access to existing services. Changing workplace dynamics. Loss of front-line staff impacts ability to maintain service levels. Changing recreation interests, such as an increased emphasis on outdoor and interpretive opportunities and increased focus on physical activity, health and wellness to counteract childhood obesity due to sedentary lifestyles. Demand for expanded services, facility space and equipment i.e., pool space, and age specific programs targeting 19-24 year olds. Changing demographics, particularly, growth in the seniors population. Community demand for additional funding to advance the communities vision for arts and heritage. Staff and community interest in and support for sustainable practices. Need for long-term vision, i.e. Master Plan. Need to look at increasing the diverse population accessing Parks and Facilities. Need to recruit and retain Community Support Volunteers. Fraser Health integrated recreation contract service deliverables not meeting customer demand; program growth. Aging facilities. Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Renewed emphasis on cleanliness and the aesthetics of recreation facilities: Develop a floor program. Develop a quality control and inspection program. Establish a staff training and skills program for Building Service Workers. Develop job specifications for a facilities Supervisor position. Hire a facilities supervisor Complete the planning and design of the South Bonson Community Centre. Conduct a physical accessibility review and improvement plan for the Leisure Centre. In coordination with Facilities staff, develop a facility shutdown communication and project plan for the; Leisure Centre, PMFRC, Heritage Hall and the Hammond Community Centre. Review and refine Building Service Workers shift responsibilities and schedules. Complete the 2008 fees and charges review. Adjusted booking and front counter staff schedules and responsibilities to produce efficiencies in both work areas provide booking services 7 days a week. Status as of September 30, 2008 Initial objectives completed. Emphasis on cleanliness will continue. Ongoing. In discussions with floor cleaning contractor and investigating the cost of specialized equipment. Daily inspections reports are 80% complete. In development with HR, have delivered two skills training classes to date. Completed May 2008. Completed June 2008. Preliminary plans, operating plan and budget estimates completed Oct. 2008. Have started preliminary discussions with the health and wellness team and our accessibility staff person 2009 project. 2008 plans completed Sep. 2009. 2009 shutdown planning will start Oct. 2008. 80% complete, new shift duties need to be formalized. Review completed and recommendations implemented. Completed June 2008.
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2008 Deliverables Proposed in Business Plan Increase coordination and emphasis on Active community initiatives. Status as of September 30, 2008 25% complete. Active Community Network established and planning for Active Community Week is complete. Active Community Strategy will be developed in 2009. Completed. These programs are now established. Staff member resigned. Incomplete. Completed. Postponed due to operational changes. Goal has been deferred to 2009. Working with the IS department on the server upgrade to ensure consistent access to our web registration site testing Oct. 2009 projects. March 2009. Completed May 2008. Completed May 2008. Completed April 2008. Completed. Committee formed, developing an action plan. Completed September 2008. 2009 this can only be accomplished once we upgrade class to the next version. Completed. Introduced green seal certified cleaning product in all of our recreation facilities. Completed in 2008 ongoing monitoring in 2009. Completed May 2008.
Research programming related to active ageing and initiate recreation programs that provide a health benefit such as diabetic walking clinics, osteo-fit and cardiac care. Expand programs for families, including an emphasis on parent and teen participation. Coordinate and publish the second edition of the Walking Map Book, evolving it into a broader Outdoor Recreation Guide. Grow volunteer opportunities within fitness areas, e.g. Leisure Centre weight room. Technology projects that will gain efficiencies and improve customer service: Changes to recreg4u to make it more user- friendly. CLASS upgrade to add features that enable staff to improve the Participation Program Plan for replacement of volunteer software. Upgrade class to 6.0.4 Payment server upgrade. Developed and implemented a phone tree for facility bookings. Environmental sustainability initiatives such as: Form a department Green Team to develop, plan and maintain green initiatives. In coordination with Facilities staff, establish comprehensive recycling programs in recreation facilities. Reduce the volume of paper that we use, e.g. develop a paperless registration system. Investigate the use of environmentally sensitive cleaning products. Review all department leases and create a tracking system for all related documentation and deadlines. Conducted an internal audit of our cash handling procedures and implemented recommended changes. Developed a system to reduce the number of accounts receivable over 30 days unpaid.
Completed Jan. 2008
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2008 Deliverables Proposed in Business Plan Input and community consultation to significant community projects such as Maple Ridge Spirit Square, Pitt Meadows Civic Centre, South Bonson Community Centre, Pitt Meadows Seniors Centre , the Maple Ridge Museum expansion and the Hoffmann Area Park Plan. Support RMSS to prepare for programming and facility responsibilities that will come with the Seniors Centre in Pitt Meadows. Status as of September 30, 2008 Community consultation phase for the Pitt Meadows Seniors Centre and the Maple Ridge Spirit Square is complete. Maple Ridge Museum expansion consultation will begin when capital funding for the project has been approved. Consultation with the Pitt Meadows Seniors Advisory Committee has begun with priorities being established for equipment, operation and programming needs for the new facility. Work will continue with completion of this work December 2009. Completed with a new program offered in partnership with the Arts Council in Oct. 2008. Work on this project has been postponed in order to focus on the recruitment of a new Executive Director for the Maple Ridge Pitt Meadows Arts Council. The process to establish the Committee will begin in January 2009. Completed. The first meeting of Planning Committee was held in September 2008 with Department staff in attendance to assist the Committees work as appropriate. Workshops on the following topics were held: Leaving A Legacy, First Aid, and De-escalation Training. Fall workshops offered included: Customer Service, Food Safe and Long Term Planning for non-profits. The Green Event planning workshop was cancelled due to low registration but it will be offered again in April 2009. Encouraged green events, better litter control and improved recycling. Completed in June 2008 with the Board and staff liaisons attending the BC Summer Games in Kelowna (July) to meet those with similar roles and responsibilities. The Board reported that this was a very worthwhile experience and that they had a greater understanding of what would be expected when planning the BC Disability Games for our community. Support to ongoing community celebrations and new events such as: Silver Valley, River Mania, and Breastfest Annual events moved from being held on a single day to multiple days. Events that expanded to a new 2 or 3 day model included: Spirit of Wood Festival (2008 Spirit of BC Signature event), Caribbean Festival, Art in the Park, Bard on the Bandstand and the Country Fest (formerly known as the Agricultural Fair).
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Investigate program partnerships with the Arts Council with an Active Art theme. Assist with the formation of a public steering committee to develop public art procedures.
Assist with the formation of the 2009 Mainstage Theatre Festival Committee. Host a volunteer and board development training series and a Green Event Planning workshop free to community volunteers.
Form the 2009 Disability Games organizing committee.
Support the implementation of numerous annual community special events, and the 2008 Spirit of BC Event.
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2008 Deliverables Proposed in Business Plan Coordinate and implement procedures for use of a special event supply trailer. Status as of September 30, 2008 Purchased and equipped Community Events Trailer. Through a partnership with Ridge Meadows Association for Community Living developed administrative procedures and evaluation form for groups requesting the use of the Trailer. A grant was received through the Measuring Up funding arm of 2010 Legacies Now. After a community process it was decided that half the funding received would go to supporting the management of the Community Events Trailer project which resulted in a partnership with Ridge Meadows Association for Community Living and an employment opportunity for people with disabilities. In progress with the exception of the Ridge Meadows Festival Society where there was no interest or support for the community to form a Society. Agreements with the Ridge Meadows Seniors Society and the Maple Ridge Pitt Meadows Arts Council will be complete by Dec. 2008. The agreement with the Maple Ridge Historical Society was renewed in June 2008. An Event Organizers Planning and Risk Analysis Worksheet was developed in March 2008 and used by event organizers during the peak festival season (June August). Completed. New annual plan was developed in collaboration with City of Pitt Meadows staff and other staff that work with volunteers to deliver and support programs and services. The most significant change to the plan was that appreciation efforts are now scheduled throughout the year instead of held only during National Volunteer Week . Supported the hiring of a new Volunteer Coordinator to be supervised by Community Services. This focus of their work will be fund development and securing a location for the Community Volunteer Office. Completed. The Emergency Services staff received information regarding training workshops that would be of interest to these volunteers i.e., Food Safe. Implemented the Community Support Volunteer Program, matching volunteers with community members, assisting in meeting recreational goals. Phase one complete in Dec. 2008. Phase two complete March 2009.
Complete the application process and implementation of a Measuring Up Grant to provide employment in recreation services to people with a disability to manage the Community Event Trailer.
Negotiate a new fee for service agreement with the Ridge Meadows Festival Society, Maple Ridge Pitt Meadows Arts Council and the Maple Ridge Historical Society
Develop an evaluation template as part of the special event funding application process.
In coordination with Municipal staff from Maple Ridge and Pitt Meadows, review and improve the annual volunteer recognition event.
Work with Community Services and Spirit of BC Community Committee to plan for a community volunteer office. Work with ESS to share volunteer training opportunities. Develop a volunteer mentorship program for people with a mental disability who use recreation services. Install a new locker system for the Leisure Centre to enhance security for customers personal items.
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2008 Deliverables Proposed in Business Plan Support the development of an integrated drop-in evening for youth with disabilities. Investigate recreation opportunities for youth with disabilities, including potential partnerships. Research playground accessibility. Other Accomplishments Found Milestones Explored the Age-Friendly Community Initiative. Status as of September 30, 2008 Completed. A seasonal program grant was received through a partnership with Community Living BC. Funding was received through a partnership with Community Living BC and staff have been hired to support youth in an evening drop-in program for fall 2008. Ongoing
Status as of September 30, 2008 Representatives of the provincial initiative did a presentation to the Municipal Advisory Committee on Accessibility Issues in June 2008. It was determined that there was enough interest and benefit to the community to pursue making an application for funding of this project. Healthy Food Grant. Grant development in progress. UBCM Funding for Outdoor Recreation Guide. Project taken over due to staff change in Economic Development. Guide completed. UBCM Community Tourism Funding grant The District of Maple Ridge received funding application prepared. and grants were awarded to 8 community festivals for these events to be marketed outside the community. In collaboration with Economic Development, the Business Improvement Association, and the Maple Ridge Pitt Meadows Tourism Society the remaining funds were used to support a combined marketing initiative that advertised multiple events being held in the downtown core of Maple Ridge during peak tourist season. Corporate Fitness Program Contract Healthy Business Program development discontinued. completed. Promotions still ongoing. Formation of a Community Festival Network of The network is in the development phase with volunteer event organizers. work being done in 2009 to further facilitate the building of these partnerships. Creation and training for a new part time Completed in Jan. 2008 with a successful event Events and Volunteers Program Assistant season and participation in the business planning process. Explore proposals for local businesses in-kind Development of partnerships with Envision. support of community non-profit event organizers. Supporting the Maple Ridge Pitt Meadows Process began in July 2008 and is scheduled to Arts Council in their search for a new be completed Jan. 2009. Executive Director. Development of a Seniors Planning Table. Supported the preparation of a successful grant application to the United Way for funding of a Coordinator for the Planning Table. Hiring a Coordinator is in progress with an offer being made to a qualified applicant in Oct. 2008.
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Other Accomplishments Found Milestones Ground Breaking Ceremony and naming of the Pitt Meadows Seniors Centre. Promoted and evaluated funding applications with the Parks and Leisure Services Commission. Development of partnerships with agencies to assist with the streamlining of the Participation Program. Hosted the First Annual Accessibilities Workshop. 5th Annual MACAI Community Awards, recognizing outstanding Accessibility within Community Agencies and Businesses. Implemented the Community Support Volunteer Program, matching volunteers with community members, assisting in meeting recreational goals. Pitt Meadows Arena Operating systems. Status as of September 30, 2008 The naming of the facility was approved in August and the Ground Breaking Ceremony was held in September 2008. Completed the review of applications and 17 events received funding. Partnerships have been developed with 3 agencies namely the School District #42, Caring Place, Maple Ridge Treatment Centre and work is in progress to develop the same for the Katzie First Nation. Completed. A very successful event and will now be held annually during Access Awareness Week. Completed. A successful event with the highest attendance on record. Program has become very successful and growing. Ongoing.
Completed. Worked with Recreation Excellence to develop operational systems in PMA including financial systems, booking systems, fees and charges and other administrative procedures. Zamboni for Pitt Meadows Arena. Prepared report to PM Council for funding. Coordinated the purchase. Will be in place by Oct. 15. Ice plant retrofit. for Pitt Meadows Arena. Prepared report to PM Council for funding. Approved 2nd quarter. Pitt Meadows Arena chiller failure. Worked with refrigeration engineer to prepare a tender to purchase a new chiller. Purchase completed Oct. Pitt Meadows Arena ice plant equipment Worked with refrigeration consultant to prepare report report on equipment replacement requirements. Completed Oct. Worked with Recreation Excellence and MIA to Cropped up as an issue for user groups in redesign their rental contract. August 2009. Completed by end of Sep. Recommendation to Commission to increase Prepared report to PM Council in September. proportion of ice that is controlled through a Decision deferred until PMA legal situation is fixed long-term contract. resolved. Developed a Get Started kit for walkers. Completed. The kit included pedometers, route maps. Planned and hosted several active events Completed. These annual events were including Doggie Dash, Walk to Whistler successfully run this year. challenge. Completed. A run in Pitt Meadow from the Hosted a variety of Move for Health Day silver bridge, a boot camp in Memorial Peace events May 10th . Park were just two of the events.
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Other Accomplishments Found Milestones Grants awarded: $35,000 from UBCM and Spirit Square from BC Government Measuring Up grant from 2010 Legacies Now Purchased pedometers from ActNow BC Activity Challenge, $300 from BCRPA for Spirit of BC Week events and Move for Health Day events $750 2010 Legacies for Spirit of BC Week events 23 registered Action Schools! in SD 42 Status as of September 30, 2008 Completed. Successful in securing grants for Active Communities initiatives.
An initiative to get kids moving. Work continues with local elementary schools. Sport tourism contractor hired to develop a A plan has been developed to look at the Sport Tourism Strategy. implementation of a Sports Tourism Strategy. Funds were received from a UBCM grant. Work will continue in 2009. Accessibility to equipment and facilities improved Sci-fit accessible training equipment purchased (and installed) from Rick Hansen Wheels in Motion grant. Swimming pools fitted with accessible stairs for all pools. New aqua-fit contractor hired and expanded Completed. Aqua fit participation has programming integrated into the aquatic increased significantly since this company schedule. was hired. New childminding contractor hired. Completed. This service is a very important one for customers and having the right contractor is very important. Statistics Recreation Services 2 Facilities: Leisure Centre Admissions: Rescues Jan. 1 - Sep. 30:
359,298 23
Arenas Public Skating Admissions: # Skate Lesson Participants:
16,490 1,960
Pitt Meadows Family Recreation Centre Admissions: 32,592
Community Building: Volunteer Participation No. Volunteers Recreation No. Hours Volunteered Rec
2,487 24,867
Special Events No. Community Events No. Community Participants
74 123,146
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Program Participation: Registered Programs No. Participants No. Programs (all areas)
19,829 3,022
Special Services Participation Program Members Leisure Education Services Leisure Access Cards
1,846 406 110
Participation, Other: Arts Council: Theatre Volunteers Volunteer Hours (all areas) Performances presented by Arts Council and the community Tickets Sold Art Gallery Visitors Haney House: Visitors Special Tours Volunteers
59 3,734 97 48,500 8,425
363 485 110
Maple Ridge Museum: Adults Admissions Child Admissions Group Presentations Public Displays External Community Events Volunteer Hours 4.0 Performance Measures/Indicators HEALTH & WELLNESS: 825 956 14 14 15 828
Pitt Meadows Museum/Hoffman Shop: Attendance Special Event Attendance Volunteer Hours 827 1,027 1,141
4.1 Service Area Goal: Aquatic Programming To identify improvements to aquatic programming that meets or exceeds customers needs. (Safe & Livable Communities/ Resource Management) Objectives: Maintain current participation levels and use of the pool & aquatic programs. Increase repeat use of the pool. Reduce incidents of theft, vandalism and misuse of the facility. Increase communication with customers on breakdowns, repairs etc. Reduce number of customer complaints in Aquatics area. Increase full time Aquatic staffing levels Maintain new Aq2 lesson supervision shifts
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Measures: 2007 % of satisfied customers (measured through exit evaluations). # of LC customers that purchase the same membership type again. # of LC customers that purchase a first time or different membership type. # of incidents reports. Actions Ensure all staff is pro-active in preventing incidents. Research new and innovative ways to program and run the pool. Aquatics supervisors to monitor problems and reduce number of incidents. Prepare report on AQ staffing levels with recommendations. AQ Supervisors to evaluate success of Aq2 lesson supervision shifts and report to Health & Wellness Manager. 95% 1,962 4,130 16 Responsibility Lex T./ LC Supervisors LC Supervisors AQ Supervisor Lex T./ LC Supervisors LC Supervisors 2008 (est.) N/A 2,377 4,191 16 Timeline Monthly Quarterly Ongoing July Jan. 2009 (target) 95% 2,400 4,200 15
4.2 Service Area Goal: Aquatic Revenues & Expenses Maximize revenues and contain costs in the Aquatics area without compromising service or safety. (Financial Management) Objectives: Increase revenue by looking at new/other revenue sources. Increase use of 11am-2pm time slot. Maintain child minding participation. Maintain outdoor pools at current levels of use. Increase opportunities for pre school swim lessons. Measures: 2007 # Admissions at Hammond pool # Admissions at Harris Road pool # swim programs at Hammond pool # swim programs at Harris Road pool # Attending LC Child minding # of children on pre school wait lists 3,852 3,451 158 227 7,582 2008 (est.) 3,288 3,682 162 190 6,860 275 2009 (target) 3,300 3,600 160 200 6,800 50 Timeline Monthly Quarterly Monthly May
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Actions Continue to monitor and control expenses & revenue in aquatics admission and in equipment and chemical budgets. Review new revenue ideas with Supervisors. Monitor Leisure Centre admission expenses & revenue on a monthly basis. Review cash handling & admissions procedures at outdoor pools.
Responsibility Lex T. Lex T. Lex T. Lex T. / Diane C.
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4.3 Service Area Goal: Accessible Programs Provide accessible facilities and Aquatic programs. (Safe & Livable Community) Objectives: Maintain Loonie swim with new times on Sunday. Increase the Friday night youth swim attendance. Maintain work on physical accessibility with Special Services Coordinator. Maintain Aqua Fit programs with contracted service provider. Measures: 2007 # attending Loonie Swim Average # attending Youth Swims 26,600 1,876 2008 (est.) 2009 (target) 26,905 26,900 1,321 1,500 Responsibility AQ 3s/PAs Lex T./ Petra F. Rec. Programmer Aq3s/Rec Programmer/ Shelley J. Timeline Ongoing Feb. Ongoing June
Actions Plan swim activities that are fun and exciting like theme nights for youth swim Review physical accessibility report and implement any outstanding changes Continue aqua fit program with the contractor Investigate with Boomer programming in the pool during the day
4.4 Service Area Goal: Health & Wellness Family Opportunities To improve community health & wellness by providing innovative, sustainable and socially active opportunities for the whole family (Safe and Livable Community) Objectives: To maintain active living opportunities, active initiatives. To maintain participation in active programs and events. To maintain innovative, quality programs and services for all ages and abilities by supporting community groups, developing volunteers and managing partnerships. To increase active opportunities for the Boomer population. To maintain low cost opportunities in the Leisure Centre. To increase low cost opportunities at Pitt Meadows Family Recreation Centre. To increase opportunities for Transitional Health Care programs for the Boomer and Senior populations and re-visit the Leisure Centre Continuum of Care Model. Increase the numbers participating in active pursuits by working with the Active Communities Network. Measures: 2007 Number of Leisure Centre Admissions Number of PMFRC Admissions Number of programs at MRLC Number of programs at PMFRC Number of low cost programs at MRLC Number of low cost programs at PMFRC Number of tournaments & events at MRLC Number of tournaments & events at PMFRC 360,328 39,535 1,250 177 2 5 3 20 2008 2009 (est.) (target) 359,298 360,000 32,952 40,000 1,268 1,268 195 195 2 2 5 6 3 3 20 20
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Action Support active community events (Canada Day run, Doggie Dash, Move for Health Day, Disability Games and Spirit Week) with the events ongoing committees. Research trends in recreation by attending conferences, regional coordinator meetings, magazine subscriptions & report to Recreation Department. Create Active Events Listing and develop criteria for what constitutes an active event. Pursue Active Communities grants and support the development of the Active Communities network and work with the Active Network to develop a strategy. Ensure large fitness contracts are in place and that commitments are being met. Action Work with partners to promote use of the facilities during facility promotion campaigns. Research and develop Boomer and Transitional Health Care Programs. Work with PM & MR Corporate Wellness Teams to support Corporate wide active initiatives. Support Katzie wellness initiatives by liaising with the Katzie Community Coordinator. Responsibility Jackie S./ Pauline V./ Rec. Programmer Lex T./ Pauline V./ Jackie S./Rec. Programmer Pauline V,/ Tammy M. Pauline V. Timeline Ongoing
Quarterly
June Ongoing
Pauline V. Responsibility Pauline V./ Jackie S./Rec. Programmer Pauline V. Pauline V. Pauline V.
Monthly Timeline Ongoing Feb. As needed Ongoing
4.5 Service Area Goal: Variety in Sports and Fitness To provide a wide variety of opportunities for all ages and abilities in Sports and Fitness (Safe and Livable Community) Objectives: To increase membership in new Healthy Business Program. To maintain programs for families. To maintain quality of contracted services through training. To maintain profile of Leisure Centre by becoming a fitness instructor training facility. To increase use of the Boxing Studio in order to diversify programming in this area. To increase nutrition as a component of active/fitness. To increase the volunteer supervision for the Maple Ridge weight room that would utilize the services of a youth in a mentorship role. Measures: 2007 #s in the Corporate/ Healthy Business program Hrs/day used by P&R programs in the Boxing studio Number of youth volunteers in weight room 2008 (est.) 1 0 0 0 0 2009 (target) 6 8 4
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Actions Maintain our comprehensive group fitness instructor training program. Evaluate Healthy Business membership levels. Continue to look at best practices for reducing equipment maintenance expenses. Maintain and celebrate communication with weight room supervisors and fitness instructors, to enable them to effectively communicate with customers about facility issues. Explore possibility of having a Youth Volunteer Weight Room Mentor in the LC weight room Actions Continue to provide customer service, first aid and de-escalation training to fitness and weight room contractors and volunteers Responsibility Rec. Programmer/ Jackie S. Jeff L.. Lex T. Rec. Programmer/ Jackie S. Pauline V./Tony C. Responsibility Jackie S./ Rec. Programmer. / Pauline V./Tony C. Pauline V./Jackie S./ Rec. Programmer/ Booking & Youth Staff Jackie S./ Adam R. Lex T./ Pauline V. Timeline Ongoing Quarterly Nov. & Aug.
Monthly
Mar. Timeline Jan. Mar.
Build volunteer mentors for fitness programs through the weight room host program at PMFRC to bridge fitness opportunities during Youth Drop-in Gym nights. Work with the boxing club to increase P&R and more multi purpose use of that facility.
Ongoing
July
4.6 Service Area Goal: Sports Tourism Strategy To finalize a Sports Tourism Strategy with recommendations and implementation strategy (Safe and Livable Community) Objectives: To increase Sports Tourism opportunities and make Maple Ridge a leading Sports Tourism destination. Measures: 2007 Produce Sports Tourism Strategy with recommendations and implementation. n/a 2008 n/a 2009 1
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Actions Work in cooperation with Sports Tourism Contractor. Creation of promotional and marketing assets such as a website, brochure etc. Finalize plan for Feb. 2009 to Feb. 2010 monthly countdown. Plan and implement a large community event in the Municipal office to kick off countdown to the Olympics in 2010. Attend the Legacy Lives conference Support the BC Mens Curling Championship, the Spirit of BC Week Events e.g., family skate, curling, flag raising (youth), and the Spirit of Wood Festival. Finalize communication and marketing plan. Finalize securing of leveraged funds, and budget approval. Attend VISTAS and CSTA conferences, Support the Harris Roubaix and Race the Ridge active events. Attend the Canadian Sports and Tourism Association conference. Implementation of community wide sport tourism strategy. Support the Chamber of Commerce Sports Outdoor Adventure Trade Show. Support Golden Ears Bridge opening, Mainstage, and the BC Disability Games. Responsibility Lex T./ Lex T./Sports Tourism Coordinator Timeline Jan. Dec. Jan. Feb.
Sports Tourism Coordinator
Mar. Apr.
Sports Tourism Coordinator
May - July
4.7 Service Area Goal: Ice Programs Offer well-attended ice programs in both Pitt Meadows and Maple Ridge. (Governance, Safe and Livable Community) Objectives: Maintain a safe and enjoyable public ice skate and lesson program for all ages through contracted services. Increase the level of participation in both public ice-skating and lessons from year to year. Increase participation through special ice skating events. Ensure arena program contracts achieve desired outcomes. Measures: 2007 # of participants in public ice skating # of participants in ice skating lessons # of special events on the ice 17,917 2,029 12 2008 (est) 16,940 1,960 12 2009 (target) 18,000 2,050 12
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Actions Supervise and monitor quality of contracted skate programs. Increase attendance at public skate sessions and in skate lessons through increased promotion of these services. Maintain Winter Wonderland Skate as an annual Winter Holiday event at PM Arenas through the development of a strong lead organizing committee. Introduce a sport the right gear campaign to increase awareness of safe ice skating. Partner with the different ice user groups to provide a community public skating event during spirit week. Search for a community sponsor for Winter Wonderland and other skating events in Maple Ridge and Pitt Meadows. Continue with a drop-in active play skating program once a month on Friday afternoons for children who have school days. Develop a volunteer program for public skating and skating lessons. Introduce a Toonie Tuesday Skate at PM Arenas to increase daytime skating attendance Increase opportunities for skate lesson participants to skate during Public Skate Times by implementing a coupon handed out on the last lesson. Introduce a skate lesson fun day event for each seasons lesson participants. Responsibility Jackie S. Jackie S. / Tammy M. Jackie S. Timeline Seasonal Jan. & Sep. Dec.
Jackie S. / Tammy M / Joanne G. Jackie S. Jackie S. Jackie S. Jackie S. Jackie S. Jackie S.
Jan. Mar. Jan. Feb. Ongoing Sep. Dec. Jan. Mar. Sep. Mar. Sep. Mar. Sep. Dec. Jan. Mar. Sept Dec Jan. Mar.
Jackie S.
4.8 Service Area Goal: Outdoor Recreation Programs Offer a wide variety of outdoor recreation programs for adults and families. (Safe and Livable Community) Objectives: Maintain current outdoor programs. Increase the use of outdoor active areas such as dykes, parks and trails. Measures: 2007 # of outdoor adult and family programs 69 2008 (est.) 80 2009 (target) 80
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Actions Maintain Active Art themed programs. Maintain the number and range of outdoor programs offered by current program partners. Establish a benchmark for use of outdoor areas. Responsibility Rec. Programmer/ Arts Council Rec. Programmer Lex T./Pauline V. Timeline Sep.
Sep. Sep.
SUPPORT SERVICES: 4.9 Service Area Goal: Developing Customer Relations Develop and maintain positive relations with citizens, partners and community organizations. (Inter-government Relationships/Partnerships, Community Relations) Objectives: Good to excellent levels of satisfaction expressed by customers. Staff demonstrates excellent customer service. Department-wide staff involvement in a program that emphasizes customer service excellence. Measures: 2008 (est.) % of customers that rate our online registration services good/excellent % of customers that rate our in person registration services good/excellent 61% excellent 26% good 79% excellent 21% good 2009 (target) Increase by 5% Increase by 5% Responsibility Julie R./ Diane C. Julie R. Julie R. Timeline Sep. Oct. Mar.
Action Increase customer satisfaction with the program registration process Plan events at each customer service location that demonstrates customer appreciation during Customer Service Week. Investigate & implement systems to assist customers who face language barriers when trying to access Recreation Services. Develop system to ensure customer service feedback is available and encouraged. Develop survey system to ensure customer satisfaction in Facility Bookings. Meet with new executives of community/sport groups to develop relationships and ensure consistency related to booking requirements and process. To meet regularly with facility partners and staff to develop relationships and ensure communication.
Julie R. Don C./ Darlene S./ Tim G. Karen H./ Cathy O. Karen H. / Cathy O.
Feb. Jan. Based on executive turn over Ongoing
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4.10 Service Area Goal: Staff Training To ensure staff have the training and tools necessary to provide excellent customer service. (Governance/Safe & Livable communities) Objectives: Staff demonstrates excellent customer service. Staff are knowledgeable about the community and P&LS services. Staff regularly participate in training or initiatives that enhance their skills and job performance. Measures: 2007 Front Counter / Reception staff training attendance. Action Review and update booking procedure manuals. Implement procedures developed as a result of the 2008 booking process review. Update the fees and charges policy/process. Complete the 2009 fees and charges review. Plan CS workshops for excellent CS focusing on robbery prevention. Implement registration and Class training for new functionality Participate in Blue Printing exercise to map customer interactions with Parks and Leisure Services customer service processes. Develop a centralized staff scheduling and notification system. Julie R./HR Diane C. Darlene S. /Cathy O. Karen H. Julie R./Tim G./ Chris W. 65 Responsibility Darlene S. Darlene S. Darlene S./Don C. 2008 (est) 70 Timeline May Jan. Apr. Sep. May/Sep. Ongoing Feb. 2009 (target) 70
Feb.
4.11 Service Area Goal: Manage Pitt Meadows Arenas/Sport Fields Manage the fair and equitable community use of arenas and sports fields in Pitt Meadows and Maple Ridge. (Safe and Livable Community) Objectives: Meet regularly with arena and field user groups. Collect and compile participant statistics from regular user groups. Ensure the formula to allocate arena and field space is fairly and consistently applied. Relations with user groups are positive.
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Measures: 2007 Arena + dry floor group registration #s Arena hours booked Sport field users registration (summer and winter) Sports field hours booked Actions Meet regularly with representatives of the ice dry floor and field user groups. Meet with community groups to re-align allocation to ensure compliance with the allocation policy 2,998 5,635 7,316 69,337 2008 (est.) 3,039 5,744 7,290 67,576 2009 (target) 3,078 5750 7,315 67,809 Timeline Dec. & May Dec. & May
Responsibility Darlene S. / Cathy O. /Karen H. Darlene S. / Cathy O. /Karen H.
4.12 Service Area Goal: Technology & Customer Service Maintain, make use of, and improve upon technologies that enhance service to customers. (Governance/Safe & Livable Communities/Resource Management) Objectives: Growing customers use of Recreg4u. Growing customers use of P&LS web page through accessible, up-to-date and informative information. Planning that ensures technology continues to meet customer service needs. Increase customers use of recreg4u. Involve impacted staff, partners and Municipal Departments in technology planning and projects. Increase options for obtaining information in a green or sustainable manner. Measures: 2007 # Registrations completed through recreg4u. % Overall registrations. 6,812 28% 2008 (est.) 6,200 26% 2009 (target) 6,800 28% Timeline Jan. Apr. Aug. Feb. July Mar. May
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Actions Investigate the benefits of acquiring QuickRez software to allow online bookings. Migrate the Participation Program from the membership system to the new Class Subsidy management module. Implement a self-scanning station at the Leisure Centre. Increase online registrations by reviewing and streamlining recreg4u. Assist with the 2009 computer replacement plan. Implement new volunteer software. Develop and streamline the AKC registration process.
Responsibility Darlene S. Diane C./ Petra F. Diane C. Diane C. Diane C. Diane C./ Chris L./Kathryn B. Julie R./Shawn M.
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4.13 Service Area Goal: Recycling/Green Initiatives Contribute to sustaining our natural resources through recycling and green initiatives. (Environment) Objectives: Reduce paper consumption. Reduce consumption of electricity. Measures: 2008 (est.) Leisure Centre paper consumption reduce by 15% Action Establish/manage a comprehensive Recycling Program. Initiate staff awareness and Green Team Programs i.e. reduce, power use, "Turn It Off campaign". Class 6.0.4 - Investigate going paperless. Forced double sided printing on all printers. Participate on the municipal Green Team and lead the department Green Team. 2009 (target) 162,000 sheets Reduce by 15% Responsibility Julie R./Tim G. Julie R. & Green Team Diane C./IT Dept. Don C./Julie R Timeline Ongoing Ongoing Jan. Ongoing
4.14 Service Area Goal: Legal/Financial Management Review, maintain and monitor all leases, contracts, cash handling and office procedures. (Governance/Safe & Livable Communities) Objectives: Procedures are up to date and are followed consistently. Leases are up to date and all related paperwork is in place. Action Review rental contracts for up-to-date wording, insurance, legalities, etc. Review cash handling procedure at both facilities with the finance department. Review office procedures at both facilities. Coordinate and review department budget. Review staff scheduling and shift guidelines. Review A/R and collections. Responsibility Darlene S. / Ron. R. Julie R./Diane C./ Shannon L. Julie R. Diane C. Julie R. Diane C./Julie R./ Darlene S. Timeline Mar. Ongoing Ongoing Monthly Feb. Monthly
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4.15 Service Area Goal: Market Rental Facilities Market our rental facilities and services to residents to increase use and better meet our customers needs. (Governance/Safe & Livable Communities/Resource Management) Objectives: Customers are able to find clear information about facilities and services. Maple Ridge/Pitt Meadows staff is aware of facility booking role and can direct customers appropriately. Measures: Booking materials and information are available on our web site Number of week ends booked at each rental facility 2009 (target) 5 facilities 70% Responsibility Darlene S./Karen H Darlene S./ Cathy O. / Karen H. Darlene S. / Tim G. Timeline Aug. Feb. Ongoing
Actions To develop a consistent look for forms, pamphlets and online information. To participate in Blueprinting exercise to better understand and respond to customer needs. To analyze survey data and measure customer satisfaction.
4.16 Service Area Goal: Lease & Contract Relationships To maintain and build business relationships with lease tenants and contract partners. (Governance and Financial Management) Objectives: To ensure tenant and business obligations as outlined in leases and contracts are being met. To ensure leases and business contracts are current. To ensure operating agreement criteria are being achieved. To build and maintain relationships with tenants and contract partners. Measures: 2007 # of contracts and leases # of contacts and leases renewed prior to expiry Action Establish and maintain an automated system to track; - expiry and renewal dates - program contracts, fee for service agreements - lease and partnership payments - insurance obligations and proof of coverage Monitor, negotiate and renew contracts and leases as needed. 28 10 2008 (est.) 30 10 2009 (target) 31 5 Timeline Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing
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Responsibility Don C./Chris L. Darlene Lex T./ Shelley J. Don C./Chris L Darlene S. Don C./ Chris L.
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Action To meet regularly with lease tenants, caretakers and contract partners to solve problems and build business relationships. To meet bi-weekly with Pitt Meadows Arena operator and report out on progress of projects and issue resolution to key staff. To meet with Golden Ears Winter Club (GEWC) as needed to support operations, revenue stream development and capital projects. To liaise with Planet Ice to ensure that agreed to operating standards are being achieved. To liaise with arena user groups as concerns arise and follow-up with operators to ensure that agreement objectives are being achieved. Responsibility Timeline
Don C.
Ongoing
Kelly S. Diane C./ Kelly S. Kelly S. Cathy O./Darlene S.,/Kelly S.
Bi-weekly Ongoing Annual inspection + Ongoing
Ongoing
4.17 Service Area Goal: Clean & Safe Facilities To provide safe, clean and aesthetically pleasing public recreation facilities that meets or exceeds the expectations of our customers and tenants. (Safe & Livable Community) Objectives: Increase the standards of cleanliness at the Leisure Centre, Pitt Meadows Family Recreation Centre, Heritage Hall and Hammond Community Centre. Upgrade the aesthetics of the Pitt Meadows Family Recreation Centre, Leisure Centre, Heritage Hall and Hammond Community Centre. Ensure our facilities are safe and secure for customers and staff. Measures: 2007 Average % rating (cleanliness) on customer satisfaction forms. Number (practice) facility evacuations at PMFRC and Leisure Centre. Project calendar complete for facility shutdowns. very satisfied 2 80% 2008 (est.) very satisfied 4 90% 2009 (target) very satisfied 5 95% Timeline Mar Mar. Monthly June Quarterly Mar.
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Actions Develop a floor cleaning/maintenance program for the Leisure Centre, PMFRC and Heritage Hall. Investigate the use of environmentally sensitive cleaning products. Develop and maintain a quality control inspection program. Establish a staff training and skills program for Building Service Workers (BSW). Review and refine BSW shift responsibilities and schedules as required. Develop a BSW recruitment procedure.
Responsibility Tim G./Jerry N. Tim G./Jerry N. Tim G./Jerry N. Tim G./Don C./ HR Tim G./Jerry N. Tim G./Jerry N./
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Actions Develop and maintain a BSW Policy and Procedure Manual. Develop and maintain the recycling program for the Leisure Centre, PMFRC, Heritage Hall and Hammond Community Centre. Develop a facility shutdown project plan for the Leisure Centre, PMFRC, and Heritage Hall Investigate, coordinate and plan for the 2009 Leisure Centre Shutdown from 2 weeks to 4 weeks. Investigate the replacement/upgrade of the lobby washrooms at the Maple Ridge Leisure Centre. Continue to work with the facilities department to coordinate and plan facility maintenance shutdowns at the Leisure Centre, PMFRC, Heritage Hall and Hammond Community Centre. Complete annual shutdown review and planning session for the proceeding year. Complete annual equipment review and determine the needs for Leisure Centre, PMFRC and Heritage Hall. Conduct a physical accessibility review and improvement plan for the Leisure Centre. Arrange meetings and tours at recreation facilities in other jurisdictions to gather information on best practices related to facility cleaning and operations. Conduct safety and risk audits for the Leisure Centre, PMFRC, Heritage Hall and Hammond Community Centre. Develop a facility based training program for all recreation staff (safety, security and problem solving). Develop and implement a security program for the Leisure Centre and PMFRC. Ensure staff and facilities meet all requirements as outlined under WCB and health and safety regulations. Ensure facility emergency plans are implemented and staff are trained. Complete the installation of a new locker system for the Leisure Center to enhance security of customers personal items. Install a controlled access entrance at the leisure centre. Responsibility Don C. Tim G./Jerry N./ BSWs Tim G./Julie R. Tim G./Jerry N. Tim G./Jerry N./ Don C./Denis L. Tim G./Jerry N./ Don C./Denis L. Tim G./Jerry N. Timeline Ongoing Ongoing Aug. Feb. Aug. Sep.
Tim G./Jerry N. Tim G./Pauline V./ Doug F./Jerry N./ Jackie S. Tim G./Don C./ Petra F. Tim G./Jerry N./ Don C. Tim G./Steve T. Tim G./Steve T. Tim G./Steve T./ Julie R. Tim G./Steve T. Tim G. Tim G./Don C. Tim G./Don C./ Denis L.
Oct. Oct. June Dec. Quarterly Dec. June Quarterly Dec. Jan. Feb.
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4.18 Service Area Goal: Planning & Development of Facilities To participate in the planning and development of community facilities and civic areas in Pitt Meadows and Maple Ridge. (Safe & Livable Communities/Resource Management) Objectives: To represent the recreation department in the review, planning and development of the Pitt Meadows Civic Centre and surrounding area. To work with the City of Pitt Meadows to plan and develop the South Bonson Community Centre. To incorporate sustainability (best practices) in the planning and development of the Pitt Meadows Civic Centre and South Bonson projects. Measures: 2007 Civic Centre phases completed. Adherence to the South Bonson Community Centre timeline. # of LEED Silver criteria met. Actions Participate in PM Civic Centre planning and development. Coordinate planning and development of the South Bonson Community Centre. Link to staff input as required. Integrate LEED silver certification criteria into the planning of the South Bonson Community Centre. To develop operations and program plan for the South Bonson Community Centre including facility booking system, service delivery by contracts or internal staff To determine equipment needs for the South Bonson Community Centre. Follow up on recommendations from the space review related to the PMFRC. 1/4 70% 2008 (est) 2/4 80% 80% Responsibility Don C. Timeline As outlined on schedule As outlined on schedule Ongoing 2009 (target) 3/4 90% 100%
Don C./Christine D. PM Staff/ Developer Don C./ PM Staff/Developer Don. C/Tony C./Jackie S./ Darlene S./Tim G. Don C. Don. C.
Ongoing
Dec. Feb.
Promotions: 4.19 Service Area Goal: Communication Communicate effectively with citizens (Community Relations). Objectives: To maintain promotional material, in conjunction with programmers, managers and departmental staff, that is accurate and appealing. To increase promotion resources efficiently and effectively. To increase the variety of ways to get information on Parks & Leisure Services. To increase awareness of how to access information about Parks & Leisure Services. To increase publications, displays and notices that are informative, attractive and updated regularly.
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To increase Parks & Leisure Services communication efforts that aligns with Municipal initiatives. To increase events listings by producing an Active Events list. Measures: 2007 # Rack Cards promoting specific service areas # participants registered # Program Registrations # brochures e-mailed to customers Actions Produce seasonal recreation program guides incorporating benefit statements and Active Events. Maintain Rack Card system for monthly facility schedules and for quarterly up-dates to departmental and administrative information in conjunction with recreation guide distribution. Produce program ads based on seasonal enrolment, holidays and closures. Increase family participation at the PMFRC and LC through ad campaigns. Promote Active Events, Family Trail Walks and Customer Service Week activities. Promote volunteerism through the Community Support Volunteer program (formally the Leisure Friend Program). Promote the emotional benefits of recreation. 80,000 19,918 2,826 0 Responsibility Tammy M. Joanne G. 2008 (est) 120,000 19,829 3,022 3,862 Timeline Mar./May/ Aug./Dec/ Monthly 2009 (target) 120,000 20,500 3,025 4,055(+5%)
Tammy M. Tammy M. Tammy M. Tammy M. / Petra F.
Quarterly Fall Feb., Apr. and Oct. Jan. Ongoing Ongoing Ongoing Apr. Ongoing As scheduled
Tammy M./ Shayna F. Explore alternatives for promoting recreation Tammy M/ services to multicultural groups Petra F. Maintain Festivals/Special Events database, posting Joanne of information to web and distribution to outside Tammy agencies. Produce an Active Events listing. Tammy M./ Pauline V. Promote low cost opportunities within our Tammy M/ publications and advertising. Petra F. Promote P&LS within program related advertising Tammy M. venues such as: ACT Ticket Sleeves, Douglas College Student Calendar, Rotary Event Programs, Tourism 101 Days of Summer & Hello BC Campground listing, Street Banners, Facility Banners, Virtual tours. Review and update all informational forms provided Joanne G./ to customers. Tammy M.
Quarterly
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4.20 Service Area Goal: Marketing Initiatives Maximize participation in active pursuits through marketing and promotional initiatives. (Community Relations) Objectives: Citizens level of physical activity increases from 2005 benchmark, when measured next in 2009. Measures: 2008 (est) # of Walk Maple Ridge & Pitt Meadows Books distributed 3,500 2009 (target) 3,500 Responsibility Tammy M. Tammy M./ Pauline V. Timeline Quarterly Feb., May and Oct.
Actions Promote sales and distribution of the walking map publication as part of Active events. Increase citizens active participation through walking by promoting and hosting three family walks on featured routes: Spirit Walk during Spirit of BC Week World Walking Day Active Month Continue with a Summer Active promotion plan aimed at children and youth. Actions Promote events that demonstrate customer appreciation during Customer Service Week. Encourage staff to participate in active opportunities, e.g. Staff coffee walks; indoor and outdoor walks; incentives; stairs; etc. through the Intranet, staff newsletters, etc. Continue to build and maintain a current photo database to use in department promotions. COMMUNITY CONNECTIONS
Brian P. / Tammy M. Responsibility Joanne G. Tammy M.
June Timeline Oct. Monthly
Tammy M.
Mar.
4.21 Service Area Goal: ACT Operation "Giving the arts a proper home" - responding to community needs through operation of the Maple Ridge Arts Centre Theatre and Art Gallery. (Governance/Safe & Livable Community) Objectives: To provide arts and cultural services to the residents of Maple Ridge and Pitt Meadows by achieving the goals as outlined in the Maple Ridge Arts Centre and Art Gallery strategic plans. To ensure the residents of Maple Ridge and Pitt Meadows have ongoing access to arts and cultural services by ensuring the Arts Council meets the obligations as outlined in the Arts Centre and Art Gallery Fee for Service Agreements.
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Measures: 2006 # of Mainstage rental dates Mainstage rental revenue # of studio theatre rental dates Studio theatre rental revenue # of presentations offered by Arts Council Gross revenue from ACT presented performances Number of tickets issued Donations and sponsorships # of arts programs offered # of participants in arts programs # of people attending Art Gallery # of shows offered by the Art Gallery 115 94,072 94 11,197 33 180,600 41,500 6,940 390 4,093 12,000 14 2007 n/a to be held again in 2009 n/a 68 14,516 35 290,831 48,500 357 402 4,400 7,331 11 2008 2009 (est.) (target) 135 n/a to be held again in 2009 n/a 95,000 68 68 14,000 14,000 38 231,318 48,500 33,103 405 4,500 8,245 17 Timeline Ongoing Sep. Jan. Feb. Jan. Mar. Apr. Ongoing May Ongoing 38 48,500 34,000 405 4,500 8,425 17
Actions Support the Arts Council Board of Directors in achieving the items listed in their strategic plan Review and analyze the Arts Council audited financial statement. Support the Arts Council in the transition of a new Executive Director. Work with the Arts Council to explore additional opportunities for promotion of the arts. Support the Arts Council in the development of statistic gathering process that is in alignment with the Department. Form a public art steering committee to complete the public art procedures document Work with the Arts Council and the Public Art Steering Committee to implement the MR Public Art Policy. Support the 2009 Mainstage Theatre Festival committee. Explore possibility of using existing facilities in Pitt Meadows to expand programming. Promote leadership development through the provision of community capacity training opportunities.
Responsibility Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J.
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4.22 Service Area Goal: RMSS Support To support and encourage the work of the Ridge Meadows Seniors Society (RMSS) to enhance the quality of life of seniors in the community through the delivery of leisure services. (Governance/Safe & Livable Community) Objectives: To work with the RMSS Board of Directors to ensure continued effective Board/Committee structure, planning and communication with membership. To support RMSS in the monitoring of financial structures designed to ensure sustainability of the organization. To continue to assist RMSS in exploring ongoing funding opportunities. To ensure that opportunities are available and effectively promoted for all seniors in the community. To assist RMSS to ensure that continued effective safety standards are in place to ensure the safety of all participants, volunteers, and staff. To encourage RMSS to continue to build links with the community (networking) and participate in community development initiatives. To continue to support the RMSS in the work to expand services to seniors through the Pitt Meadows Seniors Centre. To encourage RMSS in their effort to work with the community to design programs and initiatives that promotes integrating generations within our community. To work with RMSS to develop strategies to build on their recycling efforts and initiatives. Measures: 2005 # RMSS memberships # Maple Ridge resident members # Pitt Meadows resident members # RMSS members volunteering # intergeneration programs # of new recycling initiatives 2006 2007 2008 (est.) 1,890 82% 18% 375 10 2009 (target) 1,900 80% 20% 380 10 3
1,462 1,603 1,600 83% 84% 83% 17% 16% 17% 325 350 350 10 10 10 N/A N/A 1 2 Responsibility Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J.
Actions To continue to support the Board in achieving an effective Advisory Committee structure. To support the Board in accessing leadership development training. To support RMSS to update their business plan by facilitating a planning process for 2009-2010 To support RMSS to maintain sound financial practices and explore ongoing funding opportunities. To continue to assist RMSS in implementing their promotional campaign. To assist RMSS to ensure that continued safety standards, practices, and training programs are in place. To facilitate the continued development of the network of seniors organizations and agencies that provides services and programs for seniors. To continue to support the Pitt Meadows Seniors Centre Advisory Committee in their work to build the volunteer program and services at PMFRC. To support RMSS in the recruitment and hiring of a Part time recreation professional.
Timeline Ongoing Ongoing May Ongoing Mar. Ongoing Ongoing Ongoing Jan.
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Actions To continue to build upon past sustainability successes. To work with the PM Seniors Advisory Committee to determine equipment, operation and programming needs for the PM Seniors Centre. To continue to work with the RMSS Board to ensure Board representation on the MR Social Planning Advisory Committee. To support RMSS in partnering with P&LS and ARMS to expand outdoor programs and services for those 55+ Promote leadership development through the provision of community capacity training opportunities. To provide leadership to the Age Friendly Cities initiative. Responsibility Shelley J. Shelley J. Shelley J./ Sue W. Shelley J./ Pauline V. Shelley J. Shelley J. Timeline Ongoing Dec. May Jan. Ongoing Jan.
4.23 Service Area Goal: Support Community Groups To promote independence and a sense of responsibility for the delivery of leisure services by community groups. (Governance/ Save & Livable Community) Objectives: Educate staff, community partners and volunteers on the community development philosophy to create a common understanding. Support community groups in developing a long-term vision. Work in partnership with community groups to assess community needs. To promote and strengthen the networks in the community. Measures: 2005 % of community groups that report feeling well-served by P&LS # of individuals from community groups that participated in training % of individuals from community groups that participated in training and reported a benefit Number business plans developed with community groups survey every 2 yrs 497 not measure d 15 2006 80 525 80 18 2007 survey every 2 yrs 550 79 19 2008 (est.) 80 600 80 19 Timeline Q1 & Q4 2009 Survey every 2 yrs 600 80 21
Actions Host a series of board and volunteer development workshops. Work with the following community groups to develop annual business plans: Ridge Meadows Seniors Society Youth Centre Society Maple Ridge Pitt Meadows Seniors Planning Table Municipal Advisory Committee on Accessibility Issues Mayo Place Fenstatton Place Virtues Teen Resource Network Alouette Home Start Society
Responsibility Shelley J./ Kathryn B. Shelley J. Sue W. Shelley J. Petra F. Tony C. Tony C. Tony C. Tony C. Sue W.
Mar. July Jan. Sep. Mar. Mar. Mar. Jan. Sep.

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Actions Children, Youth and Family Network Volunteer Interagency Committee Maple Ridge Museum & Heritage Society Pitt Meadows Museum & Heritage Society Pitt Meadows Day Society Maple Ridge and Pitt Meadows Arts Council Haney Farmers Market District of MR Social Planning Committee Middle Years Matters Committee CEED Centre Youth Action Park Leadership Team Responsibility Sue W. Kathryn B. Shelley J. Shelley J. Kathryn B. Shelley J. Christine D. Sue W. Sue W. Christine D. Tony C. Timeline Sep. May Jan. Jan. May Jan. Jan. Sep. Oct. Oct. Oct.
4.24 Service Area Goal: Support Special Event Organizers Encourage opportunities for networking, resource sharing and leadership development for special event organizers, in partnership with community event organizers; i.e. Community Festival Network. (Governance/Safe & Livable Community, Economic Development) Objectives: To provide event volunteers with leadership and event planning skills. To facilitate networking, coordination and resource sharing between event organizers. To encourage citizen participation at community special events. Measures: 2005 # of special event volunteers # of citizens in attendance at community special events # of events held in both communities 1,350 123,062 76 2006 1,500 129,929 77 2007 1,500 126,019 67 Responsibility Kathryn B./ Kathryn B. / Kathryn B. / Ongoing Kathryn B./ Darlene S. Kathryn B./ Christine D. Shelley J./ Kathryn B./ Amelia B./ Mar. Feb. Jan. Ongoing
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2008 (est.)_ 1,500
2009 (target) 1,530
123,146 124,500 74 Timeline Jan. Ongoing 74
Actions Work with Festival Network to research grants and other resources for the benefit of all events. Work with Community Living to review the Community Event Kit project. Work with Festival Network to support the recruitment and orientation of board members and volunteers who are skilled contributors to festival planning and development. Implement equipment system through CLASS software. Explore possibility of purchasing or building new shared event equipment i.e., water unit trailer, tables, and dollies. Explore feasibility of developing a SEED grant program for new and developing grassroot events. Expand the new Events and Volunteer Handbook
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Actions and add an Active Living section. Host an Organizing a Green Event workshop for event organizers including Bike Lock up program. Work with the Spirit of BC Committee to plan a 2010 Spirit Square event in two communities. Work in partnership with Tourism to offer a Creating A Tourist Event workshop for event organizers. Match a growing interest in special events that appeal to young adults with planning for secure and safe drug and alcohol-free celebrations. Plan ahead for Summer 09 in Spirit Square to manage an extra busy event season (e.g. Mainstage, Disability Games, Heritage Day enlarged parade) while working around Spirit Square construction. Develop decision making criteria for community and active events support through the Department. Responsibility Active Living Kathryn B./ Special Event Network (SEN) Kathryn B./ Special Event Network Kathryn B. Kathryn B./Special Event Network Kathryn B./Special Event Network Timeline Apr. Ongoing Apr. Jan Sep. Jan- Sep.
Shelley J./Lex T./ Kathryn B./ Pauline V.
Mar.
4.25 Service Area Goal: Special Event Resources To allocate Commission resources dedicated to supporting the staging of community special events in an efficient manner. (Governance/Financial Management/Safe & Livable Community,) Objectives: The process through which festivals that deliver benefits to citizens, receive support from Maple Ridge and Pitt Meadows Parks & Leisure Services Commission, is promoted to event organizers. Parks & Leisure Commission allocates special event funds in a fair and consistent manner within the limits of available resources. Benefits accrue to citizens as a result of the festivals held in Pitt Meadows and Maple Ridge. Measures: 2005 # of events that received funding 16 2006 17 2007 17 2008 15 2009 To be determined during grant review process Timeline Feb.
Actions Develop a fee-for-service agreement with each event that receives funding from the Commission.
Responsibility Kathryn B./Shelley J.
* Source: Parks and Recreation Survey 2002 and 2005; 2005 survey conducted by Ipsos-Reid. The next planned survey is in 2008.
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4.26 Service Area Goal: Promote Volunteerism To promote volunteerism as a valuable recreational activity in Pitt Meadows and Maple Ridge. (Governance/Safe & Livable Community) Objectives: To support the development of effective volunteer management tools and resources to develop volunteerism. To increase citizens sense of responsibility and ownership for leisure and recreation needs. To provide opportunities for networking between staff and the community. To explore the development of a Parks volunteer program. To develop new, diverse Parks and Leisure volunteer programs. To promote the benefits of volunteerism in the recreation department.
Community Volunteerism *
50% 40% 30% 20% 10% 0% 2002 2005
31%
33%
One-third (33%) of Maple Ridge residents volunteered within the community during 2005. The proportion of Maple Ridge residents who say they have volunteered has increased marginally since 2002 (up two percentage points from 31%); next survey scheduled for 2008.
Measures: 2005 # of P&LS volunteers % of citizens who have volunteered in the past 12 months Number of P&LS volunteer programs # of P&LS volunteer hours 2,640 33* 51 28,566* * 2006 3,024 not measured 52 17,258 2007 (est.) 3,084 Next Survey 2008 53 17,600 2008 (target) 3,145 33% 54 17,952
*2005 Parks and Recreation Survey **Youth Program hours were included as volunteer hours
Actions Support the growth of the new Community Volunteer Centre. Roll out new software in a smooth fashion that encourages full department and volunteer use. Work with Pitt Meadows and Maple Ridge staff to review and improve inter-municipal Volunteer Recognition Week celebrations. Support volunteer recruitment fairs held in secondary schools, libraries, etc.
Responsibility Kathryn B./ Community Services Kathryn B. Kathryn B./ Shelley J. Tony C./ Kathryn B./ Amelia B.
Timeline Ongoing Apr. Ongoing
Quarterly
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Actions Explore partnerships with social agencies (e.g. a non-profit organization or inmate program to build event equipment, volunteer as a group, etc.). Support the Spirit of BC Community Committee Maple Ridge & Pitt Meadows and volunteer subcommittee. Research and pursue resources (e.g. grant funding, sponsors) to support volunteerism. Responsibility Kathryn B./Special Event Network Kathryn B./ Ingrid K. Kathryn B./ Volunteer Team Timeline Ongoing Ongoing Ongoing
4.27 Service Area Goal: Volunteer Management To provide an opportunity for leadership and skill development in volunteers. (Governance/Safe & Livable Community) Objectives: To offer skills and leadership training through orientations, workshops, and volunteer opportunities. To encourage community development by empowering citizens to develop a common vision for leisure needs. Measures: 2007 # of specialized training opportunities for volunteers Actions Support office volunteers in self-managing the Volunteer/Festivals office. Work with Community Services and the Volunteer Center Leadership Team to plan for the Community Volunteer Centre. Focus on a training and certification program (i.e. an annual training calendar for P&LS volunteers that include a certificate upon completion of course work and a practicum). Plan a series of workshops for volunteers i.e.: First Aid De-escalation Training Food Safe Insurance for Non-Profits Writing Grants and Fundraising Develop Equipment use training for maintenance, event liaisons and event volunteer organizers that support events: e.g. lighting the propane water unit, moving equipment safely. 6 2008 (est.) 7 Responsibility Kathryn B./ Volunteer Team Kathryn B. Kathryn B./Volunteer Team 2009 (target) 10 Timeline Ongoing Ongoing
Ongoing
Kathryn B., Volunteer Team
Feb.
Kathryn B./ Tim G.
Apr.
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4.28 Service Area Goal: Participation Program Increases To increase the participation of those not currently involved in leisure activities due to financial barriers. (Safe and Livable Community) Objectives: To increase awareness of services to citizens not currently participating in recreation. To ensure services are financially accessible. To ensure a high level of customer satisfaction within the Participation Program. To offer and promote a range of low-cost opportunities within the District of Maple Ridge and the City of Pitt Meadows Parks and Leisure Services. Measures: 2006 # of presentations about the Participation Program # of Participation Program members # of Participation Program Community Partnerships 10 1,876 N/A 2007 12 1,880 N/A 2008 (est.) 12 2,000 3 Responsibility Petra F. Petra F./ Program Team Petra F./ Diane C. Petra F. 2009 (target) 12 2,000 3 Timeline Mar. Ongoing Apr. Ongoing
Actions Partner with 5 community agencies to provide training and resources to the agencies to allow for approval of cliental in the Participation Program. Work closely with the Program Team, developing 3 to 5 low cost/no cost opportunities with our communities. Upgrade the Participation Program using the Class software Subsidy Module. To search for and secure funding to support access for people with a low-income to recreation services, e.g. School District, corporate sponsors, adult recreation, etc.
4.29 Service Area Goal: Specialized Participation Program Increases To increase participation of those who require support, specialized equipment or services in order to participate in recreational services. (Safe and Livable Community) Objectives: To ensure citizens with a disability can easily access P&LS services and facilities. To provide volunteer support to citizens who require assistance to participate in leisure and recreation programs. To seek alternative resources for customers requiring specialized services or equipment. To ensure that P&LS offers accessible programs and services for all citizens. To ensure that P&LS policies, procedures and practices support accessibility goals.
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Measures: 2006 # of community groups that support people with a disability accessing recreation services # of community support volunteer matches # of children and youth supported in the integrated summer day camp program # of children and youth supported through Community Living BC funding in the Fall and Winter Programs # of grant applications submitted for additional funding to remove accessibility barriers # of children/youth and adults accessing specialized programming (wheelchair basketball) Actions Network with community groups that support people with a disability to encourage the use of recreation facilities. Submit a proposal to Community Living BC to continue the Summer Integrated Day Camp partnership. Submit a proposal to Community Living BC facilitating a partnership to support children and youth in fall/winter/ spring parks and leisure services. Support the implementation of an integrated drop in evening for youth in conjunction with YOI. Support the process to determine accessibility barriers for adults non-participants aged 35-54 years old. Implementation of community suggestions for reducing accessibility barriers. Update the 1999 Accessibility report that was prepared for the Leisure Centre. Research and update the Leisure Access Policy. 6 N/A 30 N/A N/A N/A 2007 3 2 30 N/A N/A N/A 5 2008 (est.) 10 10 28 4 1 2009 (target) 10 15 30 5 2 10 Timeline Ongoing Feb. Feb Jan. Mar. June Mar. Nov.
Responsibility Petra F. Petra F. Petra F Petra F./ Tony C./ Brian P. Petra F. /Christine D./ Pauline V. Pauline V. Petra F. Petra F
4.30 Service Area Goal: Fraser Health Partnership To enhance the partnership developed between the District of Maple Ridge and Fraser Health Authority (Maple Ridge Mental Health Centre) and to support the participation of individuals currently not involved in leisure activities due to health barriers. (Safe and Livable/Governance) Objectives: To ensure that the Fraser Health Authority is informed about the services provided through contract, and the resulting outcomes. To gather evaluative data regarding the services provided. To ensure that there is continued communication between P&LS, the Mental Health Centre and Maple Ridge Hospital. To provide a recovery based service to referred clientele. To provide leisure education to mental health centre and hospital clientele. To ensure individuals who are referred by mental health as part of their recovery feel comfortable and welcomed accessing recreation facilities. Mental health clients report improved quality of life as a result of their leisure and recreation participation. To promote the emotional benefits of active living. To liaise with customer service staff, leadership and other District staff regarding the needs of some customers living with a mental diagnosis.
260
Measures: 2005 # of hours in Leisure Education sessions # of clients participating in P&LS through the Mental Health Contract # of referrals from in-patient services % of customers satisfied with the service # of clients provided support in active living programs # of leisure-peer support matches 350 50 60 not measured not measured n/a 2006 425 50 60 95 50 n/a 2007 340 50 45 95 50 new in 2008 2008 (est.) 350 50 45 95 50 1 2009 (target) 350 50 45 95 50 3 Timeline Ongoing Nov. Ongoing Apr.
Actions Network with Mental Health Service Providers, including regular attendance at Multi- Agency Planning Committee (Map) meetings Design and distribute evaluation form to clientele. Provide participation support to clientele whom might not otherwise be able to take part in leisure services due to mental health barriers. In collaboration with participants establish new benchmarks for weekly walking group.
Responsibility Shayna F. Shayna F. Shayna F. Shayna F
4.31 Service Area Goal To support the work and mandate of the Municipal Advisory Committee on Accessibility Issues (MACAI). (Safe and Livable Community, Governance) Objectives: To support and make recommendations to the City of Pitt Meadows and District of Maple Ridge on accessibility issues. To monitor the MACAI by-law to ensure that it appropriately reflects Maple Ridge and Pitt Meadows Council direction. To engage Council, citizens, staff, service providers, and community agencies to collectively address the needs of individuals with disabilities within our community. To ensure Parks & Leisure facilities can be accessed by all citizens. Measures: 2005 # of recommendations made to the District of Maple Ridge and the City of Pitt Meadows # of community awareness events and projects # of times City staff share and seek accessibility advice as related to initiatives with MACAI 5 2 N/A 2006 2 2 N/A 2007 3 2 3 2008 (est.) 5 2 5 2 5 2009 (target) 5
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Actions Provide support to complete the strategies outlined in the MACAI Business Plan. Facilitate board development and committee members participation in decisions concerning accessibility. Explore the feasibility of recommending to both Councils the Universal Design standards for outdoor spaces. Provide support to the Disability Games organizing committee Responsibility Petra F. Petra F. Petra F. Shelley J./Petra F. Timeline as scheduled Ongoing Sep. Ongoing
HERITAGE 4.32 Service Area Goal: Heritage Preservation To provide current and future residents of Pitt Meadows and Maple Ridge with a means to make the history of our community their own by preservation and sharing of historic images, heritage facilities, documents and artifacts. (Governance and Community Relations, Resource Management) Objectives: Plan for the development of a purpose built community museum and archives in Maple Ridge, capable of displaying and preserving existing and future artifacts and documents. To preserve the integrity of the Hoffmann historical area for current and future citizens, recognizing that this area and family legacy is an important part of the history of Pitt Meadows. To support the preservation of the history of Pitt Meadows by supporting the Pitt Meadows Museum and Heritage Society. To support the preservation of the history of Maple Ridge by supporting the Maple Ridge Museum and Historical Society. Measures: New Maple Ridge Museum Number of community and stakeholder meetings completed Successful completion of : (1) Planning stage (2) RFP for design (3) Preliminary Design and budgets development for the proposed new Maple Ridge Museum and Archives. Hoffman Area: Completion of Planning Phase: Phase one Phase two Phase three 2006 3 60% 100% 80% 10% 0% 0% 2007 1 80% N/A 90% 100% 100% 0% Responsibility Shelley J. Timeline per schedule Shelley J. Shelley J. Ongoing Ongoing
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2008 (est.) 1
2009 (target) 1
90% 90% N/A N/A 100% 100%
Actions Work with the Society to complete the detailed design and development details for the new Maple Ridge Museum and Archives. To support the fundraising activities of the Society including grant research for capital and equipping costs. To continue to support the Society when they present the preliminary design of the new facility to stakeholder groups.
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Actions Review and analyze the Maple Ridge and Pitt Meadows Heritage societies financial and program statements. Review and monitor the Maple Ridge and Pitt Meadows Heritage societies Fee for Service Agreements. Participate in the Maple Ridge Museum and Heritage Society Business Planning sessions Complete tasks as outlined in Maple Ridge Museum and Historical Society's business plan. Update the business plan for the Pitt Meadows Museum and Heritage Society. Support the Pitt Meadows Museum and Heritage Society in achieving items listed in their business plans. Participate and monitor the implementation of the Hoffmann Area plan and insure coordination with the Harris Road plan. Monitor and supervise Hoffmann House caretaker to ensure contract compliance and meaningful service to the museum. To explore the support for the creation of a Pitt Meadows Heritage Commission. Promote leadership development through the provision of community capacity training opportunities. Responsibility Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Shelley J. Don C. Shelley J. Shelley J. Timeline Annually Ongoing Sep. Ongoing Sept. Ongoing Ongoing Ongoing Mar. Ongoing
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Recreation - Leisure Centre

