Candidate Booklet - Ville de Deux

Candidate
Booklet
For the Municipal Election on
November 3, 2013
Table of Contents
Page
A Word from the Mayor
2
Presentation of the City
3
Map of Electoral Districts
6
Code of Ethics and Conduct of Elected Officials
7
Code of Ethics and Conduct of Municipal Employees
12
City Budget 2013
16
City Council
21
General Management
23
Finance Department and Treasury
27
Municipal Clerk and Legal Services Office
29
Joint Municipal Court
31
Land Management
33
Recreation and Community Services
38
Public Library
40
Communications and Special Projects
41
Deux-Montagnes Regional Police Department
43
Intermunicipal Fire Department
46
1
A WORD FROM THE MAYOR
Municipal elections represent a key moment in the life of a municipality. An election is a fundamental
manifestation of democracy: by casting their ballots, citizens determine who will be chosen to defend
their interests and protect their assets. Elected municipal officials play a crucial role, that of representing
citizens in all their diversity while seeing to the city's economic, cultural and community development as
well as city planning.
Peaceful, inclusive and unique, the City of Deux-Montagnes is characterized by its vivacious population
and dynamic community sector. Although major efforts have been made in recent years to maintain the
quality of services that comply with citizens' expectations and their ability to pay, significant challenges
await future city council members. Decisions will have to be taken to ensure the City's future, and newly
elected officials must have the legitimacy needed to act and to determine its fate.
Submitting your candidacy for the municipal election is evidence of your dedication to the citizens of
Deux-Montagnes and to the smooth running of the City. In order to help you become more familiar with
the inner workings of the Municipality, the Municipal Council asked the Chief Administrative Officer and
the other department directors to provide you with a Candidate Booklet. It contains a wealth of useful
information about the City, including each department's mandate and the budget for 2013.
Hopefully, this information will help increase your knowledge and prepare you for the various issues and
challenges you are likely to face in the near future.
Sincerely,
Mayor
2
PRÉSENTATION DE LA VILLE
Fondée officiellement le 18 août 1921, la municipalité de Saint-Eustache-sur-le-Lac comptait { l’époque
une population de moins de 300 résidents permanents. C’est dans le quartier du Grand-Moulin que se
sont installés les premiers habitants du lieu qui devait s’appeler, en 1963; la Ville de Deux-Montagnes.
On raconte que le toponyme Deux-Montagnes tirerait ses origines des deux montagnes que les coureurs
des bois, les voyageurs et, avant eux, les Amérindiens, apercevaient sur la rive nord-ouest du lac après le
portage de Sainte-Anne-de-Bellevue. L’une d’elles est la montagne du Calvaire et l’autre, sa jumelle, est la
colline de Saint-Joseph-du-Lac.
Territoire :
Deux-Montagnes est, par la densité de sa population, la deuxième ville du territoire de la M.R.C. DeuxMontagnes. S’étendant sur 5, 94 km2, la Ville de Deux-Montagnes est divisée en 6 districts, soit les
quartiers du Grand-Moulin, du Lac, de l’Olympia, de la Gare, du Coteau et du Golf. Bordée en partie par le
lac des Deux Montagnes et la rivière des Mille Îles, garnie de la réserve naturelle du boisé Roger-Lemoine,
sillonnée d’une piste cyclable, parsemée de nombreux bâtiments historiques et investie de deux gares de
train de banlieue, la Ville de Deux-Montagnes possède un cachet unique et verdoyant, protégé par une
vision et une pratique environnementales.
Vision stratégique de la Ville:
«Ville verte et inclusive, bordée par un lac et une rivière, Deux-Montagnes construit son avenir en se basant sur
les principes contemporains de développement durable. Elle vise en tout temps à respecter l’environnement qui
l’entoure, honorer l’histoire qui la caractérise et promouvoir l’harmonie de la population qui l’habite.»
À ses débuts, la Ville était renommée en tant que zone de villégiature. Mais graduellement, les résidences
familiales permanentes ont fait leur apparition. Aujourd’hui, la population de Deux-Montagnes, qui
s’élève { près de 18 000 habitants, comporte une grande diversité culturelle et linguistique. Règne ici un
esprit communautaire effervescent qui fait de Deux-Montagnes une ville vivante, animée, charitable et
accueillante. Deux-Montagnes se veut une ville aux dimensions humaines, écologiques et aux attraits
multiples.
3
Quelques statistiques :
Population:
17 552 habitants
Âge médian de la population :
38,9 ans
Variation de la population entre 2006 et 2011:
0,9 %
Total de logements privés:
7 116
Pour un profil complet de la population de Deux-Montagnes, consultez
Statistiques Canada.
Nombre total d’employés municipaux :
236
(Incluant les employés temporaires, les policiers et les pompiers)
Détail des catégories d’employés :
Cadres : 21
Cols blancs : 53
Cols bleus : 59
Brigadiers : 3
Pompiers : 36
Policiers : 57
Élus : 7
4
Identification visuelle de la Ville
Le logo :
De ce logo officiel émanent les caractéristiques géographiques et sociales
de la Ville de Deux-Montagnes. Les deux triangles représentent les deux
montagnes qui sont { l’origine même de l’appellation de la ville, soit la
montagne du Calvaire et la colline de Saint-Joseph-du-Lac. La base
ondulée des triangles rappelle les deux plans d’eau bordant DeuxMontagnes, soit le lac des Deux Montagnes et la rivière des Mille Îles. Le croisement entre les deux
triangles symbolise l’esprit d’entraide et communautaire exceptionnel des gens qui habitent le territoire.
Il rappelle également l’étroite collaboration entre les deux communautés linguistiques de DeuxMontagnes, sa population étant composée de 20 % d’anglophones et de 80 % de francophones. Les
couleurs du logo, le vert et le bleu, font écho à la vision écologique de Deux-Montagnes et évoquent un
des attraits importants du territoire : la nature. Le vert pour le boisé Roger-Lemoine, les arbres, la piste
cyclable et les parcs, le bleu pour les deux cours d’eau qui bordent près de la moitié de la ville.
L’illustration de la Ville :
L’illustration est composée de plusieurs éléments clés, notamment, les deux
montagnes, représentent les vallons et le nom de la ville. Ils dominent l’arrière-scène
du paysage. Les deux cours d’eau qui bordent la ville, la rivière des Milles îles et le
lac, sont au premier plan. Puis, la voie ferrée symbolise l’ascension vers un avenir
plus vert, elle rend la ville très accessible, ouverte et invitante. On repère aussi des
maisons. La première d’entre elles, avec son toit et sa lucarne, fait un clin d’œil {
l’hôtel de ville et montre le patrimoine architectural de la ville. On aperçoit aussi
deux clochers. Non seulement ils rappellent le patrimoine historique, mais évoquent
les deux langues, les deux cultures, qui vivent en harmonie à Deux-Montagnes.
Les armoiries de la Ville :
L’arrière-plan rouge représente le sang versé lors du début de la colonie,
commémorant l’histoire héroïque de nos ancêtres. La fleur de lys représente la
communauté francophone, la rose d’argent représente la communauté
anglophone, la surface ondulée d’argent représente la rive du lac des DeuxMontagnes, la lance et la hallebarde rappellent les luttes sanglantes de 1837, les
deux épées croisées représentent les luttes suivies d’une période d’amitié entre
les deux communautés, les branches et les feuilles d’érables représentent le
Canada. La poignée de main souligne la bonne entente alors que la devise «IN
LABORE UNITAS» signifie Ensemble dans une cause commune.
5
LA CARTE DES DISTRICTS ÉLECTORAUX (2009)
6
LE CODE D’ÉTHIQUE ET DE DÉONTOLOGIE DES ÉLUS DE LA VILLE DE DEUX-MONTAGNES
(RÈGLEMENT 1442)
CONSIDÉRANT que la Loi sur l’éthique et la déontologie en matière municipale, entrée en vigueur le 2
décembre 2010, impose aux municipalités locales de se doter d’un code d’éthique et de déontologie
applicable aux élus municipaux;
CONSIDÉRANT que le conseil de toute municipalité qui n’a pas un tel code conforme aux exigences de la
Loi sur l’éthique et la déontologie en matière municipale doit l’adopter par règlement au plus tard le 2
décembre 2011;
CONSIDÉRANT que les formalités prévues à la Loi sur l’éthique et la déontologie en matière municipale ont
été respectées;
EN CONSÉQUENCE, LE CONSEIL DÉCRÈTE CE QUI SUIT :
I – APPLICATION DU CODE
Article 1
Le présent code s’applique { tout membre du conseil de la municipalité.
