chief administrative office - town of richmond hill · office of the chief administrative officer...

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

Office of the Chief Administrative

Officer Additional details here

Titles & Subtitles in Arial Narrow

2017 Draft Operating Budget

Budget Committee of the Whole

TOWN OF RICHMOND HILL 2017 Draft Operating Budget

OFFICE OF THE CAO

Index Pages

1. 2017 Budget NarrativeDepartment Overview ................................................................... 1 – 11 Office of the CAO ........................................................................ 12 – 13 Legal Services ............................................................................ 14 – 15 Strategic Initiatives ...................................................................... 16 – 18 Communication Services ............................................................ 19 – 21

2. Business Cases

Manager, Economic Development ............................................. 22 –24

Project Manager, Strategic Initiatives ........................................ 25 –28

TOWN OF RICHMOND HILL 2017 Draft Budget

OFFICE OF THE CAO – DEPARTMENTAL SUMMARY

OVERVIEW

The Office of the Chief Administrative Officer (CAO) provides corporate leadership in the overall management of the Town’s five departments. In this role, the Chief Administrative Officer reviews and approves all recommendations made to Council and Committees of Council, and leads the corporate strategic planning process. The Chief Administrative Officer acts as department head to the Legal Services, Strategic Initiatives, and Communication Services divisions.

The operational divisions are comprised of the following:

• Office of the CAO• Legal Services Division• Strategic Initiatives Division

o Small Business Enterprise Centre (SBEC)o Small Business Enterprise Centre - Starter Company

• Communication Services Division including Access Richmond Hill

In addition, the Office of the CAO is responsible for overseeing and directing the administrative and operational functions of all departments.

At the October 24, 2016 meeting, Council considered a staff report on the Management Structure Review (SRCAO.16.31) that provided results of the review and recommended a revised management structure. At that meeting, Council received a staff report and directed staff to present separate business cases for the five new positions identified in the recommended management structure for consideration during the 2017 Budget Committee of the Whole – Operating Budget deliberations. One of the five positions is the Manager, Economic Development which was previously forecasted in the Outlook to be a 2018 ask, however, under the Management Structure Review this position has been advanced to 2017. Also included in the 2017 Operating budget is the request for a Project Manager for Strategic Initiatives, this position request has replaced the Service Coordinator position originally forecasted for the department. The Project Manager position will create additional capacity to undertake service improvement and other initiatives within the organization thereby supporting the commitment to providing exceptional public service to the community. Under the 2016 staffing outlook forecast for 2017 the Small Business Consultant contract conversion positions have been re-assessed based on the actual needs for the department, and therefore these positions have been deferred to later years in the three year staffing plan.

The 2016 ACCOMPLISHMENTS are as follows Legal Services: • Continued efforts in litigation and OMB, including successful appeal of OMB Parkland decision• Participated in various policy initiatives (review of delegation and other policies and implementation of

Procurement Review)• Implementation of numerous strategic land acquisitions and exchanges• Participated in successful negotiation of contracts (i.e. new Recreation Management System)• Legal services and advise provided to all departments as required• Successful recruitment of various staff to return division to full staff complement

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OFFICE OF THE CAO – DEPARTMENTAL SUMMARY

OVERVIEW - Continued

Strategic Initiatives Division: • Strategic Plan Phase 3 Implementation Plan• Civic Precinct Project approval• Asset Management Plan• Bus Rapidway Transit (BRT)• Grants Strategy and receipt of $1.6 million in grant funding• Service Review – Regulatory Service Framework• Service Review – New Procurement By-Law and Financial Control By-Law• Service Review – Community Services Core Services Review for Recreation, Culture and Events Division• MedEdge and Creative Industries Symposium• Business Mission to Israel• Corporate Risk Assessment and Three Year Audit Plan• Fire Consolidation Study• Organization Review• Corporate Key Performance Indicators(KPI)

Communication Services Division • Launch new website including all accessible documents• Coordinated Media Relations, Content Management System and Accessible Document training• Provided strategic advice and communications support to all departments on all major projects including:

Civic Precinct Project, Parkland Rate, David Hamilton Park, Community Survey, Waste Contract, DDO• Organized Hill Talks and Hill Talks Unplugged sessions for staff• Completed staffing process for Administrative Assistant, Communication Services position

Access Richmond Hill • Created process maps and Service Level Agreements for all ARH call types• Completed ARH redesign review including counter layout, workstations and signage• Evaluated telephone system and IVR suitability• Completed staffing process for Manager, Access Richmond Hill position

The 2017 PRIORITIES are as follows Legal Services: • Continue efforts in litigation and OMB• Continue participation in various policy initiatives and bring forward new Procurement Policy and Financial

Control By-Laws• Participate in successful negotiation of ERP System• Support other departments as required

2

TOWN OF RICHMOND HILL

2017 Draft Budget OFFICE OF THE CAO – DEPARTMENTAL SUMMARY

OVERVIEW - Continued Strategic Initiatives Division: • Employee Strategy • IT Strategy (joint with IT Division) • Economic Development Strategy Update and Implementation • Strategic Plan Annual Report • Civic Precinct • Bus Rapidway Transit (BRT) • Development Services Review – Phase I • Grants Strategy and applications for grant funding • Asset Management Plan Implementation

Communication Services Division • Develop Business resumption plan as it relates to crisis/emergencies • Expand online engagement (LinkedIn, Instagram, surveys, video, online service) • Develop and implement communication strategies on major initiatives: Employee Strategy, Oak Ridges

