Corporate PlanLiveable CommunityClimate LeadershipEngaged, Healthy CommunityDiversified, Thriving EconomyGovernanceCity of Maple Ridge Corporate Plan
Facilitate expanded housing diversity and supply, to promote attainabilityImprove mobility with safe, sustainable and effective transportation optionsDevelop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthFoundational Initiatives for Liveable CommunityMitigate and adapt to the impacts of climate changeReduce municipal and community greenhouse gas emissions in alignment with adopted targetsEnhance and protect the health of our natural environmentFoundational Initiatives for Climate Leadership & Environmental StewardshipProvide a diversity of inclusive and accessible recreation opportunitiesBuild and celebrate community pride, strengthening community connections to foster a sense of belongingPromote a vibrant arts and culture communityEnsure the safety and enhance the well-being of residentsImprove community engagement with the CityFoundational Initiatives for Engaged, Healthy CommunityAttract, retain and expand business investment to diversify the tax base and increase local employmentExpand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businessesExplore and maximize tourism opportunities as a means to further diversify the local economyFoundational Initiatives for Diversified, Thriving EconomyIdentify and commit to opportunities for the City to move forward on a path of Truth and ReconciliationDeliver an exceptional customer experience across City servicesBe accountable to the public through open and responsive governanceEnsure the City is organizationally resilient, ready to adapt to a changing environmentEnsure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityFoundational Initiatives for Governance & Corporate ExcellenceFoster creative industries in Maple Ridge to generate economic activity, employment and community activation.   Facilitate revitalization of business in the downtown and across Maple Ridge to encourage local purchasing and visits to local hospitality venues.Establish the foundations of an innovation ecosystem that fosters innovative businesses in Maple Ridge Systematize Business Retention & Expansion operations so that every business touchpoint is logged, acted on, and measured. Deliver segmented outreach that reaches top employers and the small business basePosition Maple Ridge as a hub for lower carbon businesses and green jobsEnhance long term community climate resilience through policy and land use improvements Proactively support the community to strengthen flood, storm, heat and wildfire preparednessEnsure City operations and services maximize climate resilience to maintain responsiveness and emergency capacity Enhance governance and policy to promote and support civic participation for all citizens residing in Maple Ridge. Well designed built environments ensure individuals are able to access City services and amenities with ease, comfort and safety
Engaged Healthy Community Strategic Priority - Quarterly ReportDiversified Thriving Economy Strategic Priority - Quarterly Report Climate Leadership and Environmental Stewardship Strategic Priority - Quarterly Report Liveable Community Strategic Priority - Quarterly Report Governance and Corporate Excellence Strategic Priority - Quarterly ReportCreate development application prioritization criteriaIncrease housing stock, as measured by occupied units, by 1.2% (1,284 units).Secure 30 below market housing unitsIncrease the multi-unit housing portion of building stock by 2%.Establish benchmark timelines for internal City processes and reviews within the development application processComplete alignment of CMR regulations and policies with Homes for People provincial strategyInclude a complete east to west AAA bike route from 240th to Maple Meadows station in the 5-year Capital PlanInstall 30 secure bike and micro-mobility lockers within the civic centre areaIncrease cycling network length by three kilometersDevelop an Asset Management Strategy & Funding PlanEstablish servicing plans, including green infrastructure solutions, to service 3 key growth areasDevelop and adopt a Climate Action PlanDevelop and implement green infrastructure design and maintenance specifications, guidelines, and performance standardsDevelop a master plan for reducing the reliance on natural gas for all facilities and implement a solar energy projectDevelop framework for climate and resilience as a lens for City decision makingEnsure the City is green fleet ready for passenger vehicles & light-duty fleetEstablish an inventory and baseline of bio-diversity healthDevelop a strategy to manage the health of the McKenney Creek systemProtect and conserve 9 hectares of landComplete an Urban Forest Management StrategyConduct Recreation Facility Accessibility audit to Rick Hansen Guideline standardsEnsure at least 70% of residents, as measured by households, have access to one free community event within a 15-minute walk of their homeIncrease participation in subsidized recreation programs by 10% through the development of City-specific criteria on financial access fundingConduct a Recreation Facility Feasibility StudySupport the Maple Ridge 2024 BC Summer GamesDevelop and deliver four events to celebrate the 150th Anniversary of Maple RidgeIncrease participation in City supported volunteer programs by 10%Implement Public Art streams to support the new Public Art Policy and HandbookConduct an Arts, Culture, Events & Heritage Services ReviewDevelop a Community Safety and Wellbeing Action PlanOperationalize Phase 1 of the Fire Master PlanComplete a de-integration transition plan for Ridge Meadows RCMPEstablish a public participation and engagement frameworkIncrease community activity on Engage MR by 20%Conduct a participatory budget pilot projectComplete a Business Retention & Expansion (BR&E) Analysis and Implementation PlanDevelop an Incentive Strategy for New Business AttractionDevelop an Investment Attraction Strategy for targeted industries, including a value/supply chain strategyEnsure that the business licensing process and service delivery is capable of processing 20% more applications annuallyCreate a formal, collaborative partnership with a post-secondary institutionEstablish a collaborative Tech Hub to specifically nurture the growth of technologically inclined entrepreneursComplete a Labour Market and Gap AnalysisPromote growth in the agri-, eco-, and adventure tourism sector and complete a regulatory