strategic planning 2013-2030

BROS
SARD
ENGLISH VERSION
STRATEGIC
PLANNING 2013-2030
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SEPTEMBER 2013
TABLE
OF
CONTENTS
A word from the mayor.......................................... 3
The context............................................................ 5
The approach......................................................... 6
Brossard open to the world................................... 8
Our mission.........................................................10
Our vision.............................................................11
Our values............................................................12
Our five guiding principles..................................14
Our opportunities................................................15
Our challenges....................................................16
Our development priorities.................................18
2
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A WORD
FROM
THE MAYOR
Dear Fellow Residents,
Like a GPS navigation system, strategic planning provides an itinerary to a destination.
Strategic planning allows the city to update its mission, to define where its direction
by determining its vision development, and to decide how it will get there. To imagine
Brossard’s future, we recently launched an important process by which we are
defining the major routes that we will follow in coming years and that will enable us
to ensure an increasingly modern city.
The final objective sought by the municipal council and by the city’s personnel is
relatively simple: always better meet your needs and your expectations. Clearly identify
these needs and expectations, the planning process involved consultations with
residents and with our employees. Our transparent, open and stimulating approach
allowed you to express your opinions in various ways. We also set up an advisory
committee that includes Brossard residents. I sincerely thank everyone who played
an active role in this strategic planning exercise.
This significant endeavour will yield an initial five-year action plan that will allow
Brossard to pursue its growth in years to come in a spirit of sustainable development.
Brossard will spare no effort in the years ahead to make its vision a reality that we will
all be proud.
Paul Leduc
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3
C
A GOAL
WITHOUT A PLAN
IS WISHFUL
THINKING
(Antoine de Saint-Exupéry)
4
CONTEXT
THE
Brossard has considerably changed in the last five decades.
Demographic, economic and social changes have motivated the city
to adapt to the evolving realities of the second half of the 20th century.
Also, Brossard, like many other Québec municipalities, underwent a
period of instability in the early 2000s during the municipal mergers
and demergers. This period of stagnation is now behind us, and the
future is promising.
In order to always meet the expectations of its population, Brossard
must continually reinvent itself. Today, residents expect much more
from their city. Rightfully so, they want diversified and high-quality
services in an environment where development projects are carried
out with future generations in mind. In addition, as a member of the
Communauté métropolitaine de Montréal (CMM), Brossard must
ensure the consistency and harmonization of its planning and
development tools with those of the CMM’s metropolitan development
plan. This plan represents an approach that will be at the heart of our
city’s development in coming years.
It is in this perspective that Brossard’s administration undertook its
strategic planning process for the city’s future.
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5
THE APPROACH
The strategic planning process is a tool that the municipality used
to identify key elements that are essential to achieve its
vision. It is also the city’ official commitment to meet the needs
and expectations of its residents. In short, a strategic planning
initiative is a powerful tool to mobilize the city’s population and
all its employees.
A strategic planning process involves answering three basic
questions:
• Where are we? (current situation)
• Where do we want to be? (mission + vision)
• How will we get there? (action plan)
To answer these questions, we chose a transparent and
participative approach by listening to numerous stakeholders
concerned by Brossard’s future.
6
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Within the city, we consulted elected officials, members of the
management committee, as well as city personnel. Study days,
work sessions and awareness and information sessions were all
part of the means used to gather their views and opinions. As for
you, dear fellow residents, we heard your ideas and expectations
through four means:
• An Internet-based questionnaire
• Focus group meetings
• A telephone survey
• The participation of residents in the advisory committee
established for the strategic planning process
The information we gathered was very extensive and extremely
revealing! The city thanks everyone who took the time to take part
in this important consultation.
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7
BROSSARD
OPEN
TO THE
WORLD
D
A STRATEGIC LOCATION
Strategically located approximately
fifteen minutes from downtown
Montreal, Brossard is readily
accessible by Autoroutes 10, 30,
132 and 15, the latter providing a
quick access to the eastern U.S. Its
choice location is thus an asset for
Brossard’s residents and business
community.
SKILLED LABOUR
Brossard residents have a high
level of education, which provides
an excellent pool of skilled and
multilingual labour that is very
attractive to companies of the new
economy based on knowledge,
technology and innovation.
