Beaumont Report to the Community

2016 Report to the Community

Ville de/Town of

BEAUMONT

Contents Message from the Mayor & Council.........................................................1 The Beaumont’s Vision, Mission and Values............................................2 Our Six Strategic Areas of Focus – and Why They Matter.......................2 1. Communication & Citizen Engagement.............................................3 2. Community Identity............................................................................6 3. Complete Community......................................................................10 4. Economic Development...................................................................14 5. Fiscal & Asset Management.............................................................17 6. People Services................................................................................21 In Closing...............................................................................................25 Connect With Us....................................................................................25 Address................................................................................................25 Phone Numbers...................................................................................25 Social Media.........................................................................................25

Message from the Mayor and Council On behalf of the members of Council, I am pleased to present you with our 2016 Report to the Community.

Mayor Camille Bérubé

This report provides information on the progress we have made over the past years in the six key focus areas: Communication/Citizen Engagement, Community Identity, Complete Community, Economic Development, Fiscal and Asset Management and People Services.

Performance measures for each strategic outcome are reported, as well as our accomplishments in key projects and initiatives that are attributed to those outcomes. We have integrated the results from previous annual reports to show our ongoing progress.

We are dedicated to sharing our progress, so this Report to the Community is available in print and online, both in English and in French.

A companion piece called Beaumont at a Glance provides highlights of this report in a shorter format.

Councillor Kathy Barnhart

Councillor Kerri Bauer 1

Beaumont continues to grow, and on January 1, 2017 our annexation proposal was approved. Twenty-one additional quarter sections of land came under our jurisdiction, which more than doubled the land area of Beaumont. Work is underway to provide services and to adapt bylaws to meet the needs of the rural residents.

As your Council, our greatest focus remains planning and ensuring the infrastructure is in place to handle future growth. With an estimated 900 new residents arriving in our community in 2016, it is clear that Beaumont continues to be a community of choice.

The improvements in infrastructure, the continuing redevelopment of Centre-ville, and future growth will help ensure we meet the current and future needs of residents and businesses.

Councillor Perry Hendriks

Councillor Bruce LeCren

Councillor Bill McNamara

Councillor Louise White-Gibbs

Life is better in Beaumont, and Council understands that we must plan for the future to support that vision. If you have any questions, please contact myself, any other member of Council or senior staff member.

Camille Bérubé, Mayor

B E AUMO NT

2016 RE P OR T TO TH E CO MMU NI T Y

Beaumont’s Vision, Mission and Values Our Vision for the Future

Our Six Strategic Areas of Focus – and Why They Matter

Together, we make life better in Beaumont.

As a prosperous, vibrant, healthy, family-oriented community, Beaumont welcomes diversity, nurtures business, promotes excellence and is environmentally conscious, while celebrating its French heritage.

Our Mission To provide quality programs and services to residents, visitors and the business community so that life is better in Beaumont.

Our Values Council and staff of Beaumont believe that the following four values must govern the behaviours in all that is done:

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• Accountability: accept responsibility for decisions and actions.

• Excellence: continuously strive for quality and improvement and to meet expectations.

• Integrity: be honest and open.

• Respect: an inclusive community that holds colleagues and those serving the community in high regard.

Beaumont is a very special community. It is the 5th fastest growing community in Canada due to its ideal location just 1.6 km from Edmonton’s southern boundary and 9 km from Edmonton International Airport. There are over 34 km of trails, numerous festivals, a low crime rate, high interest from both residential and commercial developers, and a unique bilingual identity.

These factors have resulted in our population more than doubling in the past decade.

With growth comes change. Beaumont is ready, willing and able to meet these changes, and it will continue to do so by focusing on our six strategic areas.

The Report to the Community explains our six strategic focus areas in more detail, discusses our past and current success in each area, and lays out our plans for the future.

Beaumont is committed to community, transparency and active engagement in everything we do. We welcome your input and feedback as we continue to grow together, learn together, and come together as Alberta’s active, healthy, eco-friendly, sustainable community of choice.

1 Communication and Citizen Engagement

6

2

People Services

Community Identity Six Strategic Areas of Focus

5

3

Fiscal and Asset Management

Complete Community

4 Economic Development

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1

Communication & Citizen Engagement

It is essential that clear internal and external communications exist among Council, staff and the residents of Beaumont in order for all to have a better understanding of the intended goals.

Strategic Outcome 1.1 Beaumont’s residents, business community and municipal staff are fully aware and understand the direction and decisions taken on their behalf.

Strategic Outcome 1.2 Citizens of Beaumont are provided with regular opportunities to engage in community conversations about key issues impacting Beaumont and are kept informed of how their input is used.