2008 Adopted Type _Revenue _Revenue _Revenue _Revenue _Revenue _Revenue _Revenue _Revenue _Revenue Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Expense Totals Cost of Goods Sold Maintenance - General Other Outside Services Program Costs Publicity Salaries SS Allocation Supplies Taxes Utilities - Gas & Hydro Wages Account Admissions Lease Lessons / Program Fees Miscellaneous Income PM - Cost Recovery Program Fees Rentals SS Allocation ($786,000) ($66,951) ($310,320) ($3,000) ($346,280) ($287,000) ($81,665) ($1,551) ($1,882,767) $0 $473,336 $4,500 $480,335 $72,885 $589,359 $348,157 $69,175 $2,646 $4,543 $1,271,391 $3,316,327 1,433,560 ($786,000) ($66,951) ($310,320) ($9,000) ($357,877) ($287,000) ($76,665) ($1,551) ($1,895,364) $6,000 $473,336 $4,500 $494,183 $72,885 $678,089 $379,696 $69,175 $0 $4,543 $1,194,531 $3,376,938 1,481,574 2009 Proposed Proposed Changes $ % $0 $0 $0 ($6,000) ($11,598) $0 $5,000 $0 ($12,597) $6,000 $0 $0 $13,848 $0 $88,730 $31,539 $0 ($2,646) $0 ($76,860) $60,611 48,014 0% 0% 0% (200%) (3%) 0% 6% 0% 1% N/A 0% 0% 3% 0% 15% 9% 0% (100%) 0% (6%) 2% 3% 2010 Proposed ($786,000) ($66,951) ($310,320) ($9,000) ($376,337) ($287,000) ($76,665) ($1,551) ($1,913,824) $6,116 $473,336 $4,500 $500,140 $72,885 $705,968 $392,839 $69,175 $0 $4,543 $1,242,316 $3,471,818 1,557,994 2011 Proposed ($786,000) ($66,951) ($310,320) ($9,000) ($395,892) ($287,000) ($76,665) ($1,551) ($1,933,379) $6,241 $473,336 $4,500 $506,179 $72,885 $735,794 $406,404 $69,175 $0 $4,543 $1,293,275 $3,572,332 1,638,953 2012 Proposed ($786,000) ($66,951) ($310,320) ($9,000) ($412,354) ($287,000) ($76,665) ($1,551) ($1,949,841) $6,346 $473,336 $4,500 $512,025 $72,885 $760,014 $418,299 $69,175 $0 $4,543 $1,335,820 $3,656,943 1,707,102 2013 Proposed ($786,633) ($66,951) ($310,320) ($9,000) ($430,045) ($287,000) ($76,665) ($1,551) ($1,968,165) $6,459 $473,336 $4,500 $517,941 $72,885 $786,832 $430,987 $69,175 $0 $4,543 $1,381,849 $3,748,507 1,780,342
Proposed Changes or Remarks: Maintenance - General: 2010 there is a reduction of $65,000 as it is anticipated that the new energy retrofit including high efficiency boiler and heat exchange will reduce current energy consumption. This savings is used to repay the additional capital investment. Salaries/Wages: There is some movement between these account but the only change is the cost increase of wages and be
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Recreation - Outdoor Pools

2008
Adopted Category _Revenue _Revenue _Revenue _Revenue Expense Expense Expense Expense Expense Totals Maintenance - General Program Costs SS Allocation Wages Account Admissions PM - Cost Recovery SS Allocation
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($32,659) ($19,899) ($170) ($52,728) $41,998 $27,662 $38,154 $27,292 $135,106 $82,378
($32,659) ($19,727) ($170) ($52,556) $42,172 $24,728 $41,611 $25,714 $134,225 $81,669
$0 $172 $0 $172 $174 ($2,934) $3,456 ($1,579) ($881) ($709)
0% 1% 0% 0% 0% (11%) 9% (6%) (1%) (1%)
($32,659) ($20,437) ($170) ($53,266) $42,403 $25,706 $43,051 $26,711 $137,871 $84,605
($32,659) ($21,188) ($170) ($54,017) $42,660 $26,755 $44,537 $27,780 $141,732 $87,715
($32,659) ($21,826) ($170) ($54,655) $42,852 $27,638 $45,841 $28,680 $145,011 $90,356
($32,659) ($22,528) ($170) ($55,357) $43,153 $28,589 $47,231 $29,649 $148,622 $93,265
Recreation - Arts & Cultural

2008
Adopted Account Revenues Lease PM - Cost Recovery SS Allocation Arts and Cultural Services Expenditures Contract Maintenance - Buildings SS Allocation Arts and Cultural Services
2009
Proposed
Proposed Changes $
2010
Proposed %
2011
Proposed
2012
Proposed
2013
Proposed
($80,000) ($101,998) ($298) ($182,296)
($80,000) ($108,259) ($298) ($188,557)
$0 ($6,262) $0 ($6,261)
0% (6%) 0% 3%
($80,000) ($110,905) ($298) ($191,203)
($80,000) ($113,567) ($298) ($193,865)
($80,000) ($116,166) ($298) ($196,464)
($80,000) ($118,795) ($298) ($199,093)
$555,105 $0 $66,770 $621,875 $439,579
$571,586 $10,000 $72,818 $654,404 $465,847
$16,481 $10,000 $6,049 $32,529 $26,268
3% N/A 9% 5% 6%
$583,378 $10,000 $75,339 $668,717 $477,514
$594,678 $10,000 $77,940 $682,618 $488,753
$606,114 $10,000 $80,222 $696,336 $499,872
$617,550 $10,000 $82,655 $710,205 $511,112
Proposed Changes or Remarks: PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. Contract: This contract is due for renewal or renegotiation. Maintenance - Buildings: The responsibility for maintaining the HVAC systems have been transferred to the district. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
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Recreation - PM Family Recreation Centre

2008
Adopted Account Revenues Fees Lease PM - Cost Recovery Program Fees Rentals Rentals - Meeting Rooms SS Allocation
PM Family Rec Centre
2009
Proposed
Proposed Changes $
2010
Proposed %
2011
Proposed
2012
Proposed
2013
Proposed
($3,000) ($32,140) ($109,077) ($125,000) ($29,400) ($15,600) ($1,211) ($315,428)
($3,000) ($18,140) ($118,511) ($129,000) ($29,400) ($15,600) ($1,211) ($314,862)
$0 $14,000 ($9,433) ($4,000) $0 $0 $0 $566
0% 44% (9%) (3%) 0% 0% 0% 0%
($3,000) ($18,140) ($122,886) ($129,000) ($29,400) ($15,600) ($1,211) ($319,237)
($3,000) ($18,140) ($127,446) ($129,000) ($29,400) ($15,600) ($1,211) ($323,797)
($3,000) ($18,140) ($131,341) ($129,000) ($29,400) ($15,600) ($1,211) ($327,692)
($3,000) ($18,140) ($135,498) ($129,000) ($29,400) ($15,600) ($1,211) ($331,849)
Expenditures Contract Cost of Goods Sold Maintenance - General Miscellaneous Program Costs Salaries SS Allocation Supplies Utilities
$15,000 $0 $166,301 $10,300 $111,760 $141,663 $271,849 $39,104 $11,020 $766,997 $451,569
$15,000 $0 $169,472 $10,300 $116,428 $147,683 $296,475 $39,104 $11,020 $805,482 $490,620
$0 $0 $3,171 $0 $4,668 $6,020 $24,626 $0 $0 $38,485 $39,051
0% 0% 2% 0% 4% 4% 9% 0% 0% 5% 9%
$15,000 $0 $173,943 $10,300 $117,952 $153,918 $306,737 $39,104 $11,020 $827,974 $508,737
$15,000 $0 $178,814 $10,300 $119,476 $160,365 $317,329 $39,104 $11,020 $851,408 $527,611
$15,000 $0 $182,745 $10,300 $120,999 $165,644 $326,617 $39,104 $11,020 $871,429 $543,737
$15,000 $0 $186,886 $10,300 $122,523 $171,441 $336,524 $39,104 $11,020 $892,798 $560,949
Proposed Changes or Remarks: Lease: A portion of space that is currently leased will probably be converted to municipal used space. PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. Salaries: Variance is in line with the wage and benefit cost contingency. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
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Recreation - PM Heritage Hall

2008
Adopted Account Revenues Admissions PM - Cost Recovery SS Allocation
Pitt Meadows Heritage Hall
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($24,000) ($25,988) ($191) ($50,179)
($24,000) ($27,229) ($191) ($51,420)
$0 ($1,241) $0 ($1,241)
0% 5% 0% 2%
($24,000) ($28,160) ($191) ($52,351)
($24,000) ($29,157) ($191) ($53,348)
($24,000) ($29,981) ($191) ($54,172)
($24,000) ($30,866) ($191) ($55,057)
Expenditures Maintenance - Buildings SS Allocation Utilities

Pitt Meadows Heritage Hall
$113,824 $42,924 $1,020 $157,768 $107,589
$116,316 $46,812 $1,020 $164,148 $112,728
$2,492 $3,888 $0 $6,380 $5,139
2% 9% 0% 4% 5%
$119,479 $48,432 $1,020 $168,931 $116,580
$122,929 $50,105 $1,020 $174,054 $120,706
$125,700 $51,571 $1,020 $178,291 $124,119
$128,684 $53,135 $1,020 $182,839 $127,782
Proposed Changes or Remarks: SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
Recreation - Library
2008
Adopted Account Expenditures Contract Library
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$2,112,495 $2,112,495
$2,218,120 $2,218,120
$105,625 $105,625
5% 5%
$2,329,026 $2,329,026
$2,445,466 $2,445,466
$2,567,759 $2,567,759
$2,721,824 $2,721,824
Proposed Changes or Remarks: Contract: This increase is an estimate, as is the case every year at this time, the actual contract costs are not known yet.
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Recreation - Arenas / Twin Rinks

2008
Adopted Account Revenues Admissions Lease Lessons / Program Fees PM - Cost Recovery Rentals Rentals - Meeting Rooms SS Allocation
Recreation Arenas/Twin Rinks
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($25,000) ($26,700) ($40,500) ($101,816) ($175,712) ($5,000) ($298) ($375,026)
($31,000) ($26,700) ($57,500) ($113,080) ($175,712) ($5,000) ($298) ($409,290)
($6,000) $0 ($17,000) ($11,265) $0 $0 $0 ($34,264)
(24%) 0% (42%) (11%) 0% 0% 0% 9%
($31,000) ($26,700) ($57,500) ($113,571) ($175,712) ($5,000) ($298) ($409,781)
($31,000) ($26,700) ($57,500) ($114,077) ($175,712) ($5,000) ($298) ($410,287)
($31,000) ($26,700) ($57,500) ($114,523) ($175,712) ($5,000) ($298) ($410,733)
($31,000) ($26,700) ($57,500) ($114,996) ($175,712) ($5,000) ($298) ($411,206)
Expenditures Lease Program Costs Programs - Ice Time Rentals SS Allocation Supplies
Recreation Arenas/Twin Rinks
$68,387 $72,000 $579,225 $66,770 $10,150 $796,532 $421,506
$68,387 $87,000 $636,225 $72,818 $13,000 $877,430 $468,140
$0 $15,000 $57,000 $6,049 $2,850 $80,898 $46,634
0% 21% 10% 9% 28% 10% 11%
$68,387 $87,000 $636,225 $75,339 $13,000 $879,951 $470,170
$68,387 $87,000 $636,225 $77,940 $13,000 $882,552 $472,265
$68,387 $87,000 $636,235 $80,222 $13,000 $884,844 $474,111
$68,387 $87,000 $636,235 $82,655 $13,000 $887,277 $476,071
Proposed Changes or Remarks: Programs - Ice Time Rentals: The contract calls for a cost escalation every five years linked to CPI. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
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Recreation - Seniors Facilities

2008 Adopted Account Revenues PM - Cost Recovery SS Allocation
Seniors Programs
2009 Proposed $
Proposed Changes %
2010 Proposed
2011 Proposed
2012 Proposed
2013 Proposed
($38,518) ($213) ($38,731)
($45,176) ($213) ($45,389)
($6,658) $0 ($6,658)
(17%) 0% 17%
($48,941) ($213) ($49,154)
($50,101) ($213) ($50,314)
($51,193) ($213) ($51,406)
($52,311) ($213) ($52,524)
Expenditures Contract Lease Maintenance - General SS Allocation

Seniors Programs
$170,500 ($20,000) $0 $47,693 $198,193 $159,462
$200,400 ($20,000) $0 $52,013 $232,413 $187,024
$29,900 $0 $0 $4,320 $34,220 $27,562
18% 0% N/A 9% 17% 17%
$203,900 ($20,000) $14,051 $53,814 $251,765 $202,611
$207,400 ($20,000) $14,652 $55,672 $257,724 $207,410
$210,900 ($20,000) $15,137 $57,301 $263,338 $211,932
$214,400 ($20,000) $15,648 $59,039 $269,087 $216,563
Proposed Changes or Remarks: Contract: Starting in 2009 is a fee for service agreement associated with the Pitt Meadows Senior's Pavilion Maintenance - General: There are some costs associated with the Pitt Meadows Senior's Pavilion. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
Recreation - South Bonson Amenity Building

2008
Adopted Account Revenues PM - Cost Recovery Program Fees Rentals SS Allocation
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$0 $0 $0 $0 $0
($5,008) $0 $0 $0 ($5,008)
($5,008) $0 $0 $0 ($5,008)
N/A N/A N/A N/A N/A
($28,148) ($10,000) ($43,500) $0 ($81,648)
($28,148) ($10,000) ($43,500) $0 ($81,648)
($28,148) ($10,000) ($43,500) $0 ($81,648)
($28,148) ($10,000) ($43,500) $0 ($81,648)
Expenditures Maintenance - Buildings Program Costs SS Allocation Wages Community Recreation
$0 $0 $0 $0 $0 $0
$15,540 $6,200 $0 $4,000 $25,740 $20,732
$15,540 $6,200 $0 $4,000 $25,740 $20,732
N/A N/A N/A N/A N/A N/A
$56,540 $61,640 $0 $80,000 $198,180 $116,532
$56,540 $61,640 $0 $80,000 $198,180 $116,532
$56,540 $61,640 $0 $80,000 $198,180 $116,532
$56,540 $61,640 $0 $80,000 $198,180 $116,532
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Proposed Changes or Remarks: This new building will have some operating costs. These figures are estimates with the size of building and functionality will have an impact on these figures.
Recreation - Historic Sites

2008
Adopted Account Revenues Admissions PM - Cost Recovery SS Allocation Historic Sites Expenditures Contract Maintenance - General Maintenance - Grounds SS Allocation Historic Sites
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($2,160) ($40,904) ($106) ($43,170)
($2,160) ($46,063) ($106) ($48,329)
$0 ($5,160) $0 ($5,159)
0% (13%) 0% 12%
($2,160) ($49,832) ($106) ($52,098)
($2,160) ($50,783) ($106) ($53,049)
($2,160) ($51,726) ($106) ($53,992)
($2,160) ($52,703) ($106) ($54,969)
$154,939 $9,388 $24,333 $23,846 $212,506 $169,336
$179,300 $9,388 $24,331 $26,007 $239,026 $190,697
$24,361 $0 ($2) $2,160 $26,520 $21,361
16% 0% 0% 9% 12% 13%
$197,765 $9,388 $24,337 $26,907 $258,397 $206,299
$201,720 $9,388 $24,343 $27,836 $263,287 $210,238
$205,754 $9,388 $24,343 $28,651 $268,136 $214,144
$209,868 $9,388 $24,377 $29,520 $273,153 $218,184
Proposed Changes or Remarks: Contract: Fee for service agreements updated with Maple Ridge Historic Society and Pitt Meadows Heritage and Museum Society approved in April of 2008. PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
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Recreation - Special Events

2008
Adopted Account Revenues PM - Cost Recovery SS Allocation Special Events Expenditures Miscellaneous Special Events SS Allocation Supplies Special Events
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($31,465) ($298) ($31,763)
($32,642) ($298) ($32,940)
($1,177) $0 ($1,177)
(4%) 0% 4%
($24,377) ($298) ($24,675)
($24,883) ($298) ($25,181)
($25,327) ($298) ($25,625)
($25,801) ($298) ($26,099)
$475 $94,780 $66,770 $0 $162,025 $130,262
$475 $94,000 $72,818 $780 $168,073 $135,133
$0 ($780) $6,049 $780 $6,048 $4,871
0% (1%) 9% N/A 4% 4%
$475 $49,000 $75,339 $780 $125,594 $100,919
$475 $49,000 $77,940 $780 $128,195 $103,014
$475 $49,000 $80,222 $780 $130,477 $104,852
$475 $49,000 $82,655 $780 $132,910 $106,811
Proposed Changes or Remarks: PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. Salaries: Reallocated as part of the Recreation Department reorganization. Special Events: The reason the budget is less in 2010 is the cost associated with hosting the Games for the physically disabled, $90,000 is split evenly in 2008 and 2009. SS Allocation: Please see CDPR Admin/Support Financial Plan for details
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Recreation - Special Services

2008
Adopted Account Revenues Lessons / Program Fees PM - Cost Recovery Prov. Grant (Conditional) SS Allocation Special Services Expenditures Program Costs Programs - Subsidized Admissio Salaries SS Allocation Supplies Wages Special Services
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($40,211) ($55,014) ($32,835) ($298) ($128,358)
($40,211) ($57,244) ($33,812) ($298) ($131,565)
$0 ($2,230) ($977) $0 ($3,207)
0% (4%) (3%) 0% 2%
($40,211) ($59,213) ($33,812) ($298) ($133,534)
($40,211) ($61,268) ($33,812) ($298) ($135,589)
($40,211) ($62,996) ($33,812) ($298) ($137,317)
($40,211) ($64,887) ($33,812) ($298) ($139,208)
$41,490 $13,000 $188,564 $66,770 $13,150 $33,138 $356,112 $227,754
$41,490 $13,000 $195,255 $72,818 $13,930 $32,055 $368,548 $236,983
$0 $0 $6,691 $6,049 $780 ($1,083) $12,436 $9,229
0% 0% 4% 9% 6% (3%) 3% 4%
$41,490 $13,000 $202,856 $75,339 $13,930 $32,055 $378,670 $245,136
$41,490 $13,000 $210,818 $77,940 $13,930 $32,055 $389,233 $253,644
$41,490 $13,000 $217,414 $80,222 $13,930 $32,055 $398,111 $260,794
$41,490 $13,000 $224,703 $82,655 $13,930 $32,055 $407,833 $268,625
Proposed Changes or Remarks: PM - Cost Recovery: As the recovery is a function of net cost, it has increased at the same rate. SS Allocation: Please see CDPR Admin/Support Financial Plan for details.
6.0 7.0 8.0
Capital Budget Information Technology Update Incremental/Reduction Packages Incremental Packages: 1. Arts Council Operating Budget Shortfall 2. Arts Council Art Gallery Budget Shortfall 3. Special Events PA
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Recreation Art Council Operating Budget Shortfall 2 of 4 Date: October 2, 2008 Submitted By: Shelley Jorde
Activities/Purpose: Funding for the Maple Ridge Pitt Meadows Arts Council (MRPMAC) has fallen behind rising costs and an increase is required to maintain current levels of service. Key contributing factors have been the implementation of an incremental pay scale system adopted to recruit and maintain a high calibre staff which has resulted in increased staff costs of approximately $15,000 per year; and increased overhead costs in the amount of $10,000 per year for a total request of $25,000 per year. These costs exceed the 3% annual increase built into the fee for service agreement and the 2008 transfer of HVAC costs and responsibilities from MRPMAC to the P&LS Facilities Department. Functions Performed/Degree of Service: The MRPMAC Mission Statement: In partnership with the community, MRPMAC works to promote develop and celebrate the Arts. The organization has existed for over thirty years as an umbrella organization promoting and supporting all forms of art in the community. Through the provision of live theatre, special events, programming and professional arts services. In addition to managing the Arts Centre Theatre the Arts Council also manages the Artist in Residence Program in partnership with Parks and Leisure Services. This request will ensure that these current levels of service are maintained. Alternatives Considered/Reasons for Not Recommending: The MRPMAC cannot sustain the current level of service within current funding levels. If additional funding is not approved, the Board will have to consider other alternatives such as reduced hours of operation; cuts to available programmes and further staff reductions. All alternatives result in a decline in the level and scope of service provided to the community. If funding is not increased, the responsibility to determine how to provide the best level and range of service possible within the funding allotted rests with the MRPMAC Board of Directors. Staff Position: That Council approves the funding to increase the MRPMAC fee for service agreement. Over the past two years the services provided by MRPMAC, through a fee for service agreement with Parks and Leisure Services Commission, have increased. This growth has been the result of a growing community, as well as increased demand for services. This increased demand has been compounded by inflationary pressures, which has resulted in a budgetary need that is now greater than the revenue which has been generated through the grant and earned income. In short, the funding levels established in 2005 are no longer able to meet the growing levels of service the provided by the Organization. Performance Measure: Current service levels are maintained including hours of operation and number of programs & staff. Package: Maple Ridge Pitt Meadows Total 2009 Budget $20,000 $5,000 $25,000
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Recreation Arts Council - Art Gallery Budget Shortfall 3 of 4 Date: October 2, 2008 Submitted By: Shelley Jorde
Activities/Purpose: In prior years the Maple Ridge Pitt Meadows Arts Council (MRPMAC) was asked to bring the Art Gallery into their portfolio. In order to support the demand for this service and promote the advancement of arts and culture in the community by featuring various artists and art forms, the hours of operation were expanded to include opening during hours of maximum facility use i.e., prior to and during the intermission of live performances.. Since that time, visitors to the A/G have increased from 7,346 to 8,245, the volunteer hours have also increased from 1,973 to 2,696. The direct cost of this expanded service is $25,000 per year and the MRPMAC can no longer afford to subsidize this service to that extent. Functions Performed/Degree of Service: The primary mandate of the Maple Ridge Art Gallery (MRAG) is to provide a venue to local and regional practicing artists to exhibit their work, to promote the thriving art culture in Maple Ridge and to encourage participation and support from community members and guests to the Maple Ridge area by ongoing exhibits, educational tours, workshops, artist lectures and gallery shop sales. The MRAG currently raises revenue through fees, exhibition sales and fundraising events, the educational arts program, corporate donations, individual donations and sponsorship. Alternatives Considered/Reasons for Not Recommending: The MRPMAC cannot sustain the current level of service provided by the Art Gallery within current funding levels, specifically, the current hours of operation. If additional funding is not approved, the Board will have to consider other alternatives such reduced hours of operation for the Art Gallery, which would reduce the level of service provided to the community. Staff Position: That Council approves the funding to increase the MRPMAC fee for service agreement in order to maintain a visible and influential arts promotion presence in the community. Performance Measure: Current levels of service are maintained including hours of operation Package: 2009 Budget Maple Ridge Total $25,000 $20,000
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Community Development, Parks & Recreation Services Recreation Special Events PA 4 of 4 Date: October 2, 2008 Submitted By: Shelley Jorde
Activities/Purpose: To fund a part time Events and Volunteers Program Assistant that would provide support to volunteer event organizers and meet the growing demands for Special Event services in Pitt Meadows and Maple Ridge. The new position would allow the CoordinatorSpecial Event and ManagerCommunity Connections to develop new Special Event Programs to support the sustainability and growth of special events. Functions Performed/Degree of Service: The new position would provide event day support to community event organizers with, for example, set up and tear down activities and communication with maintenance and parks staff; plus would assist with the development of new recreation programs to support special events in the two growing communities. New programs the PA Events would assist with, include: Summer in Spirit Square two downtown Spirit Square summer-long festivals of music, arts and culture that showcase ongoing special events, street entertainment and new grassroots events. Festival Team a cross-functional team of P&LS department staff to assist event volunteers on event day. Youth Festival Committee explore the feasibility of supporting the development of a committee of youth that would provide leadership and support to the growing interest in special events. Specifically targeting the 19 25 year olds age group and working in collaboration with them to provide safe and healthy recreational and leadership developing activities. Event Resources Development development of shared resources for all events (e.g. Community Mobile Stage) Green Events Program promotion of environmentally-friendly practises that reduce the carbon footprint of special events and educate the public about environmental sustainability Recommendations: THAT Council approves the funding to develop a part-time Program Assistant Events position to support the growing demand for special event development services in Maple Ridge and Pitt Meadows. The position would provide support to volunteers on event days with set up and tear down activities, plus assist with new Events programs to develop and grow sustainable events.
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Alternatives Considered/Reasons for Not Recommending: Community volunteer event organizers have expressed a need for more event day support with heavy and complicated set up and tear down work at special events. Concerns with volunteer burn out, potential injuries to aging or inexperienced volunteers, and a need for improved communication between departments have led to requests for an increase in service to meet the growing demand for events in the two enlarging communities. With support to this demand, events can be supported to develop in a manner that is sustainable and builds community capacity while encouraging a vibrant atmosphere. This will serve to attract new businesses, encourage partnerships between non-profit organizations, nourish leadership development in volunteers, and promote greener communities and healthier, engaged citizenship. Discussion: Maple Ridge and Pitt Meadows are growing communities that benefit from community participation and active involvement with special events. Volunteers regularly approach the Parks and Leisure Services Festival and Volunteer office with new event ideas that would attract tourism, promote local businesses, encourage partnerships between non-profit organizations, develop leadership capacity in volunteers and provide safe, low or no cost recreational activities for citizens of all ages and walks of life. With support to this increasing demand, events can be supported to develop in a manner that is consistent with overall sustainability efforts and with building community capacity in Pitt Meadows and Maple Ridge. Performance Measure: Number of new events: 2007 6 new events 2008 3 new festivals, 6 new grassroots events Package: 2009 Budget Maple Ridge Pitt Meadows Total $22,400 5,600 $28,000
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District of Maple Ridge Community Development, Parks & Recreation Services Emergency Program Business Plan 2009 2013
Emergency Operations Centre (EOC) The Emergency Program this year has had a chance to implement and strategize the many items that were brought forward during the Freshet planning and activation. The Emergency Program will ensure the residents and the Municipalities of Maple Ridge are adequately prepared to respond to an emergency event. Emergency Operations Preparedness groups will provide coordinated joint operations and will provide training to staff, volunteers, businesses and the community in the areas of preparation, response and recovery. The intent is to ensure those involved in the emergency response system are well versed and capable of implementing the British Columbia Emergency Response Management System (BCERMS) model. The intent is also to encourage residents to develop personal and family emergency plans and to volunteer to assist their neighbourhood and their community during major emergencies. In 2008 the emergency program continued the training of municipal responders. The Emergency Program applied for and was successful in obtaining Provincial Joint Emergency Preparedness Program (JEPP) funds to assist in training for Emergency Operations Centre 3, a computer and projector for the EOC and development of an in-house pandemic plan. The Emergency Program applied for and was successful in obtaining Union of British Columbia Municipalities (UBCM) funding for a revision of the Evacuation Plan. The EOC program in 2008 included table top exercises to increase skills in the BCERMS communications and documentation areas. The final installation of the radio antenna for the Randy Herman building occurred in March. The EOC Manual contact information was updated Staff will continue to promote emergency preparedness through the 2009-2012 periods. Emergency Social Services (ESS) The lessons learned from the ESS Exercise was incorporated into the 2008 emergency preparedness program by developing table top exercises focusing on the weak spots that were identified. The table top exercises are administered once monthly. The Provincial Emergency Program sponsored training for the Emergency Social Services Director, Public Safety Lifeline, ESS Documentation, Reception Centre Management, Group Lodging Management, Registration and Referrals, Managing Walk in Volunteers and Resource Acquisition. The ESS Manual was redeveloped to accommodate the BCERMS model. 2.0 Corporate Overview Strategic Alignment Safe and Livable Community Establish an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders. Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures. Ensure that quality emergency services are delivered in a timely, effective manner through the development of multi-year plans, which include detailed multi-year financial plans.
Business Plan 2009 2013 Community Development, Parks & Recreation Services Emergency Program
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Financial Management Develop multi-year financial plans that not only address immediate needs but also address the longer-term financial sustainability of our community. Use a formal, business-planning framework as a means to structure decision-making and publicly report our performance. Provide high quality municipal services to our citizens and customers in a cost effective and efficient manner. Community Relations Encourage citizen participation in the Emergency Program, Personal Preparedness, Neighbourhood Preparedness and Business Preparedness. Develop methods to communicate on a timely basis with citizens and community groups. Recognize and support the important contribution of volunteers in the community. Strive for enhanced service levels, quality of life and independence by citizens and community organizations in the delivery of municipal services through community development. Inter-Government Relations/Partnerships Develop and maintain strong, positive working relationships with the provincial government, the Metro Vancouver, adjacent municipalities, and the Katzie First Nation; the provincial government (PEP). Identify and promote the use of partnerships with public agencies, business, not-for-profit, community groups and volunteers to provide emergency services in a cost-efficient and effective manner. Involve agencies in ongoing Emergency Program training. Promote the Joint Municipal Emergency Program in Pitt Meadows and Maple Ridge. 3.0 Departmental Overview Services Provided The Emergency Program Section provides leadership in: Administration and operation of the Municipal Emergency Preparedness Program for Maple Ridge. Development of emergency pre-planning, response and recovery for major emergency events in the communities of Maple Ridge. Providing public education & information. Facilitate private and public agency emergency planning. Training of municipal staff and emergency responders.
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Resources Emergency Planning Group Emergency Operations Centre 39 05 Maple Ridge Employees Other Agencies
Emergency Social Services
20 09 125
Municipal Employees Other Agencies Volunteers
ESS Lodging/Clothing/Feeding ESS Reception Centres ESS Group Lodging Facilities Search and Rescue
31 56 8 31
Contracts Locations Locations Volunteers
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Municipal Emergency Program
Maple Ridge
Fully Activated EOC
Policy Group
Incident Commander(s) (Single or Unified)
EOC Director Jim Rule

Risk Management Steve Traviss/Ron Riach Clerical Assistant to Director Sandra Ramsay
Liaison Terry Fryer/Mike Davies
Information Gary Manson/John Leeburn
Operations
Section Chief Frank Quinn Deputy Andrew Wood Members Russ Carmichael Wayne Hardy Connie Hol Bob Sutherland BCAS Barb Morgan ESS Deirdre MacLachlan FHA Peter Grootendorst Fire Mark Smitton Fire Warren Tomalty RCMP
Planning
Section Chief Mike Murray Deputy Brock McDonald Members Sharon Anderson David Cooke Stephen Cote-Rolvink Ceri Marlo Bernie Serne Dave Stevenson
Logistics
Section Chief Earl Oddstad Deputy Paul Henry Members Daniela Mikes Christina Crabtree Sean Serediuk Larry Hodson Nick Gaudiuso Amateur Radio
Finance
Section Chief Paul Gill Members Catherine Nolan Trevor Thompson
Net Operating Budget = $116,866 Full-Time Equivalent Staff = 1
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Successes/Accomplishments in 2008 2008 Deliverables Proposed in Status as of September 30, 2008 Business Plan Implement public education program. To date we have had 5 presentations to schools, daycares and neighbourhood groups. Training (including annual exercise) Ongoing, EOC and Staff training in EOC Operations, and recruiting for the EOC and ESS Hazard and Risk Analysis, Emergency Preparedness programs. Planning, EOC Level three Logistics, Operations, Finance. ESS volunteers attended several trainings: Group Lodging, and Managing Walk in Volunteers, Registration & Referrals, Resource Acquisition, Documentation, Reception Centre Management, Public Safety Lifeline, and Emergency Social Services Directors Course, Meet and Greet, Emotional Support. Emergency Staff attended Emergency Preparedness Conference in Vancouver Develop the Recovery Program to Ongoing. The plan is in the hand of the Provincial include specific responses such as Emergency Program for their review. fire, flood, and storms. Perform a Critical Infrastructure Phase 1 completed. Analysis. Update Municipal website to include Ongoing. The website will continue to be used to current information on emergency update emergency information. response. Develop in-house contingency plan for Ongoing. A survey has been developed and a strategy a pandemic. of steps to take is complete. Found Milestones Respond to ESS Level One activations (Personal Disaster Assistant) . Install the Randy Herman building antennas Test the Auto Dial Valet notification system and weekly testing of emergency call out system and the inter-municipal radio system. Status as of September 30, 2008 Ongoing. Ten level one activations were this year so far. Completed in April of 2008. Ongoing. Tested a notification system which worked excellent for one user, designer has gone back to the table to add multiple users so that police, fire and ESS can use it collectively to notify their volunteers and at times have the EOC use it to notify residents of ongoing danger. Tested the emergency call system and the intermunicipal radio system once a week. Ongoing, it was determined that table top exercises would be developed to address specific components of the emergency plan. have developed six ESS and two EOC tabletop exercise Apply for JEPP Grant to fund training, computer, projector and Pandemic Manual and UBCM Emergency Planning Application to fund update of Evacuation Plan. Most of these projects will be
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Develop ESS and EOC tabletop exercises. Apply for Joint Emergency Preparedness Program Grant and UBCM Emergency Planning Application to fund update of Evacuation Plan.
282
Found Milestones Attend Alouette River Task Force, joint committee, joint management committee, Regional Emergency Planning Committee, Regional Emergency Social Services Committee, monthly MR/PM ESS meetings Attend open houses, public education, training workshops. Participate in Provincial Emergency Program Emergency Preparedness Week. Organize Emergency Management library and update the Priority Dialing System. Develop a Mass Carcass Disposal Plan and an Integrated Emergency Response Plan with Katzie First Nations. Commence Provincial Critical Infrastructure Project 2010 Phase 2. Update/rewrite ESS manual Prepare and distribute staff Personal Preparedness Kits. Update EOC manual and update BC Hydro flood response plan contact list/notification chart. Status as of September 30, 2008 complete as of March 31, 2008 Ongoing. Both the Emergency Coordinator and the Emergency Program Assistant attended several meetings a month to update on emergency planning status with other agencies. Attended four Open Houses one in Pitt Meadows and three in Maple Ridge (Including the Home Show). Attended public education, training workshops and displays that were presented to schools, townhouse residences, and community groups. Participated in Provincial Emergency Program Emergency Preparedness Week. Completed. Both plans are nearing completion in the next month.
Ongoing Completed. Rewrote the ESS Manual to accommodate the new BCERMS model. Ongoing. Grab and Go kits will be available to purchase at price. Ongoing. Updated contact lists.
Activations ESS Level One responders have been activated on the average of once a month during this past year. The most significant, meaning the fires that affected the most people were that of the fire of the apartment building on 222nd, displacing 26 people for a day and of those six people were displaced for more than one month. The fire occurred on the main level where most suites, with the exception of where the fire originated, were habitable. The issue was the hallway was coated in contaminates from the fire suppression and the insurance company was choosing to put the clean up project out to bid which the process could have and did take over a month. Another fire involved a duplex which was sublet several times over, resulting in ten people from four different families being displaced from their home. The understanding is that the one side would need to be rebuilt so the occupants (seven) of that side of the building would have to find other accommodations. Projects in Progress Continuing to equip the Emergency Operations Centre. Public training and information sessions on the Maple Ridge Emergency Program, personnel preparedness to ensure a well-informed public.
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Alouette River Task Force follow up. Auto Dial Valet modifications and testing. BCERMS Sections (Planning/Operations/Logistics/Finance) training and regularly scheduled meetings throughout the year for each section. Contact list review and update through IS. Continued development of municipal department emergency plans. Developing an Exercise Design Workbook. Developing and executing tabletop exercises for the EOC. Developing and executing tabletop exercises for the ESS. Developing plan for 1 800 number for the area. Development of an In-House Pandemic Plan (All Hazard Planning). Emergency Social Services Volunteer recruitment. Employee Emergency Program development. Evacuation Plan review. Critical Infrastructure Project 2010 Games Phase 2. JEPP and UBCM Grant applications. Research into a notification system. Updating file system to comply with municipal standards. Updating of the EOC and ESS Manual sections. Updating public information and presentation material so it reflects on current or recent events that have happened in BC. Updating the existing Evacuation Manual. Worked with Amateur Radio Club. Statistics SAR - Search and Rescue ESS - Emergency Social Services EOC - Emergency Operations Centre N/H Neighbourhood Program Responses January 1 to September 30, 2008 2008 SAR ESS EOC N/H 2007 SAR ESS EOC N/H 2006 SAR ESS EOC N/H Activations 22 11 0 0 Activations 14 12 0 Activations 25 4 0 0 Volunteers 225 29 0 0 Volunteers 39 206 0 Volunteers 185 7 0 0 Meetings/ Training 38 6 15 2 Meetings/ Training 35 20 27 0 Meetings/ Training 59 37 0 People 763 231 164 0 People 607 670 0 People 515 57 342 12 Public Info 14 12 3 0 Public Info 0 21 0 Public Info 9 1 7 0 People 41 4,134 1,082 0 People 0 4,866 0 People 41 218 Public Event 0
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2005 SAR ESS EOC N/H 2004 SAR ESS EOC N/H 2003 SAR ESS EOC N/H 2002 SAR ESS EOC N/H 2001 SAR ESS EOC Activations 10 5 0 0 Activations 23 2 1 0 Activations 28 3 0 0 Activations 37 1 0 0 Activations 23 0 2 Volunteers 85 8 0 0 Volunteers 275 4 7 0 Volunteers 216 5 0 0 Volunteers 447 15 0 0 Volunteers 250 0 71 Meetings/ Training 42 11 7 Meetings/ Training 39 13 9 10 Meetings/ Training 39 12 11 3 Meetings/ Training 33 9 11 3 Meetings/ Training 24 4 7 0 People 503 50 177 0 People 752 143 400 63 People 567 127 208 56 People 531 123 135 149 People 669 110 118 Public Info 10 19 N/A Public Info 24 3 0 0 Public Info 17 13 0 0 Public Info 5 4 0 0 Public Info 3 1 0 0 People 12 28 0 0 People 22 51 0 0 People 94 170 0 0 People 356 32 0 0 People 77 354 N/A
2000 SAR ESS EOC
Activations 24 1 0
Volunteers 452 15 0
Meetings/ Training 44 7 6
People 833 76 111
Public Info 23 8 1
People 221 183 20
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4.0 Performance Measures/Indicators 4.1 Service Area Goal: Educational Programs Present educational programs to ensure residents are prepared to cope with an emergency event. (Safe and Livable Community) Objectives: Self-reliant public are able to respond to an emergency or disaster. Well-informed public familiar with the municipal emergency plan and personal and family preparedness. Public to be prepared and aware of their responsibilities during an emergency. In the event of an emergency residents will be able to rely on own resources. Action, Responsibility and Timeline: Actions Provide training sessions to 3 community groups on personal preparedness upon request. Staffing a booth at the Home Show, providing information on the Municipal Emergency Program and family and personal preparedness. Timeline when a major event occurs put articles on the Maple Ridge Website and in the newspaper relating to local issues. Responsibility Mike Davies/ Barbara Morgan Mike Davies/ Barbara Morgan ESS Volunteers Communications Officer/ Barbara Morgan Timeline Ongoing MayAug. Ongoing
4.2 Service Area Goal: EOC & ESS Training Provide the opportunity for Municipal staff and Council to be trained in the BC Emergency Response Management System (BCERMS). (Safe and Livable Community) Objective: Well trained and emergency prepared staff. Encourage staff to develop their personal and family preparedness plans. BCERMS Section Training (Operations/Planning/Logistics/Finance). Staff prepared to look after themselves, their families and their community during an emergency or disaster. Develop and maintain strong positive relationships with adjacent neighbouring municipalities, Pitt Meadows, Katzie First Nations, Mission, Provincial Government and GVRD. Measures:
EOC/ESS Activities (Hours)
Activations
2008 2007 2006 2005
29 14.5
160
142
Training 256
463
453
200
Exercises 80 0 100 200 300 400 426 500
600
600
700
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Actions Provide opportunity for emergency program members to be trained in emergency management. Provide opportunity for municipal officers to be trained in Emergency Management for Elected Officials Chart and track all training related to the Emergency Program. Ensure Functional Sections continue with their development of preparing and implementing their plans. Regular meetings of the Municipal EOC Group. Management Committee meetings as required Provide personal preparedness training for staff at departmental municipal meetings Assemble and distribute personal preparedness kits for staff. Responsibility Mike D./Barbara M. Mike D./Barbara M. Barbara M. Section Chiefs Mike D. Mike D. Mike D./ Barbara M. Barbara M. Timeline Ongoing Mar. Ongoing Ongoing Monthly Ongoing Ongoing Ongoing
4.3 Service Area Goal: Develop Emergency Recovery Plan Continue the process of developing a comprehensive Emergency Recovery Plan. (Safe and Livable Community) Objective: The recovery plan will be developed to include public and business continuity. Actions PEP to review Recovery Plan Make changes to Plan on recommendation from PEP Responsibility Mike D. /PEP Barbara M. Timeline Mar. Mar.
4.4 Service Area Goal: Critical Infrastructure Analysis Perform a Critical Infrastructure Analysis for Infrastructure Project 2010. (Safe and Livable Community) Objective: Complete a Critical Infrastructure Analysis. Rank Infrastructure on importance of use and need. Prepare a cross boundary map. Actions Develop a map of critical infrastructure locations Identify the entire service area for each critical infrastructure asset identified in Phase I Identify cascading failures of assets within the geographical area. Responsibility Mike D./Task Force/ Engineering Mike D./Task Force/ Engineering Mike D./Task Force/ Engineering Timeline Ongoing Ongoing Ongoing
4.5 Service Area Goal: Website Update Update Municipal Website to give our residents current information on emergency planning. (Community Relations) Objectives: Public will have easy access to information on emergency planning. In the event of an emergency, public will have easy access to information.
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Actions Update and incorporate new information with current information on Website. Enhance the website page (dark site) to be activated in an emergency that will display pertinent information. Responsibility Information Officer/ Barbara M./Executive Asst. Technology Timeline Ongoing
Ongoing
4.6 Service Area Goal: Volunteer Recruitment Recruit new Emergency Program volunteers and ensure all volunteers receive training. (Safe & Livable Community) Objectives: Well trained volunteers. Increase number of volunteers. Ensure volunteers are personally prepared. Actions Attend and advertise for volunteers at public events. Approach community groups for volunteers. Recruit municipal staff as ESS Volunteers. Provide volunteer training: ESS Introduction, ESS components. Complete quarterly tabletop exercises. Responsibility Barbara M. Barbara M. Ongoing Barbara M. Barbara M./ ESS Volunteers Barbara M./ ESS Volunteers Ongoing Ongoing Ongoing Timeline Ongoing
4.7 Service Area Goal: Pandemic Contingency Plan Develop In House Contingency Plan for Pandemic Phase 1. (Safe and Livable Community) Objectives: Designate a committee to develop an In House Contingency Plan for a Pandemic. Establish essential services Establish priorities for continuity of municipal services. Develop municipal pandemic communication plan Actions Determine essential services from each department. Develop contingency plan for each dept to operate only essential services. Develop a communication plan. Develop in-house pandemic plan. Responsibility Dept Managers/ Barbara M. Dept Managers/ Barbara M. Information Officer Barbara M./ HR Department Timeline Mar. Mar. Mar. Mar.
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5.0 Proposed Financial Plan
Emergency Preparedness
2008
Adopted Type _Revenue
Emergency Prepare Emergency Prepare
2009
Proposed
Account PM - Cost Recovery Prov. Grant (Conditional) SS Allocation
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
_Revenue Expense Expense Expense Expense Expense Totals Conferences & Meetings Program Costs Salaries SS Allocation
($11,955) ($8,800) ($85) ($20,840) $2,900 $48,489 $61,445 $19,077 $131,911 $111,071
($12,175) ($5,000) ($85) ($17,260) $3,150 $47,591 $62,580 $20,805 $134,126 $116,866
($221) $3,800 $0 $3,580 $250 ($899) $1,135 $1,728 $2,215 $5,795
(2%) 43% 0% (17%) 9% (2%) 2% 9% 2% 5%
($12,693) ($5,000) ($85) ($17,778) $2,900 $48,877 $65,243 $21,525 $138,545 $120,767
($13,226) ($5,000) ($85) ($18,311) $2,900 $49,912 $67,980 $22,269 $143,061 $124,750
($13,659) ($5,000) ($85) ($18,744) $2,900 $50,947 $70,205 $22,920 $146,972 $128,228
($14,133) ($5,000) ($85) ($19,218) $2,900 $51,985 $72,642 $23,616 $151,143 $131,925
Proposed Changes or Remarks: Grants: Less reliance has been placed on grants and Program costs have been reduced to compensate. Program Costs: Contract cost for services provided has been updated.
6.0
Capital Budget Auto Dial Valet Notification System Capital Package $31,920 or Auto Dial Valet Notification System Enterprise Capital Package $14,420 Information Technology Requirements None Incremental/Reduction Packages: Emergency Program Equipment and Supplies
7.0 8.0
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Activities/Purpose: A one time incremental package is required to fund supplies needed to aid the response of Emergency Social Services (ESS) activations and to commence purchasing equipment and supplies to aid in the response for the Emergency Operations Centre (EOC). Functions Performed/Degree of Service: Over the past two years the ESS Level One team that responds to house fires has been activated on the average of about once a month (with the exclusion of the Freshet of 06). The responders will sometimes be asked by the fire department to attend at the site of the incident. However there is some concern raised as the ESS responders arrive on scene with only a Provincial Emergency Program ID card as identification, making it difficult to tell the difference from other by - standers. It at times, has delayed the ability for the ESS responder to connect with the Incident Command on a timely basis. During the Freshet activation and planning in 2006 it was determined that should Maple Ridge/Pitt Meadows face a large scale disaster or emergency, the need will arise to open Group Lodging as the hotel facilities in the area are limited. This proposal will support the need for identification, supplies and equipment for operations of response of Emergency Social Services. Currently, the Emergency Program has allocated the Blaney Room, located in the municipal hall as the primary EOC. Should a major disaster occur there is some question as to whether the municipal hall will remain operative? A secondary site has been allocated which is the Hilton Hader Room in the randy Herman building. However the room is vacant of equipment that will be important in operations should the EOC have to be activated? We will not be able to rely on the fact that some of the equipment is located in the Blaney Room as we can not guarantee the status of the rooms condition in such case as an earthquake. Therefore this proposal will support the need to equip the Hilton Hader Room with equipment that will be needed in a response. Alternatives Considered/Reasons for Not Recommending: N/A Staff Position: N/A Performance Measure: Parks and Leisure Emergency Program Emergency Program Equipment and Supplies 2 of 2 Date: October 17, 2008 Submitted By: Barbara Morgan
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Equipment: To enable the EOC and ESS to respond in an effective manner, there is a list of equipment that needs to be address to aid in their response. This list would include identification for ESS Level One responders in the form of vests, shirts and bib aprons, a start up kit for ESS Group Lodging such as cots, blankets and pillows and communications for a reception centre. The EOC needs equipment to support the secondary EOC (Hilton Hader Room, Randy Herman Building) such as radios, headsets. Should the emergency be so dramatic, that returning home is an issue, a storage container of food and supplies will be necessary to support the first responders to the EOC. Package Costs: 2009 Budget $10,000 Total $10,000
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District of Maple Ridge Corporate & Financial Services Administration Business Plan 2009 2013
The Corporate & Financial Services Division (CFS) includes Clerks, Finance, and Information Services. We also provide support to the RCMP/Police Services, and the Fire Department. CFS helps set the direction for our organization and monitors our progress to make sure we remain on course. Our strength comes from the client focus of our staff, and our role as leaders is to encourage, support, and instil confidence in them so that they can embrace and contribute to the corporate vision. The services provided by the General Managers area include: Answering enquiries from the public Participating in the leadership of the organization by carrying out corporate initiatives as directed by Council and the Corporate Management Team Developing staff so that they are prepared to meet our succession planning needs Coordinating the overall business planning process for the organization Assisting with the development, monitoring and reporting of performance measures Liaising with external agencies (Province, RCMP, and other municipalities) Managing continuous quality improvement initiatives Identifying and implementing process improvement reviews Ensuring alignment in a very diverse division Conducting research and analysis Financial planning and budgeting Policy advice and development Public relations Municipal support and financial assistance concerning the RCMP Administrative and financial assistance to the Fire Department Special projects as requested This business plan, and the ones from each of the departments in CFS, outlines in more detail what we do, our accomplishments from last year, the work we plan to do over the next year, and how we intend to measure our results. 2.0 Corporate Overview Strategic Alignment Transportation Provide advice on alternative funding mechanisms for a multi-modal transportation system. Smart Managed Growth Provide policy advice and financial plans that promote sustainable development and ensure the District can meet the service and infrastructure demands of a growing community. Safe and Livable Community Assist in providing municipal support services, financial planning and help in the development of business plans to the RCMP and Fire Department.
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Financial Management Provide reporting on reserve fund for sustainability related projects that will pay back the reserve through longer term operating savings. Ensure the use of a business plan framework to guide decision-making on programs and resource allocation on a multi-year basis. Help departments develop financial plans and performance measures to ensure the effective and efficient use of resources. Participate on the Information Technology Committee (using technology to increase the efficiency and effectiveness of municipal operations). Assist with the acquisition, disposition, and management of municipal land so our citizens get the best possible value. Governance Provide performance measurement results to Council twice annually and ensure our performance reporting system measures progress on Councils revised Corporate Strategic Plan with a focus on sustainability. Engage staff, Council, stakeholders, and citizens in a manner that reflects our core values. Community Relations Encourage continuous improvement towards the delivery of services by co-ordinating crossdepartment teams to address customer service. Present the performance reports to Council and the public during business planning and departmental presentations and through published documents. Meet with citizens in groups and individually to discuss issues of importance to them and to share information about our organization. Inter-Government Relations/Networks Participate in the Lower Mainland Policing Study, which is working on improving the efficiency and effectiveness of our Police Service. Participate on the Regional Finance Advisory Committee of Metro Vancouver which provides advice on financial matters of importance to participating Metro Vancouver communities. Work with the Finance Department to ensure the Audit and Finance Committee is as effective as possible. Economic Development Research and provide recommendations on contributing to a healthy and vibrant community. Work with the City of Pitt Meadows towards a regional governance model for the Pitt Meadows Airport. Provide assistance in negotiations with First Nations, in particular, the development of feefor-service agreements. Interdependencies A key role of this division is to provide corporate and financial support to all departments within the organization. 3.0 Departmental Overview Services Provided Administrative Answer customer enquiries on financial, police, and fire matters of interest. Ensure the information on our Website is current, informative, and accurate while at the same time expanding the services available to our users.
Corporate & Financial Services - Administration
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Business Planning Business Plans Co-chair Business Planning team. Ensure the annual Business Plan Guidelines are developed and published. Coordinate business plan training sessions. Coordinate business plan development and publication of binders for both CMT and Council. Coordinate public consultation sessions on financial matters. Facilitate briefing and debriefing sessions for business plans. Produce performance reports so that we can gauge our corporate performance. Facilitate business planning sessions for other organizations. Projects Assist with facilitating process improvement reviews to ensure efficiency and effectiveness of internal processes. Assist with facilitating performance measures/indicators sessions. Financial Planning and Advice to Council Ensure that the Districts five-year financial plan is in alignment with Councils Financial Sustainability Policies. Assist the Finance Department with a Council Audit and Finance Committee that is efficient and effective. Assist Finance in the development/maintenance of five-year Financial Plans. Act as Finance Section Chief for the Emergency Operations Centre. Provide financial and budgeting assistance to department business planners to strengthen the relationship of business plans, financial plans, and actual performance. Maintain a close relationship with Finance to ensure a seamless delivery of financial services to internal customers. Provide reports to Council, management, and others to ensure they meet user requirements and ultimately aid in the effective and efficient allocation of resources. Develop a detailed plan for land sales to meet our financial requirements. Monitor the financial health of our organization and publicly report on it on a regular basis. Develop a strategic long-term financial plan. Fire Department Assist the Fire Department in administrative and financial matters. Hold regular meetings with career chiefs to discuss corporate issues. Assist in implementing the Fire Master Plan. RCMP and Police Services Municipal support and assistance with administrative and financial matters. Understand the pressures, assist in the evaluation of alternatives for dealing with them, and develop multi-year plans for addressing the needs. Focus on the best way to deliver service rather than resource acquisition. Ensure all resources, including staff, are used for the intended services (and obtain municipal approval for changes.) Customers Our customers are primarily internal departments; however, we do have some external customers which include the SPCA (public relations); business people in Maple Ridge (e.g. realtors, property purchasers, developers); and, our audience who attend public meetings, monitor our website, and read our press releases. Resources General Manager Executive Assistant
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Values We are committed to a high level of customer service we promise to respond to all citizen/customer inquiries personally and when we do not know the answer to the inquiry, we will do the research, find the right answer, and respond personally. We encourage, support, and instil confidence in our employees so they embrace and contribute to the vision of the District of Maple Ridge. We operate on the premise of anticipating our customers needs (both internal and external) and we strive to deliver customer satisfaction beyond expectations. Organization Chart
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Establish a reserve to fund sustainability related projects that will pay back the reserve through longer term operating savings. Work with the SPCA to build a new shelter that meets the needs of our animals. Work with the RCMP in piloting the Community Safety Officer program in our community. Follow up on the succession plan implemented in the Finance Department and make sure that it meets the needs of all concerned. Implement the succession plan for our needs in the Clerks Department With the Corporate Management Team, develop and implement a plan for dealing with Municipal lands in Silver Valley Follow up on the Animal Services contract to ensure that it is delivering on our needs and living up to expectations Continue to work with RCMP headquarters on making changes in policing that make sense. Work with the local RCMP detachment to implement the police master plan. Perform customer satisfaction surveys in 2 or 3 service areas Provide performance measurement results to Council twice annually and ensure our performance reporting system measures progress on Councils revised Corporate Strategic Plan with a focus on sustainability Utilize Trailblazer grant funding to participate in a program for local governments to establish and implement best practices in performance reporting, with an emphasis on engaging the public and other stakeholders Continue to increase the website content with a view to reducing the number of telephone and counter enquiries received by the District while at the same time ensuring content is current and relevant Status as of September 30, 2008 Will be completed in the fourth quarter. Design consultant has been selected. Drafting agreement with SPCA with respect to the new shelter. Complete. Community Safety Officers began work in the community in July 2008. Complete. Complete. Manager of Legislative Services is in place. Department working well. Consultant selected, project in progress. Licences, Permits and Bylaws is responsible for ongoing monitoring. Part of Provincial RCMP contract negotiations team. In progress. Resource reallocations approved by Council. Survey for Parks was deferred. Survey for Operations door hanger is in development, and will be in the distribution process in September. Completed several published documents: Strategic Plan and Business Planning Guidelines for 2009 2013 Budget Handbook for 2008 2012 Citizens Report (PAFR) Comprehensive Annual Financial Report including Progress Report (CAnFR). Complete - public session held in February with 30 participants; reported to Council in March; changes implemented to performance reporting process; grant obligations will be fulfilled by October 2008. Worked with consultants and District staff to implement new look and feel for Home Show. Implemented online Home Owner Grant. Assumed responsibility for updating the Freetown website. Added online newsletters to site.

