planning & regulatory services...dev. engineering programs coordinator (subdivision) upgrade 65...

225 East Beaver Creek Road, Richmond Hill, ON L4B 3P4 T 905 771 8800 RichmondHill.ca

Planning & Regulatory Services

Additional details here

Titles & Subtitles in Arial Narrow 2016 Draft Operating Budget

Budget Committee of the Whole

TOWN OF RICHMOND HILL

2016 Draft Budget

PLANNING & REGULATORY SERVICES DEPARTMENT

Index Pages

1. 2016 Budget Narrative

Department Overview 1 – 7 Administrative Services 8 – 9 Development Planning 10 – 11 Committee of Adjustment 12 Policy Planning 13 – 14 Development Engineering 15 – 17 Building Permits / Inspections 18 – 20 By-law & Licensing Enforcement 21 – 22 Parking Control 23 Animal Control 24 – 25

2. Department Organization Charts 26 – 31 3. Business Cases

Development Process Coordinator 32 – 35 Site Plan Inspector 36 – 37 Summer Interns 38 – 42 Development Engineering Organizational Business Case 43 – 60 Manager, Development Engineering (Site Plan & High Rise Infill) 61 – 64 Dev. Engineering Programs Coordinator (Subdivision) Upgrade 65 – 69 Development Engineering Technologist 70 – 74 Senior Traffic Analyst 75 – 78 Project Coordinators (Contract – 2) 79 – 82


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENTAL SUMMARY Overview The Planning and Regulatory Services department is responsible for planning, policy development, implementation and ongoing monitoring of progress and realization of the vision for the physical (land use) future of the Town. Part of this responsibility includes enforcement of the Town’s by-laws as well as enforcement of the building code. The Planning and Regulatory Services department is responsible for bringing all aspects of land use policy planning, application review as well as regulatory functions under one coordinated umbrella. The workgroups responsible for commenting on applications and for permits, compliance, inspection and enforcement all work together to foster a common approach and common expectations, aiming for consistent outcomes that achieve the goals of the Official Plan and the Strategic Plan in a positive way. The Planning & Regulatory Services Department is comprised of the following five divisions:

Administrative Services Development Planning: Development Engineering: Policy Planning: Regulatory Services: Development Planning Subdivision & Site Plan

Engineering Urban Design Permits / Inspections

Committee of Adjustment

Transportation

Heritage Properties

By-Law & Licensing Enforcement

Storm Water Management Official Plan and

Land Use Studies

Parking Control

Grading/Permits Park Planning and Natural Heritage

Animal Services

1


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued 2016 Budget Highlights

Preliminary 2015 2016 VarianceActuals as of 30-Nov-15 Approved Draft (Favourable)

31-Dec-14 Actuals Budget Budget Unfavourable %

Personnel Costs 12,098,178$ 10,900,317$ 12,823,000$ 12,949,300$ 126,300$ 1.0

Non-Personnel Expenditures 880,904 662,318 1,017,600 1,044,200 26,600 2.6

Total Expenditures 12,979,082$ 11,562,635$ 13,840,600$ 13,993,500$ 152,900$ 1.1

Total Revenues (9,201,100)$ (8,524,673)$ (8,739,500)$ (9,068,900)$ (329,400)$ (3.8)

Total Base Budget 3,777,982$ 3,037,962$ 5,101,100$ 4,924,600$ (176,500)$ (3.5)

-$ -$ 45,900$ 82,900$ 37,000$

New Items - - - 324,700 324,700 -

Net Budget 3,777,982$ 3,037,962$ 5,147,000$ 5,332,200$ 185,200$ 3.6

Council Approved Service Level Changes

2


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Summary by Division


Expenditures 31-Dec-14 Actuals Budget Budget Unfavourable %

Administrative Services 1,701,245$ 1,189,797$ 1,472,900$ 1,469,100$ (3,800)$ (0.3)

Development PlanningDevelopment Planning 1,396,412 1,275,573 1,632,900 1,603,900 (29,000) (1.8) Committee of Adjustment 183,731 175,184 202,700 206,500 3,800 1.9

Policy PlanningPolicy Planning 1,759,754 1,642,154 1,926,100 1,923,300 (2,800) (0.1)

Development Engineering 1,699,546 1,553,342 1,972,700 2,008,300 35,600 1.8

Regulatory Services Permits and Inspections 2,910,379 2,776,374 3,212,100 3,335,700 123,600 3.8 By-Law & Licensing Enforcement 1,685,968 1,567,330 1,765,400 1,768,100 2,700 0.2 Parking Control 1,044,531 920,186 1,061,700 1,072,700 11,000 1.0 Animal Services 597,516 462,695 594,100 605,900 11,800 2.0


Revenues 31-Dec-14 Actuals Budget Budget Unfavourable %

Administrative Services (15,880)$ (11,437)$ (11,000)$ (11,000)$ -$ - Development PlanningDevelopment Planning (1,495,377) (1,389,931) (1,072,700) (1,259,400) (186,700) (17.4) Committee of Adjustment (676,338) (687,442) (540,600) (551,400) (10,800) (2.0)

Policy PlanningPolicy Planning (123,027) (130,681) (136,300) (142,500) (6,200) (4.5)

Development Engineering (859,592) (820,401) (873,600) (875,700) (2,100) (0.2)

Regulatory Services Permits and Inspections (4,315,479) (4,111,074) (4,546,800) (4,670,400) (123,600) (1.0) By-Law & Licensing Enforcement (277,209) (169,357) (236,000) (236,000) - - Parking Control (1,400,207) (1,167,045) (1,287,500) (1,287,500) - - Animal Services (37,991) (37,305) (35,000) (35,000) - -

Total Revenues (9,201,100)$ (8,524,673)$ (8,739,500)$ (9,068,900)$ (329,400)$ (3.8)

3


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Summary by Division – Continued


Base Budget 31-Dec-14 Actuals Budget Budget Unfavourable %

Administrative Services 1,685,365$ 1,178,360$ 1,461,900$ 1,458,100$ (3,800)$ (0.3)

Development PlanningDevelopment Planning (98,965) (114,358) 560,200 344,500 (215,700) (38.5) Committee of Adjustment (492,607) (512,258) (337,900) (344,900) (7,000) (2.1)

Policy PlanningPolicy Planning 1,636,727 1,511,473 1,789,800 1,780,800 (9,000) (0.5)

Development Engineering 839,954 732,941 1,099,100 1,132,600 33,500 3.0

Regulatory Services Permits and Inspections (1,405,100) (1,334,700) (1,334,700) (1,334,700) - - By-Law & Licensing Enforcement 1,408,759 1,397,973 1,529,400 1,532,100 2,700 0.2 Parking Control (355,676) (246,859) (225,800) (214,800) 11,000 4.9 Animal Services 559,525 425,390 559,100 570,900 11,800 2.1

Total Base Budget 3,777,982$ 3,037,962$ 5,101,100$ 4,924,600$ (176,500)$ (3.5)

-$ -$ 45,900$ 82,900$ 37,000$

New Items - - - 324,700 324,700

Net Budget 3,777,982$ 3,037,962$ 5,147,000$ 5,332,200$ 185,200$ 3.6


4


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY

2015 2016Budget Budget

2015 Net Budget 5,147,000$

ExpendituresFull-time Salaries & Benefits 12,514,500 12,643,800 129,300 1.0%

Casual Wages & Benefits 123,600 123,600 - 0.0%

Other Personnel 184,900 181,900 (3,000) (1.6%)Personnel Services - Total 12,823,000 12,949,300 126,300 1.0%

Animal ServicesGeneral Contracts 588,100 599,900 11,800 2.0%

Building Permits / InspectionsMemberships, Conferences, Training- External & Minor Capital 20,100 33,700 13,600 67.7%

Policy Memberships 9,100 10,300 1,200 13.2%

26,600 2.6%Total Expenditures 152,900 1.1%

Revenues

Development Planning

Development Revenues (1,072,700) (1,259,400) (186,700) (17.4%)

Committee of AdjustmentCOA Revenues (540,600) (551,400) (10,800) (2.0%)

Policy PlanningHeritage Property Letters (2,500) (1,500) 1,000 40.0% Decrease to reflect actual trend

Heritage Permit Applications - (12,000) (12,000) 0.0%

Transfer from Reserves (93,800) (89,000) 4,800 0.0%

Development EngineeringDevelopment Engineering Revenues (113,600) (115,700) (2,100) (1.8%)

Building Permits / InspectionsBuilding Permits (3,980,000) (4,000,000) (20,000) (0.5%)Trf to/(from) Building Permit Rate Stabilization Reserve Fund

(546,800) (650,400) (103,600) (18.9%)

Total Revenues (329,400) (3.8%)(176,500) (3.5%)

% Change Over 2015 Net Budget (3.4%)Base Budget

Increase due to development growth in the Town

Increase based on Tariff of Fees By-Law.

Increase based on Tariff of Fees By-Law.

Increase to reflect actual trendingIncrease to reflect New Building Engineer position approved in SRPRS.15.167. & 6MTHS Service Improvement Coordinator

New fee introduced in 2014 Tariff of Fees, established to reflect actual trending

For approved new Building Engineer position (SRPRS.15.167)

Increased to reflect past trends

Decreased recovery from Insp. Reserve to offset decrease in salaries & benefits

Due to Step Level increases coupled with higher LTD benefit deductions.

ExplanationIncremental Change

% Change Over Prior YearBudget Change Explanations

Inflation in Animal Services contract

Reduction in Overtime costs in Policy

5


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued

2015 2016Budget Budget

Budget Change Explanations Incremental Change

% Change Over Prior Year Explanation


AnimalizationAdmin & Technical Services

Service Coordinator 59,900 110,100 50,200

Transfer from Building Permit Reserve (14,000) (27,200) (13,200) 45,900 82,900 37,000

Building Permits / Inspections

Supervisor Plans Examination 28,500 117,900 89,400

Senior Plans Examiner 23,600 93,000 69,400

Transfer from Building Permit Reserve (52,100) (210,900) (158,800) - - -

Animal Control

Casual Wages 73,700 18,500 (55,200)

Transfer from Reserves (73,700) (18,500) 55,200

- - -

Total Council Approved Service Level Changes 37,000% Change Over 2015 Net Budget 0.7%

New ItemsAdministrative ServicesDevelopment Process Coordinator 40,700 40,700

Development PlanningSite Plan Inspector 46,200 46,200

Policy PlanningSummer Interns 18,900 18,900

Development Engineering

103,200

9,200

51,600

54,900 181,800

(181,800) 218,900

Total New Items 324,700% Change Over 2015 Net Budget 6.3%

Incremental Change 185,200 3.6%Net Budget 5,332,200 3.6%

Annualization costs for the position approved in the 2015 SRPRS.15.167.

Annualization costs for the position approved in the 2015 SRPRS.15.167.

Funding from Community Enhancement & Economic Vitality RF

Annualization costs for the position approved in the 2015 Budget process.

Animal Services Educator - extension to Jan-Mar 2016

Dev Eng. Programs Coodinator (Subdivision) Upgrade

Senior Traffic AnalystProject Coodinator (Contract) (2)Transfer from Inspection Reserve

Manager, Development Engineering (Site Plan & High Rise/Infill)

Development Engineering Technologist

6


2016 Draft Budget PLANNING & REGULATORY SERVICES – DEPARTMENTMENTAL SUMMARY OVERVIEW – Continued Full-Time Staff Complement

2015 2016Budget Base Budget

Administrative Services 16 16Development PlanningDevelopment Planning 14 14Committee of Adjustment 2 2

Development Engineering 17 17

Policy & Parks PlanningPolicy & Parks Planning 16 16

Regulatory Services Permits and Inspections 30 31By-Law & Licensing Enforcement 17 17Parking Control 12 12

Subtotal 124 125

5Total 124 130New Staffing Requests

7


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ADMINISTRATIVE SERVICES Program Description The role of the Administrative Services group is to: Provide professional support services for the day-to-day operations of the Department including agenda

coordination, office management and coordination, budget preparation and monitoring, policies and procedures, records management and document control and supervision of clerical and support staff.

Provide professional support services in the preparation of all base maps for reports, display maps and drawings to complement specific land use studies and graphic requirements of the Department and to maintain and revise location maps, zoning maps and Official Plan maps.

