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| The City of Maple Ridge received a $90,000 Rick Hansen Foundation Grant and after review and staff consultation, decided to place this grant towards updating accessibility of the Maple Ridge Leisure Center front counter area. Work commenced in early spring of 2025 and construction completed in June of 2025. | |
| City staff hosted 3 successful "Rock the Block" events in 2025 and enhanced the Rock the Block at Albion Community Center with a concert series, more food trucks, a market and more with huge success! 2025 Rock the Block events were the most successful yet, seeing hundreds of community members enjoying time with their families, friends and community members. The City will continue to host a minimum of 3 Rock the Block events in different neighborhoods in 2026. | |
| The city offers special passes for low- and fixed-income residents to ensure they are able to access recreation programs to support their health and wellbeing. This key result focuses on increasing use of these passes. This project is near completion. Research has been completed and presented to council in Q4. New criteria were developed based on the demographics of Maple Ridge residents and Statistics Canada's Low Income Cut Off scale (LICO) that is regularly updated based on national income statistics.
2024 - 879 members approved for Financial Access
2025 - 981 members approved for Financial Access
Recreation Services saw an 11.6% Increase in Financial Access members from 2024 to 2025, meeting this goal.
Work will continue to maintain and increase participation in the program. Staff received council approval on the new Financial Access Policy for 2026. Staff are now working on an implementation plan for this policy and will have this in place by the end of February and the program monitored and statistics tracked to see how successful the new policy was in providing greater access to financial assistance in recreation and if we able to reach 10% more of residents being subsided. | |
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| The Recreation Facility Feasibility Study has been completed. Initiated in January 2024, the study encompassed extensive community engagement, site and technical assessments, service demand analysis, building program development and preliminary concept design. The staff report was presented to Council on December 16, 2025. Council approved the recommendations to advance the planning to schematic design, prepare cost estimates and to develop a detailed funding strategy for all three recreation infrastructure projects:
- Aquatics and Recreation Centre at Hammond Community Park
- Arena Expansion at the Albion Fairgrounds
- Multi-use Park Phase 1 at the Maple Ridge Golf Course
Staff are aiming to have the schematic design process and funding strategy development completed by summer 2026 | |
| The weekend of the Maple Ridge 2024 BC Summer Games wrapped up on July 21, 2024 with huge success! The City welcomed 3500 athletes and coaches to Maple Ridge and recruited 2500+ volunteers, delivering an exceptional games experience. | |
| On September 14, 2024, the City welcomed the region to celebrate Maple Ridge 150 with Our Neck of the Woods. Residents and visitors participated in Soar Over Maple Ridge Zip Line, Indigenous Makers Market, TransLink Car Free Street Party, activities for all ages, and 3 stages of live entertainment including mainstage with Dawn Pemberton, Aaron Pritchett and the Strumbellas. The Katzie First Nation provided a ceremonial opening in the bandstand. The City saw over 15,000 participants attend the event over the course of the day. | |
| The 2024 BC Summer Games and Our Neck of the Woods events created an environment that allowed for an influx of volunteers allowing a 10% plus increase in volunteers in both 2024 and 2025. This also introduced new volunteers to the City who expressed interest in getting to know about more opportunities to become engaged and participate in volunteer opportunities in the city. in 2024, 149 volunteers were connected through the City's online connector form to community festivals such as Pride in Park, Canada Day, the Santa Claus Parade and more. This has had a positive benefit on volunteers for other City programs such as Emergency Support Services (ESS). | |
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| Staff from across departments have collaborated on a new Public Art Policy and Handbook. Public artwork projects continue to be delivered and collaborative projects within the community are underway. When the Handbook and Policy are in place this will improve effectiveness of program delivery for public art projects and will better define the program. | |
| The Arts, Culture, Events & Heritage Services Review has been completed. The assessment was initiated to assess the progression of the Walking Together Culture Plan, to ensure the plan remains relevant and responsive to evolving community needs. The review identified emerging themes and recommendations for consideration across the three streams: Arts & Culture, Events, and Heritage and reinforces the continued relevancy of the Culture Plan.
Staff reported the results to Council for information on October 28, 2025.
Staff will assess the recommendations for integration into strategic and operational decision-making across various City departments. | |
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| The Community Safety and Wellbeing Action Plan launched in Q3 2025. The Action Plan builds on, and bolsters, existing community safety initiatives that largely focus on people experiencing homelessness and expands the scope of services to include children and families, youth, seniors, housing, integrated health services, and a revitalized downtown.
With the completion of this Key Result, another was born: The Social Wellbeing pilot program to enhance service delivery to marginalized populations. The Social Wellbeing Action Team will continue to drive the Community Safety & Wellbeing Action Plan, and future progress will be captured within the new key result. | |
| The Fire Department is actively implementing key recommendations from the Fire Master Plan to enhance community safety. This includes optimizing suppression staffing levels to align with NFPA standards, establishing a Fire Prevention Division focused on risk assessment and code enforcement, and hiring a Corporate Emergency Program Manager to bolster emergency preparedness. Concurrently, initial plans for constructing Fire Hall #3 are underway to better serve the west side of the City, addressing growth and response needs. These initiatives aim to improve response times, increase fire prevention outreach, and strengthen overall emergency management. Future efforts will focus on monitoring the effectiveness of these changes, engaging with the community, and exploring advanced technologies and training to maintain high service standards. | |
| The Ridge Meadows RCMP de-integration project remains on track, with both Maple Ridge and Pitt Meadows preparing to launch independent police detachments by April 1st 2026. The Leadership teams from both municipalities continue to work closely together, with deintegration meetings held every two weeks. In addition, both Police Services Managers of Maple Ridge and Pitt Meadows meet frequently to discuss the changes and the establishment of operating procedures. All meeting minutes are reported up to the CAO and the Lower Mainland District RCMP Office to provide a real-time overview of the project..