Brossard is truly a city open to the world.
Approximately 37% of its population is
from international origins, with a strong
representation of the Asian community.
In fact, 57 cultural communities are
represented among a total population
of over 80,000 residents, which makes
Brossard the most multicultural city in
Québec. This is not only a distinctive
element but also an extraordinary
cultural asset that contributes to our
community’s growth and success.
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Brossard is also open to the world
through the rhythm and the
stimulating living environment it
offers its residents at many levels:
culture, recreation, sports and
community solidarity.
Another factor of Brossard’s quality
of life is its exceptional natural
environment. Among other assets,
the city boasts four parks located
along the St. Lawrence. These parks
are veritable windows on the river.
Our other natural highlights also
include the Saint-Jacques river and
the Boisé de Brossard. Brossard also
provides access to approximately
45 kilometres of pedestrian and
cycling trails.
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OUR
MISSION
In order to reach our objectives and realize our vision for the future, we must first ensure a
common understanding of our mission and the commitment of stakeholders without which our efforts
would be fruitless.
It is towards this goal that Brossard will position itself as a modern urban city open to the
world and which, in a spirit of a sustainable development and a global approach,
provides high-quality municipal services at a fair cost, with the goal of creating a
strong feeling of belonging and pride among all its residents. Brossard will attain
this goal as part of its continuous improvement process.
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O
V
OUR
VISION
Through this strategic planning process, we focused on the essential components that will enable us to realize
our vision for the future. This vision must be clear, concise, realistic, and mainly motivating. It must inspire and
guide the city’s staff in their various tasks and responsibilities. It must also inspire all Brossard residents so
that they take ownership of this vision and contribute to its success.
Our vision for the future is an ‘ideal’ destination we want to reach in the next few years. It is a link between the
present and the future.
Through its 2030 vision statement, Brossard wants to become a reference in Québec’s municipal world for its
modern character open to cultural communities and for its leadership and forward-thinking in economic and
social development, while respecting the environment and future generations. Brossard will become a “Model
City”, a city of the future. Also known in the United States as an “Edge City”, the city of the future designates an
urbanized space peripheral to a major metropolis that has businesses, services, shopping centres and a full
range of recreation activities. These model municipalities, to which Brossard intends to belong, are focused on
the new economy as opposed to the traditional economy. The new economy is characterized by knowledge and
creativity and by the development and application of new technologies. They also set themselves apart by very
efficient public transit systems. In short, these model cities are cities where their residents can live, work, find
entertainment and fully enjoy their living environment.
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11
OUR
VALUES
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We believe that organizational
values have to include all
the city’s components and
stakeholders (staff, residents,
businesses, processes, etc.).
They must be a central reference
point in strategic and operational
decisions.
Brossard has committed to
implement its mission while
respecting the following values:
RIGOUR:
Brossard ensures rationality, accuracy and judgement in managing the
city’s affairs.
RESPECT:
Brossard acts with consideration, tolerance and dignity towards its residents
in a context of reciprocity.
INTEGRITY:
Brossard holds at all times to an honest and irreproachable code of conduct.
TRANSPARENCY:
Brossard efficiently and regularly communicates its practices, its objectives
and its results in order to strengthen the relationship of confidence with
its residents.
FAIRNESS:
Brossard treats all its residents impartially in its decision-making process,
while taking into account the specific context of each. The city’s decisions are
therefore consistent and respect the principle of fairness.
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13
In order to realize our mission and develop Brossard according to our vision for
the future, we must adopt principles that will always guide us in our choices
and decisions.
We will thus be guided by the following principles:
Sustainable development: sustainable development being a prime principle, we
must develop and manage our city in a manner that respects the present needs
of our residents without compromising the ability to meet the needs of future
generations.
• Brossard’s residents are at the heart of our decisions and actions: everything
must be planned and done based on the needs and expectations of our residents
for the community’s well-being.
OUR
FIVE
GUIDING
PRINCIPLES
• Responsible governance: Brossard commits to implementing a rigorous
governance system that promotes accountability, organizational control and
efficiency, as well as the sound management of public finances.
• Active communications and resident participation: we will implement an
organization where bidirectional communications will play a major part and
where resident participation will be valued.