2016 Budget Highlights



Personnel Costs

Full-time Salaries & Benefits 1,601,395$ 1,108,186$ 1,319,300$ 1,315,500$ (3,800)$ (0.3) Casual Wages & Benefits - - 5,600 5,600 - - Other Personnel 7,289 17,785 7,700 7,700 - -

Total Personnel Costs 1,608,684$ 1,125,971$ 1,332,600$ 1,328,800$ (3,800)$ (0.3)

Conferences and Training 18,244$ 25,174$ 73,400$ 73,400$ -$ - Office Supplies & Printing 63,930 32,746 59,700 59,700 - - Other Expenditures 10,387 5,906 7,200 7,200 - -

Total Expenditures 1,701,245$ 1,189,797$ 1,472,900$ 1,469,100$ (3,800)$ (0.3)

Total Revenues (15,880)$ (11,437)$ (11,000)$ (11,000)$ -$ -

Base Budget 1,685,365$ 1,178,360$ 1,461,900$ 1,458,100$ (3,800)$ (0.3)

-$ -$ 59,900$ 110,100$ 50,200$ New Items - - - 43,300 43,300 -

Net Budget 1,685,365$ 1,178,360$ 1,521,800$ 1,611,500$ 89,700$ 5.9


8


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ADMINISTRATIVE SERVICES – Continued Expenditures Full-time Salaries & Benefits have decreased by $3,800 or 0.3% due to step level of new staff offset by

Long Term Disability (LTD) benefit rate increases. Council Approved Service Level Changes Council approved service level increased by $50,200 to reflect the annualization of a Service Coordinator

as approved in the 2015 budget process. New Items $40,700 is included for new staffing request – addition of a Development Process Coordinator to start July

2016. $2,600 is included for training & conference costs of new staff requested from Development Planning and

Development Engineering departments. Human Resources Complement 16 Full-Time Administrative Services Commissioner, Planning & Regulatory Services Executive Assistant

Supervisor, Support Services Service Coordinator Development Process Coordinator (2) Receptionist/Clerk Typist (2) Building Services Coordinator (2) Compliance Clerk Data Systems Coordinator Development Assistants (2) Technical Services Coordinator Technician New Staffing Request Development Process Coordinator

9


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT PLANNING Program Description The role of the Development Division is to: Process, review and make recommendations to Council regarding development applications submitted in

accordance with the Planning Act and Municipal Act. They are considered in the context of official plan policies and accepted planning principles. Such applications would include Official Plan and Zoning By-law Amendments, plans of subdivision, site plans, condominium, part lot control, Committee of Adjustment, Sign By-law Amendment and related matters.

Assist and liaise with Council, other departments, developers, applicants, residents and public agencies on matters related to planning and development applications.

Appear at the Ontario Municipal Board and other administrative tribunals in defence of the decisions of Council and/or staff recommendations related to planning matters.




Personnel Costs

Full-time Salaries & Benefits 1,345,396$ 1,183,565$ 1,598,000$ 1,569,000$ (29,000)$ (1.8) Casual Wages & Benefits 35,648 70,323 11,100 11,100 - - Other Personnel 7,138 13,277 14,700 14,700 - -


Other Expenditures 8,230$ 8,408$ 9,100$ 9,100$ -$ -


Total Revenues (1,495,377)$ (1,389,931)$ (1,072,700)$ (1,259,400)$ (186,700)$ (17.4)

Base Budget (98,965)$ (114,358)$ 560,200$ 344,500$ (215,700)$ (38.5)

New Items - - - 45,900 45,900 --

Net Budget (98,965)$ (114,358)$ 560,200$ 390,400$ (169,800)$ (30.3)

10


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT PLANNING - Continued Expenditures Full-time Salaries & Benefits have decreased by $29,000 or 1.8% due to step level of new staff offset by

Long Term Disability (LTD) benefit rate increases. Revenues Development Revenues increased $186,700 or 17.4% reflective of fee increases approved in the Tariff of

Fees By-Law and development growth for 2016 in the Town of Richmond Hill.

New Items $45,900 is included for new staffing request – addition of a Site Plan Inspector to start July 2016. Human Resources Complement 14 Full-time Director, Development Planning Administrative Assistant

Site Plan Section Subdivision Section

Manager, Development – Site Plans Manager, Development – Subdivisions Senior Planner – Site Plans(2) Senior Planner - Subdivisions (2) Planner II Planner II (2) Planner I Planner I Planning Technician

New Staffing Requests Site Plan Inspector

11


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT COMMITTEE OF ADJUSTMENT Program Description The Committee of Adjustment is empowered to: vary a zoning by-law where, in its opinion, the change is minor; approve the enlargement or extension of a building; approve the change in use of a non-conforming building or land; interpret the meaning of the zoning by-law, where the by-law is written in general terms; and grant consents for severances, easements, rights of way, power of sale and validation of title. 2016 Budget Highlights



Personnel Costs

Full-time Salaries & Benefits 161,620$ 158,278$ 174,000$ 177,800$ 3,800$ 2.2 Honorariums 12,929 10,944 13,200 13,200 - - Other Personnel 508 - 1,500 1,500 - -

Total Personnel Costs 175,057$ 169,222$ 188,700$ 192,500$ 3,800$ 2.0

Other Expenditures 8,674$ 5,962$ 14,000$ 14,000$ -$ -

Total Expenditures 183,731$ 175,184$ 202,700$ 206,500$ 3,800$ 1.9

Total Revenues (676,338)$ (687,442)$ (540,600)$ (551,400)$ (10,800)$ (2.0)

Net Budget (492,607)$ (512,258)$ (337,900)$ (344,900)$ (7,000)$ (2.1)

Expenditures Full-time Salaries & Benefits have increased by $3,800 or 2.2% due to step level increases coupled with

Long Term Disability (LTD) benefit rate increase. Revenues Committee of Adjustments revenues increased by $10,800 or 2.0%, reflective of fee increases approved in

the Tariff of Fees By-Law. Human Resources Complement 2 Full-Time Secretary-Treasurer Assistant Secretary-Treasurer

12


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT POLICY PLANNING Program Description The Policy Planning Division develops and implements a wide range of municipal planning policy initiatives including the development and review of the Town's Official Plan. They also conduct area land use studies and provide up-to-date research on a variety of planning topics including the environment, housing, parks and open space, demographics, infrastructure, transportation and the economy. The division provides policy development and recommendations on heritage matters as well as detailed urban design reviews of all new development within the Town. It plays a key role in monitoring changes in the regional and provincial policy and legislative environment in which the Town operates and provides expert advice to Council on such matters. The Division is also responsible for the policy development and implementation of the Town’s Public Art Program. This area is responsible for all aspects of parks, trails and open space planning and policy development. This area is also responsible for conducting studies, carrying out detailed analysis, and recommending and applying goals, objectives and policies related to parks and open space lands across the Town. This area also reviews all development applications regarding potential impacts on the Town’s natural environment. 2016 Budget Highlights



Personnel Costs

Full-time Salaries & Benefits 1,625,024$ 1,554,062$ 1,833,800$ 1,832,800$ (1,000)$ (0.1) Casual Wages & Benefits 105,400 62,489 19,900 19,900 - - Other Personnel 10,363 4,314 12,300 9,300 (3,000) (24.4)


Consulting Contracts 4,974$ 138-$ 29,000$ 29,000$ -$ - Heritage Consulting 2,660 12,628 15,000 15,000 - - Other Expenditures 11,333 8,799 16,100 17,300 1,200 7.5


Transfer from Inspection Reserve (93,800)$ (85,800)$ (93,800)$ (89,000)$ 4,800$ 5.1 Tree Preservation By-Law Fees (25,300) (33,877) (30,000) (30,000) - - Tree Compensation (2,800) (1,314) (10,000) (10,000) - - Heritage Property Letters (1,127) (390) (2,500) (1,500) 1,000 40.0 Heritage Permit Applications - (9,300) - (12,000) (12,000) --

Total Revenues (123,027)$ (130,681)$ (136,300)$ (142,500)$ (6,200)$ (4.5)

Base Budget 1,636,727$ 1,511,473$ 1,789,800$ 1,780,800$ (9,000)$ (0.5) New Items - - - 18,900 18,900 --

Net Budget 1,636,727$ 1,511,473$ 1,789,800$ 1,799,700$ 9,900$ 0.6

13


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT POLICY PLANNING – Continued Expenditures Full-time Salaries & Benefits have decreased by $1,000 or 0.1% due to step level of new staff offset by

Long Term Disability (LTD) benefit rate increases. Other Personnel costs have decreased by $3,000 or 24.4% to reflect actual trend in Overtime costs. Other expenditures have increased $1,200 or 7.5% in membership costs to reflect memberships required

for new staff.

Revenues Heritage Property Letters & Permit Applications increased its revenues by $11,000 reflective of new

Heritage Permit Application fees. Transfer from Inspection Reserves decreased $4,800 or 5.1% reflective of decreases in full time salaries

and benefits. (Parks Planner position is funded from this reserve.) New Items $18,900 is included for casual staffing request of Summer Interns to start May 2016. Human Resources Complement 16 Full-Time Director, Policy Planning

Urban Design Policy Park Planning & Natural Heritage

Administrative Assistant

Manager, Urban Design Manager, Policy Manager, Park & Natural Heritage Planning

Urban Design & Heritage Planner

Sr Planner – Policy (2) Parks Planner

Planner II

Planner II Parks Planning Technician

Planner I Parks Planning and Policy Coordinator

Planning Researcher Tree Preservation/Landscape Planner

Casual Wages Summer Interns

14


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT ENGINEERING Program Description The Development Engineering Division of the Planning & Regulatory Services Department is responsible for development related engineering services, transportation, and storm water management. This Division oversees the following: Processing and coordination of development applications including technical review of new subdivision

services and site plan infrastructure. Coordination of construction related to Development Applications Design of storm water quantity and quality control Administration of the MOEE Transfer of Review process Grading and Site Alteration Permits, Utility Coordination Transportation Planning Traffic Safety and Engineering Signage, Signal Design, Illumination, Speed Limits, and Parking Designations




Personnel CostsFull-time Salaries & Benefits 1,617,136$ 1,474,209$ 1,852,100$ 1,887,700$ 35,600$ 1.9 Casual Wages & Benefits 31,851 41,386 33,700 33,700 - - Other Personnel 11,442 20,473 21,500 21,500 - -

Total Personnel Costs 1,660,429$ 1,536,068$ 1,907,300$ 1,942,900$ 35,600$ 1.9

Consulting Contracts 9,396$ 2,397$ 30,000$ 30,000$ -$ - General Contracts 14,946 1,085 13,000 13,000 - - Other Expenditures 14,775 13,792 22,400 22,400 - -


Transfer from Reserve (760,000)$ (232,500)$ (760,000)$ (760,000)$ -$ - Site Alt./Infill Grading Revenues (99,592) (587,901) (113,600) (115,700) (2,100) (1.8)

Total Revenues (859,592)$ (820,401)$ (873,600)$ (875,700)$ (2,100)$ (0.2)

Base Budget 839,954$ 732,941$ 1,099,100$ 1,132,600$ 33,500$ 3.0 New Items - - - 216,600 216,600 --

Net Budget 839,954$ 732,941$ 1,099,100$ 1,349,200$ 250,100$ 22.8

15


2016 Draft Budget

PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT ENGINEERING – Continued Expenditures Full-time Salaries & Benefits have increased by $35,600 or 1.9% mainly due to step level increases,

coupled with Long Term Disability (LTD) benefit rate increase.

Consulting contracts are comprised of:

2015 Budget 2016 Budget

PMA (Pavement Mgt Software) – (AADT) Annual Average Daily Traffic program

$14,000

$14,000

Regional Transit 10,000 10,000

Engineering Drawing Review Services 6,000 6,000

Total $30,000 $30,000

General contracts are comprised of:

2015 Budget 2016 Budget

TES (Traffic Engineering Software) accident data input and scanning

$6,500 $6,500

Special traffic counts 6,500 6,500

Total $13,000 $13,000 Revenues Site Alteration Permit Fees and Infill Grading Permit fees revenues increased by $2,100 or 1.8%, reflective

of the fee increase approved in the Tariff of Fees By-Law for Grading and Site Alteration Permits.

New Items $216,600 is included for new staffing requests – addition of a Manager, Development Engineering (Site

Plan & High Rise/Infill), Development Engineering Programs Coordinator (Subdivisions) upgrade, Development Engineering Technologist, Senior Traffic Analyst to start July, and 2 Project Coordinators (Contract) to start January 2016.

