local action plan for the economy and employment

Transcription

LOCAL ACTION PLAN FOR THE
ECONOMY AND EMPLOYMENT
2007-2010
Regroupement économique et
social du Sud-Ouest (RESO)
Adopted by the Board
of Directors January 16, 2007
Local Action Plan for the Economy and Employment 2007-2010
Montréal Sud-Ouest
ACKNOWLEDGEMENTS
General direction
Pierre Morrissette
Coordination
Lucie Dufour
Linda Langlais
Research and writing
Jacques Desjardins
Other contributors:
Guy Biron
Pierre Charrette
Martine Girard
Pierre Morrissette
Richard Roussel
Cartography
City of Montréal
Photography
RESO Archives
Café Paradoxe
École entreprise Formétal
Revision and correction
Jacques Desjardins
Lucie Dufour
Linda Langlais
Pierre Morrissette
Development of LAPEE 2007-2010 was made possible with the active participation of the entire
RESO team, members of its board of directors, community organizations, businesses, unions,
institutions and residents of the Sud-Ouest who participated in various stages of consultation.
RESO would like to thank the Sud-Ouest Borough for its valuable collaboration.
You can download an electronic version of LAPEE at our Website at www.resomtl.com.
Public partners supporting the achievement of RESO’s mission are:
All rights reserved © RESO. Reproduction authorized with mention of source.
ISBN: 978-2-9803847-8-3
Copyright – Bibliothèque nationale du Québec
Montréal Sud-Ouest
TABLE OF CONTENTS
FROM THE PRESIDENT
INTRODUCTION .......................................................................................................................................4
PREAMBLE...................................................................................................................................................8
RESO'S PRESENTATION .........................................................................................................................9
1. PORTRAIT AND ANALYSIS OF THE ECONOMIC REALITY 2006 ...................................... 13
1.1
1.2
1.3
1.4
1.5
1.6
1.7
1.8
2.
Evolution of the Economic Structure................................................................................................13
Gradual Change in Manufacturing....................................................................................................17
Expansion of the Service Economy....................................................................................................17
Expansion of the New Economy ....................................................................................................... 18
Consolidation of the Social Economy ..............................................................................................20
Expansion of the Cultural Sector...................................................................................................... 21
Potential of the Local Retail Market ................................................................................................25
Socioeconomic Portrait of the Sud-Ouest Borough ......................................................................26
1.8.1 Population Origins
1.8.2 Family SItuation
1.8.3 Knowledge of Offical Languages
1.8.4 Education Level
1.8.5 Income
1.8.6 Health of the Population
1.8.7 Local Workforce
1.8.8 Place of Work
ORIENTATIONS AND PRIORITIES OF THE 2003-2006 PLAN: AN OVERVIEW ...... 31
2.1
Overview of the Economic Development Plan................................................................................31
2.2
Overview of the Workforce Development Plan.............................................................................36
3. THE SUD-OUEST LAPEE IN THE CONTEXT OF REGIONAL PLANNING ..................39
3.1
3.2
CONTEXT .............................................................................................................................................39
COMMUNAUTÉ MÉTROPOLITAINE DE MONTRÉAL (CMM): CHARTING OUR
INTERNATIONAL FUTURE: A COMPETITIVE METROPOLITAN MONTREAL REGION........ 40
3.3
CITY OF MONTRÉAL........................................................................................................................ 41
Master Plan, Sud-Ouest Chapter................................................................................................. 41
Montréal, Knowledge CIty .................................................................................................................. 42
Succeed@Montréal .............................................................................................................................. 42
Strategy for inclusion of affordable housing in new residential projects............................................... 44
Montréal, Cultural Metropolis............................................................................................................ 44
Montréal's First Strategic Plan for Sustainable Development............................................................. 46
3.4
TOURISME MONTRÉAL: PLAN DE DÉVELOPPEMENT TOURISTIQUE DE MONTRÉAL
2003-2010................................................................................................................................................. 46
3.5
EMPLOI-QUÉBEC: PLAN D’ACTION RÉGIONAL 2006-2007 DE LA RÉGION DE MONTRÉAL
46
4. ORIENTATIONS, PRIORITIES AND COURSES OF ACTION 2007-2010 .......................... 48
Two Transversal Concerns and 10 Orientations for Integrated Development.....................................48
4.1
CREATING A LEARNING COMMUNITY ..................................................................................48
4.2
TAKING A SUSTAINABLE DEVELOPMENT APPROACH ....................................................48
4.3
TEN ORIENTATIONS FOR INTEGRATED DEVELOPMENT...............................................50
Orientation 1: Strengthening the Employed and Unemployed Workforce......................50
Orientation 2: The Lachine Canal as a Central Axis of Development ................................52
1
Montréal Sud-Ouest
Orientation 3: Promoting a Renewed Image of the Sud-Ouest ...........................................53
Orientation 4: Retaining, Expanding and Attracting Business...........................................54
Orientation 5: Developing and Creating Business Hubs in the New Economy...............55
Orientation 6: Supporting the Development of Tourism......................................................56
Orientation 7: Supporting the Development of the Social Economy .................................57
Orientation 8: Supporting the Development of the Cultural Sector..................................58
Orientation 9: Revitaliizing Commercial Arteries .................................................................59
Orientation 10: Improving Community Quality and Accessibility to Housing and
Transportation ...................................................................................................60
5. LEVERS FOR DEVELOPMENT ........................................................................................................ 61
5.1
5.2
5.3
ORGANIZATION................................................................................................................................ 61
MAIN PARTNERS............................................................................................................................... 61
PROGRAMS AND FUNDS ADMINISTERED .............................................................................63
Budget d'initiatives locales (BIL).................................................................................................63
Fonds de développement Emploi-Montréal (FDEM)............................................................ 64
Fonds d'économie sociale du Sud-Ouest (FESSO) ................................................................. 64
Fonds local d'investissement (FLI) .............................................................................................65
Jeunes promoteurs Program (JP) .................................................................................................65
Soutien au travail autonome Program (STA) ............................................................................66
RESO Investissements inc.............................................................................................................66
Société locale d'investissement pour le développement de l'emploi (SOLIDE) ................66
5.4
FACILITATION INITIATIVES.........................................................................................................67
CONCLUSION...........................................................................................................................................68
NOTES.................................................................................................................Erreur ! Signet non défini.
2
Montréal Sud-Ouest
LIST OF TABLES
Table 1: Evolution in the Number of Establishments and Employment, Sud-Ouest / City of
Montréal, 1996-2006 ........................................................................................................................13
Table 2: Evolution in the Number of Establishments by Industry 2003 / 2006 ................................... 14
Table 3: Evolution in the Number of Jobs by Industry 2003 / 2006........................................................ 14
Table 4: Evolution in Manufacturing Employment by Sector 2003 / 2006........................................... 15
Table 5: Portrait of All Sectors 2006 .............................................................................................................. 16
Table 6: Downtown Montréal / Industrial and Office Real Estate Market 1st Quarter 2006............20
Table 7: Cultural Sector, Members of the Cultural Community, by Specialty.....................................23
Table 8: Cultural Sector, Members of the Cultural Community According to Purpose....................23
Table 9: Cultural Sector, Distribution of Jobs ............................................................................................ 24
Table 10: Montréal / Sud-Ouest, Indicators of Labour Force Participation, Population Aged 15 and
Older ...............................................................................................................................................28
Table 11: Occupational Level of Employment Insurance Recipients Monthly Average: April 2002 –
March 2003....................................................................................................................................28
Table 12: Sud-Ouest Borough; Geographic Origin of Workers by Industry Sector ............................30
LIST OF CHARTS
Chart 1: Breakdown of Industry Sectors in the Social Economy in 2006 .............................................. 21
Chart 2: Education Level of the Population Aged 15 to 64........................................................................28
LIST OF MAPS
Map 1: Territory
Map 2: Master Plan
Map 3: Land-Use Designation
Map 4: Employment Sectors
3
Montréal Sud-Ouest
FROM THE PRESIDENT
It is with a great deal of pride that we present the Local Action Plan for the Economy and
Employment (LAPEE), an orientation document that charts the main priorities for social and
economic development in the Sud-Ouest in the 2007-2010 period.
Since its foundation in 1989, RESO has called on concerted effort to elaborate its development
plans so that they reflect the concerns and aspirations of socioeconomic stakeholders and the
Sud-Ouest population. LAPEE 2007-2010 is no exception to the rule.
In the spring and autumn of 2006, businesses, community organizations, social economy
enterprises, unions, and institutions in health, education and culture were invited to express their
opinions on the major orientations of LAPEE. At RESO’s annual meeting In September 2006, it
was citizens’ turn to share their concerns. Split up into 10 workshops, some 200 participants
discussed business and employment development, workforce development, the social economy,
the Lachine Canal and tourism, culture, quality of life and the environment, major projects and
sites to develop, promoting the Sud-Ouest, and housing.
LAPEE comprises 10 strategic orientations and concrete courses of action affecting all of these
subjects, as well as two transversal strategic orientations: “The Sud-Ouest, a learning
community,” and “The Sud-Ouest, an agent of sustainable development.”
These orientations and courses of action converge with RESO’s mission, and their realization will
contribute to making the vision statement adopted by the board of directors in 2002 a reality. It
can be summarized as follows: To make the Sud-Ouest a model of sustainable and equitable
development, a place where it is possible to live, work, enjoy oneself and achieve one’s potential in
a community that is inclusive and open to the world.
Of course, the Sud-Ouest’s major development challenges are part of a greater whole: That is why
LAPEE 2007-2010 takes into account the challenges of metropolitan development as well. It is
foreseeable, moreover, that the accelerated renewal the Sud-Ouest has experienced over the past
few years will intensify, making an essential contribution in its own way to the development of
Montréal. This is what RESO will make every effort to do, as a facilitator in the Sud-Ouest
community on challenges of economic, social and cultural development.
It should also be underlined that LAPEE’s priorities for action could not be implemented without
the concerted effort and mobilization of local socioeconomic stakeholders, and the collaboration
of RESO’s partners, particularly the Sud-Ouest Borough, Emploi-Québec and Canada Economic
Development.
We therefore invite everyone to ensure that, by achieving LAPEE 2007-2010’s projects and courses
of action, the Sud-Ouest’s renewal continues and, especially, in a spirit of fairness and solidarity,
that the greatest number of people possible share in its rewards.
Pierre Sylvestre
President
4
Montréal Sud-Ouest
INTRODUCTION
The Sud-Ouest’s Local Action Plan for the Economy and Employment (LAPEE) is a strategic
orientation document created to identify the main priorities for action by the Regroupement
économique et social du Sud-Ouest (RESO) and its public, private, union, community and
institutional partners in economic and workforce development. With an ear to the concerns,
expectations and aspirations of the Sud-Ouest community on these subjects, LAPEE 2007-2010
was conceived and developed in consultation with a full spectrum of social and economic partners
from the borough, and is considerably informed by the participation of its citizen.
LAPEE 2007-2010 proposes orientations, objectives and priorities consistent with LAPEE 20032006. For those who have been following the dynamic of the Sud-Ouest’s development, it will
offer no surprises. However, if the principles and values that underlie RESO’s work are still the
same—citizens’ participation, cooperation between socioeconomic partners, and independent
governance—, the economic and social context in which RESO’s actions extend has evolved
remarkably.
The Sud-Ouest’s accelerated renewal is only a few years old. This renewal, trumpeted and hopedfor for years, is not mere wishful thinking. It has manifested itself in real terms in a number of
ways:
Residential development: There are nearly 2000 new private residences, many on the
banks of the Lachine Canal, but also some 430 units of community and cooperative
housing.
Population: Sud-Ouest Borough data show that for the first time since the population
began declining in the 1950s, the population of the Sud-Ouest jumped from 66,474 in 2001
to 69,604 in 2006, a 4.7% increase.
Employment growth: Though modest in the 2003–2006 period, employment rose an
average of 4% a year in the past 10 years, representing 8280 more jobs in 2006 than in
1996.
A profoundly changed and diversified economic structure: The traditional manufacturing
sector and its large factories have made way for the new economy (the high-value-added,
or propulsive service industries), particularly in the fields of information and
communications technologies (ICT); production and postproduction for television, video,
film and music; multimedia and, tentatively, tourism and culture.
Company size: There are increasingly fewer large employers and increasingly more small
establishments (a 20% increase in three years).
Quality of life: There has been a marked increase in commercial and cultural activity.
Major multifunctional development projects: more than ever, they are multiplying across
the Sud-Ouest.
5
Montréal Sud-Ouest
There are still
nearly 7000
employable
adults
receiving
social aid in
the SudOuest.
The Sud-Ouest, therefore, is truly at the dawn of a long-awaited renaissance, and it is cause for
rejoicing. But this long-awaited renewal has not benefited everyone, and conceals a reality that
must not, under any circumstances, be relegated to the back burners on the pretext that “things
are improving.” The renewal has brought with it a good deal of hope, but, like any important
change, it raises fears and uncertainties that must not be minimized. There are still nearly 7000
employable adults receiving social aid in the Sud-Ouest, and they are people who are increasingly
difficult to reach out to and accompany in a process of training and job-entry. They are people
made vulnerable by the conditions of poverty and precarity in which they live—conditions that,
in a context of renewal leading inexorably to increases in property values, may force them to leave
the district.
A major challenge then remains for the Sud-Ouest community: the challenge of socially and
professionally integrating those who remain on the margins of renewal. More than ever, the
conditions are right to achieve this integration, and raise hopes that economic development will
go hand in hand with social development: job creation, improvement of the living environment,
residential development, joint expertise in employability, etc. And, more than ever, in a context of
apparent labour scarcity, strategies must be found to attune companies’ workforce needs to the
unemployed workforce available in the borough. Ironically, the more the socioeconomic and
demographic profile of the borough improves, the more threatened the resources to assist the
disadvantaged become. It is not the time to give up, however. We must remain vigilant and ensure
we have the means, as a community, to pursue this long and exacting task.
In this context, LAPEE upholds two “transversal” strategic orientations that must become an
obsession in all of RESO’s actions and every aspect of its involvement:
It is not simply a
matter of
matching one
party’s needs to
another’s, but of
adequately
preparing those
parties so that
the match is as
successful and
lasting for
employers as it is
for workers.
The Sud-Ouest, a learning community
The Sud-Ouest, an agent of sustainable development
In the Sud-Ouest, a learning community is a community that focuses its concerns on the
employability and training of its workforce, whether they are in jobs or not. With over 20 years of
experience in employability and coaching of the unemployed, RESO, in collaboration with
multiple community partners, both public and private, has developed a unique and proven
expertise it is seeking to extend to companies with workforce needs, and job seekers alike. It is
not simply a matter of matching one party’s needs to another’s, but of adequately preparing those
parties so that the match is as successful and lasting for employers as it is for workers. Having a
learning community also means supporting the work of FormaPlus to provide companies with the
tools to improve their workforce’s skills and productivity, making professional development an
essential part of their management practices.
In many respects, RESO has always based its activities on a vision of sustainable and equitable
development. Combining the economic and the social in a declining sector like the Sud-Ouest is
already a stance in favour of social equity. As for the environmental dimension, it has increasingly
become not only a cause for concern among citizens, but an additional analysis criterion in
evaluating financing requests addressed to the investment funds RESO administers.
6
Montréal Sud-Ouest
Finally, it must be emphasized that the orientations identified in LAPEE 2007-2010 call on the
combined and concerted contribution of RESO’s internal resources and those of its many partners
in the urban, economic and social development of the Sud-Ouest. Increased collaboration between
RESO’s services is essential to make innovative strategies—ones that respond to the needs of
individuals, companies and organizations—work. A number of courses of action have been
identified to make these orientations a reality. These courses of action are neither exhaustive, nor
exclusive, but are aimed above all at highlighting opportunities offered by projects that are
already largely a matter of consensus in the community. These courses of action will be improved
and expanded annually when the annual action plans of each of RESO’s services are formulated.
Pierre Morrisette
Executive Director
7
Montréal Sud-Ouest
PREAMBLE
LOCAL ACTION PLAN FOR THE ECONOMY AND EMPLOYMENT:
ACHIEVEMENT MANDATE
RESO was given the mandate of Centre local de développement (CLD) for the Sud-Ouest Borough
when these entities were created in 1998. The Act respecting the Ministère du Développement
économique, de l'Innovation et de l'Exportation defines the responsibilities11 of CLDs in regards to
development of local action plans for the economy and employment (LAPEE), and development of
entrepreneurship, including that in the social economy, as follows:
RESO was given
the mandate of
Centre local de
développement
(CLD) for the
Sud-Ouest
Borough when
these entities
were created in
1998.
