Committee of the Whole - 19 Feb 2019 - CivicWeb

City of Beaumont

Committee of the Whole Agenda

Tuesday, February 19, 2019 at 5:00 p.m.

Council Chambers, Beaumont Administration Office File: 0124-G01

Page 1. CALL TO ORDER 2. MODIFICATION TO THE AGENDA 3. PRESENTATIONS/DELEGATIONS a) Municipal Enforcement Services – 2018 Annual Report – Jason Springham

RFD_Municipal Enforcement 2018 Annual Report

Attachment 1_Municipal Enforcement Services 2018 Annual Report

3 - 12

b) Beaumont Fire Service – 2018 Annual Report – Dave Tovey

RFD_2018 Fire Service Annual Report

Attachment 1_Beaumont Fire Service 2018 Annual Report

13 - 28

c) Recreation, Parks & Facilities - Master Plan : "What We Heard" - Expedition, Ian

Frankton and Amanda Cuthbert RFD_What We Heard - Recreation, Parks & Facilities Master Plan

Attachment 1_What We Heard - Expedition Management

29 - 53

d) Beaumont Society of the Arts - Arts Policy Update - Kerry Hilts, Chantel Yardley,

Amanda Cuthbert RFD_COTW Arts Policy

Attachment 1_Beaumont Arts Policy 2018

55 - 64

4. CLOSED SESSION a) Closed Session pursuant to Section 25(1)(c)(iii) of the Freedom of Information and

Protection of Privacy Act - Contractual Negotiations

5. INFORMATION ITEMS 6. ADJOURNMENT

*Denotes items that Administration proposes be considered for approval through the Consent Agenda process.

The above agenda is subject to additions and/or deletions prior to or at the meeting. The agenda can be viewed at the Town of Beaumont website: www.beaumont.ab.ca

Life is Better in Beaumont

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Submitted By: Jason Springham, Supervisor Municipal Enforcement Approved By: Mike Schwirtz, Chief Administrative Officer

REQUEST FOR DIRECTION

File: 0260-M01

COMMITTEE OF THE WHOLE AGENDA MEETING DATE: February 19, 2019 SUBJECT: Municipal Enforcement Services 2018 Annual Report

REPORT PURPOSE That the Committee of the Whole receive this Municipal Enforcement Services 2018 Annual Report outlining the activities of Enforcement Services over the past year as information. PREVIOUS COUNCIL / COMMITTEE DIRECTIONS Annually, Enforcement Services provides a report to Council for information purposes outlining statistics, trends and public engagement opportunities for the City of Beaumont. BACKGROUND / DISCUSSION Highlights of the Beaumont Municipal Enforcement 2018 Annual Report:

A total of 1,091 files were generated; o 274 Non Moving Traffic/Parking o 238 Animal Control o 579 Other/Regulatory

505 Violation tickets issued;

Attendance to community events included Town & Country Days and the RCMP & Enforcement Services Open House;

2019 Municipal Enforcement Priorities Plan was approved by Council focusing on Positive Youth Development, Unsightly Properties and Traffic Enforcement (with warnings);

RCMP and Enforcement Services combined positive ticketing totaled 1,134;

Regional Enforcement Supervisors meeting group established;

Work to establish an after-hours call service began;

Training levels for Peace Officers increased to include Animal Handling; and

Contract with Black Gold Kennels for one (1) year.

Strategic Alignment Our Beaumont Municipal Strategic Plan 2017 – 2021: Livability, Connecting with Citizens and Regional Collaboration and Leadership. Relevant Statutes/Master Plans/Documents

2019 Municipal Enforcement Priorities Plan

2017-2021 Beaumont Municipal Strategic Plan

2019 Policing Priorities Plan

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Submitted By: Jason Springham, Supervisor Municipal Enforcement Services Approved By: Mike Schwirtz, Chief Administrative Officer

Legislative Authority

Peace Officer Act

Municipal Government Act, Sections 3(c), 556 STAKEHOLDER ENGAGEMENT / COMMUNICATION Upon acceptance by the Committee of the Whole, information contained within this report will be made available to the public upon request. BUDGET / FINANCIAL IMPACT Financial impacts were limited to existing and approved operational and capital budgets for the 2018 year, there was no additional impacts to the budget. CONCLUSION / PROPOSED DIRECTION That the Committee of the Whole: X Accept as information. Refer this item back to Administration for action. Refer this item for formal review at a Regular Meeting of Council. ATTACHMENTS Attachment 1: Municipal Enforcement Services 2018 Annual Report

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Municipal

Enforcement

2018 Year in

Review

Prepared by Sgt. Jason Springham

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Municipal Enforcement 2018 Year in Review

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BACKROUND

The City of Beaumont Municipal Enforcement is a team of three uniformed Officers in

providing both an educational and enforcement role. The core function is a balanced

and multifaceted approach of Enforcement and Community Engagement. The future

focus is to have all officers trained in every aspect of the enforcement role including

animal control.

Municipal Enforcement Services continues to experience growth and change in how to

best provide Beaumont with a program that will engage residents in a concept of

maintaining itself as a safe and secure community. The service area structure will support

and align with the City Council’s Strategic Plan for 2017 -2021.

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INTRODUCTION

The purpose of this document is to provide a 2018 year in review of Municipal

Enforcement's accomplishments, challenges and initiatives going forward.

The Community Peace Officers are responsible for maintaining peace and protecting life

and property by enforcement of Municipal Bylaws and select Provincial Statutes. As

noted previously, the Peace Officer program promotes itself through education /

enforcement by regular and focused patrols. This would include mobile, foot and bike

patrols when possible. Municipal Enforcement Services utilizes a variable shift schedule to

provide City residents with a wide range of patrol coverage. The current operational

plan provides the RCMP with additional assistance regarding general bylaw

enforcement, animal control and traffic duties. It is currently estimated that 30% of

working hours are dedicated to moving traffic enforcement within the City limits. These

traffic enforcement hours have dropped to accommodate additional bylaw complaint

investigations.

Staffing: The Municipal Enforcement area has been engaged in an informal

operational review to better serve the residents of Beaumont. This includes the use

of casual staff and the focus of officer patrol time. As of the time of this report, the

City Municipal Enforcement team includes Peace Officer Sgt. Jason Springham

and Peace Officer Tyler Peterson. There is a current vacancy of the third Peace

Officer position that is still in a recruiting process. A new School Resource Officer

position will join the team in mid-2019 focusing on youth development and

education within local schools.

Statistics: There was a slight decrease in files generated through public reported

and officer initiated investigations for 2018. A total of 1,091 files were investigated

in 2018 compared to 1,179 files in 2017. With the continued efforts of compliance

through education and other factors, violation tickets issued by Municipal

Enforcement decreased from 910 in 2017 to 505 in 2018.

Community Involvement: Municipal Enforcement continued to engage its

residents and the greater community in many public events throughout the year.