Public Library construction, Ed Sackfield Arena and David Hamilton Park Projects Access Richmond Hill • Implement new Customer Relationship Management software • Pilot ARH satellite office at Operations Centre • Implement Quality Assurance Program • Further develop ARH Advisor training and development program – to include new hire, refresher, business

area specific, systems and soft skills training • Further implement a marketing strategy to promote Access Richmond Hill internally and externally – in

progress • ARH redesign construction Full-Time Complement

2016 2017Approved DraftBudget Budget

Office of the CAO 2 2Legal Services Division 10 10Strategic Initiatives Division 9 8-Small Business Enterprise Centre & Starter Company* 2 2Communication Services Division 10 10-Access Richmond Hill 15 15

Subtotal 48 47Council Approved Service Level ChangesNew Staffing Requests 2Total 48 49

* Full-Time Casual Staff

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OVERVIEW - Continued 2017 Budget Highlights

ExpendituresPersonnel - Full-TimePersonnel - CasualContracts / ServicesMaterials / SuppliesOther ExpendituresTransfer to Other Funds

Total Expenditures

RevenuesUser Fees Grants / DonationsReserve and Reserve Funds

Total Revenues

Net Budget

Preliminary 2016 2017 Variance2015 Actuals Approved Draft (Favourable) /

Actuals Nov. 30, 2016 Budget Budget Unfavourable %

4,557,033$ 4,612,990$ 5,384,300$ 5,743,200$ 358,900$ 6.7 590,321 354,908 389,200 270,600 (118,600) (30.5) 465,738 477,733 806,600 816,600 10,000 1.2 176,419 170,236 234,600 248,400 13,800 5.9 48,829 34,504 39,500 55,600 16,100 40.8 75,883 - - - - -

5,914,223 5,650,371 6,854,200 7,134,400 280,200 4.1%

(119,403) (101,228) (93,600) (103,600) (10,000) (10.7) (294,939) (239,194) (317,300) (342,700) (25,400) (8.0) (243,053) (245,874) (502,200) (344,500) 157,700 31.4 (657,395)$ (586,296)$ (913,100)$ (790,800)$ 122,300$ 13.4%

5,256,828$ 5,064,075$ 5,941,100$ 6,343,600$ 402,500$ 6.8%

2016 2017Approved Service DraftBudget Base Growth Legislated Enhancements Budget

Expenditures

Personnel - Full-Time 5,384,300$ 167,000$ 191,900$ -$ -$ 5,743,200$ Personnel - Casual 389,200 (118,600) - - - 270,600 Contracts / Services 806,600 50,000 (40,000) - - 816,600 Materials / Supplies 234,600 10,400 3,400 - - 248,400 Other Expenditures 39,500 16,100 - - - 55,600

Total Expenditures 6,854,200$ 124,900$ 155,300$ -$ -$ 7,134,400$

RevenuesUser Fees (93,600) (10,000) - - - (103,600) Grants / Donations (317,300) (25,400) - - - (342,700) Reserve and Reserve Funds (502,200) 115,700 42,000 - - (344,500)

Total Revenues (913,100)$ 80,300$ 42,000$ -$ -$ (790,800)$ Net Budget 5,941,100$ 205,200$ 197,300$ -$ -$ 6,343,600$

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OVERVIEW - Continued

2017 Budget Summary – by Division

Expenditures

Office of the CAO Legal ServicesStrategic InitiativesCommunication Services

Total Expenditures

Revenues


Total Revenues

Net Budget


Total Net Budget



497,844$ 505,777$ 580,300$ 651,200$ 70,900$ 12.2 1,548,896 1,394,774 1,808,700 1,889,600 80,900 4.5 1,631,845 1,577,775 1,905,800 1,912,100 6,300 0.3 2,235,638 2,172,045 2,559,400 2,681,500 122,100 4.8

5,914,223$ 5,650,371$ 6,854,200$ 7,134,400$ 280,200$ 4.1%

(240)$ -$ -$ -$ -$ - (308,365) (231,364) (365,800) (375,800) (10,000) (2.7) (341,684) (348,794) (486,500) (354,200) 132,300 27.2

(7,106) (6,138) (60,800) (60,800) - -

(657,395)$ (586,296)$ (913,100)$ (790,800)$ 122,300$ 13.4%

497,604$ 505,777$ 580,300$ 651,200$ 70,900 12.2 1,240,531 1,163,410 1,442,900 1,513,800 70,900 4.9 1,290,161 1,228,981 1,419,300 1,557,900 138,600 9.8 2,228,532 2,165,907 2,498,600 2,620,700 122,100 4.9

5,256,828$ 5,064,075$ 5,941,100$ 6,343,600$ 402,500$ 6.8%

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2016 2017Budget Budget

2016 Net Budget 5,941,100$

EXPENDITURES

Full-Time Salaries & Benefits 5,360,700 5,527,700 167,000 3.1%

Casual Wages & Benefits 223,200 104,500 (118,700) (53.2%)

Casual Wages & Benefits - SBEC & Starter Co 166,000 166,100 100 0.1%

Personnel Services - Total 5,749,900 5,798,300 48,400 0.8%

Contracts / ServicesOffice of the CAOConsulting Contracts 100,000 150,000 50,000 50.0%

Materials / Supplies

Legal ServicesSubscription & Books 74,000 81,400 7,400 10.0% Tuition 1,000 8,000 7,000 700.0%

CommunicationsPrinting 9,000 5,000 (4,000) -44.4%

Other Expenditures

Legal Services #DIV/0!