16


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT DEVELOPMENT ENGINEERING – Continued Human Resources Complement 17 Full-Time Director, Development Engineering Administrative Assistant Manager, Transportation & Site Plans Development Coordinator Development Technologist Manager, Storm Water Management & Subdivisions Development Engineering Program Coordinator (Site Plans) Project Coordinator (3) Transportation Planner Grading Technologist Traffic Engineer Grading Assistant (2) Traffic Analyst (2)

Casual Wages Co-op Student (Traffic Study) New Staffing Requests Manager Development Engineering (Site Plan & High Rise/Infill) Development Engineering Programs Coordinator (Subdivision) Conversion Development Engineering Technologist Senior Traffic Analyst

17


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BUILDING PERMITS/INSPECTIONS Program Description The Building Permits/Inspections program includes architectural, structural, mechanical and zoning disciplines in the enforcement of the Ontario Building Code and other applicable laws. The Plans Review and Compliance Section services all Building Permit types in the architectural, structural, and mechanical disciplines. In addition, the Section is responsible for the application of zoning by-laws to Building Permit applications and for the answering of lawyers' compliance requests regarding property transactions. The Building Inspection Section enforces the Ontario Building Code and other applicable laws through field inspections and the review of reports. The effort associated with this service, continues to increase as developments become larger and more complex. The investigation of general complaints is part of the Inspection Section's level of service. Our current level of service does not include field mechanical review for residential construction, and 'final exterior inspections'. 2016 Budget Highlights



Personnel Costs

Full-time Salaries & Benefits 2,810,045$ 2,699,895$ 3,073,000$ 3,183,000$ 110,000$ 3.6 Casual Wages & Benefits 13,462 17,731 27,800 27,800 - - Other Personnel 48,589 40,186 60,000 60,000 - -


Memberships and Mandatory Training 21,169$ 21,311$ 23,100$ 27,500$ 4,400$ 19.0 Other Expenditures 17,114 (2,749) 28,200 37,400 9,200 32.6


Building Permit (4,490,246)$ (3,315,537)$ (3,980,000)$ (4,000,000)$ (20,000)$ (0.5) Trsf to/(from) Build Permit RF. 219,464 (757,376) (546,800) (650,400) (103,600) (18.9) Compliance (44,697) (38,161) (20,000) (20,000) - -

Total Revenues (4,315,479)$ (4,111,074)$ (4,546,800)$ (4,670,400)$ (123,600)$ (2.7)

Base Budget (1,405,100)$ (1,334,700)$ (1,334,700)$ (1,334,700)$ -$ -

- - (14,000) (27,200) (13,200) --

Net Budget (1,405,100)$ (1,334,700)$ (1,348,700)$ (1,361,900)$ (13,200)$ (1.0)


18


2016 Draft Budget

PLANNING & REGULATORY SERVICES DEPARTMENT BUILDING PERMITS/INSPECTIONS – Continued The Building Code Act provides municipalities with powers to impose building permit fees, and in establishing fees under the Act, “The total amount of the fees…must not exceed the anticipated reasonable cost of the principal authority to administer and enforce this Act in its area of jurisdiction.” The requirements of the Act do not limit municipalities to the costs directly related to the service; building permit fees can include indirect corporate management costs related to the provision of service and could include costs related to future compliance requirements or fee stabilization reserve fund contributions. The Town developed a strategy for service stabilization, in that the Building Permit Stabilization Reserve Fund should be maintained to reduce the resourcing and budgetary challenges associated with a cyclical economic downturn and ongoing legislative requirements under the Building Code Act. The Town underwent a Building Permit Fee Review in 2013, and Council approved fee increases to address significant under recovery of processing costs and fee structure adjustments were required to sustain future operations. Expenditures Full-time Salaries & Benefits have increased by $110,000 or 3.6% due to the new Building Engineer

position approved per staff report (SRPRS.15.167) for the new Building Code Enforcement positions and temporary funding for the continuance of a Building permit operational review.

Memberships have increased $4,400 while Other expenditures have increased $9,200 mainly in minor capital and conferences to fund the new Building Code Enforcement positions approved in the fall of 2015 (SRPRS.15.167).

Revenues Building permits and other revenues are budgeted at $4,020,000, a $20,000 increase from the 2015 budget

to reflect the anticipated trends in revenue. Building Permits related expenditures are budgeted at $3.3 million (direct costs) and $1.3 million (indirect

costs) totalling $4.6 million. Following strategy for service stabilization, net surpluses or net deficits from Building Permit operations

may be transferred to, or drawn from the Building Permit Rate Stabilization Reserves to stabilize cyclical revenue fluctuations. The 2016 budget includes a $650,400 transfer from the Building Permit Rate Stabilization Reserve.

Council Approved Service Level Changes Council approved service level decreased by $13,200 to reflect the 25% funding annualization of a Service

Coordinator as approved in the 2015 budget process.

19


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BUILDING PERMITS/INSPECTIONS - Continued Human Resources Complement 31 Full-Time Director, Regulatory Services / Chief Building Official Administrative Assistant Plans Review & Compliance Inspections Manager, Plans Review & Compliance Manager, Inspections Customer Service Representative (2) Supervisor Building

Inspections Building Permit Coordinator Senior Building Inspector (5) Building Engineer (4) Building Inspector (2) Zoning & Compliance Report Examiner (3) Mechanical Plans Examiner Supervisor Plans Examination Senior Plans Examiner

Plans Examiners (3) Supervisor Policy, Legislative & Regulatory Services Plumbing Inspections Senior Plumbing Inspector (2)

20


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BY-LAW AND LICENSING ENFORCEMENT Program Description The By-law Enforcement Officers of the By-law section investigate and enforce the Town’s regulatory by-laws including property standards (standards for heat, condition of properties, structural issues, etc.), graffiti, dumping, noise, signs, fences, pool enclosures, long grass and weed control, tree preservation, waste management, site plan violations, front yard parking, as well as Provincial legislation including Zoning violations (illegal use issues) under the Planning Act. Staff in this section initiate charges and periodically provide evidence in court to support convictions. This section is also responsible for the preparation of all prosecution related matters for the Town. This includes charges initiated by Enforcement staff, Building Services staff (Building Inspectors), the OSPCA (contracted to enforce the Town’s Animal Control by-laws), and Fire Prevention. Licensing The Licensing section receives and processes business license applications, and issue the appropriate licenses for certain businesses as regulated by the Town's Licensing By-laws. These include: Second Hand Goods retailers, Tobacco sales, newspaper boxes, arcades, pool halls, and massage parlours. They also issue licenses pertaining to taxis, limousines, tow-trucks, refreshment vehicles, and dogs. 2016 Budget Highlights



Personnel CostsFull-time Salaries & Benefits 1,556,099$ 1,417,926$ 1,615,300$ 1,618,000$ 2,700$ 0.2 Casual Wages & Benefits 24,396 40,451 25,500 25,500 - - Other Personnel 53,311 47,790 52,500 52,500 - -


Weed Control 23,347$ 23,816$ 22,000$ 22,000$ -$ - Property Clean-Up - 27,196 25,000 25,000 - - Other Expenditures 28,815 10,151 25,100 25,100 - -


Licenses (245,058)$ (153,985)$ (186,000)$ (186,000)$ -$ - Trf to Tow Truck Reserves - - - - - -- Weed Control Revenue (32,151) (15,272) (25,000) (25,000) - - Property Standards Revenue - (100) (25,000) (25,000) - -

Total Revenues (277,209)$ (169,357)$ (236,000)$ (236,000)$ -$ -

Net Budget 1,408,759$ 1,397,973$ 1,529,400$ 1,532,100$ 2,700$ 0.2

21


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT BY-LAW AND LICENSING ENFORCEMENT - Continued Expenditures Full-time Salaries & Benefits have increased by $2,700 or 0.2% due to step level increases coupled with

Long Term Disability (LTD) benefit rate increase. Human Resources Complement 17 Full-Time Manager, By-law & Licensing Enforcement Supervisor, By-law Enforcement By-law & Licensing Enforcement Officer (10) By-law & Licensing Enforcement Officer – Sign Coordinator By-law & Licensing Clerk (3) Licensing & Enforcement Coordinator

Casual Staff Long Grass and Weed Control Officer

22


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT PARKING CONTROL Program Description The Parking Control section enforces the provisions of the Parking Control by-law (Chapter 1116 of the Town of Richmond Hill Municipal Code) on public roadways as well as of private property (Fire Routes and Disabled parking ONLY). There are currently 8 Parking Control Officers who work 24 hours a day, 7 days a week on 2 shifts. They respond to complaints, as well as patrolling the Town as a whole. 2016 Budget Highlights



Personnel CostsFull-time Salaries & Benefits 956,600$ 802,858$ 958,000$ 969,000$ 11,000$ 1.1 Other Personnel 44,990 113,969 92,500 92,500 - -

Total Personnel Costs 1,001,590$ 916,827$ 1,050,500$ 1,061,500$ 11,000$ 1.0

Consulting Contracts -$ -$ 5,000$ 5,000$ -$ - Other Expenditures 42,941 3,359 6,200 6,200 - -

Total Expenditures 1,044,531$ 920,186$ 1,061,700$ 1,072,700$ 11,000$ 1.0

Total Revenues (1,400,207)$ (1,167,045)$ (1,287,500)$ (1,287,500)$ -$ -

Base Budget (355,676)$ (246,859)$ (225,800)$ (214,800)$ 11,000$ 4.9

Expenditures Full-time Salaries & Benefits have increased by $11,000 or 1.1% due to step level increases coupled with

Long Term Disability (LTD) benefit rate increase.

Human Resources Complement 12 Full-Time Supervisor, Enforcement Parking Control Coordinator Parking Enforcement Officer (8) Parking Control Clerk Parking Control Facilitator

23


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ANIMAL SERVICES Program Description The By-law, Licensing and Enforcement Section of the Regulatory Services Division in the Planning and Regulatory Department are responsible for overseeing the provision of animal control services in the Town of Richmond Hill. This responsibility includes the provision of all labour, equipment, machinery, materials and facilities that may be necessary for the performance of such service. The Town contracts out for the provision of Animal Services, which provides patrol and enforcement weekdays between the hours of 7 a.m. and 10 p.m. and weekends between the hours of 8 a.m. and 5 p.m. During their patrols, the officers will attend to complaints as well as patrol parks and other areas for dogs running at large and ensuring that the owners clean up after their dogs. The Animal Services contract also includes the provision of shelter services. 2016 Budget Highlights



Personnel CostsCasual Wages & Benefits 68,571$ 33,546$ 73,700$ -$ (73,700)$ (100.0) Other Personnel 976 220 - - - --

Total Personnel Costs 69,547 33,766 73,700 - (73,700) (100.0)

Animal Control 562,062$ 442,604$ 588,100$ 599,900$ 11,800$ 2.0 Fees & Emergency Services 17,907 19,871 6,000 6,000 - -

Total Expenditures 649,516$ 496,241$ 667,800$ 605,900$ (61,900)$ (9.3)

Transfer from Reserve Fund (52,000)$ (33,546)$ (73,700)$ -$ 73,700$ 100.0 Canine Licenses (37,991) (37,305) (35,000) (35,000) - -

Total Revenues (89,991)$ (70,851)$ (108,700)$ (35,000)$ 73,700$ 67.8

Base Budget 559,525$ 425,390$ 559,100$ 570,900$ 11,800$ 2.1

- - - 18,500 18,500

Transfer from Reserve Fund (18,500) (18,500)

Net Budget 559,525$ 425,390$ 559,100$ 570,900$ 11,800$ 2.1


24


2016 Draft Budget PLANNING & REGULATORY SERVICES DEPARTMENT ANIMAL SERVICES – Continued As a result of the public engagement exercise undertaken as part of the implementation of the responsible pet ownership approach to Animal Services, there is a recommendation that the Animal Services Educator contract role be continued as a full-time position. In the interim, the contract for the Animal Services Educator is being extended to the end of March 2016. Expenditures Animal Services contract increased by $11,800 or 2.0% due to inflationary cost increase on the contractual

agreement.

Council Approved Service Level Changes Council approved service level reflects the ending of the Animal Service Educator contract extension to

March 2016, which is fully funded from the Community Enhancement & Economic Vitality Reserve Fund.

Casual Staff Animal Services Educator (till March 2016)

25

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31

BUSINESS CASE - NEW STAFF REQUEST Development Process Coordinator

Overview The Development Planning Division has processed close to 252 planning related applications on average per year for the past 10 years. These applications include a full range of process types from amendments to the Official Plan and Zoning to sign by-law amendments and street naming and numbering. While many applications may be interrelated, each is also unique in their purpose and outcome. The Development Process Coordinator is responsible for all administrative aspects of every application and provides support to all of the Development Planning team. The additional staff request would increase the number of Development Process Coordinators from 2 to 3. Program Description The Development Process Coordinator performs all of the administrative duties related to the processing of all planning applications for development approval. As noted previously, these applications cover the full range of application types ranging from Official Plan amendments to assigning street names and numbers under the authority of both the Planning Act and Municipal Act. The range of duties for the Development Process Coordinator include opening the files, coordination with the Town Clerk of advertisements, notices and other statutory requirements, related to the file, and assisting in the production of staff reports. Their scope of responsibilities throughout the process requires constant contact and networking with almost all Town Departments and external public agencies. It also requires contact with the public, applicants and their consultants and other stakeholders. This position is administered by the Supervisor of Support Services, but work would be assigned by the Development Planning Division (Appendix “A”).

Strategic Alignment The processing of applications related to development is required and is necessary to ensure there is a consistent level of customer service excellence. This would meet the objective of “Responsible Municipal Management’ and the goal of providing “Stronger Communities” by efficiently responding to the community needs as new development occurs throughout the Town. Comparative Analysis The function is most effective when performed “in-house”. The complexity of and nuances throughout the processing of development applications is carried out best in terms of efficiency and familiarity by those who are dedicated to the role and are experienced with local government practices. Increased development application volume and complexity requires greater administrative effort particularly with respect to public notifications, circulation process and processing of conditions of draft approval and agreements. The addition of a third position also ensures better continuity during times of absence and vacation.

