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.
Governance
City of Maple Ridge Corporate Plan

Governance & Corporate Excellence Priority Statement

Responsive and accessible government is paramount to building public trust. We build that trust through the City’s communications, transparent engagement and customer-centric service experiences. We honour our service to our community through prudent financial management, effective public policy and transparent decision-making.
Not Started

Initiative Status Snapshot
Governance & Corporate Excellence

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Chart

Pie chart with 6 slices.
Initiative Status Snapshot (Chart Type: Pie) Plot Bands In Progress: 37.9% (11) Needs Attention: 0.0% (0) Under Review: 3.4% (1) Not Started: 6.9% (2) Complete: 51.7% (15) Not Updated: 0.0% (0)
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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
Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation
In Progress
Develop the City's Indigenous Relations Strategy
12/31/26
Develop an Indigenous Engagement and Protocol Framework
12/31/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

Work is progressing well to develop an "Indigenous Engagement and Protocol Framework" to guide shared work between the City of Maple Ridge and First Nations.  To date staff have prepared a draft outline and are working to schedule meetings with the local First Nations to ratify agreements that can govern shared areas of work and consultation on City projects. 

Objectives
Not Defined
Deliver an exceptional customer experience across City services
In Progress
Develop and implement a strategy, including standards and principles, to provide exceptional customer experiences
3/31/26
Develop a customer experience framework
5/30/25
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan
  • The baseline work required to support a Customer Experience Framework is complete
  • A new initiative will track implementation of customer experience improvements and measurement through an evaluation methodology. 
  • The goal of this project is to ensure monitoring across city services to ensure continuous improvement of customer experiences as residents and visitors interact with the city to receive services 
Implement the customer experience framework including training and process improvement to enhance service delivery
3/31/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The City of Maple Ridge is advancing the implementation of its One City Experience program, a corporate-wide initiative to enhance customer service. Key preparations are underway including development of staff training and exploration of Voice of the Customer model and plan to guide implementation.

Not Started
Develop an evaluation framework for ongoing customer experience assessment
12/31/25
Develop and implement a performance measurement framework to track customer service improvement over time
12/31/25
Not Started
City of Maple Ridge Corporate Plan
Not Started
City of Maple Ridge Corporate Plan

This work involves the establishment of benchmarks and performance measures for customer service across City departments and is dependent on completion and approval of the customer experience framework.  Work on this will commence in late Q2, early Q3 2025. 

Objectives
Not Defined
Be accountable to the public through open and responsive governance
In Progress
Ensure that 75% of existing policies have been updated within the last 2 years
12/31/25
Complete a Policy Review
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

Review and amendments of policies is ongoing, including rescinding outdated Council policies. Several policies are undergoing updates and will be brought forward to Council as appropriate when completed for review. 

Not Started
Develop a One-City Fees and Charges Policy for Council Adoption by Q1 2026
3/31/26
Establish a one-city fees and charges methodology that can be codified as a City policy governing fees and charges annual review and updates.
3/31/26
Not Defined
City of Maple Ridge Corporate Plan
Not Started
City of Maple Ridge Corporate Plan

This is a new initiative and key result for Q3 2025. The focus of this work is to codify in city policy a transparent, equitable and consistent approach for setting, reviewing and updating fees and charges for city services.  This work will take place through Q3 and Q4 of 2025 and be completed by the end of Q1 2026. 

Objectives
Not Defined
Ensure the City is organizationally resilient, ready to adapt to a changing environment
In Progress
Develop and implement an enhanced risk management program
9/30/26
Develop and implement a corporate risk management framework
9/30/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

This work will commence in earnest in Q32025, and involve multiple departments to identify and assess legal, operational, reputational, environmental and strategic risks and create mechanisms to manage and mitigate risk to guide city decision making and response to crisis communications and proactive risk assessment. 

Objectives
Not Defined
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing community
In Progress
Review and consolidate City fees and charges into a single bylaw with annual review dates
12/22/25
Review and consolidate Building Services Department fees
6/30/25
In Progress
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Proposed changes to Building, Engineering, Planning and Board of Variance fees were proposed as part of an omnibus bylaw change that went forward to Council in May and received final adoption on June 10, 2025. A further amendment will be brought to Council in July 2025 to bring the new fees into effect on September 1, 2025. 

The City is committed to principles of transparency and equity in our fees, recognizing that residents have different levels of ability to manage fee increases.  Some services are more heavily subsidized because they encourage behaviours that increase quality of life for the community as a whole (e.g., admission fees for recreation services) and some are more focused on recovering a higher percentage of costs where service users benefit more directly from the service the city offers (e.g., permit fees). 

