2017 Report to Community

2017

Report to the Community

BEAUMONT ALBERTA

Contents Message from the Mayor and Council ..................................................... 1 Beaumont’s Vision, Mission and Values .................................................. 2 Our 6 Strategic Areas of Focus and Why They Matter ............................ 2 1. Communication and Citizen Engagement ...............3 2. Community Identity ..................................................6 3. Complete Community ... ……………………………...9 4. Economic Development.........................................11 5. Fiscal and Asset Management ..............................13 6. People Services .....................................................16 In Closing ............................................................................................... 18 Connect With Us .................................................................................... 18 Contact Information ............................................................................... 18 Web and Social Media ........................................................................... 18

Message from the Mayor and Council On behalf of the members of Council, I am pleased to present you with our 2017 Report to the Community.

Mayor John Stewart

This report provides information on the progress that was made in 2017 in the six key focus areas identified in the 2017-2022 Strategic Plan adopted by the previous council: Communication/Citizen Engagement, Community Identity, Complete Community, Economic Development, Financial 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 Bill Daneluik

Councillor Perry Hendriks

Councillor Sam Munckhof-Swain

Councillor Sam Munckhof-Swain

Councillor Steve vanNieuwkerk

As your Council, our greatest focus remains planning and ensuring the infrastructure is in place to handle future growth. 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.

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.

John Stewart, Mayor

2017 Report to the Community

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Beaumont

Beaumont’s Vision, Mission and Values

Our Six Strategic Areas of Focus for 2017 and Why They Matter

Our Vision for the Future Together, we make life better in Beaumont.

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.

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

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

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

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

Our Values

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.

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

6 People Services

Communication and Citizen Engagement

2 Community Identity

6 Strategic Areas of Focus

5 Financial and Asset Management

2017 Report to the Community

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3 Complete Community 4 Economic Development

Beaumont

1

Communication and 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

The new website was launched in January 2017. The new website is mobile-optimized, so the web site scales to fit mobile devices (an app will be released in 2018 that will make it even easier for residents to use the website).

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

A new digital sign 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..

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.

Eleven face-to-face citizen engagement opportunities were organized in 2017: • Our Beaumont Municipal Development Plan engagement sessions (3) Community Spring Awareness (1) • Beaumont Municipal Status (2) • Our Complete Community (1) • Aqua-Fit Phase 2 Public Information Session (2) • Fall Awareness event (1) • Spring Planning workshop (1/2 day)

Communication and Citizen Engagement Report Beaumont’s 2017 Citizen Satisfaction Survey shows that 54 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 2019.

Seven online surveys were conducted: • Fall 2017 - Participant Program Evaluation • Spring 2017 - Participant Program Evaluation • 2018 Budget - Resident Project Submissions • Beaumont Municipal Status • Municipal Enforcement 2017/2018 Priorities • Summer Programs Evaluation Survey • Community Volunteer Organization Recognition

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 2017.

Beaumont’s Public Participation Guide will be reviewed in 2018 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.

Communication and Citizen Engagement Plan 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 audience’s preferred option. We continue to monitor and measure the success of this strategic approach.

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.

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 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.

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Website

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.

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 2017 has enhanced the look and feel, and the search function has been dramatically improved. New website features will be released over the coming year.

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.

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.

Digital Sign

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.

Mail

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.

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.

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.

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.

Person to person

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

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Beaumont

Website visits per month

2012 8,000

2013 8,500

2014 9,000

2015 12,000

2016 16,000

2017 19,000

During the next one to five years, the following projects will be considered priorities: •

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

•

Beaumont’s Social Media program continues to grow, we added 612 new followers on our Facebook handle and added 273 new followers on Twitter (creating 1, 18,000 Twitter impressions). We extended our reach with the introduction and support of Instagram and Google+ in 2017. We improved our presence on LinkedIn.

•

Subscribers are joining our YouTube account organically. In 2017 we produced 55 videos, including Facebook Live broadcasts from Town & Country Daze and Canada Day; and instructional videos on YouTube.

•

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 will be rolled out in 2018.

•

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

•

Continuous improvements to the website, resulted in improved search functionality and traffic.

•

The new digital sign continues to provide residents with important public service announcements about fire bans, upcoming events and more. Beaumont’s Public Participation Guide, which continues to shape our citizen engagement activities will be reviewed in 2018.