Communication and Citizen Engagement Report Beaumont’s 2015 Citizen Satisfaction Survey shows that 49 per cent of residents somewhat agree or strongly agree that Beaumont’s communication to residents provides them with a general awareness and understanding of priorities, projects and initiatives undertaken by Beaumont. The next bi-annual resident survey will be conducted in 2017.

Data recorded from quarterly staff meetings shows that all of Beaumont’s employees have a general understanding of the priorities, projects and initiatives undertaken in 2016.

Beaumont’s Public Participation Guide was reviewed in 2016 to ensure the document continues to meets the needs of residents by outlining the methods and levels of participation that Council requires. Originally adopted in 2012, the guide is reviewed annually to ensure it reflects current trends and theory in public participation. It includes principles, roles and responsibilities, and a public participation diagram to gain the appropriate feedback, insight and involvement from participants.

Beaumont’s social media program continues to be a success, and the various media (Facebook, Twitter, Instagram, YouTube, Linked In, Google+) continue to gain followers. Beaumont now has two apps for smartphones (a solid waste app and a street/ path clearing and sweeping app), which send notifications directly to residents. These tools are also available on the website for those without smartphones.

are used for the day to day contact with reporters. Forty-six news stories were initiated through media releases and direct contact with reporters in 2016, up from 39 in 2015, 26 in 2014, 21 in 2013 and 11 in 2012.

The website redesign project was completed in 2016 with the new site launched in January 2017. The new website is mobile-optimized, so the website scales to fit mobile devices (an app will be released in 2017 that will make it even easier for residents to use the website).

A new digital sign was manufactured and installed in 2016 and became operational in January 2017. Approximately 12,000 vehicles travel past this sign daily so it should continue to be a very effective means of communication.

Sixteen face-to-face citizen engagement opportunities were organized in 2016: • Our Beaumont Municipal Development Plan engagement sessions (3) • Transportation Master Plan engagement sessions (3) • 50 Avenue Streetscape design • Budget open houses (2) • Budget workshop (3 days) • Spring Planning workshop (1/2 day) • External trainers workshop • Transit open houses (2) • Parc Montrose Park engagement session Nine online surveys were conducted: • • • • • • • • •

2017 Budget idea submissions Budget Results Definitions (for Priority Based Budgeting) Triomphe Estates Entrance survey Parc Montrose Park survey Community programs evaluation survey Transit survey Winter lights survey External trainers survey RCMP Policing Priorities survey

Our approach to communicating with news outlets continues to evolve. Traditional media releases are used for high-level announcements while email, phone calls and text messaging

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2016 RE P O RT TO TH E C O M M U N I T Y

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Beaumont uses various media to reach residents, businesses and others. The tools we use vary depending on the timeframes, the type of information and the audiences’ preferred option.

Website The website is our primary source of information for residents and staff. The goal is to post information that is timely, accurate and relevant to all users. The web redesign in 2016 has enhanced the look and feel, and the search function has been dramatically improved. New website features will be released over the coming year.

Ads We place ads in La Nouvelle Beaumont News, on 93.1 The One FM, in coffee shops, on sandwich boards in facilities, on the KNRRC sign and in several local and regional publications. Beaumont is featured in the Edmonton Sun Homes section three times per year.

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Traditional media (newspaper, TV and radio) We’re in touch with the local media several times per week. Highlights of Council meetings are circulated and interviews with elected officials and staff occur after most Council meetings. Media are invited to events and are kept apprised of upcoming story ideas and news. We use news releases, direct contact, informal notifications and invitations to communicate with media.

Mail

Digital Sign (2017)

Direct mail and ad mail are used a minimum of seven times per year. The Council newsletter Communiqué is mailed to every home in Beaumont with the bi-monthly utility bills.

With over 12,000 vehicles driving southbound into Beaumont every day, the new digital sign at 50 Street and TWP510 will become a major source of information for residents.

Information on the proposed budget is delivered to all homes in the T4X postal code through ad mail. There may be occasional direct mailings in addition to these seven events.

Social media We use various forms of social media depending on the audience we’re trying to reach and the sort of information we are communicating: • • • • • •

•

•

Facebook for community-building Twitter for timely announcements LinkedIn for HR and business-related postings YouTube channel for in-house produced videos Google+ to improve our Google search engine performance Keep it Green Beaumont solid waste collection app that sends collection reminders to residents and allows them to contact us, plus we can “push” notifications to users. In an emergency, this app and future apps would be used to help communicate with residents.

Clean Streets Beaumont app that provides residents with snow plowing and clearing and street sweeping information.

Chantal Bérubé Youth Centre app for members.

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Door-to-door delivery Door-knocker cards are used whenever we want to reach out to invite residents within a certain radius of an event or project. This has proven to be effective and appreciated by residents.

Person to person This includes speaking with people face-to-face, responding to questions or comments on social media, and using email and telephone.

