Liveable 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 Excellence
OKRCreate development application prioritization criteriaIncrease housing stock, as measured by occupied units, by 1.2% (1,284 units) by Q3 2026Secure 30 below market housing unitsIncrease the multi-unit housing portion of building stock by 2% by Q4 2026Establish 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 kilometersUpdate funding strategy for asset replacement and maintenance building off existing funding policyDevelop an Asset Management StrategyEstablish servicing plans, including green infrastructure solutions, to service 3 key growth areasFoundational Initiatives for Liveable CommunityDevelop 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 StrategyFoundational Initiatives for Climate Leadership & Environmental StewardshipConduct 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 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 projectFoundational Initiatives for Engaged, Healthy CommunityComplete 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 AnalysisImplement a net promotor score for Adventure Hub, Urban Hot Spots, and Farm Fresh experiences , set the baseline, and improve by 20%Increase film-based tourism by 10%Develop an event attraction strategy for tourist-driven events aligned with community-based eventsFoundational Initiatives for Diversified, Thriving EconomyDevelop 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 processFoundational Initiatives for Governance & Corporate ExcellenceStrengthen 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 by the end of 2026Increase community engagement with public safety services by 20% by the end of 2026 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 by Q1 2026
Update Housing StrategyCreate development application prioritization criteriaUpdate Housing Needs AssessmentConduct an incentive program feasibility assessmentDevelop pre-approved site plans for a range of housing unitsUpdate city-wide density bonusing programsIncrease staffing levels for business licensing processing Identify inclusionary zoning optionsDevelop concierge service to facilitate affordable housing developmentConduct wrap-around servicing assessment for the Lougheed Transit Corridor Area PlanReview parking and mobility requirements for transit-oriented areasComplete alignment of City of Maple Ridge regulations and policies with Homes for People provincial strategyEstablish benchmark timelines for planning department processes and reviews within the development application processDesign, Develop & Pilot Exempt Performance Management ProgramInclude a complete east to west AAA bike route from 240th to Maple Meadows station in the 5-year Capital PlanIncrease cycling network length by three kilometersInstall 30 secure bike and micro-mobility lockers within the civic centre areaUpdate funding strategy for asset replacement and maintenance building off existing funding policyEstablish servicing plans, including green infrastructure solutions, to service 3 key growth areasDevelop an Asset Management Strategy for the CityProvide update on Local Government Act - Bill 26Official Community Plan and Zoning Bylaw Update - Initial WorkDevelop a Climate Action PlanDevelop and implement green infrastructure design and maintenance specifications, guidelines, and performance standardsComplete Multi-Hazard Climate Risk and Vulnerability AssessmentConduct extreme temperature risk mapping analysisSecure Natural Resource Canada Zero Emissions Vehicle fundingDevelop master plan to reduce reliance on natural gas for all facilitiesImplement a solar energy project for a municipal facilityDevelop a framework for climate and resilience as a lens for City decision makingPhase 1: Install 20 Level 2 EV fleet chargersPhase 2: Install 20 Level-2 and 2 Level-3 EV fleet EV chargersDevelop an Urban Forest Management StrategyEstablish an inventory and baseline of bio-diversity healthDevelop a strategy to manage the health of the McKenney Creek systemDevelop City-specific criteria on financial access fundingHost 3 Rock the Block EventsComplete Recreation Facility Accessibilty AuditSupport the Maple Ridge 2024 BC Summer GamesConduct an aquatics feasibility study to contemplate a second aquatics facilityDevelop a Volunteer Retention Strategy for BC Summer Games VolunteersMaple Ridge 150 Celebration EventsConduct an Arts, Culture, Events & Heritage Services ReviewTransition the Public Art guidelines into a policy for Council endorsementFire Master Plan #17 Career Suppression CapacityFire Master Plan #20 Prevention BranchFire Master Plan # 