Ville de Dieppe - Table of Contents · 2012. 2. 9. · Urban Planning and Environment 14 Human...

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Table of Contents

Our Vision 3

Message from the Mayor 4

Municipal Council 5

Our Mission 7

Our Values 7

Message from the Chief Administrative Officer 8

Our Strategic Focus Areas 9 Francophonie 10 Economic Development 12 Urban Planning and Environment 14 Human Resources 16 Operations Management 20 Community Vitality 24

Financial Summary 28

Visionary and dynamic, the City of Dieppe boasts a phenomenal growth rate. Its population of more than 20,000 residents is bilingual, young and well educated. Dieppe offers highly developed neighborhoods – both above and below ground – with approximately 130 kilometers of streets, a wastewater system, several parks and arenas, a trail system as well as all the other types of services and facilities a modern municipality provides.

Our Vision

The City of Dieppe’s strong Acadian pride is reflected in its hospitality towards all. It is a great place in which to live and raise a family thanks to its careful development and concern for the environment.

Wednesday Show

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Message from the MayorOn behalf of the Dieppe Municipal Council, I’m happy to present the municipality’s 2009 Annual Report.

This document covers the achievements, the financial summary, and the municipal activities ending December 31, 2009. It also presents the objectives ensuing from our strategic plan for the next five years.

We are proud of the work that has been accomplished in 2009. We managed to present a balanced budget while offering improved services to ensure that our community remains dynamic and vibrant.

The year 2009 saw the implementation of our strategic plan and vision,while continuing to listen to our residents. Council established priorities by consulting those living in our community.

Our City has experienced an unequalled growth over the last few years. Whether it’d be our schools, businesses, facilities, trails or parks, Dieppe has a lot in store for those wishing to explore its wonders.

Here are a few achievements that took place in 2009:

- Approval of the five-year strategic plan- Opening of the Dieppe Aquatic and Sports Centre - Construction of the Dieppe Arts and Culture Centre - Beginning of the construction on Aviation Avenue - Planning of the improvement and realignment of Paul Street - Purchase of two new buses and addition of an express lane - Approval of a pandemic plan and of a contingency plan - Addition of bike lanes and trails - Reduction of the municipality’s debt ratio

I would like to highlight the wonderful work done by the Council and the municipal staff. These devoted people offer outstanding services, implement policies, and make critical decisions that contribute to our community.

Finally, I want to thank all Dieppe residents for helping make our city a warm, welcoming place for families and businesses.

Yours truly,

Jean LeBlanc,Mayor

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Municipal CouncilThe City of Dieppe is governed by a Municipal Council, which includes a mayor and eight (8) counsellors, all elected for a mandate of four (4) years at the last May 2008 municipal elections.

Jean LeBlanc,Mayor

Committees/Commissions:l Enterprise Greater Moncton l Economic Development Corporation of the City of Dieppel Human Resources Committee

l Dieppe Kite International Committee l City of Dieppe Pension Plan Committeel Fundraising Campaign for the Aquatic and Sports Centre

Dave Maltais, Councillor, Ward 1

Committees/Commissions:l Councillor-liaison – Planning and Development Department

l Councillor-liaison – Public Works and Engineering Departmentl Traffic and Public Security Committeel District Education Council Working Committeel Construction committee for the Dieppe Aquatic and Sports Centrel Fundraising Campaign for the Dieppe Aquatic and Sports Centre l Economic Development Corporation of the City of Dieppe

J.L. Paul LeBlanc, Councillor, Ward 2 and Deputy Mayor

Committees/Commissions:l Councillor-liaison – Finance and Administration Department

l Councillor-liaison - Municipal by-laws and zoningl Dieppe Golf Day Committeel Finance Committeel Human Resources Committeel Committee of the Three Municipal Councilsl Théâtre Capitol Theatre Inc.