B EA U M O N T

Website visits per month

2012 2013 2014 2015 2016 8,000 8,500 9,000 12,000 16,000

During the next one to five years, the following projects will be considered priorities: Communications Plan was completed in February 2016.

2015 Report to the Community (annual) and a companion publication called Beaumont at a Glance were produced and translated into French.

Bi-annual Citizen Satisfaction Survey takes place in May 2017. The previous Citizen Satisfaction Survey was completed in 2015.

Beaumont’s social media program expansion continues. We extended our reach with the introduction and support of Instagram and Google+ in 2016. We improved our presence on LinkedIn. We also added content to our YouTube account. In 2016 we produced 50 videos, including Facebook Live broadcasts from Town & Country Daze and Canada Day; and instructional videos on how to use the online registration program.

We continue to expand the reach of our social media accounts and we will introduce new technology in 2017 including 360° videos and mobile apps for the Chantal Bérubé Youth Centre and the Clean Streets Beaumont street sweeping and snow clearing app. A Town of Beaumont mobile app is under development.

Online surveys continue to be an important format for collecting data.

The project to develop a new website was completed in 2016 and website was launched in early 2017.

The new digital sign will provide residents with important information about fire bans, upcoming events and more.

Beaumont’s Public Participation Guide, which continues to shape our citizen engagement activities, was updated in 2016 and presented to elected officials.

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2

Community Identity Since 1895, the St. Vital church on the hill has served as a welcoming beacon to the community. Over a century later, Beaumont has become a diverse community that continues to celebrate its French origins through its bilingual schools, bilingual signage of public properties and its French Village Design guidelines.

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Strategic Outcome 2.1 Beaumont becomes a destination of choice due to features such as the church on the hill, the renewed Centre-ville, its reputation as the community with a French flair, and appropriate recreational/entertainment programs.

The following shows the financial support received by various channels for Beaumont’s community identity initiatives.

Total net municipal financial support for community identity initiatives Municipal Financial Support for Community Identity Initiatives

2012 2013 2014 2015 2016 $181,492 $179,813 $199,455 $219,958 $264,213 Council support for other initiatives requested by the community through recreation grants and subsidies, as well as Council’s discretionary budget

Community and Recreation Contributions Federal Grants

2012 2013 2014 2015 2016 $51,692 $63,616 $131,191 $16,016 $17,972 $11,086 $2,675 $4,850 $2,675 $3,175

Community Identity Report

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Beaumont sponsors seven cultural events annually and is pleased to report steadily increasing participation at each event.

Estimated number of attendees per event Beaumont & Country Daze Canada Day Beaumont Blues and Roots Festival Alberta Cultural Days Brighten Up Beaumont

2012 2013 2014 2015 2016

2,200 3,000 3,400 2,000 5,000 The Beaumont Blues and

800 2,500 3,000 5,000 2,000 Roots Festival became an independent registered society and a registered

1,500 2,000 2,800 2,300 N/A* non-profit so the attendance figures will no longer be included in this report.

500* new for 2016

600 1,100 1,000 4,000 2,000

Alberta Francophone Flag-raising Event

250 500 500 500 900

Family Day

250 350 325 450 450

Communities in Bloom Kick-off Breakfast

250 275 275 250 500

Total

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5,850

9,625

11,300

14,500

11,350

2016 RE P OR T TO TH E CO MMU NI T Y

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11,350

Estimated number of attendees at town events in 2015.

Estimated number of attendees at town events in 2016

208%

The percentage increase of attendee in 2015 from 2010.

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Beaumont’s 2015 Citizen Satisfaction Survey shows that 47 per cent of residents surveyed strongly agree or agree that Beaumont has successfully developed a French flair. This is down slightly from 51 per cent (2013). The next citizen satisfaction survey will be conducted in 2017.

The 50 Avenue streetscape design concept in downtown Beaumont was completed in 2016. Council approved the design concept and the project is now on hold pending budget deliberations in late 2017.

Six block parties were facilitated through FCSS in 2016, providing residents with a great opportunity to meet and build a sense of community with their neighbours.

As part of initiative to support Beaumont’s French identity, these signs are in both French and English: • • • • • • • • • •

All park signs Bibliothèque de Beaumont Library Centre d’opérations/Operations Facility Centre Chantal Bérubé Community Youth Centre Centre Ken Nichol Regional Recreation Centre Childcare Services – School Age Site Garderie pour enfants d’âge scolaire Gerry Patsula Parc des Lions RV Park Parc Quatre Saisons/Four Seasons Park RCMP/GRC Detachment Beaumont main bureau/office

The movie Sure Shot Dombrowski: The Early Years was filmed in Beaumont in 2016 and the community was the site of the movie’s world premiere in September. The producers of the film also shot two community videos locally.

