The accessibility mode increases the contrast for people with visual problems.

The result of several months of work, the 2021-2025 Strategic Plan spells out the orientations and focus areas of action for the next few years. This plan is a continuation of that implemented in 2014-2018. The actions identified are designed to preserve the city’s identity and community dynamic, while endeavouring to meet residents’ needs at the most affordable cost.


Ville de Saint-Lambert provides ethical, high-quality services to its population by remaining attentive to its residents’ needs and aspirations. Supported by a thorough understanding of the changing needs of its citizens, the City manages its activities and assets with integrity and transparency, and allocates its resources in a responsible, efficient, and diligent manner.


Ville de Saint-Lambert is committed to meeting its residents’ needs at the most affordable cost while respecting the city’s:

  • sense of community,
  • exceptional architectural and landscape heritage,
  • well-integrated, harmonious mix of citizens,
  • comprehensive range of personalized services,
  • cultural, sports, and financial traditions, and
  • sustainable development standards


Ville de Saint-Lambert subscribes to the following values in its organizational culture:

  • Respect: the adoption of a considerate and open-minded attitude in our exchanges with others
  • Innovation: the rethinking of our practices based on current expertise with a view to continuous improvement and greater efficiency
  • Integrity: actions consistent with rules of conduct grounded in transparency, ethics and honesty
  • Collaboration: working together to achieve a common goal by promoting ongoing communication as well as constructive and respectful dialogue
  • Commitment: active participation in the attainment of the organization’s objectives and demonstration of unwavering respect for the community and its past, values, traditions and heritage. 

Strategic focus areas

Focus Area 1: The sustainable and dynamic redevelopment of the territory in keeping with residents’ expectations

Devise a modern vision of redevelopment
  • Adopt the document revamping the by-laws and regulations (including the promotion of compactness)
  • Identify the redevelopment sectors (Saint-Charles and commercial sectors)
  • Design a system for developing the tertiary sector
  • Prepare and roll out a modern plan of action and redevelopment
  • Develop a specific concept for the downtown core, with the city hall sector as a focal point
  • Initiate a discussion with the MTQ regarding anti-noise measures
  • Manage man-made constraints (preliminary survey) 
Draw up an action plan for the municipal building inventory
  • Conduct building obsolescence assessments
  • Define operational and technical programs
  • Prioritize actions and make recommendations
  • Implement a single window, including a re-assessment of the IT platform 
Ensure the sustainability of municipal assets 
  • Continue implementing and updating the asset intervention plans (underground infrastructures, parks, buildings and equipment)
  • Comply with the Agglomeration’s directives regarding water management
Redevelop the downtown parks
  • Design a system for the post-COVID-19 redevelopment of the parks, with the first being Gordon Park
Introduce wireless technology in the downtown parks
  • Set up a Wi-Fi network in the Village parks 
Development of Victoria Avenue in a post-COVID-19 context
  • Participate in the development of the Corporation for the Economic Development’s strategic plan 

Focus Area 2: A community that prioritizes accessibility, the environment, health, quality of life and culture

Take measures to reduce the community’s environmental footprint
  • Adopt the plan for dynamic and sustainable development
  • Hold one or two awareness-raising events per year (employees and residents)
  • Complete implementation of the third tier (brown bins)
  • Create the Green Fund
  • Continue the rollout of electric vehicle charging stations
  • Adopt and roll out the guide for eco-friendly events
  • Adopt the sustainable mobility plan
  • Introduce the Midibus (electric vehicle) along the city’s north-south axis, in collaboration with the RTL
  • Adopt a traffic and parking by-law (street code, Highway Safety Code)
  • Equip all municipal buildings, parks and stations with bicycle racks
Reduce potable water consumption
  • Develop an updated hydraulic model
  • Install water meters (380) in residences
  • Roll out a communication plan aimed at reaching the government target of 409 litres/per capita/per day

Preserve our status as a city of choice 
  • Increase and renew the forest canopy (take a tree inventory and ensure biodiversity)
  • Adopt a by-law aimed at replacing trees by a ratio of 3 to 1
  • Assess, optimize and enhance the overall service offer of the Culture and Recreation Office
  • Update the Organization Recognition and Support Policy
  • Hold two annual events on the local cultural and recreational service offer (Préville)
Promote culture
  • Adopt and roll out the park master plan
  • Expand the reach of cultural organizations by continuing to provide visibility on the website and microsite and in other publications
  • Propose a plan for providing a venue exclusively for cultural offerings 
Promote Saint-Lambert’s brand identity
  • Develop a graphic standards guide
  • Carry out one publicity campaign per year 
Promote Saint-Lambert’s brand identity and keep citizens informed 
  • Develop a new website

Focus Area 3: An efficient, committed, transparent and innovative administration 

Be an employer of choice
  • Make managers accountable for the transmission of organizational information (to be measured through employee feedback received via an IT platform)
  • Develop the have-fun-at-work culture (develop an IT platform for surveying employees on an ongoing basis)
  • Update the Employee Recognition Policy 

  • Offer managers coaching twice a year on how to promote daily recognition activities

  • Table a project aimed at rolling out a health and well-being program

  • Train managers in management and leadership skills (one day a year)

Encourage innovation
  • Promote innovative projects in at least two forums annually
  • Establish a program for recognizing innovative ideas in the workplace (for employees) 
Manage human resources efficiently during a pandemic 
  •  Hold one or two team meetings every two weeks and meetings with division heads to support and supervise the home-based work of each employee of the Culture and Recreation Office 

Optimize governance and rethink the following regulations: Procédures des séances et éthique et déontologie (meeting procedures, ethics and code of conduct)
  • Cultivate a climate of trust and improve consistency between the actions of the administration and those of city council
  • Rethink and optimize the management framework by revising one internal process annually (operational, administrative, etc.)

  • Ensure adherence to the mission
  • Measure the sense of belonging on an individual basis (employees and elected officers)
Ensure the city’s financial health 
  • Increase the value of the property assessment roll by 1.3% to 1.7% per year 
Address the fiscal inequality within the Agglomeration 
  • Implement strategies to address the fiscal inequality within the Agglomeration 
Oversee the city’s financial health
  • Monitor and report on changes in the value of the property assessment roll, which should increase by 1.3% to 1.7% per year 
Ensure that accounts are rendered by the deadlines 
  • Table the city’s audited financial statements at the April meeting
  • Submit audited financial statements of the pension plan before June 30
  • Have an VFM (value-for-money) audit done every two years
Optimize use of equipment and facilities
  • Establish partnerships with institutions: schools, private colleges, childcare centres (CPEs) and organizations: CBRS, Corporation for the Economic Development of Saint-Lambert, community groups, to enhance the offer of services for the population and optimize use of municipal facilities 


To ensure the sustainability and execution of this ambitious plan, Ville de Saint-Lambert will implement these follow-up mechanisms:

  • Quarterly meetings will be held to prepare a systematic progress report on the achievement of priorities set for the year under way, and as the case may be, to make the necessary readjustments.
  • The city will define specific performance indicators to assess the progress made regarding each objective and priority set.
  • report on the previous year’s action plan will be produced and distributed annually.

You can consult

PDF Strategic Plan 2021-2025 (in French)