Attendance at many open house events, Town and Country Daze and Halloween

safety patrols were some of the listed events officers attended to. There will be a

focus in 2019 to promote active engagement with the public by both foot patrols

and bike patrols in the community. It’s important to build a rapport with the

residents and those that visit Beaumont in promoting a safe and secure

community.

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STRUCTURE

Activities performed on a daily basis by the Municipal Enforcement branch have been

streamlined into three (3) categories including: Regulatory, Enforcement, and

Community Engagement. The intent behind this structure is to provide each category

equal focus, providing a balanced service in all areas of Municipal Enforcement. In 2018,

Council approved three (3) Priorities for Municipal Enforcement that lend into the above

noted categories; these being: Positive Youth Development, Traffic Enforcement

(warning / education emphasis) and Unsightly Properties.

The Regulatory category primarily focuses on concerns associated to properties

or vacant land in Beaumont. Prioritized items include unsightly properties,

construction debris, and animal control. In addition, Peace Officers assist other

municipal branches when required.

The Enforcement category focuses mostly on Provincial Statutes. Concerns

commonly associated to Provincial Regulations include but are not limited to

moving traffic and parking violations. Peace Officers also observe areas of

concern that include alcohol, tobacco and cannabis.

The Community Engagement category prioritizes building relationships within the

community and improving interactions with the public. A large portion of this

category involves attending special events, and participating with working groups

that interact in Beaumont to improve public safety and positive public relations.

Enforcement

• Traffic enforcement / Emphasis on warnings* • Parking enforcement • Heavy & commercial vehicles • Alcohol, tobacco and

cannabis concerns • Noise issues • Assisting RCMP

Regulatory

• Unsightly properties* • Construction site cleanliness • Illegal signage • Snow/ice covered sidewalks • Assist other municipal branches.

Community

• Positive youth Development* • Special events • Community education • Community events • Working groups and committees • Joint collaborations

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*Municipal Enforcement Priorities

Contract Services

Kennel / Pound Facility: With the restructuring of Animal Control services in 2018, a key

component that has remained in place is the kenneling of animals. The City has a current

contract with Black Gold Kennels to impound lost or found animals. For animals that

remain unclaimed, the kennel has a network of regional animal rescue groups that assist

with providing foster animal caregivers or adoptable homes. Black Gold Kennels has

transitioned into new ownership in 2018 and they are looking forward to serving

Beaumont into the future.

With the growth of Beaumont, it’s anticipated that our animal population numbers will

continue to expand as well. Administration wants to ensure that Beaumont will continue

to have a facility that is sustainable and can safely house animals.

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INVESTIGATIONS

A large portion of a Municipal Enforcement Officer’s time is generated through

complaint investigations. This can range from a simple parking complaint to a complex

animal bite / injury investigation. It is estimated that this time can be one hour on a

basic call to over two weeks on an intensive investigation. This time is attributed to file

data entry, interviewing those involved with the file, and associated court time.

Beaumont Officers conducted 1,091 file investigations in 2018 which represented a

slight decrease from 1,179 in 2017. This is still consistent with a higher file load per officer

as indicated in previous years. It should be noted that individual files can have

additional incident types attached to them reflecting numerous contraventions (Ex.

Animal control investigation with an animal at large combined with a fail to licence).

For 2018, at total of 1,362 different incident types / occurrences were noted on files.

The most reported incident type for 2018 pertained to Animal Control with 310, of which

140 occurrences related to animals at large (82 Dogs / 58 Cats). This number

represented a 100% increase from 2017 of 70 animals at large. There were also 10

occurrences that involved either aggressive dogs / dog bites.

Non-moving traffic occurrences were the second highest reported for 2018 at 220

incident types, with 139 calls for service regarding abandoned vehicles.

Other general regulatory calls included 177 incident types regarding snow removal on

both residential / commercial properties and 83 incident types for unsightly premise.

After-hour complaints are also a primary area of concern regarding level of service.

Most of these are related to noise which generated 23 incident types in 2018. To

improve the response to these types of complaints, the City has engaged a call service

to evaluate and forward on the information for a response.

0

200

400

600

800

1000

1200

OVERALL FILES NON-MOVING

TRAFFIC /

PARKING

ANIMAL

CONTROL

OTHER /

REGULATORY

795

282186

327

1179

307189

683

1091

274 238

579

2016 - 2018 File investigations

2016 2017 2018

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VIOLATIONS

Municipal Enforcement issued 505 violation tickets in 2018, which represented a decrease

from 910 in 2017. This has been impacted by both staffing changes and operational

needs related to general investigations. 408 documented warnings were issued and 33

Bylaw violation tickets were issued.

Municipal Enforcement utilizes a combination of both proactive patrol and focused joint

force operations when conducting traffic enforcement. The top violations tickets written

related to exceed speed limit (121), fail to wear seatbelt (67), distracted driving (59),

operate unregistered MV (33) and park unregistered MV (32).

0

20

40

60

80

100

120

140

EXCEED SPEED SEATBELTS DISTRACTED

DRIVING

OPERATE

UNREGISTERED

MV

PARK

UNREGISTERED

MV

2018 Highest Occurring Traffic Violations

2018

0

2

4

6

8

10

PARK HEAVY

VEHICLE

ANIMAL AT

LARGE

PARK

UNATTACHED

TRAILER

PARK ON

SIDEWALK

PARK MV

WRONG

DIRECTION

2018 Highest Occurring Bylaw Violations

2018

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2018 Successes

A focus of Municipal Enforcement Services has been to actively seek out partnerships

with other law enforcement agencies in promoting safety initiatives. A unique idea was

to create a regional enforcement supervisor meeting group that included Leduc County,

City of Leduc, Town of Calmar and Town of Devon. This group is dedicated to

collaborating on regional training, information sharing and other assistance when

required.

Both Municipal Enforcement and the RCMP partnered on another successful year with

the “Positive Ticketing” program, which issued a combined total number of 1134 /

promoting positive reinforcement with children in community. Officers also participated

with the RCMP on visits to the Chantal Bérubé Youth Centre.

To promote a higher level of customer service to Beaumont residents, Municipal

Enforcement is currently using a dedicated after-hours call service which can better

coordinate complaints for the department. The new service will allow an individual to

speak directly with an operator as opposed to leaving a voicemail message after regular

business hours. This was researched last year and initiated in early 2019.

Municipal Enforcement effectively transitioned from the contracted animal control

contract into fulltime duties for the Peace Officers. This included providing training to

enhance Municipal Enforcement’s animal handling abilities. Officers were also involved

with successfully coordinating and investigating several files that dealt with aggressive

animals.

2019 Initiatives / “Looking forward”

Concept for an annual “Pets in the Park” (City green space / off-leash park) celebrating

responsible pet ownership. This would be an opportunity for pet owners / residents, and

other stakeholders to develop a positive networking event that promotes Beaumont as

a safe and healthy community for animal ownership.

Municipal Enforcement would like to facilitate an “Understanding Animal Behavior”

education session in relation to a future Responsible Pet Ownership program.

