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| Considerable work is ongoing to support the City's collaboration with local First Nations. In Q4 2025 the City signed Capacity and Guardian Agreements with Katzie First Nation as foundational agreements that will guide our engagement on projects of shared interest. A standardized process for making referrals to Katzie First Nation and Kwantlen First Nation has been introduced. A detailed workplan for Indigenous Relations activities in 2026 is currently in development. | |
| Ensuring Council to Council productive relationships and meetings is a priority for the City. Working with Katzie First Nation and Kwantlen First Nation is an ongoing activity supported by the City's Intergovernmental Relations Section. in 2024 two meetings were held and these Council-to-Council meetings will be scheduled on a periodic basis going forward. This helps to maintain senior governance of the day-to-day interactions on specific projects or issues between staff of the Nations and the City. | |
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| This key result reflects the City's commitment to ensuring continuous improvement and delivery of exceptional customer experiences for residents when they engage with all city services.
A draft customer service framework has been developed and will be further refined over the coming months. Part of the framework includes a training program for staff to improve and enhance service delivery across the organization, along with standards and data collection mechanisms to drive ongoing improvements to standards and service experience. The rollout of the plan will have progressed significantly by the end of the first quarter of 2026. However, given the broad range of the rollout, including both corporate and departmental-level standards, data capture, and training, the end date of this Key Result has been extended to Q4 of 2026 to ensure all actions have been completed prior to closing the Key Result. | |
| Staff are developing a comprehensive evaluation framework to support both the Voice of the Customer (VoC) program and the broader customer experience initiative. The framework will guide how the City measures service user experience, tracks performance over time, and identifies opportunities for continuous improvement.
The first two quarters were focused on establishing and implementing the necessary data collection systems and to generate baseline data. Additional components of the broader customer experience evaluation framework will follow and be brought forward subsequently. | |
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| Over the past year the City has undertaken a comprehensive review of its policies and met its target to review and update at least 75% of all policies. The focus of these policy reviews was to ensure that the City keeps pace with changes in our service delivery, and that policies are transparent and easily understood. We have achieved this by working across departments to promote consistency and clarity in policy development. Future work will focus on extending this by having a robust policy development and intake process that ensures that policies reflect leading practices in municipal government and provide both clarity and consistency for service users. | |
| The City implemented a strategic management software solution (ClearPoint) that creates a cohesive single place to record, track, and update progress on various plans and initiatives within the city such as Council’s Strategic Plan and various department master plans and strategies. The system was successfully implemented in June 2024. | |
| On May 12, 2026 Council adopted a new One City Fees and Charges Policy. This policy is designed to have a consistent One City approach to setting of fees and charges based on a set of clear principles. Roles and responsibilities are outlined in the policy. The policy ensures that as staff develop new fees and update existing fees they are mindful of the principles of transparency, clarity, responsiveness, reasonableness and equity and fairness in setting fees for City services. Council committed to this key result as part of the strategic priority of Governance and Corporate Excellence. Going forward fees will be reviewed on a regular basis and prior notification of proposed fee changes will be provided to residents 1-3 months prior to adoption by Council of any changes to fees. | |
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| Management of enterprise level risks for the Corporation of Maple Ridge is a vital part of good governance of municipal operations. Many cities put in place risk management frameworks to formalize and address internal or external risks. The goal if this key result is to ensure that the Corporation of Maple Ridge has a robust process and practices in place to identify, eliminate or mitigate and track risks to the delivery of the organization's mandate. The City has initiated the first phase of its Enterprise Risk Management program. An implementation process has been developed, and the project team is currently assessing the City’s current state to inform next steps. Staff training will be delivered to support the program’s development and build a shared understanding of ERM principles across departments. Phase 1 remains on track for completion in September 2026. | |
| The Records Management Policy provides the framework that guides records management for current and future record keeping of the City. The City fulfils its mandatory responsibilities for record keeping, retrieval and destruction through this policy and it applies to all activities of the City. Departments are provided with records management training to ensure privacy of data is maintained at all times. The City acts as a responsible steward of private information of our residents and services users, and ensures at all times that record keeping meets legislated requirements to reinforce trust and transparency in the organization. | |
| Business Continuity Program Framework has been completed. Implementation of the framework and further planning work across departments commenced in Q2, 2025. This work helps departments to identify priority services in the event of an emergency and have detailed plans, roles and accountabilities to ensure minimal to no disruption to core services for residents in the event of an emergency or other major disruption. The date has been extended to reflect the project moving into implementation phase. | |
