Beaumont, Alberta : Strategic Plan 2016-2021

Beaumont Alberta

STRATEGIC PLAN

2016-2021

Life is better in Beaumont

Life is better in Beaumont

A MESSAGE TO THE COMMUNITY On behalf of members of Council, I am pleased to present you with our Strategic Plan 2016-2021.

Strategic planning is a process through which Council conveys its vision and priorities for Beaumont. A significant number of ideas directly associated with the future of our community have been limited to the critical few that you will find within the Plan. The document reflects our expression on your behalf, of the future of our community. It will serve as a guide to our staff and Council to focus on and accomplish the items outlined in our Strategic Plan.

The Plan includes what we believe to be an exciting and inspirational statement of vision for the future of our community. It goes on to make it clear in our mission statement that we are here to be of service to you and to ensure that life is indeed better in Beaumont.

The Plan then presents four key value statements that will guide the behaviours of all of us who serve, and who are served.

The Plan is organized around six key focus areas and within each, there are one or two strategic outcomes that Council will oversee, and to which staff and other interested stakeholders will contribute to ensure their achievement. The six key focus areas, in alphabetical order are as follows: Communication/Citizen Engagement Community Identity Complete Community Economic Development Fiscal & Asset Management People Services We hope that you will share our enthusiasm for this document, and that your contributions will assist us in helping to achieve the identified outcomes. Please know as well, that this Plan will continue to be reviewed and revised on an annual basis. If you have any questions, please contact myself, any other member of Council, or staff member.

Camille Bérubé, Mayor

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MAYOR & COUNCIL VISION FOR THE FUTURE

MAYOR & COUNCIL

OUR VISION FOR THE FUTURE

Mayor

Councillor

Councillor

Camille Bérubé 780-886-2443

Kathy Barnhart 780-929-6164

Kerri Bauer 780-929-2441

Councillor

Councillor

Councillor

Perry Hendriks 780-929-5102

I

Bruce LeCren 780-709-4431

Bill McNamara 780-916-5974

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 Councillor Louise White-Gibbs 780-929-2233

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

TABLE OF CONTENTS OUR VISION . . . . . . . . . . . . . . . . . . . 5 1. COMMUNICATION/CITIZEN ENGAGEMENT . . . . . . . . . . . . . . . . . 6 2. C OMMUNITY IDENTITY. . . . . . . . . . . 8 3. C OMPLETE COMMUNITY . . . . . . . . 10 4. ECONOMIC DEVELOPMENT . . . . . . 12 5. F ISCAL & ASSET MANAGEMENT . . 14 6. P EOPLE SERVICES. . . . . . . . . . . . . 16

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Our Values 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 all

those serving the community in high regard.

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COMMUNICATION/CITIZEN ENGAGEMENT

1.

COMMUNICATION/CITIZEN ENGAGEMENT

It is essential that clear internal and external communication exist between Council, staff members and the residents they serve, in order for everyone to have a better understanding of the intended goals. Citizens need to have the opportunity to be engaged in civic conversations, and know that their input is valued.

Strategic Outcome, Priorities and Performance Indicators STRATEGIC OUTCOME 1.1: Beaumont’s residents, business community and municipal staff feel fully aware of, and understand the community’s direction and decisions taken on their behalf.

The achievement of this strategic outcome will be monitored through the use of the following performance measures:  Percentage of residents who have a general awareness/understanding of priorities, projects and initiatives undertaken Number of communications tools used  Staff who have a general awareness/understanding of priorities, projects and initiatives undertaken

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During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Communications Plan integrated in budget deliberations (annual) Report Card 2016-2021 (annual) Resident survey (2017) Development of citizen engagement inset policy for approval by Council (2016) Complete a communications process for planning initiatives (2016) Review and update Beaumont advertisements and establish a template (2016) Community e-mail and newsletter (2016) I mprove service delivery to residents with new technology, including an online account inquiry and payment system (2016) Mobile website capability (2016)  Emergency communication procedures , a joint project with other communities (2016/2017) Finalize a Protective Services communications plan (2016/2017) Development of a forum for public involvement (2016) Installation of electronic message center (2016) Implementation of new Beaumont website (2016) Implementation of street sweeping and snow removal app (2016)

