The Annual Report provides an overview of how the City advanced Council’s Strategic Priorities, delivered services, and supported the community throughout the year.
Annual Report
2025
newwestcity.ca
2025 ANNUAL REPORT
2025 ANNUAL REPORT
Table of Contents
City Council
City Council Message from the Mayor Message from the CAO
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Strategic Priorities Summary Department Accomplishments Seven Bold Steps Progress City by the Numbers
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LAND ACKNOWLEDGEMENT We recognize and respect that New Westminster is on the unceded and unsurrendered land of the Halkomelem speaking peoples. We acknowledge that colonialism has made invisible their histories and connections to the land. As a City, we are learning and building relationships with the people whose lands we are on.
FROM LEFT TO RIGHT Councillor Daniel Fontaine, Councillor Tasha Henderson, Councillor Paul Minhas, Mayor Patrick Johnstone, Councillor Ruby Campbell, Councillor Jaimie McEvoy, Councillor Nadine Nakagawa
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2025 ANNUAL REPORT
2025 ANNUAL REPORT
Message from the Mayor
Message from the CAO
On behalf of New Westminster City Council, I am proud to present the 2025 Annual Report.
While we find ourselves in a period of transition, New Westminster continues to grow and evolve, building on an extraordinary legacy of visionary city-building.
2025 was a year of growth, change, and long-term investment in the future of New Westminster. As our community continues to evolve, the City has remained focused on balancing growth with livability by planning for new housing, renewing critical infrastructure, improving transportation and mobility, and advancing climate action. The work highlighted throughout this report reflects a city preparing not only for today’s needs, but for the opportunities and challenges of the decades ahead. Housing remained one of the defining issues of the year. New Westminster continued advancing
that support local businesses, public events, and community gathering, while investments in active transportation, pedestrian safety, and transit improvements are helping create a safer and more connected city. Climate action and sustainability also remained integrated throughout the City’s work in 2025. From urban forest expansion and shoreline restoration, to energy-efficient infrastructure, EV charging upgrades, and climate- focused housing initiatives, the City continued advancing practical actions that support a more resilient and lower- carbon future. Work also progressed on the Climate Change Adaptation and Resilience Plan to help prepare for climate impacts such as extreme heat, flooding, and wildfire smoke. These efforts reflect a growing understanding that climate action is no longer separate from how we plan and build our city — it is part of how we deliver services, manage infrastructure, and prepare for the future. This report reflects the hard work and dedication of City staff, community partners, volunteers, businesses, and residents who continue to help shape New Westminster. Thank you for your ongoing involvement, your ideas, and your commitment to this community. New Westminster continues to grow and change, but our shared commitment to building a connected, resilient, and people-centred city remains strong. It is an honour to serve as Mayor of this extraordinary community.
Joining the City in January in the role of Chief Administrative Officer, I approach this community, team, and work with deep respect for the leadership that shaped the accomplishments reflected in this report. Over a 33-year career at the City, former CAO Lisa Spitale stewarded many of the projects and policies that continue to define New Westminster today, from award-winning civic facilities and public spaces to progressive housing and social policy initiatives. It became immediately clear that our team cares deeply about the work we do and the residents we serve. Across the organization and throughout the city, I have witnessed a strong commitment to collaboration and innovation. Whether strengthening inclusion and accessibility, responding to complex social challenges, or improving the way services are delivered, the accomplishments highlighted throughout this report reflect an organization that continues to lead bravely, with care and purpose. The organization prioritizes working with and for the community. Across departments, our teams are focused on creating spaces and practices, through a mindset of being welcoming, accessible, collaborative, and responsive to residents. From inclusive recreation and library programs to expanded public engagement opportunities and stronger partnerships with the business community, schools, non-profit organizations, and community agencies, the work we do and how we do it reflects a growing emphasis on meaningful relationship- building and community connection.
This evolution is evident in the City’s new corporate brand identity, developed through extensive public dialogue and informed by reconciliation work. More than a visual change, the updated brand represents a broader commitment to ensuring residents see themselves reflected in the City they call home and in the services provided by their local government. At the same time, the City continues responding to complex social challenges through coordinated and partnership-based approaches. The Crises Response Pilot Project expanded outreach, operational coordination, and collaboration with service providers, faith groups, health partners, and businesses to better support individuals experiencing homelessness, mental health, and substance use challenges. This work reinforces the importance of collaboration, kindness, and long-term relationship-building by supporting everyone in our community, especially those most vulnerable and equity- denied. Thank you to the team, Council, community partners, and residents for showing up the way you do. For being dedicated to each other with care and not backing down from challenging work – work that made the accomplishments in this report possible. New Westminster is a city with a strong sense of self and purpose, a willingness to lead bravely, and people who are passionate about their home. I am grateful for the opportunity to be part of this team and look forward to deepening the relationships and partnerships across the organization and throughout the community in the years ahead.