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2008 Deliverables Proposed in Business Plan Continue to increase searchable content on the Intranet to meet shortcomings identified in the Top Performing Municipality (TPM) submission. Status as of September 30, 2008 Expanded number of Departments with presence on Intranet to include a page for every department and function Reviewed Active Directory to collate with Intranet database, in preparation for upgrade to new version Migrated all Closed council minutes and agendas from Outlook to Intranet Assisted in Taxes from June 11-20 inclusive, opening and processing mail, calling problems. Assisted Accounting with Bank of Montreal charge card reporting for Feb May. Ongoing proofing of ads, brochures, tax newsletter, and more. Developed tax problem form. Planning Department, Parks & Leisure Services and Development Cost Charge fee reviews completed. In progress. Financial model for second dispatch centre being developed. Status as of September 30, 2008 Several reports/discussions with Council. Pursuing a regional governance model. Complete

Assist the Communications and Finance Departments on an as-needed basis
Conduct systematic fees & charges review, with a 2008 emphasis on an amended development fees bylaw and a new bylaw for economic development related fees Work with E-Comm, City of Surrey and the RCMP to establish a centralized police dispatch service south of the Fraser River that will complement the services provided by E-Comm Other Accomplishments Found Milestones Airport Governance Review. Redesign all organization charts so that master chart drives all individual charts, increasing accuracy. Assist the Information Services and other Departments on an as-needed basis
Provided coverage to Administration in February for four days. Covered the Help Desk for one month including logging service requests, helping with issues, answering the phone. Did a laptop inventory and brought Resource tracking system up to date. Built instructions for users on how to encrypt their files with the Blowfish software. Reformatted Health Management Program document for Human Resources. Developed informational posters for Human Resources.
Projects in Progress Revising Budget Handbook with a view to obtaining the Government Finance Officers Association Budget Award in 2009.
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4.0 Performance Measures/Indicators Ensure infrastructure serves the community in a manner that maintains health, safety, and quality of life
The District has an investment in infrastructure and other assets with an estimated replacement cost of $1.3 billion, all aging at different rates that will eventually have to be replaced. In order to properly fund rehabilitation and replacement, estimates show that the Annual District should be spending on average over $29 million Estimated Spending every year. The Districts actual expenditures are about $5 Replacement Required million. If this gap is not addressed, it will continue to accumulate, creating a liability for future taxpayers. In Value (estimated) addition, the District continues to add assets as the Highways $579,978,500 $18,898,122 community grows and this is compounding the funding Drainage 170,090,568 4,041,054 issues around asset replacement. Most Canadian Sewage 151,952,954 3,608,650 municipalities are facing the same issue. However, Water 120,833,285 2,416,666 because we have relatively newer infrastructure, the $1,022,855,307 $28,964,492 District has an opportunity to get ahead of the curve. The District has a plan in place to address this issue, including: 1. A maintenance program that utilizes best practices in infrastructure management techniques to lengthen the life of existing assets and reduce the cost to maintain them; 2. Employing new materials and technology in constructing infrastructure that will last longer and cost less to maintain; and, 3. Beginning in 2008, the Districts financial plan allocates 1% of taxation annually to specifically address the infrastructure program and protect the communitys asset base for current and future citizens.
Investment Renewal Spending

$35,000,000 $30,000,000 $25,000,000 $20,000,000 $15,000,000 $10,000,000 $5,000,000 $0 Current Funding Investment Renewal Spending Annual Unfunded Infrastructure Liability Additional Funding Cumulative 1% of Taxation
07
08
10
11
12
09
13
15
20
20
20
20
20
20
20
20
14
4.1 Service Area Goal: Business Planning To ensure the business plans provide a framework for decision-making by identifying areas for performance review, amalgamation, dissolution, change and alternative service delivery. Objectives: To provide information to support informed decision-making by Council and Senior Management. To help departments and other agencies identify core businesses essential to the organization. To develop goals and objectives to be achieved by departments and the organization. To help departments identify performance measures to be achieved in each service area. To ensure business plans fit with other corporate plans (i.e. Corporate Strategic Plan, OCP, Economic Development Strategy, Performance Plans, Technology Strategic Plan). Measure Level of Council satisfaction with Business Planning process Unanimous approval was given at the spring retreat. Timely approval of five-year financial plan Approval in principle December 2007.
20
20
16
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Action, Responsibility and Timeline: Provide report on key 2008 financial performance indicators; Cindy Dale, ongoing (report in May 2009). Provide report on 2009-2013 Business Planning process results; Cindy Dale, February 2009. Provide report to set context for 2010-2014 Business Planning Sessions; Laura Benson, September 2009. Provide report on the financial resource decisions approved outside the business planning process; Trevor Thompson, April, July, and October 2009. Produce Business Plan Guidelines for 2010-2014; Cindy Dale; March 2009. Hold debriefing sessions reviewing 2009-2013 process; everyone; February 2009. Implement suggestions received from debriefing sessions and incorporate into new guidelines; everyone; March 2009. Promote team members as facilitators for business planning sessions; everyone; ongoing. Attend relevant conferences on business planning and performance measurement to keep up-to-date; everyone; ongoing. Relay feedback to departments on outcome of business plan presentations and deliberations over incremental/reduction packages; everyone; January 2009. 4.2 Service Area Goal: Financial Planning and Advice to Council Provide financial input to Council Reports that have financial implications. Objectives: Ensure that our division addresses every Council Report that has financial implications and that the financial ramifications of the initiative are clear. Work with the Finance Department to develop 5-year financial plans that meet Councils objectives. Facilitate a review of non-taxation revenue by ensuring that fees and charges within the various departments are reviewed and revised on a regular basis and that our rates remain competitive and affordable. Measure Level of Council satisfaction with financial information Unanimous approval was given at the spring retreat Action, Responsibility and Timeline: Provide advice on all Council reports that have financial implications; Paul Gill, ongoing Work with departments to research rates and fee structures; Laura Benson, ongoing 4.3 Service Area Goal: Fire Department Provide financial and administrative assistance to the Fire Department. Objectives: Ensure the Fire Department business plan aligns with the Corporate Strategic Plan Ensure the Fire Department reaches their goals through fiscal planning Help the Fire Department plan for capital expenditures Measure Level of General Manager participation in meetings with Fire Chiefs, Staff and Volunteers Quarterly meetings being held Action, Responsibility and Timeline: Work with the Fire Department to review and update the Fire Department Master Plan, including financial implications; Paul Gill; April 2009.
299
Work with the Fire Chiefs to develop plans for Fire Hall #4, in alignment with Council direction; Paul Gill; November 2009. Provide financial services support for Fire Hall No. 1 construction project; Laura Benson. 4.4 Service Area Goal: RCMP & Police Services Provide municipal support and assistance to the RCMP on financial matters. Objectives: Ensure the RCMP Business Plan is aligned with the Corporate Strategic Plan. Help the department focus on service delivery and find alternatives to increasing staff. Help the department obtain their financial and capital goals through fiscal planning. Action, Responsibility and Timeline: Work in conjunction with the Metro Vancouver Mayor's Advisory Committee to enhance the financial accountability of the RCMP; Paul Gill; ongoing Actively participate in the Provincial/RCMP contract negotiations; Paul Gill Assist in the preparation of a 5-year financial plan for the RCMP contract costs; Paul Gill Provide Business Planning advice to the RCMP Headquarters; Paul Gill; ongoing 5.0 Operating Budget
Corporate & Financial Services

2008
Adopted Account Expenditures Conferences & Meetings Memberships Miscellaneous Salaries Totals
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$24,590 $13,101 $1,600 $155,018 $194,309
$24,590 $10,707 $1,600 $246,111 $283,008
$0 ($2,394) $0 $91,093 $88,699
0% (18%) 0% 59% 46%
$24,590 $10,707 $1,600 $248,137 $285,034
$24,590 $10,707 $1,600 $360,368 $397,265
$24,590 $10,707 $1,600 $412,028 $448,925
$24,590 $10,707 $1,600 $464,007 $500,904
Proposed Changes or Remarks: Salaries: The 2009 variance includes divisional growth funding of $75,000 the balance is in line with the wage and benefit cost contingency. Comparing to 2008, 2009 to 2013 respectively, $75,000, $70,000, $175,000, $220,000 and $265,000 have been committed to begin addressing costs associated with growth.
6.0 7.0 8.0

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District of Maple Ridge Corporate & Financial Services Clerks Department Business Plan 2009 2013
The Clerks Department provides a link between the citizens of Maple Ridge, the District of Maple Ridge and other government bodies. The services provided by the Department include: Preparation and preservation of minutes and bylaws of Council and its Advisory Committees Notification and advertisement of Council's actions in compliance with statutory regulations Management of corporate records Conducting local government elections and other voting opportunities Processing of access requests under the Freedom of Information and Protection of Privacy Act Property acquisition, sales and leases Management of municipal rental property Risk Management including municipal insurance claims The purpose of our business plan is to demonstrate how we contribute to the overall corporate strategic plan of Council by identifying our accomplishments, providing details of our work plan, and indicating how we intend to measure our results. 2.0 Corporate Overview Strategic Alignment Environment Manage property acquisitions and sales to support environmental protection initiatives Promote accessing copies of documents including agendas, minutes, and bylaws through the municipal website. Transportation Manage property acquisitions and sales to support the Official Community Plan & Transportation strategies Smart Managed Growth Provide notice of Public Hearings and Variance Permits, including advertising, mail-outs and minutes Monitor Council decisions to ensure that development proposals are presented to Council and the Public in a timely manner Manage property acquisitions, sales and rentals to support the Official Community Plan and infrastructure development Safe and Livable Community Participate in the emergency response program Investigate insurance claims and facilitate procedural changes to address safety concerns
Corporate & Financial Services Clerks Department
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Financial Management Provide high quality municipal services to our citizens and customers in a cost effective and efficient manner i.e. switchboard and reception; response to citizen inquiries; bylaw preparation; liaison between citizens, customers and departments; research and advice to internal customers Use business planning and process improvement reviews to structure decision-making and guide resource allocation Support a user-pay philosophy by charging fees where appropriate Encourage innovation, continuous improvement and a customer service orientation towards the delivery of municipal services Manage exposure to risk through timely investigation and evaluation of insurance claims Ensure property acquisitions and sales provide the best value for the District Governance Ensure public availability of Council agendas, minutes, bylaws and policies Ensure the public and interested parties are notified of Board of Variance and Public Meetings Ensure statutory notice and approval requirements are met Co-ordinate tri-annual local elections and other voting opportunities Promote voter awareness of local elections Process Freedom of Information requests Provide parliamentary advice to Council Committees and Commissions Maintain the District Policy Manual Oversee the execution of legal documents Ensure accuracy of municipal bylaws Community Relations Provide quality Municipal services to our citizens and customers in a cost effective and efficient manner Ensure information regarding municipal meetings, programs (i.e. chipping) open houses and community events is readily available from the Switchboard and Reception Desk. Provide booking service and technical support for the Council Chambers and Blaney Room for municipal staff and public agencies Arrange for delegations to appear at Council meetings Conduct elections Conduct tours of Municipal Hall Enhance the availability of information through a records management program Post Council Agendas to the website in a timely manner with easy to navigate links to retrieve reports Inter-Government Relations/Partnerships Develop and maintain strong, positive working relationships with the Greater Vancouver Regional District, Federal and Provincial representatives, the School District, TransLink, the City of Pitt Meadows, District of Mission and First Nations Ensure correspondence from regional stakeholders is provided to Council Economic Development Provide a customer-service oriented approach in the delivery of municipal services through inquiries coming into reception and ensure inquiries are promptly directed to the appropriate departments.
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3.0 3.0 Departmental Overview
Services Provided: Council Support Prepare and distribute agendas and minutes for Council, Committee of the Whole, Special Meetings, Advisory Committees and Workshops Prepare and distribute Council resolutions and action notices Assist with the review of Council policies Arrange for delegations Provide parliamentary advice Set up venues for meetings Maintain a Calendar (Schedule of Events) for Council Conduct research Provide training opportunities Council Advisory Committees Support Provide parliamentary advice and clerical assistance in the preparation of agendas, minutes, and meeting accommodations for seven Committees Advisory Design Panel Agricultural Advisory Committee Bicycle Advisory Committee Community Heritage Commission Municipal Advisory Committee on Accessibility Issues Parks & Leisure Services Commission Social Planning Advisory Committee Administrative Support Provide advice regarding Provincial statutes, local bylaws, policies and procedures Preparation of specific bylaws Maintain an up to date source of information pertaining to Council on the Intranet Statutory services (Elections, Advertising, Public Hearings, Freedom of Information, Board of Variance, Development Variance Permits, Local Area Service Petitions, Financial Disclosures) Services to other Departments (report review, records management, records management advice, meeting notifications, mail, ordering corporate stationery and supplies, coordinate authorization of municipal documents and contracts (i.e. registering development variance permits, executing tenders/contracts), maintain and update municipal phone list, and maintenance of coffee and water dispensers) Services to the Public (switchboard, reception, website, public tours, meeting notification, Council Chambers and Blaney Room usage, co-ordination of televised coverage of Council meetings through Shaw Cable, public distribution of agendas, minutes, delegations, claims for found property) Receive and distribute time-sensitive tender documents Maintain a centralized database of Municipal contracts Property Management Coordinate Property Management Committee Manage property sales, purchases, leases and rentals Provide conveyance services to the District Liaise with the Districts Realtors Group Confirm purpose for Municipally owned holding properties and, as appropriate, sell properties that are surplus to our needs
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Conduct annual review of the Municipal rental properties for cost effectiveness, life expectancy, etc. Liaise with the property management firm for the Maple Ridge Business Centre Update and maintain a property database Risk Management Coordinate all current insurance claims Take a proactive approach to risk management to control costs and exposure Hold annual meeting with the Municipal Insurance Association to review claims and recommend preventative action Hold annual meeting with the each Division to review claims and determine preventative action Hold annual meeting with Insurance Broker to evaluate service and insurance coverage options Actively investigate claims made against the Municipality to reduce time spent by and cost of the insurance adjusters and lawyers Provide quarterly reports to Council summarizing claim costs Review indemnity and risk transfer wording in agreements with contractors, vendors, service providers, etc. Provide risk management advice and training to staff Legal Manage legal accounts, maintain database of recent legal opinions Draft legal documents Coordinate corporate activity on current legal actions Provide quarterly reports to Council summarizing legal costs Customers: Our customers are Mayor and Council, citizens of Maple Ridge, the business community and internal staff from all departments. We also work closely with other municipalities, regional districts, government agencies and First Nations. Resources: Manager of Legislative Services Property & Risk Manager Confidential Secretary Clerk Typist 3 Legislative Clerk Committee Clerk (p/t) Mail Clerk (p/t) Records Management (contract position) Conveyance Clerk (contract position)
Values The Clerks Department encourages citizen participation and communication in decision making by providing Council, staff and the public with prompt, pertinent and precise information and advice in a professional manner. We ensure that everyone with an interest in the business of Council has timely access to the information they need to participate in the democratic process. We encourage a work environment that promotes employee involvement, open communication, teamwork and cooperation.
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Organization Chart
Net Operating Budget = $1,087,578 Full-time equivalent staff =7.2 Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Collaborative effort with Information Services to research the options and costs, and the likely next steps, of document management Status as of September 30, 2008 Ongoing attended a variety of records management seminars; developed a naming convention for electronic files based on the Local Government Management Association (LGMA) classification system; tested naming convention within Clerks Department; met with the Building Department to assess their needs for conversion of records to the LGMA classification system; Ongoing all statutory requirements met to date; two candidate information sessions held. Training sessions to be scheduled in Fall 2008 Review of long term planning documents (e.g. OCP, Transportation Plan, P&LS Master Plan, etc.) to be done in Fall 2008 Ongoing restructured responsibilities of Legislative Clerk to enable that position to take on additional property management responsibilities; continuing to assess if an additional position is required.
Local Government Election Incident Reporting Training Analysis of requirements for future land acquisitions Review of staff support requirements for the property and risk management function
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Other Accomplishments Found Milestones Local Government Election Awareness Campaign Status as of September 30, 2008 Ongoing in conjunction with Communications launched an election awareness campaign which now includes other north-east sector communities; website content has been enhanced; press releases have been issued; main campaign launch date is October 15 Complete in conjunction with the Finance Department, five loan authorization bylaws to advance projects within the Capital Works Program were adopted by Council. Elector approval was obtained through an alternative approval process. Acquired 2 properties for future park, 7 road dedications, closed and disposed of 1 road, processed 7 statutory right-of-way agreements, release of 1 statutory ROW and 3 covenants, arranged for new tenant in 1 rental home, demolished 1 rental home, 3 new tenants and 4 renewals in the MRBC Office Tower, managed debt re-payment from re-sales at Panorama by ECRA 28 new claims from Oct 1/07 to Sept 30/08. 43 new claims for the same period in 2006/2007, 32 for 2005/2006, 42 for 2004/2005, 49 for 2003/2004, 45 for 2002/2003, 33 for 2001/2002 Provided exemplary customer service for visitors and callers to Municipal Hall. During business hours callers are always greeted by a live voice on the phone. Staff at the Information Desk is a knowledgeable initial source for municipal events and programs. Staff assists sustainability initiatives through clearing of recycling containers throughout the Hall, monitoring of common supplies and investigating alternatives that will be more costefficient and environmentally-friendly.
Loan Authorization Bylaws adopted by Council
Properties
Insurance claims
Customer Service
Sustainability Initiatives
Projects in Progress: Agreement with Canadian Pacific Railway to limit train whistling at selected crossings Review insurance reserves and related policies to ensure adequate funding is in place
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4.0 Performance Measures/Indicators 4.1 Service Area Goal: Council Support Provide a smooth transition between past and present Councils. Objectives: To provide resources and training opportunities for newlyelected Council Members. Action, Responsibility and Timeline: Update the Council Resource package; Ceri Marlo, Amanda Gaunt, November 2008 Conduct orientation sessions for the newly-elected Council: Ceri Marlo, December 2008 Provide two legal seminars conducted by Lidstone, Young, Anderson to Council; Ceri Marlo, January 2009, June 2009 4.2 Service Area Goal: Council Support Assist Council with its review of policies Objectives: To develop a process for a systematic review of policies during each term of office Action, Responsibility and Timeline: Review existing policies; Ceri Marlo, Amanda Allen, Council Sub-Committee, July 2008 Report to Council on status of policies reviewed; Ceri Marlo, January 2009 Develop policy and procedures for on-going review of policies; Ceri Marlo, Council SubCommittee, February 2009 4.3 Service Area Goal: Council Advisory Committees and Commissions Support To further the Districts goal of sustainability by providing meeting information electronically to Committees and Commissions of Council Objectives To provide agenda package information for committees and commissions electronically To make efficient use of audio/video equipment available for presentations of agendas. Action, Responsibility and Timeline: Bring forward suggestions at committee and commission meetings: Lynn Marchand, October 2008 If approved, follow through on e-mailing agenda packages: Lynn Marchand Prepare a PowerPoint presentation incorporating the agenda and reports/attachments for each committee/committee: Lynn Marchand, October 2008 4.4 Service Area Goal: Administrative Support To have a standardized system for the management and control of corporate electronic documents and records throughout the organization based upon the Local Government Management Association (LGMA) standards. Objectives: To facilitate the implementation of the LGMA records management system for electronic documents and paper records into all departments ; To ensure there is compliance in the application and use of the LGMA records management system in departments already using this standard for their paper records To choose and implement an electronic system to assist in managing electronic files
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Measures: The progress of the implementation of the classification system within all departments will be measured by determining the percentage of files that have been reviewed and dealt with by either renaming the files using the new classification system, deleting the files or archiving the files. Measuring this data will enable the Clerks Department to monitor the success of the project and better assist departments by identifying those that have larger volumes of files. Actions, Responsibility and Timeline: Initiate an Electronic Document and Records Management information section within the Intranet to support conversion of records to LGMA standards; Val Billesberger, Amanda Allen, December 2008 Establishment of a task force to support conversion of records to LGMA standards within all departments; Ceri Marlo, Val Billesberger, January 2009 Updating of Records Management Manual to familiarize staff with standardized practices for managing electronic documents and paper records throughout their life cycle and retaining them in accordance with statutory requirements; Val Billesberger, June 2009 Preparation and adoption of Records Management Bylaw; Ceri Marlo, July 2009 Development and implementation within all departments of new naming convention for electronic files based on the classification list contained in the Records Management Manual; Val Billesberger, Departments, December 2009 Conversion of paper records within all departments to LGMA standards; Val Billesberger, Departments, December 2010 Issue Request for Proposals for supplier of electronic document management system and select proponent; Ceri Marlo, John Bastaja, Val Billesberger, Task Force, February 2010 Ongoing Records Management Committee formed to provide ongoing advice on records management strategy; Ceri Marlo, Val Billesberger; Departments, March 2010 4.5 Service Area Goal: Risk Management To limit exposure to risk for the District and members of the public Objectives: Use data collected from investigation of insurance claims and recommendations from Risk Management Committee/staff to reduce risk and, where appropriate, transfer risk to other parties (e.g. contractors, vendors, etc.) To ensure cost efficient provision of insurance coverage and claims handling Action, Responsibility and Timeline: Develop a Risk Management Program to define processes for risk analysis, loss prevention, staff training, etc.; Ron Riach, 3rd Quarter 2009 Review & update Council adopted policies for insurance & inspection standards; Ron Riach, 2nd Quarter 2009 To inform public of claims process through development of a brochure and web page; Ron Riach, 1st Quarter 2009 4.6 Service Area Goal: Risk Management To limit exposure to risk for the District and members of the public Objectives: Review alternatives for insurance coverage Action, Responsibility and Timeline: Survey insurance coverage provided in other municipalities; Ron Riach, 1st Quarter 2009 Work with insurance broker to determine available alternatives; Ron Riach, 2nd Quarter 2009
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4.7 Service Area Goal: Property Management Manage Municipal holding/leased properties and facilitate property acquisitions and sales that reflect the Official Community Plan and infrastructure development. Objectives: Negotiate the best value for the acquisition and sale of property as directed by the Property Management Team. Ensure the Municipally owned rental houses/holding properties are safe, liveable and maintained in a cost-effective manner. Ensure all Municipal lease and partnership agreements are monitored and evaluated. Liaise with property management firm to ensure cost effective management of the Maple Ridge Business Centre Action, Responsibility and Timeline: Review & update Council adopted policies for Municipal Land and Roads; Ron Riach, 2nd Quarter 2009 Develop database of properties, excluding those to be obtained through development, needed for future use by the District; Ron Riach, 2nd Quarter 2009 Assist Engineering department in negotiating property acquisitions & right-of-way/access agreements for road and service projects; Ron Riach, Ongoing
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Clerks Department
2008
Adopted Account Rental Revenue Lease Rentals Taxes
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($77,268) ($182,100) $59,176 ($200,192)

Expenditures
($81,131) ($174,600) $62,248 ($193,483)
($3,863) $7,500 $3,072 $6,709
(5%) 4% 5% (3%)
($84,995) ($175,440) $62,424 ($198,011)
($88,858) ($163,680) $65,355 ($187,183)
($92,722) ($163,920) $58,027 ($198,615)
($96,585) ($164,160) $58,027 ($202,718)
Advertising Coffee / Etc. Copying Insurance Insurance-Adj Fee / Deductible Legal Maintenance - General Miscellaneous Postage & Courier Program Costs - Properties Program Costs - Records/FOI Recovery - Professional Fees Risk Management Expense Salaries Stationery
$77,000 $27,000 $36,849 $804,926 $25,000 $176,100 $41,500 $17,000 $38,022 $13,461 $22,746 $3,790 $2,425 $529,975 $13,506 $1,829,300
$2,000 $27,000 $36,849 $765,214 $25,000 $176,100 $41,500 $17,000 $39,340 $13,461 $22,746 $3,790 $2,425 $575,597 $27,000 $1,775,022
($75,000) $0 $0 ($39,712) $0 $0 $0 $0 $1,318 $0 $0 $0 $0 $45,622 $13,494 ($54,278)
(97%) $2,000 0% $27,000 0% $36,849 (5%) $771,158 0% $25,000 0% $176,100 0% $41,500 0% $17,000 4% $40,657 0% $13,461 0% $22,746 0% $3,790 0% $2,425 9% $599,928 100% $27,000 (3%) $1,806,614
$77,000 $27,000 $36,849 $777,400 $25,000 $176,100 $41,500 $17,000 $41,975 $13,461 $22,746 $3,790 $2,425 $622,480 $27,000 $1,911,726
$2,000 $27,000 $36,849 $783,953 $25,000 $176,100 $41,500 $17,000 $43,292 $13,461 $22,746 $3,790 $2,425 $642,431 $27,000 $1,864,547
$2,000 $27,000 $36,849 $790,834 $25,000 $176,100 $41,500 $17,000 $44,609 $13,461 $22,746 $3,790 $2,425 $663,650 $27,000 $1,893,964
Internal Transfers Advertising - Recovery Contributions from Reserve Insurance Recovery Overhead - reallocation Salaries Recovery
($4,000) ($75,000) ($373,545) ($35,000) ($25,000) ($512,545) $1,116,563
($4,000) $0 ($416,461) ($48,500) ($25,000) ($493,961) $1,087,578
$0 0% $75,000 (100%) ($42,916) (12%) ($13,500) (39%) $0 0% $18,584 (4%) ($28,985)
($4,000) $0 ($422,405) ($48,500) ($25,000) ($499,905)
($4,000) ($75,000) ($428,647) ($48,500) ($25,000) ($581,147) $1,143,396
($4,000) $0 ($435,200) ($48,500) ($25,000) ($512,700) $1,153,232
($4,000) $0 ($442,081) ($48,500) ($25,000) ($519,581) $1,171,665
Totals
(3%) $1,108,698
Proposed Changes or Remarks: Advertising / Contribution from Reserves: The costs associated with the 2008 municipal elections are reflected in this account. The offsetting amount can be seen below in the Contributions from Reserves. Insurance and Insurance Recovery: The cost of insurance has decreased. Salaries: The increase reflects a position re-classes and updated benefit and wage costs. Stationery: Updated to reflect actual costs.
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6.0 7.0 Capital Budget None Information Technology Update
Upgrade to Council Chambers Closed Circuit Television System The recording obtained from the closed circuit television system in Council Chambers assists with the production of minutes of meetings and is necessary for surveillance purposes during public meetings. The system uses outdated VCR technology. This technology has been replaced by digital video recording (DVR) systems. Changing to a DVR system will reduce time spent producing minutes through the ease of use, will enable staff to better respond to requests for copies of recordings of minutes, reduce the storage space required for the recordings and is in line with the Districts IT strategy to centralize services and store data on the network. Digital Video Recording Software Digital Video Recording Hardware 8.0 Incremental/Reduction Package None $5,000 $5,000
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District of Maple Ridge Corporate & Financial Services Finance Department Business Plan 2009 2013
The Finance Department provides financial services through cooperative interaction with our customers, clients, and co-workers in alignment with Councils strategic direction. As a department our responsibility and authority is derived from legislation mandated by the British Columbia Community Charter, Local Government Act, Provincial and Federal Statutes and Municipal by-laws. From a legal and community perspective we uphold the public trust while maintaining financial excellence. From a corporate perspective our strategies and business plans focus our energy on supporting the administrative and operational needs of the Municipality to enhance quality service delivery to the public. This emphasis has driven our requirements for technology, providing monthly operating and financial reports, partnering with financial institutions to offer alternatives in meeting the needs of our customers and seeking innovative ways to attract new revenue sources. As a service department we are committed to: 1. Financial administration policies and procedures that provide: Accurate accounting and financial governance Timely and meaningful financial reporting Information for staff and management to support the financial aspect of their business areas Prompt payment of obligations Effective financial planning and budgeting Taxation administration that is efficient and fair Effective management of investments that maximize returns within accepted risk tolerance Protection of our municipal assets 2. Stewardship We value sound management practices in the responsibilities entrusted to us by the Municipal Council, departments and the public. 3. Respect & Integrity We value and practice personal and organizational integrity, fiscal and operational accountability, and protecting the public trust. 4. Strategic Perspective We serve the Municipality through proactive planning and anticipating issues. 5. Customer Focus We provide an effective balance between service provision and regulation. We familiarize ourselves with our customers business needs in order to provide relevant service within the constraints of regulation and resource availability. 6. Leadership We encourage the leadership skills within each individual in the department. 7. Entrepreneurship - We are always open to new revenue sources, service cost recovery, or partnering to reduce the reliance on the general property tax. The plan reflects the direction and views of the corporate strategic plan and department staff.
Corporate & Financial Services Finance Department
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2.0 Corporate Overview Strategic Alignment Environment Explore funding options in support of green initiatives. Administer tax exemption policies that support green buildings. Transportation Coordinate the development of long-range capital plans that address the transportation needs of the community Smart Managed Growth Develop long-range financial plans that support the service and infrastructure demands of a growing community. Financial Management Produce financial information at Public Sector Accounting Board (PSAB), Local Government Act, Community Charter, and Government Finance Officers Association (GFOA) standards. Prepare operational reports for various internal users that measure financial performance Present annual and quarterly financial reports to Council and the public. Review utility rates to reflect costs and plan a long-range viable and fair price. Sustain/improve upon the past years revenue sources to reduce reliance on the general property tax. Prepare and submit the five-year Consolidated Financial Plan and associated supporting budgets. Continue in our efforts to implement technology that is relevant, efficient, and effective. Adhere to legal, ethical, and professional standards that uphold the public trust. Use the Audit and Finance Committee as the forum to develop/review financial policy and procedure. Continue the program to host Council/Staff financial management workshops. This knowledge will enable Council to more effectively plan for the future of the community and make decisions that have a financial impact on our residents. Continuous review and update of financial management policies. Governance Report on a regular basis to the Audit and Finance Committee on financial governance matters. Invite municipal auditor to meet privately with the Audit and Finance Committee and other members of Council at least twice a year. Review and document internal controls, conduct internal audits and review results with the Audit and Finance Committee. Regular review of the status of the auditors Management Letter with the Audit and Finance Committee. Continued implementation of financial sustainability policies. Review and update financial management policies, internal controls and procedures to ensure municipal assets are protected. Community Relations Taking our financial plan public through a variety of forums. Expanding methods by which the public can access the Finance Department and alternatives by which the public can transact payments. Use the website to publicize and articulate the status of our financial position, the Five Year Consolidated Financial Plan, taxation and utility fees and methods of transacting business with the Finance Department. Financial performance presented at public meetings throughout the year. Meet directly with community members to discuss matters.
Business Plan 2009 2013 Corporate & Financial Services Finance Department Page 2 of 13
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Inter-Government Relations/Networks Regional Finance Advisory Committee (RFAC), Metro Vancouver; advisory body responding/recommending/analyzing financial matters that have a regional impact. Active member of the Collectors Forum. Active membership on CGA and Local Government Management Association (LGMA). Participant in Lower Mainland working group to implement new accounting standards. Participant in Lower Mainland networking group for budget and financial planning matters. Economic Development Support Economic Development by continuous review of commercial taxation policies. Provide reports that indicate economic trends. Administer the Revitalization Tax Exemption Bylaw. Interdependencies A key function of department is to provide financial support to Municipal departments and external customers; strong working relationships are a key element of our success. The involvement of Council and Administration in the management of financial assets is an integral part of developing a viable long-range financial plan. 3.0 Departmental Overview Services Provided Financial reporting to management, Council, citizens, and other interested parties. Coordinate the development of agendas for the Audit and Finance Committee. Financial advice and policy recommendations to departments, Corporate Management Team (CMT), and Council. Coordinate the preparation of the long-term financial plan in accordance with the Financial Sustainability policies. Coordinate the long range capital program and associated funding requirements General accounting functions: payables, receivables, payroll control functions. Debt, cash and investment management. Administer grants programs, development security, GST, PST, withholding and excise taxes. Collection of taxes and utility levies. Being an active member on RFAC, Metro Vancouver; this advisory group evaluates and recommends on financial matters that impact the region as a whole. Administer Provincial Home Owner Grants and property tax deferment programs. Provide dedicated department liaison service. Customers Council and all departments All residents and businesses in the community Financial institutions, legal and accounting firms Vendors that provide goods and services All senior levels of government and their agencies Professional associations
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Resources Manager of Accounting Manager of Financial Planning Manager of Business Systems Manager of Revenue & Collections Accountant III 1.0 1.0 1.0 1.0 2.0 Accountant I Accounting Clerk II Cashier Clerk Finance Clerk II Clerk I 1.0 5.0 3.0 1.0 0.9
Values The Municipality seeks to manage its financial resources effectively with sound and predictable results and to focus the allocation of those resources to well communicated priorities. To achieve this outcome with an adherence to legal, ethical and professional standards that uphold the public trust, the priorities of the Finance Department are to be a: Leader Business Partner Functional Expert Policeman Historian Within the context of these priorities we are enhancing our purpose, role, structure, processes, management, and systems. Our vision and values guide us even though these can be in conflict with the goals and objectives of our colleagues. Mission: Upholding the public trust through financial excellence We believe we are the custodians of the vision of the community (in financial terms). We commit to focusing Finance leadership on vision and change. We commit to streamlining key financial processes, and refocusing resources on providing value-added financial services to our citizens and internal customers Embracing the Corporate Strategic Plan to Provide high quality municipal services to our citizens and customers in a cost effective, efficient, and timely manner. Organization Chart
General Manager: Corporate & Financial Services Paul Gill
Manager of Accounting Catherine Nolan
Manager of Revenue & Collections
Silvia Rutledge
Manager of Financial Planning Trevor Thompson
Manager of Business Systems Kathleen Gormley
Accountant III Shannon Laxton
Accounting Clerk II (Utilities/Taxation) Ashley Hilleren Cashier Clerk Sally Dixon Michelle Farrance Elisa Weel Clerk I .9 FTE
Accountant III C.K. Lee
Accounting Clerk II Steve Wyke
Accountant I Bernice Carstensen
Accounting Clerk II Jodi Mitchell
Clerk II Arlene Oosten-Wells
Accounting Clerk II Susie Hillier GAnn Rygg
Net Operating Budget = $1,125,455 Full-Time Equivalent Staff = 16.9

* General Manager: Corporate & Financial Services budgeted to Administration Business Plan 2009 2013 Corporate & Financial Services Finance Department Page 4 of 13
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Continued review, assessment and modification of department restructure with emphasis on cross training at all levels Status as of September 30, 2008 The team of Managers in the department has been encouraging staff to grow into roles that they may aspire to. This has been accomplished through backfilling and developing their skills to enable them to assist with capital projects, budget development, payroll, and other project work. This will continue into 2009. In-Progress Information requirements have been identified and data collection for new contracts has started. This will be an ongoing initiative. 2009 2009 In-Progress Complete In- Progress Complete Ongoing In 2008 reviews of key and new systems were undertaken. Ongoing In 2008 information was presented on Taxation, Financial Performance 2009 In 2008 a comprehensive review of the purchasing policy was undertaken. Purchasing card processes will be reviewed once purchasing policy update is completed. Complete In-Progress Fourth Quarter Fourth Quarter Start in Fourth Quarter Most work will be done in 2009 In Progress Complete
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Work with Clerks and other departments to identify and monitor financial components of contracts Work with Engineering to develop models for Utility rates structure Work with Policy Analyst to review Finance fees and charges Work with all departments towards implementation of accounting for Tangible Capital Assets Work with Engineering to complete migration of Capital Program administration to Finance Work with other District staff to further implement the long term Financial Sustainability strategy Work with other District staff to provide Benchmarking information on Water and Wastewater to the National Research Council of Canada Develop internal controls and audit priorities and conduct one or two reviews Develop Council information workshops Review purchasing card approval processes
Implement new Taxation and Utility software for billing and collection of 2008 taxes Work with IS Department to upgrade Ross Financials to support Oracle upgrade Work with IS and other departments to conduct financial systems replacement study Work with IS and Bylaw Enforcement departments to develop replacement strategy for Dog Licensing and Excess Capacity legacy systems Work with Clerks department to develop strategy to migrate Finance records management to LGMA standards Prepare new model of financial statements for 2009 Review and update Council policies for permissive tax exemptions
318
Projects in Progress Other Tempest modules online functionality including customer access to accounts and tax certificates. 4.0 Performance Measures/Indicators 4.1 Service Area Goal: Administration Review and documentation of internal control procedures. With the implementation of new systems and processes, and divisional/departmental organizational changes there is a critical need to continuously review, evaluate, document and implement internal controls that are in keeping with standards. Objectives: Ensure the safeguarding of Municipal assets. Reduce risks. Promote efficiency and improve return on liquid assets. Adhere to legal, ethical and professional standards. Measures: The number of procedures that are reviewed. Production of internal control procedure document. Presentations to Audit and Finance Committee, Council, Management, and/or staff. Action, Responsibility and Timeline: The process began in 2004 with a review of internal controls and is part of the departments regular work program. The following are targeted for review: Payment Processing Manager of Business Systems, Manager of Revenue & Collections; Fourth Quarter Investment: Manager of Business Systems Manager of Financial Planning; Fourth Quarter Asset Stewardship Manager of Business Systems, Manager of Accounting; Fourth Quarter 4.2 Service Area Goal: Revenue & Collections Issue of tax notices, utility bills, licences, etc. by specific dates in the most cost efficient and costeffective method to the benefit of all stakeholders. Objectives: Generate the necessary revenue on a timely basis to finance services. Improve cash flow and opportunity to increase investment revenue. Meet the timely expectations of our taxpayers and other customers. Adhere to legal, ethical, and professional standards. Measures: Meeting the many pre-determined deadlines for which municipal revenue is derived. Responding to requests from financial institutions for mortgage associated materials. Compared on a weekly basis, the amount of monies on a quick turn around basis from taxpayers as compared to prior year. Number of notices from senior level of governments of delayed payments. Size of investment portfolio in $ and securities held. Action, Responsibility and Timeline: Manager of Revenue and Collections; various support staff; Information Services Department Programmers; ongoing timelines throughout the year because the due dates vary for taxation, utilities and fees. By the fourth week in May the tax notices are to be issued.
319
4.3 Service Area Goal: Accounting/Financial Reporting For the benefit of elected officials, management, operating staff, and the community at large, prepare operating statements, consolidated financial reports, and quarterly financial operating reviews. For the benefit of the operating departments review the operating results and prepare all necessary corrections and adjustments to provide the most up to date operating results. Objectives: Timely review of financial performance in relationship to the plan and approved by-laws. Measurement in achieving political and community goals. Upholding the public trust. Opportunity to review and discuss financial management issues with external auditors. Provide accurate and informative information for decision-making purposes. Measures: Number of consolidated reports reviewed with the Audit and Finance Committee and/or Council. Number of monthly operating statements produced by the 10th working day of each month. Action, Responsibility and Timeline: Review the Consolidated Statements and reports at the end of May, July, and October Accounting staff. Review consolidated statements with CMT and Council on a quarterly basis Manager of Accounting. Distribute monthly and capital reports by the tenth working day after month end Accountant III. Review operating statements by mid month with each department Finance Department representatives. 4.4 Service Area Goal: Accounting For the benefit of all management and elected officials prepare an analysis of reserve funds/accounts showing fund balances and unrecorded charges. Objectives: Provide information for strategic decision making. Improve long range capital, operating and financial planning. Improve investment return by managing cash flow. Measures: Preparation of key reserve funds/reserve account analytical reports at the end of the second and third quarters as well as year end. Action, Responsibility and Timeline: Preparation of reserve reports Manager of Accounting Conduct bi-monthly reconciliation of reserves Accountant III Quarterly review at Audit and Finance Committee Manager of Accounting Year end review for Council Manager of Accounting
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4.5 Service Area Goal: Finance Administration Provide Council and the public with published documents that provide a comprehensive and clear overview of the Districts financial performance and resources. Objectives: Uphold the public trust and confidence in the financial management. Meet the accepted standards as established by PSAB. Promote high standards of accounting and financial reporting. Inform public on planned uses of financial resources and financial performance. Measures: Receipt of Government Finance Officers Association (GFOA) award. Action, Responsibility and Timeline: Submit the Annual Report to GFOA and apply for the Canadian Award for Financial Reporting Executive Assistant; June 2009 4.6 Service Area Goal: Finance Administration Enhance our overall revenue position and reduce our reliance on the general property tax by managing our investment portfolio in a manner that maximizes our return without compromise to safety and liquidity. Objectives: Improve our return on our investment portfolio by investing in quality securities that generate extra revenue. Reduce the reliance on the property tax. Reduce volatility in these returns. Improve the financial position of our reserves. Adhere to professional and ethical standards. Measures: Return on investment compared to benchmark index. Number of variances to the Investment Policy. Number of quarterly reports to the Audit and Finance Committee.
Municipal Investment Return Benchmark Short-term Mid-term Long-term Wt. Avg. 0.00% 1.00% 2.00% 3.00% 4.00% 5.00% 2007 Actual
The weighted average rate of return on the Districts portfolio of investments for 2007 was 4.02% compared to a benchmark index (Municipal Finance Authority investment funds) of 3.92%. The return includes interest payments, interest accrued and unrealized gains or losses due to changes in the market value of the Districts holdings. Including market value changes in the calculation will cause fluctuations in returns, as market pricing change, but is an accurate measurement of overall return and allows for meaningful comparison to benchmarks.
Action, Responsibility and Timeline: Submit quarterly reports to Audit and Finance Committee Manager of Financial Planning. Submit report including annual return on investment to Council Manager of Financial Planning.
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4.7 Service Area Goal: Financial Planning For the benefit of the citizens, residents, Council, and community as a whole prepare a longrange financial plan that: outlines the economic development and service goals of the Municipality uses trends in current operations to forecast the future financial condition details year-by-year steps needed to preserve the fiscal health of the Municipality makes a reasonable prediction about future financial condition gives structural targets that guide tax and expenditure policy Objectives: Provide for a strategic approach to operational and financial management rather than tactical. Establish the criteria for principled decision making on current and projected programs. Identify and address long-term financial opportunities and challenges. Employ good business practice. Keep Council and the community informed. Basis for evaluating ability to maintain services, meets future needs and determining debt capacity. Measures: Preparation of the Five Year Consolidated Financial Plan bylaw end of fourth quarter. Action, Responsibility and Timeline: Preparation of the Five Year Consolidated Financial Plan Manager of Financial Planning Departments are to be supported in presenting a working budget and financial operating and capital plan for five years Finance Department Service Representative Review the Consolidated Five-Year Financial Plan document with a view to submission for the GFOA Budget Presentation Award Program Manager of Financial Planning and Executive Assistant 4.8 Service Area Goal - Sustainability: Finance Administration/Engineering Services Develop a financial strategy (model) to better address infrastructure sustainability in water distribution, sewage and drainage collection and road rehabilitation. Objectives: Develop an improved assets inventory and to determine minimum and optimum asset replacement costs and appropriate replacement scheduling. Explore innovative funding strategies in support of future capital works programs. Develop an improved financial model geared for achieving an acceptable measure of infrastructure sustainability over the life of the capital works program. Use the strategy for decision-making purposes in consideration of future allocation of resources. Comply with future financial reporting requirements. Measures: Inventory completion in identified timeline. Number of new funding sources or mechanisms identified. Model completion in the identified timeline. Action, Responsibility and Timeline Develop an inventory of municipal assets consistent with accepted industry standards Manager of Financial Accounting Investigate new and innovative funding mechanisms and strategies Manager of Financial Planning
322
Develop a sustainability model Manager of Financial Planning Report to CMT on a strategy to achieve an improved measure of infrastructure sustainability Capital Works Committee 4.9 Service Area Goal: Finance Administration For the benefit of the District, review and as necessary revise corporate financial policies. Corporate financial polices are the cornerstone of developing financial plans and making business decisions. Objectives: The review and revision of financial policies - determine whether policies are current and assist and guide Council and staff in the development of financial and other business decisions. Measures: Number of policies reviewed/developed. Action, Responsibility and Timeline: Review financial policies as required Finance Managers; ongoing 4.10 Service Area Goal: Finance Administration Host workshops that will inform and improve the financial management decision-making process. Financial policies are the cornerstone to successful financial planning and support the strategic planning process. Through this process Council, staff and residents are informed of our legal obligations, taxation and revenue sources, expenditures and financial sustainability. Objective: To host financial workshops that will inform elected officials, staff and the general public of the municipal financial framework. Measures: Number of workshops held. Action, Responsibility and Timeline As needed.
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Finance
2008
Adopted Account Expenditures Advertising Audit Fees Miscellaneous Postage & Courier Salaries Stationery Studies & Projects
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$4,000 $50,000 $17,000 $22,000 $1,209,569 $10,000 $0 $1,312,569
$4,000 $50,000 $17,000 $22,000 $1,253,705 $10,000 $5,000 $1,361,705
$0 $0 $0 $0 $44,136 $0 $5,000 $49,136
0% 0% 0% 0% 4% 0% N/A 4%
$4,000 $50,000 $17,000 $22,000 $1,316,055 $10,000 $5,000 $1,424,055
$4,000 $50,000 $17,000 $22,000 $1,372,409 $10,000 $5,000 $1,480,409
$4,000 $50,000 $17,000 $22,000 $1,429,162 $10,000 $5,000 $1,537,162
$4,000 $50,000 $17,000 $22,000 $1,473,954 $10,000 $5,000 $1,581,954
Internal Transfers Recovery - Professional Fees Salaries Recovery
($11,250) ($225,000) ($236,250) $1,076,319
($11,250) ($225,000) ($236,250) $1,125,455
$0 $0 $0 $49,136
0% 0% 0% 5%
($11,250) ($225,000) ($236,250) $1,187,805
($11,250) ($225,000) ($236,250) $1,244,159
($11,250) ($225,000) ($236,250) $1,300,912
($11,250) ($225,000) ($236,250) $1,345,704
Totals
Proposed Changes or Remarks: Salaries: Variance is in line with the wage and benefit cost contingency. Studies & Projects: Cost of contract work for actuarial work.
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Fiscal Services
2008
Adopted Account Town Centre Development Debt - Interest Debt - Principal Lease Fees Maintenance - Buildings Insurance Fiscal Services Transfers to Capital Funds Debt Payments Contributions from Others Debt - Principal & Interest Transfers from Reserve Funds Expenditures Bad Debts Bank Charges Contingency Taxes-Interest on Prepayments Internal Transfers Appropriation of Surplus Contribution to own Reserves Contribution to Self-Insurance Contributions from own Reserves Contributions from Reserve for Comm Proj Salaries Recovery Surplus (Capital Projects) Transfers to Reserve Funds
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$2,429,391 $1,703,093 ($1,481,886) ($140,494) $373,443 $24,304 $2,907,851 $2,328,764 $2,328,764 ($2,583,783) $3,003,606 ($57,683) $362,140 $5,000 $12,500 $95,000 $95,500 $208,000 ($12,829) $7,331,386 $45,000 ($6,565,478) $0 ($185,270) $0 $275,239 $888,048 $6,694,803
$2,341,070 $1,757,877 ($1,443,809) ($141,718) $373,443 $24,304 $2,911,167 $2,244,073 $2,244,073 ($2,503,749) $4,377,233 ($321,474) $1,552,010 $5,000 $12,500 $55,000 $130,000 $202,500 $45,994 $7,920,977 $45,000 ($6,804,346) ($401,473) ($200,000) $835,000 ($1,083,840) $357,312 $7,267,062
($88,321) $54,784 $38,077 ($1,224) $0 $0 $3,316 ($84,691) ($84,691) $80,034 $1,373,627 ($263,791) $1,189,870 $0 $0 ($40,000) $34,500 ($5,500) $58,823 $589,591 $0 ($238,867) ($401,473) ($14,730) $835,000 ($1,359,079) ($530,736) $572,259
(4%) 3% 3% (1%) 0% 0% 0% (4%) (4%) 3% 46% 457% 329% 0% 0% (42%) 36% (3%) 459% 8% 0% (4%) N/A (8%) N/A (494%) (60%) 9%
$2,249,985 $1,814,476 ($1,220,003) ($141,742) $373,443 $24,304 $3,100,463 $2,238,947 $2,238,947 ($2,503,749) $5,728,516 ($3,128,864) $95,903 $5,000 $12,500 $145,996 $130,000 $293,496 $44,765 $8,436,858 $45,000 ($6,979,784) ($132,494) ($200,000) $0 $1,139,289 $2,353,634 $8,082,443
$2,156,048 $1,872,952 ($1,240,647) ($141,766) $373,443 $24,304 $3,044,334 $2,378,344 $2,378,344 ($2,503,749) $6,695,691 ($3,128,864) $1,063,078 $5,000 $12,500 $270,259 $130,000 $417,759 $45,047 $9,351,887 $45,000 ($7,501,239) ($90,000) ($200,000) $300,000 $1,180,109 $3,130,804 $10,034,319
$2,059,166 $1,933,369 ($1,261,291) ($141,790) $373,443 $24,304 $2,987,201 $3,280,197 $3,280,197 ($2,503,749) $7,274,844 ($4,121,943) $649,152 $5,000 $12,500 $396,173 $130,000 $543,673 $44,120 $9,910,987 $45,000 ($7,321,311) $0 ($200,000) $1,212,705 $3,691,501 $11,151,724
$1,959,244 $1,995,793 ($1,261,291) ($141,814) $373,443 $24,304 $2,949,679 $3,094,969 $3,094,969 ($2,503,749) $7,274,844 ($4,701,094) $70,001 $5,000 $12,500 $576,811 $130,000 $724,311 $85,621 $10,484,140 $45,000 ($7,016,466) $0 ($200,000) $300,000 $1,247,402 $4,945,697 $11,784,657
Totals
Proposed Changes or Remarks: Town Centre Development: This area is continuing to cost less due to lower vacancy rates and a reduction in the debt payments over time. Future years lease revenues will be reviewed to ensure lease up costs and lease payments are reasonable. Transfers to Capital Funds: This represents General Revenue funded capital projects. Debt Payments / Transfers from Reserve Funds: These payments reflect the use of debt to finance the capital program. The actual figures will be updated to reflect the actual timing of capital projects and their associated debt. The payments for the borrowing associated with future school sites is to be paid back by the School District. The balance of the payments associated with debt are largely funded through reserves. The SPCA shelter is being funded through increased doc licensing revenue and the Cemetery Expansion is funded through an increase in fees. The new debt in 2009-2013 is to be funded from Development Costs Charges and the Capital Works Reserve. Contingency: The change is from distribution of costs associated with health premiums and other inflationary contingencies.
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Financial Services - Revenue & Taxation

2008
Adopted Decision Unit Mun Revenue Mun Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Other Revenue Recycling Rev Recycling Rev Recycling Rev Tax Revenue Tax Revenue Tax Revenue Tax Revenue Totals Grants in Lieu Local Improvement Program Taxes Parcel Charges - Blue Box Recycling Depot Charge Admin Fee Arrears Interest Auction Proceeds Discount on Payables Information Fees Interest -LIPs Interest Transfers Investment Earnings - Res Acct Investment Interest Miscellaneous Income Municipal Plate Fees Surplus Tax Penalties Account Prov. Grant (Unconditional)
2009
Proposed
Proposed Changes $
2010
Proposed %
2011
Proposed
2012
Proposed
2013
Proposed
($925,000) ($925,000) ($35,200) ($1,000) ($20,000) ($8,000) ($150,000) ($200,000) $180,000 ($570,000) ($750,000) ($35,500) ($22,000) ($548,865) ($465,000) ($2,625,565) ($705,499) ($654,263) ($1,359,762) ($1,729,435) ($19,298) ($46,137,198) ($47,885,931) ($52,796,258)
($941,500) ($941,500) ($35,200) ($1,000) ($20,000) ($8,000) ($120,000) ($200,000) $180,000 ($570,000) ($885,000) ($35,500) ($22,000) ($109,492) ($485,000) ($2,311,192) ($737,479) ($708,308) ($1,445,787) ($1,744,179) ($19,298) ($49,677,390) ($51,440,867) ($56,139,346)
($16,500) ($16,500) $0 $0 $0 $0 $30,000 $0 $0 $0 ($135,000) $0 $0 $439,373 ($20,000) $314,373 ($31,979) ($54,044) ($86,025) ($14,744) $0 ($3,540,193) ($3,554,936) ($3,343,088)
(2%) 2% 0% 0% 0% 0% 27% 0% 0% 0% (18%) 0% 0% 80% (4%) (12%) (5%) (8%) 6% (1%) 0% (8%) 7% 6%
($941,500) ($941,500) ($35,200) ($1,000) ($20,000) ($8,000) ($120,000) ($200,000) $180,000 ($570,000) ($885,000) ($35,500) ($22,000) ($27,415) ($505,000) ($2,249,115) ($777,627) ($747,760) ($1,525,387) ($1,779,063) ($19,298) ($53,404,755) ($55,203,116) ($59,919,118)
($941,500) ($941,500) ($35,200) ($1,000) ($20,000) ($8,000) ($120,000) ($200,000) $180,000 ($570,000) ($885,000) ($35,500) ($22,000) $15,772 ($505,000) ($2,205,928) ($815,726) ($785,298) ($1,601,024) ($1,808,948) ($19,298) ($57,358,821) ($59,187,067) ($63,935,519)
($941,500) ($941,500) ($35,200) ($1,000) ($20,000) ($8,000) ($120,000) ($200,000) $180,000 ($570,000) ($885,000) ($35,500) ($22,000) $0 ($505,000) ($2,221,700) ($856,088) ($825,192) ($1,681,280) ($1,823,132) ($19,298) ($61,578,184) ($63,420,614) ($68,265,094)
($941,500) ($941,500) ($35,200) ($1,000) ($20,000) ($8,000) ($120,000) ($200,000) $180,000 ($570,000) ($885,000) ($35,500) ($22,000) $0 ($505,000) ($2,221,700) ($898,134) ($866,770) ($1,764,904) ($1,823,132) ($19,298) ($65,686,597) ($67,529,027) ($72,457,131)
Proposed Changes or Remarks: Prov. Grant (Unconditional): Increased funding from traffic fine revenue (applied to the RCMP contract). Information Fees: Reduced to reflect decreased activity. Investment Interest: Increase reflects larger balance of funds invested. Surplus: Reflects one time funding from surplus for operating items (excludes capital funding). In 2008: $3888,865 for succession planning $100,000 in 2008 for parks growth $45,000 for the BC Disability Games $15,000 for the citizen satisfaction survey In 2009: $11,135 for succession planning $3,357 for growth funding $50,000 for parks growth $45,000 for the BC Disability Games
6.0 7.0 8.0

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District of Maple Ridge Corporate & Financial Services Information Services Department Business Plan 2009 2013
Information Services (I.S.) is the Department within the Corporate & Financial Services Division responsible for managing corporate computer systems and supporting infrastructure. The corporate computer systems include hardware, software and data resources, but also the supporting governance framework to ensure that investments in, and management of, information technology (I.T.) continues to provide value to the organization. The I.S. Business Plan provides a framework for decision-making that permits I.S. to help the Districts departments achieve their business goals through the effective use of information technology. Decisions based upon this Plan will ensure I.S. Department activity contributes to the strategic direction of the Corporation, and that information technology resources are used responsibly. These will be our ultimate measures of success. In the coming years, the Department will support strategic efforts in: assisting in the investigation of a potential infrastructure management portfolio; assisting in preparing for electronic document management initiatives; encouraging greater line department involvement in managing their IT needs; continuing to strengthen our telecommunication capabilities particularly through developing a fibre optic network; evolving the I.S. organization through succession planning and improving and matching skills to responsibilities; and continuing to improve key applications such as the web site and web-based services. In the tactical realm, initiatives for the coming years include: reviewing data storage practices and assisting in managing the implementation of records management practices; replacing the VMS operating system and migrating legacy applications; evaluating our current financial system for possible replacement; evaluating Municipal wireless data systems, public access and next steps; developing improved website access to information and services; concentrating on managing risks by continuing efforts in the business continuity/disaster recovery area, and reviewing and revising where necessary our information security practices. In the operational arena, efforts will concentrate upon: enhancing the corporate intranet and developing access to the service from home; reorganizing our electronic file storage and assisting the implementation of improved document management practices; replacing cell phones and our telephone system; supporting departmental initiatives to improve the usage of technology in the business areas; ensuring I.T. resources are used responsibly. The Information Services Department is continually challenged to improve the value derived from our I.T. investments, and to provide effective help and direction to line departments. The Department has been well-supported and effective in the past, and with a responsive business plan, should continue to provide ongoing value for the future.
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2.0 Corporate Overview Strategic Alignment Environment Disseminating information using technology reduces demand for travel to Municipal Hall, and permits more efficient servicing of customer enquiries thereby achieving more work in less time. As well, more complete access to business related data allows better understanding of decision options for staff in the field, and for Council. Other initiatives in this area involve improved website services, and in better remote access to computing resources. Finally, the Department has embarked on deploying green computer technologies where possible, and in recycling virtually all our surplus electronic equipment. Transportation Developing remote access to Municipal services can be a factor in influencing transportation behaviour. Initiatives over the coming years will be looking to increase the amount and range of data or services available to the public and staff using the internet and from remote locations. Smart Managed Growth The Department contributes indirectly to the management of growth in the community by providing ways and means to manage and access business intelligence data. The Department does this by supporting priority I.T. projects, assisting the development of systems that contribute to management decision-making insight, improving the quality of data, and ensuring it is readily available to staff and the public outside of Municipal Hall. A recent example is the Amanda property system and its integration with mapping tools. Safe and Livable Community Similar to other focus areas, the Department indirectly contributes to community development by supporting initiatives for access to information and developing enhanced services for the public such as web-based services. Community livability can be improved by access to timely information and efficient services. As well, the Department supports data requests and mapping for the Economic Development Department, Operations Department, Bylaw and Building inspectors, Fire Department, RCMP, and the Emergency Operations Management function. Financial Management The Department contributes directly to this purpose by evaluating and overseeing the implementation of priority business software solutions, in monitoring various business software systems that contribute to the efficiency of the business areas, and in encouraging better coordination, understanding and collaboration. The Department continuously strives to ensure resources are used responsibly and efficiently. The Department recently implemented a new Taxation and utility billing software program in collaboration with the Finance Department, which has resulted in improved public service and greater efficiency for Municipal operations. Governance The Department ensures the corporate data stores are safe and secure, as are the business applications that staff depend upon to maintain that corporate memory. The Department has also invested considerable time to ensure corporate computing resources are secure and utilized for appropriate purposes. Finally, the Department contributes the underlying technology, skills, and project advice to ensure initiatives in this area get the most out of technology. Community Relations The Department provides for enhanced services and dissemination of information. Encouraging the use of the website for delivery of information and services is in keeping with the virtual city hall corporate concept, and provides improved communication capabilities. Other examples in this area includes the Amanda property system, the CLASS recreation registration system and in the Volunteer Management area.
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Inter-Government Relations/Partnerships The Strategic Technology Plan recognizes the importance of partnership opportunities that may achieve improvements in information technology. The Department is always looking for such business opportunities and will continue to encourage such initiatives. A recent example is the provision of mapping data to the Integrated Cadastral Initiative (ICIS), a Provincially sponsored clearinghouse of mapping data available to private and public members. Economic Development The Department supports this focus area by implementing business systems or infrastructure improvements that leverage our current investments in technology or that can use technology as an enabler for spin-off benefits. Improving on our technological strengths can help provide access to information to the private sector through the website for example, or can help automate business processes for more efficient resolution to issues. For example, the Department has supported the implementation of the BizPal business licencing tool onto our website. 3.0 Departmental Overview Services Provided: Service Desk: User assistance services Basic user training Mobile and communications support Internal administration support Desktop Services Desktop computer support Installation and maintenance of peripherals Maintenance and troubleshooting Development of hardware and software standards Development of maintenance support procedures Business Systems Business process analysis and advice Business systems support and maintenance Analysis, design and programming Data analysis and reporting support Database management Project management Stewardship of corporate data stores Website and Intranet management and support Geographic Information Systems GIS system support and maintenance GIS integration with other business systems Analysis, design and programming Management of spatial information Mapping and spatial analysis Developing user tools User support and education Promotion of GIS services
Business Plan 2009 2013 Corporate & Financial Services Information Services Department
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Network/Infrastructure Services Network and Operating Systems support Security, monitoring and maintenance Telecommunications systems management Security Web services in support of website Firewall services VPN support for mobile computing Servers and workstations protection Disaster recovery preparation Administration Policy development Project management Budgeting and planning Operations oversight and administration Personnel development Customers Council Citizens Municipal Employees Community and stewardship groups RCMP Maple Ridge and Pitt Meadows Leisure Centres Arts Council Corporate Fitness Library Computer Lab Fire Halls Operations Centre Businesses Vendors and suppliers Resources Chief Information Officer Manager of Information Services Projects Manager Senior Analyst Programmers (3) Business Systems Analyst Network Support Specialist GIS Coordinator Information Services Support Specialists (2) User Support Assistants (2) Junior Systems Analysts (2)
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Organization Chart
Chief Information Officer John Bastaja
Manager of Information Services Chris Crabtree
Project Manager Tom McIntosh
Senior Analyst Programmer Janet Dickson Suresh Narayan Rita Venables Business Systems Analyst Oliver Schurer User Support Assistant Not Hired Carolyn Craigon
Junior Systems Analyst Forouzan Rezazadeh Natalie Kovach
Network Support Specialist Sean Serediuk
GIS Coordinator David Cooke
Information Services Support Specialist Colin Andre Caroline Harrison
Net Operating Budget = $2,286,101 Full-Time Equivalent Staff = 15
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Assisting in the investigation of a potential infrastructure management portfolio Assisting in preparing for electronic document management initiatives Status as of September 30, 2008 On going discussion and research with Departments and other Municipalities. Project plan completed, new file server and folder structure being developed with Clerks Dept; pilot file restructuring underway; research on software options underway. Encouraging greater line department On going efforts to encourage greater involvement in managing their IT needs independence (eg GIS training, report writing, managing configuration of applications, etc.) Continuing to strengthen our Reconditioned old water main to carry telecommunication capabilities particularly communications cable; worked with BC Hydro through developing a fibre optic network to install 1.5km of communications conduit between 232 St and Dewdney and Edge. Currently evaluating RFI for fibre connectivity with providers. Designing fibre conduit alignment across Spirit Square project underway. Evolving the IS organization through succession Hired 2 junior analysts, reassigned some planning and improving and matching skills to responsibilities, mentoring from senior staff responsibilities underway; other initiatives in cross training and succession planning. Reviewing data storage practices Introduction of new file system, pilot testing approach in preparation for document management initiative. Continuing to improve key applications such as New web access architecture introduced, new the web site and web-based services. web server put in place, new sustainability section implemented, new voting section introduced, on-line electronic home owner grant implemented, FreeTown wireless information and access resources posted, new BizPal business licence information system implemented. Replacing the VMS operating system SUN Solaris operating system selected and implemented on new Solaris blade computers; migrated GIS from VMS to new SUN platform, went live September 29. Migrated CLASS recreation registration system to new SUN platform and went live October 15. Evaluating our current financial system for Research on options underway, cost estimates possible replacement obtained, funding model prepared, analysis and recommendations due end of year. Evaluating Municipal wireless data systems and Implemented FreeTown wireless hotzone, public access went live in January 2008; experimenting with the wireless service for Municipal use; analysis and recommendations due in 2009. Concentrating on managing risks by continuing Improving disaster preparedness by efforts in the business continuity/disaster developing a fibre optic network, developing recovery area, and reviewing and revising where continuity and fail-over capability in our necessary our information security practices servers, identified and have plan to deal with
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2008 Deliverables Proposed in Business Plan Status as of September 30, 2008 other single points of failure, hardware replacement schedules will re-use old equipment for disaster recovery, have introduced internet browsing filter, replaced our anti-virus program, implemented policy on encrypting data on USB storage devices, revised access control approach to corporate data stores being tested. New sections added (ie carpooling, health and wellness, ridgebits, photos), new sections for areas of interest (eg security services, BSW forum), new calendaring functions added, new Departments represented (eg Fire, Operations, Parks, Police, Aquatics, Community Services), access to Intranet will be available from home by year end. Replaced the taxation system with Tempest software product. Have on-line HOG grant applications and improved generation of tax certificates. Included replacing Paradigm cashier system with Tempest cash system. Have adapted LGMA file structure to a new file storage architecture and piloting document clean-up in Clerks, have developed a project plan for corporate effort, and doing research on options. Have developed improved Amanda ticketing system, undertaken research in replacing cemetery system, developed and testing mobility options in Fire Department, developed capital funding proposals for security cameras. Standardized printer and photocopier devices completed; encryption capabilities for USB storage devices introduced; internet browsing filtering implemented; implemented terminal server testing facility to see if basic computer terminals can replace desktop computers in the workplace. - business licence renewals completed - tax notices processed - 3 parks and leisure services front counter and on-line public program registrations completed
Enhancing the corporate intranet
Replacing the taxation system
Reorganizing our electronic file storage and investigating the introduction of document management software Supporting departmental initiatives to improve the usage of technology in the business areas
Ensuring I.T. resources are used responsibly
Regular business process support
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Other Accomplishments Replacing our document reproduction devices Status as of September 30, 2008 Replaced and standardized all our printers and photocopiers with significant improvements in document reproduction abilities. New Service Desk Ticket Tracking System and inventory control software implemented. - new parking ticket processes created - new general ticket information processes created - upgraded Amanda System from 4.3.27 to version 4.4.22 New centralized backup and restore system implemented Created new Lookup interface with G.I.S. to view video inspection archive of buried linear infrastructure. Expanded VMS hardware to improve performance. Reconfigured web servers and firewall, to increase the security of Oracle databases and simplify maintenance of the web servers. Implemented new meter reading software at Operations. Completed the report development work to make this new corporate program happen. - Reconditioned old water main for communications conduit use (240 St to 232 St). - Installed, in conjunction with BC Hydro work, 1.5 km of communications conduit (Dewdney and Edge to 232 St) - Evaluating RFI for fibre optic service Started pilot project to share digital mapping data with Province and private utilities. Hired 2 IS Support Specialists to increase depth of server and support skills. Assisted in wireless set-up of Home Show. Presented talk at Municipal IT conference on FreeTown wireless project.
Improved service ticket tracking and inventory capability Amanda Property system improvements
New backup system Supporting departmental initiatives to improve the usage of technology in the business areas ASPEN VMS hardware maintenance New web architecture New water meter reader software Corporate fitness incentive program Fibre Optic network
Integrated Cadastral Initiative Staff changes Home Show Presentations
Projects in Progress Request for Proposal (RFP) for cell phones being developed RFP for multi-site replacement of telephone system RFP being prepared for Grant Hill communications tower RFP for fleet management software Review of cemetery software options Evaluation of fibre optic interconnection options with service providers Configuration and testing of automated call notification system Configuration and testing of NetMotion software for mobile VPN connections Review, upgrade and centralizing of Crystal Reports enterprise environment
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4.0 Performance Measures/Indicators 4.1 Service Area Goal: Service Desk The goal of this service area is to provide prompt and effective assistance to users in response to a call for help. Service requests arrive by Email, through the service desk ticket system, by phone, or in person. Information on requests is captured and priorities are assigned, and the ticket is directed to the most appropriate person. The Service Desk is typically available between 7:30 to 5:00 pm during the working day. Service level expectations have been set to ensure appropriate response times, and resolution to issues, by agreement. We have two full time staff resources in this area which should assist in meeting our commitments under the Corporate Service Level Agreement. As part of our commitment to improve service, staff have implemented a Corporate Intranet, dubbed RidgeNet, wherein communications with all Municipal staff are readily available. On RidgeNet, the IS maintenance schedule is available, as is many documented procedures, all aimed at improving self-help and awareness. In a further effort to improve service, we have increased our focus on cross-training to improve the coverage of staff available to respond to issues. We have processes in place to ensure that tickets are reviewed when the primary support is away from the office. It is anticipated to be a busy year managing regular staff enquiries, and getting service tickets acknowledged, scheduled and resolved. We will be undertaking a complete computer refresh program in 2009. Objectives: timely response to service requests user problems solved quickly, opportunity for self-help training keep statistics on number and type of calls Measures:
Client expectations were met or exceeded in 99% of the cases that were rated in 2007, representing over 700 calls for assistance. However, client feedback remains fairly low.
Service Requests - Meeting Client Expectations
4000 3000 2000 1000 0 2004 2005 2006 2007 2008 Exceeded Met Missed 1 or 2 Missed Many Unrated
The number of requests for assistance by technology users has shown a general downward trend year over year. This trend appears to be a consequence of not only investments in standardized hardware and software technology, but investments in remote management tools that permit staff to automate many support functions. Reducing the maintenance and support workload on staff permits some resources to be redeployed for project work. However, 2007 figures show a slight upward tendency from the previous year although it is too early to conclude the reasons or impact. 2008 Figures as at June 30, 2008. Business Plan 2009 2013 Corporate & Financial Services Information Services Department Page 9 of 21
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Meeting Service Level Agreem ent Times
New Work Standard Important Target Urgent Em ergency 0% 20% 40% 60% 80% 100% 2008 2007 2006
In 2007 - Resolution targets were met in 3 of the 5 priority categories as noted in the graph above. The important and urgent categories missed the resolution targets in 23 of 113 tickets. All remaining 2,281 tickets met their resolution targets. The Information Services department is presently reviewing the Service Level Agreement to ensure resourcing and commitments are reasonable and all but unavoidable circumstances have been addressed. 2008 Figures as at June 30, 2008.
Action, Responsibility and Timeline: Actions New Service Desk software implement and develop inventory control procedures Replace MicroFiche readers Provide technical support to user community in response to call for help
Responsibility Suresh Narayan and Natalie Kovach Carolyn Craigon Carolyn Craigon
Timeline Q1 Q1 Q1-Q4
4.2 Service Area Goal: Desktop Services The goal of this service area is to provide end-user support for hardware and software related issues. There is much overlap in duties between the Service Desk, the Network Services area, and this area, and each provides backup support for the other. There are benefits to automation and standardization of equipment. However, to maintain the stability and security of the desktop environment requires weekly and daily maintenance to ensure security patches are applied, virus scans are performed, and that revisions to software are constructed and pushed out to users. For the coming year, the major project will be drafting a computer refresh plan, and developing new images of our Corporate standard software. All computer workstations are scheduled to be replaced in Q3 of 2009. In an effort to increase support and reduce costs and maintenance, we are planning to replace 20% of the workstations with thin clients. Thin client technology reintroduces simplified access terminals for staff, with a primary focus on front counter terminals. Objectives: Increased employee productivity as a result of better end-user training, fuller utilization of the products, less systems related downtime, and training/mentoring Improved management of user problems with remote management software, and access to departmental super users Consistent, secure remote access to district network resources
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Standardization of software bundles and hardware configurations Accurate inventory for hardware and software Stable, secure computing. Website and intranet support Action, Responsibility and Timeline: Actions Computer refresh project develop policies and practices for computer refresh implement simplified access terminals using thin client technology replace Library Lab terminals replace all corporate computers Amend Corporate IT standards advise on green technology options Document Management coordinate clean up of IS records, both paper and electronic decide on file structure for department consistent with LGMA best practices participate on Records Task Force to assist in other department clean up efforts assist in developing and posting documentation on new corporate practices with respect to document management assist in establishing document management committee and participating on Committee assist in preparation and review of RFP and participate in implementation of electronic software system for managing documents evaluate options to improve collaboration, share files, access info etc. Implement improved Council digital video management system Public Access Community Kiosks (as part of desktop replacement) evaluate and replace Council Chambers Multi Media Upgrade assess inadequacies and implement solution Remote Access intranet from home evaluate home access options to files evaluate wireless service for field workers Cell Phone replacement assist in developing approach and implementing Participate on website committee Responsibility Colin Andre and Caroline Harrison Timeline Q1-Q3
Colin Andre and Caroline Harrison Janet Dickson, Colin Andre, Caroline Harrison, Carolyn Craigon, Cindy Dale, Tom McIntosh
Q1 Q1 2009 to Q4 2010
Sean Serediuk Colin Andre and Caroline Harrison Sean Serediuk Sean Serediuk/ Caroline Harrison/Colin Andre/Christina Crabtree Christina Crabtree with support from Caroline, Colin, and Carolyn Caroline Harrison
Q1 Q1-Q3 Q1 Q1
Q1 2009 to Q1 2009 Q1-Q4
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4.3 Service Area Goal: Business Systems The goal of this service area is to enhance and maintain the large corporate business systems and services used by departments to achieve their business mandate. The business systems include the financial, taxation and billing systems, the property system, the recreation system, and miscellaneous legacy corporate applications and the attendant Oracle and Microsoft SQL databases. This service area spends significant time maintaining existing systems, dealing with user troubles and user reporting needs, making program and database adjustments, changes and upgrades to ensure tuned performance and responsiveness to enquiries. Each of the Systems Analysts and Business Systems Analysts has responsibility for specific Departments. This relationship provides improved customer service through a contact person, and allows familiarity with the respective business processes and software systems. The staff work program is determined to some extent by departmental requests for improvements, support or data that arise during the year. As well, the Department has hired 2 junior systems analysts for further cross-training and succession purposes and they will be absorbing much over the next year while being mentored by senior staff. This service area includes web services. Finally, this service area will be spending time migrating existing business applications to the new Solaris operating system which has been introduced in 2008 to replace the aging VMSAlpha based system. Objectives: Ensure systems are secure and stable, and meet the users business needs Ensure users are knowledgeable about their systems Ensure backup mentoring/cross-training occurs Manage system improvement requests and inform users about the status of their requests Review security improvements in data and program access management Improve reporting functionality Implement approved systems Ensure adequate database performance Action, Responsibility and Timeline: Actions ROSS review and potential upgrade Migrate Remaining Oracle databases to Sun Solaris ADV non-enterprise call out system Implement evaluate ADV non-enterprise services against new phone system services Emergency Call Out need to review non-ADV options and access to 911 data provide recommendations, possible implementation Fleet Management software implement Responsibility Oliver Schurer Janet Dickson to manage and participate, will require support from Oliver Schurer, Rita Venables and Suresh Narayan Forouzan with support from senior analysts Forouzan with support from senior analysts Timeline Q1 Q3 Q1 - Q3
Q1 Q3
Q1
Sean Serediuk and Natalie Kovach with support from
Q2
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Actions Cemetery Software assist in selection and implementation Performance Management software assist in the implementation of the web based See-It software package Volunteer Management software implement selected package Infrastructure Management review possible participation in review of infrastructure management practices and software options Capital Works Replacement assist Finance in identifying options and developing plan to replace legacy system Financials study complete review of financials system replacement or upgrade options begin implementation of approved option Upgrade and migrate Payroll Server FDM Upgrade Responsibility senior analysts Rita Venables Caroline Harrison and Laura Benson Janet Dickson Senior analyst as required Q2 Q3 Timeline Q1
Senior analyst as required Oliver Schurer with support from Natalie Kovach Oliver Schurer Oliver to oversee, Forouzan to develop and implement Senior analyst and Junior analyst as required
Q3-Q4 Q1 2009
Q1 2009 Q3 Q1 2009 Q4 2010
Document management practices assist in preparation and review of RFP and participate in implementation of electronic software system for managing documents assist in developing practices and implementation of solution develop strategy and implement migration of DBMS32 data Amanda V5 implementation Suresh Narayan iAmanda hardware and software, and developing internet based access to functionality. Tempest Dogs Licensing, and Excess Capacity Rita Venables need to replace legacy applications, evaluate options, provide recommendations, assist in implementation of solutions Economic Development service request tracking Suresh Narayan with Sandy system Blue assess feasibility of using Amanda design and implement if feasible Assist in developing standard software images Natalie and Forouzan assist in effort for computer refresh Migrate remaining VMS applications Oliver Schurer review whats left and develop action plan Janet to oversee, Forouzan to Migrate to Business Objects 11 lead effort to move necessary reports develop and implement Mentoring for succession All Senior Analysts Review and provide recommendations on web Caroline Harrison, Sean based payment options, and shopping cart Serediuk, Cindy Dale, Senior
Q1 - Q2
Q4 2008
Q2
Q1-Q4 Q1-Q4 Q4 2008 Q1-Q4 Q2

