STRATEGIC PLAN

20132016

dieppe.ca

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.

Our values The City of Dieppe 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 careful development and concern for the environment.

Our vision

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

Our mission

Table of contents

Mayor’s message 4

Strategic areas 5

Community Development 6

Economic Development 7

Environment and Sustainable Development 8

Municipal Infrastructure 9

Municipal Leadership and Management 10

Partnerships 11

I am pleased to present the City of Dieppe’s 2013-2016 Strategic Plan. Over the past few months, city council has been conemplating our munici-pality’s future. We took our responsibility very seriously – that is, to focus on the major areas that could affect our city over the next 10-12 years.

As a modern and urban municipality, we have a duty to be aware of what is going on around us. This includes collaborating with our partners and ensuring our city’s ongoing development.

With the arrival of the provincial regionalization of services, major changes are coming to municipali-ties over the next year. We want to be proactive, protect our interests and our community’s assets and ensure the City of Dieppe’s continued prog-ress.

The tremendous growth we have experienced over the past decade is a sign that our city is pro-gressing well. Our residents tell us that they are very happy and proud to live in Dieppe. As a city council, our responsibility is to continue offering quality services that respond to the needs of our residents.

This strategic plan reflects the vision, objectives and strategies of elected representatives, in con-sultation with city staff, which will lead us toward success. It is an essential tool for elected represen-tatives, city staff and residents as we aim for the future through attaining our goals.

Our strategic plan is revised annually. It outlines objectives, strategies and measurements regard-ing six areas:

- community development- economic development- environment and sustainable development- municipal infrastructure- municipal leadership and management- partnerships

On behalf of city council, I encourage you to read this document and share our journey toward becoming a model city that is reflective of modern and urban trends.

For more information on our strategic plan, please contact us at info@dieppe.ca or call us at 506.877.7900.

Yvon LapierreMayor

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Mayor’s message

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Strategic areas

COMMUNITY DEVELOPMENTDieppe residents are proud of their community and recognize the importance of contributing to its devel-opment. They value its francophone identity, Acadian heritage, vitality, family-friendly initiatives and its array of bilingual services.

ECONOMIC DEVELOPMENTDevelopment has been the growth engine for Dieppe for several years. We recognize that it is essential to continue on this path in a sustainable and affordable manner. The Municipal Plan and the principles of sus-tainable development will guide our decisions and our investments.

ENVIRONMENT AND SUSTAINABLEDEVELOPMENTThe City of Dieppe benefits from wonderful environ-mental features such as its foliage, green spaces, marshes and the Petitcodiac River. We plan on main-taining, protecting and enriching these enviable envi-ronmental assets.

MUNICIPAL INFRASTRUCTUREThe ability for people to get around is particularly important to residents. They also value quality and di-versity in their municipal infrastructure. The city seeks, therefore, to use all of its assets and to maintain them in good repair. When necessary, this infrastructure will be expanded in a responsible and sustainable manner.

LEADERSHIP AND MUNICIPAL MANAGEMENTWe seek to serve our community in an efficient and effective manner, as well as benefiting from sound fi-nancial management. Not only must our services meet the expectations and needs of our residents, but they must also be delivered on time, be of high quality and be affordable.

PARTNERSHIPSWe can achieve all our objectives when we work to-gether toward a common goal. This is why the munici-pality promotes synergy between all pertinent parties in order to maximize Dieppe’s potential.

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EAMAIN STRATEGIES

2.1 Encourage and increase public and civic participation2.2 Promote the Francophonie, Acadian culture, and heritage 2.3 Develop social and family-friendly policies

Performance indicators (measurables):

• Percentageandlevelofprideofresidentssurveyed• Estimatedpercentageofresidentswhovolunteer• Examplesofinvolvementorcontributionswherethemunicipality

played a major role in advancing the Francophonie, Acadian culture, or heritage

• Examplesofcommunityparticipationtowardtheadvancementofquality of life

COMMUNITY DEVELOPMENT

OBJECTIVE 1

MAIN STRATEGIES

1.1 Establish leisure services master plan1.2 Develop the arts and culture sector

Performance indicators (measurables):

• Percentageofprogressregardingrecommendationsintheleisureservices master plan

• Percentageofresidents’satisfactionwhensurveyedregardingprograms offered

• Estimatedpercentageofresidentswhoparticipateinprogramsoffered

• Numberofnewpartnershipsestablished,maintainedorimproved• Examplesofnewprogramsestablishedintheartsandculturearea

OBJECTIVE 2Encourage and facilitate community engagement toward the advancement of quality of life and promote an increase in Acadian pride.

Promote service and program offerings founded on needs analyses and long-term planning.

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1OBJECTIVE

OBJECTIVE 2

Promote and support the development of a downtown that stimulates economic and social activity.

MAIN STRATEGIES

1.1 Densify the downtown zone1.2 Complete Place 16041.3 Develop a renewed approach to downtown development1.4 Attract new businesses

Performance indicators (measurables):

• Numberanddescriptionofprojectsundertakeninthedowntownzone• Valueofbuildingpermitsissuedfornewconstructionprojectsinthe

downtown zone• TotalnumberandestimatedpercentageofDiepperesidentslivinginthe

downtown zone• Totalnumberofjobsinthedowntownzone• Numberofnewbusinessesestablishingthemselvesinthedowntownzone• TotalnumberofbusinessesinDieppe’sdowntown

Promote the maximum use of municipal land while taking into account future needs.