Paul N. Belliveau,Councillor, Ward 3

Committees/Commissions:l Councillor-liaison – Municipal Buildings and Environment

Departmentl Councillor-liaison- Land Sale/Land Purchase and Land for Public Purposesl Finance Committeel Multicultural Association of the Greater Moncton Areal Dieppe Arts and Culture Centre

Hélène Boudreau, Councillor, Ward 4

Committees/Commissions:l Councillor-liaison – Community Recreation and Recreational Facilities Department

l Rotary Lodge Improvement Committeel Comité de la promotion du français et du patrimoine à Dieppel Aeronautical Noise Committee / Greater Moncton International Airportl Boys and Girls Club Board of Directorsl Committee for Water and Sewer Services – City of Monctonl Construction committee for the Dieppe Aquatic and Sports Centrel Health and Security Committee

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Roger LeBlanc, Councillor, Ward 5

Committees/Commissions:l Councillor-liaison – Fire Departmentl Traffic and Public Security Committee

l Acadian Sport, Culture and Tourism Interpretation Centrel Committee for the Development of the Linear Parkl Environment Committeel Greater Moncton Pest Control

Jody Dallaire,Councillor-at-Large

Committees/Commissions:l Councillor-liaison – Communications Department

l Councillor-liaison- Human Resources Departmentl Accessibility Committee l Economic Development Corporation of the City of Dieppel Dieppe Public Library Boardl Codiac Public Transit Servicel Dieppe Youth House

Jean Gaudet,Councillor-at-Large

Committees/Commissions:l Toponymy Committeel Comité sur la promotion du français et du patrimoine à Dieppe

l Councillor-liaison- Human Resources Departmentl Dieppe-Moncton-Riverview Communities in Bloom Committeel Dieppe Aquatic and Sports Centre Construction committeel Active Living and Aquatic Sports Centre Project Management Teaml Dieppe Veteran’s Association

Yvon Comeau,Councillor-at-Large

Committees/Commissions:l Councillor-liaison – Building Inspection Departmentl Traffic and Public Safety Committee

l The Codiac Regional Policing Authorityl Board of Directors - R.C.M.P. Volunteer Servicesl D.A.R.E Regional Committeel Committee for Health and Wellness in Dieppel Finance Committeel Insurance Committee

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Our Values The City of Dieppe values:

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

IntegrityWe are honest and open in all our dealings.

ExcellenceWe strive to do things well and professionally.

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

TransparencyWe apply transparency to all decision-making processes. We accept that we are accountable to our community for all of our decisions.

EcologyEnvironmental consciousness guides our actions.

Message from the Chief Administrative Officer Numerous projects came to life over the last year and several others are on the horizon. Whether it’d be infrastructure, traffic, residential or commercial construction projects, or improvements to services or municipal procedures, it is clear that the municipality offers unmatched services to its citizen, thus securing an exemplary quality of life. We want Dieppe to be a great place to live safely and raise a family thanks to its smart growth and concern for the environment.

The municipal government has made some progress with regards to the hiring of staff and professional development of its current employees. The City of Dieppe aims to be a preferred employer by ensuring that it has a competent and qualified team in all its lines of business.

This report presents the City of Dieppe’s 2009 achievements in a format that is simple and very easy to understand. Each strategic focus indicates the objectives, the performance indicators, and the future goals.

Dieppe’s Strategic Plan was approved in June 2009 and included 32 measures. The present document shows the information and concrete results based on the majority of these success indicators.

I’m taking advantage of this opportunity to thank the Council and the municipal employees for their hard work. We wouldn’t be able to attain our numerous objectives if it wasn’t for their commitment and professionalism. I’m privileged to be leading such a remarkable team. Finally, I’d like to say that the support that we’ve received from our residents has played an essential role in the success of our municipality.

Best Regards,

Marc Melanson,Chief Administrative Officer

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Our Strategic Focus Areas To better meet the expectations of our residents in terms of challenges and tendencies that affect our municipality, the City of Dieppe has established six (6) strategic focus areas that present specific goals:

Francophonie

Economic Development

Urban Planning and the Environment

Human Resources

Operations Management

Community Vitality

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Strategic objective

That the City of Dieppe be recognized as a Francophone and Acadian leader in New Brunswick and beyond.

Accomplishments, projects, and initiatives completed in 2009

l Beginning of the construction of an Arts and Culture Centre; l Presentation of La Maison patrimoniale de l’Acadie project to Municipal Council; l Budget increase for the francization program whose goal is to create awareness amongst businesses and to multiply the

number of French signs in the commercial sector; l Approval of the municipal signage conceptual plan; l Financial contribution of $94,307 to Francophone and Acadian organizations.