The implementation of a School Resource Officer position that will ultimately provide a

positive influence within the schools and provide opportunities for mentoring / building

future leaders for tomorrow.

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Submitted By: Everett Cooke, Fire Chief / Director of Protective Services Approved By: Mike Schwirtz, Chief Administrative Officer


File: 0260-F01

COMMITTEE OF THE WHOLE MEETING DATE: February 19, 2019 SUBJECT: Beaumont Fire Service 2018 Annual Report

REPORT PURPOSE THAT the Committee of the Whole receive the Beaumont Fire Service 2018 Annual Report outlining the activities of the Fire Service over the past year as information. PREVIOUS COUNCIL / COMMITTEE DIRECTIONS Annually, Fire Services provides a report to Council for information purposes outlining statistics, training activities and public education opportunities that were provided to Beaumont residents and regional partners.

BACKGROUND / DISCUSSION Highlights of the Beaumont Fire Service 2018 Annual Report:

The Beaumont Fire Service responded to a total of 264 calls for service;

New fire service crest unveiled;

Fire Advisory issued for Beaumont in May;

New Squad (pickup truck) enters service;

Beaumont Fire Services conducts live fire training for members and regional partners;

Fire Service Excellence Review presented to and approved by Council in September 2018;

Beaumont Fire Services Making Dreams Come True program launched;

Firefighters provide residents home smoke detector inspections as a part of Fire Prevention Week;

Fire crews continue to provide a visible safe presence for trick-or-treaters on Halloween;

A total of 4,388 training hours are accumulated by members;

77 fire prevention activities (inspections) are conducted throughout Beaumont;

432 children and adults participate in educational activities; and

Firefighters raise over $2,900.00 for the Leduc & District Food Bank.

Strategic Alignment Our Beaumont Municipal Strategic Plan 2017 – 2021: Livability, Connecting with Citizens and Regional Collaboration and Leadership. Relevant Statutes/Master Plans/Documents Beaumont Fire Bylaw 815-13 2018 Fire Service Excellence Review Legislative Authority Municipal Government Act, Part 1 3(b) & Section 535.2

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Submitted By: Everett Cooke, Fire Chief / Director of Protective Services Approved By: Mike Schwirtz, Chief Administrative Officer

STAKEHOLDER ENGAGEMENT / COMMUNICATION Upon acceptance by the Committee of the Whole, information contained within this report will be made available to the public on request. BUDGET / FINANCIAL IMPACT Financial impacts were limited to existing and approved operational and capital budgets for the 2018 year, there was no additional impact to the budget. CONCLUSION / PROPOSED DIRECTION That the Committee of the Whole: X Accept as information. Refer this item back to Administration for action. Refer this item for formal review at a Regular Meeting of Council. ATTACHMENTS Attachment 1: Beaumont Fire Service 2018 Annual Report

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BEAUMONT FIRE

SERIVCE 2018 Annual Report

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mirandaa

Text Box

Attachment 1

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1. 2018 At a Glance

2. Response Statistics

3. Fire Prevention & Education

4. Training

5. Equipment

6. Agreements & Contracts

TABLE OF CONTENTS

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1. 2018 At a Glance

March – New Fire Service Crest Revealed

Members of the Beaumont Fire Service proudly revealed the departments new fire service

crest. Designed by a committee of fire service members, this new crest has a modern design

that pays tribute to the history of Beaumont, and the Fire Service as a whole (Appendix A).

May - Fire Advisory

Due to dry conditions and an increased risk of fires, a Fire Advisory was issued for Beaumont

and all newly annexed lands. A Fire Advisory is an initial step that a municipality may take to

reduce the threat of wildfire. See Appendix B for more information on the steps that may be

taken to reduce the threat of wildfires.

June - Live Fire Training

Aimed to improve firefighter knowledge and skills,

the Beaumont Fire Service conducted live fire training

at Beaumont’s Operations Facility on June 9th and

10th.

Firefighters from Beaumont and services across the

region participated in this event acquiring knowledge

on fire growth and development, as well as how to

recognize and control a flashover.

September – Fire Service Excellence Review

The completed Fire Service Excellence Review was presented to Council by Emergency

Management & Training Inc. The review, intended to be used as a guide for up to 20 years,

provides short, mid and long range recommendations for the Fire Service.

Recommendations currently being addressed include:

Monitoring of calls;

Recruitment of shift workers;

Phasing in of additional Paid-on-call firefighters;

Hiring of a part-time Administrative Assistant;

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Identification of annual training programs;

Updating existing agreement with Leduc County to include water tender support; and

Implementation of recommendations from the Alberta Emergency Management

Agency.

September - Making Dreams Come True

In September, members of the Beaumont Fire Service

launched their inaugural Making Dreams Come True

event for a deserving child in our community.

Selected from a list of applicants submitted by both

school and community leaders, the child participated

in activities designed to brighten up their day.

Pictured here, Mayor John Stewart presents Honorary

Fire Chief, Malek Grayson with his helmet and

certificate to officially start his shift with the

Beaumont Fire Services.

October - Fire Prevention Week

Each year, the second week of October is recognized

as Fire Prevention Week across North America. To

promote this annual event, the Beaumont Fire Service

hosted an open house inviting residents into the

station to participate in fire prevention activities and

games.

In addition to the open house on October 13th, the

Beaumont Fire Service visited residents throughout

the community providing free Smoke Detector

inspections.

Residents that were found to have an in-operable

detector were provide a replacement.

Detectors used for this event were donated to the Fire Service by Beaumont Home Hardware.

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October - Halloween

Providing a visible safe presence and a quick response if needed, Firefighters again took to the

streets on October 31st handing out candy to trick-or-treaters of all ages.

December – Leduc & District Food Bank

In support of the Leduc & District Food Bank and the Beaumont/Nisku Christmas Elves,

members from the Beaumont Fire Service fundraised for over 12 hours at Sobeys collecting

donations. In total, over $2,900 in cash and 3 “truckloads” of food was collected for families in

need.

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2. Response Statistics

In 2018 the Beaumont Fire Service responded to 264 calls for service.

With the assistance of Alberta Health Services (AHS), it was determined that our response

protocols to medical incidents was never fully established within their automated dispatch

network. Once corrected, response to medical calls increased raising the total from 47 calls

in 2017 to 106 in 2018.

Population

18,8

29

18,3

20

17,7

20

16,8

78

15,8

28

14,9

00

14,0

00

13,3

00

12,6

00

Event Type 2018 2017 2016 2015 2014 2013 2012 2011 2010

Fire 18 12 21 23 22 24 13 19 22

Medical 106 47 50 50 52 42 54 66 96

Alarms (CO) 17 - - - - - - - -

Alarms (Smoke) 82 85 77 84 72 58 62 62 55

MVA (no fire) 27 18 11 20 22 17 17 22 14

Complaints 0 0 2 2 2 4 4 7 5

Public Service 3 18 50 38 42 28 37 11 2

Public Hazard 3 2 1 1 3 1 0 2 0

Rescue 3 3 3 1 3 0 2 2 1

Hazardous Materials 5 6 8 12 14 13 7 13 7

Totals 264 197 223 231 232 187 196 204 202

*Totals for 2017 and 2018 reflect the total number of calls received by E911 for Beaumont.