3 Corporate Integration - 2025 continuationFire Master Plan # 8 Climate Change & # 28 ApparatusComplete a de-integration transition plan for Ridge Meadows RCMPFire Master Plan # 31 Emergency Program ResourcingDevelop a Community Safety Action PlanIncrease community activity on Engage MR by 20%Develop and implement public engagement frameworkConduct a participatory budget pilot projectContract with Community Safety Expert ConsultantsImplement Heritage Grant Five-Year Pilot ProgramDevelop Heritage Related Event connected to Maple Ridge 150Implement Overnight Security Services in Downtown CoreDevelop an Incentive Strategy for new business attractionComplete business license process and digital application reviewConduct investment attraction analysis and Implementation plan for targeted industriesDevelop business retention and expansion analysis and implementation planEstablish a collaborative Tech Hub to specifically nurture the growth of technologically inclined entrepreneursCollaborate with post-secondary institutions on feasibility study to develop and sustain program training that addresses workforce needsPre-work for: Creating a formalized partnership with a post secondary institutionConduct Labour Market Gap AnalysisElectrification of Railway Lot for film (Creative BC Reel Green Grant) and continued through BC hydro incentive offerImplement Net Promoter Score for Adventure Hub, Urban Hot Spots, and Farm Fresh Experiences with a set baseline and improve by 20% by the end of 2025Develop an Event Attraction Strategy for Tourist-driven Events Aligned with Community Based EventsComplete regulatory review of eco-tourism, adventure tourism and agri-tourism policiesImplement a circular economy program to re-purpose film set materialsFacilitate Downtown Revitalization InitiativesConduct Albion Industrial Land Use and Servicing AnalysisRefresh Agricultural PlanDevelop an Indigenous Engagement and Protocol Framework Participate in regular Council to Council meetings with Katzie and Kwantlen First Nations.Develop a customer experience frameworkDevelop and implement a performance measurement framework to track customer service improvement over timeImplement an Enterprise Performance Management systemComplete a Policy ReviewDevelop the City's Intergovernmental Relations Strategy Develop and implement a corporate risk management framework Facilitate the development of a Business Continuity ProgramImplement a continuous improvement Centre of ExcellenceComplete development of a records management frameworkConduct one Emergency Operations Centre exerciseOptimize the City’s business and financial planning processDCC Bylaw Amendment Review and consolidate Building Services Department feesReview and consolidate Soil Removal, Tree Protection and Highway & Traffic feesReview and consolidate Fire Protection, Cemetery, Water Service and Sewer Service feesReview Police Services Fees and ChargesUpdate Financial Sustainability PolicyProtect and conserve 9 hectares of landDesign, Develop and Implement Learning and Development FrameworkCommence Negotiations and Collective Bargaining with IAFF for 2022 onwardsCommence Negotiations and Collective Bargaining with CUPE for 2023 onwardsInitiate HRIS requirements gathering and feasibility studyDesign Occupational Health & Safety Strategic PlanHost one regional Leadership Summit in 2024Seek funding and apply for tree planting grants to support tree planting effortsDevelop Archaeological Management PlanFire Master Plan #24 New Fire StationsParks - tree planting event with the communityUpdate bylaws, policies and the OCP to reflect the direction of the Urban Forest Management Strategy, starting with the Tree Protection and Management BylawImplement the customer experience framework including training and process improvement to enhance service deliveryConduct Staffing Model AssessmentDeliver a Social Wellbeing Pilot Program Archeological Protection, Preservation and Management Policy Optimize Reporting StructuresImplement Succession Planning ModelSupport action plans by delivering proactive policing through targeted warrant executions, curfew checks, bail compliance monitoring and targeted surveillance of prolific offenders.Create a baseline of data for 2025 to measure the number of foot and bike patrols, joint RCMP and Bylaw safety walks and other community engagements to enable tracking and reporting on the Key result. Establish a one-city fees and charges methodology that can be codified as a City policy governing fees and charges annual review and updates.
Engaged, Healthy Community
City of Maple Ridge Corporate Plan

