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HomeMy WebLinkAboutCorporate Strategic Plan 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