“Develop a local plan of action to stimulate the economy and create employment
taking into account the five-year development plan established by the regional
conference of elected officers in its territory and, if applicable, the metropolitan land
use and development plan as well as the general economic development plan adopted
by the metropolitan community in its territory, and see to the implementation of the
local plan of action
“Formulate, in keeping with provincial and regional orientations, strategies and
objectives, a strategy for the development of entrepreneurship, including social
economy entrepreneurship.”
The Act also states that the City of Montréal will entrust local development centres with the
responsibility of local economic development. In effect, the City of Montréal administers on its
territory Chapter 29 of the Act respecting the ministère du Développement économique et
régional et de la recherche concerning the activity of Centres locaux de développement (CLDs).
By virtue of this power, the City of Montréal concluded an agreement with RESO that took effect
April 1, 2005, and is renewed automatically for one-year periods.
The agreement defines the commitments of the two parties, mentions agreements concluded with
other partners, such as the Service d’aide aux jeunes entreprises (SAJE) and the Fonds de
développement Emploi-Montréal (FDEM), and specifies the administrative provisions inherent in
the contract. In this sense the management agreement concluded with the City of Montréal
completes, in Appendix IV, the requirements with which this LAPEE must comply. The
agreement also includes in the appendix a definition of the respective roles of the two parties in
terms of local economic development. Moreover, the City of Montréal, represented by the SudOuest Borough, in a spirit of mutual collaboration, issues implied expectations annually and, in
direct collaboration with RESO, evaluates whether or not they have been achieved.
The agreement that establishes the division of responsibilities between the Sud-Ouest Borough
and RESO is available on request.
.
8
Montréal Sud-Ouest
RESO’S PRESENTATION
TWENTY YEARS OF ECONOMIC AND SOCIAL DEVELOPMENT IN THE SUDOUEST
From 1984 to today...
The Regroupement économique et social du Sud-Ouest (RESO) is a community economic
development corporation that works toward the economic and social revitalization of the
districts of Montréal’s Sud-Ouest. As early as 1984, citizens were taking their destinies into their
own hands with the establishment of the Pointe-Saint-Charles Economic Program (PEP) in a
context of massive job losses in the manufacturing sector. RESO took over from PEP in late 1989
by common agreement of the principal socioeconomic stakeholders and the population of the
Sud-Ouest, and extended its activities to all five of the districts that make up the Sud-Ouest
Borough. Since then, and in consultation with its partners in the business community, community
organizations, unions, institutions, and local elected representatives, RESO has helped save
threatened jobs (railway shops, Sidbec-Dosco, Emballages Consumers, Robin Hood). With the
concerted effort of all of its partners, it has succeeded in consolidating the industrial base of the
Sud-Ouest and attracting new SMEs and hundreds of small businesses. RESO is continuing its
work with job-seeking residents, companies, community organizations and social economy
enterprises. Though the Sud-Ouest community can today take a certain pride in these many years
of effort and achievement, there is still a distance to cover before the renewal benefits the
community as a whole. This is the task RESO has set for itself.
Mission
To mobilize the Sud-Ouest community around development strategies and projects so that it
takes an active part in creating its economic, social and cultural future in a context that is
sustainable, equitable and built on the commitment and consultation of the population and
social and economic partners.
Territory
RESO is implicated in the Sud-Ouest Borough (Côte-Saint-Paul, Émard, Griffintown, Little
Burgundy, Pointe-Saint-Charles and Saint-Henri).
Participation, Consultation and Partnership
Consultation and partnership are at the heart of RESO’s actions, underpin all its activities and are
present in most of its initiatives. RESO’s participatory and representative structure encourages
and facilitates the participation of citizens, organizations and businesses in defining orientations
and development priorities on the territory2. RESO plays a part in existing cooperative efforts,
takes initiatives to create these efforts and works alongside multiple partners. Whatever the
concern—be it development of the territory, housing, the creation of employment hubs, tourist
and cultural development, industry upgrades, in-company workforce training, community
organizations, social economy enterprises or organizing professional training for job seekers—,
9
Montréal Sud-Ouest
this is the approach that is taken. As mentioned in the Preamble, the partnership between the
City of Montréal and RESO has been formalized with an agreement.
structure
A Participatory and Representative Structure
Firstly, RESO is a movement—one based on the participation of an entire community in its own
development. At the basis of its existence is the challenge of democracy itself, and the
community’s real participation in policies, actions and development projects in the Sud-Ouest.
RESO’s structure is such that it enables this participation to happen, and is representative of the
Sud-Ouest community.
Board of Directors
The board of directors determines the activities that will be undertaken by RESO, taking into
account the recommendations formulated by sectoral electoral colleges. Its members represent the
key socioeconomic stakeholders in the Sud-Ouest: businesses, institutions, community
organizations and unions. Participants in RESO’s employability activities are represented on the
board, as is the Sud-Ouest Borough itself.
RESO’s board of directors is made up of the following people:
Pierre Sylvestre, lawyer with the law firm Sylvestre, Fafard, Painchaud; Chairman of the
Board
Madeleine Breton, Director of Program Development, Public Health and Partnerships at
the Centre de santé et de services sociaux du Sud-Ouest/Verdun; representative for health,
education and cultural institutions
Édith Cyr, Director General of GRT Bâtir son quartier; representative for social economy
enterprises
Pierre Dallaire, Plant Manager of Kruger Inc., representative for large companies
Steeve Dupuis, Coordinator of Concertation Saint-Paul/Émard, representative for Émard /
Côte-Saint-Paul community organizations
Véronique Fournier, Basic Training Coordinator, representative for RESO employees
Line Hamel, City Councillor, district of Saint-Henri-Petite-Bourgogne-Pointe-Saint-Charles,
representative for the elected officials of the Sud-Ouest
Éric Legault, representative for participants in RESO activities
•
Véronique Olivier, President of Waveroad, partenaires en télécommunications inc., representative
for retailers and small service enterprises
•
Gilles Paquette, Union Advisor with the Fédération des travailleuses et des travailleurs du Québec,
representative for FTQ unions
10
Montréal Sud-Ouest
Vicente Perez, Coordinator of the Coalition de la Petite-Bourgogne / Quartier en santé,
representative for Little Burgundy community organizations
André Raymond, Director General of the Centre financier aux entreprises, secteur sud-ouest de
Montréal, representative for financial institutions
Jean-François Rivest, President of Voodoo Technologies inc., representative for SMEs
Hugues Rondeau, Union Advisor with the Conseil central du Montréal métropolitain,
representative for CSN unions
Maggie St-Georges, Coordinator of Solidarité Saint-Henri, representative for Saint-Henri
community organizations
Karine Triollet, Coordinator ofAction-Gardien, representative for Pointe-Saint-Charles
community organizations
Non-voting members:
Pierre Morrissette, Director General
Pierre Richard, Vice-President of Strategic Development
Marguérite Blais, Deputy for Saint-Henri / Sainte-Anne at the National Assembly
Stéphane Sainte-Marie, Director, Centre local d’emploi de Pointe-Saint-Charles, representative
for the CLE Pointe-Saint-Charles
Sectoral Electoral Colleges
To elect representatives to the board of directors and make recommendations to it, the SudOuest’s main socioeconomic partners and RESO members meet twice yearly in nine sectoral
electoral colleges.
Large companies
SMEs
Retailers and small service enterprises of five employees or less
Financial institutions
Unions
Social economy enterprises
Community organizations
Health, education and cultural institutions
Participants in RESO’s job-seeking activities
11
Montréal Sud-Ouest
Annual General Assembly
All RESO members and Sud-Ouest residents are invited to attend the annual general assembly.
Concerns voiced at the meeting are relayed to the board of directors. According to the
circumstances and issues of the moment, RESO also holds information and mobilization activities
directed at the citizens of the Sud-Ouest.
Management Team
The following individuals make up RESO’s management team:
Pierre Morrissette, Director General
Guy Biron, Director of Employability Services
Christine Guay, Director of the Carrefour jeunesse emploi du Sud-Ouest de Montréal
Jacques Laniel, Director of Administrative Services and Human Resources
Richard Roussel, Director of Business Services
12
1. PORTRAIT AND ANALYSIS OF THE ECONOMIC REALITY 2006
1.1
EVOLUTION OF THE ECONOMIC STRUCTURE
For 10 years, business and employment on the territory of the Sud-Ouest Borough have
experienced sustained growth, as shown in the table below:
Table 1: Evolution in the Number of Establishments and Employment
Sud-Ouest / City of Montréal, 1996-2006
19962003
20032006
3%
7%
Annual average growth of
employment in the Sud-Ouest
4%
1.2%
employment in Montréal
2.7%
Ref.6
Sources
1996
2000
2003
2006
Number of establishments in
the Sud-Ouest3
1952
2109
2379
2884
establishments in the SudOuest
The Sud-Ouest
has become a
sought-after and
Number of jobs in the SudOuest4
Number of jobs in Montréal5
25,599
31,680
32,683
755,200
834,500
896,200
33,879
enviable
destination.
Employment grew 27.7% from 1996 to 2003, an average of 4% a year in comparison with 2.7% for the
City of Montréal as a whole. Net job creation has slowed over the past three years, mainly because of
significant job losses in the manufacturing sector. However, these losses were compensated by
strong gains in employment in the service and construction sectors. It has become clear that
companies that settled in the Sud-Ouest for its affordability and out of a sense of compromise found
unexpected advantages, such as its proximity to downtown, the quality of life and an increasingly
sophisticated level of networking. As a result, the Sud-Ouest has become a sought-after and enviable
destination.
Montréal Sud-Ouest
Table 2: Evolution in the Number of Establishments, by Industry 2003 / 20067
Establishments
2003 (CTI)
Establishments
2006 (NAICS)
Variation
%
4
4
0
309
337
+9
Construction
59
149
+152
Transportation and storage
44
71
+61
Wholesale trade
172
181
+5
Retail trade
572
457
–20
Other services
1209
1692
+40
Total
2369
2891
+22
Industries
Natural resources
Manufacturing
Table 3: Evolution in the Number of Jobs, by Industry 2003 / 2006
Jobs
2003 (CTI)
Jobs
2006 (NAICS)
Variation
%
27
11
–59
7305
5738
–21
652
1175
+80
1959
1482
–24
Wholesale trade
2457
1688
–31
Retail trade
2518
2693
+7
Other services
16,465
21,092
+28
Total
32,683
33,879
+8
Industries
Natural resources
Manufacturing
Construction
14
Montréal Sud-Ouest
Table 4: Evolution in Manufacturing Employment, by Sector 2003 / 20068
Sectors
2003
2006
Variation %
620
550
–11
1925
1230
–37
Metal products
845
770
–9
Printing
700
730
+4
Plastics and rubber
410
210
–49
Paper and wood
490
540
+10
Other
2315
1700
–27
Total
7305
5730
–22
Textiles and clothing
9
Food, beverages and tobacco products
15
Montréal Sud-Ouest
Table 5: Portrait of All Sectors 2006
Jobs
Average number of
jobs /
establishment
237
5029
21
497
4698
9
624
4053
6
13
3460
266
Other personal services
433
2168
5
Other business services
131
1743
13
Other manufacturing
135
1698
15
Wholesale trade
181
1688
9
71
1482
21
Public administration and public utilities
54
1475
27
149
1175
8
25
1232
49
Manufacturing – metal products
46
766
15
Printing
60
734
12
Culture and tourism
83
644
8
Manufacturing – textiles and clothing
41
552
13
Manufacturing – paper and wood
21
542
26
Financial and insurance intermediaries
41
410
10
7
214
31
38
105
3
4
11
3
33,879
12
Sectors by rank of jobs
Establishments
Teaching, health, social services
High-value-added services
10
Retail and restaurants
Security services
Construction
Manufacturing
products
–
food,
beverages,
tobacco
Manufacturing – plastics and rubber
Legal services and accounting
Primary industry
Total
2891
Although the Sud-Ouest has experienced a general rise in employment (+4%) and in the number of
establishments (+22%) since 2003, there has been a noticeable decline in employment in the
transportation and storage industries (–24%), the manufacturing sector (–21%) and wholesale trade
(–31%). The rise in the number of establishments and in employment is particularly striking in the
construction industries and the service sector.
16
Montréal Sud-Ouest
1.2
GRADUAL CHANGE IN MANUFACTURING
The gradual decline in manufacturing employment has affected Canada as a whole, particularly in
the historically industrialized East. Manufacturing employment has decreased by 13% in Quebec
since the beginning of 200311. This trend, linked to international outsourcing of major
manufacturing activities, has been acute in the Sud-Ouest, with a 21% decline in employment over
the last three years.
The sector of
processing of mineral
products has
benefitted from the
presence of
multinationals that
have made significant
investments in the
Sud-Ouest.
However, this trend could accelerate in the Sud-Ouest with residential development linked to
gentrification, a development ill-suited to the nuisances inherent in manufacturing. The
complaints of new residents, municipal regulatory requirements and, above all, the increase in
property values could incite manufacturing company owners to relocate to a more facilitating
environment. They must also take into account the fact that most of their workforce does not
come from the Sud-Ouest or surrounding boroughs12. In the face of this trend, it is essential to
remain vigilant in a territory like the Sud-Ouest, which is the cradle of industrialization in
Canada, and a place where the intermingling of industry and other urban functions is seen as a
plus by the citizens’ groups of the borough.
In other respects, the health of certain industrial sectors is unmistakable. The paper, cardboard
and wood sector performed well with a 10% rise in employment, and a number of recycling and
storage companies prospered. The printing sector, benefiting from its proximity to the
downtown, also had favourable results, with employment rising 4%. Processing of mineral
products, lead by metals and glass, remained another significant sector with 770 jobs, and has
benefited from the presence of multinationals that have made significant investments in the SudOuest13. Finally, the cigarette manufacturer Imperial Tobacco Canada consolidated its Canadian
headquarters in the Sud-Ouest with the recent hiring of 300 people14.
The overall 9% jump in the number of establishments—their numbers rose from 309 to 337
between 2003 and 2006—is a sign that the industrial fabric is becoming more diversified, large
employers increasingly making way for a multitude of SMEs subcontracted by prime
manufacturers or filling specialized niches.
1.3
The rise in
employment since
2003 has translated
into nearly 5000
new positions
EXPANSION OF THE SERVICE ECONOMY
Services to individuals and companies, including construction, retail trade, financial services,
education and health, experienced radical growth and diversification in the Sud-Ouest15. The rise
in employment since 2003 has translated into nearly 5000 new positions16.
It is thought that construction’s substantial growth (+136% increase in the number of
establishments) is linked to the recent boom in this otherwise cyclical industry, barriers to entry
being relatively low for entrepreneurs17. Moreover, retail trade experienced a 7% increase in
employment despite a concentration process resulting in a 20% decrease in the number of
establishments since 2003. Services are dominated in the territory by the public sectors of health,
social services and education, as well as public administration, for a total of 6500 jobs. The
borough boasts major old age homes, such as the Mance-Décary and Yvon-Brunet residences,
which total 810 employees. The École de technologie supérieure, with over 910 employees, also
figures in this sector, and appears likely to experience continuous and sustained growth. These
establishments will play a significant part in the Sud-Ouest economy over the next few years,
notably because of the aging of the population and the expansion of the knowledge economy.
Virtually all personal and business services have also experienced sustained growth. Included in
this sector are a variety of private personal services (with nearly 2200 jobs) and business services
17
Montréal Sud-Ouest
(with over 1800 jobs). Security services in particular, with 3460 jobs, have experienced
accelerated growth. The culture and tourism sector, which numbers 650 jobs, and financial and
legal services, with over 600 jobs, are other sectors in expansion. Security services mainly centre
on two companies, Garda Canada and Group 4 Securicor.
Yet employment is declining in service sectors that require a good deal of space for their activities.
In effect, wholesale trade, which represents 1700 jobs, has decreased by 31% since 2003. Similar
fates have befallen the transportation and storage sector, with 1500 jobs, a 24% drop since 2003.
Two factors explain this decline: Firstly, there is the increase in the price of land and industrial
rents arising from both the boom in residential development and the entry of high-value-added
tertiary activities; secondly, there are the growing constraints on development and transportation
of merchandise in an increasingly closed-in and congested environment.
1.4
The three geographic
areas that abut the
Montréal downtown
are the main
beneficiaries of this
boom.
EXPANSION OF THE NEW ECONOMY
The high-value-added, or propulsive, service sector18 has doubled in five years, rising from
approximately 2500 jobs in 200019 to nearly 5000 jobs today. High-value-added services primarily
comprise the film, video, music and audio industries, which contribute to nearly 1800 jobs, or 36%
of the total. But the various branches of information technology are also represented here:
software publishers, Internet services and electronic data bases, and computer system design.