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Actions capability Review PCI compliance with Finance and recommend practices if offer transactions Participate on Amanda User Group Responsibility Analysts as required Suresh Narayan Timeline
Q1-Q4
4.4 Service Area Goal: Geographic Information Systems The Geographic Information System (GIS) is a system for creating, managing, and analysing geographic (spatial) information. The system can be used to create maps or reports, in either hardcopy or digital format. One of the many advantages of using a GIS is its ability to communicate and share data with other systems, enabling it to display information on a map that does not normally have a 'geographic' presence. The goal of this service area is to support the operation and improvement of the GIS, and to assist staff in using it as an aid for decisionmaking. A significant amount of time is invested in responding to mapping requests from various user departments. Users of the GIS are encouraged to complete their own tasks, and I.S. staff provide the tools and help to support them. However, for more complicated enquiries, the mapping or analysis is completed by staff in this service area. The work program for this service area is partly determined by these requests, both planned and incidental, as they occur throughout the year. Key projects scheduled for 2009 include finalizing the new web based mapping tool and enhancing integration with other business systems, and working on improving remote access to mapping and data resources. Objectives: Ensure staff have access to the GIS system and have the skills to use it. Perform analysis and produce maps and reports for department requests. Ensure information resources are appropriately managed. Action, Responsibility and Timeline: Actions GIS new web mapping and Municipal template development Mentoring backup Develop GIS strategy Assist in fibre optic network design and implementation issues RidgeView Real Estate Link Review options and implement solution Responsibility David Cooke David Cooke with Natalie and Forouzan David Cooke David Cooke David Cooke with Sandy Blue Timeline Q1-Q2 Q1-Q4 Q3 Q1 Q4 Q2
4.5 Service Area Goal: Network Services The goal of this service area is to provide a reliable and secure communications infrastructure for the corporation, and to provide 2nd and 3rd level support for outstanding service desk tickets. Specific project goals in this service area flow from the project prioritization process undertaken by the IT Steering Committee, and the communication needs of software packages to be installed. The key projects during the year will be in the business security, continuity and network management arena with emphasis on managing and improving network functions, and monitoring network performance, security settings, and undertaking small pilot tests of our business continuity capabilities. Further, the management of the new Solaris operating system
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will fall on this service area, as will setting up and managing the data storage structures for the document management project and the new phone system project. Objectives: Reliable connections and access. Logical access and organization of information. Proactive problem solving through systems monitoring. Action, Responsibility and Timeline: Actions Responsibility Phone system replacement Christina Crabtree with support from Sean Serediuk Caroline Harrison, Colin Andre Wireless improvements (eg John Bastaja/Sean Serediuk/Colin tower) Andre Fibre Optics improvements John Bastaja, Sean Serediuk, David extend network where Cooke feasible develop RFP for service connection interconnect buildings evaluate transit exchange options in Tower Corporate Anti-Virus Colin Andre and Caroline Harrison replacement J2EE web server Suresh Narayan as part of the Amanda upgrade ROSS web server Oliver Schurer with support from Caroline Harrison and Colin Andre Disaster recovery Christina Crabtree assist in implementing first steps Remote computing data access Sean Serediuk Review data encryption and security options for remote data access and mobility Infrastructure upgrades and Sean Serediuk improvements Assist in implementing CCTV Sean Serediuk security system. Timeline Q4 2008 to Q4 2009 Fire Hall phones Q2 Q1-Q4 Q1-Q4
Q1-Q2 Q1 consistent with ROSS upgrade if this occurs Q2 Q1
Q1-Q4 Q1-Q4 FireHall#1 CCTV would likely need to be installed in Q2/Q3
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4.6 Service Area Goal: Administration The goal of this service area is to provide I.T. governance oversight, and to communicate with Corporate management and user departments to fund, acquire and support the selection and installation of software and hardware systems, and to help develop strategy, policy and practices to meet Corporate and business unit needs. This area also provides the strategic oversight necessary to position information technology services in the best way to meet Council and Department goals in keeping with the Strategic Technology Plan. Finally, this area, through the efforts of the Projects Manager, establishes and coordinates the project work program for staff. This area will encourage greater user department responsibility for software systems they use, and for the data resources they rely on. Ongoing effort will be put into further developing District security procedures, project management capabilities, and work program. As well, knowledge management improvements will be under review. In the coming years, evolving staff skills to accommodate new services or technology is critical to on-going success. This includes on-going training commitments, and succession planning, as well as encouraging a more role based, as opposed to function based, service delivery model. Objectives: Ensure alignment between strategy, objectives and practices; Identify opportunities and maximize benefits; Ensure I.T. resources are managed appropriately, and used responsibly; Manage I.T. related risks; Evaluate and manage projects, develop work program, improve staff best practices; Review Department organizational and workload structure; Advise and assist line departments; Develop policy; Chair the Information Technology Steering Committee; Chair the Website Committee. Action, Responsibility and Timeline: Actions Document Management assist in project management in terms of clean up effort, developing policy and practices, and in selecting and implementing software solution Fibre Optics program assist Network Services in developing RFP for fibre optics Investigate transit exchange options Wireless services review next steps coordinate implementation of Grant Hill Tower develop strategy and assist implementation of 4.9 licence FreeTown evaluation; Phase 2 review and coordination Disaster Recovery Plan develop strategy and implementation Cell phone replacement develop RFP for replacement of all cell phones and Blackberries Responsibility John Bastaja; Chirs Crabtree, Tom McIntosh John Bastaja, Chris Crabtree, Sean Serediuk John Bastaja with assistance of others as required Timeline Q1-Q4
Q1
Q1-Q4
Christina Crabtree Christina Crabtree
Q1-Q3 Q1-Q2
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Actions develop procedure to implement recommend and implement solution to MIKE phone issues Telephone system replacement Strategy and RFP to be developed for replacing our telephone system Develop enhanced project management skills provide guidance, mentoring and support for staff; review role of automation in tracking and reporting. Review mentoring progress Project Monitoring coordinate programming and review of projects Project Management Software investigate the costs/benefits of project management software (eg At Task) select and implement if recommended Review progress on role based support services (as opposed to function based) IT Steering Committee coordinate Committee activities assist in policy development Integrated Cadastral Initiative review review District participation in the program Website committee work Review initiatives in strengthening IT skills as advisers to business units Investigate opportunities for a Strategic Alliance in the provision of services, particularly in the broadband replacement project, the radio tower project, fibre optics, and other opportunities as they arise Responsibility Timeline
Christina Crabtree Chris Crabtree and Tom McIntosh Christina Crabtree Tom Mcintosh Tom McIntosh, Chris Crabtree Christina Crabtree John Bastaja John Bastaja/David Cooke John Bastaja/Caroline Harrison All systems analysts/Christina Crabtree John Bastaja
Q1 2009 Q1-Q4 Q1-Q4 Q1-Q4 Q2-Q3
Q3 Q1-Q4 Q3 Q1-Q4 Q1-Q4 Q1-Q4
4.7 Service Area Goal: Website Design and Maintenance The Municipal Website is an increasingly important tool to provide and receive information about the community and the issues facing the municipality. IS plays a leadership role and chairs an interdepartmental committee responsible for making decisions about the expansion, maintenance and upkeep of the site. Over the next few years we anticipate providing a number of on-line services. This expanded use of the Municipal Website will allow the delivery of local government services in a cost-effective manner with an emphasis on customer service. Objectives: Ensure citizens and customers have easy access to timely, accurate and meaningful information regarding District activities and issues
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Measures:
Website User Visits
Almost 9 in 10 Maple Ridge residents have access to the Internet. While about half of seniors (65 years and older) in the community do not have access to the Internet, almost 100% of those under the age of 35 do. A large majority of residents (threequarters) believe that the Internet is an appropriate means of communicating and/or offering services to area residents.
1,200,000 1,000,000 800,000 600,000 400,000 200,000 0 2003 2004 2005 2006 2007 2008
The statistics for 2007 are lower due to a change in service providers and a different method of reporting visits. The statistics were estimated from January March. The statistics for 2008 are as at September 30 and already show an increase over 2007 using the new reporting method.
Citizen Satisfaction w ith the am ount and type of inform ation provided
The graph represents results of a citizen satisfaction survey which is undertaken every three years.
55%
2003
2006
* Source: Maple Ridge Citizen Satisfaction Survey, Mustel Group, 2002 and 2005. Next survey scheduled for 2008.
50% 45% 40% Am ount of Type of Inform ation Inform ation
Action, Responsibility, Timeline: Actions GIS review new web mapping tools and functionality Remote computing data access Review role of website and initiatives to promote remote data access and mobility where they utilize the website Review recommendations on web based payment options, and shopping cart capability, and its functioning on the website Identify functional improvements to site to further customer access and experience, and to address limitations or improvements from business units. Review and assist implementation of web based software to track Municipal business plan performance. Responsibility Committee members, Cindy Dale, David Cooke Committee members, Cindy Dale, and appropriate IS staff Committee members, Caroline Harrison, Cindy Dale, and IS staff as required Committee members with Cindy Dale Laura Benson, Cindy Dale, Caroline Harrison with Committee members Timeline Q1-Q2 Q1-Q2
Q2-Q3
Q1-Q4 Q1
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Information Services
2008
Adopted Account Expenditures Consulting Equipment Maintenance Salaries Software Maintenance Supplies Training Utilities Utilities - Telephone Vehicle Charges
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$31,893 $71,209 $1,249,540 $481,832 $12,178 $10,000 $25,157 $83,000 $2,309 $1,967,118
$31,893 $71,209 $1,278,063 $514,937 $15,000 $10,000 $25,157 $75,000 $2,489 $2,023,748
$0 $0 $28,523 $33,105 $2,822 $0 $0 ($8,000) $180 $56,630
0% $31,893 0% $71,209 2% $1,271,073 7% $496,262 23% $15,000 0% $10,000 0% $16,730 (10%) $71,000 8% $2,564 3% $1,985,731
$31,893 $71,209 $1,290,634 $519,262 $15,000 $10,000 $8,553 $71,000 $2,641 $2,020,192
$31,893 $71,209 $1,343,443 $539,262 $15,000 $10,000 $8,553 $71,000 $2,720 $2,093,080
$31,893 $71,209 $1,393,282 $559,262 $15,000 $10,000 $8,553 $71,000 $2,802 $2,163,001
Transfers to Reserve Funds Salaries Recovery Transfers to Reserve Funds
($109,575) $312,353 $202,778 $2,169,896
($50,000) $312,353 $262,353 $2,286,101
$59,575 $0 $59,575 $116,205
54% 0% 29%
($50,000) $312,353 $262,353
($54,300) $312,353 $258,053 $2,278,245
($47,900) $312,353 $264,453 $2,357,533
($70,250) $312,353 $242,103 $2,405,104
Totals
5% $2,248,084
Proposed Changes or Remarks: Salaries: As this area goes through a transition it includes funding for succession planning in 2008 through 2010. The variance is in line with the wage and benefit cost contingency. Software Maintenance: Increase based on additional technology investment within the capital program Utilities - Telephones: Costs area expected to be reduced with the introduction of new phone technology and infrastructure. Salary Recovery: The amount of staff time recovered from capital projects is expected to decline.
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6.0 Capital Budget Recommended IT Capital Investments 2009
P ro je cts RO SS f in an cia ls u pg ra de G CF SC F W CF G CF G CF Re serv e s RCM P FD G CF G CF $ Fa cili ti es Re s $ G CF SC F W CF G CF G CF G CF G CF SC F W CF $ $ $ 25,000 12,500 12,500 $ P r oj ect Ma n a ge me n t To ta ls G C F + O pe r at in g Tot a l O th e r S o ur ce s $ $ $ 5 0,0 00 5 1,8 25 39 7,3 25 52 7,0 00 $ $ $ 30,000 20,000 $ D ocu me n t Pr oce ssin g S yste m - 1 60,000 7,500 7,500 $ Vo lu n te er Imp a ct Cou n cil D ig ita l V id eo Mgm t S yst em AD V - n on e n ter pr ise In fr ast ru ctu re M an a gem e nt P h ase 1 $ $ $ 7 5,0 00 1 3,0 00 1 0,0 00 9,0 00 5 0,0 00 $ $ $ $ 10,000 3 35,000 20,000 40,000 $ Eco n om ic D ev elop me n t Off ice - o u tfi tti CCTV - Lib r ar y an d B ack bo ne $ 39 5,0 00 8,5 00 Fu n d in g S o u rce $ $ $ 1 40,000 36,000 36,000 $ In fr a gr ow th (20 d esks, 5 la ps) Cor po ra te A n ti-V ir us Re pl ace m en t P ho ne Syste m Re p la ce m en t $ $ 21 2,0 00 4 0,0 00 1 0,0 00 To ta l
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Recommended IT Capital Investments 2010
Projects Document Processing System - 2 GCF SCF WCF GCF GCF GCF GCF GCF GCF
Funding Source $ $ $ 60,000 7,500 7,500 $
Total
75,000 35,000 46,400 60,000 17,325 38,750 25,000
Equipment Purchase - Load Balancer Fibre Optic Network - Transit Exchange IT Disaster Recovery Plan Network Monitoring Public Access Community Kiosks Council Chamber Multimedia Upgrade Project Management Total GCF + Operating Total Other Sources
6.0 Information Technology
$ $ $ $ $ $
$ 42,371 $ 324,846 $ 15,000
see Section 5 above for recommendations on capital investments. 7.0 Incremental/Reduction Packages None
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Intentional Blank
Blank Page
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District of Maple Ridge Corporate & Financial Services Information Technology Steering Committee Business Plan 2009 2013
The purpose of the Information Technology Steering Committee is to manage corporate priorities and coordinate investments in the selection and implementation of information technology software systems and infrastructure. Moreover, the Committee is charged with assisting in the development and implementation of corporate policy with respect to information and computing practices. All Departments and business areas have a role to play through their representative on the Committee. The Committee encourages active participation with issues relevant to the Committees mandate to be identified, reviewed, debated and decisions made to the Corporate benefit. Committee guidance is also derived from the Information Technology Strategic Plan, Corporate Strategic Plan and the Corporate Management Team. Although this Business Plan was developed with guidance from these sources, the Strategic Technology Plan is the key document that identifies the future IT vision of what the Municipality wishes to achieve. The strategy identifies key principles to build towards the vision, and the short and long-term implementation priorities that need to be addressed. For the coming years, the Committees efforts will attempt to focus on assisting in policy development work to provide direction for future investments in technology, and in monitoring and contributing to the completion of several key projects such as the computer refresh project, electronic document management, and web based services. This document identifies the concerted efforts being made to use technology to improve business processes and the delivery of services. This Plan is also the vehicle to communicate the Information Technology vision and strategy widely to users to make the future a little less uncertain. 2.0 Corporate Overview Strategic Alignment The Information Technology Steering Committee (ITSC) has been tasked with developing and monitoring a corporate strategy for the funding and implementation of information technology software systems and infrastructure. To achieve a corporate overview it is imperative that the Information Technology Steering Committee be comprised of, or has a liaison to, all business areas. Further, it is essential that recommendations from the Committee demonstrate alignment and consistency with the Corporate Strategic Plan and the current Strategic Technology Plan. To be effective, the IT Steering Committee business plan must also be responsive in times of budgetary restraint. The Corporate Strategic Plan identifies nine focus areas for corporate initiatives. This Business Plan addresses all of these priority areas in the following ways: Environment: Disseminating information using technology reduces demand for travel to Municipal Hall, and permits more efficient servicing of customer enquiries thereby achieving more work in less time.
Business Plan 2009 2013 Corporate & Financial Services Information Technology Steering Committee Page 1 of 12
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As well, more complete access to business related data allows better understanding of decision options for staff in the field, and for Council. Transportation: Developing remote access to Municipal services can be a factor in influencing transportation behaviour. Initiatives over the coming years will be looking to increase the amount and range of data or services available to the public and staff from remote locations, or through the website. The Committee will have a role to play in reviewing initiatives and developing an appropriate policy framework. Smart Managed Growth: The Information Technology Steering Committee (ITSC) contributes indirectly to the management of growth in the community. The ITSC does this by supporting key IT projects for the business areas, and assisting the development of systems that contribute to management decisionmaking insight. Safe and Livable Community: Similar to other focus areas, the ITSC indirectly contributes to community development by supporting initiatives for access to information and developing enhanced services for the public such as web-based services. Community liveability can be significantly affected by improved access to timely information and efficient services. Financial Management: The Information Technology Steering Committee contributes directly to this purpose by evaluating and overseeing the implementation of priority business software solutions, in monitoring various business software systems that contribute to the efficiency of the business areas, and in encouraging better coordination, understanding and collaboration. The Committee also recognizes that substantial efficiencies are gained in a coordinated Corporate approach, and by selecting cost saving measures and practices. Governance: The Committee deals with policy development, and discussing and adopting good corporate practices to ensure a significant contribution to corporate decision-making for the effective use of information technology. Inter-Government Relations/Partnerships: The Strategic Technology Plan recognizes the importance of partnership opportunities that may achieve improvements in information technology. The Committee is aware of such business opportunities and will continue to encourage such initiatives and support the investigation of opportunities. Economic Development: The ITSC indirectly supports this focus area by supporting and implementing business systems or infrastructure improvements that leverages our current investments in technology to provide access to information for the private sector, or that has helped automate business processes for more efficient resolution to issues.
Business Plan 2009 2013 Corporate & Financial Services Information Technology Steering Committee
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3.0 Committee Overview Services Provided: The mandate of the Information Technology Steering Committee (ITSC) is to: Ensure that the District maintains a vibrant strategic vision and direction for information technology development; Ensure the Strategic Technology Plan (STP) is understood by Council, senior staff, Information Services staff and business systems managers; Work with the Corporate Management Team (CMT) to develop and keep current project assessment criteria; Confirm technology standards and acquisition policies; Review project proposals for thoroughness and reasonableness; Assess and priorize project proposals against the STP, CMT criteria, and fiscal reality; Develop, in cooperation with the capital program manager and budget manager, a multi-year IT projects plan; Create and present the annual ITSC Business Plan; Monitor implementation of approved projects; and Create subcommittees and/or delegate work to complete the work plan. Customers: Council Municipal Departments Employees Citizens Resources: Information Technology Steering Committee Information Services staff Departmental support staff Corporate Management Team. Third party assistance Organization: Members of the Information Technology Steering Committee are noted below. The Committee is augmented with other attendees as required. Administration Council Liaison Corporate & Financial Public Works & Services Development Services Administration - Paul Gill Finance - Kathy Gormley - Catherine Nolan Information Services - Chris Crabtree - Tom McIntosh - Carolyn Craigon - John Bastaja Fire Department - Peter Grootendorst Administration - Frank Quinn Engineering - Terry Fryer Operations - Victor Negoita Community Development, Parks & Recreation Services Administration - Mike Murray Recreation - Kelly Swift Parks & Leisure - Diane Chamberlain
Communications - Gary Manson
Planning - Jane Pickering Inspection Services - Brock McDonald
Leisure Centre - Don Cramb
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Monitoring the implementation of the Strategic Technology Plan, and considering timing and elements of a rewrite. Assisting in policy development work to provide direction for future investments in technology and in the information security field. Status as of September 30, 2008 On going discussion, current business plan in alignment, review and re-write subject of further discussion. Amendments to Policy 5.47 developed and adopted with respect to internet filtering and use of encryption for mobile storage practices. Service Level Agreement review completed, no changes were recommended Improvements to the Intranet as a communications tool with the addition of new departments, enhanced corporate and Council presence, and improvements to self help section. New printers and photocopiers implemented, new user tracking capability introduced. preparing for an electronic document management system: project plan completed, new file server and folder structure developed with Clerks Dept; pilot file restructuring underway; research on software options underway; Committee members awareness and expectations discussed. implementation of a new taxation system for 2008: completed. participation in a financial systems replacement study in 2008; has not started. participation in the evaluation of the downtown wireless experiment in 2008: evaluation delayed to 2009. participation in disaster preparedness planning, and information security improvements in 2008: preliminary initiatives undertaken, more planning and review of potential policy and practices still to come. revisions to the Capital Works management program: recommendations for investments in coming several years endorsed by Committee. incorporating infrastructure management for 2008 and 2009: no traction on this project as yet. planning for the next computer refresh cycle in 2009: project plans will be before Committee in Q4. Recommendations on joining and sharing
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Coordinating efforts for corporate benefit in advancing major projects and identifying investment strategies.
Monitoring and contributing to the completion of major projects.
353
2008 Deliverables Proposed in Business Plan Status as of September 30, 2008 data with the Integrated Cadastral Initiative, a cross governmental-private sector strategic alliance. VMS migration plan: GIS and CLASS applications moved to new operating system.
4.0
Performance Measures/Indicators Objective To improve the effectiveness of the actions and decisions of the Committee. Performance Measure Percentage of success in achieving the work program. Focus Area Governance
4.1 Service Area Goal: Implement and Monitor the Strategic Technology Plan The goal of this focus area is to monitor the implementation of the Strategic Technology Plan (STP), and to use it as a guide in decision-making about priorities, investments and directions that need to be taken. The Plan provides guidance in how to move ahead on information technology service issues and identifies longer-term strategic considerations that should be addressed if the District is to move towards the vision of a smart community. The Plan is still relevant to improving IT value for the future, but has gaps that are becoming increasingly evident. These gaps are in the website role and services, cross departmental collaboration, resource management and project management areas, infrastructure management, and G.I.S. areas. Objectives: develop appropriate expertise in IS and client Departments to better manage IT implementations and services; refine technology hardware and software standards for implementation; identify and support hardware and software projects, and business process improvements that are consistent with the STP; continue awareness and understanding in Departments, the Corporate Management Team, and Council of the Strategic Technology Plan and its impact on the organization; monitor and review the directions recommended in the Strategic Technology Plan to ensure it remains current and achievable. Action, Responsibility and Timeline: Actions 1. Set up a strategic delivery alliance. Partnerships may help overcome some of the challenges associated with implementing new information technology. The District should consider opportunities to enter into a strategic alliance for information technology delivery. This alliance may be with one or more Information Technology service providers who have the skills and experience associated with package software implementations and application and technical architecture, or with other partners who will be able to assist in achieving progress. Recent initiatives in this area involves:
Responsibility Chief Information Officer to consider opportunities as they arise.
Timeline On-going
354
a. Actions participating in a pilot partnership with the Integrated Cadastral Initiative (ICIS) a Provincial-Private sector- local government partnership to share mapping data, and the use of a consulting firm with specialized expertise to assist the migration to a new operating system and provide knowledge transfer and on-going support. discussion with Coquitlam about achieving broadband internet connectivity through their facilities. These discussions are on-going. an agreement to acquire, for free, the source code to enhanced Amanda property modules for dog licences and a cemetery system from Coquitlam for evaluation. an agreement with Nanaimo to acquire Blackberry software they have built to permit building inspections in the field. A review of the usefulness of this software for Municipal use is underway. Responsibility Timeline
b. c. d.
Previous unsuccessful attempts at strategic delivery alliances have included: 1. investigating the usefulness of voting software from Nanaimo; 2. investigating the feasibility of providing wireless connectivity to District field workers in partnership with a private sector company 3. investigating the feasibility of outsourcing the Email system; 4. investigating the feasibility of partnering with a private sector vendor and possibly Delta to pilot implementation of customer satisfaction surveying at Municipal facilities; 5. investigating a joint volunteer management system with Coquitlam; 6. reviewing with the District of Langley and UBC Research Forest to participate and share the costs of the wireless wide area network system; 7. discussions with Coquitlam about sharing their version of the AMANDA property system; 8. discussions with ESCOM (CLASS) about participating in an integrated cash study and software beta testing; 9. a payroll outsourcing review; and 10. a review of fibre optics installation with a private company. 2. Evolution in business information systems as envisioned in the Strategic Technology Plan will enhance the various Departments roles in managing the business side of information technology software systems. The Strategic Technology Plan identified that the structure for managing large integrated software packages needs the development of Business Analyst expertise in user departments, wherein analysts would be familiar with the business side of software packages, and be supported with IS staff
Chief Information Officer to work with Information Technology Steering Committee to further:
On-going
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Actions knowledgeable of technology possibilities. Further, Departments have identified super-users where staff knowledgeable of productivity software will be able to assist their fellow staff with problems. Responsibility - develop Business Analyst and Super User roles in other areas and develop training, - encourage greater selfreliance. Timeline
3. Support the review and implementation of key projects: assisting the document management project through developing policy and practices, and encouraging departmental contributions. Assist in evaluating the wireless data access project. Participating in coordinating and setting expectations for the replacement of the telephone system, and cellular phone systems. Reviewing the project plan, and contributing to the development of policies and practices guiding the computer refresh project.
ITSC
Q1-4
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4.2 Service Area Goal: Develop Multi-Year Information Technology Projects Plan The goal of this focus area is to refine and keep updated through systematic processes, a priorized multi-year information technology projects plan, and replacement strategy, that can be incorporated into the Capital Works Program and contribute to the development of the Financial Plan. The primary vehicle for the collation and review of projects is the Capital Works project review of the Business Planning process using information obtained from the business areas. Objectives: to review and priorize information technology proposals from various line Departments for the coming 5 year capital program review and to incorporate results into the next round of Business Planning; to clear up deficiencies in the provision of hardware and software; to initiate and monitor progress on committed projects; to continually review the level and structure of information technology investments; to ensure procedures are in place for the effective review and capturing of spin-off and associated costs with implementing a course of action, or a project. These include incidental operating costs, replacement funding, and associated impacts on staffing efforts. Action, Responsibility and Timeline: Actions 1. To create a subcommittee to review, and priorize information technology project proposals for the coming 5 year capital program review in preparation for the next round of Business Planning, and to feed-back results to proponent departments. This evaluation would be aligned with the recommendations of the Strategic Technology Plan, and consistent with subsequent review and revisions to the direction proposed in that Plan, and should include consideration of funding issues and implications of an operational nature. 2. To monitor committed projects to determine their status and if there is any progress anticipated in the coming year, or if the carry-forward funds can be made available for alternative projects. Responsibility IT Sub Committee on Capital Works Program. Timeline Q3
3. To determine the level and structure for funding a viable and sustainable IT business software systems and infrastructure program. This will include investigating options to fund IT projects from alternate sources, such as utility funds, partnerships, and enhanced service revenue, and to continually seek out options, as well as ensuring the Equipment Replacement Fund (ERF) is rationalized. This will include emphasis on appropriate replacement procedures for hardware and licenced software.
IT Steering Committee, Chief Information Officer, Projects Manager Chief Information Officer, Budget Officer, Manager of Information Services.
Ongoing .
Ongoing .
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4.3 Service Area Goal: Manage Department Business Software Requests The goal of this focus area is to utilize Committee resources to assist line Departments to define their business software needs and to provide support for their efforts, successes and failures. Objectives: to work with line Departments to ensure expected results are appropriately defined and matched with resources; to emphasize business software systems identification and justification is an integral part of the Corporate and Departmental business planning exercise; to assist the Departments to develop their IT related projects, and to provide advice and direction in this regard; to bring departments up to a level of resourcing with hardware and software to allow them to do business; to refine the operational direction recommended in the Strategic Technology Plan by undertaking appropriate research. Action, Responsibility and Timeline: Actions 1. Assist the Information Services Department to coordinate the program schedule and resources Responsibility IT Steering Committee to monitor progress with Projects Manager. 2. The Committee represents the various District departments ITSC, and as such members act as coordinators to assist in Department ensuring there is alignment in recommendations and representatives corporate strategy. Committee members should ensure and CIO. that each Department Business Plan should define a supporting role for IT initiatives 3. The Committee will encourage proponents to ensure that IT Steering business software systems are aligned with Councils Committee to Strategic Plan and prepared consistent with the CMTs review at business values and the Strategic Technology Plan. The business Committee will also assist line Departments by providing planning time advice and support in helping to develop their various proposed project information technology requests. submissions, CIO and Projects Manager. Timeline Ongoing
Ongoing
Q3
Service Area Goal: Provide Liaison to Departments, Corporate Management Team and Council The goal of this focus area is to ensure that the Information Technology Steering Committee provides current thoughtful direction in terms of guidelines to Departments, development of corporate IT policy, and keeping senior managers and Council apprised of progress and issues confronting the Departments. Objectives: to ensure the Business Planning guidelines are current and complete with respect to information technology issues; to review and revise if necessary the information technology project assessment criteria; to research and develop corporate policy recommendations as necessary; to keep Corporate Management Team and Council apprised of the Committees research, actions, findings and recommendations.
4.4
358
Action, Responsibility and Timeline: Actions 1. To continue to review and refine Business Planning guidelines to ensure IT issues are appropriately addressed in future submissions of Business Plans in cooperation with the Business Planning Committee. The Information Technology Committee has been successful in getting the message out that business system identification is to be part of the business planning exercise. There is a need to review the information provided by the Departments to ensure it is complete and current as it will be used for the priority setting exercise. 2. Other initiatives include monitoring and contributing to key projects as necessary, and informing line department staff, and bringing concerns back to the table. This is a key function of the Committee to promote cross departmental interaction and issue resolution Most of these key projects have been identified under Service Area 4.1, monitoring the implementation of the Strategic Technology Plan. 3. Implement and monitor commitments under the Service Level Agreement for all business areas and IT functions. The intention is to ensure the document and commitments made continue to be realistic and achievable. 5.0 Operating Budget No operating budget allocated. 6.0 Capital Works Proposed Budget The Information Technology Steering Committee reviewed and priorized the 2009 and 2010 information technology projects. The list below represents the priorities from the Committee perspective. However, should funding become scarce, the ordering of the projects will need to be reviewed to ensure the most critical are funded first. The Committee revisits the priorities in subsequent years of the Capital Works Program once current decisions are made with respect to funding levels on 2009 recommended projects. Responsibility ITSC, CIO, Business Planning Subcommittee and Business Planning Committee. Timeline Q3
ITSC
Ongoing
ITSC and CIO
Ongoing
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P ro je cts RO SS f in an cia ls u pg ra de G CF SC F W CF G CF G CF Re serv e s RCM P FD G CF G CF $ Fa cili ti es Re s $ G CF SC F W CF G CF G CF G CF G CF SC F W CF $ $ $ 25,000 12,500 12,500 $ P r oj ect Ma n a ge me n t To ta ls G C F + O pe r at in g Tot a l O th e r S o ur ce s $ $ $ 5 0,0 00 5 1,8 25 39 7,3 25 52 7,0 00 $ $ $ 30,000 20,000 $ D ocu me n t Pr oce ssin g S yste m - 1 60,000 7,500 7,500 $ Vo lu n te er Imp a ct Cou n cil D ig ita l V id eo Mgm t S yst em AD V - n on e n ter pr ise In fr ast ru ctu re M an a gem e nt P h ase 1 $ $ $ 7 5,0 00 1 3,0 00 1 0,0 00 9,0 00 5 0,0 00 $ $ $ $ 10,000 3 35,000 20,000 40,000 $ Eco n om ic D ev elop me n t Off ice - o u tfi tti CCTV - Lib r ar y an d B ack bo ne $ 39 5,0 00 8,5 00 Fu n d in g S o u rce $ $ $ 1 40,000 36,000 36,000 $ In fr a gr ow th (20 d esks, 5 la ps) Cor po ra te A n ti-V ir us Re pl ace m en t P ho ne Syste m Re p la ce m en t $ $ 21 2,0 00 4 0,0 00 1 0,0 00 To ta l

Projects Document Processing System - 2 GCF SCF WCF GCF GCF GCF GCF GCF GCF Funding Source $ $ $ 60,000 7,500 7,500 $ Equipment Purchase - Load Balancer Fibre Optic Network - Transit Exchange IT Disaster Recovery Plan Network Monitoring Public Access Community Kiosks Council Chamber Multimedia Upgrade Project Management Total GCF + Operating Total Other Sources $ $ $ $ $ $ 75,000 35,000 46,400 60,000 17,325 38,750 25,000 Total
$ 42,371 $ 324,846 $ 15,000
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7.0 Information Technology See Section 5 above for recommendations on capital investments. 8.0 Incremental/Reduction Packages No incremental or reduction packages
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District of Maple Ridge Corporate & Financial Services Fire Department Business Plan 2009 2013
The primary mission of the Maple Ridge Fire Department is the protection and preservation of life, property and the environment for the current and future citizens of Maple Ridge. This mission is in direct support of, and an important component to councils desire for a safe and livable community. This service is provided to the community by a group of ninety-five dedicated paid-on-call firefighters, six fulltime officers, twenty-eight full-time firefighters, and two administrative support staff. The Fire Department promotes a systems approach to fire and life safety and places equal or greater emphasis on proactive measures as opposed to the traditional reactive measures for the delivery of our services. We continue to strive to improve our reactive response through the hiring of additional career firefighters, advanced and specialized training, and the introduction of new fire engines and new technology, all of which allow us to respond quicker, perform our duties more effectively and efficiently, and provide an improved level of emergency service to the community. In support of the Fire Department Mission we strive to improve our proactive measures by increasing fire and life safety inspections which are intended to insure compliance with codes and bylaws as well as educate and assist building managers on how to operate safer buildings. Our Fire and Life Safety Educator ensures that on a rotational basis an educational program is delivered to every primary school age child three times between preschool and grade seven. Additional fire and life safety education is offered to seniors, young mothers, daycare providers, employee groups and the public in general, at open houses, hot summer nights, and other public events. Community wide initiatives such as our sprinkler bylaw and the newly developed Community Wildfire Protection Plan promise to have a significant effect on the impact of fire on our community as it grows. The proactive and reactive activities could not be accomplished without the administration and operational support provide by our chief officers and front office staff. This group insures that Councils direction for a safe and livable community is supported by adherence to the Municipal Business Planning process and the Fire Department Master Plan. This group also insures that the financial and physical resources are managed in a responsible manner to support the growing needs of the department. The dedication and co-operation of the Fire Department staff resulted in many significant accomplishments in 2008 which are listed later in this Business Plan. One aspect that is somewhat unique to the Maple Ridge Fire Department is its culture of inclusiveness and community spirit. Every member of the Maple Ridge Fire Department is a local resident and all members; whether they are from the Administration, Paid-on-Call or Career ranks, work seamlessly together to provide service to the community including substantial financial contribution to local charities. Through a culture of innovation, inclusiveness, and sound financial management the Fire Department continues to strive to be the best composite fire department in Canada and provide exemplary service to the community. The Business Plan below reflects this desire and details our success and accomplishments as well as provides a view of our plans and initiates for the coming years.
Corporate & Financial Services Fire Department
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2.0 Corporate Overview Strategic Alignment Environment In keeping with sustainability, we have incorporated LEED principles into the addition and renovations to Fire Hall #1 Development in the forest interface will only be sustainable if the demands for growth are aligned with the principles of the community wildfire protection plan in order to protect and preserve the forested areas as well as provide for a level of safety from wildfire for the citizens. An implementation plan for the recommendations contained in the Community Wildfire Protection Plan is being developed to support this sustainability. Safe and Livable Community Assist in the establishment of an emergency response and recovery plan in consultation with other public sector agencies, community groups, and other relevant stakeholders through active participation in, and provide training to the Municipal Emergency Planning Committee. Establish neighbourhood and community education programs to provide citizens with information and materials on emergency planning procedures by public education mall displays, open houses, Hot Summer Nights program and the Elementary School Education program. Provide preventative as opposed to remediation initiatives in the delivery of fire through public education and regular fire safety inspections of high hazard and high occupancy buildings. Ensure that quality emergency services are delivered in a timely, effective, and efficient manner through the implementation of the Fire Department Master Plan. Financial Management Develop multi-year financial plans that not only address immediate needs but also address the longer-term financial sustainability of our community. Use a formal, business planning framework as a means to structure decision-making and publicly report our performance. Reviewing our current policies and methods to generate non-tax revenue through the sale of backyard fire permits, permits for underground storage tanks, and comfort letters. Continue to use a user-pay philosophy with the enforcement of the False Alarm Bylaw. Community Relations Communicate on a timely basis with citizens and community groups through our Public Education program, news releases, and news articles. Recognize and support the important contribution of volunteers through an Annual Awards Banquet. Inter-Government Relations/Networks Identify and promote the use of partnerships with public agencies; business; not-for-profit; community groups; and, volunteers to provide local government and community services in a cost-efficient and effective manner through the continuation of our Mutual Aid Program with Pitt Meadows, Mission, and our relationship with the Justice Institute.
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3.0 Departmental Overview Services Provided Three fire halls are strategically located in the east, central and west sectors of Maple Ridge providing fire protection, rescue and extrication, and a range of other emergency responses to residents and visitors to our community. Ninety-five paid-on-call firefighters, 28 full-time firefighters 6 full-time officers provide suppression and rescue response from their respective halls located throughout the community. The primary mission of the Maple Ridge Fire Department is the protection and preservation of life, property and the environment for the citizens of Maple Ridge. This service is provided to the community by a group of dedicated full-time and paid-on-call firefighters and full-time officers. The general categories of emergency response are alarm response, fire suppression, rescue, hazardous material spills and response for medical aid. A great range of service is provided under these general categories. The firefighters are trained to the highest level of First Responder First Aid available in the Province. These skills are used to provide care to our firefighters and the public in the event that the ambulance service is delayed or the incident is of sufficient size or complexity that the ambulance paramedics require assistance. The introduction of automatic external defibrillators has enabled us to provide the most modern first responder treatment for heart attack victims. Our firefighters are also trained to meet the requirements of BC Firefighter Standard, Level II. Through an aggressive program of proactive inspections and public education the number and seriousness of emergency incidents can be greatly reduced. The Fire Prevention Office conducts fire safety inspections of public buildings, high occupancy dwellings, day-care and adult care facilities to ensure a basic level of life safety is maintained. They are also involved in business licence approvals and consulting on design and development recommendations. The Fire & Life Safety Educator co-ordinates the public education program, which uses the Learn Not to Burn curriculum. This program is taught to children through a school program and fire hall visits of girl guides, scouts, and other organizations. Fire education is also provided to adult groups who request it. The department is leading the province in its delivery of a program for juvenile fire setters called The Arson Prevention Program for Children (TAPPC) which reduces the risk of fire and injury in high hazard residences and provides fire education to children at risk. Firefighters in combination with a contract mechanic provide a comprehensive preventative maintenance program on all equipment and trucks. The Fire Department is actively involved in the development and testing of the Municipal Emergency Program. As residents of Maple Ridge, the officers and firefighters strive to create a safe community for their families and neighbours. Customers External: Citizens of Maple Ridge, visitors to Maple Ridge, industry and businesses in Maple Ridge, other emergency service providers such as BC Ambulance, R.C.M.P., Search & Rescue, our neighbouring communities through mutual aid agreements. Internal: Council, paid-on-call firefighters, municipal staff, full-time Fire Department staff. Resources Three Fire Halls are located in Maple Ridge. Number 1 Fire Hall, serving the core area, is located at 22703 Dewdney Trunk Road and serves as the main Administration Hall. Number 2 Hall serving the east sector is located at 27501 112 Avenue and Number 3 Hall is located at 11777 203 Street in the west sector. Number 1 Hall serves as the main Administration hall with six career officers, and two administration support staff. Hall 1 has 28 full-time firefighters covering calls 24/7, 34 paidon-call members and contains two Front Line Engines, one Tender Engine, a Heavy Rescue Vehicle, an Aerial Platform, Fire Investigation Trailer, and a 12-passenger van to assist in the transportation of firefighters.
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Number 2 Hall has 22 paid-on-call members and contains one Front Line Engine, an Engine/Tanker Combination a Light Duty Rescue Truck and Light Support Engine. Number 3 Hall has 20 paid-on-call members and contains two Front Line Engines and Light Rescue Vehicle.
Mission Statement The Maple Ridge Fire Department will provide to the residents of Maple Ridge a level of excellence in protection of life and property commensurate with its capability of response, while maintaining a high level of safety and education for its members in order to provide them with protection of self, and the ability to out carry out our duties in the most efficient manner. Vision Increased community involvement. Increased accountability and responsibility of the public through education and training. Efficient and cost effective delivery of emergency response activities. Increased Fire Department involvement with the business and development community A staff comprised of full-time and paid-on-call members that are well motivated, efficient, and effective. Organization Chart
Net Operating Budget = $7,159,920 Full-Time Equivalent Staff = 36 Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan The completion of the renovation and addition to Fire Hall #1. In keeping with Councils strategic alignment on Sustainability, this project will incorporate LEED principles. Continued implementation of the Fire Department Master Plan will insure that the concept of a composite fire department is sustainable as the community grows. Completion of the first collective agreement with IAFF Union.
Status as of September 30, 2008 The contract for the expansion and renovations for Fire Hall 1 was awarded to Mierau Contractors Ltd. Construction commenced in September. Anticipated completion in the last quarter of 2009. LEED certification is also being applied for. Six additional full-time firefighters commenced employment in January 2008. Seven full-time firefighters are on duty 24/7 at Fire Hall #1. The selection process for 2009 is currently underway. Completed
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2008 Deliverables Proposed in Business Plan Development in the forest interface will only be sustainable if the demands for growth are aligned with the principles of the community wildfire protection plan in order protect and preserve the forested areas as well as provide for a level of safety from wild fire for the citizens. In 2008, an implementation plan for the recommendations contained in the Community Wildfire Protection Plan will be developed to support this sustainability. (A Capital Program request for a Sprinkler Trailer has been submitted for 2008 to support this implementation plan.) Continue to ensure workplace safety for all fire department staff through training, education, drills, updating of pre-plans. Status as of September 30, 2008 The Community Wildfire Protection Plan Committee created an implementation plan and involves district staff from numerous departments. Two trailers have been purchased. One will house an ATV and initial attack equipment and he other will contain a Sprinkler structure protection package. Draft legislation will be presented to Council in the first quarter of 2009.
Continue Public Education fire and life safety awareness programs to give residents, businesses, stratas and industry the skills and knowledge to prevent emergencies from occurring.
Continue fire and life safety inspections to educate the public, insure safe evacuation routes for the public, and enforce code compliance.
Continue to develop the departments technical rescue capabilities including an assessment of water rescue requirements. Hire additional career firefighters to staff Rescue 1, 24/7. Recruit and train additional Paid on Call Firefighters to insure the sustainability of the
In addition to weekly maintenance training, Assistant Chief Howard Exner and the Training Department conducted a Recruit Training Program, Company Officer Program, Swift Water Rescue Technical Rope, Basic Forestry Fire-Fighting, Low Angle Rescue, Operations Level Hazardous-Materials, Driver Training, Aerial Tower Operator, First Responder Instructor updates, and the Fire Service Instructor I Program. Maintenance training is ongoing. Specialized training is scheduled throughout the year. Assistant Chief Timo Juurakko with the assistance of the both career and paid-on-call firefighters delivered Fire and Life Safety education to over 5,000 children and more than 1,700 adults through various programs. Evaluations received from schools are extremely positive. In 2008 the all kindergarten to Grade 3 students received public education through the school program. Assistant Chief Brett Morris and the Fire Prevention Division continued the program of training senior paid-on-call firefighters to perform basic fire and life safety inspections in public buildings throughout our community. To date all the career firefighters and 65 paidon-call firefighters are trained to perform Fire & Life Safety Inspections. In the first 8 months of 2008, 782 inspections were completed. Conducted Swift Water Rescue Technical Rope training. Completed. The six additional full-time firefighters which commenced employment in January 2008 are staffing Rescue 1 24/7. Applications for Paid-on-Call Firefighters are being reviewed. Training will begin in January
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2008 Deliverables Proposed in Business Plan Paid on Call Ranks and support the goal of a composite fire department. Design and tender the replacement of Rescue 1 and an Air/Lighting Truck for Fire Hall #1. Status as of September 30, 2008 2009. Two additional Engine/pumper trucks have been purchased and a chassis is on order for the replacement of the Rescue Truck. The building completion for these trucks will be early 2009. Design of and rezoning of land for Fire Hall #4 in the Cottonwood Albion Corridor. Status as of September 30, 2008 Updates to the web site are ongoing
Seek Public input for the design of, and rezoning of land for Fire Hall #4 in the Cottonwood Albion Corridor. Found Milestones The Fire Department web pages were updated as part of the transition to the Districts new web page launch. Our site offers a wealth of information to all users of the internet. Hub Fire Engines built and supplied us with two identical Engine/pumpers that were put into service in February of this year. The engines have gone through rigorous testing in training and at fire incidents and have met the departments expectations and requirements BC Training Officers Conference was hosted by Maple Ridge. The conference was held from May 26-30 with 160 attendees, the largest Training Officer attendance to date. The Junior Firefighter Youth Academy celebrated its 10th year in conjunction with the 10th class graduation. The Departments Hot Summer Nights program has been a great success. The Be Alarmed smoke program continued in conjunction with Hot Summer Nights and is supported by the Rotary Club of Haney, Vanity and Canadian Tire. The Fire Department continues to be actively involved in the communitys emergency preparedness activities, including the emergency Operations Centre. The Fire Department as a whole has been involved in our established fundraising efforts. This includes the paid-on-call members working seamlessly with the career crews and administration. The annual car wash raised $3,563.00 for the Vancouver General Hospital Burn Unit. In December they will be holding their annual boot drive for the Friends in Need Food Bank
Completed
2008 Conference complete. Maple Ridge is hosting the conference in 2009 and planning for this is underway. The 11th class has been selected with 12 participants. Program will begin October 9, 2009 Completed for 2008
Ongoing training and participation in the emergency program Additional charity fund raising will take place in December.
Projects in Progress A sprinkler protection unit and an initial attach unit with an ATV for forest fire fighting will be put into service with the accompanying training.
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4.0 Performance Measures/Indicators 4.1 Service Area Goal: We ensure that quality emergency services are delivered in a timely, effective, and efficient manner Objectives: To reduce the severity of fires through adequate response times and manpower. Measure Percentage of responses meeting target response times (Hall 1, 7 min, 90% of time; Hall 2, 18 min, 90% of the time; Hall 3, 7 min, 90% of time). Number of firefighters available to respond 24/7 (target = 4 firefighters 90% of time) Value of fire losses per 1,000 population Average fire loss per incident
V a lue o f Fire L oss e s p er 1 ,0 0 0 p opula tion A ve rag e Fire Los s pe r Inc id en t
00:17:17 00:14:24 00:11:31
Response Times
$80,000 $60,000 $40,000 $20,000 $0 2002 2003 2004 2005 2006 2 007
Target Jan-Dec 2005 Jan-Dec 2006 Jan-Dec 2007 Jan-Sep 2008 Hall 1 Hall 2 Hall 3 Hall 4
Min:Sec 00:08:38 00:05:46 00:02:53 00:00:00 Fire Hall
The Value of Fire Losses per 1,000 population has increased in 2007 due to an overall increase in the total fire losses for 2007 (55) compared to 2006 (53). One of the factors that affect this calculation is the everincreasing costs to repair fire-damaged structures, which increases the overall cost of the losses. The decrease in the average loss per fire is a direct reflection of the full-time career crews responding quickly and extinguishing the fires in the early stages of development, thereby lessening the degree of fire damage and the associated dollar loss.
The response time for calls in the various hall areas does not include dispatch time. The hiring of additional full-time career firefighters has resulted in a continued reduction of response times in the Fire Hall 1 area where they are stationed; in addition the policy of having them respond throughout the whole district has also resulted in a reduction of response times at Fire Halls 2 and 3.
Action, Responsibility and Timeline: To have a minimum of 4 full-time firefighters arrive on scene at emergency incidents within 7 minutes within 4 minute travel time of Hall #1. Through the utilization of the full-time and paid-on-call firefighters a minimum of 4 firefighters will be available to respond 24/7 in Fire Hall #1s response zone.
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4.2 Service Area Goal: We provide preventative as opposed to remediation initiatives in the delivery of fire services through public education and regular fire safety inspections of high hazard and high occupancy buildings. Objectives: Reduce the number and seriousness of emergency incidents through an aggressive program of proactive inspections and public education. Measure Percentage of apartment structures inspected annually Percentage of target group of students receiving education session (2009 target, grades 5/6 90%) Number of fire-incidents, Number of fire-related injuries, Number of fire-related deaths
Students Attending Fire Safety Education Sessions
4000 3000 2000 1000 0 2005 2006 Total Students Target 2007 Instructed 2008
Inspection of Multifamily Residential Structures

140 120 Number of Structures 100 80 60 40 20 0 2005 Total Structures 2006 Target 2007 Inspected
2002 Number of fire incidents all * Number of fire incidents structure/vehicle Number of fire-related injuries Number of fire-related deaths * n/a 277 6 1
2003 n/a 235 3 0
2004 n/a 209 0 0
2005 n/a 184 5 0
2006 320 136 5 0
2007 261 116 11 0
2008 (JanSep) 204 86 3 1
In 2006, the definition of a fire incident was expanded to include all fire incidents, such as garbage fires, brush fires, etc. Under the previous definition, the number of incidents for 2006 would have been 136. In subsequent years, all incidents will be reported.
Action, Responsibility and Timeline: Provide public education sessions to all Grade 5/6 students in the District of Maple Ridge. To reduce the number of fire incidents, fire-related injuries, and fire-related deaths through pro-active public education and effective emergency response. Inspect all apartment structures within the District of Maple Ridge on an annual basis using the full-time firefighters and paid-on-call firefighters.
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4.3 Service Area Goal: We ensure that quality emergency services are delivered in a timely, effective, and efficient manner. Objectives: Completion of the addition and renovation of Fire Hall #1 and commencement of the construction of Fire hall #4 Measure Design and construction in alignment with councils sustainability initiatives as well as meeting the financial parameters of the capital budget Action, Responsibility and Timeline: Continue with the renovation and addition of Fire Hall #1. Hire an architect to begin plans for Fire Hall #4 Recruitment and training of additional firefighters to staff Fire Hall #4. 5.0 Operating Budget
Fire Protection
2008
Adopted Account Firehalls No. 1, 2 and 3 Revenue Fees Expenditures Contract Equipment Equipment Maintenance Insurance Miscellaneous Operating Repairs Other Outside Services Professional Fees - Other Program Costs Salaries & Wages Seminars/Prof Meetings/Training Special Events Supplies Vehicle Costs W.C.B. (Non-employees) Internal Transfers Transfers to Reserve Funds
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($42,500) ($42,500) $114,481 $136,785 $45,692 $19,657 $25,066 $126,157 $1,030 $30,659 $54,113 $4,074,304 $23,000 $14,550 $177,841 $109,718 $10,000 $4,963,053 $1,292,914 $1,292,914 $6,213,467
($50,000) ($50,000) $114,481 $149,025 $50,692 $20,923 $22,000 $121,307 $1,030 $20,659 $54,113 $4,795,136 $23,000 $14,550 $180,841 $148,704 $10,000 $5,726,461 $1,222,451 $1,222,451 $6,898,912 $
($7,500) ($7,500) $0 $12,240 $5,000 $1,266 ($3,066) ($4,850) $0 ($10,000) $0 $720,832 $0 $0 $3,000 $38,986 $0 $763,408 ($70,463) ($70,463) 685,445
18% 18% 0% 9% 11% 6% (12%) (4%) 0% (33%) 0% 18% 0% 0% 2% 36% 0% 15% (5%) (5%) 11%
($50,000) ($50,000) $114,481 $149,025 $50,692 $20,923 $22,000 $121,307 $1,030 $20,659 $54,113 $5,635,819 $23,000 $14,550 $180,841 $153,165 $10,000 $6,571,605 $1,365,555 $1,365,555 $7,887,160
($50,000) ($50,000) $114,481 $149,025 $50,692 $20,923 $22,000 $121,307 $1,030 $20,659 $54,113 $6,494,658 $23,000 $14,550 $180,841 $157,700 $10,000 $7,434,979 $1,495,174 $1,495,174 $8,880,153
($50,000) ($50,000) $114,481 $149,025 $50,692 $20,923 $22,000 $121,307 $1,030 $20,659 $54,113 $7,380,998 $23,000 $14,550 $180,841 $162,310 $10,000 $8,325,929 $1,629,923 $1,629,923 $9,905,852
($50,000) ($50,000) $114,481 $149,025 $50,692 $20,923 $22,000 $121,307 $1,030 $20,659 $54,113 $7,941,506 $23,000 $14,550 $180,841 $166,998 $10,000 $8,891,125 $1,770,135 $1,770,135 $10,611,260
Totals
Proposed Changes or Remarks: Fees: Increased to reflect actual collections. Salaries & Wages: Majority of increase is additional career fire fighters. The balance of the variance is an increase to Paid-on-Call rates and the wage and benefit cost contingency. Business Plan 2009 2013 Corporate & Financial Services Fire Department Page 9 of 10
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Fire Protection
2008
Adopted Account Firehall No. 4 Expenditures Equipment Equipment Maintenance Miscellaneous Operating Repairs Professional Fees - Other Program Costs Supplies W.C.B. (Non-employees) Wages
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$0 $0 $0 $0 $2,327 $20,520 $4,059 $2,600 $49,499 $79,005 $79,005 $6,292,472
$29,700 $24,250 $9,627 $13,774 $2,327 $15,172 $14,059 $2,600 $149,499 $261,008 $261,008 $7,159,920
$29,700 $24,250 $9,627 $13,774 $0 ($5,348) $10,000 $0 $100,000 $182,003 $182,003 $867,448
N/A N/A N/A N/A 0% (26%) 246% 0% 202% 230% 230% 14%
$22,425 $8,136 $9,627 $13,774 $2,327 $20,381 $14,059 $2,600 $149,499 $242,828 $242,828 $8,129,988
$22,425 $8,136 $9,627 $13,774 $2,327 $20,381 $14,059 $2,600 $149,499 $242,828 $242,828 $9,122,981
$22,425 $8,136 $9,627 $13,774 $2,327 $20,381 $14,059 $2,600 $149,499 $242,828 $242,828 $10,148,680
$22,425 $8,136 $9,627 $13,774 $2,327 $20,381 $14,059 $2,600 $149,499 $242,828 $242,828 $10,854,088
Total Firehall No. 4 Totals Fire Department
Proposed Changes or Remarks: Equipment Maintenance / Program Costs / Supplies: Fire Hall #4 construction postponed until 2010, but much of the costs associated with hiring Paid-on-Call Firefighters will start in 2009.
6.0
Capital Budget
2009 50,000 50,000 15,000 115,000 70,000 700,000 83,960 200,000 425,000 1,478,960 2010 375,000 375,000 2011 705,000 625,000 325,000 1,655,000 2012 2013 Funding FDR ERR-FD ERR-FD FDR FDR FDR FDR FDR FDR ERR-FD FDR ERR-FD 3,623,960
Projects Equipment Purchase - Firehall #4 Fire Equipment Engine 2-2 Replacement Fire Vehicles - Equipment Firehall #3 Expansion Phase 1 Firehall #3 Expansion Phase 2 Firehall #4 Engine New Firehall #4 Protective & Safety Equip Firehall #4 Rescue 4 Firehall #4 Technical & Furnishings Firehall #2 Engine 2 Replacement Public Education Vehicle Rescue 2 Replacement Prot Srvcs (Fire) Total
40K in 2009 as a contribution to a phone system replacement part of hall # 1 renovations
7.0 8.0
Information Technology None Incremental/Reduction Packages None