review of the issues impacting this sector. Increase film-based tourism by 10%Develop an event attraction strategy for tourist-driven events aligned with community-based eventsDevelop the City's Indigenous Relations StrategyHost two Council relationship-building meetings with Katzie First Nation and Kwantlen First Nation leadershipDevelop and implement a strategy, including standards and principles, to provide exceptional customer experiencesDevelop an evaluation framework for ongoing customer experience assessmentEnsure that 75% of existing policies have been updated within the last 2 yearsImplement an Enterprise Performance Management system (EPM)Develop and implement an enhanced risk management programDevelop a records management programDevelop a business continuity programConduct one Emergency Operations Centre exerciseDeploy a continuous improvement program and conduct training with a cohort of staffDevelop an Intergovernmental Relations Strategy for relationship building and advocacy to advance key city prioritiesReview and consolidate City fees and charges into a single bylaw with annual review datesComplete a major Development Cost Charges reviewOptimize the City’s business and financial planning processStrengthen the capacity of Fire Services to support a rapidly growing community by conducting a staffing model assessment, optimizing reporting structures for efficient service delivery, and implementing a comprehensive succession planning model.Plant 750 trees by Q4 2026Undertake a social wellbeing pilot program to enhance service delivery to marginalized populations Target prolific offending by implementing 20 individualized action plans.Increase community engagement with public safety services by 20% as measured by the number of foot and bike patrols, and joint RCMP & Bylaw safety walks. Develop a One-City Fees and Charges Policy for Council Adoption Complete a review and update of bylaws and policies to align with the Urban Forest Management Strategy.Increase revenue generated by filming in Maple Ridge by 5% Attract two or more major productions to secure large scale activity in Maple Ridge Develop a baseline measure for the campaign on #FilmFriday that measures community awareness and support for the film industry using sentiment analysisIncrease engagement with local businesses by onboarding 35 businesses to the "BeWith" Experience Hub All eligible local businesses within the downtown BIA Catchment area will be informed of the patio program Conduct a minimum of 30 interest holder and expert interviews (businesses, post-secondary, investors, tech workers, startup founders, and non-profit) to identify and confirm critical elements of a local innovation ecosystemHost 4 community innovation events and/or focus groups (targeting over 100 attendees total), aimed at building awareness and collaboration across the innovation and business community. Establish or formalize 2 strategic partnerships (or MOU) with enabling organizations that support the development of the innovation ecosystem.Secure media coverage of Maple Ridge as a destination for innovative businesses in 3 industry/regional publications. Ensure continuity of the Fire Services through implementation of a succession plan.Complete the costing estimates and develop a potential funding strategy for three recreation infrastructure projects.Segment target businesses for business retention and expansion efforts Develop and implement a standard process for inquiry response managementLaunch a monthly business retention and expansion dashboardComplete at least 9 executive facility visits with priority “Elephant” employersConduct 3 Business Walks covering distinct areas (e.g., Town Centre, various business parks), reaching a minimum of 60 storefronts in total.Run 3 issue or sector-based focus groups (4–6 firms each) and publish a one-page action memo from each within 30 days.In collaboration with the Strategy team, complete 8-12 innovation-focused business engagements, as part of the Innovation Hub initiative.Undertake Workshops, and feasibility studies to create materials and deliver resources through 2 workshops with at least 15 agricultural businesses at each workshop to support adoption of lower carbon and climate resilience practices and technologies.Update the Agricultural Plan to confirm priorities and strategies for agricultural and related land use planning (e.g., agri-, eco-, and adventure-tourism). Expand urban tree cover to mitigate heat risks in alignment with the urban forest management plan’s canopy cover target of 40% (as measured by the number of trees planted and % canopy coverage in target areas)75% of all site designs approved at issued Building Permit for all new small scale ground-oriented development will have 40% or greater soil-based landscaping. Proactively provide emergency preparedness support to impacted residents as measured by a 20% increase in unique visits to the City's emergency preparedness webpages and associated public information tools like FlowWorks and Alertable.Adopt a Maple Ridge Corporate Climate Action Plan to guide lower-carbon, resilient city operations covering fleet, buildings, water, waste, natural assets, green infrastructure, commuting and procurement. At City signature events and festivals (Canada Day, Our Neck of the Woods, Rock the Block, Celebrate the Night) increase accessibility and inclusion amenities by 50%, as measured by the aggregate number of sensory spaces, cooling/heating spaces, wheelchair accessible bathrooms and seating, sign language availability, and wayfinding towards these amenities by Q2 2027Review and update the Rental Premises Standards of Maintenance Bylaw (6550-2008) to create targeted amendments adopted to address overheating and provide outreach to raise awareness and monitor property improvements completed. Develop and deliver specific actions under a 2026 Intergovernmental Relations Advocacy Plan 100% of community event and festival organizers receive an Accessibility Package including training, resources and tools to support them to implement enhanced accessibility and inclusion at festivals and events by Q4 2027.Advance an Accessible Maple Ridge Policy to Council for consideration, and implement standardized engagement tools for persons with disabilities by Q4 2027By Q4 2027 Undertake a scan of existing accessibility features in parks and the mobility infrastructure, and publish a map of accessibility features.
Liveable Community
City of Maple Ridge Corporate Plan

