annaulreportdouze

2012

Annual Report on the Achievement of Strategic Plan Objectives

333 Acadie Avenue, Dieppe, N.B. E1A 1G9 telephone: 877.7900 info@dieppe.ca dieppe.ca

Mission, vision and values

Our mission We offer services to our residents to ensure a high quality of life.

Our 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 careful development and concern for the environment.

Our values

The City of Dieppe values:

Pride We are proud of our Francophone Acadian heritage and our ability to provide service in both French and English.

Integrity We are honest and open in all our dealings.

Excellence We strive to do things well and professionally.

Respect We respect the people we serve and with whom we work. This respect helps to foster a spirit of mutual cooperation.

Transparency We apply transparency to all decisionmaking processes. We accept that we are accountable to our community for all of our decisions.

Ecology Environmental consciousness guides our actions.

Table of contents

Our mission

2

Our vision

2

Our values

2

Mayor’s message

4

Chief Administrative Officer’s Message

5

Strategic focus areas

Francophonie

Economic Development

6 7 8

Urban Planning and Environment

10

Human Resources

12

Operational Management

13

Community Vitality

14

Mayor’s message

On behalf of city council, I am pleased to present the 2012 Annual Report on the achievement of 2012-2017 Strategic Plan objectives.

The Strategic Plan is the tool used by city council and management to define the vision, objectives and strategies that will allow us to reach the goals we have set for ourselves.

The year 2012 was one of transition with the arrival of a new municipal council in May. We began work right out of the gate, with several major achievements during our first year.

Over the next few months, we will be placing heavy emphasis on public participation. Citizen engagement is an issue that is close to our hearts. We want to maximize our efforts in order to ensure that residents have an opportunity to take part in decision-making.

I want to highlight the outstanding work of our staff and city councillors. They all seek to offer quality of service and exceptional programs. I also want to thank residents for the confidence they placed in us for guiding the City of Dieppe toward an even more successful future.

Yvon Lapierre Mayor of Dieppe

Chief Administrative Officer’s message

In this annual report, you will find an overview of our achievements, performance indicators and the results we accomplished in 2012.

The year was marked by celebrations surrounding the 60th anniversary of the incorporation of the City of Dieppe as a municipality. Indeed, we have definitely evolved over the years and have made a name for ourselves as a modern and urban city of choice.

Here are a few successes that should be pointed out: 3 3 3 3 3 3 3 3 3

Festivities surrounding National Acadian Day at Place 1604 in partnership with Radio-Canada; Launched a new website; Established an Urban Planning Department; Updated the Green Plan; Established an Asset Management Program; Reduced the debt ratio; Construction and opening of the Operations Centre; Renovations to Rotary Pavilion located at Rotary St-Anselme Park; Established an online registration system for municipal recreation activities.

Once again last year, we made significant progress within city management that allowed us to improve the quality and delivery of services to our residents.

These successes would have been impossible without the indispensable contribution of our municipal staff. These dedicated employees have important jobs in ensuring the smooth operation of services offered to residents. Without their vital contribution, Dieppe would not have experienced the success it has enjoyed over the past several years.

Marc Melanson Chief Administrative Officer

Our 2012 strategic areas The strategic plan defines six areas for which objectives and priorities are developed. The plan allows council and city management to focus their efforts in order to fulfil the municipality’s vision.

Francophonie

Economic development

Urban planning and environment

1 2 3 4 Human resources 5 Operational management 6 Community vitality

Strategic Areas

1

Francophonie

Strategic objective That the City of Dieppe be recognized as a leading francophone and Acadian organization in New Brunswick and beyond.

Accomplishments in 2012 l Co-ordination of festivities surrounding National Acadian Day at Place 1604 in partnership with

Radio-Canada l Organization of activities highlighting the 60th anniversary of the City of Dieppe’s incorporation l Participation of Dieppe (Canada) delegation in activities highlighting the 70th anniversary of the

Dieppe Raid l Submission of bid for Dieppe to host 2013 Rendez-vous Acadie-Québec l Hosting of Francofête en Acadie in Dieppe l Installation of commemorative plaques highlighting the mandates of Dieppe mayors since its

incorporation l Launch of a new website

Performance indicators MEASUREMENTS RESULTS l Financial contribution to francophone organizations

$127,560 (eight organizations)

l Estimated contribution of services and technical assistance

$39,730 (three organizations)

to francophone organizations l Estimated contribution of building operating costs for francophone organizations

$324,797 (two organizations)

l Participation by council or staff in francophone organizations

more than 40

Special mention – Councillor Jean Gaudet received the Médaille Léger-Comeau awarded by the Société nationale de l’Acadie.

Examples of special activities where Dieppe played a visible and important role - Respecting the bilingual outdoor commercial signage bylaw and hosting Société Radio-Canada’s broadcast celebrating National Acadian Day.