II – BUTS DU CODE
Article 2
Le présent code poursuit les buts suivants :
1° accorder la priorité aux valeurs qui fondent les décisions d’un membre du conseil de la municipalité
et contribuer à une meilleure compréhension des valeurs de la municipalité;
2° instaurer des normes de comportement qui favorisent l’intégration de ces valeurs dans le processus
de prise de décision des élus et, de façon générale, dans leur conduite à ce titre;
3° prévenir les conflits éthiques et s’il en survient, aider { les résoudre efficacement et avec
discernement;
4° assurer l’application des mesures de contrôle aux manquements déontologiques.
III – VALEURS DE LA MUNICIPALITÉ
7
Article 3
Les valeurs suivantes servent de guide pour la prise de décision et, de façon générale, la conduite des
membres du conseil de la municipalité en leur qualité d’élus, particulièrement lorsque les situations
rencontrées ne sont pas explicitement prévues dans le présent code ou par les différentes politiques de la
municipalité, soit :
1° l’intégrité : tout membre du conseil valorise l’honnêteté, la rigueur et la justice.
2° la prudence dans la poursuite de l’intérêt public : tout membre du conseil assume ses responsabilités
face { la mission d’intérêt public qui lui incombe. Dans l’accomplissement de cette mission, il agit
avec professionnalisme, ainsi qu’avec vigilance et discernement.
3° le respect envers les autres membres du conseil, les employés de la municipalité et les citoyens : tout
membre du conseil favorise le respect dans les relations humaines. Il a droit à celui-ci et agit avec
respect envers l’ensemble des personnes avec lesquelles il traite dans le cadre de ses fonctions.
4° la loyauté envers la municipalité : tout membre du conseil recherche l’intérêt de la municipalité.
5° la recherche de l’équité : tout membre du conseil traite chaque personne avec justice et, dans la
mesure du possible, en interprétant les lois et règlements en accord avec leur esprit.
6° l’honneur rattaché aux fonctions de membre du conseil : tout membre sauvegarde l’honneur rattaché
à sa fonction, ce qui présuppose la pratique constante des cinq valeurs précédentes : l’intégrité, la
prudence, le respect, la loyauté et l’équité.
IV – RÈGLES DE CONDUITE
Article 4
Application
Les règles énoncées dans le présent règlement doivent guider la conduite d’un élu { titre de membre du
conseil, d’un comité ou d’une commission :
1° de la municipalité ou
2° d’un autre organisme lorsqu’il y siège en sa qualité de membre du conseil de la municipalité.
8
Article 5
Objectifs
Les règles énoncées dans le présent règlement ont notamment pour objectifs de prévenir :
1° toute situation où l’intérêt personnel du membre du conseil peut influencer son indépendance de
jugement dans l’exercice de ses fonctions;
2° toute situation qui irait { l’encontre des articles 304 et 361 de la Loi sur les élections et les
référendums dans les municipalités (L.R.Q., chapitre E-2.2);
3° le favoritisme, la malversation, les abus de confiance ou autres inconduites.
V – CONFLITS D’INTÉRÊTS
Article 6
Il est interdit à tout membre du conseil municipal :
1° d’agir, de tenter d’agir ou d’omettre d’agir de façon { favoriser, dans l’exercice de ses fonctions, ses
intérêts personnels ou, d’une manière abusive, ceux de toute autre personne;
2° de se prévaloir de sa fonction pour influencer ou tenter d’influencer la décision d’une autre personne
de façon { favoriser ses intérêts personnels ou, d’une manière abusive, ceux de toute autre personne;
3° de solliciter, de susciter, d’accepter ou de recevoir, pour lui-même ou pour une autre personne,
quelque avantage que ce soit en échange d’une prise de position sur une question dont un conseil, un
comité ou une commission dont il est membre peut être saisi;
4° d’accepter tout don, toute marque d’hospitalité ou tout autre avantage, quelle que soit sa valeur, qui
peut influencer son indépendance de jugement dans l’exercice de ses fonctions ou qui risque de
compromettre son intégrité;
5° d’utiliser les ressources de la municipalité ou de tout autre organisme visé { l’article 4, { des fins
personnelles ou { des fins autres que les activités liées { l’exercice de ses fonctions;
6° d’utiliser, de communiquer, ou de tenter d’utiliser ou de communiquer, tant pendant son mandat
qu’après celui-ci, des renseignements obtenus dans l’exercice ou { l’occasion de l’exercice de ses
fonctions et qui ne sont pas généralement à la disposition du public, pour favoriser ses intérêts
personnels ou ceux de toute autre personne;
9
7° dans les douze mois qui suivent la fin de son mandat, d’occuper un poste d’administrateur ou de
dirigeant d’une personne morale, un emploi ou toute autre fonction, de telle sorte que lui-même ou
toute autre personne tire un avantage indu de ses fonctions antérieures à titre de membre du conseil
de la municipalité;
8° de détourner { son propre usage ou { l’usage d’un tiers un bien appartenant { la municipalité.
Le membre est réputé ne pas contrevenir au paragraphe 2° lorsqu’il bénéficie des exceptions prévues aux
quatrième et cinquième alinéas de l’article 9.
Article 7
Tout don, toute marque d’hospitalité ou tout autre avantage reçu par un membre du conseil municipal et
qui n’est pas de nature purement privée ou visée par le paragraphe 4° de l’article 6 doit, lorsque sa valeur
excède 200 $, faire l’objet, dans les trente jours de sa réception, d’une déclaration écrite par ce membre
auprès du greffier de la municipalité.
Cette déclaration doit contenir une description adéquate du don, de la marque d’hospitalité ou de
l’avantage reçus, et préciser le nom du donateur ainsi que la date et les circonstances de sa réception. Le
greffier tient un registre public de ces déclarations.
Article 8
Un membre du conseil municipal ne doit pas avoir sciemment un intérêt direct ou indirect dans un
contrat avec la municipalité ou un organisme visé { l’article 4.
Un membre du conseil municipal est réputé ne pas avoir un tel intérêt dans les cas suivants :
1° il a acquis son intérêt par succession ou par donation et y a renoncé ou s'en est départi le plus tôt
possible ;
2° l'intérêt du membre consiste dans la possession d'actions d'une compagnie qu'il ne contrôle pas, dont
il n'est ni un administrateur ni un dirigeant et dont il possède moins de 10% des actions émises
donnant le droit de vote ;
3° l'intérêt du membre consiste dans le fait qu'il est membre, administrateur ou dirigeant d'un autre
organisme municipal, d'un organisme public au sens de la Loi sur l'accès aux documents des
organismes publics et sur la protection des renseignements personnels, d'un organisme à but non
lucratif ou d'un organisme dont la loi prévoit que cette personne doit être membre, administrateur
ou dirigeant en tant que membre du conseil de la municipalité ou de l'organisme municipal ;
10
4° le contrat a pour objet une rémunération, une allocation, un remboursement de dépenses, un
avantage social, un bien ou un service auquel le membre a droit à titre de condition de travail
attachée à sa fonction au sein de la municipalité ou de l'organisme municipal ;
5° le contrat a pour objet la nomination du membre à un poste de fonctionnaire ou d'employé dont
l'occupation ne rend pas inéligible son titulaire ;
6° le contrat a pour objet la fourniture de services offerts de façon générale par la municipalité ou
l'organisme municipal ;
7° le contrat a pour objet la vente ou la location, à des conditions non préférentielles, d'un immeuble ;
8° le contrat consiste dans des obligations, billets ou autres titres offerts au public par la municipalité ou
l'organisme municipal ou dans l'acquisition de ces obligations, billets ou autres titres à des conditions
non préférentielles ;
9° le contrat a pour objet la fourniture de services ou de biens que le membre est obligé de faire en
faveur de la municipalité ou de l'organisme municipal en vertu d'une disposition législative ou
réglementaire ;
10° le contrat a pour objet la fourniture d'un bien par la municipalité ou l'organisme municipal et a été
conclu avant que le membre n'occupe son poste au sein de la municipalité ou de l'organisme et avant
qu'il ne pose sa candidature à ce poste lors de l'élection où il a été élu ;
11° dans un cas de force majeure, l'intérêt général de la municipalité ou de l'organisme municipal exige
que le contrat soit conclu de préférence à tout autre.
