ANNUAL REPORT 2016
TABLE OF CONTENTS MISSION, VISION AND VALUES 3 MAYOR S MESSAGE 4 WELL DONE! 5 HOW ARE YOUR MUNICIPAL TAXES USED? 6 OUR MAIN ACHIEVEMENTS IN 2016 8 OUR STRATEGIC AREAS 9 - AREA A: COMMUNITY DEVELOPMENT AND HEALTHY CITY 10 - AREA B: DEVELOPMENT OF A GREEN AND SUSTAINABLE CITY 11 - AREA C: ECONOMIC DEVELOPMENT AND PROSPERITY 12 - AREA D: QUALITY INFRASTRUCTURE AND LAND-USE PLANNING 13 - AREA E: PUBLIC PARTICIPATION AND QUALITY MUNICIPAL MANAGEMENT 14 2
MISSION We offer services to residents to ensure a high quality of life. VISION The City of Dieppe s strong Acadian pride is reflected in its hospitality towards all. It is a great place in which to live and raise a family thanks to its sustainable development and concern for the environment. VALUES Pride We are proud of our Francophone Acadian heritage and our ability to provide services in both French and English. Integrity We are honest and open in all our dealings. Respect We respect the people we serve and with whom we work. This respect helps to foster a spirit of mutual co-operation. Excellence We strive to do things well and professionally. Transparency We apply transparency to all decision-making processes. We accept that we are accountable to our community for all of our decisions. Ecology Environmental consciousness guides our actions. 3
MAYOR S MESSAGE On behalf of City Council, I am pleased to present you the 2016 Annual Report for the City of Dieppe. There was notable growth and development in Dieppe in 2016. We set a new record for building permits, our downtown experienced considerable growth and we have begun numerous sustainable development and wellness initiatives. A new Council was also elected in May 2016, and it set itself the goal of continuing to develop our community, investing wisely to maintain demographic and economic growth, all while ensuring that Dieppe remains an ideal place to live, work, invest and visit. In the following pages, you can learn what we have accomplished over the last year, the measures put in place and the results achieved in terms of the Strategic Plan areas. Thanks to the dedication of employees and City Council, among others, we are able to offer a quality living environment to all residents who want to thrive and enrich their lives in an inclusive environment where cultural diversity is recognized, all while becoming a model of a healthy city. Thank you, dear residents, for your trust in us. It is a pleasure to serve you. 4 Yvon Lapierre Mayor of Dieppe
WELL DONE! ACADIE-QUÉBEC PRIZE The City of Dieppe, together with the Association acadienne des artistes professionnel.le.s du Nouveau-Brunswick (AAAPNB), as well as the Les Arts et la Ville network, were awarded the 2016 Acadie-Québec prize for organizing the 28 th Colloque de Les arts et la Ville in June 2015. It was the first time that this conference was held outside of Quebec. The Acadie-Québec prize is awarded annually to one Acadian and one Québécois recipient in recognition of the remarkable contributions of individuals or organizations in developing and strengthening Acadia-Quebec relations. ROY CONSULTANTS MUNICIPAL INNOVATION PRIZE The Association francophone des municipalités du Nouveau- Brunswick awards this prize every year for excellence in one of the following categories: setting up innovative infrastructure; social development; arts, culture and heritage; economic development and ecology. The City of Dieppe was one of the three finalists with its very first edition of the participatory budgeting project. SILENT HERO AWARD Gabriel Belliveau, operator of the water and sewer systems for the City of Dieppe, received the Silent Hero Award for New Brunswick from the Atlantic Canada Water & Wastewater Association. This award is given annually to operators in the four Atlantic provinces to highlight their exceptional contribution to the water and sewer systems industry. RECORD YEAR FOR CONSTRUCTION In 2016, a new construction record was set: 525 building permits were issued, representing total investments of over $90 million in permits for many commercial, multifamily and institutional projects. 5