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Beaumont

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 2012

2013

2014

2015

2016

2017

$181,492

$179,813

$199,455

$219,958

$264,213

$299,431

Council support for other initiatives requested by the community through recreation grants and subsidies, as well as Council’s discretionary budget

2012

2013

2014

2015

2016

2017

Community Contributions

$51,692

$63,616

$131,191

$16,016

$17,972

$16,665

Grants

$11,086

$2,675

$4,850

$2,675

$3,175

$30,500

Community Identity Report Beaumont sponsors seven cultural events annually and is pleased to report steadily increasing participation at each event Estimated number of attendees per event 2012

2013

2014

2015

2016

2017

Town & Country Daze

2,200

3,000

3,400

2,000

2,000

2,500

Canada Day

800

2,500

3,000

5,000

5,000

5,000

n/a

n/a

n/a

n/a

500

600

Brighten Up Beaumont

600

1,100

1,000

4,000

2,000

2,000

Alberta Francophone Flag-raising Event

250

500

500

500

900

500

Family Day

250

350

325

450

450

800

Communities in Bloom Kick-off Breakfast

250

275

275

250

500

500

Total

5,850

9,625

11,300

14,500

11,350

11,900

Alberta Cultural Days

2017 Report to the Community

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Beaumont

As part of Beaumont’s 2017 Citizen Satisfaction Survey respondents were asked to indicate what came to mind when thinking about Beaumont’s community identity. Over one-quarter of the respondents (26%) cited the French culture of Beaumont, while 16% mentioned the small-town atmosphere.

In 2017, 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.

When asked what they considered to be Beaumont’s strengths and unique features, one quarter of respondents (25%) mentioned the French theme Beaumont and the architecture, followed by 19% who mentioned the small town atmosphere.

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

Over half of the respondents (58%, a significant increase from 50% in 2015) either somewhat (31%) or strongly (27%) agreed that Beaumont has successfully developed a French flair and is recognized for it (ratings of 4 or 5 out of 5), while over one-quarter (26%) neither agreed nor disagreed (3 out of 5).

The July 1, 2017 Canada Day celebrations were continued over to July 2 with the celebrations of Canada’s 150th Birthday. There were 12 different activity locations celebrating four themes: Diversity and Inclusion; Reconciliation; the Environment; and, Youth Engagement.

Ten (10) block parties were facilitated through FCSS in 2017, providing residents with a great opportunity to meet and build a sense of community with their neighbours.

Weekly, monthly, and annual drop-in programs continue at the Centre Chantal Bérubé Community Youth Centre (CBYC).

Membership is free, offering youth aged 12-17 a safe and supervised environment to mingle and socialize with their peers and participate in various recreational, preventative and education programs.

The official opening of the Centre Communautaire Beaumont Community Centre was held in January 2017. Providing a meeting place for the community, the Centre hosted the Night Market, the Communities in Bloom dinner, Beaumont Days, Canada Day, the 2017 Municipal Election and numerous private functions.

Despite the frigid temperature another successful Movie in the Park was hosted. Nostalgia was high for the event as E.T. was screened and Reese’s Pieces were enjoyed under the stars.

Community Identity Plan These current and future plans will ensure Beaumont continues to solidify its unique identity locally and nationally.

Bilingual signage for municipal facilities: • 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 Bilingual material translation: • Mayor’s message on the website • Strategic Plan • Report to the Community • Beaumont Business Summary • Beaumont brochure

2017 Report to the Community

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Beaumont

3

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 Beaumont makes substantial gains in attracting non-residential growth.

Strategic Outcome 3.2 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 2017, the population rose by 3.4 per cent (600 residents) to a new population of 18,320. Children under the age of 16 make up 26 per cent of Beaumont’s population, and the average resident is 31.9 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.

Smart Growth Report Beaumont is making substantial gains attracting non-residential growth, and the need for commercial infrastructure is a priority.

Beaumont’s successfully annexed 21 quarter sections (1,344 hectares) from Leduc County in 2017.

Two new school sites opened in 2017, one Black Gold Regional School and a new school for St. Thomas Aquinas Roman Catholic Schools.

In 2017 Beaumont purchased its own curbside waste and organic carts. In addition, Beaumont entered into a new curbside collection contract, which resulted in reduced fees to residents.

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Beaumont

Number of commercial businesses (home-based and non-home-based in Beaumont) 2012 40 15 250 130 380

New home-based New storefront Home based Storefront Total

2013 50 19 238 134 372

2014 54 15 283 150 433

2015 71 21 316 156 472

2016 69 8 342 164 506

2017 73 19 346 177 523

Number of housing starts by type of housing 2012 2013 2014 2015 2016 2017

Single Family 209 124 151 155 174 182

Duplex Unit 38 28 42 56 24 44

Duplex Condo 0 28 0 0 0 0

Townhouse 31 7 0 37 0 15

Apartment 1 1 0 1 0 1

Total number of residential serviced infill and vacant lands 2012 2013 2014 2015 2016 2017