Minor Capital 3,000 5,000 2,000 66.7%

Small Business Enterprise CenterMEDT / SBEC Expenditures 17,500 24,700 7,200 41.1%

Starter Company Program Starter Company Expenditures 3,100 10,000 6,900 222.6%

76,500 1.3%Total Expenditures 124,900 2.1%

REVENUESUser Fees

Legal ServicesAgreement Preparations (70,000) (80,000) (10,000) 14.3%

Grants / DonationsStrategic Initiatives Recovery - Yonge St. BRT PM (130,700) (141,900) (11,200) 8.6%

Small Business Enterprise Centre (139,900) (124,300) 15,600 -11.2%

Starter Company Program (46,700) (76,500) (29,800)63.8%

Reserve and Reserves FundsStrategic InitiativesReserve & Reserve Funds - Transfer from Reserves - Gas Tax

(119,200) (3,500) 115,700 -97.1%

Total Revenues 80,300 1.4%Base Budget 205,200 3.5%% Change Over 2016 Net Budget 3.5%

Increase due to Internal Audit to be conducted by the Region of York Audit Division

Budget Variance Explanations Incremental Change% Change Over Prior

YearExplanation

Increase due to step level increase of staff.

Decrease to reflect PM Asset Mgt Planning position moving to EIS

Enrolment of Law Clerk Certificate program for 2 admin staff.

Increase due to shelving display purchase and furniture

Decrease costs to reflect actual trend

Increase in programming expenses

Increase in programming expenses

Increase costs of inserts and updates

Increase in transfer of grants to reflect the change in salary and benefits allocation to the Program

Increase to reflect actual trend

To reflect step level increase.

Reduction in transfer of grants to reflect the change in step level of new staff.

Decrease to reflect PM Asset Mgt Planning position moving to EIS

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2016 2017Budget BudgetBudget Variance Explanations Incremental Change

% Change Over Prior

YearExplanation

Growth

Programs AnnualizationStrategic InitiativesEconomic Development Strategy 50,000 - (50,000)Transfer from Tax Rate Stabilization Reserve (50,000) - 50,000 One time Consulting cost for 2016

Full-Time Staffing AnnualizationCommunication Services Administrative Assistant 31,900 82,000 50,100

New Programs Request

Communication Services Contracts / Services - Consulting 10,000 10,000

New Full-Time Staffing Requests

Strategic InitiativesManager, Economic Development 80,600 July StartTransfer from Tax Rate Stabilization Reserve (8,000) 72,600 Project Manager, Strategic Initiatives 64,600 64,600 July Start

137,200

Total Growth 197,300 % Change Over 2016 Net Budget 3.3%Incremental Change 402,500Net Budget 6,343,600 6.8%

Increase in consulting contracts for graphic design to support

Annualization costs for the position approved in the 2016 Budget process.

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2017 Draft Budget OFFICE OF THE CAO Program Description The Office of the CAO provides corporate leadership in the overall management of the Town's operations. Pursuant to the Municipal Act, the Chief Administrative Officer is the Head of the Corporation’s Civil Service and is responsible for exercising general control and management of the affairs of the municipality for the purpose of ensuring its efficient and effective operation. The Chief Administrative Officer is also responsible for Policy and Intergovernmental Affairs, the Legal Services Division, and the Strategic Initiatives Division (which includes the Small Business Enterprise Centre), and the Communication Services Division (which includes Access Richmond Hill). The Office of the CAO is also responsible for overseeing and directing the administrative and operational functions of all departments. In this role, the Chief Administrative Officer reviews and approves all recommendations made to Council and Committees of Council and is charged with the responsibility of ensuring that the policy directions of Council are implemented. The office liaises with municipal, regional, provincial and federal government officials and organizations, as well as business and resident community groups to present municipal positions and to seek input into the formulation of policies. 2017 Budget Highlights

ExpendituresPersonnel - Full TimeContracts / ServicesMaterials / SuppliesOther Expenditures

Total Expenditures

RevenuesUser Fees

Total Revenues

Net Budget



378,085$ 371,474$ 422,800$ 440,300$ 17,500$ 4.1 75,944 88,704 100,000 150,000 50,000 50.0 33,570 45,425 56,700 60,100 3,400 6.0 10,245 174 800 800 - -

497,844$ 505,777$ 580,300$ 651,200$ 70,900$ 12.2%

(240) - - - - -

(240)$ -$ -$ -$ -$ -

497,604$ 505,777$ 580,300$ 651,200$ 70,900$ 12.2%

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2017 Draft Budget OFFICE OF THE CAO - Continued 2017 Budget Highlights


ExpendituresPersonnel - Full Time 422,800$ 17,500$ -$ -$ -$ 440,300$ Contracts / Services 100,000 50,000 - - - 150,000 Materials / Supplies 56,700 - 3,400 - - 60,100 Other Expenditures 800 - - - - 800

Total Expenditures 580,300$ 67,500$ 3,400$ -$ -$ 651,200$

RevenuesUser Fees - - - - - -

Total Revenues - - - - - - Net Budget 580,300$ 67,500$ 3,400$ -$ -$ 651,200$

Base Expenditures • Full-Time salaries & benefits have increased due to step rate and fixed benefit rate increases. • Consulting contracts increased $50,000 due to internal audit costs to be conducted by the Region of York

Audit Division. • Consulting contracts are as follows: 2016 2017 General Corporate Priorities $50,000 $ 50,000 Internal Audit 50,000 100,000 ______________ ______________

$100,000 $150,000 Growth • Conferences and external training costs increased due to the request of a Manager of Economic

Development, and a Project Manager, Strategic Initiatives for 2017.

