MINUTES – PUBLIC – LEISURE, SPORTS AND COMMUNITY DEVELOPMENT COMMISSION (CLSDC)

Ethics, Safety, and Integrity – Presentation

The presentation is delivered by Christian Riopel, Assistant Director of the SLSDC (Recreation, Sports, and Community Development Department). It aims to propose a municipal action plan to address issues of ethics, safety, and integrity in recreation and sports through concrete and structural actions.

A context is provided regarding basic concepts, existing bodies, services offered by Loisir Sport Outaouais, as well as the Loi sur la sécurité dans les sports et les loisirs (mission, vision, mandates, competencies, and means).

The action plan is presented in 4 components: inform, raise awareness, accompany and support, and sanction. The targeted deliverables are explained. Mechanisms and an annual follow-up process will be developed to ensure the proper functioning and implementation of these measures in a sustainable manner.

Objectives:

• Inform regarding ethics, integrity, and safety;
• Raise awareness and train employees and organizations;
• Accompany organizations and citizens in adopting and maintaining integrity, safety, and ethical behaviors;
• Establish a communication mechanism for confidential reporting;
• Sanction non-compliant behaviors.

He outlines the expected results and success factors:

• Results: Informed citizens, participants, and administrators who are able to recognize and report issues;
• Success factors: Sensitize citizens, support organizations, and clarify expectations and roles regarding ethical behavior.

A question period follows. A member asks about the suggested sanctions. The type of sanction is determined according to the severity of the act committed. There could be written warnings, withdrawal of access to facilities, or financial support. A member welcomes the implementation of a concrete action plan that will advance various files. It is indicated that a new promotion campaign on ethics is underway. Two visuals and tools have been developed to highlight:

• The "We," as a parent, organization, community: how to contribute?
• The "I": as an athlete, how to apply it in my sports practice?

The financial aspect will be important. There are various funding programs such as the Programme Sécurité Intégrité Québec (PSIQ) which is aimed at non-profit organizations. The administration specifies that the content of the communication plan is not defined. The goal is to centralize information (for example, the website) to make it available and easily accessible. The new Loi 45 has clarified the definition of recreation, which is very broad and includes outdoor activities. Regarding the timeline, it is desired that the actions be carried out starting in 2026 and that there be adoption by the City Council in December or January if a positive recommendation is obtained from the Commission.

The training is aimed at respondents who are City resource persons and who accompany organizations, such as sports managers and development officers. There is another training component for those who represent the organizations, those who work in daily management, i.e., directors and coordinators. It is on a voluntary basis. Regarding sanctions, it can be made mandatory to maintain municipal support. The goal is to offer it to the maximum number of organizations. A training plan will be put in place. There are several elements under reflection, which will stem from the action plan to be defined.

A member mentions that this is an important starting point. He gives the example of a management committee successfully put in place in 1997 with Hockey Gatineau. He suggests following up with the person mandated by the organization to receive the training, including a request for acknowledgment of receipt. This is an important novelty in Gatineau. He highlights the work of the Commission, which discusses concrete files with great achievements. The Chair highlights her satisfaction in seeing this plan materialize. There have been numerous issues with partners (organizations, coaches, parents, etc.) in the field of hockey, swimming, basketball, and gymnastics. It is a crying need for the City to clarify its values in terms of behavior and safety. The action plan indicates the desired objectives. There will be bylaws and policies to develop. For the two sanction elements, i.e., withdrawal of support and non-access to facilities, a plan B must be developed if this occurs, since it affects the citizen's daily life. Compliance studies will need to be included.

The City expects behaviors and governance standards from organizations. This would be through regular accompaniment.

RECOMMENDATION

The Recreation, Sports, and Community Development Commission recommends to the City Council:

CLSDC-2025-02

• To mandate the Recreation, Sports, and Community Development Department to implement the action plan regarding ethics, safety, and integrity.

Proposed by Marie Poirier Supported by Benjamin Dumont Adopted

Outdoor Rink Deployment Plan – Presentation

The plan is presented by Julie Vallon, Section Head of Sports Operations and Facilities. In the introduction, Christian Riopel specifies that the presentation reviews the 2024-2025 rink season and the objectives of the next outdoor rink deployment plan starting in 2026. Eventually, in a subsequent phase, the Department will address the modification of the outdoor ice service offer.