Beaumont’s social media team created 48 videos that were posted to Facebook and YouTube.

Construction of the Centre Communautaire Beaumont Community Centre was completed in 2016 with the official opening held in January 2017. This new facility provides a place that the community needs for weddings, meetings and other events.

In 2016, Beaumont participated in the Communities in Bloom National competition for the 10,001 to 20,000 population category, receiving a 5-bloom bronze rating. Beaumont has participated in the Communities in Bloom provincial competition since 1997 and in the national competition since 2011.

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The weekly, monthly, and annual drop-in programs continued at the Centre Chantal Bérubé Community Youth Centre (CBYC) in 2016. The CBYC is a drop-in centre for youth aged 12-17.

Membership is free. It’s a trendy facility that offers a safe and supervised environment where youth can mingle and socialize with peers and participate in various recreational, preventative and educational programs. With a membership of over 390 youth, and with new members joining daily, the centre is a busy facility.

The CBYC also introduced its new app to help connect members and staff.

Sponsored by the Chantal Bérubé Memorial Fund, the Youth of the Month Award was presented to a local youth, aged 12-18, who demonstrated a positive attribute or action that should be recognized.

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2016 RE P OR T TO TH E CO MMU NI T Y

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Complete Community Being a complete community means that we incorporate economic, social, cultural and environmental elements into our municipal governance and planning, which contributes to the quality and character of Beaumont, in order to meet the needs of our residents, organizations and visitors.

Strategic Outcome 3.1

Complete Community Report

Beaumont makes substantial gains in attracting non-residential growth.

While no new land was developed and no new services were constructed for non-residential use from 2010 – 2015, Beaumont is making substantial gains attracting non-residential growth, and the need for commercial infrastructure is a priority.

Strategic Outcome 3.2 10

Beaumont utilizes smart growth principles in its planning activities.

The annual municipal census was conducted, and the results provide an updated picture of Beaumont’s population.

In 2015, the population rose by 5.9 per cent (940 residents) to a new population of 16,768. Children under the age of 15 make up 25.1 per cent of Beaumont’s population, and the average resident is 31.4 years old. The census information is used for government grant funding for programs and services that are based on current population. Each resident counted attracts approximately $254 in funding from other levels of government, so the census provides important data and revenue for the community.

5.9%

Beaumont’s application to annex 21 quarter sections (1,344 hectares) from Leduc County was approved. The jurisdiction changed effective January 1, 2017.

Work began to prepare two sites to build a new school in the future for Black Gold Regional Schools and a new school for St. Thomas Aquinas Roman Catholic Schools. Plans were drawn up and finalized and the projects started construction early in 2016.

Development of our green initiatives was a success.

In 2016 Beaumont: • Participated with local volunteer group in the Dig it!

Composting Fundraiser • Recycling Round-Up for hazardous waste, electronic waste and large items • Introduced organics bins into select Beaumont facilities • Joined the Federation of Canadian Municipalities’ Partners for Climate Protection Program • Introduced the Christmas Tree Recycling Program • Tree planting initiatives • Solid waste education campaigns at events • Increased signage indicating proper disposal methods • Staffed tables to help increase awareness of Beaumont’s environmental initiatives

2016 population increase

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B EA U M O N T

Number of commercial businesses (home-based and non-home-based) in Beaumont

2012 2013 2014 2015 2016 New home-based

40 50 54 71 69

New storefront

15 19 15 21 8

Home based

250 238 283 316 342

Storefront

130 134 150 156 164

Total

380 372 433 475 583

Percentage of land available for non-residential development

2012 2013 2014 2015 2016 Total gross area

1030 ha

1030 ha

1030 ha

1030 ha

1030 ha

Developed commercial land 1, 2

40.7 ha

40.7 ha

40.7 ha

24.10 ha

24.10 ha

Vacant serviced commercial land 2

-

-

-

12.39 ha

12.39 ha

Vacant non-serviced commercial land 2

-

-

-

3.51 ha

3.51 ha

Non-conforming use future commercial land 2

-

-

-

1.33 ha

1.33 ha

Percentage of gross area

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3.95% 3.95% 3.95% 3.97% 3.97%

Commercial land that is vacant

16.3 ha 40.3 ac

Percentage of commercial land

40.1% 40.1% 36.1% 35.9% 35.9%

Percentage of gross area

1.58% 1.58% 1.42% 1.43% 1.43%

16.3 ha 40.3 ac

14.7 ha 36.3 ac

14.7 ha 36.3 ac

14.7 ha 36.3 ac

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The method used to calculate developed commercial land changed in 2015 resulting in a lower figure than previous years despite actually having seen an increase in intensity. We separated one category into four categories.

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Commercial land includes Neighbourhood Commercial Convenience District; Commercial District; Industrial Business District, Town Centre Mixed Use District; and Direct Control District.