Lot Availability Report 267 434 299 542 439 328

Total Dwelling Units 5,297 5,629 5,823 6,125 6.433 6,695

Number of kilometers of trails and sidewalks per capita Trails Total Trails per Capita

2012 21.67 km 0.0016 km

2013 21.92 km 0.0015 km

2014 26.90 km 0.0017 km

2015 27.51 km 0.0016 km

2016 27.79 km 0.0016 km

2017 27.79 km 0.0015 km

Sidewalks Total Sidewalks per Capita

84.94 km 0.0061 km

97.23 km 0.0065 km

101.00 km 0.0064 km

106.43 km 0.1163 km

106.47 km 0.0060 km

107.64 km 0.0059 km

2017 Report to the Community

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Beaumont

4

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 nonresidential sectors, with a focus on commercial/light industrial development.

Economic Development Report

Strategic Outcome 4.1

With over 160 storefronts Beaumont works closely with the Beaumont Chamber of Commerce to engage, support and advocate for the local business community. The installation of the six highway signs on 50 Street coming into Beaumont continues to be a success, providing 54 spots of local businesses advertising opportunities.

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.

Strategic Outcome 4.2

In addition to being a member of Leduc-Nisku EDA, Beaumont joined the newly formed regional economic development company for the Edmonton Metropolitan Region, Edmonton Global. Speaking with one voice Edmonton Global strengthens the regions global competitiveness, growth and innovation

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 Concerto Network has changed its name to Francophone Resources-Alberta Bilingual Municipalities Association. Sponsored by the Conseil de dévelopment économique de l’Alberta (CDÉA: Alberta’s French economic development provincial organization) the Association 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/.)

Phase II of Maina Centre Ville started construction in 2017.

Building off of Phase 1’s French design, Phase 2 offers additional commercial opportunities within Centre-ville.

The Bryant Heritage Plaza located in south Beaumont opened in 2017. Consisting of four commercial retail buildings offers retail outlets and professional offices.

Twenty-one (21) quarter sections of new land were added to Beaumont on January 1, 2017 following the approval of Beaumont’s annexation by the Province.

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Beaumont’s economic indicators show strong growth year over year as follows: Number of storefronts in Beaumont 2012 130

2013 134

2014 150

2015 159

2016 164

Total value of non-residential (commercial/industrial) building permits (construction value) 2012 2013 2014 2015 2016 $4,264,400 $6,074,198 $1,717,482 $9,383,475 $24,765,594

2017 177

2017 $18,153,803

Percentage increase in real non-residential assessments / Percentage of residential/non-residential assessments / New non-residential taxes: Percentage increase in real non-residential assessments 2012 2013 2014 19% 13.44% 3.54%

2015 10.33%

2016 7.35%

2017 12.52%

Percentage of residential/non-residential assessments

Residential Non-residential

2012 94.34% 5.66%

2013 94.21% 5.79%

2014 94.35% 5.65%

2015 94.33% 5.67%

2016 93.85% 6.15%

2017 93.46% 6.54%

2012

2013

2014

2015

2016

2017

$42,283

$84,795

$16,550

$35,336

$38,582

$126,567

$873,685

$969,458

$1,097,200

$1,202,265

$1,319,200

$1,512,122

New non-residential taxes

New non-residential taxes Total nonresidential taxes

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Beaumont

5

Financial and Asset Management The most pressing financial 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.

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

2017 Report to the Community

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Beaumont

Financial 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; and other sources, net of developer capital contributions. (Information obtained from 2017 Financial Audit Report)

2016 Percentage of Revenue Residential Taxes Non-Residential Taxes Provincial Grants Federal Grants Other Sources

39.65% 3.33% 18.17% 0.01% 38.84%

2017 Mill Rate The residential property mill rate was 9.08601. The non-residential property mill rate was 12.57274. The average residential single family dwelling decreased in assessed value by 5.45 per cent in 2017. 2017 assessment data is based on the average assessment as of July 2016.

The following graph highlights the 2017 expenditures based on object code. (Information obtained from 2017 Financial Audit Report)

2017 Consolidated Expenses by Object 61,380

8,111,479

Salaries, Wages and Benefits Contracted and General Services

577,993

13,793,035

190,580

Materials and Services Utilities

1,582,495

Community Grants Interest on Long-term Debt Amortization

7,390,092

Other Expenses 7,385,929

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Debt Debt limit at December 31, 2017. (Information obtained from 2017 Financial Audit Report)

Total Debt 2016 2017

$12,541,958 $16,016,205

Remaining Debt 2016 2017

$48,113,286 $42,863,027

Percentage of Debt Repayment to Total Expenditure 2012 2013 2014 2015 2016 2017

5.45% 4.41% 5.30% 6.46% 3.64% 2.77%

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. Beaumont has borrowed 27.2 per cent of our allowed debt.