Number of visitors on our website

Consider live streaming of Council meetings (2017)

Social media analytics

Explore video and YouTube opportunities (2017) Production of videos featuring local residents and staff (2018)

STRATEGIC OUTCOME 1.2: Beaumont residents are provided with regular opportunities to engage in community conversations about key issues impacting the community, and are kept informed of how their input is used.

Pilot physical technology (kiosks) to be placed in strategic locations (2018)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Developing public participation training capabilities for employees (2019)

 Percentage of residents reporting satisfaction with opportunities to be engaged in the decision making process

Erecting a second digital sign at the south entrance of the community (2021)

 Number of engagement activities organized for residents

 Become a leader in municipal communications by teaching other municipalities about our best practices (2019) Develop Smart Communities Concept Plan (2020)  Implementing evaluation and measurement systems to further support our communications programs (2021)

 Number of residents attending public engagement opportunities and responding to surveys  Number of followers utilizing social media and the Keep it Green app to engage in conversations with Beaumont’s staff

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COMMUNITY IDENTITY

2.

COMMUNITY IDENTITY

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During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities:  Consistent bilingual signage for municipal facilities (annual)  Selected bilingual material translation (annual)  Francophone Flag Raising Ceremony (annual)

Since 1895, Beaumont has been proud of its church on the hill, serving as a welcoming beacon to the community. Over a century later, Beaumont has become a diverse community, but it still proudly holds to its French origins and reflects these through its bilingual schools, signage of public properties and its French Village Design Guidelines.

 Continued exchanges with other communities with similarities to Beaumont (2016/2017)  Implement recommendations included in the Downtown Urban Design Concept Plan (2016-2021)

Strategy to develop Centre-ville green space (2016/2017)

 Implement community wayfinding (2018)

Strategic Outcome, Priorities and Performance Indicators

 Finalize streetscape design on 50 Avenue (2016) 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.

 Collaboration to host a local movie in the community (2016)  Continued involvement in international development partnerships (2016)  Development of an updated municipal logo, corporate identity and review municipal status (2017-2019)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

 French Village Design Guidelines review (2017)

 Number of recreational/cultural events and the estimated number of attendees per event

 Centre-ville marketing and destination strategy (2018)  New events that promote community identity (2018)

 Total net municipal financial support for community identity initiatives.

 Explore Centre-ville market opportunities (2018)

 Total other support for community identity initiatives (governments, others).  Percentage of residents and business community surveyed who report that they believe Beaumont has successfully developed a French flair and is recognized for it.

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COMPLETE COMMUNITY

3.

COMPLETE COMMUNITY

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During the next one to five years, the following projects contributing to the achievement of these outcomes will be considered priorities:  Open Space and Trails Master Plan implementation (ongoing)  Environmental Master Plan implementation (2016-2021)  Boundary adjustments/future growth implementation (2016/2017)

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.

 Municipal Development Plan to reflect complete community principles and includes community visioning opportunities (2016/2017)

Strategic Outcome, Priorities and Performance Indicators

 Finalize future growth implementation plan details (2016/2017)

STRATEGIC OUTCOME 3.1: Beaumont makes substantial gains in attracting non-residential assessment.

The achievement of this strategic outcome will be monitored through the use of the following performance measures: Number of hectares serviced for non-residential use

 Continued involvement in Capital Region Board initiatives related to housing, transit and growth plan update (2016/2017)  Transportation Master Plan (2016/2017)  Infrastructure Master Plan (2017)  Consideration of new municipal areas as we continue to grow (2016-2018)  Central Area Redevelopment Plan review (2018)  Land Use Bylaw review (2018)

Number of hectares developed for non-residential use Number of businesses (home-based and non-home-based) in Beaumont Percentage and total land available for non-residential development STRATEGIC OUTCOME 3.2: Beaumont utilizes smart growth principles in its planning activities.