*In 2017, Fire Pit inspections were removed from the Public Service Category

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Responses to Fires

In 2018, a total of 18 fires were responded to by the Beaumont Fire Service. Included in the 18

calls are:

12 confirmed Residential Structure Fires;

1 confirmed Commercial Structure Fire;

4 outdoor Fires; and

1 other.

It is important to note that the members of the Beaumont Fire Service were able to make entry

into 11 of 13 structure fires, successfully extinguishing the fire reducing damage and preserving

the contents of the occupancy.

Cause of Fires

It is a requirement of every municipality within the Province of Alberta to investigate any dollar-

loss fire that occurs within their jurisdiction. Each investigation is conducted to determine origin

and cause.

Of the 18 fires that occurred within Beaumont in 2018, 13 investigations were conducted.

Cause of Fire(s) Total

Cooking 2

Electrical 4

Human Failing 2

Discarded Smokers Material 4

Undetermined 1

Fire Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. TOTAL

Structure Res. 1 1 2 1 1 1 1 1 3 12

Structure Non Res. 1 1

Vehicle 0

Wildland 0

Dumpster 0

Chimney 0

Outdoor 1 1 1 1 4

Other 1 1

Monthly Total - Fire 1 1 2 1 2 1 3 0 2 1 3 1 18

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3. Fire Prevention & Education

Education

Education is a key pillar in the prevention of fires. Throughout the year, members of the

Beaumont Fire Service attended school classrooms and conducted hall tours reaching 432 kids

and adults.

Education Services Visitors

Seeds and Sprouts Childcare 22

Dansereau Meadows School 72

Ecole Bellevue School 74

Mommy Connections Leduc & Beaumont 34

Ready Set Grow Pre School 28

Fire Hall Tours 202

Total 432

Prevention

In addition to educational activities, members of the Beaumont Fire Service provided a number

of Fire Prevention services throughout the community. Following Beaumont’s Quality

Management Plan (QMP), inspections were completed or request or complaint.

Prevention Services Total

Completed

Building Inspections 15

Building Inspections – Complaint Driven 1

Orders Issued 1

Occupancy Loads 30

Development Permit Review 3

Plan Review 3

Fire Works Permits 4

Fire Pit Inspections 18

Property Searches 2

Total 77

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4. Training

The Town of Beaumont Fire Service is

comprised of four (4) full time and 32

dedicated Volunteer Firefighters. Training

is conducted weekly on Tuesday evenings

as well as Saturday mornings. In addition,

specialized training courses are provided

for staff locally and throughout the

region.

All training is certified to the National Fire

Protection Association (NFPA) 1001 Level

2 Professional Firefighter standard.

See Appendix C for a list of internationally recognized certifications achieved by members of

the Beaumont Fire Service.

Beaumont Fire Service Members Training Hours

2018 2017 2016 2015 2014 2013 2012 2011 2010

4388 5920 6358 6639 5091 3600 3000 2600 2511

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5. Equipment

Squad 2

This unit was introduced into the fleet in 2018 and serves in both

administrative and emergency response roles. During fire season,

this unit will be equipped with a small skid-unit that will be used to

combat grass fires.

Replacement Date: 2028

Engine 2

Engine 2 is a primary response unit to Motor Vehicle Collisions and

structure fires. Built in 2006, this unit carries up to 6 members and

has a pump capacity of 2000 GPM.


Squad 1

Removed from front line service early in the year, this unit provides

support to both fire prevention and administration functions of the

service.

Replacement Date: TBA

Ladder 1

Built in 2000, this unit responds as a ‘second out’ unit to the

majority of calls received by the fire service. The reach of the ladder

is 70’ and the unit has a 2000 GPM pump capacity.


Engine 1

Built in 2017, this unit is a primary response unit to all fire and

medical calls. Engine 1 carries up to 6 members and has a pump

capacity of 1250 GPM.


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6. Agreements & Affiliations

The Beaumont Fire Service enjoys excellent working relationships with our regional partners. In

addition to collaborating on provincial grant opportunities and Emergency Management

exercises, Beaumont shares instruction and facilitation resources with the goal of improving

training levels among our neighboring departments.

Agreements

Leduc County, Mutual Aid Agreement - Fire Services

City of Edmonton, Service Agreement - Dangerous Goods Response

Alberta Health Services, Lease Agreement – Rental of building space

Parkland County, Service Agreement – Fire Dispatch Services

Capital Region Municipal Mutual Aid Agreement, - Emergency Management

Affiliations

South Capital Regional Training Association

Capital Region Emergency Management Team

Alberta Fire Chiefs Association

International Association of Fire Chiefs

Peace Regional Fire Chiefs

Fire Investigation Association of Alberta

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APPENDIX A

New Beaumont

Fire Service Crest

The new crest was created by a committee of members from within the department and approved by

the Fire Service Administration team. This new crest has a modern design that pays tribute to the history

of Beaumont, the department, as well as the fire service as a whole.

A closer Look at the meaning of the new crest:

The insignia is in the shape of a stylized SHIELD, which is a reference to the shield carried by the

Christian Patron Saint of Firefighting, St. Florian;

BEAUMONT is the community in which we are proud to be based;

The colour RED signifies fire and YELLOW the traditional colour of turnout gear worn by

Firefighters;

WHITE signifies water, the main tool of our trade and the DARK NAVY BLUE of the background is

the traditional colour of fire service uniforms;

In recognition of our French heritage, “SERVICE D'INCENDIE”, meaning "Fire Service" is proudly

displayed along with “EST 1975” signifying the establishment of Beaumont Fire Service;

The MAPLE LEAF in the center is recognized as the national symbol of Canada with the stylized

BFS Letters in the center stand for "Beaumont Fire Service"; and

At the bottom, the shield of the Province of Alberta represents the natural resources and beauty

of the varied Alberta landscape: the Rocky Mountains and their foothills, the grass prairies, and

the cultivated wheat fields. St George's Cross is an allusion to the arms of the Hudson's Bay

Company, which once controlled what is now Alberta.

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APPENDIX B

Fire permits are required during fire season for any type of burning in the FPA, except campfires. Safe campfires are allowed in campgrounds and backcountry or random camping areas.

The fire hazard rating has increased. Fire permits may be restricted. Safe campfires are allowed in campgrounds and backcountry or random camping areas, but this level is a warning they may be restricted if the situation doesn’t improve.

Safe campfires are allowed in fire rings in campgrounds only. No campfires (or other open fires) or charcoal briquettes are allowed in backcountry or random camping areas. Gas or propane stoves/barbeques and portable propane fire pits are allowed.

Fire permits may be suspended or cancelled and no new fire permits will be issued. If the situation continues to worsen, Alberta Agriculture and Forestry will put on a fire ban.