Rounding out the list are broadcasting and telecommunications; scientific, technical and
engineering services; design and architecture; as well as management and communications
consulting.
In the case of the propulsive service industries, it is innacurate to define their localization in the
Sud-Ouest as an economic trend. In fact, the three geographic areas that abut the Montréal
downtown—Griffintown / Little Burgundy, Saint-Henri and Pointe-Saint-Charles—are the main
beneficiaries of this boom, while the Côte-Saint-Paul / Émard area is a lesser participant. In this
sense, the three areas mentioned are an integral part of the recent positioning of the Montréal
centre as a city of the new economy.
18
Montréal Sud-Ouest
Among the 497 companies and 4698 jobs surveyed, the Pointe-Saint-Charles area alone boasted
128 companies and nearly 50% of jobs, for a total of 2213. Major niches included
film/ video / audio, with 1261 jobs.
information technology, with 346 jobs.
design / architecture, with 200 jobs.
consulting / communications, with 178 jobs.
scientific services, with 155 jobs.
Next in line is the Griffintown / Little Burgundy area, which has 147 companies and 1226 jobs,
including 509 jobs in radio-television / telecom broadcasting and 237 jobs in film / video / audio.
Lastly, another significant area, Saint-Henri, numbers 148 companies and 853 jobs, including 270
in design / architecture and 167 in film/ video / audio.
The Sud-Ouest’s intensified participation in the new economy of downtown Montréal is the
result of the following factors:
a) The presence of at least six large-scale industrial complexes offering industrial lofts
prized by information technology companies
b) The installation in the Sud-Ouest of world leaders such as the Pixcom Group, Babel
Média and Meteor Studios, associated with the Discovery Channel
c) The presence on the territory or its immediate periphery of universities and institutional
research centres such as Concordia University, the École de technologie supérieure and
the imminent McGill University Health Centre (MUHC)
d) A substantial public transit network with seven metro stations, nearly a dozen more on
the periphery, and a sizeable number of bus routes20
e) The end, since 2003, of new tax credits that favoured real estate complexes adjoining the
Sud-Ouest territory, such as the Cité du multimédia and E-Commerce Place
f) Gross and net rent costs inferior to those in the Ville-Marie Borough (see Table 6)
19
Montréal Sud-Ouest
Table 6: Downtown Montréal / Industrial and Office Real Estate Market
1st Quarter 2006
Median annual rent cost before
operating expenses
The Sud-Ouest must
assert its other
comparative
advantages, including
the Lachine Canal and
a renewed and
distinctive image,
which, when properly
promoted, will make it
a powerful draw to
these entreprises.
Central boroughs
Sud-Ouest
Ville-Marie
Plateau Mont-Royal
2
Class A offices / ft.
-
21
-
Class B offices / ft.
$12 / $18
$15 / $18
$12 / $17
Class C offices / ft.
$7 / $12
$13 / $15
$10 / $12
Light industry / ft.2
$4 / $5
-
$5 / $6
$22 / $25.50
Currently, the advantage in office costs is even more marked when operating expenses, usually
much higher in the historic downtown area (Ville-Marie), and the indoor parking tenants require
are taken into consideration. The factor cost of rent is nevertheless destined for numerous changes
in the years to come. For one, rent costs in the extensively renovated industrial complexes of the
Sud-Ouest are rising. For another, the occupancy rate of downtown offices was 12.3% in the first
quarter of 2006, a situation favourable to tenants. As a result, certain landlords will offer price
reductions upon installation, while others will increase the supply of industrial lofts for new
economy businesses by converting offices once used for administrative activities. Consequently,
competition with the downtown area (Ville-Marie) to attract new economy businesses will
continue over the next few years. More than ever then, the Sud-Ouest must assert its other
comparative advantages, including the Lachine Canal and a renewed and distinctive image, which,
when properly promoted, will make it a powerful draw to these enterprises.
1.5
CONSOLIDATION OF THE SOCIAL ECONOMY
The social economy occupies an important place in the economy of Montréal’s Sud-Ouest. Its
development has been aided by the establishment of technical guidance resources and adapted
public policies. The fact that it is so firmly anchored in the community—exemplified, notably, by
the sustained voluntary commitment to democratic bodies, and often by the achievement of the
activities itself—is just as important. Though they have developed in a market context, social
economy enterprises are part of a particular dynamic that favours their long-term survival.
In the spring of
2002, the Sud-Ouest
Borough numbered
nearly 45 social
economy
enterprises.
In the spring of 2002, the Sud-Ouest Borough numbered nearly 45 social economy enterprises. To
provide the most accurate portrait possible of them, a survey was conducted22. From 45
organizations contacted, 32 answered, for a very satisfactory response rate of 71%. Nearly half of
those surveyed worked in the field of early childhood care. The other half comprised enterprises in
the fields of tourism, housing and food. By 2006, certain companies had ceased to exist, while
others had been created; they numbered 40. Industry sectors are distributed as follows:
20
Montréal Sud-Ouest
Chart 1: Breakdown of Industry Sectors in the Social Economy in 200623
Environnement et
recyclage 5%
Commerce de détail
5%
Formation 3%
Alimentation 5%
Loisirs et
récréotourisme 8%
Aide domestique 3%
Manufacturier 3%
Nouvelles
technologies de
l'information 3%
Art et culture 10%
Habitation 9%
Petite enfance 46%
In 2006, social economy enterprises reported average sales of over $900,000, a 26% jump in four
years. In employment terms, they experienced 5%24 growth, with average jobs per enterprise
rising from 18 to 19. The legal structure is homogeneous; in this respect, there are 37 nonprofit
organizations and only three cooperatives (two service cooperatives and a user cooperative).
Their legal statuses stem directly from the convictions and objectives of the promoters, and each
enterprise has opted for the structure that corresponds best to their promoters’ ideas.
It is particularly important to mention that the community organization sector, though it
conducts very little or no market activities, occupies an important place in the Sud-Ouest
economy25. The borough now boasts some one hundred community organizations with average
sales of over $535,000. This represents a 19% increase over 2002‘s figure of $480,00026. In job
terms, there has been a slight increase, with average jobs per organization rising from 14 to 16.5.
1.6
EXPANSION OF THE CULTURAL SECTOR27
The economic importance of culture has become increasingly apparent in the Sud-Ouest over the
past few years. Four-hundred-and-thirty-five (435) members of the cultural community were
documented in 2005, compared to 300 in 1999. This represents an increase of 45%, or nearly 8% a
year since 1999, which translates into 4000 jobs, two-thirds of which are freelance28. Since 1999,
21
Montréal Sud-Ouest
certain industry sectors have declined: artists and craftspeople (particularly visual arts), film
/ television / video, multimedia and music. However, certain industry sectors have expanded:
graphic design, architecture, furniture, fashion, photography, museology and heritage, antiques,
cabinet making and furniture manufacturing, and cultural dissemination29.
Table 7 gives an overview of the 435 entities documented in 2005 according to specialty30. The
principal specialties present in the Sud-Ouest are
design: A sector that has grown throughout Quebec.
arts and crafts, particularly the cabinet-making sector: The industrial buildings of the
Sud-Ouest have proved ideal for this type of entreprise.
photography: The presence of industrial buildings converted into loft-studios has also
favoured this type of activity.
22
Montréal Sud-Ouest
Table 7: Cultural Sector, Members of the Cultural Community, by Specialty
Specialty
Number
%
108
25%
Arts and crafts: Cabinet making
55
13%
Photography
50
11%
Visual arts
40
9%
Film / television / video
28
7%
Museology and heritage
27
7%
Music
18
4%
Cultural recreation
15
3%
Performing arts
13
3%
Multimedia
13
3%
Literature and publishing
9
2%
Specialized programs (schools)
6
1%
Libraries
5
1%
Design: Graphic, architectural,
interior,
fashion,
decorative,
furniture
Arts locations
Others and non-classified
Total
5
1%
43
10%
435
100%
Table 8 presents a ranking of members of the cultural community into four categories exclusive of
one another, according to their activity’s main purpose.
Table 8: Cultural Sector, Members of the Cultural Community According to Purpose31
Category
Industry and retail
Artists and
craftspeople32
Social economy
organizations and
enterprises
Institutions
Not classified
Total
Purpose
Number
%
Income producing
283
65%
Artistic and cultural
87
20%
Sociocultural or
socioeconomic
27
6%
Public services
15
3%
N.A.
23
6%
435
100%
23
Montréal Sud-Ouest
Table 9: Cultural Sector, Distribution of Jobs33
Number of
entities
Regular jobs
Freelance
Total jobs
178
1182
2153
3335
Artists and craftspeople
35
29
44
73
Social economy organizations and
enterprises
17
53
172
225
6
25
10
35
236
1289
2379
3668
Categories
Industry and retail
Institutions
Total
there are twice as
many freelance jobs as
there are regular.
Not surprisingly, there are twice as many freelance jobs as there are regular. This is a
characteristic of the cultural sector that is not restricted to the Sud-Ouest.
Three key issues must be emphasized in regards to the development of the cultural sector in the
Sud-Ouest: access to work space, growth of companies and the commitment of the community. It
is clear that creative and production activities have been threatened by the increase in rents. We
are witnessing a change in the occupancy of the old industrial complexes: The artistic and craft
activities are being gradually replaced with commercial and industrial activities. Artists and
craftspeople, along with social economy organizations and enterprises, have had a difficult time
contending with the increases in rent costs. However, they retain a certain commitment to
remaining in the Sud-Ouest.
Another imperative, the growth of cultural enterprises, is conditional on better management.
Commercial enterprises have already made the shift to globalization. Design is centred here, while
production takes place in Asia. There is a need for adapted financing, particularly concerning
technological investments and acquisition of work space. Jobs remain precarious (freelance). In
business, the sense of belonging to the Sud-Ouest is weak, and there is little local hiring. Yet in
the face of such challenges, attitudes have remained positive and openmindedness has prevailed.
Moreover, in so far as they relate to the market, development opportunities are thriving: making
better use of the Lachine Canal, our artistic heritage (including jazz) and our architectural
heritage.
Expansion of activities by artists and craftspeople has been hindered by a lack of arts locations.
They have expressed a desire to meet with each other and collaborate, and a need to obtain
targeted assistance in management and marketing. Certain opportunities have become available
to them: new cafés, the Lachine Canal and the Centre culturel Georges-Vanier.
In the social economy, growth has been checked by demanding working conditions. There is a
good deal of personal involvement, volunteer work and freelancing. There is also a paucity of arts
locations. The service offer and self-generated income are still deficient, as is work performed in
partnership (private and public).
In general, the absence of a renewed image for the Sud-Ouest has stalled the full development of
the cultural sector. There is a need for consultation and connection. That said, the arrival of
better-heeled residents is synonymous with new potential clients for culture.
24
Montréal Sud-Ouest
Culture is likelier
than most to
provide a positive
contribution to the
defining and
promotion of a
renewed image of
the Sud-Ouest.
The Sud-Ouest community’s commitment to assigning culture a central place has been articulated
around a number of elements. From an institutional perspective, there is a need to bring the
schools of the cultural community closer together, multiply arts locations, make work spaces
available for shared cultural practices and encourage exchange of expertise. Culture could become
a unifying element in the districts of the Sud-Ouest. More than ever, the Sud-Ouest needs a
cultural vision to facilitate the changes produced by gentrification-driven real estate development.
As a factor in outreach and identity, culture is likelier than most to provide a positive contribution
to the defining and promotion of a renewed image of the Sud-Ouest.
1.7
POTENTIAL OF THE LOCAL RETAIL MARKET
The households of the Sud-Ouest Borough represent a market whose potential must be estimated
before playing a part in the development of retail commerce and local services in the borough. In
2001, there were 31,225 households in the Sud-Ouest with an average annual income of $36,683,
for a general purchasing power of $1,145,426,675 a year34. In all likelihood, the number of
households has continued to grow since that time at a rate largely equivalent to that recorded
since 199635. Similarly, it is more than probable that average household income has grown with
the significant arrival of higher-income households occupying high-end housing and deriving for
the most part from other areas of the CMM36. A conservative estimate of annual growth from 2001
to 2006 in both the number of households and average income is 2%. Consequently, the number of
households in the Sud-Ouest in 2006 can be reasonably established at 31,850, with an average
annual income of $37,500, for an estimated grand total of $1,194,375,000 in annual income.
It can be
supposed that
the level of
retail outflow
will rise.
The retail market study conducted for the Nordelec real estate project estimated that 22% of this
income was translated into local expenditure37. According to a Statistics Canada study on
households in the metropolitan Montréal area, the total of local expenditures on such items as
food, household maintenance, health care, personal care, recreation, tobacco products and alcohol,
gambling and other expenses can be established at approximately 30% of household income38. For
the purposes of this demonstration, it can be provisionally determined that about 25% of
households’ overall incomes in the Sud-Ouest will be translated into local consumption expenses,
for an approximate annual total of $298,343,750, or nearly $300 million.
The study on the Nordelec real estate project concerned a region similar to the Sud-Ouest
territory39. The study evaluated current retail outflow on this territory at approximately $100
million per year40. Considering the residential development anticipated over the next few years,
and the resulting introduction of a wealthier population to the Sud-Ouest, it can be supposed that
the level of retail outflow will rise41. This is therefore an issue that deserves to be better
documented and clarified for any initiative on employment and quality of life in the Sud-Ouest.
25
Montréal Sud-Ouest
1.8
SOCIOECONOMIC PORTRAIT42 OF THE SUD-OUEST BOROUGH
1.8.1
Population Origins43
In 2001, the total population of the Sud-Ouest was 66,474 people (66,434 in 1996), or 3.7% of the
population of the Island of Montréal. According to figures published on the Sud-Ouest Borough
Website, the population was 69,604 in 2006, an increase of 4.7% since 2001. The 2001 Census
indicated that a fifth (20.1%) of the people living in the territory of the Centre local d’emploi
(CLE) were born outside of Canada, a lower percentage than on the Island as a whole (29.6%);
44.6% of immigrants have arrived since 1991 (37.4% on the Island as a whole); finally, 19.1%
declared in the census that they belonged to a visible minority. The fastest growing groups in the
CLE’s territory are people from northern African countries, the Middle East, South Asia and Latin
America.
1.8.2
Family Situation
The Sud-Ouest Borough numbered 16,690 families (with or without children), including 4820
(28.9%) who were single-parent families (20.8% for the Island of Montréal), 85.5% of which were
headed by a woman. Lastly, 19.7 % of people lived alone.
1.8.3
Knowledge of Official Languages
Sixty-five percent of the population is francophone, 18% anglophone. Over 55% of the population
is bilingual (with a knowledge of English and French); less than 10.2% of the population speaks
only English and 1.6% speak neither English or French.
1.8.4
Education Level
The segment of the population comprising people aged 15 to 64 is less educated in the Sud-Ouest
than on the Island of Montréal as a whole. There are fewer university graduates (16.5%, compared
to 24.2%) and more people (12.8% compared to 8.7% on the Island as a whole) who have studied
no higher then the ninth grade (Secondary Three).
The
population
living in the
territory
covered by the
CLE PointeSaint-Charles
is the third
most
economically
disadvantaged
of the 17 CLE
territories on
the Island of
Montréal.
It is worth noting that the generation aged 16 to 35 seems substantially more educated than
preceding generations. The 30- to 44-year-old population is better educated than the 45- to 64year-old population. The trend indicates that young people aged 15 to 29 will be more educated
than the other two groups, even though they cannot be compared because they have not finished
their studies. As an example,
among people aged 15 to 29, 7.1% have not studied farther than Secondary Three.
this figure rises to 7.6% among 30- to 44-year-olds,
and 23.8% among 45- to 64-year-olds.
People born outside of Canada are more educated and more likely to have a university degree
(24.6%, compared to 14.1% of people born in Canada). This is not the case with Blacks, however,
who are less likely to have university degrees, and Latin Americans.
1.8.5
Income
26
Montréal Sud-Ouest
Average annual income for men was $25,872, $8048 less than it was on the Island of Montréal.
Income for women was $18,961, and it too was inferior to that of their counterparts on the Island
of Montréal. As on the Island as a whole, women were more likely than men to have no income.
The population living in the territory covered by the CLE Pointe-Saint-Charles is the third-most
economically disadvantaged of the 17 CLE territories on the Island of Montréal.
1.8.6
Health of the Population44
In the territory covered by the Centre de santé et de services sociaux (CSSS) of Verdun / CôteSaint-Paul, Saint-Henri and Pointe-Saint-Charles, life expectancy for men was 72.3 years (74.8
years for the Island of Montréal), and 79 for women (81.1 for the Island of Montréal). The suicide
rate was 20 cases per 100,000 (15 cases per 100,000 for the Island of Montréal). The infant
mortality rate was 6.3 cases per 1000 (5.6 cases per 1000 for the Island of Montréal). The cancerrelated mortality rate was 301 cases per 100,000 (253 cases per 100,000 for the Island of Montréal).