housing choice and long-term housing planning through new
provincial housing legislation, Transit Oriented Development Areas, and the Townhouse Program. More than 1,200 housing units received occupancy in 2025, including major developments in Downtown and Sapperton. At the same time, the City continued strengthening renter protections and supporting affordable, supportive, rental, and student housing projects. This work reflects a recognition that housing is essential to the long-term health, stability, and inclusiveness of our community. The City also continued making significant investments in infrastructure, transportation, and public spaces that improve everyday life for residents while supporting future growth. Major upgrades to underground infrastructure, utilities, civic facilities, parks, and transportation networks strengthened reliability, accessibility, and climate resilience across the city. Public realm improvements in Uptown created more welcoming and walkable spaces
PATRICK JOHNSTONE Mayor, Commissioner
DONNIE ROSA Chief Administrative Officer
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2025 ANNUAL REPORT | STRATEGIC PRIORITIES
STRATEGIC PRIORITIES | 2025 ANNUAL REPORT
Council’s Strategic Priorities Plan guides the City’s work throughout the 2023–2026 term, focusing efforts on areas that matter most to the community. The Plan provides direction for how we deliver services, invest in infrastructure, and respond to emerging needs — framed by key commitments to reconciliation, public engagement, climate action, environmental responsibility, and diversity, equity, inclusion, and anti- racism (DEIAR). The following section provides provides a brief overview of each priority and shares some of the key accomplishments from the past year that demonstrate how this plan is being put into action.
Strategic Priorities Summary
2025 ANNUAL REPORT | STRATEGIC PRIORITIES
STRATEGIC PRIORITIES | 2025 ANNUAL REPORT
Community Belonging and Connecting
Homes and Housing Options
The social and cultural make-up of New Westminster has fundamentally changed and is more diverse now than ever. The City aims to foster a community in which everyone feels they belong and has the opportunity to connect and contribute.
The City is a recognized leader in housing, advancing housing options across all spectrums, from emergency shelters to market units. The City will intensify its focus on housing by making a bold commitment to be even more ambitious in how it tackles the ongoing housing crisis.
In 2025, the City continued investing in community spaces, programs, and events that helped residents feel welcome, connected, and included. Free and accessible events such as Bright in the Park, Moonlight Movies, and Canada Day created opportunities for residents and visitors to gather and celebrate together. Exhibitions, performances, workshops, and programs at Anvil Centre fostered creativity, learning, and cultural understanding. New recreation offerings such as Women’s Only and All Bodies swims and gymnastics lessons in ASL improved accessibility and inclusion for residents. Social meals at Century House helped foster connection for seniors, while shared activity spaces at the Library created welcoming places for residents to connect over puzzles or chess. The Library also established an Interfaith Prayer and Meditation Space, helping ensure all residents and visitors feel welcome and supported.
The City expanded support for community-led initiatives through increased community grant funding, helping local organizations deliver programs, events, and services that strengthen neighbourhood connections and community involvement. Partnerships with schools and non-profit organizations also improved access to recreation, learning, and support services. A refreshed Be Heard New West platform helped make public engagement more accessible and inclusive, with a focus on reducing barriers and reaching underrepresented voices. The City also adopted a new corporate brand identity shaped through extensive public engagement and informed by reconciliation work. The updated logo better reflects the broad history of New Westminster, along with the values, diversity, and evolving identity of the community today.
In 2025, the City made progress on increasing housing choice and long-term housing planning across the city. More than 1,200 housing units received occupancy during the year, including major developments in Downtown and Sapperton. Work progressed on implementing new Provincial housing legislation, expanding Transit Oriented Development Areas, advancing the reGENERATE vision for the 22nd Street Station area, and rolling out the Townhouse Program. The City streamlined approval processes and implemented new Provincial financing tools to help accelerate housing delivery. Affordable, supportive, and rental housing initiatives also moved forward, alongside new protections for renters and vulnerable residents. This included approval of an 89-unit BC Housing project operated by Aunt Leah’s Place to support vulnerable young women, along with new rental
and student housing developments across the city. A new Inclusionary Housing Policy was developed to help increase affordable housing delivery, while Guiding Principles for a future Tenant Assistance Policy were created to support renters impacted by redevelopment. Climate-resilient and energy-efficient housing initiatives remained a focus throughout the year. In response to increasing extreme heat events, the City amended its rental housing bylaw to prohibit landlords from restricting portable cooling devices in rental units and progressed work on the Vulnerable Buildings Assessment project to address overheating risks in older rental buildings. Through Energy Save New West, homeowners accessed rebates, financial incentives, multilingual workshops, and pilot programs supporting home energy upgrades, heat pumps, and energy efficiency improvements.