• Search for excellence: towards continuous improvement, the city, as an
organization, will promote excellence among its entire staff. Towards this end,
training will be instrumental.
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OUR
OPPORTUNITIES
Through our strategic planning exercise, we identified the opportunities and features
that we will leverage to achieve the full potential of tomorrow’s Brossard. Identifying
opportunities is an important process since these opportunities will give Brossard a
competitive advantage over other Québec municipalities.
• Brossard’s strategic location
• Employment pole (migration to the South Shore)
• A window on the river
• A new bridge linking Brossard and Montréal
• A new light rapid transit system on the new bridge
• The reach and attractiveness of Quartier DIX30
• Taschereau boulevard’s development potential
• Protected natural sites
• An opening to the world
By capitalizing on these features and opportunities, we will fulfill our mission and
realize our vision for the future.
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INTEGRATION OF PUBLIC TRANSIT
WITH THE CITY’S URBAN
DEVELOPMENT PLAN.
HARMONIZATION OF MUNICIPAL
ACTIVITIES WITH THE PRINCIPLES
OF SUSTAINABLE DEVELOPMENT.
BROSSARD’S SUSTAINABLE
DEVELOPMENT.
The organizational challenges
represent what we can gain or
lose depending on the strategies
we will implement to reach
our objectives.
SUPRALOCAL LEADERSHIP
INFLUENCING MAJOR STRATEGIC
DECISIONS.
As our strategic planning
process allowed us to target the
opportunities that we will leverage,
it also enabled us to identify the
challenges that we will tackle to
reach our objectives.
OUR CHALLE
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ENGES
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IMPROVEMENTS TO THE MANAGEMENT
OF THE MOBILITY OF PERSONS.
IMPLEMENTATION OF STRUCTURING
AND INNOVATIVE PROJECTS LINKED TO
THE KNOWLEDGE-BASED ECONOMY.
REVITALIZATION OF SOME COMMERCIAL
SECTORS, INCLUDING TASCHEREAU
BOULEVARD.
OUR
DEVELOPMENT
PRIORITIES
IN ORDER TO FULFILL OUR MISSION AND BECOMING A MODEL CITY IN THE
MUNICIPAL WORLD FOR OUR MODERNITY AND OUR ABILITY TO ASSEMBLE
THE FEATURES OF AN “EDGE CITY”, OUR PRIORITIES FOR THE COMING YEARS WILL
REVOLVE AROUND SIX MAJOR DEVELOPMENT DIRECTIONS.
1
FULFILLED, ENGAGED AND HAPPY RESIDENTS
Always striving to meet the needs of its residents,
Brossard will promote an organizational culture based
on the quality of the services it provides.
4
AN ACTIVE, SAFE AND SUSTAINABLE MOBILITY
The use of transportation means other than cars will
be favoured. We will promote ‘’ACTIVE and PUBLIC’’ transit
to reduce the reliance on personal vehicles.
2
SMART, ATTRACTIVE AND URBAN
LAND-USE PLAN
Urban density and the inclusion of public transit
as a structuring component are at the heart of our
urban development strategy whose aim is to create the city
of tomorrow.
5
3
A HEALTHY, PROTECTED AND ACCESSIBLE ENVIRONMENT
Preserving Brossard’s environment will be as important
as its economic and social development. We will protect
and enhance our natural features and sites such at
the Saint-Jacques river and the Boisé de Brossard,
while allowing the population to enjoy the St. Lawrence
river’s shores.
A STRONG AND COMPETITIVE ECONOMY
THAT CREATES JOBS
The municipal administration will spare no effort in
promoting a climate that will encourage investments and
business development. Brossard will increasingly target
new economy ventures focused on services and knowledge.
Brossard will thus attract an increasing number of
out-of-town consumers for its shops, restaurants and
cultural activity. It will become even more urban and
attractive to city dwellers.
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AN INTEGRATED, MODERN AND DYNAMIC
URBAN REQUALIFICATION
Brossard will adopt an integrated development approach
in order to revitalize certain commercial sectors that have
become obsolete.
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1
FULFILLED, ENGAGED AND
HAPPY RESIDENTS
STRATEGIC DIRECTION
INSTITUTE A MUNICIPAL CULTURE WHERE THE CITY STRIVES TO MEET THE
NEEDS OF ITS RESIDENTS AND ENCOURAGES THEIR PARTICIPATION AND THEIR
FEELING OF BELONGING.
