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Corporate Strategic Plan - District of Maple Ridge
CORPORATE STRATEGIC PLAN
Vision 2025
The District of Maple Ridge is among the most sustainable communities in
the world. As a community committed to working toward achieving carbon
neutrality, residents experience the value of a strong and vibrant local
economy and the benefits of an ongoing commitment to environmental
stewardship and creation of stable and special neighborhoods. Maple Ridge
is a world leading example of thoughtful development and a socially
cohesive community, especially as it relates to the use of leading edge
“environmental technologies,” social networks and economic development.
Other municipalities consistently reference the District of Maple Ridge for
its innovative approaches to dealing with seemingly intractable challenges.
Mission
A safe, livable and sustainable community
for our present and future citizens.
Value Statements
Leadership To encourage innovation, creativity, and initiative.
Service To be fair, friendly, and helpful.
Reputation To stress excellence, integrity, accountability, and honesty.
Human Resources To recognize that our people are our most valuable resource.
Community To respect and promote our community.
Stewardship To consider the long-term consequences of actions, think broadly
across issues, disciplines and boundaries and act accordingly.
Corporate Strategic Plan - District of Maple Ridge – Page 2
District of Maple Ridge
Corporate Strategic Plan
Last revised May 27, 2007
Corporate Strategic Plan - District of Maple Ridge – Page 3
Strategic Focus Areas
Community Relations
Vision 2025
Maple Ridge residents and business owners report very high levels of
satisfaction with the District’s efforts to keep citizens informed of
municipal plans and projects and to ensure citizens are aware of when and
how they can participate in civic processes.
Key Strategies
• Provide a continuum of opportunities that encourage and enable citizen participation in local
government and local government decision-making.
• Develop methods to communicate on a timely basis with citizens and community groups
• Survey citizens to obtain their views on the community and their satisfaction with District
services
• Provide information about and actively promoting the actions individual citizens and businesses
can take to augment the District’s sustainability efforts
• Provide opportunities through events and festivals for growing our citizens’ sense of community
Corporate Strategic Plan - District of Maple Ridge – Page 4
Economic Development
Vision 2025
Maple Ridge made the transition from dormitory suburb to employment
magnet by carefully targeting businesses that fit within the context of the
District’s many neighborhoods. Commercial ventures were encouraged in
the accessible, pedestrian-friendly downtown and at nodes along major
roads; agricultural activities were enabled in District’s famed rural areas;
home-based businesses were encouraged and clean industry was attracted
to existing and new business parks created near key transportation
junctions and neighbourhoods. The District enjoys the many benefits of
having the majority of its residents work in the community in which they
live.
Key Strategies
• Use a formal economic development strategy, grounded in the principles of sustainability, as a
means to structure a positive business and investment climate
• Support the retention and expansion of existing local businesses that add to the quality of life in
Maple Ridge
• Identify, in consultation with community stakeholders, specific new investment and employment
opportunities
• Build a sustainable community that includes a balance of land use types
• Develop an efficient, customer-service oriented approach to the delivery of municipal services
that is timely, cost effective, friendly and efficient
• Develop and maintain high quality community documentation and promotional material to attract
investment and employment
• Preserve natural assets that could positively contribute to economic development
• Enhance the trail systems so that they can be used to enhance economic development
Corporate Strategic Plan - District of Maple Ridge – Page 5
Environment
Vision 2025
Maple Ridge continues to lead the nation in preserving and enhancing its
community’s quality of life, air, water and land. The District, long a front-
runner in the protection of environmentally sensitive areas, is one of the
first municipalities to promote green-building and innovative technologies
in residential and commercial construction and infrastructure. The
District has won a number of awards for its practices relating to energy use
in civic buildings and the municipal fleet and its support of community
waste reduction activities.