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2025 ANNUAL REPORT | STRATEGIC PRIORITIES
STRATEGIC PRIORITIES | 2025 ANNUAL REPORT
People-Centered Economy
Safe Movement of People
New Westminster’s economy needs to serve its local community. To that end, the City works to create conditions that provide business opportunities and sustainable employment, and to build relationships that ensure quality jobs and enhanced livability for our community.
To make New Westminster safer, more equitable, and more accessible for all people, the City will continue to improve the transportation network with a focus on active transportation and public transit.
In 2025, the City continued investing in commercial areas, cultural spaces, and public gathering places that support local businesses and attract residents and visitors. Uptown public realm improvements transformed sections of Sixth Street and Belmont Street into more walkable and welcoming spaces that support local businesses, community events, and street activity. Work also continued on the Citywide Retail Strategy, including bylaw changes aimed at encouraging more active street-level businesses and commercial areas. Downtown businesses and public spaces continued to receive coordinated support through partnerships with local business organizations, operational response teams, and beautification initiatives. Efforts focused on improving safety, cleanliness, and the overall experience in areas impacted by homelessness, mental health, and substance use challenges. Partnerships with the Chamber of Commerce also supported business education, networking, and collaboration opportunities.
Arts, culture, entertainment, and film activity continued contributing to the local economy. Programming and events at Anvil Centre helped draw residents and visitors Downtown, while the ongoing Massey Theatre renovation project represented a major investment in the city’s performing arts sector. Film activity reached a new milestone in 2025, with approximately $1.7 million in direct spending reported to local residents and businesses. The City also supported long-term economic growth through sustainability, technology, and business development initiatives. The BC Green Business Pilot helped local businesses improve sustainability practices, while BridgeNet streamlined digital service connections for businesses and existing buildings. Work also began on updating the City’s Economic Development Plan.
In 2025, the City continued improving transportation safety, accessibility, and mobility across New Westminster through investments in walking, cycling, transit, and public spaces. Major projects included completion of the Uptown Plaza and Sixth Street Streetscape project, upgrades to the Seventh Street and Seventh Avenue active transportation corridors, pedestrian safety improvements, sidewalk widening, and traffic calming measures. A section of Uptown Sixth Street and Belmont Street was also transformed into a more people- focused public space that supports walkability, accessibility, and community gathering.
The City also improved transit and mobility options by renewing the Q to Q Ferry service contract, implementing bus speed and reliability improvements, supporting TransLink’s BC Parkway upgrades, and finalizing a long-term bus shelter renewal and expansion program. Work also continued to strengthen road safety through initiation of the Vision Zero Task Force and completion of a safety review of the Sixth Avenue and Second Street intersection.
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2025 ANNUAL REPORT | STRATEGIC PRIORITIES
STRATEGIC PRIORITIES | 2025 ANNUAL REPORT
Asset Management and Infrastructure
New Westminster needs resilient infrastructure to deliver core services that support the community’s health, safety, and wellness needs today and into the future. The City works to improve its asset management practices and decision-making through inter- departmental collaboration.
In 2025, the City continued renewing and modernizing infrastructure across New Westminster to support long-term growth, climate resilience, and reliable public services. In the West End, major underground infrastructure upgrades combined sewer separation, watermain replacement, and green infrastructure features such as rain gardens to improve drainage and long-term system sustainability. The City also completed the Boundary Pump Station project, structural repairs along the Esplanade, and shoreline restoration and dyke improvements in Queensborough to help protect critical infrastructure and improve environmental resilience.
Major upgrades to civic facilities, parks, and utilities also progressed throughout the year. Renewal projects at Massey Theatre, fire halls, engineering facilities, and Queen’s Park improved accessibility, energy efficiency, safety, and long-term asset reliability. Parks infrastructure improvements included playground renewals, durable all-weather surfaces, and modernization of irrigation systems to improve water efficiency. The Electrical Utility also completed distribution circuit renewals, expanded underground electrical infrastructure, replaced end-of-life public EV charging stations, expanded charging infrastructure at City facilities, and finished Advanced Metering Infrastructure meter replacements for all residential customers.
The City also advanced climate resilience and emergency preparedness through planning, technology, and operational improvements. Work continued on development of the Climate Change Adaptation and Resilience Plan to help prepare for climate impacts such as extreme heat, flooding, and wildfire smoke. New Geographic Information System (GIS) tools, digital asset tracking systems, and business continuity planning improved coordination, maintenance management, and emergency response readiness across departments. The City also expanded fibre connectivity through BridgeNet and modernized fire records systems to support more reliable and resilient operations.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS
DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
The following pages highlight the accomplishments of each department in 2025, showcasing the wide range of work City staff undertook to deliver services, improve operations, and support the community.
Department Accomplishments
From frontline programs and major capital projects to behind- the-scenes improvements in policy, planning, and infrastructure, these accomplishments reflect the dedication, innovation, and collaboration that drive the organization forward.
