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Strategic Plan
2024-2029
Beaurivage, New Brunswick
Table of Content
Foreword
Page 3
Message and photo from the Municipal Council
Page 4
Analysis of the current situation
Page 5
The strategic plan
Page 7
Our vision and mission
Page 8
Our values
Page 9
Pillars and objectives
Page 10
Socio-demographic and economic data
Page 14
Conclusion
Page 16
Foreword
3
Following a strategic planning process, this strategic plan is the first for the new town
of Beaurivage. It is the result of eight (8) consultation sessions in the wards of th
e town, as well as comments collected by an online survey. The strategic plan of t
he town of Beaurivage will allow the Municipal Council to pursue its efforts with the
aim of meeting the needs of the population and their expectations regarding
the programs and services that the municipality will offer in the next five years
. The efforts made by Council since the governance reform of the former to
wns of Richibucto, Saint-Louis and the former local service districts of St-Ignace,
Saint-Charles and Aldouane have made it possible to put in place the conditions o
n which the municipality can rely to chart the path for the years to come. This strate
gic plan will outline the guidelines for priorities and expected results that will be necessary to
face the future.
More than a hundred participants at the public sessions in the municipality,
members of the municipal council, community groups as well as the administrativ
e team were among those who were consulted in the six (6) wards of the town. The
se consultation meetings occurred over a two-month period at the start of 2024.
An online survey was also made available for citizens who wished to add t
heir suggestions and perspectives for the development of the municipality
. The participation of the citizens and the leadership of the municipal council in listen
ing to them during these consultations made it possible to develop a realistic plan th
at will allow the municipality to position itself for the coming years.
The present document outlines the vision, the mission, the values as well as the
strategic pillars that have been identified throughout the consultation process. Fro
m these pillars, objectives were determined, which will eventually be part of
an operational and implementation plan for the general manager and the employees of
the municipality.
4
The Municipal Council is very proud to submit its first strategic plan to the citizens of
Beaurivage. Following a series of consultation meetings with council, public meetings in al
l wards of the municipality and an online survey, this strategic plan charts the path that will
frame the priorities and actions of Beaurivage for the next five years.
Among the priorities retained as part of this process, we note ongoing communication and
the engagement of citizens for a quality of life in the municipality. This is a priority that th
e Council takes seriously and will intensify its efforts to communicate effectively a
nd encourage and sustain the engagement of the population of the municipality. It g
oes without saying that this plan is not an end in itself; it will be essential to ensure that
the council be made accountable and that it invests the financial resources responsibly and
with a reasonable and efficient manner. The members of the Council commit themsel
ves to listen to the people living in the municipality and to ensure exemplary transparency in the
governance of your municipality.
Message and photo from the Municipal
Council
We believe that this strategic plan will better target our work and we are committed to
working even harder attain higher heights and make our municipality a great place to live. We thank you for your participation and your commitment during the development of this 2024-2029 strategic plan for our municipality.
We encourage you to continue your engagement to your municipality and do not hesitate to
contact us at any time. Together, we will be able to have a greater impact on our collective
lives.
Arnold Vautour
Mayor
5
Analysis of the current situation
One of the important aspects in the preparation of a strategic plan is to submit an inventory
based on the environmental analysis of the organization by asking people who participated i
n the consultation process to submit their perception of the strengths or assets, weaknesses or
challenges, opportunities or possibilities and threats of the municipality (SWOT analysis).
The next part of this document features a summary of what the people who participated in the
meetings expressed in this sense.
First, citizens pointed out the strengths and stated that the name Beaurivage is an interesting
name, while expressing the fact that two municipalities have joined forces with three forme
r local districts to create this new municipality. The quality of life, thanks to natural assets, su
ch as the sea and rivers, and the proximity of Kouchibouguac Park are assets creating a gr
eat place to live. The proximity of existing services was noted as interesting, because the
two former municipalities have services that are accessible to population of the municipality.
Large natural spaces make it possible to eventually develop housing to accommodate people w
ishing to settle in Beaurivage. There is a presence of three cultures sharing the territory
of the municipality. The fact that trails exist for people who want to walk is also an important
feature for people who want to take advantage of them. The presence of the swimming pool
in Saint-Louis, the golf course in St-Ignace as well as the Imperial Kent-North center in the mun
icipality positions it favorably in the leisure sector. The municipality is organized on a human and
convivial scale, which should facilitate its development for years to come.