The portrait of the 2024-2025 service offer is presented in table form and some highlights are illustrated. The majority of organizations wish to participate in 2025-2026 and would be in favor of increasing support, a longer memorandum of understanding (from three to five years), and a modification of the calendar for an earlier opening of the program. The average opening of the rinks is about 50 days. The findings of the site analysis and the major themes are addressed: signage, snow removal from benches and trash cans. The improvements requested by users aim at complete snow removal or that shovels be available, nets at the ends, extended lighting on weekend evenings, as well as the installation of heated shelters.

Compared to other cities, the Gatineau community model stands out. Heated cabins, supervisors, and toilets are the norm in other cities. The findings of the consultations as well as the five major citizen priorities are presented. The recommendations resulting from the report are presented:

• Maintain and fund the non-profit model for local service;
• Do not renew private contracts for the maintenance of City rinks;
• Build one refrigerated rink per sector to improve reliability and quality of services;
• Replace certain rinks with other winter infrastructure.

The second part of the presentation focuses on the objectives of the next outdoor rink deployment plan. The vision is stated and the short, medium, and long-term objectives are specified. The proposed model is agile and scalable. Other options were evaluated, such as the status quo. The second option would be to follow all the recommendations of the report. These would reduce the service offer to citizens and cause inequity between sectors. The suggested model allows for a balance. This entails the closure of certain sites, but from a perspective of consultation with citizens allowing for the clarification of community needs. The orientations of the agile model are presented in detail, over a 5-year objective, by major themes: agile network revision, strengthening of non-profit organizations (NPOs), quality of user experience, climate resilience and diversity, communication and mobilization, as well as diversification of funding. A pilot project for the first refrigerated rink, located in the Aylmer sector, is coming in 2026. The new model is to maintain or increase locally managed sites.

The proposed modifications are:

• Increase in the amount of support according to the type of rink (difference by surface area) with a 5-year protocol. In some cases, the amount allocated will be practically doubled;
• Addition of a meeting at the beginning of the season, an amount for equipment needs, and an amount of $1,000 for the animation of each of the rinks for a lively living environment;
• Modification of the application calendar.

A question period follows. Mr. Dumont abstains because he is the organizer who takes care of one of the rinks. A member asks if, in the new plan, there are reflections on usage conflicts. It is answered that it was desired to clarify what the obstacles were. This is part of the elements to be integrated into the follow-up. The hockey and recreational conflict must be addressed in the deployment of the rinks. Solutions must be found to divide the types of usage and meet various needs. It is also specified that everything that will be refrigerated is intended for recreational and general public use, and not hockey. A member indicates that it was mainly adults who responded during the consultation. There is a lack of representation at the user level. The reasons for use are very different. For locations reserved for the general public, the use is more family-oriented. As for local rinks, they are daily users and young people. Clarifications are necessary regarding parking and signage at ruisseau de la Brasserie. The administration specifies that the site of the ruisseau de la Brasserie rink trailer has been moved to a more favorable location. Municipal parking is available. The signage could be improved on the site.

A member mentions that it is a challenge to learn to skate and that there are few courses offered in Gatineau. This is a major obstacle and leads to user conflicts. It would be beneficial for the City to set up and fund this type of course. The comment is noted and actions will continue in this direction. This is part of the inclusion reflections. The offer of skating lessons relies on the organizations that define what their clientele, priorities, and service offer are. The City's responsibility is to identify service gaps. It is noted in order to integrate it into the reflections in this direction. It is planned in the diversity and inclusion orientation.

The Chair mentions a few additional points:

• Proximity effect: Having alternatives nearby, especially for young people, is essential. An alternative offer is needed to adapt to climate change:
• Usage conflict: It is a recurring problem;
• Develop a recreational offer around refrigerated rinks: Last week, in a plenary committee, the 2025 municipal indicators were presented regarding the sports, recreation, and event programming offer. The level of citizen satisfaction for the spring-summer period is higher. For winter, there is room for improvement. It would be interesting to plan an animation offer near future refrigerated rinks and to evaluate the economic and social impact with the creation of this living environment.

