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For a signature park that reflects the priority assigned to urban nature

This chapter will provide insight into the integrated development approach of the Management Plan in order to take the Parc's multi-faceted expertise into account. A window into the new ways of thinking and approaching solutions in a transversal manner will enable the implementation of a true cultural change within the organization and allow the Management Plan to lean toward a society project that would be long-term economically feasible, ecologically sustainable and inclusive in its ability to meet the needs and ambitions of Montréal's society.

Culture change


The mission of the Société du parc Jean-Drapeau, which was established by the City of Montréal, is to conserve, design, promote and develop this major urban public park, to oversee the healthy co-existence of the activities which are taking place, and ensure the longevity of the park for current and future generations.


In 2030, Parc Jean-Drapeau has reinvented itself to become one of the parks that is emblematic of the city. The Parc is highly regarded for the diversity of its individual and collective experiences it offers in conjunction with nature, landscapes, history, culture and sports.

It is a laboratory of best practices in sustainable development; it celebrates its heritage; it is a distinctive destination; it is a source of pride for Montréal's society. It is an engaged leader, geared toward excellence, a unifier of partnerships and involved in its community.

Guiding principles

The Société draws on five major guiding principles that are moral references intended to coherently guide and influence the decision-making process.

  • Respect the environment and ensure the ecological transition
  • Preserve the area and promote the heritage aspect
  • Promote diversity and inclusion
  • Strive for excellence, accountability and integrity in its practices
  • Act in partnership

Strategic orientations

Embedded in the core of the Plan, as a system of values to which one adheres, the orientations act in a transversal manner in the organization and serve as anchorage for the selection of projects and activities.

The sustainable development concept contributes, first and foremost, to the creation of a major urban public park and oversees the orientations.

Sustainable development

A mobilized Parc to achieve the ecological transition.

By 2030: The Parc has etched ecological transition and sustainable development into its organizational culture and contributes to their deployment in the community at large. It has adopted best practices in protecting its ecosystems, in the layout of its spaces, its buildings, procurements and programming. The members of its staff have acquired adequate skills and are themselves instigators of good practices. A campus with an environmental vocation has been created at the Parc. The campus helps in bringing together and empowering the ecological transition players who work predominantly in the areas of research, innovation, citizen engagement and changes in comportment.

  • Objective 1 : Ensure the ecological transition and become a responsible, resilient park in dealing with climate change
  • Objective 2 : Mobilize citizens and stakeholders around sustainable development
  • Objective 3 : Socially engage, contribute to the education and healthy lifestyle habits of the population


The conservation of all the heritages for future generations.

By 2030: The Parc implemented the conservation plan for all its heritages. With an overall coherence and in a sustainable development perspective, it addressed the master forestry plan, it moved ahead with the restoration of landscape layouts of interest (plaine des Jeux - playground), underbrush, gardens, rose garden and Place des Nations, the rehabilitation of military buildings, the Hélène-de-Champlain pavilion and the Biosphere. A long-lasting vocation was defined for all the buildings and spaces. An environmental campus was created at the Parc with the key players and it now contributes to advancements in research, experimentation and behavioral changes. The Parc has adopted a program linked to education, dissemination and awareness-creation in terms of heritages.

  • Objective 1 : Protect and enhance the Parc's natural heritage (arboreal, floral, wildlife, fluvial)
  • Objective 2 : Protect and enhance the anthropic heritages (archeological, built, artistic and memorial)
  • Objective 3 : Develop tools that will guide the decision-making process, the protection of the environment and engagement of the community

Open governance

A managerial mode for enlightened decision-making.

By 2030: As a result of its open culture and the open managerial mechanisms that were implemented, Parc Jean-Drapeau is renowned for the efficiency of its forums for dialogue and multiplayer collaboration. The citizens and organizations who have activities there are essential contributors to its programming, offering, or its overall setup. The annual meetings, round-table discussions, the Parc's website and the thematic work groups are catalysts for collaboration. These open partnerships (public-private-citizens) enable the associating of stakeholders to the major projects and initiatives and the reliance on their expertise. The open governance is now totally incorporated into the managerial modes of this site which is emblematic of Montréal. The projects stemming from the Management Plan reflect the needs of society and citizens, who have a strong sense of belonging to Parc Jean-Drapeau, and they speak of it with pride.