Article 9
Le membre du conseil municipal qui est présent à une séance au moment où doit être prise en
considération une question dans laquelle il a directement ou indirectement un intérêt pécuniaire
particulier doit divulguer la nature générale de cet intérêt, avant le début des délibérations sur cette
question. Il doit aussi s'abstenir de participer à ces délibérations, de voter ou de tenter d'influencer le
vote sur cette question.
Lorsque la séance n’est pas publique, le membre du conseil municipal doit, en plus de ce qui précède,
divulguer la nature générale de son intérêt, puis quitter la séance, pour tout le temps que dureront les
délibérations et le vote sur cette question.
Lorsque la question à propos de laquelle un membre du conseil municipal a un intérêt pécuniaire est
prise en considération lors d’une séance { laquelle il est absent, il doit, après avoir pris connaissance de
ces délibérations, divulguer la nature générale de son intérêt, dès la première séance à laquelle il est
présent après avoir pris connaissance de ce fait.
11
LE CODE D’ETHIQUE ET DE DEONTOLOGIE DES EMPLOYES MUNICIPAUX
(RÈGLEMENT NUMÉRO 1477)
CONSIDÉRANT que la Loi sur l’éthique et la déontologie en matière municipale, entrée en vigueur le 2
décembre 2010, impose aux municipalités locales et aux municipalités régionales de comté de se doter
d’un code d’éthique et de déontologie applicable aux employés municipaux;
CONSIDÉRANT que le conseil de toute municipalité qui n’a pas un tel code conforme aux exigences de la
Loi sur l’éthique et la déontologie en matière municipale doit l’adopter par règlement au plus tard le 2
décembre 2012;
CONSIDÉRANT que les formalités prévues { la Loi sur l’éthique et la déontologie en matière municipale
ont été respectées ;
CONSIDÉRANT qu’un avis de motion a été donné le 11 octobre 2012 ;
EN CONSÉQUENCE, LE CONSEIL DÉCRÈTE CE QUI SUIT :
I – APPLICATION DU CODE
Article 1
Le présent code s’applique { tout employé de la ville de Deux-Montagnes.
II – BUTS DU CODE
Article 2
Le présent code poursuit les buts suivants :
1° accorder la priorité aux valeurs de la municipalité ;
2° instaurer des normes de comportement qui favorisent l’intégration de ces valeurs ;
3° prévenir les conflits éthiques et s’il en survient, aider { les résoudre efficacement et avec
discernement;
4° assurer l’application des mesures de contrôle aux manquements déontologiques.
III – VALEURS DE LA MUNICIPALITÉ
12
Article 3
Les valeurs suivantes servent de guide pour la conduite des employés de la municipalité,
particulièrement lorsque les situations rencontrées ne sont pas explicitement prévues dans le présent
code ou par les différentes politiques de la municipalité, soit :
1° l’intégrité : tout employé valorise l’honnêteté, la rigueur et la justice.
2° la prudence dans la poursuite de l’intérêt public : tout employé assume ses responsabilités face à la
mission d’intérêt public qui lui incombe. Dans l’accomplissement de cette mission, il agit avec
professionnalisme, ainsi qu’avec vigilance et discernement.
3° le respect envers les autres employés, les élus de la municipalité et les citoyens: tout employé favorise
le respect dans les relations humaines. Il a droit à celui-ci et agit avec respect envers l’ensemble des
personnes avec lesquelles il traitedans le cadre de ses fonctions.
4° la loyauté envers la municipalité : tout employé recherche l’intérêt de la municipalité, dans le respect
des lois et règlements.
5° la recherche de l’équité : tout employé traite chaque personne avec justice, dans le respect des lois et
règlements.
6° l’honneur rattaché aux fonctions d’employés de la municipalité : tout employé sauvegarde l’honneur
rattaché à sa fonction, ce qui présuppose la pratique constante des cinq valeurs précédentes: l’intégrité, la
prudence, le respect, la loyauté et l’équité.
IV – RÈGLES DE CONDUITE
Article 4 : Application
Les règles énoncées dans le présent règlement doivent guider la conduite des employés de la
municipalité.
Article 5 : Objectifs
Les règles énoncées dans le présent règlement ont notamment pour objectifs de prévenir :
1° toute situation où l’intérêt personnel de l’employé peut influencer son indépendance de jugement dans
l’exercice de ses fonctions;
2° toute situation qui irait { l’encontre de toute disposition d’une loi ou d’un règlement du gouvernement
ou d’un règlement du conseil municipal ou d’une directive s’appliquant { un employé;
3° le favoritisme, la malversation, les abus de confiance ou autres inconduites.
13
Article 6 : Conflits d’intérêts
Il est interdit à tout employé municipal :
1° d’agir, de tenter d’agir ou d’omettre d’agir de façon { favoriser, dans l’exercice de ses fonctions, ses
intérêts personnels ou, d’une manière abusive, ceux de toute autre personne;
2° de se prévaloir de sa fonction pour influencer ou tenter d’influencer la décision d’une autre personne
de façon à favoriser ses intérêts personnels ou, d’une manière abusive, ceux de toute autre personne;
3° de solliciter, de susciter, d’accepter ou de recevoir, pour lui-même ou pour une autre personne,
quelque avantage que ce soit en échange d’une prise de position;
4° d’accepter tout don, toute marque d’hospitalité ou tout autre avantage, quelle que soit sa valeur.
Article 7 : Utilisation des ressources de la municipalité
Il est interdit { tout employé d’utiliser les ressources de la municipalité { des fins personnelles ou à des
fins autres que les activités liées { l’exercice de ses fonctions, sous réserve d’une politique particulière
encadrant cette utilisation.
La présente interdiction ne s’applique pas lorsqu’un employé utilise, { des conditions non préférentielles,
une ressource mise à la disposition des citoyens.
Article 8 : Utilisation ou communication de renseignements confidentiels
L’employé ne doit pas faire usage de l’information { caractère confidentiel qu’il obtient dans l’exécution
ou { l’occasion de son travail. Ces obligations survivent pendant un délai raisonnable après la cessation
de l’emploi, et survivent en tout temps lorsque l’information réfère { la réputation et { la vie privée
d’autrui.
Article 9 : Abus de confiance et malversation
Il est interdit { un employé de détourner { son propre usage ou { l’usage d’un tiers un bien appartenant {
la municipalité.
Article 10 : Mécanismes de prévention
L’employé, qui croit être placé, directement ou indirectement, dans une situation de conflit d’intérêts
réelle, potentielle ou apparente, ou qui est susceptible de contrevenir autrement au présent code
d’éthique et de déontologie, doit en aviser son supérieur immédiat. Dans le cas du directeur général, il
doit en aviser le maire.
Article 11 : Manquement et sanction
14
Un manquement { une règle prévue au présent code d’éthique et de déontologie par un employé peut
entraîner, sur décision de la municipalité et dans le respect de tout contrat de travail, l’application de
toute sanction appropriée à la nature et à la gravité du manquement.
Article 12 : Autre code d’éthique et de déontologie
Le présent code ne doit pas être interprété comme restreignant les obligations imposées à un employé
municipal par la loi, un règlement, un code de déontologie professionnel, un contrat de travail incluant
une convention collective, une politique ou directive municipale.
Article 13 : Entrée en vigueur
Le présent règlement entre en vigueur conformément à la loi.