FRANCOPHONIE1The City of Dieppe is defined by its Francophone roots, which constitute a key element of its raison d’être, identity and individuality. Dieppe perceives itself as having a leadership responsibility in terms of promoting francophonie and the Acadian culture. ST

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Total dollar or other support to Francophone organizations

RESULTS

$94,307 in addition to support service or technical assistance

• Université de Moncton ($50,000)• Salon du livre de Dieppe ($25,000)• Les productions La Lanterne — France Télévision, France 3 ($9,957)• August 15 Organizing Committee ($5,000)• Festival international du cinéma francophone en Acadie ($3,500)• Festival documentaire Zone Doc ($850)• General sponsorship ($1,100)

List of other contributions as technical support:

• August 15 preparation • Provincial week of French pride in schools • Salon du livre (book fair)• National Cycling Centre – Atlantic Canada• Youth Home • Boys and Girls Club Boys

Per formance Indicators

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Current and future projects and initiatives for 2010-2014

l Approval of a commercial signage by-law; l Participation in the linguistic landscape project of the Association francophone des municipalités du Nouveau-Brunswick

(AFMNB); l Opening of the Dieppe Arts and Culture Centre;l Agreement approval of the Dieppe KITE International; l Creation of an advisory committee on renewed heritage; l Review of some policies of the Community Recreation and Recreational Facilities Department; l Renewal of the partnership with the Salon du livre de Dieppe inc.; l Nomination of the municipality for sports and culture-related events, and others; l Purchase and installation of “Welcome to Dieppe” signs.

MEASURE RESULTS


Participation among Council members, managers or other employees in Francophone organizations.

• AFMNB - Association francophone des municipalités du Nouveau-Brunswick

• FAFA - Fédération des associations de familles acadiennes

• CALNB - Conseil pour l’aménagement linguistique du Nouveau-Brunswick

• AFPNB - Association francophone des parents du Nouveau-Brunswick

• MACSNB - Mouvement acadien des communautés en santé du Nouveau-Brunswick

• CLNB - Communauté et loisirs du Nouveau-Brunswick

Examples of special events in which Dieppe plays a major visible role.

• Exterior commercial signage• Creation of advisory committees on the promotion of

French, toponymy, and heritage

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Strategic objective 1

To have a community in which balanced development maintains a 60:40 ratio between residential and non-residential, supports the growth of employment and of municipal services, and where growth pays for growth.


l Approval and implementation of a strategic plan for the Economic Development Corporation of the City of Dieppe (EDCCD);

l Completion of the invitation to tender, the financing, and the beginning of the construction of Phase 1 of the Aviation Avenue expansion;

l Completion of major commercial projects (e.g. École Ste-Thérèse, office buildings, medical clinic, nursing homes, etc.);l Continuation of our insurance classification with the application of six (6) recommendations arising from the Insurers

Advisory Organization (IAO) study on fire protection; l Transfer of the international file of the EDCCD to the French Chamber of Commerce of Canada – Atlantic Network;l Sale of two lots (Englehart Street and extension of Aviation Avenue); l Beginning of study on the knowledge industry.

Development has driven the growth of Dieppe for several years, and we recognize that it is essential to continue pursuing development in a sustainable and affordable manner. We have reached a critical point in our community’s evolution at which principles of smart growth must guide our decisions and investments.

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The ratio between residential and non-residential sectors

# of years required before additional revenue matches the costs of implementing new development.

RESULTS

The ratio of the residential sector is of 66.66% and that of the non-residential sector, 33.34%

The return on investment (ROI) is slower than originally predicted (downtown, Dieppe Aquatic and Sports Centre, Dieppe Market).



l Continuation of the strategic plan implementation for the EDCCD; l Implementation of strategies aimed at attracting new businesses and developing existing companies; l Transfer of lots to the airport for the Aviation Avenue expansion;l Construction of phases 1 et 2 of the Aviation Avenue expansion;l Service of lots on Aviation Avenue; l Review to be completed of by-law on construction; l Study to be completed on the knowledge industry;l Improvement of our insurance classification arising from implementation of other IAO recommendations;l Development and implementation of a subdivision plan for fifty (50) acres of vacant lots in the Business and Technology

Park.

