Corporate PlanLiveable CommunityClimate LeadershipEngaged, Healthy CommunityDiversified, Thriving EconomyGovernanceCity of Maple Ridge Corporate Plan
Facilitate expanded housing diversity and supply, to promote attainabilityImprove mobility with safe, sustainable and effective transportation optionsDevelop infrastructure that positions the City to provide accessible and sustainable services while accommodating growthFoundational Initiatives for Liveable CommunityMitigate and adapt to the impacts of climate changeReduce municipal and community greenhouse gas emissions in alignment with adopted targetsEnhance and protect the health of our natural environmentFoundational Initiatives for Climate Leadership & Environmental StewardshipProvide a diversity of inclusive and accessible recreation opportunitiesBuild and celebrate community pride, strengthening community connections to foster a sense of belongingPromote a vibrant arts and culture communityEnsure the safety and enhance the well-being of residentsImprove community engagement with the CityFoundational Initiatives for Engaged, Healthy CommunityAttract, retain and expand business investment to diversify the tax base and increase local employmentExpand training and educational options in Maple Ridge to build a skilled workforce that attracts innovative businessesExplore and maximize tourism opportunities as a means to further diversify the local economyFoundational Initiatives for Diversified, Thriving EconomyIdentify and commit to opportunities for the City to move forward on a path of Truth and ReconciliationDeliver an exceptional customer experience across City servicesBe accountable to the public through open and responsive governanceEnsure the City is organizationally resilient, ready to adapt to a changing environmentEnsure organization and financial alignment to achieve Strategic Priorities and meet the needs of our growing communityFoundational Initiatives for Governance & Corporate ExcellenceFoster creative industries in Maple Ridge to generate economic activity, employment and community activation.   Facilitate revitalization of business in the downtown and across Maple Ridge to encourage local purchasing and visits to local hospitality venues.Establish the foundations of an innovation ecosystem that fosters innovative businesses in Maple Ridge
GCE Key Results QuarterlyLC Key Results QuarterlyCLES Key Results QuarterlyDTE Key Results QuarterlyEHC Key Results QuarterlyCreate 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 kilometersDevelop an Asset Management Strategy & Funding PlanEstablish servicing plans, including green infrastructure solutions, to service 3 key growth areasDevelop and adopt a Climate Action PlanDevelop and implement green infrastructure design and maintenance specifications, guidelines, and performance standardsDevelop a master plan for reducing the reliance on natural gas for all facilities and implement a solar energy projectDevelop framework for climate and resilience as a lens for City decision makingEnsure the City is green fleet ready for passenger vehicles & light-duty fleetEstablish an inventory and baseline of bio-diversity healthDevelop a strategy to manage the health of the McKenney Creek systemProtect and conserve 9 hectares of landComplete an Urban Forest Management StrategyConduct Recreation Facility Accessibility audit to Rick Hansen Guideline standardsEnsure at least 70% of residents, as measured by households, have access to one free community event within a 15-minute walk of their homeIncrease participation in subsidized recreation programs by 10% through the development of City-specific criteria on financial access fundingConduct a Recreation Facility Feasibility StudySupport the Maple Ridge 2024 BC Summer GamesDevelop and deliver four events to celebrate the 150th Anniversary of Maple RidgeIncrease participation in City supported volunteer programs by 10%Implement Public Art streams to support the new Public Art Policy and HandbookConduct an Arts, Culture, Events & Heritage Services ReviewDevelop a Community Safety and Wellbeing Action PlanOperationalize Phase 1 of the Fire Master PlanComplete a de-integration transition plan for Ridge Meadows RCMPEstablish a public participation and engagement frameworkIncrease community activity on Engage MR by 20%Conduct a participatory budget pilot projectComplete a Business Retention & Expansion (BR&E) Analysis and Implementation PlanDevelop an Incentive Strategy for New Business AttractionDevelop an Investment Attraction Strategy for targeted industries, including a value/supply chain strategyEnsure that the business licensing process and service delivery is capable of processing 20% more applications annuallyCreate a formal, collaborative partnership with a post-secondary institutionEstablish a collaborative Tech Hub to specifically nurture the growth of technologically inclined entrepreneursComplete a Labour Market and Gap 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 eventsDevelop the City's Indigenous Relations StrategyHost two Council relationship-building meetings with Katzie First Nation and Kwantlen First Nation leadershipDevelop and implement a strategy, including standards and principles, to provide exceptional customer experiencesDevelop an evaluation framework for ongoing customer experience assessmentEnsure that 75% of existing policies have been updated within the last 2 yearsImplement an Enterprise Performance Management system (EPM)Develop and implement an enhanced risk management programDevelop a records management programDevelop a business continuity programConduct one Emergency Operations Centre exerciseDeploy a continuous improvement program and conduct training with a cohort of staffDevelop an Intergovernmental Relations Strategy for relationship building and advocacy to advance key city prioritiesReview and consolidate City fees and charges into a single bylaw with annual review datesComplete a major Development Cost Charges reviewOptimize the City’s business and financial planning processStrengthen the capacity of Fire Services to support a rapidly growing community by conducting a staffing model assessment, optimizing reporting structures for efficient service delivery, and implementing a comprehensive succession planning model.Plant 750 trees by Q4 2026Undertake a social wellbeing pilot program to enhance service delivery to marginalized populations Target prolific offending by implementing 20 individualized action plans 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 Complete a review and update of bylaws and policies to align with the Urban Forest Management Strategy by December 2026Increase revenue generated by filming in Maple Ridge by 5% Attract two or more major productions to secure large scale activity in Maple Ridge Develop a baseline measure for the campaign on #FilmFriday that measures community awareness and support for the film industry using sentiment analysisIncrease engagement with local businesses by onboarding 35 businesses to the "BeWith" Hub All eligible local businesses within the downtown BIA Catchment area will be informed of the patio program Conduct a minimum of 30 interest holder and expert interviews (businesses, post-secondary, investors, tech workers, startup founders, and non-profit) to identify and confirm critical elements of a local innovation ecosystemHost 4 community innovation events and/or focus groups (targeting over 100 attendees total), aimed at building awareness and collaboration across the innovation and business community. Establish or formalize 2 strategic partnerships (or MOU) with enabling organizations that support the development of the innovation ecosystem.Secure media coverage of Maple Ridge as a destination for innovative businesses in 3 industry/regional publications. Ensure continuity of the Fire Services through implementation of a succession plan by the end of Q3 2026.
Met
Review and consolidate City fees and charges into a single bylaw with annual review dates
City of Maple Ridge Corporate Plan