1.8.7
Local Workforce
INDUSTRY AND PROFESSION TYPE
The local population works mainly in the major sector of production services (30.7%), particularly
in the business services sector (13.6%) and the transportation and communications sector
(10.5%).
Next in line are activities related to the major sector of consumer services (30.4%), particularly
the sector of other consumer services (14.5%) and the retail commerce sector (11.5%). In this
industry sector, jobs are often seasonal, precarious and low-paying.
Over a quarter of the active population (25.6%) works in the sales and services category. The
business, finance and administration category accounts for 20.4% of the employed population,
while the trades, transportation and machinery category numbers 11.4% of workers.
WORKFORCE
In 2001, the unemployment rate was 11.6% compared to 9.2% on the Island of Montréal as a
whole. Young people had activity and employment rates that were lower than those on the Island
of Montréal as a whole, and a higher unemployment rate (12.3% as opposed to 11.3%). Young
people aged 25 to 29 represented 15.2% of employment insurance recipients in 2003, and 10.5% of
employment assistance recipients in March 2003. The activity and employment rates of adults
aged 45 to 64 stood at 63 % and 57%, respectively, 6 and 7,1 points lower than in Montréal, and
their unemployment rate was 9.9% (7.4% for Montréal).
Women made up 40% of total employment insurance recipients in 2003, and 50.5% of
employment assistance recipients in March 2003. The active population aged 15 and older born
outside of Canada (12,060 people) had an unemployment rate of 17.3%, as opposed to 13.5% for the
Island of Montréal as a whole. In March 2003, there were 9224 employment assistance recipients,
74.3% of whom were considered to be without limited capacity or with temporarily limited
capacity. Over 30.1% of employment assistance recipients were born outside of Canada.
Employment assistance recipients on the CLE territory are also proportionately more likely to
27
Montréal Sud-Ouest
have received benefits for several years since January 1975: 44.1% have received benefits for 10
years or more, as opposed to 30.7% for the Island of Montréal.
A more studied analysis brings out the following facts: Labour force participation rates are weaker
in the Sud-Ouest than the average elsewhere on the Island of Montréal; the potential
employability of people on the margins of the labour force remains as low as ever. The differences
observed in Table 10 are arguably an accurate representation of reality.
Table 10: Montréal / Sud-Ouest, Indicators of Labour Force Participation,
Population Aged 15 and Older45
Montréal area 2005
Island of Montréal
2001
Sud-Ouest 2001
(12,060 people)
66%
58%
55%
59%
50%
46%
11%
13%
17%
Labour force
particpation rate
Employment rate
Unemployment rate
In 2001, differences of 4, 4 and 3 percentage points, respectively, were observed in unemployment,
employment and labour force particpation rate, to the detriment of the Sud-Ouest in comparison
with the Island of Montréal. The improvement in employment in the Montréal region reflected in
the 2005 data has certainly carried over to the Sud-Ouest; however, such relative differences
remain.
Another interesting observation concerns the occupational distribution of employment insurance
recipients, people truly active and able to work.
Table 11: Occupational Level of Employment Insurance Recipients
Monthly Average: April 2002 – March 200346
Sud-Ouest
(2203 people)
Level
Management
3%
5%
Professional
Technical
specialized
Intermediate
9%
13%
27%
28%
47%
35%
Elementary
The Sud-Ouest had
an
overrepresentation
of recipients with a
highschool
education or
specific training
(short
professional).
Island of
Montréal
and
14%
19%
100%
100%
At the time of the study (Table 11), the Sud-Ouest had an overrepresentation of recipients with
intermediate-type skills, i.e. workers with a highschool education or specific training (short
professional). In fact, nearly half of recipients in the Sud-Ouest belonged to this category,
compared to 35% for the Island of Montréal. This category includes office personnel, health
services support staff, sales and service personnel, intermediate employees in transportation and
machinery, as well as employees connected with manufacturing, processing and assembly in
factories.
Chart 2: Education Level of the Population Aged 15 to 6447
28
Montréal Sud-Ouest
24%
Universitaires avec bac et plus
17%
14%
11%
Universitaires sans bac
Autres études non universitaires
avec diplôme
16%
15%
Autres non universitaires sans
diplôme
Île de Montréal
Sud-Ouest 45 665 personnes
8%
8%
3%
3%
Diplôme d’une école de métier
27%
9e à 13e année
34%
9%
Inférieur à 9e année*
13%
0%
10%
20%
30%
40%
*(Secondary 3)
Chart 2 illustrates the differences in education levels of Sud-Ouest residents and those of the
Island of Montréal. These disparities are located at the extremes of the school attendance
spectrum. Effectively, the Sud-Ouest population remains overrepresented in terms of adult
population with an education level inferior or equal to Secondary 5. In the intermediate education
levels, the Sud-Ouest is comparable to the rest of the Island, for both trade school and collegelevel degree holders and adults who have attended these institutions without obtaining degrees.
At the other end of the spectrum, the Sud-Ouest is underrepresented in university enrolment.
In conclusion, the portrait of the workforce living in the Sud-Ouest brings into focus the
following broad characteristics: A workforce that is less perfectly integrated into the labour
market, with a significantly lower proportion of active population and a higher unemployment
rate. Moreover, this workforce has a higher unemployment rate in professions requiring a high
school education, a category where a very significant proportion of the territory’s workforce can
be found.
1.8.8
Place of Work
Residents of the territory of the CLE Pointe-Saint-Charles work mainly in the downtown area, on
the territory of Saint-Alexandre (28.6%), and next in their own territory (19.7%) and, secondarily,
on the territories of the CLE Saint-Laurent (8.3%) and LaSalle (6.8%).
29
Table 12: Sud-Ouest Borough;
Geographic Origin of Workers by Industry Sector48
All sectors
Adjacent
boroughs49
Rest of the
Island
Off the
Island
21%
17%
28%
34%
Manufacturing
15%
17%
24%
44%
Construction
19%
17%
24%
40%
Consumer services
28%
19%
26%
27%
20%
17%
29%
34%
23%
16%
33%
28%
5180
4215
6755
8405
Production
services
Public services
Total workforce
The retention of
manufacturing
enterprises
founded on
retention of local
employees is
deceiving.
Sud-Ouest
Total
100%
24,555
On the other hand, Table 12 presents certain findings on the origin of employees working in the
Sud-Ouest. A large proportion of jobs, some 38%, are occupied by residents of the Sud-Ouest and
adjacent territories. This proportion is much higher, 47%, in consumer services and local services,
such as retail and private personal services, whose establishments are relatively immobile since
they are destined for the local market. On the other hand, the proportion is considerably less
significant in the manufacturing sector, where establishments are more mobile because their
production is generally not destined for the local market. The retention of manufacturing
enterprises founded on retention of local employees could be deceiving. In fact, already, over 68%
of employees in the Sud-Ouest’s manufacturing sector commute from territories off the island or
non-adjacent to the Sud-Ouest; 85% do not come from the Sud-Ouest at all.
Montréal Sud-Ouest
2.
ORIENTATIONS AND PRIORITIES OF THE 2003-2006 PLAN: AN
OVERVIEW
2.1
OVERVIEW OF THE ECONOMIC DEVELOPMENT PLAN
An exhaustive overview of the activities and actions addressed in the 2003-2006 economic
development plan (PALÉE 2003-2006) was produced by RESO in December 200550. The
following is a summary of RESO’s main achievements in this period:
Direction 1: The Lachine Canal as a Central Axis of Development
Throughout this period, RESO made representations to various federal government authorities to
obtain a second phase of public investment. RESO and its partners took a step-by-step
investment approach, by project and geographic centre. Moreover, RESO was responsible for the
creation of the Société de promotion du canal de Lachine, which set up
a board of directors representing the community and public authorities.
annual programming in 2005 on the theme Le canal de Lachine 1825-2005, La part des femmes.
a permanent director general at the start of 2006.
Direction 2: Developing a New Image for the Sud-Ouest
Though the promotion committee has not yet been created, a number of preparatory steps have
been taken with the borough, including
the Rendez-vous de la Culture du Sud-Ouest, held March 30, 2005, which brought together 120
members of the cultural community.
the launch of the Website Carrefour-immobilier.com/Sud-ouest on February 8, 2006, which
brought together 60 members of the metropolitan real estate community on the theme Le
Sud-Ouest au cœur du devenir de Montréal.
Direction 3: Retaining, Expanding and Attracting Business
In general, RESO has worked to have the City of Montréal’s new master plan change the
dedication of the Turcot and CN yards in order to promote job creation. RESO also collaborated
on the project Action Embellissement du canal de Lachine (Pro-Vert Sud-Ouest), which, since 2002, has
contributed to landscaping uncultivated lands in the Sud-Ouest.
31
Montréal Sud-Ouest
As for RESO’s Business Services, it has engaged in various land-use planning initiatives to
promote employment:
Contaminated sites and financing strategies have been identified with the Montreal
Center of Excellence in Brownfields Rehabilitation (MCEBR).
At each public consultation it has participated in, RESO has notified the City of Montréal
of the importance of financial incentives for attracting business.
A strategy to rehabilitate industrial space and relocate businesses has identified
businesses in expansion and determined pockets of redevelopment: Cabot, SaintAmbroise, Place Turcot, Wellington-Bridge, Griffintown, Nordelec and Dompark.
Meetings are underway with the promoters, owners and companies in the Cabot,
Griffintown, Nordelec and Dompark pockets.
RESO helped to create the cooperative training association FormaPlus, now an independent
association that provides services to nearly 30 companies. The training association’s launch
required a visit by 200 business leaders. FormaPlus was specifically developed to unite business
leaders and human resources agents around training themes. The project Les compétences à l’honneur
paved the way for development of a directory of the 10 best training practices, production of 20
videos with testimonials from business leaders and employees in training programs, creation of a
toolbox, and the hosting of a closing gala attended by over 125 people.
RESO Business Services has undertaken a series of projects and activities to identify business
leaders and real estate promoters, and set up business intelligence and networking, including
updating business data in the LIC data bank.
conducting fact-finding visits to the Cabot sector.
business networking in the cabinet-making sector.
supporting the Chambre de commerce et d’industrie du Sud-Ouest‘s UNIO contest.
establishing an information bank to locate businesses and spaces available, the carrefour
immobilier.com/sud-ouest.
In terms of business assistance, Business Services and RESO Investissements inc. have
taken steps with public authorities and financial institutions to recapitalize RESO
Investissements inc., which administers 23 investment projects totalling loans of nearly
$8.6 million.
financed over 130 businesses from the date the fund was established to the present day,
for a total of $8.4 million, through the Jeunes promoteurs program, the Fonds local
d’investissement (FLI), the Société locale d’investissement dans le développement de
l’emploi (SOLIDE), the Fonds de Développement Emploi-Montréal (FDEM) and RESO
Investissements inc.
created or maintained over 576 jobs with these investments; among businesses financed,
84 are still active, including 53 that are still operating in Montréal’s Sud-Ouest.
32
Montréal Sud-Ouest
organized the Tremplin Formation / Productivité, attended by eight Sud-Ouest business
leaders; 130 business leaders were met.
supported projects to implement specialized second-line services for leaders of private
and social economy enterprises.
Direction 4: Retaining, Expanding and Attracting New Economy Business
To accelerate local expansion of the new economy, RESO has activated and organized certain
projects, including
the creation of the Société pour le soutien des projets d’imagerie numérique pour le
cinéma (SPINC), which has already undertaken five joint financing efforts with RESO.
the setting up in 2006 of networking activities between the technological SMEs of the
Sud-Ouest, in collaboration with the team of Investissements Grand Montréal and
Montréal International.
the adoption by the board of directors in March 2005 of the Plan de développement d’un pôle
technologique pour le Sud-Ouest de Montréal. This decision may soon be translated into action
through the spillover effect of the announcement of the McGill University Health
Centre‘s installation at the top of the Saint-Jacques cliff. A liaison committee, whose
economic and employability components RESO had a hand in, has been established to
maximize benefits for the Sud-Ouest from the project.
RESO’s active participation in the City of Montréal’s Economic Development
Commission on establishing a health science park.
the beginnings of a client-contact and back-office service centre. An implementation
committee, presided by well-known specialist Jan Cjech, has been formed to this effect.
Direction 5: Major Development Initiative for the Community
A multifunctional development concept (tourism, jobs, housing) has been developed and
promoted by RESO, the group Bâtir son quartier and the Coalition de la Petite-Bourgogne /
Quartier en santé. The project is characterized by
the creation of 1000 to 1300 jobs and the construction of affordable housing and a
significant proportion of community housing, encouraging social diversity.
the establishment of an important consensus in the community that attracted the support
of the Comité des élus du Sud-Ouest, the Société du Havre de Montréal and the mayors of
the borough and Montréal.
33
Montréal Sud-Ouest
Along with the company Productions Absolu Saint-Laurent, RESO has taken steps to consolidate
heritage cruises on the Lachine Canal:
In 2005, the company Productions Absolu Saint-Laurent celebrated its first complete year
of activity.
Product diversification initiated two years ago has borne fruit, translating into a
significant rise in sales and customer volume in 2005.
Direction 7: Developing the Social Economy
Among the more significant achievements of the social economy were
consolidation and expansion of domestic help services by the company La Maisonnette
Sud-Ouest, followed by a revision of the resource management policy.
completion of the network of Centres de la petite enfance (CPE). Since 2003, the
finalization of six projects has enabled 325 new daycare spaces to be created, and 61 new
jobs.
recognition by Emploi-Québec in 2005 of the social economy enterprise CAFÉ Paradoxe,
supported by RESO, as an integration enterprise. In 2004, this entreprise had completed
its business plan and specified its market, the management and production of cultural and
multimedia events. Since then, it has substantially increased its sales, refurbished its
equipment and fulfilled its integration mission by training 26 young workers a year.
marketing of the concept of virtual company visits developed by the Carrefour jeunesse
emploi du Sud-Ouest de Montréal.
Direction 8: Supporting Development of the Cultural Sector
Since 2003, the cultural sector has enjoyed a remarkable boom in the Sud-Ouest, one in which
RESO has played a part. Over the past few years, RESO has helped develop a synergy between key
figures of the cultural hub in the Notre-Dame Street sector (Corona Theatre, Centre culturel
Georges-Vanier). The Corona Theatre has completed its renovations. The Centre culturel
Georges-Vanier, completely renovated, has made its name as an important location for shared
cultural practices and diffusion. The Table des acteurs culturels, created in 1997 at RESO’s
instigation and animated by it, was reopened in time for preparation of the Rendez-vous de la culture
du Sud-Ouest. Among the structuring projects in this sector were
a portrait of the cultural sector, in terms of its organizations, companies, jobs and
equipment, updated in time for the Rendez-vous de la culture du Sud-Ouest, which was
organized jointly by the borough and RESO and held in March 2005.
the Association culturelle du Sud-Ouest (ACSO), which obtained the support of the
Fonds d’économie sociale du Sud-Ouest to conduct activities during the Lachine Canal’s
summer programming, and carry them on at the Centre culturel Georges-Vanier,
the ACSO development plan, elaborated in the beginning of 2005, which was articulated
around three main components: activities offered at the Centre culturel Georges-Vanier,
cultural mediation and organization of a funding campaign.
34
Montréal Sud-Ouest
Direction 6: Developing Tourism
organizational and financial support to develop activities at arts locations throughout the
Sud-Ouest, namely the Corona Theatre, the cultural bistro Va-et-Vient and the Société de
promotion du canal de Lachine (canal programming).
the Cité des artistes, an organization promoting the development of 400 studioresidences for artists in visual arts, which chose the Sud-Ouest (Griffintown) as the
centre of operations for its project. RESO has lent its support to the organization.
Two commercial arteries have particularly attracted RESO’s attention:
RESO collaborated with the Sud-Ouest Borough to back the SDC Monk and prepare a
Direction 9: Revitalizing Commercial Arteries
request for aid from Commercité and the Fondation Rues principales.
Direction 10: Encouraging Social Diversity in Housing
RESO took part in organizing the Quartier des antiquaires on the eastern portion of
Notre-Dame Street.
The goal to create 400 social housing units in the Sud-Ouest with Opération 5000 logements has been
exceeded. RESO has maintained its commitment to making housing accessible to the local
population through the following initiatives:
Participating in City of Montréal consultations on including affordable housing in new
residential projects
Participating in consultations on redeveloping the CN yards in Pointe-Saint-Charles with
the inclusion of affordable and social housing
Concentrating housing efforts on defining and promoting the Post Site redevelopment
project, which emphasizes both functional and social diversity and has a potential for 625
housing units, including community and cooperative housing, affordable private housing
and a program of home ownership
35
Montréal Sud-Ouest
2.2
OVERVIEW OF THE WORKFORCE DEVELOPMENT PLAN
Meeting the objectives of the Plan de développement de la main-d’œuvre 2003-2006 required the
commitment of a great many partners from the community, the social economy, businesses and
institutions. Projects realized have affected hundreds of jobless people in the Sud-Ouest Borough.