32


Cost and Benefit Analysis

Current Year (2016) Impact

Full Year (2017) Impact

Start Date 01-Jul-16End Date or Contract Terms 31-Dec-16Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr SEA - 35 hrGrade 4 4Step 1 3Annual Salary $52,400 $56,400Annual Benefit 12,300 13,300Operating Costs

Salaries (July 2016) 26,200 56,400Benefits 6,200 13,300Corporate allocation for training 300 300Corporate allocation for conferenceEquipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage

Total Operating Costs $32,700 $70,000Funding Source

Reduction in casual w ages & benefitsProgram efficiencies (contracts, consulting, etc)Reserv e Fund - SpecifyGrantsTax Rate 32,700 70,000

Total Funding Sources $32,700 $70,000Difference 0 0

Capital CostsFurniture & desktop w ith standard softw are (Desktop or Laptop Computer, Standard Corporate Softw are, Land Line

$8,000

Office built for Managers and abov eComputer hardw are/softw are bey ond standard issueVehicle

Total Capital Costs $8,000 $0Funding Source

Reserv e Fund - SpecifyGrantsCash to Capital Reserv e 8,000 0

Total Funding Sources $8,000 $0Difference 0 0

Total Operating and Capital Costs $40,700 $70,000

33


Conclusions and Recommendations The addition of a third Development Process Coordinator will greatly assist the Town in providing more efficient administration of the development application process. Development applications are very process driven, therefore to better serve those participating in this process and to be more effective and efficient ad additional person to this process is important.

34

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Appendix A

BUSINESS CASE - NEW STAFF REQUEST Site Plan Inspector - Development Planning

Overview As the Town, transitions from a greenfield to a more urban municipality there will be shift from traditional large scale subdivisions to smaller infill subdivisions. There will also be a substantial shift to the re-development of lands on a site specific basis ranging from large scale high-rise residential along the major corridors and designated nodes, associated commercial developments, re-vitalization of the downtown core to single-family homes in existing neighbourhoods. Projects of this nature are generally governed through an application of Site Plan approval. The proper and orderly development of such sites is extremely important as there is an expectation that such projects exhibit design excellence and be properly integrate with the existing community. With any project, there are three main components, site development, site and building design and community services. Site development includes the associated physical aspects of any projects such as water and sanitary pipes, stormwater management, driveways, parking areas and lighting. Community services are the human aspects provided on a larger community scale and for Town wide basis such as parks and recreation, social services and refuse. The focus of this request is site and building design. Every such project is inspected by the Town to ensure that it is built in accordance with engineering and building standards and codes, however building and site design is in area where the Town is deficient. Considerable time and resources, both with the applicant and staff, is required to finalize a site design. Great emphasis is placed on a site “looking good” to ensure that it is compatible with existing neighbourhood contexts and meets the Town’s urban design guidelines. Staff architects and urban designers work with applicants and stakeholders towards designs, which are sympathetic to the community and sustainable. Regular inspections of site development from this perspective are necessary to ensure that new developments are done in accordance with Town approvals.

Program Description The Site Plan Inspector will be responsible to ensure that all new development is completed in accordance with the design aspects of the approved site plan. Such design aspects would include building materials, material colours, architectural details, landscaping and lighting. This Inspector would report to the Manager of Building Inspections. Their efforts however, would be coordinated with the specialized inspections performed by other departmental groups, ensuring inspections are conducted in a fully integrated and timely fashion. Site inspections for this purpose are intended to also provide a level of confidence and trust to the public that new development adheres to the approvals given by the Town. The inspector is also expected to respond to all complaints regarding the construction process. Strategic Alignment Ensuring design excellence is essential to implement the Town’s “New Kind of Urban” as defined by the new Official Plan. This would meet the objective of “Responsible Municipal Management” and the goal of providing “Stronger Communities” by efficiently responding to community needs as new development occurs throughout the Town. Comparative Analysis This function is most effective when performed “in-house”. The complexity and nuances of the site development and construction process is best served in terms of efficiency and familiarity by those who are experienced with local government practices. Having an “in-house” inspector in this function is consistent with the approach the Town takes for other inspection functions.

36

BUSINESS CASE - NEW STAFF REQUEST Site Plan Inspector - Development Planning


Conclusions and Recommendations The addition of a Site Plan Inspector will greatly assist the Town in ensuring that all development occurs in accordance with the Town site plan approvals. This will “close-the-loop” in terms of the one aspect of Town inspections which is deficient.




Salaries (July 2016) 30,100 64,700Benefits 7,100 15,200Corporate allocation for training 300 300Corporate allocation for conferenceEquipment & Vehicle RentalSpecialized or mandatory trainingMembership 700 700UniformsMileage





$8,000






37

BUSINESS CASE - NEW STAFF REQUESTPolicy Planning Division – Summer Interns (3)

Overview The Policy Planning Division requires additional support to assist with initiatives in each Section (Policy; Urban Design & Heritage; and Park & Natural Heritage Planning). Currently there are tasks for these initiatives that are not able to be accommodated / completed by full-time staff with their current workloads. The services provided by each Section that are impacted are outlined below.

Policy: The Policy Section’s role is to set the long-term policy framework for Richmond Hill through the Town’s Official Plan. The Official Plan directs future land use changes and how land is used in Richmond Hill. This Section also undertakes projects on growth management and other planning policy issues. It reviews and provides recommendations on planning policies from senior levels of government and conducts research and analysis.

The Policy Section is also responsible for the preparation of secondary plans for individual communities, as well as the undertaking of other studies focused on areas such as environmental, economic and housing land-use based policy. This Section also conducts planning research and analysis of population, development trends, and the sustainability performance of new development projects.

Urban Design & Heritage: Urban Design considers the function, use and relationships of visible components of the Town to create attractive, safe, transit-oriented, and memorable urban environments. The Urban Design Section develops urban design policies, guidelines and implementation strategies that guide the development and improvement of the Town’s built environment. This includes input into the new Official Plan, secondary plans, specific site plan submissions, and urban design project comments. The Section also reviews all development applications to implement the foregoing.

The Heritage Section manages archaeology, built heritage and cultural heritage landscapes for the Town, which includes reporting through the Heritage Richmond Hill Committee, responding to property designation requests, publishing resource documents, managing heritage databases, processing heritage permits, and developing policy documents and strategies. Heritage staff also provides input into the new Official Plan, secondary plans, and specific development applications. Both the Village Core Façade Assistance Program and the Richmond Hill Heritage Grant Program are administered by Heritage staff.

Park and Natural Heritage Planning: The Town has a complex diversity of landscapes and species, and it is a high priority to preserve these ecological places and systems for future generations through natural heritage planning. This ensures that the Town maintains essential ecological functions, provides unique educational resources and increases the available spaces for recreational opportunities, such as hiking, walking, and cycling.

One mechanism that is utilized for this work is the Tree Preservation By-law. Since Council enacted the By-law (#41-07) in 2007, the number of applications submitted to the Town has been progressively increasing. The increased annual workload associated with By-law applications is compounded by the fact that the majority of the applications (approximately 44%) are received between May and August each year. The administration of the By-law is currently undertaken primarily by one full-time staff person. This business case therefore requests operational funding to support the hiring of a Park and Natural Heritage Planning Summer Intern to provide support to the Tree Preservation By-law Officer during that time of the year (i.e., summer) when the workload associated with the Tree Preservation By-law is heaviest and when full-time staff are taking vacation.

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Program Description Staff is proposing that additional funding be provided on an ongoing basis for 3 Summer Intern positions. Salary and benefits are currently funded in the Policy Planning Division’s budget for approx. 1.5 intern positions through casual wages and benefits. Funding for an additional 1.5 intern positions of casual salary and benefits is being requested. These resources will support the ongoing programs and initiatives of each Section for 4 months in 2016. The positions would report to each Section’s Manager within the Policy Planning Division, and their responsibilities are outlined below.

Policy: For the completion of Policy studies and research projects (including the implementation of the Official Plan and secondary plans), the intern would provide assistance with a number of duties ranging from research and analysis, data collection, mapping and inputting, to cataloguing of information and potentially assisting with public consultation. The intern will carry out some of these tasks in order to free up staff resources and time to address more complex issues and projects related to the OP and other policy initiatives. The position requires knowledge and skills related to land use planning concepts, principles and issues.

Urban Design & Heritage: In general, the summer intern will work with the Heritage and Urban Design group, specifically to assist with the heritage workload.

1. Update the Heritage Register (last edited in 2007) – provide information and photos of properties newly added to theRegister and the removal of those properties that have been demolished.

o Outcome: a revised edition of the Town’s Inventory of heritage properties;o Responsibilities and Tasks: site visits, photo documentation, write up;o Digital production of the revised Inventory;o Service the Town’s current and future needs: this is an important house-keeping project to ensure proper

management of the Town’s heritage resources.

2. Under the Heritage Planner’s guidance, the review and update of the Town’s existing Designation By-laws to ensurethe statements of significance and the descriptions of the attributes reflect current standard as guided by the OHA:

o Outcome: Revised information in Designation By-laws to ensure accurate and relevant descriptions ofdesignated properties;

o Responsibilities and Tasks: additional research and/ or site visits on the properties; and prepare reviseddescriptions for the By-laws under the Heritage Planner’s guidance;

o Service the Town’s current and future needs: this is a very important house-keeping project to ensure that therewould be enough information available to Council when decisions need to be made regarding alterations todesignated properties;

o Time Line: Due to the complexity in the updating of these By-laws, it will be a long term project where eachreview of a designated property will involve site visits, additional research, discussions, and the crafting of therevised descriptions.

Park & Natural Heritage Planning: The primary responsibilities of the Summer Intern will be to assist with the processing of Tree Preservation By-law applications, including the undertaking of site inspections and ensuring compliance with replanting conditions specified by permit approvals.

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Three Summer Interns will provide each of the Policy Planning Division’s Sections with the additional resources to assist with workload issues for full-time staff. This in turn frees up time for the full-time staff to provide excellent customer service and support for ongoing Town initiatives.

Strategic Alignment Funding the 3 Summer Intern positions is consistent with the following goals and objectives of the Richmond Hill Strategic Plan:

• Provision of a healthy and safe community.• Protection and enhancement of our natural environment.• Support for a culture of quality customer service.• Stewardship of our heritage resources• Wise management of resources, through the addition of staffing, by creating opportunities for improved live-work balance

in the community, and committing to use land responsibly (Goal 4, Outcomes 1 & 2)• Fostering a more vibrant Richmond Hill, by ensuring the heritage information management is in keeping with respecting

the past through promoting the awareness of the Town’s heritage (Goal 3 – Outcome 1)• Implements the promotion of a sense of identify and place through “the celebration, promotion and enhancement of the

Town’s unique places” (Outcome 2 of Goal 3)

Analysis of Alternative Approaches Policy: The impact of not filling this position may result in delays to completion of policy projects, since Planning Policy staff resources and time would be spent on more logistical tasks and minor responsibilities rather than major projects to move the process forward. The work plan for the Policy Section and related initiatives includes a diverse and lengthy list of small and large projects that need to be completed within a relatively short time frame - any assistance that a qualified planning intern could provide will help maximize our productivity. The hiring of intern planning students is also a useful way of building the talent pool of potential future employees and contributing to the professional development of student planners.

Urban Design & Heritage: An update of the Heritage Register and detailed review of the existing Designation Bylaws will improve the descriptions of the Town’s heritage resources, and assist in providing Council the necessary information to make informed decision regarding heritage matters in the Town.

Due to consistent heavy and time sensitive work load in heritage planning, this important initiative cannot be provided by the current limited staff resource. The alternative would be that the conservation and management of the Town’s heritage resources will be increasingly compromised due to a lack of resource to undertake these essential housekeeping tasks.

Park & Natural Heritage Planning: Alternative 1 – Workload Sharing In past years the section has worked to maintain its workload pressures associated with increased permit application by assigning back-up and administrative (e.g., permit tracking and logging) responsibilities to staff other than the Parks Planner primarily responsible for processing applications. The additional workload is increasingly placing a strain on all staff in the section (particularly during the summer months).

Alternative 2 – Service Level Reduction The Town’s current service for the processing of Permits to Injure or Destroy Trees is 10 business days. The Municipal Act however, requires only that permit applications be processed within 40 days. An alternative to hiring a summer intern therefore would be to allow increased time for processing of permit applications. Staff was however directed to present a budget which maintains existing service levels.

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The total salary requested for the 3 Interns is $34,900; with the existing Casual Wages base budget of $18,600, the additional salary requested is $16,300 (for a total Casual Wages budget request of $34,900). Similarly, the total benefits requested for the 3 interns are $3,900; with the existing Casual Benefits base budget of $1,300, the additional benefits requested are $2,600 (for a total Casual Benefits budget request of $3,900).


