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so we're here today because as a municipality

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we want it to reflect in our offer of culture,
community, life and leisure

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to allow us to guide our strategic decisions
over the next ten years.

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So at the end of summer 2023, we gave a mandate
to

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Raymond Chabot Grant Thornton to conduct a
study of our cultural

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and leisure needs of the Beaconsfield  residents.

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And we're very excited to show you the results
tonight.

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So my name is Maude Giard.

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I'm a manager in the tourism laser and culture
at Raymond Chabot

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and we've been working with the city since
the past summer

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to help them with this analysis.

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So tonight I'm not going to go through in.

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I'm not going to go in in details of the entire
work that we've done because

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it's a report that's over 100 pages long, and
that will be quite a long evening.

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So I'm just going to go through the the key
findings and the orientations,

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the directions that we're going to that we
are proposing to the city

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based on our findings.

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So I will start

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I will

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do English and French both for the presentation,
but I'm going to do

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like one page only in English and the next
page only in French.

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But when I'm speaking English, it's going to
be written in French.

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So just it doesn't go over too long.

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the work for Nicole the work we were doing

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is an analysis of the needs of the population
in regards to culture,

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sports, leisure, community, life, neighborhood
life.

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So all that makes the quality of life of a
city.

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So the main assignment, the main objective
that we have were to draw up a detailed

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portrait of the population to understand its
features, its leisure habits.

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What do people enjoy doing?

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What are they doing? All this?

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And we also we also wanted to examine, examine
the current situations

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in terms of leisure, offering

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But obviously as we wanted

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to ered the population needs, we also talk
with the population.

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So we had an online surveys that we did a bit
earlier in 2023.

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You might have taken part in it.

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We have the on the online survey that reached

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about 1250 resident of Beaconsfield.

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There was also a part that was specific as
a survey

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to was specific for the teenagers because they're
a bit harder to reach.

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So we had a specific survey for them as well.

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And we've conducted as also a focus group for
different focus group

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where I see that many familiar faces that were
there maybe

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and we talked to about 45 people in those focus
group.

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So from all this work

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we're going to present you the seven main the
seven key

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findings that we add in regards to that

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the population needs for sports, leisure, culture
and community life.

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So the first one

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is the recognition that sports, leisure, culture

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and community are important fields of action
for the quality of life.

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The city when we came to to to find out is
that the city

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is well aware of the importance of this feel
of those fields.

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They recognize that they are important, they
are essential

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to the citizens quality of life.

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So that's a good start

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to recognize that and to be aware of that,
that's a good start.

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And they also have significant, significant
resources

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and infrastructures to develop those areas.

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So we can in terms of resources, we can think
about the staff.

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There's 116 people that works in those different
fields,

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about 114 serving employees and 16 that are
full time.

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So this includes people

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working at the library, at the pool arena recreation
center at the day camp.

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So all of those different activities.

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There is also an annual

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budget because when we talk resources, we often
talk about money.

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Obviously, there's an annual budget of about
$9 million.

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This includes everything that's related to
sports culture

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and also the parks.

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There's also several infrastructures that are
owned by the city.

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The building that we're in right now, Library,
the rec center Centennial

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and all the parks as well, and the equipments
that we find in those parks.

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And finally, there's also many

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plans and policies that are either directly
linked

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to culture, sports, leisure, or that have some
actions related to it.

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We can think about that age friendly municipality
policy.

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There's the Park and Greenspaces

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master plan that is also a with that

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the association recognition policy, the universal
accessibility plans

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that has some specific action related to leisure
as well.

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So the first field of activity

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is the culture cultural activities.

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Globally the satisfactions rates are quite
high, especially library

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you with 94% of the people that answer that
say they were satisfied.

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So that's a very good rating.

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People enjoyed their library.

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They enjoyed going there

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and it was also the cultural center so that
the building in the centennial area

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and that that had an 84% satisfaction rate,
which is also good.

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But in the comments

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we understood that it was mostly the outdoor
experience, the concert,

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the shows, the events that takes place more
than what happens inside the building

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at the sports and leisure

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was at a bit of a lower satisfaction rate globally.