2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | COMMUNITY SERVICES
COMMUNITY SERVICES | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Completed an independent review of the City’s social media channels and worked with a consultant to develop a new content framework to improve communication effectiveness and efficiency. Updated social media participation and moderation guidelines to support respectful, productive engagement across the City’s digital channels. Began the City’s website redevelopment project by selecting a development partner and hiring dedicated project staff. The new website will meet modern accessibility standards and improve the user experience. Economic Development Continued implementing the Retail Strategy, including developing bylaw changes to encourage more active and vibrant street- level uses.
Began updating the Economic Development Plan to establish a renewed economic vision and support a strong local environment for business and investment. Partnered with the Chamber of Commerce on initiatives that supported business education, networking, collaboration, and commercial area beautification. Supported businesses through licensing application and renewal processes, with overall business licence activity continuing to grow. Public Engagement Launched a new cohort of the Community Advisory Assembly, incorporating improvements informed by the pilot program evaluation. Introduced a refreshed Be Heard New West online engagement platform to make public
participation easier and more accessible. Led engagement on a range of City initiatives and services, including housing, library services, parks and recreation, and public toilets, with a focus on reducing barriers and reaching underrepresented groups.
Public Art Delivered four temporary Indigenous
public art installations exploring themes of identity, culture, colonialism, and Indigenous presence through works by Jacqueline Morrisseau-Addison, James Groening, Nadine Spence, and Brandon Gabriel. Completed the Foreshore mural by Kelly Cannell in Sapperton, celebrating the Fraser River’s ecological and historical significance to New Westminster.
Community Services
Anvil Centre Advanced the 10-year review recommendations by improving community access to Anvil Centre. Changes include extended hours, community work spaces on the third and fourth floors, board games and tables on the first floor, and a new, free weekly drop-in activation called Downtown’s Living Room, which offers a range of activities for all ages such as music, crafts, movies, artisan markets, and more.
The Community Services Department plays a vital role in shaping how people experience and participate in city life by supporting New Westminster’s social, cultural, and economic well-being. Through a wide range of outward-facing programs and services, the department helps connect residents and visitors to local businesses, public information, arts and heritage, community events, and volunteer opportunities. Together, these efforts help create a more connected, creative, and dynamic city.
$21,875 received from Heritage Canada to support National Indigenous Peoples Day and Canada Day celebrations, with funding shared equally between both events.
Conference Services Hosted a wide range of events, including multi-day conferences, meetings, educational events, galas, weddings and social gatherings. Supported the local economy and downtown tourism by drawing attendees from outside the city. Provided a welcoming and accessible venue for local organizations, businesses, and residents to host events and gatherings. Anvil Theatre Supported diverse cultural performances, including theatre, dance, music, and multicultural programming presented by local and regional arts organizations. Presented live professional theatre and music from across Canada through the Anvil Theatre Presentation Series, featuring acclaimed performers and artists from a range of genres and backgrounds.
Art Services Supported the weekly Downtown’s Living Room, promoting creative expression, community connection, and collaborative engagement through artist-led programming. Hosted public events, workshops, and artist talks in partnership with the Community Art Gallery and City Poet Laureate Program, providing free hands-on arts learning opportunities for the community. Art and Technology Reopened the New Media Gallery exhibition space for public visits and guided tours, including the Gallery’s first artist-in- residence exhibition. Supported artist Brandon Gabriel in transforming the World’s Largest Tin Soldier into the World’s Largest Welcome Figure through projection mapping and technical media support. Hosted public events at the New Media Gallery, including a live musical performance featuring environmental field recordings and a community drone jam inviting audience participation.
Community Partnerships (Film, Community Events, Volunteer Services, Community Grants) Increased the Community Grants budget by 50%, expanding access for local organizations and community partners. Expanded volunteer opportunities and participation, helping residents build connections and engage more deeply in the community. Delivered popular free, accessible community events and activations, including Bright in the Park, Moonlight Movies, and Canada Day celebrations, creating inclusive
opportunities for residents and visitors to gather and connect. Achieved a record year for film activity, with productions generating the highest permit value to date and significant direct spending benefiting local residents and businesses. Corporate Communications Launched a new City brand and logo that reflects New Westminster’s evolving identity, shared values, and commitment to reconciliation.
Museum and Heritage Services Delivered exhibitions, school programs, and public programming that highlighted diverse and underrepresented New Westminster stories, fostering critical inquiry, dialogue, and community understanding. Completed Phase 1 of a place-based research and education project focused on the history of Japanese-Canadian residents in New Westminster.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | ENERGY AND CLIMATE ACTION
ENERGY AND CLIMATE ACTION | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Energy and Climate Action
The Energy and Climate Action Department brings together the City’s electric utility and climate response efforts to support a more sustainable and resilient future for New Westminster. In addition to providing reliable and innovative electrical service, the department leads the City’s climate action work—helping reduce emissions, increase energy efficiency, and build climate-ready infrastructure. Through collaboration with the community, Energy and Climate Action plays a key role in advancing environmental stewardship, supporting sustainable development, and enhancing quality of life.