Start Date 02-May -16End Date or Contract Terms 02-Sep-16Full Time or Contract ContractCUPE/Admin/SEA/FIREGrade Co-op StudentStep Masters - Year 2Salary ($17.75/hour w age rate, incl. 4% v ac. pay ) n/aBenefit (calculated at 11% of salary ) n/aOperating Costs

Salaries (Prorated Salary Based on Start Month) 34,900Benefits 3,900Corporate allocation for training n/aCorporate allocation for conference n/aEquipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage

Total Operating Costs $38,800Funding Source

Reduction in casual w ages & benefitsProgram efficiencies (contracts, consulting, etc)Reserv e Fund - SpecifyGrantsTax Rate 38,800

Total Funding Sources $38,800Difference 0


?

Office built for Managers and abov eComputer hardw are/softw are bey ond standard issue ?Vehicle

Total Capital Costs $0Funding Source

Reserv e Fund - SpecifyGrantsCash to Capital Reserv e 0

Total Funding Sources $0Difference 0

Total Operating and Capital Costs $38,800

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Conclusions and Recommendations The need for the Park and Natural Heritage Planning Summer Intern position is a result of annual increases in tree preservation By-law permit applications, and full-time vacation over the summer months when the workload is greatest. Hiring of a summer intern is a cost effective means of maintaining service levels in response to seasonal increases in workload that is utilized by various municipalities and sections across the Town.

The need for the Urban Design & Heritage Summer Intern position has resulted from an increase in initiatives to better conserve and protect its heritage resources.

The need for the Policy Summer Intern has developed from initiatives that feed into the implementation of Official Plan; these initiatives impact the workload of full-time staff, and the Summer Intern will be able to assist in carrying out some of these tasks in order to free up full time staff resources and time to address more complex issues and projects.

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PLANNING and REGULATORY SERVICES DEVELOPMENT ENGINEERING

Dan Terzievski

DEVELOPMENT ENGINEERING ORGANIZATIONAL BUSINESS CASE

OVERVIEW

Background

The Development Engineering Division currently resides in the Planning and Regulatory Services Department of the Town. The Division’s primary responsibilities can be categorized as follows:

• Development Engineering (Site Plan, Subdivision, Site Alteration, C of A)• Transportation ( Planning, Engineering, Parking, Traffic Safety, Master Plan, EA)• Drainage and Stormwater Management (Drainage and Grading, EA, etc.)

Historically, the Development Engineering Division resided under the Engineering and Public Works department. With the restructuring of the Town in recent years and the shifting of this Division to the Planning and Regulatory Services department, a number of the tasks, responsibilities, and job functions within the Division have become splintered.

At the same time, the needs of the Town in relation to the functions of the Development Engineering Division have also started to change over the last several years. Growth plans call for more population growth and intensification within the Town and across York Region, while greenfield land supply continues to decrease. This has resulted in new opportunities and challenges for the Division and has changed the way we do business, for example:

• There has been a shift from more traditional greenfield subdivision development applications to morecomplicated high rise and infill redevelopment site plan applications, which has introduced new and morecomplex development engineering and construction management issues.

• Traditional greenfield subdivision development has also become more complicated as available land hasdepleted and development pushes the limits within the Oak Ridges Moraine and other challenging sites.

• Drainage and stormwater management has become more complicated with the intensification of key corridorsand centres within the Town, and with the increase of infill and single residential lot redevelopment projects.

• The Division faces new servicing and stormwater challenges as there are major infrastructure improvementsrequired to support intensified development within the key urban corridors and centres and maximizedevelopable land within these areas.

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Dan Terzievski


• Transportation has become a more prominent function of the Division, as parking, transportation, trafficoperations and safety issues have become more complicated and prevalent as the population within the Townand the surrounding Region continues to grow and lands intensify, and at the same time there is more desire toshift to a multi-modal transportation network, which prioritizes pedestrians, cyclists, and transit use within theTown. New opportunities also present themselves with respect to transit infrastructure and investment.

Development Engineering Evaluation of Organizational Structure

In order to address these changing needs and gaps they have created, the management team in the Development Engineering Division assessed the organizational structure of the Division with the goal to:

• Ensure that the Division is able to deliver our services in a way that meets the changing needs of the Town;

• Ensure that the Division is flexible and can easily adapt to future change;

• Ensure that the Division is efficient in delivery and customer service;

• Achieve better alignment with other Divisions and Departments within the Town; and

• Ensure that the structure spreads out accountability, promotes mentoring and knowledge sharing, supports andencourages the growth of staff, establishes a succession plan for the future.

With these objectives in mind, current job functions and related business structures and processes, a review of current workload trends and processing times, explained the linkages with other divisions and departments, and interviews and discussions with each staff member as well as internal and external stakeholders were considered.

The conclusion of this examination was that the current structure of the Division, which is attached as Figure 1 for reference, is primarily designed to balance out the staff complement and workload between sections. Currently, each of the section Managers has a ‘type’ of application responsibility (site plan or subdivision) and a functional engineering specialization (transportation/pipes).

As the needs and demands of the Town change, the roles and responsibilities of the Division have changed, and many functions have become more prominent. Many the existing relationships between functions no longer appear to be the best alignment for the Division and are creating some redundancy and duplication of staff responsibilities and effort, as well as making staff responsible for work that is outside of their expertise and knowledge base.

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Dan Terzievski


Site plans and transportation reside in the same section, as these types of development applications tend to have more complex transportation issues associated with them while subdivisions are paired with stormwater management as these types of applications would traditionally have more stormwater infrastructure associated with them. However, this results in a situation where the manager of site plan and transportation either has significant involvement in traffic/transportation issues on subdivisions is not consulted on critical issues or multiple managers are dealing with the same issues.

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Dan Terzievski


FIGURE 1 CURRENT DEVELOPMENT ORGANIZATIONAL CHART

Furthermore, the current organizational structure has grown organically, adding individual and unique positions based on very specific needs over time. This has resulted in a number of different position titles which are responsible for very similar functions, which causes confusion and does not easily allow for the flexibility and adaptability to align with changing needs and demands of the Municipality, particularly with respect to the Development Engineering function. This also does not set a clear path for the growth and development of staff, which impacts the succession planning of the Division.

Finally, a number of staffing gaps and additional staff needs that are required to handle the increasing workloads and project complexities and changing needs of the Town have been identified. Filling these gaps would not only help maintain and improve customer service levels, delivery time, and keep up with the increasing demands and complexities, but it would better support staff growth and succession.

As such, several recommendations and areas of action were identified. These include the need to:

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Dan Terzievski


• Reorganize some of the Division functions, staff, and reporting structures;• Update and streamline Divisional names, roles, and responsibilities;• Add additional staff resources; and• Develop key performance indicators (KPI’s), update processes, and set customer service objectives.

With the exception of the latter, the specific needs related to each of these actions are outlined in the sections that follow. The latter would be addressed after approval and implementation of the recommended organizational changes outlined in this business case.

Recommendations

RECOMMENDATION 1: SEPARATE THE TRANSPORTATION FUNCTION FROM SITE PLANS AND GIVE TRANSPORTATION PLANNING AND ENGINEERING A MORE PROMINENT ROLE IN THE DIVISION AND THE TOWN

The transportation function of Development Engineering Division provides support on development applications in terms of traffic operations, travel demand management, parking, and OMB hearings. However, this is only one small aspect of a significantly larger and growing function, most of which is not directly related to development applications, such as leading transportation and parking related Master Plans, Strategies, and Studies for the Town (including the Transportation Master Plan, Pedestrian and Cycling Master Plan, Travel Demand Management Strategy, Parking Strategy, and related updates), completing the Environmental Assessments for roads capital projects, dealing with parking, day-to-day traffic operations, and traffic safety complaints, etc., and providing technical support to other Divisions including Operations, Regulatory Services and the EIS department.

Increasingly, there is more demand and staff time required from this section to represent the Town’s interests with respect to transportation planning and engineering, traffic operations, parking, travel demand management, transit matters both internally and with external stakeholders.

As these transportation issues come to the forefront more and more, this function needs to be disentangled from the Development Engineering function and receive more attention and emphasis. As such, it is important for this to become a more individual function, and clearly identifiable for both internal and external stakeholders.

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Dan Terzievski


In order for this to be successfully implemented, the following changes are recommended:

RECOMMENDATION OBJECTIVE FINANCIAL IMPLICATION

1a) Revise the title of the Division from Development Engineering Division to the Development Engineering and Transportation Division.

To more accurately identify

Transportation as a key function of the

Division

Minor administrative

costs to update any signs,

business cards, brochures, etc.

1b) Separate the Site Plan review function from the Manager of Transportation and Site Plans. This includes reassigning Development Engineering Program Coordinator, Development Coordinator, and the Development Technologist positions to Development Engineering

Better align the roles and responsibilities within the Division

none

1c) Revise the title of Manager of Transportation and Site Plans to Manager, Transportation.

To reflect shift in role and responsibility

none

1d) Revise the title of Director, Development Engineering to Director, Development Engineering and Transportation.

To reflect change in Division title

none

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Dan Terzievski


RECOMMENDATION 2: CONSOLIDATE THE DEVELOPMENT ENGINEERING FUNCTION AND CREATE NEW SITE PLAN AND HIGH-RISE CONSTRUCTION STREAM TO ADDRESS THE CHANGING DEVELOPMENT NEEDS OF THE TOWN

From a Development Engineering perspective, site plans and subdivisions are both components of the same function, and as such should reside under the same section within the Division. A consolidation of these into one Development Engineering function will:

• Better align the development engineering functions of the Division with the closely connected function of theDevelopment Planning division;

• It will streamline the roles and responsibilities of the Section, which would eliminate some duplication and overlapof some functions in terms of administration, day-to-day operations, developing and maintaining standards, andreviewing engineering applications.

• It will give more opportunity for staff to develop a broader range of skills, knowledge, and experience within theDevelopment Engineering field, and give management more flexibility to assign these staff in the future;

• In turn, this will provide more flexibility to reassign and reorganize staff accordingly as workloads shift fromgreenfield subdivisions to residential infill and high rise site plan development, and work to individual staffstrengths; and

• It will create more opportunity for growth and succession of development engineering staff through this part of theDivision.

In addition, while stormwater management also has an important and prominent role within the Division and a portion of this workload is also not directly related to the development application process (such as the Urban MESP, Stormwater Management Studies and Environmental Assessments for area wide capital stormwater improvements) and larger portion of the work is generated directly from development applications and this function aligns very well with the overall development engineering function. As such, it should stay integrated with the general work of the Development Engineering section.

At the same time, the Division has growing need for a certain level of knowledge and expertise with respect to infill, high density, and high-rise development, including an understanding of the legislative and Town requirements, the best processes, the best engineering design and construction practices, and the best construction management practices for these types of projects.

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Dan Terzievski


It is important to structure the Development Engineering section in such a way that it is able to face these new development challenges, while allowing the Division the flexibility to easily transition workload and skills from traditional to high density development in the interim and to adapt to further unexpected changes in the future.

In order to for this to be implemented successfully, the following additions and changes are recommended:


2a) Change the title of the Manager of Stormwater Management and Subdivisions to the Manager of

Development Engineering (Stormwater Management and Subdivisions)

To streamline Development

Engineering section and provide for future flexibility/adaptability

none

2b) From Recommendation 1b), re-assign the Site Plan staff, including the Development Engineering Program

Coordinator, Development Technologist, and Development Co-coordinator to the new Manager,


Better align the roles and responsibilities within the Division

none

2c) Add additional Manager of Development Engineering to lead a Site Plans and High-Rise/Infill Construction

stream in Development Engineering section (Detailed Business Case Attached in Appendix A)

To address knowledge gap in

high-rise/infill experience and

management gap created by staffing reassignment from

1b) and 2c) and spread accountability

Operating Budget

$103,200 in 2016

$144,460 in 2017

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Dan Terzievski


2d) Re-classify Development Technologist as Project Co-ordinator to match existing positions under



Engineering section and provide more

flexibility/adaptability with staff resources

none. Both positions are SEA Level

7

2e) Re-classify Development Co-ordinator as Project Co-ordinator to match existing positions under



Engineering section and provide more

flexibility/adaptability with staff resources

none. Both positions are SEA Level

7

RECOMMENDATION 3: CONVERT EXISTING POSITIONS AND ADD NEW TECHNICAL STAFF TO SUPPORT THE GROWING AND CHANGING NEEDS OF DIVISION AND THE TOWN

Over the last several years there has been upward trend in the workload in all of the Division’s functional areas. This is further challenged by an increase in the complexity of these projects, assignments, and day-to-day tasks, which has ultimately resulted in increasing demands for staff time and effort and impacted the Division’s ability to meet goals and objectives with respect to customer service and the delivery of work.

This will be further challenged in the short term (2016) by the anticipated spike in engineering review work resulting from the planning approvals of the North Leslie, West Gormley, and David Dunlap Observatory Subdivisions.

In addition to these workload challenges, there is little opportunity for growth and succession of staff within the Division, and very few senior level technical positions to provide informal mentorship and leadership to more junior staff with their knowledge and experience.

As such, there is a strong need to add additional staffing resources at the appropriate levels in both the area of Transportation and Development Engineering in order address the increasing demands and complexities facing the Division and still be able to meet growing customer service and delivery goals and expectations, on both a short term and long term basis.

