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| This key result is focused on documenting an approach to guide shared work between the City of Maple Ridge and First Nations. To date, staff have had discussion with Katzie First Nation to confirm agreements that can govern shared areas of work and consultation on City projects. Work continues to engage with Kwantlen First Nation to develop engagement protocols. | |
| Ensuring Council to Council productive relationships and meetings is a priority for the City. Working with Katzie First Nation and Kwantlen First Nation is an ongoing activity supported by the City's Intergovernmental Relations Section. in 2024 two meetings were held and these Council-to-Council meetings will be scheduled on a periodic basis going forward. This helps to maintain senior governance of the day-to-day interactions on specific projects or issues between staff of the Nations and the City. | |
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| A draft customer service framework has been developed and will be further refined over the coming months. Part of the framework includes a training program for staff to improve and enhance service delivery across the organization, along with standards and data collection mechanisms to drive ongoing improvements to standards and service experience. The rollout of the plan will have progressed significantly by the end of the first quarter of 2026. However, given the broad range of the rollout, including both corporate and departmental-level standards, data capture, and training, the end date of this Key Result has been extended to Q3 of 2026 to ensure all actions have been completed prior to closing the Key Result. | |
| Staff have started work to develop a "Voice of the Customer" program, aimed at capturing data about service users' experience with City services, Once the Voice of the Customer program is underway, the resulting data will enable staff to undertake efforts to develop service standards, and will enable the City to collect data from service users to evaluate the City's performance with respect to customer experiences. This will help inform continuous improvement of processes and service delivery. While the work has started to develop a Voice of the Customer program, given the timeline necessary to implement appropriate digital and non-digital data collection systems, along with required timeframes for establishing baseline data against which future data can be compared, this Key Result end date is being changed to Q2 2026. | |
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| Over the past year the City has undertaken a comprehensive review of its policies and met its target to review and update at least 75% of all policies. The focus of these policy reviews was to ensure that the City keeps pace with changes in our service delivery, and that policies are transparent and easily understood. We have achieved this by working across departments to promote consistency and clarity in policy development. Future work will focus on extending this by having a robust policy development and intake process that ensures that policies reflect leading practices in municipal government and provide both clarity and consistency for service users. | |
| The City implemented a strategic management software solution (ClearPoint) that creates a cohesive single place to record, track, and update progress on various plans and initiatives within the city such as Council’s Strategic Plan and various department master plans and strategies. The system was successfully implemented in June 2024. | |
| This key result involves many City departments to design a new way of reviewing and setting fees and charges for City services. The goal of this work is to make it clear and simple for service users to understand the fees they will be charged. This will improve the predictability for businesses and other service users of the fees they will be charged and will help the city to more regularly update the fees and charges based on changing costs for service delivery. This work commenced in September 2025 with a cross-departmental team reviewing the current approaches to fee setting and proposing improvements. The work is anticipated to be completed by the early part of 2026 with a new policy and other supporting documents to be presented to Council in Q1 2026 for approval.
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| An enterprise risk management approach for the City is currently under development. The purpose of this work is to support City business planning and decision making by providing an additional lens and mechanism to proactively identify and manage risks facing the organization. | |
| The Records Management Policy provides the framework that guides records management for current and future record keeping of the City. The City fulfils its mandatory responsibilities for record keeping, retrieval and destruction through this policy and it applies to all activities of the City. Departments are provided with records management training to ensure privacy of data is maintained at all times. The City acts as a responsible steward of private information of our residents and services users, and ensures at all times that record keeping meets legislated requirements to reinforce trust and transparency in the organization. | |
| Business Continuity Program Framework has been completed. Implementation of the framework and further planning work across departments commenced in Q2, 2025. This work helps departments to identify priority services in the event of an emergency and have detailed plans, roles and accountabilities to ensure minimal to no disruption to core services for residents in the event of an emergency or other major disruption. The date has been extended to reflect the project moving into implementation phase. | |
| This key result focuses attention on the need for practice for City staff with respect to emergency management. Each year the City aims to conduct an exercise to ensure management and staff are able to establish and operate an emergency operations centre (EOC) when needed. the City's Emergency Program Manager conducted an exercise on October 31, 2024 with the EOC Leadership Team. Training will be provided on EOC management to additional staff in 2025 and future EOC exercises will ensure staff skills are maintained to support the community in an emergency event. | |
| Establishing a culture of continuous improvement in our internal processes and service delivery to customers is a priority of this key result for the City. In 2024 the City established a Centre of Excellence for Continuous Improvement and this centre has been in operation for a year. The program has trained all staff in continuous improvement providing a base level of skills for process improvements with all staff and has trained two cohorts in advanced levels of continuous improvement. This has led to time and cost savings across all departments of the City as staff are empowered to make meaningful changes in process that reduce errors, decrease delays or wasted time, and make processes as simple and easy to follow as possible. This Centre also helps to improve the consistency of approach across City services. The Centre is now tracking the savings and improvements made to demonstrate the value to the community from this work. | |
| Intergovernmental relations are a critical function of the City. This involves having a thoughtful and deliberate strategy to work with other levels of government. To understand where government policy impacts the City and to manage the impacts of changes in regulations and legislation on the municipality. This Strategy was created in 2024 and was approved and is now being implemented. The Strategy outlines priorities for the City to advocate for improved government regulations and to support the City's requests for funding of major infrastructure and other key projects. | |
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| This key result focuses on incrementally improving the management of fees and charges and improving rigour in setting fees and charges and updating fees on a regular schedule.
The key result has four initiatives in the first instance. Amendments to the Maple Ridge Fees and Charges Bylaw No. 7575-2019 were undertaken in June and July 2025. Three of the four initiatives in this key result are now completed. Planning, Building, Engineering, Film, Police Services, Recreation Services, Soil Removal and General Administration Fees have all been updated for 2025 with new fees in these areas now in effect.
Work continues on further amendments to the Maple Ridge Fees and Charges Bylaw No. 7575-2019 to consolidate Fire Protection, Cemetary, Water and Sewer service fees into Bylaw No. 7575-2019. This is expected to be completed by Q4 2025.
Consequential amendments will also be brought forward to remove fees from the source bylaws once these are included in Bylaw No. 7575-2019. Also, communications have been undertaken to the community on the changes to fees through front counter signage and public notices and website and social media content. Service users will be able to refer to the Maple Ridge Fees and Charges bylaw No 7575-2019 as the single source of up-to-date fees once all consolidation is complete. | |
| The City is reviewing growth and infrastructure needs to help guide future development. Work is underway on Amenity Contribution Charges (ACCs) and Development Cost Charges (DCCs), with updates to be brought forward in the 2026 budget. These steps will assist with the costs of infrastructure required to service the new development. | |
| 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. | |