Questions are addressed in connection with the organizations. It is desired to determine if they have been consulted. The subsidy and the burden of the process are highlighted. The administration specifies that last year, there was free loan of skates and an offer of courses offered in collaboration with organizations. This program will be renewed. It was desired to offer a subsidy to organizations that had never benefited from it in order to evaluate the operation and appropriation of the program by the organizations. The old "Accros au patin" program no longer exists and the City wanted to take charge of it. The Chair invites to leave space for comments from organizations and emphasizes that the amount of the subsidy is minimal.

A member asks for an update in connection with the minivan pilot project and it is specified that 10 requests from organizations have been received, in addition to the sites set up without an organization. A member wishes to know if it is possible to favor organizations that have never benefited from the program in order to offer an equal chance to all. The administration specifies that there is a list of organizations that participated last winter. They can submit a new request again and the invitation is extended to all organizations. The diversification of sectors will help (notably disadvantaged, predominant cultural communities) to enrich the mobile van program. The reflection on the future of outdoor rinks in connection with climate change must include the aspect of user experience and the quality of infrastructure. It is desired to offer alternatives as well as a diversification of the offer in various sectors.

The Chair emphasizes that winter programming deserves to be improved. In the recommendation, we approve the broad outlines of the deployment and not the selected locations. There remains agility and flexibility by consulting citizens. In the short term, we are working on our communication tools. The presentation focused on the implementation objectives in a future transformation plan for the outdoor rink service offer. Today, it is a recommendation for a modification of the support offer within the framework of the outdoor rink support program. It is desired to increase the number of hours and the amount of $1,000. Discussions follow on the process of modifying a recommendation. To go in phases, there could be a recommendation on the proposed modifications and an amendment mandating the administration to continue reflections on the subject of animation and heated premises. A possible return would be made in commission. It is desired that discussions continue with the organizations. It is decided to make a written recommendation that will follow by email to the members. This will be validated beforehand by the Chair.

Daniel Bellemare leaves the meeting at 5:01 p.m. and the quorum is maintained. The members agree with the proposal regarding the recommendation which will be modified. The amendment will be sent by email, but a proposer and a seconder are required on the modifications of the program of the original recommendation. The Chair asks for a proposer and a seconder. The initial recommendation reads as follows:

The Recreation, Sports, and Community Development Commission recommends to the City Council to:

• approve the modifications to the outdoor rink support program as proposed.

Ms. DeCourval and Mr. Dumont abstain from pronouncing themselves regarding this recommendation. Given the discussions, an amendment will be sent by email to the members of the Commission. They will pronounce themselves in writing and the follow-up will be done at the next meeting. The amendment proposal reads as follows:

The Recreation, Sports, and Community Development Commission recommends to the City Council to:

• mandate the administration to continue reflections regarding the financial support to be granted to organizations for animation and the provisions of heated premises and to return to the commission during the presentation of the transformation plan for the outdoor rink service offer.

Annie Lapointe and Benjamin Dumont leave the meeting at 5:12 p.m. and 5:16 p.m. respectively, the quorum is lost. A break takes place from 5:16 p.m. to 5:26 p.m.

Surplus Arenas (Campeau, Baribeau, and Beaudry)

A presentation is made by Nawal Fellaoui, Coordinator – Infrastructure and Public Spaces. The Department presents the objectives of the presentation:

• Update the arena analysis process;
• Present the next steps;
• Participate in the definition of evaluation criteria.

The objectives of the invitation-only information session that will take place on September 25 regarding the arenas are described. The key elements of a strong proposal and the recommendations for the criteria to consider for a conversion are presented. For a change of use, elements (bleachers, arena components, etc.) must be deconstructed. Architectural expertise and upgrading are necessary. There is a sustainable development component (valorization of components, selective destruction, etc.). Energy-efficient solutions must be integrated in order to reduce the carbon footprint and participate in the realization of the Gatineau Climate Plan.

The multi-criteria analysis is a solid foundation that allows maximizing the potential of the opportunity with measurable criteria. The 4 major criteria of the analysis are:

• Financial analysis;
• Land potential;
• Real estate potential;
• Accessibility and equity.