The City is working on a OneCity model for fees and charges to increase consistency of approach across departments and is committed to at least annual reviews of fees to keep them current with changing conditions. Consolidation of the fees in a single bylaw also makes it easier for service users to see all costs in one place rather than searching across multiple bylaws. Additional schedules will be added to the bylaw over time to continue this transparency. 

 

Review and consolidate Soil Removal, Tree Protection and Highway & Traffic fees
6/30/25
In Progress
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Council adopted amendments to the Maple Ridge Fees and Charges Bylaw 7575-2019 on June 10, 2025. This consolidated these fees into one bylaw. A further amendment will be brought forward in July to authorize the new fees coming into effect in September 2025. 

The City is committed to principles of transparency and equity in our fees, recognizing that residents have different levels of ability to manage fee increases.  Some services are more heavily subsidized because they encourage behaviours that increase quality of life for the community as a whole (e.g., admission fees for recreation services) and some are more focused on recovering a higher percentage of costs where service users benefit more directly from the service the city offers (e.g., permit fees). 

The City is working on a OneCity model for fees and charges to increase consistency of approach across departments and is committed to at least annual reviews of fees to keep them current with changing conditions. Consolidation of the fees in a single bylaw also makes it easier for service users to see all costs in one place rather than searching across multiple bylaws. Additional schedules will be added to the bylaw over time to continue this transparency. 

 

Review and consolidate Fire Protection, Cemetery, Water Service and Sewer Service fees
12/22/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

In June 2025 Council endorsed fee updates for several areas of city services. The City is committed to consistency, transparency and equity in its fees and charges and is working to consolidate all fees and charges into the Maple Ridge Fees and Charges Bylaw No. 7575-2019.Staff are continuing to work on review of Fire Protection, Cemetary, Water and Sewer service fees and these proposed changes will be brought forward to Council in Q3/Q4 2025 for review and approval.  

Review Police Services Fees and Charges
6/30/25
In Progress
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The City is committed to reviewing and update fees and charges to ensure accessibility of city services while maintaining a focus on cost recovery and ensuring that inflationary pressures are addressed for delivery of city services.  Staff undertook analysis of comparator municipal police services and RCMP detachments to ensure fees and charges are consistent with other similar cities.  As well, staff reviewed in comparison with other City departments to ensure consistency for basic service fees (e.g., photocopying). 

Police Services fees were included in an omnibus amendment to the Maple Ridge Fees & Charges Bylaw No 7575-2019 and received first, second and third reading at Council in May 2025.  Adoption of the fees by Council was completed on June 10, 2025. A further amendment is being brought forward to set the effective date of the fee change for Police Services as September 1, 2025. 

In Progress
Complete a major Development Cost Charges review
12/31/25
DCC Bylaw Amendment
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

In 2025, the City is undertaking a major review of the model for setting Development Cost Charges (DCC).  This work is being led by the Planning and Building Department as it is closely related to many other Official Community Plan and Area Planning pieces of work underway.  This project relates to changes to the financial model and bylaw once the planning work is completed.  Work will likely result in a bylaw amendment in Q4 of 2025 to set new charges per the model for 2026. 

Objectives
Not Defined
Foundational Initiatives for Governance & Corporate Excellence
In Progress
Foundational Initiatives for Governance & Corporate Excellence
N/A
Design, Develop & Pilot Exempt Performance Management Program
1/31/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

Performance planning framework developed. System software development in progress. Leadership & HR pilot program is underway. The pilot has progressed in the cycle with the opportunity to provide feedback and have discussions on objectives as we are half-way through the year. 

The date has been adjusted to reflect implementation of the program. 

Update Financial Sustainability Policy
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

The following policies were reviewed and adopted by Council on October 8, 2024

  • Gaming Revenues
  • Proceeds of Sale of Municipal Land
  • Staff Expenses 
  • Council Expense

Work on other financial policies continues.

Design, Develop and Implement Learning and Development Framework
12/31/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan
  • Learning & Development framework developed
  • Working with BCIT to support the L&D Framework
  • Curriculums have been defined and developed
  • Developing internal workshop series for staff on Core Competencies
  • Moving into the implementation and deployment of training starting in April 2025. The completion date for this framework has been adjusted to reflect implementation of the framework. 
Commence Negotiations and Collective Bargaining with IAFF for 2022 onwards
6/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

In July 2024 the City and the IAFF reached a collective bargaining agreement.  Retroactive payments and any other applicable salary adjustments are complete. Work for joint management union wellness program committee will progress under Chief Samson with support from Human Resources. 