OBJECTIVES
COURSES OF ACTION1
DEVELOP AN ORGANIZATIONAL PHILOSOPHY
BASED ON THE QUALITY OF SERVICES PROVIDED
TO ITS RESIDENTS
• Implement a far-reaching client approach project throughout
the entire organization
• Implement a customer service centre
• Develop online services
PROMOTE AND ENCOURAGE THE ENGAGEMENT
AND PARTICIPATION OF RESIDENTS
• Increase partnerships with the city’s various organizations
• Create a youth section to involve our youth in their living environment
• Promote the value of volunteering
REINFORCE THE FEELING OF BELONGING
AND PRIDE IN LIVING IN BROSSARD
• Identify and develop an animation and gathering place for the community
• Create a ‘’public art’’ venue
• Increase the reach and popularity of our “Festin culturel” event
1 These courses of action are but a few examples that provide a concrete understanding of our objectives. A detailed action plan will follow.
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OBJECTIVES
COURSES OF ACTION
CONTRIBUTE TO IMPROVING THE SAFETY AND
FEELING OF SECURITY OF RESIDENTS IN THEIR
LIVING ENVIRONMENT
• Implement a safety program in school zones
• Improve lighting in parks and public spaces
• Create a traffic control master plan based on the best
North-American practices
BECOME A MODEL OF COLLABORATION AND
RESOURCE SHARING WITH OUR MANY
CULTURAL COMMUNITIES
• Develop and intercultural action plan
• Promote cultural diversity as a major component of Brossard’s pride
• Encourage participation in the events of our various communities
GIVE CULTURE A MORE IMPORTANT ROLE IN THE
CITY’S CULTURAL DEVELOPMENT
• Develop the library as an intercultural and intergenerational venue
providing access to knowledge
• Develop a master plan for our cultural offerings
• Review and update our cultural policy
UPGRADE AND MODERNIZE OUR SPORTS,
RECREATION AND COMMUNITY FACILITIES TO
PROMOTE PHYSICAL ACTIVITY AND HEALTHY
LIFESTYLES
• Implement the master plan for outdoor recreation and community
equipment
• Plan and build a multifunctional complex for aquatic and other activities
• Plan an outdoor centre
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2
SMART, ATTRACTIVE AND
URBAN LAND-USE PLAN
STRATEGIC DIRECTION
ADOPT A LAND-USE PLANNING STRATEGY THAT IS CONSISTENT WITH THE
DIRECTIONS OF THE METROPOLITAN DEVELOPMENT PLAN AND THAT IS
HARMONIZED WITH VARIOUS TRANSPORTATION MODES WHILE PROMOTING
THE QUALITY OF OUR LIVING ENVIRONMENT.
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OBJECTIVES
COURSES OF ACTION
OPTIMIZE THE OCCUPATION OF URBAN SPACES
BY FAVOURING DENSITY, BUT WITHOUT
COMPROMISING THE QUALITY OF OUR LIVING
ENVIRONMENT, AND BY INTEGRATING LOCAL
SERVICES
• Increase density mainly near public transit infrastructures
• Develop new neighbourhoods and redevelop existing sectors by considering
mixed uses, a social mix, as well as accessibility and proximity of services
PROMOTE GROWTH AND DEVELOPMENT NEAR
PUBLIC TRANSIT SERVICES AND ACCESS POINTS
• Consolidate and install public equipment and infrastructures as well as
major commercial functions in TOD (Transit Oriented Development) areas
• Develop TOD areas by focusing on principles that promote a quality
living environment
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OBJECTIVES
COURSES OF ACTION
FAVOUR THE EMERGENCE OF INNOVATIVE
URBAN PROJECTS AS PART OF THE
INTELLIGENT, NEW URBAN PLANNING AND
SUSTAINABLE DEVELOPMENT MOVEMENT
• Develop and implement a new urban development plan and define
the design principles and parameters for new neighbourhoods
• Promote new urban development practices with investors, developers
and residents
STIMULATE AND PROMOTE THE CITY’S
BEAUTIFICATION BY SIGNIFICANTLY UPGRADING
LANDSCAPING AND URBAN FEATURES IN
INSTITUTIONAL AREAS AND ALONG MAIN
ARTERIALS
• Improve the quality of our city’s entrances and our main arterials
• Increase the tree cover by planting new vegetation
• Facilitate the integration of arts in various development and
constriction projects
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3
A HEALTHY, PRESERVED AND
SUSTAINABLE ENVIRONMENT
STRATEGIC DIRECTION
STIMULATE ENVIRONMENTALLY RESPONSIBLE PRACTICES AND INCREASE
ACCESSIBILITY TO OUR NATURAL SITES SUCH AS THE ST. LAWRENCE RIVER,
THE SAINT-JACQUES RIVER AND THE BOISÉ DE BROSSARD.