Inclusivity is included in future decisions and we favor complementary uses for the benefit of the entire community. The City has flexibility on business models. Economic viability and community impact must be demonstrated. Buildings can be acquired, but it is necessary to demonstrate the use and technical and financial viability of the projects. Emphyteutic leases and other long-term agreement possibilities to develop strategic projects on City land can be analyzed. The support offered to organizations by the City before the launch of the call for interest is detailed.

The next steps will be:

• Open houses, with a possibility of visits from 1 p.m. to 4 p.m. with City experts, of the following locations:
  • Aréna Baribeau: Tuesday, October 14;
  • Aréna Beaudry: Wednesday, October 15;
  • Aréna Campeau: Thursday, October 16.
• Launch of call for interest: December 2025;
• Closing of call for interest and analysis of opportunities: Spring 2026;
• Presentation of results to the City Council for recommendations and orientations: Summer 2026.

Projects will be prioritized according to six evaluation criteria:

• Financial sustainability (estimation, funding sources, revenue potential, costs/benefits);
• Technical feasibility of the conversion (spatial adaptation, complexity of work, standards, risks);
• Promoter profile (expertise, team structure, project history, and references);
• Development potential (optimization, diversification of uses, urban synergy adapts to future needs);
• Environmental impact (integrate natural constraints, valorization, materials, strategy, energy performance, etc.);
• Social impact (benefit to the community, degree of acceptability, inclusion).

A discussion period follows. On September 25, an invitation was sent to partner organizations so that they have the opportunity to submit a relevant and solid project, while benefiting from the City. The Corporation de développement Outaouais Laurentides (CDROL) offers social development expertise. They are partners in the process and will be present on the 25th to offer their help to organizations wishing to benefit from support in the projects. ID Gatineau will also be on site. A member wishes to know if the invitations were sent only to NPOs. He emphasizes that given the importance of the project, all organizations and companies with community goals should participate in order to increase the application of this project. At the present time, only partner organizations of the SLSDC and the Service des arts, de la culture et des lettres (SACL) have been approached. It is support to explain how their project must be prepared. The call will be published on the Système électronique d’appel d’offres du gouvernement (SEAO) to attract all types of regional and provincial promoters who would have an interest. More than 400 organizations are invited. Everyone will be able to propose a project during the call for interest even if they have not been invited.

A member wishes to know if the program is reserved for public or private organizations. Since these are large-scale projects, some organizations might not be able to manage an arena conversion project. It is a good initiative to give this possibility to submit a project for the good of the users and citizens of Gatineau. We want to know the level of possible involvement or the potential of the City in projects that could, for example, become a joint partner in certain projects. It is highlighted that this summer, there were people asking questions about the conversion of City land, was it for that? It is specified that all options will be analyzed after the call for interest. The council will position itself on the vocation of the buildings.

The City Council will position itself on the relevance of the projects and orientations. When the proposals are received, it will be possible to recommend the different options received from the organizations. An elected official mentions that in 2023, it was announced that the three arenas would be demolished and that there were no other options. Last year, he made a proposal for a warming center at the Aréna Baribeau without success. He received as an answer that the infrastructure is no longer there, that the solidity and components of the building are not optimal. Investments will be required to bring the buildings up to standard. It is necessary to obtain the necessary financial data regarding this aspect. It is desired that the technical analysis of the locations be shared. The Chair specifies that in 2023 the council had a presentation for the demolition of the arenas. She asks for approval from the members for the extension of the meeting by 15 minutes, i.e., until 6:15 p.m. The major components will be addressed with partners during the open houses and technical details will be in the calls for interest. It is certain that there are major investments in the context of a conversion. Maximum information and support will be offered. Changes in the orientation of sports infrastructure were referred to the Real Estate Department for the demolition or sale of assets belonging to the City. The mandate for these arenas was to see if there were opportunities to keep leisure assets to satisfy needs identified by local organizations or in the priorities of infrastructure master plans.

A member wishes to know if it would be possible for partners to group together. The mix of uses is encouraged, which would allow maximizing the potential of the land or the asset. At the technical level, the physical obsolescence index of the locations is available. The three arenas have exceeded their useful life. For example, for electricity, it is between 20 and 25 years. Technical sheets have been made by arena. For example, at Campeau, no changes have been made and these are the original installations.