  • Objective 1 : Ensure that transparency, collaboration and participation are rooted in the best practices of the organization
  • Objective 2 : Mobilize the stakeholders to better ensure the Parc's longevity
  • Objective 3 : Facilitate the decision-making process of governance authorities


A park that puts social and environmental progress in the forefront of its approaches.

By 2030: The Société has integrated innovation into its organizational culture, notably through a uniform digital transformation, an alternative business model, a consistently improved process that encourages the adoption of new ways of doing things, promoting the creativity of local and international players, and a better interaction with citizens. The Management Plan itself stems from a vision based on boldness and innovation. Thus, the projects emerge from the open data collected at the Parc. The entrepreneurship benefits from the Parc's facilities to propose solutions to the environmental and social problems. The Société is an essential player in Montréal's sustainably innovative ecosystem.

  • Objective 1 : Adopt technologies that improve efficiency, feasibility and the Parc's attractiveness
  • Objective 2 : Innovate from a social, environmental, technological and collaborative standpoint
  • Objective 3 : Contribute to the promotion of the area through collaborative innovation

Citizens' experience

The citizens, key players in the life of the Parc, transformed by their experience.

By 2030: Parc Jean-Drapeau is a friendly, accessible destination for the Greater Montréal population. It's also a must-go-to place for local and international visitors who want to escape their daily routines, connect with nature and water and enjoy sustainable experiences that foster well-being and the pleasure of being together. Along with enjoying the harmony of the diverse activities, citizens have a sense of belonging toward the Parc. Whatever the season, they regale in collaborative and educational experiences which nurtures them as responsible citizens and strengthens the social fabric. Through their engagement, they are engendered with the belief they are contributing to the ecological transition and environmental resilience.

  • Objective 1 : Make every visit to the Parc a constantly renewed experience and an opportunity for discovery, enrichment, knowledge-sharing, fun and rejuvenation
  • Objective 2 : Ensure a harmonious co-existence of all the activities and experiences on visits to the Parc
  • Objective 3 : Encourage and promote a culture of solidarity and social coherence


A recognition of the experience, traditions and knowledge of the indigenous peoples.

By 2030: The Société has put the reconciliation principles into practice, notably through the following measures: representation of the First Nations on the Parc's governing bodies; hiring First Nation consultants and professionals to inform the Société about the indigenous peoples' perspective; hiring First Nation artists to produce works of art and incorporating First Nation artists into the program of events and activities; promoting First Nation archeological sites on Sainte-Hélène's island; designating specific areas of commemoration in terms of geographical naming and development.

  • Objective 1 : Ensure the participation of First Nation people in the decision-making process pertaining to management and conservation of the premises that constitute ancestral lands
  • Objective 2 : Ensure social inclusion, cultural sharing and recognition of the First Nations in Parc Jean-Drapeau
  • Objective 3 : Promote the First Nation cultures and practices at Parc Jean-Drapeau

Areas of development

The 5 areas of development that have been carefully selected by the Parc are aspects which are more of an operational nature and they set the priorities of action from which the triennial action plans unfold. To address the Parc's major issues, their efficiency will be measured in terms of the expected benefits in relation to the Parc's mission and vision.

Infrastructures and buildings

A comprehensive planning for the longevity of the built heritage.

Observation : Parc Jean-Drapeau's assets are comprised of an impressive collection of legacies from bygone eras, but the Parc's infrastructure deterioration index is close to 50%.

By 2030: The Parc has made up for the maintenance deficit and reduced the infrastructure deterioration index to under the 30% mark. The Parc has combined all its activities into a common plan, in all its sectors, enabling them to be prioritized in alignment with the organization's strategic framework. In 2030, the Parc's infrastructures contribute to the feasibility of these activities through the renewal of their business plans with an innovative vision which includes the creation of partnerships. The Parc's infrastructure management model serves as a fine point of reference for other public institutions seeking to perpetuate their assets.

  • Objective 1 : Plan, prioritize and be proactive on the infrastructures and buildings aspect to make up for the maintenance deficit
  • Objective 2 : Ensure the longevity of the infrastructures by aligning the infrastructures' business plan with the Management Plan's business model, thereby assuring their conservation and promotion
  • Objective 3 : Create partnerships between the Société and other institutions that have a similar park facility under their charge, thereby enabling a sharing of expertise on asset management


Creating an experience through mobility.

Observation: Parc Jean-Drapeau should be part of the framework of the City of Montréal's and the provincial government's many sustainable initiatives. It needs to offer users alternative means of transportation and it must take into consideration the variability of traffic depending on time periods, the sectors and event activities.