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District of Maple Ridge RCMP/Police Services Business Plan 2009 2013

The RCMP is committed to working with the community to achieve the goal of "Safe Homes and Safe Communities. Our Master Plan document from 2007 was developed with both our communities and remains our blueprint for policing services. Policing priorities for our Detachment are, Youths, Marihuana grow operations, Communication (internal and external), increased community visibility and Traffic ( Impaired driving and pedestrian Safety). In order to have true impact in these areas, the Ridge-Meadows RCMP will engage in an overall strategy of crime reduction. We will proactively concentrate our energies on the habitual offenders, high crime and motor vehicle crash areas, and crime causation. In doing so, we will be striving for long-term, sustainable crime reduction in our communities. This intelligence lead approach will ensure we are making the most of our police resources, including those of our integrated regional units, as we work to maximize the impact on crime. We will also become more involved in the various agencies and groups within our communities by having liaison members assigned to attend meetings and provide feedback. We will also be developing a comprehensive communication strategy to keep the communities we serve aware of policing issues and trends. Internally we will be developing our continuous improvement team as a forum for discussion and input on the day to day operations of the detachment. We understand that the public plays an important role in keeping our neighbourhoods safe. We remain committed to the philosophy of Community Policing, emphasizing our need to continue to involve and become involved with the communities we serve. We will be creating new positions to act as client service/community liaison and to partner with our new community policing officers as conduits to the public. We will also continue to work closely with other local service providers and identify opportunities to build further relationships. This plan reflects our responsibility and accountability to our clients. It also provides the RCMP with a chance to increase the public awareness of our roles, abilities, and challenges in a constantly changing world. We recognize the need for an increased emphasis on communication and providing local citizens and businesses with information about crime trends and crime prevention. In doing so, it is our hope that community members will develop a willingness to work closer with the police to enhance overall public safety. We feel fortunate for the tremendous support from the District of Maple Ridge and Pitt Meadows, from the communities and from the hundreds of RCMP volunteers. We are confident to meet the challenges before us and we are proud to be serving your community.
RCMP/Police Services
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2.0 Corporate Overview Strategic Alignment Environment Implement protective mechanisms towards the environment. Transportation Participate in the Traffic 2010 Initiatives to reduce serious injury accidents by concentrating on Impaired Driving, Aggressive driving including speeding, impaired, tailgating, etc, high crash intersections and seatbelt usage and seat belt usage and participation in Safer Cities initiatives involving members, volunteers, and staff. Harm reduction accidents at intersections. Work with Council to help understand and plan for how our community will change once the Golden Ears Bridge to Langley is completed. Utilization of the bait car program Intelligence-led patrols in areas identified as having number auto thefts and thefts from auto. Explore community and corporate partnerships regarding donated vehicles. Increased enforcement of impaired driving laws Full utilization of crash analysis programs Intelligence-led targeted enforcement initiatives Smart Managed Growth Address staff resourcing, ongoing service delivery reviews and future needs. Planning for RCMP office space needs 5+ years out (including community facilities). Incorporate police resourcing needs into Official Community Plan. Continue to update the RCMP Web page to include press releases and relevant community information, along with crime data and crime prevention information. Safe and Livable Community/Community Relations Continue to review the services that we provide so that they are being provided in the best possible way. Focus as a Detachment priority crime that most impacts our communities i.e. Youth, Drug Related Crime, Community/Relationships/Education, Traffic, Organized Crime and Visibility. Encourage community engagement through Community Policing in an effort to reduce or target operational issues. Financial Management Maintain and update the 5-year financial planning documents so that they can be used as a forecasting tool. Provide Council and Senior Staff with quarterly financial statements to show how we are doing in relation to budget. Inter-Government Relations/Partnerships Work with ECOMM to deliver economies and efficiencies of scale and ensure delivery of service is at an appropriate level. Develop and maintain strong, positive working relationships with all levels of government, other detachments, and outside agencies such as ICBC, School District, Provincial Corrections and Safer Cities Initiative Communication initiative to provide citizens with information related to crime prevention. Liaison with By-Laws Department on common initiatives and projects.
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3.0 Departmental Overview Services Provided: Provide police service protection and safety for citizens of Maple Ridge and Pitt Meadows. Focus on prevention, education, enforcement and investigation Preserve the quality of life for citizens of Maple Ridge and Pitt Meadows. Provide long-term solutions to identified policing problems. Work with community members and volunteer groups. Provide public education on police and safety issues. Specialized Forensic Identification services. Police Dog Services. Command Search and Rescue operations. Municipal Employees provide administrative and technical support to the RCMP. Provide Victim Services support to victims of crime. Youth Resource Officers Training and Media Liaison with community and community groups Specialized support service i.e. property, drugs Quality investigations General Investigation Section Customers: Residents of Maple Ridge and Pitt Meadows Mayor and Councils of Maple Ridge and Pitt Meadows Other Police Departments/Detachments Outside Agencies (School District) Community Partners Volunteer Groups Staff Resources Detachment staff includes 26 full-time municipal support staff employees, with approx. 30 part-time on-call employees, and 101 total RCMP members broken down as follows: Maple Ridge: 82 RCMP members funded by Maple Ridge (plus, .33 of 1 Youth Resource Officer funded between District of Maple Ridge, District of Pitt Meadows and the Maple Ridge School Board) 3 Community Safety Officers 3 Provincially-funded RCMP members Pitt Meadows: 21 RCMP members funded by Pitt Meadows (plus .33 Youth Resource Officer) Member contributions to Integrated Services equivalent to 9.91 members
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Values
Royal Canadian Mounted Police Mission Statement

The Royal Canadian Mounted Police is Canadas national Police Service. Proud of our traditions and confident in meeting future challenges, we commit to preserve the peace, uphold the law and provide quality service in partnership with our communities. We use every opportunity to reinforce the mission statement and our core values with all of our employees and the community.
District of Maple Ridge RCMP Support Staff

The commitment to provide quality police services to our community in cooperation with the Royal Canadian Mounted Police and associated agencies. Strategic Priorities RCMP National Goal Safe Homes, Safe Communities RCMP Organizational Goal Becoming an Organization of Excellence RCMP National Strategic Priorities Organized Crime Terrorism Youth Economic Integrity Aboriginal Communities Solicitor General for the Province of British Columbia Policing Priorities 2008 Use of Crime Reduction and Intelligence-led policing Integration and Consolidation of Police Services Commitment to community-based policing Improved responsiveness to diverse communities Services to Victims of Crime Improved Road Safety Safe and Peaceful 2010 Olympic and Paralympic Winter Games Accountability of the Police to the public and the Province RCMP Lower Mainland District Priorities Traffic Safety Prolific Offenders Ridge Meadows RCMP Strategic Priorities Identification and referral of Youths at Risk/Reduce incidents of youth crime Enforcement of Marihuana Cultivation Traffic Safety-Impaired Driving and Pedestrian Safety Improved communication processes Enhanced community Visibility
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Organization Chart
Manager of Police Services Maureen Jones
Crime Prevention Program Coordinator Not Hired Community Policing Coordinator Keith Wilson Administrative Assistant Carrie Walsh Traffic Clerk Sandy McLeod +1 FTE
Exhibit Custodian Deb MacDonald
Crime Analyst Annette Wilson Computer Support Specialist Larry Hodson Justin Palmer Crime Reduction Unit Secretary Not Hired Information Officer Lizz McRae Faye Dougan
Fleet Exhibit Coordinator Deb Livingstone Administrative Support Assistant Terry Guyon Clerk II Rena Gislason Debra Kinar GIS Secretary Dawn-Marese Varcoe
Media Relations Training Coord Dan Herbranson Victim Services Connie Cross Nikki Springford Clerk Typist III Louise Kurkowsky Linda Longo
Records Supervisor Shanna Baker
Custodial Guard III Randy Weigel
PRIME Operator Mardi MacDonald Kim Nazer .5FTE CPIC Operator-Clerk Barb Landy Cheryl Titman
PRIME Records Assistant Not Hired PRIME Reviewer Lynda Delainey Merylyn Olson Janet Tuka Job Share Stephanie Volpe Heather Kaczor
Custodial Guard II Brian Kurucz Job Share Gail Blok Gwill Draper
Custodial Guard I 2 FTE
Court Liaison Officer Catherine Senay
Municipal Reader Deb Cook Deb Thompson Not Hired
Court Liaison Officer Assistant Not Hired
Net Operating Budget = $14,890,339 Full-Time Equivalent Staff = 41.5

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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Joint Police Liaison Committee discussions on issues of strategic importance to both communities Under the leadership of the Youth Resource Program, maintain and enhance positive relationships with young people, with a particular focus on youth at risk Integrated Forensic Identification Section (FIS), police dog service, and Emergency Response Team (ERT) Integrated Traffic Reconstructionist/Analyst program. Increase number of apartments participating in the Crime Free Multi-Family Housing Program from 10 to 15. Under the leadership of the Crime Reduction Unit, develop and implement strategies to address community crime problems Study crime trends on a daily basis to identify emerging problems, prolific offenders, and hotspots so that criminal intelligence can be coordinated Increase the visibility of police officers in our community Work with community policing committees to give citizens a critical role in assisting with community safety Ensure that the Auxiliary Police Officer program is providing the best possible support to police officers Work with the Bylaw Departments to understand their needs and explain our needs so that we can work together collaboratively Work with community partners including the School District, ICBC, Fraser Health, Alouette Addictions, Outreach and the Salvation Army to see how we can collaboratively use the resources available to each of us to maintain a safe community Reduction in Property Crime Reduction in Youth Crime involving high risk youths due to Youth initiatives, activities, Youth Diversion program, and the school system Focus on prolific offenders in our communities Continued participation in the Traffic 2010 Initiatives to reduce serious injury accidents by concentrating on Impaired Driving, Aggressive driving including speeding, impaired, tailgating, etc,
Status as of September 30, 2008 JPLC continue to meet quarterly CSOs have been hired and work directly in schools. SLOs continue to work with youth initiatives and problems. Integrated Services are utilized as required. Integrated Service utilized as required. Currently at 12. Completed and revised on an on-going basis. Completely daily and weekly.
Implemented intersection stops for police as well as utilization of CSO in downtown core, Foot Patrols, Citizens Bike Patrol, and Citizens on Patrol. Ongoing involvement. Involved in the DARE, Block Watch, Safety Talks, and PR in schools. Attendance at all major events and parades, ride along with regular members Regular meetings with By-Laws occur to share information. New By-Law/RCMP Liaison position has been filled Ongoing
.3% reduction in 2007 over 2006 85% success of recidivism in youth diversion. Ongoing Program initiatives are ongoing within our Traffic Section
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2008 Deliverables Proposed in Business Plan high crash intersections and seatbelt usage and participation in Safer Cities initiatives involving members, volunteers, and staff. Harm reduction accidents at intersections. Utilization of the bait car program Increased enforcement of impaired driving laws Full utilization of crash analysis programs Work with Corporate & Financial Services in piloting the Community Safety Officer program in our community Review work performed by police officers to determine if it can be done by others Review integration opportunities and present business cases to Councils on those services that it makes sense to integrate Monitor E-Comm service levels and make sure that we are getting the services that we need Annual performance plans for all employees so that the expectations of the employee and employer are clearly understood. Status as of September 30, 2008
Members park at intersections to increase visibility. Ongoing program Ongoing Ongoing CSOs hired in July Ongoing as results have a financial impact Reviewed as integration opportunities arise. Monthly meetings with ECOMM Ongoing
Found Milestones: New Cadets Panel interviews and developmental training Active involvement with Municipal By-Law Office and Outreach relating to our Homeless community issues. RCMP Youth Academy 28 Auxiliary Constables are active in our communities. Volunteer Bike Patrol co-sponsored with ICBC providing volunteers hours and visibility in the community. Detachment Grow Operation Team has enabled the Detachment to respond quickly and efficiently to grow operations without decreasing on-road resources. Enhanced Traffic Enforcement partnership with ICBC. ICBC Bait Car Program active in our communities Auxiliary Police were trained to provide bike patrol visibility e i.e. down-town core and community events such as festivals, etc. The D.A.R.E. program (Drug Awareness Resistance Education) in local elementary school. Continued partnership with the Youth Diversion Program Safer City initiatives in both communities. Charity involvement in Cops for Cancer and the Law Enforcement Torch Run for Special Olympics. Renovations to our main detachment front counter to enhance customer service and safety of our employees. Court Watch Auxiliary Police Officers involved in the roll out of the DARE program in local schools. Projects in Progress Community Safety Officer pilot Project Prolific Offenders project Marihuana Enforcement Team Two new client Services/Community Liaison Officers Downtown Foot Patrols
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Attention, perhaps periodic blitzes, on certain lower level infractions. Parking & speeding enforcement in school zones, and the broken window approach were suggested Zero tolerance for alcohol consumption in public places More empirical reporting of response times 4.0 Performance Measures/Indicators Reduce the number of property crime offences Local detachment focus in 2007 was to develop and implement strategies to address community crime problems, and identify emerging problems, prolific offenders, and hotspots so that criminal intelligence could be coordinated.
2000 1800 1600 1400 1200 1000 800 600 400 200 0 2001 2002 2003 2004 2005 2006
Thefts from A t Property D Break & Enters Auto Thefts
2007
The District saw a sharp increase in theft from and of vehicles in December 2007, which had a negative impact on the overall statistics for the year. In fact, this increase can be directly attributed to three prolific property crime offenders who were taken into custody in early January 2008. Since then, numbers have fallen back to well within the normal range.
4.1 Service Area Goal: Business Planning/Financial Management Provide financial reports that meet Councils strategic goals and ensure that they identify areas for review, change, and alternate service delivery Objectives: Continue to prepare Business Plans that are aligned with the corporate direction of both the RCMP and the District of Maple Ridge. Ensure that Municipality is aware of any donations from community groups or companies. Measures: Reporting in a timely manner Action, Responsibility, and Timeline: Work with the Finance Department to develop 5-year financial plans that meet Councils objectives; Maureen Jones; ongoing. Provide financial report to Pitt Meadows; Trevor Thompson; quarterly. Active involvement with Joint Police Liaison Committee; Insp. Wakely/Paul Gill/Maureen Jones; on-going
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4.2 Service Area Goal: Youth Proactively assist in the development and safety of youths in our community The Ridge Meadows Youth Diversion Program was established in 1994 to divert first-time young offenders away from the court system. It works on the philosophy of immediate consequences for crimes, restitution to victims and mentoring. In addition to giving first-time offenders a second chance, the program also saves money. It costs seven times more to put a youth through the court system than the diversion program. Objectives: Identify and address youth at risk in our communities Pro-actively assist in the development and safety of youths in our community. Strategic priority as all levels of our society work to reduce crime during that period of individual development where most crimio-genic factors act most profoundly. Measures: Reduction in youth crime rates # of at risk youths identified
Number of Youths in Diversion
250 200 150 100 50 0 2001 2002 2003 2004 2005 2006 2007 30% 25% 20% 15% 10% 5% 0% 2006 2007
Rate of Youth Recidivism
2006 decline was a result of less referrals by police. Training programs with new recruits now include the Youth Diversion Program process.
The rate of youth recidivism was in its second year for 2007, and it represents the percentage of firsttime young offenders who re-offend within one year of their participation in the diversion program. RCMP members communicate and recommend youths when appropriate to the Youth Justice Committee. New RCMP members are introduced via an orientation session on how this program works and can benefit youth in the community.
Action, Responsibility, and Timeline: Staffing of 2 Community Safety Officers (CSOs) to be School Liaison Officers S/Sgt. Bodden Drug awareness/DARE training and presentations (Auxiliary Officers) Targeted enforcement in youth hot spots and crime areas ex. Vandalism (YROs) Member and Volunteer presence at youth events (YROs) Curfew compliance checks by police (S/Sgt. Tomalty)
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4.3 Service Area Goal: Enforcement of Marihuana Cultivation Disrupt organized crime groups involved in the drug trade in our communities. Objectives: Disrupt organized crime groups involved in the drug trade Measures: # of marihuana cultivation operations dismantled # of prosecutions Action, Responsibility, and Timeline: Formation of a Marihuana Enforcement Team (Sgt. Lee) Utilize media to communicate activities of Marihuana Enforcement Team (Sgt. Lee/Dan Herbranson) Facilitate education of the public in the dangers of grow ops, what to look for, and whom to report it to. (Cst. Neilsen) 4.4 Service Area Goal: Traffic Safety-Impaired Driving and Pedestrian Safety The District is participating in Traffic 2010 initiatives to reduce serious injury accidents by concentrating on impaired driving, aggressive driving, high crash intersections, and seatbelt usage and participating in Safer Cities initiatives involving RCMP members, volunteers, and District staff. A specific initiative is in place to reduce the number of crashes by 30% over the period 2004-2010. In 2003 there were 1,765 crashes, making the 2010 target 1,236. Objectives: Reduce the number of deaths, injuries, and property damage caused by traffic accidents and alcohol related crashes. Measures: # of crashes # of impaired charges
Number of Injury Crashes
3,000 2,500 2,000 1,500 1,000 500 0 2002 2003 2004 2005 2006 2007
Number of Non-Injury Crashes Target 2010
Source: Safer City Planet Data Base; excludes parking lot crashes
Action, Responsibility, and Timeline: Creation of a new Sgt. Commander position (S/Sgt. Bodden) Alignment of all traffic activity to the 2010 Road Safety Vision (Cpl. Somerville) Enhanced road checks for impaired driving (Cpl. Somerville)
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4.5 Service Area Goal: Communication Communication is key in any organization and more complex in policing, dealing with multiorganizations, regular members, municipal employees, and federal employees. Objectives: Improve and enhance communication internally Improve and enhance communication externally Measures: # of press releases Feedback from staff on being well-informed Action, Responsibility, and Timeline: Creation of 2 client service/community liaison member position (CSOs) (S/Sgt. Bodden) Distribution of senior management meeting minutes to all staff members (S/Sgt. Bodden) Activity reports to Mayor and Counsel (S/Sgt. Bodden) Mandatory participation in daily briefings by members and select municipal employees Participation in community committees and community consultative groups Have ECOMM identify themselves on the telephone, not identify themselves as RidgeMeadows Detachment Try to offer to staff interested in career planning an opportunity to shadow for a day a position they would like to target in the future. Detachment Open House presentation by staff on what services we provide Tips box in newspapers on general interest and knowledge to the public. 4.6 Service Area Goal: Enhanced Community Visibility Improve the publics feeling of safety by the visible presence of police cars and RCMP members.
Objectives: Increase visibility of police cars and RCMP members in our communities Increase visibility of volunteers in our communities Measures: Feedback from the public on visibility Action, Responsibility, and Timeline: Community Safety Officer program implemented in downtown core and schools (S/Sgt. Bodden) Enhanced patrols in identified hot spot areas (Watch Commanders) Foot patrols (Watch Commanders) Enhanced core patrol in the summer months (S/Sgt. Tomalty) 4.7 Service Area Goal: Sustainability Over the next year and forward we will commit to taking a look at how we do things, and whether we can make changes that will be beneficial to the environment. Objectives: Reduce, Re-use, Recycle where and when possible within the detachment operation Measures: # of water bottle units eliminated with an alternate and more environmental friendly unit # of recycling containers
382
Action, Responsibility, and Timeline: Request staff to turn lights off in offices when they are not occupied (Maureen Jones) Recycling of water bottles, cans and containers (Maureen Jones) Replace water bottle units with filter units (Maureen Jones) Implement a department contact for recycling (Maureen Jones) Request staff to use backside of paper and to photocopy double-sides. (Maureen Jones) 4.8 Service Area Goal: Building and Employee Safety We must continue to strive to make our environment(s) as safe as possible for our staff and visitors. Objectives: Safety and a pleasant working environment. Measures: Feedback from staff and the public Action, Responsibility, and Timeline: Have a convex mirror placed outside the side door for staff to see what is around the corner before exiting the building in the dark (Maureen Jones) Establish whether the public phone can be moved to another location other than outside the employee door of the detachment (Maureen Jones) Determine whether our security company can do a 5:00 pm walk -through of the public areas of the Randy Herman Center to make sure that the building is clear for staff working after hours. (Maureen Jones)
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Police Services
2008
Adopted Account Revenues Fines Other Grant (Conditional) Program Fees Prov. Grant (Conditional) Recovery Sale of Services
2009
Proposed
Proposed Changes $
2010
Proposed %
2011
Proposed
2012
Proposed
2013
Proposed -
($28,000) ($909,461) ($75,600) ($56,000) ($32,000) ($146,100) ($1,247,161)
($48,000) ($942,032) ($10,000) ($52,500) ($32,000) ($146,100) ($1,230,632)
($20,000) ($32,570) $65,600 $3,500 $0 $0 $16,529
(71%) (4%) 87% 6% 0% 0% (1%)
($48,000) ($964,711) ($10,000) ($52,500) ($32,000) ($146,100) ($1,253,311)
($48,000) ($990,704) ($10,000) ($52,500) ($32,000) ($146,100) ($1,279,304)
($48,000) ($1,018,150) ($10,000) ($52,500) ($32,000) ($146,100) ($1,306,750)
($48,000) ($1,041,791) ($10,000) ($52,500) ($32,000) ($146,100) ($1,330,391)
Expenditures Auxilary Training/Etc. Contract Equipment Insurance Lease Maintenance - General Meals Operating Repairs Other Outside Services Professional Fees - Other Program Costs Publications Service Severance Supplies Training Utilities - Telephone Wages
$24,500 $11,106,888 $5,345 $17,804 $45,167 $154,638 $6,800 $194 $1,009,008 $291 $27,291 $2,286 $65,780 $23,073 $18,950 $45,466 $2,551,368 $15,104,849 $13,857,688
$24,500 $11,979,485 $5,525 $21,189 $46,052 $154,648 $12,000 $194 $1,039,278 $291 $27,651 $2,286 $65,780 $30,000 $19,267 $45,466 $2,647,359 $16,120,971 $14,890,339
$0 $872,597 $180 $3,385 $886 $10 $5,200 $0 $30,270 $0 $360 $0 $0 $6,927 $317 $0 $95,991 $1,016,122 $1,032,651
0% $24,500 8% $12,784,095 3% $5,600 19% $21,189 2% $46,938 0% $154,840 77% $12,000 0% $194 3% $1,070,457 0% $291 1% $27,801 0% $2,286 0% $65,780 30% $30,000 2% $19,644 0% $45,466 4% $2,743,950 7% $17,055,031 7% $15,801,720
$24,500 $13,704,419 $5,677 $21,189 $47,823 $155,050 $12,000 $194 $1,102,570 $291 $27,955 $2,286 $65,780 $30,000 $20,047 $45,466 $2,842,459 $18,107,706 $16,828,402
$24,500 $14,568,608 $5,756 $21,189 $47,823 $155,221 $12,000 $194 $1,135,647 $291 $28,113 $2,286 $65,780 $30,000 $20,387 $45,466 $2,953,419 $19,116,680 $17,809,930
$24,500 $15,448,446 $5,838 $21,189 $47,823 $155,399 $12,000 $194 $1,169,717 $291 $28,276 $2,286 $65,780 $30,000 $20,753 $45,466 $3,038,966 $20,116,924 $18,786,533
Totals
Proposed Changes or Remarks: Fees: Increased to reflect actual collections. Other grant (conditional): This is the shared Police Housing and Support cost recovered from Pitt Meadows. Increase from additional support costs. Contract: Includes cost increases and additional members. The increase in members is forecast as none in 2009, two in 2010 through 2011, three in 2012 and two in 2013. The Police Services Reserve is used to redirect a portion of prior years Contract saving back into assist in covering policing costs. The figures include existing regional initiatives IHIT (Integrated Homicide Investigation Team) and ERT (Emergency Response Team), Forensic Identification Services, Police Dog Services and Traffic Reconstruction. Other Outside Services: Reflects increased rates in centralized dispatch (ECOMM). Wages: Variance is in line with the wage and benefit cost contingency.
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6.0 Capital Budget Additional small renovation costs - $20,000 Identification Room Dismantling - $12,000 GIS Interview Room Soundproofing - $7,000 7.0 Information Technology Update Municipal phone upgrade is being submitted by the IT Department. 8.0 Incremental/Reduction Packages None
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District of Maple Ridge Public Works & Development Services Administration Business Plan 2009 2013
The Division consists of four departments Engineering; Planning; Operations; and Business Licensing, Permits and Bylaws. The Recycling Society also liaises with Council through this Division. The Public Works & Development Services Division (PW&DS) is responsible for the administration and implementation of municipal policies, bylaws, and services including the management of development, building construction, infrastructure, growth, renewal, and maintenance in the District. The General Managers role is to provide leadership to the Division, and to ensure the related policies and priorities of Council are realized. The Divisions operating mission and objectives are in accordance with the Corporate Strategic Plan. Implementation of the Divisions work program is primarily achieved through the four line departments and their respective business plans. Interdepartmental issues are addressed through Division meetings and multi-disciplinary staff teams. Significant work program projects are achieved through cross-departmental teams. Priority issues of a division-wide or corporate significance are identified in this business plan. 2.0 Corporate Overview Each Departments Business Plan addresses the Divisional Goals for 2009. While reflective of details of larger policy-related items, the Business Plans also recognize the day-to-day activities at the core of municipal business. Strategic Alignment Environment The District of Maple Ridge is recognized as a leader in its commitment to protecting and enhancing the environment. This recognition has come through national award winning developments, awards for its environmental stream mapping, and the Smart Growth on the Ground Award for the downtown. The District was one of the first to move towards energy efficient buildings as well as the greening of its municipal fleet. For 2009, Public Works & Development Services will continue to lead in environmental initiatives and strategies. This includes: Working with citizens, developers, local environmental groups and senior agencies to strengthen and enhance mechanisms to protect environmental features. Continue to advance initiatives that reduce the Districts carbon footprint including for example, more fleet improvements, alternative energy sources and developments that reduce or avoid greenhouse gas production. Continue to work towards Zero Waste through initiatives such as green waste composting and expansion of the blue box program.
Public Works & Development Services Administration
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Transportation Transportation, through all modes of travel, remains a primary issue among residents of Maple Ridge. This includes being able to travel in and out of Maple Ridge, as well as within Maple Ridge. Key strategies for 2009 include: Maintain a close working relationship on transportation issues with TransLink, Metro Vancouver, Ministry of Transportation and Highways (MOTH), and neighbouring municipalities. The new Golden Ears Bridge, Pitt River Bridge, Lougheed Highway improvements and additional capacity are all issues that will continue to be addressed. Continues to develop integrated transportation strategies for the District as a whole, the downtown, and neighbourhoods. Implement capital projects that strive to improve neighbourhood connectivity, ensure the efficient movement of traffic where required, and encourage economic development. Provide appropriate transportation routes to employment lands. Advance transit improvements including Light Rapid Transit and West Coast Express. Smart Managed Growth The District of Maple Ridge was the first municipality to complete a Smart Growth on the Ground Plan. The award winning plan for the Downtown is the foundation for the Town Centre Area Plan. The concepts of smart managed growth have been incorporated into OCP Policy that recognizes the need for a District wide implementation of smart growth concepts. Key strategies for 2009 include: Implementation of the smart growth principles in the downtown. Encouraging balanced development reflective of the sustainability principles developed by the District and the land uses identified in the OCP and Area Plans. Encourage the use of newly proven sustainable technologies including infrastructure, transportation, building, storm management and streetscape technologies. Developing life cycle replacement programs for the Districts infrastructure assets. Safe and Livable Community A safe and liable community is fundamental to the Public Works & Development Services business plans. From strategic policy development to on the ground design of neighbourhoods, the safety and liveability of Maple Ridge is paramount. Key strategies include: Bylaw section working together with the RCMP to address regulatory infractions. Ensuring safe neighbourhoods through infrastructure and building design review and inspection. Continuation of partnerships with School District 42 and ICBC to deliver the Safer Cities Program. Provide key personnel to the Emergency Response functions. Continue to ensure the provision of safe potable drinking water to citizens. Continue to ensure the removal of liquid-waste in accordance with the regulatory requirements. Financial Management Prudent financial management is a cornerstone of the Districts sustainability goals. Public Works & Development Services is a major alternative revenue generator such as building permit fees, development cost charges, gravel royalties and future gaming revenues. Key strategies include: Continue to explore innovative revenue streams and financing methods. Continue to work with senior and other levels of government to appropriate funding including Federal and Provincial government and TransLink. Explore technologies in support of cost savings. Continue to refine and adopt service delivery to provide optimal value and life-cycle costs.
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Community Relations Public Works & Development Services have a high public interface. The services provided have a direct impact on citizens, be it a development proposal, road construction or bylaw enforcement. It is of utmost importance that our processes are clear, transparent and uphold the public trust. Key strategies include: Continue to provide open dialogue through a variety of communications processes. Meet or exceed the legislative requirements for public participation/notification and encourage public communication on strategic initiatives and major projects. Continue to update the relevant sections of the corporate website. Inter-Government Relations/Networks Public Works & Development Services work with other levels of government through formal and informal committees and advisory groups. Excellent relationships have been developed with staff from these agencies. Key strategies include: Continue to develop working partnerships with TransLink, Metro Vancouver, The Provincial and Federal governments. Continue to develop working partnerships with School District 42, First Nations and neighbouring Municipalities of Pitt Meadows and Mission. Economic Development The District currently relies significantly on revenue from residential taxation. In addition a large percentage of its citizenry commutes out of Maple Ridge for employment. A key strategic goal is to encourage employment within Maple Ridge. Key strategies include: Pursue the appropriate infrastructure for the development of employment land. Pursue the policy and regulatory environment that attracts employment investment. Work with other levels of government for the provision of appropriate funding to assist in attracting economic enhancements. Interdependencies Public Works & Development Services works closely and interacts with all other divisions and departments. Key strategies include: Ensuring that all plans and projects are communicated to the appropriate staff at the appropriate time in the appropriate manner. 3.0 Departmental Overview The PW&DS Division is responsible for the administration and implementation of municipal policies and services including: Professional engineering and planning advice to Council and its committees Provision of long-range land use planning and related services Provision of environmental management and inspection services Administration of the Districts capital budgeting program Project management of new infrastructure Operation and maintenance of the Districts water, sewer, drainage, and roadway infrastructure Administration of building and development-related applications Delivery of inspection services for building construction Provision of business licences and bylaw enforcement Liaison with the Ridge Meadows Recycling Society Regional liaison with the Metro Vancouver and TransLink
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Customers Citizens and property owners of Maple Ridge Council A wide variety of agencies, other levels of government, interest groups, applicants, and others who do business with, or have an interest in, the District of Maple Ridge (see Engineering, Planning, Operations, and Business Licensing, Permits & Bylaws business plans) Internal customers who require the input and cooperation of Divisions staff Resources Administration: Total Division: 3 FTEs 108.5 FTEs sustainable
Values The Division strives to enshrine Maple Ridge as an innovative, uniquely desirable, leader in promoting an outstanding quality of life.
1. Clarity of Purpose to ensure the Division work programs are goal-oriented and focused on achievable and, where possible, measurable results. 2. Customer Focus to have a customer focus and seek customer satisfaction in the day-to-day delivery of services. 3. Quality Service to achieve the highest possible quality of service, professionalism, integrity, and trust in the work we do. 4. Proactive and Motivated Staff to maintain a highly productive and motivated staff. 5. Innovation to seek continuous improvement and the ability to anticipate and effectively respond to change. 6. Optimize Organization to seek continuous improvement and the ability to anticipate and effectively respond to change.
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Organization Chart
General Manager Public Works & Development Services Frank Quinn
Business Support Analyst David Stevenson
Director of Planning Jane Pickering
Municipal Engineer Andrew Wood
Director of Licences, Permits and Bylaws Brock McDonald Manager of Inspections Stephen Cote Rolvink
Director of Engineering Operations Russ Carmichael
Senior Development Services Technician Lori Foster
Manager of Develop and Environmental Services Chuck Goddard Manager of Community Planning Christine Carter
Manager of Corp & Development Engineering Terry Fryer
Electro/Mech Manager Victor Negoita
Manager of Utility Engineering Not Hired
Manager of Procurement Earl Oddstad
Manager of Design & Construction Not Hired
Superintendent of Roads & Equip Wayne Hardy
Superintendent of Sewerworks Ralph Kivi
Superintendent of Waterworks Ed Mitchell
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Establish green principles for the 256 Street Industrial Park where each development application will be required to submit a green development plan Golden Ears Bridge Liaison Implement capital program Pursue provincial funding for flood protection Advance transportation routes Implementation of Drainage Utility 4.0 Performance Measures/Indicators Performance measures at the Division level are primarily output oriented, with most quantification at departmental business plan level. 4.1 Service Area Goal: Implementation of Departments Business Plan in Accordance with Councils Strategic Plan Status as of September 30, 2008 Design guidelines being completed with development on 128th Bridge to be open in 2009 Significant projects completed Funding secured for pump station in Hammond ($600,000) Abernethy conceptual plan underway, 240th bridge alignment complete, LRT conceptual design complete 4th Quarter 2008
Objectives: To implement Councils strategic direction through measurable work plans. Actions Provide regular updates to Council on work plan items Provide updates to Council on found milestones 4.2 Responsibility F. Quinn F. Quinn Timeline Ongoing Ongoing
Service Area Goal: Implement 2009 Capital Plan
Objectives: To complete when possible the approved Capital Plan for 2009 Actions Prepare appropriate concept plans Complete studies Complete tenders Contract administration Responsibility F. Quinn, A Wood, R. Carmichael F. Quinn, A Wood, R. Carmichael F. Quinn, A Wood, R. Carmichael F. Quinn, A Wood, R. Carmichael Timeline Ongoing Ongoing Ongoing Ongoing
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4.3 Service Area Goal: Golden Ears Bridge Liaison Objectives: To liaise with TransLink to address Maple Ridges interests with regard to the Golden Ears Bridge Actions Attend and participate in public and technical meetings Advise and update Council Prepare submission to TransLink as required 4.4 Responsibility F. Quinn, T. Fryer, R. Guy F. Quinn, T. Fryer, R. Guy F. Quinn, T. Fryer, R. Guy Timeline Ongoing Ongoing Ongoing
Service Area Goal: Financial Planning for Major Transportation Routes
Objectives: To complete appropriate financing options for proposed major transportation corridors in Maple Ridge Actions Prepare conceptual designs and complete financing options for Abernethy Way Prepare conceptual design financing options for major bridges in Maple Ridge Work with other levels of government to secure grant funding 4.5 Service Area Goal: Emergency Response Responsibility F. Quinn, A. Wood F. Quinn, A. Wood F. Quinn, A. Wood Timeline Ongoing Ongoing Ongoing
Objectives: To provide professional advice in the coordination and implementation of the Districts Emergency Response Plan Actions Attend and participate in Emergency Planning Meetings Attend and participate in Emergency Exercises 4.6 Responsibility F. Quinn, A. Wood, R. Carmichael F. Quinn, A. Wood, R. Carmichael Timeline Ongoing Ongoing
Service Area Goal: Infrastructure Replacement Program
Objectives: To ensure that the Districts current and future infrastructure is sustainable Actions Research and analyze infrastructure conditions Prepare appropriate operating maintenance and replacement plans Prepare financing options Responsibility F. Quinn, A. Wood, R. Carmichael F. Quinn, A. Wood, R. Carmichael F. Quinn, A. Wood, R. Carmichael Timeline Ongoing Ongoing Ongoing
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Public Works & Dev - Administration

2008
Adopted Account Expenditures Conferences & Meetings Memberships Salaries Studies & Projects Supplies
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
$28,695 $22,144 $313,649 $100,000 $4,122 $468,610
$28,695 $22,144 $399,384 $0 $4,122 $454,345
$0 0% $0 0% $85,735 27% ($100,000) (100%) $0 0% ($14,265) (3%)
$28,695 $22,144 $408,141 $0 $4,122 $463,102
$28,695 $22,144 $527,318 $0 $4,122 $582,279
$28,695 $22,144 $584,746 $0 $4,122 $639,707
$28,695 $22,144 $643,018 $0 $4,122 $697,979
Internal Transfers Salaries Recovery
($65,086) ($65,086) $403,524
($70,529) ($70,529) $383,816
($5,443) ($5,443) ($19,708)
(8%) 8% (5%)
($72,913) ($72,913) $390,189
($75,367) ($75,367) $506,912
($77,623) ($77,623) $562,084
($79,988) ($79,988) $617,991
Totals
Proposed Changes or Remarks: Salaries: The 2009 variance includes divisional growth funding of $75,000 the balance is in line with the wage and benefit cost contingency. Comparing to 2008, 2009 to 2013 respectively, $75,000, $70,000, $175,000, $220,000 and $265,000 have been committed to begin addressing costs associated with growth.
6.0 7.0 8.0
Capital Budget - See departmental budgets Information Technology - None Incremental/Reduction Packages - None
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District of Maple Ridge Public Works & Development Services - Engineering Department Business Plan 2009 2013
Business planning is the approach that the Engineering Department takes to review and ensure and report to Council that the services delivered to its customers are relevant, effective, high quality and meets the needs of its customers. Developed and submitted by the Municipal Engineer with input from each functional section, the departments Business Plan outlines the key objectives and goals of the department and includes discussion of the businesses and the department, as well as interdependencies with other departments. The Engineering Department provides municipal engineering services to residents of Maple Ridge. Municipal Engineering is the application of engineering methods to the analysis, planning, design, construction and record keeping of public works facilities and programs relating to infrastructure. This includes planning, analysis, policy, developing program and projects, initiating, implementing and evaluating services. The Engineering Department is one of four departments in the Public Works and Development Services Division. Central to the business of the Engineering Department are five core customer service areas: Transportation and Traffic Engineering Waterworks Engineering Wastewater (Sewer) Engineering Drainage and Terrain Engineering Corporate and Development Engineering These core services are mandated through a series of bylaws such as the Water, Sewer, Soil, Subdivision and Street and Traffic Control Bylaws. The services are managed with an emphasis on improved service quality, technology utilization, risk management and environmental performance and reflect the Corporate Strategic Plan. The Official Community Plan recognizes the importance of addressing these core service areas to ensure the orderly and timely expansion of infrastructure into growth areas and the cost effective repair and replacement of infrastructure to achieve sustainability. Major investments in infrastructure are both required and being planned for the designated growth areas. Investing in built assets will be the growing challenge. Engineering is the critical discipline to effective infrastructure management and the capital works program is the vehicle by which infrastructure requirements are identified. The 2009 Business Plan contains activities to support these plans. In summary, the focus of the Engineering Department Business Plan is to support the Corporate Strategic Plan objectives and more specifically, to continue to move towards sustainable infrastructure. The department has seen many changes over the past few years and the departments goal and commitment is to meet the growth in infrastructure analysis, system performance, risk mitigation and customer service requests. Change leadership, a commitment to excellent technical analysis, customer service, cross functional teams and ongoing strategic planning is our response to attempt to position the department to address its goals and objectives in the context of the corporate vision and mission and based on the current and anticipated needs of the community. A significant focus for 2009 is improving storm water planning and management.
Business Plan 2009 2013 Public Works & Development Services Engineering Department
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2.0 Corporate Overview The Engineering Business Plan identifies the departments goals for 2009 and is focussed on continuous improvement of key service areas; incorporates new programs and projects in support of the Corporate Strategic Plan (CSP); sustainability of the systems and OCP policies as well as sets out the longer term needs for public works engineering. The Business Plan is directed at addressing the Corporate Strategic Focus Areas. Strategic Alignment Environment Climate Change - The Engineering Department is concerned about potential infrastructure and risk management implications of climate change (e.g. more frequent and higher rainfall events). The advent of climate change places increased pressure on this department in terms of infrastructure design and management and vulnerability to risk. It is necessary to focus sufficient attention on this issue to ensure that risks are minimized. Carbon Neutrality - The departments role in this regard is related to streetscape tree planting and the use of materials in our operations that have a low carbon footprint. The department anticipates that highway projects going forward where sufficient funding and road allowance is available will incorporate more tree planting than in the past. The planting of street trees and vegetation is positively viewed from a cost benefit perspective. Integrated Stormwater Management Plan - The District is regionally committed to providing an Integrated Stormwater Management Plan by 2012. Although much watercourse and environmental sensitive areas work has already been accomplished primarily by consultants and the staff of the environmental affairs department, much work remains to be done to meet the Districts commitment. This department will focus more attention and effort on this initiative in 2009 and beyond and will rely on the assistance of staff of other departments in a cooperative participatory manner. Recent work involving design storm hydrograph updates for Maple Ridge and the emerging trend surrounding rainwater management will be explored further. Green Waste Composting - The department is investigating the merits of implementation of green waste composting. Having viewed the Cedar Grove Composting facility in Everett, Washington, it is clear that given the right conditions and circumstances this type of program is beneficial. Staff will continue their efforts in assessing the viability of implementation of such a Green Waste composting facility in partnership with Metro Vancouver and private interests. Transportation REGIONAL CONTEXT Fraser River Crossing/Golden Ears Bridge - In keeping with regional needs, the District is committed to on-going support of TransLink and others regarding the Golden Ears Bridge project. The General Manager of Public Works & Development Services has committed manpower in both the Engineering and Operations Departments to ensure that the Districts commitment is achieved. With the bridge and Golden Ears Connector scheduled for completion in 2009, this commitment must be maintained throughout next year. Gateway Program - The department will continue to participate and support other jurisdictions in the implementation of projects under this program namely, the Pitt River Bridge and Lougheed Corridor Improvements through the City of Pitt Meadows. The benefits of the program to Maple Ridge commuters are seen as significant and important. Abernethy Way Connector (232 Street 256 Street) The department will take the results of the Abernethy Way Extension feasibility study (Work In Progress by Delcan - 2008) to advance capital project(s) for the construction of the Abernethy Way Connector from 232 Street to 256 Street. This will improve highway network mobility and efficiency by constructing an alternate rural arterial/collector standard highway for access-egress purposes to serve the industrial and rural resource designated lands on 256 Street. The
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route will also provide alternate transportation routing to regional facilities in close proximity to the route (Fraser Regional Correction Centre, Alouette River Correction Centre, Justice Institute and Fire Training Facility). Transportation and Traffic Management ICBC Safer City Initiative - The goals and objectives of achieving a safer city in transportation and traffic management remains a cornerstone of the departments operation. The department continues to work with stakeholders and other levels of government to advance Maple Ridge as a multi-modal municipality with on-going capital program initiatives in the Town Centre and throughout the community. This will be complemented by an update to the Highway and Traffic Bylaw. The department is increasingly investigating ways and means to advance choice and increase safety in movement for pedestrians and the motoring public through traffic calming and the integration of multiple modes of movement on the transportation network. The department will keep focused on regional issues and considerations to ensure that the goals, objectives and initiatives of other are consistent with the Districts interests and strategic direction. Smart Managed Growth Silver Valley Master Infrastructure Update - This initiative will revisit previous master plans with the view to updating and enhancing the plans. Much has changed since 1995/1996 when the original infrastructure plans were conceived. In light of on-going development interest in Silver Valley, the updating of infrastructure plans is seen as an important step in the Districts urban growth strategy. Downtown In-fill Infrastructure for Development - Council and the development and business communities have expressed desires to see infill development occur in the downtown and adjacent urban areas. The department annually reviews and strategically schedules infrastructure improvements to support in-fill development thereby sparking interest and encouraging others to make the Downtown/Town Centre an attractive and cost effective place to develop and do business. Improvements are included in the capital works program business plan and scheduled on a program priority basis. It is also anticipated that the Spirit Square initiative will contribute positively to redevelopment of the Town Centre. Water and Sewer Infrastructure Plans - The on-going training of staff and the refinement and calibration of water and sewer infrastructure models is expected to continue in 2009. Building on past work, subsequent phases of the modeling process will develop long-range master capital and operating plans based on the technical analysis derived from the modeling projects. The department places a high priority on this initiative and in 2009 the water model will be advanced by ensuring in-house expertise in the management and recalibration of the models for analysis and decision making purposes. Water Quality Reporting and Water/Wastewater Modeling and Benchmarking - This initiative is to provide annual water quality reporting and aims to provide operational performance feedback for the Districts waterworks and sewage collection utilities. The information collected from other jurisdictions is expected to assist staff in getting a better picture of how the Districts infrastructure and operating practices stack up with other. On-going participation in this program is focused on facilitation of data collection and system analysis. The Department will train in the use of water and sewer models to ensure future self reliance in the management and decision making processes of these important business lines. Roads, Sidewalks and Bridges - The department will utilize information flowing from pavement management (highway rehabilitation) to target and schedule capital works in a timely manner. In addition, the department will acquire bridge analysis software to maintain a history and assist in project scheduling of bridge works. Engineering will research bridge analysis software to assist maintenance function and create an inventory to maintain the historical information for project scheduling. Records Management and Technology - Protection of the investment in the Districts infrastructure requires detailed knowledge of the location, size, type and age of the facilities
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that make up that infrastructure. The department is committed to achieving improvements in the records management system by amending operational practices in data collection and information retrieval from other departments and the development community. This can translate to reducing expenditures in locating and repairing infrastructure and assist in avoidance of serious injury or even loss of life in emergency situations. On the technology front, the department will expand the deployment of GPS technology for a variety of data collection and validation purposes involving integrated survey and daily operational considerations. The department will expand the use of digital photography and scanning technologies to enhance the departments digital data warehouse and staff will explore with outside agencies such as BCAA, ways and means of acquiring additional data streams for corporate use. Safe and Livable Community Emergency Planning - The Engineering Department will continue to participate on, provide technical advice and other mapping support to the Emergency Response Committee. Street Lighting - Projects to address street lighting deficiencies in the municipality are included in the capital works program over a series of years. Improvements will be scheduled on a priority basis but depend on funding availability. The Citizens Satisfaction Survey showed high support for this initiative (72%). Priority Intersections and Street Signs Improvements - The illuminated street signage initiative commenced in 2000 and will continue in 2009 with the development of a multi-year installation program. The Citizens Satisfaction Survey showed high support for this initiative (58%). As well, priority intersection improvements are identified as part of the Safer City program for capital construction or operational improvements. ICBC and School District #42 (Partnership) - The department will continue to work with ICBC and the school district and support their programs where possible and within budget allocations. Financial Management Asset Management - The department participates in the advancement of asset management structuring, reporting and infrastructure sustainability initiatives in light of provincial and corporate mandates and direction. Project Management - Spending within approved budgets is this departments objective as is bringing projects to completion on time and on or under budget. Project management techniques will continue to be implemented to ensure capital projects are delivered and reported upon in a timely and professional manner. The department will improve capital project definitions and descriptions in respect of estimating, scope definition and design factors as well as partnership considerations. Water and Sewer Rates Review - The Engineering Department, working closely with the Operations Department will participate in revisiting the current structure and rationales for setting of water and sewer rates for the community with the goal of providing an improved practice as well an updated current rate structure. Infrastructure Grant Applications - Applications will be made for the Federal Infrastructure grant program. Other grants such as the Provincial Flood Protection Program will also be pursued. TransLinks annual capital program will be considered where projects are consistent with program criteria. Stormwater Utility The department is committed to examining the use of a storm water utility to sustain the Districts infrastructure assets. Community Relations Customer Service, Public Information and Education - The department will continue to hold public information meetings on significant capital projects to ensure that the public has an opportunity to speak to projects affecting their neighbourhoods. The department has
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incorporated the public participation component into the project management framework and will continue to seek better ways and means of seeking meaningful public feedback. Customer Service Website Improvements - The department will update the infrastructure capital projects information on the Districts website. The department is also committed to finding ways and means of improving the interactive experience by providing meaningful nontechnical information to web. Customer Service Divisional Improvement - The department is committed to on-going and continuous improvement in the divisional customer service centre. The department works with Division partners to investigate ways and means of implementing operational improvements for improved customer service. Capital Works Program Business Plan - The Engineering Department will provide information on capital requirements for inclusion in the Capital Works Program Business Plan. In addition, capital works relating to technology will be routed through the IT Committee for review and vetting prior to being addressed in the business plan. The department anticipates some geomatics and survey equipment replacements in 2009. Operational Considerations Fundraisers and the Use of Municipal Streets - Engineering will continue to support community groups in planning community development events requiring the use of public streets and sidewalks by providing reports to Council. Inter-Government Relationships/Partnerships Regional Committees - Engineering staff will continue to work cooperatively with other levels of government through representation on Regional Committees such as the GVRD technical committees for water, sewerage and drainage; the TransLink committees for regional roads, transportation and transit; and the Regional Engineers Advisory Committee for overall technical regional issues. Other Partnering Opportunities - The department will continue to explore opportunities to partner with others in areas of strategic interest where there is a demonstrable advantage in doing so. Golden Ears Bridge Liaison The department will continue to act as a liaison role with TransLink and the GCCJV to address residents concerns regarding construction issues. Economic Development Amanda Workflow Tracking System Utilization The department will continue to utilize Amanda Workflow Tracking in day to day operation and seek to expand its use based on a benefit-cost analysis. Downtown Streetscape Review - Council and the downtown business community have stated a desire to see improvements to the downtown business core streetscape. Together with the Planning Department, the Engineering Dept. will develop and implement new downtown standards. There was high support for this initiative in the Citizens Satisfaction Survey (60%). Engineering in cooperation with the Planning Department will continue to implement downtown streetscape improvements. Spirit Square - This project will improve pedestrian accessibility by providing curb extensions, crosswalk identifications, benches, bike parking, trees, art features and other public features. The department will assist the Parks department and others in this program, and also look for ways to apply this elsewhere in the Town centre area. Gravel Strategy - Gravel is an important resource to the District. Provision of a stable supply of gravel at a reasonable price is a crucial requirement if the Districts work programs are to remain efficient and cost effective. This resource issue enjoys sufficient importance as to be revisited annually to ensure that no opportunity is missed to maximize the Districts interest.
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Interdependencies The Engineering department has a number of interdependencies with the following departments:
Clerks Communications Economic Development Finance Human Resources Information Services Licences, Permits and Bylaws Operations Parks & Leisure Services Planning Police
3.0
Departmental Overview Services Provided The Engineering Department provides a number of services required for the Public Works and Development Services Division as described in previous sections of this Business Plan. To represent and advance the interests of the District in these areas, the department participates on regional and local committees like REAC, GVRD, TransLink, School District, PACs to internal committees such as Property Management, Information Technology, to the Committees of Council. The operational issues and efforts by the department differ by business line. With increasing emphasis on storm water, the department is expecting a greater demand for resources in this area to complement maintenance requirements. Emergency services management is shared among several departments and external agencies. While the department is represented at the Emergency Operations Committee, the Engineering Department plays a key role in terms of participation, provision of infrastructure records and maps as well as professional advice and expertise on a wide range of administrative, technical, hazard mitigation and risk management issues. Technology is an important component of the way the department performs work. We are proud to be leaders in technology use. The department participates on a Corporate IT committee with other departments to ensure that technology initiatives have corporate focus, strategic focus with the IT Strategic Plan, address corporate-wide standards and priority, and provide business solutions based upon sound business cases. Customers The departments customers include both internal (to the organization) and external groups and organizations: Citizens of Maple Ridge Council School Board Elementary and Secondary Schools PAC Committees ICBC Neighbourhood Groups Utility Companies GVRD TransLink Realtors Consultants Development and Business Interests Contractors Internal Departments Fire Department and RCMP Provincial Government Ministries Gravel Pit Operators Diking Districts
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Resources Professional Engineers Engineer-in-Training Engineering Technologists Engineering Technicians Administrative Assistant Development Service Technicians Clerk II Surveyors Inspectors 5 1 8 5 1 2 1 3 2_ 28 FTE
Mission Statement Our mission is to provide the professional, technical and administrative services and skills necessary for residents of Maple Ridge to: Have safe and high quality infrastructure including water, sewer, drainage and transportation services Be protected from natural and environmental hazards Benefit from orderly development In addition, the department has adopted the Divisions operational values of: Clarity of purpose Customer focus Quality service Productive and motivated staff Innovation Continuous improvement Values The Value Statements adopted by the department are based on the Corporate Values. Leadership - The Engineering Department encourages innovation, creativity, and initiative. Practical thoughtful solutions are valued and acknowledged. In addition, change is inevitable and leadership for change is essential. Service - The departments staff is professional, fair, friendly, and helpful. We strive to meet standards for response. All feedback received from the public is reviewed for alignment with this value. Reputation - Engineering ethics stress excellence, integrity, accountability, and honesty. Human Resources - Our people are our most valuable resource and our commitment to training supports this value. Community - Engineering representatives to regional and external committees promote our communitys needs. Our project objectives and execution respect our community values.
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Organization Chart
Municipal Engineer Andrew Wood
Administrative Assistant Michelle Isley
Develop Services Technicians Mary Clarke Rose Schultz
Traffic & Transportation Technologist Michael Eng
Manager of Utility Engineering Not Hired
Manager of Corp & Development Engineering Terry Fryer
Manager of Design & Construction Not Hired
Clerk II Barb Croucher
Traffic Technician Not Hired
Engineering Technologist Not Hired
Project Engineer Maria Guerra Geomatics Supervisor Wilson Liu
Engineering Technologist Gill Shin Vel Stetin Engineer Trainee Percy Yu
Engineering Technologist Not Hired Draftsperson II George Irwin Pablo Martin Ruby Tam Brian Waunch Engineering Technologist Larry Lewis Subdivision Develop Tech Tom Gordon Engineering Works Inspector Paul Cillis Paul Vandenboor
Instrumentman II Bob Greer
Instrumentman I Lee Madeiros
Rodperson Vern Tamke
Net Operating Budget =$643,160 Full-time equivalent staff = 28
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Constructing capital projects including: o Road improvements on Abernethy Way, 240 Street, 232 Street o Walkway improvement o Accessibility program o Alouette River hydrotechnical review and model o Lower Hammond drainage design o Transit exchange improvements Update the Subdivision Control Bylaw Complete a number of Safer City studies Complete the Transportation Plan including an active transportation component Submit an Fraser Sewerage Area (FSA) Boundary adjustment report to Metro Vancouver Implement a number of items for the Silver Valley Plan (to be determined at a later date) Update Highway and Traffic Bylaw Participate in Spirit Square Assist with the Downtown Merchants Association with a Business Improvement Area (BIA) Initiative Tangible asset reporting Updating the District's long-term infrastructure plan Promoting at least one LAS project to develop community participation and funding of projects Seeking Council approval to implement a Drainage Utility Reviewing all project descriptions and justifications generated by the department Ensuring estimates of all capital projects are current Ongoing staffing requirements for succession planning and expansion to meet service demands are a challenge. The department will be reviewing its longer term needs and develop a succession plan Status as of September 30, 2008 In progress Complete Complete In progress In progress Complete Under review In progress Scheduled In progress To be determined In progress In progress In progress In progress In progress Four completed Scheduled In progress In progress Scheduled
Other accomplishments Completed construction of road improvements on Cottonwood Connector (118 Avenue Dewdney Trunk Road) Completed the construction of the first roundabout in Maple Ridge Installed a pedestrian signal on 232 Street at 128 Avenue Completed conceptual design for 240 Street bridge over the South Alouette River Installed bike lanes on 240 Street from 113 A to Dewdney Trunk Road Implemented traffic calming on River Road, Kanaka Way (232 Street to Gilker Hill) Provided liaison and coordination services (as required) to the General Manager of Public Works and Development Services for the Golden Ears Bridge (ongoing) Liaison with media on issues such as pilot projects and Zero Crash Month (ongoing) Implemented the Safer City Program (ongoing) Improved contract administration Grant applications made for River Road storm sewer, Major Road Network capital improvements, and the 2008 Flood Protection Program
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Public open houses for capital projects. A total of 12 open houses and public information meetings were held Discovered Milestones Processed five new LAS requests Completed a Local Area Service (LAS) project for 267 Street water main Completed storm sewer on 240 Street from Highway 7 to 102 Avenue LAS projects developed for Barnsdale Street sewer and 202 Street sewer Prepared and submitted the 2007 Water Quality Report to Council and the Fraser Health Authority Participated in Spirit Square and Town Centre planning (ongoing) Supported the Alouette River Flood Management Task Force (ongoing) Developed conceptual alignment sewer extension to 256 Street Worked with Timberline Ranch Sanitary forcemain extension to Timberline Ranch Submitted application and received grant for Lower Hammond storm drainage system Academy Park sanitary sewer design and tender Completion of the Albion & Thornhill Water Distribution System Plan Creation of a procedure to process record drawings 4.0 Performance Measures/Indicators 4.1 Service Area Goal: Customer Services The goal of this service area is to respond in a fair, prompt, efficient and professional manner to citizens requests/issues on roads, traffic, water, drainage, terrain and waste service areas. This is a critical relationship connection of the department with its many customers. Objectives: To provide information to the public and individuals in a timely manner To minimize counter wait time To utilize the web as a cost-effective information source Action, Responsibility and Timeline: Action Items Update website for projects Improve the utilization of AMANDA for business process improvements Responsible Persons Michelle Isley, Project section Engineering Department Time Lines Ongoing Ongoing
4.2 Service Area Goal: Water Utility Engineering The goal of this area is to deliver safe and reliable drinking water at an adequate pressure for the most cost-effective price. Water utility engineering ensures that management and processing tools and techniques are in place to provide a public health service. This goal supports the Economic Development focus area of the Corporate Strategic Plan for provision of development of a pro-business, customerservice oriented approach in the delivery of municipal services. The primary 2009 goals are to: Prepare the Annual Drinking Water Quality Report To schedule the timely review and updating of infrastructure master plans. To ensure that the findings and recommendations of the master planning exercises are translated into project requests in a timely manner. Advance the utilitys metering research and strategy
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To ensure that new infrastructure added to the system as a result of development meets to future needs of the District Objectives: To ensure that the Districts water infrastructure system provides the reliable, highest quality service in a cost effective manner to customers using: master engineering plans, standards and specifications, relevant bylaws and legislative tools and best management practices To address regional issues related to Infrastructure to best advance and serve the Districts interests. To lead and administer the business objectives of the water utility. Action, Responsibility and Timeline: Action Items Prepare annual water system report including recommendations for capital and operating plans using water quality model results Review master infrastructure plans for growth areas Improve Water project definition and descriptions in particular for estimating, scope definition and design factors as well as partnership considerations Advance water modeling in-house with acquisition of model Responsible Persons Barbara Croucher, Andrew Wood Terry Fryer, Maria Guerra Drainage & Utilities Engineer Wilson Liu, Percy Yu Time Lines 2nd Quarter 1st - 4th Quarter 2nd Quarter 1st Quarter
4.3 Service Area Goal: Sewer Utility Engineering The goal of this area is to reliably collect sewage and transmit to the GVRD at the most costeffective price and move towards achieving the Districts commitments to the Regional Liquid Waste Management Plan. Sewer utility engineering ensures that management and processing tools and techniques are in place to provide a public health service. The primary 2009 goals are to: To ensure that the findings and recommendations of the master planning exercises are translated into project requests in a timely manner. To assist the Operations Department with advancing the utilitys strategy to reduce Inflow and Infiltration. Objectives: To ensure that the Districts sewer infrastructure system provides the reliable, environmentally conscious highest quality service in a cost effective manner to customers using: master engineering plans, standards and specifications, relevant bylaws and legislative tools, and best management practices. To address regional issues related to Infrastructure to best advance and serve the Districts interests. To lead and administer the business objectives of the sewer utility.
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Action, Responsibility and Timeline: Action Items Present Sewer Bylaw if advanced (dependent on CMT) Improve Sewer project definition and descriptions in particular for estimating, scope definition and design factors as well as partnership considerations Prepare and submit the Liquid Waste Management Plan update Work with Operations on Inflow and Infiltration Program, video conversion and setting up rating system for sewer condition. Responsible Persons Consultant Andrew Wood, Project Managers Time Lines 1st Quarter 2nd Quarter
Andrew Wood Vel Stetin, Wilson Liu
1st Quarter On-going
4.4 Service Area Goal: Traffic and Transportation Engineering The goal of this area is to provide for a safe, convenient, efficient, reliable road transportation system with choices for the accessibility and mobility of people and goods in an affordable manner. Traffic and transportation engineering ensures that management and processing tools and techniques are in place to provide effective people and goods movement. This goal supports the Economic Development focus area of the Corporate Strategic Plan for provision of development of a pro-business, customer-service oriented approach in the delivery of municipal services. The primary 2009 goals are to: Participate in ICBCs Safer Cities program Focus on intersection safety Work with TransLink to update the Area Transit Plan Support Golden Ears bridge project Objectives: To ensure that the Districts transportation infrastructure system provides safe, reliable, multi-modal quality service in a cost effective manner to customers using: timely traffic analysis and response, promotion of accessibility and multi-modes, management of congestion, enhanced safety standards and specifications, relevant bylaws and legislative tools and best management practices To address regional issues related to transportation infrastructure to best advance and serve the Districts interests. Measures:
2007 Safer City Initiatives

Traffic Calming Initiatives - 105 Avenue at Tamarack Traffic Circle - 224 Street Median Installation (121 Avenue to 122 Avenue) - Kanaka Way Traffic Calming - Lorne Avenue Traffic Calming - Westfield Traffic Calming
Safer School Travel Initiatives - 240 Street - Albion School Improvements - Webster's Corner School Improvements Intersection Improvements - 216 Street Intersection Improvements - 224 Street and Dewdney Trunk Road Improvements - Intersection Operation Review
Cycling Facility Improvements Pedestrian Facility Improvements - 203 Street Bike Lane (Patterson Avenue - 210 Street and Dewdney Trunk Road Pedestrian Signal to Hammond Avenue) - Dewdney Trunk Road 8 Transit Stop Improvements Other Initiatives - Dewdney Trunk Road at Edge Street Wheelchair Ramp - ICBC Road Sense Promotion Improvements - Lougheed Highway at 227 Street Wheelchair Ramp Improvements Business Plan 2009 2013 Page 12 of 19 Public Works & Development Services Engineering Department
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The District is participating in Traffic 2010 initiatives to reduce serious injury accidents by concentrating on impaired driving, aggressive driving, high crash intersections, and seatbelt usage and participating in Safer Cities initiatives involving RCMP members, volunteers, and District staff. A specific initiative is in place to reduce the number of crashes by 30% over the period 2004-2010. In 2003 there were 1,765 crashes, making the 2010 target 1,236.
Number of Injury Crashes
3,000 2,500 2,000 1,500 1,000 500 0 2002 2003 2004 2005 2006 2007
Number of Non-Injury Crashes Target 2010