No campfires (or other open fires) are allowed in campgrounds or backcountry and random camping areas. This includes charcoal briquettes. Gas or propane stoves/barbeques and portable propane fire pits are allowed. All fire permits are suspended or cancelled and no new fire permits will be issued.

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APPENDIX C

Firefighter Certifications

Certification Level Number Achieved

NFPA 1001, Firefighter Level 2 5

NFPA 1021, Fire Officer Level 2 5

NFPA 1021, Fire Officer Level 1 3

BlueCard Incident Command 16

NFPA 472, Hazmat Operations 5

NFPA 472, Hazmat Awareness 4

Ice Rescue Specialist 16

NFPA 1521, Incident Safety Officer 2

Standard First Aid with CPR 9

C.I.S.M. Training 4

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Submitted By: Amanda Cuthbert, Manager Recreation & Culture Reviewed By: Mike Schwirtz, Chief Administrative Officer


File: 0700-001

COMMITTEE OF THE WHOLE AGENDA MEETING DATE: February 19, 2019 SUBJECT: Update #3: “What We Heard “– Our Place & Play - Recreational, Parks & Facilities Master Plan

REPORT PURPOSE To provide the Committee of the Whole with a “What We Heard” update on Our Places & Play - Recreation, Parks & Facilities Master Plan for informational purposes. PREVIOUS COUNCIL / COMMITTEE DIRECTIONS Council approved a Recreation, Parks & Facilities Master Plan in the 2018 Budget. At the Committee of the Whole meeting on April 17, 2018, the Project Charter was received as information. At the Committee of the Whole meeting on August 30, 2018, an update was provided on the Our Places & Play – Recreational, Parks & Facilities Master Plan for review, feedback and informational purposes. At the Committee of the Whole meeting on November 20, 2018, an update was provided on Our Places & Play – Recreational, Parks & Facilities Master Plan for review and feedback of engagement sessions. BACKGROUND / DISCUSSION The Our Places & Play - Recreation, Parks & Facilities Master Plan allows Beaumont to strategically guide and manage the direction of recreation, parks and facility services through to 2029. The Plan will also provide Beaumont with the necessary public policy framework to manage its parks, open spaces, programs, events, facilities and amenities in a cost effective manner consistent with leading industry practices. Further, the Plan will provide guidance as to park planning, facility development, facility redevelopment and expansion, the delivery of programs and services as well as associated recommended resources. Justin Rousseau, Expedition Management Consulting (engaged consultant for the Master Plan) is in attendance to provide Committee members with a “What We Heard” update. The presentation will provide information on community engagement sessions that have taken place, what we learned from those engagement sessions and plans moving forward. Strategic Alignment Our Beaumont Municipal Strategic Plan 2017-2021 – Livability

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Submitted By: Amanda Cuthbert, Manager Recreation & Culture and Kerry Hilts, GM, Community & Protective Services Reviewed By: Mike Schwirtz, Chief Administrative Officer

Relevant Statutes/Master Plans/Documents Our Places & Play - Recreation, Parks & Facilities Master Plan will set the framework for the future, and will be the catalyst for future planning documents in the recreation, parks and facilities areas. Legislative Authority Municipal Government Act, Section 3(b) STAKEHOLDER ENGAGEMENT / COMMUNICATION A comprehensive and innovative public engagement process is ongoing and being used to develop the Master Plan, and it will be targeted at key stakeholders, users, partners and the general public. BUDGET / FINANCIAL IMPACT The approved Project budget is part of the 2018 Beaumont Budget. CONCLUSION / PROPOSED DIRECTION That the Committee of the Whole: Committee report is received as information. Refer this item to Administration for review. Refer this item for formal review at a Regular Meeting of Council.

ATTACHMENTS Attachment 1: “What We Heard” - Expedition Management Consulting

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Our Places and Play

Beaumont Recreation, Parks and

Facilities Master Plan

Community Engagement Results Presentation by:

Expedition Management Consulting Ltd.

February 19, 2019

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mirandaa

Text Box

Attachment 1

1. Present the highlights

from the community

engagement process

2. Questions

Agenda

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Project Deliverable

This project will: Develop a recreation, parks and

facilities master plan that will provide guidance to

Council and Administration in making decisions that

best meet the needs of the community through to 2029.

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Status Update

Data Gathering . ..

Recreation, Parks and Facility Priorities.

Final Master Plan . .

Draft Master Plan & 2nd Round of Engagement

Public and Stakeholder Engagement

% Complete 100% 100% 75% 0% 0%

Status Complete Complete On Target On Target On Target

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Scope of the Presentation

• The presentation contains a brief summary of the findings

from the community consultation activities completed during

Phase 2 of the Master Planning process.

• Community engagement is an important input, but not the

only input into the master plan process.

• The community engagement findings will be used in

conjunction with other inputs to develop initial

recommendations and direction for the Master Plan (e.g.

demographic projections, comparative benchmarking,

facility utilization, etc.).

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Level of Community Engagement

The level of community engagement is “Consult”.

Inform Consult Involve Collaborate Empower

• The engagement goal is to obtain public feedback on

analysis, alternatives and decisions.

• We will keep the public informed and provide feedback

showing how public input influenced decisions.

• Philosophy… “No one left behind”

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Main Research Questions

We asked the community for input on:

1. What new or improved indoor facilities are needed?

2. What new or improved outdoor facilities are needed?

3. What new or improved programs, activities or events are

needed?

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Summary of Community Consultation

• Public Phone Survey (N=400)

• Online Public Survey (N=269)

• Online Stakeholder Survey

and Interviews (N=22)

• Councillor Survey (N=7)

• Staff Input Workshop (N=18)

• In-Person Engagements

(406)

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Phone Survey - Satisfaction with Recreation, Parks and Culture

• Overall,

respondents to

the phone survey

were satisfied

with recreation,

parks and culture

in Beaumont.

• Main areas for

improvement

included (see red

circles).

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• The most common barrier to participation was “Too busy/no

time” (35%).

Phone Survey – Barriers to Activity

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• The top 3 indoor facility needs included fieldhouses (31%),

arena/rinks (28%) and a performing arts centre (21%).

• It should be noted that some of the needs will be addressed with

upcoming renovations to the BSRC.

Phone Survey – Indoor Facility Needs

Q.11. What new indoor facilities are needed in Beaumont?

Percent of Respondents

(n=400)

Fieldhouses (e.g., Soccer, rugby, etc.) 31

Arena / rinks 28

Performing arts centre 21

Swimming pool / aquafit centre 16

Walking / running track 10

Movie theatre 5

Gymnasium 4

Other (3% of responses or less) 34

None / no facilities needed 8

Don’t know / not stated 15

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• The top 3 outdoor facility needs included outdoor rinks (18%),

trails/walking paths (13%) and sports fields (11%).

Phone Survey – Outdoor Facility Needs

Q.12. What new outdoor facilities are needed in Beaumont?


