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STRATEGIC PLAN

2016-2020

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TABLE OF CONTENTS

MAYOR’S MESSAGE ....................................................................... 4

STRATEGIC AREAS .......................................................................... 5

AREA A: Community development and healthy city ........................ 6

AREA B: Development of a green and sustainable city .................... 8

AREA C: Economic development and prosperity ............................. 9

AREA D: Quality infrastructure and land-use planning ................. 10

AREA E: Public participation and quality municipal management .. 11

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

Excellence We strive to do things well and professionally.

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

IntegrityWe are honest and open in all our dealings.

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

Ecology Environmental consciousness guides our actions.

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

OUR VALUES

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 sustainable development and concern for the environment.

OUR VISION

OUR MISSION

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Over the past year, we, along with the municipal administration, City Council and residents, have put much thought and consideration into developing a new strategic plan. The aim was to look ahead five years and determine what it is that we want to accomplish in that time, all while managing public funds responsibly.

The Strategic Plan outlines a long term vision for the City of Dieppe’s development. It links and supports the municipality’s various departmental plans and policies.

Many challenges lie ahead for us. The extraordinary growth we have enjoyed over the past decade is beginning to stabilize. Our tax base is therefore levelling off, a situation we must deal with while continuing to provide quality services that meet residents’ needs.

We kept these new challenges in mind in drafting this strategic plan, which consists of five areas stemming from the public consultations we held with residents. The plan also outlines measurable objectives that will enable us to take stock of our achievements.

Area A: Community development and healthy city

Area B: Development of a green and sustainable city

Area C: Economic development and prosperity

Area D: Quality infrastructure and land-use planning

Area E: Public participation and quality municipal management

I encourage you to read this document and to help us achieve the objectives we have set, which are reflective of what you want to see accomplished and which strive to keep our city modern and urban.

Yvon Lapierre Mayor

MAYOR’S MESSAGE

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STRATEGIC AREAS

Community development and healthy city The City of Dieppe aims to be a flagship for excellence in arts and culture. Focusing on its Acadian identity and the promotion of the French language, Dieppe is a leader in the French-speaking community. This cultural vitality fosters the municipality’s desire to offer a quality living environment to all residents who want to thrive and enrich their lives in an inclusive environment where cultural diversity is recognized.

Development of a green and sustainable cityThe City of Dieppe aspires to respect and protect the environment, and to develop land in a manner that fosters green spaces, parks and trails and that encourages a healthy lifestyle and community.

Economic development and prosperityThe City of Dieppe aims to be at the forefront of economic development in the region by ensuring the expansion and growth of its businesses. This private-sector support focuses on job creation and innovation, and reflects a desire to see the municipality attract talented and innovative entrepreneurs. The municipality also boasts sound management of public funds, making it a leader in the development of an environment that encourages economic development.

Quality infrastructure and land-use planningThe City of Dieppe would like to continue to develop through responsible growth that aims to continually improve services while ensuring effective management of public funds. The City wishes to continue to optimize municipal infrastructure and maintain a balanced tax burden.

Public participation and quality municipal managementThe City of Dieppe aims to be a leader in public participation and community engagement. It wants to better understand the challenges its residents face, foster their engagement and gather pertinent information to ensure sound decision-making in public policy. Residents have high expectations of the municipality and want to see effective and efficient use of resources as well as full transparency from its officials and managers.

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Strategy A-1 Develop and promote the vitality of the Francophone community and foster Acadian pride.

A1-1 Continue to host at least three major Francophone events/gatherings between now and 2020.

A1-2 Review the language policy by December 2016 to recognize and promote the municipality’s Francophone identity.

Strategy A-2 Develop and promote inclusive recreational activities.

A2-1 Continue to implement the leisure services master plan and report annually on the progress of the action plan.

A2-2 Prepare, by June 2018, an analysis-based inclusion action plan to determine the degree of inclusion of programming offered by the municipality and accredited organizations.

A2-3 Increase, from year to year, the occupancy rate of our recreational facilities.

COMMUNITY DEVELOPMENT AND HEALTHY CITY

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Strategy A-3 Develop a rich, diverse arts and culture program.

A3-1 Develop and implement, by April 2016, a cultural policy action plan and report annually on its progress.

A3-2 Develop a public art policy by January 2017.

A3-3 Improve the quality and diversity of arts and culture programming offered every year.

Strategy A-4 Become a model community in terms of health and wellness.

A4-1 Increase, from year to year by December 2020, the number of residents who use active transportation.

A4-2 Identify at least three partners, by December 2018, to expand the community wellness strategy jointly with community organizations and stakeholders.

A4-3 Develop and implement a family policy by December 2016.

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COMMUNITY DEVELOPMENT AND HEALTHY CITY

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Strategy B-1 Protect our green spaces and continue to develop parks and trails that highlight nature and ecological diversity in Dieppe.

B1-1 Continue to implement the Parks and Trails Master Plan and report annually on the progress of the action plan.

B1-2 Increase the number of trees planted annually in Dieppe.

B1-3 Determine, by 2018, flood-prone zones in the city and regulate their use.

Strategy B-2 Encourage good practices that ensure sustainable development.

B2-1 Continue to implement the recommendations of the Destination 2040 plan and report annually on the progress of the action plan.