15
CITY BUDGET 2013
BUDGET
2013
BUDGET
2012
REVENUS
TAXES
PAIEMENTS TENANT LIEU DE TAXES
19 150 400
483 000
18 496 300
473 400
AUTRES REVENUS DE SOURCES LOCALES
TRANSFERTS
TOTAL - REVENUS
10 366 200
1 110 200
31 109 800 $
10 189 100
1 040 300
30 199 100 $
DÉPENSES DE FONCTIONNEMENT
ADMINISTRATION GÉNÉRALE
4 100 400
3 842 200
SÉCURITÉ PUBLIQUE
10 784 900*
10 039 500
TRANSPORT
3 195 900
3 205 300
HYGIÈNE DU MILIEU
3 408 300
3 820 400
SANTÉ ET BIEN-ÊTRE
216 200
215 200
AMÉNAGEMENT, URBANISME ET DÉVELOPPEMENT
888 700
640 700
LOISIRS ET CULTURE
2 900 000
2 665 300
FRAIS DE FINANCEMENT
2 236 000
2 447 800
TOTAL - DÉPENSES DE FONCTIONNEMENT
27 730 400 $
26 876 400 $
DETTE - Remboursement à long terme
3 155 600
2 891 400
AVANT223 800 $
431 300 $
EXCÉDENT
AFFECTATIONS
ACTIVITÉS
FINANCIÈRES
AFFECTATIONS
Surplus accumulé non affecté
0
0
Réserves financières et Fonds Réservés
175 500
383 000
Montant à pourvoir dans le futur
48 300
48 300
TOTAL - AFFECTATIONS
223 800 $
431 300 $
* Inclus le Service de police et le Service d’incendie pour toutes les municipalités desservies pour chacun des services. Les charges de DeuxMontagnes correspondent environ { 38 % pour le Service de police et { 50% pour le Service d’incendie.
16
DEFINITION OF MAIN OFFICES
According to the Manuel de la présentation de l’information financière municipale, December 2012,
Ministry of Municipal Affairs, Regions and Land Occupancy.
General Administration: This office includes all activities related to administration and to municipal
management as an autonomous body. Unless otherwise indicated, the remuneration of treasurers falls
under the purview of this office.
Public Safety: This office includes all activities related to the protection of persons and property. In
addition, this office includes all other expenditures related to safeguards, prevention and emergency
measures with regard to civil security.
Transportation: This office includes all activities related to the planning, organization and maintenance
of road networks and beltways. Activities related to the transportation of persons and goods also fall
under the purview of the transportation office.
Environmental Health: This office includes all activities involving expenditures related to water, the
wastewater system, waste materials, watercourses and the protection of the environment.
Health and Well-Being: This office includes all activities related to public health and well-being
services. It also includes all childcare, social housing and income security activities.
Urban Planning and Development: This office includes all economic activities related to the design
and maintenance of the development plan and of the general plan. It also includes expenditures related
to the design of various programs to promote the area's economic situation. Specifically, these
expenditures are related to research, design, planning, management and economic interest with regard
to urban planning as well as industrial, commercial and touristic development.
Recreation and Culture: This office includes all economic activities related to the planning,
organization and management of programs related to recreation and culture. It also includes all
donations and grants awarded to relevant organizations. Finally, it includes expenditures related to
equipment management and heritage activities.
Financing Costs: This office includes expenditures related to the finance charges of municipal activities.
The return of capital is excluded from this office because it is not a municipal duty. This office includes
the following items: long-term debt, interest, other financing costs and future benefits.
17
18
PROPERTY TAX PER $100 VALUATION
2013
2012
Residential
$0.8446
$0.9360
Buildings of 6 or more units
$0.8542
$1.0290
Non-residential buildings
$2.639
$2.834
2013
2012
Drinking water
$169
$166
Wastewater
$163
$160
Waste materials
$150
$147
Public transportation
$65
$64
Snow removal
$113
$111
Above ground pools
$25
$25
Inground pools
$35
$35
PRICING PER $100 VALUATION
2013
2012
Paving by-law 1122 (2003)
$0.0178
$0.020
Filtration plant by-law 1324
$0.0222
$0.026
Special environment
$0.0052
$0.006
FIXED PRICING
19
IMPACT ON AN AVERAGE SINGLE-FAMILY DWELLING
IN 2013 COMPARED TO 2012
2013
2012
Difference
$222,770
$196,378
$26,322
General property tax
$0.8446
$0.9360
$0.0914
By-law 1122-paving
$0.0178
$0.0200
$0.0022
By-law 1324-filtration plant
$0.0222
$0.0260
$0.0038
Special environment
$0.0052
$0.0060
$0.0008
Drinking water
$169
$166
$3
Wastewater
$163
$160
$3
Waste materials
$150
$147
$3
Public transportation
$65
$64
$1
Snow removal
$113
$111
$2
TOTAL
$2,635
$2,585
$50
Average dwelling value
Tax per $100 Valuation
Fixed Pricing
20
CITY COUNCIL
The City Council determines the City's general policies and adopts municipal by-laws and resolutions. It is
responsible for approving the annual budget and fixing tax rates. It sees to the overall smooth running of
the City.
Organizational Chart
THE MAYOR
The Mayor represents the entire population. He presides over Council meetings and has the right to
oversee, investigate and control the running of municipal services. He forwards mandates issued by the
Council to the Municipal Administration.
CITY COUNCILLORS
Council members represent the citizens in their district. They are involved in the Council's decisionmaking process and in community life. They sit on standing committees and on the intermunicipal and
municipal committees to which they are assigned.
21
THE MAYOR'S OFFICE
Head of the Mayor's Office: Fabienne Côté
803 chemin d’Oka, Deux-Montagnes
450.473.8898
The Head of the Mayor's Office maintains the Council's agenda and ensures consistency in the availability
of its members. She ensures that the Council is properly represented at public activities at both the local
and regional levels. She processes and forwards requests from internal stakeholders, citizens and others
as well as financial requests issued by various organizations. She plans and organizes various civic
activities and coordinates working meetings, including those of standing committees.
COUNCIL BUDGET
Code
Program
Actual 2013 Budget
100
Remuneration
$215,100
200
Employer contributions
300
Transportation
communication
400
Professional services
500
Leasing, maintenance and
repairs
600
Non-durable goods
700
Durable goods
800
900
Financing costs
Grants to organizations
TOTAL
Comments
$49,500
and
Meeting of
Municipalités
Montréal
$12,600
the
du
Union
Québec
des
in
$9,300
$5,200
$20,500
$312,200
22
GENERAL MANAGEMENT
Chief Administrative Officer: Jean Langevin
803 chemin d’Oka, Deux-Montagnes
450.473.1145 ext 225
General Management facilitates communication between the Council and the Administration. It is
responsible for the management and administration of the municipality. To this end, General
Management plans, organizes, leads and coordinates all municipal services.
General Management drafts the budget, plans the capital program and analyzes and implements draft
regulations. It attends Council meetings and ensures the implementation of municipal by-laws and
Council decisions.
Organizational Chart
23
MANAGEMENT BUDGET
Code
100
Program
Remuneration
Actual 2013 Budget
$184,700
200
Employer contributions
$53,200
300
Transportation
communications
$19,400
400
Professional Services
$214,000
500
Leasing,
maintenance
and repairs
$2,500
600
Non-durable goods
$4,800
700
Durable goods
800
Financing costs
900
Various contributions
Total
and
Comments
Chief Administrative Officer and Head of
the Mayor's Office
Mandates and professional consultations
$17,800
$496,400
Main Challenges:
The Administration of the City of Deux-Montagnes faces a number of challenges in their daily efforts to
respect the parameters set by municipal by-laws, City Council decisions and budgetary constraints. The
following is intended to provide candidates with an overview of the main issues with regard to policy and
decision-making prior to the election of November 3, 2013.
The 2013 budget cannot require the average taxpayer to pay a tax burden beyond the consumer price
index in effect at the time of its adoption. Thus, constant oversight and rigor are required to maintain a
balanced budget that allows for a range of public services. With each passing year, this exercise becomes
more difficult and complex mainly because of the uncontrolled growth of costs imposed by governmental
and paragovernmental agencies, such as the Agence métropolitaine du transport (AMT), the Communauté
métropolitaine de Montréal (CMM), the Conseil intermunicipal de transport Laurentides (CITL) and the
Régie de traitement des eaux usées de Deux-Montagnes (RTEUDM). These items alone account for
$1,555,500 of the budget. As a result, finding newly landed wealth and ways to avoid increasing the
average taxpayer's burden are our main objectives.