HOW ARE YOUR MUNICIPAL TAXES USED? Property taxes help, in large part, to finance the many services that residents of the City of Dieppe use on a daily basis. 2016 tax rate: $1.5995 for each $100 assessment. A typical house in Dieppe is worth $157,000, which represents $2,511 in property taxes, or $209.25 per month. Funding This budget funds all municipal services except for costs related to water and sewer, which is funded by the fees collected from the payment of water and sewer bills. Property taxes $46,239,729 (residential and commercial) Community funding grant $928,169 and equalization Other revenues $3,103,710 (building permits, arena rentals, Aquatic and Sports Centre, surplus from previous years) TOTAL $50,271,608 6
WHERE DOES THE MONEY GO? Here is what you get for $209.25 per month Administration $17.58 (8.4%) Valuation cost $2.30 (1.1%) Police $22.60 (10.8%) Fire $21.98 (10.5%) Cost of water $5.86 (2.8%) Other protective measures $15.48 (7.4%) Transportation $20.30 (9.6%) Engineering $8.16 (3.8%) Communications $3.77 (1.7%) Leisure and community life $32.43 (15.5%) Buildings and municipal fleet $9.00 (4.3%) Debt servicing $33.27 (15.9%) Operational capital $17.16 (8.2%) 10.8% 15.5% 10.5% 9.6% 15.9% 8.4% 2.8% 8.2% 3.8% 4.3% 7.4% 1.1% 1.7% WATER AND SEWER OPERATING BUDGET Administrative services $0.2M (1.6%) Operational capital $0.7M (5.8%) Sewer servicing $1.4M (11.7%) Purchase of water $1.7M (14.2%) Waste water treatment $2.4M (20%) The revenues provided for this budget are acquired through fees collected at the time of payments on water and sewer accounts. They are used to maintain our water and sewer infrastructure and to purchase the water consumed by our residents. For 2016, the costs related to water and sewer services was $900 for a typical house. Debt servicing $2.7M (22.5%) Water transmission and distribution $2.9M (24.2%) Total $12.0M (100%) 7
SOME OF OUR ACHIEVEMENTS ACQUISITION OF THE GOLDEN AGE CLUB The City of Dieppe acquired the St-Anselme Golden Age Club. It is managed by the Dieppe Soccer Club, which will use it as an office for its staff, a location for various types of training, and a site for storing equipment. INSTALLATION OF CHARGING STATIONS Three smart charging stations for electric vehicles have been installed: one at Place 1604, one at the Aquatic and Sports Centre, and one at the Arthur-J.-LeBlanc Centre. NEW BRAND IMAGE AND NEW WEB AND MOBILE SITE New image that accentuates the modern, innovative and dynamic nature of our community, and a new look for our website and mobile site for smartphones. CURBSIDE TREASURES Initiative that allows for used items to be placed curbside, which will in turn become someone else s treasure. This also helps to reduce our environmental impact. NEW ONLINE PAYMENT SYSTEM FOR WATER AND SEWER BILLS You can now view your current bill and past bills and payments at any time. SKATING RINK CONSTRUCTION The refrigerated skating oval has been added to Place 1604 and allows for the number of outdoor skating days to be increased considerably. It also allows residents of all ages to participate in unstructured outdoor recreational activities. LAND EXPANSION In June, we received approval to annex 2,560 acres of land located east of the industrial park and of the Roméo-LeBlanc International Airport. DOWNTOWN PARKING We acquired five properties in order to expand one of the downtown public parking lots. We are continuing our efforts to ensure that there are enough spaces for existing and future needs. 12-WEEK CHALLENGE In fall 2016, as part of our Wellness Strategy, we launched the 12-Week Challenge, which involved encouraging residents to make healthier food choices and to be more active. 8
2016 2020 STRATEGIC PLAN The municipal administration, City Council and residents have put much thought and consideration into developing our 2016-2020 strategic plan. The aim was to look ahead five years and determine what it is that we want to accomplish in that time, all while managing public funds responsibly. This plan consists of five areas stemming from the public consultations we held with residents. AREA A AREA B AREA C AREA D AREA E Community development and healthy city Development of a green and sustainable city Economic development and prosperity Quality infrastructure and land-use planning Public participation and quality municipal management In the following pages are the various strategies developed for each of these areas, and the goals achieved in 2016. It should be noted that some of the 2016 objectives were postponed to 2017. You can view the Strategic Plan at dieppe.ca 9