Engaged, Healthy Community Priority Statement

We provide dynamic public spaces for our residents to engage with their community and maintain an active lifestyle. Our citizens are proud to be from Maple Ridge and celebrate our history and culture. Residents feel safe and supported by their community and municipal services
Not Started

Initiative Status Snapshot
Engaged, Healthy Community

Loading...

Chart

Pie chart with 6 slices.
Initiative Status Snapshot (Chart Type: Pie) Plot Bands In Progress: 33.3% (10) Needs Attention: 0.0% (0) Under Review: 3.3% (1) Not Started: 6.7% (2) Complete: 56.7% (17) Not Updated: 0.0% (0)
End of interactive chart.

Status Legend

Symbol Status Title
  Key Result or Initiative in Progress

Key Result Partially Met - No Further Action

Key Result Fully Met - No Further Action

Initiative Complete

Initiative Under Review

Initiative Needs Attention

Key Result or Initiative Not Started

Key Result or Initiative Not Met
Key Results
KR End Date
Initiatives
Initiative End Date
Initiative Status Icon
Initiative External Update
Q1-25
Q2-25
Q2-25
Objectives
Not Defined
Build and celebrate community pride, strengthening community connections to foster a sense of belonging
In Progress
Conduct a Recreation Facility Feasibility Study
11/28/25
Conduct an aquatics feasibility study to contemplate a second aquatics facility
11/28/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The feasibility study's second phase of engagement, occurred from April 23 to May 25, and included the goals to inform and consult on three major recreation initiatives to support the growing needs of the community:

  • A proposed aquatic and recreation facility at Hammond Community Park
  • An arena expansion at Albion Fairgrounds
  • The planning of two baseball fields (Hammond Stadium and Larry Walker Field) to a new stadium-style ballpark at the City-owned Maple Ridge Golf Course, repurposing the site to its original intended use as the City's largest public park.

5 open houses, a public survey and user group workshops occurred during the engagement period.  The feedback is now in the final stages of assessment, and staff are preparing for a report back to Council this summer. 

Objectives
Not Defined
Promote a vibrant arts and culture community
In Progress
Implement Public Art streams to support the new Public Art Policy and Handbook
12/31/25
Transition the Public Art guidelines into a policy for Council endorsement
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The City is committed to developing a policy for Public Art that reflects the importance of arts and culture to the vibrancy and liveability of the community.  Staff continue to work with internal and external interest holders to identify the scope and specific provisions of the policy.  The project is on track to complete as intended by the end of 2025.

In Progress
Conduct an Arts, Culture, Events & Heritage Services Review
12/15/25
Conduct an Arts, Culture, Events & Heritage Services Review
12/15/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The completed service review (needs assessment) will provide the City with recommendations for future focus areas and or improvements in the provision of services as it relates to arts, culture, events and heritage.  Research and data gathering and comparative analysis is well underway and will be completed in the coming months.  In June, community engagement kicked off with sounding board pop ups at local community events and in July, key interest holder workshops, launch of an online youth engagement tool, and a roundtable will occur with the Engaged, Healthy Advisory Committee. 

Objectives
Not Defined
Ensure the safety and enhance the well-being of residents
In Progress
Develop a Community Safety Action Plan
9/30/26
Develop a Community Safety Action Plan
9/30/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The Community Safety & Wellbeing Workplan has now been finalized and is in the final stages of review. A cross-functional Social Wellbeing Action Team was formed to advance the objectives within the workplan.

In Progress
Complete a de-integration transition plan for Ridge Meadows RCMP
4/1/26
Complete a de-integration transition plan for Ridge Meadows RCMP
4/1/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The Ridge Meadows RCMP de-integration project remains on track, with both Maple Ridge and Pitt Meadows preparing to launch independent police detachments by spring 2026. The steering committee continues to hold regular meetings, and several key decisions have been documented to guide the implementation of tasks scheduled for the third quarter.