MAIN STRATEGIES

2.1 Plan for expansion of municipal boundaries2.2 Revise of municipal plan2.3 Promote and energize approach to developing undeveloped land2.4 Pursue growth geared toward 60:40 ratio between residential and

non-residential sectors

Performance indicators (measurables):

• Cumulativeratiobetweentheresidentialandnon-residentialsectors

• Annualratiobetweenthevalueofbuildingpermitsfornewconstruction in residential and non-residential sectors

• Numberofundevelopedacresofland• Numberanddescriptionofprojectsundertakenonvacantland

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EA ECONOMIC DEVELOPMENT

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MAIN STRATEGIES:

2.1 Adopt and periodically revise the green plan2.2 Plan to increase green coverage 2.3 Significantly increase the use of renewable energy used by the

municipality and the community

Performance indicators (measurables):

• Examplesanddescriptionsofgreeninitiativesundertaken• Percentageofgreenplanrecommendationsimplemented• Estimatedpercentageofmunicipallandundergreencover

ENVIRONMENT ANDSUSTAINABLE DEVELOPMENT

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MAIN STRATEGIES

1.1 Raise awareness and educate the community’s business people regarding sustainable development principles

1.2 Promote public transit1.3 Improve public transit

Performance indicators (measurables):

• Examplesofgreendecisionstakenbycitycouncil• Estimatednumberofannualpublictransittrips• Numberofvariances• Numberofmodificationstothelanduseplanandthezoning

map• Totalnumberofmultifamilyandresidentialunits

OBJECTIVE

OBJECTIVE 2Emphasize and promote environmental protection and sustainable development in order to make Dieppe a leader in the field.

Ensure the integration of the principles of sustainable development in current and future growth projects.

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OBJECTIVE

OBJECTIVE

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Pursue improvements to the road transportation system as well as the efficient movement of people and vehicles.

MAIN STRATEGIES

1.1 Improve traffic in the Dieppe Boulevard / Harrisville Boulevard area1.2 Find a permanent solution to the flooding problems and the quality of Acadie Avenue in the Chartersville Marsh area1.3 Pursue improvements to municipal streets1.4 Lengthen Dieppe Boulevard

Performance indicators (measurables):

• Stateofstreetinfrastructurebasedonthemaintenancecriteriareport• Percentageofsatisfactionofresidentssurveyedinregardstostreet

quality and in regards to traffic

Pursue improvements to municipal infrastructure in order to respond to the current and future needs of residents.

MAIN STRATEGIES

2.1 Adopt and implement a master plan for municipal infrastructure 2.2 Pursue the construction and opening of a satellite fire station2.3 Decide on the use of land adjacent to the Centenaire Arena,

including the future of the facility itself 2.4 Pursue autonomy in regards to water supply

Performance indicators (measurables):

• Percentageofmunicipalinfrastructuremasterplanrecommendations implemented

• Number,listanddescriptionsofinfrastructurerequiringmajorrepairs, modifications or replacement in the next five years

• Examplesofcitycouncilinitiativesordecisionsthatimproveaccessibility

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EA MUNICIPAL INFRASTRUCTURE

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MAIN STRATEGIES

2.1 Clarify and raise awareness of roles and responsibilities 2.2 Promote and express our organizational values through our daily

actions

Performance indicators (measurables):

• Percentageofstrategicplanrecommendationsimplemented• Examplesofdecisionsprovingleadershipandvision• Fiscalcapacity

MUNICIPAL LEADERSHIP AND MANAGEMENT

MAIN STRATEGIES

1.1 Implement a corporate plan1.2 Innovate and mobilize human, material, financial and technological

resources1.3 Move to a collaborative approach at the staff level1.4 Increase the portion of the general operating budget dedicated to

capital projects1.5 Quality control in service delivery1.6 Improve management of requests

Performance indicators (measurables):

• Costofmunicipalservicesper$100ofassessment• Absenteeratesperemployeecategory• Degreeofemployeesatisfactionperemployeecategory• Percentageofrequestsresolved

OBJECTIVE

OBJECTIVE

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2 Promote teamwork and decision-making guided by a visionary approach.

Promote and support an approach aimed at the continuous improvement and efficient management of resources.

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OBJECTIVE 1 Encourage and promote collaboration between the various levels of government as well as other public and private organizations regarding Dieppe’s development.

MAIN STRATEGIES

1.1 Reach a multi-year agreement with the Province of NB regarding designated highways

1.2 Attract federal offices to Dieppe1.3 Promote partnerships with the public and private sectors1.4 Contribute to the Greater Moncton Sewerage Commission’s (GMSC)

Belliveau Creek sewage collection project1.5 Increase in revenue sources or financing from the various levels of

government or other public or private organizations1.6 Plan and prepare the implementation of new regional commissions

in regards to changes to local governance

Performance indicators (measurables):

• Percentageofoperationalbudgetcomingfromprovincialandfederalgovernments

• Totalamountofnewrevenuecomingfromprovincialandfederalgovernments

• Examplesanddescriptionsofparticipationbypublicorganizationsinmunicipal growth projects

• Partnershipsreachedwiththepublicandprivatesectors• Percentageofannualcapitalbudgetscoveredbytheprovincialand

federal governments.A

REA PARTNERSHIPS

Ville de Dieppe333 Acadie Avenue506.877.7900info@dieppe.cadieppe.ca