Commence Negotiations and Collective Bargaining with CUPE for 2023 onwards
6/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

In May of 2024, the City and CUPE reached a collective bargaining agreement. the agreement was ratified on May 14, 2024. Retroactive payments and other applicable salary adjustments have been completed.  Metro Vancouver ratified the final agreement following referral by CUPE. 

Initiate HRIS requirements gathering and feasibility study
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

This initiative was completed in January 2025 as requirements gathering and feasibility study for a human resources information system (HRIS) has been undertaken.  This project is complete and further discussions and procurement for a new system will be initiated in 2025. 

Design Occupational Health & Safety Strategic Plan
12/31/26
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

A Strategic Health and Safety framework has been developed. Work on key foundational pillars of the program has also commenced. The Strategic plan has been drafted and reviewed, and action planning work is underway based on COR audit recommendations. Resourcing plan will be developed to separate OHS from labour and employee relations, due to the impending growth of the City of Maple Ridge. Work on implementation is ongoing for this project. 

 

Host one regional Leadership Summit in 2024
5/30/25
Not Met
City of Maple Ridge Corporate Plan
Not Met
City of Maple Ridge Corporate Plan

The City was considering hosting a Leadership focused summit event in 2025. However, it has been determined to refocus on a youth leadership summit to be organized by the Recreation Services team. This item will be revisited in the 2026 update to Council's Strategic Plan to determine if a summit event will be held in future years. 

Develop Archaeological Management Plan
7/30/25
Under Review
City of Maple Ridge Corporate Plan
Under Review
City of Maple Ridge Corporate Plan

This work is currently under review pending an update report to Council to receive further direction and budgetary decision.

Archeological Protection, Preservation and Management Policy
7/30/25
In Progress
City of Maple Ridge Corporate Plan
In Progress
City of Maple Ridge Corporate Plan

Work is underway to develop a new policy that will be brought forward to Council in Q3 2025 to govern archeological management. 

Governance & Corporate Excellence 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
Identify and commit to opportunities for the City to move forward on a path of Truth and Reconciliation
Met
Host two Council relationship-building meetings with Katzie First Nation and Kwantlen First Nation leadership
12/31/24
Participate in regular Council to Council meetings with Katzie and Kwantlen First Nations.
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Council to Council regular meetings have been established.

Meeting will continue to occur progressively throughout the year.

Objectives
Not Defined
Be accountable to the public through open and responsive governance
Met
Implement an Enterprise Performance Management system (EPM)
6/30/24
Implement an Enterprise Performance Management system
6/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Establishing a city-wide performance management system was a priority of Council to ensure transparency of city operations.  The Clearpoint system was implemented as a platform to establish, monitor and report on objectives, key results and initiatives within Council's Strategic Plan and to be used for departmental work plans, a corporate workplan and other master plans and strategies. 

Objectives
Not Defined
Ensure the City is organizationally resilient, ready to adapt to a changing environment
Met
Develop a records management program
9/30/24
Complete development of a records management framework
9/30/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The Records Management Policy provides the framework that will guide records management for current and future record keeping of the City. 

Met
Develop a business continuity program
12/31/25
Facilitate the development of a Business Continuity Program
12/31/25
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

Business Continuity Program Framework has been completed.  Implementation of the framework and further planning work across departments is commencing 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. 

Met
Conduct one Emergency Operations Centre exercise
12/31/24
Conduct one Emergency Operations Centre exercise
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

 Emergency Program Manager - Edd Bennett conducted on October 31, 2024 with the EOC Leadership Team.

 

Met
Deploy a continuous improvement program and conduct training with a cohort of staff
9/30/24
Implement a continuous improvement Centre of Excellence
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan
  • Program development is complete, transitioning to implementation
  • Since August, 502 staff members have completed the base training course
  • Two cohorts (25 staff members) have completed intermediate-level training in 2024
  • Four cross-functional process reviews—Business Planning, Civic Addressing, Communications, and Business Licensing—have been completed, with the outcomes set to be integrated into operations
  • A report summarizing progress and findings will be presented to Council in early 2025
Met
Develop an Intergovernmental Relations Strategy for relationship building and advocacy to advance key city priorities
6/30/24
Develop the City's Intergovernmental Relations Strategy
12/31/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

The strategy was completed in 2024 and implementation is underway. 

Objectives
Not Defined
Ensure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing community
Met
Optimize the City’s business and financial planning process
12/31/24
Optimize the City’s business and financial planning process
6/28/24
Complete
City of Maple Ridge Corporate Plan
Complete
City of Maple Ridge Corporate Plan

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 will be regularly reviewed to ensure it evolves as needed to meet the City's needs.