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2017 Draft Budget OFFICE OF THE CAO LEGAL SERVICES DIVISION Program Description The Legal Services Division provides a range of legal services to Town Council, Committees, Town Departments and the Committee of Adjustment including legal opinions, representation of the Town before the Ontario Municipal Board, other tribunals and the courts. The Legal Services Division's mandate includes processing of subdivision agreements, real estate transactions and preparation of other agreements. 2017 Budget Highlights

ExpendituresPersonnel - Full TimeContracts / Services Conveyancing/Title Searches Outside Legal Legal Liability Insurance Corp. Searches & Legal Disbur. Appraisal Fees Leasing Costs Sales Comm & Mkt Fees Property Acquisitions/Disposal CtsMaterials / SuppliesOther ExpendituresTransfers to Other Funds

Total Expenditures

RevenuesUser Fees Reserve and Reserve Funds

Total Revenues

Net Budget



1,179,555$ 1,159,455$ 1,348,400$ 1,412,900$ 64,500$ 4.8 185,969 145,228 353,500 353,500 - - 32,285 24,906 40,000 40,000 - - 74,117 76,270 150,000 150,000 - - 3,762 5,143 4,000 4,000 - - 5,698 1,641 5,500 5,500 - -

53,388 16,594 60,000 60,000 - - 16,719 16,719 32,000 32,000 - -

- - 32,000 32,000 - - - 3,955 30,000 30,000 - -

102,470 87,789 103,800 118,200 14,400 13.9 5,019 2,302 3,000 5,000 2,000 66.7

75,883 - - - - -

1,548,896$ 1,394,774$ 1,808,700$ 1,889,600$ 80,900$ 4.5%

(117,057) (99,590) (90,600) (100,600) (10,000) (11.0) (191,308) (131,774) (275,200) (275,200) - -

(308,365)$ (231,364)$ (365,800)$ (375,800)$ (10,000)$ -2.7%

1,240,531$ 1,163,410$ 1,442,900$ 1,513,800$ 70,900$ 4.9%

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OFFICE OF THE CAO

LEGAL SERVICE DIVISION – Continued

2017 Budget Highlights 2016 2017

Approved Service DraftBudget Base Growth Legislated Enhancements Budget

ExpendituresPersonnel - Full Time 1,348,400$ 64,500$ -$ -$ -$ 1,412,900$ Contracts / Services 353,500 - - - - 353,500 Materials / Supplies 103,800 14,400 - - - 118,200 Other Expenditures 3,000 2,000 - - - 5,000 Transfers to Other Funds - - - - - -

Total Expenditures 1,808,700$ 80,900$ -$ -$ -$ 1,889,600$

RevenuesUser Fees (90,600) (10,000) - - - (100,600) Reserve and Reserve Funds (275,200) - - - - (275,200)

Total Revenues (365,800)$ (10,000)$ -$ -$ -$ (375,800)$

Net Budget 1,442,900$ 70,900$ -$ -$ -$ 1,513,800$

Base Expenditures • Full-Time salaries & benefits have increased due to step level of new staff combined with fixed benefit rate

increases.• Materials and Supplies increased due to subscription inserts and minor capital purchases of shelving

displays.• Other Expenditures increased in tuition costs for the enrolment of staff in the Law Clerk certificate program.

Base Revenues • User Fees and Fines in Agreement Preparations increased to reflect the trend from previous years.

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2017 Draft Budget OFFICE OF THE CAO STRATEGIC INITIATIVES DIVISION Program Description The Strategic Initiatives Division supports the Chief Administrative Officer in directing and championing the Town's strategic planning, corporate policy development, intergovernmental affairs, economic development strategy, corporate performance monitoring, organizational reviews, and service improvement initiatives. It also takes a lead role in special projects as directed by the CAO and Council. The Strategic Initiatives Division is also responsible for identifying opportunities and priority areas for grants. Also part of the Strategic Initiatives Division is the Small Business Enterprise Centre, including the Starter Company program. The Small Business Enterprise Centre is a partnership between the Town and the Province of Ontario, through the Ministry of Economic Development, Trade & Employment, and the Ministry of Research & Innovation (MEDTE/MRI). The program provides guidance and support to new and growing businesses in the community. Funding is available until March 31, 2017, although it is anticipated that additional funding for two years may be forthcoming in early 2017. 2017 Budget Highlights

ExpendituresPersonnel - Full TimePersonnel - CasualContracts / Services Consulting Contracts Marketing & EventsMaterials / SuppliesOther Expenditures

Total Expenditures

RevenuesGrants / DonationsReserve and Reserve Funds

Total Revenues

Net Budget



1,102,128$ 1,041,377$ 1,224,500$ 1,377,300$ 152,800$ 12.5 340,610 298,999 358,700 240,100 (118,600) (33.1) 148,920 196,174 269,500 219,500 (50,000) (18.6) 23,208 113,376 103,500 53,500 (50,000) (48.3)

125,712 82,798 166,000 166,000 - - 17,030 15,443 31,400 31,400 - - 23,157 25,782 21,700 43,800 22,100 101.8

1,631,845$ 1,577,775$ 1,905,800$ 1,912,100$ 6,300$ 0.3%

(294,939) (239,194) (317,300) (342,700) (25,400) (8.0) (46,745) (109,600) (169,200) (11,500) 157,700 93.2

(341,684)$ (348,794)$ (486,500)$ (354,200)$ 132,300$ 27.2%

1,290,161$ 1,228,981$ 1,419,300$ 1,557,900$ 138,600$ 9.8%

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2017 Draft Budget OFFICE OF THE CAO STRATEGIC INITIATIVES DIVISION - Continued 2017 Budget Highlights