The City is currently facing litigation, and although the outcome remains unknown, it will, for better or
worse, impact City finances. The lawsuit against the municipality of Saint-Joseph-du-Lac regarding the
police service and the reclamation of Gestion Benoit Dumoulin Construction Inc. for a zonage modification
24
on Chemin d’Oka at the corner of 28th avenue is for several million dollars. A ruling has yet to be made in
the case of Saint-Joseph-du-Lac.
Regarding human resources, the renewal of agreements for all of the City's union stewards will be on the
agenda for 2014. Fundamental questions will need to be addressed in order to meet employer-union
demands with respect to taxpayers' ability to pay and the improvement of public services. The City's
commitment regarding its employees' retirement plan will, like in many other Québec municipalities, be a
subject of reflection and decision for the future of public finances. The replacement of experienced
employees is also a challenge if we wish to maintain an acceptable and continuous level of expertise.
Regarding municipal services, there are certain major challenges, the outcomes of which are still
unknown, that require more time and effort:
Renewing the intermunicipal police agreement and the Deux-Montagnes emergency call centre top
the list. In addition to some uncertainty about the future of these services and the partnerships with the
neighbouring municipalities of Sainte-Marthe-sur-le-Lac, Pointe-Calumet and Saint-Joseph-du-Lac,
budgetary concerns involving a total operating cost of almost $10 million per year are on the table;
By upgrading the filtration plant and stopping service to the City of Sainte-Marthe-sur-le-Lac, we are
helping to ensure an abundance of high-quality water for the citizens of Deux-Montagnes. However, the
City now owes its neighbour over half a million dollars for being late to disconnect service and the
consequences are felt in the upgrades;
The implementation of obligations set out by the safety cover plan, including the need to have a
critical number of firefighters available at all times so as to guarantee a force of 10 firefighters,
represents an expense of $300,000 over and above the current budget of almost $2 million for the area
including Deux-Montagnes and Sainte-Marthe-sur-le-Lac;
Balancing the budgets of municipal corporations, including the Corporation du complexe sportif et
culturel de Deux-Montagnes and the Corporation du Manoir Grand-Moulin, deserves special attention.
With a long-standing deficit of hundreds of thousands of dollars annually, these corporations continue
to strain the City's budget with frequent cash advances. Efforts have been made to rectify the situation
and we have already seen some improvement.
o A rigorous approach to management and activity programming practices at the Complexe sportif et
culturel de Deux-Montagnes, also known as the Olympia, has allowed us to make informed decisions
and to restore balance and profitability to the current operating budget. As a result, the City has not
had to provide financial support for the past few months. By increasing the cost of renting ice time
and by removing costly plays from the program, we have finally managed to reach our goal;
o The situation of the Corporation du Manoir Grand-Moulin is more complex. The corporation owns
several buildings with varying purposes.
- In accordance with its primary mission, the corporation manages the residences included
in Phases 1 and 2, located on the chemin du Grand-Moulin. Phase 1 is a dilapidated building
with a number of structural weaknesses and whose non-subsidized rental has resulted in a
chronic annual operating deficit. Renting out all the housing units is a constant struggle. Phase
25
2, which is much more recent, appears complete and provides sufficient revenue to avoid
straining the budget.
- The area along the Mille-Îles River is currently under construction. The project includes 48
units, the rent of half of which will be subsidized under the Programme Accès-logis. The
construction of a new building at the end of 8e Avenue will make possible the demolition of
Phase 1, the creation of a park along the river and across from Phase 2 and, above all, the
relocation of tenants to housing better suited to their needs. It will also allow for the
construction of over 20 new housing units. This project would facilitate the sale of a portion of
the land located on the east side for the construction of a private 7-story building with 35
condominium units that would generate, in conjunction with the revenue from Phase 3,
significant funds for the City.
- Building 333 on rue Antonin-Campeau, which is owned by the Corporation du Manoir
Grand-Moulin, has been occupied by the Centre jeunesse des Laurentides since 2006. The Centre
jeunesse is a paragovernmental agency associated with the Centre de santé et des services
sociaux des Laurentides. Under an agreement concluded prior to the arrival of the Lauzon
administration, the corporation is required to pay the financing costs of the construction of
the building until 2016, at which time ownership of the property will be transferred to the
Centre jeunesse des Laurentides. Moreover, litigation regarding the collection of municipal
taxes, which would contribute to the profitability of the transaction, is underway. With the
City's support, the corporation is currently in talks with the Centre jeunesse to expedite the
transfer of ownership, which could settle the dispute. Another problem is related to the
construction of the Manoir Phase 2, which is also close to completion. An expenditure of
$100,000 is expected in this case.
- The corporation also owns the Jean-Guy Bergeron building, located at 400 boulevard DeuxMontagnes. The premises are currently under lease to a private childcare centre, which
provides rental income and recurrent tax revenue.
In addition, a new formula for calculating the sharing of costs of public transportation (AMT) has been
adopted by the Communauté métropolitaine de Montréal. This decision will have a major impact on our
financial situation by increasing our involvement by several hundreds of thousands of dollars per year.
We are still awaiting an implementation date for a new payment method.
Finally, General Management, together with the Council and municipal departments, should take a step
back from daily operations and make plans to build a better community that meets the needs and
expectations of the citizens of Deux-Montagnes.
Budgetary and human resources are limited in the face of challenges that concern a city of close to 18,000
inhabitants. This is a challenge to keep in mind.
26
FINANCE DEPARTMENT AND TREASURY
Director and Treasurer: Julie Guindon
803 chemin d’Oka, Deux-Montagnes
450.473.1145 ext 222
The mission of the Finance Department is to plan and coordinate all administrative support activities. It
includes the following areas of activity:
Taxation and collection
Accounting and treasury
Assessment
Financial planning
Information technology
Human resources
The Finance Department manages all of the City's financial resources as well as its assigned
administrative records.
Organizational Chart
27
FINANCE DEPARTMENT AND TREASURY BUDGET
Code
Program
100
Remuneration
Actual 2013
Budget
$479,900
200
Employer contributions
$140,300
300
Transportation
communications
400
Comments
8 employees
$35,800
Phone, Internet, Messaging
Professional services
$356,600
Assessor, Accounting and Verification,
Insurance, training
500
Leasing, maintenance and repairs
$206,100
600
Non-durable goods
$27,400
700
Durable goods
$28,600
800
Financing costs
$5,397,200
Includes interest and capital
900
Various contributions
$1,239,900
Communauté métropolitaine de
Montréal(CMM), Agence
Métropolitaine de transport, MRC
Deux-Montagnes, CIT Laurentides
Total
and
$7,911,800
Main Challenges:
The City's main challenge is to maintain an acceptable taxation rate and remain competitive with other
cities in the region while maintaining the same quality of services. Several factors must be taken into
account when determining taxation rates. Many expenses, such as salary increases, percentage interest
payments to various organizations and financing costs, cannot be compressed. It is also important to
consider the variation in the amount of funds given as financial aid. In addition, investments worth over
$5 million per year must be made in order to maintain infrastructure, which could increase long-term
debt.
The City's total spending budget is $31,109,800. The biggest costs, accounting for 68% of spending, are
wages and financial fees, which represent amounts of $16 million and $5 million respectively.
The City of Deux-Montagnes is currently awaiting judgement with regard to the lawsuit filed against the
Municipality of Saint-Joseph-du-Lac. The City of Deux-Montagnes is suing the Municipality of SaintJoseph-du-Lac for $1,620,000 plus interest. Deux-Montagnes has also been expecting a sum of almost
$700,000 from the City of Sainte-Marthe-sur-le-Lac since 2010.
28
In the past, the City has given several thousand dollars to the Corporation du complexe sportif et culturel
de Deux-Montagnes (Olympia). In 2013, the situation stabilized and no funds were given to the
organization.
This was also the case with the Corporation du Manoir Grand Moulin. The City advanced close to
$3,700,000 to the corporation for various reasons. An amount of $1,150,000 was secured for land and a
building. A provision of $1,900,000 has also been recorded.
Refund of Québec Sales Tax (QST)
As part of the 2007-2013 agreement on a tax and financial partnership, municipal agencies entitled to a
refunds of Goods and Services Tax (GST) will, as of 2014, be entitled to a refund of 62.8% of the QST paid on
goods and services, in accordance with similar procedures laid out in this regard in the federal tax system.