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


l Regular meetings with the internal assessment team to review development requests;l Creation of a Website for the Economic Development Corporation of the City of Dieppe (EDCCD); l Purchase and development of investment tools (e.g. ex. Graph Synergie);l Signature of agreements for the realignment of Paul Street.


l Creation the concept for the second downtown development phase; l Completion of Place 1604;l Commercial enhancement of Paul Street;l Implementation of a strategy aimed at maximizing the returns on the Economic Development Corporation of the City of

Dieppe (EDCCD) properties;l Implementation of long term development strategies for all economic development zones; l Implementation of marketing initiatives to ensure the promotion and upholding of relationships with strategic partners; l Development and update of promotion tools; l Opening of a new restaurant downtown.

MEASURE

# and nature of projects implemented in the downtown core.

% of downtown surface area available for densification

Total value of building permits for new construction in the downtown core

RESULTS

One project (apartment building of thirty-two [32] units, situated at 33 Sifroi Street)

No data available for 2009

2009 $2,189,9992008 $02007 $2,350,000 (1)


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


l Construction of a trail in Des Cîmes Park, from Ruisseau Street to Thomas Street;l Construction of links to the trail network of Désiré, David, Mélindam, and Lucie Streets;l Implementation of a communication strategy to raise awareness about the environment (a recommendation of the Green

Plan); l Start of negotiations for the triage of waste in multiple units (a recommendation of the Green Plan);l Review of the work and maintenance plan related to playing and public fields;l Protection and purchase of green spaces and sensitive areas in the subdivision process ; Beginning to update the database

on urban trees;l Completion of the repositioning of the Community Recreation and Recreational Facilities Department, and that of the

municipal and environment buildings.

URBAN PLANNING AND ENVIRONMENT

The City of Dieppe has a municipal development plan reflecting its current situation. Dieppe also has a Green Plan serving as an essential tool and influencing what we do. Our city is located in an enviable setting highlighted by marshland, forests and the Petitcodiac River. We intend to maintain and enrich this beautiful environment.

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MEASURE

% of public land under green cover

% of recommendations from the Environmental Committee implemented

RESULTS

More details to follow — no data available for 2009

76 % (19 out of 25 recommendations implemented) The Environmental Committee has identified 7 priorities in the Green Plan as well 25 initiatives that were recommended to the Council.


Examples of “green” decisions by Municipal Council Purchase of two new buses;

Addition of an express lane and usage increase of Roads 20 and 21;

Approval of subdivision project Le Village (Unit 1- Phase 1);

Creation of a half-time position in forestry;

Conditions imposed on certain subdivisions;

Increase of resources linked to tree planting;

Approval of new standards aimed at reducing the amount of salt used during snow removal.

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MEASURE RESULTS


# of passenger-trips 118,809 passenger-trips

Number of minor adjustments

# of rezonings

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l Beginning of discussions with the City of Dieppe and the Codiac Transit Commission regarding a new express lane towards the airport;

l Continuation of the implementation of the smart growth principles highlighted in the municipal plan; l Beginning of municipal plan review; l Continuation of the zone designation process applying to residential, commercial, and industrial growth to gather a great

diversity of business perspectives; l Completion of the Chartersville marshes and other wetlands boundaries around streams.


l Creation of a development plan of future trails; l Construction of trails and links to trails;l Development of a plan to reduce sooded areas on playing and public fields;l Development of policies to reduce the city’s and the community’s greenhouse gas emissions; l Creation of a Tree Code for the private sector; l Beginning of an eco-energetic program for our municipal buildings; l Promotion of tree planting on the territory; l Identification of streams in Dieppe with road signs.


Incorporation of principles of smart growth into future developments in the City of Dieppe.


l Continuation of implementation of the municipal plan and principles of smart growth; l Purchase of two (2) new buses and user increase of the Codiac Transit system; l Road review and realignment as well as addition of express lane in the Codiac Transit system l Implementation of a free riding day for senior citizens (Wednesdays);l Creation of a Developer Committee; l Beginning to establish the boundaries of the Chartersville marshes in collaboration with the New Brunswick Environment

Department.

URBAN PLANNING AND ENVIRONMENT3

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That the City of Dieppe be recognized as an employer of choice and that all people involved feel unified and included in its mission and proud to play their respective roles.


l Sharing of varied resources related to governance and municipal planning with staff and elected representatives; l Development of a policy on the compensation of non-unionized employees; l Development and approval of a pandemic plan and a contingency plan; l Ratification of a collective agreement with the firemen union (local 515);l Recognition of the employees and the professions of labourers and operators during the National Public Works Week.