24
OBJECTIVES
COURSES OF ACTION
PRESERVE AND ENHANCE THE NATURAL
ENVIRONMENT OF THE SAINT-JACQUES RIVER
• Adopt an action plan to improve water quality
• Partner with neighbouring municipalities to implement a plan for
the site’s improvement
ALLOW RESIDENTS TO ENJOY THE
ST. LAWRENCES’ SHORES TO THE FULLEST
SINCE IT PROVIDES PRIME VISTAS FOR THE CITY
• Improve links, corridors and other accesses to the river for all
Brossard residents
• Review the agreement with Transport Canada towards a better use
of the river’s shores
• Improve Léon-Gravel park
DEVELOP THE FULL POTENTIAL OF THE BOISÉ
DE BROSSARD
• Intensify land acquisitions for conservation purposes
• Adopt and implement an investment program for the outdoor centre
and the Boisé de Brossard
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OBJECTIVES
COURSES OF ACTION
ADOPT NEW PRACTICES TO IMPROVE AIR
QUALITY AND REDUCE THE ATMOSPHERIC
CONCENTRATION OF VARIOUS POLLUTANTS
• Increase awareness about drinking water conservation
• Implement a program to replace existing public lighting systems with
LED-type lighting
ADOPT NEW PRACTICES TO IMPROVE AIR
QUALITY AND REDUCE THE ATMOSPHERIC
CONCENTRATION OF VARIOUS POLLUTANTS
• Finalize the inventory of greenhouse gases and develop an action plan
to address this issue
• Acquire more ecological municipal vehicles
ENCOURAGE WASTE REDUCTION, AT THE
SOURCE, BY PRIORITIZING THE REUSE OF
WASTE THROUGHOUT THE TERRITORY
• Implement awareness campaigns to include herbicycling and
residential composting
• Improve the performance of the green waste collection system
• Improve recycling practices at public events
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4
AN ACTIVE, SAFE AND
SUSTAINABLE MOBILITY
STRATEGIC DIRECTION
SUPPORT THE ADOPTION OF NEW LIFESTYLE HABITS BY PROMOTING ACTIVE
AND COLLECTIVE TRANSPORTATION MEANS.
26
OBJECTIVES
COURSES OF ACTION
ACTIVELY PROMOTE THE USE OF THE PUBLIC
TRANSIT SYSTEM AS STRUCTURING
COMPONENT OF URBAN DEVELOPMENT
• Pursue our efforts towards the implementation of a light rail transit link
to downtown Montréal on the new bridge over the St. Lawrence
• Accelerate the implementation of a rapid bus service on
Taschereau boulevard
• Review the distribution of park-and-ride facilities throughout the territory
• Increase collaboration with the RTL to continuously improve services
within Brossard
COMPLETE THE ARTERIAL ROAD NETWORK TO
FACILITATE THE MOVEMENT OF PERSONS AND
GOODS WHILE REDUCING TRAFFIC CONFLICTS
AND THROUGH TRAFFIC ON LOCAL STREETS
• Complete Boulevard du Quartier above Autoroute 10 with the construction
of an overpass
• Inventory congested areas and problem intersections, and propose
appropriate measures
• Reduce through traffic in residential areas
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OBJECTIVES
COURSES OF ACTION
PLAN THE DEVELOPMENT OF BICYCLE TRAILS
AS A PRACTICAL TRANSPORTATION
INFRASTRUCTURE BUT WITHOUT NEGLECTING
THEIR RECREATIONAL ASPECT
• Enhance the connectivity of bicycle trails to public transit and its
access points
• Provide facilities for cyclists to favour this mode of transportation
mainly near public transit hubs
OPTIMIZE PEDESTRIAN MOVEMENTS WITH
APPROPRIATE AND SAFE INFRASTRUCTURES
• Add sidewalks where appropriate
• Make pedestrian crossings safer, mainly in commercial and
institutional areas
• Improve pedestrian connections between the city’s various neighbourhoods
ENCOURAGE AND FACILITATE HEALTHY
LIFESTYLES, HEALTH IMPROVEMENT AND
PHYSICAL FITNESS
• Develop a program to encourage cycling and walking
• Plan our infrastructures by adding multimodal criteria to encourage
active mobility
• Develop a communications strategy to encourage residents to favour
active and public means of transportation
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5
AN ENHANCED AND
COMPETITIVE ECONOMY
THAT CREATES JOBS
STRATEGIC DIRECTION
PROMOTE AN ECONOMIC VITALITY THAT CREATES A COLLECTIVE WEALTH
AND HIGH EMPLOYMENT.