B2-2 Continue to implement the action plan of the municipality’s sustainable plan and report annually on the progress.

B2-3 Revise, by March 2018, construction standards and practices to promote lower environmental impact.

B2-4 Continue to implement, between now and December 2020, the actions recommended in the report on protection against flooding caused by the Petitcodiac River, and report annually on the progress.

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DEVELOPMENT OF A GREEN AND SUSTAINABLE CITY

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Strategy C-1 Create an environment that encourages business development in collaboration with Expansion Dieppe.

C1-1 Develop a municipal tourism strategy by December 2016.

C1-2 Explore, by January 2018, opportunities to make better use of the Petitcodiac River to stimulate economic activity.

C1-3 Develop, by June 2017, a strategy to attract cultural industries to Dieppe.

Strategy C-2 Continue to develop responsible fiscal policy and maintain a balance in the municipality’s development.

C2-1 Develop, by August 2016, a financial plan that is consistent with the municipality’s fiscal capacity and the management of our assets.

Strategy C-3 Continue with downtown densification and develop a cultural life there.

C3-1 Increase, jointly with the private and not-for-profit sectors, the number of annual meetings focused on cultural themes at Place 1604.

C3-2 Explore the benefits of the Farmers Market expansion project and make a decision by June 2016.

C3-3 Create and install, by May 2017, a public art work at Place 1604 to mark the 10th anniversary of this meeting place.

The City of Dieppe aims to be at the forefront of economic development in the region by ensuring the expansion and growth of its businesses. This private-sector support focuses on job creation and innovation, and reflects a desire to see the municipality attract talented and innovative entrepreneurs. The municipality also boasts sound management of public funds, making it a leader in the development of an environment that encourages economic development.

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ECONOMIC DEVELOPMENT AND PROSPERITY

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Strategy D-1 Keep existing infrastructure in good condition.

D1-1 Establish and follow an asset management plan that provides for the necessary amounts in the 2016–2020 municipal budgets.

D1-2 Establish and annually review maintenance plans for existing infrastructure bearing life cycles in mind.

D1-3 Determine, by December 2016, the condition index for our municipal buildings and develop a maintenance or improvement plan.

The City of Dieppe would like to continue to develop through responsible growth that aims to continually improve services while ensuring effective management of public funds. The City wishes to continue to optimize municipal infrastructure and maintain a balanced tax burden.

QUALITY INFRASTRUCTURE AND LAND-USE PLANNING

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Strategy D-2 Make improvements to and optimize existing infrastructure and develop new infrastructure in anticipation of the municipality’s future needs.

D2-1 Continue to implement and regularly review the five-year capital projects plan and report annually on the progress.

D2-2 Create, by January 2016, a Dieppe working committee to follow up on the recommendations made in the Destination 2040 study report and report annually on the progress.

D2-3 Continue, between now and December 2018, talks with the provincial government to improve designated highways in the city and report annually on the progress.

Strategy D-3 Develop a plan to expand the City of Dieppe’s territory.

D3-1 Continue, between now and December 2020, to implement the broad guidelines of the Municipal Development Plan and report annually on the progress.

Strategy D-4 Continue to work closely with neighbouring municipalities on shared issues.

D4-1 Explore, by June 2017, the viability of a regional commission on drinking water, wastewater and surface water.

D4-2 Explore, by December 2017, police service delivery alternatives.

D4-3 Explore, by April 2016, public transit service delivery alternatives for January 2017.

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The City of Dieppe aims to be a leader in public participation and community engagement. It would like to better understand the challenges its citizens face, foster their engagement and gather pertinent information to ensure sound decision-making as far as public policy goes. The community and its residents also have high expectations of the municipality. They want to see effective and efficient use of resources as well as full transparency from its officials and managers.

PUBLIC PARTICIPATION AND QUALITY MUNICIPAL MANAGEMENT

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Strategy E-1 Increase public participation in decision making.

E1-1 Continue to implement the public participation action plan and report annually on the progress.

E1-2 Offer the community, between now and December 2019, at least six opportunities every year to take part in making municipal decisions, in accordance with the spirit and intent of the principles of the municipal policy on public participation.

E1-3 Increase the number and percentage of eligible residents who will vote in the May 2020 municipal election, with particular focus on the 25-and-under age group.

E1-4 Review, by May 2016, the budget process to increase community participation.

Strategy E-2 Continue to innovate and diversify in terms of tools for communicating with the public.

E2-1 Increase the number of people using our social media by 10% annually between now and December 2019.

E2-2 Develop an app (smartphone application) by March 2016.

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Strategy E-3 Continue the approach toward transparency and accountability among elected officials and the municipal administration.

E3-1 Continue to conduct a community survey in 2017 and 2019, and inform residents of the results.

E3-2 Make regular reports from all city officials serving on various bodies available to the public.

E3-3 Provide, every year as of September 2017, an update on the return on investment from municipal development projects.

Strategy E-4 Demonstrate exemplary management through the leadership, innovation and commitment of municipal staff.

E4-1 Generate total savings of $525,000 by December 2019 with the Lean Six Sigma approach, a continuous improvement project.

E4-2 Complete, by September 2016, a municipal fleet needs analysis and develop a replacement plan.

E4-3 Continue to modernize at least one business process a year.

PUBLIC PARTICIPATION AND QUALITY MUNICIPAL MANAGEMENT

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