The following realizations are highlighted in the plan. These realizations are linked to four main
issues judged to be of top-priority in the plan.
Direction 1: Supporting the Social and Economic Integration of the Unemployed
RESO’s Employability Services has
accompanied 482 people in general adult training, with a success rate of 72%.
accompanied 123 people in preemployability activities (Explore Action).
accompanied 91 people in six vocational training projects for high-demand trades, with a
graduation rate of 75% and a job placement rate of 87%.
accompanied 946 people in a job-counselling process.
launched an innovative basic education project, the École des parents, addressed to
undereducated parents in two districts of the Sud-Ouest: 24 parents were involved, in
four different groups.
The Carrefour jeunesse emploi du Sud-Ouest de Montréal has
accompanied 1312 young adults in various back-to-school and job integration processes.
accompanied 699 young adults visiting the CJE reference centre.
organized 48 exploratory internships (including visits to companies and vocational
training centres) for students aged 16 to 21.
launched the VIV Website (virtual company and workplace visits) that now involves 37
companies and offers over 230 job profiles.
updated the local strategy for young people and jobs in collaboration with over 40
partners.
36
Montréal Sud-Ouest
Joint management of the Fonds d’initiatives locales by Emploi-Québec and RESO has enabled
$1,240,150 to be invested in 26 community-backed projects aimed at training, developing
generic and vocational skills, and integrating the unemployed workforce of the Sud-Ouest
into employment.
The work of Sud-Ouest community organizations with unemployed people has enabled
8 community organizations to help 3912 people in activities initiating them to computers
and the Internet.
10 community organizations whose mission is wholly or partially centred on workforce
development to help 1200 people in preemployability and employability activities.
Direction 2: Preparing Younger Generations and Developing a Continuing Education Culture
Workforce training strategies have been developed, and have helped
235 personnel from community organizations and social economy enterprises perform 15
training activities tailored to their needs.
launch the cooperative training association FormaPlus and recruit 28 business leaders
interested in the project (corporate members).
Strategies for promoting the workforce, and strategies for promoting businesses and
organizations have been developed. They assisted
over 300 people—over 50 of them business leaders—during the promotional campaign Les
compétences à l’honneur.
124 young adults and dozens of employers during the event Mars mois de l’emploi.
Direction 3: Supporting Job Creation in Sectors Targeted by the Sud-Ouest Economic Development
Plan 2003-2006
Through the collaboration of project promoters, business leaders, organizations and RESO,
150 young adults have been assisted in entrepreneurial awareness activities.
75 young adults have been integrated into three youth service cooperatives.
37
Montréal Sud-Ouest
Direction 4: Strengthening the Employed and Unemployed Workforce of the Sud-Ouest
Through the collaboration of a number of community organizations, integration enterprises and
RESO,
150 people annually were brought together for the Semaine québécoise des adultes en formation.
38
Montréal Sud-Ouest
3.
THE SUD-OUEST LAPEE IN THE CONTEXT OF REGIONAL PLANNING
3.1
CONTEXT
Since the development of the last LAPEE, or Local Action Plan for the Economy and Employment,
in 2003, the upper echelons of political authority in the Montréal Urban Community (CCM) and
the City of Montréal adopted major planning documents that PALEEs must now take into
account. They include
the CMM economic development plan, entitled Charting Our Future: A competitive
metropolitan Montréal region.
the City of Montréal’s Master Plan and the borough chapters adopted in 2004.
Montréal, Knowledge CIty, a policy paper tabled in 2003.
Succeed@Montréal, the City of Montréal’s 2005-2010 economic development strategy.
the Strategy for the inclusion of affordable housing in new residential projects.
Montréal, Cultural Metropolis, the City of Montréal’s 2005-2015 cultural development
policy.
Montréal’s First Strategic Plan for Sustainable Development.
These documents were all adopted in 2005.
The Plan de développement touristique de Montréal 2003-2010 realized by Tourisme Montréal should also
be considered, as should Emploi-Québec’s Plan d’action 2006-2007 de la région de Montréal, which
recommends the implementation of five regional strategies adopted for the 2005 to 2008 period by
order of the Conseil régional des partenaires du marché du travail.
RESO’s intention is to contribute locally to achieving these plans, policies and overall strategies. It
also intends to tie LAPEE with the expectations formulated by the Sud-Ouest Borough, in both
the management agreement concluded as part of the CLD mandate, and frequent work meetings
between the urban development administration and services to Sud-Ouest Borough businesses,
and RESO’s senior management.
39
Montréal Sud-Ouest
3.2
COMMUNAUTÉ MÉTROPOLITAINE DE MONTRÉAL (CMM): CHARTING
OUR INTERNATIONAL FUTURE: A COMPETITIVE METROPOLITAN
MONTREAL REGION
The CMM’s economic development plan provides key players in the CMM’s economic
development with a strategic framework so that the Montréal region can realize its full potential
and position itself globally in the learning economy. Four main strategic axes have been identified:
1.
A learning metropolitan region
2. A competitive and prosperous metropolitan region
3. An attractive metropolitan region
4. A world-class metropolitan region
RESO’s LAPEE will actualize the CMM’s strategic orientations.
Axis 1, a learning metropolitan region, can be translated into the need for an active policy to
develop employability so that the part of the population excluded from employment can be
reintegrated while of labour force age51. It also translates into much more substantial levels of inhouse training:
“In terms of technical training, professional development and continuing education, there is a structural
imbalance between the needs of some industries and available worker skills … it is an ongoing challenge to
provide workers with professional and technical training so they can adapt, regardless of the economic
climate52.“
“The most decisive
factor in the success
if an innovative
cluster is that the
entire community
be committed to a
course of action of
its own choosing.”
Axis 2, a competitive and prosperous metropolitan region, is based specifically on development
of innovating clusters through a process of identifying and structuring existing metropolitan
industry clusters. As part of the identification stage, the CMM has already pinpointed a number
of clusters clearly present in the Sud-Ouest53. Thus, the information technology cluster is defined
as a competitive cluster.54. Culture, tourism and services are identified by the CMM as a visibility
cluster. It is worth mentioning too that a film / television sub-cluster is now being established at
the instigation of the Quebec Film and Television Council. Environmental technologies represent
an emerging technology cluster. Metallurgy, papers and wood products are manufacturing
clusters. To this effect, a materials cluster, particularly involving metals and plastic processing, is
in the gestation stage55.
In other respects, the Greater Sud-Ouest is identified with the clusters of transportation and
distribution, beverages and printing. It must be stressed, however, and statistics bear this out,
that the Sud-Ouest Borough stands out in this portrait with an already-strong commitment to the
new economy.
At the cluster restructuring phase, the CMM recommends a bottom-to-top approach which, like
RESO, allows local forces in economic development to play key roles. The CMM believes these
groups must play a catalyzing role with businesses, and that ultimately, “The most decisive factor
in the success if an innovative cluster is that the entire community be committed to a course of
action of its own choosing.”56.
Last, but not least, the CMM’s plan proclaims the need to integrate disadvantaged groups into the
economy57. These policies have been part of RESO’s raison d’être since its creation. In this sense, all
40
Montréal Sud-Ouest
metropolitan partners should be reminded that RESO has been a pioneer in Quebec in
implementing these policies.
Axis 3, an attractive metropolitan region, specifically addresses municipal authorities because it
is implemented in three parts of direct concern to them: modernization of municipal
infrastructures, consolidation of the transportation network, and actions necessary for improving
the quality of life.
Axis 4, a world-class metropolitan region, suggests developing a strategy of positioning and
branding to promote Montréal on an international scale.
3.3
CITY OF MONTRÉAL
Since 2003, the City of Montréal has adopted a range of plans, strategies and policies to structure
its development. RESO’s planning dovetails with the priorities and orientations advocated by the
central City and Sud-Ouest Borough.
Master Plan, Sud-Ouest Chapter
As part of the local chapter of the Master Plan, RESO has made a firm commitment to the issues,
themes and objectives that have been adopted, particularly those actions to which RESO itself
intends to contribute. The City of Montréal has identified a first challenge which consists of
promoting the assets of the Sud-Ouest Borough. The borough intends to capitalize on the SudOuest’s identity as a district. To do this, it has set various objectives, including recognition and
promotion of the distinctive character of the borough and its districts58.
Among actions chosen, promotion of events that are likely to reinforce a sense of belonging to the
borough will go hand in hand with RESO’s tourism initiatives. The same applies for the theme of
the Lachine Canal, whose development the borough wishes to sustain for tourism and cultural
purposes. RESO, through the Société de promotion du canal de Lachine, is helping to draw up farreaching programming around an attention-getting activity designed to highlight various points
along the canal.
The Master Plan emphasizes the Sud-Ouest’s proximity to downtown Montréal as a factor in
maximizing development opportunities59. In collaboration with the borough, RESO is pursuing
its efforts to encourage intensified land use in sectors near the city centre.
A second challenge for the district is to fulfil the Sud-Ouest’s potential for economic, social and
cultural development. In economic terms, the borough is promoting a certain number of goals
which RESO can further with its planning. A first goal is to set the conditions for successful
economic development60. In terms of strategic sites,, RESO is collaborating with the borough to
establish a development framework for the CN rail yard and one-time shop, the Technoparc du
Sud-Ouest, now called the Parc d’entreprises Saint-Charles, and the Turcot Yards. RESO has
already invested a good deal in the general land-use plan for development of the old Canada Post
sorting site. It is continuing to make all possible efforts to ensure that redevelopment of this
strategic site responds to the aspirations of the Sud-Ouest community.
In other respects, RESO is playing a key role in setting up reception structures for new
businesses, and measures encouraging local entrepreneurship. RESO is also maintaining its
traditional activities of economic consultation, and dialogue with educational institutions.
41
Montréal Sud-Ouest
In terms of culture, the borough wishes to support the development of locations for creation,
animation and dissemination; it seeks to encourage outreach and to support cultural
organizations61. RESO, for its part, contributes to actions that create structuring and innovative
projects adapted to specific artistic needs. RESO is also working on consolidating hubs and
equipment in support of cultural agents.
Montréal, Knowledge City62
Therefore,a
fundamental
distinguishing
characteristic of
a knoledge city is
(itsreliance) upon
individuals… who
are able to
demonstrate
capacities for
creativity,
complx problem
solving, and
leadership in the
performance of
duties.”1
This report tabled in 2003 by a committee of experts outlines a number of courses of action, some
of which concern RESO. So it is with any process involving improvements in innovation. Courses
of action mentioned include encouraging the startup and growth of young knowledge
organizations, and taking advantage of the influx of major hospitals to increase the number of
patents and business startups.
Also worth mentioning is the process of improving human resources, in which FormaPlus and
reintegration enterprises supported by RESO play a key role. The document highlights the
innovative approaches of partners RESO supports:
“Therefore, a fundamental distinguishing characteristic of a knowledge city is the creative nature of the city’s
economic activities. A knowledge city relies upon individuals who are not only qualified, but also able to demonstrate
63
capacities for creativity, complex problem solving, and leadership in the performance of duties.”
Success@Montréal64
The 2005-2010 economic development strategy can be paired with a number of aspects from
RESO’s local planning. This strategy turns on five axes:
1.
Montréal, a business destination where it pays to invest
2. Montréal, a hub of knowledge and design where industry clusters innovate and perform
3. Montréal, an avant-garde cultural metropolis
4. Montréal, a great place to live and work
5. Montréal, an international and cosmopolitan centre open to the world
In terms of improving the business environment, RESO, along with other CDECs, was the first to
call for inclusion of a concern for the social economy in the City of Montréal’s economic
development strategy. For RESO, fulfilment of the following objectives by the City of Montréal is
of the highest priority:
Ensuring fast, reliable handling of business community requests
Offering appropriate services for head offices and foreign subsidiaries
Reinforcing frontline business services through borough CLDs
Structuring second-line economic development services
42
Montréal Sud-Ouest
Promoting the solidarity and success of social economy enterprises
Encouraging development of high-value-added service industries in the downtown area65;
Supporting revitalization of built and vacant properties in the downtown area
Securing a rail-link between the downtown area and Montréal-Trudeau Airport
In terms of stimulating knowledge, innovation and the vitality of industrial clusters, RESO and
such partners as FormaPlus are contributing to the fulfilment of the following objectives:
Supporting initiatives apt to raise the graduation rate
Supporting and promoting university building projects
Supporting innovation enhancement initiatives
Supporting growth in information technologies and communications
Following up on mobilization of the film and audiovisual industry cluster, and giving it
ongoing support
RESO will contribute to Montréal’s development as an avant-garde cultural metropolis by making
the following objectives its own:
Backing initiatives to strengthen ties between the cultural and technological industries
Supporting the emergence of the digital content network
Promoting contemporary creation
Facilitating rehabilitation of buildings for artist studios
In terms of improving the quality of life, RESO is according particular attention to the following
objectives:
Supporting the establishment of neighbourhood businesses in residential areas
Revitalizing vacant lots and industrial zones
Developing residential areas
Encouraging development on traditional commercial arteries
Increasing and diversifying activities near metro stations
Facilitating use of public transit, primarily in employment zones
Finally, RESO will be a partner in asserting the positioning and growth of Montréal’s
international reputation, which mainly consists of the following:
43
Montréal Sud-Ouest
Defining and promoting a brand for Montréal and its downtown core
Ensuring Montréal’s competitiveness as a business destination
Positioning the downtown area as one of the top urban tourist destinations in North
America through promotion of the Lachine Canal
Consolidating Montréal’s lead as a city of festivals (through promotion of the Lachine
Canal)
RESO has turned most of the objectives in the City of Montréal’s 2005-2010 economic
development strategy into concrete priorities and courses of action in the Sud-Ouest LAPEE
2007-2010. Particular attention will be accorded to reinforcing frontline and second-line services
for the business community, and accelerating efforts on behalf of the film and audiovisual cluster
already thriving in the Sud-Ouest.
Strategy for Inclusion of Affordable Housing in New Residential Projects
The inclusion strategy seeks to
encourage development in large housing sites of a diversified range of housing units to
meet the needs of residents with varying income levels.
facilitate construction of social and community-based housing.
stimulate production of affordable housing
The strategy is one of the initiatives taken to meet a specific goal of Montréal’s Master Plan:
encouraging production of 60,000 to 75,000 new housing units by 2014, 30% of which would fall
into the affordable housing category. The municipal administration’s inclusion strategy has two
specific targets:
That 15% of new housing units built on the territory of Montréal qualify as social and
community housing
That another 15% of new housing units qualify as affordable housing produced by the
private sector (affordable homes and rental units).
In this context, the Montréal boroughs are being called upon to establish affordable housing
objectives within their own territories. These objectives must reflect overall objectives set for the
City of Montréal as a whole, local needs and the potentials for action in each’s territory. These
objectives were already being championed by RESO before the Master Plan and strategy for
inclusion of affordable housing were adopted66. They are certainly a part of its raison d’être, and at
the heart of initiatives it has taken to preserve social diversity in the Sud-Ouest.
Montréal, Cultural Metropolis
The City of Montréal’s cultural policy sets out the concept of a cultural hub, or cultural pole,
defined as follows:
44
Montréal Sud-Ouest
“The ultimate goal is to enhance the population’s experience in art, culture and heritage, not only in the
downtown area but throughout the city… A pole emerges as it attracts cultural activities sharing the same
development dynamics and the same material space, defining its limits, character, and identity… Montréal
will devise a strategic intervention plan on cultural poles. This plan will contain two programs: one for the
support of cultural poles, aimed at developing target poles, and the other aimed at developing new poles,
together with the boroughs and partners concerned.”67
RESO is determined to actively collaborate with the City of Montréal on affirming the existence
of a recognized cultural hub in the Sud-Ouest, as it is defined above.
45
Montréal Sud-Ouest
Montréal’s First Strategic Plan for Sustainable Development
By its very mission, RESO is an organization that promotes economic and social development. In
2005, at its general assembly, RESO also confirmed its commitment to sustainable development.
RESO’s actions now dovetail with three spheres of sustainable development identified by the City
of Montréal: the social, the economic and the environmental.
Furthermore, RESO intends to make sustainable development a transversal policy axis in its
2007-2010 planning68. Specifically, the City wishes to encourage development of industry in
compliance with principles of sustainable development69. RESO wishes to lend its support to the
promotion of Montréal’s expertise in environmental issues and sustainable development.
