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.
In Progress
Increase revenue generated by filming in Maple Ridge by 5%
City of Maple Ridge Corporate Plan

Description

The film sector is an important contributor to the local economy and the cultural scene. The City aims to increase the total revenue generated from filming activity in Maple Ridge by 5%, reflected by growth in permits, location fees, and local business spending. This will demonstrate the city’s strengthened competitiveness and success in attracting consistent, high-value film production activity.

KR End Date

12/31/26

Complete?

No

Completed Date

N/A

KR Public Update

2025 Year End Direct Revenue to the City of Maple Ridge, which includes permit fees, locational fees, etc., came to a revenue of $735K which is an 18% increase since 2024, and a 424% increase since 2019. Although this key result has been met, the percentage increase in revenue will continue to be tracked to the end of 2026 as further gains are likely. 

The increase in revenue from filming can be attributed to the Fees and Charges bylaw that was updated in Q2 of 2025. It modernizes how Maple Ridge sets film fees by aligning costs with the size and impact of each production. Instead of a single flat rate, the bylaw uses a tiered structure: smaller productions pay lower fees, while larger, higher-impact shoots contribute proportionally more based on their use of City resources and operational requirements. Since the inception of the Film Policy, the composition of production types in Maple Ridge has continued to diversify. From 2024 alone, there has been an increase of: 200% in independent productions, 400% in shorts, and 150% in “other” productions (including PSAs, educational materials, and photoshoots). Such diversification has occurred while maintaining or increasing the volume of large-scale features and TV series filming in Maple Ridge, creating a more robust filming economy with multiple streams of revenue.

Over and above the improved fee structure, the increase is due to the large demand for the use of City owned assets for rent by the film industry as location and adjacent spaces (i.e., holding, parking, catering, etc.). We have also increased the community outreach and exposure of the film industry to Maple Ridge businesses creating a more film friendly environment. More and more productions are coming to Maple Ridge looking to achieve more complex filming activities, utilize City of Maple Ridge assets, and are staying in Maple Ridge longer (i.e., each production is averaging more shoot days in Maple Ridge).  We are experiencing a more diverse pool of productions, where MR is experiencing more TV and features, while supporting an increased number of independent and student productions, all contributing to increased direct revenues. 

Initiatives

In Progress
Host City-led film promotional events (road show) focused on film productions 
City of Maple Ridge Corporate Plan
 | 
10/1/25 - 6/30/26
In Progress
Amend Maple Ridge Fees and Charges Bylaw (7575-2019) to introduce additional filming incentives and distinguish fees for domestic and foreign productions (Q1 2026)
City of Maple Ridge Corporate Plan
 | 
10/1/25 - 6/30/26