(n=400)

Outdoor rinks / arena 18

Trails / walking paths 13

Sports fields 11

Amphitheatre 10

Baseball diamonds 8

Dog park 8

Splash park / spray park 7

Skateboard parks 7

Parks / green space 6

Outdoor pool 4

Playgrounds 4


None / no facilities needed 12

Don’t know / not stated 17

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• The top 3 programming needs included camp programs for children

(13%), fitness programs (10%) and culture programs/events (10%).

Phone Survey – Programming Needs

Q.13. What types of recreation, parks, and culture programming are needed in

Beaumont?


(n=400)

Camp programs for children 13

Fitness programs 10

Culture programs / events 10

Instructional programs / “learn to” programs 6

Programs for children / teens 5

Arts and crafts related programs 5


None / nothing 10

Don’t know / not stated 45Page 43 of 64

• Indoor and outdoor facility needs, as well as programming needs,

were similar to the phone survey. Relative priority was different in

some cases.

Online Survey – Similarities/Differences to

the Phone Survey

Top 5 Indoor Facility Needs:

o Ice arenas

o Performing arts/events spaces

o Fieldhouses

o Pools

o Gymnasiums/court spaces

Top 5 Outdoor Facility Needs:

o Trails

o Natural areas

o Sports fields

o Outdoor courts/rinks

o Outdoor pools

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• Satisfaction levels were lower on the online survey, but generally

aligned with the phone survey findings.

• Barriers to participation in recreation, parks or cultural activities

varied between the surveys.

o The most common barrier from the phone survey was Too Busy/No

Time (35%).

o The most common barrier from the online survey was Lack of

Facilities (47%).

Online Survey – Similarities/Differences to

the Phone Survey

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Council Survey – Facility Needs

• Councillors identified a need for enhanced facilities.

Indoor Facility Needs:

o Performing arts

o Library

o Ice surface

o Fieldhouse

Outdoor Facility Needs:

o Baseball diamonds

o Football field

o Multi-purpose turf

o Spray park

o Amphitheatre

o Trails

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Summary of In-Person Engagements

• In total, 406 community members were engaged.

Engagement Activity Number of ParticipantsSeniors Input Session 35High School Pop-Up 22KNRRC Pop-Up 46Stakeholder Session #1 3Library Pop-Up 14Youth Input Session 25Community Centre Pop-Up 43Stakeholder Session #2 6Master Plan Event 172Stakeholder Session #3 6Stakeholder One-On-One Meetings 34

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In Person Public Results

• The top 5 indoor facility needs included:

o Upgrades to the existing aquatics centre

o Facilities for young children and youth

o More ice surfaces

o Climbing facilities

o Performing arts centre

• The top 5 outdoor facility needs included:

o Expanded and connected trails

o Dog park

o Improvements to the skate park

o Park amenities

o Basketball courts

• The top 3 programming needs included:

o Yoga programs

o Nature-based programs

o Youth programsPage 48 of 64

Stakeholder Consultation Results

• In recent years, there has been dramatic growth in youth organized sports:

o Soccer grew 30% between 2015 and 2017 (914 –> 1,190 participants).

o Hockey grew 25% between 2015 and 2017 (488 -> 611 participants).

o Baseball grew 56% between 2015 and 2017 (280 -> 437 participants).

• There is a gap in cultural facilities and spaces in Beaumont.

• Respondents indicated need for more ice surfaces, ball diamonds, indoor training space (fieldhouse and gymnasium), pickle ball courts, expanded library, and park amenities.

• Stakeholders would like to see facilities designed to grow withthe community, built to last and “future proofed”.

• Stakeholders want more say in decisions and better communication and support.Page 49 of 64

Conclusion

• We are happy with the response from the community during

Phase 2 consultations.

• The information gathered will help inform the next phases

of the project.

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Next Steps

• Draft Master Plan – May, 2019

• Council Review of Draft Plan – May, 2019

• Public Review of Draft Master Plan – June, 2019

• Final Master Plan

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Questions?

Presentation by:

Justin Rousseau

Expedition Management Consulting Ltd.

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Thank You

Contact: Justin Rousseau

[email protected]

780-266-7888

www.expeditionconsulting.ca

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Submitted By: Kerry Hilts, General Manager, Community & Protective Services Reviewed By: Mike Schwirtz, Chief Administrative Officer


File: 0700-C01-001

COMMITTEE OF THE WHOLE AGENDA MEETING DATE: February 19, 2019 SUBJECT: Draft Beaumont Arts Policy - Discussion

REPORT PURPOSE To provide the Committee of the Whole with background and discussion points on the establishment of the Draft Beaumont Arts Policy – Development and Practice of Artistic and Cultural Expression Policy for feedback and Committee direction. PREVIOUS COUNCIL / COMMITTEE DIRECTIONS

The Beaumont Society for the Arts has presented to Council on a number occasions since 2016, and Council has directed Administration to work with the Society on the development of an Arts & Culture Policy and a realistic funding formula moving forward.

At the COTW meeting on April 17, 2018, a presentation was received from the Beaumont Society for the Arts on its history and strategic direction;

At the COTW meeting on May 15, 2018, a draft copy of the Town of Beaumont Arts & Culture Policy was presented to Council for review and feedback. Committee members directed Administration to formalize a Policy for Council approval.

At the Council meeting on October 23, 2018, the BSA presented an unregistered presentation to Council.

At the Council meeting on November 27, 2018, the Draft Arts Policy was presented and sent back to a Committee of the Whole meeting for further clarification.

At its COTW meeting on December 18, 2018, the Draft Arts Policy was presented for discussion and directed back to the Administration for further clarification on the Beaumont’s Arts Council structure and Council’s role on the Committee; and further clarification on how operational funding will be defined.

BACKGROUND / DISCUSSION At its December 18, 2018, COTW Meeting, Committee Members debated the Draft Arts Policy and directed it back to Administration for further clarification on the following points:

1. Roles of the Beaumont Society for the Arts, the Beaumont Arts Council and City Council. 2. Operational Funding and report mechanisms. 3. Steps in the establishment of the Arts Policy, Terms of Reference and Operational Plans.

In discussion with the Beaumont Society of the Arts (BSA), they wish to take a step back and re-address Committee Members on the establishment of the Arts Policy (i.e. why it is needed, how it came to be, and where they would like to see it go). Administration agrees with this step as it will bring greater clarity to the outcome of establishing an Arts Policy that works for arts practitioners, patrons of the arts and the City. The Policy must also create confidence that it satisfies the needs and wants of Beaumont as a whole.

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The BSA is in attendance at today’s COTW Meeting to provide Council with its history, its vision and its thoughts on the establishment of the Arts Policy. This has been provided in the past; however, it has been over many presentations and meetings and this will give Committee Members and the BSA the opportunity to openly discuss the Draft Policy (Attachment 1) and bring clarity to each other’s needs and position. Administration is also available to answer questions and add input where required. The following points are based on previous discussions and will add content to the discussion: 1. Roles of the Beaumont Society for the Arts and the Beaumont Arts Council:

Beaumont Society for the Arts is a community-based incorporated not-for-profit Society committed to advancing the promotion, practice, and appreciation of the arts and cultural expression, in all their forms, in Beaumont and area. It will focus:

o on being the overarching Arts Society for Beaumont; o on the ongoing advocacy of the Arts; and o on the establishment of an arts and culture facility within Beaumont.