Climate Action Released the Seven Bold Steps for Climate Action: Key Performance Indicators 2024 Report, providing a comprehensive update on the City’s progress toward its climate action goals. Continued development of the Climate Change Adaptation and Resilience Plan, engaging community members to help shape local climate adaptation priorities and actions. Hosted the Climate Friendly Homes Tour and Sustainable Home Info Sessions in partnership with the Community Energy Association and New Westminster Climate Action Hub, helping residents learn about sustainable home upgrades and climate action. Continued promoting energy rebate and incentive programs from BC Hydro, FortisBC, CleanBC Better Homes, and the federal government to support residential energy upgrades. Launched the BC Green Business Pilot to help local businesses improve sustainability practices and achieve environmental certification. Provided subsidies for local building professionals to attend high-performance building training courses.
Supported home energy efficiency through Energy Save New West by launching new assessment tools and pilot programs, delivering multilingual workshops, and promoting rebates for energy-saving upgrades. Replaced aging public EV charging stations with newer, more user-friendly units. Advanced climate resilience in rental housing by completing Phase 1 of the Vulnerable Buildings Assessment project, identifying pathways to reduce overheating risks in rental buildings. Electric Utility Completed renewals and replacements for six distribution circuits at the NWR and RO2 substations to support reliable electrical service. Constructed underground electrical infrastructure to support new developments throughout the city. Completed Advanced Metering Infrastructure (AMI) meter replacements for all residential customers. Enhanced system reliability through annual maintenance activities including infrared scanning, tree trimming, and pole replacements.
Implemented Geographic Information System (GIS) tracking for maintenance and capital work to improve asset management and operational efficiency.
$105,000 received from the Federation of Canadian Municipalities to support development of the Climate Change Adaptation and Resilience Plan.
BridgeNet Continued expanding affordable
telecommunications services by supporting new fibre connections in buildings across the city. Began improving and streamlining the process for existing buildings to connect to BridgeNet services.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | ENGINEERING
COMMUNITY SERVICES | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Civic Building and Properties Completed Phase 1 of the Queen’s Park Bandshell project, including demolition of the deteriorated wooden structure. Replaced the boiler system at the Queen’s Park Greenhouses to improve operational reliability and efficiency. Advanced the Massey Theatre renovation project with completion of Phase 2 demolition works and the start of Phase 3 upgrades focused on accessibility, energy efficiency, building systems, and public realm improvements. Completed major civic facility upgrades, including roof replacements at Fire Hall 3 and the Engineering Operations truck bays, exterior repairs and painting at Fire Hall 1, and overhead bay door replacements at Fire Hall 2. Engineering Operations Celebrated Public Works Week through a public awareness campaign, including a student recycling art contest featured on solid waste vehicles and an educational open house highlighting Public Works operations. Continued advancing climate goals by transitioning fleet vehicles to electric and hybrid options where feasible and installing new fleet charging stations at City facilities. Supported residents through the City’s veterinary assistance program, helping
Completed construction in the 16th and 18th Street catchments with green infrastructure improvements as part of the West End Sewer Separation and Watermain Replacement Project. Completed the Queensborough Dyke Improvement Location 1 project, restoring shoreline habitat, removing creosote- treated piles, stabilizing slopes, and enhancing biodiversity through native planting. Completed the Boundary Pump Station project, including integrated public art features. Installed new entrance signage at Queensborough Community Centre. Completed repairs and structural reinforcements along the Waterfront Esplanade, including sinkhole repairs and replacement of deteriorating infrastructure components. Engineering Administration Improved customer service and digital access by launching new online applications for rain barrels and traffic signal timing requests. Began development of additional online service request tools to streamline customer service and improve the user experience.
pet owners access spay/neuter services, veterinary care, pet food, and supplies. Improved internal coordination and service response times by streamlining communication processes between front- line staff and departments. Constructed the Terry Hughes rain garden in partnership with the Youth Climate Leadership Team and multiple City departments. Advanced recycling contamination reduction efforts through public education, outreach campaigns, and staff engagement at community events to support responsible waste sorting and diversion. Developed a new automated system for missed solid waste collection requests, improving service efficiency while enabling better tracking and analysis of collection data. Responded to a major Metro Vancouver water main break that caused significant flooding and disruption in the impacted area. Engineering Operations crews worked alongside New Westminster Fire and Rescue Services and Emergency Operations Centre staff throughout the emergency response to support residents, reduce damage, and help restore critical services.