This rate of 62.8%, applicable as of 2014, was established based on the amounts of compensation paid to
municipalities in 2013 under the current agreement, which represents 62.8% of the QST payable by the
municipalities over the course of the year.
The government's new approach will result in a significant shortfall of several hundreds of thousands of
dollars for the 2014 budget. It is worth noting, however, that the parties involved have agreed to pursue
talks in 2014 with regard to a new agreement between Québec and the municipalities.
MUNICIPAL CLERK AND LEGAL SERVICES OFFICE
Clerk and Director of Legal Services: Jacques Robichaud
803 chemin d’Oka, Deux-Montagnes
450.473.1145 ext 232
The mission and obligations of the municipal clerk office are specified under the Cities and Towns Act.
The mission is, first of all, to complete procedural and legal tasks related to City Council meetings. The
office must ensure that the municipality's general corporate life complies with legal requirements. It is
also responsible for municipal and archival office practices. Its mission is therefore one of document and
archive management.
The municipal clerk office provides legal aid to the Council, General Management and the department
directors. It is also responsible for supervising the Municipal Court.
Description of Services:
- Bookkeeping and maintaining registers, archives and other documents.
- Preparing, holding and following up on Council meetings. Attending Council meetings and record the
minutes of all proceedings and deliberations.
- Publishing public notices and invitations to tender.
- Consulting with qualified voters in cases where the law allows (e.g., rezoning procedure, loan
regulations, etc.).
- The Registrar is ex officio the returning officer.
- Responsible for the auction of buildings for reason of non-payment of taxes.
29
- Responsible for the access to information and the protection of personal information (Mayor's
delegation).
- Drafting various documents: by-laws, contracts, agreements, etc.
- Issuing certificates of existence, residence certificates and various administrations of oaths.
- Providing legal aid to the Council, General Management and department directors, as well as following
up on legal cases.
- Managing the City's property and liability insurance portfolio.
- Processing claims.
- Acting as secretary of the Planning Advisory Committee.
- Seeing to the opening of tenders.
Organizational Chart
MUNICIPAL CLERK AND LEGAL SERVICES BUDGET
Code
Program
Actual 2013
Budget
100
Remuneration
$269,600
200
300
Employer contributions
Transportation
and
communications
Professional services
Leasing, maintenance and
repairs
Non-durable goods
$68,800
400
500
600
700
800
900
Durable goods
Financing costs
Various contributions
Total
$36,300
Comments
3 employees ($60,000) are reserved for
the November 2013 elections
Costs of publishing public notices
$38,000
$12,000
$19,200
$61,000
$504,900
Claims for damages
Includes $197,000
elections
for
the
2013
30
Main Challenges:
●
●
●
●
●
●
Managing digital files and emails.
Posting by-laws online.
Office consolidation and updating by-laws.
Drafting about a hundred by-laws per year.
Processing about 185 requests for access to information per year. (Each request requires a significant
number of hours of research and preparation.)
Processing about 20 claims per year.
MUNICIPAL COURT
Senior Registrar: Josée Maurice
1503 chemin d’Oka, Deux-Montagnes
450.473.8688
The Joint Municipal Court of Deux-Montagnes has jurisdiction over the entire territory of the MRC. It is
responsible for carrying out legal proceedings in criminal cases, including:
●
●
Violations of the Highway Safety Code;
Violations of municipal by-laws.
The Municipal Court is responsible for carrying out legal proceedings in criminal cases within the
territory covered by the SPRDM for offenses relating to Part 27 of the Criminal Code only.
Court sessions are held on Mondays, Wednesdays and Thursdays at 9:30 a.m. and 1:30 p.m. One 6:30 p.m.
session is held twice a month.
Organizational Chart
31
MUNICIPAL COURT BUDGET
Code
Program
100
Remuneration
Actual 2013
Budget
$684,100
200
Employer contributions
$170,000
300
Transportation and communications
$54,400
400
Professional services
$152,600
500
Leasing, maintenance and repairs
$58,800
600
Non-durable goods
$26,300
700
Durable goods
$9,000
800
Financing costs
$0
900
Various contributions
$73,700
Total
Comments
10 employees
Remuneration of the judge and
City prosecutors
Payment of fees to the SAAQ
$1,228,900*
* Please note that ±50% of the Court's budget is assumed by the City of Saint-Eustache and ±50% is
assumed by the City of Deux-Montagnes.
Main Challenges:
Processing electronic crime statements.
The transfer, by way of summary conviction proceedings (Part XXVII of the Criminal Code), of criminal
offenses committed on the territory of the City of Saint-Eustache.
The de-confliction of rules of court for cases belonging to the City of Saint-Eustache and other
municipal courts.
Work systems redesign and improving the work environment.
32
LAND MANAGEMENT
Director of Land Management: Benoît Grondin
Director of Public Works: Denis Berthelette
Assistant Director of Urban Planning: Sonia Rivest
625 20e Avenue, Deux-Montagnes
450.473.4688
The current structure of the Department of Land Management is the result of planning that began in 2012
whose goal was to ensure better management of the City's assets while optimizing land use and service
work and rationalizing spending. This approach was also intended to better respond to the demands of
the population and elected officials. Land Management includes engineering, planning and public works.
This department oversees, plans and ensures the sustainability of urban developments. It ensures: 1) the
management of all City-owned infrastructure (construction, maintenance, rehabilitation, etc.); 2) the
continuation of services to the population; 3) the follow-up of complaints regarding municipal facilities;
4) compliance with municipal by-laws. Every year, the department processes a large number of internal
and external requests. These clients are citizens, various municipal departments, Ministries and
companies located within its territory.
The Department of Land Management processes an average of 4,000 requests annually. Of these, nearly a
third are processed by the Department of Planning and two thirds by the Department of Public Works.
The Department of Public Works responds to nearly 300 requests for branch collection, 100 requests
regarding the maintenance of streetlights (other than those that have been contracted out), carries out
nearly 100 interventions connected to road maintenance, over 125 interventions connected to privatelyowned underground utilities and nearly 50 interventions related to signage.
The Department is also responsible for the maintenance of all municipal buildings; this includes
managing and maintaining the filtration plant, parks and green spaces and collaborating on all municipal
activities. Among its other duties, the Department of Public Works ensures the distribution of drinking
water in addition to carrying out annual snow removal from 31.5 kilometers of road and 12.5 kilometers
of sidewalk. It is also responsible for the maintenance of three boarded skating rinks and three skating
trails, the maintenance and repair of 75 municipal vehicles, all public green spaces, the 75 km drinking
water system and the 75 km sewer system, in addition to the planting of nearly 7,000 plants and 125
trees annually.
As for the Department of Planning, it processes an average of 800 permit requests per year, in addition to
processing complaints relating to the quality of life by-law. For the past three years, the value of work
associated with the Department has been on the rise. It amounted to $8.5 million in 2011, rose to $9.4
million in 2012 and it has already reached $14.7 million for 2013.
Changes made to the organizational structure of the Department since the beginning of 2013 have proven
effective. The number of complaints against the Department is almost zero and the team has successfully
reduced the number of days required to issue permits. In fact, up until now in 2013, it takes an average
of 12.99 days to issue a permit, compared to 14.33 days for the same period in 2012. Based on these
results, and considering the changes in the processing of cases subject to analysis under site planning and
architectural integration programs (SPAIPs), the Department is confident that the time it takes to issue a
33
permit will continue to decline in 2014. Regarding SPAIPs, the Department processed 107 requests in
2011, 67 in 2012 and 76 since January, 2013.
With respect to the Department of Engineering, the City has hired professional with the ability to, for
normal maintenance work, draft plans and specifications, supervise in-house work sites, ensure the
quality control of work and coordinate work carried out by outside firms.
Over the past three years, the Department has performed work on the drinking water and sewer systems
on many occasions and has coordinated the rehabilitation of the boulevard des Promenades as well as
work on the retention basin. It is worth noting that the Department is also responsible for ensuring the
sustainability of all infrastructure while incurring the lowest possible overall cost.
To do this, the Department of Engineering has chosen to undertake the development of an action plan (a
document required by MAMROT) rather than entrust the task to an outside firm. This has helped experts
gain a better understanding of the state of network while ensuring the full potential of the document.
Finally, the Department of Engineering is responsible for preparing investment strategies necessary to
maintain our infrastructure and for planning future investments necessary to maintain services to the
population.