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There was the lowest from all the different
fields you can see.

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There is no well, it's not it's not really
bad.

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It's mostly it's like 74, 75% for the indoor
indoor pool,

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64% for the arena, which is not that I

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but there's some issues with the state of the
building itself.

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The lowest was really for the indoor recreation
center activities.

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So apart from the pool in the arena.

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So everything that might happen, sports classes,
fitness classes, the open gym

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for a pickleball or basketball or whatever.

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So they had a bit of a lower satisfaction rape.

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And the last one was the outdoor pools.

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They are the big people that go to those pool
seem to really, really enjoy those.

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When we ask the citizen to compare the Beaconsfield
offering

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with the other cities around,

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that was the sports

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and leisure was the one that they say we had
in something that an offering

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that was inferior, that the other city had
a superior offering to what we had.

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There was really where it was the most, the
most

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jealous,

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and more likely a mishap decided the one that
was the most often mentioned

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as in Superior, outside of Beaconsfield.

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And the last category was specifically for
the parks.

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There was a good satisfaction.

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People enjoyed their greenspaces, they enjoyed
their parks.

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I think you're currently working in the green
spaces in Park Master Plan,

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so this is something that's also probably going
to come out from this plan.

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But globally, people enjoyed their their parks.

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And where are you at?

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A bit of a lower satisfaction rate

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was mostly for the facilities or equipments
in the park.

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So like the outdoor sports fields might have
had a little bit

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of a lower satisfaction

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I'm the next one

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is a programing for everyone so we have many
activities

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that our offer and they do attract a large
number of participants.

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We have some example here for the library and
we have about 90,000 visits a year,

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which is a lot of people and a lot of people
coming to

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the recreation center, all activities combined.

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So arena pool classes, summer camp,

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all of those add over 133,000 visit.

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So people do take part in the activities that
are offered

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and we have a large number of participant.

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But there today

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one of the common

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that came into the survey and in the focus
group as well was that

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those activities were mostly geared towards
either young families or retirees

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or people that were available Monday to Friday,
9 to 5.

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So people that were not available during this
time, they had a bit of a less

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diverse offering for them.

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You can see in this survey we also asked for
a specific clientele

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or population profile, and you can see that
for the senior

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people felt they had many activities and it
suited their needs well.

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But at the opposite range you have the teenagers,

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which most people felt they didn't have enough
offering for them

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Another important element for the cultural
sports

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and leisure offering is in regards to the the
collaboration.

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So we said that collaboration and partnerships
needs to be strengthened.

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This city cannot offer everything herself itself.

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It needs to work with partners, it needs to
work

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with different collaborators that can help
them.

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Because when we do have this collaborative

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work, it can optimize what it's offered to
our citizens.

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We cannot offer everything ourselves, but when
we work with other,

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we're going to have a larger offering for people.

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And there's several potential partnering partnerships.

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Some of them are already in place, some can
be improved,

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some can be strengthened.

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So we can think about neighboring municipalities,
their schools.

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And there's also Oliver Associations.

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There is about 60 associations that currently

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I work for offer activities in beacon spheres.

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So this is and those are important partners
that we need to to work with.

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However, we found that their offering was not
well known by the population.

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There's a lot of activities offered, but people
don't necessarily know

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that they exist.

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And there's also you need to to find a

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balance between the

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fact that they also they're not they don't
only work with the Beacon

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Steel population, but also with all the other
cities around.

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so we're going to start with the Ford guidelines.

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So guidelines are general guidelines. Yes.

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So their general guidelines that will that

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we have to keep in mind for every action that
we're going to work on.

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So there are not specific things to do.

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They're not things oops, sorry, They're not
things to check on the list.

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But whenever did that did

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the city of Beaconsfield team is going to be
working on project.

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They're going to have those four guidelines
in their head.

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the second guideline is an offering that connects
its citizens.

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So by that we mean that the city focuses

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on facilities, activities and events that bring
citizens together.

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So we're trying to see how can we connect people
better.

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It also wishes to facilitate opportunities

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for citizens to explore and interact with their
neighbors.