Engineering
Well-designed and engineered facilities, public spaces, and civil infrastructure are essential for a livable, thriving, and sustainable community. The Engineering Department is committed to maintaining existing assets, support sustainable lifecycle costing, and uphold levels of service the community expects and deserves. The work on this front is guided by the strong belief that public spaces are for everyone and their design should reflect the community’s diversity and commitment to reconciliation.
$3.96 million received from TransLink to support transportation improvement projects, including more than $3 million for Active Transportation Network Plan infrastructure. $4.1 million received through the Investing in Canada Infrastructure Program (ICIP) to support the West End Sewer Separation and Watermain Replacement Project.
Engineering Services Completed the Uptown Plaza and Sixth Street Streetscape project, enhancing the public realm in Uptown. Finalized a new long-term transit shelter contract to renew and expand bus shelter infrastructure across the city over the next 25 years. Completed major active transportation improvements, including the Seventh Street and western Seventh Avenue corridors, pedestrian crossing improvements at McBride Boulevard and Sangster Place, and sidewalk widening and traffic calming near the McInnes Overpass. Supported TransLink in upgrading the BC Parkway along Stewardson.
Implemented bus speed and reliability improvements at key intersections along major transit corridors. Completed a road safety review of the Sixth Avenue and Second Street intersection to identify opportunities for improving pedestrian, cyclist, and vehicle safety. Established the Vision Zero Task Force to bring together government and agency partners in a coordinated effort to eliminate traffic-related fatalities and serious injuries through data-sharing, policy development, and collaborative action. Awarded a new Q to Q Ferry service contract for 2025–2030 to support continued river crossing service between Queensborough and Downtown New Westminster.
$34.1 million committed toward the Massey
Theatre renovation project to improve accessibility, energy efficiency, and long-term sustainability.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | FINANCE AND INFORMATION TECHNOLOGY
FINANCE AND INFORMATION TECHNOLOGY | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Finance and Information Technology
The Finance and Information Technology Department is responsible for managing the City’s financial systems and digital infrastructure. The department oversees key financial functions such as property tax billing and collection, utility payments, accounts payable and receivable, payroll, and purchasing. It also provides financial planning and reporting support to Council and City departments. On the technology side, the department manages all City computer systems and IT assets, ensuring secure, reliable, and efficient digital services that support day-to-day operations and long-term strategic goals.
Finance Avoided a tax sale in 2025 through continued improvements in Revenue Services collection efforts and successful recovery of delinquent property taxes. Reduced cheque issuance by increasing adoption of electronic payment methods. Strengthened long-term financial planning by aligning investment timelines with projected capital expenditures and expanding fixed-term investment maturities. Improved financial forecasting and cash flow planning through enhanced quarterly performance review processes. Expanded the City’s insurance coverage to better address emerging risks.
Information Technology Developed digital tools and mapping systems with departments across the City to improve real-time asset tracking, maintenance coordination, issue reporting, and operational decision-making. These tools supported initiatives related to homelessness response, housing engagement, parks management, public safety, infrastructure maintenance, and environmental stewardship. Provided technical support for the Advanced Metering Infrastructure project, including system integration, data analysis, and testing. Collaborated with departments and external consultants to support office space optimization and infrastructure upgrades. Launched the IT Modernization Project by preparing systems for major upgrades, including Windows 11, updated Microsoft Office software, and document management improvements. Reviewed and analyzed the City’s Business Continuity and Disaster Recovery Plans as part of ongoing organizational resilience and improvement efforts.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | FIRE AND RESCUE SERVICES
FIRE AND RESCUE SERVICES | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Fire and Rescue Services
New Westminster Fire and Rescue Services protects life, property, and the environment through effective emergency management, fire and life safety education, fire code enforcement inspections, and by responding to emergencies. In addition to fire suppression, rescue services, and emergency medical services, other roles include working with our community emergency services partners, developing the youth firefighter program, and providing community outreach.
Fire Operations Began modernization of the department’s records management system to improve operational efficiency and information management. Joined the Vision Zero Task Force as a collaborative partner supporting safer streets and the prevention of traffic- related fatalities and serious injuries. Updated emergency medical response training across the department to align with current industry standards and best practices. Continued leadership development by training and preparing new Captains and Platoon Captains for supervisory roles within the department. Recruited and trained six new firefighters through an intensive program focused on current industry standards, emergency response skills, and live fire evaluations. Hosted Youth Firefighter Week to introduce high school students to careers in the fire service through hands-on training in firefighting, rescue, and emergency response skills.
