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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. | |
| Schematic designs and technical assessments have been completed for the Hammond aquatics and recreation centre, a new 40-acre year-round multi-use community park in west Maple Ridge, and a twin-rink arena and event facility expansion at the Albion Fairgrounds. The projects are part of the City's new Recreation Ready program, developed to respond to priorities identified in the 2023 Parks, Recreation and Culture Master Plan, and represents the City's largest ever recreation investment.
Proposed Amenities:
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Hammond Aquatics and Recreation Centre at the current site of the Larry Walker and Hammond Stadium ballfields, Hammond Hall and the Hammond Outdoor Pool: The new facility is envisioned as a year-round hub for swimming, fitness and recreation. Proposed amenities include an accessible 37.5-metre, eight-lane pool, accessible leisure pool with a lazy river, a fitness centre and studios, gymnasium, multi-purpose rooms, arts and culture room, café and above and below-ground parking. The preliminary design cost estimate including contingencies is $227 million and estimated construction start date is 2029. The second phase will focus on future park amenities.
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Hammond Multi-use Community Park at the current Maple Ridge Golf Course site: The 40-acre park is envisioned as a welcoming, year-round destination for leisure, sports, walking and play with views of the Fraser River. Phase 1 would include a 400-foot baseball diamond with seating for 400, a 350-foot baseball diamond with seating for 200, dugouts, batting cages, a washroom and fieldhouse, meeting and program room, plaza and parking, new trails and accessible green space. The preliminary design cost estimate for Phase 1 including contingencies is $23 million and estimated start date is 2027. Future amenities in Phase 2 could include trails, picnic areas, play amenities, water spray park and tobogganing, and will be shaped through public engagement.
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Albion Twin-Rink Arena Expansion at the current arena complex at the Albion fairgrounds: The expansion is envisioned as a larger recreation complex that creates more ice/dry floor time and more space for tournaments and events. Planned features include a recreation rink with seating for 200, a spectator rink with seating for 2,000 and premium viewing suites, a large lobby, a fitness centre, a walking track, multi-purpose rooms, a skate shop, concessions and parking. The preliminary design cost estimate including contingencies is $143 million and estimated start date is 2028
The total preliminary cost estimate of the program is $393 million. The funding strategy for the projects proposes a mix of long-term borrowing at favourable municipal rates, phased in Amenity Cost Charges (ACC's), senior government grants and potentially sponsorships.
The borrowing portion would require voter approval through an assent vote during the October 17 local government election. Voters would be asked to authorize borrowing up to the maximum amount needed to allow the projects to proceed as planned, while the city continues to pursue other funding sources that could reduce the amount ultimately borrowed.
A Council decision is scheduled for June 30.
Further detailed information including the facility concepts and artist renderings can be found at mapleridge.ca/RecreationReady | |
| Work is ongoing to improve the accessibility of City led events so that all members of the community can participate and connect with their neighbours no matter their diverse abilities. Sign Language: Preliminary discussions relating to a Sign Language Sponsorship Package with the Special Events team and the Municipal Advisory Committee on Accessibility and Inclusiveness (MACAI). Report going forward for MACAI committee to review at the November 2026 meeting.
Safe and Calming Spaces: A Sensory Room experience was offered at the Canada Day event and at Our Neck of the Woods and is becoming a staple at signature events with more and more people visiting and participating in this important resource. Furthermore, Cooling/misting stations were made available at the Canada Day Celebration. Celebrate the night activities will have heated indoors spaces available.
Communication: Accessible amenities, including designated spaces and sneak previews, are being included on public communications and site maps. Continuing to work on public communications specific to signature events to advertise accessible spaces prior to event dates. | |
| This Key Result involves three associated initiatives.
One, create a checklist and other resources for event organizers to foster accessible and inclusive event planning by community organizers. The goal of this initiative is to develop and promote an accessible event planning toolkit that equips community event organizers with practical tools and resources to plan more accessible and inclusive events and festivals. This initiative aims to strengthen consistent planning practices, reduce barriers to participation, and support events planned by community for community to be welcoming and inclusive. This item has been added to the November agenda for the Municipal Advisory Committee on Accessibility and Inclusion (MACAI).
Two, create and disseminate Accessibility Awareness Training including recommended best practices for event planning. This project will develop a practical accessibility awareness training module for community event organizers, together with an implementation and delivery package. The training and supporting materials will provide clear guidance, tools, and best practices to help organizers identify and reduce barriers related to venue access, communications, participation, wayfinding, accommodations, and attendee experience. This is on the January 2027 MACAI agenda.