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Dan Terzievski


In order successfully implement this recommendation successfully, the following staffing additions are recommended. Note that individual business cases have been developed which provide detailed information and justifications for each of these positions. These are attached in Appendix A.


3a) Convert one Project Coordinator Position under the Manager, Development Engineering (Subdivisions and Stormwater Management) to Development Engineering Program Coordinator

(Separate Business Case attached in Appendix A)

To establish a senior role to address

increasing complexity in work and provide

mentorship and succession

opportunities for staff

Operating Budget

$9,200 in 2016

$9,200 in 2017

3b) Add one Development Engineering Technologist Positions


Offset increase workload for senior

review staff resulting from growth &

complexity in projects.

Operating Budget

$51,6000 in 2016

$90,400 in 2017

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Dan Terzievski


3c) Add two Project Coordinator positions on a contract basis


To address short term increase in

Development Engineering workload

created by North Leslie, West Gormley,

and DDO

Operating Budget

$0 in 2016 ($181,800 to be funded by the

Inspection Reserve Fund)

$0 in 2017

PROGRAM DESCRIPTION

The implementation of the recommendations outlined in this report, not including contract positions, will result in the revised Development Engineering organizational structure outlined in Figure 2 below.

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Dan Terzievski


FIGURE 2 PROPOSED DEVELOPMENT ENGINEERING ORGANIZATIONAL STRUCTURE

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Dan Terzievski


STRATEGIC ALIGNMENT

The implementation of the proposed organizational structure for the Development Engineering Division achieves the following strategic objectives:

• Goal One - Stronger Connections in Richmond Hill – will be achieved as there will be a clearer definition of theroles and functions of the Division which will be easier for the development industry and the public to connectwith the right people quickly to access to services and have their needs addressed. In addition, thereorganization will align better with Divisions and Departments, creating stronger connections internally.

• Goal Two – Better Choices in Richmond Hill – By having knowledgeable and experienced staff that can deal withmore complex issues, more options will be available when dealing with new development applications as well asissues or concerns brought forward by the public.

• Goal Four – Wise Management of Resources –the implementation of the proposed organizational structure will:

Improve efficiency of the Division as key functions and responsibilities will be better aligned to servecustomers and support other internal departments;

Better align staff strengths with their responsibilities, which will help to improve their effectiveness; Allow for growth, succession, and mentoring which will ensure that the valuable “knowledge” resource

stays with the Town through staff retention and the passing of knowledge from senior staff to junior staff. Allow for flexibility and adaptability to quickly and effectively redeploy staff and management resources to

address new challenges and changes in workload; and Spread out management responsibility, accountability and decision making, which will allow for quicker

decision making, better management of human resources, and ultimately more efficient operation of theDivision.

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Dan Terzievski


COMPARATIVE ANALYSIS

The proposed organizational structure is similar to those currently employed by other comparable municipalities, including the City of Vaughan and City of Markham.

In Vaughan, both the transportation planning and development engineering functions reside under one Director in the Development Engineering and Infrastructure Planning Services Department. The Development Engineering section is divided geographically, and consists of 2 Managers and 9 professional and technical staff ranging from a Development Engineers to Project Coordinators. However, it should be noted engineering planning and studies as well as pool permitting, single family residential development applications, lot grading and drainage complaints are not the responsibility of the Development Engineering section, but reside under two other sections, Engineering Planning and Studies (1 Manager. 6 professional and technical staff) and Development Inspection and Grading (1 Manager, 9 technical staff). The Transportation Engineering group consists of 1 Manager and 6 professional and technical staff including Transportation Engineers and Transportation Analysts.

Markham also has a similar Development Engineering structure as well with 7 technical staff (including 4 Development Engineers and 3 Engineering Technologists).

Under the proposed organizational structure, the Development Engineering Division will also closely match the organizational structure of the Development Planning Division, which helps to establish a streamlined and efficient process with this critical linkage.

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Dan Terzievski


ANALYSIS OF ALTERNATIVE APPROACHES

Several alternatives were considered as part of the organizational review undertaken for this Division, including:

• A “Do-Nothing” alternative;• Outsourcing review;• A partial implementation of the proposed reorganization; and• An alternative reorganizational structures.

The first alternative would result in the inability for the Division to deliver timely services and maintain acceptable customer services levels. It may also impact the ability for staff to adequately protect the interests of the Town or to find advanced solutions on complex issues.

There are challenges and concerns with respect to workload and quality control with respect to an outsourcing option. More importantly, this is more of a temporary stop gap solution, and does not promote knowledge transfer, staff growth and succession through the Division. There are also challenges and concerns about unfamiliarity with internal processes and local issues.

With respect to the latter two options, a partial implementation would be more cost effective, but would not be able to achieve all of the goals and objectives of the organizational review. Other alternative organizational structures were also examined, but would be more costly. As such, the proposed organizational structure is the most cost effective, while still meeting all of the existing and future goals and objectives of the Division.

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Dan Terzievski


COST AND BENEFIT ANALYSIS

The net cost impact of the proposed Development Engineering Division reorganization to the 2016 and 2017 operating budgets are summarized in the Table below. Note that all benefits as well as any equipment, furniture, computer, and other any other minor capital needs have been captured in these costs.

NEW POSITIONS – FULL TIME

Position Grade/ Level

2016 Operating Budget Impact


1 x Manager, Development Engineering Admin 8/1 $103,200 $144,460

1 x Senior Traffic Analyst SEA7/3 $54,900 $97,400

1 x Development Engineering Technologist SEA6/3 $51,600 $90,400

NEW POSITIONS – CASUAL/CONTRACT




2 x Project Coordinator (1 year contract) SEA 7/5

$0

($181,800 to be funded by the

Inspection Reserve Fund)

$0

CONVERSIONS – FULL TIME




Project Coordinator to

Development Engineering Programs Coordinator

SEA 7/5 to

Admin 6/2 $9,200 $9,200

TOTAL $218,900 $341,500

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Dan Terzievski


CONCLUSION

The implementation of the recommendations of this report will have a financial impact of $218,900 on the 2016 Operating Budget (this includes office furniture and equipment in addition to salaries, benefits, memberships and training) and a full-year impact on the 2017 Operating Budget of $341,500 but will result in a new Development Engineering Division structure that:

1. Better reflects the primary business functions and need of the Division;

2. Results in stronger accountability, leadership, and decision making;

3. Is more flexible and adaptable to the changing needs of our customers and their demands;

4. Will be able to manage increasing volume and complexity of workloads while meeting customer service goalsand expectations, or a short term and long term basis;

5. A meets a growing need for staff development and succession planning in support of a strong future.

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Dan Terzievski


APPENDIX A BUSINESS CASES FOR INDIVIDUAL POSITIONS

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BUSINESS CASE - NEW STAFF REQUESTManager, Development Engineering (Site Plans and High Rise/Infill Construction)

Overview

An evaluation of the effectiveness of the organizational structure of the Development Engineering section was undertaken in 2015 by the Director and Managers in the section as a result of significant challenges in managing workload, with the goal of ensuring that the Division structure is flexible and adaptable so it could effectively and efficiently meet the changing needs of the Town and better align with the functions of other Divisions and Departments within the Town.

With these objectives in mind, the outcome of the evaluation has identified the need to separate the site plan engineering function from the transportation function, as they both currently reside under the same Manager of Transportation and Site Plans. This change will result in three technical staff positions being shifted out from under this Manager to the Development Engineering section.

In addition to the shift of these three existing staff positions to the Development Engineering section, the evaluation has also identified the need for two new permanent full-time technical staff additions (Development Engineering Technologists), two contract positions (Project Coordinators), two casual positions (Engineering Summer Students), and a conversion of an existing position (to Development Engineering Program Coordinator), all with the intent to support the growing demands, changes, and needs of the Development Engineering function of the Division.

Shifting these existing positions and adding the new positions under the current Manager of Development Engineering would result between 9 and 13 direct technical staff reports at any given time. Typically, an ideal reporting arrangement would have no more than 5 to 8 direct technical reports. As such, these additions and changes under the existing Manager of Development Engineering would likely result in an inefficient structure which would bottleneck decision making, and slow down approvals and work flow, and inhibit the Managers ability to effectively provide the guidance and direction and maintain accountability for staff.

In addition to these management and reporting structure challenges, the existing Development Engineering Manager position currently has a focus more toward traditional subdivision development.

While subdivisions and stormwater management continue have a prominent role and function within the Division, there has been a growing need for knowledge and expertise with respect to infill, high density, and high-rise development, as development activity continues to shift in this direction. This knowledge is specialized and includes a need to understand the legislative requirements, the best engineering design and construction practices and processes, and the best ways to manage the construction issues associated with these types of projects. As such, it is recommended that a second Manager of Development Engineering be added to the Division. This additional manager position would spread out the large responsibility of the Development Engineering section and allow for more effective and efficient management of this business unit. The additional manager would also help to spread out decision making and provide a better connection and accountability to the Director level and senior management.

The new manager would be hired with a focus on site plans and a strong understanding and background in dealing with infill and high rise development within Regional corridors and centres as well as the unique engineering and construction challenges that come with this type of Development.

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This would give the Division a well-rounded knowledge base at the Manager level to address all of the Development Engineering Division’s business needs including transportation, stormwater management and drainage, municipal engineering, and construction related to both traditional development as well as and infill and high density development. Furthermore, this would structure the Development Engineering section in such a way that it has the flexibility to easily adapt to new and changing development challenges as workload and skills transition from traditional to high density development in the future.

The addition of a second manager would also allow each manager to be able to appropriately manage day-to-day workloads and work assignments, but also have time to oversee and lead projects and special studies, such as Drainage Area Studies, DC Studies, and Construction Best Practices reviews, etc.

Program Description

The new Manager, Development Engineering would:

• be responsible for the administrative and technical management of staff in the Development Engineering section ofthe Development Engineering Division.

• be the Town’s lead, in-house expert, and management point of contact on all site plan applications and highdensity/high rise/infill inquiries and would provide leadership, mentoring and guidance to the Division and otherTown staff with respect to these.

• represent the Town in this discipline at conferences, on external and internal committees, and at the OntarioMunicipal Board.

• would assist in the Planning and development of the Division’s goals and strategic plans as well as annual capitaland operating budgets.

• would undertake and lead special studies related to engineering design and construction practices and processesfor high density/high rise/infill.

• would take on responsibility and accountability for the fiscal and administrative management of site plan projects.

Strategic Alignment

The addition of a second Development Engineering Manager to specifically deal site plan applications and high density/high rise infill engineering challenges aligns with the Town’s strategic objectives in the following way.

• Stronger Connections will be achieved with our development partners as there will be a clearer definition of the rolesand functions of the Division which will be easier for the development industry and the public to connect with the rightpeople quickly to access to services and have their needs addressed. In addition, a second manager will create astructure which better aligns with other Divisions and Departments, creating stronger connections internally.

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• Having a manager with the decision making and accountability with respect to site plans and high-rise/high-density/infilldevelopment allows the Town to deal with these new and complex challenges, and provide better options for ourcustomers when dealing with new development applications, as well as issues or concerns brought forward by thepublic.

• The addition of a second manager will lead to the wise management of our human resource as it will help to improvethe effectiveness and efficiency of the Development Engineering section, create opportunities for the growth andmentoring of staff, and allow flexibility and adaptability to quickly and effectively redeploy staff resources to address newchallenges and changes in workload. It will also spread out management responsibility, accountability and decisionmaking, which will allow for quicker decision making, better management of human resources, and ultimately moreefficient operation of the Division.

Comparative Analysis

The proposed organizational structure is similar to those currently employed by other comparable municipalities, including the City of Vaughan. In Vaughan, the Development Engineering section is divided geographically, and consists of 2 Managers and 9 professional and technical staff ranging from a Development Engineers to Project Coordinators. It should be further noted that in the City of Vaughan, engineering planning and studies as well as pool permitting, single family residential development applications, lot grading and drainage complaints are not the responsibility of the Development Engineering section, but reside under two other sections

Analysis of Alternative Approaches

Various alternatives were evaluated, including a “do-nothing” scenario as well as several other organizational structures. The first would result in the inability for the Division to deliver timely services and maintain acceptable customer services levels, while other organizational structures would not be able to achieve all of the goals and objectives of the Division and would, in the end, be more costly. As such, the hiring of an additional Development Engineering Manager is the most cost effective way to address the complex and changing needs of the Town from a development engineering perspective and still meeting all of the customer service and delivery goals and objectives of the Division.


As summarized in Table 1, adding a second Manager of Development Engineering position to the Development Engineering Division would result in an impact of $103,200 to the 2016 Operating budget.

Conclusions and Recommendations

The addition of a second Manager of Development Engineering has been identified as part of the organizational changes recommended from the Development Engineering management team’s review of the Divisions structure

This position would allow the Engineering functions of the Division to be consolidated and still be effectively and efficiently managed.

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In addition, this position will fill a growing need for knowledge, experience, and leadership with respect to high-rise and high-density infill engineering design and construction as development activity in the Town shifts from traditional greenfield subdivisions to high-rise/high-density site plans.