Liveable Community Priority Statement

We continue to build Maple Ridge into a liveable community that meets the needs of our diverse residents, businesses and other stakeholders through community planning, transportation and infrastructure services that benefit and strengthen our City today and in the future
Not Started

Key Result Status Snapshot
Liveable Community

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Status Legend

 

Liveable Community Key Results In Progress

Key Results
KR Public Update
KR End Date
Objectives
Not Defined
Enhance long term community climate resilience through policy and land use improvements
In Progress
Expand urban tree cover to mitigate heat risks in alignment with the urban forest management plan’s canopy cover target of 40% (as measured by the number of trees planted and % canopy coverage in target areas)

Work continues towards implementing the urban forest management plan with a number of initiatives underway including developing a 5 year tree planting plan supported by a federal grant. The City has also made a grant application for additional funding towards planting new street trees and expanding urban tree canopy in areas of the City that have high heat risks. This work is a major part of the City's ongoing work to address climate challenges in the community in support of the Resilient Futures 2050: Climate Action Plan and the Urban Forest Management Strategy. Through street plantings we improve the liveability and enjoyment of our public spaces while also managing ongoing changes in our environment. 

12/31/27
In Progress
75% of all site designs approved at issued Building Permit for all new small scale ground-oriented development will have 40% or greater soil-based landscaping.

This work supports the development community to minimize unintended impacts from surface flooding by managing landscaping and design of sites to enable greater permeability of water into the soil. When sites are entirely paved without enough surfaces with permeable coverings such as gravel, soil or bark mulch, the likelihood of surface flooding is greater, and it places greater demands on the sanitary and storm water infrastructure. Zoning Bylaw and Subdivision and Development Servicing Bylaw options are scheduled to return to Council for consideration in 2027, coinciding with introducing landscape and green infrastructure standards for on and off-site works. 

12/31/27
Objectives
Not Defined
Proactively support the community to strengthen flood, storm, heat and wildfire preparedness
In Progress
Review and update the Rental Premises Standards of Maintenance Bylaw (6550-2008) to create targeted amendments adopted to address overheating and provide outreach to raise awareness and monitor property improvements completed.
Staff have initiated a review of the Rental Premises Standards of Maintenance Bylaw to identify opportunities to better support climate resilience and livable conditions for tenants. The review will inform potential bylaw amendments and future staff training to support implementation. Completion of the review is anticipated by December 2027. This work is part of delivery of the Climate Action Plan and aligns with Provincial and regional policies focused on rental accommodations to ensure liveable environments for tenants. 
12/31/27
Objectives
Not Defined
Well designed built environments ensure individuals are able to access City services and amenities with ease, comfort and safety
In Progress
By Q4 2027 Undertake a scan of existing accessibility features in parks and the mobility infrastructure, and publish a map of accessibility features.