Beaumont Arts Council (BAC) will be formed and managed under the bylaws of the Beaumont Society for the Arts. Terms of Reference for the formation and management of the BAC will be approved by Beaumont Council and by the Beaumont Society for the Arts. The BAC will hold the mandate:

o of coordinating artistic and cultural programming in Beaumont and area, o of providing artistic direction and o of pursuing collaborative efficiencies and excellence in artistic and cultural

programming.

The City of Beaumont is one of the main funding sources and partners of the BSA and BAC programs and services. It assists in the facilitation of the arts in Beaumont and it is considered a champion of the services and programs that are provides to its residents.

Discussion questions: Role of Beaumont Council on BAC?

It is the desire of the BSA that a Beaumont Councillor be appointed to serve on the BAC as ex-officio (non-voting) liaison and communications officers between the BAC and Beaumont Council. The Councillor will:

o represent the collective voice of their respective municipal Council at the BAC table by bringing political oversight advice;

o provide guidance relating to artistic and cultural programming; o and will facilitate communications from the BAC back to the Council table.

It is the desire of Beaumont Council to be a voting member of the BAC or BSA. This will ensure that Council has a voice on the future direction of the Arts in Beaumont.

Considerations:

Who is ultimately responsible for the provision of arts and artistic programs in the community? (i.e. is this the role of the City or the role of the BAC through BSA or is it both?).

Are the services of the BSA and BAC any different than the Blues and Roots Festival; Beaumont Agriculture Society or even minor hockey, soccer or ball. In each of these cases, the City helps facilitate success by providing funding and space? We further, allow these organizations to operate at an arm’s length.

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One of the tenants of Community Development is to allow community groups to build their capacity towards success by providing them the tools to succeed.

In discussions with the BSA they are not opposed to having a voting Council member on the BAC, they just need clarification on who is ultimately responsible for the delivery of arts programs in Beaumont. This would also need to be reflected in the Arts Policy.

2. Operational Funding and report mechanisms:

Within the Draft Policy there are clauses that state that any money that the BSA receives from the City is to be provided through an agreement and reported back to Council. For example, this is the same agreement that the City has with the Beaumont Blues & Roots Festival to cover their funding contributions.

Ultimately, Council through the Budget process can provide funding to groups and impose conditions on that funding.

Council recently established a Community Grants Bylaw and process that further outlines how Beaumont residents and groups can access funding to provide services that Benefit Beaumont as a whole.

3. Steps in the establishment of the Arts Policy, Terms of Reference and Operational Plans:

Administration recommends that the Policy be established first, followed by the Terms of Reference and then the operational plans. This will allow all parties involved to be comfortable with the outcomes, their roles and the Policy direction for the Arts in Beaumont.

Administration is seeking Committee advice on the above noted statements, so that the Policy can come forward for approval. The report content has been discussed and agreed to by the BSA to be brought forward for comment. Strategic Alignment Our Beaumont Municipal Strategic Plan 2017 – 2021: Livability and Welcoming Diversity and Celebrating our Cultural Heritage. Relevant Statutes/Master Plans/Documents Arts and Culture in Beaumont are supported in the Draft Arts Policy that will service as a guiding document moving forward. Legislative Authority Municipal Government Act, Section 3(b) STAKEHOLDER ENGAGEMENT / COMMUNICATION The Arts Policy has been developed with significant input from the Arts and Culture community in Beaumont. BUDGET / FINANCIAL IMPACT The intent of the Policy is to strive to align the funding ratios of those programs and services that are directly delivered by Beaumont, and that positively impact the arts.

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CONCLUSION / PROPOSED DIRECTION That the Committee of the Whole: Refer this item for formal review and approval at a Regular Meeting of Council

ATTACHMENTS

Attachment 1: Draft Beaumont Arts Policy – Development and Practice of Artistic and Cultural Expression Policy

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Attachment 1

Approval History (To be filled in by Municipal Clerk) Inquiries/Contact Person Approval Date: Manager, Arts and Culture

Revision Date:

Revision Date:

Revision Date: 1/6

Development and Practice of Artistic and

Cultural Expression Policy

Approved by Council Resolution #

Approved this day of __________, 2018

_______________________________ Mayor

1. PURPOSE:

This Policy governs the actions of Beaumont with respect to the Arts. These actions prescribe to the vision, values and guiding principles of the Municipality. The purpose of this Policy is to:

Formally establish the place of the Arts in the life of the community;

To define the role of Beaumont in utilizing the Arts;

Assist Beaumont in its decision making with respect to art promotion and communication; and

Rationalizing the services of Beaumont for assisting the Arts.

2. POLICY STATEMENT:

Beaumont is committed to the development and practice of Artistic and Cultural Expression. Beaumont affirms that the Arts and their Cultural Expression, in the broadest and most inclusive definition of the terms, are essential elements in the foundation of a truly civilized, progressive and livable community, nation, society and culture. This Policy was created and will be maintained with the input and consultation with the Beaumont Society for the Arts. A review of the Policy will occur on the earliest of the following:

At the request of Council;

As recommended by the Beaumont Society for the Arts;

A programming, financial stewardship, artistic or infrastructure incident occurs which is perceived to contravene any of the provisions of this Policy, or any subsequent contract or agreement between Beaumont and the Beaumont Society for the Arts; and

On a three (3) year annual term.

Beaumont Council Policy #

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Attachment 1


Revision Date:

Revision Date:

Revision Date: 2/6

3. PREAMBLE: VALUES & PRINCIPLES

Every Albertan, as embodied in the Canadian Charter of Rights and Freedoms and as supported in the Alberta Bill of Rights and Alberta’s Human Rights, Citizenship and Multiculturalism Act, has the fundamental right to have access to all expressions of knowledge, creativity and intellectual activity, and to express their thoughts and creative works publicly. This right to intellectual freedom as established by law is essential to the health and development of a free and democratic society.

While the law guarantees open access to all expressions of knowledge, opinion, creativity and intellectual activity, the law also guarantees open criticism of knowledge, opinion, creativity and intellectual activity, which may be deemed unconventional, unpopular, unorthodox, or unacceptable for whatever reason. Beaumont recognizes that every work of art is inherently unique and therefore subject to differing interpretations by each and every patron of the Arts.

4. SCOPE/APPLICATION:

This Policy applies at all times and to anyone serving within the jurisdiction of Beaumont.