By 2030: The Société has reduced the amount of parking spaces and consolidated them into the entrances of the site. It has set up a system of sustainable mobility areas, conceived as user-friendly places, enabling customer orientation and a comfortable wait, with an attractive array of services. It has completed and enhanced the public transit offer and the active mobility networks, and it has promoted the modal shift to users and staff members. It is consistently integrating innovations in the field of transportation to propose an offering that is user-friendly, efficient and adapted to the entire public.

  • Objective 1 : Consolidate, structure and develop the mobility offering on the islands
  • Objective 2 : Reduce the use of the automobile to get to the islands


Quality spaces and an enhanced landscape experience.

Observation: The Parc has a decisive role to fulfill considering the need for resilience in confronting climate change and the benefits of green spaces on public health. The ecosystems that have been built and the semi-natural areas of the Parc are fragmented, the laid-out landscapes are under-promoted and the relationship to the river continues to be slight and remote.

By 2030: The Société has proposed a comprehensive conservation, design and development plan that includes extending the riverbank promenade, the creation of new public spaces and new urban plots, the greening of parking areas, valorizing fragile areas, the regeneration of forest communities, the creation of the ecological ecosystem and enhancement of wildlife and plant habitats, the rehabilitating and connecting of interior bodies of water and the construction of an ecological bridge on the Cosmos walkway.

  • Objective 1 : Ensure the continuity of the landscape experiences in this great urban park
  • Objective 2 : Promote the diversity of the landscape in the heart of the islands
  • Objective 3 : Encourage the collaborative efforts of the various partners and ensure their significant contribution to the Parc's development


An offer of cultural, participative and transformational experiences.

Observation: Initially visited as a resort site, the Parc has evolved with Expo 67, Man and His World, and the Floralies internationales de Montréal. Over the years, the animation strategy was geared toward hosting events proposed and run, for the most part, by promoters, and staged mainly in the summertime. These activities contribute to the tourist industry and gaining exposure for Montréal. But they exert considerable pressure on the Parc (raising the noise level, reducing plant-life surfaces, altering the ecological areas, increasing vehicular traffic, limiting general access to the site). The Parc continues to be animated, but the attraction for users is now related more to the interest generated by the events, rather than the quality of the Parc and its activities, and the partners enjoy more notoriety than the Parc itself.

By 2030: Because of its exclusive programming, the Parc has become a place to get together and enjoy open-to-the-world experiences, highly regarded for its green and blue activities and its eco-responsible practices; it is highly sought-after as a public place where nature, sports, culture and entertainment harmoniously merge; it offers these wide-ranging experiences all year long, showcasing its many heritages (notably its outstanding collection of public art works), offering transitory spaces and tapping into the know-how of Montrealers; it encourages project calls, citizens' initiatives, social inclusion and expression of the First Nation cultural traditions.

  • Objective 1 : Be known for the diversity of individual and collective experiences
  • Objective 2 : Reduce the environmental footprint of its programming and enhance social benefits
  • Objective 3 : Encourage the collaboration of the various partners and ensure their contribution to the Parc's development

Sports and the urban outdoors

A place of rejuvenation, fun, training and competition.

Observation: Observation: In recent years, the investments in sports infrastructures have mostly been related to the power of attraction of international sports competitions. The number of sports and physical activity enthusiasts that come to the Parc has grown, to the point where it now represents close to one-third of the attendance at the Parc. The high-calibre facilities that are available is a big factor for this rising number. Despite the City of Montréal's great ambitions, the sports component is hampered by the lack of clear directions and priorities, which especially affects the open physical activities. There is a need to maintain and modernize the existing infrastructures and equipment, but also a need to recognize, promote and amplify the Parc's sports and outdoors component.

By 2030: The Société has implemented an urban sports and outdoors policy which, among other things, provides a structural framework for the support offered to new projects and which sets the development priorities; it has contributed to building an attractive network of pedestrian and cycling paths; it has hosted an international-calibre sports event; it has designed a winter sports and urban outdoors program adapted to climate change; it has regarded the plaine des Jeux (Playground) sector as a space devoted to the practice of open physical activities.

  • Objective 1 : Promote and enhance the development of sports, at both the recreational and competitive level
  • Objective 2 : Develop a diversified program that encourages the practice of open sports and urban outdoor activities
  • Objective 3 : Provide top-notch facilities and equipment that meet users' needs and thereby enable the Parc to attract many sports events