Key Strategies
• Continue to promote individual, business and community responsibility for the stewardship of
natural resources
• Identify and devise effective protective mechanisms for environmental features (such as
watercourses) and areas that require special recognition and management
• In partnership with other levels of government, adjacent municipalities, First Nations and
community groups, develop programs and projects to preserve and enhance the natural assets of
Maple Ridge
• Set targets for the purchase and installation of renewable energy sources and establish energy
efficiency goals for facilities, infrastructure, operations and fleet
• Lobby senior levels of government to change codes and regulations to promote or require the use
of “green” and innovative technology
Corporate Strategic Plan - District of Maple Ridge – Page 6
Financial Management
Vision 2025
The District’s award-winning financial, investment, purchasing and
human resources policies and practices are tightly aligned with and
contribute to the District’s continued vision of sustainability.
Key Strategies
• Construct financial plans and business plans in accordance with the adopted Financial
Sustainability Polices
• Develop multi-year financial plans that not only address immediate needs but also address the
longer-term sustainability of our community
• Use a formal, business planning framework as a means to structure decision-making and publicly
reporting our performance
• Identify methods to expand the tax base and generate non-tax revenue.
• Continue to use a user-pay philosophy
• Review policies and processes to ensure they are consistent with the corporate strategic direction
and external influences
• Provide high quality municipal services to our citizens and customers in a cost effective, efficient
and timely manner
Corporate Strategic Plan - District of Maple Ridge – Page 7
Governance
Vision 2025
Maple Ridge is a leader in voter turnout for Municipal Elections as more
than half of those eligible to vote, exercise that right. Elected officials and
District staff continue to confidently lead the community on its journey to
achieving its vision. Meaningful engagement of staff, stakeholders and
citizens ensures quality decision making. Politicians and staff model the
District’s values and consistently deliver on the commitments, goals and
objectives stated in the Strategic Plan and Business Plans.
Key Strategies
• Conduct our business in a manner that upholds and enhances the publics’ trust
• Function as an open government with the greatest possible access by citizens to information and
opportunity for engagement in decision making-processes
• Demonstrate leadership in applying and promoting the principles of sustainability recognizing
that each individual decision may not be optimal for all pillars of sustainability
Inter-Government Relations / Networks
Vision 2025
The District receives outstanding levels of support and cooperation from
senior levels of government, crown agencies, the regional district, the
school district, our municipal neighbours, First a tions, community
groups and corporate Canada because of the strong, positive working
relationships, at both the political and staff level, that have been established
and nourished over the years
Key Strategies
• Develop and maintain strong, positive working relationships with our adjacent neighbours, the
municipalities of Pitt Meadows and Mission; the Katzie and Kwantlen First Nations; our fellow
members of the Greater Vancouver Regional District and the Fraser Valley Regional District
• Enhance relationships with provincial and federal employees and politicians to further the
legitimate interests of the District
• Continue to leverage our voice and enhance our relationships with the UBCM, FCM and the
LMLGA
• Identify and promote the use of partnerships and networks with public agencies; crown
corporations; business; not-for-profit; community groups; and, volunteers to provide local
government and community services in a cost-efficient, effective and timely manner
Corporate Strategic Plan - District of Maple Ridge – Page 8
Safe and Livable Community
Vision 2025
A community development model is at the heart of the District’s success in
meeting the safety, security and social needs of the citizenry. By
networking with other levels of government, the RCMP, the School Board,
community agencies and business groups and by capacity building with
not-for-profits and neighbourhood groups all Maple Ridge residents have
their basic health, safety, shelter, food and income needs met; have access
to community services to assist them in achieving their full potential; are
able to actively participate in civic processes; and can contribute to
establishing an exceptionally strong community.
