BROS SARD STRATEGIC PLANNING ENGLISH VERSION URBAN CONTEMPORARY OPEN TO THE WORLD

Transcription

1 BROS SARD ENGLISH VERSION STRATEGIC PLANNING SEPTEMBER 2013

2 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

3 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 3

4 A GOAL C WITHOUT A PLAN IS WISHFUL THINKING (Antoine de Saint-Exupéry) 4

5 THE ONTEXT 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 20 th 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. 5

6 THE AP- PROACH 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

7 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. 7

8 ROSSARD OPEN TO THE WORLD

9 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. 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. 9

10 UR O V ISSION 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. 10

11 UR ISION 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. 11

12 OUR VALUES

13 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. 13

14 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. OUR 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. 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. FIVE GUIDING PRINCIPLES 14 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.

15 OUR OPPORTU- NITIES 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. 15

16 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. 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. BROSSARD S SUSTAINABLE DEVELOPMENT. HARMONIZATION OF MUNICIPAL ACTIVITIES WITH THE PRINCIPLES OF SUSTAINABLE DEVELOPMENT. INTEGRATION OF PUBLIC TRANSIT WITH THE CITY S URBAN DEVELOPMENT PLAN. CHALLE 16 UR

17 ENGES 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.

18 OUR DEVELOP- MENT PRIORITIES

19 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 3 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. 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. 5 6 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. 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. 19

20 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 DEVELOP AN ORGANIZATIONAL PHILOSOPHY BASED ON THE QUALITY OF SERVICES PROVIDED TO ITS RESIDENTS COURSES OF ACTION 1 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. 20

21 OBJECTIVES CONTRIBUTE TO IMPROVING THE SAFETY AND FEELING OF SECURITY OF RESIDENTS IN THEIR LIVING ENVIRONMENT COURSES OF ACTION 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 21

22 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. OBJECTIVES OPTIMIZE THE OCCUPATION OF URBAN SPACES BY FAVOURING DENSITY, BUT WITHOUT COMPROMISING THE QUALITY OF OUR LIVING ENVIRONMENT, AND BY INTEGRATING LOCAL SERVICES COURSES OF ACTION 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 22

23 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 23

24 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. 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 24

25 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 25

26 4 AN ACTIVE, SAFE AND SUSTAINABLE MOBILITY STRATEGIC DIRECTION SUPPORT THE ADOPTION OF NEW LIFESTYLE HABITS BY PROMOTING ACTIVE AND COLLECTIVE TRANSPORTATION MEANS. OBJECTIVES ACTIVELY PROMOTE THE USE OF THE PUBLIC TRANSIT SYSTEM AS STRUCTURING COMPONENT OF URBAN DEVELOPMENT COURSES OF ACTION 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 26

27 OBJECTIVES PLAN THE DEVELOPMENT OF BICYCLE TRAILS AS A PRACTICAL TRANSPORTATION INFRASTRUCTURE BUT WITHOUT NEGLECTING THEIR RECREATIONAL ASPECT COURSES OF ACTION 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 27

28 5 AN ENHANCED AND COMPETITIVE ECONOMY THAT CREATES JOBS STRATEGIC DIRECTION PROMOTE AN ECONOMIC VITALITY THAT CREATES A COLLECTIVE WEALTH AND HIGH EMPLOYMENT. 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 28

29 6 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 GIVE A NEW CHARACTER AND A NEW REPRESENTATION OF TASCHEREAU BOULEVARD BY OPTIMIZING THE EXISTING DEVELOPMENT POTENTIAL THROUGH A BETTER USE OF THE TERRITORY COURSES OF ACTION 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 29

30 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

31 URBAN, CONTEMPORARY AND OPEN TO THE WORLD

32 BROS SARD STRATEGIC PLANNING