The Social Wellbeing Action Team undertook internal consultation with Parks Planning, Parks Operation, Engineering Traffic Management, and Engineering Operations to confirm an approach to collect data and publish information about accessibility features. This work will support residents with accessibility challenges to enable them to enjoy the city's public spaces and infrastructure with ease. Work has begun in identifying the items/features that are to be included in the environmental scan of parks and outdoors spaces.

12/31/27

Liveable Community Key Results Completed

Key Results
KR Public Update
KR End Date
Objectives
Not Defined
Facilitate expanded housing diversity and supply, to promote attainability
Met
Create development application prioritization criteria

As part of on-going work related to the Development Approvals Process Review as well as the City’s efforts to meet our housing targets —particularly in the areas of affordable housing, new rental housing, housing for seniors, and non-market supportive/recovery projects—a set of Development Prioritization Criteria has been developed. These criteria are intended to guide staff in identifying, evaluating, and prioritizing projects that most directly contribute to the City’s housing goals, especially in the context of time-limited funding programs and resource capacity.

The criteria emphasize projects that deliver:

  • Residential development in key growth areas
  • Affordable housing units, particularly those secured through agreements or operated by non-profits.
  • Purpose-built rental housing, to increase long-term rental supply.
  • Housing for seniors, with accessible, age-friendly design features.
  • Non-market or supportive recovery housing, including partnerships with government or health agencies.
4/30/25
Met
Increase housing stock, as measured by occupied units, by 1.2% (1,284 units).

There are five initiatives related to this key result as multiple projects contribute to the overall goal of increasing housing.  The five initiatives are now complete. The Housing Needs Assessment was endorsed by Council on September 10, 2024, to identify areas of specific need, ensuring policies support housing growth and affordability. Mandated by provincial legislation, this report was due by the end of 2024. The Housing Strategy, prepared by Urban Matters and received by Council on September 24, 2024, informs planning efforts to enhance affordability and meet housing targets, underpinning the city’s strategic goals. The Pre-Reviewed Site Plans initiative aims to facilitate "missing middle" residential development by streamlining infill housing processes. This includes developing a Standardized Housing Design Catalogue in collaboration with the Province and CMHC. Designs have been curated for compliance with Maple Ridge’s Small-Scale Multi-Unit Housing regulations. The City Wide Density Bonusing Programs have been reviewed in response to the new provincial legislation. This work addresses provincial compliance and aims to better meet housing needs as per the 2024 report. The Incentive Program Feasibility Assessment is now complete. Staff evaluated potential incentives as outlined in the 2024 Housing Needs report with an updated presented to Council in summer 2026. 

On July 28, 2026, Council received the Year Two Housing Target Order Progress Report, which identified that the City built 1,272 of 1,284 units of the Orders two-year cumulative total. Since then, as of October 2026, the City has processed over 1,300 units.

9/30/26
Met
Secure 30 below market housing units

The target for this key result has now been met through the establishment of housing agreements that will generate an additional 30 below-market housing units. Two related initiatives are linked to this key result. 

The Concierge Service initiative has been completed. This service facilitates affordable housing developments within the city, enhancing incentives beyond provincial mandates. Developed through a collaboration between Planning, Engineering, and Building Departments, the pilot model of the Concierge Program is complete, with rollout underway. The program collaborates with select developers/builders to streamline the permitting and approval process, addressing information gaps and improving efficiency for community-prioritized housing projects.

The Inclusionary Zoning Options initiative is in progress, focusing on exploring the integration of inclusionary zoning requirements for mixed-use developments around transit corridors. This effort aims to expand housing choices in key growth areas, aligning with both community needs and provincial mandates. The study on feasibility, scope, and applicability in key growth areas in Maple Ridge informs future planning decisions.

 

12/31/25
Met
Increase the multi-unit housing portion of building stock by 2%.

The Wrap Around Servicing Assessment involves evaluating the Lougheed Transit Corridor Area Plan through a low-carbon resiliency lens, focusing on land use, development, and street connectivity. This assessment emphasizes Transit-Oriented Development Nodes and incorporates an equity perspective on resident mobility.