A review of jurisdictional boundaries and zone refinement is underway through the Geomatics IT team to ensure clear service delivery. The transition is progressing on schedule, with an administrative file structure and the development of Standard Operating Procedures currently being drafted for the new detachments. File and exhibit transfer processes have also been discussed, with records of decision pending signature by both jurisdictions. | |
| Fire Services has focused on strengthening its capacity to support the City’s rapid growth. A thorough staffing model assessment was conducted to evaluate current personnel needs and future requirements, ensuring optimal coverage and response capabilities. Simultaneously, reporting structures were optimized to enhance operational efficiency and clarity in service delivery, facilitating better communication and streamlined decision-making.
This key result is now complete. Progress on the succession planning model will be tracked under a new key result. | |
| The pilot of a Social Wellbeing Action Team (SWAT) launched on July 7, 2025. This OneCity team includes representatives from Bylaw, Recreation, Community Planning, and Development Services. SWAT supports the implementation of the Community Safety & Wellbeing Action Plan across the corporation.
Updates on supporting Initiatives:
- Downtown presence expanded: RCMP Street Beat (CRU) patrols began Apr 20, 2025; CSO/CRU bike patrols launched summer 2025; nine "Be Downtown" campaign pop-up activations from May 21 to September 10; supported Our Neck of the Wood on September 6.
- Planning tool launched: Citywide social service inventory and map completed Oct 23, 2025.
- Social Policies Advancing: Financial Access to Recreation policy approved on December 9, 2025. Low-Income Cutoff increased, and new categories created to include persons with diverse abilities, and youth in care.
- Baby-friend feeding spaces in the library opened on January 22, 2026.
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| A small number of people are responsible for many criminal complaints and social disorder calls in Maple Ridge. These individuals are known as 'prolific offenders'. This key result focuses on taking innovative approaches to the small number of offenders that regularly come to police attention. The goal is to reduce offending overall through targeted plans specific to the issues at play with each repeat offender. This key result has not yet commenced and is anticipated to move forward in 2026. Work planned for this year will focus on readiness activities, including defining scope, confirming operational needs, and developing the foundational processes required to support future implementation.
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| This initiative has moved from planning into active implementation, with coordinated RCMP and Bylaw services, with bike and foot patrols now operating in the downtown core. The focus is on increasing visible uniformed presence while addressing property crime and related community safety concerns. Work is currently underway to formalize documentation, reporting, and evaluation processes to support consistent operations and accountability. | |
| A comprehensive succession planning model will be implemented to prepare for future leadership transitions, ensuring continuity and stability within the department. These initiatives collectively aim to bolster Fire Services' readiness and adaptability in response to community expansion, while maintaining excellence in emergency management and service provision. | |
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| Council officially approved the City’s Community Engagement Framework and the updated Corporate Communications and Engagement Policy at the March 25, 2025 Council meeting.
The adopted Community Engagement Framework is a guiding document for how the City invites and uses community input in decision-making. It was developed through two phases of community engagement, research, and best practices informed by the International Association for Public Participation (IAP2). The Framework and Policy were updated to reflect the public feedback. The Framework sets clear criteria for different levels of public participation and provides guidance on when, how, and why the City will engage. It also outlines how decisions are made, what informs those decisions, and how community input will be incorporated. The public feedback is also being incorporated into the City’s Engagement Toolkit, which provides staff with standardized tools and resources to support community engagement activities. The City will also enhance communications about upcoming opportunities for public input, including during the City’s annual business planning process and on key projects and initiatives.
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| In January 2023, the City launched Engage.MapleRidge.ca, an online community engagement platform designed to encourage public participation and promote two-way dialogue with the community. The platform provides residents with a consistent, accessible, and user-friendly way to share input and stay informed on City initiatives that matter to them. Through Engage Maple Ridge, residents can learn about ongoing projects, provide feedback, and help shape Council’s decisions on a wide variety of topics. Since its launch, the platform has become a cornerstone of the City’s approach to public engagement, helping staff gain a deeper understanding of community priorities. This Key Result has been successfully achieved. Staff continue to build on this progress by advancing engagement through Engage.MapleRidge.ca, the City’s new Community Engagement Framework, and other in-person and digital engagement opportunities that strengthen community participation and trust. | |
| This key result was focused on reviewing the process by which resource allocation decisions are made at the City to increase the involvement of residents. Staff prepared material for Council review in July 2024, and Council considered the options and recommendations of staff. Council directed staff to focus on other priorities of the City, to ensure delivery of major projects and this project was closed. | |