|
| Considerable work is ongoing to support the City's collaboration with local First Nations. In Q4 2025 the City signed Capacity and Guardian Agreements with Katzie First Nation as foundational agreements that will guide our engagement on projects of shared interest. A standardized process for making referrals to Katzie First Nation and Kwantlen First Nation has been introduced. A detailed workplan for Indigenous Relations activities in 2026 is currently in development. | |
| Ensuring Council to Council productive relationships and meetings is a priority for the City. Working with Katzie First Nation and Kwantlen First Nation is an ongoing activity supported by the City's Intergovernmental Relations Section. in 2024 two meetings were held and these Council-to-Council meetings will be scheduled on a periodic basis going forward. This helps to maintain senior governance of the day-to-day interactions on specific projects or issues between staff of the Nations and the City. | |
|
| A new customer experience framework was completed in March 2025 to support continuous improvement of service delivery across City departments. The implementation of this framework is now underway with the deployment of key initiatives, including the Voice of the Customer program, Corporate Customer Experience Standards, and delivery of training. | |
| The focus of the City is currently on implementation of the Corporate Customer Experience Program through the establishment initiative-specific KPIs - once these are established the evaluation framework will be further fleshed out. The goal of the evaluation framework is to have a consistent and clear methodology to evaluate the effectiveness of customer service delivery across all city departments to inform an approach of continuous improvement. | |
|
| 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. | |
| In 2025 the City undertook several updates to fees and charges in different departments and consolidated several fees out of a range of bylaws into the Maple Ridge Fees and Charges Bylaw No. 7575-2019. As part of this work a cross departmental working group has been struck to create a new policy and process for updates to Fees and Charges. A draft policy is now under review and will be brought forard to Council for adoption in Q1 2026. | |
|
| 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 initiative is due to be completed in September 2026. | |
| The Records Management Policy provides the framework that guides records management for current and future record keeping of the City. The City fulfils its mandatory responsibilities for record keeping, retrieval and destruction through this policy and it applies to all activities of the City. Departments are provided with records management training to ensure privacy of data is maintained at all times. The City acts as a responsible steward of private information of our residents and services users, and ensures at all times that record keeping meets legislated requirements to reinforce trust and transparency in the organization. | |
| Business Continuity Program Framework has been completed. Implementation of the framework and further planning work across departments commenced in Q2, 2025. This work helps departments to identify priority services in the event of an emergency and have detailed plans, roles and accountabilities to ensure minimal to no disruption to core services for residents in the event of an emergency or other major disruption. The date has been extended to reflect the project moving into implementation phase. | |
| This key result focuses attention on the need for practice for City staff with respect to emergency management. Each year the City aims to conduct an exercise to ensure management and staff are able to establish and operate an emergency operations centre (EOC) when needed. the City's Emergency Program Manager conducted an exercise on October 31, 2024 with the EOC Leadership Team. Training will be provided on EOC management to additional staff in 2025 and future EOC exercises will ensure staff skills are maintained to support the community in an emergency event. | |
| Establishing a culture of continuous improvement in our internal processes and service delivery to customers is a priority of this key result for the City. In 2024 the City established a Centre of Excellence for Continuous Improvement and this centre has been in operation for a year. The program has trained all staff in continuous improvement providing a base level of skills for process improvements with all staff and has trained two cohorts in advanced levels of continuous improvement. This has led to time and cost savings across all departments of the City as staff are empowered to make meaningful changes in process that reduce errors, decrease delays or wasted time, and make processes as simple and easy to follow as possible. This Centre also helps to improve the consistency of approach across City services. The Centre is now tracking the savings and improvements made to demonstrate the value to the community from this work. | |
| Intergovernmental relations are a critical function of the City. This involves having a thoughtful and deliberate strategy to work with other levels of government. To understand where government policy impacts the City and to manage the impacts of changes in regulations and legislation on the municipality. This Strategy was created in 2024 and was approved and is now being implemented. The Strategy outlines priorities for the City to advocate for improved government regulations and to support the City's requests for funding of major infrastructure and other key projects. | |
|
| This key result focuses on incrementally improving the management of fees and charges and improving rigour in setting fees and charges and updating fees on a regular schedule.
The key result has four initiatives. Amendments to the Maple Ridge Fees and Charges Bylaw No. 7575-2019 were undertaken in three processes in 2025. /All four initiatives are now completed. Only Cemetery fees have been deferred pending decisions on operational policy changes. These will be advanced in 2026. Planning, Building, Engineering, Film, Police Services, Recreation Services, Soil Removal, Water Sewer fees, Fire fees, EV Charging Fees and General Administration Fees have all been updated for 2025 with new fees in these areas now in effect.
Consequential amendments and repeals of previous source bylaws were also adopted by Council in 2025 to ensure that bylaws regarding fees are consistent and clear for service users, and the Maple Ridge Fees and Charges Bylaw No. 7575-2019 is the official source of fee information for the schedules covered. | |
| Amenity cost charges (ACCs) are a development financing tool that allows local governments to collect fees for amenities such as community centres, recreation facilities, libraries, daycares, and public spaces. These amenities support liveable and complete communities in areas of growth. ACCs are designed to cover a portion of the capital costs associated with the increased need for local government services arising from development (development-related capital costs) In 2025 the focus has been on addressing Amenity Cost Charges (ACC) based on new legislation and guidelines from the province. Municipalities and regional districts levy Development Cost Charges (DCC) on new development to pay for new or expanded infrastructure such as sewer, water, drainage, parks, roads, solid waste and recycling facilities, fire protection facilities, and police facilities necessary to adequately service the demands of that new development. Following the completion of the work on ACCs, the review of Development Cost Charges will commence. | |
| 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. | |