5. DEFINITIONS:

The Arts: The term 'the Arts' includes, but is not limited to, music (instrumental and vocal), dance, drama, folk art, creative writing, architecture and allied fields, painting, sculpture, photography, graphic and craft arts, industrial design, costume and fashion design, motion pictures, television, radio, film, video, tape and sound recording, the Arts related to the presentation, performance, execution, and exhibition of such major art forms, all those traditional arts practiced by the diverse peoples of this community and the study and application of the arts to the human environment. Beaumont: This term refers to the elected Mayor and Councillors acting together as the legally authorized governing body of the geographic area known as Beaumont. Culture: The Cambridge English Dictionary defines culture as "the way of life, especially the general customs and beliefs, of a particular group of people at a particular time." The Arts as defined above represent a creative outlet of expression that is influenced by culture and which in turn influences and helps to change culture. Cultural Expression: This refers to the outward and open creation of objects, items, properties and/or experiential events that form the foundations of individual human identity and collective social interactions. Encourage: Means positive moral support for the values and principles espoused in this Policy. Encouragement may at times take the form of financial incentives.

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https://en.wikipedia.org/wiki/Cambridge_Advanced_Learner%27s_Dictionary

https://en.wikipedia.org/wiki/Culture

Attachment 1


Revision Date:

Revision Date:

Revision Date: 3/6

Public: As a noun, public refers to persons in open association in social settings. As an adjective or other conjugated descriptor (as found in such terms as public property or publicly-funded), the term public refers to:

Objects, items, properties and/or experiential events that are accessible to all persons.

Objects, items, properties and/or experiential events that are funded by, produced or otherwise acquired using tax-based revenues from any level of government.

Public Art: Works of art and artistic creations displayed in or on publicly-owned or publicly-operated facilities or properties, accessible to the public universally or with minimal restriction. Region/Regional: For purposes of this Policy, region and/or regional means the area surrounding but outside the defined legal borders of Beaumont. In this Policy the terms region and regional apply specifically to residents of Leduc County who utilize the services and amenities offered by Beaumont – in this instance, artistic and cultural amenities, services and programs. Support: Financial support as required in addition to positive moral support for the values and principles espoused in this Policy. Toponymy: The naming of public places.

6. RESPONSIBILITY:

Recreation & Culture Manager or designate shall be responsible for ensuring the effective administration of this Policy. 6.1 Beaumont Arts Council

6.1.1 With the encouragement and support of Beaumont, The Beaumont Society for the Arts will create the Beaumont Arts Council in consultation with the arts and culture community of interest in Beaumont and region. The mandate, terms of reference, management and operational protocols for the Beaumont Arts Council will be prepared by the Beaumont Society for the Arts in consultation with Beaumont. One member of Beaumont Council will be appointed to the Beaumont Arts Council.

6.1.2 Notwithstanding, the intent of the Policy, individual residents of Beaumont and

individual community volunteer organizations retain their right to represent themselves individually before Council as individual spokespersons for their own artistic and cultural development. Notwithstanding, such representations shall not be recognized by Council as speaking for or on behalf of the Beaumont Society for the Arts nor the Beaumont Arts Council.

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Attachment 1


Revision Date:

Revision Date:

Revision Date: 4/6

6.2 Arts Education and Cultural Literacy

6.2.1 Beaumont will encourage and support arts educational initiatives and cultural literacy programs by artists, arts and culture organizations, and the broader arts and culture community of interest in Beaumont.

6.2.2 Beaumont will encourage excellence in the arts by celebrating Beaumont’s artists

and arts and cultural organizations. 6.2.3 Beaumont will consult with the Beaumont Arts Council for advice, guidance and

assistance relative to arts education and cultural literacy initiatives.

6.3 Cultural Facility and Arts Infrastructure

6.3.1 Beaumont commits to assisting with the capital development and creation of cultural facilities ̶ physical spaces ̶ for the practice of the Arts and for culturally expressive programs, events and educational initiatives.

6.3.2 Beaumont will define a process, in consultation with the Beaumont Society for the

Arts for the establishment of a major arts and cultural facility. 6.4 Municipal Funding for the Arts and Cultural Development in Beaumont and

Region

6.4.1 Beaumont will assist in the provision of dedicated funding appropriations for

artistic and cultural initiatives, arts programming and capital infrastructure

development in support of the arts and cultural development. This funding will

be at a three (3) to one (1) ratio (or $0.34 for every dollar spent) that Beaumont

strives to spend on Sports & Recreation activities. These activities are defined as

positively impacting the arts and culture of Beaumont, and directly delivered by

Beaumont.

6.4.2 Beaumont will provide the Beaumont Society for the Arts with a funding ratio

breakdown at the time of Policy renewal to gauge funding support on an ongoing

basis.

6.4.3 Beaumont expects Beaumont artists and arts and cultural community volunteer organizations to pursue every available avenue of revenue and self-funding, beyond funds provided by Beaumont.

6.4.4 Beaumont may at its discretion request reports of external funding avenues

pursued to support artistic and cultural initiatives that are in whole or in part funded by Beaumont.

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Attachment 1


Revision Date:

Revision Date:

Revision Date: 5/6

6.4.5 Beaumont Society for the Arts will enter into a funding Agreement with Beaumont that outlines the terms and conditions for any operational funding provided to the Society or Arts Council.

6.5 Public Art

6.5.1 Beaumont will allocate one percent (1%) of all publicly-funded new capital infrastructure expenditure to the acquisition and/or creation and display of public art works, to a maximum of $ 50,000 to be incorporated into the overall plan and themes for each capital infrastructure project. As deemed appropriate by the nature and scale of individual capital infrastructure projects, the 1% public art funding allocation may be, in priority order:

1. Utilized within an individual capital infrastructure project; 2. Amalgamated with other funds (reserved or amalgamated) for public art and

utilized for public art works at other locations, as determined by mutual agreement of Council and the Beaumont Arts Council.

6.5.2 Within existing and new public buildings owned and operated by Beaumont,

Beaumont will acquire and display works of art as appropriate to the nature of the public space.

6.5.3 Art works will be selected by a jury of peers, the membership of which will be

mutually agreeable to Council and to the Beaumont Arts Council. 6.5.4 Artistic merits being equal during the selection process, Beaumont and regional

artists will be given preference in the acquisition or creation of public art. 6.5.5 This Policy shall apply equally to purchase and offers of artworks to be gifted,

loaned or otherwise donated to Beaumont. 6.5.6 Beaumont will continue to enhance and enable the established provisions of the

French Village, Agricultural and Indigenous themes in their planning of capital infrastructure projects within the borders of Beaumont.

6.5.7 Beaumont will consult with the Beaumont Arts Council for advice relative to the

acquisition or creation of public art works.

6.5 Artistic Freedom and Media Awareness

6.6.1 Beaumont affirms the principles of artistic and intellectual freedom as provided by municipal, provincial, federal and international law.

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Attachment 1


Revision Date:

Revision Date:

Revision Date: 6/6

6.6.2 Beaumont, supported by the Beaumont Society for the Arts, that individual patrons of the Arts or those responsible for minor children bear responsibility to inform themselves of the intent nature and content of any artistic works in advance of their attendance or participation.

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