3.4
TOURISME MONTREAL: PLAN DE DÉVELOPPEMENT TOURISTIQUE DE
MONTRÉAL 2003-2010
When it elaborated LAPEE 2003-2006, RESO had already taken into consideration the tourism
development plan submitted in 2003 by Tourisme Montréal. RESO’s actions are fully in keeping
with Tourisme Montréal’s priorities for the next three years. Promoting the Montréal
Harbourfront’s full potential is part of the metropolis’s first axis for tourism planning. It
contributes to the making of a stronger, more attractive and more diversified downtown—one
with added value that sets it apart from others in North America70. It is worth remembering that
the Sud-Ouest Borough occupies a very large portion of Montréal Harbourfront lands.
Yet it appears that after three years of realization, the tourism development plan does not wholly
take into account the full-fledged boom in the Lachine Canal when defining the major urban hubs
of the Montréal area. Nor is the revitalization of the Lachine Canal one of the 10 priority projects
identified by Tourisme Montréal, unless it figures as part of the Montréal Harbourfront. For these
reasons, it should be emphasized that the Lachine Canal now requires a second phase of public
investment for its development, and a program, government-supported, of more diversified
activities and larger-scale events.
3.5
EMPLOI-QUEBEC: 2006-2007 REGIONAL ACTION PLAN FOR THE
MONTREAL AREA
Three aspects of Emploi-Québec’s regional action plan have attracted RESO’s attention in light of
its initiatives on behalf of the unemployed workforce and, indirectly, of the workforce in jobs: the
necessity of partnerships, the orientations of the public employment service, and the strategies for
implementation.
IMPORTANCE OF PARTNERSHIPS
Emploi-Québec in the Montréal area plans to continue its collaboration with its partners in
education, development of employability, and economic development in order to respond
adequately to workforce and business needs. This orientation can be characterized by compliance
with respective missions and expertise, and complementarity of initiatives within regional
strategies, and is contingent on resources available. Among these partners, Emploi-Québec cites
Centres locaux de développement (CLDs) and Community Economic Development Corporations
(CDECs).
Thus, the five regional strategies In the 2006-2007 regional action plan will be implemented in
collaboration with a number of partners and in complementarity with implementation initiatives
46
Montréal Sud-Ouest
and agreements concluded with Emploi-Québec. To this effect, Emploi-Québec and the
Regroupement des CDEC signed a letter of intent in March 2005 aimed at actualizing the
partnership agreement made when Emploi-Québec was created in 1998. This framework not only
allowed the CLE to assume its responsibilities as manager of the public offer of employment
services, but enabled the CDEC to act as a facilitator and catalyzer of workforce development on
its territory.
According to this agreement, the Budget d’initiatives locales (BIL) is now to be distributed to all
CLE territories through ad hoc round tables. The 10 CDECs on the Island of Montréal were given
the mandate to promote, develop and follow up on projects approved under the provisions of the
BIL for each ad hoc table in their respective territories.
In specific terms, to maintain the impetus of Emploi-Québec’s regional and local policies, and
given the expertise RESO has developed over the years in training and integrating the
unemployed workforce, a letter of intent aimed at reaffirming the partnership between EmploiQuébec and RESO for a period of three years was also signed in June 2006.
Public Employment Service Orientations
The public employment service’s orientations respond to problematic situations in the workforce,
employment and business. They also provide guidelines for coherent intervention in a perspective
of constructive labour market policy. The Commission des partenaires du marché du travail
adopted the following orientations in the 2006-2007 annual action plan of Emploi-Québec’s
public employment service:
Encouraging the largest number of Quebeckers possible to participate in the labour
market and employment
Contributing to improving productivity and the capacity of business to adapt to changes,
particularly demographic and commercial
Improving delivery of services to citizens, notably by consolidating the new agency
FIVE REGIONAL STRATEGIES TO RESPOND TO CHALLENGES
To resolve problems associated with the four main challenges of the labour market concerning
people at risk of unemployment, people with obstacles to employment, skills transfer and
businesses in sectors at risk, the Conseil régional des partenaires du marché du travail de
Montréal will continue implementation in 2006-2007 of the five regional strategies adopted for
the 2005-to-2008 period.
These strategies reinforce the main orientations for public employment services by EmploiQuébec by encouraging labour market participation of the greatest number of Quebeckers
possible, and improving productivity and the capacity of business leaders to adapt to change. As
for the orientation aimed at improving delivery of services to citizens, the Direction régionale de
Montréal plans to continue its activities in developing partnerships, developing information on
the labour market, and improving the following services:
1st regional strategy: Increasing job integration of the unemployed by intensifying
diversified services and adapting information on the labour market to their needs
47
Montréal Sud-Ouest
2nd regional strategy: Increasing participation in basic training and encouraging retention
through adapted approaches, such as coaching and pilot projects, that respond to the
needs of people (working or not) at risk of experiencing periods of unemployment,
particularly of long duration.
3rd regional strategy: Implementing retraining programs, and projects adapted to people
facing obstacles to employment, particularly in the immigrant community, to improve job
integration
4th regional strategy: Emphasizing initiatives in human resources management planning
and training culture, particularly through innovative approaches, in businesses in sectors
that need assistance to maintain or create jobs71
5th regional strategy: Supporting development in businesses of management practices that
encourage hiring, integration and retention of immigrant workers in jobs
4. ORIENTATIONS, PRIORITIES AND COURSES OF ACTION 2007-2010
Two Transversal Concerns and 10 Orientations for Integrated Development
First Transversal Concern:
4.1
CREATING A LEARNING COMMUNITY
All of RESO’s actions are informed by a commitment to create a learning community, because
RESO is involved first and foremost with people. This concern, which has been a part of RESO’S
mission since its origins, is at the heart of local development today. Three work axes exist, and
they are now more interrelated than ever.
The first is to give Sud-Ouest residents the capacity to evolve within the labour market. Next, an
active role must be taken in regards to inhouse training of the workforce. Finally, business leaders,
whether starting up businesses or preparing to expand them, must be directed and trained. Each
of these axes constitute, in terms of means, the first common denominator of RESO’s actions.
Second Transversal Concern:
4.2
TAKING A SUSTAINABLE DEVELOPMENT APPROACH
In 2005, RESO made sustainable development the theme of its general assembly. This theme was
reinstated at a May 2006 conference at the MCEBR,72 which brought together dozens of
participants and experts. For the 2007-to-2010 period, RESO intends to make sustainable
development a transversal concern, establishing it as an intrinsic part of its programs and
activities.
It involves enriching projects of an economic nature through addition of a social or environmental
aspect. In doing so, RESO expects to increase integration of investments in the physical and social
environment, and ensure they provide a specific contribution to the Sud-Ouest community.
Entrepreneurs and promoters are invited to conceive projects that take benefits to the local
community into account. This concern constitutes, in terms of results, the second common
denominator of RESO’s actions over the coming years.
48
Montréal Sud-Ouest
49
Montréal Sud-Ouest
4.3
TEN ORIENTATIONS FOR INTEGRATED DEVELOPMENT
Orientation 1:
Strengthening the Employed and Unemployed Workforce
Challenges
The Sud-Ouest has acquired a concerted expertise in developing the workforce, with or without
jobs. The workforce employed in manufacturing SMEs has been generally lacking in services or
programs for further training or skills development. This workforce will now benefit in the SudOuest from the services of the mutual training association FormaPlus. FormaPlus will become
self-financing in the next few years by making a complete range of services available in workforce
training for SMEs.
In terms of the unemployed, the expertise of RESO and its partners is based on people’s capacity
to take their destiny into their own hands, to overcome obstacles that prevent them from reaching
their objectives and to achieve autonomous and lasting social and economic integration. To this
effect, RESO has developed unique coaching skills that make it the envy of a host of workforce
development organizations. Because of RESO’s successful efforts at boosting workforce
qualifications and integrating the workforce into jobs, its expertise is recognized and backed by
Emploi-Québec. Moreover, a good number of employers are looking for qualified workers. Some
have an interest in receiving services or being associated with projects that make it easier for them
to recruit and retain personnel.
Continuing the thread of discussions that took place at the Commission des partenaires du
marché du travail, there are real opportunities out there to draw on community practices and
innovative projects when implementing government strategies to redress labour shortages.
Finally, the VIV, or Visites virtuelles d’entreprises, project set up by the Carrefour jeunesseemploi, is already enabling the young and not-so-young to get acquainted with professions and
trades in demand, and the working environments they entail.
RESO’s
Priorities
Facilitating skills development and actualization for workers employed in Sud-Ouest SMEs
Making the VIV service an essential tool for businesses, schools and employability groups in
the Sud-Ouest
Associating businesses with projects aimed at recruitment and skills development of the
unemployed workforce, its integration into employment and retention in employment
Improving access to education and employment measures to reach the greatest number of
people possible
Better matching of workforce supply to workforce demand
Ensuring facilitating conditions, in terms of both financing and coaching
Developing incentive measures to fill semi-specialized positions
Making standards for participating in measures more flexible
Ensuring measures to prevent exclusion are available
50
Montréal Sud-Ouest
Courses
of Action
Encouraging implementation of different models for matching jobseekers’ needs to businesses’
workforce needs
Developing innovative tools and projects to encourage the social and economic integration of
the unemployed
Developing in-house training based on transferring the skills of qualified employees to those
less qualified
Developing transversal skills of workers in the workplace (language, computers, interpersonal
relationships)
Increasing corporate membership of the mutual training association FormaPlus so that it
becomes self-financing
Conceiving a business proposition for companies and institutions, such as the MUHC, based
on reintegration of the unemployed
Encouraging businesses in the Sud-Ouest to participate fully in virtual company visits (VIV)
content
Encouraging administrators of high schools and employability groups to use the VIV
Creating a fund based on needs identified in the local community and aimed at finding
original solutions for social and economic integration of the unemployed
Obtaining the maximum flexibility possible in applying standards and administrative rules
for employment measures (deregulation, simplification of business rules, adapting paths to
integration)
51
Montréal Sud-Ouest
Orientation 2:
The Lachine Canal as a Central Axis of Development
Challenges
The Lachine Canal has experienced a remarkable boom over the past few years. This is mainly due
to a first phase of joint investment of $100 million, from the City of Montréal and the federal
government, from 1997 to 2002. The private sector has since taken over in the residential sector by
investing around the commercial hub of the Atwater Market. It is worth mentioning that the bike
path that lines the Lachine Canal, with over a million bike trips a year, and the Atwater Market
are destinations recognized by the entire population of the Montréal area, and represent
important levers for tourist development in the Sud-Ouest. This linear territory, densely impacted
with industrial activity, is seeking a second wind. It will achieve it with improvements in the
living environment around it, diversification and revitalization of cultural and tourism activities,
and constant improvement in social diversity on the residential scene. To this effect, RESO
supports the Société de promotion du canal de Lachine, which is already a significant presence in
the community. Its annual programming has attracted attention beyond the borders of the SudOuest.
RESO’s
Priorities
Encouraging synergy and mobilization of key players in the development of the Lachine Canal
Organizing activities around the Lachine Canal and promoting it by consolidating existing
activities and introducing new products
Courses
of Action
Holding a community festival in the Lachine Canal area
Achieving the Canada Post Site project
Completing and diversifying the first phase of public investment
Obtaining a second phase of public investment
52
Montréal Sud-Ouest
Orientation 3:
Promoting a Renewed Image of the Sud-Ouest
Challenges
The Sud-Ouest has historically been associated with working-class and industrial districts where
life was rough and the environment not very conducive to quality of life. This situation is about to
change profoundly, particularly on the axis of the Lachine Canal. Nevertheless, outside opinions
of the territory have evolved very little, making the task of stakeholders in its economic future
that much more difficult. The label Sud-Ouest itself, moreover, attracts little attention, refers to a
zone much larger than the borough and, above all, instils no strong sense of identification in
residents.
Thus, artists, local merchants, real estate developers, business leaders and economic development
officials are now finding themselves compromised by a negative image (branding), and a name
(trade mark) that is weak and often confusing. This puts a damper on efforts to attract investors,
talents, tourists, clients and new residents. Economic stakeholders have deplored this state of
affairs at various meetings RESO has organized over the past three years, but defining and
promoting a new image of the Sud-Ouest depends first on the municipal authorities with whom
RESO collaborates.
RESO’s
Priorities
Courses
of Action
Facilitating major investment projects
Working in collaboration with the borough on a renewed image and the promotion it entails
by building on residents’ sense of belonging and stakeholder participation, while preserving
the personality of the districts
Promoting the area with a multitude of community-wide projects by building on the positive
perceptions of residents
Projecting the image of a viable and pleasant community in the districts
Supporting the process to change the borough’s name
Conceiving and launching a promotional campaign calling on the participation of all
economic, social and cultural stakeholders in the borough
Eliminating eyesores on the banks of the Lachine Canal by interceding with owners of vacant
buildings
Enhancing the building capital of the Sud-Ouest for promotional purposes
53
Montréal Sud-Ouest
Orientation 4:
Retaining, Expanding and Attracting Business
Challenges
RESO’s
Priorities
Courses
of Action
Despite the sustained creation of businesses reflecting an increasingly diversified industrial fabric,
the industrial employment base in the borough has continued to erode. Large employers are
diminishing or reducing their staff, and net job creation is occurring in SMEs that hire an
increasingly qualified workforce. The development of manufacturing companies and the new
economy is increasingly founded on innovation and productivity. This requirement is conditional
on recruiting and training a qualified workforce. In this sense, maintaining and developing skills
in SMEs has become a central challenge to which the mutual training association FormaPlus will
respond.
Supporting businesses with long-term viability in their industry sector
Encouraging diversity of the economic fabric in both the manufacturing and high-value-added
service industries
Maintaining close collaboration with regional partners boosting training and productivity in
SMEs
Maintaining sustained and structured efforts in training the workforce employed in SMEs
Strategically supporting foreign subsidiaries in employment development
Offering SMEs in the Sud-Ouest a personalized training service with the best suppliers at the
best price
Connecting human resources directors in large businesses
Introducing a monitoring and screening program, and ensuring rapid, appropriate response to
problems raised by businesses
Adopting a sustainable development grid to improve funding proposals submitted to RESO
Strengthening marketing efforts for the mutual training association FormaPlus
Continuing to update economic information banks such as the Carrefour-immobilier and the
LIC (Montréal’s Liste des industries et commerces)
54
Montréal Sud-Ouest
Orientation 5:
Developing and Creating Business Hubs
Challenges
The Sud-Ouest enjoys decisive and solid comparative advantages for the expansion of the new
economy. It also harbours great stretches of derelict land that have the advantages of industrial
zoning, and can be developed for other purposes than job creation if a specific economic vocation
is not defined for them. It is obvious too that the development underway is being carried out in
some remarkable buildings, mainly in niches associated with information technologies. Increased
diversification would be desirable, not only to ensure that job creation goes hand in hand with
real estate development, but also to counter the pernicious effects of economic cycles.
Furthermore, the orientations of the Master Plan emphasize growth of the residential function
and hence the disappearance of major nuisances in the environment. Consequently, the retention
of large traditional businesses and the development of manufacturing SMEs is conditional on
concentration of these businesses in pockets, or zones, where they can develop in harmony with
the residential environment of the Sud-Ouest.
RESO’s
Priorities
Courses
of Action
Implementing, in consultation, specific development projects for lands that are derelict or in
need of revitalisation
Intensifying development of employment and industrial clusters by complex (building)
Following up on plans for developing a technological and scientific hub in connection with
McGill University and the École de technologie supérieure
Obtaining financing and developing new strategies to support land decontamination
Working to make the Post Site Project an integrated project of residential, tourism and new
economy development
Encouraging development of the old Pointe-Saint-Charles rail yard site for job creation
purposes
Obtaining approval to open up a portion of the Turcot Yards for a manufacturing park
Intensifying lures for foreign companies, and formation of partnerships with local businesses
in collaboration with Montréal International
Continuing consultations on the McGill University Health Centre (MUHC) project so that
the Sud-Ouest benefits from the economic spinoffs of the health sciences sector
Creating a FRIC hub (for formation, récupération et innjovation en matière de construction, or
education, recovery and innovative in construction) in the Cabot zone
55
Montréal Sud-Ouest
Orientation 6:
Supporting the Development of Tourism
Challenges
RESO’s
Priorities
Courses of
Action
Through the reopening of the Lachine Canal in 2003, the Sud-Ouest assumed its rightful place in
the Montréal tourism offer. The submission in 2004 of a report by the Société du Havre de
Montréal, Montréal Harbourfront, Vision 2025, confirms the Sud-Ouest’s preeminence in the Montréal
tourist product. However, this introduction has been slow to translate into diversified services
and activities. National and local projects always depend on the public purse, with private
promoters limiting themselves to residential development. RESO must therefore continue its
support for emerging activities and services that add substance to the Sud-Ouest’s offer.