The cost impact of this addition will be $103,200 to the operating budget in 2016. TABLE 1

COST ANALYSIS FOR A NEW MANAGER, DEVELOPMENT ENGINEERING POSITION



Start Date 01-Jul-16End Date or Contract Terms 31-Dec-16Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE ADMIN ADMINGrade 8 8Step 1 3Annual Salary $109,100 $115,100Annual Benefit 25,600 27,000Operating Costs

Salaries (Prorated Salary Based on Start Month) 54,600 115,100Benefits 12,800 27,000Corporate allocation for training 300 300Corporate allocation for conference 1,400 1,400Equipment & Vehicle Rental 600 360Specialized or mandatory trainingMembership 500 500UniformsMileage





$8,000

Office built for Managers and abov e 25,000Computer hardw are/softw are bey ond standard issueVehicle





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BUSINESS CASE - CONVERSION REQUESTDevelopment Engineering Programs Coordinator (Subdivisions)

Overview

This request is for a conversion of an existing Project Coordinator position to create a new permanent full time Development Engineering Programs Coordinator position within the Development Engineering section.

A review of the function, responsibilities and structure of the Development Engineering section, particularly with respect to the project coordinators, was undertaken by the Division’s management team, to identify improvements to meet the current and future needs of the development community with respect to processing subdivision applications. The review also included a focus on providing opportunity for staff succession planning and advancement within the team. The current team consists of three Project Coordinators with similar technical education, varied relevant work experience and varied years of service in Development Engineering. Subdivision applications are assigned to team members based on volume of workload, complexity of the subdivision application file and relevant experience in processing applications. The complexity of subdivision applications has more recently increased as prime greenfield land supply continues to deplete and the remaining lands have more complex hydrogeological and groundwater design constraints related to the Oak Ridges Moraine Aquifer Complex, as well as other significant engineering constraints related to servicing, road geometry, etc.

The main function of the current Project Coordinator position is to undertake technical review of engineering plans for proposed subdivision municipal servicing (storm drainage, sanitary drainage, water distribution, road geometry, etc.) including the review of supporting technical reports.

Another main function is to coordinate the preparation and execution of subdivision agreements. Subdivision applications can vary significantly in number of units, technical complexity and agreement requirements. For example, some applications involve storm water management facilities, pumping stations, extensive external servicing, development charge credits and related credit transfer agreements.

As a result of these increasing complexities, a need has been identified for a Development Engineering Programs Coordinator position with a high level of experience, technical knowledge, and processing competency which would undertake the processing and review of the more complex subdivision applications. In addition, this position would provide technical leadership, mentoring, expertise and support for the Project Coordinators. This type of support would assist in resolving technical design/processing issues, provide training for more junior Coordinators and ensure that valuable knowledge and experience is transferred between staff. This new position will help to increase productivity for the team while at the same time support skills development. This position would be tasked with ongoing review of the Division’s process requirements and technical standards to identify and implement improvements. The net result will assist in meeting the needs of the development community in processing subdivision applications, including the more complex applications, in a efficient timely manner while ensuring that the Town’s interests are addressed. This new Development Engineering Programs Coordinator position will also provide an opportunity for promotion and succession planning within Development Engineering through the development of staff from SEA to Admin levels, and potentially into a management role.

A more complete description of the core responsibilities for this new position are presented in the following section.

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Program Description

The core responsibilities of this new Development Engineering Programs Coordinator position are summarized below.

• Undertake the technical review of the more complex subdivision applications including review of engineeringplans for subdivision municipal servicing and coordinate the preparation of related agreements.

• Assist in the review of Master Environmental Servicing Plans for new development areas and ensuresubdivision applications are in conformity.

• Provide technical and processing support to Project Coordinators and assist in training and skilldevelopment.

• Undertake a mentor role for more junior Project Coordinators.• Identify improvements in Town standards and specifications with respect to subdivision municipal servicing.• Identify improvements in subdivision submission requirements and processing coordination with internal and

external customers.• Provide expertise in the calculation of development charge credits and the preparation of credit transfer

agreements.• Prepare more complex staff reports in support of subdivision processing.• Provide leadership in resolving servicing design and processing issues with consultants and developers.• Represent Development Engineering on internal and external technical committees.• Assist in development of policies, standards and procedures to reflect current industry standards.• Assist in project management of special projects for section.

This new position and the core responsibilities outlined above are considered essential to support the Project Coordinator team and assist in meeting the expected level of service for the development community.

Strategic Alignment

The creation of this new position is aligned with the strategic plan in building stronger connections with the development community. This Development Engineering Programs Coordinator position will promote stronger connections to our customers and would result in a greater understanding of their service needs and expectations.

This position also reflects wise management of our staff resources in establishing skill development requirements for more senior staff and in ensuring that work experience knowledge is transferred to junior staff.

The creation of this new position is aligned with the strategic plan in serving as a role model for municipal and environmental management. The position will help to ensure that Town standards with respect to municipal servicing and environmental requirements are respected and implemented through processing of subdivision applications.

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Comparative Analysis

A detailed comparative analysis to other municipalities was not considered feasible due to the variation in submission requirements for subdivision applications, and variation in the roles and responsibilities for Development Engineering staff with respect to the level of technical review and preparation of subdivision agreements. However, a cursory review of other municipalities such as Vaughan and Markham indicates that Development Engineering is structured with more junior and senior technical review positions based on the complexity of applications.


One alternative would be to maintain the current team of Project Coordinators with similar roles and functions within Development Engineering. This approach was not considered desirable as the current structure does not provide the needed technical support, training, leadership and mentorship for more junior staff. This alternative approach would also not assist this team with addressing the increasing technical and processing challenges facing this section, and as such the Division would not be able to adequately meet level of service expectations for the development community nor would it be able to ensure that the interests of the Town are protected.

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The compensation for this new Programs Coordinator position is proposed at Admin Grade 6, Level 2. This was selected as the education, experience and abilities would be the similar to the current Development Engineering Programs Coordinator – Site Plans position within the Development Engineering Division.

The 2016 costing analysis for this new position is summarized as follows:

The 2016 budget impact for this new position would be an increase of $9,200 in full time salaries and benefits.

Current Project Coordinator Position

New Programs Coordinator Position

Start Date

End Date or Contract Terms

Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE SEA - 35 hr AdminGrade 7 6Step 5 2Annual Salary $81,900 $86,200Annual Benefit 19,200 24,100Operating Costs

Salaries (Prorated Salary Based on Start Month) 81,900 86,200

Benefits 19,200 24,100Corporate allocation for training 300 300Corporate allocation for conference 0 0Equipment & Vehicle RentalSpecialized or mandatory trainingMembership 250 250UniformsMileage 500 500


Reduction in casual wages & benefitsProgram efficiencies (contracts, consulting, etc)Reserve Fund - SpecifyGrantsTax Rate 102,150 111,350


Capital CostsFurniture & desktop with standard software (Desktop or Laptop Computer, Standard Corporate Software,Office built for Managers and aboveComputer hardware/software beyond standard issue

VehicleTotal Capital Costs $0 $0Funding Source

Reserve Fund - SpecifyGrantsCash to Capital Reserve 0 0

Total Funding Sources $0 $0Difference 0 0


2016 Budget Impact $9,200

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BUSINESS CASE - CONVERSION REQUEST Development Engineering Programs Coordinator (Subdivisions)

Conclusions and Recommendations Based on the above review of the structure and function of the Project Coordinator positions within Development Engineering section, a more senior role is required to provide mentorship and technical leadership for this team. As such, it is recommended that one of the current Project Coordinator positions currently responsible for subdivisions be replaced with a new permanent full time Programs Coordinator position.

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BUSINESS CASE - NEW STAFF REQUESTDevelopment Engineering Technologist Position

Overview:

This request is for the creation of one new permanent full time Development Engineering Technologist position within the Development Engineering Section. The need for this change is twofold: 1. There is an increase in complexity and volume of site plan applications and related approvals which put increasing demands on existing staff; and 2. The steady increase in the volume of single family residential infill applications, as well as other permitting and drainage inquiries.

Site Plans

Currently there are two Project Coordinator level staff that are responsible for the review and approval of the engineering design related to site plan development applications, including the review of supporting technical reports. These efforts involve coordination with various departments and public agencies such as Toronto Region Conversation Authority, York Region, Environment Services, Legal, Finance, Public Works Operations, and Building. Additionally, once applications are approved, the Development Engineering Division continues to follow the applications closely at the construction stages to address any construction complaints in a timely manner as well as at the inspection stages to ensure compliance with approvals and quality assurance prior to the release of security deposits.

Richmond Hill’s transformation from suburban to a New Kind of Urban has increased the complexity of site plan applications, requiring a more comprehensive and lengthy site plan review process, which involves a greater level of administrative and technical effort, as well as ongoing monitoring. In addition to the increased magnitude and complexity of these applications, more and more often Project Coordinators are also undertaking the preparation and execution of additional servicing, licensing and drainage agreements, separate from the normal site plan agreements but in support of these applications.

In addition to site plan applications, Project Coordinators are also responsible for reviewing, establishing, and clearing conditions of approval for related minor variance, zoning amendment, official plan amendment, consent and plan of condominium applications. Over the last several years, the number of these related applications has increased by approximately 15 percent.

With the development trend towards intensification, the complexity of site plan applications along with the increases in the need for related applications and agreements has increased the work load for Project Coordinators. This trend is expected to continue and increase and greenfield land supply continues to decrease.

Based on the current and projected workloads, it is not expected that the Project Coordinator staff will be able to maintain the desired level of service level of service required from the development community on a consistent basis.

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Single Family Residential Infill, Site Alteration, and Drainage Inquiries

Since 2008 and the enactment of the Site Alteration Bylaw, Development Engineering Grading staff have been responsible for processing site alteration permits. The majority of site alteration permits are for residential single family infill (not under site plan control), swimming pools and pre-servicing/pre-grading of development sites. In 2008, Grading staff also became responsible for the review of residential single family infill applications under site plan control. Table 1 below summarizes the number of residential single family infill applications (site alteration and site plan control) processed by Grading staff from 2008 to 2015. Note that the 2015 numbers are projected amounts based on the number of applications processed to date and general intake patterns from previous years

TABLE 1 Single Family Residential Infill Applications by Year

Year Residential Infill Site Alteration

Permit

Residential Infill Site Plan Control

Total Applications

2008 65 22 87 2009 58 28 86 2010 76 37 113 2011 87 38 125 2012 84 49 133 2013 65 41 106 2014 91 42 133 2015 110 35 145

The results of this summary indicate that the total residential single family infill applications (site alteration and site plan control) has increased by two thirds between 2008 and 2015. This represents a significant increase in workload, as the residential infill applications are the more complex type of site alterations for technical review. Based on current market conditions and expected continued residential growth and demand in the Town, the workload is anticipated to continue to increase for the foreseeable future.

Based on challenges associated with the above increases in site plan and site alteration permit workload for Development Engineering, a need has been identified for a junior Development Engineering Technologist position. This would be a more junior level position which can undertake the review and processing of more basic applications including infill residential, smaller scale site plans, consent and minor variance applications, and assist with the administrative and technical aspects and ongoing monitoring of more complex projects.

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This approach would allow more senior Project Coordinators to focus their efforts on managing more complex and demanding site plan applications. This staffing approach is considered necessary to meet the expected level of service for the development community. These new positions will also create an opportunity for staff succession planning and the ongoing transfer of knowledge by providing entry level positions to recent graduates in the development engineering field.

Program Description:

The core responsibilities for this Development Engineering Technologist position are listed below.

Development Engineering Technologist Position would:

• process applications to satisfy conditions of severance for infill residential lots• review of detailed grading/servicing plans for severance applications• prepare grading/servicing agreements for severance applications• process site alteration permits including review of site alteration grading/servicing plans,

inspections and release of security deposits.• process and investigate grading and construction complaints including coordination with various

affected departments and public agencies.• review engineering plans and supporting technical reports for basic site plan applications including

inspections and release of security deposits.• review, develop, and clear conditions of approval for related minor variance, zoning amendment,

official plan amendment, consent and plan of condominium applications.

The new Development Engineering Technologist position and the core responsibilities outlined above are considered essential to meet the anticipated workload and expected level of service for the related customers.

Strategic Alignment:

The creation of these new positions is aligned with the strategic plan in building stronger connections with the development community. This Development Engineering Technologist position will promote stronger connections to our customers and should result in a greater understanding of their service needs and expectations.

The creation of this new position is aligned with the strategic plan in serving as a role model for municipal and environmental management. The site alteration permit and site plan review process will serve to ensure that standards with respect to grading/drainage/erosion control are respected and implemented through applications by residents, builders and developers. Site alteration permits also serve as a level of protection to residents to ensure that approved drainage patterns are maintained within individual lots and neighborhoods. Through the permitting process, applications will be screened to determine if within or adjacent to TRCA screening zones/regulated areas or protected areas under the ORM Conservation Plan or Greenbelt Plan.

