2005 Annual Report GATINEAU: CLOSER THAN EVER TO ITS RESIDENTS… The Vision of Ville de Gatineau GATINEAU, A MODEL AND A SOURCE OF PRIDE Aware of its past and focused on its future, Gatineau is proud of its Francophone character and its cultural, social and economic diversity. As the major centre in western Quebec, it plays the part of an economic and cultural pole for the Outaouais and contributes to the province’s development. It also benefits from its position in the heart of Canada’s Capital Region and contributes to its growth. The city of Gatineau is nestled in a natural setting where the green expanse of its hills, weaving water- ways and varied landscapes blend harmoniously with its neighbourhoods, which form true “urban villages”. Residents of all ages do their share in building a healthy, safe and lively city where it feels good to live. The municipal governance model stimulates commit- ment by its residents, a dynamic community life and partnerships with institutions and businesses for the development of its full economic, social, community and cultural potential. Gatineau’s individuals, families and groups prosper in distinctive urban villages connected through numerous communications channels and efficient, sustainable and diversified transportation systems. Gatineau’s appeal lies in those qualities that make it an international-calibre city, attractive to its residents and inviting to visitors and investors alike. 3 TABLE OF CONTENTS A MESSAGE FROM THE MAYOR ......................................................................................... 5 A MESSAGE FROM THE CHIEF ADMINISTRATIVE OFFICER .............................................................. 6 GATINEAU AT A GLANCE ............................................................................................... 8 THE STRATEGIC DIRECTIONS GUIDING OUR ACTIVITIES ................................................................ 9 THE MUNICIPAL ORGANIZATION • Municipal Council ....................................................................................................... 10 Bureau du vérificateur général [office of the Auditor General] ............................................... 10 • Direction générale [head office]........................................................................................ 12 Section de la planification stratégique [strategic planning]................................................... 12 Service centres ...................................................................................................... 13 Service d’évaluation et des transactions immobilières [land assessments and transactions]............. 13 • Service des communications [communications]...................................................................... 14 • Service des ressources humaines [human resources] ............................................................... 15 • Services juridiques [legal services].................................................................................... 16 • Module de l’administration et des finances [administration and finance] ....................................... 17 • Module de l’aménagement et du développement du territoire [land planning and development] ............ 18 • Module de la culture et des loisirs [culture and recreation] ....................................................... 19 • Module de la protection des personnes et des biens [protection of persons and property]..................... 21 • Module des travaux publics et de l’environnement [public works and the environment]...................... 22 • The Organization Chart ................................................................................................ 23 OUR PARTNERS, A KEY PART OF OUR OPERATIONS .................................................................. 24 MANAGEMENT INDICATORS FOR BETTER MANAGEMENT ............................................................. 27 THE 2005 FINANCIAL REPORT ........................................................................................ 34 TO REACH US ........................................................................................................ 36 2005 Annual Report – Ville de Gatineau 4 “Our main challenge: continuing to improve services to residents while taking into consideration their ability to pay.” — Marc Bureau, Mayor of Gatineau 5 GETTING CLOSER TO RESIDENTS MEANS LISTENING TO THEM As indicated in the strategic plan, citizen participation is now a fact of life in Gatineau, which makes us one of the leaders among municipalities. In 2005, residents had the opportunity to voice their opinions at major public consultations on, among other things, urban villages, the Residual Materials Management Plan, the family policy and the planning program. In 2005, when we adopted the framework for citizen participation, we sent out a clear message concerning our determination to strengthen this trend. We have every intention of introducing mechanisms for improving our dialogue with the people of Gatineau. The adoption of the Residual Materials Management Plan is a major step in protecting our environment. This exercise set the foundations for an action plan aimed at recovering more of our waste. It is quite a challenge, but I know I can count on the collaboration of Gatineau residents, who have already indicated their commitment to environmental issues. Our quality of life depends on the soundness of our infrastructures and proper equipment. In 2005, we invested approximately $70 million in infrastructure. Some of this was used for major projects, including the construction of an indoor pool in the Buckingham sector, widening of Montée Paiement and upgrades of Maisonneuve and Saint-Laurent Boulevards. On the finance side, I should mention the creation of the Comité de travail du plan financier à long terme [long-term financial plan working committee]. With the guidance of local experts, we are well positioned to modernize our fiscal policies so as to provide quality services more economically. I was proud to accept the mandate entrusted to me by the voters on November 6, 2005. I would like to take this opportunity to express my heartfelt thanks to them. I would like to congratulate my colleagues from the former Municipal Council — they can be credited with many of the achievements over the past year — and all of the members of the new Council, who dove right into their mandate. Finally, I would like to thank the municipal employees for welcoming us and for their commitment to their work. We are facing some tremendous challenges, which we — as residents, employees and elected officials — will meet by working together. Marc Bureau Mayor 2005 Annual Report – Ville de Gatineau 6 OUR PRIORITY: RESIDENTS The theme of this annual report “Gatineau: closer than ever to its residents…” was no random choice. Concrete measures have been taken to get us on this path. No doubt, the main event of 2005 was the implementation of the non-urgent call centre and the launch of the single 3-1-1 number, which is accessible seven days a week, 24 hours a day. Ville de Gatineau was the first city in Quebec to offer its residents such a service. It is important to point out that an innovative management system underlies this simple number, enabling us to ensure improved and transparent responses to requests and complaints made by residents. This major achievement came hand in hand with a series of measures supporting the level and quality of the services provided. The family policy, one of our key policies, was adopted. In addition, steps were taken to ensure the continued improvement of our management practices. The land use plan, the planning program and by-laws and the Residual Materials Management Plan were adopted based on the public consultations that preceded them. They are key factors in the quality of life of residents. This past year also marked the signing of collective agreements with blue-collar and white-collar workers. With that, we closed the round of bargaining that started with the municipal amalgamation. And we cannot overlook the November 6, 2005 municipal election that brought a new Mayor and new elected officials to our Municipal Council. Finally, I should mention that several Ville de Gatineau employees received province-wide and nation-wide recognition. Once again, I would like to extend to them my gratitude and warmest congratulations. I would also like to thank all the municipal employees who make up our solid and dynamic team, of which I am very proud. My thanks also to the members of the Municipal Council for their support and to all residents for their participation and trust. Mark B. Laroche Chief Administrative Officer 7 “ Because we strongly believe that residents are entitled to the best possible services, we have undertaken a structured process of continuous improvement. Employees are expected to innovate and find new ways of doing things to achieve optimal results.” —Mark B. Laroche, Chief Administrative Officer 2005 Annual Report – Ville de Gatineau 8 GATINEAU AT A GLANCE Gatineau, western Quebec’s metropolitan centre, is SOME STATISTICS… the fourth largest city in the province after Montréal, Surface area: 339.4 square kilometres Quebec City and Laval. Its geographic location at Population: 245,629 1 the heart of Canada’s National Capital Region places Average age: 36.3 years 2 it in the country’s fourth largest urban agglomeration, Bilingualism: 64.8% 2 after Toronto, Montréal and Vancouver. Participation rate: 73.8% 3 Unemployment rate: 5.7% 3