In Progress
Strengthen 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.
12/31/25
Conduct Staffing Model Assessment
12/31/25
Under Review
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

This work relates to ensuring that the financial model for fire service staffing was adequately established to provide line of sight on key metrics.  The project is now well underway and will provide enhanced data capture and visualization as well as financial tracking to support continued evolution of the fire service staffing.  

Optimize Reporting Structures
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The fire service is working to implement a new organization chart that better supports the delivery of fire department services. The organization chart will further clarify role and accountabilities and inform position descriptions and lateral (internal and external) accountabilities. This will optimize staffing of critical positions and reporting lines to support community safety and wellbeing. 

Implement Succession Planning Model
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

This work is focused on ensuring that attraction and retention of staff in the Fire and Emergency Program has a clear process and plan to support good succession planning as staff retire from service.

The Fire Leadership Team and HR are planning to bring together a working group (including IAFF and management group representatives), to develop a succession plan based on existing practices and collective agreement considerations. Progress to confirm a model is expected in Q3, 2025. Once the model has been reviewed and confirmed, work will begin to implement the agreed model. 

In Progress
Undertake a social wellbeing pilot program to enhance service delivery to marginalized populations
6/30/26
Deliver a Social Wellbeing Pilot Program
6/30/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The goal of the project is to advance Council Strategic Priorities of a Livable Community, and an Engaged and Healthy Community.

Communications Plan

The communications planning process has begun, and will include brand development, webpage on the City website, media release, and social media assets.

Social Wellbeing Team

A dedicated Social Wellbeing Action Team is being formed by the newly appointed Manager of Community Safety and Wellbeing. The team includes representation from Bylaw & Community Safety, Community Planning, Recreation, and Intergovernmental Affairs.

The Social Wellbeing Pilot represents a proactive approach to fostering community safety, social inclusion, and data-driven decision-making. The integration of diverse interest holders and structured planning methodologies ensures the success and sustainability of this initiative.

Not Started
Target prolific offending by implementing 20 individualized action plans by the end of 2026
12/31/26
Support action plans by delivering proactive policing through targeted warrant executions, curfew checks, bail compliance monitoring and targeted surveillance of prolific offenders.
12/31/26
Not Defined
City of Maple Ridge Corporate Plan
Not Started
City of Maple Ridge Corporate Plan

This is a new initiative in Q3 2025, led by Police Services and the RCMP. It focuses on reducing prolific offending over time by proactively targeting known offenders and disrupting the behaviours that lead to repeat offending. It will continue throughout 2025 and 2026. 

Not Started
Increase community engagement with public safety services by 20% by the end of 2026 as measured by the number of foot and bike patrols, and joint RCMP & Bylaw safety walks.
12/31/26
Create a baseline of data for 2025 to measure the number of foot and bike patrols, joint RCMP and Bylaw safety walks and other community engagements to enable tracking and reporting on the Key result.
12/31/26
Not Defined
City of Maple Ridge Corporate Plan
Not Started
City of Maple Ridge Corporate Plan

This is a new initiative in Q3, 2025.  The focus is to gather data on and increase the number of engagements that Police Services and Bylaws have with the community.  Over time this baseline data for 2025 will enable the city to demonstrate the increase in community engagement per the key result of 20% and demonstrate to the community the importance of proactive public safety services. 

Objectives
Not Defined
Foundational Initiatives for Engaged, Healthy Community
In Progress
Foundational Initiatives for Engaged, Healthy Community
N/A
Contract with Community Safety Expert Consultants
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Expert Community Safety Consultant agreement signed for 2025. 

Implement Heritage Grant Five-Year Pilot Program
9/30/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The Heritage Grant Pilot Program stems from the 2013 Heritage Plan and is built on and further supported by the recently endorsed Heritage Plan 2024 - 2034 as identified under Goal 4: Support Community Conservation Action 4.3. 

The Heritage Grant Program is currently a pilot program intended to help conserve our community’s heritage by providing financial support for eligible heritage projects led by residents, organizations, and members of local First Nations.