Tangible Capital Assets and Reserves Capital Assets: Ratio of net book value to cost of tangible capital assets by class Cost Net Book Value Capital Reserves Off-Site Levies Front-ended Off-Site Levies

2012 $239,856,994 $190,863,779 $6,976,528 $3,767,134 $3,912,627

2013 $265,142,911 $201,974,078 $8,434,145 $3,645,918 $4,227,634

2014 $285,466,680 $226,048,308 $8,924,301 $5,564,652 $3,307,874

2015 $326,523,145 $260,824,046 $9,734,567 $4,793,074 $2,904,733

2016 $347,796,640 $274,513,350 $10,943,831 $5,041,030 $2,867,547

2017 $367,299,916 $285,905,147 $14,327,334 $3,425,552 $2,676,116

Reserves: Reserves are one of the financial tools available to the municipality. Each color represents a section of that year’s total reserve. In 2017, the total reserve was $22.748 million.

Reserve Balances 25,000,000 Utility Infrastructure

20,000,000

Municipal Reserve (Park Land)

15,000,000

Future Projects

10,000,000

Infrastructure Maintence Asset Replacement

5,000,000

Operating

2012

2013

2017 Report to the Community

2014

2015

2016

15

2017

Facility Management

Beaumont

6

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.

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.

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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

2017

Less than 1 year

22%

6%

9%

19%

17%

18%

1 – 5 years

41%

53%

48%

44%

39%

43%

6 – 10 years

23%

26%

27%

24%

27%

22%

11 – 15 years

5%

7%

5%

6%

8%

8%

16 – 20 years

2%

2%

5%

3%

4%

4%

20+ years

7%

6%

6%

4%

5%

5%

According to our 2017 Citizen Satisfaction Survey nearly two-thirds of the respondents, 62 per cent of residents surveyed stated that they were very satisfied or somewhat satisfied with Beaumont’s services, programs, facilities and infrastructure.

This is an increase over the 2015 results from 57 percent.

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: reducing the use of illicit drugs; reducing property crimes; and, preventing youth crime through positive youth development.

Crimes against persons decreased by three percent since 2016 and the five-year trend is also down by 16 percent. These types of crimes have decreased by 39 percent since 2016 and overall by twelve percent from the 2013 to 2017.

Overall, property crime has increased by 13 percent in 2017 over 2016. While the number of Break and Enters and Mischiefs have decreased, there has been an increase in the number of Thefts of Motor Vehicles, Thefts under $5,000 and Frauds in 2017.

Program space utilization/square meters of public indoor recreational space per capita/ square meters of public outdoor recreational space per capita Numbers of registered participants in programs (see infographic on next page) 2012

2013

2014

2015

2016

2017

237

114

182

268

205

135

Children community

1,357

1,201

1,284

1,673

1,648

1,338

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

4,569

5,085

4,745

5,369

7,897

6,902

Swim lessons (adult)

52

28

51

45

54

32

Lifesaving courses

39

63

30

64

66

59

Other courses

20

13

10

0

0

0

Fitness

854

601

574

403

895

288

Totals

7,128

7,115

6,876

7,875

10,765

8,754

Adult community programs

Square meters of public indoor recreational space per capita 2012 1.09 m2

2013 1.02 m2

2014 0.96 m2

2015 0.91 m2

2016 0.86 m2

2017 0.83 m2

2016 50.55 m2

2017 49.01 m2

Square meters of public outdoor recreational space per capita 2012 58.90 m2

2013 60.20 m2

2017 Report to the Community

2014 56.73 m2

2015 53.55 m2

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In Closing Beaumont’s strategic planning process includes two publications, it Strategic Plan and Report to the Community.

The Strategic Plan is a forward-looking document, with the Report to the Community providing residents a summary of how each of the six strategic focus areas were meet during the year of the report.

We hope that you will share our enthusiasm for these documents, and that your contributions will continue to assist us in achieving 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

Phone Numbers Mayor John Stewart Councillor Kathy Barnhart Councillor Bill Daneluik Councillor Perry Hendriks Councillor Sam Munckhof-Swain Councillor Martin Stout Councillor Steve vanNieuwkerk

780-293-5650 780-721-5504 587-357-5206 780-929-5102 780-690-0031 780-904-9623 780-991-0871

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

Social Media Fb: BeaumontAB Tw:T4XBeaumont YouTube: Beaumont,Alberta G+: T4XBeaumont Instagram: beaumont_ab LinkedIn: Beaumont-Alberta

2017 Report to the Community

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Beaumont

2017 Report to the Community

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Beaumont