HUMAN RESOURCES 4Our goal is to achieve and improve service delivery to our client base, the community of Dieppe. We acknowledge that this is possible only with the commitment of skilled, valued staff equipped with the proper tools and working as a team. ST

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% of satisfaction among employees by employee category

RESULTS


A third-party survey is necessary to collect data related to this measure. This type of procedure must be done in conjunction with unions. Therefore, we must pay close attention to the timing chosen for the survey.


Number of CVs letters of interest received by A total of 240 letters of interest were received for 25 competitions in 2009.

This measure must be modified since it doesn’t necessarily reflect relevant data due to the amount of competitions that could change from year to year. From now on, measure 1 will consist of the number of unsolicited CVs and letters of interest received by HR.

Absenteeism rate by employee category Precision and details regarding this measure to follow for the 2010 report.

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l Satisfaction surveys among all staff;l Establishment of salary ranges in line with other municipalities;l Development and update of RH documentation (RH system); l Development and review of various internal policies and procedures;l Development and implementation of strategies aimed at easing workload for some sectors (e.g. hiring, technology, practices,

etc.);l Negotiation of a new collective agreement with unions (locals 3515 and 4679);l Proposal to adopt a protocol for employees and elected representatives;l Promotion of professional activities encouraging team work within and between departments; l Hiring of additional staff to implement and maintain a well-functioning sector of application of municipal by-laws;l Presentation of report on staff absenteeism rate as well as recommendations and implementation of aimed strategies;l Continuing efforts to educate and raise awareness among the staff and the elected representatives about municipal

governance and planning; l Continuing to organize activities during National Public Works Week to recognize the work and professions in that field; l Exploring the idea of holding Public Service Week to recognize and raise awareness about different careers in the municipal

government.

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Hire qualified, skilled staff and implementation of a plan for staff retention and succession for the City of Dieppe. Accomplishments, projects, and initiatives completed in 2009

l Addition of an article in the guide for non-unionized employees encouraging and promoting the professional development of staff;

l Improvement of staff skills and qualifications through training; l Accreditation of two (2) employees in drinking water distribution; l Accreditation of two (2) employees in sewage collection;l Organization of four (4) educational lunches for employees of the Engineering Division as well as the Water and Sewer Division; l Creation and approval of ten (10) new positions and hiring of staff;l Coordination of a total of twenty-five (25) employment competitions;

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MEASURE RESULTS


# of employees by category earning additional qualifications


The current computing infrastructure doesn’t give efficient access to this type of information. We are considering buying a human resource system in 2010 or 2011. Here are a few examples of qualifications that some of our staff members have obtained: Certified Human Resources Professional (CHRP)

• Accreditation in drinking water distribution (2)• Accreditation in sewage collection (2)

% o f payroll and other funds invested in employee training by employee category

Total of $175,633 invested, corresponding to a payroll percentage of 1.94%.


l Development and implementation of staffing, retention, and succession plan;l Development of a human resources master plan (business plan); l Development of an approach to employee empowerment (delegation);l Implementation of a performance evaluation system;l Continuation of efforts to improve, develop and implement initiatives to certify and professionally develop municipal

employees (p. ex., mechanic apprentice program, request management, reception desk work, training of firemen, etc.).

City Hall

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Clean, safe infrastructures that are in good working order and readily available for use by employees and citizens.

Accomplishments, projects, and initiatives completed in 2009 l Development of a global action plan and specific action plans aimed at implementing the Strategic Plan; l Development of a new format for the municipality’s Annual Report; l Funding approval for the Operations Centre project;l Assessment of the Centennial Arena structure;l Improvement of accessibility to municipal facilities; l Review of the Community Recreation and Recreational Facilities Department work plan; l Purchase of a corporate license for the request management system; l Review of the L5 policy on the consumption of alcohol in recreational facilities; l Financial contribution of $15,000 of the tripartite program to the parents École Anna-Malenfant parents committee for the

development of the school’s playground;l Independent audit aimed at inspecting and assessing the computing systems and networks as well as analyzing IT future

needs;l Improvement of the technological infrastructure (update of the network management platform, virtualization of 75% of the