COMMUNITY DEVELOPMENT AND HEALTHY CITY The City of Dieppe aims to be a centre of excellence in arts and culture. Focusing on its Acadian identity and the promotion of the French language, Dieppe is a leader in the French-speaking community. This cultural vitality fosters the municipality s desire to offer a quality living environment to all residents who want to thrive and enrich their lives in an inclusive environment where cultural diversity is recognized. Strategy A-1 Develop and promote the vitality of the Francophone community and foster Acadian pride. A-1.1 Host a minimum of one major event/gathering on an annual basis. Dieppe successfully hosted the Association des artistes acadiens professionels du Nouveau-Brunswick s Gala des Éloizes 2016. Strategy A-3 Develop a rich, diverse arts and culture program. A-3.3 Improve the quality and diversity of arts and culture programming offered every year. A program inventory was completed, and new summer camps were developed thanks to a partnership with the Dieppe Arts and Culture Centre. 10 Strategy A-2 Develop and promote inclusive recreational activities. A-2.1 Continue to implement the Leisure Services Master Plan. A total of six recommendations were made in 2016. Overall, 32 out of 45 specific recommendations were implemented, for a success rate of 71%. Strategy A-4 Become a model community in terms of health and wellness. A-4.2 Identify at least three partners, by December 2018, to expand the community wellness strategy jointly with community organizations and stakeholders. Three partners have been recruited: Hockey Dieppe-Memramcook, the Dieppe Youth House and the Dieppe Aquatic and Sports Centre.
DEVELOPMENT OF A GREEN AND SUSTAINABLE CITY The City of Dieppe aspires to respect and protect the environment, and to develop land in a manner that fosters green spaces, parks and trails and that encourages a healthy lifestyle and community. Strategy B-1 Protect our green spaces and continue to develop parks and trails that highlight nature and ecological diversity in Dieppe. B-1.1 Continue to implement the Parks and Trails Master Plan. Three projects were completed in 2016: connecting the trail that links Twohig Street with the marsh, connecting Rufin Street to Chartersville Road, and resurfacing the Rita McNeil playground, which is located in the Rotary St-Anselme Park. B-1.2 Increase the number of trees planted annually. A total of 250 mature trees, 400 small trees and 500 seedlings were planted by the municipality in 2016, which is slightly more than in 2015. This figure includes a total of 50 trees that were planted as part of the new A tree for life program, and 82 trees that were planted as part of the Tree Planting Program. B-1.3 Identify flood-risk areas and control by 2018. A study was completed in 2016, and work is underway for control. Strategy B-2 Encourage good practices that ensure sustainable development. B-2.1 Continue to implement the Destination 2040 regional transportation plan. A total of seven out of thirty-four recommendations were undertaken or completed, reprensenting approximately 20%. B-2.2 Continue to implement the Sustainability Plan. A review of the Sustainable Development Plan was carried out and submitted to City Council. include the Curbside Treasures initiative, a renewable energy feasibility study, the restoration of two acres of the Chartersville Marsh, and the implementation of an action plan aimed at reducing greenhouse gas emissions. B-2.4 Implement the recommendations of the report on protection against flooding caused by the Petitcodiac River. A study was carried out for section four (Fox Creek) with recommendations for replacing the aboiteau (tide gate) and raising the dike. 11
ECONOMIC DEVELOPMENT AND PROSPERITY The City of Dieppe aims to be at the forefront of economic development in the region by ensuring the expansion and growth of its businesses. This private-sector support focuses on job creation and innovation, and reflects a desire to see the municipality attract talented and innovative entrepreneurs. The municipality also boasts sound management of public funds, making it a leader in the development of an environment that encourages economic development. Strategy C-1 Create an environment that encourages business development in collaboration with Expansion Dieppe. Strategy C-2 Continue to develop responsible fiscal policy and maintain balance in the municipality s development. Strategy C-3 Continue with downtown densification and develop a cultural life there. 12