Strategic Areas

2

Economic Development

Strategic objective 1. To have a community in which balanced development maintains a 60:40 ratio between residential and non-residential and allows for the growth of employment and municipal services, and where development pays for its own expansion.

2. Achieve development focused on densification of the downtown core while also pursuing development opportunities in other geographic areas.

Accomplishments in 2012 l Finalization of memorandum of understanding

with Greater Moncton International Airport regarding the purchase of land along the Aviation Boulevard extension l Production of economic development promotional video l Continued implementation of recommendations aimed a maintaining and improving our insurance classification

Performance indicators MEASUREMENTS RESULTS l Cumulative development ratio

l Annual ratio of the value of new building permits

67.99% (residential) and 32.01% (non-residential). The objective remains a ratio of 60% (residential) and 40% (non-residential).

57.72% from the residential sector 42.27% from the non-residential sector

Note: We surpassed the 60:40 ratio target because of a productive year in the non-residentail sector. Here, we saw an increase of more than 11% of the total value of building permits from this sector when compared to 2011. l Years required for additional revenues to match the

Objectives for recovering development costs established in 2004. have not yet been reached. In 2012, the tax base in the uptown area was $16,562,200. Another

$16,437,800 is required to meet the objective

set in 2004.

l Value of residential building permits

l Value of non-residential building permits

l Number and description of projects undertaken in the

downtown zone: Includes construction, renovations and sign installation. Demolition projects are not included. l Value of building permits coming from new construction in

$34 million (476 permits). This number is comparable to 2011 (507 permits). $25 million (148 permits). An approximate 45% increase in the number of permits – 46 more than in 2011.

23 projects of which 15 are for renovations and six are for signage. This represents an increase of approximately 76% in the number of projects when compared to 2011.

the downtown zone

$3,014,421 in 2012 Second best result in past six years.

l Estimated number and percentage of residents living in the

No data for 2012.

downtown zone l Number of jobs in downtown zone Note: Champlain Place is not included in this calculation.

Approximately 2,000 employees work in the downtown zone (an increase compared to 2011). More than half work full time.

Strategic Areas

3

Urban Planning and Environment

Strategic objective 1. Dieppe’s green zones and other physical assets are protected through conservation planning practices.

2. Incorporation of smart growth principles in future City of Dieppe development.

Accomplishments in 2012 l Improvements to the building permit system to ensure proper drainage of properties and

avoidance of flooding l Establishment of an Urban Planning Department l Updates to the Green Plan l Recipient of a $15,000 grant for tree planting l Establishment of a program that saw five community gardens developed l Installation of energy-saving controls for lights and heating at the Arthur-J.-LeBlanc Centre l Covering and insulation of exterior west wall on Arthur-J.-LeBlanc Centre l Planning and start of construction on Sentier de l’Étoile and completion of multiple connexions

in the trails’ network l Participation in development of a regional transportation plan (including active transportation) l Optimization of traffic light pattern efficiency in order to reduce delays l Adoption of an no-idling policy for municipal vehicles

Performance indicators MEASUREMENTS RESULTS l Estimated percentage of municipality

no data for 2012

covered in green space l Examples and descriptions of green initiatives

Conversion of 30% of computers to “thin clients” (approximate 90% reduction in energy consumption), planting of 120 mature trees (25 different native species), installation of eco-rink system at Arthur-J.-LeBlanc Centre.

l Estimated number of annual rides

no data for 2012 due to work interruption at Codiac Transpo.

l Number of variances

35 requests. The number of variance applications to the Greater Moncton Planning District Commission (GMPDC) increased from 26 to 35.

l Number of modifications made to the Generalized

Future Land Use Plan and zoning map “Green” decisions taken by council

Why is measuring this important? Indicates trends in regards to the adherence to – and pertinence of – the requirements under the zoning bylaw.

6 - The number of modifications is comparable to 2011, increasing from five to six in 2012.

Paperless council; relocation of the Babineau Creek sanitary trunk sewer line; choosing traffic circle option instead of traffic lights at intersection of Gauvin/LaFrance; purchase of equipment resulting in reduced amount of salt used during winter road maintenance.

Why is measuring this important?

Indicates trends in regards to development and adherence to the Municipal Plan and zoning bylaw.