servers by using redundant servers, and implementation of a storage area network [SAN] with multiple access paths);l Installation of two bus shelters (City Hall and Dieppe Arts and Culture Centre); l Connection of second drinking water supply lateral from Moncton via Harrisville Boulevard;l Resurfacing of Acadie Avenue between Gauvin Road and the marsh;l Widening of Melanson Road between Moulin Street and Dieppe Boulevard;l Replacement of lead private laterals and sewage service to twenty (20) homes in the east Dieppe subdivision; l Upholding a high quality of drinking water (carry out more than 2,500 tests on the chlorine quantity and 250 to detect

bacteria with negative results);l Addition of an intersection crossing with lights on Gauvin Boulevard towards Lou MacNarin school; l Approval for the construction of 5.8 km of new streets in 14 subdivisions, allowing for the sustainability of 388 new units.

OPERATIONAL MANAGEMENT5

We seek to serve our community effectively and efficiently and to follow sound financial management. Our services should be affordable, of high quality and delivered in a timely manner, and we aim to be self-sufficient in our funding of capital projects. We seek to use all of our assets while maintaining their optimal condition and expanding them as required without raising our debt burden.

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MEASURE RESULTS


Condition of road infrastructures according to maintenance criteria reports


The tool for measuring the condition of road infrastructures (software) will be implemented in 2009.

Number, list and descriptions of infrastructures that require major repair, modification or replacement within next five years


% of recommendations from the Accessibility Committee implemented

100% (five out of five)

# of complaints per 1,000 residents or satisfaction percentage of residents in relation to requests



l Annual review procedure of the Strategic Plan; l Monthly meetings with management staff regarding initiatives from the Strategic Plan and update of action plans; l Development of a business plan for each municipal department; l Opening of the new Operations Centre;l Planning of new arena for the development or replacement of the Centennial Arena; l Planning of a satellite fire station;l Development and implementation of initiatives subsequent to the accessibility plan to municipal facilities (e.g. installation

of elevator at the Arthur J. Leblanc Centre); l Implementation of a preventive maintenance program and a management plan for municipal buildings; l Implementation of a system for the management of municipal infrastructures and a maintenance program for road

maintenance; l Exploring the possibility of integrating requests from the water and sewer inspection division into the Municipal Request

System (RMS); l Development and implementation of a pilot project for the management of municipal performance; l Modernization of the municipal telecommunication, computer environment, and software networks; l Implementation of technologies allowing citizens to pay on line for various municipal services; l Creation of a mobile, secure technology platform and infrastructure for Dieppe’s services requiring immediate access to

information; l Paperless initiative implementation for Municipal Council meetings;l Addition of bus shelters for users of the Codiac Transit System; l Organization of a round table on the coordination of a contingency exercise;


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l Purchase and implementation of computerized solutions, i.e. accounting module, human resources, infrastructure management, etc.;l Protection and maintenance of the database of built infrastructures in the Water and Sewage Division and Public Works Division; l Continuing of improvements to Paul Street (from the 15 to Sunset Street);l Update of the municipal by-law water and sewage as well as the by-law on traffic; l Implementation of new federal requirements regarding accounting practices in the public sector.


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


l Reduction of debt ratio to 5.16% in 2009, bringing it to 22.10% compared with the reduction plan predicting a debt ratio of 23.86% by December 31, 2009;

l Development of a priority list and instructions of Municipal Council to prepare for the 2010 municipal budget; l Increase of resources to fund the capital projects of the operating budget.


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MEASURE RESULTS


The debt ratio 2009 22.10% 2008 23.30% 2007 24.40%2006 19.88%

Deviation percentage from the debt reduction plan Current ratio Ratio – reduction plan

2014 -- 19.37%2013 -- 19.97%2012 -- 20.57%2011 -- 21.16%2010 -- 22.39%2009 22.10% 23.86% 2008 23.30% 25.18%


l Analysis of the municipality’s needs in terms of policing services;l Review and analysis of unconditional funding subsequent to the Finn Report on local governance; l Continuing to fund equipment and vehicle replacement programs; l Continuing to increase funding to capital projects from the operating budget; l Continuing efforts to reduce the debt ratio to under 20% by 2013 or before.