QUALITY INFRASTRUCTURE AND LAND-USE PLANNING Make improvements to and optimize existing infrastructure and develop new infrastructure in anticipation of the municipality s future needs. Strategy D-1 Keep existing infrastructure in good condition. D-1.1 Develop a 2016 2020 assets management plan. An assets management plan is in place, and the municipal budget includes a sum to achieve the goals. An annual review is also carried out. Strategy D-2 Make improvements to and optimize existing infrastructure and develop new infrastructure in anticipation of the municipality s future needs. D-2.1 Implementation and annual review of the five-year capital projects plan. The capital projects budgets are adopted on an annual basis by City Council during the budget process. D-2.2 Create a Dieppe working committee to implement the Destination 2040 study and report annually on the progress. The committee has been set up and a presentation was given at a Council meeting. D-2.3 Improve the designated highways in co-operation with the provincial government. Several major projects were completed in 2016, including the resurfacing of a section of Champlain Street and the reconfiguration of the Champlain/College intersection. Strategy D-3 Develop a plan to expand the City of Dieppe s territory. D-3.1 Implement the broad guidelines of the Municipal Development Plan and report annually on the progress. Several actions have been undertaken, and there has been steady progress. For example, there is the conclusion of a study on the flood plains, the beginning of planning phase 2 for downtown, land expansion, and development in the new school sector. Strategy D-4 Continue to work closely with neighbouring municipalities on shared issues. D-4.1 Explore the viability of a regional commission on drinking water, wastewater and surface water. A new, multi-year agreement was signed between the cities of Dieppe and Moncton aimed at supplying drinking water. D-4.3 Consider, by April 2016, public transit service delivery alternatives. A report was submitted to City Council in spring 2016 regarding the current governance of the public transit system, which proposed concrete avenues for improvements that are specific to Dieppe with respect to the Destination 2040 study. 13
PUBLIC PARTICIPATION AND QUALITY MUNICIPAL MANAGEMENT The City of Dieppe aims to be a leader in public participation and community engagement. It would like to better understand the challenges its residents face, foster their engagement and gather pertinent information to ensure sound decision making as far as public policy goes. The community and its residents also have high expectations of the municipality. They want to see effective and efficient use of resources and full transparency from its officials and managers. 14 Strategy E-1 Increase public participation in decision making. Strategy E-2 Continue to innovate and diversify in terms of communication tools. E-2.1 Increase the number of people using our social media by 10%. The number of users increased from 9,393 in 2015 to 11,806 in 2016, for an increase of over 20%. E-2.2 Develop a smartphone application for the municipality by March 2016. We opted to offer a website for smartphones that better meets users needs. Strategy E-3 Continue the approach toward transparency and accountability among elected officials and the municipal administration. E-3.2 Make regular reports from all city officials serving on various bodies available to the public. Three organizations that the city officially sits on came to give public updates to City Council. Strategy E-4 Demonstrate exemplary management through the leadership, innovation and commitment of municipal staff. E-4.1 Generate total savings of $525,000 by December 2019 through continuous improvements. It is estimated that at least $125,000 was saved in 2016. E-4.2 Complete, by September 2016, a municipal fleet replacement plan. A plan was submitted to City Council. The operating budget shows the amounts required to replace the fleet. E-4.3 Modernize at least one business process per year. Seven processes were modernized in 2016. For example, there is the water and sewer billing and account management process, and the revision and amendments to the building plans.
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