Emergency Management Emergency Support Services responded to emergency callouts supporting displaced residents, including individuals with language barriers and pets. Finalized development of the City’s Group Lodging Plan, identifying the Sportsplex as the primary group lodging facility and continuing related training initiatives. Completed a series of DIY Air Cleaner workshops, providing air cleaners and preparedness information to seniors to support resilience during wildfire smoke and extreme heat events. Began working with City departments to develop Business Continuity Plans that will support a future corporate-wide continuity framework. Expanded public preparedness outreach through workshops, presentations, coffee chats, and more accessible emergency preparedness resources, with a focus on reaching vulnerable populations and residents.
$100,000 received through a Union of BC Municipalities grant to support Next Generation 9-1-1 (NG9-1-1) readiness.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | HUMAN RESOURCES
LIBRARY | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Human Resources
Library
The Human Resources Department supports a respectful, inclusive, and high-performing workplace by providing services that help attract, develop, and retain the City’s most valuable resource—its people. The department delivers core functions such as recruitment, labour relations, health and safety, training and development, and compensation and benefits administration. It also plays a strategic role in fostering positive employee relations and supporting organizational growth through collaboration, guidance, and citywide initiatives.
The New Westminster Public Library supports lifelong learning and literacy through print and digital collections, information assistance, and a wide range of programs for adults, teens and children. The Library is committed to ensuring that New Westminster residents are connected to technology and digital information through free public internet stations, Wi-Fi, and an extensive collection of digital resources. In both our Uptown and Queensborough branches, the library provides a safe and welcoming space to read, study, plug-in, learn, and be part of the community.
Recruited key new positions to support the Strategic Priorities Plan and strengthen leadership, employee engagement, diversity, equity, inclusion, anti-racism, and workplace wellness initiatives. Expanded DEIAR 101 training across the organization following a successful pilot, with future training initiatives focused on inclusive workplace practices and difficult conversations. Designed and launched a new Leadership Forum model to support shared learning, alignment, and relationship-building among people leaders across the organization. Strengthened recruitment and community connections by participating in local job fairs and outreach events. Developed and updated employee policies and workforce planning initiatives, including implementation of a new Remote Work Policy and related agreements.
Began planning for replacement of the City’s time entry system to improve HR and payroll processes and efficiency. Initiated development of a centralized Learning and Development framework to improve access, consistency, and tracking of employee training across the organization. Advanced collective bargaining and labour relations initiatives through collaboration with IAFF and the start of negotiations with CUPE and IBEW. Began development of the HR Strategic Plan 2026–2030 to strengthen the department’s ability to support a responsive, inclusive, and high-performing organization. Advanced employee engagement initiatives through planning for the citywide Your Voice 2026 employee survey to better understand and improve the employee experience.
Introduced a Community Puzzle Table at the Main Branch, creating a welcoming shared space for patrons to connect, collaborate, and relax. Added a Community Chess Table to encourage informal social interaction, intergenerational connection, and recreational learning within the Library. Opened an Interfaith Prayer and Meditation Space at the Main Branch to provide an inclusive, quiet space for reflection, meditation, and spiritual practice. Improved accessibility by introducing loanable reading glasses for in-library use, helping patrons comfortably access Library resources and services.
Hosted The Glass Room: Misinformation Edition, an international exhibit exploring digital privacy, algorithms, and misinformation in today’s online environment. Expanded digital literacy and public engagement opportunities through interactive exhibit components, school visits, and a public panel discussion connected to The Glass Room: Misinformation Edition.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | PARKS AND RECREATION
PARKS AND RECREATION | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Parks and Recreation
The Parks and Recreation Department aims to enhance the quality of life for all in New Westminster by facilitating parks and recreational opportunities that nurture healthy individuals and families, strong and unique neighbourhoods, a vibrant city, and thriving economy.
Park Operations and Maintenance Converted nine irrigation systems to centralized controls, improving water efficiency, reducing energy use, and enhancing real-time monitoring and management of irrigation across City parks. Completed Phase 1 of the Urban Reforestation and Biodiversity Enhancement Initiative, exceeding the Urban Forest Management Strategy target planting number with a total of more than 2,300 new trees planted citywide. Began Phase 2 of the Urban Reforestation and Biodiversity Enhancement Initiative, which aims to plant over 6,000 new trees on streets and boulevards by 2030, supporting the City’s goal of expanding the tree canopy cover to 27% by 2035. Recreation Expanded inclusive aquatics programming through the introduction of Women’s Only and All Bodies swims, and additional support instructions for patrons requiring one-to-one assistance in lessons. Increased access to swim lessons during the summer months with the addition of weekday daytime sessions running Monday to Friday.
Introduced more accessible and inclusive gymnastics programming, including ASL classes for the Deaf and hard-of-hearing community and caregiver-supported toddler classes Launched Intro to Tumbling classes in Queensborough to reduce transportation barriers for residents. Hosted the 2025 Mann Cup national lacrosse championship at Queen’s Park Arena, welcoming more than 20,000 spectators across seven games. Expanded inclusive skating opportunities through accessible public skates and community events, including the Pink in the Rink hockey game featuring athletes from the British Columbia Elite Hockey League U18 Female division. Partnered with MOSAIC and the SD40 Welcome Centre to support newcomer participation in public skating opportunities and encourage community connection through recreation. Increased collaboration with SD40 to provide before- and after-school recreation programs at elementary schools across the city.