Key Strategies
• Strive for enhanced service levels, quality of life and independence by citizens and community
organizations in the delivery of leisure services and other municipal services through community
development
• Develop and implement preventative as well as reactionary plans to address the impacts of
emerging social issues on the local community and citizens through social planning and
collaboration with other levels of government and local service providers
• Work closely with the School Board, Health Authority, Regional Library, other levels of
government and other agencies to encourage the adequate provision of public services that are not
the responsibility of local government
• Establish an emergency response and recovery plan in consultation with other public sector
agencies, community groups, and other relevant stakeholders
• Establish neighbourhood and community education programs to provide citizens with information
and materials on emergency planning procedures
• Ensure development standards incorporate sustainability, crime prevention, safety and security
concepts
• Develop preventative as opposed to remediation initiatives in the delivery of fire and police
services
• Ensure that quality emergency services are delivered in a timely, effective and efficient manner
through the development of multi-year business plans, which include detailed, sustainable multi-
year financial plans
• Continue with the implementation of the Police and Fire Master Plans
• Provide a variety of parks, trails, open spaces and gathering places
• Recognize and support the important contribution of volunteers in the community
• Encourage active and healthy living among citizens through the provision of a variety of
exceptional recreational, educational and social activities
• Preserve and enhance heritage resources to provide citizens with the historic context of the
community
• Encourage citizens and the community to develop their creative potential and a strong sense of
community through the provision of excellent arts and cultural opportunities, special events,
educational and social activities
Corporate Strategic Plan - District of Maple Ridge – Page 9
Smart Managed Growth
Vision 2025
Maple Ridge has risen to the challenge of accepting growth while at the
same time protecting the quality of life and diversity of residential options
that is so important to citizens. By densifying many neighborhoods, the
District has been maintained the rural character and small-town feel of the
community. Specific neighborhood plans supported by design guidelines
and attention to the natural landscape were keys to retaining the character
of neighborhoods that experienced in-fill. A vibrant, pedestrian-friendly,
accessible downtown is the heart and gathering place for the community.
Shopping, educational facilities and utility infrastructure were developed
concurrent with the new or densified neighborhoods.
Key Strategies
• Develop a land use management and development processes that are clear, timely, open, inclusive
and consultative
• Use the Official Community Plan and the District’s Corporate Strategic Plan to ensure growth is
well managed and balances the three pillars of sustainability (social, economic and environment)
thereby enhancing the unique quality of life in Maple Ridge
• Develop land use regulations, bylaws, procedures, and practices to implement the Official
Community Plan and all other Strategic and Master Plans thereby providing clear interpretation
of the District’s direction, goals and objectives
• Manage existing municipal infrastructure through the preparation of appropriate plans to ensure
development, maintenance and renewal of parks and open spaces; roads; sidewalks; water; sewer
and stormwater systems; public buildings and, data and communications technology
• Encourage the use of adaptive technologies in new construction so that buildings are flexible to
changing needs and demographics
• Explore the introduction of innovative new infrastructure and technology (such as fibre optics,
geo-thermal power and energy from sewer systems)
Corporate Strategic Plan - District of Maple Ridge – Page 10
Transportation
Vision 2025
Maple Ridge has been able to accommodate tremendous population and
economic growth by planning growth around multi-modal transportation
routes. The District worked very closely with the regional transportation
authority to ensure that employment centres as well as neighbourhoods
accepting increased density or new medium density neighbourhoods would
be well served by public transit and a rapid transit metro line. In addition,
a third east-west route through the community was added to assist with
commercial and private vehicle traffic and all-day, two-way commuter rail
service is now a reality. The downtown area is an excellent example of
creating a pedestrian friendly environment that enables citizens and visitors
to easily explore the uptown shops and services before taking a casual stroll
down to the riverfront promenade.
Key Strategies
• Maintain and enhance a multi-modal transportation system within Maple Ridge to provide
citizens with safe, efficient alternatives for the movement of individuals and goods
• Promote alternative modes (pedestrian, bike, public transit) of travel to reduce reliance on the
automobile
• Continue to improve the walk-ability of the downtown, ensuring it is pedestrian friendly and
accessible, particularly for those with impaired mobility
• In co-operation with other regional stakeholders, identify improvements to the inter-municipal
transportation system within the Lower Mainland and the Fraser Valley