ExpendituresPersonnel - Full-Time 1,224,500$ 19,000$ 133,800$ -$ -$ 1,377,300$ Personnel - Casual 358,700 (118,600) - - - 240,100 Contracts / Services 269,500 - (50,000) - - 219,500 Materials / Supplies 31,400 - - - - 31,400 Other Expenditures 21,700 14,100 8,000 - - 43,800

Total Expenditures 1,905,800$ (85,500)$ 91,800$ -$ -$ 1,912,100$

RevenuesGrants / Donations (317,300) (25,400) - - - (342,700) Reserve and Reserve Funds (169,200) 115,700 42,000 - - (11,500)

Total Revenues (486,500)$ 90,300$ 42,000$ -$ -$ (354,200)$

Net Budget 1,419,300$ 4,800 133,800$ -$ -$ 1,557,900$

Base Expenditures

• Full-Time salaries & benefits increased due step level of staff combined with fixed rate benefit increases. • Casual wages and benefits have decreased to reflect the Program Manager, Asset Management Planning

position moving to Environment & Infrastructure Services. • Under the Contract/Services category - Consulting Contracts budget includes a $100,000 provision for

general corporate priorities, and $3,500 for a Communications Consultant related to and funded by the Federal Gas Tax Grant.

• As well under the Contracts/Services category - Marketing & Events is included at $166,000, the same level as in 2016. Examples of expenditures include two annual events - MedEdge and the Creative Industries Symposium - and funds all economic development marketing activities.

The following is requested for the 2017 Budget: 2016 2017 Partnership / Sponsorship Activities $39,200 $39,200 Marketing Promotion 43,600 43,600 Local Event Programs 44,200 44,200 International Investment Program 25,000 25,000 Advertisements 12,000 12,000 Tourism & Conference Promotion 2,000 2,000 ______________ ______________

$166,000 $166,000

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2017 Draft Budget

OFFICE OF THE CAO STRATEGIC INITIATIVES DIVISION – Continued • Other expenditures increased due to program expenses increases in both Small Business Enterprise

Centre and Starter Company. Base Revenues • Grants and Donations increased $25,400 to fund the increases in personnel costs and programming

expenses for the Small Business Enterprise Centre and Starter Company, as well the step level increase for the Project Manager, Yonge Street BRT.

• Reserves and Reserve Fund decreased to reflect the Project Manager of Asset Management Planning which is fully funded from the Federal Gas Tax moving to the Environment & Infrastructure Services.

Growth – Programs Annulization

• The Contract/Services account is decreased $50,000 to reflect the one-time consulting cost to complete the Town’s Economic Development Strategy which was fully funded from the Tax Rate Stabilization Reserve

Growth – New Full Time Staffing Request • Staffing requests for a Manager of Economic Development and Project Manager of Strategic Initiatives to

start July 2017.

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2017 Draft Budget OFFICE OF THE CAO COMMUNICATION SERVICES DIVISION Program Description Communication Services provides communications leadership for the Town of Richmond Hill in the form of strategic communication planning and advice for all Departments and Mayor & Council, crisis communications, media relations, social medial management, reputation management, issues management identification and advice, brand management, internal communications and facilitates Communications related training for staff. Communication Services is also responsible for the provision of services on behalf of municipal departments through the Access Richmond Hill (ARH) contact centre. ARH responds to general inquiries and concerns regarding programs and services and accepts in person payments for property tax, water bills, parking tickets and permits. ARH also addresses customer service requests for various town functions including parks, forestry and winter maintenance. Services are provided by telephone, email and in person. 2017 Budget Highlights

Expenditures

Personnel - Full TimePersonnel - CasualContracts / Services Consulting Contracts Advertising PromotionMaterials / SuppliesOther Expenditures

Total Expenditures

Revenues

User Fees Reserve and Reserve Funds

Total Revenues

Net Budget



1,897,265$ 2,040,684$ 2,388,600$ 2,512,700$ 124,100$ 5.2 249,711 55,909 30,500 30,500 - - 54,905 47,627 83,600 93,600 10,000 12.0 24,480 26,006 42,400 52,400 10,000 23.6 8,344 7,318 11,200 11,200 - -

22,081 14,303 30,000 30,000 - - 23,349 21,579 42,700 38,700 (4,000) (9.4) 10,408 6,246 14,000 6,000 (8,000) (57.1)

2,235,638$ 2,172,045$ 2,559,400$ 2,681,500$ 122,100$ 4.8%

(2,106) (1,638) (3,000) (3,000) - - (5,000) (4,500) (57,800) (57,800) - -

(7,106)$ (6,138)$ (60,800)$ (60,800)$ -$ 0.0%

2,228,532$ 2,165,907$ 2,498,600$ 2,620,700$ 122,100$ 4.9%

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OFFICE OF THE CAO

COMMUNICATION SERVICES DIVISION – Continued

2017 Budget Highlights 2016 2017

Approved Service DraftBudget Base Growth Legislated Enhancements Budget

Expenditures

Personnel - Full-Time 2,388,600$ 66,000$ 58,100$ -$ -$ 2,512,700$ Personnel - Casual 30,500 - - - - 30,500 Contracts / Services 83,600 - 10,000 - - 93,600 Materials / Supplies 42,700 (4,000) - - - 38,700 Other Expenditures 14,000 - (8,000) - - 6,000

