candidate booklet - ville de deux-montagnes · train de banlieue, la ville de deux-montagnes...

Candidate

Booklet For the Municipal Election on

November 3, 2013

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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

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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

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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. Deux-Montagnes. 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.

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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

http://www12.statcan.gc.ca/census-recensement/2011/dp-pd/prof/details/page.cfm?Lang=F&Geo1=CSD&Code1=2472010&Geo2=CD&Code2=2472&Data=Count&SearchText=Deux-Montagnes&SearchType=Begins&SearchPR=01&B1=All&Custom=&TABID=1

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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 Deux-

Montagnes, 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 Deux-Montagnes, 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 Deux-Montagnes, 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.

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LA CARTE DES DISTRICTS ÉLECTORAUX (2009)

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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

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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.

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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;

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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 ;

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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.

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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

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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.

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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

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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.

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CITY BUDGET 2013 BUDGET

2013

BUDGET 2012

REVENUS TAXES 19 150 400 18 496 300

PAIEMENTS TENANT LIEU DE TAXES

483 000 473 400

AUTRES REVENUS DE SOURCES LOCALES

10 366 200 10 189 100

TRANSFERTS 1 110 200 1 040 300

TOTAL - REVENUS 31 109 800 $ 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

EXCÉDENT ACTIVITÉS FINANCIÈRES AVANT AFFECTATIONS

223 800 $ 431 300 $

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 Deux-Montagnes correspondent environ { 38 % pour le Service de police et { 50% pour le Service d’incendie.

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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.

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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

FIXED PRICING 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

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IMPACT ON AN AVERAGE SINGLE-FAMILY DWELLING IN 2013 COMPARED TO 2012

2013 2012 Difference Average dwelling value

$222,770

$196,378

$26,322

Tax per $100 Valuation

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

Fixed Pricing

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

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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 decision-making process and in community life. They sit on standing committees and on the intermunicipal and municipal committees to which they are assigned.

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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 Comments

100

Remuneration

$215,100

200 Employer contributions $49,500

300 Transportation and communication

$12,600

Meeting of the Union des Municipalités du Québec in Montréal

400 Professional services $9,300

500 Leasing, maintenance and repairs

600

Non-durable goods

$5,200

700

Durable goods

800

Financing costs

900 Grants to organizations $20,500

TOTAL $312,200

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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

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MANAGEMENT BUDGET

Code Program Actual 2013 Budget Comments 100 Remuneration

$184,700 Chief Administrative Officer and Head of

the Mayor's Office

200 Employer contributions

$53,200

300 Transportation and communications

$19,400

400 Professional Services

$214,000 Mandates and professional consultations


$2,500

600 Non-durable goods

$4,800

700 Durable goods

800 Financing costs

900 Various contributions

$17,800

Total $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

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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

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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 Deux-Montagnes. 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.

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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

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FINANCE DEPARTMENT AND TREASURY BUDGET

Code Program Actual 2013 Budget

Comments

100 Remuneration

$479,900 8 employees


$140,300


$35,800 Phone, Internet, Messaging

400 Professional services

$356,600 Assessor, Accounting and Verification, Insurance, training


$206,100


$27,400

700 Durable goods

$28,600

800 Financing costs

$5,397,200 Includes interest and capital


$1,239,900 Communauté métropolitaine de Montréal(CMM), Agence Métropolitaine de transport, MRC Deux-Montagnes, CIT Laurentides

Total $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 Saint-Joseph-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.

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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.

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- 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.


MUNICIPAL CLERK AND LEGAL SERVICES BUDGET


Comments

100 Remuneration $269,600 3 employees ($60,000) are reserved for the November 2013 elections



$36,300 Costs of publishing public notices

400 Professional services $38,000


$12,000

600 Non-durable goods $19,200

700 Durable goods

800 Financing costs

900

Various contributions $61,000

Claims for damages

Total $504,900 Includes $197,000 for the 2013 elections

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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.


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MUNICIPAL COURT BUDGET


Comments

100 Remuneration

$684,100 10 employees


$170,000


$54,400


$152,600 Remuneration of the judge and City prosecutors


$58,800


$26,300

700 Durable goods

$9,000

800 Financing costs

$0


$73,700 Payment of fees to the SAAQ

Total $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.

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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 privately-owned 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

34

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 in-house 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.

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36

LAND MANAGEMENT BUDGET

Code Program Actual 2013

Budget Comments

100 Remuneration $2,473,700 25 permanent employees, 10 temporary employees and a dozen students



$35,300

400 Professional services $1,833,500 Garbage: $900,000 Recycling: $300,000 Snow removal: $300,000 Training, external engineering services, legal aid, notary fees, computer services


$595,600

600 Non-durable goods $1,386,700 Electricity: $600,000, Salt: $70,000, Fuel: $100,000, Chemical products: $160,000.

700 Durable goods $0

800 Financing costs $0

900 Various contributions $399,800 Contribution à la MRC et au CLD

Total $7,709,100

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

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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.

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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.

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RECREATION AND COMMUNITY SERVICES BUDGET


Comments

100 Remuneration $658,400 2 senior, 3 unionized and 99 temporary employees



$31,400

400 Professional services $76,500 Day camp activities, Eco-nature, various classes (karate, drawing, dance, etc.), insurance, skating rinks, debit card fees.


$272,000 Renting ice time at the Olympia ($232,000)


700 Durable goods

800 Financing costs

900 Various contributions $99,400 Various grants to NPOs.

Total $1,356,000

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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


Comments

100 Remuneration $334,600 8 employees



$10,100

400 Professional services $16,800 Insurance, Dues and Subscriptions

500 Leasing, maintenance and repairs $23,200


700 Durable goods $800 Shelves


900 Various contributions $0

Total $585,300

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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.


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COMMUNICATIONS BUDGET


Comments

100 Remuneration $124,300 2 employees


300 Internet, post and publications $19,000

400 Professional services $77,500 Translation costs, graphic design, programming, printing.

500 Leasing, maintenance and repairs $3,800

600 Non-durable goods and office supplies

$31,400 Production of printed communication tools (pamphlets, calendars, activities)

700 Durable goods $0


900 Various contributions to organizations

$6,200 Golf tournament

Total

$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.

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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 Saint-Joseph-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.

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Organigramme

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DEUX-MONTAGNES REGIONAL POLICE DEPARTMENT BUDGET

Code Program Actual 2013

Budget Comments

100 Remuneration

$6,683,500 No. of senior employees: 4 No. of unionized employees: 81


$1,542,800


$52,200


$233,800 Legal services, computer services, training

500 Leasing, maintenance and repair

$231,100 Telecommunication system rental, portable radios, maintenance and repair of building and vehicles


$312,000 Clothing, office supplies, parts and accessories

700 Durable goods

$237,300 Vehicles, equipment

800 Financing costs


$52,800 Police Institute

Total $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;

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● 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

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2011: 438

2010: 519 Organizational Chart

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INTERMUNICIPAL FIRE DEPARTMENT BUDGET


Comments

100 Remuneration $634,500 2 senior, 2 unionized and 38 on-call employees



$36,700

400 Professional services $40,000 Employment relationship, subscription fees, cleaning, laundry


$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 Financing costs

900 Various contributions $71,900 Radio licenses, St-Eustache, Pointe-Calumet

Total $1,141,000

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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.

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