Three, explore opportunities to develop a grant program for local festivals and events to enhance accessibility at community events and festivals. The purpose of this objective is to explore the feasibility of creating a City-led grant program to help local community festival and event planners improve accessibility at local events. Initial discussion will be held at the March 2027 MACAI meeting and with Festivals and Events team with a formal funding proposal completed for Sept 2027. | |
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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. In March 2026 the BC Summer Games society along with Council celebrated the legacy of the games with an event at Telosky Stadium. | |
| 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 is substantively complete, and the Maple Ridge Detachment was officially independent of Pitt Meadows on April 1, 2026. Leadership teams from both municipalities will continue to remain actively engaged and collaborative, ensuring effective completion of the transition. Moving forward, the Maple Ridge Detachment will operate independently under the supervision of E-Division Headquarters serving Maple Ridge residents. This was a significant piece of work to de-integrate the detachment from Pitt Meadows and was completed with no disruption to service for Maple Ridge residents.
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| 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 Community Safety and Wellbeing Action Plan is being advanced by the Social Wellbeing Action Team (SWAT). This OneCity team includes representatives from Community Safety & Wellbeing, Recreation, Community Planning, and Development Services.
Updates on Community Safety & Wellbeing Action Plan Items:
- The 2026 Be Downtown Initiative created a visible, approachable, multi-agency presence at eight downtown locations between May 20 and September 9. Delivered by Social Wellbeing, Bylaw, RCMP, Maple Ridge Fire and Rescue, the Downtown Maple Ridge Business Improvement Association (DMRBIA), and the Chamber of Commerce, the initiative combined informal public engagement, safety education, referral support, and downtown activation.The initiative recorded 650 direct community contacts across eight bi-weekly activations, with the highest attendance at Memorial Peace Park (132 visits), ValleyFair Mall (112), Haney Place Mall (96), and Maple Ridge Square (85). The consistently strong public response demonstrates that residents value accessible opportunities to speak directly with City and public-safety representatives outside formal reporting channels. Be Downtown | Maple Ridge, BC
- Over the Summer, the RCMP Community Response Unit (CRU) and the Community Safety Officers (CSOs) maximized the coordination of mobile, foot, and bike patrols in the town centre, with particular focus on high incident areas. From June 21 to September 18, CSOs made 390 referrals into services from 379 files associated with people experiencing homelessness, 22 shopping carts removed, and 28 truckloads of garbage removed.
- On August 17, 2026, the Salvation Army experienced a fire within the main shelter, displacing 65 people. The Salvation Army, Ridge Church, and Unlocking the Gates at the Community Resource HUB, supported by the City's Social Wellbeing team and Emergency Management and CRU, quickly activated emergency plans to accommodate people at the extension shelter at the Church and feed them at the HUB. For nearly a week, staff worked 16 hour days, serving over 500 meals a day, to ensure that the impacted group with a high percentage of seniors, was cared for. This was a very impressive response.
- The Social Wellbeing Action Team is collaborating with the Fire Department and the Heart and Stroke Foundation to deploy publicly accessible Automatic External Defibrillators (AEDs) across the City. AEDs have now been installed at the Greg Moore Youth Centre, the Leisure Centre, and the Community Resource HUB.
- The City, in partnership with Fraser Health Public Health, have received a grant from Plan H - BC Healthy Communities for the implementation of the Icelandic Prevention Model addressing youth substance use.
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| A small group of individuals continues to contribute to criminal and social disorder-related calls for service in Maple Ridge.
This key result is now in the implementation phase. A coordinated approach for identifying and managing repeat offenders has been established, and work with partner agencies is underway to support information sharing and intervention planning. As the work continues to develop, the focus will be on refining processes, tracking outcomes, and ensuring resources are aligned to support long-term success. | |
| This key result is now operational, with dedicated bike and foot patrols taking place in the downtown core. These patrols increase police visibility, support proactive engagement with the community, and provide opportunities to address property crime and public safety concerns.
Collaboration between Maple Ridge RCMP and Bylaws continues through information sharing and coordinated responses to community concerns. Ongoing reporting and evaluation are being used to track activity, measure outcomes, and identify opportunities to further the initiative. | |
| 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. | |