Total Expenditures 2,559,400$ 62,000$ 60,100$ -$ -$ 2,681,500$

Revenues

User Fees (3,000) - - - - (3,000) Reserve and Reserve Funds (57,800) - - - - (57,800)

Total Revenues (60,800)$ -$ -$ -$ -$ (60,800)$

Net Budget 2,498,600$ 62,000$ 60,100$ -$ -$ 2,620,700$

Base Expenditures • Full-Time salaries & benefits have increased due to step level and fixed rate benefit increases.• Under the Contract/Services category includes consulting contracts, advertising, promotion and marketing

events• Consulting contracts are included at $42,400 for 2017, the following provides the details for this account:

2016 2017

Media Monitoring $17,000 $17,000 Photography 10,000 10,000 Translation of Town Printed Materials 5,000 5,000 Municipal Code Supplements and Language Line 10,400 10,400

______________ ______________

$42,400 $42,400

• Advertising is included at $11,200, the same level as in 2016. This amount covers the costs associatedwith purchasing ads in community and ethno-cultural publications.

• Promotion and marketing campaign are included at $30,000 the same level as 2016 for the purchase ofcorporate and promotional merchandise.

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2017 Draft Budget OFFICE OF THE CAO COMMUNICATION SERVICES DIVISION – Continued Growth – Full Time Staffing Annualization • Approved service level increased by $50,100 to reflect the annualization of an Administrative Assistant as

approved in the 2016 budget process. Growth- Programs Annualization • Contracts/Services increased $10,000 in consulting contracts for graphic design support to Town initiatives.

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BUSINESS CASE - NEW STAFF REQUEST Strategic Initiatives Division, Office of the CAO

Manager, Economic Development

Overview The Economic Development function within the Town is located within the Strategic Initiatives Division, Office of the Chief Administrative Officer. The Strategic Initiatives Division supports the Chief Administrative Officer in directing and championing the Town’s long-term strategic planning, developing corporate policy, economic development, corporate performance monitoring, organizational reviews, service improvement initiatives, grants and gas tax funding and intergovernmental affairs. Staff in this division also take a lead role in special projects and initiatives as directed by the Council and the CAO.

The Town’s economic development role is focused on: Retaining and helping to develop existing business so that there is a stable, long-term business base Attracting business to Richmond Hill so that the business base continues to grow Supporting Small Business Entrepreneurs.

The Economic Development staff team consists of two full time permanent Coordinators, Economic Development Programs, two contract Small Business Consultants and one contract Program Assistant. All of these positions report to the Director, Strategic Initiatives. There is no Manager for the economic development function.

In 2010, Council approved the Town’s Economic Development Strategy. The majority of actions recommended in the Strategy have been implemented, resulting in a stronger Town Economic Development approach to business retention and attraction as well as supporting small business growth.

Since the Economic Development Strategy was approved by Council in 2010, there has been growth in both the number of businesses and employees in Richmond Hill. According to the Region of York 2015 Employment Survey, approximately 500 new businesses and 8,000 new employees have located in Richmond Hill.

With many of the Strategy’s implementation items underway, Council approved $50,000 in the 2016 Operating Budget to fund an update to the Strategy. An external consultant has been retained for this purpose and an updated Strategy is expected to be completed early in 2017. Staff anticipate that the update will suggest additional actions and programs to build on the Town’s existing approach to economic development.

Program Description Staff are proposing that a Manager, Economic Development be approved as a permanent, full-time position. This position would report to the Director, Strategic Initiatives, Office of the CAO.

The proposed position would be responsible for strengthening the Town’s economic positioning by:

• developing and implementing the Economic Development Strategy

• developing and leading the implementation of economic development programs and services

• building and managing relationships and partnerships with the business community and businessorganizations

• developing and leading the economic development staff team.

This position would provide additional management capacity and another permanent economic development resource for the Town. The specific duties and responsibilities for the position include:

• Develop and implement the Economic Development Strategy including monitoring, measuring andreporting on progress

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• Develop and implement sector strategies and a marketing Strategy

• Design and lead business retention and attraction programs and activities

• Manage and implement partnerships with the Province of Ontario

• Cultivate growth in the small business sector

• Develop and lead a staff team

• Build and manage relationships with the business community, business organizations, other stakeholders and levels of government

• Assist in supporting the Economic Development Task Force and Business Leadership Council

Should this position be approved by Council, the start date would be July 1, 2017.

Strategic Alignment Approving a Manager, Economic Development position supports the Town’s Strategic Plan by advancing three of its four goals: Stronger Connections, Better Choice and More Vibrant. This position will strengthen the Town’s connections with the business community through increased engagement on key economic development initiatives. Having a Manager, Economic Development will support Better Choice and the desired outcome of better options for working and doing business by advancing the Economic Development Strategy, encouraging and attracting more wealth-creating jobs, as well as better understanding and supporting the needs of business. This position will, through the implementation of the Economic Development Strategy, help to foster creativity by supporting the Town’s creative industries, thereby advancing the goal of a More Vibrant Richmond Hill.

Comparative Analysis The need for a Manager, Economic Development is recognized in the majority of GTA municipalities. Large municipalities similar to Richmond Hill have one or more economic development Managers reporting to a Director. The City of Burlington has four Managers in Economic Development. The City of Kitchener economic development function has two of its six managers focused on similar economic development activities (the other four are responsible for municipal functions not housed in Richmond Hill’s economic development group). Vaughan, Markham and the Region of York each have two economic development Managers. Analysis of Alternative Approaches The only alternative available is the status quo, with the staff team continuing to report to the Director, Strategic Initiatives. The advantage of this alternative is that it is a proven approach with the Director having lead and managed this function over the past 10 years. The disadvantage of this alternative is that it will not add the much-needed manager level experience and capacity in economic development. As the staff team has grown and the expectations for economic development increased, there has been a corresponding increase in the need for additional management level capacity. Having a Manager, Economic Development will increase the management capacity for this function and add another full time permanent economic level resource.