The achievement of this strategic outcome will be monitored through the use of the following performance measures: Number of housing starts by type of housing Number of infill and current vacant lands developed Number of hectares serviced for medium and high-density residential Number of hectares developed for medium and high-density residential Number and description of new green initiatives implemented Number of kilometres of trails and sidewalks per capita Current density of the community in context of the Capital Region Growth Plan

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ECONOMIC DEVELOPMENT

4.

ECONOMIC DEVELOPMENT

Residential development has driven Beaumont’s growth for many years. While residential expansion will continue, non-residential assessment development must now become the key driver for growth. The cost for additional infrastructure, services and community programs can no longer be placed on residential development only; diversification is essential. A greater percentage of growth must be achieved within the commercial/light industrial sector.

Strategic Outcome, Priorities and Performance Indicators STRATEGIC OUTCOME 4.1: Beaumont’s current residential/commercial tax base ratio of 95:5 is moved towards a preferred ratio of 80:20 through aggressive economic development and the assignment and achievement of yearly targets for increased non-residential assessment.

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

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During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Collaboration with the Beaumont Chamber of Commerce to promote local businesses (ongoing)  Economic Development Framework which will include priority initiatives of the Niche Market Study and other reports in one document (2016) Implement Corporate Partnership program (2016/2017) Continued involvement with the Capital Region Board Economic Strategy and Framework (2016/2017) Continued partnership with le Conseil de développement économique de l’Alberta (CDEA) on implementation of Concerto (2016/2017) Collaboration with development to review the development applications process (2016) Improvements to community welcome program (2016) Business retention / exit interviews (2017) Implement Economic Development Client Management Database (2018) Events and tourism analysis (2018) Strategy to transition home based businesses to store fronts (2019)

Number of storefronts in Beaumont Total value of non-residential building permits Total non-residential taxes collected Percentage increase in real non-residential assessments Ratio of residential/non-residential assessment Number of jobs created in new businesses New non-residential tax collected New non-residential project value per square foot STRATEGIC OUTCOME 4.2: Beaumont makes substantial gains toward the redevelopment of “Centre-Ville” into a signature, defining area that enhances French heritage through design elements and business focus.

The achievement of this strategic outcome will be monitored through the use of the following performance measures: New assessment value in Centre-ville area Number of storefronts in the Centre-ville area Percentage of residents surveyed who enjoy the Centre-ville area 12 Beaumont Alberta

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FISCAL AND ASSET MANAGEMENT

5.

FISCAL & ASSET MANAGEMENT

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During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Maintain Multi-year Capital Plan (annual) Align the budget with Strategic Plan priorities (annual) Implementation of multi-year operating budget (2017)

Sound fiscal management practices are essential if Beaumont is to remain a healthy and financially sustainable community. Significant pressures for additional infrastructure, program development and service delivery are a given. Balancing revenue streams with the needs and wants of residents and businesses will require financially astute employees and informed decision-makers.

Strategic Outcome, Priorities and Performance Indicators STRATEGIC OUTCOME 5.1: Beaumont receives optimal revenue from all available sources and achieves a balance between revenue and community needs.

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Asset management systems: software and resources to track the life of assets (2016/2017) Implement new public GIS opportunities (2016/2017) Integration of Priority Based Budgeting (2016/2017) Service level reviews, one service per year, starting with grass cutting (2016) Finalize Stormwater Management Plan (2016) Explore Leduc Sub-Region Shared Services Project Recommendations (2016/2021)

Solid waste (2016/2017)

Procurement (2016-2021)

Blackmud Creek Surface Water Management Study (2016/2017)

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

 Community Center (CCBCC) opens with the assistance of the advisory committee and partner organizations (2016)

Debt limit

Integrated Pest Management Plan (2016)

Debt service limit

Community Centre Regional Marketing Strategy (2017) Budget community survey (2017)

STRATEGIC OUTCOME 5.2: Beaumont’s infrastructure is safe, well maintained and ensures the delivery of high-quality services to the community.