Number of housing starts by type of housing (see infographic on next page) Housing Starts by Type of Housing

Single Family

Duplex Unit

Duplex Condo

Townhouse

Apartment

2012 209 38 0 31 1 2013

124

28

28

7

1

2014 151 42 0 0 0

2015 155 56 0 37 1

2016 174 24 0 0 0

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2016 RE P OR T TO TH E CO MMU NI T Y

240 220 200 180 160

Housing Starts by Type of Housing

140 120 100 80 60 40 20 0

2012

2013

2014

2015

2016

174

12

Single family housing starts in 2016

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Total number of residential serviced infill and vacant lands

Total Dwelling Units and Serviced Lots

Lot Availability Report*

Total Dwelling Units

2012

267

5,297

2013

434

5,629

2014

299

5,823

2015

542

6,125

2016

439

6,433

Numbers of hectares developed for medium and high-density residential • • • • •

0 hectares in 2012 0.9 hectares (2.23 acres) in 2013 1.6 hectares (3.95 acres) in 2014 2.9 hectares (7.17 acres) in 2015 0 hectares in 2016

Number of kilometres of trails and sidewalks per capita

2012 2013 2014 2015 2016 Trails Total

21.67 km

21.92 km

26.90 km

27.51 km

27.79 km

Sidewalks Total

84.94 km

97.23 km

101.0 km

106.43 km

106.47 km

2013

2014

2015

2016

0.0017 km

0.0016 km

0.0016 km

0.0064 km

0.0063 km

0.0060 km

2012

Trails per capita

0.0016 km

Sidewalks per capita

0.0061 km

0.0015 km 0.0065 km

Complete Community Plan These current and future plans ensure will enable Beaumont to grow in all sectors (residential, commercial, industrial) in an economically, sustainably and eco-friendly way.

• Annexation application submitted to the Province (the decision was made to approve Beaumont’s application effective January 1, 2017).

• Ongoing modification of the Municipal Development Plan.

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2016 RE P O RT TO TH E C O M M U N I T Y

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4 14

Economic Development Residential growth has been the mainstay of Beaumont’s economic development for many years.

Rapid growth has shifted the focus to diversification into the growth of non-residential sectors, with a focus on commercial/light industrial development.

Strategic Outcome 4.1

Economic Development Report

Beaumont’s current residential/commercial tax base ratio of 94:6 is moved towards a preferred ratio of 80:20 through the practice of aggressive economic development and the assignment and achievement of yearly targets for increased non-residential growth.

New full-time job growth continues to rise with 66 positions created in 2013, 48 in 2014 and 115 in 2015.

Strategic Outcome 4.2 Beaumont makes substantial gains in the redevelopment of Centre-ville into a signature, defining area that enhances French heritage through design elements and business focus.

The Downtown Urban Design Concept Plan was completed in 2015. The old Shell site was purchased and a temporary beautification project was completed. Between 2013 and 2015, 50 Street to the City of Edmonton boundary roadway was upgraded, beautified and the deficiencies corrected. In 2013, 50 Avenue storm improvements were completed and the avenue was beautified in 2015.

Installation of commercial signage on 50 Street has been a huge success. Six highway signs have been installed with a total of 54 advertising opportunities. Over 40 of these are currently in use and there is high demand for the remaining spaces.

The Corporate Partnership Steering Committee, launched in 2015, promotes naming rights and advertising opportunities within Beaumont’s facilities.

115

Full time jobs created in 2015

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Beaumont participated with Leduc-Nisku EDA in a number of ongoing initiatives related to promoting economic development in the region.

The partnership with the Concerto Network continued.

Sponsored by the Conseil de développement économique de l’Alberta (CDÉA: Alberta’s French economic development provincial organization) the Concerto Network is a group of francophone communities who are committed to working together to foster business relationships and opportunities.

(The English version of their website is at www.lecdea.ca/en/.)

B EA U M O N T

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Highway signs have been installed on 50 Street with a total of 54 advertising opportunities

Beaumont’s economic indicators show strong growth year over year as follows:

Storefronts Number of storefronts in Beaumont Number of storefronts

2012 2013 2014 2015 2016

130 134 150 159 164 Total value of non-residential (commercial/industrial) building permits (construction value) 15

2012 $4,264,400 2013 $6,074,198 2014 $1,717,482 2015 $9,383,475 2016 $24,765,594 Percentage increase in real non-residential assessments/Percentage of residential/non-residential assessments Percentage increase in real non-residential assessments Increase in real non-residential assessments

2012 2013 2014 2015 2016

19% 13.44% 3.54% 10.33% 6.82%

Percentage of residential/non-residential assessments

2012 2013 2014 2015 2016 Residential

94.34% 94.21% 94.35% 94.33% 93.83%

Non-residential

5.66% 5.79% 5.65% 5.67% 6.17%

New non-residential taxes

2012 2013 2014 2015 2016 New non-residential

$42,283 $84,795 $16,550 $35,336 $38,582

Total non-residential

$873,685

B E AUMO NT

$969,458

$1,097,200

$1,202,262

$1,319,200

2016 RE P OR T TO TH E CO MMU NI T Y

Economic Development Plan These current and future plans will ensure Beaumont continues to develop economically at a sustainable rate.