Cost and Benefit Analysis The cost of hiring a Manager, Economic Development based on salary, benefits, and allocations for training and conference is $72,600 in 2017 and $147,300 in 2018. There will be additional capital costs of $8,000 for office furniture and computer. The benefit of this position is that it will help to strengthen the Town’s business retention and attraction efforts as well as encourage small business growth.

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Conclusions and Recommendations Approving this position will add significant support to the Town’s economic development efforts. It is necessary for staff to continually develop and implement economic development programs that will strengthen the Town’s economic positioning. There is also a need to continually maintain and cultivate relationships with the Town’s business community and network of business organizations to ensure that the Town understands the needs of business. A Manager, Economic Development will provide manager level experience, expertise and capacity for these and other initiatives. It is recommended that the Manager, Economic Development position be approved as part of the Strategic Initiatives staff complement.

Current Year (2017) Impact

Full Year (2018) Impact

Start Date 01-Jul-17End Date or Contract Terms 31-Dec-17Full Time or Contract Full Time Full TimeCUPE/Admin/SEA/FIRE Admin AdminGrade 8 8Step 1 2Annual Salary $112,700 $115,800Annual Benefit 29,000 29,800Operating Costs

Salaries (Prorated Salary Based on Start Month) 56,400 115,800Benefits 14,500 29,800Corporate allocation for training 300 300Corporate allocation for conference 1,400 1,400Equipment & Vehicle RentalSpecialized or mandatory trainingMembershipUniformsMileage

Total Operating Costs $72,600 $147,300Funding Source

Reduction in casual wages & benefitsProgram efficiencies (contracts, consulting, etc)Reserve Fund - SpecifyGrantsTax Rate 72,600 147,300

Total Funding Sources $72,600 $147,300Difference 0 0

Capital CostsFurniture & desktop with standard software (Desktop or Laptop Computer, Standard Corporate Software, Land Line Telephone and A i t d S i t D t /T l bl (If R i d ) t )

$8,000

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

Total Capital Costs $8,000 $0Funding Source

Reserve Fund - Tax Rate Stabilization $8,000GrantsCash to Capital Reserve 0 0

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

Total Operating and Capital Costs $80,600 $147,300

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BUSINESS CASE - NEW STAFF REQUESTStrategic Initiatives Division, Office of the CAO

Project Manager, Strategic Initiatives

Overview

The service improvement function within the Town is located in the Strategic Initiatives Division of theChief Administrator’s Office. The Strategic Initiatives Division supports the Chief Administrative Officer in directing and championing the Town’s long-term strategic planning, developing corporatepolicy, economic development, corporate performance monitoring, organizational reviews, serviceimprovement initiatives, grants and gas tax funding and intergovernmental affairs. Staff in this divisionalso take a lead role in special projects and initiatives as directed by the Council and the CAO.

Undertaking service improvement initiatives supports the Town’s commitment to providing exceptional public service to the community. By regularly reviewing our services, we can ensure thatthey meet the needs of the community and our organization. Over the past six years, the followingservice improvement initiatives have been managed by Strategic Initiatives staff:

Arena Negotiations, completed in 2010, which transitioned arena operations to the Town Procurement Review, completed in 2010, which resulted in a new Financial Control By-law,

Procurement By-law, policies, procedures and staff training Facility Repair Review, completed in 2012 and being implemented, which enhanced the

process for repairing and maintaining Town facilities Responsible Pet Ownership Philosophy, completed in 2013, that is guiding the Town’s delivery

of animal services Heritage Services Review, completed in 2014, created a heritage inventory and identified

capital and operating costs to help us better understand these Town-owned assets Community Services Core Services Review for the Public Works and Parks Operations

Division, completed in 2013 and now being implemented, which is improving the operationsand maintenance of the Town’s parks, roads, water and waste water infrastructure as well ashaving assessed the traffic, fleet and waste operations

Regulatory Services Review, completed in 2016 with implementation underway, that willprovide a new philosophy and framework for developing, communicating and enforcing theTown’s by-laws

Community Services Core Services Review for the Recreation, Culture and Event ServicesDivision, completed in 2016 and now being implemented, that will improve the programs andservices the Town provides

Review of the Financial Control By-law and Procurement By-law, initiated in 2014, withimplementation in 2017

Access Richmond Hill Strategic and Operational Review, completed in 2015 and beingimplemented throughout 2015, 2016 and 2017

Development Services Review, initiated in 2016, will review of the development review processto clarify expectations, timelines, roles and responsibilities and provide consistency andefficiency in the development process.

In 2011, Council approved a temporary two year internal secondment or contract position for aProject Manager, Strategic Initiatives (Service Improvement) in the operating budget of the Office ofthe Chief Administrative Officer, Strategic Initiatives Division to support the Regulatory ServicesReview for the Planning and Regulatory Services Department. The position was subsequently revisedto a Service Improvement Coordinator when it was posted.