Developing new locally-run lodging services, such as hotels, bed and breakfast facilities, and
hostels
Supporting the establishment of a conference and convention centre on the territory of the
Sud-Ouest
Supporting the development of a diversified offer of attractions founded on revitalizing the
historic and sociological distinctiveness of the Sud-Ouest
Consolidating heritage cruises on the Lachine Canal
Achieving the international hostel project
Developing and strengthening the Musée des ondes Emile Berliner
Supporting the rehabilitation of the NCC Charles H. Este Cultural Centre and updating the
activities grid
Identifying and supporting a promoter interested in establishing a conference and convention
centre in the Sud-Ouest
56
Montréal Sud-Ouest
Orientation 7:
Supporting the Development of the Social Economy
Challeng
es
The experience of the last few years has made it easier to evaluate the strengths and weaknesses of
the various sectors in which social economy enterprises are developing. Early childhood care has
reached a saturation point in its development, which is directly affected by the government’s
family policies. Restaurants are running into difficulties. Yet certain industry sectors and types of
enterprise deserve more attention because of their development or growth potentials. Tourism
holds out an interesting promise for growth, and has been identified as an orientation by both
RESO and the borough.
New participants in the social economy have appeared or consolidated their activities in the art
and culture sector. Integration enterprises are continuing on their consolidation phases, or
entering phases of expansion. As far as services to individuals go, seniors represent a clientele that
increasingly requires attention, particularly in terms of domestic help and sheltering. In fact, in so
far as it relates to the reorientation of health and social services policies, social economy
enterprises can take advantage of a number of opportunities without necessarily acting as a
substitute for existing public services.
Finally, the environmental sector is enjoying favourable circumstances with the recent adoption of
sustainable development policies and specific funding programs in waste materials management.
RESO’s
Priorities
Courses of
Action
Continuing to offer technical assistance and coaching as part of the consolidation process
Continuing to network on such issues as recruitment of integration participants, and services
to seniors
Promoting the distinctiveness of social economy enterprises
Prioritizing the environmental sector
Exploring, in terms of real estate, access to property and negotiation of preferential leases
Encouraging networking between the unemployed and social economy enterprises when
opportunities for job creation arise
Establishing second-line services in social economy in partnership with five other CDECs and
the Réseau d’investissement social du Québec (RISQ)
Supporting, in the name of diversifying services to seniors, such organizations as the
Alternative communautaire d'habitation et d'intervention de milieu (ACHIM) and the
Maisonnette Sud-Ouest
Encouraging the expansion, relocation and/or consolidation of the social economy enterprise
Café Paradoxe, Cuisine-Atout Entreprise de réintegration and the École-Entreprise Formétal
Helping to set up conditions favourable to the development of waste materials management
initiatives in the Cabot Sector as part of the integrated urban revitalization project Opération
Galt
57
Montréal Sud-Ouest
Orientation 8:
Supporting the Development of the Cultural Sector
Challenges
RESO’s
Priorities
Courses of
Action
The cultural sector is flourishing in the Sud-Ouest, where 435 key players in culture were active
in 2005, including 300 companies and organizations. The increase in rents, and the dearth of arts
locations are taking their toll on artists and craftspeople, yet development opportunities are rife:
the Lachine Canal’s enhancement, the area’s artistic and architectural heritage, new cafés, the
programming at the Centre culturel Georges-Vanier and the arrival of a more prosperous
population. The Sud-Ouest must finally take advantage of the opportunities offered by municipal
cultural policy and become a new cultural hub.
Attracting and supporting self-administered centres for artists by forging connections
between artists and craftspeople
Obtaining fiscal incentives and regulatory provisions to make locations accessible
Encouraging cultural mediation73 through networking between artists and craftspeople
Ensuring the cultural community’s participation in the renewal of the Sud-Ouest’s image
Improving promotion of arts locations in the Sud-Ouest
Building awareness of the Sud-Ouest as a cultural hub
Building awareness of the Sud-Ouest as a cultural hub in City of Montréal policy
Participating in defining a cultural policy for the borough
Enlarging and reopening the Table des acteurs culturels du Sud-Ouest
Supporting organizations in culture such as ACSO
Supporting the reissue of the Sud-Ouest cultural directory
Encouraging the startup of a service centre for artists in visual arts
Taking steps to establish the Cité des artistes (400 studio-residences for artists)
Mis en forme : Retrait : Suspendu :
0,75", Avec puces + Niveau : 2 +
Alignement : 0,5" + Tabulation après
: 0,75" + Retrait : 0,75",
Tabulations : 0,25", Tabulation de
liste + Pas à 0,75"
58
Montréal Sud-Ouest
Orientation 9:
Revitalizing Commercial Arteries
Challenges
RESO’s
Priorities
Courses of
Action
The creation of thousands of jobs in the new economy and public services has not translated in
the Sud-Ouest into a revitalization of its main commercial arteries, namely Centre Street, Monk
Boulevard and the section of Notre-Dame Street west of Atwater Avenue. Nevertheless, the
residential real estate boom on the banks of the Lachine Canal and the emergence of a cultural
sector are the reasons for the stepped-up commercial development of the Atwater Market and the
section of Notre-Dame Street east of Atwater. The commercial arteries of the Sud-Ouest stand to
gain from the growth of residential development and from economic development initiatives that
favour the physical surroundings and the vitality and diversity of commercial activity.
Working to revitalize Centre Street, Monk Boulevard and the western portion of Atwater
Avenue
Working to establish a more diversified commercial offer in terms of products / services and
prices
Knowing of and documenting the flight of business from the Sud-Ouest
Freeing up funding for the request for association on Notre-Dame Street
Supporting the merchants of Centre Street, Monk Boulevard and Notre-Dame Street (portion
west of Atwater Avenue) through the Commercité program, in collaboration with the Rues
principales Foundation
Stepping up city development with targeted initiatives to identify the entrances of selected
arteries, street furniture and the public domain framework
Organizing contests directed at stores to raise interest in investing in new sectors
.
59
Montréal Sud-Ouest
Orientation 10:
Improving Community Quality and Accessibility to Housing and
Transportation
Challenges
A two-tier development has been introduced in the Sud-Ouest that the market cannot correct
without targeted public intervention—an intervention that calls on the participation of both the
local business community and residents. Though on a number of levels, building the Sud-Ouest’s
population is desirable after the massive depopulation it has experienced, the real estate boom is
exerting pressure on the cost of existing housing and raising concerns among the poorest
residents of the Sud-Ouest.
New opportunities for accessible housing have nevertheless been made available to residents of
the Sud-Ouest. The City of Montréal’s inclusion strategy for affordable and social housing in
major residential projects, for instance, though an incentive, has a 30% affordable housing
objective, half of which (15%) is for social housing. The Sud-Ouest Borough has required that
recent projects meet these objectives.
Moreover, a number of employment and residential zones remain very poorly served by buses
from the many metro stations scattered over the territory.
Finally, organizations in the community, with the support of the Sud-Ouest’s elected
representatives and numerous partners, have put their weight behind a mixed redevelopment
project for the Post Site so that it respond to the population’s housing and employment needs.
RESO’s
Priorities
Courses of
Action
Improving public transit service in neglected areas, in collaboration with residents and
business leaders
Increasing the supply of social and community housing to respond to various needs
Exploring means of limiting rent increases in the Sud-Ouest
In the name of social diversity, diversifying the housing supply so that it responds to a variety
of needs, and doing so without penalizing social and community housing
Keeping the disadvantaged anglophone population informed so that it can benefit from
services offered in their community
Encouraging environmental citizenship in terms of cleanliness and waste treatment
Improving and developing local services for the population
Improving air quality and reducing road congestion in certain areas
Respecting the living environment when achieving major projects, i.e. balancing employment,
quality of life, and housing
Ensuring major projects respect the Sud-Ouest’s history, memory and identity
60
Montréal Sud-Ouest
Intensifying mobilisation so that the Post Site’s redevelopment meets objectives set by the
community, and the project RESO and its partners are proposing is achieved
Maintaining the requirement for a 30% minimum of affordable housing, of which half (15%) is
social housing, in any major residential project (200 units and over)
Exploring the possibility of creating an acquisition fund to increase the supply of social and
community housing
In the name of social diversity, specifying targets for diversifying the housing supply, and the
means of attaining them, through consultation with key stakeholders in the community, both
public and private
Reopening consultations on redeveloping the CN yards in Pointe-Saint-Charles, for purposes
of affordable and community housing, among other things
Prioritizing development of public transit and carpooling on the Victoria Bridge to relieve
traffic in the Pointe-Saint-Charles industrial sector
5. LEVERS FOR DEVELOPMENT
5.1
ORGANIZATION
RESO intends to mobilize every level of its organizational structure to achieve the actions
targeted by this LAPEE’s orientations and priorities. The first to be called upon by RESO’s
administration will be the personnel in employability services, community development, the
social economy and business services. Personnel will be supported by human resources
management policies on planning, hiring, performance appraisal and training adapted to the
resources and purposes of the organization and in compliance with the collective agreement74.
RESO is also in a position to mobilize voluntary citizens’ action, definitely committed in its
democratic proceedings, on behalf of the betterment of the Sud-Ouest community. Prominent in
their ranks is the board of directors, which meets monthly, but also significant are the volunteers
who participate in its electoral colleges, its many ad hoc committees and its approval committees
connected with the programs and funds it administers. Finally, RESO can count on a substantial
citizen participation at its general assemblies, such as the September 27, 2006, meeting, at which
the priorities listed in this LAPEE were passed.
5.2
MAIN PARTNERS
RESO also intends to consult and mobilize organizations directly associated with it, such as the
Société de promotion du canal de Lachine, the Solide du Sud-Ouest, RESO Investissements inc.,
the Fonds de développement Emploi-Montréal and FormaPlus. To this short list, a number of
other organizations can be added that are involved locally in fields related to the 10 policy
directionsorientations of LAPEE 2007-2010. These will also be questioned on and associated with
achievement of the Sud-Ouest LAPEE, RESO cultivating since its inception continuous and
productive links with all organizations involved in the economic and social betterment of the
Sud-Ouest.
61
Montréal Sud-Ouest
The CLD mandate also implies calling upon partners recognized for providing certain services.
They are the SAJE Montréal-Métro, which manages the budget allowance for the Jeunes
promoteurs program, the accounting services of the Fonds de développement Emploi-Montréal,
which manages the FLI, and Convercité, which provides consulting services on the revitalization
of commercial arteries.
The partnership developed with the McGill University Health Centre (MUHC) is another
collaboration that promises rewards for the community.
Finally, we cannot overlook the close and candid collaboration of RESO and the representatives of
the Sud-Ouest Borough. The bonds forged over the years are of inestimable value in achieving
LAPEE 2007-2010. The same goes for the collaboration of RESO and the CLE Pointe-SaintCharles, and of RESO and Canada Economic Development‘s Île de Montréal Business Office.
Mutual confidence and collaboration are essential elements in achieving shared and jointly backed
priorities.
62
Montréal Sud-Ouest
5.3
PROGRAMS AND FUNDS ADMINISTERED
RESO has a number of financial tools available to achieve the Local Action Plan for the Economy and
Employment 2007-2010. These tools come in support of the advisory action of technical support,
specialized coaching and guidance provided by RESO’s services. Here is a brief summary of the
programs and funding directly or indirectly administered by RESO:
Budget d'initiatives locales (BIL)
The Budget d’initiatives locales offers financial support for local initiatives in workforce
development in the Sud-Ouest. Financing derives from the Ministère de l’Emploi et de la
Solidarité through Emploi-Québec75.
A local ad hoc table has been mandated to administer the BIL, whose mandate is to encourage the
emergence and realization of employability projects and workforce development projects in the
district that first and foremost fulfil the needs of unemployed people in the district who are
experiencing difficulties in finding a job or entering the labour market.
Local initiative projects must comply with the rules of the Fonds de développement du marché du
travail (FDMT) and complement the services of Emploi-Québec. They reflect local priorities and
take into account the common goals of the Plan d’action local (PAL) of the Centre local d’emploi
Pointe-Saint-Charles and RESO’s LAPEE.
These projects correspond to the programs and measures of Emploi-Québec and respect its
compliance regulations.
To achieve its mandate, the ad hoc table has asked RESO to act as a consultant in promoting the
BIL, supporting promoters in project development, analyzing and recommending projects,
providing leadership and support to the table and supporting promoters in the completion,
follow-up and evaluation of their projects.
The BIL is addressed to non-profit organizations and social economy enterprises that encourage
training and job-market integration of unemployed people aged 18 and over who generally and
primarily live in the Sud-Ouest Borough.
Projects submitted must
be based on an indepth knowledge of the target clientele.
comply with the normative framework of Emploi-Québec‘s employment measures.
be innovative, in the sense that they are complementary with activities of the Centre local
d’emploi (CLE), RESO and organizations for employability or social and professional
integration in the district.
63
Montréal Sud-Ouest
become part of the local dynamic and encourage partnerships.
encourage basic training and professional training.
promote transitions between theory and practice: work / study, training/ internship,
training / integration, etc.
develop partnerships with employers that encourage integration and job retention.
Projects may be assisted more than once or until they can be financed by an appropriate funding
framework.
Fonds de développement Emploi-Montréal (FDEM)
The Fonds de développement Emploi-Montréal (FDEM) is a capital development fund
established jointly by Montréal CDECs, the City of Montréal, the FTQ’s Fonds de Solidarité and
the Société de développement industriel du Québec. The Canadian and Quebec governments also
contribute to its financing.
The FDEM’s mission is the economic development of Montréal boroughs through investment in
viable and profitable small businesses that demonstrate a structuring effect on the target
community and an impact on the creation and retention of local jobs.
The FDEM
is addressed to profit-seeking businesses demonstrating profitability in the short term.
awards equity-type loans of $50,000 to $100,000 for a first request, and up to $150,000 for
a second round of financing,
requires an investment by promoters,
Projects submitted must fall within the manufacturing and / or high-value-added service industry
sectors.
Fonds d'économie sociale du Sud-Ouest (FESSO)
The Fonds d’économie sociale du Sud-Ouest (FESSO) aims to support social economy enterprises
and projects through financial aid at start-up, consolidation, expansion and promotion.
The FESSO’s investment policy is based on
establishing a framework and process of equitable and clear allocation of funds to
promoters and enterprises.
being flexible enough to meet projects’ and enterprises’ needs.
maximizing the leverage of funding for development of goods and services that meet the
Sud-Ouest’s community’s needs.
64
Montréal Sud-Ouest
The FESSO is addressed to non-profit organizations and cooperatives located in the territory of
the Sud-Ouest Borough.
meet identified needs in the community or improve on already available goods and
services.
produce goods or services.
generate independent revenues contributing to the organization’s financial viability.
create or maintain real, lasting and high-quality jobs.
administer day-to-day operations and community work according to democratic
precepts.
be in keeping with development priorities identified locally in the LAPEE.
encourage long-term retention of businesses on the territory.
encourage local hiring of the unemployed, particularly from groups underrepresented in
the labour market.
Fonds local d'investissement (FLI)
RESO administers the Fonds local d’investissement (FLI), dedicated to the start-up and
strengthening of businesses. Individuals seeking recourse from the FLI can receive the support,
advice and technical assistance appropriate to projects that have reached the marketing stage.
The FLI assists new entrepreneurs in their projects in order to
create and sustain viable businesses in Montréal’s Sud-Ouest.
finance the start-up and expansion of projects run by both organizations and individuals.
support job development.
contribute to the Sud-Ouest’s economic development.
The FLI
Is directed at self-employed workers, social economy enterprises and profit-seeking
businesses.
provides a simple loan investment of up to $25,000.
requires endorsement and investment from promoters.
Jeunes promoteurs Program (JP)
RESO manages the budget allowance and distribution of the Jeunes promoteurs Program (JP).
This grant is managed in collaboration with SAJE. The program’s objective is to support 10 young
promoters in the start-up of eight businesses a year.
The Jeunes promoteurs program
is addressed to young people aged 18 to 35.
may require an investment from promoters equivalent to the grant.
offers a subsidy ranging from $3000 to $6000 per promoter, and $6000 to $12,000 per
project.
65
Montréal Sud-Ouest
Projects submitted must create two jobs in two years.
Soutien au travail autonome Program (STA)
The Soutien au travail autonome Program is administered by Emploi-Québec in collaboration
with the Service d’aide aux jeunes entrepreneurs (SAJE). It assists in developing businesses for
beneficiaires of the measure who are
employment insurance recipients, or people who have received employment insurance in
the past three years, or the past five years in cases of maternity.
employment assistance recipients (income security).
without income or with a low income.