This year, the City has saved at least $200,000 by drafting plans, specifications and calls for tenders inhouse and conducting certain studies required by the various Ministries affected by the work planned.
These savings more than cover the salaries of professionals employed by the City as well as the hiring of
students. In addition, the work carried out on the drinking water system have reduced the number of
annual breakdowns by 20, which represents savings of $60,000 per year.
Since the beginning of the year, the Department of Engineering has coordinated the rehabilitation of 6 km
of the drinking water system, the restoration of the 26e avenue launching ramp, pavement marking, the
opening of the equalization basin at Larry-Cool Station, the coordination of work on 13e avenue and
studies necessary for investment planning. It has also continued to develop the infrastructure plan and
build a solid database that will keep all daily management information up to date.
34
Organizational Chart
35
LAND MANAGEMENT BUDGET
Code
Program
100
Remuneration
Actual
Budget
$2,473,700
200
Employer contributions
$984,500
300
Transportation
communications
$35,300
400
Professional services
$1,833,500
500
$595,600
600
Leasing, maintenance and
repairs
Non-durable goods
700
Durable goods
$0
800
Financing costs
$0
900
Total
Various contributions
$399,800
$7,709,100
and
2013
$1,386,700
Comments
25 permanent employees, 10 temporary
employees and a dozen students
Garbage: $900,000
Recycling: $300,000
Snow removal: $300,000
Training, external engineering services,
legal aid, notary fees, computer services
Electricity: $600,000, Salt: $70,000,
$100,000, Chemical products: $160,000.
Fuel:
Contribution à la MRC et au CLD
Main Challenges:
The infrastructure of the City of Deux-Montagnes, like most infrastructure over 50 years old in Québec
cities, is aging. The Department of Land Management's team of professionals is charged with ensuring its
sustainability, maximizing its cost throughout the life cycle and planning the financing of future work.
While the City has invested, over the past few years, in the restoration of the drinking water system, the
data collected as part of the revision of the action plan show that the majority of the City's underground
infrastructure will reach the end of its useful life in the medium term.
We must therefore endeavour to phase investments as much as possible so as to avoid having to do this
dramatically and increasing property tax in a few years’ time. Based on preliminary data1, it would be
wise to start making an annual investment of $3.5 million in the drinking water system, which would
cover repairs and maintenance. A sum of $700,000 per year is warranted for the sewer system and would
also cover repairs and maintenance.
1
These amounts will be confirmed once inventory work on the drinking water and sewer systems has been finalized
36
It is important to note that other infrastructures, such as municipal buildings and park facilities, are
beginning to show their age, as evidenced by the number of air conditioning units that had to be replaced
or repaired this year (at a cost of $25,000) and the roofs at the end of their useful lives that will, in the
coming years, require an investment of $600,000.
With regard to by-laws, a major overhaul of current urban planning tools would promote, now and in the
long term, an urban renewal in the continuity of the City's architecture and landscape, which would in
turn help increase our population and landed wealth. Amendments to the master plan, including the
development of special urban plans in the Grand-Moulin and de la Gare areas and at the West Entrance,
represent an important step in our efforts for the renewal and densification of Deux-Montagnes.
The implementation of special urban plans should be coordinated so as to ensure that our infrastructures
are able to support the desired concepts. To this end, we must, in the short term, study the impact of
densification on the level of service we will be able to provide and take action to maintain the current
level of service. The absence of such analyses would severely compromise the success of special planning
programs.
Other important issues to address: the construction and storage of chemicals at the water filtration plant
(lot 5).
This crucial step in upgrading the filtration plant has been delayed by mandatory service to the
Municipality of Sainte-Marthe-sur-le-Lac.
The cost estimate in 2007 was of $1.2 million. In order to meet the grant deadline of December 31, 2013,
the City has launched a call for tenders for work on the chemical storage site even though bids may far
exceed the 2007 estimate. An audit revealed that the cost of work has increased by over 20% since 2007.
Furthermore, additional costs of hundreds of thousands of dollars have already been incurred by the
short period of time in which the work must be completed.
The City Council has therefore decided not to award the contract, despite the risk of losing the grant.
After having discussed the issue with General Management and the relevant department directors, it also
issued the recommendation that the City assess the possibility of performing the work internally, of
launching a new call for tenders that would take into account any work that could be performed
internally―thus allowing contractors to submit their best possible estimates―and of negotiating with the
government for an extension of the grant deadline.
Finally, because their projects usually generate additional revenue for the City, the Department of Land
Management must provide quality services that meet the expectations of citizens.
37
RECREATION AND COMMUNITY SERVICES
Director of Recreations and Community Services: Martin Piché
200 Henri-Dunant, Deux-Montagnes
450.473.4700
The Department of Recreation and Community Services is charged with the implementation of measures
aimed at the continuous improvement of the quality of life of families in Deux-Montagnes. It works to
promote the well-being of citizens by providing a variety of sporting, cultural and community activities,
either open or structured, in a friendly and relaxed atmosphere. The Department supports local
initiatives and provides support to groups of citizens looking to present new general interest community
projects. It ensures the fair and safe running of activities, equipment and materials in an effort to
maximize usage.
It also prepares the 4 annual recreational programs (winter, spring, summer and fall) and coordinates the
hiring of personnel necessary to the smooth running of these activities.
The Department is responsible for managing facilities and reception hall rentals. By memorandum of
understanding with the Commission scolaire de la Seigneurie des Mille-Îles and the Sir Wilfrid Laurier
School Board, the Department manages gymnasium reservations, outside of school hours, for 8 schools in
the area. The City of Deux-Montagnes also possessed 2 reception halls that are rented out to
organizations and the general public as well as 3 other rooms that are reserved for non-profit
organizations recognized by the City. The Department employs approximately 25 students who ensure
the supervision of gymnasiums and other rooms.
The Department of Recreation and Community Services also manages bookings of 6 natural surface
soccer fields, the synthetic soccer/football field and 4 ball parks. During the summer, these areas are
booked solid for regular league games and tournaments. In the fall, most football and soccer activities
take place on the fields located behind the Polyvalente Deux-Montagnes.
The Department manages all tennis activities: membership cards, admission, leagues, tournaments,
lessons. 2 instructors/attendants give lessons to children and adults and ensure the smooth running of
the tennis courts. In the summer of 2013, 160 people had signed up for tennis lessons.
A team consisting of one manager, 2 assistant managers and 6 lifeguards is responsible for overseeing all
pool activities. Some of these employees also teach swimming lessons and aquafit classes.
In preparation for the summer, a team of students is put together to organize day camp activities under
the supervision of the Department. The team is made up of one team leader, 3 assistants and 30
instructors. In 2013, 325 children were registered in day camp.
Finally, the Department of Recreation and Community Services runs an accreditation program that allows
formal organizations to be officially recognized by the City and to access technical and financial support.
Once accredited, these organizations are granted access to services such as room reservations,
photocopies, billboard use, the financial aid program, equipment transportation, activity support, etc.
Several requests have also been made by 15 groups of citizens who rent out gymnasiums for physical
activities.
38
Organizational Chart
RECREATION AND COMMUNITY SERVICES BUDGET
Code
Program
100
Remuneration
Actual 2013
Budget
$658,400
200
Employer contributions
$145,700
300
Transportation
communications
400
Professional services
$76,500
500
Leasing, maintenance and
repairs
$272,000
600
Non-durable goods
$72,600
700
Durable goods
800
Financing costs
900
Various contributions
Total
and
Comments
2 senior, 3 unionized and 99 temporary
employees
$31,400
$99,400
Day camp activities, Eco-nature, various
classes (karate, drawing, dance, etc.),
insurance, skating rinks, debit card fees.
Renting ice time at the Olympia ($232,000)
Various grants to NPOs.
$1,356,000
39
Main Challenges:
Optimize the use of sports facilities through regional agreements among cities in the Deux-Montagnes
RCM (Soccer, Regional Football, CPA/Olympia);
Improve the services offered to sports, cultural and community organizations;
Develop a master plan for the improvement of our sports fields that includes the expected lifespan of
each infrastructure. This will help ensure the quality of facilities and the safety of citizens;
Ensure strict management of the Olympia arena in an effort to balance the budget;
Finalize the study for the construction of a dock/boat rental in 2014.
