A man with a talent for motivating people to work together, Maxime Pedneaud-Jobin won election as mayor of Gatineau on November 3, 2003, after founding and leading Action Gatineau, the first political party for the amalgamated City of Gatineau.
Born in 1968 in Buckingham, he has long been actively engaged in working for the betterment of his community. He recalls as his proudest achievement his role in the relaunch of Laiterie de l’Outaouais, which galvanized almost the entire region.
He obtained an M.A. in regional development from the Université du Québec en Outaouais, and his thesis explored relations between the Outaouais and Ottawa. He is married and has three children.
Action Plan for 2017-2021: Gatineau must maintain its momentum.
Supporting economic development and encouraging the retention of our businesses
- Acting as the « first client, » as a laboratory and as the technological show-case for services and technologies developed by our entrepreneurs
- Supporting the companies that show promise as potential exporters
- Supporting the establishment of business incubators and accelerators, especially in partnership with post-secondary educational institutions
Making life easier for entrepreneurs
- Pressing for the simplification of municipal regulations and administrative procedures
- Maintaining Gatineau’s pursuit of a better attitude for welcoming businesses
- Rendering a detailed public account of how our reformed town planning has improved services
Gatineau, an attractive city
- Investing $1 million in a new fund for promoting tourism and recreation.
- Making Gatineau an international touristic destination for cycling and cross-country skiing.
- Developing a tourism circuit to spotlight the city’s interesting recreational sites (Parc des Cèdres, Moore’s Farm, Jacques-Cartier Street, the Dalton Ecological Park, La Lièvre River, etc.).
- Continuing to invest in events that draw international interest (e.g., MosaïCanada).
- Investing an additional $150,000 a year in the Office of Major Events.
- Investing in smart technologies to modernize the delivery of services to our citizens.
- Capitalizing on the exchange of services with educational institutions and school boards and putting to use their infrastructure
- Building a sophisticated city where knowledge is a priority, in partnership with institutions of higher learning.
- Supporting the post-secondary educational institutions to allow them to diversify and improve their programs.
INVESTMENTS IN THE NETWORK OF LIBRARIES
Modernizing our facilities to attract more clients means investing in our future.
- Invest in the development of the Lucy-Faris and Guy-Sanche libraries for a better response to the needs created by demographic growth
- Relocation of the Lucy-Faris Library ($22.5 million)
- Expansion of the Guy-Sanche Library ($23.5 million)
- Develop a plan and invest the money required for the revitalization of neighborhood libraries to make them more attractive ($10 million). This will involve several financial partners
- Pursue the planning process required to locate a new library in the city centre
IMPROVE SERVICES OFFERED TO FAMILIES AND THE ELDERLY
While investing massively in infrastructure, we must also take care of our people.
- Extend the season for outdoor swimming pools and wading pools ($200,000 per year)
- Install water play areas in parks ($200,000 per year)
- Maintain quality day-camps at reasonable prices
- Make leisure and sports facilities more easily accessible
- Draw up a long-term financial plan dealing with services to individuals (identify and respond to their short-term, medium-term as well as long-term needs, according to demographic growth)
- Consider the possibility of community centers near parks remaining open till 10 pm in the summer
- Develop sports infrastructure to make them accessible to all citizens.
- Expand the stock of affordable social housing in neighborhoods where they are scarce
- Explore an agreement with the Sports Center of the Université du Québec en Outaouais that would give access to affordable physical activity programs to citizens of Hull and Aylmer within a reasonable distance
- Analyze the needs of the elderly and draw up an action plan suited to their needs
- Create facilities suitable for the elderly (e.g. exercise sites and sites suitable for relaxation)
- Reconsider parks layout, especially down town
- Renegotiate agreements between the city and the school boards so as to make best use of the schools
SOLUTIONS TO MEET TRANSPORTATION CHALLENGES IN GATINEAU
Improve the current system of public transportation in Gatineau by focusing on the special needs of some neighborhoods where the timeliness and the quality of transportation fall short.
- Continue to invest to improve the efficiency of the public transportation system as a whole throughout the municipal territory
- Take action to improve service from Labrosse to the eastern limits of the City, starting with extension of the Rapibus service to Lorrain
- Install a light train service in Gatineau that begins in the western part of the City and should favour the Taché-Aylmer Road corridor
- Continue working on coordination measures with the City of Ottawa to further improve transportation lines between the two cities
- Plan for coordination of transit upon completion of the O-Train light rail in 2018
- Coordinate transportation systems planning for the middle and long term
- Tax center town parking spaces to finance public transportation
- Set the charge for municipal parking so as to eventually exceed by 15 % the cost of a STO pass
OUR CYCLING PLAN
Let Gatineau become the cycling capital of Quebec once again.
- Adopt a municipal policy that fosters the creation of safe cycling paths whenever major roadwork is underway (e.g. Boulevard Saint-Joseph and Boulevard Gréber)
- Require the inclusion of utilitarian cycling paths in new neighborhoods
- Install safety bollards along bicycle paths on some streets
- Plan new cycling paths linking Gatineau with Ottawa to encourage the use of bicycles for crossing the Ottawa River (e.g., on Prince of Wales Bridge)
- Work with citizens’ committees to deal with transportation issues in neighborhoods where they are a problem (e.g., Limbour)
- Maintain publicity campaigns to encourage cycling and to promote cycling safety (e.g., by sharing the available space)
- Maintain cooperation with the different partners across the City
A BALANCED APPROACH
Each dollar of public money must be spent carefully, but without reducing services to the public.
- Increases in the operations budget will not exceed 4% per year.
- In reviewing expenditures and services, the objective must be to improve without reducing public services.
- Municipal taxation: new sources of revenues must be developed so as to restrain the increase in property taxes (1.9 per cent for 2018 and 1.5 per cent from 2019 to 2021).
- Pursue the current political campaign aimed at obtaining one percentage point of the sales tax ($50 million per year in new revenues).
- The plan for upkeep of infrastructures (streets, aqueducts, sewers, etc.): nearly $500 million to be invested over four years.
- The plan for improving services to the public: investments of $4 million per year over four years (services to families, access to the waterfront, revitalization of former City centers and current City center, snow removal, access to cultural events, etc.)
- A plan for improving living conditions in the neighborhoods: investments of $102 million over four years (culture, cycling paths, green spaces, revitalization of former City centers and current City center, etc.)