10 8 6 4 2 0
Number of Crashes Resulting in a Fatality
8 5 3 1 2002 2003 2004 2005 2006 2007 5 5
Source: Safer City Planet Data Base; excludes parking lot crashes.
Action, Responsibility and Timeline: Action Items Responsible Persons Safer Cities Program Andrew Wood, Michael Eng Participate on Traffic Management Committee Michael Eng Commence update of the Master Transportation Michael Eng, Andrew Wood Plan Work with TransLink to advance Area Transit Andrew Wood, Michael Eng Plan (by TransLink). This is currently scheduled for 2011 Implement illuminated street name sign project Michael Eng Advance Albion Industrial Park access Andrew Wood, Michael Eng improvement project Co-Manage let down program Michael Eng Review Town Centre streetscape standards Participate (as required) on Bicycle Advisory Committee Golden Ears Bridge Liaison Consultant Michael Eng Terry Fryer
Time Lines 4th Quarter Monthly 1st Quarter 2nd Quarter 3rd Quarter 2nd & 3rd Quarter 2nd & 3rd Quarter Monthly 1st & 2nd Quarter
4.5 Service Area Goal: Drainage Engineering The goal of this area is to provide for a safe, efficient, reliable drainage system in a cost-effective manner. Drainage management protects human life, property, roads and economic activity from flooding, landslides and debris torrents. The District undertakes activities (through other departments) for this service such as inspecting, maintaining and repairing pipes, culverts, intakes, outfalls, dykes, floodgates and pump stations as well as responding to calls for flooded basements, roads and environmental spills. Drainage engineering ensures that management and processing tools and techniques are in place to provide an effective system. This goal supports the Economic Development focus area of the Corporate Strategic Plan for provision of development of a pro-business, customer-service oriented approach in the delivery of municipal services.
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The primary 2009 goals are to: Prepare a revised Infrastructure plan for growth areas Advance integrated storm water management planning for Maple Ridge Explore the implementation of a stormwater utility Implement the recommendations of the Alouette Rivers Flood Management Task Force Objectives: To ensure that the Districts sewer infrastructure system provides a reliable, environmentally sustainable high quality service in a cost effective manner to customers, using master engineering plans, infrastructure replacement plans, standards and specifications, relevant bylaws and legislative tools and best management practices To address regional issues related to Infrastructure to best advance and serve the Districts interests. Action, Responsibility and Timeline: Action Items Implement data collection program Silver Valley Create a stormwater utility Update Silver Valley Master Drainage Plan Work with BC Hydro on hydraulic model of Alouette Rivers Maintain Alouette Rivers webpage of corporate website (update monthly min.) Perform designs for culverts (8 locations determined by Operations Department) Responsible Persons Vel Stetin Drainage & Utilities Engineer (vacant) Drainage & Utilities Engineer (vacant) Andrew Wood, Vel Stetin Vel Stetin Vel Stetin, Maria Guerra Time Lines 2nd & 3rd Quarter 3rd Quarter 4th Quarter 2nd Quarter On-going On-going
4.6 Service Area Goal: Infrastructure Development Engineering The goal of this service area is to ensure that municipal infrastructure provided by development adequately addresses the needs of both new and existing customers, meets or exceeds the Districts construction standards and operates effectively and efficiently within the existing system. Staff also process development applications and review development related servicing designs. The primary goals for 2009 are to: Process development applications and servicing design reviews within the established timelines. Incorporate the use of water and sewer models into the design review for development projects. Develop our ability to capture appropriate data from the Amanda system to aid in the preparation of meaningful statistics and performance measures in future reports. Objectives: To improve customer service and increase customer satisfaction by ensuring applications are processed and designs are reviewed in as timely a manner as possible while maintaining an appropriately high standard for engineering design and construction. To ensure that all new infrastructure integrates with the existing systems through the application of standardized design criteria and the use of computerized water and sewer models. To improve our ability to handle an increasing demand for development related application and servicing reviews while controlling costs through greater efficiency and periodic review of timelines and performance measures.
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To liaise with Engineering staff on issues of master planning, modelling, standards and design. To improve the acquisition of record drawings by providing an enhanced level of service (on a cost-recovery basis) to the development industry To improve customer service and increase customer satisfaction. Action, Responsibility and Timeline: Action Items Assist in the Subdivision and Servicing Bylaw review Assist with Albion Flats review Attend development group meetings to review applications Participate in neighbourhood planning review process Implement changes to record drawings Responsible Persons Consultant Consultant, Terry Fryer, Engineering/Other Departments Andrew Wood Wilson Liu, Ruby Tam, Pablo Martin, George Irwin Time Lines 1st - 4th Quarter 1st - 3rd Quarter Weekly As required 1st Quarter
4.7 Service Area Goal: Project Management The goal of this service area is to obtain value for public investment by ensuring projects are scoped, estimated and implemented to the requisite technical and environmental standards. Project management addresses the need for quality, cost effectiveness, tight cost control and functionality in capital construction of civil infrastructure. Public Works Local Area Service (LAS) requests are a growing component in the implementation of projects. Municipal funding levels, a customer service driven focus, user based financing, increasing demand for a broader range of services and a need to manage demand are some factors in considering LASs as an alternate service delivery approach. The primary 2009 goals are to: Review and adopt an updated design criteria manual and standard specifications for capital projects and development works. Improve project definition and descriptions in particular for estimating, scope definition and design factors as well as partnership considerations. Improve the project management financial reporting. Review Contract Administrator and Inspector roles Objectives: To obtain value for public investment by ensuring projects are scoped, estimated and implemented to the requisite technical and environmental standards To consider customer and residents needs when scheduling projects To provide public information on projects that affect customers and residents Action, Responsibility and Timeline: Action Items Assign project managers to Projects Review MMCD design criteria Review capital project submissions and approval by Municipal Engineer Review project status on a regular basis using standard project reports Responsible Persons Andrew Wood Maria Guerra, Percy Yu, Gill Shin, Vel Stetin Andrew Wood Project Engineering section Time Lines 1st Quarter 1st - 4th Quarter 2nd & 3rd Quarter Bi-Weekly
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4.8 Service Area Goal: Geomatics (Records Management) The goal of this service area is to acquire, process and manage accurate infrastructure information for management and protection of District assets. This is achieved through data acquisition and management (records, maps and other data warehouses). CAD and GIS are tools used to manage the data through the preparation of maps having a variety of attribute data. Survey (data collection and verification) and database management are critical elements to effective infrastructure management (operations, planning, and maintenance). The services provided in this area include the development and production of maps critical to public utility planning, engineering, operations and maintenance, land development, as well as emergency response. Maintaining a GIS system and data warehouse requires constant, systematic revision based on new survey, photogrammetric and attribute data. Attribute data demands are increasing at a tremendous rate as GIS is becoming a primary decision support tool for public works. Protection of the investment in the Districts infrastructure requires detailed knowledge of the location, size, type and age of the facilities that make up that infrastructure. This can only be achieved through a comprehensive and thorough records management system. Inaccurate or missing information can translate to huge expenditures in locating and repair costs. Even worse it can translate to serious injury or even loss of life in emergency situations. The primary 2009 goals are: Integrate the Safer Cities Infrastructure Management software in to the records management program and workflow Explore the expansion and improvement of data warehousing for Engineering systems analysis, building on efforts to employ GPS and reduce the current backlog of non-compiled infrastructure drawing information. Objectives: To complete and maintain maps in the working quarter that the information is received. To manage and maintain the departments data base. To protect the Districts infrastructure by reviewing external utility company engineering and construction. To facilitate the ability to provide accurate and timely infrastructure data and statistics by database planning, design and capture. To concentrate efforts to meet the growing and critical needs of the Engineering and Operations Departments while balancing the needs of other departments. Action, Responsibility and Timeline: Action Items Expand GIS data warehouse inventory and crash database Utilize Safer City system Upgrade GPS survey system Responsible Persons Wilson Liu Wilson Liu, Michael Eng Wilson Liu Time Lines 4th Quarter 1st - 4th Quarter 2nd Quarter
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Engineering
2008
Adopted Line Type Revenues Fees Permits Sales
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($315,000) ($10,000) ($481,535) ($806,535)

Expenditures
($335,000) ($20,000) (6%) ($132,000) ($122,000) (1220%) ($525,035) ($43,500) (9%) ($992,035) ($185,500) 23%
($335,000) ($132,000) ($525,035) ($992,035)
($335,000) ($132,000) ($525,035) ($992,035)
($335,000) ($132,000) ($525,035) ($992,035)
($335,000) ($132,000) ($525,035) ($992,035)
Consulting Environmental Monitoring Miscellaneous Other Outside Services Salaries Service Severance Supplies Utilities - Telephone Vehicle Charges
$95,705 $0 $12,000 $10,000 $2,118,820 $56,358 $30,180 $4,894 $56,089 $2,294,046
$80,705 $20,000 $24,000 $10,000 $2,259,590 $56,358 $30,180 $4,926 $60,396 $2,546,155
($15,000) $20,000 $12,000 $0 $140,770 $0 $0 $32 $4,306 $252,109
(16%) 10% 100% 0% 7% 0% 0% 1% 8% 11%
$80,705 $20,000 $12,000 $10,000 $2,354,172 $56,358 $30,180 $4,939 $62,181 $2,630,535
$80,705 $20,000 $12,000 $10,000 $2,451,796 $56,358 $30,180 $4,953 $64,020 $2,730,012
$80,705 $20,000 $12,000 $10,000 $2,534,292 $56,358 $30,180 $4,967 $65,914 $2,814,416
$80,705 $20,000 $12,000 $10,000 $2,623,684 $56,358 $30,180 $4,981 $67,865 $2,905,773
Internal Transfers Contribution to own Reserves Contributions from own Reserves Salaries Recovery Salary Transfers Transfers from Reserve Funds
$66,500 ($112,000) ($621,842) ($197,493) ($54,853) ($829,688) $657,823
$66,500 ($24,000) ($688,996) ($205,711) ($58,753) ($910,960) $643,160
$0 $88,000 ($67,154) ($8,219) ($3,899) ($81,272) ($14,663)
0% 79% 11% (4%) (7%) (2%) (2%)
$66,500 ($12,000) ($717,715) ($213,063) ($61,224) ($937,502) $700,998
$66,500 $66,500 $66,500 ($12,000) ($12,000) ($12,000) ($747,262) ($772,913) ($800,399) ($220,664) ($226,928) ($233,748) ($63,773) ($65,941) ($68,285) ($977,199) ($1,011,282) ($1,047,932) $760,778 $811,099 $865,806
Totals
Proposed Changes or Remarks: Fees: The increase is associated with gravel fees for environmental monitoring. Permits & Sales: Increase in gravel revenue based on contract. Sales set at minimum guaranteed levels. Consulting: Alouette River Task Force Information Packages was included in 2008 as a one time expense. Environmental Monitoring: The increase is associated with gravel fees for environmental monitoring. Miscellaneous: Two gravel-pit flyovers in 2009 then back to the usual one per year. Salaries: Variance is in line with the wage and benefit cost contingency.
6.0
Capital Budget The department has a number of capital projects included in the Capital Works Program. The significant projects for 2009 include: 240 Street bridge over Kanaka Creek Abernethy Way at 224 Street River Road storm sewer 256 Street sewer extension Lower Hammond storm drainage
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7.0 8.0 Information Technology Update Incremental/Reduction Packages Staff position for critical infrastructure data and records acquisition and management $45,000
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Incremental Package Report 2009 Proposed Budget Division: Public Works and Development Services Department: Engineering Decision Unit: Support Staff Package: 2 of 4 Activities/Purpose: Support for engineering needs in reviewing, managing and administering utility permits and pavement cuts. Functions Performed/Degree of Services: To provide administrative support for managing and administering pavement degradation fee program and reviewing and tracking applications for pavement cuts. The position is expected to be targeted for filling in the earlier part of 2009 and funded from current vacancies until 2011 and is expected to provide administrative support for on-going revenue programs such as transit shelter and bus bench contracts as well as reduce risks in areas such as event permitting. Staff Position: 1 FTE (Time Duration) Performance Measures # of permit applications Package 2011 Budget $45,000 Note: This position should be funded by the pavement degradation fees Date: 10/01/08 Submitted By: Andrew Wood
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District of Maple Ridge Public Works & Development Services Licences, Permits and Bylaws Business Plan 2009 2013
The Licences, Permits and Bylaws Department is responsible for the delivery of the Districts bylaw enforcement, animal control, business licences, permit application and inspections programs. We ensure public compliance with municipal bylaws; we provide an effective animal control program; we enhance traffic flow in the downtown core through enforcement of parking time limitations; we maintain the business licensing system; we process building, plumbing, electrical and gas permit applications and inspect the works carried out; and we provide quality customer service. The development of the business plan is guided by Councils Corporate Strategic Plan. Goals and objectives, which reflect the corporate strategic direction, are highlighted in the plan along with measurement criteria, action plans and timelines for completion. The plan provides a means of measuring results to ensure that resources are applied in the most efficient and effective manner. The Licences, Permits and Bylaws Department contributes to the corporate vision by identifying policy initiatives that assist in improving the image of Maple Ridge as business friendly; enforcing municipal bylaws in a fair and consistent manner; ensuring that all construction works carried out within the District comply with the conditions detailed within the Maple Ridge Building Bylaw; and, providing excellent customer service. 2.0 Corporate Overview Strategic Alignment Environment To assist the environmental staff with land issues prior to and during construction of buildings Building seminars on energy efficiency and green building technology Smart Managed Growth Research and report on green building construction requirements Safe & Liveable Community Continue to work co-operatively with Police and non-profit agencies in developing a coordinated approach to dealing with homelessness Continue to assist the Property Management Department, RCMP and Fire Department with inspections and safety and code issues Continue to involve affected individuals in the decision making process as a means to dispute resolution Work with the Communications Department on initiatives to better inform the public on municipal bylaws To address concerns and enquiries raised by our clients regarding construction within the District, health and safety issues and code regulations. To continue to assist and maintain partnerships with outside agencies. Maintain a comprehensive dog licensing program.
Business Plan 2009 2013 Public Works & Development Services Licences, Permits and Bylaws
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Financial Management Continue to encourage the RCMP to utilize municipal tickets for highway and traffic bylaw offences Ensure all businesses within the District are licensed Ensure all dogs within the District are licensed Community Relations Assist and support non-profit groups with code and construction issues Assist Adopt A Block with the delivery of a volunteer litter awareness program Assist the Business Improvement Association by participating on the Safety and Security Committee. Inter-Government Relations/Networks Extensive involvement with agencies including RCMP, Animal Control Contract, Adopt-aBlock, Ministry of Health, Community Outreach, Salvation Army, Business Improvement Association and Downtown Parking Society in the development of a co-ordinated approach to bylaw enforcement. 3.0 Departmental Overview Services Provided: Bylaw Enforcement/Business Licences Respond to complaints from general public regarding possible bylaw infractions Advise and educate public on bylaw regulations Process and issue business licences Enforce parking regulations in the downtown core and on complaint in other areas of the municipality Oversee the contract for animal control and shelter operations and maintain a comprehensive dog licensing collection program. Permits: Process and check plans for all construction and lot grading applications Coordinate and direct all construction inspection requests Process all construction related permit applications Issue all construction related permits Perform licence inspections Liaise with outside Agents/Governments Investigate safety related complaints Suite registration, inspection and reporting Answer counter and phone inquiries Prepare monthly statistical reports as required by provincial and federal agencies Corporate Website Update Departmental information on a monthly basis Liaise with the IS Department to research e-commerce initiatives Customers: Citizens of Maple Ridge; local business organizations; contractors; investors; other public agencies, staff members.
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Resources: Director Administrative Program Assistant Development Service Technicians (3) Bylaw Services Supervisor Senior Business License Inspector/Bylaw Enforcement Officer Business Licence Inspectors/Bylaw Enforcement Officers (5) PT Bylaw Enforcement Officer Manager of Inspections Organization Chart
Director of Licences, Permits and Bylaws Brock McDonald
Plan Checker II (3) Plan Checker I Site Grading Technologist Building Inspectors (3) Plumbing & Gas Inspector Trades Inspector Electrical Inspector Electrical Inspector/Safety Officer Business Licence/Bylaw Enforcement Clerks (3)
Manager of Inspections Stephen Cote Rolvink
Administrative/ Program Assistant Jaci Diachuk
Bylaw Services Supervisor Diane Merenick
Building Inspector I Paul Juoksu Ed Mah Harry Schwaiger
Plumbing/Gas Inspector I Glen Hewson
Senior Licence Inspector/Bylaw Enforcement Officer Barb Melnick
Bylaw Enforcement Officer RCMP Liaison Derrick Keist
Trades Inspector Ed Zezchuk Plan Checker II Aman Sivia Jennifer Spinelli Norman Tong Developt Services Technicians Sherry Fournier Cindy Francis Nola van der Pauw
Electrical Inspector Don Daunais Paul Kelly
Plan Checker I Cathy Bittroff
Licence Inspector/ Bylaw Enforcement Officer Wendy Godfrey Simon Jottey Anna Lavia Treena Martin
Bylaw Enforcement Officer-Parking .5FTE John Petty Bylaw Enforcement Clerk Kristen Bergum Rosario Perez Rachel Stevens
Site Grading Technologist Rachel Ollenberger
Net Operating Budget = $(104,596) Full-time equivalent staff = 27
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Successes/Accomplishments in 2008 2008 Deliverables Proposed in Business Plan Assist with the development of a new animal shelter Implement a comprehensive dog licensing program New animal services business plan Collaborate with Business Improvement Association on security and litter concerns within the core Complete Scrap Metal Bylaw Complete Nuisance Abatement Bylaw Implement an Interactive Voice Response (IVR) system for inspection requests Research and report on green building construction requirements Other Accomplishments Found Milestones Rental Premises Standards of Maintenance Bylaw Proactive Enforcement Untidy/Unsightly Bylaw within the downtown core Holistic Homeless Committee One Stop Customer Service Centre Builders Forums Training of new Plan Checker Training of new Building Inspector Inspector training on new green building code standards Status as of September 30, 2008 Ongoing Ongoing Complete Complete - BIA Security Committee formed Deferred to May 2009 Deferred to May 2009 Ongoing Ongoing Status as of September 30, 2008 Complete Ongoing Ongoing Ongoing Ongoing Ongoing Complete Complete
Projects In Progress: Amend Dog Control Bylaw Construction of new Animal Shelter Hiring of Plan Checker and Lot Grading Technologist Statistics
Year
2004 2005 2006 2007 2008 Proj.
Business Licences
Commercial Industrial 1362 1407 1422 1448 1475 Home Based 1444 1491 1513 1563 1600 Non Resident 904 957 1069 1092 1100 Total 3710 3855 4004 4103 4175 Total Revenue $400,000 $420,000 $552,844 $557,740 $590,000
Year
2004 2005 2006 2007 2008 Proj.
Bylaw Enforcement
(Number of Complaints) 2696 2009 3193 4661 7800
Parking Enforcement
(Number of Tickets Issued) 1782 2223 3149 3180 3900
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Grow Operation Cost Recovery Statistics
Year Number of Search Warrants Executed 33 45 47 RCMP Costs Fire Dept Costs $6,072 $9,350 $5,000 15% Admin Fee $13,195 $9,410 $9,000 Building Special Insp. Fee $9,000 $13,500 $15,000 Re-Occ Fee $7,000 $11,250 $12,500 Total
2006 2007 2008 Proj.
$85,593 $53,386 $55,000
$120,860 $96,896 $96,500
Year
2004 2005 2006 2007 2008 Proj. Single Family 410 390 429 336 350
Housing Starts
Townhouse 13 49 199 85 100 Apartment 87 62 605 266 150 TOTAL 510 500 1233 687 600
Year
2004 2005 2006 2007 2008 Proj.
Construction Values
Residential $ 92,779,000 $ 93,953,000 $215,071,000 $141,503,000 $130,00,000 Commercial $ 4,206,000 $ 5,992,000 $10,356,000 $15,135,000 $10,000,000 Industrial $ 4,642,000 $ 5,195,000 $ 7,065,000 $5,360,000 $6,000,000 Institutional $ 2,031,000 $ 3,313,000 $23,097,000 $27,130,000 $4,000,000 TOTAL $ $103,658,000 $108,453,000 $255,589,000 $189,128,000 $150,000,000
4.0
Performance Measures/Indicators
Number of Bylaw Comp laints
5000 4000 3000 2000 1000 0
00 01 02 03 04 05 20 20 20 20 20 20 20 06 20 07
Proactive enforcement for dog licences created an increase in bylaw complaint files received. Of the 4,661 bylaw complaints received, over 79% were concluded.
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Complaints Received
The percentage of concluded files was slightly less due to complaints being received in December. Files are not necessarily concluded in the same month that they were received.
Complaints Concluded
5000 4000 3000 2000 1000 0 2005 2006 2007
Number of working days to issue a building permit after receipt of necessary plans and schedules Single Family Residential Basement Finish Tenant Improvement New Commercial Building New Apartment Building 4.1 2007 20 to 30 5 to 10 10 to 15 40 to 50 40 to 50 2008 15 to 25 5 to 10 10 to 15 40 to 50 40 to 50 Change Decrease Same Same Same Same
Service Area Goal: To ensure public compliance with Municipal Bylaws Objectives: To maintain effective partnerships with RCMP, SPCA, Ministry of Health, Community Outreach, Downtown Parking Association, Business Improvement Association and Adopt-a-Block Society on a co-operative approach to enforcement issues To continue to promote a client centred approach to problem solving To respond to complaints in a timely manner To regulate parking in the downtown core To ensure bylaw regulations are clear and concise To provide efficient and effective enforcement services To work with all agencies involved in implementing strategies to deal with homelessness, crime and drug problems
Action, Responsibility and Timeline: Actions 1. Assist the RCMP in the implementation of strategies to address homelessness issues within the community 2. Meet regularly with RCMP to discuss enforcement strategies 3. Research and report on the establishment of a Nuisance Abatement Bylaw 4. Collaborate with Community Outreach workers and other service providers to address homelessness issues 5. Present Scrap Metal Bylaw for Council consideration 6. Collaborate with BIA on Security and litter concerns in the Core.
Responsibility Diane/Brock Diane/Brock/Bylaw Police Liaison Brock Bylaw Officers Brock Brock/Diane
Timeline Ongoing Ongoing September 2009 Ongoing May 2009 Ongoing
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4.2 Service Area Goal: To manage an effective business licensing system Objectives: To ensure all businesses operating within the District are licenced To reduce the length of time required to process business licence applications To ensure business licence fee system is fair and equitable Action, Responsibility and Timeline: Actions 1. To review Amanda Business Licensing System and Business Licence fees and address problems or concerns 2. Complete monthly review for outstanding business licences 4.3 Responsibility All Licence Clerk/ Bylaw Officer Timeline Ongoing Ongoing
Service Area Goal: To administer an effective animal control program Objectives: To ensure all dogs within the district are licensed To address all public concerns relating to nuisance caused by domestic animals To encourage public education promoting the humane treatment of animals
Action, Responsibility and Timeline: Actions 1. To develop an annual Business Plan in co-operation with the Contractor. 2. To maintain a comprehensive dog licensing program. 3. To participate in the construction of a new Animal Shelter 4. To attend monthly Animal Shelter volunteer meetings 4.4
Responsibility Brock Diane/Bylaw Officer Brock/Diane Diane
Timeline February 2009 Ongoing 2009 Ongoing
Service Area Goal: Emphasize and strengthen interdepartmental approach to customer service Objectives: To reduce the number of staff an individual customer has to deal with To enhance the one stop customer service centre To provide appropriate training and resource materials for Development Service Technicians
Action, Responsibility and Timeline: Actions 1. Co-ordinate workflow, duties & responsibilities 2. Cross training of DST/Business Licensing staff 4.5
Responsibility Stephen Stephen/Diane
Timeline Ongoing Ongoing
Service Area Goal: To utilize the Municipal Website for applications processing and information dissemination Objectives: To create a Virtual Municipal hall To increase customer service and satisfaction To reduce in person/phone enquiries
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Action, Responsibility and Timeline: Actions 1. To update statistical information monthly 2. To attend Communications Committee monthly meetings 4.6 Responsibility Jaci Jaci Timeline Ongoing Ongoing
Service Area Goal: To process permit applications in an efficient and effective manner Objectives: Assist customers with building plans, technical questions Provide clear, concise and comprehensive directions on the permit process system Provide efficient and timely customer service Work co-operatively with Planning, Engineering and Environmental Services Departments in the Plan Checker function Provide technical assistance during all operating hours To train Development Service Technicians to accept complete building plans and applications over the counter
Action, Responsibility and Timeline: Action 1. Reduce permit processing times by training a Plan Checker 1 to accept, organize and distribute complete building plans for permit issuance. 4.7
Responsibility Stephen
Timeline January 2009
Service Area Goal: To ensure that all construction works carried out within the District comply with the conditions detailed within the Maple Ridge Building Bylaw Objectives: To carry out timely, efficient and thorough inspections based on available resources Assist builders/owners with building projects To provide clear and concise direction To ensure all construction works are carried out under permit To promote/educate the community in safe construction methods To respond to complaints To liaise with other departments/agencies involved in construction code, safety, regulations To maintain accurate documentation on all construction sites To utilize the Municipal Website for dissemination of information To provide appropriate training opportunities for staff To promote effective interdepartmental communication
Action, Responsibility and Timeline: Action 1. Co-ordinate and host semi annual builders forums 2. Initiate a multi-discipline education/training program 3. Staff training on updated Building Code 4. Assist with development of New Animal Shelter 5. Report on incentives for green building construction and provide recommendations for Council consideration 6. Amend/update Maple Ridge Building Bylaw
Responsibility Stephen Stephen Stephen Stephen Stephen/Brock Stephen/Brock
Timeline Semi Annually Quarterly Ongoing 2009/2010 May 2009 March 2009
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Licences, Permits and Bylaws

2008
Adopted Line Type Revenues
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($13,000) ($13,000) $0 ($500,000) ($550,000) ($50,000) Cost Recovery - Grow Operations ($6,250) ($6,250) $0 Fees ($50,000) ($50,000) $0 Fines ($48,200) ($78,200) ($30,000) Licences ($280,000) ($280,000) $0 Miscellaneous Income ($500) ($500) $0 Permits ($1,700,000) ($1,734,000) ($34,000) Recovery - Other ($5,000) ($10,000) ($5,000) Supplies Cost Share ($850) ($850) $0 ($2,603,800) ($2,722,800) ($119,000)
Administration Fee Business Licences Expenditures Advertising Contract Miscellaneous Publicity Salaries Supplies Vehicle Charges
0% ($13,000) ($13,000) ($13,000) ($13,000) (10%) ($550,000) ($550,000) ($550,000) ($550,000) 0% ($6,250) ($6,250) ($6,250) ($6,250) 0% ($50,000) ($50,000) ($50,000) ($50,000) (62%) ($78,200) ($78,200) ($78,200) ($78,200) 0% ($280,000) ($280,000) ($280,000) ($280,000) 0% ($500) ($500) ($500) ($500) (2%) ($1,734,000) ($1,734,000) ($1,734,000) ($1,734,000) (100%) ($10,000) ($10,000) ($10,000) ($10,000) 0% ($850) ($850) ($850) ($850) -5% ($2,722,800) ($2,722,800) ($2,722,800) ($2,722,800)
$1,940 $322,598 $10,777 $3,500 $1,968,069 $94,316 $61,996 $2,463,196
$1,940 $300,413 $10,777 $3,500 $2,124,729 $100,804 $66,831 $2,608,994
$0 ($22,185) $0 $0 $156,660 $6,488 $4,836 $145,799
0% (7%) 0% 0% 5% 7% 8% 6%
$1,940 $308,463 $10,777 $3,500 $2,212,773 $100,844 $68,836 $2,707,133
$1,940 $316,753 $10,777 $3,500 $2,304,166 $100,885 $70,902 $2,808,923
$1,940 $325,293 $10,777 $3,500 $2,380,324 $100,927 $73,029 $2,895,790
$1,940 $334,089 $10,777 $3,500 $2,463,398 $100,971 $75,219 $2,989,894
Internal Transfers Transfers to Reserve Funds