Applications for the pilot year of this program are currently under review. 

Develop Heritage Related Event connected to Maple Ridge 150
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Completed

Implement Overnight Security Services in Downtown Core
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

After the successful pilot that addressed concerns raised at the Downtown Maple Ridge Business Improvement Association Safety and Security Committee, City staff coordinated a continuation of the overnight security service with Westridge Security. There is now mobile security service 24 hours a day, with 8 hours contracted to the BIA, and 16 hours contracted by the City. The contract is currently being held by the Manager of Bylaw, Licensing and Community Safety. 

Engaged, Healthy Community Completed Key Results

Key Results
KR End Date
Initiatives
Initiative End Date
Initiative Status Icon
Initiative External Update
Q1-25
Q2-25
Q2-25
Objectives
Not Defined
Provide a diversity of inclusive and accessible recreation opportunities
Met
Conduct Recreation Facility Accessibility audit to Rick Hansen Guideline standards
4/30/25
Complete Recreation Facility Accessibilty Audit
4/30/25
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Facility audits have been completed on the Maple Ridge Leisure Center and Planet Ice by the Rick Hansen Foundation in 2024. From this, $90,000 in funding is available for accessibility improvements. After discussions, review and accessing needs and priorities, the decision was made to use these funds to renovate the front counter area at the Maple Ridge Leisure Center as it is not fully accessible, equitable or inclusive to all users.

 

Met
Ensure at least 70% of residents, as measured by households, have access to one free community event within a 15-minute walk of their home
12/31/24
Host 3 Rock the Block Events
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The city hosted 2 Rock the Blocks in August. August 10 was held at Hammond Park and Aug 24 was rescheduled from June (due to weather) at Blaney Hamlet. Each event saw over 500+ Neighbours and visitors participating. There were food trucks, Kids Zone, DJ & dance tutorials, live music, and more. The Maple Ridge Musuem ran an engagement tent with games & education on the history of Maple Ridge and Katzie People in collaboration with the Katzie First Nations. MLA Lisa Beare joined the 2 events with an engagement tent giving away popcorn and other treats. Artist, Carly Bouwman, completed her 4th community engagement mural where residents were invited to help paint a large mural representing their neighborhood (north Maple Ridge). This mural is part of the larger MR150 public art project and will be unveiled on September 14.   

With the 3 Rock the Block locations and other free programming throughout the summer across Maple Ridge (including Hot Summer Nights at Firefighters Park and Music on the Wharf, and festivals at Memorial Peace Park) 67.64% of the population was 15 minutes walking distance of a free city sponsored event.  

 

 

Met
Increase participation in subsidized recreation programs by 10% through the development of City-specific criteria on financial access funding
12/31/24
Develop City-specific criteria on financial access funding
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The initiative is now complete. As a result of this work, staff have taken the extra step and are developing a process to update financial access funding to the community that is in alignment with neighboring cities and aligns with the demographics (current and future) and needs of the city of Maple Ridge residents. 

Objectives
Not Defined
Build and celebrate community pride, strengthening community connections to foster a sense of belonging
Met
Support the Maple Ridge 2024 BC Summer Games
10/31/24
Support the Maple Ridge 2024 BC Summer Games
10/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The weekend of the Maple Ridge 2024 BC Summer Games wrapped up on July 21, 2024, however work remained to complete such administrative tasks such as inventorying the Summer Games equipment and preparing for transfer to the 2026 Winter Games in Trail-Rossland.   The Board of Directors and City staff have now completed those tasks.  

Met
Develop and deliver four events to celebrate the 150th Anniversary of Maple Ridge
12/31/24
Maple Ridge 150 Celebration Events
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

On September 14, 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 at 12Noon in the bandstand.  

Met
Increase participation in City supported volunteer programs by 10%
6/30/24
Develop a Volunteer Retention Strategy for BC Summer Games Volunteers
6/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Volunteer resource room at MRLC will start hosting drop-in hours in the Fall. Space will be hub for Rec Services, Events and Volunteer activations. Will support Our Neck of the Woods as Volunteer HQ.  