Dieppe Aquatic and Sports Centre

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


l Opening of the Aquatic and Sports Centre;l Obtaining of funding for volunteer development; l Renewal of partnership with the Salon du livre de Dieppe inc.; l Implementation of new active life programs (the 12 challenges, walking club, Active Noon, , Dieppe in mention, pousse-

pousse, etc.);l Technical support for community organizations (Dieppe KITE International, Salon du livre, National Cycling Centre – Atlantic

Canada, Youth Home, and Boys and Girls Club); Creation of a youth advisory committee; l Organization of a volunteer recognition evening;l Upholding varied recreational service and program delivery; l Delivery of new programs downtown (55+cards, egg hunt, outdoor cinema, and community flea market);l Development and gradual implementation of a program at the Aquatic and Sports Centre that is adapted to the needs of

the community (swimming classes, public swim, specialized programs, rental of pools, and birthday parties); l Beginning of the construction of the 55+ cards corner;l Designation of a dedicated 25-km bike lane along municipal roads.

COMMUNITY VITALITY6The residents of Dieppe hold their community in high regard. They appreciate its green spaces, cultural and recreational programs, Acadian identity, family focus, bilingual service and range of convenient private and public services, as well as the feeling of living in a safe place. ST

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Satisfaction percentage of citizens surveyed about program offerings

No data available for 2009(future community survey proposed)

Estimated percentage of population taking part in available

No data available for 2009(future community survey proposed)

# of partnerships established, maintained or improved six

Percentage of participants reporting that the available programs contribute to their physical and emotional well-being.

No data available for 2009 (future community survey proposed)

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l Community surveys;l Development of a master plan for the Community Recreation and Recreational Facilities Department;l Implementation of a quality control program for the users of municipal services; l Development and implementation of initiatives to increase participation and active transportation;l Development of a resident feedback mechanism on available programs.


Take active part in the wellness and advancement of their community Accomplishments, projects, and initiatives completed in 2009

l Presentation of the ad hoc committee responsible for reviewing the role and structure of municipal committees; l Beginning the review of the L14 policy on accreditation of community organizations; Ensuring funding in the operating

budget to develop a volunteer program; l Starting to establish a management agreement with the Dieppe Arts and Culture Centre.

MEASURE RESULTS


# of residents expressing interest in serving on Council committees

No data available for 2009; results scheduled for 2010 subsequent to a new procedure for the nomination of people interested in serving on Council committees.

Number of vacancies at community organizations which are accredited by the Community Recreation Department


Estimated percentage of residents volunteering within the community


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l Approval of a municipal by-law on Council committees; l Implementation of a public recruitment process to gather nominations for positions on Council committees; l Planning and organization of orientation sessions for the members of the Council committees; l Development of a guide for the members of the Council committees;l Approval of a management agreement with the Dieppe Arts and Culture Centre; l Establishing mechanisms to promote citizen inclusion and participation in the various aspects of community life; l Proposal of a municipal ambassador program; l Implementation of the advisory committee at the Aquatic and Sports Centre; l Development and maintenance of promotion tools; l Maintenance of active relationships with strategic partners.

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Velo Tour

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The City of Dieppe has always been fiscally responsible by presenting prudent budgets and working hard to reach the goals it has set. In 2009, the City finished its fiscal year with a surplus of $255,428 in the general operating budget and a surplus of $509,428 in the operating budget of the water and sewage services. PE

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BUDGET 2009 ACTUAL 2009

TAX BASE $1 897 282 006 $1 897 282 006 SURPLUS / (DEFICIT)

TAX RATE per $100 assessment $1,5645 $1,5645

REVENUE

Non tax revenue $2 183 332 $2 511 547 $328 215

Unconditional grant 954 073 954 073 0

Warrant of assessment 29 682 977 29 682 977 0

$32 820 382 $33 148 597 $328 215

EXPENSES

General government services $3 588 262 $3 501 239 $87 023

Police protection services 3 326 071 3 198 961 127 110

Fire protection services 3 626 868 3 555 228 71 640

Other protections services 494 021 442 728 51 293

Transportation services 4 555 554 4 228 062 327 492

Environmental health services 781 600 790 611 (9 011)

Environmental development services 2 374 059 2 151 590 222 469

Recreation and cultural services 5 722 580 5 477 909 244 671

Transfers to Reserves & Capital Expenses 954 073 2 279 000 (1 324 927)