Regarding challenges, the Coastal Shell Products'
situation is still irritating. The lack of accommodatio
n and hotels/motels, as well as restaurants to attra
ct groups during sporting and community events, is als
o a shortcoming which was expressed. There was
also mention that the lack of activities and program
s for young people and their exodus from the regio
n once they complete their schooling. Participants als
o added that active transportation opportunities
are non-existent. The people present at the cons
ultation meetings also reported the unsightly issues wit
h certain homes and businesses. Communication is an
issue that continues to be real since the refo
rm of local governance and the creation of the mun
icipality of Beaurivage. The lack of human resources t
o fill vacant positions for businesses is also
present in the municipality and requires creative strategies for the
future.
The creation of this new entity represents great possibilities; the commitment of people
living in the municipality and imagination are the only limits to ensure its success. It is
important to develop and disseminate a complete inventory of the municipality's assets.
Building and developing a new municipal entity is a unique opportunity for the council and
the people living in the municipality. During the consultations, those present reiterated the
importance of tourism potential and pursuing economic development by creating
sustainable and remunerative employment. The friendliest nature of the population toward
visitors and people wishing to settle in the municipality is legendary. It is therefore
important to continue efforts in this direction. It was also suggested to develop a linguistic
policy in both official languages, while reiterating the importance of Acadian identity and
culture, while offering programs and services to people living in the municipality. Having
council meetings available online and on the web site was also suggested during the
consultation process.
Among the threats, there is the uncertainty of the financial model that the provincial
government will establish in the future and how this will impact the financial capacity of
Beaurivage. It was also noted that the lack of communication between wards could be a
threat, despite all the efforts being made in this direction. Developing a sense of belonging
to this new entity will take time and patience on the part of the people living in Beaurivage
and the threat would be that people will lose patience. Some people who live in the former
LSD, which are now in the town of Beaurivage, perceive that the two former towns have an
advantage over the other districts of the municipality. The lack of housing is an issue on the
growth and diversity of the current population and represents a significant threat in the
medium and long term.
6
The pillars or priorities set out in this document guide municipal activities. Municipal
Council is responsible for revisiting and adjusting the plan from year to year to ensur
e that priorities are updated.
The objectives are developed in order to be able to evaluate wether the municipality is
able to achieve them or not. The different projects that come from the objectives hav
e performance indicators that allow this evaluation.
The Strategic Plan allows the teams of municipal employees to develop work plans
(projects, measures and capacities) and to develop the annual municipal budget.
Ensure the monitoring of objectives
Allows the development of municipal work
plans and budgets
The strategic plan
Harmonized municipal decisions
7
8
Our vision
From land to sea, a proud and prosperous
community identity.
An active, innovative, inclusive, transparent town,
proud of its roots and developing sustainably.
Our mission
Our values
Transparency
Municipality files are managed transparently at all levels.
Inclusivity
Beaurivage aims to be an inclusive and welcoming city to all newcomers as well as other
minority groups.
Sustainable development
Any form of future development on the territory of Beaurivage is done in such a way as to protect
the water and air of the Town of Beaurivage.
Acadian identity and bilingualism
The Town of Beaurivage actively promotes its Acadian origins in addition to supporting
bilingualism and encouraging francization.
Sense of belonging
The citizens of Beaurivage proudly identify themselves as citizens of the new city. This feeling
encourages citizen engagement.
Innovation
The Town of Beaurivage encourages new approaches and best practices in all its development
sectors.
Community vitality
Engaged and dynamic, citizens ensure that community life in Beaurivage overflows with energy
and potential.
9
Pillars and Objectives
Here are the pillars and related objectives for the next five years of the municipality
of Beaurivage.
Expected Results in 2029
1.1 Ensure a quality service
offering meeting the need
s and expectations of the
citizens of Beaurivage.
1.2 Implement the concept of
results-based managemen
t (RBM), thus making it possib
le to evaluate the progress
and the achievements of Council
and staff.
1.3 Define indicators and
targets for measuring th
e performance and efficiency of
municipal services.
Municipal services respond to
the needs and expectations of
the population.
The concept of Results-based-
management has been
implemented.
Indicators and targets for
measuring the performanc
e and efficiency of municipal
services have been applied.
1. Quality of
municipal services
(municipal
efficiency)
Piliars
Objectives
10
2.1 Develop an internal and
external communication plan t
o reach all citizens.
2.3 Broadcast meetings of the
Municipal Council virtually and on
on the municipality's website.
2.2 Make regular meetings
accessible to the public.