Description

This key result relates to the objective of ensuring organizational and financial alignment to achieve Strategic Priorities and meet the needs of our growing community. Specifically, this work 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. Each initiative focuses on an area of fees and charges for the city. Fees that are currently captured in a variety of bylaws are reviewed first to determine when they were last updated and if there is a rationale to change the scope, structure or rate of fees and charges. Then departments prepare updated fee schedules which are proposed to Council for review and approval. Amending Bylaws are then brought forward to Council either as an omnibus amendment or incrementally as a series of amendments to progressively consolidate fees and charges into the Maple Ridge Fees and Charges Bylaw No. 7575-2019. After amendments are adopted into Bylaw No. 7575-2019 then Legislative Services and the Strategy and Continuous Improvement team support departments to implement the updated fees and prepare consequential amendments to the source bylaws from which fees now need to be removed. (e.g., Building bylaw had fees embedded throughout the bylaw but these are now consolidated into Bylaw No. 7575-2019 and a consequential amendment will update the building bylaw to remove reference to the fees.).

KR End Date

12/31/25

Complete?

Yes

Completed Date

12/31/25

KR Public Update

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. 

Initiatives

Complete
Review and consolidate Building Services Department fees
City of Maple Ridge Corporate Plan
 | 
Completed 6/26/25
Complete
Review and consolidate Soil Removal, Tree Protection and Highway & Traffic fees
City of Maple Ridge Corporate Plan
 | 
Completed 6/26/25
Complete
Review and consolidate Fire Protection, Cemetery, Water Service and Sewer Service fees
City of Maple Ridge Corporate Plan
 | 
1/1/24 - 12/22/25
Complete
Review Police Services Fees and Charges
City of Maple Ridge Corporate Plan
 | 
Completed 7/31/25