Objectives
Not Defined
Ensure the safety and enhance the well-being of residents
Met
Operationalize Phase 1 of the Fire Master Plan
12/31/25
Fire Master Plan #17 Career Suppression Capacity
9/1/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Recruitment for the additional Suppression FF's is complete. Written tests have been completed as has the endurance/skills assessment components. Panel interviews have been completed and for those candidates moving forward, they were scheduled for ride-a-longs and finally an interview with the Fire Chief. 11 Suppression firefighter positions were filled (7 from the POC ranks) and are currently being onboarded through an 8-week training regiment..

These additional 11 FF's will result in the city having a second fire unit available to respond from Fire Hall 1. Training is completed and new hires are scheduled on shift.

Fire Master Plan #20 Prevention Branch
12/31/25
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Posted two positions in order to support Community Risk Reduction initiatives related to Prevention and Public Education.  Final interview with the Fire Chief scheduled for early September. Working through final stage with HR for job offers. 2 candidates offered positions. Both accepted. Onboarded November 12, 2024.

Fire Master Plan # 3 Corporate Integration - 2025 continuation
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Building strong corporate relationships with Fire and multiple CMR departments. Collaborating with Bylaws, Planning, Building, Legislative Services, IT, HR and RCMP to achieve corporate goals.  

  1. Policies and bylaws have been evaluated and a successful transition of the response to burning complaints from Fire to Bylaws along with the record management of all burning permits has been completed. The same goes for the vacant boarded processes. The response has become streamlined with Bylaws now responding to vacant properties in the City. Year one complete. Smooth transition. 

 

Fire Master Plan # 8 Climate Change & # 28 Apparatus
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

28 Apparatus have been successfully deployed. 

Implementation of an EV emergency response Squad Unit. Electrical infrastructure has also been installed.

Vehicles are outfitted and branded. Staff completed orientation and training. EVs are now fully operational.

Fire Master Plan # 31 Emergency Program Resourcing
7/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Successfully recruited a Corporate Emergency Program Manager. Engagement with Metro Vancouver has resumed with dialogue related to the Lower Fraser River Floodplains regional actions as well as Wildfire interface challenges.

Fire Master Plan #24 New Fire Stations
10/31/24
Under Review
City of Maple Ridge Corporate Plan
Under Review
City of Maple Ridge Corporate Plan

Discussions are underway on preplanning of future fire hall locations based on expected growth in the city for residential, industrial, and commercial.

Objectives
Not Defined
Improve community engagement with the City
Met
Establish a public participation and engagement framework
3/31/25
Develop and implement public engagement framework
3/31/25
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Council officially approved the City’s new Community Engagement Framework and the updated Corporate Communications and Engagement Policy at the March 25 Council meeting.

The newly 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. 

Met
Increase community activity on Engage MR by 20%
12/31/24
Increase community activity on Engage MR by 20%
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

In January 2023, the City launched Engage Maple Ridge, an online community engagement platform where residents can learn about City initiatives, have a say on decision making and connect with staff and neighbours on projects that matter to you.an online consultation platform to create a consistent, accessible, and user-friendly online engagement experience. In 2023, the City undertook 15 engagement projects. As of the end of March, the City has undertaken 7 engagement projects in 2024.

In 2023, there was 15,800 visitors to the site with 2900 engaged visitors which means they participated, 6700 informed visitors, which means they viewed/visited a page and 11,900 aware visitors who visited at least one page.

As of March 2024, there has been 16,300 visitors to the site, 3600 engaged visitors, 6700 informed visitors and 13,100 aware visitors.

Not Met
Conduct a participatory budget pilot project
9/30/24
Conduct a participatory budget pilot project
9/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan
  • Options proposed to Council on July 23 Workshop
  • Council directed staff to not progress with the initiative due to existing priority projects
  • This initiative will be removed from future reporting