Fiscal services 7 397 294 7 267 841 129 453

$32 820 382 $32 893 169 $(72 787)

SURPLUS $0 $255 428 $255 428

l Capital projects of more than 9.2 million dollars were carried out. Here is a summary:

l End of the construction of the Dieppe Aquatic and Sports Centre

l Beginning of leasehold improvements at the Dieppe Arts and Culture Centre

l Several green public spaces, including the trails behind the Super 8, the development of Des Cimes Park (trails and playground equipment), etc.

l Replacement of main water pipe – east of Dieppel Replacement of water pipes – various streets l Rebuilding of a portion of Acadie Avenuel Rebuilding of a portion of Melanson Roadl Construction of sidewalks on various streets l Beginning of construction on Aviation Avenuel Continuation of infrastructure improvement on Paul

Street l Purchase of two buses

FINANCIAL SUMMARY 2009

A few highlights:

GENERAL OPERATING FUND/STATEMENT OF REV ENUE AND EXPENSESYEAR ENDED DECEMBER 31, 2009

29

8,000,000

7,000,000

6,000,000

5,000,000

4,000,000

3,000,000

2,000,000

1,000,000

0

EXPENSES BY SERV ICE Budget

Real

Administration FirePolice

TransportationOther

Environmental hygiene

Urban planningLeisure

Financial Services

Transfer of reserve

and expenses

Year Property Tax ($) Annual Increase (% )

2010 1.5645 0.0

2009 1.5645 0.0

2008 1.5645 0.0

2007 1.5645 1.9

2006 1.5349 0.0

2005 1.5349 0.0

2004 1.5349 0.0

2003 1.5349 2.3

2002 1.4999 0.0

HISTORY OF PROPERT Y TAX RATE

PERF

ORM

AN

CE

MEA

SURE

S


30

PERF

ORM

AN

CE

MEA

SURE

S


$ 0 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000

Saint John $1.7850

Bathurst $1.7550

Miramichi $1.6740

Moncton $1.6502

Edmundston $1.6150

Dieppe $1.5645

Riverview $1.5463

Shediac $1.4784

Fredericton $1.4176

2009 PROPERT Y TAX RATE

31

BUDGET 2009 ACTUEL 2009

Water & Sewer annual rate $660 $660 SURPLUS / (DEFICIT) REVENUE

Sale of water services $5,915,407 $5,922,367 $6,960

Sale of sewerage services $2,828,299 $2,835,103 $6,804

$8,743,706 $8,757,470 $13,764 EXPENSES

Water expenses $5,915,407 $5,442,665 $472,742

Sewerage expenses $2,828,299 $2,805,377 $22,922

$8,743,706 $8,248,042 $495,664

SURPLUS $0 $509,428 $509,428

WATER AND SEWERAGE OPERATING FUND / STATEMENT OF REV ENUE AND EXPENSES

YEAR ENDED DECEMBER 31, 2009

PERF

ORM

AN

CE

MEA

SURE

S


32

PERF

ORM

AN

CE

MEA

SURE

S


2009 WATER AND WASTE RATE

$ 0 500 550 600 650 700 750 800 850 900 950 1000

Bathurst $847

Saint John $830

Moncton $680

Riverview $674

Dieppe $660

Miramichi $618

Fredericton $612

Edmundston $598

Shediac $568

33

Administration Evaluation Costs Police Fire Transportation Environment Communication Leisure Financial Services Operations Capital

2010 General Operating Budget

% by Department of the 2010 General Operating BudgetPE

RFO

RMA

NC

E M

EASU

RES


Total budget : $35,790,623 Increase of 8.83%

Tax Rate: 1.5645% Increase of 0%

34

PERF

ORM

AN

CE

MEA

SURE

S


Budgeted amount by department and percentage of increase compared with 2009

Amount % of increase

Administration $3 513 765 9.50%

Evaluation Costs $393 842 3.79%

Police $3 546 563 6.63%

Fire $3 869 338 6.69%

Transportation $5 075 258 11.41%

Environment $3 239 1432 13.98%

Communications $726 010 - 10.13%

Leisure $6 467 526 13.02%

Financial Services $7 571 680 2.36%

Operations Capital $1 387 500 45.43%

City of Dieppe333 Acadie AvenueDieppe, N.B.

dieppe.ca

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