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Review Capital Financing Policy (2017)

Percentage of residents who rate the local infrastructure as satisfactory or better

Explore opportunities for efficiencies in field operations

Costs for road maintenance per kilometer

Utilize a collaborative team effort to improve performance (2017/2018)

Solid waste contract service options (2017) Update Off-site Levy Bylaw (2017)

Cost of winter maintenance for roadways per kilometer Operating costs for recreational infrastructure per resident Ratio of net book value to cost of tangible capital assets by class

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PEOPLE SERVICES

6.

PEOPLE SERVICES

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) During the next one to five years, the following projects contributing to the achievement of this outcome will be considered priorities: Internal and joint training and development opportunities (ongoing) External safety certificate of recognition (2018) Good Neighbour Practices Guide (2016/2017)

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 be able to attract and retain skilled and dedicated individuals. Outstanding leadership within Council and operational levels are required in order to ensure the effective delivery of services to the community.

Excellence in planning and implementation of programs delivered to residents is essential for maintaining a high quality of life in Beaumont. Safety and community well-being continue to be important for our community.

Strategic Outcome, Priorities and Performance Indicators

Aqua-Fit site concept plan and design options (2016/2017) Early Childhood and FCSS Needs Assessment (2016/2017) Community and Social Master Plan (2018)  Early Childhood Framework (2017) Implementation of Public Transit commuter service (2016/2017) Continuation of Top 100 Initiative (2016/2017) Expand opportunities to engage with youth in the community (2016/2017)

STRATEGIC OUTCOME 6.1: Beaumont has an engaged workforce that strives to make Beaumont better and has the willingness to go the extra mile. All of our interactions and decisions are based on Beaumont’s Values and associated behaviors which guide our actions in personal work behaviors, decision making, contribution, and interpersonal interaction.

Implementation of employee orientation program (2016/2017)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:

Update the RCMP, Municipal Enforcement and Support Staff Resource Plan (2016/2017)

Average tenure of employees

Community-wide Leisure and Facilities Needs Assessment (2017)

Employee turnover rate

Human Resources Plan ( 2017)

Rank within the Top 100 Employers in Canada

Recreation and Facilities Master Plan (2018)

Employee satisfaction rate

HR recruitment/retention strategy (2018)

STRATEGIC OUTCOME 6.2: Beaumont makes available a broad range of programs, activities and services designed to make life better in Beaumont. Safety continues to play an important role in our community.

Fire Services Master Plan (2018)

Employee Engagement Survey (2016) Explore Leduc Sub-Region Shared Services Project Recommendations (2016/2021)

Joint training opportunities (2016/2017)

Information technology (2016-2021)

Implement customer service tracking request technology system (2017) HR evaluation framework (2019)

The achievement of this strategic outcome will be monitored through the use of the following performance measures:  Percentage of residents surveyed who report satisfaction with programs, activities and services offered Percentage of program space utilization Square meters of public indoor recreational space per capita Square meters of public outdoor recreational space per capita Crime Severity Index Resource and financial support to Community Volunteer Organizations 16 Beaumont Alberta

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IN CLOSING Beaumont’s strategic planning process includes the Strategic Plan and an annual report that outlines our achievements.

The Strategic Plan is a forward-looking document and it is updated annually to include any new projects and initiatives for the coming years.

In summer 2017, an annual report will be released which will list the progress we have made in achieving the goals set out in this Strategic Plan 2016-2021. Please look forward to reviewing that document in 2017.

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 staff member.

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Life is better in Beaumont

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Beaumont 5600 49 Street, Beaumont AB T4X 1A1 | 780.929.8782 | admin@beaumont.ab.ca /BeaumontAB

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