Centre-ville redevelopment • One major construction project has been completed and one is underway (CCBCC) with expected completion in 2016.

Economic Development Plan: • Business retention and expansion activities are ongoing, which includes conducting interviews with local business owners.

New business recognition: • Several new businesses have used the program, which partners with the Chamber of Commerce and La Nouvelle Beaumont News.

• All new businesses are approached by Beaumont staff and offered our services to promote their grand opening.

Ongoing collaboration with the Beaumont Chamber of Commerce: • The Economic Development Officer is the liaison to the Chamber.

• Chamber executive meetings are hosted at the Beaumont office.

• The Chamber hosts the Mayor’s Annual Address.

• Continued partnership with le Conseil de développement économique de l’Alberta (CDEA) on implementation of Concerto (2015/2016).

• Collaboration with development to review the development applications process (2016).

• Improvements to community welcome program (2016).

• The business retention/exit interview program will be launched in 2017.

Centre-ville redevelopment

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B E A U MO NT

Fiscal & Asset Management The most pressing fiscal and asset issues stem from Beaumont’s rapid growth, which has prompted the need for additional infrastructure development and service delivery.

Strategic Outcome 5.1 That Beaumont receives optimal revenue from all available sources and achieves a balance between revenue and community needs.

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Strategic Outcome 5.2 That Beaumont’s infrastructure is well maintained and safe to ensure the delivery of high-quality services to the community.

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B E AU MON T

2016 RE P O RT TO TH E C O M M U N I T Y

Fiscal and Asset Management Report Beaumont receives revenue from several available sources and balances the budgets between revenue received and the needs of the community. The following graphics detail Beaumont’s revenue streams and its allocations.

Percentage and value of revenue from the following streams: residential taxes, non-residential taxes, fees, provincial and federal grants, other sources 0.01%

Residential taxes (excluding requisitions)

18.17%

$15,706,750 (39.65%)

Non-residential taxes (excluding requisitions) $1,319,200 (3.33%)

3.33%

38.84%

Percentage of Revenue

Provincial grants (operating)

$7,200,623 (18.17%)

Federal grants (operating)

$4,032 (0.01%)

Other sources (government transfers, sales and user charges, licenses permits and fees)

$15,389,954 (38.84%)

Total (less developer’s capital contributions)

$39,620,559 (100.00%)

* Information was taken from Audited 2016 Consolidated Financials ** Information taken from Trial balance December 31, 2016

2016 Percentage of Revenue 39.65%

Other Sources

38.84%

Residential

39.65%

Non-Residential

3.33%

Provincial Grants

18.17%

Federal Grants

0.01%

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Debt Debt limit at December 31, 2016 (CCBCC loan guarantee is included in the debt limit calculation): Total Debt 2015 $20,250,753

Percentage of Debt Repayment to Total Expenditure

2016 $12,541,958

Remaining Debt 2015 $39,558,537

Debt Service Limit

2012

5.45%

2012

$4,236,290

2013

4.41%

2013

$4,776,327

2014

5.30%

2014

$7,423,377

2015

6.46%

2015

$7,111,308

2016

3.64%

2016

$8,308,743

2016

2016 $48,485,224

2015

3.64%

2014

6.46%

2013

5.30%

2012

4.41%

0

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5.45% 1

2

3

4

5

6

7

B E A U MO NT

Costs for road maintenance per kilometre Total kilometres of roads

Operating costs for recreational infrastructure per resident

Costs for road maintenance per kilometre $8,903

2012 $65.46

2012

70.57 km

2013

75.20 km

2014

77.00 km

2015

82.90 km

2016

84.15 km

2013 $69.76 2014 $54.99 2015 $64.34 2016 $52.97

Weather, among other factors, can influence the cost for road maintenance per kilometre.