PUBLIC LIBRARY
Chief Librarian: Johanne Chaput
200 Henri-Dunant, Deux-Montagnes
450.473.4702 ext 223
Under the Department of Recreation and Community Services, the library's mission is to plan and
organize various activities and make universally available all information resources in order to meet the
needs of citizens in terms of information, education, culture and recreation. It disseminates information
and provides reader support and reference services as well as activity programs targeted at a variety of
clienteles.
In 2012, the library lent over 121,000 documents to its 5,166 members. It also hosted 8 exhibits open to
the general public and held 57 activities during the year.
LIBRARY BUDGET
Code
Program
100
Remuneration
Actual 2013
Budget
$334,600
200
Employer contributions
$82,400
300
Transportation and
communications
$10,100
400
Professional services
$16,800
500
Leasing, maintenance and repairs
$23,200
600
Non-durable goods
$117,400
700
Durable goods
$800
800
Financing costs
$0
900
Total
Various contributions
$0
$585,300
Comments
8 employees
Insurance, Dues and Subscriptions
Shelves
40
Main Challenges:
Development of an eBook lending service.
Customization of the library's online catalogue.
Improving the website administration tool.
Improving cultural activities.
Upgrading the new RDA (Resource Description and Access) standards that are replacing the current
RCAA2 standard
COMMUNICATIONS AND SPECIAL PROJECTS
Director of Communications and Special Projects: Valérie Sauvé
803 chemin d’Oka, Deux-Montagnes
450.473.1145 ext 243
Under General Management, the Department of Communications closely monitors municipal issues and
files. It is involved in research, development and the dissemination of information with regard to projects
meant to inform citizens, public agencies and internal departments about the activities, policies, projects
and achievements of the municipal administration.
The Department of Communications and Special Projects is also responsible for launching informational
campaigns and communication strategies, developing effective promotional and informational tools,
publishing the bimonthly municipal bulletin, coordinating special events, locating information in various
files, researching sources of financial aid and preparing candidate files. In addition, the Department
organizes and provides support for several municipal activities, including Horticultural Day, the Mayor's
Golf Tournament, the Agapé Brunch, the fundraiser walk for TéléDon and the Cité des Arts.
Organizational Chart
41
COMMUNICATIONS BUDGET
Code
Program
100
Remuneration
200
Employer contributions
$32,700
300
Internet, post and publications
$19,000
400
Professional services
$77,500
500
Leasing, maintenance and repairs
$3,800
600
Non-durable goods and office
supplies
$31,400
700
Durable goods
800
900
Financing costs
Various
contributions
organizations
Total
Actual 2013
Budget
$124,300
Comments
2 employees
Translation costs, graphic design,
programming, printing.
Production
of
communication tools
calendars, activities)
printed
(pamphlets,
$0
to
$0
$6,200
Golf tournament
$294,900
Main Challenges:
Determining the number of recyclable bags to be distributed to citizens in 2014.
Launching a new website in August 2013 and installing outdoor electronic signs to facilitate the
dissemination of information to the population.
Note that a complete overhaul of the municipal bulletin L'Express was completed in 2013.
Continuing to improve the means by which citizens are informed about municipal activities and
Council decisions.
42
DEUX-MONTAGNES REGIONAL POLICE DEPARTMENT
Interim Director: Denis Racicot
615 20e Avenue, Deux-Montagnes
450.473.4686
Pursuant to an intermunicipal agreement, the Deux-Montagnes Regional Police Department (SPRDM)
serves the cities of Deux-Montagnes and Sainte-Marthe-sur-le-Lac as well as the municipalities of SaintJoseph-du-Lac and Pointe-Calumet. According to the population report published in the official gazette,
forty-seven thousand one hundred and fifty (47,150) citizens have been identified throughout the
covered territory, which represents a total area of seventy-four square kilometers (74 km2).
The SPRDM is a frontline first responder to the community.
Its main duties are to:
Protect the lives and property of citizens;
Maintain peace and public safety;
Prevent and fight crime;
Enforce current laws and by-laws.
The police model adopted by the Department is based on community policing principles and therefore
places citizens at the heart of its organization
Under Article 71 of the Police Act, local municipalities that are part of the Communauté métropolitaine de
Montréal must provide level 2 services.
43
Organizational Chart
Organigramme
44
DEUX-MONTAGNES REGIONAL POLICE DEPARTMENT BUDGET
Code
Program
100
Remuneration
Actual
Budget
$6,683,500
200
Employer contributions
$1,542,800
300
Transportation
communications
$52,200
400
Professional services
$233,800
500
Leasing, maintenance and
repair
$231,100
600
Non-durable goods
$312,000
700
Durable goods
$237,300
Clothing, office supplies,
accessories
Vehicles, equipment
800
Financing costs
900
Various contributions
$52,800
Police Institute
Total
and
2013
Comments
No. of senior employees: 4
No. of unionized employees: 81
Legal services, computer services,
training
Telecommunication
system
rental,
portable radios, maintenance and repair
of building and vehicles
parts
and
$9,345,500
N.B. The City of Deux-Montagnes pays 38% of the total budget of $9,345,500 for the Department, which
represents a sum of $3,551,290, including our RC-911.
Main Challenges:
●
●
Continuing the technological shift in 2014, establishing vehicular terminals and a ticketing system;
Increasing the number of police officers, which now stands at 1.04 officers per 1,000 inhabitants,
compared to the provincial average of 1.99. (There are currently 49 permanent police officers for
47,150 inhabitants);
Conducting negotiations with police personnel (the collective agreement expires December 31, 2013);
Finalize the transfer of the RC-911 to the City of St-Eustache;
Together with the cities involved, determine the future of the Department (state-managed, service or
merged with the City of St-Eustache);
Determine the status of the organization's management, which has been acting in an interim capacity
for over three (3) years;
45
●
●
Continue to provide the personalized customer service typical of a local and available police
department;
Improve the telecommunications network (system P-25).
INTERMUNICIPAL FIRE DEPARTMENT
Fire Director: Ron Hunt
206 8e Avenue, Deux-Montagnes
450.473-2730
The Deux-Montagnes/Sainte-Marthe-sur-le-Lac Intermunicipal Fire Department is charged with, among
other things:
●
●
●
●
Safeguarding life.
Protecting property and preserving the environment.
Educating the public and getting involved in the community through prevention activities.
Maintaining a certain level of training.
With an approach that integrates prevention, public awareness, community involvement, internal
training and emergency responses, the Deux-Montagnes/Sainte-Marthe-sur-le-Lac Intermunicipal Fire
Department provides citizens of the covered territories with the best possible service while managing
risk with regard to fire and public safety.
Departmental Vehicles:
- 1 staff vehicle
- 2 officer vehicles
- 1 prevention vehicle / RCCI
- 1 liaison/officer vehicle
- 2 fire engines
- 1 ladder truck with pump
- 1 command post
- 1 boat for water rescue
Calls:
To date in 2013:
492
2012:
505
46
2011:
2010:
438
519
Organizational Chart
47
INTERMUNICIPAL FIRE DEPARTMENT BUDGET
Code
Program
100
Remuneration
Actual 2013
Budget
$634,500
200
Employer contributions
$136,600
300
Transportation and
communications
$36,700
400
Professional services
$40,000
500
Leasing, maintenance and
repairs
$27,000
600
Non-durable goods
$89,000
Clothing and accessories,
uniforms, chemical products
700
Durable goods
$105,300
Various equipment (vehicles, fire
software, hoses, breathing
apparatus, etc.)
800
900
Financing costs
Various contributions
$71,900
Radio licenses, St-Eustache,
Pointe-Calumet
Total
Comments
2 senior, 2 unionized and 38 oncall employees
Employment relationship,
subscription fees, cleaning,
laundry
$1,141,000
48
Main Challenges:
●
●
Managing the department with two full-time employees;
Implementing various aspects of the Safety Cover Plan (implementation, prevention and operations).
To do this, several hundreds of thousands of dollars will be required for the layoff of firefighters in
accordance with the Plan's response time requirements. Upgrading communications systems between
the Public Safety Department of the RCM and that of the North Shore is another issue, one whose
budgetary consequences amount to several thousands of dollars, that must be addressed in 2014.
49