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So this might mean offering activities that
are closer to a

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a small community neighborhood so people can
connect and talk and meet.

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And it also wishes to strengthen the sense
of belonging to the city as a whole,

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but also for two small communities within the
city.

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and the fourth

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guideline which is an offering based on collaboration.

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As I mentioned a bit earlier, this city relies

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on partnerships to effectively serve the needs
of its population.

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It cannot offer everything on its own.

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It needs to work with partners

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and it also needs to support its partners by
facilitating their process.

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I'm sorry I tried repeating that word professionalization

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and I can't seem to see it's right, but it
works to make sure its partners

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can offer a quality offering and they can work,

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and then that they can also respect the city's
guideline.

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And so those guidelines are really general

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guidelines over everything.

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And now from that, we have to directions that
will be at the base of that,

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the work of the city for the next ten years.

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And so the first direction as I mentioned,

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was develop and maintain a network of infrastructures
and facility

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that effectively meets the needs of our citizens.

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It has three different strategy.

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The first one being to complete the major the
major infrastructure renewal project

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that are already underway.

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So you do have the to carry out the Centennial
Park project,

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but it's already ongoing.

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So it was just keep going.

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See the end of the project.

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And you have also the renovation and modernization
of the recreation center.

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There's also a couple of plans

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that are already in place for the arena, for
the pool.

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And so this is also there there's the redevelopment
of the Windermere Park,

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which is the next part that's going to have
a makeover.

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And overall and there's the Beacon Chalet.

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That was I'm I'm assuming it's almost finished
or it's getting near Diane.

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I'm not quite sure, but almost there.

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the third

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strategy is to introduce a rig bill to avoid
regular maintenance program

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for existing infrastructures,

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which is mostly to make sure that they don't
deteriorate over time

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and that we need to do a major renovation project
later.

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So just to keep in mind, always to keep our
infrastructures, facilities,

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equipment up to date,

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I'm in the same strategy

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we also had to relocate or take outside

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some activities outside of their traditional
infrastructures.

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So maybe there's an activity that could be
offered in the park

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or in the in a park chalet instead of at the
library or somewhere else.

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It doesn't necessarily apply to every activities
where we can.

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Thing is, are there are some activities that
we could

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tinker outside the box and see where else we
could offer them to,

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to whoever

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ensuring that activities are offered all in
all districts.

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And the last innovation part or renewing our
approach part

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is to take an innovative approach to management.

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So does it have to be the city that offered
this activities?

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Could it be offered with partners?

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Are there any other tools that could enable
partners

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to contribute to this programing? Do we have
to do it ourselves?

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So these are things that needs to be taking
into consideration

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and the third strategy is to strengthen collaboration
with associations.

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So as we mentioned earlier, our associations
are important partners

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and we need to work an end in hand with them.

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We need to see how we can facilitate a quality
offering on the parts of this.

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The associations, So make sure that this offerings

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is adapted to the needs of the population and
it complements

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what is already offered.

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We don't want to offer something that the city
and an association are offering.

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If only the association could offer it to more
people.

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Maybe so. This needs to see.

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We need to see how we can work better for this

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and how we can optimize communication as well.

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Because we saw that many people, many of the
population

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didn't know what was offered by the association.

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So how can we let them know what is going on?

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So this is all the strategies,

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direction, strategies and guidelines that came
out of the report.

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Obviously, if we want to put those forward

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in the next ten years, there are some conditions
for success.

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One of them is to ensure that everyone respects
those guidelines.

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So obviously the city itself, its elected officials,

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when we're deciding new project, we need to
keep the guidelines in mind

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because otherwise they're not gaming really.

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There is also the definition by the the team
of an annual monitoring tool.

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If we want to make sure that we are

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and we're innovative, that we respond to the
population need what we need to know

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how many people are attending our activities
is it is the satisfaction

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good or so we need to have a bit of a monitoring
tool for that

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so thank you very much for your time

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I'll sit I would like to thank you the residents
who participated

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by a being here tonight

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who participated also in the surveys and in
the focus groups.

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It was nice to see such a great participation
rate and and show

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that you're interested in developing your community