Cost of winter maintenance (snow and sand) for roadways per kilometre Cost of winter maintenance (snow and sand) for roadways per kilometre

$3,395 2012 $5,617 2013 $5,614 2014 $10,166 2015 $4,368 2016 $3,395 Ratio of net book value to cost of tangible capital assets by class 2012

Cost

2013

2014

2015

2016

$239,856,994 $265,142,911 $285,466,680 $326,523,145 $347,796,640

Net book value

$190,863,779

$201,974,078

$226,048,308

$260,824,046

$274,513,350

Capital reserves

$6,976,528

$8,434,145

$8,924,301

$9,734,567

$10,943,831

Off-site levies

$3,767,134

$3,645,915

$5,564,653

$4,793,074

$5,041,331

Mill rate/reserves/loans/revenues & expenses 2016 Mill Rate

Reserves (Savings)

The residential property mill rate was 8.312. The non-residential property mill rate was 11.7549. The average residential single family dwelling increased in assessed value by 2.36 per cent in 2016. 2016 assessment data is based on the average assessment as of July 2015.

Reserves are one of the financial tools available to the municipality. Each colour represents a section of that year’s total reserve. In 2016, the total reserve was $17.8 million. Water Off-Site Levy reserve has front ended water projects in the amount of $2,867,547 to be repaid by future development.

Reserve Balances 25,000,000

Offisite Levies - Sewer Offisite Levies - Roads

20,000,000

Utility Infrastructure

15,000,000

Municipal Reserve (Park Land) 10,000,000

Future Projects Infrastructure Maintence

5,000,000

Asset Replacement

2012 B E AUMO NT

2013

2014

2015

2016

Operating

2016 RE P OR T TO TH E CO MMU NI T Y

19

Debt (Loans) 70,000,000

Loans (Debt)

00

00

00

The debt limit is calculated at 1.5 times the revenue of the municipality (as defined in Alberta Regulation 255/00). Incurring debt beyond these limitations requires approval by the Minister of Municipal Affairs. In addition, the Province allows municipalities to borrow up to 85 per cent of their debt limit without Provincial approval. Beaumont has borrowed 20.55 per cent of our allowed debt.

00

60,000,000 50,000,000 40,000,000

Debt

20,000,000 10,000,000

Debt service limit

00

Debt

30,000,000

2012

Debt service limit

2013

2014

2015

2016

00

Revenues and Expenses

The graphs below reflect the 2016 municipal operational results.

(Utilities such as water, sewer and curbside collection of organics, 2012 2013Expenses 2014 2015 2016 Consolidated

by Object recycling and waste is accounted for in a self-funded model.)

00

56,948

Sala

56,948

Salaries, Wages and Benefits

576,799

Mate

13,047,072

Contracted and General Services

7,584,191

Materials and Services

13,047,072

20

Con

7,584,191

Utilities

Interest on Long-term Debt Amortization

7,206,898 5,770,366

Inter

Amo

7,206,898 1,455,793

Othe

5,770,366

Other Expenses

Fiscal and Asset Management Plan These current and future plans ensure Beaumont’s finances and assets are managed responsibly, ethically and with transparency.

• • • •

• •

• • •

Maintain Multi-year Capital Plan annually.

Align the budget with the Strategic Plan priorities annually.

Review Capital Financing Policy (2018).

Implement an asset management system that uses software and resources to track the life of assets. Implementation to be phased in from 2016 – 2018. Policy, strategy and framework is being developed. Beaumont is working with the City of Chestermere through the Alberta Community Partnership Grant to acquire software and begin data migration. This work will continue into 2017.

Implement public GIS opportunities annually and continue to offer business and construction maps online.

Implemented priority based budgeting in 2017. Priority based budgeting is a process used by municipalities to understand their larger community values, and budget accordingly to those values, while providing flexibility in order to meet the changing needs of the community.

Explore multi-year operating budget in 2017.

Launch a budget community survey in 2017.

Solid waste service providers’ contract was reviewed, with request for proposals in 2017, and a contract start date of August 2017. The Keep it Green Beaumont app for organics, recycling and waste continues to be a vital piece of keeping residents informed.

2 0 16 R E PO R T T O T HE C OM M U N ITY

Utilit

Com

5,950,761

Community Grants

,950,761

93

2016 Consolidated Expenses by Object 2016 Consolidated Expenses by Object

B E A U MO NT

People Services We need an outstanding team of professionals to accomplish the mission of excellence in service so that life is truly better in Beaumont. We must attract and retain skilled and dedicated individuals to ensure the effective delivery of services to the community.

Strategic Outcome 6.1 Beaumont is deemed an employer of choice as reflected in its attraction and retention of employees, and in its ongoing commitment to being one of Canada’s finest employers.

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Strategic Outcome 6.2 That Beaumont makes available to the community a broad range of programs, activities and services designed to make life better in Beaumont.

21

B E AU MON T

2016 RE P O RT TO TH E C O M M U N I T Y

People Services Report Beaumont is an employer of choice, as reflected in its attraction and retention of employees, and in its ongoing commitment to being one of Canada’s finest employers. Beaumont is ranked in the top 300 (2011 – 2015) of Canada’s Top 100 Employers in Canada.