RESO Investissements inc.
Established by RESO and the Fonds de solidarité FTQ in 1995, RESO Investissements inc. (RII) is
a venture capital fund for the Sud-Ouest. It was born out of the community’s need for a new tool
that not only aided the start-up and growth of new businesses and strengthened existing ones,
but ensured that these businesses took root in the Sud-Ouest in the long-term.
RESO Investissements inc.
is intended for profit-seeking businesses and social economy enterprises.
serves the Sud-Ouest, LaSalle and Lachine boroughs.
complements institutional and government financing tools.
invests sums of $50,000 to $450,000 in debentures, convertibles and equity-type loans.
Projects submitted must be in the manufacturing sector, high-value-added services, life sciences,
robotics, leading-edge technology and advanced industry; excluded are financial services, real
estate, and mining and gas exploration and development.
Société locale d'investissement pour le développement de l'emploi
(SOLIDE)
RESO administers SOLIDE in Montréal’s Sud-Ouest, a non-profit corporation whose investment
fund offers financial assistance to new and existing economically viable businesses in order to
create and maintain jobs in Montréal’s Sud-Ouest.
SOLIDE
is intended for incorporated, profit-seeking businesses.
grants equity-type loans of $5000 to $50,000.
requires an investment and personal endorsement from promoters.
demonstrate profitability in the short term.
be active in the manufacturing and high-value-added service industries.
66
Montréal Sud-Ouest
5.4
FACILITATION INITIATIVES
RESO is committed to mobilizing every sector of its organizational structure, as well as its
partner organizations and institutions, and maximizing the programs and funding for which they
are eligible to achieve the priority actions in LAPEE 2007-2010. But achieving LAPEE requires
specific initiatives by government and institutional partners, without which many of the
priorities in this LAPEE will remain dead letters, invalidating developmental courses of action
supported by the community and its elected officials.
Here is a short list of highly structuring government initiatives that would contribute to attaining
the objectives the Sud-Ouest community has set for itself in LAPEE 2007-2010:
1.
Acquisition of the Post Site by the Canada Lands Company
2. Announcement by the federal government and the City of Montréal of a second phase of
investments in the Lachine Canal
3. Submitting a redevelopment scenario for the Turcot Yards by the Ministère des
Transports du Québec allowing for the eventual freeing of a portion of the land so that it
might be used to develop a business park when work has ended
4. Making application of standards and business rules more flexible for employment
measures at the Centre local d’emploi Pointe-Saint-Charles
5. Reestablishing fiscal or financial municipal incentives that affect the urban fabric—and
particularly the commercial fabric—to support revitalisation of the Monk, Centre and
Notre-Dame commercial arteries, e.g. through the ICI Montréal program
6. Reestablishing fiscal or financial municipal real estate incentives that encourage
businesses to settle in the Sud-Ouest, e.g. through the ICI Montréal program
7. Reestablishing fiscal or financial municipal incentives that facilitate relocation of
businesses to the Sud-Ouest Borough
8. Reestablishing fiscal or financial municipal incentives that facilitate land servicing of
problematic sites to encourage businesses to settle in the Sud-Ouest, e.g. through the ICI
Montréal program
9. Announcing new government incentives to facilitate decontamination of lands required
for the real estate projects mentioned in this LAPEE
10. A more equitable division between the borough and the city centre of financial / fiscal
benefits arising from the taxation of new construction projects linked with economic
development
67
Montréal Sud-Ouest
Conclusion
Collectively, we can be proud of the road we have travelled and the achievements of the past
years. But we cannot let our guard down yet; there are many challenges to take on and much work
to accomplish. LAPEE 2007-2010 is going to put every partner in the Sud-Ouest’s renewal to work
once more: businesses, unions, organizations, institutions and government. We have always
succeeded through consultation and partnership, and in the face of all of these new challenges, we
will succeed with them once again.
The bar is high, but we owe it to all those who contributed to the revitalisation of the Sud-Ouest
over the past 20 years to stay the course with the objectives that led to the creation of the PointeSaint-Charles Economic Program in 1984, and then of RESO in 1989. Despite the hope the renewal
has engendered, the game is far from over. We must remain vigilant and redouble our efforts if we
wish to make the Sud-Ouest a model of sustainable and equitable development, a place where it is
possible to live, work, enjoy oneself and achieve one’s potential in a community that is inclusive
and open to the world.
With this in mind, it is worthwhile recalling the vision statement adopted by the RESO Board of
Directors in December 2002:
RESO, as an association of social and economic stakeholders and dynamic forces in the
community, aspires to make Montréal’s Sud-Ouest and its districts a high-quality living
and working environment
o
o
o
o
o
o
o
o
o
o
o
o
o
inhabited by a diverse population
integrating into social and economic life young people, adults and families faced
with poverty and exclusion
encouraging the retention and growth of the local population
welcoming towards new residents and visitors
offering a variety of good jobs in companies from diversified sectors
recognized for its private and collective entrepreneurship as well as for its
cultural and community vitality
innovating economically and socially
promoting its history, culture and architectural and living heritage
integrating residential, commercial, industrial and tourist functions in a
consistent and progressive urban development
concerned with the quality of its architecture
respectful of its environment
inventive in its consultations with partners
participating in Montréal’s economic and social growth
Mis en forme : Retrait : Gauche :
0,5", Avec puces + Niveau : 1 +
Alignement : 0,25" + Tabulation
après : 0,5" + Retrait : 0,5"
Today, with new hubs of activity and jobs emerging, the Sud-Ouest can legitimately aspire to a
new economic prosperity in a spirit of equity and social solidarity. The achievement of LAPEE
2007-2010’s objectives will contribute to the fulfilment of this stimulating and generous vision.
68
NOTES
1
Chapter VI, Section 1, Article 90
2
These will be presented in Chapter 4.
3
Data on the Sud-Ouest in 1996 and 2000 come from the Census of Establishments and
Employments (REEM), conducted by the City of Montréal. Data from 2003 come from REEM
2000, supplemented by observations by RESO professionals. Data from 2006 derive from
Montréal’s List of Industries and Commerce (LIC), supported by a partnership agreement.
4
Ibid
5
Data for the Island of Montréal as a whole come from Statistics Canada studies.
6
Not yet available
7
The 2003 industry portrait is based on CTI classification, while the 2006 portrait is
based on NAICS classification. The use of two methods of classification invalidates
comparisons between certain economic sectors. Thus, the LIC data bank, a more
exhaustive identification of small businesses and the jobs associated with them, provides
a more detailed picture of the territory. However, these tables give a reasonably reliable
impression of the development underway.
8
Employment figures for 2006 have been rounded so they can be compared to round data
from 2003.
9
Reduction due to major job losses at Imperial Tobacco Canada
10
Includes the following sectors: information technologies, film / video / audio, design and
architecture, broadcasting and telecommunications, management and communications
consulting, and scientific services.
11
Don Drummond, Chief Economist at the TD Bank, Des économies menacées, La Presse,
Section A 17, August 29, 2006
12
See Table 12.
13
They include two groups connected with Mittal and Owen Illinois.
14
These are not manufacturing jobs, but Canada-wide marketing jobs.
15
This business services classification excludes knowledge-based services that are
exportable and thus part of the high-value-added services sector.
16
17
See Table 3, under Other services.
This refers to the fact that the primary difficulty in creating a construction company is
obtaining a contractors permit, the cost of fixed assets and equipment being relatively
low in comparison with other sectors (e.g. manufacturing).
Montréal Sud-Ouest
18
These are technology-intensive and / or knowledge-based service sectors whose
products or services can compete in foreign markets.
19
Taken from Franco Materazzi, Plan de développement économique du Sud-Ouest de Montréal,
2003-2006, Table 5, p.20, RESO, 71 pages, October 2002
20
Note, however, the absence of service in certain areas, such as Cabot or Saint-Ambroise.
21
These figures reflect going prices at E-Commerce Place, 1350 René Lévesque Boulevard
West. Current tenants are still benefiting from tax credits granted by the Quebec
government.
22
http://www.resomtl.com/en/default.aspx?sortcode=2.20.21#economy
23
This classification is based on the nature of the products and services sold on the
market by enterprises. Note, however, that because of their social mission, certain
enterprises can appear in two classes. For instance, three of the socioeconomic integration
enterprises could be classified in the training sector rather than the sector that relates to
their products, and a retail commerce could be classified in the environment and recycling
sector, given the type of products sold.
24
The presence of daycares can skew results, given their sales figures and the number of
employees in each, higher than in most social economy enterprises.
25
A number of researchers also classify community action as part of the non-market social
economy.
26
The sample surveyed by RESO in 2002 was smaller than that surveyed in 2006 (40% of
organizations in 2002 and 72% in 2006).
27
The gist of this portrait is taken from a speech by Pierre Morrissette, RESO Director
General, made in the context of the Rendez-vous de la culture du Sud-Ouest and published in
Compte rendu du Rendez-vous de la culture du Sud-Ouest, March 30, 2005, 67 pages, pp. 24 to 33.
Data used were based on a list of members of the cultural community different from the
List of Industries and Commerce (LIC) used by RESO for new economy enterprises. The
two lists have since been combined in the LIC data bank.
28
Methodology used in the 1999 and 2005 studies is different, however. The 1999 data is
taken from a study conducted in the field, while those of 2005 are from secondary sources
(Emploi-Québec) combined with a number of telephone interviews. Data from 2005 have
not been updated.
29
Cultural sectors are, in fact, highly integrated into the new economy, so well that
apparent reductions in members of small entities in certain cultural niches can be
counterbalanced by an increase in employment in comparable sectors of the new
economy; for instance, art with digital applications, where larger companies are
2
Montréal Sud-Ouest
prospering. The same goes for the growth in participation in certain cultural niches. The
same data can show up in both culture and certain high-value-added service niches.
30
Source: Qualitative data collection by RESO in February 2005. This collection took the
form of five discussion groups and five telephone interviews with artists, organizations
and social economy enterprises, private businesses and institutions. A comparative study
and data analysis were made.
31
Note that the distinction between the “artists and craftspeople” category and the
“industry and commerce” category is not always clear. Certain members of the cultural
community are on the edge of, or span, the two categories.
32
Artists and craftspeople are difficult to count, and there are several reasons for this:
artists and craftspeople are not always in the public eye or established in commercial
locations, some prefer anonymity, and incomes are unknown (stage artists, song artists,
etc.). The count of 87 artists and craftspeople should therefore be taken with a grain of
salt.
33
Data available for 236 of the 435 members of the cultural community
34
City of Montréal, Arrondissement du Sud-Ouest, profil socioéconomique, September 2004, 12
pages
35
City of Montréal, op.cit. p. 2
36
Statistics Canada estimated average household income in the metropolitan Montréal
area at $57,138 in 2004. See Statistics Canada, Average household expenditures, by selected
metropolitan area (Montréal) 2004. December 2005.
37
Langlais and ass. Mise à jour des principales données concernant le projet de développement du
secteur du Nordelec, February 22, 2006, 13 pages, p.7
38
Statistics Canada, Average household expenditures 2004, op.cit
39
Though not exactly the same territory, the study covered 27,823 households (compared
to 31,850 in the Sud-Ouest) in a two-kilometre radius of the Nordelec building.
40
This figure is obtained by subtracting actual sales potential, some $191 million annually
from retailers in a two-kilometre radius of the Nordelec building, from potential annual
expenditures on local consumption, which are estimated at $288 million.
41
The Village Griffintown, Nordelec and Imperial Tobacco Canada real estate projects
now underway are cases in point.
42
Excerpt from Portrait socioéconomique du territoire du Centre local d’emploi Pointe-Saint-Charles,
INRS-Urbanisation, 23 pages, May 2004. The study is based on 2001 Census data, as data
from the 2006 interim census was unavailable at the time of this LAPEE’s conception.
3
Montréal Sud-Ouest
43
Note that the territory of the CLE Pointe-Saint-Charles corresponds to the Sud-Ouest
Borough, excluding Griffintown. The territory of the Centre de santé et de services
sociaux (CSSS) corresponds to the territory of the Sud-Ouest Borough, plus the Verdun
sector.
44
Data on population health come from Portrait de la population : Centre de santé et de services
sociaux de Verdun/Côte Saint-Paul, Saint-Henri et Pointe-Saint-Charles, November 2004. Other
statistical data are published in Portrait socioéconomique du territoire du Centre local d’emploi
Pointe-Saint-Charles, May 2004, produced by the Institut national de la recherche
scientifique de l’Université du Québec.
45
Sources: Statistics Canada, 2001 Census, special compilations derived from data
collected during the week (Sunday to Saturday) preceding Census Day (May 15, 2001).
Labour force participation rate: percentage of the population aged 15 and older in the
labour force (able to work). Employment rate: percentage of the population aged 15 and
older occupied (in employment). Unemployment rate: percentage of the labour force that
is unemployed (looking for work). Statistics Canada, Labour force characteristics, population
15 years and older, by economic region, by province, 2005
46
Source: Federal Department of Human Resources and Skills Development, INRS-UCS
treatment, 2003
47
Source: Statistics Canada, 2001 Census, special compilations, INRS-UCS treatment
48
Source: Statistics Canada, 2001 Census, special compilations, INRS-UCS treatment, p.
16
49
Concerns the territories of Ville-Marie, LaSalle, Verdun and Côte-des-Neiges / NotreDame-de-Grâce.
50
RESO, BILAN Plan d’action local pour l’économie et l’emploi 2003-2006 (economic development
component), Sud-Ouest de Montréal, December 1, 2006, 58 pages
51
Charting Our International Future: A competitive Montreal region, Metropolitan Montréal
Community, February 2005, 138 pages, pp. 72-73
52
Charting Our International Future, op. cit. p. 73
53
Telephone interview with Yves Charrette, CMM Economic Development Coordinator,
July 24, 2006
54
This cluster has been put under the control of Lyne Bouchard of Montréal
International.
55
Responsibility for this cluster is assumed by the CLD Des Moulins.
56
CMM, op.cit., p.81
4
Montréal Sud-Ouest
57
CMM, op.cit., p.74
58
Montréal Master Plan, Part II, Chapter 12, Sud-Ouest Borough, August 2005, 37 pages,
p. 8
59
Master Plan, op. cit., p. 9
60
61
62
Report from the Montréal, Knowledge City advisory committee, Pascale Michaud,
November 2003, 76 pages
63
Montréal, Knowledge City, op. cit., p. 20
64
Réussir à Montréal, La stratégie de développement économique 2005-2010 de la Ville de Montréal,
May 2005, 105 pages
65
Based on the assumption that the Sud-Ouest territory is increasingly incorporated into
the Montréal downtown.
66
City of Montréal, Strategy for the inclusion of affordable housing, April 2005, 33 pages, p.15
67
Montréal, Cultural Metropolis, A Cultural Development Policy for Ville de Montréal 20052015, September 2005, 85 pages, p.62
68
Premier plan stratégique de développement durable de la collectivité Montréalaise, April 2005,
summary, 18 pages, p.3
69
Premier plan stratégique de développement durable de la collectivité Montréalaise, op.cit. p. 6
70
Plan de développement touristique de Montréal, Sommaire, November 2003, Tourisme Montréal,
9 pages, p. 6
71
In 2006-2007, they included the following sectors: food, beverages and tobacco
products; wholesale commerce; construction; transportation equipment manufacturing;
manufacturing of computer, electronics and electrical products; finance, insurance, real
estate and rental; business management, administrative services and others; printing and
related activities; furniture and related products; petroleum and chemical products; wood
products; metal products; professional, scientific and technical services; health care and
social assistance; textiles; transportation and storage; clothing and leather products
7272
Montréal Center of Excellence in Brownfields Rehabilitation
73
Cultural mediation involves setting up projects and partnerships that encourage
accessibility to arts and culture, and build awareness in different communities
5
Montréal Sud-Ouest
(community organizations, education community, business community, etc.) of cultural
exclusion. It includes consultation, design and realization phases. Cultural mediation is
an effective tool in establishing participative cultural democracy.
74
Resources are primarily budgets granted by various lenders; purposes are primarily
those listed in LAPEE 2007-2010.
75
BIL now amounts to $245, 600 in the Sud-Ouest territory.
6

local action plan for the economy and employment

Transcription

Documents pareils

Resume L`Africain, Daniel - Joli

Louis-Philippe Raynault-Ollu - Miller Thomson

Winner: National Bank Sponsors: Pointe-à

10% off regular priced tickets

Erratum to - BioMed Central

details! - I Musici

Ressources Humaines

TRAVEL GUIDE: HONG KONG - LONELY PLANET (9781743214732)