Internal
$9,210 $9,210 ($131,394)
$9,210 $9,210 ($104,596)
$0 $0 $26,798
0% 0% (20%)
$9,210 $9,210 ($6,457)
$9,210 $9,210 $95,333
$9,210 $9,210 $182,200
$9,210 $9,210 $276,304
Totals
Proposed Changes or Remarks: Business Licences, Fines & Permits: Increase based on updated expectations. Contract: The variance is made up of a $30,000 reduction for discontinued a parking enforcement contract as the service will be performed by staff the balance is change in cost of the SPCA contract. Salaries: 2009 includes the addition of a Bylaws Enforcement Officer and funded partially by the reduction in contract costs the balance is expected to be covered through increased parking fines. The other adjustment is a full time Bylaws and RCMP Liaison the majority of this was funded in 2008 through expected ongoing savings in the RCMP Contract of $40,000. The balance of the variance is the wage and benefit cost contingency.
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6.0 Capital Budget Currently the Building Inspections Department has seven vehicles and for the balance of 2008 are using an eighth vehicle which was to be disposed of this year. There are 7 inspectors plus a manager along with 3 plan checkers and a lot grading technologist. It is important that when the manager, lot grading technologist or plan checkers need to help with inspections or visit a site under application that a vehicle be available. Project Name: Project Component: Project Phase : Vehicle for Licenses, Permits and Bylaws Department Government services New vehicle for Project Type: Fleet vehicle building inspections TANGIBLE CAPITAL ASSETS BEING ACQUIRED OR CONSTRUCTED: (please note: each asset should be separately identified) Asset #1 Vehicle Estimated Useful Life 7 years Asset #2 Asset #3 Estimated Useful Life Estimated Useful Life BUDGET ESTIMATES CAPITAL COSTS: Acquisition or Construction Costs Asset #1 $40,0000.00 Estimated Accuracy: Asset #2 $ Estimated Accuracy: Asset #3 $ Estimated Accuracy: ONE TIME PROJECT COSTS: (Items, such as studies, that will be undertaken as part of the overall project, but are not part of the acquisition or construction costs of the asset. These costs will be incorporated into operating budgets, but can be funded from the same sources as acquisition and construction costs). Study Budget $ Estimated Accuracy: ANNUAL OPERATING COSTS: (maintenance costs, annual licensing fees etc) Description Estimated Cost Can these costs be covered off within your existing budget? (If not please complete an Vehicle maintenance and $4800.00 per year incremental request package as part of your replacement business plan) FUNDING SOURCES: (if funding includes monies from outside sources ie GVTA, ICBC, Province etc., please indicate if the funding request has been approved) Item Funding Source Approval Status (external) Amount Study Asset #1 Asset #2 Submitted By: Dept./Business Area: Preferred Start Year: 7.0 8.0 Information Technology Update - None Incremental/Reduction Packages - None Date Created: Project Sponsor: Latest Start Year:
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District of Maple Ridge Public Works & Development Services - Planning Department Business Plan 2009 2013
The Planning Department is one of four departments in the Public Works and Development Services Division. The Department provides corporate and community service in four defined service areas: Development application management. Environmental management. Policy review and development. Provision of professional support and information. More particularly, the Department prepares and administers long range plans and policies designed to facilitate orderly and positive growth in the District. Additionally, all development applications are thoroughly and equitably reviewed for consideration by Council and the community. The Department is also engaged in the provision of professional and technical support to other divisions and the corporation. In support of Council's Corporate Strategic Plan, the Planning Department has a key role in providing customer service to a specific client base and to the community as a whole. The Department strives to provide information to all customers that is both timely and user friendly. Participating in committees, open houses and interacting with community/environmental groups all contribute to keeping in touch with the values that are inherent to the community. 2.0 Corporate Overview Strategic Alignment The Planning Department is responsible for pursuing Councils direction in land use policy creation and the management of a variety of development applications. The Department is also involved with data collection, monitoring and the dissemination of information and liaison with a number of internal and external agencies. A large component of the Departments service lies in the area of corporate support as assistance is given to committees of Council as well as to initiatives from other areas of the corporation. The following summarizes how the Planning Department goals align with the strategic focus areas in the Corporate Strategic Plan. Environment Promote individual and community responsibility for the stewardship of natural resources through the use of the website for information dissemination; by responding to environmental complaints and concerns; and maintaining effective partnerships with local stewardship groups. Created an environmental model in the Official Community Plan which addresses land, water and air. Identify and protect environmental features and areas that require special recognition and management. Work with other departments to create protocols which are utilized in response to environmental emergency situations.
Business Plan 2009 2013 Public Works & Development Services Planning Department Page 1 of 17
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Promote tree retention and replanting through development processes and proposals for park design. In partnership with groups such as Alouette River Management Society, Kanaka Education and Environmental Partnership Society, British Columbia Environmental Managers, Greater Vancouver Regional District, and the Ridge Meadows Recycling Society develop programs and projects to preserve and enhance the natural assets of Maple Ridge. Transportation Participate in the review and completion of a Master Transportation Plan for the District. Participate in the review process for the Fraser River Bridge Crossing. Support a multi-modal transportation system in Maple Ridge to provide citizens with safe, efficient alternatives for the movement of individuals and goods. Smart Managed Growth Ensuring growth is well managed and establishes a balance of use types that is efficient and enhances the unique quality of life in Maple Ridge by creating and reviewing timely and appropriate land use policy documents. Developed a growth management section in the Official Community Plan with a commitment to smart managed growth. Develop land use regulations, bylaws, procedures, and practices to implement the Official Community Plan and other land use policy initiatives as well as the ongoing review and updating of those documents. Commitment to reviewing organizational structure and business systems which includes participation in the management of the AMANDA property system and shared customer service counter. Develop a land use management process that is timely, open, inclusive, and consultative through liaison with the development community and Council committees, external agencies and working with other departments. Promote the preservation of the Districts natural and built heritage resources. Completing the first Smart Growth on the Ground project in British Columbia. Safe and Livable Community Provide support to committees of Council whose goal is to enhance the quality of life in Maple Ridge. This includes the Community Heritage Commission, the Advisory Design Panel and the Agricultural Advisory Committee. Ensure development standards incorporate safety, and security concepts through the application of development permit guidelines; referral of applications to the Advisory Design Panel; street design; and, ensuring subdivisions are safe and accessible for emergency vehicles. Develop preventative initiatives in the delivery of fire services through review of hazardous material bylaws and waste management protocols with the Fire Department. Participate in the creation of a Wildfire Master Plan with the Fire Department and implementation measures. Provide environmental Emergency response Plan component of overall District emergency response plan. Policies that promote and provide for safety and security in the Official Community Plan.
Business Plan 2009 2013 Public Works & Development Services Planning Department
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Financial Management Use a formal business planning framework as a means to structure decision-making and guide resource allocation. Collect permit fees and sell maps and other departmental publications to generate non-tax revenue and support a user-pay philosophy. Provide high quality municipal service to our citizens and customers in a cost effective and efficient manner. Develop performance measures to ensure best value in delivery of local government services through quarterly reporting. Financial model embedded in the Official Community Plan. Community Relations Communicate on a timely basis with citizens and community groups through reviewing bylaws, providing brochures, updating the website, and developing neighbourhood plans. Recognize and support the important contribution of volunteers in the community by supporting the Community Heritage Commissions Awards Program and nominating local organizations for awards, referring funding opportunities to local organizations, and posting accomplishments on the web site. Encourage citizen participation in local government and local government decision-making through public information meetings, open houses, and presentations. Develop and implement policy reviews on specific issues that are inclusive and build on the communitys vision. Policies which encourage partnerships with agencies and non-profits organizations in the Official Community Plan. Inter-Government Relations/Networks Work with provincial and federal agencies to streamline and clarify development review processes, particularly in the area of environmental protection. Develop and maintain strong, positive working relationships with the Provincial government, the Greater Vancouver Regional District, TransLink, and the Katzie First Nation. Participate with public agencies, not-for-profits (i.e. Kanaka Education and Environmental Partnership Society, Alouette River Management Society, Maple Ridge Historical Society, Ridge Meadows Recycling Society), and community groups to provide local government services in a cost-efficient and effective manner. Provide first response to environmental emergencies and complaints reported to senior agencies. Economic Development Work with the Economic Advisory Commission to provide research data for the economic development strategy as a means to structure a positive business and investment climate within Maple Ridge. Develop a pro-business, customer-service oriented approach in the delivery of municipal services through improvement and the ongoing management of the AMANDA property system, and involvement in the customer service centre and employee training. Build a sustainable community that includes a balance of land use types. Economic development goals and policies considered in the Official Community Plan.
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3.0 Departmental Overview Services Provided Development Application Management Amendments to the Official Community Plan. Amendments to the Zoning Bylaw. Subdivision review and approval. Agriculture Land Commission applications for exclusion, use and subdivision. Strata Conversions. Phased Strata. Development Permits. Development Variance Permits. Board of Variance. Land-use inquiries. Heritage designation. Heritage alteration permits. Inclusion in the Community Heritage register. Temporary Commercial Use Permits. Temporary Industrial Use Permits. Processing and discharging of covenants. Pre-application meetings. Environmental Management Bylaw enforcement. Environmental monitoring of current development sites. Environmental assessment review of proposed development sites. Soil Deposit Permits. Environmental review of planning initiatives. Sediment control review in conjunction with members of Public Works & Development Services. Tree cutting permits. Environmental complaint and inquiry response (resolution, investigation, mediation). Provide reference material and information on senior government statutes and guidelines. Assist the community in the facilitation of environmental approvals with senior agencies. Act as local agent pursuant to the Agricultural Land Commission Act. Assist District departments with environmental management. Provision of Professional Support and Information Professional support and advice to Council, committees of Council, members of the public, community groups, community agencies, and independent consultants. Technical assistance to other departments and the corporation. Building permit and trade license review. Trend monitoring and data management including dissemination of census data and population statistics. Mapping and other publications. Update website information. Brochure development. Review business licenses and building permits. Preparation of presentation materials. Zoning bylaw interpretations. Participation on internal committees.
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Policy Review and Development Zoning and Official Community Plan policy review and development. Environmental bylaw and policy development. Community and Neighbourhood Plans. Review of bylaws related to development including parking, subdivision and servicing; and sign. Customers Citizens of Maple Ridge, Council, applicants, internal staff across all Departments, Committees of Council, not-for-profit organizations, contractors, realtors, professional consultants, neighbourhood associations, and other agencies including those at the regional, provincial and federal levels. Resources Director of Planning Manager Development & Environmental Services Manager Community Planning Planner II 3 full time (2 in Community Planning; 1 in Development Services) Environmental Planner Environmental Technician 1 full time, 1 time duration Planning Technicians 4 full time Planning Assistant II (mapping) Development Services Technicians 2 full time Administrative Assistant Mission Statement To promote the safety and liveability of Maple Ridge by the adoption and application of policies which encourage sustainable activity, emphasizing environmental stewardship and the establishment of a complete community.
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Organization Chart
Net Operating Budget = $1,224,706 Full-time equivalent staff = 16
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Completion of the Town Centre Plan Completion of the Parking Strategy for the Town Centre Adoption of a Town Centre development permit focused on sustainability issues Environmentally Sensitive Areas conclusion including Development Permit Area guidelines Initiation of Zoning Bylaw Initiation of an Agricultural Plan with the Agricultural Advisory Committee Participating in review of Livable Region Strategic Plan Initiation of a review of the Tree Protection Bylaw Completion of garden suites Other Accomplishments Found Milestones Review of assistance measures for modular home owners Processing cellular tower applications and reviewing federal regulations Participation on the provincial/UBCM Green Communities Committee Follow-up of court order for rehabilitation on Morse Creek Provision of information regarding removal of properties from the Green Zone and advice for the process with Metro Vancouver Status as of September 30, 2008 Referred to October 2008 Public Hearing Completed Completed First phase approved by Council; second phase scheduled for 2009 Rescheduled to 2009 Completed- consultant hired and schedule set Ongoing Rescheduled Bylaws referred to October 2008 Public Hearing Policy adopted by Council Applications presented to Council and information provided Website rolled out successfully at UBCM conference Rehabilitation successfully completed Discussion and reports vetted through Council; presentations made at Metro Vancouver Parks Committee; Land Use and Transportation Committee; Metro Vancouver Board ;and the Boards public hearing Forwarded to Economic Advisory Committee at Councils request Changes made to time frame Plan presented to Council Discussion held with Council Project proceeding Completed Successfully brought to Public Hearing in July, 2008 Project brought to Public Hearing in July, 2008 committee work ongoing Report presented to Council New bylaw given 1st,2nd and 3rd readings
Report on 256th Street area to Council Review of development permit timing Assistance provide to Cemetery Master Plan Reporting out on development application process at Councils request Participation in Spirit Square proposal Additional consultation for the Downtown Parking Strategy Review of a Community Gaming Facility Review of Translink/BCIT facility near Golden Ears Bridge and participation on a community committee Review of Mission Official Community Plan Review of fees with Administration section
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Development Application Management Continued to refine Amanda property management system. Implemented the final components of the Development Process review. Prepared updates to the Zoning Bylaw and Parking Bylaw. Assisted with the preparation of the Garden Suites program and the Town Centre Plan. Provide pre-application meetings and customer service to development customers. Environmental Management Presented the framework for the Environmentally Sensitive Areas study for the entire District. Provided environmental monitoring service to operations and engineering for in-stream works. Coordination of regular Environmental Review Committees with Fisheries and Oceans Canada. Administered Mosquito Nuisance Control Program with project partners (Surrey, Twp. Of Langley, Pitt Meadows). Continued participation in the Community Ecosystem Restoration Initiative with Partners to offset increased atmospheric carbon dioxide through the reforestation of public land. Assisted with initiation and implementation of a provincial/municipal watershed water quality monitoring program for Millionaire Creek. Participated in Municipal Environmental Managers Committee. Regular participation in GVRD Watershed-based Community Planning Work Group. Participated in emergency measures exercises. Regular assistance to prospective land purchasers and realtors regarding development procedures on lands containing watercourses and other environmental enquiries. Continued implementation of District of Maple Ridge Streamside Setback Assessment guideline map, pursuant to the Provincial Streamside Protection Regulation. Provision of Professional Support and Information Prepare reports to Council on matters referred by Council. Maintain planning information on District website. Prepared departmental business plan. Provide staff support to the Community Heritage Commission (CHC). Provide staff support to the Advisory Design Panel. Provide staff support to the Agricultural Advisory Committee. Participated in business plan review of the Heritage Commission, and the Social Planning Advisory Committee. Provide staff support to the Board of Variance. In conjunction with the Community Heritage Commission, coordinated presentation of awards. Participation on GVRD committees including the Technical Advisory Committee, Housing Task Group, and Watershed Planning. Participated on the Fraser River Estuary Management Plan (FREMP). Participated in Builders Forum. Participate on the IT Steering Committee. Liaison with local stewardship groups. Provision of corporate support on promotional material and public events. Mapping and design support to other Departments for capital projects. Participate on the Districts website committee. Participate on the Property Management Committee. Participate on the Communications Committee.
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Policy Review and Development Developing and updating brochures. Provide zoning interpretations for Bylaws and other staff. Participating in the strategic technology plan. Participated on the GVRD Housing Affordability Task Group and Housing Task Force. Reviewed and revised the processing of ALR exclusion applications. Processed housekeeping amendments to the Zoning Bylaw. Participate in pre-application meetings. Projects in Progress Implementation of the Official Community Plan. Preparation of an agricultural plan with the Agricultural Advisory Committee. Refining of the review of the Zoning Bylaw. Preparation of phase 2 of the Environmentally Sensitive Areas project. Implementation of the garden suites project. Implementation of the Town Centre Plan. Participation with the Heritage Commission for statements of significance, Assistance on Subdivision & Development Bylaw review. Assistance on the review of the Sign Bylaw. Assistance on the review of the municipally owned lands in Silver Valley. Assistance with Wildfire Plan with the Fire Department. Statistics 132 active development files including amendments to the Official Community Plan, and Zoning Bylaw, Subdivision, Development Permit, Development Variance Permit, Agriculture Land Commission and Agriculture Land Commission filling applications. 146 new lots created; 1106 pending approval. Prepared reports for Council review on policy items. Prepared 94 reports for Council review on development applications (up to Sept. 30). Prepared environmental approvals and monitoring for 12 instream works projects. Prepared environmental approvals and monitoring for 3 emergency works projects. Processed 4 Soil Deposit Applications. Processed 2 Tree Cutting Permit Applications. Responded to several Environmental Emergencies. Reviewed 40 Building Permits for applicability of Watercourse Protection Development Permit guidelines. Responded to a significant number of investigations/complaints regarding various matters including farm waste, sediment, instream issues, trees, slides/erosion, water management, beaver problems, septic issues, etc. Responded to 15 Land Use Inquiries. Prepared 40 subdivision preliminary approval letters. Responded to 3402 telephone inquiries and 3131 counter inquiries to end of September. Assisted with 18 stream restoration and habitat compensation projects. Participated in 62 development reviews including 39 site assessments. Provided updates to stream mapping project (additional 6 km).
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4.0 Performance Measures/Indicators Measures Encourage residential development in the Regional Town Centre 2007 2006 Apartments 581 units in 8 new 328 units in 6 new buildings buildings Townhouses 43 units on 2 sites 0 units Single Family Dwellings 3 units 1 units Total 627 units 328 units Development Application Management 4.1 Service Area Goal: To develop and refine the development approval/application process which is timely, equitable, inclusive and consultative Objectives: To provide a thorough, equitable, and timely review of all development applications. To provide an environmental liaison function between the District and senior agencies through an effective environmental review process. To liaise with other departments, agencies and organizations to identify methods for streamlining or expediting decision-making. To continue to refine and update the property management system (AMANDA). To ensure that the development review process is timely and effective. Actions Development Application processing Coordination of the Environmental Review Committee (ERC) Refinement and updating of property management system (AMANDA) Conduct development group meetings to review applications Manage the Approving Officer function in reviewing subdivision Initiate review of Zoning Bylaw Assist in a review of the Subdivision and Development Servicing Bylaw and Sign Bylaw Responsibility All R. Stott/ G. Szostek All All/Engineering/ Building C. Goddard/ J. Pickering C. Goddard/ Planner All, as needed Timeline Ongoing Ongoing Ongoing Ongoing Ongoing 2009 Ongoing
2008 66 units in 2 new buildings 0 units 1 units 67 units
Number of residential units created in the Regional Town Centre
4.2 Service Area Goal: To provide effective customer service to all external and internal customers. Objectives: Ensure that development applications provide consistency in the level and quality of information provided to Council and the public. Ensure that development assessments provide clear reconciliation with policy as expressed by the Official Community Plan and other policy directives. Ensure that reporting on applications and inquiries is timely. Maintain accurate and well organized records.
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Actions Update and maintain department web page Participate in continuing education in skill development Updating public information items Provision of support to corporation in promotional material Participation in development customer meetings Respond to landowners and the general public on land inquiries Pre-application meetings Responsibility Administrative Assistant All All/Admin. Assistant T. Muir/R. Ollenberger All as required All Timeline Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing
Research and respond to planning requests for internal and external customers To provide assistance in the review of development applications as they relate to the Official Community Plan Implementation of the garden suites program
J. Pickering/C. Goddard/ Ongoing C. Carter/R. Acharya/ A. Edwards/J. Csikos/ A. Leung/M. Bast/L. Zosiak/ D. Hall All Ongoing Community Planning R.Acharya Ongoing Ongoing
4.3 Service Area Goal: To manage the Approving Officer function and continue to process subdivisions in an effective manner. Objectives: To process subdivision applications in a timely manner. To ensure that subdivisions are processed in compliance with municipal and provincial regulations and legislation. To work cooperatively with other Departments to ensure subdivision issues are resolved. Actions Review and process applications for subdivision Negotiate with external agencies as required Work with other departments to ensure servicing, etc. has been addressed Process development variance applications to the Subdivision and Development Servicing Bylaw Ensure compliance with Land Titles regulations Issue PLAs and ensure compliance Environmental Management 4.4 Service Area Goal To encourage practices that limit the potential for detrimental impact on the environment. Objectives: To review development applications and environmental studies to avoid and/or mitigate environmental degradation. To continue to strengthen current District practice in environmental protection. To review and recommend improvements to District stormwater management plans.
Responsibility Development Services Development Services Development Services Development Services Development Services Development Services
Timeline Ongoing Ongoing Ongoing Ongoing Ongoing Ongoing
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To clarify enforcement responsibilities and develop procedures to deal with environment related complaints. To increase cross-departmental involvement in bylaw compliance and enforcement. To ensure that soil deposit & tree removal activity does not adversely impact surrounding properties. To work with changing Provincial regulations to ensure environmental direction in Maple Ridge is respected. Actions Processing of Soil Deposit Applications Process Tree Cutting Permits Bylaw enforcement of watercourse, soil deposit and tree permit bylaws Provide environmental monitoring service to Operations and Engineering for in-stream works and compensation projects Provide advice on environmental policy matters and changing provincial regulations Respond to complaints of environmental degradation Coordinating in-stream emergencies including works projects Work to improve sediment control during development Coordinate Mosquito Control contract with program partners and review West Nile program, if required Responsibility G. Szostek/M. Jones G. Szostek/M. Jones G. Szostek/M. Jones R. Stott/G. Szostek Timeline Ongoing Ongoing Ongoing Ongoing
R. Stott G. Szostek/M. Jones G. Szostek/M. Jones/ Operations/Engineering/Fire R. Stott /G. Szostek/Building/ Operations G. Szostek
Ongoing Ongoing Ongoing Ongoing Ongoing
4.5 Service Area Goal: To identify and protect environmental features (such as watercourse) and areas that require special recognition and management to promote sound environmental practices. Objectives: To continue to work towards placing lands for conservation/preservation purposes into public ownership. To develop programs and projects with other levels of government and community groups to preserve and enhance the natural assets of Maple Ridge. To ensure that education and information on environmental issues is provided to the public and staff.
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Measures:
Area of land dedicated or protected by covenant for watercourse protection
14 12 10 hectares 8 6 4 2 0 7.537 0.235 2006 0.744 2008 3.496 11.122 Watercourse Protection Dedication Watercourse Protection Covenant
The District continues to pursue its strong commitment to environmental practices by acquiring and protecting lands adjacent to watercourses.
0.5519
2007
Actions Liaison with environmental and stewardship groups Update of stream mapping project Coordination of Environmental Review Committee Complete the management component of the environmentally sensitive areas project Review development applications as required for environmental impact Respond to environmental inquiries from the public and others Provision of Professional Support and Information
Responsibility R.Stott R.Stott Planning/ Engineering/ DFO R. Stott R. Stott/ G. Szostek R. Stott/ G. Szostek/ M. Jones
Timeline Ongoing Ongoing Ongoing 4th Q 2009 Ongoing Ongoing
4.6 Service Area Goal: To create a greater level of understanding and participation in District management strategies through refining, collecting, monitoring, and disseminating information. Objectives: Create opportunities for public input and cross communication between staff and the public on development issues. Participate in community programs that allow for the dissemination of information regarding municipal strategies on development issues. To encourage greater community participation in education and stewardship initiatives. To develop and maintain community documentation that attracts business and encourages community growth.
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Actions Provide consolidated, updated Bylaws e.g. OCP/Zoning/Parking/Subdivision Dissemination of census and BC Statistics information - review of new Census material Participate in the Strategic Technology Plan Maintain database for lots, housing statistics, etc. Complete department business plan Create brochures and checklists for new DP areas in support of the Official Community Plan Responsibility Admin. Assistant/T. Muir C. Carter/D.Hall J. Pickering T. Muir All C.Carter/D.Hall Timelines Ongoing Ongoing Ongoing Ongoing 4th Q 2009 Ongoing
4.7 Service Area Goal: To provide support to Committees of Council and District Partners Objectives: To provide support to the Community Heritage Commission who provide for the advancement of heritage conservation in the District. To provide support to groups who are actively engaged in matters relating to heritage conservation. To provide support for the Advisory Design Panel who provide urban design and architectural guidance on developments within the District. To provide support to the Agricultural Advisory Committee who provide for the protection and continued vitality of agricultural lands in the District. To provide support to our Community Partners. Actions Participation on the Property Management Committee Participation in the Community Heritage Commission (CHC) Heritage awards program organize selection and presentation of awards with CHC Heritage plaque program organize selection and presentation of plaques with CHC Completion of statements of significance Participation on the Advisory Design Panel Participate on committees associated with Metro Vancouver Urban Development Institute Liaison Assist in the creation of business plans for Committees of Council Participate in Builders Forum Participate in review of the Livable Region Strategic Plan To provide staff support for the Agricultural Advisory Committee Responsibility J. Pickering L. Zosiak L. Zosiak L. Zosiak L. Zosiak C. Goddard/R. Acharya J. Pickering/C. Carter/ C. Goddard /D. Hall J. Pickering Staff liaisons Timelines Ongoing Ongoing Ongoing Ongoing 4th Q 2009 Ongoing Ongoing Ongoing 3rd Q 2009
As required Ongoing J. Pickering/C. Carter/ All of 2009 D. Hall D. Hall Ongoing
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Policy Review and Development 4.8 Service Area Goal: To develop and refine land use policies and regulations in support of Council and corporate priorities. Objectives: To develop policy and background reports which support District initiatives and priorities. To respond to corporate and community needs as identified. To review the Official Community Plan and ensure that it is both user friendly and relevant. To research and develop policies that will guide future development in the community. To consistently apply Official Community Plan policies. Actions Official Community Plan Review- continue implementation and updates Assist the Agricultural Advisory Committee on the creation of an agricultural plan Respond to Council requests for information, issue resolution etc. Implement items from the parking strategy for the downtown Completion of implementations of the Area Plan for the downtown Provide assistance to the Social Planning Committee on the creation of a Housing Action Plan Participate in the review of municipally owned lands in Silver Valley On completion of the Agricultural Plan report on the scheduling of future area plans e.g. Albion Area Responsibility Community Planning Section/others as needed C.Carter/ D.Hall All C. Carter/L.Zosiak L. Zosiak C.Carter J. Pickering/ C.Carter/C.Goddard J. Pickering/C.Carter Timelines Ongoing 3rd Q 2009 Ongoing 4th Q 2009 4th Q 2009 4th Q 2009 Ongoing 4th Q 2009
4.9 Service Area Goal: To support and contribute to the corporate review of development regulations. Objectives: To assist in the review of development guidelines or regulations. To ensure that regulations provide consistency in the development process. Actions Participate in Subdivision Servicing Bylaw Review led by Engineering Participate in the review of the Strategic Transportation Plan Participate in review of Sign Bylaw Process amendments to the Zoning Bylaw as required for bylaw enforcement section or as required by Council Participate in implementing the Wildfire Plan led by the Fire Department Responsibility C. Goddard/Eng./Planning Technicians C. Carter/Engineering/ GM C. Carter/ Building C. Goddard/ C. Carter/Planners All as required Timelines Ongoing Ongoing Ongoing Ongoing Ongoing
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Planning
2008
Adopted Account Revenues Applic Fees - ALR Applic Fees - Dev & Dev Var Per Applic Fees - OCP Applic Fees - Subdivision Application Fees Fees Sales User Fees
2009
Proposed
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($4,400) ($89,000) ($6,000) ($92,500) ($92,500) ($5,200) ($7,200) ($2,500) ($299,300)
($5,500) ($146,916) ($6,079) ($106,378) ($106,358) ($5,255) ($7,200) ($3,100) ($386,786)
($1,100) ($57,916) ($79) ($13,878) ($13,858) ($55) $0 ($600) ($87,486)
(25%) (65%) (1%) (15%) (15%) 1% 0% (24%) 29%
($5,500) ($149,768) ($6,197) ($108,440) ($108,391) ($5,338) ($7,200) ($3,100) ($393,934)
($5,500) ($152,765) ($6,321) ($110,610) ($110,530) ($5,424) ($7,200) ($3,100) ($401,450)
($5,500) ($155,814) ($6,447) ($112,821) ($112,709) ($5,513) ($7,200) ($3,100) ($409,104)
($5,500) ($158,931) ($6,576) ($115,078) ($114,934) ($5,603) ($7,200) ($3,100) ($416,922)
Expenditures Committee Costs Consulting Contract Legal Publications Salaries Service Severance Supplies Travel
$21,700 $19,400 $20,000 $37,596 $2,425 $1,309,344 $10,058 $35,615 $8,317 $1,464,455 $1,165,155
$21,700 $19,400 $40,000 $37,596 $2,425 $1,435,850 $10,058 $35,615 $8,848 $1,611,492 $1,224,706
$0 $0 $20,000 $0 $0 $126,506 $0 $0 $531 $147,037 $59,551
0% 0% 100% 0% 0% 10% 0% 0% 6% 10% 5%
$21,700 $19,400 $40,000 $37,596 $2,425 $1,494,104 $10,058 $35,615 $9,068 $1,669,966 $1,276,032
$21,700 $19,400 $40,000 $37,596 $2,425 $1,554,517 $10,058 $35,615 $9,295 $1,730,606 $1,329,156
$21,700 $19,400 $40,000 $37,596 $2,425 $1,606,066 $10,058 $35,615 $9,529 $1,782,389 $1,373,285
$21,700 $19,400 $40,000 $37,596 $2,425 $1,662,034 $10,058 $35,615 $9,769 $1,838,597 $1,421,675
Totals
Proposed Changes or Remarks: Application Fees: Increases are based on new fees bylaw and is the funding source for the position added mid2008. Salaries: 2009 includes a full year cost of a postion that was half way through 2008. The balance of the increase is in line with the wage and benefit cost contingency. Contract: Amount paid to Alouette River Management Society (ARMS) and Kanaka Education & Environmental Protection Society (KEEPS) has increased to $20,000 each.
6.0 7.0 8.0
Capital Budget - None Information Technology Requirements - None Incremental/Reduction Packages Incremental for legal/support assistance - $50,000
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Increment Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Public Works & Development Services Planning Maintenance - General 2 of 4 Date: November 2008 Submitted By: Jane Pickering
Budget Increment for Consideration: Increased support for the Zoning Bylaw review in the area of legal and administrative support Consequences of Package: The Zoning Bylaw will review an increased level of legal review as well as administrative support in the areas of word processing and document creation. Staff Position: None Package: 2009 Budget $50,000
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District of Maple Ridge Community Heritage Commission Business Plan 2009 2013
The District of Maple Ridge Community Heritage Commission, established in September 2000 to replace the Heritage Advisory Committee, advises Council on heritage issues and engages in activities to support the preservation of the Districts built, natural and cultural heritage assets. The Commission is involved in a set of ongoing core activities related to community education and celebration of its heritage assets. In addition, it has established priorities around longer term goals, subject to available resources and other opportunities. The business plan provides the Commission with a set of responsibilities, anticipated projects, and funding needs and informs Council of the Commissions intended direction. The Commission reaffirms its commitment to projects aimed at promoting heritage education and public awareness. Past successes include: a Heritage Plaque Program, Quarterly Newsletter, and the Heritage Awards program. New successes include commencing a Heritage and Conservation Feasibility Plan for St. Andrews Church. The Commission has also provided background information and policy development for the Official Community Plan. The CHC business plan continues to evolve each year through review by existing Commission members who in turn, provide new input. 2.0 Commission Overview The Maple Ridge Community Heritage Commission provides Council with recommendations on heritage issues and engages in projects and activities that would contribute to the longterm conservation and preservation of the Districts built, natural and cultural heritage assets. 2.1 Terms of Reference The Commission is appointed for the purpose of advising Council on heritage conservation matters and undertaking and providing support for such activities that benefit and advance heritage conservation in the District. 2.2 Board of Directors Membership on the Commission shall consist of not less than seven members, as follows: a) one member from Council; b) two members from among the persons nominated by the Maple Ridge Historical Society; c) four members from the Community-at-Large appointed by the Mayor and Council; d) As many other members from persons selected by Council, nominated by citizens or organizations as Council may choose to appoint with priority given to one youth member.
Community Heritage Commission
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Non-voting members may consist of: a) One member from among the persons nominated by the Parks and Recreation Leisure Services Citizens Advisory committee whom shall serve as a liaison and attend when available to do so. 2.3 Commission Members Craig Speirs Jim Connor Lynne Probyn Sheila Nickols Helmi Braches Sarah Hossack John McCormick Jacqueline Mulcahy Jan de Zeeuw Lisa Zosiak Tracy Camire/Lynn Marchand Council Liaison Maple Ridge Historical Society (Chair) Maple Ridge Historical Society (Vice-Chair) Community at Large Community at Large Community at Large Community at Large Community at Large Community at Large Planner, Staff Liaison Committee Clerk
2.4 Vision To live in a community where all residents and organizations value, celebrate and support heritage conservation. Heritage is understood to include all natural, built, and other cultural assets. 2.5 Function The Commission provides leadership by maintaining an awareness of the heritage assets of Maple Ridge through a planned, coordinated and sustained program of partnerships, resource development, and knowledge building to preserve the Districts historic inheritance including all natural, built and cultural assets. In its heritage advocacy role, the Commission supports the heritage initiatives, projects, and issues of the District, the Districts local organizations, residents, and community associations. Working with other organizations is an important part of the Commissions role. By taking an interest in and sharing information with other related organizations, the Commission leverages support in various ways to help further its own goals and the goals of others. The Commission works closely with the following organizations: Maple Ridge Historical Society The purpose of the Maple Ridge Historical Society is to provide current, former, and potential residents of the community with the means to embrace Maple Ridges history as their own, through the collections, preservation, and sharing of historic images, documents, and artifacts. The Maple Ridge Historical Society operates the Maple Ridge Museum and Archives and Haney House Museum. In addition, the Society manages St. Andrews Heritage Church Hall, the Old Post Office building in Callaghan Park, and the Wharfingers Office building at Port Haney Wharf. Heritage Branch, B.C. Ministry of Tourism, Sports, & the Arts The Heritage Branch is very supportive of community heritage conservation efforts and has provided funding for researching Maple Ridge heritage resources, Conservation & Feasibility Planning, and updating and adding to the Maple Ridge Heritage Register.
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Heritage Society of B.C. The Society supports heritage conservation in B.C. by bringing heritage conservationists together at their annual conference, creating awareness through their newsletter, sponsoring and promoting Heritage Week each year, offering grants for heritage restoration projects, and providing encouragement to heritage conservationists through their annual awards programs. Parks Canada, Historic Places Initiative Promotes heritage conservation and awareness through the Historic Places Initiative program. This program includes the Canadian Register of Historic Places, which is an online resource that posts heritage resources listed on community heritage registers across the country. Maple Ridge has a total of 15 heritage resources listed on the national register. Maple Ridge/Pitt Meadows Tourism Society The Society is creating a Tourism Plan for Maple Ridge that will include input from the Community Heritage Commission. Maple Ridge Development Community There is pressure for redevelopment in many areas of Maple Ridge, which is a threat to unprotected heritage resources. The Community Heritage Commission is concerned with educating developers about the value of heritage resources and the benefits of maintaining, restoring, and possibly integrating heritage into development projects. 3.0 Business Plan 3.1 Purpose This Business Plan aims to marshal into a single document the many documents and thousands of hours of volunteer and consultant efforts that have been invested up to now in the preservation and protection of heritage assets in Maple Ridge. 3.2 Structure Given the long-term nature of the majority of the projects, the Commission structures its business plan using a three-year time-frame. This approach aids the Commission, Council, and outside funding sources and creates a consistent workplan of programs and events for each year. 3.3 Goals In order to fulfill its responsibilities as outlined in Bylaw 5908-2000, the Commission recognizes its greatest challenges to be public involvement, and fostering a shared understanding of historic values. This challenge becomes ever more pressing in the face of development pressures, which can decimate heritage assets. Even where structures are retained, the loss of neighbourhood context can effectively submerge their original characteristics. The basic recommendations made in the 1998 Donald & Associates Heritage Management Plan are recognized and supported in the Business Plan. Specifically, the Management Plan states that: Future initiatives should be based on small incremental steps involving the general public, and small, incremental and non-threatening steps within the municipal process. The Commission has the authority to raise funds and establish a trust fund to assist organizations involved in heritage conservation, restoration and preservation activities.
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3.4 Accomplishments 2003: OCP Heritage Discussion Paper; Phase 1 - Historic Places Initiative (Statements of Significance); Heritage Awards Program; Heritage Plaque Program; Continue partnerships with other local organizations; Continue supporting the Maple Ridge Historical Society in its efforts to raise funds for a new museum and archive facility. 2004: Phase 2 - Historic Places Initiative (Statements of Significance); Historic Communities Signage Program investigate options & ideas; Heritage Awards Program; Heritage Plaque Program; Initiate a Public Education Program; Continue partnerships with other local organizations; Continue supporting the Maple Ridge Historical Society in its efforts to raise funds for a new museum and archive facility. 2005: Phase 3 - Historic Places Initiative (Statements of Significance); Historic Communities Signage Program; Preparation of Heritage Renovation Guidelines; Heritage Awards Program; Heritage Plaque Program; Public Education Program; Continue partnerships with other local organizations; Continue supporting the Maple Ridge Historical Society in efforts to raise funds for a new museum. 2006: Hammond neighbourhood given priority in Historic Communities Signage Program; Preparation of Heritage Renovation Guidelines; Heritage Awards Program; Heritage Plaque Program; Public Education Program; Continue partnerships with other local organizations; Continue supporting the Maple Ridge Historical Society in efforts to raise funds for a new museum and archive facility. 2007: Heritage Awards; Quarterly CHC newsletters; Presentation of Business Plan to Council and Summary of Awards Ceremony; 6 Plaques installed during Heritage Week; Bus Tour with Commission and Members of Public; Albion Ferry 50th Anniversary Plaque; Heritage inventory included in GIS notifies staff of potential alteration or demolition of heritage properties; Townhouse development along 228th heritage house preserved and included with new development.
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2008: Heritage Awards; Quarterly CHC newsletters; Commenced Heritage Conservation & Feasibility Plan for St. Andrews Church; Restructured Heritage Awards Program; Installed Hammond Plaque in Hammond Park and held public event; Installed 3 Heritage Area Signs in Hammond; Organized public presentation on The Benefits of Conserving the Heritage Home; Update of Heritage Walking Tours in 2008-2010 edition of Maple Ridge & Pitt Meadows Outdoor Recreation Trails & Events publication; Completed 10 Statements of Significance for updating in the Maple Ridge Heritage Register. Potential Future Projects: Heritage Context Plan and Heritage Strategic Plan; Heritage Conservation & Feasibility Plans for other heritage resources owned by the District of Maple Ridge; Neighbourhood Heritage District studies and recognition programs; Museum expansion support, liaison and outreach; Museum expansion fund raising; Heritage Renovation Guidelines for circulation within the community Review and update the 1998 Donald Luxton & Associates Heritage Management Plan: Leadership and Collaboration; Create a photographic record of each structure listed in The Maple Ridge Heritage Register; Continue advisory role in Area Planning Processes; Produce mailer aimed at owners of heritage properties outlining the benefits of Community Charter s. 226 Revitalization Tax Exemption; Develop outreach strategies; Continue Street Naming project; Investigate a Leave a Legacy program related to Heritage Conservation; Coordinate the Maple Ridge Heritage Register with the Canadian Register of Historic Places. 4.0 Performance Measures/Indicators 4.1 Measures 4.1.1 Community Measures: An increase in the number of public education programs that may include lectures, workshops and plaque tours; Increased awareness among Heritage Commission members, municipal staff, and the general public on the technical aspects of heritage conservation, restoration and protection; Increased public support and participation in the annual Heritage Awards Program.
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4.1.2 Advocacy Measures: Increased Council awareness of heritage conservation issues; Establishment of partnerships on joint projects with similar organizations such as the Historical Society and Tourism Society; Two or more plaques erected each year as part of the Heritage Plaque Program; Projects undertaken and completed that raise the public profile of local heritage issues and assets. 4.1.3 Policies, Guidelines and Information Measures: Implementation of actions identified in the heritage policies in the Official Community Plan; Preparation of guidelines and define procedures that will improve the overall heritage regulation framework and development review procedures of the District; Preparation of reports and information booklets that improve the quality, accuracy and access to heritage and historic information; 4.2 Monitoring the Business Plan Each Business Plan will be reviewed in detail during the third quarter of each year. A new plan will be drafted every three years. This approach allows Commission members to focus on completing yearly projects while also providing a degree of flexibility for items that have either been completed in advance of the target date or that have been extended due to various circumstances. This approach further allows newly appointed members to gain experience on the Commission prior to participating in a comprehensive business planning session. In addition, this approach allows the Commission to build on the successes of previous projects, incorporate new ideas and respond with increased awareness and sensitivity to the Districts heritage assets. Action Community Support Work towards a more effective information program to increase public involvement in heritage programs and responsible management of the communitys heritage assets. Community Projects Review and establish priorities for new projects. Build the heritage policy and regulatory framework in the District. Provide Council with advice and direction on long-term heritage conservation issues and projects, and on development applications involving heritage assets. Advise Council on conservation issues and initiatives as well as provide specific comment on development applications that have a heritage component. Natural & Cultural Heritage The Commission will work towards preservation, conservation and interpretation of the Districts natural and cultural heritage assets and provide advice to Council on ways of identifying and highlighting these assets.
4.3
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5.0 Operating Budget The Commissions operating budget of $10,000 is received annually from the District of Maple Ridge. This funding provides a basis from which the Commission may seek matching funds from provincial, federal and private funding sources. Maple Ridge Bylaw No. 5908 2000 established the Community Heritage Commission and includes the ability of the Commission to raise funds for projects of local heritage significance (S.5.2 (b)). 5.1 Recognition The Commission fulfills Council direction in the recognition and financial support for the advancement of heritage conservation in the District of Maple Ridge. 5.2 Funding Alternatives & Options A number of programs exist at the provincial and federal levels that provide funding for heritage projects. The Commission will identify projects that require additional funding and opportunities to secure additional funds. In the third quarter of each year, the Commission will review the forthcoming years project schedule and prepare grant applications for those projects. 5.3 Matching funds Matching funds are often required by the funding sources, requiring the Commission to raise funds and establish programs and publications to help generate additional revenue. 5.4 Funding Requirements The Commission has identified the following proposed budget that will require the $10,000 municipal grant. The projects noted below under the heading Projects on Hold are proposed to remain as such and the Heritage Commission is further proposing to re-direct the funds to two new high priority projects: The preparation of a Heritage Context Plan and a Heritage Strategic Plan. Both of these projects are expected to commence in 2009. The Context Plan is intended to document and explain what factors influenced the communitys evolution and goes beyond the identification of buildings, landscapes, and people to include environmental, native presence, social, political, cultural, and spiritual influences. The Strategic Plan is a five to ten year plan that lays out the development and implementation of a community heritage program. From time to time, certain projects may incur costs that exceed the $10 000 annual budget.
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5.5 Operating Budget 2008 Adopted $4,000.00 $1,000.00 $3,500.00 $1,500.00 $10,000.00 $9,100.00 $11,017.00 $20,117.00 2009 Proposed $4,000.00 $1,000.00 $3,500.00 $1,500.00 $10,000.00 $9,100.00 $11,017.00 $20,117.00 $10,000.00 $10,000.00 $20,000.00 $20,117.00 $10,000.00 $30,117.00
General Expenses Heritage Plaque Program Heritage Awards Program General Expenses Work Program Total Typical Expenses Projects on hold (funds carried forward from 2007) Street Naming Program Historic Places Initiative Total on hold project
Proposed Projects for 2009 (funds re-designated from Projects on Hold above) Heritage Context Plan Heritage Strategic Plan - Update Total Project Costs Proposed Budget for 2009 Proposed Carry-Over 2009 Municipal Grant Total funds available for 2009 6.0
Capital Project 2009 to completion In support of the planned museum expansion under the direction of the Maple Ridge Historical Society it is expected that the Commission will support the fund raising efforts of the Maple Ridge Historical Society in this large scale project.
References I. Maple Ridge Community Heritage Commission Business Plan: 2006 2008 II. Maple Ridge Community Heritage Commission Business Plan: 2007-2009 III. Maple Ridge Community Heritage Commission Business Plan: 2008-2012 IV. Maple Ridge Community Heritage Commission Business Plan: September 2005 V. Leadership & Collaboration: The District of Maple Ridge Heritage Management Plan Donald Luxton & Associates with Teamworks, 1998 VI. Maple Ridge Downtown Action Plan Downtown Action Plan Advisory Committee, 1998
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District of Maple Ridge Public Works & Development Services Operations Business Plan 2009 2013
Working within the Public Works & Development Services Division and in consultation with the Engineering, Planning and Building Departments, the Operations Department is responsible for the maintenance and operation of the Municipalities transportation facilities, storm drainage system, water distribution system, sanitary sewer collection systems and disposal. The Procurement Section provides support to Municipal Contracts and Purchasing Agreements. The Operations Department is the front line provider for the basic public works services, including Procurement, Transportation Facilities, Fleet Management, Storm Water Management, Water Distribution, and Sewage Disposal. Our focus will be on ensuring the safety of the citizens of Maple Ridge; protecting the Districts large investment in the public works infrastructure; protecting sustainability of the environment; maintaining current service levels; providing rapid response in emergencies; and provide Purchasing and Procurement leadership to the Municipality. With a spirit of teamwork, our employees make public service their business and it is the objective of this Department to provide these services at an optimum cost to the taxpayers and in a manner as responsive to their needs as possible. The Operations Department is structured as follows: Road Works is led by the Superintendent of Roads. Activities include: asphalt repairs, sidewalk and line marking, road grading, snow & ice control, bridge maintenance, street sweeping, traffic signs, and sight lines. Storm and Sanitary Sewer Works is led by the Superintendent of Sewers. Activities include: vegetation control, ditch cleaning, storm sewer and culvert maintenance, flushing storm & sanitary sewer lines, cleaning catch basins, inspection & maintenance of sanitary sewer mains and service connections, collection of sewage & transfer to Metro Vancouver. Water Works is led by the Superintendent of Water. Activities include: maintenance of water mains and service connections, servicing fire hydrants, collecting water samples, meter reading, installation and maintenance of water meters, and water conservation. Electrical/Instrumentation Works is led by the Manager of Electro/Mechanics. Activities include: maintenance of traffic control devices, street lighting, sewer and water pump stations, water reservoirs & chlorinating stations, radio communication system, SCADA system, and a variety of electronic equipment. Fleet Management Works is led by the Director of Engineering Operations and the Superintendent of Roads. Activities include: equipment performance measures, vehicle replacement, equipment charge out rates and equipment reserve funding. Procurement Section is led by the Manager of Procurement. Activities include; Acquisition of equipment, material and supplies, contract development, tendering and purchasing for Municipal Services. Each functional area within the Department closely monitors productivity, efficiency and unit cost, to be confident that our customers receive quality service at competitive prices. All calls received in this Department are investigated, responded to and recorded in the public Call Centre Action Request System.
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Maintaining the system facilities is more challenging with increased population, increasing amount of infrastructure environment regulations, increases in the publics expectations (water quality) and competing priorities for available revenues to carry out preventative maintenance. Over the past several years, as our infrastructure has grown, the funding from General Revenue for infrastructure renewal has remained stagnant or in some cases decreased as a percentage of total infrastructure. The impacts of this are appearing in our infrastructure. One visible indicator of this is the slow and continuous decline of the road surface condition. Road infrastructure built as part of new development 10 years ago is showing signs of aging now. Not visible but equally important is the underground infrastructure of sanitary sewer, storm sewer, street lighting and watermains. Councils commitment to an infrastructure renewal program provides a mechanism to address these issues. 2.0 Corporate Overview Strategic Alignment Environment Provide continual staff training awareness to environmental impact. Recycle or safely dispose of all waste products. Follow all MOE and DFO guidelines during works conducted in and near streams. Ensure proper chlorine removal when flushing/cleaning watermains. Review with Planning Dept. Environmental staff on amended ditch cleaning procedures, sedimentation control and protected habitat areas. Grind asphalt pavement where possible to increase the use of recycled materials. Use pre-wetting equipment to control icing, and thereby reduce our use of road salt. Review and encourage environmental friendly techniques, products and processes. Charter Member of the E3 Fleet; Committed to Energy, Environment and Excellence Transportation To efficiently maintain our present transportation system to meet the current and future needs of our citizens. Maintain a program to ensure safe driving conditions and safe pedestrian interface with traffic. Priorities are given to accessibility and safety issues. Provide rapid response to weather emergencies, wind, snow and ice. Provide snow and ice control on main roads and collector streets. Smart Managed Growth Sound preventative maintenance programs for the surface and underground infrastructure. Program for replacement of infrastructure within appropriate life cycle. Provide comprehensive inspection to the extension of our infrastructure in relation to new development. Comprehensive work schedules for both capital and maintenance projects. Review Long Term Capital projects in order to meet future growth requirements. Review development submissions with intent to benefit and enhance Municipal infrastructure. In conjunction with the Engineering Department, maintain records of infrastructure for easy reference. Safe and Livable Community 24-hour emergency rapid response to calls relating to roads, sewers, water, drainage and traffic lights/signs. Train staff in various areas of Municipal operations. Review work procedures to provide a safe working environment for our staff. Job site safety orientation for our crews. To respond to the needs of the customers established in the citizen satisfaction survey. Provide updated information on Operations Emergency Response Plan. Implement all Work Safe regulations at all of our job sites.
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Financial Management Comprehensive labour management. Work with the Finance Department to gather the information & implement the processes needed to comply with accounting changes mandated by PSAB in a way that will facilitate the implementation of an asset accounting system in the future. Assist Finance to identify and quantify major Public Works assets and their depreciation. Provide quality, cost effective services to our customers. Prepare comprehensive Annual Business Plan. Analyze costs competitiveness of services, contracts and purchase of goods. Ongoing review of the performance of equipment and charge out rates. Analyze cost and requirements for long term equipment replacement. Provide cost estimates to other Departments and the public for installation of Municipal services. Community Relations Emphasize customer service through the action request system by responding promptly and courteously to inquiries from the public. Notify the public of projects and regulations, or disruptions to traffic or utility services. Provide information on our Website to increase public awareness of Public Works' services and projects. In cooperation with the Fraser Health & Metro Vancouver supply public information packages on water quality and water conservation. Participate in beautification and public information projects by installing and maintaining signs, flags, banners, and Seasonal decorations. Inter-Government Relations/Networks Work co-operatively with: Metro Vancouver relating to water supply, water quality, and sewage disposal. American Public Works Association (APWA) accreditation. Fraser Health regarding our drinking water samples, testing parameters and reporting. Fraser Health regarding septic compliance. Ministry of Environment regarding a wide range of environmental concerns. Ministry of Transportation & Highways and their contractors with regards to maintenance of highways within our Municipality. Member of Vancouver Regional Co-operative Purchasing Group (22 Municipalities). C.P. Rail to resolve traffic congestion issues associated with railway signals and crossings. Gas, Hydro, Telephone, Cablevision utilities. Economic Development Continuous review and planning of the long range needs of the community and its environment Review development and capital project construction in order to gain the maximum benefit of our infrastructure. Provide field knowledge to Design staff and Consultants in order to benefit our Municipal infrastructure. Ongoing contract, procurement and construction liaison within Municipal Depts., outside agencies, the private sector, & other Municipalities.
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3.0 Departmental Overview Services Provided Roads Maintenance: Maintain 470 km of roads and lanes (from Engineering records) Roadside shouldering of approx. 645 km (from Shouldering reports) Maintenance of 72 walkways (from Inspectors records) Empty and repair 100 litter bins Maintain 251 crosswalks Street cleaning on approx. 6,200 km swept annually Maintenance of 17 bridges Snow and ice control Maintain approx. 7,147 traffic signs (new inventory required) Maintenance of 8 railway crossings Maintain 265 km of traffic lane markings Household brush chipping program 2 times per year in the Spring and Fall Roadside mowing on 320 km of which 55 km is mowed twice per yr. Vegetation control on Municipal road allowance for sight lines and traffic safety Maintenance of approx. 5.5 km of gravelled roads and dust control is used on approx. 1 km of gravel roads Storm Water Management: Maintain 272 km of storm sewer system (from Engineering records) Maintain 12,444 service connections (from Engineering records) Maintain 224 km of drainage ditch Maintain 5,128 catch basins (from Engineering records) Maintain approx. 800 cross culverts Maintain 7 detention ponds Maintain 35 control manholes Maintain 4239 storm sewer manholes (from Engineering records) Operation Management: Administrative support to staff within the Department Customer needs are met or forwarded to the appropriate personnel for the required action, including 24 hour emergency rapid response Preparation and administration of the Operating and Capital Improvement Budgets Prepare Business Plan First Aid Services for staff Performs organizational, statistical, feasibility, and economic analyses Coordinates the planning & scheduling of maintenance and capital projects Contracts and Procurement; Prepare, tender and receive sealed offers for 53 Contracts greater than $100,000 each Manage, warehouse and distribute an average inventory value of $210,000 Manager 124 purchasing cards for a total annual purchase value of $1,200,000 Assess and respond to needs of other internal Departments Overview for all Corporate purchases and supply contracts Fleet Management: Maintenance of 132 licensed equipment and 65 pieces of miscellaneous equipment being operated by various departments
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Conduct a comprehensive Fleet analysis using the E3 Fleet Green Guidelines to meet Environmental performance levels based on satisfying the best management practices set out through E3 Fleet related to: o Fleet Action Plan o Training and Awareness o Idling Reduction o Vehicle Purchasing o Fuel Data Management o Operations & Maintenance o Trip & Route Planning o Utilization Management o Fuel Efficiency o Greenhouse Gas Performance Fuelling station for all Municipal vehicles, Fire Department, RCMP and School District #42 Maintains an inventory of equipment and tools to guarantee the most cost-effective maintenance program possible Responsible for review of daily equipment inspection Service, repair, and perform other tasks as necessary to keep the Municipal vehicle fleet in good operating order. Review equipment use, suitability, and costs. Compile tender specifications and tender for replacements. Instrumentation, Electrical and Mechanical Management: Maintain 29 sanitary sewer pump stations Maintain 7 water pump stations and 8 water reservoirs Maintains SCADA remote monitoring and control system Maintenance of 35 traffic control devices Maintenance of 3,358 ornamental street lights Manage 1,444 mast arm lights Maintain 110 radios, repeaters, etc. as part of communication system. Maintain 5 chlorinating stations Maintain a variety of electronic instrumentation and equipment used to monitor and control water and sewer processes Maintain 3 drainage pumping stations Whonnock community well maintenance, filtration and ultraviolet disinfection Maintains Leachate pond, pump stations, gas collection system and burner at the old Landfill site. Security of the Operations Works Yard. Fuel dispensing system. Water Utility: Supply of potable water for domestic and fire protection use Maintain 373 km of water main (from Engineering records) Maintain 17,423 service connections (from Engineering records) Maintain 1,765 fire hydrants (from Engineering records) Maintain 1,698 water meters (from Taxation Department database) Maintain approx. 5287 water valves Maintain 21 pressure reducing valves Maintain 31 air valves Sanitary Sewer Utility: Collection of domestic sewage and transfer to GVRD for treatment Maintain 275 km of sanitary sewer mains (from Engineering records) Maintain 15,411 sanitary sewer connections Maintain 3,285 sanitary sewer manholes
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Private Service Connections: Installation of private crossings, sanitary and storm sewer connections, water service connections and tie-ins, access culverts and ditch enclosures Disconnection of water and sewer connections Customers Residents of Maple Ridge, development community and internal staff across all Departments Resources Fifty-two (52) outside employees (2 Vacant) One (1) Inspector One (1) Technologist Three (3) Clerical staff One (1) Buyer One (1) Storekeeper Three (3) Superintendents Two (2) Managers One (1) Director Values Our mission is to respond promptly to customer concerns, to provide a safe, healthy and sustainable environment for the residents while safeguarding the value of the Municipal infrastructure. Our objectives are to provide these services in an efficient and cost-effective manner: provide quality services to our customers timely and cost effective procurement of goods safe and efficient transportation infrastructure consistent, secure distribution of high quality potable water wastewater collection & transmission to GVRD for disposal dependable drainage system efficient E3 Fleet Management Energy, Environment, Excellence
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Organization Chart
Director of Engineering Operations Russ Carmichael
Manager of Procurement Earl Oddstad
Electro/Mech Manager Victor Negoita
Superintendent of Waterworks Ed Mitchell
Engineering Technologist Bernie Serne
Superintendent of Sewerworks Ralph Kivi
Engineering Works Inspector Ron Guy
Superintendent of Roads & Equip Wayne Hardy
Clerk II Gail Pound
Accounting Clerk II Nancy Brown
Storekeeper II Paul Henry
Foreman II Tom Varcoe Electronics Tech Bruce Gailling Mark Fiehn Mitch Stripp Labourer Greg Hamilton
Foreman III Sandy Blakeway
Foreman III Tom Todd
Foreman II Stan Bitcon Everett Wicklund Equipment Operator IVa Wayne Levere Chris Collette Truck Driver III Ken Marfleet Maintenance Worker Utilities Lance Heinrich Rick Beare Labourer Chris Watson + 1.5 FTE (3TD)
Trades Foreman Lorne Burrell
Tradesperson II Rob Dorrell George Veltin Fleet Maintenance Coordinator/Clerk Typist III Darlene Sigouin Labourer Vivian Dunetz Barry Johnson Cliff Shea Marc Tougas Bob Villeneuve + 2 FTE (4 TD)
Buyer Daniela Mikes
Foreman II Marcel Langdeau
Equipment Operator V David Poag Equipment Operator III Trevor Brown Equipment Operator IVa/Truck Driver III Jason Cratty
Apprentice Mechanic David Dipalo
Yardperson II Barry Ward
Equipment Operator IVa Val Silva
Foreman III Calvin Richmond
Tradesperson II Electrician Mike Gjaltema Water System Operator Not Hired
Truck Driver II Garry Hampton
Meter Maintenance Worker Daryl Veasey Water Maintenance Worker John Blakeman Brian Kuntz Aaron McCurry Maintenance Worker Utilities Brent Forgie Aaron Schramm Sam Wilson
Sign Maintainer Wade Hewson Brad Slaughter Equipment Operator II Peter Vanderlee Equipment Operator IVb Gary Gladue
Truck Driver III Ed Vincent
Equipment Operator III Len Rodenbush Equipment Operator IVa Terry Clarke Foreman II Walter Oleschak John Weistra
Labourer 3.5 FTE (7TD)
Net Operating Budget = $4,168,526 Full-Time Equivalent Staff = 62 Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Review of wastewater source control with municipal procedures in place by the close of 2008. Assist with Subdivision Control Bylaw by end of 2008 (part of Official Community Plan Work Plan). Conduct a comprehensive Fleet analysis using the E3 Fleet Green Guidelines to meet environmental performance levels based on satisfying the best management practices set out through E3 Fleet related to: Fleet Action Plan Training and awareness Idling reduction Vehicle purchasing Fuel data management
Status as of September 30, 2008 Infiltration and inflow report and repair locations identified in 2008. Grease and solids source control to be analysed in 2009. Scheduled for this winter Analysis complete, awaiting E3 assessment results this fall.
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2008 Deliverables Proposed in Business Plan Operations and maintenance Trip and route planning Utilization management Fuel efficiency Greenhouse gas performance Green road construction in cooperation with landowners on 224 Street and 144 Avenue for access during flood events. Annual Dyke Inspection and Maintenance Program. Biofiltation pond maintenance and enhancement utilising a sustainability team approach Annual Water main Leak Detection Program. A 5-year program to video and repair problem locations is proposed which will improve our knowledge and help prioritize infrastructure replacement of storm sewer. Landslide Repair on 284 Street is recommended in 2008. Freshet levels in 2007 highlight the proposed raising of the Wharf Street sanitary pump station. Conduct a Customer Satisfaction Survey that involves garnering field responses from service calls. Status as of September 30, 2008
Substantially Complete Complete, minor Freshet Levels reached in 2008 Scheduled for Fall 2008 Complete Video information gathered and entered into data base. Awaiting defect analysis Design complete, construction in progress Design being incorporated into Drainage discharge design. Completion moved to 2009 Door hangers designed and ordered, survey in place. Customer feedback to be ongoing starting November 1, 2008
Found Milestones Late snowstorms and a wet late spring delayed starts on several projects but by mid summer most projects were on schedule. Infrastructure Expansion to meet Growth Demands by BC Hydro has led to a 2 year Renewal on Dewdney Trunk as well as works on 124, 123, 216 and Brown Ave. Golden Ears Bridge Works has also impacted day to day driving conditions in west Maple Ridge. Capital and Project Works Completed in 2008 Roads: Asphalt paving on Dewdney Trunk from 232 to 240th, and East of 250th Asphalt Paving on 232nd North and South of Dewdney Trunk Asphalt Paving on Lougheed 225 to 227, on Laity South of Lougheed and Selkirk Lane west of 224 Second Lift Asphalt paving on Stewart Crescent 203rd West and on 116th Burnett to 121 Slide Repair with land acquisition including road safety improvements on Spilsbury and slide repair on 284th from damage in 2007 rain events Raise portions of 224th and 144th above flood levels for access to properties north of 136th Ave. Drainage: Replace or repair large diameter culverts. 203rd Ave, Hammond Road, 144th Ave, 266th St, and Cunningham Storm Main Video program to assist with infrastructure assessment.
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Water: Watermain Replacement 232nd (Slager to Dewdney Trunk Rd) Transfer connections and eliminate redundant Watermain on 240th south of Dewdney Trunk Water meter installations on 100 residential properties Sewage Projects: Infiltration investigation Alco Park, Gunns Pump Station area. Electromechanical: Pressure sensors at 3 locations Fleet: With Human Resources developed a Mechanic Apprenticeship position for succession and immediate assistance with fleet duties Replace 2 gasoline vehicles with Hybrid Vehicles through normal replacement cycle (18 Hybrids now in Fleet) E3 assessment of Fleet Submitted Replacement of one Tandem Dump Truck Projects in Progress Fall Brush Chipping program. Catch Basin and Sump Manhole cleaning Overhead Brushing Program 4.0 Performance Measures/Indicators Length of Utilities (km)
1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 Km Km Km Km Km Km Km Km Km Km Km Km Km Km Km
Length of Road
376.6 383.3 389.8
393
399.4 406.8 410.7 412.7 434.6 439.1 442.1 449.8 447.2 462.0 470.3
Length of Water 289.7 293.2 300.3 305.5 312 320.7 329.9 331.4 331.4 338.6 344.5 353.4 360.3 366.6 372.7 Main Length of Gravity Sanitary Sewer 187.6 200.5 205.5 211.2 215.2 221.5 226.3 227.9 227.9 235.4 238.2 248.2 255.4 256.4 260.9 Length of Storm 153.8 169.3 175.2 179.5 187.1 196.6 203.1 205 205 249 253.3 259.1 270.6 271.6 272.7 Sewer
4.1 Service Area Goal: Roads Maintenance To provide appropriate road maintenance activities, to protect the Municipal investment in roads infrastructure and provide a safe, serviceable and sustainable road network. Objectives: Complaints, requests and inspections dealt with in a timely manner. Roads and sidewalks that meet our residents needs. To enhance safety of motorists, pedestrians and cyclists. To maintain traffic capability during winter weather events.
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Measures: % of roads in a condition at or above acceptable
100% 95% 90% 85% 80% 2001 2002 2003 2004 2005 2006 2007
The existing road network is experiencing visible and accelerating deterioration. In recognition of the need to adequately fund the rehabilitation and replacement of the Districts infrastructure, Council has approved a financial plan which dedicates a 1% property tax increase to infrastructure sustainability beginning in 2008. In 2009 his will provide $230,914 , and $1,125,000 by 2013 in additional funding for road resurfacing projects.
Activities: tend to approx. 1,100 requests for services that require remedial actions; (from ARS) 11 roadway inspections will be carried out; (from Inspectors) approximately 60 curb & walkway trips will be repaired; (from Core Inspections) approximately 35 requests for shouldering/grading repairs; approximately 100 requests for street sweeping; 100 litter bins will be maintained twice a week; Solid and liquid sodium chloride are used for ice control annually and usage is reported annually in the Salt Management Plan spring chipping had a total of 1,252 pickups; roadside mowing 370 km annually; street sweeping will be performed; deal with approx. 135 requests for garbage pickup/illegal dumping; asphalt patching will be performed; crack sealing will be completed; 165 km of a total of 224 km of traffic lane marking relined; thermoplastic road markings (crosswalks, stopbars, arrows, etc.); approx. 250 new traffic signs will be installed; dust control on 16,000m2 gravel roads road grading of 124 km of gravel road Actions 24 hr. response to public safety concerns Immediate investigation of all dangerous trees requests Review road patching requirements and prioritize Curb & walkway repairs Review condition of traffic lane markings and select contractor, and monitor program Empty and maintain litter bins Select chipping program contractor and monitor program Fall Chipping program completed Select flail mowing contractor and monitor flail mowing
Responsibility standby personnel Ralph Kivi Tom Todd Wayne Hardy Cal Richmond Wayne Hardy roads crew Wayne Hardy Cal Richmond Wayne Hardy roads crew Ralph Kivi Sewer crew Ralph Kivi Sewer crew Ralph Kivi Tom Todd
Timeline ongoing ongoing April ongoing April to July ongoing February to April November March to October
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Actions Survey crack sealing volume and select contractor and monitor crack sealing Survey condition of crosswalks and select contractor for repainting and monitor program Selection of maintenance overlay locations Install traffic reflectors Select overhead brushing contractor and monitor program Quarterly crew meeting to address their concerns and requests Responsibility Wayne Hardy Cal Richmond Wayne Hardy Cal Richmond Wayne Hardy Cal Richmond Wayne Hardy Roads crew Ralph Kivi Tom Todd Wayne Hardy Roads crew Timeline March to May March to August June ongoing July to September quarterly
4.2 Services Area Goal: Storm Water Management To maintain an effective drainage system in an environmentally friendly manner. Objectives: Dependable storm sewer system. Dependable drainage ditch and culvert system. Activities: 45 km storm sewers will be cleaned; (Oct04-Oct05 from Sewer Superintendent) 52 km ditch will be cleaned; (from quarterly report) 2,290 catch basins will be cleaned; (Contract amount) 50 sump manholes will be cleaned; (Contract amount) dealing with approx. 30 requests re: flooding; (from Quarterly report) handling approx. 45 requests re: ditching; (from Quarterly report) Actions 24 hr. response to public drainage complaints Immediate investigation of flooding reports Prepare work schedules for storm water management maintenance projects, yearly, monthly, weekly Review existing infrastructure for Long Term Capital Projects Complete flushing program Select contractor for catch basin and sump manhole cleaning and monitor program Complete ditching works Monitor Rivers flow/levels Monthly crew meeting to address their concerns and requests Responsibility Standby Personnel Ralph Kivi, Tom Todd Ralph Kivi Tom Todd Ralph Kivi, Tom Todd Ralph Kivi Flushing crew Ralph Kivi Sewer crew Ralph Kivi, Tom Todd, Gail Szostek Ditching crew Ralph Kivi, Tom Todd Ralph Kivi Sewer Crew Timeline ongoing ongoing ongoing ongoing June to September July to October March to November As required monthly
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4.3 Service Area Goal: Operations Management Provide timely and efficient services to the general public through direction of our staff and resources. Objectives: Maintain a highly motivated workplace; Continually improve our ability to provide the highest level of Municipal services to the citizens of Maple Ridge; Productivity coaching, performance management; Develop accurate, meaningful operating data & costs management; Provide leadership to departmental goals and objectives; Activities: dealing with approx. 4,147 complaints/requests per year; (from Quarterly report) response to approx. 556 emergency calls after working hours per year; (from Quarterly report) handling approx. 650 deficiencies identified by monthly maintenance inspections; (from Inspections) 0 WCB infractions; approx. 24 job site safety inspections will be carried out; (by consultant) Actions Prepare annual business plan Respond to complaints within 3 days of receiving them All complaints/requests received are recorded in the Action Request System and distributed to appropriate superintendent/inspector Supply information to Cindy Dale for updating the Districts website that will provide information and enlighten Maple Ridge residents about the functions, services, activities and projects of the Operations Department Performance measures on a variety of functions Update Emergency Callout Phone Nos. & Standby Manual to provide 24 hour a day response to emergency calls, public safety & liability concerns Develop documentation for APWA accreditation Prepare work schedules for maintenance projects, yearly, monthly, weekly Employee training on safety EOC training and participation Employee training on equipment Weekly staff meeting to review staff projects, labour management and to address any of their concerns and requests Cost comparisons for ongoing maintenance and capital projects
Responsibility Russ, Nancy, Wayne, Ralph, Victor, Ed Russ, Inspectors, Superintendents, Managers, Foremen, Standby Personnel Gail, Nancy Superintendents, Managers, Russ, Nancy, Gail Superintendents, Managers, Nancy, Gail Nancy Superintendents, Nancy, Managers, Russ, Darlene Superintendents, Managers Ralph, Steve Traviss Russ, Bernie, Earl, Wayne Superintendents Superintendents, Managers, Inspectors, Russ, Nancy
Timeline annually ongoing
ongoing
ongoing
ongoing Semiannually (April / Oct) ongoing ongoing annually monthly annually Weekly ongoing
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4.4 Service Area Goal: Contracts and Procurement Apply proven procurement practices, with fairness and adherence to policies that provide managers with choice and guidance in tender and contract management. Objectives: Continue in our quest to implement technology that is relevant, efficient and effective. Adhere to legal, ethical and professional standards that uphold the public trust. Review internal controls and conduct internal audits deemed appropriate Attendance by our procurement group at various events (Chamber of Commerce, Business to Business Night, trade show gatherings) informing the business community of our needs and how to obtain and conduct business with us. Circulate brochures; inform the business community as to who we are and the opportunities that exist in providing us with quality goods and services. Activities: Prepare, tender and receive sealed offers for 53 Contracts greater than $100,000 each Manage, warehouse and distribute an average inventory value of $210,000 Manager 124 purchasing cards for a total annual purchase value of $1,200,000 Actions Utilize the web site to publicize contracts and purchasing/surplus disposal opportunities Attend public forum meetings, make a presentation or man a booth eg. Chamber of Commerce; Board of Trade; Maple Ridge Homeshow Streamline transactional processes, and focus resources on providing value-added services to our citizens and internal customers Managed best value disposal process for all municipal surplus and police seized items Review Corporate needs for Common items such as Cellular phones Work with the GVRD Buying Co-op to acquire many products and services; e.g. large container garbage disposal service, light bulbs and assorted electrical supplies, ductile pipe for water supply, bagged cement etc. Prepare Tender, Purchase, Service agreements and Proposals such as RFPs, RFIs Co-ordinate Worksyard Storage requests from RCMP and other departments Review Revenue collection in Operations and improve cost recovery, third party billings and charge out rates Responsibility Earl Earl Earl Paul Earl, Daniela Timeline ongoing As required ongoing Ongoing Annual
Earl, Daniela
Bi-annual
Earl, Daniela, Paul Earl Earl
Ongoing Ongoing November
Inter-Government Relations/Partnerships: Member of Metro Vancouver Regional Purchasing Co-operative Group, to collectively procure goods and services thereby reducing the cost of government (i.e. gasoline, paper, road paint, etc.). Member of Metro Vancouver Municipal Purchasing Group, working collectively to reduce the cost of government (i.e. pay telephone revenue sharing, natural gas supply fixed price contract). Represent District positions and interests in procurement agreements such as AIT and TILMA.
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4.5 Service Area Goal: Equipment Management To provide cost effective, quality and timely equipment repair and management services to all departments in support of their services to our citizens. Objectives: Provide dependable equipment Maintain competitive charge out rates Minimize breakdowns of equipment Maintain adequate equipment reserve fund Activities: dealing with approx. 22 responses to field breakdowns; (Oct04-Oct05 from Quarterly report) approx. 113 Preventative Maintenance A services will be performed (standard lube/oil/filter/belts); approx. 128 Preventative Maintenance C services will be performed (A service plus brakes/exhaust/transmission, etc.). (Oct04-Oct05 from Quarterly report) Actions Preventative maintenance Arrange, review, administer insurance needs and claims Licensing & insuring Municipal fleet Vehicle availability and utilization of the fleet Statutory inspections performance Update specifications for equipment replacement Explore Service Supply of Vehicle Maintenance with School District and RCMP Ratios of preventative maintenance and overall maintenance work Select tire service supplier Analysis of Equipment Reserve Fund Quarterly meeting with staff to address their concerns and requests Develop monthly service schedule Data entry of all new equipment replacement information and charge out rate information Data entry of all fuel price information Data entry of all garage repair information Invoicing and logging of all fuel usage information Analyse and implement charge out rates for 2006 to 2010 Analyse performance of each piece of equipment Update Long Term Capital equipment replacement schedule Review life cycle of equipment Responsibility Mechanical staff Earl Earl, Darlene Mechanical staff, Superintendents and Managers Driver Operators, Mechanical staff Earl, Wayne, Shop Foreman Earl, Wayne, Russ Russ, Wayne, Mechanical staff Shop Foreman, Paul Russ, Darlene, Trevor Wayne, Mechanical staff Russ, Wayne, Shop Foreman Darlene Darlene Darlene Earl, Darlene Russ, Trevor Wayne & Mechanics Russ, Wayne & Mechanics Russ, Wayne Timeline ongoing ongoing February ongoing ongoing ongoing February ongoing annually July quarterly monthly ongoing monthly ongoing monthly July ongoing July ongoing
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4.6 Service Area Goal: Instrumentation, Electrical and Mechanical Management: To operate and maintain a variety of electrical, mechanical and instrumentation systems that are vital in the operation of our infrastructure. Objectives: Dependable reservoirs, water pump stations and pressure reducing valves; Dependable sewage lift stations; Ensure effective chlorinating stations and chlorine monitoring equipment; Dependable SCADA system; Provide dependable traffic control devices to ensure the safety and control of traffic, pedestrians and vehicles. Activities: Dealing with approx. 394 reports of street lights; (from ARS) 1,825 inspections of 7water reservoirs; (from Quarterly report) 391 cleanings of 25sewerage pump stations; (from Quarterly report) 312 inspections of 7 water pump stations; (from Quarterly report ) 60 inspections of 32 traffic signals; (from Electro mech. Manager) 45 inspections of 2 storm pump stations; Actions Prepare work schedule for all activities of the Instrumentation, Electrical and Mechanical Department Maintain storm and sewage pump stations Maintain water pump stations, water pressure reducing valves and water pump stations and reservoirs Maintain works yard security system & access cards Monitor SCADA system, download data and analyze trends Program new water and sewage pump stations & revise existing pump stations Gas detector calibration Prepare Christmas decorations, banners & flags Responsibility Victor Negoita Victor Negoita, electro instrumentation crew Victor Negoita, electro instrumentation crew Victor Negoita Victor Negoita, electro instrumentation crew Victor Negoita Victor Negoita Victor Negoita, electro mechanical crew Timeline January ongoing ongoing ongoing ongoing ongoing quarterly as required
4.7 Service Area Goal: Water Utility To provide a high quality drinking water to homes and businesses and an adequate supply of water flow for fire protection. Objectives: Provide consistent & high quality supply of potable water Provide high security to our water distribution system Provide constant monitoring of our water supply system to ensure safe drinking water Conservation of our water
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Activities: Investigate and provide referral information for 50 water quality concerns; (ARS) Respond to approx. 204 calls due to Stage 1 Water Conservation Regulations; (ARS) Service 781 fire hydrants; (from Water Superintendent) Dealing with approx. 45 low pressure or low flow water complaints; (ARS work requests) Responding to approx. 18 calls due to watermain breaks; (ARS work requests) Tending to approx. 25 calls due to water service breaks on Municipal side; (ARS work requests) Dealing with approx. 120 calls due to water service breaks or shutdowns on residential side; (ARS work requests) 1255 test samples will be collected annually and sent to be analyzed by GVRD; (from Quarterly report) Collect an additional 10 residential and baseline samples on request for further physical and chemical analysis; Collect 3 samples twice per year for copper, lead, and zinc; Collect 17 samples once per year for baselines mineral and metal analysis; 12,130,000 m3 of water purchased from GVRD; (from Quarterly report) Flushing approx. 104 km of water mains; (from Quarterly report) Read 1,825 water meters quarterly; Measures: # of water quality complaints per 1000 customers served
The Districts Operations Department maintains 367 kilometres of water main and in 2007 distributed 11,993,283 million cubic metres of water. In addition to providing high quality, safe drinking water, ensuring the security of the water distribution system is a priority, along with ensuring an adequate supply of water flow for fire protection.
Number of Water Complaints per 1,000 People Served
14 12 10 8 6 4 2 0 2003 2004 2005 2006
Minim um Maxim um Average Maple Ridge
2007
Maple Ridge compares very favourably with other municipalities in the distribution of high quality drinking water to citizens
Actions Respond to water main & water service breaks within 20 minutes Ongoing review on treatment, supply and quality of source water Collect weekly water samples & testing by GVRD laboratory Tests by GVRD laboratory all water quality complaints GVRD laboratory tests annual results for baseline mineral metal analysis GVRD laboratory tests twice per year for copper, lead and zinc
Responsibility standby personnel Water works crew Ed, Metro Vancouver Ed, Water works crew Ed Ed, Metro Vancouver Ed, Metro Vancouver
Timeline ongoing weekly weekly ongoing September April & October

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Actions Purchase water from GVRD Improve water quality on dead-end watermains Update and train staff to emergency response plan for contamination of water supply system Design water unidirectional flushing sequence Complete annual unidirectional flushing Read water meters and download information to finance for billing Quarterly crew meeting to address their concerns and requests Prepare procedure for Water Hauling Companies Develop 5 year schedule for line valve maintenance, operation and repair Responsibility Ed Sandy Ed , Darlene, staff Ed Water works crew Daryl, Tom V. Ed, Water works crew Ed, Engineering Ed, Sandy Timeline monthly November ongoing February June quarterly Quarterly April February
4.8 Service Area Goal: Sanitary Sewer Utility To maintain an effective and reliable sanitary sewage collection system with minimal environmental impact, and transfer to GVRD. Objectives: A dependable sewage collection system Minimize number of blockages to sanitary sewer mains and services Minimize environmental impact of blockages and overflows Measures: # of blocked sewers per 100km length
Number of Blocked Sewers per 100 km Length
The Districts Operations Department maintains 256 kilometres of gravity sanitary sewer. Maintaining a dependable sewage collection system with minimal blockages is a priority, as well as minimizing the environmental impact of blockages and overflows.
Minimum
50
Maximum
40 30 20 10 0 2003 2004 2005 2006
Average Maple Ridge
2007
Maple Ridge has fewer blocked sewers than other municipalities of its size across Canada
Activities: Responding to approx. 100 blockages to sewer services; (work requests) Dealing with 12 sewer service blockages requiring repairs; (work requests) 100 km of sanitary sewer main will be cleaned; (from Quarterly report) Approx. 11 km of existing system inspected via TV camera; (from Sewer Superintendent)
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Actions Respond to plugged sanitary sewer reports within 20 minutes Respond to sanitary inspection chamber damage requests within 24 hours. Prepare work schedules for sanitary sewer maintenance and capital projects, yearly, monthly, weekly Update sanitary inventory and records and data entry of same Review existing infrastructure for Long Term Capital Projects Flushing and cleaning of sanitary sewer main is performed in the Spring and the Fall Selection of contractor for video inspections of sewer main Video inspections scheduled and completed CCTV inspection for all service blockages Monthly crew meeting to address their concerns and requests Responsibility Tom Todd, Flusher crew, Standby personnel Tom Todd., Flusher crew Ralph, Tom Todd. Tom Todd, Clerical staff Ralph, Tom Todd. Ralph, Tom Todd, Flusher crew Ralph Ralph, Tom Todd Ralph, Tom Todd Ralph, Sewer crew Timeline ongoing ongoing ongoing ongoing ongoing Feb. to May Sept. to Nov. March July to Aug. ongoing monthly
4.9 Service Area Goal: Service Connections: Provide cost effective and quality installation of services such as access culverts, sanitary & storm sewer connections, water service connections & tie-ins, and private crossings on Municipal road allowances for residents or developer by the Municipality. Objectives: Provide cost effective installation of services on Municipal road allowances for residents and/or developers. Provide timely service to applicants. Provide quality control of infrastructure. Minimum inconvenience to the public. Activities: curb letdowns/private x-ings; sanitary sewer connections; storm sewer connections; access culvert installed; 20mm water service connections; permanent water disconnections temporary water disconnections; sewer disconnections; Actions Provide estimated costs for service installations within 10 working days of application Provide service installation work within 15 working days after payment is made Responsibility Wayne, Ralph, Ed, Foremen III Wayne, Ralph, Ed, Foremen III Timeline ongoing ongoing
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Operations
2008
Adopted Account Revenue Internal Equipment Private Services - GR Storm Drainage Traffic Control _Revenue Expenditures Brushing Ditching Gravel Roads - Maint Internal Equipment Litter Bins and Sweeping Materials Management Municipal Roads - Gen Maint Municipal Roads - Patching Operations Management Shouldering Snow and Ice Control Storm Drainage Street Lighting Traffic Control Works Yard Expense Internal Transfers Internal Equipment Operations Management Internal
2009
Proposed $
Proposed Changes %
2010
Proposed
2011
Proposed
2012
Proposed
2013
Proposed
($89,019) ($97,503) ($26,000) ($9,700) ($222,222)
($109,310) ($99,828) ($26,000) ($9,700) ($244,838)
($20,291) ($2,325) $0 $0 ($22,616)
(23%) (2%) 0% 0% 10%
($112,373) ($101,876) ($26,000) ($9,700) ($249,949)
($115,646) ($104,084) ($26,000) ($9,700) ($255,430)
($118,919) ($105,957) ($26,000) ($9,700) ($260,576)
($122,192) ($107,921) ($26,000) ($9,700) ($265,813)
$340,220 $280,185 $51,970 $1,337,565 $243,529 $257,410 $450,233 $436,127 $630,756 $146,386 $147,839 $327,120 $396,512 $273,580 $256,092 $5,575,524
$343,980 $290,358 $53,855 $1,610,094 $252,000 $277,799 $532,354 $448,063 $681,205 $152,271 $153,856 $338,949 $396,841 $279,906 $261,870 $6,073,401
$3,760 $10,172 $1,886 $272,530 $8,471 $20,389 $82,121 $11,936 $50,449 $5,886 $6,017 $11,829 $329 $6,326 $5,778 $497,877
1% 4% 4% 20% 4% 8% 18% 3% 8% 4% 4% 4% 0% 2% 2% 9%
$350,511 $298,325 $55,105 $1,653,570 $258,902 $289,194 $609,241 $458,161 $703,336 $156,618 $157,891 $349,066 $397,667 $285,815 $265,864 $6,289,266
$357,482 $306,868 $56,440 $1,699,470 $266,262 $301,028 $687,076 $469,024 $726,102 $161,266 $162,185 $359,975 $398,567 $292,196 $270,160 $6,514,101
$363,662 $314,282 $57,640 $1,743,224 $272,823 $311,205 $762,873 $478,311 $746,312 $165,350 $166,039 $369,199 $399,298 $297,555 $273,835 $6,721,608
$370,114 $322,039 $58,891 $1,788,006 $279,666 $322,121 $839,203 $488,042 $767,823 $169,617 $170,059 $378,876 $400,065 $303,182 $277,685 $6,935,389
($1,253,389) ($1,500,784) ($140,507) ($159,253) ($1,393,896) ($1,660,037)
($247,395) ($18,745) ($266,141)
(20%) ($1,541,197) ($1,583,824) ($1,624,305) ($1,665,814) (13%) ($165,906) ($172,728) ($178,743) ($185,153) 19% ($1,707,103) ($1,756,552) ($1,803,048) ($1,850,967)
Totals
3,959,406
4,168,526
209,120
5%
4,332,214
4,502,119
4,657,984
4,818,609
Proposed Changes or Remarks: Internal Equipment (Rev/Exp/Internal): These amounts reflect fuel sales to external parties, costs related to the fleet including fuel, maintenance, insurance and a transfer to reserve to replace the equipment. Municipal Roads - Gen Maint : Starting in 2009 and additional $65,000 each year has been committed to begin addressing costs associated with growth. Each year this funding will need to be distributed to address the costs associated with growth.
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Sewer & Water Utilities