| This key result focuses attention on the need for practice for City staff with respect to emergency management. Each year the City aims to conduct an exercise to ensure management and staff are able to establish and operate an emergency operations centre (EOC) when needed. the City's Emergency Program Manager conducted an exercise on October 31, 2024 with the EOC Leadership Team. Training will be provided on EOC management to additional staff in 2025 and future EOC exercises will ensure staff skills are maintained to support the community in an emergency event. | |
| Establishing a culture of continuous improvement in our internal processes and service delivery to customers is a priority of this key result for the City. In 2024 the City established a Centre of Excellence for Continuous Improvement and this centre has been in operation for a year. The program has trained all staff in continuous improvement providing a base level of skills for process improvements with all staff and has trained two cohorts in advanced levels of continuous improvement. This has led to time and cost savings across all departments of the City as staff are empowered to make meaningful changes in process that reduce errors, decrease delays or wasted time, and make processes as simple and easy to follow as possible. This Centre also helps to improve the consistency of approach across City services. The Centre is now tracking the savings and improvements made to demonstrate the value to the community from this work. | |
| Intergovernmental relations are a critical function of the City. This involves having a thoughtful and deliberate strategy to work with other levels of government. To understand where government policy impacts the City and to manage the impacts of changes in regulations and legislation on the municipality. This Strategy was created in 2024 and was approved and is now being implemented. The Strategy outlines priorities for the City to advocate for improved government regulations and to support the City's requests for funding of major infrastructure and other key projects. | |
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| This key result focuses on incrementally improving the management of fees and charges and improving rigour in setting fees and charges and updating fees on a regular schedule.
The key result has four initiatives. Amendments to the Maple Ridge Fees and Charges Bylaw No. 7575-2019 were undertaken in three processes in 2025. /All four initiatives are now completed. Only Cemetery fees have been deferred pending decisions on operational policy changes. These will be advanced in 2026. Planning, Building, Engineering, Film, Police Services, Recreation Services, Soil Removal, Water Sewer fees, Fire fees, EV Charging Fees and General Administration Fees have all been updated for 2025 with new fees in these areas now in effect.
Consequential amendments and repeals of previous source bylaws were also adopted by Council in 2025 to ensure that bylaws regarding fees are consistent and clear for service users, and the Maple Ridge Fees and Charges Bylaw No. 7575-2019 is the official source of fee information for the schedules covered. | |
| Work is underway to develop a new Amenity Cost Charge (ACC) framework for Maple Ridge is in the final stages of review and adoption by Council. Development Cost Charges review will follow with the review and preliminary work to start in the Q3 or 4 (once ACC work is complete). This work is aimed at setting in place the appropriate level of charges to support the necessary infrastructure improvements required as the City grows. These charges are carefully set, within provincial guidelines, to ensure that growth pays for growth of necessary infrastructure (ACCs focus on amenities like recreation and parks amenities and DCCs support core infrastructure like water, sewer and road upgrades) to accommodate more demand on city services and infrastructure. | |
| In 2024 the City undertook a top to bottom continuous improvement review of its business and financial planning processes to ensure effectiveness, efficiency and clarity of processes to review and allocate operating and capital resources. All City departments collaborated on the process review with several important improvements made to support a streamlined process. The process has now been documented and established and is reviewed to ensure it that it continues to meet the City's needs. | |
| The 2026 Advocacy Plan was completed in February/March of Q12026 which has identified and prioritized the City's key advocacy issues/topics this year:
1) Progressing the North 256th Industrial Lands
2) BRT/Golden Ears Way Expansion
3) Mental Health Supports
4) Hammond Aquatic Recreation Centre and Rec Ready Projects
An Advocacy Plan 2026 Timelines and Milestones workplan was completed in April. Substantial progress has been made to advance the city's intergovernmental relationship and partnership goals for each of the priority topics listed above. | |
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| Two initiatives have been launched to advance this key result:
(1) Identify best practices, and tools for accessible and inclusive community engagement processes to foster participation by persons with disabilities.
The purpose of this objective is to strengthen the City’s community engagement practices by evaluating current practices and looking for opportunities to improve and offer accessible and inclusive engagement methods for persons with disabilities. An environmental scan will be undertaken to identify best practices and inform practical improvements to engagement processes with the overall goal to reduce barriers and enable more meaningful participation
(2) Draft Accessible Maple Ridge policy that covers multiple aspects of City operations including but not limited to recreation services.
The purpose of this objective is to modernize the City’s accessibility policy framework by moving to a corporate policy that supports more consistent, organization-wide accessibility practices. The new policy would apply across multiple service areas and clarify expectations for accessibility in planning, service delivery, and City operations. | |