Average tenure of employees

2012 2013 2014 2015 2016 Less than 1 year

22%

6%

9%

19%

17%

1 – 5 years

41% 53% 48% 44% 39%

6 – 10 years

23% 26% 27% 24% 27%

11 – 15 years

5% 7% 5% 6% 8%

16 – 20 years

2% 2% 5% 3% 4%

20+ years

7% 6% 6% 4% 5% According to our 2015 Citizen Satisfaction Survey, 57 per cent of residents surveyed state that they are very satisfied or somewhat satisfied with Beaumont’s services, programs, facilities and infrastructure. This is down slightly from 66 per cent in 2011 and 63 per cent in 2013.

The RCMP, Municipal Enforcement and Support Staff Resource Plan was updated in 2015.

With the help of the Community Advisory Committee and community consultations, three policing goals were endorsed by Council: preventing youth crime through positive youth development; reducing impaired driving; and property crime.

Beaumont has remained consistent with its overall calls for service from the RCMP, and for 2016 the RCMP received 4060 calls for our growing community. This was a decrease in the overall calls by 604 compared to 2015. Further, our reported property crimes decreased by a total of 52 reported incidents. Beaumont is considered one of the safest communities is Alberta, and a great place to call home.

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Program space utilization/square metres of public indoor recreational space per capita/ square metres of public outdoor recreational space per capita Numbers of registered participants in programs (see infographic on next page)

2012 2013 2014 2015 2016 Adult community programs

237 114 182 268 205

Children community programs

1,357 1,201 1,284 1,673 1,648

Aquatics Swim lessons (children/youth, inc schools and public)

4,569 5,085 4,745 5,369 7,897

Swim lessons (adult)

52 28 51 45 54

Lifesaving courses

39 63 30 64 66

Other courses (CPR) Fitness Total

20

13

10

0

0

854 601 574 403 895 7,128 7,115 6,876 7,875 10,765

2 0 16 R E PO R T T O T HE C OM M U N ITY

B E A U MO NT

Numbers of registered participants in programs

23

B E AU MON T

2016 RE P O RT TO TH E C O M M U N I T Y

Square metres of public indoor recreational space per capita Indoor recreation space per capita

2012 2013 2014 2015 2016 1.09 m2

1.02 m2

0.96 m2

0.91 m2

0.86 m2

Square metres of public outdoor recreational space per capita Outdoor recreation space per capita (includes parks and municipal reserve)

2012 2013 2014 2015 2016 58.90 m2

60.20 m2

56.73 m2 53.55m2

50.55 m2

People Services Plan These current and future plans ensure the continued success and improvement of Beaumont’s people services.

• Continuation of Top 100 Initiatives.

• Beaumont was again shortlisted as a top employer in 2016.

• Research was completed in 2016 for options and content for an Employee Engagement Survey.

• Ongoing training opportunities include participating in joint training programs with our neighbouring communities with Leduc County and City of Leduc.

• Individually, staff attended other training courses and opportunities that focused on their specific areas of expertise.

• Respectful Workplace training was launched for all employees • Specific employees were identified to complete process improvement training through Lean Six Sigma certification to lead process improvements throughout the organization.

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• The Human Resources Plan is scheduled for 2017, and the HR recruitment/retention strategy for 2018.

• Implement customer service tracking request technology system in 2017.

2 0 16 RE PORT TO TH E COMMUNIT Y

B EA U M O N T

In Closing Beaumont’s strategic planning process includes two publications: the Strategic Plan and the Report to the Community. The Strategic Plan is a forward-looking document, and the Report to the Community reviews the previous year’s Strategic Plan. The Strategic Plan is updated annually to include any new projects and initiatives for the coming years.

This Report to the Community is a summary of both plans to show the residents of our community our past, present and future success on each point of our six focus areas.

We hope that you will share our enthusiasm for these documents, and that your contributions will continue to assist us in helping to achieve the identified outcomes.

If you have any questions, please contact your elected officials or a senior staff member.

Connect With Us Address Town of Beaumont 5600 49 Street Beaumont AB T4X 1A1 P: 780-929-8782 E: admin@beaumont.ab.ca

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Phone Numbers Mayor Camille Bérubé Councillor Kathy Barnhart Councillor Kerri Bauer Councillor Perry Hendriks Councillor Bruce LeCren Councillor Bill McNamara Councillor Louise White-Gibbs

780-929-8368 780-721-5504 780-929-2441 780-929-5102 780-709-4431 780-929-8215 780-929-2233

Email links for Mayor and Council are online at www.beaumont.ab.ca

Social Media BeaumontAB T4XBeaumont Beaumont,Alberta T4X Beaumont beaumont_ab Beaumont-Alberta

B E AU MON T

2016 RE P O RT TO TH E C O M M U N I T Y