Cemetery Maintenance and Conservation Policy
Our cemeteries are much more than places where we bury our dead. They are effectively archival documents that contain a wealth of information, much of it not recorded in any other location. They recount, better than many written documents, family genealogies, local demographics, the methods of burial and everything related to it.
It is in our interest to preserve and maintain our cemeteries to slow the ravages of time: the monuments and tombstones are often in poor condition and their inscriptions are gradually disappearing.
Recognizing the richness of this collective heritage and the urgent need to act, the Town of Sutton Council, in partnership with the Heritage Sutton historical society has adopted a policy to maintain and preserve cemeteries and other burial sites.
Contract Management Policy
This policy aims to promote transparency in the management of municipal contracts in compliance with the rules governing the award of such contracts provided for in the laws governing the operation of municipal bodies.
Community, Cultural, Recreational and Sports Organizations Recognition and Support Policy
Every year the council receives many grant applications or requests for financial contributions from local organizations. In the interest of establishing clear and transparent rules for all, the council has adopted a new policy. The following documents describe the process for submitting a funding application to the Town of Sutton:
The cultural community in Sutton is very active and diversified. An analysis of the 2001 census also identified Sutton as being the most artistic municipality in Quebec and the fifth most artistic in Canada. By adopting a cultural policy in April 2007, the Town of Sutton has taken on the mandate of contributing significantly to the development of its cultural community. Since the adoption of the policy, several actions have been taken to meet the challenges of the community.
- Consult the cultural development action plan.
Public Art Policy
Sutton’s cultural environment is vibrant and diversified. In fact, an analysis of the 2001 census shows Sutton is the most artistic town in Quebec and the fifth most artistic in Canada. When it adopted a Cultural Policy in April 2007, the Town of Sutton decided to make a conscious contribution to its cultural development. Since the policy was introduced, many actions have been undertaken in response to specific cultural challenges.
Report on “My Municipality, on foot, on bike”
In 2012, the Town received a grant from Pacte Rural to set up the “My Municipality, on Foot, on Bike” project. The main purpose of this project was to improve pedestrian safety and to encourage active modes of transportation in Sutton.
“My Municipality, on Foot, on Bike” is a local strategy that encourages a collective approach by schools, citizens and the municipality. The working committee for this innovative project is composed of stakeholders from the municipality, the Centre de santé et de services sociaux La Pommeraie, the Direction de santé publique de la Montérégie, Nature-Action Québec and Youth in Motion Brome-Missisquoi. This unique project is aimed at stimulating and motivating everyone who could potentially contribute to the improvement of walking and biking conditions in Sutton.
After a consultation and analysis process, the “My Municipality, on Foot, on Bike” committee submitted its activity report, along with its recommendations for promoting safe, active modes of transportation in Sutton, to the municipal council at the meeting of November 5 of last year.
Families and Seniors Policy
The newly updated version of the Municipal Family and Seniors Policy was launched June 24th, 2017. The procedure of the update started in 2016 with the financial support of the ministère de la Famille.
The first family and seniors policy adopted in 2012 required a complete revision as the majority of the actions specified in this one had been achieved.
Short Term Rental Policy
Policy on Non Violence
Policy on Physical and Psychological Safety and Harassment
This policy was adopted in December 2015 and aims to::
- Maintain a work climate conducive to protecting the physical and psychological integrity of Town employees and elected officials as well as safeguarding their dignity;
- Help spread awareness and information, and contribute to the training of the community to prevent any form of harassment;
- Provide the necessary support for victims, by establishing support and recourse mechanisms.
The Town of Sutton, by adopting this policy, clearly states that it will not tolerate any form of harassment or abuse of power targeting its employees and elected officials in the performance of their work or duties, whether this harassment emanates from employees of the Town, the Town Council, its members, citizens, contractors or suppliers. The Town is committed to taking all reasonable means to ensure that this objective is achieved. In particular, the Town will strive to make all its employees aware of the need to prevent harassment and, if necessary, to remedy its effects promptly.
Hall Rental Policy
In December 2015, the Town adopted a policy to ensure fairness in the management of hall rentals and to ensure that tenants fulfill their obligations. The purpose of this policy is to clarify the rules and procedures, to define rental guidelines and to establish the rights and obligations of the tenants.
Strategic Development Plan
In 2015, the town council and the administration began a three-year process to develop a strategic framework for this plan. This process formed part of a continuum that included public participation overseen by CDÉS (Sutton…vers 2035), and it culminated in the presentation of a framework that reflects the vision, mission, values, and concerns of the town’s citizenry.
At this point the Town of Sutton decided to design an integrated strategic development plan that would embrace both the multifaceted community inputs and the policies that had already been undertaken by the town, such as its cultural policy (2007), the Action Plan for Cultural Development (2012) and the Families and Seniors Policy (2012). The goal of this effort was to establish a coordinated vision for long-term development (10–12 years) along with a well researched strategic development plan.