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The position was filled in September 2011 as an internal secondment and extended by Council’s approval to December 2013. The secondment continued throughout 2014, 2015 and 2016, and was funded through existing Departmental resources. This position has provided a much needed resource for service improvement initiatives and has created additional capacity for this type of work. The position has supported the two Core Service Reviews in Community Services, the Facility Repair Process Review and the Regulatory Services Review, and led the Access Richmond Hill Strategic and Operational Review. Without this resource these initiatives would have taken much longer to complete delaying the improvement to the Town’s services. Program Description

Staff are proposing that the Project Manager, Strategic Initiatives be approved as a permanent full time position. This position will report to the Director, Strategic Initiatives, Office of the CAO. This proposed position would lead and assist with service improvement projects, focusing on the effective and efficient project management of the various service improvement initiatives in the corporation that improve the delivery of services to the community. Currently, there are nine projects underway or being implemented, with the position having completed the Access Richmond Hill Review and assisting its implementation. The position is leading the Development Services Review and supporting implementation of the Facility Repair Review, the Regulatory Services Review and Core Services Review (Operations and Recreation, Culture and Event Services). Future initiatives include the continued implementation of these projects and new ones: supporting the Core Services Review for Fire Services. The specific responsibilities for service improvement initiatives include:

Preparing terms of reference for service improvement initiatives Implementing the project scope of work Working with a staff steering committee and working group as well as other stakeholders,

engaging them regularly; Developing an understanding of the service being reviewed, the Town’s current approach to

delivering the service Identifying what works well and what challenges must be addressed; Benchmarking against other municipalities and identifying best practices; Preparing reports, discussion papers and presentations for consideration by the staff steering

committee and working group on findings, directions and recommendations; Recommend changes to improve service delivery effectiveness and efficiency; Develop an implementation plan for the project; Assist Department staff with implementation of the initiative, including development of new

policies, procedures and processes. In addition, this position will be responsible for developing, monitoring and reporting on corporate performance indicators for the Town.

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While primarily focused on service improvement, this position would provide additional capacity for corporate initiatives such as the Strategic Plan and special projects. Strategic Alignment

One of six key areas of focus in the Strategic Plan is to provide leadership and the document identifies delivering exceptional public service to the community as one of the ways to achieve this. Ensuring that there are resources to continuously improve the Town’s services supports this key area of focus as well as the vision and goals of the Strategic Plan. A permanent, full time resource that will create capacity for service improvement and special projects will positively impact the Town’s services and demonstrate Council’s commitment to high quality services in Richmond Hill. Comparative Analysis

The need for service improvement staffing resources is recognized in the majority of GTA municipalities. In addition to the Town’s own service improvement initiatives, other municipalities have staff engaged in this type of work. The City of Vaughan has three full-time consultants dedicated to service improvement, the City of Mississauga has four and the City of Brampton has three. York Region and the cities of Barrie and Guelph each have one individual dedicated to this type of work. Analysis of Alternative Approaches An alternative approach to hiring a permanent full time Project Manager, Strategic Initiatives is to approve another secondment for a specific period of time. While a secondment does provide a temporary resource, the limited timeframe makes it difficult to make long term commitments regarding service improvement initiatives. Another alternative is to hire an external consultant to undertake this work. This approach is not the most desirable one for two main reasons: first, the cost of hiring a consultant would likely exceed the cost of hiring staff making it a much more expensive endeavour, and second, a consultant wouldn’t necessarily become as familiar with the organization and its services as would an ‘embedded’ staff person, potentially impacting the quality of the recommendations and success of implementation. A consultant would not be as committed to seeing a review implemented and additional costs would be incurred to have one available during the implementation phase. Cost and Benefit Analysis

Cost The cost of hiring a Project Manager, Strategic Initiatives, based on salary, benefits, and allocations for training and conference is $64,600 in 2017 and $130,700 in 2018. Benefit The position will help to ensure fulfillment of the Town’s commitment to review and improve its services to meet the needs of the community.

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BUSINESS CASE - NEW STAFF REQUESTStrategic Initiatives Division, Office of the CAO


Conclusions and Recommendations

Approving this position will create additional capacity to undertake service improvement and otherinitiatives within the organization thereby supporting the commitment to providing exceptional publicservice to the community. By regularly reviewing and improving Town services, we can ensure thatthey meet the needs of the community.It is recommended that the Project Manager, Service Improvement position be approved as part ofthe Strategic Initiatives staff complement.

Current Year

(2017) Impact

Full Year

(2018) Impact

Start Date 01-Jul-17

End Date or Contract Terms 31-Dec-17

Full Time or Contract Full Time Full Time

CUPE/Admin/SEA/FIRE Admin Admin

Grade 7 7

Step 1 2

Annual Salary $99,900 $102,600

Annual Benefit 25,700 26,400

Operating Costs

Salaries (Prorated Salary Based on Start Month) 50,000 102,600

Benefits 12,900 26,400

Corporate allocation for training 300 300

Corporate allocation for conference 1,400 1,400

Equipment & Vehicle Rental

Specialized or mandatory training

Membership

Uniforms

Mileage

Total Operating Costs $64,600 $130,700

Funding Source

Reduction in casual w ages & benefits

Program efficiencies (contracts, consulting, etc)

Reserv e Fund - Specify

Grants

Tax Rate 64,600 130,700

Total Funding Sources $64,600 $130,700

Difference 0 0

Capital Costs

Furniture & desktop w ith standard softw are (Desktop or

Laptop Computer, Standard Corporate Softw are, Land Line

Office built for Managers and abov e

Computer hardw are/softw are bey ond standard issue

Vehicle

Total Capital Costs $0 $0

Funding Source

Reserv e Fund - Specify

Grants

Cash to Capital Reserv e 0 0

Total Funding Sources $0 $0

Difference 0 0

Total Operating and Capital Costs $64,600 $130,700

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