The City's Parking and Mobility Requirements are being addressed through a comprehensive review of the City's Off-Street Parking and Loading Bylaw. The bylaw was adopted by Council on December 16, 2025

12/31/26
Met
Establish benchmark timelines for internal City processes and reviews within the development application process

After considerable work throughout 2025 and 2026 the city has now established benchmark timelines for many of the internal city processes and reviews within the development application process. The focus of this work to date has been on building and engineering permits with planning processes in development and expected to be completed in 2027.  With the launch of the online portal for many permit types the systems are now in place to track the time at each stage of the process from inception to occupancy for new buildings and development permits.  This has led to more certainty and transparency for service users so that they can track their application as it moves through the steps in the portal.  Online payments and guardrails within the permit portal also reduce wait times where applications may be incomplete or sit waiting for more information from the applicant.  The new benchmarking system is critical to continuously improve the development services area and work to date has already proven very impactful such as a 75% average reduction in processing time for new home construction permits. 

12/31/26
Met
Complete alignment of CMR regulations and policies with Homes for People provincial strategy

Due to legislative changes, local governments must update regulations for small-scale multi-unit housing by June 2024. This involved aligning the City’s housing policies with provincial mandates.

On June 25, 2024, Council approved amendments for Small Scale Multi-Unit Housing (SSMUH) and designated transit-oriented areas (TOA) around key transit hubs, such as Haney Place Transit Exchange, Maple Meadows Station, and Port Haney Station. These amendments fulfill provincial housing legislation and align with the Homes for People strategy. This item is complete. 

12/31/24
Objectives
Not Defined
Improve mobility with safe, sustainable and effective transportation options
Partially Met
Include a complete east to west AAA bike route from 240th to Maple Meadows station in the 5-year Capital Plan

This project is complete with submission of cycling infrastructure requests for a complete All Ages and Abilities Cycling Connection as part of the 2025-2030 5-year Capital Plan. Projects for this route will be implemented based on available funds in consideration of competing priorities and available funding.

12/31/24
Partially Met
Install 30 secure bike and micro-mobility lockers within the civic centre area

This project is complete with installation of 5 secure bike lockers located outside of the RCMP building near the transit exchange and 5 secure bike lockers located adjacent to the Maple Ridge Leisure Centre. Staff will monitor occupancy of these locations and put forth a request to Council for additional secure bike lockers when these are near capacity for peak hours of the day (if needed). 

8/31/24
Met
Increase cycling network length by three kilometers

This key result sought to install 3 kilometres of new or improved All Ages and Abilities (AAA) cycling infrastructure by the end of 2025.  To help advance this, projects were selected that met Strategic Transportation Plan strategies to complete connections to community destinations to ensure that most residents and visitors can easily and comfortably access amenities across the City by bicycle.

3 kilometres of cycling was achieved to meet this objective along the following roadways:

  • 123 Avenue (Laity to 216) - complete (500m)
  • Donovan Selkirk AAA Neighbourhood Bikeway (216 to 222) complete (1.3km)
  • 240 Street (Kanaka Way/112 Ave to 118 Avenue) complete (1.2km)

Further work is ongoing to expand the cycling network and ensure residents and visitors can easily and comfortably cycle throughout Maple Ridge to meet their destinations.

12/31/25
Objectives
Not Defined
Develop infrastructure that positions the City to provide accessible and sustainable services while accommodating growth
Partially Met
Develop an Asset Management Strategy & Funding Plan

The Asset Management Strategy and Funding Plan is intended to support long term planning and investment allocation for the city for its core infrastructure (e.g., roads, water, sewer, facilities, etc.).  This work is being completed for the purposes of the Council Strategic Plan as it has been substantially advanced and will move into an operational focus in 2027 and beyond.  Condition and criticality assessment of transportation and utility assets has been completed. 

An RFP will be developed and advertised in 2027 to procure software to serve as a database and analysis tool to support asset management at the City. The software will be used to help determine which assets need replacement based upon condition and criticality, and the optimal timing for those replacements. A full asset management strategy for water, sewer, drainage, roads, and bridges assets will be completed following software procurement. Other asset classes may also be added.

Development of a funding strategy for asset maintenance and replacement will begin following development of the full asset management strategy.

12/31/27
Partially Met
Establish servicing plans, including green infrastructure solutions, to service 3 key growth areas

A drinking water, sewage and drainage servicing plan has been developed for the Lougheed Transit Corridor Area Plan (LTCAP). The servicing plan will continue to be refined as additional information is identified. This work now moves into an operational phase, and this initiative is completed.

The City will focus on building the LTCAP in 2025 and other servicing plans for two more additional growth areas will be considered in future years.

9/30/25