Partnered with community organizations, schools, physiotherapy clinics, and the Justice Institute of British Columbia to provide free and low-cost fitness education opportunities focused on safe participation in physical activity. Collaborated with other City departments on major strategic initiatives including the Age Friendly Strategy, Food Security Strategy, People, Parks and Play 10-Year Plan, and Business Continuity Planning. Shared expertise with other recreation workers on creating safe and welcoming spaces through presentations by the Seniors Services and Youth Services teams at the RFABC Conference. Implemented the Social Prescribing program for seniors, offering meals in social settings to foster community connection and to support volunteer coordination and appreciation initiatives.
$2 million received through the Federation of Canadian Municipalities Green Municipal Fund to support Phase 2 of the Urban Reforestation and Biodiversity Enhancement Initiative.
$245,000 received from United Way to support the Social Prescribing initiative.
Parks Planning Renewed Megan’s Place Playground at Ryall Park with new classic and nature-based play features while preserving elements that honour Megan Gunderson’s legacy. Upgraded the central lawn at Saint Mary’s Park to an all-weather artificial turf surface, creating a durable year-round green space for informal recreation and community use. Supported the Mayor’s Youth Climate Leadership Team in creating a new rain garden and community gathering space at Terry Hughes Park featuring native plantings, natural seating, and educational signage.
Reallocated road space on Sixth Street and Belmont Street to create a more vibrant, accessible, and pedestrian-friendly public space aligned with the Uptown Streetscape Vision. Installed a new outdoor fitness circuit along the Queensborough perimeter trail, including accessible exercise equipment such as a wheelchair-accessible hand cycler. Added new off-leash dog areas at Albert Crescent Park and Victoria Hill to expand recreation opportunities for residents and their pets.
Award-winning civic facility təməsew̓txʷ Aquatic and Community Centre was recognized by the Community Energy Association with a Climate and Energy Action Award for its leadership in addressing climate and energy challenges through innovative design and operations.
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2025 ANNUAL REPORT | DEPARTMENT ACCOMPLISHMENTS | PLANNING AND DEVELOPMENT
PLANNING AND DEVELOPMENT | DEPARTMENT ACCOMPLISHMENTS | 2025 ANNUAL REPORT
Integrated Services Amended the Rental Units Bylaw to prohibit property owners from banning portable cooling devices in rental units, strengthening tenant protections and supporting safer indoor living conditions during extreme heat events. Planning Advanced long-range housing planning through implementation of provincial housing legislation, expansion of Transit Oriented Development Areas, implementation of the reGENERATE vision for the 22nd Street Station area, and continued rollout of the Townhouse Program to increase housing choice. Improved affordable housing delivery through streamlined approval processes, implementation of new provincial housing legislation and financing tools, and development of a new Inclusionary Housing Policy. Exceeded year-one targets under the provincial Housing Target Order, with 1,175 new housing units receiving occupancy between August 2024 and July 2025. Developed Guiding Principles for a new Tenant Assistance Policy to support renters impacted by redevelopment and inform development of a future policy for Council consideration. Advanced community food security initiatives through Council endorsement of the Food Security and Systems Plan. Supported inclusion, connection, and community well-being through initiatives such as the New to New West Intercultural Festival and Information Fair, participation in the Strong Cities Network, and support for the Community and Resource Team (CaRT) and Will You Be My Neighbour Project. Continued implementing improvements to the City’s development application process, including updated procedures, standardized submission requirements, improved tracking and reporting systems, and streamlined internal review workflows.
Planning and Development
The Planning and Development Department advises Council on the orderly, efficient, and aesthetic use of land in New Westminster, and guides the city’s physical, social, and community development. The Department’s responsibilities include urban and regional planning, urban design, development approvals, social planning, heritage conservation, building services, permits and licenses, bylaw enforcement, and oversight of strategic social and community issues. The department works to ensure growth is balanced, inclusive, and aligned with the city’s long-term vision.
Building Supported the delivery of major housing and community developments by granting occupancy for 1,210 new housing units in 2025, including projects at Pier West and Braid Street. Supported the expansion of child care capacity through occupancy approvals for new child care spaces, including a new facility at 710 Quayside Drive, bringing the citywide total to 3,771 spaces.
Advanced affordable housing by issuing a building permit for an 89-unit BC Housing project operated by Aunt Leah’s Place to support vulnerable young women. Continued supporting rental housing growth by issuing building permits for new market rental and student housing developments, including projects at Alberta Street, Keary Street, and Douglas College.
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