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OBJECTIVES
COURSES OF ACTION
PROMOTE THE IMPLEMENTATION OF NEW HEAD
OFFICES (SERVICE COMPANIES)
• Promote Brossard as a strategic business development location
• Develop a structured solicitation and promotion program
• Identify potential development poles
FAVOUR THE EMERGENCE AND ESTABLISHMENT
OF NEW ECONOMY BUSINESSES
• Implement a competitive attraction program
• Identify a sector conducive to the “new economy”
POSITION THE CITY AS A MAJOR POLE OF
ATTRACTION FOR COMMERCIAL ACTIVITIES
AND CONVENTIONS
• Support the implementation of a convention centre
• Partner with others in the development of a guide that will highlight
major commercial and business poles
• Inventory Brossard’s distinctive assets in order to capitalize on
their potential
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AN INTEGRATED,
MODERN AND DYNAMIC
REQUALIFICATION
STRATEGIC DIRECTION
MAKE THE REVITALIZATION OF TASCHEREAU BOULEVARD A MODEL OF
INTEGRATED DEVELOPMENT THAT WILL INSPIRE THE REVITALIZATION
OF OTHER AREAS THAT HAVE BECOME OBSOLETE
OBJECTIVES
COURSES OF ACTION
GIVE A NEW CHARACTER AND A NEW
REPRESENTATION OF TASCHEREAU BOULEVARD
BY OPTIMIZING THE EXISTING DEVELOPMENT
POTENTIAL THROUGH A BETTER USE OF THE
TERRITORY
• Develop the 2030 vision for Taschereau boulevard
• Produce an implementation plan
PLAY AN ACTIVE ROLE IN THE REVAMPING OF
CERTAIN SECTORS THAT BECAME OBSOLETE OVER
THE YEARS BY ADOPTING AN INTEGRATED
DEVELOPMENT APPROACH
• Inventory relevant sectors
• Develop a long-term action plan
• Involve interested owners
RESTRUCTURE SHOPPING AREAS THAT PROVIDE
INTERESTING RECONVERSION OPPORTUNITIES
INTO MIXED-USE NEIGHBOURHOODS OFFERING
NEW LIVING ENVIRONMENTS
• Identify sectors having a development potential
• Adjust by-laws to better promote this development potential
• Implement programs that will encourage participation in the
requalification exercise
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“THIS STRATEGIC PLANNING EXERCISE HAS
ENABLED US TO CREATE A PLAN FOR A
CITY OF THE FUTURE. A MORE URBAN AND
MODERN CITY THAT IS ALWAYS OPEN TO
THE WORLD. WE WANT TO OFFER ALL OUR
RESIDENTS AND STAKEHOLDERS A CITY
THAT MEETS ALL THEIR EXPECTATIONS AND
NEEDS.
WE MUST NOW TAKE ACTION AND INNOVATE
TO MAKE THIS A REALITY!”
PAUL LEDUC
MAYOR OF BROSSARD
URBAN,
CONTEMPORARY
AND OPEN TO
THE WORLD
BROS
SARD
STRATEGIC
PLANNING 2013-2030
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