2. Communication
and transparency
Council ensures that council
meetings are accessible to the
population of the municipality.
Council meetings are regularly
attended by a large part of th
e municipality's population.
Communication with the
population has improved.
11
3.1 Develop a local economic
development strategy in conjunctio
n with the regional developme
nt strategy of the Kent Regional Service
Commission.
An economic development
strategy has been develope
d and implemented
in conjunction with the Kent
RSC.
A study has been carried out
in existing tourist attraction
s accompanied by feasibili
ty elements to assess ho
tel needs in Beaurivage.
3.2 Conduct a study dealing with the
issue of lack of accommodation fo
r tourists and recreational and cultur
al events by taking into considerat
ion demand, available spaces as wel
l as current tourist attractions.
3.3 Develop and implement a housing
strategy.
3.4 Establish incentives to recruit
families in the municipality
A housing strategy was
developed and implemented and the population of Beaurivage has increased
3.6 Ensure that the administrative
practises of the municipality conside
r sustainable development and the
environment in all its actions.
3.5 Establish a committee responsible
for implementing a process to suppor
t the integration of new citize
ns (Canadians outside our province,
immigrants and newcomers to NB).
Incentives exist in recruiting
new families.
New citizens that have
moved to Beaurivage ar
e well integrated in the
community.
Sustainable development
and the environment ar
e important features for t
he future development of the
municipality.
3. Economic
development
12
4. Community
development and
sense of belonging
4.1 Create and support
committees, working groups an
d initiatives in different sectors of
community life.
4.2 Organize an annual gala to
recognize the contribution o
f volunteers who are involved in t
he different wards and commun
ity events and activities of the
municipality.
4.3 Implement training and best
practises in volunteering and
community engagement.
4.4 Encourage wards in the
municipality to create a
n environment in which people fe
el safe, are proud to participate
in community life (ex: commu
nity centres) and where ther
e are social interactions between the
people living here.
4.5 Create green spaces and parks
that provide connections betwee
n the people who use them and
close to nature.
4.6 Promote intergenerational
links and trust between peopl
e living in different sub-regions of
the municipality.
4.7 Support wards in community
projects linked to the municipality
of Beaurivage.
An active community life exists in the town
of Beaurivage.
A positive environment and an attachment
to their community and municipality exist
within the population.
The population has created opportunities to
meet while enjoying natural spaces.
We have implemented intergenerational
activities.
Support exists for the implementation of
community projects in the wards.
Volunteers are recognized and appreciated.
Training opportunities for volunteers are
offered.
A positive environment and an attachment
to their neighborhood exist within the
population.
The population has created opportunities to
meet while enjoying natural spaces.
We have implemented intergenerational
activities.
Support exists for the implementation of
community projects in wards of the
municipality.
Socio-economic and linguistic data
Total population 2021
0-14 years old
15-64 years old
65 +
Beaurivage
6160
685 or 11,1 %
3525 or 57,2 %
1955 or 31,7 %
New Brunswick
775610
111130 or 14,3 %
487320 or 62,8 %
177160 or 22.4 %
Median total revenue in 2020 ($)
Employment rate 2021[3]
Unemployment rate 2021 (%)[2]
Rate of participation in Labour
market[1]
Average total revenue in 2020 ($)
Beaurivage
45,6 %
15,8 %
54 %
38 080
34 000
New Brunswick
55,4 %
9,0 %
60,9 %
51 819
56 900
Table 1 Comparison of the distribution by age groups of the la municipality of Beaurivage and
the province of New Brunswick
Table 2 Employment and economic data of the municipality of Beaurivage and the province of
New Brunswick
1 Participation rates measure the total workforce (including those employed and those not employed, combined) relative to the size of
the working-age workforce. In other words, it is the part of the population that works or is looking for work.
2 Employment rates are defined as the measure of people who are available to work are in the labor market.
3 The unemployment rate measures the rate of people unemployed compared to the percentage of people in the job market.
13
4450
Beaurivage
New
Brunswick
225565
English
1160
Native
Languages
20
487005
1715
33115
230
Non official
Languages
French
First
Language
15
Conclusion
A preliminary version was submitted to the members of the municipal
council and the general manager so that they could read it and provid
e their comments and observations. Subsequently, these comments we
re integrated into the preparation of this final version. Once the munici
pal council has given its approval to the present final version, the gen
eral manager and staff members will prepare an implementation plan
which will feature projects and initiatives to be put forward and which will
specify the performance indicators and the targets to be met.
16