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Applicants will be required to submit documentation to demonstrate conformity to these regulated areas and applicable legislation. Applicants will also be required to obtain clearance with respect to our tree protection policies and applicable bylaws.

Comparative Analysis:

During implementation of the site alteration bylaw, other municipalities were canvassed with respect to their permitting process for swimming pools, infill grading plans, etc. The results indicated a wide variety of permitting requirements, submission requirements, level of plan review, inspection requirements and supporting bylaws. A comparison to other municipalities was not considered feasible due to this variation in permitting requirements. Likewise, due to the variation in roles and responsibilities with respect to technical review and processing of site plan applications, a comparative analysis to other municipalities was not considered feasible.

Analysis of Alternative Approaches:

One alternative would be to maintain the current number of positions. With the identified increase and complexity in workload, this alternative is not considered feasible as current staffing would not be able to provide the expected level of service to the related customers, including developers and residents of the Town.

Cost and Benefit Analysis:

The compensation for this new Development Engineering Technologist position is proposed at SEA Grade 6, Level 3. This was selected as the education, experience and abilities would be similar to the Grading Technologist position in the Development Engineering Division.

The 2016 costing analysis for this new position is summarized in Table 2. The 2016 budget impact for the new Development Engineering Technologist position would be an increase of $51,600 in full time salaries and benefits.

Conclusions and Recommendations:

Based on the current and anticipated future workload and the complexity of development applications, it is recommended the new Development Engineering Technologist position be created within Development Engineering.

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TABLE 2 Costing Analysis

Development Engineering Technologist Position Current Year (2016)

ImpactFull Year (2017)

Impact


Salaries (Prorated Salary Based on Start Month) 34,800 72,700Benefits 8,200 17,100Corporate allocation for training 300 300Corporate allocation for conference 0 0Equipment & Vehicle RentalSpecialized or mandatory trainingMembership 300 300UniformsMileage 0 0





$8,000




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BUSINESS CASE - NEW STAFF REQUESTSenior Traffic Analyst

Overview

The Transportation Section of Development Engineering Division is responsible for overseeing all aspects of transportation matters from master planning to traffic operations and safety of streets in Richmond Hill, which comprise of approximately 550 km and 1,750 intersections. As the Town of Richmond Hill continues to grow in population and shifts from suburban development to an intensified urban form, the Town faces significant pressures with respect to moving high volumes of people safely within busier environments using various forms of transportation. Meanwhile, there has been a shift in the Town of Richmond Hill towards active transportation as residents desire to enjoy all modes of transportation (automobile, transit, cycling, and pedestrian) in a safe, less congested and more sustainable environment. As this trend continues to grow, it has resulted in a steady increase in the number of complaints received by Traffic staff over the last several years. As indicated in Figure 1, the volume of inquiries has more than doubled since 2013. In addition to the volume, the complexity of these inquiries has increased and this trend is also expected to continue. These complicated traffic issues more often require comprehensive reviews and creative solutions to balance the needs of all transportation users. Also, as indicated in Figure 1, more than one third of these solutions are resulting in the need for infrastructure improvements.

Figure 1: Trend in Traffic Inquiries and Work Orders

0

50

100

150

200

2013 2014 2015

Inquiries

Work orders

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BUSINESS CASE - NEW STAFF REQUEST Senior Traffic Analyst

The creation of the Senior Traffic Analyst position will address this anticipated increase in workload but will also address the increase in complexity of traffic complaints, as this position will have a higher level of knowledge and expertise in traffic engineering than the traffic analyst position. Furthermore, this position can develop traffic programs that can proactively address areas of interest prior to receiving complaints. This can be as simple as updates to the existing programs such as school crossing guard warrants, as complex as development of safety audit programs for the Town, or simply keeping up with industry standards and best practices. Organizationally, this position will also create opportunity for the Division as it will promote the mentoring, growth, and development of junior staff and support future succession plans and advancement within the team. Program Description The senior traffic analyst would be responsible for more complex traffic operations, enhanced traffic safety, and active transportation which involves (i) the verification and quality control of various types of traffic data and observations; (ii) responsible for the traffic and collision data program; (iii) the analysis of traffic operational and safety issues at intersections and corridors and recommendation of necessary improvements; (iv) assisting in the review of development related traffic reports including construction management plans; (v) acting as the liaison with school boards and public health for the Active and Safe Routes to School program; (vi) preparing traffic related staff reports; (vii) liaising with York Regional Police, members of Council, other municipalities and the Region; (viii) responsible for updating traffic policies and programs in accordance with best practices and industry needs. This position is also responsible for training and mentoring of traffic analysts and other junior staff. Strategic Alignment This position will address the changing and evolving transportation needs of the Town of Richmond Hill and York Region, which aligns with the strategic plan in providing stronger connections in our community. This position is also aligned with the strategic plan in responding to the changing needs of the community through adapting services and programs for pedestrians, cyclists, students, as well as transit riders. This position will also support wise management of resources as the staff with an adequate level of knowledge can provide customers services, which can increase the effectiveness, efficiency, and timely delivery of services. Furthermore, the growth opportunities created with this position allow for knowledge retention within the organization through staff retention and the passing of knowledge from the senior staff to junior staff. Comparative Analysis As a comparison, the City of Vaughan’s Transportation Engineering Division was reviewed. This Division, which is responsible for traffic operations, has the senior traffic analyst positioned between the traffic engineer and traffic analyst positions. Their organizational structure reflects the growing complexity of transportation within York Region, while allowing succession planning within the division.

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BUSINESS CASE - NEW STAFF REQUESTSenior Traffic Analyst


One alternative would be to maintain the current team of Traffic Analysts with similar roles and functions within Development Engineering. This alternative will compromise the quality of customer service. This will also hinder Town’s ability to keep up with industry standards. Hence, this approach was not considered feasible as the current staffing cannot sustain customer service levels based on increase volume and complexity of workloads, and the need for highly skilled technical support, and opportunities for succession would continue to be a gap. Additionally, the limited staffing resource hinders Town’s ability to monitor traffic operations and safety on a regular basis, which would expose Richmond Hill to greater risks.


This new Senior Traffic Analyst position is proposed at SEA Grade 7, Level 3. This was selected as the education, experience, abilities, and the job responsibility would be slightly higher than the current Traffic Analyst position within the Development Engineering Division.

The 2016 costing analysis for this new position is summarized as follows:

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BUSINESS CASE - NEW STAFF REQUEST Senior Traffic Analyst




Salaries (Prorated Salary Based on Start Month) 37,500 78,400Benefits 8,800 18,400Corporate allocation for training 300 300Corporate allocation for conference 0 0Equipment & Vehicle RentalSpecialized or mandatory trainingMembership 300 300UniformsMileage


Reduction in casual wages & benefitsProgram efficiencies (contracts, consulting, etc)Reserve Fund - SpecifyGrantsTax Rate 46,900 97,400


Capital CostsFurniture & desktop with standard software (Desktop or Laptop Computer, Standard Corporate Software, Land Line Telephone and

$8,000

Office built for Managers and aboveComputer hardware/software beyond standard issueVehicle


Reserve Fund - SpecifyGrantsCash to Capital Reserve 8,000 0



Based on the above, the 2016 budget impact for this Senior Traffic Analyst position would be an increase of $54,900.00, including a one-time capital expenditure cost of $8,000.00. Conclusions and Recommendations Based on the anticipated increase in volume and complexity of traffic inquiries and reviews in 2016 and beyond, it is recommended that this full time position be created.

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BUSINESS CASE - NEW STAFF REQUEST2 x Project Coordinator Position (1 Year Contract)

Overview:

The Development Engineering section is experiencing a higher than normal volume of subdivision and site plan applications in 2015. In addition, there have been unexpected delays with various aspects of planning approvals for the lands within North Leslie and West Gormley Secondary Plan areas. As such, the Master Environmental Servicing Plan approvals for these lands are in the process of being finalized and related Draft Plans of Subdivisions are expected to be approved in the Fall of 2015 and throughout 2016. This is expected to result in 8 to 10 additional subdivision applications for the Development Engineering division to process beginning this fall and within 2016, all with similar time frames for approval. Many of these applications with also require separate site alteration permits and stockpiling permits which also add to the workload.

In an average year, the current team of Project Coordinators has the capacity to process approximately 8 to 10 subdivision files from draft approval through to registration. This may include, but is not limited to reviewing and commenting on draft plans of subdivision, preparing draft plan conditions, reviewing supporting technical documents and reports, reviewing detailed engineering submissions and supporting documents, preparing subdivision agreements, site alteration permits, reports to council and other documents or agreement as required, collecting fees, securities, insurance, etc. However, based on anticipated subdivision development activity, it is expected that approximately 15 to 19 subdivision files have the potential to be processed for registration in 2016. The following is a complete list of potential 2016 subdivision registrations. However, there may be additional applications that also come forward that are not included here.

1. 19T-Various King South Developments 2. 19T-12006 Rodeo Homes 3. 19T-10001 Corsica Developments 4. 19T-02004 Sugarbridge Estates Inc. 5. 19T-12002 Baif Developments Limited 6. 19T-12009 Garden Homes (Bond) Inc. 7. 19T-12011 Garden Homes (Bond) Inc. 8. 19T-13005 Dexter Road Development Corp. 9. 19T-13006 Yucca Land Ltd. 10. 19T-13003/13004 Kingshill Holdings and Rodeo Homes 11. 19T-15002 Carville Investments Ltd. 12. 19T-04009 Leslie Elgin Developments 13. 19T-14006 Mattamy (Elgin Mills) Ltd. 14. 19T-12013 Richvale 19 Holdings Inc. 15. 19T-12012 Autumnhill Investments Ltd. 16. 19T-03006 Raki Holdings Inc. 17. 19T-03018 Dickson 48 Property Inc. 18. 19T-03019 Sedgewick Property Inc. 19. 19T-03021 Centerfield Properties Inc.

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The current Project Coordinator staff have limited capacity to deal with this unexpected increase in workload. As a result, two Project Coordinator positions are needed on a contract basis to provide additional technical support to our current Project Coordinator team in order to be able to meet the processing demands of these additional subdivision applications within a timely manner and still meet service level expectations with respect to the normal subdivision workload.

Program Description:

The core responsibilities for this Project Coordinator contract position are summarized below.

The contract Project Coordinators position will:

• Review detailed engineering plans for subdivision municipal servicing to ensure conformity toTown standards and specifications.

• Review of technical reports submitted in support of subdivision approvals.• Attend meetings with internal and external customers and review agencies.• Coordinate internal circulation of subdivision submissions and communication with developers and

their consultants.• Coordinate the preparation of subdivision and other related agreements.• Review site alteration plans in support of permits for stockpiling, topsoil stripping, area grading and

servicing.

This Project Coordinator contract position and the core responsibilities outlined above are considered essential to support the current Project Coordinator team to meet the expected level of service for the development community.

Strategic Alignment:

This contract position is needed to provide timely service to the development community with respect to processing subdivision applications which relates to the strategic plan initiative of making strong connections with our community through customer service and wise management of our resources.

This contract position is also aligned with the strategic plan in serving as a role model for municipal and environmental management. This position will support the detailed review of subdivision servicing and grading to ensure that standards with respect to grading/drainage/erosion control are respected and environmental areas are protected.

Comparative Analysis:

A comparative analysis to other municipalities was not undertaken as this projected 2016 subdivision activity is specific to the Town of Richmond Hill.

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Analysis of Alternative Approaches:

One alternative would be to maintain the current Project Coordinator team for 2016. With the identified increase in subdivision workload for 2016, this alternative is not considered feasible as current Project Coordinator staff would not be able to provide the expected level of service to the development community.

Cost and Benefit Analysis:

The compensation for this contract position is proposed at SEA Grade 7, Level 5. This was selected as the education, experience and abilities would be the same as the current Project Coordinator positions within Development Engineering and there is an expectation to hire very experienced staff in these roles.

The 2016 costing analysis for this contract position is summarized in Table 1.

The impact for these two Project Coordinator contract positions would be $181,800 to be funded from monies in the Inspection Reserve.

Conclusions and Recommendations:

Based on the projected 2016 workload for Project Coordinator staff, it is recommended that two Project Coordinator contract positions be created within Development Engineering.

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TABLE 1 Cost Analysis for Project Coordinator Contract Position


Start Date 01-Jan-16End Date or Contract Terms 31-Dec-16Full Time or Contract ContractCUPE/Admin/SEA/FIRE SEA - 35 hrGrade 7Step 5Annual Salary $81,900Annual Benefit 9,000$ Operating Costs

Salaries (Prorated Salary Based on Start Month) 81,900$ Benefits 9,000$ Corporate allocation for training 0Corporate allocation for conference 0Equipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage

Total Operating Costs $90,900Funding Source

Reduction in casual wages & benefitsProgram efficiencies (contracts, consulting, etc)Reserve Fund - (Inspection Reserve) 90,900GrantsTax Rate 0

Total Funding Sources $90,900Difference 0

Total Operating and Capital Costs $0

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planning & regulatory services...dev. engineering programs coordinator (subdivision) upgrade 65...

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