Strategic Areas

4

Human Resources

Strategic objective

Accomplishments in 2012

1. That the City of Dieppe be recognized as an employer of choice and that all those involved feel unified by – and included in – its mission and be proud to be part of the team.

l Second annual meeting of employees held l Revision and creation of job descriptions l Agreements in principle with two city unions l Revision and development of IT policies l Information sessions held with new city council l Creation of a special committee to deal with

2. That the City of Dieppe employ qualified and skilled staff and that a retention and succession plan be implemented.

revision to the mandates of committees of council l Lunch-and-learn sessions for employees

Performance indicators MEASUREMENTS RESULTS l Percentage of employee satisfaction per employee category

no data for 2012

l Number of unsolicited resumes or letters of interest received per

employee category

283 applications for 36 positions (36 for 12 nonunionized positions) per employee category

l Absentee rate per employee category

no data for 2012

l Number of employees who obtained additional qualifications

no data for 2012

l Percentage of total salary envelope and dollars invested in

1.24% of total employee salary envelope invested in training (total of $167,566)

employee training per employee category

Strategic Areas

5

Operational Managment

Strategic objective

Accomplishments in 2012

1. Clean, safe infrastructure that is in good working order and readily available for use by employees and residents.

l Establishment of Asset Management Plan l 2.5% reduction in percentage of debt from 20.57% in 2011 to 18.07% in 2012 l Construction and opening of Operations Centre l Establishment of VoIP technologies at Operations Centre (savings of $45,000 per year) l Establishment of geographic information system (GIS) l Further planning for replacement of Centenaire Arena l Replacement of truck and tractor as part of the Equipment Replacement Program l Refurbishment of Verger Park l Completion of work to finish floors in the dressing rooms and entrance of the Aquatic and

2. Maintain the debt ratio at a level not exceeding 20%.

Sports Centre l Development of an outdoor play area at Place 1604 l Development of conceptual plans for a pavilion at Dover Park and a dog park l Renovation of Rotary Pavilion l Completion of preliminary design for a second fire station l Installation of computers in fire trucks l Establishment of fire hydrant identification system that indicates their individual capacities l Development of a preliminary action plan on accessibility l Inventory and classification of municipal services

Performance indicators MEASUREMENTS RESULTS l State of street infrastructure based on the report on Evaluated every four years (next scheduled for 2014) maintenance criteria

l Number, list and description of infrastructure needing Five-year plan of priority projects is revised annually major repairs, modifications or replacement within five years l Examples of council initiatives or decisions Hosted provincial launch of Disability Awareness Week; created supporting accessibility $500 scholarship for a student living with a disability; installation

of tactile ground surface indicators at intersection of Acadie/ Champlain; new sidewalks on Amirault Street (between Louis

Street and Beaubassin Avenue) and AdĂŠlard-Savoie Boulevard;

improvements to pedestrian crosswalks. l Percentage of complaints per 1,000 residents or percentage of satisfaction of residents based on their inquiry

No data for 2012

l Debt ratio

18.07% in 2012.

The debt ratio fell below the 20% mark for the first time since 2006.

l Percentage of gap with the debt reduction plan

2.50%. Repayment continues more quickly than expected in the Debt Ratio Reduction Plan (DRRP) established in April 2006. That plan foresaw a ratio of 20.57% in 2012.

Strategic Areas

6

Community Vitality

Strategic objective 1. A range of recreational, cultural and social programs and services to promote the wellness of participants.

2. Residents take an active part in the wellness and advancement of their community.

Accomplishments in 2012 l Presentation of a new Circus Festival l 25th anniversary celebration of Wednesday Show l Donation of municipal land for the construction of a Habitat for Humanity home l Participation by residents in consultations regarding refurbishment of Verger Park l Resident engagement regarding the dog park project l Installation of Wi-Fi networks in municipal arenas and parks l Online registration for municipal recreational activities l First Municipal Academy held – residents’ component l New five-year partnership agreement with the Scouts de Dieppe organization l Taking over of responsibility and organization of the winter carnival by the

Department of Leisure and Recreational Facilities l Organization of activities in relation to International Women’s Day l Financial contribution to the École Ste-Thérèse Parents’ Committee as part of trilateral

program for development of school playgrounds l Participation in the organization of the third edition of the Harvest Festival l Offered free activities during provincial Wellness Week l Partner in the Art for All… All for Art program l Began development of cultural policy l Preliminary review of the municipal facility allocation policy l Financial contribution of $6,750 toward the hosting of one Canadian sport

championship and five provincial sport championships l Improvements to access to information and compliance with the new federal law

Performance indicators MEASUREMENTS RESULTS l Percentage of residents satisfied with programs offered

survey every two years, next scheduled for 2013

l Percentage of residents who participate in programs offered

survey every two years, next scheduled for 2013

l Number of partnerships maintained, enhanced or signed

three new partnerships and two partnerships maintained or enhanced

l Number of residents indicating an interest in sitting on a

three applications received in 2012.

committee of council Note: A process was undertaken in 2012 to review the roles of advisory

committees. This may explain the drop in numbers.

l Estimated percentage of residents who volunteer in the community

survey every two years, next scheduled for 2013

l Pride level percentage of residents

survey every two years, next scheduled for 2013

333 Acadie Avenue, Dieppe, N.B. E1A 1G9 telephone: 877.7900 info@dieppe.ca dieppe.ca