Account Sewer Utility _Revenue Capital Debt Expense GVS&DD Internal Sewer Utility Appropriation from Surplus Transfer to Surplus $0 Water Utility _Revenue Capital Debt Expense GVWD Internal Water Utility Appropriation from Surplus Transfer to Surplus $0 $0 ($7,975,605) $1,021,135 $307,771 $1,620,205 $4,651,980 $483,484 $108,970 ($108,970) ($8,742,151) $1,172,715 $175,134 $1,688,216 $5,067,742 $639,904 $1,560 ($1,560) $506,036 $0 $0 $0 ($766,546) $151,580 ($132,637) $68,011 $415,762 $156,420 ($107,410) 10% 15% (43%) 4% 9% 32% (99%) ($9,629,917) $996,264 $161,090 $1,733,913 $5,562,041 $670,573 ($506,036) ($10,612,376) $2,405,510 $193,497 $1,778,825 $5,970,952 $680,792 $417,200 ($417,200) ($11,700,335) $2,514,835 $433,027 $1,827,456 $6,400,000 $691,258 $166,241 ($166,241) $1,766,432 $0 ($12,904,549) $1,295,546 $433,027 $1,876,970 $6,830,952 $701,622 ($1,766,432) $0 $0 $0 ($6,301,880) $495,073 $57,943 $989,600 $4,628,631 $548,586 $417,953 ($417,953) ($6,706,282) $1,008,829 $48,993 $953,931 $4,651,094 $571,355 $527,920 ($527,920) ($404,402) $513,756 ($8,950) ($35,669) $22,463 $22,769 $109,967 6% 104% (15%) (4%) 0% 4% 26% ($7,118,022) $892,669 $0 $986,584 $4,775,094 $588,798 $125,123 ($125,123) ($7,557,670) $1,750,439 $0 $1,015,954 $4,919,042 $599,017 $726,782 ($726,782) $678,154 $0 $846,003 $0 ($8,027,526) $599,937 $0 $1,046,910 $5,093,042 $609,483 ($678,154) ($8,529,981) $892,678 $0 $1,078,411 $5,093,042 $619,847 ($846,003) 2008 Adopted 2009 Proposed Proposed Changes $ % 2010 Proposed 2011 Proposed 2012 Proposed 2013 Proposed -
Proposed Changes or Remarks: Revenue: There is a 9% and 5% increase in water and sewer user fees respectively. Balance of the variance is estimated growth. Capital: This amount fluctuates depending on planned capital projects. Debt: Represents existing and additional debt payments associated with local and regional capital expenditures. Expenses: Starting in 2008, there are increases of $10,000 and $15,000 a year (in Sewer and Water utilities respectively) to help address growth-associated costs. GVWD: Requires updating for costs of water and consumption predictions.
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Capital Budget Criteria for Capital Projects from and Operations Perspective The District of Maple Ridge places priorities on Capital Works Projects taking into account many variables. The following priorities are very important to the Engineering Operations Section from an infrastructure maintenance perspective. Priority 1 Equipment 6.0
New equipment to accomplish funded emergency and maintenance tasks: Consider Worker and Public Safety Consider alternate methods such as work by contract Consider cost savings this equipment might garner Consider optimum utilisation for the short and long term Consider effort for emergency maintenance that can be accomplished when needed Priority 2 Failing infrastructure
Commonly called Worst First Approach. Replacement of infrastructure that has failed in the past. Consider worker and public safety Consider liability risk of not repairing a known problem Consider cost of ongoing maintenance vs. repair/replace (Cost benefit analysis) Consider effort for emergency maintenance that can be accomplished when needed. Priority 3 Replacement of redundant or undersized infrastructure
Some infrastructure fails from time to time at critical or peak times. Consider worker and public safety Consider code or legislation changes. Consider field observations Consider effort for emergency maintenance that can be accomplished when needed Priority 4 Program work
Required work that can be accomplished over multiple years. Consider effort level on an annual basis that appropriate supervision and skilled staff and resources are able to accomplish Consider when asset is expected to fail and outcome of failure (risk assessment) Consider total asset volume divided by total life cycle and schedule accordingly Priority 5 Anticipated work
Generally larger projects that require further study, discussion or technical evaluation Often proposed as a suggestion to improve our infrastructure but have broader considerations Consider which municipal or external group/groups are best able to analyse the project 7.0 Information Technology
Process review of Fleet and Fuel System underway
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8.0 Incremental/Reduction Packages Budget Increment for Consideration Total Cost none none none Increase Committee budget from $2,500 per year to $10,000 per year to support various programs $10,000 per year Cross Connection Control Program $100,000 per year Water Technologist $100,000 per year none Water Utility Subtotal $200,000 Sewer Utility $0 General Revenue $10,000 Dyking Districts $0 $210,000 Service Area Roads Drainage Sewer Bicycle Advisory Committee Water Purchasing Increment Package Increment Package Increment Package Increment Package Total Increment Pkgs.
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Public Works & Development Services Operations Cross Connection Control Program (Drinking Water Protection) 2 of 4 Date: November 2008 Submitted By: Russ Carmichael
Activities/Purpose: The need for a formal Cross Connection Control Program (CCCP) is identified in the Province of British Columbias Drinking Water Protection Regulation section 22(3) an assessment response plan must include provisions to identify, eliminate and prevent cross connections with non-potable water sources. In November 2005 a risk assessment by the Municipal Insurance Association of the District of Maple Ridge water distribution system recommended the implementation of a Cross Connection Control Program. Fraser Healths 2008 Water Distribution System Inspection for the District of Maple Ridge acknowledged the early stages of our program and noted an expectation to complete the program within the next few years. Functions Performed/Degree of Service: The District of Maple Ridge is mandated to protect the residents of DMR against the possible contamination of their drinking water. This increment package includes a position titled Cross Connection Control Officer and a vehicle with a total annual expenditure of $100,000. The funding source should be the water utility. That consideration is given to amendment of By-law Maple Ridge Water Service Bylaw No. 6002 2001 The groundwork for a Cross Connection Control Program in the District of Maple Ridge has been completed with draft document development, a Program Manual and an audit of the Operations Center complete. The next steps will bring compliance with Provincial Regulation. Development and implementation of a comprehensive CCCP within a five to seven year time frame. The Cross Connection Control Officer is presently planned as a TQ Plumbing Inspector and would be fully occupied by the program for the first five to seven years until the program is fully developed and all businesses have been inspected. Following this first stage the CCC Officer would be occupied 50% by the program and 50% as a regular Plumbing Inspector. Engineering Operations will continue to investigate and eliminate cross connection exposures as opportunities develop. The addition of a dedicated staff member is required to ensure the ongoing progression of the program. A draft policy, procedure, and By-law amendment have been developed for review. Alternatives Considered/Reasons for Not Recommending: Adopt a stand alone By-law dedicated to CCCP, already in draft form. Defer the development and implementation of a CCCP, this could risk the issuance of our Permit to Operate for the water distribution system by Fraser Health Performance Measure: A Safe and Livable Community Recommended Source of Funding: General Development Water Utility Sewer Utility Revenue Cost Charge $100,000 Incremental Package Report
Total Cost $100,000
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2009 Proposed Budget Division: Department: Decision Unit: Package: Public Works & Development Services Operations Staffing Increase Water Technologist (Drinking Water Protection) 3 of 4 Date: November 2008 Submitted By: Russ Carmichael
Activities/Purpose: The BC Drinking Water Regulations have introduced more stringent requirements on municipalities to ensure that water quality meets the required standards. A greater level of technical expertise and qualifications is now required of all municipalities. The fundamental role is to provide technical support to operate and maintain existing water system. As part of a team of professionals this individual would have primary focus on reviewing analysing a supporting Water Operations as listed below: Functions Performed/Degree of Service: Typical Duties Maintenance management Analyzed water model information for pressure and flow anomalies Ensure compliance for annual water permit Review all drawings of new infrastructure Predictive replacement modeling Cathodic deterioration Consumption analysis and revenue billing Revenue optimization Water quality results analysis Provide map layering information Utility Financial Review Alternatives Considered/Reasons for Not Recommending: Continue to utilise Consulting Services or do not proceed with Technical review of Water Quality results and programs Performance Measure: A Safe and Livable Community Recommended Source of Funding: General Development Water Utility Revenue Cost Charge $100,000 Sewer Utility Total Cost $100,000
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Incremental Package Report 2009 Proposed Budget Division: Department: Decision Unit: Package: Public Works & Development Services Operations Bicycle Advisory Committee 4 of 4 Date: November 2008 Submitted By: Russ Carmichael
Activities/Purpose: Increase Bicycle Advisory Budget to a level similar to other Committees to support programs such as the following; The Vancouver Area Cycling Coalition offers a package of programs in partnership with Municipalities to leverage their existing funding. These programs are; Bike to Work Week events Commuter Cycling Skills Program Cycling Training for the School Community Program Regional Bike Route Discovery Program Functions Performed/Degree of Service: The Vancouver Area Cycling Coalition (VACC) is a non-profit society working to make cycling an integral part of the transportation culture of the Lower Mainland. The VACC is a voting member of the Maple Ridge and Pitt Meadows Bicycle Advisory Committee. Bike to Work Week; Sponsors 2 commuter Station events per year Commuter Cycling Skills Program; Sponsors 1 community work shop on cycling skills Cycling Training for the School Community Program; Cycling Skills for the School community for Teachers Regional Bike Route Discovery Program; Promotes a Regional Route in Maple Ridge Alternatives Considered/Reasons for Not Recommending: 1. Do not increase service levels in this area 2. Solicit Funds from others such as external sponsors, ICBC, Safer Cities, School District 3. Reallocate funding from existing Parks, Communication and Safer cities Budgets. Performance Measure: A Safe and Livable Community Recommended Source of Funding: General Revenue 10,000 Development Cost Charge Water Utility Sewer Utility Total Cost $10,000
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Intentional Blank
Blank Page
475
District of Maple Ridge Public Works & Development Services - Ridge Meadows Recycling Society Business Plan 2009 2013
Business Plan 2009 2013 Public Works & Development Services Ridge Meadows Recycling Society
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476
1.0 Executive Summary Ridge Meadows Recycling Society (RMRS), a community-based, charitable non-profit organization, in partnership with the District of Maple Ridge provides bluebox recycling collection, operates the Maple Ridge Recycling Depot and Intermediate Processing Facility, and offers education on environmental issues to all residents of Maple Ridge. As a local employer (64 employees full and part time), the Society provides entry-level employment and training opportunities, as well as supported work and training for adults with developmental disabilities. RMRS is an award-winning environmental organization that promotes the 3Rs, provides excellent customer service, seeks out partnerships to enhance recycling services and maximise returns on commodities. The purpose of our business plan is to provide a framework of how what we do aligns with the overall corporate strategic plan of Council. We will provide indicators of what we do and show how we can improve these indicators through our action plans for the year 2009 and beyond. This plan was developed by the Society with our volunteer Board of Directors and Executive Director and Senior Staff members. This combination of staff and volunteers provide a broad spectrum of knowledgeable input from the community on environmental and social services issues. RMRS works together with Andrew Wood, Municipal Engineer and Frank Quinn, General Manager of Public Works & Development Services to ensure our partnership meets the present and future recycling needs of Maple Ridge. The main projects for RMRS for the year 2009 are as follows: Monitor progress of private Yard Waste Collection programs and recommend options. Conduct Waste composition study to follow up on 2007 organics study Continue working toward Zero Waste. Implement community wide change to bluebox collection days and plan for future expansion within the Albion urban area and Silver Valley, as development occurs. Continue to develop sound working relations with Metro Vancouver staff and plan for the future Continue to expand partnerships with other social service agencies to provide a site for work experience for adults with developmental disabilities Continue working on maximizing composting in Maple Ridge. Explore options to expand depot space. RMRS will continue to be a leader together with the District of Maple Ridge in providing efficient and effective waste reduction and recycling programs while continuing to offer employment programs that fulfil the Councils vision of a liveable community for our present and future citizens! 2.0 Corporate Overview Strategic Alignment Environment RMRS is a community-based, non-profit organization that advocates Zero Waste, operated responsible waste reduction services, and provides environmental education. We employ people with developmental disabilities to work on its site thereby assisting their integration into the community. RMRS works toward preservation and enhancement of the natural assets of Maple Ridge by providing bluebox curbside collection, recycling depot services, education and outreach on all recycling related issues to encourage waste reduction. We present incremental packages for consideration by the District to ensure Maple Ridge fulfils Metro Vancouvers Solid Waste Management Plan initiatives, as well as recommending new waste reduction projects for the District to consider. We participate in Metro Vancouvers Recycling Co-ordinators monthly meetings to ensure Maple Ridges views are represented. The Societys program of intensive Source Separation teaches residents the value of recyclable commodities and encourages individual responsibility for their waste.
Business Plan 2009 2013 Public Works & Development Services Ridge Meadows Recycling Society Page 2 of 10
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Transportation Maple Ridge Recycling Depot is located in Albion adjacent to the Garbage Transfer Station. This ensures one-stop for all garbage, recycling and compost-related needs. This effectively uses land and roads in one consolidated service. Smart Managed Growth RMRS will propose land use management options that ensure that growth is well managed and infrastructure is maintained and protected. RMRS participates in municipal planning for land acquisition, building construction and equipment purchasing, maintenance, and replacement. Safe and Livable Community Through our commitment to people of all abilities, the Society demonstrates new and innovative ways to ensure access and opportunities for both employment and volunteer services to all citizens of Maple Ridge. RMRS is one of the largest employers of adults with developmental disabilities in BC striving to enhance the quality of life and independence of all members of our community. The Society is involved with emergency planning flood, fire, and earthquake with both the District and the Fire Department as well as Metro Vancouver. Financial Management RMRS works co-operatively with the Finance Department to conduct a yearly review ensuring all residents who receive service are being taxed appropriately. Collection routes can be expanded to increase the revenue base. Pursuit of user pay contracts with commercial enterprises helps offset operational costs to the District. Partnership agreement incorporates profit sharing with the District. Annual participation in formal Business Planning to structure all decision-making including: staffing needs, equipment needs, and processes to ensure effective and efficient use of all resources. We conduct annual comparison of service costs as related to other municipalities. Performance measures include; annual audited financial statements, tonnage reports, commodity price reports, quarterly, un-audited financial reports, and Customer Complaint Reports. Community Relations Representation through volunteer Board of Directors and membership encourages citizen participation and communication in decision-making. Through education and outreach we promote sustainable alternatives and share resources, knowledge and experience with other community groups and organisations, participating in community initiatives by acting as liaison with other environmental and social service agencies. Customer Service training is an ongoing part of education to all staff with results monitored through public surveys, feedback cards, and tracking complaints. Volunteers are an integral part of the management and direction of the Society with recognition of volunteers focused mainly at the time of the Annual General Meeting. Community members who are committed recyclers are recognized annually in October. Inter-Government Relations/Networks RMRS is a non-profit society in partnership with the District of Maple Ridge. Terms of the partnership agreement include a profit/loss sharing formula that benefits all residents. RMRS represents the District at the Metro Vancouver Waste Reduction Co-ordinators meetings and sustains good working relationships with other municipalities within the Region. The Society has partnerships with the following groups demonstrating a participative and cooperative style: District of Maple Ridge, ABC Recycling, Canadian Fibre, Bluewater Paper, Maple Ridge Carpet One, Westminster Savings Community Credit Union, Maple Ridge Pitt Meadows Times, and the Ceed Centre.
Business Plan 2009 2013 Public Works & Development Services Ridge Meadows Recycling Society Page 3 of 10
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We have co-operative work arrangements with: Ridge Meadows Association for Community Living, Simon Fraser Society, School District 42, Community Ventures, and Community Integrated Social Services. All the partnerships listed above contribute to a more sustainable community. Economic Development RMRS provides employment opportunities to people with a variety of skills and in the future new employment will be created as collection routes are expanded and new waste reduction services are developed. As a unique intermediate processing facility many business and trade partnerships have been developed. The Society has been in business in Maple Ridge for the past 37 years and has been a member of the Chamber of Commerce for 25 years. We are proactive in securing new business to utilize the recycling depot to its fullest capacity. 3.0 Departmental Overview Services Provided RMRS in partnership with the District of Maple Ridge provides recycling services and education on environmental issues to all residents of Maple Ridge and Pitt Meadows. As a local employer, the Society provides entry-level employment and training opportunities, as well as supported work and training for adults with developmental disabilities. Liaise with Frank Quinn, General Manager of Public Works & Development Services and Andrew Wood, Municipal Engineer. Work co-operatively with Russ Carmichael, Director of Engineering Operations and his staff in regards to equipment maintenance and fleet management. Customers All Citizens of Maple Ridge, Municipal Council, Senior Staff and all municipal departments; individual businesses of Maple Ridge, large local Private Waste haulers, Community Living BC (formerly: Ministry for Children and Families), Ministry of: Environment, Education, and Labour. Resources 1 Recycling Depot 10 Trucks 64 staff includes FT, PT and casual 4 Forklifts 2 skid steer loader 1 paper baler 1 metals baler 4 electric bin tippers 13 easy dump bins 1 can sorting line 1 fine paper sorting line 1 multi line phone system 1 office trailer 1 semi trailer 3 plastics balers 60 mesh bins Misc. equipment Miscellaneous tools 1 photocopiers 7 computers 3 roll-off bins
Values RMRS is a community-based, non-profit organization that advocates Zero Waste, operates responsible waste reduction services, and provides environmental education. We employ people with developmental disabilities to work on-site thereby assisting their integration into the community
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Organization Chart
Maple Ridge Mayor & Council
Chief Administrative Officer
RMRS Board of Directors
General Manager: Public Works & Development Services
RMRS Executive Director
Director of Engineering Operations
Logistics Manager
Operations Manager
Communication Manager
Truck Driver
Process Mentor
Process Support Workers
Supervisor
Administration
Swampers
Process Workers
Sorters
Education & Outreach
Litter Pickup
Total Expenditure Budget for All Programs = $2,516,639 Total Expenditure Budget for District programs $2,031,478 Full-Time Equivalent Staff = 64 full and part time employees
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Successes/Accomplishments in 2008 Workplan 2008 Deliverables Proposed in Business Plan Develop implementation plan for Curbside Green Waste Collection Program. Aggressively target the 21% of the waste stream that is Green wastegoal 15% reduction by 2010. Review Bylaws related to solid waste material bans. Be part of all new Product Stewardship initiativeswhite goods, mercury, and packaging. Promote Depot operations: advertising and education on all recyclable items accepted. Plan and implement expansion of recycling routes. Advocate for increased diversion with Metro Vancouver Waste Management staff and plan for the future. Work toward Zero Waste. Continue to expand partnerships with other social service agencies to provide a site for work experience for adults with developmental disabilities. Status as of September 30, 2008 Monitor Private sector response to green waste ban at the transfer station. April 2008 - subsidized backyard composters sold 500 units. Researching other municipal bylaws. Letter to Minister of Environment, Metro Vancouver, Mayor and Council urging immediate action on EPR programs. Earthday events, Homeshow, conducted 225 workshops and presentation - contact with 4,010 students and over 800 adults. Working with IT department to redraw residential bluebox collection zones. New apartment truck in service May 2008. Quarterly Recycling Coordinators meetings Comment on new Solid Waste management plan Sponsor desk side blue boxes at the District Expand business collection services in Maple Ridge/Pitt Meadows area. Pilot program with Fraser Valley Metal Health.
2007 Accomplishments Implemented the Electronic Waste drop-off program for Computers and TVs. Completed a Waste Composition study, targeting Organics and Yard waste Conducted 225 community workshops and Presentations-direct contact with 4,010 students and over 800 adults. Implemented new Collection truck for Apartment pickup. Responded to the need to upgraded security at the Depot due to increase commodity values. In partnership with Community Living BC provided real work opportunities to 30 adults with developmental disabilities. Returned $39,071 to the District based on the profit sharing partnership agreement. Projects in Progress Monitor and make recommendation related to the progress of Yard waste collection. Be involved with all new Product Stewardship initiatives E-waste, tires, packaging, mercury. Continue expansion of recycling routes with infill development. Re-design the daily bluebox pickup schedule to better reflect the density of population. Advocate for increased diversion with Metro Vancouvers Solid Waste Management staff and plan for the future technological and operational changes. Work Toward Zero Waste Continue to expand partnerships with other social service agencies to provide a site for work experience for adults with developmental disabilities.
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4.0 Performance Measures/Indicators 4.1 Service Area Goal: Blue Box Curbside Collection Service To continue to reduce solid waste and improve participation rates and customer satisfaction with range of commodities by providing weekly curbside collection to all residents in the urban area of Maple Ridge. Objectives: Improve participation in the full range of recycling commodities collected at the curb Fully informed residents who understand recycling source separation methods Measures: Increase annual tonnage recycled per household and report number of customer complaints.
Recycling per Household
440 420 400 380 360 340 320 2001
(Kilograms)
The Districts partnership with Ridge Meadows Recycling Society provides citizens with a recycling depot and within the urban area, curbside collection. The number of educational events has risen from 84 in 2001 to 225 in 2007. A significant rise in recycled materials per household over this same period demonstrates an awareness and willingness among citizens and business owners.
2006 2007
2002
2003
2004
2005
Action, Responsibility and Timeline: Respond daily to all customer complaints file report Monthly review of complaints to ensure effective response Annual report of complaints to Frank Quinn Daily tonnage counts Monthly tonnage reports Quarterly and annual reports to Frank Quinn
Lorne and Reg Kim, Reg, Lorne Kim Truck drivers Heather Kim
Daily Monthly Annually Daily Monthly Quarterly
4.2 Service Area Goal: Maple Ridge Recycling Depot and Processing Service To continue to reduce solid waste by providing a drop off depot for all residents in the District and process commodities to secure the highest market value possible. Objectives: Satisfied residents Fully informed residents who understand recycling source separation methods Full participation of all residents in the recycling program Public access areas that are accessible and safe Measures: Increase annual tonnage and range of commodities accepted at the depot. Action, Responsibility and Timeline: Respond daily to all customer complaints file report Monthly review of complaints to ensure effective response Annual report of complaints to Frank Quinn Monthly tonnage reports Quarterly and annual reports to Frank Quinn Continue to develop site expansion and redesign Reg and Lorne Kim Kim Heather Kim Frank Quinn, Kim Daily Monthly Annually Monthly Quarterly Ongoing
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4.3 Service Area Goal: Education and Outreach Service To provide education and to increase public awareness of recycling and other related environmental issues. Objectives: Promote community participation in waste reduction activities Well educated residents making the best environmental choices To change behaviour from consumer to conserver Promote initiatives that move Society Towards Zero Waste. Participate in community events To increase membership in the Society Measures: Increase Society membership and the number of community and school events and presentations. Action, Responsibility and Timeline: Conduct workshops Composting, Natural Lawn Care Community educational displays 2% increase in community workshops/presentations Participate in 7 community events Dan Dan Dan Dan Mar to Oct Monthly ongoing as they occur
4.4 Service Area Goal: Commercial Recycling Services (fee for service) To provide recycling collection, processing and education to the business community of Maple Ridge and Pitt Meadows. To increase commercial use of the recycling depot. Objectives: Satisfied customers Fully informed customers who understand recycling source separation methods Full participation of as many businesses as possible in the recycling program Community involvement To offer competitive rates for the purchase of commodities (Cardboard) Measures: Expand numbers of business involved in recycling collection program. Action, Responsibility and Timeline: Respond daily to all customer complaints file report Monthly review of complaints to ensure effective response Annual report of complaints to Frank Quinn Monthly tonnage reports Quarterly and annual reports to Frank Quinn Solicit new business opportunities Maintain and nurture existing relationships Lorne Lorne Kim Heather Kim Lorne Lorne Daily Monthly Annually Monthly Quarterly ongoing ongoing
4.5 Service Area Goal: Human Service Programs To provide employment and training opportunities to people with developmental disabilities in partnership with the Community Living BC (Formerly: Ministry of Children and Family Development) and other Ministries.
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Objectives: Acceptance of a varied work force by the public To provide a safe supported work environment To create a worksite that foster a successful work environment for every person to achieve their highest potential To show by example that every individual has intrinsic value. Measures: Report of participation based on number of people and hours worked.
Annual Hours of Work for People with Developmental Disabilities 25,000 20,000 15,000 10,000 5,000 0 2001 2002 2003 2004 2005 2006 2007
Through the Districts partnership with Ridge Meadows Recycling Society and the Ministry of Children and Family Development, people with developmental disabilities are provided with employment and training opportunities. In 2007, 31 people with developmental disabilities worked for RMRS, up from 27 in 2001.
Action, Responsibility and Timeline: Supported staff progress reports to MCF Monitor interactions with staff and customers Secure working relationship with RMACL 5.0 Operating Budget
Reg Jim, Bernie, John Reg
monthly ongoing ongoing
Recycling
2008 Adopted Line Type
_Revenue _Revenue _Revenue _Revenue Expense Contract Insurance Lease Vehicle Charges
2009 Proposed ($100,000) ($737,479) ($708,308) ($1,545,787) $958,778 $1,926 $11,000 $404,479 $1,376,183 $90,000 $50,000 $140,000
Account
Fees Parcel Charges - Blue Box Recycling Depot Charge
($100,000) ($705,499) ($654,263) ($1,459,762) $927,370 $1,619 $12,000 $375,212 $1,316,201 $90,000 $50,000 $140,000
Proposed Changes $ % $0 0% ($31,980) (5%) ($54,045) (8%) ($86,025) 6% $31,408 $308 ($1,000) $29,266 $59,982 $0 $0 $0 3% 19% (8%) 8% 5% 0% 0% 0%
2010 Proposed ($100,000) ($777,627) ($747,760) ($1,625,387) $991,285 $1,926 $11,000 $456,479 $1,460,690 $90,000 $50,000 $140,000
2011 Proposed ($100,000) ($815,726) ($785,298) ($1,701,024) $1,024,930 $1,926 $11,000 $470,177 $1,508,033 $90,000 $50,000 $140,000
2012 Proposed ($100,000) ($856,088) ($825,192) ($1,781,280) $1,054,754 $1,926 $11,000 $526,577 $1,594,257 $90,000 $50,000 $140,000
2013 Proposed ($100,000) ($898,134) ($866,770) ($1,864,904) $1,085,463 $1,926 $11,000 $542,372 $1,640,761 $90,000 $50,000 $140,000
Internal Internal Internal
Contribution to own Reserves Transfers to Reserve Funds
Totals Transfer to Recycling Reserve Requires General Revenue Funding
($3,561) $3,561 $0 $0
($29,604) $29,604 $0 $0
($26,043)
731%
($24,697) $24,697 $0 $0
($52,991) $52,991 $0 $0
($47,023) $47,023 $0 $0
($84,143) $84,143 $0 $0
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Proposed Changes or Remarks: Fees: The garbage tipping fees have been increased to better reflect the revenues received. Recycling Revenue: The increase is a combination of rate increases and growth in the number of homes that pay for recycling. The increase is assumed to be 4.5% in 2009, 3.5% in 2010, and 3% thereafter and assumes growth at 2%. Contract: The contract costs increase is about 3.5% in 2009 through 2011 then back to 3% for future years. Vehicle Charges: The contingency for increase in equipment rates to cover fuel, insurance, maintenance and replacement costs. This cost is estimated to increase 7.8 due to fuel cost increases and is assumed to be increasing at 3% a year thereafter. The balance of the increase is due to an additional truck in 2010 and 2012. Contribution to own Reserves: The Recycling Resave receives this transfer, see below for details on the Recycling Reserve. Transfer to Reserve Funds: Half of the tipping fee is transferred to the Capital Works Reserve. Transfer to Recycling Reserve: This figure increases over time but is contingent on all costs above being contained. This reserve is used to fund the new collection and processing equipment as well as blue boxes and any variance in the above projections. Note: A portion of Ridge Meadows Recycling Society (RMRS) operating surpluses is transferred to municipal reserve funds. A large portion of the RMRS revenue is from the resale of recyclables. There is a significant exposure to the commodity market and the associated price fluctuations. There has been a significant decrease in the price of commodities, the District has some reserves to provide time to explore options, or weather temporary price decreases.
6.0
Capital Budget Purchase land for new recycling depot Recycling Apartment Totes Build a building for the new recycling operation Purchase bluebox and bags for residential program Hydraulic Recycling Collection Truck Information Technology None Incremental/Reduction Packages None
$5,000,000. $40,000 $1,000,000 $65,000 $250,000
yr: 2009 yr. 2009 yr. 2010 yr. 2011 yr. 2013
7.0 8.0
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District of Maple Ridge Capital Works Program Business Plan 2009 2013
The District has the primary responsibility for providing a wide range of public infrastructure, facilities and services. The quality of life of our citizens and the health and welfare of our community is intrinsically tied to the Districts capacity and ability to deliver essential services. The Capital Works Program (CWP) is the long term corporate guide toward the provision of infrastructure, public facilities, equipment and business systems to provide services. Capital planning over a longer time horizon (15-20 years) promotes better use of the Districts financial resources and assists in the coordination of public works and private development. Long-term capital planning enables the District to optimize the use of resources for the benefit of both the present and future citizens. The Capital Works Program is a plan for acquisition, expansion, rehabilitation and replacement of the Districts capital assets. The Capital Works Program is directed by the Districts policies in a way that supports the goals and objectives of the Corporate Strategic Plan. A critical element of a balanced capital program is the provision of funds to preserve and enhance existing facilities and provide new assets to respond to changing service needs of the community based on various business lines, demographic indicators, and growth. The program is reviewed at least annually by the Capital Planning Committee to re-evaluate the existing program and address new projects or changes that the departments and special committees deem either critical or important. This is done to ensure the relevancy of the projects being promoted for the coming five-year timeline. The Capital Works Program changes are approved through Councils adoption of the Financial Plan Bylaw following business planning. The program identifies capital projects on a priority basis that then drives the financing and timing of improvements to optimize the return on investment and to ensure that allocation of financial resources are done in a responsive and effective manner while moving toward improved sustainability. Sustainability is a term associated with progressive, stable communities. From the infrastructure management and service delivery perspectives, sustainability has been described as "Providing services that meet the needs of the present without compromising the ability of the future generations to meet their own needs." A key prerequisite of sustainable communities is that they possess sound physical infrastructure. The capital program is an important element of the communitys economic development program. Sustainability is achieved through comprehensive planning to develop strategies for the renewal and replacement of infrastructure and facilities based on implementation of a well conceived long-range infrastructure investment strategy that both strategically and tactically manages the Districts assets and resources for the timely expansion, maintenance, and replacement of infrastructure and facilities.
Capital Works Program
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2.0 Corporate Overview The District faces a significant financial challenge in addressing a growing deficit in infrastructure investment. This challenge is to develop and adjust the long-term financial strategy to ensure that the Districts infrastructure and facilities perform to meet the communitys needs both now and in the future. Infrastructure investment decisions are directed by the series of guiding principles that support the corporate strategic vision articulated in the Corporate Strategic Plan and build upon the thirteen policies developed in the Financial Sustainability Plan. The Financial Sustainability Plan identifies policies relating to growing the tax base, addressing taxation, identifying system efficiencies, exploring demand management and service level adjustments, and addressing financial issues of debt management, the level of fees and charges and health of the Districts reserve funds. Various organizations including the International City Managers Association (ICMA), the National Advisory Council for State and Local Budgeting (NACSLB), and the Government Accounting Standards Board (GASB), have promulgated financial best practices to achieve a level of financial sustainability. An article from the Government Finance Officers Association entitled The Road to Fiscal Sustainability advances the following five key principles of effective financial planning; Multi-Year Perspective A multi-year perspective can help organizations avoid dangerous financial practices such as balancing the budget by repeatedly using one-time sources of revenue, deferring current costs to the future, and ignoring the long-range lifecycle costs of a liability. The District employs this principle in capital programming and is committed to continued improvement in all aspects of program administration. Lifecycle Costs and Reserves There is a growing recognition and acceptance in government of lifecycle impacts of aging assets, infrastructure, facilities, and systems. The financial support system to the Capital Works Program needs to include, in addition to current operating maintenance expenditures, adequate funding to support repairs and replacement of deteriorating infrastructure in order to avoid significant unfunded liability. Capital expenditures are separate from but closely coordinated to the operating budget. The District recognizes the importance of this principle as evidenced in last years endorsement of the thirteen policies of the Financial Sustainability Plan. Revenue and Expense Analysis It is important to analyze revenues and expenses together and that consideration be given to the implications for other financial indicators before making budgetary decisions. Revenue and expense analysis is considered a critical best practice by financial experts. Again the District recognizes the need to develop more rigorous practices in this regard, as evidenced in the endorsement of the thirteen policies of the Financial Sustainability Plan. Forecasting Assumptions and Methodologies Documenting the assumptions behind revenue and expense forecasts and the methodologies used to make forecasts is essential for full disclosure, discussion, testing and critical review. Careful testing and documentation is an invaluable tool for recording and training purposes. Creating accurate, reliable, understandable, and consistent financial and other reference materials is a major organizational benefit. The District is evolving its policies, practices and procedures to more comprehensively address provincially mandated asset management and financial reporting requirements.
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Commitment, Diligence, and Perseverance Applying the principles will lead to positive results only if there is a strong organizational commitment to improved financial management and the perseverance and diligence through leadership to achieve a greater level of fiscal sustainability. The Corporate Management Team is at the forefront of directing the development of various policies, practices, and procedures to advance the goal of infrastructure sustainability well into the future in a fiscally responsible way. The District must maintain its focus on strategic capital programming, achieving greater infrastructure and systems efficiencies, reducing risk, and investing prudently in capital works based on a financially viable, equitable and sustainability capital program for the community. Strategic Alignment The capital program is in alignment with the Corporate Strategic Plan and vision of the community. Environment The reduction of carbon emissions is a factor when making capital investment. Special consideration is given to reducing energy consumption in new buildings, retrofitting existing buildings and improving fleet fuel efficiency. The desire is to design a transportation system that is efficient, thereby reducing congestion and associated greenhouse gases. Transportation Investment in the expansion and improvement to our transportation network, including multimode transportation, accessibility and safety improvements, make up a large portion of the Capital Works Program. Smart Managed Growth The Capital Works Program is based on master infrastructure and parks plans commissioned by department staff. The departments prepare capital project requests using the most current information available. The Smart Growth on the Ground Concept Plan provides important guidelines and information that will direct future land use and infrastructure decisions in the downtown area. The Official Community Plan directs land use and growth decisions and provides a guide for a wide range of important community considerations and issues. Key in the considerations of growth is the Districts on-going commitment to environmental protection, recognizing the many challenges that this commitment imposes. The OCP is a key policy document for this focus area. An effective Capital Works Program is reliant on information about our assets. Asset management practices and innovative infrastructure and technology that reduce the lifecycle cost of the asset continue to evolve. Safe and Livable Community The health and welfare of the community is a key goal of the District. Business plans are prepared with this in mind. The Capital Works Program provides for works and services associated with emergency preparedness and provision of protective services, facilities and equipment (fire protection and policing) to address protection of life and property in the community. The change to permanent staff positions in the fire department and the related building renovations demonstrates the Districts commitment and resolve to quality emergency services. The Safer Cities Program is a safety related initiative in the traffic business area that looks to help staff make meaningful and positive infrastructure and facilities choices and decisions that advance public safety and reduce risk in the community. This program places staff
488
squarely in a leadership and stakeholder role with the School District, Parent Advisory Committees, ICBC, Ministry of Highways, TransLink, and others in making the District a safer place to live, work and play. Financial Management Funding of the immediate needs of the Capital Works Program while not losing sight of the long-term financial implications is a major considerations. The Financial Sustainability Plan indicates the desire to fund infrastructure replacement and some progress has been made. The District must continue to strive to get the best value from its assets, as the investment is significant. Governance Public trust is upheld through public participation, access to information, transparency and delivering a program that provides value. Community Relations Community satisfaction levels and participation are important considerations that business area experts consider when prioritizing the capital requests. Inter-Government Relations/Networks Senior government and regional district investment in infrastructure or grant funding are significant. Relationships between these levels and meeting commitments are a key success factor. Economic Development In order to leverage the publics on-going and significant investment in the Town Centre, the Capital Works Program identifies projects intended to maintain an on-going and important commitment in the downtown. In this way, private sector and other agencies are encouraged and challenged to take an increasing interest in developing the downtown into the vibrant commercial and residential hub articulated in the Official Community Plan and the Smart Growth on the Ground Concept Plan. The District, through its Economic Development staff, is exploring what opportunities exist, including the merits of partnering with others, to advance economic development in the community, with special focus on the Town Centre. Through the Information Services staff and corporate support, economic development has been supported through the introduction of a free wireless network in the downtown and the start of strategic investment in the building of a fibre optics network. Interdependencies All departments 3.0 Capital Planning Committee & Capital Works Program Overview Services Provided Capital Planning Committee Compiles and prepares the Capital Works Program. Coordinates project information for the Long-Term Capital Works Program (15-20 years) with priority given to the upcoming five-year timeframe (2009 2013). Is responsible for deployment of information relating to the Capital Works Program on the Districts website. Provides staff support with respect to capital information inquiries and/or requests. Maintains the integrity of the data in the corporate business system for long-term capital programming and creating an archive of completed and planned projects. Has the responsibility of administrating the Capital Works Program and associated business systems.
489
Services Provided Capital Works Program The capital program includes investment in a wide range of areas including: drainage, roads, facilities, technology, equipment, water, sewer, parks and park improvements. Customers Citizens of Maple Ridge Municipal Council Development, Business and Real Estate Communities Senior Governments Corporate Management Team Municipal Departments School District Community groups Resources Capital Planning Committee (program administration, project proposals & prioritization). Corporate Management Team (policy, guidelines, direction and approval). Directors and Managers of Departments (capital project contributors). Finance Department (compilation and coordination of project and funding information). Departments and Committees (business planning updates and capital works projects). Organization Chart The Capital Planning Committee is comprised of: Trevor Thompson, Manager of Financial Planning (Chair) CK Lee, Accountant III (Co-chair) Andrew Wood, Municipal Engineer Dane Spence, Fire Chief/Director of Community Fire Safety Services David Boag, Director of Parks & Facilities John Bastaja, Chief Information Officer Russ Carmichael, Director of Engineering Operations Wilson Liu, Geomatics Supervisor Successes/Accomplishments in 2008 Workplan 2008 Deliverable Seek approval of $21.8M of borrowing to advance capital projects. - Drainage improvements on River Rd. - Cemetery expansion - School site acquisition - Animal shelter construction - Firehall#4 construction Status as of September 30, 2008 Borrowing was approved, Loan Authorization Bylaws in place 2008 Deliverable Completion of 2008 planned projects, budgeted at $104 million. Status as of September 30, 2008 Capital projects often represent very large financial obligations that may span two or more fiscal years. Because of the unique nature of capital projects there may be very different reasons why the projects are not completed in the year that they were planned. Of the $104 million budgeted in 2008, projects representing 55% have begun. Of the balance of projects that have not begun, the majority of the delays can be attributed to the reliance on external funding (agreements & funding) which often takes time to secure and sometimes does not come to fruition.
490
Delivering $104M Capital Works Program 2008 Projects in Progress Complete or nearly complete In design or tendering In progress Projects not yet started Agreements to finalize Funding delays Reliant on other capital work Strategic/technical delays Land acquisition delays Other $ 12.1M $ 12.5M $ 32.9M $ 57.5M $ 17.9M $ 13.4M $ 9.3M $ 3.2M $ 1.9M $ 0.8M $ 46.5M 38% 29% 20% 7% 4% 2%
2008 Deliverable Projects completed on budget. Status as of September 30, 2008 Not available until after fiscal year end is complete; 2007 information included for reference. Historically, projects have been capitalized only at year end. The measurement is Actual Expenditure vs. Budgeted for the completed projects for the year. Once all project costs are in and the projects are capitalized this will be measured and included in the 2008 Annual Report. Performance Measures/Indicators 2007 2007 2007 2007 2006 Budget* Actual* Variance Variance Variance $* % % Water 1,693 2,035 -342 -20% 2% Sewer Roads Drainage Parks 418 3,275 2,877 1,778 420 2,355 2,938 1,821 -2 920 -61 -43 0% 28% -2% -2% 2% -5% -21% -12%
Due to the fact that we report against the budget that was initially approved, variances could result from cost or scope increases that were later approved by Council. The positive variances could be due to favourable pricing or the cancellation of a portion of the project. Finance creates a detailed listing at year end of the capital projects completed and addresses all the funding related issues.
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4.0 Performance Measures/Indicators 4.1 Service Area Goal To advance capital programming, support the Finance Departments efforts in asset reporting and use this information to develop guidelines for asset management. Objectives: To work with staff to develop an asset inventory and asset management strategy that will address financial reporting requirements and provide more information about our assets enabling informed decisions regarding asset purchases and maintenance. Action, Responsibility and Timeline: Classify, value and report on all assets; Finance; 4th Quarter Develop a framework to report asset conditions; Capital Planning Committee; 4th Quarter Draft guidelines to develop an asset management strategy for CMT approval; Finance & Capital Planning Committee, 3rd Quarter 4.2 Service Area Goal Replace existing infrastructure when it nears its useful life. Objectives: To ensure that the District has a well conceived financial strategy for infrastructure and facilities sustainability as a long term objective. The annual infrastructure funding deficit should be reduced more quickly to avoid infrastructure failure due to the inability to fund the replacement of the asset. The Financial Sustainability Plan calls for the infrastructure deficit to be funded by 2015. This will not be achieved unless significantly more funds are committed to infrastructure sustainability. Action, Responsibility and Timeline: Update the infrastructure deficit funding projections annually, taking into account changes in asset inventory, useful life expectations, replacement cost projections and funding levels; Finance & Capital Planning Committee, 4th Quarter Develop financial model for illustrative purposes only, projecting the necessary property tax rate increases to fund the infrastructure deficit in 10, 15 and 25 years; Finance; 3rd Quarter Appeal to senior levels of government for ongoing secure funding for infrastructure replacement or access to alternative revenue streams (not property taxes); Council & Management; Ongoing Continue to explore funding alternatives (Gravel, Gaming, Grants, Growth) 4.3 Service Area Goal Complete projects on time and on budget. Objectives: To plan projects that can reasonably be completed or started in the year as not to tie up resources. To reasonably estimate the cost of the projects, ensuring more informed investment decisions and ensuring that projects are adequately resourced. To ensure that project costs that are used to derive fees such as Development Cost Charges, are accurate. To identify the reasons why projects are not proceeding, to rectify those situations. To identify external funding sources that are overly optimistic.
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Action, Responsibility and Timeline: Monitor and report project spending; Finance; Ongoing Monitor and report on status of projects including rationale for projects that are not proceeding; Finance; Ongoing Performance Measures/Key Indicators Actual spending on completed projects vs. original approved budget. Percentage of program not started due to specified reasons 4.4 Service Area Goal To advance capital works programming for corporate-wide benefit. Objectives: Undertake a project to explore the merits of migrating the Long Term Capital legacy system to another platform. To develop a long term capital business solution that better assists with capital programming and asset management and aligns to the goals and objectives of the Strategic Technology Plan. Action, Responsibility and Timeline: Develop timeline and project scope; Information Services, asset managers and Finance; 3rd Quarter. Identify functional software that can capture historic data and information requirements for asset accounting and management; Information Services, asset managers and Finance; timing depends on results of project scope and timeline. 5.0 Operating Budget No operating budget allocated. Resources for coordination and preparation of the Capital Works Program Business Plan are provided for in departmental operating budgets. Operating costs associated with new capital projects are provided for in the departmental business plans in keeping with the business planning guidelines. Capital Budget The Capital Planning Committee reviewed and prioritized the Capital Works Program which was then reviewed and endorsed by the CMT. The recommended Capital Works Program project listing is included as an appendix to this plan. Information Technology Technology-related capital projects are presented in the Information Technology Steering Committee Business Plan and may also appear for discussion purposes in the departmental business plans. Incremental/Reduction Packages Funding to continue to close the annual contribution required to fund the infrastructure deficit should continue to be pursued. Additional operating costs associated with new capital project requests are addressed as incremental package requests in the departmental business plans or funded in the operating budgets through the allocation of growth funding as discussed in the Financial Plan Overview Report. Appendix A Capital Works Program Section Summary Appendix B Capital Works Program Project Listing Appendix C Capital Works Program Summary of Funds
Capital Works Program Page 8 of 21
6.0
7.0
8.0
Appendixes
Appendix A Capital Works Program - Section Summary
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SECTION Drainage Govt Srvcs Highways Operating Capital Park Acq Park Improv Prot Srvcs Rec Srvcs Sewage Technology Water Grand Total
2009 1,199,358 864,000 17,637,022 60,030 1,331,999 357,575 164,000 1,062,000 1,951,250 1,707,285 1,957,137 28,291,656
2010 814,439 278,500 15,473,101 60,030 200,000 719,798 1,488,960 175,000 9,204,484 801,664 4,312,025 33,528,001
2011 6,157,437 380,000 21,025,641 60,030 200,000 967,339 385,000 880,592 862,173 2,139,265 33,057,477
2012 6,240,858 525,000 3,900,485 60,030 1,333,160 3,248,440 1,665,000 1,146,756 1,447,461 3,806,082 23,373,272
2013 732,630 250,000 5,566,718 60,030 1,882,980 2,352,417 100,000 1,515,853 468,325 3,102,857 16,031,810
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Appendix B Capital Works Program - Project Listing

Drainage 224 St (119 - DTR, Spirit Square) 240 St @ DTR - Extend scope 248 St (108 - 220M N 108) 287 St - storm main @ Watkins (Project) 287 St - storm main @ Watkins (Study) Brown Ave (227 - 228) Culvert Replacement Program Culvert Replacement Program Ditch Enclosures Donovan Ave (216 - 80M E Hall) Downtown Improv. - Lougheed (223-224) Drainage Upgrade Program Drainage Upgrade Program Fraser Escarpment North Phase 1 Fraser Escarpment North Phase 2 Local Improvement Projects - Drain N Alouette River Detention Pond 232/132 Selkirk Ave (226 - 227) Selkirk Ave (226 - 227) Phase 2 Storm Sewer Connections Video & spot repairs storm sewer Video Inspection - Drainage Drainage 2009 280,000 200,000 18,390 66,000 300,000 250,000 19,968 65,000 1,199,358 2010 350,000 75,000 18,881 100,000 250,000 20,558 814,439 2011 250,000 200,000 19,411 200,000 5,000,000 250,000 151,833 21,193 65,000 6,157,437 2012 64,241 416,556 19,860 200,000 5,000,000 250,000 196,469 72,000 21,732 6,240,858 2013 200,000 20,332 200,000 250,000 22,298 40,000 732,630 Funding GCF GCF CWR, DCC, GCF CFO, GCF GCF CWR, DCC, GCF GCF, ISR ISR GRF GCF GRA, SUR GCF, ISR ISR CFO CFO CFO CWR, DCC, GCF CWR, DCC CWR GRF GCF GCF
494
Government Services ADV - Non Enterprise Downtown Beautification - Spirit Square Downtown Improvement Projects Design Library signage New Parking Ticket Machines Office Renovations Reception - Slat Wall Recycling - Apartment Collection Equip Recycling - Bluebox Collection Recycling - Building Expansion Recycling - Collection Bluebox/bag Recycling - Collection Equipment Recycling - Collection Truck Upgrade Recycling - Hydraulic Collection Truck (Apt) Recycling - Leasehold Improvement Recycling - New Bluebox & Bags Recycling - Process Equipment Recycling - Process Improvement Recycling - Replace apartment totes Vehicle for Licenses, Permits & Bylaws Department Works Yard: Electrical Service Upgrade Works Yard: Office Space Conversion Works Yard: Rear Yard Access Gate Motorized Government Services
2009 9,000 235,000 200,000 27,000 125,000 35,000 3,000 85,000 50,000 15,000 40,000 40,000 864,000
2010 30,000 150,000 30,000 50,000 18,500 278,500
2011 65,000 100,000 65,000 60,000 90,000 380,000
2012 55,000 40,000 30,000 200,000 200,000 525,000
2013 250,000 250,000
Funding GCF SUR SUR CORE CORE RCP GCF REC REC REC REC REC REC REC REC REC REC REC REC GCF GCF GCF GCF
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Highways 112 Ave (232 - 240) Final Lift 112 Ave (60M W 236 - 236) 121 Ave @ 214 St 128 Ave (228 - 200M East 232) 128 Ave highway widening predesign 132 Ave (203 - Neaves) Resurface 201A St (113B - 100M North 113B) 203 St - 113B Railway safety improvements 203 St (123 - Powell) 203 St (Dewdney Trunk - 123) 203 St @ Lougheed inters. upgrade 216 St @ 121 Intersection Upgrade 223 St (Mcintosh - Dewdney Trunk) 224 St (Lougheed - Dewdney Trunk) 224 St @ 132 Ave (N Alouette Bridge) 227 St @ Bypass (Traffic Signal) 232 St (116 - Slager) 232 St (S Alouette - Abernethy) Phase 1 240 St (Kanaka Creek Bridge S - McClure) 240 St @ Kanaka Creek (Bridge) 241 St @ S Alouette Ped Crossing 241A St (100M S 102 - 102) 244 St (50M S 104 - 104) 245 St (104 - 220M N 104) 280 St (Lougheed - 98) Abernethy Way (210 - 500M E Blackstock) Abernethy Way Phase 3 Abernethy Way Phase 4 Access Culverts Audible signals Bikeway Program Boulevard Improvement Program Bridge Repairs / Struct Upgrade Brown Ave (227 - Fletcher) Brown Ave @ 224 St (Traffic Signal) Cottonwood Dr (118 - 119) Phase 4 Dewdney Trunk Rd (250 - 256) Resurface Dewdney Trunk Rd @ Kanaka Creek (Bridge) Phase 1 Dewdney Trunk Rd @ Kanaka Creek (Bridge) Phase 2 Dewdney Trunk Rd @ Lougheed Downtown Improv. - 224 (Spirit Sq to DTR) Downtown Improv. - Lougheed (222-223) Downtown Improv. - Lougheed (223-224) Downtown Street Furniture Upgrade Dunn Ave @ Maple Meadows Way Emergency traffic pre-empt Equipment Purchase - Bobcat (Snow) Equipment Purchase - Pickup Truck Equipment Purchase - Sander for TA Dump Truck Equipment Replacement - Fleet Fern Crescent (236 - 240) Illuminated Crosswalk Signs Illuminated Street Signs Program Lane E 207 St (Camwood - 100M N Camwood) Local Improvement Projects - Road Lougheed Hwy Downtown (223-224) Macfarlane Ave (Graves - 209) Owens St (200M N Camwood - Lougheed) Ped safety/access improv Princess St (Wharf - Lorne) Private Driveway Crossings Road Resurfacing - 132 Ave (216 - 224) Road Resurfacing - 223 St (Dewdney Trunk - Brown) 2009 442,800 50,000 200,000 75,000 1,000,000 8,106,657 3,297,101 25,546 10,000 100,000 100,000 250,000 666,666 900,000 50,000 50,000 20,000 880,500 10,000 250,000 500,000 50,000 35,924 2010 242,434 50,000 1,360,824 2,793,159 80,000 241,342 2,031,786 5,527,500 26,234 10,000 100,000 150,000 175,000 50,000 1,391,452 76,000 10,000 250,000 86,000 36,204 2011 3,022,725 14,552,500 26,975 10,000 100,000 150,000 900,000 50,000 37,000 860,692 10,000 250,000 90,000 36,506 2012 9,347 3,159 27,720 450,000 100,000 49,970 26,148 250,000 27,604 10,000 100,000 30,000 161,875 350,000 50,000 284,079 10,000 4,578 250,000 23,100 14,020 90,000 36,760 200,000 48,650 2013 25,079 132,000 75,000 28,264 10,000 100,000 160,000 260,910 350,000 154,382 900,000 278,751 50,000 68,340 864,684 98,780 10,000 250,000 90,000 129,000 37,027 Funding CWR, DCC, GCF CFO CFO GCF GCF, GRA CFO, CWR CFO GCF CWR, DCC CWR, DCC CWR GCF CFO GCF GCF CWR, DCC, GRA CWR, DCC, GCF CWR, DCC, GCF, GRA CWR, DCC, GCF CWR, DBT GCF, WCF CFO CFO CFO GCF, GRA CWR, DCC, GRA CWR, DBT, GRA CWR, DBT, GRA GRF GCF GCF, GRA GCF ISR GCF CWR, DCC, GCF CWR, DCC SOIL GCF GCF CFO GRA, SUR GRA, SUR GRA, SUR GCF CFO GCF GCF GCF ERR-PW ERR-PW GCF, GRA GCF GCF CFO CFO GRA CFO CFO GCF GCF GRF ISR ISR
495
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Highways (cont.) Road Resurfacing - 224 St (132 - 136) Road Resurfacing - 232 St (112 - 114) Road Resurfacing - 232 St (Silver Valley - 141) Road Resurfacing - Dewdney Trunk Rd (250 - 256) Road Resurfacing Program Royal Cres @ 100M S Lougheed Safer School Travel Program Sidewalk Replacement Streetlight Pole Replace Program Thermo plastic road markings Traffic Calming Program Traffic Signal Electrical Program Traffic Signal Integration Traffic Signal Replacements Transit Oriented Design Walkway Fence Installations Highways 2009 230,914 35,000 65,000 35,000 45,000 30,000 30,914 75,000 20,000 17,637,022 2010 175,000 286,343 40,000 98,823 50,000 45,000 30,000 60,000 15,473,101 2011 565,152 50,000 69,091 50,000 50,000 45,000 30,000 70,000 21,025,641 2012 180,000 155,000 218,122 60,353 50,000 100,000 50,000 45,000 30,000 325,000 80,000 3,900,485 2013 1,125,000 24,501 50,000 85,000 50,000 50,000 30,000 80,000 5,566,718 Funding ISR ISR ISR ISR ISR CFO GCF ISR ISR GCF GCF GCF GCF, GRA ISR GCF GCF
496
Operating Capital Misc Capital Engineering Misc Capital Gen Govt Misc Capital Gen Rec Operating Capital
2009 15,015 15,015 30,000 60,030
2010 15,015 15,015 30,000 60,030
2011 15,015 15,015 30,000 60,030
2012 15,015 15,015 30,000 60,030
2013 15,015 15,015 30,000 60,030
Funding GCF GCF GCF
Park Acquisition Greenbelt Acquisition Silver Valley Neigh Park Acq A Silver Valley Neigh Park Acq B Silver Valley Neigh Park Acq SE Horse Silver Valley Neigh Park Phase 2 Park Acquisition
2009 1,331,999 1,331,999
2010 200,000 200,000
2011 200,000 200,000
2012 200,000 506,160 627,000 1,333,160
2013 200,000 1,682,980 1,882,980
Funding PAR CWR, DCC, GCF DCC, GCF CWR, DCC, GCF CWR, DCC, GCF
Park Improvements Albion Park facilities (caretaker residence) Albion Park facilities (spray pool) Cemetery Caretaker House Computerized Irrigation Control System Cottonwood West Park Facilities Equipment Purchase - Mower Trailer Fraserview Park Development Park Development (237/136) Park Development (241/104) Park Development Albion Elementary Port Haney Park Development Sport Field Renovations Synthetic field groomer Trail Improvement Whonnock Lake Phase 1 Entrance Road Whonnock Lake Phase 2 Parking Whonnock Lake Phase 3 Path/Light Whonnock Lake Phase 4 Beach/General Whonnock Lake Phase 5 Washrooms/House Whonnock Lake Phase 6 Canoe Facility Youth Action Skateboard Park Albion Park Improvements
2009 22,782 319,793 15,000 357,575
2010 388,500 12,000 29,298 290,000 719,798
2011 115,000 2,000 615,339 235,000 967,339
2012 305,096 310,643 28,701 624,000 1,980,000 3,248,440
2013 305,200 310,644 333,000 297,330 356,243 750,000 2,352,417
Funding CWR, DCC, GCF CWR, DCC, GCF CEM GCF CWR, DCC, GCF GCF CWR, DCC, GCF CWR, DCC, GCF CWR, DCC, GCF CWR, DCC, GCF GCF GCF GCF GCF GCF GCF CWR, DCC, GCF CWR, DCC, GCF CWR, DCC, GCF CFO CFO, CWR, DCC
Page 12 of 21

Protective Services Courthouse Renovations (additional) Equipment Purchase - Firehall #4 Fire Equipment Engine 2-2 Replacement Fire Vehicles - Equipment Firehall #3 Expansion Phase 1 Firehall #3 Expansion Phase 2 Firehall #4 Engine New Firehall #4 Protective & Safety Equip Firehall #4 Rescue 4 Firehall #4 Technical & Furnishings Firehall #5 Engine 2 Replacement Public Education Vehicle RCMP - Dismantle old identification room RCMP - Furniture Replacement RCMP - Soundproof GIS interview room Rescue 2 Replacement Protective Services 2009 20,000 50,000 50,000 15,000 12,000 10,000 7,000 164,000 2010 70,000 700,000 83,960 200,000 425,000 10,000 1,488,960 2011 10,000 375,000 385,000 2012 705,000 625,000 325,000 10,000 1,665,000 2013 Funding PSR FDR ERR-FD ERR-FD FDR FDR FDR FDR FDR FDR ERR-FD FDR PSR CFO, PSR PSR ERR-FD
497
Recreational Services Equipment Purchase - Mobile Stage Equipment Purchase - Mower Equipment Purchase - Vehicle Leisure Center - Active studio reno Leisure Centre - Energy retrofit Leisure Centre - Turnstile Recreational Services
2009 1,000,000 62,000 1,062,000
2010 80,000 40,000 55,000 175,000
2011 -
2012 -
2013 100,000 100,000
Funding GCF GCF GCF GCF CIR, CWR, GRA CORE
Sewage 101A Ave @ 243A St 108 Ave (248 - 249) 136 Ave (230 - 231) 223 St (119 - Dewdney Trunk) 224 St (Dewdney Trunk - Brown) 224 St (Lane N North - Lougheed) 225 St Pump Station pump upgrade 225 St Pump Station Upgrade Phase 2 225 St Pump Station Upgrade Phase 3 245 St (104 - 105) Cottonwood Dr (115 - 116) Energy Efficiency Audit (30/70 Sewer/Water) Fern Crescent (237 - 240) Lane N 119 (222 - 224) Lane N Mcintosh (223 - 224) Lane N Selkirk (222 - 224) Lane N Selkirk (226 - 227) Lane S Lougheed (223 - 224) Lane S Selkirk (222 - 223) Local Improvement Projects - Sewer Lougheed Hwy (227 - 228) Meadowbrook Place (12600 Block) Private Sewer Connections Sanitary Network Subcatchment A Study Sanitary Network Subcatchment A To GIS Sanitary Network Subcatchment J Study Sanitary Network Subcatchment K Study Sanitary Network Subcatchment T Study Sanitary Sewer Modelling Update
2009 15,000 250,000 120,000 82,250 150,000 -
2010 36,547 87,733 32,568 18,416 135,000 1,118,878 110,487 73,658 98,212 44,000 94,120 73,658 250,000 84,707 35,000 150,000 9,000
2011 31,739 250,000 87,353 150,000 9,000
2012 1,500 400,000 60,655 250,000 89,601 30,000
2013 84,725 733,557 250,000 230,613 91,958 125,000 -
Funding CFO DCC, SCF DCC, SCF SCF SCF SCF SCF DCC, SCF SCF DCC, SCF SCF SCF, WCF DCC, SCF SCF SCF SCF SCF SCF SCF CFO SCF SCF SRF SCF SCF SCF SCF SCF SCF
Page 13 of 21

Sewage (cont.) SCADA upgrade (50/50 Sewer/Water) Sewage System Rehabilitation Sewer Extension to Corrections Part A Sewer Extension to Corrections Part B South Slope Interceptor Repair Video & spot repairs sewer Sewage Total 2009 19,000 250,000 1,000,000 65,000 1,951,250 2010 287,500 6,000,000 400,000 65,000 9,204,484 2011 287,500 65,000 880,592 2012 250,000 65,000 1,146,756 2013 1,515,853 Funding SCF, WCF SCF GRA GRA SCF SCF
498
Technology Attendance Management Program CCTV - Library and Backbone Computer Room Upgrades Corporate Antivirus Replacement Council Chamber Digital Video Management System Council Chamber Multimedia Upgrade Document Processing System - Phase 1 Document Processing System - Phase 2 Equipment Purchase - Blade Server Equipment Purchase - Load Balancer Equipment Purchase - New Web Server Equipment Purchase - SMS Redundancy Equipment Purchase - UPS Upgrade Equipment Replacement - Info Serv Fibre Optic Network - Downtown Ring Phase 3 Fibre Optic Network - Firehall #4 Phase 4 Fibre Optic Network - Transit Exchange Fleet Management Software Infrastructure growth (20 desktops, 5 laptops) Infrastructure Management Phase 1 Integrated Cash System IT Disaster Recovery Infrastructure IT Disaster Recovery Plan IT Fibre Optic - #0699 (224 St) IT Fibre Optic - #1189 (224 St) IT Fibre Optic - #1565 (224 St) IT Fibre Optic - #7074 (Kanaka - 240) IT Strategic Plan Update Management Reporting Software Phase 2 Network Monitoring Office Furniture Phone System Replacement Public Access Community Kiosks ROSS financials upgrade Volunteer Software (Impact) Technology Total
2009 39,500 10,000 10,000 75,000 854,285 40,000 50,000 8,500 395,000 212,000 13,000 1,707,285
2010 25,000 75,000 35,000 377,733 46,400 70,000 60,000 29,023 27,433 17,325 38,750 801,664
2011 41,221 63,000 21,000 25,245 16,170 499,433 100,000 32,967 13,137 50,000 862,173
2012 1,170,186 180,000 97,275 1,447,461
2013 90,000 38,225 100 250,000 50,000 40,000 468,325
Funding GCF CORE, GCF GCF GCF GCF GCF GCF, SCF, WCF GCF GCF GCF GCF GCF GCF ERR-IS GCF GCF GCF CFO GCF GCF, SCF, WCF GCF GCF GCF CWR CWR CWR CWR GCF GCF GCF GCF ERR, PSR GCF GCF, SCF, WCF GCF
Water 110 Ave (240 - 243) 112 Ave (244 - 246) 113 Ave (246 - 248) 116 Ave (232 - Cottonwood) 119 Ave (227 - 228) 124 Ave (246 - 248) 125 Ave (241 - Ansell) 128 Ave (235 - 238) 136 Ave (236 - 240) 136 Ave @ 232 St PRV
2009 -
2010 47,946 331,200 160,000
2011 -
2012 143,765 855,480 -
2013 139,476 412,684 245,751 227,523 243,224 -
Funding WCF DCC, WCF DCC, WCF WCF WCF DCC, WCF WCF DCC, WCF DCC, WCF WCF
Page 14 of 21

Water (cont.) 136 Ave @ 24200 Rockridge Res. Phase 2 141 Ave @ 232 St PRV 210 St (116 - 118) 216 St (124 - 128) 224 St (124 - Abernethy) 224 St (North - 119) 231 St (117 Ave - 118 Ave) 232 St (136 - Silver Valley) 241 St - new watermain 248 St (116 - Dewdney Trunk) 263 St (440 Reservoir - Stage 2) 263 St (440 Reservoir - Stage 2) - Study 270A St @ 123 Ave P/S Phase 2 Albion & Water Model - dist upgr Ansell St (124 - 125) Cottonwood Dr (115 - 116) DCC Payment To Joint Supply System Dewdney Trunk Rd @ 246 St GVWD P/S Energy Efficiency Audit (30/70 Sewer/Water) Equipment Purchase - Leak Detectors Fletcher St (DTR - Brown) Laity St (Lougheed - Dewdney Trunk) Local Improvement Projects - Water Lougheed @ Dewdney Trunk Rd PRV Relocate Private Water Connections River Rd (216 - Carshill) Rothsay Heights Reservoir Improvement SCADA upgrade (50/50 Sewer/Water) Seismic Upgrade Pump Stations Structural Piles on Kanaka Creek / Lougheed Truck fill system: proposed reserv. site Underground power to McNutt Reservoir Water Feed Main Stage 2 Debt Pmt Water Network Modelling Water Pump Station Sync (Q3,Q4,Q5,Q6) Water Pump Upgrades Watermain Replacement Program Whonnock Water System Study Water Total Grand Total 2009 20,000 30,000 250,000 35,000 250,000 352,000 165,526 19,000 50,000 220,000 48,500 111,111 66,000 300,000 40,000 1,957,137 28,291,656 2010 649,985 1,301,998 250,000 56,000 184,900 250,000 169,885 265,000 65,000 111,111 9,000 160,000 300,000 4,312,025 33,528,001 2011 100,000 218,900 254,277 250,000 230,400 250,000 174,577 250,000 111,111 300,000 2,139,265 33,057,477 2012 740,677 163,218 616,942 250,000 84,956 111,357 250,000 178,576 111,111 300,000 3,806,082 23,373,272 2013 376,438 92,836 35,000 44,381 250,000 182,767 552,777 300,000 3,102,857 16,031,810 Funding DCC, WCF WCF WCF DCC, WCF DCC, WCF DCC, WCF WCF DCC, WCF WCF DCC, WCF DCC, WCF DCC, WCF WCF WCF WCF WCF DCC, WCF WCF SCF, WCF WCF WCF WCF CFO WCF WRF WCF WCF SCF, WCF WCF WCF WCF WCF DCC, WCF WCF WCF WCF WCF WCF
499
Page 15 of 21
Appendix C Capital Works Program Summary by Funds

FUNDING CEM CFO CIR CORE CWR DBT DCC ERR-FD ERR-IS ERR-PW FDR GCF GRA GRF ISR PAR PSR RCP REC SCF SOIL SRF SUR WCF WRF GRAND TOTAL Cemetery Reserve Contribution From Others Critical Infra. Reserve Core Development Capital Works Reserve Debt Dev Cost Charge Fund Equip. Rep. - Fire Dept Equip. Rep. - Is Equip. Rep. - Public Works Fire Dept Cap Acquisition General Capital Fund Grants General Revenue Fund Infra. Sustainability Reserve Parkland Acquisition Reserve Protective Services Reserve Committed Projects Recycling Reserve Sewer Capital Fund Gravel Extraction Reserve Sewer Revenue Fund Grf Surplus From Prior Years Water Capital Fund Water Revenue Fund 2009 1,223,350 300,000 242,750 1,273,115 8,025,600 4,221,236 90,000 1,189,285 900,500 65,000 2,244,073 4,344,411 99,828 561,828 67,050 35,000 190,000 675,000 82,250 835,000 1,460,854 165,526 28,291,656 2010 1,071,950 1,367,682 2,750,000 8,122,988 425,000 377,733 1,391,452 1,053,960 2,238,947 8,945,065 101,877 920,166 200,000 8,050 260,000 1,846,760 175,000 84,707 2,016,779 169,885 33,528,001 2011 115,000 6,201,950 127,473 5,250,000 3,123,159 375,000 499,433 860,692 2,343,344 9,900,000 104,085 1,104,243 200,000 8,050 290,000 514,930 87,353 300,000 1,478,188 174,577 33,057,477 2012 8,241,492 93,415 4,884,269 705,000 1,170,186 284,079 950,000 2,462,210 337,500 105,956 1,354,000 200,000 8,050 325,000 805,655 89,601 1,178,283 178,576 23,373,272 2013 1,707,713 35,626 5,552,842 100 864,684 2,374,969 699,390 107,921 1,800,000 200,000 250,000 435,762 91,958 300,000 1,428,078 182,767 16,031,810
500
Page 16 of 21

CEMETERY RESERVE Park Improv 2009 2010 2011 115,000 115,000 2012 -
501
2013 -
CONTRIBUTION FROM OTHERS Drainage Highways Park Improv Prot Srvcs Sewage Technology Water
2009 250,000 471,400 1,950 250,000 250,000 1,223,350
2010 250,000 250,000 1,950 250,000 70,000 250,000 1,071,950
2011 5,450,000 250,000 1,950 250,000 250,000 6,201,950
2012 5,250,000 508,042 1,980,000 1,950 251,500 250,000 8,241,492
2013 250,000 732,713 225,000 250,000 250,000 1,707,713
CRITICAL INFRA. RESERVE Rec Srvcs
2009 300,000 300,000
2010 -
2011 -
2012 -
2013 -
CORE DEVELOPMENT Govt Srvcs Rec Srvcs Technology
2009 152,000 62,000 28,750 242,750
2010 -
2011 -
2012 -
2013 -
CAPITAL WORKS RESERVE Drainage Highways Park Acq Park Improv Rec Srvcs Technology
2009 761,116 11,999 500,000 1,273,115
2010 1,307,726 3,500 56,456 1,367,682
2011 1,518 75,225 4,626 46,104 127,473
2012 78,306 4,560 10,549 93,415
2013 1,310 15,160 19,156 35,626
Page 17 of 21

DEBT Highways 2009 8,025,600 8,025,600 2010 2,750,000 2,750,000 2011 5,250,000 5,250,000 2012 2013 -
502
DEV COST CHARGE FUND Drainage Highways Park Acq Park Improv Sewage Water
2009 2,896,479 1,188,000 136,757 4,221,236
2010 4,859,610 350,000 1,030,517 1,882,861 8,122,988
2011 150,315 2,250,000 458,035 28,309 236,500 3,123,159
2012 624,495 1,015,740 1,044,811 2,199,223 4,884,269
2013 129,800 1,501,038 1,904,359 738,133 1,279,512 5,552,842
EQUIP. REP. - FIRE DEPT Prot Srvcs Technology
2009 50,000 40,000 90,000
2010 425,000 425,000
2011 375,000 375,000
2012 705,000 705,000
2013 -
EQUIP. REP. - IS Technology
2009 1,189,285 1,189,285
2010 377,733 377,733
2011 499,433 499,433
2012 1,170,186 1,170,186
2013 100 100
EQUIP. REP. - PUBLIC WORKS Highways
2009 900,500 900,500
2010 1,391,452 1,391,452
2011 860,692 860,692
2012 284,079 284,079
2013 864,684 864,684
FIRE DEPT CAP ACQUISITION Prot Srvcs
2009 65,000 65,000
2010 1,053,960 1,053,960
2011 -
2012 950,000 950,000
2013 -
Page 18 of 21

GENERAL CAPITAL FUND Drainage Govt Srvcs Highways Op. Capital Park Acq Park Improv Rec Srvcs Technology 2009 511,000 52,000 814,218 60,030 132,000 357,575 317,250 2,244,073 2010 425,000 18,500 911,644 60,030 366,298 175,000 282,475 2,238,947 2011 315,000 90,000 1,172,000 60,030 389,678 316,636 2,343,344 2012 146,465 200,000 1,452,500 60,030 112,860 213,080 277,275 2,462,210
503
2013
140,000 1,236,030 60,030 166,782 203,902 100,000 468,225 2,374,969
GRANTS Drainage Highways Rec Srvcs Sewage
2009 200,000 2,944,411 200,000 1,000,000 4,344,411
2010 2,945,065 6,000,000 8,945,065
2011 9,900,000 9,900,000
2012 337,500 337,500
2013 699,390 699,390
GENERAL REVENUE FUND Drainage Highways
2009 38,358 61,470 99,828
2010 39,439 62,438 101,877
2011 40,604 63,481 104,085
2012 41,592 64,364 105,956
2013 42,630 65,291 107,921
INFRA. SUSTAINABILITY RESERVE Drainage Highways
2009 100,000 461,828 561,828
2010 100,000 820,166 920,166
2011 200,000 904,243 1,104,243
2012 100,000 1,254,000 1,354,000
2013 300,000 1,500,000 1,800,000
PARKLAND ACQUISITION RESERVE Park Acq
2009 -
2010 200,000 200,000
2011 200,000 200,000
2012 200,000 200,000
2013 200,000 200,000
Page 19 of 21

PROTECTIVE SERVICES RESERVE Prot Srvcs Technology 2009 47,050 20,000 67,050 2010 8,050 8,050 2011 8,050 8,050 2012 8,050 8,050 2013 -
504
COMMITTED PROJECTS Govt Srvcs
2009 35,000 35,000
2010 -
2011 -
2012 -
2013 -
RECYCLING RESERVE Govt Srvcs
2009 190,000 190,000
2010 260,000 260,000
2011 290,000 290,000
2012 325,000 325,000
2013 250,000 250,000
SEWER CAPITAL FUND Sewage Technology
2009 619,000 56,000 675,000
2010 1,839,260 7,500 1,846,760
2011 514,930 514,930
2012 805,655 805,655
2013 435,762 435,762
GRAVEL EXTRACTION RESERVE Highways
2009 -
2010 175,000 175,000
2011 -
2012 -
2013 -
SEWER REVENUE FUND Sewage
2009 82,250 82,250
2010 84,707 84,707
2011 87,353 87,353
2012 89,601 89,601
2013 91,958 91,958
Page 20 of 21

GRF SURPLUS FROM PRIOR YEARS Drainage Govt Srvcs Highways 2009 100,000 435,000 300,000 835,000 2010 2011 300,000 300,000 2012 -
505
2013 -
300,000 300,000
WATER CAPITAL FUND Highways Technology Water
2009 56,000 1,404,854 1,460,854
2010 7,500 2,009,279 2,016,779
2011 1,478,188 1,478,188
2012 1,178,283 1,178,283
2013 37,500 1,390,578 1,428,078
WATER REVENUE FUND Water
2009 165,526 165,526
2010 169,885 169,885
2011 174,577 174,577
2012 178,576 178,576
2013 182,767 182,767
GRAND TOTAL
28,291,656
33,528,001
33,057,477
23,373,272
16,031,810
Page 21 of 21

Business Plans 2009-2013

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Business Plans 2009-2013

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Business Plan 2009 2013

Office of the Chief Administrative Officer

Office of the Chief Administrative Officer

Business Plan 2009 2013

Office of the Chief Administrative Officer

Business Plan 2009 2013

Office of the Chief Administrative Officer

Executive Assistant Cheryl Ennis

RCMP Officer in Charge Insp. Jim Wakely

Chief Administrative Officer Jim Rule

Executive Assistant Sandra Ramsay

Manager Corporate Communications Gary Manson

General Manager Corporate & Financial Services Paul Gill

General Manager Public Works & Development Services Frank Quinn

Executive Director to CAO John Leeburn

Manager Economic Development Sandy Blue

Manager of Sustainability and Corporate Planning Laura Benson

Research Technician Jacquie Bergmann

Ongoing Ongoing Ongoing

Business Plan 2009 2013

Office of the Chief Administrative Officer

Business Plan 2009 2013

Office of the Chief Administrative Officer

Proposed Financial Plan 2009-2013

$3,500 $3,120 $1,800 $0 $0 $17,523 $0 $0 $25,942 $25,942

District of Maple Ridge

Proposed Financial Plan 2009-2013

$0 $0 $200 $0 $0 $111,335 $0 $0 $111,535 $111,535

0% 0% 0% 0% 0% 33% 0% 0% 24% 24%

Business Plan 2009 2013

Office of the Chief Administrative Officer

Business Plan 2009 2013

Will be completed October 31, 2008.

Target 3 businesses in 2009. Evaluate / establish future targets

Sandy / Mike Murray / Laurie Darcus John Bastaja / Sandy

Sandy / Silver Valley Team Laura / Sandy

Responsibility Sandy BRE BRE Sandy / BRE BRE / Sandy

Timeline 1Q09 1Q09 2Q09 3Q09

BRE / Sandy / 2Q09 Buildings /

Percentage of Tax Assessment Base from Residential Sectors

Property Assessment Values by Property Class

89% 88% 80% 83%83% 82%

Marg / Admin Marg / Sandy

Implement by 3Q09. Ongoing

Proposed Financial Plan 2009-2013

$0 $283,868 $50,000 $0 $0 $333,868 $0 $0 $0 $0 $0 $0 $0 $0 $5,568 ($333,868) $0 ($328,301) $5,567

ongoing no need brought forward

Proposed Financial Plan 2009-2013

$30,072 $34,559 $4,945 $19,779 $110,326 $3,000 $202,681

$30,072 $34,559 $4,945 $19,779 $115,298 $3,000 $207,653

$30,072 $34,559 $4,945 $19,779 $120,030 $3,000 $212,385

$30,072 $34,559 $4,945 $19,779 $124,898 $3,000 $217,253

$30,072 $34,559 $4,945 $19,779 $129,381 $3,000 $221,736

$30,072 $34,559 $4,945 $19,779 $134,077 $3,000 $226,432

6.0 7.0 8.0

Capital Budget None Information Technology None Incremental/Reduction Packages None

Manager Payroll & Employee Relations Michelle Wetherill

Senior Human Resources Officer Steve Traviss

Human Resources Officer Kathy Lamont

Payroll Clerk Cynthia Ulrich

Human Resources Clerk Dee Nagra Clerk II .5 FTE Catherine Schmidt

Done on-line program purchased and installed Abandoned